171214 Council Budget AGD PacketTable of Contents
Agenda 2
Minutes of the Council Budget Meeting of December 5, 2017
171205 Council Budget MIN 6
Tab 1 - 2018 Budget Introduction and Overview
2018 Budget Intorduction and Overview 14
Tab 2 - Taxation Requirements
Taxation Requirements 28
Tab 3 Finance Department Business Plan and Budget
Budget Overview 31
Tab 4 - Human Resources Business Plan and Budget
Human Resources 41
CAO-HR 17-06 White Paper - Business Case 1.0 FTE
Health and Safety Coordinator 48
Health and Safety Coordinator Job Description 50
Tab 5 - Operations Department Business Plan and Budget
Operations Department 52
OPS 17 -33 Loose Leaf Collection 76
Tab 6 - Recreation, Culture and Parks Department Business
Plan and Budget
Recreation, Culture and Parks Department 82
RCP 17 -56 Beautification Plan 101
RCP 17 - 57 2018 Playgrounds 106
Tab 7 - Fire and Rescue Services Business Plan and Budget
Fire and Rescue Services 108
Tab 8 - Building & Bylaw Department Business Plan
Building & Bylaw Department 123
Tab 9 - Economic Development and Marketing Department
Business Plan and Budget
Economic Development and Marketing Department 133
By-Law 4158, To confirm the Proceedings of Council at its
Meetings held on the 5th & 14th day of December 2017.
By-law 4158 Confirm Dec 5th & 14th 17 142
1
1. Call to Order
2. Adoption of Agenda
Proposed Resolution #1
THAT the Agenda as prepared for the Council Budget meeting of December 14, 2017 be
adopted.
3. Moment of Silence
4. Disclosures of Pecuniary Interest and the General Nature Thereof
5. Adoption of Council Minutes of Previous Meeting
5.1. Minutes of the Council Budget Meeting of December 5, 2017
171205 Council Budget MIN
Proposed Resolution #2
THAT the Minutes of the Council Budget Meeting of December 5, 2017 be approved.
6. Departmental Business Plans
6.1. Tab 1 - 2018 Budget Introduction and Overview
2018 Budget Introduction and Overview
Proposed Resolution #3
THAT Council receives the 2018 Budget Introduction and Overview as information.
6.2. Tab 2 - Taxation Requirements
Taxation Requirements
The Corporation of the Town of Tillsonburg
BUDGET COUNCIL MEETING
Thursday, December 14, 2017
9:00 AM
Council Chambers
200 Broadway, 2nd Floor
AGENDA
2
Council Meeting – Agenda 2
Proposed Resolution #4
THAT Council approves the 2018 Budget as presented.
6.3. Tab 3 Finance Department Business Plan and Budget
Budget Overview
Proposed Resolution #5
THAT Council receives the Finance Department Business Plan and Budget for
information.
6.4. Tab 4 - Human Resources Business Plan and Budget
Human Resources
CAO-HR 17-06 White Paper - Business Case 1.0 FTE Health and Safety Coordinator
Health and Safety Coordinator Job Description
Proposed Resolution #6
THAT Council receives the Human Resources Business Plan and Budget for
information.
6.5. Tab 5 - Operations Department Business Plan and Budget
Operations Department
OPS 17 -33 Loose Leaf Collection
Proposed Resolution #7
THAT Council receives the Operations Department Business Plan and Budget for
information.
6.6. Tab 6 - Recreation, Culture and Parks Department Business Plan and Budget
Recreation, Culture and Parks Department
RCP 17 -56 Beautification Plan
RCP 17 - 57 2018 Playgrounds
Proposed Resolution #8
THAT Council receives the Recreation, Culture and Parks Department Business Plan
and Budget for information.
3
Council Meeting – Agenda 3
6.7. Tab 7 - Fire and Rescue Services Business Plan and Budget
Fire and Rescue Services
Proposed Resolution #9
THAT Council receives the Fire and Rescue Services Business Plan and Budget for
information.
6.8. Tab 8 - Building & Bylaw Department Business Plan
Building & Bylaw Department
Proposed Resolution #10
THAT Council receives the Building & Bylaw Department Business Plan and Budget for
information.
6.9. Tab 9 - Economic Development and Marketing Department Business Plan and
Budget
Economic Development and Marketing Department
Proposed Resolution #11
THAT Council receives the Economic Development Department Business Plan and
Budget for information.
7. Budget Requests
7.1. Review of Group Presentations
Proposed Resolution #12
THAT Council has received applications for grant funding from various community
groups during the 2017 budget sessions;
AND THAT the following groups are awarded the following dollar amounts:
1) Tillsonburg & District Multi-Service Centre ($ );
2) Tillsonburg Station Arts Centre ($40,000);
3) Town of Tillsonburg Cultural Advisory Committee ($10,000);
4) Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area ($ );
5) Lake Lisgar Revitalization Committee ($ );
6) Upper Deck Youth Centre ($ );
7) Tillsonburg Turtlefest ($ );
8) Tillsonburg Fair ($ );
9) Family Day ($ ).
4
Council Meeting – Agenda 4
8. Council Budget Discussions
9. By-Laws
By-Laws from the Meeting of December 14, 2017
By-law 4158 Confirm Dec 5th & 14th 17
Proposed Resolution #13
THAT By-Law 4158, to Confirm the Proceedings of Council at its meetings held on
December 5 and December 14, 2017 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.
10. Adjournment
Proposed Resolution #14
THAT the Council Budget Meeting of December 14, 2017 be adjourned at _____ p.m.
5
ATTENDANCE
Deputy Mayor Dave Beres
Councillor Penny Esseltine (left meeting at 11:12am)
Councillor Jim Hayes (left meeting at 11:45am)
Councillor Chris Rosehart
Councillor Brian Stephenson
Staff:
David Calder, CAO
Dave Rushton, Director of Finance/Treasurer
Kevin DeLeebeeck, Director of Operations
Rick Cox, Director of Recreation, Culture & Parks
Jeff Smith, Fire Chief
Michael Desroches, General Manager,THI
Lana White, Executive Assistant/Deputy Clerk
Regrets:
Mayor Stephen Molnar
Councillor Max Adam
Donna Wilson, Town Clerk
1. Call to Order
The meeting was called to order at 9:00am.
2. Adoption of Agenda
Resolution #1
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Agenda as prepared for the Council Budget Meeting of December 5, 2017 be
adopted.
Carried
The Corporation of the Town of Tillsonburg
COUNCIL BUDGET MEETING
Tuesday, December 05, 2017
9:00 AM
Council Chambers
200 Broadway, 2nd Floor
MINUTES
6
Council Meeting – Agenda 2
3. Moment of Silence
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. Adoption of Council Minutes of Previous Meeting
5.1. Minutes of the Council Capital Budget Meeting of November 16, 2017.
171116 Budget MINUTES
Resolution #2
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Minutes of the Council Capital Budget Meeting of November 16, 2017, be
approved.
Carried
6. Finance
6.1. 9:00am - FIN 17-37 2018 Rates and Fees
FIN 17-37 2018 Rates and Fees
2018 Draft Rates & Fees
The Director of Finance provided an overview of FIN 17-37, 2018 Rates and Fees.
Department heads provided an overview of proposed changes within their departments.
User groups of recreation facilities will be notified of changes to user fees.
Squash court membership fees to be removed from the by-law.
The following resolution was passed.
Resolution #3
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receives report FIN 17-37 2018 Rates and Fees;
AND THAT By-Law 4155 to establish Rates & Fees for 2018 be brought forward for
Council consideration.
Carried
By-Law 4155 received first and second reading at this point during the meeting, prior to
members leaving the meeting. (Agenda Item 9.1)
7
Council Meeting – Agenda 3
Resolution
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT By-Law 4156, to Adopt a Schedule of Fees for certain Municipal Applications,
Service and Permits, Schedule A - 2018 Rates & Fees,
be read for a first and second reading and this constitutes the first and second reading
thereof.
Carried
6.2. FIN17-38 2018 Community Budget Requests
FIN17-38 2018 Community Budget Requests
2018 Community budget request summary sheet
Presenter summary
D. Rushton provided comment with respect to Report FIN 17-38. Score sheets were
provided to Council.
Resolution #4
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receives FIN17-38 2018 Community Budget Requests as information;
AND THAT any received community grant requests be referred to the 2018 budget
deliberations.
Carried
7. Budget Requests
7.1. 10:30am - Tillsonburg Police Services Board
2016 Financial Statements
Larry Scanlan, Chair, Tillsonburg Police Services Board, appeared before Council to
present the request of the Board, and provided a handout on budget history, the 2018
request, and Special Projects Fund.
Resolution #5
Moved By: Councillor Essseltine Seconded By: Councillor Stephenson
THAT Council receives the Tillsonburg Police Services Board budget request to be
considered in the 2018 budget.
Carried
8
Council Meeting – Agenda 4
7.2. 10:45am - Tillsonburg Business Improvement Area
2018 Business Plan
2018 Budget
2016 Financial Statements
Cedric Tomico, Chair and John Kirkland, Past Chair of the Tillsonburg B.I.A., appeared
before Council to present the requests of the Board.
J. Kirkland spoke regarding the façade improvement program.
C. Tomico spoke regarding beautifications.
It was suggested that trees in the downtown be a budget item in 2019.
Resolution #6
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receives the Tillsonburg Business Improvement Area budget request to
be considered in the 2018 budget.
Carried
7.3. 11:00am - Community Transportation Pilot Program
T:GO CALL-N-RIDE Grant Request – 2018-19
2016-2017 Financial Statements
John Preston, CT Coordinator, appeared before Council to present their request, and
provided a handout of T:GO Transit Operational Cost 2017/18.
Councillor Esseltine left the meeting at 11:12am.
Resolution #7
Moved By: Councillor Stephenson Seconded By: Councillor Hayes
THAT Council receives the Community Transportation Pilot Program budget request to
be considered in the 2018 budget.
Carried
9
Council Meeting – Agenda 5
7.4. 11:15am - Tillsonburg Station Arts Centre
2016 Financial Statements
Memorandum of Understanding
Schedule A
Heather Benton, President, Station Arts Centre, appeared before Council to present
their request.
H. Benton responded to questions regarding the Farmers Market as well, noting that
they provide a good will donation to the Arts Centre annually, approximately $1000.
Resolution #8
Moved By: Councillor Stephenson Seconded By: Councillor Hayes
THAT Council receives the Tillsonburg Station Arts Centre budget request to be
considered in the 2018 budget.
Carried
7.5. 11:30am - Tillsonburg Cultural Advisory Committee
Past recipients
Heather Benton, appeared before Council representing the Tillsonburg Cultural Advisory
Committee.
Clarification was given that the Committee’s role is not to start events, it’s to support
events, based on applications.
Resolution #9
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receives the Tillsonburg Cultural Advisory Committee budget request to
be considered in the 2018 budget.
Carried
7.6. 11:45am - Tillsonburg District Chamber of Commerce
2016 Financial Statements
Stephanie Nevins, President, Tillsonburg District Chamber of Commerce, appeared
before Council to present their request.
10
Council Meeting – Agenda 6
Resolution #10
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receives the Tillsonburg District Chamber of Commerce budget request to
be considered in the 2018 budget.
Carried
Council recessed 11:45am to 12:30pm.
Councillor Hayes left the meeting at 11:45am.
Council reconvened at 12:30. There was no quorum.
7.7. 12:30pm - Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area
Cover Letter
Appendix A
2016 Financial Statements
Deb Landon, Executive Director of Big Brothers Big Sisters of Ingersoll, Tillsonburg &
Area appeared before Council to present their request.
It was noted that powerpoint provided was incorrect. A hand-out was provided.
7.8. 12:45pm - Tillsonburg Turtlefest
2016 Financial Statements
2015 Financial Statements
Les Anderson, Chair, Tillsonburg Turtlefest appeared before Council to review the
request.
Suzanne Fleet was also in attendance to respond to questions.
The part-time event coordinator position and office space was discussed.
Council was looking for more information, with further clarification of expenses and
revenues.
The delegates noted that additional information would be provided if requested.
7.9. 1:00pm - Upper Deck Youth Centre
Christmas 2017 Newsletter
Rayburn Lansdell appeared before Council to present their request.
11
Council Meeting – Agenda 7
7.10. 1:15pm - Tillsonburg & District Multi-Service Centre
Letter to Council
Stats
2016 Annual report
2017 Financial statements
Maureen Vandenberghe appeared before Council to review the request.
7.11. 1:30pm - Family Day Organizing Committee
2017 Event Report
2016 Financial Statements
2015 Financial Statements
Pastor Brent Shepherd appeared before Council to present their request.
Family Day 2018, will be Monday February 19.
The Community Centre is open for Family Day and a report will be provided to Council
on stat holiday closures at the Community Centre.
Suggestion was made for a guest/visitor book at the event.
7.12. 1:45pm - Lake Lisgar Revitalization Committee
2016 Financial Statements
Joan Weston and Frank Kempf appeared before Council to review the request.
F. Kempt spoke regarding shoreline protection. J.Weston spoke regarding grant
applications and where grant money was used.
7.13. 2:00pm - 1st Tillsonburg Girl Guides
Erin Getty and Amanda Cuff, Girl Guide Leaders, appeared before Council to present
their request.
Teresa Cuff and Natalee Dely, Girl Guide Members were also present.
There are two other sources of funds that may be appropriate for the request, Cultural
Advisory Committee and Youth Leadership Trust.
12
Council Meeting – Agenda 8
7.14. 2:15pm - Royal Canadian Legion Tillsonburg Branch 153
Dianne Hodges, President and Don Burton, Poppy Chairman, appeared before Council
to present their request.
Sidewalk, roof and upstairs floor projects were discussed.
It was noted that this is the first time a request for funding has been made through this
process.
7.15. 2:30pm - Tillsonburg Tri-County Agricultural Society
2015 & 2016 Financial Statements
Mike Dean appeared before Council to present their request.
In-kind donations are requested for facility space, as well as funds to secure the midway
for the 2018 fair. Comment was made about the date of the fair. By moving the date
earlier, it is the first official fair in the area, and the early date in 2017 had good
attendance.
8. Council Budget Discussions
9. By-Laws
By-Laws from the Meeting of December 5, 2017
Refer to Agenda Item 6.1
10. Adjournment
The meeting ended at 2:25pm.
13
2018 Budget and Business PlansDecember 14, 201714
22018 Budget Assumptions•Maintain the existing service level•Reduce tax supported debt•Use assessment growth to fund the Asset Management Plan•Address key programs identified in Community Strategic Plan2018 Budget15
32018 Budget Terminology•Requirement from taxation is the amount needed to be collected from our taxpayers to fund the operating and capital programs•Tax levy is the rate that is used to collect the required funds based on the assessed value of the property•Operating requirements are the funds needed to run all of the departments in the town•Capital requirements are the funds needed to add or replace the Town’s Assets, Plans or Studies2018 Budget16
4Sources of Funds•Taxation•User Fees•Reserves•Grants•Debt supported by users•Debt supported by taxation•Debt supported by operational savings•Donations2018 Budget17
52018 - The Big Picture•The total operations managed by Town staff generate $58M and offsetting expenses including THI, Water and Wastewater •Non tax revenues amount to $32.3M from utilities, $7.9M from user fees, $4.3M from upper orders of government, and $.2M from gifts, donations & other sources•This budget will focus on the impact to the taxpayers and the need to make the operations of the Town financially sustainable2018 Budget18
6Budget ProposalIt is proposed to increase the combined operating and capital tax supported budget from $13,989,100 to $14,958,700. This increase of $969,600 comes from a combination of three items:•Growth in the value of existingassessment based on 2016 values $337,000•Growth in new assessment in 2017 $326,000•New tax rate for increased costs $306,6002018 Budget19
7Changes to Tax Levy2018 BudgetYear Levy Change %2009 0.00755081 -3.3%2010 0.00754233 -0.1%2011 0.00745651 -1.1%2012 0.00737536 -1.1%2013 0.00725973 -1.6%2014 0.00722218 -0.5%2015 0.00723594 0.2%2016 0.00723430 0.0%2017 0.00748681 3.5%2018 .007664996 2.4 % proposed20
8Taxation Growth 2018 Budget•New Assessment for 2018Assessment Tax•Weighted Assessment Growth $89M $663KUsed in Capital Budget•MPAC 2016 Phase-In $45M $337KUsed in Operating Budget•Growth from new construction $44M $326K21
9Operating Budget PressuresGrowth Related- $326,000•$61K Health and Safety FTE•$60K Physician Recruitment•$25K Town Hall Committee•$23K Transit•$18K Customer Service hours•$28K Tree maintenance•$31K Storm drain North St. area•$30K Software additions•$50K Beautification increase•$326K Total2018 Budget22
10Operating Budget PressuresIncreasing Cost of Operations $306,600•$50K Reduction in airport land rental•$70K Bill 148 increase in minimum wage etc.•$48K Employer Health Tax Increase (OMERS, EHT, WSIB, CPP, EI)•$76K Cost of Living Increase (1.5% April 2018)•$63K Net increases in all other non-labour categories•$307 Total increasing cost of operations2018 | Budget23
11Capital Budget •$ 65K Fire and Protection•$3,329K Recreation, Parks and Culture•$6,178K Operations•$ 309K Finance and IT•$2,215K Economic Development$12,096K Total Capital2018 Budget24
12Capital FundingWhere is the $12.1 million coming from?•$2.7 M Grants•$1.0 M Debt•$0.7 M Reserves•$0.4 M DC Reserves•$2.2 M User Pay Funded Debt•$3.6 M Operation Savings Funded Debt•$1.5 M Taxation$12.1 M Total Capital Funding2018 Budget25
13Unrestricted Reserves - 20182018 BudgetOutstanding Budgeted Reserve Balance Transfers Transfers Interest Transfers Transfers Projected Account at In - 2017 Out - 2017 Income In - 2018 Out - 2018 Balance Name November-30-17December-31-18IncomeTown - Council Reserve3,425 60 3,485 Town - Election Reserve54,377 90 5,000 52,700 6,767 Town - Transit Reserve-10 10 Town - Physician Recruitment Reserve7,511 609 8,120 Town - Tax Rate Stabilization Reserve843,858 154,300 960 32,500 658,018 Town - IT Equipment Reserve364,752 298,500 415 55,000 141,900 -20,233 Town - Asset Management Funding Reserve10,050 436 10,486 Town - Fleet and Equipment Reserve444,609 435,000 681 235,000 -224,710 Town - Fire Department Equipment Reserve59,331 14,000 404 45,000 90,735 Town - Fire Department Labour Reserve ---Town - Police Reserve177,348 41,300 252 41,300 95,000 Town - Police Services Board Reserve6,028 46 6,074 Town - Engineering Reserve9,828 9,700 20 3,500 -3,352 Town - Development Remediation Reserve18,151 159 18,310 Town - Linear Infrastructure Reserve140,265 130,100 228 7,800 92,900 -74,707 Town - Airport Reserve63,048 57,400 62 11,000 -5,290 Town - Waste Management Reserve21,257 21,000 26 283 Town - Winter Maintenance Reserve ---Town - Recreation Culture & Parks Reserve311,750 402,104 172,000 326 70,100 39,800 572,480 Town - Facility Infrastructure Reserve45,355 45,400 45 - -Town - Cemetery Reserve12,190 12 12,202 Town - Downtown Parking Reserve238,782 44,900 234 27,500 311,416 Town - Economic Development Reserve734,593 29,000 660,400 2,925 76,000 150,500 31,618 Total Reserves3,566,508 476,004 2,039,100 8,000 286,400 801,100 1,496,712 26
14Restricted Reserves and Trusts2018 Budget27
Taxation Requirements
Council100 308,000 400,000 92,000 29.87%
Finance110 1,717,700 1,587,200 (130,500)(7.60%)
CSC120 64,500 82,600 18,100 28.06%
Fleet130 (234,700)(166,700)68,000 (28.97%)
Hyd145 (266,200)(286,800)(20,600)7.74%
Fire150 1,273,500 1,334,200 60,700 4.77%
Police160 2,849,500 2,884,000 34,500 1.21%
Protection180 232,300 228,600 (3,700)(1.59%)
Building190 7,100 (7,100)(100.00%)
Op Admin200 232,800 241,100 8,300 3.57%
Engineering210 341,300 489,200 147,900 43.33%
Roads220 1,830,300 2,041,800 211,500 11.56%
Winter Mtce225 523,400 544,800 21,400 4.09%
Parking230
Streetlights235 334,500 334,500
Airport240 94,900 87,300 (7,600)(8.01%)
Storm Sewers260 272,500 240,800 (31,700)(11.63%)
Solid Waste & Recycling280 283,700 179,200 (104,500)(36.83%)
Cem300 210,300 128,600 (81,700)(38.85%)
Parks450 624,200 856,700 232,500 37.25%
Community Events455 37,000 22,200 (14,800)(40.00%)
Rec - Programs460 297,800 429,900 132,100 44.36%
Rec - Bldg Mtce465 2,408,300 2,585,600 177,300 7.36%
EFC467 (32,400)(32,300)100 (0.31%)
Museum475 317,700 380,200 62,500 19.67%
DCS500 91,400 91,000 (400)(0.44%)
EcDev505 372,700 390,000 17,300 4.64%
Municipal - Taxes600 (203,000)(441,000)(238,000)117.24%
Total Taxation Requirements 13,989,100 14,632,700 643,600 4.60%
2017
Budget
2018
Budget
Variance
$
Variance
%
2018 Financial Plan
Budget Summary - Taxation Requirement
Run Date: 08/12/17 3:17 PM Page No: 128
Operating
Council100 308,000 400,000 92,000 29.87%
Finance110 1,642,700 1,587,200 (55,500)(3.38%)
CSC120 59,500 82,600 23,100 38.82%
Fleet130 (234,700)(223,700)11,000 (4.69%)
Hyd145 (266,200)(286,800)(20,600)7.74%
Fire150 1,159,500 1,274,700 115,200 9.94%
Police160 2,849,500 2,884,000 34,500 1.21%
Protection180 232,300 228,600 (3,700)(1.59%)
Building190 7,100 (7,100)(100.00%)
Op Admin200 232,800 241,100 8,300 3.57%
Engineering210 289,400 297,200 7,800 2.70%
Roads220 1,585,700 1,630,200 44,500 2.81%
Winter Mtce225 523,400 544,800 21,400 4.09%
Parking230
Streetlights235 334,500 334,500
Airport240 72,300 48,300 (24,000)(33.20%)
Storm Sewers260 125,000 160,300 35,300 28.24%
Solid Waste & Recycling280 174,700 179,200 4,500 2.58%
Cem300 143,300 103,600 (39,700)(27.70%)
Parks450 544,200 690,700 146,500 26.92%
Community Events455 37,000 22,200 (14,800)(40.00%)
Rec - Programs460 297,800 414,900 117,100 39.32%
Rec - Bldg Mtce465 2,213,300 2,219,600 6,300 0.28%
EFC467 (32,400)(32,300)100 (0.31%)
Museum475 307,700 333,200 25,500 8.29%
DCS500 91,400 91,000 (400)(0.44%)
EcDev505 372,700 390,000 17,300 4.64%
Municipal - Taxes600 (203,000)(441,000)(238,000)117.24%
Total Operating 12,867,500 13,174,100 306,600 2.38%
2017
Budget
2018
Budget
Variance
$
Variance
%
2018 Financial Plan
Budget Summary - Taxation Requirement
Run Date: 08/12/17 3:17 PM Page No: 229
Capital
Finance110 75,000 (75,000)(100.00%)
CSC120 5,000 (5,000)(100.00%)
Fleet130 57,000 57,000
Fire150 114,000 59,500 (54,500)(47.81%)
Engineering210 51,900 192,000 140,100 269.94%
Roads220 244,600 411,600 167,000 68.27%
Streetlights235
Airport240 22,600 39,000 16,400 72.57%
Storm Sewers260 147,500 80,500 (67,000)(45.42%)
Solid Waste & Recycling280 109,000 (109,000)(100.00%)
Cem300 67,000 25,000 (42,000)(62.69%)
Parks450 80,000 166,000 86,000 107.50%
Rec - Programs460 15,000 15,000
Rec - Bldg Mtce465 195,000 366,000 171,000 87.69%
Museum475 10,000 47,000 37,000 370.00%
DCS500
EcDev505
Total Capital 1,121,600 1,458,600 337,000 30.05%
2017
Budget
2018
Budget
Variance
$
Variance
%
2018 Financial Plan
Budget Summary - Taxation Requirement
Run Date: 08/12/17 3:17 PM Page No: 330
TOWN OF
TILLSONBURG
2018 Business
Plan
Finance
Thursday, December 14, 2017
31
2
2018 Business Objectives
2018 Business Plan | Finance
Item Owner Budget
Value
Target Date
Customer Service Delivery Model
Review of current activity
Customer consultation
Final Report
Director of Finance $0
Q1
Q2
Q3
Monthly Reporting to Management Manager of Finance $0 Q1
Increase customer transactions on
website through new customer online
registration
Director of Finance &
Revenue/
Customer Service
Manager
$0 Q2
Improve alignment of budget and
actuals to reduce timing variances
Manager of Finance $0 Q1
Implement County AMANDA software Director of Finance $0 Q3
32
3
2018 Business Objectives
2018 Business Plan | Finance
Item Owner Budget
Value
Target Date
Audit of HST by Recovery Specialist Manager of Finance % of
recovery
Q2
Audit of MPAC and Assessment by
Recovery Specialist
Revenue/
Customer Service
Manager
% of
recovery
Q2
Local Government Week Clerk $2,000 Q4
Election Clerk $57,700 Q4
Transit CAO $22,500 Q2
New Town Hall CAO $25,000 Q3
Physician Recruitment CAO $70,000 Q4
33
4
2018 Capital Summary
2018 Business Plan | Finance
Item Department Budget
Value
Target Date
Work Order Management System IT 50,000 Q2
Virtual Townhall IT 13,500 Q1
IT Reserves IT 55,000 Q1
IT Annual Replacements IT 95,000 Q2
Asset Management Implementation Fin, Ops, RCP 150,000 Q2
34
5
Risks
• Finance
• Insufficient Asset Management planning could result in higher
maintenance/replacement costs
• IT
• Currently uses a manual work order management system;
more difficult to track priority items
• Clerks
• Records storage at multiple locations and incomplete record
logs could put the municipality at risk
2018 Business Plan | Finance
35
6
Opportunities
• Finance
• Asset management policy will provide guidance on priority
projects and allow the Town to develop a multi-year capital
plan
• Virtual Town Hall will allow citizens to pay for multiple bills
online, reducing the volume of in-person customers
• IT
• Continue to implement IT strategy to avoid duplication of
software across departments
• Clerks
• Records management policies would ensure complete records
are available when required
2018 Business Plan | Finance
36
7
Future Departmental
Directions: 3 year outlook
• 2019
• Continue to manage cash flows and investments to maximize
interest revenue
• 2020/2021
• Continue to replace computers
2018 Business Plan | Finance
37
Revenues
Grants (276,800)(478,300)(201,500)72.8%
User Charges (39,000)(37,000)2,000 (5.1%)
Other Revenue (20,700)(23,000)(2,300)11.1%
Total Revenues (336,500)(538,300)(201,800)60.0%
Expenditures
Labour 1,249,100 1,356,900 107,800 8.6%
Purchases 461,800 487,200 25,400 5.5%
Contracted Services 460,100 491,500 31,400 6.8%
Contribution to Reserves 100,400 142,600 42,200 42.0%
Interfunctional Adjustments (407,700)(467,700)(60,000)14.7%
Debt Principal & Interest 115,500 115,000 (500)(0.4%)
Total Expenditures 1,979,200 2,125,500 146,300 7.4%
Total Net Levy 1,642,700 1,587,200 (55,500)(3.4%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Finance
Run Date: 06/12/17 9:09 AM Page No: 8
38
Revenues
User Charges (266,000)(266,400)(400)0.2%
Total Revenues (266,000)(266,400)(400)0.2%
Expenditures
Labour 442,100 460,700 18,600 4.2%
Purchases 101,200 103,600 2,400 2.4%
Contracted Services 18,000 18,000
Interfunctional Adjustments (238,800)(236,200)2,600 (1.1%)
Debt Principal & Interest 3,000 2,900 (100)(3.3%)
Total Expenditures 325,500 349,000 23,500 7.2%
Total Net Levy 59,500 82,600 23,100 38.8%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
CSC
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39
Revenues
Grants (37,500)37,500 (100.0%)
Other Revenue (3,500)3,500 (100.0%)
Contribution from Reserves (50,000)(85,200)(35,200)70.4%
Total Revenues (91,000)(85,200)5,800 (6.4%)
Expenditures
Labour 153,800 156,400 2,600 1.7%
Purchases 210,800 254,100 43,300 20.5%
Contracted Services 44,700 44,700
Contribution to Reserves 10,000 5,000 (5,000)(50.0%)
Interfunctional Adjustments 24,400 25,000 600 2.5%
Total Expenditures 399,000 485,200 86,200 21.6%
Total Net Levy 308,000 400,000 92,000 29.9%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Council
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40
Town of Tillsonburg2018Business PlanHuman ResourcesThursday December 14, 201741
2HR ServicesRecruitmentSalary AdministrationHRISBenefit AdministrationPolicy & ProceduresEmployee RelationsHealth & Safety/WellnessLabour Relations2018 Business Plan | Human Resources42
32018 BusinessObjectives2018 Business Plan | Human ResourcesItemOwner Budget Value Target Date1.5 % Costing of Living IncreaseManager of Human Resources$76,000 Q2-Q4Health & Dental renewal increaseManager of Human Resources$34,200 Q1-Q4Payroll deduction increase (CPP, EI, WSIB)Manager of Human Resources$47,500 (FT) Q1 – Q4Compensation Review – Pay EquityManager of Human Resources$5,000 Q4Health and Safety/Management TrainingManager of Human Resources$5,000 Q1-Q4Succession Planning Program Training and DevelopmentManager of Human Resources$12,000 Q1-Q243
4Risks•Competitive compensation pressures. •Changing health and safety legislation. •Changing Employment Standards legislation – Bill 1482018 Business Plan | Human Resources44
5Opportunities•Increasing the cost of living supports recruitment and retention. •Succession Planning program to provide for business continuity. •Compensation review to ensure we are continuing to remain in compliance with the Pay Equity Act.2018 Business Plan | Human Resources45
6Future Departmental Directions: 3 year outlook• 2019 to 2021• Continuation of Succession Planning Program• Continuation of Pay Equity Maintenance• Continuation of Bill 148 implementation2017 Business Plan | Human Resources46
7Human Resources2018 Business Plan | Human Resources2017 2017 Revised2018Total FTE Requirements130.12 131.62 132.65Change from previous year- 1.50 1.03Department FTE ChangeBuilding & By-Law 1.00 (approved by Council – June 12)Hydro Operations 0.50 (approved by Council –November 13)Human Resources 1.00Operations Services -0.33Recreation, Culture & Parks 0.362018 FTE Changes by Department47
Report Title White Paper – Business Case for 1.0 FTE Health and
Safety Coordinator
Report No. CAO-HR 17-06
Author Senior Leadership Team
Meeting Type Budget Meeting
Council Date December, 14, 2017
Attachments • Health and Safety Coordinator Job Description
Page 1 / 2
RECOMMENDATION
THAT Council receive Report CAO-HR 17-06 White Paper – Business Case for 1.0 FTE
Health and Safety Coordinator as information.
SUMMARY
The Human Resource department is responsible for the oversight of Health and Safety within
the Corporation. These duties include:
• Health and Safety training (i.e., WHMIS, Bill 168, Bill 132, etc.)
• Disability Management
• Return to Work
• WSIB case management
• Resource to Joint Health and Safety Committee (JHSC) management, and employees
• Compliance with relevant legislation such as the Occupational Health & Safety Act
(OH&SA), Workplace Safety & Insurance Board (WSIA), Electrical Safety Association (ESA) etc.
• Health and Safety policies and procedures
• Accident/Incident/Near Miss management
• Promotion of employee wellness initiatives
• Health and Safety Audits
• Conducting ergonomic assessments
• Employee communications with regard to health and safety
Although the oversight falls within Human Resources, supervisors, managers, directors, the
CAO and ultimately Council are directly responsible for the health and safety of our employees.
As Council is aware, health and safety legislation has been changing significantly over the past
several years with the introduction of violence, harassment and bullying legislation, sexual
harassment legislation, mental health in the workplace, etc. The Town has been able to meet
legislative requirements within the area of Health and Safety, but we have not been able to proactively prepare due to increasing workload demands across the organization. With the
introduction of the amendments to the Employment Standards Act, Bill 148 - Equal Pay for Equal
Work, there is going to be a significant increase in workload demand for the Human Resource
department in 2018 and 2019.
48
Page 2 / 2
The introduction of a one year contract Health and Safety Coordinator would allow for a dedicated position to focus solely on health and safety. This would allow for an in-depth review
of the Town’s health and safety policies, procedures and programs, as well as research into best
practices and implementation of programs that may be applicable. This would also allow for
centralized health and safety resources, removing many of the additional tasks that managers have agreed to undertake. These extra tasks are taking away from other required managerial duties.
Some of the risks associated with continuing status quo include:
• employee burn-out
• inability to adequately manage wellness initiatives and health and safety programs
• meeting legislative requirements, but not exceeding
• inability to effectively respond to all health and safety/wellness requests, concerns, etc.
• employee morale – health and safety support
CONSULTATION / COMMUNICATION
As part of the 2018 draft budget development, Senior Leadership discussed the importance of
health and safety within the organization as a number one priority. A position dedicated solely to health and safety was identified as a need.
FUNDING IMPACT/ FUNDING SOURCE
The associated cost of $58,000 for the 1.0 FTE Health and Safety Coordinator has been
included in the 2018 proposed draft budget. As previously noted, this would be a one year
contract to be reviewed prior to the 2019 budget.
49
Health and Safety Coordinator
Department: Human Resources
Division: Human Resources
Group: Employee
Reports To: Manager of Human Resources
Grade: 8
Last Update: November 28, 2017
Summary of Position
Responsible for monitoring Corporate compliance with legislation and standards and
identifies areas of non-compliance and recommends corrective action. This position is
also responsible for the development, implementation, promotion, and maintenance of
all aspects of the Corporate health and safety program.
Qualifications
Diploma in Occupational Health & Safety, Occupational Hygiene or related
discipline.
Occupational Health & Safety Certificate an asset.
Canadian Registered Safety Professional (CRSP) designation an asset.
Two (2) years current related experience
Ability to interpret and apply applicable legislation, including OHSA and
applicable regulations, standards and codes, WSIA and regulations, Human
Rights, Employment Standards Act, Privacy legislation, etc.
Working knowledge of Occupational Health & Safety managed systems,
programs and processes i.e. risk analysis, accident investigation, workplace
inspections, training and evaluation
Excellent research skills.
Effective time management, analytical reasoning and problem solving skills
Excellent communication (oral and written), facilitation, interpersonal, and
computer skills
Ability to meet multiple deadlines and deal with a variety of issues at one time.
Ability to establish and maintain effective working relationships.
Ability to prioritize.
Excellent organizational skills.
Able to deal with matters of sensitive nature and maintain confidentiality.
50
Ability to work in a fast paced team environment and ability to work a flexible
schedule when required.
Demonstrated tact and diplomacy skills and the ability to handle confidential
matters with discretion.
Demonstrated safe work practices.
Valid G drivers’ license, acceptable driver’s abstract and provision to own vehicle
Responsibilities
Promote the Corporate Occupational Health and Safety management system and
associated programs, policies and procedures.
Support all departments in compliance with all applicable current health and
safety legislation resulting in a safe workplace and educated workforce.
Assist in managing personal, WSIB and short term disability claims including
monitoring, assessment for early and safe return to work/accommodation and
communication with WSIB, disability adjudication provider, health professionals,
etc.
Provide recommendations for reducing risk relative to workplace safety issues
and obligations based on research of best practices.
Monitors the activities of the various JHSC’s while providing guidance and
support.
Assists in developing workplace health, safety and wellness policies and
procedures through consultation, researching and analysing options.
Assists with accident investigations to identify root causes and provide
recommendations for the prevention of similar incidents.
Conduct workplace audits to identify potential and actual hazards.
Facilitate ergonomic assessments, recommends and advises on measures for
the prevention of injury and illness and to provide accommodation and comfort.
Adheres to all policies and procedures of the Town educating employees on the
importance of following policy promoting a healthy work environment.
Continuous education to be current with appropriate regulations/legislation
Performs other duties as assigned.
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Town of
Tillsonburg
2018
Business Plan
Operations Services
Thursday December 14, 2017
52
2
2018 Business Objectives
2018 Business Plan | Operations Services
Item Owner
Budget
Value
Target
Date
Continue review of Public Works, Engineering, and
Water/Wastewater procedures and records management
Director of
Operations - Q1 – Q4
Airport Feasibility Analysis Manager of Public
Works - Q2
Comprehensive Sidewalk Review
Manager of Public
Works - Q1
Winter Maintenance Level of Service Policy
Manager of Public
Works - Q2
Continue Corporate Fleet CVOR Compliance Initiative Manager of Public
Works - Q1 – Q4
Renegotiations of Solid Waste and Recycling Collection
Agreement with Oxford County
Manager of Public
Works - Q2/Q3
Renegotiations of Urban Road Maintenance Agreement
with Oxford County
Manager of Public
Works - Q3/Q4
Renegotiations of Water Distribution and Wastewater
Collection Agreement with Oxford County
Manager of Water/
Wastewater - Q3/Q4
53
3
2018 Business Objectives
2018 Business Plan | Operations Services
Item Owner
Budget
Value
Target
Date
Develop & Implement Leak Detection Program
Manager of Water/
Wastewater - Q2/Q3
Develop & Implement Manhole Inspection Program Manager of Water/
Wastewater - Q1 – Q3
Develop a Water Efficiency Program specific to
Tillsonburg Residents
Manager of Water/
Wastewater - Q2/Q3
Transmission Main Maintenance Review Manager of Water/
Wastewater - Q2
Update Engineering Design Criteria to current industry
standards & practices
Manager of
Engineering - Q4
Review and Revise Engineering Rates & Fees structure Manager of
Engineering - Q2
Review of Outstanding deficiencies and Legacy issues
related to stale Developments
Manager of
Engineering - Q3
54
4
2018 Capital Summary
2018 Business Plan | Operations Services
Item Owner
Budget
Value
Target
Date
Airport Master Plan Update
Manager of Public
Works $50,000 Q4
Asset Management
Storm Sewer CCTV Inspections
Manager of
Engineering $40,000 Q2 – Q4
Big Otter Creek / Old Vienna Rd Slope Stability Design
Study
Manager of
Engineering $50,000 Q2/Q3
Railway Crossing Safety Assessments Manager of
Engineering $20,000 Q3
Broadway & Brock Intersection Audible and
Accessibility Upgrades
Manager of
Engineering $60,000 Q3
Quarter Town Line Corridor Management
Implementation
Manager of
Engineering $125,000 Q2/Q3
Gibson Pedestrian Bridge Replacement Design Study
Manager of
Engineering $35,000 Q3/Q4
Kinsmen Pedestrian Bridge Enhanced OSIM Inspection Manager of
Engineering $80,000 Q3
55
5
2018 Capital Summary
2018 Business Plan | Operations Services
Item Owner
Budget
Value
Target
Date
LED Streetlight Conversion Project
Director of
Operations 1,500,000 Q3/Q4
Concession Street E. Reconstruction Manager of
Engineering $910,000 Q2/Q3
Annandale Ball Diamonds – Parking Lot
Manager of
Engineering
/Parks
$50,000 Q2/Q3
Bradburn Reconstruction – Stage 1 of 2
Manager of
Engineering $680,000 Q3/Q4
Broadway Connecting Link Rehabilitation – Town limit
to south of North St.
Manager of
Engineering $1,084,000 Q3/Q4
Asphalt Resurfacing Program Manager of
Engineering $382,400 Q2/Q3
Heavy Duty Replacements
Fire Unit # 73 – 1998 Aerial Truck
Manager of Public
Works/Fire Chief $1,375,000 Q3
56
6
Risks
• Establishing a Winter Maintenance Level of Service Policy ensures
compliance with the Minimum Maintenance Standards O.Reg. 239/02 and
provides additional support in claim situations.
• Continue Corporate implementation and training of Pre-Trip Inspection,
Hours of Service, Driver Evaluations and Permit system, etc. to achieve
Corporate fleet CVOR compliance in advance of any potential Ministry of
Transportation audit and possible sanctions/conditions placed on the
Town’s fleet.
• Renegotiate the Urban Road Maintenance Agreement with Oxford County
to ensure agreement accurately reflects costs associated for work the
Town performs on the County’s behalf.
• Review and renegotiations of the Water Distribution and Wastewater
Collection Agreement with Oxford County will outline Town’s obligations as
Operating Authority and ensure equitable compensation of services
provided.
2018 Business Plan | Operations Services
57
7
Risks
• The development and implementation of a Manhole Inspection Program
will help mitigate unexpected expenditures and support asset
management information for enhanced decision making and improved
long-range capital plans.
• Review and identify maintenance requirements of ageing Water
Transmission Mains (16” to 20”) to properly plan large scale maintenance
activities and help achieve service life potential.
• The review of legacy issues related to stale developments will position the
Town to leverage any remaining securities in order to complete long
outstanding deficiencies and minimize exposure.
2018 Business Plan | Operations Services
58
8
Opportunities
• Continued review of Public Works, Engineering, and Water/Wastewater
procedures to improve documentation, information retention and overall
records management.
• The Airport feasibility analysis will investigate alternative options and the
overall viability of the Airport.
• Conducting a comprehensive sidewalk review will provide the opportunity
to install sidewalk in strategic locations to support active transportation,
the Town’s Multi-Year Accessibility Plan and the Community Strategic Plan
• Renegotiating the Solid Waste and Recycling Collection Agreement with
Oxford County will realign agreement language with service levels and
provide opportunity to increase funding.
2018 Business Plan | Operations Services
59
9
Opportunities
• The development and implementation of a Leak Detection Program will
help identify areas of potable water loss through leaks reducing the
associated costs.
• Expand and apply the Oxford County Water Efficiency Program
specifically to Tillsonburg residents to promote local water use reduction.
• Modify Engineering Design Criteria of all municipal infrastructure assets to
current industry standards and practices will support operational
objectives and ensure compliance with changing legislative requirements.
• Review and revision of Engineering Rates & Fee structure will provide an
opportunity for more appropriate levels of compensation while
encouraging increased third party accuracy in development applications
2018 Business Plan | Operations Services
60
10
Future Departmental
Directions: 3 year outlook
2019
• Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
• Continue asset condition assessment programs and adjust deterioration
curves to better predict end of life scenarios and optimize lifecycle
management strategies.
• Continue Fleet & Equipment asset management and financing strategy to
improve overall condition, operator safety and service levels.
• Continue Leak Detection Program implementation through a system wide
Water Loss Audit.
• Develop & Implement an inflow and infiltration program to identify areas
to reduce flow to Sewage Treatment Plant.
• Determine Water System improvements based on updated assessment
and which Hydro infrastructure upgrade/alternative is most suitable for the
Airport.
• Pursue available Provincial and Federal capital funding opportunities.
2018 Business Plan | Operations Services
61
11
Future Departmental
Directions: 3 year outlook
2020
• Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
• Continue asset condition assessment programs and adjust deterioration
curves to better predict end of life scenarios and optimize lifecycle
management strategies.
• Continue Fleet & Equipment asset management and financing strategy to
improve overall condition, operator safety and service levels.
• Comprehensive review and update of the Town Asset Management Plan
• Continue implementation of the sanitary inflow and infiltration program.
• Explore feasibility of additional Woodlot removal to achieve a 5,000ft
Runway.
• Pursue available Provincial and Federal capital funding opportunities.
2018 Business Plan | Operations Services
62
12
Future Departmental
Directions: 3 year outlook
2021
• Rehabilitate/Replace infrastructure identified as high risk priority in the
Asset Management Plan
• Continue asset condition assessment programs and adjust deterioration
curves to better predict end of life scenarios and optimize lifecycle
management strategies.
• Continue Fleet & Equipment asset management and financing strategy to
improve overall condition, operator safety and service levels.
• Pursue available Provincial and Federal capital funding opportunities.
2018 Business Plan | Operations Services
63
Revenues
User Charges (1,277,400)(1,348,800)(71,400)5.6%
Total Revenues (1,277,400)(1,348,800)(71,400)5.6%
Expenditures
Labour 300,400 308,600 8,200 2.7%
Purchases 517,900 543,400 25,500 4.9%
Contracted Services 5,500 5,500
Debt Principal & Interest 218,900 267,600 48,700 22.2%
Total Expenditures 1,042,700 1,125,100 82,400 7.9%
Total Net Levy (234,700)(223,700)11,000 (4.7%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Fleet
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64
Revenues
Total Revenues
Expenditures
Labour 228,900 237,500 8,600 3.8%
Purchases 10,200 10,200
Interfunctional Adjustments (6,300)(6,600)(300)4.8%
Total Expenditures 232,800 241,100 8,300 3.6%
Total Net Levy 232,800 241,100 8,300 3.6%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Op Admin
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65
Revenues
User Charges (42,000)(34,000)8,000 (19.0%)
Total Revenues (42,000)(34,000)8,000 (19.0%)
Expenditures
Labour 456,200 453,300 (2,900)(0.6%)
Purchases 26,300 26,000 (300)(1.1%)
Interfunctional Adjustments (151,100)(148,100)3,000 (2.0%)
Total Expenditures 331,400 331,200 (200)(0.1%)
Total Net Levy 289,400 297,200 7,800 2.7%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Engineering
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66
Revenues
Grants (73,700)(75,000)(1,300)1.8%
Total Revenues (73,700)(75,000)(1,300)1.8%
Expenditures
Labour 641,400 650,800 9,400 1.5%
Purchases 242,600 253,900 11,300 4.7%
Contracted Services 217,000 218,500 1,500 0.7%
Interfunctional Adjustments 246,400 274,000 27,600 11.2%
Debt Principal & Interest 312,000 308,000 (4,000)(1.3%)
Total Expenditures 1,659,400 1,705,200 45,800 2.8%
Total Net Levy 1,585,700 1,630,200 44,500 2.8%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Roads
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67
Revenues
Total Revenues
Expenditures
Labour 200,000 208,700 8,700 4.4%
Purchases 124,500 127,500 3,000 2.4%
Contracted Services 3,000 3,000
Interfunctional Adjustments 195,900 205,600 9,700 5.0%
Total Expenditures 523,400 544,800 21,400 4.1%
Total Net Levy 523,400 544,800 21,400 4.1%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Winter Mtce
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68
Revenues
Levy, PILS (141,500)(141,500)
Total Revenues (141,500)(141,500)
Expenditures
Labour 25,000 26,000 1,000 4.0%
Purchases 500 10,500 10,000 2,000.0%
Contracted Services 25,000 25,000
Contribution to Reserves 44,900 27,500 (17,400)(38.8%)
Interfunctional Adjustments 31,700 38,400 6,700 21.1%
Debt Principal & Interest 14,400 14,100 (300)(2.1%)
Total Expenditures 141,500 141,500
Total Net Levy
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Parking
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69
Revenues
Total Revenues
Expenditures
Labour 28,600 29,100 500 1.7%
Purchases 283,700 274,600 (9,100)(3.2%)
Contracted Services 3,000 3,000
Contribution to Reserves 7,800 7,800
Interfunctional Adjustments 19,200 20,000 800 4.2%
Total Expenditures 334,500 334,500
Total Net Levy 334,500 334,500
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Streetlights
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70
Revenues
Grants (5,000)(5,000)
User Charges (501,900)(414,400)87,500 (17.4%)
Total Revenues (506,900)(419,400)87,500 (17.3%)
Expenditures
Labour 182,500 113,900 (68,600)(37.6%)
Purchases 296,900 265,100 (31,800)(10.7%)
Contracted Services 44,800 39,800 (5,000)(11.2%)
Contribution to Reserves 6,000 (6,000)(100.0%)
Interfunctional Adjustments 10,100 11,300 1,200 11.9%
Debt Principal & Interest 38,900 37,600 (1,300)(3.3%)
Total Expenditures 579,200 467,700 (111,500)(19.3%)
Total Net Levy 72,300 48,300 (24,000)(33.2%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Airport
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71
Revenues
Total Revenues
Expenditures
Labour 49,300 51,400 2,100 4.3%
Purchases 3,700 2,000 (1,700)(45.9%)
Contracted Services 48,000 50,000 2,000 4.2%
Interfunctional Adjustments 24,000 25,900 1,900 7.9%
Debt Principal & Interest 31,000 31,000
Total Expenditures 125,000 160,300 35,300 28.2%
Total Net Levy 125,000 160,300 35,300 28.2%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Storm Sewers
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72
Revenues
Grants (110,200)(117,600)(7,400)6.7%
User Charges (110,500)(122,200)(11,700)10.6%
Total Revenues (220,700)(239,800)(19,100)8.7%
Expenditures
Labour 70,500 69,500 (1,000)(1.4%)
Purchases 97,000 101,900 4,900 5.1%
Contracted Services 112,500 123,500 11,000 9.8%
Interfunctional Adjustments 115,400 124,100 8,700 7.5%
Total Expenditures 395,400 419,000 23,600 6.0%
Total Net Levy 174,700 179,200 4,500 2.6%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Solid Waste & Recycling
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73
Revenues
Grants (267,500)(274,900)(7,400)2.8%
Total Revenues (267,500)(274,900)(7,400)2.8%
Expenditures
Labour 36,100 51,600 15,500 42.9%
Purchases 63,400 69,000 5,600 8.8%
Contracted Services 68,500 68,500
Interfunctional Adjustments 99,500 85,800 (13,700)(13.8%)
Total Expenditures 267,500 274,900 7,400 2.8%
Total Net Levy
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Sanitary Sewers
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74
Revenues
Grants (990,000)(1,045,900)(55,900)5.6%
User Charges (19,500)(22,000)(2,500)12.8%
Total Revenues (1,009,500)(1,067,900)(58,400)5.8%
Expenditures
Labour 444,800 571,500 126,700 28.5%
Purchases 215,800 212,100 (3,700)(1.7%)
Contracted Services 81,600 75,000 (6,600)(8.1%)
Interfunctional Adjustments 267,300 209,300 (58,000)(21.7%)
Total Expenditures 1,009,500 1,067,900 58,400 5.8%
Total Net Levy
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Water
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75
Report Title Loose Leaf Collection Program Review
Report No. OPS 17-33
Author Kevin De Leebeeck, P.Eng. Director of Operations
Meeting Type Budget Meeting
Council Date December 14, 2017
Attachments OPS 15-20 Loose Leaf Collection Program
Page 1 / 2
RECOMMENDATION:
THAT Council receive Report OPS 17-33, Loose Leaf Collection Program Review; AND THAT Council direct staff to continue to provide curbside loose leaf collection
service.
BACKGROUND
Prior to procuring the replacement of leaf loading equipment in 2015, Council requested staff
review the curbside loose leaf collection program. Operations Report OPS 15-20 (attached)
summarized the various factors to consider with regards to the loose leaf collection program,
possible alternatives to providing the loose leaf collection program, and different methods of
performing loose leaf collection. In the end the program was revised to start approximately two (2) weeks later in the year to try and accommodate more fallen leafs and a new leaf vacuum
unit was acquired to complete the curbside loose leaf collection more efficiently within a four
(4) week timeframe. At the end of Q3 in 2017 the rehabilitated Transfer Station facility re-
opened to the public and now provides Yard Waste disposal six (6) days a week from 9am -
5pm Monday to Saturday.
SUMMARY
The chart below summarizes some key metrics associated with the loose leaf collection
program over the past several years and demonstrates overall increased program efficiency in
recent years through decreased number of ACR’s and decreased cost despite increased participation/volume of material. The proposed 2018 loose leaf collection budget is comprised
of about $28,000 in labour and about $48,500 in fleet user charges due to a scheduled $5,200
impeller replacement in 2018.
**Program Budget
Year ACR’s Tonnes Cost Collection Period
2018 - - $ 77,000* TBD
2017 7 - $ 72,200* Nov 6th to Dec 1st (4 wks)
2016 12 352 $ 63,965 Nov 7th to Dec 2nd (4 wks)
2015 30 377 $ 74,016 Nov 9th to Dec 4th (4 wks)
2014 33 316 $ 82,959 Oct. 27th to Dec. 5th (6 wks)
2013 27 307 $ 82,116 Oct. 28th to Dec. 6th (6 wks)
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Page 2 / 2
CONSULTATION/COMMUNICATION
The Towns new website has a dedicated section to the Loose Leaf Collection Program that describes the level of service for loose leaf collection and provides a link to view the collection
zone map. The webpage also includes a Frequently Asked Questions section to assist and help
address common public concerns.
Information regarding the Loose Leaf Collection program including the collection zone map is also incorporated into the Fall Community Guide and weekly program information is also provided leading up to and during the program through the Update Tillsonburg page in the
Tillsonburg News.
FINANCIAL IMPACT/FUNDING SOURCE
Discontinuing the curbside loose leaf collection program would result in one-time equipment disposal savings estimated at $20,000 and an average annual budgeted savings of approximately $6,750 in overtime and fleet user charges (inclusive of scheduled impeller
replacements every three years).
COMMUNITY STRATEGIC PLAN (CSP)
Continuing to provide curbside loose leaf collection services supports Objective 1 – Excellence
in Local Government of the Community Strategic Plan.
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STAFF REPORT
OPERATIONS SERVICES
Report Title: Loose Leaf Collection Program
Report No.: OPS 15-20
Author: Kevin De Leebeeck, P.Eng., Director of Operations
Meeting Type: REGULAR COUNCIL
Council Date: JULY 13, 2015
Attachments: LOOSE LEAF COLLECTION MAP
LOOSE LEAF COLLECTION DRAFT WEBPAGE
RECOMMENDATION:
THAT Council receive Report OPS 15-20 Loose Leaf Collection Program;
AND THAT Council direct staff to procure the leaf vacuum equipment in order to
continue to provide loose leaf collection services.
SUMMARY
The Town of Tillsonburg Loose Leaf Collection Program typically begins in late October
and runs for about 6 weeks. The current process utilizes four crew members, two
trackless tractors (one with the leaf loader, the other with a rotatory angle broom), two
single axle dump trucks and on occasion the front end loader. The program begins by
collecting leaves in a designated area and systematically moves through the Town until
each zone has been visited at least once, weather permitting. A map outlining the Loose
Leaf Collection areas is provided Figure 1.
The chart below identifies the tonnage and cost associated with the current program
over the past couple of years. The 2015 Loose Leaf Collection Program budget is
comprised of about $40,000 in labour and about $50,000 in fleet user charges.
* Program Budget
Year Tonnes Cost Collection Period
2015 - $ 89,500* Starting 1st wk of Nov (4-5 wks)
2014 316 $ 82,959 Oct. 27th to Dec. 5th (6 wks)
2013 307 $ 82,116 Oct. 28th to Dec. 6th (6 wks)
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There are many other factors to consider with regards to the Loose Leaf Collection
Program such as:
Safety
• Leaves piled in any location are attractive places for children to play. Piles
of leaves at a roadside location raise concerns of child safety.
• Most fire hydrants are located close to roadsides and leaves piled in these
locations can cause concerns with respect to fire protection.
• Large leaf piles along roadways and near intersections create traffic safety
concerns and sightline issues.
• Wet leaves found on roadways can result in dangerous driving conditions
and piling leaves at such locations exacerbates this condition.
Maintenance
• Catchbasins can become plugged as a result of the build-up of leaves on
the roadway requiring additional maintenance (staff time and financial
costs) in order to prevent flooding/ponding on the roadway.
• In the case of an early snowfall, leaves may become frozen or covered
with snow on the roadway, making their collection difficult and impacting
the Town’s snow clearing efforts.
Miscellaneous
• There are aesthetic concerns that the Town looks cleaner without piles of
leaves on the roadside.
• The public becomes frustrated due to the fact that they raked all of their
leaves to the curb/boulevard for pick-up, and in the meantime, the wind
picks up and blows the leaves back onto their property and/or neighbours
properties.
• A concern with loose leaf collection is that past experience has seen an
increase in the amount of contaminated leaf piles (i.e. rocks, pieces of
metal, branches, sticks, brush, yard waste, and other debris) that cause
damage to equipment and slow the collection program progress as well as
raising safety concerns for crew members.
The Transfer Station Yard Waste site is a resource currently available to all residents of
Tillsonburg that addresses all of these issues. Possible alternatives to the additional
service of the Loose Leaf Collection Program include:
Discontinuing the additional loose leaf collection service would result in a one-
time capital savings of $45,000 in leaf loading equipment and an annual
budgeted savings of approximately $12,000 in overtime and fleet user charges.
This option would decrease the current level of service provided by the Works
Department.
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Contract out the Loose Leaf Collection Program under the guidance of the Works
Department. This option has the advantage of not requiring a capital investment
in equipment or impact upon the current service levels provided by the Works
Department.
Continue providing the additional service of loose leaf collection and procure the
leaf loading equipment in order to deliver the service. There are two methods of
operation available under this option:
• Leaf Loader Operation (current process)
o As described above the leaf loader process requires four crew
members and the use of two trackless tractors, one with the leaf
loader attachment and the other with a rotatory angle broom for
boulevard and roadway sweeping clean-up.
o The leaf loader acts similar to a snow blower using augers and an
impeller to blow the leaves into the dump truck.
o Two singe axle dump trucks are rotated through once filled with
loose leafs and emptied at a temporary storage site for later
transport and disposal at the Salford Landfill.
o Total equipment capital investment of approximately $45,000 with
an expected useful life of about 10 years.
• Leaf Vacuum Operation (proposed process)
o The leaf vacuum process would still require the use of four crew
members, but would eliminate the need for the two trackless
tractors that would translate into about a $10,000 decrease in
annual fleet user charges for this program.
o This process would also reduce the amount of boulevard lawn
damage caused by the trackless tractors.
o A tow behind vacuum unit shreds leaves at a 10:1 to 15:1 ratio
allowing more debris to be loaded in each truck making direct
disposal to the Salford Landfill practical, eliminating the need for a
temporary storage site.
o Would require modifications to the dump body of two plow trucks to
create a sealed enclosure.
o Total equipment capital investment including the plow truck
modifications is approximately $50,000 with an expected useful life
of about 15 years.
Both types of equipment for each respective method of operation are special
purpose equipment for the sole purpose of loose leaf collection and do not have
any other known applicable applications.
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CONSULTATION/COMMUNICATION
The crew members of the Works Department were consulted to review the delineation
of zones and to identify improvements in the sequence of collection operations. As a
result the collection zone map presentation has been updated and adjusted in an
attempt to better communicate the Loose Leaf Collection program operations with the
general public.
Staff have also developed a new webpage dedicated to the Loose Leaf Collection
Program (layout attached) that describes the level of service for loose leaf collection
and provides a link to view the collection zone map. The webpage also includes a
Frequently Asked Questions section to assist and help address common public
concerns.
Information regarding the Loose Leaf Collection program including the collection zone
map will also be incorporated into the 2015 Fall Community Guide and through the
Focus Ad in the Tillsonburg News.
FINANCIAL IMPACT/FUNDING SOURCE
The capital replacement of leaf loading equipment was identified in the 2015 Operations
Business plan with a total project value of $45,000 from reserves.
If Council elects to continue to provide loose leaf collection services operations staff
recommend investing into the leaf vacuum method of operation. The additional $5,000
capital investment for the leaf vacuum can be accommodated by the under budget
expenditures of fleet capital to date.
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Town of
Tillsonburg
2018
Business Plan
Recreation, Culture & Parks
Thursday December 14, 2017
82
2
2018 Business Objectives
Programs & Services Division
Item Owner Budget
Value
Target
Date
Recreation Program and Business Service Review CAO & Director Q 2 - 3
Secure Recreation Leisure Guide Production
Business
Services /
Communications
& Marketing
Q1
Implementation and Training of the new Recreation
Software - Legend
Business
Services Team Q1 - 4
Lifesaving Society update Leadership Programs and
Learn to Swim Program
Aquatics Team Q1
2018 Business Plan | Recreation, Culture & Parks
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3
2018 Business Objectives
Culture & Heritage Division
Item Owner Budget
Value
Target
Date
Museum Anniversary Events – series of special events,
exhibits and out reach programming to celebrate the
45th Anniversary of the museum
Museum Staff 3,000 Q1 - 4
Oxford Remembers – Oxford’s Own Project to
commemorate 100th Anniversary of W.W. I - Final year
of this project
Museum Staff 5,000 Q 1 - 4
Publication of 2 books; Tillsonburg’s Architectural
Gems and The Tillson Empire. Books will be
compilations of previously published booklets written
by Laurel Beechey
Museum Staff 5,000 Q 1 - 4
Develop and produce a series of museum specific
souvenirs in keeping with Town’s branding
Museum Staff &
Marketing Staff 8,000 Q 1 - 4
Additional Exhibits & Events as listed in 2018 Calendar
including a series of power point presentations
highlighting the museum outstanding postcard
collection, Turtlefest and Canada Day
Museum Staff 8,700 Q 1 – 4
2018 Business Plan | Recreation, Culture & Parks
84
4
2018 Business Objectives
Parks & Facilities Division
Item Owner Budget
Value
Target
Date
Support J.L. Scott McLean Outdoor Recreation Pad Director - Q1-Q4
Support Gibson House Boathouse and Deck initiative Director - Q1-Q4
Develop 2019-2024 Town Energy Conservation &
Demand Management Plan Facilities Team - Q2
Support development of Community GHG Plan Director - Q2-Q4
Continue implementation of the Asset Management
Action Plan
Facilities & Parks
Teams $20,000 Q1-Q4
Review of contracted cleaning services model Facilities Team - Q1
Physical security report on all facilities Facilities Team $15,000 Q3
2018 Business Plan | Recreation, Culture & Parks
85
5
2018 Business Objectives
Parks & Facilities Division
Item Owner Budget
Value
Target
Date
Enhanced Beautification.Parks Team Q2-Q3
Cemetery Master Plan Implementation. Parks Team $25,000 Q2-Q4
Enhanced Ball Diamond maintenance. Parks Team Q2-Q3
Renewal of Housekeeping and Grass Cutting contracts.Facilities & Parks
Team Q3-Q4
2018 Business Plan | Recreation, Culture & Parks
86
6
2018 Capital Summary
2018 Business Plan | Recreation, Culture & Parks
Item Department Budget
Value
Target Date
Implementation of Master Plan Cemetery $25,000 Q2-Q4
Annandale Ball Park –Parking lot
(pre-budget approval Nov 27)
Engineering / Parks $50,000 Q2-Q3
Parks Signage Design & Install Parks $5,000 Q2
Ongoing Trail System Upgrades Parks $20,000 Q3
Annual Playground Equipment
Replacement
Parks $30,000 Q1-Q2
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7
2018 Capital Summary
2018 Business Plan | Recreation, Culture & Parks
Item Department Budget
Value
Target Date
Kiwanis/Sam Lamb/Optimist Hardball
Diamond Rehab
Parks $17,000 Q1-Q2
Annual Memorial Park Revitalization Parks $50,000 Q2-Q3
Annandale Baseball Park – Lights Hydro Operations /
Parks
$100,000 Q2
Lake Lisgar Water Park Inflatables Programs $15,000 Q2
Facility Asset Management Facilities $20,000 Q1-Q4
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8
2018 Capital Summary
2018 Business Plan | Recreation, Culture & Parks
Item Department Budget
Value
Target Date
Floor Scrubber Replacement Facilities $7,500 Q1
Consolidated Roofing Projects at TCC Facilities $214,500 Q2-Q3
Tables & Chairs Replacement Facilities $30,000 Q1
Aquatic Facility Design Study Facilities $20,000 Q2
TCC Energy Retrofit
(pre-budget approval Nov 13)
Facilities $2,340,000 Q1-Q4
Station Arts Roof Facilities $40,000 Q2-Q3
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9
2018 Capital Summary
2018 Business Plan | Recreation, Culture & Parks
Item Department Budget
Value
Target Date
Bay Lights conversion to LED Facilities $50,000 Q2
Water Park Renovations
(pre-budget approval Nov 27)
Facilities $129,000 Q1-Q2
New Sand Filters at Water Park (x2) Facilities $45,000 Q2
Repairs and Maintenance Museum $97,000 Q3-Q4
Servant Porch Museum $15,000 Q2
Connect Fire doors into FAS Museum $8,000 Q1
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10
Risks
• Evolving relationships with clients.
• Increasing regulatory compliance requirements.
• Increasing resistance to rate increases.
• Resistance to standardization of processes.
• Recruiting and retaining trained, qualified staff.
• Increased maintenance workload and cost due
to aging infrastructure.
2018 Business Plan | Recreation, Culture & Parks
91
11
Opportunities
• New technology tools – Legends, financial reporting, asset
management, remote monitoring & communication.
• 45
th Anniversaries of Tillsonburg Museum and Tillsonburg
Community Centre.
• Increasing re-investment in infrastructure assets.
• 2022 – 150
th Anniversary of Tillsonburg Legacy Project.
• Energy retrofits increasing lifecycle and reducing costs.
• Enhanced facilities for events – outdoor pad, diamonds,
Memorial Park.
• Enhanced interment choices at the Cemetery
• Enhanced beautification Town-wide.
2018 Business Plan | Recreation, Culture & Parks
92
12
Future Departmental
Directions: 3 year outlook
2019
• Culture & Heritage Master Plan
• Indoor Pool Rehabilitation
2020
• Recreation Master Plan
• Expanded Museum Collection Storage
• Major cultural event in honour of 195
th Anniversary of Town
founding by George Tillson (1825)
2021 -2022
• Tillsonburg Sesquicentennial (1872-2022) Legacy Project
2018 Business Plan | Recreation, Culture & Parks
93
Revenues
User Charges (129,900)(133,600)(3,700)2.8%
Other Revenue (6,500)(6,500)
Total Revenues (136,400)(140,100)(3,700)2.7%
Expenditures
Labour 134,000 102,300 (31,700)(23.7%)
Purchases 42,400 36,600 (5,800)(13.7%)
Contracted Services 20,000 19,200 (800)(4.0%)
Interfunctional Adjustments 83,300 85,600 2,300 2.8%
Total Expenditures 279,700 243,700 (36,000)(12.9%)
Total Net Levy 143,300 103,600 (39,700)(27.7%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Cem
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94
Revenues
User Charges (34,000)(21,000)13,000 (38.2%)
Other Revenue (2,600)2,600 (100.0%)
Contribution from Reserves (7,800)(7,800)
Total Revenues (36,600)(28,800)7,800 (21.3%)
Expenditures
Labour 163,600 250,600 87,000 53.2%
Purchases 112,300 113,400 1,100 1.0%
Contracted Services 124,300 162,400 38,100 30.7%
Contribution to Reserves 11,000 11,300 300 2.7%
Interfunctional Adjustments 89,400 93,900 4,500 5.0%
Debt Principal & Interest 80,200 87,900 7,700 9.6%
Total Expenditures 580,800 719,500 138,700 23.9%
Total Net Levy 544,200 690,700 146,500 26.9%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Parks
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95
Revenues
Grants (3,000)(29,000)(26,000)866.7%
User Charges (700)(700)
Total Revenues (3,000)(29,700)(26,700)890.0%
Expenditures
Labour 7,400 7,400
Purchases 40,000 44,500 4,500 11.3%
Total Expenditures 40,000 51,900 11,900 29.8%
Total Net Levy 37,000 22,200 (14,800)(40.0%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Community Events
Run Date: 06/12/17 8:40 AM Page No: 15
96
Revenues
Grants (42,700)(42,700)
User Charges (1,366,200)(1,383,800)(17,600)1.3%
Other Revenue (32,000)(29,000)3,000 (9.4%)
Total Revenues (1,440,900)(1,455,500)(14,600)1.0%
Expenditures
Labour 1,404,500 1,517,700 113,200 8.1%
Purchases 262,200 278,200 16,000 6.1%
Interfunctional Adjustments 57,400 59,800 2,400 4.2%
Debt Principal & Interest 14,600 14,700 100 0.7%
Total Expenditures 1,738,700 1,870,400 131,700 7.6%
Total Net Levy 297,800 414,900 117,100 39.3%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Rec - Programs
Run Date: 06/12/17 8:40 AM Page No: 16
97
Revenues
User Charges (6,300)(6,300)
Total Revenues (6,300)(6,300)
Expenditures
Labour 796,100 804,700 8,600 1.1%
Purchases 791,600 754,000 (37,600)(4.7%)
Contracted Services 201,600 207,300 5,700 2.8%
Contribution to Reserves 7,600 7,600
Interfunctional Adjustments 42,000 43,300 1,300 3.1%
Debt Principal & Interest 388,300 409,000 20,700 5.3%
Total Expenditures 2,219,600 2,225,900 6,300 0.3%
Total Net Levy 2,213,300 2,219,600 6,300 0.3%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Rec - Bldg Mtce
Run Date: 06/12/17 8:40 AM Page No: 17
98
Revenues
User Charges (82,500)(87,500)(5,000)6.1%
Total Revenues (82,500)(87,500)(5,000)6.1%
Expenditures
Purchases 15,300 15,100 (200)(1.3%)
Contribution to Reserves 6,200 6,200
Debt Principal & Interest 34,800 33,900 (900)(2.6%)
Total Expenditures 50,100 55,200 5,100 10.2%
Total Net Levy (32,400)(32,300)100 (0.3%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
EFC
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99
Revenues
Grants (23,900)(24,400)(500)2.1%
User Charges (47,200)(24,500)22,700 (48.1%)
Other Revenue (30,000)(29,000)1,000 (3.3%)
Total Revenues (101,100)(77,900)23,200 (22.9%)
Expenditures
Labour 269,400 281,500 12,100 4.5%
Purchases 109,800 99,200 (10,600)(9.7%)
Contracted Services 12,000 12,000
Interfunctional Adjustments 17,600 18,400 800 4.5%
Total Expenditures 408,800 411,100 2,300 0.6%
Total Net Levy 307,700 333,200 25,500 8.3%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Museum
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100
Report Title 2018 Beautification Plan
Report No. RCP 17-56
Author Corey Hill – Manager of Parks & Facilities
Meeting Type Budget Meeting
Council Date December 14, 2017
Attachments
• RCP 17-49 – Enhanced Beautification Program Summary
• RCP 17-09 - Budget Issue Paper - Enhanced
Beautification
• Letter from Horticultural Society
Page 1 / 5 RCP 17 -56 Beautification Plan
RECOMMENDATION
THAT Report RCP 17-56 – 2018 Beautification Plan be received for information.
EXECUTIVE SUMMARY
In follow-up to Report No RCP 17-49 - Enhanced Beautification Program Summary, this report will
outline the Beautification Plan scope of work commencing in 2018 and for future years.
BACKGROUND
The Heritage, Beautification & Cemetery Committee, recommended implementing an enhanced Town-wide in-house beautification program through the 2017 budget process. The recommended program would have included the work already contracted out as a part of the garden bed
maintenance contract plus enhanced services provided by Town staff. RCP staff, with the
assistance of Operations staff, prepared an implementation estimate that included the operational and capital impact of the recommended program. This proposal was designed as a 2017-2018 trial program and was detailed in Report RCP 17-09 – Budget Issue Paper – Enhanced
Beautification. Council directed to revise the enhanced beautification model and determine what
service level increase could be achieved with a net budget of $25,000.
To determine the service level that was possible for a net budget of $25,000, a smaller list of locations to be beautified was established, the number of downtown flower urns was reduced, the quantity of supplies and staffing required to perform the revised scope of work was adjusted and
all capital expenditures were eliminated. The following locations were approved in April as the
scope of the 2017 trial service enhancement (RCP 17-17):
Town Gateways (Hwy 3 & 19)
12 Downtown Flower Urns
LLWP & Summerplace
Oxford & Broadway Parkette
Skatepark/Pumptrack
Fourth to North TCT Gateway (Fourth
St)
Mineral Springs
Clock Tower
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Page 2 / 5 Council Report – 2018 Beautifiction Plan
This service level increase was approved by Council as a trial year in 2017. The program was to
be reviewed in the fall of 2017 for effectiveness and be re-evaluated at that time for future viability.
As summarized in Report No. RCP 17-49 on October 23, 2017, the program commenced in May
2017 and included cleaning the above locations and prepping the sites for plantings. This was a lengthy process due to the poor shape of the garden beds and the fact they had not been properly
maintained for many years (or not at all). As the summer came to an end, the BIA offered to
supply fall mums to be planted in the downtown urns in replacement of the annuals. This was
accomplished with no additional cost to the Town other than staff time, which was already allocated to the program, to pull the annuals and plant and maintain the mums. Parks staff planted, maintained, weeded and watered the flowerbed locations and downtown urns daily
throughout the program. It should be noted that that the Parks team allocated approximately 16
hrs/weekend of additional horticultural work to maintain and water the locations and downtown urns on weekends. These hours were absorbed into the existing Parks & Cemetery operational staffing complement. This staffing arrangement was required for the success of the enhanced
beautification program, but did result in delayed Parks & Cemetery responsiveness to other Town
areas and related service requests such as ACRs. Feedback from Council was to incorporate
enhanced beautification into the 2018 Parks business plan.
As such, staff is recommending the implementation of the beautification plan as originally
proposed in RCP 17-09. This plan includes the enhanced beautification for the following areas
(below list includes the 2017 trial sites):
Annandale Diamonds (by canteen) Gyulveszi Park Gateway
Bert Newman Park Keep Tillsonburg Beautiful Tree Sites
Bidwell St (along municipal lots) Library Parkette
Bloomer St Bridge (Van St) LLWP & Summer Place
Carroll Trail Gateway Memorial Trees
Cemetery Mineral Springs
Clock Tower OPP Station
Concession St E & Maple Lane Triangle Oxford & Broadway St Parkette
Corner of Concession St & Park St Participark Gateway
Coronation Park Gateway Public Works
Cranberry Park Gateway Pumptrack
Cranberry TCT Gateway Skatepark
Customer Service Centre South Ridge Park Gateway
Elliot Fairbairn Station Arts (west of building)
Fire Hall Town Gateways (Hwy 3 & 19)
Fourth to North TCT Gateway Trottier Park Gateway
Gibson House Veterans Memorial Walkway Gateway
Glendale Park Gateway Westmount Park Gateway
The recommended 2018 plan also includes redeploying the 12 large downtown flower urns that
were used in 2017 plus the addition of a medium sized urn at each of the 12 large urn locations. The Memorial Park Revitalization Project rose garden incorporated into the Celebration Plaza (to
102
Page 3 / 5 Council Report – 2018 Beautifiction Plan
be installed in 2018) would also be maintained and watered, and additional work at Annandale
House. Beyond that, the Horticultural Society has volunteered to add significant work at Bert
Newman Park to enhance the park beyond the efforts proposed for the Town beautification staff.
There are two major factors affecting the cost to expand the program: The first is that adding more
locations will require a second person to be able to install and maintain the gardens, but once that
person is in place many new locations can be added. The recommended approach is to invest in
one permanent horticultural worker starting in May 2018, and supplementing that with a 6-month seasonal position. In addition to the service level increase for horticulture, this approach will also
provide much-needed additional capacity through the winter to assist with snow removal and
other off-season cemetery and parks maintenance.
The second major factor is the need for a truck. The 2017 trial took advantage of a truck that was replaced as per the fleet replacement program in early 2017, but was not disposed of until the
license expired in October. A similar one-time opportunity may exist in 2018 provided the Hydro
Operations replacement vehicle is secured before May. For 2019, an addition to the fleet would
need to be acquired for the beautification team. The following is a cost breakdown for implementing the enhanced program next 2 budget years:
Operations Capital
$31,920 0
$1,250 0
$5,000 0
$2,500 0
$33,600 0
$26,300 0
Total $100,570 $0
$25,000
$8,600
$66,970 $0
Operations Capital
$30,000 0
$1,250 0
$7,000 $60,000
$1,000 0
$54,100 0
$26,695 0
Total $120,044 $60,000
$91,970
$8,600
$19,474 $60,000
Recommended Enhanced Beautification Program
Revenue sources
BIA/Hort contributions
Net 2019 budget impact
Base Beautification budget
Supplies (flowers/landscaping/mulch/large & medium urn flowers)
Fleet Costs (water trailer)
Fleet Costs (truck)
Commercial gardening equipment
FT Beautification Position
Seasonal Beautification Position (6 mnths)
Net 2018 budget impact
2019
Expense Item
FT Beautification Position (8 months)
Seasonal Beautification Position (6 months)
Revenue sources
Base Beautification budget
BIA/Hort contributions
2018
Expense Item
Supplies (flowers/landscaping/mulch/urn flowers/medium pots)
Fleet Costs (water trailer)
Fleet Costs (truck)
Commercial gardening equipment
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Page 4 / 5 Council Report – 2018 Beautifiction Plan
This funding level is incorporated in the draft 2018 operating budget as presented to Council on
December 14, 2017. Alternatively, Council could decide not to increase the service level for
beautification for 2018, in which case the following budget would be required:
This approach would reduce the 2018 impact on taxation by $53,520.
CONSULTATION/COMMUNICATION
Throughout the 2017 season, Parks staff were approached by dozens of citizens who were very
complimentary of the enhanced beautification initiatives and wanted to pass along their support and desires for this program to not only continue, but be enhanced in future years. Staff also received specific comments about other sites that were not beautified (i.e. Customer Service
Centre, Bert Newman Park) needing similar attention so they could look as good as the sites that
were enhanced.
Operations Capital
$12,000 0
$1,250 0
$5,000 0
$2,500 0
$26,300 0
Total $47,050 $0
$25,000
$8,600
$13,450 $0
Operations Capital
$12,000 0
$1,250 0
$16,000 $0
$2,500 0
$26,695 0
Total $58,445 $0
$38,450
$8,600
$11,395 $0
Non-enhanced Beautification Program
Revenue sources
Base Beautification budget
BIA/Hort contributions
Net 2019 budget impact
Supplies (flowers/landscaping/mulch/large & medium urn flower
Fleet Costs (water trailer)
Fleet Costs (truck)
Commercial gardening equipment
FT Beautification Position
BIA/Hort contributions
Net 2018 budget impact
2019
Expense Item
Seasonal staff
Revenue sources
Base Beautification budget
2018
Expense Item
Supplies (flowers/landscaping/mulch/urn flowers/medium pots)
Fleet Costs (water trailer)
Fleet Costs (truck)
Commercial gardening equipment
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Page 5 / 5 Council Report – 2018 Beautifiction Plan
In addition, the Horticultural Society was complementary of the enhanced beautification efforts of
the Town and is supportive of expanding that program in 2018 as outlined in the attached letter.
The Horticultural Society is also willing to continue its financial contribution towards expanding the
program again in 2018.
The BIA is also supportive of the enhanced beautification program and is willing to continue its
financial contribution towards the program again in 2018.
FINANCIAL IMPACT/FUNDING SOURCE
The net increase in the financial impact to taxation for the operational costs of the recommended
beautification program would be $66,970 in 2018 and estimated as a further $19,474 in 2019.
The capital costs for the required truck would be incorporated into the 2019 fleet plan.
The net increase in the financial impact to taxation for the operational costs of maintaining the
2017 level beautification program would be $13,450 in 2018 and estimated as a further $11,395 in
2019. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This issue paper provides information in alignment with the following Objectives of the
Community Strategic Plan:
• Objective 1 – Excellence in Local Government
• Objective 2 – Sustainable Economy
• Objective 4 – Culture & Community
105
MEMORANDUM
TO: Rick Cox, Director of Recreation, Culture & Parks
FROM: Corey Hill, Manager of Parks & Facilities
DATE: December 5, 2017
RE: 2018/2019 Playground Equipment Plan
I wanted to provide an overview of our 2018 & 2019 playground equipment repair/replacement plan. As you
know, in 2017 we had a Playground Consulting company assess the Town owned playground equipment for
relevant standards/guideline compliance as it is related to overall condition and accessibility.
As a result of that report, we have prioritized the playground equipment that requires replacement as follows:
Park/Equipment Scope of Work Approx $
2018
Coronation Park swing sets Replace existing swing set by play structure with two double bay sets
Remove 2nd set by rear of park (on or near land to be reclaimed by County) $15,400
Glendale Park swing set Replace existing swing set with double bay set $7,700
Optimist Park swing sets Replace existing swing sets with 2 single bay sets.
Supplemented w/ Rotary Club donation of 1 single bay set.
$11,000
$0.00
Participark swing set Replace existing swing set with double bay set $7,700
Trottier Park swing set Replace existing swing set with double bay set $7,700
Westmount Park swing set Replace existing swing set with double bay set $7,700
2019 Glendale Park play structure Replace existing play structure in entirety $25-30,000
The cost of replacing a swing set includes removal of existing equipment, site excavation and preparations,
supply/ installation of equipment and the supply/installation of play surface backfill. Based on the swing sets
that have been identified for replacement, the cost would be approx. $57,200. The average cost of a new
playground structure can vary significantly based on site preparation, the size of the structure, the overall
structure design, structure amenities, accessibility features and play surface options. The average cost of play
structures similar to what was recently installed at Gyulveszi Park and Oak Park is in the range of $25,000-
$30,000 per structure. Larger structures similar to what exists in Memorial Park and Coronation Park can range
from $80,000 - $100,000 or much higher. A fully barrier-free playground structure and play area can cost in the
order of $300,000 to ensure appropriate surfacing, access routes and components.
106
The swing set replacement is the top priority due to the age and condition of the current equipment. The
replacement costs for that alone will consume the carried over $30,000 from the 2017 capital budget allocation
for playground equipment plus the proposed 2018 capital budget $30,000 allocation. If any remains of the
total 2018 budget, it could be then carried over to a 2019 capital budget allocation towards a new playground
structure replacement at Glendale Park. We would then proceed with playground equipment replacement plan
in a similar manner moving forward.
Please let me know if you require further information or clarification on the playground equipment plan.
Regards,
Corey Hill
107
Town of
Tillsonburg
2018
Business Plan
Fire and Rescue Services
Thursday December 14, 2017
108
2
2018 Business Objectives
2018 Business Plan | Fire and Rescue Services
Item Owner Budget Value Target Date
Continued implementation of
upgraded CAD system and enhanced
features
Deputy Chief $0 Ongoing
Creation of Special Operations
Captain position within current
volunteer complement
Fire Chief $0 Q1
Continue working with Oxford
County to have traffic pre-emption
equipment installed at key
intersections
Fire Chief &
Director of
Operations
$0
(previous DC
contributions)
Q1-Q2
Develop multi-year training plan for
firefighters
Deputy Chief $0 Ongoing
109
3
2018 Business Objectives
2018 Business Plan | Fire and Rescue Services
Item Owner Budget Value Target Date
Strategic Planning Committee Fire Chief $0 Ongoing
Succession Management (Officer
Development, Reserve Program,
etc.)
Deputy Fire
Chief
$0 Ongoing
Fire Communications Customer
Development
Deputy Fire
Chief
$0 Ongoing
Aerial device specification & tender
documentation
Fire Chief &
Fleet Services
$0 Q2
Update Emergency Management
Program By-law to include Incident
Management System model
Fire Chief /
CEMC
$0 Q2
Contribution to Reserves – for future
Capital investment
Fire Chief $45,000 Q4
110
4
2018 Capital Summary
2018 Business Plan | Fire & Rescue Services
Item Department Budget
Value
Target Date
Fire Ground Equipment Fire $12,500 Q2
Large Vehicle/Building Stabilization Fire $14,000 Q2
Digital Road Sign Fire $19,500 Q3
Communication Log Recorder Fire $18,500 Q1
111
5
Risks
• Lack of Strategic Plan to help fire department
determine how to meet current and future needs
and expectations of residents.
• Pre-incident planning of high hazard and high risk
occupancies in Tillsonburg not developed.
Proficient pre-incident plans will help reduce risk to
lives and property.
• Increased Legislated responsibilities to inspect and
monitor occupancies with vulnerable occupants
has had a direct impact on administrative
workload.
2018 Business Plan | Fire and Rescue Services
112
6
Risks
• Open inspection files are a significant liability.
• Officers and firefighters need to continue to be
developed to meet current Provincial legislation
& standards.
• Self-Contained Breathing Apparatus (SCBA)
replacement predicted for 2021. Cylinder
lifespan 15 years maximum.
2018 Business Plan | Fire and Rescue Services
113
7
Risks
• Fire Comm console no longer supported by
manufacturer. Replacement parts no longer
manufactured and future expansion capacity
will be impacted.
• Fire Communications radio & telephone
communications recorder nearing end of life
and at capacity. Require new recording
system to continue growing customer base.
2018 Business Plan | Fire and Rescue Services
114
8
Opportunities
• Continue the Strategic Planning process designed
to ensure the fire service meets the current and
forecasted needs of the community.
• Continue the Succession Management plan for
firefighters, including Officer Development & officer
candidate training.
• Continue reservist recruitment/retention program
to develop firefighter candidates.
• Expansion of training facilities and equipment
(such as forcible entry).
• Equipment and training for confined space
operational capability.
2018 Business Plan | Fire and Rescue Services
115
9
Opportunities
• Continue evolving EOC procedures to and Incident
Management System based emergency response plan.
• Reserve contribution for replacement of SCBA in 2021
• Continue to promote a Culture of Safety within the fire
department:
• High commitment to Occupational Health & Safety Act
• Industry best practices
• Conduct proactive Fire & Life Safety inspections:
• Help reduce threat to life
• Help reduce fire loss
• Equipment and training for dangerous goods incidents
response capability.
2018 Business Plan | Fire and Rescue Services
116
10
Opportunities
• Assist industrial and commercial businesses with Continuity
of Operations Planning and disaster recovery planning
initiatives.
• Continue to market Fire Communications.
• Develop Fire Comm partnership prospects and non-core
business opportunities.
• Convert analog radio system to narrow band digital system
to meet Industry Canada standards (2002).
• Emergency Operations Centre enhancements, including
telecommunications equipment and interoperability
equipment.
• Fire Comm radio console replacement to ensure adequate
capacity for future customer contracts.
2018 Business Plan | Fire and Rescue Services
117
11
Future Departmental
Directions: 3 year outlook
• Implement Strategic Planning process for Fire
Department.
• Reserve contribution for SCBA replacement in 2021.
• Reserve contribution for dispatch console
replacement in 2021.
• Installation of tablets remotely connected to CAD
system in fire apparatus.
• Hose and equipment racking in fire station.
• Medical equipment replacement / upgrade.
2018 Business Plan | Fire and Rescue Services
2019
118
12
Future Departmental
Directions: 3 year outlook
• Continue to implement Strategic Planning process for Fire
Department.
• Implement confined space operational capability.
• Implement dangerous goods incident response capability.
• Reserve contribution for SCBA replacement in 2021.
• Reserve contribution for dispatch console replacement in
2021.
• Training room audio/visual equipment enhancement &
replacement.
• Filing system and office furniture (desks tables)
enhancement & replacement.
2018 Business Plan | Fire and Rescue Services
2020
119
13
Future Departmental
Directions: 3 year outlook
• Continue to implement Strategic Planning process for
Fire Department.
• SCBA replacement.
• Fire dispatch console replacement, further integrated
with existing Computer Aided Dispatch (CAD)
software.
• Large Diameter Hose (LDH) replacement.
2018 Business Plan | Fire and Rescue Services
2021
120
Revenues
User Charges (332,600)(339,000)(6,400)1.9%
Total Revenues (332,600)(339,000)(6,400)1.9%
Expenditures
Labour 975,900 1,023,200 47,300 4.8%
Purchases 229,900 233,000 3,100 1.3%
Contracted Services 82,100 94,800 12,700 15.5%
Contribution to Reserves 45,000 45,000
Interfunctional Adjustments 186,300 195,100 8,800 4.7%
Debt Principal & Interest 17,900 22,600 4,700 26.3%
Total Expenditures 1,492,100 1,613,700 121,600 8.1%
Total Net Levy 1,159,500 1,274,700 115,200 9.9%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Fire
Run Date: 06/12/17 8:38 AM Page No: 14
121
Revenues
Grants (45,800)(77,000)(31,200)68.1%
User Charges (320,400)(310,800)9,600 (3.0%)
Contribution from Reserves (41,300)(41,300)
Total Revenues (407,500)(429,100)(21,600)5.3%
Expenditures
Labour 103,100 105,900 2,800 2.7%
Purchases 75,500 78,200 2,700 3.6%
Contracted Services 3,069,800 3,120,100 50,300 1.6%
Interfunctional Adjustments 8,600 8,900 300 3.5%
Total Expenditures 3,257,000 3,313,100 56,100 1.7%
Total Net Levy 2,849,500 2,884,000 34,500 1.2%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Police
Run Date: 06/12/17 8:38 AM Page No: 15
122
Town of
Tillsonburg
2018
Business Plan
Building/Planning/By-law
Thursday December 14, 2017
123
2
2018 Business Objectives
2018 Business Plan | Building/Planning/By-Law
Item Owner Budget
Value
Target DateItem Owner Budget
Value
Target Date
Departmental Communications CBO/Devm’t Tech. $0 Ongoing
Departmental Records &
Document Management
Devm’t Tech. $0 Ongoing
Review of Building/By-Law
policies & procedures
CBO $0 Q2
Uphold Efficient
Application/Inspection
Turnaround Times
CBO/Devm’t
Tech./County Planner
$0 Ongoing
Building Code Amendments –
Notify trades and general public
on proposed amendments
through handouts, verbal and
website
DCBO $0 Ongoing
Complete Building Deposit/Open
Permit Project
CBO $0 Q2
Façade Improvement
/Implement Rear Façade
Program
CBO/Devm’t Tech. $25,000
(Economic
Devm’t Budget)
Q4
124
3
2018 Business Objectives
2018 Business Plan | Building/Planning/By-Law
Item Owner Budget
Value
Target DateItem Owner Budget
Value
Target Date
By-law Reviews CBO/By-Law $0 Q4
Central Area Design Study
Review and Recommendations
CBO/County Planner $5,000 Q2
Zoning By-Law Review &
Housekeeping Amendments
County Planner $0 Q3
Review Site Plan Approval By-
Law
County Planner $0 Q3
Official Plan Review and
Amendments
County Planner $0 Q2
125
4
Risks
•Increase in population and development activity has increased general
inquiries and complaints
•Complex development/construction projects along with
increased volumes require significant amount of staff time which may
result in longer turn around times
•Continuing changes and 2018 updates to the Ontario Building Code
require ongoing staff training and additional time to review permit
applications
•Ontario Building Code Changes cause frustration for contractors,
developers and owners and requires additional staff time to educate
•Open permits increases liability
2018 Business Plan | Building/Planning/By-Law
126
5
Opportunities
•Improvement of departmental communications to community and
development industry creates positive outcomes and transparency
•By-Law review provides updates and clarification that are relevant to
current public needs
•Ongoing code training reduces liability and provides efficiencies
•Ongoing review of Central Area Design Study will provide a framework
for future opportunity and development of the downtown BIA area
•Reducing the number of open permits reduces liability
2018 Business Plan | Building/Planning/By-Law
127
6
Future Departmental
Directions: 3 year outlook
2019
•New Edition of the Ontario Building Code will require increased inspector
training and the delivery of industry/public info sessions/mentoring
•Central Area Design Study – implement public
objectives/recommendations
•Review planning application processes
•By-Law Reviews
2018 Business Plan | Building/Planning/By-Law
128
7
Future Departmental
Directions: 3 year outlook
2020
•Ontario Building Code – evaluate service review mandated by
legislation
•Central Area Design Study
•By-Law Reviews
2018 Business Plan | Building/Planning/By-Law
129
8
Future Departmental
Directions: 3 year outlook
2021
•Central Area Design Study
•By-Law Review
2018 Business Plan | Building/Planning/By-Law
130
Revenues
User Charges (71,500)(77,500)(6,000)8.4%
Total Revenues (71,500)(77,500)(6,000)8.4%
Expenditures
Labour 221,300 231,400 10,100 4.6%
Purchases 19,000 23,300 4,300 22.6%
Contracted Services 35,000 23,000 (12,000)(34.3%)
Interfunctional Adjustments 28,500 28,400 (100)(0.4%)
Total Expenditures 303,800 306,100 2,300 0.8%
Total Net Levy 232,300 228,600 (3,700)(1.6%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Protection
Run Date: 06/12/17 9:04 AM Page No: 9
131
Revenues
User Charges (366,000)(369,500)(3,500)1.0%
Contribution from Reserves (4,900)(108,200)(103,300)2,108.2%
Total Revenues (370,900)(477,700)(106,800)28.8%
Expenditures
Labour 295,300 391,000 95,700 32.4%
Purchases 43,800 47,400 3,600 8.2%
Contracted Services 6,500 6,600 100 1.5%
Interfunctional Adjustments 32,400 32,700 300 0.9%
Total Expenditures 378,000 477,700 99,700 26.4%
Total Net Levy 7,100 (7,100)(100.0%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
Building
Run Date: 06/12/17 9:04 AM Page No: 10
132
Town of
Tillsonburg
2018
Business Plan
Economic Development & Marketing
Thursday December 14, 2017
133
2
2018 Business Objectives
2018 Business Plan | Economic Development & Marketing
Item Owner Budget
Value
Target Date
Branding – Wayfinding
Signage & Ongoing
Marketing Coordinator $9,000 Q1 – Q4
Community Improvement
Plan
Development Commissioner $10,000 + $10,000
from 2017 Budget
Q1 – Q4
Manufacturing Acceleration
Program (RED Application)
Development Commissioner/
Partners
$20,000 Q4
Mission to Europe – Trade
Development
Development Commissioner/
Partners
$5,000 Q2
Residential Marketing
Campaign
Marketing & Communications
Officer
$45,000 Q1-Q4
134
3
2018 Business Objectives
2018 Business Plan | Economic Development & Marketing
Item Owner Budget
Value
Target Date
Chamber Sponsorship
(Awards)
Development Commissioner $3,800 Q2
Chamber Sponsorship (Grant
for Gala)
Development Commissioner $4,000 Q2
Downtown Revitalization Development
Commissioner/BIA
$2,000 Q4
Youth Robotics Challenge Development Commissioner $1,000 Q4
Bridges to Better Business Development Commissioner $1,000 Q4
135
4
2018 Capital Summary
Item Department Budget
Value
Target Date
Highway #3 Business Park – Storm
Water Pond Facility
Development
Commissioner
$565,000
Highway #3 Business Park – Clearview
Dr Extension
Development
Commissioner
$1,650,000
2018 Business Plan | Economic Development & Marketing
136
5
Risks
• Delaying investment in Town owned employment lands
will detract from investment attraction objectives as
Town is sold out of “shovel ready” lands
• Loss of downtown vitality due to lack of funding in
downtown revitalization
• Lost opportunities to partner with key investors in
Tillsonburg if Community Improvement Plan funding is
decreased
• Business retention may be impacted if local companies
are not able to diversify as identified in the
Manufacturing Acceleration Program
• Growth objectives could be jeopardized with reduced
investment in resident attraction
2018 Business Plan | Economic Development & Marketing
137
6
Opportunities
• Create an investment ready environment by
investing in infrastructure to creation of “shovel
ready” lands and continued funding for CIP
program
• Invest in partnership with BIA to support
investment attraction in the downtown
• Support increased sustainability of local
manufacturers by exploring trade and innovation
between Europe and Canada
• Partner with home builders to launch new
marketing campaign for Tillsonburg
2018 Business Plan | Economic Development & Marketing
138
7
Future Departmental
Directions: 3 year outlook
• 2019
• Economic Development Strategy Update
• Consider renewal of MOU with Manufacturing
Acceleration Program
• Highway 3 Business Park – Clearview Dr
Construction (as needed)
• 2020
• 2021
2018 Business Plan | Economic Development & Marketing
139
Revenues
User Charges (120,000)(121,000)(1,000)0.8%
Total Revenues (120,000)(121,000)(1,000)0.8%
Expenditures
Purchases 81,400 82,000 600 0.7%
Debt Principal & Interest 130,000 130,000
Total Expenditures 211,400 212,000 600 0.3%
Total Net Levy 91,400 91,000 (400)(0.4%)
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
DCS
Run Date: 08/12/17 3:59 PM Page No: 8
140
Revenues
Grants (17,800)(12,500)5,300 (29.8%)
User Charges (101,500)(93,600)7,900 (7.8%)
Contribution from Reserves (18,500)(23,500)(5,000)27.0%
Total Revenues (137,800)(129,600)8,200 (6.0%)
Expenditures
Labour 271,100 282,200 11,100 4.1%
Purchases 116,100 117,600 1,500 1.3%
Contracted Services 15,000 25,000 10,000 66.7%
Contribution to Reserves 83,500 76,000 (7,500)(9.0%)
Interfunctional Adjustments (12,600)(14,300)(1,700)13.5%
Debt Principal & Interest 37,400 33,100 (4,300)(11.5%)
Total Expenditures 510,500 519,600 9,100 1.8%
Total Net Levy 372,700 390,000 17,300 4.6%
2017
Budget
2018
Budget
Budget
Variance
%
Variance
2018 Financial Plan
Operating Plan - Cost Code Summary
EcDev
Run Date: 08/12/17 3:59 PM Page No: 9
141
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4158
BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 5th day of
December, 2017 and the 14th day of December, 2017
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;
NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF
TILLSONBURG ENACTS AS FOLLOWS:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held
on December 5th, 2017 and December 14th, 2017, 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. This By-Law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 14th DAY OF December, 2017.
READ A THIRD AND FINAL TIME AND PASSED THIS 14th DAY OF December, 2017.
_____________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Donna Wilson
142