131028 Council MINTown of Tillson burg
Minutes of Council
Meeting Date:
Monday October 28, 2013
6:00PM
Council Chambers
Chair: John Lessif
MINUTES: Meeting for the Committee "Open Council"
Review Access: e Public 0 Private
Orders of the Day:
CALL TO ORDER
MINUTES
Town of Tillson burg
Council Meeting
on
10/28/2013 06:00PM
Council Chambers
Chair: John Lessif
The meeting was called to order at 5:59pm
ATTENDANCE
Mayor John Lessif
Deputy Mayor Mark Renaud
Councillor Dave Beres
Councillor Mel Getty
Councillor Marty Klein
Councillor Chris Rosehart
Councillor Brian Stephenson
Staff:
David Calder, CAO
Donna Wilson, Town Clerk
Darrell Eddington, Director of Finance
Steve Lund, Director of Operations
Rick Cox, Director of Parks & Recreation Services
Jeff Smith, Fire Chief
Amber Zimmer, Deputy Clerk
ADOPTION OF AGENDA
Resolution No. 1:
Moved By: Councillor Rosehart Seconded By: Councillor Getty
THAT the Agenda as prepared for the Council Meeting of October 28, 2013, be adopted.
"Carried"
CLOSED MEETING SESSION
Resolution No. 2:
Moved By: Councillor Rosehart Seconded By: Councillor Getty
102813
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MINUTES: Meeting for the Committee "Open Council"
THAT Council move into Closed Session, to consider:
Matters relating to a proposed or pending acquisition or disposition of land by the municipality or
local board (Industrial Land).
"Carried"
MOMENT OF REFLECTION
DISCLOSURE OF PECUNIARY INTEREST OR THE GENERAL NATURE THEREOF
MINUTES & BUSINESS ARISING OUT OF THE MINUTES
Minutes of the Meeting of October 15, 2013 CJ
Resolution No. 3:
Moved By: Councillor Stephenson Seconded By: Councillor Beres
THAT the Minutes of the Council Meeting of October 15, 2013 be approved.
"Carried"
PRESENTATIONS
1. Royal Canadian Legion Poppy Presentation
Presented By: Don Burton, Poppy Chairman
Don Burton presented the first poppy of 2013 to Mayor John Lessif.
DELEGATIONS
2. Disc Golf Proposal [J
Presented By: Sean Seitz m
Disc Golf-Low Cost final copy.pptx
Mr. Seitz appeared before Council to request that a disc golf course be installed in Tillson burg.
Staff to review possible course locations and to bring forward during the budget process.
3. Big Brothers/Big Sisters [J
Presented By: Deb Landon, Executive Director, Big Brothers Big Sisters
•)":
2013 Presentation-Tburg Council.ppt BBBS_start something_ISM_GoGirls_Game0n_mix.mp4
Ms. Landon appeared to present information on Big Brothers/Big Sisters of Ingersoll, Tillsonburg &
Area. Ms. Landon requested that Council consider a request for $3000 from the 2014 budget
towards the organization's activities.
Staff to bring forward during budget process.
4. Tillson burg Tri-County Agricultural Society CJ
Presented By: Michael Dean
The Society requested support for acquiring bands to play at the 160th Tillson burg Tri-County
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MINUTES: Meeting for the Committee "Open Council"
Fair.
Support is requested prior to grant applications. The Society indicated the funds would be repaid
to the Town.
Staff to bring forward during budget process.
5. United Way Community Conversations CJ
Presented By: Michelle Franklin, United Way
L'!l ~~~··.· ...
I .·----
Tillsonburg Council Presentation 2013.pdf Tillsonburg Council Presentation 2013.ppt
Michelle Franklin and Kelly Gilson, Executive Director, appeared before Council to discuss the
impact of the United Way in the community and to present their results on a community opinion
campaign.
INFORMATION ITEMS
6. Community Social Service Workers Day -November 6 [J
7. Canadian Union of Postal Workers-The Future of Canada Post D
Staff to investigate this issue further.
QUARTERLY REPORTS
8. FIN 13-43, Third Quarter 2013 Financial Results D
Presented By: Director of Finance
Resolution No. 4:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT Council receives report FIN 13-43 Third Quarter 2013 Financial results as information.
"Carried"
9. FIN 13-44, Third Quarter 2013 Finance Department Results [j
Presented By: Director of Finance
Resolution No. 5:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT Council receives report FIN 13-44, Third Quarter 2013 Finance Department results as
information.
"Carried"
10. OPS13-28. Third Quarter 2013 Operations Services Results []
Third Quarter 2013 Operations Services Rev 31012013.pdf
Staff to add explanation of key indicators to report.
Resolution No. 6:
Presented By: Director of Operations
Moved By: Councillor Klein Seconded By: Councillor Beres
THAT Council receives report OPS 13-28, Third Quarter 2013 Operations Services results as
information.
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MINUTES: Meeting for the Committee "Open councw
"Carried"
11. PRS 13-23. Third Quarter 2013 Parks & Recreation Services Results LJ
Presented By: Director of Parks & Recreation Services
Resolution No. 7:
Moved By: Councillor Klein Seconded By: Councillor Beres
THAT Council receives report PRS 13-23, Third Quarter 2013 Parks & Recreation Services
results as information.
"Carried"
12. FRS 13-09, Third Quarter 2013 Fire & Rescue Services Results []
Presented By: Fire Chief
Staff will look at key indicators for use in future quarterly reports.
Resolution No. 8:
Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein
THAT Council receives report FRS 13-09, Third Quarter 2013 Fire & Rescue Services results as
information.
"Carried"
CHIEF ADMINISTRATIVE OFFICER
13. CAO 13-14, Community Strategic Plan Consultant Selection [j
Presented By: CAO
Resolution No. 9:
Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein
THAT Council receives Report CAO 13-14-Community Strategic Plan Consultant Selection:
AND THAT Council award the contract to MMM Group Limited;
AND THAT Mayor Lessif, the CAO, the Director of Parks and Recreation and Councillor Klein be
appointed to the Community Strategic Plan Steering Committee.
"Carried"
DEVELOPMENT & COMMUNICATIONS
14. DCS 13-80, Cultural Grant Budget Shortfall
Presented By: Marketing & Partnerships Officer
oo.n. liTl!!l
DCS 13-80.pdf Letter to Council. pdf Kiwanis Application.pdf Budget-CulturaiCommission-CURRENT.xlsx
Resolution No. 1 0:
Moved By: Councillor Rosehart Seconded By: Councillor Getty
THAT Council receive Report DCS 13-80 Cultural Grant Budget Shortfall;
AND THAT $4500 be spent on Cultural Grants from the 2013 projected surplus.
"Carried"
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MINUTES: Meeting for the Committee "Open Council"
Staff to provide a procedure regarding grant disbursements by the committee.
Mayor Lessif called a recess at 8:09 PM
Council resumed at 8:19PM
15. Report DCS 13-37, Rural Connections Broadband Program Final Report [J
Presented By: Development Commissioner
Resolution No. 11:
Moved By: Councillor Getty Seconded By: Councillor Rosehart
THAT Council receive Report DCS 13-37 Rural Connections Broadband Program Final Report;
AND THAT the remaining project costs of approximately $305,000 be funded from the Industrial
Land Reserve;
AND THAT all future broadband revenues be allocated towards the Industrial Land Reserve in
order to replenish the reserve.
Moved by Councillor Klein, Seconded by Councillor Stephenson
THAT the motion be deferred to November 11, 2013
"Carried"
FINANCE
16. FIN 13-35, Firefighter Association Agreement
Presented By: Director of Finance -,:
FIN 13-35 Firefighter Association Agreement.pdf By-Law 3761 Authorize Firefighter Agreement. pdf
Firefighter Association Agreement 2012-2014.pdf
Resolution No. 12:
Moved By: Councillor Stephenson Seconded By: Councillor Beres
THAT Council receive report FIN 13-35, Firefighter Association Agreement;
AND THAT Staff bring forward By Law #3761, Firefighter Association Agreement, for Council
consideration.
"Carried"
17. FIN 13-37, Purchasing Policy [~
Presented By: Director of Finance
Staff to include in procedures that quotes be filed with invoices.
Resolution No. 13:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT Council receive report FIN 13-37, Purchasing Policy;
AND THAT By-Law 3765, to adopt the Town of Tillsonburg Purchasing Policy, be brought
forward for Council consideration.
"Carried"
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MINUTES: Meeting for the Committee "Open Council"
j OPERATIONS
18. OPS 13-29, Traffic and Parking By-law Amendment-Overnight Parking LJ
Presented By: Director of Operations
Resolution No. 14:
Moved By: Councillor Klein Seconded By: Councillor Beres
THAT Council receive Report OPS 13-29, Traffic and Parking By-Law Amendment-Overnight
Parking
THAT Council adopt By-Law 3768 to amend By-Law 3701, being a by-law to regulate traffic and
the parking of motor vehicles in the Town of Tillsonburg.
"Carried"
19. OPS 13-27, Mill Capital Program [J
Presented By: Director of Operations
Resolution No. 15:
Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein
THAT Council receive Report OPS 13-27 Municipal Infrastructure Investment Initiative Capital
Program (Mill).
THAT the Town of Tillson burg affirm the Concession Street East, from Maple Lane to Demeyere
Avenue reconstruction project estimated at $866,008 be designated for the Municipal
Infrastructure Investment Initiative Capital Program.
"Carried"
PARKS & RECREATION SERVICES
20. PRS 13-22, Results for Tender-Gibson House Concrete Work [j
Presented By: Director of Parks & Recreation Services
Resolution No. 16:
Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein
THAT Council receive Report PRS 13-22 Request for Tender Gibson House Concrete Work;
AND THAT Council authorize staff to award the work to Grassmere Construction Ltd. in the
amount of$ 36,915.00 plus HST.
"Carried"
COMMITTEE MINUTES & REPORTS
21. LPRCA Minutes [J
NOTICE OF MOTION
RESOLUTIONS
22. Oxford County Public Health & Emergency Services l)
Presented By: Director of Parks & Recreation Services
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MINUTES: Meeting for the Committee "Open Council"
Staff to keep track of rentals that have fees waived.
Resolution No. 17:
Moved By: Councillor Getty Seconded By: Councillor Rosehart
THAT Council waive the rental fee for Oxford County Public Health & Emergency Services to
utilize the Lions Auditorium at the Tillsonburg Community Centre on October 22, October 29, and
November 12, 2013, for the Community Influenza Clinic.
"Carried"
BY-LAWS
23. By-Laws for the Meeting of October 28, 2013
~ ~
By-Law 3768-Traffic Amendment. pdf By-Law 3769.pdf By-Law 3769 Schedule A. pdf
-,: -,:·
By-Law 3761 Authorize Firefighter Agreement.pdf Firefighter Association Agreement 2012-2014.pdf
Resolution No. 18:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT By Law 3761, To Authorize an Agreement with the Tillsonburg Firefighter Association
By-Law 3765 To Adopt a Purchasing Policy [)
By-Law 3768, To Amend By-Law 3701, Being a By-Law to Regulate Traffic and the Parking of
Motor Vehicles in the Town of Tillson burg.
By-Law 3769, To Adopt the Town of Tillson burg Flag Policy
By-Law 3770, To Confirm The Proceedings of Council at its Meetings Held on the 28th day of
October, 2013 []
be read for a first and second time and this constitutes the first and second reading thereof.
"Carried"
Resolution No. 19:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT By Law 3761, To Authorize an Agreement with the Tillsonburg Firefighter Association
By-Law 3768, To Amend By-Law 3701, Being a By-Law to Regulate Traffic and the Parking of
Motor Vehicles in the Town of Tillsonburg.
By-Law 3769, to Adopt the Town of Tillson burg Flag Policy
By-Law 3770, To Confirm The Proceedings of Council at its Meetings Held on the 28th day of
October, 2013 t:J
be given third and final reading and the Mayor and Clerk be and are hereby authorized to sign the
same, and place the Corporate Seal thereunto.
"Carried"
ITEMS OF PUBLIC INTEREST
ADJOURNMENT
Moved By: Councillor Klein THAT the meeting be adjourned at 9:34pm.
"Carried"
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MINUTES: Meeting for the Committee "Open Council"
Approval Received: (1 of 1)
Donna Wilson!Tillsonburg (Thursday October 31,
2013 01:52 PM)
Town of Tillsonburg
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MINUTES: Meeting for the Committee "Open Council"
Review Access: Public
MINUTES
Town of Tillsonburg
Council Meeting
on
Tuesday October 15, 2013 06:00PM
Council Chambers
Chair: Mark Renaud
Orders of the Day:
CALL TO ORDER
The meeting was called to order at 4:30p.m.
ATTENDANCE
Deputy Mayor Mark Renaud
Councillor Dave Beres
Councillor Mel Getty
Councillor Marty Klein
Councillor Chris Rosehart
Councillor Brian Stephenson
Staff:
David Calder, CAO
Donna Wilson, Town Clerk
Steve Lund, Director of Operations
Darrell Eddington, Director of Finance
REGRETS
Mayor John Lessif
Rick Cox, Director of Parks & Recreation Services
Amber Zimmer, Deputy Clerk
ADOPTION OF AGENDA
Page 1 of 12
101513
Link to Agenda: eJ.
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The County Director of Public Works provided a presentation on infrastructure renewal,
asset replacement, future needs and rates.
DELEGATIONS
2. Megan Spencer, Tillsonburg Youth Leadership Grant Recipient C
Presented By: Megan Spencer
Megan Spencer reported on her experience as a grant recipient from the Town.
3. Allen Street Residents Concerns Regarding A & WAll Noise Levels (1,
Presented By: Reverend Andy Brynjar
The residents are opposed to the 24 hour drive through as the noise levels at all hours of
the night interfere with their quality of life.
Request that a barrier like unit be required along the property line to reduce the noise or
that the hours ofbusiness be reduced to close at 11:00 p.m.
4. Young Street School Bus Route Concern e:J,
Presented By: Andrew Gradish
Parents and guardians are concerned that the bus stop is not safe for their children.
They have requested this issue be changed with the school, school board and the bus
company.
They are requesting that Council ask the school board to provide a safe place for their
children to be picked up for school.
Staff to send a letter to student transportation services for the school board requesting that
they review this issue and provide a safe place for children to be picked up.
Staff to review the crossing guard issue at that location as well to determine if a crossing
guard is required.
5. THI Economic Evaluation Model. C
Presented By: Will Hayhoe, Hayhoe Homes
To speak to item No. 20, FIN 13-41 THI Economic Evaluation Model
Request that the Town move forward with recoveries for hydro services and contribute
approximately $1500 per residential service.
Council can suggest that THI review this matter and reconsider this calculation to look at
a further compromise.
The Finance Regulatory Affairs Manager responded to Mr. Hayhoe's request and clarified
that when the model rate is lowered it becomes a subsidy.
The OEB has not come back to the Town regarding changing the THI model which has
been used for a number of years.
Moved By: Councillor Klein Seconded By: Councillor Getty
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INFORMATION ITEMS
8. AMO, Bill91-Waste Reduction Act C
9. Child Care Ontario Request for Proclamation C
10. Royal Canadian Legion Remembrance Day Events C
11. Bancroft & Hastings Highlands Disaster Relief Committee Request C
12. Minister of Rural Affairs Correspondence regarding the Small, Rural and Northern
Municipal Infrastructure Fund C
13. June Callwood Outstanding Achievement Award for Voluntarism in Ontario eJ,
14. Ontario Lung Association Proclamation Request C.
15. CUPE Proclamation Request C.
16. Small Business Day (Oct. 25th, 2013) -Get Involved! C
17. CanSIA FIT 3 Solar Update for Municipalities
CanSIA FIT 3 Solar Update.pdf
CHIEF ADMINISTRATIVE OFFICER
18. Solar Power Network Resolution Extension Request C.
Presented By: CAO
Resolution No.6:
Moved By: Councillor Getty Seconded By: Councillor Rosehart
WHEREAS the Province's FIT Program encourages the construction and operation of
rooftop solar generation projects (the "Projects");
AND WHEREAS one or more Projects may be constructed and operated in the Town of
Tillsonburg;
AND WHEREAS, pursuant to the rules governing the FIT Program (the "FIT Rules"),
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20. FIN 13-41, THI Economic Evaluation Modelll.
Presented By: Director of Finance
Resolution No.8:
Moved By: Councillor Rosehart Seconded By: Councillor Getty
THAT Council receive report FIN ·13-41, THI Economic Evaluation Model as
information.
"Carried"
21. FIN 13-37 Purchasing Policy C
Presented By: Director of Finance
Resolution No. 9:
Moved By: Councillor Getty Seconded By: Councillor Rosehart
THAT the matter be deferred to the October 28th, 2013 Council meeting.
"Carried"
22. FIN 13-39 To Vest the Property Located on 3 John Pound Road C.
Presented By: Director of Finance
There will be a public process and staff will contact the adjacent land owner to determine
their interest in the property.
Resolution No. 10:
Moved By: Councillor Stephenson Seconded By: Councillor Beres
THAT Council receive report FIN 13-39, To Vest the Property located on 3 John Pound
Road;
THAT Council authorize the Treasurer to vest the property on 3 John Pound Road, Part
of Lots 1463 & 1464, Plan 500, into the ownership of the Corporation of
the Town ofTillsonburg;
THAT the outstanding taxes be written off as uncollectible;
AND THAT the property located on 3 John Pound Road be declared surplus.
"Carried"
23. FIN 13-42, Ground Lease Acknowledgement ll
Presented By: Director of Finance
Resolution No. 11:
Moved By: Councillor Stephenson Seconded By: Councillor Beres
THAT Council receive report FIN 13-42 Ground Lease Acknowledgement Agreement;
AND THAT By-Law 3766 be brought forward for Council consideration.
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Resolution No. 14:
Moved By: Councillor Klein Seconded By: Councillor Beres
THAT Council receive Report OPS 13-25 Park Place Subdivision-Completion of
Surface Asphalt and Miscellaneous Site Works as information.
THAT the tender for Park Place Subdivision-Completion of Surface Asphalt and
Miscellaneous Site Works be awarded to Coco Paving Inc. ofLondon, Ontario at a cost
of $90,959.07 (HST included).
"Carried"
27. OPS13-26 -2013-2014-Municipal Parking Lot and Airport Snow Removal C
Presented By: Director of Operations
Resolution No. 15:
Moved By: Councillor Klein Seconded By: Councillor Beres
THAT Council receives Operations Services Report OPS13-26"
AND THAT "Quotation for Part A -Snowplowing for the Municipal, Police & Fire
Services Parking Lots for the 2013 -2014 Winter Season to be awarded to
D&D Commercial Property Maintenance Ltd. oflngersoll, ON."
AND THAT "Quotation for Part B -Snowplowing for the Tillsonburg Regional Airport
Runway for the 2013 -2014 Winter Season to be awarded to D&D
Commercial Property Maintenance Ltd., of Ingersoll, ON."
"Carried"
STAFF INFORMATION REPORTS
28. FIN 13-38 RFP for Audit Services lJ,
Resolution No. 16:
Moved By: Councillor Rosehart Seconded By: Councillor Getty
THAT Council receive report FIN 13-38, RFP for Audit Services as information.
"Carried"
COMMITTEE MINUTES & REPORTS
29. CL13-20 Additional Committee Appointments e:J,
Presented By: Clerk
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BY-LAWS
significant social, environmental and economic benefits to the County of Oxford and its
lower-tier municipalities;
AND THAT a landfill land use not be permitted on these rehabilitated lands.
The motion was withdrawn by the mover.
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT Staff provide a report to clarify this process prior to dealing with their request for
support on the rehabilitation of the Quarry area in the County of Oxford.
"Carried"
32. By-Laws for the Meeting of October 15, 2013
Resolution No.20:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT By-Law 3766, To Authorize a Ground Lease Acknowledgement Agreement with
RMM Tillsonburg Centre Property Inc. (1,
By-Law 3763, To Appoint Additional Members to Various Committees C.
By-law 3767, to confirm the proceedings of Council at its meetings held on the 15th day
of October, 2013 c:J,
be read for a first and second time and this constitutes the first and second reading
thereof.
"Carried"
Resolution No. 21:
Moved By: Councillor Beres Seconded By: Councillor Stephenson
THAT By-Law 3766, To Authorize a Ground Lease Acknowledgement Agreement with
RMM Tillsonburg Centre Property Inc.
By-Law 3763, To Appoint Additional Members to Various Committees
By-law 3767, to confirm the proceedings of Council at its meetings held on the 15th day
of October, 2013
be given third and final reading and the Mayor and Clerk be and are hereby authorized to
sign the same, and place the Corporate Seal thereunto.
"Carried"
ITEMS OF PUBLIC INTEREST
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Where is Disc Golf
• There are more than 32 courses in Ontario
provincial, conservation area, and city
parks and private property.
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Benefits of Disc Golf
• Disc Golf is the fastest growing sport in
the world
• Courses are inexpensive to install
• Maintenance costs are minimal
-Grass cutting as needed and small repairs
• Can be shared with other recreational
spaces
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• Benefits to the Community and the Park .. --Low impact free exercise for all ages
-Local stores can carry equipment
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Course Improvements
Disc golf courses can be installed in
phases and upgraded over time including
concrete tees, benches, trash cans,
practice targets, and alternate pin
placements are all features that can be
added after a course is first established.
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Mission Statement
Big Brothers Big Sisters of
Ingersoll, Tillson burg & Area
is a dynamic
community-based
organization
committed to fostering
the healthy development of
children, youth and their
families by providing
diverse mentoring
opportunities.
start something
start something
• For one hundred years, Big Brothers Big Sisters has
been making a positive difference in the lives of
Canada's youth by developing and implementing a wide
range of mentoring programs. Volunteer mentors teach
by example the importance of giving back, of staying in
school, and of respecting family, peers and community.
• BBBSC provides quality mentoring services for more
than 33,000 children and teenagers. The community-
based youth mentoring organization currently has over
25,000 volunteer mentors working at 123 agencies that
serve children in over 1 ,000 communities across the
country.
start something
Locally
1968 Ingersoll area governed by the Woodstock & District Big Brothers
Association
1975 Ingersoll and District Big Brothers Association formed and
received charter.
1983 Tillsonburg & District Big Brothers Association Inc. formed
1984 Incorporated as Ingersoll and District Big Brothers Association Inc.
Tillsonburg agency renamed as Tillsonburg & District Big Brothers Big
Sisters Association Inc.
1982 Ingersoll and District Big Sisters Association formed.
1986 Both Agency Boards joined forces at the Big Brothers AGM
Official permission granted from Big Brothers of Canada to
serve the needs of girls.
1991 Big Sisters of Ontario performed service audit and granted full
amalgamation.
1992 Agency officially incorporated as "Ingersoll and District Big
Brothers/Big Sisters Association Incorporated".
1999 Big Brothers/Big Sisters of Tillsonburg & District Inc. dissolved
2001 Ingersoll agency expanded their service delivery area to
include Tillsonburg and surrounding rural communities; Agency
changed its name to reflect it's expanded service area:
Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area Inc.
Ingersoll office relocated to current location of 58 Thames St. South
2005 Satellite Office established at 28 Brock St. W in Tillsonburg to
accommodate service to the Tillsonburg community.
40th Anniversary
start something
Community-Based Programs
• Big Brothers
• Big Sisters
• Couples
• BIG/bunch & Cops for Kids
• *Recreation Match
• Friends of the Agency
Site-Based Programs
• Adult In-School Mentoring
• Co-op In-School Mentoring
• * Literacy Mentoring
• *"Between Generations" Mentoring
• Go Girls! Healthy Bodies Healthy Minds
• Fusion Youth Centre Partnership
Opportunities/ Advocacy
• Child Safety Program
• Agency Activities; Bus Trips, Camp. tickets, etc.
• Camp Sponsorship
• Bursaries -educational & activity-based
• Canadian Tire JumpStart Program
start something
• Provide sustainable funding for existing
programs
• Expansion of current programs
• Development of new programs
• Gaming is not a reliant income
• Decreased fundraising opportunities
4 very competitive & saturated market of high
profile organizations with professional
marketing
• Enable staff to focus on development,
management & delivery of core programs, not
fund raising
Total Children Served
• 2012 -24 7 (introduction of Go Girls!)
• 2011 -200 (rapid growth in school based programs)
• 2010 -165 (decrease in Co-op ISM referrals;
maturity of long-term matches)
• 2009 -173 (decrease in Co-op ISM referrals)
• 2008 -212
• 2007 -195
• 2006 -150
• 2005 -160
• 2004 -128 (no Co-op ISM that year)
• Over 115 children served daily
• Membership of 280 (July 2013-does not include
parents of children in program)
start something
start something
In-Kind
• Special Event Fundraising -free services and products;
use of property, facilities and human resources
• Programming -donation and use of facilities,
equipment, materials, human resources (eg. Mentoring
Programs in 11 schools in Ingersoll and Tillsonburg;
Cops for Kids)
• Sporting Events-free admission
• Prizes for Events
• Computer & IT Support (hardware & software)
• Website Development & Maintenance
• Volunteer Hours for mentoring programs, agency
activities and fundraising events, and general support
Cost/ Cost/Child
Program Description Ratio #Matches #Vol. #Children Program (Program Costs
or Groups Served (Appendix C) dlv. by#
Children Served
SITE-BASED PROGRAMS
Mentoring program matching an adult volunteer (mentor) with a child
(mentee) in a school environment, during the school year, on school property.
Children in Grades 1 to 4 are identified by teachers as at risk of not achieving
ISM-Adult heir full potential and are matched with an adult volunteer to improve the 1 val: 1 child 50 45 50 child's self-esteem, social functioning and school interest. True co-operative
effort between the local school board, business community and Big
Brother/Big Sister agency. The agency recruits, screens, monitors and
evaluates all mentors.
Similar to the Adult ISM program, Co-op Mentors (students) are referred from
he local High School Co-op program each semester. They are screened,
ISM-Co-op rained, supervised, monitored and evaluated by agency staff. The Co-op 1 voi:B children 44 5 44 mentors are matched with 2 students per afternoon per week for four days per
week, with their 5th afternoon spent in the agency office for training and
preparing for the following weeks activities.
I
fA. program developed for girls 12 to 14 years of age, that uses a mentor
Go Girls!
approach to provide girls with the information and support they need to make
I Informed choices about healthy, active living and social issues during a 2 voi:B children 6 12 50
particularly challenging stage of development. Two female mentors (ages 18
30) are matched to 8 girls for a 7 week program.
A. program developed for boys 12 to 14 years of age, that uses a mentor
approach to provide boys with the information and support they need to make
Game On! informed choices about healthy, active living and social issues during a 2 voi:B children n/a n/a n/a !
particularly challenging stage of development. Two male mentors (ages 18 -
30) are matched to 8 boys for a 7 week program.
!Subtotal B 100 62 144 $112,758 $783
---
start something
Former Little Sister & Current BBBS Mentoring
Coordinator Miriah Hamilton (Ingersoll)
(Excerpt from speech at 2011 Recognition Evening)
Someone posed the question to me, "how would your life look without
having been a part of the Big Sister program?". I can say that for once
I am glad that I do not know the answer to a question. I do know that I
would have missed out on a lifelong friendship, on amazing
opportunities I wouldn't have been given otherwise, on a strong
support system, the knowledge that there are people who believe in
me and care about me, and the early opportunities to give back that
helped me gravitate even more towards the helping field. This
program was amazing for me and my family and I am blessed to have
had these experiences and to still have these friendships to this day.
They say that this program can make a difference in the life of a child.
I'm here to tell you that it did!
Thank you for taking the time to
learn more about the benefits of
mentoring through
Big Brothers Big Sisters
You have taken the first step in
helping our agency provide the
necessary tools and resources to
ensure every child can
reach their full potential! start something
\ United Way
Oxford
unitedwayoxford.ca
Town of Tillson burg
200 Broadway Street
2nd Floor, Suite 204
Tillsonburg, ON N4G sA7
Dear Mayor Lessif,
65 Springbank Avenue North
Woodstock, Ontario N4S 8V8
Ph: 519-539-3851
Toll-free: 1-877-280-1391
Fax: 519-539-3209
Over the last 8 months, United Way Oxford has been conducting community conversations
throughout Oxford County. Our focus has been on asking people with a variety of lived
experiences about their hopes and dreams for their community, what is standing in the way of
reaching those dreams and who they trust to move the needle on perceived barriers. We
would like to share what we heard with you and your senior staff, and are hopeful that you
can find an hour in your schedule to meet with us?
Thanks in advance,
Michelle Franklin
Community Impact Coordinator
United Way Oxford
www.unitedwayoxford.ca BN/Registration No. 11930 3642 RR0001 info@unitedwayoxford.ca
• United Way
Oxford
Change starts here.
1'1'1'1'1'1'
ACTION
,,. _ _...--~
Give. Volunteer. Act.
Donor Investments Change Lives
•
•
•
Money raised here in Oxford County
stays here to help our citizens
United Way is highly efficient thanks to
a dedicated Board, 1 OO's of
volunteers, sponsorships & grants
Canada Revenue Agency suggests
that charities maintain a cost-revenue
ratio no higher than 35o/o
• Based on our 2012/13 audited
financial statements, our cost of
fundraising and administration was
17% total -2% for ad min & 15% for
direct fund raising costs
Where the money
goes:
• Fundraising and
administration
costs
• Community
Investments
3
Community Initiatives I Programs Fund $255,390
Some Examples:
1. Operation Sharing -Cynthia Anne
Centre
2. Salvation Army-Well ness
Program
3. Community Schools Program
4. Winter Warmth -Oxford
5. Oxford Master Aging Plan
6. Marilyn Mann Youth in Crisis Fund
7. Day of Caring
8. Stuff a Bus Backpack Program
9. Youth Challenge Day
10. Drumbo Opportunity Centre
5
The Ogre Story
written by Meg Plantz (Director, Impact Design and Learning, United Way Worldwide)
A villager is walking by the river early one morning. The villager looks out into the water and sees a baby floating down
the river. Horrified, the villager races into the water, grabs the baby, and brings the baby to the shore. The baby is fine.
Relieved, the villager looks back into the water and sees another baby floating down the water. The villager again
dives into the water and rescues this baby as well.
Once more, the villager looks into the water ... and sees dozens of babies floating down the river. The villager calls out
an alarm, and the entire village comes running to the river to rescue as many babies as they can before the water
carries them away.
This is a village that is mobilized. Every villager is at the river, trying to save the babies from the water.
But, the babies keep on coming ... because no one is going upstream to put a stop to the ogre that is throwing the
babies into the water in the first place.
Pulling babies out of the water is essential. How can we live with ourselves if we don't try? But it is by going upstream
to stop the ogre and put its energies to better use, that we create a lasting change in the conditions that are causing this
nightmare to begin with.
United Way needs to partner with others to deal with those ogres upstream. Otherwise, we will be pulling babies out of
the water forever.
7
• People want convenient, safe, affordable transportation options that
allow them to meet their basic needs and participate in other
essential daily activities. But they are concerned that daily life is
further complicated for those who have no transportation or who have
limited financial means. As people talk more about this concern,
those who need to rely on walking spoke about unsafe or no
sidewalks, dim lit street lighting and lack of snow/ice removal. Others
feel they place a huge burden on family, friends and volunteer drivers;
and that coordinating schedules can often be difficult. Those who
access public transportation, say they encounter problems getting to
work in a timely manner, getting places on evenings and weekends
and being able to schedule appointments based on the transit
schedule. When people spoke generally about transportation, they
said they faced barriers whether travelling within their cities and
towns, between communities or beyond Oxford County. They say we
need to focus on a variety of affordable and creative transportation
options.
9
• People want a voice, but they are concerned that community leaders,
people in authority and decision makers do not genuinely understand
the ramifications of the decisions they make and the effects they have
on rea/lives. As people talk more about those concerns, they talk
about the perception that decisions are often made before people are
asked about what matters to them. They say they feel unable to
influence the change they want to see in the community. They say
we need to focus on having authentic community conversations
before making decisions. They also say people need to be
empowered and supported to advocate for what matters to them.
11
Community Rhythm and Public Capital
1. Canadian Index of Wellbeing lists "Community Vitality" as one of the
eight domains of community health and wellbeing. Community
vitality measures the strength, activity and inclusiveness of
relationships within the community (between residents, private and
public sectors, civil society organizations), sense of safety in the
community and levels of trust. One of the measures of community
vitality is "the percentage reporting very or somewhat strong sense
of belonging to their community." Community vitality is one of the
top 3 domains where change can have the largest impact on citizen
wellbeing.
2. Social Planning Council Oxford -project to move the needle on one
of the eight domains (in community mapping stage, but leaning
towards community vitality)
13
4. Woodstock & Area Community Health Centre
• Inclusive of the social determinants of health
• Recognize that health is impacted by the social determinants of health
(shelter, education, food, income, a stable eco-system, sustainable
resources, anti-oppression, inclusion, social justice, equity and peace)
and have a much bigger impact on health and wellbeing than what
medical care alone can provide
• Recognize the need to shift the conversation about health and health
care, toward a more comprehensive approach to improving the health of
individuals, families and entire communities
15
::J
0
~
~ c ro .c
I-
• United Way
Oxford
Change starts here.
1'1'1'1'1'1'
ACTION
Give. Volunteer. Act.
Donor Investments Change Lives
•
•
•
Money raised here in Oxford County
stays here to help our citizens
United Way is highly efficient thanks to
a dedicated Board, 1 OO's of
volunteers, sponsorships & grants
Canada Revenue Agency suggests
that charities maintain a cost-revenue
ratio no higher than 35%
• Based on our 2012/13 audited
financial statements, our cost of
fundraising and administration was
17°/o total -2°/o for ad min & 15% for
direct fund raising costs
Where the money
goes:
• Fundraising and
administration
costs
111 Community
Investments
3
Community Initiatives I Programs Fund $255,390
Some Examples:
1. Operation Sharing -Cynthia Anne
Centre
2. Salvation Army-Well ness
Progrnm ~
3. Community Schools Program
4. Winter Warmth -Oxford
5.
6.
7.
8.
9.
Oxford Master Aging Plan
Marilyn Mann Youth in Crisis Fund
Day of Caring
Stuff a Bus Backpack Program
Youth Challenoe Day -
10. Drumbo Opportunity Centre
5
The Ogre Story
written by Meg Plantz (Director, Impact Design and Learning, United Way Worldwide)
A villager is walking by the river early one morning. The villager looks out into the water and sees a baby floating down
the river. Horrified, the villager races into the water, grabs the baby, and brings the baby to the shore. The baby is fine.
Relieved, the villager looks back into the water and sees another baby floating down the water. The villager again
dives into the water and rescues this baby as well.
Once more, the villager looks into the water ... and sees dozens of babies floating down the river. The villager calls out
an alarm, and the entire village comes running to the river to rescue as many babies as they can before the water
carries them away.
This is a village that is mobilized. Every villager is at the river, trying to save the babies from the water.
But, the babies keep on coming ... because no one is going upstream to put a stop to the ogre that is throwing the
babies into the water in the first place.
Pulling babies out of the water is essential. How can we live with ourselves if we don't try? But it is by going upstream
to stop the ogre and put its energies to better use, that we create a lasting change in the conditions that are causing this
nightmare to begin with.
United Way needs to partner with others to deal with those ogres upstream. Otherwise, we will be pulling babies out of
the water forever.
7
• People want convenient, safe, affordable transportation options that
allow them to meet their basic needs and participate in other
essential daily activities. But they are concerned that daily life is
further complicated for those who have no transportation or who have
limited financial means. As people talk more about this concern,
those who need to rely on walking spoke about unsafe or no
sidewalks, dim lit street lighting and lack of snow/ice removal. Others
feel they place a huge burden on family, friends and volunteer drivers;
and that coordinating schedules can often be difficult. Those who
access public transportation, say they encounter problems getting to
work in a timely manner, getting places on evenings and weekends
and being able to schedule appointments based on the transit
schedule. When people spoke generally about transportation, they
said they faced barriers whether travelling within their cities and
towns, between communities or beyond Oxford County. They say we
need to focus on a variety of affordable and creative transportation
options.
9
• People want a voice, but they are concerned that community leaders,
people in authority and decision makers do not genuinely understand
the ramifications of the decisions they make and the effects they have
on rea/lives. As people talk more about those concerns, they talk
about the perception that decisions are often made before people are
asked about what matters to them. They say they feel unable to
influence the change they want to see in the community. They say
we need to focus on having authentic community conversations
before making decisions. They also say people need to be
empowered and supported to advocate for what matters to them.
11
Community Rhythm and Public Capital ·
1. Canadian Index of Wellbeing lists "Community Vitality" as one of the
eight domains of community health and wellbeing. Community
vitality measures the strength, activity and inclusiveness of
relationships within the community (between residents, private and
public sectors, civil society organizations), sense of safety in the
community and levels of trust. One of the measures of community
vitality is "the percentage reporting very or somewhat strong sense
of belonging to their community." Community vitality is one of the
top 3 domains where change can have the largest impact on citizen
wellbeing.
2. Social Planning Council Oxford -project to move the needle on one
of the eight domains (in community mapping stage, but leaning
towards community vitality)
13
4. Woodstock & Area Community Health Centre
• Inclusive of the social determinants of health
• Recognize that health is impacted by the social determinants of health
(shelter, education, food, income, a stable eco-system, sustainable
resources, anti-oppression, inclusion, social justice, equity and peace)
and have a much bigger impact on health and wellbeing than what
medical care alone can provide
• Recognize the need to shift the conversation about health and health
care, toward a more comprehensive approach to improving the health of
individuals, families and entire communities
15
::J
0
~
.:::£ c ro ..c
I-
Community Social Service Worker,rl;s1!!11 ~
On behalf of the 340,000 National Union of Public and General Employees (NUPGE) members
across Canada, I am writing to ask you to join two provinces and over 100 municipalities in
proclaiming November 6, 2013 as a day of recognition for community social services workers in
your community.
Many of the most vulnerable people in our communities rely on community social services
workers. A family with a developmentally disabled child getting the support they need. A person
receiving addiction counselling. A homeless person or woman escaping an abusive relationship
finding shelter. Seniors getting the help they need to live independently.
All of us know someone who needs or has needed the support of community social services.
But public and political awareness of the increasingly challenging conditions the people who
deliver community social services face is limited. For this reason, NUPGE launched Community
Social Service Workers Appreciation Day in 2007.
Proclaiming November 6 as Community Social Service Workers Appreciation Day is a way to
recognize the women and men who make an incredible difference in the lives of people in our
communities.
NUPGE has developed a sample proclamation to assist communities proclaiming November 6
as Community Social Service Workers Appreciation Day which can be found at
http://www.cssworkers.ca/sites/cssworkers.ca/files/documents/resolution.pdf. We want to
acknowledge communities proclaiming Community Social Service Workers Appreciation Day so
please advise us of your participation. Information can be sent to NUPGE, 15 Auriga Drive,
Nepean, Ontario, K2E 187 or amcneill@nupge.ca.
Sincerely,
James Clancy
National President
National Union of Public and General Employees
15 Auriga Drive
Nepean, ON K2E 187
Canada
cupw•sttp
October 14, 2013
Kelley Coulter
CAO
Town of Tillsonburg
10 Lis gar Ave
Tillsonburg, ON N4G 5A5
Dear Ms. Coulter:
377, rue Bank Street,
Ottawa, Ontario K2P 1 Y3
tel./tE~I. 613 236 7238 tax/telec. 613 563 7861
Re: The future of Canada Post
Next year, the federal government will look at how it handles public postal service with a
review of the Canadian Postal Service Charter. This review is important because the
government could reduce Canada Post's obligation to provide service or even lay the
groundwork for privatizing or deregulating our public post office.
Canada Post has been holding consultations on the future of our public postal service to
prepare for the upcoming charter review. The corporation has been clear. It wants to
dramatically cut service to improve its financial situation.
Cutting might help Canada Post with its money problems in the short-term but it is not a
good long-term strategy and it certainly won't improve the future of postal service in our
country. Fm1unately, the corporation has other options according to a new study by the
Canadian Centre for Policy Alternatives (CCPA).
CCPA study: Why Canada Needs Postal Banking
The CCPA study is entitled Why Canada Needs Postal Banking. It makes a powerful case
for preserving postal services and improving Canada Post's financial picture through the
addition of financial and banking services.
The study looks at the changing banking environment in our country as well as our post
office's experience with banking. In addition, it reviews the status of postal banking
around the world, highlighting five successful models in the United Kingdom, France,
Italy, Switzerland and New Zealand. Having established that there is a need for improved
financial services in our country and viable models in other countries, the study
concludes by suggesting possible models for postal banking in Canada. It recommends
that the federal government and Canada Post immediately establish a task force to
determine how to deliver new financial services, and establish priorities for delivering
new products.
Canadian Union of Postal Workers The stroggle continues
Syndical des travailleurs et travailleuses des postes La lutte continue
CANADIAN POSTAL SERVICE CHARTER REVIEW
SHOULD FOCUS ON REVENUE-GENERATION, NOT ADDITIONAL CUTS
WHEREAS the federal government will look at how it handles public postal services with a
review of the Canadian Postal Service Charter in 2014.
WHEREAS Canada Post is preparing for the review by campaigning for major service cuts.
WHEREAS Canada Post has already dramatically cut service by closing or downsizing public
post offices, eliminating rural mailbox delivery and removing street letter collection boxes.
WHEREAS Canada Post and the federal government should do everything in its power to
prevent additional cuts during the upcoming review, and instead deal with financial issues by
adding revenue-generating services like many other post offices around the world, including
lucrative financial services like bill payments, insurance and banking.
BE IT RESOLVED THAT the (name of municipality, business or organization) write a letter to
the Minister responsible for Canada Post to request that the government consider innovative
ways to generate postal revenue during the Charter review, including financial services like bill
payments, insurance and banking.
MAILING INFORMATION
Please send your resolution to: Lisa Raitt, Minister of Transport, Place de Ville, Tower C, 29th
Floor, 330 Sparks Street, Ottawa, Ontario, K1A ONS.
Please send copies ofyour resolution to:
1. Denis Lemelin, President, Canadian Union of Postal Workers, 3 77 Bank Street, Ottawa,
Ontario, K2P 1 Y3
2. Your Member of Parliament. You can get your MP' s name, phone number and address
by calling l-800 463-6868 (at no charge) or going to the Parliament of Canada website:
l1tt p://\\'\\'W ,parl .gc .cal common/index.asp?I ._anguage=E
3. Claude Dauphin, President, Federation of Canadian Municipalities, 24 Clarence St,
Ottawa, Ontario K 1 N 5P3
FOR FURTHER INFORMATION
Contact us at "Charter Review" 377 Bank Street, Ottawa Ontario, K2P 1 Y3 or feedback@cupw-
sttp.org
/bk cope 225
\!if lw r i:l-1-1 ;v1 ;:l l\1..., o rJ -· F1 c·1 c.1 r, l B ., , .. , 1,. 1. no V \ 1 ~,._. ...... d u ~ ._ \.. \ .. ~':> _ v (~ J cj 1 ' , , ,J
OVER THE LAST two decades, we have seen
a major decline in the number of branches
and locations for banks and credit unions.
In 1990, there were almost 8,ooo branch-
es (7,964) and, by 2002, the number had
fallen to 5,908, a decline of 26%.
The Canadian Bankers' Association re-
ports that, between 2006 and 2012, there
was a small increase in the number of bank
branches in Canada: from 5,902 to 6,205.
But since 1990, there has been a decline
of more than 1,700 branches, a 22o/o drop,
and the number of branches increased by
only s.tO/o from 2002 to 2012, with most of
the new branches added in Ontario (195),
Alberta (98), and British Columbia (37).
In many communities today, credit
unions or caisses populaires are the only
financial institution. In 2012, the Cred-
it Union Central of Canada reported that
credit unions were the only financial in-
stitution in 380 communities. The Desjar-
dins Group noted in 2013 that caisses popu-
laires are the only financial institution in
388 towns and villages in Quebec. But the
total number of credit union and caisse
locations has also dropped from 3,603 in
2002 to 3,117 in 2012, a decline of 13-5o/o.
The Rise of Banking Fees
and High Credit Card Rates
In 2010, a study by Vision Critical (com-
missioned by ING Direct bank before it
was taken over by the Bank of Nova Scotia)
found that banking fees in Canada were
among the highest in the world. More than
half of Canadians (55o/o) have fee-based
chequing accounts and, on average, pay
$185 per year in fees for these accounts.
Credit card rates remain high in spite of
have a bank account. If we take the low-
est figure of 3% that was estimated to be
842,ooo people in 2005. Today, the num-
ber ofunbanked, using the same method
of calculation, would approach 910,000.
Aboriginal communities remain large-
ly without banks or credit unions. Over
the past decade, the Aboriginal popula-
tion has increased dramatically, growing
by 2o.1o/o betw·een 2006 and 2011. Some
1.4 million people now identify as Ab-
original, or 4.3o/o of the Canadian popu-
lation. But banks and credit unions lag
behind in providing services. While the
major banks all have Aboriginal services,
there are very few branches on reserves.
There are 615 First Nations communities in
Canada today and many other Metis and
non-status communities. A quick tally of
branches of banks and credit unions on
reserve shows only 54·
All these trends in financial services
have opened up the potential for the entry
of new banking and fmancial services in
Canada. They show there is a market de-
mand that is not being met by the existing
major banks and credit unions.
Postal Banking:
The Canadian Debate
Postal banking is not something new to
Canada. For over 100 years after Confeder-
ation, Canada had a postal savings system.
The high point of deposits for the Post
Office Savings Bank was $47.5 million total
in 1908. This would be around $1 billion
in today's money. The total shrank to $17.2
million in 1968. In 1968, the Postal Savings
Bank was closed down, although the legis·
lation still remains on the books.
Today, over 45 years later, the debate
around the need to revive or relaunch a
Post Office Bank has begun to grow again.
In 2005, a study from Library of Par-
liament research services supported the
extension of financial services as an im-
portant means of preserving the post office
across Canada, and particularly in rural
areas. "At present, the idea of establish-
ing a postal bank underpinned by Canada
Post's network is not based primarily on
a need to change the banking landscape.
Rather, it stems from the growing need to
breathe new life into Canada Post so that it
can both cope with globalization and guar-
antee universal postal service, which is a
real, if not official, part of its social man-
date, particularly in rural areas."
A recent study by the Conference Board
of Canada, commissioned Canada Post,
provided a positive analysis of the ef-
fects of financial services in post offices
around the world, but failed to recom-
mend financial services or even to exam-
ine their possible application in Canada,
on the grounds that a highly developed
banking system in Canada left no room
for a postal banking option.
Public support has been confirmed in a
recent survey by Strategic Communications
of 1,514 Canadians from May 24-26, 2013,
commissioned by the Canadian Union of
Postal Workers. The survey showed that
nearly two-thirds ( 63%) of Canadians "sup-
ported Canada Post expanding revenue-
generating services, including financial
FIGURE 1 Summary of Postal Banking Models and Services
in the United Kingdom, France, Italy, Switzerland and New Zealand
Postal Financial Services
United Kingdom
France
Italy
Switzer Ia nd
New Zealand
Name of Financial Structure of o/o of Post Office Services ln stitution{s) ownership of
Financial Services Services Offered Bank Charter
sales or profits for
latest year Rank of Services
Post Office Main partnership All financial No 25% of sales No ranking
with Bank of services, Ireland and including
agreements with new chequing
other banks accounts
La Banque La Poste All services Yes 36% of before-tax 44'h Safest Bank Postale earnings in World
BancoPosta Poste Ita Iiane All services; No 67%oftotal Largest retail and insurance savings in profits bank in Italy
companies partnership
with the COP (Cassa Depositi e
Pre stili)
Postfinance Swiss Post, with All services
partnership on all loan
and insurance
products
Kiwibanl< NZ Post All services
mortgages and loans in partnership with
major private sector financial institutions,
Finally, Kiwibank, owned by New Zea·
land Post, is a relatively new entrant in
the world postal banking sector and has
been able to offer a wide range of servi-
ces, including special mortgage products
to low-income earners and to the Maori
community.
·------------·-···--···---·-------·--·····------
Postal Banking for Canada
When we examined these five national
postal banking systems in detail, we found
that they were all successful in their own
way. However, success did not seem to be
Yes 71% of total Number 1 in
Swiss Post payment services
operating profits and number 3 in
customers
Yes 70% of profits lar~est NZ·owned
ban
linked to the particular form of structur-
ing of the financial services (which ranged
from full ownership by the Post Office to
various kinds of partnership with the pri-
vate sector), or to the kind of products of·
fered, as some offered all major financial
products and some fewer, The diversity
in successful models shows that the key
component for success seems to be char·
acteristics of the Post Office itself, includ-
ing widespread locations, trust in the in-
stitution, and the staff.
~~-·-~----~
Canada Post's
Banking Advantages
• Canada Post has the largest network
of retail outlets already in place across
Canada.
e Canada Post had a total of almost 6,400
postal outlets in 2012.
• 3,8oo Canada Post outlets (6oo/o) are
in rural areas where there are fewer
banks and credit unions. The post of·
fices in these locations could provide
key services for individuals, but also
for local businesses.
• Some communities in Canada have a
postal outlet, but no other (or limited)
banking services, especially since the
closure of 1,700 bank branches and
hundreds of credit unions over the
last two decades.
• Canada Post has a high trust factor
among Canadians, and an already
existing skilled and stable workforce
of 68,ooo employees, some of whom
could easily be trained to handle fman·
cial services. Thus it would not mean
starting from scratch, but rather build-
ing on what already exists.
• Many Canada Post outlets are already
open 6 or 7 days a week and could oper-
ate longer daily hours if necessary.
Many of them are located in drug stores
or small convenience stores with long
weekday and weekend opening hours.
• Since Canada Post is owned 1ooo/o by
the federal government, it could use
the expertise developed at the Bank
of Canada, the Business Development
Bank of Canada, Farm Credit Canada,
Canada Mortgage and Housing Corpor-
ation, Export Development Canada,
and Canada Savings Bonds.
The financial services Canada Post
could provide would be tested regionally
first; would be fair and transparent; be de-
livered from bricks-and-mortar branches
as well as through the telephone and In-
ternet; expand existing services; and con-
tribute to financial literacy. All services,
of course, would be profitable for Canada
Post to provide.
Canada Post already provides some fi-
nancial services, such as postal money or-
ders, domestic and international money
transfers, bill payment and financial trans·
action and payment notices, and prepaid
Visa cards.
Brand new services could consist of:
• access by all banks and credit union
customers to their accounts to de-
posit or withdraw cash, as is the case
in the UK;
• savings accounts and low-fee chequ-
ing accounts;
• low-interest credit cards; and
• prepaid debit cards.
In the future, services could be ex-
tended to:
• mortgages;
• small-business loans and agricultur-
al loans;
) ined and the experience of other countries tive services to Canadians, nor ad-
taken into account. equate service to many of the under-or
All potential partnerships, if that is unbanked.
a route taken, should be determined by • Canada's postal system has a long his-open tender on delivering a service for tory of delivering financial services. a specific period of time. With its 6,400
outlets, which often serve populations Currently delivering some products, it
with no competition in financial services could develop a full banking system.
and sometimes no services at all, Can-• Postal banking systems are proliferat-
ada Post would undoubtedly be courted ing around the world and are promin-
by many financial institutions anxious to ent in most of the developed countries.
supply services. There is also no reason They have shown themselves capable
to necessarily have all services provided of generating the additional income
by the same stakeholder or stakeholders needed to preserve the postal system
across the country. as traditional letter volumes decline.
Whatever the ownership mechanisms, • Analysis of the postal banking sys-some services could be completely owned terns in the five developed countries by Canada Post and others delivered by a we have selected has demonstrated partnership with existing credit unions or that there are many ways of creating banks. Partnerships could be made nation-a successful system. We can use the ally or developed on a regional basis. This experience of these countries to ere-would also allow Canada Post to partner ate our own model in Canada. with regionally-based credit unions and
caisse populaires in different provinces. • Our study concludes that the idea of
The question of delivery has become Canada Post expanding into finan-
easier with the uptake in Internet and mo-cial services is a sound one. Other
bile phone technology. For example, the studies, as well as opinions of past
UK Post Office Ltd. delivers its services Canada Post presidents and experts
with a core of 300 financial specialists, as around the world, have reached the
well as trained Post Office staff for 11,500 same conclusion.
outlets. Internet and telephone technolo· • We recommend that the federal gov-gies allow people in remote areas to con· ernment and Canada Post immediate-nect with financial specialists. ly establish a task force to determine
how to deliver new financial services,
Conclusion and determine priorities for delivering
new products.
• Canada's existing financial and bank·
ing system is not providing competi-
) \IVhy Cant?-da 1\i~ed:: Pc.,stc1l Banking 1.:!
Title:
Report No.:
Author:
Meeting Type:
STAFF REPORT
FINANCE
THIRD QUARTER 2013 FINANCIAL RESULTS
FIN 13-43
DARRELL EDDINGTON
COUNCIL MEETING
Council/Committee OCTOBER 28, 2013
Date:
Attachments: Q3 ACTUAL VARIANCES
RECOMMENDATION
THAT Council receives report FIN 13-43 Third Quarter 2013 Financial results as
information.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 Town wide actual
financial results and Senior Management's projection of financial results for 2013.
SUMMARY OF OPERATIONAL RESULTS
The attached spreadsheet summarizes by department the significant variances between
actual results as at September 30, 2013 and the 2013 Q3 year to date budget. The overall
Town wide consolidated surplus as at September 30, 2013 is $200,375 and the projected
2013 surplus is currently anticipated to be $202,085.
Questions or comments relative to departmental 2013 Q2 revenues and expenditures
should be referred to the other members of Senior Management for commentary.
STAFF REPORT
FINANCE
Title:
Report No.:
THIRD QUARTER 2013 FINANCE DEPARTMENT RESULTS
FIN 13-44
Author: DARRELL EDDINGTON
Meeting Type: COUNCIL MEETING
Council/Committee OCTOBER 28, 2013
Date:
Attachments:
RECOMMENDATION
THAT Council receives report FIN 13-44 Third Quarter 2013 Finance Department
results as information.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 Finance Department
financial results and the departmental projection for 2013.
SUMMARY OF OPERATIONAL RESULTS
2013 Business Objectives
Obiective Taraet Date Status
Centralize A/R Q2 2013 Complete
Investment Poli~ Q2 2013 Complete
Audit RFP Q3 2013 Revised to Q4
Development Charges By-Law Q2 2013 to 2014 County meetings began Q2
Update
ACR/Knowledgebase Maintained Q4 2013 Ongoing
Customer Satisfaction Surveys Q1-Q4 2013 Ongoing
Improve/ Automate CSC Q4 2013 Ongoing
Processes
Northstar CIS Upgrade Q3 2013 Revised to Q4 -Included in
County tender
Grid Implementation Q1-Q4 2013 Ongoing
The following variances are projected through to December 31, 2013:
2013 Annual Projection Summary
Department
Finance
Customer Service
Police
Total variances
APPROVALS
Author
Name/Signature
Director
Name/Signature
Finance
Name/Signature
DARRELL EDDINTON
Darrell Eddington
Darrell Eddington
(under)/over
$(127,010)
$(31,000)
$5AOO
$(152,610)
DATE: 10/19/13
DATE: 10/19/13
DATE: 10/19/13
\
}
Title:
Report No.:
Author:
Meeting Type:
STAFF REPORT
DEPARTMENT
2013 Operations Services Third Quarter Report
OPS 13-28
S.T.Lund, P.Eng., PWLF, Director of Operations
COUNCIL MEETING
Council/Committee OCTOBER 28TH, 2013
Date:
Attachments: NONE
RECOMMENDATION
THAT Council receives report OPS13-28 -Third Quarter 2013 Operations Services.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 Operations Services
financial results.
SUMMARY OF OPERATIONAL RESULTS
2013 Business Objectives
Obiective Taraet Date Status
Complete Cost of Service Q2 Complete
Electricity Rates
Trottier 1 -Phase 1 Thistle Q4 Complete to base asphalt.
Court, Golden Rod Dr. to Cui-de-
Sac
Wabash Road Paving Q3 Complete
Brock Street, Maple Lane to Q3 Complete
Tillson Avenue -Top-lift Asphalt
Annual Paving and Concrete Q3 Complete
Repairs
GIS Solutions Q4 On-going
Electrical Voltage Conversion Q4 On-going
F:\Lund\My Documents\Word\Memos\Quarterly Reports\Third Quarter 2013 Operations ServJL---------'
21012013.Docxl
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I Total variances (64,893)
The following variances are projected through to December 31, 2013:
2013 Annual Projection Summary
Department
Roads
Solid Waste
Operations
Engineering
Fleet
Total variances
APPROVALS
Director
Name/Signature
Finance
Name/Signature
<under> /over
(8,300)
(5,400)
3,600
6,900
(48,200)
(51,400)
S.T.Lund, P.Eng., PWLF, Director of DATE: 210ct.2013
Operation
D. Eddington, Director of Finance DATE: 210ct.2013
F:\Lund\My Documents\Word\Memos\Quarterly Reports\Third Quarter 2013 Operations Serv~._ __ _,
21012013 .Docx3
CAO
Title:
Report No.:
Author:
Meeting Type:
STAFF REPORT
DEPARTMENT
2013 Operations Services Third Quarter Report
OPS 13-28
S.T.Lund, P.Eng., PWLF, Director of Operations
COUNCIL MEETING
Council/Committee OCTOBER 28TH, 2013 (REVISED 31 OCTOBER, 2013)
Date:
Attachments: NONE
RECOMMENDATION
THAT Council receives report OPS13-28 -Third Quarter 2013 Operations Services.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 Operations Services
financial results.
SUMMARY OF OPERATIONAL RESULTS
2013 Business Objectives
Obiective Taraet Date Status
Complete Cost of Service Q2 Complete
Electricity Rates
Trottier 1 -Phase 1 Thistle Q4 Complete to base asphalt.
Court, Golden Rod Dr. to Cui-de-
Sac
Wabash Road Paving Q3 Complete
Brock Street, Maple Lane to Q3 Complete
Tillson Avenue -Top-lift Asphalt
Annual Paving and Concrete Q3 Complete
Repairs
GIS Solutions Q4 On-going
Electrical Voltage Conversion Q4 On-going
F:\Lund\My Documents\Word\Memos\Quarterly Reports\Third Quarter 2013 Operations ServicJL----'
31012013.Docxl
CAO
Enterprise Services 621
Fleet (16,404)
Total variances (64,893)
The following variances are projected through to December 31, 2013:
2013 Annual Projection Summarv
Department
Roads
Solid Waste
Operations
Engineering
Fleet
Total variances
APPROVALS
Director
Name/Signature
Finance
Name/Signature
<under> I over
(8,300)
_iS 400)
3,600
6,900
(48,200)
(51,400)
S.T.Lund, P.Eng., PWLF, Director of DATE: 210ct.2013
Operation
D. Eddington, Director of Finance DATE: 210ct.2013
F:\Lund\My Documents\Word\Memos\Quarterly Reports\Third Quarter 2013 Operations ServicJ,___ _ ____,
31012013.Docx3
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\ )
Title:
Report No.:
Author:
Meeting Type:
STAFF REPORT
PARKS & RECREATION SERVICES DEPARTMENT
THIRD QUARTER 2013 PRS DEPARTMENT RESULTS
PRS 13-23
Rick Cox
COUNCIL MEETING
Council/Committee OCTOBER 28, 2013
Date:
Attachments:
RECOMMENDATION
THAT Council receives report PRS 13-23 Third Quarter 2013 PRS Department Results
as information.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 PRS Department
operational and financial results.
SUMMARY OF OPERATIONAL RESULTS
2013 B . Ob" US !neSS nect1ves
Objective Target Date Status
Strategic Master Plan implementation:
Marketing Strategy (1-14) (def. from In progress
2012)
Long Term Staffing Review (2-4) In progress
Non-resident user strategy (3-1, 3-2) Deferred to 2014
Internal performance measures (1-7) Q1-Q4 Deferred to 2014
Best practices implementation (1-3, 1-4) In progress
TCC concept design process (3-7, 6-15) Deferred to 2014
Memorial Park concept design process (6-Deferred to 2014
15)
Ball Diamond relocation study (3-18 3-19) In progress
As part of the Marketing Strategy , create
Tourism packages to be distributed to our
User Groups (2-16) and use social media (1-Q1-Q2 Complete 17). To be developed in partnership with the
Development and Communication Services
Department.
Assist Lake Lisgar Revitalization Committee
with implementation of Phase 3 & 4 (2-5, 2-Q2-Q3 In progress
12 6-14)
Undertake a revitalization plan for the Q2-Q3 In progress
1/4
PRS 13-23-2013 PRS Third Quarter Report.docx CAO
\ )
Grow advertising sales for Recreation & Ql, Q3 Complete Leisure Guide & Rink Boards (3-1)
Develop Volunteer Database (2-2) and begin
development of policies and procedures to Ql-Q4 In progress incorporate into a Volunteer Management
Strategy (2-1)
Expand existing retail operations at the TCC
and Museum to include Tillsonburg and Ql-Q4 In progress Annandale merchandise., and specialty items
(1-10)
Implement summer beach volleyball league Q2-Q3 Complete -no participation (5-l_/ 5-5)
Kev Indicators 2013 03 YTD 201203 YTD Ofo CHANGE
Museum: attendance 7,821 7,392 +6%
Programs: Rink bookings (ice) 2 975 hrs 2,930 hrs +2%
Programs: Rink bookings (floor) 281 217 +29%
Programs: Health Club attendance 15,425 17 032 -9%
Programs: Memberships 2,762 1,919 +44%
Programs: Aquatic registrations 3,000 3,108 -3%
Programs: Adult registrations 365 492 -26%
Programs: Youth registrations 1,412 1,367 +3%
Programs: Waterpark attendance 24 498 28,877 -15%
Programs: Ball Tournaments 9 7 +29%
Programs: Room rentals 120 144 -17%
Programs: Advertising revenue $4,489 $2 437 +84%
Cemetery: Niche & Plot sales 47 57 -18%
Cemetery: Interments 109 102 +7%
GOALS FOR NEXT QUARTER
Complete:
• Ball Diamond Relocation Study
• Long Term Staffing Review
• Cemetery Vision, Guiding Principles and Operations Review
• Issue RFP's for contracted grass cutting and horticultural services for 2014-2017
3/4
PRS 13-~3-2013 PRS Third Quarter Reportdocx CAO
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J
STAFF REPORT
FIRE & RESCUE SERVICES
Title:
Report No.:
THIRD QUARTER 2013 DEPARTMENT RESULTS
FRS 13-09
Author: JEFF SMITH
Meeting Type: COUNCIL MEETING
Council/Committee NOVEMBER 11, 2013
Date:
Attachments: NIL
RECOMMENDATION
THAT Council receives report FRS 13-09 Third Quarter 2013 Fire & Rescue Services
results as information.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2013 to September 30, 2013 Fire & Rescue
Services financial results.
SUMMARY OF OPERATIONAL RESULTS
2013 Business Objectives
Obiective Taraet Date Status
Market Fire Communications to potential Q1-Q4 Submitted on
clients this _guarter.
CAD Server Computer & Digital Voice Q2 Incomplete
Recording System
Annual replacement of Personal Protective Q2 Complete
Equipment (PPE)
High Building firefighting equipment Q3 Complete
Self-contained Breathing Apparatus (SCBA) Q1 Complete
lease agreement
C:\Users\Deddington \Documents\ Treasury\FRS 13-09 Q3 .Do ex 1
1 RFP
CAO
Fire Communication Report
Fire Communications Dispatched Incidents
inc/udin
Non-Emergency Calls (Customer Service, Burn Activation Lines etc.)
GOALS FOR NEXT QUARTER
• Hiring of volunteer firefighters to fill current vacancies (5)
• Complete training of the part-time Fire Communicators
C:\Users\Deddington\Documents\Treasury\FRS 13-09 Q3.Docx3
CAO
Report Title:
Report No.:
Author:
Meeting Type:
Council Date:
Attachments:
RECOMMENDATION:
STAFF REPORT
CAO
Community Strategic Plan Consultant Selection
CAO 13-14
David Calder
COUNCIL MEETING
OCTOBER 28, 2013
COPIES OF SUBMISSIONS DISTRIBUTED PREVIOUSLY
That Council receives Report CAO 13-14 -Community Strategic Plan Consultant Selection:
And That Council award the contract to MMM Group Limited;
And that Mayor Lessif, the CAO, the Director of Parks and Recreation and Councillor
________ be appointed to the Community Strategic Plan Steering Committee.
EXECUTIVE SUMMARY
The purpose of this report is to seek Council's approval to select MMM Group Limited as
consultant for the Community Strategic Plan.
The Request for Proposal closing date was September 20, 2013. A total of 13 proposals
were received. The CAO and the Director of Parks and Recreation reviewed and scored the
submissions. The 13 submissions were provided to Members of Council by email for review
in advance of the October 28, 2013 Council meeting.
CONSULTATION/COMMUNICATION
A major component of the Request for Proposals for the Community Strategic Plan was a
requirement for public engagement. Public engagement with various stakeholders will
include the public, community groups, staff and Council.
BACKGROUND
The 2013 budget contained an allocation for the purposes of developing a Community
Strategic Plan. At its meeting of August 12, 2013, Town Council authorized obtaining
consulting services through a Request for Proposal (RFP) process. Council also approved a
• The approach as outlined provided a clear understanding of the project noting the
importance of alignment of the plan with the input of the public and Council, staff and
the annual budget as well as highlighting the importance of public engagement;
• MMM Group Limited has experience in a variety of strategic plan projects for
municipalities such as Chatham Kent, Norfolk County, City of Brockville and Ottawa
and has had numerous municipal clients for other projects.
• A minimum of three staff and additional support staff from MMM Group Limited will
be providing 210 hours to the project. The MMM Group Limited team seem to have a
good depth of experience and knowledge and a large support network;
• The project lead will be assigned a minimum of 42.5 hours to the project and has
lead multidisciplinary teams on a variety of projects;
• Although not the lowest cost proposal, the fee is well structured and is balanced
between project initiation and issues seeping, community engagement and
community strategic plan through the 3 phases as proposed. The majority of time
commitment will be spent on public engagement which is a critical component to the
success of a community strategic plan. The cost is manageable within the 2013 and
proposed 2014 budget;
FINANCIAL IMPACT /FUNDING SOURCE
Funding in the amount of $20,000 is contained in the 2013 Town of Tillsonburg budget for a
Community Strategic Plan. Staff has included $30,000 in the 2014 draft budget as an
additional contribution to the funding required to complete a Community Strategic Plan.
Provided the budget is approved, it is anticipated that there would be sufficient funding to
complete the Community Strategic Plan including the services of the consultant as
recommended in this report. Staff would anticipate that invoicing would occur over 2013
and 2014 thus allowing work to proceed in 2013 as there are sufficient funds currently
available in the 2013 budget to begin the work as described in the consultant's proposal.
APPROVALS
Author
Name/Signature
Director
Name/Signature
Finance
Name/Signature
David Calder
Darrell Eddington
Page 3 I 4
Date: October
18, 2013
Date:
Date: October
18, 2013
CAO
\
J
STAFF REPORT
DEVELOPMENT AND COMMUNICATION SERVICES
Report Title:
Report No.:
Author:
Meeting Type:
Council Date:
Attachments:
RECOMMENDATION:
CULTURAL GRANT BUDGET SHORTFALL
DCS 13-80
COLLEEN PEPPER, Marketing and Partnerships Officer
COUNCIL MEETING
OCTOBER 28, 2013
That Council receive Report DCS 13-80 Cultural Grant Budget Shortfall.
And that $4500 be spent on Cultural Grants from the 2013 projected surplus.
EXECUTIVE SUMMARY
This report proposes that funds be spent for the 2013 cultural grants for the purposes of
covering the current budget deficit ($1500) and providing a grant to the Kiwanis Club for
the annual Santa Claus parade ($3000).
Each year, funds are designated for cultural grants as part of the Town's Economic
Development budget.
Throughout the year, various community groups submit applications to the Committee
outlining their activities and grant requirements. These applications are typically received in
response to a "Call for Applications" ad in the local newspaper and on the Town's website,
with many of the same groups making similar submissions year after year.
The Cultural Advisory Committee reviews the applications and subsequently makes a
recommendation to Council on disbursement of the funds. The 2013 budget allotted
$10,500 for cultural grant purposes, a significant decrease from previous years.
As explained in the attached letter from the Cultural Committee (Appendix A), these funds
have now been exhausted following allotments made during Council's July 8, 2013 meeting.
For Council's convenience, a summary of current and past grants is provided (Appendix B).
A copy of the Kiwanis Club's grant application has also been provided (Appendix C).
October 24, 2013
Mayor John Lessif
Town ofTillsonburg
200 Broadway
Tillsonburg, Ontario
Tillsonburg Cultural Advisory Committee
200 Broadway
Tillsonburg, Ontario
N4G SA7
RE: 2013 Cultural Grant Allocations
Dear Mayor and Council,
As you're no doubt aware, the mandate oft he Tillsonburg Cultural Advisory Committee is to advise
Council on matters, issues and policies pertaining to tourism, cultural events and festivals. In particular,
the Committee makes recommendations to Council regarding cultural grant allotments.
Each year, various cultural groups submit applications to the Town requesting grant support. The
Committee completes a thorough review ofthese applications and then makes recommendations to
Council regarding funding allotments.
Earlier this year, the Committee reviewed applications from the Station Arts Centre (Creative
Imaginations Festival), the Tri-Country Agricultural Society and the Canada Day Festival of Music. While
the Committee recognized the significant cultural value of each of these events, they recommended that
only modest grants be awarded so as not to hinder the Town's ability to support additional cultural
events in the 2013 calendar year.
Ultimately, Couneil did not support this recommendation, choosing instead to double each grant. As a
result, the 2013 cultural budget has been exhausted. In fact, Council's generosity has resulted in a $1500
shortfall.
At this point in time, the Cultural Advisory Committee has no capacity to respond to additional grant
requests (i.e. Kiwanis Santa Claus Parade). As well, the question must be asked why a Cultural Advisory
Committee exists if Council is going to continue making ad-hoc allotments.
Given that the budget for cultural activities has been spent, the Cultural Advisory Committee
recommends the following:
STAFF REPORT
DEVELOPMENT & COMMUNICATION SERVICES
Title: RURAL CONNECTIONS BROADBAND PROGRAM FINAL REPORT
Report No.: DCS 13-37
Author: CEPHAS PANSCHOW
Meeting Type: COUNCIL MEETING
Council/Committee OCTOBER 28, 2013
Date:
Attachments:
RECOMMENDATION
THAT Council receive Report DCS 13-37 Rural Connections Broadband Program
Final Report;
AND THAT the remaining project costs of approximately $305,000 be funded
from the Industrial Land Reserve;
AND THAT all future broadband revenues be allocated towards the Industrial
Land Reserve in order to replenish the reserve.
EXECUTIVE SUMMARY
In August 2010, the Town of Tillson burg submitted an application to Intake III of the
Ontario Government's Rural Connections Broadband Program (RCBP) for the extension of
a fibre optic network into the Town's Industrial Areas as per the following resolution,
which was passed by Council on August 9, 2010:
No.25
Moved by Deputy Mayor Renaud
Seconded by Councillor Lamb AND RESOLVED THAT Whereas the 2004
Municipal Strategy and the 2008 Economic Development Strategy support
improved broadband infrastructure in the Town of Tillsonburg; and,
WHEREAS providing broadband infrastructure is a priority in retaining and
growing the Town's economic base,
BE IT RESOLVED THAT Council endorse the Tillsonburg Business and Industry
Fiber Optic Expansion Initiative as a project for submission under the Rural
Connections Broadband Program -Intake III and that the Town commit to
securing the remaining two-thirds funding.
"Carried"
CAO
• Existing infrastructure deficiencies that necessitated changes to the technical plan
(lack of detailed information on existing infrastructure, hydro pole loads already at
maximum, etc);
• Delays in engineering design due to insolvency proceedings experienced by a
subcontracting company;
• External and internal staff turnover;
• Changes in fibre technology as the project progressed with significant implications
to pricing power and marketability.
Overall, the single most important issue appears to have been organizational capacity, i.e.
the capacity of each of the respective partners to fulfill their respective responsibilities.
All of the partners are small organizations with limited staff resources and skill sets to
follow up on the myriad of activities and action items required in order to complete a
project of this complexity. Tillsonburg is one of the smallest communities/organizations to
have received funding from the Rural Connections Broadband Program and fibre
installation is inherently more complex than a wireless project.
Another issue that was not anticipated was the significant number of larger companies
that were unable to connect to the new fibre optic due to internal Information technology
policies that limited their ability to change the technology. For example, one company's
policy was that all branch plants had to utilize Tl technology for internal equipment
communications. However, in spite of the fact that the Tl service provided was less than
1 MBPS in terms of speed and was resulting in delays in data transfer, they were not able
to switch to the fibre service offered by the Town. This company had over 300 employees
and a significant demand for higher speed yet they were not able to utilize the service.
The pricing for the various packages was developed based on an extensive review of the
marketplace including both large and small fibre service providers as well as costs for
similar services (DSL, wireless, etc). In addition to this, a survey on willingness to pay by
Tillsonburg businesses was also conducted.
In spite of the extensive research conducted in this regard, it appears that the initial
prices were set too high for many of the small to medium sized businesses in Tillson burg
and this resulted in slow adoption of this new technology. Although able to demonstrate
that the higher price was justified, many companies were turned off by the significant
jump from their current costs and this soured business prospects.
Part of the reason for the disparity is that technology advanced very quickly during the
project, and specifically, from the time of the original customer survey to construction in
late 2011/early 2012 and this resulted in what was reasonable pricing becoming
unreasonable. The team learned that it is important to stay on top of new technologies
and pricing the entire way through a project and adjust quickly as needed to new
marketplace realities.
In hindsight, these challenges can be viewed from the more positive perspective of being
a valuable learning experience. The following items are some of the key experiences
gained through this project:
3
CAO
for existing infrastructure), one-time installation/connection fees from private industry
($285,833), PacketWorks ($247,000 in cash payouts for project purchases), and in-kind
contributions from our partners (PacketWorks at $166,500 and INS Consulting at
$45,000).
FIGURE 1 -PROJECT BUDGET AS SUBMITTED IN APPLICATION
TOt~L PRC)JECT COSTS··. ··.;Eligible
EJ(pense
.. ($) .
1. Consulting Fees $40,000
2. Design Engineering $245,833
3. Infrastructure (existing and new) -vertical real estate, equipment, $962,667
network management software
4. Project Management (max. 10% of eligible costs) $120,000
5. Outreach/Awareness and Public Sector Access (required to allocate 3-$45,000
5% of eligible costs to this component)
6. Aboriginal Consultation $1000
6. Miscellaneous -surety costs, plaque expense $2,000
7. Other $45,000
Total Estimated Eligible Costs $1,461,500
As detailed in report EDO 03-2011 -Broadband Funding Agreement, which was provided
to Council on March 3, 2011, the Town has committed $200,000 in funding towards the
total project budget of $1,461,500 and this amount was included in the approved 2011
and 2013 Capital Budgets.
Claims submitted and final OMAFRA funding
The project claims submitted to OMAF totaled $1,456,108.11, which was $5,391.89 lower
than the total approved amount of $1,461,500. OMAF's contribution was one-third of the
approved project amount as follows:
Budget Actual
Project Costs $1,461,500.00 $1,456,108.11
OMAF Contribution $487,167.00 $473,193.68
As the actual project costs were lower than budgeted, OMAF's corresponding contribution
was also lower. In addition to this, OMAF disallowed some expenses claimed, which will
have to be covered by the municipality.
One of the biggest sources of project revenues was projected to be connection fees from
private industry, which was budgeted at $285,833. This is a Town liability as the Town
was to carry these costs until reimbursed by the connection fee revenues. It was
originally contemplated that the project would be able to secure significant connection
fees from a smaller number of larger users that needed the high speed connectivity.
5
CAO
working under the President's direction to expand the revenue for the project.
PacketWorks is being supported by the Development Commissioner as they reach out to
local businesses and organizations. Collectively, these three representatives are the Sales
Team for the project.
The Sales Team is developing a plan to offer additional services to customers, including
Voice Over Internet Protocol (VOIP) telephone service. A number of the current
customers have also signed up for this service. At this time, it is not known what the
revenue impact of this new service will be to the Town, but it will likely be significant and
staff will provide additional information on this in the future as it could improve the
forecast revenue for the Town.
In spite of the forecast revenue projections, staff are very aware that the project carrying
costs are significant for the Town of Tillson burg. Hence, staff are recommending that the
outstanding amount be funded entirely from the Industrial Land Reserve. The balance of
the industrial land reserve as of December 31, 2012 was $803,731.10 and funding the
remaining fibre project costs of $305,000 from it will reduce the balance to $498,731.10.
It is important to note that the amount over and above the PacketWorks contract amount
of $485,833 will be permanently funded by the Industrial Land Reserve with no potential
for repayment. This amount totals approximately $38,096.
The Industrial Land Reserve is used to fund the interest costs related to the debenture for
land acquisition and project development costs. These costs are $30,359 in 2013 and will
decrease slightly on annual basis due to principal repayments. With the impact of the
remaining fibre project costs, the interest costs can still be funded for an additional 16
years assuming the reserves are not spent on other items in the interim.
If the recommendation contained within DCS Report 13-72 {Investment Support) is
accepted, this will further reduce the balance of the Industrial Land Reserve to
$98,731.10. Even with the reduced funds available in the reserve based on these two
impacts, the interest costs can still be funded for an estimated 3 years. This does not
take into account the forecast revenues from PacketWorks nor potential revenues from
future land sales.
If this course of action is approved, staff will direct all ongoing revenue from the
broadband fibre monthly revenue streams plus any additional revenue into the Industrial
Land Reserve to fund the interest costs as well as a portion of future park development
costs.
ALTERNATIVES
Council could choose to direct staff to fund all of the project costs through debentures:
Staff do not recommend this course of action as this will increase the impact to the
net levy. The recommended course of reduces the impact to the net levy.
7
CAO
\
APPENDIX A -FINAL NETWORK AS CONSTRUCTED
9
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Report Title:
Report No.:
Author:
Meeting Type:
Council Date:
Attachments:
RECOMMENDATION:
STAFF REPORT
FINANCE
Firefighter Association Agreement
FIN 13-35
Ashley Andrews
COUNCIL MEETING
OCTOBER 28, 2013
BY LAW #3761; FIREFIGHTER ASSOCIATION AGREEMENT
THAT Council receive report FIN 13-35, Firefighter Association Agreement;
AND THAT Staff bring forward By Law #3761, Firefighter Association Agreement,
for Council consideration.
EXECUTIVE SUMMARY
The current Tillsonburg Firefighter Association agreement expired December 31, 2011.
The attached By Law and agreement is on Council's agenda for Council's consideration.
FINANCIAL IMPACT /FUNDING SOURCE
N/A
APPROVALS
Author
Name/Signature
Director
Name/Signature
Finance
Name/Signature
ASHLEY ANDREWS
DARRELL EDDINGTON
Date: 10/22/13
Date: 10/22/13
Date:
THE CORPORATION OF THE TOWN OF TILlSONBURG
BY -LAW NUMBER 3761
A BY-LAW TO AUTHORIZE AN AGREEMENT BETWEEN THE CORPORATION OF
THE TOWN OF TILLSONBURG AND THE TILLSONBURG FIREFIGHTER
ASSOCIATION
WHEREAS the Corporation of the Town of Tillson burg deems it necessary and
expedient to enter into an agreement with the Tillsonburg Firefighter Association.
THEREFORE the Council of the Town of Tillson burg enacts as follows:
1. THAT the Agreement attached hereto as Schedule "A" and forming part of this
By-law between the Corporation of the Town of Tillson burg and the Tillson burg
Firefighter Association is hereby approved;
2. THAT the Mayor and Clerk be hereby authorized to execute the attached
agreement marked as Schedule "A" on behalf of the Corporation of the Town of
Tillsonburg.
This By-Law shall come into force and take effect immediately after the final passing
hereof.
READ A FIRST AND SECOND TIME THIS 28th day of October, 2013.
READ A THIRD AND FINAL TIME AND PASSED THIS 28th day of October, 2013.
MAYOR-John Lessif
TOWN CLERK -Donna Wilson
Ti llsonburg Firefighter Association Agreement 2012-2014
MEMORANDUM OF UNDERSTANDING
BETWEEN
The Corporation of the Town ofTillsonburg,
"The Town"
-and-
Tillsonburg Firefighter Association
"The Association"
1 of5
IT IS MUTUALLY UNDERSTOOD THAT, the general purpose ofthis Agreement is to establish and,
maintain collective bargaining relations between the Employer, the Association and the volunteer
firefighters, to maintain satisfactory working conditions, wages and coverage for all volunteer firefighters
subject to this Agreement.
The parties recognize that the provisions contained herein shall be interpreted in accordance with the
Ontario Labor Relations Act, The Ontario Human Rights Code, the Employment Standards Act and the
Workplace Safety and Insurance Act.
IT IS FURTHER UNDERSTOOD THAT this Memorandum of Understanding shall remain in force and
effect until December 31, 2014.
IT WITNESS WHEREOF the said Parties hereto have hereunto set their hands and seals this the 28th day
of October 2013.
TILLSONBURG FIREFIGHTER'S ASSOCIATION
THE CORPORATION OF THE TOWN OF TILLSONBURG
Mayor
C erk
Fire Chief
Tillson burg Firefighter Association Agreement 2012-2014 3 of 5
7. The Corporation shall make an Association payment each year by Feb 28 in accordance with
Appendix "A" to this Agreement. The Association payment amount shall be paid based on the
number of Firefighters as set by the Establishing & Regulating By-Law of the previous year.
8. The Corporation agrees that actively employed Members, from whom no coverage is available at
their regular place of employment, be permitted to enroll in the Corporation's medical and/or dental
insurance policy, on the provision and clear understanding that the cost of such benefits be deducted
from the Member's salary and is not to be paid for nor contributed towards by the Corporation.
9. The Corporation agrees to provide group life insurance, $35,000, and AD&D coverage, $70,000, to
each Member twenty four hours a day. The cost of such insurance shall be paid by the Corporation.
10. The Corporation agrees to provide accident insurance coverage as developed by Volunteer
Firefighter's Insurance Services, Inc. The cost of such insurance coverage shall be paid by the
Corporation in accordance with Appendix "B" to this Agreement.
11. The Corporation agrees to provide each Firefighter with a $100 voucher for foot protection in the
form of steel-toed work boots, with a steel shank to protect the bottom of the foot from puncture
wounds. The boots will be replaced every three (3) years with approval of the Fire Chief or designate.
12. The Corporation agrees to provide each Firefighter with station wear. The style of station wear shall
be agreed upon by the Fire Chief and/ or his/ her designate.
2 collared shirts with proper approved patches.
2 pair of pants.
Full dress uniforms, which will consist of
One (1) dress tunic
One ( 1) dress pant
One (1) dress shirt-blue (long sleeve)
One (1) dress belt
One (1) tie
One (1) Cap
One (1) Badge
One (1) Name tag
One ( 1) Pair of dress shoes
All volunteer firefighters who are or become an Officer shall be issued:
One ( 1) dress shirt -white (long sleeve)
One (1) dress shirt -white (short sleeve)
One (1) light weight jacket
This issued uniform and station wear will be replaced for each Member after every five ( 5) years
beginning March 1, 2014, if requested. The initial such uniform and station wear will be issued to
new Members on completion of a twelve-month probationary period.
13. The term of this Agreement shall be from January 1, 2012 to December 31,2014. This agreement will
be retroactive as set out in Appendix "A" from January 1, 2012.
Tillson burg Firefighter Association Agreement 2012-2014 5 of 5
Honorarium
Increase
Captain
I 51 Class Fire Fighter
2"d Class Fire Fighter
3'd Class Fire Fighter
Probationary Fire
Fighter
Training Pay
Increase
Trainer/Facilitator
Increase
Training Pay/hr*
Probation training
pay/hr*
Association
Payments
2012
1.5%
$7166.66
$6119.66
$5883.88
$5654.57
$4857.62
1.5%
$266.21
$.50
$29.38
$18.46
Appendix "A" to Tillsonburg Fireman's Association Agreement Dated
the 28th day of October 2013.
2013 2014
1.5% 2%
$7,274.16 $7,419.64
$6,211.45 $6,335.68
$5,972.14 $6,091.58
$5,739.39 $5,854.18
$4,930.48 $5,029.09
1.5% 2%
$270.20 $275.60
$.50 $.50
$29.88 $30.38
$18.96 $19.46
$256.08/Firefighter $259.92/Firefighter $265.12/Firefighter
*As supported by the provision of time sheets.
Report Title:
Report No.:
Author:
Meeting Type:
Council Date:
Attachments:
RECOMMENDATION:
STAFF REPORT
FINANCE
Purchasing Policy
FIN 13-37
Darrell Eddington
COUNCIL MEETING
OCTOBER 15, 2013
PURCHASING POLICY
THAT Council receive report FIN 13-37, Purchasing Policy;
AND THAT By-Law 3765, to adopt the Town of Tillsonburg Purchasing Policy, be
brought forward for Council consideration.
EXECUTIVE SUMMARY
Council adopted By-Law 3521, Procurement Policy, on July 11 2011. The attached
Purchasing Policy has been updated to better reflect current purchasing policies. The Policy
has been extensively benchmarked against other municipalities to ensure the Policy reflects
key elements and wording. The Town's lawyer, Miller Thompson, had input into the policy
elements and into the suggested legalize that should be included in bid document templates
that will be used in future Tenders and Request for Proposals.
Key sections added to this Policy include: No Lobbying; Local or Geographical Preference;
Cooperative Purchasing; Green Procurement; Tie Bids; Debriefings; and Complaint
Resolution. And three Appendices have been added: A Process for Debriefing; A Process for
Complaint Resolution; and Chart of Bid Irregularities or Non-Compliance.
The Director would like to thank the Staff Committee that worked very diligently on this
Policy.
FINANCIAL IMPACT /FUNDING SOURCE
N/A
Report Title:
Report No.:
Author:
Meeting Type:
Council Date:
Attachments:
RECOMMENDATION:
STAFF REPORT
OPERATIONS
TRAFFIC AND PARKING BY-LAW AMENDMENT-
OVERNIGHT PARKING
OPS 13-29
Randy Vince, CSR-I Roads Manager
GenoA. Vanhaelewyn, Chief Building Official
COUNCIL MEETING
OCTOBER 28, 2013
-MAP OF PROPOSED PROHIBITED AREAS
-REDLINE BY-LAW CHANGES
-BY-LAW 3768
That Council receive Report OPS 13-29, Traffic and Parking By-Law Amendment -
Overnight Parking.
THAT Council adopt By-Law 3768 to amend By-Law 3701, being a by-law to regulate traffic
and the parking of motor vehicles in the Town of Tillsonburg.
EXECUTIVE SUMMARY
The report summarizes which arterial, collector and downtown streets will be amended by
the overnight parking restriction that was approved by council at their August 12th, 2013
meeting. The resolution amends all Arterial and Collector streets plus the down town core
streets, with signs stating no parking between 2 -6 am between the months of November
15 -March 31 where applicable (see attached bylaws for details).
COMMENTS
As a result of the comments received from the Council meeting on August 12th, 2013
regarding Report OPS 13-20, Overnight Parking is proposed to be restricted only on arterial
and collector roads and the downtown core from 2am to 6am, November 15th to March 31st
as per the following:
PROHIBITED PARKING ON COLLECTOR ROADS
COLUMN! COLUMN2 COLUMN3 COLUMN4 COLUMNS
HIGHWAY SIDE FROM TO TIME OR DAYS
Allen Street Both Glendale Drive Glendale Drive No Parking - 2 am-6 am
Nov.l5-Mar.31
Bell Mill Side Both Town Line Highway#3 No Parking - 2 am-6am
Road Road Nov.l5-Mar.31
Brock Street East South Tillson A venue Maple Lane No Parking - 2 am - 6 am
Nov.15-Mar.31
Cedar Street Both Simcoe Street Town Line Road No Parking - 2 am-6 am
Nov.l5 -Mar.31
Charlotte A venue Both Dereham Drive Concession No Parking - 2 am-6 am
Street West Nov.15-Mar.31
Clear View Drive Both Highway# 3 Bayham Drive No Parking - 2 am-6 am
Nov.l5-Mar.31
Dereham Drive Both Wilson Avenue Sanders Crescent No Parking - 2 am-6am
Nov.15-Mar.31
Fourth Street North Tillson Avenue Lis gar A venue No Parking - 2 am-6 am
Nov.l5-Mar.31
Frances Street North Tillson A venue KaraLane No Parking - 2 am-6 am
Nov.15-Mar.31
Glendale Drive South Hawthorne Parkside Drive No Parking - 2 am-6 am
Street Nov .15-Mar.31
Glendale Drive Both Quarter Poplar Street No Parking - 2 am-6am
Townline Road Nov.l5-Mar.31
Goshen Street Both Simcoe Street Townline Road No Parking - 2 am-6 am
Nov.l5-Mar.31
Hillyndale Road Both Birch Drive Lorriane A venue No Parking - 2 am-6am
Nov.15-Mar.31
Hillyndale Road West Birch Drive Birch Drive No Parking - 2 am-6 am
Nov.15-Mar.31
Hillyndale Road Both Potters Road Birch Drive No Parking - 2 am - 6 am
Nov.l5-Mar.31
Lis gar A venue East Fifth Street First Street No Parking - 2 am-6am
Nov.15-Mar.31
Lorriane A venue Both Hillyndale Potters Road No Parking - 2 am-6 am
Road Nov .15-Mar.31
Maple Lane Both Brock Street Maple Court No Parking - 2 am-6 am
East Nov.15-Mar.31
Maple Lane Both Joseph Street Concession No Parking - 2 am -6am
Street East Nov.l5-Mar.31
Rokeby Side Both Bell Mill Side West Townline No Parking - 2 am-6 am
Road Road Road Nov.15-Mar.31
Rolph Street East Baldwin Street Wolf Street No Parking - 2 am - 6 am
Nov.15-Mar.31
Sanders Crescent Both Dereham Drive Quarter No Parking - 2 am-6 am
Townline Road Nov.15-Mar.31
South Ridge Both South Ridge Quarter No Parking - 2 am - 6 am
Road Road Townline Road Nov.l5-Mar.31
Townline Road Both Vienna Road West Town Line No Parking - 2 am-6 am
Nov.15-Mar.31
Wilson Avenue Both Baldwin Street Dereham Drive No Parking - 2 am - 6 am
Nov.l5-Mar.31
Page 3 I 5 CAO
l Avenue I Broadway I 2 am-6 am
Nov.15 -Mar.31
The locations of the prohibited areas noted above have been identified on a map attached
to this report.
CONSULTATION/COMMUNICATION
Present to council for review and accept the changes pertaining to the bylaw to regulate
traffic and parking of motor vehicles in the Town of Tillson burg.
FINANCIAL IMPACT /FUNDING SOURCE
Funding will come from the 2013 budget 220 roads, signs & markings at a cost of $20,000
of which 5,000 will be funded for the parking budget and will reduce the contribution to
parking reserves. Approximately $3,800 will be over budget for signage materials that will
have to be mitigated from other maintenance areas where possible. The balance of labour
and fleet cost will be funded from the roads budget.
APPROVALS
Author
Name/Signature
Director
Name/Signature
Finance
Name/Signature
Randy Vince CSR-1 Roads
Manager,
GenoA. Vanhaelewyn, CBO
S.T.Lund, P.Eng., PWLF
Darrell Eddington, Director of
Finance
Page 5 I 5
Date: Oct. 21/13
Date: Oct. 21/13
Date: Oct. 22,13
CAO
October 2013
AMENDMENTS
Section 10 of Bylaw 3701-0vemight Parking (Figure 9) (REMOVE)
10. (1) Overnight parking is permitted on all streets in the Town ofTillsonburg duming the period of
April 1st to November 14th except:
(a) On Broadway from Bridge Street to London Street, No Parking 2 am-6 am.
(2) During the period of November 15th to March 31 •t, No Parking 2 am -6am on any street.
I. THAT Section 10 of By-Law 3701 -Overnight Parking (Figure 9)-be amended as follows:
10. (1) Overnight parking is permitted on all streets in the Town ofTillsonburg except:
(a) On Broadway from Bridge Street to London Street, No parking 2 am-6 am.
(b) During the period of November 15th to March 31st, No parking 2 am - 6 am on
Arterial and Collector class roadways and downtown as posted per Schedule 24, 25 and
26.
®
NOV 15 ·MAR a1
2:00AM • 6:00AM
SCHEDULE25
PROHIBITED PARKING ON COLLECTOR ROADS
COLUMN! COLUMN2 COLUMN3 COLUMN4 COLUMNS
HIGHWAY SIDE FROM TO TIME OR DAYS
Allen Street Both Glendale Drive Glendale Drive No Parking - 2 am-6 am
Nov.l5-Mar.31
Bell Mill Side Both Town Line Road Highway#3 No Parking - 2 am-6am
Road Nov.15-Mar.31
Brock Street East South Tillson A venue Maple Lane No Parking - 2 am-6 am
Nov.15-Mar.31
Cedar Street Both Simcoe Street Town Line Road No Parking - 2 am-6 am
Nov.15 -Mar.31
Charlotte Avenue Both Dereham Drive Concession Street No Parking - 2 am - 6 am
West Nov. 15-Mar.31
Clear View Drive Both Highway# 3 Bayham Drive No Parking - 2 am - 6 am
Nov.15-Mar.31
Dereham Drive Both Wilson Avenue Sanders Crescent No Parking - 2 am-6am
Nov.15-Mar.31
Fourth Street North Tillson A venue Lisgar A venue No Parking - 2 am-6 am
Nov.15 -Mar.31
Frances Street North Tillson A venue KaraLane No Parking - 2 am-6 am
Nov.15-Mar.31
Glendale Drive South Hawthorne Street Parkside Drive No Parking - 2 am-6 am
Nov.15-Mar.31
Glendale Drive Both Quarter Townline Poplar Street No Parking - 2 am-6am
Road Nov.15-Mar.31
Goshen Street Both Simcoe Street Townline Road No Parking - 2 am-6 am
Nov.15-Mar.31
Hillyndale Road Both Birch Drive Lorriane A venue No Parking - 2 am -6am
Nov.15-Mar.31
Hillyndale Road West Birch Drive Birch Drive No Parking - 2 am - 6 am
Nov.15-Mar.31
Hillyndale Road Both Potters Road Birch Drive No Parking - 2 am-6 am
Nov.15-Mar.31
Lisgar A venue East Fifth Street First Street No Parking - 2 am-6am
Nov.15-Mar.31
Lorriane A venue Both Hillyndale Road Potters Road No Parking - 2 am-6 am
Nov.15-Mar.31
Maple Lane Both Brock Street East Maple Court No Parking - 2 am-6 am
Nov.15-Mar.31
Maple Lane Both Joseph Street Concession Street No Parking-2 am-6 am
East Nov.15-Mar.31
Rokeby Side Road Both Bell Mill Side West Townline No Parking - 2 am-6 am
Road Road Nov.15-Mar.31
Rolph Street East Baldwin Street Wolf Street No Parking - 2 am-6 am
Nov.15-Mar.31
Sanders Crescent Both Dereham Drive Quarter Townline No Parking - 2 am-6 am
Road Nov.15-Mar.31
South Ridge Road Both South Ridge Quarter Townline No Parking - 2 am-6 am
Road Road Nov.15-Mar.31
Townline Road Both Vienna Road West Town Line No Parking - 2 am-6 am
Nov.15-Mar.31
Wilson A venue Both Baldwin Street Dereham Drive No Parking - 2 am-6 am
-Nov.15-Mar.31
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NO. 3768
A BY-LAW to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles
in the Town ofTillsonburg.
WHERAS it is deemed necessary and expedient to amend By-Law 3701
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town ofTillsonburg as
follows:
1. THAT Section 10 of By-Law 3701-0vernight Parking (Figure 9)-be amended as follows:
10. (I) Overnight parking is permitted on all streets in the Town ofTillsonburg except:
(a) On Broadway from Bridge Street to London Street, No parking 2 am-6 am.,and
(b) During the period ofNovember 15th to March 31st, No parking 2 am-6 am on
Arterial and Collector class roadways and Downtown Core as posted per Schedule 24, 25
and26.
2. THAT Schedule 24 & 25 & 26 of Bylaw 3701-Overnight Parking be added as follows:
SCHEDULE24
PROHIBITED PARKING ON ARTERIAL ROADS
COLUMN I COLUMN2 COLUMN3 COLUMN4 COLUMNS
HIGHWAY SIDE FROM TO TIME OR
DAYS
Baldwin Street South Holland Gate Rolph Street No Parking
2am-6am
Nov.l5-Mar.31
Baldwin Street Both Quarter Holland Gate No Parking
Townline Road 2am-6am
Nov.l5-Mar.31
Bridge Street South Tillson Avenue Queen Street No Parking
2am-6am
Nov.l5-Mar.31
Concession North 105 metres west Demeyere No Parking
Street East ofParkwood Avenue 2am-6am
Nov.l5-Mar.31
Concession South Tillson Avenue Demeyere No Parking
Street East Avenue 2am-6am
Nov.l5-Mar.31
Concession Both Rolph Street West Town No Parking
Street West limits 2am-6am
Nov.l5-Mar.31
John Pound Both Broadway Highway# 3 No Parking
Road 2am-6am
Nov.l5-Mar.31
Newell Road Both Baldwin Street West Limit No Parking
2am-6am
Nov.l5-Mar.31
Newell Road South West Town Bayham Line No Parking
Limit 2am-6am
Nov.l5 -Mar.31
Potters Road West Simcoe Street West Town No Parking
Limit 2am-6am
Nov.l5 -Mar.31
Quarter Both South Ridge Baldwin Street No Parking
Townline Road Road 2am-6am
Nov.l5-Mar.31
Quarter West 50 metres North North Town No Parking
Townline Road of South Ridge Limit 2am-6am
Road Nov.l5 -Mar.31
Lisgar Avenue
Lorriane Avenue
Maple Lane
Maple Lane
RokebySide
Road
Rolph Street
Sanders Crescent
South Ridge
Road
Townline Road
Wilson Avenue
COLUMN 1
HIGHWAY
Baldwin Street
Bidwell Street
Brock Street East
Brock Street
West
Brock Street
West
Bridge Street
West
Bridge Street
East
Harvey Street
East
Both
Both
Both
Both
East
Both
Both
Both
Both
Fifth Street First Street
Hillyndale Road Potters Road
Brock Street East Maple Court
Joseph Street Concession
Street East
Bell Mill Side West Townline
Road Road
Baldwin Street Wolf Street
Dereham Drive Quarter
Townline Road
South Ridge Quarter
Road Townline Road
Vienna Road West Town Line
Baldwin Street Dereham Drive
SCHEDULE 26
DOWNTOWN CORE SNOW REMOVAL
COLUMN2 COLUMN3 COLUMN4
SIDE FROM TO
Both Broadway Rolph Street
West Prospect Street Concession
Street West
Both Lisgar Avenue Broadway
North Bidwell Street Rolph Street
Both Broadway Bidwell Street
South Broadway Bidwell Street
South Queen Street Tillson Avenue
East Brock Street East Ridout Street
East
Nov.l5-Mar.31
No Parking
2am-6am
Nov.I5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov. 15-Mar.Jl
No Parking
2 am-6 am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2 am-6 am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
COLUMNS
TIME OR
DAYS
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2 am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar. 31
No Parking
2am-6am
Nov.l5-Mar.31
No Parking
2am-6am
Nov.l5-Mar.31
Clerk-Donna Wilson
STAFF REPORT
OPERATIONS SERVICES
Title: Municipal Infrastructure Investment Initiative Capital Program
(Mill)
Report No.: OPS 13-27
Author: S.T.Lund, P.Eng., PWLF, Director of Operations
Meeting Type: COUNCIL MEETING
Council/Committee OCTOBER 28, 2013
Date:
Attachments: NONE
RECOMMENDATION
RESOLVE THAT Council receive Report OPS 13-27 Municipal Infrastructure Investment
Initiative Capital Program (Mill).
RESOLVE THAT the Town of Tillson burg affirm the Concession Street East, from Maple
Lane to Demeyere Avenue reconstruction project estimated at $866,008 be
designated for the Municipal Infrastructure Investment Initiative Capital Program.
EXECUTIVE SUMMARY
In October 2013, the Ontario Government announced a new Municipal Infrastructure
Strategy under the Municipal Infrastructure Investment Initiative Capital Program called
"The Small Rural and Northern Infrastructure Fund". The funding program, developed in
consultation with the municipal sector, includes using good asset management planning
techniques to address the infrastructure challenges facing small rural and northern
communities.
The strategy requires municipalities requesting provincial infrastructure funding to
demonstrate how proposed projects fit within their comprehensive asset management
plan. Asset management plans help municipalities make smart planning decisions about
building, operating, maintaining, renewing and replacing infrastructure over the long
term. This will help prioritize needs over wants and help ensure the right investments
are made at the right time.
CAO
The other projects listed could also be considered since they also have significant
deficiencies. It should be noted this is the same project that was submitted previously
and did not receive grant funding as forms a part of the 2014 draft budget.
FINANCIAL IMPACT /FUNDING SOURCE
Based on a successful application, the Town must be prepared to fund the difference
between the approved project amount and the provincial grant subsidy of up to 90% of
the project cost.
APPROVALS
Director
Name/Signature
Finance
Name/Signature
S.T.Lund, P.Eng., PWLF, Director of DATE: 18th Oct. 2013
Operations
D. Eddington, Director of Finance DATE: 18th Oct. 2013
3
CAO
Title:
Report No.:
Author:
Meeting Type:
STAFF REPORT
PARKS AND RECREATION SERVICES
REQUEST FOR TENDER GIBSON HOUSE CONCRETE
WORK
PRS 13-22
KELLY J. BATT
COUNCIL MEETING
Council/Committee OCTOBER 15, 2013
Date:
Attachments: • Ramp Design
• Gibson House Base
RECOMMENDATION
THAT Council receive Report PRS 13-22 Request for Tender Gibson House Concrete
Work; and
THAT Council authorize staff to award the work to Grassmere Construction Ltd. in
the amount of$ 36,915.00 plus HST.
EXECUTIVE SUMMARY
PRS staff issued a tender for concrete work at Gibson House as part of the Lake
Lisgar Revitalization Project. The tender closed at noon on September 27. One
response was received. Staff are recommending the work be awarded to the sole
respondent.
BACKGROUND
One of the components within the Lake Lisgar Revitalization Project was an
accessible entrance to Gibson House and improved access to the dock area. Town
staff were able to create a site plan with grades and an engineer designed the ramp
and footing specifications (attached).
The work includes an accessible cement ramp and metal railings to the front door of
Gibson House, as well as a ramp from the West side of the parking area down to
the dock and a cement section from the sidewalk to the start of the gazebo access
walkway.
This work results in the need to relocate the portable toilet and can collection box
from the East side of Gibson House. The proposed location for the toilet is on the
West side of Gibson house. Discussion about an alternate location or locations for
the can collection box continues with the Camp Committee and the Sea Scout
group.
1/2
PRS 13-22-Gibson House Concrete Work.docx CAO
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES-August 7, 2013
(as approved at the Board of Directors Meeting held October 2, 2013)
Members in attendance: L. Bartlett, D. Beres, R. Chambers, B. Chanyi, M. Columbus, R.
Geysens, E. Ketchabaw, R. Sackrider and D. Travale.
Staff in attendance: C. Evanitski, J. Robertson, J. Maxwell, H. Surette, D. Holmes, B. Hodi,
B. Bravener, K. Brown and D. Mclachlan
Special Guests: T. Haskett, LBMMC Chair; Leighton and Betty Brown Scholarship
Recipients and their families
Hearing attendees-T. Cline, LL.B QC; R. G. Inglis, LL.B, Mr. & Mrs. P. Smith
Regrets: C. Grice
The LPRCA Chair called the meeting to order at 7:00pm Wednesday, August ih, 2013 in
the Backus Heritage Education Centre Boardroom.
ADDITIONAL AGENDA ITEMS
None
DISCLOSURES OF INTEREST
None
PRESENTATION: LEIGHTON AND BETTY BROWN SCHOLARSHIP RECIPIENTS
Lee Brown Marsh Management Committee (LBMMC) Chair, T. Haskett gave a brief history
of the Scholarship noting that it was established in 2006 through donations from hunting
patrons to honour the former Marsh Manager and his wife. The first scholarships were
awarded in 2007 and since that time 15 young watershed residents have each received
$1 ,000 to support their post secondary education in a conservation or environmental
related course of study. Chair Haskett introduced this year's scholarship recipients, Emily
Priester, Hannah Vanderpost, and Michael Kungl who expressed their gratitude to the
Committee and Board in helping with their education. Emily will be attending the University
of Guelph in the Plant Sciences program and hopes to become a botanist. Hannah will
also be attending the University of Guelph majoring in Environmental Science. Mike will be
attending Sir Sanford Fleming College in the Fish and Wildlife Technician Program.
MINUTES OF PREVIOUS MEETINGS
MOTION A-123/13 moved: D, Travale seconded: D. Beres
THAT the minutes of the LPRCA Board of Directors regular meeting held June 5th, 2013
be adopted as circulated.
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
- 1 -
DEVELOPMENT APPLICATIONS
a) Hearing re: Paul and Marlene Smith
The Chair gave his opening remarks and reviewed the guidelines and process to be
followed for this hearing.
H. Surette, Manager of Watershed Services reviewed the Ontario Regulation (0. Reg)
178/06 under Section 28 of the Conservation Authorities Act. She then reviewed the
subject property in relation to the regulation and noted the reasons for refusal.
There were no questions from the applicant. H. Surette responded to questions from
the Board.
T~e applicant's legal council, T. Cline, presented the applicant's position in the matter.
There were no questions from LPRCA staff or their counsel. Mr. Cline responded to
questions from the Board.
MOTION A-128/13 moved by: B. Chanyi seconded: D. Beres
That the LPRCA Board of Directors does now enter into an "In Camera" session to
discuss:
D a matter in respect of which a Conservation Authority may hold a closed meeting
under another Act.
CARRIED
MOTION A-129/13 moved by: D. Beres seconded: B. Chanyi
That the LPRCA Board of Directors does now adjourn from the "In Camera" session.
CARRIED
MOTION A-130/13 moved by: D. Travale seconded: D. Beres
That the LPRCA Board of Directors deny the permit application submitted by Mr. Paul
Smith and Mrs. Marlene Smith dated January 14th, 2013-to develop seasonal cottages
on four proposed lots within Block A, Registered Plan 429, Long Point (former South
Walsingham), Norfolk County, Ontario.
FULL AUTHORITY COMMITIEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-3-
CARRIED
11 am on Friday, August 23rd, the ALUS Tour is scheduled for Wednesday, Au~ust 281h
and the Memorial Forest Dedication Service will occur Sunday, September 151 •
MOTION A-133/13 moved: R. Sackrider seconded: D. Travale
THAT the LPRCA Board of Directors receives the August/September Calendar Review
Report as information.
CARRIED
b) GENERAL MANAGER'S REPORT
The GM stated that his time over the past two months has focused on planning issues.
As part of the ongoing trend to work with various municipal partners and neighbouring
CAs for expertise and to create efficiencies, LPRCA staff toured Long Point with staff
from GRCA to review development issues.
The Tarcza Barn demolition has been completed and R. Sackrider reported that the
material has been recycled into a new two-storey barn.
MOTION A-134/13 moved: B. Chanyi seconded: L. Bartlett
THAT the LPRCA Board of Directors receives the General Manager's Report for June
and July 2013 as information.
CARRIED
c) 2013 LPRCA WATERSHED TOUR
The annual LPRCA Watershed will be held on August 23, via boat travelling on Lake
Erie from Port Dover to Turkey Point. While on board, guests will be updated on
shoreline issues by staff and local experts. Members were advised to RSVP quickly as
only 48 seats are available.
MOTION A-135/13 moved: D. Beres seconded: L. Bartlett
THAT the LPRCA Board of Directors receives the 2013 Watershed Tour Report as
information.
CARRIED
d) A.D. LATORNELL CONFERENCE REGISTRATION
The Annual A.D. Latornell conference is growing in size. Originally the conference was
attended by approximately 200 people; however, in recent years that number has
grown to over 1 ,000. LPRCA has budgeted for 3 staff and 2 board members to attend
the 2013 conference.
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-5-
MOTION A-139/13 moved: D. Beres seconded: B. Chan0
THAT the LPRCA Board of Directors receives the Draft Strategic Plan Report Update
for information.
CARRIED
h) ECOLOGICAL INVENTORIES 2013/2014
This year Mr. B. Draper has been asked to focus more on protected species rather than
provincially rare species. The properties include the Landen Tract, half of the Fisher's
Glen Tract and Backus.
MOTION A-140/13 moved by: L. Bartlett seconded: B. Chanyi
THAT the LPRCA Board of Directors retains Bill Draper of EcoP/ans Limited to conduct
ecological inventories of three identified Conservation Authority properties for a total
submitted bid of $11,470, which includes all applicable taxes and disbursements, as
part of the 2013/2014 Forest Management Operating Plan ..
CARRIED
MOTION A-141/13 moved by: D. Beres seconded: B. Chanyi
That the LPRCA Board of Directors does now enter into an "In Camera" session to
discuss:
D personal matters about an identifiable individual, including Conservation Authority
employees;
D a proposed or pending acquisition or disposition of land by the Conservation
Authority;
D litigation or potentia/litigation, including matters affecting the Conservation Authority.
CARRIED
MOTION A-142/13 moved by: R. Sackrider seconded: D. Travale
That the LPRCA Board of Directors does now adjourn from the "In Camera" session.
CARRIED
MOTION A-143/13 moved by: B. Chanyi seconded: D. Beres
THAT the LPRCA Board of Directors receives the verbal report regarding Hay Creek as
information.
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-7-
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES· June 51h, 2013
(as approved at the Board Meeting held August 7, 2013)
Members in attendance: L. Bartlett, D. Beres, R. Chambers, B. Chanyi, M. Columbus, C.
Grice, E. Ketchabaw, R. Sackrider and D. Travale.
Staff in attendance: C. Evanitski, J. Robertson, J. Maxwell, H. Surette, D. Holmes, P.
Schira and D. Mclachlan
Regrets: R. Geysens
The lPRCA Chair called the meeting to order at 6:30pm Wednesday, June 51h, 2013 in
the Tillsonburg Boardroom.
ADDITIONAL AGENDA ITEMS
MOTION A-101/13 moved: D. Beres seconded: B. Chanyi
THAT the LPRCA Board of Directors add "Legal Matter Regarding Potential Litigation"
under In-Camera to the June ffh, 2013 agenda.
CARRIED
DISCLOSURES OF INTEREST
None
DEPUTATIONS
None
PRESENTATION: LPRCA SERVICE AWARD RECOGNITION
The following staff was recognized and thanked for their service and dedication to lPRCA.
Robin DeCioet, Heritage Programmer/Curator; Ejay lai, GIS Technician/IT Specialist;
Dana Mclachlan, Administrative Assistant; Barry Norman, Field Staff; and Peter Schira,
Waterford North CA Supervisor were each recognized for five years of service. Bob
Dewdney, Field Staff was commended for 25 years of service with lPRCA.
MINUTES OF PREVIOUS MEETINGS
MOTION A-102/13 moved: R. Sackrider seconded: D. Beres
THAT the minutes of the LPRCA Board of Directors regular meeting held May 15t, 2013
be adopted as circulated.
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-1 -
CARRIED
DEVELOPMENT APPLICATIONS
a) Staff Approved applications -May, 2013
Staff approved twenty applications this past month: NC-21 /13, NC-22/13, NC-23/13,
NC-24/13, HC-23/13-1, TIL-1/13-1, BA-6/13-1, NC-25/13, NC-26/13, NC-27/13, NC-
28/13-1, NC-29/13, NC-30/13, NC-31 /13, NC-32/13, NC-33/13, NC-34/13, HC-
39/13, NC-35/13, NC-40/13. H. Surette clarified the permitted items in response to
questions from the Board.
MOTION A-107/13 moved: M. Columbus seconded: D. Beres
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report as information.
CARRIED
b) New Applications
The Planning Department sought approval for a total of five applications. In
response to questions, H. Surette stated that works started prior to LPRCA
permission were subject to double the fee for the 1 51 offence. All fees will be
reviewed for the 2014 budget.
MOTION A-1 08/13 moved: L. Bartlett seconded: R. Sackrider
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of this report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
NC-36/13
NC-41/13
BU-2/13
NC-43/13
NC-49/13
B. That the designated officers of LPRCA be authorized to complete the approval
process for these Development Applications, as far as it relates to LPRCA 's
mandate and related Regulations.
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-3-
CARRIED
MOTION A-111/13 moved: M. Columbus seconded: L. Bartlett
THAT the LPRCA Board of Directors endorses the staff report regarding the LPRCA
Head Office -Naturalization Demonstration Project.
CARRIED
d) SHORELINE MANAGEMENT PLAN PROPOSAL
Staff has been working with Kettle Creek Conservation Authority to research
efficiencies of scale between the two organizations. The main project to come out of
this process was a joint approach to update their respective Shoreline Management
Plans. Since the initial discussions, Catfish Creek Conservation Authority and Lower
Thames River Conservation Authority have requested to join the collaborative to
implement a Shoreline Management Plan within the County of Elgin in 2014. An RFP
would be issued by the entire group to hire a consultant on the project.
Environment Canada is working with the group to provide flood modeling and help with
securing funding for the project.
The Norfolk County Shoreline Management plan is scheduled to be implemented some
time in 2013.
MOTION A-112/13 moved by: L. Bartlett seconded: R. Sackrider
THAT the LPRCA Board of Directors approves the recommendation from the Lake Erie
Basin Shoreline Management Collaborative to move forward on securing partnership
funding and support to implement the proposed Joint Shoreline Management Plan as
per the staff report of May 2lh, 2013.
CARRIED
e) 2013 CHRISTMAS SCHEDULE
As in past years, the office will be closed between Christmas and New Year's Day.
Staff will be required to use two vacation days or take unpaid leave. Some staff
members will be on call for emergencies during that time.
MOTION A-113/13 moved: R. Sackrider seconded: D. Travale
That the LPRCA Board of Directors closes operations (except for emergency response)
from December 25113 to January 1/14 inclusive,
AND that staff working at that time be granted one complimentary day off with pay;
AND that staff be required to utilize two (2) 2013 vacation days during the closure
period or take unpaid leave -along with three statutory holidays.
FULL AUTHORITY COMMIITEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-5-
CARRIED
h) LPRCA WEBSITE UPDATE
The Community Relations Supervisor reviewed work completed on the new website and
outlined what was yet to be done. Phase 2 will include social media. The expected
launch date is June 261h.
MOTION A-116/13 moved by: R. Chambers seconded: B. Chanyi
THAT the LPRCA Board of Directors receives the Community Relations Supervisor's
verbal report regarding the LPRCA Website Update as information.
CARRIED
MOTION A-117/13 moved by: R. Chambers seconded: B. Chanyi
That the LPRCA Board of Directors does now enter into an "In Camera" session to
discuss:
D a proposed or pending acquisition or disposition of land by the Conservation
Authority;
D litigation or potentia/litigation, including matters affecting the Conservation Authority.
CARRIED
MOTION A-118/13 moved by: R. Chambers seconded: B. Chanyi
That the LPRCA Board of Directors does now adjourn from the "In Camera" session.
CARRIED
MOTION A-119/13 moved by: D. Travale seconded: M. Columbus
THAT the LPRCA Board of Directors receives the verbal report regarding a legal
matter/settlement conference of May 21, 2013 as information.
The Chairman adjourned the meeting at 9:20pm.
Ed Ketchabaw
Vice Chairman
Dana Mclachlan
Administrative Assistant
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Robert Chambers, Betty Chanyi, Michael Columbus
Roger Geysens, Craig Grice, Ed Ketchabaw, Ron Sackrider, Dennis Travale
-7-
CARRIED
Public Health & Emergency Services
410 Buller Street, Woodstock Ontario N4S 4N2
Phone: 519-539-9800 • Fax: 519-539-6206
Web site: www. oxfordcounty.calhealth
October 23, 2013
Town of Tillson burg
200 Broadway Street
Tillsonburg ON N4G 5A7
Dear Sir or Madame:
Oxford County Public Health & Emergency Services would like to utilize the Lions Auditorium at
the Tillson burg Community Centre on October 22, October 29, and November 12, 2013 for the
Community Influenza Clinic. This clinic will offer the residents of Tillson burg and surrounding
area an opportunity to receive their annual flu vaccination. Please consider waiving the fee
associated with the Auditorium rental since Oxford County Public Health is using the facility to
promote the wellbeing of those who work or live in Oxford County.
Thank you for your consideration of this request. Feel free to contact me if you have any
questions or concerns.
Sincerely,
Joanne Andrews, RN BScN
Program Supervisor, Health Protection
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY -LAW NO. 3768
A BY-LAW to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles
in the Town ofTillsonburg.
WHERAS it is deemed necessary and expedient to amend By-Law 3701
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town ofTillsonburg as
follows:
1. THAT Section 10 ofBy-Law 3701-0vernight Parking (Figure 9)-be amended as follows:
10. (1) Overnight parking is permitted on all streets in the Town ofTillsonburg except:
(a) On Broadway from Bridge Street to London Street, No parking 2 am-6 am.,and
(b) During the period ofNovember 15th to March 31st, No parking 2 am-6 am on
Arterial and Collector class roadways and Downtown Core as posted per Schedule 24, 25
and 26.
2. THAT Schedule 24 & 25 & 26 of Bylaw 3701 -Overnight Parking be added as follows:
SCHEDULE24
PROHIBITED PARKING ON ARTERIAL ROADS
COLUMN I COLUMN2 COLUMN3 COLUMN4 COLUMNS
HIGHWAY SIDE FROM TO TIME OR
DAYS
Baldwin Street South Holland Gate Rolph Street No Parking
2am-6am
Nov.l5-Mar. 31
Baldwin Street Both Quarter Holland Gate No Parking
Townline Road 2am-6am
Nov.l5-Mar.31
Bridge Street South Tillson Avenue Queen Street No Parking
2 am-6 am
Nov.l5-Mar.31
Concession North 105 metres west Demeyere No Parking
Street East ofParkwood Avenue 2am-6am
Nov.l5-Mar.31
Concession South Tillson Avenue Demeyere No Parking
Street East Avenue 2am-6am
Nov.l5-Mar.31
Concession Both Rolph Street West Town No Parking
Street West limits 2am-6am
Nov.l5-Mar.31
John Pound Both Broadway Highway# 3 No Parking
Road 2am-6am
Nov.l5-Mar.31
Newell Road Both Baldwin Street West Limit No Parking
2am-6am
Nov.l5-Mar.31
Newell Road South West Town BayhamLine No Parking
Limit 2am-6am
Nov.l5 -Mar.31
Potters Road West Simcoe Street West Town No Parking
Limit 2am-6am
Nov.l5 -Mar.31
Quarter Both South Ridge Baldwin Street No Parking
Townline Road Road 2am-6am
Nov.l5-Mar.31
Quarter West 50 metres North North Town No Parking
Townline Road of South Ridge Limit 2am-6am
Road Nov.l5 -Mar.31
Lisgar Avenue
Lorriane Avenue
Maple Lane
Maple Lane
RokebySide
Road
Rolph Street
Sanders Crescent
South Ridge
Road
Townline Road
Wilson Avenue
COLUMN!
HIGHWAY
Baldwin Street
Bidwell Street
Brock Street East
Brock Street
West
Brock Street
West
Bridge Street
West
Bridge Street
East
Harvey Street
East
Both
Both
Both
Both
East
Both
Both
Both
Both
Fifth Street First Street
Hillyndale Road Potters Road
Brock Street East Maple Court
Joseph Street Concession
Street East
Bell Mill Side West Townline
Road Road
Baldwin Street Wolf Street
Dereham Drive Quarter
Townline Road
South Ridge Quarter
Road Townline Road
Vienna Road West Town Line
Baldwin Street Dereham Drive
SCHEDULE 26
DOWNTOWN CORE SNOW REMOVAL
COLUMN2 COLUMN3 COLUMN4
SIDE FROM TO
Both Broadway Rolph Street
West Prospect Street Concession
Street West
Both Lisgar Avenue Broadway
North Bidwell Street Rolph Street
Both Broadway Bidwell Street
South Broadway Bidwell Street
South Queen Street Tillson Avenue
East Brock Street East Ridout Street
East
Nov.15-Mar. 31
No Parking
2 am-6am
Nov.15-Mar. 31
No Parking
2 am-6 am
Nov.15-Mar. 31
No Parking
2am-6am
Nov. 15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2 am-6 am
Nov.15-Mar. 31
COLUMNS
TIME OR
DAYS
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2 am-6am
Nov.15-Mar. 31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
No Parking
2am-6am
Nov.15-Mar.31
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 3769
BEING A BY-LAW to adopt the Town ofTillsonburg Flag Policy.
WHEREAS Section 270(1) of the Municipal Act, 2001 states that a municipality shall adopt and
maintain policies with respect to the manner in which the municipality will try to ensure that it is
accountable to the public for its actions, and the manner in which the municipality will try to ensure
that its actions are transparent to the public.
AND WHEREAS the Council of the Corporation of the Town of Tillsonburg is desirous of adopting
the Tillson burg Flag Policy.
THEREFORE the Council of the Town ofTillsonburg enacts as follows:
1. THAT the Town of Tillsonburg Flag Policy attached hereto as "Schedule A" is hereby adopted and
forms part ofthis by-law.
2. AND THAT this by-law comes into force and effect upon passing.
READ A FIRST AND SECOND TIME THIS 28th DAY OF OCTOBER, 2013.
READ A THIRD AND FINAL TIME AND PASSED THIS 281h DAY OF OCTOBER, 2013.
MAYOR -John Lessif
TOWN CLERK-Donna Wilson
\
I THE CORPORATION OF THE TOWN OF TILLSONBURG
APPROVAL DATE:
SCHEDULES
ADMINISTRATIVE POLICY
TILLSONBURG FLAG POLICY
REVISION DATE:
Schedule A-Town of
Tillsonburg Flag Locations
A. Policy Statement
Page 1 of6
There is a need to provide the Town of Tillsonburg with a clear set of guidelines on the
procedures of flying and half-masting flags.
B. Purpose
This policy will establish clear guidelines to govern the raising, displaying, and half-
masting of flags at the Town of Tillsonburg properties and buildings to ensure The
Town's practices are exercised in a consistent and appropriate manner.
C. Scope
This policy applies to all flags flown by the Town of Tillson burg.
D. General
This policy shall be administered by the Clerk's Department.
This policy shall be referred to as the "Tillsonburg Flag Policy".
This policy comes into force and effect on the date adopted.
E. Authority
The authority for the Tillsonburg Flag Policy shall be by the approval of the Council of
the Town of Tillsonburg.
THE CORPORATION OF THE TOWN OF TILLSONBURG
ADMINISTRATIVE POLICY
TILLSONBURG FLAG POLICY
APPROVAL DATE:
SCHEDULES
2. Flags at Half-mast
REVISION DATE:
Schedule A-Town of
Tillsonburg Flag Locations
Page 3 of6
2.1. All flags maintained by the Town ofTillsonburg, capable of being lowered, will
be flown at half-mast as a sign of mourning. Schedule A, attached, lists all flags
maintained by the Town.
2.2. On occasions requiring a flag be flown at half-mast, all flags flown together
should also be flown at half-mast.
2.3. Flags will be flown at half-mast when the Town has been notified upon the death
of:
• The Sovereign, or a member of the Royal Family;
• The Governor General, or a former governor general;
• The Prime Minister, or a former prime minister;
• The Lieutenant Governor of Ontario or the Premier of Ontario;
• A local Member of Federal or Provincial Parliament;
• The Mayor, or a former Mayor of Tillsonburg;
• A Member of Town Council or a former member of Town Council;
• A member of Canadian Forces from the Town of Tillson burg (born in the Town
of Tillsonburg, or has made the Town of Tillsonburg a home);
• An Emergency Medical Services (EMS) worker in the Province of Ontario, fallen
in the line of duty
2.4. Upon notice of the death of any Firefighter in the Province of Ontario, fallen in
the line of duty, the flags at the Fire Hall shall be flown at half-mast.
2.5. Each Remembrance Day, November 11th, the flags at the Cenotaph will be half-
mast at 11 :OOam, or according to the prescribed order of service.
2.6. Flags may also be flown at half-mast as a result of a significant event or
circumstance. Should such an occasion arise, the Town Clerk (or designate) will
consult with the Mayor and the CAO. A joint decision will be made by the CAO
and the Mayor as to whether any flags at Town facilities should be flown at half-
mast, and if so, the extent and duration.
THE CORPORATION OF THE TOWN OF TILLSONBURG
APPROVAL DATE:
SCHEDULES
ADMINISTRATIVE POLICY
TILLSONBURG FLAG POLICY
REVISION DATE:
Schedule A-Town of
Tillsonburg Flag Locations
3.4. Requests shall not be approved:
• For political parties or political organizations;
• For religious organizations or the celebration of religious events;
• If the intent is contrary to Municipal policies or by-laws;
• If the intent is to defame the integrity of Council;
Page 5 of6
TilE CORPORATION OF TilE TOWN OF TH.,I.SONBURG
BY-LAW NUMBER 3761
A BY-LAW TO AUTHORIZE AN AGREEMENT BETWEEN THE CORPORATION OF
THE TOWN OF TILLSONBURG AND THE TILLSON BURG FIREFIGHTER
ASSOCIATION
WHEREAS the Corporation of the Town of Tillsonburg deems it necessary and
expedient to enter into an agreement with the Tillsonburg Firefighter Association.
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT the Agreement attached hereto as Schedule "A" and forming part of this
By-law between the Corporation of the Town of Tillson burg and the Tillson burg
Firefighter Association is hereby approved;
2. THAT the Mayor and Clerk be hereby authorized to execute the attached
agreement marked as Schedule "A" on behalf of the Corporation of the Town of
Tillsonburg.
This By-Law shall come into force and take effect immediately after the final passing
hereof.
READ A FIRST AND SECOND TIME THIS 28th day of October, 2013.
READ A THIRD AND FINAL TIME AND PASSED THIS 28th day of October, 2013.
MAYOR-John Lessif
TOWN CLERK -Donna Wilson
Tillson burg Firefighter Association Agreement 2012-2014
MEMORANDUM OF UNDERSTANDING
BETWEEN
The Corporation of the Town ofTillsonburg,
"The Town"
-and-
Tillsonburg Firefighter Association
"The Association"
I of 5
IT IS MUTUALLY UNDERSTOOD THAT, the general purpose ofthis Agreement is to establish and,
maintain collective bargaining relations between the Employer, the Association and the volunteer
firefighters, to maintain satisfactory working conditions, wages and coverage for all volunteer firefighters
subject to this Agreement.
The parties recognize that the provisions contained herein shall be interpreted in accordance with the
Ontario Labor Relations Act, The Ontario Human Rights Code, the Employment Standards Act and the
Workplace Safety and Insurance Act.
IT IS FURTHER UNDERSTOOD THAT this Memorandum of Understanding shall remain in force and
effect until December 31, 2014.
IT WITNESS WHEREOF the said Parties hereto have hereunto set their hands and seals this the 28th day
of October 2013.
TILLSONBURG FIREFIGHTER'S ASSOCIATION
THE CORPORATION OF THE TOWN OF TILLSONBURG
Mayor
Cler
Fire Chief
Ti llsonburg Firefighter Association Agreement 2012-2014 3 of 5
7. The Corporation shall make an Association payment each year by Feb 28 in accordance with
Appendix "A" to this Agreement. The Association payment amount shall be paid based on the
number of Firefighters as set by the Establishing & Regulating By-Law of the previous year.
8. The Corporation agrees that actively employed Members, from whom no coverage is available at
their regular place of employment, be permitted to enroll in the Corporation's medical and/or dental
insurance policy, on the provision and clear understanding that the cost of such benefits be deducted
from the Member's salary and is not to be paid for nor contributed towards by the Corporation.
9. The Corporation agrees to provide group life insurance, $35,000, and AD&D coverage, $70,000, to
each Member twenty four hours a day. The cost of such insurance shall be paid by the Corporation.
10. The Corporation agrees to provide accident insurance coverage as developed by Volunteer
Firefighter's Insurance Services, Inc. The cost of such insurance coverage shall be paid by the
Corporation in accordance with Appendix "B" to this Agreement.
11. The Corporation agrees to provide each Firefighter with a $100 voucher for foot protection in the
form of steel-toed work boots, with a steel shank to protect the bottom of the foot from puncture'
wounds. The boots will be replaced every three (3) years with approval of the Fire Chief or designate.
12. The Corporation agrees to provide each Firefighter with station wear. The style of station wear shall
be agreed upon by the Fire Chief and/ or his/ her designate.
2 collared shirts with proper approved patches.
2 pair of pants.
Full dress uniforms, which will consist of
One (1) dress tunic
One (1) dress pant
One (1) dress shirt~ blue (long sleeve)
One (1) dress belt
One (1) tie
One (1) Cap
One (1) Badge
One (1) Name tag
One (1) Pair of dress shoes
All volunteer firefighters who are or become an Officer shall be issued:
One ( 1) dress shirt -white (long sleeve)
One (1) dress shirt-white (short sleeve)
One (1) light weight jacket
This issued uniform and station wear will be replaced for each Member after every five ( 5) years
beginning March 1, 2014, if requested. The initial such uniform and station wear will be issued to
new Members on completion of a twelve-month probationary period.
13. The term of this Agreement shall be from January 1, 2012 to December 31, 2014. This agreement will
be retroactive as set out in Appendix "A" from January 1, 2012.
Tillson burg Firefighter Association Agreement 2012-2014 5 of 5
Honorarium
Increase
Captain
I 51 Class Fire Fighter
2"d Class Fire Fighter
3'd Class Fire Fighter
Probationary Fire
Fighter
Training Pay
Increase
Trainer IF acilitator
Increase
Training Pay/hr*
Probation training
pay/hr*
Association
Payments
2012
1.5%
$7166.66
$6119.66
$5883.88
$5654.57
$4857.62
1.5%
$266.21
$.50
$29.38
$18.46
Appendix "A" to Tillsonburg Fireman's Association Agreement Dated
the 28th day of October 2013.
2013 2014
1.5% 2%
$7,274.16 $7,419.64
$6,211.45 $6,335.68
$5,972.14 $6,091.58
$5,739.39 $5,854.18
$4,930.48 $5,029.09
1.5% 2%
$270.20 $275.60
$.50 $.50
$29.88 $30.38
$18.96 $19.46
$256.08/Firefighter $259.92/Firefighter $265.12/Firefighter
* As supported by the provision of time sheets.
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NO. 3765
A BY -LAW to adopt the Town ofTillsonburg Purchasing Policy.
WHEREAS Section 270(1) of the Municipal Act. 2001 states that a municipality shall adopt
and maintain policies with respect to its procurement of goods and services and such policies
will be adopted to ensure that it is accountable to the public for its actions, and shall be the
manner in which the municipality will try to ensure that its actions are transparent to the
public.
AND WHEREAS The Council of the Corporation of the Town ofTillsonburg deems it
expedient and necessary to repeal By-Law 3521 Procurement Policy, enacted July ll, 2011;
WHEREAS the Council of the Corporation of the Town ofTillsonburg is desirous of adopting
the Tillson burg Purchasing Policy.
THEREFORE the Council of the Town ofTillsonburg enacts as follows:
l. THAT the Town ofTillsonburg Purchasing Policy attached hereto as "Schedule A" is hereby
adopted and forms part of this by-law.
2. AND THAT By-Law 3521, Procurement Policy, be and is hereby repealed in its entirety.
3. AND THAT this by-law comes into full force and effect on the day of passing.
Read a First and Second Time this 15th day of October, 2013.
Read a Third and Final Time and passed this 28th day of October, 2013.
Mayor-John Lessif
Town Clerk-Donna Wilson
THE CORPORATION OF THE TOWN OF TILLSON BURG
APPOVAL DATE:
APPENDICES:
PURCHASING POLICY
REVISION DATE:
10/28/2013
Appendix "A"-Process for Debriefings
Appendix "B" -Complaint Resolution
A endix "C" -Bid lrre ularities
TABLE OF CONTENTS
Page 1 of 16
1.0 DEFINITIONS ................................................................................................................. 3
2.0 POLICY STATEMENT .................................................................................................... 5
3.0 ESTABLISHING PRICE RANGE. ................................................................................... 6
4.0 ACCOUNTABILITY ......................................................................................................... ?
5.0 PRESCRIBED COUNCIL APPROVAL ........................................................................... ?
6.0 EXCEPTIONS ................................................................................................................. ?
7.0 NO LOBBYING ............................................................................................. 8
8.0 LOCAL OR GEOGRAPHICAL PREFERENCE ................................................... 8
9.0 ACCESSIBILITY CRITERIA. ........................................................................... 8
10.0 HEALTH AND SAFETY .................................................................................. 8
11.0 CO-OPERATIVE PURCHASING ..................................................................... 9
12.0 GREEN PROCUREMENT ............................................................................................. 9
13.0 DISPOSAL OF SURPLUS ............................................................................................. 9
14.0 TIE BIDS ........................................................................................................................ 9
Page 1
BY-LAW No. 3765
OF THE
CORPORATION OF THE TOWN OF TILLSONBURG
A BY-LAW TO PROVIDE FOR THE PURCHASE OF GOODS AND SERVICES
NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSON BURG
HEREBY ENACTS AS FOLLOWS:
1.0 DEFINITIONS
In this By-Law:
a) "Bid" shall mean (i) a specific price for specific works or (ii) where appropriate, a
proposal;
b) "Buyer(s)" designated employee(s) responsible for the procurement of goods and
services for the Town of Tillsonburg; individual(s) responsible for ensuring that the
purchasing by-law, policies and procedures are consistently applied in the Corporation
and who serves as a resource to Departments in support of the purchasing function.
c) "CAO" shall mean the Chief Administrative Officer of the Town of Tillson burg; and
d) "Clerk" shall mean the Clerk of the Town of Tillson burg appointed pursuant to then
applicable governing municipal act, or in her absence, the Deputy-Clerk or such other
person designated by the Council by resolution for the purposes of this By-law;
e) "Contract" shall mean a written agreement authorized or ratified by the appropriate
authority and executed by the appropriate authority;
f) "Department Manager" refers to the individual or designate who is accountable for the
budget and responsible for the operations of any single department or division within
the Town;
g) "Director" refers to the individual accountable for the operation of overall departments
within the Town;
h) "Emergency" shall mean a situation, or the threat of an impending situation, where
serious delay may affect the life, safety, health or welfare of the general public, cause
damage to the environment or to the property of the residents of the Town, or to
Page3
2.0 POLICY STATEMENT
2.1 Objectives
a) The objective of this procurement policy is to outline the policy for the municipality to
ensure that all purchases of materials, supplies and services provide the best value
consistent with the required quality and service.
b) The guiding principle is that all procurement decisions will be made using a
competitive process that is open, transparent and equitable.
c) This procurement policy will promote and maintain the integrity of the purchasing
process by providing clear direction and accountabilities for Council, vendors and staff
involved in this process.
2.2 Guidelines
a) No expenditure, purchase or commitment shall be incurred or made, and no account
shall be paid by the Town for Goods and Services, except as provided in this By-Law
or otherwise approved by Council, provided that Council's decisions shall be
consistent with all applicable procurement laws, including the provisions of this By-
Law.
b) Council has the ultimate authority for all expenditures. Council delegates this authority
by the authorization of budgets or by specific resolution. Finance cannot pay for an
item that has not been authorized by Council through budget appropriation or specific
resolution.
c) Prior to the approval of the current year's business plan and budget, a department
may incur normal operating expenditures that are required to maintain services. This
shall include the payment of expenditures on previously approved capital items and
projects.
d) No contract shall be entered into and no expenditure shall be authorized or incurred
unless Council has provided funds for such purpose in the annual budget or agreed to
the provision of such funds.
e) The Department Managers, Directors, Fire Chief or the CAO shall ensure that all
provisions of this By-Law are complied with in respect of the purchase of Goods and
Services for or on behalf of his department and are responsible for the approval of
accounts within the approved budget for the department. Approval is authorized
through the signature on the original invoice.
f) Where an unsolicited proposal is received by anyone within the Municipality, whether
elected or non-elected, the Town shall not be bound by any quotations or proposals.
g) This purchasing policy may be overridden by Council if Council, in its' own discretion
determines it to be appropriate and in the best interest of the Town.
Page 5
4.0 ACCOUNTABILITY
The CAO shall maintain accountability on behalf of Council during the procurement process.
Informal contact with staff or Council members not specified as official contacts in the
Bid/Request for Proposal documents shall be considered unethical and may threaten the
validity of that suppliers' bid or even the process as a whole.
No purchase of Goods and Services shall be made by the Town and paid for by the Town for
the personal use of elected or appointed officials or employees of the Town unless the
purchase has been approved by the Chief Administrative Officer of the Town.
No Goods and Services shall be purchased from an employee of the Town, or from any
associate of such employee, unless the extent of the interest of such employee has been fully
disclosed and the purchase has been approved by the Chief Administrative Officer of the
Town.
5.0 PRESCRIBED COUNCIL APPROVAL
5.1 The following contract awards shall be subject to Council approval:
5.1.1 any contract prescribed by statute to be made by Council;
5.1.2 any contract that requires debt financing;
5.1.3 any contract where this by-law is being waived;
5.1.4 any contract where Council has expressly directed staff to report prior to an
award;
5.1.5 any contract where authority to approve has not been expressly delegated;
5.1.6 any contract where a submission in response to a call for bid contains an
irregularity not resolved by Appendix "C" of this by-law and which was not able
to be otherwise resolved by the Director of Finance; or,
5.1.7 any contract for a single or sole source purchase;
5.1.8 any contract for a tender or request for proposal as required under this policy.
5.2 Council may waive, by resolution, the application of any part of this by-law in respect
of any given procurement.
6.0 EXCEPTIONS
6.1 When an emergency occurs that, at the discretion of the CAO, Director, Fire Chief, or
Department Manager, constitutes immediate danger to health, safety, life or property,
or requires the immediate procurement of goods and services, the Department
Manager or his/her designate may purchase through sole sources, such required
goods or services upon consultation with the Director or CAO. A follow-up report to
Council is required for all Emergency Purchases over $5,000.
6.2 The Tendering, RFP or purchasing process may not be required where the goods or
services are proprietary to one vendor, where there is only one supplier that can meet
the Town's needs within a reasonable distance or where the cost of changing
Page 7
11.0 CO-OPERATIVE PURCHASING
The Town of Tillson burg may participate with other government agencies or public authorities
in Co-Operative Purchasing to select a vendor of record where it is in the best interest of the
Town to do so. The policies of the government agencies or public authorities calling the Co-
operative Bid are to be the accepted policy of that particular Bid.
12.0 GREEN PROCUREMENT
When acquiring goods and services for the municipality, municipal staff shall consider
whether it is feasible to incorporate environmental considerations into solicitations for goods
and services. The Buyer(s) shall take into account best purchasing practices for responsible
environmental procurement, and shall bring same to the attention of operating departments
wherever the same are applicable.
13.0 DISPOSAL OF SURPLUS
Where any goods or personal property of the Town are declared surplus and cannot be used
by another Town department, they shall be disposed of by public Bid or public auction. If no
bids are received, the Departmental Manager or Buyer(s) may dispose of the goods or
personal property as deemed to be in the best interest of the Town. This Section shall not
apply to goods or equipment traded in on new equipment or returned for credit to original
sources of supply.
14.0 TIE BIDS
In the event that two (2) or more compliant, equal bids are submitted during a competitive bid
process, the Town shall determine the successful bidder by drawing a bidder's name, as
determined by the CAO.
15.0 CONSULTING SERVICES
Consulting services over twenty-five thousand dollars ($25,000) shall be procured by RFP,
unless otherwise directed by Council.
Consultants may be hired in, but not limited to, any of the following circumstances:
15.1 the project requires specialized knowledge, skills, expertise, experience or
available resources that the Town does not possess in-house;
15.2 another organization is partially or wholly funding the project and strict
timelines have been placed on the funding; or,
15.3 the nature of the project is such that it would not be in the public or Town's
interest to perform it in-house.
Under this section, all consultant proposals shall include, at a minimum, a fee schedule, a
methodology and timetable to complete the project, demonstrated experience and
qualifications required to perform the project and a list of personnel who will be directly
involved in the completion of the project.
16.0 DEBRIEFING$
16.1 Any unsuccessful Supplier may request an opportunity to be debriefed by the Town on the
reasons for not being awarded a particular contract, in accordance with the procedure set out
Page9
This Policy shall be reviewed and updated, as appropriate, every five (5) years, following the
date of its enactment.
MAYOR
CLERK
DATED
Page 11
APPENDIX "B"
PROCESS FOR COMPLAINT RESOLUTION
Pursuant to section 17.0 of this By-Law, the following procedure shall apply to the conduct of
Complaint Resolutions by the Town of Tillson burg.
1.0 An unsuccessful Supplier shall request a meeting with the Department Manager and the
Director. Such request will be in writing and shall (i) provide a detailed statement of the legal
and factual grounds of the protest, including copies of relevant documents, and (ii) identify the
form of relief requested.
2.0 Where, after a meeting with the Department Manager and the Director, the Supplier is
satisfied that its concerns have been addressed and that the purchasing process was
conducted in a fair and equitable manner, no further action shall be required. Documentation
in respect of the protest in question shall be maintained by the Buyer(s) for future reference.
3.0 Where, after a meeting between the Supplier, the Department Manager and the Director, it is
concluded that the purchasing process was materially flawed, for any reason, the Director
shall issue a report to the Chief Administration Officer for his approval recommending
corrective action.
4.0 Where, after a meeting between the Supplier, the Department Manager and the Director, the
parties fail to achieve a mutually satisfactory resolution, the Supplier may request an
opportunity to present its case to the Chief Administration Officer, provided that the supplier's
request is in writing.
5.0 In the event of a dispute arising in connection with this bid process that cannot be resolved
with the above "complaint resolution process" including, without limitation, a dispute
concerning the existing of the "bid contract" or a breach of the "bid contract", or a dispute
as to whether the bid of any bidder was submitted on time or whether a bid is compliant,
the Town may refer the dispute to a confidential binding arbitration pursuant to the
Arbitration Act, 1991, as amended, before a single arbitrator with knowledge of
procurement/bidding law. In the event that the Town refers the dispute to arbitration, the
bidder agrees that it is bound to arbitrate such dispute with the Town. Unless the Town
shall refer such dispute to binding arbitration, there shall be no arbitration of such dispute.
Page 13
ITEM IRREGULARITY RESPONSE
Conditional bids (bids qualified, based on a Rejection unless, in the opinion of the
Director of Finance, the qualification or 10. bidder's condition or restricted by an appended restriction is minor and would not adversely statement). affect an award decisTon.
Bids containing clerical errors that do not result in Two (2) business days to correct and initial.
11. any ambiguity with respect to the overall
submission or award decision, in the opinion of
the Director of Finance.
Two (2) business days to initial changes. The
12. Un-initialed changes to the submission. Town reserves the right to waive the initialing
requirement and accept the submission as
corrected.
13. Signature missing. Rejection.
14. Failure to include required supplementary Two business days to submit.
copies of the original at time of submission.
15. Failure to acknowledge addenda. Rejection.
When contact is made with any person at the Rejection
16. Town other than the individuals outlined in the
Bidder's Instructions.
Despite the provisions herein contained,
17. Any irregularity or non-compliance. Council may waive any irregularity or non-
compliance.
PRICING
Failure to include the schedule(s) of items & Rejection.
18. prices, price form or price details, as may be
applicable, for inclusion with the submission.
Pricing appears to be unbalanced to the extent Rejection.
19. that it may have a significant adverse effect to the
Town if awarded, in the opinion of the Director of
Finance.
BID DEPOSIT
20. Bid deposit or Bid Bond not submitted with bid. Rejection.
20. Bid deposit or Bid Bond amount is insufficient Rejection.
by more than $1.00.
21. Surety provider's or Bidder's authorized Rejection.
signature missing from Bid Bond.
22. Effective period of Bid Bond is less than the Rejection.
period set out in the bid documents.
AGREEMENT TO BOND
23. Agreement to bond not submitted with bid. Rejection.
24. Agreement to bond not in the form specified. Rejection.
25. Agreement to bond amount is insufficient by Rejection.
more than $1.00.
Page 15
THE CORPORATION OF THE TOWN OF TILLSON BURG
BY-LAW NUMBER 3770
BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 28th day of
October, 2013
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
Tillson burg 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 special meeting
and regular meeting held on October 28, 2013, 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 28th DAY OF OCTOBER, 2013.
READ A THIRD AND FINAL TIME AND PASSED THIS 28th DAY OF OCTOBER, 2013.
MAYOR -John Lessif
TOWN CLERK-Donna Wilson
THE CORPORATION OF THE TOWN OF TILLSON BURG
BY-LAW NUMBER 3770
BEING A BY-LAW to confirm the proceedings of Council at its meetings held on the 28th day of
October, 2013
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
Tillson burg at this meeting be confirmed and adopted by by-law;
NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF
TILLSON BURG ENACTS AS FOLLOWS:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its special meeting
and regular meeting held on October 28, 2013, 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 28th DAY OF OCTOBER, 2013.
READ A THIRD AND FINAL TIME AND PASSED THIS 28th DAY OF OCTOBER, 2013.
MAYOR-John Lessif
TOWN CLERK-Donna Wilson
COUNCIL RESOLUTION
AGENDA ITEM NO.: __ _ Date: October 28, 2013
RESOLUTION NO.: 1
MOVED BY:
SECONDED BY: _____,44~·. ~-v-:-~1~·'*''Zr===-----
THAT the Agenda as prepared for the Council Meeting of October 28, 2013, be adopted.
G Carried
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: __ _ Date: October 28, 2013
RESOLUTION NO.: 2
MOVED BY:
THAT Council move into Closed Session, to consider:
Matters relating to a proposed or pending acquisition or disposition of land by the municipality
or local board (Industrial Land).
D Recorded
Vote
D Defeated D Deferred D Tabled
__..&_Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: if; ---Date: October 28, 2013
RESOLUTION NO.:
MOVED BY:
THAT the Minutes of the Council Meeting of October 15, 2013 be approved.
~arried
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
\
I
COUNCIL RESOLUTION
AGENDA ITEM NO.: ---'8=---Date: October 28, 2013
RESOLUTION NO.: 4
MOVED BY:
THAT Council receives report FIN 13-43 Third Quarter 2013 Financial results as information.
G Carried
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: ---'9:::___ Date: October 28, 2013
RESOLUTION NO.: _...::;5 __
MOVED BY:
THAT Council receives report FIN 13-44, Third Quarter 2013 Finance Department results as
information.
D Recorded
Vote
D Defeated D Deferred D Tabled
+Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 10 Date: October 28, 2013
THAT Council receives report OPS 13-28, Third Quarter 2013 Operations Services results as
information.
@carried
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 11 Date: October 28, 2013
MOVED BY:
THAT Council receives report PRS 13-23, Third Quarter 2013 Parks & Recreation Services results
as information.
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 12 Date: October 28, 2013
THAT Council receives report FRS 13-09, Third Quarter 2013 Fire & Rescue Services results as
information.
~rried
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO .: 13
RESOLUTION NO.: ?4--. . (}
MOVED BY: • Wlttt~
SECONDED BY:~~~~:::e=::==--------
Date: October 28, 2013
THAT Council receives Report CAO 13-14-Community Strategic Plan Consultant Selection:
AND THAT Council award the contract to MMM Group Limited;
AND THAT (V'Iayor Lessif, the CAO, the Director of Parks and Recreation and Councillor
k.tJ21'.1 be appointed to the Community Strategic Plan Steering Committee.
D Recorded
Vote
D Defeated D Deferred D Tabled
~ayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 14 Date: October 28, 2013
RESOLUTION NO.: 10
MOVED BY:
THAT Council receive Report DCS -80 Cultural Grant Budget Shortfall;
AND THAT $4500 be spent on Cultural Grants from the 2013 projected surplus. A \cv\ +1-,ax:~::J')d \:,~ ~reJ d<r>llc.r-5
J
~rried D Defeated D Deferred D Tabled
D Recorded
Vote ~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 15 Date: October 28, 2013
RESOLUTION NO.:
MOVED BY:
SECONDED BY:
THAT Council receive Report DCS 13-37 Rural Connections Broadband Program Final Report;
AND THAT the remaining project costs of approximately $305,000 be funded from the Industrial
Land Reserve;
AND THAT all future broadband revenues be allocated towards the Industrial Land Reserve in
order to replenish the reserve.
D
D
Carried
Recorded
Vote
D Defeated I v-'1 Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 16 Date: October 28, 2013
MOVED BY:
THAT Council receive report FIN 13-35, Firefighter Association Agreement;
AND THAT Staff bring forward By Law #3761, Firefighter Association Agreement, for Council
consideration.
~arried
D Recorded
Vote
D Defeated D Deferred D Tabled
~ayor's Initials
\
I
COUNCIL RESOLUTION
AGENDA ITEM NO.: 17 Date: October 28, 2013
RESOLUTION NO.:
MOVED BY:
THAT Council receive report FIN 13-37, Purchasing Policy;
AND THAT By-Law 3765, to adopt the Town ofTillsonburg Purchasing Policy, be brought
forward for Council consideration.
D Recorded
Vote
D Defeated D Deferred D Tabled
~Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 18 Date: October 28, 2013
MOVED BY:
That Council receive Report OPS 13-29, Traffic and Parking By-Law Amendment-Overnight
Parking
THAT Council adopt By-Law 3768 to amend By-Law 3701, being a by-law to regulate traffic and
the parking of motor vehicles in the Town of Tillson burg.
~ied
D Recorded
Vote
D Defeated D Deferred D Tabled
*Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 19
RESOLUTION NO.:~ " c
MOVEDBY: _<~~~ ~--·--~---~---------
SECONDEDBY: ---~----------------------
Date: October 28, 2013
THAT Council receive Report OPS 13-27 Municipal Infrastructure Investment Initiative Capital
Program (Mill}.
THAT the Town ofTillsonburg affirm the Concession Street East, from Maple Lane to Demeyere
Avenue reconstruction project estimated at $866,008 be designated for the Municipal
Infrastructure Investment Initiative Capital Program.
~rried
D Recorded
Vote
D Defeated D Deferred D Tabled
#-ayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 20
RESOLUTION N ~ A
MOVED BY: ~-w~
SECONDED BY: ~r• -__.
Date: October 28, 2013
THAT Council receive Report PRS 13-22 Request for Tender Gibson House Concrete Work;
AND THAT Council authorize staff to award the work to Grassmere Construction Ltd. in the
amount of$ 36,915.00 plus HST.
~ried
D Recorded
Vote
D Defeated D Deferred D Tabled
---""~"---Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 22 Date: October 28, 2013
RESOLUTION NO.:
MOVED BY:
THAT Council waive the rental fee for Oxford County Public Health & Emergency Services to
utilize the Lions Auditorium at the Tillson burg Community Centre on October 22, October 29,
and November 12, 2013, for the Community Influenza Clinic.
"arried
D Recorded
Vote
D Defeated D Deferred D Tabled
+Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 22 Date: October 28, 2013
RESOLUTION NO.: 18
MOVED BY:
THAT By Law 3761, To Authorize an Agreement with the Tillson burg Firefighter Association
By-Law 3765 To Adopt a Purchasing Policy
By-Law 3768, To Amend By-Law 3701, Being a By-Law to Regulate Traffic and the Parking of
Motor Vehicles in the Town of Tillson burg.
By-Law 3769, To Adopt the Town of Tillsonburg Flag Policy
By-Law 3770, To Confirm The Proceedings of Council at its Meetings Held on the 28th day of
October, 2013
be read for a first and second time and this constitutes the first and second reading thereof.
Jcarried
D Recorded
Vote
D Defeated D Deferred D Tabled
*Mayor's Initials
COUNCIL RESOLUTION
AGENDA ITEM NO.: 23 Date: October 28, 2013
RESOLUTION NO.: 19
MOVED BY:
THAT By Law 3761, To Authorize an Agreement with the Tillsonburg Firefighter Association
By-Law 3768, To Amend By-Law 3701, Being a By-Law to Regulate Traffic and the Parking of
Motor Vehicles in the Town of Tillson burg.
By-Law 3769, to Adopt the Town of Tillsonburg Flag Policy
By-Law 3770, To Confirm The Proceedings of Council at its Meetings Held on the 28th day of
October, 2013
be given third and final reading and the Mayor and Clerk be and are hereby authorized to sign
the same, and place the Corporate Seal thereunto.
uf.rried
D Recorded
Vote
D Defeated D Deferred D Tabled
-p-ayor's Initials
Tillsonburg Tri-County Agricultural Society Delegation
Suzanne Fleet
to:
dewilson
10/24/2013 09:26AM
Hide Details
From: Suzanne Fleet <suzannefleet@gmail.com>
To: dewilson@tillsonburg. ca,
Hello Donna,
Page 1 of 1
As per your request, Mike Dean (president) is requesting a delegation
at the Tillsonburg Town Council meeting on Monday, October 28th. for
the Tillsonburg Tri-County Agricultural Society regarding the 16oth.
Anniversary of the Tillson burg Tri -County Fair.
Suzanne Fleet
per Mike Dean
file:///C:!Users/dewilson/AppData/Local/Temp/notes7003DE/~... 10/24/2013
rJfl(&onbu'C)
a ;Ike witddl ~ ~
October 30, 2013
The Corporation of the Town of Tillson burg
Small, Rural and Northern Municipal Infrastructure Fund -Capital Program
c/o Rural Programs Branch
Ministry of Rural Affairs
1 Stone Road West, 4th Floor
Guelph ON NlG 4Y2
RE: COUNCIL Resolution-Mill Capital Program
At the Tillson burg Town Council Meeting of October 28, 2013, Council passed the following resolution:
THAT Council receive Report OPS 13-2 7 Municipal Infrastructure Investment Initiative Capital Program
{Mill);
AND THAT the Town of Tillson burg affirm the Concession Street East, from Maple Lane to Demeyere
Avenue reconstruction project estimated at $866,008 be designated for the Municipal Infrastructure
Investment Initiative Capital Program;
' If you have any questions, please do not hesitate to contact me at 688-3009 Ext. 3221.
Regards,
~ ( AmberZ~
Deputy Clerk
Town of Tillsonburg
CORPORATE OFFICE
200 Broadway, 2"d Floor, Tillsonburg, Ontario, N4G SA 7, Telephone (5 19) 688-3009, Fax (5 19) 842-943 1
www. tillsonburg.ca
Request for a Delegation
Kari Seitz
to:
dewilson@tillsonburg.ca
10/02/2013 08:53 PM
Hide Details
From: Kari Seitz <kari.seitz@hotmail.com>
Page 1 of 1
To: "dewilson@tillsonburg.ca" <dewilson@tillsonburg.ca>,
Hello Donna,
My name is Shawn Seitz. I contacted you this week in regards to the town council meeting October 15
th, 2013. I would like to discuss a proposal to have a dicscgolf course installed in Tillson burg.
Thank you for your time,
Shawn Seitz
25 Beckett Blvd
Tillsonburg, ON
519-688-7800 {day time)
519-842-5901 {evening)
file:///C:/U sers/dewilson/ AppData/Local/Temp/notes7003DE/~... 10/03/2013
377, rue Bank Street,
Ottawa, Ontario K2P 1 Y3 CU(?W •Sttp
te l./tel. 613 236 7238 fax/telae. 613 563 7861
October 14, 2013
Kelley Coulter
CAO
Town of Tillsonburg
10 Lisgar Ave
Tillsonburg, ON N4G 5A5
Dear Ms. Coulter:
Re: The future of Canada Post
Next year, the federal government will look at how it handles public postal service with a
review of the Canadian Postal Service Charter. This review is important because the
government could reduce Canada Post's obligation to provide service or even lay the
groundwork for privatizing or deregulating our public post office.
Canada Post has been holding consultations on the future of our public postal service to
prepare for the upcoming charter review. The corporation has been clear. It wants to
dramatically cut service to improve its financial situation.
Cutting might help Canada P?st wit? its monev n•·~·~---·J-
good long-term strategy and It certamly 1 . _ '--
country. Fortunately, the corporation ha: .-f(J;;/ '--@~
Canadian Centre for Policy Alternatives ........_,__ \
CCPA study: Why Canada Needs Post _1-\rJ\ C)
-term but it is not a
)Stal service in om
new study by the
The CCPA study is entitled Why Canada -~sa powerful case
for preserving postal services and improvi ~ __ ..... ua rost's financial picture through the
addition of financial and banking services.
The study looks at the changing banking environment in our country as well as our post
office's experience with banking. In addition, it reviews the status of postal banking
around the world, highlighting five successful models in the United Kingdom, France,
Italy, Switzerland and New Zealand. Having established that there is a need for improved
financial services in our country and viable models in other countries, the study
concludes by suggesting possible models for postal banking in Canada. It recommends
that the federal government and Canada Post immediately establish a task force to
determine how to deliver new financial services, and establish priorities for delivering
new products.
Canadian Union of Postal Workers The struggle continues CLC/CTC -FTQ -UNI
Syndical des travailleurs et travailleuses des pastes La lutte continue
CANADIAN POSTAL SERVICE CHARTER REVIEW
SHOULD FOCUS ON REVENUE-GENERATION, NOT ADDITIONAL CUTS
WHEREAS the federal government will look at how it handles public postal services with a
review ofthe Canadian Postal Service Charter in 2014.
WHEREAS Canada Post is preparing for the review by campaigning for major service cuts.
WHEREAS Canada Post has already dramatically cut service by closing or downsizing public
post offices, eliminating rural mailbox delivery and removing street letter collection boxes.
WHEREAS Canada Post and the federal government should do everything in its power to
prevent additional cuts during the upcoming review, and instead deal with financial issues by
adding revenue-generating services like many other post offices around the world, including
lucrative financial services like bill payments, insurance and banking.
BE IT RESOLVED THAT the (name of municipality, business or organization) write a letter to
the Minister responsible for Canada Post to request that the government consider innovative
ways to generate postal revenue during the Charter review, including financial services like bill
payments, insurance and banking.
MAILING INFORMATION
Please send your resolution to: Lisa Raitt, Minister of Transport, Place de Ville, Tower C, 29th
Floor, 330 Sparks Street, Ottawa, Ontario, KIA ON5.
Please send copies of your resolution to:
1. Denis Lemelin, President, Canadian Union of Postal Workers, 377 Bank Street, Ottawa,
Ontario, K2P 1 Y3
2. Your Member of Parliament. You can get your MP' s name, phone number and address
by calling 1-800 463-6868 (at no charge) or going to the Parliament of Canada website:
htt:g:/L\_\'\-\ii_Y·Pad.gc.c._g/c;gmnJQ!1/i1J9ex~<!SRlta;1@a_g~=f!
3. Claude Dauphin, President, Federation of Canadian Municipalities, 24 Clarence St,
Ottawa, Ontario K1N 5P3
FOR FURTHER INFORMATION
Contact us at "Charter Review" 377 Bank Street, Ottawa Ontario, K2P 1 Y3 or feedback@cupw-
stttJ.org
/bk cope 225
Why Canada Needs Postal Banking
OVER THE LAST two decades, we have seen
a major decline in the number of branches
and locations for banks and credit unions.
In 1990, there were almost 8,ooo branch-
es (7.964) and, by 2002, the number had
fallen to 5,908, a decline of 26o/o.
The Canadian Bankers' Association re-
ports that, between 2006 and 2012, there
was a small increase in the number of bank
branches in Canada: from 5,902 to 6,205.
But since 1990, there has been a decline
of more than 1,700 branches, a 22% drop,
and the number of branches increased by
only 5.1o/o from 2002 to 2012, with most of
the new branches added in Ontario (195),
Alberta (98), and British Columbia (37).
In many communities today, credit
unions or caisses populaires are the only
financial institution. In 2012, the Cred-
it Union Central of Canada reported that
credit unions were the only financial in-
stitution in 380 communities. The Desjar-
dins Group noted in 2013 that caisses popu-
laires are the only financial institution in
388 towns and villages in Quebec. But the
total number of credit union and caisse
locations has also dropped from 3,603 in
2002 to 3,117 in 2012, a decline of 13.5o/o.
The Rise of Banking Fees
and High Credit Card Rates
In 2010, a study by Vision Critical (com-
missioned by ING Direct bank before it
was taken over by the Bank ofNovaScotia)
found that banking fees in Canada were
among the highest in the world. More than
half of Canadians (55o/o) have fee-based
chequing accounts and, on average, pay
$185 per year in fees for these accounts.
Credit card rates remain high in spite of
Whv Canada l~eed.s Post.:d Bankin13 $:
have a bank account. If we take the low-
est figure of 3o/o that was estimated to be
842,ooo people in 2005. Today, the num-
ber of unbanked, using the same method
of calculation, would approach 910,000.
Aboriginal communities remain large-
ly without banks or credit unions. Over
the past decade, the Aboriginal popula-
tion has increased dramatically, growing
by 20.1o/o between 2006 and 2011. Some
1.4 million people now identify as Ab-
original, or 4.3o/o of the Canadian popu-
lation. But banks and credit unions lag
behind in providing services. While the
major banks all have Aboriginal services,
there are very few branches on reserves.
There are 615 First Nations communities in
Canada today and many other Metis and
non-status communities. A quick tally of
branches of banks and credit unions on
reserve shows only 54·
All these trends in financial services
have opened up the potential for the entry
of new banking and financial services in
Canada. They show there is a market de-
mand that is not being met by the existing
major banks and credit unions.
Postal Banking:
The Canadian Debate
Postal banking is not something new to
Canada. For over 100 years after Confeder-
ation, Canada had a postal savings system.
The high point of deposits for the Post
Office Savings Bank was $47.5 million total
in 1908. This would be around $1 billion
in today's money. The total shrank to $17.2
million in 1968. In 1968, the Postal Savings
Bank was closed down, although the legis-
lation still remains on the books.
Today, over 45 years later, the debate
around the need to revive or relaunch a
Post Office Bank has begun to grow again.
In 2005, a study from Library of Par-
liament research services supported the
extension of financial services as an im-
portant means of preserving the post office
across Canada, and particularly in rural
areas. "At present, the idea of establish-
ing a postal bank underpinned by Canada
Post's network is not based primarily on
a need to change the banldng landscape.
Rather, it stems from the growing need to
breathe new life into Canada Post so that it
can both cope with globalization and guar-
antee universal postal service, which is a
real, if not official, part of its social man-
date, particularly in rural areas."
A recent study by the Conference Board
of Canada, commissioned Canada Post,
provided a positive analysis of the ef-
fects of financial services in post offices
around the world, but failed to recom-
mend financial services or even to exam-
ine their possible application in Canada,
on the grounds that a highly developed
banking system in Canada left no room
for a postal banking option.
Public support has been confirmed in a
recent survey by Strategic Communications
of 1,514 Canadians from May 24-26, 2013,
commissioned by the Canadian Union of
Postal Workers. The survey showed that
nearly two-thirds (63o/o) of Canadians "sup-
ported Canada Post expanding revenue-
generating services, including financial
\IVhy Cancde f~eed:::. P~)st:at Ban!dng 5
FIGURE 1 Summary of Postal Banking Models and Services
in the United Kingdom, France, Italy, Switzerland and New Zealand
Postal Financial Services
----. ------.
United Kingdom
France
Italy
Switzerland
New Zealand
Name of Financial Structure of % of Post Office
Services ownership of sales or profits for Institution(s) Financial Services Services Offered Bank Charter latest year Rank of Services
----------··-·-------.. --
Post Office Main partnership All financial No 25% of sales No ranking
with Bank of services,
Ireland and
agreements with other banks
including
new chequing accounts
La Banque La Poste All services Yes 36% of before-tax 44'h Safest Bank
Po stale earnings in World
BancoPosta Poste Ita Iiane All services; No 67% of total Largest retail
and insurance savings in profits bank in Italy
companies partnership
with the COP
(Cassa Depositi e
Prestiti)
PostFinance Swiss Post, with All services
partnership
on all loan
and insurance
products
Kiwibank NZ Post All services
mortgages and loans in partnership with
major private sector financial institutions.
Finally, Kiwi bank, owned by New Zea-
land Post, is a relatively new entrant in
the world postal banking sector and has
been able to offer a wide range of servi-
ces, including special mortgage products
to low-income earners and to the Maori
community.
Postal Banking for Canada
When we examined these five national
postal banking systems in detail, we found
that they were all successful in their own
way. However, success did not seem to be
Yes 71% of total Number 1 in
Swiss Post payment services
operating profits and number 3 in
customers
Yes 70% of profits Largest NZ-owned
bank
linked to the particular form of structur-
ing of the financial services (which ranged
from full ownership by the Post Office to
various ldnds of partnership with the pri-
vate sector), or to the ldnd of products of-
fered, as some offered all major financial
products and some fewer. The diversity
in successful models shows that the key
component for success seems to be char-
acteristics of the Post Office itself, includ-
ing widespread locations, trust in the in-
stitution, and the staff.
\1\'hy Canad2 f~et:d~ Postal Bonidns 7
Canada Post's
Banking Advantages
• Canada Post has the largest network
of retail outlets already in place across
Canada.
., Canada Post had a total of almost 6,400
postal outlets in 2012.
• 3,8oo Canada Post outlets (6oo/o) are
in rural areas where there are fewer
banks and credit unions. The post of-
fices in these locations could provide
key services for individuals, but also
for local businesses.
• Some communities in Canada have a
postal outlet, but no other (or limited)
banking services, especially since the
closure of 1,700 bank branches and
hundreds of credit unions over the
last two decades.
• Canada Post has a high trust factor
among Canadians, and an already
existing skilled and stable workforce
of 68,ooo employees, some of whom
could easily be trained to handle finan-
cial services. Thus it would not mean
starting from scratch, but rather build-
ing on what already exists.
• Many Canada Post outlets are already
open 6 or 7 days a week and could oper-
ate longer daily hours if necessary.
Many of them are located in drug stores
or small convenience stores with long
weekday and weekend opening hours.
• Since Canada Post is owned 1ooo/o by
the federal government, it could use
the expertise developed at the Bank
of Canada, the Business Development
Bank of Canada, Farm Credit Canada,
Canada Mortgage and Housing Corpor-
ation, Export Development Canada,
and Canada Savings Bonds .
The financial services Canada Post
could provide would be tested regionally
first; would be fair and transparent; be de-
livered from bricks-and-mortar branches
as well as through the telephone and In-
ternet; expand existing services; and con-
tribute to financial literacy. All services,
of course, would be profitable for Canada
Post to provide.
Canada Post already provides some fi-
nancial services, such as postal money or-
ders, domestic and international money
transfers, bill payment and financial trans-
action and payment notices, and prepaid
Visa cards.
Brand new services could consist of:
• access by all banks and credit union
customers to their accounts to de-
posit or withdraw cash, as is the case
in the UK;
• savings accounts and low-fee chequ-
ing accounts;
• low-interest credit cards; and
• prepaid debit cards.
In the future, services could be ex-
tended to:
• mortgages;
• small-business loans and agricultur-
al loans;
CBnada Needs Postal Banking
' () ined and the experience of other countries tive services to Canadians, nor ad-
taken into account. equate service to many of the under-or
All potential partnerships, if that is unbanked.
a route taken, should be determined by • Canada's postal system has a long his-open tender on delivering a service for tory of delivering financial services. a specific period of time. With its 6,400 Currently delivering some products, it outlets, which often serve populations
could develop a full banking system. with no competition in financial services
and sometimes no services at all, Can-• Postal banking systems are proliferat-
ada Post would undoubtedly be courted ing around the world and are promin-
by many financial institutions anxious to ent in most of the developed countries.
supply services. There is also no reason They have shown themselves capable
to necessarily have all services provided of generating the additional income
by the same stakeholder or stakeholders needed to preserve the postal system
across the country. as traditional letter volumes decline.
Whatever the ownership mechanisms, • Analysis of the postal banking sys-some services could be completely owned
terns in the five developed countries by Canada Post and others delivered by a we have selected has demonstrated partnership with existing credit unions or that there are many ways of creating
) banks. Partnerships could be made nation-
a successful system. We can use the ally or developed on a regional basis. This experience of these countries to ere-would also allow Canada Post to partner ate our own model in Canada. with regionally-based credit unions and
caisse populaires in different provinces. • Our study concludes that the idea of
The question of delivery has become Canada Post expanding into finan-
easier with the uptake in Internet and mo-cial services is a sound one. Other
bile phone technology. For example, the studies, as well as opinions of past
UK Post Office Ltd. delivers its services Canada Post presidents and experts
with a core of300 financial specialists, as around the world, have reached the
well as trained Post Office staff for 11,500 same conclusion.
outlets. Internet and telephone technolo-• We recommend that the federal gov-
gies allow people in remote areas to con-
ernment and Canada Post immediate-nect with financial specialists. ly establish a task force to determine
how to deliver new financial services,
Conclusion and determine priorities for delivering
new products.
• Canada's existing financial and bank-
ing system is not providing competi-
0
WI!\' Canada Needs F'ostal Banking 1.t
cupw •sttp 377, rue Bank Street,
Ottawa, Ontario K2P 1 Y3
te l./tel. 613 236 7238 fax/telec. 613 563 7861
j
October 14, 2013
John Lessif
Mayor
Town of Tillsonburg
10 Lisgar Ave
Tillsonburg, ON N4G 5A5
Dear Mr. Lessif:
Re: The future of Canada Post
Next year, the federal government will look at how it handles public postal service with a
review of the Canadian Postal Service Charter. This review is important because the
government could reduce Canada Post's obligation to provide service or even lay the
groundwork for privatizing or deregulating our public post office.
Canada Post has been holding consultations on the future of our public postal service to
prepare for the upcoming charter review. The corporation has been clear. It wants to
dramatically cut service to improve its financial situation.
Cutting might help Canada Post with its money problems in the short-term but it is not a
good long-term strategy and it certainly won't improve the future of postal service in our
country. Fortunately, the corporation has other options according to a new study by the
Canadian Centre for Policy Alternatives (CCP A).
CCPA study: Why Canada Needs Postal Banking
The CCPA study is entitled Why Canada Needs Postal Banking. It makes a powerful case
for preserving postal services and improving Canada Post's financial picture through the
addition of financial and banking services.
The study looks at the changing banking environment in our country as well as our post
office's experience with banking. In addition, it reviews the status of postal banking
around the world, highlighting five successful models in the United Kingdom, France,
Italy, Switzerland and New Zealand. Having established that there is a need for improved
financial services in our country and viable models in other countries, the study
concludes by suggesting possible models for postal banking in Canada. It recommends
that the federal government and Canada Post immediately establish a task force to
determine how to deliver new financial services, and establish priorities for delivering
new products.
Canadian Union of Postal Workers The struggle continues CLC/CTC -FTQ -UNI
Syndicat des travailleurs et travailleuses des postes La lutte continue
CANADIAN POSTAL SERVICE CHARTER REVIEW
SHOULD FOCUS ON REVENUE-GENERATION, NOT ADDITIONAL CUTS
WHEREAS the federal government will look at how it handles public postal services with a
review of the Canadian Postal Service Charter in 2014.
WHEREAS Canada Post is preparing for the review by campaigning for major service cuts.
WHEREAS Canada Post has already dramatically cut service by closing or downsizing public
post offices, eliminating rural mailbox delivery and removing street letter collection boxes.
WHEREAS Canada Post and the federal government should do everything in its power to
prevent additional cuts during the upcoming review, and instead deal with financial issues by
adding revenue-generating services like many other post offices around the world, including
lucrative financial services like bill payments, insurance and banking.
BE IT RESOLVED THAT the (name of municipality, business or organization) write a letter to
the Minister responsible for Canada Post to request that the government consider innovative
ways to generate postal revenue during the Charter review, including financial services like bill
payments, insurance and banking.
MAILING INFORMATION
Please send your resolution to: Lisa Raitt, Minister of Transport, Place de Ville, Tower C, 29th
Floor, 330 Sparks Street, Ottawa, Ontario, KIA ON5.
Please send copies of your resolution to:
1. Denis Lemelin, President, Canadian Union of Postal Workers, 377 Bank Street, Ottawa,
Ontario, K2P 1 Y3
2. Your Member of Parliament. You can get your MP's name, phone number and address
by calling 1-800 463-6868 (at no charge) or going to the Parliament of Canada website:
httJJ:f 1\_\C\_V\~ .g(lrj. gc. ~<:11 ~Qn~mQl}lii1 Q~)(_._ as_Q]L_i!Illi_l1_ag~=j:!
3. Claude Dauphin, President, Federation of Canadian Municipalities, 24 Clarence St,
Ottawa, Ontario KIN 5P3
FOR FURTHER INFORMATION
Contact us at "Charter Review" 377 Bank Street, Ottawa Ontario, K2P 1 Y3 or feedback@cupw-
sttp.org
/bk cope 225
Why Canada Needs Postal Banking
OVER THE LAST two decades, we have seen
a major decline in the number of branches
and locations for banks and credit unions.
In 1990, there were almost 8,ooo branch-
es (7,964) and, by 2002, the number had
fallen to 5,908, a decline of 26o/o.
The Canadian Bankers' Association re-
ports that, between 2006 and 2012, there
was a small increase in the number of bank
branches in Canada: from 5,902 to 6,205.
But since 1990, there has been a decline
of more than 1,700 branches, a 22o/o drop,
and the number of branches increased by
only 5.1o/o from 2002 to 2012, with most of
the new branches added in Ontario (195),
Alberta (98), and British Columbia (37).
In many communities today, credit
unions or caisses populaires are the only
financial institution. In 2012, the Cred-
it Union Central of Canada reported that
credit unions were the only financial in-
stitution in 380 communities. The Desjar-
dins Group noted in 2013 that caisses popu-
laires are the only financial institution in
388 towns and villages in Quebec. But the
total number of credit union and caisse
locations has also dropped from 3,603 in
2002 to 3,117 in 2012, a decline of 13.5o/o.
The Rise of Banking Fees
and High Credit Card Rates
In 2010, a study by Vision Critical (com-
missioned by ING Direct bank before it
was taken over by the Bank of Nova Scotia)
found that banking fees in Canada were
among the highest in the world. More than
half of Canadians (55o/o) have fee-based
chequing accounts and, on average, pay
$185 per year in fees for these accounts.
Credit card rates remain high in spite of
Why Canada r·~eeds Post2:l Banking
have a bank account. If we take the low-
est figure of 3o/o that was estimated to be
842,000 people in 2005. Today, the num-
ber of unbanked, using the same method
of calculation, would approach 910,000.
Aboriginal communities remain large-
ly without banks or credit unions. Over
the past decade, the Aboriginal popula-
tion has increased dramatically, growing
by 20.1o/o between 2006 and 2011. Some
1.4 million people now identify as Ab-
original, or 4.3o/o of the Canadian popu-
lation. But banks and credit unions lag
behind in providing services. While the
major banks all have Aboriginal services,
there are very few branches on reserves.
There are 615 First Nations communities in
Canada today and many other Metis and
non-status communities. A quick tally of
branches of banks and credit unions on
reserve shows only 54·
All these trends in financial services
have opened up the potential for the entry
of new banking and financial services in
Canada. They show there is a market de-
mand that is not being met by the existing
major banks and credit unions.
Postal Banking:
The Canadian Debate
Postal banldng is not something new to
Canada. For over 100 years after Confeder-
ation, Canada had a postal savings system.
The high point of deposits for the Post
Office Savings Bank was $47.5 million total
in 1908. This would be around $1 billion
in today's money. The total shrank to $17.2
million in 1968. In 1968, the Postal Savings
Bank was closed down, although the legis-
lation still remains on the books.
Today, over 45 years later, the debate
around the need to revive or relaunch a
Post Office Bank has begun to grow again.
In 2005, a study from Library of Par-
liament research services supported the
extension of financial services as an im-
portant means of preserving the post office
across Canada, and particularly in rural
areas. "At present, the idea of establish-
ing a postal bank underpinned by Canada
Post's network is not based primarily on
a need to change the banldng landscape.
Rather, it stems from the growing need to
breathe new life into Canada Post so that it
can both cope with globalization and guar-
antee universal postal service, which is a
real, if not official, part of its social man-
date, particularly in rural areas."
A recent study by the Conference Board
of Canada, commissioned Canada Post,
provided a positive analysis of the ef-
fects of financial services in post offices
around the world, but failed to recom-
mend financial services or even to exam-
ine their possible application in Canada,
on the grounds that a highly developed
banking system in Canada left no room
for a postal banking option.
Public support has been confirmed in a
recent survey by Strategic Communications
of 1,514 Canadians from May 24-26, 2013,
commissioned by the Canadian Union of
Postal Workers. The survey showed that
nearly two-thirds ( 63o/o) of Canadians "sup-
ported Canada Post expanding revenue-
generating services, including financial
Why Canaci2 Needs Pos1al Banking S:
FIGURE 1 Summary of Postal Banking Models and Services
in the United Kingdom, France, Italy, Switzerland and New Zealand
Postal Financial Services
-------· .. ·---------
United Kingdom
France
Italy
Switzerland
New Zealand
Name of Financial Structure of % of Post Office
Services ownership of sales or profits for
Institution(s) Financial Services Services Offered Bank Charter latest year Rank of Services
----· ---------·-----·---·-------------------------------.--------------
Post Office Main partnership All financial No 25% of sales No ranking
with Bank of services,
Ireland and including agreements with
other banks
new chequing
accounts
La Banque La Paste All services Yes 36% of before-tax 44'h Safest Bank
Postale earnings in World
Banco Posta Paste ltaliane All services; No 67% of total Largest retail
and insurance savings in profits bank in Italy
companies partnership
with the CDP
(Cassa Depositi e
Prestiti)
PostFinance Swiss Post, with All services
partnership
on all loan
and insurance products
Kiwibank NZ Post All services
mortgages and loans in partnership with
major private sector financial institutions.
Finally, Kiwibank, owned by New Zea-
land Post, is a relatively new entrant in
the world postal banking sector and has
been able to offer a wide range of servi-
ces, including special mortgage products
to low-income earners and to the Maori
community.
Postal Banking for Canada
When we examined these five national
postal banking systems in detail, we found
that they were all successful in their own
way. However, success did not seem to be
Yes 71% of total Number 1 in
Swiss Post payment services
operating profits and number 3 in customers
Yes 70% of profits Largest NZ-owned
bank
linked to the particular form of structur-
ing of the financial services (which ranged
from full ownership by the Post Office to
various ldnds of partnership with the pri-
vate sector), or to the ldnd of products of-
fered, as some offered all major financial
products and some fewer. The diversity
in successful models shows that the key
component for success seems to be char-
acteristics of the Post Office itself, includ-
ing widespread locations, trust in the in-
stitution, and the staff.
Why Canadc f~eeds F'ostal Banking 7
Canada Post's
Banking Advantages
• Canada Post has the largest network
of retail outlets already in place across
Canada.
• Canada Post had a total of almost 6,400
postal outlets in 2012.
• 3,8oo Canada Post outlets (6oo/o) are
in rural areas where there are fewer
banks and credit unions. The post of-
fices in these locations could provide
key services for individuals, but also
for local businesses.
• Some communities in Canada have a
postal outlet, but no other (or limited)
banldng services, especially since the
closure of 1,700 bank branches and
hundreds of credit unions over the
last two decades.
• Canada Post has a high trust factor
among Canadians, and an already
existing skilled and stable workforce
of 68,ooo employees, some of whom
could easily be trained to handle finan-
cial services. Thus it would not mean
starting from scratch, but rather build-
ing on what already exists.
• Many Canada Post outlets are already
open 6 or 7 days a week and could oper-
ate longer daily hours if necessary.
Many of them are located in drug stores
or small convenience stores with long
weekday and weekend opening hours.
• Since Canada Post is owned 1ooo/o by
the federal government, it could use
the expertise developed at the Bank
of Canada, the Business Development
Bank of Canada, Farm Credit Canada,
Canada Mortgage and Housing Corpor-
ation, Export Development Canada,
and Canada Savings Bonds.
The financial services Canada Post
could provide would be tested regionally
first; would be fair and transparent; be de-
livered from bricks-and-mortar branches
as well as through the telephone and In·
temet; expand existing services; and con-
tribute to financial literacy. All services,
of course, would be profitable for Canada
Post to provide.
Canada Post already provides some fi ·
nancial services, such as postal money or-
ders, domestic and international money
transfers, bill payment and financial trans-
action and payment notices, and prepaid
Visa cards.
Brand new services could consist of:
• access by all banks and credit union
customers to their accounts to de-
posit or withdraw cash, as is the case
in the UK;
• savings accounts and low-fee chequ-
ing accounts;
• low-interest credit cards; and
• prepaid debit cards.
In the future, services could be ex-
tended to:
• mortgages;
• small-business loans and agricultur-
al loans;
Why Canada h!eeds Postal Banking 9
() ined and the experience of other countries tive services to Canadians, nor ad-
taken into account. equate se1vice to many of the under-or
All potential partnerships, if that is unbanked.
a route taken, should be determined by • Canada's postal system has a long his-open tender on delivering a service for tory of delivering financial services. a specific period of time. With its 6,400 Currently delivering some products, it outlets, which often serve populations could develop a full banking system. with no competition in financial services
and sometimes no services at all, Can-• Postal banldng systems are proliferat-
ada Post would undoubtedly be courted ing around the world and are promin-
by many financial institutions anxious to ent in most of the developed countries.
supply services. There is also no reason They have shown themselves capable
to necessarily have all services provided of generating the additional income
by the same stakeholder or stakeholders needed to preserve the postal system
across the country. as traditional letter volumes decline.
Whatever the ownership mechanisms, • Analysis of the postal banking sys-some services could be completely owned terns in the five developed countries by Canada Post and others delivered by a we have selected has demonstrated partnership with existing credit unions or that there are many ways of creating
) banks. Partnerships could be made nation-a successful system. We can use the ally or developed on a regional basis. This experience of these countries to ere-would also allow Canada Post to partner ate our own model in Canada. with regionally-based credit unions and
caisse populaires in different provinces. • Our study concludes that the idea of
The question of delivery has become Canada Post expanding into finan-
easier with the uptake in Internet and mo-cia! services is a sound one. Other
bile phone technology. For example, the studies, as well as opinions of past
UK Post Office Ltd. delivers its services Canada Post presidents and experts
with a core of 300 financial specialists, as around the world, have reached the
well as trained Post Office staff for 11,500 same conclusion.
outlets. Internet and telephone technolo-• We recommend that the federal gov-gies allow people in remote areas to con-ernment and Canada Post immediate-nect with financial specialists. ly establish a task force to determine
how to deliver new financial services,
Conclusion and determine priorities for delivering
new products.
• Canada's existing financial and bank-
ing system is not providing competi-
lJ
Why Canada Need:: Postal Banking 11