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191210 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg COUNCIL BUDGET MEETING AGENDA Tuesday, December 10, 2019 9:00 AM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Adoption of Agenda Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council budget meeting of Tuesday, December 10, 2019, be adopted. 3.Moment of Silence 4.Disclosures of Pecuniary Interest and the General Nature Thereof 5.Adoption of Council Minutes of Previous Meeting Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the minutes of the Council budget meeting of December 2, 2019, be approved. 6.Finance 6.1 Tab 8 - Building and By-Law Financials 6.2 Tab 10 - Tillsonburg Hydro Inc. Financials 6.2.1 HYD 19-01 Water Heater Rental Service Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ That Council receive Report HYD 19-01 for information; AND THAT Council direct staff to provide a report of options to exit the water heater rental service back to council by January 6, 2020. 6.3 Tab 9 - Economic Development and Marketing Financials 6.3.1 DCS 19-37 White Paper – Service Level Increase 6.4 Tab 6 - Recreation, Culture and Parks Financials 6.4.1 RCP 19-63 White Paper - Achieving Energy Cost Savings at the Tillsonburg Community Centre 6.5 Tab 14 - Recreation, Culture and Parks Capital 6.5.1 RCP 19-58 White Paper - Feedback from Service Clubs About the Future of the LLWP 6.5.2 RCP 19-61 White Paper - Summary of Facility Condition Assessment Reports 6.5.3 RCP 19-65 White Paper - Capital Project Status Update 6.5.4 RCP 19-64 Project Management for Recreation, Culture and Parks Capital Projects Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Report RCP 19-64 - Project Management for Recreation, Culture and Parks Capital Projects is received for information; AND THAT a three-year contract position funded as part of the annual capital budget is established in the RCP department to deliver capital project management for RCP-related projects. 6.5.5 RCP 19-66 Pre-budget Approval For a Replacement Waterslide at Lake Lisgar Waterpark Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ Page 2 of 135 THAT Report RCP 19-66 Pre-Budget Approval for a Replacement Waterslide at Lake Lisgar Waterpark is received; AND THAT Council authorizes a sole-source procurement of a replacement waterslide from ProSlide Technology Inc. (Ottawa); AND THAT Council gives pre-budget approval to purchase the supply and installation of a replacement waterslide and tower from ProSlide Technology Inc. (Ottawa) for their quoted cost of $327,900 plus applicable taxes so that the installation can be completed in time for the 2020 summer season. 6.6 FIN 19-29 2020 Capital Pre-Budget Approval Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Report FIN19-29 2019 Capital Pre-Budget Approval be received; AND THAT Council gives 2020 pre-budget approval for Project x95 Asphalt Resurfacing $400,000; AND THAT Council gives 2020 pre-budget approval for Project x93 Oxford/Simcoe St. Rehabilitation $1,753,800; AND THAT Council gives 2020 pre-budget approval for Project x92 Rolling Meadows Reconstruction Phase 1 of 2 $700,000; AND THAT Council gives 2020 pre-budget approval Project x91 Rouse St. Sanitary & Storm Sewer Installation $300,000; AND THAT Council gives 2020 pre-budget approval for Project x36 Annandale Diamond Lighting Upgrades $315,000; AND THAT Council gives 2020 pre-budget approval for Project x05 Lane Ropes and Carts $15,800; AND THAT Council gives 2020 pre-budget approval for Project x03 Update signage at TCC/Memorial Park $21,000. 7.Motions/Notice of Motions 8.Confirm Proceedings By-law Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT By-Law 4373, to Confirm the Proceedings of the Council Meeting held on December Page 3 of 135 10, 2019, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 9.Adjournment Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT the Council budget meeting of Tuesday, December 10, 2019, be adjourned at ____ p.m. Page 4 of 135 1 MINUTES Monday, December 2, 2019 9:00 AM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Regrets: Mayor Molnar Staff: Ron Shaw, Chief Administrative Officer Donna Wilson, Town Clerk Kevin De Leebeeck, Director of Operations Dave Rushton, Director of Finance Rick Cox, Director of Recreation, Culture and Parks Terry Saelens, Acting Fire Chief Cheyne Sarafinchin, Financial and Budget Analyst Sheena Pawliwec, Manager of Finance / Deputy Treasurer Ashley Andrews, Human Resources Manager _____________________________________________________________________ 1. Call to Order The Meeting was called to order at 9:00 a.m. 2. Adoption of Agenda Resolution # 1 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart Page 5 of 135 2 THAT the Agenda as prepared for the Council budget meeting of Monday, December 2, 2019, be adopted. Carried 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 5. Adoption of Council Minutes of Previous Meeting Resolution # 2 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT the minutes of the Council budget meeting of November 21, 2019, be approved. Carried 6. Finance 6.1 FIN 19-29 2020 Budget Adjustments December 2, 2019 Discussion took place regarding the budget adjustments from the last Budget meeting. Council were supportive of delegating funds to the outdoor waterslide. It is hopeful that there is a water slide in 2020. Information regarding a slide replacement will be provided at the December 10, 2019 Council Budget Meeting. Resolution # 3 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Report FIN 19-29 2020 Budget Adjustments December 2, 2019 for information. Carried 6.1.1 Tab 2 - Taxation and Reserves Revised December 2, 2019 Page 6 of 135 3 The Treasurer went over the taxation and reserves revisions. Council were given the opportunity to ask questions. 6.1.2 Tab 11 Capital Budget Overview Revised December 2, 2019 Council were given the opportunity to ask questions. 6.2 Corporate Services 6.2.1 FIN 19-28 Insurance Reserve Policy The Treasurer provided an overview of the revision to the Reserve policy. Council were given the opportunity to ask questions. The amended reserve policy to be brought to Council for consideration. Resolution # 4 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT Council receives Report FIN 19-28 Insurance Reserve Policy for information; AND THAT a By-Law be brought forward to amend the Reserve Policy to include an Insurance Reserve; AND FURTHER that the Liability deductible in the Insurance Policy through Frank Cowan Company be increased from $20,000 to $50,000. Carried 6.2.2 Tab 3 - 2020 Corporate Services Financials 6.2.2.1 HR 19-13 White Paper - Business Case Permanent Health and Safety Coordinator Ashley Andrews, Human Resources Manager was present to answer Council's questions. It was noted that most like sized municipalities had either a full time or part time H & S Coordinator. Page 7 of 135 4 Discussion took place regarding a shared service for a Health & Safety Coordinator with a neighbouring Municipality. Staff recommend that Tillsonburg is large enough to warrant a full time coordinator. 6.2.2.2 HR 19-14 White Paper - Business Case Revised Compensation Grid Ashley Andrews, Human Resources Manager was present to answer Council's questions. Council were given the opportunity to ask questions. Staff are recommending that the bands be set in the 55th percentile. 6.2.3 Tab 12 - 2020 Corporate Services Capital The Director of Finance provided an overview of Corporate Services Capital. Council were given the opportunity to ask questions. 6.3 Operations Services 6.3.1 Tab 5 - 2020 Operations Services Financials The Director of Operations provided an overview of the Operations Plan financial details. Council were given the opportunity to ask questions. Discussion took place regarding the public transit services costs. Council moved to the white paper on TGO Services. 6.3.1.1 OPS 19-53 White Paper - In-Town TGO Service Delivery Options Alex Piggot, Transit Coordinator appeared before Council to present the white paper on the Town TGO service delivery. Council were given the opportunity to ask questions. Council requested additional information regarding the routes and the timing of the bus stops. Page 8 of 135 5 The net cost to the taxpayer per household to subsidize the bus program is approximately $20.00 per year. There will be a report at the next council meeting regarding the impact to run the system over the next 5 years. Council took a brief recess at 10:48 am. The meeting reconvened at 11:00 am. It will cost $80,000 over the next 2 years to maintain the same level of service for the Tillsonburg Transit Service. Council determined that the transit system should continue for 2020 in order to provide time for the program and system to continue to foster and improve ridership levels. Council requested that regular information regarding ridership be provided to council throughout 2020. 6.3.2 Tab 13 - 2020 Operations Services Capital The Director of Operations provided an overview of Operations Capital projects for 2020. Council were given the opportunity to ask questions. X55 should be removed from the Capital list at this time as there is currently no funding for this item. To add X96 Bloomer street in the 2020 Council budget in the amount of $45,000 subject to funding the project in the budget. 6.4 Fire and Rescue Services Council took a brief recess for lunch at 11:55 a.m. 6.4.1 Tab 7 - 2020 Fire Services Financials Council resumed session at 12:27 p.m. Fire Chief Saelens provided an overview of the Fire financials. Council were given the opportunity to ask questions. Page 9 of 135 6 6.4.1.1 FRS 19-10 White Paper - Fire Prevention Officer The Fire Chief went over the roles and responsibilities of a Fire Prevention Officer. Council were given the opportunity to ask questions. 6.4.1.2 FRS 19-11 White Paper - Fire Communication Financial Review Fire communications were discussed - unit cost per population is the industry standard and usually is included in the tender documents - capital costs could be collected up front and in turn reduce operating cost over the term of the contract. Staff to look at a uniform contract price for fire communications. Staff to provide a Fire Communication Business Plan in Q4 2020 and include comparisons to other fire communication services. Fire Communications Financial Plan to be provided separately in the next municipal budget. 6.4.2 Tab 15 - 2020 Fire Services Capital The fire Chief provided an overview of the Fire Services Capital. Council were given the opportunity to ask questions. 7. Motions/Notice of Motions 8. Confirm Proceedings By-law Resolution # 5 Moved By: Councillor Luciani Seconded By: Councillor Esseltine THAT By-Law 4365, to Confirm the Proceedings of the Council Meeting held on December 2, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried Page 10 of 135 7 9. Adjournment Resolution # 6 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Council budget meeting of Monday, December 2, 2019, be adjourned at 1:21 p.m. Carried Page 11 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (106,500) (99,500) 7,000 (6.6%)1 Total Revenues (106,500) (99,500) 7,000 (6.6%) 0 0 0Expenditures0 0 0 Labour 227,200 230,800 3,600 1.6% Purchases 40,800 35,400 (5,400) (13.2%)2 Contracted Services 20,000 20,000 0 Interfunctional Adjustments 28,700 28,400 (300) (1.0%) Total Expenditures 316,700 314,600 (2,100) (0.7%) Total Net Levy 210,200 215,100 4,900 2.3% Notes: 1 Decrease in Property clean ups and Cannabis funding 2 Decrease to Special Projects Expense 9 Page 12 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (404,800) (510,000) (105,200) 26.0%1 Contribution from Reserves (81,000) (64,100) 16,900 (20.9%) Total Revenues (485,800) (574,100) (88,300) 18.2% Expenditures Labour 404,300 476,100 71,800 17.8%2 Purchases 41,600 57,800 16,200 38.9%3 Contracted Services 6,500 6,500 Interfunctional Adjustments 33,400 33,700 300 0.9% Total Expenditures 485,800 574,100 88,300 18.2% Total Net Levy Notes: 1 Increased Revenue from Permits 2 Part time labour service level chage 3 Rent Expense 10 Page 13 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges 0 (53,000) (53,000) Other Revenue (200,000) (200,000) 0 Total Revenues (200,000) (253,000) (53,000) 26.5% 0 0 0Expenditures Labour 0 9,600 9,600 Purchases 0 13,000 13,000 Contracted Services 0 17,500 17,500 Total Expenditures 0 40,100 40,100 0 0 0Total Net Levy (200,000) (212,900) (12,900) 6.5% 6 Page 14 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (4,844,900) (741,500) 4,103,400 (84.7%) Total Revenues (4,844,900) (741,500) 4,103,400 (84.7%) 0 0 0Expenditures0 0 0 Labour 2,135,200 0 (2,135,200) (100.0%) Purchases 1,805,200 153,400 (1,651,800) (91.5%) Contracted Services 344,900 0 (344,900) (100.0%) Interfunctional Adjustments 419,600 447,500 27,900 6.6% Total Expenditures 4,704,900 600,900 (4,104,000) (87.2%) 0 0 0Total Net Levy (140,000) (140,600) (600) 0.4% 7 Page 15 of 135 Page 1 of 4 Subject: Water Heater Rental Service Report Number: HYD 19-01 Author: Ian McKenzie, Hydro Operations General Manager Meeting Type: Council Meeting Meeting Date: Tuesday, December 10, 2019 Recommendation: That Council receive Report HYD 19-01 for information; AND THAT Council direct staff to provide a report of options to exit the water heater rental service back to council by January 6, 2020. Background: This report is to assist the Town of Tillsonburg in determining financial risks and mitigation options of the Water Heater Rental Tank program within the Town. The Town of Tillsonburg inherited the Water Heater Rental Service from the former PUC. THI is not allowed to participate in this area of service so the Town has continued on with this service. At a point in time, there was logic to be in the business when the PUC rented the water heaters and sold electricity with some cross benefit. This has not been the case for several years and the town indirectly benefits from electrical sales through its ownership of THI but not enough to cover the losses and liability. Discussion: The Town currently rents electric hot water tanks to residents within the Town providing both a 40 Gal and 60 Gal option. As of October 31, 2019, the Town rents 360 water heater tanks to residents with the tank’s age demographics below: Age of Tank Number Rented Age of Tank Number Rented Age of Tank Number Rented Age of Tank Number Rented 0 2 5 24 10 10 15 16 1 20 6 15 11 13 16 19 2 27 7 30 12 14 17 11 3 14 8 12 13 23 18 12 4 24 9 16 14 10 19 + 48 Assuming the average life expectancy of a Water Heater Tank is 10 years, the Town’s deployed inventory has 176 tanks that are at, or past the expectant life. Each tank to Page 16 of 135 HYD 19-01 Page 2 of 4 purchase and install cost approximately $1,000 and has an approximate 8 year payback of the installation costs and interest on financing, at $12 rental cost per month. This allows for an average of 2 years of rental revenue ($288) to offset labour, billing and profit margin, calculated at approximately $400 per tank installation, over the useful life resulting in a 10 year loss of $112. The Water Heater Rental program budget line shows a $15,000 net profit but does not include the costs of operating the activities such as labour, mailing, collections etc. As identified above, for the Town to continue providing this service a large capital outlay would be required and funded through user pay debt. The immediate number of tanks that are beyond their useful life is 176, with additional tanks reaching the end of the useful life each year. At the approximate $1,000 installation cost per tank, $176,000 is required immediately to bring our rental inventory up to standards and an additional $73,000 over the next five years. Case law regarding Water Heater Rentals has undergone some change over the past few years, where now the owner of the tank (Town) has become responsible for damages resulting in tank failures (flood damage). The Town’s current deductible per claim is $20,000 and moving to $50,000. If one of the 176 identified “at risk” tanks fails, a considerable loss would impact the Town. The liability for the Town is not balanced out by the net benefits provided to the Town. Current market rates for electric water heaters is between $13 and $14 per month. Moving towards market rates (from our current $11 & $12 monthly rental rates) would not materially impact the “Cost / Benefit” analysis. With the above discussions considered, it is staff’s recommendation is to take action to exit this business immediately. The exit strategy will require legal input regarding active contracts (tanks installed within the past year) and could be developed for the January 6th Council Budget Meeting. Financial Impact/Funding Source: Continue Water Tank Rental Service – risks identified above including liability from failure ($20,000 per claim), capital cost outlay ($176,000 re-investment in current year) and impacts from rental rate increases. Exit Water Tank Rental Service – loss of contribution to shared expenses of $15,000 and wind down costs. Community Strategic Plan (CSP) Linkage: Page 17 of 135 HYD 19-01 Page 3 of 4 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Attachments: Page 18 of 135 HYD 19-01 Page 4 of 4 Report Approval Details Document Title: HYD 19-01.docx Attachments: Final Approval Date: Dec 3, 2019 This report and all of its attachments were approved and signed as outlined below: No Signature - Task assigned to Dave Rushton was completed by workflow administrator Ron Shaw Dave Rushton - Dec 2, 2019 - 3:26 PM Ron Shaw - Dec 2, 2019 - 3:29 PM Donna Wilson - Dec 3, 2019 - 8:16 AM Page 19 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (90,000) (95,000) (5,000) 5.6%1 Total Revenues (90,000) (95,000) (5,000) 5.6% 0 0 0Expenditures Purchases 51,000 62,000 11,000 21.6%1, 2 Interfunctional Adjustments 4,000 4,200 200 5.0% Debt Principal & Interest 130,000 96,800 (33,200) (25.5%)3 Total Expenditures 185,000 163,000 (22,000) (11.9%) 0 0 0Total Net Levy 95,000 68,000 (27,000) (28.4%) Notes: 1 Discover Tillsonburg - net levy uneffected 2 Façade program increase $6,000 3 Debt will be paid off in 2020 7 Page 20 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (27,000) (11,000) 16,000 (59.3%)1 User Charges (93,600) (91,000) 2,600 (2.8%) Other Revenue (2,000) 0 2,000 (100.0%) Contribution from Reserves (29,400) (1,100) 28,300 (96.3%) Total Revenues -152,000 -103,100 48,900 (32.2%) Expenditures Labour 294,500 322,300 27,800 9.4%2 Purchases 138,600 107,800 (30,800) (22.2%)3 Contracted Services 25,000 27,000 2,000 8.0% Contribution to Reserves 76,000 76,000 0 Interfunctional Adjustments (14,300) (14,400) (100) 0.7% Debt Principal & Interest 33,100 24,100 (9,000) (27.2%) Total Expenditures 549,100 542,800 (6,300) (1.1%) Total Net Levy 397,100 439,700 42,600 10.7% Notes: 1 Provincial Grants -RED Grant 2 Service Level Increase 3 Map Implementation 8 Page 21 of 135 Page 1 of 4 Subject: White Paper – Service Level Increase Report Number: DCS 19-37 Author: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Tuesday, December 10, 2019 Background: Over the past ten years, there have been significant changes in the way media and newspaper companies cover local issues. Due to technological innovation, changes in the marketplace, and global competition, many media companies do not offer the same level of coverage of local news, sports, events, etc. At the same time, the expectations of residents have increased. With the advent of social media platforms, citizens of municipalities expect timely and accurate information from their municipal government. The effects of reduced coverage by others and higher expectations from ratepayers have resulted in a significant and growing communications gap. The purpose of this report is to seek Council support for the addition of part-time contract staff person to assist with Council’s priority of increasing multi-media communications to enable more effective and efficient communication with the Town’s citizens. Discussion: The Economic Development & Marketing Departments is comprised of the following staff and responsibilities: Job Title Summary Job Description Development Commissioner Responsible for investment attraction, business retention, entrepreneurial liaison, real estate, advertising, and communications management Marketing & Communications Officer Responsible for ensuring that the municipality is marketed appropriately, that the profile of the corporation is improved, and that the brand guidelines are followed Marketing Coordinator Responsible for providing marketing and communications support to the corporation, assisting with coordination of a lead management program, and Page 22 of 135 DCS 19-37 Page 2 of 4 conducting research to support investment attraction, communication and workforce initiatives (60% FTE) Responsible for providing marketing and communications support for RCP programs and initiatives (40% FTE) Due to increased demand from other departments for graphic design and communications support services, new corporate priorities and Economic Development & Marketing department Business Plan objectives, the department is unable to process an increasing number of requests in a timely manner. Ensuring that all Corporate communications meet branding and design standards is important to maintain the Town’s professional ‘look and feel.’ Additionally, all corporate communications must now meet Accessibility for Ontarians with Disabilities Act (AODA) standards as required by recent legislation. Further, Council has specifically requested a number of communication tools to be considered and content added to the Town’s website and social media page on a regular basis. Due to the current workload, staff is unable to meet these increased demands. Hence, staff is seeking additional funding to increase the level of service provided to ratepayers and internal departments. This will be realized by the addition of part-time contract staff person to help meet these demands. Consultation: The Director of Recreation, Culture and Parks, the Development Commissioner, and the Senior Leadership Team have had a number of discussions regarding the best way to optimize the deployment of the Corporation’s current communications team while maintaining service levels to existing departments. Financial Impact/Funding Source: The draft 2020 Economic Development & Marketing budget contains a funding request for an additional $12,500 for a part-time contract communications support person. This funding was intended to support the start-up of a contract person by July 1, 2020. The draft budget also includes $15,000 for grid movement, which is no longer required due to staff turn-over. Hence, staff is requesting approval to combine these two amounts for a total of $27,500 to secure part-time staff for the full year. Page 23 of 135 DCS 19-37 Page 3 of 4 Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living Page 24 of 135 DCS 19-37 Page 4 of 4 Report Approval Details Document Title: Budget_Whitepaper-Service_Level_Increase- Economic_Development_and_Marketing.docx Attachments: Final Approval Date: Nov 28, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Nov 27, 2019 - 3:00 PM Ron Shaw - Nov 27, 2019 - 8:48 PM Donna Wilson - Nov 28, 2019 - 8:01 AM Page 25 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (133,600) (130,800) 2,800 (2.1%) Other Revenue (6,500) (18,500) (12,000) 184.6%1 Total Revenues (140,100) (149,300) (9,200) 6.6% 0 0 0Expenditures Labour 114,300 119,000 4,700 4.1% Purchases 39,200 43,500 4,300 11.0% Contracted Services 21,200 21,200 0 Interfunctional Adjustments 79,300 76,400 (2,900) (3.7%) Total Expenditures 254,000 260,100 6,100 2.4% 0 0 0Total Net Levy 113,900 110,800 (3,100) (2.7%) Notes: 1 Increased Interest Revenue 11 Page 26 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (16,000) 0 16,000 (100.0%) User Charges (34,300) (34,900) (600) 1.7% Other Revenue (4,600) (5,200) (600) 13.0% Contribution from Reserves (7,400) (3,500) 3,900 (52.7%) Total Revenues (62,300) (43,600) 18,700 (30.0%) 0 0 0Expenditures Labour 227,300 248,300 21,000 9.2%1 Purchases 141,800 135,100 (6,700) (4.7%) Contracted Services 188,300 196,300 8,000 4.2% Contribution to Reserves 16,200 16,200 0 Interfunctional Adjustments 87,800 97,900 10,100 11.5%2 Debt Principal & Interest 85,600 83,600 (2,000) (2.3%) Total Expenditures 747,000 777,400 30,400 4.1% 0 0 0Total Net Levy 684,700 733,800 49,100 7.2% Notes: 1 2 Fleet and Staff time allocations Maintaining Service level funded in 2019 with one-time grant monies 12 Page 27 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (29,100) (25,700) 3,400 (11.7%) User Charges (700) 0 700 (100.0%) Total Revenues (29,800) (25,700) 4,100 (13.8%) 0 0 0Expenditures Labour 11,700 16,200 4,500 38.5% Purchases 41,500 41,500 0 Total Expenditures 53,200 57,700 4,500 8.5% 0 0 0Total Net Levy 23,400 32,000 8,600 36.8% 13 Page 28 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (42,700) (42,700) 0 User Charges (1,361,600) (1,338,700) 22,900 (1.7%) Other Revenue (30,000) (42,800) (12,800) 42.7%1 Total Revenues (1,434,300) (1,424,200) 10,100 (0.7%) 0 0 0Expenditures Labour 1,487,700 1,447,300 (40,400) (2.7%) Purchases 258,100 276,300 18,200 7.1%2 Interfunctional Adjustments 66,900 140,400 73,500 109.9%3 Debt Principal & Interest 14,700 15,000 300 2.0% Total Expenditures 1,827,400 1,879,000 51,600 2.8% 0 0 0Total Net Levy 393,100 454,800 61,700 15.7% Notes: 1 Increase in Special and Donation Revenue 2 Safety Expense, Advertising & Training 3 Staff time allocation 14 Page 29 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (6,300) (7,300) (1,000) 15.9% Total Revenues (6,300) (7,300) (1,000) 15.9% 0 0 0Expenditures Labour 856,000 883,200 27,200 3.2% Purchases 570,500 626,100 55,600 9.7%1 Contracted Services 301,400 327,300 25,900 8.6%2 Contribution to Reserves 7,600 0 (7,600) (100.0%) Interfunctional Adjustments 51,000 81,000 30,000 58.8%3 Debt Principal & Interest 594,500 591,000 (3,500) (0.6%) Total Expenditures 2,381,000 2,508,600 127,600 5.4% 0 0 0Total Net Levy 2,374,700 2,501,300 126,600 5.3% Notes: 1 Supplies Expense for Building Maintenance 2 3 Fleet and Staff time allocations Increase to PM Capstone Generator Contract, Cost increases at Summer Place, HLW unit cost increases 15 Page 30 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues User Charges (100,000) (106,300) (6,300) 6.3%1 Total Revenues (100,000) (106,300) (6,300) 6.3% 0 0 0Expenditures Purchases 14,900 14,800 (100) (0.7%) Contribution to Reserves 20,000 26,300 6,300 31.5%1 Debt Principal & Interest 32,800 32,000 (800) (2.4%) Total Expenditures 67,700 73,100 5,400 8.0% 0 0 0Total Net Levy (32,300) (33,200) (900) 2.8% Notes: 1 Rent increase contributed to reserves 16 Page 31 of 135 Note 2019 2020 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Grants (21,400) (29,400) (8,000) 37.4%1 User Charges (67,500) (65,000) 2,500 (3.7%) Other Revenue (24,500) (22,000) 2,500 (10.2%) Total Revenues (113,400) (116,400) (3,000) 2.6% 0 0 0Expenditures Labour 289,200 288,000 (1,200) (0.4%) Purchases 124,300 134,700 10,400 8.4%2 Contracted Services 55,000 55,800 800 1.5% Interfunctional Adjustments 21,100 21,600 500 2.4% Total Expenditures 489,600 500,100 10,500 2.1% 0 0 0Total Net Levy 376,200 383,700 7,500 2.0% Notes: 1 Sponsorship for ROM Exhibit 2 ROM Exhibit 17 Page 32 of 135 Page 1 of 4 Subject: White Paper – Achieving Energy Cost Savings at the Tillsonburg Community Centre Report Number: 19-63 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Background: Council requested information about the energy cost savings at the Tillsonburg Community Centre to verify that the cost savings are enough to cover the debt servicing costs of implementing the LED rink lights and the energy retrofit project. This report outlines the overall changes in consumption levels, the associated hydro cost savings and natural gas cost increases, and the debt servicing costs. Discussion: At the Community Centre, there are two water meters, two gas meters and one metered hydro account. The Heat, Light & Water (H,L&W) budget line in the 465 department reflects the costs from all of these meters, as well as meters at the Waterpark, Summer Place and Gibson House. The 2019 H,L&W budget allocation was reduced from $576,100 in 2018 to $382,100 in 2019. So far, $331,578 (87%) has been charged against that budget. The reduced H,L&W allocation is largely offset by increases in the allocations for debt and debt principal, but the combined total does reflect an overall reduction in the impact to taxation of $10,000. Comparing straight hydro consumption from year to year is difficult as the number of cold days and hot days does affect hydro usage. However, the using the average hydro consumption for 2013-2016 (2,366,382 kWh) as a way to minimize annual temperature fluctuations, installing the LED lighting in 2017 and the TCC Energy Retrofit project in 2018 has reduced the overall hydro consumption in the building by almost 20% to 1,902,864 kWh. This is even though the outdoor pad was operating for over two months earlier this year. The overall consumption reduction has been achieved mainly through the replacement of the old ice plant with a much more efficient one. Without this 20% reduction in total hydro consumption, the 2019 hydro bills to date would have cost approximately $419,000, compared with the $363,000 the January- November period cost in 2016. 2016 is the most appropriate year to use for comparison because it was the year before the LED arena lights were installed in August 2017 and in 2018 the ice plant was entirely shut down from mid-June to the end of August while the new one was installed. Although the turbines were installed in May 2018 and Page 33 of 135 RCP 19-63 Page 2 of 4 operating most of the rest of the year, the monitoring systems were not fully completed until December so there is no data regarding their production for most of that period. Since coming on line in June of 2018, using the turbines to generate hydro for use at the facility has saved approximately $290,000. $The turbines have generated approximately 54% of the hydro used at the facility so far in 2019. Attached are copies of the monitoring system dashboards that assist staff to keep an eye on how the system is functioning. The November 2019 hydro bill has not been received yet, but for the January-October period, hydro bills have totaled $143,514. So far this year, the average unit cost of hydro is up 6% over 2018 to $0.177/kWh and has increased 48% since 2013. The 2020 budget anticipates a further 5% increase in hydro rates. As expected, total gas consumption at the facility is considerably higher in 2018 and 2019 than in prior years because of the turbines. However, the cost of gas used for the North end of the building including the pool, Health Club, Senior Centre, Lions Auditorium and squash courts is down by over 65% already because of the heat recovery system. Further reductions will be seen as more hot water and HVAC systems are converted over to take advantage of the heat recovery loop. The turbines are being operated in a manner designed to maximize their heat recovery efficiency over the year so that the anticipated incentives and rebates are secured. In summary, the projected hydro consumption reductions are being achieved and the majority of the electricity consumed at the Community Centre is being generated by the turbines. Unit cost increases in hydro purchased from the grid are higher than anticipated in 2019, and are projected to increase further in 2020. The increase in gas consumption and cost is in line with projections, although the carbon tax increases anticipated over the next several years will have an impact on costs. The annual debt servicing costs to install the LED lights ($6,600) and implement the Energy Retrofit ($176,800) are being offset by the overall reduction in utility costs, especially when adjusted for increased unit costs. The on-site power generation has increased the service level at the Community Centre so a significant portion of the facility can operate in the event of an extended power outage. Page 34 of 135 RCP 19-63 Page 3 of 4 Consultation: N/A Financial Impact/Funding Source: The energy conservation projects implemented in 2017 and 2018 at the Community Centre have achieved the cost savings required to offset the debt servicing for implementing the projects. This use of debt funded through operational savings has avoided the need to fund the ice plant replacement out of taxation or debt serviced by taxation. The projects have achieved substantial ‘future cost avoidance’ while renewing critical infrastructure and enhancing the ability of the facility to serve the community in the event of an emergency or hydro outage without increasing the impact on tax rates. Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☐ Make Tillsonburg an attractive place to live for youth and young professionals ☐ Provide opportunities for families to thrive ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – Megawattcher Dashboards for December 1, 2019 Page 35 of 135 RCP 19-63 Page 4 of 4 Report Approval Details Document Title: RCP 19-63 - Achieving Energy Cost Savings at the Tillsonburg Community Centre.docx Attachments: - RCP 19-63 - ATT 01 - MegaWattcher Dashboard 2019-12-01.pdf Final Approval Date: Dec 2, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Dec 2, 2019 - 11:25 AM Ron Shaw - Dec 2, 2019 - 3:36 PM Donna Wilson - Dec 2, 2019 - 4:25 PM Page 36 of 135 Overview Summary 1,125,333 kWh Total Energy (kWh) Saved Jan, 19 Mar, 19 May, 19 Jul, 19 Sep, 19 Nov, 19 0K 500K 1000K Cumulative Corrected Savings [kWh] Jan 1 Mar 1 May 1 Jul 1 Sep 1 Nov 1 -100% 0% 100%Percent [%]Control Chart 1,034,275 kWh Total Electricity Generated (last 12 Months) Janu..Febru..March April May June July Augu..Sept..Octo..Nove..Dece..2019201920192019201920192019201920192019201920190K 50K 100K 150K 200K ValueFacility Year Over Year 104,377 kWh 43,630 kWh Electricity Used in The Last Month kWh Generated kWh Purchased Unit Selector kWh Unit Selector kWh Page 37 of 135 Combined Heat and Power Summary Jan 1 Apr 1 Jul 1 Oct 1 -50% 0% 50%Input NG-50% 0% 50%Avg. C Out CC k..-50% 0% 50%Output Therm.CHP Input / Output Control Charts Input: Last 12 Month'.. Input: last Month's Gas Output: Last 12 Month'.. Output: Past 12 Month'.. 0M 1M 2M 3M 4M Equivalent Energy [ekWh]CHP Inputs / Outputs Summary 1,034,275 kWh Total Generated (Selected Window) 3,269 kWh Total Generated (This Month) This Time Last Month:3,931 kWh Jan 1 Mar 1 May 1 Jul 1 Sep 1 Nov 1 Day of Date Time [2019] 0K 500K 1000K Cumulative Corrected Savings [kWh] 57.12% Average System Efficiency (Selected Window) Jan 1 Apr 1 Jul 1 Oct 1 0% 50% 100% Heat Utilization and System Efficiency 0%10%20%30%40%50%60%70%80%90% Average Heat Utilization Heat Utilization - Last Year Average System Efficiency System Efficiency - Last Year Turbine 1 Runhours Turbine 2 Runhours Turbine 3 Runhours Grandtotal RunHours 32,576 10,990 10,789 10,796 Turbine 1 Output (kWh) Turbine 2 Output (kWh) Turbine 3 Output (kWh) Grandtotal Power (kWh)1,034,413 348,300 346,902 339,210 Arena DHW/Zamboni 2.2% Penthouse Boiler Loop 73.3% Rink Warm Floor 16.3% Zamboni Ramp 8.1% Heat Sink Breakdown Avg. Heat Utilization [%] Avg. System Efficiency [%] Unit Selector kWh 1/1/2019 120000 AM to 12/31/20..All values Page 38 of 135 Refrigeration Summary 91,058 kWh Total Energy (kWh) Saved Jan 1 Mar 1 May 1 Jul 1 Sep 1 Nov 1 Day of Date Time [2019] 0K 50K 100K Cumulative Corrected Savings [kWh] Mar 3, 19 May 26, 19 Aug 18, 19 Nov 10, 19 Week of Date Time -100% -50% 0% 50% 100%REF CCControl Chart kWh Consumption Feb 3, 19 Mar 31, 19 May 26, 19 Jul 21, 19 Sep 15, 19 Nov 10, 19 0K 5K 10K 15K Plant TRh0 1 2 3 4 Average Plant COPRefrigeration Ton-Hours and COP Average Tonnage Today Average Tonnage Yesterday Unit Selector kWh Unit Selector kWh 52 68 Average Plant COP Plant TRh All values1/1/2019 120000 AM to 12.. Page 39 of 135 Page 40 of 135 Page 41 of 135 Page 42 of 135 Page 43 of 135 Page 44 of 135 Page 45 of 135 Page 46 of 135 Page 47 of 135 Page 48 of 135 Page 49 of 135 Page 50 of 135 Page 51 of 135 Page 52 of 135 Page 53 of 135 Page 54 of 135 Page 55 of 135 Page 56 of 135 Page 57 of 135 Page 58 of 135 Page 59 of 135 Page 60 of 135 Page 61 of 135 Page 62 of 135 Page 63 of 135 Page 64 of 135 Page 65 of 135 Page 66 of 135 Page 67 of 135 Page 68 of 135 Page 69 of 135 Page 70 of 135 Page 71 of 135 Page 72 of 135 Page 73 of 135 Page 74 of 135 Page 75 of 135 Page 76 of 135 Page 77 of 135 Page 1 of 3 Subject: White Paper – Feedback from Service Clubs About the Future of the LLWP Report Number: 19-58 Author: Rick Cox Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Background: At the Council Budget meeting on January 29, 2019, the following resolution was adopted: Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT $75,000 be put into reserves until all decisions with regards to the Waterpark, outdoor pool and waterpark building including Item X52FAC Aquatic Design Study until Council has had the opportunity to have consultation with associated service clubs who have invested both time and money to bring the Waterpark to fruition; AND THAT staff send a letter of request to all associated service clubs of the waterpark and the Memorial Park Revitalization Committee and the Parks & Rec Committee, to provide their feedback and vision with regards to the future of the outdoor slide, outdoor pool and Waterpark building; AND THAT said letter include the full costs for short term and long term repairs which will be required for all of the above items. A letter outlining Council’s request was sent to the President of the Tillsonburg Lions Club, the Tillsonburg Rotary Club, and the Tillsonburg Kinsmen Club, accompanied by a binder of documentation that included estimated costs to rehabilitate the existing waterpark infrastructure as well as the estimated costs associated with the options outlined by the consultants to reimagine the waterpark. Discussion: The responses to Council’s request for feedback from are attached for Council’s review. Consultation: In addition to providing the documentation to all three Clubs that have contributed to the Waterpark over the years, the Director attended a meeting of the Lions Club Executive and the Kinsmen Club to answer any questions the group had. Financial Impact/Funding Source: There is no direct financial impact arising from this report. Page 78 of 135 RCP 19-58 Page 2 of 3 Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – Response from the Lions Club: Tillsonburg Aquatic Facilities Appendix B – Response from the Rotary Club: Letter to Town Council Appendix C – Response from the Kinsmen Club: Lake Lisgar Waterpark Letter Page 79 of 135 RCP 19-58 Page 3 of 3 Report Approval Details Document Title: RCP 19-58 - Feedback from Service Clubs About the Future of the LLWP.docx Attachments: - RCP 19-58 - ATT 01 - 2019-10-23 - Tillsonburg aquatic facilities - B Kendrick Lions.pdf - RCP 19-58 - ATT 02 - 2019-11-10 Letter to Town Council - J Lohuis Rotary.pdf - RCP 19-58 - ATT 03 - 2019-11-26 - Lake Lisgar Water Park Letter Tillsonburg - S Curtis Kinsmen.pdf Final Approval Date: Nov 28, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Nov 28, 2019 - 8:21 AM Ron Shaw - Nov 28, 2019 - 8:34 AM Donna Wilson - Nov 28, 2019 - 8:47 AM Page 80 of 135 From:Bruce Kendrick To:Rick Cox Cc:"Donna McLarty" Subject:Tillsonburg aquatic facilities Date:Wednesday, October 23, 2019 10:47:37 AM Thank you for attending our executive meeting October 22nd to discuss the state of the current aquatic facilities (both outdoor and indoor) and plans for the future. The Tillsonburg Lions have had a long history of supporting this type of facility for the Tillsonburg area which does indeed support the larger tri-county area, the Lake Lisgar Water Park being one of our major projects over the years. We are aware that the current outdoor facility is badly in need of an update and we will continue to be supportive of the Town’s efforts to provide this type of facility for the community. An outdoor facility provides for a basic need of our residents. We are prepared to work with the Town to provide whatever assistance we can to ensure that this important resource is maintained and improved. In addition, we know that the indoor aquatic facilities need to be updated not only to provide facilities to the community but also to meet current regulatory requirements. The indoor facility also provides a “core service” and one that would be supported by the Lions Club of Tillsonburg. We look forward to updates on progress made to these plans and how we can be a part of the development. Regards Bruce Kendrick, President, Tillsonburg Lions Club. cc. Donna McLarty, Secretary Page 81 of 135 To: Mr. Rick Cox Director of Parks, Recreation & Culture Town of Tillsonburg November 10, 2019 Re: Comments relating to Town of Tillsonburg Aquatic Infrastructure We understand that Town Council has requested comments by service clubs relating to the state of Tillsonburg’s aquatic facilities. After a meeting relating to this topic, we provide the following comments:  The Town of Tillsonburg was well ahead of its time in providing indoor and outdoor aquatic facilities with over 40 and 60 years of service respectively and the facilities have served the Town well.  The Town’s aquatic facilities are valued and have the potential to serve a wide variety of the population young to old. The health benefits for continued activity of aquatic swims and therapy pools are well documented, particularly since Tillsonburg also has a high number of seniors in the community.  The Town services a population well beyond Town limits with aquatic facilities. User fees do not offset the considerable net cost (operating and capital) for provision of these services, yet surrounding communities have not supported portions of either operating nor capital costs for these facilities. The Town does not appear to have reserve funds ready for replacement of these assets despite the certainty of these facilities coming to the end of a long life cycle.  The level of external usage of aquatic facilities by those living outside the Town of Tillsonburg should be documented to Council. Cost per use or revenue per use data of aquatics versus Town investment in other recreation activities are also not available for analysis, even within the studies provided. External communities should be assisting with either/or operating and capital costs as demonstrated by other Ontario communities.  The existing facilities were provided in an era of Wintario grants, CRCA (Community Recreation Centres Act) grants which allowed fundraising by the community with equal 25% shares (Wintario, CRCA, Community fundraising, Tax allocation). These mechanisms no longer exist in the same manner. Our Rotary Club (and other service clubs) expressedly cannot contribute funds derived from lottery proceeds under Provincial regulations.  Given our understanding that both facilities are at or near the end of their capital asset lifecycle and further, Town Council should put forward efforts to have “shovel-ready” proposals for accessing available federal and provincial infrastructure grant funding now available to Ontario communities. (eg: City of Niagara Falls submission information).  There should be a common strategy by services clubs with regard to this issue. Other than casual discussion, there has not been a formal opportunity for this issue to be discussed within a combined meeting of service clubs on this issue Page 82 of 135  The consensus of our own club, is that the Town should retain the current competitive indoor aquatic tank, to add a 2nd multiuse pool that features full accessibility and some aquatic therapy features (jets, therapy pool features, graduated entry, family change room etc.) As well, the Town should not invest further in the outdoor pool and like many other Ontario communities provide a splashpad facility adjacent to the indoor facility for efficiencies in utility and maintenance costs. The Rotary Club of Tillsonburg is a small club (17 persons) at present and continues to provide many services and projects that benefit the Town of Tillsonburg directly including recreation playground equipment, tree plantings, leadership development of young students, funding of high school bursaries, past service projects such as the Rotary Wing of the community centre, the Clock Tower and many other initiatives. We thank the Town Council for this opportunity to comment. Regards, John Lohuis MBA CMM III President, Tillsonburg Rotary Club Page 83 of 135 TO: Rick Cox Director of Recreation, Culture & Parks, Town of Tillsonburg FROM: Shane Curtis President of the Kinsmen Club of Tillsonburg RE: Lake Lisgar Water Park DATE: November 26, 2019 The Tillsonburg Kinsmen Club has made significant investment in the Lake Lisgar Water Park over the last 75 years the club has been in Tillsonburg both in financial contributions and in-kind work. Rick Cox presented to the club at a general meeting the various deficiencies that the park currently has and options for the future. The Tillsonburg Kinsmen believes the Lake Lisgar Water Park is a valuable asset to the town which adds to the quality of life for the residents of our great town and is one of the many qualities that aids in business attraction. The Tillsonburg Kinsmen Club has interest in supporting both financially and with in-kind work an enhanced water park. We believe this water park should have a free and accessible splash pad component. The enhanced water park we feel would benefit from one to two water slides that potentially use a landing area rather than a full swimming pool. Our support is conditional on being satisfied with the proposal for the area. Please feel free to contact me at 519-808-3537 or shane@curtiswilcox.com with any questions. Page 84 of 135 Page 1 of 5 Subject: White Paper – Summary of Facility Condition Assessment Reports Report Number: 19-61 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Background: Council requested a summary of the current status of Facility Condition Assessments (FCAs), and for the full FCA reports to be available to Council for review. This report provides the summary of the current status. All current finalized FCAs are available electronically through the Council Intranet or in a binder for Council members to review. The FCA’s for the Fire Hall and OPP Headquarters are still in draft form and were received by staff for preliminary review on November 28, 2019. Discussion: Between 2016 and 2019, thirteen facility condition assessments (FCA’s) were commissioned on Town Buildings, Courts and Diamonds using OSIF grant funding. These reports were performed by consultants who were commissioned to evaluate the condition of the facility and provide a 25-year maintenance plan to keep the facility operating at the current level of service. For buildings the consultants were also asked to comment on whether there was risk of asbestos in the construction of the facility and to review the AODA compliance of the facility. As of December 2019, not all locations have been assessed. Further FCA’s will be commissioned for the facilities listed in the table to the right as funding is made available. Obtaining current FCA’s for all infrastructure is a requirement of the Town’s Asset Management Plan as the Town makes the transition from age-based planning to condition- based planning to comply with Provincial regulations. Location/Asset FCA Scheduled Airport Terminal 2020 Elliott Fairbairn 2020 Hardball # 1 2020 Gibson House 2021 Kinsmen Canteen 2021 Kolin Smith Memorial Skatepark & Pumptrack 2021 Kinsmen Bandshell 2022 Memorial Park Picnic Pavilion 2022 J.L.Scott McLean Outdoor Recreation Pad 2022 Tillsonburg Community Centre various Page 85 of 135 RCP 19-61 Page 2 of 5 Below is a summary of the Area, Facility, Overall Condition, and 25-year costs identified in the FCA reports to date. Based on the 25-year costs shown in the table above, an annual asset maintenance allocation of $103,000 (adjusted for inflation) for Courts & Diamonds each year for 25 years should be sufficient to maintain the current level of service for that time. Similarly, an annual asset maintenance budget each year for 25 years of $643,000 (adjusted for inflation) for the Corporate Buildings listed should maintain their operation in good and serviceable condition for that time. The 2020 draft capital budget includes an allocation for Courts and Diamonds of $100,000, as well as $450,000 for buildings and $120,000 for roof work. These allocations are augmented by specific allocations for the indoor pool and the waterslide replacement. Consultation: Facility Condition Reports have been performed by a+LiNK Architects Ltd., WSP Canada Inc., AquaPlans Aquatic Consultants Inc., Sports Turf International Ltd., and Court Crafters Inc. Financial Impact/Funding Source: OSIF grant funds have been used for the Facility Condition Assessments. In 2020, the draft budget proposes a different use for OSIF funds and therefore the FCA’s scheduled for 2020 will not occur unless an alternate funding source becomes available. Area Facility Date of Report Overall Condition 25-year costs* Optimist Diamond 1 Jan-17 3.6/5 91,500$ Optimist Diamond 2 Jan-17 3.55/5 91,500$ Kiwanis Diamond Jan-17 2.8/5 495,000$ Sam Lamb Diamond (Hardball #2)Jan-17 2.77/5 603,000$ Annandale Diamond 2 Jan-17 2.45/5 89,000$ Annandale Diamond 3 Jan-17 2.75/5 463,500$ Annandale Diamond 4 Jan-17 2.5/5 72,500$ Annandale Diamond 5 Jan-17 2.67/5 72,500$ Tennis Courts Dec-18 "several issues that need to be addressed"608,069$ 2,586,569$ ANHS Mar-17 "generally fair to good"1,141,992$ Cemetery Building Apr-17 "good and serviceable"264,200$ Public Works Building Apr-17 "good and serviceable"2,704,896$ Customer Service Centre Apr-17 "good and serviceable"2,452,896$ Lake Lisgar Waterpark Pool Aug-17 not provided 2,809,440$ Indoor Pool Sep-17 not provided 3,298,464$ Lake Lisgar Waterpark Oct-17 "fair and serviceable"1,345,536$ Station Arts Centre Nov-18 "generally sound condition"623,462$ Rotary Clock Tower Feb-19 "generally sound condition"160,776$ Fire Hall Nov-19 "serviceable"444,000$ OPP Headquarters Nov-19 "good"834,000$ 16,079,662$ 18,666,231$ 746,649.24$ *NOTE: Costs are estimates only and have not been adjusted for inflation since the year the report was done Total 25-year asset maintenance estimate Average required per yer Courts & Diamonds 25-year asset maintenance Subtotal Corporate Buildings 25-year asset maintenance Subtotal Courts & Diamonds Corporate Buildings Page 86 of 135 RCP 19-61 Page 3 of 5 Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – Compiled Executive Summaries from Completed Facility Condition Analyses Page 87 of 135 RCP 19-61 Page 4 of 5 Page 88 of 135 RCP 19-61 Page 5 of 5 Report Approval Details Document Title: RCP 19-61 - Summary of Facility Condition Assesment Reports.docx Attachments: - RCP 19-61 - ATT 01 - Compiled FCA Executive Summaries - Nov 2019.pdf Final Approval Date: Dec 2, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Dec 2, 2019 - 8:42 AM Ron Shaw - Dec 2, 2019 - 8:47 AM Donna Wilson - Dec 2, 2019 - 9:15 AM Page 89 of 135 Compiled Executive Summaries from Completed Facility Condition Analyses November 2019 Annandale National Historic Site Cemetery Operations Building Customer Services Centre Tillsonburg Fire Station Lake Lisgar Waterpark Building Tillsonburg OPP Station Public Works Building Rotary Clock Tower Station Arts Centre Summary of Roof Conditions (2017) Page 90 of 135 Annandale House Building Condition Assessment Report a+LiNK Project No. 1638, 2 March 2017 DRAFT 3|36 Executive Summary The historic Annandale House constructed in circa 1883 is a wood and masonry building following the Victorian architectural style. The interior and exterior of the house is highly decorated following the aesthetic arts movement. The original house is designated as a National Historic Site of Canada for its decorative interior. The house is in generally fair to good condition. However, there are some deficiencies and historic incompatibilities such as the exterior masonry mortar joints to be repaired. The major concern with the house is the slate roof. If this is the original roof it has performed very well. However, after 134 years it is time to replace the slate shingles and metal flashings. The addition constructed in 1989 of steel and masonry construction complementing the decorative masonry features and patterns of the historic house. Interior finishes are consistent of that time period and appear to be in fair to good condition. There are some deficiencies to be repaired. The house and addition appear to be structurally sound. However, there are some relatively minor deficiencies to be repaired. The mechanical and electrical systems and equipment are functioning. However, some of the equipment and fixtures have reached their expected service life and will need to be replaced. Fire and life safety issues should be considered the highest priority with immediate attention to clearing exit paths, corridors, and stair wells and remove all wedges in fire rated doors. This work should be followed immediately with upgrading deficiencies in fire separations and rated doors. Respectfully submitted, Ed J. van der Maarel Principal Architect + Heritage Consultant Dipl. Arch. RAIC, dipl. Arch. Tech. Heritage Consultant, CAHP, ICOMOS Timothy M. Finch Project Coordinator Licensed Technologist OAA, A.Sc. T., CAHP Page 91 of 135 Facility Condition Assessment and Capital Planning StudyCemetery Operations Building -191/ 193 Simcoe Street, Tillsonburg, ON April 4, 2017 WSP Canada Inc.1 1.Executive Summary 1.1 Introduction WSP Canada Inc.(WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA)and Capital Planning study for the Cemetery Operations Building located at 191-193 Simcoe Street in Tillsonburg, Ontario. The Cemetery Operations Building is a single storey wood framed structure with an office administrationarea and a grounds maintenance section.The building was constructed in 1984 and is thereforeapproximatelythirty-two (32) years old. This assessment was completed to review the current condition of the various building systems and an overview of the building and potential future capital costs.It should be noted that this investigation wasbased on a visual inspection only. No destructive testing was completed at this time. The visual site reviews for the building envelope, structural, mechanical and electrical systems wereperformed on November 29, 2016.The accessibility review was conducted on December 14, 2016. Selected photographs of the conditions noted during our site review are included in Appendix A of this report. 1.2 Facility Condition In our opinion, the building overall is in good and serviceable condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 Life Expectancy of Facility It is our opinion that the existing building can be maintained and continue in operation for at least another 20 –25 years, provided that the repairs recommended herein and presented in Section 3 are carried outin a timely manner consistent with the time frames identified in this report. 1.3 Opinion of Probable Cost The estimated repair replacement costs presented in Section 4 of this report are in 2016 dollars for thework that, in our opinion,is required to maintain the integrity of the property. All costs provided are estimates only.The costs do not include an inflation factor and soft costs whichmay be incurred such as professional fees, taxes, insurance permits etc.Estimates are based on good engineering practice and the Consultant’s experience with work of a similar nature. However,any costestimates provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required.The Consultant makes norepresentation or warranty expressed or implied as to the reliability of these cost estimates. Page 92 of 135 Facility Condition Assessment and Capital Planning StudyCustomer Service Centre, 10 Lisgar Avenue, Tillsonburg, ON April 5, 2017 WSP Canada Inc.1 1.Executive Summary 1.1 Introduction WSP Canada Inc.(WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA)and Capital Planning study for the Customer Service Centre located at 10 Lisgar Avenue in Tillsonburg, Ontario. The Customer Service Centre is a single storey steel framed structure with an office administration areaon the north side and a vehicle maintenance section on the south side.The vehicle maintenance sectionof the building was constructed in the 1950’s and is therefore approximately sixty-six (66) years old.The office administration area was later added in 1980 and is therefore approximately thirty-six (36) years old. This assessment was completed to review the current condition of the various building systems and anoverview of the building and potential future capital costs.It should be noted that this investigation wasbased on a visual inspection only. No destructive testing was completed at this time. The visual site reviews for the building envelope, structural, mechanical and electrical systems were performed on November 29,2016.The accessibility review was conducted on December 14, 2016. Selected photographs of the conditions noted during our site review are included in Appendix A of this report. 1.2 Facility Condition In our opinion, the building overall is in good and serviceable condition. All expenditures associated with repair and replacement of the various building components arepresented in the Capital Planning Table in Section 4. 1.2.1 Life Expectancy of Facility It is our opinion that the existing building can be maintained and continue in operation for at least another20–25 years, provided that the repairs recommended herein and presented in Section 3 are carried out in a timely manner consistent with the time frames identified in this report. 1.3 Opinion of Probable Cost The estimated repair replacement costs presented in Section 4 of this report are in 2016 dollars for the work that, in our opinion,is required to maintain the integrity of the property. All costs provided are estimates only.The costs do not include an inflation factor and soft costs which may be incurred such as professional fees, taxes, insurance permits etc.Estimates are based on goodengineering practice and the Consultant’s experience with work of a similar nature. However,any cost estimates provided are subject to confirmation or adjustment at the time competitive bids are obtainedfrom contractors who specialize in the various items of repair work required.The Consultant makes no representation or warranty expressed or implied as to the reliability of these cost estimates. Page 93 of 135 Building Condition Assessment and Capital Planning Study Project No. 191-11896-00 Town of Tillsonburg WSP November 2019 Page 1 1 EXECUTIVE SUMMARY 1.1 INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA) and Capital Planning study for the Tillsonburg Fire Station located at 80 Concession St. E. in Tillsonburg, Ontario. The Tillsonburg Fire Station is a two-storey masonry and steel framed structure. There is a basement area below the central portion of the building. We understand that the original building was constructed in 1979 and is therefore approximately 40 years old. This assessment was completed to review the current condition of the various building systems and an overview of the buildings and potential future capital costs. It should be noted that this investigation was based on a visual inspection only. No destructive testing was completed at this time. The visual site reviews of the building envelope, structural, mechanical, electrical, accessibility and environmental components were performed on September 27, 2019. Selected photographs of the conditions noted during our site reviews are included in Appendix A of this report. 1.2 FACILITY CONDITION In our opinion, the building is in serviceable condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 LIFE EXPECTANCY OF FACILITY It is our opinion that the existing buildings can be maintained and continue in operation for at least another 25 years, provided that the repairs recommended herein and presented in Section 3 are carried out in a timely manner consistent with the time frames identified in this report. 1.3 OPINION OF PROBABLE COST The estimated repair replacement costs presented in Section 4 of this report are in 2019 dollars for the work that, in our opinion, is required to maintain the integrity of the property. All costs provided are opinion of costs only. The costs do not include an inflation factor and soft costs which may be incurred such as professional fees, taxes, insurance permits etc. Opinion of costs are based on good engineering practice and the Consultant’s experience with work of a similar nature. However, any opinion of costs provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Consultant makes no representation or warranty expressed or implied as to the reliability of these opinion of costs. Page 94 of 135 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017Page 1 1 EXECUTIVE SUMMARY 1.1 INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA) and Capital Planning study for the Lake Lisgar Water Park and Summer Place buildings located at 8 Ross Street in Tillsonburg, Ontario. The Lake Lisgar Water Park building is a single storey masonry and wood framed structure with a reception / office area in the central portion and change rooms on the north and south sections. There is a basement area below the central portion of the building. We understand that the original building was constructed in the 1940’s and is therefore approximately seventy-seven (77) years old. A canteen was later added on the north side of the building at some time in the early 2000’s and is therefore approximately seventeen (17) years old. The Summer Place building is also a single storey structure with a basement. The south section of the building is a masonry and wood framed structure while the north and west sections are masonry and steel joist structures. The basement area on the east side extends beyond the building footprint and is constructed of reinforced concrete walls and roof slab. The original building was most likely constructed at the same time as the adjacent Lake Lisgar Water Park building and is therefore approximately seventy-seven (77) years old. The age of the basement extension is unknown. This assessment was completed to review the current condition of the various building systems and an overview of the buildings and potential future capital costs. It should be noted that this investigation was based on a visual inspection only. No destructive testing was completed at this time. The visual site reviews of the building envelope, structural, accessibility and environmental components were performed on September 26, 2017. The review of the mechanical and electrical systems was conducted on September 29, 2017. Selected photographs of the conditions noted during our site reviews are included in Appendix A of this report. 1.2 FACILITY CONDITION In our opinion, the buildings overall are in fair and serviceable condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 LIFE EXPECTANCY OF FACILITY It is our opinion that the existing buildings can be maintained and continue in operation for at least another 15 - 20 years, provided that the repairs recommended herein and presented in Section 3 are carried out in a timely manner consistent with the time frames identified in this report. 1.3 OPINION OF PROBABLE COST The estimated repair replacement costs presented in Section 4 of this report are in 2017 dollars for the work that, in our opinion, is required to maintain the integrity of the property. All costs provided are opinion of costs only. The costs do not include an inflation factor and soft costs which may be incurred such as professional fees, taxes, insurance permits etc. Opinion of costs are based on good engineering practice and the Consultant’s experience with work of a similar nature. However, any opinion of costs provided are subject to Page 95 of 135 Building Condition Assessment and Capital Planning Study Project No. 191-11896-00 Town of Tillsonburg WSP November 2019 Page 1 1 EXECUTIVE SUMMARY 1.1 INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA) and Capital Planning study for the Tillsonburg OPP Station located at 90 Concession St. E. in Tillsonburg, Ontario. The Tillsonburg OPP Station is a single-storey wood-framed structure. We understand that the building was constructed in 1993 and is therefore 26 years old. This assessment was completed to review the current condition of the various building systems and an overview of the buildings and potential future capital costs. It should be noted that this investigation was based on a visual inspection only. No destructive testing was completed at this time. The visual site reviews of the building envelope, structural, mechanical, electrical, accessibility and environmental components were performed on September 27, 2019. Selected photographs of the conditions noted during our site reviews are included in Appendix A of this report. 1.2 FACILITY CONDITION In our opinion, the building is in good condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 LIFE EXPECTANCY OF FACILITY It is our opinion that the existing buildings can be maintained and continue in operation for at least another 25 years, provided that the repairs recommended herein and presented in Section 3 are carried out in a timely manner consistent with the time frames identified in this report. 1.3 OPINION OF PROBABLE COST The estimated repair replacement costs presented in Section 4 of this report are in 2019 dollars for the work that, in our opinion, is required to maintain the integrity of the property. All costs provided are opinion of costs only. The costs do not include an inflation factor and soft costs which may be incurred such as professional fees, taxes, insurance permits etc. Opinion of costs are based on good engineering practice and the Consultant’s experience with work of a similar nature. However, any opinion of costs provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Consultant makes no representation or warranty expressed or implied as to the reliability of these opinion of costs. Page 96 of 135 Facility Condition Assessment and Capital Planning StudyPublic Works Building, 20 Spruce Street, Tillsonburg, ON April 4, 2017 WSP Canada Inc.1 1.Executive Summary 1.1 Introduction WSP Canada Inc.(WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA)and Capital Planning study for the Public Works Building located at 20 Spruce Street in Tillsonburg, Ontario. The Public Works Building is a single storey steel framed structure with an office administration area onthesouth side and a vehicle maintenance section on the north side.The original building wasconstructed in 1978 and is therefore approximately thirty-eight (38) years old. An extension to the vehicle maintenance section of the building was added in 2000 and is therefore approximately sixteen (16) years old. There are several separate out buildings along the north side of the property. However, these were notpart of our mandate and were therefore not reviewed. This assessment was completed to review the current condition of the various building systems and an overview of the building and potential future capital costs.It should be noted that this investigation wasbased on a visual inspection only. No destructive testing was completed at this time. The visual site reviews for the building envelope, structural, mechanical and electrical systems wereperformed on November 29, 2016. Selected photographs of the conditions noted during our site review are included in Appendix A of this report. 1.2 Facility Condition In our opinion, the building overall is in good and serviceable condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 Life Expectancy of Facility It is our opinion that the existing building can be maintained and continue in operation for at least another 20 –25 years, provided that the repairs recommended herein and presented in Section 3 are carried outin a timely manner consistent with the time frames identified in this report. 1.3 Opinion of Probable Cost The estimated repair replacement costs presented in Section 4 of this report are in 2016 dollars for thework that, in our opinion,is required to maintain the integrity of the property. All costs provided are estimates only.The costs do not include an inflation factor and soft costs whichmay be incurred such as professional fees, taxes, insurance permits etc.Estimates are based on good engineering practice and the Consultant’s experience with work of a similar nature. However,any costestimates provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required.The Consultant makes norepresentation or warranty expressed or implied as to the reliability of these cost estimates. Page 97 of 135 Clock Tower Building Condition Assessment Report a+LiNK Project No. 1836, 03 May 2019 FINAL 3|19 Executive Summary The Rotary Clock Tower located at the corner of Broadway and Bridge Street in Tillsonburg, Ontario is located in the downtown. The clock was a project of the Tillsonburg Rotary Club. The clock was originally on the Old Post Office and the bell came from the original Town Hall. Windows are provided on four (4) sides of the structure and show the inner workings of the clock mechanism. It was officially presented to the Town of Tillsonburg on July 1st, 1994 as part of Heritage Square in the downtown. The brick and block structure housing the clock is not a designated structure and is not deemed historically designated under Part 1V, of the Ontario Heritage Act. However, the elements housed inside the structure are historically significant to the Town of Tillsonburg and thus the structure requires maintenance for the protection of these elements. Generally, the structure appears to be in sound condition and appears to be reasonably maintained. However, there are areas of the structure that are of concern. The original drawings prepared by C.A. Ventin Architect, Simcoe, Ontario, indicate a composite wall structure of 10” concrete masonry units (CMU) on the interior and 4” masonry brick on the exterior tied together with ladder reinforcing. This composition was confirmed on site during the site visit. This is the main concern due to the fact that the face brick, particularly on the southwest elevation, shows considerable spalling. Since the face brick is part of the structural system, it plays an important part of supporting the structure, particularly in a wind load situation. This is further complicated by the intertwining of steel reinforcing angles at corners where windows are located in the plan. The repair and restoration process is further discussed in detail in this document. The protection of the clock and its mechanism is of the greatest concern particularly with the selected demolition of masonry units. The remaining areas of the structure are in good condition except for windows at the sill level which have been weeping water and showing signs of rot. In closing, it is recommended that alternative approaches be investigated to secure the structure and protect the historical elements, other than replacement of the masonry brick. Respectfully submitted, Ed J. van der Maarel Principal Architect + Heritage Consultant Dipl. Arch. RAIC, dipl. Arch. Tech., CAHP, ICOMOS Page 98 of 135 Station Arts Centre Building Condition Assessment Report a+LiNK Project No. 1831, 14 November 2018 DRAFT 3|42 Executive Summary The Station Arts Centre is an amalgamation of two historic railway stations, the Great Western Railway Station (GWR) circa 1879 on the eastern end is original to the site and the west building Tillsonburg Lake Erie Pacific Railway Station (TLEPR) circa 1896 was relocated to this site in the mid 1990’s. The interconnecting main gallery addition was constructed in 1995. Both stations have been historically designated under Part 1V, of the Ontario Heritage Act and locally considered a heritage structure. It is recommended that procedures be established to maintain the heritage fabric now and in the future. Generally, the building is in sound condition and appear to be reasonably maintained. However, there were some observed structural and maintenance deficiencies that will require immediate repairs. The most problematic issue of the facility is in regards to the fire and life safety building code infractions of the basement. As previously reported there are no fire separations and no proper exits from the basement. The basement has been determined to be unfit for occupancy and has been closed to public use. Significant repairs will be required to upgrade the basement before occupancy can be permitted. See separate fire and life safety report and cost analysis. Further, and unfortunately, the usual long term maintenance items on this building are coming due for replacement at the same time. The roofing, all furnaces, and water heater equipment have reached their life expectancy and replacement should be expected for each in the near future. In closing, it is recommended that a professional architect be retained to assist in preparing a program of repairs to bring the building to a usable condition. Respectfully submitted, Page 99 of 135 Summary of Roof Conditions: Overall, the facility's roof as a whole is in fair condition for its age, but simple preventative and maintenance repairs are required in order to keep the insulating layers dry for re-use. The type of roof employed throughout the facility is a 4 ply asphalt BUR with fibreglass membrane flashings, surfaced with hot asphalt and pea gravel. This type of roof yields a 20 year life expectancy if installed correctly and properly maintained. Roof Section Age VS Life Rating Immediate Capital year Expectancv Maintenance? HARDY -Central Roof 2 years of 20 years EXCELLENT No NA HARDY -Condenser Roof 0 of20 years EXCELLENT No NA HARDY -Memorial Arena 35of 40+ years FAIR No Restore -2021 (llJ $90,000 HARDY -Overhang Roof 0 of 35 years EXCELLENT No NA HARDY -Rotary Wing 0 of20 years EXCELLENT No NA HARDY -Senior Centre 2 of20 years EXCELLENT No NA HARDY -Shingled Roof 10 of 10 years FAILED No Restore Gutter -2018 @$J:1,000} HARDY -Sloped Roof I 10 of 12 years POOR No Restore -2018 (tiJ $67,500 HARDY -Sloped Roof2 IO of 12 years POOR No Restore -20 I 8 @. $�500,HARDY -South Roof I 0 of 20 years EXCELLENT No NA HARDY -South Roof2 20 of20 years POOR No Restore -2018 (tiJ $ lUO;TIOQ.a HARDY -South Roof 3 20 of 20 years POOR No Restore -2018 -(tiJ-$Jo,OOU HARDY -Sunken Roof 20 of 20 years POOR No Replace -2018@. $1§.00_0� AIRPORT-Office Roof IO of 15 years FAIR No NA AIRPORT -Shop Roof 27 of20 years FAILED No Replace -2018 (tiJ $125,000 CEMETARY 3 of 15 years EXCELLENT No NA CUTOMER SERVICE -Back 3 of20 years EXCELLENT No NA CUSTOMER SERVICE-Front 18 of20 years FAIR No Restore -2022 @. $90,000 ELLIOT FAIRBURN -New Roofs 3 of 20 years GOOD No NA ELLIOT FAIRBURN-Main 12 of 15 years POOR Drains (jiJ $5000 Replace -2021 (a) $160,000 FIREHALL 32 of 40+ years FAIR Repairs (tiJ $1,500 NA GIBSON HOUSE 5 of 15 years EXCELLENT No NA KINSMEN CANTEEN 17 of 30+ years FAIR No NA MUSEUM 12 of 25 years GOOD Repair (a) $ I 000 NA OPP I of 35+ years EXCELLENT No NA PUBLIC WORKS -Metal Roof 22 of 35+ years FAIR Repair (tiJ $250 Restore -2020 (tiJ $6000 PUBLIC WORKS -Section I 15 of20 years FAIR No Restore -2019 (tiJ $30,000 PUBLIC WORKS -Section 2 l 5of 20 years FAIR No Restore -2019 (tiJ $95,000 SUMMER PLACE 18 of 20 years POOR Repair (<i), $2500 Restore -2020 (llJ $20,000 WA TERP ARK IO of 15 years FAIR No NA Yearly Budgets: Year Description Budget 2017 Immediate repairs as per RAMP $10,250 2018 Repair gutter, restore HARDY $407,000 Roofs, Replace Airport Roof 2019 Restore Public Works roofs $126,500 2020 Restore Summer Place and metal $26,000 roof at Public Works 2021 Restore Memorial Arena Roof and $250,000 replace main roof at Elliot Fairburn 2022 Replace shingled roof at Hardy $95,000 and Restore Customer Service Page 100 of 135 Page 1 of 5 Subject: White Paper – Capital Project Status Update Report Number: 19-65 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Background: Council requested an update on the status of existing capital projects. This report provides that information. In summary, the 2019 RCP program included 40 projects. As of December 2, 2019, seventeen projects have been completed and a further six are anticipated as being completed by December 31, 2019. By the end of Q2, 2020, it is expected that 36 of the 40 will be completed, and the final three Town-operated projects on the list being completed by the end of Q3, 2020. More specific details on the status for each project are listed in the table on the next page. Summary Green – complete (17/40) Light Green – will be complete by end of 2019 (6/40) Yellow – will be complete by end of Q2 2020 (13/40) Orange – will be complete by end of Q3 2020 (3/40) White – external project, not managed by RCP staff (1/40) Page 101 of 135 RCP 19-65 Page 2 of 5 Department Project Value Status at December 1, 2019 Cemetery 501 Columbarium 7,900 Captures capital cost repayment from sales of niches in existing units 504 Implementation of Master Plan 78,100 next steps pending award of columbaria tender 505 Drive Shed 50,000 reviewing design w/ external expertise Dec 2019 507 FCA Scheduled Work 20,000 Contribution to Reserve 508 New Columbaria 36,000 Award of purchase on December 9 Council meeting Parks 393 Hardball #1 Backstop 30,000 Completed 394 Memorial Park Parking Expansion 245,000 Ops/RCP planning to reissue tender in Jan 2020 624 Trails Master Plan Implement 31,500 $$ contributed to reserve 626 Outdoor Ice Rink 504,000 Ongoing external Legacy Project managed by others 636 Annual Playground Expansion 30,000 Contribution to Reserve 637 Dog Park 3,500 Contribution to Reserve 647 Parks signage & install 10,000 Design options report owed to Council 649 Ann Ball Park - Lighting 138,000 RCP planning to reissue tender if 2020 budget is approved. Pre-budget approval will be requested. 650 Urban Forest Plan 20,000 Grant program was cancelled so project was shelved Programs 410 Training Studio /Weights 58,500 Project completed and grant report filed. 651 Infocaster Replacement 5,000 Delivery scheduled for week of Dec 18 652 Repl of CPR Mannequin Fleet 4,000 Completed 653 Replace Aquatic Lift 20,000 Contribution to Reserve Facilities 420 Summer Place Demolition 60,400 Project cancelled and funds redirected to external partner 423 CNG Refill Station Replacement 40,000 Project completed 424 Design Energy Study 50,000 Grant application was submitted and rejected. Project under review w/ consultant 425 Station Arts Centre Repair 190,100 Work is under way and should be completed on schedule mid-Dec. 426 FCA Scheduled Work - Columns at PW 25,000 Project completed 671 Physical Security Consultant 15,000 Recommended video surveillance upgrades will be purchased before the end of 2019 Page 102 of 135 RCP 19-65 Page 3 of 5 673 Parking Site Plan- OPP/Fire/EMS 35,000 Deferred to 2020. Requires external consultant. 674 Aquatic Facility Design Study 75,000 Deferred by Council. Need to request permission to begin this work. 680 Fire Hall Dehumidification 10,000 Project completed 685 Facility Asset Management 25,000 Draft reports received. Project will be completed by Dec 31, 2019. 691 TCC Fire Panel Replacement 20,000 Tender closes Dec 5. Award report scheduled for Jan 13. 693 Auditorium Kitchen Renos 150,000 new stove/hood installation scheduled for mid-Dec to complete project. 694 TCC Exterior Door Replacement 30,000 SLT direction to redirect project to Overhead Doors as part of 2020 budget deliberations. 700 TCC -Retrofit 2,340,000 Project is complete but considered WIP until incentive is received (late 2020) 708 Aquatic Facility Design Study 20,000 Project completed 709 Station Arts Roof 80,000 Tender awarded late October. Initial work scheduled for Dec with completion in spring 2020 710 Bay lights conversion to LED 50,000 Tender has not yet been issued. Specs 712 LLWP Showers Fixtures 20,000 Completed 713 DHW Replacement & Heat Recovery 100,000 Tender has been awarded and discussions under way with the PM and contractor to schedule work for 2020. 714 Auditory Accessibility Enhance 75,000 Work partially completed with remainder pending equipment arrival - completion expected mid-Dec Museum 761 Repairs and Maintenance 160,500 2019 inside work program completed. Outside work weather window has closed and will need to be deferred to the spring. 768 Connect Fire Doors into FAS 8,000 specifications not yet completed. Page 103 of 135 RCP 19-65 Page 4 of 5 Consultation: N/A Financial Impact/Funding Source: N/A Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Page 104 of 135 RCP 19-65 Page 5 of 5 Report Approval Details Document Title: RCP 19-65 - Capital Project Status Update.docx Attachments: Final Approval Date: Dec 3, 2019 This report and all of its attachments were approved and signed as outlined below: Ron Shaw - Dec 3, 2019 - 10:45 AM Page 105 of 135 Page 1 of 5 Subject: Project Management for Recreation, Culture and Parks Capital Projects Report Number: 19-64 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Recommendation: THAT Report RCP 19-64 - Project Management for Recreation, Culture and Parks Capital Projects is received for information; AND THAT a three-year contract position funded as part of the annual capital budget is established in the RCP department to deliver capital project management for RCP-related projects. Background: As the Asset Management Plan is implemented there is an increasing volume and value of capital projects related to the Town’s facilities and parks. In order to keep up with the increased workload, SLT is proposing adding project management resources to the Recreation, Culture & Parks team. To accomplish this, the 2020 draft Capital Budget includes an allocation for securing project management support to deliver the RCP capital program. The calculation of this allocation is based on 5% of the value of the project budget. This calculation is not applied to contributions to reserves. Discussion: Over the past ten years, there has been a significant increase in the number and value of annual capital projects within the RCP Department. In 2009, the RCP capital program consisted of three (3) projects with a combined value of $264,499. In 2019, the planned capital program consisted of forty (40) projects with a combined value of Page 106 of 135 RCP 19-64 Page 2 of 5 $4,870,500. For 2020, the current draft budget includes over $3million in RCP capital work, with the potential of adding another $3.5million if the infrastructure grant is successful. The growth of this workload is largely a result of current and past Council decisions to re-invest in the asset management of corporate facilities and recreation infrastructure. The current staff resources at the Director and Manager level within the Department cannot keep up with the workload associated with the design, procurement, implementation and commissioning required for this number of projects as well as all of the other workload associated with those roles. With the support of SLT, RCP staff is requesting Council’s approval to secure additional project management resources, and offer several options for consideration: Option A: Contract project management position The option recommended by staff is to implement a three-year contract position to execute capital project management/coordination for RCP-related projects. The position would report to the Director of Recreation, Culture & Parks. A multi-year contract is recommended to increase the attractiveness of the position and the likelihood of an individual serving the entire contract. The cost of this position for a full twelve months at 2020 rates is estimated at $108,000. This option seeks an appropriate balance between the risk of staff turn-over and the cost to the Town. This is an increase of one full FTE in the staff complement for the term of the contract. Option B: Permanent project management position Another option would be to implement a permanent position to execute capital project management/coordination for RCP-related projects. The position would report to the Director of Recreation, Culture & Parks. The cost of this position for a full twelve months at 2020 rates is estimated at $130,000 and would be an increase of one FTE in the staff complement. While the job would be offered on a permanent basis, there would be no contract term in place and so if there was a change in direction the position could be eliminated almost immediately without having a three-year commitment in place at a severance cost of one week for each year of service. Option 3: External consultant project management If Council prefers not to increase the staff complement, project management services can be secured on a project by project basis from external consultants. Not all projects would require this support, but the cost estimates range from 7.5% - 20% of the value of the project, depending on how complex a project it is. While this approach could be effective for a small number of very large projects, the number and variety of projects involved on an annual basis as well as the potential cost makes this approach less than optimal. There is a lot of supervision and contract management required with this option, which may not accomplish the objective of reducing the workload of the RCP leadership team to a manageable level. Page 107 of 135 RCP 19-64 Page 3 of 5 Summary: Additional resources are required to manage the capital project volume and workload related to corporate facilities and the parks system. The recommended option of implementing a three-year contract position for project management funded as part of the capital asset management budget will deliver on the project requirement while giving the Town an opportunity to evaluate the value of this approach for the longer term. With a contract position there is the risk of losing momentum and productivity due to staff turn-over. On balance, the reduced cost of a contract position versus a full-time position, and the simpler implementation and fixed cost of an in-house versus external consultant approach lead staff to recommend Option A. Consultation: The Manager of Human Resources provided the estimated costs for the contract and full-time position options. Industry associations were consulted for the rates used by external consultants. Financial Impact/Funding Source: The 2020 draft budget includes $148,900 to fund project management on projects with a budget value of $3,044,200, and there is the potential for that value to double if the infrastructure grant application is successful. (The application included a component to fund the project management). The calculation of this allocation is based on 5% of the value of each project budget as a simple and transparent method that is in line with industry costs while achieving an amount adequate to the task. This calculation is not applied to contributions to reserves. The annual allocation will fluctuate from year-to- year depending on the value of approved projects, so in a year when the allocation is higher than needed the differential would be contributed to a reserve to support years when the allocation is not as high. This reserve would be monitored on a yearly basis to ensure it did not accumulate more than is reasonable. If Council approves the budget, the position could be filled by the end of April 2020, so the in-year cost would be an estimated $72,000 for a contract position and $86,667 for a full-time position. The residual allocation would be contributed to the asset management reserve for project management in future years. Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities Page 108 of 135 RCP 19-64 Page 4 of 5 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Page 109 of 135 RCP 19-64 Page 5 of 5 Report Approval Details Document Title: RCP 19-64 - Project Management for RCP Capital Projects.docx Attachments: Final Approval Date: Dec 3, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Dec 2, 2019 - 4:28 PM Ron Shaw - Dec 2, 2019 - 4:51 PM Donna Wilson - Dec 3, 2019 - 8:07 AM Page 110 of 135 Page 1 of 5 Subject: Pre-Budget Approval for a Replacement Waterslide at Lake Lisgar Waterpark Report Number: RCP 19-66 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Recommendation: THAT Report RCP 19-66 – Pre-Budget Approval for a Replacement Waterslide at Lake Lisgar Waterpark is received; AND THAT Council authorizes a sole-source procurement of a replacement waterslide from ProSlide Technology Inc. (Ottawa); AND THAT Council gives pre-budget approval to purchase the supply and installation of a replacement waterslide and tower from ProSlide Technology Inc. (Ottawa) for their quoted cost of $327,900 plus applicable taxes so that the installation can be completed in time for the 2020 summer season. Background: At their Budget meeting on November 21, 2019, Council directed staff to review the draft budget and revise it so that the funding for a replacement waterslide at the Lake Lisgar Waterpark was not dependent on fundraising. The intent of Council was understood to be the desire to implement the waterslide replacement in time for the 2020 summer season, if possible. After the November 21 meeting, staff contacted the manufacturer of the existing waterslide (ProSlide Technology Inc.) to obtain updated costing, to find out about potential installation timelines, and to review the possibility of replacing the tower & stairs independently of the slide flume. Updated information related to this inquiry was received by the Town on December 2, 2019 and is attached to this report. Additional information has been requested and will be provided as appropriate when it becomes available. Discussion: At the November 21 Budget meeting, Council gave clear direction of their collective intent to fund the replacement of the waterslide at the Lake Lisgar Waterpark, preferably in time for the 2020 summer season. The only way to accomplish this under the Town’s Procurement Policy is to authorize sole-source procurement from the manufacturer of the existing slide as they have all of the design requirements on file from the original Page 111 of 135 RCP 19-66 Page 2 of 5 installation, and to provide pre-budget approval for the project to proceed at the Budget Meeting on December 10, 2019. Council has the option of pursuing a competitive procurement process. If this is the preferred direction there will need to be a specification developed and a tender issued, responded to and awarded. The time taken by this process will mean that any installation could not be completed prior to the 2020 summer season. However, taking that time will allow the specification to be developed in consultation with community partners who may wish to contribute to the costs, and also to consider different configurations. It will also secure market pricing for the project, which may result in a lower cost to the Town. The existing slide flume has a manufacturer’s expected lifetime of 25 years, which will be reached in 2020. The flume has not had any maintenance on it since the summer 2017, and at that point it required some maintenance to be approved for use in 2018. The option of replacing the tower and stairs in 2020 and replacing the flume in a future year may still be viable, and the information from ProSlide does include pricing for a phased approach to replacing the waterslide. The existing slide has reached its expected life and will require maintenance to bring it into useable condition at a cost yet to be ascertained. This does not seem to be a good investment so to obtain the best value and to ensure the safety of slide users staff recommends that the slide and tower are replaced at the same time. ProSlide has given a price for like-for-like replacement of the steel tower with hot-dipped galvanized stairs at $314,900. Staff recommends that the Town upgrade to fiberglass stair elements at an additional cost of $13,000. The up-front additional cost will save much more than that over the life of the tower in the cumulative cost of annual maintenance on steel stair elements. The total cost of the upgraded tower and slide with fiberglass stair elements as quoted by ProSlide is $327,900 plus taxes. Council may consider augmenting the slide tower to be ready to accommodate a second flume in the future. This concept has been raised by the Kinsmen Club in their response to Council’s request for feedback about the future of the LLWP. The cost of this augmentation is $59,400, and it would have to be incorporated into the tower design right from the beginning, rather than be added later. If Council does want to include this augmentation, the total cost of the replacement slide flume and tower increases to $387,300. The cost of the second, additional slide flume has yet to be determined. Presumably it would be appropriate that Council approach the Kinsmen Club to contribute the incremental cost of the tower augmentation and the second flume. Those costs will not be the only ones related to a second slide as there has not been any analysis regarding whether installing a second flume would require changes to the receiving pool. If changes are needed any costs related to those changes and any additional pumping and piping capacity needed to support two slides have not been determined yet. Staff recommends that the Kinsmen be approached with a different concept potentially incorporating multiple smaller slides at the beach end of the Page 112 of 135 RCP 19-66 Page 3 of 5 waterpark, rather than incorporating the capacity for a second large waterslide into the replacement tower construction. The costs provided in the ProSlide quote do not include removing and disposing of the existing slide. In 2018, when costs were investigated to remove the slide without replacing it, it was estimated at a $50,000-$65,000 stand-alone cost. By incorporating it into the replacement scope, there are considerable savings in mobilization cost, however ProSlide has not given that quote yet. Consultation: Staff has consulted with ProSlide Technology Inc. to update the pricing and design information that was on file from 1995 and 2018. Financial Impact/Funding Source: The current draft budget for 2020 includes an allocation of $300,000 to replace the waterslide and tower, plus $15,000 for project management so an additional $27,900 is required to replace the slide and tower. In addition to that, the Town needs to be prepared for the costs to remove and dispose of the existing slide and any other contingency that arises related to the pumps, piping and deck. Staff recommends that the additional costs for this project over the current $300,000 budget are applied against Project X38 N – PKS – FCA Scheduled Work @ various locations. This project carries a $100,000 allocation which should be enough to support the additional $27,900, the demolition/removal, and a contingency. Any remaining funds in this budget would be used to address the FCA priorities in Parks. As both the Lions and the Kinsmen have indicated their willingness to support reinvestment in the waterpark, to reduce the impact on this work staff recommends approaching those organizations for a contribution towards replacing the waterslide. Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive Page 113 of 135 RCP 19-66 Page 4 of 5 ☐ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – ProSlide Technology Inc. Quote Appendix B – ProSlide Technology Inc. Drawing Page 114 of 135 RCP 19-66 Page 5 of 5 Report Approval Details Document Title: RCP 19-66 - Pre-budget Approval For a Replacement Waterslide at LLWP.docx Attachments: - RCP 19-66 - ATT 01 - ProSlide Quote - Lake Lisgar.pdf - RCP 19-66 - ATT 02 - ProSlide Twister waterslide drawing.pdf Final Approval Date: Dec 4, 2019 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Dec 3, 2019 - 4:51 PM Ron Shaw - Dec 4, 2019 - 4:02 PM Donna Wilson - Dec 4, 2019 - 4:22 PM Page 115 of 135 From:Kendra Banks To:Rick Cox Cc:Jeff Janovich; Anna Scavo Subject:ProSlide - Lake Lisgar Date:Monday, December 2, 2019 4:39:41 PM Attachments:P18-285-01-R00-mesh.pdf Hello Rick, We have reviewed the past quote that was sent to you by Mike and provided an updated number based on our discussions that happened last week. Please note that the pricing has increased a bit but once we have a clearer picture on when this might fit into production there could be some potential savings in some areas. Please also note that each option provided below includes the following materials and services: 1. Design and Engineering services of the water rides 2. Supply all Fiberglass material for all the slides. Includes stainless steel assembly hardware and joint sealant 3. Supply all Hot Dipped Galvanized steel material for the tower, and slide supports. 4. Delivery of all material to the Lake Lisgar Waterpark site in Tillsonburg, ON 5. ProSlide installation crew to assemble and erect the rides and steel 6. ProSlide Ride Verification Team to do all ride set up and certification prior to opening to the public 7. Two (2) sets of Operations and Maintenance Manuals 8. All applicable Federal and Provincial Sales Tax ProSlide TWISTER with monopole tower (design attached): $ 355,800 CDN + Upgrade to a tower that would support two rides: $67,100 CDN *Please note that this does not include the addition ride (only tower) + Upgrade to a steel tower with fiberglass elements: $14,700 CDN If you are looking at a phased approach for the attached design, the breakout would look something like this: Phase 1 (Including design and engineering, towers, supports, installation): $201,000 CDN Phase 2 (Including fiberglass and installation): $160,600 CDN Please note that these are all ROM numbers that we are providing you and once we can narrow down the correct path for you in terms of design we can look at economies and other factors to try to lower the price. Please feel free to call the office when you have a moment Page 116 of 135 and we can discuss further. Thank You Kendra Banks Sales Operations Specialist 150 - 2650 Queensview Drive Ottawa, ON Canada K2B 8H6 O: 613.526.5522 x538 C: 613.290.2401 kbanks@proslide.com www.proslide.com Page 117 of 135 Page 118 of 135 Page 1 of 3 Subject: 2020 Capital Pre-Budget Approval Report Number: FIN 19-29 Author: Dave Rushton CPA, CMA, Treasurer Meeting Type: Council Budget Meeting Meeting Date: Tuesday, December 10, 2019 Recommendation: THAT Report FIN19-29 2019 Capital Pre-Budget Approval be received; AND THAT Council gives 2020 pre-budget approval for Project x95 Asphalt Resurfacing $400,000; AND THAT Council gives 2020 pre-budget approval for Project x93 Oxford/Simcoe St. Rehabilitation $1,753,800; AND THAT Council gives 2020 pre-budget approval for Project x92 Rolling Meadows Reconstruction Phase 1 of 2 $700,000; AND THAT Council gives 2020 pre-budget approval Project x91 Rouse St. Sanitary & Storm Sewer Installation $300,000; AND THAT Council gives 2020 pre-budget approval for Project x36 Annandale Diamond Lighting Upgrades $315,000; AND THAT Council gives 2020 pre-budget approval for Project x05 Lane Ropes and Carts $15,800; AND THAT Council gives 2020 pre-budget approval for Project x03 Update signage at TCC/Memorial Park $21,000. Background: Staff has presented the 2020 Capital Budget for Council’s consideration. Included in the 2020 Budget are projects that require immediate action. These include Asphalt, Oxford Rehab, Rolling Meadows Reconstruct, Rouse St. Sanitary and Storm, Annandale Lighting Lane ropes and carts, and Memorial Park Signage. Page 119 of 135 FIN 19-29 Page 2 of 3 Discussion: One advantage of this early approval is that the release of projects allows for better planning and better pricing. The extra two months allows staff, user groups and contractors to prepare for the impact of these projects. The Town’s experience with early booking of the Asphalt program is that the Town is able to secure a contractor and attract better pricing. Similar to this, the road reconstruction projects also attract more competitive pricing. The new church on Rouse St. requires connection to the sewer systems as soon as possible. The lighting at Annandale, and the signage at Memorial Park need to be ready in the spring to service taxpayers and others in the summer season. The lane ropes and carts are currently failing and from a safety perspective need replacing as soon as possible. The asphalt program is funded through the Federal Gas Tax Grant and the other road projects are funded from the grants, reserves and a small tax component within the Capital Budget. The recreation projects are funded with a combination of grants, reserves and a small taxation component. The parking lots for Memorial Park and the OPP station were approved in 2019 and the tender will be re-issued in early 2020 to attempt to more competitive pricing. Financial Impact/Funding Source: Page 120 of 135 FIN 19-29 Page 3 of 3 Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability Attachments: Project Descriptions: X95 Asphalt; x93 Oxford Rehab; x92 Rolling Meadows Reconstruct; x91 Rouse St.; x36 Annandale Lighting; x05 Lane ropes; x03 Memorial Park Signage; x32 LLWP Page 121 of 135 Town of Tillsonburg Capital Projects Project Department Version Year X95 Asphalt Program Public Works 3 - SMT final 2020 Description Partial depth resurfacing (top layer) or Full-depth rehabilitation (top & bottom layers) with spot curb and gutter repairs would be completed on various streets within Town. Justification During a road’s lifecycle, there are opportunities for work activity to extend the life of the roadway that generally coincides with its condition. Utilizing the two most economical pavement management strategies outlined in the Towns Asset Management Plan it has been determined that in order to maintain the current road network condition that rehabilitation investment varies between 800,000 to 1,100,000 over the next ten years (excluding road renewal through reconstruction activities). Using these strategies, and depending on individual road conditions, the most economical annual road resurfacing program is developed within the allocated budget. Budget 202520232022202120202024Total Expenditures Construction Subcon Exp 400,000 400,000 425,000 425,000 450,000 450,0002,550,000 2,550,000 400,000 400,000 425,000 425,000 450,000 450,000 2,550,000 400,000 400,000 425,000 425,000 450,000 450,000Expenditures Total Funding Grants 400,000 400,000 425,000 425,000 450,000 450,0002,550,000 2,550,000 400,000 400,000 425,000 425,000 450,000 450,000Funding Total Page No. : Page 122 of 135 Town of Tillsonburg Capital Projects Project Department Version Year X93 Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd.) Public Works 3 - SMT final 2020 Description See Report OPS 19-41 The project construction works consists of full-depth road surface rehabilitation with spot sidewalk and curb repairs along with catch basin and manhole cover adjustments/replacement as well as bridge rehabilitation work of waterproofing the deck and replacing the wearing surface throughout, including the approaches, some localized embankment slope protection and retaining wall repairs. Justification The Oxford/Simcoe Street Rehabilitation is from Broadway to Vienna Road, a distance of 705 meters of which includes a five (5) lane bridge structure. This section of Connecting Link and associated bridge structure spanning the Big Otter Creek services local transit and over 22,400 Annual Average Daily Traffic with approximately 10% being heavy truck traffic, provides a vital link between the east and west sides of Tillsonburg and is identified as critical infrastructure within the Towns Emergency Management Risk Profile. Budget 202520232022202120202024Total Expenditures Construction Subcon Exp 1,753,8001,753,800 1,753,800 1,753,800 1,753,800 1,753,800Expenditures Total Funding Grants 1,578,5001,578,500 Taxation 175,300175,300 1,753,800 1,753,800Funding Total Page No. : 1 Page 123 of 135 Report Title Oxford/Simcoe St. Rehabilitation 2020 Pre-Budget Approval Request Report No.OPS 19-41 Author Kevin De Leebeeck, P.Eng., Director of Operations Meeting Type Council Meeting Council Date September 23, 2019 Attachments x None Page 1 / 2 RECOMMENDATION THAT Council receive Report OPS 19-41 Oxford/Simcoe St. Rehabilitation 2020 Pre- Budget Approval Request; AND THAT Council provide 2020 pre-budget approval for the Oxford/Simcoe St. Rehabilitation in the amount of $175,384 from Asset Management Reserves; AND FURTHER THAT Council award RFP 2019-008 to G. Douglass Vallee Limited Consulting Engineers of Simcoe, ON at a cost of $131,804.39 (net HST included), the highest scoring proposal received. SUMMARY Further to Report OPS 19-37 and in accordance with the Connecting Link Contribution Agreement, award of the first contract is required to occur by September 30th 2019. A Request for Proposal RFP 2019-008 Bridge Consulting Services was issued on August 9th 2019 to acquire the necessary consulting services to perform bridge rehabilitation design work, obtain necessary agency approvals, prepare associated tender documents and provide construction inspection and contract administration for the bridge component aspect of this project. The RFP was advertised on the Tillsonburg website, the Tillsonburg News, Ebid Solutions and on Biddingo with a total of 12 plan takers and four (4)proposals received. Town staff reviewed and scored the proposals based on the scoring tool that was included in the RFP. The scoring tool is as follows: Corporate Qualifications and Experience 15 pts Project Team 15 pts Approach and Methodology 25 pts Schedule and Work Plan 20 pts Proposed Fee 25 pts Total Score 100 pts Page 124 of 135 Page 2 / 2 The proposed fees of qualified proposals received varied from $57,931.97 to $210,540.93 (net HST included). The scoring results from the Evaluation Committee are summarized below. Proponent Total Score 1. G. Douglas Vallee Limited 82 2. Jewel Engineering Inc.79 3. Ambashi Engineering & Management Inc. 78 4. McIntosh Perry 71 G. Douglas Vallee Limited Consulting Engineers was the highest scoring proposal, have strong background and experience relative to the entire scope of work for this assignment, and provide the most added value at no additional cost. Therefore, it is staff’s recommendation that G. Douglas Vallee Limited Consulting Engineers be retained for this assignment. CONSULTATION/COMMUNICATION The Evaluation Committee comprised of the Director of Operations, Manager of Engineering and Manager of Public Works reviewed and scored the proposals received. FINANCIAL IMPACT/FUNDING SOURCE The total estimated project cost for the Oxford/Simcoe St. Rehabilitation is $1,753,845. Under the Connecting Link Program, the Province will contribute 90% up to a maximum of $1,578,461. The remaining $175,384 of the project constitutes the Town’s 10% portion that staff are requesting 2020 pre-budget approval from Asset Management Reserves. The recommended proponents fee of $131,804.39 (net HST included) is within the Connecting Link grant funding project budget allocation of $150,000 associated with engineering design, project management/contract administration and construction inspection as it relates to the bridge rehabilitation component of this project. COMMUNITY STRATEGIC PLAN This project supports Objective 2 – Economic Sustainability of the Community Strategic Plan by ensuring good stewardship through proper asset management and well-planned, well-built and well-maintained infrastructure. Page 125 of 135 Town of Tillsonburg Capital Projects Project Department Version Year X92 Rolling Meadows Reconstruction Phase 1 of 2 (Tanager & Falcon) Public Works 3 - SMT final 2020 Description The Rolling Meadows Reconstruction Phase 1 of 2 consists of Falcon Dr. and both sections of Tanager Dr. from Falcon Dr. to Owl Dr. The project involves the complete reconstruction of the pavement structure including new barrier curb and gutter, sidewalks, and the installation of new watermain and sanitary sewer along Flacon Dr. and along the east section of Tanager from Falcon Dr. to Owl Dr. The west section of Tanager Dr. from Falcon Dr. to Owl Dr. involves full corridor urbanization that will benefit both current residents and provide services to vacant lots in the area. Justification The replacement and renewal of core infrastructure for this project would alleviate the ongoing road maintenance issues to ensure compliance with MMS due to the series of watermain breaks in the area, provide an opportunity to upgrade the area to current municipal design standards as well as an opportunity to partner with the County and leverage funding efficiencies of completing road reconstruction. Budget 202520232022202120202024Total Expenditures Construction Subcon Exp 1,235,000 910,0002,145,000 2,145,000 1,235,000 910,000 2,145,000 1,235,000 910,000Expenditures Total Funding Grants 1,030,000 385,0001,415,000 Cont.from Reserves 205,000205,000 1,620,000 1,235,000 385,000Funding Total Page No. : 1 Page 126 of 135 Town of Tillsonburg Capital Projects Project Department Version Year X91 Rouse St. Sanitary Installation Public Works 3 - SMT final 2020 Description The installation of a gravity sanitary sewer along Rouse St. consists of installing new gravity sanitary sewer from the pumping station on Rouse Street westerly under Vienna Rd. to Young Street. The project also involves replacement of the storm sewer culvert at the intersection of Vienna Rd. and Rouse St. along with full reconstruction of the pavement structure. Justification The need for this project arose during the review of adjacent site plan application requiring the need for sanitary servicing. As a result the wastewater project component has already been included in the Oxford County 2020 Draft Budget providing the opportunity for the Town to leverage efficiencies of completing storm sewer culvert replacement and road reconstruction. The new gravity sanitary sewer will also provide an outlet for future development in the Rouse St. / Young St. area. Budget 202520232022202120202024Total Expenditures Construction Subcon Exp 590,000590,000 590,000 590,000 590,000 590,000Expenditures Total Funding Grants 370,000370,000 Cont.from Reserves 78,00078,000 Taxation 142,000142,000 590,000 590,000Funding Total Page No. : 1 Page 127 of 135 Page 128 of 135 Page 129 of 135 Page 130 of 135 Page 131 of 135 Page 132 of 135 Page 133 of 135 Page 134 of 135 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 4373 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 10th day of December, 2019. WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on December 10, 2019, 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 10th DAY OF DECEMBER, 2019. READ A THIRD AND FINAL TIME AND PASSED THIS 10th DAY OF DECEMBER, 2019. ________________________________ MAYOR – Stephen Molnar ________________________________ TOWN CLERK – Donna Wilson Page 135 of 135