200127 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL MEETING
AGENDA
Monday, January 27, 2020
4:30 PM
Council Chambers
200 Broadway, 2nd Floor
1.Call to Order
2.Closed Session
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT Council move into Closed Session to consider personal matters about an identifiable
individual, including Town employees (Personnel update).
3.Adoption of Agenda
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council meeting of Monday, January 27, 2020, be
adopted.
4.Moment of Silence
5.Disclosures of Pecuniary Interest and the General Nature Thereof
6.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT the Minutes of the Council meeting of January 13, 2020 and the Minutes of the
Council budget meeting of January 20, 2020, be approved.
7.Presentations
8.Public Meetings
9.Planning
9.1 CP 2020-27 Commencement of Housekeeping Amendment for Zoning By-Law No.
3295
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives Report No. CP 2020-27;
AND THAT Staff be authorized to commence the process of housekeeping
amendments to Town Zoning By-law No. 3295.
10.Delegations
10.1 THI Update
Presented By: Dan Rasokas, Chair THI Board of Directors
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council receives the THI Board of Directors first quarter update, as
information.
10.2 Ken Abbott - Re: 2020 Budget
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT Council receives the delegation from Ken Abbott, as information.
11.Deputation(s) on Committee Reports
11.1 CLK 20-04 Culture, Heritage & Special Awards Advisory Committee Terms of
Reference
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
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THAT Council receives Report CLK 20-04 Culture, Heritage and Special Awards
Advisory Committee Terms of Reference;
AND THAT Council approve the amended Terms of Reference for the Culture,
Heritage and Special Awards Advisory Committee.
12.Information Items
12.1 Lake Erie Source Protection Region Committee Request for Support
12.2 Solicitor General Correspondence - Community Safety and Policing Act, 2019
12.3 Ministry of Infrastructure Correspondence - OCIF Formula-based Allocation Notice
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receives the correspondence from the Lake Erie Source Protection
Region Committee dated January 14, 2020, the correspondence from the Solicitor
General dated January 15, 2020, and the correspondence from the Ministry of
Infrastructure dated January 2020, as information.
13.Staff Reports
13.1 Chief Administrative Officer
13.2 Clerk's Office
13.2.1 CLK 20-05 Committee Appointments
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT Council receives Report CLK 20-05 Committee Appointments;
AND THAT By-Law 2020-011 to Amend Schedule A of By-Law 4247, be
brought forward for Council consideration.
13.3 Development and Communication Services
13.4 Finance
13.4.1 FIN 20-05 2020 Final Budget and Departmental Business Plans
Proposed Resolution #10
Moved By: ________________
Page 3 of 268
Seconded By: ________________
THAT Council receives Report FIN 20-05 2020 Final Budget and
Departmental Business Plans;
AND THAT the 2020 Budget in the amount of $16,010,700 from taxation be
adopted;
AND FURTHER THAT a by-law be brought forward setting the 2020
Property Tax Rates.
13.5 Fire and Emergency Services
13.6 Operations
13.6.1 OPS 20-02 Old Vienna Road Slope Improvements
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT Council receive Report OPS 20-02 Old Vienna Road Slope
Improvements;
AND THAT recommended Option 4 be selected as the preferred
remediation of the slope along Old Vienna Road;
AND FURTHER THAT a slope monitoring program be implemented in
2021.
13.7 Recreation, Culture & Park Services
13.7.1 RCP 20-02 October-December 2020 RCP Activity Reports
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT Council receives Report RCP 20-02 October to December 2019
Recreation, Culture and Parks Activity Reports
13.7.2 RCP 20-03 Awarding RFT 2019-019 - 45 Hardy Ave Fire Panel
Replacement
Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT Council receives Report RCP 20-03 Awarding RFT 2019-019 45
Hardy Ave. Fire Alarm Panel Replacement;
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AND THAT the Town of Tillsonburg awards RFT 2019-019 to Motion
Electrical Contracting Ltd. (Fergus) at their submitted price of $33,499 plus
applicable taxes;
AND THAT the project budget be augmented by $20,500 to a total of
$40,500 with the additional funding coming from the Facility Infrastructure
Reserve.
13.8 Hydro Operations
13.8.1 HYD 20-01 Water Heater Exit
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT Council receives Report HYD 20-01 for information;
AND THAT Council direct staff to wind down the Water Heater Rental
business and cease installations of new water heaters.
14.New Business
15.Consideration of Committee Minutes
15.1 Committee Minutes
Proposed Resolution #15
Moved By: ________________
Seconded By: ________________
THAT Council receives the Tillsonburg Airport Advisory Committee Minutes dated
December 11, 2019 and the Cultural, Heritage and Special Awards Committee
Minutes dated January 8, 2020, as information.
15.2 Long Point Region Conservation Authority Board of Directors Minutes
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT Council receives the Long Point Region Conservation Authority minutes dated
November 13, 2019 and December 4, 2019, as information.
15.3 Business Improvement Area Board Minutes
Proposed Resolution #17
Moved By: ________________
Page 5 of 268
Seconded By: ________________
THAT Council receives the Business Improvement Area Board minutes dated
October 24, 2019, November 21, 2019 and December 19, 2019, as information.
16.Motions/Notice of Motions
17.Resolutions/Resolutions Resulting from Closed Session
18.By-Laws
18.1 By-Law 2020-011, To Amend Schedule A of By-Law 4247 (Committee
Appointments)
Proposed Resolution #18
Moved By: ________________
Seconded By: ________________
THAT By-Law 2020-011, To Amend Schedule A of By-Law 4247, 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.
19.Confirm Proceedings By-law
Proposed Resolution #19
Moved By: ________________
Seconded By: ________________
THAT By-Law 2020-013, to Confirm the Proceedings of the Council Meeting held on January
27, 2020, 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.
20.Items of Public Interest
21.Adjournment
Proposed Resolution #20
Moved By: ________________
Seconded By: ________________
THAT the Council Meeting of Monday, January 27, 2020 be adjourned at ______ p.m.
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1
MINUTES
Monday, January 13, 2020
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Staff: Kyle Pratt, Chief Administrative Officer
Donna Wilson, Town Clerk
Kevin De Leebeeck, Director of Operations
Dave Rushton, Director of Finance
Rick Cox, Director of Recreation, Culture and Parks
Amelia Jaggard, Deputy Clerk
Regrets: Terry Saelens, Acting Fire Chief
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 6:00 p.m.
2. Closed Session
3. Adoption of Agenda
Resolution # 2020-023
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Agenda as prepared for the Council meeting of Monday, January 13,
2020, be adopted.
Page 7 of 268
2
Carried
4. Moment of Silence
5. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
6. Adoption of Council Minutes of Previous Meeting
Resolution # 2020-024
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Minutes of the Council meeting of December 9, 2019, be approved.
Carried
7. Presentations
7.1 AODA Timelines
Ben Kropp appeared before Council to provide an overview of upcoming
AODA timelines for municipalities.
Opportunity was provided for comments and questions from Council.
Resolution # 2020-025
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives the presentation regarding AODA Timelines, as
information.
Carried
8. Public Meetings
9. Planning Applications
10. Delegations
10.1 Tillsonburg BIA Budget Request
Cedric Tomico, BIA Board Chair appeared before Council to provide an
overview of the 2020 BIA budget request.
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Mark Renaud, BIA Executive Director and Karlee Slattery, BIA Events &
Marketing Co-ordinator were also present.
Opportunity was provided for comments and questions from Council.
Resolution # 2020-026
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Council receives the 2020 BIA Budget Request, as information.
AND THAT Council approves the 2020 BIA Levy requirement from
taxation in the amount of $139,450.00.
Carried
10.2 Family Day 2020
Brent Shepherd appeared before Council to provide a background on the
annual Family Day event at the Tillsonburg Community Centre.
The Family Day organizing committee is requesting that the event be
covered under the Town's insurance.
Opportunity was provided for comments and questions from Council.
Staff noted that if Council declared the Family Day organizing committee
to be a Committee of Council, the event would be covered under the
Town's insurance policy.
Resolution # 2020-027
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives the delegation regarding Family Day 2020, as
information;
AND THAT the Family Day Committee be declared a Committee of
Council.
Carried
11. Deputation(s) on Committee Reports
12. Information Items
13. Staff Reports
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13.1 Chief Administrative Officer
13.1.1 CAO 20-01 Council Committee for Community Fundraising
Staff to remove sentence prior to section 1.0 and to correct error in
section 1.0.
Resolution # 2020-028
Moved By: Councillor Parker
Seconded By: Deputy Mayor Beres
THAT Report 20-01, Council Committee for Community
Fundraising be received;
AND THAT Council establish a Committee made up of three
members of Council that will engage with local community groups
and service clubs to explore opportunities and commitments to
raise funds towards community facilities in Tillsonburg.
AND THAT Council appoint Council members Councillor Parker,
Deputy Mayor Beres and Councillor Gilvesy to the Council
Committee for Community Fundraising;
AND THAT the CAO annually assign two members of the Senior
Leadership Team to act as a resource to the Committee.
AND THAT Council approve the draft terms of reference as
provided.
Carried
CAO and Town Clerk to arrange initial meeting of committee.
13.2 Clerk's Office
13.2.1 CLK 20-01 Committee Appointments
Resolution # 2020-029
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives Report CLK 20-01 Committee
Appointments;
AND THAT By-Law 2020-002 to Amend Schedule A of By-Law
4247, be brought forward for Council consideration.
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Carried
13.2.2 CLK 20-02 2019-2023 Multi-Year Accessibility Plan
Amelia Jaggard, Deputy Clerk, appeared before Council to answer
questions.
Resolution # 2020-030
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives Report CLK 20-02 2019-2023 Multi-Year
Accessibility Plan;
AND THAT Council adopts the Town of Tillsonburg 2019 -2023
Multi-Year Accessibility Plan attached hereto as Appendix A.
Carried
13.3 Development and Communication Services
13.4 Finance
13.4.1 FIN 20-01 2020 Interim Tax Levy By-Law
Resolution # 2020-031
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives Report FIN 20-01 2020 Interim Tax Levy
By-Law;
AND THAT the 2020 Interim Tax Levy By-Law 2020-003 be
brought forward for Council consideration.
Carried
13.4.2 FIN 20-03 Reserve Policy Admendment
Resolution # 2020-032
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives Report FIN 20-03 Reserve Policy
Amendment;
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AND THAT By-Law 2020-008 be brought forward for Council’s
consideration.
Carried
13.4.3 FIN 20-04 Revised 2020 Rates and Fees By-Law
Staff noted columbarium fees need to be finalized and registered
with the Bereavement Association of Ontario.
Resolution # 2020-033
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives the Revised 2020 Rates and Fees
Schedule;
AND THAT By-Law 2020-001 be brought forward for a third and
final reading.
Carried
13.5 Fire and Emergency Services
13.6 Operations
13.6.1 OPS 20-01 Investing in Canada Infrastructure Program
Transfer Payment Agreement
Resolution # 2020-034
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receive Report OPS 20-01 Investing in Canada
Infrastructure Program Transfer Payment Agreement;
AND THAT a By-law authorizing the Mayor and Clerk to execute
the Transfer Payment Agreement with the Province of Ontario be
brought forward for Council consideration.
Carried
13.7 Recreation, Culture & Park Services
14. New Business
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15. Consideration of Committee Minutes
15.1 Committee Minutes
Resolution # 2020-035
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives the Parks, Beautification and Cemetery Committee
minutes dated November 14, 2019, the Dog Park Advisory Committee
minutes dated November 21, 2019, the Economic Development Advisory
Committee minutes dated December 10, 2019, the Accessibility Advisory
Committee minutes dated December 10, 2019, the Transit Advisory
Committee minutes dated December 17, 2019, and the Museum Advisory
Committee minutes dated December 19, 2019 as information.
Carried
15.2 LPRCA Minutes
Resolution # 2020-036
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receive the Long Point Region Conservation Authority
Board of Directors minutes dated November 6, 2019, as information.
Carried
16. Motions/Notice of Motions
17. Resolutions/Resolutions Resulting from Closed Session
18. By-Laws
18.1 By-Law 2020-001, To Provide a Schedule of Fees for certain
Municipal applications, services and permits
Resolution # 2020-037
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT By-Law 2020-001, To Provide a Schedule of Fees for certain
Municipal applications, services and permits be read for a third and final
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reading and that the Mayor and the Clerk be and are hereby authorized to
sign the same, and place the corporate seal thereunto.
Carried
18.2 By-Law 2020-002 To Amend Schedule A of By-Law 4247 (Committee
Appointments)
18.3 By-Law 2020-003, To Provide for an Interim Tax Levy for the year
2020
18.4 By-Law 2020-004, Being a By-Law to Amend Zoning By-Law 3295 (ZN
7-19-11)
18.5 By-Law 2020-008, To Adopt a Reserve Policy and to Repeal By-Law
4107
18.6 By-Law 2020-009, To Authorize an Agreement between Her Majesty
the Queen in right of the Province of Ontario, as represented by the
Minister of Agriculture, Food and Rural Affairs (ICIP)
Resolution # 2020-038
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT By-Law 2020-002 To Amend Schedule A of By-Law 4247
(Committee Appointments); and
By-Law 2020-003, To Provide for an Interim Tax Levy for the year 2020;
and
By-Law 2020-004, Being a By-Law to Amend Zoning By-Law 3295 (ZN 7-
19-11); and
By-Law 2020-008, To Adopt a Reserve Policy and to Repeal By-Law
4107; and
By-Law 2020-009, To Authorize an Agreement between Her Majesty the
Queen in right of the Province of Ontario, as represented by the Minister
of Agriculture, Food and Rural Affairs (ICIP), 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
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19. Confirm Proceedings By-law
Resolution # 2020-039
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT By-Law 2020-010, to Confirm the Proceedings of the Council Meeting held
on January 13, 2020, be read for a first, second, third and final reading and that
the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
Carried
20. Items of Public Interest
Tickets are still available for the Maple Leafs Alumni Game on February 15,
2020, and the fundraising auction is still open.
The annual Tillsonburg Family Day event will be held at the Tillsonburg
Community Centre on Monday, February 17, 2020.
There is a planned Town wide hydro outage confirmed for Sunday, January 19,
2020 between 3:00 a.m. to 5:00 a.m.
The next Council budget meeting will be held on January 20, 2020, at 6:00 p.m.
The next regular Council meeting will be held on Monday, January 27, 2020, at
6:00 p.m.
21. Adjournment
Resolution # 2020-040
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT the Council Meeting of Monday, January 13, 2020 be adjourned at 8:00
p.m.
Carried
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1
MINUTES
Monday, January 20, 2020
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
ATTENDANCE: Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Regrets: Mayor Molnar
Staff: Donna Wilson, Town Clerk
Kevin De Leebeeck, Director of Operations
Dave Rushton, Director of Finance
Rick Cox, Director of Recreation, Culture and Parks
Regrets: Terry Saelens, Acting Fire Chief
Amelia Jaggard, Deputy Clerk
Kyle Pratt, Chief Administrative Officer
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 6:00 p.m.
2. Adoption of Agenda
Resolution # 2020-041
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT the Agenda as prepared for the Council budget meeting of Monday,
January 20, 2020, be adopted, as amended with item 6.1 moved to item 6.14.
Carried
3. Moment of Silence
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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 # 2020-042
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT the minutes of the Council budget meeting of January 6, 2020, be
approved.
Carried
6. Finance
6.1 FIN 20-06 Summary of 2020 Budget Changes November 21, 2019 to
January 20, 2020
Item moved to 6.14 to be dealt with following community budget requests.
6.2 FIN 20-07 2020 Community Budget Requests
6.3 Dereham Forge Housing Co-orperative
Melanie Dickson appeared before Council with a request for support for
playground equipment for the Dereham Forge Housing Co-operative.
It was suggested that the Town may be able to repurpose and donate
playground equipment to the group, however, the liability to the Town may
be to great if the equipment does not meet current code/standards.
6.4 Wilmot Aquatic Aces
Joni Maerten-Sanders presented the Wilmot Aquatic Aces request for
financial support.
The request will cover the cost of a coach as well as some equipment.
Currently they use 6 hours per week in the Tillsonburg pool.
Staff to look into repairing the pace clock currently at the pool to make it
functional for use by the club.
6.5 Tillsonburg Community Gardens
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Karen Robinson appeared before Council to request funds to replace the
community gardens fence as well as to allow a pump for water at the
location.
There are 32 plots available at the gardens.
6.6 Big Brothers Big Sisters of Tillsonburg
Kristen Ralph, Executive Director of Big Brothers Big Sisters of Tillsonburg
presented their request for funding.
Their request is for $4,000.
6.7 Society of Saint Vincent de Paul
Valerie Alexander and Anne Stancek provided their request for funding.
The request is for a Housing Stability Fund.
6.8 Victoria's Quilts of Canada
Frank Moore appeared before council and provided an overview of the
organization and their request for funds.
Council took a brief recess at 7:15 pm.
6.9 Lake Lisgar Revitalization Committee
Council resumed session at 7:25 pm.
Joan Weston appeared before Council regarding the Lake Lisgar
Revitalization requests for funds.
The issue is the necessity to dredge the ponds.
The cost is approximately $14,000 every year to keep the ponds dredged
and to ensure the lake remains viable.
6.10 Upper Deck Youth Centre
Rayburn Lansdell provided an overview of the work that is done at the
Upper Deck Youth Centre and their request for funds.
The request is to continue providing youth programs.
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6.11 Tillsonburg Tri-County Agricultural Society
Rosemary Dean appeared before Council to provide an overview of the
request for funds for the Tillsonburg Fair.
Fundraising is taking place to provide funding as well as Provincial grant
requests which are currently in progress.
6.12 Tillsonburg and District Multi-Service Centre
Maureen Vandenberghe provided an overview of the Tillsonburg & District
Multi-Service Centre request for funds.
6.13 Tillsonburg Turtlefest
Mark Renaud, Chair of Turtlefest, appeared before Council at 6:40 pm.
The committee is requesting a council member become part of the
committee.
Savanah Todd is the new event planner for Turtlefest.
2020 is the 10th anniversary of Turtlefest, the request is for $20,000 in
order to enhance the event for the anniversary.
The BIA will be the lead and will provide the administration and accounting
role with separate banking functions. Resources and HST rebates will be
a bonus for this years event.
Council deliberated on the grant requests.
Dereham Forge Housing is close to a school and a public park with
playground equipment which can be used by the residents.
The Director of RCP to work with the Wilmot Aquatic Aces to look at
reduced rental rates.
The Tillsonburg Community Gardens are encouraged to continue to
fundraise for their requirements. It was noted that the garden was
originally given with the provision that fundraising will be done to continue
the project.
Resolution # 2020-043
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives FIN 20-07 2020 Community Budget Requests as
information;
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AND THAT the community grant requests be referred to the 2020 budget
deliberations.
Carried
Resolution # 2020-044
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT Council has received applications for grant funding from various
community groups during the 2020 budget sessions;
AND THAT the following groups are awarded the following dollar amounts:
1. Big Brothers Big Sisters ($ 3000);
2. Society of Saint Vincent de Paul ($ 1500);
3. Victoria’s Quilts Canada ($ 1000);
4. Lake Lisgar Revitalization Committee ($ 7500);
5. Upper Deck Youth Centre ($ 2500);
6. Tillsonburg Tri-County Agricultural Society ($ 5000);
7. Tillsonburg & District Multi-Service Centre ($ 10,000);
8. Tillsonburg Turtlefest ($10,000);
AND THAT the $7000 loan to Turtlefest is extended to July 31, 2020;
AND THAT $5000 from the youth leadership fund be added to the Council
allocation;
AND THAT the Tillsonburg Cultural Advisory Committee budget be $6000;
AND THAT the Santa Clause Parade be $2500;
AND THAT Family Day allocation be $2500.
Carried
6.14 FIN 20-06 Summary of 2020 Budget Changes November 21, 2019 to
January 20, 2020
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Resolution # 2020-045
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives Report FIN 20-06 Summary of 2020 Budget
Changes November 21, 2019 to January 20, 2020 for information;
AND THAT the 2020 Budget and Business Plans be brought forward to
the January 27, 2020 Council Meeting for consideration.
Carried
7. Motions/Notice of Motions
8. Confirm Proceedings By-law
Resolution # 2020-046
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT By-Law 2020-012, to Confirm the Proceedings of the Council Meeting held
on January 20, 2020, 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
9. Adjournment
Resolution # 2020-047
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT the Council budget meeting of Monday, January 20, 2020, be adjourned at
9:27 p.m.
Carried
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Page 1 of 3
Report No: CP 2020-27
COMMUNITY PLANNING
Council Date: January 27, 2020
To: Mayor and Members of Tillsonburg Council
From: Eric Gilbert, Senior Planner, Community Planning
Commencement of Housekeeping Amendment for Zoning
By-Law No. 3295
REPORT HIGHLIGHTS
Planning staff are of the opinion that a housekeeping amendment is necessary to ensure
continued effectiveness of the Town’s Zoning By-law.
The proposed housekeeping amendment will generally address necessary updates, as well
as correct minor errors and provide clarification to text and mapping schedules.
Sourcewater protection updates are also proposed to be included in the Zoning By-Law.
A resolution is required from Town Council to initiate a housekeeping amendment to the
current Zoning By-law No. 3295.
DISCUSSION
Background/Proposal
Comprehensive Zoning By-law No. 3595 was adopted by Town Council on April 14, 2008. Since
that time, a number of amendments have been made to the by-law to incorporate a number of
site-specific provisions and facilitate various policy changes. The most recent housekeeping
amendment was completed in 2012 and included a number of minor revisions identified by County
and Town staff.
Since the last housekeeping amendment in 2012, Staff have been monitoring minor variance
approvals, noting interpretation issues, and reviewing suggestions from Town staff, in an effort to
clarify and update the existing By-law. At this time, Staff are of the opinion that a housekeeping
amendment is necessary to ensure continued effectiveness of the Town’s Zoning By-law.
The proposed housekeeping amendment will generally address necessary updates, as well as
correct minor errors and provide clarification to text and mapping schedules. In particular, the
proposed amendment will incorporate Source Water Protection regulations, natural hazard
features, as well as propose changes to the permitted encroachments to provide an increased
permitted projection for decks into the required rear yard. Other changes proposed include:
Introducing definitions for a microbrewery, retail pet store, pet grooming business as
defined land uses, and permitting them within Service Commercial, and Central
Commercial zones;
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Report No: CP 2020-27
COMMUNITY PLANNING
Council Date: January 27, 2020
Page 2 of 3
Introducing a definition for a retirement home, and permitting the use within the
Entrepreneurial, Central Commercial, Medium and High Density Residential Zones, and
Minor and Major Institutional Zones;
Removing the area of a pergola from the calculation of lot coverage to reduce the number
of minor variances that are sought for lot coverage;
Eliminating the minimum dwelling unit size from the Zoning By-Law, as the Ontario
Building Code minimums are more suitable;
Rely on the applicable provisions of the Ontario Building Code and remove the restrictions
on dwelling units in basements located more than 1.2 m below average grade;
Removing the floor area restriction for places of worship in minor institutional zones.
Consultation
As part of the process, Planning staff will work closely with Town staff to address any concerns
they may have with the existing provisions of the By-law.
In accordance with Section 34 of the Planning Act, the Town will also be required to hold a Public
Open House and Meeting for the purpose of providing the public with an opportunity to provide
any comments/concerns with the proposed amendments.
It is anticipated that the public open house will be scheduled in early February, and the public
meeting would follow for late February/ early March.
The owner of any property with site specific zoning in place that would be amended by a
modification of the by-law will receive written correspondence informing them of the proposed
changes in advance of a public open house. Staff estimate that the number of properties that will
be directly impacted is minimal.
Conclusion
At this time, a resolution is required from Town Council to authorize the commencement of the
Zoning By-law ‘housekeeping’ review process.
Page 23 of 268
Report No: CP 2020-27
COMMUNITY PLANNING
Council Date: January 27, 2020
Page 3 of 3
RECOMMENDATION
It is recommended that the Council of the Town of Tillsonburg receive Report No. CP 2020-
27;
An d further, that Staff be authorized to commence the process of housekeeping
amendments to Town Zoning By-law No. 3295.
SIGNATURES
Authored by: original signed by Eric Gilbert, MCIP, RPP
Senior Planner
Approved for submission: original signed by Gordon K. Hough, RPP
Director
Page 24 of 268
Quarterly Update
Dan Rasokas – Board Chair
January 27, 2020
Page 25 of 268
Number of Customers
•Dec. 31, 2016
–Residential = 6,402
–Total = 7,163
•Dec. 31, 2017
–Residential = 6,464
–Total = 7,229
•1.0% growth
•Dec. 31, 2018
–Residential = 6,579
–Total = 7,343
•1.5% growth
•Dec. 31, 2019
–Residential = 6,743
–Total = 7,502
•2.1% growth
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Dividend
•2017 - $150,000 (delivered @ 2018 AGM)
•2018 - $200,000 (delivered @ 2019 AGM)
•2019 - $200,000 (declared, to be delivered @ 2020 AGM)
•2020 - $200,000 (projected)
Page 27 of 268
2019 / 2020 Capital Budget
•2019 Approved Capital Spend
–$2,600,000 (achieved)
•2020Approved Capital Spend
–$1,800,000
•$320,000 - System Access (customer driven)
•$1,230,000 – System Renewal (refurb. of plant)
•$250,000 – System Service (growth / expansion)
Page 28 of 268
2020 Capital Budget
•Key Projects & Status
–System Upgrades (increasing system reliability and
agility)
•Insulator upgrade & End of Life poles
•Vintage UG replacement
–Owl / Robin / Woodcock area
•Industrial park areas – upgrade infrastructure and
strengthen supply options
Page 29 of 268
2020 OM&A Budget
•Key Projects & Status
–ESA Safety Survey (underway)
–Meter Re-verification
–Staff Training
–Tree Trimming (3rd party) – (underway)
•New Tools
–GIS data upgrades (SmartMap)
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January 19, 2020
Power Outage
•Scheduled 3 AM to 5 AM
•Actual 3 AM to 4:40 AM
–Hydro Ops crews utilized outage to perform
work required on de-energized system
–Fire Comm received 7 calls related to outage
•Communication plan of phone calls, email,
news print, social media and website was
well executed and effective in
communicating to customer
Page 31 of 268
Board Objectives
•Review and Update to By-Laws
•Strategic Plan
•Cost Reductions and Efficiencies
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Page 1 of 3
Subject: Culture, Heritage & Special Awards Advisory Committee Terms of Reference
Report Number: CLK 20-04
Author: Laura Pickersgill, Legislative Services Coordinator and Collette Takacs, Chair of
Culture, Heritage and Special Awards Advisory Committee
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receives Report CLK 20-04 Culture, Heritage and Special Awards
Advisory Committee Terms of Reference;
AND THAT Council approve the amended Terms of Reference for the Culture, Heritage
and Special Awards Advisory Committee.
BACKGROUND
At the Culture, Heritage and Special Awards Advisory Committee meeting on January 8,
2020, the committee reviewed their Terms of Reference and passed the following
resolution:
Motion
Moved by: Erin Getty
Seconded by: Carrie Lewis
THAT the Cultural, Heritage and Special Awards Advisory Committee approves
the amendment to the Terms of Reference to am end the Volunteer of the Month
award to be a Volunteer Recognition Award and to be presented at the
last meeting of council each quarter.
Carried
At the Council Meeting on January 28, 2019, Council approved a renewal of the
Memorandum of Understanding between the Town of Tillsonburg and the Tillsonburg
District Craft Guild (operating as the Station Arts Centre). Stated in the Memorandum of
Understanding, Section 3.2.4 the Tillsonburg District Craft Guild shall participate on the
Cultural, Heritage and Special Awards Advisory Committee.
DISCUSSION
A red line version of the proposed amended Terms of Reference is attached for
Council’s review. The Committee agreed that “monthly” awards were too frequent as
not enough nominations were being received to fulfill their mandate. The committee
recommends the name of the program be changed to “Volunteer Recognition Award”
Page 39 of 268
CLK 20-04
Page 2 of 3
and that an award shall be presented four times a year at the last Council meeting in
each quarter of the year to one volunteer each time.
Section 2.3 in the Terms of Reference has been amended to include representation
from the Tillsonburg District Craft Guild. No identified individuals shall be part of the
appointment by-law.
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
ATTACHMENTS
Appendix A - Redlined Terms of Reference
Page 40 of 268
CLK 20-04
Page 3 of 3
Report Approval Details
Document Title: Culture, Heritage & Special Awards Advisory Committee
Terms of Reference
Attachments: - Redlined Terms of Reference
Final Approval Date: Jan 21, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jan 21, 2020 - 7:30 AM
Page 41 of 268
Mandate:
To advise and make recommendations to Council on all matters with respect to tourism
and culture in the Town of Tillsonburg. To advise and make recommendations to
Council on all matters related to properties of architectural and historical significance.
To receive nominations and make recommendations to Council for the Citizen of the
Year and monthly volunteer awards. To provide commemorative naming options to
Council.
1.0 Role of the Cultural, Heritage & Special Awards Advisory Committee
1.1 To advise and make recommendations to Council on matters related to
tourism, culture and heritage.
1.2 To advise and inform Council of new legislation and funding initiatives.
1.3 Liaise with other organizations to promote Tillsonburg’s culture.
1.4 To develop and obtain endorsements of sub-committees when necessary to
establish events.
1.5 To develop relationships for coordinating events with local service groups.
1.6 To advise and make recommendations to Council on all matters related to
properties of architectural and historical significance.
1.7 To make recommendations to Council regarding the designation of buildings,
natural areas and parks with historical or architectural significance to ensure
the conservation, protection and preservation of heritage resources in
accordance with the Ontario Heritage Act, R.S.O. 1990, c.O.18.
1.8 To assist with the ongoing implementation and operation of the Tillsonburg
Century Plaque Program.
1.9 To receive nominations for volunteer recognition and to promote the program
within the community.
1.10 To select nominees for volunteer recognition on a monthly quarterly basis.
1.11 To receive nominations and make recommendations to Council for a
Citizen of the Year and assist with planning a recognition ceremony.
1.12 To provide recommendations to Council on commemorative naming for
Tillsonburg properties, buildings and structures as required.
1.13 To receive nominations and provide recommendations to Council
on recipients for provincial wide awards.
Cultural, Heritage and Special Awards Advisory Committee
TERMS OF REFERENCE
Page 42 of 268
1.14 To advise Council with regard to the Community Strategic Plan.
1.15 To set out clear goals for the Committee for the term.
1.16 To liaise with other committees or organizations with overlapping roles
and responsibilities.
2.0 Organization of the Committee
The Committee should be composed of people within the Tillsonburg area who
demonstrate a strong commitment to the Terms of Reference. A cross section of
individuals should attempt to be chosen in order to bring to the Committee relevant
technical and professional expertise, as well as strong advocacy, communication and
organizational skills.
2.1 Vacancies for citizen appointments will be advertised in local newspapers as
per the Town’s procedures for Committees of Council.
2.2 Committee members will be appointed by Council.
2.3 The Committee shall have a minimum of 7 members (1 Council
representative, and 6 members of the public and 1 representative from the
Tillsonburg District Craft Guild) with a maximum of 910 members in total.
2.4 The term of a Committee Member is four years, concurrent with the term of
Council.
2.5 Additional members may be appointed throughout the term.
2.6 One member will be appointed by vote of the committee at the first meeting
of each term to Chair the meetings for that term. At this time, they will select
a vice-chair and secretary for the same duration.
2.7 Municipal staff shall act in an advisory manner to the committee and the role
of staff liaison shall be fulfilled by the Legislative Services Coordinator.
3.0 Meetings
3.1 The Committee will hold a minimum of four meetings a year.
3.2 The date and time of the regular meetings will be established at the first
meeting of each term.
3.3 Meetings will have a formal agenda.
3.4 Agendas and information packages (including previous meeting minutes) will
be sent electronically to Committee Members prior to each meeting.
3.5 A majority of Council appointed Committee Members will constitute quorum
for the transaction of business.
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4.0 Role of the Chair
The Chair is responsible for ensuring the smooth and effective operation of the
Committee and its’ roles. This will include responsibility for:
4.1 Calling the meetings to order.
4.2 Encouraging an informal atmosphere to encourage the exchange of ideas.
4.3 Creating an agenda in consultation with the Secretary.
4.4 Chairing the meetings to ensure business is carried out efficiently and
effectively.
4.5 Acting as spokesperson.
4.6 Representing the Committee on other committees when necessary.
4.7 The Chair shall conduct meetings in accordance with the Town’s Procedural
By-Law.
4.8 In the absence of the Chair, these responsibilities will be undertaken by the
Vice-Chair.
5.0 Role of the Secretary
The Secretary is responsible for ensuring a complete up to date record for the
Committee.
5.1 In liaison with the Chair, arrange date, time and venue for meetings.
5.2 In liaison with the Chair, set agendas and circulate agendas to the members
two business days prior to the meeting.
5.3 Circulate draft minutes to the members.
5.4 Keep a complete up to date record of the committee minutes.
6.0 Role of Members
Membership on the Committee is a position of responsibility and requires a strong
commitment to the Terms of Reference. Committee members are required to:
6.1 Attend all regularly scheduled meetings. Members shall notify the Chair,
Secretary or staff liaison if they are unable to attend a meeting.
6.2 Adhere to the provisions set out in the Policy for Boards and Committees of
Council. If a member has an unexplained absence of 3 or more consecutive
meetings then their seat on the Committee shall be declared vacant.
6.3 Review all information supplied to them.
6.4 Prepare information for use in the development of materials for the
Committee.
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6.5 Promote the role of the Committee and its decisions made.
6.6 Offer input to Committee reports to Council.
6.7 Attend training as required to effectively perform their role as a Committee
member.
6.8 Committee Members are subject to the Municipal Conflict of Interest Act
R.S.O. 1990, c. M50 and must disclose any direct or indirect pecuniary
interest. The disclosure must be recorded in the minutes of the meeting.
7.0 Role of Municipal Staff
The Town of Tillsonburg, by its nature and purpose, affects and is affected by many
different Municipal departments. Assistance will be provided on an as required basis
from various departments. Municipal staff will be responsible for carrying out the
following functions with respect to the Committee:
7.1 Act as an information resource.
7.2 Orientation of Committee members at the first meeting after Council
appointment.
7.3 Assist the Committee in its’ reporting to Council.
7.4 Provide correspondence to the Committee.
7.5 The Town Clerk will maintain a list of designated properties situated in the
municipality in accordance with Sec. 27 of the Ontario Heritage Act, R.S.O.
1990, c.O.18.
7.6 Responsible for maintaining accurate and up-to-date Committee records and
providing minutes to Council.
8.0 Reports to Council
The Committee may advise and make recommendations to Council in accordance with
its’ role. Reports may be submitted as follows:
8.1 Verbally by a Council representative.
8.2 Written Report from the staff liaison and presented by the Chair or the
designated representative to Council.
An annual report will also be submitted and presented to Council at the beginning of
each new year outlining the Committee’s accomplishments in the previous year.
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Lake Erie Source Protection Region, c/o Grand River Conservation Authority, 400 Clyde Road, Box 729, Cambridge, ON N1R 5W6
January 14, 2020
Donna Wilson
Clerk, Town of Tillsonburg
10 Lisgar Ave, Tillsonburg ON N4G 5A5
Dear Ms. Wilson:
RE: Support for actions to address over-application of winter maintenance chemicals to
protect sources of municipal drinking water
On December 12, 2019, the Lake Erie Region Source Protection Committee received report SPC-
19-12-02 Winter Maintenance Chemicals: Challenges and Opportunities, and passed the following
resolution:
AND THAT the Lake Erie Region Source Protection Committee direct staff to forward report
SPC-19-12-02 to the Councils of the single, upper and lower-tier municipalities within the Lake
Erie Source Protection Region, all Source Protection Committees, Ontario Good Roads
Association, Association of Municipalities of Ontario, and Rural Ontario Municipal Association,
to request resolutions in support of the report’s recommended actions and forward the
resolutions to the Ontario Minister of the Environment, Conservation and Parks, Ontario Minister
of Transportation, Ontario Minister of Municipal Affairs and Housing and Attorney General of
Ontario.
The report (attached) provides an overview of the ongoing issue and implications of over-application
of winter maintenance chemicals, highlighting trends in the Lake Erie Source Protection Region, and
includes recommended actions, including changes to the liability framework, increased requirements
for winter maintenance of parking lots and changes to the Clean Water Act, 2006 framework to
proactively protect municipal drinking water sources.
As per the Source Protection Committee’s resolution, I am asking for municipal support of the
report’s recommended actions. Please forward a copy of any resolution to: Ilona Feldmann, Source
Protection Program Assistant, Lake Erie Source Protection Region (ifeldmann@grandriver.ca)
Please contact me if you have any questions or concerns about the report or the request for
municipal support.
Regards,
Martin Keller
Source Protection Program Manager, Lake Erie Source Protection Region
Page 46 of 268
LAKE ERIE REGION SOURCE PROTECTION COMMITTEE
REPORT NO. SPC-19-12-02 DATE: December 12, 2019
TO: Members of the Lake Erie Region Source Protection Committee
SUBJECT: Winter Maintenance Chemicals: Challenges and Opportunities for Change
RECOMMENDATION:
THAT the Lake Erie Region Source Protection Committee receives report SPC-19-12-02 –
Winter Maintenance Chemicals: Challenges and Opportunities for Change – for information.
AND THAT the Lake Erie Region Source Protection Committee receives the Recommended
Actions to Address the Over-Application of Winter Maintenance Chemicals for consideration and
action.
REPORT:
Summary of Report Contents
• Introduction
• Recommended Actions to Address the Over-Application of Winter Maintenance
Chemicals
• Increasing Sodium and Chloride Concentrations within Groundwater Drinking Sources in
Lake Erie Source Protection Region
• Liability and Other Factors Influence the Amount of Salt Applied
• Changes Needed to the Source Water Protection Director’s Technical Rules
Introduction
At the October 3, 2019 Lake Erie Region Source Protection Committee (SPC) meeting, members
discussed the ongoing issue of salt over-application and the increasing number of sodium and
chloride Issue Contributing Areas (ICAs) across the Lake Erie Source Protection Region.
Following the discussion, the committee directed Lake Erie Region staff to draft a report and
recommendation(s) regarding the issue for presentation at the next SPC meeting.
This report has been written in collaboration with staff from the Grand River Conservation
Authority (GRCA), City of Guelph, Region of Waterloo and Wellington Source Water Protection.
Recommended Actions to Address the Over-Application of Winter Maintenance
Chemicals
To address the above concerns, the following recommendations are provided to the Lake Erie
Region Source Protection Committee for consideration:
Page 47 of 268
THAT the Province of Ontario explore ways to reduce the factors that contribute to excess
application of winter maintenance chemicals on road ways and parking lots through a review of
the liability framework in Ontario.
THAT the Province of Ontario work with municipalities to strengthen training programs for road
agencies that apply winter maintenance chemicals on roads and sidewalks to reduce application
rates without compromising road safety that would assist with mitigating risks to municipal drinking
water systems.
THAT the Province of Ontario require property owners and contractors responsible for maintaining
safe parking lots and sidewalks be trained and certified in the application of winter maintenance
chemicals.
THAT the Province of Ontario change Prescribed Drinking Water Threats, “the application of road
salt” and “the handling and storage of road salt” to “the application of winter maintenance
chemicals” and “the handling and storage of winter maintenance chemicals”, and define the term
in the regulation.
THAT the Province of Ontario change the Table of Circumstances related to the application of
winter maintenance chemicals to differentiate between application on roads, sidewalks and
parking lots to reflect the different liability issues and the nature of winter maintenance conducted
for each surface type.
AND THAT the Province of Ontario amend the Clean Water Act’s Director’s Technical Rules to
enable municipalities to proactively protect their municipal drinking water supplies from the
application and storage of winter maintenance chemicals.
Increasing Sodium and Chloride Concentrations within Groundwater Drinking Sources in
Lake Erie Source Protection Region
Municipal water supplies within the Lake Erie Source Protection Region (LESPR) have exhibited
increases in chloride and sodium concentrations. Map 1 identifies all municipal supplies within
the LESPR that are impacted by increasing chloride and sodium concentrations. Within LERSPR,
approximately 150 wells are impacted by increasing concentrations of chloride and/or sodium,
where 34 wells have identified chloride and/or sodium as an Issue under the Clean Water Act,
2006 and Technical Rules. Map 1 shows the ICAs for chloride and sodium, along with municipal
supply wells with increasing concentrations. Issue Contributing Areas are delineated for wells with
an Issue and policies apply to address the elevated contaminant concentrations.
The impacted municipal supply wells range from small rural centres (Elora, Fergus – Centre
Wellington, Guelph-Eramosa, Paris – County of Brant) to medium cities (City of Guelph,
Orangeville) to large urban areas (Region of Waterloo). Examples of increasing chloride and
sodium concentrations at municipal supply wells within the LESPR are described below and
include Wells E3 in Elora and F1 in Fergus, the City of Guelph Water Supply Wells, William Street
Wellfield in Waterloo and Well G5 in Cambridge. The Town of Orangeville Water Supply System
is impacted by increasing chloride and sodium concentrations and has defined ICAs that extend
into the LESPR.
Page 48 of 268
Map 1: Lake Erie Region Municipal Supply Wells with Elevated Chloride and Sodium
Concentrations
Page 49 of 268
Increasing Sodium and Chloride Concentrations at Bedrock Groundwater Wells in Wellington
County
The Township of Centre Wellington monitors sodium and chloride concentrations at the nine
municipal wells that service Elora and Fergus. Well Fergus F1 is screened within a bedrock
aquifer with surrounding land primarily urban. Well Elora E3 is screened within a bedrock aquifer
with surrounding land primarily agricultural, with a large manufacturing facility located immediately
north of the well.
Figure 1 and Figure 2 illustrate the increasing and variable trends of chloride and sodium
concentrations at Elora Well E3 and Fergus Well F1. Chloride concentrations at Elora Well E3
and Fergus Well F1 are both above and below half of the Ontario Drinking Water Standards (125
mg/L). Maximum chloride concentrations are noted at Elora Well E3 of 165 mg/L. At Elora Well
E3 and Fergus Well F1 sodium concentrations are increasing, but remain below half of the Ontario
Drinking Water Standards (100 mg/L). Maximum sodium concentrations are noted at Fergus Well
F1 of 93 mg/L. A study completed by Golder Associates (2015) concluded that groundwater at
well F1 appears to be derived mainly from the overburden and shallow bedrock aquifers, while
groundwater at well E3 appears to be derived mainly from the bedrock aquifer. In both cases, the
chloride source is likely from the surface (anthropogenic sources). As a result of the increasing
chloride concentrations to above half of the Ontario Drinking Water Standards and the
anthropogenic origin of the chloride, chloride was identified as an Issue and an ICA was
delineated for both Elora Well E3 and Fergus Well F1.
Figure 1: Chloride concentrations at Elora Well E3 and Fergus Well F1
0
50
100
150
200
250
300
1995 1998 2001 2004 2007 2010 2013 2016 2019Chloride Concentration (mg/L)DateElora E3 Fergus F1 ODWS Half the ODWS
Chloride Ontario Drinking Water Standard
Half the Chloride Ontario Drinking Water Standard
Page 50 of 268
Figure 2: Sodium concentrations at Elora Well E3 and Fergus Well F1
Increasing Sodium and Chloride Concentrations at Bedrock Groundwater Wells in the City of
Guelph
Sodium and chloride concentrations are increasing at several bedrock wells within the City of
Guelph. Figure 3 and Figure 4 below illustrate increasing chloride and sodium trends in select
municipal wells within the City of Guelph. Figure 3 shows chloride concentrations above half the
Ontario Drinking Water Standard for chloride (125 mg/L) at almost all wells, with chloride
concentrations approaching or at the Ontario Drinking Water Standard for chloride of 250 mg/L.
Figure 4 shows sodium concentrations above half the Ontario Drinking Water Standard for
sodium (100 mg/L) at all wells, with sodium concentrations ranging from 120 to 170 mg/L in 2019.
Sodium and chloride are not identified as Drinking W ater Issues at City of Guelph wells. The City
of Guelph will continue to monitor sodium and chloride concentrations.
0
50
100
150
200
250
1995 1998 2001 2004 2007 2010 2013 2016 2019Sodium Concentration (mg/L)Date
Elora E3 Fergus F1 ODWS Half the ODWS
Sodium Ontario Drinking Water Standard
Half the Sodium Ontario Drinking Water Standard
Page 51 of 268
Figure 3: Chloride concentrations at select municipal wells within the City of Guelph
Figure 4: Sodium concentrations at select municipal wells within the City of Guelph
0
50
100
150
200
250
300
350
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Chloride Concentration (mg/L)Date
Dean Well Park Well Membro Water Well
Burke Well University Well Downey Well Paisley Well
ODWS Half the ODWS
Chloride Ontario Drinking Water Standard
0
50
100
150
200
250
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020Sodium Concentration (mg/L)Date
Dean Well Park Well Membro Well Water Well
Emma Well ODWS Half the ODWS
Sodium Ontario Drinking Water Standard
Page 52 of 268
Increasing Sodium and Chloride Concentrations at Groundwater Wells in the Region of Waterloo
The Region of Waterloo has nine wellfields with elevated concentrations of chloride and sodium
that resulted in the identification of Issues under the Clean Water Act, 2006 and Technical Rules
and delineation of ICAs. Impacted wellfields are generally within the urban areas of Cambridge,
Kitchener and Waterloo. Chloride and sodium concentrations have been measured as high as
750 mg/L and 365 mg/L, respectively, at one municipal wellfield in the Region of Waterloo.
The William Street Wellfield is an example of one of the Waterloo’s wellfields that is impacted by
increasing chloride and sodium concentrations. Figures 5 and 6 below illustrate the increasing
chloride and sodium concentrations at the three water supply wells in the William Street wellfield.
An increasing trend of chloride (Figure 5) is observed dating back to 1975. Current chloride
concentrations are above the Ontario Drinking Water Standard of 250 mg/L with 2019 chloride
concentrations reaching approximately 450 mg/L. An increasing trend of sodium (Figure 6) is
observed dating back to 1980. Current sodium concentrations at two of the three wells are above
the Ontario Drinking Water Standard of 200 mg/L with 2019 sodium concentrations reaching
approximately 240 mg/L.
Figures 5 and 6 also present the results from well G5 of the Pinebush system in Cambridge and
demonstrates the impacts from application of salt on parking lots. This well also shows increasing
chloride and sodium trends from the 1980s. However, the concentrations dramatically increase
in the middle to late 1990s, which is coincident with the construction of a large retail centre and
associated large parking lots immediately adjacent to the well. Currently, chloride and sodium
concentrations are higher than those in the William Street wellfield, being approximately 600 mg/L
and 300 mg/L, respectively.
Page 53 of 268
Figure 5: Chloride concentrations at the William Street and Pinebush Wellfields in the
Region of Waterloo
Figure 6: Sodium concentrations at the William Street Wellfield in the Region of Waterloo
0
100
200
300
400
500
600
1980 1984 1988 1992 1996 2000 2004 2008 2012 2016 2020Chloride Concentration (mg/L)Date
William Street W1B William Street W1C William St W2
Pinebush G5 ODWS Half the ODWS
Chloride Ontario Drinking Water Standard
0
50
100
150
200
250
300
1980 1984 1988 1992 1996 2000 2004 2008 2012 2016 2020Sodium Concentration (mg/L)Date
William St W1B William St W1C William St W2
ODWS Half the ODWS Pinebush G5
Sodium Ontario Drinking Water Standard
Page 54 of 268
Implications of Elevated Sodium and Chloride in the Environment
Elevated and increasing concentrations of chloride and sodium are becoming prevalent in small
rural centre, medium sized cities, and large urban areas. The application of road salt (sodium
chloride) is a common activity across LESPR given winter road conditions.
The application of salt on roads (and parking lots) enters into the environment in several ways.
In many cases, the snow gets plowed onto the road shoulder which either enables it to infiltrate
into the groundwater or the meltwater runs off into surface water features and/or into storm water
management structures. While the primary purpose of these storm water facilities is to manage
wet weather flows, they also receive meltwater during the winter months. If the stormwater
structures include infiltration galleries and/or Low Impact Development (LID) infrastructure, some
of the salty water conveyed to them during the winter months could infiltrate into the subsurface
further exacerbating impacts to groundwater based municipal drinking water systems. Ultimately,
all the winter maintenance chemicals eventually enter the natural water system.
Climate change is resulting in more extreme weather patterns with generally milder winters and
increased frequencies of precipitation freeze/thaw cycles predicted, resulting in increased use of
chemicals for winter road and parking lot maintenance. If left unmanaged, chloride and sodium
from road salt will continue to contaminate drinking water sources.
A summary of negative impacts of road salt use for winter maintenance can be described as
follows:
• increased concentrations of chloride and sodium in surface water and groundwater
drinking water sources impairs the water taste and poses a risk to persons with high blood
pressure and sodium restricted diets;
• premature wear to concrete sidewalks and structures (bridge decks, overpasses) which
reduces overall life of such infrastructure and results in increased capital costs to maintain
them on the order of $250-$480 per tonne of salt applied (Environmental Commissioner
of Ontario, 218). and,
• damage of animal and plant cells’ ability to carry out key ecological processes, changes
to the weight of lake water to block the normal mixing process, which is essential for
oxygen mixing, and harm to soil, gardens, vegetation and trees, which are necessary for
shade as summers get hotter.
The only treatment process available to remove sodium and chloride from water is by reverse
osmosis (desalinization) which is very expensive, energy intensive and creates a large volume of
concentrate waste brine that must be discharged back into the environment. Accordingly, the only
way to minimize the impacts from road salt on water resources and the environment is to reduce
the amount being used.
Liability and Other Factors Influence the Amount of Salt Applied
In 2001, Environment and Climate Change Canada (ECCC) completed an assessment of the
impacts of road salt and concluded that high releases of road salts were having an adverse effect
on freshwater ecosystems, soil vegetation and wildlife. This assessment initiated the risk
management process to address the risks posed to the environment by road salt. Subsequently,
a Code of Practice was developed by ECCC and a parallel Synthesis of Best Practices document
was created by the Transportation Association of Canada. The synthesis is a detailed resource
on winter maintenance practices and supplements the recommendations made within the Code.
The two main recommendations of the Code are the development of salt management plans and
implementation of best management practices. The Code is voluntary, only applies to road
Page 55 of 268
organizations that use more than 500 tonnes of salt per year, and does not apply to application
on parking lots or sidewalks. The ECCC assessment report concluded that application of salt on
parking lots represents less than 10% of the total amount of salt being applied across the country.
However, the contribution of parking lots in urban areas is much greater due to the increased
density of paved surfaces and the higher potential application rates needed to address private
property liability concerns. Specifically, in parts of Cambridge, Kitchener and Waterloo, salt
loading to groundwater from parking lots is equal to or greater than the loading from roads.
Several pieces of legislation provide the legal context for application of winter maintenance
chemicals. For roads, municipal transportation agencies are required under Section 44 of the
Municipal Act to maintain roads in a “reasonable state of repair” and to maintain them in
accordance with the Minimum Maintenance Standards. For building owners and managers, the
Occupier’s Liability Act requires a duty of care to maintain “reasonably” safe conditions for
persons while on their premises. However, unlike for roads, the definition of what is reasonably
safe is not stipulated and there are no standards. For parking lots, what is reasonable is
determined through awareness of legal case studies, which are not too frequent, as most slip and
fall claims arising from winter maintenance on parking lots are settled out of court. In addition, for
private contractors, a settlement made by their insurance company often results in increases in
insurance costs and/or loss of insurance completely. To ensure on-going viability of their
businesses, most contractors will err on the side of caution and over apply salt.
These two pieces of legislation provide a framework for over-application of salt that is condoned
by the public as necessary to ensure the protection of the travelling public. There is little
recognition that this over-application may not be necessary as protection from liability is
paramount. This framework is further facilitated by the following:
• the Ontario Environmental Protection Act exempts salt from being considered a
contaminant if it is used “… for the purpose of keeping the highway safe …” meaning that
appliers of salt do not have to be concerned about any environmental impacts by the
amount they use;
• weather is difficult to predict and the weather that arrives can vary from that forecasted,
which means that applications are often higher than needed in case the conditions are
worse than forecasted;
• the science behind how salt works is poorly understood (i.e. it is the brine that breaks
down ice, not rock salt itself, or that rock salt is not effective in temperatures below -10oC)
or is ignored due to liability concerns;
• there is increasing societal demand to maintain black asphalt in southern Ontario at all
times and conditions, provide alternate forms of travel with associated high winter
maintenance requirements, and addressing accessibility concerns in winter for
accessibility-challenged persons; and
• rock salt is on the order of 40% cheaper than the next cheapest winter de-icing chemical,
forcing most municipalities and private contractors to default to this chemical even though
other chemicals may improve winter maintenance performance with less environmental
impact.
All of the above factors contribute to the public's perception that salt does not affect the
environment and creates a “laissez-faire” attitude towards the presence of salt on paved surfaces.
Factors Influencing Winter Maintenance on Roads
As noted above, the obligations to maintain roads arise from the Municipal Act and Minimum
Maintenance Standards. These provide some level of liability protection against municipalities in
Page 56 of 268
the event of vehicle accidents or slip and fall claims on roads. However, the capacity of each
municipal agency to adopt new and/or implement sophisticated practices varies and many
municipalities have budget pressures which may limit the introduction of these practices. In
addition, the impact of joint-and-several liability often results in municipalities paying the majority
of the costs resulting from an accident even if their contribution to the fault is minimal, further
exacerbating the financial challenges for municipalities. Finally, most municipalities set a single
performance standard for each road class and segment and most if not all municipalities are not
willing to change the standard if the road comes in and out of a vulnerable drinking water
protection area. These issues coupled with the voluntary nature of the ECCC Code could force
municipalities to minimize adoption of practices to meet the Code or not participate at all.
Application on roads also differs from that on parking lots for the following reasons:
• most winter maintenance on roads are performed by municipal staff and/or larger
contracted companies (e.g. province of Ontario) which provide stable working conditions
that can attract long term employees ensuring consistency in approach reducing the need
to train revolving staff;
• there are a relatively modest number of road agencies compared to hundreds and possibly
thousands of private contractors; and
• the passage of cars on roads assists in the break down of the solid winter maintenance
chemicals into the liquid brine needed to break the bond between snow/ice and the
underlying surface, resulting in the need for less salt to be applied.
All of these factors can help reduce the amount of salt applied on roads compared with that
applied on parking lots.
Many road authorities have made considerable improvements in technology, operational
approaches and training to help improve application and reduce impacts to the environment.
However, further changes will be difficult to achieve in part due to the risks associated with liability.
In addition, the benefit of these reductions could be off-set by changes in climate, e.g. more
freezing rain events, which will necessitate changing the approach to winter maintenance on
roads. Further, the expansion of the Minimum Maintenance Standards to sidewalks in 2018 could
result in an overall increase in the amount of salt being applied to the road network. This will
exacerbate the impact to municipal drinking water supply sources. In Ontario, several
organizations are promoting changes to the liability framework including the following:
• the Association of Municipalities of Ontario submitted a letter to the Ontario Attorney
General requesting reform of the joint and several liability framework in Ontario as it relates
to municipalities;
(https://www.amo.on.ca/AMO-Content/Policy-
Updates/2019/AMOSubmitsReporttoAttorneyGeneralonLiabilityandIns).
• a combined working group representing the Ontario Good Roads Association and
Conservation Ontario submitted a letter to the Ontario Attorney General requesting a
review of the liability related to application of winter maintenance chemicals (Appendix
A); and
• the World Wildlife Federation provided comments on the Province of Ontario’s
Environmental Plan as posted on the Environmental Registry advocating for review of the
liability framework in Ontario.
(http://assets.wwf.ca/downloads/ero_roadsalt_final_signon.pdf)
Page 57 of 268
These letters highlight the challenges with the liability framework in Ontario and support the
discussion contained in this report. Undertaking this review in addition to strengthening training
programs for road agencies to reduce winter maintenance chemical application rates without
compromising road safety would assist with mitigating risks to municipal drinking water systems.
Factors Influencing Winter Maintenance on Parking Lots
As persons responsible for parking lots do not have standards or guidance to follow, the approach
to winter maintenance for a particular event is based primarily on their experience which results
in inconsistent application rates and/or levels of service for each parking lot. In most cases,
building parking lots and sidewalks are maintained by private winter maintenance contractors and
the nature of the winter maintenance services is determined by the contract with the property
owner. These contracts often contain an unrealistic level of service requirements, e.g. maintain
bare pavement at all times, which the contractor addresses though over-application of salt and/or
chemical “plowing” which uses excessive amounts of salt to melt all the snow. The contracts often
attempt to assign the liability to the contractor, which is very difficult legally, and may have pricing
structures that financially incentivize the application of salt on the property.
Much of the private winter maintenance contracting industry is performed by small and medium
sized businesses. As a result, and because of the tendering process to compete for clients, they
are less likely to invest in best practices/advanced technologies as part of their operation in order
to make them profitable. The individual contracting company is also trying to maintain their
insurance coverage, have high staff turnover rates which reduces the incentive to invest in staff,
and the competition/bid process results in little sharing of management practices within the
industry. In addition, as contractors are a for-profit business, they will also attempt to maximize
the number of contracts they have which forces them to over apply to meet the contract
requirements in recognition that it could be many hours until they are able to service the property
again. All of these factors contribute to excess application.
The primary purpose of most buildings and properties is not for winter maintenance but rather for
some other manufacturing, service or retail operation. So winter maintenance is seen as a cost
of doing business. For most building owners or tenants, the winter maintenance contract is
awarded to the lowest cost bid which does not encourage contractors to consider alternate
practices as these would require capital investments for new technologies and/or approaches. In
addition, even if the owner/operator were interested in reducing application rates, they would be
exposed to liability in the event of an injury if they had directed the contractor to apply the salt at
a lower rate.
The liability framework and challenges noted above prevent Risk Management Officials from
negotiating Risk Management Plans (RMPs) that require reductions in application rates. Some of
the ways these barriers present themselves have been observed through the implementation of
salt application RMPs in the Region of Waterloo where approximately 1,600 RMPs will need to
be negotiated in chloride and/or sodium ICAs in the current approved Source Protection Plan and
expanding to over 3,000 existing properties in the October 2019 proposed amended plan. These
include the following.
• The approach taken by the Region of Waterloo to negotiate salt application RMPs is to
use a collaborative, education approach in order to secure buy-in and achieve a more self-
sustainable/self-regulating model of enforcement. This is needed because most persons
involved in the negotiation have little to no experience in winter maintenance. This
approach necessitates a greater time commitment as part of the negotiation as a level of
education is required to raise the general knowledge on the impacts of salting to the point
where risk mitigation practices can be implemented effectively.
Page 58 of 268
• Currently, the RMPs for parking lots focus on contractor training and certification, i.e.,
Smart about Salt program, winter maintenance record keeping, and minimizing ice
formation through site assessments. As in many cases these measures do not represent
a drastic shift from current practices and because application rates cannot be stipulated
in the RMP, only a minor amount of reduction in salt loading is likely to occur from these
properties. This is much less than is needed to mitigate the impacts to the Region’s wells
with chloride impacts. Region of Waterloo staff have assessed the reduction in application
rates needed to reduce and or stabilize chloride concentrations based on the amount
currently observed in their supply wells. This amount is on the order of a further 10 percent
reduction in application on roads above and beyond the 25 percent reduction achieved
through advances in technology, and 30 to 50 percent reduction in application rates on
parking lots at four of its well systems. This amount does not include the salt already in
the groundwater that hasn’t made it to the supply wells and will not reach the wells for a
further 10 to 20 years.
• Since application rates cannot be specified in the RMP, it is difficult to require changes in
operational methods and procedures. Examples of more effective practices may include
pre-wetting, liquid application, and/or standardizing application rates. These practices
have been adopted by many road agencies and may represent the most effective
opportunity to achieve salt reduction targets.
As noted for roads, changes to the liability framework would provide building owners and
contractors to consider the impacts to the environment and their assets in addition to liability
considerations. However, unlike road agencies that are meeting ECCC’s Code of Practice, there
is no mechanism to ensure private contractors consider the environment in the determination of
winter maintenance chemical application rates. The Smart About Salt Council has created the
Smart About Salt program that encourages contractors to take training courses to improve their
winter maintenance operations and to become certified demonstrating that they are implementing
the program. And while this is helping to educate property owners and contractors, many of the
recommended practices in the Smart About Salt program are not implemented by contractors due
to the liability issues discussed above.
Opportunities for Liability and Training/Certification Program Changes
Several states in the US including Illinois and New Hampshire have changed the liability
framework to help address the impacts to water resources due to the over-application of salt and
as noted above several organizations are advocating a review of the liability framework in Ontario.
Several other US states including Wisconsin have implemented various training, certification
and/or education programs to help changes in the winter maintenance approach.
Specifically, the approach taken in New Hampshire is worth noting because the approach includes
a combination of liability reform and training/certification. New Hampshire has introduced changes
to the liability framework and developed a training/certification program to address the over-
application of salt. This approach was required to gain permission to extend a state highway
because a nearby lake had elevated chloride and sodium levels due to winter maintenance
chemicals. The legislation requires contractors to undertake a one-day training program and
become certified. In exchange, road and parking lot contractors would be provided partial
protection against slip and fall and/or traffic accidents. This approach provides the liability relief
and knowledge needed to change winter maintenance practices to minimize impact to water
resources.
Page 59 of 268
Changes Needed to the Source Water Protection Director’s Technical Rules
The current Director’s Technical Rules under the Clean Water Act, 2006 provide significant
drinking water threat (SDWT) thresholds based on road density or impervious surfaces. In many
parts of the province, the thresholds did not trigger a SDWT for road salt application, despite a
number of municipal drinking water wells that have increasing sodium and chloride concentration
trends. As such, the original technical approach failed to recognise areas where trends were
present that may result in an ICA. This problem was identified by the Region of Waterloo and an
alternate approach to assessing the threat of road salt application was prepared and implemented
for the Region of Waterloo. These changes were not implemented elsewhere in LESPR.
Similarly, road salt storage thresholds are currently set at 5,000 tonnes outside storage. This
volume far exceeds typical storage volumes found at small to medium municipalities or private
contractors. As a result, there are no known documented SDWTs for road salt storage outside of
an ICA within LESPR. This is despite the fact that there are many municipal and private road salt
storage facilities within wellhead protection areas of lesser volumes.
The practical result of these shortcomings in the Technical Rules is that the prescribed threats for
road salt application and storage only get flagged as significant drinking water threats (SDWTs)
when water quality data for a municipal drinking water system documents an increasing trend in
chloride concentrations and the municipality declares the well as having an issue as defined by
the Technical Rules. Since ICAs are only identified and delineated when there is a demonstrated
water quality concern in a municipal well, this approach to protecting water quality in municipal
drinking water systems becomes reactive rather than proactive.
Another concern is that the current Director’s Technical Rules and Ontario Regulation 287/07 –
General pursuant to the Clean Water Act, 2006 lists the prescribed drinking water threat as “the
application, handling and storage of road salt”. Although road salt is a common term used for
winter maintenance chemicals, the term can be misleading. The term road salt is used
interchangeably with rock salt. Salt application at parking lots or on walkways can be more of a
concern due to over-application than application on roadways. Additionally, road salt commonly
refers to sodium chloride; however, there are many alternative products that are also chloride
based, for example, calcium chloride or magnesium chloride. Strict interpretation of the wording
may lead some readers to consider only salt applied to roads and that is sodium chloride based
is a prescribed drinking water threat pursuant to the Clean Water Act, 2006 and Source Protection
Plans. A simple solution could be to rename the prescribed drinking water threats to application,
handling and storage of winter maintenance chemicals and then define the term in the regulation.
A complementary change to the above would be to make application of winter maintenance
chemicals on roads, parking lots and sidewalks different circumstances in the Table of
Circumstances to reflect the different approach to winter maintenance, the legislative and liability
framework, and the mitigation measures possible associated with each surface type. This would
also help highlight that it is more than just application of winter maintenance chemicals on roads
that is affecting drinking water supply sources.
Since 2017, the Province has been considering changes to the Director’s Technical Rules to
address the shortcomings noted above. Recently, the Province held technical engagement
sessions at the end of November 2019 to consult on proposed changes. Details at the time of
preparing this report are limited, but we understand that the Province intends to lower the
thresholds for the activities and circumstances that result in a significant drinking water threat for
the handling and storage of salt and the application of salt. A summary of the proposed changes
to road salt storage and application are presented in Table 1. Lake Erie Region staff and municipal
representatives have participated in the stakeholder engagement sessions and there will be
Page 60 of 268
opportunity for staff to comment on the proposed rule changes directly with Provincial staff and
through the more formal Environmental Registry process later on.
Table 1: Phase II Technical Rules Project: Proposed Amendments to Road Salt Storage and
Application
Topic Current Approach
Objective of
the
Amendment
Proposed
Amendment Notes Prescribed Drinking Water Threats Road Salt Application Thresholds for
impervious areas that
identify significant
risks are 80% in
WHPAs scored 10
and 8% in IPZs
scored 10.
Use an
improved
scientific
approach to
better identify
areas where
the
application of
road salt and
storage of
road salt may
cause
impairments
to the quality
of drinking
water
sources.
Thresholds for
impervious areas
that identify
significant risks will
be: 30% for WHPAs
scored 10; 6% or
greater for IPZ
scored 10 and; 8%
or greater for IPZ
scored 9 to 10.
New thresholds
were developed
based on the
analysis conducted
in consultation with
municipalities and
SPAs/SPCs. Road Salt Storage Volumes that identify
significant risk are:
500 tonnes for IPZs
scored 10; 5000
tonnes for IPZs
scored 9 or greater, or
WHPAs scored 10 for
uncovered storages;
covered storage can
not be a significant
risk.
Using same scores
of IPZs and WHPAs,
proposed volumes
are:
(1) Any quantity for
uncovered storages;
(2) 100 kg or greater
for covered storage
excluding
engineered facilities,
(3) 500 tonnes or
greater for
engineered facility or
structure.
Engineered facilities:
permanent building
anchored to a
permanent
foundation with an
impermeable floor
and that is
completely roofed
and walled.
Recommended Actions to Address the Over-Application of Winter Maintenance
Chemicals Report Recommendations
To address the above concerns, the following recommendations are provided to the Lake Erie
Region Source Protection Committee for consideration:
THAT the Province of Ontario explore ways to reduce the factors that contribute to excess
application of winter maintenance chemicals on road ways and parking lots through a review of
the liability framework in Ontario.
Page 61 of 268
THAT the Province of Ontario work with municipalities to strengthen training programs for road
agencies that apply winter maintenance chemicals on roads and sidewalks to reduce application
rates without compromising road safety that would assist with mitigating risks to municipal drinking
water systems.
THAT the Province of Ontario require property owners and contractors responsible for maintaining
safe parking lots and sidewalks be trained and certified in the application of winter maintenance
chemicals.
THAT the Province of Ontario change Prescribed Drinking Water Threats, “the application of road
salt” and “the handling and storage of road salt” to “the application of winter maintenance
chemicals” and “the handling and storage of winter maintenance chemicals”, and define the term
in the regulation.
THAT the Province of Ontario change the Table of Circumstances related to the application of
winter maintenance chemicals to differentiate between application on roads, sidewalks and
parking lots to reflect the different liability issues and the nature of winter maintenance conducted
for each surface type.
AND THAT the Province of Ontario amend the Clean Water Act’s Director’s Technical Rules to
enable municipalities to proactively protect their municipal drinking water supplies from the
application and storage of winter maintenance chemicals.
Page 62 of 268
Appendix A:
Letter from Ontario Good Roads Association and Conservation Ontario to
the Ontario Attorney General requesting a review of the liability related to
application of winter maintenance chemicals
Page 63 of 268
1
November 1, 2019
The Honourable Doug Downey
Attorney General of Ontario
McMurtry-Scott Building, 11th Floor
720 Bay Street
Toronto, Ontario
M7A 2S9
Dear Attorney General Downey,
Re: Municipal Liability and Insurance Costs
The excessive use of road salt has been shown to impact our environment including aquatic life and
drinking water sources, and also our infrastructure. In Ontario, several drinking water sources are
identified under the Clean Water Act as being impacted by elevated levels of chloride, a chemical found
in road salt.
In 2016, the Ontario Good Roads Association (OGRA) and Conservation Ontario (CO) established a multi-
stakeholder ‘Salt Vulnerable Areas’ working group, that developed a road salt best practices guidance
document in 2018 for consideration by municipalities of varying capacities and budgets. In 2019, the
OGRA and CO established the ‘Ontario Road Salt Management Advisory Committee’ in order to further
the discussions around the broader policy and legislative framework related to the use of road salt, and
to provide recommendations to help find the balance between environmental considerations and road
safety.
The following recommendations are provided for the consideration of the Attorney General of Ontario:
Address excessive liability issues for municipalities
Ontario municipalities follow a Council approved Level of Service to ensure the safety of the travelling
public, and they proactively work with government agencies and others in order to optimize the amount
of road salt usage that balances public road safety with environmental concerns. However, excessive
liability issues severely impact municipalities (and other road operation authorities) and in many cases
may limit their ability to further adjust the application of road salt in order to meet environmental
legislation that protects water resources.
Therefore it is recommended that the applicable liability framework be reviewed, such that road
operation authorities can continue to ensure road safety while also supporting a further reduction in the
amount of road salt applied.
Establish standards and address excessive liability issues for private contractors
There are many others that also use road salt besides municipalities, such as private contractors
maintaining privately or municipally owned parking lots. The private sector often uses excessive
amounts of road salt, in order to avoid liability claims. Training programs such as ‘Smart about Salt’ are
available to the private sector to help them optimize road salt usage, but these programs are not
mandatory.
Page 64 of 268
2
Therefore, it is recommended that standards for road salt application and storage be established for the
private sector to help reduce road salt reaching our water bodies. Further, it is recommended that the
applicable liability framework be reviewed, such that private contractors can continue to ensure safety
during the winter while also supporting a significant reduction in the amount of road salt applied.
In summary, steps to address liability, combined with standards (where they do not exist) for road salt
application, can help preserve our precious natural resources.
We thank you for the opportunity to provide comments. Please feel free to contact Chitra Gowda
(cgowda@conservationontario.ca) at CO or Fahad Shuja (fahad@ogra.org) at OGRA if you have any
questions.
Sincerely,
Joe W. Tierney
Executive Director
Ontario Good Roads Association
Kim Gavine
General Manager
Conservation Ontario
Sent via email to: doug.downeyco@pc.ola.org; magpolicy@ontario.ca
Page 65 of 268
132-2019-3184
By e-mail
January 15, 2020
Dear Mayor:
As you may know, on March 26, 2019, Ontario passed the Comprehensive Ontario
Police Services Act, 2019 (Bill 68), which established the Community Safety and
Policing Act, 2019 (CSPA, 2019). The CSPA, 2019 supports our government’s
commitment to:
• Modernize Ontario’s police service delivery framework;
• Strengthen public confidence in policing; and
• Improve governance, training, and transparency.
I am writing to update you on the work that is currently underway to bring the CSPA,
2019 into force in 2021, and inform you of upcoming engagement opportunities.
We are engaging a number of our stakeholders, to develop more than 50 required
matters for regulation. These include several Ontario Provincial Police (OPP) related
matters for regulation such as:
• Establishing OPP governance-related regulations, including the composition of
OPP detachment boards and the OPP Governance Advisory Council;
• Developing an approach to determine when it is appropriate to have more than
one OPP detachment board for a detachment of the OPP that provides policing
to municipalities or First Nations;
• Aligning the existing OPP billing framework with the CSPA, 2019.
We recognize the significant implications these regulatory changes will have on
communities that receive direct and/or supplemental services from the OPP.
Given these impacts, my ministry will engage communities through regional roundtable
sessions. The regional roundtables will be an opportunity for the ministry to provide an
overview of upcoming regulatory changes related to OPP services and for communities
to identify pertinent local issues and provide feedback on OPP-related policy proposals.
…/2
Solicitor General Solliciteur général
Office of the Solicitor General
25 Grosvenor Street, 18th Floor
Toronto ON M7A 1Y6
Tel: 416 325-0408
MCSCS.Feedback@Ontario.ca
Bureau de la solliciteure générale
25, rue Grosvenor, 18e étage
Toronto ON M7A 1Y6
Tél.: 416 325-0408
MCSCS.Feedback@Ontario.ca
Page 66 of 268
Ontario Provincial Police Regulations Regional Roundtable
Page 2
The regional roundtables will take place in the following locations:
OPP Region Regional Roundtable Locations
North West • Kenora
• Thunder Bay
North East • Sudbury
• Timmins
West • London
East • Brockville
Central • Orillia
Ministry staff will reach out to you with additional information regarding the regional
roundtable sessions in the coming weeks.
We look forward to continuing our work with you to better understand local priorities,
examine strategies to improve community safety and ensure the transparent and
effective governance of OPP services across the province.
Should you have any questions, please contact Mr. Derwin Remedios, Team Lead,
Strategic Policy, Research and Innovation, by e-mail at: Derwin.Remedios@ontario.ca.
Sincerely,
Sylvia Jones
Solicitor General
Page 67 of 268
Ministry of Infrastructure
Infrastructure Policy Division
777 Bay Street, 4th Floor, Suite 425
Toronto, Ontario M5G 2E5
Ministry of Agriculture, Food and Rural
Affairs
Rural Programs Branch
1 Stone Road West, 4th Floor NW
Guelph, Ontario N1G 4Y2
January 2020 File #: OCIF FC2-M-0384
David Calder, CAO
Town of Tillsonburg
200 Broadway, 2nd Floor
Tillsonburg, Ontario
N4G 5A7
Dear David Calder:
Ontario Community Infrastructure Fund – Formula-Based Funding Allocation Notice
We are pleased to confirm your eligibility in the 2020 Ontario Community Infrastructure Fund –
Formula-based Component (OCIF-Formula). Per section F1.2 of the OCIF-Formula Contribution
Agreement (CA), enclosed you will find your municipality’s Revised Allocation Notice.
As recently communicated, this notice confirms the previously proposed 2020 allocation communicated
to your community. Payments of confirmed allocations will be made in accordance with the schedule
provided in the attached notice conditional upon having met all reporting requirements.
In March 2019, the Ministry of Infrastructure communicated plans to work with the Association of
Municipalities Ontario and municipalities to review the design of the program. More details will be
available soon.
Staff from the Ministry of Agriculture, Food and Rural Affairs will be contacting you in the near future to
provide details on reporting required to close-out your 2019 Formula Funding.
Should you have any questions regarding the above, please do not hesitate to contact your Project
Analyst, Mary Wyga, toll free at 1-877-424-1300 or directly at (519) 546-6374 or via email at
Mary.Wyga@ontario.ca.
Sincerely,
Julia Danos
Director, Intergovernmental Policy Branch
Infrastructure Policy Division
Ministry of Infrastructure
Carolyn Hamilton
Director, Rural Programs Branch
Economic Development Division
Ministry of Agriculture, Food and Rural Affairs
Page 68 of 268
1
Ontario Community Infrastructure Fund (OCIF)
Formula-Based Component
Revised Allocation Notice
Ministry of Infrastructure
Ministry of Agriculture, Food and Rural Affairs
Town of Tillsonburg
January 2020
Disponible en français
Page 69 of 268
2
Ontario Community Infrastructure Fund (OCIF)
Formula-Based Component- Revised Allocation Notice
Town of Tillsonburg
This Revised Allocation Notice is to inform you of your 2020 Ontario Community Infrastructure Fund
formula allocation.
Formula-Based Funding Allocation
Your community’s formula-based allocation of funding under the Ontario Community Infrastructure
Fund for 2020 is as follows:
2020 formula allocation $221,449
Terms and Conditions
Receipt of formula allocations are conditional upon compliance with all of the terms and conditions of
your existing OCIF formula-based funding agreement
The Province reserves the right to adjust or terminate any allocations contained in this notice, without
consent or notice, to account for changes in a municipality’s situation, the OCIF program guidelines, or
other parameters or administrative procedures.
Payment Schedule
The Province proposes to make payments in accordance with the following schedule:
Allocations of $150,000 or less will be provided in one payment
Allocations greater than $150,000 but less than $1 million will be provided through up to 6
payments
Allocations greater than $1 million will be provided through up to 12 payments.
Page 70 of 268
Page 1 of 2
Subject: Committee Appointments
Report Number: CLK 20-05
Author: Laura Pickersgill, Legislative Services Coordinator
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receives Report CLK 20-05 Committee Appointments;
AND THAT By-Law 2020-011 to Amend Schedule A of By-Law 4247, be brought
forward for Council consideration.
BACKGROUND
There is a vacancy on the Museum Advisory Committee and an application has been
received for the Committee.
DISCUSSION
The Office of the Clerk received one application for the Tillsonburg Museum Advisory
Committee. Council has been provided with the application to review. The attached By-
Law 2020-011, Schedule A, includes the recommended additional appointment. This
recommendation and a by-law to appoint the member will be brought before Council for
consideration.
FINANCIAL IMPACT/FUNDING SOURCE
None.
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
Attachments:
Appendix A – By-Law 2020-011 Schedule A
Page 71 of 268
CLK 20-05
Page 2 of 2
Report Approval Details
Document Title: CLK 20-05 Committee Appointments.docx
Attachments: - 2020-011 Schedule A.docx
Final Approval Date: Jan 21, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jan 21, 2020 - 7:39 AM
Page 72 of 268
By-law 2020-011 Schedule A
Board/Committees Citizen
Appointments
Mandate
Accessibility Advisory Committee
To advise and make recommendations to Council on all matters with respect to
the accessibility for persons with disabilities to a municipal building, structure or
premises.
Cultural, Heritage and Special
Awards Advisory Committee
To advise and make recommendations to Council on all matters with respect to
tourism and culture in the Town of Tillsonburg. To advise and make
recommendations to Council on all matters related to properties of architectural
and historical significance. To receive nominations and make recommendations
to Council for the Citizen of the Year and monthly awards. To provide
commemorative naming options to Council.
Economic Development Advisory
Committee
To advise on initiatives to attract and retain investment within the community.
To provide advice on:
The Economic Development Strategy
The Community Strategic Plan
Annual Departmental Business Plan
To support the development of alliances and partnerships to advance the
Town’s strategic plan and that assists in the overall growth of the Town.
To provide advice regarding existing and new bylaws that relate to/impact
development within the community.
Memorial Park Revitalization
Advisory Committee
To advise and make recommendations and provide regular updates to Council
on all matters with respect to the Memorial Park Revitalization Project.
Museum Advisory Committee
John Lessif To make recommendations to Council on policies and procedures pertaining to
the Museum. To participate in strategic planning activities, initiate and participate
in fundraising activities when and as needed, act as ambassadors for the
museum within the community. To work with the Tillsonburg and District
Historical Society regarding trust for artifact purchases and to act as trustees for
the restoration trust.
Parks, Beautification and
Cemeteries Advisory Committee
To advise and make recommendations to Council on all matters with respect to
the utilization and beautification of public parks, trails, trees, green space and
Tillsonburg cemeteries.
Page 73 of 268
By-law 2020-011 Schedule A
Recreation and Sports Advisory
Committee
To advise and make recommendations to Council on matters related to the
programming and utilization of Tillsonburg’s recreational facilities. To advise
and make recommendations to Council on implementation of the Community
Parks, Recreation and Cultural Strategic Master Plan.
Tillsonburg Airport Advisory
Committee
To advise and make recommendations to Council on matters related to the
Tillsonburg Regional Airport. To provide a forum for receiving input and advice
from aviation stakeholder groups and the community with respect to the Airport
Master Plan and strategic initiatives and to provide a forum for dialogue and
communication. Day to day operations of the airport is the responsibility of
Town staff.
Tillsonburg Dog Park Advisory
Committee
The objective of the Tillsonburg Dog Park Advisory Committee (TDPAC) is to
oversee and advise Town Council on the governance of the Dave Johnson
Memorial Dog Park with representation from all affected groups in the
community.
Tillsonburg Transit Advisory
Committee
The objective of the Tillsonburg Transit Advisory Committee (TTAC) is to
oversee and advise Town Council on the governance oversite of the Town's
service providers contract for transit and specifically the policies and procedures
related to service delivery of transit. The TTAC will provide a forum for input,
exchange of ideas and debate on conventional and mobility transit related
issues with representation from all affected groups in the community. The
committee should use the Mandate to set out a clear plan for the term of the
Committee. Create a high level work plan to define the scope and establish the
framework and overall approach for transit. Set out goals the committee will
work towards accomplishing.
Page 74 of 268
Page 1 of 3
Subject: 2020 Final Budget and Departmental Business Plans
Report Number: FIN 20 - 05
Author: Dave Rushton, Director of Finance
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receives Report FIN 20-05 2020 Final Budget and Departmental
Business Plans;
AND THAT the 2020 Budget in the amount of $16,010,700 from taxation be adopted;
AND FURTHER THAT a by-law be brought forward setting the 2020 Property Tax
Rates.
BACKGROUND
This report is to present the final 2020 Budget and Departmental Business Plans for
approval. The 2020 Budget and Departmental Business Plans reinforce the three major
budget themes of service excellence to the public, budget rate increase in line with
inflation and capital investment in infrastructure.
DISCUSSION
The budget process started off on September 12, 2019 with a pre-budget meeting with
Council and Staff reviewing the process and goals for the budget. Staff prepared and
then presented the draft 2020 Budget and Departmental Business Plans on November
21st and Council decided to follow a process through discussion of each department’s
capital and operating requirements. This review led to recommendations for change
when needed and then council moved to the next department and followed this pattern.
At the January 6, 2020 budget meeting Council made additional amendments through
Notice of Motion. At the January 13, 2020 regular council meeting the BIA presented
their 2020 Budget and Council approved the levy to be included in the Tax Rates. On
January 20, 2020, at a Budget Meeting Council heard from Community Groups looking
for support and a total of $51,500 was allocated and the $7,000 loan repayment from
TurtleFest was deferred until July 31, 2020. Also at this meeting council unanimously
approved to bring this budget forward to the January 27, 2020 Council meeting.
The budgeted requirement from taxation changed to $16,593,000 from $15,718,000 in
the previous year, amounting to an increase of $875,000. This increase includes an
additional investment in the Capital Asset Management Plan of $330,000.
Page 75 of 268
FIN 20-05
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CONSULTATION
Council was consulted to start the budget process and all meetings have been
published in the newspaper and on the Town website. The draft budget and business
plans were also posted on the website. The results of Councils decision will be issued in
a news release, in addition to one of the Town’s weekly community pages with further
budget details.
FINANCIAL IMPACT/FUNDING SOURCE
The 2020 Operating Budget totals $22,697,800 (2019 - $21,387,000) of which
$14,474,500 (2019 - $13,929,400) is funded from taxation.
The 2020 Capital Budget totals $8,431,500 (2019 - $6,375,900) of which $2,118,500
(2019 - $1,788,600) is funded from taxation.
This results in a 2020 average tax rate increase of 1.86%. The 2019 CPI and Inflation
Rates for Ontario at the end of November 2019 was 1.9%.
Council’s approval of the 2020 Operating and Capital Budgets will allow staff to carry
out the actions contained in the 2020 Departmental Business Plans.
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
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
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FIN 20-05
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ATTACHMENTS
FIN 20-05 Appendix A - 2020 Corporate Services Business Plan
FIN 20-05 Appendix B - 2020 Human Resources Business Plan
FIN 20-05 Appendix C - 2020 Operations Services Business Plan
FIN 20-05 Appendix D - 2020 Parks, Culture, Recreation Business
FIN 20-05 Appendix E - 2020 Fire Services Business Plan
FIN 20-05 Appendix F - 2020 Building, By-Law, Planning Business Plan
FIN 20-05 Appendix G - 2020 Economic Development Business Plan
FIN 20-05 Appendix H - 2020 Hydro Operations Business Plan
Page 77 of 268
TOWN OF TILLSONBURG2020 Business PlanCorporate ServicesJanuary 27, 2020Page 78 of 268
22020 BusinessObjectives2020 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateIT Security – THI Director of FinanceGM Hydro OpsQ2Corporate Staff Plan to meet Community GrowthDirector of Finance Q2Multi Year Budget Manager of Finance Q4Asset Management Plan Integrated into 2021 BudgetManager of Finance Q4Electronic Communications Policy Director of FinanceQ2Review banking and legal arrangementsDirector of Finance Q3Page 79 of 268
32020 BusinessObjectives2020 Business Plan | Corporate ServicesItemOwner Budget ValueTarget DateNegotiate long term contract with County for Water/Wastewater billingDirector of Finance $0 Q2Dr. Recruitment CAO $70,000 Q4Strat PlanReserved in 2019CAO $60,000-$25,000Q2Integration of County Service Plan CAO Q4Central Record Repository Clerk $0 Q2Local Government Week Clerk $1,500 Q4Page 80 of 268
42020 Capital Summary2020 Business Plan | Corporate ServicesItemDepartment Budget ValueTarget DateAnnual Computer Replacement IT $20,000 Q2Contribution to Reserves from Departmental Charges$70,000-$70,000Q4Q4Page 81 of 268
5RisksIT •Cyber attacks against municipal government has hit Oxford County and requires constant vigilance and precautionsFinance•Funding from Upper Orders of Government has become unreliable•Potential of change of governance due to Provincial direction overshadows service delivery•Water and Wastewater billing going to the County as per their proposal would be a loss of positions and a greatly reduced customer service for ratepayers.2020 Business Plan | CorporatePage 82 of 268
6Opportunities•Lower long term interest rates make borrowing for major projects a more attractive opportunity 2020 Business Plan | Corporate ServicesPage 83 of 268
7Future Departmental Directions: 3 year outlook•2021•RFP for insurance•10 Year Capital Plan•2022/2023•Annual Budgets on the same accounting basis as year-end financial statements2020 Business Plan | Corporate ServicesPage 84 of 268
Town of Tillsonburg2020Business PlanHuman ResourcesJanuary 27, 2020Page 85 of 268
2•Recruitment•Salary Administration•Human Resource Information System (HRIS)•Benefit Administration•Policy & Procedures•Employee Relations•Health & Safety/Wellness•Labour RelationsHuman Resources Services2020 Business Plan | Human ResourcesPage 86 of 268
32020 BusinessObjectives2020 Business Plan | Human ResourcesItemOwner Budget Value Target Date2% Cost of Living Increase Manager of Human Resources$111,000 Q2Health, Dental & Life Renewal Manager of Human Resources$64,100DecreaseQ1Payroll Deduction Increase (OMERS, CPP, EI, EHT, WSIB)Manager of Human Resources$54,300 Q1Policy Review, Update and Creation (Health and Safety and Human Resources)Manager of Human Resources/Health & Safety CoordinatorNA Q4Implementation of revised compensation gridManager of Human Resources$90,000 Q3Continuation of Future Ready Leadership ProgramSenior LeadershipTeam$9,800 Q2Page 87 of 268
4Risks2020 Business Plan | Human Resources•Competitive compensation pressures •Changing health and safety legislation -corporate wide•Recruitment and retention•Increased oversight of Ministry Of LabourPage 88 of 268
5Opportunities2020 Business Plan | Human Resources•Competitive remuneration supports recruitment and retention •Review of policies to ensure consistency across organization•Updated Job Hazard Analysis, Standard Operating Procedures, Policies, etc.•In-house training – reduce training costsPage 89 of 268
6Future Departmental Directions: 3 year outlook2020 Business Plan | Human Resources• 2021 to 2023• Review and implementation of Personnel and Health and Safety policies/procedures• Continuation of Compensation Review • Fire Communicators Negotiations • Health and Wellness Initiatives • Power Worker’s Union NegotiationsPage 90 of 268
7Human ResourcesDepartmentFTE ChangeRecreation, Culture & Parks 0.50 (previously approvedby Council)Fire Services1.00Police -1.00Human Resources 0.0 Contract to PermanentRecreation, Culture & Parks 0.50 Contract to Permanent (contract previously approved by Council)Building/By-Law1.00 (previously approved by Council)Economic Development & Marketing 0.40 2019 2020Total FTE Requirements134.94 137.34Change from previous year0.83 2.402020 Business Plan | Human ResourcesPage 91 of 268
Town of Tillsonburg2020Business PlanOperations ServicesJanuary 27, 2020Page 92 of 268
22020 Business Objectives2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateImplementation of Inter-Community Transit ServiceDirector of Operations- Q2Renegotiations of West Town Line Boundary Road Agreement Director of Operations- Q2Renegotiations of Solid Waste and Recycling Collection Agreement with Oxford CountyDirector of Operations- Q3Renegotiations of Urban Road Maintenance Agreement with Oxford CountyDirector of Operations- Q4Renegotiations of Water Distribution and WastewaterCollection Agreement with Oxford CountyDirector of Operations- Q2Develop a Sanitary Inflow and Infiltration ProgramManager of Water/ Wastewater- Q2Ontario One-Call Alternative Locate AgreementManager of Water/ Wastewater- Q1Implement a Watermain Foam Swabbing ProgramManager of Water/ Wastewater- Q2Downtown Sidewalk By-law 2189 UpdateManager of Public Works- Q2Page 93 of 268
32020 Business Objectives2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAirport Development ManualManager of Public Works- Q2Town Owned Hangar Development Business CaseManager of Public Works- Q3Investigate Private Woodlot East of Runway 08-26 Removal OptionsManager of Public Works- Q3Airport General Aviation Area Stormwater ManagementManager of PW & Engineering- Q1Finalize Engineering Design Criteria & Standard DrawingsManager of Engineering- Q3Asset ManagementComplete AMP Implementation ProjectImprove Core Asset Capital Plan from detailed AMP Manager of Engineering--Q2Q3Lincoln Street Reconstruction Detailed DesignManager of Engineering- Q4Goshen Street Reconstruction Detailed DesignManager of Engineering- Q4Townline Rd. Reconstruction Preliminary DesignManager of Engineering- Q4Page 94 of 268
42020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAirport NAV CANADA Instrument Approach Procedure UpgradeManager of Public Works$25,000 Q1Airport Drainage Channel RestorationManager of Public Works$35,000 Q3Airport Master PlanManager of Public Works$65,000 Q4General Aviation Access Road – to be investigated/report back to CouncilManager of Public Works $0 Q4Sidewalk Connectivity ProgramManager of PW &Engineering$42,900 Q3Road Condition AssessmentsManager ofEngineering$40,000 Q3Maintenance Hole Assessment Program Phase 1 of 2Manager ofEngineering$170,000 Q4Goshen Area Geotechnical InvestigationManager ofEngineering$35,000 Q1Broadway & Bridge St. Intersection Audible and Accessibility UpgradesManager ofEngineering$65,000 Q3Page 95 of 268
52020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateConcession St. W. Reconstruction Design (Charlotte to Rolph)Manager ofEngineering$200,100 Q3Quarter Town Line & Beech Blvd Retaining Wall Replacement DesignManager of Engineering$85,000 Q3Quarter Town Line at Stoney Creek Culvert Retaining Wall Rehabilitation DesignManager of Engineering$30,000 Q3Young Street Storm Outlet Class EnvironmentalAssessmentManager ofEngineering$70,000 Q4Watermain Looping – Langrell to BroadwayManager of Engineering$75,000 Q2Stoney Creek Sanitary Trunk Main RepairManager of Engineering$95,000 Q3Bloomer St. Storm Sewer Repair Manager of Engineering$45,000 Q2Page 96 of 268
62020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateAsphalt Resurfacing ProgramManager of Engineering$400,000 Q3Oxford/Simcoe St. Rehabilitation (Broadway to Vienna Rd)Manager of Engineering$1,753,800 Q4Rolling Meadows Reconstruction Phase 1 of 2 (Tanager, Falcon)Manager of Engineering$1,235,000 Q3Rouse St. Sanitary InstallationManager of Engineering$590,000 Q2Page 97 of 268
72020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateLight DutyBuilding Unit #34 – Replace SUVManager of PublicWorks$45,000 Q2By-law Unit #36 – Reassigned SUVManager of Public Works$0 Q3New Building Unit – SUVManager of Public Works$45,000 Q2New Hydro Unit – Utility VanManager of Public Works$40,000 Q1Medium DutyNew Fire Unit – Command VehicleManager of Public Works$80,000 Q3New Water/Roads Unit – Service TruckManager of Public Works$75,000 Q3Page 98 of 268
82020 Capital Summary (Tab 13)2020 Business Plan | Operations ServicesItemOwnerProject ValueTarget DateHeavy DutyRoads Unit #60 – Replace Snowplow TruckManager of Public Works$295,000 Q2Off Road EquipmentWater/Hydro/Roads Unit #86 – Replace BackhoeManager of PublicWorks$195,000 Q2Roads Unit #84 – Replace Sidewalk MachineManager of Public Works$185,000 Q2Hydro Unit #233 – Rehabilitate Cable TrailerManager of Public Works$10,000 Q3Roads Unit #115 – Replace Line StriperManager of Public Works$20,000 Q1Roads Unit #97 – Replace Loader Blade AttachmentManager of Public Works$20,000 Q1Page 99 of 268
9Risks• As development proceeds along West Town Line the need to negotiate anew Boundary Road Agreement is critical in sharing future road capitaland operating costs.• Renegotiate the Urban Road Maintenance Agreement with Oxford Countyto ensure agreement accurately reflects costs associated withmaintenance the Town performs on the County’s behalf.• Review and renegotiations of the Water Distribution and WastewaterCollection Agreement with Oxford County will outline Town’sobligations asOperating Authority, ensure equitable compensation of servicesprovidedand maintain local control of these systems.• Development of an master stormwater drainage plan for the generalaviation area of the Airport will help mitigate flooding concerns and providea guideline to inform further design work.2020 Business Plan | Operations ServicesPage 100 of 268
10Risks• Inclusion of all Corporate assets and improved capital planning based ondetailed AMP analysis is essential to continue eligibility forfuture grantfunding opportunities, position the Town to meet the legislative deadlinesof O.Reg. 588/17, and transition towards a Level of Service basedComprehensive Asset Management Plan.• Geotechnical investigation, survey, base plan and detailed design of roadreconstructions to address deficiencies associated with water, sanitary,stormwater and roadway profile refine scope of work and cost estimates.2020 Business Plan | Operations ServicesPage 101 of 268
11Opportunities• Implementation of the Inter-Community Transit Service pilotproject underthe Community Transportation Program of the MTO will help supportresidents of Tillsonburg and other rural communities in accessing healthcare, employment and other essential services.• Renegotiating the Solid Waste and Recycling Collection Agreement withOxford County will realign agreement language with service levels andprovide potential opportunity to increase funding.• Developing an inflow and infiltration program takes the firststep towardsidentifying areas where rain and ground water enter the sanitary systemthat can subsequently be targeted to reduce flows to the treatment facility.• Implementing Alternative Locate Agreements (ALA’s) would benefit theTown by reducing the number of unnecessary locate requests inapplicable situations• Implementation of a watermain foam swabbing program will help removeheavier sediment, significantly reducing the amount of water needed toflush watermains and promotes longer life of disinfectants.2020 Business Plan | Operations ServicesPage 102 of 268
12Opportunities• The 1982 Downtown Sidewalk By-law 2189 is in need of updating tosupport current Town practice as winter maintenance practices haveevolved over time.• The creation of an Airport Development Manual will help provide a clearunderstanding of an applicants responsibilities, set expectations andprovide streamlined process that would allow for the efficientreview,approval and issuance of Airport Development Permits by Town staff.• Prior to constructing Town owned Hangars to be leased, a business casewill be completed to confirm that this investment would yield apositivereturn on investment.• Investigation of private woodlot removal options east of main Runway 08-26 is key in order to benefit from the full 5,502’ runway. Currently theoperational length of Runway 08-26 is restricted by the presenceof treesresulting in a displaced runway threshold of 1,000’.2020 Business Plan | Operations ServicesPage 103 of 268
13Opportunities• Finalizing the revised Engineering Design Criteria and associatedstandard drawings of all municipal infrastructure assets to current industrystandards and practices will support operational objectives and ensurecompliance with changing legislative requirements.2020 Business Plan | Operations ServicesPage 104 of 268
14Future Departmental Directions: 3 year outlook2021• Rehabilitate/Replace infrastructure identified as high risk priority in theAsset Management Plan• Continue asset condition assessment programs and adjust deteriorationcurves to better predict end of life scenarios and optimize lifecyclemanagement strategies.• ICIP Funding – Concession St. W. Reconstruction (Charlotte to Rolph)• Comprehensive review and update of the Town Asset Management Plan.• Master Stormwater Drainage Planning Study• Develop a Watermain Directional Flushing Program• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 105 of 268
15Future Departmental Directions: 3 year outlook2022• Rehabilitate/Replace infrastructure identified as high risk priority in theAsset Management Plan• Continue asset condition assessment programs and adjust deteriorationcurves to better predict end of life scenarios and optimize lifecyclemanagement strategies.• Implement Watermain Directional Flushing Program• Determine which Hydro infrastructure upgrade/alternativeis most suitablefor the Airport.• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 106 of 268
16Future Departmental Directions: 3 year outlook2023• Rehabilitate/Replace infrastructure identified as high risk priority in theAsset Management Plan• Continue asset condition assessment programs and adjust deteriorationcurves to better predict end of life scenarios and optimize lifecyclemanagement strategies.• Implement Kinsmen Pedestrian Bridge decision• Pursue available Provincial and Federal capital funding opportunities.2020 Business Plan | Operations ServicesPage 107 of 268
Town Of Tillsonburg2020 Business PlanRecreation, Culture & ParksJanuary 27 2020Page 108 of 268
22020 BusinessObjectivesRCP Department ItemOwner ProjectValueTarget DateUpdate MOUD with BIASLT Q1Implement Recommendations from RCP Departmental Service ReviewRCP Team Q2LLWP Waterslide ReplacementDirector/Facilities Team$430,000 Q2Initiate Tillsonburg Community Centre Rehabilitation Project - PM support requiredDirector/Facilities Team$1.5 or $5 millionQ3Review and update MOUs and User Agreements Director Q4Capital Fundraising StrategyDirector / CouncilQ42020 Business Plan | Recreation, Culture & ParksPage 109 of 268
32020 BusinessObjectivesPrograms & Services DivisionItemOwner ProjectValueTarget DateLeafs Alumni Hockey Game Fundraising EventRecreation Programs & Services Team($10,000) Q1Policy Implementation & Development (Rzone, Facilities Allocation, Advertising)Recreation Programs & Services TeamNo cost Q1Implementation of increased service levels at TCC Business Services Team$31,000 Q1Grow participation in Corporate Memberships and Personal TrainingRecreation Programs Team($10,000) Q2Increase marketing of Halls and Meeting Room Rentals to generate additional revenueBusiness Services Team($10,000) Q42020 Business Plan | Recreation, Culture & ParksPage 110 of 268
42020 BusinessObjectivesCulture & Heritage DivisionItemOwner Project ValueTarget DateIncrease School Programming through in-class visitsMuseum Team Q2Celebration Event: 195th Anniversary of the Founding of TillsonburgMuseum Team Q3Cultural Master Plan/Museum Strategic Plan Museum Team $30,000 Q4Tillsonburg Sesquicentennial Planning (2022) Museum Team Q42020 Business Plan | Recreation, Culture & ParksPage 111 of 268
52020 BusinessObjectivesParks & Facilities DivisionItemOwner Project ValueTarget DateImplement recycling in select facilitiesFacilities Team Q1Continued Town beautification in cooperation with BIA & Horticultural Society;Parks & Cemeteries TeamQ2Complete outstanding capital project backlogParks & Facilities TeamQ3Work with TMBI on Optimist, Kiwanis & HB#1 ball diamond enhancementsParks & Cemeteries TeamQ3Complete 2020 capital project program - PM support requiredParks & Facilities TeamQ4Update Corporate Facility Fire Safety PlansFacilities Team Q42020 Business Plan | Recreation, Culture & ParksPage 112 of 268
62020 Capital Highlights(For complete list see Tab 14)ItemDepartment Project ValueTarget DateIndoor Pool Asset Renewal- PM support requiredFacilities Team $1,500,000 2021Replace indoor pool lane ropes & carts Programs Team $15,000 Q1Annandale Diamond Lighting UpgradesParks & Cemeteries Team$300,000 Q2Refresh Memorial Park Picnic PavilionParks & Facilities Team$5,000 Q2Install permanent walls at Kinsmen Bandshell Director $30,000 Q3Update signage at TCC/Memorial ParkPrograms &Services Team$20,000 Q2LLWP Waterslide Replacement Facilities Team $430,000 Q22020 Business Plan | Recreation, Culture & ParksPage 113 of 268
7ItemDepartment Project ValueTarget DateRepair HC Sauna/Convert to steam Facilities Team $10,000 Q2Scheduled roof work (Public Works) Facilities Team $120,000 Q3Annual Playground replacement program - Glendale Park + Wheelchair swingParks & Cemeteries Team$75,000 Q3OPP Station HVAC upgrades Facilities Team $20,000 Q3FCA Scheduled work @ Customer Service Centre.Other facilities (Clock Tower, Station Arts, ANHS deferred in absence of PM support)Facilities Team $430,000 Q42020 Business Plan | Recreation, Culture & Parks2020 Capital Highlights(For complete list see Tab 14)Page 114 of 268
8Risks•Capacity to meet expectations on proposed capital program is not available without additional resources for project management•Museum collection storage space nearing capacity – will require a moratorium on collecting if not addressed in near future.•Maintaining legislative compliance in cemetery operations;•Need for updated Fire Safety Plans/Evacuation Plans for Town facilities;•LLWP condition negatively affects perception as an attraction;•Facility closures associated with infrastructure renewal negatively impacting revenue;•Grant funding for major infrastructure renewal projects is highly competitive;•Aging volunteer base – not able to volunteer to the same level as previously volunteered;2020 Business Plan | Recreation, Culture & ParksPage 115 of 268
9Opportunities•Improve relationships with local Funeral Homes & Bereavement Service Providers;•Continue energy consumption efficiencies through facility assessment & enhancements;•Facility upgrades through asset management programs to maximize life cycles for equipment and building envelopes;•Implement recommendations from Departmental Service Review•Capital fundraising program with Council Committee support•Increase volunteer program participation for programs and parks•Investment in TCC Rehabilitation project if the infrastructure grant is successful•Increase online registration through marketing and promotion•New hires within department bring fresh ideas and energy 2020 Business Plan | Recreation, Culture & ParksPage 116 of 268
10Future Departmental Directions: 3 year outlook2021Museum storage upgradeIndoor Pool Upgrade completionNew park at Northcrest subdivision2022Town’s 150thAnniversary of Incorporation50thAnniversary of Community CentreWaterpark Rehabilitation completion2023Celebrations for the 50thAnniversary of the Museum2020 Business Plan | Recreation, Culture & ParksPage 117 of 268
Town of Tillsonburg2020Business PlanFire & Rescue ServicesJanuary 27, 2020Page 118 of 268
22020 BusinessObjectives2020 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateDevelop a Fire Communication Business PlanDeputy Chief Q-4Continue to work with Oxford County to complete traffic pre-emption equipment installed at key intersections.Fire Chief $0 (previous DC contributions)Q-1Continuation of multi-year training plan for Firefighters and Officer development.Deputy Chief $0 Q-4Evaluation for purchase of replacement SCBA.Deputy Chief $0 Q-3Continue Development of PTSD risk reduction strategy & program.Fire Chief $0 Q-4Page 119 of 268
32020 BusinessObjectives2020 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateContinue to develop and implement cancer risk reduction strategy & program.Fire Chief $0 Q-4Update Establishing & RegulatingBy-Law.Fire Chief $0 Q-2Continue training on Technical Rescue/Rope/Ice Water/Fire Ground Operations.Deputy Fire Chief$0 Q-4Continued Progress in Fire Prevention and Public Education with the addition. of a FPO/ACEMCFire Chief $23,400. Q-4Continued Progress in Mandatory Emergency Management. Fire Chief $23,400. Q-4Page 120 of 268
42020 Capital Summary2020 Business Plan | Fire & Rescue ServicesItemDepartment Budget ValueTarget DateX46 SCBA Replacement Fire $250,000 Q-3X43 Technical Rescue Equipment Fire $30,000 Q-2X44 Fire Ground Equipment Fire $10,000 Q-2X42 Hose and Appliances Fire $10,000 Q-2X45 Dispatch Radio Upgrade Fire $38,000 Q-4Page 121 of 268
5Risks• Increased legislated responsibilities of the Fire Service with regard to mandatory public reporting and risk assessment.• Legislated responsibilities to inspect and monitor occupancies with vulnerable occupants have direct impact on existing administrative workload.• Open inspection files are a significant liability.2020 Business Plan | Fire and Rescue ServicesPage 122 of 268
6Risks2020 Business Plan | Fire and Rescue Services• Pre-incident planning of high hazard and high risk occupancies in Tillsonburg not developed. Proficient pre-incident plans will help reduce risk to lives and property.• Tillsonburg Fire needs to be in proactive Fire Prevention and Safety with the industrial sector.• Review of required Fire Safety Plans, Annual Fire Inspections and assistance with Fire Prevention should be addressed.Page 123 of 268
7Risks• The Staff and Firefighters are unable the meet the demand for request for Fire Prevention and Public Education.• Need for development and continued support of the existing Smoke Alarm and CO Program.• Officers and Firefighters need to continue to train to meet current NFPA Standards and to meet future Provincial Legislation. 2020 Business Plan | Fire and Rescue ServicesPage 124 of 268
8Opportunities• Continued development and planning of the Emergency Operations Centre (EOC) and procedures, based on the Incident Management System (IMS)• Assist industrial and commercial businesses with Continuity of Operations Planning and Disaster Recovery Base on review of their Fire Safety Plan.2020 Business Plan | Fire and Rescue ServicesPage 125 of 268
9Opportunities• Implementation of 2018 Strategic Plan initiatives.• Continue the Succession Management plan for Firefighters and Officer development.• Continue the reservist recruitment and training process currently in place to develop firefighter candidates.• Conduct proactive Fire and Life Inspections to promote Fire Prevention and Public Education. 2020 Business Plan | Fire and Rescue ServicesPage 126 of 268
10Opportunities• Continue to invest in core services provided by Tillsonburg Fire as outlined in approved 2018 Schedule A Delivery of Core Services. • Continue to market Fire Communications.• Develop Fire Communications partnerships, prospects to share in costing of Next Generation 9-1-1 (NG9-1-1) costing. 2020 Business Plan | Fire and Rescue ServicesPage 127 of 268
11Opportunities• Continue to promote a Culture of Safety within the Fire Department.• High commitment to Occupational Health and Safety.• Continued adherence to Section 21 Guidance Notes.• Adopt industry best practices.• Continued migration to NFPA standards and Firefightercertification.2020 Business Plan | Fire and Rescue ServicesPage 128 of 268
12Future Departmental Directions: 3 year outlook• Continued Development of Fire Dispatch.• Continued implementation of Strategic Plan.• Continued tiered medical response with EMS.• Continued Tech Rescue Response support including Hazardous Materials and Confined Space response capability.2020 Business Plan | Fire and Rescue Services2021Page 129 of 268
13Future Departmental Directions: 3 year outlook• Phase 1 of 2 Firefighter helmet replacement.• Replacement of high-volume water supply hose and appliances to address tall (5 storey) buildings and multi unit residential.• Develop a Fire Hall replacement plan.• Replacement training room desks and chairs.2020 Business Plan | Fire and Rescue Services2022Page 130 of 268
14Future Departmental Directions: 3 year outlook• Address 2018 Fire Strategic Plan outlook.• Development of Master Fire Plan with 10 year horizon.• Review Firefighter Staffing increase.• Next Generation 9-1-1 (NG9-1-1) mandatory telephone system upgrades in 20232020 Business Plan | Fire and Rescue Services2023Page 131 of 268
Town Of Tillsonburg2020 Business PlanBuilding, Planning & By-lawJanuary 27, 2020Page 132 of 268
22020 BusinessObjectives2020 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateComplete Amanda Building Permitting Software Solution Implementation & Mobility CBO/Oxford County IT $0/Oxford Cty. Q2Building Code Amendments –Notify trades and general public on proposed amendments through handouts, verbal and websiteDCBO $0 Q4Develop Post-Disaster Event Protocol/ProceduresCBO $0 Q4Review Permit Submission Web Portal Options & Digital Service DeliveryCBO/Development Tech.$0 Q4By-law Reviews –Animal Control,Building By-LawCBO/By-Law $0 Q2Central Area Design Study/Traffic By-law -Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear EntranceCBO $0 (Proposal/Request for 2021 Budget)Q3Page 133 of 268
32020 BusinessObjectives2020 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateCentral Area Design Study –Public Objectives – Alley Connecting WalkwaysCBO $0 (Proposal/Requestfor 2021 Budget)Q3Central Area Design Study –Façade Improvement ProgramCBO/Development Tech.$0 Q4Review of Planning Process & ProceduresDevelopment Tech. & Planner$0 Q1Zoning By-Law Review & Housekeeping AmendmentsCounty Planner $0 Q1Page 134 of 268
4Risks•Complex development/construction projects along with increased volumes require significant amount of staff time resulting in longer turn around times which can discourage development•Continuing changes and upcoming 2020 updates to the Ontario Building Code may require staff additional time to review permit applications resulting in longer turn around times and increase liability to the Town•Ontario Building Code Changes cause frustration for contractors, developers and owners which require additional staff time/resources to educate•Increase in inquiries/complaint volumes result in longer response times reducing customer service2020 Business Plan | Building/Planning/By-LawPage 135 of 268
5Opportunities•Improvement of departmental communications to community and development industry creates positive outcomes and transparency•By-Law review provides updates and clarification that are relevant to current public needs•Ongoing Ontario Building Code training reduces liability and provides efficiencies •Ongoing review of Central Area Design Study will provide a framework for future opportunity and development of the downtown BIA area•Reducing the number of open permits reduces liability 2020 Business Plan | Building/Planning/By-LawPage 136 of 268
6Future Departmental Directions: 3 year outlook2021•Implement Permit Submission Web Portal & Digital Service Delivery•Central Area Design Study – Implement Public Objectives – Alley Connecting Walkway Reconfiguration – Library Lane & Keating Lane•Central Area Design Study/Traffic By-Law – Implement Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear Entrance•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 137 of 268
7Future Departmental Directions: 3 year outlook2022•Ontario Building Code – evaluate service review mandated by legislation•Central Area Design Study•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 138 of 268
8Future Departmental Directions: 3 year outlook2023•Central Area Design Study•By-Law Review2020 Business Plan | Building/Planning/By-LawPage 139 of 268
Town Of Tillsonburg2020 Business PlanEconomic Development & MarketingJanuary 27, 2020Page 140 of 268
22020 BusinessObjectives2020 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateResidential Marketing CampaignEconomic Development & Marketing$31,000 Q4Community Improvement Plan (Downtown Façade) Business Improvement Association$31,000 Q4Community Improvement PlanDevelopment Commissioner $20,000 Q4 Economic Development Strategy ImplementationEconomic Development & Marketing$10,000 Q4Enhanced Business ProcessesDevelopment Commissioner $10,000 Q4Branding – Wayfinding SignageEconomic Development & MarketingQ4High Tech ManufacturingAction PlanDevelopment Commissioner $2,000 Q4Van Norman Innovation Park – Clearview Dr Extension & SWM Pond ConstructionDevelopment CommissionerQ4Town Hall Project Development Commissioner N/A Q4Page 141 of 268
32020 BusinessObjectives2020 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateWestern Region Ringette Association – Regional EventMarketing & Communications Officer$1,000 Q2Chamber Sponsorship (Grantfor Gala)Development Commissioner $4,000 Q2Chamber Sponsorship (Awards)Development Commissioner $3,800 Q2Service Level Increase –Marketing/External CommunicationsDevelopment Commissioner $12,500 Q3Youth Robotics Challenge Development Commissioner $1,000 Q4Bridges to Better Business Development Commissioner $1,000 Q4Page 142 of 268
4Risks• Reduced residential growth• Reduced investment if Community Improvement Plan funding is decreased• Reduced ability to attraction innovative new industries • Not able to meet increased expectations from residents for timely and clear communication2020 Business Plan | Economic Development & MarketingPage 143 of 268
5Opportunities2020 Business Plan | Economic Development & Marketing• Grow partnership with home builders to maintain residential growth momentum• Invest in CIP and façade programs to continue to support investment attraction in the downtown• Use updated strategy and high tech manufacturing action plan to build resilience into local economy• Adopt new software to increase efficiency• Support visitors, chamber of commerce, youth, and entrepreneurs through key sponsorshipsPage 144 of 268
6Future Departmental Directions: 3 year outlook• 2021• Explore Certified Sites program• Sell land in Van Norman Innovation Park • Start implementation of updated Economic Development Strategy• Expand online public engagement• 2022• Explore Accredited Economic Development Organization (AEDO) program• Sell land in Rokeby Road parcel • Update Industrial Land Strategy• Implementation of updated Economic Development Strategy• 2023• Complete sale of lands in Van Norman Innovation Park• Implementation of updated Economic Development Strategy2020 Business Plan | Economic Development & MarketingPage 145 of 268
Town Of Tillsonburg2020 Business PlanHydro OperationsJanuary 27, 2020Page 146 of 268
22020 BusinessObjectives2020 Business Plan | Hydro OperationsItemOwner Budget ValueTarget DateWater Heaters – Exit program Hydro Ops Annual ProgramHydro Operations - Dividend Hydro Ops $200,000Annual ProgramHydro Operations – Corporate Overhead Off-SetHydro Ops $140,000Annual ProgramPage 147 of 268
32020 Capital Summary2020 Business Plan | Hydro OperationsItemDepartment Project ValueTarget DateSystem Access (Customer Driven)Hydro Ops $323,000 Q4System Renewal (Replace / Refurbish)Hydro Ops $1,231,00 Q4System Service(Future Growth)Hydro Ops $253,000 Q4Total Capital Spend$1,807,000Page 148 of 268
4Risks• IT – Cyber Security• Increased cost to Hydro rate payers resulting from potential loss of water billing contract• Liability from water heater rental failures 2020 Business Plan | CorporatePage 149 of 268
5Future Departmental Directions: 3 year outlook• 2021 / 2022 / 2023• Continued system renewal and modernization as identified in the Distribution System Plan (DSP)2020 Business Plan | Hydro OperationsPage 150 of 268
Page 1 of 9
Subject: Old Vienna Road Slope Improvements
Report Number: OPS 20-02
Author: Shayne Reitsma, P. Eng., Manager of Engineering
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receive Report OPS 20-02 Old Vienna Road Slope Improvements;
AND THAT recommended Option 4 be selected as the preferred remediation of the
slope along Old Vienna Road;
AND FURTHER THAT a slope monitoring program be implemented in 2021.
BACKGROUND
Old Vienna Road is a municipal road immediately adjacent to Big Otter Creek. The
municipal infrastructure under Old Vienna Road consists of a 400mm dia. ductile iron
watermain, a 450mm dia. concrete/CSP storm sewer and a 600mm CSP outlet pipe . All
of which are at risk of failure from advanced slope failure due to toe erosion from the
turbidity within Big Otter Creek. This slope instability has placed the integrity of the
underground infrastructure along Old Vienna Road at a high risk of failure which would
have significant impacts on the services provided to the adjacent Forest Hill Industrial
area. The site in question is illustrated in Figure 1.
DST Consulting Engineers Inc., a Division of Englobe (“DST”) was retained by the Town
in 2019 to complete an environmental and geotechnical investigation to quantify the
current state of slope instability and develop alternative solutions to improve any
identified instability while protecting nearby municipal infrastructure.
DISCUSSION
Based on the current site condition characterized by the environmental and
geotechnical investigations the slope along Old Vienna Road is in need of remedial
work to reduce risk and the impact to adjacent underground and above ground
municipal infrastructure. With this in mind the Consultant developed four (4) conceptual
design options to improve the slope stability as provided in Attachment 1.
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Cross sections of the four (4) alternative options considered are provided in
Attachment 2 and are further described below:
Do nothing;
Partial slope reconstruction;
Soil nails with toe armouring; and
Granular shear key / shear piles with toe armouring
Figure 1 – Site Location
Option 1: Do Nothing
The primary consideration in the “Do Nothing” option is the temporary deferral of the
costs associated with a full remediation of the existing slope along Old Vienna Road.
Given the advanced state of slope instability an ongoing monitoring program , at a
minimum, is required at this time estimated at approximately $42,000 to implement
and $7,500 on an annual basis thereafter. If the existing slope is left to continue to
fail, creep and degrade it is expected that the potential slope movements at some
point will necessitate unnecessary emergency spending to repair the adjacent
roadway and underground infrastructure. These repair costs will depend on the
extent, timing and severity of the damages sustained at the time of slope failure, not
to mention the potential service disruptions to the Forest Hill Industrial area.
From an environmental perspective, doing nothing will not have an immediate
impact on the existing terrestrial and aquatic habitat at the site. However, the
continual ground loss being exhibited along the crest and toe of the slope can be
expected to hinder the establishment of any substantial long-term habitat.
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The existing failed condition and creep movement of the slope has the potential to
damage existing infrastructure along Old Vienna Road at the crest of the slope.
From an aesthetics point of view the current situation is considered generally as
displeasing by most. Considering the direct impacts that the instability of the slope is
displaying on the existing infrastructure, the remaining serviceable life of the road
asset is estimated to be within the order of 5 to 10 years.
Note that the possibility of a drastic slope failure under adverse conditions cannot be
ruled out and with continued removal of remaining resisting material at the toe of the
slope by the erosive undercutting action of Big Otter Creek will not permit the slope
to re-establish any form of permanent (long-term) stable geometry, unless the river
changes course. Considering current conditions, the risk to public safety and
potential service interruptions to the Forest Hill Industrial area, the “Do Nothing”
option is outweighed by overall risk.
Option 2: Partial Slope Reconstruction
This option will achieve a slope with the required minimum slope stability by partially
reconstructing the slopes directly behind 27 Old Vienna Road (owned by the Town)
and immediately adjacent to Old Vienna Road with benched retaining walls and toe
armouring.
The slope behind 27 Old Vienna Road, features a design with one mid-level bench
(i.e., a three-tiered slope: upper, middle, and lower levels) was found to be viable.
The middle and lower levels would each be supported locally by a gravity retaining
wall with free-draining granular backfill and subdrains to prevent the build -up of
water behind the walls. A sloped upper bank would be established next to the river,
supported by riprap toe armouring. Each terrace would then be revegetated to
mitigate surface erosion from flood and rain events. For the slope below Old Vienna
Road retaining wall tie-back anchors would be necessary to ensure an adequate
degree of stability.
The primary benefit of Option 2 is the creation of a benched geometry which can be
useful both during construction and throughout the life of the structure. During
construction, the benches can be used as work platforms for staging the work and
accessing different parts of the slope. Once constructed, the benches can be
transformed into recreational space or revegetated, bearing in mind that access
should be maintained for regular maintenance and inspection work. A reasonably
nice-looking retaining wall cladding, and brand-new recreational space could be
expected to have great aesthetic appeal.
A moderately long service life can be considered for permanent retaining walls,
assuming regular maintenance and repairs as needed. This is, however, shorter
than the other contemplated options.
From a safety and reliability perspective, this option allows for on -going verification
of ground conditions during the excavation, since the exca vated ground will be
exposed. The ability to inspect and verify the actual ground conditions in a
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continuous manner helps reduce uncertainty and increases the adaptability of this
option. However, any tie-back anchors used to increase the stability of the retaining
walls should not be installed where future excavations are anticipated, such as the
above any underground infrastructure assets. These future excavations could
jeopardize the stability of the wall if the anchor is influenced by the excavation.
With the installation of retaining walls behind 27 Old Vienna Road and sections of
property behind Van Street working in conjunction with the tie -back anchors along
Old Vienna Road both the residential properties and Town road allowance would be
protected from erosion.
The main disadvantage of Option 2 is the associated estimated cost of this design
being relatively high compared to other options. This is primarily due to the relatively
large amount of earthworks involved to reconstruct the entire slope. This option
would also require a substantial amount of dewatering compared to the other
contemplated options and the removal of all existing vegetation across the slope
since the slope would need to be sub-excavated. The potential influx of sediment
into the creek during construction activities could disrupt aquatic life if sediment and
erosion control measures are not well executed. Thus, the environmental impact of
this option is also expected to be elevated.
The high level cost estimate of Option 2 is approximately $3,055,000.
Option 3: Soil Nails with Toe Armouring
Option 3 primarily makes use of soil nails and toe armouring similar to Option 2 in
order to achieve the minimum slope required to be stable.
For the slope behind 27 Old Vienna Road the design consists of three levels of soil
nailing set at different lengths into the current soil sub-structure. For the slope
between Old Vienna Road and Big Otter Creek the design includes four rows of soil
nails distributed equally across the existing slope.
Soil nailing can be completed with minimal impact to an existing slope face.
However, the failed gabion basket retaining wall would need to be removed and
regraded to ensure the possibility of localized failures is mitigated. As such, the
existing vegetation would likely have to be removed and replaced with the
installation of a surface facing material. The surface facing material would cover the
entire exposed face of the reinforced slope, protecting it from surficial erosion until
the slope is fully revegetated.
While this method is expected to adequately address the stability of the slopes to
their existing geometries, the application of toe armouring would also be required to
address the on-going erosion at the toe of the slopes. The toe armouring will involve
the placement of heavy-duty riprap capable of withstanding the water levels and
forces of flow generated from Big Otter Creek.
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As with Option 2 this method would require clear cutting of the existing vegetation in
order to install the soil nails and toe armouring, however the area would re-vegetate
over time. The underground infrastructure assets would also have to be relocated
such that the soil nails would not rupture the storm sewers or watermain.
The high level cost estimate of Option 3 is approximately $2,525,000.
Option 4: Granular Shear Key / Shear Piles with Toe Armouring
A fourth slope stabilization option is a combined approach method involving the
construction of a granular shear key in the toe region of the existing slope near 27
Old Vienna Road and the installation of shear piles along the toe region of the slope
bordering Old Vienna Road.
For the slope behind 27 Old Vienna the Granular shear key installation would involve
native soils being removed and replaced with a granular backfill material constructed
perpendicular to the direction of sliding. This type of structure is generally quick to
construct and possesses a relatively small footprint. The backfill material is typically
angular, high-strength gravel sourced from a material that is resistive to physical and
chemical degradation. This material is also typically free-draining, which can
potentially result in the shear key acting as a cut-off trench lowering the site water
table. Although this potential drainage improvement would further improve slope
stability it is not considered reliable long-term due to the possibility of the sub-drains
clogging and was therefore excluded from the overall slope stability analysis.
The main advantage of Option 4 is that it is anticipated to have a comparatively low
cost, whether a granular shear key or a structural shear pile wall is selected, is
anticipated to have a relatively long service life, and a low per annum maintenance
cost compared to the other options considered.
Additional benefits of this option are the relatively limited impact to the upper portion
of the slope, although surface grubbing and revegetation is suggested to mitigate the
risk of localized failures. The limited footprint of this option is considered a benefit
by allowing for a more natural aesthetic. The aesthetic could be further enhanced if a
toe berm were integrated into the final design, which could double as a new river -
side recreational area for pedestrians. The environmental impact of this option is
considered variable. If a granular shear key is uti lized, large quantities of excavated
and generally inexpensive fill material would be involved using common place
equipment, compared to the built structural elements of the other options
considered.
Unfortunately the need to construct this option relatively close to the river could
create challenges with water; particularly the need to dewater the excavation if
opting for a granular shear key. Furthermore, a sequenced excavation would be a
critical requirement to allow for the construction of a granular shear key due to the
temporary destabilizing effect that trench excavation would have on the upper
portion of the slope. This does present a temporary safet y risk during construction.
However, once constructed, granular shear keys are relatively unaffected by
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changes in water levels, thereby making them very resilient to climate change and
seasonal fluctuations in water levels or rainfall. Furthermore unlike the other options
the underground infrastructure assets would not have to be relocated to facilitate
construction.
The high level cost estimate of Option 4 is approximately $1,545,000.
Options Evaluation
In order to assess the various slope remediation options and determine which of the
four (4) options represents the highest overall net benefit to the Town, an evaluation
matrix was developed based on major and minor criteria including:
1. Safety
a. Encroachment on Existing Road During and After Construction
b. Long-Term Resilience under Normal Conditions
c. Long-Term Resilience due to Flooding or Seismicity Activity
2. Environmental Impact
a. Long-Term Impact to Terrestrial Habitat
b. Long-Term Impact to Aquatic Habitat
c. Likelihood of Increased Surface Water Run-off
3. Cost & Lifespan
a. Long-Term Cost Effectiveness
b. Ease of Inspection and Normal Maintenance
c. Estimated Service Life of Overall System
4. Aesthetics
a. Aesthetic of Natural Environment
b. Aesthetic of Infrastructure
Each criterion was assigned an importance factor, as identified within the evaluation
matrix, based on the overall project objectives. The range of importance factors is
summarized in Table 1.
Table 1: Importance Factor
Importance Level Score
High Importance 4
Moderate Importance 3
Important 2
Minimal Importance 1
No Importance 0
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Each criterion was then scored against the site specific considerations/impact
associated with each option. The impact level and c orresponding score are noted in
Table 2.
Table 2: Impact Level
Impact Level Score
High Positive Impact 4
Moderate Positive Impact 3
No Impact 2
Moderate Negative Impact 1
High Negative Impact 0
The individual minor criterion scores for each considered option were taken as the
product of the importance score and the relative impact score. The final score for
each considered option was then calculated as the sum of the individual scores for
each of the considered minor criteria, with a maximum total score of 108 points. The
option with the highest total score was taken to reflect the most desirable of the
considered remediation options based on the above noted weighted criteria.
A high-level summary of the individual evaluations and associated assigned scores
for each of the alternative solutions is present in the Evaluation Matrix of
Attachment 3.
Next Steps
Based on the Evaluation Matrix it is staff’s recommendation that Option 4 – Granular
Shear Key / Shear Piles with Toe Armouring be selected as the preferred slope
rehabilitation method. As part of the RFP scope of work the Consultant will
complete the detailed design of the recommended option including a detailed cost
estimate for future budgeting purposes.
Until the construction of a permanent solution, staff also recommend that a
monitoring program as identified in Option 1 be commissioned next year to collect
and analyze pertinent slope movement information on an ongoing basis that will help
to ensure infrastructure investment is completed at the right time.
CONSULTATION
Town staff have worked collaboratively with DST to reach this important project
milestone and will continue to do so throughout the design stage. The Long Point
Region Conservation Authority has also been consulted and will be circulated for
additional comments during the design stage.
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FINANCIAL IMPACT/FUNDING SOURCE
It is recommended that a reserve contribution in the amount of $200,000 for the
rehabilitation of Old Vienna Road Slope be incorporated in future budgets to mitigate
the finical burden of this project on a single budget year and to the help minimize the
financial impact should slope failure occur in the meantime. In addition the $42,000
cost associated with implementing a monitoring and the ongoing annual cost of $7,500
will be introduced as part of the 2021 budget deliberations.
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 1 – DST Conceptual Design Report to Improve Old Vienna Road Slope Stability
Appendix 2 – Cross Sections
Appendix 3 – Evaluation Matrix
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Report Approval Details
Document Title: OPS 20-02 Old Vienna Road Slope Improvements.docx
Attachments: - OPS 20-02 Attachment 1 - DST Conceptual Design Report Old Vienna Rd
Slope Stability.pdf
- OPS 20-02 Attachment 2 - Cross Sections.pdf
- OPS 20-02 Attachment 3 - Evaluation Matrix.pdf
Final Approval Date: Jan 23, 2020
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Jan 22, 2020 - 8:47 AM
Kyle Pratt - Jan 23, 2020 - 6:30 AM
Donna Wilson - Jan 23, 2020 - 8:27 AM
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1.30
Distance
-35 -30 -25 -20 -15 -10 -5 0 5 10 15 20 25 30 35 40 45 50 55Elevation175
180
185
190
195
200
205
210
215
220
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock
(Impenetrable)
Concrete Retaining Wall High Strength 23.5
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
FILL: Granular Backfill Mohr-Coulomb 20 0 32
FILL: Sandy SILT Mohr-Coulomb 20 0 20
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
29 Old Vienna Road - Existing Structure
Big Otter Creek
Riprap Toe Armouring
9.9 m
5.1 m12.6 m
3.2 m9.6 m
Original Ground Surface
FIGURE 1: Cross Section 1 - Conceptual Design Solution #1: Benched Retaining Walls with Toe Amouring
Page 183 of 268
1.30
Distance
-35 -30 -25 -20 -15 -10 -5 0 5 10 15 20 25 30 35 40 45 50 55Elevation175
180
185
190
195
200
205
210
215
220
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock (Impenetrable)
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
FILL: Sandy SILT Mohr-Coulomb 20 0 20
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
29 Old Vienna Road - Existing Structure
Big Otter Creek
Riprap Toe Armouring
9.9 m
Original Ground Surface
5.0 m
5.0 m
10.0 m
Soil Nails:
17.0 m length, 35 degree installation angle
2 m lateral spacing, face plates
1-ft bond diameter, fully bonded
Soil Nails:
12.0 m length, 35 degree installation angle
2 m lateral spacing, face plates
1-ft bond diameter, fully bonded
FIGURE 2: Cross Section 1 - Conceptual Design Solution #2: Soil Nails with Toe Amouring
Page 184 of 268
Distance
-35 -30 -25 -20 -15 -10 -5 0 5 10 15 20 25 30 35 40 45 50 55Elevation175
180
185
190
195
200
205
210
215
220
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock (Impenetrable)
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
FILL: Sandy SILT Mohr-Coulomb 20 0 20
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
29 Old Vienna Road - Existing Structure
Big Otter Creek
Granular Shear Key
9.9 m
Original Ground Surface
7.4 m
4.6 m
4.6 m 4.3 m
1H : 1.75V
1H : 1V
1.
FIGURE 3: Cross Section 1 - Conceptual Design Solution #3: Granular Shear Key
Page 185 of 268
Distance
-35 -25 -15 -5 5 15 25 35 45 55 65 75 85 95 105Elevation175
180
185
190
195
200
205
210
215
220
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock
(Impenetrable)
ENGINEERED FILL:
Rockfill
Mohr-Coulomb 21 0 40
FILL: Sandy SILT Mohr-Coulomb 20 0 20
GRANULAR FILL: Sand Mohr-Coulomb 20 0 32
GRANULAR FILL: Sand
and Gravel
Mohr-Coulomb 20 0 35
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
1.6
FIGURE 4: Cross Section 2 - Native Slope with Toe Armouring
Page 186 of 268
1.30
Distance
-5 0 5 10 15 20 25 30 35 40 45 50 55 60Elevation175
180
185
190
195
200
205
210
215
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock
(Impenetrable)
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
GRANULAR FILL: Sand Mohr-Coulomb 20 0 32
GRANULAR FILL: Sand and Gravel Mohr-Coulomb 20 0 35
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
BH19-04
Old Vienna Road Sidewalk
Big Otter Creek
Tieback anchors:
1 row per wall, installed at 15 Degree inclination
1-ft bond diameter, 6-m bonded length
13 m (upper wall) to 15 m (lower wall) length, 1-m lateral spacing
4.6 m
4.0 m
3.0 m 5.3 m
3.0 m
30 Degrees
Riprap Toe Armouring
FIGURE 5: Cross Section 3 - Conceptual Design Solution #1: Tied-Back Retaining Walls with Toe Armouring
Page 187 of 268
Distance
-5 0 5 10 15 20 25 30 35 40 45 50 55 60Elevation175
180
185
190
195
200
205
210
215
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock
(Impenetrable)
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
GRANULAR FILL: Sand Mohr-Coulomb 20 0 32
GRANULAR FILL: Sand and Gravel Mohr-Coulomb 20 0 35
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24
BH19-04
Old Vienna Road
Sidewalk
Big Otter Creek
Soil Nails:
4 rows, installed at 30 Degree inclination
1-ft bond diameter, fully grouted
14 to 16 m length, 2-m lateral spacing
Riprap Toe Armouring
Existing slope to be maintained.
Remove and regrade any slumped material.
1.9
FIGURE 6: Cross Section 3 - Conceptual Design Solution #2: Soil Nails with Toe Armouring
Page 188 of 268
1.30
Distance
-5 0 5 10 15 20 25 30 35 40 45 50 55 60Elevation175
180
185
190
195
200
205
210
215
Color Name Model Unit
Weight
(kN/m³)
Cohesion'
(kPa)
Phi'
(°)
BEDROCK: Limestone Bedrock
(Impenetrable)
ENGINEERED FILL: Rockfill Mohr-Coulomb 21 0 40
GRANULAR FILL: Sand Mohr-Coulomb 20 0 32
GRANULAR FILL: Sand and Gravel Mohr-Coulomb 20 0 35
NATIVE: Silty CLAY Till Mohr-Coulomb 20 8 24BH19-04
Old Vienna Road
Sidewalk
Big Otter Creek
Shear Piles:
1.5 m spacing, 400 kN Shear Capacity
8.0 m length, keyed 0.5 m into bedrock
Riprap Toe Armouring
FIGURE 7: Cross Section 3 - Conceptual Design Solution #3: Shear Piles with Toe Armouring
Page 189 of 268
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CommentScore xFactorCommentScore xFactorCommentScore xFactorCommentScore xFactorEncroachment on Existing Road During and After Construction2Negligible Impact (2)An instrumentation and monitoring program could be implemented with minimal impact to traffic and road right-of- way, relative to full slope remediation works.4High Negative Impact (0)High volume of earthworks are anticipated to involve lots of truck traffic. Long-term right-of-way may need to be reduced due to slope benching.0Moderate Negative Impact (1)Relatively minimal earthworks involved. Equipment and material needs are also relatively minimal. No impact to existing right-of-way anticipated; however, future excavations for utilities could negatively impact performance of soil nails.2Negligible Impact (2)High volumes of traffic required for earthworks and materials trucking. No impact to existing right-of-way anticipated.4Long-Term Resilience under Normal Conditions4High Negative Impact (0)In its existing state, the slope is anticipated to continue failing / creeping, and is susceptible to a catastrophic and sudden failure.0Moderate Positive Impact (3)The reconstruction and subsequent reinforcement of the slopes in a benched geometry is anticipated to be resilient to further erosion and instability along the slope below Old Vienna Road.12High Positive Impact (4)Reinforcing the entire existing slope is anticipated to increase its resilience to erosion and instability, without any net loss of slope mass. This presents the greatest benefit to the slope both below and above Old Vienna Road.16High Positive Impact (4)Reinforcement focused on the toe area of the existing slope is anticipated to increase its resilience to erosion and instability. This option primarily benefits the slope below Old Vienna Road.16Long-Term Resilience to Seismicity or Flooding3Moderate Negative Impact (1)A seismic or flooding event would likely cause more rapid ersoion of the existing slope. However, the existing slope is already in an active state of failure.3Moderate Positive Impact (3)This option is anticipated to be resilient to seismicity and flooding; however, flooding of the lower bench could present a danger if not properly closed off to the public.9Moderate Positive Impact (3)Flooding is not anticipated to negatively affect the performance of soil nails. Seismicity could impact soil nails depending on the type of reinforcing tendon selected for use.9High Positive Impact (4)Shear keys and shear piles are both highly resilient to shear (i.e. seismicity). Free-draining granular shear keys are not materially affected by changes in water levels. Shear pile design could be adjusted to accommodate flood risk.12Long-Term Impact to Terrestrial Habitat3Moderate Negative Impact (1)Sloughing expected to be detrimental to establishment of long term habitat.3High Negative Impact (0)Complete reconstruction of the slope and instatement of a benched geometry with retaining walls will undoubtedly reduce the available terrestrial habitat considerably.0Moderate Positive Impact (3)Soil nails will permit reinforcement of the slope without inhibiting most terrestrial organisms from burrowing or vegetation from taking root, while maintaining the same possible habitable surface area as the existing slope.9High Positive Impact (4)The footprint of a granular shear key would be limited, and that of a shear pile wall would be even smaller. Shear keys are typically buried 1 to 2 m below ground, limiting the possible impact to near-surface burrowing organisms and vegetation.12Long-Term Impact to Aquatic Habitat3Negligible Impact (2)No impact anticipated unless sloughing blocks creek or results in increased sedimentation.6Negligible Impact (2)The construction of a benched slope and retaining walls is not anticipated to affect aquatic habitat so long as an environmentally-friendly toe armouring technique is adopted.6Negligible Impact (2)The reinforcement of the slope using soil nails is not anticipated to affect aquatic habitat so long as an environmentally-friendly toe armouring technique is adopted.6Negligible Impact (2)A shear key or shear pile wall is not anticipated to impact aquatic habitat so long as an environmentally-friendly toe armouring technique is adopted.6Likelihood of Increased Surface Water Run-off3Negligible Impact (2)No change to slope geometry involved; thus, no impact to existing surface water run-off.6High Negative Impact (0)It is anticipated this option would involve a loss of permeable ground surface area which would increase surface water run- off and possible sedimentation. Relief drains would also be necessary and could have a negative impact on the creek.0Negligible Impact (2)By maintaining the existing slope geometry (with surface dressing to address failed soil sloughs), the change in surface water run-off is anticipated to be negligible.6Negligible Impact (2)By maintaining the existing slope geometry (with surface dressing to address failed soil sloughs), the change in surface water run-off is anticipated to be negligible.6Long-Term Cost Effectiveness2Moderate Negative Impact (1)The cost of monitoring would be in addition to that of a long-term slope remediation. Monitoring data could improve the cost-effectiveness of remediation but there is a risk of further damages to existing infrastructure.2Negligible Impact (2)This option is anticipated to be the most expensive out of the considered options due to the large volume of earthworks and trucking involved.4Moderate Positive Impact (3)This option has a high up-front cost, comparable but still less than that of Option 2; however, the longevity of this option yields a competitive dollar value per year.6High Positive Impact (4)This option has the lowest up-front cost out of the considered options. The relatively low up-front cost paired with a relatively long expected lifespan makes this option likely to yield the best value.8Ease of Inspection and Normal Maintenance2Moderate Positive Impact (3)Monitoring program could help to identify emergence of new problems / damages or progression of existing problems / damages.6Moderate Positive Impact (3)All or most aspects of this option are anticipated to be visible from surface, and the benched geometry should render each tier relatively accessible. This option is thus anticipated to be relatively easy to inspect and maintain.6High Positive Impact (4)The majority of this system will be underground; however, soil nails are intended as a permanent feature and, once installed, do not require on-going maintenance. Inspection would involve visual scans of the slope surface.8High Positive Impact (4)The majority of this system will be underground; however, shear keys and shear piles are intended as a permanent feature and, once installed, do not require on-going maintenance. Inspection would involve visual scans of the slope surface.8Estimated Service Life of Overall System3Moderate Negative Impact (1)Slope could degrade further, necessitating otherwise unnecessary emergency repairs to the existing road and buried infrastructure.3Moderate Positive Impact (3)This option is estimated to have a moderate service life, if maintained properly.9High Positive Impact (4)This option is estimated to have a relatively long service life, if maintained properly.12High Positive Impact (4)This option is estimated to have a relatively long service life, if maintained properly.12Aesthetic of Natural Environment1Moderate Negative Impact (1)Slope scour and sloughing is generally regarded as having a poor aesthetic appeal.1High Negative Impact (0)A severe reduction in the availability of natural space is anticipated for this option. The natural environmental aesthetic is accordingly anticipated to be very low.0Moderate Positive Impact (3)By redressing the existing slope surface and incorporating a surface mesh with the proposed soil nails, the slope can be revegated with ease and will likely also provide a more robust environment for vegetation to take root.3Moderate Positive Impact (3)A shear key or shear pile wall is not anticipated to be visible at surface; however, the broadening of the toe area could allow more riparian vegetation to take root, lending to the natural aesthetic of this option.3Aesthetic of Infrastructure1High Negative Impact (0)Damages to the road and loss of property from further degradation of the existing slope are anticipated to be highly visible and have a poor aesthetic appeal.0High Positive Impact (4)Reconstructing the existing slope with a benched retaining wall structure is anticipated to have a very positive visual aesthetic through the incorporation of a decorative facing, walkways, lighting, benches, and planters.4Negligible Impact (2)The use of soil nails is not anticipated to have any impact on the aesthetic of the infrastructure on site, since the nails will be buried.2Moderate Positive Impact (3)Adopting a shear pile wall or shear key at the toe of the slope could permit the construction of a small riverfront walkway / recreational area that could be quite appealing.3Evaluation MatrixOption 3: Soil Nails with Toe ArmouringOption 4: Granular Shear Key and/or Shear Piles with Toe ArmouringSafetyEnvironmental ImpactCost & LifespanMajor Criteria Minor CriteriaImportance FactorOption 1: "Do Nothing"Option 2: Partial Slope Reconstruction with Benched Retaining Walls and Toe ArmouringAestheticsBenefit Subtotal34 50 79 90Overall Ranking Rank: 4 (Least preferred) Rank: 3 (Acceptable) Rank: 2 (Preferred Alternative) Rank: 1 (Recommended)Page 195 of 268
Page 1 of 3
Subject: October-December 2019 RCP Activity Reports
Report Number: RCP 20-02
Author: Rick Cox, Director of Recreation, Culture & Parks
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receives Report RCP 20-02 October to December 2019 Recreation,
Culture and Parks Activity Reports.
BACKGROUND
Attached are activity reports from the Recreation Programs & Services Division, the
Culture & Heritage Division, the Parks & Facilities Division, and the RCP Administration
team for the final quarter of 2019. These updates are normally provided quarterly for
Council’s information.
DISCUSSION
Council asked for reporting on the tourism service figures from the Tillsonburg District
Craft Guild as per the following criteria:
The Craft Guild supplied the following data:
2018
Q1 Q2 Q3 Oct Nov Dec Q4 2019 Total
2176 3630 3542 986 1012 981 2979 12327 15538
360 415 229 98 117 120 335 1339 1532
118 60 7 45 27 0 72 257 754
313 448 2100 17 25 24 66 2927 3468
412 306 229 128 8 110 246 1193 2133
496 486 532 168 168 168 504 2018 1881
90 1948 1192 155 44 300 499 3729 2389
3965 7293 7831 1597 1401 1703 4701 23790 27695
64 245 363 116 71 21 208 880 696
NOTE: This number is included in the "Visitors & Staff" total shown above
QUARTERLY TOTAL
Visitor/tourism inquiries
Adult classes
Children's classes
Room Rentals
Electronics Recycling
Events
2019
Visitors and Staff
In-house groups
Page 196 of 268
RCP 20-02
Page 2 of 3
The negative impact on traffic at the location due to the construction work in Q4 and the
reduced program space for the entire year has no doubt affected the revenue of the
Guild. Despite the facility issues there was a 26% increase in visitor/tourism inquiries
over 2018.
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 – Oct-Dec 2019 Activity – Rec Programs and Services
Appendix B – Oct-Dec 2019 Activity – Culture and Heritage
Appendix C – Oct-Dec 2019 Activity – Parks and Facilities
Appendix D – Oct-Dec 2019 Activity – RCP Administration
Page 197 of 268
RCP 20-02
Page 3 of 3
Report Approval Details
Document Title: RCP 20-02 - October-December 2020 RCP Activity
Reports.docx
Attachments: - RCP 20-02 Appendix A - Oct-Dec 2019 Activity - Rec Programs and
Services.docx
- RCP 20-02 - Appendix B - Oct-Dec 2019 Activity - Culture and
Heritage.docx
- RCP 20-02 - Appendix C - Oct-Dec 2019 Activity - Parks and
Facilities.docx
- RCP 20-02 Appendix D - Oct-Dec 2019 Activity - RCP Admin.docx
Final Approval Date: Jan 22, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jan 22, 2020 - 6:07 AM
Page 198 of 268
Report Title October - December 2019 Activity Report:
Recreation Programs & Services
Report No. RCP 20-02
Author Andrea Brown, Manager Recreation Programs and
Services
Meeting Type Regular Council Meeting
Council Date January 27, 2020
Attachments
Page 1 / 6 13481916864,,,RCP 20-02 Appendix A - Oct-Dec 2019 Activity - Rec Programs and Services
BUSINESS SERVICES TEAM
The Business Services Team is responsible for:
• administration;
• customer service & reception;
• advertising, merchandise & vending sales;
• marketing;
• program registration; and
• facilities bookings & rentals
Administration
Legend continues to have some challenges. An onsite training workshop took place in October
to address issues and to train staff that are new to Legend. Many work arounds are still needed
to complete contracts, registrations, and memberships. W orking through the support process is
time consuming. Often staff have to figure out a work around/through before hearing back from
Legend. Monthly membership payments are still not able to be completed automatically through
Legend.
2 full-time CSR positions were filled in November as an outcome of Council’s support for an
increased level of service. The consistency in staff and the increase in service hours have been
very positive for an improved customer service.
The Swag Shop weekly flash sales generated $3,688 in revenue over the quarter.
F.A.R.E.
Applications continue to be accepted for the Fee Assisted Recreational Experience program . In
Q4 funds have been provided to participants for programs such as swim lessons, youth
programs, PA day camps and health club and fitness passes.
The Toronto Maple Leafs Alumni event is scheduled for February 15th, 2020 and all proceeds
will go towards the F.A.R.E. program. The ticket sales have gone very well with standing room
only available as of the beginning of January.
Programs & Facilities
Tillsonburg First Baptist Church continues with the ir Sunday services at the Community Centre
using the Auditorium and Rotary Room each week.
TMHI adjusting their ice time schedule this season to allow times scheduled for practices to be
easily swapped for games has worked well.
At the Hall of Fame Induction Ceremony on October 20, 2019 3 Individuals, 1 Builder, 2 coaches
& 2 teams were inducted.
Page 199 of 268
Page 2 / 6 13481916864,,,RCP 20-02 Appendix A - Oct-Dec 2019 Activity - Rec Programs and Services
An end of season ball user meeting was held on October 30th and an ice user group meeting
was held on November 7th to allow user groups to provide input on polices and provide feedback
on the past/current seasons.
Tillsonburg was host to 3 Hockey Tournaments this quarter: TMHI Rep, TMHI A/E and TMHI
Midget LL, bringing teams from: Mt Brydges, Petrolia, Mooretown, Fort Erie, Twin Centre, and St
Mary’s to name a few.
Policies and Procedures
Sports Facilities Allocation Policy Draft
The draft Sports Facilities Allocation Policy was shared with facility users for feedback and
comment as requested by the Recreation & Sports Advisory Committee. Feedback from users
was provided back to the committee and the draft policy was amended to reflect the feedback.
The policy was approved as an administrative policy by Senior Leadership Team.
Advertising Policy
An advertising policy was drafted at the request of the Recreation & Sports Advisory Committee.
The policy was submitted to Senior Leadership Team for review and is expected to be
implemented in Q1, 2020.
Looking Ahead To The Next Quarter
Administration
Infocaster software will be replaced with new software called Venurun, which will display arena,
pool, dressing room, and meeting room assignments. Infocaster was outdated, not reliable and
is no longer supported. The Venurun software is provided by OES, a company from London that
provides a high level of customer support.
The Spring/Summer program guide will be finalized and provided to Aylmer Press by the end of
January. New programs have been added in order to diversify offerings. The guide will be
released to the public and program registration will open on March 25th.
Programs & Facilities
Toronto Maple Leafs Alumni Game – February 15, 2020
Arena – Tournaments, Hockey Mom’s Tyke Tournament, Canpipe Oldtimers, TMHI LL, Southern
Counties Year End, Figure Skating Year End Show.
Pool – TVDSB Swim Meet on January 9th
Ball Diamond Contracts to be issued on February 1st.
Spring/Summer Ice contracts to be issued on February 28th.
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AQUATICS TEAM
The Aquatics Team is responsible for:
• swimming instruction;
• indoor pool lifeguards;
• waterpark lifeguards;
• aquafit programming;
• drowning prevention outreach
programming;
• lifeguard competition and synchronized
swimming teams.
Programs
The second session of Fall Swimming Lessons was very popular with 648 registrations in
comparison with 557 registrations in 2018. The Indoor Pool had 12,697 swimmers come
through its doors in the last quarter which was a slight increase from 2018 of 12,225
swimmers.
Special Events
During the final quarter of the year the aquatics team was involved in several special events:
October 5th – Utilizing staff volunteers, the aquatics team was able to provide a
Synchronized Swimming Challenge for the Tillsonburg Amazing R ace participants in
support of the Tillsonburg Food Bank. Over 50 people participated while one member
of each team strived to learn a short Synchronized Swimming Routine.
October 21st & 24th – The aquatics department offered free Aqua Jogging and Cycling
classes in honour of Breast Cancer Awareness month. Instructors dressed in pink gear
and provided motivational instruction. The Cancer Society partnered with the aquatics
team to provide educational materials for all participants. A donation box was available.
October 26 & 27 – Haunted Lake Lisgar Waterpark was back again this year
successfully raising over $1000 for the F.A.R.E. Program. Community Volunteers
provided the scary decor and staff volunteers assisted in spooking those who dared to
enter. The event was extremely successful and organizers are very excited about the
next Haunted LLWP in 2020.
November 16th – Staff graciously volunteered to ensure the Community Centre had
representation in the Tillsonburg Santa Claus Parade. Staff volunteers handed out over
1000 Candy Canes and coupons for holiday swimming and skating at the community
Centre. Buddy the Lifeguard Dog was thrilled to be invited on the Tillsonburg Float and
enjoyed seeing his many little fans in the Community.
December 23rd – The annual Swim with Santa was a great success again this year with
83 swimmers enjoying up close and personal time with Santa. Families truly enjoy this
yearly event!
Month of December – During the month of December participants were invited to make
a donation to our Warm Hug Christmas Tree located on the pool deck. By the end of
the month the tree was covered in hats, mittens, scarves, and socks. All of the items
were donated to the Salvation Army on behalf of our generous members.
Community Partnerships
Coming together to provide opportunities in our Community is a goal we continue to strive to
achieve.
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October 21st – staff attended the Tri County Health Committee Meeting in Alymer. This
group’s focus is with Low German Mennonite participants and it creates another avenue
for reaching this specialized group of users.
November 9th – Staff provided an information booth at the 2019 Annandale Bazaar.
December 5th - The annual Royal LePage swim was again very successful with 106
students enjoying a swim during the first hour and 130 students during the second hour.
The event brought in close to 1000 lbs of food to our local Food Bank.
December 11th – Community Mall online Registration Promotion. Staff promoted the
Winter Recreation Guide at the Tillsonburg Town Centre Mall and showed how easy it is
to register for programs online.
Staffing
Staff have been providing quality lessons and proper safety and supervision for all aquatics
programming. The biggest change that occurred this quarter was the loss of an experienced
Lead Hand for another position within the facility. Melanie Corbett accepted the position of
Recreation Programs Coordinator and starts in her new role in January. Recruitment will take
place in January to fill the FT Aquatics Instructor position.
Looking Ahead To The Next Quarter
Special Events
March Break Recycle Regatta – March 18th
Staff Training
During the next quarter additional staff training will be offered to ensure staff rescue and
instructional skills are up to date and ready for any challenges in 2020.
Lake Lisgar Waterpark
A new waterslide is to be installed at Lake Lisgar waterpark for the beginning of the season.
Plans are underway for the installation and aquatic staff are very much looking forward to
having an operating slide for the season.
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PROGRAMS TEAM
The Programs Team is responsible for:
• Dry-land fitness instruction;
• Health club operations;
• Adult co-ed sport league programming;
• Youth sport programming; and
• Summer camp programming.
Youth Programs
Youth program enrollment was up 11% from last year in Q4. New programs such as cooking
classes were a strong offering, reaching capacity and demand for an extra time slot to be
opened. Sports programs ran with minimal cancellations and sessions running.
PA Day camps ran with strong retention rates of previous sessions. All three camps ran during
this quarter as we continue to explore marketing and promotion in different ways.
Staff attended a Regional Inclusion Networking event on October 18 th to discuss and share best
practices around inclusive camp programs.
Staff participated in Local Government week, the recreation station tied with the museum for first
place for best program.
Adult Programs
Volleyball leagues
Adult Volleyball continued experiencing high enrollment, with the competitive league reaching
capacity in pre-registrations.
Fitness Programs
Fitness classes continued to have momentum from Q3, seeing another rise in attendance, both
over the quarters and compared to past years. A consistent schedule has gained a more loyal
participant base, and the additional 2 classes added on Friday morning have had time to build
their own following.
Health Club
Memberships remained steady, with 546 in Q4; attendance in the Health Club grew from the
previous quarter. This falls in line with typical trends over the years, and includes a higher than
average usage rate during our open times during the holidays.
Bus Trips
The November bus trip to Oh Canada Eh! Dinner Show operated at capacity, filling all 28 seats.
Challenges
PA Day Camps have grown somewhat steadily, with much more room for growth in the future.
There will be continued efforts to promote this program to boost enrollment.
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Youth Programs had a strong finish to the year, but did not generate enough revenue to meet
budget targets. Even with many courses running at a higher rate than past quarters, there is still
more capacity for participants that needs to be utilized.
Although the attendance in the Health Club increased over Q4, membership sales remained
stagnant.
Looking Ahead To The Next Quarter
Youth Programs will continue to be promoted aggressively, including an increased social media
and school presence. Additional courses will be planned for Spring/Summer throughout Q1
2020, in order to diversify our program offerings including more arts based classes.
March Break Camp will be a main area of focus for the next quarter and should provide
indications of future day and summer camp success.
Additional fitness classes have been added to the schedule, with three 30 minute classes
running weekly in the evenings. There remains room to grow in the evening fitness class
schedule, including a potential for evening yoga.
In response to participant feedback, starting in January 2020, the competitive division of adult
volleyball will be using officials through the Ontario Volleyball Association. An updated fee is
reflected for the competitive division only, the recreational division remains staffed by Town of
Tillsonburg employees.
In Q4 the Health Club Coordinator retired. 2020 will see the addition of the new Recreation
Programs Coordinator, focusing primarily on Youth and Family programs.
Page 204 of 268
Report Title Oct – Dec. 2019 Activity Report - Culture & Heritage
Report No. 20-02
Author Patricia Phelps,
Culture & Heritage Manager/Curator
Meeting Type Council Meeting
Council Date January 27, 2020
Attachments
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ACTIVITY REPORT OCTOBER - DECEMBER 2019
The fourth quarter of 2019 was typically busy with preparations for the Christmas season but
atypical with lower than normal visitation. Interviews for the Culture & Heritage Program
Coordinator position were conducted and an applicant selected during the quarter. The
successful applicant, Kathleen Watkin, started on November twenty -fifth, immediately taking on
Christmas programming and working with staff to develop new programs for 2020.
ATTENDANCE UPDATE
Prior to the fourth quarter, the museum had been in a good position showing an almost 10%
increase (YTD) at the end of Q3 2019 over Q3 2018. It had been hoped that the trend would
continue throughout the fourth quarter resulting in an overall year end increase, unfortunately
this was not the case. Two major factors impacted the museum’s attendance numbers in Q4;
labour issues within the Province’s Boards of Education and the plaster repair work within
Annandale House that required the closing of several in rooms during the first part of the
quarter. Pre-Christmas visitation was impacted as general visitors chose not to tour the
building, expressing the comment that they would “come back when the house was back in
order in the New Year,” while programing visitation was impacted when only 15 classes booked
the Christmas program. This number is less than half the number of classes booked for the
2018 Christmas program. It should be noted that had the same number of classes booked the
2019 program as had the 2018 program, the museum would have seen an increase in overall
attendance for the year.
2017 2018 2019
Q1 Q2 Q3 Q4 YTD Q1 Q2 Q3 Q4 YTD Q1 Q2 Q3 Q4 YTD
Admissions 311 934 912 404 2561 192 533 522 612 1859 174 335 610 441 1560
Programs 27 290 341 618 1276 21 91 15 765 892 0 106 23 363 492
Events 288 1000 2867 553 4708 235 912 2624 446 4217 357 1131 2873 338 4699
Tourism & Historical
Information
Services
302 436 373 253 1364 164 323 452 289 1228 221 379 365 267 1232
Members &
Volunteers 455 537 517 656 2165 365 548 381 655 1949 488 510 462 575 2035
Room Rental
Visitors 398 247 240 238 1123 183 288 349 268 1088 250 241 199 193 883
QUARTERLY
TOTAL 1781 3444 5250 2722 13197 1160 2695 4343 3035 11,233 1490 2702 4532 2177 10,901
2019 BUSINESS PLAN
The fourth quarter saw the final two exhibits hosted in the Pratt Gallery for the year. “Small
Wonders, Big Talent” was an exhibit of over 200 works of art created by members of Oxford
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Creative Connections Incorporated. Members were challenged to create work that measured no
larger than 12”x14”. The exhibit was curated and installed by OCCI staff and all works were for
sale. Thirty-seven pieces sold during the show with $452.20 in commission from these sales
being deposited in the Annandale Trust. The partnership between OCCI and the museum
continues to be a positive one as 201 9 saw a total of $818.39 deposited into the Trust account
from commission on sales from both the exhibit and the permeant OCCI Corner Gallery.
The last exhibit of the year showcased the museum’s Christmas card collection. “From Snow
Covered Lanes to Candy Canes – the history of the Christmas card” was enjoyed by the
public with many positive comments given to staff. The exhibit looked at the popular trends in
Christmas cards by decade, starting with the first official Christmas card sent in 1843 by Sir
Henry Cole in England continuing through to the present day. The exhibit also included a
section looking at crafts that could be made from old cards. This display was the most popular
section of the exhibit as visitors marveled at the creativity on display.
Fifteen school classes from Annandale Public School ranging in grade level between
kindergarten and grade seven attended the offered program. As previously noted, this was a
marked decrease from 2018 when a total of thirty-four classes attended.
Several adult programs were offered and all were well attended during the quarter. “Welcome
Home: Tillsonburg in 1919 – Lunch & Lean” was offered in October, “Thirty & Fabulous
Anniversary Lunch & Learn” was offered in November while the Poinsettia Social Tea was
held in December. Also offered during the quarter was a series of power point presentations
“Say Chesse – Favourite Photos” which showcased the museum’s photographic collection
through five themed presentations.
The annual decorating of Annanda le House to create “Christmas at Annandale” was
completed during the quarter by 25 community volunteers.
Plans for the 2020 Calendar of exhibits & events were developed by staff during the quarter.
The fourth quarter saw the Collection & Exhibit specialist preparing the rooms within
Annandale House for the Christmas decorators and installing the Christmas exhibit in the
Pratt gallery. Plans for the updated Tillson Family Gallery exhibit on the third floor of
Annandale house were also worked on during this quarter.
The museum accepted 3D objects from 12 donors this quarter receiving 45 objects total. All
items were of cultural significance and met the requirements of the museum’s collection policy.
Included in the items accepted into the permanent collection during this quarter was a bank
journal from 1879 that details business transactions of prominent residents of Tillsonburg,
including E. D. Tillson. There was a cheque from E. D. Tillson that was inside this book. The
book had been found within the walls of a house on the outskirts of Tillsonburg.
The items from the Nancy Tillson Estate mentioned in previous reports arrived from
Vancouver during the quarter. The museum received the f ollowing pieces from the estate: three
pieces of the “ED MAT” monogrammed anniversary dishes, two chairs, a drop-leaf table,
an etagere (whatnot stand), a foot stool, and a marble topped sideboard.
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Also of note was a pitchfork that was manufactured in Tillsonburg at the Welland-Vale
factory and a plaque and clock that was presented by the Town of Tillsonburg to former
Tillsonburg Police Chief Hank Harley.
The collection volunteer group continues to scan and add data records into the museum’s
computer collection software. Information pertaining to the museum’s sheet music and fine
art collection were imputed during the quarter, while the Beechey collection of items
pertaining to Tillsonburg minor hockey and Tilsonburg ARC Industries were catalogued
into the collection.
Page 207 of 268
Report Title Oct - Dec 2019 Activity – Parks, Cemetery & Facilities
Activity Report
Report No. RCP 20-02
Author Corey Hill, Manager of Parks & Facilities
Meeting Type Council Meeting
Council Date January 27, 2020
Attachments
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ACTIVITY REPORT (Oct - Dec 2019)
SPECIAL EVENTS
Hockey Tournaments – Numerous hockey tournaments were hosted for a variety of
organizations. Each event required planning, flooding & maintaining ice pads, dressing room
clean-up and regular garbage collection/ site clean-up.
Mayor’s Volunteer Appreciation Dinner – Large set-up in Auditorium for high visibility event
including clean-up was completed by facilities staff.
Federal Election - Facilities staff were tasked with providing additional IT and power availability
as well as increased set-up/clean up at multiple Town Facilities for the Federal Election.
New Year’s Eve Gala – Facilities staff were tasked with many extra duties to prepare for and
clean up from the New Year’s Eve event.
Flying Fathers Charity Game – The Flying Fathers vs Thunder Alumni charity hockey game was
held in November and Facilities were tasked with many extra duties to prepare for and clean up
following the event.
CAPITAL PROJECTS
Facility Condition Assessment Work – Work associated with Facility Condition Assessments for
the Cemetery, Public Works & the Museum continued into Q4.
Overhead Doors Condition Assessment – Enhancements were completed at the Fire Hall as per
the inspection/assessment report.
Domestic Hot Water Replacement & Heat Recovery Integration – Project planning continued into
Q4 with the target date being postponed due to operational requirements until 2020 Q2.
CSC Bay Light Conversion to LED – Design and specifications continued in Q4. Tender and
award to occur in 2020 Q1 with work likely occulting in Q2.
Station Arts Fire Code Compliance – Work continued in Q4 with completion projected for 2020
Q1.
Station Arts Roofing – The project was tendered and awarded in Q4. Due to weather the roof
was tarped for winter and will be completed in 2020 Q2.
New Columbaria – Award occurred in Q4. Columbaria delivery, installation and usage to occur
in 2020 Q2.
TCC Fire Panel Replacement – Tender and award occurred in Q4. Work to be awarded in 2020
Q1 and to be completed by Q2.
Museum Fire Doors – Specifications completed in Q4 for 2020 Q1 procurement and Q2
completion.
Lake Lisgar Waterpark Slide – Pre-capital budget approval received in Q4 for slide/stair tower
replacement. Project award occurred in Q4 and work will commence into 2020 Q1 with a late
Q2 season opening.
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Lions Auditorium Kitchen Upgrades – work continued throughout Q4 and will be completed in
2020 Q1.
Security Upgrades – TCC video server project was procured and awarded in Q4. Server
replacement to be completed in 2020 Q1.
Facility Asset Management – Building Condition Assessments completed for OPP (90
Concession) and Fire Hall in Q4.
FACILITIES TEAM ACHIEVEMENTS
Facility Repairs – The Facilities team facilitated and completed numerous repairs at all Town
facilities.
Facility Events – Multiple events/meetings set-ups and clean-ups
Memorial Ice Rink – commencement of seasonal use of memorial rink
J.L. Scott McLean Outdoor Recreational Pad – Boards were re-installed for winter season and
ice was built and maintained for seasonal usage in late Q4.
Co-Gen Turbines – Facilities team undertook multiple significant repairs as well as preventive
maintenance for the turbines.
RCP Service Review – Time spent working with external Consultants on identifying and
inventorying Facilities related services both at the TCC as well as all Town owned facilities.
PARKS & CEMETERY ACHIEVEMENTS
Staffing – Parks & Cemetery/LEO staff transitioned to Roads for winter operations. A change in
operational staffing resulted in the Parks & Facilities Manager being directly involved in
supervisory operations throughout Q4.
Irrigation Winterized - The irrigation systems at the Kiwanis & hardball diamonds, Oxford &
Broadway parkette, the OPP station, CSC, Cemetery, Museum & Works Dept were all shutdown
and winterized.
Grass cutting – The contract for grass cutting ended.
Trails - The final grade and inspections of the Tillsonburg Trails was completed.
Memorial Trees - The fall memorial trees plantings were completed. These plantings occurred in
multiple locations.
Fall Clean-Up – Town parks were cleaned up/leaves mulched in preparation for winter months.
This process was disrupted due to early and intermittent snowfall.
Tree Removals - Parks staff oversaw the continued removal of multiple trees throughout Q4.
Toboggan Hill - The toboggan hill was setup complete with ropes, signs and straw bales.
Winter Wreath Campaign – The Cemetery team oversaw the commencement of the winter
wreath campaign.
Baseball Fields – Playing fields were edged, aerated & fertilized.
Beautification Clean-up – Flower urns were removed from Broadway and enhanced
beautification sites were cleaned-up and prepped for winter.
Cemetery Foundations – Fall foundation work was completed.
Snow Removal – Commenced winter operations specifically snow removal for the Cemetery,
Elliot Fairbairn, Station Arts, the Complex, the Museum and the laneway to the Soccer Park.
Annandale Ball Diamonds Drainage – work was completed in Q4 at Annandale #3, 4 & 5 to
improve drainage. Additional clean-up work to occur in 2020 Q2.
Looking ahead to 2020 Q1
Multiple work in progress capital projects to be continued.
Continued operations of the J.L.McLean Outdoor Recreation Pad as well as indoor pads
Continuing to remove snow and salt facility parking lots as needed
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Define scope of work and tender for multiple capital projects contingent on 2020 budget
approval
Recruit and hire Parks & Cemetery Supervisor
Continued graffiti removal
Ongoing maintenance of the toboggan hill
Cemetery Stone Orchard software user refresher training
Page 210 of 268
Page 1 of 3
Subject: October-December 2019 Activity Report, RCP Administration
Report Number:RCP 20-02
Author: Rick Cox, Director of Recreation, Culture & Parks
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
The RCP Administration team includes the Director, the Sales & Services Coordinator,
dedicated Communications support for RCP needs, and a dedicated financial analyst.
Policy Development
During Q4 the Administration team assisted with the roll-out of the RZone Policy and the
development and approval of the Sports Facilities Allocation Policy. Since it was
approved by Council in Q3 the RZone Policy has been used on multiple occasions and
has provided an excellent framework for staff to follow.
Projects
The RCP team’s role in the Town’s Emergency Management Plan continues to be
developed and updated, and training RCP leadership and front-line staff on these
responsibilities continued through Q4 2019.
The Auditory Accessibility Enhancements were installed in the Council Chambers, Lions
Auditorium, and Senior Centre Auditorium. Equipment for the ANHS Program Room is
on back-order. The Station Arts Fire & Life Safety Upgrade was supposed to be
completed in mid-December but the supplier of a key component was unable to meet
their committed deadline. The final completion is expected in January of 2020.
Communications
RCP implemented a test of a multi-faceted advertising strategy for programs, services
and events in 2019. The trial of continual use of mobile outdoor signs at two locations
and weekly print advertising in the Lakeshore Shopper concluded at the end of Q4. The
trial of an ongoing radio advertising program with HeartFM will conclude at the
beginning of Q2, 2020. In Q1 2020 staff is evaluating the relative effectiveness and
cost/benefits of the various aspects of the program and will adjust the advertising
program in 2020 to reflect the results of that evaluation.
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The Winter Recreation Guide brought in $4,153.00 in advertising revenue and cost
$6,900.02 for production and delivery. Largely due to the vacancy on the
Communications staff team, the design and production of the guides will transition to the
Aylmer Express beginning with the 2020 Spring/Summer edition.
Community Engagement and Advisory Committees
The Administrative team provided support to the Recreation & Sport Advisory
Committee and both staff liaison and administrative support to the Memorial Park
Revitalization Advisory Committee. Ex-officio liaison work continued with the
Tillsonburg Senior Centre Board of Directors and the Tillsonburg & District Craft Guild.
Staff represented Tillsonburg at the Future Oxford Partnership and Community Oxford
meetings.
As a result of issues arising from homeless individuals camping in Town parks, RCP
initiated community engagement towards finding a solution for homelessness in
Tillsonburg with a community partners meeting in November. This initiative became a
Mayor’s Task on Homelessness in December and the coordination of it was shifted to
the Clerk’s department. Coming out of the process so far, the community centre has
been identified as being the site for an emergency shelter in event of a declared
extreme cold weather emergency. The logistics to implement this shelter in
collaboration with community partners are being developed and will continue through
Q1 2020.
Administration and Human Resources
Seventeen reports were prepared and brought forward to Council Meetings and Council
Budget Meetings over the Quarter. The Director and the RCP Financial Analyst worked
closely with line managers to prepare, revise and refine the draft budget for the
department. A regular schedule of leadership meetings assisted with improving
communication within the department and keeping work on track. Departmental
performance appraisals were reviewed and approved.
Special Events
Administration staff assisted with the permitting for the November 11 Remembrance
ceremonies and the Optimist Santa Parade. An RCP float participated in the parade,
along with representation from Tillsonburg Fire, Hydro Operations and Public Works.
The final performances of the 2019 concert series occurred on with Shake, Rattle and
Rock & Roll on November 2nd and the New Year’s Eve Gala on December 31. The New
Year’s Eve event was designed with a 1920’s theme and the 12-member Wintergarten
Orchestra provided hours of live entertainment from that era. B ar and food caterers from
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Tillsonburg were asked to be a part of the event but were unable to. As a result,
vendors from Woodstock were used to provide the refreshment s. Decorating was done
by a local business and the Lions Auditorium was transformed into a very elegant
space. The event received excellent reviews from attendees, the vendors and the
performers but did not achieve the ticket sales required to break even.
Page 213 of 268
Page 1 of 3
Subject: Awarding RFT 2019-019 45 Hardy Ave. Fire Alarm Panel Replacement
Report Number: RCP 20-03
Author: Corey Hill, Parks & Facilities Manager
Meeting Type: Council Meeting
Meeting Date: Monday, January 27, 2020
RECOMMENDATION
THAT Council receives Report RCP 20-03 Awarding RFT 2019-019 45 Hardy Ave. Fire
Alarm Panel Replacement;
AND THAT the Town of Tillsonburg awards RFT 2019-019 to Motion Electrical
Contracting Ltd. (Fergus) at their submitted price of $33,499 plus applicable taxes ;
AND THAT the project budget be augmented by $20,500 to a total of $40,500 with the
additional funding coming from the Facility Infrastructure Reserve.
BACKGROUND
The existing fire alarm panels at the Tillsonburg Community Centre are original to the
building and have surpassed their life expectancy. The replacement single panel will
integrate all zones of the building into one panel that meets all current code
requirements, makes it simpler and quicker for emergency responders to identify and
locate alarms by zone and enables moving from a zone system to an addressable
system in the future.
DISCUSSION
As part of the 2018 capital project workplan, RCP staff secured a consulting firm (WSP
Ltd.) to prepare the specification for the panel replacement. The initial specification was
revised after the annual fire prevention inspection in August 2019 identified that the
kitchen hood fire suppression systems are not connected into the fire alarm system, a
deficiency which must be addressed. The $20,000 project budget established for the
2018 budget year did not reflect this requirement.
A tender was issued in November 2019. Six vendors attended the mandato ry site visit
and two vendors submitted bids. The consultant performed a technical review of the
bids and confirmed that both submissions were compliant and met the requirements of
the project.
Staff recommends awarding the contract to Motion Electrical Contracting Ltd. (Fergus)
at their submitted price of $34,499 plus applicable taxes, the lowest compliant bid.
Page 214 of 268
RCP 20-03
Page 2 of 3
FINANCIAL IMPACT/FUNDING SOURCE
The 2018 capital budget included an allocation of $20,000 for replacing the fire panel.
The project was carried forward into 2019 while the specifications were developed. The
preparation of the specification and subsequent revisions to include the required
additional work to achieve code compliance has consumed $5,232.03 to date, leaving a
balance of $14,764.92. An additional allocation of $20,500 drawn from the Facility
Infrastructure Reserve will increase the available project budget to $40,500 to
accommodate the required level of funding for completing the project.
COMMUNITY STRATEGIC PLAN (CSP) LINKAGE
1. Excellence in Local Government
☒ Demonstrate accountability
2. Economic Sustainability
☒ Support new and existing businesses and provide a variety of employment
opportunities
☒ 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
Vendor City/Province Submitted Bid
Motion Electrical Contracting Ltd Fergus, Ontario $34,499.00
Current Technologies Ltd. Toronto, Ontario $34,550.00
Page 215 of 268
RCP 20-03
Page 3 of 3
Report Approval Details
Document Title: RCP 20-03 - Awarding RFT 2019-019 - 45 Hardy Ave Fire
Panel Replacement.docx
Attachments:
Final Approval Date: Jan 22, 2020
This report and all of its attachments were approved and signed as outlined below:
Dave Rushton - Jan 20, 2020 - 11:18 AM
Kyle Pratt - Jan 21, 2020 - 9:18 AM
Donna Wilson - Jan 22, 2020 - 8:07 AM
Page 216 of 268
Page 1 of 4
Subject: Water Heater Rental Service – Business Wind Down Strategy
Report Number: HYD 20-01
Author: Ian McKenzie, Hydro Operations General Manager
Meeting Type: Council Meeting
Meeting Date: Monday, January 20, 2020
RECOMMENDATION
THAT Council receives Report HYD 20-01 for information;
AND THAT Council direct staff to wind down the Water Heater Rental business and
cease installations of new water heaters.
BACKGROUND
As follow-up to report HYD 19-01, provided to Council on December 10, 2019, this
report outlines an exit strategy to wind down the Water Heater Rental program operated
by the Town of Tillsonburg.
As previously discussed, revenue stream and profit provided to the Town associated
with the Water Heater Rental program is being outweighed by the liability associated
with the Town’s aging water heater tank inventory, both from a replacement and
property damage perspective. The previous report HYD 19-01 discussed the case law
and liability associated with a failure of the tank and replacement cost for the 176 tanks
that are at or beyond the industry average useful life of the assets.
As the Water Heater Program has been proven to not be financial viable, Staff are
recommending that the Water Heater Program be stopped immediately. As with any
business decision the communication strategy and interactions with customer must be
managed.
Council requested exit strategy options be developed and provided for consideration to
assist with the determination of the future viability of the Water Heater Rental program.
Staff have developed the following strategy and discussed legal issues with Legal
Counsel.
Staff are providing 2 options identified below.
Page 217 of 268
HYD 20-01
Page 2 of 4
1. Exit Strategy
Ownership of Water Heater Tank transferred to resident at a value based on
following tables utilizing the currently applied rental rate (requires customer
acceptance for 2015 – 2020 rental units)
Date of March 1, 2020 to be utilized for ownership transfer
Ownership and associated liability would transfer at March 1, 2020
No new contracts to be permitted
2. Status Quo
Continue Water Heater Rental Program
Raise rates during 2021 budget discussion to market rates (approximately
$15 per tank)
Market service to Town residents to increase customer base to critical mass
Develop aging tank replacement strategy to minimize future liability
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 $15,000
for 2021 onward (2020 would drive a minor amount of positive contribution)
40 Gal 60 Gal
pre-2015 0 -$ -$
2015 2 22$ 24$
2016 4 44$ 48$
2017 6 66$ 72$
2018 9 99$ 108$
2019/2020 12 132$ 144$
Estimate Based on
2019 Rates and Fees
By-lawInstalled
Year
Buy-out Equal
to Equivalent
Months
Rental
Agreement
Page 218 of 268
HYD 20-01
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
Attachments:
HYD 20-01 Appendix A - Report HYD 19-01 Water Heater Rental Service (December
10, 2019)
Page 219 of 268
HYD 20-01
Page 4 of 4
Report Approval Details
Document Title: HYD 20-01 Water Heater Exit.docx
Attachments: - HYD 20-01 Appendix A - Report HYD 19-01.docx
Final Approval Date: Jan 22, 2020
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt - Jan 22, 2020 - 5:42 AM
Page 220 of 268
Report Title HYDOPS - 19-01.docx
Report No. HYD 19-01
Author IAN MCKENZIE
Meeting Type COUNCIL
Council Date December 10, 2019
Attachments
Page 1 / 3 HYDOPS - 19-01.docx
RECOMMENDATION
That Council receive Report HYD 19-01 for information
And Further that Council direct staff to provide a report of options to exit the water heater rental
service back to council by January 6, 2020.
OBJECTIVE
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.
BACKGROUND
The Town of Tillsonburg inherited the Water Heater Rental Service fromt 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, their was logic to be in the business when the PUC rented the wa ter 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.
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 expectant life. Each tank to purchase
and install cost approximately $1,000 and has an approximate 8 year payback of the installation
Page 221 of 268
Page 2 / 3 CAO
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 capita l outlay would
be required and funded through user pay debt. T he immediate number of tanks that are beyond
their useful life is 176, with additional tanks reaching the end fo 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 possibly 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.
Page 222 of 268
Page 3 / 3 CAO
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
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 223 of 268
=
ATTENDANCE
Euclid Benoit, Deb Gilvesy, Geoffrey Lee, Mark Renaud, Jeremy Stockmans, David Brandon,
Dan Cameron Staff: Annette Murray, Dan Locke, Kevin Deleebeeck
MEMBERS ABSENT/REGRETS
John Prno; Valerie Durston, Jeff Dean, Jeffrey Miller
1. Call to Order
The meeting was called to order at 4:01 p.m.
2. Adoption of Agenda
Resolution #1
Moved By: Deb Gilvesy Seconded By: Dan Cameron
THAT the Agenda as prepared for the Airport Advisory Committee meeting of December 11,
2019, be adopted.
Carried.
3. Disclosures of Pecuniary Interest and the General Nature Thereof
None Declared
4. Adoption of Minutes of Previous Meeting
4.1 Minutes of the Meeting of September 19, 2019
Resolution #2
The Corporation of the Town of Tillsonburg
TILLSONBURG AIRPORT ADVISORY COMMITTEE
Wednesday, December 11, 2019
4:00 p.m.
Tillsonburg Regional Airport Boardroom
244411 Airport Rd., South-West Oxford
MINUTES
Page 224 of 268
Tillsonburg Airport Advisory Committee Meeting Minutes, December 11, 2019 - 2 -
Moved by: Euclid Benoit Seconded by: Deb Gilvesy
5. Presentation/Deputations
None/withdrawn
6. General Business & Reports
6.1 Impact to Taxiway at hangar G6
J. Stockmans expressed concern regarding the new hangar on Taxiway G1 Lot #1 that it
had Grading issues and impact to the adjacent hangar G6.
Kevin DeLeebeeck updated the committee. The Town of Tillsonburg will restore the taxiway
east of Hangar G6 that was impacted by the construction of the new hangar. Deb Gilvesy
suggested going forward that an e-mail with drawings go out to committee members prior to
signing of upcoming Land Lease Agreements so that members are able to review location of
hangar to voice concerns if there are any.
6.2 Extension of Taxiway G3
Dan Locke updated the committee on completion of paving. Concerns were raised over
quality of paving as aggregate is showing through surface, as well as slight elevation in
centre of taxiway. Engineering Staff will review concerns when asphalt mix report comes
back.
6.3 Budget project Status
Kevin DeLeebeeck updated members on items included in Airport budget for 2020.
Members requested to have Master Plan deferred (see resolution) and have General
Aviation Access Rd added to budget for 2020 instead. Unfunded items will come out of
potential land sales at airport.
Resolution: The Tillsonburg Airport Advisory Committee advises Council that the Airport
Master Plan should be deferred to 2021 budget deliberations, and further that the General
Aviation Access Road project of $195,000 be included in the 2020 budget for reasons of
safety as it relates to reducing Vehicular Traffic to the Airside versus Ground Side, which is
expected to increase due to growth.
Moved by: Dan Cameron Seconded by: David Brandon
Page 225 of 268
Tillsonburg Airport Advisory Committee Meeting Minutes, December 11, 2019 - 3 -
6.4 2020 Meeting Schedule
Dan Locke presented committee with 2020 meeting schedule. See Attached.
7. Correspondence
None
8. Other Business
9. Closed Session
None
10. Next Meeting
The next meeting of the Airport Advisory Committee will be at 5:30 p.m. on January 16,
2020
11. Adjournment
Resolution # 6
Moved By: Deb Gilvesy Seconded By: Geoff Lee
THAT the Airport Advisory Committee Meeting of December 11, 2019 be adjourned at 6:05
p.m.
Page 226 of 268
The Corporation of the Town of Tillsonburg
Cultural, Heritage and Special Awards
Advisory Committee
January 8, 2020
5:30 p.m.
200 Broadway, 2nd Floor, Suite 203
MINUTES
Present:
Collette Takacs, Chair; Carrie Lewis, Vern Fleming, Terry Fleming, Erin Getty,
Rosemary Dean, Penny Esseltine, James Murphy (arrived at 5:32 p.m.)
Staff:
Laura Pickersgill, Legislative Services Coordinator
Patty Phelps, Culture and Heritage Manager/Curator
Absent with Regrets:
Mark Dickson
1. Call to Order
The meeting was called to order at 5:28 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Erin Getty
Seconded by: Carrie Lewis
THAT the Agenda as prepared for the Cultural, Heritage and Special Awards
Advisory Committee meeting of January 8, 2020, be adopted, as amended.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
4. Adoption of Minutes of Previous Meeting
Resolution #2
Moved by: Carrie Lewis
Seconded by: Erin Getty
THAT the Minutes of the Cultural, Heritage and Special Awards Advisory Committee
meeting of November 6, 2019, be approved.
Carried
Page 227 of 268
5.General Business & Reports
5.1. Volunteer of the Month Awards
Staff noted that the Volunteer of the Month awards have been recently
advertised in the Community Update section of the Tillsonburg newspaper and
that more frequent advertising of this program will occur.
Members discussed that a “monthly” volunteer award is too frequent and that not
enough nominations are received to fulfill this mandate. The Committee passed
the following resolution:
Resolution #3
Moved by: Erin Getty
Seconded by: Carrie Lewis
THAT the Cultural, Heritage, Special Awards Advisory Committee approves the
amendment to the Terms of Reference to amend the Volunteer of the Month
award to be a Volunteer Recognition Award and to be presented at the last
meeting of council each quarter.
Carried
5.2. Century Plaque Program
Staff noted that the Century Plaque Program was advertised in the Community
Update section of the Tillsonburg newspaper. The sample plaque and related
correspondence is to be displayed for the public at the Annandale Museum.
5.3. Tillsonburg 150
Discussion was held regarding events to host to celebrate Tillsonburg’s 150th
Birthday. The Town became incorporated and received Royal Assent on March
2, 1872 and the first Council Meeting was held on March 29, 1872. The year
2025 is the 200th Anniversary of when George Tillson founded the community.
It was suggested that a poster contest for the schools could be hosted as a way
of recognizing Tillsonburg 150. Members discussed the possibility of hosting a
birthday party at the Museum.
Staff to plan and advertise a public forum at the Museum on Tuesday, April 7,
2020 at 7:00 p.m. This forum would invite community members to brainstorm
ideas for celebrating Tillsonburg 150 and indicating any volunteer participation
they may have to offer.
5.4. Resignation of Committee Member
It was noted that according to the Memorandum of Understanding between the
Town of Tillsonburg and the Station Arts Centre that a member from the Station
Arts Centre will sit as a representative on the Cultural, Heritage and Special
Awards Advisory Committee. Staff to amend the Terms of Reference and
provide to Council for approval.
Page 228 of 268
5.5. Change of Funding
It was noted that Council $6500 is included in the 2020 Draft Budget for Cultural
Grants. An additional $3500 was allocated to the Tillsonburg Santa Claus
Parade.
It was suggested that more promotion of the Cultural Grants available would be
beneficial.
6. Next Meeting
Wednesday, February 5, 2020 at 5:30 p.m. at the Corporate Office in Suite 203
7. Adjournment
Resolution #4
Moved by: Carrie Lewis
Seconded by: Erin Getty
THAT the January 8, 2020 Cultural, Heritage and Special Awards Advisory
Committee meeting be adjourned at 6:16 p.m.
Carried
Page 229 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 1 -
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS BUDGET MEETING – MINUTES
November 13, 2019
Members in attendance: Dave Beres, Robert Chambers, Kristal Chopp, Michael
Columbus, Roger Geysens, Tom Masschaele, Stewart Patterson, John S cholten and
Peter Ypma
Staff in attendance: J. Maxwell, A. LeDuc, L. Minshall and D. McLachlan
Regrets: Valerie Donnell and Ken Hewitt
The LPRCA Chair called the meeting to order at 9:05 am Friday, November 13, 2019 in the
LPRCA Administration office Boardroom.
A-151/19 moved: J. Scholten seconded: R. Geysens
THAT the LPRCA Board of Directors approves the agenda for the Budget Meeting held
November 13, 2019.
CARRIED
DECLARATION OF CONFLICTS OF INTEREST
None
BUDGET
GENERAL MANAGER’S REPORT
The GM summarized some of the projects and activities completed this past year
including the 2019-2023 Strategic Plan, the Port Burwell property lease agreement, the
Flood Forecasting and Warning project, and Phase 1 of the Waterford North
Conservation Area hydro and water upgrades. Projects started in 2019 include the
Riverine Floodplain Mapping project, the Norfolk County Lake Erie Hazard Mapping
project, the Backus Education Centre Displays Revitalization project , and Phase 2 of
the Waterford North Conservation Area hydro and water upgrades. A large funding
application was submitted yesterday to upgrade and refurbish some of the buildings at
Backus Heritage Conservation Area.
The Manager of Corporate services provided a general overview noting that the
proposed 2020 budget shows an overall municipal levy increase of 1.8 % or $36,208.
The operating levy increased by 2.33% or $37,508 and the capital levy decreased by -
0.34% or $1,300. The budget includes a cost of living increase of 1.75% to the pay
grid, increases to the Canada Pension Plan (CPP) and employee benefits , and
decreases to Workplace Safety and Insurance Board (WSIB) and Employment
Insurance (EI). Non-levy revenue was increased to $2,796,380 or 63% of total
Page 230 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 2 -
revenue.
The Department Summary pages were modified to display the strategic directions and
action plans outlined in the 2019-2023 Strategic Plan.
WATERSHED PLANNING AND TECHNICAL SERVICES BUDGET
Staff time has been reallocated throughout the Watershed Services Department but
remains consistent.
The Watershed Planning and Technical Services Department provides municipal plan
input review, permits, and flood and erosion hazard mapping as support documents.
Fees revenue has been increased by 20% to account for an anticipated increased
number of applications. The Planning and Technical fees have been increased by
approximately 2% and a new fee has been added for Wetland Boundary Delineation to
be completed by the LPRCA Ecologist. Surveys were completed and f ees are
comparable with neighbouring conservation authorities.
The 2020 budget reflects the decrease in provincial funding that occurred in 2019 after
the 2019 budget had been approved. The funding is allocated to both the Watershed
Flood Control Services Department, and the Watershed Planning and Technical
Department. The provincial funding for Section 39 is assumed to be $8,807 which
reflects the same 48% reduction as in 2019.
WATERSHED FLOOD CONTROL SERVICES BUDGET
The Flood Control Services department includes the Flood Forecasting and Warning
System, and the maintenance and operation of dams and weirs. The increase to
Materials and Supplies is due to the licensing and hub services for the data collection
system for rain and stream flow. The services were covered under the NDMP capital
funded project for the past two years.
This department had the provincial funding cut by $24,759 from $51,180 to $26,421 in
2019 and the assumption is the funding remains at the same level for 2020 .
HEALTHY WATERSHED SERVICES BUDGET
The Healthy Watershed Services Department includes stewardship and restoration
programs, surface water and ground water quality monitoring , low water response
programs, and source water protection programs. The majority of the activities/projects
in this department are funded through various government programs and private
landowners/organizations while three programs are funded through levy.
New restoration design fees have been introduced to the schedule for Wetland
Restoration Projects and Soil Erosion Control Projects to help offset staff time costs in
design and plan preparation.
Page 231 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 3 -
COMMUNICATION AND MARKETING SERVICES BUDGET
Two major priorities for the Communications and Marketing Department in 2020 are a
new LPRCA website and increased effectiveness of social media tools. Purchased
Services were increased to complete the website design and the associated
maintenance costs. The Communications Coordinator has been tasked with increasing
promotion of the parks through various means, and improving the effectiveness of the
flood forecasting warnings. Staffing remains unchanged from the previous year.
BACKUS HERITAGE AND EDUCATION SERVICES BUDGET
The Backus budget requires funding through the municipal levy to operate and has
been reduced by 12% for 2020. The current Backus Area Supervisor is also a
Provincial Offences Officer; therefore, the staff time for that position has been reduced
by 50% at Backus and reallocated to the Conservation Parks Management Department.
The seasonal contract Park Assistant position was eliminated and replaced with a
seasonal contract Park Supervisor for the summer season at Backus.
CONSERVATION PARKS MANAGEMENT SERVICES BUDGET
The Conservation Parks Management Services Department encompasses Deer Creek,
Haldimand, Norfolk and Waterford North conservation areas and is not supported by
municipal levy. The budget shows a staffing increase due to the reallocation of the
Backus Area Supervisor’s time as mentioned above.
The park fees have been increased to reflect upgrades in the parks and the cost of
services provided. The day-use entry fees have been increased as they have not been
adjusted since 2015. Surveys were completed and LPRCA fees are mid-range
compared with neighbouring campgrounds.
PUBLIC FOREST LAND MANAGEMENT SERVICES BUDGET
As part of the Eastern Ontario Model Forest (EOMF) group, LPRCA was able to
achieve Forest Stewardship Council (FSC) certification in 2013. The EOMF is currently
offering a carbon offset program to their members through their partnership with Blue
Source Canada; staff is currently reviewing the program to possibly add another
revenue stream. Forest revenue has become more challenging with invasive pests
damaging forest product and increased species at risk; therefore, there is no increase
to forest revenue in the 2020 budget.
PRIVATE FOREST LANDS MANAGEMENT SERVICES BUDGET
The Private Forest Lands Management Department assists private land owners to
reforest marginal lands on their property. The goal is to plant 60,000 trees funded by
private landowners and Forest Ontario, and a further 12,000 trees with Ontario Power
Generation (OPG) funding. The fee per tree cost to the landowner will increase to 25
Page 232 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 4 -
cents up from 19 cents in 2020 as the fee has remained unchanged for at least three
years.
OTHER CONSERVATION AND LAND MANAGEMENT SERVICES BUDGET
This department includes all of the LPRCA parkettes within the wate rshed, the Lee
Brown Marsh facility, the Waterford Workshop, the motor pool, and the continuing
hazard tree removal on LPRCA properties. A contract position has been added to the
workshop to support the continuous repairs/upgrades required at the parks and
facilities.
CORPORATE SERVICES BUDGET
The Corporate Services Department will continue to update policies and procedures;
scheduled for review are the Health and Safety policy, Procurement Policy and the
Record Retention Policy. Also in 2020, staff will be implementing an Electronic Funds
Transfer (EFT) module in the Accounts Payable System. The municipal levy has been
decreased by 5% in this department
CAPITAL PROJECTS SUMMARY
The 2020 total for capital spending is budgeted at $963,450 requiring $386,350 from
the general levy and $223,100 special levy from Norfolk County.
WATERSHED SERVICES CAPITAL PROJECTS
Staff provided an updated detailed plan for the f lood control structures to 2024. At the
end of 2020, all Dam Safety Reviews will be completed with the exception of Lehman
Dam. Repairs at Deer Creek are expected to be completed in 2020.
A Dam Status Report was submitted to the Norfolk County Public Works Department in
August and the projected levy increase and special levy requirement was submitted to
the Norfolk County Finance Department in advance of today’s meeting.
This is the second, and final year, of the planned National Disaster Mitigation Program
(NDMP) projects - Riverine Floodplain Mapping Project and Norfolk County Shoreline
Flood and Erosion Hazard Study. The Norfolk County Shoreline Flood and Erosion
Hazard Study requires a special levy of $48,100. Norfolk County was made aware of
this request in 2019.
BACKUS HERITAGE AND EDUCATION SERVICES CAPITAL PROJECTS
Hydro upgrades began at Backus in 2016. Further hydro upgrades are planned to
improve the aging hydro infrastructure including electrical panels and wiring in 2020.
The last pool inspection at Backus by the Haldimand-Norfolk Health Unit noted heaving
and unevenness of some areas of the pool deck and suggested replacement. The
Page 233 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 5 -
deck surrounds the pool, which is 52’ by 27’, and continues to the washrooms and
entranceway. The drain and pool pump were replaced recently and the pool is
functioning well.
CONSERVATION PARKS MANAGEMENT SERVICES CAPITAL PROJECTS
Haldimand Conservation Area. A water system upgrade is required to resolve on-going
issues with turbidity; therefore, a settling tank with an alum system is to be installed.
Also, access to the beach and wellhead has incurred washouts on a regular basis and
requires repairs.
Norfolk Conservation Area. Hydro upgrades will continue by replacing aging electrical
panels and wiring to alleviate breakers tripping during peak usage. Also, the steel
stairs leading to the beach and the water system pumphouse have deteriorated and
require replacement. Any portion of the current stairs that can be salvaged will be
reused.
Waterford North Conservation Area. 1) The office roof has been leaking and require s
replacement. It is a fairly large building as the office is attached to the main washrooms
and the pavilion. The new metal roof will be installed by staff. 2) Phase 2 of the Hydro
and water upgrades and installation project are underway. Phase 3, the final phase,
would add 52 serviced sites of which 27 would be premium sites will be started at
seasons end 2020 and completed prior to opening day 2021 . 3) A dock is to be built
and installed at Bass Lake (the back pond) to provide easier access for equipment
storage, and a longer trip with a small portage into Shadow Lake and downtown
Waterford.
OTHER CONSERVATION AND LAND MANAGEMENT CAPITAL PROJECTS
Staff requested funds to purchase two new ½ ton pickup trucks to replace two ten-year
old trucks, two new utility task vehicles (UTV) to replace two trucks used at the parks,
and one new diesel riding mower to replace a 2007 model.
A project to replace signage and missing corner posts at a number of LPRCA woodlots
started last year and will continue over the next two years. Another project started last
year requires gates to be added at woodlot entrances to discourage ATV trespass and
garbage dumping. The gates are built and installed by the workshop staff and will
continue at least until 2022.
For emergency purposes, staff will be working with the various municipalities to have
911 signs installed at all entrances of properties that have access points.
CORPORATE SERVICES CAPITAL PROJECTS
Computer hardware and accessories upgrades are required which will be deployed
throughout the organization. Additionally, one backup server requires replacement.
Page 234 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 6 -
S. Patterson left the meeting at 11:40am.
A-152/19 moved: J. Scholten seconded: D. Beres
That the LPRCA Board of Directors approves the following recommendations regarding
LPRCA’s 2020 Draft Operating and Capital budgets;
That the 2020 proposed Ontario Regulation 178/06 Permit Fees and Planning Act
Review Fees as set out in Tab 5 be approved;
That the 2020 proposed Conservation Area User Fees as set out in Tab 11
be approved;
That the 2020 proposed Healthy Watershed Services User Fees as set out in Tab 7 be
approved:
That the draft 2020 budget of $5,404,790 with an operating budget of $4,441,340 and a
capital budget of $963,450 which includes a special levy of $223,100 for Norfolk
County;
AND requiring an increase in the general municipal levy (excluding the special levy) of
1.8% or $36,208 overall compared to 2019 be circulated to member municipalities for
review and comment;
AND FURTHER that staff be directed to present the Draft 2020 Budget to member
municipalities when requested.
CARRIED
The Chair adjourned the meeting at 11:50am.
Michael Columbus Dana McLachlan
Chair Administrative Assistant
Page 235 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 1 -
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES
December 4, 2019
Members in attendance: Dave Beres, Robert Chambers, Michael Columbus, Valerie
Donnell, Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John
Scholten and Peter Ypma
Staff in attendance: J. Maxwell, A. LeDuc, L. Minshall and D. McLachlan
Regrets: Kristal Chopp
*T. Masschaele arrived at 6:35pm.
The meeting was called to order at 6:30 pm Wednesday December 4, 2019 in the
Tillsonburg Administration Office Boardroom.
ADDITIONAL AGENDA ITEMS
None
DECLARATION OF CONFLICTS OF INTEREST
None
A-153/19 moved: P. Ypma seconded: V. Donnell
THAT the LPRCA Board of Directors does now enter into a closed session to discuss:
Advice that is subject to solicitor-client privilege
CARRIED
A-154/19 moved: P. Ypma seconded: R. Geysens
THAT the LPRCA Board of Directors does now adjourn from the closed session.
CARRIED
MINUTES OF PREVIOUS MEETINGS
No questions or comments.
A-155/19 moved: R. Chambers seconded: V. Donnell
THAT the minutes of the Board of Directors Regular Meeting held November 6, 2019 be
adopted as circulated.
CARRIED
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FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 2 -
A-156/19 moved: V. Donnell seconded: R. Chambers
THAT the minutes of the Board of Directors Budget Meeting held November 13, 2019
be adopted as circulated.
CARRIED
BUSINESS ARISING
None
REVIEW OF COMMITTEE MINUTES
No questions or comments.
a) Backus Museum Committee Minutes – October 7, 2019
A-157/19 moved: R. Chambers seconded: D. Beres
THAT the minutes from the Backus Museum Committee meeting of October 7, 2019 be
received as information.
CARRIED
CORRESPONDENCE
None
DEVELOPMENT APPLICATIONS
Staff Approved applications
Staff completed and permitted 13 applications over the past month. LPRCA-211/19,
LPRCA-213/19, LPRCA-222/19, LPRCA-223/19, LPRCA-224/19, LPRCA-225/19, LPRCA-
228-19, LPRCA-229/19, LPRCA-230/19, LPRCA-231/19, LPRCA-232/19, LPRCA-233/19,
and LPRCA-235/19.
A-158/19 moved: T. Masschaele seconded: V. Donnell
That the Board of Directors receives the Staff Approved Section 28 Regulation
Applications report dated November 25, 2019 as information.
CARRIED
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FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 3 -
a) New applications
The Planning Department recommended approval for one application.
A-159/19 moved: R. Geysens seconded: D. Beres
THAT the LPRCA Board of Directors approves the following Development Application
contained within the background section of the report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-237/19
B. That the designated officers of LPRCA be authorized to complete the
approval process for this Development Application, as far as it relates to
LPRCA’s mandate and related Regulations.
CARRIED
NEW BUSINESS
a) GENERAL MANAGER’S REPORT
The Conservation Authorities Act review meeting with Minister Yurek, MECP, three
senior provincial policy members, MPP Toby Barrett, Haldimand-Norfolk, Mr. Barrett’s
assistant, and Holly Follinger, Policy Advisor and Public Appointments Manager on
December 2, 2019 went very well. The LPRCA delegation provided a 30 minute
presentation and included the 2020 Draft LPRCA Consolidated Budget page. The
Province is expected to announce a public consultation for the Conservation Authorities
Regulation in January 2020.
Long Point Region Conservation Authority will be hosting a Public Information Centre at
the LPRCA Administration Office on December 11th to discuss the Draft 20-year Forest
Management Plan. Staff, along with forestry consultants, will be available to respond to
questions and collect feedback.
A-160 /19 moved: D. Beres seconded: R. Geysens
THAT the LPRCA Board of Directors receives the General Manager’s Report for
November 2019 as information.
CARRIED
b) SEASONAL STAFF APPRECIATION
As in the past, senior staff requested approval to present LPRCA staff with a gift card in
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FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 4 -
appreciation of their work throughout the year and to mark the Christmas season. The
expense was incorporated into the 2019 budget.
A-161/19 moved: R. Geysens seconded: D. Beres
THAT the LPRCA Board of Directors authorizes the purchase of a $25 gift card for staff.
CARRIED
c) A.D. LATORNELL CONFERENCE UPDATED
This year, the GM, two board members, and two staff attended the A.D. Latornell
Symposium on behalf of LPRCA and all reported that the breakout sessions were very
informative and interesting, and recommended the event to others to attend if the
opportunity is presented. As in the past, it was requested that there be more
programming geared to board members as the majority of the sessions are very
detailed and tailored for staff.
A-162/19 moved: T. Masschaele seconded: S. Patterson
THAT the LPRCA Board of Directors receives the verbal report on the A.D. Latornell
Conference as information.
CARRIED
d) 2020 LPRCA MEETING AND EVENT SCHEDULE
The monthly board meetings continue to be held the first Wednesday of each month
with the following exceptions: the January meeting will be held the second Wednesday;
and, there is no meeting in March or August. The Annual General Meeting will be held
February 28th, and the 2021 LPRCA Budget meeting is scheduled for November 12,
2020.
A-163/19 moved: S. Patterson seconded: T. Masschaele
THAT the LPRCA Board of Directors approves the proposed 2020 meeting and event
schedule.
CARRIED
e) 2020 COMMITTEE APPOINTMENTS
Committees will be appointed at the January 8, 2020 meeting after the Chair and Vice-
Chair elections. Member appointments are required for the Land Acquisition, Lee
Brown Marsh Management, Audit and Finance, and Backus Museum committees.
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FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 5 -
A-164/19 moved: T. Masschaele seconded: S. Patterson
THAT the LPRCA Board of Directors receives the 2020 LPRCA Committee
Appointments Report as information.
CARRIED
f) TIMBER TENDER – SMITH TRACT
Two bids were received by the deadline and the winning bid was within the expected
range. Staff recommended the highest bid.
A-165/19 moved: S. Patterson seconded: T. Masschaele
THAT the Board of Directors accepts the tender submitted by Townsend Lumber Ltd.
for marked standing timber at the Smith Tract – LP-320-19 for a total tendered price of
$46,250.
CARRIED
g) TIMBER TENDERS – PHIPPS AND DAWES (FAIRFIELD PLAINS) TRACTS
Two bids were received by the December 2nd deadline and the winning bids were within
the expected range. Staff recommended approval.
A-166/19 moved: T. Masschaele seconded: S. Patterson
THAT the Board of Directors accepts the tender submitted by Springwater Mills for
marked standing timber at the Fairfield Plains Tract – LP-321-19 for a total tendered
price of $44,000, and the marked standing timber at the Phipps Tract – LP-322-19 for a
total tendered price of $7,500
CARRIED
h) FLOOD EVENT REPORT – NOVEMBER 27, 2019
The Manager of Watershed Services reviewed the latest high wind/surge event that
occurred November 27th. While not as high as the event on October 31st, flooding and
damage was reported in Haldimand and the bay in Long Point similar to the event of
October 27th. LPRCA staff were able to notify the municipal flood coordinators to the
possibility of flooding four days prior to the event. A Flood Watch was issued
November 26th and a Flood Warning was issued the morning of November 27th as
flooding was expected in the late afternoon.
The recently released December lake levels forecast is predicting that lake levels will
most likely remain high throughout the winter and the spring.
Page 240 of 268
FULL AUTHORITY COMMITTEE MEMBERS Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Roger Geysens, Ken Hewitt, Tom Masschaele, Stewart Patterson, John Scholten, Peter Ypma
- 6 -
A-167/19 moved: S. Patterson seconded: T. Masschaele
THAT the LPRCA Board of Directors receives the November 27, 2019 Flood Event and
Watershed Conditions Update report as information.
CARRIED
The Chair adjourned the meeting at 9:00pm.
Michael Columbus Dana McLachlan
Chair Administrative Assistant
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1
Tillsonburg Business Improvement Area
Meeting Minutes Board Meeting of Thursday, October 24th, 2019
Carriage Hall
7:30 am – 9:30 am
Breakfast at 7:00 am
1. CALL TO ORDER: Time: 7:33 a.m
MEMBERS PRESENT: J. Tilson, M. Van Geer Truyde, C. Tomico, W.
Cameron, D. Gilvesy, D. Rasokas, A. Hicks, M. Tedesco, C.
Pepper, M. Renaud, C. Pepper, K. Slattery
MEMBERS ABSENT: C. Heutinck
QUORUM: YES, 8/9 MEMBERS PRESENT
Guests present: Chris Appleton - Good, Redden, Klosler
2. ADOPTION OF THE AGENDA:
a. moved by: MaryAnne Van Geertruyde seconded by: Jane Tilson
And resolved that the agenda as prepared for the BIA Board of
Management meeting for Thursday, October 24th, 2019 be adopted.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
“NONE DECLARED”
4. ADOPTION OF THE MINUTES from the board meeting of September 19th,
2019:
a. moved by: Deb Gilvesy seconded by: Dan Rasokas
And resolved that the minutes, as prepared for the meeting of
September 19th, 2019 be adopted.
“CARRIED”
5. DELEGATIONS: (10 minutes)
a. Chris Appleton – Good, Redden, Klosler: presentation and discussion of
2018 BIA audited financial statements. Mr. Appleton discussed the
reason why the audit was necessary and for the updated requirements for
the accounting sector. Mr. Appleton suggested that the FIP funds could
be deposited into a separate bank account for segregation purposes. The
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2
highlights included expenses being significantly lower than budgeted due
to there being no Executive Director for 9 months of the year. 2018 ended
with cash on hand of $220,345. Mr. Appleton then reviewed the income
and expense statement and highlighted the key areas. Mr. Appleton
reviewed the accounting best practices and suggested reviewing all
policies to ensure that there are proper checks and balances in the
system. Mr. Appleton also discussed the risk inherent with the BIA
regarding CRA’s perspective on contract employment. Contract positions
are largely deemed to be employment and not contract, especially if the
contractor’s work is directed by the employer. The ED spoke that the
contract employees will be converted to employment as of January 1st,
2020 commensurate with the approval of the 2020 budget by the BIA
members at the AGM and subsequent approval by Town Council.
b. moved by: Mark Tedesco seconded by: Dan Rasokas
And resolved that the 2018 audited financial statements, as prepared by
Chris Appleton of Good, Redden, Klosler be received; and further, that the
statements be presented to the full AGM membership at the upcoming
AGM on November 26th, 2019.
6. FINANCIAL REPORT:
Funds on deposit at CIBC: as at 9/30/2019: $109,666.70
Funds on deposit at First-Ontario: as at 9/30/2019: $65,794.82
Remaining funds due to the BIA from the Town: Sobey’s: $2,500 + YTD
shortfall from incorrect EFT: $12,465.75 + Rona overpayment
discrepancy: $1,600 + Q4 payment: $34,155.45 + HST reimbursement: +/-
$21,000 = $71,721.20
All capital projects for 2019 have been paid with the exception of the
aluminum chairs. There is one outstanding invoice for refurbishment of
the focal point signs which will be paid with the next run of payables – on
or about November 1st, 2019. We are still awaiting reimbursement of
student/summer labour: $6,000 +/-estimated (in process of being paid
from the Multi-Service Centre). Dan Rasokas, Treasurer, discussed some
recommendations about cleaning this up. The Treasurer, ED and Board
Chair will meet to come up with an action plan to address the concerns
about the town payments and expenses. We need to find out where the
$2.500 Sobey’s contribution is as it has not been received for 2019. The
ED, Wendy Cameron and Board Chair will follow-up with this. What is the
process for outstanding BIA bucks? Please clarify.
7. 2020 BUDGET: The approved budget now moves to the AGM presentation in
November. The changes have been made and attached to the minutes for the
September 19th, 2019 meeting. Any questions or comments from the board?
See attached AGM agenda.
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3
8. AGM preparations:
BIA staff will be making all of the necessary preparations for the upcoming AGM.
The evening will be multi-purposed to including awards. There will be a social
hour followed by hot meal and then the awards and business meetings. The
proposed AGM agenda, budget summary, voting & ID guidelines and other
information is attached for the Board’s review.
9. COUNTY OF OXFORD PLANNING REPORTS: There was a discussion of the
why the circulations are being made about subdivision agreements and all
County planning matters.
10. EXECUTIVE DIRECTOR’S REPORT: To coincide with the Fall Home Tour, the
downtown furniture, tables, plants, pots and trees will be taken down on Sunday,
October 27th. I need volunteers to help us get this done. The Board Chair is
getting us a truck and trailer. Help is necessary as staff cannot do this on their
own without great difficulty. The ED has been meeting with various stakeholders
on the 2020 initiatives. BIA staff met with the Tillsonburg Horticultural Society
and they will no longer be undertaking the 4-season urn program in 2020. The
BIA will be taking over the leadership of this program as it does work,
(aesthetically), and can possible be a way to increase revenues. BIA staff has
begun the process of applying for various grants. Both BIA staff continues to sit
on the Turtlefest Executive Committee to ensure successful execution of the 10th
anniversary Turtlefest event in 2020. It has not yet been determined whether the
event will be a 2 or 3 day event. The ED has written the town regarding issues
with the levy funds being received fully, properly and with the requisite details
necessary for proper bookkeeping. See the financial report above for specifics.
The ED is still working on a complete report of issues that are apparent in the
BIA assessment role documentation. The ED has started a logging system for
any assessment changes that are visible in the downtown such as new uses,
vacant spaces filed, new assessed properties – (253 Broadway, Tillsonburg
Dental), etc. The BIA office has still not received a corrected invoice from Staples
Corporate for the aluminum chairs received back in May. The Rona
overpayment issue has still not been corrected. The ED is following up on this
issue. The summer students will have their last shift on Sunday, October 27th..
There are several new businesses downtown which have opened in the past few
weeks. BIA staff has visited each of these businesses and have welcomed them
to our downtown. BIA staff has been active with communication blasts about
various matters. A great deal of work has been undertaken by the Promotions
Committee. The EMC has spent a great deal of time on the award nominations
for presentation at the AGM. BIA staff will be ordering the awards to ensure they
are received in advance of award night. BIA staff will be testing alternative
holiday decorations since there are available plug-ins. There is a 2020
beautifications planning meeting on Friday, October 25th at town corporate offices
which the ED will be attending. There has been no town feedback received
about the 2020 budget asks other that all key staff have been made aware of
what the board has approved. The ED has written and sent letters to key
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4
stakeholders to ask them to make contributions to our programs for 2020
including the power upgrades, plaza refurbishment, Brent Raynor of the digital
sign supplier believes the LED signs can be made to work properly. He’s away
on vacation and will be working with the EMC to download updated software and
finding a solution to our conundrum.
11. EVENTS AND MARKETING CO-ORDINATOR’S REPORT: Update on all
activities including the planning and execution of remaining 2019 initiatives:
a. Halloween at the BIA office: promote a stop for the kids at the BIA office
on October 31st – there will be downtown goody-bags and draws for prizes
just for people visiting the BIA office on Halloween afternoon/evening.
b. BIA AGM awards – final voting is underway
c. Christmas Crawl upcoming December 6/7th: Santa Clause – still having
difficulty finding a Santa for this year’s event. C. Pepper has old
Christmas Crawl posters with reindeers. C. Pepper has the old passports
and will share those with the EMC.
d. 2020 planning underway
e. Social media metrics update: there are continued increases in Facebook
traffic on and with the BIA postings
f. C. Pepper will let P. Phelps know that the BIA will be taking over the
Christmas tree lighting in the Hurley’s parkette for 2019.
12. Façade Improvement Program update: David Frei has been busy working on the
various renderings – the last project drawings for 2019 are for Joseph’s
Furniture. The weather will prevent remaining works to be completed for projects
that are in the pipeline with the exception of J. Goosen’s project which is
underway and is expected to be completed prior to the end of 2019. The rear of
93-95 Broadway is under construction and should be fully completed by the end
of October 2019.
13. ROUNDTABLE: D. Rasokas spoke about working with cross-promotions with the
Tillsonburg Chamber of Commerce. C. Tomico would like a follow-up letter
written about the safety and security issues at the Tillsonburg Town Centre Mall.
C. Pepper wanted to thank the Executive Director for their support of various
town initiatives where the BIA has helped out. A. Hicks also spoke about the
increasing number of thefts and attempted thefts at the mall. The group then
directed the Executive Director to write a letter to Strathallen Group head office
about the increasing number of incidents and issues at the Tillsonburg Town
Centre Mall.
14. NEXT MEETINGS:
a. Regular: Thursday, November 21st, 2019 at Carriage Hall – 7:00 am
breakfast, 7:30 am meeting
b. Annual General Meeting: Tuesday, November 26th. 2019 – Proposed
agenda attached.
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15. MOTION TO ADJOURN: Time of adjournment: 9:41 a.m.
a. moved by: _______________ b. seconded by: ________________
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1
Tillsonburg Business Improvement Area
Meeting Minutes Board Meeting of Thursday, November 21st, 2019
Carriage Hall
7:30 am – 9:30 am
Breakfast at 7:00 am
1. CALL TO ORDER: Time: 7:35 am
QUORUM: Yes
Members present: M. Van Geer Truyde, A. Hicks, C. Tomico, M. Tedesco, K.
Slattery, C. Pepper, M. Renaud
Members absent: W. Cameron, D. Rasokas, C. Heutinck, J. Tilson
Guests present: D. Locke – Town of Tillsonburg, S. Lamb – IOOF Lodge
2. ADOPTION OF THE AGENDA: Two items were added to the agenda:
i. Meeting attendance via conference call or other electronic means
ii. Vote by e-mail: develop a policy of voting by electronic means for
items requiring urgent approval and occurring prior to the next
regular board meeting.
b. moved by: M. Van Geer Truyde seconded by: D. Gilvesy
And resolved that the agenda as amended, for the BIA Board of
Management meeting for Thursday, November 21st, 2019 be
adopted.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
“None declared”
4. ADOPTION OF THE MINUTES from the board meeting of October 24th, 2019
a. moved by: A. Hicks seconded by: M. Van Geer Truyde
And resolved that the minutes, as prepared for the meeting of
October 24th, 2019 be adopted.
5. DELEGATIONS: Dan Locke, Manager of Public Works – Subject: Downtown
snow removal/new accessible parking (15 minutes). Several comments made
about liability for snow removal. D. Locke reviewed the town bylaw and
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2
reiterated the responsibility of the property owner to clear the sidewalks. The ED
spoke about staff sending reminders to the property owners via Constant Contact
about snow removal. D. Gilvesy spoke about the corners used to be done by
the town and now that the mid-block cut-outs will have to be done by the
business owners. ED to follow-up with alternative funding for sidewalk
shovelling. M. Van Geer Truyde. D. Locke will go back to his group to find out
about if it may be possible to remove some on the side-street accessible parking
spots.
6. FINANCIAL REPORT:
Funds on deposit at CIBC: as at 10/31/2019: $99,628.18
Funds on deposit at First-Ontario: as at 10/31/2019: $65,914.28
Total funds on hand as of 10/31/2019: $165,542.46
Remaining funds due to the BIA from the Town: Sobey’s: $2,500 + YTD
shortfall from incorrect EFT: $12,465.75 + Rona overpayment
discrepancy: $1,600 + Q4 payment: $34,155.45 + HST reimbursement: +/-
$21,000 = $71,721.20
There were no questions regarding the financial report. The ED presented
the financial report as the Treasurer was absent from the meeting.
7. 2020 BUDGET: The Executive Director reviewed the process with the budget
approval(s) required.
8. AGM preparations: The ED and EMC reviewed the preparations for the AGM.
The Board Chair suggested meeting to review all the elements and to do a “run-
through” of the night with proposed speaker’s notes. This was subsequently
scheduled for 27th of November at Nu-Décor’s boardroom to include M. Renaud,
D. Rasokas, K. Slattery and C. Tomico.
9. EXECUTIVE DIRECTOR’S REPORT: The board reviewed the ED’s report and
there was discussion of a number of items. In order, the board shared the ED’s
concern about the lack of proper process and communication regarding the Town
Hall project. The ED will provide further information to the Board at the juncture
when it is timely to provide a position statement on the proposal(s) and
timeline(s). Notwithstanding, the board agreed to take action on the Town Hall
proposal as follows:
Moved by: M. Tedesco and Seconded by: A. Hicks and resolved that the
BIA Board of Management encourages the council of the Town of
Tillsonburg to explore additional options with respect the redevelopment of
the Town Hall including refurbishment and expansion of the existing leased
space in the Tillsonburg Town Centre Mall. “Carried”
There was a discussion of board members being able to attend the meetings via
remote access with voting rights, qualifying as a member for quorum and
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3
permissibility to move and second motions therein. The discussion resulted in
the following motion:
Moved by: D. Gilvesy and Seconded by: M. Tedesco and resolved that
board members can participate in any board meeting electronically
including but not limited to Skype, conference call, laptop camera or other
electronic means including moving and seconding motions, discussion,
debate and adjourning a meeting. Electronic attendance via remote access
constitutes attendance for a meeting and to count towards quorum.
“Carried”
There was a subsequent discussion about approval of items between regularly
schedule board meetings and how to expedite the decision-making process.
The group achieved consensus that a “vote by e-mail” system be implemented
forthwith. The following motion was moved from the floor:
Moved by: M. Van Geer Truyde and Seconded by: M. Tedesco that a “vote
by e-mail” policy and process be adopted to deal with items of an urgent
nature that cannot wait until the next regularly scheduled board meeting to
be discussed and/or actioned. “Carried”
10. EVENTS AND MARKETING CO-ORDINATOR’S REPORT: Update on all
activities including the planning and execution of remaining 2019 initiatives. The
EMC gave her report to the board. There was a discussion of the coordination of
events
a. BIA sponsorship of the Optimist/Christmas Parade: verbal update.
b. BIA AGM awards – voting completed – video presentations will be made
at the AGM.
c. Christmas Crawl upcoming December 6th: plan update.
d. Detailed 2020 planning underway. There are a number of learnings from
various BIA members regarding the coordination of activities to boost
downtown traffic. i.e. Tranquility/Trinkets schedule their open hours on the
same dates/times which seems to increase participation rates.
e. Social media metrics update: verbal
f. Questions and answers.
11. Façade Improvement Program update: Two projects are in progress as
discussed in the financial update. There are no concerns at this time. Projects
require completion and inspection prior to any funds being released as per
normal process and protocols. There were no questions or comments from the
board.
12. ROUNDTABLE: D. Gilvesy spoke about the provincial government cutting
funding for beautification in $16,000 for 2020 town budget. The ED spoke about
reviewing this as part of the MOUD discussions as the BIA works to have a new
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4
agreement with the town in place for January 1st, 2020. This will have to wait
until the new CAO is in position.
13. NEXT MEETINGS:
a. Regular: Thursday, December 19th, 2019 at Carriage Hall – 7:00 am
breakfast, 7:30 am meeting
b. Annual General Meeting: Tuesday, December 3rd. 2019 – Revised &
proposed agenda attached – to be held at the Tillsonburg Legion at 10
Durham Street, Tillsonburg.
14. MOTION TO ADJOURN: Time of adjournment: 9:25 a.m.
a. moved by: M. Van Geer Truyde b. seconded by: A. Hicks
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1
Tillsonburg Business Improvement Area
Meeting Agenda Board Meeting of Thursday, December 19th, 2019
Carriage Hall
7:30 am – 9:30 am
Breakfast at 7:00 am
1. CALL TO ORDER: Time: _______
QUORUM: Count members present
Guests present:
___________________________________________
_____________________
2. ADOPTION OF THE AGENDA:
a. moved by: ______________ seconded by: _____________
And resolved that the agenda as prepared for the BIA Board of
Management meeting for Thursday, December 19th, 2019 be adopted.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
4. ADOPTION OF THE MINUTES from the board meeting of November 21st, 2019
a. moved by: _______________ seconded by: _______________
And resolved that the minutes, as prepared for the meeting of
November 21st, 2019 be adopted.
5. DELEGATIONS: Eric Gilbert, County Planner – TSB Application for 678
Broadway
6. FINANCIAL REPORT:
Funds on deposit at CIBC: as at 11/30/2019: $91,705.00
Funds on deposit at First-Ontario: as at 11/30/2019: $66,067.65
Total funds on hand as of 10/31/2019: $157,777.65
Remaining funds due to the BIA from the Town: Sobey’s: $2,500 + HST
rebate of $20,063 +/- . The town sent the Q4 levy which was only
$15,126.47. This amount included $14,000 of deductions for
“beautification” from the town for 2018 and 2019. The Board Chair & I will
follow-up on this. We should also indicate not to pay any $7,000
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2
beautification fee for 2020. There is still no answer on the $2,500 Sobey’s
development credit which has not yet been received. I have attached an
adjusted financial forecast for 2019. The board may recall that debt
charges are higher than budget by $13,439 due to higher than expected
debenture costs for the LED streetlights & the refinancing of 2015 debt
with TD. The unforeseen $14,000 expense plus other adjustments for
debt & assessment write-offs results in a net deficit in 2019 of $26,907.
The November financial report is attached.
The financial forecast has been adjusted for the FIP projects not likely to
be completed in 2019 and will roll over into 2020’s fiscal year.
7. 2020 BUDGET: Those that attended the AGM on Tuesday, December 3rd, 2019
will know that the budget was approved by the members unanimously. The
budget will now move to Town of Tillsonburg Council budget deliberations on
Monday, January 13th, 2020 – time TBD. The board should make an effort to
attend this meeting to show support for the process and our business/budget
plans. A note should be made that when we plan the 2021 budget; we need to
establish a procedure for capturing the revenues approved in the budget. The
may be accomplished by creating an additional allotment in the levy request and
a further reserve for assessment write-offs. The ED will write a policy proposal
for consideration of the board. In essence, assessment write-offs are being
absorbed by solvent BIA members on an annual basis. This needs to be rectified
by policy in some manner, shape or form. I also have further evidence and fact
of additional properties in the BIA not paying into the levy. This now includes
CJDL Engineering and Verhoeve’s Funeral Home in addition to 9 other
addresses previously identified.
8. AGM: The AGM was a resounding success with many new faces and nearly 60
people in attendance. The awards were well received. The budget motion
passed with an amendment to only include “Budget” and not the word “Business
Plans”. The board may recall that the budget and business plans were approved
at the regular September board meeting. There was no unfinished business
from this meeting and the minutes from the January 16th, 2019 AGM were
approved. There was a quorum present and there was a good cross-section of
our members in attendance. The ED has the minute folder from the meeting to
be properly archived. The minutes to the meeting will be ready for the January
2020 board meeting.
9. EXECUTIVE DIRECTOR’S REPORT:
As follow-up to the AGM, I recommend the implementation of a payroll system to
ensure the timely completion of payroll in addition to ensuring that paycheques
are provided to all employees on a timely basis. I subsequently contacted ADP
which is the Chamber of Commerce preferred supplier and their prices are more
favourable than those that were provided by CIBC’s preferred vendor, Ceridian.
The ADP cost per payroll is noticeably lower and is more flexible in terms of
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completing the transactions, the portability, and there is no contract. The details
are as follows:
ADP WorkForce Now On The Go (OTG) is our newest app-based small business
solution that combines payroll & time tracking. With easy time tracking capabilities,
employees can clock in and clock out from a computer, tablet, or their mobile device, all
tracked through geo-fencing technology. This ensures employees are at the right place
at the right time. Time Tracking data will funnel directly to payroll and can be approved
while you’re ‘on-the-go’.
We are now the ONLY payroll company in Canada that allows you to process your
payroll ENTIRELY from your smart-phone.
How it Works:
• Payroll can be done in minutes – Just review and approve hours, and submit
to ADP
• Source deductions are done automatically and ADP remits the taxes to the
CRA for you (EI, Income Tax, CPP).
• ADP pays employees with direct deposit - all done in one banking transaction
• Employees have online/mobile access to paystubs and T4’s
• Easy ROE filing and T4 distribution
• Setup is very simple - we do it for you and carry over any Year to Date
Information
• GLI (General Ledger Integration) compatibility with most major third-party
accounting software
• OTG Demonstration Video
Link: https://adpcanada.wistia.com/medias/01z9yft496
Promotions and Discounts applied for Tillsonburg BIA:
• Completely waived Initial Set Up Fee ($280 value)
• 24.9% Permanent Discount
• 2 months of service for FREE
Pricing Breakdown for WorkForce Now On-The-Go:
Set Up Fee: $280.00 WAIVED
Base Fee: $49.00 $36.80\
Per Employee Fee: $2.00 $1.50 each
Total Per Processing (based on 3 employees): $55.00 $41.31
A reminder that ADP is a strictly pay-as-you-go company; we charge you PER payroll
run and will only charge you when you actually process a pay run with us. There
are NO termination or cancellation fees, and NO term contracts.
The cost from Ceridian is $35.50 per pay period however there is a $259 one-
time fee. When extrapolating the one-time fee over 26 pay periods; the cost of
Page 253 of 268
4
Ceridian per pay period increases to $45.46 which is exactly 11% higher than
ADP ($41.31) and the functionality is less (i.e. Ceridian does not have the app for
hours reporting and payroll cannot be submitted by smartphone). The full
Ceridian proposal is attached.
My recommendation is to implement ADP payroll effective the first pay period in
January 2020. We can cancel our service at any time and there is no contract.
This is excellent flexibility. It will also save time and money especially with
securing signatures from signing authorities every 14 days plus the time involved
in travel and preparations. I have prepared the following resolution for
consideration of the board:
MOTION:
Moved by: _______________________ and Seconded by:
_______________________
“and resolved that the Tillsonburg BIA implements ADP payroll services
effective January 1st, 2020 at the rates prescribed in their “pay as you go”
service proposal above”.
Pension: The budget includes a pension plan for both full time employees as at
January 1st, 2020. In order to effect the OMERS pension plan, the attached
resolution would need to be passed to effect such pension arrangement. The
OMERS pension cost is 9% of gross pay for each of the eligible employees
effective January 1st, 2020. This is a matching contribution by the employee so
the pension plan cost is split evenly between the employer and employee. The
cost of the retirement plan is fully included in the budget for 2020. OMERS
manages the entire plan including future payouts with minimal administration on
BIA management’s part. The BIA is an OMERS-eligible employer given we are
a “local board” under the Municipal Act. The resolution is required to authorize
enrollment with OMERS. The resolution must be certified by the Town Clerk.
MOTION:
*see attachment with the full resolution.
Benefits for staff: The ED is working with the Treasurer on cost-effective benefits
plans for the two full time employees only; effective January 1st, 2020. There will
be a detailed report brought to the January board meeting for potential action by
the board of management.
Other labour funding: We received a funding approval of $6,300 (450 hours x
$14/hour) to hire David Teichrob through the Youth Job Connect program.
David is a superstar. The funding for his hire must be used between now and
Page 254 of 268
5
March 31st, 2019. His first paycheque will be issued on or about January 2nd,
2020 as per the approved budget. I have also had confirmation from Lori
Broughton that our two other YJC clients are each eligible for $1,000 (71 hours
each @ $14 per hour). In order to qualify for repeat funding, each student must
learn new skills or take on different tasks/assignments which I will ensure that
they do. To this end, Cole McCormick Underhill and Zachary Corriveau will be
ready for new assignments in March 2020 beginning around March break. They
can also assist with marketing, promotions and special events.
MOUD with the Town of Tillsonburg. The Board Chair and myself met on
Monday, December 16, 2019 to review the existing document which was not
adopted or implemented by the town for 2019. The document is being drafted
with our changes and will be presented to the town’s new CAO in late January. I
suggest the board review the proposed MOUD at the January 2020 board
meeting prior to the discussions with the town. In the meantime, it makes sense
to write a letter to the town saying that there is a moratorium on billing and
services to the BIA with respect to beautification until a new MOUD is
signed/takes effect.
Turtlefest MOUD – the Turtlefest Committee has formally requested that the BIA
co-ordinates the 2020 event through the BIA’s accounting, records-keeping, and
financial statements in order to effect a successful event. To this end, if
approved by the Board, the BIA will take over the financial and most of the
operational activities of next year’s festival – particularly with respect to the Block
Party. The essence of the MOUD will be to ensure fiscal discipline and
accountability. I recommend that the Board considers/approves an MOUD with
the Turtlefest Committee with the following caveats:
1) All cheques must be signed by 2 signing authorities of the
BIA’s choosing.
2) No contracts be agreed to, signed or otherwise effected
without the express consent and approval of the BIA
Executive Director AND that said contracts fit within the
approved Turtlefest budget.
3) Debbie Beres will be the bookkeeper of record for Turtlefest
effective January 1st, 2020. The bookkeeper will be the sole
individual responsible for all accounting transactions and
they will bill the BIA for all hours worked on Turtlefest
accounting which will subsequently be allocated to
Turtlefest.
4) The exiting Turtlefest bank account will need to be closed.
There will need to be a new account opened and I suggest
that CIBC be used for simplicity and consistency. All
Turtlefest income and expenses must be paid and
processed through this new bank account.
5) The bookkeeper will not pay, process or otherwise make
accounting entries without the proper approvals.
Page 255 of 268
6
6) The Turtlefest Committee will hold harmless the BIA for all
liabilities resulting from Turtlefest Committee operations.
7) The BIA will not assume any responsibility or liability for any
Turtlefest expenses incurred prior to January 1st, 2020.
8) The Turtlefest Committee acknowledges the loan to the town
of $7,000 which is to be repaid from Turtlefest resources
prior to August 31st, 2019.
9) The BIA will review and approve the Turtlefest budget prior
to its effect.
And any other specific items as directed by the BIA Board of
Management.
Parking lot 1A follow-up from the May 23rd, 2019 board meeting:
We need to send a board resolution to address the parking concerns in LCBO
parking lot area across the north section of the Tillsonburg Town Centre Mall parking
lots. The board may recall the number of complaints received by BIA members
about mall staff and others parking there all day long during the work day.
MOTION:
Moved by: ________________________ and Seconded by:
________________________
And resolved that the BIA Board of Management recommends to the Town of
Tillsonburg that municipal parking lot 1A be designated a 2-hour maximum
parking lot. Parking lot 1A is the parking area immediately north of the LCBO
and CIBC north mall entrance.
10. EVENTS AND MARKETING CO-ORDINATOR’S REPORT: Update on all
activities including the planning and execution of 2019 initiative and planning for
2020:
a. Christmas Crawl report,
b. BIA AGM awards – pictures and e-mail blast were sent out immediately
announcing winners.
c. Planning for 2020 events is underway.
d. Social media metrics update: verbal
e. Website update.
f. Questions and answers.
11. Façade Improvement Program update: Two projects are in progress as
discussed in the financial update. Projects require completion and inspection
prior to any funds being released as per normal process and protocols. It is
doubtful that these projects will completed by end of year including the
subsequent inspection process. The amounts outstanding on these 2 projects
Page 256 of 268
7
payable is approximately $40,000 as at December 16, 2019. The invoices for the
renderings by David Frei have been invoiced and paid in 2019.
12. ROUNDTABLE:
13. NEXT MEETINGS:
a. Regular: Thursday, January 23rd, 2019 at Carriage Hall – 7:00 am
breakfast, 7:30 am meeting
14. MOTION TO ADJOURN: Time of adjournment: __________ a.m.
a. moved by: _______________ b. seconded by: ________________
Page 257 of 268
Tillsonburg BIA – 2019 Forecasted Actuals & 2020 BIA Budget
*Revised December 16th, 2019
Summary of
Revenues & Expenditures
2018 Actual
Audited
2019 Budget 2019 Projected
(forecast)
2020 Proposed
Budget
Revenues:
BIA Levy (requirement from taxation) 127,217 136,621 128,354 139,450
Town contribution to Façade Program 25,000 25,000 25,000 31,000
Other income & funding including SJS, YJC,
sponsorships, Turtlefest, banner program 3,525 13,264 19,137 55,220
HST rebate 13,111 15,000 20,063 14,336
Interest income 77 2,220 960 1,010
Rock Developments-Sobey’s agreement 2,500 2,500 0 2,500
Contribution from accumulated surplus 0 0 50,000 46,000
Total Revenues: 171,722 194,605 243,514 289,516
Levy as % of total revenues 74.1% 70.2% 52.7% 47.6%
Expenditures:
General, administrative + operations
(including payroll, office and day to day expenses) 29,593 84,673 84,377 125,691
Debt principle & interest 8,989 11,628 25,067 22,504
Debt P&I payment as a % of levy: 7.1% 8.5% 19.5% 16.1%
HST (1.76%) 100% of GST, 78% of PST 14,251 20,000 21,808 15,583
Capital, repair & special projects 6,734 500 15,978 23,000
Marketing, events & advertising
(includes cost of running events) 7,806 18,250 9,191 24,000
Façade Improvement Program 25,000 50,000 61,000 62,000
Beautifications – plants, street
furniture, umbrellas, trees & town
beautifications charges
6,785 13,250 39,000
14,000*
11,000
Capital reserve provision (*NEW) 0 0 0 2,869
Operating reserve provision (*NEW) 0 0 0 2,869
Total Expenditures: 94,158 194,605 270,421 289,516
Net Revenue/(Deficit) +77,564 0 -26,907 0
Summary of Accumulated Surplus:
(cash based)
*billed 2 years of
beautification from
the town
*final payment of
$4,495 due 03/31/20
from refinancing
Beginning Balance 106,284 192,783 220,345 170,345
Change in Accumulated Surplus +114,061 0 -50,000 -40,262
Ending Balance 220,345 192,783 170,345 130,083
Page 258 of 268
November 2019 November 2018
INCOME
REVENUE
4000 Donations - GRK
4050 Miscellaneous Revenue (Wage Subsidy)2,992.15
4100 Taxes - regular
4110 Taxes - other
4120 Taxes - write-off
4450 Interest Income 40.24 6.33
4600 Share Dividend
Total REVENUE $ 3,032.39 $ 6.33
Total Income $ 3,032.39 $ 6.33
GROSS PROFIT $ 3,032.39 $ 6.33
EXPENSES
BEAUTIFICATIONS
5200 Street Furniture
5250 Banners/Flags
5350 Focal Point Entry Signage 3,570.28
5550 Keep Downtown Beautiful
5750 FIP EXPENSES 442.48
Total BEAUTIFICATIONS $ 4,012.76 $ 0.00
MARKETING/PROMOTION
6100 Office/Meeting exp
6200 General Advertising 23.01
6300 Christmas Promotions
6500 Santa Claus Parade 1,250.00 1,250.00
Total MARKETING/PROMOTION $ 1,273.01 $ 1,250.00
OPERATIONS
7000 Bank Service Charges 63.80 25.00
7011 AGM Meals, hall rental 71.95
7100 Mileage 198.24
7150 Executive Director 3,333.33
7160 Additional Contract Work 961.50
7200 Accounting - Professional GRK
7210 Bookkeeping 150.00 120.00
7220 Employer Payroll Taxes 6.37
7230 Wages & Benefits
7450 Office Expense 113.06
7460 Telephone Expense
7500 Computer and Internet Expense
Total OPERATIONS $ 4,898.25 $ 145.00
Total Expenses $ 10,184.02 $ 1,395.00
PROFIT -$ 7,151.63 -$ 1,388.67
Total
Tillsonburg BIA
Profit and Loss
November-19
Page 259 of 268
Actual
YTD
2019
Budget
Budget
Remaining
Income
4000 Donations - GRK 2,000.00 2,000.00
4050 Miscellaneous Revenue (Wage Subsidy)2,992.15 0.00 -2,992.15
4440 Transfer from Reserves 11,064.00 11,064.00
REVENUE
4100 Taxes - regular 91,438.97 136,621.00 45,182.03
4150 AGM 287.62 200.00 -87.62
4200 Donations - Sobeys 2,500.00 2,500.00
4350 HST Rebate 4,450.00 15,000.00 10,550.00
4450 Interest Income 1,129.38 360.00 -769.38
4460 Interest from Surplus 1,260.00 1,260.00
4470 Interest from Tax Adjustment Continguency 600.00 600.00
4600 Share Dividend 0.00 0.00
4750 Urban Design - FIP Program 25,000.00 25,000.00 0.00
Total REVENUE $ 122,305.97 $ 181,541.00 $ 59,235.03
Total Income $ 125,298.12 $ 194,605.00 $ 69,306.88
Gross Profit $ 125,298.12 $ 194,605.00 $ 69,306.88
Expenses
8000 SPECIAL PROJECTS
8100 Electronic Bulletin Board - Maintenance 69.95 500.00 430.05
Total 8000 SPECIAL PROJECTS $ 69.95 $ 500.00 $ 430.05
BEAUTIFICATIONS 0.00
5000 Christmas Lights & Decorations 750.00 750.00
5100 Trees 2,000.00 2,000.00
5150 Hanging Baskets Watering 5,000.00 5,000.00
5200 Street Furniture 37,872.97 5,500.00 -32,372.97
5300 EBB Restoration 10,000.00 10,000.00
5350 Focal Point Entry Signage 3,570.28 0.00 -3,570.28
5550 Keep Downtown Beautiful 1,284.08 1,500.00 215.92
5750 FIP 46,944.87 50,000.00 3,055.13
Total BEAUTIFICATIONS $ 89,672.20 $ 74,750.00 -$ 14,922.20
MARKETING/PROMOTION
6050 BIA Business Directory 100.00 -100.00
6100 Office/Meeting exp/Sundry/Phone 1,501.80 -1,501.80
6200 General Advertising 1,459.91 5,000.00 3,540.09
6300 Christmas Promotions/Crawl 168.00 4,000.00 3,832.00
6350 Seasonal Promotions 1,139.47 5,000.00 3,860.53
6500 Santa Claus Parade 1,250.00 1,250.00 0.00
6600 Block Party Turtlefest 5,000.00 3,000.00 -2,000.00
Total MARKETING/PROMOTION $ 10,619.18 $ 18,250.00 $ 7,630.82
Total 2019
Tillsonburg BIA
Budget vs. Actuals: 2019 Budget
January 1 - November 30, 2019
January - November 2019 Budget vs Actuals 1
Page 260 of 268
Actual
YTD
2019
Budget
Budget
Remaining
OPERATIONS
7000 Bank Service Charges 452.55 250.00 -202.55
7011 AGM Meals, hall rental 392.76 0.00 -392.76
7050 Debt Interest 2,132.08 3,677.00 1,544.92
7100 Mileage 198.24 250.00 51.76
7150 Executive Director 36,639.20 40,000.00 3,360.80
7160 Additional Contract Work 8,403.51 10,000.00 1,596.49
7200 Accounting - Professional Fees 4,520.00 4,520.00
7210 Bookkeeping 1,420.00 1,440.00 20.00
7220 Employer Payroll Taxes 212.96 0.00 -212.96
7230 Wages 4,972.24 0.00 -4,972.24
7300 Debt Principal 18,982.52 11,500.00 -7,482.52
7350 HST Expense 20,000.00 20,000.00
7450 Office Expense 1,548.70 2,000.00 451.30
7460 Telephone Expense 272.59 500.00 227.41
7500 Computer and Internet Expense 388.86 0.00 -388.86
7550 Professional Development 1,000.00 1,000.00
7600 Quickbooks Software 240.00 240.00
7650 Rent 3,600.00 3,600.00 0.00
7800 Repayment of Tax Adjustment 2,000.00 2,000.00
Total OPERATIONS $ 79,616.21 $ 100,977.00 $ 21,360.79
Total Expenses $ 179,977.54 $ 194,477.00 $ 14,499.46
Net Income -$ 54,679.42 $ 128.00 $ 54,807.42
January - November 2019 Budget vs Actuals 2
Page 261 of 268
Proposed Solution: Powerpay Plus
Simplify how you pay your people so you can focus on driving business success.
Powerpay helps ensure people are paid accurately and on time. You focus on your
business and let us handle your payroll, HR and tax needs.
Powerpay Plus is Canada’s leading small business payroll solution. Powerpay’s web-
based application allows you to maintain control of your payroll while leveraging the
capabilities and intelligence of Ceridian’s expertise to gain increased accuracy with
unlimited support from our CPA certified team.
What’s Included:
Direct deposit or
cheques for employee
payroll (flexible based
on employee needs)
Complex union
calculations and
pensions
Standard government
remittances (CPP, EI,
taxes etc.)
Deduction and
garnishee processing
(including benefits and
pensions)
123 Earning Codes (for
commission, expenses,
etc.)
Payroll preview prior to
submitting
Role-based security
HR Data (emergency
contact details,
training, education,
skills etc.)
Mobile app for
employees
Process payroll via
mobile app
Ceridian Advanced
Reporting
Year end payroll and
T4 processing ($43.99
+ $2.30/T4 if
requested)
Record of employment
($1.80 each when
requested)
Mass deduction and
contribution changes
Custom imports (if
requested)
Estimated One Time Fees - $250 + $3/employee.
Estimated Recurring Fees (per pay cycle):
Charges
Base Fee $27.70
Per Employee Fee $2.60
Page 262 of 268
RESOLUTION ● December 2019-A
OMERS Pension Authorization
A Resolution to authorize participation in the OMERS primary pension plan (“Primary Plan”),
and the retirement compensation arrangement that provides benefits for members and former
members of the Primary Plan (“RCA”), in respect of the employees of the Tillsonburg
Business Improvement Area identified herein.
Whereas pursuant to subsection 6(1) of the Primary Plan an employer who is eligible under the
Ontario Municipal Employees Retirement System Act, 2006 (“OMERS Act, 2006”) to participate
in the Primary Plan and the RCA may, by by-law or resolution, participate in the Primary Plan
and the RCA and pay to the funds for the Primary Plan and the RCA the total of the employer
and member contributions, and has all of the powers necessary and incidental thereto.
Therefore the Board of the Town of Tillsonburg BIA (“Employer”) enacts as follows:
(Election re:
Employees) 1. The Employer shall participate in the Primary Plan and the
RCA in respect of each person who is employed by the
Employer and who is eligible to be a member of the Primary
Plan and the RCA under subsection 5(3) of the OMERS Act,
2006, as amended from time to time, (“Employee”) as of the
first day of January 2020 (“Effective Date”) and authorizes the
Executive Director to submit forthwith a certified copy of this
Resolution to the OMERS Administration Corporation (“AC”).
(Current CFT
Employees)
2. An Employee who is employed on a continuous full-time basis
(“CFT Employee”), as defined in subsection 9(1) of the Primary
Plan, as amended from time to time, and who commenced
employment with the Employer before the Effective Date is
entitled to become a member of the Primary Plan and the RCA on
the first day of the month following the month in which the CFT
Employee’s application is received by the AC, provided that the
AC may, at the request of the Employer, fix an earlier date on
which the CFT Employee becomes a member but not before the
date on which the CFT Employee became entitled to be a
member or the first day of January in the year in which the
application is received by the AC, whichever is the later date.
(Future CFT
Employees) 3. Every person who becomes a CFT Employee on or after
the Effective Date shall, as a condition of employment, become a
member of the Primary Plan and the RCA, or if such person is
already a member, resume contributions to the Primary Plan and
the RCA on the date so employed.
Page 263 of 268
(PBA
Membership for
OTCFT
Employees)
4. An Employee who is employed on other than a continuous
full-time basis (“OTCFT Employee”) and meets the eligibility
criteria in subsection 9(6) of the Primary Plan, as amended from
time to time, is entitled to become a member of the Primary Plan
and the RCA on the first day of the month following the month in
which the OTCFT Employee’s application is received by the AC,
provided that the AC may, at the request of the Employer, fix an
earlier date on which the OTCFT Employee becomes a member
but not before the date on which the OTCFT Employee became
entitled to be a member or the first day of January in the year in
which the application is received by the AC, whichever is the later
date.
(Senior
Management
Official)
5. Any person who holds a senior management position with
the Employer (“Senior Management Official”), as the Employer
may designate from time to time, is hereby authorized on behalf
of the Employer to take all such action(s) and execute all such
documents, certificates and agreements, as they may consider
necessary to give effect to the provisions of this Resolution and
to fulfill the Employer’s duties and obligations with respect to the
Primary Plan and the RCA, as required from time to time.
DATED this _____ day of _______________, ______ at Tillsonburg, ON
Moved by: _________________ and Seconded by:___________________
Printed name: __________________ Printed name: _________________
Carried: ______ Defeated: ______ Approved by: __________________
Page 264 of 268
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-011
A BY-LAW To Amend Schedule A of By-Law 4247, to Define the Mandate and
Membership for Committees Established By The Corporation Of The Town of
Tillsonburg.
WHERAS it is deemed necessary and expedient to amend Schedule A of By-Law 4247.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. THAT Schedule A of By-Law 4247 be amended as attached hereto;
2. THAT these amendments to Schedule A of By-Law 4247 are hereby declared to
be part of that By-Law as if written therein.
3. THAT this By-law shall come into full force and effect upon passing.
READ A FIRST AND SECOND TIME THIS 27th day of JANUARY, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 27th day of JANUARY, 2020.
___________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Donna Wilson
Page 265 of 268
By-law 2020-011 Schedule A
Board/Committees Citizen
Appointments
Mandate
Accessibility Advisory Committee
To advise and make recommendations to Council on all matters with respect to
the accessibility for persons with disabilities to a municipal building, structure or
premises.
Cultural, Heritage and Special
Awards Advisory Committee
To advise and make recommendations to Council on all matters with respect to
tourism and culture in the Town of Tillsonburg. To advise and make
recommendations to Council on all matters related to properties of architectural
and historical significance. To receive nominations and make recommendations
to Council for the Citizen of the Year and monthly awards. To provide
commemorative naming options to Council.
Economic Development Advisory
Committee
To advise on initiatives to attract and retain investment within the community.
To provide advice on:
The Economic Development Strategy
The Community Strategic Plan
Annual Departmental Business Plan
To support the development of alliances and partnerships to advance the
Town’s strategic plan and that assists in the overall growth of the Town.
To provide advice regarding existing and new bylaws that relate to/impact
development within the community.
Memorial Park Revitalization
Advisory Committee
To advise and make recommendations and provide regular updates to Council
on all matters with respect to the Memorial Park Revitalization Project.
Museum Advisory Committee
John Lessif To make recommendations to Council on policies and procedures pertaining to
the Museum. To participate in strategic planning activities, initiate and participate
in fundraising activities when and as needed, act as ambassadors for the
museum within the community. To work with the Tillsonburg and District
Historical Society regarding trust for artifact purchases and to act as trustees for
the restoration trust.
Parks, Beautification and
Cemeteries Advisory Committee
To advise and make recommendations to Council on all matters with respect to
the utilization and beautification of public parks, trails, trees, green space and
Tillsonburg cemeteries.
Page 266 of 268
By-law 2020-011 Schedule A
Recreation and Sports Advisory
Committee
To advise and make recommendations to Council on matters related to the
programming and utilization of Tillsonburg’s recreational facilities. To advise
and make recommendations to Council on implementation of the Community
Parks, Recreation and Cultural Strategic Master Plan.
Tillsonburg Airport Advisory
Committee
To advise and make recommendations to Council on matters related to the
Tillsonburg Regional Airport. To provide a forum for receiving input and advice
from aviation stakeholder groups and the community with respect to the Airport
Master Plan and strategic initiatives and to provide a forum for dialogue and
communication. Day to day operations of the airport is the responsibility of
Town staff.
Tillsonburg Dog Park Advisory
Committee
The objective of the Tillsonburg Dog Park Advisory Committee (TDPAC) is to
oversee and advise Town Council on the governance of the Dave Johnson
Memorial Dog Park with representation from all affected groups in the
community.
Tillsonburg Transit Advisory
Committee
The objective of the Tillsonburg Transit Advisory Committee (TTAC) is to
oversee and advise Town Council on the governance oversite of the Town's
service providers contract for transit and specifically the policies and procedures
related to service delivery of transit. The TTAC will provide a forum for input,
exchange of ideas and debate on conventional and mobility transit related
issues with representation from all affected groups in the community. The
committee should use the Mandate to set out a clear plan for the term of the
Committee. Create a high level work plan to define the scope and establish the
framework and overall approach for transit. Set out goals the committee will
work towards accomplishing.
Page 267 of 268
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-013
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on
the 27th day of January, 2020.
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on January 27, 2020, 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 27th DAY OF JANUARY, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 27th DAY OF JANUARY,
2020.
________________________________
MAYOR – Stephen Molnar
_______________________________
TOWN CLERK – Donna Wilson
Page 268 of 268