211108 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Meeting
AGENDA
Monday, November 8, 2021
5:00 PM
Electronic Meeting
1.Call to Order
2.Closed Session (5:00 p.m.)
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT Council move into Closed Session to consider two matters of a proposed or pending
acquisition or disposition of land by the municipality or local board.
2.1.Adoption of Agenda
2.2.Disclosures of Pecuniary Interest and the General Nature Thereof
2.3.Adoption of Closed Session Council Minutes
2.4.Reports
2.4.1.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board;
2.4.2.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board;
2.5.Back to Open Session
3.Adoption of Agenda (6:00 p.m.)
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council meeting of November 8, 2021, with item
14.7.2 Staff Report RCP 21-25 being dealt with following item 10.1, be approved.
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 held on October 25, 2021, be approved.
7.Presentations
7.1.A+LiNK Architecture Inc. Re: Splash Pad
Alicia Lesniak, Designer, Intern Architect, B. Arch, B.E.S., A+LiNK Architecture Inc.
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receives the presentation from Alicia Lesniak of A+LiNK Architecture
Inc. regarding the splash pad, as information.
8.Public Meetings
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council move into the Committee of Adjustment to hear applications for Minor
Variance at ___ p.m.
8.1.Application for Minor Variance A 22-21 (McLaughlin)
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT the Committee of Adjustment approve Application File A22-21, submitted by
Edwin and Maureen McLaughlin, for lands described as Part Lots 3, 4 & 5,
Concession 5, North Talbot Road, Part 7 41R-10104, municipally known as 1701
Highway 3, Town of Tillsonburg, as it relates to:
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Permission to construct two residential accessory buildings, being 125.4 m2
(1,350 ft2) and 117 m2 (1,259.4 ft2) in size, and a covered patio, 76.37 m2
(822.12 ft2) in size;
1.
Subject to the following conditions:
A building permit for the proposed accessory structures shall be issued
within one year of the date of the Committee's decision;
i.
That the proposed structures shall be located in a manner in-keeping with
that illustrated on Plate 3 of Staff Report CP 2021-381.
ii.
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT Council move out of the Committee of Adjustment and move back into regular
Council session at ___ p.m.
9.Planning Reports
10.Delegations
10.1.Tillsonburg BIA Re: 2022 BIA Memorandum of Understanding
Mark Renaud, Executive Director, Tillsonburg BIA
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receive the delegation from Mark Renaud, Executive Director,
Tillsonburg Business Improvement Area, regarding the Memorandum of
Understanding with the Town, as information;
AND THAT this information be referred to item 14.7.2 staff report RCP 21-25, for
consideration.
10.2.South Central Ontario Region Economic Development Corporation Re: Annual
Partner Update
Kim Earls, Executive Director, SCOR EDC
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT Council receive the delegation from Kim Earls, Executive Director, SCOR
EDC, regarding the South Central Ontario Region Economic Development
Corporation Annual Partner Update, as information.
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11.Deputation(s) on Committee Reports
12.COVID-19
13.Information Items
13.1.Solicitor General Re: Community Safety and Well-being (CSWB) PLan
Proposed Resolution #10
Moved By: ________________
Seconded By: ________________
THAT Council receives the correspondence from the Solicitor General dated
October 26, 2021, as information.
14.Staff Reports
14.1.Chief Administrative Officer
14.2.Corporate Services
14.2.1.CS 21-25 Human Resource Policies
Proposed Resolution #11
Moved By: ________________
Seconded By: ________________
THAT the following policies be received for information:
Vacation Time and Pay Policy•
Hours of Work and Overtime•
Dress Code Policy•
Workplace Anti-Violence Policy•
Requested Educational Assistance Policy•
14.2.2.CS 21-32 Service provider for the 2022 Municipal Election
Proposed Resolution #12
Moved By: ________________
Seconded By: ________________
THAT report CS 21-32 regarding the service provider for the 2022
Municipal Election be received for information.
14.2.3.CS 21-33 Communications Strategy
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Proposed Resolution #13
Moved By: ________________
Seconded By: ________________
THAT the Communications Strategy be adopted.
14.2.4.CS 21-34 Ontario Heritage Act Processes
Proposed Resolution #14
Moved By: ________________
Seconded By: ________________
THAT Council receives report CS 21-34 Ontario Heritage Act Processes,
as information.
14.3.Economic Development
14.4.Finance
14.4.1.FIN 21-30 Commercial Banking Services
Proposed Resolution #15
Moved By: ________________
Seconded By: ________________
THAT Council receives report FIN 21-30 Commercial Banking Services;
AND THAT the purchasing process be foregone pursuant to the Town’s
Purchasing Policy 5-006, section 6. b);
AND THAT Council approves TD Commercial Banking as the Town’s
supplier of commercial banking services;
AND THAT a By-Law authorizing an agreement between The Corporation
of the Town of Tillsonburg and the Toronto-Dominion Bank for the provision
of banking services be brought forward for Council consideration at the
next regularly scheduled Council meeting.
14.4.2.FIN 21-31 HST Audit Refund Proceeds
Proposed Resolution #16
Moved By: ________________
Seconded By: ________________
THAT Council receives report FIN 21-31 HST Audit Refund Proceeds as
information;
AND THAT the Town portion of the HST audit refund proceeds totaling
$76,345.72 be contributed to the Tax Rate Stabilization Reserve in the
amount of $50,849.62 and the Asset Management Funding Reserve in the
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amount of $25,496.09.
14.5.Fire and Emergency Services
14.6.Operations and Development
14.7.Recreation, Culture and Parks
14.7.1.RCP 21-28 Rogers Home Town Hockey Event
Proposed Resolution #17
Moved By: ________________
Seconded By: ________________
THAT report RCP 21-28 Rogers Home Town Hockey Event – November
20-22, 2021, be received as information;
AND THAT Council authorize the use of existing 2021 funding in the RCP
Operating Budget - Community Events, for the intended purpose of
supporting the Home Town Hockey Event requirements as outlined within
the Rogers Letter of Agreement (LOA);
AND THAT the Mayor and Clerk be authorized to execute the LOA with
Rogers Media.
14.7.2.RCP 21-25 Downtown Tillsonburg BIA – 2022 Memorandum of
Understanding
Proposed Resolution #18
Moved By: ________________
Seconded By: ________________
THAT report RCP 21-25 Downtown Tillsonburg BIA - 2022 Memorandum
of Understanding be received as information; and
AND THAT Council approve the proposed 2022 BIA Memorandum of
Understanding (MOU) as outlined within this report; and
AND THAT an amount of $155,747.00 that represents the proposed BIA
Gross Budget to be levied in 2022 be paid in four (4) equal installments to
the BIA, as defined; and
AND THAT the amount requested for the 2022 MOU be deferred to the
2022 budget deliberations; and
AND THAT the Mayor and Clerk be authorized to execute the Agreement
on behalf of the Corporation upon final budget approval.
15.New Business
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16.Consideration of Committee Minutes
16.1.Committee Minutes
Proposed Resolution #19
Moved By: ________________
Seconded By: ________________
THAT Council recieves the Physician Recruitment and Retention Advisory
Committee minutes dated September 7, 2021, the Cultural, Heritage and Special
Awards Advisory Committee minutes dated Setpember 8, 2021, and the Boundary
Adjustment Advisory Committee minutes dated October 19, 2021, the Museum
Advisory Committee minutes dated October 28, 2021, the Recreation and Sports
Advisory Committee minutes dated October 29, 2021, the Tillsonburg 150 Advisory
Committee minutes dated November 2, 2021, the Tillsoburg Dog Park Advisory
Committee minutes dated November 2, 2021 and the Tillsonburg Transit Advisory
Committee minutes dated November 2, 2021, as information.
16.2.Long Point Region Conservation Authority Board of Director Minutes
Proposed Resolution #20
Moved By: ________________
Seconded By: ________________
THAT Council recieves the Long Point Region Conservation Authority Board of
Director minutes dated October 6, 2021, as information.
17.Motions/Notice of Motions
Proposed Resolution #21
Moved By: Councillor Esseltine
Seconded By: ________________
THAT the Culture, Heritage and Special Awards Committee recommends to Council that the
tree-lined Broadway street entrance to downtown Tillsonburg from Concession Street in the
North to Venison Street in the south, bordered by stately, heritage homes and age-old trees,
be listed as a Heritage Conservation District in the town’s Municipal Register of Heritage
Properties. The mid Broadway stretch of unique century homes and surrounding trees
continues to welcome residents and visitors to both our town and our downtown in a grand
way.
AND FURTHER that once this motion is approved, staff be directed to communicate this
information to owners of homes whose addresses are included in this listing, as well as to
residents of the Town of Tillsonburg, as a new initiative to recognize and promote heritage
properties in our town. This is a timely initiative to which the Heritage, Culture and Special
Awards Committee has committed, as we approach the 150th Anniversary of the
incorporation of the town.
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18.Resolutions/Resolutions Resulting from Closed Session
19.By-Laws
20.Confirm Proceedings By-law
Proposed Resolution #22
Moved By: ________________
Seconded By: ________________
THAT By-Law 2021-115, to Confirm the Proceedings of the Council meeting held on
November 8, 2021, 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.
21.Items of Public Interest
22.Adjournment
Proposed Resolution #23
Moved By: ________________
Seconded By: ________________
THAT the Council meeting of November 8, 2021 be adjourned at ___ p.m.
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1
The Corporation of the Town of Tillsonburg
Council Meeting
MINUTES
Monday, October 25, 2021
6:00 PM
Electronic Meeting
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Staff: Kyle Pratt, Chief Administrative Officer
Michelle Smibert, Director of Corporate Services/Clerk
Sheena Pawliwec, Director of Finance/Treasurer
Renato Pullia, Interim Director of Finance/Treasurer
Shane Caskanette, Fire Chief
Chris Baird, Director of Recreation, Culture and Parks
Carlos Reyes, Director of Operations and Development
Cephas Panschow, Development Commissioner
Amelia Jaggard, Deputy Clerk
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 6:00 p.m.
2. Closed Session
3. Adoption of Agenda
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2
Resolution # 2021-441
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT the Agenda as prepared for the Council meeting of October 25, 2021, with
item 8.1 Application for Zone Change ZN 7-21-13 being dealt with following item
7.1, and with item 14.1.1 staff report CAO 21-13 being dealt with following item
7.2, and with item 14.7.1 Staff Report RCP 21-26 being dealt with following item
10.1, be approved.
Carried
4. Moment of Silence
5. Disclosures of Pecuniary Interest and the General Nature Thereof
Councillor Rosehart declared pecuniary interest on the following item:
1. Item 10.2 in open session (Tillsonburg BIA Request to extend patio program)
with the reason being that her son owns a restaurant that currently operates a
patio and has an interest in this item.
No other disclosures of pecuniary interest were declared.
6. Adoption of Council Minutes of Previous Meeting
Resolution # 2021-442
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT the minutes of the Council meeting held on October 12, 2021, be
approved.
Carried
7. Presentations
7.1 Royal Canadian Legion Branch 153 - 2021 Poppy Campaign
Don Burton appeared before Council to provide information regarding the
2021 Poppy Campaign which will run from October 29 to November 11.
Those wishing to make a donation this year can send an e -transfer to the
Royal Canadian Legion Branch #153 at branch153poppy@yahoo.com
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The Legion will confirm if the silent walk will be held. A service will be held
at the Cenotaph beginning at 10:45 a.m. The Cenotaph service will be
streamed live on the Town of Tillsonburg Facebook.
The Legion is still in need of volunteers to assist with the 2021 Poppy
Campaign. Please contact the Legion at 519-842-5281 if you are
interested in volunteering.
Resolution # 2021-443
Moved By: Deputy Mayor Beres
Seconded By: Councillor Parker
THAT Council receive the presentation by Don Burton regarding the 2021
Poppy Campaign, as information.
Carried
Item 8.1 was dealt with next.
7.2 Fabrik Architects Re: Town Hall Space Needs Study
Haley Gamble, Fabrik Architects, appeared before Council to provide an
overview of the Town Hall Space Needs Study.
Opportunity was provided for comments and questions from Council.
Resolution # 2021-445
Moved By: Councillor Parker
Seconded By: Councillor Luciani
THAT the presentation from Fabrik Architects regarding Town Hall Space
Needs Study be received as information;
AND THAT this information be referred to item 14.1.1 staff report CAO 21-
13, for consideration.
Carried
Item 14.1.1 was dealt with next.
8. Public Meetings
8.1 Application for Zone Change ZN 7-21-13 (Town of Tillsonburg Non-
Profit Housing Corporation)
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Eric Gilbert, Senior Planner, Oxford County, appeared before Council to
provide an overview of the application. Staff recommend approval of the
application.
Opportunity was provided for comments and questions from Council.
Michael Clarkson and Ron Gasparetto, representatives of the Town of
Tillsonburg Non-Profit Housing Corporation, were in attendance to provide
support for the application.
Mr. Clarkson noted that the Corporation has applied for funding through
the County of Oxford. The proposed building will cost approximately 3.4
million dollars which the Corporation will fund through multiple sources.
Mr. Gasparetto noted that the Corporation's mission has been to provide
affordable housing to seniors but that there is potential in the future to
support other age groups.
Richard Martin, 35 Victoria Street, was in attendance to speak in favour of
the application. Mr. Martin commented on the contents of the application
and noted that the legal property lines between the subject property and
neighbouring properties need to be reviewed.
Staff confirmed that LPRCA provided comment on the application
indicating a geotechnical report will need to be completed. The LPRCA
permit process will need to be completed prior to the Town issuing a
building permit.
No other members of the public appeared before Council either in support
or opposition to the application.
Resolution # 2021-444
Moved By: Councillor Esseltine
Seconded By: Deputy Mayor Beres
THAT Council approve the zone change application submitted by Town of
Tillsonburg Non-Profit Housing Corporation, whereby the lands described
as Lots 688, 690, Part Lots 687, 689, & 715, Plan 500, known municipally
as 31 Victoria Street are to be rezoned from ‘Minor Institutional Zone
(IN1)’ to ‘Special Low Density Residential Type 3 Zone (R3 -sp)’ to
facilitate the development of an affordable housing project consisting of 18
dwelling units.
Carried
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Item 7.2 was dealt with next.
9. Planning Reports
10. Delegations
10.1 Station Arts Centre Re: Memorandum of Understanding with Town
Gal Connor, President, Station Arts Centre, appeared before Council to
provide an update from the Station Arts Centre and support fo r the
Memorandum of Understanding as proposed under agenda item 14.7.1
Staff Report RCP 21-26.
The Station Arts Centre is asking for a three year term commitment and
for an operational increase to $52,000 for 2022 and that 2023 and 2024
be indexed to inflation.
Resolution # 2021-447
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT Council receive the delegation from Gale Connor, President of the
Station Arts Centre regarding the Memorandum of Understanding with the
Town, as information;
AND THAT this information be referred to item 14.7.1 staff report RCP 21-
26, for consideration.
Carried
Item 14.7.1 was dealt with next.
10.2 Tillsonburg BIA Re: Request to extend patio program
Mark Renaud, Executive Director, Tillsonburg BIA, appeared before
Council to present a resolution of the Tillsonburg BIA Board of Directors
requesting an extension to the current pop-up patio program until a
permanent patio program is in place.
It was asked if the BIA's patio furniture will remain throughout the win ter.
Mr. Renaud noted there are challenges related to snow removal but that
some benches will remain.
Staff confirmed the current pop-up patio program is set to expire
November 1, 2021.
Resolution # 2021-449
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Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT Council receive the delegation from Mark Renaud, Executive
Director of the Tillsonburg BIA regarding a request to extend the pop up
patio program, as information;
AND THAT the current pop up patio program in place be extended until a
permanent patio program is established;
AND THAT Staff be directed to report back to Council regarding the
establishment of a permanent patio program.
Carried
11. Deputation(s) on Committee Reports
11.1 RCP 21-21 Museum Advisory Committee Recommendation
Joan Weston, Chair, Museum Advisory Committee, appeared before
Council to speak to the Committee's recommendation. Ms. Weston
suggested Oxford County Archives could be utilized.
Staff noted that tax rolls are permanent records and that alternate storage
options would need to be investigated.
Resolution # 2021-450
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT Council receives the Museum Advisory Committee’s
recommendation requesting the removal of municipal records stored at the
museum no later than December 31, 2021, as information;
AND THAT the Clerk be directed to explore an option for the removal of
the records from the Museum and report back to Council with options.
Carried
12. COVID-19
It was asked if the recent announcement from the Province regarding capacity
limits would impact operations at the Community Centre with respect to dressing
room availability and entering the premise. Staff noted that the information is
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being reviewed and that Council and the public will be updated on the subject
tomorrow.
13. Information Items
13.1 Economic Developers Council of Ontario Re: Top Ten Award
Recipient Cephas Panschow, Development Commissioner
13.2 Ministry of Finance Re: Ontario Municipal Partnership Fund (OMPF)
Council congratulated Development Commissioner Cephas Panschow for
being recognized by the Economic Developers Council of Ontario with a
top ten award.
Resolution # 2021-451
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives the correspondence from the Economic
Developers Council of Ontario dated October 12, 2021, and the
correspondence from the Ministry of Finance dated October 21, 2021, as
information.
Carried
14. Staff Reports
14.1 Chief Administrative Officer
14.1.1 CAO 21-13 Updated Town Hall Space Needs Study
Staff confirmed the next step would be to complete a Site
Feasibility Analysis and Space Design for each of the three
proposed locations following which the Town Hall Steering
Committee will make a recommendation to Council.
The committee will consider the operations space needs study.
It was asked if Council will see the results for all three proposed
locations.
Staff noted that the modernization funding will be finalized by the
Province by January 31, 2022.
Resolution # 2021-446
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Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives report CAO 21-13 Updated Town Hall
Space Needs Study;
AND THAT the updated Tillsonburg Town Hall Space Needs
Review as prepared by Fabrik Architects be used as a guiding
document for the next phase of the process; namely, the
preparation of a Site Feasibility Analysis and Space Design options
in conjunction with the Town Hall Steering Committee.
Carried
Item 10.1 was dealt with next.
14.2 Corporate Services
14.2.1 CS 21-29 COVID-19 Workplace Vaccination Policy
Staff noted that in Oxford County both the County and the
Township of Zorra have adopted this policy.
If approved, staff would need to develop guidelines and procedures
which would provide timelines for implementation.
There was discussion regarding the definition of "fully vaccinated."
It was asked if the Town is eligible for the Provincial Antigen
Screening Program funding.
It was suggested that the Town should support both vaccinated and
unvaccinated staff and that the Town should cover the cost of rapid
antigen testing and have the provision for self collection.
There was discussion regarding privacy and the Town's obligation
to protect personal health information.
Resolution # 2021-452
Moved By: Councillor Parker
Seconded By: Councillor Luciani
THAT the attached COVID-19 Workplace Vaccination Policy be
adopted;
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AND THAT the Town cover the costs of employee rapid antigen
COVID testing as required with manager approval until January 31,
2022.
Carried
14.2.2 CS 21-30 2022 Council Meeting Calendar
Resolution # 2021-453
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT the recommendation as included in staff report CS 21 -30 be
approved.
Carried
14.2.3 CS 21-31 Local Government Week October 18 to 22, 2021
Resolution # 2021-454
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council receives report CS 21-31 Local Government Week
October 18 to 22, 2021, as information.
Carried
14.3 Economic Development
14.3.1 EDM 21-29 Offer to Purchase - Lot 3B, Van Norman Innovation
Park
Resolution # 2021-455
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT Council receives report EDM 21-29 Offer to Purchase – Lot
3B, Van Norman Innovation Park;
AND THAT a By-Law be brought forward to authorize the Mayor
and Clerk to enter into an agreement of purchase and sale with
1677123 Ontario Inc for the property described part of Lot 3 in the
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Van Norman Innovation Park and to be described by a new
reference plan.
Carried
14.4 Finance
14.5 Fire and Emergency Services
14.6 Operations and Development
14.6.1 OPD 21-44 Animal Licencing Service Review
Resolution # 2021-456
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT report OPD 21-44 Animal Licencing Service Review, be
received as information;
AND THAT the Town’s animal licencing program is amended to
remove cat licencing starting in 2022 (Option 3);
AND THAT the current Animal Control By-Law and Rates and Fees
By-Law be amended to remove the requirement to licence cats
starting in 2022 (Option 3);
AND THAT Staff be directed to bring a report to Council in 2023
regarding the status of options and cancellation of the dog licencing
program for 2024 (Option 3).
Carried
14.6.2 OPD 21-47 Building Inspector Appointment
Resolution # 2021-457
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT report OPD 21-47 Building Inspector Appointment, be
received as information;
AND THAT a By-Law to appoint Justin White as a Building Official
for the Town of Tillsonburg be brought forward for Council
consideration.
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Carried
14.6.3 OPD 21-48 Hangar Land Lease Agreement Taxiway C1-4
Resolution # 2021-458
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT report OPD 21-48 Hangar Land Lease Agreement Taxiway
C1-4 be received as information;
AND THAT Council authorizes the Mayor and the Clerk to sign the
attached agreement to terminate the existing lease agreement for
this hangar;
AND THAT a By-Law to execute a new Land Lease Agreement for
Taxiway C1-4 with 1467246 Ontario Inc and to repeal By-Law
3134, 3635 and 3746, be brought forward for Council's
consideration.
Carried
14.6.4 OPD 21-49 Hangar Land Lease Agreement Taxiway G2-6
Resolution # 2021-459
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT report OPD 21-49 Hangar Land Lease Agreement Taxiway
G2-6 be received as information;
AND THAT Council authorizes the Mayor and the Clerk to sign the
attached agreement to terminate the existing lease agreement for
this hangar;
AND THAT a By-Law to execute a new Land Lease Agreement for
Taxiway G2-6 with 1467246 Ontario Inc and to repeal By-Law
3374, be brought forward for Council's consideration.
Carried
14.6.5 OPD 21-50 Urban County Road Maintenance Agreement
Amendment
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Staff confirmed that funding will cover the cost of the work.
It was asked if the removal of debris and dead animal pickup is
included within the agreement.
Resolution # 2021-460
Moved By: Deputy Mayor Beres
Seconded By: Councillor Parker
THAT report OPD 21-50 Urban County Road Maintenance
Agreement Amendment be received as information;
AND THAT the Chief Administrative Officer and Director of
Operations and Development be authorized to execute the Urban
County Road Maintenance Agreement Amendment dated October
5, 2021 to include County Road 20 (North Street) within Town limits
as part of this agreement to be effective January 1, 2022.
Carried
14.7 Recreation, Culture and Parks
14.7.1 RCP 21-26 Station Arts - 2022-2024 Memorandum of
Understanding
There was discussion about including this item as part of the 2022
budget deliberations.
Staff confirmed the current MOU ends December 31, 2021.
Resolution # 2021-448
Moved By: Councillor Parker
Seconded By: Councillor Luciani
THAT report RCP 21-26 Station Arts 2022 - 2024 Memorandum of
Understanding be received as information and referred to the 2022
budget deliberations.
Carried
14.7.2 RCP 21-27 Award of Community Centre Concession Lease
2021-2024
Staff noted the contract is the same as used in previous years.
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Staff noted that basic cleaning and maintenance is the
responsibility of the contractor. Any work beyond general
maintenance would be the Town's responsibility.
Resolution # 2021-461
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT report RCP 21-27 Award of Community Centre Concession
Lease 2021-2024, be received as information; and
THAT Council approve the proposal as submitted by Beres
Butchery & Catering Inc. for the term of November 1, 2021 through
April 30, 2024, at an annualized rate of $4,500 plus applicable
taxes; and
THAT the Mayor and Clerk be authorized to sign the new Lease
Agreement on behalf of the Corporation.
Carried
15. New Business
16. Consideration of Committee Minutes
16.1 Committee Minutes
There was discussion regarding the Tillsonburg 150 celebrations.
Resolution # 2021-462
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT Council receives the Boundary Adjustment Advisory Committee
minutes dated September 21, 2021, the Tillsonburg 150 Advisory
Committee minutes dated October 5 and October 19, 2021, the Town Hall
Advisory Committee minutes dated October 8, 2021, the Economic
Development Advisory Committee minutes dated October 12, 2021, the
Tillsonburg Dog Park Advisory Committee minutes dated October 12,
2021, the Cultural, Heritage and Special Awards Advisory Committee
minutes dated October 13, 2021, and the Recreation and Sports Advisory
Committee minutes dated October 13, 2021, and the Affordable and
Attainable Housing Advisory Committee minutes dated August 25 and
September 22, 2021, as information.
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Carried
17. Motions/Notice of Motions
There was discussion regarding requesting an information report from staff.
Moved By: Councillor Esseltine
Seconded By: Councillor Rosehart
THAT the Culture, Heritage and Special Awards Committee recommends to
Council that the tree-lined Broadway street entrance to downtown Tillsonburg
from Concession Street in the North to Venison Street in the south, bordered by
stately, heritage homes and age-old trees, be listed as a Heritage Conservation
District in the town’s Municipal Register of Heritage Properties. The mid
Broadway stretch of unique century homes and surrounding trees continues to
welcome residents and visitors to both our town and our downtown in a grand
way.
AND FURTHER that once this motion is approved, staff be directed to
communicate this information to owners of homes whose addresses are included
in this listing, as well as to residents of the Town of Tillsonburg, as a new
initiative to recognize and promote heritage properties in our town. This is a
timely initiative to which the Heritage, Culture and Special Awards Committee
has committed, as we approach the 150th Anniversary of the incorporation of the
town.
Resolution # 2021-463
Moved By: Councillor Luciani
Seconded By: Councillor Gilvesy
THAT the notice of motion regarding municipal heritage register be deferred and
that additional information be brought forward.
Carried
18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
19.1 By-Law 2021-109, to amend By-Law 3295 (ZN 7-21-13)
19.2 By-Law 2021-110, to authorize an agreement of purchase and sale
with 1677123 Ontario Inc
Page 22 of 259
15
19.3 By-Law 2021-111, to appoint a Building Inspector for the Town of
Tillsonburg
19.4 By-Law 2021-112, to execute a Land Lease Agreement with 1467246
Ontario Inc. and to repeal By-Laws 3134, 3635 and 3746
19.5 By-Law 2021-113, to execute a Land Lease Agreement with 1467246
Ontario Inc. and to repeal By-Law 3374
Resolution # 2021-464
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT By-Law 2021-109, to amend By-Law 3295 (ZN 7-21-13); and
By-Law 2021-110, to authorize an agreement of purchase and sale with
1677123 Ontario Inc; and
By-Law 2021-111, to appoint a Building Inspector for the Town of
Tillsonburg; and
By-Law 2021-112, to execute a Land Lease Agreement with 1467246
Ontario Inc. and to repeal By-Laws 3134, 3635 and 3746; and
By-Law 2021-113, to execute a Land Lease Agreement with 1467246
Ontario Inc. and to repeal By-Law 3374, 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. Confirm Proceedings By-law
Resolution # 2021-465
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT By-Law 2021-108, to Confirm the Proceedings of the Council meeting held
on October 25, 2021, be read for a first, second, third and final reading and that
the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
Carried
Page 23 of 259
16
21. Items of Public Interest
Staff noted that the Concession Street project has been delayed two weeks due
to weather conditions.
Joan Weston has been named the 2021 Citizen of the Year. Weston will be
presented with her award on November 9, 2021.
Tillsonburg will be a host community for Rogers Hometown Hockey to be held at
the Tillsonburg Community Centre November 20 to 22, 2021.
Upcoming Council meetings include:
Monday, November 1, 2021 at 4:30 p.m. for the purpose of holding public
meetings for planning applications.
Monday, November 8, 2021 at 6:00 p.m. regular meeting.
22. Adjournment
Resolution # 2021-466
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT the Council meeting of October 25, 2021 be adjourned at 10:00 p.m.
Carried
Page 24 of 259
OUR VISION TILLSONBURG SPLASH PAD
CONTEXT PLAN + SURROUNDINGS
Legend
Site Plan
Site
Memorial Park Parking
400m Radius Line
Car CirculationTillsonburg
Community Center
Spot Facilities
Natural Parks
Recreational 800m Radius Line
Pedestrian Circulation Lake Lisgar Waterpark
Playground
Summer Place
1
2
3
4
P5
6
Context Plan
View from north west corner of site (closer)
View from north west corner of site
View from south east corner of site
View from north east corner of site
Page 25 of 259
OUR VISION TILLSONBURG SPLASH PAD
BASE PLAN
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OUR VISION TILLSONBURG SPLASH PAD
Page 27 of 259
OUR VISION TILLSONBURG SPLASH PAD
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OUR VISION TILLSONBURG SPLASH PAD
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OUR VISION TILLSONBURG SPLASH PAD
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Community Planning
P. O. Box 1614, 21 Reeve Street
Woodstock Ontario N4S 7Y3
Phone: 519-539-9800 Fax: 519-421-4712
Web site: www.oxfordcounty.ca
Our File: A22-21
APPLICATION FOR PERMISSION
TO: Town of Tillsonburg Committee of Adjustment
MEETING: November 8, 2021
REPORT NUMBER: 2021-381
OWNERS: Edwin and Maureen McLaughlin
144775 Potters Road, Tillsonburg ON, N4G 4G7
REQUESTED PERMISSION:
Pursuant to Section 45(2) of the Planning Act, the applicants have applied for permission to
extend an existing legal non-conforming use to permit the construction of two residential
accessory buildings and a covered patio on the subject lands.
LOCATION:
The subject property is legally described as Part Lots 3, 4 & 5, Concession 5, North Talbot Road
and Part 7, Plan 41R-10104, in the Town of Tillsonburg. The subject lands are located on the
south side of Highway 3, lying between Bayham Drive and John Pound Road and are municipally
known as 1701 Highway 3, Tillsonburg.
BACKGROUND INFORMATION:
COUNTY OF OXFORD OFFICIAL PLAN:
Schedule ‘T-1’ Town of Tillsonburg Land Use Plan Industrial
Environmental Protection
TOWN OF TILLSONBURG ZONING BY-LAW :
Passive Use Open Space Zone (OS1) with LPRCA Regulation Limit
SURROUNDING USES:
Surrounding land uses are predominately comprised of wooded flood plain land as well as vacant
industrial lands to the north.
Page 31 of 259
File Number: A22-21 Report Number 2021-381
Page 2
(a) Purpose of the Application:
The applicants have applied for permission under Section 45(2) of the Planning Act to allow for
the extension of an existing legal non-conforming residential use, which will be comprised of two
residential accessory buildings and a covered patio. The subject lands contain an existing single
detached dwelling, as well as a private well and septic system.
It is proposed that the said residential accessory buildings will consist of a two car garage, 117
m2 (1,259.37 ft2) in size, as well as three car garage 125 m2 (1,345.5 ft2) in size, and a covered
patio, approximately 76 m2 (822 ft2) in size, based on measurements from the submitted site
sketch.
The applicants have requested permission to facilitate the proposed development as the subject
lands, which are considered to be legal non-conforming (as the residential use has been in
existence since approximately 1974), are located almost entirely within the Environmental
Protection designation and are zoned as ‘Passive Open Space Zone (OS1)’ in the Town Zoning
By-law, which does not allow for single detached dwellings. The subject lands are also located
entirely within the regulated flood plain area.
Plate 1, Location Map with Existing Zoning, shows the location of the subject property and the
zoning in the immediate vicinity.
Plate 2, Close-up of Subject Lands (2020 Aerial Photo), provides an aerial view of the existing
development on the subject lands.
Plate 3, Applicants’ Site Sketch, shows the location of the existing and proposed development on
the subject lands, as provided by the applicants.
(b) Agency Comments:
The application was circulated to a number of public agencies. As of the date this report was
written, no comments had been received from any of the public agencies circulated.
(c) Public Consultation:
Public Notice was mailed to surrounding property owners on October 19, 2021. To date no
comments of concern have been received from the public.
(d) Planning Review:
Section 45(2) of the Planning Act provides that the Committee of Adjustment may, where any
land, building or structure, on the day the by-law was passed, was lawfully used for a purpose
prohibited by the by-law, permit the enlargement or extension of the building or structure, if the
use that was made of the building or structure on the day the by-law was passed, continued until
the date of the application to the Committee, but no permission may be given to enlarge or extend
the building or structure beyond the limits of the land owned and used in connection therewith on
the day the by-law was passed.
Section 10.3.5 (Zoning By-law and Non-Conforming Uses) of the Official Plan states that the
Committee of Adjustment may permit the extension, enlargement or change of use of a legally
Page 32 of 259
File Number: A22-21 Report Number 2021-381
Page 3
established land use that does not conform to the Official Plan and the local area municipal Zoning
By-law. In evaluating such applications, the Committee shall consider the following criteria:
the use has been continuous from the day the Zoning By-law came into effect;
there will be no extension of the site or building beyond the limits of land owned and used
from the effective date of the By-law;
permission for the extension, enlargement or change in the non-conforming use is in
keeping with the general intent of the Official Plan and will not aggravate those aspects
of the use that do not conform to the Official Plan or Zoning By-law;
that existing municipal services such as water, sewers, stormwater management
facilities and roads will be adequate;
that there are adequate parking and loading facilities to accommodate the proposed use;
that the proposed extension, enlargement or change in use would include measures to
reduce nuisances, protect adjacent properties and improve the compatibility of the use
with surrounding areas; and,
that the extension, enlargement or change in use is necessary to avoid undue hardship
on the applicant, provided that all other criteria have been met, there are no negative
effects on environmental resources and the proposed use is more compatible than the
existing use relative to the relevant Official Plan policies.
In considering such applications for permission, the policies also state that the Committee of
Adjustment may attach such conditions as it deems appropriate to the approval of an application
within its jurisdiction to extend, enlarge or change a legal non-conforming use.
The majority of the subject lands are designated as Environmental Protection in the County’s
Official Plan. It is the intent of the Environmental Protection designation to ensure the long-term
protection, conservation and enhancement of designated Environmental Protection Areas and to
prohibit uses incompatible with this objective and to ensure that development permitted within or
adjacent to Environmental Protections Areas adheres to environmental planning principles. It is
also the intent of the Official Plan to require Environmental Impact Studies within or adjacent to
Environmental Protection Areas as part of the development review process to assess the
sensitivity of the area and its function and to ensure that possible development or site alteration
will not detrimentally impact the area. Permitted uses within the Environmental Protection
designation include minor additions to existing buildings developed and located on existing
cleared land in accordance with the Zoning By-law.
The applicants are proposing the construction of two new residential accessory structures and a
covered patio, which can be considered an extension of the existing legal non-conforming
residential use on the subject lands.
It is the opinion of the Planning office that this application complies with the criteria outlined in
Section 10.3.5 of the Official Plan. The existing dwelling has been located on the subject lands
since approximately 1974, and has continued to be used for residential purposes since that time
which is in keeping with the above-noted criteria outlined in the Official Plan. Further, it is noted
that the proposed development will be wholly located within the confines of the subject lands and
will be located within an area of the subject lands that has historically been manicured and
maintained with grass for the residential use and no natural features are present in the area of
the proposed development. Given this, an EIS was not required to facilitate the construction of
the two accessory structures and covered patio which will be in close proximity to the existing
dwelling and constructed upon maintained residential grassed areas.
Page 33 of 259
File Number: A22-21 Report Number 2021-381
Page 4
Overall, staff are satisfied that approval of the applicant’s request will have minimal impact on the
quality of the surrounding Environmental Protection features as the proposed development will
be located on lands that has historically been maintained as residential lawn and no comments
of concern were received from the Long Point Region Conservation Authority as part of the
agency circulation and it is noted that a permit from their office will be required prior to the
issuance of a building permit from the Town.
(f) Summary:
In light of the foregoing, it is the opinion of this Office that the applicants’ proposal can be given
favourable consideration. Staff are satisfied that the application complies with the criteria outlined
in Section 45(2) of the Planning Act and complies with the policy direction contained in Section
10.3.5 of the Official Plan respecting non-conforming uses.
RECOMMENDATION:
That the Town of Tillsonburg Committee of Adjustment approve Application File A22-21,
submitted by Edwin and Maureen McLaughlin, for lands described as Part Lots 3, 4 & 5,
Concession 5, North Talbot Road, Part 7 41R-10104, municipally known as 1701 Highway 3,
Town of Tillsonburg, as it relates to:
1. Permission to construct two residential accessory buildings, being 125.4 m2 (1,350 ft2) and
117 m2 (1,259.4 ft2) in size, and a covered patio, 76.37 m2 (822.12 ft2) in size;
Subject to the following conditions:
i. A building permit for the proposed accessory structures shall be issued within one
year of the date of the Committee's decision;
ii. That the proposed structures shall be located in a manner in-keeping with that
illustrated on Plate 3 of Report 2021-381.
Authored by: Heather St. Clair, MCIP, RPP, Development Planner
Approved for submission by: Eric Gilbert, MCIP, RPP, Senior Planner
Page 34 of 259
October 28, 2021
This map is a user generated static output from an Internet mapping site and
is for reference only. Data layers that appear on this map may or may not be
accurate, current, or otherwise reliable. This is not a plan of survey
Legend
4090
Notes
NAD_1983_UTM_Zone_17N
205 Meters
Zoning Floodlines
Regulation Limit
100 Year Flood Line
30 Metre Setback
Conservation Authority
Regulation Limit
Regulatory Flood And Fill Lines
Land Use Zoning (Displays
1:16000 to 1:500)
Plate 1 - Location Map with Existing Zoning
File No.: A22-21 - McLaughlin
Part Lots 3 & 4, Concession 5 NTR, Parts 1, 2, 3, 7, 8, 9 of 41R-10104, 1701 Highway 3, Town of Tillsonburg
Subject
Lands
Page 35 of 259
October 28, 2021
This map is a user generated static output from an Internet mapping site and
is for reference only. Data layers that appear on this map may or may not be
accurate, current, or otherwise reliable. This is not a plan of survey
Legend
1020
Notes
NAD_1983_UTM_Zone_17N
51 Meters
Zoning Floodlines
Regulation Limit
100 Year Flood Line
30 Metre Setback
Conservation Authority
Regulation Limit
Regulatory Flood And Fill Lines
Land Use Zoning (Displays
1:16000 to 1:500)
Plate 2 - Close-up of Subject Lands (2020 Aerial Photo)
File No.: A22-21 - McLaughlin
Part Lots 3 & 4, Concession 5 NTR, Parts 1, 2, 3, 7, 8, 9 of 41R-10104, 1701 Highway 3, Town of Tillsonburg
Subject
Lands
Page 36 of 259
Plate 3 - Applicants' Sketch File No.: A22-21 - McLaughlin Part Lots 3 & 4, Concession 5 NTR, Parts 1, 2, 3, 7, 8, 9 of 41R-10104, 1701 Highway 3, Town of TillsonburgPage 37 of 259
Page 38 of 259
Page 39 of 259
Page 40 of 259
Page 41 of 259
Delegation Request Form
Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of
Council.
Due to the ongoing COVID19 pandemic, physical attendance public will not be permitted into Council
Chambers. Proceedings will be web-streamed on the Town of Tillsonburg Website. Proceedings held on
the fourth Monday of the month will also be televised via Rogers TV.
Delegations take place near the beginning of the meeting and are allowed 15 minutes for their
presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow
for comments and questions from Council.
Any Information contained on this form will be made public through the publication of the agenda. Through
submission of a Delegation Request, individuals are agreeing to the release and inclusion of their personal
information within the public record. Applicants may request the removal of their personal contact
information when submitting this form. The request to remove personal contact information cannot be made
after agenda publication. Please note that all meetings occur in an open public forum and are regularly
recorded and televised.
Accessibility accommodations are available. Please make your request in advance.
Page 42 of 259
First Name *
Kim
Last Name *
Earls
Street Address *
4 Elm St
Town/City *
Tillsonburg
Postal Code *
N4G 0C4
Phone Number *
519-410-3365
E-mail *
project@scorregion.com
Subject *
Annual partner update
Name of Group or Person(s) being
represented (if applicable)
SCOR EDC
All Delegations are limited to fifteen (15)
minutes, including questions and answers. *
I acknowledge
Details of the nature of the business/purpose: *
Annual partner update from SCOR EDC for Tillsonburg Council.
Do you or any members of your party require
accessibility accommodations? *
Yes
No
Page 43 of 259
Will there be a Power Point presentation? *
Yes
No
Please attach a copy of your presentation.
I acknowledge that all presentation material
must be submitted to the Office of the Clerk by
4:30 p.m. the Wednesday before the Council
meeting date.
I accept
Page 44 of 259
Upon receipt and approval of a Delegation, full details on the process will be sent to all presenters. If you
have any questions please contact the Office of the Clerk at: clerks@tillsonburg.ca or 519-688-3009 ext.
4041
Personal information on this form is collected under the legal authority of the Municipal Act, as amended.
The information is collected and mainted for the purpose of creating records that are available to the
general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy
Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200
Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040.
Page 45 of 259
SCOR EDC
Partnership
Tillsonburg
2021
Page 46 of 259
Infrastructure
•Transportation
–SCOR EDC Board member on Ministry of Transportation Mayors Task Force –direct line to shaping
transportation across SWO
•Community Transportation
–Efficiencies in community transportation
–Cost savings –shared RFP for tech
–Mapping uploads to workforce planning boards
–Connecting to London and other larger centres for an overall coordinated inter-community transit system
•Rail
–Shortline rail –800+ jobs across the region
•Broadband
•Energy
–expansion of natural gas
2
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Southwest Community Transit
3
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Human Capital
4
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Sector Development
5
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Advocacy & Connecting
•25 Delegations and meetings with Cabinet Ministers
regarding issues specific to this region
•On-going communications with other levels of government
supporting regional and individual county efforts
•Collaborating with other organizations such as Elgin
Middlesex Oxford Workforce Planning and Development
Board
•Collaborations with WOWC in researching and
disseminating rural data
•12 Letters of support to other organizations resulting in
successful funding applications
6
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Partnership
7
Partnership creates immediate value but more
importantly cumulative value over time
equal say –1 in 5 vote at the Board table
Recognition and positive reputation as a region
Ability to tackle projects and issues that are larger in
scale than one municipality can take on individually
Small enough to reach consensus and move forward
on areas of focus
Ability to attract and leverage funding on a regional
scale
Page 52 of 259
We have accomplished a great deal as a five
county partnership …good neighbours
working together for the good of all!
Thank you!
do@scorregion.com
8
Page 53 of 259
Solicitor General Solliciteur général
Office of the Solicitor General
25 Grosvenor Street, 18th Floor
Toronto ON M7A 1Y6
Tel: 416 326-5000
Toll Free: 1-866-517-0571
SOLGEN.Correspondence@ontario.ca
Bureau du solliciteur général
25, rue Grosvenor, 18e étage
Toronto ON M7A 1Y6
Tél. : 416 326-5000
Sans frais : 1-866-517-0571
SOLGEN.Correspondence@ontario.ca
132-2021-2950
By email
October 26, 2021
Larry Martin
Warden
County of Oxford
21 Reeve Street P.O. Box 1614
Woodstock ON N4S 7Y3
lmartin@norwich.ca
Dear Warden Larry Martin:
Thank you for your correspondence and sharing the completed community safety and
well-being (CSWB) plan for the County of Oxford, including Blandford Blenheim, East
Zorra-Tavistock, Norwich, South-West Oxford, Zorra, Woodstock, Ingersoll, and
Tillsonburg.
The Safe & Well Oxford Communities demonstrates leadership and commitment to
proactively addressing crime and complex social issues facing your communities. To
this end, I would like to commend the joint efforts of all municipalities in the county,
including Blandford Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford,
Zorra, Woodstock, Ingersoll, Tillsonburg, and your multi-sectoral partners for your
collaborative efforts on the development of a comprehensive plan that will target local
priority risks such as mental health, affordable housing, substance misuse, and
addictions through the implementation of your identified programs and strategies. As
you know, it is by working together that we can truly make our communities safer and
healthier.
The positive impacts of CSWB planning are clear. Through this collaborative planning
process, communities can ensure better coordination between police services and
community partners, not only through crisis response, but through proactive programs
and strategies that address locally-identified risks and improve the social determinants
of health (e.g., education, housing, mental services). This type of planning can also lead
to improvements in service delivery across multiple sectors, benefitting everyone in the
community.
Further, by engaging in this holistic approach to CSWB planning, communities can
ensure that those in need receive the correct response by the appropriate service
provider in a timely manner. In so doing, this will alleviate the long-term reliance on the
criminal justice system and the financial burden of crime on society.
…/2
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Warden Larry Martin
Page 2
Throughout the implementation of your CSWB plan, it will be essential to measure
outcomes on an ongoing basis in order to determine progress on addressing local
priority risks. Over time, priorities may change as improvements are made to reduce
identified risks in the community. Therefore, it will be important to regularly monitor and
update your CSWB plan to ensure that the plan continues to be reflective of the needs
of the community.
As we move forward with CSWB planning in Ontario, I want to thank you for your
continued support and ongoing efforts in helping to build safer, stronger communities in
Ontario.
Sincerely,
Sylvia Jones
Solicitor General
c: His Worship Mark Peterson
Mayor
Township of Blandford-Blenheim
His Worship Donald McKay
Mayor
Township of East Zorra-Tavistock
His Worship David Mayberry
Mayor
Township of South-West Oxford
His Worship Marcus Ryan
Mayor
Township of Zorra
His Worship Trevor Birtch
Mayor
City of Woodstock
His Worship Ted Comiskey
Mayor
Town of Ingersoll
…/3
Page 55 of 259
Warden Larry Martin
Page 3
His Worship Stephen Molnar
Mayor
Town of Tillsonburg
Page 56 of 259
Page 1 of 3
Subject: Review of Corporate Policies
Report Number: CS 21-25
Department: Corporate Services Department
Submitted by: Michelle Smibert, Director of Corporate Services/Clerk
Meeting Type: Council Meeting
Meeting Date: Monday, September 27, 2021
RECOMMENDATION
THAT the following policies be received for information:
Vacation Time and Pay Policy
Hours of Work and Overtime
Dress Code Policy
Workplace Anti-Violence Policy
Requested Educational Assistance Policy
BACKGROUND
Policies are an important tool for municipalities to ensure consistency in practices while
meeting required legislation. Policy development is conducted differently across the
municipal sector.
DISCUSSION
The past practice of the Town has included the review of Human Resource and other
Corporate Policies by the Senior Leadership Team which are then approved at that
level.
Staff feel that it is important for Council to review the policies as they are drafted and
reviewed by the managers as the governing body should be aware and have an
understanding of the policies in place within the Corporation.
Page 57 of 259
CS 21-25
Page 2 of 3
One of the goals identified for the CAO is the timely review of policies and as such,
Human Resources as well as the management team have been reviewing and drafting
policies for your review and feedback.
These are the policies that are currently before Council and staff will continue to identify
other policies to be reviewed or that need to be updated based on cha nging conditions
or as legislation changes. When policies are reviewed, staff undertakes a review of not
only the current practice in Tillsonburg but also best practices across the sector.
Dress Code Policy – this is a new policy to provide some guidelines of acceptable work
attire while taking into consideration any health and safety requirements. Many
municipalities do have a dress code policy.
Hours of Work and Overtime – this policy was first adopted in 2010 and has been
reviewed and revised in 2019 and most recently this spring of 2020. The lasted change
included the addition of an alternative work arrangement clause that would need to be
approved by the manager.
Vacation Time and Pay- this policy was first adopted in 2010 and was reviewed in 2020
with amendments being made in 2014. The changes in the most recent edition include
wording about the minimum vacation to be taken by an employee in a calendar year to
ensure that they use their vacation entitlement. We also wanted to put wording in the
policy to authorize the CAO to approve case payment of vacation provided the budget
allows for such monies to be paid.
Workplace Anti-Violence, Harassment and Sexual Harassment – this a policy that is
mandatory as prescribed by Workplace Health and Safety. This policy and policy
statement should be reviewed on an annual basis. This latest edition includes some
minor edits and some formatting.
Requested Educational Assistance Policy – this is a new policy that helps provide
parameters for financial assistance for those employees who want to further their
education while working with the Town. An example would be the MPA program
(Masters of Public Administration).
Staff will continue to review and will provide updated policies to Council for your review.
CONSULTATION
SLT, Management, All Staff.
FINANCIAL IMPACT/FUNDING SOURCE
N/A
Page 58 of 259
CS 21-25
Page 3 of 3
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Having policies that provide consistent direction and opportunities for team members to
invest in their career and are properly compensated help with employee satisfaction
which increases productivity within the Corporation.
ATTACHMENTS
Appendix A – Management Compensation Policy, Vacation Time and Pay, Workplace
Anti-Violence, Hours of Work and Overtime, Dress Code, Requested Educational
Assistance
Page 59 of 259
HR-002 – Vacation Time and Pay Page 1 of 3
ADMINISTRATION
Policy #: HR-002 Vacation Time and Pay
Approval Date: October 2010
Approval Authority: Council
Effective Date: October 2010
Next Scheduled Review Year:
Department: Human Resources
Last reviewed: June 2020
Revision Date/s: October 2014
Schedules:
Policy Statement:
All Town employees are entitled to vacation time and/or pay, in accordance with the
Employment Standards Act, 2000.
Purpose:
The purpose of this policy is to clearly define vacation entitlements and the procedure
for requesting vacation time.
Scope:
This policy applies to all non-union employees.
Definition:
Full Time Employees
For purposes of this Policy, Full-time employees may be either salaried or hourly
employees who are regularly scheduled to work at least thirty-five (35) hours per week.
Part Time Employees
For purposes of this Policy, Part-time employees are those who are regularly scheduled
to work up to twenty (20) hours per week.
Fixed Contract and Student Employees
For purposes of this Policy, Fixed Contract and Student employees shall be treated the
same as Part Time employees.
Page 60 of 259
HR-002 – Vacation Time and Pay Page 2 of 3
Vacation Entitlement:
Vacation entitlement (pay and time) does not accrue during unpaid leaves of abs ence;
however in no case will you receive less than your minimum statutory entitlement to
unpaid vacation time.
1. Full Time Employees
1.1 All vacation and vacation pay shall be based on the employee’s anniversary
date, and, generally, must be earned in advance. Full-time employees shall be
eligible for paid vacation time off in accordance with the following:
Years of Complete Eligible
Service
Paid Vacation Time
Upon initial eligibility (12 mos.) Two (2) weeks
4 years Three (3) weeks
10 years Four (4) weeks
18 years Five (5) weeks
25 years Six (6) weeks
In addition, Full-time employees shall be entitled to a single floating vacation day, with
pay at the employee’s regular straight time rate of pay, in each calendar year.
2. Part Time Employees
2.1 All Part-time and Fixed Contract employees shall be eligible for vacation
time and vacation pay in accordance with Ontario’s minimum employment
standards legislation. Time taken off for vacation will be unpaid and vacation
pay will be paid bi-weekly in accordance with the Town’s customary payroll
practice.
Procedure:
1. Scheduling Vacation Time
1.1 To schedule vacation, employees must submit their request for vacation
through DayforceHCM on or before the deadline given by their Director or
Manager of each year.
1.2 Upon management’s approval, vacation time may be requested in fifteen
(15), thirty (30), sixty (60) minute intervals, as well as daily and weekly
intervals.
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HR-002 – Vacation Time and Pay Page 3 of 3
1.3 The manager/supervisor will approve or deny the vacation request based
on the Town's operational requirements. A request for vacation of longer
than two (2) weeks will also require the approval of the Director.
1.4 Managers/supervisors have the ability to schedule vacation for an
employee.
2. General
2.1 Vacation must be taken as time off. No cash payment in lieu of vacation will
be made, unless authorized by the Chief Administrative Officer.
2.2 Generally, vacation days may not be taken in advance of being credited. If
an employee requires vacation days prior to being credited with sufficient
days, that employee may request in writing to their manager and, at the
discretion of the Town, may be granted the vacation days requested up to a
maximum of five (5) days.
2.3 All employees employed by the Town for less than five (5) years are
required to take two (2) weeks of vacation each calendar year. Employees
employed by the Town five (5) years or more are required to take three (3)
weeks of vacation each calendar year.
2.4 Vacation of up to one (1) week may be carried over into the employee's
next vacation year, if approved by the respective Director. All vacation time
above and beyond one (1) week on December 31 of each year will be
removed from the employee’s vacation balance.
2.5 When a public holiday occurs during an employee's vacation, the Town
shall substitute another day that would ordinarily be a working day for the
employee to take off work for which the employee will be paid public holiday
pay as if the substituted day were a public holiday.
Reference Materials:
Employment Standards Act, 2000
Page 62 of 259
Policy Number Page 1 of 9
ADMINISTRATION
Policy #: HR – 036 Workplace Anti-Violence, Harassment and Sexual Harassment
Approval Date: February 2019
Approval Authority: Senior Leadership Team
Effective Date: February 2019
Next Scheduled Review Year: 2022
Department: Human Resources
Last reviewed:
Revision Date/s: August 2019, September 2019, January 2020,
Policy Statement:
The Town of Tillsonburg is dedicated to providing a workplace where everyone is treated with
respect, dignity, fairness and sensitivity. The Town of Tillsonburg is committed to providing a safe
and healthy work environment, free from violence, threats of violence, discrimination, harassment,
sexual harassment, intimidation, and any other misconduct.
Workplace violence and harassment is unacceptable from any person in the workplace including
customers, clients, employers, supervisors, workers, and the general public. Everyone in the
workplace is responsible for preventing workplace violence and harassment. Managers,
supervisors and workers are expected to uphold this policy and will be held accountable for their
actions.
There is a workplace violence and harassment program within this policy. It includes measures
and procedures to protect workers from workplace violence and harassment; a means of
summoning immediate assistance and a process for workers to report incidents, or raise concerns.
The Town of Tillsonburg as the Employer will ensure that this policy is implemented and
maintained and that all workers and supervisors have the appropriate information and instruction
to protect themselves from all aspects of workplace violence and harassment.
Supervisors will adhere to this policy and are responsible for ensuring that measures and
procedures are followed by workers and that workers have the information and instruction to
protect themselves.
Every worker must work in compliance with this policy and all workers are encouraged to raise
any concerns about workplace violence and harassment and to report any violent or harassing
incidents or threats.
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HR - 036 Page 2 of 9
Management, with the assistance of Human Resources will investigate all incidents, complaints
and concerns of workplace violence and harassment in a timely and fair manner while respecting
the privacy of all concerned to the extent possible.
The Town of Tillsonburg will therefore make every reasonable effort to identify all potential sources
of such risk to eliminate or minimize them through our workplace violence and harassment
prevention program.
Signed, this DATE day of MONTH, 2021.
___________________________
Kyle Pratt
Chief Administrative Officer
Purpose:
The Town of Tillsonburg is committed to preventing workplace violence and harassment. This
policy defines behaviour that constitutes workplace violence and harassment, and explains
procedures for reporting and resolving incidents.
Town of Tillsonburg will not tolerate any form of harassment or discrimination against job
candidates and employees on any grounds listed in the definitions for violence and harassment,
whether during the hiring process or during employment. This commitment applies to such a reas
as training, performance assessment, promotions, transfers, layoffs, remuneration, and all other
employment practices and working conditions.
Scope:
This policy applies to all individuals working for the organization, including front -line employees,
temporary employees, contract service providers, contractors, all supervisory personnel,
managers, officers, and directors. The organization will not tolerate violence or harassment,
whether engaged in by fellow employees, managers, officers, directors, or contract service
providers of the organization.
All Town of Tillsonburg employees are personally accountable and responsible for enforcing this
policy and must make every effort to prevent discrimination or harassing behaviour and to
intervene immediately if they observe a problem or if a problem is reported to them.
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HR - 036 Page 3 of 9
Definitions:
Workplace violence:
The exercise of physical force by a person against a worker, in a workplace, that
causes or could cause physical injury to the worker,
An attempt to exercise physical force against a worker, in a workplace, that could
cause physical injury to the worker
A statement or behaviour that it is reasonable for a worker to interpret as a threat to
exercise physical force against the worker, in a workplace, that could cause physical
injury to the worker
This may include:
Verbally threatening to attack a worker;
Leaving threatening notes at or sending threatening e -mails to a workplace;
Shaking a fist in a worker’s face;
Wielding a weapon at work;
Hitting or trying to hit a worker;
Throwing an object at a worker;
Sexual violence against a worker;
Kicking an object the worker is standing on such as a ladder; or
Trying to run down a worker using a vehicle or equipment such as a forklift
Domestic violence: a person who has a personal relationship with a worker—such as a spouse
or former spouse, current or former intimate partner or a family member —may physically harm,
or attempt or threaten to physically harm, that worker at work. In these situations, domes tic
violence is considered workplace violence.
Workplace Harassment:
Engaging in a course of vexatious comment or conduct against a worker in a
workplace that is known or ought reasonably to be known to be unwelcome, or
Workplace sexual harassment
This may include:
Making remarks, jokes or innuendos that demean, ridicule, intimidate, belittle, or
offend;
Displaying or circulating offensive pictures or materials in print or electronic form;
Bullying;
Repeated offensive or intimidating phone calls or e-mails; or
Workplace Sexual Harassment:
Engaging in a course of vexatious comment or conduct against a worker, in a
workplace because of sex, sexual orientation, gender identity or gender expression
where the course of comment or conduct is known or ought reasonably to be known to
be unwelcome, or
Page 65 of 259
HR - 036 Page 4 of 9
Making a sexual solicitation or advance where the person making it is in a position to
confer, grant or deny a benefit or advancement to the worker and the person knows or
ought reasonably to know the solicitation or advance is unwelcome
Workplace sexual harassment may include:
Asking questions, talking, or writing about sexual activities;
Rough or vulgar humour or language related to sexuality, sexual orientation or gender;
Displaying or circulating pornography, sexual images, or offensive sexual jokes in print
or electronic form;
Leering or inappropriate staring;
Invading personal space;
Unnecessary physical contact, including inappropriate touching;
Demanding hugs, dates, or sexual favours;
Making gender-related comments about someone’s physical characteristics,
mannerisms, or conformity to sex-role stereotypes;
Verbally abusing, threatening or taunting someone based on gender or sexual
orientation; or,
Threatening to penalize or otherwise punish a worker if they refuse a sexual advance.
Management Rights:
Counselling, performance appraisal, work assignment, and the implementation of
disciplinary actions are not forms of harassment, and this policy does not restrict a
manager’s or supervisor’s responsibilities in these areas.
Implementation Procedure:
1. Reporting Discrimination or Harassment
1.1 Informal Procedure
If you believe you have been personally harassed you may:
i. Confront the harasser personally or in writing pointing out the unwelcome
behaviour and requesting that it stop; or
ii. Discuss the situation with the harasser’s supervisor, your supervisor or any
other supervisor other than your own.
Any employee who feels discriminated against or harassed can and should, in all
confidence and without fear of reprisal, personally report the facts directly to their
supervisor or manager, another member of management (Director, CAO), the
Human Resources Department or other person designated by the employer if the
complaint relates to your direct supervisor or manager. Discussions of this nature
need to be documented.
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HR - 036 Page 5 of 9
1.2 Formal Procedure
If you believe you have been personally harassed, you may make a written
complaint. The written complaint must be delivered to the Manager of Human
Resources. Your complaint should include:
i. The approximate date and time of each incident you wish to report;
ii. The name of the person or persons involved in each incident;
iii. The name of any person or persons who witnessed each incident; and
iv. A full description of what occurred in each incident.
Formal complaints shall be investigated. The investigation process shall involve
interviews of the complainant, the respondent, and any witnesses named by either.
Generally, within fifteen (15) business days of the incident or notice thereof, the
individual responsible for the investigation shall investigate the incident and may
prepare a written report of the investigation findings. The complainant and the
respondent (if he or she is an employee of the Town) shall be informed in writing of
the results of a harassment investigation and of corrective action that has been taken
or will be taken as a result of the investigation.
2. Investigating Reports of Violence or Bullying
2.1 The Town of Tillsonburg shall:
i. Investigate all reported acts and incidents of violence, and consult with
other parties (e.g., legal counsel, health and safety consultants, JHSCs,
employee assistance provider, , local police services).
ii. Take all reasonable measures to eliminate or mitigate risks identified by
the incident.
iii. Document the incident, its investigation, and corrective action taken.
iv. Submit a report of the incident to the Workplace Safety and Insurance
Board (WSIB) where an employee incurs a lost time injury as a result of
violence in the workplace.
v. Review this policy and hazard assessment annually, or as changes to job
responsibilities or environments occur, and revise the assessment as
needed.
vi. Review annually, in conjunction with review of the hazard assessment, the
effectiveness of actions taken to minimize or eliminate workplace violence
and make improvements to procedures, as required.
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HR - 036 Page 6 of 9
2.2 The joint health and safety committees/safety representative will:
i. Review the Workplace Risk Assessment results and provide
recommendations to management to reduce or eliminate the risk of
violence.
ii. Participate in the investigation of critical injuries (e.g., incidents that place
life in jeopardy or result in substantial blood loss or fracture of leg or arm.)
iii. Recommend corrective measures for the improvement of the health and
safety of workers.
In addition, JHSCs may participate in the investigation of reported incidents
that result in personal injury or have the potential to result in injury.
3. Investigating Reports of Discrimination or Harassment
Once a written complaint has been received, the Town of Tillsonburg will complete a
thorough investigation.
Harassment should not be ignored, as silence can and often is interpreted as
acceptance. Employees will not be demoted, dismissed, disciplined, or denied a
promotion, advancement, or employment opportunities because they rejected sexual
advances or because they lodged a complaint when they honestly believed they were
being harassed or discriminated against.
Town of Tillsonburg will ensure that all information obtained during the course of an
investigation will not be disclosed, unless the disclosure is necessary for the purposes
of investigating or taking corrective action, or is otherwise required by law.
3.1 The investigation will include:
i. Informing the respondent of the complaint;
ii. Interviewing the complainant, any person involved in the incident, and any
identified witnesses; and
iii. Interviewing any other person who may have knowledge of the incidents
related to the complaint or any other similar incidents.
A copy of the complaint, detailing the complainant’s allegations, is then provided to
the respondent.
i. The respondent is invited to reply in writing to the complainant’s
allegations, and the reply will be made known to the complainant before the
investigation proceeds further.
ii. The Corporation will protect from unnecessary disclosure the details of the
incident being investigated and the identities of the complainant and the
respondent.
iii. During the investigation, the complainant and the respondent will be
interviewed, as will any possible witnesses. Statements from all parties
involved will be taken and documented, and a decision will be made.
iv. If necessary, the Corporation may employ outside assistance or request
the use of legal counsel.
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HR - 036 Page 7 of 9
v. Upon completion of the investigation, Town of Tillsonburg will inform both
the complainant and respondent in writing of the findings of the
investigation and any corrective action that has been or will be taken as a
result of the investigation.
vi. Where practical, the complainant and respondent will receive notification of
the results of the investigation within 15 days of the investigation being
completed.
If the complainant decides not to lay a formal complaint, senior management
and/or Human Resources may decide that a formal complaint is required
(based on the investigation of the incident) and will file such documents with
the person against whom the complaint is laid (the respondent).
If it is determined that harassment in any form has occurred, appropriate
disciplinary measures will be taken as soon as possible.
4. Seeking Immediate Assistance
Canada’s Criminal Code addresses violent acts, threats, and behaviours, such as
stalking. The police should be contacted immediately when an act of violence has
occurred in the workplace or when someone in the workplace is threatened with violence.
5. The Right to Refuse Unsafe Work
i. The right to refuse unsafe work is a legal right of every worker provided by
the Occupational Health and Safety Act. Town of Tillsonburg is committed to
ensuring a safe workplace.
ii. If you wish to pursue this right, please refer to the Work Refusal Policy.
6. Special Circumstances
Should an employee have a legal court order (e.g., a restraining order, or “no -contact”
order) against another individual, the employee is encouraged to notify his or her
supervisor, and to supply a copy of that order to the Human Resources department. This
will be required in instances where the employee strongly feels that the aggressor may
attempt to contact that employee at the Town of Tillsonburg, in direct violation of the court
order, so that the Town of Tillsonburg may take all reasonable actions to protect the
employee. Such information shall be kept confidential and protected in accordance with
all applicable legislation.
If any visitor to the Town of Tillsonburg workplace is seen with a weapon (or is known to
possess one), or makes a verbal threat or assault against an employee or another
individual, employee witnesses are required to immediately contact the police, emergency
response services, their immediate supervisor, and the Human Resources department.
All records of harassment and subsequent investigations are considered confidential and
will not be disclosed to anyone except to the extent required by law.
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HR - 036 Page 8 of 9
In cases where criminal proceedings are forthcoming, Town of Tillsonburg will assist
police agencies, lawyers, insurance companies, and courts to the fullest extent.
7. Fraudulent or Malicious Complaints
This Anti-violence, Harassment, and Sexual Harassment Policy must never be used to
bring fraudulent or malicious complaints against employees. It is important to realize that
unfounded or frivolous allegations of personal harassment may cause both the accused
person and the Corporation significant damage. If it is determined by the Corporation that
any employee has knowingly made false statements regarding an allegation of personal
harassment, immediate disciplinary action will be taken.
8. Disciplinary Measures
If it is determined by the Corporation that any employee has been involved in violent
behaviour, unacceptable conduct, or harassment of another employee, immediate
disciplinary action will be taken. Such disciplinary action may involve counselling, a formal
warning, or dismissal.
9. Record Keeping
Town of Tillsonburg will ensure that appropriate records of complaints and investigations
relating to workplace harassment and sexual harassment are kept, including:
A copy of the complaint or details about the incident;
A record of the investigation including notes;
A copy of the investigation report (if any);
A summary of the results of the investigation that was provided to the worker who
allegedly experienced the workplace harassment and the alleged harasser, if the
alleged harasser is a worker of the employer; and
A copy of any corrective action taken to address the complaint or incident of
workplace harassment.
10. Confidentiality
The Town of Tillsonburg will do everything it can to protect the privacy of the individuals
involved and to ensure that complainants and respondents are treated fairly and
respectfully. The Town of Tillsonburg will protect this privacy so long as doing so remains
consistent with the enforcement of this policy and adherence to the law. Neither the name
of the person reporting the facts nor the circumstances surrounding them will be disclosed
to anyone whatsoever, unless such disclosure is necessary for an investigation or
disciplinary action. Any disciplinary action will be determined by the Corporation and will
be proportional to the seriousness of the behaviour concerned.
Town of Tillsonburg will also provide appropriate assistance to any employee who is the
victim of violence, discrimination, or harassment.
Page 70 of 259
HR - 036 Page 9 of 9
11. References
Occupational Health and Safety Act Section 32.0.
REVISON HISTORY
DATE REVISION
# CHANGES MADE Approval
Jan
2019 0 Policy Introduced Jan 2019 SLT
Aug
2019 1 Revision to reporting of discrimination and harassment AA
Sept
2019 2 Updated CAO information AA
Jan
2020 3 Updated CAO information AA
June
2021 4 Updated CAO information, updated terminology
Page 71 of 259
HR-008 – Hours of Work and Overtime Page 1 of 4
Page 1 / 4 Hours of Work/Overtime Policy
ADMINISTRATION
Policy #: HR-008 Hours of Work and Overtime
Approval Date: October 2010
Approval Authority:
Effective Date: October 2010
Next Scheduled Review Year: 2024
Department: Human Resources
Last reviewed:
Revision Date/s: April 2019, May 2021
Schedules:
Purpose:
The following is intended to define the normal hours of work for Full-time and Part-time
employees. In describing the normal hours of work, the Town is expressly not providing
a guarantee to employees of either specific hours of work or the number of hours of
work. All hours described are subject to be modified by the Town in accordance with its
operational requirements.
Scope:
This procedure applies to all non-union Town of Tillsonburg employees, with the
exception of exempt management employees.
1. Hours of Work
1.1 Full Time Employees
Normal hours of work for all Full-time employees are either seven (7), eight
(8), or ten (10) w orking hours per day exclusive of the unpaid meal period
described in this Policy and a normal working week of thirty-five (35) to forty
(40) hours, exclusive of unpaid meal periods.
If an employee is to be paid more than their normal working week due to
vacation, sick, personal or banked time taken, the supervisor/manager will
adjust the time taken accordingly and the hours above and beyond the normal
working week will be put back into the respective bank.
1.2 Part time Employees
Normal hours of work for Part-time employees will vary and may be up to
twenty (20) hours per week from Sunday to Saturday inclusive.
Page 72 of 259
HR-008 – Hours of Work and Overtime Page 2 of 4
Page 2 / 4 Hours of Work/Overtime Policy
Supervisors will advise employees of the times of their working schedules,
including the normal start and end times of their working day. As described
above, the Town's operational requirements may necessitate temporary or
permanent changes to start and end times of an employee's working day,
temporary or permanent changes to the days of the week scheduled, as well
as temporary or permanent changes to the total number of hours that may be
scheduled each day and week.
1.3 Students
Normal hours of less than 28 per week while school is in session, and up to 40
hours per week during March Break, Christmas Break, and summer holidays.
2. Timekeeping
All employees except those designated salary employees are required to submit
their time using a time clock, on a daily basis. Employees are required to accurately
record the time actually spent performing their assigned duties. Employees are also
required to accurately record any departure from work, including for personal
reasons (as may be approved by their supervisor), vacation or public holidays and
sick leave in the payroll system.
3. Rest and Meal Periods
3.1 In each working day, an employee shall be permitted, at such times as may be
designated by his supervisor, the following:
i) Two fifteen (15) minute paid rest periods; and
ii) A minimum thirty (30) or sixty (60) minute unpaid lunch period.
3.2 Employees who do not have an eight (8) hour consecutive period without work
interruption between the end and start of the normal work day, due to a call -in,
will qualify for eight (8) hour rest period. If the rest period is part of the
employee’s normal shift, they will be paid for the rest period time at straight
time.
4. Overtime
In all cases, the Town reserves the right to schedule overtime. In most cases, the
Town will first seek volunteers from amongst employees that are qualified to do the
work required. However, where there are no qualified volunteers, the Town will
schedule employees for overtime. Employees who are scheduled are expected to
report for work except where extraordinary circumstances would prevent their
attendance.
Page 73 of 259
HR-008 – Hours of Work and Overtime Page 3 of 4
Page 3 / 4 Hours of Work/Overtime Policy
Where an employee offers or is required to work overtime, and t he Town approves
such work in advance, the employee is entitled to be paid the applicable overtime
rate.
4.1 Full Time Employees
i. No overtime shall be worked except as authorized in advance by the
employee’s supervisor.
ii. All authorized overtime shall be calculated upwards to the nearest ¼ hour.
iii. Employees shall be compensated overtime pay at one and one-half (1½)
times their regular straight time rate of pay for all hours worked in excess of
forty (40) hours per week.
iv. If agreed upon by the Town and employee, the employee may bank hours
worked in excess of forty (40) hours per week at one and one-half (1½)
times regular straight time in lieu of receiving overtime pay. Paid time off in
lieu of overtime pay must be taken within three (3) months of the work wee k
in which the overtime was earned, or within twelve (12) months if the Town
and employee so agree.
v. An employee’s overtime bank shall not exceed the employee’s normal
working week (i.e. thirty five (35) or forty (40) hours).
vi. Employees with a normal working week of thirty five (35) hours are able to
bank time at regular straight time up to forty (40) hours per week before
attracting overtime.
vii. Employees in the Roads, Fleet, and Water/Wastewater Departments, when
requested by their supervisor to attend to emergency work as a continuation
of normal scheduled hours shall be compensated at the appropriate overtime
rate of pay, or when called in to work shall be compensated at two (2) times
their regular straight time rate of pay for a minimum of two (2) hours. A
second call in to work occurring within two (2) hours of a previous call in to
work shall be considered as a continuation of the first call in to work.
viii. Employees who take vacation, personal or in-lieu time during a week where
additional hours are worked will not be paid overtime, rather the additional
time will be returned to the bank in which it came from in order to ensure that
the employee is paid no more than their regular hours for the week.
4.2 Part Time Employees and Students
i. No overtime shall be worked except as authorized in advance by the
employee’s supervisor.
ii. All authorized overtime shall be calculated upwards to the nearest ¼ hour.
iii. All overtime will be paid at one and one-half times the employee's regular straight
time rate of pay for all hours worked in excess of forty-four (44) hours in a week.
Page 74 of 259
HR-008 – Hours of Work and Overtime Page 4 of 4
Page 4 / 4 Hours of Work/Overtime Policy
5. Flex Time
Where additional hours are worked, an employee may request, or be required, to
reduce their hours within the same week. Flexing of one’s schedule to accommodate
additional hours worked within the same week must be approved by the employee’s
supervisor/manager in advance.
6. On-Call
6.1 An on-call rotational schedule will be prepared by management and distributed
to participants.
6.2 On-call employees assigned this responsibility must be accessible via
emergency pager, cell phone, or smartphone.
6.3 On-call employees are expected to respond within a timeframe established by
each department and be able and fit to report to work if required.
6.4 Maximum compensation for on-call for a week without a paid public holiday is
$200.
i. $16 for each weeknight
ii. $60 for each weekend day for each 24 hour period
iii. $60 for a paid public holiday
7. Lead Hand/Acting
Upon supervisor unavailability due to time off, time away for training, or a vacant
position, the Lead Hand/Acting role may be assigned to an employee who is
willing and competent to fulfill a portion of the supervisor’s job duties. A Lead
Hand/Acting premium of $2.50/hour will be paid for all hours worked.
8. Reference Materials
Employment Standards Act, 2000
Page 75 of 259
HR-012 Requested Educational Assistance Page 1 of 3
ADMINISTRATIVE
Policy #: HR-012 - Requested Educational Assistance Policy
Approval Date: Month, DD, YYYY
Approval Authority: SLT
Effective Date:
Next Scheduled Review Year: 2021
Department: Human Resources
Last reviewed: Month, DD, YYYY
Revision Date/s:
Schedules: Application for Requested Educational Assistance
1.0 PURPOSE
Learning and development at the Town is a joint venture between employees
and the Town. The Town recognizes the importance of investing in the learning
and development of its workforce to increase employee engagement, career
growth, high performance, and innovation. Educational Assistance is available
for employees, where possible and as appropriate, and employees in turn are
expected to apply their learnings back in the workplace for their own professional
growth and for the greater benefit of the Town.
2.0 SCOPE
This policy applies to all permanent full time Town of Tillsonburg employees who
have completed their probationary period.
3.0 GENERAL
This policy applies to an individual educational course or a series of educational
courses within a formal program of study leading to a degree, graduate degree,
diploma, certificate, or professional designation offered by an accredited
educational institution.
Training that is mandatory to maintain a license or certification to perform a job is
excluded for this policy.
Page 76 of 259
HR-012 Page 2 of 3
An employee must submit an Application for Requested Educational Assistance
form that includes the following details:
Course/Program Name
Educational institution the course is offered through
Start and end date of program/course
Total course/tuition fee
Full course description
Relevance of the course to the employee's employment with the Town
The application for educational assistance will be reviewed and the Director of
the department, or Chief Administrative Officer, will make a decision with respect
to their direct reports for an application of less than $1500 of assistance. For
applications requesting more than $1500 of assistance, the Chief Administrative
Officer is also required to provide approval .The Town reserves the right to
reimburse none, some or all of cost associated with the request for educational
assistance.
The employee is responsible for paying the cost of the educational
course/program and associated expenses upfront and will be reimbursed based
on the approved decision. It is the responsibility of the department Director to
ensure that the approved educational assistance costs and associated expenses
are within budget.
All approvals for educational assistance must be received prior to the employee
commencing the course for which the education assistance is sought. All
approved applications will be subject to the condition that the employee achieves
a final grade of at least 60%, or equivalent, (where the course is graded in that
manner), or present a certificate of completion where only a certificate of
completion is presented to successful participants.
Employees must remain in active employment and be performing their job
satisfactorily through to the completion of the course/program for which
educational assistance is claimed.
An employee who resigns or is terminated for cause from the Town prior to the
completion of an approved course will not be reimbursed. If an employee resigns
from the Town within twelve (12) months following the completion of the course,
the employee shall pay a 100% reimbursement to the Town back.
Page 77 of 259
HR-012 Page 3 of 3
While educational assistance is expected to enhance an employee’s performance
and professional abilities, the Town makes no representations that participation in
formal education will entitle the employee to advancement, a different job
assignment, or pay increases.
Page 78 of 259
Page 1 of 3
Application for Requested Educational Assistance
Part A:
Name:
Department:
Position:
Program/Course Name:
Education Institution:
Anticipated Start Date:
End Date:
Total Course/Tuition Fee:
Associated Expenses:
Textbooks: $
Accommodations: $
Meal Allowance: $
Paid Time Away to Attend: $
Mileage: $
Other Expenses: $
Page 79 of 259
Page 2 of 3
PART B:
Provide a detailed summary including your goals and objectives with regard to the
pursuit of the course/program and relevance to current and/or future employment with
the Town. A full course description must be attached to this application.
PART C:
Agreement between employee and the Town of Tillsonburg:
In applying for educational assistance, I understand that:
1.I may not receive reimbursement if I register and pay for a course prior to this
requested being approved.
2.In order to receive reimbursement this application must be completed in full and
approved by the Director and/or CAO.
3.Reimbursement will only be received upon providing successful completion of the
program as outlined in the Requested Educational Assistance Policy, along with
receipt outlining tuition paid.
4.If I resign from the Town prior to completion of the course/program I will not be
reimbursed.
5.If I resign from the Town within the twelve (12) months following completion of
the course, where the cost of the course exceeds $1,500, I acknowledge that
100% repayment of these costs shall be reimbursed to the Town.
I accept and agree to the conditions outlined above.
Employee Name
Employee Signature Date
Page 80 of 259
Page 3 of 3
PART D:
To be completed by the Director and/or Chief Administrative Officer
Application Approved ☐ Application Denied ☐
Course Amount Approved: ____________________
Associated expenses to be paid for by the Corporation:
Textbooks ☐ Accommodations ☐
Meal Allowance ☐ Paid Time Away to Attend ☐
Mileage ☐ Other Expenses ☐
Director’s Signature Date
Chief Administrative Officer’s Signature Date
Additional Comments:
Upon approval/denial, please forward all documentation to the Human Resources
Department for record keeping purposes.
Human Resources Use Only
Proof Successful Completion of Course Received:
Yes ☐ No ☐
(If Applicable)
Page 81 of 259
HR-005 – Dress Code Page 1 of 3
ADMINISTRATION
Policy #: HR-005 - Dress Code
Approval Date:
Approval Authority:
Effective Date:
Next Scheduled Review Year: 2024
Department: Human Resources
Last reviewed:
Revision Date/s:
Schedules:
Policy Statement:
To provide guidance for all employees in standards of dress to project an image of
professionalism while recognizing that there are also times when more casual attire is desirable
and appropriate.
Purpose:
The purpose of this policy is to provide direction to employees regarding appropriate workplace
attire. Professional, clean, and appropriate safety attire are required at all times while performing
job duties.
Scope:
This policy applies to all Town of Tillsonburg Employees.
Implementation Procedure:
1. Staff are expected to use good judgement and professional taste. Courtesy to coworkers
and your professional image to clients, customers, and the public should be considered
when assessing whether your business attire is appropriate.
2. Dress Code:
2.1 Those employees who work in an office environment, or interact with members of the
public in a professional environment, are required to appropriate office attire, while
performing their duties.
2.2 Those employees who are required to work outside of an office environment and ARE
exposed to harsher conditions may wear attire that is appropriate for outside
conditions (e.g. arenas, parks, roads, etc.).
Page 82 of 259
HR-005 – Dress Code Page 2 of 3
3. Unacceptable clothing in the workplace includes, but is not limited to:
Ripped or torn pants of any type
Shorts*
Skirts (should be no shorter than 3” above the top of the knee)
Halter/tube tops
Spaghetti strap tops
Bra straps showing
Yoga pants*
Hoodies*
Any tops that display images, words, or pictures depicting or encouraging sex,
sexism, racism, violence, alcohol, or other drugs, or rude or vulgar language,
and/or tops that are low-cut, see through or cropped
Fitness wear*
Track suits*
Hats*
*These items may be acceptable based on position and/or task, upon approval by management.
Examples include fitness instructor, aquatics staff, outside employees, etc.
4. Footwear
4.1 With the exception of aquatics staff, footwear must be worn at all time at all time at
work. Footwear must be appropriate to the working conditions and job hazards.
4.2 Examples of inappropriate footwear include:
Slippers
Flip flops*
Clogs
High heels over 3 inches
Spike (stiletto) heels
Plastic shoes
Platform footwear
*This item may be acceptable based on position and/or task, upon approval by managem ent.
Example includes aquatics staff.
5. Jewelry
5.1 Jewelry, buttons or pins may be deemed inappropriate if they convey an offensive
message.
5.2 The employer is not responsible for damage to personal jewelry.
6. Dress Down Day
6.1 Every Friday is designated as a “Dress Down Day”. The same standards of dress
which are applicable on other days shall apply to dress down days, with the single
Page 83 of 259
HR-005 – Dress Code Page 3 of 3
exception that for those employees that are not otherwise permitted to wear blue
jeans may wear blue jeans on a dress down day.
6.2 Staff are permitted to wear purchased Town of Tillsonburg branded clothing (e.g.
hoodies)
6.3 Dress down days are not available to those employees with a specific dress/uniform
policy (e.g. Firefighters).
6.4 If a statutory holiday falls on a Friday, the dress down day will be observed on the
Thursday.
7. Responsibility
7.1 Directors/Managers/Supervisors are responsible for:
7.1.1 Ensuring employees are familiar with the dress code and for counselling
employees with respect to the dress code;
7.1.2 Responding to complaints from employees regarding the dress code and its
application;
7.1.3 Ensuring the dress code meets safety requirements in their departments and;
7.1.4 Ensuring any employee requiring accommodation for religious or disability
reasons is satisfactorily accommodated.
7.2 Employees are responsible for:
7.2.1 Adhering to the dress code and presenting themselves in a professional
manner;
7.2.2 Returning Town of Tillsonburg issued clothing containing the Town’s logo in
such circumstances as: termination, resignation, retirement, no longer required
for the position, or can no longer be utilized by you in your role.
8. Enforcement
8.1 An employee who is deemed to be dressed inappropriately may be requested to
return home and change for failing to adhere to acceptable standards of dress and
appearance.
8.2 The Town of Tillsonburg is committed to excellence in customer services and to
the health and safety of its employees. Any em ployee found to be in violation of
this policy may be subject to disciplinary action up to and including termination.
Page 84 of 259
Page 1 of 3
Subject: Service provider for the 2022 Municipal Election
Report Number: CS 21-32
Department: Corporate Services Department
Submitted by: Director of Corporate Services
Meeting Type: Council Meeting
Meeting Date: Monday, October 25, 2021
RECOMMENDATION
THAT report CS 21-32 regarding the service provider for the 2022 Municipal Election be
received for information.
BACKGROUND
At the April 26, 2021 meeting of Council, a by-law was passed to authorize a telephone
and internet voting system for the 2022 Municipal Election. Staff indicated at that time
that information regarding the service provider for this service would be forthcoming.
DISCUSSION
The Town of Tillsonburg along with the municipalities of East Zorra Tavistock, South-
West Oxford and Zorra issued request for proposals and three proposals were received.
Upon review of the proposals, the group determined that that Intelivote Systems Inc
best met our needs in terms of experience, cost amongst other factors. The Town used
Intelivote Systems Inc, during the 2018 municipal election.
The County of Oxford is partnering with Middlesex and Elgin Counties to get a better
price and the Town’s preliminary cost is around $30,000 although the amount may differ
based on the final count of electors leading up to the election.
CONSULTATION
Election staff at Zorra, East Zorra Tavistock and South-West Oxford.
Page 85 of 259
CS 21-32
Page 2 of 3
FINANCIAL IMPACT/FUNDING SOURCE
Approximately $30,000. Monies for the election will be budgeted as part of the 2022
budget.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Not applicable.
ATTACHMENTS
Appendix A – Staff Report CS 21-18
Appendix B – By-Law 2021-050 to authorize the use of internet and telephone voting
Report Approval Details
Page 86 of 259
CS 21-32
Page 3 of 3
Document Title: Intellevote report.docx
Attachments: - CS 21-18 Voting Methods for the 2022 Municipal
Election.pdf
- 2021-050 To authorize the use of internet and telephone
voting for.pdf
Final Approval Date: Nov 3, 2021
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt
Page 87 of 259
Page 1 of 4
Subject: Voting Methods for the 2022 Municipal Election
Report Number: 21-18
Department: Corporate Services
Submitted by: Michelle Smibert, Director of Corporate Services/Clerk
Meeting Type: Council Meeting
Meeting Date: Monday, April 26, 2021
RECOMMENDATION
THAT Council endorse the internet/telephone voting method for the 2022 Municipal
Election and that a by-law be introduced at future meeting to confirm internet/telephone
voting and further that staff be directed to work with area municipalities to secure a
contract/cost for the delivery of this type of election voting method.
BACKGROUND
In accordance with the Municipal Elections Act, municipal elections are to be held every
fourth year and voting day is to be held on the fourth Monday in October, with the next
municipal election to be held on October 24, 2022.
Municipal Clerks must ensure that elections are established which adhere to the
following principles:
The secrecy and confidentiality of the voting process is paramount
The election shall be fair and non-biased
The election shall be accessible to voters
The integrity of the process shall be maintained throughout the election
There is to be certainty that the results of the election reflect the votes cast
Voters and candidates shall be treated fairly and consistently
The proper majority vote governs by ensuring that valid votes be counted, and
Invalid votes must be rejected so far as reasonably possible
In 1996, the Municipal Elections Act was amended to permit the use of alternative
voting methods and tabulation equipment in lieu of or in addition to the traditional ballot
Page 88 of 259
CS 21-18
Page 2 of 4
system of voting. This change was viewed by many Ontario municipalities as a positive
change to enable greater opportunity and access for both resident and non -resident
electors.
Prior to each election, the Municipal Elections Act states that if an alternative voting
method is to be used by a municipality then a by-law must be adopted prior to the date
of the election.
DISCUSSION
In 2018, the Town of Tillsonburg used the internet/telephone voting method like the vast
majority of municipalities across the Province.
In 2018, survey data from the Association of Municipal Managers, Clerk and Treasurers
of Ontario (AMCTO) indicated that the use of alternative voting methods by
municipalities was growing with the most popular alternative method reported by
respondents being internet voting and telephone voting. The survey indicated that the
use of internet voting within municipalities in Ontario is growing rapidly from 44 using
this method in 2010 to 194 in 2018. The trend is expected to increase for the 2022
municipal election.
Internet voting allows an elector to cast an election ballot from their personal computer,
tablet or smartphone from anywhere in the world where there is an internet connection.
With internet voting, voters will still have the option of voting with the assistance of
election officials if assistance is deemed to be required by the elector. Town Hall as
well as the Community Centre can be established as a voting location and can be used
by those who may not have access to internet services .
One of the primary benefits of internet voting is increased accessibility. Advocates
indicate that internet voting is the primary method that allows for some voters with
disabilities to completely mark a ballot in private without the assistance of a designated
election official. Any internet/telephone voting solution would need to fully comply with
the Accessibility for Ontarians with Disabilities Act (AODA). The Municipal Elections Act
(MEA) requires municipal clerks to prepare accessibility plans to identify, remove, and
prevent barriers that could affect electors and candidates with disabilities, and make the
plan available to the public prior to voting day.
Area municipal Clerks have already discussed voting method options and many of the
area Clerks will be recommending internet/telephone voting as the preferred option.
There is an opportunity to work together as a group to prepare required documents and
work collaboratively in meeting the requirements of the Municipal Elections Act in order
to create a positive voting experience for electors and help each municipality save on
the financial costs of the election, where possible.
Page 89 of 259
CS 21-18
Page 3 of 4
In speaking with staff regarding the 2018 election, it seems as if the election process
went well and there were a few suggestions in terms of mod ifications of the program
such as attending the retirement residences with a laptop/ipad so that those needing
help can be assisted.
Once decisions have been made by area municipal councils regarding the voting
method then Clerks can work together to obtain pricing on the vote by
internet/telephone method and work on similar procedures and communication plans for
the election.
CONSULTATION
Clerk’s staff, Area Clerks.
FINANCIAL IMPACT/FUNDING SOURCE
None at this time
COMMUNITY STRATEGIC PLAN (CSP) LINKAGE
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☐ Streamline communication and effectively collaborate within local government
☐ Demonstrate accountability
2. Economic Sustainability
☐ Support new and existing businesses and provide a variety of employment
opportunities
☐ Provide diverse retail services in the downtown core
☐ Provide appropriate education and training opportunities in line with Tillsonburg’s
economy
3. Demographic Balance
☐ Make Tillsonburg an attractive place to live for youth and young professionals
☐ Provide opportunities for families to thrive
☐ Support the aging population and an active senior citizenship
4. Culture and Community
☐ Promote Tillsonburg as a unique and welcoming community
☐ Provide a variety of leisure and cultural opportunities to suit all interests
☐ Improve mobility and promote environmentally sustainable living
Page 90 of 259
CS 21-18
Page 4 of 4
ATTACHMENTS
Appendix A – 2018 Municipal Election AMO Fast Facts
Appendix B – AMCTO 2018 Post Election Survey
Page 91 of 259
Page 92 of 259
Page 93 of 259
Page 94 of 259
Page 95 of 259
I
I
I \ __
,,
I,
I
I
-------, I
: I.
I I
I I
---------' I
I
I
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 96 of 259
AMCTO 2018 POST-ELECTION SURVEY
Background:
263 respondents from a range of municipalities, an increase from 119
respondents in 2014.
Administered November 2018 -January 2019.
Data set (without respondent I Os) will be posted in the members-only section
of the AMCTO website.
Contact Us:
Adam McDonald
Policy Advisor
amcdonald@amcto.com
Rick Johal
Director, Member and Sector Relations
rjohal@amcto.com
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 97 of 259
RESPONDENT MUNICIPALITIES, by population size
•Fe wer than 10,000 • 10,000 -50,000 • 50,000 -100,000 • 100,000 -250,000 •More t h a n 250,000
Population Survey Respondents
Less than 1 OK 156/263 (59%) 267/444 (60%)
10,000 -50,000 71/263 (27%) 25/444 (25%)
50,000-100,000 13/263 (5%) 31/444 (7%)
More than 1 OOK 24/263 (9%) 36/444 (8%) !!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 98 of 259
VOTER TURNOUT PERCENTAGE, BY POPULATION:
• 2018 Voter Turno ut (N =242) • 2014 Voter Turnout (N =115)
Fewer than 10,000
10000-49999
50,000-99,999
~"J...O::.... ... ~ -:.._ ·.
100,000-299,999
-.:0.. ~ ~
Greater than 300,000
0 5 10 15 20 25 30
33 .95
35
36.63
36
37
44.86
46.6
39
40 4 5 50
i!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 99 of 259
2018 VOTER TURNOUT, BY POPULATION: COMPARISON
WITH FEDERAL, PROVINCIAL, MUNICIPAL AVERAGES
0 Gr t'dtc.:r th-in 300,UUO 0 llJUUUU 29<J')•)LJ O~U ,OUO YY,'JY'J 0 10000 -l 'J~'JY
0 Fl-'wer thdll 10,00(J 0 2018 prov111u<1l e lenru11 0 2015 l ~de r J I electro n D 2llHl rn u nrt:.1µ.JI JVer J gt·
l:H)
/(J 68 .5
(;{) 56.67
46.6
44.86
.HJ 36.2 4 36.63
38.2 9
33.9 5
)U
LU
lU
u
lUH! Vuler I ur nou c (N-24 2)
!!i AMCTO
Ill THE MUNICIPAL EXPERTS
Page 100 of 259
l!U
Hl8
I Oll
80
60
'10
20
0
VOTING METHODS
Which voting methods did you use during the 2018 election?
1 0/
so
D
PapPr ba ll o t and
lnttmtl volin ~
Vot e uy 111 .1 11
10
D
!!i AMCTO
Ill THE MUNICIPAL EXPERTS
Page 101 of 259
TABULATORS
Would you recommend using vote tabulato r s in the 2022 election?
•Yes • No • M aybe
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 102 of 259
•No
INTERNET VOTING: USE
Did you use Internet Voting in 2018?
(N=240)
o, 0% I
5, 2%
• Yes, for Advance Voting only • Yes, for Election Day o nl y •Yes, for both Advance Voting a n d El ection Da y
!!! AMCTO
Ill THE MUNICIPAL EXPERTS
Page 103 of 259
INTERNET VOTING: USE
Wa s this th e first election your municipa lity
used Internet voting?
(N =119)
• Yes • No
Why did you decide to use Internet voting?
(N =116)
• Im p roved v oter turno ut • Modern iza tio n • c o,t • I mproved dCte,,1b 1ht y
!!! AMCTO
Ill THE MUNICIPAL EXPERTS
Page 104 of 259
INTERNET VOTING: USE
Would you recommend using internet vo ting agai n? (N=117)
•Yes •M ayb e
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
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INTERNET VOTING: SECURITY
Did you requ i r e registration prior to voting ?
80
71
70
60
50 48
40
30
20
10
0
Yes No
!!i AMCTO
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Page 106 of 259
INTERNET VOTING: SECURITY
What type of security authentication did your municipality use?
7 0
62
6 0
50 49
40
30
20
10
3
0
1 -s tep 2-st ep Ot her
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 107 of 259
INTERNET VOTING: SECURITY
What measu re~ did you take to ens ure the secu rity of your election?
0
cyber-secu r ity consultant,
6
Other (p ease specify), 9
10 20 30 40 50 60 70 80 90
!!!AMCTO
Ill THE MUNI C IPAL EXPERT S
Page 108 of 259
VOTERS' LIST: QUALITY
Overall, how would you rate the quality of the voters list in 2018?
• Ve ry Good • Good • Acce pta bl e • Poor • Very Po or
!!!AMCTO
Ill THE MUNICIPAL EXPERT S
Page 109 of 259
VOTERS' LIST: QUALITY
Compared to the previous election, how would you rate the quality of MPAC's data?
(percentage of respondents)
Much w orse
Worse
About the sa m e
Better
0 .00%
Much better 1 1.28%
0 .00%
15.18%
20.54%
10.00% 20.00%
25.64%
55.13%
30.00% 40.00% 50.00% 60 .00%
• 2014 • 2018
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 110 of 259
70
60
50
40
30
20
10
0
63
3 3
17
1 2
I
Fewer than 10,000 people
(n =l35 )
VOTERS' LIST: QUALITY
Numbe r o f change s to th e voters' list by population
1 2 -·
18 18 1 7
8
0001 1 11 1 ----
4
2 2 2 3
0 0 . 0 .1 •• -2 3
0 ••
10,000 -50,000 p eop le (n =66) 50,000 -100,000 people (n=12) 100,000 -250,000 people (n =l3) More than 250,000 people (n =6 )
• 0 -50 • 50 -100 • 100 -500 • 500 -1,000 • 1,000 -5,000 • 5,000 -10,000 • 10,000 -20,000 •More than 20,000
!!! AMCTO
Ill THE MUNICIPAL EXPERTS
Page 111 of 259
4 5.00%
40.00%
35.00%
30.00%
25 00%
20.00%
1 5.00%
10.00%
5.00%
0.00%
VOTERS' LIST: MPAC SERVICE
Ov e rall, how satisfied were you with MPAC's service during the 2018 election compared
to 2014?
(percentage of respondents)
39.29%
34.45%
23.95%
14.29% 13.39%
5 .04%
Very ;amfi ed Somewhat sa tbfi ed Ne ither sati~fied or d issa tisfied Somew ha t diss ati;f ied Very di ssa tisfied
• 2018 • 2014
!!! AMCTO
Ill THE MUNICIPAL EX PERTS
Page 112 of 259
ACCESSIBILITY
Other (please speci fy)
Sign language interpreter I
Braille b al lots •
Screen reader
Free transportation to and from voting pl ace
Large t ext ballots
feleph one vo t ing (without TTY)
Touch screen vo ting
Combined t el ephone-internet voting
Internet voting with accessibility updates
Vote by m ail
Audio ballot s
Tr adit1 on <JI p aper ba ll ot w ith magnifying shee t s availabl e
0 20 40 60 80 100 12 0
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 113 of 259
COMPLIANCE AUDIT COMMITTEES
Did your municipality have difficulty finding
qualified m e mbers for its Compliance Audit
Committee (CAC)?
• Yes • No
Did you work with another municipality to recruit
a CAC, or share a committee with another
municipality?
• No • Yes, shared a co m mi ttee •Yes, w or ked rogether
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 114 of 259
FINANCIAL REVIEWS
How is your municipa lity planning to fulfill the requirement to review candidate financial
statements?
Us i ng ~n external cons ultant I
Other (please expl ain ) I
Fi nance d epa rtment fulfilling it
Cl erk's office fulfilli ng i t
0 so 100 150 200 250
!!!AMCTO
Ill THE MUNICIPAL EXPERTS
Page 115 of 259
THIRD-PARTY ADVERTISING
Did you have registered third-party advertisers?
•Ye s •No
!!!AMCTO
Ill THE MUNI C IPAL EXPERTS
Page 116 of 259
THIRD-PARTY ADVERTISING
How well did the new third-party advertising rules work?
35
30 29
25
20 19
15
13
10
10
5
0
Not at all Somewhat Very l ittle Very well
@!j AMCTO
Ill THE MUNICIPAL EXPERTS
Page 117 of 259
,/
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-050
A BY-LAW to authorize the use of internet and telephone voting for the 2022
Municipal Election.
WHEREAS Section 42(1 )(b) of the Municipal Elections Act, 1996, SO 1996 , c 32 provides
that the Council of a Municipality may, by by-law, authorize the use of alternative voting
methods that do not require electors to attend a voting place in order to vote; and,
WHEREAS the Council of the Corporation of the Town of Tillsonburg deems it desirable
to utilize such methods during the 2022 Municipal Elections which will take place on
Monday, October 24, 2022.
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. That the use of internet and telephone voting in the 2022 Municipal Elections is
hereby authorized in accordance with Section 42(1 )(b) of the Municipal Elections
Act, 1996 ;
2 . That By-Law 4091 be repealed .
3. That this by-law shall come into force and take effect on the date it is passed .
READ A FIRST ~(}SECOND TIME THIS 10th day of MAY, 2021.
AND FINAL TIME AND PASSED THIS 10th day of MAY, 2021.
Page 118 of 259
Page 1 of 3
Subject: Communications Strategy
Report Number: CS 21-33
Department: Corporate Services Department
Submitted by: Michelle Smibert, Director of Corporate Services/Clerk
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT the Communications Strategy be adopted.
BACKGROUND
Currently, the Town does not have a Communications Strategy. As such, Council
requested that the Chief Administrative Officer engage staff to develop a
Communication Strategy for Council approval.
DISCUSSION
A Communications Strategy enables an organization to design a road map to convey its
message to the target audience. Communications planning empowers organization s to
send a specific and result–driven message with clarity and measurable results.
The following are some of the important points that highlight the need for
communication strategies:
Clarifying the objectives and the goals for the organization;
Specifying relationships among audiences, channels, messages, activities and
the channels to reach them;
Identifying and implementing a variety of communication activities;
Clarifying stakeholders’, staff members’ and Councils’ roles in the process;
Including stakeholder input in the communication process
Gauging the success of the plan and the areas in need of strengthening.
Page 119 of 259
CS 21-33
Page 2 of 3
The attached is a Communications Strategy which has been created by the
Communications Officer in consultation with the Director.
It provides an overview of communications generally in Tillsonburg while identifying
communication strategies to use in the future as well as an implementation plan.
The implementation plan looks at external communication as well as internal
communication improvements. Staff understands the importance of an engaged
community and engaged team members and our role in this process. Although we
currently have a Public Engagement Policy/Guideline, there is a need for staff to review
and update it in light of the ever changing conditions.
This strategy is considered fluid and will be monitored and revised as needed. Metrics
will be used moving forward to help us understand what channels are best to convey
information as well as keeping Council informed on communication strategies and
alignment to the Strategic Plan.
CONSULTATION
Communications Officer, Development Commissioner.
FINANCIAL IMPACT/FUNDING SOURCE
Not applicable.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government providing effective and efficient services, information and opportunities to
shape municipal initiatives.
Page 120 of 259
CS 21-33
Page 3 of 3
Strategic Direction – Develop a Communications Strategy to increase awareness of
Council decisions, and municipal programs, projects and services; Increase
opportunities and promotion for public engagement in municipal initiatives.
Priority Project – Navigation improvements on municipal website and Youth
Engagement Strategy.
ATTACHMENTS
Appendix A – Communications Strategy
Page 121 of 259
Municipal Communication Strategy
Prepared by:
Colleen Pepper
Communications Officer
October 2021
Page 122 of 259
Goal 1:
Continue to develop an external communications program that enables two-way dialogue
with stakeholders, and promotes the development of informed, engaged citizens.
Objective 1.1
Provide stakeholders with the ability to access information in
a variety of formats, and choose the type and frequency of
information they receive from the municipality.
Actions
a) Build public awareness of opt-in/subscription-based
communication channels (website content, media releases,
email distribution lists etc.)
b) Offer virtual public engagement options in addition to
traditional public information centres and open houses.
c) Conduct a citizen satisfaction survey at least once per
Council term
d) Equip advisory committee members to assist with
community outreach and information sharing
Objective 1.2
Increase opportunities for meaningful public engagement.
Actions
a) Review and update the Public Engagement policy to ensure
best practices and appropriate digital integration.
b) Offer more soft public engagement opportunities (i.e. online
polls; social media questions)
c) Consider investing in engagement software (i.e. Bang the
Table or similar)
d) Add budget for third-party facilitators to ensure more
objective public engagement on major projects or
contentious issues.
e) Leverage advisory committees to identify key issues and
assist in pulse checking
Page 123 of 259
Objective 1.3
Prioritize direct-to-stakeholder communication channels (i.e.
social media).
Actions
a) Partner with local social agencies and other community
partners to find creative ways to reach and engage
marginalized populations (i.e. seniors, low-income residents
and other non-Internet users).
b) Develop a content strategy for each social media channel,
and establish a process for evaluating performance and
return on investment.
c) Establish service standards for social media (monitoring
hours and response times).
d) Invest in a social media management tool (multiple
licences) to facilitate coordinated content scheduling, cross-
platform posting and enhanced analytics/reporting.
e) Review funding/staffing allocated to Communications to
reflect the growing importance of this function and the
increasing demand for services (i.e. video, multiple social
media channels)
Objective 1.4
Continue to develop the corporate website for maximum
effectiveness and improved user experience.
Actions
a) Evaluate the performance of the website on mobile devices
and research costs for a “mobile-first” design refresh.
b) Conduct focus group testing to determine where navigation
improvements are required.
c) Ensure ongoing site compliance with changing accessibility
standards.
Page 124 of 259
Objective 1.5
Offer enhanced digital self-serve functionality including the
ability for citizens to easily report issues and find information
specific to their household (i.e. Citizen Portal).
Actions
a) Determine required features and functionality, with options
for future enhancement.
Objective 1.6
Maintain positive media and community relations.
Actions
a) Issue media advisories and media releases to media outlets
as appropriate.
b) Distribute and share releases/information with community
partners.
c) Create a directory of key community and stakeholder
groups.
d) Reach out to program/facility users for feedback on
services.
e) Work with advisory committees/special interest groups to
host public events where staff/Council can address
municipal issues.
Page 125 of 259
Goal 2:
Strengthen internal communication processes to increase staff awareness of the Town’s
strategic direction and corporate priorities.
Objective 2.1
Make sure all members of the organization have easy access
to the information they need to succeed in their role and are
equipped to provide a high level of customer service both
internally and externally.
Actions
a) Continue to develop the employee intranet as a go-to
resource tool for staff, with an emphasis on corporate news
and frequently required departmental information.
b) Develop an Employee Intranet Policy that establishes roles
and responsibilities for the management and maintenance
of the intranet.
c) Share information about corporate priorities, initiatives and
projects through regular staff meetings.
d) Ensure messaging for the public is shared with Customer
Service Representatives and Senior Management prior to
release.
e) Educate staff on the Town’s records management process
and corporate record keeping obligations.
f) Regularly evaluate the effectiveness of internal
communication efforts through staff feedback (i.e. surveys).
Objective 2.2
Ensure employees across the organization, including off-site
employees, feel a strong connection to the organization.
Actions
a) Ensure senior staff and/or supervisors have regular “face-
to-face” communication with employees and provide
opportunities for dialogue (i.e. use communication channels
beyond email)
b) Share departmental successes with all employees and use
the intranet to highlight the roles of various departments and
divisions.
c) Structure staff events to be inclusive (i.e. ensure all staff
have opportunity to attend/participate).
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Objective 2.3
Increase employee communication skills in an effort to
enhance the Town’s communications capacity as a whole.
a) Provide training opportunities for staff to improve their
communication skills based on their responsibilities.
b) Ensure senior leaders and other corporate spokespeople
(as identified in the Media Relations Policy) understand their
responsibilities and receive relevant training in media
relations, crisis communications etc.
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The following pages provide additional context and background for the strategy, including
an analysis of current practices.
Appendix A: The Need for a Communication Strategy
Appendix B: Channel Overview – Website (www.tillsonburg.ca)
Appendix C: Channel Overview – Website Site Map
Appendix D: Channel Overview – Newspaper Ad (“Tillsonburg Update”)
Appendix E: Channel Overview – Facebook (“TillsonburgON”)
Appendix F: Channel Overview – Twitter (“TillsonburgTown”)
Appendix G: Channel Overview – LinkedIn
Appendix H: Channel Overview – You Tube
Appendix I: Channel Overview – Facebook (“AnnandaleNHS”)
Appendix J: Channel Overview – Twitter (“AnnandaleNHS”)
Appendix K: Council Communication Matrix
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Appendix A: The Need for a Communications Strategy
The Town of Tillsonburg adopted a new Community Strategic Plan on June 18, 2021.
The Plan focuses on advancing Tillsonburg in five key areas:
1. Lifestyle and Amenities -- Within the community, Tillsonburg will strive to offer residents
the amenities, services and attractions they require to enjoy balanced lifestyles
2. Customer Service, Communication and Engagement – The Town of Tillsonburg will
strive for excellence and accountability in government, providing effective and efficient
services, information, and opportunities to shape municipal initiatives.
3. Business Attraction, Retention and Expansion -- Through community and regional
partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating
employment opportunities for residents and a balanced tax base.
4. Community Growth -- The Town of Tillsonburg will accommodate and support
sustainable growth.
5. Connectivity and Transportation -- Tillsonburg residents and businesses will be
connected to each other, regional networks, and the world through effective traditional
and digital infrastructure.
Strategic directions to support Customer Service, Communication and Engagement include:
• Developing a communications strategy to increase awareness of Council decisions
and municipal programs, projects and services
• Increasing and promoting opportunities for public engagement in municipal initiatives
• Engaging community groups, including advisory committees and service organizations in
shaping municipal initiatives.
• Improving navigation on the Town’s website
‘Communication’ is also identified as an important corporate value when serving the public, and
working as a corporate team.
Transparency (i.e. being forthcoming with information and decisions) and accountability (i.e.
demonstrating value for tax dollars and visible progress on municipal initiatives) are also
identified as important corporate values.
I. THE RELATIONSHIP BETWEEN MARKETING AND COMMUNICATIONS
The Town of Tillsonburg approaches Marketing and Communications as two distinct yet related
functions within the municipality. In many ways, the expectations created through marketing
materials must be met through communications activity. The ultimate goal of a marketing and
communications program in a municipality is to help individuals move from being a visitor to a
community to being a committed, passionate investor.
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This transition can be understood as having five phases:
• Attraction
• Experience
• Conversion
• Retention
• Ambassadorship
In general, a municipal communication strategy focuses on retention and ambassadorship—that
is, substantiating the claims that were made in marketing materials by delivering effective and
efficient municipal services, raising awareness of these services, and providing community
members an opportunity to be meaningfully involved in shaping the municipality’s future. The
following chart illustrates the relationship between Marketing and Communications.
Marketing Communications
Purpose The purpose of municipal
marketing efforts is to create
emotional and financial
investment in Tillsonburg and
develop corporate revenue
streams.
The purpose of municipal
communications is to retain
residential, commercial and
industrial investment in the
Town of Tillsonburg through
effective service delivery.
Success Indicators Tillsonburg is known across
Ontario as a desirable
municipality in which to live,
work and play.
Tillsonburg is experiencing
population growth.
Tillsonburg is attracting new
investment.
Town of Tillsonburg
programs are financially
sustainable.
Stakeholders feel the Town’s
brand positioning “Connected.
Enriched. Inspired.” is validated
om day-to-day interactions with
the municipality.
Stakeholders receive timely,
accurate and clear
communications from the
municipality.
Stakeholders can easily provide
input and feedback to the
municipality.
Stakeholders can access
information in a variety of
formats.
Stakeholders can choose the type
and frequency of information they
receive from the municipality.
Stakeholders feel they are
treated with respect, and
Council/Staff are held
accountable.
Tillsonburg residents are willing
and proud ambassadors for their
community.
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II. The evolution of municipal communications in Tillsonburg
Prior to 2012, Town of Tillsonburg departments determined their own communication
processes—making decisions on when, why and how to communicate with the public.
The local newspaper was the tool of choice for getting the word out. Reporters traditionally
attended every Council meeting and gave considerable editorial coverage to Council decisions
after every meeting.
Local radio stations also covered Council meetings and Town initiatives as part of their
newsroom activities.
In addition, the Town purchased newspaper and radio advertising spots to share municipal
information. A weekly ‘town page’ was developed to keep residents informed on everything from
tax due dates and holiday schedules, to job postings and bylaw changes.
In addition, the Recreation department produced a seasonal Recreation Guide highlighting
recreation programs and facilities. This publication was distributed as an insert in the community
newspaper, and copies provided to all Town facilities.
For several years, Town staff produced a Tillsonburg-focused television program. The
community cable channel also ran free “community announcements” throughout the day that
helped to inform subscribers about upcoming events and new Town programs. Council
meetings were also recorded and broadcast to the public, with all equipment and staff provided
by the cable company
For issues affecting only a few citizens or a small subset of the community, the Town typically
communicated via letter or public notice.
The rise of Internet technology in the mid-1990s had a significant impact on the Town’s
approach to communications. Like other municipalities, the Town began cautiously exploring
digital communication channels, and eventually partnered with the County of Oxford to develop
a municipal website.
By 2011, the director of Development and Communications Services provided oversight of the
Town’s website, assisted by staff in the Clerk’s department. However, given Tillsonburg’s
significant senior population as well as the need to accommodate those without home
computers, the Town continued to regularly buy space in the local newspaper. Each week an
administrative assistant compiled information from all departments and sent the content to the
newspaper for formatting into a full page ad.
In 2012, a Marketing and Partnerships Officer (MPO) position was created to help elevate the
Town’s public profile and bring more professionalism to municipal marketing and
communication efforts. Reporting to the director Development and Communication Services, the
MPO was responsible for strengthening relationships with community groups (including local
builders, the BIA and Station Arts Centre) as well as providing municipal support to community
events (i.e. Turtlefest). Additional responsibilities included handling the administration and
graphic design of the Town’s weekly newspaper ad, producing the weekly television program on
Rogers cable and other media and public relations activities (including media releases).
In 2013, the MPO position was revised to have a new residential attraction focus and more
corporate communications responsibilities (including the development of a Town Facebook and
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Twitter account). Structurally, the position began reporting to the Development Commissioner
under the new job title, Marketing and Communications Officer (MCO).
In August 2015, the Town added a new Marketing Coordinator position, also reporting to the
Development Commissioner.
In 2016, the MCO played a key role in the development of a new Town brand, and led the
implementation of the approved brand across the corporation (i.e. developing new templates
and ensuring adherence to brand standards), assisted by the Marketing Coordinator.
The MCO also played a pivotal role in the development of a new corporate website in 2016. The
website, developed by eSolutions Group, remains in use today.
Over the next few years, the MCO continued to assist departments with a variety of ad-hoc
communications and marketing projects, in addition to completing economic development
projects and initiatives.
In 2020, an organizational realignment shifted the MCO role into a new Corporate Services
department. The job description was revised to emphasize corporate communication activities
benefiting the whole organization. Accordingly, the position was renamed “Communications
Officer.” Some marketing activities previously done by the MCO were shifted to the Marketing
Coordinator position, now known as the Economic Development and Marketing Coordinator.
This structural change has made in-house communications expertise and advice more readily
available to all municipal departments, and provides more definition to both marketing and
communications functions within the organization.
Over the past 10 years, the demand for municipal communications expertise has increased
significantly. This is largely due to the challenges facing traditional media outlets, and a
devaluing of professional journalism generally.
The Town of Tillsonburg can no longer count upon local media outlets to be a willing and able
partner in sharing municipal news with the community. The changing economics of the
newspaper business and the consolidation of media in the hands of a few large national
companies has decimated the newsroom. There is now only one reporter to cover all beats—
and only one issue of the paper produced rather than three.
Much of the newspaper now features national, rather than local, news. Even the “What’s
Happening” feature—the newspaper’s long time community events calendar—has been
eliminated, forcing citizens to look elsewhere for information about upcoming events and
activities. The onus is now squarely on the municipality to communicate directly with its citizens
and stakeholders.
Advances in technology certainly make direct-to-the-public communication possible, however
the municipality must consider the resources required to establish an effective ongoing
presence in these spaces.
The audience for each social media platform is unique. Older people prefer Facebook and
Twitter, for example, while younger people gravitate to Instagram and TikTok. Using a social
media management tool to post the same content to all social media channels simultaneously
without regard for these distinctions may be efficient, but is not effective. The demographics of
the channel should determine the type of content to post and when to post it for maximum
exposure. Adding a further layer of complexity, each platform has its own algorithm that
determines how content is served to users.
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Further, the more hands involved in managing these channels, the more important it is to
have consistent messaging, and clearly defined policies and procedures, including service
level expectations and an agreed upon content strategy.
The following table highlights some of the changes that have taken place in the municipal
communications landscape over the last 10 years. In reviewing the scope of these changes, it is
evident that the rules of engagement have changed. The world is a very different place than it
was 10 years ago, and the Town of Tillsonburg must be prepared to allocate human and
financial resources to replace what has been lost.
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The Changing Communications Landscape – An Overview (2011-2021)
Channel Then (2011) Now (2021) Impact
Newspaper Newspaper sent reporter to every
Council meeting and filed at least
one story afterward
Newspaper only attends a few
meetings a year, typically on
controversial topics
Municipality needs to consider being
its own reporter and journalism
department
Newspaper was published three
times a week
Newspaper is published once per
week
Timeliness of content can’t be
guaranteed
Newspaper’s editorial area was
limited to Tillsonburg and the
immediate surrounding area
Newspaper covers Norfolk County
and Tillsonburg
Only a portion of the content in the
local paper is of interest to
Tillsonburg citizens
Most homes received and read the
newspaper at least 1-2 times a week
Not all homes receive the
newspaper. Citizens who receive the
newspaper may not read it.
Citizens get their news from
Facebook and other channels
Multiple reporters and a local office One news reporter to cover all beats;
out-of-area reporter covers holidays
Less frequent coverage and some
Tillsonburg stories are written/printed
from a Woodstock perspective
Radio Three radio stations were locally
owned and located in downtown
Tillsonburg
Stations are now owned by national
media group.
No staff physically located in
Tillsonburg
With the radio stations taking a more
regional approach to news and
adopting a more generic format,
Tillsonburg residents who continue to
listen to the radio are less likely to be
loyal to the former local stations.
The Town has lost the ability to “call
in favours” with the Station for
community information, facility
updates etc.
Format:
Easy Listening (FM)
Old/New Country format with
multigenerational appeal
Format:
Adult contemporary music format and
New Country format
Town must buy advertising with
multiple stations to reach the former
listening audience.
News reporter regularly covered
Council meetings
News reporter covers a few meetings
a year at most
Town of Tillsonburg must cover their
own news and connect directly with
citizens and stakeholders. Page 134 of 259
Local news was prominent on
website
Limited local news on website
On-air hosts and news staff worked
throughout most hours of the day
Syndicated programming in evening
hours; newsroom isn’t staffed after
Loss of ability to share messaging
with listeners after hours.
Website Citizens used desktop computers to
access websites
In 2016, 89.6% of Canadians access
the Internet.
Mobile internet users surpassed
desktop users in 2016 (worldwide)
33.7 million mobile internet users in
Canada in August 2021
In 2021, 95.6 percent of the
Canadian population access the
internet.
Tillsonburg.ca website was launched
in 2016 – just as this transition in
browsing hardware was occurring.
# of mobile internet users in Canada
is expected to grow to 38.5 million
users by the end of 2026
(Statista.com)
By 2026, 99.1 percent of Canadians
are expected to access the Internet.
Facebook 845 million users worldwide at end of
2011
2.7 billion users worldwide at end of
2020
41% of Canadians surveyed get their
news from Facebook
TillsonburgON Page didn’t exist
(created June 4, 2012)
TillsonburgON page:
5131 Page Likes
5802 Page Follows
AnnandaleNHS Page didn’t exist
(created 2013)
AnnandaleNHS
974 Page Likes
1037 Page followers
No citizen ‘media’ of any prominence
in Tillsonburg
Town posts are shared on a variety
of different citizen-run discussion
groups
Groups ranked by # of members:
• Talk Tillsonburg – 11,300
members
Where can citizens “fact check”
things they hear online?
How to monitor comments on these
pages? Page 135 of 259
• Not Talk Tillsonburg – 7,000
members
• Everything Tillsonburg – 4,300
members
• Tillsonburg Uncensored – 3,600
members
Twitter Platform created in 2006 and by
September 2011, had 100 million
monthly active users
*Town didn’t have an account until
November 2011
26 Tweets in 2012
1050 Followers
LinkedIn 70 million users worldwide in 2010
*Town didn’t have an account
740 million users worldwide
Town currently has 510 followers
Ec Dev and HR focused
Instagram Platform created in 2010
Town Recreation didn’t have account
until 2019
Recreation Dept:
557 followers in 2021
141 posts to date
Cable TV 2016 –
75% of Canadian households had
cable TV
In 2021, 51.3% of Canadian
households have cable TV, and only
48.9% of households are expected to
subscribe to pay TV (cable) in 2022.
Loss of local community
programming opportunity. Need to
develop videos that can be shared
on social media instead.
YouTube Town created account in 2015
Only began actively sharing content
with any frequency in 2018
Town account has 62 followers
31 Council Meeting Videos have
been shared (from late 2020 –
90 percent of respondents between
the ages of 18 and 24 access
YouTube, compared to 43 percent of
responding Canadians aged 55 or
above. Page 136 of 259
October 2021) with average of 37
total views per video
Total of 9,181 lifetime views on
posted content
95% of global population watches
YouTube
Nearly equal appeal to male and
female users
Page 137 of 259
III. Current communication practices
The Town currently uses a variety of communication channels to communicate with citizens,
stakeholders and community partners. In addition to traditional print media (newspaper,
brochures, letters, posters etc.), the Town has developed numerous electronic
communication channels to facilitate communication with the public.
These include:
• Email subscription options
• Facebook Messenger
• Facebook (2 accounts – Corporate and Museum)
• Facebook Live
• Twitter (2 accounts – Corporate and Museum)
• Instagram
• Linked In
• YouTube
• Website page subscriptions
• Website news feed subscriptions
• Discover Tillsonburg Magazine
The Communications Officer is responsible for:
• Design and messaging for weekly newspaper ad
• Overseeing all website content and leading the web team
• Overseeing all social media feeds
• Developing graphics and messaging for the corporate website
• Developing graphics, video and other content for Facebook and Twitter
• Developing a content strategy for each social media channel to support corporate goals
• Developing communications plans for major corporate initiatives (e.g. recreation
software, COVID-19 protocols,
• Monitoring analytics for all communications channels (especially website and social
media)
• Writing and distributing media releases
• Advising senior leadership on media relations
• Emergency Communications tasks as part of the Emergency Control Group
• Monitoring social media comments on Town accounts
• community-led Facebook groups
• Responding to social media inquiries (assisted by other staff)
• Researching, writing and designing Discover Tillsonburg Magazine (2 issues per year)
• Overseeing consistent application of the Town’s brand standards
• Staff communication channels (i.e. Intranet, posters, signage, event decor)
• Speech writing
• Photography
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An overview of the major communication channels and how they are currently used within the
corporation is provided in Appendices B through K (attached).
Page 139 of 259
Appendix B: Website (www.tillsonburg.ca)
Overview
• Current website was launched in 2016
• Uses eSolutions i:Create content management system
• Is maintained by a web team comprised of staff for each department
• Web team is expected to ensure content is current and accurate
• Communications Officer is site administrator and provides
• Page updates are made by web team on ad-hoc basis (i.e. when new programs and
staff are added)
• Most pages are reviewed at least once per year; some parts of the website (i.e. business
directory) pull in content from other sources/databases which may have a different
maintenance schedule
Purpose
To offer accurate, comprehensive information about the Town’s municipal operations, and to
facilitate communication with citizens and stakeholders on matters of public interest.
Structure
The current website is structured to display best on a computer monitor, but uses responsive
design which allows the site to be accessed by mobile users (i.e. images resize automatically
resize depending on screen size).
Navigation on the site can be done using dropdown menus, or by entering a term in the home
page search box.
The most popular destinations on the website can be featured on the homepage with direct link
buttons. At present, these buttons are
Site Features
1. Home Page Image Gallery
- Has room for 5 rotating images at one time
- Used to draw attention to the most important news in the municipality by urging
visitors to click to learn more
2. Search Field
- Located underneath the Home Page gallery
- Allows user to type in any search term and search site for content without having to
navigate menus
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3. News ticker
- Delivers most recent/relevant headlines from news module as determined by the
administrator
4. News & Public Notices section
- Area is used for items that are time sensitive or to create awareness of operational
changes (i.e. service interruptions)
- Content can be added to different news feeds
- Council Updates
- Economic Development
- Family Events and Activities
- Media Releases
- Public Notices
- Real Estate Opportunities
- Recreation Alerts (program cancellation, facility/service interruptions)
- Road Advisories
- Tillsonburg Update Ad
- Utility Disruptions
- Emergency Alerts
Citizens can subscribe to any or all news feeds above. By entering their email address on
the site, citizens can automatically be notified when new content is posted in that category.
5. Top Quicklink Navigation
- This section of the website offers prominent text hyperlinks to:
• A - Z Services (alphabetical listing of frequently requested info by keyword)
• Contact Us (listing of departments and key staff)
• Shopping Cart (link to
• Town Meetings (Town calendar offering access to upcoming Council and Committee
meetings)
• Feedback Form (
• Social Media (links to Town’s social media channels)
6. Featured links buttons
- This section offers button-style hyperlinks to popular website content
o News and Public Notices
o Events Calendar (community events calendar that allows any member of the
public to upload information about special events and programs happening in
Tillsonburg; feature is not well utilized at this time)
o Recreation and Culture – link to Recreation and Culture landing page
o Garbage and Recycling information
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7. Navigation Bar
Menu navigation is broken out into three sections: Live and Play; Do Business; Town
Hall. A dropdown menu shows pages in that section.
8. I’d Like To…
- This button allows users to navigate the site by selecting commonly requested
business needs including:
• Contact Animal Control
• Contact Council
• Contact Tillsonburg Hydro
• Purchase Bag Tags
• Register for Programs
• Report a Problem
• Search the Business Directory
• View the Recreation Guide
• View Agendas
• View Bids and Tenders
• View Attractions
• View Careers
• View Community Events Calendar
• View Recreation and Program Calendar
• View Transfer Station Hours
• View Tax Rates
9. Landing Pages
There are three microsites within the website
• Lake Lisgar Waterpark
• Annandale NHS
• Economic Development (Tillsonburg.ca/invest)
Content in these areas is accessed from a different homepage that provides subject specific
rotating banner images, related quick links and featured item space.
10. Friendly URLs
The site offers the ability to assign a friendly URL to any webpage for easier
communication and reference with citizens. Examples include
www.tillsonburg.ca/leaves, www.tillsonburg.ca/covid19 etc.
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11. Page Subscriptions
- Every interior page of the website offers users the ability to
12. Contact Us module
- All pages display a contact module at the bottom of the page
- This module can be configured to display a different contact depending on the page’s
content (i.e. Business-focused pages can be configured to show Ec. Development
Commissioner’s contact info)
- The default setting is to display the Customer Service Centre information (email,
phone, address)
13. Text size selector
- The website allows views to change the size of text on the site
14. Interior Pages
- used for reference information that has a long shelf-life
- users can choose to subscribe to a page so that they receive email notification when
a page is updated with new information
15. Emergency Alert Banner
- used for highest priority information where all visitors to the website should be
advised of a late-breaking development
- three colour options – blue, green and red
- notice floats on top of homepage upon first visit after posting
For Future Consideration
Conduct testing on the current corporate website to see how will it performs on mobile phones
and tablets
• Note problem areas and determine whether they can be remediated
• Evaluate the effectiveness of the website based on Top 25 user needs with potential
focus group observation
• Survey the public regarding the effectiveness of the website
• Monitor analytics regarding devices
Evaluate the effectiveness of the current website based on 10-15 most common search
needs
• Focus group testing to improve navigation to these areas
• Survey on website effectiveness
• Consider developing an educational campaign to help people find the info the
need – video or imagery showing how to use the search box on the main page
• Research process and costs involved in moving to a “Mobile first” website
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Appendix C: Website Sitemap (www.Tillsonburg.ca)
Live & Play Section
• Airport
o About Us
§ Hangars|
§ History
§ Services
§ Fuel
§ Flight School
§ Maintenance
§ Terminal
o Contact Us
o Invest
§ Opportunities
§ Strategic Plan
o Visit
§ Events Calendar
§ Aircraft
§ Area Attractions
§ Flights
§ Pilot Information
§ Restaurant
• Annandale National Historic Site
o About Us
§ House
§ Museum
§ Tillson Family
o Contact Us
o Donate
o Genealogy
o Get Involved
§ Historical Society
§ Volunteer
o Programs
o Shop
o Visit
§ Admission
§ Directions
§ Events Calendar
§ Hours of Operation
§ Facility Rentals
o From the Collection
• Building Services, Property Standards and Renovations
o Applications and Permits
o Doing It Right Guides
§ Decks
§ Fences
§ Garages
§ Pools
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§ Sheds
• Cemetery
o Genealogy and Records
o Maintenance & Lot Decorations
o Memorial Benches and Trees
o Niches and Plots
o Pioneer Cemetery
• Community Calendar
• Community Centre
• Connect Me
• Dog Park
• Emergency Services
o Ambulance
o Emergency Management
o Fire
o Hospitals and Healthcare
o Police
• Garbage and Recycling
o Curbside Collection
§ Bag Tag Vendors
§ Collection Calendar
o Household Hazardous Waste
o Illegal Dumping
o Leaf Collection
o Transfer Station
• Lake Lisgar Waterpark
o Contact Us
o Getting Here
§ Area Attractions
§ Directions
o News
o Plan Your Visit
§ Amenities
§ Events Calendar
§ Health and Safety
§ Hours of Operation
§ Prices
§ Weather Conditions
o Swim Standards
o Weather Conditions
• Making Tillsonburg Your Home
• Maps
• Photo Gallery
• Places of Worship
• Recreation and Programs Calendar
• Recreation and Culture
o Activities and Sports
o Arts and Culture
§ Area Attractions
§ Annandale National Historic Site
§ Otter Valley Playhouse
§ Station Arts Centre
Page 145 of 259
§ Events Calendar
o Clubs and Organizations
o Community Centre
§ Arenas
§ Courts
§ Facility Rentals
§ Health and Fitness
§ Pools
§ Seniors
§ Skatepark
o Parks, Fields and Trails
§ Ball Diamonds
§ Dog Park
§ Skatepark
§ Soccer Park
§ Trails
§ What's New!
o Leisure Guide
o Library
o Programs
§ Adult Recreation Programs
§ Community Sports
§ Leisure Guide
§ Online Registration
§ Recreation Schedule
§ Youth
o Recreation and Programs Calendar
o R Zone
• Roads and Sidewalks
o Construction Projects
o Maintenance Issues
o Road Information and Alerts
o Snow and Ice Control
o Tree Trimming
§ Tree Trimming FAQ
• Schools
o London District Catholic School Board
o Thames Valley District School Board
• Seniors Centre
• Social Services
o Community Garden
o Financial Assistance
§ F.A.R.E. Financial Assistance Program
§ Jumpstart
§ Oxford County Recreation Assistance
o Non-Profit Housing
• Special Events
• TGO Transit
• Utilities
o Hydro
o Water and Wastewater
Page 146 of 259
• Visiting Us
o About Us
o Business Directory
o Community Events Calendar
o Getting Here
o Shop Local
o Transportation
o Where to Eat and Stay
o Visitor Information Centres
• Water and Wastewater
• Why Tillsonburg
o Airport
o Major Employers
o Quality Lifestyle
o Schools
o Shop Local
o Transportation
Do Business Section
Airport
Available Lands and Buildings
Bids and Tenders
• Bid Opportunities
BizPaL
Business Associations
Business Directory
Business Licences and Permits
• Building Permit
• Business Licence
• Sign Permits
Community Profile
• Communications and Media
• International Languages and Resources
• Labour Force by Education
• Labour Force
• Local Government
• Major Employers
• Population by Age and Projection
• Quality Lifestyle
• Quick Facts
• Research and Development
• Tax Charts/Compare Rates
• Tax Rates
• Transportation
• Utilities
• Wage Rates
• Testimonials
Page 147 of 259
COVID-19 Business Support
• Business Improvement Areas (BIA)
• Bylaws
• Chamber of Commerce
• Small Business Support
Host Special Events
Applications, Licences and Permits
Incentives
• Federal
• Provincial
• Small Business Support
• Town
o Community Improvement Plan
o Facade Improvement Plan
Jobs
• Employment Services and Resources
o Livingston Centre
o Work in Oxford
• Municipal Jobs
• Volunteer Opportunities
Maps
Our Partners
Planning and Development
• Building Services
• Community Strategic Plan
• Development Charges
• Economic Development Strategy
• Engineering Design Criteria
• Official Plan
• Oxford County Planning
• Site Plan Approval
• Zoning
Starting a New Business
• Available Lands and Buildings
• Business Licences and Permits
• Register Your Business
• Small Business Support
Taxes
• Dates And Deadlines
• Property Assessment (MPAC)
• Payment Options
• Tax Certificates
Town Hall Section
• A-Z Services
• Accessibility
Page 148 of 259
o Accessibility Advisory Committee
• Agendas and Minutes
• Animal Services
o Animal By-laws
o Lost and Found Pets
o Pet Licences
o Wildlife
• Applications, Licences and Permits
• Boards and Committees
o Accessibility Advisory Committee
o BIA Board of Management
o Cultural, Heritage and Special Awards Advisory Committee
o Economic Development Advisory Committee
o Memorial Park Revitalization Advisory Committee
o Museum Advisory Committee
o Parks, Beautification and Cemeteries Committee
o Police Services Board
o Recreation and Sports Advisory Committee
o Tillsonburg Airport Advisory Committee
o Tillsonburg Dog Park Advisory Committee
o Tillsonburg Transit Advisory Committee
• By-laws & Policies
o By-law Enforcement
• Contact Us
o Feedback
o Report a Problem
• Corporate Plans
o Asset Management Plan
o Community Improvement Plan
o Official Plan
o Recreation Strategic Plan
o Community Strategic Plan
o Space Needs Study
o Corporate Energy
§ LED Streetlight Project
• Coronavirus (COVID-19) Information
o COVID-19 - Mayor's Bulletin
• Departments
o Development and Communications Services
§ Economic Development Office
§ Building and Bylaw Services
o Finance
o Fire
o Human Resources
o Recreation, Culture and Parks
o Tillsonburg Hydro Inc.
§ Energy Reporting
o Office of the Clerk
Page 149 of 259
o Operations Services
§ Engineering
§ Public Works
§ Water and Wastewater
§ Fleet Services
• Elections
• Financial Information
o Budget & Financial Information
o Tax Rates
o Trust Funds
• Freedom of Information
• Integrity Commissioner and Meeting Investigator
• Jobs
o Employment Services and Resources
§ Livingston Centre
§ Work in Oxford
o Volunteer Opportunities
• Mayor and Council
o Agendas and Minutes
o Code of Conduct
o Council Connection
o Disclosures of Pecuniary Interest
o Town Meetings
o Speak at a Council Meeting
o Watch Meetings Live
• News and Public Notices
o Subscribe
o Alerts
§ Recreation Alerts
§ Road Advisories
§ Utility Disruptions
o Council Highlights
o Economic Development
o Family Events and Activities
o Media Releases
o Public Notices
o Real Estate Opportunities
o Tillsonburg Update
• Privacy
• Taxes
o Due Dates
o e-Connection
o Payment Options
o Property Assessment (MPAC)
o Tax Certificates
o Tax Rates
o Tax Rebate
• Terms and Conditions & Refund Policy
Page 150 of 259
• Volunteer
o Volunteer Achievement Awards
o Youth Leadership Grant
o Citizen of the Year
• Who Doe
Page 151 of 259
Appendix D: Newspaper Ad (“Community Update”)
Purpose
To provide regular, clear information and updates to those who do not have Internet access or
otherwise prefer traditional print communications.
Structure and Frequency
The Town buys a full page ad in every edition of the Norfolk and Tillsonburg News, with space
shared by all departments. Departments share information with the Communications Officer,
who formats the material with a consistent voice and ensures a brand-compliant presentation.
The ad design is sent to the newspaper no later than Tuesday at 3:00 p.m., and copies are
delivered to homes and businesses on Thursday. The Norfolk and Tillsonburg News reaches
8500 households in Tillsonburg, as well as homes in neighbouring communities. The total
circulation region includes Southwest Oxford (south of Mount Elgin), Bayham Township (Eden
to Port Burwell), and the western edge of Norfolk County, including Courtland.
Ad Features
• A consistent layout and the use of white space and icons, helps enable residents to scan
the page quickly
• Recurring content sections include Notices, Active Living Opportunities, Culture Corner
and In Focus—a feature section typically used to highlight public safety information and
other timely/relevant topics. A Mayor’s Message is typically included for seasonal
messaging.
• The Town’s print purchase includes a homepage takeover on the Norfolk and
Tillsonburg News website intended to drive traffic to the Town’s website.
• Every issue provides contact information and hours for the Customer Service Centre.
Content Focus
• Current job postings within the municipality
• Seasonal program information (e.g. leaf collection, water main flushing, holiday skates)
• Recreational program information for all ages
• Cultural programing notices (e.g. exhibits, events, children’s programs)
• Opportunities for public engagement
• Information regarding and public works projects
• Bylaw information, including reminders about parking, safe building practices and pet
licensing
• Facility information (i.e. hours of operation, entry procedures)
• Council information including yearly meeting calendar, and budget sessions
• Tax due date information
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• Volunteer opportunities
• Community event information as appropriate (e.g. Seniors Centre Wellness event,
Turtlefest)
• Call for applications and nominations (e.g. Committee vacancies, awards)
• Call for grant requests from community groups
• Utility information (e.g. planned hydro outages)
• Bid opportunities
• Public safety messaging (i.e Fire, OPP/Police Services Board)
• Full page budget summary once a year
Discussion
The consolidated Community Update ad was created more than 10 years ago to make it easier
for citizens and stakeholders to consistently find Town information within the newspaper. Prior
to consolidation, job ads were placed in the classified section, while public notices and
operational announcements could appear anywhere within the newspaper. Ads were often
placed by individual departments and design services were provided by the newspaper. As a
result, there was no unified voice, look or approach to communications. Margins and spacing
varied.
Because the Town effectively purchases ad space in bulk (52 weeks a year), the newspaper
offers a discount on its typical rate.
At this time, it costs $1050 per week to run the ad. The Town has been advised that there would
not be a cost savings if the Town were to reduce the number of issues, as the bulk purchase
discount would be lost.
The final ad file is emailed to Senior Leadership Team and CSRs for reference, and posted on
the staff intranet for reference purposes.
It is also posted on the News and Public Notices page – where it appears in the news feed
“Tillsonburg Update”. It will appear in the News Ticker on the home page if “featured” is
selected.
Future Considerations
Determine how many ad-hoc quarter page ads could be ordered before the cost exceeded
the annual buy.
Reducing the Town’s annual ad buy ($54,600) could have a significant impact on the
newspaper’s local operations.
Evaluate necessity of print ads given that 88% of Canadians over the age 65+ use the internet
daily (Environics Research – July 2020)
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Appendix E: Facebook (www.facebook.com/TillsonburgON)
Purpose
To inform the public about municipal and community matters, with a particular emphasis on
marketing Town of Tillsonburg programs and services. The account creates interest in municipal
affairs and enables users to share information within their personal networks, and dialogue
Structure and Frequency
Staff make 10-14 posts per week. The Communications Officer oversees administration of the
page. Staff from the economic development and recreation, culture and parks departments
assist in scheduling content for the page.
Features
• Pictures and graphics create visual interest
• Captions add detail, including hyperlinks to related content or reference materials on the
Town’s website
• Ability for users to interact directly with staff
Content Focus
• Current job postings within the municipality and recruitment
• Seasonal program information (e.g. leaf collection, water main flushing)
• Recreational program information for all ages
• Cultural programing notices (e.g. exhibits, events, children’s programs)
• Opportunities for public engagement (surveys, open houses etc.)
• Information regarding and public works projects
• Bylaw information, including reminders about parking, safe building practices and pet
licensing
• Facility information (i.e. hours of operation, entry procedures)
• Council information including yearly meeting calendar, and budget sessions
• Tax due date information
• Volunteer opportunities
• Community event information as appropriate (e.g. Seniors Centre Wellness event,
Turtlefest)
• Call for applications and nominations (e.g. Committee vacancies, awards)
• Call for grant requests from community groups
• Utility information (e.g. planned hydro outages)
• Bid opportunities
• Public safety messaging (i.e Fire, OPP/Police Services Board)
Page 154 of 259
Discussion
Facebook is an effective way to share information that users might not otherwise seek out.
Many Facebook users check their accounts multiple times a day. They don’t have a particular
purpose for scrolling beyond seeing if anything is new and catches their attention.
Unlike a newspaper, the newsfeed on Facebook is tailored to the user’s personal interests and
past patterns of engagement. The platform gradually ‘learns’ more about users and prioritizes
content accordingly.
Having one main corporate page ensures that users only have to ‘like’ or follow one page to get
municipal information.
Staff have begun developing graphic design templates for certain types of information.
Future Considerations
Investing in a social media management tool such as Sprout Social with multiple user licences
will provide the Town with robust analytics across all social media platforms. Staff can monitor
social media performance over a specified time period, including the number of posts,
increase in followers, and changes in engagements and link clinks. Other benefits include:
• Efficiencies when posting content (i.e. post to more than one social media account at
one time)
• Data-driven content scheduling (i.e. timing posts for maximum exposure on each
channel) and automatically filling content voids with evergreen content
• Coordinated content planning between departments and across social media channels
• Hassle-free tracking of results, including metrics specifically mentioned in the
Community Strategic Plan (i.e. engagement rate across all social media channels)
• Ability to evaluate the performance of posts by content tag and social media profile (e.g.
how do Recreation posts perform on Facebook compared to Instagram)
• Ability to set targets for optimum content mix by percentage (e.g. What percentage of the
feed should be Council news?)
• Easily track the actual content mix for each social media profile with content tags (i.e.
how much recreation messaging did we do? How much information did we share from
our community partners?)
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Total # of Facebook Posts per year - TillsonburgON
700
600
500
400
300
200
100
0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
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Appendix F: Twitter (@TillsonburgTown)
Purpose
To inform the public about emergent and time-sensitive issues.
Structure and Frequency
The Town has had a Twitter account since 2012 It was used infrequently prior to COVID-19.
Posts were typically text-based and drove traffic to the Town’s website for full details given the
platform’s character limit.
The account is maintained by the Communications Officer.
Features
•Appeals to both males and females (nearly even split)
•A source of information for news outlets
•The go-to social media channel for issues in progress
Content Focus
•Service interruptions including program cancellations
•Changes to facility hours and entry procedures
•Facility information (i.e. hours of operation, entry procedures)
•Council decisions
•Public safety messaging (i.e Fire, OPP/Police Services Board)
Discussion
Twitter has not caught on in the Tillsonburg area the way it has in other regions. Nevertheless,
followers of the Town’s account include journalists, politicians, business leaders, community
groups etc.
Future Considerations
Investing in a social media management tool such as Sprout Social with multiple user licences
will provide the Town with robust analytics across all social media platforms. Staff can monitor
social media performance over a specified time period, including the number of posts,
increase in followers, and changes in engagements and link clinks. Other benefits include:
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•Efficiencies when posting content (i.e. post to more than one social media account at
one time)
•Data-driven content scheduling (i.e. timing posts for maximum exposure on each
channel) and automatically filling content voids with evergreen content
•Coordinated content planning between departments and across social media channels
•Hassle-free tracking of results, including metrics specifically mentioned in the
Community Strategic Plan (i.e. engagement rate across all social media channels)
•Ability to evaluate the performance of posts by content tag and social media profile (e.g.
how do Recreation posts perform on Facebook compared to Instagram)
•Ability to set targets for optimum content mix by percentage (e.g. What percentage of the
feed should be Council news?)
•Easily track the actual content mix for each social media profile with content tags (i.e.
how much recreation messaging did we do? How much information did we share from
our community partners?)
Increase the amount of content shared on Twitter to communicate with more males in the area.
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Appendix G: LinkedIn
Purpose
To share economic development, information, initiatives and opportunities with the public. To
augment the Town’s recruitment efforts by sharing Town job postings.
Structure and Frequency
The channel was initially developed by HR staff to aid recruitment efforts. In 2020, Economic
Development staff also began using the channel to communicate information related to economic
development, and market development opportunities (i.e. available land). Communication staff
provide high-level oversight of the channel as part of the Town’s social media portfolio.
Staff typically make one post a week (49 posts between October 15, 2020 and October 15, 2021).
Slightly less than 25% of the posts are HR-related.
Features
•Posts provide a personal, credible and low-cost means to communicate information in a
professional forum
•Users can follow the Town’s page to receive municipal updates (512 followers in 2021).
•Users can comment, react to or share posts with others on the platform.
•Town staff can share information and posts regarding regional, provincial or federal
programs
•Town staff can follow local business happening and company news, and share news as
appropriate fostering goodwill and a sense of community
•Town staff can ask questions to local businesses and promote opportunities for
engagement
Content Focus
•Job postings and career opportunities
•Available land opportunities
•Reasons to invest in Tillsonburg
•Current Economic Development initiatives (programs, grants)
•Information from regional, provincial and federal agencies and partners
•Sharing information and posts from local business organizations
•Celebrating good news from the Tillsonburg business community
•Posing questions to area businesses and promoting public engagement
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Discussion
LinkedIn has a specific niche audience. Unlike other social media channels where the
content and topics are varied, LinkedIn appeals to businesses and up-and-coming
professionals. The platform provides an opportunity to raise Tillsonburg’s profile and build
its reputation as a progressive place to work and invest.
In terms of popularity, 27.1% of all Internet users in Canada use LinkedIn each month.
By comparison, 77% of Canadian Facebook users log into Facebook daily.
As of July 2021, 16.1 percent of LinkedIn users in Canada were between 18 and 24 years old;
57.3 percent of platform users were aged between 25 and 34 years.
The Town’s use of LinkedIn was minimal prior to 2020. With the addition of Economic
Development content, there is more activity on the page and the number of followers has risen
from 216 (2020) to 512 followers (2021).
LinkedIn offers helpful analytics including the ability to see follower’s location, job function,
seniority, industry and company size. These metrics are especially helpful for marketing purposes
and evaluating the reach of particular business focused campaigns.
Future Considerations
The Town’s LinkedIn account has continued growth potential. The current business-oriented
content strategy employed by Economic Development staff has been effective in growing the
number of followers and distinguishing the content on the platform from other Town channels.
The adoption of a social media management tool (i.e. Sprout Social) will enable other types of
Town information to be shared more easily, and content can be tagged by subject/ type to develop
an optimum content mix.
Other steps the Town could take to improve the channel include:
• Continuing to identify and use relevant hashtags to attract followers and expand reach
• Developing campaigns (paid) to expand the reach of particular content
• Monitoring the LinkedIn performance of similarly sized municipalities and establishing
growth targets
• Developing more video content
• Encouraging staff to have profiles and share content (i.e. employee engagement)
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Appendix H: YouTube
Purpose
To share video content related to Tillsonburg and support the various stages of the visitor to
resident continuum (i.e. attracting people to visit, encouraging them to make a financial and
emotional investment, and helping them become ambassadors for the Town).
Structure and Frequency
The channel was created in 2015 and was primarily used for residential marketing. A Discover
Tillsonburg video (posted in 2015), produced in conjunction with Tourism Oxford, has been viewed
more than 6,000 times (77.9 hours).
With the spread of COVID-19, the channel has been used primarily to stream Council meetings.
Features
• Town staff can create playlists with different types of content (i.e. Council Meetings,
Tourism Information, Business Information)
• Town staff can easily share content from regional partners (i.e. Tourism Oxford)
Content Focus
• Council meetings and decisions
• Reasons to visit and invest in Tillsonburg
• Celebrating good news from the Tillsonburg business community
Discussion
Tillsonburg has a presence on YouTube (65 videos published) but there is currently no corporate
strategy or resources devoted to developing the channel further. However, despite this ad hoc
approach, the channel has created interest in Tillsonburg, with 9,586 lifetime views, and an
average click through rate of 6.5%.
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The channel has more male viewers than female (lifetime), however females tend to watch longer.
Future Considerations
Staff have the basic tools and skillset to produce content in-house, but video is more time-
consuming to produce than other social media content. If the Town wants to develop the channel
beyond Council meetings, additional dollars will likely be required to support this objective.
In the immediate future, the creation of new Community Profile videos by the Economic
Development department (currently in production with a contractor) will be welcome additions to
the channel and highlight the Town as a community of choice for visitors, residents and
businesses alike.
Page 162 of 259
Appendix I: Facebook (www.facebook.com/AnnandaleNHS)
Purpose
To educate the public about Tillsonburg’s history, highlight items in the museum’s collection and
promote museum programs and events. The page also enables users to dialogue with museum
staff, and share information within their personal networks.
Structure and Frequency
Staff make 10-14 posts per week. Museum staff develop and schedule content for the page.
The Communications Officer monitors the account.
974 people like the page and 1,037 people follow the page.
Features
• Pictures and graphics create visual interest
• Captions add detail, including hyperlinks to related content or reference materials on the
Town’s website
• Ability for users to interact directly with staff
Content Focus
• Upcoming exhibits
• Seasonal program information (e.g. Christmas at Annandale)
• Programs for children and youth including camps and classes
• Promote community events hosted at the Museum (i.e. Turtlfest)
• How to donate items to the museum
• Calls for volunteers
• Historical society content
• Facility information (i.e. hours of operation, entry procedures)
• Council information including yearly meeting calendar, and budget sessions
• Tourism information
• Content from other museums in the region
Discussion
Facebook is an effective way to share information that users might not otherwise seek out.
Many Facebook users check their accounts multiple times a day. They don’t have a particular
purpose for scrolling beyond seeing if anything is new and catches their attention. Unlike a
newspaper, the newsfeed on Facebook is tailored to the user’s personal interests and past
Page 163 of 259
patterns of engagement. The platform gradually ‘learns’ more about users and prioritizes
content accordingly.
During COVID-19, Facebook became the museum’s primary way of educating the public about
Tillsonburg’s history and cultural artifacts.
Future Considerations
Investing in a social media management tool such as Sprout Social with multiple user licences
will provide the Town with robust analytics across all social media platforms. Staff can monitor
social media performance over a specified time period, including the number of posts,
increase in followers, and changes in engagements and link clinks. Other benefits include:
• Efficiencies when posting content (i.e. post to more than one social media account at
one time)
• Data-driven content scheduling (i.e. timing posts for maximum exposure on each
channel) and automatically filling content voids with evergreen content
• Coordinated content planning between departments and across social media channels
• Hassle-free tracking of results, including metrics specifically mentioned in the
Community Strategic Plan (i.e. engagement rate across all social media channels)
• Ability to evaluate the performance of posts by content tag and social media profile (e.g.
how do Recreation posts perform on Facebook compared to Instagram)
• Ability to set targets for optimum content mix by percentage (e.g. What percentage of the
feed should be Council news?)
• Easily track the actual content mix for each social media profile with content tags (i.e.
how much recreation messaging did we do? How much information did we share from
our community partners?)
Total # of Facebook Posts per year - AnnnandaleNHS
700
600
500
400
300
200
100
0
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Page 164 of 259
Appendix J: Twitter (@Annandale_NHS)
Purpose
To educate the public about Tillsonburg’s history, highlight items in the museum’s collection and
promote museum programs and events. The page also enables users to dialogue with museum
staff, and share information within their personal networks.
Structure and Frequency
Annandale NHS has had a Twitter account since 2015. Content is cross-posted to Annandale
NHS Facebook page.
Features
• Appeals to both males and females (nearly even split)
• A source of information for news outlets
Content Focus
• Upcoming exhibits
• Seasonal program information (e.g. Christmas at Annandale)
• Programs for children and youth including camps and classes
• Promote community events hosted at the Museum (i.e. Turtlfest)
• How to donate items to the museum
• Calls for volunteers
• Historical society content
• Facility information (i.e. hours of operation, entry procedures)
• Council information including yearly meeting calendar, and budget sessions
• Tourism information
• Content from other museums in the region
Discussion
Twitter has not caught on in the Tillsonburg area the way it has in other regions. There are
presently only 268 followers.
Future Considerations
Investing in a social media management tool such as Sprout Social with multiple user licences
will provide the Town with robust analytics across all social media platforms. Staff can monitor
Page 165 of 259
social media performance over a specified time period, including the number of posts,
increase in followers, and changes in engagements and link clinks. Other benefits include:
• Efficiencies when posting content (i.e. post to more than one social media account at
one time)
• Data-driven content scheduling (i.e. timing posts for maximum exposure on each
channel) and automatically filling content voids with evergreen content
• Coordinated content planning between departments and across social media channels
• Hassle-free tracking of results, including metrics specifically mentioned in the
Community Strategic Plan (i.e. engagement rate across all social media channels)
• Ability to evaluate the performance of posts by content tag and social media profile (e.g.
how do Recreation posts perform on Facebook compared to Instagram)
• Ability to set targets for optimum content mix by percentage (e.g. What percentage of the
feed should be Council news?)
• Easily track the actual content mix for each social media profile with content tags (i.e.
how much recreation messaging did we do? How much information did we share from
our community partners?)
Increase the amount of content shared on Twitter to communicate with more males in the area.
https://twitter.com/Annandale_NHS
Page 166 of 259
Topic In PersonNewspaper AdWebsiteWebsite - LocationFacebookTwitterInstagramYouTubeIntranet (Staff)Ec Dev EmailCommittee(s)Community PartnersMedia ReleaseBudget - Draft and Approved
Business Plans yes
https://www.tillsonburg.ca/en/town-
hall/Budget-and-Financial-
Information.aspx
Budget Meeting Schedule yes yes yes News & Public Notices;
https://www.tillsonburg.ca/en/town-
hall/Budget-and-Financial-
Information.aspx
yes yes yes yes yes
Budget Summary yes yes
Community Strategic Plan yes yes https://www.tillsonburg.ca/en/town-
hall/Budget-and-Financial-
Information.aspx
yes yes yes yes
Community Strategic Plan is
Adopted yes yes News & Public Notices yes yes yes yes yes yes yes
Council Agenda yes yes Town Meetings Calendar
Council Bios (incl. photos)yes
Council Code of Conduct yes
Council Connection - Highlight an
item on the agenda at the next
meeting
yes yes
Council Connection - Highlight from
past meeting
yes yes
Council Contact Information (phone,
email)
yes yes
Council decision on item of
significant interest to public
(examples include capital project
funding, grants received, service
level changes)
yes yes News & Public Notices yes yes yes - if it
relates to
Recreation
Council Decisions re: Ec Dev yes
Council Highlights yes News and Public Notices yes
Council Meeting - Schedule
Changes
yes yes Town Meetings Calendar;
Emergency Alert Box
Council Meeting Minutes yes Town Meetings Calendar
Council Meeting Schedule yes yes Posted
Council Meeting Video yes Town Meetings Calendar yes
Council News - Subscription yes https://www.tillsonburg.ca/subscribe
Disclosures of Pecuniary Interest yes
Election information yes yes yes https://www.tillsonburg.ca/en/town-
hall/Elections.aspx
yes yes yes
How to speak at a Council meeting yes https://www.tillsonburg.ca/en/town-
hall/Speak-at-a-Council-Meeting.aspx
Mayor's Updates yes yes yes -
video
Public Engagement - Open Surveys yes yes yes News & Public Notices yes yes yes yes yes
Public Engagement - Survey Thank
You Message
yes yes yes
Public Engagement - Upcoming
Open House Details
yes yes News & Public Notices yes yes yes
Watch Council Meetings Live yes https://www.tillsonburg.ca/en/town-
hall/Watch_Meetings_Live.aspx
Page 167 of 259
Page 1 of 8
Subject: Ontario Heritage Act Processes
Report Number: CS 21-34
Department: Corporate Services Department
Submitted by: Amelia Jaggard, Deputy Clerk
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT Council receives report CS 21-34 Ontario Heritage Act Processes, as
information.
BACKGROUND
Municipal Heritage Committee
At their meeting on June 9, 2021, the Cultural, Heritage and Special Awards Committee
passed the following resolution:
Moved by Carrie Lewis
Seconded by Rosemary Dean
THAT the Culture, Heritage and Special Awards Committee pursue a direction
that adds Listed (or non-designated) Properties to the Town of Tillsonburg
Municipal Register of Heritage Properties as a means to identify properties that
have cultural heritage value or interest to the community in addition to those that
are currently designated.
At their meeting on October 13, 2021, the Cultural, Heritage and Special Awards
Committee passed the following resolution:
Moved by Councillor Esseltine
Seconded by Jason Pancratz
Page 168 of 259
CS 21-34
Page 2 of 8
That the Culture, Heritage and Special Awards Committee recommends to
Council that the tree-lined Broadway street entrance to downtown Tillsonburg
from Concession Street in the north to Venison Street in the south, bordered by
stately, heritage homes and age-old trees, be listed as a Heritage Conservation
District in the town’s Municipal Register of Heritage Properties. The Mid
Broadway stretch of unique century homes and surrounding trees continues to
welcome residents and visitors to both our town and our downtown in a grand
and resplendent way.
A list of property street addresses as recommended by the Cultural, Heritage and
Special Awards Advisory Committee to be listed in the municipal heritage register has
been attached as information. Councillor Esseltine supplied the attached listing which
was also received as information at the Cultural, Heritage and Special Awards Advisory
Committee meeting of November 3, 2021.
At the October 25, 2021 meeting of Tillsonburg Town Council, it was requested that
staff prepare an information report regarding processes under the Ontario Heritage Act,
R.S.O. 1990, c. O.18 (the “Act”) for Council’s consideration.
DISCUSSION
This report will provide a brief overview of the processes under the Ontario Heritage
Act, R.S.O. 1990, c. O.18 (the “Act”) for adding non-designated properties to the
municipal heritage register and the process of designating a Heritage Conservation
District.
Adding non-designated properties to the municipal heritage register
The municipal heritage register (the “register”) is a listing of all properties designated
under sections 29 or 41 of the Ontario Heritage Act, R.S.O. 1990, c. O.18 (the “Act”).
The register may include property that has not been designated under Part IV of the Act
but that the Council believes to be of cultural heritage value or interest, often referred to
as “listed properties.” The register, with respect to listed properties, must contain a
description of the property that is sufficient to readily identify the property, such as the
property’s street address.
The Act provides interim protection for listed properties that are included in the register.
An owner of a listed property must give municipal council at least 60 days’ notice (in
writing) of their intention to demolish or remove a building or structure. This written
notice must be provided before any application is made for a permit under the Building
Code Act, 1992 to demolish or remove a building or structure located on the property.
Page 169 of 259
CS 21-34
Page 3 of 8
The 60-day notice period gives a municipality time to decide whether to begin the
designation process.
Although detailed research and evaluation of the property are not req uired, the Ministry
of Heritage, Sport, Tourism and Culture Industries, suggests that a brief rationale be
included that explains why a municipal council believes that the property is of cultural
heritage value or interest.
Council must consult with its municipal heritage committee before a property that has
not been designated under Part IV is added or removed from the register.
Although a municipality is not required to consult with property owners or the public
before including non-designated properties in the register, the Ministry of Heritage,
Sport, Tourism and Culture Industries, recommends notifying the property owner that
their property will be included in the register.
For example, when the Toronto Preservation Board (municipal heritage committee)
recommends a property’s inclusion on the municipal register, property owners are
notified and invited to attend the Toronto Preservation Board meeting to discuss the
matter.
Notice to property owner:
If a property that has not been designated under Part IV of the Act has been included in
the register, the council of the municipality must, within 30 days after including the
property in the register, provide the owner of the property with notice that the property
has been included in the register.
The notice must include the following information:
1. A statement explaining why the council of the municipality believes the property
to be of cultural heritage value or interest.
2. A description of the property that is sufficient to readily ascertain the property.
3. A statement that if the owner of the property objects to the property being
included in the register, the owner may object to the property’s inclusion by
serving on the clerk of the municipality a notice of objection setting out the
reasons for the objection and all the relevant facts.
4. An explanation of the restriction concerning the demolition or removal, or the
permitting of the demolition or removal, of a building or structure on the pr operty.
Next steps:
Should Council wish to add non-designated properties to the municipal heritage register
the first step would be to identify the property(s) to be added, including a description of
Page 170 of 259
CS 21-34
Page 4 of 8
the property(s) that is sufficient to readily identify the property, such as the property’s
street address. A statement explaining why council believes the property(s) to be of
cultural heritage value or interest should also be confirmed as this information is
required to be included in the notice to the property owner within 30 days after including
the property in the register. Council may also wish to notify property owner(s) of
Council’s intent to list their property in the register in advance , as recommended by the
Ministry of Heritage, Sport, Tourism and Culture Industries.
Designating a Heritage Conservation District
The Ontario Heritage Act, R.S.O. 1990, c. O.18 (the “Act”) enables council to designate
the entire municipality or any defined area or areas of the municipality as a Heritage
Conservation District (HCD).
District designation enables the council of a municipality to manage and guide future
change in the district, through adoption of a district plan with policies and guidelines for
conservation, protection and enhancement of the area’s special character.
The Ministry of Heritage, Sport, Tourism and Culture Industries, suggests that the key
ingredients for a successful HCD are:
A sound examination of the rationale for district designation, especially for the
delineation of district boundaries;
Active public participation in the designation process;
A clear and complete designation bylaw; and,
A clear and well-publicized HCD plan and policies to manage change in the
district to protect and enhance its unique character.
As set out in Part V of the Act, the key steps to designate a Heritage Conservation
District are as follows:
The Study Phase
o Step 1 – Request to designate
o Step 2 – Consultation with the Municipal Heritage Committee
o Step 3 – Official Plan provisions
o Step 4 – The Area Study and Interim Control
o Step 5 – Evaluation of cultural heritage resources and attributes
o Step 6 – Delineation of boundary of the study area and potential HCD
o Step 7 – Public consultation on draft HCD plan
The Implementation Phase
o Step 8 – Preparation of the HCD plan and guidelines
o Step 9 – Passing the designation bylaw and adoption of the HCD plan
o Step 10 – Registration of bylaw on title
Page 171 of 259
CS 21-34
Page 5 of 8
o Step 11 – Notification of passing of bylaw to the Ontario Heritage Trust
o Step 12 – Proposed changes to existing bylaws and Official Plan
provisions
o Step 13 – Implementing the HCD plan
A flowchart outlining the process to designate an HCD has been attached for
information.
The Study Phase
Step 1 – Request to designate
There is no formal process for requesting the designation of a HCD. A request may
come from the municipal heritage committee, a local residents’ or heritage organization,
or any individual resident, business or property owner.
Step 2 – Consultation with the Municipal Heritage Committee
Where a municipal heritage committee exists, the act requires that council consult with
the committee about any area being considered as a heritage conservation study area.
Step 3 – Official Plan provisions
The Act requires that the municipal Official Plan have provisions relating to the
establishment of a HCD.
Step 4 – The Area Study and Interim Control
While the act does not require that a study be carried out before the passing of the
bylaw to designate any area as a HCD, the Ministry of Heritage, Sport, Tourism and
Culture Industries, suggests a study is essential for the preparation of a HCD plan,
required for every HCD designated. The act sets out the scope of a HCD study and
options to formalize the process by adoption of a by-law and/or to put in place interim
control measures within the study area for a one -year period.
Step 5 – Evaluation of cultural heritage resources and attributes
Thorough evaluation of a district’s heritage significance. The Ministry of Heritage, Sport,
Tourism and Culture Industries, suggests properties of heritage value should reveal
broad architectural, cultural, social, political, economic or military patterns of our history,
or should have some association with specific events or people that have shaped
details of that history.
Step 6 – Delineation of boundary of the study area and potential HCD
Defining the boundaries of the HCD. The Ministry of Heritage, Sport, Tourism and
Culture Industries, suggests a boundary could be determined using historic factors,
visual factors, physical features and/or legal or planning factors.
Step 7 – Public consultation on draf t HCD plan
Page 172 of 259
CS 21-34
Page 6 of 8
Information relating to the proposed HCD, including a copy of the plan, must be made
available to the public. At least one public meeting must be held. The municipal heritage
committee must be consulted on the plan.
The Implementation Phase
Step 8 – Preparation of the HCD plan and guidelines
The Act sets out what a heritage conservation district plan shall include.
Step 9 – Passing the designation bylaw and adoption of the HCD plan
Step 10 – Registration of bylaw on title
Step 11 – Notification of passing of bylaw to the Ontario Heritage Trust
Step 12 – Proposed changes to existing bylaws and Official Plan provisions
A heritage district designation may require some adjustments to the existing planning
framework in the municipality.
Step 13 – Implementing the HCD plan
A permit application process is the principal mechanism for implementing a HCD. This
allows a municipality to exert control over development and other applications to ensure
that they will have a beneficial effect on the character and heritage attributes of the
district.
Next steps:
Should Council wish to designate a heritage conservation district the first step would be
to identify the area which Council is interested in designating. Following which Council
should determine if the municipality will undertake a study of the area proposed to be
designated as an HCD.
CONSULTATION
Ontario Heritage Act, R.S.O. 1990, c. O.18, Ministry of Ministry of Heritage, Sport,
Tourism and Culture Industries website.
FINANCIAL IMPACT/FUNDING SOURCE
Not applicable.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
Page 173 of 259
CS 21-34
Page 7 of 8
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Not applicable.
ATTACHMENTS
Appendix A – Flowchart outlining the process to designate a Heritage Conservation
District
Appendix B – List of properties as recommended by Cultural, Heritage and Special
Awards Advisory Committee to be listed in the municipal heritage register
Report Approval Details
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CS 21-34
Page 8 of 8
Document Title: CS 21-34 Ontario Heritage Act Processes.docx
Attachments: - CS 21-34 Appendix A - Heritage District Designation
Process Flow Chart.pdf
- CS 21-34 Appendix B.docx
Final Approval Date: Nov 2, 2021
This report and all of its attachments were approved and signed as outlined below:
Kyle Pratt
Page 175 of 259
Heritage Conservation Districts • Designating a District
17
Request or Proposal to Designate District
Study Commences
Public notification/Adoption
of Study bylaw/Interim
controls (optional)
Area not designated
Prepare HCD Plan & Guidelines.
Are there provisions in OP for HCD designation?
Public Notification & Meeting to consider
HCD Plan and Designation bylaw
Notice of By-law passage:
1. Served on district property owners
2. Served on Ontario Heritage Trust
3. Made public
District Designated:
1. Bylaw in effect*
2. HCD plan & guidelines adopted
HCD Plan & bylaw shelved
Appeal dismissed
*NB. Bylaw may need to be amended for an appeal allowed “in part”
Council Decision: Study Area?
Study Findings & Recommendations Council
Decision: Proceed with Designation?
Council Decision: Designate Area?
Municipal Heritage Committee consulted
Objections?
Study does not proceed
Appeal allowed
in whole
or in part *
Ontario Municipal
Board hearing
YES
YES
YES
NO
NO
NO
NO
NO
YES
HERITAGE CONSERVATION DISTRICT
DESIGNATION PROCESS
Official Plan Provisions are
developed and adopted
Page 176 of 259
CS 21-34 Appendix B – List of properties as recommended by Cultural, Heritage
and Special Awards Advisory Committee to be listed in the municipal heritage
register
Town of Tillsonburg
Heritage Conservation District Listing for Tillsonburg’s Municipal Register of
Heritage Properties
Mid Broadway from Concession to Venison Street Addresses
Broadway East Side
(Concession south to Wolf) 303 Broadway 1940
301 Broadway 1850
(Wolf south to Bear) 299 Broadway 1890
295 Broadway 1907
289 Broadway 1900
285 Broadway 1862
281 Broadway 1900
(Bear south to Venison) 277 Broadway 1890
273 Broadway 1880
267 Broadway 1890
261 Broadway
Broadway West Side
(Concession south to Venison) 300 Broadway 1890
298 Broadway 1880
294 Broadway 1870
290 Broadway 1890
286 Broadway 1960
282 Broadway 1900
280 Broadway 1910
278 Broadway 1870
276 Broadway 1880
274 Broadway
270 Broadway 1907
266 Broadway 1934
262 Broadway
(Venison south to Bridge) 258 Broadway 1900
Page 177 of 259
Page 1 of 3
Subject: Commercial Banking Services
Report Number: FIN 21-30
Department: Finance Department
Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT Council receives report FIN 21-30 Commercial Banking Services;
AND THAT the purchasing process be foregone pursuant to the Town’s Purchasing
Policy 5-006, section 6. b);
AND THAT Council approves TD Commercial Banking as the Town’s supplier of
commercial banking services;
AND THAT a By-Law authorizing an agreement between The Corporation of the Town
of Tillsonburg and the Toronto-Dominion Bank for the provision of banking services be
brought forward for Council consideration at the next regularly scheduled Council
meeting.
BACKGROUND
The pricing and terms for banking services was last accepted by Council at the Council
meeting of March 29, 2016. This existing commercial banking agreement between the
Town and Toronto-Dominion Bank (TD Bank) expired effective March 2021 following a
five year term and is up for renewal.
The purpose of this report is to request Council approval of the extension of an
additional five year term with TD Bank as the Town’s supplier of commercial banking
services.
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FIN 21-30
Page 2 of 3
DISCUSSION
In accordance with the Town’s Purchasing Policy 5-006, By-Law 2020-070, section 6. b)
Council shall determine if the purchasing process may be foregone:
The Tendering, RFP or purchasing process may not be required where the Goods or
Services are proprietary to one vendor, where there is only one supplier that can meet
the Town’s needs within a reasonable distance or where the cost of changing suppliers
for a product or service already in place is deemed to be exorbitant by the Treasurer.
Upon written staff recommendations, Council shall, in its’ sole discretion determine
whether a Bid, RFP or purchasing process may be forgone for these reasons. Such
exemption must be granted by resolution.
Staff is recommending that a request for proposal (RFP) not be followed for banking
services because of the favourable service that TD Bank provides the Town, the
continued favourable pricing that TD Bank provides, the substantial Town cost and
lengthy time involved to do an RFP and potential switch in financial institutions, and the
overall favorable TD Bank value proposition (fees, interest paid on deposit accounts and
interest paid on any operating lines, if any).
In the Treasurer’s opinion, there is no overall incentive to pursue a RFP and that the TD
Commercial Banking offer remains highly competitive and favorable to the Town and
should be accepted. If Council concurs with the proposed recommendation, the TD
renewal offer and associated By-law will be brought forward to the next regularly
scheduled Council meeting for Council’s approval. The renewal off er agreement is not
attached to this report to protect the TD offer terms should an RFP approach be instead
effected.
FINANCIAL IMPACT/FUNDING SOURCE
TD Bank has provided staff a competitive renewal offer reflecting $36,005 in cumulative
annual savings as compared to the published price. This includes zero charge account
fees (balance reporting, payments & transfers, cheque imaging archives, and more),
and reduced cash management service fees along with a significant discount on cheque
fraud protection service (new). Additionally, interest earned on account balances is
improved by five basis points.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
Page 179 of 259
FIN 21-30
Page 3 of 3
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Not Applicable
ATTACHMENTS
None.
Page 180 of 259
Page 1 of 3
Subject: HST Audit Refund Proceeds
Report Number: FIN 21-31
Department: Finance Department
Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT Council receives report FIN 21-31 HST Audit Refund Proceeds as information;
AND THAT the Town portion of the HST audit refund proceeds totaling $76,345.72 be
contributed to the Tax Rate Stabilization Reserve in the amount of $50,849.62 and the
Asset Management Funding Reserve in the amount of $25,496.09.
BACKGROUND
The Town previously completed an elective internal HST audit via consultant (Fairtax) in
2018. This item was again included in the Corporate Services (Finance) Business Plan
for 2021. The purpose of this report is to advise Council of the identified savings and
request contribution to specific reserve account(s).
DISCUSSION
The Finance department retained the services of FairTax Funding & Taxation Experts
following a quoted cost comparison and evaluation of value added benefits as compared
to Stratos Solutions. Fairtax holds the necessary tools and expertise required to assess
the Town’s operations and identified sales tax recovery opportunities , and has an
established reputation with the Canada Revenue Agency (CRA) regarding the quality and
reliability of their assessments.
The Finance department takes care in recording daily financial operations and capturing
available tax rebates, however additional tax savings opportunities are often embedded
within operations when evaluating commercial activity within various departments.
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FIN 21-31
Page 2 of 3
Transactions were analyzed from a period of June 2018 to June 2021 capturing the
maximum period permitted for refund by the CRA since the date of the last audit in 2018.
Input Tax Credit (ITC) is the term used for the recoverable GST/HST paid on purchases
and operating expenses related to commercial activities. An example is a municipality
that operates an arena to make both taxable supplies of ice time for consideration and
exempt supplies of supervised skating classes for children 14 years of age or under.
During the quarterly reporting period, 70% of the hydro usage relates to the exempt
supplies and 30% relates to taxable supplies. The municipality may be eligible to claim
30% of the GST/HST paid or payable on that quarter’s hydro bill as an ITC.
Full ITC’s are available on sales taxes paid on expenses which have an extent of use
greater than 90% (e.g. sales taxes paid on Hydro, Cemetery, and Airport expenses).
Mixed ITC’s are available on the sales taxes paid on expenses that have an extent of use
greater than 10% and less than 90% in commercial activities (e.g. Admin, Recreation and
Museum expenses).
FairFax determined commercial activity over the three year period to be as follows:
*Admin is a combination of Hydro, Recreation, Museum, and all other departments.
FINANCIAL IMPACT/FUNDING SOURCE
It is a combination of this full and mixed ITC analysis prepared on an individual GL
account basis which has determined a gross cumulative CRA refund claim of
$115,141.12. This gross refund less FairTax’s fee calculated at 30% of identified savings
equates to $80,598.78 in funds to be distributed.
Department Commercial Activity (%)
Hydro 100%
Museum 50%
Recreation 87%
Admin*51%
Capital Operating THI TOTAL
June-Dec 2018 14,670.70$ 10,914.88$ 302.17$ 25,887.75$
2019 5,340.34$ 29,450.14$ 1,070.03$ 35,860.51$
2020 11,449.46$ 20,883.66$ 4,392.91$ 36,726.03$
Jan-June 2021 4,962.49$ 11,393.64$ 310.70$ 16,666.83$
Gross Rebate 36,422.99$ 72,642.32$ 6,075.81$ 115,141.12$
% Split 32%63%5%100%
Fee (30%)(10,926.90)$ (21,792.70)$ (1,822.74)$ (34,542.34)$
Net Rebate 25,496.09$ 50,849.62$ 4,253.07$ 80,598.78$
Page 182 of 259
FIN 21-31
Page 3 of 3
Staff recommends allocating the Town’s portion of net refund between Capital and
Operating reserves respectively as per the rebate calculation; Tax Rate Stabilization
Reserve $50,849.62 and Asset Management Funding Reserve $25,496.09.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☒ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Not Applicable
ATTACHMENTS
None.
Page 183 of 259
Page 1 of 2
Subject: Rogers Home Town Hockey Event – November 20-22, 2021
Report Number: RCP 21-28
Department: Recreation, Culture and Parks Department
Submitted by: Christopher Baird, Director of Recreation, Culture and Parks Department
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT report RCP 21-28 Rogers Home Town Hockey Event – November 20-22, 2021, be
received as information;
AND THAT Council authorize the use of existing 2021 funding in the RCP Operating
Budget - Community Events, for the intended purpose of supporting the Home Town
Hockey Event requirements as outlined within the Rogers Letter of Agreement (LOA);
AND THAT the Mayor and Clerk be authorized to execute the LOA with Rogers Media.
BACKGROUND
As Council is now aware, Rogers Media has selected the Town of Tillsonburg as a host
of the nationally broadcast “Hometown Hockey” event being planned by Rogers Media
for the weekend of November 20 – 22, 2021. Please refer to Attachment 1 for specific
details.
DISCUSSION
Staff have reviewed the Rogers Letter of Agreement (LOA) that outlines what elements
of the event are required to be provided by the host community. The document has been
reviewed and the requirements can be adequately met. For this reason, staff are
recommending that the Mayor & Clerk execute the document and any associated costs
can be offset within the approved Community Events account as contained i n the 2021
RCP Operating Budget. The above Resolution will authorize staff to designate these
funds for the intended purpose of this event.
CONSULTATION
This report has been prepared in consultation with the Recreation, Culture & Parks
Department, Tillsonburg Minor Hockey, Downtown Tillsonburg BIA and the Senior
Leadership Team.
Page 184 of 259
RCP 21-30
Page 2 of 2
FINANCIAL IMPACT/FUNDING SOURCE
The proposed operating budget that RCP wishes to utilize for costs associated with the
event is contained in GL Code 455-7010-5425. The current available funds are
$21,800. These funds are generally assigned for fireworks and community festivals
such as TurtleFest which did not occur in 2021 due to the COVID pandemic.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☒ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – Within the community, Tillsonburg will strive to offer residents the amenities,
services and attractions they require to enjoy balanced lifestyles.
Strategic Direction – Target new programs, services, amenities and attractions that
will be a magnet for young families/engaged youth population/active senior po pulation;
Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg.
Priority Project – Short Term - Create additional community events.
ATTACHMENT
Appendix A – Rogers Home Town Hockey Event Overview
Page 185 of 259
1
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2
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5
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SITE REQUIREMENTS
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8
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9
PAINT THE TOWN REDDays
Before
Page 194 of 259
10
•Strands of Rogers Red lights will be
used to connect elements of PTTR,
creating an immersive, ownable
experience.
•Sets of larger-than-life
Rogers Red hockey sticks
to line community streets/
entryway to the festival
•Larger than life pucks will
increase our community
presence from an
“authentic to hockey”
POV.
•Example of flags that
will line the streets /
entrance way to the
festival as a part of
PTTR.
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Directional Decals
In order to direct community member
from the information wall to the
experience we want
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Monday,
Outdoor
community
broadcast
01 Monday
Night Broadcast
Incentivized Participation
Considerations
Heated Seating Area
Fireworks (Up to LOC to
plan/ execute)
Free Community BBQ
Minor Hockey Parade
Licensed Beer Lounge
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THANK-YOU
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Page 1 of 2
Subject: Downtown Tillsonburg BIA – 2022 Memorandum of Understanding
Report Number: RCP 21-25
Department: Recreation, Culture and Parks
Submitted by: Christopher Baird, Director of Recreation, Culture and Parks
Meeting Type: Council Meeting
Meeting Date: Monday, November 8, 2021
RECOMMENDATION
THAT report RCP 21-25 Downtown Tillsonburg BIA - 2022 Memorandum of
Understanding be received as information; and
AND THAT Council approve the proposed 2022 BIA Memorandum of Understanding
(MOU) as outlined within this report; and
AND THAT an amount of $155,747.00 that represents the proposed BIA Gross Budget
to be levied in 2022 be paid in four (4) equal installments to the BIA, as defined; and
AND THAT the amount requested for the 2022 MOU be d eferred to the 2022 budget
deliberations; and
AND THAT hat the Mayor and Clerk be authorized to execute the Agreement on behalf
of the Corporation upon final budget approval.
BACKGROUND
The purpose of this report is to present Council with the proposed Tillsonburg BIA 2022
Gross Levy and services in lieu through the attached Memorandum of Understanding
(MOU), which outlines each party’s roles and responsibilities for 2022.
DISCUSSION
Staff have had the opportunity to work with the Tillsonburg BIA over the past few months
to help in finalizing the attached draft agreement that will become in force for January 1 st
to December 31st, 2022 should Council approve.
Page 216 of 259
RCP 21-28
Page 2 of 2
For 2022, the Town will collect $155,747.00 on behalf of the BIA through their annual levy
assessed to all defined members. These funds are to be transferred quarterly to the BIA
as noted within the MOU.
For all other services provided by the BIA on behalf of the Town, as outlined within the
MOU, a figure of $34,450.00 is requested to be included in the 2022 RCP Operating
Budget. For comparison purposes, the figure for 2021 was $29,601.00. The 2022 fundi ng
request represents an increase of approximately 16%.
CONSULTATION
This report has been prepared in consultation with staff in the Recreation, Culture & Parks
Department and the Executive Director of the Downtown Tillsonburg Business
Improvement Area.
FINANCIAL IMPACT/FUNDING SOURCE
The proposed MOU includes a request of $34,450.00 but will be forwarded to the 2022
budget deliberations for further consideration of Council at that time.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☒ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal - Through community and regional partnerships, Tillsonburg will attract and retain
a diverse range of businesses, creating employment opportunities for residents and a
balanced tax base.
Strategic Direction – Support local businesses in post-COVID-19 recovery.
Priority Project - Ongoing – Continued support for BIA and town-wide businesses
during COVID-19 recovery.
ATTACHMENTS
Appendix A – Downtown Tillsonburg BIA - 2022 Memorandum of Understanding
Page 217 of 259
Page 1 of 7
2022 MEMORANDUM OF UNDERSTANDING
BETWEEN
DOWNTOWN TILLSONBURG BUSINESS IMPROVEMENT AREA
AND
THE CORPORATION OF THE TOWN OF TILLSONBURG
1.0 STATEMENT OF INTENT:
The Town of Tillsonburg (Town); representing the community at large, and the Downtown
Business Improvement Area (BIA); representing the service, industrial, institutional and
commercial community in the Downtown Core enter into this Memorandum of Understanding
to establish a working partnership/relationship to further enhance that goal. For other
services provided including the installation and removal of Christmas lights; banners; and
other goods and services - the BIA will effect a separate agreement with the 3rd party.
2.0 GUIDING PRINCIPLES:
The following guiding principles will direct the deliberations of the Town and BIA in achieving
that goal.
2.1 Assist business entrepreneurs to establish and thrive in the Core on an ongoing
basis.
2.2 Provide through the Town’s Economic Growth Strategy a framework for growth,
management and development.
2.3 Initiate improvement projects that will enhance the Community profile of the Core.
2.4 Provide financial incentives and technical resource assistance as requested and/or
needed.
2.5 Encourage and support the BIA management board and staff in their endeavours.
2.6 Promote and raise the profile of the Core in surrounding communities as the place to
visit and shop.
2.7 Develop plans for continuous improvement of all capital assets and beautifications.
2.8 Coordinate annual operating and capital plans between the parties, where feasible
and practical.
2.9 Develop communication protocols and procedures to enhance the effectiveness of
BIA operations in the Downtown Core.
2.10 Provide for the annual review of by-laws to ensure consistency between Town and
BIA strategic objectives.
2.11 BIA and Town to review and agree upon capital projects prior to the Town’s budget
approval by Town Council.
3.0 MANDATES:
BIA:
Page 218 of 259
Page 2 of 7
The BIA as set out in the Municipal Act, has been established to promote (a) the Core as the
major business and shopping area of the Town and (b) the improvement, beautification and
maintenance of municipally-owned land, buildings, and structures in the area beyond that
provided (incremental to) the expense of the municipality.
TOWN:
The Town of Tillsonburg, as set out in the Official Plan, is obligated to maintain, develop and
create a strong, healthy and vibrant Downtown Core consistent with the Corporate strategic
plan and best practices as demonstrated by similar towns & cities in Canada.
4.0 CONDITIONS PRECEDENT:
The parties agree to the following conditions:
4.1 Capital projects of a minor nature as set out above will be the responsibility of the
BIA to fund under separate levy subject to a business plan being presented to
Council that includes the ongoing operating costs associated therewith. A list of
project assets to date is provided in Appendix A.
4.2 Operating costs between the parties will be in accordance with the approved
schedule attached as Appendix B.
4.3 Any additional charges or costs other than those contained in this agreement must
be agreed to by the parties prior to procurement and/or issuance of a purchase
order.
4.4 INSURANCE: The Town of Tillsonburg will allow the BIA to insure the BIA vehicle(s)
and offices under a rider in the town’s existing insurance policy with Frank Cowan
Company. The town will invoice the BIA for that portion of the insurance cost(s)
applicable to the BIA. The BIA agrees to pay for the insurance premium amounts for
this coverage.
4.5 The approved/budgeted BIA levy is to be paid in equal installments calculated as the
approved annual gross levy budget divided by 4. These payments are to be made
on:
March 31st, 2022 $38,936.75
June 30th, 2022 $38,936.75
September 30th, 2022 $38,936.75
December 31st, 2022 $38,936.75
4.6 Any invoiced charges and/or applied reductions to the quarterly BIA levy payment
must be accompanied with proper back-up documentation that may include the
scope of work and staff time as per this agreement.
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Page 3 of 7
4.7 The payment for services provided by the BIA under this MOU and paid for by the
Town are to be billed in four (4) equal installments as follows (from the attached
Appendix B):
March 31st, 2022 $8,612.50
June 30th, 2022 $8,612.50
September 30th, 2022 $8,612.50
December 31st, 2022 $8,612.50
5.0 AMENDMENTS:
Amendments to the agreement will require the mutual consent of the parties but will
otherwise be considered at the annual review meeting to take place in September of each
year. The BIA Board of Management and Town Council must approve all proposed
amendments.
6.0 TERMS OF THE AGREEMENT:
6.1 The agreement will be reviewed annually and will be in effect from the
commencement date of January 1st, 2022 to December 31st of 2022.
6.2 The annual review will take place in September of each year and prior to the
approval of the Town and BIA budgets for the upcoming fiscal year.
Note: There is a 2.0% inflation adjustment applied to specific categories to reflect cost
pressures partially offset by efficiency improvements. There are also adjustments to reflect
increased transients; higher incidence of dumped garbage; increased waste collection in
existing waste containers;
DOWNTOWN TILLSONBURG BUSINESS IMPROVEMENT AREA (BIA)
__________________________ __________________
By: Date:
THE CORPORATION OF THE TOWN OF TILLSONBURG
__________________________ __________________
By: Date:
__________________________ __________________
By: Date:
Page 220 of 259
Page 4 of 7
APPENDIX A: BIA ASSETS
1.0 STREET FURNITURE:
1.1 Benches – cast iron and wood slat construction - 29
1.2 Glass top tables (36” x 36”) – 34
1.3 Glass top side tables (20” x 20”) – 15
1.4 Round steel slat tables - 24
1.5 Black aluminum chairs – 160
1.6 Nylon brown chairs - 60
1.7 Hexagon picnic tables – 3
1.8 Round black slat aluminum tables – 20
1.9 Patio heaters – 12 (additional 12 on order)
1.10 Nylon black chairs - 20
2.0 SMOKING CONTROL:
2.1 Butt stop – stand alone unit – 24
2.2 Butt stop – wall mount – 5
3.0 POTS & PLANTERS:
3.1 Narrow/tall single planter - 40
3.2 Large brown pots – 30
3.3 Medium brown pots - 20
3.4 Square planters - 3
4.0 GARBAGE CONTAINERS:
4.1 Black steel double unit – 11
4.2 Barrel style with red lid – 1
4.3 Bonnet style with black lid - 1
4.4 Rubbermaid – round style with lid – 2
4.5 Rubbermaid – square with lid – 2
4.6 Rubbermaid – square with recycling lid – 1
5.0 SHADE STRUCTURE & SUPPORTS:
5.1 7’ umbrella – 80
5.2 9’ umbrella – 8
5.3 Umbrella bases – large – 60
5.4 Umbrella bases – small – 24
6.0 OFFICE EQUIPMENT:
6.1 IT – laptop computers – 2
6.2 IT – desktop computers – 2
6.3 IT – colour printers – 3
6.4 IT – iPhones – 1
6.5 IT – label maker – 1
6.6 Furniture – tables – 1
6.7 Furniture – office chairs – 2
Page 221 of 259
Page 5 of 7
6.8 Office miscellaneous – 21
7.0 STREETSCAPE IMPROVEMENTS:
7.1 Broadway node reconstruction circa 2004:
7.1.1 Interlocking stone-works
7.1.2 Cast iron tree grates
7.1.3 Trees
7.1.4 Accessible ramps
7.1.5 Tree guards
7.1.6 Power outlets
7.2 Heritage LED light fixtures circa December 2018:
7.2.1 Contribution to capital cost for procurement
differential: ($114,000 comprised of 70 fixtures)
8.0 ELECTRONIC BULLETIN BOARDS & DISPLAYS
8.1 EBB at Venison & Broadway
8.2 EBB at Mineral Springs
8.3 Focal point sign – John Pound Road by Mill Tales Inn
8.4 LG 47WB 50BRB-B flat panel HD TV (1 each)
9.0 POP-UP PATIO & PATIO HEATERS
9.1 Patio heaters (12)
9.2 Wood panels, cross-beams
9.3 Concrete post bases/block
10.0 VEHICLES:
10.1 2020 Chevrolet Silverado Custom (leased from GMAC Canada)
10.2 2021 – 16’ Miska – landscaping utility trailer
Page 222 of 259
Page 6 of 7
APPENDIX B: COST OF SERVICES – OPERATING & CAPITAL – 2022 FISCAL YEAR
TOWN
1.0 COURTESY BENCHES $2,975
Purchase, installation, storage & maintenance
of all benches in the BIA zone which includes
seasonal installation, (spring); maintenance during
spring, summer and early fall; and collection &
storage in the winter months.
Operational responsibility: 100% BIA with the
Town paying $2,975 to the BIA in 2022.
2.0 WASTE & RECYCLE REMOVAL: $12,000
Collect, remove and disposal of waste and recycling
in the Downtown Core with the exception of the units
located at the Tillsonburg Town Centre Mall campus area.
This also includes the collection, removal and disposal of
dumped waste items in Downtown alleys, Downtown
parking lots & other public spaces including Library Lane.
The BIA will be responsible for its own dumpster, labour,
scheduling, service levels and disposal of collected items.
Operational responsibility: 100% BIA with Town paying $12,000
to the BIA for 2022.
3.0 LANDSCAPING SERVICES $6,000
STREET POTS, PLANTERS, TREES
Purchase and install all trees, replace damaged
or dead trees/foliage on an annual basis. Includes
as-needed pruning and foliage removal.
The BIA will assume the cost of the plant materials,
Maintenance & care for the large Town pots located at
the clock tower, major intersections & other areas in
the Downtown BIA zone.
Purchase and install all seasonal pots, planters,
hang baskets, (includes the cost of all specimens of
flowers, greenery, pot accents and signage.)
The BIA added 10 new pots in 2021 and will add 10 new
pots in 2022.
*Note: this does not include the cost of cutting or
caring for grassed areas which remains in the purview
of the Town.
Remove all weeds from grates, curbs, sidewalks, alleys,
walkways, public areas, parkettes, traffic signals, nodes,
& interlocking stone areas. Operational responsibility:
100% BIA with Town paying $6,000 to the BIA for 2022.
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Page 7 of 7
4.0 WATERING/IRRIGATION $7,200
Includes watering/irrigation of all pots,
plants, baskets, planter units &
urns in the BIA defined zone including those owned
by either the BIA or Town of Tillsonburg.
Due to increased temperatures; watering frequency
is forecasted to be 7 days a week in 2022.
This service includes the cost of water, fertilizer,
hoses, nozzles, pumps & other equipment that is
required to undertake this effort.
Operational responsibility: 100% BIA with
Town paying $7,200 to the BIA for 2022.
5.0 STREET SIGNS/BLADES $1,500
100% responsibility of the BIA with
The Town providing $1,500 per annum
for replacement and/or new street signage
that meets AODA standards.
This service includes the design, approval,
procurement, installation, maintenance & repair
of all Downtown street blade signs on an annual
basis.
Note: For 2022; commence transition to proper
AODA standards. The design of the blades will be
made in conjunction with the new wayfinding
signage being installed throughout the town
100% BIA responsibility with the Town paying
the BIA $1,500 for 2022.
6.0 SIDEWALK & GUTTER CLEANLINESS & $4,770
MANUAL STREET-SWEEPING
The BIA will perform day-to-day sweeping
in all downtown areas of the commercial
corridor. The Town to provide annual funding
of $4,770 representing 50% of the cost of
this service for 2022.
This service includes all labour costs; cost of removal
of garbage, cost of equipment, cost of PPE &
supervision of student labour including an operational
plan and system for BIA staff to follow.
This service also includes the one-time, annual spring
clean-up from the winter thaw.
TOTAL 2022 MOU FUNDING FROM THE TOWN TO BIA: $34,450
Page 224 of 259
The Corporation of the Town of Tillsonburg
PHYSICIAN RECRUITMENT & RETENTION COMMITTEE
September 7, 2021
12:00 p.m.
Electronic Meeting
MINUTES
Present: Deputy Mayor Dave Beres, Mayor Stephen Molnar, Councillor Penny Esseltine,
Dr. Jamie Cluett, Mike Bastow, Ashley Edwards, Dr. Brian Holowachuk, Sandy Jansen
Absent with Regrets: Lesley Ross, Dr. Matt Johnson, Dr. Howard Lamb, Dr. Abdalla
Staff:
Kyle Pratt – CAO
Ann Wright – Records & Legislative Coordinator / Acting Executive Assistant
1. Call to Order
The meeting was called to order 12:19 p.m.
2. Introduction of Guests or New Members
None
3. Adoption of Agenda
Resolution #1
Moved by: Councillor Penny Esseltine
Seconded by: Sandy Jansen
THAT the Agenda as prepared for the Physician Recruitment and Retention
Committee meeting of September 7, 2021, be adopted.
Carried
4. Closed Session
Page 225 of 259
Resolution #3
Moved by: Councillor Penny Esseltine
Seconded by: Deputy Mayor Dave Beres
THAT the Committee move into Closed Session to consider a matter regarding
personal matters about an identifiable individual, including municipal or local board
employees.
Carried
5. Minutes of the Previous Meeting
Resolution #2
Moved by: Sandy Jansen
Seconded by: Ashley Edwards
THAT the Minutes of the Physician Recruitment and Retention Committee Meeting of
April 29, 2021, be approved.
Carried
6. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
7. General Business & Reports
7.1. Community Strategic Plan – Baseline Metrics
The Committee had a discussion in regard to the needs of the community in
regard to Physicians and medical care.
Sandy will send stats of current physicians that the Town has so that the
Committee can work on a needs study.
7.2. Student Recruitment
It was noted that at this time the Tillsonburg Hospital has stopped student
recruitment because it was not attracting doctors.
The Committee agreed that it would be a great idea to give medical students a
tour of the town and community as part of an incentive package.
7.3. Finding a Local Physician – Correspondence from Nancy Puhr
Correspondence from the Seniors Centre was received as information. It was
noted that at this time there are not enough physicians to support out number of
residents. Dr. Cluett recommends that people keep their current doctors even if
Page 226 of 259
they are a distance away, especially now that many doctors are providing care
remotely.
Resolution #4
Moved by: Councillor Penny Esseltine
Seconded by: Sandy Jansen
THAT the Physician Recruitment and Retention Committee receive the
correspondence from Nancy Puhr as information.
Carried
There was a general discussion about how the Committee can start moving
forward attracting new physicians and getting new medical facilities.
Resolution #4
Moved by: Mayor Stephan Molnar
Seconded by: Ashley Edwards
THAT the Physician Recruitment and Retention Committee investigate a central
medical building to support local physicians.
Carried
8. New Business
None
9. Roundtable
None
10. Next Meeting
The next meeting will be held on November 2, 2021 at 12:00 p.m.
11. Adjournment
Resolution #6
Moved by: Councillor Penny Esseltine
Seconded by: Sandy Jansen
THAT the September 7, 2021 Physician Recruitment and Retention Committee
meeting be adjourned at 1:10 p.m.
Carried
Page 227 of 259
The Corporation of the Town of Tillsonburg
CULTURE, HERITAGE AND SPECIAL AWARDS COMMITTEE MEETING
September 8, 2021
4:30 p.m.
Hybrid -Electronic & In Person Meeting
Council Chambers 200 Broadway, Tillsonburg
MINUTES
Present:
Collette Takacs, Councillor Penny Esseltine, Jason Pankratz, Courtney Booth, Mayor
Stephen Molnar, Tabitha Verbuyst, Carrie Lewis
Absent with Regrets:
Nisha Khan-Dunn, Rosemary Dean
Staff:
Ann Wright, Acting Executive Assistant/ Records & Legislative Coordinator
Patricia Phelps - Curator/Manager of Culture & Heritage
1. Call to Order
The Meeting was called to order at 4:39 p.m.
2. Adoption of Agenda
Resolution #2
Moved by: Councillor Penny Esseltine
Seconded by: Jason Pankratz
THAT the Agenda as prepared for the Culture, Heritage and Special Awards Advisory
Committee meeting of September 8, 2021, be adopted.
Carried
Page 228 of 259
3. Adoption of Previous Minutes
Resolution #3
Moved by: Courtney Booth
Seconded by: Carrie Lewis
THAT the Minutes as prepared for the Culture, Heritage and Special Awards Advisory
Committee meeting of August 11, 2021, be adopted.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
None declared
5. Presentations
No Presentations
6. General Business & Reports
6.1. Citizen of the Year- 2021 Nomination
Discussion on the nominees and selection of recipient
Resolution #4
Moved by: Tabitha Verbuyst
Seconded by: Carrie Lewis
THAT the Cultural, Heritage and Special Awards committee recommends Joan
Weston as the recipient for the 2021 Tillsonburg Citizen of the Year;
AND FURTHER THAT a report is taken to Council for their endorsement of the
Committees recommendation.
Carried
Letters to other nominees to be sent after news release
There was a brief discussion how the event was held in the past.
Jason Pankratz volunteered to host the Awards event.
7. Round Table
8. Next Meeting
Tuesday, October 12, 2021 at 4:30 p.m.
9. Adjournment
Resolution #4
Moved by: Tabitha Verbuyst
Seconded by: Jason Pankratz
Page 229 of 259
THAT the August 11, 2021 Culture, Heritage and Special Awards Advisory
Committee meeting be adjourned at 5:23 p.m.
Carried
Page 230 of 259
Page 1 of 3
The Corporation of the Town of Tillsonburg
BOUNDARY ADJUSTMENT ADVISORY COMMITTEE
October 19, 2021
7:30 a.m.
Electronic Meeting
MINUTES
Present: Cedric Tomico, Deputy Mayor Beres, Cephas Panschow, Jesse Goossens,
Samantha Hamilton and Andrew Burns.
Absent with Regrets: Mayor Stephen Molnar.
Also Present:
Kyle Pratt, CAO
Amelia Jaggard, Deputy Clerk
Kennedy Atkinson, Executive Assistant
1. Call to Order
The meeting was called to order at 7:32 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Cedric Tomico
Seconded by: Jesse Goossens
THAT the Agenda as prepared for the Boundary Adjustment Advisory Committee
meeting of October 19, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
Resolution #2
Moved by: Jesse Goossens
Page 231 of 259
Page 2 of 3
Seconded by: Samantha Hamilton
THAT the Minutes as prepared for the Boundary Adjustment Advisory Committee
Meeting on September 21, 2021, be adopted.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. General Business and Reports
5.1. Training for Boundary Adjustment Process
5.2. Municipal Act: Sections 171 – 173 (Municipal Restructuring)
5.3. Ingersoll Boundary Adjustment information
Staff provided an overview of the Town of Ingersoll frequently asked questions
document as attached to the agenda.
Staff provided information on the process for handling the financial impact of
acquiring new lands.
There was discussion regarding the types of land uses the Town will need in the
next 25 years.
5.4. County of Oxford Official Plan Schedules
Staff reviewed the land use maps as attached to the agenda.
5.5. Member challenge regarding 40 year outlook
6. Item to be removed. Closed Session
Resolution #3
Moved by: Cedric Tomico
Seconded by: Andrew Burns
THAT the committee move into closed session at 8:03 a.m. to consider a proposed
or pending Acquisition or disposition of land by the municipality or local board.
7) Round Table
There was discussion regarding next steps. It was asked if staff could prepare a brief
road map document to outline the boundary adjustment process.
It was suggested that the committee should decide which direction makes most sense
for the Town to expand to in order to make a recommendation to Council on the matter.
It was asked if staff can provide information and recommendations on land expansion
options.
Page 232 of 259
Page 3 of 3
There was further discussion on agenda item 5.5.
It was suggested that consideration should be given to a future truck route and how that
route would coordinate with future industrial growth.
Staff to share information on the truck route topic as included in the Oxford County
Master Transportation Plan.
It was suggested that the Tillsonburg Regional Airport should also be considered when
making recommendations on land expansion.
8) Next meeting
November 16, 2021 at 7:30 a.m.
9) Adjournment
Resolution #4
Moved by: Cedric Tomico
Seconded by: Jesse Goossens
THAT the October 19, 2021 Boundary Adjustment Advisory Committee meeting be
Adjourned at 8:18 a.m.
Carried
Page 233 of 259
Page 1 of 3
The Corporation of the Town of Tillsonburg
Museum Advisory Committee
October 28, 2021
4:30 p.m.
Electronic Meeting
MINUTES
Present: Joan Weston, Chris Rosehart, Donna Scanlan, Sherry Hamilton and
Rosemary Dean.
Absent Regrets: John Lessif and Bob Marsden.
Also Present:
Christopher Baird, Director of Recreation, Culture and Parks
Patricia Phelps, Culture & Heritage Manger/Curator
1. Call to Order
The meeting was called to order at 4:32 p.m.
2. Adoption of Agenda
Resolution #1
Moved By: Sherri Hamilton
Seconded By: Donna Scanlan
THAT the Agenda as prepared for the Museum Advisory Committee meeting of
October 28, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
Page 234 of 259
Page 2 of 3
5. General Business and Reports
5.1. Tax Rolls/Records Update
A staff report based on resolution #5 from the Museum Advisory Committee’s
meeting of September 23, 2021 was presented at the October 25, 2021 meeting of
Council. Council asked that the Clerk explore an option for the removal of the
records from the Museum and report back to Council with options.
5.2. Land Acknowledgement Statement Update
Staff confirmed with the Clerks department that the Town approved Land
Acknowledgement Statement is not required to be read at museum programs and
events. There was consensus that the staff written Land Acknowledgement
Statement version 1 should be read at museum events and programs.
5.3. Marketing Plan Review
Discussion around the marketing plan resulted in the following resolution;
Resolution #2
Moved By: Sherry Hamilton
Seconded By: Donna Scanlan
THAT the Museum Advisory Committee would like to request the support of Council
for the creation of a dedicated, stand alone, website for Annandale National Historic
in addition to the current landing page within the Town of Tillsonburg’s website.
Carried
5.4. Deaccession Policy Review
The committee discussed the policy; there were no recommended changes to the
policy. It was noted that the recently completed storage upgrade project resulted in a
few items that should be considered for deaccession. A list of these items will be
included on the agenda of the January meeting for discussion.
5.5. Financial Report
The financial report on the balance in the Annandale House Trust was received as
information by the committee.
5.6. Tour Guide Report
The tour guide report was received as information by the committee.
5.7. Curator’s Report
Page 235 of 259
Page 3 of 3
The Curator’s report was received as information by the committee.
5.8. 2022 Proposed Calendar of Events Review
The museum’s proposed 2022 Calendar of Exhibits and Events was reviewed by the
committee with no additions or deletions being suggested.
6. Next Meeting
Thursday, December 9, 2021 at 4:30 p.m.
Adjournment
Resolution # 3
Moved by: Chris Rosehart
Seconded by: Rosemary Dean
THAT the October 28, 2021 Museum Advisory Committee meeting be adjourned at
5:45 p.m.
Page 236 of 259
Page 1 of 3
The Corporation of the Town of Tillsonburg
Recreation & Sports Advisory Committee
October 29, 2021
5:30 p.m.
Hybrid
MINUTES
Present:
Scott Gooding, Carrie Lewis, Taylor Campbell, Kim Sage
Absent with Regrets:
Jeff Vanrybroeck, Dace Zvanitajs, Christian Devlin, Susie Wray
Also Present:
Chris Parker, Christopher Baird, Andrea Greenway, Margaret Puhr
1. Call to Order
The meeting was called to order at 5:32 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Carrie Lewis
Seconded by: Scott Gooding
THAT the Agenda as prepared for the Recreation & Sports Advisory Committee
meeting of October 29, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
Page 237 of 259
Page 2 of 3
5. General Business and Reports
5.1. Committee assistance in inviting community businesses and service clubs to
Rogers Hometown Hockey parade – discussion centred around information that
this event came together very quickly, Tillsonburg was originally selected for
February, however, due to COVID the tour dates changed and it will now be
happening on November 20-22. Rogers does most of the organizing and
preparation, they will be setting up the week ahead of the event, preparing and
decorating the downtown. Saturday and Sunday are the Festival days which will
be focused on the East parking lot of the Community Centre, with performing
stages, broadcast centre, promotional tents and more. The town is responsible
for washrooms, paid duty police and security among others. The actual game
broadcast will be on Monday night, game from Winnipeg. During the game
Rogers will showcase Tillsonburg and some of its people.
Town is planning a parade on Saturday, and recently province announced lifting
of the restrictions for parades and outdoor events. There will also be fireworks at
7pm on Saturday. Councillor Parker reached out to the Director to see if the
committee can assist in the organizing of the event and the committee was
asked for ideas and support in promoting and championing the parade part of
the event. Parade is tentatively scheduled for 11:00am – 1:00 pm to fall in line
with other Rogers activities.
Talk Tillsonburg group planning a Santa Claus parade was also contacted to
participate and be included in this event weekend – meeting with this group is
scheduled for Monday.
Committee members volunteered assistance with the following: reaching out to
teams inclusively, not just hockey related, reaching the BIA to contact local
businesses, contacting local clubs, asking for floats on social media, reaching
out to schools. These and any additional ideas will be utilized in creating a great
parade.
6. Next Meeting
November 10 at 5:30p.m., hybrid format.
7. Adjournment
Page 238 of 259
Page 3 of 3
Resolution #3
Moved by: Carrie Lewis
Seconded by: Taylor Campbell
THAT the October 29, 2021 Recreation & Sports Advisory Committee meeting be
adjourned at 6:02p.m.
Carried
Page 239 of 259
The Corporation of the Town of Tillsonburg
Tillsonburg 150 Ad Hoc Committee
November 2, 2021
5:00 p.m.
Electronic Meeting
MINUTES
Present:
Christine Wade – Chair, Joan Weston, Rosemary Dean, Courtney Booth, Bill Geekie,
Mayor Stephan Molnar
Absent with Regrets:
Aleksandra Webber, Collette Takacs, Deputy Mayor Dave Beres
Also Present:
Ann W right, Records & Legislative Coordinator
Patty Phelps, Culture and Heritage Manager/Curator
1. Call to Order
The meeting was called to order at 5:00 p.m. by Chair Christine Wade
2. Adoption of Agenda
Resolution #1
Moved by: Joan Weston
Seconded by: Courtney Booth
THAT the Agenda as prepared for the Tillsonburg 150 Ad-Hoc Committee meeting
of November 2, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
Resolution #2
Page 240 of 259
Tillsonburg 150 Ad Hoc Committee Minutes Page 2 of 4
November 2, 2021
Moved by: Courtney Booth
Seconded by: Rosemary Dean
THAT the minutes of the Tillsonburg 150 Ad Hoc Committee meeting of October 19,
2021, be adopted.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest.
5. General Business and Reports
5.1. Tillsonburg 150 Event
Discussion was had regarding having the Tillsonburg 150 Terms of Reference
amended by Council to reflect that the Committee meeting twice a month and
updating the Terms of Reference Mandate from:
“To work in collaboration with Town staff and community partners to plan and
execute a family-friendly event to commemorate the 150th Anniversary of the
Incorporation of the Town of Tillsonburg in Septemb er of 2022.”
to:
“To work in collaboration with Town staff and community partners to plan and
execute a family-friendly event to commemorate the 150th Anniversary of the
Incorporation of the Town of Tillsonburg on July 1, 2022.”
The rational behind having this Committee’s Tillsonburg 150 events on July 1st
is so that the Tillsonburg 150 events can work in conjunction and in
collaboration with Tillsonburg’s Canada Day events.
Chair Christine Wade will attend the Cultural Heritage and Special Awards
Committee meeting on November 3rd to provide an update and see if there are
any concerns from the parent Committee regarding amending the Terms of
Reference. Then staff liaison Ann W right will prepare a report to present to
Council on November 22, 2021 to request these amendments to the TOR. This
way the Committee has a solid foundation to continue organizing and finalizing
details for the Committee’s Tillsonburg 150 events.
Page 241 of 259
Tillsonburg 150 Ad Hoc Committee Minutes Page 3 of 4
November 2, 2021
Resolution #3
Moved by: Joan W eston
Seconded by: Rosemary Dean
THAT the Tillsonburg 150 Committee requests that Council approve an
amendment to section 3.1 of the Tillsonburg 150 Ad Hoc Committee Terms of
Reference to allow the Committee to meet twice a month;
AND FURTHER THAT the Tillsonburg 150 Committee requests that Council
approve an amendment the Tillsonburg 150 Ad Hoc Committee Terms of
Reference Mandate and that the Mandate read as follows:
“To work in collaboration with Town staff and community partners to plan and
execute a family-friendly event to commemorate the 150th Anniversary of the
Incorporation of the Town of Tillsonburg on July 1, 2022.”
Carried
Further discussions and collaboration was had among the committee furthering
the planning and details of the Committee’s one day event.
Mike, Rosemary and the Dean family have Train with dual carriers that we may
incorporate into the July 1 event and or have part of the Parade if there is one.
It was thought that it could be included at the Museum Fun Fair.
Mayor Molnar encouraged the Committee to responsibly request additional
funds from Council, as this is a once in a lifetime event.
At this time the Committee felt that it was appropriate to ask the Cultural
Heritage and Special Awards committee for their support and endorsement in
seeking Council’s approval in having any unspent money from the Cultural
Heritage and Special Awards Committee 2021 Cultural Grant Dollars
transferred and put into reserves for the Tillsonburg 150 events on July 1st.
Resolution #4
Moved by: Joan W eston
Seconded by: Courtney Booth
Page 242 of 259
Tillsonburg 150 Ad Hoc Committee Minutes Page 4 of 4
November 2, 2021
THAT the Tillsonburg 150 Committee requests that the unspent monies from
the Cultural Heritage and Special Awards Committee 2021 Cultural Grant
Dollars be transferred to the budget for the Tillsonburg 150 event.
Carried
The Museum hopes to produce a 150 memorabilia souvenir if budget is
approved.
Discussion regarding the Town Flag from 1994 that Deputy Mayor was
interested in reintroducing. After receiving input from the Town staff regarding
branding requirements and protocol it was a general consensus that the current
Town Flag could be made available for residents, but that maybe a Tillsonburg
150 logo would be appropriate that could be used throughout the year at all
events in the Town.
Discussion was had regarding a logo competition with the youth, it was stated
that there was a similar competition for the 125 anniversary that was
successful. Perhaps the station art centre could facilitate the competition.
Mayor Molnar left the meeting 6:10 p.m.
5.2. Tillsonburg 150 Committee Task Log
The task log was reviewed and updated
Committee members provided some updates on items that have been offered
or are available during our celebration day.
Advanced Automotive and memory of the Late George Francia would like to
sponsor and pay for the Harvard Flyover.
6. Next Meeting
November 16, 2021 at 5:00 p.m.
7. Adjournment
Resolution #3
Moved by: Rosemary Dean
Seconded by: Courtney Booth
THAT the November 2, 2021 Tillsonburg 150 Ad-Hoc Committee meeting be
adjourned at 6:24 p.m.
Carried
Page 243 of 259
Page 1 of 3
The Corporation of the Town of Tillsonburg
Tillsonburg Dog Park Committee
November 2, 2021
7:30p.m.
Virtual
MINUTES
Present:
Kelly Luciani, Katie Benko, Steve Cluett, Karen Clipson, Connie Porter
Absent with Regrets:
Marcie Walters-Turcotte, Pete Luciani, Roseanne Fillion,
Also Present:
Pete Luciani, Dave Drobitch, Margaret Puhr
1. Call to Order
The meeting was called to order at 7:32 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Katie Benko
Seconded by: Steve Cluett
THAT the Agenda as revised for the Tillsonburg Dog Park Advisory Committee
meeting of November 2, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
Page 244 of 259
Page 2 of 3
5. General Business and Reports
5.1. Election of new Chair – W ayne Bears has resigned from the committee.
Resolution #2
Moved by: Kelly Luciani
Seconded by: Steve Cluett
THAT Katie Benko be elected as the Chair of the Tillsonburg Dog Park
Committee for the reminder of the term.
Carried
5.2. Outstanding 2021 projects review – the shelter at the dog park has been
discussed by the committee for a while. Staff proposes that committee postpone
the resolution supporting the installation of concrete pad and shelter to 2022 in
order for sufficient funds to be available in the next budget year. The
recommendation is also to have this structure reviewed by the building
department for comments.
Resolution #3
Moved by: Steve Cluett
Seconded by: Karen Clipson
THAT the staff investigate the proposed installation of the shelter input from the
building department, and prepare a resolution to council outlining the scope of
work for the shelter; sharing the same with the committee.
Carried
5.3. Lights at dog park – park users would like to see more lighting at the dog park –
Pete has had some pricing and there is an offer of donation of two solar lights
from a park user.
Resolution #4
Moved by: Kelly Luciani
Seconded by: Katie Benko
THAT the donation of two sets of solar lights be reviewed by staff for
specifications, and if feasible, accepted and received, with the lights to be
installed by RCP staff as a pilot project.
Carried
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6. Next Meeting
February 8, 2022 at 7:30 p.m., location TBD
7. Adjournment
Resolution #5
Moved by: Karen Clipson
Seconded by: Pete Luciani
THAT the November 2, 2021 Tillsonburg Dog Park Committee meeting be adjourned
at 8:05p.m.
Carried
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The Corporation of the Town of Tillsonburg
Tillsonburg Transit Advisory Committee
November 2, 2021
10:00 a.m.
Hybrid Meeting
MINUTES
Present: Cindy Allen, Sherry Hamilton, Kathryn Leatherhead, Lynn Temoin, Rick Martin
and Councillor Luciani
Absent with Regrets: Stephanie Ellens-Clark
Also Present:
Ashley Taylor, Transit Coordinator
1. Call to Order
The meeting was called to order at 10:00 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Rick Martin
Seconded by: Lynn Temoin
THAT the Agenda as prepared for the Tillsonburg Transit Advisory Committee
meeting of November 2, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosure of pecuniary interest were declared.
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Page 2 of 3
5. General Business and Reports
5.1. In Town Transit Update
5.1.1. Statistics
Staff provided an overview of the In-Town Statistics. The In-Town bus had
795 riders in September 2021.
5.1.2. New Bus Route
Staff overviewed the new proposed In-Town bus route. Their was discussion
regarding the Hickory Hills bus stops and usage, the new Sobeys stop and
timing of the new route. Their was discussion and consensus to relocate the
proposed stop On Quarter Town Line @ Trail Crossing south to Quarter
Town Line @ Baldwin St to better accommodate riders along Baldwin St
wanting to board during Blue Line hours.
Resolution # 2
THAT the Tillsonburg Transit Advisory Committee supports the new in town
route as modified and presented to the committee by the Transit Coordinator
Ashley Taylor.
Carried
5.2. Inter-community Transit Update
5.2.1. Statistics
Staff provided an overview of the Inter-Community Statistics.
5.3. Advertising
5.3.1. Bus Signage
An update on the Airport advertisement on the In-Town bus was provided.
5.3.2. Bus Decals
A mockup of the proposed new bus decals was provided. Committee
members approved of the design with the exception of the
placement/visibility of the T:GO logo on the side of the vehicle. It was
suggested that the SCT logo move to the green section of the side of the
vehicle and the T:GO logo move to the blue section on the side of the
vehicle, outlined in white to provide better visibility.
5.4. Ticket Update
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Page 3 of 3
An update on the number of transit tickets delivered was provided.
5.5. Christmas Bus
Staff provided an update on the Christmas bus and provided an overview of the
Christmas bus advertising plan.
6. Next Meeting
January 18, 2022 at 10:00 a.m.
7. Adjournment
Resolution #3
Moved by: Cindy Allen
Seconded by: Rick Martin
THAT the November 2, 2021 Tillsonburg Transit Advisory Committee meeting be
adjourned at 10:00 p.m.
Carried
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Page 1 of 3
The Corporation of the Town of Tillsonburg
Tillsonburg Airport Advisory Committee
October 21, 2021
5:30 p.m.
Electronic Meeting
MINUTES
Present: David Brandon, Valerie Durston (Arrived at 5:45 p.m.), Councillor Gilvesy,
Euclid Benoit, Jeff Dean, Jeff Miller (Arrived at 6:04 p.m.) and Mark Renaud.
Absent with Regrets: Dan Cameron, Emily Crombez.
Also Present:
Carlos Reyes, Director of Operations and Development
Richard Sparham, Manager of Public Works
Amelia Jaggard, Deputy Clerk
1. Call to Order
The meeting was called to order at 5:30 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Euclid Benoit
Seconded by: Councillor Gilvesy
THAT the Agenda as prepared for the Tillsonburg Airport Advisory Committee
meeting of October 21, 2021, be adopted.
Carried
3. Minutes of the Previous Meeting
Resolution #2
Moved by: David Brandon
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Page 2 of 3
Seconded by: Councillor Gilvesy
THAT the Minutes of the Tillsonburg Airport Advisory Committee meeting dated
September 7, 2021, be approved.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. General Business and Reports
5.1. Update on contract executions with Loomex
Staff provided an update on the contract status with Loomex. Staff anticipates an
official changeover in next two weeks. Staff agreed to provide full
communications protocol to the Committee and the Airport Tenants so they are
aware of all procedures when they have concerns or issues.
5.2. Hangar Updates
Staff informed the Committee of pending lease rental increases for 2022 to CPI
5.3. Safety Spreadsheet
Staff are continuing to maintain drainage concerns until such time the problem
can be fixed. An RFP to contract the drainage system will be completed by the
end of next week with the repairs hopefully to be completed this year.
5.4. End of Runway Trees
No updates at this time. Staff will be procuring the services of a contractor to
also remove the stumps when the trees are removed to prevent regrowth.
5.5. Master plan brief update
Staff provided an update on the Master Plan. Staff to circulate final copy of
master plan as endorsed by Council, to be posted on Town website for public.
5.6. Update on the Hydro issue
ERTH is reviewing existing services and will provide solutions to include
adequate power towards further planned expansion.
5.7. RATI Funding update
Valerie Durston joined the meeting at 5:45 p.m.
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Page 3 of 3
Staff are finalizing design components for expanded taxi way, proceeding with
obtaining quotes for new fencing and an entrance gate as well as the tree
removals. Monies must be spent by March 1, 2022 to receive funding.
5.8. Fuel Sales and Airport Movement
Staff shared updated fuel sales. Staff to confirm what is classified as
government aircraft. Staff provided an update to airport movements. It was
asked if a column to compare previous year totals could be included in the
future.
Jeff Miller joined the meeting at 6:04 p.m.
6. Next Meeting
November 18, 2021 at 5:30 p.m.
7. Adjournment
Resolution #3
Moved by: Councillor Gilvesy
Seconded by: David Brandon
THAT the October 21, 2021 Tillsonburg Airport Advisory Committee meeting be
adjourned at 6:07 p.m.
Carried
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 1 -
LONG POINT REGION CONSERVATION AUTHORITY
Board of Directors Virtual Meeting Minutes of October 6, 2021
Approved November 3, 2021
The Board of Directors Meeting was held via videoconference, on Wednesday, October 6, 2021
pursuant to section C.9, of the LPRCA’s Administrative By-Law.
Members in attendance:
Michael Columbus, Chair Norfolk County
John Scholten, Vice-Chair Township of Norwich
Dave Beres Town of Tillsonburg
Robert Chambers County of Brant
Kristal Chopp Norfolk County
Valerie Donnell Municipality of Bayham/Township of Malahide
Ken Hewitt Haldimand County
Tom Masschaele Norfolk County
Stewart Patterson Haldimand County
Ian Rabbitts Norfolk County
Peter Ypma Township of South-West Oxford
Regrets: None
Staff in attendance:
Judy Maxwell, General Manager
Leigh-Anne Mauthe, Interim Manager of Watershed Services
Zachary Cox, Marketing Coordinator
Dana McLachlan, Executive Assistant
*K. Hewitt joined the meeting at 6:40 p.m.
1. Welcome and Call to Order
The chair called the meeting to order at 6:30 p.m., Wednesday, October 6, 2021.
2. Additional Agenda Items
There were no additional agenda items.
3. Declaration of Conflicts of Interest
None were declared.
4. Minutes of the Previous Meeting
a) Board of Directors Meeting September 1 , 2021
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 2 -
There were no questions or comments.
A-100/21
Moved by P. Ypma
Seconded by T. Masschaele
That the minutes of the LPRCA Board of Directors Meeting held September 1, 2021 be
adopted as circulated.
CARRIED
5. Business Arising
There was no business arising from the previous minutes
6. Review of Committee Minutes
a) Backus Museum Committee – June 14, 2021
There were no questions or comments.
A-101/21
Moved by J. Scholten
Seconded by S. Patterson
That the minutes of the Backus Museum Committee’s meeting of June 14, 2021 be
approved as circulated.
CARRIED
b) Lee Brown Marsh Management Committee – July 23, 2021
There were no questions or comments.
A-102/21
Moved by V. Donnell
Seconded by T. Masschaele
That the minutes of the Lee Brown Marsh Management Committee’s meeting of March
12,2021 be approved as circulated.
CARRIED
c) Audit and Finance Committee – July 26, 2021
There were no questions or comments.
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 3 -
A-103/21
Moved by D. Beres
Seconded by I. Rabbitts
That the minutes of the Audit and Finance Committee’s meeting of July 26,2021 be
approved as circulated.
CARRIED
d) Draft Audit and Finance Committee – October 4, 2021
Audit and Finance Committee Chair, Dave Beres, reviewed the committee’s decision to
invest $1 million in Principal Protected Notes (PPN) based on the TSX Bank Index with
CIBC Wealth Management as an alternative to Guaranteed Investment Certificates
(GIC). The purpose of the PPN’s is to generate greater rates than GICs and the
principal is protected.
The Audit and Finance Committee directed staff to prepare the 2022 budget with a
target 2.5% increase to the blended municipal levy.
A-104/21
Moved by T. Masschaele
Seconded by D. Beres
That the minutes of the Audit and Finance Committee’s meeting of held October 4,
2021 be adopted as circulated.
CARRIED
7. Correspondence
There was no correspondence for review.
Ken Hewitt arrived at 6:40 p.m.
8. Development Applications
a) Staff Approved applications
Twenty applications were approved through the General Manager’s delegated authority
in the past month. LPRCA-159/21, LPRCA-170/21, LPRCA-187/21, LPRCA-195/21,
LPRCA-198/21, LPRCA-199/21, LPRCA-200/21, LPRCA-202/21, LPRCA-204/21,
LPRCA-205/21, LPRCA-206/21, LPRCA-208/21, LPRCA-210/21, LPRCA-211/21,
LPRCA-212/21, LPRCA-213/21, LPRCA-214/21, LPRCA-215/21, LPRCA-216/21, and
LPRCA-217/21.
All of the staff approved applications met the requirements as set out in Section 28 of
the Conservation Authorities Act.
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 4 -
A-105/21
Moved by P. Ypma
Seconded by R. Chambers
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report dated September 28, 2021 as information.
CARRIED
b) New applications
The Planning Department staff recommended two applications for approval. The
applications consisted of one new residential structure and one trail crossing.
A-106/21
Moved by T. Masschaele
Seconded by K. Chopp
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of this report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-186/21
LPRCA-224/21
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
9. New Business
a) General Manager’s Report
The General Manager provided an overview of operations this past month.
The Lee Brown Marsh Management Committee held a meeting and virtual scholarship
presentation on September 15th. The three scholarship recipients received
congratulations from the committee members and will receive their cheques for $1,000
each by mail.
Staff met with Norfolk County staff to discuss the dam structures and the 10-year
forecast of estimated studies and repair costs. The 10-year forecast will be included in
the LPRCA 2022 budget discussions.
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 5 -
A rainfall warning was issued for September 22nd and 23rd with parts of the watershed
received 35 mm to 90 mm of rain. The warning was cancelled on September 27th. The
recent rainfall this past weekend was unanticipated and therefore no warning had been
issued. Parts of the watershed received 50 mm to 60 mm of rain.
The Port Rowan Lake Erie Gauge is offline and staff are working to repair it. The
Haldimand gauge is back online after relocating it to Townsend.
A-107/21
Moved by I. Rabbitts
Seconded by K. Chopp
That the LPRCA Board of Directors receives the General Manager’s Report for
September 2021 as information.
CARRIED
b) Lee Brown Marsh Management Committee Membership
Kim Brown retired from his position as the LPRCA Marsh Manager this summer after
over 30 years of service.
The Lee Brown Marsh Management Committee met in July to discuss the membership
vacancy left by Trevor Brown. The committee recommended Mr. Brown as its newest
member as he brings a wealth of history and knowledge about the Marsh to the position
A-108/21
Moved by K. Hewitt
Seconded by T. Masschaele
THAT the LPRCA Board of Directors confirms the appointment of Kim Brown as a
permanent member of the Lee Brown Marsh Management Committee to fill the recent
vacancy resulting from the resignation of Trevor Brown.
CARRIED
c) CA Act Programs and Services Inventory and Transition Plan
As an update to the report, the province has released the Phase 1 Regulations under
the Conservation Authorities Act.
Some deadlines have been revised although the transition plan, which must include a
timeline for the Authority to meet the requirements for the first and second phases of the
transition period, is unchanged and must be completed by December 31, 2021. The
transition plan must also be submitted to the Ministry and to each municipality within the
Authority’s watershed, and publicly posted by the December 31st deadline. The
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FULL AUTHORITY COMMITTEE MEMBERS
Dave Beres, Robert Chambers, Kristal Chopp, Michael Columbus, Valerie Donnell,
Ken Hewitt, Tom Masschaele, Stewart Patterson, Ian Rabbitts, John Scholten, Peter Ypma
- 6 -
transition completion has been extended from the 2023 budget to the 2024 budget.
Staff will prepare a detailed report on requirements and timelines to be presented at a
later date.
A-109/21
Moved by V. Donnell
Seconded by P. Ypma
THAT the LPRCA Board of Directors receives the CA Act Programs and Services
Inventory and Transition Plan report as information.
CARRIED
11. Adjournment
The Chair adjourned the meeting at 6:50 p.m.
_______________________________ ________________________________
Michael Columbus Judy Maxwell
Chair General Manager/Secretary-Treasurer
/dm
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-115
A BY-LAW to confirm the proceedings of Council at its meeting held on
November 8, 2021.
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on November 8, 2021, with respect to every report, motion, by-law, or
other action passed and taken by the Council, including the exercise of natural
person powers, are hereby adopted, ratified and confirmed as if all such
proceedings were expressly embodied in this or a separate by-law.
2. The Mayor and Clerk are authorized and directed to do all the things necessary to
give effect to the action of the Council of The Corporation of the Town of Tillsonburg
referred to in the preceding section.
3. The Mayor and the Clerk are authorized and directed to execute all documents
necessary in that behalf and to affix thereto the seal of The Corporation of the Town
of Tillsonburg.
4. That this By-Law shall come into force and take effect on the date it is passed.
READ A FIRST AND SECOND TIME THIS 8th DAY OF NOVEMBER, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 8th DAY OF NOVEMBER,
2021.
________________________________
MAYOR – Stephen Molnar
_______________________________
CLERK – Michelle Smibert
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