The URL can be used to link to this page

230424 Regular Council AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, April 24, 2023 4:45 PM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Closed Session (4:45 p.m.) Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider the following: 2.4.1 CAO 23-05 Updated Community Strategic Plan-Closed Session Items 239 (1) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (1) (i) a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; 2.4.2 Master Fire Plan / Community Risk Assessment Workshop 239 (3.1) Education of Members 2.4.3 Personnel / Staffing Matter 239 (1) (b) personal matters about an identifiable individual, including municipal or local board employees; 239 (1) (d) labour relations or employee negotiations; 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 CAO 23-05 Updated Community Strategic Plan- Closed Session Items 2.4.2 Master Fire Plan / Community Risk Assessment Workshop 2.4.3 Personnel / Staffing Matter 2.5 Back to Open Session 3.Moment of Silence 4.Adoption of Agenda (6:00 p.m.) Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of April 24, 2023, be approved. 5. Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Moved By: ________________ Seconded By: ________________ THAT the Special Council meeting minutes dated April 6, 2023 and the Council meeting minutes dated April 11, 2023, be approved. 7.Presentations 7.1 Employee Service Recognition - Fire Chief Shane Caskanette for 30 years service Mayor Gilvesy and Kyle Pratt, Chief Administrative Officer 8.Public Meetings 9.Planning Reports 10.Delegations Page 2 of 184 11.Deputation(s) on Committee Reports 12.Information Items Moved By: ________________ Seconded By: ________________ THAT the 2022 Long Point Region Conservation Authority Financial Statements and Annual Report and the Solicitor General, Delegation Correspondence - 2023 Rural Ontario Municipal Association (ROMA) annual conference be received as information. 12.1 2022 Long Point Region Conservation Authority Financial Statements and Annual Report 12.2 Solicitor General, Delegation Correspondence - 2023 Rural Ontario Municipal Association (ROMA) annual conference 13.Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO 23-06 Four Day Work Week Moved By: ________________ Seconded By: ________________ THAT report CAO 23-06 titled Four Day Work Week be received; and THAT a 12 month pilot project of a four day work week model for frontline staff from May 2023 to April 2024 be approved and staff be directed to create a formal policy for Council consideration regarding adding four day work week as one of the work options available for staff. 13.1.2 CAO 23-04 Community Strategic Plan Updates Moved By: ________________ Seconded By: ________________ THAT the report titled CAO 23-04 Community Strategic Plan Updates be received as information; AND THAT Council adopts the proposed amendments to the Community Strategic Plan. 13.2 Corporate Services 13.2.1 CS 23-09 Advisory Committee Appointments Moved By: ________________ Page 3 of 184 Seconded By: ________________ THAT report CS 23-09 Advisory Committee Appointments be received as information; AND THAT the Parks, Beautification and Cemeteries Advisory Committees’ Terms of Reference be amended to allow for a maximum of 14 members; AND THAT _________ be appointed as the Council representative on the Tillsonburg Youth Advisory Council; AND THAT a by-law to amend By-Law 2023-009, being a by-law to appoint members to Town of Tillsonburg Council advisory committees, be brought forward for Council’s consideration. 13.3 Economic Development 13.4 Finance 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-17 Animal Control By-Law - Urban Chickens Moved By: ________________ Seconded By: ________________ THAT report titled OPD 23-17 Animal Care & Control By-Law – Urban Chickens be received as information. 13.6.2 OPD 23-18 Sign By-Law Amendment (Banner Signs) – COVID-19 Recovery Moved By: ________________ Seconded By: ________________ THAT a By-Law to amend By-Law 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg, be brought forward for Council’s consideration. 13.6.3 OPD 23-19 - RFT 2023-002 Young Street Reconstruction Moved By: ________________ Seconded By: ________________ THAT Council awards Tender RFT 2023-002 to Froese Excavating Ltd. Tillsonburg, ON at a cost of $1,514,437.29 (net HST included), the lowest bid received satisfying all Tender requirements. Page 4 of 184 13.6.4 OPD 23-20 - RFT 2023-004 Townline Construction Moved By: ________________ Seconded By: ________________ THAT Council awards Tender RFT 2023-004 to Russell Construction from London, ON at a cost of $301,718.40 (net HST included), the lowest bid received satisfying all Tender requirements. 13.7 Recreation, Culture and Parks 13.7.1 RCP 23-20 Skate and Swim Sponsorships Moved By: ________________ Seconded By: ________________ THAT Council receives report RCP-23-20, Tillsonburg Community Centre Skate and Swim Sponsorships as information. 14.New Business 15.Consideration of Minutes 15.1 Advisory Committee Minutes Moved By: ________________ Seconded By: ________________ THAT Council receives the Community Health Care Advisory Committee minutes dated April 3, 2023 and the Recreation and Sports Advisory Committee minutes dated March 2 and April 6, 2023, as information. 15.2 Long Point Region Conservation Authority Board of Director Minutes Moved By: ________________ Seconded By: ________________ THAT Council receives the Long Point Region Conservation Authority Annual General Meeting minutes dated March 3, 2023, as information. 16.Motions/Notice of Motions 17.Resolutions/Resolutions Resulting from Closed Session 18.By-Laws 18.1 A By-Law to amend By-Law 2023-009 being a by-law to appoint members to Town of Tillsonburg Council advisory committees Page 5 of 184 18.2 A By-Law to amend By-Law 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg 18.3 A By-Law to appoint a Deputy Clerk for the Town of Tillsonburg. Moved By: ________________ Seconded By: ________________ THAT A By-Law to amend By-Law 2023-009 being a by-law to appoint members to Town of Tillsonburg Council advisory committees; and A By-Law to amend By-Law 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg; and A by-law to appoint a Deputy Clerk for the Town of Tillsonburg be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 19.Confirm Proceedings By-law Moved By: ________________ Seconded By: ________________ THAT By-Law 2023-041, to Confirm the Proceedings of the Council Meeting held on April 24, 2023, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 20.Items of Public Interest 21.Closed Session 21.1 Completion of Closed Session Reports (If required) Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to complete reports listed under section 2 of the April 24, 2023 agenda. 22.Adjournment Moved By: ________________ Seconded By: ________________ THAT the Council meeting of April 24, 2023 be adjourned at _____ p.m. Page 6 of 184 The Corporation of the Town of Tillsonburg Special Council Meeting MINUTES Thursday, April 6, 2023 9:00 AM Lion's Den 45 Hardy Ave, Tillsonburg ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Sheena Pawliwec, Director of Finance/Treasurer Johnathon Graham, Director of Operations & Development Julie Columbus, Director of Recreations, Culture & Parks Shane Caskanette, Fire Chief Cephas Panschow, Development Commissioner Renato Pullia, Director of Innovation and Strategic Initiatives Ravi Baichan, GM Tillsonburg Hydro Laura Emery, Municipal Intern Laura Pickersgill, Executive Assistant Page 7 of 184 2 _____________________________________________________________________ 1. Call to Order Meeting was called to order at 9:01 a.m. 2. Adoption of Agenda Resolution # 2023-139 Moved By: Councillor Parsons Seconded By: Councillor Luciani THAT the Agenda as prepared for the Special Council meeting of Thursday, April 6, 2023, be adopted. Carried 3. Opening Remarks Mayor Gilvesy provided opening remarks for the session. Mayor Gilvesy noted that the session is intended to be informal and work towards resolution of the priorities. Mayor Gilvesy thanked staff for the preparations made to facilitate this session. 4. Process Explanation Kyle Pratt, CAO, provided introductory comments and an explanation of the proposed process for the day. K. Pratt noted that each goal of the Community Strategic Plan was allotted for approximately forty-five minutes of discussion and will be addressed individually by goal with subsequent timelines and projects. 5. Closed Session 5.1 Priority Setting Updates Resolution # 2023-140 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons THAT Council move into Closed Session to consider a proposed or pending acquisition or disposition of land by the municipality or local board and a trade secret or scientific, technical, commercial, financial or labour relations Page 8 of 184 3 information, supplied on confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization. Carried Council moved into Closed Session at 9:06 a.m. for the Priority Setting Updates item. Council returned into Open Session at 11:09 a.m. 6. Disclosures of Pecuniary Interest and the General Nature Thereof None were declared. 7. Lifestyle and Amenities CAO, Kyle Pratt, provided an introduction on Lifestyle and Amenities goal and began discussion on priority projects included. The following outlines motions that were presented as well as any noted items directed by way of consensus: Physician Recruitment Program and Walk-In Clinic Resolution # 2023-141 Moved By: Councillor Spencer Seconded By: Councillor Parsons THAT staff be directed to assist facilitating in recruitment of a Nurse Practitioner and facilitating the walk-in clinic/medical office at the BMI group location as a 2023 priority project. Carried New Playgrounds Construction Resolution # 2023-142 Moved By: Councillor Parsons Seconded By: Councillor Parker THAT, when considering development activities, staff be directed to prioritize green space over cash-in-lieu options. Carried Page 9 of 184 4 K. Pratt confirmed with Council by consensus the plan for one park per year forecasting and budgeting. Affordable Housing Collaboration with Oxford County with subproject of Work with the County to establish solutions for displaced persons (homelessness). K. Pratt provided an overview including comments noting the priority of 31 Earl housing development. Trail upgrades J. Columbus answered questions of the Mayor and noted the trail upgrade project could be included as an ongoing project. With no objection from Council, the adjusted timeline was approved. New Priority – Film Promotion By way of consensus, a new priority project was to be added to commence work on the Town participating in a “Filming Location registry and recruiting filming options in Tillsonburg”. 8. Customer Service, Communication and Engagement CAO, Kyle Pratt, provided an introduction on Customer Service, Communication and Engagement goal and began discussion on priority projects included. The following outlines motions that were presented as well as any noted items directed by way of consensus: Enhanced Communications Council provided comments to T. Daniels for inclusion in Communications initiatives. Council commenced a Break at 12:02 p.m. and resumed session at 12:38 p.m. Consolidated Town Hall Initiative K. Pratt provided an introduction to the Town Hall project. Council provided general comments on the options that have been discussed. Page 10 of 184 5 Resolution # 2023-143 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres THAT staff be directed to focus planning efforts on the consolidated new town hall as an expansion to the Customer Service Centre, 10 Lisgar Ave, and report to council on plans, timelines, impacts and other synergies for the CSC location. Carried Financial Sustainability Plan and Environmental Sustainability Plans Council agreed to the following changes by way of consensus.  Separate out Financial Sustainability Plan and Environmental Sustainability Plans (two topics); and  Environmental Sustainability Plans should be 2028 commencement. Further, Council asked that staff consider green initiatives that can be achieved within the consolidated Town Hall planning and include within details provided to Council for consideration. 9. Business Attraction, Retention and Expansion CAO, Kyle Pratt, provided an introduction on Business Attraction, Retention and Expansion goal and began discussion on priority projects included. The following outlines motions that were presented as well as any noted items directed by way of consensus: Continued support for BIA and town-wide businesses during COVID- 19 recovery. Council, by consensus, adjusted the BIA Covid 19 item timeline to be completed effective today (2023). Increase diversity in manufacturing and other key sectors. Council discussed and re-affirmed that the priority project of Increase Diversity in Manufacturing and Other Key Sectors to remain as an ongoing timeline. Page 11 of 184 6 10. Community Growth CAO, Kyle Pratt, provided an introduction on Community Growth goal and began discussion on priority projects included. The following outlines motions that were presented as well as any noted items directed by way of consensus: Replenish and grow municipal reserves Council undertook a general discussion and the connected projects relating to the growth in the municipality. New Priority – Emergency Services Growth A new priority, added by consensus, was for staff to consider the growth of emergency services in line with growth of the Municipality. Attainable Housing Plan Attainable Housing Plan, by way of consensus, was noted as achieved and removed from the priority plan. Identify Opportunities for infill development - subproject of List of Town owned lands Cephas Panschow provided an overview on the Tillsonburg owned land and the potential for deeming land surplus or the potential sale of Town owned land. A general discussion for each of the properties occurred and staff answered various questions of Members of Council. Resolution # 2023-144 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres THAT staff be directed to complete an analysis of the land available within the Town including an inventory of various types of land and the connections of said land to the Town's Official Plans and other land use policies. Carried Resourcing review to service growth - subproject Energy Capacity Issues K. Pratt provided an overview with additional comments from Ravi Baichan, GM of Tillsonburg Hydro, regarding the future capacity of Tillsonburg Hydro. J. Graham provided comments on the Water and Waste Water servicing. Staff answered various questions of members of Page 12 of 184 7 Council. By consensus the item was adjusted to a commencement of 2023 medium term priority. 13. Connectivity and Transportation CAO, Kyle Pratt, provided an introduction on Connectivity and Transportation goal and began discussion on priority projects included. The following outlines motions that were presented as well as any noted items directed by way of consensus: Town participation in regional transit initiative K. Pratt and J. Graham provided overview of this item and associated gas tax programs. Staff answered various questions of members of Council. Staff were asked to increase communication on available transit data (routes, pick-ups, etc) including possible 'learn to ride' initiatives, T-Go communication links to the Town, and other communication increases. Asset Management Plan J. Graham and K. Pratt provided a high level overview. Airport Master Plan and Implementation with sub projects of Airport Land Sales and Marketing of Airport. J. Graham provided an overview of the initiatives with the Airport Master Plan and ongoing efforts. J. Graham confirmed a report coming forward on Airport initiatives. Transportation Master Plan Deputy Mayor requested staff research whether a Truck Route by-law with the County of Oxford was adopted that connects to the boundary of the Town. Electric Vehicle Infrastructure Study A general discussion regarding electric vehicle plans. By consensus, Council removed 2025 from the timeline of the short term priority project. 14. Additional Areas- Review All Five Goals Council had a general discussion on the Community Strategic Plan priority session, priority projects, and goals within. Page 13 of 184 8 15. Closing Remarks CAO, Kyle Pratt provided closing remarks for the session. A staff report will come to Council to ratify the Community Strategic Plan adjustments and feedback obtained during the 16. Confirm Proceedings By-law Resolution # 2023-145 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT a By-Law to Confirm the Proceedings of the Special Council Meeting held on Thursday, April 6, 2023, 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 17. Adjournment Resolution # 2023-146 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT the Special Council meeting of Thursday, April 6, 2023 be adjourned at 2:34 p.m. Carried Page 14 of 184 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Tuesday, April 11, 2023 6:00 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Sheena Pawliwec, Director of Finance/Treasurer Johnathon Graham, Director of Operations & Development Julie Columbus, Director of Recreations, Culture & Parks 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. Moment of Silence 4. Adoption of Agenda Page 15 of 184 2 Resolution # 2023-147 Moved By: Councillor Parker Seconded By: Councillor Parsons THAT the Agenda as prepared for the Council meeting of April 11, 2023, with agenda item 13.7.3 (Staff Report RCP 23-19 Tillsonburg Community Centre – Award of Tender) being dealt with immediately following agenda item 7.2 (A+Link Architecture Inc. Re: Tillsonburg Community Centre Renovation), be approved. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2023-148 Moved By: Councillor Rosehart Seconded By: Councillor Luciani THAT the Council meeting minutes dated March 27, 2023, be approved. Carried 7. Presentations 7.1 Volunteer Achievement Award Presentation - Rosemary Dean Mayor Gilvesy and Carrie Lewis, Chair, Museum, Culture, Heritage and Special Awards Advisory Committee, presented Rosemary Dean with the Town's Volunteer Achievement Award in recognition of her outstanding volunteer contributions. 7.2 A+ Link Architecture Re: Tillsonburg Community Centre Renovation Alicia Lesniak, A+Link Architecture, appeared before Council to provide an overview of the Tillsonburg Community Centre renovation designs. Opportunity was provided for comments and questions from Council. Staff are currently reviewing adding five accessible parking spaces to be located near the east side building entry. Resolution # 2023-149 Page 16 of 184 3 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer THAT Council receives the presentation from A+Link Architecture Inc. regarding the Tillsonburg Community Centre Renovation, as information. Carried Agenda item 13.7.3 was dealt with next. 8. Public Meetings 9. Planning Reports 10. Delegations 10.1 Lauren Johnson Re: Diversity in Tillsonburg Lauren Johnson appeared before Council to ask that a Town of Tillsonburg diversity, equity and inclusion committee be created. Resolution # 2023-151 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT Council receives the delegation from Lauren Johnson as information. Carried 10.2 Oxford County Pride Committee Re: Rainbow crosswalk, and township pride progress flag endorsement Tami Murray, on behalf of the Oxford County Pride Committee, appeared before Council to ask that the Town endorse the installation of a progress pride flag crosswalk. The Oxford County Pride Committee would pay the installation and future maintenance. Resolution # 2023-152 Moved By: Councillor Parsons Seconded By: Councillor Spencer THAT Council receives the delegation from Tami Murray on behalf of the Oxford County Pride Committee, as information. Page 17 of 184 4 Carried 10.3 Jim Thompson Re: Proposed sidewalk (Pheasant Court) Jim Thompson appeared before Council to ask that the Town not install the proposed sidewalk on Pheasant Court. Resolution # 2023-153 Moved By: Deputy Mayor Beres Seconded By: Councillor Rosehart THAT Council receives the delegation from Jim Thompson as information; AND THAT the proposed sidewalk on the east side of the cul-de-sac be eliminated from the project. Carried 10.4 United Way Oxford Re: Tillsonburg Transition House Kelly Gilson, Executive Director, United Way Oxford, appeared before Council to provide support for the United Way Oxford's community improvement plan application as presented under agenda item 13.3.3. Resolution # 2023-154 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT Council receives the delegation from Kelly Gilson on behalf of United Way Oxford, as information. Carried 11. Deputation(s) on Committee Reports 11.1 CS 23-08 Accessibility Advisory Committee Recommendation Staff noted that the approximate cost to install an accessible push button would be $5,000. Resolution # 2023-155 Moved By: Councillor Parsons Seconded By: Councillor Luciani Page 18 of 184 5 THAT report CS 23-08 Accessibility Advisory Committee Recommendation be received as information. Carried 12. Information Items 12.1 Rural Ontario Municipal Association Re: Strengthening Municipal Codes of Conduct 12.2 County of Renfrew Violence Against Women Resolution March 2023 12.3 Treva Lonsbary Letter to Council 12.4 2023 Ontario Senior of the Year Award Nominations Resolution # 2023-156 Moved By: Councillor Luciani Seconded By: Councillor Parsons THAT Council receives the correspondence from the County of Renfrew Violence Against Women Resolution dated March 2023, the letter from Treva Lonsbary dated April 3, 2023, and the correspondence from the Ministry for Seniors and Accessibility dated March 2023, as information. AND THAT the letter from Treva Lonsbary dated April 3, 2023 be referred to staff for a report back to Council. Carried Resolution # 2023-157 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres THAT Council receives the correspondence from the Rural Ontario Municipal Association dated March 22, 2023, and THAT Town of Tillsonburg Council express support to ROMA in their efforts regarding strengthen of Municipal Codes of Conduct; and THAT the Clerk be directed to circulate a letter of support to ROMA, AMO, Honourable Doug Ford, Premier of Ontario; the Honourable Steve Clark, Minister of Municipal Affairs and Housing; the Honourable Stephen Blais, Orléans MPP; and the Honourable Ernie Hardeman, Oxford MPP. Page 19 of 184 6 Carried 13. Staff Reports 13.1 Chief Administrative Officer 13.2 Corporate Services 13.3 Economic Development 13.3.1 EDM 23-04 Offer to Purchase – Surplus Unopened Right-of- Way Lands South of Wood Haven Drive Resolution # 2023-158 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT report EDM 23-04 Offer to Purchase – Surplus Unopened Right-of-Way Lands South of Wood Haven Drive be received; and THAT a by-law be brought forward to authorize the Mayor and Clerk to enter into an Agreement of Purchase and Sale with Robert and Jane Bamford and to execute any documents required to effect a transfer of the property for a portion of the Right-of-Way lands, described as the Westerly part of Part 8, Plan 41R-940. Carried 13.3.2 EDM 23-05 Request for Extension - Agreement of Purchase and Sale with 2776807 Ontario Inc Resolution # 2023-159 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres THAT report EDM 23-05 Request for Extension – Agreement of Purchase and Sale with 2776807 Ontario Inc be received; and THAT an extension in the closing date for the Agreement of Purchase and Sale between the Town of Tillsonburg and 2776807 Ontario Inc to a date at the end of July, 2023, along with minor changes in various dates as required, be granted. Page 20 of 184 7 Carried 13.3.3 EDM 23-06 Community Improvement Plan Application and Funding Request – United Way Oxford Resolution # 2023-160 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT report EDM 23-06 Community Improvement Plan Application and Funding Request – United Way Oxford be received; and THAT United Way Oxford be approved for the Accessibility Renovation Grant in matching funds to a maximum contribution of $3,000; the Strategic Level of the Tax Increment Equivalent Grant Back Program and the Permit Fee Grant Back Program as offered by the Town’s Community Improvement Plan if applicable; and THAT the request for an additional grant of $15,000 be referred to the 2024 budget deliberations. Carried 13.4 Finance 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-15 County of Oxford, Town of Tillsonburg Water and Wastewater Operating Authority Service Resolution # 2023-161 Moved By: Councillor Parsons Seconded By: Councillor Parker THAT report OPD 23-15 County of Oxford, Town of Tillsonburg Water & Wastewater Operating Authority Service report be received as information; and THAT Council direct staff to notify the County of Oxford that it is opposed to the removal of the Town of Tillsonburg being the authorized Operating Authority; and Page 21 of 184 8 THAT Council direct Town Staff to work with County Staff to investigate this matter further to determine all of the details and impacts and report back to Council for reconsideration. Carried 13.6.2 OPD 23-16 TGO Inter-Community Voyago Contract Extension Resolution # 2023-162 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT report OPD 23-16 T:GO Inter-Community Voyago Contract Extension be received; and THAT the CAO and Director of Operations & Development be authorized to execute a contract extension with 94765 Ontario Ltd - Voyago for the T:GO Inter-Community Service for a period of two (2) years ending on March 31, 2025 as per the new/updated pricing. Carried 13.7 Recreation, Culture and Parks 13.7.1 RCP 23-17 Waterpark Renovation Project Update Resolution # 2023-163 Moved By: Councillor Rosehart Seconded By: Councillor Spencer THAT Report RCP 23-17 Waterpark Renovation Project Update be received for information. Carried 13.7.2 RCP 23-18 Request for 4 Additional Youth Leaders Resolution # 2023-164 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker Page 22 of 184 9 THAT Report RCP 23-18 Request for 4 Additional Youth Leaders be approved; and THAT the 2023 RCP Operating Budget be updated to reflect the increase in part time wages and additional program revenue generated by Day Camp registration. Carried 13.7.3 RCP 23-19 Tillsonburg Community Centre Renovation – Award of Tender Resolution # 2023-150 Moved By: Councillor Parsons Seconded By: Councillor Spencer THAT Report RCP 23-19 Tillsonburg Community Centre Renovation – Award of Tender be received as information; and THAT Council awards the tender to Elgin Contracting and Restoration Ltd., in the amount of $5,120,000 +HST; and THAT the incremental project funding shortfall net of identified DC funding of $788,533 be covered by $220,622 of unspent funds from the Splash Pad portion of the project and that funding sources to include annual surplus funds, DC funding, and/or debenture for the residual $567,911 shortfall be deferred until project completion and a final report brought back to Council. Carried Agenda item 10.1 was dealt with next. 13.8 Hydro Operations 13.8.1 HYD 23-01 Options for the Future of Tillsonburg Hydro Inc Ravi Baichan, General Manager of Hydro Operations, appeared before Council to provide an overview of the report. Resolution # 2023-165 Moved By: Councillor Parker Seconded By: Councillor Luciani Page 23 of 184 10 THAT report HYD 23-01 titled Options for the Future of Tillsonburg Hydro Inc. be received as information; and AND THAT Councils recommendation is Option 3 – Status Quo. Carried 14. New Business 15. Consideration of Minutes 15.1 Advisory Committee Minutes Resolution # 2023-166 Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT Council receives the Accessibility Advisory Committee Minutes dated March 21, 2023, the Community Health Care Committee Minutes dated February 7, 2023, the Tillsonburg Airport Advisory Committee Minutes dated February 23 and March 30, 2023, the Museum, Culture, Heritage and Special Awards Advisory Committee Minutes dated March 22, 2023, the Parks Beautification and Cemetery Advisory Committee Minutes dated February 28 and March 28, 2023, the Affordable and Attainable Housing Committee Minutes March 29, 2023 and the Economic Development Committee Meeting Minutes dated March 21, 2023, as information. Carried 16. Motions/Notice of Motions Staff confirmed the requested staff report would include financial impacts for both the committee and coalition participation. Resolution # 2023-167 Moved By: Councillor Spencer Seconded By: Councillor Parsons THAT staff be directed to provide a report to Council by August 2023 regarding the following: i. The establishment of a Tillsonburg EDI (equity, diversity and inclusivity) Committee with a mandate to include, but not limited to, the following:a. Page 24 of 184 11 To lead the development and submission of an application to join the CIM including the identification of key stakeholders, gathering community input and the development of an action plan;b. To provide recommendations to council on the action plan's implementation;c. To report on the municipality's progress on its action plan;d. To provide staff and council with an inclusive and equitable lens through which internal services and policies could receive feedback as requested; and ii. Draft terms of reference for the Committee and any further recommendations on the resources required for the committee to be successful; and iii. The steps necessary for the Town of Tillsonburg to meet the requirements of joining the CCUNESCO Coalition of Inclusive Municipalities (CIM) including any staffing or budgetary impacts. Carried Resolution # 2023-168 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer THAT, in alignment to RCP staff report titled “Land Acknowledgement Update“ and recommendations of March 27, 2023, council include the following Nations names within the Indigenous Land Acknowledgment read at each Council meetings: a) Anishinabek (Ah-nish-in-a-bek), b) Haudenosaunee (Ho-den-no-sho-nee) and c) Attawandaron (Add-a-won-da-run) AND THAT, staff be directed to invite Professor Cody Groat for an education session for open council, regarding Truth and Reconciliation – Calls to Action #57, as it pertains to Municipal Governments. Carried Resolution # 2023-169 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT an option for a roundabout, traffic light or other measures at Dereham Dr. and Quarter Town Line be investigated to ensure the utmost safety will be Page 25 of 184 12 achieved in the vicinity of Westfield School and that this forms part of the Tillsonburg Transportation Master Plan. AND THAT the concerns highlighted in the paradigm traffic study from the Performance Realty Corporation be included in the RFP for the Master Transportation Plan. Carried 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws 18.1 By-Law 2023-038, to repeal By-Law 2021-107 being a by-law to appoint an Interim Treasurer (Renato Pullia) 18.2 By-Law 2023-040, to authorize an agreement of purchase and sale with Robert and Jane Bamford for a portion of the Right-of-Way lands described as the Westerly part of Part 8, Plan 41R-940 Resolution # 2023-170 Moved By: Councillor Parker Seconded By: Councillor Parsons THAT By-Law 2023-038, to repeal By-Law 2021-107 being a by-law to appoint an Interim Treasurer (Renato Pullia); and By-Law 2023-040, to authorize an agreement of purchase and sale with Robert and Jane Bamford for a portion of the Right-of-Way lands described as the Westerly part of Part 8, Plan 41R-940, 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 19. Confirm Proceedings By-law Resolution # 2023-171 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT By-Law 2023-037, to Confirm the Proceedings of the Council Meeting held on March 27, 2023, be read for a first, second, third and final reading and that the Page 26 of 184 13 Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 20. Items of Public Interest Nominations are open for the annual Town of Tillsonburg Citizen of the Year Award. The deadline for nominations is Friday, April 14, 2023, at noon. Visit www.tillsonburg.ca/citizen to learn more and submit your nomination. 21. Adjournment Resolution # 2023-172 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Council meeting of April 11, 2023 be adjourned at 8:33 p.m. Carried Page 27 of 184 April 11, 2023 Kyle Pratt, CAO Town of Tillsonburg 204-200 Broadway, Tillsonburg ON N4G 5A7 Email: kpratt@tillsonburg.ca Attention: Mr. Pratt Dear Members of Council, Residents, and Ratepayers, I am pleased to report that the Long Point Region Conservation Authority had a successful year in 2022. The Annual Report highlights the annual activities of the Authority for the year 2022. The Authority issued 278 planning permits, consulted on 160 municipal applications, and participated in 56 pre-consultations. We completed four erosion control project designs and one clean water projected completed, established 2,290 acres of crop cover on landowners’ properties and planted 72,285 trees throughout the watershed, Repairs were conducted repairs on the Deer Creek and Norwich Dams and the Flood Forecasting & Warning Program issued 13 flood messages through nine flood events in partnership with our municipal emergency management teams. Attached you will find a copy of our 2022 Annual Report highlighting the programs, services, and accomplishments the Authority achieved in 2022. Financially, the Authority ended 2022 in a positive financial position. The 2022 LPRCA financial statements audited by MNP LLP of London are attached. On behalf of the Long Point Region Conservation Authority Board of Directors, I would like to thank you for your continued support of the Authority. Yours truly, Judy Maxwell, CPA, CGA General Manager/Secretary-Treasurer CC. Michelle Smibert, Director of Corporate Services/Clerk Tillsonburg Clerks Attachment 1: 2022 Annual Report Attachment 2: 2022 LPRCA financial statements Hard copy sent by mail Page 28 of 184 2022Annual Report Page 29 of 184 2 Contents3 Message from the Chair3 Message from the General Manager 4 In Memoriam5 The Authority5 Facts & Figures6 Protecting Life & Property6 Flood Forecasting 7 Planning & Regulations7 Norwich & Deer Creek Dam Repairs8 Enhancing Watershed Health8 Stewardship 9 Invasive Species Control10 Forest Management12 Connecting People to Nature12 Conservation Education Centre Revitalization 13 Conservation Areas & Land Holdings14 Children’s Fishing Derbies14 Leighton & Betty Brown Conservation Scholarship 15 Memorial Forest Dedication Service16 Long Point Region Conservation Stewardship Award17 2022 Financial Highlights 18 Fond Farewells18 2022 LPRCA Staff19 2022 Board of Directors19 Lee Brown Marsh Management Committee 19 Backus Museum Committee Gage Tract Cover image: Backus Children’s Fishing Derby at Backus Heritage Conservation Area. Page 30 of 184 3 Message from the Chair As was the case with the past several years, 2022 was a year of adaptation and change for Long Point Region Conservation Authority. While the province makes amendments to the Conservation Authorities Act and other guiding legislation, the Authority will continue to work with our member municipalities to navigate the new reality with a continued focus on delivering exceptional services and experiences. In looking back, I would like to thank the Authority staff for their continued commitment to excellence. As challenges presented themselves, you rose to the occasion. The Authority’s ongoing success is thanks to your efforts. Likewise, I would like to thank my fellow members of the Board of Directors who have taken the time to represent their municipalities and serve all residents of the Long Point Region watershed. Long Point Region Conservation Authority enters 2023 ready to continue expanding upon the 75 years of vital conservation work done by Authorities in the area since 1948. Similarly, the efforts we undertake now will serve as the basis for countless future years of protecting the place we call home. John Scholten Chair, LPRCA Board of Directors Message from the General Manager 2022 was a year of adjusting to the new post-pandemic world and changing regulatory environment overseeing Conservation Authorities. The Board and staff committed substantial time and effort transitioning to this new world, with a focus on optimizing the outcomes for all stakeholders. Over the last year, important repairs were completed at the Deer Creek and Norwich dams. The watershed benefitted from 72,385 trees and 2,290 acres of cover crops planted, as well as the design of four erosion control projects and the implementation of a clean water project. Forestry staff conducted invasive spray programs on 468 acres of our forest tracts and planning staff worked on over 600 files, processing 278 permits. Two projects commenced at the Conservation Education Centre at Backus Heritage Conservation Area: the main entrance and washrooms were retrofitted to be fully accessible and the classroom and gallery are being revitalized, updating a space that initially opened in 1991. Overall, 2022 was an extremely successful year and I would like to thank staff for their continued commitment and efforts supporting the Authority’s mandate and the Long Point Region watershed. The staff and I thank the Board of Directors for their support in 2022 and look forward to continued collaboration in 2023. Judy Maxwell General Manager, LPRCA Page 31 of 184 4 In Memoriam Long Point Region Conservation Authority mourns the passing of two former members of the Authority’s Board of Directors. Samuel “Sam” Ivan Lamb passed in February 2022. Sam represented the Town of Tillsonburg on the Authority’s Board, serving from January 25, 1995 through November 30, 2010. During his time on the Board Sam participated in numerous committees and sub- committees. Leroy Bartlett passed in December 2022. Leroy represented Haldimand County and served on the Authority’s Board of Directors from January 2007 through November 2018. Both Sam and Leroy were dedicated community members and valued directors during their times with the Authority. They will be missed. Sam Lamb (left) and Leroy Bartlett (right) pose for a group photo of the Long Point Region Conservation Authority Board of Directors. November 2010. Long Point Region Memorial Forest, Backus Heritage Conservation Area Page 32 of 184 5 The Authority Long Point Region Conservation Authority (LPRCA) is one of 36 Conservation Authorities in Ontario. Our area of responsibility, the Long Point Region watershed, covers 2,782 square kilometres and is home to approximately 98,000 people. We’re empowered through provincial legislation—primarily the Conservation Authorities Act—to manage the watershed’s natural resources in partnership with our member municipalities and the Province of Ontario to protect people and property from natural hazards such as flooding and erosion. We have eight member municipalities: the Municipality of Bayham, the County of Brant, Haldimand County, the Township of Malahide, Norfolk County, the Township of Norwich, the Township of South West Oxford and the Town of Tillsonburg. Facts & Figures Long Point Region Conservation Authority: owns and manages 11,000+ acres of property; regulates ~200km of Lake Erie shoreline and 3,700+ km of streams and tributaries within the watershed; has jurisdiction over the 6 major sub-watersheds that form the Long Point Region watershed and drain into Lake Erie; protects and preserves vital biodiversity in the watershed; runs environmental and heritage education programs. provides public greenspace for outdoor recreation; processes 250+ development permit applications per year; monitors flooding conditions 24/7/365; and operates 5 campgrounds with 600+ total campsites; Page 33 of 184 6 Flood Forecasting A key mandate for Conservation Authorities across Ontario is monitoring for possible flooding conditions and alerting municipalities and the public accordingly. LPRCA’s flood forecasting and warning team work on rotation to ensure that conditions are monitored 24/7/365. When flooding conditions present themselves, LPRCA issues notices to effected municipalities and the public. In 2022, LPRCA issued 16 flood-related messages, including event updates and status terminations, to the public. The number of flood events prompting changes to the flood status indicator was up slightly from 2021. The low water response team monitored groundwater levels but no advisories were issued in 2022. New in 2022, LPRCA launched an email subscription service, where those interested can sign up to receive flood notices issued by the Authority’s directly in their email inbox. Back in May of 2019, high static water levels in Lake Erie led LPRCA to issue a Standing Flood Watch for the Lake Erie shoreline within the Authority’s jurisdiction. This Flood Watch was later adjusted to a standing Shoreline Condition Statement in October 2019. Though the severity of the standing statement fluctuated, it persisted for multiple years as water supplies in the Great Lakes were above average and the static water levels in Lake Erie set numerous records. It was not until November 2022, that Lake Erie’s water level declined to a level where the standing shoreline statement was terminated. Protecting Life & Property 2022 2021 Conditions Statements 6 6 Flood Watches 4 2 Flood Warnings 3 3 Vienna, February 2022. Page 34 of 184 7 Planning & Regulations Empowered by the Planning Act, the Conservation Authorities Act and Ontario Regulation 178/06, Conservation Authorities such as LPRCA are responsible for regulating development in floodplains and hazardous areas in order to prevent the loss of life and property due to hazards such as flooding and erosion. To do so, staff work with local municipalities to review and provide technical advice on Planning Act applications and permission from LPRCA is required for development activities within hazardous areas in the Long Point Region watershed. Continuously pursuing organizational excellence, LPRCA’s new permit application approval process substantially reduced application turnaround times in 2022. The average turnaround time was 4.2 days for minor applications and 4.9 days for major applications, compared to 10.7 days for minor applications and 21.3 days for major applications in 2021. Planning and Regulations staff reviewed and approved 278 permits for development under Section 28 of the Conservation Authorities Act in 2022. 2022 2021 Permit Applications Reviewed 278 272 Municipal Applications Reviewed 160 165 Pre-consultation Meetings 56 49 Norwich & Deer Creek Dam Repairs The Norwich Dam, originally constructed in the late 1960s, underwent a Dam Safety Review by D.M. Willis Associates Limited in 2020. In 2022, repairs were made to the upstream west embankment, including a rip rap revetment to address severe erosion occurring to that bank. The Deer Creek Dam was originally constructed in 1969 by Big Creek Region Conservation Authority for the purposes of water storage and recreation. In 2014, Riggs Engineering was hired to perform a close-up visual inspection of the Deer Creek dam. Recommendations relating to its structural condition, operational capability and public safety were given. In 2022, extensive repairs were made to the deteriorated concrete along the wing walls, sheet pile forms were installed along the existing wing walls and washed river rock was used to stabilize the wing walls. Deer Creek Dam, August 2022. Page 35 of 184 8 Enhancing Watershed Health Stewardship Long Point Region Conservation Authority protects, preserves and enhances the Long Point Region watershed though a wide variety of land stewardship programs. From tree planting to cover crop incentives, LPRCA works closely with watershed landowners to encourage and facilitate forward-thinking land use that benefits both the landowner and the watershed as a whole. In 2022, LPRCA planted 72,385 trees across the Authority’s various planting programs: the Forest Ontario funded 50 Million Tree Program, Ontario Power LPRCA staff planting seedlings. Before/after the installation of a Water and Sediment Control Basin (WASCoB) erosion control project. Before An afforestation (tree planting) project site. Page 36 of 184 9 Generation’s Forest Corridor Program, the Private Land Tree Planting Program and the municipal Trees for Roads Program. Continuing the success of an incentive program originally launched in 2020, LPRCA was able to use Environment and Climate Change Canada’s Integrated Conservation Action Planning Program funding to partner with agricultural landowners throughout the watershed and establish 2,290 acres of cover crops. Cover crops, particularly when planted in diverse varieties, help build soil structure, provide erosion control and can build yield potential for agricultural land. To further combat erosion, LPRCA staff also designed and implemented erosion control projects, like water and sediment control basins, for four landowners in 2022. A Clean Water Project supported by a municipally-funded clean water program was also completed. Invasive Species Control In 2022, Ontario Power Generation’s Regional Biodiversity Program supplied $50,000 in funding to support invasive species control in the Long Point Region watershed. This funding facilitated the assessment of 1,093 acres and treatment of 355 acres of wetland. Invasive species such as Phragmites Australis, Common Buckthorn, European Black Alder and others were targeted in the treatment process. Phragmites Australis control efforts at Dereham Wetlands Conservation Area After Cover crops on agricultural land. Page 37 of 184 10 Forest Management Long Point Region Conservation Authority has over 10,000 acres of forest holdings that are managed to enhance the biodiversity and health of the watershed and provide critical green space. LPRCA is committed to sustainable forest management practices and recognizes social, economic and ecological values as important components of all forestry activities. In line with the Authority’s Forest Management Plan 2020-2039, LPRCA marked, tendered and facilitated the harvest of 215 acres of forested property in 2022. LPRCA joined Norfolk County, the Long Point Basin Land Trust and the St. Williams Conservation Reserve Community Council in 2020 to form the Forest & Treed Swamps Working Group, working together to secure funding from Environment and Climate Change Canada for Management and Improvement of Upland Habitat in Ontario’s Priority Place Long Point Walsingham Forest. In 2021, LPRCA forestry staff surveyed 548 acres across 18 forest tracts. In 2022, 14 of the surveyed tracts (a total of 468 acres) were treated for invasive species, limiting their spread throughout the watershed and restoring native vegetation. The remaining four properties will be treated in the spring of 2023, with further funding facilitating the identification of additional properties requiring treatment and re-treatment of original locations to ensure the invasive species are under control. Knowledge sharing as leaders in sustainable forest management, LPRCA’s forestry staff hosted a Forest Stewardship Council® (FSC®) working group tour in September 2022. Attendees got to visit several LPRCA-owned properties throughout the watershed to see in-progress research projects (partnerships with Bird Studies Canada and McMaster University), an active timber harvest and ongoing cucumber tree protection and management. FSC® working group tour, September 2022. Page 38 of 184 11 Water Quality Monitoring Water quality can tell us a lot about the environmental health of a region and long-term consistent analysis of water quality is a great way to monitor, recognize and understand the changes that happen to the spaces around us. Long Point Region Conservation Authority participates in several water quality monitoring programs to collect, share and benefit from the valuable data that is collected. In partnership with Ontario’s Ministry of the Environment, Conservation and Parks (MECP), LPRCA collects water samples for the Provincial Surface Water Quality Monitoring Network (PWQMN). Staff collect samples at 10 sites throughout the watershed, eight times per year to send to MECP’s lab. The Provincial Ground Water Monitoring Network (PGMN) is also in partnership with MECP. For this program, LPRCA continuously monitors ground water levels at 11 locations in the watershed, testing the water quality once a year. This data is used for the Low Water Response program, when groundwater levels drop below specific thresholds. To complement the data from the Water Monitoring Networks, LPRCA also performs benthic invertebrate sampling at 12 locations throughout the watershed and monitors stream temperatures on 17 watercourses. Benthic sampling and temperature monitoring are key ways to keep an eye on ecosystem health. Water sampling for the PWQMN. Page 39 of 184 12 Conservation Education Centre Revitalization A year of work has brought the Education Centre Revitalization project much closer to completion. Project milestones in 2022 include: • Updating the multi-purpose classroom space with new lighting fixtures, flooring, tables, chairs and a fresh coat of paint; • Replacing the flooring in the lower section of the gallery; and • Reworking the front entrance to be barrier-free and accessible with a new exterior entrance ramp, new entrance doors and a fully accessible washroom. Next steps for the project are updating the educational display content throughout the Centre to better showcase the story of conservation throughout the Long Point Region watershed. We can’t wait to welcome everyone back to the newly revitalized Education Centre in 2023! Connecting People to Nature Backhouse Grist Mill, Backus Heritage Conservation Area. The Education Centre’s updated classroom space. Page 40 of 184 13 Conservation Areas & Land Holdings 2022 brought a substantial increase in seasonal camping, with 441 seasonal sites booked across LPRCA’s five campgrounds, compared to 398 in 2021. Nightly camping was also active, with 2,368 reservations made through the online booking system and an additional 444 reservations placed through others means. Another 2022 success worth celebrating was the return of on-site education programs at Backus Heritage Conservation Area in the fall. Over 1,000 students visited Backus as 44 classes from schools within the watershed were welcomed for fun hands-on outdoor and heritage education. A range of upgrades were completed across the campgrounds and conservation areas throughout the year. Highlights include: • Creation of a non-electrical small trailer/tent section at Waterford North Conservation Area, with 12 new sites; • Replacement of the Backhouse Historic Site’s Community Hall roof; • Septic system repairs and the renovation of the North- side washroom at Haldimand Conservation Area; and • Enhancement of the water filling and dumping station at Backus Heritage Conservation Area. Backus Heritage Conservation Area. Deer Creek Conservation Area. Deer Creek Conservation Area. Page 41 of 184 14 Leighton & Betty Brown Conservation Scholarship The Lee Brown Marsh Management Committee presented watershed high school graduates Fred Wernaart and Ali Flinsenberg with $1,000 Leighton & Betty Brown Conservation Scholarships in August 2022. Fred and Ali were selected as recipients due to their keen interest in and contributions to conservation and environmental sustainability in the Long Point Region. The scholarships support the young conservationists in their pursuit of post-secondary environmental education. Children’s Fishing Derbies Popular community events, LPRCA’s Backus and Deer Creek children’s fishing derbies were greatly missed when they could not be held in 2020 and 2021. Thankfully, conditions permitted them to return from hiatus to great success in 2022. The Backus Children’s Fishing Derby was held on July 9 with 137 children fishing from the shore of the mill pond. The 25th Annual Deer Creek Children’s Fishing Derby had 133 youth reeling in both fish and prizes on August 13. Fred Wernaart shakes the hand of Lee Brown Marsh Management Committee Chair Tom Haskett. (Ali was unable to attend.) Page 42 of 184 15 Memorial Forest Dedication Service After two years of recorded services released as videos due to the inability to hold in-person events, 2022 saw a crowd return to the forest at the entrance of Backus Heritage Conservation Area for the annual Memorial Forest Dedication Service in September. Over 135 people attended the 2022 service and were moved by Pastor Ted Smith’s heartfelt words and Brenda Atkinson’s beautiful music. For more than 30 years the Long Point Region Memorial Forest has been a comforting place for family and friends to reflect on fond memories of those who have passed. The trees planted there serve as a living and growing memorial that persists for generations. Donating towards planting trees in the Memorial Forest is a unique way to celebrate the life of a loved one with a symbol of strength, shelter and durability. Thank you to everyone who makes the Memorial Forest possible. Pastor Ted Smith at the 2022 Memorial Forest Dedication Service. Page 43 of 184 16 Long Point Region Conservation Stewardship Award Long Point Region Conservation Authority is proud to present the annual Long Point Region Conservation Stewardship Award to Mary Gartshore. Mary was nominated for and selected as the recipient of the Stewardship Award because of her lifelong passion for conservation and environmental stewardship. A member of numerous local environmental organizations, such as the Norfolk Field Naturalists, the Long Point Bird Observatory and the Long Point Basin Land Trust, Mary is active and engaged in her community. In 1995 and 1996, she was a provincial appointee on LPRCA’s Board of Directors. Mary has played a role in the restoration of hundreds of hectares of marginal agricultural lands using local native seeds and plants; protecting, preserving and enhancing the biodiversity of the Long Point Region watershed. Her nominators also emphasized how frequently Mary goes above and beyond to mentor other conservationists. A true champion of the environment, Mary is well deserving of the Long Point Region Conservation Stewardship Award. Backus Heritage Conservation Area Page 44 of 184 17 2022 Financial Highlights 2022 Revenue Municipal Levy – Operating $1,724,259 30% Municipal Levy – Capital $381,700 6% Provincial Funding $35,229 1% User Fees $3,135,241 54% Forestry $512,506 9% Gain on Sale of Assets $13,339 0% Total $5,802,274 100% 2022 Expenditures Planning & Watershed Services $770,456 17% Backus Heritage Conservation Area $191,304 4% Maintenance Operations Services $723,313 16% Forestry Services $408,206 9% Conservation Parks $1,308,732 28% Corporate Services $1,199,132 26% Total $4,601,143 100% Share of 2022 Operating Levy Haldimand County $24,5330 14% Norfolk County $901,067 52% Oxford County $368,308 21% Brant County $119,089 7% Municipality of Bayham $77,927 5% Township of Malahide $12,538 1% Total $1,724,259 100% Use of 2022 Operating Levy Corporate Services $622,056 36% Planning & Watershed Services $493,252 29% Backus Heritage Site $94,968 5% Maintenance Operations Services $513,983 30% Total $1,724,259 100% Page 45 of 184 18 2022 LPRCA Staff Judy Maxwell Aaron LeDuc Ben Hodi Leigh-Anne Mauthe Lorrie Minshall General Manager/Secretary-Treasurer Manager of Corporate Services Manager of Watershed Services Interim Manager of Watershed Services Project Manager, Watershed Services As well as our many seasonal staff and summer students. Brady Baker Helen Bartens Kim Brown Jeff Calliauw Alex Cassidy Zachary Cox Bob Dewdney Paul Gagnon Brandon Good Isabel Johnson Amanda Kaye Aisling Laverty Matthew Marchioni Development Technician Curator Marsh Manager Carpenter Lands & Waters Technician Marketing Coordinator Marsh Operations Labourer Lands & Waters Supervisor Superintendent of Conservation Areas Resource Planner Accounting Clerk Resource Planner Outdoor Educator Dana McLachlan Barry Norman David Proracki Chris Reinhart Darell Rohrer Frank Schram Jeffery Smithson Andrew Spearin Nicole Sullivan Debbie Thain Sarah Willson Executive Assistant Workshop Operations Labourer Water Resources Analyst Forestry Technician Workshop Operations Labourer Workshop Supervisor Workshop Operations Labourer Heritage Programmer HR Associate/Receptionist Supervisor of Forestry Project Support Fond Farewells Two long-term members of the LPRCA team retired in 2022. Ginny VanLouwe retired from her Accounting Clerk role in June, after more than 35 years with the Authority. Bonnie Bravener retired from her position as Resource Technician in September, after 31 years with the Authority. Staff gathered in June and September respectively to thank Ginny and Bonnie and say our bittersweet goodbyes; they shall be missed, but we wish them both the best in the exciting new chapters they have begun. Page 46 of 184 19 2022 Board of Directors Township of Norwich Norfolk County Town of Tillsonburg County of Brant Norfolk County Haldimand County Norfolk County Haldimand County Norfolk County Township of South West Oxford Municipality of Bayham & Township of Malahide Chair John Scholten Vice Chair Michael Columbus Directors Dave Beres Robert Chambers Kristal Chopp Ken Hewitt Tom Masschaele Stewart Patterson Ian Rabbitts Peter Ypma Valerie Donnell Backus Museum Committee Betty Chanyi, Chair Dave Beres Michael Columbus Dene Elligson Tom Masschaele John Scholten Heather Smith Julie Stone Madaline Wilson Lee Brown Marsh Management Committee Tom Haskett, Chair Larry Chanda Michael Columbus Lou Kociuk John Scholten Lee Brown Waterfowl Management Area. Page 47 of 184 4 Elm Street, Tillsonburg, ON N4G 0C4 519-842-4242 | 1-888-231-5408 conservation@lprca.on.cawww.lprca.on.ca @lpr_ca @LongPointConservation @longpointca Member of the Conservation Ontario Network Thank you to our municipal partners Municipality of Bayham / County of Brant / Haldimand County Township of Malahide / Norfolk County / Township of Norwich Township of South West Oxford / Town of Tillsonburg Page 48 of 184 Page 49 of 184 Page 50 of 184 Page 51 of 184 Independent Auditor's Report To the Board of Directors of Long Point Region Conservation Authority: Opinion We have audited the financial statements of Long Point Region Conservation Authority (the "Authority"), which comprise the statement of financial position as at December 31, 2022, and the statements of operations and changes in accumulated surplus, changes in net financial assets and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Authority as at December 31, 2022, and the results of its operations, changes in its net financial assets and its cash flows for the year then ended in accordance with Canadian public sector accounting standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Financial Statements section of our report. We are independent of the Authority in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Authority’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless management either intends to liquidate the Authority or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Authority’s financial reporting process. Auditor's Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. Page 52 of 184 As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Authority’s internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Authority’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor's report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor's report. However, future events or conditions may cause the Authority to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. London, Ontario Chartered Professional Accountants March 3, 2023 Licensed Public Accountants 255 Queens Ave, Suite 700, London, Ontario, N6A 5R8 T: 519.679.8550 F: 519.679.1812 MNP.ca Page 53 of 184 Page 54 of 184 Page 55 of 184 Page 56 of 184 Page 57 of 184 Page 58 of 184 Page 59 of 184 Page 60 of 184 Page 61 of 184 Page 62 of 184 Page 63 of 184 Page 64 of 184 Page 65 of 184 Page 66 of 184 Page 67 of 184 Page 68 of 184 Page 69 of 184 Page 70 of 184 Page 71 of 184 Page 72 of 184 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 132-2023-156 By email April 19, 2023 Her Worship Deb Gilvesy Mayor Town of Tillsonburg 10 Lisgar Avenue Tillsonburg, Ontario N4G 5A5 dgilvesy@tillsonburg.ca Dear Mayor Gilvesy: I am writing to thank you for taking the time to speak with me, and members of my staff, during the 2023 Rural Ontario Municipal Association (ROMA) annual conference on January 23, 2023. The ROMA annual conference continues to serve as a valuable forum for municipalities in Ontario to discuss the unique needs of Ontario’s rural and northern communities. It was a pleasure meeting with you and your delegation from Town of Tillsonburg to discuss a number of topics, including the challenges your municipality is encountering related to firefighter certification and training requirements and funding for Next Generation 9-1-1 (NG9-1-1). The Office of the Fire Marshal (OFM) has been working collaboratively with all partners to clarify the firefighter certification regulation and to support local fire departments with implementation. With a long implementation window, we are confident that certification is achievable and look forward to working with firefighters across Ontario as this regulation is implemented. As noted during our meeting, the firefighter certification regulation requires municipalities to certify firefighters only to the level of service they set, thereby limiting costs related to certification. The OFM would be pleased to meet with Fire Chief Caskanette to discuss options to assist your fire department in implementing training and certification requirements and also review the specific training that is required for each firefighter. Assistant Deputy Fire Marshal John Snider can be reached via email at john.snider@ontario.ca. Kindly pass along this information to Fire Chief Caskanette. …/2 Page 73 of 184 Mayor Gilvesy Page 2 Regarding your concerns about Next Generation 9-1-1 (NG9-1-1), I appreciated hearing your feedback and I am mindful of the significant cost that implementing NG9-1-1 has on smaller communities like Tillsonburg. As discussed during our meeting, the Ontario government is investing $208 million over three years to enhance the province’s 9-1-1 emergency response system. As you are aware, the Town of Tillsonburg has been allocated approximately $1.2 million in 2023-24 to support transition costs to NG9-1-1. I understand that ministry staff are working with the Town of Tillsonburg and Tillsonburg Fire, to finalize the funding agreement. Please note that additional funding opportunities will be available in the coming years. Please be assured that the ministry will continue to work with our municipal partners, First Nations and the emergency communications sector to ensure a successful transition that meets local needs. Our meeting was productive, and I appreciate the valuable insights that you and your delegation provided during our discussion. Our government understands the importance of working with our municipal partners and we remain committed to serving and meeting the needs of communities across Ontario. Thank you again for meeting with us at the 2023 ROMA conference and I look forward to continued collaboration between the Town of Tillsonburg and the Ministry of the Solicitor General. Sincerely, Michael Kerzner Solicitor General c: Jon Pegg Fire Marshal of Ontario John Snider, Assistant Deputy Fire Marshal Page 74 of 184 Page 1 of 4 Subject: Four Day Work Week Report Number: CAO 23-06 Department: Office of the CAO Submitted by: Joanna Kurowski, Human Resources Manager Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT report CAO 23-06 titled Four Day Work Week be received; and THAT a 12 month pilot project of a four day work week model for frontline staff from May 2023 to April 2024 be approved and staff be directed to create a formal policy for Council consideration regarding adding four day work week as one of the work options available for staff. BACKGROUND At the March 14th, 2022 Council meeting, a resolution passed that Council approve the Hybrid Work Model (Policy 6-010). Out of 210 staff and 47 eligible to participate, 33 staff members took advantage of this work model. Staff concluded that the current hybrid work model turned out to be highly successful as sufficient staff coverage has been provided with no service interruptions or decrease in levels of service. There were also no concerns with staff availability for in-person meetings or required events and tasks. The hybrid work model has had a positive impact on current staff allowing employees a better work-life balance. This model has also positively impacted our recruitment and retention status as it allows us to attract top talent from a wider pool of candidates. Page 75 of 184 CAO 23-06 Page 2 of 4 DISCUSSION Although the hybrid model works well for most office staff, this arrangement was not suitable for frontline operations staff (i.e. Public Works and Recreation, Parks and Culture Operations) who, by the nature of their work, would not be an appropriate fit. Staff would like to have an option of better work-life balance for the frontline staff as well and recommend testing four day work week model for this group of employees. Staff recognizes the significant positive impacts of the hybrid work model and recommends developing a four day work week program which not only offers an option of better work-life balance, promote a more positive culture and staff retention and attraction, but also allows for maintaining business continuity and the same or better levels of service to the Town residents and businesses. The four day work week pilot program would only be applicable to employees who are unable to work under hybrid work model and would be available only when departmental operations would not be negatively affected by this change. This pilot project would not affect the hours of operations of Town’s facilities. In direct similarity to the hybrid work model, research as well as experience by other municipalities and private companies suggest that employees who have a better work-life balance are more committed to their jobs and feel more valuable by their employers. This in turn, leads to increased job satisfaction and higher levels of productivity. By decreasing the number of work days, employees have more time to engage in activities outside work, such as spending time with family and friends, pursuing hobbies or simply resting and recharging. This can reduce stress and burnout, lead to improved physical and mental health and result in decreased use of personal days. Also, with an additional day off each week, employees may be compelled to call in sick less, and book personal appointments during their additional day off. Four day work weeks can serve as an effective strategy for improving employee retention, boosting productivity and attracting top talent. A shorter work week may also attract new employees and make the Town more competitive in the labour market. Job seekers today are looking for companies that offer a great work-life balance, and implementation of a four day work week can be a powerful recruitment tool. The implementation of a four day work week may also have positive effects on employee retention. A number of Ontario municipalities have successfully implemented four-day work weeks as a potential solution to improve work-life balance and boost productivity. Specifically, both the Towns of Aylmer and Springwater municipalities have both implemented Page 76 of 184 CAO 23-06 Page 3 of 4 compressed work week pilot projects. Both of the municipalities, due to successes of their pilot projects, have adopted four day work week models as a permanent option for employees. IMPLEMENTATION The idea is to expand daily work hours from eight (8) to ten (10) hours per day and create a work schedule allowing for a regular 40-hour work week to take place over four days versus five thereby allowing employees to have an additional day off work each week while providing the municipality with the same or improved service levels without affecting the hours of operations. Departments taking part in this project will need to consider sufficient staffing requirements to develop specific work schedule and maintain business continuity. Possible different scenarios covering five work days with a four day work week model would be created by different departments as the work schedules would have to pertain to departmental operations and must not have negative impact on business continuity. CONSULTATION In consultation with the Senior Leadership Team, all Managers as well as Employees throughout the planning process, staff noted that there is not a one-size-fits-all model and would consider a departmental implementation, for example: Public Works – recognizes a four-day work week is only applicable during non- winter months as the varying service levels during winter operations negate any advantages of four-day work week (April – October/November) Engineering – would only be appropriate during the 3-4 month window when not impacted by construction projects activities Fire Services – are interested in exploring a 10-hour shift model that fits within their operations Staff will continue to seek and evaluate feedback and recommendations from all departments and employees as the program is implemented. This will also include bargaining staff (i.e. Tillsonburg Hydro). FINANCIAL IMPACT/FUNDING SOURCE There are no financial implications and no additional funding is required for this program. Page 77 of 184 CAO 23-06 Page 4 of 4 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. Strategic Direction – Enhance employee engagement and training as foundation for exceptional customer service; Position Tillsonburg as a leader in the municipal sector. Priority Project – Immediate Term – Employee Engagement Strategy. ATTACHMENTS Appendix A – Policy 6-010 Hybrid Work Model Appendix B – Town of Springwater Report on Flexible Work Arrangements/Compressed Work Week Update Appendix C – Town of Alymer HR Policy on Compressed Workweek Links to most recent media coverage regarding municipalities implementing four day work week: CBC News – Rural Ontario municipalities are adopting four day work week - Rural Ontario municipalities are adopting the 4-day work week. What does it take to get others on board? | CBC News HR Director – Another municipality joins four day work week movement - Another Ontario municipality joins 4-day workweek movement | HRD Canada (hcamag.com) Page 78 of 184 Page 1 of 5 Subject: Review of Hybrid Work Policy Report Number: CS 22-18 Department: Corporate Services Department Submitted by: Director of Corporate Services Meeting Type: Council Meeting Meeting Date: Thursday, June 16, 2022 RECOMMENDATION That the Council receive the review of the hybrid work policy as information. BACKGROUND At the April 19th, 2022 Council meeting, a notice of motion was passed which amongst other items, asked for the following: “AND FURTHER having been advised that the recently approved Hybrid Work Policy could result in staff not being able to attend in person meetings, or to complete other tasks for which in person attendance at town facilities is considered important and often in the best interest of the municipality.” DISCUSSION The Hybrid Work Model program is now in place and has been since May 2nd, with a total of 33 staff members participating. (Note: the Town employs 210 staff with 47 employees eligible to participate in this non-mandatory program). Each staff member was required to complete and sign agreements which are now on file with the Human Resources office. We are finding that staff is normally working more hours in the office compared to those required as per the signed agreement. The large majority of staff, particularly management, have been requested to be in the office a minimum of 3 days per week. The following shows the number of staff working in the office along with the number of days each week: 12 Staff are in the office 2x a week 15 Staff are in the office 3x a week Page 248 of 319Page 79 of 184 CS 22-18 Page 2 of 5 6 Staff are in the office 4x a week After further review, generally staff has been attending meetings and other events/tasks with no issues or concerns on availability to attend in-person meetings. As a result, staff are not recommending any changes to the Hybrid Work Model policy at this time. Staff will continue to monitor the program and adjust to corporate needs. In addition to the notice of motion passed by Council, a member of Council has asked that we also address the following questions:  Will there be sufficient staff working in town facilities to ensure that staff feel safe and supported in the workplace, and for the public to feel welcome and well served? Answer: Yes, under the Health and Safety legislation, the Town has always had obligations as it relates to ensuring Supervisory coverage and we continue to comply with the legislation even with the Hybrid Work model.  Will staff be committed to attending regular public meetings of council and committees? Answer: staff have been attending all regular meetings of council and committees with the only exception being if a staff member has COVID symptoms then they will connect electronically. If a staff member is on vacation or if they too ill to participate then they will not be attending the meeting which is what occurred even before COVID.  Will the Hybrid Work Policy provide enough opportunities for staff to create connections with other staff, and with people in the community and for people in the community to connect with staff? Answer: The Hybrid Work Policy provides for staff to be in the office during a certain amount of days of the week which will assist in creating these connections with staff and people in the community. Even during COVID, connections were made with telephone and zoom meeting opportunities.  What are the most significant positives / negatives about hybrid work from home for employees / the town? Answer: Hybrid work helps to maintain optimal productivity while also allowing staff to maintain work, life, balance. Most staff working the hybrid work model will work more hours than scheduled. The Corporation has also seen a reduction in sick time overall. One of the negatives is that not all staff members can participate in this model but staff is looking into opportunities as already mentioned to Council like a four-day work week, flexing opportunities, etc)  what are the most significant positives / negatives about working in place at town facilities for staff / the town? Answer: a significant positive is synergy created between staff members working on on-going projects while a negative is decreased productivity and the lack of work, life balance flexibility which can cause a decrease in morale and eventually staff leaving for better opportunities) Staff would like to reiterate the importance of flexible working arrangements and the positive impact that it has on the recruitment and retention of employees. In both the public and private sectors, we are seeing more job opportunities then candidates to fill Page 249 of 319Page 80 of 184 CS 22-18 Page 3 of 5 these roles so anything we can do to help attract employees is essential. It should be noted that in comparison with other like municipalities, our wage grid is not competitive (and needs to be reviewed) and also the fact that our employees work a 40-hour work week with a 30 minute lunch break when others work 35 hours or 37.5 hours per week with an hour lunch already puts us at a disadvantage so the hybrid work option is an important element in our recruitment and retention processes. We are already seeing challenges in recruitment and SLT believes that the removal of the hybrid option could see staff leave for other/better opportunities in the sector. During the last two years of COVID, we have seen the work from home model work well from both a Corporate and personal perspective. For those who are involved in the work from home model, it has a morale booster. It is worth noting that several municipalities offer hybrid work/flexible arrangements. Municipalities in close proximity include, but are not limited to:  Brantford – “Remote First” work from home approach – determined by position  Norfolk County – work from anywhere policy in place  Kingsville – allow work from home 1 to 2 days per week  Central Elgin – provides for alternative work arrangements and work from home even before COVID to allow for maximum flexibility with scheduling and work location  Brant County – hybrid model continues and they are working out the details with the management team.  Wilmot – Hybrid with anchor days based on operational needs  Oxford - full flexible work arrangements – compressed work week, job sharing, reduced hours and hybrid  Bruce – full flexible work arrangements  East Zorra – Tavistock – flexible work arrangements – WFH 2 days a week  Zorra – 4 day work week  Orangeville – 50% hybrid  Elgin – not working remotely since end of March due to a cyber-issue. They are looking at going remote again.  Cambridge – Hybrid up to 3 days per week  St Mary’s - they do not have a hybrid model but offer flexible work arrangements – flex hours, banked time, work from home for specific reasons.  Middlesex Centre – hybrid work model based on role  Woolwich – hybrid with 3 anchor days in office  Thames Centre – one day a week from home as an option in addition to a flex time program  Strathroy-Caradoc – work from home policy Page 250 of 319Page 81 of 184 CS 22-18 Page 4 of 5  Chatham Kent – remote work policy based on position  City of London – remote work  Waterloo – allows remote work with anchor days in the office  County of Huron – hybrid work model CONSULTATION SLT/Management Team FINANCIAL IMPACT/FUNDING SOURCE N/A 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. Strategic Direction: Enhance employee engagement and training as the foundation for exceptional customer service. ATTACHMENTS Appendix A – Hybrid Work Model Policy Page 251 of 319Page 82 of 184 CS 22-18 Page 5 of 5 Page 252 of 319Page 83 of 184 6-010 Page 1 of 4 CATEGORY Policy 6-010: Hybrid Work Model Policy Approval Date: March 14, 2022 Approval Authority: Council, Resolution #2022-086 Effective Date: Upon Council Approval Next Scheduled Review Year: 2023 Department: Corporate Services Last reviewed: Revision Date/s: Schedules: POLICY STATEMENT The Town of Tillsonburg supports flexibility with certain positions so that team members can work from home. This policy outlines the process for participation and expectations for employees working from home under a hybrid work model. SCOPE This policy applies to the following employees: Non-union, full time employees. Employees within the scope of this policy are eligible to apply for participation if they have demonstrated a satisfactory level of job experience and consistently met or exceeded expectations for job performance. Page 253 of 319Page 84 of 184 6-010 Page 2 of 4 DEFINITIONS Hybrid Work Model: means that the employee must work at a minimum two (2) days per week in the Town of Tillsonburg office as designated. IMPLEMENTATION PROCEDURE This policy does not alter or replace the terms of an existing employment contract. Employees must comply with all Town of Tillsonburg policies, procedures, and instructions that would apply if the employee were working at their regular worksite. Work hours, compensation, absence reporting and leave scheduling will continue to conform to applicable policies and agreements. Requests to work overtime or use leave time must be approved by the employee’s supervisor in the same manner. Home/hybrid work arrangements are not substitutions for, or part of, the accommodation for employees with disabilities. In cases where an employee requests this work arrangement for medical reasons or to accommodate a disability, the Town has a duty to accommodate (to the point of undue hardship). There is a separate process in place to arrange accommodation related to illness or disability facilitated through the Human Resources department. Approval Process: Hybrid Work Model Arrangement is not an entitlement and will only be considered: i. where working off-site will not negatively impact client/ customer/ citizen service and the ability of the employee’s co-workers to perform their duties, and is operationally feasible; ii. when the employee’s work can reasonably be done off-site; iii. where the employee has demonstrated that they are self-motivated, self-disciplined, can work independently, are able to manage distractions and have the ability to meet deadlines; iv. when the overall quality and productivity of work is maintained at acceptable level, as determined by the immediate supervisor. Where all above conditions are met, approval for participation in the Hybrid Work Model is subject to the approval of the employee’s immediate supervisor. The approval of participation in the hybrid work model is subject to operational and work- related requirements, and may be modified or cancelled as necessary at any time, at the supervisor’s discretion, with reasonable notice provided to the employee. Availability: When working at home employees must ensure availability to work and continuity of communication during the core business hours (8 am to 4:30 pm). The employee is responsible for maintaining effective and timely communication and workflow management with clients, co-workers and their supervisors, including monitoring of voice mail and email as applicable. Employees must make appropriate dependent care arrangements and must Page 254 of 319Page 85 of 184 6-010 Page 3 of 4 manage their personal responsibilities in a way that allows them to successfully meet their job responsibilities. While participating in the hybrid work arrangement model, the employee’s designated remote workspace must be located within a reasonable commuting distance from the Town of Tillsonburg. Health and Safety: Town of Tillsonburg is committed to ensuring that the alternate worksite is safe and hazard free. Employees participating in the Hybrid Work Model Arrangement are required to complete a Home Office Safety assessment and the workspace must meet all the criteria detailed in the assessment. Employees will remain fit for duty during working hours. Employees cannot meet with work clients or coworkers at their home, or provide their home phone number or address for contact to conduct work business. Employees must immediately report all work-related accidents or injuries to their supervisor and in in the case of a workplace injury/illness, a member of Human Resources is permitted to attend their residence to perform an inspection. Additionally, the employee may be required to grant access to their residence from such authorities as the Ministry of Labour or the Workplace Safety Insurance Board (WSIB). Incidents of workplace violence and harassment must be reported by the employee to the supervisor as soon as possible. Confidentiality Employees are responsible for protecting the confidentiality of any privileged and/or confidential Town information/documents while it is being transported to and from their home and while it is in their home. Employees are expected to follow the provisions identified in the Records Management Policy and Procedure. Responsibilities: The employee shall: a) review and understand the Hybrid Work Model Policy; b) review and understand all other applicable policies (HR, Health and Safety and IT Policies) related to remote work; c) discuss and seek the approval of their immediate supervisor for participation in a hybrid work model arrangement; d) upon approval, review, agree, and sign the Hybrid Work Model Agreement; e) review the working from Home Office Safety Information Sheet; f) complete and sign the Home Office Safety Assessment; and g) Use their own work related equipment and be responsible for the maintenance and repair of that equipment including home maintenance, insurance, adequate internet, telephone connection, and utilities. Page 255 of 319Page 86 of 184 6-010 Page 4 of 4 The immediate supervisor shall: a) review, discuss, assess and authorize requests for hybrid work model arrangement where appropriate; b) ensure that an appropriate trial period is completed for ongoing Hybrid Work Model Arrangements and ensure that such agreements do not negatively impact on required business continuity or service levels; c) review and sign the Hybrid Work Model Agreement with your employee and forward the completed document to Human Resources; and d) confirm the details, changes or discontinuation of all ongoing Hybrid Work Model Arrangements with the employee in writing through the completion of a new Hybrid Work Model Agreement or written notice to discontinue the arrangement. Page 256 of 319Page 87 of 184 Human Resources Policy Manual ______________________________________________________________________ Subject: Compressed Workweek (Temporary) – Trial Policy #: 11.0 Date Approved: August 9, 2021 (Effective September 13, 2021) Scheduled Review: July 2022 Date Revised: N/A Applies To: FT (Administration Staff on 35 Hour Workweek) Policy Statement and Purpose The Town of Aylmer is committed to being responsive to the needs of all its residents and employees. It is recognized that work-life balance is an important component of an efficient and productive workplace. Further, it is recognized that workplace modernization through the implementation of a compressed workweek is a mutually beneficial arrangement between employees and employer. The Town of Aylmer will continue to pursue innovative and dynamic employment practices to: • Enhance organizational levels of service and productivity with minimal or no cost to the Corporation; and, • Create flexible conditions that help employees integrate their work and personal lives more effectively and better manage variables such as commuting, caregiving, continuing education or community service. The purpose of Human Resources (HR) Policy #11.0 is to establish broad guidelines for the implementation, application, and interpretation of a Compressed Workweek on a trial basis until July 2022. Definitions “Compressed Workweek” For the purpose of HR Policy #11.0, a Compressed Workweek is a flexible work arrangement whereby an employee works longer hours in exchange for a reduction in the number of working days in the working cycle. For example, an employee may work a standard 70-hour biweekly work period in eight days (instead of the usual ten days). Page 88 of 184 Human Resources Policy Manual Scope HR Policy #11.0 applies to Full-Time Town Hall and Operations Administration staff that work a standard 35-hour workweek. Expansion or interpretation of the scope of HR Policy #11.0 shall be at the discretion of the Chief Administrative Officer in consultation with the Human Resources Manager and other applicable management staff. Interpretation and Conflict Resolution While HR Policy #11.0 is intended to establish broad guidelines for the implementation and application of a compressed workweek, it is anticipated that there will be, from time to time, aspects of the policy that are subject to interpretation and may require conflict resolution. In circumstances where policy interpretation and/or conflict resolution is required, employees will work with their direct supervisor as the first point of contact to work towards a resolution. The Human Resources Manager will provide support where applicable and/or necessary. If there is a circumstance where an employee and their supervisor are unable to resolve a matter regarding interpretation or conflict resolution relating to HR Policy #11.0, the Chief Administrative Officer shall use their discretion to resolve such conflict in consultation with the Human Resources Manager. Current Arrangement Administration staff work from 8:30 a.m. to 4:30 p.m. from Monday to Friday, in accordance with HR Policy #2.1. This includes an unpaid one-hour lunch break. With 7.0 hours of work per day, staff work for a total of 35 hours per week. Compressed Workweek (CWW) Arrangement To facilitate a compressed workweek, an employee works longer hours in exchange for a reduction in number of working days in the working cycle. Page 89 of 184 Human Resources Policy Manual In the compressed workweek arrangement, Administration staff will work from 8:00 a.m. to 5:00 p.m. from either Monday to Thursday or Tuesday to Friday. Town Hall office hours will be amended accordingly, equating to an additional five hours of service delivery per week. The current unpaid one-hour lunch break will be reduced to 30 minutes per day, with there being no additional breakages throughout the working day. To account for previous unofficial breaks and discrepancies outside of the standard 8.75-hour workday, an additional 15 minutes will be added to each staff working day. The differences between the standard workweek and the compressed workweek are outlined in Table 1: Table 1 Standard Workweek Compressed Workweek Regular Business Hours Monday to Friday 8:30 a.m. to 4:30 p.m. Monday to Friday 8:00 a.m. to 5:00 p.m. Lunch Break 1 hour (unpaid) 30 minutes (unpaid) Other Break Allowance As required (e.g. smoking break) at the discretion of supervisor and in consultation with HR Manager Inapplicable 15 minutes added to each day Hours Worked Per Workday 7 hours 8.75 hours Hours Worked Per Week Total 35 hours 35 hours Vacation/ Lieu Time Allocation Currently, Section #7.1 of the HR Policy Manual provides for interpretation and use of vacation time for Full Time staff. In accordance with #7.1 (d) and (e): d) The Human Resources Manager will track vacation time allowances and time used. The Supervisor or Chief Administrative Officer is required to approve vacation requests before time is taken. e) Each department is responsible to ensure staffing requirements are sufficient to meet the demands of the department at all times. Currently, vacation time and lieu days for Town staff are allocated and conceptualized on a “per day” basis. Basis for this allocation is off the assumption that a vacation day would constitute 7.0 hours. Page 90 of 184 Human Resources Policy Manual Within a compressed workweek arrangement, a vacation/ lieu day constitutes 8.75 hours. Existing vacation/ lieu allocations for staff within the scope of HR Policy #11.0 shall be converted to total hours (rather than days) and communicated to staff accordingly. The differences between vacation/ lieu allocation and interpretation within the standard workweek and the compressed workweek are outlined in Table 2: Table 2 EXAMPLE Standard Workweek Compressed Workweek Total Vacation Hour Allocation 70 Hours 70 Hours Total Vacation Day Allocation 10 Days 8 Days One Vacation Day (In Hours) 7 Hours 8.75 Hours Supervisors may, at their discretion, and in consultation with the Human Resources Manager, ask that staff temporarily revert to a standard five-day workweek. See “Statutory Holidays” and “Maintenance of Business Continuity and Coverage” for more information. Paid Sick Leave Currently, Section #2.2 of the HR Policy Manual provides for interpretation and application of paid sick leave for Full Time staff. For the purpose of this HR Policy #11.0, definitions with respect to “PAID SICK LEAVE” as provided for in Section #2.2 of the HR Policy Manual shall remain in effect. More specifically, “Working Days” in the context of Uncertified or Certified Absence shall be interpreted as 8.75-hour workdays as it relates to HR Policy #11.0. It is the expectation of the Town that employees leverage flexibility of the compressed workweek to avoid certified or similar personal absences where possible and reasonable. For example, a supervisor may recommend that an employee reasonably attempt to schedule a routine medical/ personal appointment (e.g., annual dental or optometry) on either a Monday or Friday, depending on their work schedule, to avoid a certified personal absence. Page 91 of 184 Human Resources Policy Manual Bereavement Leave Currently, Section #8.4 of the HR Policy Manual provides for interpretation and application of paid bereavement leave for Full Time staff. For the purpose of this HR Policy #11.0, definitions with respect to “BEREAVEMENT LEAVE” as provided for in Section #8.4 of the HR Policy Manual shall remain in effect. More specifically, “paid days of leave” in the context of Policy #8.4 shall be interpreted as 8.75-hour workdays as it relates to HR Policy #11.0. It is the expectation of the Town that employees leverage flexibility of the compressed workweek to avoid bereavement related absences where possible. For example, if an employee intends to attend the funeral of a second-degree relative or is asked to be a pallbearer at a proceeding that takes place on their scheduled day off as a result of the compressed workweek model (Monday or Friday), they would not be granted ½ day of credit in accordance with Section #8.4. Statutory Holidays Currently, Section #6.1 of the HR Policy Manual provides for interpretation and application of statutory holidays for Full Time staff. For the purpose of this HR Policy #11.0, week segments that are impacted by a statutory holiday outlined in Section #6.1 will revert to a standard five-day workweek. For example, on September 6, 2021 (Labour Day), staff would be compensated for 7.0 hours rather than 8.75 hours. Similarly, if a staff member opted to utilize vacation or lieu time during a week that contains a statutory holiday, 7.0 hours of allocated vacation or lieu time would be utilized per day. To ensure satisfactory coverage and avoid confusion among staff members with respect to facilitating statutory holiday allocations within the compressed workweek model, the Human Resources Manager, in consultation with the Treasurer, shall circulate an annual schedule to staff that outline workweek segments that revert to a standard five-day workweek. Maintenance of Business Continuity and Coverage With the key goal of enhancing levels of service and productivity at minimal or no cost to the organization, it is recognized that potential scheduling challenges brought on by the application of a compressed workweek must have no negative impact on customer service functions and/ or business continuity. Page 92 of 184 Human Resources Policy Manual To ensure seamless and consistent customer service delivery for all municipal stakeholders, a two-team approach will be utilized with the goal of creating inter and intradepartmental redundancies and contingency planning measures. By pairing employees with overlapping or complimentary knowledge, skillsets, and responsibilities, it can be ensured that no impact on productivity or business continuity is realized when staff are out of office. Constructive by-products of this approach include the opportunity to create intraorganizational redundancy, internal talent development and increase of inter and intradepartmental cohesion. Supervisors may, at their discretion, and in consultation with the Human Resources Manager, ask that staff revert to a standard five-day workweek for the purpose of vacation coverage. With the workforce split into two teams, “Team A” would work from Monday to Thursday from 8:00 a.m. to 5:00 p.m. whereas “Team B” would work from Tuesday to Friday from 8:00 a.m. to 5:00 p.m. While it is anticipated Team Arrangements will be periodically adjusted at the joint discretion of the supervisor, Chief Administrative Officer and Human Resources Manager, a proposed structure for implementation is outlined in Table 3. Table 3 Team A Team B Chief Administrative Officer Manager of Human Resources Treasurer Deputy Treasurer Director of Operations Public Works Coordinator Director of Corporate/ Legislative Services Deputy Clerk/ Communications Coordinator Financial Analyst Corporate Services Admin Assistant/ Special Projects Manager / Administrative Support Manager of Planning and Development Chief Building Official/ Facilities Manager Director of Emergency Services/ Fire Chief/ CEMC Fire Services Coordinator Page 93 of 184 Staff Recommendation Report Report Highlights • On April 6, 2022, Council passed resolution C138-2022, which approved a Flexible Work Arrangement Policy for the Township. In addition, Council authorized staff to implement a five-month pilot project for a compressed work week (four-day work week) for Township employees and extend the municipal office hours of operation to 8:30am - 5:30pm. • In August of this year, staff prepared and distributed three surveys to the following stakeholders: residents, members of Council and Township employees, to obtain input/feedback on the pilot project. • The results of these surveys are provided for in this report; overall, the results are positive. • Based on the feedback provided and due to the success of this pilot project, staff are seeking Council’s authorization to provide a compressed work schedule (four-day work week) option to Township employees and extend municipal office hours of operation from 8:00am to 5:00pm on a permanent basis, commencing September 26, 2022. Recommendation That the report from the Chief Administrative Officer regarding Flexible Work Arrangements/Compressed Work Week Update, dated September 21, 2022, be received; and, That Council authorize staff be provided the option of working a compressed work schedule (four-day work week) and extending municipal office hours of operation (8:00am to 5:00pm) on a permanent basis, commencing September 26, 2022. Background At its regular meeting on April 6, 2022, Springwater Council passed the following resolution: To: Mayor and Council From: Jeff Schmidt, Chief Administrative Officer Date: September 21, 2022 Subject: Flexible Work Arrangements/Compressed Work Week Update Page 94 of 184 Page 2 of 8 C138-2022 Moved by: Chapman Seconded by: Coughlin That the report from the Chief Administrative Officer regarding Flexible Work Arrangements/Compressed Work Week, dated April 6, 2022, be received; and That Council approve the Flexible Work Arrangement Policy, attached as Appendix A to this report; and, Further That a compressed work week and extended municipal office hours of operation be implemented in April 2022 for a five-month period with a report back to Council to follow. Carried Pilot Project: On April 25, 2022, Township employees commenced the five-month pilot project, whereby all employees were provided the option to work a compressed work schedule (four-day work week) and the hours of operation at the Township Administration Centre were extended by one additional hour each day, Monday to Friday, from 8:30am to 5:30pm. Overall, 71% of staff chose to participate in a compressed work week (four-day work week) or a compressed work schedule (i.e., work nine days and receive the 10th day off). Of note, over 86% of the Township’s Administration/Inside staff (employees who typically work out of the Administration Centre) chose to participate in this project and over 43% of the Township’s Operations/Outside staff (employees who typically work out of one of the Township’s Work Yards or the Elmvale Arena) chose to participate. Township employees at the Administration Centre were divided into two teams whereby one team worked Monday to Thursday from 8:30am to 5:30pm and the other team worked Tuesday to Friday from 8:30am to 5:30pm with a ½ hour unpaid lunch break and a 15-minute break in the morning. The work week for all Administration/Inside staff consisted of 35 hours; whereby each workday consisted of 8.75 hours. For those staff that chose not to participate in the pilot project they continued to work five days a week, 7 hours per day. In addition, Administration/Inside staff were provided the opportunity to continue to work remotely, subject to operational requirements. With respect to our Operations/Outside staff, they were permitted, but not mandated, to participate in this compressed work week schedule (4-day work week), subject to operational requirements. In order to ensure that our residents were being provided at the least the same level of service or better during the pilot project, all public facing departments (i.e., Finance, Page 95 of 184 Page 3 of 8 Clerks & By-law, Building, Planning, etc.) were required to ensure that they had staff available during the extended municipal hours of operation, 8:30am – 5:30pm. In addition, the Township enhanced our Customer Service Standards to ensure for consistent delivery of service to our residents. These standards are available on the Township’s website and are also included in Appendix A to this report. During the pilot project, staff ensured that productivity levels, their commitment to fulfilling Council’s strategic priorities, and that levels of service for Springwater residents were not negatively impacted. In June of this year, the CAO provided a presentation, Appendix B, to Council and our residents on the status of Council’s strategic priorities which confirmed that most, if not all, priorities were being addressed. Staff has also provided an update on our 2022 capital projects as of August 31, 2022, see Appendix C, which further confirms that progress is continuing to be made on these projects. Surveys: To further evaluate and measure the success of this pilot project, three surveys were conducted in late August/early September of this year with the following stakeholders: residents, members of Council, and Township staff. Resident Survey Results (Appendix D): Overall, sixty (60) residents completed the survey, which included a fairly good representation of all communities in Springwater: approximately 22% were from Ward 1 – Elmvale, 17% from Ward 2 - Phelpston, Hillsdale, Orr Lake, 28% from Ward 3 – Anten Mills, Minesing, 15% from Ward 4 – Snow Valley, Vespra and 18% from Ward 5 – Midhurst. Of the responses received, approximately 67% indicated that the quality of service they received during the pilot project was either a very positive or somewhat positive experience. Furthermore, an additional 28% indicated that they felt there was no impact (positive or negative) to the quality of service they received during the pilot project. Overall, 95% of Springwater residents have indicated that the quality of service they received during the pilot project was at an acceptable standard. Residents were also asked whether they had any trouble accessing Township services during the pilot project, of which 95% indicated they had no trouble accessing services. For those residents who had experienced difficulties in accessing services, staff are aware that at the beginning of the pilot project the transition was not as smooth as originally anticipated; however, since then staff has ensured that our customer service standards have been upheld and have been given a top priority. Residents were polled to see whether they had any concerns with the Township moving this pilot project to a permanent option of which 88% indicated they had no concern should the Township considered doing so. Furthermore, residents were asked whether Page 96 of 184 Page 4 of 8 it would be beneficial to consider proceeding with new office hours from 8:00am to 5:00pm, in which there were mixed responses; however, overall, this would not negatively impact Springwater residents. In summary, residents who completed the survey are supportive and appear to be in favour of the Township continuing to offer this option to its staff and that extended office hours at the Administration Centre remain in place moving forward. Council Survey Results (Appendix E): Overall, four (4) members of Council completed the survey, in which 75% responded indicating that the pilot project had either a very positive or somewhat positive impact on service delivery for their constituents. Furthermore, the survey results indicate that there have been no negative impacts on any key projects or initiatives in which members of Council were working on. Council members were asked what primary benefit there would be to the municipality should the pilot project be continued on a permanent basis; the results are as follows: • Employee retention • Continued improvement in staff morale • Residents are able to access staff and the balance of work/life will attract and retain staff leading to a strong informed workforce • Staff morale may be better? Furthermore, Council members were asked what primary concern they might have should this pilot project be considered to continue on a permanent basis, the responses were as follows: • No concerns • Maintaining same or improved productivity • There needs to be an accurate assessment of productivity to make that determination As noted earlier in this report, productivity levels appear to be at least the same, if not higher, during the pilot project. Lastly, Council members were asked whether they would rather the municipality either continue with the expanded service hours and four-day compressed work week or return to the previous five-day work week, three members of Council answered this question and all of them responded with continuing with the expanded service hours and four-day compressed work week. Page 97 of 184 Page 5 of 8 Employee/Staff Survey Results (Appendix F): Overall, sixty-four (64) employees completed the survey, with good representation being provided by each department. Of the total respondents, 84% are currently participating in the pilot project, whereas 16% are not. Staff that chose not to participate in the pilot project indicated the following main reasons for not doing so: • Childcare concerns/family responsibilities • Operational concerns, department demands/priorities • Personal preference to remain working five days a week (too long of a day working, 8.75 hours versus 7 or 10.5 hours versus 8) Of those that are not currently participating, 50% indicated that they would consider participating in the four-day compressed work week should it become a permanent option. For those employees that are currently participating in the pilot project, over 94% indicated that the pilot project either had a very positive or somewhat positive impact on their productivity. Most indicated that the pilot project had a very positive, somewhat positive or no impact on how they worked with other departments or staff in the municipality. Furthermore, most indicated no negative impact on the way they worked with agencies, suppliers, businesses, or stakeholders. Of particular note, all those participating in the pilot project indicated a positive impact on their work/life and morale in the workplace amongst their colleagues. Employees noted that the pilot project has provided them with more flexibility to pursue/handle personal interests/business and/or spend time with family/friends. As well, they indicated that they have saved money on commuting to/from work. Some staff have indicated that the current hours (8:30am to 5:30pm) has provided a bit of a challenge for them as it relates to having their children being able to participate in extracurricular activities. Overall, staff are supportive of the compressed work schedule (four-day work week) and are very interested in continuing with the expanded service hours and four-day compressed work week option on a permanent basis. Expanded Service Hours: As previously noted in this report, some staff have expressed a concern with the current expanded service hours (8:30am to 5:30pm) and have expressed a desire to consider changing these hours to 8:00am to 5:00pm. This would necessitate easier drop off and pick up for daycare, as well as ensuring children are able to participate in extracurricular activities in the evening. Residents would still be provided with an additional hour of service at the Township Administration Centre. Page 98 of 184 Page 6 of 8 Since commencing the pilot project, staff has been monitoring the level of foot traffic in the Township Administration Centre between 4:30pm to 5:00pm, as well as 5:00pm to 5:30pm. The results in Appendix G, show: • Between April 25, 2022, and September 2, 2022, 35 residents have come to the Township Administration Centre between 4:30pm to 5:00pm • Between April 25, 2022, and September 2, 2022, 20 residents have come to the Township Administration Centre between 5:00pm to 5:30pm. • There are many instances/dates when no residents have come to the Township Administration Centre between 4:30pm to 5:30pm • Of the number of instances available to be utilized between 4:30pm to 5:00pm, 38% have been used • Of the number of instances available to be utilized between 5:00pm to 5:30pm, 22% have been used Based on the results, staff do not feel that residents would be significantly impacted in a negative fashion should Council consider changing the extended municipal hours of operation from 8:00am to 5:00pm instead of 8:30am to 5:30pm. Moving Forward: By continuing to provide for expanded service hours and the option of a compressed work schedule/four-day work week on a permanent basis, the municipality will likely endure the following benefits: • Enhanced staff retention and attraction; • Enhanced employee satisfaction, improved employee morale, improved productivity, and enhanced work/life balance; • Enhanced service hours to the public, Township Administration Centre open 45 hours per week (8:00am to 5:00pm), versus the previous 40 hours (8:30am to 4:30pm); • Reduction in carbon emissions as staff would be commuting less each week. In the April 6 staff report, there were a few challenges that were noted in which the Township may experience as a result of moving to a compressed work week (four-day work week) schedule; they were: • Potential disruption to current service levels due to a staff member being “off” one day each week; • Potential logistical and coverage related challenges during periods of vacation, sick and/or compassionate leave; and • Potential criticism from the public Page 99 of 184 Page 7 of 8 Based on the results of the pilot project to date, most, if not all these challenges have been addressed and/or resolved. Other pilot projects/municipalities: The concept of a compressed work schedule (four-day work week) is not new. Staff is aware that municipalities in Nova Scotia and Ontario have recently moved to permanent four-day work weeks, such as the Municipality of Guysborough, Zorra Township, and Blandford Blenheim. In addition, South-West Oxford and French River are currently piloting their programs. The U.K. recently implemented the world’s largest four-day work week program, which allowed thousands of workers to start the program with no cut to their pay. The six- month pilot program commits 3,300 workers from across seventy companies to work 80% of their usual week in exchange for promising to maintain 100% of their productivity. Preliminary results have stated that people feel happier, healthier, and are doing better in their jobs. This pilot program is scheduled to run until later this year. Between 2015 and 2019, Iceland conducted a pilot four-day work week whereby 2,500 of its public sector workers were provided the opportunity to participate. It was concluded that the trials of a four-day work week were an “overwhelming success.” Productivity levels remained the same or improved in most cases. Conclusion Based on the results of the pilot project to date and further reinforced by the survey responses from Township residents, members of Council and employees, staff is recommending: That Council authorize staff be provided the option of working a compressed work schedule (four-day work week) and extending municipal office hours of operation (8:00am to 5:00pm) on a permanent basis, commencing September 26, 2022. Financial Implications Should Council authorize staff to continue with the extended municipal office hours of operation and provide for the option of working a compressed work schedule (four-day work week) on a permanent basis, staff is not anticipating any negative financial impacts to the Township. Pillars of Commitment The above initiative supports the following Strategic Pillars of Commitment: • Community Development • Smart Growth Management Page 100 of 184 Page 8 of 8 • Infrastructure, Financial Management & Service Delivery Approvals Submitted by: Jeff Schmidt, CPA, CGA, BAS, Chief Administrative Officer Financial Implications Reviewed by: Jas Rattigan, CPA, CGA, Director of Finance Approved by: Jeff Schmidt, CPA, CGA, BAS, Chief Administrative Officer Version Code: C04 9/14/2022 7:40 PM 2751015 SHARED\C - Council, Boards, By-Laws and Resolutions\C04 Reports to Council\CAO/Administration\2022 Attachments Appendix A – Customer Service Standards Appendix B – Progress Update on Council’s Strategic Priorities Appendix C – Capital Status Report as of August 31, 2022 Appendix D – Resident Survey results Appendix E – Council Members Survey results Appendix F - Staff Survey results Appendix G – Township Administration Centre – Foot Traffic Tracking Background or Relevant Reports on Subject April 6, 2022 - Flexible Work Arrangements/Compressed Work Week Page 101 of 184 Page 1 of 4 Subject: Community Strategic Plan Updates Report Number: CAO 23-04 Department: Office of the CAO Submitted by: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT the report titled CAO 23-04 Community Strategic Plan Updates be received as information; AND THAT Council adopts the proposed amendments to the Community Strategic Plan. BACKGROUND The current Community Strategic Plan was approved on June 28, 2021 by Tillsonburg Town Council. The Community Strategic Plan was developed using extensive internal and external communication from various commenting bodies including members of the public, community organizations and agencies, Town staff and members of Council. Given that Council has a new composition as a result of the 2022 municipal election and almost two years have passed since the Plan’s adoption, staff thought it was an excellent time to review the Plan and make any applicable and desired updates and amendments. As a result, Tillsonburg Town Council along with the entire Senior Leadership Team met for a priority setting meeting on April 6th. The meeting was progressive and productive. DISCUSSION The Community Strategic Plan is divided up into five key pillars which include: Lifestyle and Amenities; Customer Service, Communication and Engagement; Business Attraction, Retention and Expansion; Community Growth and Connectivity; and Transportation. Each section was reviewed and discussed in detail, and a variety of resolutions and staff direction was provided. These include: Page 102 of 184 CAO 23-04 Page 2 of 4 Lifestyle and Amenities Nurse Practitioner and Medical Office facilitation THAT staff be directed to assist facilitating in recruitment of a Nurse Practitioner and facilitating the walk-in clinic/medical office at the BMI group location as a 2023 priority project. Green Space Priorities within Development THAT, when considering development activities, staff be directed to prioritize green space over cash-in-lieu options. It was discussed by consensus that the homelessness item has been addressed to date in 2023. The trail system upgrades was listed as a short-term project, however, this will be amended to be reflected as an ongoing project over the ten-year term. Long-term care advocacy can be marked as completed in 2023 as the new People Care facility will be launching in Tillsonburg in the near future. Other discussion included that Tillsonburg Hydro Inc. is currently in the process of updating their Master Services Agreement and Memorandum of Understanding with the Town. The Police Services Board is undergoing a review of police services at an upcoming Board meeting. A new priority was identified to include a project to commence work on the Town participating in a Filming Location registry and recruiting filming options in Tillsonburg as another revenue generation source. A timeline was not established, however, staff propose that this project commence in 2023. Customer Service, Communication and Engagement Consolidated Town Hall - CSC focus THAT staff be directed to focus planning efforts on the consolidated new town hall as an expansion to the Customer Service Centre, 10 Lisgar Ave, and report to council on plans, timelines, impacts and other synergies for the CSC location. It was decided by consensus that item listed as financial and environmental sustainability plan be separated out to be two separate items. The environmental sustainability is to be slated as a 2026, 2027 and 2028 project. Council asked that staff consider green initiatives when planning for the new town hall. Page 103 of 184 CAO 23-04 Page 3 of 4 Business Attraction, Retention and Expansion By consensus, Council adjusted the BIA COVID-19 recovery item to be completed effective immediately. Community Growth There was a consensus decision made to consider the growth of emergency services in line with the growth of the municipality. There was no timeline proposed for this, however, staff are recommending that this be an ongoing item with commencement in 2023. The energy capacity issues is to be slated as a medium term priority with commencement in 2023. The attainable housing plan, by way of consensus, was noted as achieved by initiatives and can be removed from the Plan. Land Analysis THAT staff be directed to complete an analysis of the land available within the Town including an inventory of various types of land and the connections of said land to the Town's Official Plans and other land use policies. Connectivity and Transportation Electric Vehicle Infrastructure Study There was a general discussion regarding electric vehicle plans. By consensus, Council removed 2025 from the timeline of the short term priority project. CONSULTATION Senior Leadership Team Tillsonburg Town Council Executive Assistant FINANCIAL IMPACT/FUNDING SOURCE There is no immediate financial impact by adopting these amendments. An additional, unbudgeted, future costs arising from projects moving forward based on this direction would be brought to Council for consideration and approval prior to proceeding. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? Page 104 of 184 CAO 23-04 Page 4 of 4 ☒ 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 – All Strategic Direction – All Priority Project – All ATTACHMENTS Appendix A – Amended Community Strategic Plan Appendix B – Amended Goal Charts Page 105 of 184 Community Strategic Plan 2021 – 2030 Page 106 of 184 This is a Community Strategic Plan and hearing from local residents, businesses, and community groups was essential to develop the priorities identified in this document. Even during challenging times associated with the global pandemic the focus remained on ensuring every opportunity was available for effective and efficient public engagement. I am pleased to report that more than 400 individuals from throughout our community contributed their ideas. Whether you completed our community survey, prepared submissions from your organization, or participated in a focus group, please be assured that every contribution was carefully considered and helped to formulate the eventual roadmap that will guide our community over the next ten years. As we listened to our community, key themes emerged such as ensuring affordable and attainable housing options, enhancing our trails and community amenities, attracting and retaining strong employment opportunities, fostering community partnerships, and maintaining our family-oriented small-town appeal. These needs are addressed within our Community Strategic Plan with tangible priority projects and timelines. Municipal accountability and regular community updates will remain key to delivering on the framework of this living document. The Mission, Vision and Values identified in this comprehensive plan reflect who we are as a community, where we have come from, and importantly focuses on where we are going to enhance and protect the legacy of our unique community. I would like to take this opportunity to thank our Town employees for contributing their ideas during this process. Our team at the Town is proud to serve the people of Tillsonburg and demonstrate their commitment to the community on a daily basis. We are grateful for the contributions and guidance of our community as we continue to strive for local government excellence. I hope you will take the time to review the objectives we’ve presented in this document and the aspirational goals as contributed by our community partners and hold us accountable for results. This Community Strategic Plan, as reinforced by the population of the Town of Tillsonburg, is designed to guide the municipality over the next several years, while remaining flexible to ensure opportunities remain available to succeed and prosper within the overall scope of our shared collective Vision. We look forward to continuing to work with you to build a Tillsonburg that is connected, enriched and inspired. Sincerely, Stephen Molnar, Mayor of Tillsonburg Message from the Mayor On behalf of Municipal Council and the Town of Tillsonburg, I am pleased to present our new Community Strategic Plan. COMMUNITY STRATEGIC PLAN · 2 Page 107 of 184 Mayor Stephen Molnar 519–688–3009 ext. 4050 smolnar@tillsonburg.ca Councillor Pete Luciani 519–688–3009 ext. 4054 pluciani@tillsonburg.ca Councillor Penny Esseltine 519–688–3009 ext. 4052 pesseltine@tillsonburg.ca Councillor Chris Roseheart 519–688–3009 ext. 4056 croseheart@tillsonburg.ca Deputy Mayor Dave Beres 519–688–3009 ext. 4051 dberes@tillsonburg.ca Councillor Christopher Parker 519–688–3009 ext. 4055 cparker@tillsonburg.ca Councillor Deb Gilvesy 519–688–3009 ext. 4053 dgilvesy@tillsonburg.ca Town Council Get to know your 2018–2022 Tillsonburg Town Council COMMUNITY STRATEGIC PLAN · 3 Page 108 of 184 What is a Strategic Plan? The Town of Tillsonburg Community Strategic Plan provides a roadmap for municipal projects, priorities and initiatives by working with residents, businesses, community partners and employees to answer the following five questions: Vision Statement Mission Statement Corporate Values Goals, Strategic Directions, Priority Projects Performance Measurement Framework 12345 What are we working toward as a community? What is the Town of Tillsonburg’s role? Which values are most important in serving Tillsonburg? Where should we focus our energy and attention? How will we know the plan is successful? COMMUNITY STRATEGIC PLAN · 4 Page 109 of 184 “Our vision for Tillsonburg is to grow a vibrant and engaged community built on partnerships and entrepreneurial spirit. The vision includes diverse housing, employment options, modern amenities and sustainable growth that remains true to our culture and heritage and positions the community as a regional centre.” “The Town of Tillsonburg strives for excellence in local government by providing efficient and effective municipal services, facilitating partnerships, attracting and supporting businesses, promoting local heritage and identity, advancing the community as a regional centre and demonstrating results to the community.” Vision What are we working toward as a community? Mission What is the Town of Tillsonburg’s role? COMMUNITY STRATEGIC PLAN · 5 Page 110 of 184 Serving Our Community We have heard from our community that the following values are most important when interacting with Town representatives and employees. •Integrity – Doing what is right and making decisions in the best interest of the community. •Service – Providing exceptional customer experiences and effective municipal services. •Accountability – Demonstrating value for tax dollars and visible progress on municipal initiatives. •Efficiency – Making each tax dollar go as far as possible. •Transparency – An open government that is forthcoming with information and decisions. •Respect – Valuing the role that each resident, business and organization plays in making Tillsonburg a great community. •Communication – Raising awareness for municipal services, initiatives and decisions and offering opportunities for the community to become involved. •Professionalism – Information and services provided by highly knowledgeable and skilled municipal experts. •Consistency – Clear policies and procedures that are applied with fairness for all residents, businesses and community partners. Working as one team To succeed in serving our community, our team prioritizes the following values when working together. •Respect – Valuing the role that each employee, regardless of title or position, plays in making Tillsonburg a great community. •Teamwork – Breaking down silos and working as one team in service to the community. •Service – Providing exceptional customer experiences and effective municipal services. •Accountability – Demonstrating value for tax dollars and visible progress on municipal initiatives. •Integrity – Doing what is right and making decisions in the best interest of the community. •Professionalism – Investing in the growth of employees to deliver value to Tillsonburg. •Communication – Sharing knowledge across the organization to engage employees and meet the needs of customers and partners. •Transparency – An open government that is forthcoming with information and decisions. •Trust – Relying on colleagues for responsive support to meet customer needs and achieve shared goals. Corporate Values Which values are most important in serving Tillsonburg? Values are the behaviours that govern how individuals in an organization interact with each other and their customers. COMMUNITY STRATEGIC PLAN · 6 Page 111 of 184 Corporate Goals Where should we focus our energy and attention? The following goals guide the implementation of the Town of Tillsonburg’s Community Strategic Plan: Lifestyle and Amenities Customer Service, Communication and Engagement Business Attraction, Retention and Expansion Community Growth Connectivity and Transportation Within the community Tillsonburg will strive to offer all residents the amenities, services and attractions they require to enjoy balanced lifestyles. The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. 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. The Town of Tillsonburg will accommodate and support sustainable growth. Tillsonburg will strive to improve connectivity for residents and businesses through traditional and digital infrastructure. The actions and priorities under each of these goals are described on the following pages. 12345 COMMUNITY STRATEGIC PLAN · 7 Page 112 of 184 Goal: Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Directions: •Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options. • Provide an expanded, accessible network of parks and trails. •Update municipal sports facilities consistent with modern standards. •Develop a robust, long-term asset management plan to inform evidence-based decisions regarding the maintenance, rehabilitation and replacement of community facilities. •Facilitate the enhancement and diversification of retail and dining opportunities in the downtown. •Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg. •Maintain and enhance programs and facilities to support an active, engaged senior population. •Maintain and enhance programs and facilities to support an active, engaged youth population. •Target new programs, services, amenities and attractions that will be a magnet for young families. •Expand community partnerships in the delivery of programs and amenities. •Preserve and naturalize Lake Lisgar and its surroundings as a community attraction. •Community Centre rehabilitation •Enhanced tree planting •Affordable housing collaboration with Oxford County •Partnership for a new splash pad Immediate Term (1–3 year implementation start) •Trail system upgrades •Long-term care advocacy •Secure a new walk-in clinic •Property standards review & enforcement plan •Create additional community events Short Term (3–5 year implementation start) •Feasibility study for increased/enhanced cultural amenities Medium Term (5–10 year implementation start) Lifestyle and Amenities Priority Projects 1 •Physician recruitment program •New playgrounds construction Ongoing Projects COMMUNITY STRATEGIC PLAN · 8 •THI- MSA & MOU* Filming Location Registry* •Assessing Police Services* * added in updated version Page 113 of 184 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. Strategic Directions: •Continue to develop digital service delivery while maintaining counter and telephone channels. •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. •Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. •Enhance employee engagement and training as the foundation for exceptional customer service. •Explore opportunities for service efficiencies in partnership with adjacent municipalities. •Advocate for community needs with other levels of government. •Position Tillsonburg as a leader in the municipal sector. •Consolidated Town Hall initiative •Navigation improvements on municipal website •Mobile application for reporting and service requests •Employee Engagement Strategy •Volunteer Recognition Program •Youth Engagement Strategy and Youth Advisory Committee •Consolidated customer service counter/Corporate Office Lease Renewal* Immediate Term (1–3 year implementation start) •Continued roll-out of enterprise-wide workflow management •County-wide service delivery study implementation Ongoing Projects •Multi-year budgeting •Financial Sustainability Plan •Municipal service review Short Term (3–5 year implementation start) Customer Service, Communication and Engagement Priority Projects 2 COMMUNITY STRATEGIC PLAN · 9 •Ground Lease* Medium Term (5-10 year implementation start) •Environmental Sustainability Plan * added in updated version Page 114 of 184 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 Directions: •Continue to streamline and expedite the building approval process. •Instill an “open for business” culture across the corporation that prioritizes economic development and business attraction. •Ensure adequate supply of “shovel ready” land for business attraction and expansion. •Develop a “made in Tillsonburg” approach to education, training and development based on the workforce needs of current and prospective employers. •Support local businesses in post-COVID-19 recovery. •Explore the feasibility of an enhanced tourism product offering in Tillsonburg. •Facilitate attainable housing options for local employees. •Boundary expansion initiative •Economic Development Strategy update •Corporate-wide rapid response approach for new business opportunities Immediate Term (1–3 year implementation start) •Build out of new industrial land purchase Short Term (3–5 year implementation start) Business Attraction, Retention and Expansion Priority Projects 3 •Marketing and build out of Van Norman Innovation Park •Continued roll-out and resourcing for Cloud-based permit application system •Continued promotion and facilitation of COVID-19 business support programs •Increase diversity in manufacturing and other key sectors Ongoing Projects COMMUNITY STRATEGIC PLAN · 10 * added in updated version Page 115 of 184 Goal: The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Directions: •Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonburg. •Continue to offer relevant, leading incentives for revitalization and diversification in the downtown and throughout Tillsonburg. •Pursue the acquisition of additional municipal land to accommodate growth. •Plan and develop a long-term financing strategy for new services and infrastructure to support growth. •Work with Oxford County and the development community to proactively plan for a variety of housing options that are affordable and attainable for current and prospective residents. •Boundary expansion initiative •Development Charges Study •*Project Big Swing •Enhanced development standards that benefit the community (including tree planting, affordable housing, walkability, livability, connectivity) •Identify opportunities for infill development Immediate Term (1–3 year implementation start) •Enhanced public engagement in planning policies and placemaking Short Term (3–5 year implementation start) •Downtown Parking Strategy •Resourcing review to service growth Medium Term (5–10 year implementation start) Community Growth Priority Projects •Replenish and grow municipal reserves Ongoing Projects 4 COMMUNITY STRATEGIC PLAN · 11 •*Energy Capacity Issue •Growth of emergency services •Recreation Master Plan Page 116 of 184 Goal: Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Directions: •Develop a multi-modal transportation network with improved connectivity to the 401 and VIA Rail. •Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillsonburg. •Provide alternatives to automobile travel through active transportation and public transit. •Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. •Continue to support and advocate for reliable, affordable and universal access to broadband services. •Airport Master Plan and implementation Immediate Term (1–3 year implementation start) •Transportation Master Plan (includes investigation of truck route and Concession Street extension) •Electric vehicle infrastructure study Short Term (3–5 year implementation start) •Master drainage planning study Medium Term (5–10 year implementation start) Connectivity and Transportation Priority Projects 5 Ongoing Projects •Town participation in regional transit initiative •Asset Management Plan COMMUNITY STRATEGIC PLAN · 12 * added in updated version Page 117 of 184 What gets measured, gets done. In addition to demonstrating progress on the priority projects listed in this document, the Town of Tillsonburg is committed to tracking and reporting the following performance indicators on an annual basis to monitor Tillsonburg’s progress toward community goals. Lifestyle and Amenities •Average percentage of household income spent on housing •Proportion of residents in core housing need •Number of trees planted •Total kilometers of trail network •Total paved kilometers of trail network •Total kilometers of cycling network •Kilometers of trail network per capita •Acres of parkland maintained •Acres of parkland per capita •Average household distance to a municipal park •Average age of play structures •Accessibility – number of compliant play structures •Facilities condition rating •Accessibility – number of compliant facilities •Percentage of downtown storefronts as dining and retail •Number of annual community events •Number of community partnerships •Net new community physicians •Number of recreation program registrations •Waterpark utilization •Number of facility rentals •Prime time facilities utilization rate •Off-peak facilities utilization rate Customer Service •Number of services available online •Number of services available through centralized customer service counter Communication, Engagement •Customer satisfaction rate •Employee engagement rate •Annual local tax increase •Rolling four-year average tax increase •Average time for service resolution •Average number of monthly visits to municipal website •Number of public engagement campaigns Performance Framework How will we know the plan is successful? COMMUNITY STRATEGIC PLAN · 13 Page 118 of 184 Business Attraction, Retention and Expansion •Number of jobs created through new investment •Number of jobs retained •Number of business starts/firm creation growth •Number of net new business starts •Percentage of tax base related to employment •New commercial/industrial assessment •Total acres of employment land •Total acres of employment land available for development •Acres sold/developed in Van Norman Innovation Park •Working age population, 15 to 64 years of age •Employment participation rate •Number of local post-secondary training programs Community Growth •Population growth •Taxable assessment growth •Value of construction activity •Number of building permit applications •Total value of building permits •Downtown vacancy rate •Average fire response times, in minutes •Number of registered heritage properties •Acres of land available for industrial development •Acres of land available for commercial development •Acres of land available for residential development •Number of housing units created as rent geared to income •Number of single-family detached units •Number of semi-detached units •Number of rowhouse units •Number of multi-residential units •Number of secondary units •Rental vacancy rate •Value of funding applications approved through Community Improvement Plan •Average building permit approval time, in days •Number of public input opportunities in planning issues Performance Framework How will we know the plan is successful? COMMUNITY STRATEGIC PLAN · 14 Page 119 of 184 Connectivity and Transportation •Average road condition rating (Pavement Condition Index) •Average bridge condition rating (OSIM) •Number of road lane kilometers maintained •Number of road land kilometers resurfaced or reconstructed •Number of sidewalk kilometers maintained •Number of sidewalk kilometers rehabilitated •Percentage of properties with access to high-speed internet •Number of passenger trips, T:GO in-town •Number of passenger trips, T:GO inter-community •Kilometers of water/wastewater distribution pipes •Kilometers of stormwater collection pipes •Number of stormwater collection ponds •Number of watermain breaks •Number of sewer back-ups •Number of sinkholes •Number of potholes •Aircraft movement •Airport hangar square footage •Total rail volume •Number of companies accessing rail Performance Framework How will we know the plan is successful? COMMUNITY STRATEGIC PLAN · 15 Page 120 of 184 Thank you to the over 400 local residents who participated in the Town of Tillsonburg’s strategic planning process. From improving local amenities such as the Community Centre and trail network, to strengthening community connections, to creating opportunities for youth, every contribution was considered and drove the development of this final Community Strategic Plan. Thank you to local businesses and service clubs who took the time to participate in focus group sessions. Feedback from local leaders was instrumental in determining priorities related to supporting businesses and facilitating community partnerships. Thank you to the many employees who shared their views and ideas. With a steadfast commitment to the people, businesses and organizations in Tillsonburg, employees are important contributors to the community’s success. Thank you to Members of Tillsonburg Town Council for their leadership, guidance and community commitment during the strategic planning process. Together with employees and the community, Council has established a forward-thinking vision for Tillsonburg, a roadmap for moving the community forward, and a commitment to demonstrate results. Acknowledgements COMMUNITY STRATEGIC PLAN · 16 Page 121 of 184 Timeline Priority Project Subproject Y1 (2021) Y2 (2022) Y3 (2023) Y4 (2024) Y5 (2025) Y6 (2026) Y7 (2027) Y8 (2028) Y9 (2029) Y10 (2030) Ongoing Project Physician Recruitment Program x x x x x x x x x x Walk-in Medical Clinic X New playgrounds construction x x x x x x x x x x Immediate Term Community Centre rehabilitation x x x Affordable housing collaboration with Oxford County x x x Work with County to establish solutions for displaced persons (homelessness) X Short Term Trail system upgrades x x x X X X X X Long-term care advocacy x (X)(X) Secure a new walk-in clinic x x x Property standards review & enforcement plan x x x Create additional community events x x x Medium Term Feasability study for increased / enhanced cultural amenities x x x x x x New Prorities (2023)Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Hydro - Master Services Agreement and Memorandum of Understanding X Assessing Police Services X Filming Location Registry X Timeline Completed Projects Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Immediate Term Enhanced tree planting x x xImmediate Term Partnership for a new splash pad x x x To be removed (X) Added/Amended X Indicates Years of Project x Not Started Lifestyle and Amenities Goal: Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions, they require to enjoy balanced lifestyles. Legend Completed In Progress Page 122 of 184 Timeline Priority Project Subproject Y1 (2021)Y2 (2022)Y3 (2023)Y4 (2024)Y5 (2025)Y6 (2026)Y7 (2027)Y8 (2028)Y9 (2029)Y10 (2030) Immediate Term Consolidated Town Hall Initiative x x x Corporate Office Lease Renewal X Mall Ground Lease X Employee Engagement Strategy x x x Market Review Succession Planning Youth Recognition Program x x x Youth Engagement Strategy & Advisory Committee x x x Consolidated customer service counter x x x Short Term Multi-Year Budgeting x x x Continuation of Multi-year budget development & asset management integration & alignment Environmental Sustainability Plan x x x Tangible Capital Asset (TCA) Policy Update Financial Sustainability Plan x x x Municipal Service Review x x x By-Law: Sign By-Law By-Law: Scooter, Bike, Sidewalk Safety Community Risk Assessment & Master Fire Plan Fire Hall New Prorities (2023)Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Enchanced Communications (Council Blast) Engaging partnerships with community organizations to aid in facilitating projects Timeline Completed Projects Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Ongoing Project Continued roll-out of enterprise wide workflow management x x x x x x x x x x Ongoing Project County-wide service delivery study implementation x x x x x x x x x x Immediate Term Navigating improvements on municipal website x x x Immediate Term Mobile application for reporting and service requests x x x Short Term By-law Review: RV's in driveways Added/Amended X To be removed (X) Not Started Legend Indicates Years of Project x Customer Service, Communication and Engagement 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. Completed In Progress Page 123 of 184 Timeline Priority Project Subproject Y1 (2021) Y2 (2022) Y3 (2023) Y4 (2024) Y5 (2025) Y6 (2026) Y7 (2027) Y8 (2028) Y9 (2029) Y10 (2030) Ongoing Project Marketing and built out of Van Norman Innovation Park x x x x x x x x x x Continued support for BIA and town- wide businesses during COVID-19 recovery x x x (X)(X)(X)(X)(X)(X)(X) Increase diversity in manufacturing and other key sectors x x x x x x x x x x Immediate Term Boundary expansion initiative x x x Economic Development Strategy update x x x Corporate-wide rapid response approach for new business opportunities x x x Short Term Build out new industrial land purchase x x x Industrial Park - Phase 2 X Timeline Completed Projects Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Ongoing Project Continued roll-out and resourcing for Cloud-based permit application system x x x Ongoing Project Continued promotion and facilitation of COVID-19 business support programs x x x Added/Amended X To be removed (X) Not Started Indicates Years of Project Legend x Business Attraction, Retention and Expansion 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. Completed In Progress Page 124 of 184 Timeline Priority Project Subproject Y1 (2021) Y2 (2022) Y3 (2023) Y4 (2024) Y5 (2025) Y6 (2026) Y7 (2027) Y8 (2028) Y9 (2029) Y10 (2030) Ongoing Project Replenish and grow municipal reserves x x x x x x x x x x Immediate Term Boundary expansion initiative x x x Project Big Swing Recreation Master Plan (X)(X)x x Attainable Housing Plan (X)(X)(X) Identify Opportunities for infill development x x x List of Town owned land X Short Term Enhanced public engagement in place making x x x Medium Term Downtown Parking Strategy x x x x x x Resourcing review to service growth x x x x x x Energy Capacity Issue X New Prorities (2023)Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Growth of emergency services X X X X Timeline Completed Projects Subproject Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8 Y9 Y10 Ongoing Project Development Charges Study x x x Immediate Term Enhanced development standards that benefit the community x x x Added/Amended X To be removed (X) Indicates Years of Project x Not Started Community Growth Goal: The Town of Tillsonburg will accommodate and support sustainable growth. Legend Completed In Progress Page 125 of 184 Timeline Priority Project Subproject Y1 (2021) Y2 (2022) Y3 (2023) Y4 (2024) Y5 (2025) Y6 (2026) Y7 (2027) Y8 (2028) Y9 (2029) Y10 (2030) Ongoing Project Town participation in regional transit initiative x x x x x x x x x x Asset Management Plan x x x x x x x x x x Immediate Term Airport Master Plan and implementation x x x Airport Land Sales x Marketing of Airport Short Term Transportation Master Plan x x x Electric vehicle infrastructure study x x (X) Medium Term Master drainage planning study x x x x x x Added/Amended X To be removed (X) Indicates Years of Project x Not Started Connectivity and Transportation Goal: Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Legend Completed In Progress Page 126 of 184 Page 1 of 3 Subject: Advisory Committee Appointments Report Number: CS 23-09 Department: Corporate Services Department Submitted by: Amelia Jaggard, Deputy Clerk Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT report CS 23-09 Advisory Committee Appointments be received as information; AND THAT the Parks, Beautification and Cemeteries Advisory Committees’ Terms of Reference be amended to allow for a maximum of 14 members; AND THAT _________ be appointed as the Council representative on the Tillsonburg Youth Advisory Council; AND THAT a by-law to amend By-Law 2023-009, being a by-law to appoint members to Town of Tillsonburg Council advisory committees, be brought forward for Council’s consideration. BACKGROUND At their meeting on January 24, 2023, Council directed staff to advertise for one vacancy on the Affordable and Attainable Housing Advisory Committee. The Town advertised for this vacancy and received nine applications. At the same meeting, Council directed staff to advertise again for the previously named Youth Engagement and Strategy Advisory Committee, as well as to reach out to local schools to encourage applications. At their meeting on February 13, 2023, Council updated the Terms of Reference for the Youth Engagement and Strategy Advisory Committee and changed the committee name to Tillsonburg Youth Advisory Council. The Town advertised for this committee again and received four youth applications (ages 15-19) and eight applications for the age bracket 20 or above. Page 127 of 184 CS 23-09 Page 2 of 3 In accordance with the Tillsonburg Youth Advisory Council Terms of Reference the committee will have a minimum of eight members (one Council representative, the Oxford OPP Community Resource Officer, two members of the community aged 20 or above and a minimum of four youth (ages 15-19) community members) with a maximum of thirteen members in total. The Parks, Beautification and Cemetery Advisory Committee met on February 28, 2023, and passed the following motion to recommend that Paul DeCloet be appointed as a member of the committee: Moved by: Councillor Luciani Seconded by: Wayne Beard THAT Paul DeCloet be named as additional member of the Parks, Beautification & Cemeteries Committee through decision of the Council. DISCUSSION The Council Nominating Committee met on April 11, 2023, to review applications and to consider the Parks, Beautification and Cemeteries Advisory Committee’s recommendation. The committee recommends that Kama Vandevyvere be appointed to the Affordable and Attainable Housing Advisory Committee. The committee recommends the following appointments to the Tillsonburg Youth Advisory Council:  Scott Gooding (age 20 or above)  Liam Spencer-Enright (age 20 or above)  Sorraya Buchanan-St.Gelais (age 15 to 19)  Scarlet Robson (age 15 to 19)  Dakshneel Singh (age 15 to 19)  Sophie Hicks (age 15 to 19) In addition, the committee recommends that the Parks, Beautification and Cemeteries Advisory Committees’ Terms of Reference be amended to allow for a maximum of 14 members. The committee recommends that Paul DeCloet be appointed to the committee which would bring the membership to 14 members’ total. By-Law 2023-009 has been updated to include the Affordable and Attainable Housing Advisory Committee appointments for consistency purposes. The by-law has also been Page 128 of 184 CS 23-09 Page 3 of 3 updated to reflect recent member resignations from advisory committees by removing the following names. There are no identified vacancies to be filled at this time.  Jason Pankratz, Museum, Culture, Heritage & Special Awards Advisory Committee  Catherine Ryan, Museum, Culture, Heritage & Special Awards Advisory Committee CONSULTATION Council Nominating Committee. FINANCIAL IMPACT/FUNDING SOURCE N/A 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. Strategic Direction – Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project – Not applicable. ATTACHMENTS None. Page 129 of 184 Page 1 of 6 Subject: Animal Care & Control By-Law - Urban Chickens Report Number: OPD 23-17 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT report titled OPD 23-17 Animal Care & Control By-Law – Urban Chickens be received as information. BACKGROUND The Town’s current Animal Care and Control By-Law 2021-013 was last reviewed and adopted by the Council in 2021. At the January 24, 2023, meeting of Tillsonburg Town Council, the following resolution was passed: Resolution # 2023-041 Moved By: Councillor Spencer Seconded By: Councillor Rosehart THAT Council receives the delegation from Andrew Tucker as information. AND THAT staff be instructed to report back with recommendations from current existing municipalities with back yard chicken bylaws in place already, to determine the effectiveness and / or the adversities of said implemented bylaws; AND THAT staff report of any reports, complaints and adversities of Tillsonburg residents that have existing backyard hens that were grandfathered in. Page 130 of 184 OPD 23-17 Animal Care & Control By-Law - Urban Chickens Page 2 of 6 DISCUSSION The Town’s current Animal Care and Control By-Law 2021-013 and Zoning By-law 3295 prohibits the harbouring of chickens within Town limits. Recently, some municipalities have adopted new regulations regarding the keeping of chickens within urban areas. Staff completed some preliminary research and the following information has been compiled in an effort to summarize the benefits and concerns of amending the current By-Laws to allow the keeping of chickens in Tillsonburg. Benefits Concerns Locally produced, better tasting eggs Potential nuisances such as odor from manure and/or food scraps Greater ability for individuals to control food sources Potential source of disease including salmonella and in rare cases spread of avian influenza to humans Better conditions for hens in comparison to industrial farms Attraction of predators such as rats, coyotes, raccoons, foxes, skunks, weasels, mice, etc in an urban area. Pest control where hens can consume weeds and bugs Animal health and humane treatment if chickens are not properly cared for or stop producing Provides education to children about where food is sourced Trespass of chickens on neighboring properties Compost of manure to create fertilizer Conflict with neighboring pets (dogs and cats) Reduced energy usage and carbon emissions associated with transporting food Housing and/or disposal for abandoned and/or seized chickens Noise complaints Increased staffing demands for administration & By-Law Enforcement Page 131 of 184 OPD 23-17 Animal Care & Control By-Law - Urban Chickens Page 3 of 6 The following table provides information regarding egg production from a variety of chicken breeds along with the breeds that are typically used for backyard flocks according to Wide Open Pets. BREED # OF EGGS PER DAY # OF EGGS PER WEEK # OF EGGS PER MONTH # OF EGGS PER YEAR YEARS OF PRODUCTION CHOOSEN AS BACKYARD HENS Australorp 1 7 30 365 5 YES Lohman 0.85 6 26 310 5 NO Rhode Island Red 0.71 5 21 259 3 (can live up to 14) YES Golden Comet 0.70 5 21 255 3 (can live up to 15) YES Sussex 0.69 4.8 20.7 250 5 YES Plymouth 0.55 3.9 17 200 4 YES Barnevelder 0.55 3.9 17 200 3-4 YES Leghorn 0.54 3.8 16 197 4 NO Marans 0.52 3.6 15.6 190 3 YES Ameraucana 0.48 3.4 14 175 5 YES Hamburg 0.44 3.1 13 160 5 NO As requested, staff reviewed other municipal by-laws that permit urban chickens and found the following common points of interest:  Backyard chickens only permitted in Residential and Agricultural zoned properties.  Regulated coops registered with the municipality.  Limited number of chickens (i.e. four or less).  No roosters.  Only permitted in rear yards. Page 132 of 184 OPD 23-17 Animal Care & Control By-Law - Urban Chickens Page 4 of 6  Property must be fully fenced.  Minimum setbacks from property lines.  All feed stored in rodent proof containers and secured at all times.  Each chicken is banded with such band containing contact information of owner.  No slaughtering or butchering of chickens is done on the property.  No on-site sales of eggs, meat or manure.  Property owner must be the owner of chickens and reside where the chickens are located; and/or  Zoning By-Law would require an amendment including public consultation. Municipal Comparisons Municipality Urban Chickens Permitted Max # Minimum Lot Size Permit Fee Coop Setback Rear Line Coop Setback Side Line Coop Size Aylmer No N/A N/A N/A N/A N/A N/A Bayham No N/A N/A N/A N/A N/A N/A Collingwood No N/A N/A N/A N/A N/A N/A St. Thomas No (under review) N/A N/A N/A N/A N/A N/A Woodstock Yes N/A N/A $65 15 m from neighbours dwelling 15 m from neighbours dwelling Zoning Kitchener Yes 4 None $50 1.2m 2.5m Zoning Ingersoll No N/A N/A N/A N/A N/A N/A Norfolk Yes 4 None None 3m 3m 10 m2 Norwich No N/A N/A N/A N/A N/A N/A London No N/A N/A N/A N/A N/A N/A Guelph Yes N/A None $25 1.2m 1.2m Zoning Cambridge No N/A N/A N/A N/A N/A N/A Strathroy No N/A N/A N/A N/A N/A N/A St.Mary’s No N/A N/A N/A N/A N/A N/A Page 133 of 184 OPD 23-17 Animal Care & Control By-Law - Urban Chickens Page 5 of 6 Municipality Urban Chickens Permitted Max # Minimum Lot Size Permit Fee Coop Setback Rear Line Coop Setback Side Line Coop Size Stratford No N/A N/A N/A N/A N/A N/A SWOX No N/A N/A N/A N/A N/A N/A Brantford Yes 10 None $100 7.5m from neighbour structures 7.5m from neighbour structures None Brant No N/A N/A N/A N/A N/A N/A During staff’s investigation, it was determined that a very low number of local municipalities have approved backyard chickens to date. Most municipalities that allow backyard chickens charge a permit/licence fee and put restrictions on property setbacks for coops and limit the numbers permitted. Out of the municipalities surveyed that permit chickens, only one municipality indicated that they noticed a considerable increase in complaints. It should be noted that while there are benefits to keeping backyard chickens, staff research found that raising chickens presents salmonella related illnesses and other potential health concerns; typically, the elderly and young children are at greatest risk of said illness. Documentation from Public Health Ontario, Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA) and Centers for Disease Control and Prevention are attached to this report as expert information on this topic. If backyard chickens are considered to be permitted, a strong education program would be recommended. Based on the research collected and presented, staff found that potential health and nuisance concerns appear to outweigh the benefits and therefore recommend that backyard chickens and egg production is left to our expert neighbouring farmers. Staff are not aware of any existing backyard hens that were grandfathered within the Town’s urban limits. CONSULTATION Staff consulted with other municipalities (per the charts provided above) along with the Municipal Law Enforcement Officers’ Association of Ontario. FINANCIAL IMPACT/FUNDING SOURCE Not applicable at this time. Page 134 of 184 OPD 23-17 Animal Care & Control By-Law - Urban Chickens Page 6 of 6 Council should be aware that permitting chickens would increase administration and By- Law Enforcement Officer staffing requirements that would most likely not be recoverable by reasonable fees which would therefore have to be recovered by the general tax levy. 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 – This issue is not specifically dealt with in the Strategic Plan. Strategic Direction – N/A Priority Project – N/A ATTACHMENTS - Public Health Ontario - Reducing Health Risks Associated with Backyard Chickens - OMAFRA – Urban Agriculture: Livestock & Poultry –Information for Municipalities - CDC – Keeping Backyard Chickens and Other Poultry Page 135 of 184 EVIDENCE BRIEF Reducing health risks associated with backyard chickens December, 2017 Key Messages  Backyard chickens can be found in rural and urban residences in Ontario and elsewhere.  Owners’ awareness of risk of illness (e.g., salmonellosis) and biosecurity measures is limited.  Illnesses and outbreaks are linked to exposure to backyard chickens.  Owners can reduce their risk of illness through a variety of measures such as: o hand washing after handling chickens o wearing dedicated clothing and shoes o refraining from kissing and snuggling live poultry o removing wet manure o sanitizing equipment Page 136 of 184 Issue and Research Question Chickens kept on residential property are commonly referred to as urban or backyard chickens. Smith et al. defines backyard chickens as domestic gallinaceous birds, excluding exotic pet birds, housed in urban, suburban or rural settings.1 Keeping backyard chickens in rural or urban residences is not a new concept. Early poultry production in the United States (US) in the 1800s consisted of backyard poultry.2 Today, backyard chicken owners may also develop emotional attachments to their flocks, viewing their flock as pets and practicing closer contact with the flocks in some cases.3 A 2013 report from the United States Department of Agriculture (USDA) found a growing interest in ownership of backyard chickens in several US cities.4 An issue brief from the University of Minnesota also reported that the number of households keeping chickens in urban backyards in the US appears to be increasing.3 A number of recent media reports have also suggested that backyard chickens are being raised in Ontario.5,6 We are aware that Ontario public health units receive complaints and inquiries regarding backyard chickens. Public Health Ontario (PHO) has also received inquiries about human health risks and risk reduction measures related to backyard chickens. If this is indeed a trend, concerns about backyard chickens as sources of zoonotic diseases to humans may also increase.7 This Evidence Brief focuses on the following questions:  Are backyard chicken owners’ aware of the risk of infectious disease transmission from their flocks?  What illnesses and outbreaks are associated with exposure to backyard chickens?  What are potential risk reduction measures to reduce the risk of human illness and outbreaks? This Evidence Brief only addresses questions regarding health risks from backyard chickens and means to reduce those risks. We have not included noise, odour and the possible benefits of raising backyard chickens in this brief. However, policy makers may also consider these factors when setting policy. Methods A literature search was conducted by PHO Library Services using MEDLINE, Embase, Academic Search Premier, Food Science Source and Scopus databases. The search was limited to literature published in English from 1946 to July 3, 2017. Search terms included: urban chicken, backyard chicken, domestic chicken, transmission, monitoring, infections, illness, outbreak, disease, biosecurity, knowledge, practice, attitude, and risk. The search yielded 1635 citations after duplicate records were removed. Titles and abstracts were screened for relevance. Additional information was identified through cited reference searching of full-text articles and through an external reviewer. A grey literature search was also performed using Google on July 5, 2017, and the first 100 hits were reviewed. Search terms included backyard chicken OR backyard poultry OR urban chicken OR backyard hen OR neighborhood poultry OR hobby hen OR hobby chickens OR household poultry. Papers were selected if they identified illnesses or outbreaks associated with exposure to backyard chicken, backyard chicken owners’ awareness of health risks and risk reduction measures. A total of 32 records are included in this report. Page 137 of 184 Main Findings OWNERS HAVE LIMITED AWARENESS OF THE HUMAN RISK OF INFECTIOUS DISEASE TRANSMISSION FROM BACKYARD CHICKENS We found a number of papers that examined backyard chicken owners’ awareness of infectious disease transmission risk to humans.8–14 In general, the studies found limited awareness of association between salmonellosis and live poultry contact and a lack of biosecurity measures* among flock owners. The following highlights provide details:  A cross-sectional study by the USDA National Animal Health Monitoring System, examined Salmonella awareness among backyard chicken owners in Denver, Colorado; Los Angeles, California; and Miami, Florida. Among 385 owners, the study found 64%, 30% and 40% of respondents, respectively, were aware of a connection between salmonellosis and poultry contact. In a multivariable analysis, participants who completed the survey in English (versus Spanish), sold or gave away eggs and cited keeping chickens for educational purposes for their children were more aware of the association.9  A cross-sectional study of Colorado (n=317) backyard chicken owners found minimal biosecurity measures and high human contact with flocks. About 79% of individuals surveyed did not change into separate clothes before contact and about 95% did not report disinfecting or scrubbing their flock shoes before and/or after contact.1  A survey of 41 Maryland backyard flock owners’ concluded that biosecurity practices were highly variable among flock owners.7  A survey of bird health, animal husbandry and hygiene practices, and knowledge, attitudes and practices relating to Salmonella risk in 50 households with backyard chickens in Washington DC and surrounding metropolitan area, showed that owners are aware of the Salmonella risk from poultry but do not consistently practice risk reduction measures. In video recordings, touching the face and snuggling with birds were often observed (about two thirds and 51% of participants respectively). Some participants acknowledged high risk behaviours, while some denied but were observed to practice such behaviours.13  Pohjola et al. studied health management procedures and awareness of human illnesses associated with backyard chickens in 181 registered flock owners in Finland in 2012. Biosecurity measures were uncommon among the owners, e.g., 13% reported using different shoes in the poultry premise and 35% said they may wash hands when leaving the premise; opportunity for close contact between wild birds and backyard poultry was common.11  Analysis of data from a survey study of backyard chicken owners in greater London area identified a lack of avian and zoonotic disease knowledge and low disease prevention measures such as biosecurity. Twenty one out of 30 flock owners surveyed did not know campylobacteroiosis could affect human health and six were not aware of the zoonotic impact of salmonellosis and avian influenza.12 * A set of preventive measures designed to reduce the risk of transmission of infectious diseases in crops and livestock, quarantined pests, invasive species, and living modified organisms.32 Page 138 of 184 ILLNESS AND OUTBREAKS ASSOCIATED WITH EXPOSURE TO BACKYARD CHICKENS HAVE BEEN DOCUMENTED Infectious disease transmission is a known human health risk associated with backyard poultry. Poultry can carry Salmonella in their intestines or eggs without symptoms of illness which can be transferred onto feathers and the surrounding environment.3 Salmonellosis and campylobacteriosis are the most frequent infections reported in relation to backyard chicken and live poultry exposure.3,13,15,16 Table 1 summarizes Salmonella outbreaks we found. Table 1: Outbreaks and cases of Salmonellosis associated with backyard chickens, 1990-2014 (only reports from the US were found in the search)* Location Year Outbreaks (n) Cases (n) Details Reference US 1996- 2012 45 >1581 Resulted in 221 hospitalizations, and five deaths. Behravesh et al., 201415 US 1990- 2014 45 2057 Literature review of publicly available data sources for human infectious disease outbreaks associated with backyard chicken exposure. Authors recommended manure management, proper slaughter and disposal, veterinary care, permitting and consumer education to reduce the infectious disease risk associated with backyard poultry ownership. Tobin et al., 201525 US 1990- 2014 53 2630 Literature review and search of multiple databases including PulseNet, the National Molecular Subtyping Network for Foodborne Disease Surveillance in the US, CDC’s National Outbreak Reporting System, etc. Keeping poultry inside households and kissing birds were some high risk practises reported. Basler et al., 20168 *Studies reported in Table 1 are literature reviews and may include data from the same outbreaks. A systematic review and meta-analysis examined domestic livestock (poultry, swine, ruminant, goat, sheep and unspecified animals) as risk factors for diarrhea. A significant association between domestic animal husbandry and diarrheal disease in the household was found in 20 out of the 29 studies included in the review. A meta-analysis was possible for poultry studies only (n=6), which found a pooled odds ratio of 2.73 (95% confidence interval 1.90, 3.93) for household Campylobacter infection from domestic poultry exposure.17 In addition to outbreaks and illnesses associated with backyard chickens, a number of studies have demonstrated the presence of human pathogens in backyard chickens:  Salmonella has been identified in backyard chickens. Fecal sampling studies of backyard chicken flocks in Austraila show that the prevalence of Salmonella species can be as high as 10.4%.16 A recent study of Salmonella and E. coli in the intestines of small flock chickens in Ontario identified Salmonella in 0.3% and E. coli in 99% of 1,025 birds tested. Salmonella prevalence in small flocks was significantly lower than in federally inspected commercial flocks in Ontario.18 Page 139 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 5  Two studies examined the possibility of transmission of avian influenza from wild birds to backyard chickens, concluding that transmission could occur.19,20 In addition, a human risk of contracting avian influenza A(H7N9) from exposure to live poultry in poultry markets in China has been identified.21,22 However, live poultry markets are very different from backyard chicken environments. One study did report that backyard poultry has not been associated with increased risk of avian influenza infection in humans.21  An outbreak of listeriosis in backyard poultry flocks has been reported in Washington state.23  A prevalence survey of ectoparasites on backyard chicken flocks in California found that 80% of birds surveyed had a variety of ectoparasites that can affect humans. Parasites identified included lice, fleas and mites. The parasite diversity and prevalence in backyard chicken flocks exceeded what is observed in commercial chicken flocks. Authors concluded that the findings highlight a need for increased biosecurity.24 The above studies on human illnesses and outbreaks also noted that human behaviour can increase the risk of infectious diseases and outbreaks. High risk behaviours cited include keeping poultry inside the house and having close contact such as holding or kissing the poultry.3,8,20,25 RISK REDUCTION MEASURES MAY REDUCE THE RISK OF ZOONOTIC INFECTIONS The following risk reduction strategies implemented by owners may reduce human infectious disease risk related to backyard chickens:  Hand washing after handling birds.8,20  Wearing dedicated shoes, gloves and clothes for cleaning.8,12,20  Appropriate housing for the flock: easy to clean, secure from predators and other animals, adequate space per bird, and adequate ventilation.26  Regular removal of manure, bedding and feed to reduce bacterial growth and flies.3,25  Seeking veterinary help in case of illness in the birds and reporting clusters of bird deaths.12,25  Storing poultry feed in rodent-proof containers.  Not bringing poultry inside the house.3,8,25  Proper composting of poultry manure prior to use as a fertilizer.3,25  Prompt disposal of dead birds and not slaughtering poultry in the home.3,25  Regular cleaning and sanitization of equipment.3,8  Refraining from kissing and snuggling live poultry, and not touching one’s mouth, eating, or drinking around chickens.8 Additional system-level interventions to reduce human disease risk may include:  Educating flock owners on improved quarantine and hygiene procedures to help reduce the risk of introducing new diseases into backyard flocks.20,25  Following multiple outbreaks related to live poultry in 2012, the CDC also recommended that health-related information be provided to potential purchasers of poultry birds before the point of sale.27–29  Registration of households with poultry to enable communication in the event of outbreaks.25 Page 140 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 6 The Ontario Ministry of Agriculture and Rural Affairs provides “Keeping Your Birds Healthy Resource Kits” for backyard chicken owners. It provides information on biosecurity, feed and water management, cleaning and disinfection, managing sick birds and disposal of sick birds.30 In addition, Family Food Program at Chicken Farmers of Ontario (CFO) provides information for members on promotion of bird health and disease management. Discussion and Conclusions Close contact with backyard chickens may contribute to infectious disease transmission from birds to humans, even in the absence of illness in poultry.8,9,12,19,20 Avoiding close contact and practicing good hygiene may be effective in reducing risk of transmission.8-14,31 Biosecurity measures are intended to limit or prevent the introduction and spread of infectious agents.32 Examples of biosecurity measures for backyard chickens include wearing dedicated protective gear (e.g., shoes and gloves) and washing hands after handling birds. Proper disposal of dead birds, refraining from kissing and snuggling live poultry, not bringing live poultry inside the house, and appropriate cleaning of equipment and facilities are other risk reduction measures. Owner awareness of the potential human disease risk and potential biosecurity measures may help facilitate behaviour change and reduce the risk of illness. Implications for Practice Backyard chickens can be found in urban and rural residences in Ontario. Human illness has been associated with backyard poultry and biosecurity measures implemented by owners may reduce the risk. Public health staff may be asked to provide information regarding illness risk and measures to reduce the risks. In addition to risk of infection, authorities may consider noise, odour, community preferences and the possible benefits of backyard chickens when making policy. Page 141 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 7 References 1. Smith E, Reif J, Hill A, Slota K, Miller R, Bjork K, et al. Epidemiologic characterization of Colorado backyard bird flocks. Avian Dis. 2012;56(2):263–71. 2. National Chicken Council. U.S. chicken industry history [Internet]. Washington, D.C.: National Chicken Council; 2012 [cited 2017 Sep 4]. Available from: http://www.nationalchickencouncil.org/about-the-industry/history/# 3. Bailey T, Larson J. Backyard poultry: Implications for public health and safety [Internet]. St. Paul, MN: Uninversity of Minnesota; 2013 [cited 2017 Sep 4]. Available from: https://www.foodpolicy.umn.edu/policy-summaries-and-analyses/backyard-poultry-implications- public-health-and-safety 4. U.S. Department of Agriculture Poultry 2010: urban chicken ownership in four U.S. cities [Internet]. Fort Collins, CO: U.S. Department of Agriculture; 2013 [cited 2017 Sep 28]. 5. CBC News.After years of council cluck-clucking, backyard chickens may be coming. CBC News [Internet]. 2017 Jul 10 [cited 2017 Sep 28]. Available from: http://www.cbc.ca/news/canada/toronto/backyard-chickens-toronto-pilot-project-1.4196907 6. Ponciano C. Considering backyard chickens? Here are some quick tips. CBC News [Internet]. 2017 Mar 28 [cited 2017 Sep 28]. Available from: http://www.cbc.ca/news/canada/kitchener- waterloo/what-to-consider-backyard-chickens-kitchener-1.4035017 7. Madsen JM, Zimmermann NG, Timmons J, Tablante NL. Evaluation of Maryland backyard flocks and biosecurity practices. Avian Dis. 2013;57(2):233-7. 8. Basler C, Nguyen T-A, Anderson TC, Hancock T, Barton Behravesh C. Outbreaks of human Salmonella infections associated with live poultry, United States, 1990–2014. Emerg Infect Dis. 2016;22(10):1705-11. Available from: https://wwwnc.cdc.gov/eid/article/22/10/15-0765_article 9. Beam A, Garber L, Sakugawa J, Koparal C. Salmonella awarness and related management practices in U.S. urban bacyard chicken flocks. Prev Vet Med. 2013;110:481–8. 10. Elkhoraibi C, Blatchford RA, Pitesky ME, Mench JA. Backyard chickens in the united states: A survey of flock owners. Poult Sci. 2014;93(11):2920-31. Available from: https://academic.oup.com/ps/article-lookup/doi/10.3382/ps.2014-04154 11. Pohjola L, Rossow L, Huovilainen A, Soveri T, Hanninen M, Fredriksson-Ahomaa M. Questionnaire study and postmortem findings in backyard chiken flocks in Finland. Acta Vet Scand. 2015;57(3). Available from: https://actavetscand.biomedcentral.com/articles/10.1186/s13028-015-0095-1 12. Karabozhilova I, Wieland B, Alonso S, Salonen L, Hasler B. Backyard chicken keeping in the greater London Urban Area: welfare status, biosecurity and disease control issues. Br Poult Sci. Page 142 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 8 2012;53(4):421-30. 13. Kauber K, Fowler H, Lipton B, Meschke JS, Rabinowitz P. Salmonella knowledge, attitudes and practices: A survey of backyard poultry owners residing in Seattle, Washington and the surrounding metropolitan area. Zoonoses Public Health. 2017;64(1):21-8. 14. Sultana R, Rimi NA, Azad S, Islam MS, Khan MS, Gurley ES, et al. Bangladeshi backyard poultry raisers’ perceptions and practices related to zoonotic transmission of avian influenza. J Infect Dev Ctries. 2012;6(2):156–65. Available from: https://jidc.org/index.php/journal/article/view/22337845/681 15. Behravesh CB, Brinson D, Hopkins BA, Gomez TM. Backyard poultry flocks and salmonellosis: A recurring, yet preventable public health challenge. Clin Infect Dis. 2014;58(10):1432-8. Available from: https://academic.oup.com/cid/article/58/10/1432/286842/Backyard-Poultry-Flocks-and- Salmonellosis-A 16. Manning J, Gole V, Chousalkar K. Screening for Salmonella in backyard chickens. Prev Vet Med. 2015;120(2):241-5. 17. Zambrano LD, Levy K, Menezes NP, Freeman MC. Human diarrhea infections associated with domestic animal husbandry: a systematic review and meta-analysis. Trans R Soc Trop Med Hyg. 2014;108(6):313-25. Available from: https://academic.oup.com/trstmh/article- lookup/doi/10.1093/trstmh/tru056 18. Lebert L, Martz SL, Janecko N, et al. Prevalence and antimicrobial resistance among Escherichia coli and Salmonella in Ontario smallholder chicken flocks. Zoonoses Public Health. 2017;00:1-8. Available from: http://doi.org/10.1111.zph.12381 19. Zheng T, Adlam B, Rawdon TG, Stanislawek WL, Cork SC, Hope V, et al. A cross-sectional survey of influenza A infection and management practices in small rural backyard poultry flocks in new Zealand. N Z Vet J. 2010;58(2):74-80. 20. Yendell SJ, Rubinoff I, Lauer DC, Bender JB, Scheftel JM. Antibody prevalence of low-pathogenicity avian influenza and evaluation of management practices in Minnesota backyard poultry flocks. Zoonoses Public Health. 2012;59(2):139-43. 21. Liu B, Havers F, Chen E, Yuan Z, Yuan H, Qu J, et al. Risk factors for Influenza A(H7N9) disease - China, 2013. Clin Infect Dis. 2014;59(6):787–94. 22. Wu P, Wang L, Cowling B, Yu J, Fang V, Li F, et al. Live prultryeExposure and public response to influenza A(H7N9) in urban and rural China during two epidemic waves in 2013-2014. PLoS One. 2015;10(9). Available from: http://journals.plos.org/plosone/article?id=10.1371/journal.pone.0137831 23. Crespo R, Garner M, Hopkins S, Shah D. Outbreak of Listeria monocytogenes in an urban poultry flock. BMC Veterenary Res. 2013;9:204. Available from: https://bmcvetres.biomedcentral.com/articles/10.1186/1746-6148-9-204 Page 143 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 9 24. Murillo AC, Mullen BA. Diversity and prevelence of Ectoparasites on backyard chicken flocks in California. J Med. Entomology. 2016;53(3):707-11. 25. Tobin MR, Goldshear JL, Price LB, Graham JP, Leibler LH. A framework to reduce infectious disease risk from urban poultry in the United States. Public Health Rep. 2015;130:380–91. Available from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4547567/ 26. Powers L. Introduction to backyard poultry (proceedings). 2015 Apr 1 [cited 2017 Sep 11]. In: dvm360.com [Internet]. Lenexa, KS: UBM Life Sciences, Veterinary; c2017. Available from: http://veterinarycalendar.dvm360.com/introduction-backyard-poultry-proceedings 27. Centers For Disease Control and Prevention. Multistate outbreak of human Salmonella Hadar infections linked to live poultry in backyard flocks (final update) [Internet]. Atlanta, GA: Centers for Disease Control and Prevention; 2012 [cited 2017 Sep 28]. Available from: https://www.cdc.gov/salmonella/hadar-live-poultry-07-12/index.html 28. Centers for Disease Control and Prevention. Multistate outbreak of human Salmonella Montevideo infections linked to live poultry in backyard flocks (final update) [Internet]. Atlanta, GA: Centers for Disease Control and Prevention; 2012 [cited 2017 Sep 28]. Available from: https://www.cdc.gov/salmonella/montevideo-06-12/index.html 29. Centers for Disease Control and Prevention. Multistate outbreak of human Salmonella infections linked to live poultry in backyard flocks (Final update) [Internet]. Atlanta, GA: Centers for Disease Control and Prevention; 2012. Available from: https://www.cdc.gov/salmonella/live-poultry-05- 12/index.html 30. Ontario Ministry of Agriculture, Food and Rural Affairs. Poultry - health management and biosecurity [Internet]. Guelph, ON: Queen's Printer for Ontario; [modified 2017 May 30; cited 2017 Jul 5]. Available from: http://www.omafra.gov.on.ca/english/livestock/poultry/health.html 31. Burns TE, Ribble C, McLaws M, Kelton D, Stephen C. Perspectives of an underrepresented stakeholder group, backyard flock owners, on poultry health and avian influenza control. J Risk Res. 2013;16(2):245-60. 32. Koblentz GD. Biosecurity reconsidered: calibrating biological threats and responses. Int Secur. 2010;34(4):96–132. Page 144 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 10 Specifications and Limitations of Evidence Brief The purpose of this Evidence Brief is to investigate a research question in a timely manner to help inform decision making. The Evidence Brief presents key findings, based on a systematic search of the best available evidence near the time of publication, as well as systematic screening and extraction of the data from that evidence. It does not report the same level of detail as a full systematic review. Every attempt has been made to incorporate the highest level of evidence on the topic. There may be relevant individual studies that are not included; however, it is important to consider at the time of use of this brief whether individual studies would alter the conclusions drawn from the document. Authors Naghmeh Parto, MSc, Senior Program Specialist, Environmental and Occupational Health, PHO Fatima Kamal, MPH, Research Assistant, Environmental and Occupational Health, PHO JinHee Kim, MD, MPH, CCFP, FRCPC, Public Health Physician, Environmental and Occupational Health, PHO Reviewers Ray Copes, MD, MSc, Chief, Environmental and Occupational Health, Environmental and Occupational Health, PHO Dean Middleton, DVM, Epidemiolgist Specialist, Chronic Disease and Injury Prevention, PHO Csaba Varga, DVM, MSc, DACVPM, Lead Veterinarian, Disease Prevention – Poultry, Ontario Ministry of Agriculture, Food and Rural Affairs Citation Ontario Agency for Health Protection and Promotion (Public Health Ontario), Parto N, Kamal F, Kim JH. Evidence brief: Reducing health risks associated with backyard chickens. Toronto, ON: Queen’s Printer for Ontario; 2017. ISBN: 978-1-4868-0857-1 ©Queen’s Printer for Ontario, 2017 Page 145 of 184 Evidence brief: Backyard Chicken and Reducing Health Risks 11 Disclaimer This document was developed by Public Health Ontario (PHO). PHO provides scientific and technical advice to Ontario’s government, public health organizations and health care providers. PHO’s work is guided by the current best available evidence at the time of publication. The application and use of this document is the responsibility of the user. PHO assumes no liability resulting from any such application or use. This document may be reproduced without permission for non-commercial purposes only and provided that appropriate credit is given to PHO. No changes and/or modifications may be made to this document without express written permission from PHO. For Further Information Environmental and Occupational Health Email: eoh@oahpp.ca Public Health Ontario Public Health Ontario is a Crown corporation dedicated to protecting and promoting the health of all Ontarians and reducing inequities in health. Public Health Ontario links public health practitioners, front- line health workers and researchers to the best scientific intelligence and knowledge from around the world. For more information about PHO, visit publichealthontario.ca. Public Health Ontario acknowledges the financial support of the Ontario Government. Page 146 of 184 Page 147 of 184 Page 148 of 184 Page 149 of 184 Page 150 of 184 Page 151 of 184 Page 152 of 184 Page 1 of 2 Subject: Sign By-Law Amendment (Banner Signs) – COVID-19 Recovery Report Number: OPD 23-18 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT a By-Law to amend By-Law 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg, be brought forward for Council’s consideration. BACKGROUND The Town’s current Sign By-Law 3798 was adopted by Municipal Council in 2014 which regulates signs and other advertising devices of a commercial nature in the Town of Tillsonburg. The primary intent of the Sign By-Law is to regulate signs of a commercial nature intended to be viewed from any vehicular or pedestrian right-of-way. The Sign By-law serves two main purposes: to coordinate the type, placement and scale of signs within the different land-use zones; and to recognize the commercial communication requirements of all-sectors of the business community. In May of 2022, Council approved to amend Sign By-Law 3798 to lift the restrictions on banner signs until May 31st, 2023 to continue to allow businesses with enhanced tools during COVID recovery. DISCUSSION Understanding that certain business are still in recovery from the pandemic, it is proposed to extend the banner sign exemption for an additional year to May 31, 2024. Staff proposes the following temporary amendment which will assist businesses to continue with more aggressive advertising: Page 153 of 184 OPD 23-18 – Sign By-Law Amendment (Banner Signs) – COVID-19 Recovery Page 2 of 2 1. Amend the definition of “TEMPORARY BANNER SIGN” as follows: TEMPORARY BANNER SIGN: means a Banner Sign that is placed between March 31, 2023 and May 31, 2024. CONSULTATION Consultation was completed with By-Law Enforcement staff. Upon approval, staff would develop communication to update the website, notify business owners, BIA, Chamber and inform/educate the public. FINANCIAL IMPACT/FUNDING SOURCE No impact/funding required. 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 N/A Page 154 of 184 Page 1 of 3 Subject: Results for RFT 2023-002 Young Street Reconstruction Report Number: OPD 23-19 Department: Operations and Development Department Submitted by: Shayne Reitsma, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT Council awards Tender RFT 2023-002 to Froese Excavating Ltd. Tillsonburg, ON at a cost of $1,514,437.29 (net HST included), the lowest bid received satisfying all Tender requirements. BACKGROUND A tender was issued in early March of this year for the Young Street Reconstruction infrastructure renewal project with thirty three (33) plan takers and a total of twelve (12) bids received by the closing date, April 6th 2023, with the lowest bid from Froese Excavating Ltd. Tillsonburg, ON at a total cost of $1,514,437.29 (net HST included). DISCUSSION This project includes Young Street to be reconstructed to surface asphalt, with the inclusion of concrete curb & gutter, granular materials, watermain, sanitary sewers, storm sewers, catch basins, concrete sidewalk, and boulevard restoration/reconstruction. The aim of this project will assist in the prevention ongoing (localized) flooding issues within the area that effect residents along the low side of Young Street. The tender was advertised on the Bids and Tender. Results of the tender are summarized below from lowest to highest: Bidder Location Bid Amount (net HST included) Froese Excavating Ltd. Tillsonburg, ON $1,514,437.29 ASG Excavating Inc Strathroy, Ontario $1,642,018.95 Page 155 of 184 OPD 22-14 Results for RFT 2022-002 Lindsay and Frances Reconstruction Page 2 of 3 R. Russell Construction London, Ontario $1,712,235.33 PV-EX Construction Ltd. London, ON $1,720,847.41 291 Construction Ltd Dorchester, Ontario $1,876,181.73 Euro Ex Construction Woodstock, Ontario $1,980,854.29 Viewcon Construction Ltd Woodstock, Ontario $2,011,954.29 Terracon Underground Ltd Brantford, Ontario $2,098,996.54 Sierra Infrastructure Inc Woodstock, Ontario $2,154,970.61 J-AAR Excavating Limited London, Ontario $2,240,522.07 Gedco Excavating Ltd. Brantford, Ontario $2,272,153.26 Oxford Civil Group Inc. Woodstock, Ontario $2,274,649.72 The above bids include non-recoverable HST calculated at 1.76%. The bids also include/carry a $155,000 contingency allowance for material testing and any unforeseen expenses that may be encountered during construction. CONSULTATION Director of Operations and Development, Director of Finance / Treasurer, Chief Administrative Officer. Furthermore, any planned roadway or lane closures in order to facilitate the work will be kept to a minimum and communicated to the public or any directly affect residents in advance, all in accordance with the Town’s Public Engagement Policy. Further, all notices will be on the Town of Tillsonburg’s website including the Town of Tillsonburg Construction Project Mapping. FINANCIAL IMPACT/FUNDING SOURCE The total 2023 Council approved budget for this project is $1,882,400 which consists of the following budget allocation: ITEM TENDER COST 2022 BUDGET ALLOCATION Town of Tillsonburg Capital - Roads $670.906.86 $807,000.00 Town of Tillsonburg Capital - Storm $585,814.21 $603,400.00 Oxford County Capital – Sanitary $77,786.34 $131,000.00 Oxford County Capital – Watermain $179,929.87 $341,000.00 TOTAL $1,514,437.29 $1,882,400.00 Page 156 of 184 OPD 22-14 Results for RFT 2022-002 Lindsay and Frances Reconstruction Page 3 of 3 Any savings attributed with this project will be apportioned back to reserves and/or contributing to the Town’s year-end surplus excluding the proportionate share of County of Oxford related budgeted items. 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 - Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction - Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing Projects - Asset Management Plan ATTACHMENTS N/A Page 157 of 184 Page 1 of 3 Subject: Results for RFT 2023-004 Townline Construction Report Number: OPD 23-20 Department: Operations and Development Department Submitted by: Shayne Reitsma, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT Council awards Tender RFT 2023-004 to Russell Construction from London, ON at a cost of $301,718.40 (net HST included), the lowest bid received satisfying all Tender requirements. BACKGROUND A tender was issued in early March of this year for the Townline Reconstruction with thirty one (31) plan takers and a total of nine (9) bids received by the closing date of April 12th 2023, with the lowest bid from Russell Construction from London, ON at a total cost of $301,718.40 (net HST included). DISCUSSION This project includes the reconstruction of the existing dry well stormwater system with a new storm storage system to reduce flooding for residents along Townline and Goshen Street respectfully. The tender was advertised on the Bids and Tender. Results of the tender are summarized below: Bidder Location Bid Amount (net HST included) Russell Construction London, Ontario $301,718.40 Ron Van Manen Trucking Inc Norwich, Ontario $305,167.88 Cassidy Construction London Ltd. Dorchester, Ontario $331,092.03 Gedco Excavating Ltd. Brantford, Ontario $342,663.33 Page 158 of 184 OPD 22-14 Results for RFT 2022-002 Lindsay and Frances Reconstruction Page 2 of 3 Euro Ex Construction Woodstock, Ontario $360,152.59 Viewcon Constrution Ltd Woodstock, Ontario $372,450.01 Oxford Civil Group Inc. Woodstock, Ontario $383,630.64 J-AAR Excavating Limited London, Ontario $477,347.23 Lancoa Contracting Inc. Caledon, Ontario $582,463.83 The above bids include non-recoverable HST calculated at 1.76%. The bids also include a $20,000 contingency allowance for material testing and any unforeseen expenses encountered during construction. CONSULTATION Director of Operations and Development, Director of Finance/Treasurer, Chief Administrative Officer. Furthermore, any planned roadway or lane closures in order to facilitate the work will be kept to a minimum and communicated to the public or any directly affect residents in advance, all in accordance with the Town’s Public Engagement Policy. Further, all notices will be on the Town of Tillsonburg’s website including the Town of Tillsonburg Construction Project Mapping. FINANCIAL IMPACT/FUNDING SOURCE The total 2023 Council approved budget for this project is $304,000, which consists of the following budget allocation: ITEM TENDER COST 2022 BUDGET ALLOCATION Town of Tillsonburg Capital - Storm $301,718.40 $304,000 TOTAL $301,718.40 $304,000 Page 159 of 184 OPD 22-14 Results for RFT 2022-002 Lindsay and Frances Reconstruction 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. Goal - Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction - Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing Projects - Asset Management Plan ATTACHMENTS N/A Page 160 of 184 Page 1 of 3 Subject: Tillsonburg Community Centre Skate and Swim Sponsorships Report Number: RCP 23-20 Department: Recreation, Culture and Parks Department Submitted by: Andrea Greenway, Recreation Programs & Services Manager Meeting Type: Council Meeting Meeting Date: Monday, April 24, 2023 RECOMMENDATION THAT Council receives report RCP-23-20, Tillsonburg Community Centre Skate and Swim Sponsorships as information. BACKGROUND In the fall of 2022, RCP began a sponsorship program in order to offer the community free recreation opportunities at the Tillsonburg Community Centre. The program was very successful and supported by local businesses and organizations in an effort to provide accessible and affordable recreation opportunities for families. DISCUSSION The TCC Skate and Swim Sponsorship Program was advertised through various channels such as social media, Tillsonburg News, Town website, eblast through the Chamber of Commerce and Development Commissioner. The success of the program was positively impacted by the support of Corporate Services and Economic Development. The sponsored skates and swims were very well attended. There were a total of 24 sponsors that supported 43 free recreation activities for Tillsonburg families. FREE ACTIVITY ATTENDANCE 29 Sponsored Skates 3,119 14 Sponsored Swims 1,790 Page 161 of 184 RCP 23-20 Choose an item. Click or tap here to enter text. Page 2 of 3 The opportunity to work with local businesses and organizations also strengthened our community stakeholder relationships. Thank you to the generous sponsors who made these free recreation opportunities possible:  Advanced Automotive  Athlete Farm Training  Belkerke Farms  Bre’s Fresh Market  Cooperators  CUPE 7575  CUPE 5391- SWPH  E&E McLaughlin  Ernie Hardeman MPP  Inovata Foods  J&J Concrete Inc  KTB Construction  Martinrea  Ostrander’s Funeral Home  Oxford County Library  Re/Max  SBLP Tillsonburg Town Centre  St Mary’s Catholic Women’s League  Stubbe’s Precast  Systemair  Tillsonburg Glass & Mirror  Tillsonburg Optimist Club  VanQuaethem Farms Ltd  Wellmaster Based on the success of the program and the benefits to residents the sponsorship program will be implemented on an ongoing basis. CONSULTATION RCP Director, RCP managers, RCP recreation staff. Page 162 of 184 RCP 23-20 Choose an item. Click or tap here to enter text. Page 3 of 3 FINANCIAL IMPACT/FUNDING SOURCE Each sponsorship was $200 generating a total revenue of $8,600 in support of the free skates and swims. 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 – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg; Expand community partnerships in the delivery of programs and amenities. Priority Project – N/A ATTACHMENTS None Page 163 of 184 1 The Corporation of the Town of Tillsonburg Community Health Care Advisory Committee Meeting MINUTES Monday, April 3, 2023 12:00 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Deb Gilvesy, Mayor Kelly Spencer, Councillor Dr. Clay Inculet Deputy Mayor Beres Gerry Dearing Mike Bastow Nadia Facca Dr. Mohammed Abdalla Staff: Kyle Pratt, Chief Administrative Officer Laura Pickersgill, Executive Assistant Dr. Mohammed Abdalla Regrets: Dr. Will Cheng Dr. John Andrew _____________________________________________________________________ 1. Call to Order The meeting was called to order at 12:03 p.m. 2. Adoption of Agenda Resolution # 1 Moved By: Deputy Mayor Beres Seconded By: Mayor Gilvesy THAT the agenda as prepared for the Community Health Care Committee of April 3, 2023 be adopted. Page 164 of 184 2 Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Nadia Facca Seconded By: Councillor Spencer THAT the minutes dated February 7, 2023 of the Community Health Care Committee be adopted. Carried 5. Election of Chair & Vice-Chair Resolution # 3 Moved By: Mayor Gilvesy Seconded By: Gerry Dearing THAT Deputy Mayor Beres be elected as the Chair and Councillor Kelly Spencer be elected as the Vice-Chair of the Community Health Care Committee. 6. General Business and Reports 6.1 Review current primary care practices in Tillsonburg There was a discussion regarding the currently used model of Family Health Organizations (FHO's) in the Town. It was suggested that investigations into other available models of care for family physicians be done. A third party consultant may be required to do this work. It was suggested that reviewing and establishing creative recruitment incentives aside from models would be beneficial. Members are asked to send Laura any goals they would like to see the Committee work on and these will be brought for inclusion and discussion on the next agenda. Page 165 of 184 3 There was a discussion that the Town can advocate to the provincial Minister of Health for local health care needs and issues when attending delegation meetings at conferences. Staff can provide some newly developed promotional videos in the near future of the Town that can be used as a tool of enticement for recruitment of health care professionals. 6.2 Primary Care Accepting New Patients This item was not discussed. 6.3 Upcoming Physician Retirements This item was not discussed. 6.4 Current Recruitment Efforts Dr. Inculet provided a summary of recently recruited physicians and an overview of upcoming recruitments. 6.5 Previous Recruitment Efforts This item was not discussed. 6.6 Upcoming Job Fairs Representatives of TDMH frequently attend many local, regional and provincial job fairs to entice health care providers to come to Tillsonburg to work. TDMH will be hosting Discovery Week in May where they will host four first year medical students for a few days to encourage them to work locally. 6.7 Partnerships with Universities S. Nevins indicated that the Ingersoll Nurse Practitioner Led Clinic shadows university students and currently has a waiting list of graduates to join their team permanently following graduation. 6.8 Budget Discussion K. Pratt outlined the 2023 budget including $70,000 for physician recruitment under the approved matrix in shared partnership with the Town and TDMH as well as $21,605 in reserve funding. 7. Next Meeting May 2 at 12:00 p.m. Page 166 of 184 4 8. Adjournment Resolution # 4 Moved By: Nadia Facca THAT the Community Health Care Committee meeting be adjourned at 12:53 p.m. Carried Page 167 of 184 Page 1 of 3 The Corporation of the Town of Tillsonburg Recreation & Sports Advisory Committee March 2, 2023 5:00 p.m. Council Chambers MINUTES Present: Scott Vitias, Christy Milmine, Stephen Gradish, Carrie Lewis, Taylor Campbell, Scott Gooding, Christian Devlin, Joe Sym, Susie Wray, Councillor Chris Parker, Mayor Deb Gilvesy. Absent with Regrets: Andrew Gradish Also Present: Julie Columbus, Director of Recreation, Culture and Parks Andrea Greenway, Recreation Programs & Services Manager Margaret Puhr, Administrative Assistant, Recreation, Culture and Parks 1. Call to Order The meeting was called to order at 5:00pm. 2. Adoption of Agenda Resolution #1 Moved by: Chris Parker Seconded by: Scott Gooding THAT the Agenda for the Recreation & Sports Advisory Committee meeting of March 2, 2023, be adopted. Carried 3. Minutes of the Previous Meeting Page 168 of 184 Page 2 of 3 4. Orientation Amelia Jaggard, Deputy Clerk, was present to provide an orientation session. 5. Election of Chair and Vice-Chair Resolution #3 Moved by: Carrie Lewis Seconded by: Susie Wray THAT Chris Parker be nominated as Chair of the Recreation & Sports Advisory Committee. Carried Resolution #4 Moved by: Chris Parker Seconded by: Scott Gooding THAT Carrie Lewis be nominated as Vice-Chair of the Recreation & Sports Advisory Committee. Carried 6. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 7. Meeting Schedule Resolution #5 Moved by: Stephen Gradish Seconded by: Joe Sym THAT the Recreation & Sports Advisory Committee meet first Thursday of each month except July, August and December, at 5:30 p.m. Carried Meetings will be held at the Council Chambers, 200 Broadway, second floor. 8. General Business and Reports 8.1. Tillsonburg FC presentation Michael Papaioannou appeared before the committee at the direction of Council. Mr. Papaioannou provided an overview of the Tillsonburg Football Club’s request to the Town for improvements to Gyulveszi Park. Page 169 of 184 Page 3 of 3 Opportunity was provided for comments and questions. There was discussion regarding improvements to the parking lot and limiting the need for on-street parking. Mr. Papaioannou noted the Football Club is asking for financial assistance from the Town to fix the parking lot at Gyulveszi Park. The presentation was received by committee as information. 8.2. Tennis Courts Resolution # 2023-004 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT Council receives the delegation from Jim Donaldson as information; AND THAT the item be referred to the Recreation and Sports Advisory Committee for consideration. Information was provided regarding the items included in the delegation request. There was discussion regarding funding sources for various projects. 8.3. Waterpark building renovations Staff provided an overview regarding a project of renovations of the waterpark building to commence this spring. 8.4. Staff update Staff updated regarding new waterpark hours for the summer season. A recap of Family Day activities at the community centre was provided. Sponsored swims and skates will implement registration process during March break. Recreation guide for spring will be released on March 27, registration will open on March 29. Ice in Memorial rink is extended to end of April. Roller skating will be offered in the spring on the Memorial rink floor. 9. Next Meeting April 6, at 5:30 p.m., Council Chambers, 200 Broadway, second floor. 10. Adjournment The meeting was adjourned at 6:10 p.m. Page 170 of 184 Page 1 of 2 The Corporation of the Town of Tillsonburg Recreation & Sports Advisory Committee April 6, 2023 5:30 p.m. Council Chambers MINUTES Present: Scott Vitias, Christy Milmine, Stephen Gradish, Carrie Lewis, Taylor Campbell, Scott Gooding, Christian Devlin, Joe Sym, Andrew Gradish, Councillor Chris Parker, Mayor Deb Gilvesy. Absent with Regrets: Susie Wray, Also Present: Councillor Chrissy Rosehart Andrea Greenway, Recreation Programs & Services Manager Margaret Puhr, Administrative Assistant, Recreation, Culture and Parks 1. Call to Order The meeting was called to order at 5:30pm. 2. Adoption of Agenda Resolution #1 Moved by: Joe Sym Seconded by: Stephen Gradish THAT the Agenda for the Recreation & Sports Advisory Committee meeting of April 6, 2023, be adopted. Carried 3. Minutes of the Previous Meeting Minutes Page 171 of 184 Page 2 of 2 Resolution #2 Moved by: Stephen Gradish Seconded by: Taylor Campbell THAT the Minutes for the Recreation & Sports Advisory committee be adopted as amended. 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. Tillsonburg Minor Soccer Club – presentation by Christopher Kelly. Resolution #3 Moved by: Stephen Gradish Seconded by: Scott Gooding THAT the Recreation & Sport Advisory Committee recommend that Tillsonburg Council direct staff to review and create an updated and comprehensive Memorandum of Understanding with the Tillsonburg Minor Soccer Club. Carried 5.2. Hall of Fame – staff received 10 nominations to the Hall of Fame. The committee will hold a special meeting to review the applications TBA. 5.3. Recreation satisfaction survey – presented by Andrea Greenway 5.4. Commemorative naming policy – current policy has last been updated in 2016. Resolution #4 Moved by: Scott Gooding Seconded by: Joe Sym THAT a policy review sub-committee be created with Chris Parker, Scott Vitias, Joe Sym and Julie Columbus as members. Carried. 6. Next Meeting May 4, at 5:30 p.m., Council Chambers, 200 Broadway, second floor. 7. Adjournment The meeting was adjourned at 6:40 p.m. Page 172 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 1 - LONG POINT REGION CONSERVATION AUTHORITY Board of Directors Annual General Meeting Minutes of March 3, 2023 Members in attendance: John Scholten, Chair Township of Norwich Michael Columbus, Vice-Chair Norfolk County Shelley Ann Bentley Haldimand County Dave Beres Town of Tillsonburg Doug Brunton Norfolk County Robert Chambers County of Brant Tom Masschaele Norfolk County Stewart Patterson Haldimand County Chris Van Paassen Norfolk County Rainey Weisler Municipality of Bayham/Township of Malahide Peter Ypma Township of South-West Oxford Regrets: none Staff in attendance: Judy Maxwell, General Manager Aaron LeDuc, Manager of Corporate Services Leigh-Anne Mauthe, Interim Manager of Watershed Services Zachary Cox, Marketing Coordinator Dana McLachlan, Executive Assistant Auditors: Ashley Didone MNP, LLP, Chartered Professional Accountants Raymond Mile MNP, LLP, Chartered Professional Accountants 1. Welcome and Call to Order Chair, John Scholten, introduced himself and welcomed everyone to the Long Point Region Conservation Authority’s 2023 Annual General Meeting. The meeting was called to order at 1:30 pm Friday, March 3, 2023 in the Tillsonburg Administration Office Boardroom. 2. Declaration of Conflicts of Interest None were declared. 3. Additional Agenda Items There were no additional agenda items. Approved April 5, 2023 Page 173 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 2 - 4. Minutes of the Previous Meeting a) Board of Directors Meeting of February 1, 2023 There were no questions or comments. A-21/23 Moved by D. Beres Seconded by P. Ypma That the minutes of the Board of Directors Meeting held February 1, 2023 be adopted as circulated. Carried 5. Introduction of the Board of Directors and Committees The members of the Board and the community members of the Lee Brown Marsh Management Committee and the Backus Museum Committee were introduced by Chair Scholten. 6. Introduction and Greetings from Special Guests Greetings were extended from Jeff Helsdon on behalf of Bobbi Ann Brady, MPP Haldimand-Norfolk, Mayor Ketchabaw on behalf of the Municipality of Bayham and Elgin County, Mayor Jim Palmer on behalf of the Township of Norwich, and Councillor Lucas Oakley on behalf of the County of Brant. 7. Audit and Finance Committee The Chair called upon Michael Columbus, Chair of the Audit and Finance Committee to present the committee report. Audit and Finance Committee Chair Columbus reported that the Committee met on February 17, 2023 and received and reviewed the financial statements in detail. MNP issued a clean opinion of the Authority’s 2022 financial reports and found that the financial statements fairly presented the Authority’s position. The Chair introduced the auditors, Ashley Didone and Raymond Mile of MNP. Ms. Didone reviewed the 2022 Audit Findings Report and confirmed their independence throughout the audit process and provided a clean opinion of the Authority’s 2022 financial statements. Page 174 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 3 - Chair Columbus thanked MNP for their services and indicated that the 2022 audit went well. A–22/23 Moved by S. Patterson Seconded by D. Brunton THAT the minutes of the LPRCA Audit and Finance Committee’s meeting held February 17, 2023 be adopted as circulated. Carried A–23/23 Moved by T. Masschaele Seconded by P. Ypma THAT the LPRCA Board of Directors receives the LPRCA 2022 Audit Findings Report from MNP, LLP Chartered Professional Accountants. Carried A–24/23 Moved by D. Beres Seconded by D. Brunton THAT the LPRCA Board of Directors approves the financial statements for the year ended December 31st, 2022 audited by MNP, LLP, Chartered Professional Accountants. Carried A–25/23 Moved by C. Van Paassen Seconded by T. Masschaele THAT the LPRCA Board of Directors approves the appointment of MNP, LLP Chartered Accountants as LPRCA’s auditors for the 2023 fiscal period. Carried 8. Notice of Formal Motions a) Designate Signing Officers A-26/23 Moved by R. Weisler Seconded by D. Beres That the LPRCA Board of Directors approves the Chair, Vice-chair, General Manager, Page 175 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 4 - and Manager of Corporate Services as designated signing officers for Authority business for the year 2023. Carried b) Borrowing A-27/23 Moved by R. Weisler Seconded by C. Van Paassen That the LPRCA Board of Directors authorizes the Chair or Vice-Chair and the General Manager or Manager of Corporate Services to borrow funds as required for the day-to- day operations of the Authority. Carried c) Designate Conservation Ontario Council Representatives A-28/23 Moved by T. Masschaele Seconded by P. Ypma That the LPRCA Board of Directors designates the Authority Chair as the Authority’s representative to Conservation Ontario (CO), with the Vice-Chair designated as alternate, AND Further that the General Manager be directed to participate on appropriate committees of CO and be authorized to vote in the absence of the designated representatives. Carried 9. 2022 Annual Report The General Manager presented the 2022 annual report and provided an overview of the year’s activities. Staff were happy to be back to in-person meetings and managed any challenges that arose in 2022. The Planning Department issued 278 permits, the Flood Forecasting and Warning department issued 13 flood messages, and the Lands and Waters department planted 72,385 trees through various planting programs. The Forestry department conducted an invasive spray program throughout 458 acres of LPRCA forest tracts and facilitated the harvest of timber through four timber tenders. The Authority lost two former board members in 2022. Sam Lamb represented the Town of Tillsonburg from 1995 to 2010, and Leroy Bartlett represented Haldimand County from 2007 to 2018. Page 176 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 5 - The GM thanked staff, the Board, municipal partners, the various community partners, and customers for their continued support. A-29/23 Moved by C. Van Paassen Seconded by D. Brunton That the LPRCA Board of Directors receives the 2022 Annual Report as information. Carried 10. Chair’s Remarks Chair, John Scholten, thanked the current and former members of the Board, the Lee Brown Marsh Management Committee, and the Backus Museum committee and the staff for their dedication and support. This past year was about adaptation and change for the conservation authority and that will continue in 2023 as everyone navigates and adapts to the revised legislation and associated regulations. Nevertheless, the staff and board will continue to focus on delivering exceptional services and experiences to the residents of the watershed. 11. Stewardship Award Presentation LPRCA encourages everyone to help enhance and protect the watershed and supports private land stewardship. Consequently, the Long Point Region Conservation Stewardship award was created to recognize those individuals or groups who have made a commitment to environmental sustainability and conservation. This year, Mary Gartshore, nominated by both former LPRCA Chair and last year’s Stewardship Award recipient, Paul DeCloet, and the St. Williams Conservation Reserve’s Audrey Heagy, was selected as the recipient of the 2023 Long Point Region Conservation Stewardship Award. Mary’s conservation efforts extend across Canada and around the world. She has conducted field research and biological inventories in various countries, and has played a part in restoring hundreds of hectares of land in the region with native prairie grasses and wildflowers. Mary also served with the LPRCA Board of Directors in 1995 and 1996. Mary is currently an active member of numerous local environmental organizations and is well known for her expertise and mentorship to others in the field. Page 177 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 6 - Mary thanked LPRCA for the award and expressed her appreciation to all for the work they do in the watershed. Mary also thanked her partner, Peter Carson, for his support and help in their many endeavours. 12. Service Awards Presentation The following board and staff were recognized for reaching service milestones with LPRCA this past year. Robert Chambers, Board Member representing Brant County 15 years Brandon Good, Superintendent of Conservation Areas 5 years Dana McLachlan, Executive Assistant 15 years Bob Dewdney, Marsh Operations Labourer 35 years 13. Planning a) Section 28 Regulation Approved Permits Through the General Manager’s delegating authority, 19 applications were approved in the past month. LPRCA-11/23, LPRCA-13/23, LPRCA-22/23, LPRCA-23/23, LPRCA- 24/23, LPRCA-210-22-Revised 2, LPRCA-25/23, LPRCA-26/23, LPRCA-27/23, LPRCA-28/23, LPRCA-29/23, LPRCA- 30/23, LPRCA-31/23, LPRCA-33/23, LPRCA- 34/23, LPRCA-35/23, LPRCA-36/23, LPRCA-37/23, and LPRCA-38/23. All of the staff-approved applications met the requirements as set out in Section 28 of the Conservation Authorities Act. A-30/23 Moved by R. Weisler Seconded by R. Chambers That the LPRCA Board of Directors receives the Section 28 Regulations Approved Permits report dated March 3, 2023 as information. Carried 14. New Business a) Truck Tender The 2023 approved capital budget included the replacement of two vehicles with two new pickup trucks. Tender packages were forwarded to ten vendors and three bids were received by the deadline. All bids met or exceeded the requirements specified. Staff recommended the tender be awarded to the lowest bidder. Page 178 of 184 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 7 - A-31/23 moved: P. Ypma seconded: C. Van Paassen THAT the LPRCA Board of Directors accepts the tender submitted by Eichenburg Chrysler for two new 2023 Ram 1500 Tradesman Pickup Trucks for $97,868 (excluding HST). Carried b) Lawn Tractor Tender The 2023 approved capital budget included the replacement of a 2010 mower. Tender packages were sent to six vendors, and five bids were received by the deadline. All bids met or exceeded the requirements specified with one exception. Staff recommended the tender be awarded to the lowest bidder. A-32/23 Moved by S. Patterson Seconded by T. Masschaele THAT the LPRCA Board of Directors accepts the tender submitted by Norfolk Tractor for the purchase of one Diesel, Mid-Mount Riding Mower (2023 Kubota GR2120-2- 54) for $13,500 (excluding HST). Carried 14. Adjournment The Chair adjourned the meeting at 2:15 p.m. _________________________________ ______________________________ John Scholten Judy Maxwell Chair General Manager /dm Page 179 of 184 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to amend By-Law 2023-009 being a by-law to appoint members to Town of Tillsonburg Council advisory committees. WHEREAS there is a need to appoint members to Town of Tillsonburg Council advisory committees; AND WHEREAS it is deemed necessary and expedient to amend By-Law 2023-009; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-Law 2023-009 Section 1 be amended to add the following: Affordable and Attainable Housing Advisory Committee  Cedric Tomico  Cole Warwick, Housing Programs Coordinator, Oxford County  Rebecca Smith, Manager of Housing Development, Oxford County  Dane Willson  Gary Green  Suzanne Renken  Kama Vandevyvere  Councillor Chris Parker Tillsonburg Youth Advisory Council  Scott Gooding  Liam Spencer-Enright  Sorraya Buchanan-St.Gelais  Scarlet Robson  Dakshneel Singh  Sophie Hicks Parks, Beautification & Cemeteries Committee  Paul DeCloet 2. That By-Law 2023-009 Section 1 be amended to delete the following: Museum, Culture, Heritage & Special Awards Advisory Committee  Jason Pankratz Page 180 of 184 By-Law 2023- Page 2 of 2  Catherine Ryan 3. That these amendments to By-Law 2023-009 are hereby declared to be part of that by-law as if written therein. 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 24th day of APRIL, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 24th day of APRIL, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 181 of 184 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to amend By-Law Number 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend By-Law 3798; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-Law 3798 Section 2 Definitions and Interpretation be amended to update the definition of Temporary Banner Sign as follows: TEMPORARY BANNER SIGN: means a Banner Sign that is placed between March 31, 2023 and May 31, 2024. 2. That these amendments to By-Law 3798 are hereby declared to be part of that by-law as if written therein. 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 24th day of APRIL, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 24th day of APRIL, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 182 of 184 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-044 A BY-LAW to appoint a Deputy Clerk for the Town of Tillsonburg. WHEREAS The Municipal Act, 2001, S.O. 2001, c.25 (hereinafter the "Municipal Act, 2001") allows for the appointment of officers of the Municipality; AND WHEREAS Section 228(2) allows the municipality to appoint Deputy Clerks; AND WHEREAS The Council of The Corporation of the Town of Tillsonburg deems it is necessary and expedient to appoint a Deputy Clerk for The Corporation of the Town of Tillsonburg; BE IT THEREFORE ENACTED by the Council of The Corporation of the Town of Tillsonburg as follows: 1. THAT Julie Ellis is hereby appointed as Deputy Clerk for The Corporation of the Town of Tillsonburg; 2. THAT this By-law be passed pursuant to the Municipal Act, 2001 S.O. 2001, C. 25.; 3. THAT this By-Law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 24th day of APRIL, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 24th day of APRIL, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 183 of 184 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-041 A By-Law to confirm the proceedings of Council at its meeting held on April 24, 2023. 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 April 24, 2023, 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 24TH DAY OF APRIL, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 24TH DAY OF APRIL, 2023. _______________________________ MAYOR – Deb Gilvesy _______________________________ CLERK – Tanya Daniels Page 184 of 184