[0:09] Lands at the time of the written treaties. We also

[0:12] acknowledge the indigenous people who travelled these lands before the

[0:15] written treaties. Today, Chatham Kent neighbours, The Luna Pell at

[0:19] Elnapawi - Lait, also called Delaware Nation at Moraviantown, and

[0:24] the Unseed of Territory of Bykajuang - Wapu Island First

[0:28] Nation. Chatham Kent continues to be home to diverse First

[0:32] Nation, May T in Inuit Peoples. Chatham Kent is covered

[0:35] by treaty two, the Detroit Treaty of 1790. Treaty seven,

[0:40] Sombra Township Treaty of 1796. And Treaty 25 Longwoods Treaty

[0:44] of 1822. We also recognise that this region is subject

[0:48] to earlier Wampum Agreements, like the two Rowanpam and the

[0:52] dish with One Spoon Wampum. As beneficiaries of these treaties,

[0:56] we recognise our responsibilities, including our collective responsibilities to the

[1:00] Land and Water. Please be seated. Mr. Mayor, we do

[1:09] not have a supplementary agenda this evening. Rules of Declarament

[1:14] of Council meeting, the Municipality of Chatham Kent supports open

[1:17] meetings that welcome debate of public policy issues and an

[1:20] atmosphere of inclusiveness, integrity, civility, fairness, and respect for differing

[1:25] points of view. Anyone conducting themselves in a way that

[1:28] disturbs disrupts or impedes the orderly conduct of the meeting,

[1:32] interrupts her makes derogatory statements or hate speech, defamatory comments

[1:36] about Counselor's staff, speakers, or fellow members of the public

[1:40] may result in removal from the premises. This also applies

[1:43] to Deputations. We ask that you do not approach members

[1:46] if they are seated in the Council seats. The Public

[1:50] a less invited is not permitted to come into the

[1:52] gated horseshoe area. The use of posters signage and literature

[1:56] is also prohibited. Mr. Mayor, this evening, we have regrets

[2:00] from Councillor B. McGregor and Councillor Wright, and we have

[2:03] Councillor Allen participating virtually this evening. Disclosures of Procureanary Interest,

[2:10] Director Indirect for Open Session Agenda Items. I have not

[2:13] received any. And Deputations for this evening. One deputation was

[2:18] received with regards to item 13A, the Clearville Park Review,

[2:22] received from Wayne Ross, and it was emailed only. There

[2:26] were no deputations for Zoom or President this evening. We'll

[2:30] now move on to the consent agenda. We have two

[2:32] items that have been pulled from the Agenda. The first

[2:35] one is the Clearville Park Review. It's been pulled by

[2:37] Councillor Sakacci and Councillor McDonald, and the long - term

[2:42] financial plan has been pulled as a presentation by Gord

[2:45] Clinton, the Chief Financial Officer. Therefore, to be voted in

[2:48] one motion on the consent agenda, our items 13B and

[2:53] C, and items 14A. Councillor Anderson, Councillor Thompson, can I

[2:58] get you moved the consent agenda? Actually, Councillor Story. I

[3:04] am happy to move that. Happy to second, Mr. Chair.

[3:07] Any questions. Seeing them all put it to vote. Councillor

[3:13] Allen. Yes. I'm sorry, I'm just trying to open up

[3:19] one. All votes are in. And motion passes 15 to

[3:25] zero. I will start the item 13 infrastructure engineering services.

[3:37] 13A, Clearville Park Review. Councillor Sakacci, go ahead. Thank you,

[3:42] Hannes. I'd like to move that administration, be directed to

[3:46] refer the report back with options and recommendations that, one,

[3:50] prioritize critical infrastructure and operational needs of the park. Two,

[3:55] identify opportunities to improve operational efficiencies and maximize existing assets,

[4:00] including transient sites. Three, explore revenue generating partnerships and investment

[4:05] opportunities. And four, provide council with a suitable options to

[4:09] support the long - term viability of Clearville while maintaining

[4:13] municipal ownership and operation. If I have a second, I

[4:16] can just kind of review my comments. Council McDonald? Yep,

[4:19] happy to second. Well, hey Council Scotchy. Yeah, thank you.

[4:22] I was able to do a detailed tour with the

[4:25] folks yesterday, and they had a lot of great questions,

[4:28] a lot of great comments. And I really think that

[4:30] we have a potential to look at that asset and

[4:34] come up with a more creative approach than we currently

[4:36] have on the floor, talking to staff. I think that

[4:38] we can find some commonalities in the situation. And, you

[4:43] know, in watching some of the presentations that we've had

[4:45] recently regarding our asset management plan, I think that, you

[4:50] know, Edward's team has really hit the nail on the

[4:52] head. If you don't invest in an asset, you lose

[4:55] the asset. So I think it's really important that we

[4:57] start to look at things differently. I know as a

[5:00] whole, there's a lot of individuals that feel that investing

[5:04] in nice to do things. It's not necessarily always the

[5:07] beneficial thing for our community. But I really think it's

[5:10] important to do nice to do things, because our community

[5:13] deserves to be nice and valued. So I'm hoping that

[5:16] we can look at different options to keep the park,

[5:20] and that's what this is saying, but also look at

[5:22] a more creative approach so we can ensure that it

[5:24] has long - term sustainability. And we can potentially look

[5:28] at phasing in. You know, the increases over a longer

[5:32] duration, as well as limiting some of the capital investments

[5:35] to make it more affordable for the folks out there.

[5:38] But I really think there's an opportunity for us to

[5:40] do things a lot better than we currently are. And

[5:42] I think that, uh, it's not speaking for him. I

[5:44] think Mr. Soldos team's okay with this deferral as well,

[5:47] as it's not something that needs to be done immediately.

[5:49] Thank you. Councillor McDonald. Yeah, I support Councillor Sakachi's motion.

[5:55] I think a lot of the users of Clearville Park

[5:57] are glad that we're not going to be divesting it

[5:59] at this point. And I think it's important to have

[6:00] a vision for the part, for the future users and

[6:03] the existing ones too. Um, and glad to see that

[6:05] we're considering the phase - in approach as well, because

[6:08] I know there were some concerns over, um, phasing it

[6:11] in over five years versus 10 or something different. So

[6:13] that's all. Thanks. No other question. I just want a

[6:19] quick comment as well. No, I very much agree with

[6:21] this approach. I think there's a huge opportunity out there.

[6:24] It's a, it's a wonderful park. And I think that

[6:26] with the right investment and the right to everybody looking

[6:29] at it in a creative way, I think we can

[6:31] make it even better, even better. Thank you. With that,

[6:34] we'll put it to vote. Councillor Allen. Yes. I'll vote

[6:41] to rent motion passes 15 to zero. Item 15, finance

[6:46] budget information technology and transformation. 15A, long - term financial

[6:50] plan. We have a presentation by Gord Quinton, the Chief

[6:54] Financial Officer, and his team.

[7:11] Mr. Mayor, members of Council. Before we begin, I'd like

[7:14] to introduce the team that will be updating Chatham Kent's

[7:16] long - term financial plan. Gord Quinton, CFO and Treasure.

[7:21] Matt Torrance, Director of Financial Services. Brock Priddle, Major of

[7:25] Corporate Accounting. Sean Hilderly, Manager of Asset and Quality Management.

[7:29] And myself, Steve Brown, Director of Budget Reformance Services. Gord,

[7:34] Brock, and myself will be introduced in this strategies, principles

[7:37] and components of long - term financial plan. Financial planning

[7:44] is critical to ensuring the ongoing sustainability of our community.

[7:48] It provides a roadmap that helps us balance today's needs.

[7:51] With tomorrow's responsibilities. To long - term planning, we can

[7:55] proactively maintain and replace essential infrastructure, such as roads, water

[7:59] systems, facilities, and other community assets before they become costly

[8:04] issues. It also helps ensure that we can continue delivering

[8:07] the service's residents rely on while adapting to changing needs

[8:10] and expectations. As our community grows, long - term financial

[8:15] planning allows us to identify future services and infrastructure requirements.

[8:19] Understand the associated costs and develop strategies to fund them

[8:22] responsibly. Most importantly, it supports financial sustainability by helping us

[8:26] manage risk. Make informed decisions. And avoid placing an unfair

[8:31] financial burden on future generations. In short, it helps ensure

[8:35] that our community remains resilient. Well - serviced, and financially

[8:39] healthy for years to come. A strategic financial framework is

[8:45] the first step toward a disciplined long - term financial

[8:48] plan. It establishes a clear foundation for decision - making,

[8:52] aligning priorities and ensuring that short - term actions support

[8:55] sustainable outcomes. Especially in a complex organisation this early structure

[9:03] brings consistently and transparency across budgeting cycles. Management, and council

[9:08] changes. The framework is built on three elements. Financial policies.

[9:13] Financial plans. And financial practices. Policies define the guardrails, plans

[9:20] translate those policies into forward - looking strategies. And practices

[9:24] drive day - to - day execution. In essence, policies

[9:28] informed plans and plans direct practices creating a connected system

[9:33] that reinforces sound financial management over time. Our Core Financial

[9:39] Principals formed a foundation of how we make financial decisions

[9:43] and guided long - term financial plan. For the community,

[9:47] these principles translate into predictability. Trust, and resilience. Compliance ensures

[9:56] that public funds are protected and managed responsibly. While accountability

[10:00] and transparency allow residents to see how financial decisions support

[10:04] services. Infrastructure, and Council's priorities. Sustainability helps stabilize tax rates

[10:10] and user fees by avoiding deferred costs and financial surprises.

[10:15] And flexibility ensures the municipality can respond to them both

[10:18] opportunities and challenges as they arise. Collectively, these principles support

[10:23] a community where infrastructure is maintained. Services are reliable. And

[10:28] financial decisions are made with both current and future residents

[10:31] in mind. Practical example of these principles in action is

[10:37] Chatham Kent's budget and asset management processes. Multier operating in

[10:42] capital budgets are prepared in compliance with legislative requirements and

[10:46] Council of the Proof Financial Policies. Supported by long -

[10:49] term forecasts and the asset management plan. These budgets are

[10:54] presented publicly with reports, summaries, and council deliberations available to

[10:58] residents, providing transparency into funding priorities. Tax impacts, and financial

[11:04] risks. Public consultation opportunities through Council meetings, budget discussions, and

[11:11] published materials allow residents to understand and comment on financial

[11:14] decisions before they are finalised. At the same time, autofinancial

[11:19] statements prepared accordants with PSAP standards and reviewed by external

[11:23] augers provide independent assurance of compliance and financial accountability. Reinforcing

[11:29] the Public Confidence in how Chatham Kent manages its financial

[11:32] resources. The purpose of the Missible Budget isn't just an

[11:39] annual financial exercise. It really is the primary tool we

[11:42] use to deliver on Council's long - term priorities and

[11:45] shape the future of our community. That means our approach

[11:49] has to go beyond a single year. We focus on

[11:51] multi - year planning and long - range forecasting so

[11:54] that we can balance two competing needs, maintaining the services,

[11:58] residents rely on today while also making room for new

[12:01] investments. And in some cases, difficult decisions on where to

[12:05] scale back. At the core of this approach, our three

[12:08] guiding principles. Affordability. Accountability. And value for money. These principles

[12:17] ensure that every decision we make is grounded in a

[12:19] full understanding of the cause, not just the immediate impact,

[12:23] but also the ongoing operating implications. Cashflow requirements, and long

[12:28] - term sustainability. We do this scrutinizing additions to the

[12:32] budget. For any new initiative or major change, we require

[12:35] a robust business case. This includes not only the financial

[12:38] implications, but also the expected community benefit. Associated risk. And

[12:44] how success will be measured. Importantly, we also violate the

[12:49] risk of not proceeding. Not just the risk of moving

[12:51] forward. This ensures we are making balanced, informed decisions, rather

[12:56] than reactive ones. Ultimately, this entire framework is about ensuring

[13:01] that we direct our limited resources towards initiatives that deliver

[13:04] the greatest value to the community. While maintaining long -

[13:08] term financial sustainability. In short, it's about being deliberate. Transparent,

[13:15] and strategic in how we align funding with priorities. Chatham

[13:21] Kent's revenue strategy is grounded in the principal that sustainable

[13:24] service requires stable, diversified, and predictable sources of income. The

[13:29] guiding principle of revenue framework emphasizes fairness. Transparency, and alignment

[13:35] with service delivery. The Mississippia Chatham Kent, including the Public

[13:43] Utilities Commission, generated total revenue of approximately 538 million in

[13:48] 2025. With the primary source of that revenue being property

[13:51] taxes, which support core municipal services that benefit the entire

[13:55] community. At the same time, Chatham Kent deploys a user

[13:59] - pay principle for appropriate user fees, rates, and charges

[14:04] to recover the cost of the services that provide a

[14:06] direct or uneven benefit to specific users. This includes the

[14:10] Public Utilia's Commission, where water and wastewater rates fund their

[14:14] own respective divisions. Development charges are structured to ensure that

[14:18] growth pays its appropriate share of growth. Protecting existing taxpayers

[14:23] from subsidizing Development. Senior government funding should be treated as

[14:29] important, but unpredictable supplement in the municipalities long - term

[14:32] financial plan, primarily supporting major capital projects and subsidizing specific

[14:38] services. A prudent requires conservative assumptions. Alignment with funding priorities.

[14:45] And readiness to leverage opportunities without over - reliance on

[14:50] these uncertain grants. The revenue framework is supported by strong

[14:58] governance and long - term planning. Revenue decisions are integrated

[15:01] into the mall to your budget process. Informed by economic

[15:04] trends, assessment growth, demographic change, and legislative constraints. The Revenue

[15:10] Strategy helps deliver predictable taxes. Fair fees, and reliable services.

[15:16] Bylining revenue with benefits received, residents and businesses can better

[15:20] understand what they are paying for and why. Diversifying revenue

[15:24] sources reduces pressure on property taxes and approves the municipality's

[15:28] ability to maintain infrastructure. Respond to emerging needs, and invest

[15:33] in community priorities. The third

[15:43] core financial principle tonight is growth management. Which is aligning

[15:49] the community growth with infrastructure capacity and long - term

[15:52] financial planning. Growth management is about ensuring that occurs in

[15:58] a sustainable and financially responsible way. It helps align the

[16:03] pace and the location of community growth with a capacity

[16:06] of the municipalities infrastructure services and available resources. By coordinating

[16:13] land use planning infrastructure investments and long - term financial

[16:17] forecasting, growth management allows the municipality to anticipate future needs.

[16:21] And make it formed decisions about roads, water and wastewater

[16:26] systems, transit. Community facilities, and other public services. This approach

[16:32] supports orderly development helps avoid costly infrastructure shortfalls and ensures

[16:37] that growth contributes to the community's long - term financial

[16:40] sustainability. While maintaining the quality of life, uh, for residents

[16:46] and businesses. Strong infrastructure builds a strong future. Uh,

[16:56] smart capital investments. Today. Protect services, strength and communities, and

[17:02] prepare the next generation. Prefer Chatham Kent for the next

[17:06] generation. Uh, growth management decisions shape how communities evolve and

[17:11] how municipal services are delivered over time. By coordinating growth,

[17:14] planning with financial capacity, child seeks to support community vitality

[17:21] while protecting affordability and service sustainability. As you know, after,

[17:30] uh, period of decline, uh, recent years show strong population

[17:35] growth. As of July, 2025, Chatham population was estimated at

[17:43] just over 113, 000 residents. Reflecting continued growth across the

[17:48] municipality. In fact, since 2016, uh, Chatham Connect Experience population

[17:53] increase of over eight percent. Or over 8, 500 additional

[17:57] residents. This growth is significant, particularly when you'd in the

[18:01] context of the previous decade where population levels remain relatively

[18:05] stable or experienced periods of decline. This recent increase demonstrates

[18:11] the Chown Kent is an increasingly attractive place to live,

[18:17] work, and invest. Growth has been supported by a combination

[18:20] of factors, including Housing Development. Economic Opportunities, Immigration, and Communities

[18:27] Quality of Life. While population growth brings many benefits, including

[18:34] a larger labour force increased economic activity and a broader

[18:37] municipal tax base. It also creates additional demands for infrastructure,

[18:43] municipal services, housing, transportation networks. And community amenities. Some of

[18:51] the recent growth was accomplished by infilling a company. Without

[18:58] major infrastructure investments or capacity, uh, improvements. That room's no

[19:06] longer really available. And that infrastructure infrastructure improvements and expansion

[19:13] is of capacity are needed to sustain this growth. Understanding

[19:19] the population trends is critical to growth management. Accurate population

[19:24] forecasting helps ensure that infrastructure investments and financial planning are

[19:29] aligned with future needs. Allowing the municipality to proactively plan

[19:32] for growth rather than react to it after the capacity

[19:37] challenges that submerge. Ultimately, uh, these population increases reinforced importance

[19:43] of coordining land use planning infrastructure delivery and long -

[19:47] term financial strategies to ensure challenges to grow in a

[19:51] sustainable and physically responsible manner. Here, uh, you've seen this

[19:59] before. This is showing percent growth in communities in 2025.

[20:06] Chatham Kent grew 1. 2 percent, over 1. 2 percent

[20:10] representing the highest single year growth rate recorded in more

[20:13] than 20 years since consistent population tracking began. This is

[20:17] a notable milestone and reflects increasing appeal of Chatham as

[20:20] a place to live, work, and raise the family. Shown

[20:24] on the map, Chatham's growth rate, exceeded that of many

[20:28] surrounding municipalities, as well as exceeded the provincial average during

[20:33] that period. The strong performance highlights that municipality is not,

[20:38] is not only participating in Ontario's broader growth trends, but

[20:41] growing out of pace is outstripping, men can paradies in

[20:46] the region. A key driver of this growth is in

[20:51] migration from elsewhere in on Ontario. More individuals and families

[20:54] are choosing to relocate to Chatham Kent. Attracted by factors

[20:59] such as Housing Affordability. Lower property taxes, our immunity investment

[21:04] plan incentives, employment opportunities, quality of life, and access to

[21:10] amenities. This trend is contributing to both population growth. And

[21:16] increased it demand for housing infrastructure and municipal services. These

[21:21] growth patterns reinforce the importance of proactive growth management. As

[21:26] more people choose to make Chatham Kent their home, the

[21:30] municipality must continue to align planning, infrastructure investments, and financial

[21:35] strategies to support sustainable growth and maintain the high quality

[21:38] services residents expect.

[21:53] Them, growth management. Uh, Chattamut's growth management approach is guided

[21:58] by integrated set of Council proved policy documents, including the

[22:02] official plan. The Council Growth Strategy Provincial Planning Statements, the

[22:07] Community Improvement Plans, and specific master plans. The long -

[22:12] term financial plan serves as a financial framework that aligns

[22:17] these policies with municipal capacity. Affordable ability, and long -

[22:21] term sustainability. The official plan establishes where and how growth

[22:27] should occur with an emphasis on directing Development to designated

[22:32] settlement areas, supporting efficient infrastructure use, and protecting agricultural and

[22:37] environmental resources. The Council Girl Strategy builds on this foundation

[22:43] by prioritizing population growth, economic development, and community vitality, and

[22:48] then provincial planning statement requires municipality to build more housing

[22:52] where it's needed, make land available for development, create opportunities

[22:57] for economic development and job creation. And plan for our

[23:04] appropriate transportation, water, sewer, and other infrastructure. Needs necessary to

[23:10] accommodate current and future needs. The Community Improvement Plan, one

[23:15] of our huge successes in John provides targeted financial tools

[23:19] to support Reikvestment, redevelopment, and intensification within existing communities. And

[23:26] master plans translate growth policy into actional infrastructure and service

[23:32] delivery requirements. Plan such as the water and wastewater master

[23:35] plan, transportation mobility, master plan, stormwater master plan, parks and

[23:40] recreation master plan, Fire Master Plan and Housing Strategy identified

[23:44] the infrastructure investments, service levels, and capital priorities required to

[23:49] support the anticipated population and unemployment growth.

[23:59] Chap, can I experience a significant increase and residential development

[24:03] activity over the past decade? With housing annual housing units

[24:08] approved through building permits, increasing from approximately 100 to 200

[24:12] units between 2011 and 2018. To sustain levels exceeding 400

[24:18] units, and only since 2020. The municipality reached a record

[24:24] high of 690 units in 2021. This upper trend reflects

[24:28] growing demand of her housing in Chatham Kent and aligns

[24:31] with broader municipal objectives. To attract residents, workforce growth, and

[24:37] strength and economic development. The increase in housing development also

[24:40] signals a corresponding need for municipal infrastructure, and services to

[24:45] ensure new growth is supported in a sustainable and financially

[24:50] responsible manner. As new residential units are added, demand increases

[24:55] for water and wastewater capacity, transportation infrastructure, stormwater management systems,

[25:02] parks and recreation facilities, emergency services, and other municipal assets.

[25:08] Growth - related investments are therefore required not only to

[25:11] accommodate new residents. But also to maintain service levels for

[25:16] existing communities. The sustained increase in. That growth is no

[25:21] longer a future planning assumption, but an active trend occurring

[25:25] across the municipality. Accordingly, gross - related infrastructure investments must

[25:31] be planned. And implemented proactively to ensure development opportunities are

[25:37] not constrained by servicing limitations. In growth infrastructure will support

[25:44] housing supply objectives, facilitate economic development opportunities, and position Chatham

[25:50] Kent to accommodate forecasted population growth all maintaining its long

[25:54] - term sustainability.

[26:04] Chairman Kent's asset management approach focuses on building effective, robust,

[26:08] and data - driven asset management systems. Or AMS. Uh,

[26:13] this system supports responsible decision - making regarding the services

[26:16] provided to the public and the assets required to deliver

[26:19] those services. The AMS is guided by Chatham Ken strategic

[26:23] asset management policy, provincial O - Reg - 588 -

[26:27] 17. In the annual detailed asset management plans. A practical

[26:35] example of asset management planning and Chatham Kent is the

[26:38] improvement of asset data to support informed evidence - based

[26:42] decision - making. Through the Development of Detailed Asset Management

[26:45] Plans for Community Parks, the municipality completed a comprehensive inventory

[26:49] of park assets that did not previously existed following amalgamation.

[26:54] This work could provide a clear understanding of the assets

[26:57] available to residents, their condition, and the resources required to

[27:01] maintain them. The enhanced data benefits both residents and the

[27:06] municipality. It improves public awareness of available amenities such as

[27:10] playgrounds and baseball diamonds, while also helping administration align service

[27:14] levels with available staffing and funding. By understanding what assets

[27:19] exist. And what it takes to maintain them, Council can

[27:23] make more informed decisions that support sustainable service delivery and

[27:26] long - term financial planning. The life cycle of an

[27:32] asset requires ongoing capital investment to ensure the asset continues

[27:36] to deliver the intended level of service to the community.

[27:39] While the initial acquisition of an asset often represents the

[27:42] largest investment, additional funding is required throughout its life for

[27:47] rehabilitation renewal and eventually replacement. Regular capital investments such as

[27:52] replacing major components, rehabilitating aging infrastructure, or upgrading equipment, help

[27:58] extend asset life, reduce operating risks, and avoid more costly

[28:02] failures in the future. By planning for these investments over

[28:07] the entire life cycle of an asset. Municipalities can maintain

[28:10] service levels, maximize the value of public assets, and manage

[28:14] long - term financial sustainability. Over the next four years,

[28:20] the number on this slide will be adjusted. Based on

[28:23] master plans, budget allocations, disposal projections, and changes to levels

[28:29] of service. It bears mentioning that the financial accountability office

[28:33] of Ontario indicates that the vast majority and potentially all

[28:37] of Ontario is 444 municipalities face an infrastructure funding gap.

[28:43] According to the association of municipalities of Ontario, or AMO,

[28:47] roughly 45 percent of Ontario's municipal infrastructure assets are in

[28:51] a state of disrepair. Because Owned Source Revenues cannot fully

[28:56] meet these demands. Municipalities are heavily lobbying the province for

[29:01] a consistent and predictable funding source to address this issue.

[29:07] Asset management planning provides the foundation for a long -

[29:09] term financial plan by identifying the future costs required to

[29:13] maintain, renew, and replace municipal assets. It helps Council understand

[29:18] upcoming infrastructure investment needs, prioritize projects based on risk and

[29:23] service impacts, and make informed decisions about funding strategies. By

[29:27] integrating asset management planning with long - term financial planning,

[29:32] Dominicipality can proactively manage assets, avoid unexpected financial pressures, and

[29:37] ensure the sustainable delivery of services for residents both now

[29:41] and in the future. Two critical components of Chatham Kent's

[29:48] financial strategy is our approach to cash investment and reserve

[29:51] fund management. Together, these practices ensure we protect public funds,

[29:56] maintain liquidity to meet our obligations and generate stable non

[30:00] - taxation revenue. Our cash investment strategy is built on

[30:06] a strong foundation of policy, legislation, and disciplined financial management.

[30:11] All investment activities are governed by Council's Investment Policy and

[30:15] comply with the municipal Act 2001, Ontario Regulation 438 -

[30:21] 97. These frameworks ensure that everything we do prioritizes security

[30:26] and transparency. Our objectives follow a clear hierarchy. First, we

[30:32] comply with all statutory requirements. Second, we preserve capital. Third,

[30:37] we maintain sufficient liquidity. And finally, we aim to earn

[30:40] a competitive rate of return. Turning to reserve fund management.

[30:46] This is the long - term foundation of our financial

[30:48] health. Reserves are established for a specific purposes and funded

[30:52] based on asset lifecycle needs, capital forecasts, and long -

[30:57] term planning assumptions. This ensures we're prepared for known future

[31:00] costs while remaining flexible for changing priorities. Importantly, reserves are

[31:06] fully integrated into our financial framework. They support the annual

[31:10] budget, capital planning, asset management planned, and long - term

[31:14] financial strategy. This disciplined approach ensures we maintain adequate funding

[31:19] for infrastructure renewal. Replacement and contingencies while minimizing reliance on

[31:24] debt. Effective reserve management has direct visible benefits for the

[31:30] community. It allows us to plan and deliver infrastructure investment

[31:34] like roads, water systems, and municipal facilities in a stable

[31:38] and predictable way. This reduces service disruptions, avoids sharp tax

[31:42] increases, and lowers borrowing costs. It also ensures we can

[31:46] respond to unexpected events without significant financial strain. For taxpayers,

[31:52] it means smoother financial impacts over time. Sustained service levels,

[31:57] and confidence that municipal finances are being managed responsibly. In

[32:03] 2025, Chatham Ken generated 22. 1 million dollars in investment

[32:07] income through discipline cash management, strategic fixed income investments, and

[32:12] the realization of gains on principally protected notes. Despite a

[32:16] declining interest rate environment, we locked in higher yields and

[32:20] generated 8 million dollars in gains while fully protecting capital.

[32:23] This performance strengthened reserves reduced reliance on borrowing and created

[32:28] meaningful, non - tax revenue, helping to moderate future property

[32:31] tax pressures for residents.

[32:46] The last of our core financial principles to talk about

[32:49] tonight is debt management. Debt management ensures major community investments,

[32:55] our finance responsibly, balancing today is infrastructure needs with long

[32:59] - term financial sustainability. Chatham strategy, it grounded in a

[33:04] discipline, long - term approach that emphasizes financial sustainability, affordability,

[33:11] intergenerational fairness, recognising that while infrastructure investment is critical to

[33:16] growth and service delivery, financial decisions are equally important. Guided

[33:26] by the Municipal Act and aligned with the asset management

[33:29] plan. Priority ties as pay as you go funding for

[33:33] lysucal maintenance. Through dedicated levies and reserves, ensuring users, fund

[33:41] current services, well, minimizing interest cost and pressures on future

[33:46] budgets. We used debt for major investments that provide long

[33:55] - term benefits to the community. So choosing the right

[34:02] funding approach. Funding decisions are based on the type of

[34:07] investment. And who benefits from it. So important slide. It's

[34:17] Council of the Doris Pay as you go. Um, for

[34:21] things like road rehabilitation, life cycle renewal and routine infrastructure.

[34:27] And the use of debt, which shares cost over a

[34:34] period of time. For things like new affordable housing, new

[34:39] major facilities and growth - related infrastructure. That is used

[34:43] sparring and only where it delivers clear value, such as

[34:47] a growth - related infrastructure and major strategic investment. This

[34:53] approach is supported by strong project prior titulation, defining criteria

[34:58] for debt use, and prudent financial metrics to maintain sustainability

[35:01] and affordable debt levels. So, so, uh, you know, recent

[35:10] examples of various and examples, you know, rotary voltation, as

[35:14] you know, shaven paving and all the normal maintenance are

[35:21] done by as you go system. Well, I made your

[35:25] facility like the 72 unit Affordable Housing Build at 199

[35:29] West Cort in Wallsberg. It was a perfect example of

[35:32] using both upper funding. And municipal debt to spread the

[35:39] cost over the generations that will benefit. Ongoing maintenance, both

[35:45] those projects, they're still funded annually within the operating budget,

[35:49] reforcing the principle of a lining costs with use and

[35:53] preventing future financial pressures. Using the great funding tool. For

[36:01] the right investment helps keeps taxes stable. Provide financial flexibility.

[36:07] And certificate ensures today's decisions remained fair for future generations.

[36:13] The strategy supports stable taxes and rates. Protects essential services.

[36:18] And ensures infrastructure investment remain affordable and timely. By prioritizing

[36:25] pay as you go funding and strong reserves, it reduces

[36:29] long - term costs, preserves financial flexibility, and builds trust

[36:32] through transparent, responsible, fiscal management. Our financial

[36:42] efficiency, particularly over the last decade, gives us the power

[36:45] to invest into our future. Um. Uh. Tons available tomorrow

[36:53] for investments in Chatham Kent. Are up to 900 million

[36:59] based on provincial government policy, and that's based on 2024

[37:03] financial results. As a result of Council of Prudent Decision

[37:07] - making and responsible financial stewardship, Chatham Count has maintained

[37:11] very low debt levels. Of debt. While preserving this financial

[37:16] flexibility. These discipline - ered. Of course, we don't suggest

[37:26] that we're going up to this limit. Uh, often there

[37:30] are other sources of revenues to fund debt payments. Uh,

[37:34] such as upper levels of governments. And the example of

[37:37] that was when we built River Gardens, we're two -

[37:39] thirds of the debt was paid by the province over

[37:43] the last 20 years. And Development Choice charges that are

[37:49] when a assets developed, and then the Housing fills in

[37:54] over the next decade debt is perfect for those cases

[37:59] to align the debt charges with the funds coming in.

[38:06] So in Collusion. The updated long - term financial plan

[38:11] will be presented to Council in the first quarter of

[38:14] 2027. It's being updated, because now it's our asset management

[38:21] plan exercise. And remember this presentation was meant to follow

[38:26] Sean's presentation, uh, at your last council and sort of

[38:29] tie together. Um. We now have real data. Uh, as

[38:37] Brock said, uh, infrastructure gaps are across the province. It's

[38:42] in every municipality. Sounds like a scary number, but that's

[38:46] not to be a scary number, the infrastructure gap. It's

[38:50] what do you do moving forward. Uh, lobbing upper level

[38:55] as a government. We finally have real data to do

[39:00] that lobbying rather than guesses. And consistent data across the

[39:05] province, uh, through the asset management plan regulations. Um, so,

[39:12] so, so this will be a great foundation for the

[39:14] next council to build on. This will be delivered to

[39:17] them as part of their, uh, uh, orientation. Uh, and

[39:24] in Q1 of 2027. Really have all the options on

[39:29] the table for them as they develop the next council's

[39:34] term strategic priorities. Thank you, Mr. Mayor. Any questions? Any

[39:41] questions Councillor Story followed by Councillor Bondi. Thank you, Mr.

[39:47] Chair. Thanks to all of you for that great presentation.

[39:50] I was going to ask, can you please do this

[39:53] at the beginning of next term for the next council?

[39:55] It's I'm glad to hear you're going to do that

[39:56] because this was very informative. I have a couple of

[40:01] quick questions. The reserve piece, that's always a question that

[40:04] we talk about all term and often one that I

[40:08] know I have challenged. I've had challenges describing to constituents

[40:13] because it's not always an obvious direct line to each

[40:17] one. Is there a legal or legislative amount for how

[40:21] much we must have in our reserves? Thank you. Thank

[40:25] you, Mr. Barrett. No, there is, there is no legislative.

[40:29] As Chatham Kent, we started with 6 million in reserves.

[40:32] Um, and our working reserve because, uh, amalgamation, the rest

[40:38] was given back, uh, to any municipality how to surplus.

[40:42] We've been a Cecil and now building up these reserves

[40:46] to give financial flexibility. And. I would say one of

[40:52] the things that you always need to look at is

[40:54] your reserves to vet ratio. Yes. Or that's very, we

[41:00] worked on paying offer debt for the last decade. Now,

[41:04] now we're in that have that ability because we did

[41:07] that. We now have the ability to invest in Chatham

[41:10] to deal with summer for aging assets and plan for

[41:15] the future. Uh, so those reserved debt ratios will get

[41:20] more to that one into one ratio over the next

[41:23] term. Okay. So you would, in your opinion, it would

[41:28] make sense if we had, so how many, how much

[41:30] do we have in reserves right now? Do you have

[41:31] a general idea? Approximately 300 million. 300 million. Then she,

[41:36] if I'm understanding what you just said correctly, then 30

[41:39] million in reserves and 300 million in. That, that, that

[41:43] would be the, we're better than ideal now, being that

[41:47] we have almost no debt. That would be the, uh,

[41:49] chart of sweet spot as far as auditors or anyone

[41:54] looking. There's lots of municipalities that have twice amount of

[41:58] debt as they do in reserves. Uh. But, but that

[42:03] means, but one to one ratio is I guess what

[42:06] you would say is the ideal point. And remember this,

[42:10] this also includes the POC. Um, so we're looking at,

[42:14] uh, some, some major projects over the next few years

[42:17] on the PVC side as well. Okay. Thank you. And

[42:21] those reserves, it's not just 300 million and spread out.

[42:25] There's different uses for different, uh, departments, different projects. And

[42:30] we aren't necessarily, we can't necessarily use a reserve for

[42:34] one account into another CASON one hand. You're like, okay,

[42:36] we have 300 reserve. Why don't we take, uh, 20

[42:40] million in Chip away at the asset management. Uh, gap

[42:45] that we have, but it's not quite that simple, correct?

[42:47] It's not as simple. And a couple things to keep

[42:49] in mind, one, uh, we talked about investment income on,

[42:53] on those reserves. If we're making a return that's greater

[42:59] than the construction, inflation costs, we're doing well. And that's

[43:05] what we've been doing the last few years with our

[43:08] investment strategy. So, so we're able to, to provide more

[43:14] funding and to annual budgets. There are substantial part additions

[43:20] in the last multi - year budgets. It'll be much,

[43:22] we'll be able to do much more in the next

[43:24] multi - year budget and invest more. Have those, uh,

[43:30] annual returns that pay dividends to every resident. Sean Mc

[43:36] not having to raise taxes as much as otherwise. So,

[43:42] so when we start next term, when there is a

[43:47] new council in place. Will you be reviewing all of

[43:52] that with them? Cause I know it's. I know a

[43:56] question I've gotten throughout this term has been, well, you've

[43:58] got that much in reserves. Why aren't we spending it.

[44:03] And it's not, again, it's not quite that simple, is

[44:06] it, but I often have struggled to answer that effectively

[44:08] because it does seem like a large amount. And we

[44:10] do have roads we want paved and bridges we want

[44:13] repaired and that kind of thing. So I think it

[44:15] maybe there's. An easier explanation to share why we wouldn't

[44:19] just automatically. Use some of that to find that type

[44:22] of work. Thank you. Thank you, Mr. Mayor. While the

[44:29] number has grown, um, you always have to look at

[44:34] it in comparison to what type of municipality we are

[44:37] and all the services that we supply as a single

[44:41] tier with the geography that we have about half of

[44:47] that old funds are reserves that are building up so

[44:50] that we can afford some of those pay as you

[44:53] go items. Good example of the third street bridge and

[45:01] Chatham, you know, I don't 12 million dollar project, whatever

[45:06] it was. That's the whole year of, of, of, of

[45:11] bridge funding almost, just in that one bridge. So we

[45:15] had, you know, so some of it's building up for

[45:16] that large mass of bridge. Um, we get, and we

[45:21] have several more of those mastered bridge. She was crossing

[45:24] the, uh, either tons or sitting ham river that are

[45:28] upcoming in the next few years that will need that

[45:29] 10, 20 million dollar spend in one shot. So that's,

[45:34] you know, and that's for parks and everything arenas, they

[45:40] save up for our floor replacement every few years and

[45:43] on and on. So that's, like I say, about half

[45:46] the infrastructure. The other half, there's a, there's a couple

[45:49] mandated reserves, but the majority of it is, uh, Council

[45:53] Director Reserves for various, uh, items. You review it annually

[45:58] as part of the budget process. Provided the targets of

[46:02] where they'll be at the end of a multi -

[46:04] year budget. And our ultimate up to Council, whether. That's

[46:10] still a priority, what the money was set aside for

[46:12] or whether there's changes to be made to the plan.

[46:14] Thanks, Courtz. So maybe I'll ask them some more questions.

[46:18] The reasonable way to maybe explain it for a personal

[46:20] that I'm, I like to buy a new vehicle. I

[46:23] don't have the money I need quite yet. So I'm

[46:25] going to save up essentially for a certain number of

[46:27] years till I have enough money to buy the new

[46:29] current that I'm going to use that money in that

[46:30] account to buy that new car or replace my old

[46:33] car, what have you. So just in a relatable example

[46:36] in our own. It's relatable, but often that decision would

[46:41] be a combination of some of reserves that you think

[46:44] that you have in your bank account and perhaps some

[46:46] debt as well. Reasonable debt. You don't put 20 year

[46:51] debt on a car that's only going to last 10

[46:53] years, for example. And those payments need to be affordable.

[46:59] In your budget. So, so it's that balance. And really

[47:04] to a car example. Are you buying a 70, 000

[47:07] dollar car or 40, 000 car because of you basing

[47:09] what you're buying based on between your reserve balances, what's

[47:15] in your bank yet and other costs that you have

[47:18] and your ability to whirl, uh, where you're at. So

[47:21] and that's what council's decisions are, you know, what is

[47:26] reasonable. And in light of growth as well. Thank you.

[47:31] Are you almost done? I just have one quick one.

[47:33] Sorry. Thank you Mr. Mayor for the, uh, flexibility. The

[47:37] 22. 1 million in non - tax revenue. Where does

[47:39] that go? And that's it. Thank you. Yeah. Uh, so

[47:43] we have a budget, interesting income. That's one of the

[47:46] things that Lord, the tax increase over this term. Uh,

[47:51] there was a substantial increase. In that now that we

[47:54] further developed. This financing strategy. There'll be, uh, further, uh.

[48:06] Addition to revenues non tax revenues, which is about every

[48:10] way he wants. In the upcoming budgets, uh, that'll again,

[48:15] uh, Laura, the tax increase that we need. Councillor Bondi

[48:21] followed by Councillor Harrigan. Uh, thank you, Mary Candiff. Um,

[48:24] well, gentlemen, that's a very rosy economic picture you've painted.

[48:28] So I'm just one of the people at home. I

[48:30] just wonder why their taxes keep going up year after

[48:32] year, but that's that. Now my question is you talk

[48:36] a lot about growth and population growth in the municipality.

[48:39] So how do we know this? Like you have a

[48:41] very specific number of 1. 23 percent in 2025, but

[48:45] we just completed the national census like six months ago.

[48:48] So for instance, I have three kids the last couple

[48:50] of years. They've gone off to school and they didn't

[48:52] report that to anybody. And nobody asked. So how do

[48:54] you have such a specific without a census? Like who's

[48:58] County. So, uh, turn over to Bruce for a better

[49:02] answer, but that census is once every five years, right?

[49:05] And so there are interim estimates, uh, done. So this

[49:08] is an estimate, not fact. Yes. But I'll let Bruce

[49:12] talk to, cause those populations came from one of versus

[49:16] staff report. Yeah. So each year annually in July stats

[49:22] can does release a, uh, a projection of what the

[49:27] growth and population is. But, um, you're right. The census

[49:31] happens every five years. Um, the first tranches of that

[49:34] data will come out early next year in terms of

[49:38] the next census. But they're pretty accurate projections that they

[49:41] do on an annual basis. Well, pretty accurate. 1. 23

[49:45] percent in 2025. I'm just stating what the report were

[49:48] you guys just told us. Like I'm just curious, that's,

[49:52] that's not a real number then. That's a projection. It's

[49:54] a guess. That can, well, they're guessing. Not you. There

[49:59] it is. Okay. So it's a guest. Okay. Thanks. Councillor

[50:03] Harrigan followed by Councillor Anderson. Uh, thank you through the

[50:07] mayor. Some of Councillor stories questions touched on what I

[50:12] had written down, but I guess I will just ask

[50:14] the question, uh, Gord, how would you respond to what

[50:18] sometimes we commonly hear from residents or constituents when they

[50:21] say don't take on more debt, pay off your debt

[50:24] as quick as possible and try to have no debt

[50:26] is that similar to when people say, you know, don't

[50:29] rush to pay off your mortgage if you're not saving

[50:31] for your retirement or like what kind of more local

[50:33] analogy can we give and what's the risk to us

[50:37] if we choose not to take on any debt. I

[50:43] guess analogy. Perfect people can relate to as a house,

[50:48] house purchased. Young family just into the workforce, maybe have

[50:55] saved up. Enough or down payment. You could continue to

[51:02] save and pay cash for that house, but it might

[51:05] take you 20 years before you're able to afford to

[51:08] afford that house. Is it better for inner, you know,

[51:13] part of the international equity. To have that larger house

[51:18] when you have the growing family and actually need the

[51:21] space. Rather than save money all your life to have.

[51:28] To have the full payment and fall when you're about

[51:32] to retire. And, uh. You know, in a personal example,

[51:36] of course, the limited lifespan. You know, scholars don't have

[51:39] that limited lifespan. We're always going to be here. One

[51:44] shaper or another. We're always here and we're always growing.

[51:50] So, so we have to. Or that sort of example

[51:55] for people to understand. This council has made lots of

[52:01] decisions on issue debt. It just hasn't happened yet, uh,

[52:06] because it is issued when the project is completed. So

[52:11] the wall sparked housing project, for example, it'll be late

[52:16] 2028 before the next council actually issues the debt and

[52:21] starts clock on a 2025, 30 year diventure on that

[52:25] project. And is that like lifespan of the asset? What

[52:31] helps guide staff as to whether or not we should

[52:32] be pulling something from reserves or taking, we use the

[52:35] term like using DeVentures for it, right? Which really means

[52:37] we're going to borrow to get the projects done. Is

[52:39] there guidelines that staff have internally when they present to

[52:42] Council on that. Yeah. Yes. Mainly, mainly matching lifespan, but

[52:52] of course, you know, Barbarna, we're also not issuing 75

[52:57] year debt on that housing unit. You know, that saved

[53:01] life span 75 to 100 years. At some point it

[53:04] has to be reasonable. And there's maximums that were even

[53:06] allowed to borrow 40 year off the top of my

[53:09] head. It's a maximum length of the time that we

[53:11] even could borrow. Um, and you just have to weigh

[53:16] the cost of borrowing. We have some, uh, it's now

[53:22] been paid off, but we had some debt on our

[53:23] books that was at. 10 percent interests. That we inherited

[53:28] an amalgamation. And we have some debts that we issued

[53:35] back 20 years ago that had now paid off that

[53:37] were only at two and a half percent. So you

[53:40] got to compare that cost, that carrying cost of debt

[53:44] versus what, what's the cost of waiting. For example. I

[53:52] know life at chat, we talked about arenas about four

[53:55] or five times. You know, you can go from, we

[54:00] cut up our old 25 million in 2001 and how

[54:05] to arena. Now we're talking the 160 million for the

[54:09] whole complex in the Recoration Master Plan. So things change

[54:13] over time. And you need to weigh that cost of

[54:15] debt versus the cost of not building and not, uh,

[54:19] and, uh, I guess the other part that's proven in

[54:21] the asset management, our assets are aging. And we can't

[54:27] let them all. Get old at the same time or

[54:32] how, how could you possibly, you know, we do have

[54:34] limits on what we can borrow and the, uh, payments

[54:37] on debt that we can make. So you got to

[54:40] keep up on your assets. Um. We're, our balance sheet

[54:45] is telling us now's the time to invest in Chad

[54:47] of Kent and, and invest in many of our aging

[54:50] assets. To Council to cite hell. Great. And I will

[54:55] just, um, put a plug in for the capital project

[54:58] explorer that's in our life budget tool, which is a

[55:00] really great way for residents to see all of the

[55:03] different projects that we're investing in all at once. Um,

[55:07] last question. Thank you, Markannef. Um, you mentioned, uh, generating

[55:14] revenue from non tax sources. So can you talk about,

[55:19] uh, what you mean by that. And if there are

[55:22] other non tax revenue generating sources that could be in

[55:27] our future without it being user fees, because I think

[55:30] outside of our taxes are a concern user fees is

[55:34] another concern that we hear as, um, council. Yeah. Crack.

[55:39] User fees are the next largest group. And that includes

[55:42] the PUC water and wastewater eights. User fees are of

[55:45] course are in the next highest one. Of course, ideally,

[55:49] uh, back downper level government grants, um, having predictable, uh,

[55:55] long - term permanent funding in place. You know, we

[56:01] talked at this Council many times about the OCIF cap,

[56:06] for example. You know, we're messing out with on 19.

[56:10] 3 million dollars a year. What a change that would

[56:13] make and reinvesting into Chattanoogan if we knew for the

[56:17] next decade, we had that money coming in. Um, but

[56:20] then the other non sourced. So the, uh, our Vespa

[56:24] portfolio is one of them. Um, that we talked about,

[56:27] but, but then there's, uh, that was the whole idea

[56:30] of the, uh, waste energy plant was to even increase

[56:33] more. Uh, on those returns above what we're making on

[56:37] our current investment portfolio to have new revenues, uh, to

[56:43] displace the need for increased access. Uh, we need to

[56:47] keep on exploring. Any of those possibilities. Naming rights, uh,

[56:54] all, all those types of non tax sources. Great. Thank

[57:00] you for the presentation and for your responses to my

[57:02] questions. Councillor Anderson followed by Councillor Zakatchi. Thank you, Mr.

[57:08] Mayor and through you. Um, thank you for that. I

[57:10] just want to kind of piggyback off of Councillor Harrigan

[57:14] quickly to better understand. So our healthy reserve versus debt

[57:19] gives us better borrowing power to get up to that

[57:22] 900 million dollars should we ever need it. Is that

[57:24] correct? Cracked. Uh, we get most of our boring through

[57:30] infrastructure on trail, but, but to do that, it's not

[57:33] only that municipal debt limit that we flashed on the

[57:38] screen. But it's also the credit worthiness of a municipality.

[57:44] And, you know, do those that are lending us the

[57:48] money feel that we're confident. Are they confident that we

[57:53] can repay those debts? Um. So the credit worthiness is

[58:00] very important and with no debt or almost no doubt

[58:04] on your balance sheet. You're really in the ideal spot

[58:08] to get the best rates you can. Thank you. Um,

[58:11] and then just so I can best understand when we

[58:15] talk about not using the reserves and kind of going

[58:19] into debt. Would that be like not pulling out of

[58:22] your RRSPs to buy a car at zero percent interest?

[58:26] Do you know what I mean when you could finance

[58:28] it over seven years at zero percent? Is that kind

[58:30] of what we're talking about the debt we take on.

[58:32] So we have a monthly payment rather than pulling out

[58:34] of our reserve. That's absolutely correct. Uh, you know, we're

[58:40] not just here one time. You know, you can take

[58:43] 300 million, spend it on one project. Gone forever. It's

[58:49] producing a annual income greater than the, uh, costs of

[58:55] inflation. And, uh, but, but ultimately, you know, some of

[58:59] those, I do want to say it's not that we

[59:01] want to keep. 300 in reserves either. Some of that

[59:05] is building up for specific projects that are on the

[59:09] horizon. POC reserves, for example, they've been building the reserves

[59:15] for the last five years. To get ready for some

[59:20] massive construction projects that they're in capacity issues at their

[59:24] face with. So, so some of that reserve balances actually

[59:28] will be. At least allies and that decision made. Going

[59:34] back to the PUC. Do they draw down half of

[59:37] the reserves and the rest goes to debt? You know,

[59:39] they got, they'll have to make those decisions on, on

[59:41] what, what's the best trade - off between having money

[59:47] in the bank versus, uh, the size of the debt

[59:51] that they're issued. Thank you. And, and is it, is

[59:55] it fair to say that some of those reserves are

[59:59] similar to an RSP? Well, others you can pull from

[1:00:02] quite easily like a tax resaving. Is that fair to

[1:00:04] say? And that's why we have it invested that way.

[1:00:07] Yeah. Yes. Uh, independent of the amount reserves, we take

[1:00:13] an investment strategy. We know we're not pulling all the

[1:00:16] money out. In one year. Um, so some of our

[1:00:21] investments are a five year investment. Or so. So, so

[1:00:27] we're strategically making sure we have enough money available for

[1:00:30] that cash flow for the projected spending, you know, if

[1:00:33] there's a major PUC plant in 2028 or something like

[1:00:37] we got to be able to predict in advance, when

[1:00:40] will we need those funds more like your tax re

[1:00:43] - savings account. You draw it out really quick. And,

[1:00:48] but, but we do have liquidity in our investments, uh,

[1:00:52] anything could be cashed out if there was a reason.

[1:00:55] To do that. All right. Uh, thank you very much

[1:00:59] for this presentation. I know I have endless conversations with

[1:01:03] all three of you trying to wrap my brain around

[1:01:05] this, uh, I definitely appreciate the work that you guys

[1:01:07] do and in how you invest our money and utilise,

[1:01:10] uh, taxpayer dollars in any funding that we get. So

[1:01:13] thank you for the presentation Councillor Sakacci. Thank you, Mayor

[1:01:18] Kenneth, through you. Um, Gordon, in preparation for your presentation,

[1:01:23] I read through the BMA study a little bit, talking

[1:01:25] about like our debt load, just some copy and paste

[1:01:28] here that. So it's significantly, both the average is 686

[1:01:34] per person. Ours is around 181. So one thing that

[1:01:37] I've always had a hard time with, and I'm always,

[1:01:41] you know, open to asking questions that I don't understand.

[1:01:44] And there's two of them. So when we're looking at,

[1:01:47] um. Inflation, a lot of people look at their taxes

[1:01:51] and they say the inflation. So the Inflation this year

[1:01:55] is let's say three percent. A lot of people don't

[1:02:00] discuss the pressures of, you know, construction, inflation as well

[1:02:05] as, uh, raw materials, roads, you know, those types of

[1:02:09] things that we're paying equipment and all that. So I

[1:02:12] know that when we're borrowing money, generally speaking, you know,

[1:02:15] less than 101 from you, you know, my first term

[1:02:18] was, it's supposed to be used for like a capital

[1:02:21] projects. Um, but when do we from, from, uh, like,

[1:02:27] you know, debenture standpoint look at if the Inflation of

[1:02:30] roads, for instance, I'll give you an example, Mayor Canef's

[1:02:34] motion to, uh, for the gravel road conversion. So we're

[1:02:37] actually borrowing money. So for borrowing money, let's say you

[1:02:40] were boring at four percent because we have an excellent

[1:02:42] credit rating. But the Inflation over the next 10 years

[1:02:45] of, of those, that gravel, you know, the cement, the

[1:02:48] asphalt, the bridges are actually like 10, 12, 13, 14

[1:02:52] percent. That's actually compounding. Wouldn't it make more sense if

[1:02:56] we gauge the economy better to say, you know, I

[1:02:59] know it might be for operational or life cycle. Do

[1:03:03] you ever take that to scale? Because I know generally

[1:03:05] when we're having budget discussions, it's all about capital expenditures

[1:03:09] one time funding. Those types of things. And I've never

[1:03:11] really understood that with knowing that how much, especially through

[1:03:15] COVID how much our materials and work went through, went

[1:03:18] up, sorry. Yeah. Thank you very much for the question.

[1:03:20] So for operating costs, you definitely never want to borrow

[1:03:23] because you have the operating costs next year too. And

[1:03:25] so now you've added that, that charges on top of

[1:03:30] that operating cost if you paid for this year's operating

[1:03:33] costs with that. So, but, but for the lifecycle replacement

[1:03:39] of, you know, replacing a bridge down a certain road

[1:03:43] with the vaccine bridge, um, we, we did have to

[1:03:47] borrow as Chatham Kenton early years because we didn't have

[1:03:51] anything in reserves. And we had bridges at the Brinker

[1:03:56] failure. So that's why the Councils of the day targeted

[1:04:02] getting to the stage, which we've been in the last

[1:04:05] decade where we're on a pay as you go on

[1:04:07] replacing an asset with axiom asset. Um, just, just a

[1:04:12] new replacing out all bridge with a new bridge. Um.

[1:04:16] But if you're replacing that old Tulane bridge with the

[1:04:20] four lane bridge because you're expanding the highway because of

[1:04:23] the growth in the new subdivisions happening, that's a different

[1:04:27] type of asset. You might have a quarter to half

[1:04:33] the cost put aside in reserves that were building in

[1:04:36] your lifecycle reserves. To replace the narrow road. But now

[1:04:41] you're building something for the next generation for all those

[1:04:45] houses that are going to be built in that certain

[1:04:47] area when you're winding the road. So that, so that's

[1:04:50] the idea of, um. Real Estrategically using your debt at

[1:04:55] the right time. Um, basically saving your capacity to use

[1:05:01] it when in times like right now, when growth is

[1:05:04] happening all over Chatham and our capacities, uh, running out

[1:05:12] quickly. So, so if you use that on, if we

[1:05:19] had to already hide 400 million dollars of debt on

[1:05:23] our books. Just to spread those pay as you go

[1:05:28] things that we have over 10 years, you're basically just

[1:05:33] adding interest on top of those costs. And it keeps

[1:05:36] on spiraling out of control. And you wouldn't have the

[1:05:39] capacity. To grow as a community, which we do now.

[1:05:43] Thanks just too quick questions. The second one would be,

[1:05:47] um, looking at the numbers now, if, if we decided

[1:05:50] not to take on any more debt, we would essentially,

[1:05:53] I'm just paraphrasing around two years be debt - free,

[1:05:56] essentially. We have a vote for tax - based debt.

[1:06:02] We have about four million dollars of debt at the

[1:06:04] end of this Council term on the books. It scheduled

[1:06:08] payments over a four - year period, but in the

[1:06:12] grand scheme of things, uh, comparing in the BMA study,

[1:06:14] we were basically. You know, we're pretty well debt -

[1:06:17] free right now. There's just a few moments. You can

[1:06:19] just say that one more time, though, if you don't

[1:06:20] mind. We're basically debt - free. Okay, just wanted just

[1:06:23] because of some of the narrative that it's out there

[1:06:25] right now is the exact opposite of that. So I

[1:06:28] think it's important for that sediment to be said, yeah.

[1:06:32] And then this last question for me is that where

[1:06:34] I do have a little bit of a hard time

[1:06:36] understanding is, we don't have to go back to the

[1:06:39] discussion about the governance regarding the PUC. But when we're

[1:06:42] doing Laker asset management plan, when we're doing the infrastructure

[1:06:46] gap, we're including, um, PUC infrastructure in there, where it

[1:06:53] gets really confusing when you see this massive number, um,

[1:06:56] when a lot of that, that, that money and that

[1:06:58] monetary aspects isn't actually tax - based funded. It's user

[1:07:03] rate funded. And I'm just trying to, you know, I

[1:07:05] don't want to CFO, but just, just a calm and

[1:07:09] answer in regards to like, why are we including an

[1:07:11] asset that's not technically ours in these because it does

[1:07:15] balloon the number and it's not related to actual tax

[1:07:18] task asks in the future. A couple of reasons. Um,

[1:07:23] only municipal PUC can't borough. It can only immunicipality can

[1:07:28] whirl and then lend that money. To the POC for

[1:07:32] modern wastewater projects. Um, so it's on our balance sheet.

[1:07:36] It's on, um, that provincial, uh, deployment of the 900

[1:07:41] million that's calculated. With PUC rates in that calculation and

[1:07:47] PUC debt levels. So, so, but, so the province is

[1:07:50] looking at us as a whole, um, they're not dividing

[1:07:54] it up. Now things like the BMA studies, slice and

[1:07:56] dice and split out debt between water wastewater debt and

[1:08:02] the municipal debt to get that dollar, um, cause present

[1:08:07] in each of those, but that it's basically due to

[1:08:09] legislations where we have to, uh, combining it. It's all

[1:08:13] one of our financial statements. But there's also legislation on

[1:08:17] the PUC first, for example, that water rates need to

[1:08:21] pay for a hundred percent of water costs. Prior to

[1:08:26] lockerton. There was the opportunity for taxes to subsidize rates

[1:08:30] or rates of socialized taxes. It was sort of a

[1:08:33] free for all. That's no longer the case since Walkerton

[1:08:36] and the lack of investments that were made in water

[1:08:38] systems prior to that. Um, uh, so since a walkthroughed

[1:08:42] tragedy, it's legislated that those water rates pay for all

[1:08:46] water costs, including the debt. Seeing all the questions, one

[1:08:54] quick comment as well. I think Council should be very

[1:08:57] proud of themselves collectively. That the strong balance sheet we're

[1:09:00] passing to the next Council. Does it allow them a

[1:09:02] lot of opportunities for strategic investment and strategic direction? So,

[1:09:07] so thanks for Council for the network the last four

[1:09:10] years for us putting together such a strong balance sheet.

[1:09:13] Queen Ford. With that, we'll move on to notice of

[1:09:17] motion. I've got five of them, uh, Councillor McDonald's Councillor

[1:09:21] Scotchy, Councillor Hall, Councillor Harrigan and Councillor Seagars. I'll go

[1:09:24] in that order. Council, Sir McDonald, go ahead. Great. Thank

[1:09:28] you. Um, aye Councillor McDonald here by provide notice that

[1:09:30] I will bring forward the following motion at the August

[1:09:33] 10th, 2026 Council meeting for discussion and voting. Whereas administration

[1:09:37] has undertaking a review of user fees and the consistent

[1:09:40] application of Council proved fee policies. And whereas the First

[1:09:45] Ridgetown Scout group and the IODE Ridgetown Confederation chapter have

[1:09:49] historically used the Ridgetown Rotary Youth Centre at no cost

[1:09:52] for their programs and community activities. Therefore, be it resolved

[1:09:56] that administration be directed to negotiate agreements with the First

[1:09:59] Ridgetown Scout group and the IODE Ridgetown Confederation chapter to

[1:10:04] formalize their continued use of the Ridgetown Rotary Youth Centre

[1:10:07] at no cost consistent with their historic use of the

[1:10:10] facility and that such agreements be executed by the general

[1:10:13] manager, Infrastructure and Engineering Services subject to the satisfaction of

[1:10:17] the director legal services. Councillor Scott Chief, Holver Council Hall.

[1:10:23] Thank you. Councillor Anthony Sigacci here provide notice that I'd

[1:10:27] be bearing into following motion for voting discussion on the

[1:10:29] August 10th meeting of Council. That Council discuss areas of

[1:10:34] concern for potential placements of additional CCTV cameras and direct

[1:10:38] administration to investigate areas of concern by Council and Residence

[1:10:42] a report back on potential locations where the installation of

[1:10:45] CCTV cameras may provide significant public, uh, benefit, including but

[1:10:50] not limited to Areo and Mitchell's Bay in areas that

[1:10:53] experience a large influx of people in continued vandalism for

[1:10:57] discussion. Be it resolved that administration's last CK Police present

[1:11:02] available options estimated costs, funding opportunities, and any privacy or

[1:11:08] operational considerations for Council Review and Discussion. Councillor Hall followed

[1:11:13] by Councillor Harrigan. Thank you. I Councillor Aaron Hall here

[1:11:16] by providing notice at all. I'll bring forward the following

[1:11:18] motion at the August 10th, 2026 Council Meaning for Discussion

[1:11:20] and Voting. Whereas a priority for this term of Council

[1:11:23] is to improve sustainable mobility and to integrate a complete

[1:11:26] streets design into all right - of - way projects.

[1:11:29] And whereas a sustainable mobility master plan focused on cycling,

[1:11:33] transit, pedestrian accessibility, and roadway infrastructure is underway. And whereas

[1:11:37] several rail crossings exist in the community of Wallaceburg and

[1:11:40] have not been used for rail in several years. And

[1:11:43] whereas a rail crossing on Defran Avenue was paved over

[1:11:45] during a recent rehabilitation project. And whereas community members and

[1:11:50] Wallace were have expressed concern about the condition and usefulness

[1:11:52] of rail crossings across the community. Therefore, be it resolved

[1:11:56] that administration be directed to present an open session report

[1:11:58] to Council on the number of rail crossings in Walsburg.

[1:12:02] Their condition and the cost to remove them. Furthermore, a

[1:12:05] status and property standards update on the rail bridge over

[1:12:08] the Suddenhand River in Wall Street B included in the

[1:12:10] report. And furthermore, administration be directed to prepare a presentation

[1:12:14] in closed session to the new Council about the history

[1:12:17] and current status of the rail system throughout the community

[1:12:19] of Wellsburg. Councillor Harrigan followed by Councillor Seymour Gregor. Thank

[1:12:27] you Mayor Kenneth. I Councillor Harrigan hereby give notice that

[1:12:30] I will bring forward the following motion for debate and

[1:12:33] discussion and voting at the August 10 Council meeting. Whereas

[1:12:37] across the province renovations to existing rental properties can result

[1:12:41] in the loss of necessary forms of attainable rental housing

[1:12:44] for families, particularly the reduction of multi - bedroom rental

[1:12:48] units. And whereas as part of Council's decision to pass

[1:12:52] a rental renovation license bylaw Council directed administration to pursue

[1:12:57] advocacy efforts with the province, recommending a province - wide

[1:13:01] approach to reducing Renovictions. And whereas not all renovations that

[1:13:05] could result in displacement of families from multi - bedroom

[1:13:09] rental units would be an inappropriate renoviction, but may still

[1:13:13] result in the loss of attainable housing options for Chatham

[1:13:16] Kent citizens. And whereas Chatham Kent Municipal Council is not

[1:13:20] fully in control of decisions related to conversion or renovation

[1:13:25] of rental units due to the powers conferred by the

[1:13:28] province on the Landlord Tenant Board and the Ontario Lands

[1:13:31] Tribunal. Now therefore Council Direct Administration to pursue Advocacy to

[1:13:35] the province, seeking a provincial wide strategy to avoid the

[1:13:39] loss of multi - bedroom rental properties to help ensure

[1:13:42] ongoing availability of these attainable rental housing forms. Councillor C.

[1:13:48] McGregor. Um, I hereby bring notice of motion to come

[1:13:52] to the August 10th meeting for discussion and voting. Whereas

[1:13:56] the Aloe Stonehouse or Lou Stonehouse, pedestrian bridge in the

[1:14:00] Community of Walsburg has been vandalized for the second time

[1:14:03] this year, resulting in significant damage to the electrical infrastructure

[1:14:08] that operates the bridge and renders the Lyft Span in

[1:14:11] ARProl. And whereas repeated acts of vandalism against critical municipal

[1:14:16] infrastructure result in increased costs to taxpayers, disruption to public

[1:14:21] access and impact to community events and services. Now therefore

[1:14:25] be it resolved that administration be directed to prepare a

[1:14:28] report outlining options, costs, and recommendations for enhanced security measures

[1:14:33] at the Lou Stonehouse pedestrian bridge following the repeated incidents

[1:14:39] of vandalism, including but not limited to improve surveillance, access

[1:14:43] controls, lighting, intrusion detection, physical security enhancement, and any other

[1:14:48] measures deemed appropriate to protect the critical municipal infrastructure and

[1:14:53] further that the report include estimated costs associated with the

[1:14:57] recent vandalism, anticipated repair timelines, potential funding sources for both

[1:15:02] repairs and any recommended security enhancements and any operational impacts

[1:15:08] resulting from the bridge being out of service and an

[1:15:11] estimated timeline for returning the report to Council for consideration.

[1:15:14] And I hope when it comes back for discussion that

[1:15:16] I can pull a couple of those things because it's

[1:15:18] been repaired by the time I get back here in

[1:15:21] August. So thank you. Hey, we'll go to close session

[1:15:25] reports. Councillor Hall and the Councillor McDonald, can I get

[1:15:28] you the second? Thank you Mayor Kat. If confidentiality and

[1:15:31] close session meetings, close session meetings of Councillor held to

[1:15:33] discuss sensitive matters such as legal issues, personnel matters or

[1:15:36] property negotiations. These sessions are governed by strict companiantiality to

[1:15:39] protect the interests of the municipality and individuals involved. Council

[1:15:43] members and staff are legally and ethically bound to maintain

[1:15:45] discretion and any disclosure information discussed in close session may

[1:15:51] result in penalties or legal consequences. I have three reports.

[1:15:54] Mayor Caneff, closed session report for from Monday June 22nd

[1:15:59] Council received information on labour relations or contract negotiations with

[1:16:03] regard to EMS contract adjustment section 2392D of the Municipal

[1:16:07] Act Labour Relations or Contract Negotiations with regard to fire

[1:16:11] response in Wallaceburg Section 239 2D of the Municipal Act.

[1:16:16] Council directed administration on proposed disposition of land by the

[1:16:19] Municipality with regard to offered a purchase PIN - 00938

[1:16:25] 1076 Second Street Irio. Section 239 to sea of the

[1:16:29] Municipal Act. Litigation and advice that a subject is solicitor

[1:16:32] client privilege with regard to OLT Appeal 49 Taylor Av

[1:16:36] Chatham, section 239 to E and F of Myst Black.

[1:16:42] Close session report from Monday, July 13th, 2026. Council direct

[1:16:47] administration on proposed disposition of land by the Municipality with

[1:16:51] regard to offer to purchase PIN - 00938 - 1079

[1:16:56] 5th Street Community of Irio Section 239 2C of the

[1:16:59] Municipal Act proposed disposition of land by the Municipality with

[1:17:03] regard to offered a purchase. PIN 00938 1080 Samson Street

[1:17:09] Community of Irio Section 239 2C of the Municipal Act.

[1:17:15] Proposed disposition of land by the Municipality and advice that

[1:17:17] is subject to solicitor client privilege with regard to properties

[1:17:22] in Bothwell Section 239 2C of the Municipal Act. Proposed

[1:17:27] acquisition of land by the Municipality and a position planned

[1:17:30] procedure or instruction to be applied to any negotiations carried

[1:17:34] on by or on behalf of the municipality with regard

[1:17:37] to strategic future land needs Section 239 to see and

[1:17:41] K of the Municipal Act. And finally close session report

[1:17:44] from today Monday, July 27th, 2026. Council directed administration on

[1:17:50] litigation and advice that is subject to solicitor client privilege

[1:17:54] with regard to OLT appeal nine Sarah Crescent Chatham section

[1:17:58] 239 2D of the Municipal Act and Section 239 2ENF

[1:18:04] of the MISCLACT. And I so move, Mr. Kenneth. And

[1:18:09] I'll second. Any questions seeing non - product vote. Councillor

[1:18:15] Allen. Although you're in motion passes 15 to 0.

[1:18:25] Communication items Councillor Doyle and Council Juvenile. Going to get

[1:18:28] you to move those please. I move those. And so

[1:18:31] seconded. Any questions. Anyone opposed motion carries non - agenda

[1:18:37] business. Councillor Story. Thank you Mr. Chair. I know we

[1:18:44] ran out of time at our last meeting. So the

[1:18:47] timeframe's a little shorter for this, but I wanted just

[1:18:49] to flag for folks that the ERO, the Environmental Restrict

[1:18:53] of Ontario posting for the anaerobic digester, uh, waste disposal

[1:18:59] project with municipality of Chatham Kent and Greenfield Global has

[1:19:03] been reopened. For an additional 30 days because there was

[1:19:08] discrepancy in the ERO posting. Which was brought to their

[1:19:14] attention. So just as a quick recap for that, the

[1:19:17] facility is now proposed to operate 24 hours a day,

[1:19:22] seven days a week while receiving waste and truck traffic

[1:19:25] between 8 a. m. and 7 p. m. seven days

[1:19:28] per week. So it's been open for, it was open,

[1:19:34] an additional reopened, sorry, reopened for an additional 30 days

[1:19:38] start in June 29th. Unfortunately, we weren't at Council for

[1:19:41] me to flag that. So it closes July 29th, which

[1:19:46] is in two days. So hopefully if you have any

[1:19:48] other comments that you are, you may not have been

[1:19:51] able to share the first time it is back open

[1:19:54] for public comment until July 29th on the Environmental Registry

[1:19:58] of Ontario website. Thank you very much. Mr. Taylor, is

[1:20:04] there anything you want to clarify with the ERO. Or

[1:20:07] this title. Uh, thank you Mr. Chair. Yeah. Uh, Dave

[1:20:11] Taylor, Deputy CAO, one of the staff working on this

[1:20:14] project. Yeah. So I think the wording in the ERO

[1:20:18] posting does describe it as reopen, but it's really an

[1:20:20] extension of time is what's happened here. So there is

[1:20:23] that opportunity as Councillor Story summarized for, uh, citizens to

[1:20:26] provide their comments. Uh, through that posting. And, um, there

[1:20:31] was, you know, I think the way that it's described

[1:20:33] on the, on the posting is that there were, um,

[1:20:36] clarification of the hours of operation and the type of

[1:20:39] waste disposal site. And so the ministry made the determination

[1:20:42] that they wanted to, uh, leave that period of time

[1:20:44] open for further comment from, uh, from the public. So,

[1:20:47] um, certainly that, that period is open as Councillor story

[1:20:51] indicated until July 29th. Thank you. I'm literally reading what

[1:20:58] the MEC sent me. So I'm just not, I'm not

[1:21:01] trying to editorialize. I'm just reading what was sent to

[1:21:03] me. Thank you. Councillor Seymour Gregor. Thank you. And, uh,

[1:21:07] I just wanted to send out an invitation to all

[1:21:09] of Council and all of the communities that the weekend

[1:21:14] before our next Council meeting is Wambo in Wallaceburg. So

[1:21:18] the Wolfsburg Antique Boat Motor celebration that we have had,

[1:21:23] I think we're heading into and Councillor Hall can correct

[1:21:26] me. I think we're heading into year 31 in our

[1:21:29] community. It's the biggest event that happens within our community

[1:21:33] in the summer. And it's always great. There's so much

[1:21:35] entertainment things to do. And I do hear, if you

[1:21:38] have children or whatever, we do have a, it's an

[1:21:41] animated, it's a raffi experience that is going to be

[1:21:44] happening in, in the park early on Saturday morning, which

[1:21:47] should be a really neat and different addition to WAMBO

[1:21:51] this year. But, um, so if you're out and about

[1:21:53] and around, great time to come to Wallaceburg. Thanks. Councillor

[1:21:57] Juvenville. Thank you Mayor Canif. I just have, um, two

[1:22:03] questions or issues that I just, just seeking further information

[1:22:07] or clarification on. I've been contacted by residents of Dresden

[1:22:11] on two separate issues. Uh, the first one is just,

[1:22:15] um, there are homeless individuals living in Dresden. So a

[1:22:19] lot of people have been reaching out with concerns. Um,

[1:22:22] so just wondering if we can get an update on

[1:22:27] how the homeless issue is, is being addressed in Dresden

[1:22:32] and confirmation that, um, there are no suitable locations in

[1:22:37] Dresden for any type of encampment. So that's the first

[1:22:42] question I have. I think.

[1:23:49] Okay. Thanks, Judy. Uh, sorry, Jodi. One more question for

[1:23:54] people, if, if the situation presents itself again, what is

[1:23:59] the best, what should people do if they have questions

[1:24:04] or concerns? What's their best method of communicating what their

[1:24:09] concerns are. You're pleased direct any concerned residents to contact

[1:24:17] 311 so that we can log the information. We can

[1:24:21] track the information and the information gets sent directly to

[1:24:24] the staff so that we can, um, appropriately action that

[1:24:28] information. So if we could ask people to contact 311,

[1:24:31] that would be wonderful. Thank you. Thank you, Judy. Oh

[1:24:34] my goodness. Sorry. Jodi. Sorry. It's not even a long

[1:24:39] meeting. Okay. Thank you, Jodi. Uh, my second question, um,

[1:24:43] I have been contacted by, uh, different individuals from Dresden

[1:24:49] who indicated that, uh, trucks as in like tractor trailers

[1:24:56] with a cube trailer and tanker trucks were driving through

[1:25:02] Dresden. Again, this is all secondary information coming to me.

[1:25:07] Um, they potentially were York One trucks. I don't know

[1:25:11] if that is, I don't know if that's been confirmed

[1:25:13] or anything. Um, and they were speeding. So again, I

[1:25:17] guess their questions and concerns are maybe wrapping around. The

[1:25:23] knowledge previously that we were informed that there were proposed

[1:25:27] truck routes from York 1. And none of those truck

[1:25:30] routes had indicated that they would be coming through Dresden

[1:25:34] proper. So people are just reaching out asking, are these

[1:25:38] trucks going to be going through Dresden? Were they York

[1:25:40] one trucks. Um, and I didn't really have any answers.

[1:25:45] So. Mr. Duben, go ahead. Yeah. Perhaps I can address

[1:25:49] that. So, um, the report that there were some trucks

[1:25:55] in Dresden was brought to my attention. We sent out

[1:25:57] folks from our Bila or our building enforcement group. And

[1:26:02] they didn't see any trucking activity happening on the York

[1:26:05] one side at all. Uh, they will be heading out

[1:26:07] there again tomorrow. Just make sure. Um, so it's hard

[1:26:10] to speculate. We also checked with CK Police and they

[1:26:13] didn't have any other complaints of from anyone that the

[1:26:17] traffic concerns in Dresden was speeding trucks or stuff. I'm

[1:26:20] not saying it didn't happen. It's just unfortunately we don't

[1:26:22] have enough information to be able to, uh, identify it.

[1:26:26] So I would just encourage anyone, if he sees, uh,

[1:26:29] vehicle speeding through any community, not just Dresden and not

[1:26:32] related to, uh, to York One. Please call the police.

[1:26:37] Or at the very least, take note of, of what

[1:26:39] kind of vehicles and what time, um, because we do

[1:26:42] have the ability in some cases with CCTV cameras to

[1:26:46] at least try to track that down. So, uh, I

[1:26:48] can tell you there doesn't seem to be any evidence

[1:26:51] that anything was heading to York One. I also saw

[1:26:54] one of the reports which indicated that the trucks were

[1:26:57] on marked. So that doesn't help either because then we

[1:27:00] have no, that's not the person's problem, but we have

[1:27:03] no way of telling for sure. So I would just

[1:27:05] urge the public, uh, you know, if somebody's breaking the

[1:27:07] law, call 911. If you're looking for information, uh, that

[1:27:12] is not sort of, uh, urgent in nature that the

[1:27:15] municipality will have, then certainly call 311. Uh, we are

[1:27:19] continuing to monitor, uh, the Orc One site for any

[1:27:23] activity that's contrary to any uses that they're not allowed

[1:27:26] to perform. And if that happens, certainly council will be

[1:27:30] made aware. And then we'll be seeking direction from Council

[1:27:32] as to what, what steps to take. So, uh, I

[1:27:35] agree with the Councillor. It may very well be that

[1:27:37] I believe last week there was a newspaper article that

[1:27:40] talked about how many trucks may be seen through Dresden.

[1:27:43] So perhaps when somebody saw some trucks, they thought, geez,

[1:27:46] this has already started. So it's possible. Uh, but if

[1:27:48] any more information is out there, our CK Police says,

[1:27:51] has confirmed they're happy to look into it further. Okay.

[1:27:54] Thank you very much. Councillor Anderson. Thank you, Mr. Mayor.

[1:28:00] Um, just two things. First, we're very excited that the

[1:28:05] Hogs for Hospice has decided to, uh, put Wheatley back

[1:28:09] on their route, uh, for this weekend. Um, we're looking

[1:28:14] forward to welcoming about 2000 motorcycles into the town square.

[1:28:21] Um, on Saturday, they'll be there between 12 and four.

[1:28:25] Uh, so please come on out. You'll never see anything

[1:28:27] like it in your life. It's amazing. And I want

[1:28:32] to thank all the volunteers that have put that together

[1:28:34] and that cross collaboration between, uh, the municipality of Leamington,

[1:28:37] uh, and Chatham Kent that has made this possible for

[1:28:40] us. Secondly, a good friend of mine, the grandchief of

[1:28:46] the Initiative Agnesian, um, Linda Debosque, I was having conversations

[1:28:50] with her about the fires that they had experienced. Um,

[1:28:53] the devastation that they had in one of their towns

[1:28:55] called Nami, um, and, and through our conversation and not

[1:28:59] in my, uh, Council role, but in my nurses's role,

[1:29:04] um, I took a flight there and, uh, was able

[1:29:07] to go, uh, with the community, uh, back into their

[1:29:10] town for the first time, um, and I just want

[1:29:13] to bring to light the yes devastation, but also the

[1:29:18] amazing resilience, um, and the spirit of those people and

[1:29:21] the strength that they give. And their outlook on their

[1:29:24] future and on their past and wanting to preserve both

[1:29:27] of those things. So, um, Scodin, uh, Meg Reach. Okay,

[1:29:36] we'll move on to reading the bylaws. Councillor C. McGregor

[1:29:39] and Councillor Krug and he do the first and second,

[1:29:41] please. Happy to move. Second. Any questions anyone opposed motion

[1:29:48] carried third and final reading Council McGrayland Councillor Finn, please.

[1:29:53] I will put forth. Second name. Any questions seeing none.

[1:30:00] Motion carries. We'll move to the Resolution of Council. And

[1:30:05] we're going to have someone who's the birthday boy today.

[1:30:08] He will wrap it up. And this is in lieu

[1:30:10] of us singing happy birthday to you. So moved. To

[1:30:16] the not singing to you. Is that. Councillor Hall. Thank

[1:30:20] you. Um, I moved the Chano Council Council adjourned to

[1:30:23] its next meeting to be held on Monday, August 10th,

[1:30:25] 2026. And that Chatham Council authorized itself to me in

[1:30:28] closed session on that day to discuss any matters permitted

[1:30:30] by the Municipal Act. Second, we're happy to make it

[1:30:37] a special meeting just for you. Anyone opposed to wrapping

[1:30:39] it up. Seeing none. Have a great evening, everyone.

[1:30:53] We are your TV. Connect with us. You are TV.

[1:31:03] Truly local. Get ready to roll the dice and make

[1:31:07] some strategic moves in another season of boarded up. Learn

[1:31:11] about a new game that you've never even played before.

[1:31:14] Check your local listings for times and dates only on

[1:31:17] your TV. Hi, I'm Tyler Harwood. A firefighter with Chatham

[1:31:23] Fire. So we are proud to partner with your TV

[1:31:26] Chatham. If you live in an apartment, the extremely important

[1:31:29] to treat every alarm, like it's an actual fire. The

[1:31:33] earlier you leave, the better your chances of getting out

[1:31:35] safely. It's extremely rare for stairways and corridors to be

[1:31:40] smoked filled at the early stages of the fire. Exit

[1:31:43] as quickly as possible and gather outside the building at

[1:31:46] a safe meeting place. Together, we can make Chambton a

[1:31:49] safer place for. You. Another sunny day by the water.

[1:31:53] But it only takes one bad decision to change the

[1:31:56] mood. Botters operating under the Influence of Alcohol or drugs

[1:32:00] pose the same danger and face the same consequences as

[1:32:03] those operating a motor vehicle. They'll lose their license. Face

[1:32:07] buy and insurance increases. And maybe even jail time. Impared

[1:32:12] voting is impaired driving. There are better ways to spend

[1:32:15] a sunny day. Enjoy the summer on safer roads and

[1:32:18] waterways. Arrive alive drives over. We are explorers.

[1:32:28] And at the edge of the cosmos, bound within the

[1:32:31] energies of innumerable sons, we find wonder. And beyond the

[1:32:39] sight of our eyes, in a realm full of boundless

[1:32:42] possibility. We see beauty. By exploring our universe from the

[1:32:50] infinitesimal to the infinite. We discover truth. And the discoveries

[1:32:57] we make will help humanity. Meet the challenges of the

[1:33:01] future. Reach its potential. And create a better world. For

[1:33:07] the generations to come. Join us on the ultimate expedition.

[1:33:14] Be an explorer.

[1:33:38] We now join the regularly scheduled program already in progress.

[1:33:51] In providing safe, clean homes for families and tenants. We

[1:33:54] balance tenants rights with owner rights. Often acting as mediators

[1:33:59] to ensure fairness while holding ourselves to landlords and our

[1:34:02] landlords to a heir standard. But beyond housing, we also

[1:34:05] contribute to the local economy by creating steady work, for

[1:34:10] tradespeople, contractors and service providers, and then helping keeping those

[1:34:13] dollars in Chatham Kent circulating. Um, as our municipality phases,

[1:34:19] housing shortfall up by thousands of units, by 2031, uh,

[1:34:24] every property that gets brought up to code and brought

[1:34:26] up to housing standards is making a meaningful difference. And

[1:34:33] we're investing in housing quality. And we're also supporting the

[1:34:36] workforce attraction and retention, um, because stable and safe housing

[1:34:40] is the foundation for economic growth. Yeah, it is very

[1:34:43] important when we talk to, you know, our network of

[1:34:46] Chambers throughout Ontario and even Canada, you know, those are,

[1:34:52] you know, members who are employing people, uh, locally and

[1:34:57] from abroad. And new immigrants. Um, to candidate and housing

[1:35:02] is a critical issue for businesses to focus on in

[1:35:07] terms of being able to attract a workforce. Do you,

[1:35:12] are you talking with our local businesses.

Council Meeting

Agenda

Transcript