[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
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[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.