Ciani that the agenda is prepared for
the council budget meeting of Wednesday
January 7th 2026 be adopted
have any questions all those in favor
disclosures of theary interest I am
going to turn the chair over to
councelor Lucian
>> thank you mayor um call for the
» thank you mayor um call for the
disclosure of interest
» thank you um I Bill Ba declare humanary
interest in regards to the agenda item
six of the agenda for the above noted
meeting which is today my husband has
ownership in building the BIA core
deputy mayor.
>> Yes. Thank you. Um I Dave Baris deputy
» Yes. Thank you. Um I Dave Baris deputy
mayor on January 7th 2026 you open
session to clarify your interest in
regards to item number six of the
agenda. Um if my son and family member
has a property is a property owner in
the BIA uh boundary.
>> Great. Thank you. Any other?
» Great. Thank you. Any other?
>> Thank you. Hi chart. Is there particular
» Thank you. Hi chart. Is there particular
interest in all of number six because I
have a family member downtown.
» Any other
Parsons?
>> Yes. Uh thank you. Uh I Bob Parsons
» Yes. Uh thank you. Uh I Bob Parsons
declare a precinerary interest in the
open session in regards to agenda item
number 5.3.5
the police subsection of the agenda for
the above noted meeting for the
following reason my part-time employment
with the OP. Thank you.
>> Thank you. Any other
» Thank you. Any other
chair back?
>> Thank you councel.
» Thank you councel.
Um, next we're going to uh move into
opening remarks and I'm going to um
start and then I'm going to hand this
over to you. So, I'd first like to begin
today by acknowledging Bernardo, Shane,
and Kyle who have been instrumental
throughout this entire process. They
responded to questions and addressed
concerns promptly and thoroughly at
every stage. While this was a lengthy
process of handle learning curves, it
was also well managed, organized, and
ultimately productive.
Process began with an email sent out to
council members requesting input and
identifies any progress they wish to
see. I'd like to thank the deputy mayor
counselor Parker for responding via
email and councelor Rosart for her many
opportunities of verbal feedback. I also
want to thank the senior leadership team
for their comprehensive work and
commitment to achieving the targeted
goals particularly in a financial
landscape marked by rising costs for
goods, materials and labor. This budget
places a strong emphasis on asset
management. Key projects include Hopkins
Bridge Lisker Tilenberg Community Center
maintenance projects the museum road
repairs mission of the clock tower and
Indian park in the town southeast end. I
have also advanced training picker ball
courts from 2027 to 2026. This
adjustment has no impact on the tax levy
as these courts are fully funded through
development.
The budget includes a dedicated 1%
contribution to the asset management
fund. This is imperative as we move
forward as it will help preserve our
infrastructure and ease the tax burden
in future years.
We are also beginning to see the
benefits of growing our industrial and
commercial base which will continue to
positively impact the general levy over
time. There is a clear emphasis from
this budget on land sales, a priority
identified by this council. These
revenues are essential to funding
servicing costs for industrial land and
supporting future projects. Through
consultation with finance staff and the
CAO, 1.4 4 million in savings were
achieved by focusing on needs versus
wants. I appreciate the thoughtful
discussion, collaboration, and careful
planning that went into these decisions.
With respect to policing, the OP
contract included a courtmandated
increase of 18.3%.
The province of Ontario then stepped in
and capped that increase at 11%.
Resulting in a savings of over $735,000.
However, the 11% increase still resulted
in a direct levy impact of 1.48%
which is greater than the entire budget
increase for 2026.
It is important to note that retroactive
pay has now been settled but 2026 will
also see the expiration of the current
OP contract with the province. Until
negotiations are complete, we will not
know where future costs will land, nor
will we have control over these costs.
Overall though, the OP contract remains
competitive when compared to private
municipal courses. The town benefits
from no borders, access to search teams,
investigative units, and specialized
services at no additional cost where
private municipal courses would be
built. Finally, I want to outline
several items I believe should remain on
a watch list for future councils.
Rise in cost. Costs related to
materials, labor, payroll, and pension
plans continue to rise at rates that are
more than double the rate of inflation.
These costs are not controllable by this
council or any council moving forward,
but they need to be factored in for
future budgeting. An example is the
non-residential building index which in
Q3 had an 8 eight inflationary increase
of 8.1%
which is quadruple thelationary rate use
in this budget which was 2%.
Due to due to considerable slower
housing starts development charge fees
will be collected at much slower pace
than anticipated. Also due to new
provincial legislation, the timing of
collection will also be infect affected.
Timing of projects related to DCS may
have to be extended in order to have the
corresponding available funds.
It is also imperative moving forward
that government growth does not outpace
actual growth. As this budget reflects
housing growth slow, future councils
should be mindful not to allow
government to outpace inflationary and
population growth. Continued attraction
of industrial and commercial investment
remains critical to reducing pressure on
residential levies. Progress is being
made, but more work remains. Completion
of phase two of the VIP park will
further position Tusberg for long-term
success.
I do believe moving forward that next
council should look at a service level
review invol involving public input
um to find operating efficiencies as the
operating budget is placing a lot of
pressure on this levy. And finally there
um for the last item on the watch list
would be Firecom. Firecom recently lost
a significant contract. I continue to
maintain that Tilsburg residents should
not be subsidizing 911 services for
other communities. Firecom is actively
pursuing these contracts and I am
extremely hopeful for more favorable
outcomes moving forward. Um in
conclusion, I'll turn it over to Kyle um
for any additional comments and then it
will be handed over to our financing.
Thank you.
>> Thank you, Madam Mayor, members of
» Thank you, Madam Mayor, members of
council staff. As everyone knows, this
was a learning curve uh this budget
being a strong mayor budget. I want to
thank staff for all advice
member
processes and I want to commend the
mayor the excellent job she has done and
all the staff to bring this question to
the council. Um we have a comprehensive
PowerPoint presentation [clears throat]
without further record.
So thank you.
But just for just for clarity for
council, um do you want to go through a
section and then take questions at the
end of each section? Okay. All right.
Thank you.
» Thank you, Madam Mayor. Uh thank you, K.
Good morning, council and staff. Um well
let's start uh by saying thank you to u
directors managers and all finance staff
chain is also here our revenue manager u
and all staff who have participated in
in the budget which is a culmination of
months of working together to get to
this uh to this day. Uh this year we've
also uh as has been noted we've also had
a new process introduced through the
strong mayor's legislation which has
been as of May 1st 2025
resolution list of financial
[clears throat] items have changed and a
revised process for the budget in
accordance with legislation and our
mayor's direct.
[clears throat] So I would like to thank
the mayor for her direction and
collaboration to our right of the 26
mayor's budget summarized through this
presentation.
Would like to note two items described
in finance report6
items for mayor powers 2026 budget
update which was December 8th. Um the
first one here council resolution the
budget was provided to council in
advance of this meeting to allow council
fulfill the fiduciary responsibility
pursuing session to support the
municipal act and to exercise to make
amendments to the mayor's budget. Second
the 2026 budget excludes the BIA budget
request to the mayor public interest
matters. Thus, during the 30-day review
period, council may pass a resolution to
amend the budget to add in the BIA
budget items to facilitate the total
budget impact. The summary budget
presentation will include the BI
financials and we'll identify which
slides
[clears throat]
Just a note uh this uh presentation um
is the same as was provided by by Google
exception of a couple additional slides
that might come with that copy after the
presentation as I was going through in
preparation for the presentation. Uh
we'll leave some additional information
u to better information better context
is helpful. So I'll identify those as we
go through. Um but this slide that shows
um this is the summary tax rate review.
Um as um again identified to the mayor's
directive, we were looking to achieve a
specific target uh outside of the OKP
increase uh to get to the budget to a
specific uh number. And so this is where
it landed at. Um we can see um there's a
few items here to unpack in this one
slide. council see we have the levy
numbers uh divided by the weight of
assessment which gives us the tax and so
the the tax rate of 2025 versus the
proposed tax rate of 26 gives us the the
change in the tax rate of 3.64% 64%
which has adopted this fall including PI
numbers tax
uh that is a levy of 7.15%
tax rate of 3.64
uh which has an annual impact to the
average home value of 233,000
of $89.
Um but just to unpack this a little bit
further because um when we're discussing
levy over the weighted assessment
um it's important to realize how we
actually arrived at those numbers uh
because there's a lot of factors that go
into that. Um and so the levy
um when we take a look at the revenue
breakdown, the levy is
um
really when we take a look at the
budget, we look at all all the total
expenses uh that have been submitted
less other revenues is what's left over
to collect from um from taxpayers. And
so in order to change the levy, we
either had to reduce the expenses or to
increase other revenues.
And so that is the part of the whole
budget deliberations we go through is
making those adjustments to get to a
levy number that corresponds to then
what the weighted assessment is to get
to a particular tax rate. And so if you
take a look at this slide that is um and
go to a little bit further down um later
in the presentation but overall
operating capital we see total
expenditures of $43 million. So the
total budget council would be uh would
be adopted this year would be a total
budget of of expenditures of $43.4
million
other revenues of 19.6 6 million then
leaves us with 23.8 million to raise
from taxation
and this is a summary of all those other
revenue sources. Uh so again in order to
apply the levy we either reduce expenses
find revenues to other sources which is
where the fee bylaw for example comes in
which other other revenue sources uh
grants um you can see there's charges
reserves development charges
and the event total
correspond to expenditures
since municipality adopted budget.
Uh on the assessment side, what we mean
when we say weighted assessment is that
the um we start with the preliminary
assessment
and then to convert that to weighted we
take the preliminary assessment to times
the tax ratios times the discount
factors to get us to the weighted
assessment. So why this is important is
because all the efforts that we
municipality undertakes through economic
development and so forth is what
stimulates what increases the assessment
which then again it's denominator that
has an impact on the tax rate. And so we
can see that 2026
preliminary assessment was $2.1 billion.
when converted to weight assessment that
moves to 2.5 billion
and that is what passes are based on and
so again just going back to this deck
here is that these numbers have a lot of
influencers that impact those those
numbers to give us what the tax rate is
and so again all just to highlight all
the municipal efforts across all
operations the collection of revenue
where various development uh of uh
assessment um all has a factor in
tending what comes together budget.
Just fast forwarding to then the process
where we started when all departments
submitted all their information for the
budget. The union tax rate the levy set
of 11.66% 66% or a tax rate of 80%.
Um
um then after it goes through a process
of after the department sending for the
budget then senior leadership team
reviews uh all that information and
together with the CEO um we look at
various different components of what has
been submitted um and look to any
adjustments and now brought it down to
living time 23 or tax 5175. five. Then
after meetings with the mayor, um the
mayor's review, um we brought that down
to to tax rate of 3.64 and that's
including PT without PP increase. It is
a tax rate of we
So, as the mayor had noted, to get to
the um what the initial
uh levy was or tax rate beginning
process that we're done with um 3.64%
says 4% ice cream change uh was the
changes of $1.4 million
and again without those changes um the
impact to the average horn would have
been $185
portion of the
So the sound leveies uh being at 7.15.
So this is now the again just a levy out
of not the tax rate. sold a levy of 7.15
uh has a total le of $23.9 million
that includes the BIA
uh and just 1% of levy increase is equal
to $233,000
and so um you can see how this is just
broken out by department uh where the
expenses are um as the mayor voted
this budget It still does include a 1%
dedicated capital levy increase. U but
this year what is happening is there's a
change there been a change in the part
of the revenue about $181,000
is coming from the operating budget is a
transfer from the U and the concession
street property. Uh that's surplus from
the rent from on that property that has
been transferred to the capital reserve.
um together with the 41,800
increase of the capital combined that
equates to 0%
uh and that is um your mark for capital
with the balance that on the operating
budget
and again the budget development
standard process is uh department
submission is between June to August. So
we usually try to open the budget around
the June time frame uh for departments
to have a few months to gather all the
information. Um submit the by the end of
August departments are to have finalized
all the budget submissions. Then
September to October is when finance SOP
do their review uh which includes
various different meetings between the
city of finance and each director. Then
in November was the mayor's review. Um
December budget was provided to council
and now commencing the deliberations uh
with the new stat period
and if those review periods remain as
per the legislation unless those periods
are reduced the budget would be
by 28 or council shortens those review
period
review periods extended the budget be
automatically dominated.
for those following um our electronic
binder and your hard binder. So two
pages off. So that says eight. That
would be your page system, your binder
for the follow.
Um on the uh when developing this
budget, of course, staff is always
mindful of the council's 10year
strategic plan. It was adopted in 2021.
Strategic plan has five goals or
pillars, 36 strategic corrections, 54
priority projects. Um in relation to the
budget, those are things such as
developing a robust long-term asset
management plan
and form evidence based decisions.
position in Wilsonberg as a leader in
the miscalcy year budgeting which we
have done
council 10ear capital uh and a
three-year operating budget
looking at sustainability
um industrial land purchase long-term
financing strategy to support growth of
course reserves and asset management
plan all part of a strategic plan which
We try to put in my wall to painting
those schools every process
» on the focusing on the operating budget.
Uh
looking at the total expenditures. So
the operating budget is $32.6 million.
uh of which when we look at the other
the other revenues of uh 13.5 means of a
levy of $20.1 million.
uh the overall summary of the operating
budget. We can see the expenditures are
both held by labor purchases, contracted
services, contribution to reserves,
functional adjustments,
principal interest with HB relative
increases categories
as we can see for example labor
almost 163
so 50% of the budget
which again is what's impacted by CPI
The rest of the budget the mayor noted
we have various
factors and that is so
on the capital budget summary um in a
separate presentation on capital. I'll
just uh quickly go over in terms of the
total. The upper area of this slide is
what is the capital levy of $3.74
million and how that is distributed the
different asset classes. So that is
broken down between roads, bridges,
darts and facilities. Um that doesn't
mean that the other asset classes um
related to the equipment, fire
equipment, those are all being um
financed through the operating budget as
transfers from those budget loans to the
capital reserves.
Um and again the the overall capital
levies only went up by 41,000 um since
[clears throat] the 181,000 is being
transferred from the operating this year
for a total of 223 which is the 1%
capital building.
Um the bottom part of that slide that is
the overall capital
projects we have total project listing
of 9.8 million uh and the different
revenue sources
grants debt reserves and the C reserves.
Just to note up the reserves of the 5.7
this year, the $3.7 million capital levy
is going into their reserves and then
it's coming out of those reserves to
fund various projects. So part of that
5.7 is the 7 of the capital levy through
reserves.
Again,
just the uh the revenue breakdown. Um
just take a look at the overall
percentages. The percentages across this
pie chart differ. Uh they fluctuate
year-over-year.
uh due to the fact that in some groups
there may be more contributions from
development charges and so uh but
overall we can see that the levy makes
up almost 55% of the overall revenues
and with other revenues uh being 45%.
That is one thing that normally that's
why when we take a look at uh
our total operations um and in 21 we did
a revenue study and take a look at
potential opportunities so that we don't
just rely on the levy. Uh this is
something again that we're mindful when
we take a look at
other revenues and other areas that our
skill.
So again it's a total combined budget of
436
million with a combined levy of 23.84
and other million and other meies of
19.6 million
on this slide the uh we look at
different budget pressures. Um again
just highlighting as mayor noted the
police contract
um is a $424,000
increase.
We'll go through when we go through the
budget that that the actual calculated
increase from the OP was actually
supposed to be 1.1 million. So that is a
reduction of 700,000 over 700,000 to
what uh the town or what open payment
the town should be paid which means that
we do not know what that impact might be
uh in future years whether the province
will continue to to make such
reductions. We've requested um if
possible to give us a three-year
forecast in our projection. Uh so that
will be something that we'll continue to
pursue for the ministry uh since that
will help the budgeting uh knowing what
future may
uh but at the moment so that is 1.9% of
the levy increase. So almost 2% of the
levy is made up by
um inflationary cost. So as I know 50%
of the budget is labor which is impacted
by the CPI that
the town applies to uh the labor costs
but the rest of the budget um
so consumer price index is for consumer.
The municipality doesn't buy the same
basket of goods as a consumer u by fuel
and so forth but not the food and so
forth like consumer would. Um, one of
the things that we look at is RBC's or
development charges viable is indexed
annually by the non-residential building
price index. They're encoded. Um, so
when a municipality looks at buying
sand, salt, ashalt, those cost drivers
are not the same as the CPI. Those are
influenced by water prices and other
influencers. Um so where this would
apply is anything that we're looking at
for construction um is what again what
our VCs what our developers pay curve um
based on that index and so that has an
influence in our budget as well. Um
labor requests again inflation wages uh
$16 million budget um
the total payroll costs um all which
increases annually
an impact to the usual budget the fleet
charges um as council was aware of
presentation in previous years uh there
was a realignment to uh last year to
share been recovered fully. The
operating and maintenance costs plus a
reserve transfer um reserve transfers
for future capital replacement to reduce
reliance on the issuance of debt on
fleet. Um and to ensure that
those user charges were combined with
the actual usage and the full cycle
costing of the fleet. And that is an
increase about 220,000
that is scheduled to meet that
savingness for a 5year period. We did
the analysis last year to determine the
feature changes would have had to
increase by $2 million if we were
bringing to the the medium level to do
the full cycle costing and so we are
phasing that into so that in itself is
almost%
increase to uh that just flows through
all all the parts.
Likewise with IT charges, um this is a
right where the be a three-year phase in
of the labor costs of the internalizing
the IT and so that is still an impact on
the IT charges. Um that again flew
through all the various different
targets.
um FTU request.
Um this is an increase. Um some of the
three FTBs in the 2026 budget about
eight of them were in 25. So the actual
dollar impact is now full in this
budget. Um but that is much less than
the 2025.
Then of course the capital program as we
continue to look at our annual capital
forecasts
and cost rising that
just additional budget pressures um just
to highlight the yeah the CPI how that
is calculated uh the practicing in the
town is to look at the average of the 12
month CPI increase of the prior year
from July to June um and that is to
point out the time frame when the budget
submission uh date is to come in. So by
the end of August their budget they're
aware of what labor increases. Therefore
the changes are to their budget line
items to know what to comp they're
submitting. Um so that for 2026 is a 2%
CPI increase that again the practices to
effect as a reverse of 2026
to the south and the employer costs uh
more central key or health taxes
benefit we see a reduction this year in
benefit which
overall
instead of this outside of the reduction
in the benefit so you can see the
percentages the variable from around 6.1
to 7% across the um as we see rising
again just to look at the FTE
um
so we look at the total head count u and
this is
u we're fairly confident the number it's
not necessarily
it's 100% we're getting at the same time
a moving target. But overall what we
determined that had come for 25 is 266
bodies
employed by a municipality which
converts to full-time equivalent which
is based on the number of hours. So
fulltime is 280 hours. Um and so that
converts to about 169.9 170
being
and that's an increase of three over 22.
This is just a bit of a labor breakdown
around the FTE uh and where in the
organization u those changes are
occurring. [clears throat] You can see
that 1.8
that was only 25 is occurring in the
public service area and the fire area
and the most of the balance of the
increases are current area 4.6
um request fire applications that are
so now I'll just we move on to the
assessment and program count again the
assessment does have an impact on the
overall budget in terms of uh how the
dollar service distributed also
um this is an area that we're very
grateful for the work of our revenue tax
team. So that has done a great job in
that area for the town. Um as we can see
the again a long story with economic
development I hope to these field
assessment numbers as we can see the
change in 2023
um 2023 so this is the in-ear change so
by the end of 2020 by the end of 2023
the inear change for that year was 4%
increase on the overall
um assessment but property counting
increased 2.77%
that is um in 2024 when we take a look
24 so that was down to 1.9
um and so it decreased in 2024
and then in 2024 to 25
to the
change of
the person.
So that translates to an extra 15.7
million in assessment. Again, that's the
preliminary assessment.
Um,
and we can see it's part of that
$22 million of of that 50 was in
residential, 17.5
in industrial.
And why that is important is because we
take a look at the breakdown in the
assessment figures
um we can see that industrial
uh just by the ratio alone is 2.63 to um
to residential. So for every $1 of
assessment the residential brings in
that's what brings in to assist
wise then that just goes to uh support
the council's direction to focus on two
lenses um as it has the dual benefit of
increasing uh employment within the
community uh as well as supporting
pass under their contribution.
Uh and just to note as a percentage
overall
um always like to look at the trends
that are given the time has changed
quite a bit. we know from the last
census and from the growth of the
concentration last 5 years but overall
when we compare the 2016 weighted
assessment distribution between the tax
classes versus 2025
actually doesn't look that much
different um because obviously there can
be growth in certain areas but it's all
relative to growth in the other area the
other types of elasticity so for one or
two years there may be growth in
residential but um as a relative
percentage weighted aspect again
industrial is 2.6 we have commercial so
very tall is weighted 2.6 16 times the
residential. And so overall we can see
that commercial has gone from 14 to 13
a relative percentage of and industrial
11 down to 10. Even when we had
industrial last year there's a relative
percentage of in the other areas still
roughly the same sort of P shape. And
just taking [clears throat] a look
across the board came across information
and the mayor has noted in the past that
the whether or not that 71% residential
is that um
and it was interesting just take a look
at the FIR from the data from our
national information return provides to
us across the different the sector for
against the south region uh southwestern
interior region. versus the province. U
residential assessment as a percentage
of total taxable assessment in the south
region and is 77.7%
across the province it is 80%.
So we're at 71%
and so that's just how we compare
across.
So um firm the
sort of finalization of this full
presentation page right
uh is that as part of this um rather
than being sort of principal discussion
or recommendations
um is to continue to evaluate the
revenue options to diversify revenue
sources. Uh again we always try to
reduce their lines of property taxes.
Then
>> the revenue study that was continued in
» the revenue study that was continued in
21 providing opportunities that were
identified across all the departments
and those are still some opportunities
that we can still work
and look at having a strong focus on the
industrial lands as I move in with the
impact of again two cents versus one
residential assessment.
Um I will also encourage CS to continue
with the infrastructure renewal program.
In 2024 the capital levy was increase to
address ongoing capital needs. council
was very supportively uh supporting a
betting 3% for 24 and 25
now we're down to 1% 26
the
but to also that based on the data that
can be updated that can lead to
management
um we can see where going forward um
we'll still analyze what the 1% are We
are within a reasonable time frame.
Council should revisit that and
continual evaluation of or
where we can consolidate or rationalize
our infrastructure
and again just a continued focus asset
management um public value replacement
value assets.
So we need to still focus on seen
confidence in that area.
We can look at utilizing and leveraging
integrated systems um to provide key
decision tools and align our policies
and systems to inform future budgets.
Again just as noted where I in this
presentation um this budget does not
include in the presentation you have
seen the EIA numbers included to show
the total impact
u but as with the legislative process
the budget itself does not u include the
vi financials. So those are items that
council will need to look at in terms of
any potential resolutions. Um and the
presentation later on from the BI just
to summarize uh we would be looking at a
$20,000
capital contribution is what they're
requesting and the 58,959
contribution priority
spending
the DIA
2004
principle
[snorts]
That summarizes my presentation
overall present
question
through the chair to the director of
rates. when you talked about the revenue
study um and it was from 2021
before my time. Is that available
somewhere for council to review or is
that thing
» yes?
» Okay. And just as a followup, um, when
some department like it says the
opportunities across the department, um,
and and I'm not sure if they should
relate to that department, but like in
the past with past staff, there was with
the new IT department talk of revenue
opportunities. Has that been looked at
through it or will that be discussed?
Right. So it is still um
that's new to the organization and as uh
it's major focus and the first area was
to get the team in place and look at
sort of getting
say over the entire network the wide
area network and so that's been the main
focus is just getting all of that
under under control. Um
as to my know
view of opportunities as where
generate revenue um looked at
opportunities with external stakeholders
where we
Council
Brson's last audience.
Will he hear us now?
>> You ask him if he can hear, sir.
» You ask him if he can hear, sir.
>> Sir, can you hear us?
» Sir, can you hear us?
>> Yes, I hear you, Laura. Thank you.
So uh just to go through this uh
the um so the work that we do in asset
management uh informs the capital budget
and it's it's part of an overall
integrated planning framework um that
we're looking at from a policy
perspective, a systems perspective uh
and how it all leads into budgeting. And
so the strategic plan which sets overall
vision capital which is renewable assets
tied together with the long-term
financial plan which all feeds into the
budget. Um
and it's also tied in together with um
the land use policies from the official
plan. So how municipality determines tax
cuts continuously
help
infrastructure is required which informs
the capital again infrastructure
forming capital budget and all that
leads down into budget and so there's a
number of variables that go into um what
asset management what it entails uh for
municipality
describe the slots
In 2012, the province released
building together. Um, it was a guide
for municipalities to develop their
asset management strategies. Uh, which
was in addition to a 2009 legislative
chain for municipalities meeting to
start accounting for all potential
capital assets.
Um and what this slide that shows is
that um this is across the audits. Um
the total combined average annual change
in the uh expenditure and the net slot.
Um it just highlights that since the 50s
there was a great amount of expenditure
spent on capital that there was a period
was called period of neglect from the
mid70s to the turn of the century to
2000. Then of course Paul's assets that
were put in place in the ' 50s to '7s
Paul came to replacement and now I said
well
number of this uh Paul talk was also
done
has done a great report on that show
that is not all public relation elements
and it's provide the better gas tax and
sit under the levels of those provides
they don't pay some of that initial spot
that they richly acquired and so that
just this just simple summarizes how
same principle applied to municipalities
they have a lot of say a sewer network
but they have been installed in the 50s
and 60s and 70s that is now to
replacement pipes but uh have been in
the ground for 70 years um that we now
to budget for look at maintaining and
replacing.
And so what that guy from the province
identified was that uh municipalities
needed to work with Liberal government
um
towards meeting this infrastructure
strategy. Um the Liberals of Government
determined that asset management is
going to foundation which this partners
needed to prioritize leans over the
bonds uh and that um we needed to um
ensure that we had an asset management
plan we saw funding
since 2000 we got in a number of all
agreements that we ever signed with all
provincial governments all have clauses
that indicate that uh we have an asset
management plan that it's an ident that
it's important by the best management
studies. Um and the province uh
possesses that by the submission that we
are registered to provide through 2022
by management plans and the annual
ongoing pay that they require. Uh for
example posted funding is now tied to
the replacement value of our assets
logistic force
um that it has previously. And so it is
now based on live data that uh we uh
provide to the ministry and that is what
they're validation is now based on
assumptions
and so again this is just part of the
overall framework that um understanding
that municipality remains have been
legislated and frame by the governments.
So um this helps us when we try to save
funding to ensure that we have all of
our uh aspects of passive management
requirement
including how they set
them to demonstrate
they themselves are assisting
financially with proposed projects
including endangered infrastructure.
Therefore, we utilize that as one of the
revenue means in which to address our
asset management needs.
So, um this is where even though the
town has done a great deal of work in
asset management, there still is um
a great deal of work to undertake. Um
the very fundament basics of asset
management is knowing what is the state
and local infrastructure. So when we
where is it what condition it's in and
hence why council in the 25 budget we
were seeing things such as uh the u
needs assessment for roads or bridges
bridges and statuto has been two years
we're looking at storm so all of our
infrastructure hasn't been tested to
understand it condition uh looking at
the expected levels of service so not
only what condition it's expected the
condition where we need to get to you
and then what's the strategy how we
going to manage the infrastructure to
achieve those results and how are we
going to pay for it.
So just as an example is how this
relates to the say when he says he look
at the road's capital budget uh for
example this is just a snapshot of what
what the province seems to be smart
asset management versus poor asset
management is for example this is a uh
defian curve
is that you a brand new road starts at
100% condition index and if you do up
into that role they would last say 20 to
30 years and it would depreciate that
along that line. Um what if so poor
asset management is that you let it
deteriorate to until then you have to
replace it which according to this
example would cost $16 million but if
you every so many years a certain
certain uh key intervals if you do uh
specific uh treatment to that asset
um it will cost you less and it brings
their condition in next black and if you
keep doing that you can see uh it just
basically identifies that you can spend
40 million over the 6.5 years uh versus
the 60 million
on that same set of road that will have
provided the the better in municipality.
So that's every asset class has a
similar type of u methodology that we
can reflect that class that um would
help the municipality achieve
the most value of its dollars and this
is the type of information and data and
taxes that we are working to use.
Um so just an example on that road
example if you do a crack ceiling that's
only costs $187 per if you do a partial
layer uh change that's $33 per square
meter. If you do a fully that which is
service and base that's a full $50 per
square meter. If you have to do a full
reconstruction going down to the entire
base layer um that is $121 per square
meter. So it just accentuates the fact
that if you do the proper treatment and
the right right treatment to the right
asset at the right time, you are going
to be better off in the long run. But it
just means that beyond conditioning or
inflation was treating supply
and so
um and then also we take a look at and
again this is still some of the work
that still needs undertaking the pound
is believe is what's the consequence of
failing what's the likelihood of failure
and coming up with this risk matrix to
identify what is at most risk uh and
that's the very
error apologize for
um and also understanding that while we
deal with the red the items in the red,
we also don't have to deal with those in
orange and yellow. The orange will
become red very quickly and so forth.
And so asset management is really about
not only the replacement of things
coming for replacement but also the
maintenance of those assets and show us.
just um I think there's a really good
example of this um that we're going to
talk about a project in which is library
that will be coming up um in the
province but by removing that and taking
care of that now I think the 10ear plan
I can't remember remember the numbers
100,000 savings
>> yes I believe so
» yes I believe so
>> yeah somewhere somewhere in that
» yeah somewhere somewhere in that
neighborhood that by addressing it today
and spending x amount over the 10year
period you're actually end up saving
um a significant amount of money. So I
just I just thought it was a good easy
example to provide.
» Yes. And the reason why again I go for
this is just to put things in context
when you're looking at capital projects
being mindful of some of the principles
and the theories and asset management.
Why why do we do
repair something? How does that extend
life? How's that? What's the total
impact question that I think council
should be
um
looking at the 2025 asset management
plan? So, this is the most recent
iteration of the plan that we have,
which is the summary of all of our
activities uh and data we have on on the
entire portfolio of assets.
Again, as we had stated when we
presented the July 28 by as management
council, the overall confidence level
that we had in the town differs between
asset classes. Some asset classes we
have feel we're very confident with data
and other asset classes.
Overall, we're still in the low to
medium range. And that is one of the key
elements where we need to focus on is
including the accuracy of the data
because it's the data that drives all
the information based statement systems
that helps inform the decisions. So the
that's why when I say about the 1%
vacated capital levy that based on new
and updated data forecasts change have
an impact on what the actual final
target would be and where we should be
uh looking at the annual contribution to
our um our program to achieve our level
of sustainability.
And so what this what in the 25 asset
management plan what that plan indicated
was um a this shows the difference in
the values from 2024 asset management
plan to 25 indicated the 24 asset
management plan that was based on 2022
year end data versus the asset
management plan which was updated based
on the 24 year end data. As you can see
the total value
replacement value
increased from 360 million to 451
million
that's where I get the figure but for
almost half a billion dollars involved
total replacement value for all miso
assets which translate in different ways
we had to start from scratch and build
I built every road every asset every
facility by all the trucks all brand new
it would cost what was happen
uh instead of a municipality that's
um when we talk about sustainability in
the 20 25 asset management plan was the
first plan where we took a look at the
entire life cycle of all assets over a
10-year period and what was determined
so in that what is normally referred
refer to as long-term financial plan
plan is to include um
all aspects of asset management. So we
normally think of asset management as
when do assets have a need for
replacement when do we have to replace
the vehicles or the the roads or the
bridge facility. Um so there is an
aspect of yes that's the renewal part
when do we renew the assets but also we
have to what we own have to be
maintained so that opposed to you know
if we do the pract
get to what we do um so there's a
maintenance how much we spend on
maintenance will impact the fuel occurs
there's also the understanding the
operating cost so if you buy vehicle for
example
Yes, we have to set aside money to be
able to play with it, but we understand
that we also have to buy fuel. We have
to operate the vehicle, licensing,
insurance, all that. Uh and then also
the how much are we acquiring new
assets? And so even though we're not
building new road,
our developers are um and council passes
um a buy to [clears throat]
its
when we assume assumption by when we
assume when the municipality assumes
assets. So a developer will construct a
subdivision but all the public assets
includes the sidewalks, street lights,
all things that are first in within
anywhere from 3 to 5 years. the
municipality then assumes those assets
and so we have to be mindful of how many
of those are in the pip what values that
are going to add to our total asset base
because then we have to factor in that
if we're taking down that rule you know
20 years
we pay that rule so it's that's where
that's the acquisition column the
operation column is how much we spend to
operate the existing assets how much
we're spending maintenance and then that
renews that replacement over 10 years.
That cut was calculated $261 million
against the budget of 219 which gives us
the deficit over 10 years of $42
million. And when you break down where
that deficit is down below in the asset
class so we can see the 4.2
um again based on the existing data
which will improve over time. Um some
asset class are actually doing fairly
well but others where the negatives are.
So facilities is the big one. So the
4.24 million is in the facilities cost.
And so this is where I would urge
council to maybe have a workshop just on
the facilities looking at retain your
capital that is a large portfolio in
terms of what come down the pipeline uh
and making some decisions around what is
feasible um or what we should look at.
So again this is you know as a
management plan 10 year is this is the
definition of sustainability is we
sustained over a 10 year period
managers
again just how asset management is
integrated with financial planning uh
and budgeting is that there's the
operating cost the person take debt
there's also interest expense the
amortization
u and again we get to uh whether to pass
what council needs to pass out the
resolution around not budgeting for
amortization um what does that mean in a
very simple nutshell just to take an
example of we purchase a picker truck
say you buy it for 50,000 I mean think
it's going to last us 10 years just the
numbers say so 50,000 10 years we're
going to sell it for 75,000 so that's
the solid value. So 50 minus the five
$45,000 is what's remaining. We have to
amortize that over 10 years. So as our
financial statements, $4,500 goes as a
monetization our financial statements.
So technically we should be budgeting
for that because as we consume the
assets, that's how we deliver services.
Every time we drive that truck and time
use a facility, we're delivering
services.
um those those assets are being consumed
in the clinical services. So we should
be setting money aside and we replace
that asset but if it cost 50,000 today
10 years that assets that truck's going
to cost 60,000 to replace. So we budget
for ourization that's it's historical
cost that's only for 10 years it's going
to get us to 45,000
plus 500 when we sell it we
set aside 60,000 but by time 10 years
comes around we have 60,000 in the
reserve to purchase that. So that that
differential from the 4500 or 505,000
should I say to the 4500 per year plus
the five
add another,000
to get the 60,000 every year. That would
mean that we're only budgeting for
ourization, budgeting for funding for
service enhancement systems and
inflation. So alto together all of those
numbers is um what would get us to level
funding replacement cost ending all the
other asset costs.
And so again when we take a look at our
strategic plan goals um
the strategic plan uh emphasizes
important projects the development of a
robust long-term asset management plan
multi-year budget financial
sustainability plan service long-term
plans and strategies
both part and parcel of the management
program
[clears throat]
and the provincial requirements
Um so we've gone through u
we've gone through the 2022 and 24 and
25 management these were legislative uh
requirements. Um again 22 plan was only
dealing with the linear assets. 24
including all assets
uh plus determining their current
service level. 25 was built in the 24 to
not only that current service levels but
desired service levels and funding
shortfalls which again 10ear period
identified that was to be over 10 years.
Um further from here there is now every
5 years that the legislation requires
the asset management plan to be updated
by uh but also there's to be an annual
review of the asset management planning
process and that will happen July before
July 1st each year. So you'll sort of
report card progress and that will also
be first
and that's
question.
So you can continue with taxation and
SL
this uh
this slide indicates um again just the
overall over budget. Um when we take a
look at the level of taxation just to
indicate that we had a operating budget
of 30 um 33.6 6 million
with a levy of 20 million which is again
direct problem total expenses minus the
other revenues
the levy which is a 20 million for uh
operating
um plus the capital budget of 3.7
million uh capital levy. So combined
budget is always being for six by 20
we're working through the budget uh
development. Um this just summarizes all
the various functions um and different
levels as we work through the budget
again indicating that the budget
deliberation started at a tax rate of
about 8%
um and then as we work through the
different process
um without the OP
the uh target mayor set a target to
reach 2.5 or below and so uh with the
figures as they were working in terms of
budget uh when we ended with 12
tax rate
5.25
and [clears throat] the conclusion of
the pay 3.63 to be around.
This slide let me indicate any all those
were made from u the SLP and Mor.
So just to provide council with
breakdown of all the the changes that
were reviewed
along each change we identified whether
uh it was red
or
revenue or revenue need
in addition to making the decisions as
we went through there's also u external
factors that are changing And so this is
just a summary of all those changes that
have been captured. Again, just to
council to see where
normally council would have to look at
in terms of the changes in
this was reviewed in the mayor's mayor's
budget. Uh and obviously she affirmed
all these changes uh to arrive at um the
1.4 4 million all the changes required
to get us to
be the target.
And so all the 1.4 million just
summarizes that through the 1.4 million
is made up of expense reductions of
$872,000.
There was some expense increases and
just the timing I mentioned we
originally started the budget to
u process. So things like human um also
all of us as we were getting updated
numbers with the province that led to
some of these increases
we identify the increase in revenues and
so why it's a negative in the brackets
here is that there's an increase in
revenues it's a reduction in revenue so
that it's a negative uh there's also
decreases in revenues uh which mean
which might medicine
and the use of reserves and some of
those reserves are um based on
items that were identified as surplus
our leaders. So for example, uh council
on Sunday received the order of the
province providing u
uh rebate to to the town and so part and
so that has been is part of that
are being used to to offset
this unit.
This overall summary is again just the
same budget numbers for 26 but but has
been inputed into the system from
various departments for two years. So
this is the forecast
for 27
22
we're not just explain what's going on
in 25
services.
Yeah,
» I can hear you. Uh, Madame Mayor, the
large increase there is the capital levy
of 3.7 million their contribution to
reserves into all the reserves. Then we
need to create a capital project. So we
just put it under financial services. So
that first row there is summary of
operating family capital. So the capital
of 3.7
to
so this first uh this first slide is as
Shane mentioned where it says budget
requirements. This is a summary of the
next pages which has the operating uh
plans. You can see the financial service
and the label. Uh the equipment numbers
and then we get to the capital. We can
see um
about
those areas from the capital plan plus
the operating
consolidated budget of 22.8
this slide. So this is very similar to
previous seven focuses on 25 versus 26.
It looks at dollar variance and the
percentage variances. Uh then some
comments as to uh what are some of the
drivers principles changes.
Again, this age is looking at being
consolidated both operating in car
and going forward just as we look at the
category items. So why on this page
they're they're not listed by department
u with capital
looked at framework
is looking at
[clears throat] various asset classes
as an entire class of assets facilities
class
who what
to this
which facility is by uses.
Um so just in the on this uh slide that
we identify the uh opening reserve
balances for both operating capital
reserves
uh looking at all the ins and outs that
are going through.
This is still has
been by the year end. This is the
forecast of the 25 year end balance. Uh
and then the forecast within 26 budget
26 balance.
Just the fog where it says
header should say balance
just
so part of what
the the overall balances do seem to go
from 14 million down 6.7
number of factors
are play there. If we take a look at for
example economic development reserve as
the last line of the operating uh side
uh that and upon further review that
should be a capital area because that
reserve is actually funding a lot of
capital projects u and as we can see by
starting at a $2.4 $4 million serve um
island system
commitment for 2025 is there's a $3
million against that. So it just ends up
being in the native just finger overs
subscribing 25 and so that just that
flow through um just means that income
developers are basically again saving
the nation and so that has an impact of
reducing the 25 uh 26 impedance. There's
other reserves where uh projects that
have been carried forward in prior
years. Um the different projects say it
was budgeted in 23 was a $2 million
project say by reserves of 2 million
that that will stay in that reserve
until the project is completed and
that's when you'll show the the funds
being done.
Um and so there's a number of items
as have been carried forward in the last
few years that have come
in the stages of being competed within
25 and 26 that are long-term reserves
and so it'll be one of the items will
reserve balances even though one of our
strategic plan items is to replenish
reserves um in the advent of asset
management It's not necessarily that
we're looking for a specific reserve
target
um to say let's just say these you know
to say that we need to have 20 millions
$20 million in their reserve and you
always want to see that balance there
reserves are we're putting money aside
for a set project but ultimately you
need to spend that money against that
project and so where we asset management
is more towards around looking at what
is the contribution to the capital
program. So it's the bones that are
every year to stabilize the levies. So
we want to have the capital let
stabilize just increase it by 1% every
year and the fluctuations are in the
reserves where you build them up for a
certain number of projects and those
projects can be found in placement is
when that reserve will then be utilized.
Um so much like that slide where if the
bulk of our assets were built in the 50s
to end and compared to 1970 a lot of
those are going to come due for
replacement next 10 15 years. So you're
going to see reserves then hopefully
being built up and as you spend that
money to replace those assets obviously
going to spend those because obviously
you know annually you would bought for
let's say 10 trucks at one time but
those 10 trucks can be for replacement
you see the spike in the reserve and
then
drop down so the fluctuations are in the
reserves we don't want that fluctuation
um so that's where
and moving to the asset management. Um
it's it's a combination of what actually
deserves which are just national but
it's the kind of contribution program
that's very
financial sustainability.
That's that
question [clears throat]
>> questions from council
to the director of finance. Um
so with the uh reserves
um and the employment reserve we end
2025 with about 200,000
and and the reductions there's about
187,000
that's being used from that reserve. Is
that like is that 187 like for the
museum position
position? Will that be taken from the
two prime? Will that leave the
employment reserves?
Um to your point, mayor, when we were
looking at the employment reserve, um
it's bit of a chat issue. We're looking
at 2026 budget. We were looking at what
was coming into that reserve 24 surplus.
Um and then looking at what we are
anticipating, we're at 25 surplus. So,
so we we're gauging based on how much.
So, it's a It's a floating u it's an
active uh balance if you will. So part
of it is that we're yes
a lot of that concern um has been earark
for a number of different positions and
transitioning most into the levy. Uh and
so we have those spike down and then
we're expecting the 25 surplus to leave
that back up. Um as soon as we can why
council will justify reserve all being
said
and you said those two positions that
are being used
through the reserve next year will they
continue to be through the reserve or
will they be absorbed into the budgets
of those departments or what how will
that affect the And the next
one uh so the intent is to only use that
reserve to uh phase in uh those some
positions. Um you don't want to as a
general practice you don't lose reserves
to offset permanent uh increases to to
the budget. So eventually that will flow
to to your budget. Um so for example um
if we have a position that
um
started say mid year and we uh council
identified that uh given the prior
circuses that we would use those funds
to help pay a certain position then um
we may have used either some employee
reserve. So safely [clears throat]
fire changes
the overall impact of the budget is
165,000. In the 26 budget, we're using
100,000 of the employment reserve, which
is the part of the expected surplus from
25
to help phase that into 100,000 65 on
the levy 100 reserve so that next year
it's that 100,000 the levy to the uh
transition position to the to the tax.
So next year there'll be another 100,000
or 11 not used for reserves for these
positions or more.
>> Correct. [clears throat] Yes. So that
» Correct. [clears throat] Yes. So that
that 841,000 use of reserves. Um unless
next year we continue to use some of
that those reserves. Um, you can think
of the next year's budget as
automatically starting at roughly a 4%
increase just to not put that on.
» Sorry to say that again. Like the next
budget they will be distorting at 4%
because the positions
>> well not just the position without
» well not just the position without
saying anytime we use our reserve.
>> Right. I got you. Right. Okay, next year
» Right. I got you. Right. Okay, next year
we will use our reserve and that goes
right onto the 11 then so this year
overall given all [clears throat] use of
the full reserve prior surpluses that
are they're normally traditional in the
past municipalities just the surpluses
um we're now strategically using some of
those surpluses in certain areas but to
uh what I'm saying is yes anytime we use
a reserve that would go onto the levy
next year unless we determine you still
want to continue
to do nothing else if we don't apply the
reserves means that that's the starting
point actually
>> thank you I think um also um one of the
» thank you I think um also um one of the
examples where council gave direction to
use reserves to phase in was the IT
department which is a phase in over
three years which draws down a
significant amount in that um labor
reserve, but will at one point add a
significant
increase of budget.
Any further questions?
I see I think we'll take a 10 minute
break
some
10 to 29.
104
Right.
» Are we all?
>> Yeah, I think I'm here. Would you like
» Yeah, I think I'm here. Would you like
to What do you think?
>> Um, okay. So, we're back at it and
» Um, okay. So, we're back at it and
>> we're moving item 5.31 and I'm turning
» we're moving item 5.31 and I'm turning
it right over to
to represent the office of the CEO.
>> Thank you, Madam Mayor. Want to make
» Thank you, Madam Mayor. Want to make
sure the slides are working now. They
are
today. I just want to go some of the key
points of the office of the CO the items
in the business plan or what that
financial impact.
First one is recruitment position. As
you can see, uh there's $70,000 in the
budget for support the matrix for doctor
recruitment. Uh on the January 12th
council meeting that should be reported
from council to adopt the new matrix
review with the healthcare committee. In
addition to that, there's $30,000 in the
budget to support a shared grant that we
have applied for. Uh that grant will aid
in the development and of promotional
materials, launches a new advertising
campaign across multiple channels and
attendance activity recruitment events.
Uh next is the ongoing project of the
town halls. Uh we're looking to move
forward with this project. Again, at the
January 12th council meeting, there will
be a report of council has been approved
and in the queue in there similar to
what the mayor was talking about
earlier. Uh if we're staying at the
customer service center there over the
10-year capital life of that in the next
10 years, there's approximately 3.5
million dollars of work. We do some of
that work now will be a savings of over
a million dollars of of that capital. So
we're going to move forward with that
project as well at that or hoping to
move forward with that project and have
council on the J meeting. Next is 31
Earl Street that has been moving forward
in 2025.
Kudos to the affordable posting
committee of moving that budget forward.
Uh the next steps with that will be to
bring a report council discuss next
steps with the land and evaluation of
that and of course that
would be sponsored and ready to
um one of the items is the application
portfolio review and optimization. So
the manager strategic initiatives to the
pass to that individual uh we have
multiple licenses that software it's
important those places software to make
sure we're getting our best bang of the
buck and of course to make sure there's
no patience. So that will be a project
that will occur in 20126
and I hope to that we really some cost
savings project.
Uh next with HR uh one of the items that
was requested by council was the equity
diversity diversity and inclusion uh
committee. So that was established in
2025. In 2026 they're looking to set up
training and policy development. They'll
move that project forward. Next steps uh
there will be multiple uh reviews of
policies. Some of the policies that HR
would be looking at is the violence
harassment policy, working loan policy,
psychological health and safety and
emergency procedure policy amongst
others. Um, and another project that I'm
hoping will have a good bang for its
buck is the SharePoint for employees.
So, as council knows, we moved Office
360. and it comes SharePoint. Uh having
a repository of all our records and our
policies is important. HR has is on that
platform now. We just moved all the
policies over but they're looking to
make that into other sharing for our
just sometimes there
open to any questions.
>> Council have any questions for the CA
» Council have any questions for the CA
deputy mayor? I believe this is the
right uh uh right time to ask this
question. Uh as we know and through you
mayor to the CEO uh as we've all been
watching the news there's the provincial
employees are expected to go back to
work which creates an office uh
environment uh may need more. Is there
any indication that that may trickle
down to the municipal level where we
have to make that review with extra
costs?
office talking about office space.
>> Yeah. Uh through the mayor to the deputy
» Yeah. Uh through the mayor to the deputy
mayor. So there's been no mandate from
the provincial government to uh request
municipalities to come to work. And in
fact when we saw that um the government
was requesting
provincial employees to work. Cities
like to see abundance to the stand say
no we're still doing work policy. We
don't think that feeling you know it's
not based on a feeling based on what
we're seeing in productivity. With that
being said, um we have our our policy is
that that staff are in the office a
minimum three days a week. So you know
there's no mandate now but uh moving
forward with the down and getting that
up and running. So everyone that has
space will be important.
>> So there's no change to policy is what
» So there's no change to policy is what
you say but not right now.
Sorry.
>> Thank you.
» Um thank you for the chair to the CEO. I
have two questions. One might be an odd
question that I've never asked. Burl
Street like we put money into it. We're
part of it working with Oxford County.
Is there revenue that comes to us from
like once it's filled? Like does the
rent like where's the rent money go?
Like who owns the building?
>> Yeah. Uh through the mayor. So what
» Yeah. Uh through the mayor. So what
would happen there is as we move down
that line we have we own the land. Um,
one of the decisions that this council
need to make is, you know, what value
are we going to be putting on that land
and do we want to donate or or a certain
portion of that land to the project. But
once that's done, they are will go out
with the either the private developer or
maybe the county will run that and
select private developer there. know um
and that they're responsible uh for
having so many affordable and housing
units and they get that the money
service.
>> Thank you. And my second question is um
» Thank you. And my second question is um
in the mayor's review there was 5,000
expense reduction for EDI committee to
utilize uh the county safe and well but
the like you're still doing policies and
training regarding EDI just using the
model from the safe and well. Yeah. So,
so that $5,000 I it was put in there by
HR and in the review process um you know
the question is
our due diligence say hey what's this
$5,000 for? What's this amount of money
for? So was that money was to certain
[clears throat] amount of training and
of course it was to get a membership as
well and we decided at this juncture
given some budget requirements that
membership uh we can do things uh
without spending money right now.
>> Yeah, makes sense. Thank you.
Further questions
none. Um, thank you Kyle
5.3.2 financial services.
Thank you.
This is for the department of finance.
Um we're through 2026 a number of
business objectives
as noted already. One of them annual
progress review for gas management uh uh
plan and it's a July 1st. It's a
legislative deadline. Um
going to that's going to require some
staff time. So not all projects that are
listed on the business plan necessarily
have actually we just have a significant
amount of uh time requirement staff um
so they're identified as a key business
objectives so the target completion date
is obviously coming by July deadline so
May to June to deliver that to council
um there's a number of items here
related to asset management again the
continuation of are uh what I call that
triangle between systems people's
systems and processes to try and align
uh our systems
to support uh the individuals uh and the
processes to what's the change our
goals. So one of them is a a a module
implementation that is that uh is a work
order system uh to ensure that all of
the maintenance items performed uh on
our all of our assets are tracked and
that we can uh assess the amount of
maintenance that is done on all the
assets to ensure that uh being sort of
picture
or the amount of work that has to be
understand that 10 year life cycle but
cost of the entire passive base. So this
would help with for example need to all
the maintenance uh schedules both
preventative and then those that are
reactive to be able to track the cost of
each of those work orders
they're assigned to that and have a lot
of information to our budgeting system
in terms of
asset classes.
Um this is a carry forward. A number of
these items where where you see that the
project cost is funded from tax
reserves.
Some of these have been carried forward
for
a couple of years. Um then sort of a
continuation of the work where we're now
at the stage where we um with this uh
this which actually will then result in
so there'll be an increase initially to
get the uh the software in place and
then this
is replacing for one of the existing
software that we are using currently
does not integrate with the asset
management system and so the benefits
would be better integration, better deal
traffic. Uh the next one is the uh it's
part of our by doing software. Uh it is
just a $10,000
amount to uh ensure that our reserves
are integrated with our capital
budgeting so we can have better tracking
that that feeds into uh capital budget
software.
We're then looking at looking at policy
update on financing. So these would be
decisions for example as we have looked
at and manualized lead for example as to
when should we take out that versus
u there is these type of policies that
help determine for example that we it's
anything 500,000 that should be uh
eligible for debt but anything that
below that threshold should be
designated as those from the levy that
are through that reserve so we And we
need a policy on that in terms of all
asset losses when what are those trade
what is that criteria
that and that will help with forecasting
the 10ear forecast so that we understand
when those thresholds are triggered uh
to be able to know what should be on the
levy versus what should be forecast.
Um the surplus deficit allocation policy
uh that is again just an update required
on that to help align with uh the other
policy changes in terms of um
the surpluses that occur every year and
where those go reserves. Um, we're also
looking at again enhancing the budgeting
software and with the module to help us
with budgeting for all of our salaries.
So, currently finance helps budget uh
for the full-time labor targets look at
budgeting for the part-time labor. Um
but there there could be that that is
prone to some inconsistencies and use
different variables for what impacts all
the different uh labor uh impacts such
as the overhead benefits and so forth.
So this is to bring it all into uh the
budget software that will allow sort of
sal planning to to enable to level
have all the software. Uh we'll also be
looking at our accounts receable light
policy. So with the work that Ted has
been doing from our accounts receivables
um there's also elements of accounts
receable
collectible and so um we need a policy
where it comes to provide certain
thresholds as to when things should be
written off at what stage of any
collection process
and to designate the ability for staff
to be able to be those writers.
Um currently there's no policy so that's
just an administrator of element to put
in place. Um there's also the software
implementation what's called case where
so this is to assist with the
preparation of financial statements and
processing group uh currently in solid
in Excel. It's very time consuming uh
discuss this with our auditors that it's
the type of software that they utilize
and and to assist us with the
implementing
uh the software that will allow us to
stream speed our financial value
machine.
Um on the purchasing side we're also
looking at uh the platform that we use
when we it's called bits and tenders uh
includingly utilizing the full extent of
that software. So the intent is to look
at providing a fully end to end digital
platform for all of our purchases. So
when we issue an RFP or a tender or an
RF um we want to be able to do that all
digitally electronically
um the system right now we do that on
the system but then once we get the
results award the contract that's where
the original support ends and so
everybody sort of manages their own
contract uh right now on an annual basis
we don't have a corporatewide sort of
repository
of information as to uh how we manage
those contracts. So there's a contract
management module. So right from the RFP
RT stage uh we award the contract that
information then for the successful
getter also bring to this module that
where it will assist in contract
management. So for example uh there are
requirements under health and safety
under uh the vehicle waiver where uh
contractors are supposed to provide us
with uh a certificate to ensure that
that they're compliance with the BSA
standards act. So those certificates
only last 90 days if you have a jack
are supposed to utilize the system then
to upload the certificate. So stay
currently
with all of that. Um and then from
managing the contract to then evaluating
the performance at the end of that
contract. Um we should say and let's say
that there is project that did not go so
well that we want to then evaluate by
contractor
and let's say not use them future
projects within the system that have to
be identified and then then they could
be excluded from getting in the future
retirement if we so wish uh then we can
also manage this um platform and so a
number of these Especially
in this case, the project cost is not a
lot because a number of these platform
costs are a great for the municipality.
They're bored by the cost of the biders
who pay a fee to use that system and so
this is just an enhancement to
digitizing
processes.
Um
likewise for a number of years now we've
tried to take a look and look at our
accounts paper looking at how we can
digitize that process. So instead of
having uh invoices and then uh you know
paper um where the sector has moved
there in a number of uh given the level
of technology currently available today
is where invoses can come in
electronically.
the software can read uh the information
off that invoice pretty uh the interest
to our system that can be then redeemed
by the uh whoever's whichever managers
to sign up on that process of that
invoice all that can be tracked
digitally so we ensure that if it
regards to signatures on an invoice sure
the system is set up so that it will
place them a lower value uh and which
department that it was for that can be
uh the workflow to be assigned according
to that. Um so that again digitizes and
streamines the whole process and that
will improve oversight in terms of the
accountability
or of purchasing based on the designated
purchasing policy which is one of the
areas that end terms of management
processes.
The next item is
probably one of the bigger items in the
finance portfolio place. That is that
our existing system um will no longer be
supported as of 2021 which means that we
are uh we will have to review
replacement options
where we have to rise and replace the
entire financial system. And so that is
just the current version of the software
is just no longer so important. So we've
been advised this year that uh as the
dead end of 2029 call
on that system
it was it has been in place
it is time to this just opportunity for
us to look at
don't only just replace the system but
the entire structure the whole uh geo
structure um and all the workflows to go
out. So this will take substantial
amount tonight uh over the next few
years because this is years in the
planning to uh to change over this type
of system.
Um we'll also be looking at updating our
procurement policy. uh we identified
units of gaps in that LC that uh
requires some updating uh and
accidentally.
So over the next three years the outlook
again the the major item is the
replacement of the entire financial
system. We'll also then be looking at uh
as we talked about the the revenues
looking at a revenue policy um and
elements around that uh refinement of a
multi-year budgeting system and
processes
we've done some components in terms of
10ear capital but it's still based on
Excel spreadsheets that some of these
projects that are to continue that
defining the system to um to be able to
have technology assist departments and
managers with all those processes. One
of the benefits of that is that as
employees the new employees come on
board if they can log on to the system
and all the information is there
digital um will be a huge benefit in
terms of on board staff and for staff to
be able to have historical information
available
and so
continuation of asset management and
data enhancement. Again one of the big
still items in the asset management is
to ensure that we have better
data
on all of our assets that will involve
all asset managers. We have now by the
way been trained they've all received
the certificate that we um through NES
Canada uh who provided we're very
grateful to Canada for providing
subsidized training. We now have all
asset managers trained uh on the NAPS uh
on the asset management
framework and so we'll need to engage
with them this year as one of the
biggest range items to enhance that data
and then working towards the next few
years developing the financial
sustainability plan
which we kind of talked about as the
forecast
uh But developing the plan which is a
component of part of that data
enhancement uh but also all the relative
policies then relative systems it all
feed into the asset management what I
call an ecosystem um to ensure that as
work is done on asset management uh
every year that all those inputs are
channelneled through
the ecosystem to ensure that it informs
better decision making than budgeting
speak.
Some of the risks um
strengthen our internal processes is the
opportunity to look at the risk of the
improving of financial integrity within
the system. Again, it was the system is
there for more than two decades.
And so with looking at the new system,
we'll be looking to enhancing internal
controls. um of course the next few
years um our mental transitions um
workloads and so forth is a risk that we
need to look at is upskilling uh
expanding uh training development and
shared out
these are supported um and can be
successful
and of course the risk is legacy systems
and processes um so the opportunity was
to innovate the most strategic advance
investments and utilizing technology to
modernize.
So on a budget perspective the uh and
finance uh budget itself um has a lot of
external numbers uh introduced uh within
this budget. One of the things that
we'll be looking at exploring is uh
taking those elements that are external
uh to the department of activities and
goes through a different uh budget item.
Um and so again as Shane had noted one
of reserves transfers um both through
finance.
So it's hard to gauge looking at this
shouldn't be activity of France itself
but overall given all the food what
we're seeing is having
all the grants school
charges
contributions to service but in terms of
the expenditures
uh
labor and purchases those are all tied
to so just that provide
have been
projects that we look at on a three-year
basis. Again, we'll hopefully be able to
take a look at taking out some of the
components related to finance activities
and be able to hopefully provide better
venture. So just the finance department
itself
that's finance there's any questions
have any questions for motion
» um if it's not for this or for you just
let me know um through the chair the
director I have wondered and I've had a
couple people ask me how we come up with
the average house
amount
like for the levy like uh the increase
will be this amount based on the average
house of 243,000.
Um and people will comment that that
seems really low for a house in 2026.
I'm just wondering how um finance or
whoever comes up with that number comes
up with that number.
not for you matter
if I'm wrong that is the uh uh we
receive our assessment data from act
which is the municipal property
assessment corporation uh it is
an agency that is supported by all
municipalities but it's a provinially
designated agency and they undertake the
work of assessing all problems province
of Ontario they provide us with all the
data Um and so based on the the median
uh value for all properties, I think
we're around 77,000
or 8,000
8,000 properties.
uh to take a look at residential alone
the number uh that assessment assessment
provides
just as a vitamin D impact assessment is
not necessarily what value in terms of
resale value so assessment value is just
based on what you pay taxes on but
I'm sure most
say that But it would sell the house for
it. It's a little different than how
assessed.
>> I [clears throat] think also it's
» I [clears throat] think also it's
important to know the impact hasn't been
assessed since start. So the last
assessment was 2016.
>> Yeah, it was 2016 and they haven't
» Yeah, it was 2016 and they haven't
reassessed since then. Um but they do
like new builds they do assess though.
Am I correct on that? If there's a new
build um that is assessed. So your
average median does increase over time
even though they haven't done a
wholesome assessment because new builds
are assessed potentially
and their penac is a third party
independent already correct. Yes.
Thank you.
» To corporate services.
So corporate services uh currently it
includes four divisions and that is the
clerk's office uh customer service right
communications.
it was part of the closed uh division.
Um this slide that there's for 2026
was stated as a new
terms of reference for the advisory
committee structures. This was
identified uh required just but
that needs to be updated the uh also
business process reviews. So business
licensing process
um which includes office
stand by.
There are also a governor's policy
review and updates including the pursuit
of support
relations policies uh all to be updated
this year. Uh we also planned um over
the election 2026.
Um that piece is time and effort to
plan, deliver and administer the
election over both compliance
act and that is a cost but relative to
software the electronic voting system as
well as
processing and also this year planning
for of course once the election is
completed there'll be
council um facility provider team
orientation
very
program
and the records management user
adoption.
has been improved on our systems on
records management. The training goes
along with that uh will process
on the communications uh division side.
Um
be looking at updating uh and reviewing
the communication strategy
that will just be against that along
with that procedures and policies. uh
from that strategy
just as a you know
communications I still transition
on the customer service side told this
would be just looking at our business
license program
uh to ensure that that is extremely as
possible
looking at what are the parts of the
process
enhanced in any way on the IT division.
Um
looking at services modernization
[clears throat]
there is there's little capital conform
to the IT budget that is just you know
replacement IT equipment uh or the
entire network
the the replacement value now of all IT
equipment is
is about $2 million mark. So annually
different component of that but
so that is
that the time and effort then spent also
in terms of the major capital projects
along uh
the team
elements around that project then the
asset managing work
as we continue to look at um one of the
efforts
fired across all asset managers will be
trans of the data
future decisions.
some of the risks uh identified across
the board divisions obviously it u cyber
security is a very big top of mind
concern across the whole sector you know
there's been municipalities that has
been on to some of these threats and so
we need to be constantly evolving our
processes and
our infrastructure [clears throat]
to be able to uh hopefully prevent uh or
sometimes they say it nothing is 100%
>> is that if when it happens uh everything
» is that if when it happens uh everything
is set up to ensure that we cover
student matter. Um the clerk's in the
clerk's office they've identified
physical record storage as a key issue
in terms of ensuring [clears throat]
uh
preservation of records. Hopefully that
will be addressed as part of the
renovations of destiny service center uh
contin
um insurance of course we're looking at
um risk management systems and processes
as council ready for the presentation in
order to ensure some of the audits that
we've already undertaken need to
continue to undertake those audits to
ensure that we uh are doing everything
possible so that whenever there This he
kind of claims that we can propose if
are set up to uh minimize
in communications
by sort of being to analyze difficult to
build
the use of expansion and various
deliverables across the organization. So
as part of the world communications
strategy reviews
of communications to your development to
support the organization
uh and overall open service is just
keeping up with the managed service
levels
the organization and some initiatives.
Uh the opportunities of course are to
as we continue to again streamline our
systems uh to create a stronger
representative environment. um to look
at risk reduction practices to mitigate
exposure to costs. But
split of ways of how we can engage
citizens in ways
increase support the organization
records program ways of help to
modernize that support and just overall
just implementing updated tools and
technology and create stronger support
over the next three years. uh in
corporate services. Um again key focus
on our records management program. It's
not only just about
ensuring that the records are there but
that has a huge impact and supporting
decisions uh store decisions how they
impact the environment
how that information utilized to
mitigate risks from an insurance
perspective.
governance perspective of council
adequate records also the overall
efficiency governance of the
municipality
communication and three years behind the
servant growing community who's becoming
more
higher expectations while still
understanding that you serve the world
should audience still do to serve our
U it improvements and expansions to
support the organization and just
ongoing training andification of support
and training to share residents and
service delivery.
Um in this part of the budget is also
where the council budget exists.
Council just overall just items uh
women, parents, children services as
part of the election. uh invite the rest
is just
changes
any questions.
» Um I don't think it's necessary but I
think council's well prepared. Um just
pass on any questions
to the director
and do we invite
director of operations and
thank
Good afternoon.
presenting the 2026 plan for the
operations and development department.
You can see here one of the projects
that we are focusing on next this year
is a town hall project. coordination
with CBO, director of operations. We're
also working with all departments like
finance and CEO.
Another big project for for this year is
the continuation of the grand area
consulting project. That project started
in 2025 and will continue for this the
first quarters of 2026.
For 2026, we also have the annual road
present program. Um we're expecting to
complete this program by Q4 2026 and the
amount is $240,000.
Same way for um for this year we
continue with the sidewalk connectivity
program [clears throat] with an
allocation of $150,000.
to continue with um increasing
connectivity within the town and we are
expecting to complete this by 2026.
There are two bridges projects for this
year pedestrian bridge and the other one
is the discover in uh these two projects
but we are waiting for confirmation from
the all study uh extinguish needed. Uh
we have a consultant who is currently
doing an assessment who needs an
assessment of all the bridges that we
have in south. Uh we're expecting final
report soon but that will communicate uh
what direction will follow what they
need to do to maintain this or maybe
fairies from here. So we wait final
information. So just on that because I I
know we've had this discussion um
especially regarding the late at
um the funding is there. So then if not
all that funding it goes into reserves
for teacher correct.
So for 20.6 states for office we have we
are showing a $300,000
uh this project and for the average
avenue for $623,000
I just mentioned those projects are not
needed but we can extend this for the
service life of the two assets then that
money that money will
projectation.
This is a county with their project 100%
funded by the county. Um but our
department will make will be the
in getting consultant to do the design
and getting a contract to the
constructoration required for this
project. There is a budget for $850,000
and the practice of health condition is
also the street lights annual renewal
program. This is a program that engineer
engineering overseas but is being
completed by TSI
for this year. We are we are budgeting
for $150,000.
This is the last year that TSH will be
deleted for this program and
[clears throat] said that they will be
completing their annual program this
year. So we are hoping internally to do
some assessment of all the street lights
assets that we have in town building
[snorts] a database making sure that we
understand uh the condition they are how
many do we have and how much money are
required going forward for overseeing
these assets. We're expecting to
complete this by Q46.
An important project is water storm
water manage and or master plan. Um this
is a master plan that we will look into
the storm water management for the town
as a whole big picture. um they're
budgeting $450,000
because it's an extensive study that
will um would require a couple of uh
consultation with the public and um
consultation with all the stakeholders.
>> We're anticipating that it's going to be
» We're anticipating that it's going to be
a multi-year project and ending in the
future
for the airport. There is a few projects
planned for this year. The first one is
this is a carry forward for 2023.
In 2023, council approved this project
by spending Nets and
we are hoping that by the end of Q2
there's going to be some lands at the
airport that will help us to proceed
with this project and an apron station
at the airport.
Same way there's an drainage maintenance
that is required at the airport ends. Um
they're budgeting $20,000. Um they're
spending to complete this six. Finally,
there is some shelter for uh keypad uh
$7,000 that is also required I expected
to be completed by future
reach [clears throat]
also part of the business of business we
are focusing on promotion
the next year uh sorry for this year we
are going to work with economic
development staff and public works when
we make sure that we promote the airport
uh for the community. It's an important
asset uh brings value to the town and to
the to the area. So we are trying to
work with the department to make sure
that we promote the airport.
The project is implementation of the
airport development fund. This is a
strategy that was identified in the
airport master plan that was completed
at 2021
and provide some direction of
coordination with um municipalities
neighboring municipalities
to make sure that we uh provide sources
of revenue for the airport. So we're
going to be looking at that with and
with economic development staff manager
of public works to make sure that we can
implement that or at least invest to get
an option to to generate more revenue
for you.
Uh we're also working with the public
force department and communications uh
to have a better strategy for
communication uh from the post
department. As you can see some emails
related to interventionist that's
something where we are looking for some
uh collaboration with communications and
the corporate neutral departments uh to
make sure that we communicate better.
green hazard communication strategy to
the public to staff uh especially when
there is winter events and any other
road u
[clears throat]
that are required uh events that are
required. So plan to complete that at
YouTube 26.
Uh also this year um the pingo contract
will expire. So the March 31st is the
last day that um we will have on
services for the kickoff. We already
advertised the RFP before the holidays.
So it's already out and it's closing at
the end of 2026.
We're hoping to get good good um buyers
good companies meeting on it. um that
401 to cancel in February recommending a
a service provided for for the people
for building and by law. We have a
project digitization
verified in the session project
cost uh 10,000 and is
also the building and B department is
planning to review the notice the animal
control and the low maintenance bio is
an annual review that we're hoping to do
to make sure that our policies are up to
date. um and again expect to be
finalized by Q4 2026.
And finally, they're implementing a new
traffic ticket software. Um I've been
told that the the current system we're
using is we don't have the support that
is required. So we're looking at a
strategy or something different to to be
able to continue providing service.
17 pay cost of $12,800
and is expected to be completed by 386
for fleet this year. You only have a few
projects.
First one is uh the loan factory which
is now unit is required for packs parks
and cemetery
proving $25,000 at 20 $25,800.
Um we're hoping to get this unit in
place by Q46.
There is also a trackless road banner
attachment that is required for road
that cost $33,000
and expected to be completed by Q3
project there is some risk also. So
first one is they're working along with
Norish to
negotiate a new boundary agreement
agreement. Currently there is no
boundary road agreement
and a draft has been provided to them by
the CEO. Last month it was provided to
them. We met um before the holidays
there was we um discussed the draft and
we're hoping within the next two three
months hopefully
get an agreement agreeing principle to
be intended to both cancel
and spot.
In addition, there is also the new 2024
building code. There is a new revision
um that continues to create some
frustration with contractor developers
and property owners. And then we're
working with staff making sure that we
provide the u training uh resources
available to uh stakeholders and the
public so they understand the
implication of the new building code.
also ensuring that all staff staff
maintain and upgrade the provincial
qualifications required by um municipal
affairs and housing
related to the new 2024 Ontario building
called
also another rift is the increase in
homeless homelessness
we have receiving a lot of inquiries and
complaints so again it's staff time make
sure that we all this working with all
the partners stakeholders county make
sure that there is Um there is a a
better way to deal with all this uh
issue
opportunities
on boundary agreements with lower tier
policies. Investigation of the private
law for the airport. Uh continue
implementation of record management
within public works engineering and
water with water departments.
evaluate and leverage storm manual
condition assessment that they're taking
and that's something that we already
started this year. Um as part of the
annual program of counting
every every year they go and do
inspection of sanitary sewers. Um this
year for the first time we ask the
county to also include the storm water
management tornos
as well as b assessment. There is an
asset that's been evaluated and the
conditions being provided to us. So we
are hoping to continue that program
every year. So we understand we know
better the conditions of all the sewer
assets
also improvement of developmental
communication to communicate I'm sorry
to the community and the volunteer.
Uh finally b review provides updates and
verification that are further
over this
opportunities as well continue continue
to use the corporate service request and
work to manage the system. Um there's
been a change with water and waste
water. The county town requires that the
town uses cargo which is a different
platform
historically will be using mesh
um but the request of the county now
starts have been trained and we're going
to roll up this new prog
tool that will be used going forward
social improvement of the private
communications the community and
development industry Our
2026 um environmental goals rehabilitate
replace infrastructure that is needed.
Implement water main direction plus
program. Implement san
program. Continue the annual truck
account program and then pursue
available commission of federal capital
funding opportunities. This is critical
for the department. We're always looking
for opportunities for funding from
provincial and federal levels. As um we
have as the director of finer mentioned
the um the opportunity
for additional revenue are very
important for us.
2027 there's a list of programs on
similar programs that we do every year.
And then from 20 to 28 there's the same
same programs that we are continue to
develop basis.
So the rest of the slides show the
financial information
and some specific about the forecast.
I'm happy to answer any question.
>> Thank you.
» Thank you.
Questions for the director
Spencer
>> uh through you chair to director of
» uh through you chair to director of
operations regarding the TICO. I've
heard several people still asking about
inner city and I know within Oxford um
there wasn't um
uh feasibility with collaboration is
there any way or has there been any
thought about approaching Elmer like I
know that a lot of Tilsonberg hospital
patients are trans or not transferred
but sent to Elmer for let's say
ultrasound
um is that ever is that something down
the line that will be approached to
consider inner city and with financial
collaboration with other cities.
Thank you for the mayor. So transit is
um we always open to is helping with
partners especially with the county to
the county and the county right now
leading uh transiting for for the area
for the county. So but staff is always
uh checking with them if there is any
way that we can collaborate that we can
provide our input our figures uh on the
TE community that was a successful
program [clears throat] that the
government funded for many years. Uh
fortunately it ended last year but again
that give us some experience of things
that we can do. Having said that we are
just collaborating right now with with
partners with the county. Uh I know that
the transit coordinator is continually
checking with other Norfolk for example
and other transit service providers
making sure that we have opportunities
to you know in the future there is a
opportunity that we are going to send
that for the consideration.
>> Would it be just in Oxford County that
» Would it be just in Oxford County that
we would look at or is it possible to
look at for Bernie or Elmer?
So through the mayor as mentioned before
uh the country is leading that
conversation right now uh mayor just
partnering and providing feedback and so
the county I don't know the details at
this point what they're doing but I know
that yeah there's conversation continue
conversation with but at this point the
county is doing that program
» thank
Oxford opted out of our membership
should but I opted to put in from the
county 30,000 we can go to 5,000 score
then this initiated through score so
SCTA central transit and it involved
middle sex and it did go um it it
involved multiple counties they um like
it involved county as well so score did
apply for some funding but thanks there
is no funding like there was available
So the amount of funding that's
available is pretty minimal to as to
what was available. Um but I can assure
you those conversations have been had
and are continue um continue to be had
um through the organization for you.
» Yes. Uh thank you worship. I I think my
question or comment here or question
continues in the same uh vein on page 24
of this [clears throat] section. Uh the
increase in transit services at 167%
a little over $100,000 is alarming. Uh I
I think I've been hearing in the
discussion that uh there's going to be
uh some uh further looks at uh obtaining
other sources of revenue, but uh and I'm
not sure the director can answer my
question. I think this comes down to uh
a decision of council at some point as
to how much uh the taxpayers uh are
going to augment this particular uh cost
center. But I sure hope something good
comes from this. It's it's an awful lot
of uh extra for the taxpayers to carry
and we need either uh grants or
writership. So I think it's probably
more of a comment than a question. I
don't think the director can answer my
question but um I am concerned about it.
I will ask a question though about the
uh the wood lot at the airport. It seems
to me this has been an ongoing um uh
concern to lengthen the runway for a
number of years as long as far back as I
can remember. And I just are are we are
we do we have some reason to believe
through through your worship to the
director that we're going to have
success this year with uh making way for
that longer runway. Thank you.
» I'd actually like to answer that because
um I raised this um like I raised this
when I first saw in the budget. No, I
don't think there'll be any restitution
um to be wood loted. Um the town has
tried multiple ways to spin the hat and
it's not going to happen. There is an
alternative though. Um which is why I
bumped airport sales. They were
originally for Q3 I believe and bumped
them to Q1 because um the town was
gifted
they're they were no charge and they're
called patty lights from the airport
because they were replacing them and if
the town were to install the pathy
lights it would really mitigate the
safety concerns. there are safety
concerns from lower. Um it would help
mitigate that but that obviously that
project cannot go forward without having
lands on the airport. Um do I think that
this is going to come to restitution
with woodlock? No, absolutely not. I'm
going to be completely honest and
transparent.
It's very very frustrating.
And I will tell you I even approached
the federal government through um like
safety regulations
safety and safety issue and there was a
safety incident at the airport and um
they no one's providing
» you have anything to add?
» No, I just wanted to add and thank you
for for the comments. Um we are also
working internally they're coming up
with a potential plan to um for this. So
hopefully within the next uh couple of
months or four or five months we'll
provide something back to cancer for
information.
» Uh thank you your worship. We'll
continue to watch this. Thank you.
>> And I and I would um concur with your
» And I and I would um concur with your
comments regarding transit. Um it's then
that just so the public knows that's
just in touch that's just in the town of
Tsburg that every m every municipality
is facing the same thing. Transit costs
are very high. Um so I I I do appreciate
your comments on that. Are there any
further questions from council because I
have one question?
Let's see. Um my question is is there an
RFP
um for the airport management?
>> Yes. Yes. It's also working on that one.
» Yes. Yes. It's also working on that one.
Um we're hoping to finance before the
holidays, but we are waiting for some
information. Um make sure that we eat
whatever place needed. Having said that,
uh the touring contract expires on March
31st. Uh so we certainly we're going to
be we're going to be in time to to get a
new service right hopefully.
>> Thank you. Thank you. And just unless
» Thank you. Thank you. And just unless
any further question.
Thank you director. And now we can
invite our player.
There's
a good
shape.
And good morning everyone and actually
happy new year say happy new year.
>> Happy new year. I hope everybody's
» Happy new year. I hope everybody's
holidays were fantastic and
» anyway I hope everybody didn't get hit
by this illness still suffering but uh
anyway I hope everybody had a pretty
good trip. So, as far as our business
objectives go for 2026, um I'll start
off with
fire communication for partnership. I
know that's important to everybody here
in this room. And then there's a there's
a cost to running that part of the
organization. One of
the
past year is the ability of time to get
out and build our relationships with our
partners. um that both for myself and
also
division is a business
creating and maintaining those
relationships. I know myself I've had
limited time at one opportunity to get
out to a couple of our partners and uh I
like coming to see us. They like us
coming to see
so that's something I did allocate a
cost to do. We're going to try to
squeeze that out of the record
next year as budget for that, but that's
a priority into next year. They're
probably slow to start, but uh we want
to build on that and hopefully get to
new people and maybe get some new
contracts. Uh the next item is increase
our part-time hours to another full-time
equipment. I know [clears throat] budget
now. I just want to say I support it.
the master fire plan um is in that well
included in that is other options
composite department full-time
firefighters
uh the previous chief about this when I
first came in he said it was introduced
so it was meant to be a
a slow way to implement uh having
fulltime staff on duty um during those
times of the day when not get fired on
firefighters back for responses
for which even outfit a couple of people
and very limited uh fire operations.
Anyway, uh those people and also we're
taking advantage of that now with uh the
people that are there can be there
regularly um to do other initiatives as
in fire prevention currently and of
course regular checks of equipment and
preparation for assistance.
Um
the next thing would be uh within our
budgetary process uh identify those
master plan opportunities that we can
knock on limited and identify the main
lens that we need to do to uh for those
that will be myself and I didn't have
any actually the whole organization my
goal is for us to work together as a
team and everybody's part of that team
and uh so if one straw goes missing
There's not a blank there and somebody
has some good background.
Uh [clears throat] goal of fire service
and you guys know fire is continued uh
enhancement of um cancer reduction
mental health reduction um in the
capital of uh projects. [clears throat]
You see that there was addition of a of
the contamination shower. I know what
the facility is is tight for space
identified an area we could do this and
you can please know that of two projects
I put in for for grant money we were
disapproved for grant money for that
disclosing around 19,000 so it can be
applied to one or two projects in the
end of the day when you receive those
funds um as normal to recognize this we
just did at the end of the year the
emergency management requirements on the
end of compliances and uh continue on
with this NG 911 project which again we
approved for the uh the grant money we
asked for that was approved for there
just before the end of year or two and
uh problem with that we will get some
with it um problem with the
implementation process is the uh
starting end up working with the site
man
to get it implemented staff training
staff training time and the costs are
included in them that that uh grant
money. However, there is a cut off when
that has to be spent. So, you know, we
can't get to a certain level. Hopefully,
it'll be another round of funding ask
for again.
Um this year I think Kyle mentioned it
uh human resources we have collective
bargaining
here
collective bargaining uh with the
firefighters association um this year
with human resources
>> and as you guys know the addition of
» and as you guys know the addition of
deputy fire chief that recruitment is
still on close to be but as far as that
is uh it's on boarding succession plan
for the organization
again as I reiterate it's a group it's
my team the team they have there
everybody understand
and then my friend to my left assist
[clears throat]
um
challenges that we do uh
capacity capacity. Um in related to
emergency response uh staffing and
supervision uh incidents that's kind of
goes back to having a response where we
have available to respond to incidents
availability of those people uh
inspections public education again
availability at time
>> we all seem like we're sharing each
» we all seem like we're sharing each
other
shipping go 15 times a day one to
another so they become challenges with
staff in those specific areas all the
time and of course uh OFM puts
requirements on us for professional
standards that we have to our
firefighters change at a certain level
that's July of this year some place
start having challenges my understanding
with uh my pat we're we're good right
now so I'm hoping that we can make sure
we take off by boxing July and then of
course administrative support we all
have those challenges every day
policy
dealing with their challenges. Um, again
goes back to staffing staff
availability. I have noticed since I've
been here, of course, I've spent my
career in a organization, but you do see
now that I'm part of the on call
volunteer system that a lot of these
guys I've talked a lot of my colleagues
recently in November
they don't call municipalities
challenges on getting staff because they
work outside of community. You live in
our community, but they work outside may
travel, [clears throat] they may be in
Toronto, they be flying somewhere. So
it's different years a little bit at a
factory or they live in state within the
community and there are employers now
that do not want in place to be as
validated to respond. Um it is a
challenge at least we do see that we
know you know couple of guys that have
retired that are around all the time and
fantastic help to me. Um but we we do
see that and of course there's risk
associated with that. Um and then um
and talk to APSD do have a couple issues
but uh cancer it workplace so
let's move along and opportunities there
always opportunities and everything and
with our people grow our organization
more people on the bus people on the bus
increase fire prevention public
education that helps on hopefully reduce
incident response so the public smarter
aware of what they're doing. Um that
said, uh we had quite a busy holiday
season. One day I think was 16 calls a
day or actually instance are up 16 in
over last year. zones
18% still got 460 calls or 399 last year
that was a fair increase and um
yeah so that's about it unless you got
any kind of any
umation of fire master practice uh as
I've gone through it and looked at and
watching you guys through the town hall
issues and where it's going to go and
how it affect my organization because
the communications was initially
supposed to go there. Um we got to have
a good look at the small master plaster
plan objectives I the fire hall it what
it's going to be like and you know 10
years down the road how municipality is
going to change. So as we look at the
fire master plan we come together and
discuss the risk opportunities for the
future. So which is for 25 30 years here
down the road. Um I stay pre
alarm programs the first January
presence with I got natural gas has to
have the background tour. So we're
actively social media marketing right
now and with the paid on call the next
item planning um the people that are in
this one double short that being uh duty
person we we're pretty lucky right now
it seems to me we have so many people
the same people there relatively often
uh but the problem is it's filled by
another person sporadically we don't
have that consistency
to do these things like but we can do
things like pre-instant planning and
they will things that these guys would
not be able to normally do at the you
know a Thursday night or the training
institute
» in the next three years
again the fire objectives uh grow uh the
fire communication partnerships that I
discussed earlier um back on your
question fire being in it's currently in
in the environ so space uh conception
design what is it going to look like I
haven't seen anything except I've been
here to talk about it haven't seen any
design conception
fire survey which I don't think we've
done here for a number of years u
development's a huge in our organization
we have eight workforce staff uh you
know hopefully These guys be around for
a little bit longer, but eventually it
go once. We have developed those people
within our suppression suppression staff
and even in communications
and uh officer development succession
has written by deputy fire trying to get
that that in there. And then of course
another great organization we have two
communication supervisors this year
communications same thing. Vanessa's not
there. They separated and uh carry on
and risk management. This is the regular
legislative requirement
addition.
Any questions?
>> Open up the floor. This council have any
» Open up the floor. This council have any
questions. Fire chief council
may fire chief. So the two people that
you have on board at the station at all
times now, are they the first ones that
won't call them?
uh coun for sure. Um right now there's
two people a duty Monday to Friday 8
hours a day if those ro if those
positions get filled not every day to go
is to that's the other other side of the
coin we have to have available people
want to sign up for those slots. So
that's kind of thing but [clears throat]
those two people are only allowed to do
so many things and respond right now to
a medical seal call and that's it.
taking in fire firefighting
operations. What they do do is in one
individual she's joint interested in
fire prevention. She fire prevention 20
to 30 hours a week which is successions
for her organization when the fire
prevention officer may except shortly
he's getting closer to the age of
retirement. So that's trying to use
their own people. Then the other other
thing they do daily chores within the
[clears throat] fireball which is normal
operation equipment maintenance which
they get trucks and equipment gets
trucked daily regularly which is
something that never happened before.
the uh the equipment is in a more ready
mode if you will versus you know as
before when you have a person there
every day
equipment being tracked which is a
normal normal fulltime department that's
what happens aerial gets every day by
exercise and being extended up operates
um but issues are identified quickly
takes care of very efficiently for us so
that's the benefit we get from that and
we're hoping you build on that what one
of the gaps are really not this with
previous
coming in trying to understand
and how everything works and getting you
know a rush of information all at once
some of the there's gaps in how these
I guess you want to call it
job descriptions or they don't call
they're really not fully developed
so there's more of a structure when they
come This gets accomplished. consistency
possible and that's what we want by
adding
» um thank you chair I did it was similar
I I just wanted to ask like so the
full-time that are being funded they're
doing more of the bell mounts if you
will calls the calls like that that are
not fire prep Yeah, but so they're able
to respond two people can can go and
perform it was better. Now if it were
escalation
um they under [clears throat]
rules Dr. their job and safety. They can
only do so much, right? So, they can't
enter into a building. They can't, you
know, they're not taking a full bump or
to an instant response, but they
[clears throat] can take, you know, take
a truck with medical bag
just the other day in the afternoon and
uh those type of things and then a call
for assistance. There's another thing I
guess should add to this what I which
I've noticed which is um happens
[clears throat] in a growing community
request for um fire department certain
events during the day or at schools or
at any we have a lot of requests for
that and one of the questions I've had
in Ken Chief's vote is how did we ever
fill these before because there was
nobody available and he said well we
kind of piece the puzzle together to
kind of get make it happening this But I
can tell that you can tell the community
is growing through my past experience
going through this. But the community
coaching is so much more requests for
everybody wants fire
and it's coming. That's part of your
public services is getting out there and
representing the community passing on
the safety message is public education.
That's that's the first public
education.
Do you have any number off the top of
your head of how many those kind of
calls that those folks would make like
for the alarms or the smells or the um
assistant
>> or the daytime calls? Yeah,
» or the daytime calls? Yeah,
>> we're getting Yeah, actually I did do
» we're getting Yeah, actually I did do
have a graph somewhere I printed off
actually early on in this process.
>> Yeah, we can break it down actually
» Yeah, we can break it down actually
calls you between let's say 9 to 4.
>> Yeah. and you know what we can do and
» Yeah. and you know what we can do and
can't do, right?
>> Awesome. Thank you.
» Awesome. Thank you.
That could be part of the quarterly
quarterly results as we've seen have the
calls and maybe it could just be broken
up further.
>> Any further questions from council? I
» Any further questions from council? I
have one. Um and I know that the
firefighters were busy in the fall.
Um, has there ever been a situation
where we haven't had enough people
respond
[clears throat]
>> question
» question
in my experience here?
No, I do not believe so. It's an element
of time. How much time does it take for
those individuals to respond? Which
reflects what we can do. So time in
these fire emergencies time makes all
the difference loss loss of life. You
can only move interior so many have so
many things on fire right and then fire
burns
fast faster nowadays. So in my
experience here in nos all the time one
thing I have noticed with points we've
had some meetings honestly the guys have
been extremely busy and I have noticed
when I look at the exit reports
the response
then let's say they've had a busier week
the response may be you know these guys
are working other places where they have
young families that it's elsewhere let's
say they've gone you know had like
decent instance three of four days at
the end of the week, you know, come
Saturday, think Friday, you know, the
response may a little bit late a little
bit because availability guy's been
waiting for four days, been up all night
and, you know, is is not able to make.
So do so um you track [clears throat]
like response times like say but from
when the call comes in to the time that
you arrive to the incident like that
would be track like similar to EMS but
EMS has a they have times that they have
time stamp everything.
>> Yeah they have they have to give their
» Yeah they have they have to give their
original
um so you time stamp everything
>> right. Is there a trend that it's seems
» right. Is there a trend that it's seems
to be getting longer like or how far
back do we have this data?
>> I guess you have to bring it back to
» I guess you have to bring it back to
2005 if
>> sorry thank you. So, so then my question
» sorry thank you. So, so then my question
would be is the return
» from
level
>> based on
» based on
having
>> all thank you. Any further questions?
» all thank you. Any further questions?
Thank you very much.
I think um poling section I know we've
discussed it um quite a bit already.
We're facing a gu
of 11%
um because of paying plus. Is there
anything that you wanted to add?
Well, just you just just to reiterate
the full point that again we don't know
what the what the next year may hold. Um
so it's again it's just one of those
unknowns. Normally according to the
ministry's calculations that the
increase would have been a 30% increase
would have been about 1.1 million change
for 26. It was cap 11% or 44,000.
» Um the timing is a little frustrating.
So there was um they did call um many of
us in Toronto as a department and a lot
of mayors were reiterating reiterating
the same concern that our budgets
budgets are prepared and then we're
still not having the police information
and it took I think it was a week longer
was at the end of November we finally
got it um longer than they had said it
would take. So, it's always a bit of a
struggle because we're not quite sure
where we're going to go and then all of
a sudden we get the bill. So, um we're
not always correct. A lot of
municipalities including ours have said
like we need something more tangible,
earlier and more long um more of a
longer forecast, but the contract is
expiring summer 31st between the police
and the province. So, um, we, um,
hopefully then there'll be like a
multi-ter agreement, which would kind of
give us a better view is what we're
anticipating. But I do, I do want to
make it clear to the public that if we
have a missing person or any type of
special investigation, we have access to
a lot of things at no charge with the
OP, whereas private forces will be
built. And I'm telling you, those tabs
can run into the millions of dollars
when you're bringing in doctors, dogs,
special search teams. Um, the no borders
is definitely a benefit to the
just want to make that very clear.
Are there any questions on the placing
budget? Yes, deputy mayor.
>> Yeah, just a quick question to you. Uh,
» Yeah, just a quick question to you. Uh,
you mentioned multi-year. You're talking
fiveyear. It it [clears throat] depends.
We all we have no control. So what
what's happening now is that the um
contracts expiring the end of December,
December 31st between the police and the
province. So it depends on what type of
multi-year deal they work out. Let's say
they work out. I'm just throwing out
this as an example, a two-year deal or a
three-year deal. That should help us um
you know give us some indication of what
our increases are going to be moving
forward.
>> So in fact it's not between Tulsa.
» So in fact it's not between Tulsa.
>> It's between the province.
» It's between the province.
>> That answers my question.
» That answers my question.
>> Okay. Perfect. Any further questions
» Okay. Perfect. Any further questions
seeing then um CEUS [snorts] about how
long is your presentation?
>> 15. Yeah. Yeah. Tell me about that.
» 15. Yeah. Yeah. Tell me about that.
>> Okay. That'll be perfect because after
» Okay. That'll be perfect because after
CIS we will stop for lunch because the
BIA is going to be presenting at 1:00
where um council
» sorry just is there a reason why that
mouse maybe there's a mouse or
something.
Yeah. Can you get res?
>> No, I can't give it.
» No, I can't give it.
>> Okay, you can move it up. Yeah, thank
» Okay, you can move it up. Yeah, thank
you.
>> Well, thank you, mayor, members of
» Well, thank you, mayor, members of
council, and my colleagues. Uh, so
giving you a bit of an overview of the
economic development and marketing
needed to talk.
I said kiss the microphone earlier.
Um, just again want to give you a bit of
an overview of the economic development
marketing uh business plan. Uh so uh
next slide I put the slide here. There
we go. Uh so you'll see just to note off
the top I guess I'll go back a slide. Um
you'll see a much a little bit more
paired back business plan this year. So
a number of things have been removed. Uh
so for example the SNA membership is
removed so we won't participate in that
organization. The budget is approved as
is. Um but there's also been some
streamlining the business plan as well
to note things that aren't that we still
continue to fund but aren't really uh
shame. So for example, the chamber of
business awards gala which is you know
does cost about 10 grand to participate
with that that's still in the budget but
just down there because we do that and
raise a grant uh to the chandel
in terms of the community improvement
plan. Uh again many items you'll be
familiar with. Uh so the community
improvement plan uh we're funding we
have funding about 30,000 this year. Um
the next project of course we've talked
about a little bit already is the
affordable uh attainable housing project
at 31 Earl. Uh this project is
anticipated to be a revenue generation
project uh from both the uh sale of the
surplus land but also the building's
goal was council that was delivered. Uh
town hall support will be revenue
generation. We're already well on our
way there but again uh the goals
identified by council and previous
budget was size 5 million. Uh so that's
what we can work. Oh, you're not
>> I'm not moving. I'm talking but not
» I'm not moving. I'm talking but not
moving. Yeah. Okay.
>> Need a little bit more coffee. Go ahead.
» Need a little bit more coffee. Go ahead.
>> Yeah. Yeah. Need a little bit more
» Yeah. Yeah. Need a little bit more
coffee. Thanks, Carlos.
» Uh, so I was looking at my screen here.
That's why because I can't read that.
So, it was moving on my screen but not
up there. Um, so then the next part here
moving to the next slide. Some of these
items here. So, the asset management
work again management is a priority
across the departments. Uh so this is
looking at the ident item identified by
council for disposal of adjacent of
lands that we may not need. So basically
there's lands adjacent to roadways small
pieces. We already use some of this.
This is adding to that work as well. Uh
we're looking at doing a little bit more
video production as we do from year to
year and supporting uh manufacturers in
our community with uh well I guess
diversification but also manufacturing
action high-tech manufacturing action.
Uh we talked director Carlos Reyes has
to talk about airport promotion. So
we've noted that as well. And we've also
noted a couple projects here relating to
land assets at the airport. So one is
the surplus lands to generate revenue
and the other item is the wood lot issue
which again again as talked about we
continue to work on that. There are some
challenges there for sure as noted
earlier but uh still an active project
by far working with operations and
development.
Uh project basing is again these are
carry forward projects. So project
basing we look to we're looking to go
out with the public consultation on that
in the very near future and also with
the public uh sorry the film policy
implementation as well. Uh the next step
working with our manager of innovation
strategic initiatives is to consult on
that as well and bring that back to
council for resolution.
Uh again some prior capback projects.
The biggest project that we have of
course is phase two the van own
innovation park. So a number of these
projects relate to that. Uh the progress
drive extension was actually in phase
one. That project as you know is uh is
actually completed. What we're waiting
for is the revenue portion of that
project to come in. Once that comes in
we close that project off this business
plan and we're currently negotiating on
that right now. Uh the road remote
construction project is uh previously
funded through a combination of reserves
operations and also local county. That
project is moving mode ahead with
operation and development to completing
that in 2026.
Uh next we have uh the project poly iso.
So this relates to road industrial area
and there's $75,000 that have been
included in the budget relating to
easement we have to acquire off of
street. And then we're also looking to
bring forward as directed by council
some funding on the environmental
assessment for that industrial road. So
this is not $200,000 in repair is not in
the uh budget right now brought back as
the finance have been identified and of
course the most important part of
selling is perhaps marketing.
Cornbart marketing is selling integrity
group. In this case here, we have some
funds to market phase 2 industrial park
and to sell those industrial links.
Uh for discoverenberg council may recall
a number of years ago, actually over a
decade ago, we started a cooperative
marketing campaign with home builders to
market Tosenberg for growth. Um that
obviously had some success. I think was
quite successful and of course it was
successful because we had good builders
I would say um as well and maybe hard
does. So looking at it again we've had
some slowdown in housing as well as
council's aware looking at maybe uh what
we may need to do to resurrect that if
it's needed. We're going to talk to our
builder committee HS staff investigation
time at this point. Uh but wanted to
know if that is in it. And uh next of
course we have as mentioned earlier an
affiliate membership um sport um which
would be at at our $5,000.
» Yeah. So I guess um the risk really
relate to revenue generation. Um in real
estate there's you know the three famous
words are location, location, location.
For Ronaldo the three favorite words are
show me the money. And so for me the
three favorite words are sell, sell,
sell. Um so really the risk related to
my business plan do relate to selling
assets and those whether they're
industrial land which of course is the
primary focus or related to project
swing as a secondary focus and then of
course those odds and s you want to
involve that those bits of lands they
can generate no amounts of revenue but
are still important our overall revenue
generation goals. So really when we look
at this uh there's the land sales
there's the investment and the council
supported in uh developing those lands
and bring those lands to market whether
it's planning approvals uh for Earl
Street or whether it's uh the design for
van innovation part right now we're in
spending part of that project those
projects we're spending in making those
investments necessary in those events to
market and as we do that of course what
that will do is uh those costs will be
offset by landing sales as we move
forward
future [clears throat]
certainly uh we know that as well I mean
the economy I think most most economists
will say that the economy has been
relatively robust and not withstanding
these hits that we're getting with
respect to all this tariff uh
uncertainty and economic uncertainty and
not withstanding all of that that the
economy actually is relatively strong
but certainly a risk downside risk to
the business plan is that if there is a
real slowdown in investment then we're
going to see this slowdown in in in
potentially land sales and that revenue
as well. So I certainly think it's a
risk when you look at the economy. The
first half of last year was a really
possibility. Many people will speak to
that. In the latter half the year,
people got used to the uncertainty. We
saw some of that cementing come back. So
um the hope is that that uncertainty is
kind of dealt with and as we head
forward that that investment will
continue to grow. And of course as noted
by the mayor at the beginning of this
speech is that you know industrial wise
there has been actually a lot of
investment uh not just in Tenberg but
across southwest Ontario the industrial
sector is probably the strongest sector
over the last number of months as well.
» Yeah. So again, I think that as I noted
already, this business plan talks about
investing in mannation park and
financial recreation facilities and for
the businesses to our community
improvement plan to support our growth
and diversification [clears throat] of
the economy. Uh we want to do some
promotion whether it's uh video
production, chamber boards, newsletters
or just on the street and talking
investors and trying to make invest
here. That's really what this
opportunity is. um looking at maintain
our partnerships of course and generate
I think the bottom line is uh generate
significant revenues uh toward those
capital projects that already mentioned
yeah just from a three-year
three-year plan uh really as mentioned
uh nothing new here innovation market is
the biggest surp
this this graph here or sorry this
budget summary really plan summary
speaks do some of the in and out. So one
is significant out is that uh with the
decline projected decline in the
economic development reserve right now
uh we reached to fund a fair bit of our
debenture cost from that reserve we're
not able to do that in this budget. So
we've seen increase in that and then
similarly there's that $75,000 I
mentioned with the acquisition of both
revenue and expenditure items. So
there's some in and out
bottom line that you see there as well.
>> I think mayor um I think we can get into
» I think mayor um I think we can get into
much more detail of course but I think
at that point I will certainly
[clears throat]
open questions.
um to the chair to the development
commissioner. Um I just wanted a comment
maybe um that in the budget it was it
says turtle festival seekers would
prefer to have this in the budget over
the 9k council.
Can you explain to the mayor? Um the uh
I believe there's $9,000 in the council
grant budget. Can someone confirm that?
>> 45
» 45
$4,500. So, at that point when this line
was written, there was nine grand out of
that capital budget. It's now been
reduced to it sounds like half of that.
Um, in my budget, I had a $2,500
allocation to sponsor um an event for
the internal request. Um, and that's
been in the loop. That was just
indicating that I was hoping to have
that and it's not
>> And could you explain what that like
» And could you explain what that like
separate like from the grant money what
that money is used for? Yeah, it was it
was part of our through the mayor again.
It was part of our discoverenber
promotion. So when we were we did a lot
more of that of course when we
discovered tenber which was that
partnership with the I mentioned that we
had previously we used to sponsor a
number of events that we were trying to
um build awareness of the home builders
in town and buying opportunities. So
when we sponsored trophus and that
aluminum sorry that was out of that
budget as well and so the only thing we
carried forward from really that
discover initiative was the trophus
sponsorship and so in this case it's uh
yeah it's it's we have we don't have
that initiative either but it was a nice
thing that we did to kind of raise
awareness on our website discover.ca and
also trust
mad mayor. Thank you for the question.
So I think what's important here too is
very discussion around
you just also comment
status where there are turtles
where positive zones now.
» Yes.
Mor, we uh um based on the change in the
grant policy last year, two of us was
provided $9,000 grant. As part of that
decided to read which during provide a a
report back to the municipality
their financials and that report uh
while it wasn't 100% uh finalized in
terms of there was some forecasted
amounts uh they indicated that they
forecasted $10,000 surplus in the
overall financials to so that led part
to the discussions around the level of
council support and we felt the board
was filter
for
>> that makes sense. That was the biggest
» that makes sense. That was the biggest
Yeah. Thank you.
» Are there questions?
» Thank you very much, Sus.
So, um, we will break her lunch until
100 p.m.
because, uh, the next kindergarten is
big. So, I don't
that fast. So, we will break for lunch.
And at 1:00 p.m., council seemed
shared. Um, because the B presentation
is happening at 1. So, he's just going
to go a little bit out of order and then
we'll come back in and finish the other.
I have to remember.
102. Welcome back everyone.
>> It's going to be resumeuming the taking
» It's going to be resumeuming the taking
the chair for the uh the BIA
presentation. The mayor, deputy mayor
Mozart the conflict of interest. So, uh,
we've got a BIA presentation from, uh,
executive director Mark from BIA who
will lead us through the law. Thank you.
>> Well, thank you very much, uh, Mr.
» Well, thank you very much, uh, Mr.
Acting Mayor. Is that your moment?
>> Chair
» Chair
negative. Thank you.
>> Well, thank you very much everybody and,
» Well, thank you very much everybody and,
uh, thank you for having us here today.
Uh, welcome to, uh, thank you to the
senior leadership team. Uh we have a
number of members from uh the BIA that
are with us today. We have board member
Mike Bossy. We have uh one of our
special projects guys Mefield and our
wonderful marketing domestic partner. So
we follow a process every year uh very
similar to council under the municipal
act and we worked on the budget
presented it after getting advice from
Ronaldo and the changes that were
necessary because of the strong mayor
powers we advanced our decision-m
process through the BIA the board
doubled the budget at special meetings
in August and September of 2025
that budget was then approved at the
board level we then had a presentation
with an engagement with the members of
the uh BIA at the annual general meeting
on October 29th. That brings us here to
today where we are presenting the point
of council
and we're not over here.
So the one good thing that everybody in
this room should feel about
[clears throat] is that with the
downtown is that we're healing building
on a very successful number of years. We
have a strong foundation. There are a
number of things that have happened the
last few years, some of them in the last
couple years, the last few months where
we are among, you know, a top performer
in many categories across one of them's
population as the everybody in the room
knows. We're the fourth strongest
downtown in Canada with our similar
pureized municipalities. I'll talk about
that a little bit later. We are in the
top 10 best places to live in Canada and
that's not the first time that we've
been blessed with that type of honor and
we are recognized by our EIU peers. They
always look like toler
as some of the things that we have done.
We've won awards for these at the
provincial level. So that's something
that everybody in this room is the BIA
should feel bit about.
I did mention we are a leader in all of
Canada. Our downtown between population
of 15 and 25,000 after calling wood and
Colberg and Swami
we are among the tops in the entire
country in terms of what our downtown is
and how it uh behaves and how it acts.
We have a very well planned central
business district. Uh, one thing that I
learned when I was in this room for 11
years as deputy mayor and council is the
importance of planning and I think this
municipality has done an outstanding job
over many decades planning for our
success. Uh, councelor Parsons often
reminds me even before there was a BIA,
they had the Tulsa Dispense Association
which was the precursor which was an
informal body back then but it 1960s
until the BIA came along in the 1970s.
The other thing out of all of our pure
communities in our population group, we
have the lowest vacancy rate. We
continue to see investment,
reinvestment, and development in the
central core. All you have to do is walk
through the town center mall to see the
the thousands of dollars that have been
invested in close shopping mall, which
is quite striking nowadays. You continue
to have a high level of aesthetic in our
public realm. high concentration of body
style stores in our central district
that really doesn't exist anywhere else
in the country by and large and we'll
talk a lot today about our community
events, our activations and things that
we do all year long. It is important for
a minute to talk about the performance
of the Tilsenberg Town Center because
they are the largest BIA member. It's a
281,000 square foot enclosed shopping
facility and it is at the top of the
class from coast to coast to coast. Uh
in 2024 and in 2025, I just got the
numbers from Salt Hill Capital this
week, there was 2 million people that
went through the mall in 2024 and 2025.
If you compare that to example Kitchener
Park Mall, which I'm sure some of you
been to, it's obviously a much larger
regional facility. It had 6 million
visits. However, they have 31% of their
gross leasable area is vacant. White Oak
Mall Small, very similar large regional
center. It has 12 vacancies or 26.1
retail space is vacant. And then close
by, Sinco Town Center, much more
comparable in size to Tulsum Town
Center, but they even have 12 vacancies
or 22,000 square ft. So what's really
important here is enclosed shopping
malls have really struggled since co and
particularly with the influences of
Amazon. So this truly is one of the
reasons why the downtown performs at the
level it does because of the success of
that. The next slide here we are a
leader in downtown economic development.
We work not only handinand with
development commissioner BA we work hand
in hand with all of our downtown
community partners. We uh went to county
council last year as a delegation to
support station development. We lead the
effort for downtown business incubation
through our business incubation center.
We'll talk about that. We have a
seamless relationship with all of our
downtown partners and we do events from
right through January through to
December of every year. We are a
foundational community partner. We
participate in so many things to do in
the town from my my attendance at the
act meetings, station arts. They're all
here. We sponsor the airport courtesy
vehicle to get pilots and their
passengers from the airport to downtown.
Job fairs, the entrepreneur pop-up
events, of course, Turtle Fest, all the
events we do in the mall. That's why
their numbers are where they are. Our
BIA affiliate program, Chamber of
Commer, and the Optimist grade. When I
first uh took the leadership role with
BIA back in December of 2018, we
articulated five strategies that were
going to take us forward to ensure that
we had growth resilience in terms of our
business community and our long-term
success. The first strategy which you
can see every day is that we make the
area clean and safe. That's one of the
most important parameters and our most
important effort every day. Our second
strategy is to beautify the public
spaces. That is ongoing and critical to
economic development. One of the things
I hear from real estate community day in
and day out is why people chose
Tilosenberg is because they drove
through downtown. They saw the quality
of condition what things looked like.
Key strategy four facilitating
redevelopment in the long term
addressing the gaps that exist in the uh
marketplace and also working on things
like the bridge street reimagination.
And lastly, a critical piece is we have
to find a way to connect till the
outside world because transit is going
to be one of our key challenges to the
future
with our finances for 2025. Our revenues
are going to be slightly higher than our
forecast. We've had careful, cautious
spending all year long. We've continued
to make investments in our public realm
assets, including new trees,
landscaping, and additional LED lights.
We continue to find focus on our revenue
generation outside of the levy. We have
a fantastic team. I'll talk a little bit
more about their the ambassadors and how
how dedicated they are to keeping things
clean and organized. We had a very
profitable Turofest festival this year
with the payment to the BIA. We had
success in all of our grant applications
last year which is phenomenal. We're
going to end the year model surplus and
working with uh Whitney Dean from large
to make sure that we're full in
compliance with all of our audit
guidelines.
For 2026 we have an 8.8% 8% increase in
the levy which we use the revenue
calculator that is provided by uh the
revenue manager here present today and
that translates to a 7.77%
increase to the median BIA commercial
property. We're going to continue to
execute our strategies. We are
restructuring the facade improvement
program to make sure that it is
sustainable for the long term and also
dealing with the accountability program
itself.
uh the town capital contribution which
is our request the same for the last
three years. There's no increase. We
have a the board has supported a
complete debt reduction strategy. We're
paying off another $18,000 of debt in
2026. We're going to be making a
significant contribution to reserves. Uh
investing in our IT and assets which is
critical to us becoming more efficient.
We do have a prioritized capital
expenditure plan through the board and
we want to continue to operate and grow
our business incubation center. These
are I apologize this is very small but
this is something that we very closely
his team and Ted Bian we work and this
is how we figure out what the impact to
the taxation is. It's really important
to remember that BIA through sorry the
town center mall through the uh bylaw
they are enoring 50% of the levy 43% for
the actual physical 7% for community
retire
terms of our we did a complete update
forecast for our finances uh retire
they're 8.8% 8% increase. If you look
down on the bottom page, there is a a
transfer to reserves of $24,500.
That's going to set us up for success
going into the future. The other major
factor is we did listen carefully to the
feedback from some of the council
members where they felt that it was
appropriate for the BIA to allocate
money for legal fees going forward. So
there's an $8,750
allocation which ones almost 4% uh of
the increase. And in terms of the
expenses, I want to go over a couple of
the assumptions we made. Uh we follow a
lot of the guidance that the town uh
does with his own internal budgeting.
For example, the finance team I think
was a 2% wage increase is what was
forecast in the budget and we took that
and that's what we have included in
terms of the BIA and you will see uh
council directed the BIA uh through a
resolution to repay the uh remaining FIP
deficit which you'll see in years 2026
to 2029 and then the PI will uh uh
reimplement a uh contribution to that uh
in their 2028
and you'll see that we'll have a
balanced budget in the next 5 years 2026
and along with that is a contribution to
reserves which will help with our
financial sustainability to contribute.
We continue to work with all levels of
government. We have an excellent working
relation relationship with everybody on
the town team. We also do that at the
provincial level, federal level. We have
a great relationship with our member of
parliament Mr. Connor and our Mr.
Hardman who was our MPPP as well as our
memberships in the various organizations
you see listed there. We're going to
continue to build on our proven
strategies. We number one, we want to
make sure that our oversight and our
audit to ensure excellence and financial
results is always there. We're a strong
community partner. I talked a lot about
that. Make sure we're communicating
effectively with our members. We're
finding our non-levy revenue
opportunity. Continuing [clears throat]
to invest in our downtown. That's what
it physically looks like which is
supporting strategy number one and
ongoing improvement in all aspects of
how do business
uh the leader of our marketing
department is here. She continues to do
an excellent job. We have excellence in
all our marketing initiatives that
includes branding and digital
strategies. Everybody here knows we're a
foundational partner of Turofest.
Turofest was fantastic last year and
it's going to be even better for 2026.
We had a f really good initiative this
year. We had a late night Thursday's
promotion and there was one that was
themed after the Gilmore Girls uh
television program and it was so busy
that night that was actually rivaled the
amount of business that people had
during Turo Fest. So there's an example
of the quality of the phase uh that
happened with that. Uh we have strategic
partnerships. I actually spoke with Alan
Duncan today who is the general manager
for two stations. The SEO now is through
my broadcasting corporation. We bought
the assets from Rogers Media and we're
meeting next week to discuss long-term
partnership as well as sponsorship
uh creativity and management with Tilson
Town Center. We manage their social
media accounts and is starting to manage
their Instagram page with Town Centry
Mall in February. And of course, sorry
I'm not advancing auto didn't tell me
that.
Sorry. Sorry. And we do a lot of things
throughout the year. Our pub shammy
we're planning now Easter turtlefest
Canada Day Halloween and pending
resources we want to start doing an
annual Christmas time those are very
popular so that's too speaking of turtle
fest want to spend a little bit of time
on this I did want to show you a couple
of things
we were fortunate this year to receive
money from the province of Ontario
through the I don't know how many of you
got to be there but this is the quality
of the effort we had on the
to acknowledge our sponsors. So you'll
see of course who's at the very top is
our friend the town of Tulsenberg. Uh
traditionally the town was always the
largest contributor to Turbo Trust
financial perspective and we didn't know
we were going to get the $20,000 from
Experience Ontario. sort of happy. Okay.
So, but anyway, the provincial logo is
there is on the bottom and we had to put
that on there obviously their $20,000
contribution and then these are the
other uh major sponsors that we had and
Turtlefest would not take place. We
didn't have sponsors associated there.
Uh Turtlefest is the largest event in
town every year. About 40,000 people
attended this year. The only Turtlefest
I could find anywhere that's bigger than
Tilsburg first Turtlefest is in Miami,
Florida. So, we're the largest turtle
themed event in Canada. Vanessa and
Naomi from our marketing team, they did
a fantastic job with the new logo, the
branding. We received the grant. We
applied for the 20,000, which is the
maximum allowable. Uh we continue to
staff and support Turtlefest all year
round. And the other major thing, I
didn't point this out, but for the first
time, we actually had a national
sponsor. And I think that had a lot to
do with the fact that the town of banks
so TD quite honestly but TD Bank
Financial Group was the first national
sponsor of Turo Fest. So I think that's
a heck from the
and I just had a couple pictures here.
Those of you who were at the event, the
concert was well attended and for the
first time in the reptilia exhibit we
had as a 50 foot 53t trailer filled with
boa constrictor and turtles and a bunch
of other crazy things but it was well
attended.
Our aqua co-work face another knocked
out of the park year 33% increase in
revenue. We have a couple of new
licenses businesses in there and it's
just been an overall success and that
helps to offset a lot of our costs.
Want to talk about our human resource uh
plan and our summary here. First of all,
um we have an amazing team of people. We
need to refine our policies and
procedures. We need to update our job
descriptions. Um, board member Bossi is
here working diligently with us through
the HR committee to work on pay scales
for our physicians. We want to implement
proper development plans for all of our
keen high potential people and our
full-time employees reviewing our
benefits plan. We have manual life
benefits for two full-time employees.
And our HR committee does a great job
and they meet as needed, usually on a
quarterly basis. On this screen, you'll
see our chart. We have five buckets on
there. It does look like it's a lot of
people, but there's only two of us on
there that are full-time. The rest of
the people on the chart, and I can start
on the left, uh, Vanessa is our
full-time marketing lead, has done a
fantastic job, and our digital marketing
activations coordinator, Naomi Dubet,
sorry to say, she's moving on to the
West Queen West BIA Toronto at the end
of January. And we're currently,
recruiting to replace that position. We
have our ambassador team, which is our
clean team on the street. We also have
our finance team and we use of course
through the municipal act we use the
municipal auditor Whitney Dean. We have
a contract bookkeeper Agnes Brazinski
who's fantastic and we have a new co-op
student who started with us after he
finished his work ter town to he started
with us on Monday and he's going to be
working 12 hours early for us to make
sure that we're doing basis and very
excited Michael Lefield who's in the
back of the room with us. Uh Michael
moved back to Tossenberg Toronto. He
managed nine facilities for the city of
Toronto through guardscape project and
his uh resource and his information and
his ability to help inculcate his
knowledge from that into our co-working
space and Michael's fantastic at grant
writing for Michael and Michael has done
fantastic job and he works with us a
couple of days a week. Our last bucket
is Turtlefest. Uh it's on here for a lot
of reasons. Uh it's important uh
underneath the turtlefest bucket there
was a turtlefest organizing committee
which is a hybrid committee between town
and the BIA and I end up being the chair
by default because nobody else wanted
the job but however it does work well
for the synergies of the organization.
There's a number of to-dos I would ask
of the town. I'm not going to go through
all these today, but there are some
long-standing things that need to be
addressed for safety and security
issues, traffic enforcement, uh some
traffic signals that aren't necessarily
functional like they should be, but
that's something we can talk about more
in detail at another time. We do have a
number of challenges that we've
identified. Uh first, I would say is
maintaining a safe downtown environment.
And I've discussed this with the manager
of recreation, parks and culture, the
challenges that they've had various
facilities and it's a daunting task
dealing with these things and essential
issues. There's also things that um
Sephus and I are very much aware of. We
have a lack of fine dining. We have a
lack of hotel rooms, meeting convention
space, lack of a performing arts center,
lack of movie theaters, and the lack of
even simple things in any store we can
buy a suit tie and destin.
So there are some things that we need to
definitely focus on. In summary, our
2026 plan is structured around
continuous improvement. That's something
in every business. I worked at PepsiCo
for 18 years and they drilled that into
their head. It's really important for us
to continue to get better every day at
what we do. We are a leadership
organization. All of our teams very
focused on providing high level of
service to our membership, delivering
the town signature event, Turtlefest.
There's the new logo. We believe we have
a responsible financial plan supported
by our board that will not only
membership but plan to make sure the IIA
is sustainable into the future. Talent
is continuing to build a resourceful,
efficient and creative organization. I
can't speak highly enough about the
quality of the staff that we have.
They're just outstanding.
Continuing to provide a pristine
downtown environment for all four
seasons and compliance with all
statutory obligations that are reflected
by our legislature. Uh board member
Bossi was with us today came in to see
me a couple weeks ago and he brought it
to that was in the weekend post and this
is I want really make sure this is I can
embellish this in the mind of everyone
here staff council
there is such a calamity of downtowns
collapsing everywhere doesn't matter
where it's a town of 15,000 50,000
100,000 there it's just fallen apart the
one thing everybody in this room should
feel good about is that we're not going
to live this. We spend an inordinate
amount of time responding to the crisis
we have downtown. Every day there's
sirens, there's police, there's people
ODing,
there's people can't find a place to
sleep and we're working feverishly as we
can, but we cannot allow to happen
what's happened everywhere else. I've
got colleagues that they physically
can't go to their office and their
dinner because it's fs. So, this is why
we need to invest in the BIA. It is the
core of our community. If we don't have
a strong downtown and a safe downtown,
we can say oh refuge.
If you haven't seen this article, it's
almost the entire section and it's not
because
it is really important for people to
understand the investment we need to
make a better clean city. So, three
final considerations for Mr. Pratt and
his team and or council to consider. And
I would say there's three things I'd
like to say. Number one, we need to
prioritize an expansion of the central
commercial area to accommodate new
retail commercial service businesses.
And I I'm going to explain my comment
that I put in bold and underline here is
we need to resist fragmentation. We're
already starting to see in Tulsenberg
where businesses are located outside of
the port area because there's no
in a short-term basis the development at
671 Broadway which the BIA worked
collectively and collaboratively with we
didn't say no to anything happened out
there and we worked constructively with
them to I'm not that concerned about it
because it's a landlocked piece of
property and it's only three and a half
acres that's not going to have a
materially negative effect on the
downtown. What will have a materially
negative effect on the downtown is if
there were to be unfettered development.
If you go back through history, we don't
control that portion of the land.
Obviously, it's in Northfolk County.
More importantly than that, there was an
official plan that governs that
property. But a number of years ago,
Lavla Properties from Toronto, they uh
severed their land and they have another
14 acres that's beside the Sarah Shore.
And that concerns me. We know that a
winners is opening there next August and
we could open up to Pandora's club
Pandora's [clears throat] box but
unfortunately nobody in this room
controls what therapist not to that
scares me and I don't want to see what's
happened in London Kitchener Hamilton
Phoenix town Florida where you end up
with all these box stores around the
periphery and kills the middle that's
what's happened in London
transit is a significant issue I can
share with you a number of people that I
moved here from somewhere else because
we don't have transit. They can't afford
an $80 cab ride to go get the via train
in Woodstock or a $45 cab ride to get
the flex bus or Onyx bus at the Tim
Hortons.
So, this is something that will
negatively affect our future if we
cannot connect to the outside world and
continuing to [clears throat] have a
dialogue with the VIA and with our
partners at the county box for human
services. We need to continue and
address urgently the impacts of the
social issues of Newton.
And with that, Mr. Chair, I would be
more than happy to answer any questions,
comments, or suggestions by press.
>> Thank you, Mark. There's no doubt the uh
» Thank you, Mark. There's no doubt the uh
the value that the IA brings in this.
Now um any questions from our
seeing none uh council sorry seeing one
or
>> I don't know if that's
» I don't know if that's
um through you chair to the executive
director um there's no doubt uh that our
downtown has
um seen an increase with homelessness
addiction mental And if any of us have
walked up there, we've seen that. Um,
how is the BIA combating this? Like I
know you guys do a lot. I've heard like
you either expert or other bodily
fluids. Do you guys take any training to
do that like needle pickup or anything
like that? Like it seems to me that
there should probably be like some
hazmat training.
>> Yes. So that's that is Thank you for the
» Yes. So that's that is Thank you for the
question, Cer Spencer. Um it's one of
the most severe aspects of the job. Um I
think that the thing that we do best is
we try and connect people to resources.
We try to get there's we get outreach
from county Oxford Mondays in West and
the rest of the time our team is fairly
well trained that we know how to point
people in the right direction. However,
we are not social workers. But the de
facto BAS are becoming sort of catchall
where if you don't have a team out there
engaged with the people and being
respectful, we've there's many times
where I bought an engage members of our
team have given coffee or do whatever.
Um it's a constant challenge, but
there's just not enough resources on the
street. What I see is a lot of the
calamity that's happening with the
addictions is because organized crime
has found a way. I mean there's a
Charlotte Kelmer lady who's in Tilsber
who was caught with 425,000
tablets offensing. Well, that's over a
million dollars for defense. How did she
get that? Well, it's not her organized
crime. So, I think the police have sort
of responsibility uh through their
offices and even higher than that
through the RCP. I think there needs to
be an all hands-on deck approach. We're
just dealing with the residual effects
of it. But it's getting worse by the
day. Like the number of shopping carts
we have to deal with that are abandoned.
We had a regular customer I know at Tim
Bordens. He went to move cart out of the
way that someone pushed him inside the
mall and he dropped to his knees. They
had to take an ambulance because he was
contaminated by some sort of drug and he
was in procedure for 24 hours.
>> So how um budget intensive is all that
» So how um budget intensive is all that
extra work? like how where is that
reflected in your budget? So
>> through theou and I had this
» through theou and I had this
conversation with the director the most
direct thing is we can allow the
downtown to integrate itself.
>> So typically my first and this key
» So typically my first and this key
strategy number one we can't allow the
cleanliness and the care and the
condition of town to degrade. Once that
starts to happen then there is no
respect from anybody of the environment.
So, it's about 2.9 hours a day that
we're asking for in the MOU. And right
now, what we're having to do is I work
more hours than I should, but it's
because I care.
And the board is very much aware of
that. The board supports the budget. Uh
we had a couple of board members. They
said, "Is this budget enough to get you
to where you need to be?" I'm not trying
to ask for a blank check here, but there
has to be a core minimum level of limits
in front of us. Otherwise, the entire
downtown is going to fall apart. And I
can tell you that because we go and
visit other BAS all the time and they
are falling apart. When they fall apart,
BIA that Naomi is going to work with
Toronto, one of every three stores in
street dress
in her BIA is vacant.
I mean that's what happens when you
don't look after the environment of
people shop. It's not safe
don't go downtown.
My colleagues in Peterbor Sus Staint
Marie
North Bay North Bay is a disastrous
because they've let it decay. What it
starts to happen in decays about what's
happening in Woodstock all the banks are
the CIBC both branches on Dundas Street
Dundas in Gra Dundas in Brazil. They
moved them out to shut TV is doing the
same. Once you lose the banks that
you're hold to on Star City, right?
>> And so your ambassador team goes around
» And so your ambassador team goes around
to wherever
>> seven days a week, two or three times a
» seven days a week, two or three times a
day. All we do is clean and keep things
in care and condition. I [clears throat]
don't know what to do with shopping
carts. They're one of my OCD triggers. I
I just don't know what to do. It just
looks unsightly for a tourist, for a
business person coming to your town. We
have to deal with those things. We have
to deal with the dumped garbage. Think
mayor's listening. You need the county.
We should be getting paid something for
all the dumped garbage that we have to
deal with. Why is the Tilson taxpayer
county is an upper tier function? We
should get some [clears throat] sort of
compensation.
>> Um yeah, and you guys do. So, thank you
» Um yeah, and you guys do. So, thank you
for that. I like that there's a reserve
in here for you guys. Um we were earlier
talking about library lane. What's the
role for the VI with library?
>> So we maintain it. So under the
» So we maintain it. So under the
municipal act we have two main core
responsibilities. One is to promote the
area as a shopping destination
destination. The second one is to
improve the municipal uh infrastructure
above which we provided by the
municipality in general terms. We clean
up the landscaping. We clean we sweep
and clean it every day. We pick up
garbage and your shopping carts. We look
after the furniture that's there. We've
had to move it out because place people
sleep. But I think it's in probably the
best condition it's ever been other than
aesthetics of it, but we've redone
landscaping. We look after every day.
>> Okay.
» Okay.
>> And just one final question. Um the
» And just one final question. Um the
revenues from last year to this year
have gone up substantially as have the
expenses. what are the the maybe two or
three main projects that you could share
for that increase?
>> So the public realm a lot of our assets
» So the public realm a lot of our assets
are getting damaged that are just at the
end of their usable life. So for example
the when the Broadway street was
reconstructed in 2003 the BIA wanted to
have the interlock and want to have a
few other things at the nodes or corners
those waste containers those things
they're all becoming towards the end of
producing the fight. So, we have to
start replacing those on a regular
basis. Uh, that's number one. We still
haven't done phase three of our LED
lights for Christmas lights downtown.
So, that's something that's in the
process for this year. We're making a
significant investment with it. They
don't have fullblown IT department. But
we finally have, you know, a proper
document imaging system. We have proper
backup storage now for everything. We
are investing in. We've got people in
our office that need uh a proper IMAC
desktop. We need desktop publishing and
graphic designing. So that's a
investment. And we also need uh we
sometimes get money from Canada jobs or
employment Ontario to buy people a
desktop for example. We had to purchase
a desktop so that Justin our new co-op
accountant student he has actually
workstation so he can enter books and
make sure
those are the students.
>> Thank you.
» Thank you.
facad improvement. It's not in the
budget or for forecasted and is that
just on hold for now or is that a hope
to bring it back?
>> Yeah. So, we are we working with Rado
» Yeah. So, we are we working with Rado
and his team and also through the actual
facade improving committee. We're
actually meeting uh next week next week
or the week after to look at uh changes
in the program and make sure I think
we're not over the report that Rob was
excellent there. The facade improvement
program is never clarified by viable.
So, we need to kind of go right back to
day one and look at the entire thing.
The facade improvement committee, which
I'm a member of with Gino as the chair.
We're looking at the application form
and make sure it's updated. We're going
to the checklist. We're going to scoring
sheet, all those things. And then, guess
more importantly is let's get it right
before we move forward. Let's get deal
with the deficit that we had which the
council gave direction on over the four
year. We're going to pay that. And if
you saw program, excuse me, has the very
value to spur development. There's no
greater than and the south block which
used to be the ugly ugly ducking up from
Baldwin Street down towards London
street repair did a wonderful job he did
but also retired building others you
know the projects there that were in
between at
really where the catalyst to fix up that
it will come back so we're just
>> awesome thank you for all your work
» awesome thank you for all your work
Parker,
>> you chair please. Um, so looking at
» you chair please. Um, so looking at
theou request, I see a 50.3% increase
for for this year. Um,
what specifically is the 50% going
towards um because looking at the
presentation you provided, I also saw
that 18,000
for debt reduction. Is that where that
whole increase is going or is that
spread across all of the items in that?
Um I'm just looking for more information
on how to because that's a sign.
» Yeah, thank you very much counselor
partner for that. That's an excellent
question. So as part of the due
diligence that we did, we implemented a
very detailed tracking system at the BIA
for dump garbage. How many bags of
garbage we pick up on a daily basis? uh
how many we call cathartic incidents
requiring service the drug can submit
drug those sorts of things I'll give you
one a couple of examples in 2022
so that the the old was a three-year
deal right as you recall and
in 2022 we picked up an average of 14
bags of garbage per day in the town as
of 2025 it's now 21.3 bags per day this
also goes back to my comment about we're
dealing with all the dump garbage
downtown which again I think the county
of Oxford has a responsibility to
untagged garbage which I just mentioned
used to pick up an average of two a week
now it's 9.2 two
abandoned waste of all other types.
There used to be in a year 81 a week. As
of the end of August, it was 88. It's
just getting worse. I think part of
that's economic. People don't buy bag
tags. Uh critical incidents requiring
call for service that this calling the
OP to report drugs, residue, those sorts
of things. We had three all of 2022. In
2025 year to date, you've had 27.
Vandalism and destruction of BI assets,
number of items damaged was about two a
year back in 2022. This year to date,
it's been 60.
This is directly related to drug use.
This drug helps people. Dog feces was a
couple times a year. It's weekly now.
Sharps, boils, biles, and drug
paraphernalia. We pick up 2022 14 year
to date 81. So that requires the other
factor I think can raise your next
profession as your burger. Some of these
things are so severe and you don't know
what you're going to get it takes too
many people to respond to. This is
discuss with the director you can't
person and I'll give you an example.
When we had the encampment sort of
started getting set up at the clock
tower and I [clears throat] talked with
the parks and Rex people. Well, it's
just not safe for any person to go
respond to that. You actually need to
take somebody with you. And a couple of
times they had to call the police. So,
these things are becoming labor
intensive. And again, the last thing I
want to do or you want to do or anybody
in this room wants to do is raise taxes.
That's not what this is about. But if we
do not grab a hold of this and put a
stop to it and limit the damage that's
being done, it will damage us. And it's
frustrating as hell for those of us I
mean I I have been doing business in
this town since 1990 and it just pains
me to see empathy but at the same time
we have 21,000 residents here who don't
want to see this
and it's a huge turn on and if we have
business people transacted business here
we have multiple multinational companies
here German Swedish and French companies
that have plants here opening or in
production last thing that we want them
to attempt to have to pay. And I think
in all fairness, I'm a little bit
disappointed sometimes since I wrote a
man to the county of Oxford requesting
money. Never got a response. We asked,
we had to pay a private EMS contractor
was here to show up buses three grand. I
didn't get a response from the county of
Oxford. We need to begin this canoe
blowing in the boat all in the same
direction.
So, excellent question. the magnitude of
stuff. Councelor Parker is even beyond
the I think we would have to deal with
every day. The parking garage is a
disaster's home. Um it's quite honestly
it's scary going in there sometimes and
[clears throat] I'm not counelor Spencer
asked a question. We're going to have to
up our asat as it were. Uh we are
investing in getting a proper mobile
spray washer that will get rid of
chemical residues and sorts of things.
But that's where we're at now. I thought
we would pack these challenges until
that's why the animal is where it is.
We're doing the best we can. I mean we
get external money for everything or
remember bossy can tell you we the board
is doing its due diligence. My worry is
if we don't address the significant bug
now,
it's going to it's going to damage us
and I don't think we can allow that to
do.
» Go ahead
through you chair. Um so with the 50.3%
increase rates um
is this full status I guess for the
condition of the downtown or we expect
to see improvements but in the 15%. So,
excellent question. Last year, we're
going to add a lot of paper if they fall
as we spent more than can be on a
static. So, part of that was covered by
our wage reimbursement program. Part of
that was covered by Canada summer jobs
and weight, but
that m we're trying to mitigate that.
We're still being able to be responsible
financially and surplus. I would say we
are stabilizing the BIA. Um there were
some things happened last year. There
was a smear campaign against the BIE
issue which was not very nice. I was the
brunt of that. It's very difficult to do
your job under sets of circumstances. So
we are trying to be as responsible as
possible but we do need to invest in the
capital plan to say we're going to start
to replace our assets which
we also have to have the operational
staff. We have two brand new bus
shelters downtown that are beautiful but
we think kind of maintains them. It's
the day by day. And I'm not complaining,
but there's all these things that we do.
Um I had two people in today, for
example. They were both here eight hours
already today just to get things back to
a clean, positive state. It's every day.
It's getting more. But I think councelor
Parker, we move forward. It's going to
get better. But I don't think now is the
time to not make that investment. It's
too critical to the future growth of
this team. post.
» Thank you.
>> Any further questions? I can't see
» Any further questions? I can't see
whether council person
council Spencer.
>> Uh thank you through the chair. Um and
» Uh thank you through the chair. Um and
it kind of piggybacking or councelor
Parker's so the MOU is going up. It's
about 22,000.
Um is that like because I notice in the
budget like uh casual part-time labor is
going up um HR costs human general and
administrative has gone up
substantially. Is that all reflected in
there that will be absorbed in there?
You talking about a lot of time
management and
>> yes so the big difference with the
» yes so the big difference with the
general administration mind is that when
I plan the budget I kind of have to look
in the crystal ball. We are looking the
board's support. The board has to make
this determination. We are our
co-working space where we are now. We
are very fortunate that sells our
capital uh gives us basically very
favorable basically pay,000 for 2,000
official
space that's there and if there's an
additional revenue component they offset
each other. The other major factor is
Michael who's in the back room here.
He's been given a huge task this year to
help us write some grants to get us
additional money. So that none of those
monies in the grants unless we get the
money at the top. We do not spend. It's
exactly the same with turtle master. We
will never be in that deficit sort of
position. But we're not in any way
subsidizing any other piece as a P&L or
profit loss statement by increasing.
We're trying to rebalance it so that
we're actually that cost is going to
carry itself not on the backs of other
things that we do. As I mentioned a few
minutes ago, even Robin Peter to pay
Paul because of other things I had to
save money because we had unexpected
legal bills that we all didn't reimburse
for. That's something else we had to
then our budget was here is to command
for that as well. So we listen very
carefully to your feedback council's
feedback trying to do these cost
respons.
Thank you.
>> Thank you. There's no further questions.
» Okay. Um
uh moved by myself second by councelor
Spencer that the 2026 downtown tia
budget and presentation you receive as
information the 2026
$24,80
any discussion on the motion
see not all question
That's a unanimous
regarding uh budget amendment. I believe
councelor Spencer has a moment
» uh that I moved by myself seconded by
councelor Parsons that the 2020 should
be amended to include 20,000 per capital
contributions to the wind and 2026 BIA
MOU contribution of 58,959
with CPI increase of 2% for 2027 and 2%
for 2020. for the
>> any discussion
» any discussion
partner.
>> Yeah, I'm not going to be supporting 50%
» Yeah, I'm not going to be supporting 50%
very soon. Um I I think it needs to be
much more reasonable. Um even if that's
not enough. I know that the BIA has done
a really good job in the downtown and
will continue to do that, but I think a
15% increase will be this uh quite
significant. We're looking at other um
areas of the budget right now.
Thank you. Great. Thank you.
» 3D chair. Um I I agree that it's a large
amount uh of percentage when doing the
math like I said about 22,000. I I can
definitely see that amount of money
being used for the cleanup of downtown.
like I'm uptown four times a week at
least and I've seen the cleanup that's
happened. I've seen the cleanup that had
to happen. Um I think they're dealing
with unprecedented times
and so I'm not opposed to a suggestion
of slightly lower but I do think that
that is not that recent I would say.
» Any further discussion?
All the questions. All in favor?
Opposed?
Three in favor. One opposed.
Thank you.
from the uh Michael Purdue Mary.
Thank you councelor and also thank you
to the va for the presentation and we
will continue
on the agenda. We are going back to item
5.3.7
just recreation.
» Okay.
Sure. [clears throat]
» Hey, Catherine here, you okay?
Okay. Uh, so thank you, Madame Mayor.
Mayor, I will present the RCP uh
business plan. So, uh Oh,
okay. There we go.
My lesson.
So um our first objective in our
business plan for the department is to
enhance cultural opportunities and
community events. So this is a standard
item in our business plan. Um we do look
to increase events and make sure that uh
community has lots of opportunities to
come out and then Joey Tilenberg and
this year in particular it's being
Annale Farm. So there will be some
celebrations with the museum around that
and Um, and we're also looking to
implement an updated special events
policy. Uh, so that will be brought to
council in first order. Uh, we're mostly
looking just to streamline the process
and to make sure that all of our uh,
special events go through the meeting
process properly and then we get things
on time and we can make sure that we're
holding accountable as well as to make
sure that we are aware as staff what the
needs are for each event. Um we've had
some last minute request during events.
We want to make sure we're getting all
closer in time. So um that's across
several departments, but our CP will be
taking of that. Um when we move to our
programs and services division, um we
will be um putting on our hall of fame
event this year. So um that will be in
May of 2026 and nominations are
available currently on our website. So
just want to make a fun for that. If um
anybody has anyone to nominate for
athletes, we would appreciate valid
patience so that our sports and
recreation advisory committee can work
those. Um we will be completing a new
community vibration survey just so that
we can make sure that we are um
tailoring our programs to the community
needs. Uh our last one was in 2022. So
we're looking to do another survey just
to make sure that
up to date with what the community
needs. 2022 um while it doesn't seem
like that long ago, didn't even really
address the pickle ball concerns. So
things like that, we want to make sure
that we're keeping up with the trends in
recreation. Um we will also be reviewing
the fair program in consultation with
our sports and rank advisory committee.
Um so the fair program is our assisted
recreational experience program for uh
low-income individuals. Currently we
offer the program to uh people who are
below the low-inccome cutout. They can
apply for the program. Um and we've been
carrying a budget forward from
fundraising initiatives, but we're
looking into what other communities are
doing for subsidy programs and we will
be bringing that back to the Canadian
for so that's in our programs and
services division. Um when we look at
our culture and heritage division, uh we
will be um implementing the expansion of
operating hours during the summer to
accommodate our tourist season. So this
was approved by council in 2025 for
implementing in 2026. Um as well as the
deassession of artifacts that don't
serve the museum um collection. So we
have actually presented um uh museum
culture heritage and special awards
advisory committee with items that can
be deessioned and we will be bringing
that back to council as well. So that
will help us clean up our collection and
make sure that we have space to bring in
new things as till some of the artifacts
become available.
We will also be um doing a cultural
master plan this year. So we get a SEMOG
grant every year which uh this year they
require every year um municipalities to
submit um something different each year.
So this year it's a digital strategy.
Next year it is actually a cultural
master plan. So we have put that in the
budget so that we can comply with that
funding requirement. So we will be
undertaking that this year.
And next is our parks and facilities
division. So, memorial program um
implementation, we are reviewing our
memorial tree and batch program
currently um and we will be running a
report back to capsule to implement a
new program. We basically want to
streamline the program to make sure that
you know we're not cluttering parks with
a whole bunch of different uh
rocks on so that it's you know can be
hard to cut around those. So, we want to
make sure we're making our spaces more
inviting um and that we have dedicated
spaces to use more program trees and
benches. Um the Sam Lamb fall diamond
accessible walkway out working spaces.
This um had come up at council in 2025.
We did apply for a grant. Um it would be
about $23,000.
Unfortunately, just before the holiday,
we found out we were not um eligible or
we did not the grant. We don't continue
to look
this year,
but just so council's aware, we did not
pursue that for that particular project
at this time.
Uh the baseball pavilion in partnership
with baseball organizations. So that
again came from council last year in the
capital budget. We had two storage sets
in the budget. Um and we had a request
from our baseball groups to turn that
into form of a pavilion with you know
some storage but also some covered space
where people can watch games from and
maybe picnic tables. So they are
actually currently working on a design
for that and they will be bringing it
back to us. Um and we are working with
the recreation and sports advisory
committee on that. um the Potter's Gate
Park development. So that's in the
capital budget that again was brought to
council in 2025. So we are just looking
to implement that development
six
and the next project is park facilities
division. So the next project is
additional dressing rooms in the arena.
So, um through our um renovation at the
Dilenberg Community Center, uh we have
um made some extra space for staff
rooms, we currently have a staff room in
the arena area that will be repurposed
into dressing rooms. We have a shortage
currently um a constant complaint um and
we do need to address that with our
room. you know arenas are highly used
and we need to ensure that we are
meeting the needs of the user groups. So
um additional dressing rooms um within
the arena and
completed by
clock tower repairs. So um we are
looking to uh actually do a full repair
on the clock tower. Um today is actually
the engineering uh report will be done
today. We've got somebody out there
having a look. So that report will be
brought back to council and then we'll
look at doing repairs to get that
facility
in effective again.
And the last one is pool mechanical
upgrades. So during the um aquatic
renovation, the pool mechanical upgrades
was taken out of the budget due to
budget constraints at the time. So now
we've added it to the capital budget to
make sure that our mechanical room is
functioning properly
to do all of these nice upgrades to the
aquatic area and then not have our
mechanical room working properly. So
that will be in 2026 and something that
will be updating.
So some of the risks um in our
department um due to the nature of work
we tend to have a lot of um turnover a
lot of student jobs in recreation. So um
turnover can be high um as you know our
infrastructure can um be an issue where
it's reaching the end of life. We have a
lot of aging facilities um and that
requires substantial investment. So
making sure we're using our asset
management strategies and making
appropriate recommendations around those
facilities. Um obviously meeting
legislative requirements um is
important. Um there's increased requests
for access to amenities and facilities
from user groups um which ties into the
next one. The shortage of ice time
availability for user groups and
appropriate dressings and space which we
need to address. Um but even things like
a pickle ball as the mayor mentioned she
moved down the pickle ball courts for
2026 because
we can't keep up with the capacity that
we need on our current pickle ball
spaces. So um there is that increased
demand for time. Um obviously rising
cost for utilities maintenance um and
revenue and then reliance some cases
external funding for programs
facilities.
Some of our opportunities um improve
relationships with local community and
user groups. We've been working hard on
that
community connections and good staff in
place to make sure that we maintain
those connections. Um, our recreation
master plan provides a roadmap to our
volunteer planning. Um, our facility
upgrades through upset management uh
will help maximize the life of our
equipment. Um, so that will be important
in the future so that continue to
provide the service levels that
residents expect. um operational review
of Anna Dale House to enhance attendance
for programs and activities and increase
revenues while honoring heritage. So
that would be part of our cultural
master plan that we will be exploring.
Um training opportunities for staff um
implementation of our um recreation and
culture sorry recreation culture and
park service standards. Um our the
products wing updates will streamline
our customer service
providing consistent service levels and
uh we have completed asset management
certification for relevant staff. So
which has been great. We've got staff
that trained um in the facilities
division.
And then our future outlook um continue
to implement our recreation master plan
action items
and be working with our development
commissioner on pathway fixing in 2028.
We're looking to um repair our museum
slate roof as well as a very dark
dressing roof flooring and a another new
colarium in 2029 as well as LED light.
So those are our sort of outlook future
projects and I'm happy to answer any
questions. I know we have a lot of um
facilities uh capital projects and we
have Adam Ko in here as well our manager
of parks and facilities and um and he's
done a lot of work on the capital budget
as well. So we're both available to
answer questions council. Thank you.
>> I'll open the floor for questions from
» I'll open the floor for questions from
council
>> Rosart
» Rosart
to the director. So, we're looking at
35,000 into the Pter
and I've kind of discussed this with
you. Um, I've watched it. There are very
thin places on that pump track. Not only
within the next couple years that we've
gotten any kind of review on it, whether
it's sort of putting a five into it,
they should revisit it and see where
we're going with it.
>> So, thank you for the question to the
» So, thank you for the question to the
mayor. Um the money that is in the
budget for 2026 is meant to address um
so Adam did a walk through with our
insurance company. So it's meant to
address some issues around liability. So
just repairing some cracks and some
spots that are really challenging right
now.
With doing that, it would keep the pump
track open for this coming season.
However, if council wishes, um, we could
review the pump track overall because we
will want to do that anyway. Um, I think
some major repairs will be in store in
the future. It is in rough shape, but in
terms of liability, this is why we put
it in the budget so that we could
continue to offer again in 2026 while we
reviewed it.
>> Follow.
So, was there ever any fundraising done?
As I recall when that went in, there was
still some continuous fundraising done
for that. Was there ever anyone for
that?
>> So, um through the mayor, um there was
» So, um through the mayor, um there was
fundraising done as far as I have found
in the financial reports. It looks like
in 2016, Terry Smith did some
fundraising for the project. Um and then
the town sued the assets. So, in terms
of fundraising, um I mean the town could
request to fundra for this project in
the future, but um there's no additional
funds available for that project that
preserves um the fundraising has been
completed as a state
followed
up 5,000. That means this year we didn't
do that.
So through the mayor, I would assume
because the insurance company did
indicate that we did these were cares
for liability that we probably wouldn't
want to take on that liability and we
would probably have to close the
facility partly.
Further questions from council
the director. Um just in regard to the
library lean project I expected that
that would lightenly be
a liability as well especially the last
one walked through just a few days ago
with the unevenness of the ground.
What's the anticipated start date?
>> Yeah. Um so through you madam mayor um
» Yeah. Um so through you madam mayor um
we have a report actually coming from
the council um at the next meeting
regarding library money. Um we do have a
quote to get the work done. So um our
goal would be to get that done as soon
as possible. We are aware of the issues
moving on that we have had it looked at
ideal but it's obviously dependent so it
might get to spring.
>> Thank you.
for council's awareness on the project.
The whole covering like is it all going
to be removed? We went back and forth on
this project multiple times, but there
will be um from my understanding at the
end remaining with an arch sign that
would say library lane assuming for
aesthetics.
Further questions from councelor
councelor Rosar. Thank you my parent
are there any maintenance programs that
we have in place because I look at some
of these stocks of these orbs they've
got holes in them where you can see
where they're already going through we
have a maintenance program to go and
regard these
>> so the mayor are you referring to the
» so the mayor are you referring to the
center
>> I think
Well, counselor Rose starts taking that
up. Um, the pictures are really helpful.
So, I just wanted to let staff know that
I that the um pictures were were very
good.
» Yeah, Tony, you brought up I think this
one
brought it away. Do we not have a
meeting?
>> So, thank you for the question. I'm
» So, thank you for the question. I'm
gonna actually pass that on to our
manager of Parks and Disabilities.
I can [clears throat] turn to the chair.
Yes. And it's it would be part of our
seasonal inspections. Um it would be
looked at in the spring and again in the
fall and appropriate. I believe the
docks were this year. Um but it it's
it's just regular maintenance that you
need to kind of clean up.
So
yes to your question there there is
processes in place um
so then if we're going to see problem
» thank you
[clears throat]
um to follow up on that so like yearly
boards aren't replacement this is
looking at an entire replacement of the
old dot. So I think maybe what the
counselor was getting a is each year is
there an inspection and say there's 10
rotten boards. Would those boards then
be replaced under a regular maintenance
program? But how do we get to the point
where now we're replacing the entire
she's nodding her so I think I've
captured
>> through through the chair. Yes, that's
» through through the chair. Yes, that's
exactly what we're trying to accomplish
here. The dog specifically acts in house
has gone toward
going forward and might be again
inection
» and just for council's awareness um from
the CEO a question has gone in regarding
composite decking um to ensure that
we're not creating a slippery service is
I have in fact talked to another
individual who has compet composite
decking and is extremely slippery. So
staff is investigating that. So just for
council's awareness um I don't think
that there's an answer yet but it is
being looked at to ensure that we're not
uh creating a liability for the family
service.
There any further questions?
I have
the the location of the bigger ball
courts.
Uh yes. So you may our goal is to have
them beside the current ones. um people
have to measure but it's seemed when we
looked at it that that so yes that is
>> a lot of people were questioning um I'
» a lot of people were questioning um I'
I've gotten a lot of phone calls where
is the big park and I say is the golf
course is where they where they have the
trees I think they have some trees
planted there not we're trying planted
somewhere else but um a lot of people
were questioning that so I just wanted
to bring that out
>> thank you
there is no further questions thank you
very much
and we will move on to capital budget
overview.
tax standard.
While Laur is doing that just like to
say
I'm pleased and say four years that
every single director to do their
presentation
this section for clarification is like
whole project together they've already
discussed
going through all the different
departments essentially.
>> Yes. Yes. Um all the departmental
» Yes. Yes. Um all the departmental
capitals
for each other department has this tab
is sort of a summary of the entire
federal projects and so it's just a
highlight of the overall uh 10year
forecast. So you'll only see uh the the
mean sheet is called. So where you see
the project description and
justifications for those pictures where
there is a project identified for 2026
then we provide that 9-year forecast
again just to look at trends. So I can
just highlight that and there was any
specific questions around the planning
project. Uh the intent as
earlier is that um through the asset
management plan um we've identified that
over the next 10 years the to reach a
sustainable level the capital levy
currently at 2.7 which is short of 4.2
million on an annualized basis. So the
intent is that the or the trajectory is
that we need to get the cap levy over
the next 10 to 15 20 years to that uh
position. So that would be 4.2 for the
37. So uh about seven 7.5 to 8 million
annually to the capital program to reach
a fully funded sustainable level or a
premium position. So when looking at any
particular projects if uh hopefully the
intent is that it
wish to remove a project uh that the
capital levy remains because it's it's
looking towards that future target and
that the funding would still remain that
reserve be available um for when that
project was deferred because obviously
there's a project identified here. Um
the question is not so much
it's whether or not again is it a repair
or a replacement and this is where the
uh we ask for management information
will be part of the decision making as
we enhance data and provide more
information around what is the condition
uh and what would best treat for that
asset.
So then we're all um
I found that I just
so um on this uh this slide here uh this
is the just the new request for 2026. So
you can see the capital projects
identified under the various different
uh sections of
the u these are quoted. So what you can
see is the text number that's the
project that once then u approved then
that
there's an actual full number that gets
assigned to it. So currently still the
draft and so when we take a look at the
total um so this is where currently
we're looking at 9
uh 4 million uh currently on the new
requests
um plus the 2.7.
Um
so those are the new requests over the
three over um in this slide we're
looking at the standard capital levy so
it's 2.7 million going into the capital
program to support those
9.8 $20 million projects. And and so
this is just a forecast of how that
capital levy is anticipated to with a 1%
maybe the capital increase over the next
10 years that by the by the year 2035
the capital le will reach 6.64
million.
And so all the 10-year forecasts are uh
taken into account on the forecasted
revenues and the forecasted
expenditures.
So what what we then see for example in
the next one this is the IT capital is
that over the next 10 years um it's
identifying what the opening reserve
balances what annual contribution
uh being put into that reserve then from
those funds what is available to fund
all the various projects then what is
remaining in the 10 years you would hope
to see everything in the black if it's
still funded where you see years that
are in red. That means that in those
years decisions will have to be made as
to either increase the level of funding
or we're on a dedicated capital levy.
Well, the asset managers will have to
find a way how to, as I call it,
reshuffle the deck, those projects and
extend the life of those assets to uh uh
to be within the funding envelope
available for those years. And so can
see overall uh in it there's 40 years
where we're in the red. Um and if you
look at for example fire equipment,
you'll see that it's in the black until
2028. But then from then on uh it's all
in the red. So there isn't enough
funding uh to be able to address all of
what has been submitted as uh one is
coming for replacement. And so that is
the continual work that the asset
managers will need to do to
[clears throat]
uh take a look at that and again take a
look at those condition assessments take
a look at other factors that go into the
decision as to when uh projects need to
be replaced or uh they need to be
completed in whatever year. Uh and then
look at any potential other planning
opportunities.
Um if we go through uh fire comp so some
of these so fire equipment
um it's not funed from the capital levy
it's just coming from the operating
budget uh same with key at team capital
is through the user charges across the
organization and then is there a
contribution from the operating budget
same with fire equipment firecom same uh
firecom is sort of as part of the
overall sort of like its own standalone
business unit that all the revenues
uh that come in through Firecom uh ought
to be uh covering all of the operating
expenses uh to cover the the business
unit plus be able to have uh dollars set
aside to the reserve to be able to fund
all the equipment related to fire. And
so we can see currently that it's funded
up until 2030, but from 2030 on moving
to the red. So again, a combination of
revenue increases or expenditure
reductions or extending the life of some
of the assets. Um so this is part of the
work that what we want to see
year-over-year uh as a council looks at
these 10ear forecasts is that the number
of red uh decrease and that things start
going more into the black.
As Shane said, this is why we're both
wearing black suits because we like to
see everything black. [laughter]
» Nobody's wearing red.
» Um, looking at the airport capital, as
was noted earlier, a lot of this depends
on when land of the airport. And so
that's why you can see pretty much all
10 years as being at the red fbe there
hasn't been uh enough revenues
identified revenues identified until
those materials. And so all of these
projects this whole year uh will not be
doable until there is enough revenues
to fund those projects.
Uh fleet capital fleet is looking a lot
better. Obviously it's all in the black.
We like to see that. Um but um and fleet
again has been funded from the fleet
charges uh that are flowing through
[clears throat] from every department
that then coming to the fleet and are
transferred to the the fleet reserve. Um
we've also taken into account based on
our development background for our
development charges anywhere there is um
identified it's new uh additions to the
fleet uh those are under the new
projects for growth those are the
amounts that have been looked at all
charges and what is applicable and so
we've identified those revenue sources
against the new projects identified as
for growth and the balance uh being
brought by the uh food operating budget.
And so this is looking um really good
but again it's uh every year the amount
of changes and when these projects come
due continue to be defined uh and so uh
able to get a better picture going
forward as we improve the data uh from
the [clears throat] various different
asset managers
on bridges and culverts
again from 2026 obviously we have
provided balance collective So 2026
across all of these forecasts um is
fully funded but all the forecasts you
can see with this one versus it's it's
all in the red um primarily because
there's an approach that's been
identified for the next three four years
but they wanted to wait for the bridge
condition assessments that have been
completed. So what Carlos mentioned
about those postum inspections that's
just uh the provincial term it's Ontario
standard some structure inspection
reports um but it's really been a bridge
condition assessment uh which
legislatively had to be done in two
years and so we're waiting for that
update to get a better handle as to what
is the current condition of all the
bridges that will then inform what that
structure needs to be looked at what
type of treatment should received should
be received on those assets and when and
then we can update this forecast and
look at the ch look at whether or not
there's enough funding because the ch
there's a consultant will come along and
say here's based on the condition
assessment here's what what you should
do to these assets but they don't know
how much money we actually have
designated or reserves for those. So
then that's the the the work of the
asset managers to then internalize that
data u and then again within the funding
envelope still addresses
uh to make sure that we're
addressing any liabilities.
Um roads again roads currently um looks
all in black just really good. Uh as we
can see for roads um the federal gas tax
and the OEIP so both uh federal and
provincial funding programs um geared
towards capital they sometimes they can
be a number of different capital
projects that are eligible for those uh
but the town has historically and has
continued to uh fund u or place those
grants uh into the roads capital and so
we will take a look at obviously once
the roads needs assessment uh comes And
along with the bridge assessment, if
there is more needs on bridges, uh we
look at uh some of those uh funds and
channeling those to state bridges
instead of roads if there's the greatest
need uh for bridges.
Again, storm, same thing. The uh well,
it looks really good. Um we still going
to be waiting the um the results of the
storm uh mission assessment. My
understanding is that uh um because of
where the assets actually are done um
unless we actually have or have some
actually doing inspections u we don't
really have uh good sort of senses to
the condition and so that may provide us
with data as to uh whether or not this
is a realistic picture for the forecast
or whether this will update
facilities ities. Obviously, as I
mentioned earlier, this is one of those
areas that u there's a number of
projects identified under the facilities
um both on the existing side um and the
the new projects that have been
identified through master plans
and citizen requests. So this is one
area that uh this will um
to take up the entire capital levy. Uh
and so we'll need to still some point in
time to have some conversations around
council direction as to what the focus
and which facilities to to aim for. uh
and again the work vector assets and the
existing facilities to look at what is
actually feasible uh to address even
though this is likely one of those areas
that when we did the facilities u
assessment in 2021 it was an area
identified given the age of a number of
our facilities
uh counseling calls is identified that
if we had money uh that all facilities
required
um 20 $71 million over the next 25
years. And so again, we'll be looking at
uh those assessments and trying to see
where these projects stretched out uh to
and to be with everybody available.
Uh parks, same situation everywhere. We
see uh gears that are in the red. uh
we'll need to take a look at what the
existing assets or new assets um can be
either delayed or uh addressed as
funding uh today and overall between all
the asset classes we're able to have the
overall levy. Um
it doesn't necessarily mean that just
because an asset class received x amount
of dollars of the levy that that is
going to be a continuation. We look at
again the areas of greatest need and the
levies that are all numbered that will
be channelneled based on the asset class
that requires uh that has the highest
need for funding uh based on the
criteria for after two identified key
priority projects next 10 years.
That is the budget overview. If there's
any questions uh
uh
take a look at any particular projects
that are each of the tabs. Um this this
one slide here at the end is that this
one includes not only the requests but
also all the carry forward programs that
have been in all prior years. And we can
see that we continue to really undertake
that capital program for 26
completion of both and the range of
about $28 million.
I'll present for discussion.
Um I have a quick question about um so
like I've been going driving around town
and just kind of looking at some of the
roads and I see that the roads like and
I know have the general ashalt
maintenance program. So reconstruction
is by the road is entirely redone.
That's sewer and water. Correct.
>> Okay. um new sidewalks, curbs, whatever
» Okay. um new sidewalks, curbs, whatever
it might be. Um but the actual
maintenance program, so like I I'm
taking a look like down Broadway,
there's getting to be some very large I
know we do crack maintenance or crack
snowing, but there's getting to be some
large cracks because Broadway is a um
provincial highway. Is that a project
that is funded by the province? And if
so, are we at the point where we should
be reaching out for a, you know, fresh
code of payment or
that's a good question. So for trackway
18 um there is an intake almost every
year from province but we apply for the
ways that we consider that are needed
for those roles and they provide I think
at this point is 90% funding of whatever
works are required. Now the application
for 26 just closed uh closed last year.
Um we're also doing a condition
assessment that condition assessment
shortly hopefully within the next two
months that will give us some
information what we require or
especially for pathway in terms of maybe
um just uh
but just some maintenance work that we
require. So when we receive that
information, it is determined that it's
something is needed when we look at that
information that has been taken.
>> Okay. But I I feel like getting to that
» Okay. But I I feel like getting to that
point where you need to start thinking
about that it needs some resurfacing. Um
and even on the section when you're just
leaving the downtown corridor, there's a
pretty rough section in there. So then
that brings me to my other question.
Ashvalt maintenance like where is um I
saw something on here for Incession
Street Tilson and Maple Lane, but um you
know how we did that little section this
year by the lake, but the rest of it
isn't good either. So from that point on
to Telome, that's getting pretty rough
as well. So um where does that fall into
the actual maintenance program? price is
not on the list for this year um because
I took a look at streets but where is it
somewhere down the queue
um
so to mayor um I don't know what city
right now that's a program that
we're waiting for the commission
assessment to come back information then
we're going to prioritize the roles the
roles that will be eligible they are
prioritized for program for next year.
Um, but if there's anything that the
report that said that was something we
need to prioritize in 2026, we'll let
council know that that will be in the
process.
>> Okay. So, a lot of times um assess
» Okay. So, a lot of times um assess
condition assessment because I even see
like um films I feel is that subdivision
is getting to the point where it's going
to need some paving work. um in
subdivision there's big um cracks in the
road where weeds are growing across the
road and it hasn't been crack sealed. So
I just so this would all be defined in
this this assessment report that's
coming. So the roads that are included
in the 2026 road they are from the
previous assessment that was completed
two years ago. Okay.
>> Um but once again we're waiting for for
» Um but once again we're waiting for for
this reassessment. Uh if there is
anything that need to be prioritized in
terms of priorities
anytime
you're the chair
but to the plot on street
problem you guys
that's not has to be but
>> yes I
» yes I
[clears throat] simp because I know that
there's people I saw some really bad um
pots on some co street and that is a
county literally. So I'll I'll make sure
I send that in. But um because I have I
was down there the other day.
» When you talk about through you when you
talk about maintenance with Highway 19
or Broadway, you're I'm assuming it's
the entire connecting link where Highway
19 starts as the north and ends at the
south or is it only Broadway as the
street itself?
the downtown core only or is that all of
the connection
[clears throat]
>> the whole thing
any further questions seeing
we are moving on to
>> I got a request very good like I'm going
» I got a request very good like I'm going
to say I almost had a heart attack
and I had to reach out to um to get some
a wholesome understanding So, I just
want to make sure that it's very
explained about how not all that debt is
drawn. And um there's a good portion of
it that's for the
two. And basically, I termed it as a a
line of credit. Um I don't know if
that's the correct term or not, but when
we sat down and talked about it, I felt
better. So, I just want to make sure
that this is fully explained. So, I
don't know if anyone else's heart was
very similar.
turn it over to Shane to uh continue
with this on the next iteing
out the show here. So, uh we get to talk
about long-term debt here soon. Um so
under tab uh number 11 you go down to um
two
midway down uh you'll see a a row that
says total debt before new debt. Um so
this based on tab 11 is all the approved
long-term debt that council has uh
approved u and we have on our books. You
can see it's a three-year window from
2024 uh 2025 and then the 2026.
So before any new debt uh you can see
that the ending balance uh has trended
downward 2024 it was 11.2
9.8.6
and then once we factor in uh the new
debt that's coming online in 2026 which
a lot of these projects were carry for
projects. So these were capital projects
that council had averted 24 25 um that
are coming online now. They're
completed. Uh the county doesn't issue
any debt proceeds until the capital
project is complete just in case
projects do come in under budget. We
don't need full
budget.
The two at the bottom there big swing
land servicing and VIP phase two. These
are basically what we're calling
construction financing or temporary
loan. Um you have so basically how these
ones are working is we are allotted the
funds of their own charge interest
um and not a principal payment until
because we have the opportunity to pay
down these debts. Uh all the rest of the
debt pro or projects s on here are
locked in. They're fixed. So whatever
the term is to 5 10 15 up to 30 years
they're locked in they're fixed and
can't make a prepayment
but with these two with construction
financing through infrastructure Ontario
which is pushed through Oxford County
because they're the upper tier till be
in the lower tier for them so I know
correct me if I'm wrong I think we have
five years so we have five years
starting in [clears throat] 2026 to pay
down banks claiming VIP uh phase 2 lands
we uh pay those down, then we're not
locked in to those uh those debts
because if the consequence is after 5
years, we don't pay them down, then
they're locked into
5, 10, 15 year term, that will really
impact the levy. Uh you may be wondering
how we'll be paying these paying these
down. Uh the theme for this year in the
2026 budget seems to be land sales
either at the airport or VIP. um or
other lands uh surrounded within the
town. So uh there's a heavy focus on
selling lands um and then paying these
these debts down. So according to the
province through our ATRL we have to
include this the 9 million and the 1.9
part of debt that the town is taking on
even though there's a good chance that
we pay it off but there's a risk
associated with it just in case some of
the fruition of those land sales don't
come through. we have to
so they're they're identified there. Uh
the other one here, the Kinsman Bridge
for just a little under 2.1 million.
That project should be completed in
2026, but as council knows, it came in
under budget. Um so we won't put in uh
the final request for that amount until
all the expenses expenses have been paid
and uh the town probably doesn't need to
full 2.5.
Last thing to highlight down here on
page two of tab 11
um the estimated [clears throat]
principal and interest payments for 106
uh is 1.7 million as per the ARIRL limit
through our FIR the ARIRL is the annual
payment limit sets out standard um based
on our revenues 25%
um we're sitting at 8.25 so we're below
that so that's a good metric um but
there's stuff
risk I guess the the 9 million and the
1.9 if that does come online then that
will obviously inflate that 8.25% 25%
going forward. So,
other than that, um, any questions on
top 11?
>> This can council understand that I
» This can council understand that I
really wanted to have a good explanation
on this because I had to sit down and,
you know, work through that myself.
Um, so anyways, any questions
>> in that regard?
» in that regard?
So, I can obviously see why there's a
focus on writing with different sales
and there's a lot of pressure on and I
do acknowledge that,
but the finance team is going to have a
hard time selling.
[laughter and clears throat]
» Um, any any further questions on on
this?
>> Not seeing any So, thank you. I think
» Not seeing any So, thank you. I think
that was a great explanation.
>> One more. Tab 12.
» One more. Tab 12.
Go
>> ahead.
» ahead.
>> All right. Last but not least, tab 12.
» All right. Last but not least, tab 12.
Uh, it's a housekeeping item. It's
usually in the budget every year for
council. Um, right at the back, just a
quick summary. Uh, why this regulation
exists. Uh municipal county standards
require full accounting which can create
large non-cash expenses. Uh this
regulation allows municipalities to
exclude some of those non-cash items
amortization.
We got a landfill those type of closure
costs. So that's in there. U
excluding these items does not remove
the obligation uh entirely. We still
have to account for for them which
they're in our audited financial
statements. We account for them through
our S&P 5 and long-term forecasts.
The regulation only affects how the
annual budget is presented not
municipality to secure financial
position.
And then just to conclude, uh each year
council must pass a resolution
whether if they're choosing to exclude
these expenses from uh from the budget.
Um and if so, council if it does so the
adopted budget, it will not align
directly with any surplus or deficit
reported in the financial statements.
That's
great.
>> Thank you. Any questions regarding the
» Thank you. Any questions regarding the
report? So we're now on the report. If
not, I'll turn it over to councelor. We
see anything as a resolution.
>> All second by councelor Parker. A that
» All second by councelor Parker. A that
report FIN26
report title 2026 regulation 28409
budget expense report be received for
information and B the council adoption
report as required under Ontario
regulation 28409
acknowledging that the 2026 budget
excludes amortization expenses totaling
$4,75,481
but no excluded postemployment benefit
expenses and no excluded landfill folder
postpon.
» Any questions or comments? All those in
favor?
And that's carried. Give me one second.
We just seeking clarification
on we like I'll I'll be allowing any
motions to go on the floor because
typically during our budget process we
do a lot of motions. We don't need to be
noticed. Um before we just move to that
section I do want to thank for being
here today. He has done a tremendous
amount of work on taxes, ensuring that
things are classed properly, dealing
with um impact and I know has done a lot
of work in the downtown core. Mr.
Council is not aware. Um there were
things that weren't properly classed or
um you know situations where the proper
amount of taxes were being collected. He
has done a tremendous amount. Um so I
just wanted to thank him. Thank you for
being here and proud of working on.
Okay. So now we will move to number
seven which is the emotions. Um
I'll open up councelor sponsor
this
clust.
Yes. Moved by myself, seconded by Rose
Hart. Uh, be it resolved that any
individual, organization, or group
receiving a capital grant shall be
required to submit a final a financial
statement within 60 days following. The
financial statement must include how the
grant was used, uh, total revenue and
expenses related to the activity or
event, and the resulting profit or loss
if applicable. Uh failure to submit the
required financial statement, right, may
result in ineligibility for future
grant. Um any further requirements um
finance deems necessary to
» um if I could speak to it.
>> Absolutely.
» Absolutely.
>> Just looking for um
» Just looking for um
transparency and consistency across the
board. We have asked for this in the
past and I think that any grants that we
do view do um should have the consistent
requirements.
Thank you. I'm in full support. Are
there any comments from the rest of
council or questions regarding the
motion?
And it's been sent to the clerk.
>> It's not a date.
» It's not a date.
>> It will sent to you.
» It will sent to you.
>> Okay. Um maybe. Yeah. Okay. So anyways,
» Okay. Um maybe. Yeah. Okay. So anyways,
just send that when you can. Um, all
those in favor.
Sorry, I couldn't see you. I lost my
screen. Perfect. So, it's
[clears throat]
fully cared
and
pass. So, now are there any other
motions that council would like to put
on the
So, as my understanding, um, council
can choose to wait the 30-day period or
council wants time. You can come back to
the next council meeting, which is
Monday, June
12th. Yes.
>> And also the next meeting. Yes. Because
» And also the next meeting. Yes. Because
that's still within the 30-day period or
the following meeting, the second
meeting in January if there's any
further amendments or council can the
amended period which essentially passes
the
well if it's done the budget is done is
what
it's up to council. So last time
>> yes
» yes
>> one one comment I'd like to make and I
» one one comment I'd like to make and I
guess I don't understand the complete um
uh the the the mayor power but in the
past when we did budgets
the u uh the the early pendants could go
out even though the budget wasn't full
fully approved for timing purposes the
proposed tenders to go out for
contractor factors was permitted to go
out at this time in early January when
we first did them. Is that something we
can do under the storm air powers?
>> Um [clears throat] I've I've asked like
» Um [clears throat] I've I've asked like
I I'm fully supportive of that, you
know, that to get um I think we have a
report coming back. So unless unless
council doesn't remove everything
anything from this budget, like yeah,
how how can we handle this? I I guess I
need some guidance on this. But like as
long as council doesn't remove anything,
these projects can go ahead and
essentially
they would still have to wait for
» because I I know we have we have a
tender coming back Monday, correct? For
the library, I think
moving on. Is that on Monday's agenda?
There's a report that is going to tender
>> that's going to tender
the issue [clears throat] was raised
over November um the way so because
primary powers as of May any changes to
um
any budget amendments that require
funding increase
um needed to go to strong air powers. Um
so the way in which we looked at that in
25 was that any projects that any
department wanted to do in advance of 26
budget could have come forward as a 2025
budget amendment as long as the funding
came from a reserve because if it's
coming from a reserve and it doesn't
impact the levy then council can address
that as an inear amendment.
So none came forth. Um because the the
other discussion we've had in the past
was that even if they even if a
department received
um approval to proceed in say October as
long as the pending documents were
actually ready to be sent out uh and
sometimes that was not the case.
Sometimes they say oh wait until
January. And so where we currently stand
at the moment uh is that according to
procurement uh practices minute that we
go out for a tender there is an
anticipation from those bidding that
there's the intent to proceed
>> right
» right
>> and so we ought to be reasonably assured
» and so we ought to be reasonably assured
that we would continue to do so that we
would proceed with that project subject
to of course lowest bid coming in within
budget all of that. Um so at the moment
if there is still potential for budget
amendments
uh as long as it's a project the council
satisfy I guess can satisfy if it's not
going to be offended um then I would
think the department can get all the
documentation ready to proceed um but it
would be [clears throat]
I would say safer better if council is
not intending to do any further
amendments as to shorten the 30-day
period which would mean that then the
very next business day um the budget is
automatically adopted.
>> So if that is a resolution today or 12th
» So if that is a resolution today or 12th
then that means that as a default
business date following that resolution
there's automatic
all both all projects.
» Yeah. Cancel has the option to be.
» Yes, council.
>> Just going to say put forward a motion.
» Just going to say put forward a motion.
>> Uh move on and second by councelor
» Uh move on and second by councelor
Parker where section 7.4 four of or
seven subcore of Ontario regulation
530/2022
under municipal act 2001 provides
council may pass resolution to shorten
the 30-day period for considering
amendments to the mayor's proposed
budget and whereas council has
determined that no amendments have been
proposed other than the BIA uh
improvement area adjustment which is to
expedite the adoption of the amended
budget. Therefore, be it resolved that
one council hereby shortens the 30-day
amendment period for the mayor's 2026
proposed budget to end on January 8th,
2026.
>> Would you like to see the matter? It's
» Would you like to see the matter? It's
very self-explanatory.
Um, we've had opportunities prior to the
budget to uh make recommendations that
we prefer to see in it. Um, I've gone
through the list of what has been
removed and there really isn't anything
that's I think worth.
Some things I'd love to see move forward
in. I mean, the reality is I don't think
that uh push come [clears throat] to
shove. We're going to be going back and
forth, but I don't think they'll likely
be included anyways. I think uh the
budget as it sits as a very fair budget
for taxpayer. I'm quite willing to
council council. Thank you, Mayor Billy.
Um yeah, echo the sentiments of cancer
and understand the standing for very
fair budget. I think we would love to
thank yourself and staff for bringing
a a very fair budget forward. Um I do
think that this was an interesting
process this time. Um and uh to
everybody for their hard parties. Thank
you.
>> Thank you, Anthony.
» Thank you, Anthony.
>> I'm going to speak to that. I uh I
» I'm going to speak to that. I uh I
appreciate the resolution coming out now
because as I said a few minutes ago in
the past if we waited till the middle of
May to get final budget approval and
then we put out the tenders prices are
climbing. Right now we're looking at
June or January 8th uh folks or prices
and I'm sure we're going to appreciate
the time of year to do that. So thank
you very much for bringing that forward
full support.
>> Any further comments?
» Any further comments?
I'll call the question. All those in
favor
and that's carried unanimously.
» Okay, that's fine. I I I was looking.
So, um I'll direct the clerk to prepare
a strong power to um remove the veto
period
which is subsequent to this. So then
essentially um as soon as you can
prepare that for me and I can get that
signed then the sentiment
it's a learning curve.
All right. So, um, now we, uh, require a
bylaw to, uh, appoint
councelor Spencer by myself, seconded by
Deputy Mayor Brandis, that bylaw
2026-003,
the bylaw to appoint a clerk acting for
the town of Tosenberg, V. River be read
for first, second, third, and final
reading of the mayor and the clerk be
and are hereby authorized to sign the
same and place of the corporate seal
there on
>> you counselor. I'll just hold vote just
» you counselor. I'll just hold vote just
welcome Kyle again and all those in
favor
>> carrying speech [clears throat]
» confirm proceedings by law deputy mayor
>> moved by myself seconded by councelor
» moved by myself seconded by councelor
Luciani that bylaw 2026-001
to confirm the proceedings of the
council meeting held Wednesday January 7
2026 be read for first second third and
final reading of the mayor and the clerk
B and hereby authorized to sign the same
and place the corporate seal there onto
all those in favor
carried and adjourned and council sir
moved by myself second by councer that I
come to a further meeting of Wednesday
January 20 January 7 2026 be adjourned
at 2:54
p.m. Thank you. Allison.