161024 Council MIN=
ATTENDANCE
Mayor Stephen Molnar
Deputy Mayor Dave Beres Councillor Penny Esseltine
Councillor Jim Hayes
Councillor Chris Rosehart Councillor Brian Stephenson
Regrets: Councillor Maxwell Adam
Staff: David Calder, CAO Donna Wilson, Town Clerk
Rick Cox, Director of Recreation, Culture & Parks Kevin DeLeebeeck, Director of Operations
Terry Saelens, Deputy Fire Chief
Tricia Smith, Deputy Clerk
Regrets: Janelle Costantino, Manager of Finance
1.Call to Order
The meeting was called to order at 6:00 p.m.
2.Adoption of Agenda
Resolution #1
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Agenda as prepared for the Council meeting of Monday, October 24,
2016, be adopted.
Carried
3.Moment of Silence
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Monday, October 24, 2016
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
MINUTES
Council Meeting – Minutes, October 24, 2016 - 2 -
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. Adoption of Council Minutes of Previous Meeting
5.1. Minutes of the Meeting of October 11, 2016 and October 17, 2016
Minutes, October 11, 2016
Minutes, October 17, 2016
Resolution #2
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Minutes of the Council Meetings of October 11, 2016 and October 17,
2016, be approved.
Carried
6. Delegations and Presentations
6.1. Volunteer Achievement Award Presentation - Betty Davies
Presented By: Mayor Molnar, Special Awards Committee
Councillor Stephenson, Special Awards Committee
6.2. Annual Legion Poppy Drive
Presentation By: Don Burton, Tillsonburg Legion
Mr. Burton presented the first poppy of the 2016 Remembrance Day Poppy
Campaign to Mayor Molnar.
The Remembrance Day ceremony will be held on Friday, November 11, 2016.
The Silent Walk will commence at 10:15 a.m. at the Tillsonburg Legion with the
Remembrance Day ceremony to follow at the cenotaph at 10:30 a.m.
The Remembrance Day Banquet starts at 5:00 p.m. and tickets are available
from the Legion Canteen for $15.00.
Council Meeting – Minutes, October 24, 2016 - 3 -
6.3. Report on Global Vision Trade Mission to China
Presented By: Emma Cox
Delegation request
China Mission Report
Emma Cox thanked Council for the Youth Leadership Grant funding.
Resolution #3
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receive the delegation regarding the Report on the Global Vision
Trade Mission to China, as information.
Carried
6.4. Tillsonburg Junior A Hockey Team Update
Delegation By: Ian Ellis, Owner/GM
Delegation Request
The Tillsonburg Hurricanes Hockey Club is looking for local families to billet
additional players.
Resolution #4
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receive the delegation regarding the Tillsonburg Junior A Hockey
Team Update, as information.
Carried
Council Meeting – Minutes, October 24, 2016 - 4 -
6.5. Tillsonburg Kart Club Race Location
Presentation By: Dave Chesterman, Club Spokesman President of Chesterman
Farm Equipment Inc.
Delegation Request
Presentation
Staff to review options for race site locations and provide a report to council.
Resolution #5
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council receive the presentation regarding the Tillsonburg Kart Club
Race Location;
AND THAT staff be directed to review the request and to provide a report at a
future council meeting for council’s consideration.
Carried
7. Planning Information
7.1. Town of Tillsonburg- Revised Community Improvement Plan
CASPO 2016-251 CIP Report
Draft CIP Text
Appendices
Mr. Eric Gilbert, Development Planner, County of Oxford, appeared before
Council and provided a summary of the Revised Community Improvement Plan
and potential incentive programs.
Financial criteria would be required within the 2017 budget process to fund
incentive programs.
A Public Meeting regarding the proposed Community Improvement Plan is
being planned for mid-November.
Council Meeting – Minutes, October 24, 2016 - 5 -
Resolution #6
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council receive Report CASPO 2016-251;
AND THAT staff be directed to advertise a public open house and undertake the
required public consultation regarding the proposed Town of Tillsonburg
Community Improvement Plan.
Carried
8. Information Items
8.1. 1st Call for Nominations - OGRA Board of Directions 2017/18
First Call for Nominations Form
Resolution #7
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receive item 8.1, as information.
Carried
9. Mayor
9.1. MYR 16-10, Update – County of Oxford
MYR 16-10
Resolution #8
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receive Report MYR 16-10, Update – County of Oxford, as
information.
Carried
10. Quarterly Reports
10.1. FIN16-30, Third Quarter Financial Results
FIN16-30 2016 Third Quarter Financial Results
Q3 Actuals - Variance
Council Meeting – Minutes, October 24, 2016 - 6 -
Resolution #9
Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres
THAT Council receive Report FIN 16-30, Third Quarter Financial Results,
as information.
Carried
10.2. FIN16-31, Finance Third Quarter Results
FIN16-31 2016 Third Quarter Finance Department Results
Resolution #10
Moved By: Councillor Stephenson Seconded By: Deputy Mayor Beres
THAT Council receive Report FIN 16-31, Finance Third Quarter Results,
as information.
Carried
10.3. DCS 16-33, Building, Planning & By-Law Services Third Quarter Results
DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter
Report
A Public Meeting will be held during the November 14, 2016 Council
meeting in regards to new building permit fees.
Resolution #11
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
THAT Council receive Report DCS 16-33, Building, Planning & By-Law
Services Third Quarter Results, as information.
Carried
Council Meeting – Minutes, October 24, 2016 - 7 -
10.4. DCS 16-34, Economic Development & Marketing Third Quarter Results
Report DCS 16-34
Resolution #12
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
THAT Council receive Report DCS 16-34, Economic Development &
Marketing Third Quarter Results, as information.
Carried
10.5. OPS 16-29, Operations Services Third Quarter Results
OPS 16-29 2016 Third Quarter Operations Services
A report on the Airport will be coming to Council at the November 14, 2016
meeting.
Resolution #13
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receive Report OPS 16-29, Operations Services Third
Quarter Results, as information.
Carried
10.6. RCP 16-36 – Recreation, Culture & Parks Third Quarter Results
RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results
Staff to review the Memorial Park Master Plan for options for the
replacement of the dismantled basketball net.
Two new street lights are planned for the southwest parking area.
Council Meeting – Minutes, October 24, 2016 - 8 -
Resolution #14
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receive Report RCP 16-36, Recreation, Culture & Parks
Third Quarter Results, as information.
Carried
10.7. FRS 16-09, Fire & Emergency Services Third Quarter Results
FRS 16-09 Fire Q3 2016
Staff to investigate if the Town receives any reimbursement for attending
medical/resuscitator calls.
Resolution #15
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council receive Report FRS 16-09, Fire & Emergency Services
Third Quarter Results, as information.
Carried
11. Reports from Departments
11.1. Development and Communication Services
11.1.1. DCS 16-35, Offer to Purchase – 8 Hardy Avenue
Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue
Offer to Purchase
Resolution #16
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receive Report DCS 16-35, Offer to Purchase – 8 Hardy
Avenue;
AND THAT a By-law be brought forward authorizing the Mayor and Clerk
to execute all documents necessary to transfer the property known as Lot
598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912,
Council Meeting – Minutes, October 24, 2016 - 9 -
and known municipally as 8 Hardy Avenue, to The Town of Tillsonburg
Non Profit Housing Corporation;
AND THAT the net proceeds, be contributed to reserves.
Carried
11.1.2. DCS 16-36, Branded Merchandise Program Update
Report DCS 16-36
Appendix A
Staff to provide a follow-up report to council and include additional
selection details.
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT motion #17 be deferred.
Carried
Resolution #17
Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres
THAT Council receive Report DCS 16-36, Branded Merchandise Program
Update;
AND THAT the RFP, be awarded to Talbot Marketing for a three-year
period.
Deferred
11.2. Fire and Emergency Services
11.2.1. FRS 16-08, Fire Communications Hanover
FRS 16-08 Fire Communications Hanover
Hanover Contract
Council Meeting – Minutes, October 24, 2016 - 10 -
Resolution #18
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
THAT Council receive Report FRS 16-08, Hanover Fire Communications
Contract;
AND THAT the capital costs incurred be debt financed with a term not to
exceed five (5) years;
AND THAT Council authorize the Mayor and Clerk to enter into an
agreement with the Corporation of the Town of Hanover for the provision
of Fire Dispatch and Communications Services;
AND THAT a By-law, be brought forward for Council's consideration.
Carried
12. Committee Minutes
12.1. Minutes, Cultural Advisory Committee
Minutes, July 6, 2016
Minutes, October 12, 2016
12.2. Minutes, Heritage, Beautification & Cemetery Advisory Committee
Minutes, October 6, 2016
12.3. Minutes, Town Hall Project Committee
Minutes, September 19, 2016
Resolution #19
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT council receive the Minutes of the Cultural Advisory Committee for
July 6, 2016 and October 12, 2016, the Heritage, Beautification &
Cemetery Advisory Committee for October 6, 2016 and the Town Hall
Project Committee for September 19, 2016, as information.
Carried
Council Meeting – Minutes, October 24, 2016 - 11 -
12.4. Minutes, LPRCA
Minutes, August 3, 2016
August 24, 2016
Resolution #20
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receive the Minutes from the Long Point Region
Conservation Authority for August 3, 2016 and August 24, 2016, as
information.
Carried
13. Notice of Motions
14. Resolutions
14.1. AMO Seeks Council Resolution
Clerks LTR AP AMO Seeks Council Resolutions 2016-10-06
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
Resolution #21
THAT Council supports the Association of Municipalities of Ontario (AMO)
in its work to close the fiscal gap; so that all municipalities can benefit from
predictable and sustainable revenue, to finance the pressing infrastructure
and municipal service needs faced by all municipal governments;
AND THAT a copy of this resolution, be forwarded to AMO.
Carried
15. By-Laws
By-Laws from the Meeting of Monday, October 24, 2016
Council Meeting – Minutes, October 24, 2016 - 12 -
Resolution #22
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
15.1. THAT By-Law 4048, To authorize the sale of land (8 Hardy Avenue) to the
Town of Tillsonburg Non-Profit Housing Corporation;
AND THAT By-Law 4049, To authorize an agreement between The
Corporation of the Town of Tillsonburg and The Corporation of the Town
of Hanover for the provision of fire dispatch and communications services,
be read for a first, second and third and final reading and that the Mayor
and the Clerk be and are hereby authorized to sign the same and place
the corporate seal thereunto.
Carried
Resolution #23
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
15.2. THAT By-Law 4050, To confirm the proceedings of Council at its meeting
held on the 24th day of October, 2016, be read for a first, second and third
and final reading and that the Mayor and the Clerk be and are hereby
authorized to sign the same, and place the corporate seal thereunto.
Carried
16. Items of Public Interest
The Fall Leaf Collection Program will begin November 7, 2016 and information will
be available on the Town website www.tillsonburg.ca.
Fencing is in place at the Trottier woodlot for fuel wood removal.
Denis Farrell will be recognized as Tillsonburg’s Favourite Son on Sunday, October
30, 2016 at The Bridges Golf Course in Tillsonburg from 2-4 p.m. The public is
welcome to attend.
Council Meeting – Minutes, October 24, 2016 - 13 -
17. Adjournment
Resolution #24
Moved By: Councillor Stephenson Seconded By: Deputy Mayor Beres
THAT the Council Meeting of Monday, October 24, 2016 be adjourned at 9:00 p.m.
Carried
Table of Contents
Agenda 3
Minutes, October 11, 2016
Minutes, October 11, 2016 12
Minutes, October 17, 2016
Minutes, October 17, 2016 22
Delegation: Emma Cox - Report on Global Vision Trade Mission
to China
Delegation request 112
China Mission Report 115
Tillsonburg Junior A Hockey Team Update
TOT 159
Tillsonburg Kart Club Race Location
Delegation Request 162
Presentation 164
Town of Tillsonburg- Revised Community Improvement Plan
CASPO 2016-251 CIP Report 180
Draft CIP Text 186
Appendices 196
1st Call for Nominations - OGRA Board of Directions 2017/18
First Call for Nominations Form 203
MYR 16-10, Update – County of Oxford
MYR 16-10 207
FIN16-30, Third Quarter Financial Results
FIN16-30 2016 Third Quarter Financial Results 209
Q3 Actuals - Variance 210
FIN16-31, Third Quarter Results
FIN16-31 2016 Third Quarter Finance Department
Results 215
DCS 16-33, Third Quarter Results
DCS 16-33 Building, Planning & By-Law Services 2016
Third Quarter Report 217
DCS 16-34, Economic Development & Marketing Third Quarter
Report
Report DCS 16-34 222
OPS 16-29, Third Quarter Results
OPS 16-29 2016 Third Quarter Operations Services 225
RCP 16-36 - Third Quarter Results
RCP 16-36 - Recreation Culture and Parks 2016 Q3
Results 228
FRS 16-09, Third Quarter Results
FRS 16-09 Fire Q3 2016 232
DCS 16-35, Offer to Purchase – 8 Hardy Avenue
Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue 235
Offer to Purchase 238
1
DCS 16-36, Branded Merchandise Program Update
Report DCS 16-36 249
Appendix A 252
FRS 16-08, Fire Communications Hanover
FRS 16-08 Fire Communications Hanover 271
Hanover Contract 273
Minutes, Cultural Advisory Committee
Minutes, July 6, 2016 282
Minutes, October 12, 2016 284
Minutes, Heritage, Beautification & Cemetery Advisory
Committee
Minutes, October 6, 2016 286
Minutes, Town Hall Project Committee
Minutes, September 19, 2016 289
Minutes, LPRCA
Minutes, August 3, 2016 291
August 24, 2016 299
AMO Seeks Council Resolution
Clerks LTR AP AMO Seeks Council Resolutions 2016-
10-06 305
By-Law 4048, To authorize the sale of 8 Hardy Avenue
Offer to Purchase 307
By-Law 4048 318
By-Law 4049, To authorize a Fire Service Dispatch Agreement
(Hanover)
Agreement - Fire Service Dispatch 319
By-Law 4049 329
By-Law 4050, To confirm the proceedings of Council
By-Law 4050 330
2
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1. Call to Order
2. Adoption of Agenda
Proposed Resolution #1
Moved By: Seconded By:
THAT the Agenda as prepared for the Council meeting of Monday, October 24,
2016, be adopted.
3. Moment of Silence
4. Disclosures of Pecuniary Interest and the General Nature Thereof
5. Adoption of Council Minutes of Previous Meeting
5.1. Minutes of the Meeting of October 11, 2016 and October 17, 2016
Minutes, October 11, 2016
Minutes, October 17, 2016
Proposed Resolution #2
Moved By: Seconded By:
THAT the Minutes of the Council Meetings of October 11, 2016 and October 17,
2016, be approved.
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Monday, October 24, 2016
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
AGENDA
3
Council Meeting – Agenda - 2 -
6.Delegations and Presentations
6.1. Volunteer Achievement Award Presentation - Betty Davies
6.2. Annual Legion Poppy Drive
Presentation By: Don Burton, Tillsonburg Legion
6.3. Report on Global Vision Trade Mission to China
Presented By: Emma Cox
Delegation request
China Mission Report
Proposed Resolution #3
Moved By: Seconded By:
THAT Council receive the delegation regarding the Report on the Global Vision
Trade Mission to China, as information.
6.4. Tillsonburg Junior A Hockey Team Update
Delegation By: Ian Ellis, Owner/GM
Mark Jones, Tillsonburg Hurricanes Hockey Club
Delegation Request
Proposed Resolution #4
Moved By: Seconded By:
THAT Council receive the delegation regarding the Tillsonburg Junior A Hockey
Team Update, as information.
6.5. Tillsonburg Kart Club Race Location
Presentation By: Dave Chesterman, Club Spokesman President of Chesterman
Farm Equipment Inc.
4
Council Meeting – Agenda - 3 -
Delegation Request
Presentation
Proposed Resolution #5
Moved By: Seconded By:
THAT Council receive the presentation regarding the Tillsonburg Kart Club
Race Location;
AND THAT staff be directed to review the request and to provide a report at a
future council meeting for council’s consideration.
7. Planning Information
7.1. Town of Tillsonburg- Revised Community Improvement Plan
CASPO 2016-251 CIP Report
Draft CIP Text
Appendices
Proposed Resolution #6
Moved By: Seconded By:
THAT Council receive Report CASPO 2016-251;
AND THAT staff be directed to advertise a public open house and undertake the
required public consultation regarding the proposed Town of Tillsonburg
Community Improvement Plan.
8. Information Items
8.1. 1st Call for Nominations - OGRA Board of Directions 2017/18
First Call for Nominations Form
Proposed Resolution #7
Moved By: Seconded By:
THAT Council receive item 8.1, as information.
5
Council Meeting – Agenda - 4 -
9.Mayor
9.1. MYR 16-10, Update – County of Oxford
MYR 16-10
Proposed Resolution #8
Moved By: Seconded By:
THAT Council receive Report MYR 16-10, Update – County of Oxford, as
information.
10. Quarterly Reports
10.1. FIN16-30, Third Quarter Financial Results
FIN16-30 2016 Third Quarter Financial Results
Q3 Actuals - Variance
Proposed Resolution #9
Moved By: Seconded By:
THAT Council receive Report FIN 16-30, Third Quarter Financial Results,
as information.
10.2. FIN16-31, Finance Third Quarter Results
FIN16-31 2016 Third Quarter Finance Department Results
Proposed Resolution #10
Moved By: Seconded By:
THAT Council receive Report FIN 16-31, Finance Third Quarter Results,
as information.
10.3. DCS 16-33, Building, Planning & By-Law Services Third Quarter Results
DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter
Report
6
Council Meeting – Agenda - 5 -
Proposed Resolution #11
Moved By: Seconded By:
THAT Council receive Report DCS 16-33, Building, Planning & By-Law
Services Third Quarter Results, as information.
10.4. DCS 16-34, Economic Development & Marketing Third Quarter Results
Report DCS 16-34
Proposed Resolution #12
Moved By: Seconded By:
THAT Council receive Report DCS 16-34, Economic Development &
Marketing Third Quarter Results, as information.
10.5. OPS 16-29, Operations Services Third Quarter Results
OPS 16-29 2016 Third Quarter Operations Services
Proposed Resolution #13
Moved By: Seconded By:
THAT Council receive Report OPS 16-29, Operations Services Third
Quarter Results, as information.
10.6. RCP 16-36 – Recreation, Culture & Parks Third Quarter Results
RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results
Proposed Resolution #14
Moved By: Seconded By:
THAT Council receive Report RCP 16-36, Recreation, Culture & Parks
Third Quarter Results, as information.
7
Council Meeting – Agenda - 6 -
10.7. FRS 16-09, Fire & Emergency Services Third Quarter Results
FRS 16-09 Fire Q3 2016
Proposed Resolution #15
Moved By: Seconded By:
THAT Council receive Report FRS 16-09, Fire & Emergency Services
Third Quarter Results, as information.
11. Reports from Departments
11.1. Development and Communication Services
11.1.1. DCS 16-35, Offer to Purchase – 8 Hardy Avenue
Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue
Offer to Purchase
Proposed Resolution #16
Moved By: Seconded By:
THAT Council receive Report DCS 16-35, Offer to Purchase – 8 Hardy
Avenue;
AND THAT a By-law be brought forward authorizing the Mayor and Clerk
to execute all documents necessary to transfer the property known as Lot
598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912,
and known municipally as 8 Hardy Avenue, to the Town of Tillsonburg
Non Profit Housing Corporation;
AND THAT the net proceeds, be contributed to reserves.
11.1.2. DCS 16-36, Branded Merchandise Program Update
Report DCS 16-36
Appendix A
8
Council Meeting – Agenda - 7 -
Proposed Resolution #17
Moved By: Seconded By:
THAT Council receive Report DCS 16-36, Branded Merchandise Program
Update, as information.
11.2. Fire and Emergency Services
11.2.1. FRS 16-08, Fire Communications Hanover
FRS 16-08 Fire Communications Hanover
Hanover Contract
Proposed Resolution #18
Moved By: Seconded By:
THAT Council receive Report FRS 16-08, Hanover Fire Communications
Contract;
AND THAT the capital costs incurred be debt financed with a term not to
exceed five (5) years;
AND THAT Council authorize the Mayor and Clerk to enter into an
agreement with the Corporation of the Town of Hanover for the provision
of Fire Dispatch and Communications Services;
AND THAT a By-law, be brought forward for Council's consideration.
12. Committee Minutes
12.1. Minutes, Cultural Advisory Committee
Minutes, July 6, 2016
Minutes, October 12, 2016
12.2. Minutes, Heritage, Beautification & Cemetery Advisory Committee
Minutes, October 6, 2016
12.3. Minutes, Town Hall Project Committee
Minutes, September 19, 2016
9
Council Meeting – Agenda - 8 -
Proposed Resolution #19
Moved By: Seconded By:
THAT council receive the Minutes of the Cultural Advisory Committee for
July 6, 2016 and October 12, 2016, the Heritage, Beautification &
Cemetery Advisory Committee for October 6, 2016 and the Town Hall
Project Committee for September 19, 2016, as information.
12.4. Minutes, LPRCA
Minutes, August 3, 2016
August 24, 2016
Proposed Resolution #20
Moved By: Seconded By:
THAT Council receive the Minutes from the Long Point Region
Conservation Authority for August 3, 2016 and August 24, 2016, as
information.
13. Notice of Motions
14. Resolutions
14.1. AMO Seeks Council Resolution
Clerks LTR AP AMO Seeks Council Resolutions 2016-10-06
Moved By: Seconded By:
Proposed Resolution #21
THAT Council supports the Association of Municipalities of Ontario (AMO)
in its work to close the fiscal gap; so that all municipalities can benefit from
predictable and sustainable revenue, to finance the pressing infrastructure
and municipal service needs faced by all municipal governments;
AND THAT a copy of this resolution, be forwarded to AMO.
10
Council Meeting – Agenda - 9 -
15. By-Laws
By-Laws from the Meeting of Monday, October 24, 2016
Proposed Resolution #22
Moved By: Seconded By:
15.1. THAT By-Law 4048, To authorize the sale of land (8 Hardy Avenue) to the
Town of Tillsonburg Non-Profit Housing Corporation, Offer to Purchase;
AND THAT By-Law 4049, To authorize an agreement between The
Corporation of the Town of Tillsonburg and the Corporation of the Town of
Hanover for the provision of fire dispatch and communications services,
Agreement - Fire Service Dispatch, be read for a first, second and third
and final reading and that the Mayor and the Clerk be and are hereby
authorized to sign the same and place the corporate seal thereunto.
Proposed Resolution #23
Moved By: Seconded By:
15.2. THAT By-Law 4050, To confirm the proceedings of Council at its meeting
held on the 24th day of October, 2016, be read for a first, second and third
and final reading and that the Mayor and the Clerk be and are hereby
authorized to sign the same, and place the corporate seal thereunto.
16. Items of Public Interest
17. Adjournment
Proposed Resolution #24
Moved By: Seconded By:
THAT the Council Meeting of Monday, October 24, 2016 be adjourned at _____ p.m.
11
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ATTENDANCE
Mayor Stephen Molnar
Deputy Mayor Dave Beres Councillor Penny Esseltine
Councillor Jim Hayes
Councillor Chris Rosehart Councillor Brian Stephenson
Regrets: Councillor Maxwell Adam
Staff: David Calder, CAO Donna Wilson, Town Clerk
Janelle Costantino, Manager of Finance Rick Cox, Director of Recreation, Culture & Parks
Kevin DeLeebeeck, Director of Operations
Tricia Smith, Deputy Clerk
1. Call to Order
The meeting was called to order at 6:00 p.m.
2. Closed Session
Resolution #1
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council move into Closed Session to consider:
1. A proposed or pending acquisition or disposition of land by the municipality or
local board (Hardy Drive).
Carried
3. Adoption of Agenda
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Tuesday, October 11, 2016
6:00 PM
Council Chambers
200 Broadway, 2nd Floor
MINUTES
12
Council Meeting – Minutes, October 11, 2016 - 2 -
Resolution #2
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Agenda as prepared for the Council meeting of Tuesday, October 11,
2016, be adopted.
Carried
4. Moment of Silence
The Mayor paid tribute to Olie Mandryk, former member of Tillsonburg Town
Council.
5. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
6. Adoption of Council Minutes of Previous Meeting
6.1. Minutes of the Meeting of September 26, 2016
Minutes, September 26, 2016
Resolution #3
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT the Minutes of the Council Meeting of September 26, 2016, be approved.
Carried
7. Delegations and Presentations
7.1. National United Church - Child Poverty Initiative
Delegation By: Esther Sol, President
Irene Gillespie, Member of U.C.W.
Karon Harris, Member of U.C.W.
St. Paul's United Church - United Church Women
Delegation Request
The delegates presented each member of council with a doll to raise awareness
about children living in poverty.
13
Council Meeting – Minutes, October 11, 2016 - 3 -
Resolution #4
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receive the delegation regarding the National United Church –
Child Poverty Initiative, as information.
Carried
Resolution #5
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council move into the Committee of Adjustment to hear an application for
Minor Variance at 6:15 p.m.
Carried
8. Public Meetings
8.1. Application for Minor Variance- A-12/16- Daniel Couture, 45 Jones Crescent
A-12/16 Report
Report Attachments
Application Form
Mr. Eric Gilbert, Development Planner, County of Oxford, appeared before
Council and presented Report A-12/16 for the application for Minor Variance.
Opportunity was given for comments and questions.
The applicant Daniel Couture appeared before council in support of the
application.
Greg Rumble, appeared before council on behalf of neighbour Isabelle Godo to
request that equipment used to construct the pergola not encroach upon her
property.
No other member of the public appeared in support of or opposition to the
application.
Council passed the following resolution:
14
Council Meeting – Minutes, October 11, 2016 - 4 -
Resolution #6
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT the Town of Tillsonburg Committee of Adjustment approve Application File
A-12/16, submitted by Daniel Couture & Marjolaine Campeau, for lands
described as Part Lot 81, Plan 41M-182, Town of Tillsonburg, as it relates to
relief from Table 5.37.1 - Permitted Projections into Required Yard, to increase
the maximum permitted projection of a covered deck into the required rear yard
from 1.5 m (4.92 ft) to 2.4 m (7.87 ft) and for relief from Table 5.37.1 - Minimum
Setback Between Projection & Lot Line, to reduce the minimum setback between
the projection and rear lot line from 7.5 m (24.6 ft) to 4.6 m (15 ft);
AND THAT approval is conditional upon the issuance of a building permit for the
proposed covered deck within one year of the date of the Committee’s decision.
Carried
Resolution #7
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council move out of the Committee of Adjustment and move back into
regular session at 6:24 p.m.
Carried
9. Reports from Departments
9.1. Chief Administrative Officer
9.1.1. Municipal Council Blanket Support Resolution – Feed-In-Tariff
Program
CAO 16-12 Municipal Council Blanket Support Resolution - Feed-In-Tariff
Program
CAO 15-09 Moose Power Inc.
Solar projects including rooftop, ground and ground-mounted projects
need to meet zoning requirements for the municipality.
15
Council Meeting – Minutes, October 11, 2016 - 5 -
Resolution #8
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
WHEREAS the Province’s FIT Program encourages the construction and
operation of solar generation projects (the “Projects”);
AND WHEREAS one or more Projects may be constructed and operated
in the Town of Tillsonburg;
AND WHEREAS pursuant to the rules governing the FIT Program (the
“FIT Rules”), Applications whose Projects receive formal support of Local
Municipalities will be awarded Priority Points, which may result in these
Applications being offered a FIT Contract prior to other persons applying
for FIT Contracts;
NOW THEREFORE the Council of the Town of Tillsonburg supports the
construction and operation of Projects in the Town of Tillsonburg. This
resolution’s sole purpose is to enable the participants in the FIT Program
to receive priority points under the FIT Program and may not be used for
the purpose of any other form of municipal approval in relation to the
Application or Projects or any other purpose;
AND THAT this resolution shall expire on October 11, 2017.
Carried
9.2. Clerk’s Office
9.2.1. CL 16-29 Deputy Mayor Position
CL 16-29 Deputy Mayor Position
Staff to provide a follow-up report to Council and include public comments
on the Deputy Mayor position.
Resolution #9
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receive Report CL 16-29, Deputy Mayor Position;
16
Council Meeting – Minutes, October 11, 2016 - 6 -
AND THAT Council approve in principle, THAT for the next Municipal
Election the Deputy Mayor position be removed from the ballot and a
Mayor and six (6) Councillors be elected at large.
Carried
9.2.2. CL 16-30 Municipal Elections Modernization Act, Bill 181
CL 16-30 Mun Election Modernization Act 2016
Resolution #10
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
THAT Council receive Report CL 16-30 2018, Municipal Elections
Modernization Act, Bill 181, as information.
Carried
9.3. Development and Communication Services
9.3.1. DCS 16-30 Sign By-Law - Animated Signs
DCS 16-30 Sign By-Law - Animated Signs
Amended Schedule A: Permitted Sign Use/Property Use Table
Section (i) of the By-Law was amended to include the wording “Director of
Operations or his/her designate”.
Resolution #11
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
THAT Council receive Report DCS 16-30, Sign By-Law - Animated Signs;
AND THAT By-Law 4043, to amend By-Law 3798, being a by-law to
prohibit or regulate signs in the Town of Tillsonburg, be brought forward
for council consideration.
Carried
17
Council Meeting – Minutes, October 11, 2016 - 7 -
9.3.2. DCS 16-31 Sign By-Law - Off-Premise Advertising on Animated Signs
DCS 16-31 Sign By-Law - Off-Premise Advertising on Animated Signs
Resolution #12
Moved By: Councillor Rosehart Seconded By: Councillor Hayes
THAT Council receive Report DCS 16-31, Sign By-Law - Off-Premise
Advertising on Animated Signs;
AND FURTHER RESOLVE THAT the current sign by-law, not be
amended to permit off-premise advertising on animated signs.
Carried
9.4. Finance
9.4.1. FIN 16-29 OCIF Formula-Based Funding Agreement
FIN16-29 OCIF Formula Based Funding agreement
Resolution #13
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT Council receive Report FIN 16-29, OCIF Formula-Based Funding
Agreement;
AND THAT Council authorize the Mayor and Clerk to execute the Ontario
Community Infrastructure Fund – Formula-Based Funding Contribution
Agreement with Her Majesty the Queen in Right of Ontario;
AND THAT By-Law 4044, be brought forward for council consideration.
Carried
10. Staff Information Reports
10.1. RCP 16-33 – Jul-Sep 2016 RCP Departmental Activity Reports
RCP 16-33 - Jul-Sep 2016 RCP Departmental Activity Reports
Jul-Sep 2016 Activity - Recreation Programs & Services
Jul-Sep 2016 Activity - Culture & Heritage
Jul-Sep 2016 Activity - Parks & Facilities
18
Council Meeting – Minutes, October 11, 2016 - 8 -
The transfer of remains from the old Columbaria to the new unit at the
Tillsonburg Cemetery is scheduled to take place on Tuesday, October 18,
2016 at 9:00 a.m. Local clergy will be present. The public is welcome to
attend and observe.
The construction of the Pump track is underway with completion
anticipated next week. A grand opening event will take place in the spring.
For safety purposes, the public is reminded to stay off the track until the
fencing is removed.
Resolution #14
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT Council receive Report RCP 16-33, Jul-Sep 2016 RCP
Departmental Activity Reports, as information.
Carried
11. Committee Minutes & Reports
11.1. Minutes, Airport Advisory Committee
Minutes, September 15, 2016
11.2. Minutes, Memorial Park Revitalization Committee
Minutes, September 19, 2016
11.3. Minutes, Parks & Recreation Advisory Committee
Minutes, September 6, 2016
11.4. Minutes, Special Awards Committee
Minutes, September 22, 2016
Dennis Fairall will be recognized as Tillsonburg’s Favourite Son at the
Bridges at Tillsonburg on October 30, 2016 from 2:00 to 4:00 p.m. The
public is welcome to attend.
19
Council Meeting – Minutes, October 11, 2016 - 9 -
Resolution #15
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT Council receive the Minutes of the Airport Advisory Committee for
September 15, 2016, the Memorial Park Revitalization Sub-Committee for
September 19, 2016, the Parks & Recreation Advisory Committee for
September 6, 2016 and the Special Awards Committee for September 22,
2016, as information.
Carried
12. Notice of Motions
13. By-Laws
By-Laws from the Meeting of Tuesday, October 11, 2016
Resolution #16
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
13.1. THAT By-Law 4043, To amend By-law 3798, being a By-law to prohibit or
regulate signs and other advertising devices and the posting of notices
within the Town of Tillsonburg;
AND THAT By-law 4044, To enter into an agreement with Her Majesty
The Queen In Right Of Ontario as represented by the Minister of
Agriculture, Food and Rural Affairs (OCIF-Formula Contribution
Agreement), be read for a first, second and third and final reading and that
the Mayor and the Clerk be and are hereby authorized to sign the same,
and place the corporate seal thereunto.
Carried
Resolution #17
Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine
13.2. THAT By-Law 4045, To confirm the proceedings of Council at its meeting
held on the 11th day of October, 2016, be read for a first, second and third
20
Council Meeting – Minutes, October 11, 2016 - 10 -
and final reading and that the Mayor and the Clerk be and are hereby
authorized to sign the same, and place the corporate seal thereunto.
Carried
14. Items of Public Interest
Council extended their thanks to the joint efforts of the Tillsonburg Beautification
Working Group and their partners for the planters on Broadway.
15. Adjournment
Resolution #18
Moved By: Councillor Hayes Seconded By: Councillor Rosehart
THAT the Council Meeting of Tuesday, October 11, 2016 be adjourned at 7:40 p.m.
Carried
21
=
Attendance
Mayor Stephen Molnar
Deputy Mayor Dave Beres
Councillor Penny Esseltine
Councillor Jim Hayes
Councillor Chris Rosehart
Councillor Brian Stephenson
Regrets: Councillor Maxwell Adam
Staff
David Calder, CAO
Donna Wilson, Clerk
Janelle Constatino, Deputy Treasurer
Rick Cox, Director of Recreation, Culture & Parks
Kevin DeLeebeeck, Director of Operations
Jeff Smith, Fire Chief
Michael Derosches, Manager of Hydro Operations
Tricia Smith, Deputy Clerk
1.Call to Order
The meeting was called to order at 1:02 p.m.
2.Adoption of Agenda Resolution #1
Moved By: Councillor Hayes Seconded By: Deputy Mayor Beres
THAT the Agenda as prepared for the Council meeting of Monday, October 17,
2016, be adopted.
Carried
The Corporation of the Town of Tillsonburg
COUNCIL MEETING
Monday, October 17, 2016
1:00 PM
Council Chambers
200 Broadway, 2nd Floor
MINUTES
22
Council Meeting – Minutes, October 17, 2016 - 2 -
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
4. Delegations and Presentations
4.1 Mid-Term Council Update
Presented By: Fred Dean
Council took a recess at 2:20 p.m.
Council resumed at 2:30 p.m.
5. By-Laws
5.1 By-Laws from the Meeting of Monday, October 17, 2016
By-law 4046 To Confirm Proceedings of October 17, 2016
Resolution # 2
Moved By: Councillor Esseltine Seconded By: Councillor Stephenson
THAT By-Law 4046, To confirm the proceedings of Council at its meeting held
on the 17th day of October, 2016, be read for a first, second and third and final
reading and that the Mayor and the Clerk, be and are hereby authorized to
sign the same, and place the corporate seal thereunto.
Carried
6. Adjournment
Resolution # 3
Moved By: Councillor Stephenson Seconded By: Councillor Esseltine
THAT the Council Meeting of Monday, October 17, 2016 be adjourned at 4:27 p.m.
Carried
23
Mid-Term Update
Presentation to the
Town of Tillsonburg
Fred Dean
October 2016
24
Introducing Fred Dean
Municipal Lawyer & Coach
Former Sudbury City
Solicitor
Acts exclusively for
municipalities and
municipal associations
Chair of ROMA Question
Box Panel
AMO
Facilitator & Trainer
Named to Honour Roll
in 2007
Webinars
Amberley Gavel
Closed Meeting
Investigations
Integrity Commissioner
Academy
25
THE AGENDA …
Whose Meeting is it?
Powers
Roles &
Responsibilities
Accountability &
Transparency
Meetings
Procedure By-law
Codes of Conduct
On the Horizon
Questions
26
A Meeting of Council
Powers come from the Province
No inherent jurisdiction
All powers are exercised by Council
By majority
By By-law
Meetings are open to public except in limited
circumstances (section 239)
27
How Powers are Exercised
Powers are exercised at a duly constituted meeting
Open to the public
Notice to the public
Quorum
Majority vote
All members vote
28
Key Documents
Procedure By-law
Strategic Plan
Code of Conduct
Annual Budget
29
What have you been elected to do?
Job description?
Duties/responsibilities that come with
your office?
Scope of your duties?
Limitations & restrictions?
30
Statutory
Roles & Responsibilities
The Municipal Act, 2001 and updated in
2007 defines responsibilities and duties
Council
Head of Council
CAO
Municipal Staff
31
Roles & Responsibilities
Members of Council
Staff
Public
32
Council
It is the role of Council to…
represent the public and to consider
the well-being and interests of the
municipality
develop and evaluate the policies and
programs of the municipality
determine which services the
municipality provides
33
Council
It is the role of Council to…
ensure that administrative policies,
practices and procedures and
controllership policies, practices and
procedures are in place to implement the
decisions of council
34
Council
It is the role of Council to…
ensure the accountability and
transparency of the operations of the
municipality, including the activities of
the senior management of the
municipality
35
Council
It is the role of Council to…
maintain the financial integrity of the
municipality
carry out the duties of council under
this or any other Act
36
In Summary…Council
Exercises corporate powers
Acts collectively, publicly & with
advanced notice
No management or administrative
functions by members of council,
including Head of Council
37
Head of Council
“Mayor”
“Reeve”
“Warden”
“Chair”
“Lord Mayor”
38
Role of the Head of Council to...
preside over council meetings so that
its business can be carried
out efficiently and effectively
provide leadership to the council
39
Role of the Head of Council to...
provide information and
recommendations to council with
respect to the role of council respecting
the administrative & controllership
policies, practices and procedures in
place to implement the decisions of
council
40
Role of the Head of Council to...
provide information / recommendations to council
with respect to the role of council respecting the
accountability and transparency of the operations
of the municipality, including the activities of the
senior management of the municipality
41
It is the role of the
Head of Council to...
represent the municipality at official
functions
act as chief executive officer of the
municipality (CEO)
carry out the duties of the head of
council under this or any other Act
42
As CEO
the Head of Council shall…
uphold and promote the purposes of the
municipality
promote public involvement in the
municipality’s activities
43
As CEO
the Head of Council shall…
act as the representative of the municipality
both within and outside the municipality, and
promote the municipality locally, nationally
and internationally, and
44
As CEO
the Head of Council shall…
participate in and foster activities that
enhance the economic, social and
environmental well-being of the municipality
and its residents
45
Head of Council
Leadership to council
Advisor to council on key matters
Effective chair
Influence
No management powers
Municipal “Champion” as CEO
46
Chief Administrative Officer
Council may appoint a CAO who reports to
Council and shall be responsible for
exercising general control and management of the
affairs of the municipality
Responsible for staff PA
performing such other duties as are assigned by the
municipality
47
Chief Administrative Officer
Appointed by Council
Reports to Council
Exercises general control and management
Primary resource for advice at Council meetings
Council needs to hear CAO advice
48
Municipal Staff
It is the responsibility of Administration to:
undertake research & provide advice to council
implement council’s decisions
establish administrative practices & procedures
to carry out council’s decisions
49
Municipal Staff
Primary source of information for Council
Reports + Recommendations
Advice to members at meeting
Substantive
Procedural
Clerk advises Council on procedural issues
Does not decide procedural questions
Does not enter into debate
Implement Council’s decisions
50
Statutory Officers
Appointed by council by-law
Have duties under a provincial statute or
regulation
Council or other staff cannot interfere with the
exercise of those powers
Examples –
Clerk / CBO / Treasurer
51
Whose Meeting is it?
Key question that
Defines relationships
Defines responsibilities
Answers procedural questions
Determines success of Council
52
Whose Meeting is it?
A Meeting of members of Council
Majority prevails
Votes on substantive matters
Votes on procedural issues
Votes on conduct of members
Votes directing staff
Votes on appeal of decision of chair
53
Council should steer the boat
rather than row it
Council should decide what services and
programs the municipality will offer and leave
to staff the “how to”
Osborne and Gaebler (Reinventing
Government)
54
Council/Staff Relations
Members should…
Expect professional
advice
Staff are not public
officials
Respect for each
other’s roles
Staff should…
Expect members to be
prepared
No micromanagement
No interference in day
to day operation
Harassment free
workplace
Respect for each
other’s roles
55
Making Decisions & Setting Policy
Or Manage & Direct Work
Roles of Council members & staff are clearly
defined in the Municipal Act
What is micromanaging?
Individual member involving self in day-to-day
operations
Requests for detailed reports/information from
staff
56
Effect of Micromanaging on
Organization
Resets staff priorities
You will be dealt with first
Impact on staff morale
Majority of Council has duty to control
members
57
Members Communications
with Staff
CAO
Protocol is recommended
Identify the staff that members deal with
My discussions with a Member were later
shared with CAO
All staff need to know that they should
report discussions with members
Incivility – OEMC Presentation by Bruce
Beakley
58
Workplace Incivility
A relatively new phenomenon
May have emerged slowly, suddenly or not at
all in a workplace
But where it has the impact is serious
So, what is it?
59
Definition
Workplace incivility has been defined as
low-intensity deviant behavior with
ambiguous intent to harm the target.
Uncivil behaviors are
characteristically rude and discourteous
displaying a lack of regard for others.
60
Subtle Examples
asking for input and then ignoring it
"forgetting" to share credit for a collaborative work
giving somebody a "dirty look"
interrupting others
not listening
side conversations during a formal business
meeting/presentation
speaking with a condescending tone
61
Overt Examples
disrupting meetings
emotional put-downs
giving dirty looks or eye rolling
giving public reprimands
giving the silent treatment
Insulting others
making accusations
about professional
competence
not giving credit where credit
is due
overruling decisions without
giving a reason
sending a nasty and
demeaning note
talking about someone behind
his or her back
Undermining credibility in
front of others
62
Workplace Incivility
It is corrosive and leads to workplace
distress, lower productivity and higher
turnover, all costly and undesirable
It is never positive, and has a very negative
impact on staff and on the public image of
the Council
63
Dealing with it
“Decorum” is in procedure by-laws for a reason
Role of the Chair
Role of other Councillors
It is not acceptable to say “everyone knows what
Tom/Joe/Mary is like”
If unchecked it becomes the norm for the
individual
64
How Do Items Get to Council?
Staff
Members
The Public
65
How Do Items Get to Council?
Staff
Primary source (legislated)
Format set by Council in Procedure By-law
“Fill in the blanks”
It is a staff responsibility
Mayor, CAO & Clerk review after agenda set
66
How Do Items Get to Council?
Members
Announcements
Notice of Motion
Filed by any member with Clerk
Notice of Motion presented at first meeting
Motion on agenda of second meeting
Transparent & fair process
Have staff assist in drafting motions
67
How Do Items Get to Council?
The Public
Well Defined Delegation Process
Members & public should expect rules in
Procedure By-law be adhered to
Purpose - to provide information to Council
Observe
68
At the Meeting
Reference to outside source for rules
Robert’s, Bourinot, etc
Ex Officio
Points of Order and Privilege
Protocol to protect staff
69
At the Meeting
Order of business
Staff reports
Clear & sufficient detail to make decision
Questions by members
Before meeting
At meeting
Declarations of Pecuniary Interest
70
Mayor
Leadership to council
Advisor to council on key matters
Upholds & supports Council decisions
Influence
No powers to manage or administer
Municipal “Champion” as CEO
71
Effective Chair
Whose meeting is it?
Contrasting responsibilities
Traditional Chair
Member of Council who participates & votes
Participating in the debate – best practice
Other powers & Duties in Procedure By-law
72
Effective Chair
Personality of Meeting
Ensure staff advice is received
Make decisions
Seek advice from Clerk on rulings if required
Duty to uphold Procedure By-law
73
Predictable and Transparent
Meetings
Predictable meetings?
Transparent meetings?
No additions to published
agenda
How can you be surprised?
A matter of trust
74
Provincially Imposed
Procedural Rules
Municipal Act
Procedure By-law required
Notice to public
Minutes – Without note or comment
Voting procedures
Recorded votes
Quorum
Head has power to expel
75
Provincially Imposed
Procedural Rules
Municipal Conflict of Interest Act
Quorum
Declarations
5 statutory duties imposed
76
Effectiveness at Meetings
Be prepared
Listen
Ask questions in advance
Council speaks by Resolution & By-law
The majority prevails
The lessons to be learned from Dick Dow
77
Dealing with the Media
All Members may speak to the media
Independent legislators
Councillors do not speak on behalf of council
The Mayor does
Mayor’s duty is to uphold & promote the
purposes of the municipality, ie Council
decisions
78
Dealing with the Media
Staff with limited exception should not be
giving interviews
If you will be giving an interview –
Be prepared
Define your key message
Always acknowledge that it is Council that made
the decision
79
Public Expectations?
Deliver Basic Services Effectively and
Efficiently
Respond to Emergencies
Deal effectively with New Issues that arise
Contribute to Community Pride
80
Accountable and Transparent
Government
Policies
A & T Policy
Duly constituted meetings
MFIPPA
Code of Conduct
Integrity officers
Open meetings
81
Meetings – Open or Closed?
Key element of Accountable and Transparent
Government
Members and staff must know legislated rules
for holding closed meetings
Closed meetings
Limited ability to hold closed meetings
Subject to review by an Investigator
82
Basic Principles…
All meetings of council, local boards and
committees shall be open to the public!
Meetings may only be closed in circumstances
set forth in section 239, Municipal Act
Rules apply to council, committees and some
local boards
83
Subject Matters at Closed Meetings
Section 239 (2)
Security of property
Personal matter about an identifiable individual
Acquisition or disposition of real property
Labour relations or employee negotiations
84
Subject Matters at Closed Meetings
Section 239 (2)
Litigation or potential litigation
Advice that is subject to solicitor-client privilege
85
Subject Matters at Closed Meetings
Subsection 239 (3.1)…
Meeting may be closed if –
for the purpose of educating or training the members AND
no member discusses or deals with a matter in a way that materially advances the business or decision-making
86
Subject Matters at Closed Meetings
Subsection 239
Under another Act
Emergency Management Act
MFIPPA
An ongoing investigation by the Ombudsman or closed meeting investigator [NEW]
87
Public Resolution Required
Required before closed meeting can occur
Must be passed at an open meeting
The Resolution must
Acknowledge fact of closed meeting
Indicate the general nature of the matter to be considered
No additional items!!
88
Votes at Closed Meetings
Votes are only permitted for the following -
Procedural Matters
Direction
Adjournment
Why are written Resolutions important?
89
Closed Meeting Investigations
Any person may request an investigation
Whether municipality, local board or
committee has complied with section
239 or the procedure by-law in respect
of a closed meeting
90
Investigation Request
Independent Investigation by
Investigator appointed by council
Ontario Ombudsman if council has not
appointed an Investigator before request
received
Amberley Gavel Ltd.
91
What is a “Meeting”?
Not just a numbers exercise
Email
Advancing the business
Influence
Under review
92
Confidentiality
Understand your duty
Closed meeting documents and deliberations
Other documents
Duty to maintain confidentiality applies to all
Avoid the temptation
“Pillow talk”
Consequences of breach
93
THE MUNICIPAL CONFLICT OF
INTEREST ACT
Your personal obligation
Governs conduct of members
Does not apply to staff
Statutory Duty to disclose pecuniary
interests and the general nature
thereof
94
Pecuniary Interest
What is a pecuniary interest?
Direct & indirect
Parent, spouse, child
Corporations
Member of a body
Employee
Partner
95
Member’s Duties
If a member has a pecuniary interest:
Declare the pecuniary interest
State the general nature of the interest
Do not:
Influence before, during or after the
meeting
Participate
Vote
96
“Do I have a Pecuniary Interest?”
“NO”
Participate
Influence &
Vote
“Business as usual”
“YES”
Does a section 4 Exception Apply?
“YES”
- Participate, Influence & Vote
“NO”
–Declare Pecuniary Interest
–Do NOT Participate, Influence or Vote
97
Conflict of Interest Exceptions
user of any public utility service
member being entitled to receive any service or commodity on same
terms as others
purchasing or owning a debenture of the municipality
member making a deposit with the municipality or local board, which is
or may be returnable to the member in like manner as such a deposit is
or may be returnable to all other electors
having an interest in any property affected by a work under the
Drainage Act or relating to local improvements
98
Conflict of Interest Exceptions
having an interest in farm lands that are exempted from taxation
being eligible to fill a vacancy in the council or local board when the
council to fill such vacancy
being a director or senior officer of a corporation incorporated for the
purpose of carrying on business for and on behalf of the municipality or
local board or by reason only of the member being a member of a
board, commission, or other body as an appointee of a council or local
board
99
Conflict of Interest Exceptions
setting compensation for members of council
setting compensation for members of a volunteer fire
brigade
an interest in common with electors generally
interest which is so remote or insignificant in its nature that
it cannot reasonably be regarded as likely to influence the
member
100
Municipal Conflict Of Interest Act
Exceptions – section 4 If exception – business as usual
Closed meetings
Quorum
Can be reduced to 2 members
Absence from meeting
Declare at next meeting
101
“Where do I find general advice?”
Educate yourself
Read the Act regularly
Book and articles
Google Alerts
Staff
102
“I think I have a Pecuniary Interest,
what do I do?”
Who not to ask for specific advice?
Other members
Staff
Head of Council
Who to ask for specific advice?
Retain independent legal council
103
“I think you have a Pecuniary Interest,
what do I do?”
The MCIA is complex
Many factors go into analysis
Not appropriate to single out member
The Act provides a remedy
104
Consequences
Court Application
By Elector
Within 6 weeks of knowledge
Up to 6 Years from alleged
contravention
105
The Court may find…
No breach
Breach
Breach with Saving Provision
Inadvertence
Error in judgment
106
Code of Conduct
Codifies expected conduct
Integrity Commissioner
Reports to Council
Investigates & recommends to Council
Penalties
Selecting an IC
May be changes coming
107
Training
Multi-faceted, highly regulated public
organization
Training plan for
Members
Staff (report writing)
Committee and local board members
Hold training in public when possible
108
Training
Meeting procedures
Code of Conduct
Bill 168
Water
Candidates training
109
On the Horizon
Legislative Review
Municipal Elections Act
Municipal Act
Municipal Conflict of Interest Act
110
Whose meeting is it?
In Conclusion
Council controls the destiny of the municipality
Makes decisions collectively by majority
Controls its members
Listens to staff
Protects staff
Eliminates surprises
Creates expectations
111
Council Delegation
Request
This Delegation Request form and any written submissions or background information for
consideration by Council must be submitted to the Clerk's office by the following deadline:
4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE
First Name Last Name
Street Address Town/City
Postal Code Phone Number
E-mail Website:
Do you or any members of your party
require any accessibility accommodations?
Yes
No
If yes, how can we assist?
Should you require assistance completing this form, please contact:
Deputy Clerk at 519-688-3009 Ext. 3221 or tsmith@tillsonburg.ca
Please note that submission of this form does not guarantee the approval of your request for
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114
M ISSION REPORT
CH IN A 2016CHONGQING - KUNMING - CHENGDU - HONG KONG
GLOBAL VISION JUNIOR TEAM CANADA
CONTACT
Amy Giroux
Director, Global Vision
T +1 888 829 2838
E amy@globalvision.ca
FIND US ONLINE
WEBSITE globalvision.ca
FACEBOOK @GlobalVision.ca
TWITTER @myglobalvision
CHONGQING, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 2
W
TH E PATH TO LEADERSH IP
A Statement of Mission, Vision, and Values
e will champion the enterprising spirit of young Canadians in the
promotion of Canadian industry and culture, as we receive
recognition as a major force in the global marketplace.
Inspired by this irrepressible drive to become world-class, we will
provide access to national and global networks for young Canadians
to acquire the international development, trade and cross-cultural
experience to become the next leaders of Canada.
Grounded in the enduring principles of integrity, compassion and
mutual respect in everything we say and do, we will touch the hearts
and minds of Canadians in communities across the land.
Reception hosted by the China CITIC Bank | KUNMING, China 2016
JAYSON MTANOS JTC 2016 2016-09-15
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 3
fter completing a national outreach and recruitment campaign throughout Fall and
Winter of 2015-16, Global Vision selected, out of hundreds of applicants, thirty-five of
the nation?s finest young leaders to serve as Junior Team Canada (JTC) Ambassadors
representing their communities and country on a trade mission to the People?s Republic of
China and Hong Kong Special Administrative Region (SAR). These JTC Ambassadors completed
rigorous training in a leadership program that included meeting with members of their
business community to promote their interests as mandates for the trade mission.
On July 27th, JTC departed Canada for a four-city, seventeen-day mission with the objective of
strengthening bilateral trade, investment and people-to-people ties with China. In advance of
Prime Minister Justin Trudeau?s official visit to China in September 2016, Junior Team Canada
supported our partner?s by engaging Chinese industry, government, civil society and youth
leaders to market Canada?s strengths, identify business opportunities as well as gather
contacts and market intelligence. In doing so, JTC applied their skill sets to be a competitive
advantage for Canada to gain even more access to China.
In addition to Hong Kong SAR, Junior Team Canada travelled to the bustling commercial
cities of Chongqing, Chengdu and Kunming in Western China in order to identify new
opportunities for Canadian enterprises. As Canadian Commercial Consul & Senior Trade
Commissioner David Perdue noted, these cities offer niche opportunities for Canadian
businesses, perhaps more so than the more saturated coastal markets of Shanghai or Beijing.
As well as completing the individual mandates provided by our Canadian partners, JTC focused
on investigating opportunities for Canadian businesses in economic sectors with particular
growth potential in the Chinese marketplace, such as: agriculture, education, foreign direct
investment , information-technology, manufacturing, professional services (law, finance, real
estate), and tourism.
Throughout our whirlwind mission, Junior Team Canada 2016 uncovered opportunities and
established a truly global ?Golden Rolodex' of key stakeholders in China that is already opening
new doors for our Canadian partner-enterprises. In this report you will find on-the-ground
market intelligence gathered, opportunities identified, and contacts that will be instrumental
for any enterprise looking to further their engagement in China.
Junior Team Canada, not CEOs or diplomats, but a team of enterprising young professionals
dedicated to their communities and country, accomplished this. Now back in Canada, JTC is
delivering on mandates set by our partners. Our Ambassadors are committed to sharing their
newfound knowledge in communities across the nation and around the globe while they
continue to get the experience that matters.
A
EXECU TIVE SU M M ARY
Reception hosted by the Sichuan Ruifeng Investment Management Group and Global Vision | CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 4118
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 5
Table
of
Contents
Tab le of Con t en t s
Ab ou t Glob al Vision an d Ju n ior Team Can ad a
M essag e fr om t h e Pr esid en t
For w ar d fr om Ju n ior Team Can ad a Am b assad or s
Reg ion al B r iefin g s
Ag r icu lt u r e, Food & B ever ag e Pr od u ct s
Professional Services
Ju n ior Team Can ad a 2 0 1 6
5
6
7
8
9
13
16
26
39
Law 30
Finance 26
Foreign Direct Investment 28
Real Estate 31
M an u fact u r in g 32
I T E M PAGE
E con om ic D evelop m en t
18E d u cat ion
23In for m at ion Tech n olog y
Par t n er s 41
Tou r ism 35
D oin g B u sin ess in Ch in a 38
Stone Forest | KUNMING, China 2016
Stone Forest | KUNMING, China 2016 CHENGDU, China 2016 CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 6
ABOU T GLOBAL VISION
AN D JU N IOR TEAM CAN ADA
JTC ambassadors at the Chengdu Research Base of Giant Panda Breeding, CHENGDU, China 2016
connections between business, government
and community.
The JTC program has trained well over 30,
000 young Canadians on missions to over 30
countries on 6 continents. Today, graduates
of JTC can be found in leadership positions in
business, government, education and civil
society organizations in Canada and around
the globe.
Over the past 25 years, Global Vision has
built a legacy as an innovator by providing
global education to youth worldwide. During
this time, it has been repeatedly recognized
for its work by governments, education and
business leaders. Most recently the Globe &
Mail recognized Global Vision as one of the
Top Ten Entrepreneurship Programs for
Young Canadians.
Global Vision is a national not-for-profit
registered Canadian charitable organization
founded in 1991 by former educator, Member
of Parliament and Member of the Order of
Canada, Mr. Terrence Clifford, C.M. Global
Vision engages enterprising young Canadians
aged 16-25 through education and hands-on
experiences to develop as leaders that can
and do make a difference in their
communities, to Canada and the world.
Junior Team Canada (JTC) is the flagship
program of Global Vision. JTC allows
enterprising youth to learn about Canada?s
trading partners through a ?boots on the
ground? experience promoting Canadian
industry and culture in foreign markets. JTC
differentiates itself by providing youth with
real-world experiences to make meaningful
ABOUT GLOBAL VISION
ABOUT JUNIOR TEAM
CANADA
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I
A M ESSAGE FROM TH E PRESIDEN T
am delighted to introduce the 2016 Junior Team Canada (JTC) Ambassadors on the
Trade Mission to China. Global Vision?s mission is to promote Canadian industry and culture.
The team members represent every region of Canada and were selected from a national
competition with hundreds of participants.
These enterprising youth have secured both financial support and mandates from their
communities. Collectively they represented the interests in several sectors of the economy for
a variety of enterprises. In the twenty-six years of this program, I have seen the positive efforts
and contributions of these JTC Ambassadors in hundreds of communities across Canada. They
touch the hearts and minds of all those they encounter, both at home and abroad.
A special thank you to the officials of the Department of Global Affairs, to our sponsors and to
so many supporters in the communities of Canada: governments, community organizations,
citizens and businesses. Your faith in these delegates - Canada?s next global leaders- is very
much appreciated.
Best Wishes, ?
Terry Clifford
Order of Canada
President, Founder
Global Vision
26th Anniversary Tour
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 8
FORWARD FROM JU N IOR
TEAM CAN ADA AM BASSADORS
A s ambassadors, we each take on the role of a spokesperson for our partners, our cities,
our regions, our provinces, and our nation. As we moved through China, our team grew
stronger together - cultivating our skills, attributes and abilities
to connect with the right people in the right places, and prepare this valuable report for our
partners. During our journey together, we used every waking moment on the ground to full our
mission to promote international partnerships between Canada and China.
In each city, we leveraged our connections at the consulates to connect with business
executives and professionals in order to deliver for our partners. As youth ambassadors, not
CEOs or senior managers, we had the opportunity to instigate trade deals and initiate future
partnerships between businesses in China and Canada. As we were promoting Canadian
businesses and our nation?s economy, we were in turn getting the on-the-ground experience
that matters to develop ourselves as tomorrow?s international leaders.
We live in the first generation that has the opportunity to form face-to-face international
relations and easily retain and develop our rolodex through modern technology. On our first
full day on the ground in Chongqing, we explored the city of 33 million with students and
young leaders. In each successive city we built on these friendships and our own cultural
understanding to continue to add to our united rolodex. The formation of enduring
relationships between Chinese- Canadian youth leaders will undoubtedly be a game changer in
the future relations of our countries. The end goal is to develop new bridges between our
economies through networks of emerging leaders. Sustainable international partnerships are
built on relationships that allow key players at all levels to feel the pulse of their partners?
economies. JTC ambassadors have developed these meaningful relationships, and we invite you
to watch as we build bridges between our nations in the decades to come.
JTC ambassadors at the Toronto Pearson International Airport, TORONTO, Canada 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 9
REGIONAL BRIEFINGS
plants were relocated from Eastern China
to Chongqing during the war, which
ultimately transformed the city from a
small inland port to a heavily industrialized
city. To this day, it still continues to grow.
On February 8, 2010, Chonqging was
designated as one of the five National
Central SLASH Core cities, with the other
four being Beijing, Shanghai, Guangzhou,
and Tianjin. These cities are in charge of
leading, developing, and performing tasks
in political, economic, and cultural aspects.
Chongqing has a significant impact on its
surrounding cities on modernizing services
in fields such as infrastructure, finance,
education, and urban planning.
Chongqing?s competitive advantages are
threefold. First, as the Chinese population
continues its rapid transition from rural to
urban living;3 half a million migrants pour
into the city every year. This influx of
low-cost labour strengthens the foundation
for a thriving manufacturing industry, and
drives further economic activity as
Although Chongqing receives little global
recognition in comparison to its neighboring
cities of Beijing, Guangzhou, and Shanghai, it
is still a significant trading port for the
Chinese economy. With a rapidly growing
population of 30 million people, combined
with its strategic location at the top of the
Yangtze River in South Western China,
Chongqing is an ideal industrial,
transportation, and logistics hub for domestic
and international consumption. Indeed, the
strong sustained growth of Chongqing?s large
manufacturing and transportation base is
fueled primarily by domestic consumption; in
sharp contrast to the country?s historic
reliance on exports to support its primary
sector.
During World War II, Chongqing served as
the provisional capital of the Republic of
China. Due to its mountainous environment
and surrounding waterway, Chongqing was
an effective natural war camp base. Many
factories, universities, and manufacturing
CH ONGQING
HONG KONG, Chinese special administrative region 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 10
scorching in the summer as compared to
other major Chinese cities, giving it the title
of the City of Eternal Spring. In the city, we
can see a greater awareness for the
environment and for keeping their air clean,
with various advertisements placed
throughout the city as well as a tendency
for a majority of citizens to ride mopeds and
bicycles rather than utilize a vehicle,
thereby reducing their carbon footprints.
With a population of 6.58 million people,
more populous than the entire Greater
Toronto Area, it is one of the most culturally
and ethnically diverse areas in the People?s
Republic of China. There are nearly 26
different ethnicities represented and a
strong Muslim presence, considering that
the first ruler of the city was Muslim. With a
Gross Domestic Product (GDP) of $66.56
million CAD and a GDP per capita of
$10,147 CAD, it is clear that the city is
growing exceedingly fast economically,
welcoming Foreign Direct Investment (FDI)
from several countries including their major
trading partners of Chile, Vietnam,
Myanmar, and Laos, approving 56 foreign
investment enterprises for a total of $2.33
million CAD. This was on top of a booming
tourism sector, with approximately 55
million tourists being attracted to the city in
2013, continuing to grow by 20% every
year. The city has been more innovative
than most in recent years, and is looking to
improve public transportation by greatly
expanding subway systems, with
construction looking to be complete within
the next two years. Additionally, their
ambition has no limits as plans for the Eye
of Spring gain approval to go ahead, what
they claim will be the tallest building in the
world. It is safe to assume that there lie
plenty of opportunities for Canadian
industry and culture to flourish in such a
prosperous and welcoming city.
The city of Chengdu is the economic,
cultural, financial, and political centre of
the Sichuan Province, is also home to over
35 million people, and counting! The capital
of this province is also the most prosperous
and affluent city in Southwest China, as it
holds many opportunities for Canada
companies in a myriad of sectors, including
manufacturing, tourism, media, and many
more!
As a central city for at least 2000 years,
Chengdu's influence gradually expanded
from the Sichuan basin to Western China. At
its height, Chengdu was named "One of the
Five Metropolis" in China. Chengdu was
also the birthplace of the first widely used
catalysts for increased construction and
infrastructure investment. Second,
Chongqing has benefited immensely from
the central government?s focus on the
development of inland cities, and the
transition from an export economy to an
economy powered by domestic
consumption. The policies that accompany
this second wave of developmental
strategies include tax breaks, special
economic zones, and investment in
infrastructure.
Third, and perhaps the most crucial for
Chongqing?s future, is the city?s geographic
position within China. Chongqing?s location
on the Yangtze River places it at the top of
China?s most important internal artery, with
direct access for ships up to 10,000-tonnes
straight to the Lianglu Cuntan Bonded Port
in downtown Chongqing. A designated
special economic zone specifically designed
for international trade, Lianglu Cuntan is
China?s only inland bonded port with a
capacity of 2 million TEUs annually. The
port actively partners with Chinese
e-commerce platforms like T-mall and
TaoBao to market high end foreign products
to urban consumers, and is a unique
window for Canadian companies who are
looking to export consumer goods to inland
China.
Kunming, the capital city of Yunnan
province, is located in Southwest China,
and acts as the cultural, economic, and
political hub of Yunnan. Its unique location
gives it a pleasant low-latitude monsoon
climate, being neither cold in the winter nor
KUNM ING
CH ENGDU
CHONGQING, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 11
destination for foreign direct investment.
There are also more than half of the
Fortune 500 firms have some form of
presence in Chengdu, with a particular
emphasis on the financial and high-tech
industries. On the consumption side, rising
incomes and increasing western presence
are creating significant opportunities for
Canadian exports. Local residents are keen
to try imported products, and are willing to
pay a premium for quality, reliability, and
food safety. Chengdu, the capital city of
Sichuan Province, is the economic, cultural,
financial and political center of Sichuan
Province. The most prosperous and affluent
city in Southwest China, it holds many
opportunities for Canadian companies
particularly in the agricultural products and
services sectors.
From the vibrant colors of the city lights,
to the numerous opportunities for economic
development, Hong Kong offers a high
quality living style and thriving business
environment. Since the end of the First
Anglo-Chinese War in 1842, the United
Kingdom had a perpetual lease over the
Crown colony of Hong Kong Island, and
later the Kowloon Peninsula in 1860 after
the Second Anglo-Chinese War. In 1898,
Britain and China signed a 99-year lease in
which the British government agreed to
transfer sovereignty of Hong Kong to China
in 1997. To this day, Hong Kong remains
under the "one country, two systems"
principle: its political system is separate
from China, except in the defense and
foreign affairs departments. Thus, Hong
paper money in the world (Northern Song
dynasty, around 960 AD). The city has a vast
military history, more recently, during the
Chinese Civil War, Chengdu was the last
city on the Chinese mainland to be held by
the Kuomintang. President Chiang Kai-shek
and his son Chiang Ching-kuo directed the
defence of the city from Chengdu Central
Military Academy until 1949, when the city
fell into Communist hands. The People's
Liberation Army took the city without any
resistance after a deal was negotiated
between the People's Liberation Army and
the commander of the KMT Army guarding
the city. On December 10, 1949, the
remnants of the Nationalist Chinese
government evacuated to Taiwan.
Lead by China?s broad ?Go West!?
development plan, the city is undergoing
tremendous changes and rapid economic
development to establish itself as the
logistics and distribution center for the
Western regions of China. Highlights in
infrastructure include: the Eurasian
Continental railway connecting Sichuan
Province to European and Central Asian
markets; Chengdu Shuangliu International
Airport serving nearly 40 million
passengers and 50 international
destinations; and numerous logistics parks
and special economic areas, including a
bonded logistics center in a high-technology
development zone. There is also a
tremendous supply of high quality human
capital available in Chengdu, with 43
universities, 184 research institutions, and
1.3 million scientists. In combination with
the logistics capabilities and the high
standard of living, Chendgu has risen to
become the number one preferred
H ONG KONG
CHONGQING, China 2016
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Kong's independence allows for high economic potential
and diverse competitive advantages.
The first is its geographic advantage. Hong Kong is a
city surrounded by bodies of water. This positioning
facilitates shipping between countries and allows Hong
Kong to further develop its economy through imports and
exports. In addition, the bodies of water around Hong
Kong provides supply for its fishing industry, which
allows for seafood exports around the world. Additionally,
its physical location has allowed Hong Kong to establish
a logistics and transportation hub that includes the
world's busiest airport for international cargo. Hong
Kong International Airport is also conveniently connected
to half of the world's population within a five hour flight.
The second advantage is its advanced development in
the finance and professional services sector. Hong Kong
has a rapidly growing service-based economy
characterized by low taxation and free trade. Almost
every major bank in the world has offices in Hong Kong
and the opportunity for finance related job offerings or
projects is enormous in Hong Kong.
Finally, Hong Kong?s government system gives the city
a huge competitive edge in economic development.
Unlike China, Hong Kong?s government is much more
democratic and free. Such a system means that foreign
trade in Hong Kong would be easier than trading in
mainland China because there are less restrictions and
paper work. Hong Kong was voted the world?s freest
economy consecutively for multiple years. Starting a
company in Hong Kong takes less than a day, whereas in
China, it could take up to six months. For this reason,
Hong Kong often acts as an intermediary between China
and the rest of the world. Companies would open
branches or invest in Hong Kong to gain access to the
Chinese market. This political system is a key factor for
Hong Kong?s rapid development over the past years.
''Starting a company in
Hong Kong takes less
than a day, whereas in
China, it could take up
to six months.''
CHONGQING, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 13
in their marketing strategy and product
labelling to benefit from Canada?s high
quality reputation in China. Provincial
recognition should not be considered with
that respect, as they are not associated to
Canada by consumers.
Another key strategy to improve branding
would be to set up a distribution center in
Canada has a worldwide reputation for
quality, safety and healthy food products,
thanks to our strict federal food safety
regulations. With the recent incidents and
growing concerns for health and air
pollution, China?s middle class have a new
appreciation for organic products without
artificial additives. As a result, exporters
should consider including Canadian symbols
AGRICULTURE, FOOD
AND BEVERAGE PRODUCTS
3 | BUSINESS REPORT
Tea exhibition in CHONGQING, China 2016
TH E CANADIAN BRAND
Sum m ary
A s a consequence of the rapid development of Southwest China, the rise of
wages and standards of living intensify the demand for imported foods and
higher-end products. The middle class has reached a more stable financial
situation and combined with the increased awareness for health concerns,
Chinese citizens are willing to pay more for food-safety and quality. While there
remains a fierce competition from other countries such as Australia and
New-Zealand, there are several opportunities for Canadian exports of livestock
and genetics, seafood, feed and processed food and beverages.
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 14
sales in the Chinese market being carried
out online, more and more companies and
consumers are turning to this convenient
alternative that can be carried out in
real-time. Although middle class consumers
have a greater disposable income in
booming cities such as Chongqing, Chengdu
and Kunming, they are still interested in
getting the lowest price for premium
products. Through e-commerce, customers
can learn more about the features of the
products and relate to the Canadian brand.
These consumers have an increased
willingness to purchase quality products as
they know where they come from and there
is less risk of knockoffs.
E-commerce provides Canadian
companies a unique opportunity to
introduce niche products to the Chinese
market and enables them to oversee their
sales. Through e-commerce, many platforms
offer companies the opportunity to tailor
the application to monitor data analytics
specifically for their products, allowing
companies to implement strategies to
improve efficiency. A supply and demand
analysis on products makes it easy to see
where prices can be increased or
decreased. This is also a way for companies
to avoid stocking shelves overseas, only to
undersell.
In order to develop in a sustainable
manner, China is building its export and
import framework around a growth model
driven by domestic demand and
consumption, straying away from an
export-led economy. With this in mind, as
well as the rise of recent concerns in
regards to the spread of illnesses and
diseases, China?s trade regulations have
become much stricter with respect to
specific foods and products. With that being
said, enterprises looking to export to China
must have a concrete understanding of the
Hong Kong. While under the principle of
?one country, two systems?, Canadian
companies can further benefit from the high
quality reputation of Hong Kong as well as
its more transparent tax and legal systems.
In addition, translation into the local
language should be considered to better
inform the consumers about the advantages
of specific products.
The rapid increase in the middle class has
presented new opportunities for niche, and
high-end products sold in higher-end
supermarkets. Canadian companies need to
focus more on tapping into this market as
many Canadian products are considered
high quality and high-end in China. There
are many alternatives for common
agricultural products such as vegetables,
fish, and meat. However, the higher end
products that are attributed to Canada as
an origin, such as ice wines and ginseng
root sell for a high price, have less
competition, and therefore have a higher
return on investment.
Each year, Chengdu is the official city for
China Food and Drinks Fair. Distributors
and general visitors from all over Asia
travel to this regional exposition to gather
ideas and products to bring back into their
local markets. Representation in this and
similar events should be considered to
increase awareness and promote specific
products in Asia.
China?s e-commerce market is a major
trend that has grown by 50% per year since
2011, and is expected to be worth USD $1
trillion by 2019. With more than 35% of
H IGH ER-END PRODUCTS
FAIRS
TH E EM ERGENCE OF E-COM M ERCE
REGULATIONS
CHONGQING, China 2016
JTC Ambassadord at a tea meeting in CHONGQING, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 15
nature of China?s trade regulations and certifications,
which can be complex and overlapping for certain
products.
Different foods and categories fall under different
regulation processes, with a variety of certifications,
licenses, and quotas exported goods must follow. There
are three classes of products: free imports, restricted
imports, and prohibited imports.
Freely importable goods are the least regulated
category of goods and, in most cases, can be imported
into China without restriction. However, selected items
require an automatic import license that is granted to
all companies who apply. The license enables the
Chinese government to monitor the imported amounts
of certain products. As for restricted imports refers to
imports where the importer must apply for and obtain
an import license, a quota import license, a tariff quota
license or any combination of these. According to
Chinese legislation, only goods under quantitative
restriction by way of quotas and goods under
restriction by way of necessary licenses are considered
?restricted?. Goods under tariff-rate quotas are not
considered ?restricted?.
Although China has been reducing the amount of
paperwork required for imports since joining the WTO,
an importer must receive approval in the form of an
import license from MOFCOM before importing certain
goods. Obtaining the proper registration and license is
the responsibility of the importer. It is important to
verify whether your product requires an import license
prior to shipping the product. If goods are imported
without the required import license, Chinese customs
authorities may confiscate the goods. Examples for
goods restricted by way of import license are steel,
wool and natural rubber. It is thus crucial for
companies to be aware of the nature of these
requirements, as well as keep up to date with them so
that changes and fluctuations in the laws may not
interfere with the company?s Chinese operations.
''There are three
classes of products:
free imports,
restricted imports,
and prohibited
imports.''
KUNMING, China 2016
CHENGDU, China 2016
CHENGDU, China 2016JTC Ambassadors at a tea meeting in CHONGQING, China 2016
129
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 16
have finical aid for start-up companies and
as a result entrepreneurship fails a
majority of the time. Government policy
would have to change in order to support
entrepreneurship. As a result of this
improvement foreign investors may want to
invest Into Chinese businesses.
One of the best things in terms of
economic development has going for it is
its population and growing middle class.
With a high population at around 24 million
people, that makes the local consumer
market more prosperous combined with
the fact that more of the population is
moving into and staying in the middle
class. This allows them more disposable
income allowing them to strengthen the
market for local consumer goods in
Chongqing.
Kunming is located in the Yunnan
province in China. This city is known to be
home to over twenty six minority groups in
China. Jeff, a student at Yunnan University,
n the last decade, Chinese investors
have accumulated their fortune very
rapidly as a result they are not sure
how to manage that much money. This is
similar to a high school graduate in a full
time job as they work for the first time. They
are not use to the money they are receiving
so they spend a lot of it as disposable income.
They should be saving their money in case of
emergency or economic recession.
One of the reasons China does so well
besides being a major player when it comes
to exports; they also invest in companies that
are abroad and in different companies. This
can be good as if the company is successful
at a steady rate this is seen as a good
investment; however other countries take
notice of this strategy and hesitate to invest
in Chinese companies, particularly start-up
businesses. Canada is hoping to find
companies in China, Chongqing specifically
but the business systems are not as advanced
as some other strong economic countries. It
doesn?t help that government policy does not
I
ECONOMIC DEVELOPMENT
HONG KONG, Chinese special administrative region 2016
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slowing a bit in recent years but claims that
the service sector is still very strong.
Tourism is one of the pillars of Chengdu?s
service sector. Tourism makes up at least
20% of Chengdu?s GDP. Chengdu has so
many huge companies and well developed
buildings that it makes it a tourist spot as
people love seeing bright lights on tall
buildings at night.
Hong Kong has been ranked as the
world's freest economy in the Index of
Economic Freedom of Heritage Foundation
for 20 consecutive years, since its inception
in 1995. The index measures restrictions on
business, trade, investment, finance,
property rights and labor, and considers the
impact of corruption, government size and
monetary controls in 183 economies. Hong
Kong is the only one to have ever scored 90
points or above on the 100-point scale in
2014 Index. As one of the world's leading
international financial centres, Hong Kong's
service-oriented economy is characterized
by its low taxation, almost free port trade
and well established international financial
market.
Hong Kong raises revenues from the sale
and taxation of land and through attracting
international businesses to provide capital
for its public finance, due to its low tax
policy. According to Healy Consultants,
Hong Kong has most attractive business
environment within East Asia, in terms of
attracting foreign direct investment.
Many of the residence think the living
costs in Hong Kong have increased over the
years dramatically. A local suit shop claimed
that the shop?s main source of clientele is
people foreign to Hong Kong. Muhammad, a
worker at a shop, claims that local business
has been poor due to the economic output
locally.
has talked about the opportunity to
economically develop Kunming. ?The sector
that is carrying Yunnan is agriculture. Rice
and vegetables mainly are the highest
selling products. There are farms all outside
of Kunming and cover most of the Yunnan
province.??
Although agriculture may be Yunnan
province?s economic driving force, they still
have need to development. Another huge
sector that is very important to Kunming is
tourism. The service industry accounts for
49.9% of the city?s total GDP. Within this
industry, tourism has been an important
pillar business wise for Kunming. Foreign
trade has also been good for Kunming as it
has reached nearly 20 billion US in years
past.
Tourism, foreign trade and agriculture are
the pillars that are holding up Kunming and
making it economically a good location to
be in. Poe, a University professor at the
Minority University, explained that in
tourism the minority groups make up about
30% of the tourism market in the Yunnan
province of China.
Chengdu has eight pillar industries,
namely, electronic information, food
processing (including tobacco), machinery
(including automobile and aerospace),
petrochemical, metallurgy, auto, building
materials and light industry. The service
sector has surpassed the industry sector as
the dominant contributor to Chengdu?s
economy since 1991. The service sector is
so strong that it account for about 50% of
Chengdu?s GDP. Mark, an entrepreneur,
says that the service industry seems to be
BUSINESS REPORT | 6
''Hong Kong has been ranked
as the world's freest
economy.''
JTC Ambassadors from the left; Jayson Mtanos, Maria del Mar
Cuevas, Emma Cox and Kaitlyn Kitzan | CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 18
behind direct competitors: the US, the UK,
and Australia. To gain the competitive
advantage in a highly saturated market,
Canadian institutions must first ?sell?
Canada and second ?sell? their school.
Based on reputation there are three
reasons why international students choose
Canada :
1. A safe country, with a stable
parliamentary democracy.
2. A tolerant and non-discriminatory
society.
3. Consistent, high-quality education
across the country.
According to CBIE 95% of international
students recommend Canada, and 91% are
satisfied with their experience. Mr. David
Perdue, Consul and Senior Trade
Commissioner, claims that as income rises
in the South West of China there is even
greater demand for Canadian education
fforts made by the Canadian
Government demonstrate serious steps
toward the strengthening of ties between
China and Canada. These efforts present a
real opportunity for Canadian educational
institutions to penetrate the Chinese market
even further. In March of 2016, amendments
were made to the Canadian Immigration Act
bringing greater ease for international
student graduates to apply for permanent
residency . This August the Minister of
Immigration, John McCallum, visited China to
lobby for the opening of 3 additional visa
application centres in the People?s Republic
of China . This shows even greater promise
for those institutions outside of the Canadian
?hotspots? (Vancouver and Toronto) as the
efforts will be focused on spreading new
immigrants across the country.
Canada?s trading relationship with China
continues to develop, yet popularity amongst
the Chinese, in terms of where eligible
students choose to study abroad, still lags
E
EDUCATION
KUNMING, China 2016
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programs.
When applying to international educational
institutions, the biggest hurdle remains the
English language barrier. This also remains
the primary barrier to success for Chinese
students studying in Canada. Parents are
seeking opportunities for their children to
learn the English language at a younger
age, while being exposed and integrated
into Western culture . Canada has seen the
development of many English as a Second
Language schools, programs, and camps; as
well as pathway partnerships and Homestay
networks to address this need. This
includes preparatory programs or
extra-curricular activities which will add to
their student?s resume/application .
Ms. Helena Wang of Whikleys Consulting
says the two most common reasons as to
why students choose to study in abroad/in
Canada are:
1. The student was unable to succeed
within the Chinese public education
system and to be admitted into the
top-tier Chinese institutions.
2. That the student is academically
exceptional and is determined to
study at one of Canada?s top
institutions.
Chinese schools practice a rote-style of
teaching based heavily on memorization. To
be successful students must undergo
rigorous testing, the Gaokao, which will
determine their eligibility for further
national education . In Chongqing alone,
there are approximately 1.7 million
students serviced by 258 high schools.
These two factors are also major drivers for
students to select Canada as their
educational destination of choice. In
Canada, we do not require our students to
complete rigorous standardized testing like
the Gaokao or the SATs to attend university.
due to the following key benefits :
1. Academic credentials are valued
worldwide.
2. High quality education.
3. A stimulating and innovative research
environment.
A weighing factor for students and
families may also be the overall cost of
education. This offers Canadian institutions
an advantage; although the pound value
decrease, due to ?Brexit?, and the option for
students to graduate with a bachelor?s
degree in 3 vs 4 years does grant the UK
equal appeal. In this case, it then becomes
important to note that Canadian schools
offer the benefit of flexibility; giving
students the freedom to change their
degrees/majors without sacrificing credits .
From 2010 to 2014 the percentage of all
international Chinese students who held a
certificate below high school level
experienced a 50% increase, jumping from
20% to 30% . More Chinese students are
studying abroad each year and the average
age of these students is decreasing.
There are two titles that secondary and
post-secondary institutions must be aware
have a negative perception in China: Private
and College . Private institutions are often
untrusted as they are assumed to be
unstandardized and non-government
regulated. In addition, it is assumed that
students who are attending private school
are ?paying? their way through education.
The title of College is still considered taboo
in China as it too is viewed as less
challenging and of lower quality when
compared to university. However,
institutions like Sheridan College are
beginning to shift this perception through
promotion of their exceptionally strong
CH OOSING INTERNATIONAL
Yunnan University | KUNMING, China 2016
133
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 20
4. Form Education Institution
partnerships.
5. Align efforts and use the trade
commissioner services.
Having a consistent and established
presence in China is the most effective way
to recruit students. Chinese value
relationships: networking with educational
professionals in China and establishing
relationships with prospective students and
parents is invaluable . The Chinese market
also presents a unique culture and
demanding consumer.
Agencies remain the most effective tool
for purposes of recruitment. Agents are
considered ?experts? in placement; they
know how to position and sell education.
Their deep understanding of the market,
established reputations and networks, and
standardized practises make the process
much more effective. In particular, they are
the best option for institutions with limited
global brand awareness.
To ensure that agencies hired are reliable
and have a high degree of integrity, it is
recommended that you select those who:
1. Have been approved by the Chinese
Ministry of Education and
BOSSA-COSSA certified .
2. Have worked/studied in or visited
Canada.
3. You have an established relationship
with.
For many students this is appealing.
In China, parents still remain the target
market as they are the primary
decision-markers. The benefits of studying
within Canada do not always overcome the
barriers existing from the perceptions of
this target market. Dr. Sheen Lou, Director
and Chief School Counselor of Kunming No.
1 High School, confirms that parent?s
primary concerns remain: labels, ranks, and
associations.
To cater to international education, market
materials must be provided in Mandarin .
Additionally, institutions must show
excellence in one or more areas. This may
include: academic programs, research,
student satisfaction, etc. It is also highly
recommended that institutions monitor and
promote their international student
retention rates. Data providing proof of
students? success is highly sought and
valued in the Chinese market .
Mr. David Perdue, Consul General and
Senior Trade Commissioner, indicated that
educational institutions should capitalize on
the ?early-mover? advantage in South West
China. JTC consolidated a list of the ideal
tactics with the objective of building brand
awareness and recruiting more students:
1. Implement on-the-round, satellite
recruiter or office.
2. Hire government-approved
recruitment agencies.
3. Capitalize on social
proof/world-of-mouth and inbound
marketing.
RECRUITM ENT OF CH INESE
STUDENTS
M ARK ETING
AGENCY PARTNERSH IPS
IN-M ARK ET PRESENCE
JTC Ambassadors at Yunnan University Campus | KUNMING, China 2016
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M AJOR CH ALLENGES IN
SELECTION AND TIPS
Institutions are encouraged to work with
both the trade commissioner services in
their cities as well as the Education Trade
Commissioners in South West China. These
are resources with highly qualified
employees, who are well versed in the
market and should to be capitalized on.
Participating in the Recruitment Tour ?
SelectCanada Canadian Universities
Mission to Southwest China, the ?Study in
Canada: Fair in Hong Kong?, the
Recruitment Fair or Tour in China,
SelectCanada Graduate Studies, and more
is a clear way to increase appeal.
Challenges
1. Many international programs lack in
quality as their educators are
Chinese natives with limited teaching
and language skills.
2. After graduating high school many
Chinese students will spend a year
strictly studying to complete English
Language Exams (TOEFL). This does
not guarantee proficiency. Implement
your own screening process,including
a standardized test and/or an
interview.
3. Agents may capitalize on contracts by
advertising that an institution
endorses their organization, that they
have aligned their efforts and/or that
they can guarantee admittance into
highly sought-after institutions .
With limited resources, institutions should
utilize their most valuable asset: human
capital. Recruiting your current students
and alumni to share their stories and
experience can go a long way in the
Chinese community. It is recommended
institutions leverage social media platforms
such as WeChat and Weibo for these
guerrilla marketing tactics.
Chinese are interested in establishing
mutually beneficial relationships. According
to the Consulate General?s Trade Office in
Chengdu , there are Chinese schools of all
levels interested in signing MOUs; creating
exchange programs and/or ?sister school?
partnerships. In 2012, a surge of school
boards and institutions expressed a desire
to move forward with partnerships but lack
of results and action have left them
hesitant. To be successful in establishing
these agreements Canadian institutions
must have a clear vision for the
relationship, their objectives must also
outline tangible results and value must be
brought to both parties.
In 2015 there were 120,000 Chinese
students studying in Canada and 3, 585
Canadians studying in China. For long-term
investment purposes, it is imperative that
Canadian institutions work to develop our
exchange programs and expose Canadians
to the Chinese market. Demand for
culturally and linguistically proficient
graduates will continue to increase in
parallel with China?s importance to
Canada?s economic future.
INSTITUTION PARTNERSH IPS
CANADIAN TRADE COM M ISSIONER
SERVICE
SOCIAL NETWORK
''In 2015 there were 120,000
Chinese students studying in
Canada and 3, 585 Canadians
studying in China.''
KUNMING, China 2016
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4. Students struggle to find employment as
an undergraduate degree from Canada is
often not recognized in China. Students must
achieve a Masters level of education or higher
for the government to acknowledge their
education.
5. Parents are now concerned that by sending
their students to Canada they will experience
a loss of culture and identity. This is due to
media attention surrounding the ?Fuerdai? .
Tips
1. Partner and promote through Chinese
institutions that require their students
complete the international curriculum as well
as the Gao Kao.
2. Establish a satellite employee or alumnus
represent your institution in China and screen
applicants.
3. Develop a relationship or exchange with
the educators/counsellor/principal of the
institution you are recruiting from. Explore
options for partnering with EARCOS and visit
China at minimum twice a year to maintain a
presence and working relationship.
4. If applicable, showcase the value of
studying outside of major city centres like
downtown Toronto and Vancouver. Highlight
the exposure students receive to a diversity of
students and to a welcoming open community.
CHONGQING, China 2016
JTC Ambassadors from the left; Kelly Li and Eva Ren |
CHENGDU, China 2016
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Through our time in Chongqing, Kunming
and Chengdu JTC was able to examine
opportunities That exist in the IT sector in
Southern China.
Chongqing?s institute of science and
technology is a hub for the
commercialization of new and innovative
technology. We were able to meet with the
Senior Dean of external affairs and his
office. The institute focuses on helping
entrepreneurs bring their ideas to market
with government and international
support. Most of the work done in the
institute consists of developing new
materials for auto manufacturing, steel
fabrication, electronic components and
devices, household goods, and oil and gas.
Research is facilitated through very
specific international research
partnerships. Currently, only Ryerson
university is an established partner, and
there is potential for more mutually
hina?s Information Technology sector is
very broad and largely driven by the
large talent pool, low cost of living and
innovation through constant intellectual
property theft. Although China?s known for
being a large manufacturing hub, most of
China?s innovation is through software.
Software innovation is more common
because of smaller teams are needed,
development is faster, and companies like
Alibaba and Tenson give developers support
to distribute their software. Hardware
innovation requires more materials,
resources, and arguably a higher degree of
skill. There is also a poor reputation for
Chinese semiconductors so often they have to
be imported, and they have to pass through a
lot of barriers of entry, therefore, raising the
cost of the project. China?s growth of its
entrepreneurial culture is also a large part of
their innovation. Southwest China is home to
many incubators and high tech parks. Even
though the entrepreneurial culture is
growing, entrepreneurs do need 100 000
RMB of capital to start their business.
C
INFORMATION TECHNOLOGY
JTC ambassadors at Deloitte; From the left: Daniel Orozco, Kevin Zheng and Raja Singh | CHONGQING, China 2016
OPPORTUNITIES
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many different countries. They have yet to
establish any Canadian partnerships. By
leveraging our research and innovation in
Canada we can establish bilateral research
and developments projects through
Canadian institutions, and economic
developments agencies that would boost the
economy of Canada?s technology hubs. The
Chengdu High Tech Zone also serves as a
large source of capital for many start-ups.
By establishing close ties with the CHTZ we
can provide a channel for Canadian
companies looking to raise capital and
provide soft landings for Canadian
companies looking to venture into the
Chinese market. The zone?s competitive
advantage is definitely its access to an
extremely large talent pool with relatively
low wages. The zone also overs extremely
low cost of living, and leasing for
companies.
In Hong Kong we were able to have
detailed briefing from the Canadian Vice
Consul and Senior Trade Commissioner,
Cynthia Carlone. Hong Kong?s competitive
advantage, its strategic location for
business transactions and the access to well
established business networks connecting it
to Asia and the rest of the world. This
allows Hong Kong to be a direct and
indirect strategic location for showcasing
innovation and consumer goods. Chinese
business leaders spend most of their time in
Hong Kong and not the mainland. Canada
and Hong kong have strong ties that make
business extremely easy. Canada currently
beneficial partnerships for Canadian
institutions willing to invest time and
resources to develop relationships with
Chongqing.
Opportunities for Canadian incubators that
focus on innovative businesses looking to
leverage very specific research and
development are also available through
partnerships with the institute's own
incubator. The institute is a gateway to
many Chinese investors through their
accessible e-commerce platform for
investing.
Chengdu is home to one of the largest high
tech zone in all of south western China. It
poses as a large source of foreign
investment opportunities into Canada. It its
ranked 4th in all high tech parks in China.
The Chengdu High Tech Zone focuses on
promoting and showcasing innovation and
entrepreneurship through IT, mobile
gaming, big data, biomedical applications,
Internet of Things and analytics. The zone is
home to companies like Intel, Texas
Instruments, IBM, Siemens and over 1300
other companies, with a size of over 250
000 square meters. Over half of fortune 500
companies reside in the park and half of the
world?s iPads are manufactured there. The
CHTZ is also very well recognized in China
for its software industry. 13 of the top 20
software companies n the world are hosted.
The Chengdu High Tech Zone has a very
large international reach working with
CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 25
''Hong Kong also has a low
16.5% corporate tax rate with
no import duties.''
invests 7.3 billion in Hong Kong and Hong
Kong invests 16.4 billion in Canada. Canada
and Hong Kong have a standing double
taxation avoidance agreement that
facilitates the taxation process and makes it
attractive for Hong Kong companies looking
to explore the North American market
through Canada, and vice versa for
Canadian companies looking to explore the
Chinese and Asian market. For Canadian
Technology companies looking to capitalize
on China, Hong Kong is a open market, with
a large mature ITC infrastructure, and a
major data centre hub in Asia. Hong Kong
proves to be extremely secure for IP and
data, with little restrictions and no
investment requirements to start a venture
in Hong Kong, making it more desirable for
tapping into the Chinese market that can be
complicated and restrictive. Hong Kong also
has a low 16.5% corporate tax rate with no
import duties. Canadian companies at the
pre-commercialization stage can capitalize
on the large amounts of capital available
and the demand for FinTech, cloud
computing, data analytics, telecom and
media. It takes less than one day to set up a
business in Hong Kong, while in mainland
China it takes 6 months. A bright Canadian
example is that of Canadian company,
NanoLeaf. NanoLeaf was looking to raise
$25 000 but ended up raising $3.5 million.
Now they have their headquarters and R& D
in Toronto, manufacturing in Shenzhen and
a subsidiary in Hong Kong. A win-win
situation that creates jobs in all economies.
the Canadian brand is also very well
received in Hong Kong. Although companies
and provinces aren?t utilizing it enough or
effectively.
Another source of value for Canadian
companies looking to venture into China is
WeChat, an extremely popular social
networking platform here in China provides
communication and interaction across
various channels for the majority of Chinese
consumers. It also has high user
engagement and dali usage rates. WeChat
provides a great platform for Canadian
companies with retail, parking, smart city
management, IoT, and other analytics
solutions to gain access to reach a large
consumer base that is already heavily
invested in the app. For example, if Hotspot
Merchant Solutions, a Canadian parking
validation solution for retailers, integrates
their parking payment and validation
solutions for retailers with WeChat, they
can get access to and provide Chinese
retailers with customer information
regarding individual consumer shopping
trends. This customer information is also
valuable for city planning and management
here in Sichuan and Yunnan provinces.
CHENGDU, China 2016
CHENGDU, China 2016
CHENGDU, China 2016
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In spite of the recent economic slowdown
in China, Chinese families seem to be
growing at a higher rate. The middle-class
of China is much more prominent as former
low-class families are gradually moving up.
Labor costs are rising and workers are
being paid much more than years ago,
causing the rise of middle-class families.
Cheap productions such as textile goods
are being allocated to other countries such
as Thailand, where costs are much lower.
China, on the other hand, is focusing more
on technological development and high end
products production. With the increase in
middle-class families, China is no longer a
traditional country that produces and
exports. It is becoming a nation that
produces and consumes at the same time.
A major trend in the Finance industry is
the rise of online banking. The increase in
use of e-banking systems caused many
he Chinese economy has had a gradual
increase over the past decades; as the
USD to RMB ratio gap has closed,
trading at a 6:1 ratio as opposed to 9:1 seen
roughly 10 years ago. In essence, the Chinese
RMB is becoming more valuable, causing big
trading partners of China, such as the USA or
Canada to go import cheaper goods from
other countries. This change would
eventually cause an economic slowdown for
China as the export component of the GDP
equation would experience a decrease.
Moreover, statistically speaking, most parts
of China, including Guangzhou, Beijing and
many other major cities, are experiencing a
decrease in its growth rate with exceptions to
Chongqing. Clearly, the strengthening of the
Yuan has played a huge role in the fall of
China's Trade growth, albeit still one of the
fastest growing in the world.
T
PROFESSIONAL SERVICES
Credit Suisse | HONG KONG, Chinese special administrative region 2016
FINANCE
CH INESE ECONOM Y OVERVIEW
M OBILE TRANSACTION AND
ONLINE BANK ING
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automobile parts manufacturer based out of
Woodbridge, Ontario, which operates a
productions plant in Chongqing. Offered to
them are financing, credit and advisory
services to aid in operations by the
Scotiabank branch of Chongqing. Notably, if
a company wishes to expand or place an
order and has a need for a letter of credit,
or negotiations, foreign banks in China may
offer this service.
As recommended by Steven King, director
of equities at Credit Suisse, investors
should consider investing in H-shares (Hong
Kong Stock) as opposed to mainland China.
Historically, Hong Kong has been a much
safer option and some numbers reported by
the Chinese government have known to be
tampered with. For example, the collapse of
the market last year was due to the Chinese
government holding trade; which was
figuratively handcuffs for foreign investors.
In addition, there is a rapidly growing
middle class in all AESAN cities and
companies such as AliPay are causing a
severe implement on all Chinese banks.
Finally, Mr. King concluded that China is
still not one of the world?s primary markets
despite the fact that they have one of the
largest capital?s in the world. As a result, in
the near future, China?s transformation to a
primary market will be one of the largest
economic events in the world. However, this
event may not be beneficial for all foreign
investors.
Currently, the Chinese economy is in a
period of reformation. The future for the
Chinese economy is still uncertain. There is
no doubt that China as a nation has
developed relatively rapidly over the past
few years. However, speculations on the
Chinese economy in the near future are not
positive. As manufacturing costs rise and
there is a move towards clean tech,
traditional ?dirty industries? like textiles,
resources extraction and manufacturing are
being eliminated, and becoming more
expensive. This signals a need for change,
to a more technology-oriented or tertiary
industry-based economy. Nonetheless, the
clear message to the delegation was that
change is imminent and the Chinese must
soon adapt, or they will be left behind amid
new emerging economies.
major banks, such as the China
Construction Bank, Bank of China,
Agricultural Bank of China and Industrial
and Commercial Bank of China to shutdown
many branches due to the lack of customers
physically seeking financial services. Online
banking, in fact, offer more services, such
as purchasing financial products, than many
physical locations. The main use of physical
banks right now is to verify the identities of
customers when they open up new
accounts. Other banking services such as
applying for loans can mostly be done
online. With such technology, customers can
perform banking at the ease of their
fingertips.
Furthermore, mobile payments are also
playing a major role in reforming the
Chinese economy. In recent years, the
introduction of major mobile payment
systems such as Alipay and WeChat wallet
has changed transactions in China
completely. In today?s China, virtually all
transactions can be completed over a smart
phone. Aside from transactions, mobile
payment systems also offer financing
services. One of the largest mobile payment
systems, Alipay, offers investment services
to customers who deposit money in their
system. Upon depositing money into Alipay,
customers have the option of investing their
money with a company called Tian Hong
Asset Management, who is in charge of all
customer financing for Alipay. The
investments with Tian Hong Asset
Management, or even other online financing
systems, yields a much higher ROI (usually
around 15 ? 17 times greater) than bank
deposit rates.
Most evident from the observations of
foreign banks in China was the lack of
consumer-oriented services to the local
population, and instead, a dependence on
corporate financing and operations due to a
lack in demand for services from foreign
nationals. Currently, no consumer-focused
services like checking accounts, personal
lines of credit or investment services are
offered by foreign banks such as Scotiabank
from Canada. Most consumers insist on
going to well-known Chinese national
banks, that have a reputation with the
locals and know the economy well for retail
banking. Instead, foreign banks offer
corporate financing, trade finance and
financial advisory services to Canadian and
Chinese companies looking to expand
beyond their borders. One notable example
was that of Magna International, an
FOREIGN BANK S IN CH INA
TH E H ONG KONG'S STABILITY
TH E FUTURE FOR CH INESE
ECONOM Y
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 28
the total value.
Large Canadian firms such as Alepin
Gauthier and Borden Ladner Gervais seek
to work with other nations? firms in order to
promote corporate relationships in the
globalized economy. In particular, firms are
interested in negotiating and executing
merger and acquisition transactions, both
public and private. They work with lawyers
from other disciplines across the firm key to
M& A, such as tax, securities, competition,
foreign investment review litigation, IP/IT
and environmental law. Takeovers of
publicly listed Chinese entities have
historically tended to be more constrained
than takeovers in other jurisdictions
affected by the less developed capital
markets, public sensitivities in takeovers of
Chinese listed and state-owned companies,
and uncertainty in obtaining the requisite
governmental approvals. Many companies
use Hong Kong as a basis of connecting to
other companies and organizations all over
Asia. This creates many transactions
between businesses through Hong Kong.
Although, many law firms have moved away
from establishing offices in Hong Kong
because they often find that markets like
Shanghai and Beijing have more of a client
base because there is more of a need of
legal help.
Zhonghao Law Firm, the leading law firm
in SouthWest China, in Chongqing's city
center to create an introduction between
China has become the world?s greatest
FDI recipient and surpasses the United
States in this field. The country is also at
the peak of the 2015 - 2017 list of the
economies that are the most attractive to
multinational companies. The accept FDI is
part of the new policy of opening China to
the outside world on an international scale.
Foreign direct investment in China grew
from 5.1 percent year-on-year to USD 69.42
billion in the first half of 2016. In the
services sector, foreign investment rose 8
percent to USD 48.9 billion, representing
70.4 percent of total foreign direct
investment. In contrast, foreign investment
in the manufacturing sector, which accounts
for 28.3 percent share, shrank 2.8 percent
to USD 19.5 billion. The United States,
Germany and the UK were among the top
10 sources. In June 2016, FDI surged 9.7
percent. Foreign Direct Investment in China
averaged 415.63 USD HML from 1997 until
2016. According to predictions by analyst,
FDI outflows from China abroad will soon
overtake FDI inflows into the country.
PwC China said that China saw 115
outbound M& A deals in the first quarter of
2016, worth $82.6 billion, around double
the figure for the same period a year
earlier. More than half the deals were done
by private companies, a major growth
sector ? though state-owned companies
still accounted for more than two-thirds of
FOREIGN DIRECT
INVESTMENT M ERGERS AND ACQUISITIONS
CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 29
the two parties. They exchanged information with Mr. Eagle Yang,
partner, and Mr. Hanson Huang, paralegal, to discuss future steps
to coordinate with Border Ladner Gervais. Among the
comprehensive legal services these firms provide, both BLG and
ZHH are interested in working together on corporate law and
merger and acquisitions projects.
Mr. Zhang Zhen from South Pole Law Firm (? ? ? ? ? ? ? ) firm
in Kunming and obtained several key reasons about businesses
expanding into Canada. Firstly, Kunming was historically the main
port to Southern China; Kunming can be easily accessed and
rapidly grown economically. Secondly, tax is lower offshore,
meaning that both Chinese and Canadian businesses will have
lower fixed costs when opening company chapters in the other
nation. Finally, China's minimum wage is growing higher, causing
managers to dislike hiring internally and look to Canada better
environment. These are the three primary reasons as to why
Canada finds benefit in doing business with Kunming.
In Southwest China, business corporate law is the most
important type of practice. There are three main reasons why
Kunming prefers to do business with South Asia.
In history, cities like Kunming has remained the main port to the
Southern regions of Asia. The distance between these areas and
China is more effective in terms of the contact between different
parties. From an investment point of view, trust is based largely on
distance. Countries that are in the vicinity of China, such as
Thailand, are very close and allow easy investment. On the other
hand, countries that are far from China, such as the United States
of America, are far and would require more communication.
From an economic standpoint, investing outside of Hong Kong
gives one a tax break. The tax that is imposed in China is quite
large, thus investing outside of the country provides more returns.
China?s labor force has growing wages, thus it is more effective
and affordable to manufacture stuff in places like Thailand and
Vietnam.
Canada's law firms are increasingly looking to partner with
international firms to establish deals for globally expanding
companies. While China?s legal framework is based in civil law,
marriage laws, contract laws, and inheritance laws are
fragmented into separate legal frameworks. There are indications
that efforts are underway to develop an integrated system, though
the timeline for implementation is uncertain.
Contrary to the Western standard of billing by the hour, legal
?Governm ent is
focusing on
stabilizing local
econom y?
? M ajiao CITIC
Bank Retail
Banking
SOUTH WEST CH INA INVESTM ENT TREND
CHENGDU, China 2016
JTC Ambassador, Jayson Mtanos, at the recption hosted by Global Vision | CHONGQING, China
143
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 30
services in China are negotiated for various
services. Chinese lawyers are typically paid
on a project basis as opposed to an hourly
rate in other places around the world.
China?s legal system is a very sophisticated
system that requires a lot of insider
knowledge and expertise to navigate, so
that?s why some offices offer pro bono
services. For one particular firm with
between 150-200 lawyers specializing in
corporate law, commercial litigation, and
M& A, xed rates were converted to the
following hourly rates for the purposes of
comparison:
- Senior Partner: $CAD 370-450
- Junior Partner: $CAD 300-370
- Lawyer: $CAD 200-300
- Paralegal: $CAD 160
Socialist Government policies can often be
difficult to navigate and require local
assistance that?s why partnering with local
Chinese law firms enables Canadian
businesses to receive services directly from
locals. IP protection is a sensitive subject
which requires the discretion of a local law
firm to ensure protection of companies
entering Canada. Many local law firms
handle clients wanting to expand
internationally to places like Canada but
they do not have established partners to
assist them with local knowledge.
All in all, Canadian companies should take
advantage of the tremendous opportunities
offered in China. Local Chinese clients are
looking for the expertise coming from R& D
LAW
? Opportunities for Canadian legal services sector in facilitating both
Canada-bound and Chinese-bound corporate relationships through referral and
expertise partnerships with Chinese firms
? Strengths of Chinese market include strong government investment
programme and being the largest Information and Communications Technology
(ICT) market in the world
? Support from government to improve infrastructure and social welfare,
develop China?s vast rural and interior regions, expand domestic consumption to
the wider population, move manufacturing up the value chain, and shift industrial
structures inland
? Both countries are connected through an active working relationship in
international fora, such as the G20, UN, APEC, and WTO
? Numerous twinning partnerships at the provincial and municipal levels
and Technology businesses in Canada. In
addition, they understand the stability of
certain Canadian industries such as natural
resources, agriculture and technology. In
fact, Southwest China is very rich in
minerals. There is opportunities for the
expertise of Canadian companies, and
potentially exciting opportunities for shale
gas development.
Canadian law firms looking to expand in
China shall consider partnership
opportunities. As a matter of fact,
connection to local law firms will ensure the
ease of Canadian companies with the intent
of expanding to China. As well, this
connection will also allow for local Chinese
companies to expand into Canada by going
through their local firm. The association
benefit both parties as the can work
together to increase their international
clientele.
In addition, according to Judith Ki,
Director and Unit Head at Scotiabank
Southwest China, ?Goods from China are no
longer as cheap as they used to be.? It thus
allows for more products to be produced in
Canada, and for Canada to utilize on more
specialized manufacturing in China.
As a result of a lack of confidence in local
investment, Chinese investors are stepping
outside their country such as in Canada to
look at more lucrative opportunities. The
instability of the real estate sector in China
is directly stimulating housing investment
in places like Vancouver and Toronto. These
Sum m ary
WH Y COLLABORATE
INTERNATIONALLY?
OPPORTUNITIES FOR
CANADIAN BUSINESSES
144
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 31
houses are built and bought by Chinese
investors. Generally, for Chinese people,
investing abroad yields a much higher
monetary return than investing
domestically in China.
The real estate development sector is in a
rapid incline in Chongqing. Commercial and
residential structures are constantly being
developed all over the city to feed the need
of the growing population paired with the
rising middle class. Local developers are
feeding off this growth and demand created
by the changes in the middle class by
offering even more higher-end options as to
what they previously did. This push for
more luxurious development is being
validated by the already proven sales in the
market. Developers are being met with
constant interest and are often selling out
projects that haven?t been built yet. This
has forced developers to move up timelines
to the point where they are finishing
developments at record times, many
commercial and residential towers are
being built within two to three years which
is evidence of the rapid incline of interest.
Developers are also not lacking a consumer
base which is evident as many of them are
not willing to offer an kind of incentive to
purchasing property. This is due to the
understanding by developers of the
overwhelming consumer need of these
developments which causes the developers
to not need to offer incentive for
prospective buyers. Many of the residential
developments now are of smaller size in
terms of individual unit square feet,
although this does not negatively affect the
attraction of buyers. Furthermore, the focus
of many developments is the connection to
local city amenities. The bestselling
developments are located in centralized
locations or are offering access to
centralized locations to public transit or
upcoming infrastructure changes. Real
estate development in Chongqing is
powerfully moving forward despite the
slowing of other sectors. As a result, there
are many more opportunities available for
investing into or developing real estate in
Chongqing.
foreign projects offer a larger yield of
return as opposed to Chinese real estate
market. There is even developers in
Vancouver offering incentive to combat new
property tax of 15% per foreigner. Not
without mentioning, interest in natural
resources in Canada keeps growing due to
the proven stability of the sector in Canada.
Many Hong Kong businesses are already
established, limiting the opportunities for
newer customers. As well, Shanghai and
Beijing are more promising for gaining less
established clients. Overall, local have a
larger confidence in foreign market, and
Canada can capitalize on this trend.
The real estate market in China is
inflating at an ever increasing rate. There
are numerous speculations as to when this
huge bubble would finally pop. The effects
of the rising in price of housing is even
visible. In all cities, there are pieces of land
with huge buildings of condominiums.
However, in those huge communities, only a
few of the houses built are actually
occupied with residents. The cause of such
?ghost towns? can be credited to none other
than the huge housing bubble. Even with
the raising middle-class families in China,
the price of condos and houses are far too
expensive for normal middle-class families
to afford. Millions of dollars of investment
into the housing market are not producing
the desired returns on investment, which
creates the scenarios where the total
demand for the real estate market is much
less than the supply. In addition, Chinese
citizens traditionally lived with their entire
family, reducing the need for them to have
their personal home. They can live a few
generations within the same residence,
without looking to buy a new home.
If real estate investments in China are not
producing results, where should investors
go now? They turn their attention to foreign
markets such as Canada. The investors have
two choices of investing into the housing
market abroad. The first option is to put
money into a project to build an entire
community or condo. Generally, larger firms
prefer this type of investment as most
normal citizens are not able to invest such
huge amounts of money. The second type of
real estate investment, arguably the most
visible type, is to simply buy houses abroad
and wait for an increase of price and sell
the house for a return. Such investment
method is extremely popular among the
Chinese population. In cities such as
Toronto, Montreal and Vancouver, numerous
REAL ESTATE
TH E REAL ESTATE BUBBLE IN CH INA
CHENGDU, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 32
To begin, manufacturing activity is
moving inland to benefit from state-lead
development and strong government
support in infrastructure & logistics
(westward economic expansion). Despite
wages rising as much as 40% in two years
in the traditional manufacturing
powerhouses on the coast, factories are
quickly migrating westward to inland hubs
such as Chongqing and Chengdu where
average wages have been increasing more
moderately.
The regulations around manufacturing
are unclear and tend to shift. One should
expect short to medium-term uncertainties
and volatility in the Chinese market in this
sector. Canadian firms seeking new
business in China should do so with the
changing economic environment in mind.
While many opportunities remain in the
manufacturing sector in China, the broad
economic slowdown has hit the sector.
espite the fact that China is Canada?s
2nd largest trading partner, South-west
China is still not a market that has been
developed to its full potential. Chongqing
presents many advantages for trade such as
its special status as an autonomous
municipally and it?s infrastructure and
geographical advantage as this city hosts the
largest river port city in Western China. With
regards to manufacturing, Kunming is less of
a manufacturing hub and more so a region
where agriculture, nature as well as a
diversity of cultures really show the essence
of the city. Finally, Chengdu is an integral
part of the province of Sichuan?s economy
responsible for an estimated 30% of
Sichuan's GDP. Chengdu has a prosperous
manufacturing sector where over 100 of the
world?s top 500 largest corporations have a
presence, including Intel, Sony, Toyota,
Motorola, IBM, Nokia, Siemens, Canon and
Microsoft, all of which operate assembly lines
and/or research and development centers in
this city.
D
MANUFACTURING
JTC ambassadors with Wesley Wei, trade commissioner for automotive and clean-tech at the Canadian Consulate| CHONGQING, China 2016
OPPORTUNITIES
TH REATS
146
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 33
Electric vehicle
com ponents m anufacturers
EV sales market and value chains in SW
China is not yet as developed as in Beijing,
Shanghai and Shenzhen. Currently, BSS
(Beijing, Shanghai and Shenzhen) are the
most popular and active markets in terms of
EV sales and supply chain. The companies
in SW China are mainly looking to import or
purchase EV related technology to integrate
into their EVs, namely Changan, Lifan,
BAIC-Yinxiang, Zongshen Group, Yema Auto
and Hengtong Bus. EV capital incentives in
SW China are almost the same as coastal
cities in China, but BSS cities also have
purchase limits and driving limits on
traditional automobiles while set privileges
to qualified NEV (New Energy Vehicles), so
the EV purchase in BSS market is much
more attractive than in other cities.
Meanwhile, if EV?s max speed is under 80
kM/h or range is within 80 km, they are
called Low-Speed EV, usually running on
Lead-Acid batteries. Low-Speed EVs are
very popular and sold in some provinces
like Shandong (because of cheap price), but
it is not supported by the Chinese
Government.
In Kunming, a combination of factors such
as the presence of natural resources and
the easy access to an abundant amount of
electricity (primarily hydraulic) makes the
province of Yunan an ideal region for
electric transports and the production of
vehicles using alternative green energy. In
fact, Kunming is one of the 25 hubs
nationally known for the development of
new energy vehicles and undertakes a
series of politic initiatives to support the
development of this market.
The manufacturing park in Kunming has
the annual production capacity of 10 000
coaches/public electric busses, mid-size
busses and commercial vehicles. These
three series of products have been entirely
developed to possess the characteristics of
a purely electric vehicle as well as the
technologic precision to reach the highest
quality norms and be recognized worldwide.
Chengdu is one of the fastest developing
countries in the south west of China. This
city became a major center in the
production of electric motors. The Chengdu
Economic and Technology Development
Zone, about 13 kilometres from the city
center of Chengdu, is in major parts
responsible for the success of the city in
terms of automobile manufacturing. The
zone, which covers 150 square kilometers
and which was set up about 25 years ago,
Canadian companies wishing to invest in
the manufacturing sector in China should
do so with expectations of sustained short-
to medium-term uncertainties.
There is also inadequate intellectual
property protection as well as growing
competition.
Traditional vehicles
Chongqing?s automotive sector has
developed to become one of the city?s
cornerstone industries, a direct result of
strong growth in domestic demand. With a
growing segment of middle class consumers
in Southwest China, and a population of 32
million in Chongqing alone, the city has
quickly risen to its current position as the
third most important automotive industrial
bases in China. Many Canadian
municipalities are actively courting FDI
from these Chinese auto parts
manufacturers, in an effort to reverse the
sustained slowdown of their local
automotive industries. However, the
majority of these Chinese firms do not see
opportunity in entering the North American
market at this time. Market saturation is a
significant deterrent to these firms, who are
currently seeing high returns from
supplying demand in China?s domestic
markets, particularly in the rapidly
developing second-tier cities such as
Chongqing. Those that are considering
international expansion look to developing
markets elsewhere in the world such as
South East Asia, Africa, and South America,
where low labour costs and increasing
demand for automotive products point to
sustained future growth. Suppliers who are
interested in the North American market
are primarily incentivized by the availability
of more sophisticated technology. These
firms often seek partnerships for the
purpose of research and development and
may look to sell the products back in China
due to the price premium available for the
perceived or actual superiority in quality
and safety standards.
More precisely, Chongqing?s automotive
sector covers the whole supply chain
ranging from raw materials, components
and spare parts to advanced R& D facilities
and the production of finished products.
Considering the fact that many big players
in the market, such as Yamaha, Suzuki,
Honda and BMW subcontract a
considerable part of their production
process to diverse partners in Chongqing,
the automobile market is well organized
and ready for export activities.
AUTOM OBILE SECTOR
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 34
the textile manufacturing sector from
Canada, more precisely household textile
(high quality blankets and bed sheets).
Many Canadian companies already have
manufacturing plants established here in
China, but they are also always looking to
find more opportunities for distribution. It
was possible for JTC to make some
important connections with big players such
as Ali Baba, a major online distributor of
goods. E-commerce is booming and many
online projects will be started in the next
few months. Many players are looking for
some products to be listed on their website.
That being said, in relation to household
textiles, customizable blankets and bed
sheets seem to be interesting products for
many to list on their website.
In Chengdu, many current textile
manufacturing companies, such as Chengdu
Jubilee Textile Technology Ltd. and Sichuan
Textiles Ltd, operate the complete chain of
products in the city. This is an opportunity
for Canadian businesses that wish to find
Chinese manufacturers that are interested
in their product designs and for them to
then produce and sell these products.
It is expected that Chongqing will
continue to see its development,
urbanization and regional integration grow
rapidly. An important shift towards a
service-based economy and increased
domestic consumption confirm the potential
of Chongqing and its markets for Canadian
industries. The southwestern city of
Chengdu has become one of the biggest
cities to watch in China. In the past,
Chinese hubs like Shanghai, Beijing and
Hong Kong had been big sites for business
and investment. However, more and more,
second- and third-tier cities like Chengdu
are on the rise for local and foreign
investment, attracting tourists, businesses
and new industries to the city.
has become one of the largest car
manufacturing centers in the country.
Eleven motor vehicle manufacturers and
more than 300 car industry-related
companies are located there, making it the
second-largest car manufacturing city in
western China after Chongqing.
H ousing and infrastructures
Many of the tertiary functions served by
foreign firms during the economic reform of
the previous two decades are now being
met domestically, with primary
manufacturing activity having moved
elsewhere to new markets the likes of
Vietnam and Bangladesh. The oversupply in
China?s housing sector continues to
negatively impact demand for resources
and heavy manufacturing. As a result, real
GDP growth is expected to be slow in the
medium term as the country suffers from
excess capacity in its heavy industries.
The Chinese manufacturing sector is
currently in transition towards high-tech,
advanced manufacturing and value-added
assembly functions. Furthermore,
improvements are needed to a shift to
greater focus on quality in addition to
efficiency and to the evaluation of
performance not only on production targets,
but also on quality improvements. That
being said, there is room for Canadian
companies offering environmentally friendly
and high quality Canadian construction
materials. Finally, there are growing
opportunities in new high-end
developments such as boutique hotels and
new condo developments in SW China that
can probably be explored.
In Chongqing, there were many
opportunities to make real connections for
CONSTRUCTION
TEXTILES
IN TH E FUTURE
JTC Ambassadors at the reception hosted by Global Vision | CHONGQING, China 2016
148
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 35
from the competition. This is especially
true in the travel industry where
prospective travellers are deluged with
offers and deals. The JTC trade mission
n today's competitive marketplace,
tourism-focused businesses need to
make every resource count and to
clearly focus on what can set them apart
I
TOURISM
3 | BUSINESS REPORT
Stone Forest | KUNMING, China 2016
TRENDS
PATIENCE
? Canada was granted Approved Destination Status (ADS) by China in June
2010, allowing Destination Canada and the travel trade to actively
market Canada directly to Chinese consumers.
? Chinese travellers injected an estimated $920 million in the Canadian
tourism economy in 2014, spending $2,325 per trip and 36 nights in
Canada on average.
? The most important way to build strong bilateral relations with Chinese
markets is through ?Guanxi?; networking and fostering relationships
are the key to succeeding in China.
? Different styles of travel agencies require different promotional strategies
to accommodate needs.
? Due to some website regulations and control in China, foreign businesses
must use a different marketing strategy approach, especially
concerning social media and online advertising.
? Potential Chinese tourists do not completely believe what individuals or
reviews say about a service. What they really care about includes
information given from respected individuals and people of high
credibility, such as tour agents.
Sum m ary
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 36
2. Travel Fairs and Tradeshows:
Selling business services or products
through travel conventions and events
will increase business exposure.
3. Prom otional M aterials: Having
promotional materials at airports,
Canadian and Chinese local agencies,
etc. is an effective way to directly reach
the Chinese market.
4. Social M edia: One might think of
Facebook and Twitter as being the key
platforms worldwide to market products
or services, but unfortunately in China
they are blocked.
a. Weibo (equivalent of Facebook and
Twitter in China), especially Sina
Weibo, and Tencent Qzone
b. Tencent QQ (Instant Message
tools)
c. Tencent Wechat (Mobile
communication and private social
networking app),
d. Renren (equivalent of Facebook in
China)
e. Youku & Tudou (equivalent of
YouTube in China)
5. Online Advertising:
? www.citrus.com: Young people love
to search on Internet to find good
deals and destination.
? www.toursforfun.com: Website
focusing on selling North American
destinations
After networking with China?s travel
agencies, such as CITS Chongqing China
International Travel Services, Chongqing
Grand China Express International Travel
Service, Charming Holidays and Premium
Holidays, numerous market intelligence was
was the perfect opportunity to gather hands
on market intelligence. During the Trade
Mission, when Chinese citizens or people
from the industry were asked to list what
comes to mind when they think about
Canada, the three prime destinations that
stood out were Niagara Falls, Quebec City
and the Northern lights.
With tourism being one of the fastest
growing industries in the world, significant
growth is generated from middle class
families in developing countries such as
China. In order to build those bilateral
relationships between China and Canada,
businesses must take in consideration of
trust between two parties. The tourism
industry is neither about traveling nor the
destination to get there, it?s all about trust.
Numerous notable individuals in the
tourism sector JTC ambassadors have met,
such as Guo Xia, the director of Chengdu
Far East International Travel Agency and
Joe Ng, the manager of Air Canada
HeadQuarters in Hong Kong, mentioned
how potential Chinese tourists truly value
the feedback and comments generated from
highly respected individuals in the industry,
such as travel agents. Therefore, it is
crucial for Canadian businesses who are
interested in marketing to the Chinese
audience to build a strong network and
connection among the Chinese travel
agencies and tour operators.
Based on our following meeting with the
Sichuan Travel Agency Association,
effective ways to reach target audience and
build the trust between Canadian
businesses and Chinese customers:
1. Partnering: Partnering with local
travel associations and agencies can be
a mutually beneficial relationship,
helping all parties involved.
M ARK ETING AND PROM OTION
TRAVEL AGENCIES IN CH INA
CHONGQING, China 2016
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 37
experienced and confident with good
English skills; they?re looking for
experiences other than standard group
products. There has also been growth in the
number of FIT (fully independent travellers)
or semi-FIT travellers to Canada.
The growing middle class in China is one
factor increasing Chinese tourism to
Canada. Another key factor was an
agreement between the two governments
signed five years ago, which gave Canada
?approved destination status.? This allowed
direct-to-consumer tourism advertising in
China, and permitted Chinese group visits.
Quicker visa processing has also helped.
The evolution of the Chinese tourism
industry will create new business
opportunities for Canada over the next few
years. Canada is an exceptional destination
all year round with its four seasons, huge
landscapes, 10 provinces & 3 territories,
multiculturalism, languages, first nations
and most importantly its warm and
welcoming people. However, there are
things that have to be done so that Canada
can become the number one destination for
Chinese. In the next few years, it would be a
good idea to invest money and effort into
participating in tourism networking events
such as Showcase Canada-Asia. It is with
strong personal and professional relations
that Canada will become China?s top
tourism partner.
derived. The information given to us by
Shen Min, Lion Min, Lavin Yu, Albert Wong
and many other individuals related to
tourism could definitely be of help for doing
business in China. In China, there exists
two types of agencies. The first is Normal
Travel Agencies. They are the most common
type of agency, they focus mainly on good
deals with tour operators for customers who
want the cheapest prices. The second one is
Luxury Travel Agencies. Those are less
common, but still prominent among the
country. They focus mainly on the comfort
and customer services rather than the cost
of the travel. The latter is for customers
who are considered wealthy. Knowing the
different types of travel agencies can assist
businesses to gain a better understanding
of the two different types of target markets
in China as well.
During JTC?s time in China, ambassadors
had the chance to collect market
intelligence on a local level. Through
networking with the local citizens in China,
JTC ambassadors realized there is a distinct
separation between demographics, which
ultimately affects the marketing strategy:
the ?pre-1980? generation and the
?post-1980? generation. The Chinese from
the ?pre-1980? generation prefer to travel
in groups or with a tour, because of
language barriers. At that time, English was
not as commonly taught in schools. The
Chinese from the ?post-1980? generation
prefers individual/ independent trip with
more liberty to do as they wish during their
vacation. They possess the skill to travel
alone due to better English linguistic skills.
From many studies we are able to realize
that group traffic volume continues to grow.
Chinese travellers are more affluent,
CONCLUSION
TARGET M ARK ET
TRENDS
'' The growing middle class in
China is one factor increasing
Chinese tourism to Canada.''
JTC ambassador doing a tourism presentation to travel
agencies in KUNMING, China 2016
151
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 38
JTC ambassadors and Tony Chen, global Business Director a Sichuan Ruifeng Investment Management Group and Amy Giroux, director at Global
Vision | CHENGDU, China 2016
DOING BUSINESS IN CHINA
Losing one's patience could cause one's
Chinese counterpart to lose face. Some
savvy Chinese businesspeople with
experience in dealing with Westerners
purposely stretch out negotiations,
knowing that their impatient counterparts
will often offer concessions in order to
speed up the process. Pauses and silences
in talks, which are common in China, can
also make untrained Western
businesspeople feel uncomfortable and
produce the same effect of inducing them
to throw in concessions.
Fundamentally, guanxi is about building a
network of mutually beneficial
relationships which can be used for
personal and business purposes. In this
sense, guanxi is not so much different than
the importance of having a strong network
when doing business in any country.
However, in China, guanxi plays a far more
important role than it does in the West.
While in the other parts of the world, you
may be able broker a deal just through
formal business meetings; in China it is
necessary to spend time getting to know
your Chinese counterparts outside the
boardroom during tea sessions and dinner
banquets. In addition to the time
commitment, the depth of relationships
developed through guanxi can be much
deeper than business relationships in the
west.
Business practices and relationships in
China are very different from those
commonly encountered in North America.
Those interested in doing business in China
should familiarize themselves with local
customs.
Deliver and receive business cards with two
hands. For the giver, bow down to show
respect to the person you are giving your
card to. For the receiver, make eye contact
and receive the card with both hands. It is
important to look at the business cards
carefully for a few seconds before putting
card away into a case. Do not stuff the card
into your pocket.
Chinese culture is non-confrontational.
Producing overt conflicts and situations that
embarrass others is considered losing face.
Once people lose face, doing business with
each other may no longer be an option. To
avoid losing face, Chinese businesspeople
will not overtly show their disagreement or
displeasure; instead, they will indirectly
express such sentiments, for example by
using phrases like maybe or we will see.
Western businesspeople should learn to read
these indirect messages. They should also
avoid losing their temper and aggressively
pressing Chinese businesspeople on
questions they have shown reluctance in
giving a definitive answer to.
CULTURAL DIFFERENCES
BUSINESS CARDS
LOSING FACE
PATIENCE
M AINTAINING RELATIONSH IPS
152
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 39
Andrew O?Reilly Upper Canada College Toronto, ON
Daniel Orozco University of New Brunswick Fredericton, NB
Drew Barot Vaughan Road Academy Vaughan, ON
Emma Cox University of Ottawa Tilsonburg, ON
Eva Ren Eden High School Niagara, ON
Faisal Agbonhin Upper Canada College Toronto, ON
Gillian Miller University of New Brunswick Saint John, NB
Ines Auclair St. Lawrence College Quebec, Quebec
Jennifer Li Markville Secondary School Markham, ON
Kaitlyn Kitzan University of Saskatchewan Theodore, SK
Karan Tibriwal Woodlands Secondary School Mississauga, ON
Kelly Li Old Scona Academic High School Edmonton, AB
Kevin Zheng O?Neill Centennial Vocational Oshawa, ON
Kishan Wijeyagooenwardane Terry Fox Secondary School Vancouver, BC
Louis Zhao McMath Secondary School Richmond, BC
Maria Del Mar Cuevas Lisgar Collegiate Institute Ottawa, ON
Nicole Gutierrez Eric Hamber Secondary School Vancouver, BC
Raja Singh Turner Fenton Secondary School Brampton, ON
Roman Ebadi University of Ottawa Hamilton, ON
Shangbing Jiang Bloor Collegiate Toronto, ON
Sophia Su Northern Secondary School Toronto, ON
Srijain Shrestha University of New Brunswick Fredericton, NB
Susan Sun Bishop Allen Academy Toronto, ON
Thomas Kirby Huron College Toronto, ON
Vera Wang Earl Haig Secondary School Toronto, ON
JUNIOR TEAM CANADA 2016
AM BASSADORS
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JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 40
JUNIOR TEAM CANADA 2016
STAFF
Yifan Zhang Earl Haig Secondary School Toronto, ON
Yingning Gui Earl Haig Secondary School Toronto, ON
Zunaira Asif University of Ottawa Ottawa, ON
Terry Clifford CM Founder & President London, ON
Amy Giroux Director Gatineau, QC
Adam Peabody Project Coordinator Fredericton, NB
Scott Rairdan Youth Outreach Coordinator Halifax, NS
Catherine Laquerre Youth Outreach Coordinator Quebec, QC
Elizabeth Lemay-Brosseau Youth Outreach Coordinator Gatineau, QC
Jayson Mtanos Youth Outreach Coordinator Montreal, QC
Julia Helmer Youth Outreach Coordinator Gatineau, QC
Justice Eashappie Youth Outreach Coordinator Moosejaw, SK
Katie LeClair Youth Engagement Coordinator South Mountain, ON
Marissa Liu Youth Engagement Coordinator Guelph, ON
Samuel Dubuc Youth Engagement Coordinator Nicolet, QC
JTC Ambassadors interacting with locals at the Stone Forest | KUNMING, China 2016
154
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 41
PARTNERS
Junior Team Canada thanks and recognizes the generous support from our
partners from industry, government and community whose support made this
Mission possible. A special thank you to the officials of the Canadian Consulates
in Chongqing and Guangzhou as well as the Chengdu-Canada Trade &
Investment Chamber of Commerce for your efforts in making this mission a
success.
155
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 42
PARTNERS
156
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 43
PARTNERS
CHONGQING, China 2016
157
JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 44
CONTACT
Amy Giroux
Director, Global Vision
T +1 888 829 2838
E amy@globalvision.ca
FIND US ONLINE
WEBSITE globalvision.ca
FACEBOOK @GlobalVision
TWITTER @myglobalvision
CHONGQING, China 2016
158
Trade Mission to
CHINA
Report back to Council as the recipient of the Youth Leadership Grant
Overview
•Global Vision
•Target Cities
o Chongqing
o Kunming
o Chengdu
o Hong Kong
•Review
•Conclusion
About Global Vision
•A Canadian charitable organization with the belief
that youth are the Canadian Competitive Advantage
for international relations and trade.
•Founded by Terry Clifford, C.M. Former M.P, Member
Order of Canada
•A variety of programs
o NYAC – National Youth Caucus, Ottawa
o Regional Economic Round-Tables
o APEC - Asia Pacific Economic Cooperation Summit
o Missions to the North
o Trade Missions to 40 Countries
Mission to China 2016
•Tapping into Southwest China & Hong Kong
•Participants needed to raise $5500.00 in corporate and
community partnerships
•4 target cities; Chongqing, Kunming, Chengdu, &
Hong Kong
•Goal: To discover and apply my competitive
advantage to find valuable contacts and up-to-date
market intelligence for our partners with a boots on the
ground trade mission
Junior Team Canada
Chongqing
•Reception hosted by the Canadian Consul David
Perdue
•Amazing Race – Chongqing
•Presentation by David Perdue
•The “Gateway to Southwest China”
o Jialing and Yangtze Rivers
Kunming
•“The City of Eternal Spring”
•Reception hosted by the CITIC Bank
•Tea Culture
•Yunnan University and Start-up Incubator
•Rock Forest
Chengdu
•Panda Breeding Base
•Rotary International Meeting
•Presentation and question period with Chengdu
Municipal Economic Development Agency
•Tianfu Software Park
o Siemens – Green Energy
o Medical Technologies
o Computer Technologies
Hong Kong
•International City
•Canadian Consulate of Hong Kong – Cynthia
Carlone
•Hong Kong Trade Development Council – Vivian
Chan
•Hong Kong Park
Community Benefits
•Businesses such as Marwood Metal Fabrication had
the opportunity to gain valuable market intelligence.
•Students at Glendale High School are learning of
Global Vision and getting involved to gain skills that
can put them ahead
•Rotary has the opportunity to make another
international connection
•The Lion’s Club shall learn about the Lion’s Clubs of
China.
Personal Benefits
•Skills such as networking, time management,
presenting, asking valuable questions
•Knowledge of international relations and trade
•Valuable real-world experience
•Friends from across Canada and in China
•First international travel experience
Conclusion
•Global Vision’s Trade Mission to China was a
valuable experience
•I look forward to working with Global Vision to
encourage other youth to take part in their
programs
•I am happy to be continuing communications with
my sponsors
Thank You!
159
160
161
From:noreply@esolutionsgroup.ca
To:Tricia Smith
Subject:New Submission Completed for Delegation Request Form
Date:October-18-16 7:50:19 PM
Hello,
Please note the following response to Delegation Request Form has been submitted at Tuesday October 18th 2016 7:49 PM with reference number
2016-10-18-049.
First Name
Dave
Last Name
Chesterman
Street Address
14493 Bayham Dr
Town/City
Tillsonburg
Postal Code
N4G4G8
Phone Number
519-842-5977
E-mail
inquire@chesterman.ca
Do you or any members of your party require accessibility
accommodations? No
Council Meeting Date Oct. 24 2016
Subject of Delegation Location for Tillsonburg Kart Club to hold weekly races
Name(s) of Delegates and Position(s) Dave Chesterman, Club Spokesman President of Chesterman Farm
162
Equipment Inc,
Name of Group or Person(s) being represented (if applicable)
O/A Tillsonburg Outlaw Kart Club
I acknowledge Delegations are limited to fifteen (15) minutes each.
I accept
Brief Summary of Issue or Purpose of Delegation
Having worked with Town Staff for two years, we have selected a location that seems suitable to move our club activities to. We need
council approval to move forward with this community project.
Proposal period is for 3 summers but with hopes we can continue to
use the location once we have proved our ability to blend in smoothly with the area.
Will there be a Power Point presentation? Yes
Have you been in contact with a Staff member regarding the Delegation topic?
Yes
If yes, please list the Staff member(s) you have been working with.
Cephas Panschow
I acknowledge that all presentation material must be submitted to the
Clerk's Office by 4:30 p.m. the Wednesday before the Council
meeting date.
I accept
[This is an automated email notification -- please do not respond]
163
Cage Kart Racing Club
164
Group Formed in 2008
With weekly race event from May to September
165
Annually we created an oval track in the Building located at
Chesterman Power Products
The same building is home to Tillsonburg Indoor Motorcross in the Winter
166
The group is not unlike a Horse Club.
Except our horses have Motors
167
168
169
170
The club grew, the drivers started younger and got better quickly,
We went faster and added more power.
The track and club evolved and we started to outgrow the building.
Some of us travelled to Iowa, and North Carolina to compete at similar
clubs and realized we needed a larger oval than our building could
provide.
171
172
2014 we built an Outdoor
track on a farm.
We validated it could be done physically.
We fit in with the neighbourhood despite
proximety of houses and town limits.
10 Races over 2 seasons were a great
success. (the remainder were indoors)
We are ready to move to an outdoor location
that has “official” status for weekly club
events.
173
174
175
Making an Outdoor track
Takes a bit of land
Some Heavy Equipment
And some time.
Volunteers to run the program
Liability Insurance
A bunch of members
We have it all except the first one.
We are not looking for money.
The Club Needs a Home
176
Yes, The spot we are suggesting was our second choice.
•This application was two years in the making.
•We had verbal approval of Oxford County staff to use the southern
end of the Tillsonburg Dump Site on #3 hwy.
•The County request that dirt not be cut into at the south end of the
pile meant it was not big enough for a track.
•Earlier, Town staff had suggested the Gubesch property as having
potential. We started working on the feasibility of whether a track
would be suitable in this area.
•In my estimation, it is and I stand before you today.
177
178
There is a very rough area on the north side of this property.
•Too rough to be farmed.
•No services to property making it unlikely to be developed soon.
•The area has high industrial and highway noise already
•Natural terrain contains the area.
•A pond provides water for track wetting.
•Close enough to town to have an event in conjunction with the Fair
and Turtlefest if there was interest.
•Negatives for the club are: Very rough terrain that needs to be
contour’d. Cost of a proposed lease and the tax implications that
seem to follow motorized sports. ie: horse club uses a field for free
but go karts need “industrial land use” permission which changes
the tax from “farm” rate to something similar to commercial. Ball
clubs and horse clubs have had free use of the fairgrounds for
years. (At considerable cost to the town) We could potentially use
the fairgrounds for free as well but do we want a track in a
residential area?
•None the less, we would like to move forward while trying to keep
the costs as low as possible.179
Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016
To: Mayor and Members of Tillsonburg Council
From: Eric Gilbert, Senior Planner, Community and Strategic Planning
Tillsonburg Community Improvement Program Update
REPORT HIGHLIGHTS
• Planning staff and Town staff have undertaken a review of the three existing Community
Improvement Programs in the Town, and have determined that it would be advantageous to
develop a single CIP program area encompassing the entire Town.
• Based on a review of existing CIP programs, staff recommend that the proposed CIP program include a variety of incentives, including a Brownfield Incentive Redevelopment
Program to encourage investment in under-utilized sites.
DISCUSSION
Background Community improvement planning is commonly used as a tool to provide assistance to
municipalities to address challenges related to growth management, accessibility and development. It provides a means of planning and financing development activities that
effectively assist in the redevelopment of lands, buildings and infrastructure through the
implementation of various financial incentives.
Currently, three Community Improvement Programs exist within the Town of Tillsonburg. The
Dereham Forge Community Improvement Program was originally approved in 2006 and encompasses the central area of the Town. This CIP was amended in 2010 to significantly
expand its boundaries beyond the central area to encompass lands primarily bounded by Tillson Avenue to the east, John Pound Road to the south, Broadway to the west, and North Street East to the north. Although the geographic extent of the Dereham-Forge CIP area was
expanded, the programs and text did not change.
Other CIP areas in the Town include the Forest Hill Gateway CIP Area, which was approved in
2007 and encompasses the area from Simcoe Street to the CN Rail Line to John Pound Road. The other CIP area in the Town is the Van Norman Industrial Area CIP, encompassing the industrial area on Clearview Drive. This CIP area was approved in 2011. These CIP programs
were predominantly targeted to industrial uses in these areas.
Town Staff together with Planning staff initiated the review of the three existing Community
Improvement Plans (Dereham Forge, Van Norman, Tillsonburg Gateway CIPs) and determined it would be advantageous to develop a new comprehensive Town-wide CIP that would identify
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Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016 several financial incentive programs to assist with renewal in the Downtown areas of the Town,
vacant industrial sites, and brownfield projects within the Town. Other details such as program eligibility based on use rather than location will be included in the proposed new CIP.
Discussion
Through a review of the existing Town CIPs and a number of neighbouring municipalities’ CIPs, Town staff determined that a number of existing programs could be enhanced to increase their
uptake. In identifying additional programs that would be viable in Tillsonburg, the intent is that
programs could also be bundled in order to leverage additional private sector investments in the Town.
It is important to note that there are a number of other incentives that the Town/ County offer with respect to promoting development that are not included as an incentive in any Community
Improvement Plan. County development charges for projects in the Central Area and Industrial
designation are exempt from development charges, and Town development charges for non-residential projects are also exempt. The relatively low fee charged for planning applications,
together with reduced parking requirements and cash-in-lieu of parking opportunities in the Central Area also assist to encourage development and redevelopment throughout the Town.
Possible Incentive Programs
Below is a range of possible incentive programs that could be included in the Town’s CIP
program, and their potential benefits and drawbacks. Some of these programs are included in the current Dereham Forge CIP Area; others are present in CIP programs from other
communities:
Program Pros Cons Staff Recommendation
Façade
Improvement Grant
- Can provide ‘quick wins’
and dramatically improve the streetscape
- Easy to administer and project financial impact
- Supports ‘beautification’ and adherence to design
guidelines
- No additional
floor space created for
growth - Requires annual
funding source
Staff recommend that this program
continue. Through the Façade Improvement Grant, many facades in
the Central Area have been upgraded and enhanced. Demand
for this program has been high in the past 4 years it has been offered by
the Town in partnership with the BIA.
Alleyway Façade
Improvement Grant
- Can provide ‘quick wins’ and dramatically improve
the streetscape - Easy to administer and
project financial impact - Supports ‘beautification’
and adherence to design guidelines
- No additional floor space
created for growth
- Requires annual funding source
Staff recommend that this program be included. This program would
provide matching funds, up to a maximum of $10,000 for works to
improve a portion of a building that is visible from an adjacent street or
alley, in accordance with the Central Area Design Study. The Façade
Improvement Committee identified this as a high priority need as the
Façade Improvement Program transitions.
Residential
Conversion, Rehabilitation
and
- Can increase the
residential density of the downtown, to support
local businesses
- Requires annual
funding source - At current interest
rates, private
Staff recommend that this program
be discontinued. The historical uptake of this program has been
weak, and other incentives such as
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Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016
Intensification Program
- Can result in investments and upgrades to older
buildings in the Central Area
lending institutions can
likely offer much better financing
the Tax Increment Equivalent Grant Program, Development Charges
Exemption for the Central Area appear to be more effective and
easier to administer.
Update to Building Code
Loan Program
- Can increase the accessibility and safety of
older buildings in the downtown
- Requires annual funding source
- At current interest rates, private
lending institutions can
likely offer much better financing
- Increased administration
burden
Staff recommend that this program be discontinued. Other tools, such
as Property Standards By-Law and Building Code can achieve
compliance if needed. Some elements of this program can be
incorporated into the Façade Improvement Grant or Alleyway
Façade Improvement Grant.
Tax Increment
Equivalent Grant Program
- No immediate financial
cost, as it involves forgoing tax increment for
short to medium term - Effective as an incentive
for larger-scale development and
redevelopment - Automatically leverages
County CIP
- Does require
additional resources to track
and administer - Forgone revenue
can be significant
Staff recommend that this program
be included, as it is the most popular incentive. This program also
automatically leverages the County CIP which matches this program in
the Central Area.
Design Grant Back Program
- Can provide professional assistance at the
beginning of the project, increasing the likelihood
of the project proceeding - Project may be more in
keeping with the design study
- Easy to administer - Project may proceed
more smoothly with professional assistance
- Not all projects may proceed
- Requires annual funding source
Staff recommend this program be included as it provides professional
assistance to get projects beyond a conceptual stage and has been very
effective for projects that incorporate urban design. This program would
provide matching funds, up to $2,500, for works to improve
commercial properties in the Central Area.
Building Permit
Grant Back Program
- Relative easy to
administer - Grants are based on
building permit value and are a greater incentive on
larger projects
- Requires annual
funding source
Staff recommend that this program
be included, subject to a project threshold of $150,000 to $500,000+.
This program has been popular in the past and is relatively easy to
administer.
Grant Back of Planning Fees
Program
- Can provide an incentive for projects that require
planning approvals. - Easy to administer
- Planning fees are relatively low,
incentive may not be effective
- Other fees (Official Plan
Amendment, severance and
subdivision)are not included
Staff recommend that this program be discontinued. Town planning
fees (Minor Variance, Site Plan, and Zone Change) are modest, below
cost- recovery, and already act an as incentive. With the current fees, the
maximum amount to be granted back would be $1150 (site plan and
zone change).
Legal and
Registration
- Increased convenience
for applicant
- Increased
administrative
Staff recommend that this incentive
be included. It could take the form of
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Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016
Costs - Can reduce Town’s risk/ liability associated with
agreements - Can reduce delays
- Registration is not very expensive
duties Town staff registering all agreements on title, or a grant back of
registration costs.
Brownfield
Redevelopment Incentive
Program
- Funds can be used to
identify possible contamination
- Increased information can eliminate uncertainty and
make the property and site more marketable and
attractive to future development
- Can be a significant incentive to redevelop
sites that have been vacant
- Requires annual
funding source - Environmental
investigations may be costly
and may require large grant to act
as an incentive
Staff recommend that this incentive
be included. This program would provide matching funds, up to a
maximum of $5,000. Brownfield development can be challenging due
to the potential uncertainty of contaminants and remedial
measures. Providing a grant/ matching funds towards a Phase II
Environmental Study or remedial works can significantly improve the
redevelopment potential of the site. The Town would receive a copy of
the study.
With this in mind, staff have identified the following range of programs that would be beneficial to be offered/included in a potential new CIP:
1. ALLEYWAY FAÇADE IMPROVEMENT GRANT PROGRAM
This Program is intended to provide grants to property owners in the Central Area to assist with non-street front façade improvements to be consistent with the Central Area Design Study and
to improve the appearance of rear alleys and other visible servicing corridors. This was
identified as a high priority need by the Façade Improvement Committee.
For the purposes of this program, an alleyway facade shall mean a portion of a non-street front
building that is visible from an adjacent street or alleyway. All works shall be pre-approved and generally be in keeping with the Central Area Design Study.
2. ARCHITECTURAL DESIGN GRANT PROGRAM
This program is intended to provide a grant to owners of lands and buildings in the Central Area
who wish to hire a professional such as an architect (for preparing designs, estimates, etc.), an engineer (for structural analysis) or accredited designer (landscape, interior, lighting or
graphics/signage) to develop a project concept for other programs offered under this CIP. Design Grants may be applied for prior to the submission of an application for such applicable program. All design work shall generally be in keeping with the Central Area Design Study to be
eligible for funding through this program.
3. BROWNFIELD REDEVELOPMENT INCENTIVE PROGRAM
This program is intended to stimulate private sector investment in the reuse and redevelopment
of brownfield sites and partially offset the costs associated with the site assessment and
remediation.
Incentives offered by the Town could include a grant equivalent to 50% of the cost of a Phase II
Environmental Site Assessment, designated substances and hazardous materials survey,
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Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016 remedial work plan or risk assessment. A maximum grant of $5000 is recommended per
environmental study and per property. 4. FAÇADE IMPROVEMENT GRANT
This program is intended to provide a loan or grant to encourage exterior renovations which are in keeping with the desired aesthetic effect and historical/heritage characteristics of buildings
within the designated areas. Eligible improvements may consist of external repairs to façades, including signage, lighting, entrances and display windows. Interior work is generally ineligible.
All commercial and residential properties in the Central Area would be eligible, as would
commercial properties outside of the Central Area located in high-profile locations. All works are to be generally in-keeping with the Central Area Design Study.
5. INCREMENTAL TAX REBATE PROGRAM
This program is intended to provide a grant to owners of lands and buildings who undertake
improvements or redevelopment that result in an increased property assessment. Such improvements or redevelopment are also to be generally in-keeping with the objectives of the
Town’s Strategic Plan and design principles of the Central Area Design Study. The amount of the grant provided will depend on the amount of the municipal portion of property
taxes that has increased as a result of the improvements. The increase in realty tax represents the annual municipal realty tax in each year following improvement or redevelopment of lands and buildings over and above municipal realty tax prior to improvement or redevelopment of the
lands in question. All property located within the Central Business District, and commercial and industrial properties within the CIP Area will be eligible for this program.
The increased in taxes, or tax increment, is calculated by subtracting the municipal portion of property taxes before reassessment from the municipal portion of property taxes after
reassessment. The Town may provide any proportion of the increment for any length of time
that Council deems appropriate, to a maximum of 10 years. The tax increment does not include any increase/decrease in municipal taxes due to a general tax rate increase/decrease.
Town staff have developed a suggested schedule of rebates, based on the location and value of the project, and is included as Appendix II.
6. LEGAL AND REGISTRATION COSTS
In order to provide additional incentive for those landowners assessing the CIP programs, the
Town will assume a portion of the legal costs and costs associated with registration of required agreements as part of the incentive to those accessing CIP programs.
7. PERMIT GRANT BACK PROGRAM
This program is intended to provide a grant equivalent to the fees paid for Building Permits within the designated areas. The program is meant to stimulate and encourage development
and property improvements. All commercial and industrial property located within the CIP area
will be eligible for this program, subject to meeting a minimum project value.
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Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING
Council Date: October 24, 2016 Conclusion
As part of the approval process for a new CIP, planning staff have undertaken consultations with the Ministry of Municipal Affairs and Housing, and will be scheduling a public open house to
solicit feedback on the proposed CIP. It is expected that these will occur later this fall, with a final version of the CIP program and the associated guidelines to be presented to Council shortly thereafter. In general, it is important to note that the inclusion of existing and revised economic incentives
in the Plan does not obligate Council to use them. All of the measures proposed for inclusion in
the CIP are considered to be part of a ‘toolbox’ to be used at Council’s discretion, which is to say that any of the programs may be initiated or discontinued at Council’s discretion and as the
program is warranted. As noted, Town Council will have the final approval as to how and when
these programs are implemented.
RECOMMENDATIONS
It is recommended that CASPO Report #2016-261 be received as information;
And further that staff be directed to advertise a public open house and undertake required public consultation regarding the proposed Town of Tillsonburg Community Improvement Plan.
SIGNATURES
Authored by: Original signed by Eric Gilbert, MCIP RPP, Senior Planner
Approved for submission: Original signed by Gordon K. Hough, RPP
Director
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1.0 PREAMBLE TO THE TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN 1.1 INTRODUCTION Community improvement planning is commonly used as a tool to provide assistance to municipalities to address challenges related to growth management, accessibility and development. It provides a means of planning and financing development activities that effectively assist in the redevelopment of lands, buildings and infrastructure through the implementation of various financial incentives. The intent of a Community Improvement Plan (CIP) is to outline, in one document, the possible range of improvement options which may be undertaken to promote and encourage renewal, redevelopment and rehabilitation within the key areas of the Town requiring investment. The Plan is also intended to provide general design direction to complement and assist with the implementation of the financial incentive programs enabled by this CIP. The Plan is intended to provide a list of suggested incentive programs that Council might draw upon in its decision making to direct funding towards programs deemed as a priority to assist with downtown improvement and attracting investment for significant development projects. As such, the Town is not obligated to implement all of the incentives outlined in this Plan, and may discontinue or reduce funding for the incentives at any time. Further, Town Council reserves the right to determine, at its sole discretion, the implementation schedule of the proposed financial incentives contained in the Plan. 1.2 LEGISLATIVE AUTHORITY AND POLICY FRAMEWORK 1.2.1 Municipal Act Ontario’s Municipal Act, 2001 is the principle statute governing municipal organization and the delivery of services in Ontario. The Act came into effect on January 1, 2003, replacing the 1990 Municipal Act. Effective January 1, 2007, the Municipal Statute Law Amendment Act introduced significant amendments to the Municipal Act, providing municipalities with greater flexibility to meet community expectations and fulfilling responsibilities. Section 106 of the Municipal Act prohibits municipalities from directly or indirectly assisting any manufacturing business or other industrial or commercial enterprise through the granting of financial incentives, a practice that is commonly referred to as ‘bonusing’. Notwithstanding Section 106, the Act does provide an exception which allows a municipality to offer certain incentives where the said municipality has approved a Community Improvement Plan in accordance with Section 28 of the Planning Act. 1.2.2 Planning Act The Planning Act empowers the Council of a lower-tier or local municipality to designate Community Improvement Project Areas (CIPAs) and develop CIPs in accordance with the Act. Where a municipality has an approved CIP in place, the Act directs that the municipality may:
Acquire, hold, clear, grade, otherwise prepare, sell, lease or otherwise dispose of lands;
Construct, repair, rehabilitate or improve buildings on lands acquired or held by the municipality;
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TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 2
Make grants or loans to registered owners, assessed owners and tenants of lands or buildings to pay for the whole or part of any cost of rehabilitating such lands or buildings; and
Enter into agreements with any government authority for conducting studies and for the preparation, implementation and financing of plans and programs. 1.2.3 Provincial Policy Statement The Provincial Policy Statement – 2014 (PPS) came into effect on April 30, 2014 and provides policy direction on matters of provincial interest related to land use planning and development. The PPS establishes the policy foundation for regulating the development and use of land and supports the provincial goal of enhancing the quality of life for the citizens of Ontario. The PPS is issued under Section 3 of the Planning Act, which requires that all decisions affecting land use planning matters “shall be consistent with” policy statements issued under the Act. The PPS provides high-level policy direction pertinent to community improvement areas, including intensification, redevelopment, mixed land use and heritage preservation. In this regard the PPS generally promotes:
Land use patterns in settlement areas based on densities and a mix of land uses that use land and resources efficiently, promote energy efficiency and provide a range of uses and opportunities for intensification and redevelopment (Section 1.1.3.2);
Opportunities for intensification and redevelopment where this can be accommodated taking into account existing building stock or areas, including brownfield sites (Section 1.1.3.3);
Development standards which facilitate intensification, redevelopment and compact form (Section 1.1.3.4);
Providing an appropriate range of housing types and densities to meet projected requirements of current and future residents with residential intensification, densities which support active transportation modes including public transit, and redevelopment which facilitates a compact form (Section 1.4.3);
Planning of streets and spaces which meet the needs of pedestrians, foster social interaction and facilitate community connectivity (Section 1.5.1);
A land use pattern, density and mix of uses which minimizes vehicle trips and supports transit and active transportation (Section 1.6.7.4);
Opportunities for economic development, maintaining and enhancing the vitality and viability of the downtown and mainstreets and encouraging a sense of place by conserving features that help define culture (Section 1.7.1);
Energy conservation and efficiency and improved air quality through compact form and a structure of nodes and corridors, focusing employment and other travel-intensive uses on sites which are well served by transit, improving the mixture of employment and housing to shorten commute journeys, design to maximize energy efficiency and conservation (Section 1.8.1); and,
Conservation of significant built heritage resources and significant cultural heritage landscapes (Section 2.6.1).
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1.2.4 Oxford County Official Plan
Central Area Vision Section 8.1.1 of the Oxford County Official Plan outlines the Municipal Planning Strategy for the Town of Tillsonburg, as articulated in Chapter 8 of the Official Plan. The goals articulated in Section 8.1.1 serve as general guidelines for detailed policy development. The Town aims to maintain and promote the downtown as the hub or heartbeat of the town, rich in commercial diversity and amenities which bolster its role as the focal point of the community. In the future, the Central Area of the Town of Tillsonburg will remain as the most functionally diverse area of the Town and will serve as the primary business, cultural and administrative centre. The commercial core of the Central Area will remain a viable regional retail shopping district capable of meeting the day to day and specialty needs of residents of the Town as well as serving the southern part of Oxford County and portions of Elgin and Norfolk Counties. At the same time the Central Area will increasingly serve as a people place and will have increased day and night activity through the introduction of residential development within and near the Central Area and through better integration of the Central Area with the wider community. New buildings and spaces will reflect a human scale of development which results in a significantly enhanced pedestrian environment. The heritage resources of the Central Area will be protected through heritage conservation and enhanced through new development which respects nearby heritage buildings. To support the Town’s goal of a vibrant central area, the Town supports the creation of new residential units within commercial and institutional buildings within the Central Area through the development of appropriate zoning standards. In addition, the Official Plan directs that where new development, expansion, or redevelopment is undertaken, Site Plan Control shall address issues such as parking, signage, lighting, barrier-free design and vegetation, to the effect of ensuring compatibility with adjacent land uses and achieving an overall high quality of development. Residential Areas
Official Plan policies in Section 8.2 facilitate a variety of housing type, tenure, cost and location that meets the changing needs of all types of households by providing for a variety and mix of housing throughout the Town. A strategic aim of the Town is also to promote and facilitate the provision of affordable housing through the co-operative efforts of all levels of government, the private sector and volunteer interest groups through such means as technical assistance, land conveyances, joint ventures, regulatory measures, and incentives.
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Cultural Heritage Policies The Official Plan requires that significant built heritage resources and cultural heritage landscapes that are valued by the community, be conserved. Section 8.3.2.2.5 of the Official Plan recognizes the importance of conserving and enhancing the Town’s heritage resources, including buildings, structures, sites and landscape elements having architectural, historical or cultural significance. In this regard the Town:
• Shall maintain the heritage resources which are in its ownership and shall ensure that public improvements are sensitive to the heritage character of the resource. In addition Town Council shall require that essential heritage elements are conserved, incorporated or maintained when any new use or development of such feature is proposed;
• May designate individual buildings or sites in the Central Area under the Ontario Heritage Act;
• May authorize the use of the density bonus provisions or transfer of density provisions of the Planning Act, in accordance with Chapter 10, Implementation Measures, as incentives to the private sector for heritage conservation;
• May administer programs of senior levels of government directed towards heritage conservation and may develop complementary municipal programs to maintain and enhance heritage elements in the Central Area. The CIP should support these policies in the Official Plan by recognizing existing cultural heritage resources and promoting the preservation and restoration of potentially significant properties within the Community Improvement Project Area. Transportation Policies According to Section 8.3.2.2.6, a strategic approach for Transportation is to provide for a safe, convenient and aesthetically pleasing integrated transportation system which will promote cycling and walking in the Central Area while continuing to provide adequate facilities to meet vehicular needs. The Town also endeavours to support improvements to the transportation system which will increase the use of bicycles and walking in the Town for commuting to work, shopping and other purposes, consistent with efforts to improve air quality, energy efficiency and non-auto modes of transportation.
Community Improvement Policies Section 10.4 of the County Official Plan includes policies intended to direct County and Area Municipal actions regarding upgrading, redeveloping and rehabilitating the physical environment of existing, older residential neighbourhoods, ancillary open space and recreational areas, commercial centres and industrial areas. The policies are intended to guide both private and public community improvement activities within designated community improvement project areas and are premised on a number of goals, including:
• The upgrade and improvement of municipal hard services, social and recreational facilities and public utilities;
• The preservation and upgrade of older residential neighbourhoods and settlements;
• The strengthening of existing central areas;
• The improvement of existing industrial areas by encouraging further development and redevelopment;
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• Consideration of participation in senior government funding assistance programs; and
• Encouraging the coordination of municipal, private and community organizations in promoting community improvement efforts. In addition to a number of general criteria for the designation of community improvement areas, the Official Plan provides additional guidance for identifying residential, commercial and industrial improvement areas based on, among other matters, the structural integrity of building stock, lack of community facilities and, in the case of commercial improvement districts, those areas that are experiencing high vacancy rates, inadequate off-street parking and poor traffic circulation. Contaminated Sites Section 10.4.6 of the Official Plan provides that where a redevelopment proposal demonstrates a change in land use on a site where contaminants may be present, the County and/or Town will require that environmental site assessment and site cleanup be undertaken as required in accordance with Section 3.3.3.2. The County and/or Town may:
• Provide grants and/or loans to owners and tenants of properties to assist in clean up and redevelopment of the lands or buildings to conform with the Community Improvement Plan;
• Cancel or not increase the municipal portion of the property tax on sites during the rehabilitiation period; and
• Cancel or not increase the education portion of the property tax on sites during the rehabilitation period with the approval of the Ministry of Finance. 1.2.5 Central Area Design Study The Central Area Design Study was completed in 2012 by Brook McIllroy, Town staff, and County Planning Staff. It was approved by Council in September 2012. The main objectives of the design study are:
• Elevate and promote the cultural heritage and built form of Broadway Street;
• Create an urban design vision that highlights the diverse character of Central Area of Tillsonburg, while prioritizing inherently sustainable approaches;
• Identify the unique character areas within the Central Area and prepare specific visions and urban design guidelines for each;
• Improve connection within the Central Area as well as between the downtown and the surrounding community;
• Transform Broadway Street into a weekday, evening, and weekend destination with a mix of uses and activities. Town staff have identified that the successful implementation of the study will be tied to incentives and CIP programs that will encourage property owners and developers to use the recommendations of the Design Study into their projects. To date, through a Façade Improvement Program Grant, the Town and Tillsonburg BIA has partnered with numerous businesses and property owners to improve the façade of buildings at prominent locations in the downtown.
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1.3 PROCESS In August 2015, Town Staff together with Planning staff initiated the review of the three existing Community Improvement Plans (Dereham Forge, Van Norman, Tillsonburg Gateway CIPs) and determined it would be advantageous to develop a new comprehensive Town-wide CIP that would identify several financial incentive programs to assist with renewal in the Downtown areas of the Town, vacant industrial sites, and brownfield projects within the Town. The Town CIP has been prepared in accordance with the provisions of Section 28 of the Planning Act. The draft Community Improvement Plan (CIP) was circulated to the prescribed public bodies as required by Section 17 of the Act and a final draft was prepared, reflecting those comments received through the noted circulation, where applicable. 2.0 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN 2.1 COMMUNITY IMPROVEMENT PROJECT AREA (CIPA) The CIP applies to all lands within the Town of Tillsonburg, as identified on Appendices I, respectively. 2.2 PURPOSE
The purpose of the Town CIP is to promote development and redevelopment of lands within the Town’s Central Area (areas designated as Central Business District & Entrepreneurial District as depicted on Schedule T-1 of the Oxford County Official Plan), as well as promote brownfield redevelopment opportunities and redevelopment of vacant employment buildings throughout the Town. 2.3 GOALS AND OBJECTIVES The fundamental goal of the CIP is to promote development in the Central Areas and employment lands by encouraging property and business owners to improve the visual quality and function of buildings with a view to enhancing the long-term viability and economic stability of the Town. Generally, the objectives of the CIP are to:
facilitate the ongoing viability, vitality and revitalization of the Central Area of the Town;
encourage long-term investment that improves the economic climate of the Town;
outline a set of key design principles to form a basis for improvement efforts;
improve the physical and visual quality of the existing building inventory;
conserve and strengthen traditional heritage features within designated community improvement areas by encouraging improvement that is ‘sympathetic’ to the history of the area and encouraging reuse;
promote a visually attractive, safe and clean public realm that is accommodating and accessible to all users;
stimulate private investment activity and private property maintenance; and
increase sense of community participation and civic pride.
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2.4 MONITORING AND CHANGES TO THE CIP The Town supports actions that may be undertaken to promote revitalization and renewal, either through the use of one initiative or a combination of complementing incentives. However, the Town is not obligated to implement the incentive programs as outlined in this Plan and may choose to discontinue any incentive associated with the CIP at the sole discretion of Town Council. Where Town Council resolves to discontinue a program or incentive, any approved projects underway at the time will generally be honoured until the development is concluded. 2.5 IMPLEMENTATION
Council shall prepare and adopt a set of guidelines and procedures to establish specifics on how the various elements of the Plan will be implemented. The guidelines will address such issues as the application and approval procedures, agreement requirements, and how decisions will be made regarding which projects receive approval. At the time Council establishes its annual budget, Council will determine the maximum contribution to be made available to various programs under the CIP for the current year. The Town will conduct periodic reviews of the programs being implemented under the CIP to determine their effectiveness and to determine whether funding levels should be increased or decreased, or whether modifications to the program should be made. Any changes to the financial incentives programs will require pre-consultation with Ministry of Municipal Affairs and Housing (MMAH). 3.0 FINANCIAL INCENTIVE PROGRAMS This section outlines the financial incentive programs that may be implemented by the Town through the CIP. These incentive programs are designed to stimulate and assist new development, redevelopment and rehabilitation of vacant, underutilized or deteriorated properties in the designated areas of the Town and may be funded by way of both grants and loans. Annual limits on expenditures/funds to be made available for the financial incentive programs in this Plan will be determined by Town Council. Detailed program implementation policies will also be established by the Town for the programs identified in this Plan. The following general implementation and eligibility criteria shall apply to all financial incentive programs offered through this plan:
Applications for funding shall generally be submitted prior to the issuance of a building permit. Grants will only be paid out after the applicable improvements have been completed and inspected by the Town and all outstanding work orders have been satisfied;
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All taxes and other Municipal financial obligations for a property must be paid in full before any grant or loan is paid to an eligible property owner. The Town reserves the right to request an independent audit of the applicants accounts, at the expense of the applicant;
If a property is under an assessment appeal, the grant or loan application will be held in abeyance until the appeal is resolved;
Any program applicant may be required to provide a business plan and detailed cost estimates for the proposed works as part of the application;
Participating property owners may be required to enter into an agreement with the Town specifying such items as the level of loan or grant available and the terms and conditions associated with the loan or grant, including the circumstances whereby an owner would be obligated to repay the Town for any loans or grants received;
If a building erected or improved with a program grant or loan is demolished prior to the expiry of the grant or loan period, or the property is not maintained in a satisfactory state of repair consistent with Town By-laws, the grant or loan is forfeited and will be recovered by the Town;
To be eligible for any of the funding programs, the proposed work shall conform with the goals of this CIP, all Town policies, standards and procedures including the Town’s Property Standards By-law, Town’s Sign By-law, Town Zoning By-law, site plan guidelines and the Central Area Design Study as appropriate, and will be subject to review and the issuance of all required planning and development approvals and building permits;
The total cost of all grants and loans provided by the Town and County combined may not exceed the total cost of rehabilitation;
All applications for loan assistance under this CIP will be considered on a 'first come, first served' basis and will be restricted to the limit of budgeted funding. Should the number of eligible projects exceed the annual funding available, those eligible projects will be held in queue until and if funding becomes available the following year;
Any applicant may be required to provide detailed quotes and/or cost estimates for services and materials subject to an application;
The Town may, at any time, discontinue or cancel funding of a program.
Unused funds from a particular program may to be transferred to reserve for CIP use in future years at the discretion of Town Council. The following is a brief description of each program that may be offered at the discretion of Town Council within all or part of the Community Improvement Project Area. A summary of the program descriptions appear in Appendix II of this Plan.
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3.1 INCREMENTAL TAX REBATE PROGRAM This program is intended to provide a grant to owners of lands and buildings who undertake improvements or redevelopment that result in an increased property assessment. The amount of the grant provided will depend on the amount of the municipal portion of property taxes that has increased as a result of the improvements. The increase in realty tax represents the annual municipal realty tax in each year following improvement or redevelopment of lands and buildings over and above municipal realty tax prior to improvement or redevelopment of the lands in question. All commercial and residential properties located in the Central Area are eligible for this program. Commercial areas outside of the Central Area and industrial properties may also be eligible, where appropriate. The increase in taxes, or tax increment, is calculated by subtracting the municipal portion of property taxes before reassessment from the municipal portion of property taxes after reassessment. The Town may provide any proportion of the increment for any length of time that Council deems appropriate, to a maximum of 10 years. The tax increment does not include any increase/decrease in municipal taxes due to a general tax rate increase/decrease, or projects that result in a tax class change without an increase in assessment due to redevelopment. 3.2 FAÇADE IMPROVEMENT GRANT This program is intended to provide a loan or grant to encourage exterior renovations which are in keeping with the desired aesthetic effect and historical/heritage characteristics of buildings within the designated areas. Eligible improvements may consist of external repairs to façades, including signage, lighting, entrances and display windows. Interior work will not be eligible. All commercial and residential properties in the Central Area shall be eligible and commercial properties outside of the Central Area may be eligible at prominent locations. 3.3 ALLEYWAY FAÇADE IMPROVEMENT GRANT This Program is intended to provide loans to property owners in the Central Area to assist with non-street front façade improvements to be consistent with the Central Area Design Study and to improve the appearance of rear alleys and other visible servicing corridors. All commercial and residential properties in the Central Area shall be eligible. For the purposes of this program, a non-street front facade shall mean a portion of a non-street front building that is visible from an adjacent street or alleyway. All works shall be pre-approved and generally be in keeping with the Central Area Design Study. 3.4 BUILDING PERMIT FEE REBATE PROGRAM This program is intended to provide a grant equivalent to the fees paid for Building Permits. The program is meant to stimulate and encourage development and property improvements. All commercial properties located in the Central Area shall be eligible, as well as all industrial properties throughout the Town.
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3.5 ARCHITECTURAL DESIGN GRANT PROGRAM This program is intended to provide a grant to owners of lands and buildings in the Central Area who wish to hire a professional such as an architect (for preparing designs, estimates, etc.), an engineer (for structural analysis) or accredited designer (landscape, interior, lighting or graphics/signage) to develop a project concept for other programs offered under this CIP. Design Grants may be applied for prior to the submission of an application for such applicable program. All design work shall generally be in keeping with the Central Area Design Study to be eligible for funding through this program. All commercial properties in the Central Area shall be eligible. 3.6 LEGAL AND REGISTRATION COSTS In order to provide additional motivation for those landowners assessing the CIP programs, the Town will assume a portion of the legal costs and costs associated with registration of agreements for all of the above listed programs. 3.7 BROWNFIELD REDEVELOPMENT INCENTIVE PROGRAM This program is intended to stimulate private sector investment in the reuse and redevelopment of brownfield sites and partially offset the costs associated with the site assessment and remediation. Incentives offered by the Town could include a grant equivalent to 50% of the cost of a Phase II Environmental Site Assessment, designated substances and hazardous materials survey, remedial work plan or risk assessment. A maximum grant would be determined by Town Council per environmental study and per property. 3.8 COUNTY TAX GRANT BACK INCENTIVE PROGRAM The County has also adopted a Community Improvement Plan that applies to those lands within the County of Oxford that are subject to a local municipal downtown, central area, or village core-oriented community improvement plan. All lands within the Central Area of the Town of Tillsonburg, as identified on Appendix I, have been designated by County Council, by by-law, as a Community Improvement Project Area (CIPA) for the purpose of administrating the CCIP. Similar to the tax incentive program offered through the Town CIP, the County CIP provides a tax grant back to owners of commercial, industrial or institutional properties and buildings who undertake improvements or redevelopment that result in an increased property assessment. Where a property is eligible for a tax grant back in accordance with the eligibility criteria as contained in the Town CIP and is located in the Central Area, as defined in the County CIP, the subject property may be eligible to receive a grant back for the increased County portion of taxes that would result in the proposed redevelopment or improvement. As the County CIP is intended to complement and enhance the incentives offered through the Town CIP, this duplication of financial assistance is acknowledged and will be permitted.
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ESSELTINE
DR TILLSON AVENORTH ST E
CONCESSION ST W
BALDWIN ST
CONCESSION ST E
VIENNA RDGOSHENSTLISGAR AVE
WIL
S
ONAVESIMCOE
ST
D E V O NSHI
RE
A
VE
GLENDALEDR
TILLSONSTBR O CK S T E
NORTH ST W
OXFORD ST
QUARTER TOWN LINEQUARTER TOWN LINEBROADWAYBROADWAYTOWN LINE RD
DEREHAMDR CRANBERRY RDCHARLOTTEAVEH IGH W AY 3
HIGHWAY 3
HIGHWAY 3 BELLMILLSI
DERDPO T T E R S R D
JOHNPOUND RD
BRIDGESTE
NEWELL RD HARVESTAVE
CLEARVIEW DR
500 0 500 1,000 1,500250
Metres
¬Central Area
Central Business District
Entrepreneurial District
Town of Tillsonburg Community
Improvement Project Area
TOWN OF TILLSONBURG
COMMUNITY IMPROVEMENT PROJECT AREA
SCHEDULE 1
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APPENDIX II TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN SUMMARY OF RECOMMENDED COMMUNITY IMPROVEMENT INITIATIVES PROGRAM ELIGIBILITY CRITERIA
Alleyway Façade Improvement Grant
Interest free loan or grant for alleyway building facade improvements and works to comply with the Central Area Design Study, for properties in the Central Area.
• 50/50 matching funds.
• Maximum of $10,000 per project.
• Commercial properties in the Central Area are eligible.
• Projects that incorporate Ontario Building Code improvements such as stairs, railings, guards, fire escapes, etc. are also eligible.
• Projects that meet energy conservation and efficiency goals shall be given a higher score. Architectural Design Grant Program
Grant to offset cost of retaining professionals to provide acceptable design(s), in accordance with the Town Central Area Design Study for eligible properties in the Central Area.
• 50/50 matching funds.
• Maximum of $2,500 per project.
• Commercial properties in the Central Area are eligible. Brownfield Redevelopment Grant Program
Grant to cover up to 50% of the cost of a Phase II Environmental Site Assessment (ESA), designated substances and hazardous materials survey, remedial work plan or risk assessment.
• 50/50 matching funds.
• Maximum of $5,000 per project.
• Applicant must provide a copy of the ESA to the Town. Building Permit Fee Rebate Program
Rebate of Building Permits fees for commercial and industrial properties in the CIP area. Commercial Properties outside of the Central Area are not eligible for building permit grants. Industrial Projects – Small (Project value of $150,000 to $500,000)
• Grant of 100% of the applicable building permit fees offered as a rebate once the project is completed. Industrial Projects – Large (Project value of $500,000 or more)
• Grant of 50% of the applicable building permit fees offered as a rebate once the project is completed. Commercial Projects – Central Area (Minimum project value of $150,000) Rebate of the applicable building permit fee offered once the project is complete, as follows:
• General renovations/rehabilitations - 25% Rebate;
• Projects that will improve the overall attractiveness of the streetscape and downtown - 50% Rebate;
• Projects that meet above criteria and provide exemplary attention to detail and a high level of design – 75% Rebate.
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PROGRAM ELIGIBILITY CRITERIA
Facade Improvement Grant
Interest free loan or grant for exterior renovations of buildings within the Central Area. Eligible improvements may consist of external repairs to facades, including signage, lighting, entrances and display windows. Interior renovations will not be eligible.
• 50/50 matching funds.
• Maximum of $10,000 per façade.
• Commercial properties in the Central Area are eligible.
• Other commercial properties outside of the Central Area may also be eligible at prominent locations. These projects will not be eligible for the matching BIA funds.
• Project shall conform to the design principles contained within the Town’s Central Area Design Study as determined by the Façade Improvement Review Committee.
• Projects that meet energy conservation and efficiency goals shall be given a higher score.
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PROGRAM ELIGIBILITY CRITERIA
Incremental Tax Rebate Program
Grant to rebate increase in Town property taxes resulting from improvements or redevelopment of lands and buildings, for properties located in the CIP area. Projects must meet the following general eligibility criteria:
• An increased property assessment value;
• Support Town objectives such as increased residential density, retail, business services and industrial diversity as contained in the Town’s strategic plans;
• Conform to the principles of the Town’s Central Area Design Study (where applicable);
• Additional criteria including 75% of the front of the building is comprised of glass, brick or stone and preference given to projects that use a brick consistent with the yellow heritage brick evidenced throughout the downtown (for properties zoned ‘Central Commercial (CC)’ & ‘Entrepreneurial (EC)’, where applicable).
• Projects that meet energy conservation and efficiency goals, as well as water conservation and re-use goals shall be given a higher score. Commercial and Multi-Residential Projects (Within Central Area) - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall attractiveness of the streetscape/community and provide attention to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11.
• Projects that are of strategic interest to the community and provide exemplary attention to detail and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Commercial Projects (Outside Central Area) - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall attractiveness of the streetscape/community and provide attention to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11.
• Projects that are of strategic interest to the community and provide exemplary attention to detail and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Industrial Projects - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall competitiveness of Tillsonburg’s economic base while provide a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11.
• Projects that are of strategic interest to the community and provide a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Legal and Registration Costs Grant
Grant to reimburse legal costs and costs associated with the registration of agreements associated with the above programs.
• Town staff may register applicable agreements on title, or provide a grant to a maximum of $250 to reimburse legal costs of having a solicitor register the applicable agreements on title.
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APPENDIX III TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN RECOMMENDED INCREMENTAL TAX REBATE GUIDELINES - DECISION MAKING MATRIX
DEVELOPMENT TYPE CRITERIA LEVEL OF TAX INCREMENT GRANT
Downtown Commercial and Multi-Residential Projects
Projects that meet General Downtown Development Objectives:
• General property renovations/ rehabilitations that will improve the attractiveness of the Downtown
Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate, Year 4 - 40% rebate Year 5 - 20% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 6
• Only Multi-Residential projects with a minimum of 5-units are considered Projects that meet High Level Downtown Development Objectives:
• Improves the overall attractiveness of the streetscape/community
• Projects that conform to some of the design and general guidelines contained in the Town’s Central Area Design Study
o E.g. Matching height with adjacent buildings, building maintains/ improves consistency with heritage elements from adjacent buildings
• Improved accessibility
Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 11
• Only Multi-Residential projects with a minimum of 5-units are considered
Projects that meet Strategic Level Downtown Development Objectives:
• Projects that conform to many of the design and general guidelines contained in the Town’s Central Area Design Study
• Incorporate environmental sustainability features and technology that results in energy conservation and reduced environmental impact
• Improved accessibility with no barriers to access
Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 11
• Only Multi-Residential projects with a minimum of 5-units are considered
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Commercial Projects Outside of Downtown
Projects that meet General Commercial Development Objectives:
• General property renovations/ rehabilitations that will improve the attractiveness of the community
Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate Year 4 - 40% rebate Year 5 - 20% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 6
Projects that meet High Level Commercial Development Objectives:
• Improves the overall attractiveness of the streetscape/community
• Projects that provide a higher level of architectural design
o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements
Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 11 Projects that meet Strategic Level Commercial Development Objectives:
• Significantly improves the overall attractiveness of the streetscape/ community
• Provides for a high level of architectural design:
o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements
• Incorporates environmental sustainability features and technology that results in energy conservation and reduced environmental impact
Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate
• Rebate amount is calculated based on incremental assessment growth
• Full taxes are payable in year 11
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Industrial Projects
Projects that meet General Industrial Development Objectives:
• General property renovations/ rehabilitations that will improve the attractiveness of the community
Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate, Year 4 - 40% rebate Year 5 - 20% rebate Rebate amount is calculated based on the incremental assessment growth only Full taxes are payable in year 6
Projects that meet High Level Industrial Development Objectives:
• Improves the overall attractiveness of the streetscape/community
• Projects that provide a higher level of architectural design:
o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements
Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate Rebate amount is calculated based on the incremental assessment growth only Full taxes are payable in year 11 Projects that meet Strategic Level Commercial Development Objectives:
• Significantly improves the overall attractiveness of the streetscape/community
• Provides for a high level of architectural design:
o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements
• Incorporates environmental sustainability features and technology that results in energy conservation and reduced environmental impact
• Supports growth in key economic sectors for the Town, E.g. Automotive, High Tech Manufacturing, Agri-food/Food Processing, Energy, etc.
Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate Full taxes are payable in year 11
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Report Title UPDATE – County of Oxford
Report No. MYR 16-10
Author Mayor Stephen Molnar
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments
RECOMMENDATION
THAT Council receive report MYR 16-10, as information.
EXECUTIVE SUMMARY
The purpose of this report is to provide information regarding any reports and recommendations
from local representation at Oxford County Council.
CONSULTATION/COMMUNICATION
As a result of the effort to expand access to knowledge and information for Town Council and local stakeholders, this report is intended to provide material on activities that transpire at Oxford
County Council that may have an impact on the Town of Tillsonburg. Further, this type of report
will further satisfy mandates as reinforced in the Community Strategic Plan to provide for a more
accessible and open governance model.
INFORMATION
• On September 14, 2016, County Council supported a staff recommendation (Report PW
2016-48) to retain a Status Quo on the delivery model of Large Item Collection. This was in
response to an earlier request, through a Notice of Motion, to further restrict items collected
through curbside pickup and in Tillsonburg at the Transfer Station. This decision will allow the Town to continue to work with the County, and the MOECC to ensure long-term sustainable
approach to the operational aspect of the local station.
• County Report HS 2016-08 (September 28/16) was adopted, endorsing the 16 unit multi-residential housing development by Tillsonburg Properties for Community Living at 136
Concession Street East. The value of the County support, through the 2016-17 Social
Infrastructure Fund is $ 1,126.795.00. Tillsonburg Council had earlier supported the
application on September 26, and had forwarded this endorsement to the County as information.
• The issue of the opportunity of Shared Court Security costs (CS 2016-25) was introduced
again at County Council meeting of October 12, 2016. The material report from CAO Calder (CAO 16-11), as endorsed by municipal Council on September 26, was an integral part of the
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discussion to highlight the concerns of Tillsonburg Council, and as shared by other municipalities in Oxford. After much deliberation, an amending resolution to defer the report
was supported by a majority of County Council. It is anticipated that this will return for review
on November 9, 2016. If this recommendation is ultimately supported it would increase the
County requirement from taxation, from Tillsonburg ratepayers, of approximately $37,000.
FINANCIAL IMPACT/FUNDING SOURCE
Whereas the material contained in this report is a summary of Oxford County information, there
is no direct impact on the finances of the Town of Tillsonburg as would require approval by
Municipal Council or direction from corporate staff.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
Material contained within this report streamlines communication to the public on activities that transpire at Oxford County Council which may impact the Town of Tillsonburg and demonstrates
accountability and good governance practices.
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Report Title 2016 Third Quarter Financial Results
Report No. FIN 16-30
Author JANELLE COSTANTINO
Meeting Type Council Meeting
Council Date OCTOBER 24, 2016
Attachments N/A
RECOMMENDATION
THAT Council receives report FIN 16-30 2016 Third Quarter Financial Results as information.
EXECUTIVE SUMMARY To provide Council with the January 1, 2016 to September 30, 2016 Town wide actual financial
results and projections through to December 31, 2016.
SUMMARY OF OPERATIONAL RESULTS
The attached spreadsheet summarizes by department the variances between 2016 actual
results as at September 30, 2016 and the 2016 YTD budget. The overall Town wide
consolidated surplus as at September 30, 2016 is $107,393, excluding a surplus of $77,344 from
the Building department which is to be contributed to the Reserve Stabilization Fund per the
Ontario Building Code Act.
The projected deficit through to December 31, 2016 is $19,500 or 0.14% of the 2016
requirement from taxation.
Questions or comments relative to the departmental 2016 Q3 revenues and expenditures and
projections through to December 31, 2016 should be referred to the other members of the
Senior Leadership Team for commentary.
Page 1 / 1 FIN16-30 2016 Third Quarter Financial Re
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2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFinance110 Finance2,009,700 1,286,136 1,299,703 13,567 Net Revenue over budget $19,200; Net labour over budget 19,400; Insurance Claim over budget $10,000; Interest & Finance charges over budget $8,300; Consulting/Legal under budget $5,100120 CSC63,300 34,485 14,058 (20,427) Billing related Expense under budget $17,800 Postage and Equipment Rental; Net Building Maintenance under budget $1,600Total Finance 2,073,000 1,320,621 1,313,761 (6,860) DCS100 Council319,900 224,928 222,043 (2,885) Net Revenue over budget $3,000 - donation received for fireworks; Training under budget $2,900; Special Events over budget $2,500180 Protection212,200 138,903 122,839 (16,064) Net labour under budget $3,200 - School crossings; Net Animal Control under budget $12,400; Training under budget $; Consulting/Legal expense over budget $ 2,400- Fences bylaw190 Building83,300 50,856 -26,488 (77,344) Net revenue over budget $86,900 - primary Permit revenue; Net labour over budget $5,500; Consulting/legal over budget $12,900 - fences bylaw; Supplies expense under budget $3,700; Special projects under budget $3,200 - fee study500 DCS91,400 -35,033 -50,099 (15,066) Net discover Tillsonburg under budget $15,200505 EcDev335,100 259,131 266,632 7,501 Net revenue over budget $11,800 - SOMA and Lease; Net labour over budget $14,900 due to website overtime and add'l part-time; Meeting expense over budget $3,200; Special projects under budget $8,000; supplies over budget $7,100Total DCS 1,041,900 638,785 534,927 (103,858) Fire150 Fire1,149,400 872,381 866,734 (5,647) Net labour over budget $20,800; Equipment Supplies & Repair over budget $13,300; Supplies Expense under budget $23,700; Subcontractor Expense under budget $18,700; Training under budget $8,000; Equipment Maintenance Contract under budget $6,600; Net capital over budget $25,100 - timing of debt proceeds relating to fire communication equipment upgrades160 Police2,825,000 2,341,812 2,348,355 6,543 Net revenue under budget $9,600 - timing; Net Police contract under budget $7,700;Net Police Service Board under budget $8,300; Net building Maintenance over budget $11,300Total Fire 3,974,400 3,214,193 3,215,089 896 For period ending September 30, 2016Quarterly Reports210
2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFor period ending September 30, 2016Quarterly ReportsOperations130 Fleet(320,300) 125,318 66,886 (58,432) Net labour over $13,500; Equipment Supplies & Repair over budget $13,600; Net revenue over $26,500 - primarily external parties (Hydro); Fuel & Oil expense under $55,100;145 Hyd(270,200) 27,265 24,084 (3,181) Net labour under budget $16,500; Subcontractor Expense over budget $17,400 - Recoverable; Supplies under budget $8,300200 Op Admin218,500 152,550 144,964 (7,586) Net expense under budget $6,500210 Engineering267,800 219,270 190,959 (28,311) Net labour under budget $36,800 - Vacancy, Part time and Overtime; Overhead recovery under budget $14,900 - Allocation of Technologist to Water, offset with surplus in labour; Net expenses under budget $6,100220 Roads1,836,600 1,476,650 1,502,359 25,709 Net labour over $8,100 - allocation; Subcontractor Expense over budget $15,500225 Winter Mtce510,600 399,800 406,067 6,267 Net labour over budget $10,600; Subcontractor expense under budget $3,100230 Parking(1,000) -62,925 -83,423 (20,498) Net labour under budget $13,400; Snow removal under budget $7,700235 Streetlights305,100 218,125 246,901 28,776 Net labour under budget $2,400; HLW expense over budget $20,800; Material/inventory Expense under budget $3,900; Fleet Charges over budget $11,500; Net capital expenditures over budget $4,800240 Airport100,600 38,263 8,971 (29,292) Net revenue over budget $19,100; Net Fuel sales loss of $12,000; Net labour under budget $7,600; Meetings&Legal under budget $6,600260 Storm Sewers195,000 221,375 195,532 (25,843) Net labour under budget $30,700; Subcontractor Expense over budget $6,200280 Solid Waste & Recycling202,000 191,550 175,894 (15,656) Net labour under $5,700; Net bag Tag Sales over budget $8,300 - timingTotal Operations 3,044,700 3,007,241 2,879,194 (128,047) 211
2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFor period ending September 30, 2016Quarterly ReportsRCP300 Cem216,900 138,261 103,688 (34,573) Net revenue under budget $1,600; Net labour under budget $31,900; Subcontractor Expense under budget $5,000450 Parks542,200 510,324 532,956 22,632 Net revenue over budget $9,200; Net labour over $34,000 - Allocation to Cemetery; Supplies Expense over budget $8,800; Subcontractor Expense over budget $7,500; Equipment Rental under budget $3,200; HWL under budget $3,000; Net Capital projects: under budget $8,600 - Portable Bleachers & Annandale Diamonds460 Rec - Programs281,400 193,616 235,661 42,045 Net revenue under $21,900; Net labour over $14,700 - mainly Part time and OT; Program Supplies Expense over $13,100; Advertising Expense under budget $5,900465 Rec - Bldg Mtce2,150,200 1,500,252 1,525,059 24,807 Net labour under $14,700; Building Repairs & Maint. under $3,600; HLW over budget $50,700; Equipment Maintenance Contract expense over $12,200; Equipment Supplies & Repairs under budget $11,900467 EFC(32,400) -27,568 -40,580 (13,012) Net Building Expenditures under budget $12,700475 Museum276,200 221,838 233,071 11,233 Net revenue under budget $19,500; Net labour over budget $3,400; Subcontractor Exp under budget $3,300; Advertising Exp under budget $3,600Total RCP 3,434,500 2,536,723 2,589,855 53,132 Taxation600 Municipal - Tax levy(13,468,500) - 600 Municipal - Supps, W/O's(100,000) - Total Taxation(13,568,500) - - - Total Town - (184,737) 212
Finance, 13,567
Customer Service, (20,427)
Council, (2,885)
Protection/Bylaw, (16,064)
Building Dept., (77,344)
Development & Communications, (15,066)
Economic Development, 7,501
Fire Services, (5,647)
Police Services, 6,543
Fleet, (58,432)
THI -Town, (3,181)
Operations Admin, (7,586)
Engineering Dept, (28,311)
Roads, 25,709
Winter Maint., 6,267
Parking, (20,498)
Streetlights, 28,776
Airport, (29,292)
Storm Sewers, (25,843)
Solid Waste & Recycling, (15,656)
Cemetery, (34,573)
Parks, 22,632
Recreation - Programs, 42,045
Recreation - Facilities, 24,807
Elliot Fairbairn Centre, (13,012)
Museum, 11,233 (100,000) (80,000) (60,000) (40,000) (20,000) - 20,000 40,000 60,000$(Surplus) or Deficit 2016 Q3Net Levy VariancesFinanceCustomer ServiceCouncilProtection/BylawBuilding Dept.Development &CommunicationsEconomicDevelopmentFire ServicesPolice ServicesFleetTHI -TownOperations AdminEngineering DeptRoadsWinter Maint.ParkingStreetlightsAirportStorm SewersSolid Waste &RecyclingQ3 Net Surplus$184,737Less: Building Surplus $ 77,344$107,393213
2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Forecast(Surplus)/Deficit ExplanationsFinance110 Finance2,009,700 1,286,136 1,299,703 13,567 Anticipating to meet budget120 CSC63,300 34,485 14,058 (20,427) 20,000 Labour over budget - backfilling positionsTotal Finance2,073,000 1,320,621 1,313,761 (6,860) 20,000 DCS100 Council319,900 224,928 222,043 (2,885) 3,500 Over budget due to events that were not planned in advance. 180 Protection212,200 138,903 122,839 (16,064) (10,000) 190 Building83,300 50,856 26,488- (77,344) Does not contribute to Town's overall finanical position per the Building Code Act 500 DCS91,400 35,033- 50,099- (15,066) Antipate to meet budget 505 EcDev335,100 259,131 266,632 7,501 15,000 Anticipating a $15K deficit due website overtime, additional part-time and promotional item purchases Total DCS1,041,900 638,785 534,927 (103,858) 8,500 Fire150 Fire1,149,400 872,381 866,734 (5,647) (10,000) 160 Police2,825,000 2,341,812 2,348,355 6,543 Anticipate to meet budget Total Fire3,974,400 3,214,193 3,215,089 896 (10,000) Operations130 Fleet(320,300) 125,318 66,886 (58,432) (25,000) Fuel Savings 145 Hyd(270,200) 27,265 24,084 (3,181) - Anticipated to Meet Budget 200 Op Admin218,500 152,550 144,964 (7,586) - Anticipated to Meet Budget 210 Engineering267,800 219,270 190,959 (28,311) (20,000) Vacancy Labour Savings 220 Roads1,836,600 1,476,650 1,502,359 25,709 - Anticipated to Meet Budget 225 Winter Mtce510,600 399,800 406,067 6,267 - Anticipated to Meet Budget 230 Parking(1,000) 62,925- 83,423- (20,498) (20,000) Net Labour and Net Expense Savings 235 Streetlights305,100 218,125 246,901 28,776 20,000 H,L,W over budget 240 Airport100,600 38,263 8,971 (29,292) (15,000) Increased Net Revenues and Decreased Net Labour 260 Storm Sewers195,000 221,375 195,532 (25,843) - Anticipated to Meet Budget 280 Solid Waste & Recycling202,000 191,550 175,894 (15,656) (5,000) Labour Savings Total Operations3,044,700 3,007,241 2,879,194 (128,047) (65,000) RCP300 Cem216,900 138,261 103,688 (34,573) (45,000) 450 Parks542,200 510,324 532,956 22,632 40,000 460 Rec - Programs281,400 193,616 235,661 42,045 35,000 465 Rec - Bldg Mtce2,150,200 1,500,252 1,525,059 24,807 25,000 467 EFC(32,400) 27,568- 40,580- (13,012) - 475 Museum276,200 221,838 233,071 11,233 11,000 Total RCP3,434,500 2,536,723 2,589,855 53,132 66,000 Taxation600 Municipal - Tax levy(13,468,500) - 600 Municipal - Supps, W/O's(100,000) - - Total Taxation(13,568,500) - - - - Total Town- (184,737) 19,500 Quarterly ReportsFor period ending September 30, 2016Labour underspending at the Cemetery is offset by overspending in Parks. Revenue shortfalls in arena and room rentals and overspending in part time labour is causing the deficit in Programs. Increased utility costs cannot be entirely mitigated within the Facilities Division. Revenue from the Wingfield performances did not meet budget expectations at the Museum.214
Report Title 2016 Third Quarter Finance Department Results
Report No. FIN 16-31
Author JANELLE COSTANTINO
Meeting Type Council Meeting
Council Date OCTOBER 24, 2016
Attachments N/A
RECOMMENDATION
THAT Council receives report FIN 16-31 2016 Third Quarter Finance Department results as information.
EXECUTIVE SUMMARY To provide Council with the actual January 1, 2016 to September 30, 2016 Finance Department financial results and the projected Finance Department 2016 financial results.
SUMMARY OF OPERATIONAL RESULTS
2016 Business Objectives
Objective Target Date Status
Upgrade Northstar software TBD Expected to be completed January
2017
Corporate Office Workstations Q1 Delayed
Laserfiche Scanner Station Q2 Expected to be completed by end of
2016
Domain Controller Server Q2 Delayed to Q4
CSC Delivery Model Q2 Delayed to Q4
Policy review based on Bill 8 – ensure required
policies in place
Q2 In progress
Local Government Week Q4 Completed. Held on October 18, 2016
Cash Forecasting Model Development Q4 Delayed to 2017
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Objective Target Date Status
Telephone System Replacement Contribution to
Reserves
Q4 On schedule
Investigate The One Investment Program Q4 Delayed to 2017
IT Contribution to Reserves Q4 On schedule
Key Indicators 09/30/2016 09/30/2015
Tax Receivables $6,515,328 $6,459,374
Accounts Receivable $ 249,990 $199,944
GOALS FOR Q4 2016
• 2017 budgets and business plans FINANCIAL IMPACT/FUNDING SOURCE
2016 Budget YTD Budget YTD Actuals Budget Variance (Surplus)/Deficit Forecast (Surplus)/Deficit
Finance
110 Finance 2,009,700 1,286,136 1,299,703 13,567
120 CSC 63,300 34,485 14,058 (20,427) 20,000
Total Finance 2,073,000 1,320,621 1,313,761 (6,860) 20,000
Overall, the 2016 third quarter Finance Department variance is due to unavoidable labour
costs offset with savings on supplies expense.
The projected Q4 deficit is primarily due to unavoidable labour costs.
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Report Title Building, Planning & By-Law Services 2016 Third
Quarter Report
Report No. DCS 16-33
Author Geno Vanhaelewyn, Chief Building Official
Meeting Type Council Meeting
Council Date OCTOBER 24, 2016
Attachments N/A
RECOMMENDATION
THAT Council receives Report DCS 16-33 Building, Planning & By-Law Services 2016 Third
Quarter Report as information.
EXECUTIVE SUMMARY
This report contains information on activity volumes, trends over time, financials and updates on major
initiatives. The statistics provided are inclusive from January 1, 2016 to September 30, 2016.
BUILDING SERVICES
Building Services experienced a record setting total number of permits issued in review of statistics
back to 1988. An increase in activity in terms of value of construction was recorded compared to 2015 due to a large increase in the residential single detached dwelling sector. All sectors with the
exception of institutional experienced increased activity. These statistics are noted in the tables below.
2016 – Building Permit Activity Overview - Q3 ending (Jan 1/16 – Sept 30/16)
Total Permits Issued 341
Total Construction Value $24,379,209
Total Permit Revenue $269,909
217
VALUE OF CONSTRUCTION COMPARISON
Value of Construction Comparisons
TYPE 2011 2012 2013 2014 2015 2016
Residential
(Value) 12,007,013 8,154,687 9,579,435 11,490,650 10,324,893 18,157,198
Commercial (Value) 1,158,835 7,008,100 1,298,772 1,108,797 684,728 4,044,397
Industrial (Value) 2,719,100 421,000 3,347,100 1,477,900 272,600 2,102,500
Institutional
(Value) 107,867 215,350 917,675 17,605,392 1,379,173 75,114
TOTAL 15,992,815 15,799,137 15,142,982 31,682,739 12,661,394 24,379,209
RESIDENTIAL $18,157,198
INSTITUTIONAL $75,114
COMMERCIAL $4,044,397
INDUSTRIAL $2,102,500
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Number of Permits Issued
TYPE 2011 2012 2013 2014 2015 2016
Single Detached Dwellings 40 41 44 55 39 84
Total Dwelling Units 116 44 47 58 62 84
Total All Permits 250 242 257 309 220 341
Residential Development
DEVELOPER NUMBER OF SINGLE DETACHED DWELLINGS
Hayhoe Homes – Colin/Glendale West 38
PK Construction – Baldwin Place 23
Riviera Homes – Victoria Wood 2
Landmark Homes – Oak Park - William Street 2
Bamford Homes – South Ridge Heights 5
Oxford Builders – Annandale Phase 7 2
Gentrac Homes – Wood Haven 3
Misc./Private 9
Inspection Activity Comparisons
Output Measures/Activity Quantity 2014 Quantity 2015 Quantity 2016
Building Inspections Completed 1036 990 1219
Major Construction/Development Projects:
• 41 Broadway – Commercial/Residential Alterations
• 51 Venison W - St Mary’s Catholic Church – Renovation/Addition
• 124 Tillson Ave – Gas Station Demo/Re-Construction
• 269 Quarter Town Line – New Pentecostal Church
• 138 Broadway – Optometrist – Demo/Re-construction
• 20 Clearview – Wiseline Metal Sales – New Industrial Construction
• 584 Broadway – Dental Office – Demo/Re-Construction
• 519 Broadway – Optometrist - Demo/Re-Construction
• 230 Lisgar – Lisgar Plaza – Renovation
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Building Financial Impact
Financial records indicate that the Building sector has a surplus of $77,344 at the end of Q3. The
increase in value of construction and number of permits issued is a direct result of the increased
revenue found in the financial records. The forecast for year end is to be under budget.
PLANNING SERVICES
2016 – Planning Activity
Output Measures/Activity 2014 2015 2016
Minor Variance Applications 9 12 12
Zone Change Application 11 6 6
Site Plan Formal Consultations 2 7 4
Site Plan Approvals 4 6 10
Site Plan Applications (in progress) 4 5 5
Subdivision Agreements 1 2 4
Subdivision Amendment Agreements 1 1 1
Draft Plan of Subdivision Approval Ext 2 0 2
Site Plan Applications (in progress)
• 183 Tillson Ave – Tillsonburg Rentals
• 131 Tillson Ave- Gear Train
• 142 Maple Lane- Abe Hiebert
• 24 Clearview- Xcel Fabrication
• 253 Broadway – Town of Tillsonburg
BY-LAW SERVICES
Records indicate that by-law and property standard activities and occurrences are fairly consistent with
the previous year. These activities are noted in the tables below.
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2016 – By-Law Activity
Output Measures– Quantity 2014 2015 2016
Parking Tickets Issued 335 427 611
Animal Tags Issued Cats 972 1046 1221
Dogs 2110 2145 2100
Enforcement –
Complaints and Occurrences
Parking, Noise,
Garbage, Taxi 105 121 87
Property Stds,
Zoning, Clean
Yard, Sign,
Fence, etc.
163 205 245
Animal Control 334 312 273
By-Law Financial Impact
Financial records indicate that the By-Law sector has a surplus of $16,064 at the end of Q3. The
forecast for year end is to be under budget.
DEPARTMENTAL TASKS
Third quarter misc. tasks/projects:
• Sign By-Law review
• Taxi By-Law review - ongoing
• CIP Program Review - ongoing
• Subdivision Agreement Review
• Train contract Deputy CBO
• 2016 Façade Improvement Program – ongoing
• Review animal licencing tracking solution - ongoing
The fourth quarter will continue to keep staff busy with increased development/construction activity,
2017 budget and the ongoing departmental projects noted above.
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Report Title Economic Development and Marketing Third Quarter
Report
Report No. Report DCS 16-34
Author Cephas Panschow
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments None
RECOMMENDATION
THAT Council receive Report DCS 16-34 Economic Development and Marketing Third Quarter Report for information purposes.
EXECUTIVE SUMMARY
The purpose of this report is to provide Council with an overview of Third quarter activity,
financial results and business plan objectives.
BACKGROUND
Economic Development Activity
Q3 2015 Q3 2016 (TARGET) Q3 2016 (ACTUAL)
Website Activity (Main
Business Page)
2,302 2,550 1,804*
Website Activity
(Business Directory)
4,742 4,800 3,418*
*Note that website statistics are not comparable or available due to the changeover to the new
website on May 27, 2016.
In general, corporate visits, client visits and new businesses are tracking close to or above 2016
targets. Lead files being open/closed and website activity (main business page) are below 2016
targets. This is for a number of reasons including an increase in some of the targets, Q1 focus
on Town rebranding and also a lag between shows attended in the spring and lead processing.
These tend to improve in the latter half of the year.
Page 1 / 3 Report DCS 16-34
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The following table summarizes the status of the 2016 Business Plan objectives:
Item Budget Value Target Date Status
Design/Build
Partnership
$5,000 Q1 In process
Online Targeted
Campaign
$3,500 Q1 Completed
Branding
Implementation –
Phase 1
$10,000 Q1 – Q4 Launch April 18
Promo items available for Turtlefest
Additional items for sale shortly
Building signage update in progress
Discover Tillsonburg $16,500 Q1 – Q4 Attendance at Tillsonburg and
London Homes shows in April
Spring Home Tour on May 2 Magazine released early June (7,500)
Fall home tour and magazine
scheduled
High School Career
Fair Support
$1,000 Q2 Completed. 2016 event did not
proceed
Hwy 3 Business Park – Signage Refresh $3,000 N/A In process
Youth Robotics Challenge $1,000 Q3 In process. Sponsorship confirmed for Q4 event.
Manufacturing
Acceleration Program
– Seed Funding
$6,000 Q1 – Q4 In process.
Community
Improvement Plan
$20,000 Q1 – Q4 Limited applications received due to
program redesign
CONSULTATION/COMMUNICATION
Not applicable. The Development Committee is provided with a summary of this report at their
regular meetings.
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FINANCIAL IMPACT/FUNDING SOURCE
The Economic Development & Marketing Department variances for the third quarter of 2016 are
as follows:
Department Variance Explanation
Economic Development
$7,501 Net revenue over budget
$11,800 - SOMA and Lease
Net labour over budget
$14,900 due to website
overtime and add'l part-time
Meeting expense over budget $3,200
Special projects under budget
$8,000
Supplies over budget $7,100
Development &
Communications
(15,066) Timing issues
Economic Development and Development & Communications budgets are anticipating a
$15,000 deficit due website overtime, additional part-time and promotional item purchases.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
Not applicable.
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Report Title 2016 Third Quarter Operations Services
Report No. OPS 16-29
Author Kevin De Leebeeck, P.Eng. Director of Operations
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments • None
RECOMMENDATION:
THAT Council receive Report OPS 16-29, 2016 Third Quarter Operations Services as
information.
SUMMARY
To provide Council with the January 1, 2016 to September 30, 2016 Operations Services
financial results.
Table 1: 2016 Operations Business Plan
Objective Target Project Status
Update Health and Safety policies and procedures for the
Department Q1 - Q4 In Progress
Comprehensive review of Winter Maintenance Program
and development of a Winter Operations Plan Q4 In Progress
Update Engineering Design Criteria to current industry
standards & practices Q3 Delayed
Revise Subdivision and Site Plan Guidelines for improved
communication with the development community Q4 Cancelled *
Asset Management Projects
Q3/Q4
Inventory all Regulatory Signs In Progress
Inventory all Streetlights & Traffic Signals Delayed to 2017
Asset Management Plan Updates
Q1 - Q4
Pavement Management Strategy In Progress
Bridge & Culvert Management Strategy In Progress
Develop project prioritization methodology In Progress
Water and Wastewater Rate review for implementation in
2017 to 2021 Q2/Q3 In Progress
Drive-by Water Meter Conversion Program Q1/Q2 Substantially Complete
Traffic Calming Policy Q3 Cancelled *
Municipal Drain and Stormwater Management Study Q3/Q4 Cancelled *
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225
Accessibility for the Built Environment Upgrades Program Q2/Q3 In Progress
Corridor Management Initiatives Q4 In Progress
Transfer Station Review Q1 – Q4 In Progress
North Street Sidewalk – Phase C
(Oxford County Rd 20) Q3/Q4 Delayed to 2017
Trottier Subdivision Phase 1 Reconstruction – Stage 4 Q3/Q4 Substantially Complete
Riverview Subdivision Reconstruction Stage 1 Q3/Q4 In Progress
Connecting Link Resurfacing – North St. to Town Limits Q3/Q4 Re-assigned **
** Hot Mix Asphalt Paving Program Q3/Q4 Substantially Complete
Medium Duty Vehicle Replacements
Roads Unit # 23 – 2003 Ford F350 Q3 In Progress
Water Unit # 45 – 2004 GMC Van Q3 Preparing RFP
Heavy Duty Vehicle Replacements
Roads Unit # 62 – 2004 Peterbuilt Plow Truck Q4 In Progress
Fire Unit # 70 – 1990 Pierce Pumper Truck Q4 RFP Issued
Off Road Equipment Replacements
Airport Unit # 202 – 1999 Rotary Wing Mower Q2 Completed
Parks Unit # 204 – 2006 Gravely Mower Q2 Completed
Roads Unit # 98 – 2004 Flail Mower Q2 Completed
* Indicates objectives that have been withdrawn from the Business Plan due to prolonged
resource vacancies.
Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain, Sidewalk, Boulevards, etc. and the associated maintenance level of service. The recent
change of resources in Public Works should allow the Town to alleviate the incremental costs
associated with maintaining additional infrastructure.
Key Indicators 2015 2014 2013 2012 2011
Roads (Lane km) 226.8 226.1 225.5 224.5 220.1
Sidewalks (km) 89.8 87.7 87.3 86.3 83.1
GOALS FOR NEXT QUARTER
• Complete remaining road reconstruction projects
• Continue Asset Management Projects and AMP Plan updates
• Complete Transfer Station review process
• Complete winter maintenance comprehensive review
• Commence pre-winter fleet maintenance activities
• Prepare, train and perform winter maintenance activities
• Data gathering and surveying of future road capital projects
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226
FINANCIAL IMPACT/FUNDING SOURCE
The 2016 Q3 Operations Services overall variance is summarized in Table 2.
Table 2: Third Quarter Budget vs. Actual Variance Summary
Department Deficit / (Surplus)
Operations Administration (7,586)
Engineering Services (28,311)
Public Works 14,411
Airport Operations (29,292)
Waste Management (15,656)
Fleet Services (58,432)
Enterprise Services (3,181)
Total Variance (128,047)
Projection of variances to December 31, 2016 is summarized in Table 3.
Table 3: 2016 Annual Projection Summary
Department Deficit / (Surplus)
Operations Administration -
Engineering Services (20,000)
Public Works -
Airport Operations (15,000)
Waste Management (5,000)
Fleet Services (25,000)
Enterprise Services -
Total Variance (65,000)
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Report Title Recreation Culture and Parks 2016 Q3 Results
Report No. RCP 16-36
Author Rick Cox
Meeting Type Council Meeting
Council Date August 8, 2016
Attachments
RECOMMENDATION
THAT Report RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results be received for information.
EXECUTIVE SUMMARY
This report provides Council with the July 1, 2016 to September 30, 2016 Department
operational and financial results for Recreation, Culture & Parks.
BACKGROUND
2016 Business Objectives
Objective Target Date Status
Lead the consortium of groups implementing the Cultural
Improvement Alliance project.
Q 1-Q2 Complete
Take lead in revamped Doors Open Oxford area working group for
2016
Q 1-Q2 Complete
Create working committee with Tourism Oxford, Oxford Creative
Connections Inc. and The Woodstock Museum NHS to begin the
planning process for “Wilde Oxford” an event in 2017 to celebrate
the 135th Anniversary of Oscar Wilde’s visit to Oxford County
Q 1-Q4 Scope change
to Tillsonburg
only.
On schedule
Work with Oxford County museums and other partners to organize a
County wide 5 year initiative to commemorate the 100th Anniversary
of WW1 through hosting 100 events throughout the County between
2014 and 2018.
Q 1-Q4 On schedule
Collaborate with Oxford Creative Connections and the Tillsonburg
Cultural Improvement Alliance to hold a festival-style music & arts
event in Tillsonburg
Q 1-Q4 “String Fling”
event planned
for 2017
Implement eight broad based cultural opportunities/ events (2 per
quarter) for Tillsonburg residents.
Q 1-Q4 On schedule
Initiate planning for 2017 celebrations of Canada’s 150th Anniversary
and Tillsonburg’s 145th Anniversary
Q 1-Q4 In progress
Page 1 / 4 RCP 16-36 - Recreation Culture and Parks
228
Create barrier-free washroom at TCC near Lions Auditorium Q1-Q2 Complete
Parking area at Trottier Park Q1-Q2 Deferred
Undertake a concept design process to extend the useful life and
improve the functionality and amenity level of the Tillsonburg
Community Centre including facilitating 24hr health club access and
improvements to the catering facilities.
Q1-Q2 Shifted to Q3-
Q4
Continue Annandale Diamond revitalization project including Trillium
Foundation application.
Q1-Q4 Trillium
Foundation not
available
Continue development of Town-wide Asset Management Plan for
Facilities including software implementation.
Q1-Q4 On schedule
Partner with Trans Canada Trail. & Oxford County to implement the
TCT rail-trail connection to Norfolk County.
Q1-Q4 On schedule
Urban forestry program (Trottier, Participark) Q1-Q4 On schedule
Continue evaluation of facility booking, membership and program
registration software platforms in preparation for 2017 procurement
cycle to replace software in 2018
Q1-Q4 On schedule
Grow participation and revenue with an expanded calendar of adult
and youth recreation program s
Q1-Q4 On schedule
Complete installation of wayward ball fence at Soccer Park Q2 Complete
Demolish Pigeon Barn Q2 Cancelled
Install one new pavilion at Kiwanis Coronation Park based on a TBD
site plan that addresses parking pressures.
Q2 Under review
Railing replacement on upper deck at Waterpark Q2 Deferred to Q4
Replace HVAC units at the Museum Q2 Shifted to Q4
Replace South & East porches Q2 South porch
completed
Skate park repair and extension Q2 Repair
complete.
Tillsonburg Scout Association & Model Boat Association storage Q2 Under review
Host the Run The Runway event to generate funds in support of the
F.A.R.E. subsidy program.
Q2 Complete
Carroll Trail slope failure repair Q2-Q3 On schedule
Roof repairs at Tillsonburg Community Centre Q2-Q3 On schedule
Implement marketing strategy for the new & improved health club
once Town re-branding project is complete.
Q2-Q3 Complete
Replace failing columbaria unit #1 and continue implementation of
Master Design Plan.
Q3 Completion in
Q4
Begin construction of Celebration Plaza as part of Memorial Park
revitalization.
Q3-Q4 On schedule
New play structure at Oak Park and play structure replacement at
Glendale Park
Q3-Q4 Oak Park
Complete.
Glendale
deferred.
Page 2 / 4 RCP 16-36 - Recreation Culture and Parks
229
Key Indicators
FINANCIAL IMPACT/FUNDING SOURCE
The 2016 Q3 RCP Department quarterly financial variance summary is as follows:
2016
Budget
YTD
Budget
YTD
Actuals
Budget Variance
(Surplus)/Deficit
Forecast
(Surplus)/Deficit
RCP
300 Cem 216,900 138,261 103,688 (34,573) (45,000)
450 Parks 542,200 510,324 532,956 22,632 40,000
460 Rec - Programs 281,400 193,616 235,661 42,045 35,000
465 Rec - Bldg Mtce 2,150,200 1,500,252 1,525,059 24,807 25,000
467 EFC (32,400) (27,568) (40,580) (13,012) -
475 Museum 276,200 221,838 233,071 11,233 11,000
Total RCP 3,434,500 2,536,723 2,589,855 53,132 66,000
At the end of Q3, the largest contributor to the department’s deficit so far this year is a significant
increase in utility costs which will continue to increase despite conservation initiatives.
Consumption is up approximately 2% due to weather conditions, but hydro costs alone are up
approximately 14%. Revenue for ice and room rentals and from the Wingfield performances will/did not achieve budget targets.
Key Indicators 2016 2015 % change Comment
Museum: attendance - headcount 8,959 11,828 -24%no Shunpiker tour (Q2)
Programs: Advanced/Leadership - headcount 184 142 30%Focused recruitment of future leaders is working
Programs: Aquatic registrations - headcount 2,661 2,040 30%
Programs: Memberships sold 1,357 1,160 17%
Programs: Health Club attendance - headcount 21,167 20,058 6%
Programs: Water Fitness attendance - headcount 7,688 5,656 36%
Programs: Land Fitness attendance - headcount 1,446 1,689 -14%change from passes to registrations
Programs: Public Skating attendance - headcount 2,220 1,254 77%Season passes increased participation
Programs: Roller Skating attendance - headcount 350 328 7%
Programs: Squash Courts - headcount 985 640 54%
Programs: Waterpark attendance - headcount 25,932 25,710 1%Shortened season limited final headcount
Programs: Youth registrations - headcount 3,039 2,691 13%Increased summer camp participation
Programs: Advertising revenue (guide,boards,fences)30,236$ $34,966 -14%change in ball fence advertising
Programs: Rink bookings (ice) -hours 2,406 2,386 1%
Programs: Rink bookings (floor) - hours 165 275 -40%No Agricultural Fair use of floor
Programs: Tournaments (ice/pool/field)11 11 0%
Programs: Room rentals (non-admin)573 448 28%Many more meetings, fewer large rentals
Cemetery: Niche & Plot sales (count)49 35 40%
Cemetery: Interments (count)92 92 0%
Page 3 / 4 RCP 16-36 - Recreation Culture and Parks
230
Current year-end forecasting anticipates a net Departmental year-end deficit of approximately $66,000 including $50,000 over budget in anticipated utility costs. RCP staff are continuing to
avoid unnecessary costs wherever possible in the effort to achieve the projected deficit.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
None at this time.
Page 4 / 4 RCP 16-36 - Recreation Culture and Parks
231
Report Title Third Quarter 2016 Department Results
Report No. FRS 16-09
Author Jeff Smith
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments • NIL
RECOMMENDATION
THAT Report FRS 16-09 Third Quarter 2016 Department Results be received for information.
EXECUTIVE SUMMARY
To provide Council with the January 1, 2016 to September 30, 2016 Fire & Rescue Services
performance results.
SUMMARY OF OPERATIONAL RESULTS
2016 Business Objectives
Objective Target Date Status
Thermal Imaging Camera Replacement Q2 Complete – equipment in service
Traffic Signal Priority Control Q3 Incomplete – equipment purchased, not installed
Fire Comm Infrastructure (New Customer) Q2 Complete
MSA SCBA lease & buy-out Q2 Complete
Live Fire Training Simulator Q4 Incomplete
Strategic Planning Process Ongoing Committee has met
Succession Management Plan Ongoing Development training
implemented
Key Indicators
20 Firefighters on average attended training exercises with an average participation rate of 76%.
The year to date average is 22 Firefighters attending an average of 79% of training exercises.
The Average firefighter, year to date, has attended 64% of “Platoon” calls and 55% of “All Calls”.
Fire Suppression Division emergency calls to end of Q2 are 1% lower than the same period last
year and 3.5% lower than the three year call volume average for the same period.
Page 1 / 3 FRS 16-09 Fire Q3 2016
232
2016 Alarm Data (Year to Date)
OFM Response Type Total Incidents Total Staff Hours
Property Fires/Explosions 13 284
Overpressure Rupture/Explosion (No Fire) 0 0
Pre Fire Conditions/ No Fire 22 165
False Fire Calls 61 366
Carbon Monoxide False Calls 32 169
Public Hazard 17 347
Rescue 19 62
Medical/Resuscitator Call 16 71
Other Response 13 109
YTD 193 1573
2016 Dollar Loss / Loss Prevention
Number of Property Fire
Incidents
Estimated Property Value at
Risk
Estimated Structure Fire
Loss
Estimated Content Fire
Loss
Property Fire
Loss Prevented
Q1 5 $2,861,000 $10,000 $177,500 $2,683,500
Q2 1 $116,000 $4,000 $500 $111,500
Q3 2 $1,808,000 $16,000 $1,000 $1,791,000
Q4 Year to Date Total Fire Loss (structure & contents): $209,000
Fire Prevention Inspections
10 Inspections were completed
6 Closed, 4 remain in progress
Apparatus Utilization
Apparatus 2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End
Car 1 20 54 26 91
Car 2 19 65 13 80
Pumper 1 28 91 21 74
Pumper 2 52 110 46 201
Rescue 3 31 67 16 60
Ladder 4 45 117 26 137
Squad 3* 1 4 N/A N/A
*Unit temporarily in service when Pump 2 was not available for service.
Public Education
Page 2 / 3 CAO
233
Types 2016
3rd Quarter
2016
Year to Date
2015
3rd Quarter
2015
Year End
Station Tours 6 7 0 7
Presentations 10 20 5 29
Newspaper/Media 0 4 1 13
Charity Event 2 4 0 6
Fire Communication Report
Fire Communications Dispatched Incidents
(all customers, including Tillsonburg)
2016
3rd Quarter
2016
Year to Date
2015
3rd Quarter
2015
Year End
734 1725 468 1980
Non-Emergency Calls (Customer Service, Burn Activation Lines etc.)
(all customers, including Tillsonburg)
2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End
4881 11,231 3774 13,108
FINANCIAL IMPACT/FUNDING SOURCE
Fire & Rescue Service is currently $5,647 under budget. Net labour is $20,800 over budget, mostly due to Fire Communicator training costs and accommodation needs. Firefighter training
$8,000 under budget, Equipment Supplies & Repair over $13,300 budget, Supplies Expense
$23,700 under budget, Subcontractor Expense $18,700 under budget and Equipment
Maintenance Contracts $6,600 under budget. Net Capital projects are $25,100 over budget due to timing of debt proceeds related to Fire Communications equipment improvements related to new contracts.
Police Services Board is $8,300 under budget. OPP contract is $7,700 under budget and OPP
Building Maintenance is $11,300 over budget. Net revenue is $9,600 under budget due to a
timing issue. The financial forecast for Fire & Rescue Services through to December 31, 2016 is to be $10,000 under budget.
2016 Q3 Financial Summary
Department (Surplus)/Deficit
Fire & Rescue Services $(5,647)
OPP $6,543
Total variances (Q3) $896
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Report Title Offer to Purchase – 8 Hardy Avenue
Report No. Report DCS 16-35
Author Cephas Panschow
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments Offer to Purchase - TNPHC
RECOMMENDATION
THAT Council receive Report DCS 16-35 Offer to Purchase – 8 Hardy Avenue;
AND THAT a by-law be brought forward authorizing the Mayor and Clerk to execute all
documents necessary to transfer the property known as Lot 598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912, and known municipally as 8 Hardy Avenue, to the Town of Tillsonburg Non Profit Housing Corporation;
AND THAT the net proceeds be contributed to reserves.”
EXECUTIVE SUMMARY
The Town has received an offer to purchase for the 8 Hardy Ave property. The purpose of this report is to obtain approval from Council to proceed with the sale of the property.
BACKGROUND
The former Parks & Recreation property was listed for sale subsequent to being declared
surplus in October 2011. Since then, the Town has received three different offers (one in 2012,
one in 2014, and one in 2015) with none proceeding to close. The Town has now received
another offer to purchase for the property as summarized in the below table.
Page 1 / 3 Report DCS 16-35 Offer to Purchase - 8 H
235
Offer Summary
Price $146,000 plus HST
Proposed Use Multi-unit residential development comprising of 8 townhomes. An Official Plan Amendment would be
required to re-designate the lands to medium density
residential.
Conditions Buyer obtaining a satisfactory mortgage;
Buyer obtaining a rezoning;
Seller warrants that the road allowance has been
closed;
Seller relocating hydro line/pole off property;
The Town’s Standard Conditions are included in
Schedules B and C.
Completion Date February 28, 2017
Timing Anticipated to be late 2017/2018
If approved, the Buyer will be making applications under the Planning Act to re-designate/rezone
the lands to medium density.
CONSULTATION/COMMUNICATION
The property has been listed through a real estate brokerage for a number of years. The offers
have reviewed by the Town’s solicitor.
The Planning Act processes triggered by the applications will result in opportunities for public
input and comments.
FINANCIAL IMPACT/FUNDING SOURCE
The offer have been submitted at a purchase price $146,000. The asking price on the property
is $145,000.
Page 2 / 3 CAO
236
The following costs are expected to be charged to the property:
Description Amount
Decommissioning of the former property $30,872
Real Estate Fees $7,300
Legal & Closings Costs ~$3,000
Total Costs $41,172
Based on the sale price, the net proceeds to the Town would be approximately $104,828.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
Securing an agreement with TNPHC would support “Goal 3.3 – Support the aging population
and an active senior citizenship” of the CSP.
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248
Report Title Branded Merchandise Program Update
Report No. DCS 16-36
Author Colleen Pepper, Marketing and Communications Officer
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments • Request for Proposals Document
RECOMMENDATION
THAT Report DCS 16-36 Branded Merchandise Program Update be received as information.
EXECUTIVE SUMMARY
On September 12, 2016 Council authorized staff to issue a Request for Proposal (RFP)
regarding the delivery of a branded merchandise program for the Town of Tillsonburg. This report provides an overview of the RFP process and advises that Talbot Marketing has been
contracted to provide these services for a three year period ending December 31, 2019.
BACKGROUND
Historically, the Town of Tillsonburg has not had a formal branded merchandise program. Instead, a limited number of branded items have been ordered on an ad hoc basis in conjunction with special events and/or general Town promotional purposes. Some departments have also
provided branded clothing to staff to help identify them while working amongst the general
public.
However, with the launch of the new town logo, there has been increased demand for
Tillsonburg-branded items. On September 12, 2016, Council authorized staff to issue a Request for Proposal regarding the delivery of a branded merchandise program for the Town of
Tillsonburg.
Overview
Five experienced and reputable promotional products companies were approached to provide proposals.
• Epic Promo (Tillsonburg)
• McCabe Promotional Advertising (London)
• New Era Grafix (London)
• Talbot Marketing (London)
• WSC Image (Tillsonburg/Woodstock)
Page 1 / 3 Report DCS 16-36
249
All companies were provided with the same background information package (Appendix A) and asked to make presentations to staff on how their firm could address the Town’s key business
needs:
1) Create revenue and minimize financial risk
2) Save staff time
3) Implement an inventory management solution
Firms were also evaluated based on their product samples, and the quality of their presentation.
Two staff members were present during each presentation. McCabe Promotional Advertising
declined to make a proposal/presentation based on the Town’s expected sales volumes.
Following the initial presentation, two companies were shortlisted and asked to provide competitive pricing for three typical items.
Talbot Marketing had the highest overall score (96). Talbot is one of the largest providers of
promotional products and apparel in Canada. They have been servicing businesses since 1886
and offer a 100% total satisfaction guarantee on everything they sell.
Talbot’s proposed solution is summarized below:
• Create a hybrid model program where staple, high-volume products are warehoused at
the Talbot facility in London.
• Other products would be made to order as needed (available based on 24-48 hour
delivery) or sold via limited time offers.
• Talbot would control the warehouse inventory with pre-approved minimums and
maximums.
• All products would be priced to provide a percentage rebate to the Town quarterly while still offering value to individual buyers.
Talbot has provided merchandise to a number of Town departments in the past including
Recreation, Culture and Parks, Tillsonburg Fire and Rescue Services and Economic
Development. Other area clients include Ontario Police College and the Township of Malahide
Fire and Emergency Services.
Talbot’s product line is vast and includes all the major names in promotional apparel and
merchandise. They also have an extensive line of technical, uniform and PPE clothing.
CONSULTATION/COMMUNICATION
The Purchasing Coordinator assisted in the development of the RFP and coordinated the
interview process.
Talbot’s presentation to the Town was made by Talbot president, Steve Levschuk and Senior
Account Manager Dawn Pettit.
Page 2 / 3 CAO
250
FINANCIAL IMPACT/FUNDING SOURCE
Financially, the goal of the program is to satisfy consumer demand while providing a revenue
stream for the corporation.
Talbot’s proposal minimizes financial risk to the Town. Only five core products will need to be
pre-purchased by the Town and warehoused by Talbot at any one time. Other products will be made to order—thereby limiting the Town’s exposure. Based on the Town’s past purchasing
history, there will be no additional charges for the creation of the online store and program.
By entering into a multi-year contract (3 years) with Talbot, the Town of Tillsonburg will benefit
from greater economies of scale and receive a more consistent branded product. As well,
because Talbot is one of the largest suppliers in Canada, Tillsonburg will enjoy bulk pricing for items even where typical minimum quantities are not met.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
The development of a branded merchandise program is in keeping with the broad strokes of the
Community Strategic Plan, and more specifically, the initiative supports the objectives identified
in sections 3.1 and 4.1.
3.1 Make Tillsonburg an attractive place to live for youth and young professionals
4.1 Promote Tillsonburg as a unique and welcoming community
The branded merchandise program is a logical next step in the Town’s place-branding efforts. By offering an attractive, high quality product line, the Town can effectively communicate the
values of the Town and the character of the people who live here. Perhaps more importantly, the
program gives staff and members of the general public the ability to become brand
ambassadors—persons who proudly identify themselves as having ties to Tillsonburg and share
the brand story with others. This merchandise would also be available to visitors who wish to purchase souvenirs and/or gifts.
As identified in the Brand Platform, delivering a consistent message about Tillsonburg is
important. It is imperative that any products bearing the Town logo be good representations of
the community, provide good value and are produced in accordance with the standards identified in the Brand Manual.
Page 3 / 3 CAO
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Town Branded Merchandise Program
Partner Guidelines
Overview
Historically, the Town of Tillsonburg has not had a formal branded merchandise program.
Instead, a limited quantity of branded items has been ordered on an ad hoc basis in conjunction
with special events and/or general Town promotional purposes. Some departments have also
provided branded clothing to staff to help identify them while working amongst the general
public.
However, since the launch of the new Town brand, there appears to be increased demand for
Tillsonburg-branded items—both by staff and the general public.
The challenge facing the municipality is how to effectively and efficiently accommodate these
requests. While an annual t-shirt order can be accommodated by Town staff, selecting and
selling multiple products is a much more labour-intensive proposition. The Town also faces
issues related to product storage and inventory management.
A possible solution is to enter into a long term relationship with a private sector partner to
develop a Town store and/or branded merchandise program.
By working with a partner, the Town hopes to not only leverage the expertise of industry
professionals, but ensure staff resources remain directed toward core business activities.
Further, the Town hopes to benefit from greater economies of scale and receive a more
consistent branded product (i.e. consistent design and fabrication specifications).
252
Page 2 of 4
Partner Proposal Requirements
All prospective partners will need to demonstrate how their company can address the Town’s
key business needs.
1. Create a revenue stream for the Town with minimal financial risk
2. Save staff time
3. Implement an inventory management solution
Town Need Partner Responsibility
Create revenue and
minimize financial risk
- Provide bulk purchasing discounts based on the Town’s
total merchandise spend vs. per item
- Provide options that limit the Town’s exposure (i.e.
made-to-order vs. bulk purchases)
- Offer a revenue sharing model (i.e. MSRP, percentage
of sales etc.)
- Offer departmental and retail price points (i.e. facilitate to
Town-to-Town and Town-to-public selling)
Save staff time - Recommend quality, popular products that comply with
the Town’s brand guidelines and enhance the Town’s
public image
- Facilitate direct sales to staff and/or the general public
- Manage supplier relationships and negotiate best prices
- Quality assurance
Implement an inventory
management solution
- Offer a merchandise storage option
- Offer a way to track orders and current stock levels
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Page 3 of 4
Anticipated Merchandise Requirements
The following table identifies the initial range of products the Town anticipates being able to
order.
Product Description
Hoodies Kangaroo and zip styles;
Mens, ladies and youth sizes
Blue; Grey
T-shirts Mens, ladies and youth sizes
Blue; Grey
Polos Technical styling
Mens and ladies styles
Ball Cap Up to 2 styles – structured; unstructured
Mugs 2 styles – ceramic; insulated/travel
Water bottle High quality, non BPA
Tote bag Heavy canvas or cotton
Sports bag Appropriate for gym use
Lapel pins
Magnets
Pens 2 styles (economy and executive level)
Golf Balls
Custom products As needed (re: event swag etc.)
.
Brand Manual and Style Guide
The Town’s brand manual is attached to this document for reference purposes. All products
provided to the Town will need to comply with these guidelines.
254
LogoGuidelines
Town of Tillsonburg
2016
255
16
Logo Construction | Tillsonburg Brand Manual
Tagline
Icon
Wordmark
256
17
Tillsonburg Brand Manual | Logo Spacing
Minimum Clear Space
• In any format, a rectangular clear space
must be left around the logo.
• The minimum distance above and
below the logo is the height of the icon
from the centerpoint.
• The minimum distance to the left and
right of the logo is the width of the icon
from the first and last letter.
Minimum Size
• Within print format the icon element
must never be reproduced at less than
0.25” in height.
• To ensure legibility within a digital
format the icon element must not be
less than 16 pixels.
• With respect to sizing the logo,
legibility should always be the
determining factor.
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18
Logo Typographic Standards | Tillsonburg Brand Manual
Only two font styles are
used for the logo:
Tillsonburg Custom is a
display font consisting of
1 typeface width, and only
contains the letters form-
ing “Tillsonburg”.
Futura Medium While
Futura has several width
variations, only "Medium"
is used.
Futura MediumABCDEFabcd1234
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
1234567890!@#$%^&*()
When to Use:
Tillsonburg Custom
is a custom created
Typeface. It is only
to be used as the logo
and should not be used
under any other cir-
cumstances.
When to Use:
Futura Medium is the
only font to be used for
the tagline.
258
Tillsonburg Brand Manual | Logo Typographic Standards
19
259
20
Brand Typographic Standards | Tillsonburg Brand Manual
In addition to the custom
typeface, two font styles
are used for the brand:
Adobe Caslon Pro
Consisting of 4 typeface
widths: Regular, Italic,
Bold and Bold Italic.
Futura Medium While
Futura has several width
variations, only "Medium"
is used.
Futura MediumABCDEFabcd1234
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
1234567890!@#$%^&*()
When to Use:
Adobe Caslon Pro
is the primary brand
font, and is to be used
for all forms of standard
body text, ranging from:
stationery, brochures
and all forms of general
correspondence.
* Georgia may be
substituted for Adobe
Caslon Pro in the event
that it is unavailable,
or can be used in email
and website design as a
web safe font.
When to Use:
Futura Medium is the
secondary font, used
for the Slogan and/or
Motto.
It is also to be used
as the standard for
Callouts in stationery,
website design, brochures
advertisements and
all forms of general
correspondence.
Adobe Caslon ProABCDEFabcd1234
ABCDEFGHIJKLMNOPQRSTUVWXYZ
abcdefghijklmnopqrstuvwxyz
1234567890!@#$%^&*()
260
22
Brand Colour Specifications | Tillsonburg Brand Manual
Colours are a key element of the logo. The consistent use of
colour is critical to protect the brand and foster recognition.
The Tillsonburg logo may only be reproduced using the
following colours.
261
Tillsonburg Brand Manual | Brand Colour Specifications
23
Tillsonblue
PMS 7706c
C 100 M 50.5 Y 28.52 K 6.18
R 0 G 105 B 143
HTML #00698f
Tillsongrey
PMS 424c
C 56.57 M 47.43 Y 48.17 K 14.06
R 113 G 114 B 113
HTML #717271
Tillsongreen
PMS 375c
C 46.27 M 0 Y 100 K 0
R 149 G 214 B 0
HTML #95d600
Liriodendron tulipifera
To be produced as CMYK or RGB
262
24
Logo Styles | Tillsonburg Brand Manual
All logo applications may be reproduced in full colour,
black & white, or reversed out of a solid colour. If reproduction
on a colour background is required, the reverse version should be
used to ensure proper contrast.
Tagline Usage
The brand tagline may or may not be used depending on space
restrictions, vicinity to other uses of the tagline, or for general aesthetic
reasons at the discretion of the Marketing and Communications Officer.
Special Uses
Due to the intricacy of the polygon-styled Liriodendron tulipifera leaf,
there may be instances where a more simplified version is need (i.e.
stitching). A single colour version may be used if approved in accordance
with these guidelines.
263
Tillsonburg Brand Manual | Logo Styles
25
Full Colour
This is the full colour
version
Solid Black
The solid black version
is only to be used for
Fax, and some forms
of black/white printing
applications, such as
newspapers etc., where
coarse half-tone screens
are used.
Reversed
The logo should be
reversed on colour.
Icon as Logo
The Liriodendron
tulipifera leaf may be used
without the wordmark as
a stand-alone icon.
Social Media
There 2 versions of the
Social Media profile
image. Each are saved
as PNG files with
Transparent backgrounds.
To be used for all round &
square cornered profile images
such as Twitter, Facebook,
Instagram, Pinterest, etc.
To be used for circular profile
images such as: Google+.
264
26
Improper Logo Usage | Tillsonburg Brand Manual
The consistent use of the Tillsonburg logo is essential to protect the
brand’s integrity and recognition. No departures from these guidelines
are permitted.
To ensure the brand is not the victim of aesthetic vandalism,
the general rule to abide by is: DO NOT CHANGE, ALTER,
ADD OR MODIFY ANYTHING.
Individual Town Departments
do NOT have their own logos
The municipality has one icon and wordmark, which together form
the logo and represent the Core Brand. Through its consistent application
the municipality and its provided services will gain increased distinction
and equity.
Asking the public to identify Tillsonburg with more than one logo will
diminish the brand’s effectiveness. When divisions and departments use
their own marks, the impact and cohesiveness of both symbols becomes
diluted and can confuse audiences.
The comprehensive use of the Core Brand will ensure positive benefits
for the community.
265
Tillsonburg Brand Manual | Improper Logo Usage
27
DO NOT: Logo
Do not change, alter,
add or modify anything.
DO NOT: Icon
Do not resize or change
the position of the icon.
DO NOT: Fonts
Do not use any other
font, no matter how
close it may look to
Tillsonburg Custom or
Futura Medium.
DO NOT: Sizing
Do not use squish or
squash the logo. Any
resizing must be in
proportion.
DO NOT: Sizing
Do not rotate the logo.
The logo is intended to be
on a 0° axis.
DO NOT: Colour
Do not change the colours
even if they look similar.
Use the official colour
specifications detailed in
these guidelines.
The Town of
RECREATION
Tillsonburgonnbonb
CONNECTED. ENRICHED. INSPIRED.INSPCTED
266
42
Clothing & Promo | Tillsonburg Brand Manual
The Tillsonburg logo is to be placed on the left breast of
municipal and promotional shirts and jackets. All applications
must adhere to the brandmark colour standards.
Department, Division, and Special Event Applications to be
referred to the Marketing and Communications Officer.
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Tillsonburg Brand Manual | Clothing & Promo
43
268
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Clothing & Promo | Tillsonburg Brand Manual
The Tillsonburg logo is to be placed in the centre of
municipal and promotional hoodies or sweatshirts.
All applications must adhere to the logo colour standards.
Department, Division, and Special Event Applications to be
referred to the Marketing and Communications Officer.
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Tillsonburg Brand Manual | Clothing & Promo
45
The Leaf Icon logo may be placed in the centre of a hat
or visor. The full logo may be placed on the back.
All applications must adhere to the logo colour standards.
Department, Division, and Special Event Applications to be
referred to the Marketing and Partnerships Officer.
270
Report Title Hanover Fire Communications Contract
Report No. FRS 16-08
Author Jeff Smith, Fire Chief
Meeting Type Council Meeting
Council Date October 24, 2016
Attachments Agreement
RECOMMENDATION
THAT Council receives report FRS 16-08 Hanover Fire Communications Contract;
AND THAT the capital costs incurred be debt financed with a term not to exceed five (5) years;
AND FURTHER THAT Council authorizes the Mayor and Clerk to enter into an agreement with
the Corporation of the Town of Hanover for the provision of Fire Dispatch and Communications
Services.
EXECUTIVE SUMMARY
The Corporation of the Town of Hanover issued Request for Proposal by invitation only for
the provision of Fire Dispatch for the Hanover Fire Department, with a closing date of
December 4, 2015. After a comprehensive review and analysis, the Fire Chief and
evaluation committee recommended that the Proposal from the Town of Tillsonburg be
accepted.
The Request for Proposal required a five (5) year contract with an option for renewal for an
additional five (5) year period. The contract start date will be January 1, 2017.
Our success in obtaining this contract is in part due to our demonstrated ability to
successfully dispatch the Municipality of Kincardine and the Municipality of Brockton
(Walkerton & Elmwood) utilizing Radio over Internet Protocol (RoIP) technology.
There will be no staffing impact or changes as a result of this contract. The additional
emergency call volume (95 emergency responses annual average) and non-emergency call
volume (burn permits) can be accommodated well within our existing capacity.
The contract attached for approval is the standard template used by Tillsonburg Fire
Communications for our current customers, and has been signed by authorized representatives
of The Corporation of the Town of Hanover.
Page 1 / 2 FRS 16-08 Fire Communications Hanover
271
CONSULTATION/COMMUNICATION
N/A
FINANCIAL IMPACT/FUNDING SOURCE
To ensure competitiveness and being consistent with our existing pricing philosophy,
Tillsonburg offered a pricing structure of $1.97 per capita for the first contract year and a
fixed increase of 2.0% each year thereafter for a five (5) year period.
Total revenue for the five (5) year period will be $76,787.17 (excluding tax) with
expenditures (capital purchase of equipment and licensing fees) for the same period of
$47,948.36. The net profit for the Town will be $28,838.81 over the five years of the
contract. Any renewal period or future contracts with the Town of Hanover will not require
any additional capital outlay. Further, the capital equipment purchased, such as RoIP
interfaces, digital recording devices, etc., will remain the property of Tillsonburg and can be
re-used for future customers should a renewal with Hanover not be secured.
The capital requirements for this contract are not included in the 2016 Fire Department
Capital Program. It is recommended that the costs be debt financed with the annual
revenue received paying the principal and interest. It is further recommended that the debt
term matches the contract term at five (5) years.
COMMUNITY STRATEGIC PLAN (CSP) IMPACT
N/A
Page 2 / 2 CAO
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1.Call to Order 5:00 pm Erin, Brian, Ann, Deb
2.Adoption of Agenda Moved by Ann, seconded by Brian
3.Disclosures of Pecuniary Interest and the General Nature Thereof None
1.Call to Order 5:00 pm Erin, Brian, Ann, Deb
2.Adoption of Agenda Moved by Ann, seconded by Brian
3.Disclosures of Pecuniary Interest and the General Nature Thereof None
4.Adoption of Minutes of Previous Meeting Moved by Ann, seconded by Erin
5.Delegations and Presentations None
5.1.
5.2.
6.General Business & Reports
6.1. Music in public areas-Brian continuing research
6.2.Further discussion to support events and advertise for 150
subcommittee-asking Patty to place in the paper again after Canada Day.
6.3.
6.4.
7.Correspondence
7.1.Grant Application from Tillsonburg Optimist Club as new host for Santa
Claus Parade
Moved By: Councilor Brian Stephenson Seconded By: Erin Getty
Proposed Resolution # 3
THAT the Cultural Advisory Committee approves awarding a Cultural Advisory
282
Grant to The Tillsonburg & Area Optimist Club in the amount of $3,300 for the
payment of the bands for the Tillsonburg Santa Claus parade.
Carried.
8.Other Business
8.1.
8.2.
9.Closed Session
9.1.
10.Next Meeting August 2, 2016
11.
12.Adjournment
283
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ATTENDANCE
Deb Beard (chair), Heather Benton, Vern Fleming, Terry Fleming, Councillor Brian Stephenson,
Erin Getty, Jami Stephenson
MEMBERS ABSENT/REGRETS
Ann Loker, Josianne DeCloet
1.Call to Order
The meeting was called to order at _5:00_(p.m.)
2.Adoption of Agenda
Moved By: Heather Benton Seconded By: Erin Getty
Proposed Resolution #_
THAT the Agenda as prepared for the Cultural Advisory Committee meeting of Wednesday,
October 12, 2016, be adopted as amended.
Addition under Other Business 8.1 – position of Secretary
3.Disclosures of Pecuniary Interest and the General Nature Thereof – None declared
4.Adoption of Minutes of Previous Meeting
4.1.Minutes of the Meeting of __July 6, 2016____
Moved By: Brian Stephenson Seconded By: Erin Getty
Proposed Resolution #_
THAT the Minutes of the Cultural Advisory Committee Meeting of July 6, 2016, be
approved as amended.
284
Cultural Advisory Committee Meeting Minutes, Wednesday, October 12, 2016
2
Amendment: Addition of Patricia Phelps under ATTENDANCE
5.Delegations and Presentations – None
6.General Business & Reports
6.1. Welcome new members
6.2.Information for new members-request for orientation and information packages for new
member submitted to Trisha and request for Rick Cox to attend to update and review
TCIA and how what may be requested to incorporate in this committee.
7.Correspondence - NONE
8.Other Business
8.1.Position of Secretary-discussion was held as to who may be interested in serving in this
capacity as it has been jointly shared by Patty and Deb
8.2.Round Table of upcoming events
9.Closed Session
10.Next Meeting
The next meeting of the Cultural Advisory Committee will be on Wednesday, November 2,
2016 at 5:00 pm.
11.Adjournment
Moved By: Erin Getty Seconded By: Heather Benton
Proposed Resolution #
THAT the Cultural Advisory Committee Meeting of Wednesday, October 12, 2016 be
adjourned at _5:50_ p.m.
285
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ATTENDANCE MEMBERS PRESENT: Paul DeCloet, Penny Esseltine, Corey HillRobert Marsden, Christine Nagy, Sue
Saelens, Marian Smith, Tricia Smith, Paul Wareing. Janet Wilkinson. Special guest Chris Gowman
MEMBERS ABSENT/REGRETS: Charles Baldwin, Ken Butcher, Maurice Verhoeve
1. Call to Order
The meeting was called to order at 8:59 a.m.
2. Adoption of Agenda
Moved By: J. Wilkinson Seconded By: P. DeCloet
Proposed Resolution #1_
THAT the Agenda for the Heritage, Beautification & Cemetery Advisory Committee meeting of October 6,
2016, be adopted. Carried.
3. Disclosures of Pecuniary Interest and the General Nature Thereof: None
4. Adoption of Minutes of Previous Meeting
4.1. Minutes of the Meeting of June 2, 2016
Moved By: P. DeCloet Seconded By: C. Nagy
Proposed Resolution #2
THAT the minutes for the September 1, 2016 meeting be approved. Carried
5. Delegations and Presentations
6. General Business & Reports
6.1. Report from Beautification Working Group and Tillsonburg Horticultural Society – BIA not buying into
a full partnership with BWG – seem to be working towards their own goals and if our efforts coincide with theirs they are amenable. We have to ensure there is no overlap in requesting funds from
Council. Tillsonburg Horticultural Society will take on the program of offering individual flower urns
for all businesses for next year promoting Canada 150. Current cost of watering of downtown flowers is being covered by Tillsonburg Horticultural Society. BWG has prepared a recommendation with a
budget covering one to five years to purchase a total of 22 varied sizes of planters. This sub-committee will be wrapped up by December 1. NOTE: grant requests must be submitted to the Town by November 15 and presentation to Council on November 28.
Moved By: S. Saelens Seconded by C. Nagy Proposed Resolution #3
The Corporation of the Town of Tillsonburg
HERITAGE, BEAUTIFICATION &
CEMETERY ADVISORY COMMITTEE
October 06, 2016
9:00 a.m.
Marwood Lounge
Community Centre
MINUTES
286
THAT this Committee establish at the next meeting a request for funds from Council for 2017 budget
consideration. Carried
6.2 Mausoleum conditions – The Joy mausoleum has historical and architectural value.
Moved By: P. DeCloet Seconded by J. Wilkinson
Proposed Resolution #4
THAT this Committee recommends to Council to restore the Joy Mausoleum façade and windows up to a cost of $20,000.00 Carried 6.3 Columbarium update – new columbarium is in place and transfer of remains tentatively scheduled for October 18. All affected parties will be notified.
6.4 Cemetery decoration by-law – ad has been in the paper. It was requested that sandwich boards be placed at each gate advising visitors about seasonal cleanups. Full cleanup details should be
placed in the newspaper at the appropriate time.
7. Correspondence - none
8. Other Business
8.1. Mount Pleasant Cemetery visit – successful visit for the members of this committee who were able
to attend. The advantages of a Scattering Garden is that plaques are in place to identify those whose remains have been scattered. As opposed to scattering in nature where future families have no records of their ancestors.
Moved By: S. Saelens Seconded by P. Wareing
Proposed Resolution #5
THAT this Committee recommends that Council proceeds with the construction of a Scattering
Garden as mentioned in the Master Plan for the cemetery. Carried
Moved By: C. Nagy Seconded by J. Wilkinson Proposed Resolution #6
THAT this Committee wishes to amend the motion on April 7, 2016 that recommended Council to purchase new columbaria be reworded to “purchase additional columbaria as required by the
Master Plan”. Carried 8.2 Cemetery roadways – A complaint was received by a rights holder in the Cemetery regarding the
discontinued use of an informal service pathway. The pathway was being used by the complainant
to drive off the paved roadways to access his family plots. The pathway was blocked by Cemetery staff due to concerns for the safety of the public, marker stones, damage to the weeping bed and
damage to trees. Moved By: J. Wilkinson Seconded by S. Saelens
Proposed Resolution #7
THAT it is recommended to Council to decline requests for special access to personal plot areas and to restrict all vehicle access to off road areas of the cemetery. Carried
8.3 Keep Tillsonburg Beautiful Day – in preparation for this event in May 2017, P. DeCloet and C. Hill will meet to determine a suitable location for the planting of trees.
9. Next Meeting
The next meeting of the Heritage, Beautification & Cemetery Advisory Committee will be on November 3,
2016 at 9:00 a.m. in the Marwood Lounge.
287
10. Adjournment
Moved By: P. DeCloet Seconded By: C. Nagy
Proposed Resolution #
THAT the Meeting of Heritage, Beautification & Cemetery Advisory Committee on October 6, 2016 be
adjourned at 10:20 a.m. Carried.
288
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ATTENDANCE:
Marty Klein, Chair
Mayor Stephen Molnar Councillor Penny Esseltine Andrew Gilvesy
John Veldman David Calder Cephas Panschow
Lana White
Absent: Rick Strouth
1. Call to Order – 12:10pm
2. Adoption of Agenda
Resolution
Moved by J.Veldman
Seconded by P.Esseltine THAT the Town Hall Project Steering Committee Agenda dated
September 19, 2016 be approved.
‘Carried’
3. Adoption of Minutes – August 12, 2016
Resolution
Moved by Mayor Molnar
Seconded by Esseltine THAT the Town Hall Project Steering Committee Minutes dated
August 12, 2016 be approved.
‘Carried’
The Corporation of the Town of Tillsonburg
TOWN HALL PROJECT COMMITTEE
September 19, 2016
12:00noon
Annex Board Room
200 Broadway, 2nd Floor, Tillsonburg, ON N4G 5A7
MINUTES
289
Town Hall Project Steering Committee Minutes – September 16, 2016 - 2 -
4. Disclosures of Pecuniary Interest and the General Nature Thereof
None
5. Economic Development Commissioner – Expressions of Interest, Town Hall Building
Project – Additional Information
Resolution
Moved by J.Veldman
Seconded by A.Gilvesy THAT the Town Hall Project Steering Committee move into Closed
Session to discuss a proposed or pending acquisition or disposition of land by the
municipality of local board.
‘Carried’
Committee moved back into Open Session at 1:30pm.
6. Next Meeting – October 18, 2016 @ 9:00am in the Annex Board Room
7. Adjournment
Resolution
Moved by J.Veldman
Seconded by Mayor Molnar THAT the Town Hall Project Steering Committee meeting be
adjourned at 1:35pm.
‘Carried’
290
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 1 -
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES - August 3, 2016
(as approved at the Board of Directors meeting held August 24, 2016)
Members in attendance: Dave Beres, Doug Brunton, Robert Chambers, Michael
Columbus, Roger Geysens, Noel Haydt, David Hayes, Tom Southwick and John Scholten
Staff in attendance: C. Evanitski, J. Robertson, J. Maxwell, D. Holmes and L. Minshall
Regrets: Leroy Bartlett and Craig Grice
The LPRCA Chair called the meeting to order at 6:30 pm Wednesday, August 3, 2016 in
the Tillsonburg Administration Office Boardroom.
ADDITIONAL AGENDA ITEMS
MOTION A-99/16 moved: D. Beres seconded: N. Haydt
THAT the LPRCA Board of Directors add “Mary Weber re: Norfolk County By-Law
Decision” under “Delegation” as item 4 to the August 3rd, 2016 agenda, as well as, a
“Legal Matter” under In-Camera as item 11 (b).
CARRIED
The GM reviewed the rules and timelines regarding deputation requests. To be
reviewed further.
DISCLOSURES OF INTEREST
N. Haydt declared a conflict relating to the deputation and the Delegated Responsibility of
Municipal Plan Review, item 10 (h) and removed himself from the table during discussions.
DELEGATIONS
a) Mary Weber: Re: Norfolk County Zoning By-Law
Ms. Weber is a property owner on Hastings Drive in Long Point and has been lobbying
Norfolk County to re-zone Hastings Drive from hazard land to hazard land-LP to allow
development. She feels that LPRCA is the stumbling block and that there is no threat to
life and property that can’t be mitigated by technology. She also stated that Hastings Drive
residents are being unfairly treated compared to the rest of Long Point. Ms. Weber
appealed to the Board to not appeal the proposed zoning by-law amendment for Hastings
Drive.
Ms. Weber fielded questions including one regarding her statement re: “LPRCA wants that
tract of land” and she responded that it was not a verified statement, but the feeling of the
291
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 2 -
cottage owners.
MOTION A-100/16 moved: D. Beres seconded: R. Geysens
THAT the LPRCA Board of Directors receives that delegation by Mary Weber re:
Norfolk county Zoning By-Law as information.
CARRIED
MINUTES OF PREVIOUS MEETINGS
MOTION A-101/16 moved: D. Beres seconded: T. Southwick
THAT the minutes of the LPRCA Board of Directors Regular Meeting held June 1st,
2016 and the Mid-Month Development Application Approval of July 18th, 2016 be
adopted as circulated.
CARRIED
BUSINESS ARISING
None
REVIEW OF COMMITTEE MINUTES
No questions or comments.
MOTION A-102/16 moved: T. Southwick seconded: D. Beres
THAT the minutes from the Backus Museum Committee meeting of April 12th, 2016 and
the Audit and Finance Committee meeting of May 9th, 2016 be received as information.
CARRIED
CORRESPONDENCE
MOTION A-103/16 moved: T. Southwick seconded: D. Beres
THAT the correspondence outlined in the Board of Directors’ Agenda of August 3rd,
2016 be received as information.
CARRIED
292
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 3 -
DEVELOPMENT APPLICATIONS
a) Staff Approved applications
Planning staff approved 29 applications over the past month. Staff responded to
questions.
MOTION A-104/16 moved: T. Southwick seconded: D. Beres
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report dated August 3rd, 2016 as information.
CARRIED
b) New Applications
The Planning Department recommended the approval of four applications.
MOTION A-105/16 moved: D. Brunton seconded: J. Scholten
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of the report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-112/16
LPRCA-127/16
LPRCA-128/16
LPRCA-131/16
B. That the designated officers of LPRCA be authorized to complete the approval
process for this Development Application, as far as it relates to LPRCA’s
mandate and related Regulations.
CARRIED
NEW BUSINESS
a) CALENDAR REVIEW
The Watershed Tour is scheduled for August 26th by invitation only. This year’s tour will
highlight the five revenue producing parks. The Leighton and Betty Brown Scholarship
Presentation has been changed for this year. The Scholarship will be presented next
Wednesday evening at the Lee Brown Marsh Manager’s residence and only the winner
293
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 4 -
and the winner’s family along with the Lee Brown Marsh Management Committee will
be in attendance.
There is no Board meeting scheduled for September.
MOTION A-106/16 moved: D. Brunton seconded: J. Scholten
THAT the LPRCA Board of Directors receives the Calendar of Events Report for August
and September as information.
CARRIED
b) GENERAL MANAGER’S REPORT
The GM highlighted his meeting with the Environmental Commissioner prior to the
Carolinian Canada Coalitions Annual General Meeting and his meeting with a
consultant who is developing erosion protection techniques. The techniques are
interesting but not yet available. The GM explained that the role of the Joint Advisory
Committee for Source Protection is to lobby the government to help secure funding for
municipal partners to advance Source Protection protocols.
MOTION A-107/16 moved: D. Hayes seconded: N. Haydt
THAT the LPRCA Board of Directors receives the General Manager’s Report for June
and July 2016 as information.
CARRIED
c) CONSERVATION AUTHORITIES ACT REVIEW UPDATE
The GM spoke to the document that is to be submitted to the Province by Conservation
Ontario. The document includes comments from the various conservation authorities,
municipalities and other stakeholder groups.
MOTION A-108/16 moved: R. Geysens seconded: D. Hayes
That the Board of Directors receives the Conservation Authorities Act Review Update
as information;
AND THAT LPRCA send its own letter of support of Conservation Ontario’s submission
to the Province.
CARRIED
d) CANADA 150 APPLICATIONS
LPRCA submitted six applications to the Canada 150 Community Infrastructure
294
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 5 -
Program to help improve infrastructure at Backus Heritage Conservation Area and
Waterford North Conservation Area. The applications were ranked internally based on
eligibility and need. Funding has not yet been announced for this round of funding.
MOTION A-109/16 moved: D. Hayes seconded: R. Geysens
THAT the Long Point Region Conservation Board receives the Canada 150 Community
Infrastructure Application Report as information.
CARRIED
e) 2nd Quarter Financial Update
There is currently a shortfall in the budget due to two tenants departing unexpectedly
part way through the year. The tenant at Backus has left and the Ministry of Finance
has left the administration office. A small space in the basement of the administration
building is still being rented and the office space upstairs is currently listed for rent.
The campground expenses are tracking well. Planning has reviewed 50% more
applications to date over last year and have taken more time to review due to the
complexity of the projects. Turnaround time for applications has been averaging 10
days to two weeks with approximately 30% of the applications being completed in less
than a week.
MOTION A-110/16 moved: D. Hayes seconded: Roger Geysens
THAT the LPRCA Board of Directors receives the 2nd Quarter Financial Report as at
June 30th, 2016 as information.
CARRIED
f) 2016 PARKS CAPITAL UPDATE
Staff reviewed the various capital projects budgeted for 2016. The Haldimand CA
hydro upgrade, the Backus Heritage CA water system upgrade in campground E and
the updated park entrance signage projects are complete. The Backus Heritage CA
water system upgrade in campground C is complete except for two isolation chambers
to be installed at the end of the camping season. The Norfolk water intake upgrade is
75% complete to be finished in August and the last two projects, hydro upgrades at
Backus and Waterford North, will be completed at the end of the camping season. The
Waterford North gatehouse project is not proceeding at this time and may be discussed
during the 2017 budget.
MOTION A-111/16 moved: D. Hayes seconded: R. Geysens
THAT the LPRCA Board of Directors receives the staff report on the 2016 update re:
Projects in Conservation Areas as information.
295
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 6 -
CARRIED
g) A.D. LATORNELL CONFERENCE
R. Chambers and D. Beres would like to attend if there is availability but both suggested
that those who have not yet attended be considered first.
MOTION A-112/16 moved: R. Geysens seconded: D. Hayes
THAT the LPRCA Board of Directors approves the attendance of the General Manager,
Mike Columbus and two others for the 23rd Annual A.D. Latornell Conference.
CARRIED
h) INVESTMENT POLICY UPDATE
The updated draft investment policy was reviewed by the Audit and Finance Committee
in June 2016. The Committee recommended including Principal Protected Notes
(PPN) in the Investment Policy and investing $2 million into CIBC PPNs. Staff
reviewed the investment projection over the life of the PPN (7 years).
MOTION A-113/16 moved: D. Hayes seconded: R. Geysens
THAT the LPRCA Board of Directors approves the revised Investment Policy;
AND confirms investment of $1,000,000 from each of the two Backus Woods
endowment funds into Principal Protected Notes as per the recommendation from the
LPRCA Audit and Finance Committee meeting of June 13th, 2016.
CARRIED
i) DELEGATED RESPONSIBILITY FOR MUNICIPAL PLAN REVIEW
Staff reviewed the history of the Ontario Planning and Development Process. In 1995,
the province delegated the responsibility for comments on development proposals
related to natural hazards to the conservation authorities across the province. The
conservation authorities are mandated to comment on municipal planning documents
and applications from the province’s perspective with regard to Section 3.1 of the
Provincial Policy Statement (PPS). Comments are first to be provided to the
municipality regarding planning matters. If the municipality decision is not consistent
with the PPS, LPRCA is obliged to notify the Ministry of Municipal Affairs and Housing
(MMAH) of the inconsistency.
In regards to the decision made by Norfolk County Council regarding allowing trailers on
Hastings Drive in Long Point, LPRCA fulfilled its obligation to the province by sending a
letter to MMAH of the inconsistency with the PPS along with the comments provided to
Norfolk County in June 2016. LPRCA did not file an appeal to the Ontario Municipal
Board. If MMAH appeals Norfolk County Council’s decision, LPRCA staff will be
296
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 7 -
required to provide information or attend the hearing.
MOTION A-114/16 moved: D. Brunton seconded: J. Scholten
THAT the LPRCA Board of Directors receives the report regarding Delegated
Responsibility of Municipal Plan Review as Information.
CARRIED
j) EXPRESSION OF INTEREST – TILLSONBURG TOWN HALL
The Town of Tillsonburg recently advertised that they are researching new
administrative facilities. Staff submitted an Expression of Interest and will continue to
explore potential partnership opportunities.
MOTION A-115/16 moved: J. Scholten seconded: D. Brunton
THAT the LPRCA Board of Directors receives the General Manager’s report regarding
the Town of Tillsonburg’s Request for Expressions of Interest in a new town hall;
AND THAT the GM be authorized to explore any potential partnership opportunities for
the Board’s consideration.
CARRIED
D. Beres read an anonymous letter regarding the landscaping at the administration
office, specifically the prairie grass which the public assumes is weeds. The prairie
grass was planted in partnership with funding received from the RBC Blue Water
Program. Staff was directed to prepare communication materials explaining the project.
MOTION A-116/16 moved: J. Scholten seconded: N. Haydt
That the LPRCA Board of Directors does now enter into an “In Camera” session to
discuss:
personal matters about an identifiable individual, including Conservation
Authority employees;
a proposed or pending acquisition or disposition of land by the Conservation
Authority;
advice that is subject to solicitor-client privilege, including communications
necessary for that purpose
CARRIED
297
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
- 8 -
MOTION A-117/16 moved: R. Geysens seconded: R. Chambers
That the LPRCA Board of Directors does now adjourn from the “In Camera” session.
CARRIED
The Chair adjourned the meeting at 10:00pm.
_____________________________ ________________________________
Michael Columbus Judy Maxwell
Chair Manager, Corporate Services
298
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
LONG POINT REGION CONSERVATION AUTHORITY
BOARD OF DIRECTORS MINUTES - AUGUST 24th, 2016
(as approved at the Board of Directors meeting held October 5, 2016)
Members in attendance: Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers,
Michael Columbus, Roger Geysens, Noel Haydt and Tom Southwick
Staff in attendance: C. Evanitski, L. Minshall, and D. McLachlan
Hearing attendees – Mr. G. Inglis, Mr. Z. Vajda, Ms. N. Wilson, Mr. H. Weiler, Mr. T. Weiler
and Mr. R. Mawhiney
Regrets: Craig Grice, David Hayes and John Scholten
The LPRCA Chair called the meeting to order at 6:30 pm Wednesday, August 24th, 2016 in
the Tillsonburg Administration Office Boardroom.
ADDITIONAL AGENDA ITEMS
None
DISCLOSURES OF INTEREST
None
DEPUTATIONS
None
MINUTES OF PREVIOUS MEETINGS
MOTION A-118/16 moved: D. Beres seconded: R. Geysens
THAT the minutes of the LPRCA Board of Directors regular meeting held August 3rd,
2016 be adopted as circulated.
CARRIED
BUSINESS ARISING
None
REVIEW OF COMMITTEE MINUTES
None
299
FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
CORRESPONDENCE
None
DEVELOPMENT APPLICATIONS
a) Hearing re: Zoltan Vajda
MOTION A-119/16 moved: T. Southwick seconded: L. Bartlett
THAT the LPRCA Board of Directors does now sit as a Hearing Board.
CARRIED
The roll was called.
The Chair gave his opening remarks and reviewed the guidelines and process to be
followed for the hearing.
Staff introduced the applicant and presented the staff report. The area requested for
redevelopment is subject to frequent flooding and has been identified as not having
safe access/egress to support evacuation and emergency assistance in the event of a
flood.
Staff responded to questions from the Board.
The applicant presented his position on the basis that the redevelopment will be flood-
proofed to the extent that it is able and that there are other larger redevelopments in the
area that were granted permission in the past.
The Board asked questions of both the applicant and staff.
MOTION A-120/16 moved by: T. Southwick seconded: D. Beres
That the LPRCA Board of Directors does now enter into an “In Camera” session to
discuss:
• advice that is subject to solicitor-client privilege, including communications
necessary for that purpose.
CARRIED
MOTION A-121/16 moved by: T. Southwick seconded: L. Bartlett
That the LPRCA Board of Directors does now adjourn from the “In Camera” session.
CARRIED
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FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
MOTION A-122/16 moved by: D. Brunton seconded: R. Geysens
That the LPRCA Board of Directors approves Application 72/16 (Zoltan Vajda) to
redevelop a vacation home and associated services provided that the applicant
provides to the Long Point Region Conservation Authority a restrictive covenant or
release in a form satisfactory to the Authority in accordance with the plans filed by the
applicant.
CARRIED
MOTION A-123/16 moved by: N. Haydt seconded: D. Brunton
That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board.
CARRIED
b) Hearing re: Tim Weiler
MOTION A-124/16 moved: L. Bartlett seconded: T. Southwick
THAT the LPRCA Board of Directors does now sit as a Hearing Board.
CARRIED
The roll was noted.
The Chair gave his opening remarks and reviewed the guidelines and process to be
followed for the hearing.
Staff introduced the applicant and presented the staff report. The area requested for
redevelopment is subject to frequent flooding and has been identified as not having
safe access/egress to support evacuation and emergency assistance in the event of a
flood.
Staff responded to questions from the Board noting that permits were granted in this
area in the past on the assumption that safe access/egress was available.
The applicant presented his position on the basis that the redevelopment will be flood-
proofed.
There were no further questions.
MOTION A-125/16 moved by: L. Bartlett seconded: R. Geysens
That the LPRCA Board of Directors does now enter into an “In Camera” session to
discuss:
• advice that is subject to solicitor-client privilege, including communications
necessary for that purpose.
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FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
CARRIED
MOTION A-126/16 moved by: N. Haydt seconded: D. Beres
That the LPRCA Board of Directors does now adjourn from the “In Camera” session.
CARRIED
MOTION A-127/16 moved by: T. Southwick seconded: L. Bartlett
That the LPRCA Board of Directors approves Permit Application No. 135/16 (Tim &
Marie Weiler) to construct a new vacation home and associated services provided that
the applicant provides to the Long Point Region Conservation Authority a restrictive
covenant or release in a form satisfactory to the Authority in accordance with the plans
filed by the applicant.
CARRIED
MOTION A-128/16 moved by: R. Geysens seconded: L. Bartlett
That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board.
CARRIED
c) Hearing re: Randy Mawhiney
MOTION A-129/16 moved: D. Beres seconded: L. Bartlett
THAT the LPRCA Board of Directors does now sit as a Hearing Board.
CARRIED
The roll was noted.
The Chair gave his opening remarks and reviewed the guidelines and process to be
followed for the hearing.
Staff introduced the applicant and presented the staff report. The area requested for a
new structure is zoned hazard land, is subject to frequent flooding and has been
identified as not having safe access/egress to support evacuation and emergency
assistance in the event of a flood.
Staff responded to questions from the Board noting that no permits have been granted
for new sheds in this area since the 2006 regulation came into effect
The applicant presented his position on the basis that it is a small building to be used
as a change house only.
The applicant responded to questions.
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FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
MOTION A-130/16 moved by: T. Southwick seconded: D. Brunton
That the LPRCA Board of Directors does now enter into an “In Camera” session to
discuss:
• advice that is subject to solicitor-client privilege, including communications
necessary for that purpose.
CARRIED
MOTION A-131/16 moved by: R. Geysens seconded: D. Beres
That the LPRCA Board of Directors does now adjourn from the “In Camera” session.
CARRIED
MOTION A-132/16 moved by: T. Southwick seconded: D. Brunton
That the LPRCA Board of Directors approves Permit Application LPRCA-105/16 (Randy
Mawhiney) to construct a change house not to exceed 108 square feet.
CARRIED
MOTION A-133/16 moved by: R. Geysens seconded: D. Beres
That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board.
CARRIED
d) Staff Approved applications
Staff approved 13 applications since the last meeting August 3rd: LPRCA-85/16,
LPRCA-126/16, LPRCA-130/16, LPRCA-132/16, LPRCA-133/16, LPRCA-134/16,
LPRCA-136/16, LPRCA-137/16, LPRCA-138/16, LPRCA-141/16, LPRCA-143/16,
LPRCA-144/16 and LPRCA-145/16. No comments or questions.
MOTION A-134/16 moved: R. Geysens seconded: D. Brunton
That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation
Applications report as information.
CARRIED
e) New Applications
The Planning Department sought approval for two applications. No further questions or
comments.
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FULL AUTHORITY COMMITTEE MEMBERS
Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus,
Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick
MOTION A-135/16 moved: D. Beres seconded: L. Bartlett
THAT the LPRCA Board of Directors approves the following Development Applications
contained within the background section of the report:
A. For Work under Section 28 Regulations, Development, Interference with
Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O.
1990 Reg. 178/06),
LPRCA-140/16
LPRCA-142/16
B. That the designated officers of LPRCA be authorized to complete the approval
process for this Development Application, as far as it relates to LPRCA’s
mandate and related Regulations.
CARRIED
The Chair adjourned the meeting at 10:00pm.
_____________________________ ________________________________
Michael Columbus Dana McLachlan
Chair Administrative Assistant
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200 University Ave. Suite 801 www.amo.on.ca Tel416. 971.9856 Toll Free in Ontario
Toronto, ON, M5H 3C6 amo@amo.on.ca Fax 416. 971.6191 877.426.6527
October 6, 2016
Dear Clerks: AMO Seeks Council Resolution
On behalf of the AMO Board, I would ask you to place the attached resolution on
council’s next agenda along with this letter.
AMO wants every council to be involved in the What’s Next Ontario? project. There is a
looming fiscal gap facing Ontario’s municipalities. What’s Next Ontario? is about recognizing the gap and seeking sector support for closing it. The response has been
impressive, but there’s more to be done! We’ve boiled down the essence of the challenge we face in the next ten years to a one-page resolution. We urge every council in Ontario to adopt the resolution, and reply to AMO by December 1, 2016.
What does it say? We know Ontarians see infrastructure as the number one challenge facing their community. We know that even if we raise property taxes and user fees by inflation (1.8%), we will still be $3.6 billion short to fix the infrastructure gap, every year for ten years. This is what we need to address. As elected officials, how do we deal with this challenge? What is the best approach? Ontarians already pay the highest property taxes in the country. How high is too high?
We could finance this gap by increasing property taxes. It would require property tax revenue increases of 4.6% annually for 10 years, sector-wide. And, what happens if the federal or provincial governments pull back on future commitments? We know that could mean property tax revenue increases of up to 8.35% annually for 10 years, sector-wide. How might these numbers translate locally as an annual rate increase?
The attached resolution is a starting point. Thank you for bringing this to your council’s attention. My e-mail address is on the resolution and I look forward to receiving council’s support.
If you have questions, please contact Matthew Wilson, Senior Advisor,
mwilson@amo.on.ca, 416-971-9856 Ext. 323.
Yours sincerely,
Lynn Dollin AMO President
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WHAT’S NEXT ONTARIO? RESOLUTION
WHEREAS recent polling, conducted on behalf of the Association of Municipalities
of Ontario indicates 76% of Ontarians are concerned or somewhat concerned
property taxes will not cover the cost of infrastructure while maintaining
municipal services, and 90% agree maintaining safe infrastructure is an important
priority for their communities;
AND WHEREAS infrastructure and transit are identified by Ontarians as the
biggest problems facing their municipal government; AND WHEREAS a ten-year projection (2016-2025) of municipal expenditures against inflationary property tax and user fee increases, shows there to be an unfunded average annual need of $3.6 billion to fix local infrastructure and provide for municipal operating needs; AND WHEREAS the $3.6 billion average annual need would equate to annual increases of 4.6% (including inflation) to province-wide property tax revenue for the next ten years; AND WHEREAS this gap calculation also presumes all existing and multi-year planned federal and provincial transfers to municipal governments are fulfilled; AND WHEREAS if future federal and provincial transfers are unfulfilled beyond 2015 levels, it would require annual province-wide property tax revenue increases of up to 8.35% for ten years;
AND WHEREAS Ontarians already pay the highest property taxes in the country;
AND WHEREAS each municipal government in Ontario faces unique issues, the
fiscal health and needs are a challenge which unites all municipal governments,
regardless of size;
NOW THEREFORE BE IT RESOLVED that this Council supports the Association of
Municipalities of Ontario in its work to close the fiscal gap; so that all
municipalities can benefit from predictable and sustainable revenue, to finance
the pressing infrastructure and municipal service needs faced by all municipal
governments.
Please forward your resolution by December 1, 2016 to:
AMO President Lynn Dollin amopresident@amo.on.ca.
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4048
A By-Law to authorize the sale of land (8 Hardy Avenue) to the Town of Tillsonburg
Non-Profit Housing Corporation.
WHEREAS pursuant to Section 8 and 9 of the Municipal Act, 2001, C. 25, a municipality
has the capacity, rights, powers and privileges of a natural person for the purpose of
exercising its authority under this or any other Act;
AND WHEREAS The Corporation of the Town of Tillsonburg has agreed to sell certain
lands, known municipally as 8 Hardy Avenue, Lot 598, Plan 500, in the Town of
Tillsonburg in the County of Oxford, as described in the Agreement of Purchase and Sale
attached as Schedule “A” to this By-law;
AND WHEREAS The Council of the Corporation of the Town of Tillsonburg has
determined that the said lands are surplus to the needs of the Corporation and should be
sold;
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT the Council of the Town of Tillsonburg does hereby authorize the
conveyance of lands described as 8 Hardy Avenue, Lot 598, Plan 500, in the
Town of Tillsonburg, in the County of Oxford, as described in the Agreement of
Purchase and Sale attached as Schedule “A” to this By-law;
2. AND THAT the Mayor and Clerk be hereby authorized and instructed to perform
all acts and take such steps and execute such documents under the seal of the
Corporation as may be necessary to effect such a conveyance of said land.
READ A FIRST AND SECOND TIME THIS 24th DAY OF OCTOBER, 2016.
READ A THIRD AND FINAL TIME AND PASSED THIS 24th DAY OF OCTOBER, 2016.
___________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Donna Wilson
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4049
A By-Law to authorize an agreement between The Corporation of the Town of
Tillsonburg and the Corporation of the Town of Hanover for the provision of fire
dispatch and communications services.
WHEREAS The Fire Protection and Prevention Act, S.O. 1997, c. 4, as amended,
authorizes a municipality to provide and/or receive fire protection services to or from other
municipalities;
AND WHEREAS The Town of Tillsonburg operates fire protection services and holds fire
protection assets including fire communications personnel and equipment suitable to
meet municipal responsibilities required by the Fire Protection and Prevention Act,
through a fire department situated within the Town of Tillsonburg;
AND WHEREAS The Corporation of the Town of Tillsonburg is desirous of entering into
an agreement with the Corporation of the Town of Hanover, to provide fire dispatch and
communications services.
THEREFORE the Council of the Town of Tillsonburg enacts as follows:
1. THAT the Agreement attached hereto as Schedule “A” and forming part of this
By-Law between the Corporation of the Town of Tillsonburg and The Corporation
of the Town of Hanover, is hereby approved;
2. THAT the Mayor and Clerk be hereby authorized to execute the attached
agreement marked as Schedule “A” on behalf of The Corporation of the Town of
Tillsonburg;
3. THAT this By-Law shall come into force and take effect immediately after the final
passing hereof.
READ A FIRST AND SECOND TIME THIS 24th day of October, 2016.
READ A THIRD AND FINAL TIME AND PASSED THIS 24h day of October, 2016.
___________________________
MAYOR – Stephen Molnar
______________________________
TOWN CLERK – Donna Wilson
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THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW NUMBER 4050
BEING A BY-LAW to confirm the proceedings of Council at its meeting held on
the 24th day of October, 2016
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE
TOWN OF TILLSONBURG ENACTS AS FOLLOWS:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on October 24, 2016, with respect to every report, motion, by-law, or
other action passed and taken by the Council, including the exercise of natural
person powers, are hereby adopted, ratified and confirmed as if all such
proceedings were expressly embodied in this or a separate by-law.
2. The Mayor and the Clerk are authorized and directed to do all the things necessary
to give effect to the action of the Council of The Corporation of the Town of
Tillsonburg referred to in the preceding section.
3. The Mayor and the Clerk are authorized and directed to execute all documents
necessary in that behalf and to affix thereto the seal of The Corporation of the Town
of Tillsonburg.
4. This by-law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 24th DAY of October, 2016.
READ A THIRD AND FINAL TIME AND PASSED THIS 24th DAY of October, 2016.
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Mayor – Stephen Molnar
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Town Clerk – Donna Wilson
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