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190124 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg COUNCIL BUDGET MEETING AGENDA Thursday, January 24, 2019 5:00 PM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Adoption of Agenda Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council Budget Meeting of Thursday, January 24, 2019, be adopted. 3.Moment of Silence 4.Disclosures of Pecuniary Interest and the General Nature Thereof 5.Adoption of Council Minutes of Previous Meeting Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the minutes of the Council Budget Meeting on Thursday, January 17, 2019 and the minutes of the Council Budget Meeting on Monday, January 21, 2019, be approved. 6.Delegations 6.1 Tillsonburg Thunder Senior AA Hockey Presented by: Kathy Holly Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT Council receive the correspondence from Tillsonburg Thunder Senior AA Hockey, as information. 7.Information Items 7.1 Correspondence - Tillsonburg Tri-County Agricultural Society Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council receive the correspondence from the Tillsonburg Tri-County Agricultural Society, as information. 7.2 Cultural Grant Guidelines and Application Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ THAT Council receive the grant application from the Cultural Advisory Committee, as information. 7.3 Correspondence - Station Arts Centre Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT Council receive the correspondence from the Station Arts Centre, as information. Page 2 of 666 8.Finance 8.1 FIN 19-04 - Debenture Financed Facility Rehabilitation Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council receive report FIN 19-04 Debenture Financed Rehabilitation, as information. 9.Budget Requests Supplementary Information 9.1 Capital Items Identified from January 7, 2019 Meeting 9.2 Operating Items Identified from January 21, 2019 Meeting 10.Motion/Notice of Motions 10.1 Notice of Motion - Councillor Gilvesy - Capital Budget Project X92 SAG - Station Arts Building and Building Code Compliance Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Council review and discuss the following documentation regarding Capital Budget Project X92 SAG - Station Arts Building and Building Code Compliance: Facility Condition Assessment Report - Station Arts Building1. Unsafe Building Order - UBO-10-15-2018 - Tillsonburg Station Arts Centre2. 10.2 Notice of Motion - Deputy Mayor Beres - Limit Grant Funding Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council limit grant funding request to 1% of the 2019 proposed budget of 15,813,800.00 from taxation being $158,138.00. 10.3 Notice of Motion - Councillor Esseltine - Lake Lisgar Revitalization Hawkins Bridge Shoreline Protection Project Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ Page 3 of 666 THAT Council direct staff to include the Lake Lisgar Revitalization Hawkins Bridge Shoreline Protection Project including funding options in their 2019 budget and business plans for Council deliberations. 10.4 Notice of Motion - Councillor Esseltine - South Ridge School Accessible Playground Development Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT Council direct staff to include the South Ridge School accessible playground development as a cooperative project between the Town and the South Ridge Parent Council in their 2019 Budget and Business Plans for Council deliberation. 11.Confirm Proceedings By-law Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT By-Law 4257, to Confirm the Proceedings of the Council meeting held on January 24, 2019, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 12.Adjournment Proposed Resolution #13 Moved By: ________________ Seconded By: ________________ THAT the Council Budget Meeting of January 24, 2019, be adjourned at ___ p.m. Page 4 of 666 1 MINUTES Thursday, January 17, 2019 9:00 AM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Luciani Councillor Parker Councillor Rosehart Regrets: Councillor Gilvesy Staff: David Calder, CAO Donna Wilson, Town Clerk Kevin De Leebeeck, Director of Operations Dave Rushton, Director of Finance Rick Cox, Director of Recreation, Culture and Parks Jeff Smith, Fire Chief _____________________________________________________________________ 1. Call to Order The meeting was called to order at 9:00 a.m. 2. Adoption of Agenda Resolution # 1 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Agenda as prepared for the Council Budget Meeting of Thursday, January 17, 2019, be adopted. Carried Page 5 of 666 2 5. Adoption of Council Minutes of Previous Meeting Resolution # 2 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Minutes of the Council Budget Meeting of Monday, January 7, 2019, be approved. Carried 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Finance 6.1 FIN 19-01 - 2019 Rates and Fees To amend the document under Building Fees – Residential – New Low Density Single Detached & Townhouses which currently reads $3,330.00 and should be amended to read $2,326.00. Resolution # 3 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives report FIN 19-03 2019 Rates and Fees; AND THAT By-Law 4251 to establish Rates & Fees for 2019 be brought forward for Council consideration. Carried 6.2 FIN 19-02 - 2019 Community Budget Requests Resolution # 4 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives FIN19-02 2019 Community Budget Requests as information; AND THAT the community grant requests be referred to the 2019 budget deliberations. Carried Page 6 of 666 3 Council took a recess at 9:06 a.m. Council resumed session at 9:08 a.m. 6.3 10:00 a.m. - Tillsonburg Cultural Advisory Committee - Grants Summary Staff to send the application and criteria for grants to council for their information. Resolution # 5 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive the Tillsonburg Cultural Advisory Committee grants summary, as information. Carried 6.4 10:15 a.m. - Tillsonburg Family Day Committee Rick Cox representing the committee answered questions of council regarding the event. The amount requested is $2900.00. Resolution # 6 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive the correspondence from the Tillsonburg Family Day Committee, as information. Carried At 9:22 a.m. Council called a recess. At 10:45 a.m. Council resumed session. 7. Budget Requests 7.1 10:45 a.m. - Tillsonburg Business Improvement Area Page 7 of 666 4 Mark Renaud, BIA Executive Director and Cedric Tomico , BIA Chair, appeared before council to present the BIA request for 2019. The AGM was held yesterday and the Board approved the draft budget. Council were given the opportunity to ask questions. Resolution # 7 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT Council receive the Tillsonburg Business Improvement Area 2019 grant request, as information. Carried 7.2 11:00 a.m. - Tillsonburg Chamber of Commerce Lindsey Tribble, Past President of the Chamber of Commerce appeared before Council to request a $4,000 grant for the awards dinner held on an annual basis. Resolution # 8 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receive the Tillsonburg Chamber of Commerce 2019 grant request, as information. Carried 7.3 11:15 a.m. - Tillsonburg Turtlefest Jason Cain, Executive member of the Turtlefest Committee appeared before Council and provided a presentation. Council were given the opportunity to ask questions. Resolution # 9 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive the Tillsonburg Turtlefest 2019 grant request, as information. Carried Page 8 of 666 5 7.4 11:30 a.m. - Tillsonburg OPP/ Police Services Board Larry Scanlan Chair Police Service Board appeared before Council to present the PSB proposed budget request. Council were given the opportunity to ask questions. Resolution # 10 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receive the Tillsonburg OPP/ Police Services Board 2019 grant request, as information. Carried 7.5 12:00 p.m. - Station Arts Centre Gail Connor, representing the Station Arts Centre appeared before Council and presented the Station Arts Centre proposed budget and grant request. Resolution # 11 Moved By: Councillor Rosehart Seconded By: Councillor Esseltine THAT Council receive the Tillsonburg Station Arts Centre 2019 grant request, as information. Carried Council recessed at 11:49 a.m. Council resumed session at 1:15 p.m. The Director of Finance noted that the balance of funds in the draft budget for grants following this morning’s requests is $16,000. 7.6 1:15 p.m. - Lake Lisgar Revitalization Committee Joan Weston and Frank Kempf of the Lake Lisgar Revitalization Committee (LLRC) appeared before Council and went over a review of the activities of the LLRC. This group is a community group and not a committee of Council. Their main focus for 2019 is for shoreline protection. Page 9 of 666 6 Resolution # 12 Moved By: Councillor Rosehart Seconded By: Councillor Esseltine THAT Council receive the Lake Lisgar Revitalization Committee 2019 grant request, as information. Carried 7.7 1:30 p.m. - Big Brothers Big Sisters Deb Landon, Executive Director of the Big Brothers & Big Sisters of Ingersol, Tillsonburg & Area presented the grant request from that organization. To contact the Big Brothers & Sisters - sharethefund.org or by telephone at 519-485-1801 if anyone has an interest in this organization. Resolution # 13 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT Council receive the Big Brothers Big Sisters 2019 grant request, as information. Carried 7.8 1:45 a.m. - Tillsonburg & District Multi-Service Centre Maureen Vandenberghe, of the Tillsonburg District Multi-Service Centre appeared before council to present their grant request. Council were given the opportunity to ask questions. Resolution # 14 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT Council receive the Tillsonburg & District Multi-Service Centre 2019 grant request, as information. Carried Page 10 of 666 7 7.9 2:00 p.m. - South Ridge Public School Jodi Butcher and Cindy Allen appeared before Council and provided a presentation for their grant request. Peter Klassen was also in attendance to support the presentation. The request is for playgrounds on Thames Valley District School Board property. They also noted that any assistance for fundraising efforts would be appreciated such as town owned space at no cost for fundraising events. Staff to have a conversation with the organization regarding possible partnership efforts. Resolution # 15 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive the South Ridge Public School 2019 grant request, as information. Carried 7.10 2:15 p.m. - Victoria's Quilts Canada Carol and Tom Nant appeared before Council to present their grant request. Council were given the opportunity to ask questions. Resolution # 16 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receive the Victoria's Quilts Canada 2019 grant request, as information. Carried 7.11 2:30 p.m. - Upper Deck Youth Centre Rayburn Lansdell appeared before Council and presented the Up per Deck Youth Centre grant request. They are celebrating their 25th anniversary this year. Page 11 of 666 8 The request is for $3,000 to run the facility and then an additional $2,000 to help support the after school programs. Resolution # 17 Moved By: Councillor Luciani Seconded By: Councillor Esseltine THAT Council receive the Upper Deck Youth Centre 2019 grant request, as information. Carried 7.12 2:45 p.m. - Tillsonburg Tri-County Agricultural Society Michael and Rosemary Dean and Mary Jane Kekes appeared before council to present their grant request. The Fair is celebrating 165 years and will be held on August 16 - 18, 2019. Resolution # 18 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT Council receive the Tillsonburg Tri-County Agricultural Society 2019 grant request, as information. Carried 8. Review of Group Presentations 8.1 2019 Group Budget Requests Discussion took place regarding the group grant requests. Cultural Grants of $10,000 - the guidelines, application and committee terms of reference will be provided for council’s review. It was suggested that the Lake Lisgar project be put into a Town business plan for a capital project. Staff to look at adding the South Ridge School playground request to the Parks Equipment Capital Budget plan. The Town park next to the school will need to be evaluated in the near future which may offer additional space for the school’s use. The following summarizes Council’s deliberations on the group requests: Page 12 of 666 9 2019 Budget Request 2018 Awarded Grant Currently in 2019 Operating budget Department Council Deliberated Amount Notes Town of Tillsonburg Cultural Advisory Committee $10,000 $10,000 $10,000 Council $10,000 Family Day Organizing Committee $2,900 $2,500 $2,500 RCP $2,500 Tillsonburg Business Improvement Area 2019 Tax levy: $136,621 2019 FIP $25,000 2018 Tax levy: $130,116 2018 FIP $25,000 $25,000 BIA DCS $25,000 Tillsonburg District Chamber of Commerce $4,000 $4,000 $4,000 EcDev $4,000 Tillsonburg Turtlefest $10,000 $10,000 $10,000 RCP $10,000 Tillsonburg Police Services Board $13,500 $13,500 $13,500 Police $13,500 Tillsonburg Station Arts Centre $40,000 $40,000 $40,000 Council $40,000 Lake Lisgar Revitalization Committee $12,000 $3,500 $0 Council $3,500 $3,500 for dredging. $12,500 expected form Kinsmen & $12,500 supported by Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area $4,000 $3,000 $0 Council $3,000 Tillsonburg & District Multi-Service Centre $10,000 $10,000 $0 Council $10,000 Southridge Public School $10,000 $2,780 via Cultural Advisory Committee $0 Council $0 to be revisited as part of the 2019 parks capital budget Victorias Quilts $3,000 n/a $0 Council $1,000 Upper Deck Youth Centre $5,000 $2,000 $0 Council $2,500 Tillsonburg Tri-County Agricultural Society $25,000 $2,000 $0 Council $5,000 Remaining to be allocated in Council budget -$ 8,900 Council passed the following resolution: Resolution # 19 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council has received applications for grant funding from various community groups during the 2019 budget sessions; AND THAT the following groups are awarded the following dollar amounts: i. Station Arts Centre ($ 40,000 ); ii. Lake Lisgar Revitalization Committee ($ 3,500 ); iii. Big Brothers Big Sisters ($3,000 ); iv. Tillsonburg & District Multi-Service Centre ($10,000 ); Page 13 of 666 10 v. South Ridge Public School ($ 0 ); vi. Victoria’s Quilts Canada ($ 1,000 ); vii. Upper Deck Youth Centre ($ 2,500 ); viii. Tillsonburg Tri-County Agricultural Society ($ 5,000 ). Carried 9. Motions/Notice of Motions Moved By: Deputy Mayor Beres THAT Council limit grant funding request to 1% of the 2019 proposed budget of 15,813,800.00 from taxation being $158,138.00. 10. By-laws 10.1 By-law 4251 - A Schedule of Fees for certain Municipal applications, service and permits. Resolution # 20 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT By-law 4251 A Schedule of Fees for certain Municipal applications, service and permits, be read for a first and second reading. Carried 11. Confirm Proceedings By-law Resolution # 21 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT By-Law 4254, to Confirm the Proceedings of the Council meeting held on January 17, 2019, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried Page 14 of 666 11 12. Adjournment Resolution # 22 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT the Council Budget Meeting of Thursday, January 17, 2019, be adjourned at 4.28 p.m. Carried Page 15 of 666 1 COUNCIL BUDGET MEETING MINUTES Monday, January 21, 2019 5:00 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Staff: David Calder, CAO Donna Wilson, Town Clerk Kevin De Leebeeck, Director of Operations Dave Rushton, Director of Finance Rick Cox, Director of Recreation, Culture and Parks Jeff Smith, Fire Chief 1. Call to Order The meeting was called to order at 5:00 p.m. 2. Adoption of Agenda Resolution # 1 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Agenda as prepared for the Council Budget Meeting of Monday, January 21, 2019, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. Page 16 of 666 2 4. Adoption of Council Minutes of Previous Meeting 5. Delegations 5.1 Ken Abbott - Regarding J. L. Scott McLean Outdoor Recreation Pad Mr. Abbott provided an overview of his concerns regarding the J.L. Scott McLean Outdoor Recreation Pad. Council were given the opportunity to ask questions. Staff and the Mayor will be available to meet to discuss the concerns. Resolution # 3 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council receive the delegation from Ken Abbott, as information. Carried 6. Budget Requests 6.1 Tab 3 - Corporate Services 2019 Business Plan and Operating Budget Details The Director of Finance went over the Corporate Services Business Plan and Budget Details. Council were given the opportunity to ask questions. Resolution # 4 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Tab 3 - Corporate Services 2019 Business Plan and Operating Budget Details, as information. Carried 6.2 Tab 4 - Human Resources 2019 Business Plan and Operating Budget Details The Manager of Human Resources provided an overview of the business plan and budget details. Council were given the opportunity to ask questions. Page 17 of 666 3 To park the additional FTE for Human Resources to discuss later in the budget process. Resolution # 5 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT Council receives Tab 4 - Human Resources 2019 Business Plan and Operating Budget Details, as information. Carried 6.3 Tab 5 - Operations 2019 Business Plan and Operating Budget Details The Director of Operations went over the Operations Business Plan and budget. Council were given the opportunity to ask questions. Hawkins Bridge and slope stabilization issues to be reviewed and possibly included in this budget. Council ask that the new proposed position for CVOR and Transit Operations be parked at this point. Staff to provide council with a copy of the contract between the Town and the Transit Contractor. Staff to provide a cost analysis on the ridership rate for this system in order for it to break even. Resolution # 6 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Tab 5 – Operations 2019 Business Plan and Operating Budget Details, as information. Carried 6.4 Tab 6 - Recreation, Culture and Parks 2019 Business Plan and Operating Budget Details The Director of Recreation, Culture and Parks reviewed the department business plan and budget. Council were given the opportunity to ask questions. Page 18 of 666 4 Staff to review the hours of operation for the health club and possibly expanding those hours. Staff to provide the costs for the concert series in 2018 which were not successful and to provide the number of tickets sold for the upcoming event on February 14, 2019. Staff to provide the contract with Carruthers Entertainment for council's information. Staff to contact the community group from South Ridge School parent group regarding the upgrades to the playground at the park and possible partnerships for that effort. Resolution # 7 Moved By: Councillor Parker Seconded By: Councillor Esseltine THAT Council receives Tab 6 - Recreation, Culture and Parks 2019 Business Plan and Operating Budget Details, as information. Carried 6.5 Tab 7 - Fire Services 2019 Business Plan and Operating Budget Details The Fire Chief provided a review of the department business plan and budget. Council were given the opportunity to ask questions. Staff to provide page 6, 7 & 8 of the business plan, with a more detailed target date and budget value for council consideration. To park the Fire Strategic Plan implementation until more information is provided. Fire Prevention Officer is an additional FTE for this department. Resolution # 8 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Tab 7 - Fire Services 2019 Business Plan and Fire and Police Operating Budget Details, as information. Carried Page 19 of 666 5 6.6 Tab 8 - Building, Planning and By-Law 2019 Business Plan and Operating Budget Details The CBO provided a review of the department business plan and budget. Council were given the opportunity to ask questions. Council has requested that the Smoking, Cemetery, Signs and Tree Planting by-Laws also be reviewed going forward. Resolution # 9 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives Tab 8 - 2019 Building, Planning and By-Law Business Plan and Operating Budget Details, as information. Carried 6.7 Tab 9 - Economic Development and Marketing 2019 Business Plan and Operating Budget Details The Development Commissioner appeared before council to provide an overview of the department business plan and budget. Council were given the opportunity to ask questions. Staff to park SOMA and bring background information for council's deliberations. Wayfair signage should be added to the business plan. Resolution # 10 Moved By: Councillor Luciani Seconded By: Councillor Esseltine THAT Council receives Tab 9 - Economic Development and Marketing 2019 Business Plan and Operating Budget Details, as information. Carried 6.8 Tab 10 - Hydro Operations 2019 Business Plan and Operating Budget Details The General Manager of THI appeared before Council and provided an overview of the business plan and budget. Council were given the opportunity to ask questions. Page 20 of 666 6 Resolution # 11 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives Tab 10 - Hydro Operations 2019 Business Plan and Operating Budget Details, as information. Carried 7. Staff Reports 7.1 RCP 19-03 - Enabling Accessibility Grant Updates Resolution # 12 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receives Report RCP 19-02 - Enabling Accessibility Grant Updates; AND THAT Council authorizes the Mayor and Clerk to sign the Amended Agreement with the Government of Canada for EAF Project 1511576 which provides an extension to the project period, shifts the project from the overpass location to the Broadway crossing, and gives pre-budget approval to execute the project; AND THAT Council authorizes the Mayor and Clerk to sign the Agreement with the Government of Canada for EAF Project 1591684 to improve auditory accessibility at various Town facilities; AND THAT the 2019 draft budget and RCP workplan be amended to include Project X97 at a cost of $75,000, including the Enabling Accessibility Grant of $48,750 and funding from the 2019 Asset Management program of $26,250, with pre-budget approval to execute the project. Carried 7.2 RCP 19-04 - Draft Results for Aquatics Facility Survey Resolution # 13 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receives Report RCP 19-04 - Draft Results for Aquatics Facility Survey, as information. Carried Page 21 of 666 7 8. Motions/Notice of Motions Moved By: Councillor Esseltine THAT Council direct staff to include the Lake Lisgar Revitalization Hawkins Bridge Shoreline Protection Project including funding options in their 2019 budget and business plans for Council deliberations. Moved By: Councillor Esseltine THAT Council direct staff to include the South Ridge School accessible playground development as a cooperative project between the Town and the South Ridge Parent Council in their 2019 Budget and Business Plans for Co uncil deliberation. 9. Confirm Proceedings By-law Resolution # 14 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT By-Law 4256, to Confirm the Proceedings of the Council meeting held on January 21, 2019, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 10. Adjournment Resolution # 15 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Council Budget Meeting of January 21, 2019, be adjourned at 8:16 p.m. Carried Page 22 of 666 To the Honorable Stephen Molnar, Mayor of Tillsonburg; The Tillsonburg Thunder Senior Hockey Club have been representing Tillsonburg across South Western Ontario since 2008 and in our 11th year of operation. Our Team focuses on local Tillsonburg boys that come back to Town to represent and play competitive hockey. The fan base supports the Team to a significant degree, usually it depends on if we are winning. There has been some significant changes in the Team. A major change was becoming a not for profit organization several years back. As President, I quickly realized that there is no profit in hockey. My goal is to build the Team to break even. To give you a very brief idea on the finances, in our Championship year, the Thunder lost $2,000.00. In a very poor year, the loss was a little over $27,000. I have personally maintained the Club. It has been difficult at times. With the thought of increasing revenues, the Thunder took over the Tillsonburg Ribfest several years ago. The first Ribfest, not run by the Thunder, was a disaster. It was not advertised and the Ribbers were not coming back. I resold Tillsonburg to the Ribbers and convinced them to come back. They did and it is profitable for them. Unfortunately, it is not profitable for the Thunder. I have attached a summary of the last 2 years. In 2018 we made $125.98 for 6 months of work. The Tillsonburg Ribfest has become a Town event on the scope of TurtleFest or the Fair. We would like to see it continue as an event for the people of Tillsonburg. With this in mind, after suggestions from Town people and the Ribbers, we are moving the Ribfest to the weekend of September 27 – 29, 2019. Many people in Tillsonburg are away for the summer. It is also very hot in July. September offers more favorable weather and it is before the snow birds leave for the winter. There are two ways to make it profitable. Decrease costs and increase revenues. There are fantastic suggestions on how to increase revenues. We must solicit more corporate sponsorship. That is in the plans and we plan on doing so. Any connections and support that you or others can give to encouraging sponsorship would be much appreciated. We are planning to approach all businesses in Town to sponsor a band. T hat sponsorship would be $1,500. This provides the band sponsorship, the advertising that goes with it, a sweater sponsorship for Team, 2 Season passes, and a ‘Company Night’ where the Company through the Thunder will provide free passes to a game and conduct activities as they see fit during that game. This is just one suggestion. We are always open to other ideas and assistance. Tillsonburg Thunder Senior AA Hockey Page 23 of 666 To decrease costs the Thunder would like for the Town to be corporate partner with the Thunder. If the Town could contribute to several of the key costs, we could continue the Ribfest. I have been asked to be specific on these items so below are the items; Item Cost Tent $2,356.05 Fairground/fence Rental Unknown Security $1,518.72 Sound $2,260.00 Entertainment $5,000.00 Total $11,134.77 These costs are estimates as they are from last year. This is just a short summary of where the Tillsonburg Ribfest stands today. I hope that the Town of Tillsonburg will assist the Tillsonburg Thunder in continuing the Tillsonburg Ribfest as an annual event in Town. I am available to answer any questions via phone or email. Michael Holly President – Tillsonburg Thunder Senior Hockey Club Tillsonburg Thunder Senior AA Hockey Club 3 Hillside Drive Tillsonburg, ON N4G 2E4 (519) 842-8826 (519) 983-0050 Michael.holly@rogers.com www.tillsonburgthunder.ca Page 24 of 666 2017 RibFest Item Cost Revenue Beer Purchases $1,378.50 Cooler Purchases $4,301.00 Permit $75.00 Tent $2,356.05 Fairground Rental Security $2,000.20 Sound $2,994.50 E&J Septic/Crystal Palace $1,068.40 Advertising $360.00 Ice/Fridge $524.25 R.D. Cookson $345.27 Friday Entertainment $850.00 Saturday Entertainment $2,200.00 Sunday Entertainment $207.00 Miscellaneos $1,282.01 I don't know what all of this is ($105 is Website). Friday Recivables $4,764.00 Saturday Receivables $5,307.00 Sunday Receivables $585.00 Vendor Income $8,300.00 Beer Returns $1,421.20 Cooler Returns $194.70 Empties $165.30 Total $19,942.18 $20,737.20 Profit/loss $795.02 Confidential 1/21/2019 Page 1 Page 25 of 666 2017 RibFest I don't know what all of this is ($105 is Website). Confidential 1/21/2019 Page 2 Page 26 of 666 2018 RibFest Item Cost Revenue Beer Purchases $3,866.75 Cooler Purchases $944.00 Permit $75.00 Tent $2,356.05 Fairground Rental Security $1,518.72 Sound $2,260.00 E&J Septic/Crystal Palace $1,168.40 Advertising $1,330.58 Ice/Fridge $608.75 R.D. Cookson $303.74 Friday Entertainment $1,850.00 Saturday Entertainment $1,210.00 Sunday Entertainment $300.00 Miscellaneos $329.23 Friday Recivables $3,475.00 Saturday Receivables $3,680.00 Sunday Receivables $1,195.00 Vendor Income $8,500.00 Beer Returns $792.35 Cooler Returns $466.85 Empties $138.00 Total $18,121.22 $18,247.20 Profit/loss $125.98 Confidential 1/21/2019 Page 1 Page 27 of 666 From: Rosemary Dean [mailto:rosemary.dean.9@gmail.com] Sent: January-21-19 9:53 AM To: Donna Wilson; Stephen Molnar Subject: addtional information for grant request Tillsonburg Tri-County Agricultural Society (Fair) P.O.Bpx 43 Tillsonburg,Ontario January 18/2019 Attention: Mayor Steve Molnar and members of council I would like to take this time to thank you for giving us the opportunity to present at council for funding to help our 165th Tillsonburg Fair celebrate another milestone in the history of hosting this fair. This is another great accomplishment for our Fairboard and its volunteers as we are 100% volunteer-based group that continues to put our heart and soul into the fair in hopes to keep it continuing for years to come. I would like to thank Mayor Steve Molnar and council for your words of wisdom, support, and helpful advice for us when presenting in the future and it was a great learning opportunity for us. We will take your advice back to the board. Moving forward and future requests for funding we are now aware to add all costs and income, not just what was received in year past. Focus will be on the big picture. We also now are aware that the request dollars should have been added to our projected income and projected expenses should have reflected the extra events we would like to have at our 165 th Tillsonburg Fair in celebration for this milestone. The request of $25,00.00 was for the 165th Tillsonburg Fair and if approved to bring in extra entertainment and venues to help celebrate the Tillsonburg Fair meeting this next milestone and having the town behind us in this in this achievement. Below is a list of venues we are current looking at and have received quotes: -Monster Truck Show for Saturday $10,000.00 -Monster Truck ride truck only $2500 -Educational Trailer, camel, kangaroo and pony rides $2400.00 -Midway to bring in extra rides $4000.00 (10 coming would like to request 3 -4 more) -Games on Wheels Trailer $7200.00 -Wiener dog show $500.00 -Cindy Cook-Polka Dot Door for children show $1100.00 all inclusive ( HST and travel) or With MY mascot performer the daily fees would be an $1500.00 for 2 days -Air Bounce Inflatables $3000.00 -Comic Con gaming station and celebrates (2 surprise guests) $5500.00 -Great Canadian Lumberjacks $10,000.00 With several midways and Fair closing or downsizing we at the Tillsonburg Fair hope for more Page 28 of 666 Years to come and continue to rebuild the Fair and all it has to offer historical and educational and continue to build on Agricultural and most importantly a place for families to come and enjoy time together and build memories. Thanks Rosemary Dean Tillsonburg Fair President Page 29 of 666 Cultural Advisory Committee Grant Guidelines & Criteria Please read the Cultural Grant Guidelines & Eligibility Criteria before completing your application form. Please note: • Not all submissions meeting the criteria will receive a grant, as the level of support depends on the number of submissions received and available funds. • A grant in any year is not to be considered a commitment by the Town of Tillsonburg to provide such assistance in future years. • Applications are accepted on an ongoing basis. • Applications can be submitted in hardcopy or electronically. Electronic submissions should be signed or followed by an original version. For more information, please contact: Patricia Phelps, Cultural Advisory Committee Staff Liason, Culture & Heritage Manager/Curator Annandale National Historic Site 30 Tillson Ave, Tillsonburg, ON N4G 2Z8 (519) 842-2294 pphelps@tillsonburg.ca Guidelines & Criteria In general, Cultural Grants will be awarded only to initiatives that result in a unique contribution to the cultural life of the community or that promote activities in support of the artistic, historical or lifestyle heritage of the Town. Eligibility Criteria for the program are: 1. Funding will be provided only to non-profit or not-for-profit organizations and committees. 2. Applicants for Cultural Grants must be located in the community or primarily provide cultural benefits for the Town of Tillsonburg. 3. The organization/committee must have been in existence for two (2) years and/or have demonstrated appropriate experience/expertise. 4. Funding will be provided only to festivals or events that include the arts as a significant component of their programming. 5. All events and festivals must be open to the public and publicized (if applicable). 6. Cultural Grants will be given to supplement current operating budgets and to reduce or eliminate existing deficits. 7. All successful applicants must acknowledge the contribution by the Town of Tillsonburg (Cultural Advisory Committee) when promoting their Project/Event. 8. All successful applicants will be required to submit a final report (to include use of grant funds) -1 month after the event to Patricia Phelps, Cultural Advisory Committee Staff Liason, Culture & Heritage Manager/Curator Annandale National Historic Site 30 Tillson Ave, Tillsonburg, ON N4G 2Z8 Page 30 of 666 In addition to the above criteria, preference will be given to: • Organizations or committees that demonstrate relevant experience and expertise; • New and innovative events, community outreach, and/or education relating to Arts & Culture; and, • Applications that have a variety of funding sources and that provide a detailed financial statement and budget for the event/initiative. The determination of the amount of funding allocated will be based on: 1. Purpose for which funding is to be utilized; 2. Whether another level of government is presently subsidizing this purpose; 3. How the organization has managed funds in the past; 4. The per capita benefit to the community. Process Grant applications will be received and acknowledged by the Museum Curator or designate. The Cultural Advisory Committee shall review all applications and supporting documentation to determine eligibility in accordance with the criteria established. The Cultural Advisory Committee Liaison will advise ineligible applicants of the reason(s) why their application is deemed ineligible or request additional information in order to process the application. The Staff Liaison or designate will advise the applicant of the Committee’s decision and forward the grant amount if approved. All applications are reviewed by committee to ensure the applications meet the eligibility criteria. If an application is deemed ineligible by the committee, the organization will be notified in a timely manner and the organization has 20 days to appeal to the committee in writing, to the Staff Liaison. Following this process a group or individual may appeal to Council through the Council Delegation process by contacting the Deputy Clerk – clerks@tillsonburg.ca Page 31 of 666 Cultural Advisory Committee Grant Application Please enclose the following documents: • A completed & signed application form (please ensure your answers are printed clearly and provide concise answers with brief descriptions) • A list of your current Board of Directors or Committee Members • Most recent Annual Report (if requested) • Your Organization’s audited financial statement or most recent financial statement endorsed by two (2) signing officials (if requested) Return completed form to: Tillsonburg Cultural Advisory Committee c/o Patricia Phelps, Cultural Advisory Committee Staff Liaison, Culture & Heritage Manager/Curator Annandale National Historic Site, 30 Tillson Ave, Tillsonburg, ON N4G 2Z8 (519) 842-2294 pphelps@tillsonburg.ca Applicant information (please print): Organization Contact Name Address Postal Code Telephone Email Address Project/Event Date(s)/Time(s) Start Date Completion Date Is this a new Event? Yes ___ No ___ Have you received grants from the Tillsonburg Cultural Advisory Committee or its predecessor, the Cultural Commission in the past? If so when & how much? Project/Event Title & Purpose If an existing event, please provide a brief history Page 1 of 2 Page 32 of 666 Project/Event Description Benefits to Community From Project/Event Total Costs for Project/Event Explanation/Itemization of costs Item Amount Comments $ $ $ $ $ $ Amount of Grant Request $ Other Sources of Funding Received or will receive for this Project/Event Federal $ Provincial $ Municipal $ Private $ Other $_____________ Source _______________________________________________ Total Please list how & where the Project/Event will be promoted/advertised Page 2 of 2 Cultural Advisory Committee Grant Application Continued Page 33 of 666 Application Received Applicant ______________________________________________________________________ Organization/contact name has been notified that the Chairperson of the Cultural Advisory Committee has received the application. ____________________________ and will be reviewed on _____________________________ Date received Date of Review Application Review Application Accepted/ Denied? ________ Grant Amount Recommended to Council: $ ___________ Rationale: ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ___________________________________________________________________ ________________________________________ ____________________ Cultural Advisory Committee Chairperson Date Notification Unsuccessful Applicant _____________________ __________________________ Date Method Successful Applicant ________________ _______________________ Date Method Cheque Requisition submitted to Town Finance Department: __________________ Date Final Report Final Report Due Date: _____________________ Final Report Received Date: _________________ Cultural Advisory Committee Grant Application Report Internal Document Page 34 of 666 Page 35 of 666 Report Title Debenture Financed Facility Rehabilitation Report No. FIN 19-04 Author Dave Rushton, Director of Finance Meeting Type Council Budget Meeting Council Date January 24, 2019 Attachments Debenture Financed Facility Rehabilitation Plan Amortization Schedule – Infrastructure Ontario Page 1 / 3 Debenture Financed Facility Rehabilitation RECOMMENDATION That Council receive report FIN 19 – 04 Debenture Financed Facility Rehabilitation for information. EXECUTIVE SUMMARY Many of the Town’s facilities are in need of significant rehabilitation in the next five years. The current method of funding the repairs out of taxation is causing some of these facilities such as the Water Park, Summer Place and Station Park to close or to operate on a limited basis. An alternative method is to bring these facilities to their former level of service and pay for this rehabilitation over the next 25 years. OBJECTIVE Offer an alternative method of financing that would rehabilitate several facilities at one time within the funds available for asset management from taxation. BACKGROUND The needs for facility rehabilitation over the next few years total almost $9 million. This would take an average of $1.8 million per year all of the asset management funding available in 2019 from taxation. This of course would not leave any funds left for managing the capital needs for the Town like roads, bridges, fleet and a new town hall. The attached summary looks at the costs from the Facility Condition Assessments that have been prepared to date. There are still a few facilities that have not been done such as Fire Station, Elliot Fairburn, Gibson House, the Tillsonburg Community Centre and other structures such a picnic shelters. FINANCIAL IMPACT/FUNDING SOURCE Borrowing for this rehabilitation at once would require about $6 million less over the next five years to bring ten facilities back to their former state meeting the current building code. Staff would recommend that project management be secured to oversee this construction and ensure Page 36 of 666 Page 2 / 3 CAO that it is done on time and on budget. Long term capital borrowing is facilitated through Oxford County often through Infrastructure Ontario. The rates are locked in for the term of the debenture and are currently less than 4%. Over the term of the borrowing the interest would amount to over $4 million. The attached spreadsheet also has the annual average repayment by asset if certain facilities can attract other forms of financing or Council chooses not to rehabilitate them. COMMUNITY STRATEGIC PLAN (CSP) IMPACT 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Demonstrate accountability 2. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 3. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Page 37 of 666 Page 3 / 3 CAO Report Approval Details Document Title: FIN 19 - 04 Debenture Financed Faciliy Rehabilitation.docx Attachments: - Debenture financed facility rehab.xlsx Final Approval Date: Jan 21, 2019 This report and all of its attachments were approved and signed as outlined below: David Calder - Jan 21, 2019 - 1:37 PM Page 38 of 666 Debenture Financed Faciliy Rehabilitation Location/Asset FCA Completed Total cost 2017 2018 2019 2020 2021 2022 2023 ANHS 2016 932,933$ 570,240$ 88,978$ 118,037$ 155,678$ completed (147,000)$ (15,000)$ (132,000)$ Ball Diamonds*2016 954,000$ 137,000$ 256,500$ 256,500$ 152,000$ 152,000$ completed (117,000)$ (117,000)$ Cemetery Building 2016 61,920$ -$ 61,920$ 0 Customer Service Centre 2016 813,312$ 117,792$ 148,320$ 228,960$ 61200 147600 109,440$ completed (24,700)$ (24,700)$ Indoor Pool 2017 2,146,032$ 648,000$ -$ -$ -$ 1,498,032$ completed (100,000)$ (100,000)$ Outdoor Pool 2017 1,104,480$ 289,728$ 685,440$ -$ -$ -$ 129,312$ completed (145,000)$ (50,000)$ (95,000)$ Public Works Building 2016 1,064,160$ 315,360$ 748,800$ Station Arts Gallery 2018 623,462$ 388,159$ 107,870$ 127,433$ Summer Place 2017 336,960$ 125,280$ 20,160$ 191,520$ Waterpark Building 2017 774,432$ 407,232$ 73,440$ 164,160$ 129,600$ completed (129,000)$ (129,000)$ Total 8,148,991$ 735,332$ 743,038$ 2,362,579$ 794,787$ 1,027,671$ 858,240$ 1,627,344$ Contingency 3%239,835$ 0.0294$ Project Management 7.5%611,174$ Cost to Debenture 9,000,000$ Annual Cost 25 years @ 3.67 528,607$ per year average over 25 years $680,000 initally Average Repayment by Asset ANHS 50,980$ Ball Diamonds*54,295$ Cemetery Building 4,016$ Customer Service Centre 51,160$ Indoor Pool 132,720$ Outdoor Pool 62,240$ Public Works Building 69,030$ Station Arts Gallery 40,442$ Summer Place 21,857$ Waterpark Building 41,867$ 528,607$ Page 39 of 666 Capital Items Identified from January 7, 2019 Meeting Topic Focus Action by Staff Documents Provided Lake Lisgar Water Park Improvements To include in the 2019 budget or not, options to be provided provide a memo and prior reports from 2018 Memo 2018-01-08 LLWP reports from 2018 Customer Service Ergonomics Is the upgrade worth it without knowing Town hall status Recirculate 2018 CSC report Customer Service Delivery Model FIN 18-26 plus attachement Airport Feasibility Study Terms of Reference Project X03 vs the Airpark Master Plan from 2010, memo to be provided Conceptual Master Plan Drawing update 2015 & OPS MEMO 19-01 Broadway Midblock Accessible Parking Stalls Location of parking stalls To Provide Downtown Parking and Accessibility Study Downtown Parking and Accessibility Study Gibson Bridge Town ownership, what is the course of action Provide Trails Mater plan to identify the link Trails Master Plan 2015 Public Works Salt Storage Why is there a need for the Environmental assessment Study Memo on stages for completion of this project. OPS MEMO 19-02 Sidewalk Connectivity Program Distribute map of sidewalk connectivity plan OPS 18-10 attachment #1 Concession St W. - Rolph St. to Charlotte Ave Provide the Town shares cost relating to the Grant application. If the grant is unsuccessful the project does not go forward Project to be added to the budget, Design costs for $85,000 with 76,500 funded by OCIF Grant and 8,500 from taxation OPS 18-21 Zamboni To provide options relating to an electric version Procurement to include both electric and natural gas options N/A Cemetery Capital Program More options provided - Scattering Gardens & Drive Shed Report to provide a phased in approach in implementing the Gardens Memo 2018-01-21-Scattering garden phasing Trails Master Plan Operational capabilities Report to ensure capacity for new trail section near Newell Road Trails Master Plan 2015 Playground Equipment Replacement Prioritization of replacing playground structure Memo to be provided Memo 2018-01-21-playground equipment replacement schedule Hardball Diamond #1- Operational Review Coordination with Memorial Park Master Plan and the usage of the diamond Reviewed by Council on January 9th tour Memorial Park Parking to update new members of Council relating to memorial park vision to provide maps and prior reports relating to memorial park master plan Memo 2018-01-08 -MPMP and Reports from 2018 and TCC NE parking expansion sketch Aquatic Facility Design Study What are total aquatic needs going forward Survey results to be provided and a summary report RCP 19 -04 - provided at January 21st Council meeting Visitor Parking at OPP Construction of visitor parking lot not in the budget Included in overall proposed parking study and Council to tour RCP 17-50 Security Gate at the Community Centre - Secure the Lobby Is the gate necessary Cost analysis to be provided, Status quo or implement gate and reduce OT costs Memo 2018-01-21-additional security gate at TCC Return on Investment/ Green Energy Results from LED conversions and installing the Cogeneration at the Community Centre Summary reports on: Street lighting High Bay Lighting and Cogen Streetlights Operating Summary and Memo 2018-01-21- operational savings from energy projects Station Arts Building To include in the 2019 budget or not, alternatives to be provided History to be provided on ownerships, provide Facility Condition Assessment Report Staion Arts Centre Building Condition Assessment Report and Unsafe Buidling Order Summer Place Building To include in the 2019 budget or not, options to be provided Provide Facility Condition Assessment Report and Options Report Memo 2018-01-21-Summer Place operational impacts Corporate Communications Enhancing our communication to the public To ensure the corporate engagement aspect on the capital side isn't lost. When reviewing the operating budget, identifying there could be a potential capital requirement Economic Devleopment 2019 Business Plan updated on Januuary 21st meeting H:\Finance\Manager of Finance Files\F - Finance and Accounting\F34 - Financial Plans\Financial Plans\2019\2019 - Capital Action Items Table.xlsx 22/01/2019 Page 40 of 666 January 8, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Previous (2018) Reports to Council regarding the Lake Lisgar Waterpark At the Council Budget Meeting on Monday, January 7, 2019, it was requested that all members of Council be provided with a copy of reports related to the Lake Lisgar Waterpark from 2018. Attached are: April 9, 2018 •RCP 18-14 – Awarding RFT18-008 Lake Lisgar Waterpark Repair Project – Reduced Scope of Work o RCP 18-14 – ATT 01 – LLWP Scope of Work – Original & Reduced •RCP 18-18 LLWP Capital Forecast and Slide Tower Replacement April 23, 2018 •RCP 18-20 – LLWP Slide Options •RCP 18-20b – LLWP Slide Options – Supplemental May 28, 2018 •RCP 18-20c - Waterslide Chronology June 11, 2018 •RCP 18-23 - 2018 LLWP Operations & Communications Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 41 of 666 Report Title Awarding RFT18-008 Lake Lisgar Waterpark Repair Project – Reduced Scope of Work Report No. RCP 18-14 Author Corey Hill, Manager of Parks & Facilities Meeting Type Council Meeting Council Date April 9, 2018 Attachments • Page 1 / 2 RCP 18-14 - LLWP Repair 2018.docx RECOMMENDATION THAT Council receives Report RCP 18-14 – Awarding RFT18-008 Lake Lisgar Waterpark Repair Project – Reduced Scope of Work, for information; AND THAT Council award Tender RFT18-008 for the repairs of the Lake Lisgar Waterpark to PPL Aquatic, Fitness & Spa Group Inc for the tendered price of $166,546 before applicable taxes and any contingency expenses. EXECUTIVE SUMMARY As per the 2018 Recreation, Culture & Parks Business Plan, and in compliance with the Purchasing Policy, a tender was issued for the supply and delivery of replacement and repair services for multiple related components (22 itemized tasks) within the Lake Lisgar Waterpark. Tenders were advertised on the Tillsonburg website, the Tillsonburg News and online at Biddingo.com. The tenders closed on March 16, 2018. The results of the tenders are summarized below: Tender RFT18-005 Budget: $174,000 Adems Restoration $517,410.30 Elgin Contracting and Restoration Ltd. $497,000.00 2SC Contracting $599,495.00 All bids were compliant with tender specifications as reviewed by Purchasing, the RCP Facilities Leadership team as well as WSP Consulting Services. However, all bids were significantly over the allocated budget. RCP Facilities Leadership and WSP Consulting Services reviewed the submissions and strategically reduced the scope of the project in an attempt to meet budget while maintaining the ultimate goal of being able to open and operate the waterpark for the summer of 2018 as originally planned. The reduction in scope was from 22 to 6 itemized tasks. This represented a significant change in scope of work and at the recommendation of Purchasing; tender RFT18-005 was cancelled. The reduced scope of work was re-issued as tender RFT18-008 and maintained the 6 tasks specifically related to the pool operations. The remaining tasks related to the building condition and/or other non-urgent tasks will need to be deferred for future capital budget consideration. Page 42 of 666 Page 2 / 2 RCP 18-14 - LLWP Repair 2018.docx The results for RFT18-008 are summarized below: Tender RFT18-008 Budget: $174,000 PPL Aquatic, Fitness & Spa Group Inc $166,546 + 15% Contingency Hollandia Pools & Spas $167,711 + 15% Contingency Acapulco Pools $194,947 + 15% Contingency Adems Restoration $262,900 + 15% Contingency All bids are compliant with tender specifications as reviewed by Purchasing, the RCP Facilities Leadership team as well as WSP Consulting Services and PPL Aquatic, Fitness & Spa Group Inc is the low bidder. CONSULTATION/COMMUNICATION Consultation throughout the tender creation, site tours and bid analysis was provided by WSP Canada Inc. WSP is a leading engineering consulting firm that was involved in completing the Lake Lisgar Waterpark Facility Condition Assessment & Capital Planning Study in 2017. Additionally, the Lake Lisgar Pool Study as completed by AQUA PLANS Aquatic Consultants Inc in 2017 was referenced in developing the project specifications. Project cost estimates used for developing the 2018 budget were taken from these 2 consulting reports. FINANCIAL IMPACT/FUNDING SOURCE This work will be funded as per the approved 2018 Capital Budget allocation of $100,000 in user-pay debt and $29,000 from the Asset Management Funding Reserve (AMFR) for the LLWP repairs and $45,000 from the AMFR for replacement filters. The AMFR is funded from growth- based taxation in accordance with the Town’s Asset Management Plan. There will need to be future discussion on how to fund the work that was originally specified with the cancelled tender as well as additional capital planning items for the Lake Lisgar Waterpark. Staff will provide a report to Council regarding a long-term plan for the facility. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This report provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy • Objective 4 – Culture & Community Page 43 of 666 Page 1 / 2 RCP 18-14 - ATT 01 - LLWP Repair 2018.docx 1 Supply all labor, equipment, materials and incidentals required to remove and dispose of existing deteriorated caulking materials in the control joints in the concrete pavement around the swimming pool. Clean and prepare concrete on each side of the joint and install new sealant material. 2 Supply all labor, equipment, materials and incidentals required to grout and seal cracks in the concrete pavement around the swimming pool as per Drawing PD-1. 3 Supply all labor, equipment, materials and incidentals required to remove and dispose of existing deteriorated caulking materials in the joint between the building walls and the concrete pavement around the swimming pool. Clean and prepare concrete on each side of the joint and install new sealant material as per Drawing PD-2. 4 Supply all labor, equipment, m aterials and incidentals required to remove and dispose of existing deteriorated concrete on the window sills as per Drawing PD-4 and ramps and repair deteriorated concrete areas. 5 Supply all labor, equipment, materials and incidentals required to remove existing railings on the ramps at the east elevation of the building. Remove corroded sections of the railing support posts as directed by the Consultant. Supply and install new steel base plates on the support posts as per Drawing PD-3 and install railings on the ramps after completion of concrete repair work. 6 Supply all labor, equipment, materials and incidentals required to remove and dispose of existing deteriorated concrete on ramps and around drains and repair deteriorated concrete areas. 7 Supply all labor, equipment, materials and incidentals required to remove cracked masonry units and install new masonry units on all elevations of the building. 8 Supply all labor, equipment, materials and incidentals required to rout out and repoint cracked/deteriorated mortar joints on all elevations of the building. 9 Supply all labor, equipment, materials and incidentals required to remove one course of block masonry above the windows, remove the existing corroded steel lintels and install new steel lintels in accordance with the project specification. Reinstall block masonry. Cost to include removal and reinstallation of A/C unit as required to facilitate the work. 10 Supply all labor, equipment, materials and incidentals required to repaint exterior block masonry walls after all masonry repairs have been completed. Adjacent surfaces are to be protected during this work. 11 Supply all labour, equipment and materials necessary to clean, prime and paint rusted steel beams in the basement level of the building. Original LLWP Scope of Work for RFT 18-005 Revised Scope of Work for RFT 18-008 is highlighted in yellow Page 44 of 666 Page 2 / 2 RCP 18-14 - ATT 01 - LLWP Repair 2018.docx 12 Supply all labor, equipment and materials necessary to remove existing asphalt shingles on the roof of the canteen and install new asphalt shingle roof system complete with building paper, eave protection and accessories. W ork to include remov al and replacement of existing roof vents and stack flashing. 13 Supply all labor, equipment and materials necessary to supply and install a new back flow preventer on the main incoming domestic water service located in the main electrical room in accordance with Drawing M-1. 14 Supply all labor, equipment and materials necessary to replace existing fluorescent light fixtures in the main building, basement and canteen with new energy efficient fluorescent fixtures. 15 Supply all labour, equipment and materials necessary to perform an infrared inspection of the electrical panels to assess operational reliability and submit a written report. 16 Supply all labor, equipment and materials necessary to remove existing paint on the walls and floor of the swimming pool. Clean, prime and paint walls and floor including a 50mm wide band of a contrasting color around the main drains. 17 Supply all labor, equipment and materials necessary to remove existing metal grate covers on the four (4) main drains in the pool. Supply and install four (4) new Aegis anti-entrapment shields. 18 Supply all labor, equipment and materials necessary to remove and dispose of two (2) existing pool sand filters. Supply and install two (2) new sand filters including all required piping, fittings, etc. 19 Supply all labor, equipment and materials necessary to remove and dispose of 4 existing broken skimmers. Supply and install new skimmers including all required piping, fittings, etc. Form and pour new concrete deck and pool walls around skimmers. 20 Supply all labor, equipment and materials necessary to remove existing concrete coping around the perimeter of the swimming pool. Supply and install new precast concrete coping units with integral safety grips. 21 Supply all labor, equipment and materials necessary to install tactile attention indicators at the perimeter of the swimming pool and between the pool and the seating area. 22 Mobilization / Demobilization of personnel and equipment on site. Page 45 of 666 Report Title LLWP Capital Forecast and Slide Tower Replacement Report No. RCP 18-18 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date April 9, 2018 Attachments • Page 1 / 3 RCP 18-18 - LLWP Capital forecast and Slide tower replacement.docx RECOMMENDATION THAT Council receives Report RCP 18-18 LLWP Capital Forecast and Slide Tower Replacement; AND THAT Council supports Option 1, to decommission the slide for 2018 and 2019 in order to do long term planning for the waterpark. EXECUTIVE SUMMARY This report provides Council with an update on planned repairs to the waterslide at the Lake Lisgar Waterpark (LLWP), as well as a forecast of significant additional expenditures at the facility in the next several years. The waterslide will not be useable for the 2018 waterpark season. BACKGROUND The 2018 budget and work plan includes $174,000 for repairs needed to open for the 2018 season. Report RCP 18-14 is before Council on April 9, 2018 to award that work and outlines the reduced scope of repairs that will be completed with the available budget. In 2016, normal preventative maintenance by RCP staff and the Town’s licensed slide mechanic and regulatory inspections by the TSSA identified metal repairs required on metal components of the waterslide tower. The 2017 budget included $50,000 for this work, and after the 2017 season the repairs were initiated. As work proceeded, the extent of compromised metal became larger and larger to the point where a structural engineer was brought in to confirm the magnitude of the repairs. Work to date including the engineer’s report has cost $7,860, leaving $42,140 available for the rest of the work. Using the work of the engineer, the appropriate refurbishment has an estimated cost of $150,000 and consists of replacing the stairs and landing platforms entirely, and refurbishing the tower pillars by removing them offsite for galvanizing and repainting. Further refurbishment costs for the slide flume and the metal pillars holding it are also expected but have not yet been confirmed. A new slide and tower structure will have a considerable cost of at least several hundred thousand dollars. The Memorial Park & Lake Lisgar Master Plan currently project an expanded waterpark compound with additional features and a new waterpark gateway building incorporating elements servicing the Fairgrounds and Bandshell area including public washrooms and a Page 46 of 666 Page 2 / 3 RCP 18-18 - LLWP Capital forecast and Slide tower replacement.docx canteen. The Facility Condition Analyses of the Lake Lisgar Waterpark inform an asset management plan requiring over $1.26 million during 2018-2022 to maintain the existing facility. Preventative maintenance and regulatory inspections of the LLWP waterslide structure have identified costly repairs that must be performed before the waterslide can be used. There is considerable interest in the community for the Town to establish a free-to-use splash pad as an alternative to the pay-to-use Waterpark. In addition to the outdoor aquatic facilities, there is a major expenditure for replacing the indoor pool deck, basin lining, and change room flooring forecasted for 2019. Addressing the community expectations for family change rooms and accessibility regulations will require substantial financial resources. With many other capital spending needs besides these costly items facing the Town, it is appropriate for Council and the community to provide direction on the long-term vision for indoor and outdoor aquatic facilities in Tillsonburg before the Town commits funds to rehabilitate, replace and/or expand on the LLWP. The approved 2018 RCP workplan includes a service review of the Department, and staff proposes that the current and future aquatic programs and facilities receive an expanded investigation during that process. The report from the service review will provide the next Council with the information required to make an informed decision. 2018 Operations Option 1 RCP staff recommends decommissioning the slide for 2018 and probably 2019 in order to have time for the appropriate long term planning to take place. The interim approach will be to entirely remove the existing slide and tower from the site and to purchase an additional floating or deck- based feature for the waterpark. This option would also require the award of work addressed by RFT 18-008 and the resulting expenditure. Option 2 Council could direct that the waterpark not operate for the 2018 season in order to reassess the operation and determine a long-term business plan. This would result in the cancellation of RFT 18-008 and avoidance of the associated budgeted cost of $174,000. In addition, a number of summer student positions would become redundant and the annual net operating loss (budgeted at $50,300 for 2018) reduced to some extent. Option 3 Asset Category Total projected spending 2018 Work 0-5 Years 6-10 years 11-15 years 16-20 years 20-25 years RFT 18-008 Recirculation System 683,200$ 69,715$ 219,200$ 43,800$ 17,200$ 400,000$ 3,000$ Concrete Pool Structure 962,000$ 96,831$ 62,000$ 900,000$ Water Features & Related Systems 512,000$ 396,000$ 46,000$ 70,000$ Site Features 109,000$ 48,000$ 16,000$ 15,000$ 30,000$ Building Structures 160,000$ 140,000$ 5,000$ 5,000$ 5,000$ 5,000$ Building Envelope 134,500$ 79,500$ 23,000$ 8,500$ 15,000$ 8,500$ Roofing systems 175,000$ 170,000$ 5,000$ Interior Finishes 18,000$ 6,000$ 6,000$ 6,000$ Mechanical systems 277,000$ 138,500$ 30,000$ 10,000$ 11,000$ 87,500$ Electrical systems 65,900$ 6,800$ 1,800$ 16,800$ 40,500$ 3,096,600$ 1,266,000$ 165,600$ 131,700$ 1,347,800$ 185,500$ Lake Lisgar Waterpark 25-Year Asset Management Spending Plan Facility Condition Analysis Page 47 of 666 Page 3 / 3 RCP 18-18 - LLWP Capital forecast and Slide tower replacement.docx Council could direct that the waterslide repair be implemented prior to opening for 2018 and that the required funds be sourced from debt or reserves. In the absence of a long-term plan for the waterpark that is based in a larger vision for aquatic facilities, this alternative is not recommended. CONSULTATION/COMMUNICATION WSP Canada Inc. performed the Lake Lisgar Waterpark Facility Condition Assessment & Capital Planning Study in 2017. The Lake Lisgar Pool Study was completed by AQUA PLANS Aquatic Consultants Inc in 2017. JADE+ Inc. performed the structural evaluation of the slide tower structure. Acapulco Pools Ltd. is the Town’s contracted Licensed Slide Mechanic service provider and has been doing the maintenance work and annual slide inspections. FINANCIAL IMPACT/FUNDING SOURCE Option 1: Decommissioning and removing the slide, and purchasing an additional feature for the waterpark will be funded from the remaining balance in the 2017 slide repair capital project. Other approved capital and operating budget components will be used to repair the pool basin, replace the filters and inflatables, and operate the waterpark. Option 2: Not operating the waterpark for 2018 will result in capital and operational savings in the order of $225,000 - $250,000. Option 3: Implementing the waterslide tower repair immediately will require placement of additional debt or use of reserves. Any future capital expenditures beyond that already approved in the 2017 and 2018 budgets will require Council approval through the future budget processes. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This report provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy • Objective 4 – Culture & Community Page 48 of 666 Report Title LLWP Slide Options Report No. RCP 18-20 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date April 23, 2018 Attachments • Page 1 / 3 RCP 18-20 - LLWP Slide options.docx RECOMMENDATION THAT Council receives Report RCP 18-20 – LLWP Slide Options; AND THAT staff proceed with waterslide tower rehabilitation including replacing the lower stair riser in order to have a safe and TSSA certified waterslide ready for the 2018 summer season. EXECUTIVE SUMMARY Council requested more detailed options regarding the LLWP slide and future repairs that might be required. BACKGROUND As described in RCP 18-18 - LLWP Capital Forecast and Slide Tower Replacement, despite the annual maintenance and inspection program that has been in place, the LLWP waterslide tower has a considerable amount of rusted metal on the stairs, railings and landings. The TSSA has issued an order to “remove rust from all slide support and tower steel structures. Replace damaged members and rust coat and repaint same.” The initial quote to do this work provided last September by our Licensed Slide Mechanic contractor (Acapulco Pools Ltd.) was $16,720 before taxes plus materials. When Acapulco began their work in late October, they uncovered substantially more damaged metal and cement particularly on the tower’s lower stair riser and so work was halted for further review. RCP staff secured an engineer’s report from JADE+ Engineering on the structural integrity of the slide tower, which was received in November. There are 10 recommendations in this report, including a specific recommendation (#4) to remove and replace the stairs. RCP staff asked Acapulco to develop a specification for and cost for the repairs needed to meet the requirements of the TSSA order and implement the recommendations from JADE+. That cost was received in March 2018 and totaled $150,055 before taxes. This quote is to replace all stairs, railings and landings, and to rehabilitate the two main tower support piers. Acapulco’s engineers felt that the landings also needed replacing based on their review of the JADE+ report and the photographs contained in the report. This was a verbal recommendation only and has not been documented. Page 49 of 666 Page 2 / 3 RCP 18-20 - LLWP Slide options.docx Staff sought Council’s direction regarding the future of the waterslide at the April 9-10 Council meeting. After some discussion the following motion was passed: Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receives RCP 18-18, LLWP Capital Forecast and Slide Tower Replacement; AND THAT staff provide more detailed information regarding recommissioning of the slide and future repairs that may be required at the April 23, 2018 Council Meeting. RCP staff has assembled the following information for Council’s consideration: 1. A brand new slide tower and flume would cost $250,000-$300,000. A recent similar sized structure in Brantford cost $280,000. There is a 1-year timeline between placing the order and having the structure installed. 2. The existing slide flume was identified in the Facility Condition Analysis done in 2017 as needing to be replaced within 5 years. 3. The Town has an engineer’s report recommending replacement of the tower’s stairs and handrails. Quotes to do this work range from $17,640 up to $30,000 per riser. 4. The lower stair riser must be replaced. It may be possible to rehabilitate the upper riser enough to get permission open for 2018 without replacing it. If not, both risers will have to be replaced to get TSSA approval. 5. If the tower replacement option is selected, Acapulco Pools has identified that work to replace the tower structure must be initiated by May 11, 2018 if it is to be completed by July 1, 2018. However, TSSA approvals must then be secured before it can be used in 2018. 6. Any further rust or deterioration that develops over this coming summer and winter will have to be repaired before opening for 2019. The potential cost of this is not known at this time. At this time, staff understands that Council’s expectation is that all reasonable actions will be taken to have an operational and safe waterslide ready for the projected July 1 opening. Staff recommends proceeding with the replacement of the lower stair riser and the rehabilitation of the tower and slide supports immediately, using the existing budget allocation and design documents from ProSlide Technology Inc. and Aqua Plan. Updates will be provided to Council with respect to progress and cumulative costs. CONSULTATION/COMMUNICATION RCP staff has been working with Aquatic Design & Engineering to secure TSSA guidance, analyse the options, and develop a workable plan. Cost estimates for various elements of the work have been secured from Acapulco Pools, Lonestar Welding, Pre-Fect Fab Inc., and Iron Works. ProSlide Technology Inc. are the original manufacturers of the slide and have provided their design documentation. It is expected that JADE+ Engineering and the TSSA will be involved in recertifying the slide for use this summer. Page 50 of 666 Page 3 / 3 RCP 18-20 - LLWP Slide options.docx FINANCIAL IMPACT/FUNDING SOURCE The current $50,000 waterslide repair capital project allocation is funded $25,000 from reserves and $25,000 from user-pay debt. Work done and commitments made to date total $15,000. By the time that all of the required work that is known about at this time is completed, and all of the engineering and TSSA certifications are in place, it is likely that costs will approach $70,000. If both risers must be replaced, it will be even more expensive. With the information available at this time, this expenditure will gain the town one season’s worth of waterpark operations and allow for consideration of a more comprehensive approach in 2019 and beyond. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This report provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy • Objective 4 – Culture & Community Page 51 of 666 Report Title LLWP Slide Options - Supplemental Report No. RCP 18-20b Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date April 23, 2018 Attachments • Page 1 / 2 RCP 18-20b - LLWP Slide options - supplemental.docx RECOMMENDATION THAT Council receives Report RCP 18-20b – LLWP Slide Options – Supplemental for information. EXECUTIVE SUMMARY Council members provided additional questions prior to the Council meeting at which RCP 18-20 was to be considered. BACKGROUND Question: Please forward a list of the recommendations provided by JADE+ Inc. Are these recommendations prioritized? Which of the recommendations do we expect to complete using the $70,000 budgeted amount in this pre-2018 opening fix? The recommendations provided by JADE+ Inc. are shown in the adjacent graphic: They are not prioritized in the list or in the report. All of the issues noted in the recommendations are expected to be addressed prior to 2018 opening. The solution implemented may not be an exact match with that proposed in the recommendation. As noted in RCP 18-20, at this time the plan is to replace the lower stair riser and attempt to rehabilitate the upper riser (Recommendation #4). Where steel thickness is an issue on support arms and saddle plates (Recommendations #7 & 9) reinforcement is the more likely approach rather than replacement. Page 52 of 666 Page 2 / 2 RCP 18-20b - LLWP Slide options - supplemental.docx Question: What is the TSSA? The Technical Standards & Safety Authority (TSSA) is the agency that regulates amusement devices in Ontario. The waterslide comes under TSSA jurisdiction. This information is from the TSSA website (www.tssa.org): We deliver public safety services on behalf of the government of Ontario in four key sectors: • Boilers and Pressure Vessels and Operating Engineers • Elevating Devices, Amusement Devices and Ski Lifts • Fuels • Upholstered and Stuffed Articles Established in 1997, we are a not-for-profit and self-funded organization. Our head office is in Toronto and we employ approximately 400 employees, 70% of whom work in operations. We are governed by a 13-member board of directors and accountable to the government of Ontario, the residents of Ontario and our other stakeholders. We fund our operations by charging industry customers a fee for the services that we provide. Question: Is there one company coordinating the assessment and/or the repair that is responsible for the final outcome? At this time this responsibility rests with the Town. Our lead advisor on the situation is Aquatic Design and Engineering, and JADE+ is the firm we are working with on the structural analysis. As our contracted Licensed Slide Mechanic, Acapulco Pools will be responsible for the majority of the rust removal and repairs as well as maintenance through the operating season. We have not yet selected a vendor for the fabrication and installation of stair risers, but we have solicited costs and timing from Lonestar, Pre-Fect, and Iron Works. Question: Is there a possibility that the $70,000 fix could last longer than one year? It is a possibility. There will be some deterioration over the 2018-19 winter that will need to be addressed prior to 2019 start-up. Assuming fall 2018 and spring 2019 maintenance is performed properly, the majority of the work that is being done this year should be adequate to support operations in 2019. However, even if the upper stair can be salvaged for 2018, it may need to be replaced in 2019. Question: Is there any information with regard to what the option of removing the slide for this year and replacing it with a different feature might look like? Further investigation has revealed that it is not a cost effective option, and also that many potential alternative features would not easily be safely accommodated in the slide exit basin. If the slide is not able to be utilized in 2018, staff recommends that it remain in place and that the removal be incorporated into the scope of work for procuring a new replacement slide. Question: What is the source of any additional funding required for the projected variance from budget? At this point in the year, it is expected the projected variance will likely be offset through in-year savings in other capital and operational budgets town-wide, essentially utilizing a portion of any 2018 year-end Town-wide surplus. If additional resources are required for the upper stair riser, staff will report back to Council to seek permission to deploy a different funding source. Page 53 of 666 Page 1 / 2 RCP 18-20c - LLWP Water Slide Chronology.docx Water Slide Chronology April 23 • Council directs staff to proceed with efforts to get the waterslide tower lower tier replaced and maintenance work completed for July 1 opening. Moved By: Councillor Adam Seconded By: Deputy Mayor Beres THAT Council receives Report RCP 18-20 – LLWP Slide Options; AND THAT staff proceed with waterslide tower rehabilitation including replacing the lower stair riser in order to have a safe and TSSA certified waterslide ready for the 2018 summer season. Carried April 24 • RCP staff meets with LoneStar to confirm scope of work for lower tier replacement. LoneStar conduct site review to prepare quote and inspect entire slide tower at staff request. • RCP staff sends urgent communication to Acapulco to immediately mobilize slide maintenance work and complete declaration for TSSA approvals. April 25 • LoneStar submits quote for lower tier replacement and advises assessment revealed upper tier and platforms may need some spot repair, but should be okay for this season and possibly next season. • PO issued to LoneStar for lower tier design, fabrication & install. • Repeated attempts to contact Acapulco unsuccessful. RCP staff initiates discussion with PPL to become official contracted Slide Mechanic for operating season. April 26 • LoneStar added as subcontractor under PPL so access to LLWP can be granted for lower tier work. April 27 • PPL officially signs on as Slide Mechanic and TSSA declaration completed and submitted for 2018 operating season. PPL requested to review outstanding slide maintenance items and submit quotes for completion. PPL & RCP staff agree on a phased quotation process 1) assessment to determine scope of repair & 2) repair work completion. May 4 • PPL conducts initial review of slide maintenance to be completed on upper tier, platforms & slide structure itself. Reports that further investigation is needed and a test section will be gently sandblasted the following week to determine full scope of repair. Page 54 of 666 Page 2 / 2 RCP 18-20c - LLWP Water Slide Chronology.docx May 11 • PPL experienced technical problems with equipment onsite and reports sandblasting to occur following week. PPL advises they will proactively subcontract a metal repair company in anticipation of repairs required. RCP staff recommends using LoneStar as they are familiar with structure and are already listed a subcontractor for site access. May 23 • PPL reports that LoneStar has been secured as subcontractor for upper tier & platform repairs. Commencement on the assessment of repair to be scheduled ASAP. May 25 • PPL reports that LoneStar has been to site with a lift and thoroughly examined the underside of the upper tier and platforms. This assessment concludes that the metal deterioration is much worse than initially concluded and repair is not a viable option. RCP staff receives verbal report of findings with a written report to follow • RCP staff briefs SLT. Update item added to Council Agenda with information to follow. • LoneStar advised to hold on lower tier fabrication until a decision is made on direction of larger tower. To date, only design costs have been incurred for lower tier (approx. $2,000). May 26 • PPL submits written slide report to RCP staff. Page 55 of 666 Report Title 2018 LLWP Operations & Communications Report No. RCP 18-23 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date June 11, 2018 Attachments • Page 1 / 3 RCP 18-23 - 2018 LLWP Operations and Communications.docx RECOMMENDATION THAT Council receives Report RCP 18-23 2018 LLWP Operations & Communications for information. EXECUTIVE SUMMARY This report provides Council with information requested at the Council meeting of May 28, 2018 about operational changes, aesthetic and safety considerations, and communications plans arising from the waterslide issues. BACKGROUND Council was provided with an update on the failed slide rehabilitation plan at their meeting of May 28, 2018. Some follow-up information was requested. This report provides that information. 2018 Operational Changes Extended Hours of Operation July 11:00 a.m. – 7:00 p.m. ½ Price 4:00 p.m. – 7:00 p.m. August 11:00 a.m. – 7:00 p.m. ½ Price 4:00 p.m. – 7:00 p.m. Admission Fee Reduction. 2018 Season Price reduced by $1: Toddlers (0-5 yrs) ...................... Free Children (6 – 14 yrs) ................... $4.00 Adults ......................................... $6.80 Seniors (60+) ............................. $4.50 Families (up to 5 members) ...... $24.50 Season Passes will not be reduced. Resident Children, Adults and Seniors .... $31.00 Non-Resident Children & Seniors .......... $43.50 Non Resident Adults ............................... $63.50 New Features New Equipment New inflatables have been purchased for the 2018 season to replace the alligator and climber. New tubes and floaties will be available for free use on a first-come- first serve basis. Programming Weekly special events with a water safety education theme will run throughout the summer. Page 56 of 666 Page 2 / 3 RCP 18-23 - 2018 LLWP Operations and Communications.docx 2018 Aesthetic and Slide Safety Changes Removal of Slide Structure Staff are still investigating the possibility of and cost for removing the entire structure, although all indications to this point are that this option is cost prohibitive. A full-scale removal cannot be accomplished before the July 1 opening day and the impact on users of a mid-season closure seems worth avoiding for both PR and loss of revenue reasons. A partial removal of the lowest section of slide and the lower staircase may be a more feasible option given the cost and available time window. It is hoped this partial removal can be done in a cost-effective way that does not compromise the safety of patrons, the structure of the slide or the LLWP operations Aesthetic Cover-ups Staff will partially repaint the slide structure to cover areas of the lower structure where paint was removed for investigation. No additional rust removal will be done. Access Restrictions Placing a full hoarding-style access restriction fence is impossible to do without creating visibility issues for staff and patrons. Access to the area under and behind the slide is required for maintenance, but some temporary fencing or gates may be used to prevent patrons from entering the area. Signage Signs explaining that the slide and its vicinity is closed for renovations will be placed in appropriate locations. At this point Council has not made any long-term decisions so no timelines for completion will be provided. 2018 Communications Plan Facebook Staff will do weekly posts explaining the issue, what the Town is going to do about it and when it will be resolved. Over 3000 residents view our posts and it will be ‘boosted’ to hit the surrounding areas of Woodstock, Ingersoll, London, Delhi, Simcoe, Aylmer, and St Thomas which should get the reach to about 10,000 views. Oxford County Tourism will also be asked to push it out as well. Town Website There are two spots on the Town’s webpage that this information will be posted. The first is under the NEWS section of the site and the main page will be updated so that this announcement will be part of the sliding banner. It will also be listed as a news story under the sliding banner. It will also be posted directly on the main page of the Lake Lisgar Waterpark. There is a sliding banner there which will inform visitors on the banner as well as under the Latest News section of that same page. All photos on the website that show the slide will be removed and replaced with another image. Newspaper This information will be put on the Tillsonburg Update page but staff will also be issuing a press release to hopefully secure an actual story about the removal. Staff are also considering additional advertising outside of the Tillsonburg Update Radio Standard advertising for LLWP is done on CKOT and on HeartFM. Radio will be asked to post the news release as well. CONSULTATION/COMMUNICATION N/A Page 57 of 666 Page 3 / 3 RCP 18-23 - 2018 LLWP Operations and Communications.docx FINANCIAL IMPACT/FUNDING SOURCE The impact on revenue from the admission reduction could be considerable depending on attendance. A reasonable expectation is $10,000-$12,000 in impact in admission revenue. However staff feels that it is appropriate to provide some consideration of the change in the facility. If the summer goes well, an overall increase in admission numbers and an upturn in canteen revenue may partially offset this reduction. The capital costs anticipated to rehabilitate the slide have for the most part been avoided. There will be some costs for the hoarding, signage and paint noted above which will be funded from this allocation. Any unused portion may be contributed to the Facility Infrastructure Reserves at the end of the year through Council resolution and potentially used towards the cost of replacing the slide in a future budget or other investments in aquatic facilities. COMMUNITY STRATEGIC PLAN (CSP) IMPACT This report provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy • Objective 4 – Culture & Community Page 58 of 666 Customer Service Delivery Model Understanding how customers interact with the Town of Tillsonburg Prepared November 21, 2018 Page 59 of 666 Customer Delivery Service Model 1.1 Town Departments by Location 1.2 Online Connections 1.3 Customer Service Locations 1.4 Services Provided by Department 1.5 Counter Transactions By Location Counter Transactions By Location – Summary 1.6 Online Transactions 1.7 Financial Institution Transactions 1.8 Mail Transactions 1.9 Telephone Transactions Page 60 of 666 1.1 Town Departments by Facility Location The table below shows Town departments and their location(s). Department Location(s) Chief Administrative Officer Corporate Development and Communications Services Corporate Customer Service Centre Finance Corporate Customer Service Centre Fire Fire Station Human Resources Corporate Hydro Operations and Tillsonburg Hydro *owned by Town of Tillsonburg Customer Service Centre Operations Airport Corporate Customer Service Centre Public Works/Fleet Facility Water Treatment Wastewater Treatment Recreation, Culture and Parks Annandale NHS Cemetery Corporate Lake Lisgar Waterpark Station Arts Centre Tillsonburg Community Centre Customer Service Delivery Model Page 61 of 666 1.2 Online Connections The Town of Tillsonburg provides many services 24 hours a day through the website and dispatch service. A summary of the software/systems facilitating these services is provided below: Software/System Description Legend Facilitates interaction with Recreation, Culture and Parks department, including program registration and credit card payments. *Replaces CLASS E-Bill Allows the customer to go paperless and receive their tax bill through email. Virtual Town Hall/E-Connect Allows the customer or their representative(s) access to tax and account receivable balances, order tax certificates and make payments. MESH Tracks customer service requests from initial request to a work order documenting the labour and materials used to address the service. *Replaces Active Citizen Response (ACR) Amanda Facilitates building permits, and can also process business and lottery licensing, as well as planning activities. All features are referenced by the property. *Replaces current building permit software and is being acquired in partnership with the County of Oxford. Silverblaze Allows utility customers to access their account information online, monitor their usage and pay bills. *Replaces E-Care Ticket Tracer Online method for paying parking tickets and other infractions DocuPet This web-based program makes licensing pets quick and easy. Within 24 hours on weekdays, staff will send pet tags in the mail. Having a valid licence also means residents get year-round access to the Lost Pet System and DocuPet Rewards Program. Bell Total Connect Telephone over internet phone service gives a streamlined way to access staff as well as giving the public better access to staff when they are out of the office. NOTE: The Town utilizes US Bank Purchasing Cards to ensure that local businesses are paid immediately. Customer Service Delivery Model Page 62 of 666 1.3 Customer Service Locations The Town of Tillsonburg has several facilities that provide customer service. These facilities are listed below. Location Hours Department Services Corporate Office 200 Broadway, Suite 204 Monday to Friday 8:30 AM to 4:30 PM •Mayor and Council •CAO •Clerks •Finance •Human Resources •Recreation, Parks and Culture •Operations •Development and Communication Services Customer Service Centre 10 Lisgar Ave. Monday to Friday 8:00 AM to 5:00 PM •Customer Service •Taxation •Hydro •Development Services (Planning, Building, Bylaw) •Water and Wastewater Annandale NHS 30 Tillson Ave. Monday to Friday 9:00 AM to 4:00 PM Saturday 1:00 PM to 4:00 PM •Museum •Archives Cemetery Simcoe Street/Townline Monday to Friday 9:00 AM to 1:00 PM •Customer Service •Burial Arrangements •Cemetery Maintenance •Parks Maintenance Community Centre 45 Hardy Ave. Customer Service Desk Monday to Friday 8:00 AM to 6:00 PM Saturday 10:00 to 1:00 PM Sunday 10:00 AM to 3:00 PM •Recreation programs •Aquatic programs •Facilities Management •Memorial Park •Senior Centre •Lake Lisgar •Lake Lisgar Waterpark Customer Service Delivery Model Page 63 of 666 Community Centre 45 Hardy Ave Health Club Hours Monday to Thursday 5:30 AM to 9:00 PM Friday 5:30 AM to 8:00 PM Saturday 8:00 AM to 5:00 PM Sunday 8:00 AM to 4:00 PM Fire Station 80 Concession St. E. Monday to Friday 8:30 AM to 4:30 PM •Fire Suppression •Fire Prevention •Fire Communication Lake Lisgar Waterpark 7 days a week 11:00 AM to 6:00 PM Father’s Day to Labour Day •Recreational swimming Public Works 20 Spruce Street •Roads and Fleet Maintenance Tillsonburg Regional Airport 244411 Airport Road •Café •Fuel •Maintenance •Flight School Customer Service Delivery Model Page 64 of 666 1.4 Services Provided By Department Department Overview Detail Airport Operations Oxford County’s only paved runway. Located in Southwest Oxford. •Café •Fuel •Maintenance •Flight School •Hangars Building Services Building services •Building permit applications •Sign permit applications •Building certificates •Zoning certificates •General reviews •Demolition of Gas Services prior to permit issuance •Residential Mechanical Ventilation design summary •Residential Mechanical Ventilation Record •Rough Grading-Foundation Control Certificate •Inactive Design Criteria Deposit Policy #3-006 By-Law Enforcement Conducts enforcement of various municipal by-laws. The objective of the By-Law Enforcement Officer is to attempt to obtain compliance through education and mediation. Where these efforts are not successful, fines and legal action may result. •Bylaw issues including zoning, parking, noise etc. •Animal bylaws, animal control and licensing CAO Provides overall management for municipal operations, advises and informs Council on operations and policy development, and is responsible for the implementation of Council’s policies, programs and directions •Overall day-to-day administration •Mayor speaks to policy issues, where CAO implements policy Clerk’s Office Provides an essential link between residents of Tillsonburg and Town Council. Also performs statutory duties as required under the Municipal Act, 2001, in accordance with other Acts and the bylaws of the muni cipality. •Council minutes and agendas •Business licensing •Bylaws •Certifies and seals corporate documents •Civil marriage officiant •Commissioner of Oaths services including: o Town Business Customer Service Delivery Model Page 65 of 666 Clerk’s cont’d Serves as corporate signing officer along with the Mayor. Commissioner of Oaths services include administration of an oath, affirmation or declaration in accordance with the Commissioners for Taking Affidavits Act o Legal Name Change Applications o Vehicle Ownership Transfers o Pension Purpose Attestations o Consent Letter for Travelling with a Child o Affidavit Waiving Vaccinations o Marital Status Affidavit Customer Service Provides direct contact with taxpayers for all Town services •Respond to customer inquiries and log issues for departmental response •Handle counter transactions for Hydro, Building, Planning, By-Law, Water & Wastewater, and Taxation Economic Development Offers wide variety of business support services •Finding sites •Getting approvals •Helping with employment fairs/recruitment •Submitting applications for government support programs •Providing information to assist in employee relocation efforts •Community tours •Communications/publicity assistance •Federal, provincial and county government liaison •Business retention and support programs •Business plan development Finance Department Responsible for all financial functions. •Accounts payable •Accounts receivable •Asset management •Banking •Budgeting •Council reporting on financial matters •Customer Service Customer Service Delivery Model Page 66 of 666 Finance cont’d •Information technology •Insurance •Payroll •Property tax billing and collection •Purchasing Fire and Rescue Services Fire Communications Provides emergency response and fire protection services to Tillsonburg, and to Oxford County through the Mutual Aid Association. Provides emergency 911 dispatch service to 17 communities in Ontario with a population of 130,000. •Building inspections •Burn permits •Fire investigation reports •File search •Application to sell consumer fireworks •Rental of training room •Equipment testing •Public relations •Public education •Emergency 911 dispatch 365 days of the year •Provides after-hours service for Tillsonburg Hydro and Town of Tillsonburg Human Resources Responsible for providing human resource services for approximately 230 full and part-time employees •Develop personnel policies and procedures •Health and safety initiatives •Training and development programs •Pay equity and compensation oversight and analysis including payroll processing •Benefits and pension administration •Labour relations and employee engagement •Recruitment and selection Customer Service Delivery Model Page 67 of 666 Operations (Engineering, Public Works and Water/Wastewater divisions) Operations cont’d Ensures that essential services (i.e. roads, bridges, sidewalks, water distribution, wastewater collection) are accomplished in a cost -effective, environmentally safe and sustainable manner. Ensures that services provided operate within the approved policies and procedures of the Town, and meet the goals established by Council. •Development application technical reviews •Oversight of municipal infrastructure projects including planning and budgeting •Project management for infrastructure projects •Administration of Town’s asset management plan (AMP) and geographic information system (GIS) •Road corridor management •Municipal engineering design, construction and development standards •Municipal infrastructure related studies, inspections, assessments and investigations •Airport operations •Fleet management and maintenance •Streetlight maintenance •Roadway, sidewalk, bridge and culvert maintenance •Traffic signal maintenance •Loose leaf collection •Winter maintenance •Public parking operations •Tree trimming •Oversight of water distribution and water collection infrastructure •Repairs, flushing and inspection •Underground locates •Inspection of connections Recreation, Culture and Parks Aquatics •Delivers high-quality aquatics programming and ensures facilities are safe Customer Service Delivery Model Page 68 of 666 Recreation, Culture and Parks cont’d Recreation Programs Business Services Culture and Heritage Facilities Parks and Cemetery •Offers programs for all ages, including youth •Supervises the Health Club, Squash Courts, and arenas •Facility bookings, bus trips, program registrations •Marketing programs and special event policies •Oversees Annandale NHS •Offers exhibits and programming •Ensures Tillsonburg’s history is collected and preserved •Partners with the Stations Arts Centre, Theatre Tillsonburg, Library and other community partners •Make sure all Town-owned buildings are maintained properly and kept in good condition •Provides year-round cemetery service •Maintains open spaces, sports fields, trails and other amenities Customer Service Delivery Model Page 69 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Airport Property Tax ••• Building/Planning Building Certificate ••• Building/Planning Building/Demolition Permit •••• Building/Planning Minor Variance Application •••• Building/Planning Schedule Inspection Building/Planning Sign Permit ••• Building/Planning Sign Variance ••• Building/Planning Site Plan Application •••• Building/Planning Subdivision Development Application •••• Building/Planning Zone Change Application •••• Building/Planning Zoning Certificate ••• Business Business Licence •••• Business Sign Permit ••• Business Taxi Cab Licence •• Bylaw Animal Licence •••• Bylaw Parking Tickets ••• Clerk Civil Ceremonies •• Clerk Commissioner of Oaths •• Clerk Death Certificate ••• Clerk Freedom of Information Fee ••• Clerk Lottery Licence •••• Clerk Marriage Licence ••• Clerk Marriage Witness •• Engineering Certificate ••• Engineering Drawings ••• Engineering Easements ••• Engineering Maps ••• Finance All Town Invoices •••• Finance Insurance claims •• General Complaints • Planning Minor Variance ••• Planning Site Plan •• Planning Subdivision Development Fees •• Planning Zone Change •• Taxation Tax Certificate ••• Taxation Tax Payment ••• Taxation Tax Receipt Reprint ••• Transit T:GO passes •• Utilities Application for Service - Hydro •••• Utilities Bill Inquiries - Hydro ••• Utilities Bulk Water Invoice ••• Utilities Credit Reference Letter - Hydro • Utilities Home Assistance Program •• Utilities Ontario Electricity Support Program •• Utilities Utility Certificate ••• Utilities Utility Payment ••• Utilities Water Heater Rental (on utility bill)••• Utilities Water Meters ••• Utilities Water On/Off Requests ••• Utilities Water/Sewer Inspection Request • Utilities Yearly Transaction Report - Hydro • Waste Bag Tags ••• Waste Recycling Bins, Composters, Rain Barrels ••• Monday to Friday (8:00 AM to 5:00 PM) Hours 10 Lisgar Ave. Customer Service Centre Payment Methods Saturday (Closed) Sunday (Closed) 1.5 Counter Transactions by Location Customer Service Delivery Model Page 70 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Voucher/Passes Recreation Advertising (Rinks or Fields)••••• Recreation Ball Diamonds •••••• Recreation Concession and Vending Machine • Recreation Dog Park • Recreation Facility Booking •••••• Recreation Gift Card/Voucher purchase ••• Recreation Lake Lisgar Waterpark Private Bookings ••••• Recreation Lake Lisgar Waterpark Season Pass ••••• Recreation Memberships (incl. Health Club, Aqua Fit, Pool)•••• • postdated monthly • pre-authorized monthly • Recreation Program registration ••••• Recreation Pump Track • Recreation Skate Park • Recreation Skate Shop • Recreation Skating ••••• Recreation Special Event Application •• Recreation Sports Hall of Fame •• Recreation Squash/Wally Ball ••••• Recreation Subsidy Program - FARE •• Recreation Subsidy Program - Jumpstart •• Recreation Swag Shop Purchase •••••• Recreation Tennis • Friday (8:00 AM to 6:00 PM) Saturday (10:00 AM to 1:00 PM) Sunday (10:00 AM to 1:00 PM) Payment Methods Saturday (10:00 AM to 1:00 PM) Sunday (Closed) Hours October to AprilJune to September Mon to Wed (8:00 AM to 6:00 PM) Thursday (8:00 AM to 7:00 PM) Friday (8:00 AM to 6:00 PM) Sunday (10:00 AM to 6:00 PM) Saturday (10:00 AM to 3:00 PM) Friday (8:00 AM to 6:00 PM) Community Centre - Front Desk 45 Hardy Ave April to June Mon to Wed (8:00 AM to 6:00 PM) Thursday (8:00 AM to 7:00 PM)Thursday (8:00 AM to 7:00 PM) Mon to Wed (8:00 AM to 6:00 PM) Customer Service Delivery Model Page 71 of 666 October to June June to October Mon to Thurs (5:30 AM to 9:00 PM)Mon to Thurs (5:30 AM to 9:00 PM) Friday (5:30 AM to 8:00 PM)Friday (5:30 AM to 5:00 PM) Saturday (8:00 AM to 5:00 PM)Saturday (8:00 AM to 2:00 PM) Sunday (8:00 AM to 4:00 PM)Sunday (8:00 PM to 1:00 PM) Type Service Inquiries/Questions Application Cash Debit Cheque Credit Recreation Aquatic Admissions •••• Recreation Lake Lisgar Waterpark Season Pass ••••• Recreation Memberships •••• • postdated monthly • preauthorized monthly Recreation Program Registrations ••••• Recreation Squash/Wallyball ••••• Recreation Swag Shop Purchase ••••• Hours Payment Methods Community Centre - Health Club Desk 45 Hardy Ave Customer Service Delivery Model Page 72 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Airport Property Tax • Clerk Commissioner of Oaths exact only • Clerk Death Certificate exact only • Clerk Freedom of Information Request exact only • Clerk Marriage Ceremony (paid at CSC)yes yes Finance Farm Land Lease exact only • Finance Pay a Town Invoice exact only • Corporate Office 200 Broadway, Suite 204 Payment Methods Sunday (Closed) Saturday (Closed) Mon to Fri (8:30 AM to 4:30 PM) Customer Service Delivery Model Page 73 of 666 May to September October to April Mon to Sat (9:00 AM to 4:00 PM)Mon to Fri (9:00 AM to 4:00 PM) Sunday (Closed)Saturday (9:00 AM to 2:00 PM) Sunday (Closed) Type Service Inquiries/Questions Application Cash Debit Cheque Credit Tourism Brochures, maps, booklets • Tourism Community Event information • Tourism Information for Tillsonburg, Oxford County, Day Tripping, Ontario tourism)• Payment Methods Station Arts Centre 41 Bridge Street W. Customer Service Delivery Model Page 74 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Recreation Daily Admission •••• Recreation Canteen/Snack Bar Purchase ••• Recreation Season Passes ••• Payment Methods Lake Lisgar Waterpark Address here Father's Day to Labour Day Daily (11:00 AM to 6:00 PM) Customer Service Delivery Model Page 75 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Airport Farm Land Lease •••• Airport Fuel - (Self Serve) •• Airport Fuel (Full Serve)•••• Airport Hanger Fees •••• Airport Merchandise •••• Airport Property Tax • Payment Methods Tillsonburg Regional Airport 244411Airport Road Daily (8:30 AM to 5:00 PM) Self Serve Fuel (24 hrs) Customer Service Delivery Model Page 76 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Cemetery Baskets/Wreaths ••••• Cemetery Cemetery Plot ••••• Cemetery Cemetery Records • Cemetery Columbarium Niches ••••• Cemetery Genealogical inquiries • Cemetery Interments and Disenterments ••••• Cemetery Marker/Foundation Services ••••• Cemetery Memorial Trees/Benches ••••• Cemetery Perpetual Care ••••• Payment Methods Tillsonburg Cemetery Simcoe Street Mon - Tues (9:00 AM to 1:00 PM) Thur - Friday (9:00 AM to 1:00 PM) Customer Service Delivery Model Page 77 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Fire Building Inspections Fire Burn Permits Fire Fire Investigation Reports Fire File Search Fire Application to Sell Consumer Fireworks Fire Rental of Training Room Fire Fire Communication Service Fire Equipment Testing Fire Public Relations - including on-site tours, school visits, educational talks and participation in public events Payment Methods Tillsonburg Fire and Rescue Services 80 Concession Street E. Mon - Fri (8:30 AM to 4:30 PM) Customer Service Delivery Model Page 78 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit OPP Civil Fingerprints • exact change OPP Criminal Record Checks •• • exact change OPP Limited Detail Accident Report • Payment Methods OPP Detachment 90 Concession Street E. Mon to Fri (8:30 AM to 4:30 PM) Saturday (Closed) Sunday (Closed) Customer Service Delivery Model Page 79 of 666 January to June July & August September to December Mon to Fri (9:00 AM to 4:00 PM)Mon to Fri (9:00 AM to 4:00 PM)Mon to Fri (9:00 AM to 4:00 PM) Saturday (Closed)Saturday (12:00 PM to 4:00 PM)Saturday (Closed) Sunday (1:00 PM to 4:00 PM)Saturday (1:00 PM to 4:00 PM)Sunday (1:00 PM to 4:00 PM) Type Service Inquiries/Questions Application Cash Debit Cheque Credit Museum Art Sales •••• Museum Daily Admission/Guided Tour ••••• Museum Facility Rental ••••• Museum Memberships •••• Museum Merchandise •••• Museum Programs/Special Events ••••• Museum School Groups ••••• Payment Methods Museum 30 Tillson Ave. Customer Service Delivery Model Page 80 of 666 Type Service Inquiries/Questions Application Cash Debit Cheque Credit Transfer Station Large Item ••• Payment Methods Transfer Station 50 Newell Road Saturday (9:00 AM to 5:00 PM) *Large Item Depot Mon - Sat (9:00 AM to 5:00 PM) **Yard Waste Only Customer Service Delivery Model Page 81 of 666 Location Type Service Inquiries / Questions Application Cash Debit Cheque Credit Vouchers / Passes Airport Airport Farm Land Lease •••• Airport Airport Fuel - (Self Serve) •• Airport Airport Fuel (Full Serve)•••• Airport Airport Hanger Fees •••• Airport Airport Merchandise •••• Airport Airport Property Tax • Cemetery Cemetery Baskets/Wreaths •••••• Cemetery Cemetery Cemetery Plot ••••• Cemetery Cemetery Cemetery Records • Cemetery Cemetery Columbarium Niches ••••• Cemetery Cemetery Genealogical inquiries • Cemetery Cemetery Interments and Disenterments ••••• Cemetery Cemetery Marker/Foundation Services ••••• Cemetery Cemetery Memorial Trees/Benches ••••• Cemetery Cemetery Perpetual Care ••••• Community Centre - Health Club Recreation Aquatic Admissions ••••• Community Centre - Health Club Recreation Lake Lisgar Waterpark Season Pass ••••• Community Centre - Health Club Recreation Memberships (incl. Health Club, Aqua Fit, Pool)•••• • postdated monthly • preauthorized monthly Community Centre - Health Club Recreation Program Registrations ••••• Community Centre - Health Club Recreation Squash/Wallyball ••••• Community Centre - Health Club Recreation Swag Shop Purchase ••••• Community Centre - Main Desk Recreation Advertising (Rinks or Fields)••••• Community Centre - Main Desk Recreation Ball Diamonds •••••• Community Centre - Main Desk Recreation Concession and Vending Machine • Community Centre - Main Desk Recreation Dog Park • Community Centre - Main Desk Recreation Facility Booking •••••• Community Centre - Main Desk Recreation Gift Card/Voucher purchase ••• Community Centre - Main Desk Recreation Lake Lisgar Waterpark Private Bookings ••••• Community Centre - Main Desk Recreation Lake Lisgar Waterpark Season Pass ••••• Community Centre - Main Desk Recreation Memberships (incl. Health Club, Aqua Fit, Pool)•••• • postdated monthly • pre-authorized monthly • Community Centre - Main Desk Recreation Program registration •••• Community Centre - Main Desk Recreation Pump Track • Community Centre - Main Desk Recreation Skate Park • Community Centre - Main Desk Recreation Skate Shop • Community Centre - Main Desk Recreation Skating ••••• Community Centre - Main Desk Recreation Special Event Application •• Community Centre - Main Desk Recreation Sports Hall of Fame •• Community Centre - Main Desk Recreation Squash/Wally Ball ••••• Community Centre - Main Desk Recreation Subsidy Program - FARE •• Community Centre - Main Desk Recreation Subsidy Program - Jumpstart •• Community Centre - Main Desk Recreation Swag Shop Purchase •••••• Community Centre - Main Desk Recreation Tennis • Corporate. Office Airport Property Tax • Corporate. Office Clerk Commissioner of Oaths • exact change • Corporate. Office Clerk Death Certificate • exact change • Counter Transactions - Summary of All Facilities Customer Service Delivery Model Page 82 of 666 Corporate. Office Clerk Freedom of Information Request • exact change • Corporate. Office Clerk Marriage Ceremony (paid at CSC)yes yes Corporate. Office Finance Farm Land Lease • exact change • Corporate. Office Finance Pay a Town Invoice • exact change • Customer Service Centre Airport Property Tax ••• Customer Service Centre Building/Planning Building Certificate ••• Customer Service Centre Building/Planning Building/Demolition Permit •••• Customer Service Centre Building/Planning Minor Variance Application •••• Customer Service Centre Building/Planning Schedule Inspection Customer Service Centre Building/Planning Sign Permit ••• Customer Service Centre Building/Planning Sign Variance ••• Customer Service Centre Building/Planning Site Plan Application •••• Customer Service Centre Building/Planning Subdivision Development Application •••• Customer Service Centre Building/Planning Zone Change Application •••• Customer Service Centre Building/Planning Zoning Certificate ••• Customer Service Centre Business Business Licence •••• Customer Service Centre Business Sign Permit ••• Customer Service Centre Business Taxi Cab Licence •• Customer Service Centre Bylaw Animal Licence •••• Customer Service Centre Bylaw Parking Tickets ••• Customer Service Centre Clerk Civil Ceremonies •• Customer Service Centre Clerk Commissioner of Oaths •• Customer Service Centre Clerk Death Certificate ••• Customer Service Centre Clerk Freedom of Information Fee ••• Customer Service Centre Clerk Lottery Licence ••• Customer Service Centre Clerk Marriage Licence ••• Customer Service Centre Clerk Marriage Witness •• Customer Service Centre Engineering Certificate ••• Customer Service Centre Engineering Drawings ••• Customer Service Centre Engineering Easements ••• Customer Service Centre Engineering Maps ••• Customer Service Centre Finance All Town Invoices •••• Customer Service Centre Finance Insurance claims •• Customer Service Centre General Complaints • Customer Service Centre Planning Minor Variance ••• Customer Service Centre Planning Site Plan •• Customer Service Centre Planning Subdivision Development Fees •• Customer Service Centre Planning Zone Change •• Customer Service Centre Taxation Tax Certificate ••• Customer Service Centre Taxation Tax Payment ••• Customer Service Centre Taxation Tax Receipt Reprint ••• Customer Service Centre Transit T:GO passes • Customer Service Centre Utilities Application for Service - Hydro •••• Customer Service Centre Utilities Bill Inquiries - Hydro ••• Customer Service Centre Utilities Bulk Water Invoice ••• Customer Service Centre Utilities Credit Reference Letter - Hydro • Customer Service Centre Utilities Home Assistance Program •• Customer Service Centre Utilities Ontario Electricity Support Program •• Customer Service Centre Utilities Utility Certificate ••• Customer Service Centre Utilities Utility Payment ••• Customer Service Centre Utilities Water Heater Rental (on utility bill)••• Customer Service Centre Utilities Water Meters ••• Customer Service Delivery Model Page 83 of 666 Customer Service Centre Utilities Water On/Off Requests ••• Customer Service Centre Utilities Water/Sewer Inspection Request • Customer Service Centre Utilities Yearly Transaction Report - Hydro • Customer Service Centre Waste Bag Tags ••• Customer Service Centre Waste Recycling Bins, Composters, Rain Barrels ••• Fire Fire Application to Sell Consumer Fireworks • Fire Fire Building Inspections • Fire Fire Burn Permits • Fire Fire Equipment Testing • Fire Fire File Search • Fire Fire Fire Communication Service • Fire Fire Fire Investigation Reports • Fire Fire Public Relations - including on-site tours, school visits, educational talks and participation in public events •• Fire Fire Rental of Training Room •• Lake Lisgar Waterpark Recreation Canteen/Snack Bar Purchase ••• Lake Lisgar Waterpark Recreation Daily Admission •••• Lake Lisgar Waterpark Recreation Season Passes ••• Museum Museum Art Sales •••• Museum Museum Daily Admission/Guided Tour ••••• Museum Museum Facility Rental ••••• Museum Museum Memberships •••• Museum Museum Merchandise •••• Museum Museum Programs/Special Events ••••• Museum Museum School Groups ••••• OPP OPP Civil Fingerprints • exact change OPP OPP Criminal Record Checks •• • exact change OPP OPP Limited Detail Accident Report • Station Arts Tourism Brochures, maps, booklets • Station Arts Tourism Community Event information • Station Arts Tourism Information for Tillsonburg, Oxford County, Day Tripping, Ontario tourism)• Transfer Station Transfer Station Large Item ••• Customer Service Delivery Model Page 84 of 666 1.6 Online Transactions (using Town sites) 24 hours a day, 7 days a week Type Service Fillable Form Downloadable Form Online Payment Website Building/Planning Building / Demolition Permit •no Building/Planning Building Certificate •no Building/Planning Encroachment •no Building/Planning Minor Variance •no Building/Planning Sign Permit •no Building/Planning Sign Variance •no Building/Planning Site Plan Application ?no Building/Planning Subdivision Development Application no Building/Planning Zoning Certificate • Building/Planning Zoning Change •no Business Business Licence •no Bylaw Animal Licence •Credit Card www.tillsonburg.ca/pets Clerk Civil Marriage Package •no Clerk Report a Problem/Complaints •www.tillsonburg.ca Clerk Marriage Licence •no Clerk Post community event to website calendar •www.tillsonburg.ca Fire Public Relations Request •no www.tillsonburg.ca/firepr Recreation Program Registration •Credit Card tillsonburg.ca/Connect2Rec Taxation Tax Installment Payment Taxation Tax Receipt Reprint FREE eConnection link Utilities Application for Service •www.tillsonburghydro.ca Utilities Bill Payments www.tillsonburghydro.ca Utilities Streetlight Repair Request •no Waste Bag Tags •Credit Card www.tillsonburg.ca/bagtags Utilities Monitor hydro usage eCARE Utilities Open Hydro Account/ Apply for service •www.tillsonburghydro.ca Customer Service Delivery Model Page 85 of 666 1.7 Financial Institution Transactions Type Service Teller ATM Pre-Authorized Online Banking Telephone Banking Taxation Tax Installment Payment (debit)• quaterly or monthly; standalone or part of mortage payment •• Taxation Tax Installment Payment (cash)• Utilities Bill Payment (debit)•Variable or equalized • Utilities Bill Payment (cash)• Customer Service Delivery Model Page 86 of 666 1.8 Mail Transactions 24/7 customer access but will be processed during regular business hours Type Service Cash Cheque Credit Information Cash Cheque Credit Information Taxation Tax Installment Payment not advised •no no •no Taxation Tax Certificate no • Utilities Bill Payment not advised •no • Finance Town Invoices not advised •no • Business Business Licence Renewal not advised ••no • Clerk Complaints •• Museum Memberships no no •• CSC Dropbox Canada Post Customer Service Delivery Model Page 87 of 666 1.9 Telephone Transactions Type Service Inquiries/Questions Book/Log Cash Debit Cheque Credit Utilities Bill Inquiries • Clerk Complaints •• Tourism (Station)Event and venue information • Recreation Program Information • Recreation Register for Program Recreation Membership Information • Recreation Squash/Wallyball Court Booking •• Recreation Request for onsite service (call boxes)• Recreation Lake Lisgar Waterpark Weather update • Cemetery General inquiries • Fire Building Inspection Request (non-emergency)•• Fire Rental of training room (non-emergency number)•• Fire Equipment Testing (non-emergency number)•• Fire File search (non-emergency number)•• Fire Burn Permit (non-emergency number)• OPP Report to OPP officer (station phone)•• OPP Report to OPP officer (community phone)•• Museum Daily Admission/Guided Tours •• Museum Facility Rental •• Museum Program tickets ••• Museum School groups ••• Building/Planning Book inspection • Customer Service Delivery Model Page 88 of 666 Utilities Book inspection • Utilities Report a problem • Bylaw Report a problem / enforcement •• RCP Report a problem Recreation Facility Booking • Utilities Emergency Credit Card Payments to avoid disconnection (1-877-506- 3114) • Paymentus Utilities Request payment arrangements • Utilities On/Off Requests • Customer Service Delivery Model Page 89 of 666 THE KING'S HIGHWAY No.19AIRPORTROAD AIRPORTROADPROUSEROADPROUSEROADDUFFY LINE DUFFY LINE CRANBERRY ROADPRELIMINARY29APRIL2016 1TOWNSHIPOFSOUTHWESTOXFORDCyrilJ.DemeyereLimitedP.O.Box460,261BroadwayTillsonburg,Ontario.N4G4H8Tel:519-688-1000866-302-9886Fax:519-842-3235cjdl@cjdleng.comW:\DRAFTING\WORK\2013\1339\Figures\1339_MPC_PL1_R1.dwg, 01/05/2018 1:55:52 PM, CJDLPC22,1:1 Page 90 of 666 Page 1 / 2 The Corporation of the Town of Tillsonburg MEMORANDUM DATE: January 24, 2019 TO: Council FROM: Kevin De Leebeeck, P.Eng. Director of Operations SUBJECT: AIRPORT FEASIBILITY STUDY As part of the 2018 draft budget staff brought forward the Airport Master Plan update to support the 2015 “Approved in Principle” conceptual master plan drawing (attached) and to provide new strategic direction and planning for the future of the Airport. During the 2018 budget deliberations it was communicated that Council needed additional information regarding the asset such as; • potential increased funding and/or sale/transfer to Oxford County, • potential for tax revenue sharing with SWOX, • third party management, and • options for disposal As a result staff revised the 2018 Operations Business Plan and brought forward the concept of completing an “Airport Feasibility Study” in advance of proceeding with an Airport Master Plan update to address Councils additional information request. Unfortunately Operations Services was unable to complete this 2018 business objective due to, in part, continuous and prolonged staff vacancies as well as coming to the realization that much of the scope of work is beyond typical Operations staff undertakings. At the December 10, 2018 Council meeting Council requested staff to report on; • a new business model of a flight school managing the Airport facility, and • to provide a risk assessment of the general public accessing the Airport. Therefore as part of the 2019 draft budget staff re-introduced the “Airport Feasibility Study” incorporating and expanding upon all the informational items requested by Council as outlined above before proceeding with an Airport Master Plan update. It is anticipated that staff would bring forward a draft terms of reference of the “Airport Feasibility Study” for Council consideration prior to tendering. Alternatively should Council consider that the need of conducting an Airport Feasibility Study is no longer required, the associated funds could be re- directed towards completing the Airport Master Plan update. Page 91 of 666 Page 2 / 2 Reference has been made that the attached 2010 Airport Business Park and Airpark Market Analysis and Feasibility Study should be sufficient, however it should be noted that the 2010 study provided the following: • Strength, Weakness, Opportunities and Threat (SWOT) analysis of the Airport, • Aviation Related Industrial Land Survey, • Market Analysis and Development Implementation Plan, • Market Analysis and Feasibility of an Airpark at the Airport, and • Governance Models Of the topics covered in the 2010 study it would appear that section 6.0 Governance Models may address Councils additional information request for: • third party management, and • a new business model of a flight school managing the Airport facility. Staff are open to further suggestions and direction regarding the warrant or scope of an “Airport Feasibility Study” in order to work towards the completion an Airport Master Plan update. Page 92 of 666 THE KING'S HIGHWAY No.19AIRPORTROAD AIRPORTROADPROUSEROADPROUSEROADDUFFY LINE DUFFY LINE CRANBERRY ROADPRELIMINARY29APRIL2016 1TOWNSHIPOFSOUTHWESTOXFORDCyrilJ.DemeyereLimitedP.O.Box460,261BroadwayTillsonburg,Ontario.N4G4H8Tel:519-688-1000866-302-9886Fax:519-842-3235cjdl@cjdleng.comW:\DRAFTING\WORK\2013\1339\Figures\1339_MPC_PL1_R1.dwg, 01/05/2018 1:55:52 PM, CJDLPC22,1:1 Page 93 of 666 1 Final Report Airport Business Park and Airpark Market Analysis and Feasibility Study Tillsonburg Airport April 29, 2010 Page 94 of 666 2 Table of content 1. CONTEXT.........................................................................................................................................6 1.1 Tillsonburg Municipal Airport........................................................................................................6 1.2 Overview of Oxford County............................................................................................................8 1.3 Mandate recap.................................................................................................................................9 2. AIRPORT STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS...........................10 2.1 Tillsonburg Municipal Airport Strengths....................................................................................10 2.1.1 New Terminal..............................................................................................................................10 2.1.2 Good-Sized Cluster of General Aviation Hangars with Available Space.....................................11 2.1.3 Paint and Maintenance Shop on Site..........................................................................................11 2.1.4 Canadian Harvard Aircraft Association (CHAA)..........................................................................11 2.1.5 Land Availability...........................................................................................................................11 2.1.6 80% VFR Operating Days – 20% IFR Days................................................................................11 2.1.7 Lowly Populated Area..................................................................................................................11 2.1.8 Well Managed Airport..................................................................................................................12 2.1.9 No Control Tower and Slots Availability ......................................................................................12 2.1.10 No Landing Fees and Low Fuel Prices ...................................................................................12 2.1.11 Runway Extension and Quality................................................................................................12 2.1.12 Site Owned and Operated by the Town ..................................................................................12 2.1.13 Transportation into Town.........................................................................................................12 2.2 Tillsonburg Airport Weaknesses.................................................................................................13 2.2.1 Displacement of Runway Threshold............................................................................................13 2.2.2 Marketing of the Airport...............................................................................................................13 2.2.3 Snow Removal ............................................................................................................................13 2.2.4 No Commercial Flights................................................................................................................13 2.2.5 Wildlife.........................................................................................................................................14 2.2.6 Inadequate Road System for Access to Private Hangars...........................................................14 2.2.7 No Instrument Flight Rules Approach (IFR)................................................................................14 2.2.8 No Weather Information System.................................................................................................14 2.2.9 Lack of Industrial Buildings and Public Services.........................................................................14 2.2.10 Small Ramp and Fuel Services...............................................................................................14 2.2.11 No Customs Clearing at the Airport.........................................................................................15 2.3 Opportunities.................................................................................................................................15 2.3.1 Canadian Harvard Aircraft Association .......................................................................................15 2.3.2 Overcrowding of the London Airport Airspace – International Flight School...............................17 2.3.3 Buttonville Airport - Closer and Stiffer Regulations at Brantford Airport......................................17 2.3.4 Jet Aircraft Museum ....................................................................................................................18 2.3.5 Spectrum Aviation to Expand its Activities ..................................................................................18 2.3.6 Events .........................................................................................................................................19 2.3.7 Ontario Provincial Police .............................................................................................................19 Page 95 of 666 3 2.4 Threats ...........................................................................................................................................19 2.4.1 IFR Approaches ..........................................................................................................................19 2.4.2 Many GA airports within a 100 kilometres radius........................................................................20 2.5 Recommendations........................................................................................................................20 2.5.1 Runway Threshold.......................................................................................................................20 2.5.2 Canadian Harvard Aircraft Association (CHAA)..........................................................................20 2.5.3 IFR Approach and Weather System ...........................................................................................21 2.5.4 Marketing and Communications Plan .........................................................................................21 2.5.5 Try to Bring Back the Tillsonburg Flying Club .............................................................................21 2.5.6 Customs at the Airport.................................................................................................................21 2.5.7 Available Land.............................................................................................................................21 3. AVIATION RELATED INDUSTRIAL LAND SURVEY....................................................................22 4. MARKET ANALYSIS AND DEVELOPMENT PLAN......................................................................27 4.1 Market Overview............................................................................................................................27 4.1.1 General Aviation..........................................................................................................................28 4.1.2 Business Aviation and Charters ..................................................................................................29 4.1.3 Air Cargo .....................................................................................................................................30 4.1.4 Commercial Flights .....................................................................................................................30 4.1.5 Specialized Flights.......................................................................................................................31 4.2 Industry Survey Results...............................................................................................................33 4.3 Development Plan.........................................................................................................................36 4.3.1 Airport Layout Map......................................................................................................................36 4.3.2 Vintage Aircraft Niche Project .....................................................................................................47 4.3.3 General Aviation..........................................................................................................................54 4.4 Related Needs, Services, and Budget.........................................................................................61 5. ANALYSIS OF THE AIRPARK MARKET.......................................................................................63 5.1 Benchmarking of Airparks ...........................................................................................................66 5.1.1 Analysis of airpark benchmarking ...............................................................................................68 5.2 Survey of Pilots and Aircraft Owners..........................................................................................69 5.2.1 Summary of the Survey to Pilots and Aircraft Owners................................................................74 5.3 Airpark Feasibility .........................................................................................................................74 5.3.1 Tillsonburg Airpark ......................................................................................................................78 5.4 Related Needs and Services, and Budget ..................................................................................82 5.4.1 Budget.........................................................................................................................................82 6. GOVERNANCE MODELS..............................................................................................................83 6.1 Introduction ...................................................................................................................................83 Page 96 of 666 4 6.2 Analysis of the Survey..................................................................................................................86 6.3 Recommendations to TMA...........................................................................................................87 6.3.1 Ownership ...................................................................................................................................87 6.3.2 Airport Governance.....................................................................................................................87 6.3.3 Airport Budget and Funding ........................................................................................................88 6.3.4 Airport Management....................................................................................................................88 6.4 Governance model Conclusion...................................................................................................88 7. CONCLUSION................................................................................................................................89 Annex A – Companies Surveyed ....................................................................................................92 Annex B – Pilots Surveyed..............................................................................................................94 Annex C – Funding Pipeline............................................................................................................95 C.1 Southern Ontario Development Program........................................................................95 C.1.1 Community Futures Program......................................................................................95 C.1.2 Economic Development Initiative................................................................................96 C.1.3 Community Adjustment Fund......................................................................................99 C.2 Other Programs - “Sunsetting” Programs .....................................................................108 C.2.1 Canada Strategic Infrastructure Fund.......................................................................108 C.3 Next Generation of Jobs Fund ......................................................................................109 C.4 Communities in Transition.............................................................................................109 C.5 Advanced Manufacturing Investment Strategy (AMIS) .................................................110 Annex D - Project Team................................................................................................................111 Annex E – Airport Events in Ontario..............................................................................................113 Page 97 of 666 5 List of tables, charts and pictures TABLE 1.1 – AIRPORT DATA ......................................................................................................................7 TABLE 2.1 – CHAA PROJECTS.................................................................................................................16 TABLE 3.1 – GENERAL INFORMATION ...................................................................................................23 TABLE 3.2 – GENERAL INFORMATION ...................................................................................................24 TABLE 3.3 – LAND AVAILABILITY SURVEY.............................................................................................25 TABLE 3.4 – BUILDING SPACE AVAILABILITY SURVEY ........................................................................26 MAP 4.1 – ONTARIO AIRPORTS...............................................................................................................27 TABLE 4.2 – GA AIRCRAFT USE ..............................................................................................................32 CHART 4.3 – OVERVIEW OF VINTAGE AIRCRAFT CLUSTER ..............................................................48 TABLE 4.4 – VINTAGE AIRCRAFT CLUSTER ESTIMATED BUDGET ....................................................52 TABLE 4.5 – ESTIMATE DIVISIONAL DEVELOPMENT TIMETABLE ......................................................53 CHART 4.6 – OVERVIEW OF ACTIVITIES AND BUSINESS SECTORS .................................................55 TABLE 4.7 – GENERAL AVIATION CLUSTER ESTIMATED BUDGET ....................................................60 TABLE 4.8 – GENERAL BUDGET ESTIMATES........................................................................................62 PICTURE 5.1 – AIR PARK DALLAS...........................................................................................................64 PICTURE 5.2 – COUNTRY SIDE AIRPARK...............................................................................................65 TABLE 5.3 – GENERAL INFORMATION ...................................................................................................66 TABLE 5.4 – OPERATIONS TABLE...........................................................................................................67 PICTURE 5.5 – AIRPARK HOUSING EXAMPLE.......................................................................................75 PICTURE 5.6 – WEST CAPITAL DEVELOPMENT – CARP AIRPORT.....................................................76 PICTURE 5.7 – SPRUCE CREEK AIRPARK .............................................................................................77 PICTURE 5.8 – TORCH LAKE AIRPARK...................................................................................................78 PICTURE 5.9 – CARP AIRPORT PROJECT..............................................................................................79 TABLE 6.1 – AIRPORT GOVERNANCE MODEL ......................................................................................84 Abbreviations ACAP – Airports Capital Assistance Program AMO – Approved Maintenance Organization AWOS – All weather operating system BA – Business aviation CHAA – Canadian Harvard Aircraft Association FBO- Fixed base operators GA – General aviation GPS – Ground Positioning System GPU – Ground Power Unit IFR – Instrument Flight Rules ILS – Instrument Landing System JAM – Jet Aviation Museum MRO – Maintenance, repair and overhaul NAS – National Airport System OPP – Ontario Provincial Police SUV – Sport Utility Vehicle TC – Transport Canada TMA – Tillsonburg Municipal Airport VFR – Visual Flight Rules Page 98 of 666 6 1. Context 1.1 Tillsonburg Municipal Airport The Tillsonburg Municipal Airport (TMA) is located in Southwest Oxford Township, approx 7 kilometres north of the Town of Tillsonburg. The airport is accessed from Highway 19 and is only 15 kilometres south of Highway 401. It is comprised of a paved runway (08- 26), 5,500 feet long by 100 feet wide, lighted and 2 grass runways (02-20 & 32-14) which are 2,600 feet long by 100 feet wide. The Town of Tillsonburg owns the Tillsonburg Municipal Airport. The Royal Canadian Air Force originally built the airport as an emergency grass airfield to support flying training during the Second World War. Three grass runways, each 2,600 feet in length, were defined in the typical military triangular configuration of the time. The Town of Tillsonburg leased the airport from the Federal Government in the late 1950's. As part of the conditions of lease prior to ownership, the Town contributed funding towards airport improvements. In 1971, the Town reconstructed and paved the primary runway (08-26) and constructed an exit taxiway and an apron on the south side of the runway. Also added in the 1970's were the terminal building, aircraft hangars and fuel facilities. Two additional hangars were added in 1981 and one in 1982. The Town took over ownership and administration of the airport in 1981. The airport is home to the Canadian Harvard Aircraft Association (CHAA) which is headquartered at the airport and maintains a fleet of the Harvard aircraft at the airport. The airport has recently undergone a significant expansion and upgrade including the lengthening of the main asphalt runway to 5,500 feet including an asphalt overlay of the existing 4000 foot runway. A new terminal building was also built and is located just south of the former Air Terminal Building which will be demolished. A new privately owned 10 bay general aviation “T” hangar is almost completed and the airport is hosting 2 new flight schools (general aviation and ultra-light) and charter flights are available at a neighboring charter operators. Another 9 hangars have been built since 2002. Page 99 of 666 7 The Tillsonburg Municipal Airport has the only paved runway in Oxford and nearby Norfolk Counties. TABLE 1.1 – AIRPORT DATA Tillsonburg Municipal Airport IATA: none – ICAO: none – LID: CNQ4 Summary Airport type Public Owner Town of Tillsonburg Operator Town of Tillsonburg Serves Oxford, Elgin and Norfolk Counties with some tenants travelling from Middlesex County Location 244 411 Airport road Tillsonburg, ON N4G 4H1 Elevation AMSL 885 feet / 270 metres Coordinates 42°55 37 N 080°44 59 W 42.92694°N 80.74972°W Runways Length Direction feet metres Surface 02/20 2,400 732 Turf 08/26 5 500 (there is a threshold at 4002 ft landing on runway 26 or taking-off on runway 08) 1,220 Asphalt 14/32 2,400 732 Turf Page 100 of 666 8 1.2 Overview of Oxford County Oxford County is located in the heart of Southwestern Ontario, amid rolling hills and productive farmland. The roots of the county are in agriculture. The strength of the county is in business. With a choice location at the crossroads of Highways 401 and 403, Oxford County is easy to find. Within a 2 hour driving radius, you can access all of Southwestern Ontario, including the Greater Toronto area. Oxford County is a regional municipality and census division of the province of Ontario. The regional seat is in Woodstock. Oxford County has functioned as a regional municipality since 2001, despite still containing the word county in its official title. Oxford comprises the city of Woodstock, the towns of Ingersoll and Tillsonburg, and the townships of Blandford-Blenheim, East Zorra-Tavistock, Norwich, South-West Oxford and Zorra. In 1788, the Hesse District was established within Upper Canada covering the territory of what is today southwestern Ontario. Four years later it became the Western District with the establishment of Norfolk County which included the territory of present-day Oxford County. In 1798, these lands were included into a new London District. The Brock District, containing the Oxford County territory, was then split off from the London District by 1840 as Upper Canada was replaced by the Province of Canada governance. The boundaries of Oxford County for most of its existence were established in 1850 with the implementation of the Baldwin Act. In 1855, Norwich Township in the county's southeast was divided into North and South townships to accommodate significant population levels in that area. Except for this adjustment, the township boundaries within the county remained intact until the late 20th century. On 1 January 1975, major revisions to Oxford County's structure took effect when the townships were compressed to the current five under an amalgamation. Three urban municipalities also remained, namely Ingersoll, Tillsonburg and Woodstock. Because of its designation as a regional municipality, Oxford County has a regional-level police force, titled the Oxford Community Police Service. However, a few communities such as Ingersoll and Tillsonburg are patrolled by the Ontario Provincial Police (OPP) Oxford detachment. Recently Norwich Township opted to remove OCPS from service and now relies upon the OPP. Area 2,039.46 kilometres2 (787.44 mi2) Population Total 2006 102,756 Density 50.4/kilometres2 (130.5/mi2) Page 101 of 666 9 Located in the heart of Southwestern Ontario, Oxford County is home to several thriving communities within its eight area municipalities. Featuring a highly accessible location, a large day-drive market, first-rate transportation routes, fast and effective communications, a strong work ethic, and a charming lifestyle it is a prime area for businesses. Oxford represents the best of both worlds. From the urban view, the communities of Ingersoll, Tillsonburg and Woodstock offer an abundance of business and residential opportunities. Big enough to support well-recognized franchise operations and small enough to boast a wide selection of business independents. Big enough to cater to world markets and small enough to know the neighbours and feel safe. Rural communities are rich in natural resources and pastoral charm. Farming is both a way of life and a way to make a living. State-of-the-art farming operations are plentiful in Oxford. Record harvests are an annual event as a result of first-class soils and ample heat and rain, combined with the skill of County farm managers. Agriculture is big business in Oxford County and is well supported all the way up the food chain by local manufacturers of farm inputs, farm machinery outlets and food processors. Our sources for this information are: http://www.county.oxford.on.ca/ http://en.wikipedia.org/wiki/Oxford_County,_Ontario 1.3 Mandate recap The objective is to provide the town of Tillsonburg with an Airport Business Park Market Analysis and Feasibility Study to help the town determine the appropriate level of infrastructure investment to support, and the role of the private sector in making these investments. The town’s long term objectives for the airport are: Increased public and private sector investment in the airport Increased employment at the airport and the strengthening of an existing employment hub in the rural area Increased diversification of the rural economy of the South Central Ontario Region (SCOR) Increased assessment for the Township of South-West Oxford and the County of Oxford Increased financial sustainability of the airport Page 102 of 666 10 2. Airport strengths, weaknesses, opportunities and threats TMA is primarily a general aviation airport with private aircraft operations and vintage aircraft activities accounting for most of the approximately 11,000 movements (estimated 2009). In terms of aviation activities, the airport is competing with a significant number of other general aviation airports in southern Ontario and three large commercial airports, London, Kitchener and Hamilton. This context makes for a very competitive environment where aircraft owners are offered various choices and rates. The number of private hangars and aircraft at the airport is still significant with 38 aircraft based locally, and the completion of ten new private hangars should offer sufficient space to attract new customers. To evaluate the growth potential of the airport, Explorer Solutions conducted a series of one-on-one interviews and one focus group during which we met with airport tenants, owners and operators of private and vintage aircraft, local and regional industry leaders, elected officials and economic development executives. We also gathered information through web research, phone surveys of local and regional pilots and aviation related industries throughout southern Ontario. Based on our investigation, we were able to draft a portrait of the strengths, weaknesses, opportunities and threats (SWOT) facing TMA. These SWOTS represent the opinion of those interviewed and are consistent with our experience and benchmarking at other airports. We have chosen to list the SWOT by priority and assemble a series of recommendations in article 2.5. 2.1 Tillsonburg Municipal Airport Strengths The following elements represent the core infrastructures, services, activities and assets positively impacting TMA, its tenants and its growth potential. These elements should be part of the promotional and marketing tools of the TMA, and TMA leaders should work to maintain these strengths. 2.1.1 New Terminal This new terminal is a much more attractive, practical and better-adapted building. Its key features are the new pilot lounge, conference room, restaurant, washrooms and extra space available in the basement to host events and activities. Due to its configuration, pilots and users will appreciate the building’s enhanced look and better-adapted environment. It will also contribute to the new and refreshed image of the airport. Page 103 of 666 11 2.1.2 Good-Sized Cluster of General Aviation Hangars with Available Space The airport already benefits from the presence of fourteen hangars which are generally speaking in good condition and all occupied. The airport is also well positioned to attract new users and aircraft with the availability of 10 new private hangars on the premises. A total of 38 aircraft are presently located at the airport generating a fairly decent volume of activity, boosting operational revenues, and indirectly promoting the TMA location. 2.1.3 Paint and Maintenance Shop on Site These companies are business generators for the airport. They represent the industrial component of TMA and as such should be considered key clients in any growth strategy. Moreover, these two companies enjoy a good reputation within the pilot community we surveyed. They also generate lease and operational revenues from the business they attract. These companies can play a positive role in TMA promotional material. 2.1.4 Canadian Harvard Aircraft Association (CHAA) This vintage aircraft association has been the main client of the airport for many years. CHAA represents a distinctive component for TMA. Their unique niche activities create value and are a key component that can differentiate TMA from other GA airports. CHAA operates 6 to 8 aircraft from TMA and is the main fuel client. They also host an average of two major events per year attracting crowds to the airport. CHAA activities are coordinated by a group of volunteers and financed through fundraising activities, donations and ride fees. 2.1.5 Land Availability The airport has ample land for development. On the south side of the runway, the parcels of land are easily accessible from Airport Road or the airport entrance road. There are no major natural obstacles limiting the expansion of the airport. On the north side of the runway, the parcels of land will need to be accessed from Prouse Road, and here again there are no serious natural obstacles. Oxford County and South-Oxford Township bylaws permit both industrial and commercial aviation-related activities on airport land. Concerning private property, the definition of a “lot” will need to be studied more comprehensively. 2.1.6 80% VFR Operating Days – 20% IFR Days Even though the airport operates a VFR approach system at this time, it can rely on an average ratio of five to one VFR days. Basically, if the airport is lucky, the once-a-week IFR day will occur on a weekday when traffic volume is lighter, thereby enabling the airport to welcome the larger weekend traveler crowds. 2.1.7 Lowly Populated Area Being far enough from the city, the airport benefits from its location in a lowly populated area where less noise-related problems can occur. Oxford County bylaws already contain provisions to limit residential housing development within the TMA protection radius. Page 104 of 666 12 2.1.8 Well Managed Airport We have received very positive comments on the airport’s management and aviation activities management. This element should be promoted. 2.1.9 No Control Tower and Slots1 Availability We have chosen to list this element in the “strengths” category to reflect the lesser-controlled airspace around TMA. Many GA pilots prefer less-stringent airspace giving them more latitude on approach and take off patterns. With an average of 11,000 movements annually, the airport can support a much larger volume of flight operations. This opportunity favours the future development of the airport and should be used as a marketing tool to promote the airport. 2.1.10 No Landing Fees and Low Fuel Prices The no-landing-fee approach and low fuel prices should attract more GA aircraft. GA enthusiasts are notoriously opposed to landing fees, so this approach will enhance TMA attractiveness and should be advertised. 2.1.11 Runway Extension and Quality The runway extension, with no threshold, opens the door to a wider range of aircraft, specifically, more business jets and turbo props. It also offers a more secure landing and takeoff facility for pilots. Runway conditions range from good to excellent. The threshold issue (related to tree height at the end of runway 08) must be addressed quickly. 2.1.12 Site Owned and Operated by the Town Municipally-operated sites offer a more stable operating environment and funding is usually a much smaller issue. But towns are usually less responsive than privately owned airports, and town officials must stay well connected with airport activities over the long run. 2.1.13 Transportation into Town TMA offers free taxi service into town with the purchase of fuel. 1 1 Landing slots or Airport slots are rights allocated to an entity by an airport or government agency granting the slot owner the right to schedule a landing or departure during a specific time period. Landing slots are allocated in accordance with guidelines set down by IATA's Scheduling Services Group. All airports worldwide are categorized as either Level 1 (Non-Coordinated Airport), Level 2 (Schedules Facilitated Airport) and Level 3 (Coordinated Airport). Page 105 of 666 13 2.2 Tillsonburg Airport Weaknesses We have also identified a number of weaknesses. These weaknesses encompass a number of mainly short term decisions, actions and requirements that the airport would need to undertake to enhance its attractiveness and support growth activities, but also include some larger issues that reflect the overall southern Ontario aviation portrait. A number of these weaknesses could have a stronger impact on TMA’s growth opportunities if they are not addressed quickly. 2.2.1 Displacement of Runway Threshold The runway threshold imposed by the tree height at the end of runway 08 is a major weakness affecting the airport’s growth potential. At this time, it limits the type of aircraft TMA can accommodate and will continue to do so until resolved. There are also tall weeds and bushes at the end of runway 26 that require trimming. 2.2.2 Marketing of the Airport Overall, the airport lacks visibility within the Tillsonburg and GA communities. TMA is not unlike most GA airports in that its marketing efforts are limited. Among the communication tools TMA is lacking are an official web site (apart from the information on the town’s web site) and good road signage on Highway 19 and around the exits of Highway 401. Signage could also be installed at strategic regional transportation road crossings, and TMA should have a stronger presence at all Ontario GA events and in various GA publications. Marketing activities should also address the “old-airport” image. This comment came out a number of times during our interviews and at the focus group, and seems to be centered on the age of the first row of buildings and hangars at the airport. The new terminal building should help to reduce this impression, but the overall image of the property should be addressed in a marketing plan. 2.2.3 Snow Removal Snow removal operations seem to be inadequate according to a large number of airport users. This situation could be addressed by requiring training and certification of snow removal equipment operators. Training could also cover airport operation rules and regulations. 2.2.4 No Commercial Flights The proximity of three major commercial airports with IFR approaches, custom services, larger MRO and FBO operations, and commercial flights, eliminates any opportunity for Tillsonburg Airport to attract commercial flights. These larger airports also reduce the number of business jets that may choose to land at TMA. However enhancing TMA to cater to business jets should remain a target, and airport services should by plan accordingly. Business jets activity generate good revenues. Most aircraft are pampered and require many services (storage, parking, catering, cleaning, fuel, GPU, heater, car rental) for which owners and operators a ready to pay. Additional services like meeting and conference room should also be considered. Page 106 of 666 14 2.2.5 Wildlife With safety being paramount for aviation, reducing any threats of wildlife on the runway and the overall property will add to TMA’s image and popularity. The airport should invest in fencing off the entire airport perimetre and setting up means for scaring off or eliminating any wildlife on or around the property. 2.2.6 Inadequate Road System for Access to Private Hangars There is no access road to the private hangars. As a result, safety issues are a concerns as private vehicles cross the main ramp to access private hangars. These safety concerns become much more significant when fuel pumps are located and fuelling operations take place in the path of vehicle crossings. If TMA wishes to grow its activities, a separate road to access the hangars should be built to keep aircraft and vehicles apart. 2.2.7 No Instrument Flight Rules Approach (IFR) The absence of IFR approaches augments the height minimums and approach distances for aircraft. This reduces the number of movements at the airport on days when there is low cloud cover, fog or any other type of negative weather system. Offering IFR approaches will favour the hosting of more flights, provide pilots with a safer tool to reach the airport, and reduce the risk of accidents. The growing use of the GPS approach system offers a relatively low-cost and secure system. 2.2.8 No Weather Information System Accurate and up-to-date weather information is essential to the safe and economic operation of any airport, large or small. Fewer things change faster than the weather. A weather information system would automatically measure meteorological parametres, analyze the data and broadcast aviation weather reports. Pilots can use the aviation weather information provided by a system such as the AWOS to partially fulfill the requirements of various aviation regulations. 2.2.9 Lack of Industrial Buildings and Public Services The airport has no private or airport-owned industrial or aviation related (other than GA) hangars or buildings available. Airport hangars are a rare commodity, and any airport that is able to offer hangar space has an advantage over others. In terms of public services, the expansion of industrial activities at the airport or the construction of a larger group of hangars could be limited by the absence of services such as water, sewage, and gas as well as limited electrical power (only 220 volt service is available at the airport). All of these impose a limit and act as a deterrent on the ability to attract manufacturing plants and medium size service companies. 2.2.10 Small Ramp and Fuel Services The ramp area is small (about 3400 sq metres). It limits the number of aircraft that can park and the total number of aircraft the airport can host (without parking them on the grass). The fuel pumps are located on the southwest corner of the ramp thus reducing even more the parking and manoeuvring space on the ramp. This situation is especially acute when refuelling activities Page 107 of 666 15 are taking place. Aircraft that are manoeuvring to get close to the fuel pump or onto the ramp must do so in tight quarters. This layout is based on general aviation, piston aircraft models. With the current distribution, if it were necessary to service larger turboprops and turbofan aircraft with a greater wingspan, the situation would be much more difficult and would seriously detract from the airport’s image and the quality of its services. Overall services, as mentioned before, receive very positive comments. The only issues that came up were the lack of after-hours service for refuelling and the lack of self-service equipment which was mentioned many times. A number of pilots felt service should be extended until 7 pm. The relocation of the fuel pump to facilitate movement on the ramp should also be addressed. 2.2.11 No Customs Clearing at the Airport In this regard, TMA is no different than most GA airports. Customs officers have become a rare commodity at all GA airports, especially at those not located in industry-driven or tourist regions or that do not have a large number of annual movements. For example, Saint-Hubert Airport on the South Shore of Montreal has over 140,000 movements annually but no customs officers. The chances of TMA getting a custom officer are very low. This situation forces international flights to land at another airport to clear customs. For this reason, some pilots will choose to remain at those airports with passengers using ground transport to complete their trip. 2.3 Opportunities Our research has revealed a number of opportunities, some short term, others long term, that can contribute to the growth and financial stability of the airport. Some of these opportunities are more general in nature while others target specific organizations or sub-sectors of aerospace. Those opportunities which offer the best chance for TMA to grow will be presented in more detail in Section 4 - Market Analysis and Development Plan. Our presentation includes background information as well as our understanding of the steps required to translate these opportunities into confirmed investments. 2.3.1 Canadian Harvard Aircraft Association The Canadian Harvard Aircraft Association is a charitable organization driven and supported by a group of volunteer pilots and Harvard aircraft enthusiasts. CHAA relies mainly on donations and membership and ride fee revenue as funding sources. The association has no full or part- time staff, and leadership is carried out by a group of dedicated individuals. CHAA leaders have many current projects and foresee still others for the future. Most of these projects are not new. They have been brought up during the meetings and have been envisioned and discussed by CHAA leaders for many years. The principal CHAA projects are presented in the following chart: Page 108 of 666 16 TABLE 2.1 – CHAA PROJECTS CHAA PROJECTS Harvard Museum Build and furnish a museum for Harvard memorabilia and aircraft at TMA. Present various exhibits targeted at school-aged children and families. Further the history of Harvard aircraft and those who built, maintained, and flew them. The museum could be accompanied by an outdoor static display when weather permits Educational Courses CHAA volunteers have already started offering some aviation education courses and Harvard history courses to elementary school students. This project still needs structuring and marketing efforts. Harvard Events Annually, CHAA organizes various events at TMA to promote their aircraft, the association itself, and awareness and knowledge of Harvard. In addition to these three projects, CHAA has many ongoing activities. On a weekly basis, a group of CHAA volunteers work on the maintenance and restoration of the association’s aircraft. CHAA is presently restoring two aircraft and maintaining the six they have that are certified to fly. CHAA, represented by its team of pilots and aerobatics group, participates in various air shows. They also offer, on many occasions, rides to paying customers. These numerous projects and activities create some excellent opportunities for TMA. To leverage these opportunities, TMA must pay special attention to a number of questions and issues that can have an impact on their success, including the following: Is CHAA in a position to develop its uniqueness and expertise? How will CHAA fund and market these projects along with their associated requirements (hangar improvements, new building (museum), aircraft purchasing and restoration costs, and marketing at the national and international level)? Can the projects be carried out by volunteers alone, or will permanent staff be required. If so, where will the funding come from? Will professional help be required to structure the museum activities and project? On the other hand, over the years, CHAA and its members have developed, and consequently bring to the table, many strengths, among which are: CHAA is a recognized national vintage aircraft association CHAA has a good network of contacts in the aviation sector CHAA is the prime client of the airport CHAA leaders reside locally or within southern Ontario Page 109 of 666 17 2.3.2 Overcrowding of the London Airport Airspace – International Flight School With more than 164,500 flights in 2009, London Airport and its surrounding airspace have become very crowded and dangerous in the eyes of many private pilots and aircraft owners located at the airport (London). The annual growth rate in the number of flights is one reason for these concerns. The second reason, which appears to be the main one, is the presence of international students at one of the flight schools. Pilots and aircraft owners are sceptical of the inadequate English-speaking skills of most of these international student pilots. Many fear these students do not fully understand air traffic control directives and as a result are a threat to other pilots flying in the same vicinity. We believe this concern will lead some pilots and aircraft owners, presently located at London Airport, to search for another location to park and operate their aircraft. To a lesser degree, the same situation seems to be affecting the Region of Waterloo International Airport. This situation presents TMA with the opportunity of attracting private owners and pilots from the London and the Waterloo/Kitchener regions. To leverage this opportunity, TMA should consider preparing a targeted marketing campaign to promote and attract multiple private owners/operators of general aviation aircraft thereby strengthening the GA cluster at the airport. On the other hand, if TMA chooses not to focus on general aviation activities, it could try to attract a flight school by offering courses to international students. With 100-150 students every six months, a flight school would generate strong economic activity at the airport. Three main sources of revenues linked to the training of international students are: 1) the offer of nearby housing for students, 2) the generation of many new jobs such as flight instructors, a flight manager, and mechanics and technicians for aircraft maintenance, and 3) flight operations that bolster airport fuel and property leasing revenues. Other economic impacts would include food sales, entertainment, and retail and associated services. TMA’s relatively low number of movements would allow for, and be attractive to a flight school. If a flight school were to set up operations at TMA, we would recommend that an airspace management policy be developed to regulate flight patterns and manage the increased volume of movements. 2.3.3 Buttonville Airport - Closer and Stiffer Regulations at Brantford Airport The recently announced closure of Buttonville Airport in Markham has many pilots and aircraft owners located there trying to find a new location for their aircraft. Buttonville airport is home to over 200 aircraft and a well organized flight club. However, this opportunity raises the challenge of distance. Markham is more than one-and-a-half hours away from Tillsonburg, while there are many other GA airports located along the way. To leverage this opportunity, TMA should be proactive in contacting the pilots, aircraft owners and the Buttonville flight club to show its interest in welcoming new tenants as well as promote the advantages associated with the airport. A similar offer could be presented to pilots and aircraft owners facing either stiffer rules and regulations at other local airports or who are looking to move to a friendlier GA airport. Page 110 of 666 18 2.3.4 Jet Aircraft Museum During the focus groups and meetings, we met with representatives of the Jet Aircraft Museum (JAM). JAM is presently located at London Airport but has been following the recent improvements to TMA (runway lengthening and new terminal building) with interest. JAM is a not-for-profit foundation (charitable organization) whose primary activities include the acquisition, display, preservation, and maintenance of aircraft, and more importantly, the providing of in flight demonstrations for present and future generations of Canadians. JAM’s mission is to create and operate a museum housing aircraft, historical artefacts, records, and salient memorabilia, while simultaneously keeping representative historic aircraft in the air, whenever and wherever major aviation events are held across Canada, and at appropriate international centers. The Museum is under the leadership of a group of volunteers. JAM also offers an Advanced Flight Training Program for experienced pilots wishing to deepen their understanding of aircraft stability and handling while having the opportunity to fly a high performance ex-military jet. The pilots who enrol in this program will not only enhance their flying skills, but will be making a valuable contribution to the preservation of Canada’s aeronautical heritage. JAM is well established at London Airport where they own a large hangar with multiple bays. Leasing revenues from the hangar along with other less significant sources of revenue provide sufficient funding to support JAM activities. However, these revenues are being offset by the higher operational cost of operating out of London Airport (cost of fuel, delays for take-off, and property leasing costs). To be able to attract JAM, TMA will have to resolve the runway threshold displacement problem. JAM T-33 aircraft require the use of the entire runway for landing and take-off. JAM would also need a suitable hangar for its storage, maintenance, restoration and office activities along with space to accommodate their museum. This opportunity would help bolster the vintage aircraft cluster at TMA. The relocation of JAM to TMA would bring a second component to the cluster and some synergies might be created between CHAA and JAM. 2.3.5 Spectrum Aviation to Expand its Activities Spectrum Aviation is a renowned paint shop in southern Ontario and abroad. The company has shown interest in growing its activities and facilities. The company also has experience with vintage aircraft and has shown interest in the development of such a cluster of activities. To garner their growth, Spectrum Aviation would require a larger hangar capable of housing various types and sizes of vintage and non-vintage aircraft. Page 111 of 666 19 2.3.6 Events Aviation related events usually draw large crowds of aviation enthusiasts, aircraft owners and pilots. Developing the airport as an aviation-event facility would be a rarely seen concept in the aviation community. CHAA would be a key partner in hosting such events, and the airport could look at new event possibilities such as a Jamboree Day, an Aviation Picnic, a Camping Weekend, and aviation theme days like Piper Day, Cessna Day, etc. 2.3.7 Ontario Provincial Police The Ontario Provincial Police department uses the airport for storage purposes on an ad hoc basis mainly as a result of one of their pilots being a Tillsonburg resident. They also use the airport for flight operations when a mission is carried out in the vicinity of Oxford County. OPP flight operations are headquartered at Orillia Airport, and our findings from the meetings and research conducted do not suggest that the OPP is thinking of changing or outsourcing any of its activities. Nevertheless, we must emphasize the need for TMA officials to remain in contact with the OPP, keep them aware of the services the airport can provide, and try to position TMA as the southern Ontario hub for OPP flight operations. 2.4 Threats TMA is also faced with a number of issues that threaten its ability to grow and develop. While varied in nature, they have a negative impact on the airport. To put this into perspective, TMA does not face any “life threatening” issues, but these threats do involve important services, pieces of equipment, processes and competitors that will slow down or block growth opportunities in the future if solutions and strategies are not implemented in the short term. 2.4.1 IFR Approaches Over the past ten years, flight management systems on BA and GA aircraft have evolved quickly. Most new aircraft will be equipped with a glass cockpit2 to facilitate flight management and provide the pilot with more accurate information. These systems also offer instrument landing equipment that make landing under less favorable weather conditions safer. TMA would benefit from upgrading its approach system to IFR3 standards. An IFR system would enable flight operations (landing and take-off) in most weather conditions (including low cloud cover) thus reducing the number of aircraft having to divert to other airports or not fly at all. 2 A glass cockpit is an aircraft cockpit that features electronic instrument displays. Where a traditional cockpit relies on numerous mechanical gauges to display information, a glass cockpit uses several displays driven by flight management systems that can be adjusted to display flight information as needed. This simplifies aircraft operation and navigation and allows pilots to focus only on the most pertinent information. 3 Instrument flight rules (IFR) are regulations and procedures for flying aircraft by referring only to the aircraft instrument panel for navigation. Even if nothing can be seen outside the cockpit windows, an IFR-rated pilot can fly while looking only at the instrument panel. An IFR-rated pilot can also be authorized to fly through clouds, using Air Traffic Control procedures designed to maintain separation from other aircraft Page 112 of 666 20 2.4.2 Many GA airports within a 100 kilometres radius Southern Ontario boasts a large number of general aviation and commercial airports. Most of these are located closer to areas that have a larger population than Tillsonburg or are closer to tourist attractions or major industrial centers. Airports such as St-Thomas, Stratford and Brantford compete directly with Tillsonburg’s airport for general aviation markets. The London, Hamilton, and Region of Waterloo airports are also competitors more so for the aerospace manufacturing sector than for commercial flights. They also have large flight schools and maintenance centers. 2.5 Recommendations Taking into consideration these various strengths, weaknesses, opportunities and threats (SWOT), we present a list of key short-to-medium term recommendations. These are presented in line with the development plan (section 4) of this report. 2.5.1 Runway Threshold TMA, the Town of Tillsonburg, South-West Oxford Township and Oxford County should work together to solve this issue quickly. We recommend that TMA take the necessary steps to acquire the parcel of land which is creating the threshold issue. TMA should try to obtain the rights to manage this parcel of land to permit the full use of all runways at the airport. The land could be acquired through a land exchange agreement or by expropriation. The rights to manage the wooded area could be made subject to TMA’s planting of new trees there or in the wooded area on the western boundary of the airport property. These mitigating efforts would compensate for the trees lost at the end of Runway 26. If this situation is not remedied, it will hamper the pace of development and reduce the number of potential projects at TMA. 2.5.2 Canadian Harvard Aircraft Association (CHAA) Since CHAA is the airport’s main tenant and a nationally recognized vintage aircraft association, TMA would benefit from the growth of its activities. Growth in CHAA activities should have a direct impact on TMA’s operational revenues, on its overall image and promotion, and favour the attraction of support business. So notwithstanding the support TMA already provides CHAA, we recommend TMA help CHAA with project definition and management. This help could take the form of funding for professional resources such as a museum expert (to develop the museum concept along with the structuring of the exposition and the collectables, and the creation of a true museum experience) or a part-time mechanic (to help with the restoration and certification of old aircraft). It could also be professional services to support CHAA’s administration or marketing efforts. TMA should be careful to avoid substituting itself for CHAA volunteers but instead remain proactive to help further the development of the association in line with TMA objectives. Page 113 of 666 21 2.5.3 IFR Approach and Weather System Safety is paramount in aviation. Airports that provide the highest safety standards and equipment are likely to attract a larger share of the market. With reference to instrument approach systems, we recommend using GPS over ILS. GPS approaches are much more affordable to purchase and maintain. Technically, ILS provides lower minimums for approaches, but GPS is the system of choice for the future and will become even better with the launching of block 3 satellites by the US government and the upcoming European (Galileo), Russian (Glonass), and Chinese (Biedou) systems. We therefore recommend that TMA hire a specialist to design and survey both GPS approaches (08 and 26) and quickly apply to NAV Canada to obtain GPS approach certification. There is presently a long waiting list (2 to 4 years) at NAV Canada for GPS certification, so early application is important. 2.5.4 Marketing and Communications Plan We strongly believe that the airport should structure a marketing and communications effort. A marketing plan would be the first step. It should include a new independent web site for TMA, planned marketing activities (mailing, e-mailing, magazine advertising, radio interviews, banners, posters) to reach various targeted groups (GA pilots and owners, BA pilots, Fortune 500 Canadian Companies owning and operating BA aircraft, the general public and others). Joint advertising with airport tenants or other companies interested in showcasing their products or advertising during events can be considered. 2.5.5 Try to Bring Back the Tillsonburg Flying Club Tillsonburg Airport should try to bring back the Tillsonburg Flying Club with the objective of creating a larger cluster of general aviation aircraft at the airport thus improving business. More aircraft could mean additional work for companies located or looking to locate at the airport. Bridging the gap between TMA and the Tillsonburg Flying Club would probably contribute to the growth of both parties and generate the construction (rental) of new hangars and structures. The general aviation sector, by itself, would not acheive that goal. 2.5.6 Customs at the Airport The airport should work with the Canadian Border Services Agency to locate one or more local part time or retired customs officers who could be on call, be paid per flight, or on full duty when the airport hosts an event that brings in a higher volume of cross border flights. This approach favours flexibility and local involvement in the service, provides the quality and responsiveness pilots and passengers appreciate along with a reasonable financial cost. TMA could also look at offering a free-customs-service-if-you-buy-fuel deal. 2.5.7 Available Land The results of our land availability survey, conducted throughout southern Ontario during this mandate (see Table 3.3), show that most GA airports have little to offer in the way of land zoned for aviation or industrial use. Among GA airports, several have no services at all, while only Brantford offers all services. Page 114 of 666 22 TMA thus enjoys a favourable position as it can offer large parcels of land zoned for aviation related activities. The absence of some public services (mainly water and sewage) reduces its attractiveness to a certain extent, so marketing should be focused on companies that do not require large volumes of water and employ a limited number of people. We recommend that TMA put together a comprehensive marketing tool to promote the land that is available at the airport. In addition to this document, TMA must work with local utilities to ensure the availability of 600 volt, three-phase electricity and a structured approach for infrastructure such as water, sewage (septic tanks) and gas if available. TMA must be proactive and offer realistic solutions to incoming investors as well as demonstrate the feasibility and efficiency of the airport. The land use plan should also consider segregating manufacturing, maintenance, and R&D activities from general aviation, flight schools, and flight operation activities (see our suggested Land Use Plan in section 4). 3. Aviation Related Industrial Land Survey For the purpose of this study we have identified eleven airports surrounding Tillsonburg. The following tables describe these airports in detail showing their diversity in size and services as well as land and building space availability. Page 115 of 666 23 TABLE 3.1 – GENERAL INFORMATION NAME POP Census 2006 RWY Approach CERT MRO CHARTER AIRLINE(s) MFR(S) Tillsonburg 14,822 5500 2400 2400 VOR/DME NO Lee Maintenance Spectrum Aviation NONE NONE NONE Brantford Municipal Airport 90,192 5,000 2,600 2,600 RNAV NDB NO Brant-Aero Nelles Aviation Brantford Flight Center Gilbert Custom Aircraft Brantford Flight Center NONE NONE Burlington Airpark 164,415 3,763 2,145 NONE NO Kovachik Aircraft Services Spectrum Airways NONE NONE Chatham-Kent Airport 45 000 5,000 RNAV YES Sontair Limited Sontair Limited NONE NONE Goderich Municipal Airport 7 563 5,000 3,000 1,870 NDB NO B&B NONE NONE Sky Harbour Kincardine Airport 12 000 4,085 2,083 NDB NO Evans Aviation Evans Aviation NONE NONE London International Airport 352,395 8,800 6,300 ILS LOC VOR YES Aero Academy Diamond Aircraft Maylan Flight Academy London Northwind Aviation and Marine XY Aviation Air London Flightexec Air Canada Northwest Sunquest Sunwing Transat Holidays United WestJet Diamond Region of Waterloo International Airport 204,668 7,002 4,100 ILS LOC/DME YES Kitchener Aero Avionics Tri-City Aero Rotor Services Reliable Horsepower Adler Aviation Airsprint Great Lakes Helicopter Flightpath Charter Airways Bearskin WestJet Sunwing NONE Sarnia Chris Hadfield Airport 71,419 5,100 2,989 ILS LOC/DME YES Huron Aviation (FBO) Huron Aviation Air Georgian NONE St. Catharines/ Niagara District Airport 131,989 5,000 2,497 1,989 RNAV NDB YES Eaglerock Aviation (FBO) St. Catharines Flying Club Niagara Air National Helicopters Fox Aviation Pace Executive Aviation Services NONE Genaire St. Thomas Municipal Airport 36,110 5,050 2,640 2,640 VOR/DME RNA YES NONE NONE NONE NONE Stratford Municipal Airport 30,461 5,000 2,829 VOR/DME YES NONE NONE NONE NONE Page 116 of 666 24 TABLE 3.2 – GENERAL INFORMATION Airport Size City nearby Lease or sale Price per sq ft Landing fee Parking fee Tillsonburg 620 acres Woodstock Ingersoll Lease $ 0,29 No $ 42 / month or $ 6 night Brantford Municipal Airport 400 acres Hamilton Kitchener Lease Under review $3 to $5 No $132 / year Burlington Airpark Hamilton Oakville Chatham-Kent Airport 422 acres Chatham-Kent Lease Variable Cmm’l only 7.50$ per night Goderich Municipal Airport 400 acres Goderich Lease and sale No set price Cmm’l only 10$ per night Kincardine Airport 125 acres Kincardine Lease $ 0,29 Cmm’l only $ 5.00 per night London International Airport 1 500 acres London Lease or sale Unknown Unknown Unknown Region of Waterloo International Airport Unknown Kitchener/ Waterloo Lease $ 0.21 Cmm’l only $ 8.14 daily Sarnia Chris Hadfield Airport Did not answer our questions St. Catharines/ Niagara District Airport 329 acres St. Catherine Lease only $ 0.256 Yes Variable Yes Variable St. Thomas Municipal Airport 600 acres St. Thomas Lease only $ 0.20 (40 year lease) No $75 - $100 Stratford Municipal Airport 482 acres Stratford Lease only $ 0.31 Cmm’l only 5 $ night NOTE: Landing fees for commercial flights vary between $ 40 to $ 55 depending on the airport and the aircraft. Page 117 of 666 25 TABLE 3.3 – LAND AVAILABILITY SURVEY Airport Available Zoning Owner Services Runway access Tillsonburg Approximately 125 acres south of the runway Airport related Town of Tillsonburg Electricity Yes Brantford Municipal Airport 50 acres Light industry City All Yes Burlington Airpark Chatham-Kent Airport 300 acres Farm, Industry, Airport Municipality of Chatham-Kent Water and electricity Yes for most Goderich Municipal Airport 1 acre Airport related Town of Goderich None No Kincardine Airport 1 acre Airport related Town of Kincardine Electricity Yes London International Airport 2.968 acres General Industrial City and Airport All Yes Region of Waterloo International Airport 6.4 acres 50.4 acres Aviation related Regional Municipality of Waterloo All Yes No Sarnia Chris Hadfield Airport Did not answer our questions St. Catharines/ Niagara District Airport 2.75 acres Airport related Town of Niagara-on-the-Lake None No St. Thomas Municipal Airport 85 acres Industrial Town of St. Thomas Electricity Yes Stratford Municipal Airport None - - - - Page 118 of 666 26 TABLE 3.4 – BUILDING SPACE AVAILABILITY SURVEY Airport Available Zoning Owner Services Runway access Tillsonburg None Aircraft hangar City Electricity Yes Brantford Municipal Airport 15 000 sq ft Aircraft Hangar City All Yes Burlington Airpark Chatham-Kent Airport Yes but unknown Hangar Privately owned Electricity Yes Goderich Municipal Airport None - - - - Kincardine Airport None - - - - London International Airport None - - - - Region of Waterloo International Airport None Possibly private hangars - - - - Sarnia Chris Hadfield Airport Did not answer our questions St. Catharines/ Niagara District Airport 3 800 sq ft Aircraft hangar Can-du Maintenance All Yes St. Thomas Municipal Airport None - - - - Stratford Municipal Airport Unknown Aircraft hangar Privately owned All Yes Page 119 of 666 27 4. Market Analysis and Development Plan 4.1 Market Overview With a population of close to 13 million people, the province of Ontario is well equipped and serviced by airline companies and charter operators. Municipal airports in Ontario serve a multitude of communities and regional air transport needs. They also support a variety of general aviation activities. Some airports are more commercially focused, providing scheduled passenger service, while others are more oriented towards the private or corporate user. The following map shows the location of the eighty-five municipal airports in Ontario. Those marked in red represent municipal airports that are not eligible for Airport Capital Assistance Program (ACAP) funding4. Those marked in green represent airports that are eligible for ACAP funding. National Airport System (NAS)5 and provincially owned airports are not shown on this map. MAP 4.1 – ONTARIO AIRPORTS 4 ACAP - http://www.tc.gc.ca/eng/programs/airports-acap-purpose-329.htm 5 NAS - NAS includes airports in all national, provincial and territorial capitals, as well as airports with annual traffic of 200,000 passengers or more. Currently, the 26 NAS airports serve 94 per cent of all scheduled passenger and cargo traffic in Canada and are the points of origin and destination for almost all interprovincial and international air service in Canada. Page 120 of 666 28 The overall issues facing TMA are not unique. They are the same issues being faced by many municipal airports throughout Ontario and Canada. From the various activities undertaken throughout the course of this mandate, and in line with the benchmarking of southern Ontario airports, TMA’s characteristics, assets, and SWOT position, it is clear that TMA is a great general aviation airport. With the land available at the airport and a good GA cluster already on site, TMA seems poised for growth. The following sections (4.1.1 to 4.1.5) cover various aviation and aerospace sub-sectors and provide an overview of possibilities for TMA within each sub-sector. 4.1.1 General Aviation From comments, interviews and desk research, an overwhelming amount of information was obtained that described TMA as a great general aviation airport. During these undertakings, we challenged the main activities and sectors related to aviation and none got a stronger positive feedback than general aviation. To support a positioning that centers on general aviation would be the logical choice since Ontario is home to the largest concentration of registered aircraft in Canada. Transport Canada data show 9,669 registered aircraft in Ontario of which 8,017 are privately owned, 1,484 are commercially registered, and 168 are state registered. As is the case with many types of businesses, timing is an issue, and at present, TMA could profit from a few situations impacting southern Ontario’s general aviation sector. The first situation is the widespread and growing concern over airspace safety around London Airport due to the flight training activities of international students who have poor English language skills. To a lesser degree, the volume of movement at the Region of Waterloo International Airport is also becoming a concern for many pilots. During the surveys we conducted, a substantial number of pilots voiced their dissatisfaction with many other GA airports in southern Ontario; Brantford Airport was the one mentioned most often. This opens the door for promoting the safer, more accessible, and lower cost TMA location. The second situation is the upcoming closure of Buttonville Airport. In September, 2009, the Sifton family, which owns the airport, announced plans to redevelop the airport during the next seven years (2009-2016) into a mixed use property for commercial, retail and residential development. In the meantime, the airport will continue to operate, and there are no known plans for the airport’s operations to be relocated to another Greater Toronto Airport or to cease altogether. Presently, the Buttonville Flying Club has over 200 active members, and regularly organizes aviation-related activities such as monthly meetings with guest speakers, breakfasts, lunches, dinner fly-outs, ‘Young Eagles' days, weekend trips, and an annual trip to the Bahamas. To attract pilots from both neighbouring and more distant airports, TMA should structure a marketing effort centered on its range and availability of services, cost of operation, airport and airspace safety, availability of hangars, ambiance, events, activities, and flying club, and produce promotional tools to support this effort. Page 121 of 666 29 4.1.2 Business Aviation6 and Charters Throughout our research, in the focus group, and during interviews, we never encountered, heard of, or sensed any strong local or even regional interest in increasing business aviation activity at TMA. Most of the companies we met with or interviewed were not using a business aircraft, were already established at another airport, or were using charter services from another airport. Among the reasons offered by the latter, most comments indicated that the services were already in place, and that the other airports had better facilities and services to accommodate business aviation (longer runway, customs, on-site FBO and AMO…). During the five year period ending in the autumn of 2008, the BA sector had maintained an annual growth rate of over 17%, the best in the industry and their largest ever. However, business aviation is also the most vulnerable and volatile sub-sector of aerospace. BA suffered a huge blow during the following economic downturn with sales dropping by more than 22%. The small business jet segment was the worst hit of all with a 47% drop in sales. Today, business jet manufacturers are just beginning to experience a leveling off in their order books, and analysts don’t foresee a new growth period before 2013-2014 or a return to the faster growth rate until around 2017-2018. It is our opinion that TMA should not consider business aviation as a growth sub-sector at this time. As the market evolves, and smaller business jets enter the market (VLJ – Very Light Jet) later this decade, the overall growth potential may change and create opportunities. We don’t feel that investing in infrastructure and services catering to this category of aircraft would create enough value and return on investment at this time. But hosting business jets and corporate travel can be a lucrative business. There are a few key factors to consider. The first is total travel time and distance. BA jets are used to provide more latitude, to bring executives and other employees as close as possible to their destinations, and to provide them with more time at their destinations. BA travelers are often trying to avoid regular air carriers’ scheduled flights because these do not match their personal schedules or work agendas. They’re also interested in avoiding the waiting times that accompany boarding and deplaning commercial flights. Secondly, BA travelers look for quality services, special attention and a warm, friendly atmosphere. Most BA airports have a local FBO (fixed base operator) in charge of providing these services. North-American FBOs have developed the “concierge” approach and cater to the requirements of their clientele. FBOs provide luxurious, cosy, and inviting waiting rooms along with light snacks, cookies, and drinks for their customers during their wait. Most FBOs have offices and conference rooms available, at a fee7, for their clients, provide and coordinate ground travel in quality vehicles (limousines, large SUVs), and have a team to welcome and host BA travelers. FBOs are focused on providing good customer service to pilots since they are often the ones that recommend an airport to their client. 6 Business Aviation – Business aviation usually encompasses all multiengine aircraft powered by turboprop engines and by turbojet or turbofan power plants carrying company personal and executive on work related trips. 7 Clients will pay a fee to rent conference rooms. Page 122 of 666 30 Services for pilots include quality pilot lounges with many amenities (big screen television, computers, high speed internet, quality chairs, a resting area, beverages, light snacks), and depending on the duration of their stay, a car or rental car can be made available. FBOs also provide ramp services like customs, refuelling, interior cleaning, catering, aircraft parking, de- icing, GPUs and heaters. Looking ahead, if TMA wishes to attract more BA flights, it will have to structure its operations better to respond to these BA requirements and provide the appropriate services. It would also have to promote the airport, its advantages, and its price structure to BA pilots and flight planning decision makers from large BA operators like Netjets, FlexJets, FlightOptions and the corporate flight centers of Fortune 500 companies. The main event for reaching flight planning decision makers is the Annual Schedulers & Dispatchers Conference8; 4.1.3 Air Cargo We interviewed people with regard to the possibility of developing air cargo activities at TMA. Based on the survey results, there also does not to be good potential for air cargo activities at TMA. The proximity of much larger logistic platforms at four international airports (London, Waterloo Region, Hamilton and Toronto) leaves little room for any other air cargo activities. Air Cargo companies do use smaller aircraft (Cessna caravan) when flying to remote or less accessible areas, but their operational model revolves around centralized hubs located in major metropolitan centers where they can reduce their delivery time and operating costs. We believe that it would be very difficult to develop a profitable business model that could induce any air cargo company to modify this model. Such operations would also require IFR approaches. 4.1.4 Commercial Flights There are presently no commercial air services at TMA. We do not foresee any change in this situation due to the proximity of London Airport which hosted close to 450,000 passengers in 2008. London Airport offers direct flights to local, North-American, Caribbean and international destinations. The airport hosts four regular airlines and three charter operators. If travelers cannot reach their destination from London, they can also travel from nearby Region of Waterloo International Airport or Hamilton International Airport. The Tillsonburg area does not have the critical population mass to render viable any regular airline service, and other communities within Oxford County have expressed little interest in supporting the development of such a service, once again because of the proximity of major airports. Furthermore, TMA is not a certified airport and as such cannot host scheduled commercial flights. 8 NBAA 21st Annual Schedulers & Dispatchers Conference Page 123 of 666 31 4.1.5 Specialized Flights In the specialized flights category, we have created groups by use and type of aircraft. We present four of these - law enforcement operations, military operations, tourism flights and vintage aircraft activities. TMA has hosted these clienteles on a number of occasions over the years. For law enforcement flights, the Ontario Provincial Police (OPP) uses the airport on a frequent basis. Sometimes, OPP aircraft fly in for refuelling while carrying out operations in the vicinity of the airport. One of OPP’s aircraft is stationed regularly at TMA, but this is mainly due to the fact that one of OPP’s pilots is a Tillsonburg resident and comes home for the night. Our research and interviews with OPP personnel did not lead us to believe that the airport could leverage additional permanent OPP activities at this time. OPP’s aerial team is headquartered at Lake Simcoe Regional Airport, and no other opportunities were found. For this reason, we do not recommend that “police flights and operations” continue to be considered as a potential market, but do believe that Tillonsburg leaders should maintain contact with OPP leaders to sustain the actual volume of activities and position themselves to cover future OPP needs. The same situation exists with regards to military operations. We do not foresee the Tillsonburg Area and airport becoming a military operations hub. The airport receives occasional flights and should probably promote itself to Canadian forces operating in the region as well as consider offering value-added services to pilots and crews who are the ones who in the end decide where to refuel. As for vintage aircraft activities, the Canadian Harvard Aircraft Association’s role at the airport could set a trend, and we foresee a strong development opportunity that we have defined in article 4.2.1. The last category, tourism and leisure flights, account for most of the flight activities at TMA together with vintage aircraft. Most general aviation enthusiasts like to “fly around”, congregate and attend events. The following chart presents the main usages of general aviation aircraft by their owners and pilots. Page 124 of 666 32 TABLE 4.2 – GA AIRCRAFT USE Reasons why people fly a general aviation aircraft Personal 35.6 % Instructional 18.6 % Corporate 11.4 % Business 11.3 % Air Taxi 7.6 % Aerial application 4.8 % Aerial observation 3.9 % Public 3.5 % Others 3.3 % Personal flights and leisure/tourism/flying-around flights are the main usage GA owners and pilots make of their aircraft. These pilots and owners should thus be targeted by TMA, but the question is how TMA will position itself against other airports located in more populated regions with more readily known tourist attractions. The new restaurant, that will offer breakfast and lunch on the weekends, should attract many new flights. But in the long run, TMA will need a stronger niche project to maintain the interest, and such a project could be structured around aviation events. This is an under-exploited niche market which opens up many possibilities that can be developed around GA and vintage aviation. Still, we would recommend this opportunity be integrated with the clusters presented later in the report to ensure a structured and more complete pole of attraction. Page 125 of 666 33 4.2 Industry Survey Results The industry survey sample was created from a list of all the companies we could find on the Internet, from airport operators and our own contacts. The survey was conducted from February 1-23, 2010. Many follow-up calls were necessary to reach our respondents and to get significant answers. The total sample list is available in annex A. Participation in the survey Initially contacted 42 companies Did not return our phone calls 21 companies Refused to participate 5 companies Participated in the survey 15 companies Geographic distribution of respondents: 3 from Brantford 3 from Kitchener Waterloo 4 from London 1 from Simcoe 2 from St-Catharines 1 from Stratford 1 from Kincardine Type of activity: 2 in the charter business 8 in the MRO business 5 in the training business Q1. What are the major trends in your business sector? Flight school owners indicated that the majority of their clients come for a commercial pilot’s license. Participants also stated that the operating cost of keeping their respective licenses is increasing whereas revenues are not necessarily following the same trend. If General Aviation is loosing revenues, it means that small aviation businesses are also loosing revenues. General aviation is the primary feeder of the aviation industry. Participants noted that General Aviation is moving from mid-size airports to smaller ones where costs are less prohibitive. Furthermore, they noted a lack of hangar space at international and regional airports. Rank Trends 1 Shift to commercial license in training 2 (tied) Operating costs getting higher 2 (tied) Continuous but very slight growth 3 Many airfields not affordable for GA 4 Shortage of hangars for small aircraft Page 126 of 666 34 Q2. Are there activities that are growing faster than others? The volume of activity in the maintenance sector seems to be stable, mainly due to the fact that there are a limited number of service suppliers. Less regulated by Transport Canada, amateur aviation is increasing due to lower expenses. Flight schools in larger cities are often supported by a foreign clientele. One owner stated that the Chinese clientele is being replaced by Indian students. Six respondents said that no activities are growing faster than others. Q3. What are the strengths in southwestern Ontario’s aviation sectors? Due to the diversity of the answers, we have synthesized and summarized them. Southwestern Ontario is seen as having very good potential for general aviation. Since controlled airspace is limited to large airports, there is sufficient non-controlled air space to permit general aviation to thrive. Population density is viewed as a positive aspect mainly due to the proximity of clientele. Numerous respondents confirmed their satisfaction at being given harbour at an intermediate airport, something to be expected since smaller airports attract unsatisfied customers from larger airports. These new customers have a positive effect on the business of smaller airports. Q4. What are the weaknesses in southwestern Ontario’s aviation sectors? Respondents did not limit themselves to the weaknesses in the region but included the entire sector of activity. Many condemned the increase in the cost of operations due to Transport Canada requirements. This situation is mostly felt at the general aviation level. It was also noted by many respondents that pilots are getting older and are not being replaced by an equivalent number of younger ones. One explanation for this problem is the prohibitive increase in training, equipment, and operating costs. The present economic context is certainly not helping either. A lack of avionics technicians, of flight schools, and of hangar availability were identified as the region’s weaknesses. Q5. What are the main challenges your business is facing? Here again, respondents noted the increase in costs in this sector of activity. Combined with the current economic situation, operators have to manage their business much more closely. Improvement and growth are much more difficult, if not impossible, in this situation. Finally, they noted that provincial government college laws placed a further financial burden on private flying schools by increasing administrative bureaucracy. Q6. Are there any challenges related to the airport you use? All respondents answered “No”, except for two flying schools in London that complained about certain fees that have been imposed. Page 127 of 666 35 Q7. Is your current location hindering the progress of your company? Fourteen respondents said “No”, and one flying school in London said their operational costs are high. Q8. Are your operations at a disadvantage as compared to commercial aviation? Twelve respondents answered that their operations were not at a disadvantage as compared to commercial aviation. One respondent said his school had circuit restrictions at times. Another respondent answered that London was making a strong move towards commercial aviation. Q9. What are your future business projects? Most replied that their only project was to continue doing what they do best. It is possible that respondents did not want to publicize their projects. One company, though, replied that they want to increase flying time by 25% and achieve diversification by offering an air taxi service. Another respondent said he wanted to acquire the hangar where his business was located. Q10. Do you foresee any expansion of your company at your present location? Seven respondents said that they do not foresee any expansion for now. Six are thinking of expanding at their present location. Only one foresaw expansion that will force him to relocate. Q11. What would your physical requirements be if you were to expand at a new location? We received only one answer to that question: ‘’My requirements are known, but I will not discuss them. I will say that London is a possibility.’’ Q12. Do you know of Tillsonburg Airport? Yes: 13 respondents No: 2 respondents Q13. What do you think of Tillsonburg Airport? We have reproduced the most interesting answers in their entirety and verbatim in order to better preserve the clients’ true thoughts and feelings: “Needs to be user-friendly e.g. low landing fee, place to eat, flight training might be a good opportunity to seize; Brantford picked a lot of the previous Hamilton business” “They've done a hell of a good job with the new runway and the terminal is no longer a shack. No need to go into grandeur as Brantford did. Tillsonburg should stick to GA, avoid charter flights or jets” Page 128 of 666 36 “Tillsonburg is still perceived as lagging…still behind others. Not attractive enough. Be problematic for them to attract charters. Do they have new facilities? They're also lacking consistency with their training school.” “They have to make sure that there is an added value for visiting pilots. Aircraft owners and pilots are looking for a good reason to go somewhere, whether it's a special event (Harvard!) or a good meal, a place to meet others and chat… Tillsonburg has to find a good reason to attract them!” Others commented that Tillsonburg was a nice little airport. Q14. Could Tillsonburg Airport become an asset to your business? Eleven respondents simply answered “NO”. The owner of one flying school said that TLA is used as a destination point for students to fly to, but this is not considered as a real asset for his business development. Another suggested attracting the business of those who are disappointed with Brantford. Q15. Would you be ready to set up one or more of your operations at Tillsonburg airport? Twelve respondents said they were not ready to set up operations at Tillsonburg Airport. The most interesting comment was from the owner of another flying school who said that he might be interested in partnering with Tillsonburg for flight training if adequate incentives were offered (school satellite?). Another flying school manager said he might move to TA if the costs were low enough. 4.3 Development Plan From the information we have obtained from our research, challenged, and discussed during the course of the various activities linked to this mandate, we foresee several niche opportunities for Tillsonburg Airport. One of these opportunities is definitely the “vintage aircraft” cluster. We also consider that an “industry” cluster evolving around general aviation activities would prosper and benefit the Airport. As previously mentioned, we integrate aviation events into each of these clusters. These two clusters are defined in greater depth in section 4.3.1 and 4.3.2. Considering the various activities, we have also prepared a development layout for the Airport. This layout divides the south side of the airport into four separate aviation-related zones. Each zone is home to a specific type of aviation activity, and the overall layout places related activities together while reducing possible conflicts between less related activities (see chart 1). 4.3.1 Airport Layout Map The map presented on the next page provides the complete portrait of the development plan proposed by Explorer Solutions. We have added a transparency of the original Airport Development Plan so you can see the differences between the two. The different zones are detailed in the following pages. Page 129 of 666 Page 130 of 666 38 The suggested airport layout map shows a concentration of all activities on the south side of the runway. We have favoured this part of the airport over the northern side because of its proximity to Airport Road, its already established activities (terminal, private hangars, commercial hangars), land availability (the airport has ample land to expand and grow on for many years), and the airport community effect it creates. Aviation enthusiasts love to congregate, and providing an airport environment that favors family and group activities will go a long way to attracting GA aircraft owners and operators to the airport. Even though the northern side also offers ample land availability, developing it would come at a much higher price and stretch out the airport infrastructure and activities. Taxiways and a road network would have to be built. We do not foresee the need of developing the northern side of the airport for the next 25 to 30 years. 4.3.1.1 Differences between the Master Plan (MP) and Explorer Solution Development Plan (DP) When the TMA master plan (MP) was produced in 1989, the airport was much smaller than it is now. The runway was still 4002 feet long, there were just a few hangars on the property, and the terminal was a small building that was replaced just a few months ago. The 1989 layout suggested growing the general aviation side by setting up private hangars parallel to the main runway and facing north. It also suggested establishing an industrial zone to the east of the terminal where 8 small lots were proposed. The remainder of the property was destined for commercial development. This layout also reserved space on both the north and south sides of the airport to build a crosswind runway out of runway 14-32. From the time the MP was developed, some 20 years ago, runway expansion and the building of the new terminal have followed the master plan, whereas increasing the number of private and general aviation hangars has not followed suit. Additionally, the airport is at a stage where it is ready to grow substantially as it focuses on the targeted niche industry and general aviation projects. Rationale for the Development Plan (DP) Layout Crosswind Runway The DP suggests abandoning the crosswind runway project. Considering that most local and regional airports operate on one runway, that summer (mid spring to mid autumn) operations permit the use of grass crosswind runways (2), and that the cost of building such infrastructure is very high, we do not believe this project should be pursued. The main runway annually hosts an estimated 11,000 movements (in 2009) and can easily triple or quadruple this amount before congestion becomes an issue. For this reason, we have suggested the creation of an extended industrial zone beginning just east of the terminal and extending all the way to the former Cranberry Line. Page 131 of 666 39 Industrial Zone Planning for two structured industrial niche clusters, each encompassing various industrial activities, requires more space to support the expected growth. The MP layout does not cover this need as it only offers limited industrial land with access to the runway (8 small lots), and no land at all for companies not requiring access to the runway. The proposed DP takes into account these two needs – areas with and without access to the runway. We thus suggested moving the MP industrial zone to the east of Taxiway E and expanding it all the way to Cranberry Line, with the objective of extending Taxiway D alongside the zone as companies set up their activities. We also recommended converting the former “east commercial development zone” into an industrial zone without access to the runway. Likewise, since water and sewage are issues at the airport, investment attraction activities should be focused on drawing technology-driven projects that require little water and companies that are not labour intensive. Event and Museum Zone The DP also integrates a new zone in the overall airport layout plan. The “event and museum” zone is now located where the former MP industrial zone had been placed. The event and museum zone will attract a host of visitors and tourists. Logic suggests this zone should be located close to the main airport entrance road, parking facilities, the restaurant, restrooms, and other general public facilities. Locating this zone close to the airport terminal will favour crowd and visitor handling. It will also help keep visitors from wandering around the airport and having easy access to the industrial and general aviation zones where aircraft and private property could create security and safety issues. General Aviation Zone In its present state, the development of the general aviation zone is already out of line with the MP. The approach presently favoured by the airport provides more space and latitude. It makes room to develop a larger pool of aviation hangars by building perpendicularly to the main runway instead of parallel to it. The DP suggests maintaining this approach as it favors a more concentrated layout. This approach will also reduce the overall cost of building taxiways and bringing public utilities to the hangars. The general aviation zone would thus continue to extend (as it already does) into the former MP west commercial zone which no longer exists in the DP. Building and developing the general aviation zone perpendicular to the runway will reduce the footprint of the zone toward the west which in turn will leave space to develop a fourth zone - the airpark Page 132 of 666 40 Airpark The airpark was not envisioned in the MP. The concept did not even exist at that time. Airparks are a relatively new and growing concept in the aviation world. Integrating an airpark project into the DP required reserving parcels of land that could be easily accessed from both Airport Road and the main runway. The suggested location strengthens the overall general aviation cluster and is favored by the proximity of airport services while leaving room for future airpark expansion toward the east, the west, and even to the north of the airport. 4.3.1.1 Industrial Zone See image on next page. We suggest dedicating the red zone to aerospace and aviation industrial activities encompassing aircraft maintenance, aircraft repair and restoration, parts and components manufacturing, R&D activities, software development, and associated aviation services. We also strongly recommend not renting any land or buildings having access to the airside or runway to non-aviation companies. Over the years we have seen a number of non-aviation projects buy or lease aircraft hangars. As a result, these were not available later when needed by an aviation company which then had to set up elsewhere due to the lack of hangar space. We believe the Airport (Town) should build a three bay, 1800 square metre hangar facing Taxiway E. This hangar would serve for the expansion of the paint shop, maintenance activities, and other possible tenants. The total proposed industrial zone area is approximately 135,000 square metres (34 acres), with 56,000 square metres (14 acres) in the zone having runway access (an estimated 5 to 6 buildings), and 79,000 square metres (20 acres) without runway access (an estimated 8 to 10 buildings). We recommend a maximum lot coverage of 50% for usage without runway access, and a 35% lot coverage for usage with runway access (the 35% does not account for ramp space on the air side of the property or any parking space on the ground side of the property). Page 133 of 666 Page 134 of 666 42 4.3.1.2 Museum and Events See image on next page. The green zone is part of the “vintage aircraft and event” cluster. We recommend developing a vintage aircraft museum on the green coloured parcels of land. The museum would be located at the current location of Spectrum Aviation and Lee Maintenance. This area, not encompassing the big CHAA hangar, covers 6000 square metres (approximately 1.5 acres). The abovementioned businesses could be moved to a brand new hangar across from Taxiway E in the industrial zone in a building better suited to their future needs and expectations. We further recommend creating an event ramp and area located north of Taxiway D, beginning at and east of the main ramp, and running alongside Taxiway D in front of the CHAA hangars. Its total length is estimated at 140 metres with a width of approximately 65 metres, creating an event zone of just over 9000 square metres (2.25 acres). Page 135 of 666 Page 136 of 666 44 4.3.1.3 General Aviation and Business Aviation See image on next page. The third zone encompasses a host of sub sectors but the entire zone is dedicated to general aviation and business aviation. The first part of this project is the creation of a parking and tie- down area (yellow rectangle on the map). The purpose of this area is to facilitate movement on the main ramp by reducing the number of aircraft on or around the ramp. It would also facilitate fuelling activities and lower the risk of accidents. We suggest locating this area adjacent to the main ramp on the west side. The parking and tie-down area could be expanded in response to future demand, but we suggest that the initial area be about 3,500 square metres, enough to host a minimum of fifteen aircraft. (Chart 4.3.1 shows an area covering 3,500 square metres (35 x 100)). The picture below shows a similar parking and tie-down area at Lewiston Airport (Me) which can host up the 55 aircraft. Under the picture, there is also find a short note on how snow removal is handled at Lewiston Airport. Page 137 of 666 Page 138 of 666 46 Snow Removal Procedures - during the winter months, the airports take charge of removing snow from the taxiway portion of the tie-down area. Individual aircraft owners have the responsibility of removing snow from their parking spaces by plowing it behind their aircraft or onto the taxiway where the airport snow removal team clears it away. The second part of the general aviation sector is a zone dedicated to flight school and FBO operations (green rectangle on the map). This zone is located just south of the ramp between the new terminal to the east and the first private hangar to the west. This location would facilitate access to the main ramp and the runway. The closeness of this area to the fuel pumps would also reduce excess movements on the ramp when refuelling activities are on going. We also recommend designating a large parcel of land for the future expansion of the private hangar sector on the west side of the present rows of private hangars (blue zone on the map). As mentioned in the SWOT analysis, vehicle circulation on the main ramp needs to be stopped, and this will become more important with the development of the niche projects. We therefore propose building a private access road linking the airport entrance road to all private hangars. Page 139 of 666 47 This access road would be gated and controlled automatically allowing only qualified tenants and individuals to enter. As the chart shows, there is sufficient room for the airport to double the current number of private hangars and still have plenty of land available for future development. 4.3.1.4 Airpark Finally, we suggest considering the development of an airpark located at the southwest end of the runway (you will find more information on the airpark project in section 5.3). This location offers many advantages. First and foremost, the proximity to Airport Road will have a direct impact on the overall development cost (roads, public services, and land preparation) and the operational costs (snow removal, landscaping) of the property. This location for the airpark will also reduce the cost of linking the airpark to the airport infrastructure due to the proximity of the runway (cost of taxiways). Last, by locating the airpark on the south side of the airport, it would complement the airport’s overall image and concentration of activities and facilitate the development of associated commercial and retail services in the vicinity if required. The second option for locating the airpark is on the western boundary of the property. This location offers a warmer setting with a small wooded area adjacent to the housing unit and a small stream running through it. This site would call for a longer entrance road, longer taxiways, and generally a higher development cost. On the other hand, this site would clearly segregate airpark from airport activities. Both locations have land for future expansion. 4.3.2 Vintage Aircraft Niche Project When it comes to vintage aircraft, Tillsonburg is home to one of the largest Canadian associations in the sector. Not only does it claim an advocating role, but the Canadian Harvard Aircraft Association (CHAA) also operates, restores, and maintains vintage aircraft, as well as educates the public on aviation and the history of Harvard Aircraft. As with any association, CHAA has its strengths and weaknesses, but we believe the association is well structured, brings together a strong membership, and counts on many active members. As such, the association constitutes a good anchor tenant to launch a vintage aircraft niche project. The suggested niche project envisions an aerospace and aviation industry sub-cluster and encompasses a full spectrum of activities targeting all types of clientele that might be associated with the cluster. The vintage aircraft cluster should be developed as an industry- owned and industry-driven project and would consist of seven main groups of activities, each of which should be developed as a revenue generating division. Companies and associations already involved in this niche market focus mainly on aircraft showcasing and display. All other activities and expertise are usually scattered at different sites (airports) making it difficult to accommodate the owners and operators of vintage aircraft. Page 140 of 666 48 Creating a one-stop shop for vintage aircraft in Canada would be a first. Owners and operators of vintage aircraft would be drawn to this community of thinkers and doers, and technicians, mechanics, pilots, instructors and vintage aircraft enthusiasts would be able to live and breathe vintage aircraft in Tillsonburg. This niche project has all the makings of a true industry cluster to which research and development and even the manufacturing of replica aircraft could be added. In Chart 4.3, we have provided an overview of the various sub-sectors and divisions of a vintage aircraft cluster. TMA should focus on developing each sub-sector by working with tenants who are already located at the airport and are interested in working in this niche market, or by finding new investors to join the cluster. CHART 4.3 – OVERVIEW OF VINTAGE AIRCRAFT CLUSTER Vintage Aircraft Events Vintage Restoration and Certification Vintage Maintenance And Modification Vintage Sales and Purchase Vintage Training And Education Vintage Museum and Static display Vintage Aerial Operations Vintage Aircraft Cluster Page 141 of 666 49 4.3.2.1 Sub-Sector Definitions a) Aerial Operations Air operations would offer various types of flights including aerobatic demonstrations, vintage aircraft tours and rides, participation in air shows, and doing flyovers for different events and celebrations. b) Training and Education The Vintage Aircraft Training College (or University) would offer a number of flight training courses including type certification, formation flying and vintage aircraft aerobatics. We also foresee a joint venture with an A&P school to offer type certification for technicians and mechanics for vintage aircraft. The training and education group could also offer aviation-awareness courses and programs, history-of-aircraft courses, and conferences on vintage aircraft. These courses and programs could target elementary and high school students as well as the general public and specific events or gatherings. c) Annual Events The cluster should organize a few annual events to promote itself, generate revenues from air rides, museum visits, promotional clothing and material sales. Examples of events could be: Canadian Harvard Air Show and static display, Vintage Aircraft Fly-in Weekend, Vintage Aircraft Treasure Hunt, T-33 Air Show and Static Display, Vintage Aircraft Annual Outdoor Breakfast, etc. Providing music, food and entertainment would bring in additional revenues. d) Maintenance, Repair, Overall and Modifications As a key component, the cluster must offer maintenance, repair, and overall services in the fields of airframes, engines and avionics. The center would also offer modification services for all types of aircraft. Note that the MRO component could be specialized in, but not limited to, vintage aircraft, serving the general aviation clientele as well. e) Aircraft Restoration and Certification The core services of this component of the cluster would be aircraft salvage and logistics, assembly and subassembly restoration, complete aircraft restoration and recertification. f) Purchasing and Sales The cluster would not be complete without a sales and purchasing centre for vintage aircraft. By establishing this component, the cluster can secure work for the MRO and the restoration and training components, as well as building ties with new owners of vintage aircraft. g) Museum and Static Display Providing an interactive experience related to the life of vintage aircraft pilots and crews, the museum would showcase artefacts and memorabilia pertaining to all types of aircraft related to the cluster. The museum would also offer a static display of several aircraft, some of them in interactive mode. Page 142 of 666 50 4.3.2.2 Vintage Aircraft Cluster Development Phases The development of the vintage aircraft cluster is linked with providing potential stakeholders and investors with a clear understanding of the concept and the niche market. To do so we are providing a first glance at the cluster’s objectives and development phases. a) Cluster Positioning - To become Canada’s premier vintage aircraft centre b) Objectives To provide qualified professional services to owners and operators of vintage aircraft To brand Tillsonburg Municipal Airport has Canada’s vintage aircraft capital To offer educational, training and awareness courses, displays and information to school children and the general public about aviation and vintage aircraft c) Key Drivers Associated with the Cluster CHAA will be key partner to launch the cluster The cluster will need a few economic partners9 with strong ties in the vintage aircraft sector. The town and the airport will need to invest in airport infrastructure and buildings, but also provide needed political support for the project at the provincial and federal levels (we estimate at least two 20 000 sq ft hangars will be needed to house the museum and aircraft restoration activities in one and MRO and paint activities in the other. TMA will also need to adapt the road network and taxiway network according to the final location of these hangars). Attract other vintage aircraft groups and associations Maintenance, painting, and restoration activities will bring in the most revenues at the beginning d) Main Obstacles Some obstacles the cluster will face to get started: The limited funding many vintage aircraft associations are facing The lack of full time employees limiting the ability of these associations to lead the project Generating enough volume and activities during the first three years e) Development Phases To ensure the structured development of the cluster, we have regrouped the main tasks into three separate development phases. 9 - Economic Partners: Economic partners include private companies or individuals with interest in vintage aircraft. It includes banks and financial groups funding vintage aircraft projects. It includes former vintage aircraft pilots and support personal, Canadian and US Air Force, aerospace manufacturers and services providers and local economic development agencies, employment and government agencies. Page 143 of 666 51 Phase 1 – Project Definition - estimated duration: 2 months During Phase 1, TMA and town leaders should focus on: project definition and structuring identification of targeted partners and investors networking with government agencies and officials preparing a business case At the end of Phase 1, TMA should have obtain government recognition and support for future development of the vintage aircraft cluster. TMA should be ready to market the niche cluster in North America and provide background information on the sector, the airport, and the future growth of the cluster. Phase 2 – Marketing and Creation of a Steering Committee - estimated duration: 10 months During Phase 2, TMA and town leaders should focus on: presenting the project to targeted aerospace and aviation stakeholders and companies marketing the project at various events marketing the project to potential clients gaining a consensus and forming a steering committee of interested stakeholders and companies defining infrastructure requirements with the steering committee, preparing a complete service offer, identifying launch clients and required marketing activities At the end of Phase 2, TMA should have identified a group of stakeholders and companies interested in setting up operations at the airport in line with the vintage aircraft cluster. The steering committee should group stakeholders and companies within all of the seven sub-cluster divisions. Phase 3 – Business Plan, Marketing, and Consensus During Phase 3, TMA and town leaders should focus on: finalizing the cluster’s business plan confirming new investment; start-up operations at the airport and in the community pursuing cluster promotion and marketing supporting employee recruitment and training launching cluster activities and promotion through press conferences Phase 3 is the conclusion of the process. During phase 3, interested companies should be investing and starting up operation at the airport. The cluster should be gaining momentum and TMA branding starting to be recognized. Page 144 of 666 52 We present below an estimated budget for the cost of professional services involved in completing these three phases. Infrastructure and servicing costs are presented in section 4.4. TABLE 4.4 – VINTAGE AIRCRAFT CLUSTER ESTIMATED BUDGET Tillsonburg Airport Budget Vintage Aircraft Cluster Cost Phase 1 Business case $ 10,000.00 Project definition $ 2,500.00 Identification of targeted clients $ 2,500.00 Total $ 14,000.00 Cost Phase 2 Cluster marketing $ 45,000.00 Steering committee organisation $ 15,000.00 Cluster development $ 15,000.00 Total $ 75,000.00 Cost Phase 3 Business plan $ 22,000.00 Investment implantation $ 12,500.00 Media relations $ 4,000.00 Total $ 38,500.00 Page 145 of 666 53 TABLE 4.5 – ESTIMATE DIVISIONAL DEVELOPMENT TIMETABLE Vintage Aircraft Timetable Tasks 2010 2011 2012 2013 2014 A M J J A S O N D 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Phase 1 Project definition and structuring Identification of targeted partners and investors Networking with government agencies and officials Prepare a business case Phase 2 Present the project to targeted aerospace and aviation stakeholders and companies Marketing of the project at various events (see Annex E) Marketing the project to potential clients Gaining a consensus and forming a steering committee of interested stakeholders and companies Defining infrastructure requirements with the steering committee, preparing a complete service offer, identifying launch clients and required marketing activities Phase 3 Finalizing the cluster’s business plan Confirming new investments and start-up operations at the airport and within the community Pursuing cluster promotion and marketing Supporting employee recruitment and training Launching cluster activities and promote through press conferences Page 146 of 666 54 4.3.2.3 Absorption Estimates The projected absorption period of this project was estimated by examining the number of years required to bring the project to maturity. This estimated absorption rate does not take into account any markets that may compete against the project, or any variation in the economic growth of the province of Ontario or of Canada. This absorption rate was also estimated on the basis of TMA's capacity to market the project and generate interest and a consensus around it. It also takes into consideration the steps required to develop each division and potential growth opportunities. We estimate the project will absorb about 20% of the total “industrial” land available (8 of 40 acres), and 100% of the “events and museum” land within the next three to five years of the project. Buildings and property will be required for maintenance and restoration facilities. We foresee the same for education and training. The recruitment of a second or third vintage aircraft group would require new storage and maintenance hangars and an expanded museum. As a precautionary measure, we are forecasting no indirect or induced growth, thus estimating absorption rate on the potential generated by the vintage aircraft cluster alone. 4.3.3 General Aviation TMA has the potential to be a great general aviation airport and was perceived in this way by most of the people we met, talked to and surveyed. Once new investment has been completed, TMA will offer a long, newly repaved runway, a brand new terminal with restaurant amenities, a pilots' lounge, and room for people to congregate. TMA also has plenty of land available to expand private hangar facilities, add maintenance, completion, and FBO services, expand the ramp to offer more parking and tie-down space, and host various events. A quick look at the activities impacting surrounding airports suggests the timing is appropriate for TMA to develop a strong GA cluster. We therefore recommend a second cluster project - the positioning of TMA as a full-service GA airport and hub. Chart 4.6 provides an overview of the activities and business sectors that could make up the Page 147 of 666 55 CHART 4.6 – OVERVIEW OF ACTIVITIES AND BUSINESS SECTORS 4.3.2.4 Cluster Development Leadership Two methodologies can be used to achieve cluster development and overall success. The first involves empowering the present airport and economic development leaders as the key resource to develop the cluster. In this model, TMA employees, Tillsonburg economic development leaders, and the TMA advisory committee would be the key leaders in promoting the cluster (niche project), attracting interested individuals and companies, and helping them to start up their operations at the airport. The second methodology would be structured around a non-profit entity which would assume the cluster development responsibilities such as promoting the airport to GA pilots and owners, attracting and supporting business partners in each core activity of the cluster, and managing hangars and airpark real estate. One possibility would be for this entity to be remunerated for its work on the basis of a combination of fees and commissions calculated on all new revenues it generates for the airport. This entity could take charge of organizing and managing some events (with the exception of those organized and managed by CHAA), support airport promotion (joint funding TMA/Cluster), and sustain cluster activities on a yearly basis. On the funding side, structuring the cluster as a non-profit entity would create a legal separation between TMA and the cluster, possibly allowing for each organisation to apply for subsidies and grants separately. The creation of this cluster would also suggest the need for TMA to invest more in recurrent funding for marketing and promotional activities. The rationale for creating a non-profit entity is based on the core competencies and expertise required to develop the cluster. This expertise should revolve around GA airport promotion and development, a solid network of contacts in the GA and aerospace sectors, and aerospace- related economic development and investment attraction skills. General Aviation Cluster Private Hangars Rental Hangars Parking and tie- downs Flying Club A & P MRO Avionics MRO Paint Shop Flight School Airpark Events FBO Cluster Coordinator Page 148 of 666 56 This entity could be controlled by the airport advisory committee to facilitate the integration of development activities, or under the leadership of an airport and aerospace executive board of directors. 4.3.2.5 Components of the Cluster The objective of the cluster is to provide the end-user with a full line of services including maintenance, availability of hangars, and events/activities. All of these should cater to the technical needs and personal enjoyment of aircraft owners, operators, and pilots. This general aviation cluster would bridge the gap between the technical requirements of aviation and the personal and life objectives of private owners and pilots. a) Private Hangars On airport property, the cluster needs to offer some parcels of land for lease. These parcels should be part of a land plan that permits aircraft owners and operators to build their own hangars as long as they respect the airport’s building specifications. b) Rental Hangars The cluster should also have the leverage to build and rent hangars on airport premises. The rental fee structure should be planned so as to remain competitive and offer a significant advantage over neighbouring airports. Rental hangars should be available in various sizes and with different choices of services (electricity, heating, water and sewer). c) Parking and Tie-down The airport or the cluster could take charge of creating a new parking and tie-down area. A fee structure for short, medium, and long term parking at the airport could be developed for both permanent tenants and visiting aircraft. The area could offer plug-ins, heating, and interior cleaning services as secondary sources of revenue. d) Flying Club Congregating, meeting with friends, and sharing aviation experiences are part of the fun of owning a GA aircraft. The cluster should consider creating a new club, or bringing the Tillsonburg Flying Club back to the airport. A club is a dynamic way to promote a friendly, social atmosphere where members can enjoy each other's company, feed off the bubbling and infectious enthusiasm for flying, learn from each other, improve their flying skills and have fun together. The cluster could provide some administrative and logistical services to support club management and activities e) A&P MRO The cluster’s main industrial role will be to attract, support and promote the development of an airframe and power plant maintenance, repair and overall shop for piston and turbine aircraft. f) Avionics MRO Avionics mechanics and technicians are a rare commodity. Attracting such a maintenance center would create a unique synergy at the airport. The cluster should focus on developing an avionics maintenance, repair and overall shop for mechanical and glass cockpit aircraft. Page 149 of 666 57 g) Paint Shop TMA already hosts a renowned paint shop. The present paint facility caters well to small GA aircraft but is not suited for larger GA and BA aircraft. Again, paint shop services, even though more common than avionics shops, are not common to all airports. The cluster must add to the services already available at the airport and extend the types of aircraft, parts or components that can be serviced. h) Flight School Support the development of a targeted flight school that would not rely only on local and regional students for its client base. Help promote the flight school, and try to link the school to renowned aircraft and avionics manufacturers. i) Fixed Base Operator Work with airport management to ensure a complete line of FBO services (fuel, oil, pilot lounge, ramp personnel, weather information, extended service hours, food/snacks, beverages (coffee, juices, soft drinks, water) and other services appreciated by pilots and aircraft owners. j) Airpark The airpark real estate development will be a key addition to the cluster. Moving away from just aviation related activities, the airpark will provide permanent or rental housing to aviation enthusiasts who own an aircraft. The airpark would permanently bring a group of aircraft to the airport, thus favouring the growth of all associated services. Since the airpark is first and foremost a real estate project, we suggest that cluster management help with airpark promotion but leave real estate issues to an experienced developer. k) Events Zone This part of the cluster is a rare addition for any GA Airport. Developing a parcel of land to host aviation event activities and static displays would showcase TMA as a unique site developed to cater to general aviation. 4.3.2.6 General Aviation Cluster Development Phases The development of the general aviation cluster is linked to the objective of attracting a fair number of GA aircraft to the airport for various purposes on a permanent basis. To reach this objective, the cluster must provide a structured service offering and a variety of activities with quality as the main driver. We will now provide a first glance at the objectives and development phases that are necessary for the cluster to achieve this goal. a) Positioning become a family orientated full-service GA airport and center Page 150 of 666 58 b) Objectives double the number of aircraft on site within the first two years adapt services to cater to clients’ needs attract strong service providers to sustain new airport branding and image organize at least two new GA events per year c) Key Drivers Some of the key drivers we believe will impact the launch and success of the cluster are: locate and hire an experienced GA cluster coordinator; structure an airport advisory committee to provide guidance and support prepare a strong marketing plan targeted at GA owners and pilots; prepare associated budgets prepare a business case showcasing TMA and the cluster to identify and attract targeted service providers (business case) ensure the beautification of TMA, the quality of its services, and its overall image d) Main Obstacles The cluster will also have to overcome some obstacles to succeed: no instrument (IFR) approaches – promote the upcoming upgrade runway 26 threshold the need to create a feeling of greater energy at the airport - more colour (banners, flags) older airport image, variable service offerings, and structure taxiway and roadway network - block access through the main ramp and announce future infrastructure upgrades e) Development Phases To ensure the structured development of the cluster, we have grouped the main tasks into a three year schedule. Page 151 of 666 59 Year 1 For the first year, we suggest concentrating most of the efforts on the planning of the various activities and projects and launching the marketing and investment-attraction campaigns. hire cluster coordinator identify targeted companies and attract new investors identify and select aviation GA events prepare a TMA marketing plan to attract GA aircraft owners and operators launch TMA marketing campaign plan airport beautification plan and finance construction of rental hangars and launch pre-sales campaign offer land parcels to build private hangars Year 2 The second year would carry its fair share of the main undertakings with the cluster hosting its first two aviation events and building a new row of rental and private hangars. build new T-hangars for rental purposes locate and select a real estate developer for airpark project – discuss and finalize the airpark concept upgrade airport beautification organize GA aviation events attract new flying club or recreate the a flying club plan and finance tie-down and parking area pursue TMA marketing campaign pursue investor attraction activity launch airpark marketing and pre-sales campaign Year 3 The third year also involves the completion of major projects including the construction of the airpark and the tie-down area. airpark development and start of construction build tie-down and parking area pursue TMA marketing campaign at the end of year 3, prepare a new three-year development plan in line with results and cluster objectives Carrying out this three-year planning will generate costs for the cluster, TMA, and associated partners (town, township, county, provincial & federal governments, private sector). Provided below is a budget estimating the various costs linked to years 1, 2 and 3 of the GA cluster development plan. Page 152 of 666 60 TABLE 4.7 – GENERAL AVIATION CLUSTER ESTIMATED BUDGET Budget General Aviation Cluster Year 1 Revenues generators Cost Cluster office $ 10,000.00 Cluster Human Resources (CEO) $ 45,000.00 Marketing plan $ 15,000.00 Marketing campaign $ 25,000.00 Hangar construction planning and presale $ 10,000.00 Investment attraction planning $ 5,000.00 Investment attraction $ 10,000.00 Events selection and planning $ 5,000.00 Airport Beautification planning $ 2,500.00 Total $ 127,500.00 Year 2 Cost Cluster office $ 10,000.00 Cluster Human Resources (CEO) $ 45,000.00 Build 10 new T-hangars for rental purposes Yes (A) Choose a real estate developer for airpark project – finalize the airpark concept $ 5,000.00 Upgrade airport beautification $ 5,000.00 Organize GA aviation events Yes $ 25,000.00 Attract new club or recreate the Tillsonburg Flying Club Yes $ 2,500.00 Plan and finance tie-down and parking area (A) Pursue TMA marketing campaign $ 20,000.00 Pursue investor attraction Yes $ 10,000.00 Launch airpark marketing and presale campaign $ 10,000.00 (A) - see Needs and Services budget Art 4.4 Total $ 132,500.00 Year 3 Cost Cluster office $ 10,000.00 Cluster Human Resources (CEO) $ 45,000.00 Airpark development and start of construction Yes $ - Build tie-down and parking area Yes (A) Pursue TMA marketing campaign $ 10,000.00 Prepare development plan in line with results and cluster objectives $ 15,000.00 Total $ 80,000.00 Page 153 of 666 61 4.3.2.7 Absorption Estimates The projected absorption period of this project was estimated by examining the number of years required to bring the project to maturity. This estimated absorption rate does not take into account any markets that may compete against the project, or any variation in the economic growth of the province of Ontario or of Canada. This absorption rate was also estimated on the basis of TMA's capacity to market the project and generate interest and a consensus around it. It also takes into consideration the steps required to develop each division and potential growth opportunities. We estimate the cluster will generate the construction of a minimum of 20 new private or rental hangars covering approximately 3500 sqare metres (37,675 sq ft) of the general aviation zone. GA cluster activities will also absorb 20% of the airpark (10 houses / 50 lots project) and an estimated 2 acres of the industrial zone by attracting new maintenance and avionics shops and hosting an expanded paint shop. The tie-down and parking area will cover 100% of the proposed site, and future expansion to the west should be integrated into the future land-use plan. Flight school activities are a big question mark and might not lead to any new buildings unless they attract international students in coming years. Events will use 100% of the event zone, and additional space could be considered if the events reach their objective of attracting aviation enthusiasts and the general public. As a precautionary measure, we are forecasting no indirect or induced growth, thus estimating absorption rate on the potential generated by the general aviation cluster alone. 4.4 Related Needs, Services, and Budget The costs of the various projects and activities in both clusters are estimated costs. The space allowed for each project is in line with each zone chart. The costs were provided by engineering firm CIMA+. All prices provided by CIMA+ include a 25% contingency fee. Note that all the projects listed below are to be considered on a “need only” basis. At this time we have no estimated costs for providing public utilities (water, sewage) to airport tenants. The same is true for industrial 3-phase electricity. Page 154 of 666 62 TABLE 4.8 – GENERAL BUDGET ESTIMATES Tillsonburg Airport BUDGET General Aviation Zone Infrastructure work Space Cost Total Fencing airport perimetre (in feet) 26,000 $ 14.00 $ 364,000.00 Tie-down zone 16 parking spaces (sq metres) 3,500 $ 62.50 $ 218,750.00 Taxiway B 50 $ 1 500.00 $ 75,000.00 Taxiway F expansion (in metres) 165 $ 1 500.00 $ 247,500.00 Taxiway D (in metres) 100 $ 1 500.00 $ 150,000.00 Taxiway F (in metres) 200 $ 1 500.00 $ 300,000.00 Taxiway G (in metres) 200 $ 1 500.00 $ 300,000.00 Private hangars 10 $ 40,000.00 $ 400,000.00 Private access road barriers 1 $ 20,000.00 $ 20,000.00 Private access road (in metres) 250 $ 600.00 $ 150,000.00 Total $ 2,225,250.00 BUDGET Industrial Zone Infrastructure work Space Cost Total Industrial Hangars with access to runway (sq metres) 1,800 $ 1,200.00 $ 2,160,000.00 New industrial road ( in metres) 500 $ 900.00 $ 450,000.00 Rehabilitation of Cranberry Line (in metres) 225 $ 900.00 $ 202.500.00 Taxiway D East extension (in metres) 100 $ 1,500.00 $ 150,000.00 Total $ 2,962,500.00 BUDGET Museum and Event Area Infrastructure work Space Cost Total Museum + office + hangar - static display 1,800 $ 1,250.00 $ 2,250,000.00 Event Ramp (in sq metres) 9,000 $ 62.50 $ 562,500.00 Parking expansion (in sq metres) 1,000 $ 62.50 $ 62,500.00 Taxiway C (in metres) 50 $ 1,500.00 $ 75,000.00 Total $ 2,950,000.00 Page 155 of 666 63 5. Analysis of the Airpark Market In the United States, airparks have a long history especially in the southern states but can also be found in most other states. They are also present in Canada to a lesser extent, but the concept is spreading. An airpark or fly-in community is defined as "a housing development connected to an airport via taxiways”. This arrangement enables homeowners to taxi their planes between their homes and the airport while using their home lot to park and/or store the aircraft. The airpark or fly-in community concept was developed by McKinley Conway in the late 60s. He described the concept as follows: “Fly-in communities are mostly planned along the lines of ribbon development, with the runway as its most important traffic artery and Main Street. There are two types of houses, that is to say houses that are directly connected to the runway and houses that are connected to the runway via taxiways so that residents can manoeuvre their planes onto the runway. The layouts of most fly-ins resemble those of suburban settlements. They are, however, long-distance suburbs, since inhabitants usually have to span great distances between their community and the city via airplane. (Conway, H. McKinley, The Airport City. Development concepts for the 21st century, Atlanta, 1977.) The concept of a fly-in community is very simple. It is a neighbourhood whose residents either enjoy flying as a hobby, or work far away and fly to work. Basically, the airport runway is situated in the middle of the community, and the houses are located around the airport. So when a resident lands, he or she can drive the plane right up to their residence or into their airplane garage. Picture a regular airport surrounded by affluent residences instead of large commercial buildings. Fly-in communities and airparks are found in a variety of locations and styles. For example, the Dallas airpark (see picture 5.1) is located right next to major commercial buildings and right in the middle of a major city. However, other airparks are located in secluded areas far out in the country (see picture 5.2). Airparks are also designed in different ways. The most common design is to have residences situated around the actual runway, but some airparks do offer a different style. Page 156 of 666 64 PICTURE 5.1 – AIR PARK DALLAS Page 157 of 666 65 PICTURE 5.2 – COUNTRY SIDE AIRPARK Page 158 of 666 66 5.1 Benchmarking of Airparks The following tables compare seven airparks located in North America. These particular airparks were chosen because they most closely resembled the general area of Tillsonburg - near major centers, in a rural area, similar population and geography. Of course not all of these criteria could be met perfectly since the number of airparks is somewhat reduced. TABLE 5.3 – GENERAL INFORMATION Runway City Prov/ State Pop. Airpark name City nearby/Pop Length Width Services La Chute QC 11 832 Lachute Airpark Montreal, QC 3 316 000 4 000 100 100LL, JA-1, storage, servicing/minor repairs, major repairs, parking, tie-downs, plug-in Harbor Springs MI 7 647 Sullivan’s Harbor Springs Airpark None 4 157 75 100LL, JET-A, tie-downs Linden MI 13 361 Horizon Lakes @ Linden Airport Detroit, MI 3 900 000 4 000 75 100LL, hangars, tie-downs, minor airframe and engine repairs. Trenton SC 17 574 Twin Lakes Executive Air Augusta, GA 535 000 4 000 60 No services. Residents fly to main regional airport for maintenance and fuel. Gilbert SC 14 995 Whiteplains Plantation Columbia, SC 452 000 3 000 35 No services. Residents fly to main regional airport for maintenance and fuel. Mooresville NC 18 023 Lake Norman Airpark Statesville, NC 24 000 3 147 40 100LL, hangars, tie downs, major airframe and engine repairs Carp ON 1 500 Tailwind Estates Ottawa 1 130 761 3 938 98 100LL, JET-A, hangar for short & long term, tie-downs, GPU, electrical plug-ins. NOTES: 1. All airports benchmarked had paved runways and none had approach systems 2. Lots varied from one airpark to another – the starting size for most was one acre Page 159 of 666 67 TABLE 5.4 – OPERATIONS TABLE Airpark Houses/Lots Access Type Created Developer Reason for choosing this Airpark Infrastructure La Chute 30 lots 10 reserved 2 lane street Gravel and paved streets within Sold Condo Style 200 $ annual fee 2009 Logi Case inc & Gelco Construction Inc. Paved and lighted runway and full services airport All Harbor Springs 10 lots 1 occupied 2 lane highway Paved streets within Could not get further details Linden 87 lots 21 occupied 23 reserved 2 lane city street Paved streets within Could not get further details Trenton 60 lots 30 occupied 2 lane highway Paved streets within Sold Condo style 300 $ annual fee 1983 No developer Inexpensive Electricity No sewage No water for most Some have access to city water Gilbert 69 lots 45 occupied 2 lane highway Paved streets within Sold Condo Style 363 $ annual fee 1999 Neil Bonacomb Paved runway, reasonable covenants, above average houses Electricity, sewage, water Mooresville 48 lots 40 occupied 2 lane street Paved streets within Could not get further details 1994 Could not get further details Carp 33 lots 2 lane highway Paved streets within Could not get further details 2006 West Capital Developments Paved and lighted runway, full services airport and proximity to Ottawa All Page 160 of 666 68 5.1.1 Analysis of airpark benchmarking All the airparks studied were located in small communities. The all had runways ranging from 3000 to 4100 feet in length and 35 to100 feet in width. In terms of services, only 50% of the airports provided the full complement of aviation services (fuel, MRO, tie-downs, storage, plug- in). Some of the remaining ones had no services at all, not even fuel. These airparks varied widely in size. Most showed occupancy rates averaging 50%, and housing units came in various styles (condo, single homes, luxury homes, rental properties). All properties had to pay an airport fee (condo rate). Paved runways were preferred by pilots and owners, and public services varied widely from one airpark to another. Most airparks surveyed were created less than 15 year ago, and the trend has gained momentum in the US and Canada more recently. Most of the airparks have been promoted by real estate specialists. In comparison, TMA offers all the key airport services, is not far from larger urban communities, can provide access to a paved runway that in length and width surpasses all those studied, and has a public road and electricity close by. The only elements at TMA which must still be defined are the type of housing, the cost of the property and the selection of a real estate developper. Page 161 of 666 69 5.2 Survey of Pilots and Aircraft Owners The private pilot survey was conducted from February1-23. We obtained the sample of pilots based at TMA with the help Annette Murray, the airport manager. For the list of pilots based outside of TMA, we contacted Kevin Psutka, the president and CEO of the Canadian Owners and Pilots Association. See the complete list in Annex B. Total Sample Surveyed Did not return call Wrong number 43 25 15 3 Rate of response 62% (25 on 40 calls) Here are a few general statistics about the pilots surveyed. The results were divided by pilot location: 1) pilots based at TMA and 2) pilots not based at TMA. Tillsonburg Airport pilots Non-Tillsonburg pilots Number of pilots surveyed 19 6 Own a private license 13 1 Own a commercial license 6 5 Single aircraft owner 10 4 Multi-aircraft owner 8 1 Aircraft in a hangar 16* 5 Aircraft outside 3 1 Leased hangar 10* 4 Owned hangar 6* 0 Maintenance done at Tillsonburg 7 of 19 0 of 6 * These numbers relate to answers from pilots and not the number of aircraft. Two pilots who are owners of the same aircraft may have answered the survey. Maintenance: 37% of the pilots surveyed had their aircraft maintenance done at TMA. The following is a breakdown of the other maintenance facilities used by the surveyed pilots: 2 respondents have their maintenance done in Brantford 4 respondents have their maintenance done in Delhi 2 respondents do their maintenance themselves (homebuilt aircraft) 4 respondents have their maintenance done in Stratford 3 respondents have their maintenance done at different places 1 respondent has his maintenance done in Elmira 7 respondents have their maintenance done in Tillsonburg As with most surveys, some questions generated a wide range of answers whereas others produced very few. The general comments and answers resulting from our survey are summarized below and are listed in order of importance. Page 162 of 666 70 Q - What are the major challenges facing general aviation in southwestern Ontario? The first comment referred to the situation at London Airport where communication problems caused by foreign students are creating a real safety issue due to the difficulty they have in understanding and speaking English. The second comment was related to the quality of GA airports and deficiencies in the services offered, such as operating hours that are too restrictive, insufficient restaurants, and lack of courtesy cars for visiting pilots. Locally, airports are ageing, and they need major investment to maintain their infrastructure. Steps should be taken to improve or update landing systems. Controlled air space is being extended and is pushing GA away. This should be seen as an opportunity because private pilots are being forced to abandon larger airports and are searching for more accommodating airports. The lack of avionics technicians is a serious problem throughout Canada and the situation in southwestern Ontario is no different. If TMA can acquire the services of an avionics technician, it would stimulate traffic and attract pilots based elsewhere. There are very few GA hangars available in southwestern Ontario, and those that are available go for a much higher price than those at TMA. Rank Trends 1 Safety issue: foreign students 2 Finding airport that is GA friendly 3 Airfields are ageing and need investment Control zones are getting larger Lack of avionics technicians Need for more training facilities 4 (tied) Need for more hangar space Q - What are the major strengths of Tillsonburg Municipal Airport? The answers we received indicated that TMA was going in the right direction with its airport, and pilots expressed appreciation for the investment made to date and the lengthening of the runway. The new terminal building will be more than welcome to pilots, and the restaurant will be a big plus. Comments from respondents indicated that restaurant and restroom services at local airports were hard to find. Other comments described TMA as a friendly airport, with warm reception, and good fuel prices. The Harvard Association was seen as a big plus for the airport and an important attraction that should be developed. Those comments were common to pilots located both at TMA and elsewhere. Private pilots also saw Tillsonburg as an airport with a lot of potential and with plenty of space to construct private hangars. Making hangar space available at a reasonable rate is an element TMA should work on and promote. This was considered to be excessive by most pilots. Finally, Spectrum Aviation received high marks as a specialist in painting aircraft, definitely a valuable asset to promote. Page 163 of 666 71 Rank Trends 1 New runway and terminal building Friendly airport 2 Harvard Association 3 Good fuel price Space available to grow Proximity to highway 4 Not too crowded Excellent paint shop 5 Hangars available at a good price Q - What services should be added or need improvement? Most of the respondents mentioned their dissatisfaction with snow removal from the runway during the winter. Other services were thought to be very good during business hours, but people have commented that these services are not available after 5 PM which has a negative impact on visiting pilots. A call-out fee or a self-service fuel pump with credit card payment could be considered. The situation with the trees at the end of runway 08 is definitely an irritant. One person stated that this situation would scare any business jet crew and move them to land elsewhere. This brings us to the subject of a better approach. The night approach does not seem to be easy for many pilots. A GPS approach would be much appreciated by pilots. Many respondents said that a good restaurant always attracts visitors and increases air traffic especially considering that they are a rare commodity at local airports. Regarding flying schools, respondents observed that students were interested in the same time slots (from 4 to 7 pm), so one aircraft and one instructor would not be enough. Rank Trends 1 Winter cleaning of runway 2 Increase hours of operations 3 Get the trees cut at end of runway Better runway approach 4 A good restaurant to attract 5 A good flying school 6 Get avionics on the airport Q - Are there enough hangars at Tillsonburg Municipal Airport? Answers were clearly divided between people who thought there were enough hangars, and those who thought the airport should anticipate growth. Two respondents said that TMA should position itself as an alternative for frustrated tenants from Brantford and Kincardine. One said that winter storage should be promoted if hangar space were available. Their answers are broken down as follows: 10 respondents said “Yes” Page 164 of 666 72 8 respondents said “Yes” but should anticipate a growth 4 respondents said “No” 1 respondent said he did not know Q - Would you be a potential buyer for a hangar at Tillsonburg Airport? One of the pilots who was interested in buying is presently located at Brantford Airport, and three others are from TMA. Two other pilots located at TMA expressed interest in renting hangar space. 3 respondents said “Yes” 1 respondent said ‘’Possibly’’ 2 respondents would be interested in renting hangar space Q - Are you aware of anyone who would be interested in moving to TMA? Two respondents (Air Canada Pilots with GA aircraft) mentioned that Toronto-based Air Canada pilots are moving to southwestern Ontario and might be interested in locating their private aircraft at TMA. Q - What do you think of the idea of establishing an airpark at TA? Some respondents had their doubts and expressed mixed feelings on the subject. They argued that this concept would not be as popular as in the U.S.A. because our four seasons do not permit 365 days a year of flying. In addition, the limited number of tourist attractions in the area and the ageing population could make the idea less attractive. Nevertheless, they all agreed that the concept was fantastic. Other respondents were in favour of an airpark, and these noted that Tillsonburg Airport had the space to develop an airpark which could respond to a need since there is no project of that kind in the area. Moreover, the geographic location of the airport and its proximity to highways would make the concept easy to sell. According to some of the respondents, an airpark would attract pilots who are close to retirement. They felt that it would be worth spending the time to investigate this opportunity but in a very professional manner. The project would have to be developed by experts in that field. Oxford County would also benefit by supporting the project due to the higher tax revenues it would bring them. One respondent said a lot of Air Canada pilots would be interested in such a project. Respondents not in favour thought that the authorities would never allow the project, and that winter conditions would be a real turn-off. 5 respondents were doubtful 12 respondents were in favour 2 respondents were not in favour Q - Would you be interested in buying a property in an airpark at Tillsonburg Airport? Page 165 of 666 73 3 respondents said “Yes” 1 respondent said “to be discussed” Q - Do you have any suggestions regarding the development of Tillsonburg airport? We decided to keep this section in a verbatim format. The answers are divided into four categories: projects, equipment and infrastructure, services at the airport, and marketing. Projects: flying clubs and schools - get a college affiliation; it is too costly (20K), so many airports stopped having one to attract more visiting pilots, we should think about creating a real Harvard Museum if there is a lot of real estate around, an airpark could be a good idea; also keep in mind that the closing of Buttonville will mean a big displacement of aircraft owners; Oshawa and Tillsonburg could be big winners with a good strategy if Buttonville shuts down its operations, there might be a good opportunity for those who will have to relocate - why not Tillsonburg if services and infrastructure continue to improve; Why? – Alternatives are Oshawa, but it has restrictions (associated with YYZ airspace), Kitchener-Waterloo has landing fees ($$), London has terrific facilities, but it's costly if you don't refuel, buy a meal, have to pay parking fee... become a cargo hub and port of entry for eco-tourism in southern Ontario why not have a cargo terminal, duty-free, custom clearance develop a commercial zone for businesses not necessarily in aviation sector but that need quick access to the airport opportunities for executive jets and business passengers but custom clearance would then be a must; If landing fees better than YXU, could be appealing, but management of the airport would have to change its thinking: insurance, regulation, etc; Equipment and infrastructure: GPS and night approach improvement in order to get executive jets to land at Tillsonburg improve access to hangars Services at the airport: get the son of the mechanic on board since he's specialized in avionics; he currently works in Kitchener avionics could be great; It could attract other pilots and make Tillsonburg more known instead of going to Brantford Marketing: The county would benefit from getting more involved. The airport should be more publicized with promo campaigns; Page 166 of 666 74 5.2.1 Summary of the Survey to Pilots and Aircraft Owners The survey highlights the very positive and favourable opinion that pilots and aircraft owners have of TMA. Most of them saw real opportunities for development at TMA mainly through the construction and rental of new private hangars. The new extended runway and airport terminal are welcome additions to the airport. As mentioned previously in this report, snow removal in the winter and extended hours for services were the two main areas of complaint. Overall, the pilots surveyed indicated that the airport should be increasing thier marketing and promotion efforts. Concerning the airpark, the survey revealed mixed opinions. Some did not believe that TMA was an adequate location for such a project, citing mainly the lack of tourist destinations in the vicinity. If such a project were to move forward, surveyed pilots suggested the project be undertaken by an experienced real estate developer together with TMA or the town of Tillsonburg. Three pilots expressed interest in purchasing a property in the airpark, and a fourth one needed a bit more convincing. 5.3 Airpark Feasibility The information gathered from the focus group, desk research, and surveys indicates that the concept of an airpark project at Tillsonburg Airport left many participants interested but doubtful of the success of such an undertaking. Thus it would be difficult at this time to confirm strong interest in this project, and the feedback received needs to be considered in perspective. The comments and feedback were obtained during open conversation or over the phone during focus groups, private interviews, or phone surveys. At no time during these activities were the participants given any detailed information on the scope of the project, the type of houses it would include, or cost information. Buying a property in an airpark/fly-in community is similar to buying a house; usually before making any decision the future owner wants to see the model home, the housing complex layout, the services offered and the cost. Therefore the opinions expressed are to be considered as primarily in the realm of personal perceptions linked to the experiences, financial situation and future life projects of each individual. We also sensed, during these conversations, that many did not have a clear understanding of the airpark/fly-in community concept (lack of knowledge on the type of airpark model, their locations throughout North-America and the rules and regulations governing these parks). Page 167 of 666 75 Our desk research demonstrated first and foremost that airpark/fly-in communities are real estate projects targeted at a specific clientele. Some airparks are very high-end communities with luxurious houses and large lots. Others offer a mix of townhouses and estate residences, and some even offer condominiums and rental housing (see picture below). PICTURE 5.5 – AIRPARK HOUSING EXAMPLE Most successful airparks are driven by real estate developers who have a good knowledge of housing and community trends. Looking at the bigger picture, some developers offer a full lifestyle environment, enabling tenants and owners to work, live, and play within the airport’s perimetre. One such example is the West Capital Investment Project at Carp Airport in Ontario (see picture 5.6) which encompasses an airpark/fly-in community sector, a business park sector and a commercial sector. Page 168 of 666 76 PICTURE 5.6 – WEST CAPITAL DEVELOPMENT – CARP AIRPORT Other airparks are limited to “live and play”. The largest and most famous airpark in the world is the Spruce Creek Fly-in Community in Florida where the developer developed a mixed-use fly- in and a normal residential complex. The fly-in community surrounds the Spruce Creek Airport which offers one paved runway that is (5/23) 4,000 feet long. The airport also offers various storage hangars and MRO/FBO services. The residential sector was developed around an 18 hole golf course which borders almost half of the runway. So Spruce Creek residents can find houses located around the taxiways on the airpark side and houses next to the fairways on the residential side. Aircraft and vehicles have a separate road network, and special authorisation is required for vehicles to transit on the taxiway (see picture 5.7). Page 169 of 666 77 PICTURE 5.7 – SPRUCE CREEK AIRPARK More northern or remote examples are also available on the web. In picture 5.8 you can see the airpark concept in Torch, Lake Michigan. The airport offers two grass runways, the longest of which is 3,300 feet, and normal housing not far off (less than one mile), but not on the lake. No MRO services are offered on site, and taking into account the size of the airpark and the surrounding communities, we do not foresee either industry or the planned commercial sector becoming strong in the near future. Page 170 of 666 78 PICTURE 5.8 – TORCH LAKE AIRPARK 5.3.1 Tillsonburg Airpark Looking at these examples and others, would it be reasonable to conclude that Tillsonburg Airport could develop and maintain an airpark? If we analyze this question in the light of the airport's SWOT analysis, Tillsonburg Airport fares a lot better than many airports that already have an airpark. Tillsonburg is a full-service airport with VFR approach systems, a new terminal, 3 runways including a paved one that is 5500 feet long and100 feet wide, both types of fuel, a paved ramp, available hangar space, and several annual aviation events. The challenges for a Tillsonburg Airpark are the absence of a major tourism attraction in the area (within 10 kilometres) and its distance by road from any major urban center. We do not believe that these factors will be decisive if the project is sufficiently attractive in itself. In view of the foregoing, we recommend that Tillsonburg Airport move forward in the creation of an airpark. Even though many interviewees expressed doubts about the project, a group of 4 or 5 individuals did indicate their interest in purchasing a house if the airpark were created, and we believe the airport has more to offer than many others that are trying to create similar projects. Page 171 of 666 79 We recommend that Tillsonburg Airport and community leaders analyze this project by taking the steps listed below with the perspective of placing a well-structured and well-planned airpark project on the market. In the development of this project, neither the town, nor the airport should consider assuming the place of an experienced real estate developer. The airport should find and retain the services of an interested, experienced, real estate developer with whose assistance it should finalize the choosing of the land parcels for the project (see our recommendations below). The parcel of land we recommend covers approximately 100,000 square metres (24,7 acres) which would allow for around 50 lots of 2000 square metres each (0,5 acre). have the developer prepare an airpark layout plan and choose the type of housing ensure airpark architectural and construction guidelines conform to airport guidelines and vice-versa (supplied as an attachment to this document) ensure that the project harmonizes with local infrastructure and environmental laws have the developer prepare targeted airpark branding work with South Oxford Township on a financial agreement As an example, we present a closer look at the airpark sector of West Capital Development at Carp Airport (On). The first stage of the project is modest. It offers parcels of land with or without aircraft hangars. Some communal hangars have been located close to the houses but not directly on each property. PICTURE 5.9 – CARP AIRPORT PROJECT Page 172 of 666 Page 173 of 666 Page 174 of 666 82 5.4 Related Needs and Services, and Budget To determine the various services, needs and associated budgets, we based our research on the Article 5.3 recommendation of transferring the development of the airpark to the private sector. By doing so, the Airpark will reduce its financial involvement and keep any financial risks associated with the development of the project to a minimum. This approach would also help the town, township, and airport focus on their core activities and not compete with private residential developers. We suggest that the town, township, and airport concentrate on the following tasks: provide zoning modification if required develop airpark architectural and construction guidelines develop airpark rules and regulations governing airport access and services including a fee structure evaluate airport insurance, safety, and security issues help fund marketing effort for the airpark obtain construction permits Concentrating on these core competencies would leave the development and construction activities to the private sector. Consequently, we suggest the developer be responsible for: preparing an airpark layout plan suggesting types of housing and preparing architectural plans being involved with the development of airpark architectural and construction guidelines as well as airpark rules and regulations marketing the project, attracting customers; sales and negotiations building the road and taxiway network building all housing units bringing in all services (electricity, water well, septic tank, telephones) When establishing airpark rules and regulations, airport services will need to be addressed. We recommend that airpark tenants receive the following services: taxiway snow removal runway snow removal IFR approaches 5.4.1 Budget Provided that our previous suggestions are accepted, the direct costs to the airport should be limited to those associated with services, and the cost of those services should be offset by a monthly service fee (condominium fee) charged to each airpark tenant. Under this scenario, the only expense the airport would need to cover would be the runway approach upgrade to GPS which is estimated at $ 50,000. Page 175 of 666 83 6. Governance Models 6.1 Introduction Airport governance models and structures have evolved over the years to reflect the evolution of airport activities. These models have been adapted to suit the type, size, impact, and role airports play within their community. As such, governance models for Canadian NAS airports are very different from those of local and regional airports. In the course of this mandate, we were asked to study the governance models of local and regional airports in Ontario. To carry out this task, a phone survey of twelve local/regional airports in southern and eastern Ontario was conducted. The survey focused on identifying the management and decision making structure of each airport, the strengths and weaknesses of each structure, and the way the structure impacted airport finances. At each airport, the airport manager was the contact person who answered the survey. Only one airport chose not to answer our request for information. The fourteen airports surveyed were: Chatham-Kent Airport Brantford Airport Cochrane Airport Elliot Lake Municipal Airport Goderich Municipal Airport Kincardine Airport Lake Simcoe Regional Airport Muskoka Airport Niagara District Airport Oshawa Municipal Airport Parry Sound Area Municipal Airport Pembroke Airport Peterborough Airport Stratford Municipal Airport All of these airports are general aviation and business aviation airports located in small-to- middle-sized communities. You will find the answers to our survey in Chart 6.1. Page 176 of 666 84 Airport Owner Management Decision structure Who is on the committee(s) Financing Strengths Weaknesses Tillsonburg Municipal Airport Town of TIllsonburg Town of Tillsonburg Development Commissioner 9 member advisory committee including 3 pilots, an accountant, one Town counsellor and Town appointed individuals City Budget All airport revenues go to the city budget. Chatham-Kent Airport City of Chatham-Kent By Sontair Ltd Director of public works No Committee City Budget All airport revenues go to the city budget. Municipality owned, more help for projects Municipality gets involved too deeply Too long to get money for large projects Brantford Airport City of Brantford Operated by the City of Brantford’s Property Management Department and managed by the Brantford Flying Club. Property Management Director City of Brantford No committee City to offset any short fall City manages all hangars and surrounding properties. City economic development offices promotes the airport and attract new tenants Some non-aviation industries located at the airport. City hall reacts slower than a private company Cochrane Airport Town of Cochrane Contracted to local firm Director of Economic Development Airport committee was dissolved a few years ago Integrated in the Town annual budget Work with an independent management company provides quality services, sustained experience and quality services City Council is less aware the day to day operations and City counsellor have no or very little airport /aviation experience Elliot Lake Municipal Airport City of Elliot Lake City of Elliot Lake Manager of City Operations No Committee City Budget All airport revenues go to the city budget. Municipality owned, more help for projects Municipality gets involved too deeply Too long to get money for large projects Goderich Municipal Airport Municipality of Goderich Municipality of Goderich Chief administrating officer No Committee City Budget All airport revenues go to the city budget. Can go directly to city council City has very little money for such an equipment Kincardine Airport Municipality of Kincardine Evans Aviation Chief administrating officer Advisory Committee CAO non voting Arpt Mgr non voting 2 members municipal council 4 members of the public Municipal budget All airport revenues go to the city budget. Because committee is from the public, interest from pilots and owners helps. Will be more inclined to participate in events. Maybe a little complicated to get money but very far from a major problem. Lake Simcoe Regional Airport Corporation of the City of Barrie and Township of Oro-Medonte Corporation of the City of Barrie and Township of Oro- Medonte Chief administrating officer Was a commission not long ago but was cancelled. New board structured being looked at City budget All airport revenues go to the city budget. New system, hard to evaluate but can already note that one very good point is that it has total autonomy from city council System too new to evaluate but note that for now, time consuming to influence city in putting more assets in the facility. Muskoka Airport District Municipality of Muskoka Municipality Commissioner of planning and economic development No Committee City Budget All airport revenues go to the city budget. Easy to get sufficient funding, and will support the infrastructure 50% of airport earnings go into a fund for future major work or repairs Municipal Act – limiting free hand on operations i.e. cannot offer discounts Page 177 of 666 85 Airport Owner Management Decision structure Who is on the committee(s) Financing Strengths Weaknesses Oshawa Municipal Airport City of Oshawa Total Aviation & Airport Solutions Director of economic development No Committee Airport revenues subsidized by the City Budget to compensate losses. Being managed through civilian contract, staff can do more contrary to municipal staff which would be less efficient Deliverables to the management must be very clear. Has to follow city protocol to make purchases. Pembroke Airport Pembroke and Area Airport Commission Airport Commission Airport Commission Board 1 member from 4 municipalities Pembroke 2 Petawawa 2 Airport Operations plus each municipality puts in money (DND pays for unlimited use for C130 & Bell 412) None None Peterborough Airport City of Peterborough City employee is manager but operations are contracted Director of Planning and Development No Committee City budget All airport revenues go to the city budget. Direct access to decision making instances Not being on site and having continuity Stratford Municipal Airport City of Stratford Contract management Director of economic development No Committee City Budget All airport revenues go to the city budget. Because it is contract management, no city employee are involved, so no union problems No bad points Parry Sound Area Municipal Airport Town of Parry Sound and Township of Seguin Airport employee Airport Commission 6 person committee Chair is Township counsellor 3 and 3 Own revenues plus small portion of levies from the township and the town The governance model works well at this airport because committee members are interested and active Many people involved. Members are voted, so, if changes occur it could mean distraction to the model Niagara District Airport Town of Niagara on the Lake Airport Employee Airport commission NL – 1 councillor StC – 1 councillor NF – 1 councillor NL – 1 citizen NF – 2 citizens StC – 3 citizens Revenues for operations and cities complete with a per capita amount Easier to get funds Shortage of staff personnel Page 178 of 666 86 6.2 Analysis of the Survey Of the fourteen airports surveyed, all were owned by and named after the cities or towns they were located in. In terms of management structure, seven of the fourteen airports subcontracted airport management to the private sector. These management companies were usually small organizations comprised of a few individuals with a good aviation and airport background. They coordinated most fixed basic operational tasks (refuelling, services to pilots, aircraft parking and towing) as well as airport administration, airport security, airport promotion, with some also doing investment attraction. In most cases, airport managers had to report to a senior city or town employee. These senior city employees had been given responsibility for their respective airports and have to manage them in accordance with city or town regulations, bylaws, and city counsel decisions. Only four airports still had an advisory committee, while two other airports had cancelled airport committee activities recently. The remaining committees were formed primarily by a city counsellor and a representative. In terms of funding, all airports were supported financially by their respective city or town. All of the municipal airport owners provide annual funding for the airport or cover any shortfalls. The airport managers were also asked to identify the various strengths and weaknesses of their governance model. Among the strengths: contracting private management companies precludes any labour or union issues private management companies are more responsive than city employees and more open to variable hours being a city-owned airport makes it easier to talk to the decision makers directly being city-owned helps secure annual funding having private representatives on the airport committee provides experience that city counsellors do not usually have Among the weaknesses cities and towns are slower to make decisions many documents and considerable paperwork are required cities and towns offer less latitude in managing airport fees most city and town counsellors have little knowledge of airport operations, activities and challenges Table 6.1 includes information about TMA to facilitate comparison with the other airports. The main overall differences are: airport operations are carried out by employees of the town of Tillsonburg the airport still has an active advisory committee that meets four times per year on the average Page 179 of 666 87 6.3 Recommendations to TMA Based on the above-mentioned analysis of the surveyed airports and our experience with airports throughout North America, TMA's governance model is in line with the models used by most city and town owned airports. Our recommendations, which are in accordance with the Development Plan found in Sections 4 and 5, are presented below. 6.3.1 Ownership If the airport is to become a gateway for tourism and a true economic asset, we recommend the ownership structure of TMA be maintained. This would provide the town with the flexibility to structure future growth at the airport while raising awareness of its development plan and successes. The airport has maintained a regular growth rate over the last eight years, and the new investment made during the past year should soon bring greater activity to the airport and provide some return on investment 6.3.2 Airport Governance We recommend that the airport advisory committee be maintained and refreshed. The advisory committee board should be composed of members from the following categories: a) Airport tenants (at least 2 or 3) b) Pilots or former airport managers (2-3) c) Representatives from the Department of National Defence (1) d) Representatives from the Ontario Provincial Police (1) e) Town councillor (1) f) Southwest Oxford Township councillor(1) g) Ontario Ministry of Transport (1) Non-voting members: h) Director of economic development i) TMA airport manager j) Oxford County representative The advisory committee members must be aware of their mandate to support airport management and Tillsonburg economic development efforts to market the airport, attract new private and industrial tenants, and support the development of both identified clusters. The town of Tillsonburg should appoint senior airport and aviation members to the committee, and airport leaders should leverage the knowledge and assistance of these members to foster growth opportunities for the airport. Page 180 of 666 88 6.3.3 Airport Budget and Funding We recommend that the town of Tillsonburg try to reach an agreement with Southwest Oxford Township whereby the town can obtain a share of municipal taxes to help cover a part of its investment in the airport. The town would have to cover any shortfalls, but sharing taxation revenues and revenues generated by new tenants and additional airport activities could reduce the financial gap. Oxford County should also be asked to participate in specific growth projects that support the county's economic diversification and branding. 6.3.4 Airport Management We recommend that management of the airport be left under the leadership of Tillsonburg employee. However, solutions must be found quickly to address the issues of expanded operating hours (primarily during the peak summer season) and snow removal. The growth of airport activities will most certainly require the hiring of additional employees to maintain the quality of services. It would also be necessary for the airport manager to move away from daily operations and towards a more strategic development approach. Future tasks will involve more promotion, more marketing, more investment attraction, more negotiation and more public relations. 6.4 Governance model Conclusion TMA is in good hands. Surrounding its leaders with key partners will help foster airport development. Many opportunities lay ahead and structuring airport governance, management, funding, and operations will be a sine qua non to success. Page 181 of 666 89 7. Conclusion The Tillsonburg Municipal Airport Business Park and Airpark Market Analysis and Feasibility Study mandate was launched in December, 2009, with the objective of providing strategic information on aerospace and aviation markets and trends, and an assessment of the airport’s strengths, weaknesses, opportunities and threats. To achieve these objectives, Explorer Solutions examined previous studies and plans prepared for the airport and the local economic development bureau. We also organized focus groups and private interviews with key airport, industry and community leaders. Desk research, phone surveys, southern Ontario airport benchmarking, and a review of bylaws impacting the airport completed the activities linked with the gathering of information. From the early stages it became evident that there was a strong desire to grow Tillsonburg Municipal Airport. Airport and town leaders have been closely involved with the project and have focused on a long term vision aimed at structuring, branding and driving the development of activities at the airport. It also became evident that TMA would face a strong challenge from many larger airports which have regular commercial and charter flights, industrial zones with established aerospace manufacturers, flight schools and maintenance shops. These airports are all (4) located within a 100 km. radius of Tillsonburg. TMA also faces public utility constraints (no sewage and water) which create a situation that to some extent limits its ability to attract certain types of investment projects, or would require extremely high development costs to remedy. To be considered as well are county bylaws which permit aviation related activities at the airport although some proposed projects might be considered borderline under these bylaws. Taking these elements into consideration, we decided to present a more down-to-earth report targeting very specific aviation and aerospace activities well adapted to TMA’s strengths and weaknesses. We concentrated our efforts on bridging the gap between providing macro data on aviation and aerospace trends and potential markets on the one hand, and structuring a real economic development cluster targeting identified niche sub-sectors of aerospace and aviation well suited for TMA on the other. Looking at the SWOT, the airport is well managed by a group of involved individuals distinguished not only by their job skills and ethics but by their passion as well. The airport’s main strengths are the availability of land for development, no landing fees, low fuel prices, the new expanded runway, the new terminal, a good-sized cluster of GA aircraft, and first and foremost, the Canadian Harvard Aircraft Association as its main tenant. The weaknesses of main concern are the threshold affecting the new runway, the lack of marketing and promotional tools, the absence of IFR approaches and weather equipment, and the inadequate roadway and taxiway systems in the general aviation zone. Page 182 of 666 90 In terms of opportunities, TMA should focus on CHAA’s willingness to grow its activities, the proximity of another vintage aircraft group that has mentioned its interest in TMA, and the plan of Spectrum Aviation to increase its activities. These three projects would favour the development of a vintage-wing niche at TMA. Among other opportunities, the growing concern about the security of aerial operations at the London and Region of Waterloo airports linked to the presence of many flight schools and student pilots would contribute to attracting private pilots and aircraft owners. As for threats, we believe the main threat to TMA will be the competing southern Ontario airports. TMA must differentiate itself from the other airports while maintaining a proactive stance in attracting investment and aircraft. Based on the SWOT analysis, our main recommendations are for TMA to quickly address the runway threshold issue, to find ways to help CHAA grow, and to develop marketing and communication tools to support attraction and promotion activities. Our benchmarking of southern Ontario airports revealed the very low number of hangars available throughout the region. It also showed that about 50% of all benchmarked airports offer more aviation services (full MRO), flight schools, and charter flight operators than TMA. However, TMA remains attractive due to its runway length, land availability, low fuel price, and hangar availability. From the information gathered, we have suggested two specific niche aerospace and aviation sub-sector clusters. First and foremost is the development of a vintage aircraft cluster encompassing seven different core activities ranging from aircraft maintenance and restoration to a museum and static display. This cluster is the driving force behind TMA’s development plan, one that opens up the door to a far greater line of work and activities than those available at other airports which offer only a museum and an aircraft display. Adequately positioning this cluster will brand TMA as Canada’s premier vintage aircraft centre. The second proposed cluster is based on strengthening and growing something that TMA already offers - a great general aviation airport. Once again, the proposed format is to create a specialized cluster dedicated to pilots and owners of general and business aviation aircraft. Offering flight training, maintenance, event planning, and even housing, the GA cluster will focus on creating an aviation-lifestyle environment for aviation enthusiasts. One of the special components of the GA cluster is the creation of an airpark on the airport’s grounds. Even though some objections were raised about the value and real potential of an airpark, in the end, and even without a project layout or concept presentation material, a number of pilots expressed interest. Our recommendation is that the airpark not focus on offering high-end residences but offer a more affordable middle-cost type of housing. This project would have a positive impact on growing GA activities at the airport (with associated revenues) and strengthening the aviation-lifestyle environment. Page 183 of 666 91 Finally, the airport’s governance structure was evaluated, and other Ontario (primarily), Quebec, and U.S. airports were benchmarked. Our findings indicated that most local and regional airports were owned by the local town, city, or county. Pilots and airport tenants confirmed that airports owned by towns or counties showed more stability and continuity in rendering services. The benchmarking also confirmed that most airports had neither a board of directors, nor an advisory committee, but those that did, felt that they were getting greater support. Advisory committee members should be chosen from among pilots and aircraft owners, other airport tenants, town councils, and the economic development, real estate, and marketing sectors. Overall, Tillsonburg Municipal Airport is poised for growth. With strong leadership, both locally and at the airport, TMA has the infrastructure and space needed to attract targeted investment projects and more GA activities. Christian Perreault, MMI Associé principal Explorer Solutions Page 184 of 666 92 Annex A – Companies Surveyed Name Location Business Type Result on call Adler Aviation Kitchener/Waterloo Charter Declined to be interviewed Aero Academy London MRO & School Left message AFS Aerial Photography London Aerial Photography Did have the time to answer Air London Inc. London Charter Owned by Diamond Airraft AV-Base Systems London Maintenance software Left message Av-Tech Services London Hangars No more in business B & B Aircraft Services Goderich MRO not interested to answer, going to retirement B & W Aviation Shell aerocenter London FBO Said he will return the call Blue Bird Flight Academy London School Survey completed Brant-Aero Brantford MRO Survey completed Brantford flying Club Brantford School removed from list because it is the airport operator Crosswind Aviation London School Survey completed Diamond Aircraft London Aircraft fabrication left message Eaglerock Aviation (FBO) St. Catharines FBO Left message Empire Aviation London MRO Is now owned by Maylan Flight Academy Evans Aviation Kincardine MRO Survey completed Evergreen Air Harbour London MRO & hangar Survey completed Executive Aviation Fuels Esso Avitat London FBO left message Flight Exec London MRO & Charter Left message Flightpath Charter Airways Kitchener/Waterloo Charter Left message Fox Aviation St. Catharines Charter Left message Genaire St. Catharines Equipment manufacturer Survey completed Gilbert Custom Aircraft Brantford MRO Survey completed Goderich Flight center Goderich School Wrong number Great Lakes Helicopter Kitchener/Waterloo Charter Left message Hi-Tech Controls London Non-aviation Removed from list Huron Aviation (FBO) Sarnia FBO/Charter Left message Kitchener Aero Avionics Kitchener/Waterloo MRO respondent to be back in March Kovachik Aircraft Services Burlington MRO Left message, Same as Spectrum Maylan Flight Academy (London) Ltd. London School Declined to be interviewed National Helicopters St. Catharines Charter respondent to be back end of february Nelles Aviation Brantford MRO Survey completed Niagara Air St. Catharines Charter respondent to be back end of february Page 185 of 666 93 Annex A – Companies Surveyed (follows) Nixon Air Service Ltd Simcoe MRO Survey completed Northwind Aviation and Marine London MRO Left message Rotor Services Kitchener/Waterloo MRO Survey completed MD-RA Inspection Services London Recreational Aviation Inspection Survey completed Sky Harbour Goderich Paint shop Declined to be interviewed Skydominium London Unknown respondent to be back in March Sontair Limited Chatham-Kent MRO/Charter Was removed from list because airport operator Spectrum Airways Burlington Charter Left message, Same as kovachik St. Catharines Flying Club St. Catharines Charter Survey completed Stratford air services Stratford School Survey completed Tri-City Aero Kitchener/Waterloo MRO Survey completed WaterlooWellington Flying Club Kitchener/Waterloo School Survey completed Woodstock flying club Woodstock School Left message XU Aviation London MRO Declined to be interviewed Page 186 of 666 94 Annex B – Pilots Surveyed Name Airport base Status Philip Quinlan Brantford Left message Barry McLuhan Tillsonburg Left message Bill Kirkland Tillsonburg completed Bill Shepard Tillsonburg Left message Bob Hollister Tillsonburg completed Claude Archambault Tillsonburg completed Dan Cameron Tillsonburg completed David Brandon Tillsonburg completed Dick Wolfe Straford completed Doug Bailey Tillsonburg completed Dr. David & Anita Hillner Tillsonburg Left message Dr. Gerry Rowland Tillsonburg completed Dr. Rob Bamford Tillsonburg Left message Dr. Terry Boys Tillsonburg wrong number Ernie Riddle Brantford completed Euclid Benoit Tillsonburg completed Gary Wilson Tillsonburg Left message Gord Baxter Tillsonburg wrong number Grant Mitchell Tillsonburg Left message Hans Ulrich Usam Kitchener completed Harvey Roddick Tillsonburg completed Henry Atkinson Tillsonburg completed Jason Wills Tillsonburg Left message Jay Curtis Tillsonburg completed Jean Guy Trottier Tillsonburg completed Jeff Dean Tillsonburg wrong number Jim Deluce Tillsonburg Left message John Higgins Tillsonburg Left message Keith Dorken Stratford completed Larry Anger Tillsonburg Left message Linda Johnson Tillsonburg completed Lionel Ulrich Tillsonburg completed Merv Davis Tillsonburg completed Paul Hayes Buttonville completed Ray Martin Tillsonburg completed Reid & Michelle McCall Tillsonburg Left message Richard Lee Tillsonburg Left message Richard Van Maele Tillsonburg completed Robert Ogilvie Brantford completed Robert Steidl Tillsonburg completed Roland Van der Haeghe Tillsonburg Left message Troy Chute Tillsonburg completed William Londono Tillsonburg Left message Page 187 of 666 95 Annex C – Funding Pipeline C.1 Southern Ontario Development Program The Southern Ontario Development Program (SODP) was established as a core program of FedDev Ontario. It will build upon the assets and strengths of communities to create an environment where businesses can thrive, and maximize Southern Ontario’s potential to succeed in the knowledge-based economy. Funding under this program will go towards projects that can stimulate local economies and enhance the growth and competitiveness of local businesses and communities. Approximately $100 million has been allocated to the SODP in 2009-10, including the following: Nearly $63 million through a general intake process; up to $20 million through an intake for the food and beverage processing sector; $15.75 million for the Canadian Manufacturers and Exporters’ (CME) SMART Program to fund an estimated 300 projects that will help small- and medium-sized manufacturers increase their productivity and competitiveness in the global economy; and $1.6 million for the Ontario Chamber of Commerce’s Export Market Access Program to help southern Ontario businesses that would like to increase their sales internationally. C.1.1 Community Futures Program The Community Futures (CF) Program supports 61 Community Futures Development Corporations (CFDCs) in Ontario— FedDev Ontario serves 37 in rural Eastern and Southern Ontario. The remaining 24 CFDCs located in the North are served by FedNor. CFDCs offer a wide variety of programs and services supporting community economic development and small business growth. In particular, they provide: Strategic community planning and socio-economic development; Support for community-based projects; Business information and planning services; and Access to capital for small- and medium-sized businesses and social enterprises. These community-based, not-for-profit organizations are staffed by professionals and are each governed by local volunteer boards of directors familiar with their communities' needs, concerns and future development priorities. Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_00041.html Page 188 of 666 96 C.1.2 Economic Development Initiative Over the next few years (ending March 31, 2013), FedDev Ontario will invest $4.4 million through the Economic Development Initiative (EDI) to support business and economic development activities that encourage sustainable growth in Ontario's Francophone communities (the official language minority community in Ontario), in two priority areas: Community Strategic Planning activities that enhance the economic base and competitiveness of Francophone communities and small- and medium-sized enterprises (SMEs); and Business and Economic Development activities that respond to the needs, and foster economic growth of Francophone communities in sectors such as Francophone tourism, cultural, knowledge-based and manufacturing industries. This priority area will also support Youth Internships. EDI supports the Roadmap for Canada's Linguistic Duality action plan, which aims to strengthen linguistic duality, reinforce Canada's national identity and provide economic benefits for all Canadians. The second Economic Development Initiative intake ending on September 16, 2009 is now closed. Applications are undergoing due diligence and we are unable to comment on the status of your application at this time. Successful Northern Ontario applicants will be notified by FedNor, while successful Southern Ontario applicants will be notified by FedDev Ontario. A public announcement on any future intake for applications under EDI will be made once details are finalized. Should you have questions or inquiries with regard to the Economic Development Initiative in Ontario, please contact the designated FedDev Ontario Officer in Southern Ontario. I. Eligible Recipients Recognizing that EDI is designed to meet the needs of Ontario’s Francophone communities (the official language minority communities in Ontario), eligible recipients would normally include Francophone or bilingual organizations that are located in Southern Ontario and provide programs or services in French to the Francophone community. For example, this could include community economic development corporations, not-for-profit organizations and sector associations, post-secondary institutions that offer full-time programs of study in French, and municipalities that serve the Francophone community. II. Eligible Activities Eligible activities include incremental business and economic development activities. This would normally include activities undertaken in French by, or for the benefit of, a Francophone client group. Page 189 of 666 97 A) Community Strategic Planning Eligible activities are those that enhance the economic base and competitiveness of Ontario’s Francophone communities, including: strategic and community planning; community mobilization and networking; feasibility studies; business planning; marketing studies; and, export market research. Some examples of projects: research development of a multi-service model to coordinate Francophone services; development of a French-language visitor’s strategy; and, business and industry sector studies and business plans B) Business and Economic Development Eligible activities are those that respond to identified needs and foster the economic growth of Francophone communities in sectors such as tourism, as well as cultural, knowledge-based and manufacturing industries, including: developing economic and business skills; integrating Francophone immigrants into the business and economic development community; enhancing access to economic and business information and services (e.g. awareness and promotion of French as an asset for economic and business development); promoting Francophone youth internships and entrepreneurship initiatives (e.g. young entrepreneur days or business plan competitions that celebrate and value Francophone youth entrepreneurship); developing and expanding export markets; and, supporting innovation, applied research and development and commercialization. Eligible activities for Youth Internships in economic development organizations are those that enhance the economic base and competitiveness of Ontario’s Francophone communities, respond to their needs and foster sustainable economic growth. Eligible Youth Intern Criteria: participants will be unemployed or underemployed youth (persons under the age of 30); participants will have graduated within the last three (3) years with a degree, diploma or certificate from a recognized post-secondary institution; participants will be legally entitled to work in Canada; Page 190 of 666 98 participants will not have previously participated as a youth intern in any other federal or provincial internship program with pay for a period of six (6) months or more; participants will not be related to members of the directors, officers or managers of the recipient unless prior written consent is obtained from FedDev Ontario. The work experience must also meet one or more of the following criteria: workplace uses French in day-to-day internal operations; work activity involves generating French text, video, audio or web-based information; and/or participants are required primarily to use French for external activities or in responding to external demands (e.g. customer service, communications). III. Eligible Costs Only costs that are reasonable, incremental and that relate directly to the eligible project activities will be eligible. By way of example, eligible costs may include non-capital and minor capital costs, including but not limited to: consulting and/or professional fees; marketing and advertising costs; minor non-capital acquisitions (i.e software, items under $1,000); travel and meeting costs; salary and statutory employee benefit expenses (for Youth internships only); and materials and supplies. Eligible costs for Youth Internships are the incremental salary for the full-time intern and statutory employee benefit expenses incurred by the organization. The salary for intern and employee benefits are eligible costs where there is an “Employer- Employee Relationship.” Such relationship exists when a verbal or written agreement is in place in which an employee agrees to work on a full-time basis for an employer for a specified period of time, in return for salary or wages. IV. Ineligible Costs Costs that are deemed unreasonable, not incremental and not directly related to the eligible project activities will be ineligible. Other ineligible costs include: major infrastructure and major capital acquisitions such as land, building and related construction; information and communications technologies (ICT) infrastructure (e.g. broadband); ongoing staff salaries and administrative/operational activities that are considered to be part of the regular operations of the applicant or its partners; direct financing to SMEs (Note: activities administered through a not-for-profit organization for the benefit of a group of SMEs could, however, be eligible for support); and, Page 191 of 666 99 in-kind contributions. Funding EDI can provide up to $100,000 for Community Strategic Planning and Business and Economic Development projects (normally to a maximum of 50% of eligible costs). EDI can provide up to 90% (to a maximum of $27,500) of eligible costs for Not-for-Profit Youth Internships for a period of up to 12 months or 52 weeks. Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_00098.html C.1.3 Community Adjustment Fund The Government of Canada's Community Adjustment Fund (CAF) is a two-year $1-billion economic stimulus measure announced as part of Canada's Economic Action Plan. The purpose of this initiative is to act quickly to help minimize the impacts of the global economic downturn by creating employment opportunities. It will also assist communities, particularly those with a reliance on resource-based industries and the manufacturing sector, to adjust and restructure their economy. FedDev Ontario is responsible for delivering CAF in southern Ontario. In 2009–10, funding was allocated as follows: $102.2 million for an intake process for projects in southern Ontario; $30 million for Community Futures Development Corporations; and $17.5 million to be delivered by National Research Council Canada’s Industrial Research Assistance Program (NRC-IRAP). In 2010-11, CAF is providing $127.8 million for projects in southern Ontario, via an intake process. Should you have questions or inquiries with regard to the Community Adjustment Fund in southern Ontario, please contact us. Intake One On May 14, 2009 the Government of Canada launched the Community Adjustment Fund (CAF) in Ontario, a two-year $1-billion economic stimulus measure announced as part of Canada's Economic Action Plan. The first intake of CAF in Southern Ontario has been completed, and 90 projects were awarded nearly $102 million. A complete list of approved projects is available online. Please refer to the links in the right-hand menu for information on CAF’s first intake. Page 192 of 666 100 Eligibility Nearly 600 applications with total requested funding of more than $750 million were received during the first intake of CAF in Southern Ontario, which opened on May 14, 2009, and closed on June 12, 2009. The eligibility and selection criteria for the first intake are outlined below. Eligible Communities Projects in Ontario communities with a population of less than 250,000, including First Nations, will be eligible for support and would be given higher priority if the community: is rural* and supported by a single industry; has experienced an increase in Employment Insurance beneficiaries equal or greater than 20% over a one-year period; and has experienced major layoffs resulting in significant job losses. * For the purposes of the Community Adjustment Fund, rural means any community with a population of 100,000 or less. Eligible Applicants Eligible Applicants in the communities defined above, are individuals or legal entities and include: non-profit organizations; post-secondary institutions; co-operatives; Indian Bands, as represented by their Chief and Council; and municipal governments and municipally-created organizations. Selection Criteria For the purposes of CAF, a project must meet all of the following criteria: the project can start quickly; it can be completed within the CAF timeframes* with no obligation for continued financial support; and it is incremental (i.e. not intended to replace existing funding). * In Southern Ontario, projects must be completed by March 31, 2010. In Northern Ontario, projects must be completed by March 31, 2011. Page 193 of 666 101 Priority will be given to projects that: generate immediate employment (beginning as early as summer, 2009); create the most jobs per dollar invested; leverage funds from the province and other funding partners; build on collaboration agreements already in place (e.g. federal-provincial agreements and existing programs); and provide a legacy of longer-term ecological and/or economic benefits. Projects approved under CAF shall: not increase slaughter house capacity; not counter with obligations set out under the Softwood Lumber Agreement; and not provide for direct assistance to workers. The Community Adjustment Fund is designed to complement existing government programs and services. Projects eligible for funding under other existing federal infrastructure programs will be ineligible for CAF funding. Eligible Costs Eligible costs must be incremental and directly associated with the identified projects. They must be considered reasonable and necessary for the completion of the project. Examples of eligible costs include labour, operating, materials, capital expenditures, consultants, travel, research and development, administrative expenses, and any other costs which are deemed by the Department to be reasonable and required to complete the project. Eligible operating/overhead costs will not exceed 10 per cent of the total costs of the proposal. Ineligible Costs The following costs are not eligible for the purposes of the Fund: costs of membership in a professional body; fines and penalties; capital depreciation; non-incremental wages and/or fees for administrators; land or vehicle purchase; the tax on goods and services (GST) and any Ontario sales tax eligible for repayment or input tax credit; the applicant’s current debts; any costs that are not incremental to the applicant and directly related to the project. Page 194 of 666 102 Maximum Support The total amount of CAF funding provided for a specific project will generally be based on the amount that is required to ensure that the project proceeds, in keeping with the expected results and benefits to the community. Ongoing or normal operating costs of the Recipient are not eligible costs under this program. Intake Two On December 15, 2009, the Government of Canada launched the second intake of the Community Adjustment Fund (CAF) in southern Ontario. More than $127 million was allocated for projects under this phase of the program. Projects have been assessed and approved projects will be announced over the coming weeks. Please refer to the links in the right-hand menu for information on eligibility and selection criteria. Program Guidelines 1. Introduction Intake Two of the Community Adjustment Fund (CAF) in southern Ontario will support projects in and around affected communities such as resource-based and manufacturing communities depending on a single industry, as well as communities affected by the economic downturn. New for Intake Two: commercial enterprises (with a focus on small- and medium-sized enterprises, defined as having up to 1,000 employees) have been added as eligible applicants; projects must be completed by March 31, 2011; a business plan or business case must be submitted in support of the application; please refer to the templates provided on the website; and for ease of applying and to allow for the uploading of larger attachments, you can now submit your application online. 2. Eligible communities To be eligible for CAF support, projects must be located in a southern Ontario community* that has a population of less than 250,000 and has experienced an increase in Employment Insurance beneficiaries equal to or greater than 20 per cent over a one-year period; or has experienced major layoffs resulting in significant job losses and has a lack of alternate employment opportunities. Page 195 of 666 103 Priority will be given to communities that have a population of 100,000 or less and are supported by a single industry. *Southern Ontario is defined as including the following 2006 Statistic Canada Census Divisions: 1 Stormont, Dundas and Glengarry; 2 Prescott and Russell; 6 Ottawa; 7 Leeds and Grenville; 9 Lanark; 10 Frontenac; 11 Lennox and Addington; 12 Hastings; 13 Prince Edward; 14 Northumberland; 15 Peterborough; 16 Kawartha Lakes; 18 Durham; 19 York; 20 Toronto; 21 Peel; 22 Dufferin; 23 Wellington; 24 Halton; 25 Hamilton; 26 Niagara; 28 Haldimand-Norfolk; 29 Brant; 30 Waterloo; 31 Perth; 32 Oxford; 34 Elgin; 36 Chatham-Kent; 37 Essex; 38 Lambton; 39 Middlesex; 40 Huron; 41 Bruce; 42 Grey; 43 Simcoe; 46 Haliburton; and 47 Renfrew. 3. Eligible applicants To qualify under CAF an applicant must meet one of the following criteria: is a commercial enterprise (with a focus on small- and medium-sized enterprises (SMEs), defined as having up to 1,000 employees), • the focus of this program will be on existing businesses with a proven track record (that can provide at least one year’s worth of financial statements) that are seeking to expand, modernize, innovate, and/or improve their competitiveness. is an SME group or association; is an incorporated not-for-profit organization whose primary mission is business support or economic development; is an organization or institution dedicated to the promotion and dissemination of knowledge and know-how, including colleges, polytechnic institutes, universities or post- secondary teaching institutions; is an Aboriginal organization; is a municipality or municipal organization; or is a cooperative. Note: Business start-ups will not be supported. 4. Ineligible sectors Sectors that are ineligible include: retail/wholesale; real estate; government services; accommodation and food services; and services of a personal or social nature. 5. Eligible projects To be eligible for support, projects must be: completed by March 31, 2011 with no obligation for continued spending; and Page 196 of 666 104 incremental (i.e., investment from CAF will allow the work to start sooner, broaden the scope of the project, or allow the completion of a project that otherwise would not be completed). Examples of eligible projects include: expansion of SME production capacity, production technology, access to markets, and other SME projects that improve a business’s competitiveness; support of SME development by not-for-profit organizations; support/enhancement/development of business incubators; construction/expansion/improvement of technology and innovation centres; technology commercialization projects by universities, colleges, polytechnic institutes and post-secondary teaching institutions; improvement/expansion/construction of transportation infrastructure where a clear case for business development can be made; improvements to community-owned tourism facilities (conference centres, exhibition halls); and revitalization and development of downtown core and waterfront areas. 6. Ineligible projects Ineligible projects include: business start-ups (defined as entities that cannot provide at least one year’s worth of financial statements); mergers and acquisitions; restructuring businesses; projects that increase slaughterhouse capacity; projects that do not conform with Canada’s obligations set out under the Softwood Lumber Agreement, NAFTA, or other trade agreements; projects that provide direct assistance to workers; and projects that are eligible for funding under existing federal infrastructure programs, if funding from these programs is available. 7. Funding Available Under the second intake, $127.8 million will be made available to eligible projects. Financial assistance awarded under this program is provided in the form of contributions, which must have a leveraging effect and a direct economic impact on the region and must comply with the provisions of the Treasury Board’s Policy on Transfer Payments. Contributions to commercial enterprises are repayable. Contributions to non-profit organizations or municipalities for projects that are not profit generating are generally non-repayable. Page 197 of 666 105 For capital projects, up to 50 per cent funding is available. For non-capital projects, up to 75 per cent funding is available. These funding limits represent thresholds for total government assistance including federal, provincial and municipal contributions. These funding limits do not apply to: municipalities, not-for-profit groups and Aboriginal recipients; non-commercial projects from for-profit organizations; or projects where total government assistance is $100,000 or less. In the above cases, applicants will normally be expected to contribute a minimum of 10 per cent of the eligible costs of the project. Funding limits will be determined on a case-by-case basis based on demonstrated financial need for the implementation of the project, taking into account the financial capacity of the proponents to invest their own funds and to access traditional commercial financing sources. Project proponents must commit to measure and report on the results obtained through the implementation of projects funded by FedDev Ontario. 8. Eligible costs To be considered an eligible cost, expenses must: be directly related to the project; be deemed reasonable and necessary for project execution; and be incurred after the project has received the Agency’s approval. Agency priorities, policies and guidelines are taken into account in the analysis of costs. 9. Ineligible Costs The following costs are not eligible: cost of membership in a professional body; fines and penalties; capital depreciation; non-incremental wages and/or fees for administrators; land or vehicle purchase; the tax on goods and services (GST or any similar tax) and any Ontario sales tax eligible for repayment or input tax credit; the applicant’s current debts; any costs that are not incremental to the applicant; any costs that are not directly related to the project; and ongoing or normal operating costs. Page 198 of 666 106 10. Capital projects Up to 50 per cent funding is available for eligible costs which include: machinery and equipment needed for the project; working capital requirements related to an expansion project; site improvements such as land clearing and paving required for the project; leasehold improvements required for the project; leased equipment and expenditures under conditional sales contracts; infrastructure (such as water and sewer) required for a specific business development initiative; intangible assets such as patents, trademarks and licenses; start-up costs such as insurance and interest capitalized during construction; and the construction or acquisition of a building. 11. Non-capital projects Up to 75 per cent funding is available for eligible costs which include: Marketing: Includes the development of a marketing plan, the hiring of marketing expertise to implement the plan, and related marketing activities such as labelling, packaging, promotional materials, advertising, product demonstrations and participation at trade shows. Training: Includes the development of a training plan, the hiring of training expertise to implement the plan and related activities such as training materials, seminar fees, and wages during the time that employees received off-the-job training. Productivity/Quality Improvement: Includes the development of a productivity or quality improvement plan, the hiring of expertise to implement the plan, and related activities such as obtaining a recognized quality certification such as ISO, and the cost of needed technical equipment. Innovations: Includes costs related to researching and developing new or improved products, services and processes such as the labour costs of expertise, materials, special equipment, testing and patents. Consultant Advice: Includes the cost of hiring a qualified consultant to prepare a business plan, feasibility study, investigate licensing opportunities, conduct a venture capital search, technology transfer search or provide advice to improve your business skills. Contract Bidding: Includes the cost of improving your competitive ability to bid on and acquire public and private sector contracts. Business Proposal Development: Includes the cost of turning your idea into a viable business proposal, for example, the completion of feasibility study, prototype development, and gathering information on markets and raw material suppliers. Business Support: Not-for profit organizations may qualify for assistance towards activities that support the business community, entrepreneurship or economic development. Page 199 of 666 107 12. Project assessments The objective of CAF is to provide economic stimulus to mitigate the short-term impacts of the economic downturn by creating employment opportunities and to address transitional and adjustment challenges in restructuring communities. In order to meet this objective, projects will be assessed based on the degree to which they contribute to the expected outcomes of: job creation or preservation; the creation, expansion or strengthening of a business; and the enhancement of competitiveness and sustainability of communities and businesses. Priority will be given to projects that: create immediate and sustained employment; create the most jobs per dollar invested; build on collaborative agreements already in place (e.g., federal-provincial agreements and existing programs); provide a legacy of longer-term ecological and/or economic benefits; and demonstrate leveraging of other sources of financing. Projects will also be assessed against the following criteria: ability to start quickly and be completed by March 31, 2011; diversification of local economy; compatibility with CAF objectives; economic impact of the project; long-term economic viability of the project; incremental nature of the assistance; demonstrated financial need for implementation of the project, taking other existing funding sources into account; demonstrated evidence that the project meets a recognized need and significantly contributes to a region’s economic development; applicant’s management capacity; viability of the enterprise or organization; applicant’s financial contribution to the project; level of risk involved; and undue adverse impacts on competition. FedDev Ontario will take other federal government funding into consideration when determining eligibility under this program. Only in exceptional circumstances will CAF funds be used to support projects that are eligible for funding under other federal government programs. Page 200 of 666 108 13. Environmental Assessment All projects receiving federal funding must be reviewed under the Canadian Environmental Assessment Act and may require a federal environmental assessment in addition to any provincial or municipal assessment already conducted. 14. Application Process Applications will be accepted until January 18, 2010 at 3 p.m. Multi-year projects will not be considered. Please refer to the How to Apply section of the Fed Dev Ontario website at www.southernontario.gc.ca for information and instructions on the application process. Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_00100.html C.2 Other Programs - “Sunsetting” Programs Infrastructure Canada manages the following infrastructure programs, which are established initiatives scheduled to wind down (“sunset”) over the next several years. Public Transit Fund Municipal Rural Infrastructure Fund Canada Strategic Infrastructure Fund Border Infrastructure Fund Infrastructure Canada Program C.2.1 Canada Strategic Infrastructure Fund The Canada Strategic Infrastructure Fund (CSIF) has been helping to support large-scale projects of major federal and regional significance in areas that are vital to sustaining economic growth and enhancing the quality of life of Canadians. CSIF projects support infrastructure in the following five investment categories: Highways and railways Local transportation Tourism or urban development Water or sewage Broadband (telecommunications connectivity) CSIF has placed emphasis on partnerships with any combination of municipal, provincial, territorial governments, as well as the private sector. Each partnership is governed by specifically-tailored arrangements. Benefits to Canadians Safer and faster movement of people and goods on Canada's major land transportation routes Reduced production of greenhouse gases and airborne pollutants Increased effectiveness of urban development Page 201 of 666 109 Increased economic activity, including tourism Use of innovative technologies and practices to minimize greenhouse gas emissions Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_00105.html C.3 Next Generation of Jobs Fund The Next Generation of Jobs Fund (NGOJF) supports a number of strategic and innovative projects in priority sectors of the economy since March 2008 through three programs: the Jobs and Investment Program (JIP), the Biopharmaceutical Investment Program (BIP), and the Strategic Opportunities Program (SOP). To date, the fund has leveraged over $3 billion in new private-sector investments, and is creating or retaining over 10,000 jobs. In order to ensure that the province’s partnerships continue to serve the evolving needs of the business community, the province will take this time to review options for the fund going forward. We have received an impressive number of NGOJF JIP applications, and while complete applications received to date will continue to be processed, the NGOJF JIP will not be accepting new applications effective December 15, 2009. A pause in applications is a fair step to take for businesses that would otherwise invest time and money in completing new applications. The NGOJF JIP has supported a number of strategic and innovative projects in priority sectors of the economy under the JIP. Leveraged $3.29 billion in total private-sector investments. Contributed $413 million in total grants to businesses. Creating and retaining thousands of high-value, high-paying jobs through the global recession. Recipient companies announced over 10,000 jobs in total. Strengthened priority sectors of the economy, such as ICT/Digital Media, Clean Industries, and Advanced Health. Created synergies between business people, entrepreneurs, and researchers. Supported the research and development of innovative applications and products. C.4 Communities in Transition It’s no secret that many communities and regions across Ontario are facing economic development challenges and need help developing innovative solutions for their futures. That’s why the government created the Communities in Transition Initiative. It’s a flexible program that lets communities and regions apply at any time for help developing a strategy for their economic growth. Staff in the Communities in Transition Office is available to work one-on-one with community representatives to review specific challenges and opportunities and advise on project proposals. Communities that have already benefited from the initiative include St. Thomas, Fort Erie, Windsor and Smiths Falls. Page 202 of 666 110 C.5 Advanced Manufacturing Investment Strategy (AMIS) The Advanced Manufacturing Investment Strategy (AMIS) supports investments in leading- edge technologies and processes by eligible manufacturing firms in Ontario. To date the program has leveraged $900 million in new investments, and is creating or retaining more than 4,300 jobs. In order to ensure that the province’s partnerships continue to serve the evolving needs of manufacturers and business, Ontario will take the time to review options for the program going forward. While complete applications received to date will continue to be processed, the AMIS program is not accepting new applications effective February 15, 2010. A pause in applications is a fair step to take for businesses that would otherwise invest time and money in completing new applications. Under AMIS and in cooperation with industry, the government: has made loan commitments of over $115 million; is generating about $950 million in new investments and support; is creating or retaining more than 4,400 jobs in 17 communities over a five-year period. is creating synergies between business people, entrepreneurs and researchers; is supporting leading-edge technologies and processes; and, is strengthening priority sectors of the economy. Page 203 of 666 111 Annex D - Project Team The team for this mission included: Team and Project leader Christian Perreault, Senior Partner, Airport Strategic Development Project team Nathalie Tousignant, Senior Partner, Director, Strategic & Economic Studies Jacques Perreault, Research Analysis Please see below short bios of each team member. Christian Perreault, Senior Partner, team leader Christian Perreault holds a Bachelor of Science degree and a Master’s degree in International Management from University of Québec in Montreal. Christian has been involved in airport and aerospace economic development for over fifteen years and was previously Vice-President – International Business Development for Longueuil Economic Development, and General Manager for the Haut-Richelieu Economic Council. He is the driving force behind many aerospace-related projects such as the Aerospace Technology Road Map, the Canadian GNSS Institute, and the Longueuil Aerospace Zone, and is actively involved in the Canadian and North-American aerospace sector. He is an active member of the Aerospace Industries Association of Canada, of the Canadian Association of Defence and Security Industries, of the Georgia Airport Association, the Canadian Airport Council, the Canadian Business Aviation Association, and the International Economic Development Council. Nathalie Tousignant, Director, Economic and Strategic studies Nathalie possesses vast experience in the air transport industry and as a marketing consultant. She works with various organizations in the field of aviation providing them with strategic consulting and assistance in reaching their goals. Nathalie started with Explorer Solutions in 2007 as a consultant. Since 2008, she has been our Director of Strategic Studies and Market Development. From 2004 to 2007, she was a member of the board of directors at NAV Canada, the national operator of the civil air navigation system. She served on a number of committees including the Navigation System Security Commission. From 2000 to 2004, Nathalie worked for the largest steel distributor in eastern Canada as a marketing specialist. From 1993 to 2000, she acquired managerial experience, first as the director of a flight school, then in starting, promoting, and developing an air taxi service (Max Aviation, a subsidiary of Cargair Ltd.). During this period, Nathalie acquired invaluable experience in air transport operations. She obtained her private pilot’s license in 1993. Page 204 of 666 112 Jacques Perreault, Research Analyst Jacques worked for twenty years in different administrative positions within the Canadian Armand Forces. The knowledge he acquired of the different equipment used by the Navy, Air Force, and Army helped him pursue his career as the director of supply and purchasing and the bidder and purchasing manager for companies such as Termaco Ltd., Equipement Militaires Mil-Quip Inc., and Industries B. Rainville. Today, he intervenes as a senior analyst in supply chain projects, contract negotiations and business intelligence. Page 205 of 666 113 Annex E – 2010 Ontario Airport Events Date Airport Event Miscellaneous 1 – 2 May Mount Hope The Canadian Aviation Expo Aviation Trade Show and Canada’s Largest Flyi-in www.canadianaviationexpo.com 15 – 16 May Haliburton/Stanhope Pancake Breakfast/Brunch www.stanhopeairport.com 22 – 23 May Dryden Dryden Centennial Air Show 29 May Westport Breakfast Fly/Splash In 5 June Brantford Aircraft Spruce 2nd Annual Canada Super Sale and Fly-In www.aircraftspruce.ca 13 June Owen Sound 2nd Annual Wings and Wheels Billy Bishop COPA Flight 144 13 June Cobden Annual Fly-in Breakfast COPA Flight 124, Champlain Flying Club 19 – 20 June Region of Waterloo International Airport Aviation Expo & Airshow 20 June Cornwall Annual Father’s Day Fly-In COPA Flight 59, Cornwall Flying Club 3 – 4 July Dunnville Open House No. 5 RCAF Dunnville Museum 11 July Bancroft Annual Pancake Breakfast Bancroft Flying Club 17 – 18 July Goderich Fly-In Weekend COPA 45 14 – 15 August Haliburton/Stanhope Homebuilt/Ultra-light Fly In www.stanhopeairport.com 28 – 29 August Ottawa Rockliffe Airport Classic Air Rallye www.flightworks.ca 1 September Brantford Municipal Airport Airshow 11 September Brampton RAA-TR Corn Roast 2 – 3 October Haliburton/Stanhope Fall Colour Fly In www.stanhopeairport.com This list of events is partial and will be updated as we receive new information. It was tallied from three main sources: Benchmarked airports web sites COPA (Canadian Owners and Pilots Association) www.copa45.com AMCO (Airport Management Council of Ontario) Page 206 of 666 Final Report Downtown Parking and Accessibility Study Prepared for Town of Tillsonburg by IBI Group May 7, 2018 Page 207 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg Document Control Page May 7, 2018 CLIENT: Town of Tillsonburg PROJECT NAME: Downtown Parking and Accessibility Study REPORT TITLE: Downtown Parking and Accessibility Study IBI REFERENCE: 113973 VERSION: 4.0 DIGITAL MASTER: J:\113973_TillsParking\10.0 Reports\TTR_Draft Downtown Parking and Accessibility Study Report - 2018-03- 21_v1.1.docx\2018-05-07\AH ORIGINATOR: Attila Hertel REVIEWER: Peter Richards AUTHORIZATION: Peter Richards CIRCULATION LIST: HISTORY: 1.0 Draft Final Report 2.0 Final Report (Submitted March 29, 2018) 3.0 Final Report (Submitted April 10, 2018) 4.0 Final Report (Submitted May 7, 2018) Page 208 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg Table of Contents May 7, 2018 i 1 Introduction ......................................................................................................................... 1 1.1 Study Background and Objectives ........................................................................... 1 1.2 Study Scope ............................................................................................................. 1 2 Background Document Review ......................................................................................... 4 2.1 Oxford County Official Plan...................................................................................... 4 2.2 Town of Tillsonburg Zoning By-Law (No. 3295) ...................................................... 4 2.3 Tillsonburg Central Area Design Study (2012) ........................................................ 5 2.4 Tillsonburg Community Strategic Plan (2014) ......................................................... 5 3 Existing Parking Supply and Demand .............................................................................. 6 3.1 Parking Inventory ..................................................................................................... 6 3.2 Parking Utilization .................................................................................................... 7 3.3 Daily Parking Demand Fluctuation Assessment .................................................... 11 4 Parking Management Strategies ..................................................................................... 14 4.1 Improved Parking Wayfinding ................................................................................ 14 4.2 Paid Parking Operations ........................................................................................ 18 4.3 Parking Time Restrictions ...................................................................................... 18 4.4 Parking User Restrictions ...................................................................................... 19 5 Future Parking Assessment ............................................................................................ 19 5.1 Increased Activity of Existing Land Uses ............................................................... 19 5.2 Modal Split Reduction ............................................................................................ 20 5.3 Parking Supply Losses and New Developments ................................................... 20 5.4 Accessible Parking Conversion ............................................................................. 21 5.5 Projected Parking Situation.................................................................................... 21 5.6 Parking Lot Redevelopment................................................................................... 24 6 Tillsonburg Town Centre Mall Review ............................................................................ 25 6.1 Existing Operational Issues ................................................................................... 25 6.2 Proposed Operations ............................................................................................. 26 7 Accessible Parking and E-Vehicle Review ..................................................................... 29 Page 209 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg Table of Contents (continued) May 7, 2018 ii 7.1 Off-Street Accessible Parking ................................................................................ 29 7.2 On-Street Accessible Parking ................................................................................ 30 7.3 E-Vehicle Review ................................................................................................... 31 8 On-Street Accessible Parking Feasibility Review ......................................................... 32 8.1 Existing Parking Spaces ........................................................................................ 32 8.2 On-Street Parking Space Standards ..................................................................... 32 8.3 Technical Criteria ................................................................................................... 32 8.4 Location & Supply of On-Street Accessible Parking Spaces ................................. 33 8.5 Cost Estimate ......................................................................................................... 37 9 Conclusions and Recommendations ............................................................................. 37 List of Exhibits Exhibit 1-1: Downtown Study Area ................................................................................................. 3 Exhibit 3-1: Downtown Parking Inventory ....................................................................................... 6 Exhibit 3-2: System Wide Parking Utilization .................................................................................. 7 Exhibit 3-3: Peak Weekday and Weekend Utilization ..................................................................... 8 Exhibit 3-4: Existing Peak Parking Utilization Map (Weekday 11:00 AM to 12:00 PM) ................ 10 Exhibit 3-5: Senior Citizen Parking Sign ....................................................................................... 11 Exhibit 3-6: Sensitivity Assessment Parking Utilization ................................................................ 12 Exhibit 3-7: Redistributed Parking Demand .................................................................................. 13 Exhibit 4-1: Tillsonburg Parking Directional Sign .......................................................................... 14 Exhibit 4-2: Tillsonburg Parking Lot Identification Sign ................................................................ 15 Exhibit 4-3: Sample Introduction and Pedestrian Wayfinding Signs ............................................. 16 Exhibit 4-4: Dynamic Wayfinding Sign .......................................................................................... 17 Exhibit 5-1: Weekday Parking Demand Growth due to Increased Activity ................................... 19 Exhibit 5-2: Weekday Parking Demand Reduction due to Modal Split Changes ......................... 20 Exhibit 5-3: Planned/Anticipated Future Developments and Parking Supply Losses .................. 21 Page 210 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg Table of Contents (continued) May 7, 2018 iii Exhibit 5-4: Projected Future Parking Situation ............................................................................ 23 Exhibit 6-1: Tillsonburg Town Centre Mall Hot Spots ................................................................... 25 Exhibit 6-2: Proposed Location 1 Concept ................................................................................... 26 Exhibit 6-3: Proposed Location 2 Concept ................................................................................... 28 Exhibit 7-1: Off-street Accessible Parking Supply Assessment .................................................... 29 Exhibit 8-1. On-street Accessible Parking Design Criteria ........................................................... 32 Exhibit 8-2. Proposed Accessible On-Street Parking Design ....................................................... 33 Exhibit 8-3 Proposed EV Charging Stations and On-Street Accessible Parking Spaces ............. 34 Exhibit 8-4. Accessible Parking Space Concept ........................................................................... 36 Exhibit 9-1: Implementation Timetable ......................................................................................... 40 List of Appendices Appendix A: Parking Utilization Exhibits Page 211 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 1 1 Introduction The Town of Tillsonburg is one of the eight municipalities that make up the County of Oxford. As of 2016, the Town had a population of approximately 16,000 residents and is located approximately 50 km southeast of the City of London. Tillsonburg has historically experienced steady growth, and continued growth is projected into the future. To ensure Tillsonburg continues to m eets the growing community’s parking needs, the Town of Tillsonburg has initiated the Downtown Parking and Accessibility Study. Parking is an important component of any municipality’s public policy, and is especially important for Downtown cores. Parking policies and operating practices have direct impacts on the travel behaviour of local residents, employees, and visitors of the Downtown core. Therefore, parking also impacts traffic conditions, transit use, public safety, and land use, as well as the econ omic viability and development of Tillsonburg’s Downtown core. 1.1 Study Background and Objectives The Town of Tillsonburg provides a mixture of off-street and on-street parking within the Downtown core. With the exception of a few privately owned parking lots (e.g. the Metro grocery store off-street lot, funeral homes, etc.), all Downtown parking is owned and managed by the municipality. On- and off-street parking is free for users albeit there are time restrictions (generally two hours) for high demand locations . The municipality has invested significantly in creating and maintaining these parking lots, which have been funded by a combination of general revenues (taxation) and an area specific Parking Levy for commercial properties within the Downtown Business Improvement Area. The Downtown Parking and Accessibility study is generally limited to the off -street parking lots. However, as value added, IBI Group included the on-street parking spaces along Broadway between Bridge Street to the north and London Street to the south. The Downtown Parking and Accessibility study’s objective is to develop a parking strategy that provides a long term vision for parking within Downtown Tillsonburg with a focus on accommodating users with accessible needs. Section 9 of this strategy includes an action plan for the implementation of short, medium, and long term recommendations. This study:  Examines existing parking demand to identify parking hot spots and locations with available capacity;  Projects future parking demand to ensure adequate parking supply is provided long term (overall parking utilization remains below 85% of the maximum capacity);  Supports existing policies and plans, such as the Official Plan, Downtown Design Study, and related Council and Accessibility Advisory Committee resolutions ;  Optimizes pick-up/drop-off, transit, and pedestrian operations surrounding the Tillsonburg Town Centre Mall; and  Ensures safe and sufficient parking opportunities are provided for users with accessible needs. 1.2 Study Scope Tillsonburg’s primary reason for initiating the Downtown Parking and Accessibility Study is to review the potential to redevelop existing municipal parking lots. The study is divided into eight primary tasks: Page 212 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 2 Project Start-up and Existing Conditions Scoping: Confirms the project work plan and schedule. Data Collection: Collects the necessary data, including an initial data request and the parking inventory and utilization surveys . Existing Parking Supply and Demand: Examines existing parking operations in Downtown Tillsonburg with the objective of identifying issues, parking hot spots, and locations with available capacity. Strategies for better distributing parking demand throughout the system are examined. Future Parking Needs: Projects future parking operations with the intent of ensuring sufficient parking opportunities are provided long term. Tillsonburg Town Centre Mall Review: Examines and improves upon existing pick-up/drop-off activities, transit operations, and pedestrian movements surrounding the Tillsonburg Town Centre Mall. Accessible Parking and E-Vehicle Review: Ensures sufficient on- and off-street parking opportunities are provided for users with accessible needs. Optimal locations for E-vehicle charging stations are also identified. Accessible On-Street Parking Feasibility Review: Reviews the design of on-street accessible parking spaces. Conclusions and Recommendations: Summarizes the study’s conclusions and recommendations. Additionally, a short, medium, and long term action plan is developed with the intent of guiding Tillsonburg through the implementation process over the next 10 years. The study area is bound by Venison Street to the north, Lisgar Street to the east, London Street to the south, and Bidwell Street to the east. Exhibit 1-1 illustrates the study area, as well as the location of all off-street parking lots. Off-street parking lots that provide 2 hour maximum parking opportunities are identified. Page 213 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 3 Exhibit 1-1: Downtown Study Area Page 214 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 4 2 Background Document Review A key task in this study is to understand existing plans, policies, and the overall Downtown parking context. This was completed through a review of all provided background material, the results of which is summarized in this section. The review’s intent is to help establish the groundwork for the Downtown Parking and Accessibility Study by examining the Downtown core’s parking history, and reviewing the policies and guiding principles to which the study recommendations must adhere. The following documents were reviewed:  Oxford County Official Plan;  Town of Tillsonburg Zoning By-Law (No. 3295);  Tillsonburg Central Area Design Study (2012); and  Tillsonburg Community Strategic Plan (2014). A high level summary of each reviewed document is provided, in addition to an explanation on how each document impacts this study. 2.1 Oxford County Official Plan The Oxford County Official Plan is a policy document that outlines the County’s overall land use strategy for the County and its eight municipalities. The Province of Ontario Planning Act indicates that the Official Plan: Shall contain goals, objectives, and policies established primar ily to manage and direct physical change and the effects on the social, economic, and natural environment of the municipality.1 The Official Plan’s policies and land use schedules set out locational and development review requirements for various land uses throughout the County. With respect to Tillsonburg’s Central Area, the area is intended to remain as the Town’s most functionally diverse area and a viable regional retail shopping district. Additionally, the area will expand its focus by providing an increasing amount of residential developments. The central business district (a Central Area sub-district) provides more detailed guidance for the study area. The central business district is intended on being the most intensive and functionally diverse business, administrative, and cultural centre of Tillsonburg. Given this designation, a wide range of land uses are permitted including commercial, office, administrative, cultural, entertainment, recreational, institutional, open space, and residential. With respect to parking and transportation within the Central Area, the objective is to provide a safe and effective transportation system that promotes alternatives mode of transportation (cycling, public transit, and walking) while continuing to provide sufficient parking opportunities to meet the areas vehicular needs. Considering this objective, the Downtown Parking and Accessibility study will account for a conservative decrease of personal vehicles as a mode of transportation when projecting future parking operations. With a reduction in personal vehicle mode share, parking demand is also anticipated to decrease. Further details regarding the projected future parking situation are provided in Section 5. 2.2 Town of Tillsonburg Zoning By-Law (No. 3295) The Town of Tillsonburg Zoning By-Law (ZBL) regulates all aspects of development within Tillsonburg. With respect to parking, the ZBL provides details such as required parking spaces based on land use, parking space dimensions, accessible parking requirements, and parking space locations. Note that within the central commercial zone, the change of existing building’s use does not require the provision of additional parking supply to meet new use’s requirements. 1 Province of Ontario (1990). Planning Act, R.S.O. P.13, Province of Ontario Page 215 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 5 Considering this exemption, the municipal parking system could be expected to accommodate the additional parking demand generated from the land use conversion of an existing building. The impacts of all known future developments are accounted for in the Future Parking Assessment (Section 5). Considering the Downtown Parking and Accessibility Study, special attention has been given to ensuring that the future parking supply recommendations support the accessible parking policies set out by the Town’s ZBL. Additionally, the Town’s accessible parking requirements are compared to the best practice requirements established by the Accessibility for Ontarian’s with Disabilities Act (AODA). 2.3 Tillsonburg Central Area Design Study (2012) The Tillsonburg Central Area Design Study’s purpose was to establish a set of urban design guidelines for shaping the design and character of Tillsonburg’s Central Area. The following five objectives were established: 1. Elevate and promote Broadway’s cultural heritage and built form. 2. Create a vision for Tillsonburg’s Central Area that highlights its diverse character while promoting and prioritizing sustainable approaches. 3. Identify unique character areas and develop sub-area specific visions and urban design guidelines. 4. Improve connections within the Central Area and between its surrounding communities. 5. Transform Broadway into a centre for weekday, evening, and weekend activities. The study provides an extensive list of parking guidelines for surface parking, structured parking, on-street parking, and bicycle parking. These guidelines generally recommend avoiding large areas of interrupted parking, incorporating landscaping aspects, providing pedestrian scaled lighting, improving parking wayfinding, and encouraging cycling, electric vehicles, and carsharing. Special attention is given to ensuring that the study conclusions and recommendations are in line with the guidelines set out by the Central Area Design Study. The study also recommended realigning Harvey Street within Lot 7A (immediately east of Town Centre Mall) and removing the perpendicular parking spaces along the Shoppers Drug Mart Entrance. This area was identified as a hotspot for Town Centre Mall pick-up/drop-off activity, transit operation, and pedestrian movement issues through discussions with Tillsonburg staff, and is further examined in Section 6. 2.4 Tillsonburg Community Strategic Plan (2014) The Tillsonburg Community Strategic Plan established a vision for Tillsonburg’s future that reflects the desired community goals and ideas: Tillsonburg is a family-friendly community known for its historical charm, thriving businesses, and modern lifestyle amenities. It is a regional hub for employment, recreation, and culture.2 Considering the vision, the strategic plan identified the following four goals:  Excellence in Local Government;  Economic Sustainability;  Demographic Balance; and  Culture and Community. 2 MMM Group (2014): Tillsonburg Community Strategic Plan, Town of Tillsonburg Page 216 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 6 These four goals provide a direction for Tillsonburg’s future growth and development. A significant component in projecting Tillsonburg’s future parking situation are the planned and anticipated future developments. Therefore, Tillsonburg’s Community Strategic Plan plays a significant role in influencing the Downtown core’s future parking needs. Through discussions with Tillsonburg staff, planned and anticipated future developments were determined which are accounted for in the future parking needs assessment in Section 5. 3 Existing Parking Supply and Demand The parking inventory and demand surveys were conducted during the following days and times:  Thursday January 18, 2018 between 8:00 AM and 10:00 PM; and  Saturday January 20, 2018 between 10:00 AM and 6:00 PM. The weather conditions for both surveys were suitable with partly cloudy conditions and no weather events. Therefore, the results are assumed to represent typical operations. Parking patterns are known to vary throughout the calendar year. For example, parking demand may be slightly lower during the winter months due to heavy snow fall, keeping people from visiting the Downtown core. Considering that the collected parking demand data represents a one day snap shot of Tillsonburg’s winter parking demand, a sensitivity assessment was conducted to determine the impact day-to-day and seasonal parking demand fluctuations have on the system’s performance. Tillsonburg’s Downtown parking performance was evaluated assuming a 15% increase in observed parking demand. 3.1 Parking Inventory Tillsonburg staff provided an inventory of off-street parking supply which IBI Group attempted to verify during the parking inventory and demand surveys. Due to snow obscuring pavement markings, difficulty was experienced in completely validating the parking inventory provided by Tillsonburg staff. Therefore, the provided supply data was verified using site observations and Google aerial imagery. The existing parking supply for each lot is summarized in Exhibit 3-1. The parking supply is divided into general and accessible spaces. Exhibit 3-1: Downtown Parking Inventory Location General Accessible Total Off-Street Parking Lot 1A 88 3 91 Lot 2A 170 7 177 Lot 3A 106 0 106 Lot 4A 48 0 48 Lot 5A 29 2 31 Lot 6A 283 4 287 Lot 7A 235 8 243 Lot 8A 97 0 97 Lot 9A 113 2 115 Lot 10A 54 0 54 Lot 11A 21 2 23 Lot 1B 61 2 63 Lot 2B 57 1 58 Lot 3B 78 0 78 Lot 4B 74 1 75 Lot 5B 48 0 48 Lot 6B 53 0 53 Off-Street Total 1,615 32 1,647 Page 217 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 7 Location General Accessible Total On-Street Parking Broadway 161 5 166 System Total System Total 1,776 37 1,813 The Downtown Tillsonburg off-street parking system is composed of 1,647 parking spaces, including 32 accessible spaces. In addition to off-street parking, 166 on-street parking spaces along Broadway were surveyed, including 5 accessible spaces. While not included in the study scope, additional on-street parking is available on various other streets throughout the Downtown core. 3.2 Parking Utilization Using the parking occupancy data collected during the parking demand survey, a complete review of the study area’s existing parking utilization was undertaken for the weekday and weekend periods (how much parking is used and when). Parking systems are considered “effectively full” at an occupancy of approximately 85%, depending on lot size and characteristics. This represents the point where finding a space becomes challenging for drivers, resulting in an increas ed likelihood of a driver having to search for an available parking space. Using the collected utilization data and the 85% effective capacity threshold, IBI Group evaluated the Downtown Tillsonburg parking system’s overall performance, identified locations where parking operates near capacity, and where excess capacity is available. Exhibit 3-2 illustrates the system wide hourly parking patterns during the weekday and weekend periods. Similar figures for each off-street lot and for on-street parking along Broadway are located in Appendix A. Exhibit 3-2: System Wide Parking Utilization Page 218 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 8 When considering the study area as a whole, the following observations are made:  In general, parking demand was observed to increase during the morning, peak during the midday, and gradually decrease throughout the evening;  Weekday parking demand is generally higher than weekend demand; and  The following peak parking demands were observed:  Weekday: 1,027 vehicles parked between 11:00 AM – 12:00 PM (57% utilization); and  Weekend: 782 vehicles parked between 12:00 PM – 1:00 PM (43% utilization). Considering these results, the current Downtown parking supply is considered sufficient to accommodate the parking demand at all times. While sufficient parking opportunities are provided system wide, several individual lots were observed to operate near or at capacity. Exhibit 3-3 presents a lot-by-lot breakdown of parking utilization and the utilization of Broadway on-street parking during the periods of peak weekday and weekend demand. Lots operating above the 85% effective capacity threshold are highlighted. Exhibit 3-3: Peak Weekday and Weekend Utilization Parking Lot Supply Weekday System Peak (11:00 AM to 12:00 PM) Weekend System Peak (12:00 PM to 1:00 PM) Demand % Utilization Demand % Utilization Off-Street Parking Lot 1A 91 89 98% 71 78% Lot 2A 177 89 50% 80 45% Lot 3A 106 72 68% 57 54% Lot 4A 48 45 94% 22 46% Lot 5A 31 6 19% 6 19% Lot 6A 287 85 30% 83 29% Lot 7A 243 214 88% 180 74% Lot 8A 97 5 5% 5 5% Lot 9A 115 24 21% 15 13% Lot 10A 54 25 46% 1 2% Lot 11A 23 10 43% 10 43% Lot 1B 63 63 100% 39 62% Lot 2B 58 55 95% 39 67% Lot 3B 78 72 92% 18 23% Lot 4B 75 31 41% 13 17% Lot 5B 48 22 46% 17 35% Lot 6B 53 9 17% 17 32% Off-Street Total 1647 916 56% 673 41% On-Street Parking Broadway 166 113 68% 120 72% System Total System Total 1813 1027 57% 782 43% Based on the results displayed in Exhibit 3-3, Lots 1A, 4A, 7A, 1B, 2B, and 3B operate above effective capacity during peak weekday operations. While the majority of lots experienced a peak demand coinciding with the system wide peak demand (11:00 AM to 12:00 PM), this was not necessarily the case. No operational issues are anticipated for lots experiencing a peak demand outside of the system wide peak, as these localized peak demands were only marginally higher than the respective demand experienced during the system wide peak. Page 219 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 9 As previously discussed, parking demand was generally observed to increase during the morning, peak during the midday, and gradually decline throughout the evening. All lots followed this trend with the exception of Lot 6B, which generally serves customers of the local Kelsey’s restaurant. As expected for lots serving restaurants, parking demand was low throughout the morning with a slight peak during the lunch hour (12:00 PM to 1:00 PM). Demand remained low throughout the afternoon followed by a sudden increase during the evening. Parking demand peaked at approximately 70% utilization between 8:00 PM and 9:00 PM. The lot-by-lot parking utilization observed during the period of peak parking demand is displayed geographically in Exhibit 3-4. Page 220 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 10 Exhibit 3-4: Existing Peak Parking Utilization Map (Weekday 11:00 AM to 12:00 PM) Page 221 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 11 The near-capacity lots are fairly well distributed geographically throughout the Downtown parking system. It’s anticipated that the high demand is a result of popular trip end destinations in close proximity, such as the Town Centre Mall for lots 1A and 7A. All lots operate below effective capacity during peak weekend operations. Based on industry research, the publically accepted walking distance between a parking space and the user’s final destination ranges between 300 – 400 metres. Considering the size of Tillsonburg’s Downtown core, a distance of 300 metres would normally be considered most appropriate. While several lots are observed to operate above effective capacity, there are sufficient parking opportunities within walking distance to accommodate any excess demand. Therefore, a parking supply expansion is not considered necessary. Parking wayfinding technologies that help improve the distribution of parking demand throughout a parking system are investigated in Section 4.1. Considering Tillsonburg’s unique demographics (higher than average percentage of elderly residents), a sensitivity analysis was conducted evaluating whether sufficient parking opportunities are provided within 150 metres of parking lots operating above effective capacity. A 150 metre radius surrounding lots operating above effective capacity is displayed in Exhibit 3-4. The assessment revealed that sufficient parking opportunities are available for all lots with the exception of Lots 1B and 2B. In the event Tillsonburg desires to provide sufficient parking opportunities at a reduced walking distance of 150 metres, parking supply expansions are considered warranted for Lots 1B and 2B. Alternatively, Tillsonburg could dedicate several Lot 1B and 2B parking spaces as “age friendly” parking spaces reserved for Tillsonburg’s senior citizens. The intent is to ensure that if parking demand exceeds the supply, the excess vehicle drivers are capable of walking the publically accepted 300 metres. Tillsonburg could consider initially implementing 2-3 senior citizen parking spaces, and if warranted, increase the supply at a later time. Tillsonburg could also consider installing “family friendly” parking spaces to provide priority parking for new families or expectant mothers. Note that these priority parking spaces typically operate under an honour system and are not enforceable. Exhibit 3-5 illustrates a sample senior citizen and family friendly parking signs. Exhibit 3-5: Senior Citizen Parking Sign 3.3 Daily Parking Demand Fluctuation Assessment Considering that the collected parking demand data represents a one day snap shot of Tillsonburg’s Downtown parking demand, a sensitivity assessment was conducted to determine the impact day-to-day parking demand fluctuations have on the system’s performance. Tillsonburg’s Downtown parking performance was evaluated considering a 15% increase in observed parking demand. The sensitivity assessment’s lot-by-lot parking utilization is displayed geographically in Exhibit 3-6. Page 222 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 12 Exhibit 3-6: Sensitivity Assessment Parking Utilization Page 223 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 13 Based on the results presented in Exhibit 3-6, Lots 1A, 4A, 7A, 1B, 2B, and 3B are all anticipated to operate above 100% capacity. In an attempt to maintain parking demand below the 85% effective capacity threshold in all lots, parking demand is redistributed from lots operating above effective capacity to lots within 300 metres with available capacity:  Excess vehicles from Lot 1A redistributed to Lot 6A;  Excess vehicles from Lot 4A redistributed to Lot 10A;  Excess vehicles from Lot 7A redistributed to Lot 2A;  Excess vehicles from Lot 1B redistributed to Lot 5B and 6B;  Excess vehicles from Lot 2B redistributed to Lot 2A and 3A; and  Excess vehicles from Lot 3B redistributed to Lot 4B. Note that this redistribution is strictly a planning exercise to evaluate whether sufficient parking supply is available in close proximity to lots operating near or at capacity, and to determine whether a parking supply expansion would be beneficial. Section 4 evaluates potential parking management strategies Tillsonburg could adopt to better distribute parking demand within the Downtown core. Exhibit 3-7 presents the redistributed parking demand on a lot-by-lot basis. Exhibit 3-7: Redistributed Parking Demand Parking Lot Supply Weekday System Peak (11:00 AM to 12:00 PM) Demand % Utilization Off-Street Parking Lot 1A 91 77 85% Lot 2A 177 148 84% Lot 3A 106 90 85% Lot 4A 48 41 85% Lot 5A 31 7 23% Lot 6A 287 123 43% Lot 7A 243 207 85% Lot 8A 97 6 6% Lot 9A 115 28 24% Lot 10A 54 40 74% Lot 11A 23 12 52% Lot 1B 63 53 84% Lot 2B 58 49 84% Lot 3B 78 66 85% Lot 4B 75 53 71% Lot 5B 48 41 85% Lot 6B 53 13 25% Off-Street Total 1647 1054 64% On-Street Parking Broadway 166 128 77% System Total System Total 1813 1182 65% As shown in Exhibit 3-7, parking demand from lots operating above capacity can be redistributed in a manner where demand remains below the 85% effective capacity threshold. Therefore, the existing parking system can accommodate a 15% increase in parking demand due to daily fluctuation without experiencing operational issues. A parking supply expansion is not considered necessary. Page 224 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 14 4 Parking Management Strategies This section investigates potential parking management strategies Tillsonburg could adopt to better distribute parking demand within the Downtown core including:  Improved parking wayfinding;  Paid parking operations;  Parking time restrictions; and  Parking user restrictions. 4.1 Improved Parking Wayfinding The parking utilization assessment concluded that the overall Downtown parking supply is sufficient to accommodate the peak weekday and weekend parking demand. However, while the overall parking supply is sufficient, several off-street lots were observed to operate near or at capacity while other nearby parking lots had excess supply. Parking wayfinding technologies have the potential to guide users to parking lots that are underutilized, which will help better distribute the overall parking demand. This section examines Tillsonburg’s existing wayfinding technologies and proposed potential improvements for consideration. 4.1.1 Existing Wayfinding Currently, Tillsonburg’s wayfinding strategy consists of the following static wayfinding signage:  Directional: Signs that direct drivers to parking areas throughout the Downtown core; and  Identification: Signs placed at parking lot entrances identifying the lot. Example directional and identification signs currently deployed in Tillsonburg are displayed in Exhibit 4-1 and Exhibit 4-2. Exhibit 4-1: Tillsonburg Parking Directional Sign Page 225 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 15 Exhibit 4-2: Tillsonburg Parking Lot Identification Sign Potential parking technologies that could aid users in navigating the Downtow n core’s parking system include static wayfinding signs, dynamic wayfinding technologies, or a combination of both. 4.1.2 Static Wayfinding Signs For the static signage strategy, there are four fundamental parking sign types that increase drivers’ and pedestrians’ wayfinding experience. Introduction: The first level of parking signage alerts drivers approaching the parking areas. The signage should be distinct in both colour and size, and it can be characterized by unique logos. The signs are located on the street, mounted on poles of standard height, and should display the names of off-street lots. Directional: Directional parking signage is distinct in colour, size, and logo, and directs drivers to the parking areas. The signs are mounted on poles at standard h eights and located on the street. Identification: Identification signage is placed at the entry of each parking lot and the name of the parking facility is identified. The identification signage is distinctive in colour and size, and it is located on a pole at a lower height. Pedestrian Wayfinding: Wayfinding signs are placed at the points of pedestrian entry / exit to parking facilities. These types of signs are placed at locations easily found by a pedestrian and are intended to help that person orient themselves to the Downtown core. Sample introduction and pedestrian wayfinding signs are illustrated in Exhibit 4-3. Page 226 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 16 Exhibit 4-3: Sample Introduction and Pedestrian Wayfinding Signs The qualities of good signage include the following aspects:  The appearance of all signage is consistent;  Use of common logos and colours;  Placement at or near eye level;  Use of reflective and durable material;  All four wayfinding sign types (introduction, directional, identification, and pedestrian) used to guide motorist and pedestrian activity;  All primary entrances to the Downtown need to have introduction signage;  All major routes through the Downtown need to have directional signage;  All parking areas need to have identification signage;  All pedestrian routes to and from major parking areas need to have wayfinding signs;  The identification signs located at parking areas need to convey parking rates, hours of operation, and maximum durations; and  Usually have a lettering height of about 10 centimeters for urban streets (varies according to traffic speed). 4.1.3 Dynamic Wayfinding Technologies While improved static signage helps distribute parking demand, more powerful tools are available through dynamic wayfinding systems that display real time parking availability data, including:  Dynamic wayfinding signs;  Smart phone application; and  Website parking map. Page 227 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 17 Dynamic wayfinding systems provide users with real time parking occupancy data allowing them to target the underutilized lots, and with directional information to assist in wayfinding. Exhibit 4-4 illustrates an example dynamic wayfinding sign that displays the number of spaces available per level within a parking garage. Exhibit 4-4: Dynamic Wayfinding Sign There are four main components in an advanced parking information system:  Automated Data Collection System for recording the number of vehicles entering and leaving parking facilities;  Distribution System capable of displaying a set of static and variable messages with information links to the parking facilities and external systems;  Central System that processes data on parking facility occupancy and controls the display of information, typically located at a Control Centre; and  Communications System to enable the transfer of information between the parking facilities, the central system, and the d istribution technologies. The City of Stratford has recently initiated a Smart Parking Pilot Project which involves the deployment of 78 parking sensors for on-street parking spaces along Wellington Street, Downie Street, and Albert Street. The sensors have the capability of automatically tracking occupancy which will be used by City staff to help make educated parking related decisions, and with plans to make real time parking occupancy data available to the general public. The pilot project has a budget of $100,000. Similar to Stratford, the City of Burlington has begun installing sensors throughout Downtown streets and lots. 4.1.4 Tillsonburg Recommendation Specific to Tillsonburg, there is little in the way of advanced guidance when approaching or within the Downtown core. Tillsonburg is recommended to implement the four layers of static wayfinding signs. Introduction signs can be placed at major entry points into the Downtown, directional signs placed along the major routes, identification signs placed at park ing facility entrances, and pedestrian wayfinding signs placed at each facility’s pedestrian access points. Further study is recommended as part of a broader Downtown wayfinding strategy to evaluate the specific sign locations and designs. Additionally, Tillsonburg is recommended to implement parking overflow signage at lots 1B, 2B, and 3B that direct drivers to alternative nearby lots. Lots 1B, 2B, and 3B are selected as these Page 228 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 18 lots were observed to operate near or at capacity under existing conditions and nearby parking opportunities may not be apparent. Dynamic wayfinding technologies are not recommended for Tillsonburg as it would require expensive parking technology upgrades capable of tracking vehicle occupancy. To minimize visitor confusion, Tillsonburg is recommended to rename all lots to simple nomenclature (Lot A, B, C, etc.). This strategy will help when communicating time limit strategies and general user information. As Tillsonburg’s population continues to grow over time, a parking wayf inding strategy will steadily become more important. Section 5 further explores Tillsonburg’s projected future parking situation. 4.2 Paid Parking Operations Parking demand can be strategically managed through the implementation of paid parking operations. In the event paid parking operations were implemented, the system wide parking demand would be anticipated to decrease. According to Canadian Parking Association, the price elasticity of parking demand is generally in the order of -0.37, meaning a 1% increase in the price of parking would result in a 0.37% decrease in the demand for parking. This value is anticipated to be smaller for Tillsonburg as alternatives modes of transportation may not be an option for a large portion of travellers. Considering the parking system is sufficient to accommodate the current demand, paid parking operations are not considered appropriate for system wide implementation. However, as Tillsonburg continues to grow, paid parking operations can strategically be adopted in areas experiencing the highest parking demand. These locations could include Lots 1A, 1B, and 2B, and on-street parking spaces along Broadway. This strategy is anticipated to improve the distribution of parking demand as some drivers are anticipated to target the free and lesser utilized parking lots. Tillsonburg is recommended to collect further parking demand data across the Downtown system when considering the implementation of paid parking operations. 4.3 Parking Time Restrictions On-street parking in Tillsonburg is currently limited to 2 hours per visit, which is considered appropriate. The intent is to reserve the limited on-street parking supply for transient parking, with long term parking opportunities provided in off -street lots for employees and visitors travelling Downtown for periods longer than a few hours. In addition to on-street parking, a small portion of Lots 1B and 3B and all of Lot 2A is also reserved for visits 2 hours or less. The intent of this off-street 2 hour limit is to balance the parking supply between short and long term visitors and ensure that both groups have well distributed and sufficient parking opportunities to meet the existin g demand. With the intent of better distributing parking demand throughout the Downtown off -street lots, Tillsonburg could consider expanding the number of 2 hour transient parking in Lot 1B and implementing several spaces in Lot 2B. To maintain the existing balance between short and long term parking opportunities, the 2 hour limit could be rescinded for a portion of Lot 2A parking spaces. These conversions are anticipated to shift a small amount of long term parkers from Lots 1B and 2B to Lot 2A which would decrease the demand in the highly utilized Lots 1B and 2B while increasing the demand in the underutilized Lot 2A. Lot 2A is also considered within acceptable walking distance from both Lots 1B and 2B. A similar shift in demand is anticipated between the highly utilized Lot 3B to the underutilized Lot 4B. Note that Lot 2A is maintained by the Tillsonburg Town Centre Mall, therefore Town staff would be required to coordinate with the mall to implement this strategy. Page 229 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 19 4.4 Parking User Restrictions An alternative strategy for improving the distribution of parking demand within the Downtown core is restricting the user groups that are granted access to certain lots. For example, Lot 1B could be restricted to visitors of the Tillsonburg public library. Gated access would be required to ensure the intended restrictions were obeyed. Such restrictions are anticipated to decrease the utilization of targeted lots while increasing the utilization of nearby lots. Parking user restrictions are currently not considered appropriate for Tillsonburg given that less restrictive and less expensive strategies are available to improve the distribution of Downtown parking demand, such as the strategies discussed above. However, as Tillsonburg continues to grow, and alternative strategies become less effective, parking user restrictions is a strategy Tillsonburg staff could consider. 5 Future Parking Assessment While the existing Downtown parking supply is sufficient to meet the current parking demand, the Downtown core is anticipated to experience modest growth over the next 10 years. This section evaluates Tillsonburg’s future parking situation to ensure the parking supply remains sufficient to accommodate the future demand. Future parking demand within the Downtown core is anticipated to be impacted by the following factors:  Parking demand growth due to population growth outside the Downtown core (6.10% over 10 years);  Personal vehicle modal split reduction (assumed 2% over the 10 year horizon);  New developments within the Downtown study area;  Parking supply losses; and  Accessible parking conversion. 5.1 Increased Activity of Existing Land Uses The Downtown core’s future parking demand is anticipated to grow, even if there are no new developments within the study area. This occurs because the activity drawn by the existing land uses is anticipated to grow as a function of population growth outside the study area. The Tillsonburg population growth projections are based on the Oxford County Population Household and Employment Forecasts and Employment Lands Study. Using the data obtained from the study, Tillsonburg’s population is anticipated to grow by 6.10% by 2028 . It is assumed that an increase in population will result in a proportional increase in parking demand. Note that while population is a significant contributor to parking demand, parking demand growth is not directly proportional to population growth. For the purposes of this planning exercise, the estimated growth in demand is considered a conservative forecast. Tillsonburg is recommended to monitor the parking situation moving forward and adjust the projections as necessary. Exhibit 5-1 presents the projected weekday parking demand growth when accounting for growth outside the study area. Exhibit 5-1: Weekday Parking Demand Growth due to Increased Activity Type Existing Peak Demand (11:00 AM-12:00 PM) Factor Demand Growth Off-Street 916 6.1% growth over 10 years. 56 On-Street 111 7 System Total 1027 63 Page 230 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 20 Considering the Downtown parking system as a whole, parking demand is anticipated to grow by about 63 vehicles over the 10 year analysis period due to town-wide growth increasing the activity of existing Downtown land uses. 5.2 Modal Split Reduction The Official Plan’s main parking related objective is to ensure sufficient parking opportunities are provided to meet the existing and future demand while promoting alternative modes of transportation (transit, cycling, and pedestrian). Considering this go al, the future single occupant personal vehicle mode share is anticipated to be slightly lower than existing conditions, resulting in reduced parking demand. No single occupancy vehicle modal split reduction target was specified, therefore a conservative low transportation demand management (TDM) reduction of 2% was assumed over the 10 year analysis period. Note that 2% is a modest reduction and it supports the Official Plan main parking related objective (provision of sufficient parking opportunities while promoting alternative modes of transportation). Exhibit 5-2 presents the parking demand reduction due to the anticipated modal split changes. Exhibit 5-2: Weekday Parking Demand Reduction due to Modal Split Changes Type Existing Peak Demand (1:00-2:00 PM) Factor Demand Reduction Off-Street 916 2% reduction over 10 years. -18 On-Street 111 -2 System Total 1027 -20 Assuming a 2% reduction in personal vehicle mode split, parking demand within the study area is anticipated to decrease by approximately 20 vehicles over the 10 year horizon. 5.3 Parking Supply Losses and New Developments While the increased activity of existing land uses and modal split reduction of personal vehicles are anticipated to result in an overall change in parking demand across the entire Downtown study area, the impact of new developments and parking supply changes is anticipated to impact parking operations in localized areas. Therefore, a micro level assessment of each potential future development and parking supply change was undertaken to gain an understanding of the anticipated parking impacts. A list of planned/anticipated future developments and potential parking supply losses was identified through discussions with the Town staff. Additionally, the parking requirements of future developments and the proposed parking supply were quantified. As a worst case scenario, all parking supply deficiencies are assumed to be accommodated by the municipal parking system. The parking supply losses and planned/anticipated future developments, and their anticipated impacts on the municipal parking system is displayed in Exhibit 5-3. Page 231 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 21 Exhibit 5-3: Planned/Anticipated Future Developments and Parking Supply Losses Location Development Municipal Parking System Impact* Municipal Parking Supply Changes Lot 6B Partial closure for new development 13 parking spaces lost SUB-TOTAL 13 parking spaces lost Planned and Anticipated Future Developments 253 Broadway Ground floor commercial with 28 residential units Proposed development potentially deficient 11 parking spaces 131 Bidwell Street Stationview Retirement Development (120 unit retirement home) No impact, all required parking provided onsite 83 Rolph Street 49 unit residential development No impact, all required parking provided onsite SUB-TOTAL 11 parking spaces lost SYSTEM WIDE TOTAL 24 parking spaces lost *Note: the estimates presented in Exhibit 5-3 are current as of February 2018 and are subject to change as project details are finalized. For each parking stall lost, the available parking supply within an acceptable walking distance was assessed to determine whether sufficient parking supply is available nearby to accommodate the displaced parking demand. Considering the parking supply losses and new developments presented in Exhibit 5-3 and the off-street parking facilities in close proximity, parking demand was redistributed in the following manner:  Lot 6B partial closure: No redistribution necessary since the reduced parking supply is sufficient to accommodate the peak observed parking demand; and  253 Broadway: Excess parking demand allocated to Lot 6B. Strategies to improve the Downtown parking demand distribution are investigated in Section 4. 5.4 Accessible Parking Conversion With the objective of meeting Tillsonburg’s accessible parking standards, Section 7.1 evaluates the accessible parking surplus/deficiency of Tillsonburg off-street parking supply. In the event a lot is deficient, Tillsonburg is recommended to convert general parking spaces to accessible in order to meet the standards. The future parking assessment accounts for this conversion through by estimating the number of general parking spaces lost. Based on the parking space width requirements outlined in Tillsonburg’s Zoning By-Laws, 3 general parking spaces are to be lost for each pair of accessible parking spaces:  3 general parking spaces = 2.7m x 3 = 8.1m wide; and  Type A + Type B + access aisle = 3.4m + 2.7m + 1.5m = 7.6m wide. The access aisle width can be increased to 2.1m to maintain the overall width. To facilitate the conversion of off-street accessible parking spaces, 52 general parking spaces are anticipated to be lost across the off-street parking system. Additionally, 16 general on-street parking spaces are anticipated to be lost. 5.5 Projected Parking Situation This section consolidates all parking supply and demand changes outlined in the previous sections, and examines the Downtown parking system’s projected future performance. Lots 1A, 4A, 7A, 1B, 2B, and 3B were determined to operate above the 85% effective capacity threshold. To determine whether the existing parking supply is sufficient to accommodate the projected parking demand, demand from these lots were attempted to be redistributed to lots Page 232 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 22 within 300m walking distance while maintaining under 85% utilization at all lots. Parking demand was redistributed in the following manner:  Lot 1A: 16 vehicles reallocated to Lot 6A;  Lot 4A: 9 vehicles reallocated to Lot 10A;  Lot 7A: 30 vehicles reallocated to Lot 6A;  Lot 1B: 13 vehicles reallocated to Lot 5B;  Lot 2B: 10 vehicles reallocated to Lot 4B; and  Lot 3B: 14 vehicles reallocated to Lot 4B. Exhibit 5-4 illustrates the projected future parking utilization during the period of peak demand. The arrows illustrate the redistribution exercise. Page 233 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 23 Exhibit 5-4: Projected Future Parking Situation Page 234 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 24 In summary, the assessment of Tillsonburg’s future parking situation based on known and potential parking supply changes and redevelopment projects revealed the following:  During the period of peak demand, following peak parking demands are projected:  Off-street: 961 vehicles (61% utilization);  On-street: 115 vehicles (77% utilization); and  System total: 1,076 vehicles (63% utilization).  While several off-street lots are projected to operate above the 85% effective capacity threshold, sufficient capacity remains available in nearby lots to accommodate the excess demand; and  On-street parking along Broadway continues to operate below effective capacity. Based on these results, the Downtown Tillsonburg parking system is considered sufficient to accommodate the projected 10 year parking demand and no increases in parking supply are considered necessary. In the event Tillsonburg were to consider a parking supply expansion, the most beneficial area would be in close proximity to Lots 1B and 2B. This estimate is based on all known and potential redevelopment projects identified at the time this report was prepared, and is therefore subject to change as the details of these projects affecting the Downtown core’s parking supply are finalized. 5.6 Parking Lot Redevelopment Through discussions with Tillsonburg staff, it was determined that one or more off-street lots may potentially be sold and redeveloped in the future. This section is intended to provide strategic decision making guidance to ensure the Downtown parking supply remains sufficient to meet the parking demand if a lot was redeveloped. As an overarching strategy, the following guidelines are proposed when deciding whether the parking supply lost to redevelopment should be replaced elsewhere:  >85% existing utilization: Minimum 100% of parking spaces lost to be replaced;  70-85% existing utilization: Minimum 75% of parking spaces lost to be replaced;  50-70% existing utilization: Minimum 50% of parking spaces lost to be replaced; and  <50% existing utilization: parking space replacement may not be necessary. Note that the quantity of parking spaces replaced is not intended to entirely accommodate the existing parking demand. In other words, there is anticipated to be excess parking demand that may not be accommodated in the new lot. Therefore, when deciding upon the replacement strategy, Tillsonburg is recommended to collect new parking utilization data for the lot in question and the surrounding parking system within 150m. The available parking opportunities within close proximity should be determined to evaluate whether the excess demand from the replaced lot can be accommodated elsewhere. In the event the surrounding parking system is determined to not have sufficient capacity to accommodate the excess vehicles, the replacement parking lot’s capacity is recommended to be increased in a manner that targets an overall 85% utilization. Consideration is also recommended to be given to the area’s planned developments to ensure the parking supply remains sufficient in the foreseeable future. With this approach, the lower thresholds are taken as a starting point, the surrounding parking system’s utilization is investigated, and the replacement lot’s capacity is only increased if needed. By not providing excess parking supply, this approach supports the Official Plan objective of continuing to provide sufficient parking opportunities to meet the areas vehicular needs while promoting alternative modes of transportation. The parking space replacement criteria is in addition to the development’s parking requirement. Page 235 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 25 6 Tillsonburg Town Centre Mall Review 6.1 Existing Operational Issues This section reviews the vehicle, pedestrian, and transit operations in close proximity to the Tillsonburg’s Town Centre Mall. Following the project kick-off meeting on December 12, 2017, IBI Group and Tillsonburg staff completed a site walk-about with the intent of observing existing operational issues. The follow two hot spot locations were identified:  Location 1: The loading zone located near the mall’s front entrance (adjacent to Broadway); and  Location 2: The pedestrian crossing area located at the mall’s back entrance (Lot 7A) and the adjacent parking spaces:  The pedestrian crossing area is considered a high conflict area with pedestrian, passenger pick-up/drop-off, transit, and vehicular traffic activities all in close proximity.  The parking spaces adjacent to the Shoppers Drug Mart are perpendicular to the aisle which is often used as a roadway connecting Harvey Street and Bridge Street. The existing hot spot locations are illustrated in Exhibit 6-1. Exhibit 6-1: Tillsonburg Town Centre Mall Hot Spots Page 236 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 26 6.2 Proposed Operations The following uses are recommended to be accommodated by the two hot spot locations:  Transit stop,  Additional accessible parking,  Passenger pick-up and drop-off activities,  Taxi stand, and  Commercial loading zone. This section investigates proposed adjustments to existing Location 1 and 2 layout and operations intended on addressing the operational issues and finding optimal locations for each use. 6.2.1 Location 1: Town Centre Mall Front Entrance Broadway is the major arterial through the Downtown core with many immediately adjacent popular destinations, and is known to experience the largest pedestrian activity. In addition to the existing commercial loading zone, Location 1 is therefore considered an optimal location for a shared transit stop and passenger pick-up/drop-off zone. The four on-street parking spaces immediately north of the existing loading zone can be removed to accommodate the shared transit stop and passenger pick-up/drop-off zone. Based on the parking demand assessment, parking demand along Broadway between Bridge Street and Washington Grand Avenue is anticipated to peak at 18 of 28 spaces occupied (75% utilization). Therefore, no operational issues are anticipated with the removal of 4 on-street parking spaces. The proposed Location 1 concept is illustrated in Exhibit 6-2. Exhibit 6-2: Proposed Location 1 Concept Page 237 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 27 The proposed Location 1 adjustments are anticipated to be implemented without major infrastructure requirements. The transit stop would require signage and pavement paint. No additional infrastructure requirements are necessary with the exception of an optional transit shelter. Note that shared transit and passenger pick -up/drop-off activities are recommended to be operated in a manner that does not disrupt regular transit operations. In the event shared operations are determined to not be feasible, a transit stop is recommended to take priority. 6.2.2 Location 2: Town Centre Mall Back Entrance With Location 1 providing dedicated space for a transit stop, pick-up/drop-off activities and a commercial loading zone, Location 2 is recommended to provide space for a taxi stand and additional transit stop, passenger pickup/drop-off activities, and accessible parking. The following recommendations are proposed:  Remove the existing perpendicular parking spaces immediately adjacent to the Town Centre Mall to provide space for the taxi stand and a shared transit stop and passenger pick-up/drop-off zone. Note that shared transit and passenger pick - up/drop-off activities are recommended to be operated in a manner that does not disrupt regular passenger pick-up/drop-off activities. In the event shared operations are determined to not be feasible, the passenger pick -up/drop-off zone is recommended to take priority;  Orient the taxi stand and shared transit stop and passenger pick-up/drop-off zone to be parallel to the parking aisle rather than perpendicular;  Potentially implement an additional row of accessible parking spaces immediately east of the parking aisle now that the aisle has been shifted slightly westwards;  Relocate the existing southbound parking aisle stopbar upstream of the pedestrian crosswalk to prevent vehicles from stopping on the crosswalk;  Potentially convert Harvey Street to one-way southbound between the Lot 7A access and Ridout Street; and  With one way operations, additional curbside space would be gained on the south end of the existing commercial loading zone for additional taxi stands . Note that the existing commercial loading zone is intended to be retained, the additional taxi stand can be accommodated between the loading zone and the Harvey Street and Ridout Street intersection. The recommended Location 2 concept is illustrated in Exhibit 6-3. Page 238 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 28 Exhibit 6-3: Proposed Location 2 Concept Page 239 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 29 Exhibit 6-3 simply illustrates the proposed conceptual operations, and detailed design and dimensioning is required. Prior to implementing a design concept, Tillsonburg is recommended to consult the Town Centre Mall, Shoppers Drug Mart, and Staples. With the intent of improving pedestrian safety and Bridge Street crossing operations, Tillsonburg is recommended to consider installing either a signalized pedestrian crossing or flashing pedestrian crossover lights between Lots 6A and 7A. The crossing will improve pedestrian safety and increase the appeal of Lot 6A. 7 Accessible Parking and E-Vehicle Review Tillsonburg’s existing on- and off-street accessible parking supply is evaluated in this section. Additionally, the optimal locations for E-vehicle charging stations are evaluated. 7.1 Off-Street Accessible Parking With the intent of determining whether sufficient accessible parking spaces are provided, Tillsonburg’s accessible parking Zoning By-Law requirements are applied on the Downtown off - street parking system on a lot-by-lot basis. Tillsonburg’s off-street accessible parking requirements are consistent with those of Accessibility for Ontarians with Disability Act (AODA), and are as follows:  1 to 12 general parking spaces require 1 accessible space;  13 to 100 general parking spaces require 4% of total parking spaces are required to be accessible;  101 to 200 general parking spaces require 1 parking space plus 3% of total parking spaces are required to be accessible;  201 to 1000 general parking spaces require 2 parking spaces plus 2% of total parking spaces are required to be accessible; and  1001+ general parking spaces require 11 parking spaces plus 1% of total parking spaces are required to be accessible. The accessible parking provisions in Tillsonburg also specify that an even number of Type A and Type B accessible parking spaces must be provided with an extra Type B space pr ovided if an odd number of accessible parking spaces are required.  Type A: Minimum 3.4m width and minimum 5.5m length; and  Type B: Minimum 2.7m width and minimum 5.5m length. The accessible parking assessment results are summarized in Exhibit 7-1 with surpluses/ deficiencies noted. The suggested accessible parking space locations are based on assumed trip destinations and the Tillsonburg Central Area Design Study pedestrian circulation assessment. The suggested locations are recommended to be confirmed and finalized through discussions with the Accessible Advisory Committee (AAC). Exhibit 7-1: Off-street Accessible Parking Supply Assessment Parking Lot Supply Accessible Parking Supply Accessible Parking Requirement Surplus / Deficiency Suggested Location Page 240 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 30 Parking Lot Supply Accessible Parking Supply Accessible Parking Requirement Surplus / Deficiency Suggested Location Lot 1A 91 3 4 -1 Spaces closest to Town Centre Mall entrance Lot 2A 177 7 7 0 - Lot 3A 106 0 5 -5 North aisle adjacent to Ridout Street Lot 4A 48 0 2 -2 East aisle adjacent to Harvey Street Lot 5A 31 2 2 0 - Lot 6A 287 4 8 -4 North aisle closest to Canadian Tire entrance Lot 7A 243 8 7 1 - Lot 8A 97 0 4 -4 East aisle adjacent to Lisgar Avenue Lot 9A 115 2 5 -3 North aisle closes to the United Church’s entrance Lot 10A 54 0 3 -3 South aisle adjacent to Brock Street Lot 11A 23 2 1 1 - Lot 1B 63 2 3 -1 East aisle adjacent to Fox Alley closest to Library Lane Lot 2B 58 1 3 -2 Adjacent to existing accessible space Lot 3B 78 0 4 -4 Lot’s southeast corner Lot 4B 75 1 3 -2 North aisle closest to Around the Corner Variety Lot 5B 48 0 2 -2 South aisle closest to Fox Alley Lot 6B 53 0 3 -3 North aisle closest to Fox Alley Off-Street Total 1647 32 66 -34 - Based on the results presented in Exhibit 7-1, only Lots 2A, 5A, 7A, and 11A provide sufficient accessible parking to meet Tillsonburg’s Zoning By-law requirements. Overall, there is an accessible parking supply deficiency of 34 spaces across the Downtown parking system. As a minimum, Tillsonburg is recommended to implement accessible parking spaces that meet the Zoning By-law requirements. The future parking assessment accounts for the conversion of general parking spaces to accessible. Note that while Lot 6B is considered deficient 3 accessible parking spaces, 4 accessible parking spaces are provided within the Kelsey’s owned portion of the lot. Recognizing that accessible parking spaces are provided in the private portion while still providing additional opportunities in the municipally owned portion, Tillsonburg could convert 3 general parking spaces to 2 accessible spaces. Considering Tillsonburg’s higher than average elderly population, Tillsonburg could also consider exceeding the accessible parking space requirements in several strategically located parking lots. Lots 1A, 2A, 6A, and 7A are considered optimal candidates since they are located near popular destinations and all accessible parking spaces were at one point observed to b e fully utilized during the parking demand surveys. The suggested off-street accessible parking space locations are further illustrated in Exhibit 8-3. 7.2 On-Street Accessible Parking With respect to on-street parking, neither the Town of Tillsonburg Zoning Bylaws nor AODA dictates the number of accessible spaces needing to be provided. AODA simply requires the municipality to consult with its AAC when implementing on-street accessible spaces. On January 23, 2018, IBI Group attended a meeting with Tillsonburg’s AAC to determine existing issues and desired study outcomes. The following key meeting outcomes were noted: Page 241 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 31  Additional on-street accessible parking spaces are desired. Specific locations include Broadway between Ridout Street and Brock Street, Broadway between Washington Grand Avenue and Ridout Street, and Brock Street between Broadway and Bidwell Street;  A sidewalk curb ramp is requested for each on-street accessible parking space as individuals with accessible needs must travel on-street to the nearest intersection crosswalk to access the sidewalk;  The Broadway on-street accessible parking spaces at the end of the parking lane are known to experience snow clearing issues. These spaces are desired to be relocated to a midblock location;  Additional off-street accessible parking spaces are desired in Lots 1A and 7A. Section 7.1 further explores optimal locations of addition off-street accessible spaces; and  The accessible parking spaces adjacent to the Shoppers Drug Mart in Lot 7A are considered dangerous. Through discussions with Tillsonburg staff, this area was identified as a hot spot for vehicle, pedestrian, and transit operational issues and was further examined in Section 6. Section 8 further explores optimal on-street accessible parking space supply, location, and design. 7.3 E-Vehicle Review While not directly reducing travel or parking demand, electric vehicles, also called e-vehicles (EV), and e-bikes (EB) have no emissions compared to typical motorized vehicles. The lack of emissions can help support the broader sustainability and environmental goals by improving air quality in Downtown and across the Town. Through discussions with Town staff, IBI Group determined that Tillsonburg will be provided with two EV charging stations with the potential for additional stations. EV and EB parking and charging stations are optimally located in the Downtown areas that experience the highest parking demand and activity. This strategy maximizes the parking space’s utilization, and promotes more sustainable and environmentally friendly travel patterns. Through the parking demand surveys, IBI Group identified the off-street lots that operate near or at capacity, which are considered prime locations for EV and EB parking and charging stations . In an attempt to distribute the EV charging stations throughout the Downtown parking system, Tillsonburg is recommended to locate the first two charging stations in Lots 7A and 3B as illustrated in Exhibit 8-3. Of the lots operating above the 85% effective capacity threshold during the period of peak parking demand, Lots 7A and 3B are two the largest lots in terms of capacity, and located on opposite ends of the study area. This strategy allows Tillsonburg to place the two EV charging stations in highly occupied lots that are well distributed spatially within the Downtown system. Additionally, given their larger sizes, the loss of one general parking space is anticipated to have the smallest relative impact on operations. The recommended e-vehicle charging station locations should not preclude any existing stations. Through discussions with Tillsonburg staff, it was determined that the Town has received funding for a dual EV changing station in Lot 5B. In the event additional charging stations are procured, Lot 4A and the Broadway on-street parking spaces immediately adjacent to the Town Centre Mall are considered optimal candidates. These locations optimize the distribution of EV charging stations within the Downtown core while being located in areas experiencing high parking demand. Page 242 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 32 8 On-Street Accessible Parking Feasibility Review 8.1 Existing Parking Spaces Tillsonburg provides a variety of on-street parking spaces including angled parking spaces along Broadway and a mix of angled, perpendicular, and parallel parking spaces along various streets intersecting with Broadway. The feasibility review focuses on the angled parking spaces along Broadway as these spaces are considered premium spaces and are centrally located. 8.2 On-Street Parking Space Standards AODA provides best practice requirements for accessible friendly infrastructure. However, the regulation does not provide specific requirements for on-street parking. Therefore, a literature review was conducted to establish best practice design criteria suitable for Tillsonburg. The following guidelines were considered:  AODA (off-street);  City of London Facility Accessibility Design Standards, 2007 (COL FAD); and  Canadian Standards Association Barrier Free Design, 1996 (CSA BFD). COL FAD was consulted as it represented the largest municipality within close proximity to the Town of Tillsonburg. Although this standard included guidelines for on-street parallel and perpendicular parking spaces, it did not mention angular parking spaces. 8.3 Technical Criteria The reviewed on-street accessible parking space standards are presented in Exhibit 8-1. The criteria are sub-divided into two parking space types in accordance with AODA, Type A (Van Accessible parking space) and Type B (standard accessible parking space). The access aisle is required to provide users with sufficient space to enter and exit their vehicle comfortably, and the curb ramp provides immediate sidewalk access. Exhibit 8-1. On-street Accessible Parking Design Criteria I n g e n e r a l , t h e more conservative measurement is considered appropriate . As there are similarities between angled spaces and perpendicular spaces, the greater of those 2 values were chosen. A maximum of curb ramp slope of 1:10 was selected as this slope is consistent with AODA. The proposed on-street accessible parking space design is illustrated in Exhibit 8-2. AODA (Off- street) COL FAD CSA BFD Notes Proposed Type A, Van Accessible Parking space width 3.4m No information provided 3.1m 2.6m Perpendicular Parallel 3.4m Parking space length No information provided No information provided - 5.4m Perpendicular Parallel Maintain existing Type B, Car Accessible Parking space width 2.4m - 2.7m 3.9m 2.4m 2.4m 3.9m Angled Perpendicular Parallel 2.7m Parking space length No information provided - 5.5m 5.4m - - 5.5m Angled Perpendicular Parallel Maintain existing Access aisle width 1.5m 2.0m 1.5m - 2.0m Curb ramp slope 1:10 1:20 1:20 - 1:10 Page 243 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 33 Exhibit 8-2. Proposed Accessible On-Street Parking Design Currently, all accessible on-street parking spaces along Broadway are located at either the beginning or end of the angled parking lane. Tillsonburg is recommended to replace the existing configuration with the proposed configuration displayed in Exhibit 8-2. This strategy optimizes the access aisle as each aisle serves two accessible parking spaces rather than one. Additionally, drivers can strategically target either parking space depending on the vehicle side the person with accessible needs is sitting. Based on industry best practices and on public feedback, a curb ramp is recommended to be implemented for each pair of on-street accessible parking spaces. 8.4 Location & Supply of On-Street Accessible Parking Spaces An inventory of the existing on-street accessible parking spaces was collected to determine the optimal proposed locations. Tillsonburg is recommended to provide accessible on-street parking spaces along Broadway as outlined in Exhibit 8-3. With the intent of avoiding snow build up in the accessible parking spaces during the winter months, accessible parking spaces are recommended to be located midblock rather than at the end of the parking lane. Page 244 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 34 Exhibit 8-3 Proposed EV Charging Stations and Accessible Parking Spaces Page 245 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 35 With this strategy, 14 accessible on-street parking spaces would be provided along Broadway between Bridge Street to the north and Baldwin Street to the south, compared to the existing 5 spaces. This strategy would meet the Broadway on-street accessible parking requests discussed with the AAC. Note that due to dimensioning, 3 general parking spaces are anticipated to be lost for each accessible parking space pair (21 general parking spaces lost total). However, the 5 existing accessible on-street spaces can be replaced with general parking, resulting in a net loss of 16 general parking spaces. Considering the peak on-street parking demand observed along Broadway, no operational issues are anticipated from the parking supply loss. When evaluating the need for additional accessible on-street parking spaces, AODA recommends each municipality consult the local accessibility advisory committee (AAC). Prior to im plementing the recommend on-street accessibility parking spaces, Tillsonburg is recommended to consult the AAC to ensure the strategy meets the needs of Tillsonburg’s accessible needs community. To determine whether the proposed parking space concept can be accommodated by Broadway’s existing profile, a feasibility assessment was completed. AODA requirements for exterior paths of travel were compared to measured sidewalk and curb dimensions collected by Tillsonburg staff. AODA requires the following:  1.2m clearance between the curb ramp and the adjacent building; and  Maximum curb ramp slope of 1:10 where elevation is 75mm or greater and 200mm or less. Where curb elevation is greater than 200mm, a maximum curb ramp slope of 1:15 is permitted. The following Broadway sidewalk width and curb height measurements were collected: East Side  Bridge Street to Ridout Street – 4.0m sidewalk width and 0.15m curb height;  Ridout Street to Brock Street – 3.8m sidewalk width and 0.20m curb height; and  Brock Street to Baldwin Street – 3.8m sidewalk width and 0.20m curb height. West Side  Bridge Street to Ridout Street – 3.8m sidewalk width and 0.20m curb height;  Ridout Street to Brock Street – 3.8m sidewalk width and 0.20m curb height; and  Brock Street to Baldwin Street – 3.7m sidewalk width and 0.23m curb height. Based on the measured curb heights, the maximum curb ramp slope, and the 1.2m minimum clearance, the required sidewalk widths are as follows:  0.15m curb height: 2.7m sidewalk width required;  0.20m curb height: 3.2m sidewalk width required; and  0.23m curb height: 4.6m sidewalk width required. Therefore, when comparing the measured sidewalk widths to the required widths, all locations can accommodate the proposed concept with the exception of Broadway’s west side betwe en Brock Street and Baldwin Street. The existing sidewalk would need to be extended by approximately 1m or the curb height would need to be reduced by 0.03m . The proposed accessible parking space concept is illustrated in Exhibit 8-4. All field measurements are recommended to be confirmed before or during the detailed design stage. Page 246 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 36 Exhibit 8-4. Accessible Parking Space Concept Page 247 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 37 8.5 Cost Estimate To estimate the overall cost of each pair accessible parking spaces, IBI Group researched the costs associated with the following items: pavement paint stripping, curb cuts, new pavement paint, access aisle pavement markings, sign posts, tactile plates, and curb ramps. The resultant cost estimate is approximately $3,500 - $4,000 + HST per pair of accessible parking spaces. Considering the 7 pair of accessible parking spaces proposed, a total cost of $2 4,500 - $28,000 + HST is estimated. Note that this estimate assumes the existing sidewalk is wide enough to accommodate the curb ramp while maintaining the minimum 1.2m clearance between the ramp’s edge and the adjacent building. In the event this clearance requirement is not met, additional costs are anticipated for sidewalk widening or curb elevation reduction. 9 Conclusions and Recommendations Based on the study findings, the following conclusions and recommendations are drawn: Study Background  Tillsonburg has a strong policy planning framework to help guide parking related decisions. The overarching parking related policy is to continue providing sufficient parking opportunities to meet the demand while promoting alternative modes of transportation (cycling, transit, and walking). Existing Parking Supply and Demand  The municipal off-street parking supply consists of 1,647 parking spaces including 32 accessible spaces. In addition to off-street parking, 166 on-street parking spaces are provided along Broadway including 5 accessible spaces . Additional on-street parking opportunities are provided on various street intersecting with Broadway.  Parking demand was observed to peak at 1,207 vehicles (57%) during the weekday and 782 vehicles (43%) during the weekend. In general, parking demand was observed to increase during the morning, peak during the midday, and gradually decrease throughout the evening.  While sufficient parking opportunities are provided system wide, Lots 1A, 4A, 7A, 1B, 2B, and 3B were observed to operate near or at capacity during peak weekday operations. There are sufficient parking opportunities within an acceptable walking distance (300m) to accommodate any excess demand.  Recommendation: A parking supply expansion is not considered necessary.  If the publically accepted walking distance is reduced to 150m, sufficient pa rking opportunities are not provided near Lots 1B and 2B to accommodate any excess demand. Tillsonburg could consider implementing 2-3 “age friendly” parking spaces in Lots 1B and 2B reserved for senior citizens. Additionally, a few “family friendly” parking spaces could also be installed to provide priority parking for new families or expectant mothers.  The daily parking demand fluctuation assessment determined that the existing Downtown parking system can accommodate a 15% increase in parking demand without experiencing operational issues.  Recommendation: Additional parking surveys are not considered critical. Page 248 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 38  To promote the better distribution of parking demand within the Downtown core, Tillsonburg could consider the following parking management strategies:  Improved parking wayfinding;  Paid parking operations;  Parking time restrictions; and  Parking user restrictions. Future Parking Assessment  2028 future parking demand within the Downtown core is anticipated to be impacted by the following factors:  Parking demand growth due to population growth outside the Downtown core: 6.1% growth over 10 years;  Personal vehicle modal split reduction: 2% reduction over 10 years assumed;  New developments within the study area: parking demand increase of 11 vehicles; and  Parking supply changes: 13 parking spaces lost in Lot 6B.  Accessible parking conversion: 52 general off-street parking spaces are lost and 16 general on-street spaces are lost.  During the period of peak parking demand (weekday 11:00 AM – 12:00 PM), the following peak parking demand is projected:  Off-street: 961 vehicles (61% utilization);  On-street: 115 vehicles (77% utilization); and  System total: 1,076 vehicles (63% utilization).  While several off-street lots are projected to operate above the 85% effective capacity threshold, sufficient capacity remains available in nearby lots to accommodate the excess demand.  On-street parking along Broadway continues to operate below effective capacity.  Recommendation: The Downtown Tillsonburg parking system is considered sufficient to accommodate the projected 10 year parking demand and no increases in parking supply are considered necessary. In the event Tillsonburg were to consider a parking supply expansion, the most beneficial area would be in close proximity to Lots 1B and 2B.  The strategic redevelopment of existing municipal parking lot(s) appears to be supportable as long as a case by case assessment determines that the resultant parking supply is sufficient to accommodate the demand. Tillsonburg Town Centre Mall Review  Recommendation: Location 1 (Town Centre Mall front entrance) is considered an optimal location for a shared transit stop and passenger pick-up/drop-off zone in addition to the existing commercial loading zone.  Recommendation: Location 2 (Town Centre Mall back entrance) is recommended to provide space for a taxi stand, shared transit stop and passenger pickup/drop-off zone, and accessible parking. The following changes are proposed: Page 249 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 39  Remove the existing perpendicular parking spaces immediately adjacent to the Town Centre Mall to provide space for the taxi stand and a shared transit stop and passenger pick-up/drop-off zone;  Orient the taxi stand and shared transit stop and passenger pick -up/drop-off zone to be parallel to the parking aisle rather than perpendicular;  Potentially implement an additional row of accessible parking spaces immediately east of the parking aisle now that the aisle has been shifted slightly westwards;  Relocate the existing southbound parking aisle stopbar upstream of t he pedestrian crosswalk to prevent vehicles from stopping on the crosswalk;  Potentially convert Harvey Street to one-way southbound between the Lot 7A access and Ridout Street; and  With one way operations, additional curbside space would be gained on the south end of the existing commercial loading zone for additional taxi stands. Note that the existing commercial loading zone is intended to be maintained, the additional taxi stand can be accommodated between the loading zone and the Harvey Street and Ridout Street intersection. Accessible Parking and E-Vehicle Review  Overall, there is an accessible parking supply deficiency of 34 spaces across the Downtown off-street parking system. Only Lots 2A, 5A, 7A, and 11A provide sufficient accessible parking to meet Tillsonburg’s Zoning By-law requirements.  Recommendation: Implement accessible parking spaces that meet the Zoning By-law requirements. Tillsonburg could consider exceeding the accessible parking space requirements in several strategically located parking lots, including Lots 1A, 2A, 6A, and 7A.  With respect to accessible on-street parking along Broadway, several existing issues were determined through discussions with the AAC and Tillsonburg staff.  Recommendation: Through a literature review, an on-street accessible parking space design considered appropriate for Broadway was developed. A pair of accessible on-street parking spaces is recommended in 7 locations along Broadway between Bridge Street and Baldwin Street. A total cost of approximately $24,500 - $28,000 + HST is estimated. Note that to accommodate the proposed concept, the existing sidewalk would need to be extended by approximately 1m or the curb height would need to be reduced by 0.03m on the west side between Brock Street and Baldwin Street. Additional costs would be required.  Recommendation: Tillsonburg is recommended to locate the first two charging stations in Lots 7A and 3B. In the event additional charging stations are procured, Lot 4A and the Broadway on-street parking spaces immediately adjacent to the Town Centre Mall are considered optimal candidates. The proposed recommendations are divided into short term (1 – 2 years), medium term (3 – 5 years), and long term (5 – 10 years). The proposed implementation timetable is presented in Exhibit 9-1. Page 250 of 666 IBI GROUP FINAL REPORT DOWNTOWN PARKING AND ACCESSIBILITY STUDY Prepared for Town of Tillsonburg May 7, 2018 40 Exhibit 9-1: Implementation Timetable Recommendation 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 Implement parking management strategies (wayfinding, time restrictions, etc.) Implement transit stop and taxi stand near the Town Centre Mall front entrance Increase off-street accessible parking opportunities Redesign operations near the Town Centre Mall back entrance Replace existing Broadway on-street accessible parking with paired midblock spaces Implement E-vehicle charging stations in Lots 7A and 3B Consider adopting paid parking operations in strategic locations Page 251 of 666 Tillsonburg Trails Master Plan 2015 APRIL 22, 2015 Email rcox@tillsonburg.ca for comments Page 252 of 666 TILLSONBURG TRAILS MASTER PLAN Prepared by the Town of Tillsonburg Recreation, Culture, and Parks 2015 Page 253 of 666 Trails connect people, create experiences, and enrich lives. Page 254 of 666 INTRODUCTION TO THE MASTER PLAN TILLSONBURG TRAILS MASTER PLAN 20151 The purpose of this Master Plan is to guide the development of trails in Tillsonburg. It is meant to serve as a framework so that the expansion of the trails system is defined and in a clear direction. There is enough flexibility for adaptation to new opportunities over time, provided they are within the framework. The intent is that all relevant factors affecting the design and implementation of the trail system are considered within the document and accounted for during expansion. It also ensures that all growth builds upon existing facilities to enhance the functionality and aesthetic appeal of Tillsonburg’s trail system. 1 WHY BUILD TRAILS? BENEFITS OF TRAILS OBJECTIVES •Increased choices of transportation modes. •Further opportunities for active lifestyle. •Positive economic impacts realized through increased opportunities for retail encounters and tourism. •Increased social interaction and fostering of community partnerships. •Opportunity for residents to appreciate the natural environment. •Create functional trails which connect desired land uses. •Preserve environmentally sensitive areas. •Create easily maintainable trails. •Promote active and healthy lifestyles through education. •Develop end of trip facilities for social gathering. •Establish reasonably accessible trails for all abilities. Page 255 of 666 TILLSONBURG TRAILS MASTER PLAN 2015102 2 THE NEED FOR TRAILS ALTERNATIVE TRANSPORTATION Trails provide the opportunity for alternative modes of transportation. As the costs of owning cars and traffic congestion increase, residents are choosing to bicycle, walk, or use e-bikes (light electric powered vehicles). Providing these options lowers municipal infrastructure costs, and provides options for people who choose not to drive cars. Well connected trails ensure access to transportation opportunities for dis- abled and low-income persons, recent immigrants, youth and the elderly. • Recommendation: Provide the same levels of service for active transportation options as cars infrastructure to ensure equity amongst citizens. BETTER HEALTH Trails promote physical activity which can prevent many serious health conditions. A healthier community is a smaller burden on the healthcare system. Physical activity also promotes stress relief and wellness. Trails are accessible at a low, or no cost, and often an opportunity for individuals to choose an activity which they enjoy. Trails provide an opportunity for all persons regardless of ability, age, gender, cultural or socioeconomic status to enjoy physical activity. •See Appendix A to see summary of recommendations made by the Ministry of Health and Long Term Care. STRONG COMMUNITIES Trails can act as public meeting areas and allow for social encounters with neighbours. These social encounters create a sense of community and strengthen ties with neighbours. This may result in a higher sense of pride of the neighborhood, and keep the community safer as residents would be more aware of their neighbors. • Recommendation: Create opportunities for neighbour interaction through trails infrastructure and gathering spaces. Page 256 of 666 TILLSONBURG TRAILS MASTER PLAN 20153 ECONOMIC VALUE Tourism is a very important part of our local economy. Increased tourism leads to job creation and a positive effect on supporting local businesses. A current trend is that individuals and families are taking “stay-cations”; remaining closer to home and choosing to spend their leisure dollars within their own communities, provided attractive facilities and experiences are available at their doorstep. Trails may increase the property value of homes. Individuals and families looking to relocate may choose a community over another community, based on this amenity. Active transportation also reduces the load on major municipal infrastructure, requiring less maintenance, and leading to lower operating costs. Increased pedestrian and cyclist activities allow for increased retail encounters, furthering opportunities for retail transactions and economic activity. Competitive communities are choosing to focus their capital on improving active transportation infrastructure to attract the younger generation and new talent. Educated professionals often choose not to drive due to increasing costs of living, specifically home and automobile ownership. Millennials (ages 18-30) are also very mobile, often moving far distances and frequently switching work. This also makes automobile ownership less attractive, and demands local active transportation methods, and inter-regional public transit options. Improving the trail system in Tillsonburg, alongside changes in development patterns, may help in economic development and attract young talent into the town. • Recommendation: Create an interconnected trails system which connects to employment and retail areas in the shortest distance possible. PROTECTING NATURAL AREAS Trails allow people to explore the rich heritage of Tillsonburg, and experience the natural environment. Signage and informational posting provides a self guided tour to our community’s history while promoting physical activity. Trails assist in preserving our natural landscape by offering a safe and designed route for walking, hiking, jogging, cycling. Trails provide an opportunity to connect with the natural environment and explore our town using sustainable transportation. • Recommendation: Create trails to preserve the natural heritage where ever possible, and encourage residents to respect their environment through educational programs. Page 257 of 666 ========== = = = = ========== = = ========== = = = = ========= = = = = = == = ====== =========================== ================= =============================^_ ^_ MALL R D GOSHE N RD HIGHWAY 3 HIGHWAY 19 JACKSON S IDE RDHIGHWAY 5 9BELLMIL L S IDE RDBURWELL RDROKEBY SIDE RDNORFOLK COUNTY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEY RDNORFOLK COUN TY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1ST CONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATSO N MI L L R DBAYHAM NORFOLK BOUNDARY RDLAPLANTE RDKING CRES JAMES C R T ST LAD ISLAUS STVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BEST L I N E SOMERS RDAIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICK R D NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R D CRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVILLE R D L 1 8 4 6 0 1 - 184601 R 1 8 4 6 0 2 - 184994 L 2 0 4 6 2 3 - 204623 R 2 0 4 6 2 2 - 204998 L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 2 2 3 8 9 7 - 223897 R 2 2 3 8 9 8 - 224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234 L 2 2 3 5 3 1 - 223531 R 2 2 3 5 3 0 - 223894 L163901-163901 R163902-164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109 R 1 8 5 1 1 0 - 185372 L 263539-263539R 263540-263902 L 1 2 3 899-123899 R 1 2 3 898-124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259 R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 2 4 4 2 7 0 - 244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 2 4 4 4 7 7 - 244477R 2 4 4 4 7 8 - 244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001 R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001 R 2 0 5 0 0 2 - 205102 L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3-43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 TRAIL SYSTEMS TILLSONBURG TRAILS MASTER PLAN 20154 1 EXISTING TRAILS 1.Trans Canada Trail 2. McLaughlin Way 3. Trans Canada Trail (Participark) 4.Veteran’s Memorial Walkway 5. Borden Crescent 6. Carroll Trail 7. Cadman Park Trail N Natural Trail 1 2 3 4 6 5 7 Page 258 of 666 TILLSONBURG TRAILS MASTER PLAN 20155 EXISTING TRAILS CHARACTERISTICS 1. Participark 2. McLaughlin Way 3.Veteran’s Memorial Walkway 5. Borden Crescent 6. Carroll Trail 7. Cadman Park Concession Street west Behind Memorial Park adjacent to the Community Centre and Lake Lisgar, north/mid town Rolph Street at Bridge Street to Quarter Town Line and Baldwin Place. Borden Crescent off John Pound Road. South Tillsonburg. Throughout Tillsonburg Golf Course North of Concession Street, South of Otter Court. 1.5 + 2km 0.7km 3.6km 0.7km 5km 0.8km Part of Trans Canada Trail, flat terrain with limestone surface. Flat terrain with a limestone surface Flat terrain with a paved pathway on Veterans’ Walkway to Quarterline Road Multi - use, gently sloping terrain, granular surface, 3 meter trail width The major trail head located in Coronation Park scenic Featuring a 2.8 metre wide trail of limestone screenings and asphalt, in certain sections. Steep slopes. Looped trail featuring a flat granular terrain. Page 259 of 666 REGIONAL CONNECTIONS TILLSONBURG TRAILS MASTER PLAN 20156 1 SIGNIFICANT OXFORD COUNTY PROPOSED TRAIL LINKS FROM TILLSONBURG REGIONAL INTER-REGIONAL •Proposed off-road trail link from TransCanada trail at Cranberry Road to Ingersoll. •Proposed off-road TransCanads extension to Norwich. •Proposed on-road connection to Woodstock. •Various on-road connections to surrounding townships. •Proposed off-road TransCanads extension to Burford, ON. •Proposed off-road trail links from Tillsonburg to Aylmer. •Proposed off-road trail link from Tillsonburg to St. Thomas. •Proposed off-road trail to Waterford, ON. •On road connection to London, ON. •Various on-road connections to surrounding regions. Trails provide the opportunity to connect the various municipalities within the County of Oxford, and in surrounding counties. Creating high quality connections to regional trails is crucial to maintaining a strong regional presence. Currently cyclists and snowmobile users are frequent users of regional connections entering Tillsonburg. Operational changes and construction of new routes for cyclists and snowmobiles would strengthen regional connections. Increased regional and inter-regional interaction may foster social and economic growth. Businesses in Tillsonburg may benefit as these regional and inter- regional visitors purchase often food and beverage, gasoline, and/or items within town. Refer to the map on the next page to view he trails proposed by the Oxford County Trails Master Plan. Page 260 of 666 TILLSONBURG TRAILS MASTER PLAN 20157 Page 261 of 666 TRAILS ACCESSIBILITY TILLSONBURG TRAILS MASTER PLAN 20158 With an increasingly diverse population, the Town of Tillsonburg wishes to ensure that all residents have an equal opportunity to enjoy the trail system. The Recreation, Culture, and Parks department aims - through specific design and engineering standards - that every citizen has an equal opportunity to enjoy trails. This means making sure surfaces on trails are easy to walk on without tripping and easily maneuverable by wheelchair. It also means creating pathways that are easy to navigate for residents with vision impairments. Steep slopes and unsafe turns are to also be avoided, in order for citizens with mobility challenges to use trails with ease and comfort. These - along with other trail design standards - are so that everyone can enjoy the trails in Tillsonburg.This however does not mean the paving and regrading of naturalized trails. Many trails will be designed to respect the natural contours and setting that are in. These trails will not be advertised as accessible. Trails not designed for accessibility will have sign-age to indicate significant mobility challenges that may be present. Trails chosen to be accessible will be based on demand. 1 CHANGES TO OUR TRAILS SYSTEM RECOMMENDATIONS REQUIREMENTS •Review Transportation Association of Canada’s Guide and Integrated Accessibility Standards Regulation (AODA) part 4.1, Design of Public Spaces Standard. •Review sections on crosswalk guidelines and accessible pedestrian signals. •Review sections on maintenance. •Review accessible parking guidelines, and allow for the Participark parking lot to include barrier free parking. The goal of trail renovation and construction is to make trails reasonably accessible to all users. Existing and proposed trails must be in compliance with the Ontario Integrated Accessibility Standards Regulation (2014) part 4.1, Design of Public Spaces Standard by 2025. Trails must also be in compliance with Sections 80.8 and 80.1 of the Accessibility Standards for the Built Environment (Ontario Regulation 191/11 Part IV.I). Page 262 of 666 TILLSONBURG TRAILS MASTER PLAN 20159 PROPOSED RAISED EDGING ALONG VETERANS MEMORIAL TRAIL It is proposed that raised edging be implemented along Veterans Memorial walkway. This edging would provide aid to visually impaired persons navigating the trail. The edging is to be raised at 5 centimeters minimum to 7 centimeters maximum. The edging is to have patterned gaps, with gaps every 10 centimeters. These gaps are to be between 4-6 centimeters in length, to allow for adequate stormwater drainage. 10cm 4-6cm plan view 5-7cm cross-section 2 ACCESSIBILITY PROPOSALS Page 263 of 666 TILLSONBURG TRAILS MASTER PLAN 201510 ACCESSIBLE PEDESTRIAN CROSSWALKS •Add Accessible Pedestrian Signals, which emit an audible signal to indicate when crossing is permitted, and lit up to indicate to drivers that a crossing is requested. •Create bright textured surfaces along the edges of crosswaks to indicate a crosswalk is present. •Raise the surface of roadway crossings, to allow for seamless crossing between walkway and road crossing. To comply with AODA standards, the Town of Tillsonburg needs to implement accessible crosswalks along primary trails, which under this Master Plan claim to be accessible. Creating well indicated pedestrian crosswalks tells drivers that a person is requesting to cross. It also tells the person a trail and roadway intersection is present. Audible signals, bright and textured surfaces, better help the visually impaired. These would be best suited along roadways intersecting Veterans Memorial walkway. Audible pedestrian signal. www.uwo.ca Textured surface at crosswalk. www.uwo.ca Page 264 of 666 RISK MANAGEMENT TILLSONBURG TRAILS MASTER PLAN 201511 With increasing users of the trails in Tillsonburg, it has become more important to keep everyone safe. In this 2015 Master Plan, changes are proposed to maintenance plans, enforcement, trail design, and in addressing vandalism. 1 STRATEGIES VANDALISM To avoid liabilities involving vandalism, theft, or other related problems, efforts should be placed in identifying problem areas, and monitoring them. Designing trails with clear sight lines may also provide passive surveillance. Areas with excessive trash, graffiti, and hiding spots are often sites which foster vandalism activities. Trails that are well maintained and invested in, are also less likely to be vandalized as potential vandals recognize that the trail may be more highly regulated, and consequences for misbehavior may be greater. Section 2.1.2 of the The County of Oxford Trails Master Plan also suggests that the provision of hard infrastructure which is well maintained increases the perceived safety of trail users and deters crime. • It is recommended that Crime Prevention Through Environmental Design (CPTED) guidelines are consulted when modifying or constructing new trails. These guidelines aim to reduce crime through infrastructure which encourages and fosters natural surveillance. Page 265 of 666 TILLSONBURG TRAILS MASTER PLAN 201512 MAINTENANCE Maintenance activities on trails should be up to high standard. All monitoring activities and maintenance should have a written record, and photographic evidence on any major repairs that staff may deem as posing a public safety risk. If hazards are identified on trails, they should be contained with barriers and appropriate signage to deter ongoing trail users from interference until risk has been mitigated. Trails that are used frequently during the winter months, such as those connecting to major employment nodes and educational institutions, are to be maintained year round. Children and youth especially use unsafe and unmaintained trails to get to their schools, which is a concern to the Town. • It is recommended that for future consideration, the proposed trail at Quarter Town Line to Concession Street, parallel to Glendale High school, should also be maintained year round as a primary trail due to the high volume of use by Glendale students. • It is recommended that the TransCanada Trail at Participark, from Concession Street to Baldwin Street be converted to a primary trail which would be serviced all year around. • It is recommended that the Lake Lisgar Trail, including McLaughlan Way and Lake Lisgar Bridge, and part of the TransCanada Trail, be maintained year round due to their frequent usage. EDUCATION In order to demonstrate that the town is taking appropriate measures to mitigate risks of accidents, education programs are to be implemented. Educational programs provide residents of Tillsonburg with the tools to ensure they are safe on trails and within their capabilities. They can also provide information on right-of-ways, snowmobile safety on trails, and cycling safety. It is important however to not promote trails as safe, or potentially safer than other infrastructure for travel. All trail users should assess their own capabilities and risks associated with their choices. • It is recommended that safe trail education programs be implemented to inform trail users of their privileges and restrictions. • Implement programs and local schools. • Create brochures to hand out at local businesses. • Create educational page on the tri- seasonal town recreation brochure. Page 266 of 666 TILLSONBURG TRAILS MASTER PLAN 201513 SIGNAGE Along with educational programs, signage is key to ensuring Tillsonburg communicates trail user privileges and restrictions. Appropriate signage is also required to meet specific provincial requirements. The Ministry of Transportation defines cyclists as vehicles, thus a court can interpret a trail as a highway. Wherever cycling is permitted, appropriate measures must be taken to make sure the trail adheres to provincial and national highway standards. • It is recommended to place Ministry of Transportation approved signage along cycling routes to inform users of their legal boundaries while on trails. •Ensure the design of trails along cycling routes also meets applicable laws and regulations such as the Ontario Highway Traffic Act, and other bylaws applicable. ALL TERRAIN VEHICLE USE Though unpermitted, residents of the Town of Tillsonburg and regional users, use many of the trails to use their All Terrain Vehicles (ATVs). This is a significant risk due to high volume of pedestrian and cyclist traffic during the warmer months. It also poses a noise nuisance who wish to enjoy their outdoor property during the summer months. It is important for the Town of Tillsonburg to recognize this unpermitted use and implement appropriate the appropriate measures to mitigate this risk. Currently there is high ATV use along the TransCanada Trail past North Street, and the rail utility corridor connecting to Oxford County trails east and west of Town. • It is recommended to create neigh- bourhood watch programs and establish relationships with affected neighbour groups. • Discuss deterrence programs with the Ontario Provincial Police, espe- cially along the rail corridor north of Town. Page 267 of 666 THE TIERED TRAILS SYSTEM TILLSONBURG TRAILS MASTER PLAN 201514 PRIMARY TRAILS Primary trails are the most popular trails within our proposed trail system. Typically these trails are either asphalt, cement or a granular surface. The width of these trails typically accommodates many non-motorized users, and are most accessible. They are to be well lit, and include trails infrastructure such as garbage receptacles and bench seating. Primary trails in Tillsonburg also aim to be reasonably accessible for all users. They are to be maintained and beautified year-round. SECONDARY TRAILS Secondary trails will aim to accommodate as many non- motorized users as possible (in some instances snowmobile usage is excepted). Trails aim to be reasonably accessible, however grading in some areas as well as surface materials used may prove to be barriers on some sections of trail. Surface materials for off road trails will depend on the location and usage. Materials may include limestone screening, granular trails and wood chips / bark mulches. NATURAL TRAILS These trails will be developed following the topography of the landscape closely and therefore may not be fully accessible and the desired width. They are to preserve the natural character of the area, and are to minimize disturbance to surrounding wildlife. When creating natural trails, additional paving is not to be added. The natural surface is to act as the path, and debris is to be cleared. A two meter height clearance is to be maintained through regular trimming of vegetation. Width of the trail may vary, however it is recommended to be maintained at 2 meters. Page 268 of 666 TRAIL DESIGN GUIDELINES TILLSONBURG TRAILS MASTER PLAN 201515 These trails design guidelines provide recommendations to ensure consistency amongst trails and create an enhanced trails experience. Guidelines for: 1. Vegetation 2. Surface options 3. Trail shading 4. Slopes 5. Storm water management 6. Signage 7. Trails cross sections 1 VEGETATION IMPORTANCE RECOMMENDATIONS Vegetation alongside trails can play a crucial role in the user experience, and surrounding environmental management. With some trails being maintained year-round, de-icing agents such as salt may be used. Certain types of vegetation may be less affected by salt and other toxins, and may even filter out toxins to prevent leakage into sensitive environmental areas. Vegetation also enhances the trails experience, through creating a naturalized sense of place. •Place species which filter toxins and salts, specifically along primary trails and proposed primary trails. Seek assistance from the Long Point Conservation Authority to consult on horticulture information, and species selection. •Approach the Heritage, Beautification, and Cemeteries Committee to partner with the Recreation, Culture, and Parks Services Advisory Committee to decide upon appropriate vegetation for aesthetics and utilitarian purposes. Page 269 of 666 TILLSONBURG TRAILS MASTER PLAN 201516 SurfaceInitial CostMaintenanceFlood RiskActivities Suited ForFurther CommentsPermeable Brick PavementAsphaltWoodchip SurfaceNatural Soil SurfaceCompacted AggregatesGaps between bricks must be no more than 2cm to allow for wheelchair comfort.(AODA)Flood risk can be mitigated through permeable asphalt, but it is significantly more expensive. Should be avoided near water bodies and slopes, as sedimentation into streams and erosion is common.2SURFACE OPTIONSPage 270 of 666 TILLSONBURG TRAILS MASTER PLAN 201517 3 TRAIL SHADING IMPORTANCE RECOMMENDATIONS Providing shading on trails creates a cooler atmosphere during warmer summer days, and provides a more enjoyable user experience. Canopies of trees upon trails also creates an enclosed open space, which may be desirable in providing the perception of seclusion and immersion into the natural environment. Trees may also improve air quality, and provide aesthetic value. • It is recommended that sixty percent of a primary or secondary trail be provided shading from 10am to 6pm (peak hours). • Trees are to be staggered, and to allow specified shading within twenty years of being planted. • Natural trails are to be placed strategically to provide maximum shading. 60% of trailway must be shaded stagger trees for maximum shade trailway plan view Page 271 of 666 TILLSONBURG TRAILS MASTER PLAN 201518 4 SLOPES RECOMMENDATIONS • Primary trails must be compliant with AODA slope guidelines, and recommended to be complied on secondary type trails if topography permits. • Running slopes should be assessed on a case by case basis. Generally it is best practice to avoid slopes over 10%. It is also recommended to provide resting areas with a flat slope after any slopes exceeding 5%. • Maximum slope should also be indicated that the beginning of every trail to inform users of barrier they may encounter for safety purposes 5 TRAILS INFORMATION SIGNAGE IMPORTANCE RECOMMENDATIONS Way finding and information at trail heads is integral to a positive trail experience. Signs may be used for a variety of uses. Trailhead signage should include pictures of amenities available and a map of the route(s) available. Permissions for use of the trail will be listed as well contact information for maintenance requirements. Directional signage, as well as distance markers are important to planning routes. Historical and environmental awareness can be promoted within our trail systems promoting pride in our community and respect for our environment. • Provide information on whether trail is accessible according to AODA standards, and include maximum slope, maximum running slope, and any other challenges which may be present. • Include way finding markers along trails, especially along natural trails which may be unclear. These markers can also include facts and information about the surrounding wildlife or historical significance as an education piece. • Provide further wayfinding signs along roadways to indicate trail connections. Page 272 of 666 TILLSONBURG TRAILS MASTER PLAN 201519 6 MANAGING STORM WATER IMPORTANCE RECOMMENDATIONS To provide a great trails user experience within Tillsonburg, it is important to manage storm water along trails effectively. The majority of trails within Tillsonburg are located adjacent to slopes and low point elevations. Due to this, flooding is present on highly used trails, including the TransCanada Trail at Participark, Cadman park, and on some sections of the Carrol Trail. • Create infiltration trenches or grass swales along one side of trails at high flood areas. • Create a 2% cross-slope on asphalt trails where needed. • Avoid placing trails along low-point elevations. • Where trails are at low point elevations and at risk of ponding, create slopes along the sides. •Avoid salting during colder months, as the runoff during snow melt may result in over-salinated water which has the capacity to damage local eco-systems. • Route runoff water through grading to a localized storm water management pond, to encourage further biodiversity.Infiltration trench and buried culvert PROPOSED PARTICIPARK STORM WATER MANAGEMENT It is proposed that the TransCanada Trail routed through Participark be re- evaluated in terms of its storm water management features. Currently due to the trail being located on a low elevation point, and steep adjacent slopes, the trail is frequently flooded during precipitation events. It is proposed to create stone infiltration trenches along the trail, from Concession Street, to Baldwin Street. All future trails proposed are to also be fitted with infiltration trenches along the side facing the slopes. This will assist in reducing sedimentation into the stream, and allow for drier trails. Trenches near the steep slopes are also recommended to be dug, with stone infill. It is also recommended to keep the stream free of debris and logs to prevent overflow and erosion. The cross section of Participark on the next page illustrates the proposed change. Page 273 of 666 TILLSONBURG TRAILS MASTER PLAN 201520 Infiltration TrenchesStream free of debrisBioswale // Infiltreation Trench ExampleWater ru n- o ff in to i nfil t r a tion tr e n c h RaisedTrailwayPROPOSED PARTICIPARK STORM WATER MANAGEMENT CROSS SECTIONPage 274 of 666 TILLSONBURG TRAILS MASTER PLAN 201521 7 TRAILS CROSS SECTIONS IMPORTANCE RECOMMENDATIONS These cross-sections illustrate ideal conditions for trail development. Some areas of the trails may already exhibit these specifications. The most prominent change is the 1 meter vegetation strip between the sidewalk and vehicular roadway. Many sidewalks within town are pushed to the edge of the roadway. This causes problems during the winter as snowbanks are formed on top of sidewalks. Perceived pedestrian safety is also reduced due to the close proximity of pedestrian traffic to automobile traffic. In ideal conditions, a 1 meter vegetated buffer strip would provide the solution to winter maintenance and pedestrian safety concerns. • Wherever possible, provide a roadway and sidewalk buffer. • New developments should aim to have a 1 meter vegetated buffer between a walkway and roadway. • New developments should aim to create wide 1.5 meter pedestrain walkways along collector and arterial roads. 3 meter trail 2.5 meters1.5 meter sidewalk 2.5 meters1 meter vegetated stripvehicular roadway Primary and Secondary TrailsRoadway Connections vegetation Page 275 of 666 PROPOSED TRAILS TILLSONBURG TRAILS MASTER PLAN 201522 Proposed facilities are based upon perceived need and connectivity within the Town. The aim is to connect complimenting land uses, facilitate recreational experiences, and construct upon desire lines for a pleasant trail experience. Desire lines are gaps in vegetation illustrating frequently used pathways. These pathways indicate a lack of infrastructure provided for commonly traveled routes. This image displays a desire line along the Eastern portion of Concession Street, at Parkwood Drive. It indicates a lack of sidewalk provision where demand for one is visually present. Page 276 of 666 TILLSONBURG TRAILS MASTER PLAN 201523 1 WHO GOES WHERE? TRAIL USERS TRIP PURPOSE All trail users require different trail environments for their desired activity. Users include pedestrians, cyclists, motorized vehicle use encompassing All Terrain Vehicles (ATV) and snowmobiles, equestrian users, cross county skiers, and snowshoer’s. The primary users of the trails within Tillsonburg are pedestrians, followed by cyclists. Pedestrians walk, hike and jog through the trails, along with mobility assisted users. Cyclists primarily use the trails for recreational purposes, and less so for utilitarian commute. Though Tillsonburg would like to accommodate for motorized vehicle use, and equestrian use, due to the residential context, these modes of transport cannot be accommodated for. This is mainly due to noise, safety, odor, and maintenance concerns. Snowmobile use is exempted from this, for certain sections of trails. Two primary categories for trip purpose exist: recreational/sport, and utilitarian. The majority of trips made on the trails in Tillsonburg are recreational and sport based. Pedestrians and cyclists often stay within their local neighbourhoods, preferring to walk or cycle with no set destination, or to a local park. Snowmobilers will travel to further destinations, with their trip purpose still being as recreational or sport based. Utilitarian trips, especially for work commute, are not present. Residents prefer to use their automobile for their work commutes due to the lack of infrastructure provision and lack of regard to designing trails infrastructure for logistical land use connections. The vision for Tillsonburg is to move towards an environmentally and economically sustainable community. This is to be consistent with the province’s vision for Ontario. Shifting towards active transportation methods for utilitarian trips and away from cars, would improve environmental conditions through less greenhouse gas emissions, reduced toxins from cars, and various health benefits to residents (See Appendix A, Provincial Policy Statement). • With Tillsonburg’s employment being focused south of town, it is recommended to create arterial and collector trails connecting residential areas to major employment nodes. • It is recommended to review zoning within town to promote land use mix, to reduce distances from various destinations, to encourage active transportation. Page 277 of 666 TILLSONBURG TRAILS MASTER PLAN 201524 2 PROPOSED AND EXISTING TRAILS Existing N Proposed GOHIGHWAY 19ROKEBY SIDE RDNORFOLK COUN TY RD 3 0 LAPLANTE RDVIENNA RDYOUNG ST PRESSEY R D LBOT LINEBAYHAM DRELLIOTT RD PRESSEY R D PLANK LINE HIGHWAY 3 B R O A DW A Y S T CRANBERRY LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STJOHN POUND RD NORTH S T W BAYHAM TOWN L INE OXFORD S T HAWKINS R D BROWNSVILL E R D L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 1 6 3 9 0 1 - 163901 R 1 6 3 9 0 2 - 164202 L 1 4 3901-14 3901 R 1 4 3 9 0 2 - 144160 L 1 2 3 8 9 9 - 123899 R 1 2 3 8 9 8 - 124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 7-7R 6-90L 351971-351971R 351972-352136332425-332425R 332426-332560L 432293-432293R 432294-432426L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 4 3- 43 R 4 4- 60 L 2801-2801R 2800-3310L 412357-412357R 412356-412434L 332365-332365R 332366-332422L 432233-432233R 432232-432286L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 1 2 4 1 2 7-124127 R 1 2 4 1 2 6 - 124158 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 PRIMARY TRAIL Existing Proposed SECONDARY TRAIL Existing Proposed NATURAL TRAIL REGIONAL CONNECTION Existing Proposed Converted S M L S S M M M L M L L L S S M L PRIORITIZATION Short Term 1-5 yrs L M S Medium Term 5-15 yrs Long Term 15-30 yrs (due to need for property aquisition or use agreements) L L Page 278 of 666 TILLSONBURG TRAILS MASTER PLAN 201525 3 PROPOSED ROAD CONNECTIONS Proposed Road Connection Improvement N =========== = = = ====================== = = = = ========= = = = = = == = ====== =========================== ========== ======= =============================^_ ^_ MALL R D GOSHE N RD HIGHWAY 3 HIGHWAY 19 JACKSON S IDE RDHIGHWAY 5 9BEL L M ILL S IDE RDBURWELL RDROKEBY SIDE RDNORFOLK COUN TY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEYRDNORFOLK COUN TY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1ST CONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATSO N MI L L R DBAYHAM NORFOLK BOUNDARY RDLAPLANTE RDKING CRES JAMES C R T ST LAD ISLAUS S TVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BEST L I N E SOMERS RDAIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICK R D NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R DCRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVILLE R D L 1 8 4 6 0 1 - 184601R 1 8 4 6 0 2 - 184994L 2 0 4 6 2 3 - 204623R 2 0 4 6 2 2 - 204998L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 223897-223897R 223898-224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234L 2 2 3 5 3 1 - 223531 R 2 2 3 5 3 0 - 223894 L 163901-163901 R 163902-164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109R 1 8 5 1 1 0 - 185372L 263539-263539R 263540-263902 L 1 2 3 8 99-123899 R 1 2 3 8 98-124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 244270-244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 2 4 4 4 7 7 - 244477R 2 4 4 4 7 8 - 244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001R 2 0 5 0 0 2 - 205102L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3-43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 Page 279 of 666 TILLSONBURG TRAILS MASTER PLAN 201526 ========== = = = = ========== = =========== = = = = ========= = = = = = == = ====== =========================== ========== ======= =============================^_ ^_ MALL R D GOSHEN R D HIGHWAY 3 HIGHWAY 19 JACKS ON S IDE RDHIGHWAY 5 9BEL L M ILL S IDE RDBURWELL RDROKEBY SIDE RDNORFOLK COUN TY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEY RDNORFOLK COUNTY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1STCONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATSO N MI L L R DBAYHAM NOR FOLK BOUNDARY RDLAPLAN TE RDKING CRES JAMES C R T ST LAD IS LAUS S TVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BESTLINE SOMERS RD AIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICKRD NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R D CRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVIL L E R D L 1 8 4 6 0 1 - 184601 R 1 8 4 6 0 2 - 184994 L 2 0 4 6 2 3 - 204623 R 2 0 4 6 2 2 - 204998 L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 2 2 3 8 9 7 - 223897 R 2 2 3 8 9 8 - 224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234 L 2 2 3 5 3 1 - 223531 R 2 2 3 5 3 0 - 223894 L 1 6 3 9 0 1 - 163901 R 1 6 3 9 0 2 - 164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109R 1 8 5 1 1 0 - 185372L 263539-263539R 263540-263902 L 1 2 3 8 9 9 - 123899 R 1 2 3 8 9 8 - 124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 244270-244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 2 4 4 4 7 7 - 244477R 2 4 4 4 7 8 - 244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001 R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001R 2 0 5 0 0 2 - 205102L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3- 43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 4 POTENTIAL SNOWMOBILE TRAILS Existing Snowmobile Trail N Potential Snowmobile Trail FUTURE CONSIDERATIONS • The rail trail connection proposed currently running parallel to North street, is as a primary trail. Primary trails are to be maintained year round and cleared of snow. For this plan it is proposed that two trails be constructed parallel to each other on that connection, one as a pedestrian walkway, and the other for snowmobiles which would be maintained for that use. • The Simcoe street snowmobile connection currently existing is on private land. Should it be that a development proposal for that land is brought forth, the Town should consider alternatives for that route or negotiate easements into that property for snowmobile use. Page 280 of 666 TILLSONBURG TRAILS MASTER PLAN 201527 5 FULL TRAILS NETWORK Existing Snowmobile Trail N Potential Snowmobile Trail Proposed Road Connection Improvement Existing Proposed PRIMARY TRAIL Existing Proposed SECONDARY TRAIL Existing Proposed NATURAL TRAIL REGIONAL CONNECTION Existing Proposed========== = = = = ========== = = ========== = = = = ========= = = = = = == = ====== =========================== ================= =============================^_ ^_ MALL R D GOSHEN R D HIGHWAY 3 HIGHWAY 19 JACKSON S IDE RDHIGHWAY 5 9BELL M IL L S IDE RDBURWELL RDROKEBY SIDE RDNORFO LK COUN TY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEY RDNORFO LK COUN TY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1ST CONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATSO N MI L L R DBAYHAM NOR FO LK BOUNDARY RD LAP LAN TE RDKING CRES JAMES C R T ST LAD IS LAUS S TVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BEST L I N E SOMERS RD AIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICK R D NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R D CRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVILL E R D L 1 8 4 6 0 1 - 184601 R 1 8 4 6 0 2 - 184994 L 2 0 4 6 2 3 - 204623 R 2 0 4 6 2 2 - 204998 L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 2 2 3 8 9 7 - 223897 R 2 2 3 8 9 8 - 224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234 L 2 2 3 5 3 1 - 223531 R 2 2 3 5 3 0 - 223894 L 1 6 3 9 0 1 - 163901 R 1 6 3 9 0 2 - 164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109 R 1 8 5 1 1 0 - 185372L 263539-263539R 263540-263902 L 1 2 3 8 9 9 - 123899 R 1 2 3 8 9 8 - 124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 244270-244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 2 4 4 4 7 7 - 244477R 2 4 4 4 7 8 - 244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001 R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001R 2 0 5 0 0 2 - 205102L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3- 43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 Page 281 of 666 TILLSONBURG TRAILS MASTER PLAN 201528 6 PROPOSED PRIMARY TRAIL CONVERSION PARTICIPARK AND LAKE LISGAR TRAILS Currently the only trail which is serviced year round is the Veterans Memorial Trail. This trail features lighting and various seating opportunities. It is also graded evenly for easy access by all abilities. It is proposed to extend this primary trail network to the TransCanada Trail at Participark, and to the trails surrounding Lake Lisgar (McLaughlan Way, Lake Lisgar Bridge, and future proposed). This means fixing grading issues, providing more seating opportunities, adding lighting, and potentially paving the trail based on perceived demand. This would be consistent with the goals of the County of Oxford Trails Master Plan to create connectivity and connect land uses. It would provide a more legitimate North South connection, and would pave way for future consideration in expanding the primary trails network. Participark entrance Lake Lisgar Boardwalk Page 282 of 666 START AND END OF TRIP FACILITIES TILLSONBURG TRAILS MASTER PLAN 201529 Start and end of trip facilities act as gateways into trails and allow for gathering. They can enhance the trails experience through providing high quality open spaces and seating opportunities. This Master Plan aims to improve existing trailheads, and introduce parkettes into the trails system. These parkettes are intended to act as places for the people of Tillsonburg to meet and socialize. 1 PARKETTES WHAT ARE THEY? Within this Master Plan, parkettes are separated into minor and major. Minor parkettes are small seating areas alongside trails surrounded by manicured vegetation. Major parkettes have wide entrances, multiple seating opportunities, a paved gathering area, manicured vegetation, and potentially a community artistic feature. They are to act as a gateway, and an attractive feature where residents are encouraged and socialize. Trails with higher pedestrian traffic may incorporate more vegetation and seating opportunities. With these parkettes, wide crosswalks are also recommended. Minor Parkette Google Maps: Jackson Park, Windsor, ON Page 283 of 666 TILLSONBURG TRAILS MASTER PLAN 201530 Minor Parkette=========== = = = ====================== = = = = ========= = = = = = == = ====== =========================== ================= =============================^_ ^_ MALL R D GOSHE N RD HIGHWAY 3 HIGHWAY 19 JACKSON S IDE RDHIGHWAY 5 9BELL M ILL S IDE RDBURWELL RDROKEBY SIDE RDNORFOLK COUNTY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEY RDNORFOLK COUN TY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1ST CONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATSO N MI L L R DBAYHAM NORFOLK BOUNDARY RDLAPLANTE RDKING CRES JAMES C R T ST LAD IS LAUS STVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BEST L I N E SOMERS RDAIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICK R D NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R DCRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVIL L E RD L 1 8 4 6 0 1 - 184601R 1 8 4 6 0 2 - 184994L 2 0 4 6 2 3 - 204623R 2 0 4 6 2 2 - 204998L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 223897-223897R 223898-224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3 8 9 9 - 203899 R 2 0 3 8 9 8 - 204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234L 223531-223531R 2 2 3 5 3 0 -223894 L 1 6 3 9 0 1 - 163901 R 1 6 3 9 0 2 - 164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109R 1 8 5 1 1 0 - 185372L 263539-263539R 263540-263902 L 1 2 3 8 9 9 - 123899 R 1 2 3 8 9 8 - 124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 244270-244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 244477-244477R 244478-244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001R 2 0 5 0 0 2 - 205102L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3- 43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 2 PROPOSED PARKETTES Minor Parkette N Major Parkette Page 284 of 666 TILLSONBURG TRAILS MASTER PLAN 201531 3 TRAILHEADS IMPROVEMENTS AND ADDITIONS Trailheads are similar to parkettes in that they act as gateways, however they provide additional facilities. Trail- heads commonly include: • Bathrooms • Trail information • Water drinking fountains • General information • Garbage receptacles • Seating opportunities • Covered shelter area • Children’s playground • Lighting • Car parking Currently trailheads at Participark and Lake Lisgar are present. They however lack some of the facilities listed above. New opportunities for constructing trailheads are also present along with the proposed trails system. Keeping parking limited at trailheads encourages active transportation methods. This is consistent with the County of Oxford and Provincial goals (see Appendix A). Currently the Trail- heads in Tillsonburg feature gravel based parking lots. With Tillsonburg’s sloping terrain and various water bodies, much of this gravel is entering these local water bodies through rain runoff. Recommendations: • Create stormwater managment systems on existing and future trailhead parking. • Minimize car parking expansion. • Place bicycle parking shelters. • Introduce permanent bathroom facilities. • Create more seating opportunities at existing trailheads, including sheltered areas. • Introduce drinking water fountains. • Beautify trailheads with vegetation and public ar t features. • Explore the feasibility of a trailhead at Veterans Memorial walkway, near Broadway Street. Veterans Memorial walkway would be an ideal area for a trailhead due to the Central Business Area link, and increasing population in the western portion of Tillsonburg, and new school being constructed on Quarter Town Line. Page 285 of 666 ROADWAY CROSSING IMPROVEMENT PROPOSALS TILLSONBURG TRAILS MASTER PLAN 201532 When connecting trails through a roadway crossing, it is important to consider user safety and mode conflicts. Trail crossings should aim to have the least distance between one end to the other. This can be achieved through roadway narrowing at the point of intersection, which encourage drivers to reduce car speeds, and reduce travel distances for trail users. Clearly marked roadway signs are also recommended to be also placed, with zebra crossing on the asphalt. Pedestrian refuge islands and raised surfaces may also be implemented in combination where there may be a higher potential for modal conflict. As mentioned in previous sections, adding accessible pedestrian signals and textured, brightly coloured surfaces at crossings, is also recommended. 1 PARTICIPARK CROSSING Crosswalk concept, which would connect a proposed Glendale trail to the Participark trailhead. Page 286 of 666 TILLSONBURG TRAILS MASTER PLAN 201533 TransCanada Trail at Concession Street (Participark) crossing concept. This concept ensures there is continuity between trails which would provide a safer and enhanced trail experience. It should be ensured that trail crossings are at a minimum distance. On-road crossing with specified crosswalk laneHardtop concrete pathCrossing Concept in conjunction with proposed trail passing Glendale Highschool.Page 287 of 666 TILLSONBURG TRAILS MASTER PLAN 201534 2 PROPOSED CROSSING AT QUARTER TOWN LINE AND VETERANS MEMORIAL WALKWAY Raised crossing with walk path at same grade as sidewalk. Additional signage to be added to ensure vehicular traffic is alerted of raised surface. Width of crosswalk to be at congruent with trail width. 3 PROPOSED CROSSING AT ROLPH STREET AND VETERANS MEMORIAL WALKWAY It is proposed to create an indicated crosswalk at Rolph Street, crossing on to Veterans Memorial Trail. In conjunction with the proposed major parkette, the trail is to be realigned to create the shortest possible crosswalk distance. Due the the high frequency of vehicular and pedestrian traffic, pedestrian to motor-vehicle conflicts are likely. A study is recommended to be conducted to determine motor-vehicle speeds, to determine the need for a raised crosswalk, or other traffic calming devices. Page 288 of 666 TILLSONBURG TRAILS MASTER PLAN 201535 4 PROPOSED CROSSINGS Proposed Crossing Addition/ Improvement N =========== = = = ====================== = = = = ========= = = = = = == = ====== =========================== ================= =============================^_ ^_ MALL R D GOSHEN RD HIGHWAY 3 HIGHWAY 19 JACKSON S IDE RDHIGHWAY 5 9BELLMILL S IDE RDBURWELL RDROKEBY SIDE RDNORFOLK COUN TY RD 3 0 COLONEL TALBOT RDPLOWMAN'S LINE2ND CONCESSION RD NTRHAWLEY RDNORFOLK COUN TY RD 1 3 BYERLAY S IDE RD SIMC O E S T NORTH S T MAIN S T O F C O U R T L A N D 1ST CONCESSION RD STR ADAMS S T TALBOT ST QUEEN S T WATS O N MI L L R DBAYHAM NOR FOLK BOUNDARY RDLAPLANTE RDKING CRES JAMES C R T ST LAD IS LAUS S TVIENNA RD JANE S T STEAM S TYOUNG ST JACKSON S IDE RD MAIN S T O F C O U R T L A N D HAWLEY RDPLOWMAN'S LINE2ND CONCESSION RD NTR PRESSEY R D TALBOT LINE BEST L I N E BAYHAM DR GREEN L I N E CARSON L I N ECULLODEN RDSOMERS RDELLIOTT RDBARZO RDMURRAY RDGEORGE STHENRY ST BEST L I N E SOMERS RDAIRPORT RD NINTH R DDEREHAM LINE OSTRANDER R D MALL R D PRESSEY R D OXFORD 13ZENDA LINEPROUSE RD PLANK LINE KESWICK R D NEW R D POTTERS R D HAWKINS R D CORNELL RD MILLDALE R D HIGHWAY 3 B R O A DW A Y S T OTTERVILLE R DCRANBERRY LINE BROWNSVIL L E R D CULLODEN LINEQUARTER TOWN LINETILLSON AVE NORTH S T E VIENNA RD SIMC O E S T BALDWIN STUNION LINEMAIN S T E JOHN POUND RD NEIDERT L I N E ROCK'S MILLS LINEMIDDLETOWN LINE NORTH S T WDUFFY LINEBAYHAM TOWN L INE WEST ST SOATMAN LINE OXFORD S T WEST ST NWATER STCHURCH ST HAWKINS R D KESWICK R D OTTERVILLE R D BROWNSVIL L E R D L 1 8 4 6 0 1 - 184601R 1 8 4 6 0 2 - 184994L 2 0 4 6 2 3 - 204623R 2 0 4 6 2 2 - 204998L 2 4 4 6 3 5 - 244635R 2 4 4 6 3 4 - 244998L 243905-243905R 243904-244268 L 1 4 3 5 3 9 - 143539 R 1 4 3 5 3 8 - 143898 L 1 2 3 5 3 5 - 123535 R 1 2 3 5 3 6 - 123896 L 223897-223897R 223898-224256 L 1 6 3 5 4 1 - 163541 R 1 6 3 5 4 2 - 163898 L 2 0 3899-203899 R 2 03898-204254 L 2 2 4 6 2 5 - 224625R 2 2 4 6 2 6 - 224960 L 2 0 3 5 3 3 - 203533 R 2 0 3 5 3 2 - 203896 L 263905-263905R 263904-264234L 223531-223531R 223530-223894 L 1 6 3 9 0 1 - 163901 R 1 6 3 9 0 2 - 164202 L 243539-243539R 243538-243902 L 1 4 3 9 0 1 - 143901 R 1 4 3 9 0 2 - 144160 L 2 2 5 0 9 9 - 225099R 2 2 5 1 0 0 - 225370 L 2 0 5 1 0 5 - 205105R 2 0 5 1 0 4 - 205366 L 1 8 5 1 0 9 - 185109R 1 8 5 1 1 0 - 185372L 263539-263539R 263540-263902 L 1 2 3 8 9 9 - 123899 R 1 2 3 8 9 8 - 124124 L 2 0 4 2 5 7 - 204257 R 2 0 4 2 5 8 - 204464 L 2 2 4 2 5 9 - 224259R 2 2 4 2 6 0 - 224464 L 1 6 4 7 9 5 - 1 6 4 7 9 5 R 1 6 4 7 9 4 - 164998 L 244271-244271R 244270-244474 L 1 4 4 7 9 7 - 144797 R 1 4 4 7 9 8 - 144998 L 1 4 5 0 1 7 - 145017 R 1 4 5 0 1 8 - 145218 L 1 2 5 0 0 1 - 125001 R 1 2 5 0 0 2 - 125196L 7-7R 6-90L 1 4 4 6 0 9 - 144609 R 1 4 4 6 1 0 - 144794 L 1 6 4 6 2 7 - 164627 R 1 6 4 6 2 6 - 164792 L 351971-351971R 351972-352136L 591957-591957R 591956-592122L 312603-312603R 312602-312764L 612115-612115R 612114-612282L 332563-332563R 332564-332724L 432591-432591R 432590-432748L 412575-412575R 412576-412734L 592125-592125R 592124-592282L 532091-532091R 532090-532248L 4 3 0 - 430R 4 2 7 - 539L 2 2 4 4 6 7 - 224467R 2 2 4 4 6 8 - 224622L 244477-244477R 244478-244632 L 432441-432441R 432440-432588L 292109-292109R 292110-292256L 312767-312767R 312768-312912L 312463-312463R 312462-312600L 312297-312297R 312296-312432L 412437-412437R 412438-412572L 332425-332425R 332426-332560L 291975-291975R 291974-292106L 311975-311975R 311976-312106L 432293-432293R 432294-432426L 312145-312145R 312146-312276L 592613-592613R 592612-592734L 1 8 5 0 0 1 - 185001R 1 8 5 0 0 2 - 185106 L 1 6 4 5 2 5 - 164525 R 1 6 4 5 2 6 - 164628 L 2 0 5 0 0 1 - 205001R 2 0 5 0 0 2 - 205102L 332785-332785R 332784-332884 L 592435-592435R 592434-592532L 1 6 5 2 2 1 - 165221 R 1 6 5 2 2 2 - 165370 L 4 3- 43 R 4 4- 60 L 1 2 4 6 7 9 - 124679 R 1 2 4 6 8 0 - 124766 L 592285-592285R 592286-592372L 712587-712587R 712586-712746L 2801-2801R 2800-3310L 372815-372815R 372814-372910L 1 2 4 9 1 7 - 124917 R 1 2 4 9 1 8 - 124998 L 652111-652111R 652112-652192L 1 4 5 2 2 1 - 145221 R 1 4 5 2 2 0 - 145370L 412357-412357R 412356-412434L 432751-432751R 432752-432910L 4-4R 3-19L 1 2 5 1 9 9 - 125199 R 1 2 5 2 0 0 - 125372L 712425-712425R 712426-712584L 1 2 4 8 4 9 - 1 2 4 8 4 9 R 1 2 4 8 4 8 - 124914 L 1 2 4 7 6 9 - 124769 R 1 2 4 7 7 0 - 124834L 312915-312915R 312914-313070L 1 2 3 1 6 7 - 123167 R 1 2 3 1 6 6 - 123532 L 332365-332365R 332366-332422L 332727-332727R 332726-332782L 432233-432233R 432232-432286L 632373-632373R 632372-632426L 592381-592381R 592382-592432L 1 4 4 1 6 3 - 144163 R 1 4 4 1 6 4 - 144212 L 33-33R 30-30R 8-8L 1 4 3 1 6 9 - 143169 R 1 4 3 1 7 0 - 143536L 312109-312109R 312110-312142L 1 2 4 1 2 7 - 124127 R 1 2 4 1 2 6 - 124158 L 19-27L 312435-312435R 312436-312460L 1 2 - 12 R 9 - 9 L 3 3 2 3 4 1 - 3 3 2 3 4 1 R 3 3 2 3 4 0 - 3 3 2 3 6 2 L 1 2 - 12 R 1 5 - 15 L 1 2 4 6 2 1 - 12462 1 R 1 2 4 6 2 0 - 12463 8L 312279-312279R 312280-312294 L 1 4 5 0 0 1 - 145001 R 1 4 5 0 0 2 - 145014 L 1 2 4 8 3 7 - 124837 R 1 2 4 8 3 6 - 124846L 432429-432429R 432428-432438L 6 3 - 65 3 3 3 19 19 19 19 19 Tillsonburg Street Map and Surrounding Areas Legend ^_Fire Stations =Streets Railroad Water Course Water Bodies Fire Response Zone ³ 0.5 0 0.50.25 Kilometers 1:16,000 Data sets have been provided by the MOH, Oxford County and Norfok County. Accuracy of these datasets cannot be verified.Map created Oct. 2007 Page 289 of 666 IMPLEMENTATION TILLSONBURG TRAILS MASTER PLAN 201536 The Town of Tillsonburg’s Trails Master Plan update amends the 2008 Trails Master Plan, and is to serve as a guide for the development of future trails and cycling facilities within Town. The goals and implementation strategy is to serve as an overarching strategic guide to serve the phasing process. Specific strategies are at the discretion of the Recreation, Culture, and Parks department. Many of the recommendations made are on-going and will take many years to implement. As such, the next Trails Master Plan update in 2020 as scheduled, is to reassess these recommendations and make adjustments as necessary. 6 ROLES OF THE TOWN STRUCTURED RESPONSIBILITIES Creating a structure of responsibilities ensures minimal obstacles in communication. This optimizes the flow of information which is vital to ensuring that the decision making process is well managed and relevant. The proposed reporting structure ensures a coordinated approach to trails development, and creates an organized environment to create legitimacy in trails development. Collaboration in trails development is key to implementation of the Trails Master Plan. Trails implementation is to be led by the Recreation, Culture, and Parks Department, with the Operations Department, Development and Communications department, Oxford County Planning department, and the Friends of Trails Advisory Committee, to serve as key resources. Page 290 of 666 TILLSONBURG TRAILS MASTER PLAN 201537 Development and Communica-tions+ Oxford County Planning OperationsProposed Actiive Transpor-taion Advisory CommitteeRecreation, Culture, and ParksEnsuring future private developments create provision for ideal trail types and roadway connections.Ensuring developments provide moderate density to allow for active transportation to be a feasible transportation mode. Creating a land use mix, discouraging large Euclidean zoning blocks. Cooperating with Friends of Trails in creating education and active transportation encouragement marketing programs.Facilitate the implementation of the Trails Master Plan and coordinating all responsible parties. Providing updates to Council and stakeholders. Updating and evaluating the Trails Master Plan. Responsible for all maintenance of trails facilities. Responsible for construction of trails and trails facilities. Supporting Friends of TrailsAdvisory Committee. Encourage trails development, and provide public education. Responsible for coordinating special event days. Responsible for initiating partnership programs.Other roles and responsibilities as delegated consistent with the goals of the Trails Master Plan. Cooperating with the Friends of Trails Advisory Committee for “pop up bicycle lane” special event days. Cooperating with Development and Communications to ensure new roads development have ideal sidewalk, road connection trails infrastructure. Identifying areas to widen sidewalks wherever possible, and pave areas indicated for road improvements, with asphalt. Page 291 of 666 TILLSONBURG TRAILS MASTER PLAN 201538 Short term goals (1-2 years)Intermediate goals (2-5 years)Long term goals (5-10 years)Participark conversion from secondary trail to primary trail; formalize pedestrian pathway from Lake Lisgar Bridge; add proposed stormwater managment features.TransCanada Trail to accommodate snowmobile users where proposed on existing trails.Constructing proposed parkettes on Veterans Memorial Trail at Howe AveImprove proposed crossings at North Street and TransCanada Trail.Constructing proposed Rolph Street/Veterans Memorial Parkette and realignment of trail, with proposed crossing improvement.Roadway connection improvements as road construction and maintenance is undergone. Prepare concepts for Glendale trail connecting Quarter Town Road and Concession Street. Complete construction of Glendale trail connecting Quarter Town Road and Concession Street. Primary trail type.Complete construction of Lake Lisgar trails. Primary trail type, with board-walk pieces. Conceptualize and construct trail connecting Concession Street to Oxford Road, and further on to the Carrol Trail. Secondary trail type.Crossing improvements to proposed trails are to be constructed when determined feasibleComplete Participark Trail roadway extension from Washington Grand Ave. to Broadway Ave.Complete Carrol Trail extension south, cooperate with private land owners and the Long Point Conservation Authority, to connect with informal trails past town boundaries. Natural trail type.Complete North Street trails west of Quarter Town Line. Secondary trail type. Complete and formalize rail trail line parallel to North Street. Secondary trail type. Complete Participark Loop trail. Secondary trail type.Complete all major and minor parkettes remaining. Complete Quarter Town Line to John Pound Road trail. Secondary trail type.Create partnership with Long Point Conservation Authority and Glendale Highschool to create trails support program. Create an ”active transportation” committee to facilitate trails management and promotion. Page 292 of 666 TILLSONBURG TRAILS MASTER PLAN 201539 FUTURE CONSIDERATION FOR BROADWAY STREET With Broadway Street being a major pedestrian zone within the town, it is recommended to improve pedestrian infrastructure and the pedestrian experience. Currently with the wide roadway, motorvehicle traffic is traveling at speeds unsafe for a high pedestrian zone. Trucking traffic being routed through Broadway increases the opportunities for pedestrian and motorvehicle conflicts, as well as detracting from the pedestrian experience. It is recommended a study be initiated to assess the feasibility of Broadway street be narrowed, grade separated bicycle infrastructure to be implemented, sidewalks to be widened, and trucking traffic to be rerouted. Inspiration can be drawn from such towns in the United States, as Ithica, NY and Charlottesville, VA. Downtown area, Charlottesville, VA. Large pedestrian seating and walkway area. www.charlottesville.com Downtown area, Ithica, NY. Large pedestrian sidewalk. www.visitithica.com Page 293 of 666 TILLSONBURG TRAILS MASTER PLAN 201540 COMMUNITY PLANNING AND DESIGNThe design of a community influences the transportation choices an individual makes. It can determine whether residents engage in active transportation infrastructure use, including trails, sidewalks, and bicycle lanes. The report “Shaping Active Healthy Communities” by the Heart and Stroke Foundation, provides a built environment toolkit which provides guidelines to designing communities which promote active forms of transportation. The layout and zoning mix of communities can significantly affect economic development, health, safety, and social interaction of residents. Generally speaking, the vision for transportation planning must change from motorvehicle priority, to cyclist and pedestrian priority. Mixed uses.Incorporating employment, retail, and recreational zones within a residential community decreases the distance between peoples residences and their destinations. This makes it more likely that they will choose an active transportation mode to their desired destination. High density development.Higher density developments reduce the distances between residences and desired destinations, such as employment and retail. Local businesses benefit as there are increased retail encounters. School locations.Children and youth are often the highest user groups of trails and sidewalk infrastructure. Placing schools and complimenting infrastructure reduces distances between destinations, and increases user safety. Attractive streetscapes. Improving the aesthetics of a streetscape can make the pedestrian and cycling experience more pleasurable. Adding vegetation, widening sidewalks, creating wide separation from roadways, are some strategies to improve the experience. Attracting more pedestrians may also reduce some crime through more “eyes on the street” (CPTED). Street design.Designing streets to be narrower to reduce motorvehicle speeds, implementing grade separated cycling lanes, traffic calming measures, parallel parking, wide sidewalks, are all measures to increase the number of pedestrians and cyclists. Recreational facilities.Increasing the number and quality of recreational facilities is vital to ensuring there are nodal recreational destinations. Page 294 of 666 EDUCATION AND PARTNERSHIPS TILLSONBURG TRAILS MASTER PLAN 201541 Awareness of trails within town is key in encouraging users to experience these recreational opportunities. The Oxford County Trails Council is an established group of representatives from throughout Oxford County committed to promotion and development of trails. New initiatives within Tillsonburg should be reported to this Council for inclusion in media and special events. Civic Corner within our local newspaper is another vehicle for monthly promotion and potential articles featuring trails. The Community Services Guide to Recreation and Leisure Services is delivered to several thousand residents of Tillsonburg and is available at the Community Centre and other municipal buildings. This guide is ideal to offer seasonal trail opportunities as well as advertise special event days. It is important to maintain a strong online presence, through utilizing social media venues, paid online promotion, and on a main website communicating key route information. Promoting awareness of the importance and availability of trails in our community will lead to greater community involvement in trail development (phasing process). Public education is important in ensuring that the community is informed of permitted trail uses to preserve the individuals trail experience (ie: dogs on leashes at all times etc.). 1 FRIENDS OF TRAILS Trails within town will be maintained largely by the municipal Parks Department. Schedules will be developed and work will be completed as recommended by the Manager of Parks and Facilities. Although the “ground work” will be provided, it is important that trail users take ownership of their natural environment and become involved in the maintenance of these trails. • It is recommended that an advisory committee be formed, seeking funding programs, education, town trail maintenance, special events, volunteer recruitment and development being their mandate. Cooperation from the local Horticultural Society will be sought. Page 295 of 666 TILLSONBURG TRAILS MASTER PLAN 201542 2 SPECIAL EVENTS Special events and environmental awareness days are currently offered to the community. Arbour Day is held in early May and a Trails Day event is held in early June. It would be ideal to increase awareness of these events and expand them. Partnerships with local businesses and service clubs, is key in delivering successful events. • In cooperation with the Roads and Operations department, create “pop up bicycle lane” days, where sections of roads will be blocked off by planters or bollards, to create temporary separated bicycle lanes on roads. These lanes are to connect with existing trails to create an interconnected system of trails and 3 PARTNER- SHIPS Local businesses, industry and service clubs may assist in financial support of the trails as well as support of their use. Environmental and “walk to work” days may encourage employees to use alternate modes of transportation and take trail routes to work. Business, service clubs, the BIA and Oxford County Tourism are eager to assist in local community events in many capacities. Encouraging businesses to provide infrastructure and services to facilitate active transportation is crucial for residents to choose active modes of transportation. Facilities can range from basic bicycle racks, to showers and change rooms. These facilities communicate a commitment to active transportation and ease in transitioning to active transportation modes. It is also recommended to create a partnership with the Long Point Conservation Area and Glendale Highschool to create a Trails Support Maintenance program for the 40 mandatory volunteer hours. Page 296 of 666 Page 1 / 2 The Corporation of the Town of Tillsonburg MEMORANDUM DATE: January 24, 2019 TO: Council FROM: Kevin De Leebeeck, P.Eng. Director of Operations SUBJECT: PUBLIC WORKS SALT STORAGE FACILITY ENVIRONMENTAL ASSESSMENT The purpose of the Ontario Environmental Assessment Act is to provide for: … the betterment of the people of the whole or any part of Ontario by providing for the protection, conservation and wise management in Ontario of the environment. “Environment” is applied in the broad sense and includes the natural, social, cultural, built and economic environments. The EA Act identifies two types of environmental assessment planning and approval process: - Individual Environmental Assessments for those projects which a Terms of Reference and an individual environmental assessment are carried out and submitted to the Minister of the Environment for review and approval. - Class Environmental Assessments for those projects which are approved subject to compliance with an approved class environmental assessment process with respect to a class of undertakings. Provided the approved process is followed, a proponent has complied with the EA Act. In 1987, the first Municipal Class Environmental Assessment process (EAs), prepared by the Municipal Engineers Associations (MEA) on behalf of Ontario municipalities was approved under the Ontario Environmental Assessment (EA) Act. The Municipal Class EA applies to municipal infrastructure projects including roads, water and wastewater (sanitary and storm) projects. Since projects undertaken by municipalities can vary in their environmental impact, such projects are classified in the Class EA in terms of schedules: Page 297 of 666 Page 2 / 2 The Class EA process provides the framework for environmental assessment planning of municipal infrastructure projects to fulfil the requirements of the EA Act. It is neither an all- inclusive “checklist” nor a detailed “how to” manual. It establishes the principles and certain minimum mandatory requirements and provides the flexibility to allow different proponents to meet the needs of specific projects while ensuring that the requirements of the EA Act are met. Furthermore given the contemplated scope of work, Site Plan Control will also be required pursuant to the Planning Act and the Towns Site Control By-law 3513. Coordinating the Site Plan Control and EA process allows both requirements to be met more effectively within 2019 allowing for the necessary approvals to be secured with actual construction anticipated in 2020/2021. • Schedule A • generally includes normal or emergency operational and maintenance activities • the environmental effects of these activities are usually minimal and, therefore, these projects are pre-approved • Schedule A+ • These projects are pre-approved, however the public is to be advised prior to project implementation. The manner in which the public is advised is to be determined by the proponent. • Schedule B • generally includes improvements and minor expansions to existing facilities • there is the potential for some adverse environmental impacts and therefore the proponent is required to proceed through a screening process including consultation with those who may be affected • Schedule C • generally includes the construction of new facilities and major expansions to existing facilities • these projects proceed through the environmental assessment planning process outlined in the Class EA Page 298 of 666 TOWN OF TILLSONBURG ENGINEERING SERVICES CUSTOMER SERVICE CENTRE 10 LISGAR AVE, TILLSONBURG, ON, N46 5A5 SIDEWALK CONNECTIVITY PLAN RECONSTRUCTION DEVELOPER INFILL EXISTING REMOVALS COMMERCIAL INDUSTRIAL INSTITUTIONAL RESIDENTIAL HIGH DENSITY RESIDENTIAL Page 299 of 666 Report Title 2018 OCIF Top-Up Application Report No. OPS 18-21 Author Kevin De Leebeeck, P.Eng. Director of Operations Meeting Type Council Meeting Council Date August 13, 2018 Attachments • OCIF Top-Up Application Page 1 / 3 RECOMMENDATION THAT Council receive Report OPS 18-21 2018 OCIF Top-Up Application as information; BACKGROUND Approximately $100 million in provincial funding is available under the Top-Up component of the Ontario Community Infrastructure Fund (OCIF) for the 2018 intake. Eligibility for the 2018 intake is being targeted to communities whose formula based grants in 2019 and 2020 add up to a combined total of less than $2 million. Eligible communities with critical core infrastructure projects may submit proposals to the Top-Up application component to bring their total OCIF funding up to $2 million over two years. The OCIF Top-Up application submission deadline is August 28th 2018. SUMMARY Proposed projects must demonstrate prioritization and alignment with asset lifecycle activities within the applicants Asset Management Plan. In accordance with the Corridor Coordination and Project Prioritization Process within the Towns Asset Management Plan the following arterial roadway projects are identified in priority sequence: Arterial Roadway From To AMP Road Risk Rating Cost Est. Vienna Rd. Simcoe St. Highway 3 Extreme $ 1,350,000 Oxford St. Broadway Vienna Rd Extreme $ 1,325,000 Cranberry Rd. North St. E. Town Limit Extreme $ 975,000 Concession St. W. Rolph St. Charlotte Ave. High $ 1,725,000 The Oxford St. and Vienna Rd. projects are also eligible under the Connecting Link Program and are therefore not recommend for submission under the OCIF program. While the Cranberry Rd. project has a higher AMP Road Risk rating, staff believe that addressing the public safety issue associated with vertical and horizontal roadway alignment of the Concession St. W. project combined with the benefits of promoting safe active transportation makes the Concession St. W. project more viable as it relates the OCIF Top-Up assessment criteria. Page 300 of 666 Page 2 / 3 The Concession St. W. Reconstruction project limits as shown in Figure 1 is between Rolph St. and Charlotte Ave. The proposed work involves the complete reconstruction of the pavement structure including new barrier curb and gutter with sidewalks and storm drainage improvements. Should OCIF Top-up funding be approved the proposed works would be undertaken during the 2020 construction season. The 2018 OCIF Top-Up application for the reconstruction of Concession St. W. from Rolph St. to Charlotte Ave. is attached. Council resolution of project designation is not required as part of the application submission. Applications will be assessed over the fall/winter with funding decisions made available in January/February 2019. CONSULTATION/COMMUNICATION Staff consulted with Oxford County Planning staff to ensure the proposed project aligned with the Provincial Policy Statement and approved land use policies. Staff also leveraged membership to Public Sector Digest for additional application review and comment. FINANCIAL IMPACT/FUNDING SOURCE For approved applications, the province will provide funding for up to 90% of the eligible project costs. Based on the eligibility requirements the Town of Tillsonburg is able to submit a project application request for up to $1,556,165 in funding, equivalent to a total eligible project cost of $1,729,072. Applicants would contribute the remaining 10% of the eligible costs and would be responsible for all ineligible project costs. At this time, there are no 2018 budgetary impacts as a result of the OCIF Top-Up application. Should the application be successful the Town would proceed to undertake detailed design in 2019 and tender the project for construction in 2020. COMMUNITY STRATEGIC PLAN (CSP) This project supports Objective 2 – Economic Sustainability of the Community Strategic Plan through the renewal of infrastructure. Page 301 of 666 Page 3 / 3 Page 302 of 666 Page 303 of 666 Page 304 of 666 Page 305 of 666 Page 306 of 666 Page 307 of 666 Page 308 of 666 Page 309 of 666 Page 310 of 666 Page 311 of 666 Page 312 of 666 Page 313 of 666 January 21, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Phased in approach to implementation of the Scattering Garden At the Council Budget Meeting on Monday, January 7, 2019, it was requested that staff provide an outline of the possible phased implementation of the proposed scattering garden at the Tillsonburg Cemetery. The project currently incorporated in the draft Capital Budget included a funding allocation of $99,200 to establish the first two phases of the scattering garden, with the final phase planned for the future as demand is demonstrated. The proposed 2019 work would execute: Phase 1: preliminary site preparation, gravel pathway elements and the grove-like aspects of the design around the perimeter of the site, and one of the memorial stones. The cost of this phase is estimated using available unit costs at approximately $67,000. Phase 2: formal garden in the centre of the site and the stone retaining wall along the South- East border of the site. The cost of this phase is estimated at approximately $32,000, and the general area is outlined in yellow in the image below. Page 314 of 666 2 Phase 3 (outlined in blue) consisting of textured concrete and granite stone steps, a central monument and a railing, would be implemented in a future budget year if demand warranted. The arched gateway indicated on the North entrance is an optional item which would only be placed if an appropriate memorial donation was made. The estimated cost of phase 3 elements including the gateway is $40,000. There are approximately 10% mobilization savings incorporated into the proposed budget. Should Council wish to adjust the project implementation timeline, it is possible to start with just Phase 1 in 2019 and at a budget of $75,000. Staff would bring the remaining phases forward in future budget years, with updated costing at that time. Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 315 of 666 January 21, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Playground Equipment Schedule At the Council Budget Meeting on Monday, January 7, 2019, it was requested that staff provide an outline of the replacement schedule for Town playground equipment. Based on the most recent condition analysis and age of the equipment, Town playground equipment should be replaced in the following order: Glendale Park – scheduled for 2020 Southridge Park – scheduled for 2023 at current asset plan allocation Memorial Park (near the tennis courts) – scheduled for 2026 at current asset plan allocation Elliott Fairbairn Cranberry Park Library Parkette Westmount Park Trottier Park Kiwanis Coronation Park Lake Lisgar Waterpark Gyulveszi Park Oak Park Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 316 of 666 January 8, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Memorial Park Master Plan At the Council Budget Meeting on Monday, January 7, 2019, it was requested that all members of Council be provided with a copy of the Memorial Park & Lake Lisgar Master Plan and associated reports. Attached are: January 2018 •PRA 18-01 – Memorial Park Master Plan o Master Plan For Memorial Park & Lake Lisgar July 9, 2018 •PRA 18-02 – Parks & Recreation Advisory Committee Updates o PRA 18-02 - ATT 02 - Parking priorities - MPRP subcommittee Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 317 of 666 Report Title Memorial Park Master Plan Report No. PRA 18-01 Author Mel Getty – Chair, Parks & Recreation Advisory Meeting Type Council Meeting Council Date January 8, 2018 Attachments • Master Plan for Memorial Park & Lake Lisgar – November 2017 Page 1 / 2 PRA 18-01 - ATT 01 - Memorial Park Master Plan.docx RECOMMENDATION THAT Report PRA 18-01 – Memorial Park Master Plan be received for information; AND THAT Council confirm the Master Plan for Memorial Park & Lake Lisgar – November 2017 as recommended by the Memorial Park Revitalization Subcommittee and the Parks and Recreation Advisory Committee AND THAT the Master Plan for Memorial Park & Lake Lisgar – November 2017 be forwarded to Town staff for implementation. EXECUTIVE SUMMARY The Parks & Recreation Advisory Committee is recommending Council confirm the Master Plan for Memorial Park & Lake Lisgar – November 2017 as the long term vision and plan for the Memorial Park and Lake Lisgar area. BACKGROUND In the 2011 Community Parks, Recreation and Cultural Strategic Master Plan, one of the key recommendations was for the Town to undertake “a Master Plan and Concept Design exercise for the 55 acres Memorial Park and Fairgrounds” (p. vi), and to explore options for revitalizing the Lake Lisgar waterfront area. In 2014, the Parks & Recreation Advisory Committee (PRAC) prepared “A Vision for Memorial Park” using a survey and stakeholder meetings to gather information on current park use and visions for how the site might be revitalized and function better. Ron Koudys Landscape Architects Inc. (RKLA) was retained by the Town in 2014 to build on the visioning process and develop conceptual master plans for the site. In March 2015, RKLA presented a Conceptual Master Plan for Memorial Park (CMP) to Tillsonburg’s Town Council. Council received the Conceptual Master Plan (CMP) for information. In April of 2016, Council appointed members of the Memorial Park Revitalization Project Subcommittee (MPRPS) and approved the Terms of Reference. The Subcommittee was tasked with providing “recommendations on all aspects of the planning, design and construction of the Revitalization project making recommendations to Council through the PRAC.” Since then, the MPRPS has attempted to reconcile feedback from user groups with new initiatives and the recommendations contained in the CMP to arrive at a Memorial Park Master Plan (MPMP) that can be recommended to Council. Page 318 of 666 Page 2 / 2 PRA 18-01 - ATT 01 - Memorial Park Master Plan.docx The MPRPS has consolidated their recommendations into the attached Master Plan for Memorial Park and Lake Lisgar – November 2017. At the PRAC meeting on November 28, 2017 the following motion was passed: Moved by Susie Wray; seconded by Don Baxter. RESOLVED THAT: The Parks & Recreation Advisory Committee endorses the November 2017 Master Plan as prepared by the Memorial Park Revitalization Subcommittee and recommends it to Council for confirmation and implementation. CARRIED. This recommendation was in response to the following motion which was passed by the MPRPS on November 20, 2017: Moved By: Mike Cerna; seconded By: Jane Ann McLean THAT the Memorial Park Revitalization Project Subcommittee endorses the attached updated coloured plan layout B and Conceptual Master Plan review summary; AND THAT the plan layout B and review summary be consolidated as the Master Plan for Memorial Park and referred to the Parks and Recreation Advisory Committee for confirmation and to Council for confirmation and implementation. Page 319 of 666 Prepared by Memorial Park Revitalization Project Subcommittee Tillsonburg, Ontario October 2017 Master Plan For Memorial Park & Lake Lisgar Tillsonburg, Ontario Page 320 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 1 Table of Contents 1.0 Introduction ...........................................................................................................................2 2.0 Project Status – October 2017 .................................................................................................2 3.0 Memorial Park Master Plan .....................................................................................................5 3.1 Goals ........................................................................................................................................ 5 3.2 Solutions .................................................................................................................................. 6 3.2.1 Theme .......................................................................................................................... 6 3.2.2 Organized Site Layout .................................................................................................. 6 3.2.3 Entrances / Access ..................................................................................................... 15 3.2.4 Parking ....................................................................................................................... 19 3.2.6 Natural Areas & Lake Lisgar Shoreline ....................................................................... 23 3.2.7 Lake Lisgar Water Quality .......................................................................................... 24 3.2.8 Crime Prevention Through Environmental Design (CPTED) ..................................... 24 4.0 Conclusion ............................................................................................................................ 26 Page 321 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 2 1.0 Introduction In the 2011 Community Parks, Recreation and Cultural Strategic Master Plan, one of the key recommendations was for the Town to undertake “a Master Plan and Concept Design exercise for the 55 acres Memorial Park and Fairgrounds” (p. vi), and to explore options for revitalizing the Lake Lisgar waterfront area. In 2014, the Parks & Recreation Advisory Committee (PRAC) prepared “A Vision for Memorial Park” using a survey and stakeholder meetings to gather information on current park use and visions for how the site might be revitalized and function better. Ron Koudys Landscape Architects Inc. (RKLA) was retained by the Town in 2014 to build on the visioning process and develop conceptual master plans for the site. In March 2015, RKLA presented a Conceptual Master Plan for Memorial Park (CMP) to Tillsonburg’s Town Council. Council received the Conceptual Master Plan (CMP) for information. In April of 2016, Council appointed members of the Memorial Park Revitalization Project Subcommittee (MPRPS) and approved the Terms of Reference. The Subcommittee was tasked with providing “recommendations on all aspects of the planning, design and construction of the Revitalization project making recommendations to Council through the PRAC.” Since then, the MPRPS has attempted to reconcile feedback from user groups with new initiatives and the recommendations contained in the CMP to arrive at a Memorial Park Master Plan (MPMP) that can be recommended to Council. This is that document. 2.0 Project Status – October 2017 1. Subcommittee Composition The MRRPS includes representation from the Agricultural Society, ball user groups, skatepark users, service clubs, the Lake Lisgar Revitalization Committee, the J.L. Scott McLean Legacy Fund and the PRAC. Town staff provide context from large event organizers. a. Agricultural Society The Agricultural Society has identified a list of features that the Society feels the Memorial Park and Fairgrounds must have if their event is going to be viable. These include having access to enough indoor space to accommodate both the homecraft exhibits and the various types of animal husbandry safely, having a suitable area for a demolition derby, maintaining a canteen operation in close proximity to the main midway area and being able to properly control site access to ensure people don’t avoid paying admission. In addition, the existing buildings (Cattle Barn & Crystal Palace) are used for revenue generation by offering off-season indoor storage and if these buildings are eliminated then an alternate, equivalent source of revenue is required. The MPRPS has endeavored to accommodate all of these requirements in the Master Plan. As the Master Plan is implemented, it is envisioned that eventually a large, shared-purpose building consolidating Fair activities would be constructed to replace the canteen, office, poultry barn and Crystal Palace. The building should be located in the vicinity of the existing canteen and should include accessible public washrooms. The MPRPS recommends that livestock exhibits currently using the Cattle Barn should be accommodated in the Memorial Rink and a new, ramped access to the rink floor be constructed on the North side of the rink to facilitate this and other rink-floor events. This allows the Page 322 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 3 Cattle Barn to be demolished to accommodate expanded site parking including a special lot that can serve as a demolition derby pit. b. Ball User Groups The CMP proposed the elimination of one hardball diamond and replacing it with a little league diamond. This approach was shown to be wrong, and, in January 2017, Council officially decided to keep two hardball diamonds in the park. Relatively few adjustments to the Sam Lamb Diamond have been incorporated into the MPMP such as a pitching enclosure and parking reconfiguration. Discussion within the Subcommittee regarding the size, configuration and orientation of the second hardball diamond has arrived at a consensus that the best long-term option for the Town is to establish a clay infield hardball diamond with a 300’ or 320’ outfield fence oriented in a similar way to the Sam Lamb field. In the process, the existing Hardball Diamond #1 (HB#1) would be eliminated. Further recommendations in the CMP regarding shifting the infield of the Kiwanis Diamond have been eliminated from the MPMP. The Subcommittee concluded that as the cost of the change is high and it will not achieve a significant extension in the size of the diamond, proceeding would not bring good value to the Town. A pitching enclosure has been established in the Kiwanis Diamond area. In the long term, the MPMP includes bringing power to the Optimist Diamond infields and consideration for shade at team bench areas on all diamonds. c. Service Clubs The Tillsonburg Kinsmen Club has contributed $50,000 towards the bandshell component of the MPMP. In addition, the Kinsmen indicated to the Subcommittee that they would be interested in exploring the potential for a splash pad. No splash pad has been incorporated into the MPMP. The Kinsmen have also offered to consider providing financial support to amenities like shade structures, seating and picnic tables in the skatepark and pumptrack area. The Tillsonburg & District Lions Club has committed to spend $50,000 on a project in the Memorial Park but has not finalized what that project is. The Club has also asked for the area between the Picnic Pavilion and the Hawkins Bridge to be designated as the Lions Memorial Grove. There are several existing memorial trees in this location that have been placed in memory of past Lions Members. This request has been incorporated into the MPMP. The Tillsonburg Rotary Club has committed to a multi-year project to enhance the area adjacent to the tennis courts. The Club’s long-term plan include a walking trail connecting Sanders Street to Lisgar Avenue, more outdoor exercise equipment, new swings and play structures, and a raised platform for outdoor yoga. These plans are in line with the original concept for this area and have been incorporated into the MPMP. d. Lake Lisgar Revitalization Committee The LLRC has provided input and comment throughout the work of the MPRPS. Ongoing water quality interventions by the LLRC including dredging, aeration and algae bloom removal continue. As the majority of the MPRPS’s focus has been on the Memorial Park & Fairgrounds areas, no changes to the water quality recommendations in the CMP have been discussed. Page 323 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 4 e. J.L. Scott McLean Legacy Fund Representatives of the Legacy Fund have brought forward an outdoor recreation pad proposal. The pad was not part of the original CMP, but has been considered and recommended for approval by the MPRPS and the PRAC. In June, 2017, Town Council approved the project moving forward for 2018 at a location east of the existing rinks and in a manner not to affect use of HB#1. The outdoor recreation pad will be used for basketball and ball hockey during the spring, summer & fall. In the winter it will be an artificial ice pad with refrigerant supplied from the main ice plant (when available). Council has agreed with the proponents of this facility that the pad will be operated on a drop-in basis, not as a rented facility. 2. Celebration Plaza One of the main components of the CMP was the creation of an outdoor performance space that could be used for large or small events. With considerable input and review from the MPRPS, a design for Celebration Plaza that incorporates the Kinsmen Bandshell was developed. Construction on the Plaza was completed in August, 2017. As part of that project, a paved walkway connecting Hawkins Bridge to Sanders Street was constructed. The long term plan in the MPMP includes an expanded gateway garden at the Sanders Street entrance, low-level pathway lighting in bollards, and a tree-lined paved walkway joining Sanders Street to the John Street entrance. This proposed walkway is envisioned as a potential location for recognizing Tillsonburg’s Favourite Sons and Daughters through plaques and monuments. 3. Kolin Smith Memorial Skatepark and Pumptrack In 2015, Council approved the renaming of the skatepark in memory of Kolin Smith, a local skateboard enthusiast who spent a lot of time there. The drive to rename the park came from Kolin’s friends and was supported by Kolin’s family and endorsed by Council. In early 2016 as the CMP was being brought to Council, Kolin’s father proposed that an asphalt pumptrack facility be considered as an extension of the skatepark area. The concept was endorsed by the MPRPS, the Parks & Recreation Advisory Committee, and approved by Council. The pumptrack was constructed in the fall of 2016 using materials removed from the racetrack. A long-term site plan for the pumptrack and skatepark area was approved by Council in March, 2017 4. Final Plan & Report The Conceptual Master Plan was prepared based on all the feedback from municipal staff and community group representatives, and the community at large (through the “Vision for Memorial Park” consultation process), and submitted in draft form on November 24, 2014. This final Master Plan was prepared based on the deliberations of the Memorial Park Revitalization Project Subcommittee and decisions of Council. Page 324 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 5 3.0 Memorial Park Master Plan The Memorial Park Master Plan was developed using information gathered from the site inventory, public consultations, meetings with municipal staff, and the Design Workshop. A review and analysis of this information revealed a clear set of issues to be addressed within the park, which further led to design goals and practical solutions. The Subcommittee has been working to consolidate, confirm and adjust the recommendations in the CMP in order to provide Council with a Master Plan that can be formally adopted. 3.1 Goals The Goals identified in the CMP were used as the defining boundaries for the deliberations of the Subcommittee. No changes to the Goals have been made. a. Theme Develop a unifying design theme to guide and inform park redevelopment on all levels, from site layout and organization to furniture and signage detailing. b. Organized site layout & facilities that meet user needs Organize site uses and amenities to create clear functional areas within the site. Eliminate or relocate/consolidate/renovate obsolete or poorly functioning structures and facilities. Add new amenities (e.g. bandshell) to accommodate new and expanded site uses. Provide a flexible layout to allow for future expansion and to respond to changing use trends. c. Clear access Enhance and clarify site access and linkages to the surrounding neighbourhoods. d. Adequate Parking Provide adequate and well distributed parking for various site destinations and uses (sports/recreation, water park, community centre, fair/events, etc.) e. Efficient Circulation Provide efficient and logical routes into and across the site for pedestrians, cyclists, and vehicles. Improve navigation and wayfinding. f. Nature Protect existing natural areas and establish new areas for naturalization. Provide safe access to natural areas (e.g. water) while ensuring sensitive environments are not damaged. Capitalize on and enhance the visibility of Lake Lisgar. g. Water Quality Monitor water quality with a testing and sampling regime. Improve water quality by reducing nutrient load and expanding wetland areas. h. Crime Prevention Through Environmental Design Utilize CPTED principles to aid in reducing potential for vandalism and inappropriate use of the park. Page 325 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 6 3.2 Solutions The following design strategies and recommendations are listed separately, but are applied to and work in conjunction with each other to achieve the goals outlined above. Please also refer to the accompanying Master Plan drawing. One of the challenges the Subcommittee had to deal with has been consolidating the ongoing changes to the site and incorporating those changes in to the working Master Plan. The Master Plan drawing is continually being updated and is best considered as a work in progress that supports to this document, not as a finished map. 3.2.1 Theme During the development of the CMP the general consensus was that “groomed nature” should be the thread that ties together the currently disparate elements of the site (sports fields, Lake Lisgar, Waterpark, fairgrounds, etc.), with a strong emphasis on a traditional park layout while acknowledging the site’s history and agricultural past. Pedestrian paths, including associated plantings and furnishings, might be the linking and unifying element connecting the different park spaces both physically and visually. The MPMPS recommends "Groomed Nature - traditional park meets nature" as the theme for the Park. 3.2.2 Organized Site Layout Using the theme of “traditional park meets nature”, the Memorial Park Master Plan reorganizes the site into better defined spaces, each with its own character and function(s). New components have been added to the original Conceptual Master Plan and endorsed by the Committee: 1. Pumptrack – as part of the expansion of the Skatepark, the now completed Pumptrack project was added to the South West area. 2. Dog Park – by initiative of the Dog Park Subcommittee and approval by Council, this project has been approved and constructed in the North end of the Park. Page 326 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 7 3. Outdoor ice rink/off-season basketball pad – to be located on the East side of the community centre close to the arenas. 4. Rink Floor Ramp – to facilitate access to the rink floor for events and livestock during the Fair, a ramped entrance to the rink floor is recommended for the North side of the Memorial Rink. Sports Fields Active/organized recreation and sports facilities are amalgamated at the north end of Memorial Park. To achieve this, the CMP recommended four strategies. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Remove the ball diamond at the south end of the race track and replace with a new, smaller diamond (Little League size with grass infield) in the space between the current softball and hardball diamonds. Master Plan Recommendation: Altered. Rebuild and reposition existing hardball diamond #1 as a full-size (330’ @ centerfield) with a clay infield and permanent pitcher’s mound to accommodate all ages and abilities. CMP: Expand the existing softball diamond by moving the clay infield and bleachers closer to the corner of Hardy Ave., and creating a larger outfield area. Master Plan Recommendation: Abandoned. CMP: Remove the existing race track and horse barn to make space for other uses. Master Plan Recommendation: Adopted. This work has been partially completed. The south end of the track has been removed. CMP: Add a new centralized field house between the three ball diamonds. The building can include change rooms, offices, washrooms, storage, and a concession stand. Master Plan Recommendation: Altered. This element has been repositioned in the Master Plan to reflect the recommended change in diamond layout. Page 327 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 8 Master Plan Recommended Sportsfield Layout Not to scale. Dashed red lines denote pedestrian paths. Central Lawn The central area of the park is a large, multi-function open space, ringed by pedestrian paths and trees. Reflecting a more traditional type of park space, this area can be used for fairs, concerts, and other events; passive recreation such as Frisbee and dog walking. To achieve this, the CMP recommended three strategies. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: Page 328 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 9 Master Plan Recommended Central Lawn Layout Not to scale. The Central Lawn: a flexible space for recreation and events. Fairgrounds The southern extension of the Central Lawn forms the Fairgrounds, featuring the Sanders Street entrance and parking, a smaller open space partially ringed by buildings and picnic pavilions to create a “village” feeling, and a pedestrian plaza with a bandshell. This is a flexible, paved space that can accommodate small audiences or other gatherings, and can feature either permanent or movable seating. To achieve this, the CMP recommended two strategies. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: As discussed above, remove the existing race track. New pedestrian paths can follow the outline of the south half of the track, as a way of acknowledging and paying homage to this former site use. Master Plan Recommendation: Adopted. This work has been partially completed. CMP: Add a new fair building with a grandstand on the west side of the Lawn, adjacent to the north- south roadway. Master Pan Recommendation: Altered. Livestock regulations require multiple buildings to ensure livestock health. Grandstand component is not needed in this location. North-south roadway will be restricted to maintenance traffic only. CMP: Re-grade the site to remove the raised berm at the south end of the race track. This currently creates a physical and visual barrier across the site. Master Plan Recommendation: Adopted. This work has been completed. Master Plan Recommendation: NEW. Incorporate an outdoor recreation pad on the west edge of this area near to the existing arena ice plant. Page 329 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 10 Not to scale. Dashed red line denotes pedestrian paths. Picnic Area There is currently one large picnic pavilion on the site, which provides plenty of gathering space for large groups, but does not address situations where multiple groups would like to gather in the park under shelter. The existing treed area by the bridge also has a number of picnic tables, and is a beautiful setting for outdoor dining. To address this, the CMP recommended one strategy. The MPRPS has considered this recommendation and is recommending adopting, altering or abandoning as follows: CMP: The Bandshell is in a pedestrian plaza, where it can become a central focal point on the site as one of the first things visitors see when entering either from Sanders Street or via the pedestrian bridge. The bandshell should be designed as a flexible performance space that faces both the large Central Lawn and the smaller Fairground space. For large events or concerts, the audience can assemble on the Lawn; for more intimate performances or gatherings they can use the plaza and Fairgrounds. It can also include spaces for dressing rooms and storage. Master Plan Recommendation: Altered. The location has been shifted south. The Bandshell has been completed. CMP: A new Fair Association Building, housing storage, office space, and a concession stand, at the south end of the Fairgrounds, adjacent to the new Waterpark entrance. These functions are currently housed in several buildings south of the arena. Removing the existing structures and amalgamating them into one new building will free up space to redevelop the area south of the arena into a more functional parking lot or work yard. Master Plan Recommendation: Altered. The Fair Board prefers mid-zone location near the existing Office and snack bar. Amenities in the building may be used to support the outdoor recreation pad. Page 330 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 11 Water Park The Tillsonburg Waterpark is one of the town’s main tourist attractions and a good source of revenue. The facility is over 20 years old and in need of upgrades and expansion. The site analysis indicated that the current entrance to the Waterpark is poorly situated, with no obvious relationship to the surrounding site uses or the park entrance from John Street. Parking is also poorly defined and inadequate. To address these issues, the CMP recommended five strategies. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Add a number of smaller picnic shelters to this area, including two or three arranged between the existing pavilion and the new fair building. These can be used during the fair or other events as vendor stalls or activity booths. Master Plan Recommendation: Altered. Retain existing pavilion. No small shelters are recommended for this area at this time. Master Plan Recommendation: NEW. Incorporate picnic shelter elements into the Bandshell for multi-purpose use in between events. Master Plan Recommendation: NEW. Designate north portion of the picnic area as the Lions Grove to reflect memorial trees already in place and allow for future plantings. CMP: Expand the Waterpark to the north, and consider adding a “lazy river” type of feature. Master Plan Recommendation: Tabled. This requires further discussion and feasibility study before it can be confirmed. CMP: Consider adding a free splash/spray pad area (adjacent to the existing playground) for younger children. Master Plan Recommendation: Altered. No splash pad component. Playground additions should be designed to enhance accessibility. Page 331 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 12 Not to scale. Dashed red lines denote pedestrian paths. Summer Place The Summer Place site is a one of the few locations in the park with good access – both visual and physical – to the Lake. As such, it has the potential to become a prime visitor attraction, and even to generate revenue for the Town. It also provides an opportunity to increase awareness and visibility of the Lake. The building is currently used in three seasons as a base for the Rowing Club and for summer camp programs. The CMP recommended five strategies to revitalize and enhance this area of the park. The MPRPS has not spent much time considering these recommendations and is therefore recommending tabling them for future consideration. CMP: Add a new entrance building facing the John Street entrance, including a washroom serving other park users. Master Plan Recommendation: Adopted. The building should incorporate elements to support backstage requirements of the bandshell. CMP: Remove existing building or repurpose as a mechanical building for the Waterpark. Master Plan Recommendation: Adopted. CMP: Create a new, larger parking area. Master Plan Recommendation: Adopted. Phased implementation is recommended in conjunction with developing of the South end, including removal of the Crystal Palace but not until appropriate alternate Fair building is available. Page 332 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 13 Gibson House Gibson House is another location with clear access to the Lake, and serves as the first introduction to the Park for visitors travelling west on Concession Street. The building is not plumbed, which limits its function, and has no windows facing the Lake. A dock provides water access, while a small but attractive picnic area allows for lakeside gathering. The site has the potential to be an attractive welcome or nature centre. The CMP recommended three strategies to revitalize and enhance this area of the park. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Develop the site as a banquet / event facility, with a new four-season structure featuring windows and a terrace overlooking the Lake, as well as space for the Rowing Club. CMP: Consult with the Rowing Club to determine their needs in terms of facilities and storage. CMP: Renovate the surrounding grounds with gardens to create a picturesque setting for wedding photos. The existing dock can also be used for photos. CMP: Add 90 degree accessible parking on the east side of Ross Street. For large events, guests can use the parking lot by the Waterpark entrance. CMP: Consider operating a nature interpretation / education centre out of the new building. CMP: Consider adding a roof-top observation platform overlooking both the Waterpark and Lake Lisgar. Master Plan Recommendation: Tabled. These recommendations require further discussion and feasibility study before they can be adopted, altered or abandoned. CMP: Add washroom facilities, either using a semi-permanent, portable trailer structure, or a permanent structure with composting toilets. Master Plan Recommendation: Adopted. Development on this site should include improved washroom facilities. CMP: Consider operating a nature interpretation and welcome centre at this location. Master Plan Recommendation: Tabled. CMP: Add a cantilevered deck or terrace on the back of Gibson House, overlooking the Lake. Master Plan Recommendation: Altered. Boathouse storage should be incorporated under elevated deck structure. Page 333 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 14 Not to scale. Dashed red lines denote pedestrian paths. Maintenance & Work Yard The maintenance and work yard area is currently situated east of the softball diamond. The CMP recommended that in order to create a sports field complex with a centralized field house, the maintenance area should be relocated. While the sports field and fieldhouse locations have shifted from the original conceptual layout, the MPRPS supports the relocation and expansion of the maintenance yard. CMP: Create a new work yard with storage space for maintenance vehicles and materials, south of the Arena in the space currently occupied by the Fair and “Chicken Coop” Buildings. The Fair offices and other spaces can be relocated to new buildings located by the Waterpark and/or the Central Lawn, as outlined above. The Chicken Coop building is no longer in good condition and should be removed. Master Plan Recommendation: Altered. Fair offices should not be shifted near the Waterpark. Page 334 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 15 3.2.3 Entrances / Access The CMP recommended enhancing all entrances to the site to provide clarity and organization. The reconfiguration and expansion of existing parking lots, as well as the addition of new parking lots clearly associated with each access point will create a more welcoming and user-friendly arrival experience. Enhancing the visibility and usability of the entrance points will also improve the visitor experience. The MPRPS has considered these recommendations and is recommending adopting them as follows: North Hardy Entrance CMP: Develop a wayfinding strategy that incorporates graphic elements into signage at each entrance. Master Plan Recommendation: Adopted. CMP: Name each entrance to establish an identity and give better definition. Master Plan Recommendation: Adopted. CMP: Develop a gateway / pedestrian plaza at the intersection of Lisgar and Hardy, with benches and/or feature walls, landscaping, and decorative paving. Master Plan Recommendation: Adopted. CMP: Consider stone entrance pillars in this location to match the existing pillars at the Sanders Street and Ross Street entrances. Master Plan Recommendation: Adopted. This will be the theme for all entrances Page 335 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 16 South Hardy Entrance The MPRPS has not spent much time considering these recommendations and is therefore recommending tabling them for future consideration. Sanders Street Entrance The MPRPS considerations regarding the Sanders Street Entrance recommendations have been incorporated into the Celebration Plaza project. A complete design for this area has been completed. CMP: Redevelop the south entrance of the Community Centre by: expanding and pushing the upper terrace out towards Hardy St. to create a larger gathering area; breaking up the long run of steps into smaller, more manageable sections; adding landscaping between the various levels to soften and reduce the visual impact of the large change in grade; and providing an accessible ramp. CMP: Improve pedestrian accessibility and safety by creating a “naked street” or “shared space” type of pedestrian-vehicular interface between the entrance plaza and Hardy Ave. This approach uses techniques such as removing curbs and adding paving patterns and bollards to create a space where pedestrians have priority and vehicles are forced to slow down. In this case it would expand the Community Centre entrance courtyard out into the streetscape, thereby increasing the visibility of the entrance and improving the arrival experience. CMP: Incorporate and encourage bicycle traffic into this area by providing adequate bike parking (racks) and through shared space design strategies. CMP: Reconfiguration of this entrance area may also provide an opportunity to improve bus access. Master Plan Recommendation: Tabled. These recommendations require further discussion and feasibility study before they can be adopted, altered or abandoned. CMP: Capitalize on the existing stone pillars at the Sanders Street entrance by creating a more defined entrance plaza / turnaround area with landscaping. Master Pan Recommendation: Adopted. CMP: Consider connecting the pillars with a decorative arch displaying the park name. Master Plan Recommendation: Abandoned. CMP: Remove the Crystal Palace building to open up views into the park and create space for a new parking lot. Relocate Crystal Palace functions (storage, events) to other buildings on site. Master Plan Recommendation: Adopted. Phased implementation is recommended in conjunction with developing of the South end, including removal of the Crystal Palace but not until appropriate alternate Fair building is available. Page 336 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 17 Example of seat wall John Street Entrance The MPRPS considerations regarding the John Street Entrance recommendations were reviewed during the development of the Celebration Plaza project. A preliminary design for this area has been completed. CMP: Create a formal parking area for the Waterpark, connected to the Sanders Street entrance. Master Plan Recommendation: Adopted. CMP: Build a new entrance building for the Waterpark that faces the John Street entrance and terminates the view into the park from John Street. Master Pan Recommendation: Adopted. Page 337 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 18 Ross Street Entrance The MPRPS has not spent much time considering these recommendations and is therefore recommending tabling them for future consideration. Other The CMP included recommendations regarding pedestrian entrances from Delevan Crescent and from Lisgar Avenue at the North-East corner of the park. The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Enhance the pedestrian arrival experience creating a small entrance plaza around the existing stone pillars, including decorative paving and landscaping. CMP: Include attractive entrance signage here, as well as on the pedestrian trail leading into the park along the waterfront trail. CMP: Coordinate landscaping improvements with redevelopment of the Summer Place site, to create a seamless transition to the rest of the park. CMP: Add perpendicular street parking to the east side of Ross Street. Master Plan Recommendation: Tabled. These recommendations require further discussion and feasibility study before they can be adopted, altered or abandoned. CMP: Redevelop and expand pedestrian entrance at the northeast corner of the site. A cantilevered boardwalk over the ravine in this location may allow for improved access without (or minimizing) encroaching on private property. Master Plan Recommendation: Adopted. A preliminary design has been prepared. CMP: Use landscaping, signage, and paved surfacing to create a welcoming and more visible pedestrian entrance at the bridge access point on Delevan Crescent. Master Plan Recommendation: Adopted. A complete design has been prepared. CMP: Improve park visibility and presence on Broadway through better and larger signage. Master Plan Recommendation: Adopted. The ravine property across from Lisgar Avenue has been selected as the preferred location. CMP: Additional gateway and access opportunities on Broadway are possible if the park boundaries are expanded through the acquisition of adjacent properties. Master Plan Recommendation: Tabled for Council Review. Page 338 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 19 Northeast pedestrian entrance Delevan Crescent pedestrian bridge entrance 3.2.4 Parking The CMP defined, formal parking areas associated with each site entrance to improve the visitor arrival experience, and provide an overall sense of structure and organization to the park. In addition, expansion and reorganization of existing lots, as well as new parking locations, will result in a significant increase in parking spaces. To achieve this, the CMP recommended seven strategies The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Reconfigure existing lots where possible to maximize capacity (e.g. the gravel lot off Hardy Ave., south of the Community Centre, and the lot northeast of the Community Centre) Master Plan Recommendation: Adopted. CMP: Expand existing lots where possible (e.g. the lot on Hardy Ave. adjacent to the Skate Park). Master Plan Recommendation: Abandoned. With the Pump Track addition there is no room to expand this lot. Page 339 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 20 3.2.5 Circulation The CMP identified a potential trail network through the park, linking various destinations and site amenities via multiple route options for a short or long journey, depending on the user’s preference. Vehicular routes were streamlined with an emphasis placed on pedestrian movement across the site. To achieve this, the CMP CMP: Add new parking areas (e.g. between the Sanders Street and John Street entrances, and adjacent to the baseball diamond northeast of the Community Centre). Master Plan Recommendation: Adopted. CMP: Add handicapped parking spaces to the lot northeast of the Community Centre. Master Plan Recommendation: Adopted. CMP: Remove street parking in strategic areas along Hardy Ave. (especially west of the Community Centre) to reduce roadway congestion. Master Plan Recommendation: Adopted. CMP: Ensure lots are well signed and named to aid in orientation and locating one’s car. Master Plan Recommendation: Adopted. CMP: Review existing lighting of parking areas and add new lighting if needed. A lighting study conducted by a qualified engineer will provide guidance on the appropriate distribution and level of lighting required, as well as recommend measures to reduce light pollution to neighbouring residential properties. Master Plan Recommendation: Adopted. Page 340 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 21 recommended many strategies The MPRPS has considered these recommendations and is recommending adopting, altering or abandoning as follows: CMP: Re-align the north-south road east of the Community Centre to the east and away from the building, to allow for new landscaped areas to screen the building and service areas. Master Plan Recommendation: Tabled. CMP: Reduce the width of this roadway to two lanes only, thereby freeing up space for landscaping and pedestrian circulation. Master Plan Recommendation: Tabled. CMP: Add a turnaround / passenger drop-off area at the Sanders Street entrance. Master Plan Recommendation: Adopted. This has been incorporated into the design of the Gateway Garden at this entrance. CMP: Close Welding Street to vehicular traffic and use as a pedestrian link only. Master Plan Recommendation: Adopted. This work has been completed. CMP: Consider providing additional gates in the fence along the north edge of the site, to improve accessibility from the adjacent residential areas. This would need to be approved by the adjacent property owners. Master Plan Recommendation: Adopted. Discussion with landowners has begun. CMP: Consider removing this fence altogether if an alternative security / access control system is developed for paid events. Master Plan Recommendation: Abandoned. Construct a network of pedestrian paths as shown on the Master Plan. Main paths to be minimum 3m wide with asphalt or concrete surfacing to allow access for maintenance vehicles, cyclists, skateboards, roller blades, and scooters. Trails through naturalized areas may be narrower and surfaced with bark chips or limestone screening. Master Plan Recommendation: Adopted. CMP: Establish a unified palette of site furnishings, including benches, trash receptacles, and bike racks, and provide more bench locations along pedestrian paths. Master Plan Recommendation: Adopted. CMP: Consider a boardwalk link at the southeast end of the lake, connecting Gibson House with Delevan Crescent. This would effectively create a trail loop system around the south end of Lake Lisgar, with the pedestrian bridge closing the loop. Master Plan Recommendation: Tabled. Page 341 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 22 CMP: Consider a system of boardwalks extending out into the south end of Lake Lisgar, providing closer access to the water and bringing pedestrians away from traffic on Park Ave and Concession Street. This boardwalk can link up with the existing gazebo at the south end of the lake. Providing additional controlled access to the water in the form of boardwalks and viewing platforms will also reduce user conflicts at the rowing club dock, and help prevent erosion and other damage to sensitive shoreline areas. Master Plan Recommendation: Adopted. CMP: Establish a north loop around Lake Lisgar, running from the pedestrian bridge to Lisgar Ave and/or the Rail Trail / Trans-Canada Trail, and back to the park via the northeast pedestrian entrance. Master Plan Recommendation: Adopted. CMP: Develop a trail loop naming system, with associated themes and coordinated signage (e.g. the Turtle Trail, the Great South Lake Loop, the Carolinian Trail). Master Plan Recommendation: Adopted. CMP: Make the Trans-Canada Trail link more evident through improved signage and trail maps. Master Plan Recommendation: Adopted. CMP: Measure path lengths and provide signage to indicate distance of travel for joggers, walkers, and cyclists, and mark the pavement with distance markers every 100 metres. Master Plan Recommendation: Tabled. CMP: Consider a fitness trail loop, with high quality outdoor fitness equipment appropriate for a range of ages and abilities. Master Plan Recommendation: Adopted. This recommendation has been incorporated into the Rotary Club’s planned project near the Tennis Courts. CMP: Develop a coordinated system of wayfinding signage for both vehicular and pedestrian traffic, including park entrance signs, trail-head signs, interpretive /informational signs and maps, direction indicators, and parking lot signs. Master Plan Recommendation: Adopted. Page 342 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 23 3.2.6 Natural Areas & Lake Lisgar Shoreline Lake Lisgar is a beautiful asset to Memorial Park. The CMP considered issues of shoreline erosion, providing safe access to and viewscapes of the lake, and improving the overall connection between the Lake and the rest of the site through naturalized areas. The MPRPS has considered the many recommendations regarding these issues and is recommending adopting or tabling as follows: CMP: Expand the naturalized area along the north shore of the Lake (adjacent to the baseball diamond). Master Plan Recommendation: Adopted. CMP: Consider placing priority on Carolinian and other native species. Master Plan Recommendation: Adopted. CMP: Develop green “fingers” or planted areas extending into the park, following pedestrian paths. These will serve to connect site features and to define the different spaces within the park. Master Plan Recommendation: Adopted. CMP: Expand and diversify plantings along the north edge of the site (currently a monoculture of Norway Maples). This area can also be used for a memorial tree planting program. Master Plan Recommendation: Adopted. CMP: Remove existing ash trees. Master Plan Recommendation: Adopted. This work has been completed. CMP: Add boardwalks at the south end of the lake. Master Plan Recommendation: Adopted. CMP: Construct viewing platforms at the base of each bridge abutment, with access steps and railings, in conjunction with erosion mitigation measures such as bioengineering, structural stabilization, and re-vegetation. Master Plan Recommendation: Adopted. CMP: Enhance views to the Lake in strategic locations (e.g. looking south from the peninsula at the north end of the lake) by removal and pruning of foliage. Master Plan Recommendation: Adopted. CMP: Develop a nature interpretation program educational signage, brochures, school field trip programs, a website, and a smart phone app. For example, build on the existing tree signage program by creating a native/Carolinian tree walk along the Lake highlighting various tree species. Provide maps/brochures, information kiosks (the existing electronic kiosk in the Community Centre could be used for this), and tree identification signage. Master Plan Recommendation: Tabled. Page 343 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 24 Lake edge boardwalks 3.2.7 Lake Lisgar Water Quality The recommendations for maintaining and improving water quality were developed by Biologix. The MPRPS has yet to discuss these recommendations. 3.2.8 Crime Prevention Through Environmental Design (CPTED) The CMP recommended that principles of Crime Prevention Through Environmental Design (CPTED) should be applied where applicable, during design and implementation. The MPRPS recommends all of the strategies be adopted. CMP: Collect dissolved oxygen data in the deepest part of the lake from before aeration begins until after the aerators are removed. CMP: Locate all aeration units to the south end of the lake in depths greater than 3m. Aerators should be suspended above the sediments to avoid re-suspension. CMP: Review the aeration process in the shallow lake waters to determine impacts rooted plant growth and navigability for the rowers. Explore alternatives to keep rowing lanes free of aquatic plants but encourage rooted aquatic plant growth elsewhere in the lake. CMP: Implement a sampling program of the storm sewers. Samples should be collected following rain events and efforts to collect flow data at the same time would be helpful. CMP: Track sources on target outlets by sampling upgradient through the sewer catchment. CMP: Create wetland or floating wetland islands at the target outlets to assist in outlet treatment while sources are being tracked. CMP: While aeration can be effective means of controlling bottom water anoxia and resultant algal blooms, long term solutions should be explored. In particular, a review of the surface draw outlet structure to include a bottom draw component to passively mix the bottom waters is an option. CMP: Review opportunities, effectiveness and funding approaches for converting some of the Lake Lisgar output to a bottom draw system. Master Plan Recommendation: Tabled. These recommendations require further discussion Page 344 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 25 Image ©Wolf River conservancy CMP: Encourage natural surveillance of spaces by making them visible from surrounding areas. CMP: Place seating and other amenities along pathways and in gathering areas to promote legitimate site use and positive social interactions. CMP: Design lighting to eliminate blind spots, overly bright or glaring lights, and deep shadows. Lower intensity, even light levels allow eyes to adapt better to nighttime conditions. CMP: Place pathway lighting at heights that illuminate pedestrians’ faces. CMP: Ensure vegetation does not block view lines or create potential hiding places. CMP: Provide easy visual and physical access for police and / or security personnel. CMP: Ensure any designated entry points are clearly defined and visible. Use natural access control such as planting (e.g. thorny shrubs) to discourage intrusion into inappropriate areas. CMP: Keep the site and facilities well maintained, in order to convey a sense of community pride and ownership and discourage opportunistic vandalism. CMP: Use coordinated signage and furnishings to reinforce and delineate territory and ownership. Master Plan Recommendation: All Adopted. Page 345 of 666 Memorial Park Master Plan For the Town of Tillsonburg Prepared by Memorial Park Revitalization Project Subcommittee. – October, 2017 26 4.0 Conclusion The Memorial Park Conceptual Master Plan was intended to be a reference document providing an overall vision for the park to guide redevelopment efforts as funding and resources became available. Some of the recommendations can be implemented quite easily, while others will require more intensive planning and / or larger budgets. The Memorial Park Revitalization Project Subcommittee has prepared this document to provide Council with the confidence to adopt a Master Plan for the Park, knowing that the community’s input has been invited, compiled and reviewed, and that the stakeholder groups have been comprehensively involved in shaping the recommendations. Page 346 of 666 MEMORIAL PARK & LAKE LISGAR (SOUTH END)MEMORIAL PARK & LAKE LISGAR - CONCEPTUAL MASTER PLAN LEGEND 0 10 50 100m25 0 10 5025 75m Crystal Palace Lions Grove Master Plan, October 2017 Master Plan October 2017 Page 347 of 666 Report Title Parks & Recreation Advisory Committee Updates Report No. PRA 18-02 Author Mel Getty – Chair, Parks & Recreation Advisory Meeting Type Council Meeting Council Date July 9, 2018 Attachments • Parking Priorities – MPRP Subcommittee June 18 Page 1 / 2 PRA 18-02 - ATT 01 - Parks and Recreation Advisory Committee Updates.docx RECOMMENDATION THAT Report PRA 18-02 – Parks & Recreation Advisory Committee Updates be received for information; AND THAT Council support the proposed sea scout storage project; AND THAT Council endorse the Memorial Park parking upgrade prioritization recommended by the Advisory Committee. EXECUTIVE SUMMARY The Parks & Recreation Advisory Committee is recommending Council support the coalition of community groups proposing to create storage adjacent to the Rowing Club for use by the Sea Scouts. The Advisory Committee is also in agreement with and recommending the adoption of the prioritization of additional parking as the next element of implementing the Memorial Park & Lake Lisgar Master Plan as recommended by the Memorial Park Revitalization Project Subcommittee. BACKGROUND Sea Scout Storage At the PRAC meeting on June 19, 2018, a presentation was made by representatives of the Tillsonburg Sea Scouts and Tillsonburg Kinsmen Club. The presentation was regarding an opportunity for providing a solution for boat and equipment storage needs of the Tillsonburg Sea Scouts at no cost to the Town. Council should be aware that, although the Memorial Park Revitalization Project Subcommittee did not hear the presentation, they were made aware of the proposed project at their meeting of June 18, 2018 and did not raise any objections. After the presentation to the Advisory Committee, the following motion was carried: Moved by Stephen Molnar; seconded by Mike Cerna. RESOLVED THAT the Parks & Recreation Advisory Committee support an accessory structure (container) abutting the Rowing Club building, complete with façade and site improvement satisfactory to the Town of Tillsonburg. The PRAC requested that additional information about how the completed project would look be provided to the Committee prior to Council receiving the delegation. This information was provided and reviewed by the PRAC at a meeting on July 3, 2018. The Advisory Committee passed the following motion: Page 348 of 666 Page 2 / 2 PRA 18-02 - ATT 01 - Parks and Recreation Advisory Committee Updates.docx Moved by Mike Cerna, seconded by James Payne RESOLVED THAT the Parks & Recreation Advisory Committee endorse the proposed accessory container structure abutting the Rowing Club complete with façade and site improvements as per materials provided to the committee. Memorial Park Master Plan Prioritization – Parking At the Council meeting of January 8, 2018 when the Memorial Park & Lake Lisgar Master Plan was approved, Council asked the Subcommittee to continue their work by reviewing and recommending the prioritization for implementation of items within the Master Plan. The Subcommittee continues to work through all of the items, but has reached some preliminary recommendations. At their meeting of June 18, 2018 the MPRP Subcommittee carried the following motion: Moved by: Ken Patterson Seconded by: Joan Weston RESOLVED THAT the Memorial Park Revitalization Committee endorse prioritizing of parking in this order: 1. Parking lot near water park and Crystal Palace to be delineated and expanded with fencing but not resurfacing AND at the same time safe access created to the North end of ball diamonds; 2. Expand current parking lot North East of the Community Centre as far East as possible with gravel; 3. Extend parking around the cattle barn and dog park; 4. Expand Welding Street parking; to be forwarded to the Parks & Recreation Advisory committee and Council for approval. At the Parks and Recreation Advisory Committee meeting on June 19, 2018, the recommendation was reviewed and endorsed with the following motion: Moved by: Bob McCormick Seconded by: Mike Cerna RESOLVED THAT the Parks and Recreation Advisory Committee approve the Resolution as presented by the Memorial Park Revitalization Sub-committee to be forwarded for Council approval. A diagram of these priority locations is attached. Page 349 of 666 MEMORIAL PARK & LAKE LISGAR (SOUTH END)MEMORIAL PARK &LAKE LISGAR - CONCEPTUAL MASTER PLANLEGEND01050100m25010502575mCrystalPalaceParking Priorities - MPRP Subcommittee - June 2018Parking PrioritiesJune 2018#1 - Fencing & grass parking#1 - safe access to grass parkingDave Johnson Memorial Dog ParkJ.L. Scott McLeanOutdooor Recreation Pad#2 - gravel surfaceextended parking#3 - gravel surfaceextended parking#4 - extendedparkingDave JohnsonMemorial Dog ParkPage 350 of 666 Cyril J. Demeyere LimitedP.O. Box 460, 261 BroadwayTillsonburg, Ontario. N4G 4H8Tel: 519-688-1000866-302-9886Fax: 519-842-3235cjdl@cjdleng.com1TOWN OF TILLSONBURGI:\ACAD Projects\2017\1706\1706_Mast.dwg, 05/07/2018 4:31:11 PM, CJDLPC19,1:1Plate 1: Proposed Grading PlanFile No: TSPC 7-188- J.L. Scott McLean Outdoor Recreation PadLots 121,541, 545Q, 545R, 564, Part Lots 122 & 123 Plan 500, Town of Tillsonburg- 45 Hardy AvenuePage 39 of 156Page 351 of 666 Report Title Visitor Parking Improvements at OPP Station Report No. RCP 17-50 Author Rick Cox, Director of Recreation, Culture & Parks Meeting Type Council Meeting Council Date November 13, 2017 Attachments Page 1 / 3 RCP 17-50 - Visitor Parking Improvements at OPP Station.docx RECOMMENDATION: THAT Council receive Report RCP 17-50 - Visitor Parking Improvements at OPP Station; AND THAT the costs associated with implementing additional visitor parking at the OPP Station are considered during the 2018 budget deliberations. BACKGROUND At the January 23, 2017 Council meeting, the Chair of the Police Services Board advised Council members that the location of the existing island within the visitor parking area impacts traffic flow and snow removal operations. This causes visitors to use the rear parking lot which is designated for police personnel only. Town staff were requested to review the visitor parking at the OPP station and determine if additional parking stalls can be accommodated. SUMMARY Tillsonburg Zoning By-Law 3295 requires that at least one (1) accessible parking stall be provided, which is already present on the subject property. The Zoning By-law also requires that each parking stall be a minimum of 2.7m wide and a minimum of 5.5m in length, while a parking aisle is to be a minimum of 7.3m in width. Based on these requirements, Figure 1 illustrates the proposed visitor parking configuration, where six (6) new stalls can be accommodated. Planning staff have confirmed that the proposed visitor parking lot improvements at the OPP station would not require Site Plan approval. The proposed visitor parking reconfiguration scope of work would include the removal of the center grassed area, new curbing and asphalt with the additional parking stall area and some site restoration work. The cost to improve the visitor parking lot is estimated at $25,800. The lease between the Town and the Government of Ontario with respect to the OPP station is clear that leasehold improvements initiated by the tenant are to be paid for by the tenant, while leasehold improvements initiated by the landlord are the responsibility of the landlord. In this Page 352 of 666 Page 2 / 3 RCP 17-50 - Visitor Parking Improvements at OPP Station.docx case, while the suggested alterations are supported by the local OPP administration, they have been requested by the Police Services Board and are therefore not initiated by the tenant. CONSULTATION/COMMUNICATION Operations and Facility staff were consulted regarding this request. FINANCIAL IMPACT/FUNDING SOURCE Staff recommend that the capital budget implications of approximately $25,800 associated with the proposed visitor parking lot improvements are considered during the 2018 budget deliberations. A capital project under the Police Services Budget has been inserted into the draft budget documents. The six parking spots created by this alteration will cost approximately $4,300 each to create. COMMUNITY STRATEGIC PLAN (CSP) This report provides information in alignment with the following Objectives of the Community Strategic Plan: • Objective 1 – Excellence in Local Government • Objective 2 – Sustainable Economy • Objective 4 – Culture & Community Page 353 of 666 Page 3 / 3 RCP 17-50 - Visitor Parking Improvements at OPP Station.docx Page 354 of 666 January 21, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Additional Security Gate at the Community Centre At the Council Budget Meeting on Monday, January 7, 2019, it was requested that staff provide additional information about the estimated staff cost savings that placing an additional security gate could make possible. Currently, when the Lions Auditorium has a function in it, two operations staff are scheduled for the duration of the event. Placing an additional security gate to restrict access to only the Lions Auditorium and kitchen will assist in reducing the number of staff required to monitor the building. On average, there are two late-night events per month, requiring two staff to stay until at least 2am. If the gate is in place, one of those staff can go home after the end of the other building operations for the night, typically at around 11:30pm. This schedule change alone will save an estimated $1100 per year. In addition, the gate will make it possible to have only one staff (instead of two) on-site for the several Holiday Mondays in a year where the Lions Bingo is the only use of the facility, for an annual savings of over $600. These two changes alone will facilitate staff cost savings enough to recover the estimated $10,000 installation cost of the gate in less than six years. Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 355 of 666 Note 2018 2019 Budget %Note Reference Budget Budget Variance Variance Reference Revenues Total Revenues Expenditures Labour 29,100 8,000 (21,100)(72.5%)1 Purchases 274,600 114,000 (160,600)(58.5%)2 Contracted Services 3,000 5,000 2,000 66.7% Contribution to Reserves 7,800 0 (7,800)(100.0%)3 Interfunctional Adjustments 20,000 5,000 (15,000)(75.0%)4 Debt Principal & Interest 114,600 114,600 5 Total Expenditures 334,500 246,600 -87,900 -26.3% Total Net Levy 334,500 246,600 -87,900 -26.3% Notes 1 Remaining labour for MMS streetlight patrols 2 Reduced Hydro by 57% ($145,200), Inventory by ($10,800) and Supplies by ($4,600) 3 Removed Streetlight Conversion reserve contribution 4 Reduced Fleet Charges 5 Streetlight Conversion P&I with an additional $75,000 Principal payment next year Page 356 of 666 January 21, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Operational savings from energy projects At the Council Budget Meeting on Monday, January 7, 2019, it was requested that staff provide additional information about how the operational savings from implementing LED lighting replacements and co-generation projects are being used to offset the principal and interest payments associated with the projects. Consumption and cost trend graphs are attached. LED Rink Lights A project to replace the lighting in both arenas with LED fixtures was completed in early August 2017 just in time for the NHL 150 event. The project had an $110,000 budget, funded with $90,000 in debt funded from operational savings and $20,000 in rebates. The project actually cost $109,330.39 and achieved $21,871.10 in rebates, leaving a surplus of $2,540.71. The first debt repayment was due in 2018 and consisted of $4,500 in principal and $2,903.96 in interest. After the LED project, hydro consumption at the facility for August – December 2017 was down by 132,996 kWh over a similar period in 2016. This translates into a savings of $21,214.51 at 2017 rates. TCC Co-generation Project The co-generation project at the Tillsonburg Community Centre is still in the process of achieving final commissioning. The project has a budget of $2.34 million, funded with $2,085,000 in user-pay debt and $255,000 in rebates. The first debt repayment is due in 2019 and consists of $104,250 in principal and $72,472.08 in interest for a total of $176,722.08. The turbines have been generating hydro to serve the facility’s base load since June. Grid- based hydro consumption at the facility for July – December 2018 was down by 66% compared to the same period in 2017. Despite significant unit cost increases, the net savings (reduced hydro cost minus increased gas cost) achieved between July-December 2018 totals over $116,000. Similar results projected over a full year would save over $199,000, or $22,000 more than the P&I cost. However pool heat-recovery implementation was not completed until early December so it is too early yet for utility billings to reflect the full benefit of the project. The 2019 draft budget allocates $382,100 for utilities at the TCC. This is a reduction of $194,000 from the approved 2018 allocation of $576,100. Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 357 of 666 Five –Year TCC Hydro Consumption & Cost Trend LED Project Completion Co-gen Turbines online Page 358 of 666 Five-Year TCC Hydro Unit Cost Trend Page 359 of 666 Page 360 of 666 Page 361 of 666 Page 362 of 666 Page 363 of 666 Page 364 of 666 Page 365 of 666 Page 366 of 666 Page 367 of 666 Page 368 of 666 Page 369 of 666 Page 370 of 666 Page 371 of 666 Page 372 of 666 Page 373 of 666 Page 374 of 666 Page 375 of 666 Page 376 of 666 Page 377 of 666 Page 378 of 666 Page 379 of 666 Page 380 of 666 Page 381 of 666 Page 382 of 666 Page 383 of 666 Page 384 of 666 Page 385 of 666 Page 386 of 666 Page 387 of 666 Page 388 of 666 Page 389 of 666 Page 390 of 666 Page 391 of 666 Page 392 of 666 Page 393 of 666 Page 394 of 666 Page 395 of 666 Page 396 of 666 Page 397 of 666 Page 398 of 666 Page 399 of 666 Page 400 of 666 Page 401 of 666 Page 402 of 666 Page 403 of 666 Page 404 of 666 January 21, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Summer Place Operational Impacts At the Council Budget Meeting on Monday, January 7, 2019, it was requested that staff provide additional information about how not having Summer Place would impact operations. Public Washrooms The barrier-free public washrooms at Summer Place do not have an alternative that can easily be implemented, unless portable toilets are deployed. The washrooms serve users of the playground area, the rowing dock and the boat launch, as well as those passing by on the trails. The washrooms at the Waterpark are the closest but are intended for admission-paying patrons of the facility and cannot be made available on a general basis. It may be possible to retain the washroom addition component of Summer Place if the older part of the building was demolished. Rowing Club Operations During their delegation to Council on January 14, 2019, the Rowing Club identified that it would not be feasible to have their equipment stored elsewhere. It may be possible to retain the ‘bunker’ style storage without the meeting room component, if the older part of the building was demolished. Summer Camp Operations Town-operated summer camp programs have been using Summer Place as the Camp Headquarters for many years. However, the camps also use many parts of the TCC facility when they are not needed for other rentals. Relocating Camp HQ to the TCC could be accommodated, although the designated HQ space would not be available to other rentals for the July-August camp cycle. The facility condition report on Summer Place is attached for Council information. Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Page 405 of 666 TOWN OF TILLSONBURG BUILDING CONDITION ASSESSMENT AND CAPITAL PLANNING STUDY 8 ROSS STREET, TILLSONBURG, ON OCTOBER 12, 2017 Page 406 of 666 WSP Canada Inc. BUILDING CONDITION ASSESSMENT AND CAPITAL PLANNING STUDY LAKE LISGAR WATER PARK AND SUMMER PLACE 8 ROSS STREET TILLSONBURG, ON TOWN OF TILLSONBURG DATE: OCTOBER 2017 WSP 582 LANCASTER STREET WEST KITCHENER, ON, CANADA N2K 1M3 TEL.: +1 519-743-8777 FAX: +1 519 743-8778 WSP.COM Page 407 of 666 WSP Canada Inc. 582 Lancaster Street West Kitchener, ON, Canada N2K 1M3 Tel.: +1 519-743-8777 Fax: +1 519 743-8778 wsp.com October 12, 2017 Town of Tillsonburg 200 Broadway Street, Suite 204 Tillsonburg, ON N4G 5A7 Attention: Mr. Corey Hill, Manager of Parks & Facilities Subject: Facility Condition Assessment and Capital Planning Study Lake Lisgar Water Park & Summer Place 8 Ross Street, Tillsonburg, ON Dear Mr. Hill: We are pleased to submit a draft copy of our Facility Condition Assessment and Capital Planning Study Report on the visual evaluation of the associated site, building, structural, mechanical and electrical elements in the Lake Lisgar Water Park and Summer Place buildings located at 8 Ross Street in Tillsonburg, Ontario. This report was produced by WSP Canada Inc. in accordance with the scope of work outlined in our proposal dated September 15, 2017. If you have any questions or concerns, please feel free to contact our office. Sincerely, WSP CANADA INC. Trevor Gonsalves Senior Engineer, Building Sciences WSP ref.: 171-13728-00 Page 408 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page iii SIGNATURES PREPARED BY Trevor Gonsalves, P. Eng. Senior Engineer, Building Sciences PREPARED BY Kevin Hu, P. Eng. Structural Engineer PREPARED BY Cherisse Vanloo, P. Eng. Project Manager, Building Sciences REVIEWED BY Manuel Estragadinho, B. Tech. (Arch. Sci.) Practice Leader, Building Sciences (Asset Management/Capital Planning) This report was prepared by WSP CANADA INC. for the account of Town of Tillsonburg, in accordance with the professional services agreement. The disclosure of any information contained in this report is the sole responsibility of the intended recipient. The material in it reflects WSP CANADA INC.’s best judgement in light of the information available Page 409 of 666 WSP October 2017 Page iv Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg to it at the time of preparation. Any use which a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. WSP CANADA INC. accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on this report. This limitations statement is considered part of this report. The original of the technology-based document sent herewith has been authenticated and will be retained by WSP for a minimum of ten years. Since the file transmitted is now out of WSP’s control and its integrity can no longer be ensured, no guarantee may be given with regards to any modifications made to this document. Page 410 of 666 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg WSP October 2017 Page v TABLE OF CONTENTS 1 EXECUTIVE SUMMARY ..................................................... 1 1.1 Introduction ........................................................................................ 1 1.2 Facility Condition .............................................................................. 1 1.2.1 Life Expectancy of Facility ............................................................................................................ 1 1.3 Opinion of Probable Cost ............................................................... 1 2 GENERAL PURPOSE, SCOPE OF WORK AND LIMITATIONS .......................................................................... 3 2.1 General Purpose ................................................................................ 3 2.2 Scope of Work .................................................................................... 3 2.3 Audit Team .......................................................................................... 4 2.4 Reference Materials ........................................................................ 4 2.5 Limitations .......................................................................................... 4 3 OBSERVATIONS................................................................... 6 3.1 Summer Place .................................................................................... 6 3.1.1 Site Features ......................................................................................................................................... 6 3.1.2 Building Structure ............................................................................................................................ 7 3.1.3 Building Envelope ............................................................................................................................ 8 3.1.4 Roofing System ............................................................................................................................... 10 3.1.5 Interior Finishes ............................................................................................................................... 10 3.1.6 Mechanical Systems ...................................................................................................................... 11 3.1.7 Electrical Systems ........................................................................................................................... 12 3.1.8 Asbestos Material Survey ........................................................................................................... 13 3.1.9 Accessibility ......................................................................................................................................... 13 3.2 Lake Lisgar Water Park ................................................................ 13 3.2.1 Site Features ....................................................................................................................................... 13 3.2.2 Building Structure .......................................................................................................................... 14 3.2.3 Building Envelope .......................................................................................................................... 15 3.2.4 Roofing System ................................................................................................................................ 16 Page 411 of 666 WSP October 2017 Page vi Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg 3.2.5 Interior Finishes ................................................................................................................................. 17 3.2.6 Mechanical Systems ...................................................................................................................... 17 3.2.7 Electrical Systems .......................................................................................................................... 18 3.2.8 Asbestos Material Survey .......................................................................................................... 19 3.2.9 Accessibility ........................................................................................................................................ 19 4 CAPITAL PLAN ..................................................................... 21 Page 412 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page vii TABLES TABLE 2.1 AUDIT TEAM .................................................................................... 4 TABLE 4.1 SUMMER PLACE CAPITAL PLAN ..................................... 22 TABLE 4.2 LAKE LISGAR WATER PARK CAPITAL PLAN ............ 23 APPENDICES A PHOTOGRAPHS B POTENTIAL ASBESTOS MATERIAL SURVEYS C ACCESSIBILITY REPORT Page 413 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 1 1 EXECUTIVE SUMMARY 1.1 INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to complete a Facility Condition Assessment (FCA) and Capital Planning study for the Lake Lisgar Water Park and Summer Place buildings located at 8 Ross Street in Tillsonburg, Ontario. The Lake Lisgar Water Park building is a single storey masonry and wood framed structure with a reception / office area in the central portion and change rooms on the north and south sections. There is a basement area below the central portion of the building. We understand that the original building was constructed in the 1940’s and is therefore approximately seventy-seven (77) years old. A canteen was later added on the north side of the building at some time in the early 2000’s and is therefore approximately seventeen (17) years old. The Summer Place building is also a single storey structure with a basement. The south section of the building is a masonry and wood framed structure while the north and west sections are masonry and steel joist structures. The basement area on the east side extends beyond the building footprint and is constructed of reinforced concrete walls and roof slab. The original building was most likely constructed at the same time as the adjacent Lake Lisgar Water Park building and is therefore approximately seventy-seven (77) years old. The age of the basement extension is unknown. This assessment was completed to review the current condition of the various building systems and an overview of the buildings and potential future capital costs. It should be noted that this investigation was based on a visual inspection only. No destructive testing was completed at this time. The visual site reviews of the building envelope, structural, accessibility and environmental components were performed on September 26, 2017. The review of the mechanical and electrical systems was conducted on September 29, 2017. Selected photographs of the conditions noted during our site reviews are included in Appendix A of this report. 1.2 FACILITY CONDITION In our opinion, the buildings overall are in fair and serviceable condition. All expenditures associated with repair and replacement of the various building components are presented in the Capital Planning Table in Section 4. 1.2.1 LIFE EXPECTANCY OF FACILITY It is our opinion that the existing buildings can be maintained and continue in operation for at least another 15 - 20 years, provided that the repairs recommended herein and presented in Section 3 are carried out in a timely manner consistent with the time frames identified in this report. 1.3 OPINION OF PROBABLE COST The estimated repair replacement costs presented in Section 4 of this report are in 2017 dollars for the work that, in our opinion, is required to maintain the integrity of the property. All costs provided are opinion of costs only. The costs do not include an inflation factor and soft costs which may be incurred such as professional fees, taxes, insurance permits etc. Opinion of costs are based on good engineering practice and the Consultant’s experience with work of a similar nature. However, any opinion of costs provided are subject to Page 414 of 666 WSP October 2017 Page 2 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Consultant makes no representation or warranty expressed or implied as to the reliability of these opinion of costs. Page 415 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 3 2 GENERAL PURPOSE, SCOPE OF WORK AND LIMITATIONS 2.1 GENERAL PURPOSE The purpose of our condition assessment survey was to visually assess the present physical condition of the on-site property elements, buildings and related structures; identify areas with deteriorating/deficient conditions or with anticipated probable end of service life; make recommendations regarding areas in need of repair or replacement over the evaluation period of this report; and provide our opinion of budget cost estimates. The opinions of costs presented in this report are intended for global budget purposes only. Actual costs for work recommended can only be ascertained after preparation of tender documents, determining site restrictions and establishing a construction schedule. The scope of work recommended in this report must be confirmed with a more detailed site investigation prior to implementation. This report is subject to the included limitations. 2.2 SCOPE OF WORK The scope of our work included the following: — Review of available drawings and reports, — Interview with the current operations manager, — Visually review and document existing conditions the property/building elements, — Conduct a visual survey to identify any materials that may potentially contain asbestos, (see Appendix B) — Carry out an AODA compliance audit, (see Appendix C) — Identify and recommend repair or replacement of the property/building elements that can be anticipated during the evaluation period of this report. — Estimate the probable cost associated with recommended repairs/replacements, and — Prepare report outlining our observations, findings and recommendations. Our work did not include the following: — Destructive or non-destructive testing of the building components, — Review of the concrete pool shell and water slide structure; — Testing of life safety systems, — Calculations to confirm the adequacy of the original design, — Hazardous substance survey, — Removal of material samples for asbestos testing; — Detection, testing assessment and reporting on lead paint; and — Detection, testing assessment and reporting on fungi (including but not limited to yeast, mould, mildew, rust, smut or mushroom). The major components and systems surveyed included: — Site Features, — Building Structure, — Building Envelope, Page 416 of 666 WSP October 2017 Page 4 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg — Roofing Systems, — Interiors, — Mechanical Systems, — Electrical Systems, and — Fire and Life Safety Systems. Projects or tasks less than a threshold value of $2,500 are excluded from our capita l plan and should be undertaken as operating and maintenance expenditures. 2.3 AUDIT TEAM The following individuals comprise the audit team for this study: Table 2.1 Audit Team Trevor Gonsalves, P. Eng. WSP CANADA Inc. Building Envelope, Interiors, Site Features Kevin Hu, P. Eng. WSP CANADA Inc. Building Structure Cherisse Vanloo, P. Eng. WSP CANADA Inc. Mechanical & Electrical Systems Danielle Vella, Environmental Officer WSP CANADA Inc. Asbestos Review Val Rogojine, PMP®, M. Arch. Architecture49 Inc. Accessibility Review 2.4 REFERENCE MATERIALS No reference materials were available for our review in preparing this report: 2.5 LIMITATIONS The information contained in this report represents the professional opinion of WSP Canada Inc. (the Consultant) and their best judgment under the natural limitations imposed by the Scope of Work. This report is intended solely for the Client named as an indication of the physical condition of the building components addressed in the report. The material in this report reflects the Consultant’s best judgment in light of the information available to it at the time of preparation. Any use a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. The Consultant accepts no responsibility for damages, if any suffered by any third party as a result of decisions made or actions based on this report. This report is limited in scope to only to visual examination of the building and those building components that are specifically referenced in this investigation and was limited to areas that could be safely accessed or viewed. No destructive or non-destructive testing was carried out on building systems or components and no design analysis of the capacity and adequacy of existing systems was carried out unless otherwise indicated. There may be existing deficiencies in this complex that we did not record in this report. Such deficiencies were not apparent to us due to the limitations imposed by the scope of work. We can, therefore, accept no liability for any costs incurred by the Client for subsequent discovery, manifestation or rectification of such deficiencies. Page 417 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 5 Any costs for repair in this report are the Consultant’s opinions of probable construction costs and quantities. Cost estimates are based on good engineering practice and reference costing publications (Means and Yardsticks for Costing) combined with the Consultant’s experience with work of a similar nature. These estimates do not include any unforeseen conditions that require repair at the time the repair work is being completed. Any cost estimates provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Consultant makes no representation or warranty expressed or implied as to the reliability of these cost estimates. Do not use any part of this report as a separate entity. The report has been written to be read in its entirety and for the exclusive use of the Client named. All files, notes, source data, test results and master files are retained in the offices of WSP Canada Inc. and remain the property of the Consultant. Page 418 of 666 WSP October 2017 Page 6 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg 3 OBSERVATIONS A walk-through visual review was carried out of all major systems of the buildings / property including site features, building structure, building envelope, roofing system, mechanical systems, electrical systems, fire and life safety systems and interiors. Access to the building was provided by the operations manager. The following sections summarize the findings of the visual inspection, assessment and recommendation made for each major system of the complex. Selected photographs are included in Appendix A to the report for the reader’s reference. 3.1 SUMMER PLACE The Summer Place building is a single storey structure with a basement. The main floor of the building is used for summer camps while the basement is occupied by the Tillsonburg Rowing Club. The main floor of the building is approximately 200 square metres and the basement level is approximately 410 square metres. Access to the site is provided by a gravel paved entrance driveway off of Ross Street. There is also a gravel driveway on the south side of the site which provides access to the Tillsonburg Rowing Club. 3.1.1 SITE FEATURES To assess the physical condition of the site features a visual site review was conducted. No destructive or non-destructive testing was conducted. The following sub-sections summarize our findings of the visual inspection and assessment of the site. FENCING A 1.2 metre high metal chain link fence is provided along the perimeter of the site at the west side of the building. The chain link fencing is generally in good condition with local areas of rust noted. CONCRETE SIDEWALKS AND STAIRS A concrete landing is provided at the north entrance to the building. This landing is in good condition. A cast-in-place concrete stair which provide access to the adjacent parkette is located at the south side of the site. This stair is in serviceable condition with areas of deterioration noted on the sidewalls. These deteriorated areas should be repaired as part on ongoing maintenance. There is a precast stone stair leading from the gravel paved parking area down to the access driveway to the Tillsonburg Rowing Club. This stair is in good condition. While a guard is not required on this stair, it is suggested that a handrail be installed to assist pedestrians using the stair. RETAINING WALLS There is a boulder retaining wall located along the west side of the access driveway to the Tillsonburg Rowing Club. The retaining wall is generally in good condition although it appears that a section of the wall was removed to accommodate the installation of the precast stone stair. Replacement of the boulders adjacent to the stair should be carried out as part of building maintenance. Page 419 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 7 3.1.2 BUILDING STRUCTURE To assess the condition of the building structures, a walk-through visual review was conducted. Some areas of the structure of the buildings were concealed by the roofing, wall cladding from the exterior and by the architectural finishes in the interior areas. No dismantling of any architectural finishes was completed to expose the concealed structural components. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the structural adequacy of the original design. The Summer Place building is a one-storey building with a basement level and a half below-ground rowing club storage facility on the east side of the main building. The basement of the main building is also used by the Tillsonburg Rowing Club for storage. The front portion of the main building used to be an office and is measured as approximately 8.1 meters x 7.8 meters (26’- 6” x 25’-6”). The rest of the main building consists of two rectangular sections. Directly north of the office is an approximately 7.6 meters (25’) wide and 15.3 meters (51’) long open space that was once used as a day care facility. There is an approximately 6.8 meters (22’-4”) wide and 5.5 meters (18’) long washroom addition at the northwest corner. The exterior of the main building is mostly exposed concrete block walls except the west wall of the office which is clad with vinyl siding and the Summer Place sign. A basement level exists below the day care space. An opening was cut in the concrete foundation wall at the south-east corner in the basement to the rowing club structure, which is roughly 7.2 meters (24’) wide and 22.3 meters (73”-3”) long. We were not provided with any original building record drawings at the time of this report. The age of the building was unknown. MAIN BUILDING An 1800 mm (6’) wide precast concrete stair is located at the front door of the office for access. The height at the top landing is approximately 670 mm above grade. A steel railing was only installed on the east side of the stair. A railing should be provided on both sides of the stair. The interior of the office was covered with ceiling tiles and gypsum wall boards. The floor was covered with vinyl tiles. Ceiling tiles in the office were removed at certain locations to review the structural framing. The roof framing consists of 2x12 wood roof joists spanning in the west-east direction and rest on the west and east perimeter wood stud walls with Simpson joist hangers. The roof joists overhang by approximately 600 mm (2’) at the east end. Roof joist cross bridging was found at the one-third points of the joist span. The perimeter walls are framed with 2x4 sawn timbers spaced at 400mm (16”) on centre and are clad with 200 mm (8”) concrete block on the exterior side. In the day care space, the walls are covered but most of the ceiling tiles were missing. The building roof framing in this area consists of 38 mm (1-1/2”) steel decking supported on 350 mm or 14” deep open web steel joists (OWSJ) spaced at 1,470 mm (4’-10”). The open web steel joists span approximately 7.6 meters (25’) from west to east and are supported on the 200 mm (8”) thick concrete block exterior walls. There is a stair going down to the basement at the north end of the day care space. There is a considerable amount of mould growth on the drywall in the stairwell (Refer to the Environmental section of this report for more details). The other areas of the basement appears to be dry and no mould was noted. A T-bar ceiling is present in the basement but the ceiling tiles were missing at multiple locations. The ground floor framing consists of concrete topping on steel pan spanning in the north to south direction between the 300 mm (12”) deep open web steel joists at a spacing of approximately 610 mm (2’-0”). The open web steel joists are generally supported by 200 mm (8”) thick concrete block walls on top of the reinforced concrete foundation wall. An opening of approximately 2,100 mm (7’-0”) wide was cut in the reinforced concrete foundation wall at the north-west corner in the basement for access into the rowing club. This results in a 178 mm (7”) deep lintel beam to support the ground floor loads over the 2,100 mm (7’-0”) wide door opening. The lintel beam does not have sufficient capacity and therefore failed and cracked at the middle span. A steel reinforcing frame made of 2 – 89 mm (3.5”) steel round posts supporting a W150 steel beam was installed to replace the concrete lintel beside the foundation wall and tight against the top chord of the open web steel joists. The washroom addition was enclosed by 200 mm (8”) concrete blocks walls on all sides with the roof framing being 38mm (1-1/2”) steel deck on W200 steel beams running west to east. The W200 beams are supported in the masonry concrete Page 420 of 666 WSP October 2017 Page 8 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg block wall pockets. The steel deck is supported by 150 mm (6”) deep steel channels that are bolted to the face of the concrete block walls on the south and north sides. The concrete floor slab in this area appear to be in sound condition. Our visual review of the interior finishes and the exterior cladding did not reveal any indications or signs of structural distress due to structural deficiencies, deterioration or previous overloading of the building structure. Where exposed, no significant cracks or signs of settlement were noted with the perimeter foundation walls. There were no indications of significant deformations in the roof structure. The overall condition of the building framing was considered in good condition except the following deficiencies noted during the site review that will require remediation:  The face shell of 3 concrete blocks were demolished in the 8” load bearing wall adjacent to the bearing pocket of the W200 beam from the addition possibly when installing the copper pipes. As a result, the closure angle of the roof deck is now unsupported for a length of approximately 750 mm (30”). The wall openings need to be closed by restoring the concrete blocks.  We also recommend that a steel railing be installed on the west side of the stair at the south entrance to the building to prevent a fall hazard. ROWING CLUB The foundation walls of the rowing club structure are 300 mm (12”) thick reinforce concrete walls all around. Precast concrete hollow-core planks 1,890 mm (4’-0”) wide with a concrete topping were placed on the concrete foundation walls and span in the west to east direction. The walls and slabs generally appear to be in good condition on the interior side. The interior slab-on-grade exhibits very mild scaling, especially close to the south overhead door, but is generally in fair condition. South-north spanning W410 steel beams on HSS 150 x 150 columns were erected as intermediate supports for the roof slab. Horizontal arms were also attached to the vertical HSS columns as the boat single sided storage racks.  Extensive water stains were observed on the roof steel beam. This has not caused the steel beam to rust as yet. Signs of water ponding was also noticed on the roof directly above the steel beams with water stains.  The steel stair that leads to the roof is showing extensive paint peeling and rust. The top landing of the stair is tilted due to the lack of one supporting leg. This has resulted in a step of almost 50 mm (2”) to the top surface of the roof, which presents a tripping hazard for anyone who is accessing the rowing club roof. We suggest that a new stair that is supported by steel posts on concrete caisson foundations be installed at this location.  At a few locations, concrete parging on the side of the roof slab showed cracking and spalling. This occurs mostly at the joints between the concrete topping and the precast slab due to their different material properties and shrinkage rates. We suggest that the concrete parging be removed and reapplied in these areas with new parging. There are also long cracks along the joints between the precast concrete planks. These cracks had been repaired and the planks are in reasonable service condition.  The metal railings around the roof slab are showing peeling paint, and rusts at some locations. We suggest that the railing be cleaned with a wire brush down to bare steel and repainted with zinc-rich paint and a top coat. 3.1.3 BUILDING ENVELOPE The building envelope consists of above grade exterior walls, glazing and doors. To assess the condition of the building envelope a walk-through visual site review was conducted. We reviewed the exterior walls and glazing from grade level. No dismantling of any architectural finishes was done. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the adequacy of the original design. The following sub-sections summarize our findings of the visual inspection and assessment at the building. Page 421 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 9 EXTERIOR WALLS The exterior walls of the building generally consist of painted masonry blocks on the north section of the building. The walls of the south section are covered with horizontal vinyl siding. The walls on the north, east and south elevations of the Tillsonburg Rowing Club section of the building are exposed cast-in-place concrete walls. No test openings were made to confirm the wall composition or levels of insulation, if any. The masonry block walls are generally in good condition. There are local areas of spalled blocks and minor deterioration of the mortar joints on the east elevation of the building. The paint finish on the walls at the north east corner of the building as well as at the west elevation is deteriorated in local areas. The deterioration noted at the north east corner may be due to a leak through the roof membrane at this location. The horizontal vinyl siding on the south section of the building is generally in good condition. There is one area of impact damage on the east elevation. The cost of this repair is below the threshold value and should therefore be repaired as part of regular building maintenance. No test openings were made to confirm the wall composition or levels of insulation, if any The concrete walls of the Tillsonburg Rowing Club are painted. The concrete walls are in good condition but there is minor graffiti on the east wall. WINDOWS Windows are provided on the east and south elevations of the building. The windows consist of double glazed operable units in vinyl frames. The vinyl window frames have been retrofitted into the original framing and are in serviceable condition although they are generally not plumb within the frames. This may be due to insufficient support beneath the frames which gas caused the frames to sag. Replacement of the windows has been allowed for in the Capital Plan. The exterior of the windows have been capped with aluminum flashing. Metal security guards are installed on the exterior of the windows. The guards are in good condition although there are minor areas of rust present. The guards should be cleaned and repainted as part of building maintenance. However, it may be necessary to replace them with the new windows. DOORS The south entrance door is a wood door with a wood framed screen door. The wood door is in good condition with some deterioration of the paint finish. The door binds on the frame. The screen door is in poor condition and should be replaced. There are two (2) metal exit doors on the north elevations which provide access to the main section of the building as well as to the washrooms. The door to the washrooms has a wired glass insert in the upper section. The doors are generally in good condition with typical minor scratches present. The closer on the east door at the north elevation is missing and should be replaced. There is also a metal door on the south elevation which provides access to the Tillsonburg Rowing Club. This door is in fair condition. The paint finish is peeling and the weather-stripping is torn. Minor rust was noted on the hinges. Caulking material has not been installed around the perimeter of this door frame. There is one (1) sectional metal overhead door on the south elevation that provides access to the Tillsonburg Rowing Club section of the building. This door is in good condition with minor dents noted. Replacement of the door will be required within the planning period. Page 422 of 666 WSP October 2017 Page 10 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg 3.1.4 ROOFING SYSTEM To assess the condition of the roofing system, a visual site review was conducted from roof level. No dismantling of any roofing materials or elements was done. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the adequacy of the original design. BUILDING ROOF The roof system installed on the building consists of a built-up felt and asphalt membrane with pea gravel surfacing. The roof system is in fair to poor condition. There are local areas of blisters present as well as exposed asphalt. The membrane is also split at the north side of the roof area. There is suspected mould growth and water damage on the wall and ceiling finishes in the basement stairwell as well as deterioration of the paint finish on the exterior walls at this location. These conditions are the result of suspected roof leaks. The perimeter of the roof areas is covered with metal cap flashing. The flashing is generally in good condition. There is a section of damaged flashing at the north side of the west elevation. Scupper drains are provided at several locations around the perimeter of the roof. The downspouts are missing / disconnected at several of the scupper drains. The downspouts on the north elevation discharge adjacent to the foundation wall of the building. The downspouts should be repositioned to discharge water away from the building. Roof systems of this type generally have a service life of 30 – 35 years with regular maintenance. Although the age of the roof membrane is unknown, based on the current conditions observed, we recommend planning for roof replacement with replacement of metal flashing and reworking of the downspouts in the short term of the planning period. BASEMENT ROOF The precast concrete panel roof slab over the east section of the basement which extends beyond the footprint of the building is protected by a thin system waterproofing membrane with a wear surface. The membrane is in poor condition. Active water penetration through the roof slab and evidence of water penetration in the form of staining was noted on the soffit of the roof slab panels during our site review on September 29, 2017. Areas of worn and debonded membrane are present throughout the area. There is no membrane on the north and south side of the roof. In addition, the membrane does not extend to the edge of the roof slab. Cracks in the concrete slab which have reflected up through the membrane have been sealed with a caulking material at some locations. However, the sealant material has split. Unsealed cracks are also present in the membrane. Replacement of the membrane system will be required immediately. A metal picket railing is installed at the perimeter of the roof area. The railing is in fair to good condition. Corrosion of the metal was noted at locations where the paint finish has deteriorated. The railings should be cleaned and painted with a corrosion inhibiting paint. The height of the railing is 1080mm which complies with the current edition of the Ontario Building Code. However, the spacing between pickets is 108mm which exceeds the maximum opening size of 100mm. Confirmation should be obtained from local building officials whether this variance is acceptable. The metal access stair at the north side of this roof has settled and currently presents a trip hazard to pedestrians. This stair should be replaced within the short term of the planning period. 3.1.5 INTERIOR FINISHES The walls in the building are painted. The paint finish is generally in fair condition with typical scratches noted. The painted block masonry walls in the washrooms are in good condition. The gypsum board finish on the walls and ceiling of the basement stairwell have mould growth and water damage on them. Page 423 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 11 The ceiling in the main area consists of ceiling tiles in a suspended metal framework. This frame is in fair condition. All ceiling tiles in the north section of the building have been removed from the support frame. We assume that these tiles will be replaced when the space is prepared for future use. Vinyl composite tiles are installed on the floors in the building except for the washrooms which have unfinished concrete floors. The condition of this finish is consistent with the use of the building and is in fair condition The basement area is generally unfinished. The floor is an exposed concrete slab-on-grade which is generally in good condition with typical hairline cracks present. 3.1.6 MECHANICAL SYSTEMS A visual inspection and site review of the base building mechanical elements was carried out on September 29, 2017. Areas reviewed include the exterior and interior service areas. Service rooms include: the service areas located in the basement; washrooms; and the roof top. Record drawings were not available during the site review. Quantitative measurements for space temperature were not taken. Sanitary and domestic water pipe sizes and capacities were not evaluated, and the natural gas consumption was not investigated. Intrusive testing was beyond the scope of this assignment. No major deficiencies were observed. The details of the investigations, findings and recommendations are included below. HVAC SYSTEM There is no central heating or cooling. Heating is provided by electric baseboard heaters. The classroom is ventilated by a roof-mounted exhaust fan. The washrooms are ventilated by wall-mounted exhaust fans. These fans should be inspected on a monthly basis. We assume repairs and replacements will be completed as-needed as part of routine maintenance. PLUMBING SYSTEM There is a 5/8-inch diameter main domestic water service located in the server room. There is no backflow preventer installed. Many municipalities are starting to enact bylaws requiring the installation of backflow preventers on the incoming water line. We expect the cost of installation will not exceed the report threshold. Sanitary drains inside the building and storm drains all appeared to be in functional condition and no problems were reported. We understand the building is about 70 years old. Based on age, we recommend that there be an allowance for repairs to the drainage piping over the report term. Domestic water piping is copper, where observed. No domestic piping leaks were reported. The facility manager was not aware of any recent distribution pipe replacement. Based on the age of the piping (about 22 years old), we have included a budget for domestic water piping replacement within the report term. We assume isolated pinhole leaks, should they occur, will be addressed as part of ongoing maintenance. Domestic hot water is provided by a 20L electric hot water tank located in the lower level. According to the data plate, the unit was replaced in 2003. We expect end of service life replacement will be managed as a maintenance expense. There is a sump pump located on the lower/basement level. The pump is estimated to be about 22 years old with a service life of about 20 to 25 years. Based on age, we have included a replacement budget. There is a lake adjacent to the property. The building is equipped with a lake aeration system. We did not review any equipment or tubing located in the lake. We have included a preliminary budget for maintenance of the concealed tubing components within the report term. The accessible equipment located in the lower level includes two fractional hp pumps. We expect that the pumps will be replaced as needed as a maintenance item. Page 424 of 666 WSP October 2017 Page 12 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg FIRE PROTECTION SYSTEM The building is not sprinklered. There are battery operated smoke detectors and fire extinguishers located throughout the building. No capital expenditures are anticipated. We assume the limited suppression system can be repaired as- needed under regular maintenance. 3.1.7 ELECTRICAL SYSTEMS The building electrical system was reportedly replaced around 1995. No major issues were noted or reported. Quantitative measurements of voltage and amperages were not taken. Destructive testing of any equipment was not performed. A thermographic scan of the electrical panel was not conducted to determine if there are any potential electrical issues. These evaluations are considered to be maintenance items. MAIN SERVICE AND POWER DISTRIBUTION The main disconnect panel is rated at 200A, 120/240V. No performance issues were reported. The main electrical equipment is about 22 years old. Major electrical equipment has an average service life of about 40 to 50 years. The building is approaching an age where some capital expenditures are likely to be needed within the report term, but the scope and timing of such work is difficult to predict. Based on the reported age of the equipment, we have included budget to replace the main disconnect panel. Replacement of smaller panels and individual components may also be needed, but we expect the costs to be below the capital threshold of this report. We recommend that Thermography Scans and an Arc Flash Hazard Analysis be conducted to verify there are no problems with the current system. LIGHTING SYSTEM The interior lighting systems include 2x4 foot strip fluorescent fixtures with T12 lamps and incandescent lamps controlled by manual switches. T12 lamps are being phased out and in some areas ballasts and lamps are becoming difficult to obtain. Ideally, these lamps would be replaced with more energy efficient or readily available fixtures or lamps (T8, T5 or LED). We have included a preliminary budget to replace the T12 fixtures with a modern alternative. Lighting retrofit incentives/rebates may be available to offset the cost of this work but change over time so they have not been considered in this budget. Exterior lighting consists of pole mounted and wall pack flood lighting that illuminate around the building. These lights appear to be controlled by a timer. No issues were noted or reported. We expect maintenance will be carried out as an operation expense. FIRE ALARM The building is not equipped with a central fire alarm panel. EMERGENCY POWER There is no permanent emergency generator. Emergency lighting consists of emergency heads and battery units located throughout the building. Where reviewed, the battery pack lighting systems appear to be in serviceable condition. The system is reported to be maintained regularly. With good maintenance practices restored and/or followed, we do not anticipate any capital expenditures during the 25 year report term. Page 425 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 13 3.1.8 ASBESTOS MATERIAL SURVEY Our review of the building indicated that there are approximately twenty-five (25) building materials which are suspected of containing asbestos. Refer to the Potential Asbestos Material Survey included in Appendix B of this report. 3.1.9 ACCESSIBILITY An AODA review of the building was performed at the Town of Tillsonburg’s Summer Place buildings located at 8 Ross Street in Tillsonburg. It also identifies prospective areas of upgrades required to improve accessibility for the building’s public space users. The inspected building has a variety of accessibility issues ranging from total noncompliance to partial compliance with various accessibility standards. While some of these issues are relatively inexpensive to mitigate, the others, such as issues with washrooms and barrier free access most likely will require extensive renovations. Capital costs for this work are presented in the Accessibility Report in Appendix C. Since this work is dependent on potential future uses and whether the Town of Tillsonburg decides to bring the building up to current accessibility standards, we have not allocated a time frame in which the work is to be carried out. Refer to the Accessibility Report included in Appendix C of this report. 3.2 LAKE LISGAR WATER PARK The Lake Lisgar Water Park building is a single storey structure with a partial basement. The main floor of the building contains an administration area and men’s and women’s change rooms. The original section of the main floor of the building is approximately 264 square metres. The canteen addition at the north side is approximately 38 square metres. Pedestrian access to the site is provided by asphalt paved walkways off of Ross Street and the gravel paved parking lot for the adjacent playground / park. We have assumed that maintenance and repair of the asphalt walkways are carried out as part of operations of the playground / park area. 3.2.1 SITE FEATURES To assess the physical condition of the site features a visual site review was conducted. No destructive or non-destructive testing was conducted. The following sub-sections summarize our findings of the visual inspection and assessment of the site. The north one-third of the area within the complex is a grassed area with a standalone storage shed. The south part of the fenced area consists of a swimming pool on the east side and a one-storey structure with a basement level on the west side. FENCING A 2 metre high metal chain link fencing with barbed wire strands along the top is provided at the perimeter of the complex. The chain link fencing is in fair condition. The fencing is rusted but is still serviceable. Replacement will be required within the planning period. CONCRETE PAVING AND CURBS There is a concrete pad at the main entrance to the building. The concrete is generally in good condition with typical hairline cracks noted but these do not affect the serviceability of the concrete. Page 426 of 666 WSP October 2017 Page 14 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg The concrete deck around the pool is generally in good condition with typical hairline cracks noted. However, more severe cracking was noted in the concrete at the seating area at the north side of the pool. Replacement of the concrete in this area will be required within the planning period. Control joints between sections of the concrete deck are sealed with a flexible sealant material. However, the sealant material is split and has debonded in many areas of the deck. Replacement of the sealant will be required in the short term of the planning period. Refer to the Structural section for additional information. There is a concrete curb planter on either side of the main entrance to the building. The curbs are in fair to poor condition. The south curb is cracked and has minor displacement and spalling was noted on the north curb. Replacement of the curbs should be carried out within the planning period. 3.2.2 BUILDING STRUCTURE To assess the condition of the building structures, a walk-through visual review was conducted. No dismantling of any architectural finishes was completed to expose the concealed structural components. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the structural adequacy of the original design. The building under review is located in a chain-link fenced area within the Memorial Park in the Town of Tillsonburg. This building is the service facility of the waterpark with washrooms and change rooms, and a reception area on the ground level. The pool mechanical / electrical room in located in the basement. There is a wood-framed addition against the north wall of the main building that is used as a canteen / ice cream shop. An outdoor sitting area with a few tables were placed at the northwest side of the pool. There is a waterslides between the pool and the service building at the south end. SWIMMING POOL AND WATERSLIDES The swimming pool consists of a near rectangular shaped deep water area and a fan-shaped splash pad at the north end. A waterslide with a steel stair was erected on a steel support frame at the south end between the service building and the pool. We understand from the Operations Manager of the Town of Tillsonburg that the swimming pool and waterslide structure have been reviewed by a specialized aquatic consultants on an annual basis and there had been no major structural issues reported in the most recent review. POOL DECK The concrete deck around the pool appears to be in generally good condition with a few scattered cracks. More severe cracking of the concrete slab occurs at the sitting area. Signs of previous repairs were observed but many of the cracks had reappeared. Based on the severity of the condition, we suggest the following:  Slab injection crack repairs should be carried out for the more scattered cracks found around the pool.  Temporary slab injection crack repairs can be performed in the sitting area where more severe and densely located cracks occur, so that the facility can be kept in use in the next season. Eventually, we would suggest that the concrete deck be replaced with a new slab on grade with saw-cut joints that are more closely spaced. A geotechnical Engineer should be also be consulted for the soil condition and treatment in this area for the slab replacement. We have allowed for slab repair and replacement in the short term of the planning period before deterioration worsens which will impede the normal usage of the facility. MAIN BUILDING The rectangular shaped main building on the west side of the pool has load bearing concrete block perimeter walls erected on concrete footings. The building exterior dimensions are measured as approximately 11.2 meters x 24.4 meters (36’-9” x 80’), except with the middle one-third of the building width being 13 meters (42’-8”). There is a basement under the middle section of the building. The basement is used as the pool mechanical room and has a concrete underground service tunnel Page 427 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 15 that connects the basement to the pool. We were advised that the original service building was constructed in the 1940’s and has undergone several major retrofits over the years. It was believed that the only structural components kept from the original construction are the foundations, exterior concrete block walls and wood roof framing. The original construction of the building roof framing mostly used 2x8 joists spaced at 400 mm (16”) in three 3,700 mm (12’-2”) spans. At the middle section where the building is wider, the roof joists used are 2x10 spaced at 400 mm (16”) with an end span of approximately 4,600 mm (15-1”). The wood joists are supported on perimeter concrete block walls and steel beams in the middle supports. The overall condition of the wood frame appears to be in fair to good condition. The floor slab in the south and north sections of the building is a concrete slab-on-grade as is the floor slab in the basement. The floor slab over the basement area is a 150 mm (6”) reinforced concrete slab supported on W360 steel beams spanning north to south between the foundation walls. The foundation walls in the basement are cast-in-place concrete walls. The overall condition of the building framing was considered in fair to good condition except the following deficiencies noted during the site review that will require remediation:  Extensive rust was observed on the steel angle lintel over the exterior wall window/door openings. Rusting of the steel angle lintels had caused diagonal block wall cracks and / or outward displacement of concrete blocks. Evidence of previous repairs to the block walls were observed and the repaired walls are generally in reasonable working condition. With the lintel rusting worsening, it is our concern that the concrete displacement or cracking will further deteriorate. We suggest that the steel lintels be replaced with hot-galvanized steel angles in the short term.  The cross bridging of the roof wood joists were missing at three locations. The cross bridging at these locations should be re-installed to match the existing. This work should be carried out as part of building maintenance.  The steel beams under the ground floor slab over the basement have peeling paint and surface rust, especially at the north end of the beam at the stair opening where the pool rescue poles were stored. We suggest that the rusted areas be wire brushed down to bare steel and then repaint the beams with a zinc-rich paint and a top coat.  The planter concrete curbs in front of the building showed full width cracks at multiple locations. At one spot, severe concrete spalling had occurred. We suggest that the concrete curbs be removed and rebuilt.  Concrete spalling or cracks were observed at the concrete ramps on the east side of the building due to rusted railing posts that are embedded in the concrete. Previous repairs such as concrete patching were observed where concrete wedges spalling off occurred. At the south ramp, a horizontal crack occurred across the entire ramp. We recommend that the concrete ramps be rebuilt with new steel railings. CANTEEN / ICE CREAM SHOP A 4.2 meter (14’) wide and 7.5 meter (25’) long one-storey wood-framed addition was built against the north wall of the building and is used as a canteen / ice cream shop. The sloped roof framing of the addition consists of 2x8 rafters running in the north-south direction at a spacing of 400 mm (16”). Wood planks of unknown sizes are used for the roof deck. The roof rafters were supported by a 2x4 at 400 mm (16”) O/C wood stud walls at the north end and a 2x12 perimeter beam at the south end with Simpson strong-tie joist ties. The 2x12 perimeter beam was fastened to the north building concrete wall with masonry anchors at 400 mm (16”) spacing. The raised floor framing could not be assessed due to floor coverings and exterior sidings. A wood ramp with railing was built in front of the north side service window of the canteen / ice cream shop. Based on the conditions observed during our site review, it is our opinion that the canteen / ice cream shop addition is generally in fair service condition. 3.2.3 BUILDING ENVELOPE The building envelope consists of above grade exterior walls, glazing and doors. To assess the condition of the building envelope a walk-through visual site review was conducted. We reviewed the exterior walls and glazing from grade level. No dismantling of any architectural finishes was done. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the adequacy of the original design. Page 428 of 666 WSP October 2017 Page 16 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg The following sub-sections summarize our findings of the visual inspection and assessment at the building. EXTERIOR WALLS The exterior walls of the building generally consist of painted masonry blocks on the north and south sections of the west elevation as well as the south and east elevations of the building. The masonry blocks at the central section of the west elevation have been covered with metal lath and a cementitious material. The walls of the canteen addition are clad with Hardi board siding. No test openings were made to confirm the wall composition or levels of insulation, if any. The masonry block walls are generally in fair condition. There are areas of step cracks in the mortar joints and areas of deteriorated paint finish on the exterior walls. Displacement of the masonry was noted on the central section of the east elevation. The steel lintels above the windows are severely rusted. Metal channels have been installed above the windows presumably in an attempt to divert water away from the lintels and prevent further deterioration. Masonry repairs and replacement of the corroded lintels should be carried out within the short term of the capital planning period. The cementitious material on the west elevation is cracked and delaminated from the substrate. Minor damage was also noted on these walls. We recommend that this cladding system be replaced with an Exterior Insulation Finish System (EIFS) instead. Replacement of the cementitious material with an EIFS cladding has been allowed for in the Capital Plan. The concrete sills below the windows are cracked and delaminated at several location around the building. Repairs to the sills will be required. A sealant material has been applied at the joint between the base of the masonry walls and the pool deck. This material is split and debonded and is in poor condition. Replacement of this sealant has been allowed for in the short term of the Capital Plan. The concrete foundation wall at the south east corner of the building is cracked and delaminated and should be repaired. The Hardi board siding on the canteen is in fair condition. The sealant in the vertical joint between the main building and the canteen is in good condition. WINDOWS Windows are provided on the north, south, east and west elevations of the building. The windows consist of single glazed operable units in aluminum frames. The windows in the change rooms on the south and east elevations are opaque for privacy. Two of the windows on the north elevation of the main building have been block off by the addition of the canteen. The windows are in fair to poor condition. Replacement of the windows has been allowed for in the Capital Plan. The caulking material at the perimeter of the windows is generally hard and split. Replacement of the caulking materials has been allowed for in the Capital Plan in conjunction with the window replacement. DOORS The main entrance metal double doors on the west elevation are generally in good condition. There are four (4) metal doors on the east elevation which provide access to the basement, maintenance and change rooms of the building as well as metal double doors which provide access to the canteen. The doors are generally in fair condition with typical minor scratches present. The doors should be cleaned and painted as part of regular building maintenance. There is a wood framed screen door at one of the entrance doors on the west side of the canteen. The screen door is in poor condition and should be replaced or removed. 3.2.4 ROOFING SYSTEM To assess the condition of the roofing system, a visual site review was conducted from roof level. No dismantling of any roofing materials or elements was done. No destructive or non-destructive testing was conducted. No calculations were performed to confirm the adequacy of the original design. Page 429 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 17 MAIN ROOF The roof system installed on the main section of the building consists of either a Thermoplastic Polyolefin (TPO) or Polyvinyl Chloride (PVC) single ply membrane. No visible defects or damage were noted on the membrane; however, there are indications of water penetration (staining) on the underside of the exposed wood roof deck. Plastic sheets have been installed on the underside of the roof deck above the entrance vestibule presumably to prevent water from dripping onto users of the facility. Roof systems of this type generally have a service life of 20 – 25 years with regular maintenance. Although the age of the roof membrane is unknown, based on the current conditions observed, we anticipate that replacement will be required within the short term of the capital planning period. The perimeter of the roof area is covered with metal cap flashing. The flashing is generally in fair condition but should be replaced with the roof replacement. NORTH ROOF The sloped roof over the canteen addition at the north side of the building is covered with asphalt shingles. The shingles are in poor condition with curling and granule loss noted. Replacement of this roof will be required in the short term of the planning period. 3.2.5 INTERIOR FINISHES The concrete block walls in the building are painted. The paint finish is generally in good condition with minor scratches noted. The ceiling in the building is unfinished with exposed wood joists and roof deck. The concrete floor throughout the building is unfinished. Control joints in the floor are filled with a sealant material which is generally debonded in many areas. Replacement of this material will be required within the planning period. 3.2.6 MECHANICAL SYSTEMS A visual inspection and site review of the base building mechanical elements was carried out on September 29, 2017. Areas reviewed include the exterior and interior service areas. Service rooms include: the main electrical room; the boiler room; and the roof top. Record drawings were not available during the site review. Quantitative measurements for space temperature were not taken. Sanitary and domestic water pipe sizes and capacities were not evaluated, and the natural gas consumption was not investigated. Intrusive testing was beyond the scope of this assignment. No major deficiencies were observed. The details of the investigations, findings and recommendations are included below. HVAC SYSTEM One natural gas-fired hot water boiler provides heating for the swimming pool. According to the data plate, the unit has an input heating capacity of 1,670 MBH. The unit was manufactured by Teledyne Laars in 1995. No performance issues were reported with the boiler. The unit is about 22 years old and has an average service life of about 20 to 25 years. Based on age, we have included a replacement budget, assuming the unit will be replaced by a mid-efficiency boiler, as is modern standard. The canteen area and janitor’s closet are ventilated by roof-mounted exhaust fans. According to the data plates, the units were installed in 1995. These fans should be inspected on a monthly basis. End of service life replacement is expected to be below the report threshold. Page 430 of 666 WSP October 2017 Page 18 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg There is a split air-conditioning system serving the canteen area. The unit was manufactured by Goodman, however the data plate was illegible to determine the unit’s age or cooling capacity. According to Management, the canteen extension was built in the 2000’s, as such we estimate the unit is about 17 years old with a cooling capacity of about 2-tons. Split air- conditioning systems have an average service life of about 20 years. Based on age, we have included a replacement budget. The swimming pool equipment includes: 1 sediment box, 2 sand filters and 3 pumps rated 7.5 hp, 15 hp, and 25 hp. The pool equipment is estimated to be about 22 years old. Based on age, we have included a budget to replace the pool mechanical equipment. We could not review the buried pool equipment and have included a repair allowance. PLUMBING SYSTEM There is a 2-inch diameter main domestic water service located in the main electrical room. There is no backflow preventer installed. Many municipalities are starting to enact bylaws requiring the installation of backflow preventers on the incoming water line. We have included a budget to have the device installed. Domestic hot water is produced by a 210 US gallon gas-fired hot water heater. According to the data plate, the unit was manufactured by A.O. Smith (Model No. BT25-880S) in 1995 and has an input heating capacity of 251MBH. The average service life of this equipment is about 15 to 20 years. Based on age, we have included a replacement budget. Sanitary drains inside the building and storm drains all appeared to be in functional condition and no problems were reported. We understand the building is about 70 years old. It is recommended that there be an allowance for repairs to the drainage piping over the report term. Domestic water piping appears to be copper where observed. No domestic piping leaks were reported. The facility manager was not aware of any recent distribution pipe replacement. Based on the age of the piping (about 22 years), we have included budget for domestic water piping replacement within the report term. We assume isolated pinhole leaks, should they occur, will be addressed as part of ongoing maintenance. There is an array eight of coiled plastic tubes reportedly used for free solar heating. According to the facility manager, the pipes provide supplemental heating to the swimming pool. The pipes are routed into the pool using the natural flow and pressure of the exiting pool filter pump. We assume the pipes can be replaced on an as-needed basis as a maintenance item. FIRE PROTECTION SYSTEM The building is not sprinklered. There are battery operated smoke detectors, heat detectors and fire extinguishers located throughout the building. No capital expenditures are anticipated. We assume the smoke detectors, heat detectors and fire extinguishers will be maintained as part of regular maintenance. 3.2.7 ELECTRICAL SYSTEMS The building electrical system was reportedly replaced around 1995. No major issues were noted or reported. Quantitative measurements of voltage and amperages were not taken. Destructive testing of any equipment was not performed. A thermographic scan of the electrical panel was not conducted to determine if there are any potential electrical issues. These evaluations are considered to be maintenance items. MAIN SERVICE AND POWER DISTRIBUTION Electricity is supplied to the building underground. The main electrical room is located in the basement. The data plate on the main disconnect is not legible, however, the splitter box it feeds located immediately downstream is rated at 225A, 600V. We’ve assume the main disconnect is rated at 225A, 600V, this should be confirmed by an electrician. The splitter box has two disconnects: (1) 60A and (1) 100A. Downstream of the 60A disconnect is a 30kVA step-down transformer and downstream of the 100A disconnect is a motor control center (MCC). According to the data plate the MCC is rated at 600A, 600V and has four disconnect switches: slide pump, pump 1, pump 2 and pump 3. Electrical power is distributed to breaker panels located throughout the building and house panels. Page 431 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 19 No performance problems were reported. No major issues were noted. The main electrical equipment is about 22 years old, according to the data plates. Based on an average life span of 40 to 50 years, replacement of major components including the main disconnect, MCC, and transformer is expected within the report term. Replacement of smaller panels and individual components may also be needed, but we expect the costs to be below the capital threshold of this report. We recommend that Thermography Scans and an Arc Flash Hazard Analysis be conducted to verify there are no problems with the current system. LIGHTING SYSTEM The interior lighting systems include 2x4 foot strip fluorescent fixtures with T12 lamps and incandescent lamps controlled by manual switches. T12 lamps are being phased out and in some areas ballasts and lamps are becoming difficult to obtain. Ideally, these lamps would be replaced with more energy efficient or readily available fixtures or lamps (T8, T5 or LED). We have included a preliminary budget to replace the T12 fixtures with a modern alternative. Lighting retrofit incentives/rebates may be available to offset the cost of this work but change over time so they have not been considered in this budget. Exterior lighting consists of three pole mounted and wall pack flood lighting that illuminate around the building and swimming pool. These lights appear to be controlled by a timer. There are recessed pot lights with incandescent lamps at the soffit. We assume the wall and soffit mounted fixtures can be maintained as a maintenance expense. The pole mounted lights have an average service life of about 40 years. Based on age (currently about 22 years), we have included a replacement budget. FIRE ALARM The building is not equipped with a central fire alarm panel. EMERGENCY POWER The building is not equipped with an emergency generator. Emergency lighting consists of emergency heads and battery units located throughout the building. Where reviewed, the battery pack lighting systems appear to be in serviceable condition. The system is reported to be maintained regularly. With good maintenance practices restored and/or followed, we do not anticipate any capital expenditure during the report term. 3.2.8 ASBESTOS MATERIAL SURVEY Our review of the building indicated that there are approximately twenty-three (23) building materials which are suspected of containing asbestos. Refer to the Potential Asbestos Material Survey included in Appendix B of this report. 3.2.9 ACCESSIBILITY An AODA review of the building was performed at the Town of Tillsonburg’s Lake Lisgar Water Park building located at 8 Ross Street in Tillsonburg. It also identifies prospective areas of upgrades required to improve accessibility for the building’s public space users. The inspected building has a variety of accessibility issues ranging from total noncompliance to partial compliance to various accessibility standards. While some of these issues are relatively inexpensive to mitigate, the others, such as issues with public washrooms and barrier free access most likely will require extensive renovations. Capital costs for this work are presented in the Accessibility Report in Appendix C. Since this work is dependent on whether the Town of Tillsonburg decides to bring the building up to current accessibility standards, we have not allocated a time frame in which the work is to be carried out. However if extensive renovations are to be carried out to the interior of the building, then the work outlined in the accessibility report would have to be implemented. Refer to the Accessibility Report included in Appendix C of this report. Page 432 of 666 Building Condition Assessment and Capital Planning Study Project No. 171-13728-00 Town of Tillsonburg WSP October 2017 Page 21 4 CAPITAL PLAN The following Capital Plan spreadsheets (Tables 4-1 and 4-2) represent the findings of our condition assessment of the Summer Place and Lake Lisgar Water Park properties and opinions of costs. Based on the areas observed, we have estimated present value current capital cost liabilities to repair and replace components where remedial work or replacement is recommended. Recommended repair work costs have been identified for physical deficiencies, which were observed and are considered to be beyond normal or routine maintenance costs or for maintenance procedures, which are currently not in force but are required to maintain the system under consideration. Replacement allowances are for elements that will have exceeded their expected useful life over the 25 year evaluation period. For the purpose of this report, all costs less than a threshold value $2,500 have generally been considered to be maintenance costs unless determined by the review team to be important as a capital expenditure. As such, the cost associated with these items may have not been included in the Capital Plan table. The cost estimates are our opinion of costs based on Year 2017 dollars and do not include taxes, escalation, engineering fees or any unforeseen conditions that require repair at the time the repair work is being completed. Any opinion of costs provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Normal Life values listed in the Capital Plans are based on life expectancy information from the Ministry of Housing and Canada Mortgage and Housing Corporation as well as WSP’s experience. The Remaining Life values presented in the Capital Plans are based on the year of installation and normal life expectancy of the component as well as the condition of the building component or equipment as observed during our site review. Therefore, in some cases, the Remaining Life values are an observed condition judgement which may not necessarily reflect the actual (chronological) age of the component. Page 433 of 666 WSP October 2017 Page 22 Building Condition Assessment and Capital Planning StudyProject No. Town of TillsonburgTable 4.1 Summer Place Capital Plan Page 434 of 666 Building Condition Assessment and Capital Planning Study Project No. Town of Tillsonburg WSPOctober 2017Page 23 Table 4.2 Lake Lisgar Water Park Capital Plan Page 435 of 666 APPENDIX A PHOTOGRAPHS Page 436 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 1. Chain link fence at Summer Place Photograph 2. Local rust on chain link fence at Summer Place Page 437 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 3. Cracked and spalled concrete on concrete stair at south side of Summer Place Photograph 4. Precast stair at Summer Place Page 438 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 5. Missing railing at south entrance to Summer Place Photograph 6. Typical wood framing in south section of Summer Place Page 439 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 7. Typical open web steel joist and metal deck framing in north section of Summer Place Photograph 8. Unsupported closure angle in north section of Summer Place Page 440 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 9. Additional structural framing at foundation wall opening in basement of Summer Place Photograph 10. Typical open web steel joist and metal deck framing for ground floor at Summer Place Page 441 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 11. West elevation of Summer Place Photograph 12. North elevation of Summer Place Page 442 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 13. East elevation of Summer Place Photograph 14. South elevation of Summer Place Page 443 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 15. South east elevation of Tillsonburg Rowing Club Photograph 16. Local spalling of block masonry on east elevation of Summer Place Page 444 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 17. Deteriorated paint on exterior wall at north east corner of Summer Place Photograph 18. Damaged vinyl siding at west elevatio of Summer Place Page 445 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 19. Windows not plumb at Summer Place Photograph 20. Wood screen door at south entrance to Summer Place Page 446 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 21. Metal doors on north elevation of Summer Place Photograph 22. Missing closer on east door at north elevation of Summer Place Page 447 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 23. Deteriorated paint finish on door to Tillsonburg Rowing Club Photograph 24. Missing perimeter caulking around door to Tillsonburg Rowing Club Page 448 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 25. Minor dents on overhead door at Tillsonburg Rowing Club Photograph 26. General view of roof area at Summer Place Page 449 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 27. Exposed asphalt membrane and blisters at south section of Summer Place roof Photograph 28. Blister in roof membrane at south section of Summer Place Page 450 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 29. Split membrane at north section of roof at Summer Place Photograph 30. Missing downspouts at scupper drains on east side of Summer Place Page 451 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 31. Missing downspout at scupper drains on west side of Summer Place Photograph 32. Dented flashing on west elevation of Summer Place Page 452 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 33. Suspected mould growth and water damage in basement stairwell at Summer Place Photograph 34. East roof area above Tillsonburg Rowing Club Page 453 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 35. South roof area above Tillsonburg Rowing Club Photograph 36. Damaged waterproofing membrane on roof over Tillsonburg Rowing Club Page 454 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 37. Worn waterproofing membrane on roof over Tillsonburg Rowing Club Photograph 38. Split sealant in crack on roof over Tillsonburg Rowing Club Page 455 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 39. Unsealed crack in concrete topping on roof over Tillsonburg Rowing Club Photograph 40. Typical rust on railings at perimeter of roof over Tillsonburg Rowing Club Page 456 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 41. Misaligned access stair to roof over Tillsonburg Rowing Club Photograph 42. Typical interior finishes in south section of Summer Place Page 457 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 43. Typical interior finishes in north section of Summer Place Photograph 44. Typical interior finishes in basement of Summer Place Page 458 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 45. Washroom exhaust fan in Summer Place Photograph 46. Roof drainage at Summer Place Page 459 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 47. Domestic water service disconnect at Summer Place Photograph 48. Typical supply and drainage piping at Summer Place Page 460 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 49. Domestic water heater at Summer Place Photograph 50. Sump pump at Summer Place Page 461 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 51. Lake aeration system equipment at Summer Place Photograph 52. Main electrical breaker panel at Summer Place Page 462 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 53. Perimeter chain link fence at Lake Lisgar Water Park Photograph 54. Rusted chain link fence at Lake Lisgar Water Park Page 463 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 55. Concrete curb planter at west side of Lake Lisgar Water Park building Photograph 56. Cracked planter curb at west side of Lake Lisgar Water Park building Page 464 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 57. Debonded sealant between joints in pool deck at of Lake Lisgar Water Park Photograph 58. Cracked concrete deck at sitting area at Lake Lisgar Water Park Page 465 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 59. Typical rusted steel lintels above windows at Lake Lisgar Water Park building Photograph 60. Cracked mortar joints and displaced masonry on the east elevation of the Lake Lisgar Water Park building Page 466 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 61. Typical wood framing in the Lake Lisgar Water Park building Photograph 62. Missing cross bracing between joists in the Lake Lisgar Water Park building Page 467 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 63. Steel framing in the Lake Lisgar Water Park building Photograph 64. Rusted steel beam in basement of the Lake Lisgar Water Park building Page 468 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 65. Rusted steel beam in basement of the Lake Lisgar Water Park building Photograph 66. Cracked and delaminated concrete around railing support posts at Lake Lisgar Water Park building Page 469 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 67. West elevation of Lake Lisgar Water Park building Photograph 68. South elevation of Lake Lisgar Water Park building Page 470 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 69. East elevation of Lake Lisgar Water Park building Photograph 70. North elevation of Lake Lisgar Water Park building Page 471 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 71. North east elevation of canteen at Lake Lisgar Water Park building Photograph 72. Step cracks in masonry on east elevation of Lake Lisgar Water Park building Page 472 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 73. Typical rusted steel lintel above windows at Lake Lisgar Water Park building Photograph 74. Cracked and delaminated cementitious material on west elevation of Lake Lisgar Water Park building Page 473 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 75. Typical cracked and delaminated concrete sill at Lake Lisgar Water Park building Photograph 76. Deteriorated sealant at base of wall at Lake Lisgar Water Park building Page 474 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 77. Cracked and delaminated concrete at Lake Lisgar Water Park building Photograph 78. Entrance doors to Lake Lisgar Water Park building Page 475 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 79. Deteriorated wood screen door at canteen at Lake Lisgar Water Park building Photograph 80. General view of roof at Lake Lisgar Water Park building Page 476 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 81. Evidence of water penetration on soffit of roof deck at Lake Lisgar Water Park building Photograph 82. Evidence of water penetration on soffit of roof deck at Lake Lisgar Water Park building Page 477 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 83. General view of roof over canteen at Lake Lisgar Water Park building Photograph 84. Deteriorated asphalt shingles on canteen roof at Lake Lisgar Water Park building Page 478 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 85. Typical interior finishes in vestibule of Lake Lisgar Water Park building Photograph 86. Heating boilers at Lake Lisgar Water Park Page 479 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 87. Pool circulation pump at Lake Lisgar Water Park Photograph 88. Pool filtration equipment at Lake Lisgar Water Park Page 480 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 89. Domestic water service at Lake Lisgar Water Park Photograph 90. Domestic hot water heater at Lake Lisgar Water Park Page 481 of 666 Facility Condition Assessment and Capital Planning Study Summer Place & Lake Lisgar Water Park, 8 Ross Street, Tillsonburg, ON Appendix A Photograph 91. Electrical distribution equipment at Lake Lisgar Water Park Photograph 92. Interior lighting at Lake Lisgar Water Park Page 482 of 666 APPENDIX B POTENTIAL ASBESTOS MATERIAL SURVEYS Page 483 of 666 100 Commerce Valley Drive West Thornhill, ON, Canada L3T 0A1 Tel.: +1 905 882-1100 Fax: +1 905 882-0055 wsp.com WSP Project No: 171-13728-00 October 6, 2017 Mr. Rick Cox Director of Recreation, Culture & Parks Town of Tillsonburg 200 Broadway Street, Suite 204 Tillsonburg, ON N4G 5A7 Subject: Potential Asbestos Material Survey 8 Ross Street, Tillsonburg, ON Summer Place INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to conduct an investigative survey of the Summer Place Building located at 8 Ross Street in Tillsonburg, ON (subject building) to determine which building materials are suspected to contain asbestos. The Summer Place Building at 8 Ross Street is approximately 205m2 (2,200ft2) in size and is a one-storey structure with a full basement, concrete foundation and a built-up roofing system. The basement is occupied by a rowing club with interior finishes consisting of steel trusses as ceiling supports, a drop ceiling with acoustic ceiling tiles, cement block and gypsum wall boards with poured cement floors. The main floor is occupied by a summer youth camp with interior finishes consisting of cement block and some gypsum board walls, a drop ceiling with acoustic ceiling tiles, steel trusses as ceiling supports, and vinyl tile flooring. The exterior finishes consist of a cement block and aluminium flashing. The preliminary survey was conducted by WSP on September 26, 2017. ASBESTOS INVESTIGATION Approximately twenty-five (25) building materials within the subject building were suspected to potentially contain asbestos. Table 1 Summary of Potential Asbestos Materials FUNCTIONAL SPACE BUILDING SYSTEM (I.E. FLOOR, WALLS, ETC.) POTENTIAL ASBESTOS- CONTAINING MATERIAL Employee Area, Top of Stairs to Basement Flooring 12" x 12" beige vinyl floor tiles with red and white blots Employee Area, Top of Stairs to Basement Flooring Mastic associated with 12" x 12" beige vinyl floor tiles with red and white blots Employee Area Drop Ceiling 2'x4' acoustic ceiling tile with long length wise fissures with pinpricks Page 484 of 666 Page 2 Employee Area Above Drop Ceiling on Wooden Beams Black Tar on Residual Insulation Paper Youth Camp Area Flooring 12" x 12" off-white vinyl floor tiles with maroon and brown streaks Youth Camp Area Flooring Mastic associated with 12" x 12" off-white vinyl floor tiles with maroon and brown streaks Youth Camp Area Flooring 12" x 12" off-white vinyl floor tiles with grey blots Youth Camp Area Flooring Mastic associated with 12" x 12" off-white vinyl floor tiles with grey blots Woman's and Men's Washrooms on Main Floor Between Concrete on Floor Fibrous expansion joint caulking on floor at base of wall Door to Woman's and Men's Washrooms on Main Floor Door Frame Caulking around door Stairs to Basement and Basement Drop Ceiling 2' x 4' acoustic ceiling tile with length wise fissures with pin pricks Basement Washroom Wall penetration Grey puddy around vent wall penetration Throughout Building Walls Drywall joint compound Throughout Building Within concrete block walls Vermiculite insulation Throughout Building Fire doors Insulation within fire rated doors Exterior Concrete Roof Over Rowing Club Flashing Caulking along flashing Exterior Concrete Roof Over Rowing Club Sealant on Concrete Sealant between concrete pads Exterior Concrete Roof Over Rowing Club Sealant on Concrete Sealant over concrete pads Building Exterior Wall penetration Cementitious parging around wall penetration Building Exterior Windows Caulking on windows and around frames Exterior Roof Built-Up Roofing System Roof core - layered roofing materials Exterior Roof Roof Vents Tar coating on vents Exterior Roof Building roof seam Roofing shingles on roof seam Building Exterior Roof Drains Caulking around roof drains on side of building Interior/Exterior of Building Concrete Block Walls Mortar between concrete block walls 1. For more detail of the encountered materials refer to attached – Suspected Asbestos Sampling Table 2. For relevant photographs taken during the survey refer to attached – Project Photographs It should be noted that asbestos-containing material (ACM), Designated Substances or hazardous materials may be concealed by existing building finishes, components or fixtures. If demolition or construction activities uncover materials suspected to contain asbestos, lead, other Designated Substances or hazardous materials, all work must stop prior to the disturbance of these materials, and the suspect materials should either be sampled by a qualified person, Page 485 of 666 Page 3 or presumed to contain the suspected substance. Whether the suspect material(s) are confirmed, or presumed, to contain these substances, they must be handled and disposed of in accordance with the appropriate and applicable guidelines and regulations including, but not limited to: O. Reg. 278/05, O. Reg. 490/09 and R.R.O. 1990, Regulation 347 (as amended). OBSERVED WATER DAMAGED MATERIALS It should be noted that mould and water damage was noted on gypsum wall boards and acoustic ceiling tiles within the stairwell to the basement. During renovation/demolition, mould contaminated materials should be removed/handled in accordance with the Canadian Construction Association document CCA 82/2004. Contractors should be warned of the presence of mould and every precaution should be taken to prevent airborne exposure to workers where mould is present and where workers are likely to inhale or ingest mould. CLOSING This report is not intended to be a standalone document, and does not list all possible asbestos-containing materials present within the units or the subject areas. This report is intended to supplement, and must be used in conjunction with, the buildings’ existing asbestos and designated substances survey report. We trust that the above is satisfactory for your purposes at this time. Please contact the undersigned should you have any questions or concerns. Please do not hesitate to contact the undersigned should you have any questions. Yours truly, WSP Encl. Suspected Asbestos Sample Summary, Project Photographs Danielle Vella Environmental Officer Page 486 of 666 Location: Employee Area, Top of Stairs to Basement Flooring 12" x 12" beige vinyl floor tiles with red and white blots 3 Non-Friable Fair Non-destructive ≈ 375 ft2 1 Employee Area, Top of Stairs to Basement Flooring Mastic associated with 12" x 12" beige vinyl floor tiles with red and white blots 3 Non-Friable N/A Non-destructive ≈ 375 ft2 N/A Employee Area Drop Ceiling 2'x4' acoustic ceiling tile with long length wise fissures with pinpricks 3 Non-Friable N/A Non-destructive ≈ 375 ft2 2 Employee Area Above Drop Ceiling on Wooden Beams Black Tar on Residual Insulation Paper 3 Non-Friable N/A Non-destructive N/A 3 Youth Camp Area Flooring 12" x 12" off-white vinyl floor tiles with maroon and brown streaks 3 Non-Friable Poor to Fair Non-destructive ≈ 775 ft2 4 Youth Camp Area Flooring Mastic associated with 12" x 12" off- white vinyl floor tiles with maroon and brown streaks 3 Non-Friable N/A Non-destructive ≈ 775 ft2 N/A Youth Camp Area Flooring 12" x 12" off-white vinyl floor tiles with grey blots 3 Non-Friable Fair Non-destructive ≈ 8 ft2 5 Youth Camp Area Flooring Mastic associated with 12" x 12" off- white vinyl floor tiles with grey blots 3 Non-Friable N/A Non-destructive ≈ 15 ft2 N/A Woman's and Men's Washrooms on Main Floor Between Concrete on Floor Fibrous expansion joint caulking on floor at base of wall 3 Friable Fair Non-destructive ≈ 40 linear feet 6 Door to Woman's and Men's Washrooms on Main Floor Door Frame Caulking around door 3 Non-Friable Good Non-destructive ≈ 15 linear feet 7 Stairs to Basement and Basement Drop Ceiling 2' x 4' acoustic ceiling tile with length wise fissures with pin pricks 3 Non-Friable Poor to Fair Non-destructive ≈ 600 ft2 8 Basement Washroom Wall penetration Grey puddy around vent wall penetration 3 Non-Friable Good Non-destructive N/A 9 Throughout Building Walls Drywall joint compound 7 Non-Friable Good Non-destructive ≈ 3200 ft2 10 Throughout Building Within concrete block walls Vermiculite insulation 7 Friable N/A Destructive N/A 11 Throughout Building Fire doors Insulation within fire rated doors 3 Friable N/A Destructive N/A 12 Exterior Concrete Roof Over Rowing Club Flashing Caulking along flashing 3 Non-Friable Fair Non-destructive ≈ 60 linear feet 13 Functional Space(s)Building System (i.e. floor, walls, etc.) Suspected Asbestos-Containing Material No. of Required Samples SUSPECTED ASBESTOS SAMPLING TABLE 8 Ross Street - Summer Place ACM Friability Photo #Material Condition Accessibility (destructive or non destructive) Approximate Material Quantity Page 487 of 666 Location: Functional Space(s)Building System (i.e. floor, walls, etc.) Suspected Asbestos-Containing Material No. of Required Samples SUSPECTED ASBESTOS SAMPLING TABLE 8 Ross Street - Summer Place ACM Friability Photo #Material Condition Accessibility (destructive or non destructive) Approximate Material Quantity Exterior Concrete Roof Over Rowing Club Sealant on Concrete Sealant between concrete pads 3 Non-Friable Fair Non-destructive ≈ 250 linear feet 14 Exterior Concrete Roof Over Rowing Club Sealant on Concrete Sealant over concrete pads 3 Non-Friable Poor to Fair Non-destructive ≈ 1000 ft2 15 Building Exterior Wall penetration Cementitious parging around wall penetration 3 Non-Friable Fair Non-destructive N/A 16 Building Exterior Windows Caulking on windows and around frames 3 Non-Friable Fair Non-destructive ≈ 500 feet 17 Exterior Roof Built-Up Roofing System Roof core - layered roofing materials 3 N/A Fair Destructive ≈ 1,700 ft2 18 Exterior Roof Roof Vents Tar coating on vents 3 Non-Friable Fair Non-destructive N/A 19 Exterior Roof Building roof seam Roofing shingles on roof seam 3 Non-Friable Fair Non-destructive ≈ 20 feet 20 Building Exterior Roof Drains Caulking around roof drains on side of building 3 Non-Friable Fair Non-destructive N/A 21 Interior/Exterior of Building Concrete Block Walls Mortar between concrete block walls 7 Non-Friable Fair Non-destructive N/A 11 Page 488 of 666 Potential Asbestos Material Survey – Project Photographs Summer Place - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #1: 12”x12” beige vinyl floor tiles with red and white blots within the employee area and top of stairs to basement. Photo #5: 12”x12 off-white vinyl floor tile with grey blots within the youth camp area. Photo #6: Fibrous expansion joint in main floor washrooms Photo #2: 2’x4’ acoustic ceiling tiles long length wise fissures with pinpricks within the employee area. Photo #3: Black tar on residual insulation paper within the employee area. Photo #4: 12”x12” off-white vinyl floor tile with maroon and brown streaks within the youth camp area. Page 489 of 666 Potential Asbestos Material Survey – Project Photographs Summer Place - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #11: ACM vermiculite may exist within, as well as mortar between the concrete blocks throughout the building. Photo #10 Drywall joint compound on walls throughout the building.. Photo #9: Grey puddy around vent wall penetration within the basement washroom Photo #12: Fire doors throughout the building may contain ACM insulation. Photo #7: Caulking around door to washroom area on main floor Photo #8: 2’x4’ acoustic ceiling tiles with length wise fissures with pinpricks in the stairwell to the basement and the basement Page 490 of 666 Potential Asbestos Material Survey – Project Photographs Summer Place - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #13: Caulking along flashing on the concrete rowing club roof. Photo #15: Sealant over concrete pads on the concrete rowing club roof. Photo #16: Cementitious parging around wall penetration on the exterior of the building. Photo #14: Sealant between concrete pads on the concrete rowing club roof. Photo #17: Window caulking around exterior window frames of the building. Photo #18: Built up roofing system observed on the roof of the building. Page 491 of 666 Potential Asbestos Material Survey – Project Photographs Summer Place - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #19: Tar coating on roof vents. Photo #20: Roofing shingles observed on roofing seam. Photo #22: Mould and water damaged drywall and ceiling tiles observed within the stairwell to the basement. Photo #21: Caulking observed around roof drains on the exterior of the building. Photo #23: Mould and water damaged drywall and ceiling tiles observed within the stairwell to the basement. Page 492 of 666 100 Commerce Valley Drive West Thornhill, ON, Canada L3T 0A1 Tel.: +1 905 882-1100 Fax: +1 905 882-0055 wsp.com WSP Project No: 171-13728-00 October 6, 2017 Mr. Rick Cox Director of Recreation, Culture & Parks Town of Tillsonburg 200 Broadway Street, Suite 204 Tillsonburg, ON N4G 5A7 Subject: Potential Asbestos Material Survey 8 Ross Street, Tillsonburg, ON Lake Lisgar Waterpark Building INTRODUCTION WSP Canada Inc. (WSP) was retained by the Town of Tillsonburg to conduct an investigative survey of the Lake Lisgar Waterpark Building located at 8 Ross Street in Tillsonburg, ON (subject building) to determine which building materials are suspected to contain asbestos. The Lake Lisgar Waterpark Building at 8 Ross Street is approximately 315m2 (3,400ft2) in size and is a one-storey structure with a partial basement, concrete foundation and a built-up roofing system with a wood addition on the north end of the building. The subject building consists of two sections. The first section is the main building with changerooms, pool storage and an administration area. The interior finishes consist of steel ceiling supports, cement block and some gypsum wall board sections with poured cement floors. The second section is a cantina with wood interior finishes and laminate flooring with an asphalt shingled sloped roof. The exterior finishes of the main building consist of a concrete block and textured plaster with aluminum flashing. The preliminary survey was conducted by WSP on September 26, 2017. ASBESTOS INVESTIGATION Approximately twenty-three (23) building materials within the subject building were suspected to potentially contain asbestos. Page 493 of 666 Page 2 Table 1 Summary of Potential Asbestos Materials FUNCTIONAL SPACE BUILDING SYSTEM (I.E. FLOOR, WALLS, ETC.) POTENTIAL ASBESTOS- CONTAINING MATERIAL Men's and Woman's Changerooms Flooring Textured sealant over concrete flooring Men's and Woman's Changerooms Sealant on Concrete Sealant between concrete Interior windows throughout Window frames Caulking on window frames Office Area Ventilation Ducts Sealant on ductwork Interior Doors Door Frame Caulking around door frames Basement Wall penetration Cementitious parging around wall penetrations Throughout Building Walls Drywall joint compound Throughout Building Within concrete block walls Vermiculite insulation Throughout Building Fire doors Insulation within fire rated doors Exterior Doors Door Frame Caulking around door frames Exterior Concrete Around Pool Sealant on Concrete Grey Sealant over /between concrete pads Exterior Concrete Around Pool Sealant on Concrete Black Sealant over /between concrete pads Building Exterior Around Main Entrance Façade Textured plaster over main entrance Building Exterior Window frames Caulking on window frames Building Exterior Caulking around building Caulking around base of building Exterior Waterpark Building Roof Flashing Caulking Caulking along the seams of the flashing Exterior Waterpark Building Roof Roof Vents Tar / caulking around vents Exterior Waterpark Building Roof Roof Vents/ Ductwork Black tar / caulking around vents Exterior Waterpark Building Roof Built-Up Roofing System Roof core - layered roofing materials Exterior Cantina Window frames Caulking on window frames Exterior Cantina Roof Roof Vents Caulking around vents Exterior Cantina Roof Roofing Shingles Asphalt roofing shingles Interior/Exterior of Building Concrete Block Walls Mortar between concrete block walls 1. For more detail of the encountered materials refer to attached – Suspected Asbestos Sampling Table 2. For relevant photographs taken during the survey refer to attached – Project Photographs It should be noted that asbestos-containing material (ACM), Designated Substances or hazardous materials may be concealed by existing building finishes, components or fixtures. If demolition or construction activities uncover materials suspected to contain asbestos, lead, other Designated Substances or hazardous materials, all work must stop prior to the disturbance of these materials, and the suspect materials should either be sampled by a qualified person, or presumed to contain the suspected substance. Whether the suspect material(s) are confirmed, or presumed, to contain these substances, they must be handled and disposed of in accordance with the appropriate and applicable Page 494 of 666 Page 3 guidelines and regulations including, but not limited to: O. Reg. 278/05, O. Reg. 490/09 and R.R.O. 1990, Regulation 347 (as amended). CLOSING This report is not intended to be a standalone document, and does not list all possible asbestos-containing materials present within the units or the subject areas. This report is intended to supplement, and must be used in conjunction with, the buildings’ existing asbestos and designated substances survey report. We trust that the above is satisfactory for your purposes at this time. Please contact the undersigned should you have any questions or concerns. Please do not hesitate to contact the undersigned should you have any questions. Yours truly, WSP Danielle Vella Environmental Officer Encl. Suspected Asbestos Sample Summary, Project Photographs Page 495 of 666 Location: Men's and Woman's Changerooms Flooring Textured sealant over concrete flooring 3 Non-Friable Fair Non-destructive ≈ 2000 ft2 1 Men's and Woman's Changerooms Sealant on Concrete Sealant between concrete 3 Non-Friable N/A Non-destructive ≈ 150 linear feet 2 Interior windows throughout Window frames Caulking on window frames 3 Non-Friable Fair Non-destructive ≈ 300 linear feet 3 Office Area Ventilation Ducts Sealant on ductwork 3 Non-Friable N/A Non-destructive N/A 4 Interior Doors Door Frame Caulking around door frames 3 Non-Friable Good Non-destructive ≈ 150 linear feet 5 Basement Wall penetration Cementitious parging around wall penetrations 3 Non-Friable Good Non-destructive ≈ 25 ft2 6 Throughout Building Walls Drywall joint compound 7 Non-Friable Good Non-destructive ≈ 3000 ft2 7 Throughout Building Within concrete block walls Vermiculite insulation 7 Friable N/A Destructive N/A 8 Throughout Building Fire doors Insulation within fire rated doors 3 Friable N/A Destructive N/A 9 Exterior Doors Door Frame Caulking around door frames 3 Non-Friable Good Non-destructive ≈ 100 linear feet 10 Exterior Concrete Around Pool Sealant on Concrete Grey Sealant over /between concrete pads 3 Non-Friable Fair Non-destructive ≈ 150 linear feet 11 Exterior Concrete Around Pool Sealant on Concrete Black Sealant over /between concrete pads 3 Non-Friable Fair Non-destructive ≈ 20 linear feet 12 Building Exterior Around Main Entrance Façade Textured plaster over main entrance 3 Non-Friable Fair Non-destructive ≈ 450 ft2 13 Building Exterior Window frames Caulking around window frames 3 Non-Friable Fair Non-destructive ≈ 300 linear feet 14 Building Exterior Caulking around building Caulking around base of building 3 Non-Friable Fair Non-destructive ≈ 300 linear feet 15 Exterior Waterpark Building Roof Flashing Caulking Caulking along the seams of the flashing 3 N/A Good Non-destructive N/A 16 SUSPECTED ASBESTOS SAMPLING TABLE 8 Ross Street - Waterpark Building ACM Friability Photo #Material Condition Accessibility (destructive or non destructive) Approximate Material QuantityFunctional Space(s)Building System (i.e. floor, walls, etc.) Suspected Asbestos-Containing Material No. of Required Samples Page 496 of 666 Location:SUSPECTED ASBESTOS SAMPLING TABLE 8 Ross Street - Waterpark Building ACM Friability Photo #Material Condition Accessibility (destructive or non destructive) Approximate Material QuantityFunctional Space(s)Building System (i.e. floor, walls, etc.) Suspected Asbestos-Containing Material No. of Required Samples Exterior Waterpark Building Roof Roof Vents Tar / caulking around vents 3 N/A Good Non-destructive N/A 17 Exterior Waterpark Building Roof Roof Vents/ Ductwork Black tar / caulking around vents 3 N/A Good Non-destructive N/A 18 Exterior Waterpark Building Roof Built-Up Roofing System Roof core - layered roofing materials 3 N/A Good Destructive ≈ 3000 ft2 19 Exterior Cantina Window frames Caulking on window frames 3 Non-Friable Fair Non-destructive ≈ 20 linear feet 20 Exterior Cantina Roof Roof Vents Caulking around vents 3 Non-Friable Fair Non-destructive N/A 21 Exterior Cantina Roof Roofing Shingles Asphalt roofing shingles 3 Non-Friable Fair Non-destructive ≈ 360 ft2 21 Interior/Exterior of Building Concrete Block Walls Mortar between concrete block walls 7 Non-Friable Fair Non-destructive N/A 8 Page 497 of 666 Potential Asbestos Material Survey – Project Photographs Lake Lisgar Waterpark Building - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #1: Textured sealant over concrete flooring within the men and woman’s changerooms. Photo #5: Caulking around interior door frames throughout the building. Photo #6: Cementitious parging around wall penetrations Photo #2: Sealant between concrete within the men and woman’s changerooms. Photo #3: Window caulking observed around interior window frames throughout the building. Photo #4: Sealant on ductwork in the office area. Page 498 of 666 Potential Asbestos Material Survey – Project Photographs Lake Lisgar Waterpark Building - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #11: Grey sealant over/around concrete pads around the pool area. Photo #10: White caulking around exterior door frames. Photo #9: Fire doors throughout the building may contain ACM insulation. Photo #12: Black sealant over/between concrete pads around the pool area. Photo #7: Drywall joint compound on walls throughout the building. Photo #8: ACM vermiculite may exist within, as well as mortar between the concrete blocks throughout the building. Page 499 of 666 Potential Asbestos Material Survey – Project Photographs Lake Lisgar Waterpark Building - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #13: Exterior textured plaster over main entrance. Photo #15: Caulking around the base of the building. Photo #16: Caulking on the seams of the main building roof flashing. Photo #14: Exterior caulking around window frames. Photo #17: Tar/caulking on vents on the main building roof. Photo #18: Black tar/caulking around ductwork and vents on the main building roof. Page 500 of 666 Potential Asbestos Material Survey – Project Photographs Lake Lisgar Waterpark Building - 8 Ross Avenue, Tillsonburg, ON No 171-13728-00 Photo #19: Built up roofing system on the main building roof. Photo #20: Caulking around window frame on the exterior of the cantina. Photo #21: Caulking around vents on the cantina roof. Exterior roofing shingles on the cantina roof. Page 501 of 666 APPENDIX C ACCESSIBILITY REPORT Page 502 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 1 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com TOWN OF TILLSONBURG LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS 8 Ross Street, Tillsonburg ACCESSIBILITY REPORT 1.0 GENERAL This accessibility report outlines the findings of the buildings AODA review performed on Tuesday,September 26 at Town of Tillsonburg Lake Lisgar W aterpark and Summer Place buildings located at 8 Ross Street,Tillsonburg,ON. It also identifies prospective areas of upgrades required to improve accessibility for the buildings’users. The recommendations from the Consultants’ Team are based upon the requirements of the standards referenced below,as well as recognized best practices from the consultant’s experience. In an effort to provide an environment that is accessible by people of all abilities,a review of the accessibility requirements of these documents has been conducted in relation to the building. This report outlines the buildings deficiencies identified by the consultants specifically for this project.Not all of the “Best Practice”recommendations outlined in the referenced standards are recommended for implementation in their entirety. Since these facilities were constructed before the new accessibility related revisions to the Ontario Building Code came into effect (January 2015),currently the buildings only required to be compliant with the Ontario Building Code in case of major renovations.Therefore this report analyses each building element based on its compliance with the Ontario Building Code and accessibility standards, listed below. Further recommendations on how to improve accessibility are based on current standards and best practices and are identified as such. 2.0 STANDARDS Referenced Standards include the following: 2.1 Current Standards (Compliance is mandatory if the space is being extensively renovated) 2012 Ontario Building Code [2012 OBC] The Ontario government has recently released the new 2012 edition of the Building Code, which came into force on January 1, 2015. The barrier-free design requirements of the Ontario Building Code (OBC), amended in 2015 to include enhancements to accessibility for buildings, are generally recognized as Page 503 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 2 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com representative of a minimum standard for accessibility in new construction. The Ontario Building Code does not require that existing buildings be retrofitted to provide full accessibility. It is important to note that compliance with the building code does not constitute compliance with the Ontario Human Rights Code. This is a key reason why additional accessibility standards for the built environment are required to address the needs of users with varying disabilities. 2005 Accessibility for Ontarians with Disabilities Act [2005 AODA] Design of Public Spaces Standards, Integrated Accessibility Standards Regulation [IASR], Ontario Regulation 191/11. This standard focuses on removing barriers in two areas including public spaces and buildings. The Ontario Human Rights Code [OHRC].Amongst other things,the Ontario Human Rights Code [OHRC]recognizes that people with disabilities have the right to be able to access services and jobs with the right to assume the same responsibilities and duties as everyone else. Employers and service providers have a duty to consider the needs of people with disabilities. This includes ways to apply the principles of inclusive or universal design for the construction or renovation of buildings and facilities, as well as their application to related processes, programs and services. If systems, facilities or other elem ents of the built environment create discriminatory barriers, then they must be removed or changed. In summary, there are two important considerations related to the Ontario Human Rights Code [OHRC] that are critical to recognize: 1.It has primacy over all other provincial legislation including the Ontario Building Code [OBC]and the Accessibility for Ontarians with Disabilities Act [2005 AODA]; and 2.Its intent is to remedy the situation for the person or group that has been discriminated against and to prevent further discrimination. 2.2 Voluntary Standards (Compliance is voluntary based on Owner’s discretion) 2012 Canadian Standards Association “Accessible Design for the Built Environment”[CSA B651-12] Currently the Canadian Standards Association “Accessible Design for the Built Environment”[CSA B651-12]is recognized as a voluntary national built environment standard for Canada. The CSA requirements were updated in Page 504 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 3 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com 2012 and it is considered more comprehensive than the Ontario Building Code (OBC). 3.0 OPINION OF COSTS The costs provided in this report are our opinion of the value of the remedial work required to achieve compliance for the various conditions noted in the building. They do not include applicable taxes, engineering fees or any unforeseen conditions that require repair at the time the repair work is being completed. Actual costs can only be established by obtaining bids, preferably on the basis of competitive tenders, from specialized contractors. The costs provided herein should only be used for general budgeting purposes. Actual costs will also vary depending upon the time of tender, schedule of work and conditions under which the work must be carried out.Architecture49 Inc.has not investigated the presence of pollutants, contaminants and hazardous materials that may be encountered during the work. Depending on the materials present, additional funds may be required for remediation measures. 4.0 LIMITATIONS The information contained in this report represents the professional opinion of Architecture49 Inc.and their best judgement under the natural limitations imposed by the Scope of the Audit. This report is intended solely as an indication of the physical condition of the building components addressed in the report. The material in this report reflects the Consultant’s best judgement in light of the information available to it at the time of preparation. Any use a third party makes of this report, or any reliance on or decisions to be made based on it, are the responsibility of such third parties. The Consultant accepts no responsibility for damages, if any suffered by any third party as a result of decisions made or actions based on this report. This report is limited in scope to only those building components that are specifically referenced in this Report. There may be existing deficiencies in the facility that we did not record in this Report. Such deficiencies were not apparent to us due to the limitations imposed by the scope of work. We can, therefore, accept no liability for any costs incurred by the Client for subsequent discovery, manifestation or rectification of such deficiencies. Page 505 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 4 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com Any costs for repair in this report are the Consultant’s opinions of probable construction costs and quantities, based on 2017 dollars. These estimates do not include any unforeseen conditions that require repair at the time the repair work is being completed. Any cost estimates provided are subject to confirmation or adjustment at the time competitive bids are obtained from contractors who specialize in the various items of repair work required. The Consultant makes no representation or warranty expressed or implied as to the reliability of these cost estimates. Do not use any part of this report as a separate entity. The report has been written to be read in its entirety and for the exclusive use of the Client. All files, notes, source data, test results and master files are retained in the offices of Architecture49 In.and remain the property of the Consultant. 5.0 BUILDINGS REVIEW The accessibility design review and recommendations (with projected costs)are as follows: 5.1 PARKING AREA FOR BOTH SUMMER PLACE AND LAKE LISGAR WATERPARK BUILDINGS 5.1.1 Compliance: STANDARDS ABBR.COMPLIANCE MANDATORYOntario Building Code general compliance OBC GENERAL NONCOMPLIANT Ontario Building Code General Compliance to 2015 Accessibility Amendments/Standards OBC 2015 GENERAL NONCOMPLIANT FULL COMPLIANCE IS NOT REQUERED UNLESS THE AREA UNDERGOES EXTENSIVE RENOVATIONS VOLUNTARYCanadian Standards Association “Accessible Design for the Built Environment”CSA B651-12 NONCOMPLIANT Best Practices BP NONCOMPLIANT Page 506 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 5 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com *-Mandatory Standards….. Compliance is mandatory if the space is being extensively renovated. -Voluntary Standards…….Compliance is voluntary based on Owner’s discretion. -Best Practices……………Best practices are used to maintain quality as an alternative to mandatory legislated ..standards and can be based on self-assessment or benchmarking.Compliance is not required by law. 5.1.2 General description: Accessible Parking Spots: The parking lot in front of the buildings has no designated accessible parking spots within 30m of the main entrances for both buildings. Accessible Route to the Main Entrances: The accessible route to the main entrances of both buildings is longer than required 30m. 5.1.3 Implications to the Owner, if the Owner decides to bring the Parking Area up to current accessibility standards: The designated accessible parking spots will have to be created within 30m travel distance of the main entrances to both buildings.W heelchair transfer spaces will have to be provided for them.Proper accessibility signage will have to be installed. The cost of this work is estimated to be:+/-$10,500 5.2 SUMMER PLACE BUILDING 5.2.1 Compliance: STANDARDS ABBR.COMPLIANCE MANDATORYOntario Building Code general compliance OBC GENERAL NONCOMPLIANT Ontario Building Code General Compliance to 2015 Accessibility Amendments/Standards OBC 2015 GENERAL NONCOMPLIANT FULL COMPLIANCE IS NOT REQUERED UNLESS THE AREA UNDERGOES EXTENSIVE Page 507 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 6 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com RENOVATIONS VOLUNTARYCanadian Standards Association “Accessible Design for the Built Environment”CSA B651-12 NONCOMPLIANT Best Practices BP NONCOMPLIANT *-Mandatory Standards….. Compliance is mandatory if the space is being extensively renovated. -Voluntary Standards…….Compliance is voluntary based on Owner’s discretion. -Best Practices……………Best practices are used to maintain quality as an alternative to mandatory legislated ..standards and can be based on self-assessment or benchmarking.Compliance is not required by law. 5.2.2 General description: Entry door: The entry door is not compliant with the requirements of current accessibility standards as follows: -The clear width of the door is less than 860mm; -There are steps in front of the door and no ramp is provided; Administrative Area and Camp Room: The Administrative area and Camp Room are not compliant with the current standards.While there is ample space for wheelchair maneuvering and turning, other accessible elements are missing.All exits to the street are not accessible. Lockers are not accessible.There are no accessible benches provided in front of the lockers or anywhere within the space. Sinks are not accessible.Lighting levels are lower than required.Flooring is uneven.There are no visual fire alarm signals (strobes) and audible fire alarm annunciators.Exit signs are missing. All the doors on the barrier-free path of travel are narrower than required and lack power door operators. Washrooms: There are two sets of washrooms in the building: male and female. Both of them are not compliant with current accessibility standards. They do not have adequate size for all necessary clearances; the lavatory and grab bars are not up to current standards;the accessible stalls are too narrow,the doors do not have an adequate clear width and power door operators are not provided. Page 508 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 7 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com 5.2.3 Implications to the Owner, if the Owner decides to bring the Summer Place Building up to current accessibility standards: In order to make the Summer Place Building compliant with the current accessibility standards a full renovation is required.The Administrative Area and Camp Room will need to be equipped with accessible lockers, sinks and benches. Flooring and lighting will have to be replaced.Washrooms will need to be enlarged and completely redesigned.All the doors will need to be replaced. Power door operators will have to be provided for every door along the barrier-free path of travel. All necessary accessible equipment will have to be installed in the washrooms.Lighting levels will have to be increased and exit signs installed. The cost of this work (depending on the extent of the renovations)is estimated to be:+/-$100,000 5.3 LAKE LISGAR WATERPARK BUILDING 5.3.1 Compliance: STANDARDS ABBR.COMPLIANCE MANDATORYOntario Building Code general compliance OBC GENERAL PARTIALLY COMPLIANT Ontario Building Code General Compliance to 2015 Accessibility Amendments/Standards OBC 2015 GENERAL PARTIALLY COMPLIANT FULL COMPLIANCE IS NOT REQUERED UNLESS THE AREA UNDERGOES EXTENSIVE RENOVATIONS Page 509 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 8 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com VOLUNTARYCanadian Standards Association “Accessible Design for the Built Environment”CSA B651-12 PARTIALLY COMPLIANT Best Practices BP PARTIALLY COMPLIANT *-Mandatory Standards….. Compliance is mandatory if the space is being extensively renovated. -Voluntary Standards…….Compliance is voluntary based on Owner’s discretion. -Best Practices……………Best practices are used to maintain quality as an alternative to mandatory legislated ..standards and can be based on self-assessment or benchmarking.Compliance is not required by law. 5.3.2 General description: The Lake Lisgar Waterpark Building is partially compliant with the latest accessibility standards in its current state.While there are a defined barrier- free path of travel, public washrooms with accessible stalls,designated accessible showers,a universal washroom, they are all non-compliant with current accessibility standards.The accessible ramps leading to the pool deck are partially compliant: their length and widths are adequate, but the horizontal landings in front of exit doors are too small for wheelchair turning, and the exit doors themselves are too narrow and are not equipped with power door operators.The service counter at the pool office does not have a barrier-free section. All the doors in the space are narrower than current standards allow and power door operators are missing.The lighting levels are lower, than required by current accessibility standards.The locker area is not accessible, there are no adequate accessible seating and accessible lockers and benches are not provided in the change rooms. 5.3.3 Implications to the Owner, if the Owner decides to bring the Waterpark Building up to current accessibility standards: Several accessibility related improvements can be considered for the Waterpark Building as follows: -Power door operators should be installed on both leafs of the main entrance door, thus making it accessible without replacing the entire door; -Main Service counter should be replaced with the new one containing a compliant barrier-free section; -Universal washroom in front of the main service counter should be enlarged to accommodate for wheelchair turning clearances as well as provide a space for an adult change table. The sink and the grab bars should all be replaced; Page 510 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 9 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com -Locker/Change Area has to be improved and equipped with accessible benches and accessible lockers. The hooks at accessible height should be provided; -Accessible toilet stalls in both changerooms’washrooms should be enlarged and equipped with new compliant grab-bars. The lavatories should be replaced; -Accessible showers in both changerooms should be equipped with accessible seats and adjustable showerheads; -Accessible ramps to the pool deck should be modified to incorporate new enlarged landings with tactile walking indicators by the entrance doors; -Staff exits to the pool deck should be made accessible, by removing steps; -All doors along the barrier-free path of travel should be replaced and equipped with power door operators; -Visual fire alarm signals (strobes) and audible fire alarm annunciators will have to be provided; -Lighting levels will have to be increased throughout the building; The cost of this work (depending on the extent of the renovations) is estimated to be:+/-$250,000 -$300,000 5.4 SIGNAGE IN BOTH BUILDINGS 5.4.1 Compliance: STANDARDS ABBR.COMPLIANCE MANDATORYOntario Building Code general compliance OBC GENERAL NONCOMPLIANT Ontario Building Code General Compliance to 2015 Accessibility Amendments/Standards OBC 2015 GENERAL NONCOMPLIANT FULL COMPLIANCE IS NOT REQUERED UNLESS THE AREA UNDERGOES EXTENSIVE RENOVATIONS Page 511 of 666 _____________________________________________________________________________________ LAKE LISGAR WATERPARK AND SUMMER PLACE BUILDINGS,8 Ross Street, Tillsonburg ACCESSIBILITY REPORT prepared by Architecture 49 Inc. October 13 2017 10 Architecture49 Inc. 1300 Yonge Street, Suite 201 Toronto ON M4T 1X3 T 1.416.368.6987 F 1.416.869.9075 architecture49.com VOLUNTARYCanadian Standards Association “Accessible Design for the Built Environment”CSA B651-12 NONCOMPLIANT Best Practices BP NONCOMPLIANT *-Mandatory Standards….. Compliance is mandatory if the space is being extensively renovated. -Voluntary Standards…….Compliance is voluntary based on Owner’s discretion. -Best Practices……………Best practices are used to maintain quality as an alternative to mandatory legislated ..standards and can be based on self-assessment or benchmarking.Compliance is not required by law. 5.4.2 General Description: All signage in both buildings is not compliant with the current standards. There are no braille signs, the fonts and colours do not conform to the accessibility regulations and the heights at which signage elements are installed are not adequate. 5.4.3 Implications to the Owner, if the Owner decides to bring the Signage up to current accessibility standards: A specialty company specializing in design and manufacturing of exterior/interior signage will have to be contacted. The cost of this work is estimated to be:To be determined by a signage consultant. CONCLUSION: The inspected buildings have a variety of accessibility issues ranging from total noncompliance to partial compliance to various accessibility standards as outlined in this report.While some of these issues are relatively inexpensive to mitigate, the others, such as issues with the washrooms most likely will require extensive renovations.All the doors within both buildings will need to be replaced in order to be compliant with the current accessibility standards. The Design of Public Spaces, the Fire Code and the AODA’s Accessible Built Environment Standards (an add-on to the Ontario Building Code) all have mandatory requirements for all built environments in Ontario; whether new buildings or those being renovated, there is now a specified, mandatory requirements for accessible or barrier free design features to be added to the drawings for new buildings and for those being retrofitted & renovated. Page 512 of 666 Page 513 of 666 Operating Items Identified from January 21, 2019 MeetingTopicFocusAction by StaffDocuments ProvidedHealth & Safety Coordinator Further discussion by Council Revise Business Plan to show additional staffRevised Human Resources Business PlanTransportation Coordinator Further discussion by Council Revise Business Plan to show additional staffRevised Operation Services Business PlanFinancial Coordinator - Capital Further discussion by Council Revise Business Plan to show additional staffRevised Operation Services Business PlanFire Prevention Coordinator Further discussion by Council Revise Business Plan to show additional staffRevised Fire Services Business PlanPublic Transit - TGO Costs analysis regarding ridership break even point and cost per rider breakdownTransit Service ContractMemo to be provided OPS MEMO 19-03 - Ridership Cost Analysis & Transit contractHawkins Bridge & Lake Lisgar Shoreline ProtectionShoreline Protection project to be included in the 2019 Capital budgetNotice of Motion N/AConcert SeriesWhat is the costs pertaining to the concerts plus what is the impact of the cancelled concert.Contract to be provided to Council. Total of losses on first two concerts.Memo to be provided Concert contract sampleHealth Club operations Costs analysis regarding extending the hours of operationMemo to be provided Memo 2018-01-22 - Cost estimate to expand operating hours of Health ClubSouth Ridge Accessible Playground Equipment Capital project to be included in the 2019 budgetNotice of Motion N/AFire Strategic Recommendations The 10 items identified require a budget value and target date before Council can deliberateFire Business plan to be updated with costs and 2019 projects from fire start planRevised Fire Services Business PlanLandscaping/ Tree Planting/Cemetery/Smoking bylawsthe following to be included in the 2019 business plan for reviewBuilding & Bylaw Business plan to be updated and RCP to add review of Cemetery By-LawRevised Building/Planning/By-law Business PlanSouthwestern Ontario Marketing Alliance The history of SOMA to be provided to CouncilPrior SOMA reports to be circulated to CouncilReport DCS 15-10 Membership in SOMA plus attachments #1 and 2Wayfinding SignageNot included in the 2019 business plan2018 Wayfinding project carried forward Revised Economic Development Business PlanDowntown Revitalization No feedback from 2018 activity Provide study Retail Gap AnalysisH:\Finance\Manager of Finance Files\F - Finance and Accounting\F34 - Financial Plans\Financial Plans\2019\2019 - Operating Action Items Table.xlsx 22/01/2019Page 514 of 666 32019 BusinessObjectives2019 Business Plan | Human ResourcesItemOwner Budget Value Target Date2% Cost of Living Increase Manager of Human Resources$116,500 Q2-Q4Health & Dental Renewal IncreaseManager of Human Resources$4,900 Q1-Q4Payroll Deduction Increase (CPP, EI, EHT, WSIB)Manager of Human Resources$43,500 Q1-Q4Ergonomics Initiative – Public WorksHealth & Safety Coordinator$1,500 Q2Policy Review (Health and Safety and Human Resources)Manager of Human Resources/Health & Safety CoordinatorNA Q1-Q4Implementation of ContractorManagement ProgramHealth & Safety CoordinatorNA Q1Benefit Consultant Review Manager of Human ResourcesNA Q1Implementation of Confined Space ProgramHealth & Safety Coordinator$1,500 Q2Health & Safety Coordinator Manager of Human Resources$74,700 Q1-Q4Page 515 of 666 42019 Business Objectives2019 Business Plan | Operations ServicesItem OwnerProject ValueTarget DateAMP Financial Capital Coordinator (1.0 FTE)AssetManagement$86,400 Q1 – Q4Transportation Coordinator (1.0 FTE)0.5 Fleet0.5 Transit$27,200$27,200Q2 – Q4Page 516 of 666 32019 BusinessObjectives2019 Business Plan | Fire and Rescue ServicesItemOwner Budget Value Target DateUpdate Establishing & Regulating By-lawFire Chief $0 Q3Update Fireworks By-law (for 2020 implementation)Fire Chief $0 Q3Develop and implement cancer risk reduction strategy & programFire Chief $0 Q1-Q4Develop and implement PTSD riskreduction strategy & programFire Chief $0 Q1-Q4Fire Prevention Officer -1 FTE commencing July 1st Fire Chief $45,700 Q3-Q4Page 517 of 666 Page 1 / 1 The Corporation of the Town of Tillsonburg MEMORANDUM DATE: January 24, 2019 TO: Council FROM: Kevin De Leebeeck, P.Eng. Director of Operations SUBJECT: RIDERSHIP COST ANALYSIS As requested a copy of the Transit Service contract is attached. In order for the revenue from ridership to break even with the draft 2019 Transit operating budget the cost per ride would need to increase to $8.85/ride from the current $2.00/ride. Alternatively, the annual ridership would need to increase by 35,600 rides/year (137 rides/day) from the current estimate of 10,400 rides/year (40 rides/day). Page 518 of 666 Page 519 of 666 Page 520 of 666 Page 521 of 666 Page 522 of 666 Page 523 of 666 Page 524 of 666 Page 525 of 666 Page 526 of 666 Page 527 of 666 Page 528 of 666 Page 529 of 666 Page 530 of 666 Page 531 of 666 Page 532 of 666 Page 533 of 666 Page 534 of 666 Page 535 of 666 Page 536 of 666 Page 537 of 666 Page 538 of 666 Page 539 of 666 Page 540 of 666 Page 541 of 666 Page 542 of 666 Page 543 of 666 Page 544 of 666 Page 545 of 666 January 22, 2019 TO: Members of Council FROM: Rick Cox, Director of Recreation, Culture & Parks RE: Cost estimate to expand operating hours of the Health Club At the Council Budget Meeting on Monday, January 21, 2019, it was requested that staff provide information about how much it would cost in additional labour to extend the operating hours of the Health Club to align with the operating hours of the rink. The current hours of operation for the Health Club are: To align with the operating of the hours of the rink, the amended schedule would increase the number of operating hours by 26 hours per week: Assuming the hours would be staffed with personnel at the student labour rate of $13.15 plus employer taxes, these additional hours would cost approximately $386.35 per week. Annualized over a 50-week operating year, the additional labour cost is estimated at $19,317.35. A 12-month Adult Membership to the Health Club costs $430.70, so it would take 45 new memberships to recover this cost. Respectfully submitted, Rick Cox Director of Recreation, Culture & Parks Monday Tuesday WednesdaThursday Friday Saturday Sunday Open 5:30am 5:30am 5:30am 5:30am 5:30am 8:00am 8:00am Close 9:00pm 9:00pm 9:00pm 9:00pm 8:00pm 5:00pm 4:00pm Hours 15.5 15.5 15.5 15.5 14.5 9 8 Total hours 93.5 Monday Tuesday WednesdaThursday Friday Saturday Sunday Open 5:30am 5:30am 5:30am 5:30am 5:30am 7:00am 7:00am Close 11:00pm 11:00pm 11:00pm 11:00pm 11:00pm 11:00pm 11:00pm 17.5 17.5 17.5 17.5 17.5 16 16 Total hours 119.5 Page 546 of 666 22019 BusinessObjectives2019 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateImplement Amanda Building Permitting Software SolutionCBO/Oxford County IT $0/Oxford Cty. Q2Building Code Amendments –Notify trades and general public on proposed amendments through handouts, verbal and websiteDCBO $0 OngoingDevelop Post-Disaster Event Protocol/ProceduresCBO $0 Q4By-law Reviews – Noise, Animal Control, Traffic, Landscaping, Tree Planting and SmokingCBO/By-Law $0 Q4Camera Installation @ Library Lane – Monitor Alley DumpingCBO/By-Law $5,000 Q2Central Area Design Study/Traffic By-law -Vehicular/Pedestrian Movement Reconfiguration - Town Centre Mall Rear EntranceCBO $0 (Proposal/Request for 2020 Budget)Q3Page 547 of 666 32019 BusinessObjectives2019 Business Plan | Building/Planning/By-LawItemOwner Project ValueTarget DateCentral Area Design Study –Public Objectives – Alley Connecting WalkwaysCBO $0 (Proposal/Requestfor 2020 Budget)Q3Central Area Design Study –Façade Improvement ProgramCBO/Development Tech.$0 Q4Review of Planning Process & ProceduresDevelopment Tech. & Planner$0 Q1Zoning By-Law Review & Housekeeping AmendmentsCounty Planner $0 Q1Review Site Plan Approval By-Law and ProcessCounty Planner $0 Q1Page 548 of 666 STAFF REPORT DEVELOPMENT AND COMMUNICATION SERVICES REPORT TITLE: MEMBERSHIP IN THE SOUTHWESTERN ONTARIO MARKETING ALLIANCE Report No.: DCS 15-10 Author: CEPHAS PANSCHOW Meeting Type: COUNCIL BUDGET MEETING Council Date: JANUARY 22, 2015 Attachments: REPORT DCS 13-10 SOUTHERN ONTARIO MARKETING ALLIANCE PRESENTATION - COMPARISON OF SCOR, SOMA & SWEA FROM DEC 8, 2011 RECOMMENDATION: “THAT Council receive Report DCS 15-10 Membership in the Southwestern Ontario Marketing Alliance; AND THAT the Town of Tillsonburg become a member in the Southwestern Ontario Marketing Alliance subject to the following conditions: 1. SOMA agrees to discuss and find a solution to centralized lead follow up by June 30, 2015; 2. SOMA agrees to review need for policy on investment attraction/support for smaller members by December 31, 2015; and, 3. 1 year term for membership with review at the end of 2015.” EXECUTIVE SUMMARY The purpose of this report is to seek Council approval to rejoin the Southwestern Ontario Marketing Alliance to augment the Town’s Foreign Direction Investment (FDI) attraction activities. Page 549 of 666 Page 2 / 5 CAO BACKGROUND INFORMATION On July 14, 2003, Tillsonburg Town Council passed a by-law authorizing a Shareholders’ Agreement with the Southwestern Ontario Marketing Alliance (SOMA). At their August 12, 2013 meeting, Council passed the following resolution: THAT Council receive Report DCS 13-10 Southern Ontario Marketing Alliance (SOMA) Report; AND THAT Staff implement the following recommendations:  Advise SOMA that the municipality will take up to an additional two year leave from SOMA.  Maintain the $20,000 SOMA Membership fee in reserve for the purposes of economic development.  Direct staff to report to Council by the first Council meeting in November 2013 the following: - what other options may exist to address the scope of work that SOMA addresses; - to assess what regional alliances may exist if any to accomplish the same focus as SOMA; and - report on meetings with SOMA and if a change could occur in their structure or to create alliances. At that time, the main concern raised regarding membership in SOMA was the amount of annual membership contributions paid by the Town of Tillsonburg to the organization over the 10 year membership period versus the lack of investment received directly as a result of participation in SOMA. During the two year hiatus from SOMA, staff have used the opportunity to refocus Economic Development efforts to be more effective through the development of a “grassroots” focused investment attraction activities. Staff defined this type of plan as one that is based on the communities existing assets, and specifically, its existing opportunities. This means first developing a list of local investment opportunities and then prospecting companies that could possibly undertake the investments. The outcome of this change in tactics has been apparent in both the more practical investment interest cultivated as well as desirable development opportunities like the 253 Broadway project. Page 550 of 666 Page 3 / 5 CAO Staff have also investigated how membership in the following regional groups could assist with Foreign Direct Investment attraction efforts: Organization Name Comment Economic Developers Council of Ontario – Real Estate Alliance Minimum fee of $5,000 that is used to obtain Federal government funding. Fee only includes participation in one foreign event so more fees payable if expand activities. Included in SOMA membership at no extra cost. Ontario Food Cluster Initiation fee plus annual membership fee. Included in SOMA membership at no extra cost. Ontario Clean Tech Alliance Initiation fee plus annual membership fee. Included in SOMA membership at no extra cost. South Central Ontario Region (SCOR) Economic Development Corporation Annual contribution of $35,000 paid by the County of Oxford, but no investment attraction activities. South West Economic Alliance (SWEA) Annual contribution of $10,000 paid by the County of Oxford, but no investment attraction activities. In reviewing other regional economic development groups, it became apparent that there are none that offer the same benefits as SOMA in terms of generating investment leads and at a reasonable cost to taxpayers. However, the question still remains as to if leads generated through membership in SOMA can be turned into real investments in Tillsonburg. There are also other organization challenges associated with rejoining SOMA and they are summarized as:  Capacity – Due to SOMA’s large number of partnerships and memberships in various investment attraction groups (Automotive Communities Program, Ontario Clean Tech Alliance, Ontario Food Cluster, [NEW] EDCO Real Estate Alliance, etc), the amount of leads generated cannot be handled by existing staff resources within the Town. It is expected that rejoining SOMA would increase the number of leads received by the Town by 100 to 200. At even 3.5 hours/lead (total committed time), the number of days of work it would take to support this increase ranges from 50 to 86 additional days of work.  Centralized Lead Follow-up – SOMA does not have a centralized follow up system to reduce the time/resource requirements of each member. Instead, each member has to do their own follow up, which results in duplication of effort. If SOMA had a staff resource that could do the initial (and time consuming) follow up and nurture these leads until they are ready to visit the area, this would substantially increase efficiency of the organization. Page 551 of 666 Page 4 / 5 CAO  Co-opetition Model – SOMA currently has a model where communities work together to generate leads, but then do their own follow up and investment attraction efforts. This model means that there is no concern or political will put into directing any investment to individual communities. That means that if all the investment happens in one of the member communities, then so be it. Staff are not satisfied with this model and believe that some policies should be developed to encourage investment in all member communities. Notwithstanding these issues, it is clear that the Town of Tillsonburg has missed some substantial opportunities that have been filtered from the Province and other levels of Government/agencies down to the local level through regional partnerships. In addition to this, it does not make economic sense for the Town to try and join any of the groups mentioned above on its own as the costs of doing so – from initiation fees to annual fees to non-reimbursed travel costs – are close to or more than the annual SOMA membership fee, especially once SOMA Per Diems refunds are credited towards the overall membership cost. Hence, staff is recommending that the Town of Tillsonburg re-join SOMA, but only under the following conditions: Condition Explanation SOMA agrees to discuss and find a solution to centralized lead follow up by June 30, 2015 SOMA should identify, and/or hire, a staff resource to handle the primary lead follow up activities with that resource being responsible for cultivating these leads with the goal of facilitating visits to the SOMA member communities, and eventually, investment in those communities. Potential for Tillsonburg Contract person to be funded by SOMA. SOMA agrees to review need for policy on investment attraction/support for smaller members by December 31, 2015 It should not be accepted that investment will “land-where-it-will land” without consideration of directing investment to all members, especially smaller members, on a proactive basis 1 year term for membership with review at the end of 2015 This will enable staff to evaluate the benefits of re-joining SOMA and provide a recommendation as to continued participation. In addition to these conditions, staff would participate in SOMA based on the philosophy that local investment projects and lead generation should take primary focus and participation in foreign investment attraction events should be limited in number and to those that promise to provide the maximum benefits to the Town of Tillsonburg. Page 552 of 666 Page 5 / 5 CAO CONSULTATION/COMMUNICATION The 2015 Economic Development Work Plan, including participation in the Southwestern Ontario Marketing Alliance, has been reviewed by the Development Committee and they are supportive of proceeding in the manner outlined in this report. FINANCIAL IMPACT/FUNDING SOURCE As approved by Council, the $20,000 annual allocation for SOMA membership has been maintained since 2013 and these funds have been placed in reserve for future Economic Development initiatives. The draft 2015 Economic Development budget also contains $20,000 in SOMA savings that are currently allocated to be put into reserves. Should Council accept this recommendation, the $20,000 would have to be reallocated to the Membership budget line, but there would be no change in the net levy amount included in the draft budget. APPROVALS Author Name/Signature CEPHAS PANSCHOW Date: JAN 15, 2014 Chief Administrative Officer Name/Signature DAVID CALDER Date: Director of Finance Name/Signature DARRELL EDDINGTON Date: Page 553 of 666 1 CAO STAFF REPORT DEVELOPMENT & COMMUNICATION SERVICES Title: Report No.: Author: Meeting Type: Council/Committee Date: Southern Ontario Marketing Alliance (SOMA) DCS 13-10 David Samis COUNCIL MEETING AUGUST 12, 2013 Attachments: RECOMMENDATION RESOLVED THAT Council receive Report DCS 13-10 Southern Ontario Marketing Alliance (SOMA) Report; AND THAT Staff implement the following recommendations: Advise SOMA that the municipality will take up to an additional two year leave from SOMA. Maintain the $20,000 SOMA Membership fee in reserve for the purposes of economic development. Direct staff to report to Council by the first Council meeting in November 2013 the following: o what other options may exist to address the scope of work that SOMA addresses; o to assess what regional alliances may exist if any to accomplish the same focus as SOMA; and o report on meetings with SOMA and if a change could occur in their structure or to create alliances. EXECUTIVE SUMMARY In July of 2003, Town of Tillsonburg Municipal Council passed a by-law to authorize a Shareholders’ Agreement with the Southwestern Ontario Marketing Alliance (SOMA). Page 554 of 666 2 CAO This report outlines research staff have undertaken with regards to the benefits of actively participating with the SOMA group and other options that may exist to accomplish similar objectives that SOMA addresses if the municipality were not to participate with SOMA. HISTORY/BACKGROUND SOMA is a partnership of seven Southwestern Ontario communities. SOMA is made up of the municipalities (shareholders) of Aylmer, Ingersoll, Stratford, St. Mary’s, St. Thomas, Tillsonburg and Woodstock, and was incorporated on January 10, 2001. Alymer and St. Mary’s have recently left SOMA. The following are salient facts with regards to SOMA: What is the financial contribution and financial picture of SOMA? Each shareholder holds votes on the SOMA Board and pays an annual contribution. Tillsonburg’s annual contribution is $20,000 per year, this is based on population. Since Tillsonburg has been a shareholder the municipality has contributed the following: Initiation fee in 2003 (approximately $10,000), plus $20,000/year from 2004 - 2012 = $180,000 + $10,000 = $190,000 To better understand the financial picture of the Alliance, a copy of the 2013 Operating Statement is attached to this report. SOMA gets funding from the Invest in Canada partnership as well as the partner municipalities. What Businesses or Opportunities has SOMA Created for Tillsonburg? SOMA Generated leads: Year Lead – SOMA Region Conversion Rate - Tillsonburg Leads from Other Sources 2006 14 0 2007 12 0 2008 14 0 2009 13 0 2010 42 0 2011 31 0 2012 47 0 Total Leads: 173 (does not include years from 2003 - 2005) 6 42 51 5264 51 41 Page 555 of 666 3 CAO To date, Tillsonburg has not had any investments from SOMA leads that have been generated, but the community has been on the short list of a few companies (3 -4 Japanese suppliers that ended up in the region, Takumi - went to St Thomas, Sanyo when they were contemplated a solar panel plant). What is the reporting models to the member municipalities? All reporting is through the economic development staff of the corresponding member. In the past, monthly updates to the Economic Development Advisory Committee were also provided, but this was stopped with the creation of the new Development Committee. Due to issues raised in 2012 by the Tillsonburg CAO and materials presented from the Development Committee, a revised reporting structure was created which resulted in regular e -blasts being sent out to the Board of Directors, Mayors and CAO’s to keep everyone coordinated and informed on important dates, ongoing activities and anything Mayors should have a knowledge base on. How are things done - are they by by-law? Minutes are kept and approved as per the SOMA Bylaw attached. How is the organization structured? SOMA has a flat structure with only Directors and an executive comprised of the president, Treasurer and Secretary. What voting rights does Tillsonburg have? Each member has voting rights. Tillsonburg holds one voting right, similar to Ingersoll and Alymer. Woodstock, Stratford and St. Thomas, each hold two voting rights. Is there a strategic plan? SOMA was created through an initial strategic plan that identified the rationale for the communities to work together. Subsequently, there have been a number of specific sector strategies (auto, renewable, food processing, etc) that provide guidance on how to proceed with respect to activities. Nothing has been done recently to be in-line with the Province, regional groups or strategies. How does SOMA decide on what activities they will support such as tradeshows etc.? Page 556 of 666 4 CAO Historically, trade shows in SOMA's targeted sectors have been identified and then more research is conducted by talking to the Province, foreign consulates (where applicable) and other contacts. Once it has been determined that a show looks promising then typically a couple of members are sent to walk the show and confirm the initial research. This is usually followed by a presence in the form of exhibiting at the show. Sometimes show exhibiting is accompanied by additional marketing/ads that are designed to drive traffic to the booth. These trips are usually accompanied by visits to the local consulate or other provincial/federal government office to add more value to the trip. Recently, groups like the World Economic Development Alliance (WEDA) have been used to generate meetings with site selectors. SOMA is also part of the Ontario Automotive Communities Alliance, which is a member of the US based Automotive Communities Partnership through the Center for Automotive Research and they attend the annual sector show with the group. Since the Ontario Clean Tech Alliance and the Ontario Food Cluster were joined in early 2012, SOMA has moved almost entirely away from exhibiting at trade shows, but still uses the same methods to decide on shows to attend. The exception is that SOMA works with the OCTA and OFC groups, creating a direct conduit to the province's Ministry of Economic Development, Trade and Employment staff who have a director assigned to assist in decision making for these shows. The Province also contributes a significant amount (around $100,000) towards prospecting at these shows, which covers approximately half the annual budget for these organizations. How is SOMA accountable to it's members? Each member community is able to appoint a director to the board and this is formalized by bylaw. Reporting is then through that representative. An annual AGM is also held and is open to all representatives of the member communities. The addition of regular e-blasts has been established in order to address issues raised throughout the year. What is the staff time to participate in SOMA? Meetings - 4 hours/month x 12 months = 48 hours or ~ 7 days/year Trade shows - Average of 15 days/year (Estimated 10 days in 2013) Tasks/lead follow up - 12 days/year Is the focus of SOMA largely international or domestic? Mainly international focused. Page 557 of 666 5 CAO Does Tillsonburg need to have a presence internationally for Economic Development? Yes in partnership with other groups and bodies. Within Oxford County what funds and efforts exist for Economic Development? SCOR (South Central Ontario Region) - $35,000 - paid by County Oxford Connection - $25,000 - paid by County Tourism Oxford - $150,000 - paid by County SWEA (South-west Economic Alliance) - $5,000 paid by County Local Municipal Economic Development and Tourism Efforts - ???? Does SOMA have any full-time staff compliments? No, the work is undertaken by the partner municipalities. Are there opportunities to combine efforts and define roles between, SCOR, SOMA and SWEA? Yes, roles need to be defined and collaboration occur. What are the next steps that need to be examined with regards to economic development partnerships? Meet with Economic Development in the County and Tourism Staff, SOMA President, SCOR Staff and determine what synergies may exist to define relationships and develop a strategy and focus for economic development efforts. How would the municipality withdraw from SOMA? For Tillsonburg to resign would be pursuant to section 7.01.1 of the attached agreement, which allows a shareholder to sell all of its shares to the Corporation. This section is triggered by written notice to the Corporation, and is mandatory. If this option is triggered, section 8.0 sets out the requirements that must be fulfilled (within) 5 days after giving notice. Which requires the following: 1.Deliver to the Corporation, signed resignation of the Selling Shareholder; 2.Assign and transfer to the Corporation the Selling Shareholder’s Shares and deliver the required share certificates duly endorsed; 3.Deliver good and marketable title free of any encumbrances, claims and liens; 4.Deliver to the Corporation a release of any claims and liens against the Corporation; and 5.Deliver to the Corporation a release of any claims by it’s Directors and Officers. Generally there is a great deal of experience and literature with regards to regional economic development groups having great success. Models such as the Greater Toronto Marketing Alliance – GTMA, CTT (Canada’s Technology Triangle should be examined, Page 558 of 666 6 CAO where resources and alliances exist which include full-time staffing, participation from the private sector and focuses towards community goals and objectives. Tillsonburg is a community with many benefits and strengths. A refocus is needed to ensure community resources are used effectively to be in line with local, regional and provincial goals and to ensure that economic development initiatives are in line with community value, strategic plans and the economic development strategy. Staff recommend that the alliance to the SOMA group be put on hold for up to one year to present to Council what investments in economic development make sense for the community. FINANCIAL IMPACT/FUNDING SOURCE In the Economic Development Budget, $20,000 is allocated for the 2013 membership in SOMA, staff recommend this be kept in a reserve for economic development purposes. APPROVALS Author Name/Signature David Samis DATE: JUNE 27, 2013 Director Name/Signature David Samis DATE: JULY 27, 2013 Finance Name/Signature DATE: Page 559 of 666 Comparison of SCOR, SOMA & SWEADecember 9, 2011Page 560 of 666 Outline• SOMA• SWEA•SCOR•SCOR• Summary• Economic Development Activities• Recommendation• ConclusionPage 561 of 666 Southern Ontario Marketing Alliance• Outline:– Background– Mandate–Target Industries–Target Industries– Structure– Directors– Membership Fees– Notable Achievements– Recent Activities– Lead Generation– Annual Budget– SuccessesPage 562 of 666 Background• The Southwestern Ontario Marketing Alliance (SOMA) is a partnership of similarly sized communities that has grown out of natural economic ties with the goal of attracting additional foreign direct ties with the goal of attracting additional foreign direct investment to our region• This region, known as Ontario's Heartland, encompasses the municipalities of Aylmer, Ingersoll, Stratford, St. Marys, St. Thomas, Tillsonburg and Woodstock. It stretches across Elgin,Oxford and Perth countiesPage 563 of 666 Page 564 of 666 Mandate• SOMA works with local municipalities, provincial and federal governments and industry to ensure that a positive business climate and supportive infrastructure are in place•SOMA and its partners offer support services to new •SOMA and its partners offer support services to new and existing businesses and industries located in the region. These services include:– Confidential site selection assistance– Providing business development opportunities to area manufacturers– Market diversification seminars and events to assist manufacturers in exploring new markets• SOMA's primary objective is foreign direct investment attraction!Page 565 of 666 Target Industries• Transportation (Automotive parts and assembly)•Machining and Tooling (Advanced •Machining and Tooling (Advanced Manufacturing)• Plastics• Food (Food Processing and Agri-business)• Green Energy (Renewable and Alternative Energy)Page 566 of 666 Structure• Formed in 2000 by economic development staff with Woodstock leading the initiative• Registered as a corporation on January 10, 2001•One of the first regional economic development agencies •One of the first regional economic development agencies in Ontario and the first in Southwestern Ontario• Each community pays a membership fee based on the size of the community • Receives one or more director positions on the board• All directors are municipal economic development staff or other staff with economic development responsibilities• Accountability through provision of Annual General Meeting (Aug) reports to members as well as informal reporting through board of directorsPage 567 of 666 Directors• Bill Mates (Ingersoll) – President• Larry Apple (Stratford) – Treasurer•Len Magyar (Woodstock) –Secretary•Len Magyar (Woodstock) –Secretary• Bob Wheeler (St Thomas) – Past President• Cephas Panschow (Tillsonburg) – Director• Grant Brouer (St Mary’s) – Director• Jennifer Reynaert (Aylmer) – Director• Randy Mattice (Stratford) – Director• Brad Hammond (Woodstock) – Director• Sean Dyke (St Thomas) – DirectorPage 568 of 666 Membership FeesCategories PopulationCost per Municipality/YrOne Time Initiation Fee Votes10 -10,000$10,000 $2,000 110 -10,000$10,000 $2,000 12 10,000 - 20,000 $20,000 $3,000 23 20,000 - 40,000 $30,000 $4,000 34 40,000 - 80,000 $45,000 $6,000 35 > 80,000 $1/per capita $0.10/capita 4Page 569 of 666 Notable Achievements 1999 - 2011 • Completed and updated a strategic economic analysis of the four county area identifying opportunities for manufacturing investment (1999 and 2006)• Completed sector specific studies for Food Processing and Green Energy sectors (2009)Green Energy sectors (2009)• Creation of the SOMA Branding which is now recognized internationally• Researched, designed and printed investment brochures • Designed and manufactured freestanding 10 and 20 foot wide trade show booths• Developed SOMA website (www.somasite.com)• Since 1999 SOMA has accessed over $300,000 in funding from the Federal Government Page 570 of 666 Notable Achievements 1999 - 2011 • Investment seminar in Chicago with Provincial and the Federal Governments• Exhibited at numerous trade shows throughout the United States, Germany and Japan •Presented an Investment Seminar in Germany at the Hannover •Presented an Investment Seminar in Germany at the Hannover Fair in conjunction with the Ontario Government• Presented information US based site selectors on familiarization tours of Ontario• Prepared proposal for provincial consideration for a SOMA Tax Incentive zone• Ongoing meetings with Detroit and Chicago consulate officials to investigate investment partnership opportunities • Recognized by the Canadian Consulate in Munich as one of only three Ontario jurisdictions that are active in the German marketPage 571 of 666 Notable Achievements 1999 - 2011 • Retained Mr. Katsuya Yamaguchi as an agent for SOMA in Japan to develop Foreign Direct Investment opportunities • Retained Dr. Klaus Kempf to act as an agent for SOMA in Germany to develop FDI opportunities•SOMA trade missions to Germany and Japan to meet with •SOMA trade missions to Germany and Japan to meet with Embassy and Consulate officials, conduct Investment seminars, to attend trade fairs and to meet with companies• Co-ordinated site selection visits of a major Japanese solar company and Toyota suppliers to the SOMA region.• Contracted with US site selection consultants to develop investment opportunities and to arrange for meetings• Hosted ongoing Automotive Investment seminars in cooperation with other Economic Development agenciesPage 572 of 666 2011 ActivitiesName Date Sector Location CommentsComposites Feb 2-4 Plastics Fort LauderdaleWindpowerMay 22-25RenewableAnaheimWindpowerMay 22-25RenewableEnergyAnaheimInterSolar NA Jul 12-14 Renewable EnergySan FranciscoANUGA Oct 8-12 Food ProcessingCologneTrade Mission to JapanNov 1 – 12 Advanced ManufacturingTokyo/NagoyaPage 573 of 666 Trade Show Selection ProcessName Location Date from Date to SectorModex 2012 Atlanta, GA 06-Feb-12 09-Feb-12Advanced Mfg.Composites 2012 Las Vegas, NV 21-Feb-12 23-Feb-12CompositesAnuga Foodtec Cologne, Germany 27-Mar-12 30-Mar-12FoodNPE 2012 Orlando, FL 01-Apr-12 05-Apr-12PlasticsIMTS 2012Chicago, IL10-Sep-1215-Sep-12Advanced Mfg.IMTS 2012Chicago, IL10-Sep-1215-Sep-12Advanced Mfg.Automechanika Frankfurt, Germany 11-Sep-12 16-Sep-12AutoSIAL 2012 Paris, France 21-Oct-12 25-Oct-12FoodSEMA 2012 Las Vegas, NV 30-Oct-12 02-Nov-12AutoJEC Show Americas Boston, MA 07-Nov-12 09-Nov-12CompositesIZB 2012 Wolfsburg, Germany Fall 2012 Fall 2012 AutoSolar Power Int'l Orlando, FL 10-Sep-12 13-Sep-12SolarIntersolar NA San Francisco, CA 10-Jul-12 12-Jul-12SolarWindpower 2012 Atlanta, GA 03-Jun-12 06-Jun-12WindFabTech 2012 Las Vegas, NV 12-Nov-12 14-Nov-12Advanced Mfg.Page 574 of 666 Tentative 2012 ActivitiesExhibitName Location Date from Date to SectorJEC Show Americas Boston, MA 07-Nov-12 09-Nov-12CompositesIntersolar NA San Francisco, CA 10-Jul-12 12-Jul-12SolarAttend / Walk with Company MeetingsName Location Date from Date to SectorNPE 2012 Orlando, FL 01-Apr-12 05-Apr-12PlasticsIMTS 2012 Chicago, IL 10-Sep-12 15-Sep-12Advanced Mfg.SEMA 2012Las Vegas, NV30-Oct-1202-Nov-12AutoSEMA 2012Las Vegas, NV30-Oct-1202-Nov-12AutoSolar Power Int'l Orlando, FL 10-Sep-12 13-Sep-12SolarWindpower 2012 Atlanta, GA 03-Jun-12 06-Jun-12WindWEDA ShowsFabTech 2012 Las Vegas, NV 12-Nov-12 14-Nov-12Advanced Mfg.Renewable Energy World Congress Long Beach, CA 14-Feb-11 16-Feb-11Plastec South Fort Worth, TX 14-Mar-11 15-Mar-11AMI International Dallas, TX 30-Apr-11 03-May-11Plastex East Phildelphia, PA 22-May-11 24-May-11Windpower Conference Atlanta, GA 03-Jun-11 06-Jun-11OACA ShowsIZB or IAA GermanyMBSTraverse City, MIAugustPage 575 of 666 Lead GenerationYear Leads from SOMA vsTotal TillsonburgLeads% Share of Tillsonburg Leads200712/5422%200712/5422%2008 14/65 22%2009 13/65 20%2010 40/105 38%2011 YTD 21/65 32%Page 576 of 666 Examples of Leads from SOMA2010-52 IS- Has client from India that may mfgr in Ontario2010-53 IS- Looking at setting up mfg in Ontario2010-54 IS- Looking to establish office for solar installations2010-55 IS- Planning for sales and mfg in Ontario2010-56IS-Seeking land for solar farm and 50,000 sfbuilding2010-56IS-Seeking land for solar farm and 50,000 sfbuilding2010-84 IMTS - Looking to establish a sales office in Ontario2010-85 IMTS - Considering expansion into Canada2010-86 IMTS - Need a central NA office/mfg presence2010-87 IMTS - Seeking 20 - 30,000 sf industrial building2010-88 IMTS - Distributor relocation from BC2011-26 AWEA- Considering partial tower mfg in Ontario2011-42 IS-Considering solar panel plant in ON2011-47 WEDA-US Mfgr seeking 20,000 sfPage 577 of 666 SOMA BudgetCategory 2011 2012 (ProposedRevenue-Membership -Federal Gov’t (ICCI)-Other$140,000$ 10,000$ 1,000$140,000$ 10,000$ 1,000TOTAL $151,000 $151,000Expenditures-Trade Show & Related-Advertising-ICCI-Printed Materials-Database & Website-Foreign Representation-Administration & Misc-Special Projects$ 50,000$ 2,000$ 7,500$ 5,000$ 2,000$ 57,000$ 27,500$ 50,000$ 2,000$ 5,000$ 2,000$ 35,000$ 13,000$ 43,500TOTAL $151,000 $151,000Page 578 of 666 WebsitePage 579 of 666 BoothPage 580 of 666 Successes• Creation of an organization that enables smaller municipalities to leverage their budgets in order to level the playing field with much larger and better financed investment attraction organizations• Created international awareness of our region• Received recognition and substantial financial support from senior government• Generating increasing number of leads for members• SOMA is Tillsonburg’s only foreign direct investment vehicle at this timePage 581 of 666 South West Economic Alliance (SWEA)• Outline:– Background– Mandate– Objectives–Benefits–Benefits– Current Priorities– Structure– Directors– Members/Non-Members– Membership Fees– Notable Achievements – Budget– SuccessesPage 582 of 666 Background• Jan 7, 2009 call for the Government of Canada to move quickly to bolster the region’s economy, rebuild its infrastructure, and establish a federal agency to promote its economic developmentpromote its economic development• Southwest Ontario, one of Canada’s economic engines, is (was) faltering, shedding thousands of auto‐sector and other manufacturing jobs• At the centre of $750‐billion worth of Canada’s annual trade with the United States…the largest bi‐national trading relationship in the worldPage 583 of 666 Background Con’t• Conklin and Holburn (2008) Report concluded that new public infrastructure investment is essential for the region’s economic development• They proposed improved infrastructure links within the region and at border crossings, enhanced highway and rail infrastructure, new intermodal facilities, and new or enhanced border‐security processes. • Also emphasized the need to coordinate regional investments through increased regional cooperationPage 584 of 666 Mandate• The mission of the Southwest Economic Assembly (SWEA) is to build Ontario's economy in the Southwest through strong economy in the Southwest through strong regional leadership and cooperation• “Creating one strong voice for Southwestern Ontario”Page 585 of 666 Map of SWEA RegionPage 586 of 666 Objectives• Include: – Promote regional economic cooperation –Celebrate regional economic successes –Celebrate regional economic successes – Identify where economic cooperation will pay dividends – Signal the benefits for improved cooperation among key sectors of the economy – Outline the challenges to enhanced productivity – Recognize the political challenges – Produce a regional economic information basePage 587 of 666 Object per Letters Patent• "cooperatively promote the competitive advantages and business opportunities in the counties and regions of Southwest Ontario and counties and regions of Southwest Ontario and to raise the profile of the Southwest Ontario Area as a world class business location in order to expand the economy of the region, and other such other complementary purposes not inconsistent with these objects."Page 588 of 666 Benefits• A forum to promote economic cooperation throughout the region and across key sectors of the economy•A means to identify where regional investment will •A means to identify where regional investment will pay dividends• A better understanding of challenges that impact productivity• Access to in-depth economic information about the region • Improved policy development and better cooperation between jurisdictions of governmentPage 589 of 666 Current priorities1. Research and Advocacy2.Regional Brand Building2.Regional Brand Building3. Services for Foreign Direct Investment (FDI) Attraction Page 590 of 666 Structure• Formed in 2006 by economic development staff with Chatham-Kent, London and Windsor leading the initiative• Politicians were added as the organization was formalized• Registered as a corporation in May 2007•Second regional economic development agency in •Second regional economic development agency in Southwestern Ontario• Each county pays a membership fee based on the size of the community • Governed by a 11 member board of directors elected by the membership each year at the annual general meeting• Accountability through Annual General Meeting (June) as well as informal reporting through board of directors and staffPage 591 of 666 Directors• Dan Mathieson, Mayor of Stratford - Board Chair• Kristina Verner,University of Windsor - Vice-Chair• Don McKay, Warden, County of Oxford - Treasurer• Ron Gaudet, Windsor-Essex Economic Development Corporation - Secretary• Jim Maudsley, Mayor, Thames Centre• Serge Lavoie (ex-officio), President, SWEA• Dan Gieruszak, Transformation Services Group, Bruce County • John Grace, Deputy Mayor, Town of Goderich• Randy Hope, Mayor of Chatham-Kent• Don Mumford, 'A' Channel London & Windsor• Peter White, London Economic Development CorporationPage 592 of 666 Eligible Members/MembersMunicipal Members Municipal Non-MembersBruce CountyChatham KentElgin CountyEssex CountyBrant County*/BrantfordHaldimand CountyNorfolk County*St ThomasEssex CountyGrey CountyHuron CountyLambton CountyCity of LondonMiddlesex CountyOxford CountyPerth CountyCity of St. MarysCity of StratfordCity of WindsorSt ThomasWaterloo RegionWellington County*/Guelph*Formal alliances with both SCOR and WOWC means that Norfolk, Brant and Wellington are connected to SWEAPage 593 of 666 Membership Fees• Membership fees support organization only• Does not include any conference fees nor investment attraction initiativesPage 594 of 666 Notable Achievements (2010)• Completion of two research documents• Website & email distribution list•“Drivers of Change” audio syndication•“Drivers of Change” audio syndication• SWEA Assembly• Outreach meetings• Sponsor of Ontario West Municipal Forum Page 595 of 666 Notable Achievements (2011)• Economic Dev’t Caucas (Feb)• Mission to Netherlands (May 23 - 27)•Annual General Meeting (Jun 10)•Annual General Meeting (Jun 10)• Southwestern Ontario Advocacy Day at Queens Park (Dec 15)Page 596 of 666 SWEA BudgetCategory 2011 2012 (Proposed)Revenue-Membership -Conferences-Other$113,375$ 32,000$ 150$136,000$ 34,500$ 150TOTAL $145,525 $170,650Expenditures-Staffing-Travel & Accom-General Office-Website-Meetings$108,000$ 10,000$ 15,200$ 4,000$ 11,500$113,500$ 10,000$ 15,900$ 4,000$ 12,000TOTAL $148,700 $155,400Page 597 of 666 Successes• Creation of FedDev Ontario? •2011 Commitment by Ontario Liberals to create •2011 Commitment by Ontario Liberals to create a fund for Southwestern Ontario….To be determinedPage 598 of 666 South Central Ontario Region• Outline:– Background– Mandate/Vision– 7 Strategic Directions– Target Industries– Structure– Directors– Membership Fees– Notable Achievements– Budget– SuccessesPage 599 of 666 Background• Region has enjoyed almost a century of prosperity• Based on successful crop production•But...•But...– Collapse of the tobacco industry– Local food processing industry in decline– Increasing cost of energy and labour, global economic uncertainties and decreasing commodity values• Despite the challenges, the region’s economy is becoming more diversified and opportunities are emergingPage 600 of 666 Map of SCOR RegionPage 601 of 666 Mandate1. To pursue a regional approach to economic development thus ensuring the vitality and sustainability of our communitiessustainability of our communities2. To harness the region’s potential and become a rural economic powerhouse in Ontario and Canada3. To establish SCOR as a strategic, integrated and globally competitive economic regionPage 602 of 666 VisionIn 2020, SCOR has a sustainable, prosperous and diverse economy driven by innovation. and diverse economy driven by innovation. Our bountiful land, enterprising people and dynamic communities are the foundation for our success.Page 603 of 666 7 Strategic Directions• Agribusiness & Food Industry– Capture & retain value from field to consumer through innovation, commercialization and value through innovation, commercialization and value added processing– Expand into new and growing markets related to human health, landscaping and the bioeconomy• Tourism– Leverage and market existing natural assets, authentic small town lifestyle, cultural assets and events and agriculture/food assets to become the tourism destination of choice.Page 604 of 666 7 Strategic Directions Con’t• Manufacturing– Attract new businesses and industries, and retain and expand existing businesses and industries–Seek out and support development of businesses –Seek out and support development of businesses and industries offering innovative products and services that are part of the new economy– Achieve a balanced manufacturing sector representing a broad diversity of business sizes and sectors• Energy– Become a global leader in sustainable energy and in diverse renewable energy production.Page 605 of 666 7 Strategic Directions Con’t• Environment– Become a recognized leader in environmental and resource stewardship.–Expand business activity in green services, –Expand business activity in green services, processes and products– Create a Centre of Excellence for research and development in environmental and energy solutionsPage 606 of 666 7 Strategic Directions Con’t• Culture & Quality of Life– Increase development of life skills and skills associated with entrepreneurship and employment in new economy businesses and jobsnew economy businesses and jobs– Increase retention of our youth– Support creative individuals and enterprises, both commercial and nonprofit, that contribute to the regional economy by creating and distributing cultural goods and services– Offer a high quality of life in both our rural and urban communities– Celebrate our local culture and sense of placePage 607 of 666 7 Strategic Directions Con’t• Public Infrastructure– Put in place the infrastructure - water, sewer, public transportation, transportation and broadband communications -needed to support and grow our communications -needed to support and grow our new economy– Implement a sustainable approach to development of regionally significant infrastructurePage 608 of 666 Target Industries• Agribusiness & Food Industry• Tourism•Manufacturing•Manufacturing• Energy• Environment• 5 out of 7 strategic directions are sectorally basedPage 609 of 666 Structure• Formed in 2006 as a Mayor’s Roundtable led by mayors of Aylmer, Norfolk and Tillsonburg • Registered as a corporation in August 2010• The third regional economic development agency in Southwestern OntarioSouthwestern Ontario• Each county pays a $5,000 membership fee based on the size of the community • Governed by a 10 member board of directors that has two representatives from local or county councils in each County• Accountability through Annual General Meeting (Oct) where members are County representatives as well as informal reporting through board of directors/staffPage 610 of 666 Directors• Mayor Dennis Travale (Norfolk) - Chair • Mayor John Lessif (Oxford) - Vice Chair •Mayor Jack Couckuyt (Elgin) -Treasurer •Mayor Jack Couckuyt (Elgin) -Treasurer • Mayor Donald Doan (Oxford) • Mayor Ron Eddy (Brant) • Councillor David Miller (Brant)• Mayor Chuck Hall (Middlesex) • Mayor Jim Maudsley (Middlesex) • Councillor Jim Oliver (Norfolk) • Mayor Paul Ens (Elgin) Page 611 of 666 Membership Fees• $5,000 per year per county from 2009 – 2011• A request for an increase to $25,000 from each county has been made for the 2012 budget county has been made for the 2012 budget year• Received a $485,000 grant from Sand Plains Community Development Fund that provided majority of operating budget from 2010 to March 31, 2012Page 612 of 666 15 Priorities1. Maintaining The Competitive Edge2. Supporting Entrepreneurship3.Accessing Business Capital3.Accessing Business Capital4. Investing in Infrastructure5. Expanding Research, Development & Commercialization6. Recognizing Youth As Innovators7. Accessing the Marketplace8. Implementing a Regional Communications Strategy on Skills & TrainingPage 613 of 666 15 Priorities9. Enhancing the Quality of Life of Our Communities10.Fielding a Winning Team10.Fielding a Winning Team11.Advancing the Rural Role in Renewable Energy12.Reducing Our Carbon Footprint13.Protecting Drinking Water14.Marketing Themed Touring Routes15.Developing An Agri-Tourism ShowcasePage 614 of 666 Notable Achievements• Launch of SCOR Business Portal (Apr 2011)• Maintaining the competitive edge• Access to Market Study•Strategic Alliances with:•Strategic Alliances with:– OMAFRA, AAFC, Erie Innovation & Commercialization, South West Economic Alliance, Workforce Planning & Development Boards, Western Ontario Warden’s CaucusPage 615 of 666 Notable Achievements• Wine Tour (Sep 2011)• Partnership on Agriculture & Agri-Food Canada Community Information DatabaseCommunity Information Database• Assist businesses in identifying other sources of funding• Advocacy at Rural Ontario Municipal Association and Association of Municipalities of Ontario conferences– Meetings with 15 ministers• Detailed input into Ontario Provincial Policy statements• Meetings with 5 MPPs and 4 MPs Page 616 of 666 BudgetCategory 2011 2012 (Proposed)Revenue-Carry over from Committee to Corp-Carry over - Sand Plains-Sand Plains CDF$ 60,435.90$ 74,143.09$225,247.01$ 73,000-Sand Plains CDF-Shareholder Levy -Interest-Rural Secretariat/CDP$225,247.01$ 25,000.00$ 0$ 73,000$125,000$ 500$ 50,000TOTAL $384,826.00 $248,500Expenditures-Staffing-Project-Board Expense-General Expense$142,126.00$173,200.00$ 17,000.00$ 52,500.00$146,500$ 9,000$ 93,000TOTAL $384,826.00 $248,500Page 617 of 666 Successes• Regional support for the creating of “a rural powerhouse”•Increased awareness and support of the •Increased awareness and support of the region from senior levels of government• Through Sand Plains Community Development Funding influenced 63 loans to business valued at over $10 M with matching funds of $25 M for a total investment of $35 M in region with 631 jobs and new sales revenue of over $ 34 MPage 618 of 666 SummarySCOR SOMA SWEAPrimary FocusCapacity building & securing funds for infrastructureInvestment attraction through lead generationRegional economic cooperationEstablished2010 2001 2007IncorporatedYes Yes YesGovernedPoliticallyBureaucraticallyCombinationGovernedPoliticallyBureaucraticallyCombinationStaffTwo 0 One2012 Budget$248,500 151,000 $155,400Membership Fee$25,000 $20,000 $10,000TillsonburgMembership Fee0 $20,000 0Per Diems ReimbursementNo Yes, up to $300 per dayNo2010 Leads0 40 0Page 619 of 666 Summary• SCOR - Grassroots community development efforts focused on creating a rural economic powerhouse and whose efforts are foundational for economic development and growth. • SOMA - Local government foreign direct investment attraction corporation focused largely on exploring new markets and opportunities for attracting foreign investment and whose efforts are key to winning that investment.• SWEA - Regional government initiative focused on inter-regional issues relating to the transportation of goods and services and identifying opportunities to leverage Southern Ontario's position on a major trade corridor into major investments in infrastructure, which would be accompanied by increased private sector investment. New focus on investment attraction. Page 620 of 666 Summary - Committed ResourcesSCOR SOMA SWEAMeetings1 hr/month 4 hrs/month < 1 hr/monthTasks2 hr/month 1 hr/month < 1 hr/monthTrade Trade Shows/Conf0 10 hrs/month 7 hrs/yearTotal 3 hrs/month 15 hrs/month 9 hrs/yearPage 621 of 666 Business Community RevitalizationHuman Capital/ Planning & Infrastructure DevelopmentRegional InitiativesSpectrum of Economic Development ActivitiesBusiness DevelopmentHuman Capital/ Workforce DevelopmentInvestment AttractionMarketing & CommunicationsResearch & Info. ManagementFocused Sector DevelopmentMisc. ActivitiesSource: OMAFRA 2010, CED 101 SeriesPage 622 of 666 Where do we want to go?High ControlHot Spot•Convergence of planning to meet knowledge based business growth needsEasy but…•Establish brand and support with marketing initiativeHigh ImpactLow ImpactWaste ofTimeDifficult butNecessary•Strategic infrastructure investment•Business commitment to Vision and Directions•Partner meetings without leadership and resource commitments•Engage key stakeholders – bring into the growth equation (increase control)Page 623 of 666 Economic Development • Responsibilities include:– Business Attraction–Business Retention–Business Retention– Supporting Entrepreneurship– Tillsonburg REGIONAL Airport – Tourism Tillsonburg• Wide range of activities• Competitive positioningPage 624 of 666 How do we accomplish this? • Local– Economic Development Office as a champion– Increase Collaboration–Increase Capacity–Increase Capacity– Improve marketing & brand• Regional– South Central Ontario Region– Informal networks• National/International– Southwestern Ontario Marketing Alliance– South West Economic AlliancePage 625 of 666 Recent InvestmentsCompany Details CommentsSiemens Canada Ltd 253,000 SF wind blade mfg facility with up to 300 employeesMartinrea International 70,000 SF with 30 employees Employment has increasedFuture Transfer Company 300,000 SF seed processing,warehousing & distribution$2 M investment. Monsanto contract. Resulted in warehousing & distributioncontract. Resulted in Monsanto relocating field office hereEberhard Hardware 30,000 SF for high tech mfg ExpansionNautical Lands Group (Harvest Retirement Community)7 Phase retirementcommunity with over 30 employeesUp to $45 M investmentLong Point Region Conservation Authority10,000 square feet with 20 full-time and up to 50 seasonal employeesPurchased 12,000 square foot buildingHome Hardware New 22,000 square foot store $2.2 M investmentPage 626 of 666 New Businesses – Example from 2009Category Number of Businesses CommentsStartups 20 Includes Mill Tales Inn, FooDelicious (Food wholesaler), etc. New Franchises/Branches 10 Includes Ardene’s, TillsonburgLaser Clinic, Oxford Plumbing, Norma Jean’s, etc.Expansions 6 Includes OPP Training Centre, Oxford County Emergency Medical Services Station, Service Master, Anastacia's, BrewMaster, Home HardwarePage 627 of 666 Decision Matrix - SOMA1. Does Tillsonburg want to attract foreign direction investment?2. If yes, how is the best way to do this? 3. Is the SOMA model cost effective?4.More importantly, does the SOMA model get results? 4.More importantly, does the SOMA model get results? 5. How does one define results? 6. Can we do more on our own? 7. How will this cost in terms of marketing collateral/booths, trade show/travel costs, additional staff resources? 8. How important is it to be part of a region in terms of representing your community internationally? 9. How does SOMA compare to other regional efforts like the Ontario Clean Tech Alliance, Ontario’s Food Corridor, etc? Page 628 of 666 Decision Matrix – SWEA1. Which of Tillsonburg’s need is greatest?– Advocacy/lobbying– Regional infrastructure–Foreign Direction Investment (FDI)–Foreign Direction Investment (FDI)2. Is SWEA the most effective FDI vehicle? 3. Is their FDI model cost effective?4. Does SWEA have a good enough track record with respect to FDI initiatives yet? 5. Will Tillsonburg receive greater benefits from SWEA or SOMA FDI efforts or both?6. How much will this cost in terms of marketing collateral/booths, trade show/travel costs, additional staff resources? Page 629 of 666 Decision Matrix - SCOR• Is economic development capacity being built in the region and in Tillsonburg?•Are we reaching our goal of becoming a rural •Are we reaching our goal of becoming a rural economic powerhouse? • Are regional infrastructure commitments happening?Page 630 of 666 Recommendation• That the Town of Tillsonburg continue to be engaged with the three major regional economic development groups in Southwestern Ontario with a focus on using each specific group as follows:each specific group as follows:– SCOR – Community economic development efforts to build capacity and the local infrastructure needed for long term growth– SOMA – Foreign direct investment attraction– SWEA – Advocacy and larger regional infrastructure initiatives with participation in specific FDI initiatives that are beneficial to TillsonburgPage 631 of 666 • One caveat…That SOMA seek to increase their engagement with other regional economic development groups where mutually beneficialdevelopment groups where mutually beneficialPage 632 of 666 Q & APage 633 of 666 22019 BusinessObjectives2019 Business Plan | Economic Development & MarketingItemOwner Budget ValueTarget DateResidential Marketing CampaignEconomic Development & Marketing$26,000 Q1-Q4Downtown Community Improvement Plan (Façade) Business Improvement Association$25,000 Q1-Q4Community Improvement PlanDevelopment Commissioner $20,000 Q1-Q4 Mission to Asia (SOMA) Development Commissioner $10,600 (SOMA Reserve)Q4Economic Development Strategy ReviewDevelopment Commissioner $10,000 (ED Reserve)Q4Downtown Revitalization Development Commissioner /Others$2,000 Q2Hwy 3 Business Park -Determine start of Clearview Dr ConstructionDevelopment Commissioner 2018 Budget Q1-Q4Enhanced ExternalCommunications – Review of existing and futureDevelopment Commissioner/SLT$0 Q2Branding – Wayfinding Signage & OngoingMarketing Coordinator $30,000 Q1 – Q4Page 634 of 666 1 DOWNTOWN TILLSONBURG RETAIL GAP ANALYSIS January 2019 DRAFT 360 Collective and Page by Page Consulting 99 Ivy Ave Toronto ON M4L 2H8 www.360collective.co 647 339 9008 Page 635 of 666 2 Contents 1.Market Profile 2.Socio-Economic Profile 3.Retail Supply Inventory 4.Retail Visitation Profile 5.SWOT 6.Next Steps Page 636 of 666 3 Market Audit -profile Socio-Economic Profile Trade Areas •10 Minute Walk Time: 800 m radius •5 Minute Drive Time 10 MINUTE WALK TIME 5 MINUTE DRIVE TIME Page 637 of 666 4 Market Audit -profile Socio-Economic Profile Trade Areas •10 Minute Walk Time: 800 m radius •5 Minute Drive Time •30 Minute Drive Time (Truncated for man made barriers) 30 MINUTE DRIVE TIME (truncated) 10 MINUTE WALK TIME 5 MINUTE DRIVE TIME Page 638 of 666 5 10 MINUTE WALKING DISTANCE 5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED)ONTARIO Population 2018 3,324 14,770 16,318 61,495 14,279,818 Annual Growth Rate 2011 to 2016 0.2%0.8%0.9%0.8%1.5% Persons Per Household 1.9 2.14 2.17 2.62 2.56 Daytime Worker Population 4,751 8,867 9,138 19,709 6,960,297 AGE PROFILE 0 to 9 8%9%9%13%10% 10 to 19 8%10%10%13%11% 20 to 29 10%11%11%13%14% 30 to 39 10%10%10%11%13% 40 to 49 10%11%11%11%13% 50 to 59 12%14%13%14%15% 60 to 69 13%14%14%12%12% 70+30%22%21%13%12% Median Age 54.1 49.4 48.7 40.0 40.9 HOUSEHOLD SIZE 1 Person 45%33%32%24%26% 2 Person 36%40%40%38%33% 3 Person 9%12%13%14%16% 4+ Person 10%15%15%24%25% Key Findings: •There is a growing base of residents within an easy 10-minute walking distance of Downtown Tillsonburg. •The primary trade area is similar to the 5-minute drive time, which is similar to the boundaries for the Town of Tillsonburg. There are over 16,000 residents in the Town of Tillsonburg. •Within a 30-minute drive time (truncated) there is a catchment trade area of approximately 60,000 residents. •In addition, Downtown retailers benefit from approximately 4,751 daytime workers within an easy walking distance as well as over 9,000 day time workers in Downtown and nearby industrial/commercial areas. •The age profile skews heavily senior based on those families that are aging in place, empty nesters, and retirees. There are a growing number of young families living in the trade areas as well . •The higher number of retirees and seniors corresponds with a high proportion of single person households. This is followed by a high proportion of empty nesters or two-person households. Source: Statistics Canada, 2016 Census, Environics 2018 Est. Market Audit -profile Socio-Economic Profile Page 639 of 666 6 Market Audit -profile Socio-Economic Profile Town of Tillsonburg Age Profile 2011 and 2018 Source: Statistics Canada, 2011 2016 Census, Environics 2018 Est. 0 500 1000 1500 2000 2500 3000 3500 4000 0 to 9 10 to 19 20 to 29 30 to 39 40 to 49 50 to 59 60 to 69 70+ 2011 2016 2018 Salient Findings: •The age profile skews older as both the baby boomer residents are aging in place and new residential has been built to cater to this demographic. •Generally, the Tillsonburg age trends follow the Ontario age trends of a growing baby boomer generation, a smaller Gen X (40 to 55), a growing Millennial (22 to 39), and a smaller Gen Z (teenager) population •The recent baby boom of Millennials entering parenthood hasn’t affected the Tillsonburg population yet. Page 640 of 666 7 Key Findings: •Most residents have a college degree or a diploma. This matches the higher proportion of residents who work in blue collar professions. •Household income in Tillsonburg is similar to the local areas. However, near Downtown the higher proportion of fixed income seniors skews the household income lower. •The real rate of household income growth excluding inflation has been growing annually at 1.3% which is a positive indicator for retail growth opportunities. 10 MINUTE WALKING DISTANCE 5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED)ONTARIO EDUCATION AND OCCUPATION Less than High School 28%24%23%31%18% High School Graduate 31%28%28%27%25% College, Diploma 31%32%32%29%25% Bachelor Degree or Higher 10%16%17%13%32% Labour Force Part. Rate 51%60%60%55%62% Mngt., Business, Admin 11%16%18%18%26% Health, Science, Ed. Govt 17%22%22%18%28% Arts, Culture, Recreation 3%2%2%2%3% Sales and Services 24%21%20%16%23% Trades and Transport 21%19%18%24%13% Primary 8%5%4%10%2% Processing, Mfg 14%14%14%11%5% COMMUTE TO WORK Vehicle 85%94%94%93%77% Pulbic Transit 1%1%1%1%15% Other 14%5%5%6%8% HOUSEHOLD INCOME Average HH Income $67,339 $84,280 $86,339 $85,798 $106,524 An. Real Growth in HH Inc.1.4%1.3%1.3%1.4%1.3% Source: Statistics Canada, 2016 Census, Environics 2018 Est. Socio-Economic Profile Market Audit -profile Page 641 of 666 8 Key Findings: •Due to the higher proportion of seniors, there are a significant proportion of households that do not own their home but live in retirement or assisted living developments. •Correspondingly, there is a higher proportion of females to males as women often make up a higher proportion oF assisted living residents. •The segmentation of the households reveals a mix of retirees, lower to middle income workers, and older middle-income households. •It is noted there there are a large number of rooming type houses for temporary farm workers primarily in the 30 minute drive time trade area. 10 MINUTE WALKING DISTANCE 5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED)ONTARIO Housing Tenure Own/Rent 49% / 51%67% / 33%70% / 30%76% / 24%69% / 31% Gender Male/Female 46% / 54%48% / 52%48% / 52%50% / 50%49% / 51% Mobility Mover within 5 years 35%35%34%31%38% Marital Status Single, Never Married 21%20%20%23%28% Married, Common Law 50%59%60%62%57% Div, Sep, Widowed 29%21%20%15%15% Prizm Segment Heartland Retirees 10%12%12%4%2% Sunset Towers 17%12%11%4%3% Lunch at Tim's 20%11%11%8%5% Serenity Springs 8%10%10%9%2% Second City Retirees 3%8%9%3%4% Fresh Air Families 2%5%8%3%4% Source: Statistics Canada, 2016 Census, Environics 2018 Est. Socio-Economic Profile Market Audit -profile Page 642 of 666 9 HEARTLAND RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY RETIREES FRESH AIR FAMILIES % of Tillsonburg Pop.12%11%11%10%9%8% AVERAGE HH INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003 OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN SHOPPING •Enjoy rural life but like access to larger shopping areas •Very good at buying online •Shopping is purposeful and utilitarian •Like to go out to local bar •Support ethical companies •Like to hang out in stores such as Home Hardware and local pharmacy to socialize •Lower income •Bargain hunters •Search and collect loyalty programs •Bargain hunters •Bulk food •Discount stores •Dinner theatre •Very locally minded •Community theatre and night out •Spend on vacations, cruises, dining out, coffee place/café •Visit home improvement stores often •Energy conscious •Somewhat tech savvy but do like in-store help and assistance •Want to buy products related to their personal interests •Big box •Discount grocers •Eat out on a regular basis •Equip family rooms with high tech entertainment •Travel to Florida and East Coast •Source: Statistics Canada, 2016 Census, Environics 2018 Est. Socio-Economic Profile Market Audit -profile Page 643 of 666 10 HEARTLAND RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY RETIREES FRESH AIR FAMILIES % of Tillsonburg Pop.12%11%11%10%9%8% AVERAGE HH INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003 OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN ATTITUDES •Higher % of Baby Boomers •Unpretentious •Blue collar or agriculture occupations •Child free so more time for other activities •Like outdoors and nature – parks, fishing, cottage, •Very community minded, traditional values that support country life but not closed minded •Retirement or modest pension •Unpretentious •Hobbies – sewing crafts, collecting •Casino, bingo •Enjoy the slower pace of things •Low tech engagement •Tight knit communities •Enjoy socializing •Casino •Like to look good •Want to get away and will go to vacations •Trust small businesses •Retirement AND Age in place singles and couples •Support local •Go on Staycations •Not online, not tech savvy •Like to read •Generous donors and give to charities •Want to live healthy lives •Very rational and logical in buying decisions •Religious and moral oriented •Older and mature couples •Had worked for companies with good pensions –mfg, govt, teaching, nursing, etc. •Go on cruises •Cottages •Hobbies –golf, gardening, kayak •Focus is on their home and community •Want to leave a legacy behind •Believe Canadian ideals of work hard •Middle aged with children •Dual income households •Solid, upper middle income lifestyle •Have a financial planner to help them •Like small businesses •Very Canadian •Old fashioned •Source: Statistics Canada, 2016 Census, Environics 2018 Est. Socio-Economic Profile Market Audit -profile Page 644 of 666 11 HEARTLAND RETIREES SUNSET TOWERS LUNCH AT TIM’S SERENITY SPRINGS SECOND CITY RETIREES FRESH AIR FAMILIES % of Tillsonburg Pop.12%11%11%10%9%8% AVERAGE HH INCOME $81,015 $43,8419 $64,713 $77,040 $100,147 $113,003 OWN/RENT OWN RENT OWN OWN/ RENT OWN OWN LEISURE •Camping, gardening, motorcycles, pickups, powerboats, snowmobiles •Hobbies –bird watching, cross country skiing •Hobbies •Crafts •Casino •Go to baseball game •Hobbies – knitting, woodworking, crafts •Curling •Auto racing •Men go fishing or snowmobiling •Women sew or garden •Go too outdoor and RV shows •Community and faith based activities •Outdoors, fishing, boating, canoeing, camping, boats, motorcycles, pick ups •Crafts –knitting Source: Statistics Canada, 2016 Census, Environics 2018 Est. Socio-Economic Profile Market Audit -profile Page 645 of 666 12 10 MINUTE WALKING DISTANCE 5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED) ONTARIO AVERAGE HOUSEHOLD INCOME $67,339 $84,280 $86,339 $85,798 $106,524 Local Neighbour Goods Food from Grocery Stores $5,672 $6,707 $6,836 $7,438 $8,118 Health Care and Pharmacy $2,271 $2,586 $2,628 $2,680 $3,010 Alcohol Purchased from Stores $1,011 $1,306 $1,335 $1,182 $1,524 Retail Merchandise Women's Clothing and Accessories $1,084 $1,468 $1,512 $1,504 $1,979 Men's Clothing and Accessories $581 $795 $818 $908 $1,200 Children's Clothing $35 $42 $44 $54 $65 Home Furnishings $871 $1,028 $1,061 $1,143 $1,650 Nursery Flowers $169 $224 $234 $229 $226 Pet Food $271 $369 $382 $452 $317 Gifts $505 $550 $556 $541 $472 Leisure Retail $352 $493 $508 $532 $646 Electronics $526 $704 $727 $735 $1,024 Appliances $451 $567 $590 $685 $602 Home Improvement $103 $145 $157 $250 $166 Source: Statistics Canada, 2016 Census, Environics 2018 Est. * Very high HH income expenditure compared to Ontario Trade AreaMarket Audit -profile Household Expenditure Profile Page 646 of 666 13 10 MINUTE WALKING DISTANCE 5 MINUTE DRIVE TIME TOWN OF TILLSONBURG 30 MINUTE DRIVE TIME (TRUNCATED) ONTARIO AVERAGE HOUSEHOLD INCOME $67,339 $84,280 $86,339 $85,798 $106,524 Food Services Dinner at Restaurants $1,486 $1,815 $1,850 $1,858 $2,533 Lunch at Restaurants $809 $980 $996 $1,003 $1,363 Breakfast at Restaurants $240 $286 $288 $296 $361 Snacks and Beverages $514 $594 $601 $579 $547 Alcohol Serviced on Premises $466 $601 $616 $438 $767 Services Clothing Services $116 $99 $99 $72 $219 Packaged Travel $145 $123 $164 $389 $648 Recreation Memberships $238 $361 $375 $325 $502 Personal Care $495 $616 $632 $606 $755 Movies $62 $86 $87 $68 $88 Live Sporting Events $10 $13 $14 $18 $42 Live Performing Arts $45 $53 $57 $75 $118 Museums $50 $67 $71 $64 $93 Source: Statistics Canada, 2016 Census, Environics 2018 Est. * Very high HH income expenditure compared to 30 Min Trade AreaMarket Audit -profile Household Expenditure Profile Page 647 of 666 14 Key Findings: •Many expenditures by households in the 10-minute walking trade area and the 5-minute drive time trade area are lower than the average based primarily on lower average household incomes. •To understand the character and shopping behaviour of the trade area residents an analysis of household expenditures of each trade area compared to the Ontario average was conducted. Second, the index was compared to household incomes to determine if a greater proportion of the budget was spend on each commodity listed. •For example, households in the 5 minute drive time spend $6,707 annually on food from grocery stores. This is 83% of the average household for Ontario. However, because the average household income of the 5 minute drive is $84,280 or 79% of the Ontario average, it is clear that households in the 5 minute drive time spend a higher proportion (83% compared to 79%) of their budget on food from grocery stores compared to the average Ontario household. •Based on this analysis, households in Tillsonburg spend a higher than average proportion of their budget on: •Home: both large and small purchases including grocery items and alcohol, cut flowers and home furnishings to appliances and outdoor supplies •Entertaining: going out for small snacks, cafes, socializing, personal care services, and gifts for others •Seniors: health care goods and services Market Audit -profile Household Expenditure Profile Page 648 of 666 15 Downtown Tillsonburg Retail Supply Inventory –December 2018 Page 649 of 666 16 Supply –Downtown Tillsonburg Retail Inventory Area Inventory Methodology •Baseline data from the Town •Physical inventory based on a site visit in Dec 2018 •Actual square footages from leasing material of Strathallen leasing material •Other retailers are estimated •Includes ground level businesses and easily accessible retail spaces Market Audit -profile Downtown Retail Study Area Downtown BIA and CIP Page 650 of 666 17 NO. OF BUSINESSES % OF TOTAL EST. SF % OF TOTAL RETAIL MERCHANDISE Furniture and Home Furnishings 5 2.8%17,264 2.8% Electronics and Appliances 9 5.0%11,958 1.9% Home Improvement, Building Supplies 1 0.6%1,300 0.2% Clothing and Accessories 14 7.8%35,156 5.7% General Merchandise 3 1.7%146,366 23.5% Leisure Retail 9 5.0%16,666 2.7% Other Retail 6 3.3%25,183 4.1% TOTAL RETAIL MERCHANDISE 47 26.1%253,893 40.8% FOOD AND DRUG RETAIL Food and Beverage 7 3.9%46,471 7.5% Health, Pharmacy 4 2.2%23,426 3.8% TOTAL FOOD AND DRUG RETAIL 11 6.1%69,897 11.2% EATING ESTABLISHMENTS 16 8.9%40,553 6.5% OTHER SERVICES Personal Services 18 10.0%24,398 3.9% Financial 7 3.9%29,170 4.7% Recreation 2 1.1%2,100 0.3% Professional Services 32 17.8%74,923 12.1% Medical Services 23 12.8%69,476 11.2% Other Services 15 8.3%41,399 6.7% TOTAL OTHER SERVICES 97 53.9%241,466 38.8% TOTAL OCCUPIED 171 95.0%605,809 97.5% VACANT 9 5.0%15,780 2.5% TOTAL 180 100.0%621,589 100.0% Supply –Downtown Tillsonburg Retail Inventory Area Key Findings •Vacancy is low, 2.5% •Retail merchandise is the dominant category due to large format stores, skews the analysis •High proportion of services including professional and medical –provides a source of visitor traffic to other businesses in Downtown but does occupy some prime retail spaces •Good proportion of food and drug retailers but opportunity for more growth •Lower proportion of eating establishments than in other Downtowns but there is good range of chains and independents •New developments will add more SF to the Downtown particularly in the north end Market Audit -profile Page 651 of 666 18 Supply –Downtown Tillsonburg Retail Inventory Area Key Findings •Through observation it was noted that there is pedestrian flow between the Tillsonburg Town Centre and the rest of Downtown as well as the nearby Metro particularly within the 2 block radius of the Tillsonburg Town Centre. •The location of the Bulk Barn is a key retailer that appeals to all shoppers and helps to move pedestrian traffic throughout the entire Downtown. •Policies that have ensured offices and administrative offices to locate in Downtown have been successful at ensuring there is daytime traffic for the businesses. •There are a few emerging ‘clusters’ of businesses –home décor for example but they have not located near to each other for ease of shopping. •According to the Downtown BIA, hours of operation especially amongst independent retailers is a cause for some retail sales leakage. Other causes are the lack of some discount and value oriented retailers. Market Audit -profile Page 652 of 666 19 Mark’s Work Wearhouse –Tuesday -Thursday Saturday Supply –Downtown Tillsonburg Retailer Visitation Times Market Audit -profile Dollar Tree –Tuesday Thursday Saturday LCBO –Tuesday Thursday Saturday Page 653 of 666 20 Canadian Tire –Tuesday Thursday Saturday Supply –Downtown Tillsonburg Retailer Visitation Times Market Audit -profile Walmart –Tuesday Thursday Saturday Metro –Tuesday Thursday Saturday Page 654 of 666 21 Kelsey’s –Tuesday Thursday Saturday Supply –Downtown Tillsonburg Retailer Visitation Times Market Audit -profile Copper Mug –Tuesday Thursday Saturday Boston Pizza –Tuesday Thursday Saturday Page 655 of 666 22 Corner Griddle –Tuesday Thursday Saturday Supply –Downtown Tillsonburg Retailer Visitation Times Market Audit -profile Corey’s –Tuesday Thursday Saturday Pita Pit –Tuesday Thursday Saturday Page 656 of 666 23 Shoppers Drug Mart –Tuesday Thursday Saturday Supply –Downtown Tillsonburg Retailer Visitation Times Market Audit -profile Bulk Barn –Tuesday Thursday Saturday Page 657 of 666 24 •Saturday is the biggest shopping day in Downtown •This is followed closely by weekday evening visitation •There is a fairly good visitation to the weekday restaurants and cafes primarily from the local area daytime workers •Increasingly local residents commute to work and they are conducting a higher proportion of their local shopping needs during the early evening and some weeknights are relatively busy •For some businesses, there is a relatively strong daytime traffic demand including Shoppers Drug Mart, Bulk Barn, Mark’s Work Wearhouse, Copper Mug, and other restaurants such as Pita Pit •Early morning Saturday has increased visitation for a number of businesses as local households want to start their weekends early and get their errands done so they can go out and enjoy the rest of the day so places such as Corner Griddle have a good brunch time traffic Market Audit -profile Summary: Supply –Downtown Tillsonburg Retailer Visitation Times Page 658 of 666 25 Strengths, Weaknesses, Opportunities, Threats –Retail Development in Downtown Tillsonburg Page 659 of 666 26 SWOT STRENGTHS •Solid base of residents of 16,000 that is growing •Real household income growth (excluding inflation) •Somewhat isolated from other commercial areas, so they are able to create a draw from other nearby smaller communities •Mix of target markets in Downtown including people living there, workers, local and regional visitors that support daytime and limited night time retail activities, as well as some seasonal workers •Convenient –easy to get to, easy to park, free parking, wide main street •Charm –heritage and historical two and three-storey buildings creating a base of residential within the core •Character –friendly shop owners and workers, open, communicative •Tillsonburg Town Centre blends in well with the main street and doesn’t overly detract from the main street businesses •Good assortment of discount and value-based retail •Some historical long-term businesses with longevity creates confidence in prospective retailers WEAKNESSES •Skewed household income –those on fixed incomes, lower income, savers not spenders, but some high-income households •Not a tourist town (can be a benefit –not affected by the whims of the tourism industry) •Retail is scattered throughout Town to the north, centre, and east and not clustered as effectively as it could be (e.g, grocery stores, home improvement stores are located throughout the entire town rather than clustered to create better flows and critical mass synergy) •Seniors based area who have things provided for them such as food –don’t need to shop •Slightly too much ground level retail is devoted to services especially professional services and medical services rather than retail (however, want the services in the Downtown just not so much on the main street) •Few places for socialization to happen on the street and inside businesses •Few places for triggering a night time economy THREATS •London closest competition and London is already over retailed •Strathallen owns both malls in Tillsonburg which can make it confusing from a leasing and marketing perspective (are there exclusivities) •Other more tourist-based towns that are more experiential (e.g., watching food being prepared, combining entertainment and food together such as a band playing in a café) and lure locals for a night out or dinner Page 660 of 666 27 SWOT OPPORTUNITIES RECOMMENDATION RATIONALE Food and Beverage •No further major grocery stores or LCBO •Potential for specialty food stores (e.g., Goodness Me) •Ensure Walmart carries enough value oriented food items •Specialty food can complement the existing grocery stores such as Metro and Walmart •They can provide a link in the customer journey similar to the function and location of Bulk Barn •Should be paired with additional functions such as catering, prepared food as take away, and home meal replacement Health and Pharmacy •Health related goods and services will always be in high demand and can shift •There may not be a need for a large pharmacy but smaller unique health stores, optical stores, etc, could be warranted •In an older community such as Tillsonburg, health care is a major household expenditure from prescriptions, over the counter medicine, health supplies, optical stores, health supplements, naturalpaths, etc. Furniture and Home Furnishings •Focus should be on retaining existing furniture, home furnishings type stores and allow for more modern home furnishings stores to establish themselves (e.g., Saturday Afternoons) or art galleries •Craft or hobby oriented home furnishings such as custom made Mennonite furniture •There are several furniture stores in Downtown •Focus on retention of existing stores and ensure they maintain a modern, current offering •There is a potential to combine hobby and craft expertise of Tillsonburg with furniture and home furnishings making Electronics •Focus on retention of existing stores including the ability to order online and pick up in store •Electronic stores are becoming showrooms for the latest technology •Stores need to be able to offer the ability for consumers to order online and then pick up in store as a way of not only providing increased convenience to local residents but for increased shopping Page 661 of 666 28 SWOT OPPORTUNITIES RECOMMENDATION RATIONALE Clothing and Accessories •Focus on retention of existing clothing, jewellery, and accessories stores •Any new retailer should have a narrow and deep focus (concentrate on one or two lines or offerings and carry a deep assortment in for each one) •Focus on craft, handmade items •There is limited growth not on only in Tillsonburg but across North America for clothing and accessory related retail •Similar to home furnishings, there is an opportunity to combine craft and hobby skill sets with clothing lines – such as knitted sweaters, custom leather bags (where some of the manufacturing is done on site) Leisure Retail •Focus on retention of existing gift and book stores •Increase the number of craft and hobby related stores including supplies as well as production ie: workshops •Have places such as knitting cafes, children / adult art schools, art cafes, book store cafes, etc.) •Locate craft supplies together (sewing, leather handwork, knitting, art supplies, DIY stores •Add learning programs to retailers such as singing, piano, art, story writing/story telling •Create opportunities for local craft, hobby, entrepreneurs to hone their skills General Merchandise •No additional discount oriented stores •There are ample discount general merchandise stores •New stores would only spread the sales around Home Improvement •No major new home improvement stores •Could be co-located better across the City •Ample selection of home improvement type stores in Tillsonburg Page 662 of 666 29 SWOT OPPORTUNITIES RECOMMENDATION RATIONALE Eating Establishments •Need to replace or add to the number of places for socialization and eating - cafes, coffee places, andother food/socialization places in Downtown •More sit down, casual restaurants that are higher quality •Dinner theatre options •Include more eating establishments with entertainment •Food is the glue that holds the community together •There are good food options at present but the strategy should focus on where there are gaps in the food service mix •Local residents do not spend high amounts on eating out but will spend it on “in between” activities •There is a lack of casual and better quality restaurants in Tillsonburg (probably losing market share to other communities) Night Time Economy •Monitor the change in demographic toward young families to be able to provide a timely response to their needs e.g., bowling alley, dinnertime needs, ice cream shops open after soccer games etc. •As a community changes so too do their needs. It’s important to watch this change and to be able to plan a response. Some businesses already have a weeknight later evening business profile that other businesses can piggy back of. See Next Steps for further comments. Page 663 of 666 30 NEXT STEPS –in order of timing •Either the Town or the BIA needs to create a full business directory so that people can find the information easily for: •Marketing purposes and •Recruitment/investment. •Work with the BIA Board and new ED to create their own Retail Wish List from the BIA’s perspective. •Town to Identify locations for re-development based on a set of criteria. •BIA should develop a new website where the directory and the properties for lease at any given time can be accessible. The Town may also have a list of all for lease or for sale properties. v Social Media cannot do this effectively and people need access to that information. •Work with building owners where there are currently places to rent and/or buy to impart on them the need for certain businesses to fill the gaps. •Host session with local commercial realtors and share the data that has been uncovered here and the retail wish list -they can be part of the solution and kept in the loop. •Consider a Strategic or Action Planning Process for the BIA. With a new Board and/or staff, this can often help them come to a shared vision for their downtown. Town staff should be part of the process to include City vision and information for one cohesive effort. •Create an “Invest in Tillsonburg Downtown” digital and/or online marketing piece siting investment incentives and information gathered from this process and Retail wish list. •Encourage Like businesses to either locate closely or work together for marketing purposes. •Create a common branding graphic to post in vacant store fronts: “Imagine Your Business Here”. •Work to attract a local investor who will compete against himself to fill the retail gaps & take market share. •Regularly evaluate the senior/young family ratio development projects. The downtown retail mix needs to adapt to the changing demographic as it happens as an increase in young families will demand different retail and service opportunities Page 664 of 666 31 Page 665 of 666 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4257 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 24th day of January, 2019. 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 January 24, 2019, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. 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 JANUARY, 2019. READ A THIRD AND FINAL TIME AND PASSED THIS 24th DAY OF JANUARY, 2019. ________________________________ MAYOR – Stephen Molnar ________________________________ TOWN CLERK – Donna Wilson Page 666 of 666