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210809 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, August 9, 2021 6:00 PM Electronic Meeting 1.Call to Order 2.Closed Session 3.Adoption of Agenda Proposed Resolution #1 Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of August 9, 2021, with item 14.6.8. Staff Report OPD 21-34, being considered prior to item 8, be approved. 4.Moment of Silence 5.Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution #2 Moved By: ________________ Seconded By: ________________ THAT the minutes of the Council meeting held on July 12, 2021, be approved. 7.Presentations 7.1.Explorer Solutions Re: Tillsonburg Regional Airport Master Plan Christian Perreault, Explorer Solutions Tillsonburg Regional Airport Master Plan included under agenda item 14.6.8. Staff Report OPD 21-34. Proposed Resolution #3 Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation by Christian Perreault of Explorer Solutions regarding the Tillsonburg Regional Airport Master Plan, as information. 8.Public Meetings 8.1.Application for Zone Change ZN 7-21-06 (Town of Tillsonburg) Proposed Resolution #4 Moved By: ________________ Seconded By: ________________ THAT Council approve the zone change application submitted by the Corporation of the Town of Tillsonburg, whereby the lands described as Part Lots 1 & 2, Concession 5 NTR, and Parts 1-4 & 13 of 41R-8326 in the Town of Tillsonburg, are to be rezoned from ‘General Industrial Zone (MG)’ and ‘Future Development Zone (FD)’ to ‘Special General Industrial Zone (MG-sp)’ and ‘Passive Use Open Space Zone (OS1)’ to facilitate the development of a draft approved industrial plan of subdivision. 8.2.Application for Zone Change ZN 7-21-08 (VDK Investments Inc.) Proposed Resolution #5 Moved By: ________________ Seconded By: ________________ THAT Council not approve the zone change application submitted by VDK Investments Inc, whereby the lands described as Lots 1100-1102, Plan 500, known municipally as 38 Oxford Street in the Town of Tillsonburg, are to be rezoned from ‘Central Commercial Zone (CC)’ to ‘Special Central Commercial Zone (CC-sp)’ to permit a drive through lane in association with an eating establishment. 9.Planning Reports 10.Delegations 10.1.John Armstrong Re: Truck traffic on Broadway/ Bypass Proposed Resolution #6 Moved By: ________________ Seconded By: ________________ THAT the delegation by John Armstrong regarding truck traffic on Broadway/ Bypass be received as information. Page 2 of 503 11.Deputation(s) on Committee Reports 12.COVID-19 13.Information Items 13.1.Oxford County Council Resolution Re: Proposed “Southwest Landfill" 13.2.City of Woodstock Resolution Re: Affordable Housing 13.3.Tillsonburg BIA Resolution Re: Financial stability sustainability of the DTBIA Proposed Resolution #7 Moved By: ________________ Seconded By: ________________ THAT Council receives the correspondence from Oxford County Council dated July 15, 2021, the correspondence from the City of Woodstock dated July 15, 2021 and the correspondence from the Tillsonburg BIA dated July 20, 2021, as information. 14.Staff Reports 14.1.Chief Administrative Officer 14.1.1.CAO 21-08 Establishment of Committee Members for Tillsonburg 150 Sub- Committee Proposed Resolution #8 Moved By: ________________ Seconded By: ________________ THAT Bill Geekie, Aleksandra Webber, Christine Wade, and Joan Weston be appointed to the Tillsonburg 150 Ad Hoc Committee; AND THAT ____________ be appointed as the Council representative on the Tillsonburg 150 Ad Hoc Committee. 14.1.2.CAO 21-09 Staff Appreciation Day Proposed Resolution #9 Moved By: ________________ Seconded By: ________________ THAT Council approves an annual Staff Appreciation Day, held in early September after Labour Day that involves an early office closure. 14.1.3.CAO 21-10 Hybrid Work Model Page 3 of 503 Proposed Resolution #10 Moved By: ________________ Seconded By: ________________ THAT Council approves a 6 month pilot project of a hybrid return to work model for Town of Tillsonburg staff from September 2021 to March 2022, and direct staff to bring back a formal policy for Council consideration regarding a hybrid work model. 14.2.Corporate Services 14.2.1.CS 21-22 Committee Appointments Proposed Resolution #11 Moved By: ________________ Seconded By: ________________ THAT a By-Law to amend By-Law 4247 Schedule A be brought forward for Council’s consideration. 14.3.Economic Development 14.3.1.EDM 21-22 Community Improvement Plan Application - 61 Townline Road Proposed Resolution #12 Moved By: ________________ Seconded By: ________________ THAT Council receives Report EDM 21-22 Community Improvement Plan Application – 61 Townline Road; AND THAT the 61 Townline Road property be approved for the Tax Increment Grant Back Program and the Permit Fee Grant Back Program of the Community Improvement Plan, related to enhancements of the property, at the High Level, which offers the following growth related rebates: Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate with full property taxes being payable in 2032; and, a 50% rebate of the building permit fees. 14.3.2.EDM 21-23 Community Improvement Plan Application - 141 Broadway Proposed Resolution #13 Page 4 of 503 Moved By: ________________ Seconded By: ________________ THAT Council receives Report EDM 21-23 Community Improvement Plan Application – 141 Broadway; AND THAT the 141 Broadway property be approved for the Accessibility Renovation Grant in matching funds to a maximum contribution of $3,000. 14.3.3.EDM 21-24 Circulation of Planning Items to Economic Development Advisory Committee Proposed Resolution #14 Moved By: ________________ Seconded By: ________________ THAT Council receives report EDM 21-24 Circulation of Planning Items to the Economic Development Advisory Committee as information. 14.4.Finance 14.5.Fire and Emergency Services 14.6.Operations and Development 14.6.1.OPD 21-26 Clean Yard By-Law Amendments Proposed Resolution #15 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-26 Clean Yard By-Law Amendments be received as information; AND THAT a By-Law to amend By-Law 3810 being a by-law to establish and maintain clean and clear lands in the Town of Tillsonburg be brought forward for Council’s consideration. 14.6.2.OPD 21-28 Sign Variance - 42 Oxford Street Proposed Resolution #16 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-28, Sign Variance – 42 Oxford Street, be received as information; AND THAT a variance to Sign By-Law 3798 be approved for the construction of a 0.84 m2 (9 ft2) – 0.92 m (36”) x 0.92 m (36”) overhanging Page 5 of 503 sign mounted on the south building face located at 42 Oxford Street (Plan 500, LOT 1161) with the following conditions: (i) a sign permit is obtained; (ii) an encroachment permit and encroachment agreement are obtained for the installation of the sign overhanging the road allowance; (iii) the property owner shall carry adequate liability insurance for the overhanging sign naming the Municipality as an additional insured and (iv) the bottom of the overhanging portion of the sign shall be erected at least 2.5 metres above the established grade or surface of the public sidewalk. 14.6.3.OPD 21-29 Traffic By-Law Amendment - Van Street Proposed Resolution #17 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-29, Traffic By-Law Amendment – Van Street, be received as information; AND THAT a By-Law to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles within the Town of Tillsonburg, be brought forward for Council’s consideration. 14.6.4.OPD 21-30 Building Inspector Appointment Proposed Resolution #18 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-30 Building Inspector Appointment, be received as information; AND THAT a By-Law to appoint Eric Nemeth as a Building Official, Property Standards Officer and Provincial Offences Officer for the Town of Tillsonburg be brought forward for Council consideration. 14.6.5.OPD 21-31 Plans Review Consulting Services Proposed Resolution #19 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-31 Plans Review Consulting Services, be received as information; AND THAT Council continues to support the requirements set in the Ontario Building Code Act to ensure adequate staffing are in place to Page 6 of 503 administer the Ontario Building Code; AND THAT Council authorizes the use of increased permit revenue in 2021 and/or building permit reserves to fund a contract with RSM Building Consultants Inc.; AND THAT a By-Law to appoint Gerald Moore and Barbara Mocny as Building Officials for the Town of Tillsonburg be brought forward for Council consideration; AND THAT Council authorizes the Chief Building Official to execute the consulting services agreement with RSM Building Consultants Inc. 14.6.6.OPD 21-32 2021 Fleet Tender Results Proposed Resolution #20 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-32 2021 Fleet Tender Results, be received as information; AND THAT Council awards Quotation RFQ 2021-006 Supply and Delivery of one (1) New Full Size ½ Ton Crew Cab Pickup Truck to Georgian Chevrolet Buick GMC of Barrie, Ontario at a cost of $ $36,708.71 (net HST included) to be funded through debenture as previously approved. 14.6.7.OPD 21-33 Assumption By-Law for Andrews Crossing Subdivision Phase One Proposed Resolution #21 Moved By: ________________ Seconded By: ________________ THAT Council receives Report OPD 21-33, Assumption By-Law for Andrews Crossing Subdivision Phase One; AND THAT Council assumes as public services/right-of-way within the Registered Plan 41M-329, more particularly described in the Subdivision Agreement between The Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. dated August 21, 2017; AND THAT a by-law to assume municipal services in Registered Plan 41M- 329 be brought forward. 14.6.8.OPD 21-34 2021 Tillsonburg Regional Airport Master Plan Proposed Resolution #22 Page 7 of 503 Moved By: ________________ Seconded By: ________________ THAT report OPD 21-34 2021 Tillsonburg Regional Airport Master Plan, be received as information; AND THAT Council endorses the 2021 Tillsonburg Regional Airport Master Plan; AND THAT Council directs staff to bring forward programs, studies, and projects included in the 2021 Tillsonburg Regional Airport Master Plan preferred strategy for consideration in the capital and operational budget deliberations. 14.7.Recreation, Culture and Parks 14.7.1.RCP 21-18 Canada Community Revitalization Fund - Grant Application Proposed Resolution #23 Moved By: ________________ Seconded By: ________________ THAT Report RCP 21-18, Canada Community Revitalization Fund – Grant Application, be received as information; AND THAT Council supports the proposed application for the reconstruction of the Lake Lisgar Water Park Building, as outlined within this report. 14.7.2.RCP 21-19 Tillsonburg Aquatic Centre Rehabilitation Update Proposed Resolution #24 Moved By: ________________ Seconded By: ________________ THAT Report RCP 21-19, Tillsonburg Aquatic Centre Rehabilitation Update, be received as information. 14.7.3.RCP 21-20 Tillsonburg Community Gardens Expansion Proposed Resolution #25 Moved By: ________________ Seconded By: ________________ THAT Report RCP 21-20 Tillsonburg Community Gardens Expansion be received as information; AND THAT Council endorse the Gardens Group’s proposal to expand the Community Gardens as proposed; Page 8 of 503 AND THAT Council direct staff to consult with the Gardens Group and the Long Point Region Conservation Authority (LPRCA) to further the expansion proposal and LPRCA Permit Application process. 14.7.4.RCP 21-22 Elliott Fairbairn Roof Replacement - Award of Tender Proposed Resolution #26 Moved By: ________________ Seconded By: ________________ THAT report RCP 21-22 – Elliott Fairbairn Roof Replacement – Award of Tender be received as information; AND THAT Council award the lowest bid to Grand Valley Roofing & Coatings Inc., Cambridge, Ontario for $179,271.00, excluding applicable taxes; AND THAT the project expenditure be funded through debenture as proposed in this report. 15.New Business 16.Consideration of Committee Minutes 16.1.Committee Minutes Proposed Resolution #27 Moved By: ________________ Seconded By: ________________ THAT Council receives Cultural, Heritage and Special Awards Advisory Committee minutes dated June 9, 2021 and July 7, 2021, the Economic Development Advisory Committee minutes dated June 8, 2021, July 13, 2021 and August 5, 2021, Affordable and Attainable Housing Advisory Committee minutes dated June 17, 2021 and July 15, 2021, the Boundary Adjustment Advisory Committee minutes date June 18, 2021, the Parks, Beautification and Cemetery Advisory Committee minutes dated July 8, 2021, the Transit Advisory Committee minutes dated July 13, 2021, and the Airport Advisory Committee minutes dated June 17, 2021, as information. 17.Motions/Notice of Motions Proposed Resolution # Moved By: Councillor Gilvesy Seconded By: ________________ THAT the Town of Tillsonburg respectfully request the Ministry of Transportation proceed with a review of the PXO (Pedestrian Crossings) that have been designed and constructed in accordance with the Ontario Traffic Manual and the Manual for Uniform Traffic Control Page 9 of 503 Devices; AND THAT the following safety concerns have been identified Positioning of lights creates visibility limitations (overhead lights are much more visible; • Vehicles cannot stop immediately when PXO has been engaged when travelling at posted speeds; and • Lack of delay (walk indicator) which allows traffic to stop and pedestrian to proceed;• AND THAT the Town of Tillsonburg forward this resolution accompanied by a letter to the Honorable Minister Mulroney, Minister of Transportation and copied to the local Police Services Board. 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws 19.1.A By-Law to amend By-Law 3295 (ZN 7-21-04) 19.2.A By-Law to amend By-Law 3295 (ZN 7-21-05) 19.3.A By-Law to amend By-Law 3295 (ZN 7-21-06) 19.4.A By-Law to amend By-Law 4247 Schedule A (Committee Appointments) 19.5.A By-Law to amend By-Law 3810 (Clean Yards) 19.6.A By-Law to amend By-Law 3701 (Traffic By-Law) 19.7.A By-Law to appoint a Buidling Inspector, Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg 19.8.A By-Law to appoint Building Inspectors for the Town of Tillsonburg 19.9.A By-Law to Assume Municipal Services in Glendale West Subdivision, Registered Plan 41M-329 Proposed Resolution #28 Moved By: ________________ Seconded By: ________________ THAT A By-Law to amend By-Law 3295 (ZN 7-21-04); and A By-Law to amend By-Law 3295 (ZN 7-21-05); and A By-Law to amend By-Law 3295 (ZN 7-21-06); and Page 10 of 503 A By-Law to amend By-Law 4247 Schedule A (Committee Appointments); and A By-Law to amend By-Law 3810 (Clean Yards); and A By-Law to amend By-Law 3701 (Traffic By-Law); and A By-Law to appoint a Buidling Inspector, Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg; and A By-Law to appoint Building Inspectors for the Town of Tillsonburg; and A By-Law to Assume Municipal Services in Glendale West Subdivision, Registered Plan 41M-329, 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. 20.Confirm Proceedings By-law Proposed Resolution #29 Moved By: ________________ Seconded By: ________________ THAT By-Law 2021-080, to Confirm the Proceedings of the Council meeting held on August 9, 2021, 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. 21.Items of Public Interest 22.Adjournment Proposed Resolution #30 Moved By: ________________ Seconded By: ________________ THAT the Council meeting of August 9, 2021 be adjourned at ____ p.m. Page 11 of 503 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, July 12, 2021 5:00 PM Electronic Meeting ATTENDANCE: Mayor Molnar Deputy Mayor Beres Councillor Esseltine Councillor Gilvesy Councillor Luciani Councillor Parker Councillor Rosehart Staff: Kyle Pratt, Chief Administrative Officer Michelle Smibert, Director of Corporate Services/Clerk Sheena Pawliwec, Director of Finance/Treasurer Paul Groeneveld, Acting Fire Chief Carlos Reyes, Director of Operations and Development Cephas Panschow, Development Commissioner David Drobitch, Manager of Parks and Facilities Amelia Jaggard, Deputy Clerk Regrets: Chris Baird, Director of Recreation, Culture and Parks _____________________________________________________________________ 1. Call to Order The meeting was called to order at 6:00 p.m. 2. Closed Session (5:00 p.m.) Resolution # 2021-324 Moved By: Councillor Parker Seconded By: Councillor Luciani Page 12 of 503 2 THAT Council move into Closed Session to consider two personal matters about identifiable individuals, including municipal or local board employees. Carried 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; 2.4.2 239 (2) (b) personal matters about identifiable individuals, including municipal or local board employees; 2.5 Back to Open Session 3. Adoption of Agenda (6:00 p.m.) Resolution # 2021-325 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Agenda as prepared for the Council meeting of July 12, 2021, be approved. Carried 4. Moment of Silence Mayor Molnar recited a Traditional Territory Acknowledgment Statement. 5. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2021-326 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker Page 13 of 503 3 THAT the minutes of the Council meeting held on June 28, 2021, and the minutes of the Special Council meeting held on June 29, 2021, be approved. Carried 7. Presentations 8. Public Meetings Resolution # 2021-327 Moved By: Councillor Esseltine Seconded By: Councillor Luciani THAT Council move into the Committee of Adjustment to hear applications for Minor Variance at 6:04 p.m. Carried 8.1 Application for Minor Variance A14-21 (Ritchie) Eric Gilbert, Senior Planner, Oxford County, appeared before Council to provide an overview of the application. A letter of opposition was received following the publication of the agenda. Staff recommend approval of the application. Opportunity was provided for comments and questions from Council. Staff confirmed that residential use is not permitted in the proposed structure. The purpose of the proposed structure is for personal storage. Staff noted the applicant will be improving the su rface of the existing driveway. The applicant was not in attendance. No members of the public appeared before Council either in support or opposition to the application. Resolution # 2021-328 Moved By: Councillor Gilvesy Seconded By: Councillor Parker THAT the Committee of Adjustment approve Application File A14-21, submitted by Mark Ritchie, for lands described as Lot 12, Plan 551, Town of Tillsonburg, as it relates to: Page 14 of 503 4 1. Relief of Section 5.1 – Table 5.1.1.4 – Lot Coverage, maximum for all accessory buildings and structures, to increase the maximum permitted ground floor area from 50 m2 (538.2 ft2) to 80 m2 (753.47 ft2) to permit the construction of a detached accessory building. Subject to the applicant obtaining a building permit for the proposed accessory building within one year of the date of the Committee’s Decision. Carried 8.2 Application for Minor Variance A15-21 (Wall) Eric Gilbert, Senior Planner, Oxford County, appeared before Council to provide an overview of the application. Staff recommend approval of the application. Opportunity was provided for comments and questions from Council. Staff noted the driveway can accommodate two vehicles. The applicant was not in attendance. No members of the public appeared before Council either in support or opposition to the application. Resolution # 2021-329 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT the Committee of Adjustment approve Application File A15-21, submitted by Simon Wagler, for lands described as Lot 32, Plan 41M -369, Town of Tillsonburg, as it relates to: 1. Relief of Section 7.2, R2 Zone Provisions – Front Yard, Minimum Depth, to decrease the minimum required front yard depth from 6.0 m (19.7 ft) to 5.0 m (16.4 ft), to facilitate the construction of a single detached dwelling. Subject to the following conditions: a) The applicant shall obtain a building permit for the proposed single detached dwelling within one year of the date of the Committee’s Decision; b) That the proposed relief only apply to the construction of a single Page 15 of 503 5 detached dwelling in a location and manner consistent with Plate 3 of Report CP-2021-231. Carried Resolution # 2021-330 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT Council move out of the Committee of Adjustment and move back into regular Council session at 6:19 p.m. Carried 9. Planning Reports 10. Delegations 10.1 Harnek Grewal Re: Waste material by-laws Harnek Grewal appeared before Council to request that Council require that owners build fences on the property line or that any property left on the opposite side of a fence is the adjacent property owner's right to use. Mr. Grewal asked that a $150 by-law ticket that he received be waived. Opportunity was provided for comments and questions from Council. Resolution # 2021-331 Moved By: Councillor Luciani Seconded By: Councillor Esseltine THAT the delegation by Harnek Grewal regarding waste material by-laws be received as information. Carried 11. Deputation(s) on Committee Reports 12. COVID-19 It was asked when Council and Committee will return to in-person meetings. Staff will update Council in the next week regarding returning to the hybrid meeting format. Page 16 of 503 6 Mayor Molnar provided a local update and shared informational resources. 13. Information Items 13.1 Ministry of Transportation Re: Community Transportation (CT) Grant Program Extension 13.2 Ministry of Municipal Affairs and Housing Re: Municipal Modernization Phase 2 Funding 13.3 Solicitor General Re: Responding to Animals Left in Motor Vehicles Staff noted that the proposed projects for the modernization funding will be reviewed and that if additional monies are required a report will be brought forward to Council. It was confirmed that the inter-community transit funding has been extended to 2025. It was asked that the Town share the information provided by the Solicitor General with the community. Resolution # 2021-332 Moved By: Councillor Esseltine Seconded By: Councillor Parker THAT Council receives the correspondence from the Ministry of Transportation dated June 28, 2021, and the correspondence from the Ministry of Municipal Affairs and Housing dated June 30, 2021, and the correspondence from the Solicitor General dated July 8, 2021, as information. Carried 14. Staff Reports 14.1 Chief Administrative Officer 14.2 Corporate Services 14.3 Economic Development 14.3.1 EDM 21-21 Offer to Purchase - Ravine Lands West of Borden Crescent Page 17 of 503 7 There was discussion regarding the property's book value versus the fair market value. Staff were asked to confirm the fair market value of $24,000. Resolution # 2021-333 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Council receives report EDM 21-21 Offer to Purchase – Ravine Lands West of Borden Crescent; AND THAT a By-Law be brought forward to authorize the Mayor and Clerk to enter into an agreement of purchase and sale with Tillsonburg Developments Inc in Trust for 2407774 Ontario Limited for the property described Parts 1, 2, 3 and 4, Plan 41R-8799. Carried 14.4 Finance 14.4.1 FIN 21-21 BIA Levy Assessment By-Law Resolution # 2021-334 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT a By-law to amend the BIA By-Law 2013 to establish a maximum and minimum levy for 164, 170, 200 and 248 Broadway be brought forward for Council consideration. Carried 14.4.2 FIN 21-22 Revised 2021 Final Tax By-Law Schedule A Resolution # 2021-335 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT a By-law to amend the Tax Rate By-Law 2021-062 to replace Schedule “A” be brought forward for Council consideration. Carried Page 18 of 503 8 14.4.3 FIN 21-23 2022 Budget Process It was noted that the third Thursday in December is a Tillsonburg Airport Advisory Committee meeting date and it was asked on a go- forward basis if this night could be avoided for Council Budget meetings. Resolution # 2021-336 Moved By: Councillor Luciani Seconded By: Councillor Esseltine THAT Council receives report FIN 21-23 2022 Budget Process; AND THAT the following dates are scheduled for Council Budget Meetings: Monday, November 29, 2021 4:00 p.m. to 9:00 p.m. Monday, December 6, 2021 9:00 a.m. to 3:00 p.m. Thursday, December 16, 2021 4:00 p.m. to 9:00 p.m. Monday, January 17, 2022 6:00 p.m. to 9:00 p.m. Carried 14.5 Fire and Emergency Services 14.6 Operations and Development 14.6.1 OPD 21-27 Sign By-Law Amendment - COVID-19 Resolution # 2021-337 Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres THAT Council receives report OPD 21-27 Sign By-Law Amendment – COVID-19 as information; AND THAT a By-Law to amend By-Law 3798, being a by-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg, be brought forward for Council’s consideration; AND THAT a By-Law to amend By-Law 2021-004, being a Schedule of Fees for certain Municipal applications, services and Page 19 of 503 9 permits in the Town of Tillsonburg, be brought forward for Council’s consideration. Carried 14.7 Recreation, Culture and Parks 15. New Business 16. Consideration of Committee Minutes 16.1 Committee Minutes Staff are working on plans for Library Lane and Keating Alley redesign concepts that will be brought forward as part of the 2022 budget deliberations. Resolution # 2021-338 Moved By: Councillor Parker Seconded By: Councillor Gilvesy THAT the Accessibility Advisory Committee minutes dated June 8, 2021, be received as information. Carried 17. Motions/Notice of Motions Resolution # 2021-339 Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres THAT Staff be directed to prepare a report regarding the development of a Traditional Territory Acknowledgment Statement for the Town of Tillsonburg. Said draft Traditional Territory Acknowledgement Statement to be included in the report. This acknowledgement would appropriately be incorporated at the beginning of Town of Tillsonburg Council meetings, gatherings, events or presentations, and be printed on the town’s website. The goal of this Statement would be to encourage the acknowledgement of the First Peoples on whose traditional territories we live and work and show recognition and respect for indigenous people. Page 20 of 503 10 Carried 18. Resolutions/Resolutions Resulting from Closed Session 19. By-Laws 19.1 By-Law 2021-075, to authorize an agreement of purchase and sale with Tillsonburg Developments Inc in Trust for 2407774 Ontario Limited 19.2 By-Law 2021-076, to amend By-Law 2013 (BIA) 19.3 By-Law 2021-077, to amend By-Law 2021-062 (Tax Rates) 19.4 By-Law 2021-078, to amend By-Law 3798 (Sign By-Law) 19.5 By-Law 2021-079, to amend By-Law 2021-004 (Rates and Fees) Resolution # 2021-340 Moved By: Councillor Gilvesy Seconded By: Councillor Rosehart THAT By-Law 2021-075, to authorize an agreement of purchase and sale with Tillsonburg Developments Inc in Trust for 2407774 Ontario Limited; and By-Law 2021-076, to amend By-Law 2013 (BIA); and By-Law 2021-077, to amend By-Law 2021-062 (Tax Rates); and By-Law 2021-078, to amend By-Law 3798 (Sign By-Law); and By-Law 2021-079, to amend By-Law 2021-004 (Rates and Fees), 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 20. Confirm Proceedings By-law Resolution # 2021-341 Moved By: Councillor Parker Seconded By: Councillor Luciani Page 21 of 503 11 THAT By-Law 2021-071, to Confirm the Proceedings of the Council meeting held on July 12, 2021, 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 21. Items of Public Interest Deputy Mayor Beres shared information regarding the new lawn poppy campaign operated by the Tillsonburg Lions Club in partnership with the Legion. The lawn poppy's can be purchased online at the Tillsonburg Lions Club's website (https://e-clubhouse.org/sites/tillsonburg/). Staff noted that the Lake Lisgar Waterpark slide is awaiting inspection after which it will be ready for operation. Recreation, Culture and Parks Department is working on plans for Stage 3. The Tillsonburg Community Centre is expected to open Monday, July 19. Fitness programs will remain outdoors. Upcoming Council meetings include:  Monday, August 8, 2021 at 6:00 p.m. regular meeting 22. Adjournment Resolution # 2021-342 Moved By: Councillor Rosehart Seconded By: Councillor Gilvesy THAT the Council meeting of July 12, 2021 be adjourned at 7:34 p.m. Carried Page 22 of 503 Presentation to Town of Tillsonburg Council August 9, 2021 MASTER PLAN 1 TILLSONBURG REGIONAL AIRPORT (CYTB) Page 23 of 503 TABLE OF CONTENT 1.In Context 2.Economic Impact 3.Aviation Forecast 4.Operations and Management 5.Infrastructure 6.Development Plan and Engineering 7.Development Fund 8.Development Scenarios 9.Questions 2 Page 24 of 503 In Context ➢The objective of the Master Plan is to be an action oriented, working document that identifies and guides the future development of the Airport in a practical and environmentally sustainable manner. ➢The Airport Master Plan presents a comprehensive review of the infrastructure and services currently at the airport and identifies both essential and desirable improvements for the future. ➢It assesses activity and potential growth opportunities in the general and corporate aviation sectors and groundside development scenarios and opportunities. ➢The plan considers short-term (1-5 years), medium-term (6-10 years) and long-term (11-20 years) planning horizons. It assesses the capacity of the airport’s facilities to support the proposed development activities and provides detailed capital and operational expenses. 33 Page 25 of 503 Master Plan Content 1.Airport Portrait 2.Socio-Economic Analysis 3.Aviation Forecast 4.Economic Impact Analysis 5.Engagements and Consultations 6.Review of Airport Operations 7.Infrastructure Assessment 8.Gaps and Alternatives 9.Land Use Plan 10.Governance Model 11.Capital Plan 12.Implementation Plan 13.Marketing Strategy 14.Executive Summary 15.Maps and Drawings 44 Page 26 of 503 Airport Portrait ➢The Tillsonburg Regional Airport,code name CYTB,is classified as a registered aerodrome ➢The airport primarily serves flight training providers,private and corporate aircraft owners and operators,charters and aerial work activities and flying clubs and gliders. ➢YTB operates one (1)paved 5,502’x 100’(year-round)and two (2)additional turf 2,348’x 75’and 2,258’x 75’(seasonal)runways.The airport is manned 7/361 from 8:30 am –5:00 pm.Self-serve fuel is available beyond regular office hours. ➢Tillsonburg Regional Airport is supported by an air terminal building that houses •the airport administration office, •Skyway Restaurant, •Boardroom and leasable space which is currently occupied by the •Tillsonburg Flying School. ➢YTB in numbers; •Home to 74 aircraft •26 stand-alone hangars and 2 buildings of 10 and 4 T-Hangars. •Home to six (6)aviation-related businesses and organizations which support aviation activity throughout south-central Ontario. 55 Page 27 of 503 6 Economic Impact Summary of the 2020 Direct, Indirect and Induced Impacts Categories Total Jobs (FTE)15 Jobs (PTE)15 Total Jobs Created 30 Gross Payroll $961,552 Province Government Revenues Payroll Tax $49,376 Total $49,376 Federal Government Revenues Payroll Tax $93,326 Total $93,326 Government Revenues $142,701 Municipal Taxes Paid to SWOX 46,640 Corporate Expenses $2,511,230 Current Investments 564,080 Grand Total $4,226,203 100.0% Page 28 of 503 7 ➢2017 Aircraft Movements:10,207 (33%lower than 2016) ➢2018 Aircraft Movements:9,533 (6%lower than 2017) ➢2019 Aircraft Movements:10,352 (8.5%higher than 2018) ➢In 2017,introduction of the fuel cardlock system ➢Reduction of business hours AVIATION FORECAST Historic Aircraft Movements Page 29 of 503 8 Local Movements by 2030 ➢Optimistic Model •3%annual growth (activity levels at YTB) •14,330 movements ➢Average Model •2%annual growth (based on population growth) •12,871 movements ➢Conservative Model •1.04%annual growth (based on SOAN forecast) •11 ,680 movements Aviation Forecast 20 Year Growth Models Page 30 of 503 Airport Operations and Management 9 ➢The Tillsonburg Regional Airport is not required to have any airport manuals by Transport Canada regulations; however, the current management has multiple manuals that are quite comprehensive regarding the Airport and its operations. ➢While these manuals are thorough, several have not been updated in up to five (5) years. Where full manuals do not exist, there are standard operating procedures or guidelines to outline airport operating procedures. ➢One of the issues (and a liability) at YTB is the uncontrolled airside access allowing tenants to reach their hangars, but also anyone from entering the airside. ➢YTB is presently not fully fenced and most of the fencing is less than four (4) feet in height. Fencing the entire airport would come at a high cost (estimated at $350,000) and is not required due to the low number of wildlife encounters. We recommend the airport establishes a Wildlife Plan to inform tenants and staff on procedures when wildlife is spotted. ➢There is presently no investment attraction and airport marketing strategy in place to promote YTB to potential investors.Such a strategy would be helpful to drive more business to YTB.With the size of YTB,a full-time marketing and investment attraction specialist position is not required.A shared responsibility of Town staff or retaining the services of a specialized third party could be suitable options. Page 31 of 503 10 Infrastructure Assesment and Development Page 32 of 503 Implementation Schedule 11 Page 33 of 503 AIRPORT DEVELOPMENT FUND and FEES ➢We recommend the creation of an Airport Development Fund to provide the long-term funding requirements to meet the airport infrastructure maintenance and rehabilitation needs. ➢The ADF would be based on leveraging a portion of property taxation revenues generated by NEW (2021 and beyond) taxable investments. ➢This agreement would allow the airport through the ADF to obtain a portion (anywhere between 1% and 100%) of any new taxes levied from the construction of new buildings on airport lands. ➢The ADF would mandatorily assign these revenues to the maintenance and rehabilitation of YTB infrastructure. ➢The ADF management could be a joint undertaking of both Municipalities following the guidelines and recommendations of the Airport Master Plan. ➢Airport Fees – •The general consensus revealed that rates and fees at YTB follow the southern Ontario average. •However, YTB land leases apply only to the footprint of the buildings and not to the total land surface leased by tenants. As such, we recommend the Airport should include the lands between the hangar and the taxiway as part of the leasable lands and a buffer zone of one (1) or two (2) meters (5 feet) around the building. •For tenants installing a septic bed or other amenities, these lands should also be considered as leasable lands. 12 Page 34 of 503 13 Land Use Development Scenarios •Commercial Office Space •Light Industrial Space / Hydroponic •Commercial Retail / Tourism •RV / Boat / Vehicle / Equipment Storage •Airport Billboard Signage (Hwy 19 Visible) •Agricultural Farming •Warehousing and Storage / Logistics and Distribution •Light Industrial Space / Hydroponic Horticultural Production Facility •Energy Project –Photobioreactor •Light Industrial Space / Hydroponic Horticultural Production Facility •Tree-Top Adventure Park Page 35 of 503 14 Owning/Renting Hangars versus Leasing Land Parcel A1: General Aviation Development General Aviation Hangar Development 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Hangar (Land Lease) Revenues $9,651 $41,148 $92,466 $162,420 Hangar (Rental) Revenues $376,506 $1,516,447 $3,284,669 $5,505,881 Total Revenues $386,157 $1,557,594 $3,377,135 $5,668,301 Expenses Hangar Mortgages (Airport Owned) $295,169 $679,715 $1,194,342 $1,775,539 Taxiway Delta Extension to G3 and G4 $0 $340,000 $340,000 $340,000 G1 Extension $70,000 $70,000 $70,000 $70,000 G2 Extension $70,000 $70,000 $70,000 $70,000 G3 Extension $0 $60,000 $60,000 $60,000 G4 Construction $0 $500,000 $500,000 $500,000 Total Expenses $435,169 $1,719,715 $2,234,342 $2,815,539 Pre-Tax Profit -$49,012 -$162,121 $1,142,793 $2,852,762 Hangar Building Values (Airport Owned) $1,028,311 $1,762,762 $2,441,036 $3,022,883 20-Year Total Property Tax Revenues (0.01039335) Privately- Owned Hangars $282,796 Airport-Owned Hangars $398,306 Total Revenues $681,102 Page 36 of 503 Financial Summary 1515 Land Parcel Project Description 20-Year Airport Owned Hangars 20-Year Land Lease Revenues Land Sale Investment Principle 20-Year Accrued Interest Revenues on Land Sale 20-Year Accrued (New) Property Taxes A1 General Aviation Park $2,690,342 $162,420 n/a n/a $681,102 A2 Commercial Aviation Park $51,585 n/a n/a $417,197 Light Industrial Park n/a $216,963 n/a n/a $18,792,144 B1 Retail Development n/a $84,474 n/a n/a $7,984,646 B2 Equipment Storage n/a $165,768 n/a n/a $1,090,739 C1-C5 Agricultural Farming n/a $1,295,600 n/a n/a No net new taxes D1-D2 Logistics, Warehousing & Distribution n/a $398,908 n/a n/a $16,181,547 E1 Land Sale (Agricultural) n/a n/a $1,200,000 $1,832,340 No net new taxes F1 Tree-Top Adventure Park n/a $530,347 n/a n/a $295,602 Total: $2,690,342 $2,906,065 $1,200,000 $1,832,340 $45,442,977 Page 37 of 503 QUESTIONS 16 Page 38 of 503 Page 1 of 6 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Zone Change ZN 7-21-06 – Town of Tillsonburg REPORT HIGHLIGHTS  The application for rezoning has been initiated to establish appropriate zoning for the Town’s VIP Industrial Park (32T-09004), which is expected to be registered later this year.  The proposed zoning will facilitate the registration of the draft plan of subdivision, and will satisfy a condition of draft plan approval.  Planning staff are recommending approval of the application as it is consistent with the policies of the Provincial Policy Statement and the Official Plan respecting permitted uses within employment areas and the Industrial Designation. DISCUSSION Background OWNER/ APPLICANT: Town of Tillsonburg 10 Lisgar Avenue, Tillsonburg ON N4G 5A5 LOCATION: The subject property is legally described as Part Lots 1 & 2, Concession 5 NTR, and Parts 1-4 & 13 of 41R-8326, Town of Tillsonburg. The lands are located on the south side of Highway 3, between Bayham Drive and John Pound Road. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Industrial Environmental Protection TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: General Industrial Zone (MG) and Future Development Zone (FD) Page 39 of 503 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 Page 2 of 6 Proposed Zoning: Special General Industrial Zone (MG-sp) and Passive Use Open Space Zone (OS1) PROPOSAL: The purpose of the application for zone change is to rezone the subject property from ‘Future Development Zone (FD)’ and ‘General Industrial Zone (MG)’ to ‘Special General Industrial Zone (MG-sp)’ and ‘Passive Use Open Space Zone (OS1)’ to facilitate the registration of an industrial plan of subdivision (32T-09004). The OS1 zone will encompass the proposed stormwater management facility. The proposed MG-sp Zone is proposed to include the following permitted uses:  A business process outsourcing establishment (defined as a more advanced customer contact centre but may also include other (generally higher order) corporate functions that are now being outsourced in addition to contact centre type work)  A data centre;  An adult training facility;  All uses currently permitted in the MG zone. The subject lands are approximately 24.1 ha (59.5 ac) in size, and are currently vacant. Earth grading and servicing works are currently being completed in preparation for the development of the lands after registration of the final approved plans. A zone change was originally submitted in 2009 (ZON 7-05) together with the subdivision application (32T-09004), and was approved-in-principle on February 14, 2011. The approval of the amending by-law was delayed until such time as the draft plan was nearing final approval to ensure that any matters that may arise between the draft approval and the registration of the plan could be addressed as necessary. Surrounding land uses are predominately industrial, with ravines and woodlands and an Area of Natural and Scientific Interest (ANSI) associated with Big Otter Creek to the south. Several existing residential uses are present on the south side of Highway 3, east of Clearview Drive. Plate 1, Location Map with Existing Zoning, shows the location of the subject property and the existing zoning in the immediate vicinity. Plate 2, 2015 Aerial Map, provides an aerial view of the subject property. Plate 3, Applicant’s Sketch, shows the dimensions and layout of the subject lands, as well as the proposed zoning boundaries. Application Review PROVINCIAL POLICY STATEMENT: The policies of Section 1.1.3.1 state that settlement areas shall be the focus of growth and development. Page 40 of 503 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 Page 3 of 6 Further, Section 1.3.1 of the PPS directs that planning authorities shall promote economic development and competitiveness by: a) providing for an appropriate mix and range of employment, institutional uses and broader mixed uses to meet long-term needs; b) providing opportunities for a diversified economic base, including maintaining a range and choice of suitable sites for employment uses which support a wide range of economic activities and ancillary uses, and take into account the needs of existing and future businesses; c) facilitating the conditions for economic investment by identifying strategic sites for investment, monitoring the availability and suitability of employment sites, including market- ready sites, and seeking to address potential barriers to investment; d) encouraging compact, mixed-use development that incorporates compatible employment uses to support liveable and resilient communities; and, e) ensuring the necessary infrastructure is provided to support current and projected needs. Section 1.6.6.7 also directs that planning for stormwater management shall minimize, or, where possible, prevent increases in contaminant loads, minimize erosion and changes in water balance and prepare for the impacts of a changing climate through the effective management of stormwater, including the use of green infrastructure, mitigate risks to human health, property and the environment, maximize the extent and function of vegetative and pervious surfaces, and promote stormwater management best practices, including stormwater attenuation and re-use, water conservation and efficiency, and low impact development. OFFICIAL PLAN: The subject lands are designated ‘Industrial’ according to the Land Use Plan for the Town of Tillsonburg, as contained in the Official Plan. The subject lands are currently designated Industrial and Environmental Protection Area in the County Official Plan. Permitted uses in the Industrial designation include assembling, manufacturing, fabricating, processing, repair activities, environmental industries, wholesaling, storage and wholesaling industries, construction industries, communication and utility industries and technological service industries. Accessory or ancillary uses to industrial operations, such as retailing and wholesaling operated as a subsidiary to any permitted industry are also permitted. The rear portion of the subject lands features a provincially significant ravine system and woodlot. This rear portion of the subject lands are identified to be: i. Within the Long Point Region Conservation Authority (LPRCA) Regulation Limit, under O.Reg.178/06; ii. A Significant Valleyland; iii. A Significant Life Science Area of Natural and Scientific Interest (ANSI); iv. A proposed Significant Woodlot in the Oxford Natural Heritage Study (2016) Section 8.3.1.1 provides that Town Council and County Council shall designate a sufficient supply of non-contaminated and appropriately located commercial and industrial land, relative to available land supplies, to meet the anticipated short and long-term needs of business. The policies of Section 8.3.5.1 of the Official Plan – Industrial Areas - New Uses, are relevant to this application and apply to new industrial uses within industrial areas. Permitted uses include assembling, manufacturing, fabricating, processing, repair activities, environmental industries, wholesaling, storage and warehousing industries, construction industries, communication and utility industries, transportation and cartage industries, and technological service industries. Page 41 of 503 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 Page 4 of 6 Industries will be permitted to combine technological, manufacturing or processing, office, sales and management activities within the Industrial Areas designation. In order to maintain the viability of Industrial Areas, Town Council shall limit the amount of non - industrial activity permitted in the Industrial Areas designation. All permitted uses, including accessory and ancillary uses, within the Industrial designation will comply with the Environmental Resource Protection policies and Environmental Constraints policies of Section 3.2. The following design criteria will be considered when evaluating plans for new industrial development:  Where an Industrial Area designation is near to existing or planned residential, open space or institutional uses, adequate buffering through distance separation, fencing or landscaping, and building or site design will be provided to minimize potential nuisance. Such areas will be developed for a low-rise form of development. The Zoning By-Law will establish limits to the height and lot coverage permitted to achieve this objective.  Existing municipal services will be adequate to accommodate the development.  Buildings will be sufficiently setback from the streetline to ensure that substantial landscaping in the form of berming and/or vegetative screening can be incorporated into yards and parking areas directly adjacent to the streetline.  Adequate off-street parking and loading areas will be provided.  The effect of the proposed development on environmental resources and the impact of environmental constraints on the proposed development will be addressed and mitigated in accordance with the policies of Section 3.2. TOWN OF TILLSONBURG ZONING BY-LAW: The subject property is zoned ‘Future Development Zone (FD)’ & ‘General Industrial (MG’) in the Town of Tillsonburg Zoning By-Law No. 3295. The application proposes to amend the zoning to allow for the following additional permitted uses on the property on a site specific basis within the General Industrial zone:  A business process outsourcing establishment (defined as a more advanced customer contact centre but may also include other (generally higher order) corporate functions that are now being outsourced in addition to contact centre type work)  A data centre;  An adult training facility. The OS1 zoning is proposed to encompass the storm water management block, woodland areas, and area in close proximity to woodlands. No development is proposed to occur near these areas. The Town is proposing to create three (3) development blocks (Parts 2, 3, 12), which exceed the lot frontage, lot depth and lot area provisions of the MG zone. If approved, the Town may retain these blocks as large, individual properties, or could further divide the blocks into smaller, separate lots by means of a reference plan (possible since the lands are owned by the municipality). If the blocks are divided in the future, the municipality will need to ensure that the proposed lots meet the provisions of the MG zone in terms of lot area, frontage, depth, etc. Page 42 of 503 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 Page 5 of 6 AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Tillsonburg Building Services Department, Town of Tillsonburg Engineering Services Department, Oxford County Public Works Department, and Ontario Ministry of Transportation have indicated they have no comments with respect to this application. The Tillsonburg District Chamber of Commerce indicated that they support this application. PUBLIC CONSULTATION: Notice of complete application and notice of public meeting regarding this application were circulated to surrounding property owners on May 31, 2021 and July 15, 2021 in accordance with the requirements of the Planning Act. As of the writing of this report, no comments have been received from the public. Planning Analysis As noted, this proposed application seeks to amend the zoning of the subject property to facilitate the final approval and development of a draft-approved industrial plan of subdivision. Planning staff are satisfied that this application complies with the PPS policies and direction respecting the protection of employment lands and providing opportunities for a diversified economic base as the proposed uses are industrial in nature and will contribute to the Town’s economic development. The Town’s Economic Development Commissioner has indicated that the requested additional permitted uses for the Town’s Van Norman Innovation Park are intended to facilitate emerging industrial uses and technology and knowledge-related opportunities that are being targeted by the Town. Having reviewed the proposed uses with the above noted policies of the Of ficial Plan, Planning staff are satisfied that these uses are generally consistent with the permitted uses within the Industrial Designation of the Town as contained in Section 8.3.5.1 of the Official Plan The additional permitted uses are unlikely to involve any hazardous activities or substances, contribute or cause any pollution problems, and are compatible with the surrounding industrial area and will not preclude or cause compatibility concerns with other industrial uses on the lands, and in the vicinity. It is the opinion of Planning staff that these uses do not detract from the general intent of the Official Plan to preserve employment areas. The noted uses will allow for additional employment uses and training uses that require larger land areas than what can be readily accommodated in the Central Area of the Town. The limit of the proposed Passive Use Open Space Zone (OS1) can be considered appropriate as it will encompass the stormwater management block, ravine lands, woodlands, and lands within 50 m (164’) of woodlands and the Area of Natural and Scientific Interest (ANSI) as required by conditions of the draft approval. No impact on the existing natural heritage features is expected with the proposed zoning limits. Page 43 of 503 Report No: CP 2021-244 COMMUNITY PLANNING Council Date: August 9, 2021 Page 6 of 6 In light of the foregoing, this Office is satisfied that the applicant’s proposal to rezone the subject lands to facilitate the draft approved industrial plan of subdivision and include a business process outsourcing establishment, data centre, adult training facility as additional industrial uses is consistent with the PPS and maintains the general intent and purpose of the Official Plan. RECOMMENDATION It is recommended that the Council of the Town of Tillsonburg approve the zone change application submitted by the Corporation of the Town of Tillsonburg, whereby the lands described as Part Lots 1 & 2, Concession 5 NTR, and Parts 1-4 & 13 of 41R-8326 in the Town of Tillsonburg, are to be rezoned from ‘General Industrial Zone (MG)’ and ‘Future Development Zone (FD)’ to ‘Special General Industrial Zone (MG-sp)’ and ‘Passive Use Open Space Zone (OS1)’ to facilitate the development of a draft approved industrial plan of subdivision. SIGNATURES Authored by: Eric Gilbert, MCIP, RPP Senior Planner Approved for submission by: Gordon Hough, RPP Director Page 44 of 503 May 26, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 4090 Notes NAD_1983_UTM_Zone_17N 205 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map with Existing Zoning ZN 7-21-06 - Town of Tillsonburg Part Lots 1 & 2, Concession 5 NTR, Parts 1-4 & 13 41R-8326 - 3001 Highway 3, Tillsonburg Highway 3 Subject Property Clearview Drive Bayham Drive Page 45 of 503 May 26, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 4090 Notes NAD_1983_UTM_Zone_17N 205 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: 2015 Aerial Map ZN 7-21-06 - Town of Tillsonburg Part Lots 1 & 2, Concession 5 NTR, Parts 1-4 & 13 41R-8326 - 3001 Highway 3, Tillsonburg Highway 3Clearview Drive Bayham Drive Subject Property Page 46 of 503 Plate 3: Applicant's Sketch ZN 7-21-06 - Town of Tillsonburg Part Lots 1 & 2, Concession 5 NTR, Parts 1-4 & 13 41R-8326 - 3001 Highway 3, Tillsonburg Page 47 of 503 ZN 7-21-06 000380378, 0022, 0023, 0024 & 0157 Page 48 of 503 Page 49 of 503 Page 50 of 503 Page 51 of 503 Page 1 of 7 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community Planning Application for Zone Change ZN 7-21-08 – VDK Investments Inc. REPORT HIGHLIGHTS  The application for zone change proposes to rezone the subject property to ‘Special Central Commercial Zone (CC-special)’ to permit a drive-through accessory to an eating establishment.  A Noise Study, as recommended by the Tillsonburg Building Services Department, was not submitted with the application, as such Planning staff cannot assess the compatibility of the proposed drive through with surrounding development.  Planning staff are recommending that the application not be approved, as the proposed drive through has not been demonstrated to have an acceptable impact on surrounding sensitive land uses. DISCUSSION Background OWNER/ APPLICANT: VDK Investments Inc (William Vandekrol) 773451 Oxford Road 59, Norwich ON N0J 1P0 AGENT: Natalie Catlos, Stonecrest Engineering Inc. 2079 Line 34, Shakespeare ON N0B 2P0 LOCATION: The subject property is described as Lots 1100 – 1102, Plan 500 in the Town of Tillsonburg. The lands are located on the northwestern corner of the intersection of Oxford Street and Harvey Street, and are municipally known as 48 Oxford Street, Town of Tillsonburg. COUNTY OF OXFORD OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Central Business District Page 52 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 2 of 7 TOWN OF TILLSONBURG ZONING BY-LAW NO.3295: Existing Zoning: Central Commercial Zone (CC) Proposed Zoning: Special Central Commercial Zone (CC-sp) PROPOSAL: The purpose of the application for zone change is to rezone the subject property from ‘Central Commercial Zone (CC)’ to ‘Special Central Commercial Zone (CC-sp)’ to facilitate the establishment of a drive through for an eating establishment, with a reduced drive through radius of 3 m (9.8 ft) in lieu of the required 7 m (23 ft), and to reduce the number of drive through queue spaces from 10 to 8. Planning staff have also identified that to accommodate the applicant’s proposal as submitted, relief will be required to permit the queue spaces to occupy a parking aisle. The subject lands are approximately 2220 m2 (0.55 ac) in size, and contain an existing vacant commercial building, with an approximate area of 382 m2 (4,111 ft2), which was most recently used as an eating establishment. A former drive through exists on the property however it has not been used in some time (10+ years) and pre-dates the buffet restaurant that previously occupied the building. Town staff have indicated that this drive through lane is not considered to be legal non-conforming. Surrounding land uses are predominately commercial office and retail uses, with residential uses to the north and east. A number of the commercial buildings appear to have (or be suitable for) residential uses on the upper floors. Plate 1, Location Map with Existing Zoning, shows the location of the subject property and the existing zoning in the immediate vicinity. Plate 2, 2015 Aerial Map, provides an aerial view of the subject property. Plate 3, Proposed Site Plan, shows the proposed layout of the eating establishment with the proposed drive through. Application Review PROVINCIAL POLICY STATEMENT: The policies of Section 1.1.3.1 state that settlement areas shall be the focus of growth and development. Further, Section 1.3.1 of the PPS directs that planning authorities shall promote economic development and competitiveness by: a) providing for an appropriate mix and range of employment, institutional uses and broader mixed uses to meet long-term needs; b) providing opportunities for a diversified economic base, including maintaining a range and choice of suitable sites for employment uses which support a wide range of economic Page 53 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 3 of 7 activities and ancillary uses, and take into account the needs of existing and future businesses; c) facilitating the conditions for economic investment by identifying strategic sites for investment, monitoring the availability and suitability of employment sites, including market - ready sites, and seeking to address potential barriers to investment; d) encouraging compact, mixed-use development that incorporates compatible employment uses to support liveable and resilient communities; and, e) ensuring the necessary infrastructure is provided to support current and projected needs. OFFICIAL PLAN: The subject lands are designated ‘Central Business District’ according to the Land Use Plan for the Town of Tillsonburg, as contained in the Official Plan. It is intended that the Central Business District will remain as the most functionally diverse area of the Town and will serve as the primary business, cultural and administrative centre. The commercial core of the Central Area will also remain a viable regional retail shopping district capable of meeting the day to day and specialty needs of residents in the Town as well as southern Oxford County and portions of Norfolk and Elgin Counties. To maintain the commercial core of the Town, a full range of retail uses will be permitted in the Central Business District. Where feasible, new commercial development should be located in the Central Area to complement the existing commercial structure of the downtown. The full range of commercial, office, administrative, cultural, entertainment, recreation, institutional and open space uses are permitted within the Central Area. TOWN OF TILLSONBURG ZONING BY-LAW: The subject property is currently zoned ‘’Central Commercial Zone (CC)’, according to the Town of Tillsonburg Zoning By-law. Permitted uses within the ‘Central Commercial Zone (CC)’ include a wide range of residential, commercial, and business uses. An eating establishment, exclusive of a drive through, is a permitted use. There are no provisions for lot area, lot frontage, lot depth, front yard depth, or exterior and interior side yard widths for non-residential uses in the Central Commercial Zone. Section 5.24.4 - Queue Space Requirements, requires that a drive through for an eating establishment have 10 spaces prior to the pick-up window, and 2 spaces after the pick-up window. Queue spaces are subject to the following provisions: a) All required queue spaces must be provided in accordance with the following design standards: The minimum dimensions for each queue space must be 2.7 m (8.87 ft) in width and 6 m (19.7 ft) in length; b) Queue spaces must be arranged in a single waiting line in advance and behind the drive through service window offered in accordance with Table 5.24.4; c) A minimum inside turning radius for queue spaces forming a waiting line is 7 m (23 ft) d) Queue spaces forming a waiting line must be unobstructed by parking spaces or loading spaces and must be clearly delineated by markings and barriers; Page 54 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 4 of 7 e) Queue spaces forming a waiting line or storage space from the service offered cannot form part of a parking aisle providing access to a parking space; and f) Queue spaces shall not be located in a required yard abutting a Residential Zone or Entrepreneurial Zone. Section 5.24.5 provides that for a change of use within an existing building in the CC Zone, no additional parking spaces are required. Although the drive through may have been considered non-conforming in the past, Section 5.21.3 provides that where a non-conforming use has been discontinued for a period exceeding six (6) months, that the non-conforming rights shall be considered to be extinguished. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Tillsonburg Building Services Department provided the following comments:  Noise study should be required to demonstrate that the proposed drive through and drive through speaker will not negatively impact any adjacent residences and will ensure the Town is protected from any future noise/ Noise By-Law Complaints as there are existing residential uses within proximity of the building;  The existing 3m turning radius is too tight to navigate with ease and will cause multi-point turning and customer tire/rim damage. It is recommended that the 3 m turning radius request is amended to a minimum of 5.3 m as per the other existing radius for improved vehicle manoeuvrability. There is ample room on site for this modification.  Recommend that any exterior alterations (if proposed) be consistent with the Central Area Design Study as this is a gateway location to the Central Area;  Parking spaces that are directly adjacent to the drive through lane should be removed due to conflicts with queue lane;  Further relief may be required to Section 5.24.4.1 (d) & (e) to permit seven (7) queue spaces;  If approved, misc. directional signage and line paintings will be required;  Project to be subject to site plan approval, with agreement to be registered on title to document the miscellaneous changes to the site along with any noise study / mitigation details if applicable. The Town of Tillsonburg Engineering Services Department provided the following comments:  Drive through radius should be widened through a reconfiguration of the drive through lane, there appears to be adequate space available to widen and improve the turning radius for larger vehicles;  Project to be subject to site plan approval. Oxford County Public Works Department have indicated they have no comments with respect to this application. The Town’s Development Commissioner provided the following comments: I don’t have any concerns with the proposed rezoning. The property contains a building with an existing drive-through lane that has been in place for many years. With respect to the drive- through use, the property appears well-suited to accommodate a new drive-through use based on the existing built form. Page 55 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 5 of 7 Historically, the Town of Tillsonburg has strongly supported development proposals that strengthen the downtown including the creation of the Downtown mall starting in the 1970s, the relocation of Bridge Street East to accommodate an expanded Canadian Tire and, more recently, the 253 Broadway and the Oxford Estates projects. Due to this support, the Downtown is home to over 25 national retailers, which speaks to the attractiveness of Town Centre Mall and the downtown as a whole. My understanding is that supporting this application will result in the attraction of another national brand to the downtown core. This will further strengthen the downtown and attract additional visitors and new residents to the community’s core. The Town’s new Community Strategic Plan identifies the following strategic direction under the Community Growth Goal: Promote, preserve and enhance the downtown core as the retail centre and community hub for Tillsonburg. Supporting this rezoning will both enhance the downtown core and make it a stronger community hub for Tillsonburg and the wider area. While the applicant has not submitted a noise study with their application, it is my understanding that a noise study was completed for the drive-through that is part of the recently re-developed 73 Oxford St property, which is located less than 150 metres to the east and immediately adjacent to residential properties. That noise study found that, with mitigation measures, the resulting noise from that drive-through and development would be negligible. It appears that, based on the location of this property and drive-through and the existing site conditions, the noise expected from this redevelopment will be consistent to the background noises from the surrounding central core area. Downtown Tillsonburg BIA adopted a resolution supporting the proposed zoning amendment. PUBLIC CONSULTATION: Notice of complete application and notice of public meeting regarding this application were circulated to surrounding property owners on July 14, 2021 and July 23, 2021 in accordance with the requirements of the Planning Act. As of the writing of this report, one letter was received from the adjacent property owner at 25 Harvey Street, expressing concerns with the possible impact of noise, air pollution from the close proximity of the drive through to their ground floor windows, parking and queueing conflicts, and litter. A copy of the letter has been included as an attachment to this report. Planning Analysis As noted, this proposed application seeks to amend the zoning of the subject property to facilitate the development of a drive-through, as part of an eating establishment. Relief has also been requested from the number of drive through queue spaces and the inside turning radius for the drive through. Drive throughs for eating establishments within the Central Commercial Zone are generally not permitted, because most sites within the CC zone are not large enough to accommodate the parking and space required for the drive through lane and queue, there may be access issues for Page 56 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 6 of 7 multiple entrances, or the presence of a drive through may be incompatible with surrounding residential development which can be located on adjacent properties with minimal separation. With respect to the size and design of the drive through, Planning staff concur with Town staff that there appears to be an opportunity to widen the turning radius of the drive through to provide additional space for larger vehicles to proceed through the lane. The drive through design should also be modified to eliminate any parking spaces adjacent to the drive through queue to minimize vehicle conflicts. In this instance, Planning staff cannot assess the compatibility of the drive through with surrounding development from a noise perspective as the applicant has not provided a Noise Impact Study, prepared by a qualified acoustical consultant. A Noise Impact Study undertaken in accordance with the Ministry of Environment, Conservation and Parks Guidelines would examine the potential impact from noise resulting from vehicles in the drive through lane, and the drive through speaker itself on adjacent properties, and if the resulting noise was above the guidelines, would identify any potential mitigation measures and/or recommendations that could be implemented through the site plan process. With respect to the comments provided by the Town’s Development Commissioner, t he drive through facility that was approved in 2014 for the Oxford Street Tim Horton’s facility included several noise-mitigation measures, such as a 2.4 m sound barrier along the drive through queue, and the use of vegetation, barrier fencing, and acoustic screening for rooftop HVAC units to ensure that the resulting sound levels were within the MOECP Guidelines. These measures were developed on a site-specific basis, based on the site-specific characteristics of the site, including elevation of the site, model and features of the drive-through speaker, elevation of the drive through lane, and the presence of a significant concrete retaining wall. Although the background noise levels may be similar between the 73 Oxford Street site and the subject lands, the characteristics of the sites, the distance and location of noise-sensitive receptors are completely different. Without the benefit of a noise study commissioned for this development proposal, it is unknown whether the proposed drive through will meet the MOECP Noise Limits, or what mitigation measures need to be implemented to achieve compliance. In light of this, and the other complaints that the Town has received from residents who live in proximity to drive through facilities, Planning staff do not support this application and recommend that it not be approved. RECOMMENDATION It is recommended that the Council of the Town of Tillsonburg not approve the zone change application submitted by VDK Investments Inc, whereby the lands described as Lots 1100-1102, Plan 500, known municipally as 38 Oxford Street in the Town of Tillsonburg, are to be rezoned from ‘Central Commercial Zone (CC)’ to ‘Special Central Commercial Zone (CC-sp)’ to permit a drive through lane in association with an eating establishment. Page 57 of 503 Report No: CP 2021-254 COMMUNITY PLANNING Council Date: August 9, 2021 Page 7 of 7 SIGNATURES Authored by: Eric Gilbert, MCIP, RPP Senior Planner Approved for submission by: Gordon Hough, RPP Director Page 58 of 503 July 7, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 510 Notes NAD_1983_UTM_Zone_17N 26 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map with Existing Zoning File No. ZN 7-21-08- VDK Investments Inc. (William Vandekrol) Lots 1100-1102, Plan 500 - 38 Oxford Street, Town of Tillsonburg Harvey Street Subject Property Oxford Street McKenzie Street Page 59 of 503 July 7, 2021 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 260 Notes NAD_1983_UTM_Zone_17N 13 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: 2015 Aerial Map File No. ZN 7-21-08- VDK Investments Inc. (William Vandekrol) Lots 1100-1102, Plan 500 - 38 Oxford Street, Town of Tillsonburg Harvey Street Oxford Street McKenzie Street Page 60 of 503 Plate 3- Proposed Site Plan File No. ZN 7-21-08- VDK Investments Inc. (William Vandekrol) Lots 1100-1102, Plan 500 - 38 Oxford Street, Town of TillsonburgPage 61 of 503 July 28, 2021 Town of Tillsonburg 200 Broadway, 2nd Floor, Tillsonburg, ON, N4G 5A8 RE: File – ZN 7-21-08 (VDK Investments Inc.) Application for Zoning Change I am writing to advise that we are opposed to the proposed zoning change to allow a drive-thru as part of an eating establishment, and to provide relief from the drive-thru requirements. The subject lands located on the northwest corner of the intersection of Harvey Street and Oxford Street would have the proposed drive-thru on the on the back of the building which is beside our location of 25 Harvey St. We are opposed for the following reasons: 1.) There is not enough radius for vehicles. 25 Harvey St. building is almost to the property line of the subject lands. When the pervious restaurant was operating in the subject location, they were not operating a drive-thru and still the building at 25 Harvey St. was hit many times by cars and delivery vehicles. To the extent that one instance required an insurance claim, and a driver was charged. As well there were two instanced that I am aware of when the fence was knocked over on to our property. I have enclosed some of the pictures of some vehicles that have run into the building as well as pictures of the number of scraps to the guard rail. 2.) The request to reduce the required queue has the potential of additional traffic backing up on to Harvey St. causing parking issues and reducing the ease of clients access to our building as well as other business on Harvey Street. 3.) There is concern of air quality in our location with cars idling in such a tight area between the two buildings. We currently enjoy opening our windows and having fresh air which would not be possible with cars idling so close. Now with COVID we require the windows open to provide proper air flow and ventilation. 4.) The noise from the cars idling, starting and stopping so close to our building is also an issue. The current fence is not enough to reduce the noise impact from the proposed drive-thru. Especially with the windows open to provide ventilation for COVID. 5.) Drive-thru locations all over Tillsonburg show evidence of litter being a problem. A quick google search of drive-thru and litter shows that it is a problem all over. I am concerned about additional litter on 25 Harvey St. We already have regularly in the yard, needles, cups, food garbage, and shopping carts. Additional trash from a drive thru would be a concern. 6.) From my understanding the BIA’s goal was to improve and encourage people to spend time in the core, which a drive thru doesn’t not do that. It would be great to have a restaurant in the subject location and someone maintaining that property again but not a drive-thru. I hope that the planning dept., Tillsonburg Council and the BIA consider the negative impacts on my business and the area and refuse the requested zoning change. Thank you, Judie Rice CFP, CIM Senior Financial Advisor Manulife Securities Inc. 25 Harvey St. Tillsonburg, ON, N4G 3J7 (519) 842-8000 Page 62 of 503 This is a transport delivery truck that required a tow truck to remove it from the side of the building. This is damage from a car that hit the building sometime after our business hours. Page 63 of 503 As you can see by the scrapes on the rail, it is being hit a lot when there is not a drive thru. This is another delivery van that lost control in the snow and hit the building. Page 64 of 503 Page 65 of 503 Page 66 of 503 Page 67 of 503 Page 68 of 503 Page 69 of 503 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Due to the ongoing COVID19 pandemic, physical attendance public will not be permitted into Council Chambers. Proceedings will be web-streamed on the Town of Tillsonburg Website. Proceedings held on the fourth Monday of the month will also be televised via Rogers TV. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individuals are agreeing to the release and inclusion of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 70 of 503 First Name * John Last Name * Armstrong Street Address * 336 Broadway Town/City * Tillsonburg Postal Code * N4G 3S3 Phone Number * 519-842-3358 E-mail * adelearmstrong@rogers.com Subject * Truck Traffic on Broadway/ Bypass Name of Group or Person(s) being represented (if applicable) John Armstrong, Nancy Mackenzie and Diane Peacock. ( Broadway Residents) All Delegations are limited to fifteen (15) minutes, including questions and answers. * I acknowledge Details of the nature of the business/purpose: * Mitigation of truck traffic on Broadway. Do you or any members of your party require accessibility accommodations? * Yes No Page 71 of 503 Will there be a Power Point presentation? * Yes No I acknowledge that all presentation material must be submitted to the Office of the Clerk by 4:30 p.m. the Wednesday before the Council meeting date. I accept Page 72 of 503 Upon receipt and approval of a Delegation, full details on the process will be sent to all presenters. If you have any questions please contact the Office of the Clerk at: clerks@tillsonburg.ca or 519-688-3009 ext. 4041 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and mainted for the purpose of creating records that are available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040. Page 73 of 503 Page 74 of 503 ~r~~~~~_fev~· cf~ J/1~ _d ~ r~cv ;$ ~ of w -ftl"'~' f?t{,,_ ~--<'-</.do Yik ¥ ~ ~ ~~~--<!*~~ ~d~; • -S:lt!A7~ fa~~~ . a/~ [ /'~ ~c1ZW {f)~ i!lcw?' ' Page 75 of 503 July 15, 2021 The Honourable David Piccini, Minister of the Environment, Conservation and Parks The Honourable Steve Clark, Minister of Municipal Affairs and Housing Ernie Hardeman, MPP Oxford County OPAL Alliance (Oxford People Against the Mega Landfill) Stop the Dump Citizen’s Group Walker Environmental Group Oxford County Area Municipalities VIA EMAIL Please be advised that at its meeting of July 14, 2021, Oxford County Council unanimously adopted the following resolution: Moved By: Marcus Ryan Seconded By: Ted Comiskey Whereas section 6.0.1 of the Environmental Assessment Act requires that “A proponent mentioned in subsection (3) shall, in accordance with subsection (5), obtain municipal support for the undertaking from each local municipality as defined in subsection (4), and; That “the proponent shall provide to the Ministry, … a copy of a municipal council resolution for each local municipality in respect of which municipal support is required under subsection (4), indicating the municipality supports the undertaking to establish a waste disposal site that is a landfilling site;”, and; Whereas Walker Environmental Group has proposed that the “Southwest Landfill” be located in Zorra Township; Therefore be it resolved that Oxford County will not provide such a resolution of support; And that this resolution be sent to the Township of Zorra, the Town of Ingersoll, the Township of South West Oxford, Oxford MPP Ernie Hardeman, the Minister of the Environment, Conservation and Parks, the Minister of Municipal Affairs and Housing, OPAL, Stop the Dump, and Walker Environmental Group. Respectfully yours, Warden Larry Martin Oxford County 21 Reeve Street, PO Box 1614 Woodstock, ON N4S 7Y3 519.539.9800 I 1.800.755.0394 oxfordcounty.ca Page 76 of 503 Page 77 of 503 Page 78 of 503 Page 79 of 503 Page 80 of 503 Motion to request the Council of the Town of Tillsonburg to assist with DTBIA financial stability/sustainability Moved by: M. Rosehart and Seconded by: J. Tilson “And resolved that the DTBIA Board of Management formally requests approval from the Council of the Town of Tillsonburg to re-allocate up to $62,000 (jointly – each party of the BIA and Town contributing $31,000); from the prior year FIP surplus (2020) to be used for targeted support programs for members of the BIA zone. Such programs to be approved on a case-by- case basis by the DTBIA Board of Management with a subsequent report presented to council with an update as to what programs were implemented and the amounts that were spent”. . Carried: YES Approved by: C. Tomico DTBIA July board meeting 07/20/21 Page 81 of 503 Page 1 of 2 Subject: Tillsonburg 150 Ad Hoc Committee Appointments Report Number: CAO 21-08 Department: Office of the CAO Submitted by: Lisa Jibson, Executive Assistant (Acting) Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Bill Geekie, Aleksandra Webber, Christine Wade, and Joan Weston be appointed to the Tillsonburg 150 Ad Hoc Committee; AND THAT ____________ be appointed as the Council representative on the Tillsonburg 150 Ad Hoc Committee. BACKGROUND At the June 14th meeting of Council, the Tillsonburg 150 Ad -Hoc committee was approved and established via resolution 2021 -272. At their meeting on July 7th, 2021 the CHSA committee appointed Rosemary Dean, Collette Takacs, and Carrie Lewis as the CHSA committee representatives to the 150 committee. DISCUSSION The terms of reference for the committee requires a membership which includes one Council representative, three members of the Culture, Heritage and Special Awards Committee, and four members of the public including one representative from the Historical Society. An advertisement seeking applications to fill the public appointees was included in the newspaper on June 24 and again on July 14th, and July 21. As well it was posted on the Town’s website and Facebook page. The deadline for applications was July 27th at noon. There were 4 submissions received. It is recommended that the following individuals be appointed to the Tillsonburg 150 Ad- Hoc Committee: Bill Geekie, Aleksandra Webber, Christine Wade, and Joan Weston. Page 82 of 503 CAO 21-08 Page 2 of 2 FINANCIAL IMPACT/FUNDING SOURCE $6000.00 budget earmarked for this event. There may be extra revenue from the Cultural, Heritage and Special Awards budget that could be re-allocated. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 83 of 503 Page 1 of 2 Subject: Staff Appreciation Day Report Number: CAO 21-09 Department: Office of the CAO Submitted by: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council approves an annual Staff Appreciation Day, held in early September after Labour Day that involves an early office closure. BACKGROUND After managing over 17 months of working from home, not meeting new colleagues in person, and being forced to isolate due to Provincial Stay at Home orders, it is evident that in order to maintain/improve morale, increase retention, and provide a positive, welcoming and desirable workplace, a Staff Appreciation Day is welcomed. The Town of Tillsonburg has staff located in eight (8) different locations and not everyone sees each other on a regular basis. Hosting a staff appreciation day at one of the town facilities will allow staff and members of Council to meet and experience some of the facilities the town has to offer. DISCUSSION Staff is looking for endorsement from Council to approve the implementation of an annual Staff Appreciation Day with a budget for food and activities and approval of closing the town offices and facilities for one afternoon for approximately 2.5 hours (2 - 4:30 p.m.) on a designated day in September. The town would advertise to the public to give enough notice that facilities will be closed due to the event so as to keep interruptions to a minimum. It is understood that some services need to be maintained by staff during this time. Page 84 of 503 CAO 21-09 Page 2 of 2 CONSULTATION The Senior Leadership Team and the Manager of Human Resources was consulted regarding this initiative and report. FINANCIAL IMPACT/FUNDING SOURCE There will be costs for the food and BBQ items (plates, napkins, utensils, etc.). HR has funds in their budget for employee recognition. The Town traditionally budgets for a staff BBQ and this amount has been approximately $500. Recreation staff have games that can be used. Staff have also offered to bring some lawn games from home. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonbur g’s economy 3. 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 4. 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 ATTACHMENTS None. Page 85 of 503 Page 1 of 5 Subject: Return to Work – Hybrid Model Pilot Project for Town staff Report Number: CAO 21-10 Department: Office of the CAO Submitted by: Kyle Pratt, Chief Administrative Officer Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council approves a 6 month pilot project of a hybrid return to work model for Town of Tillsonburg staff from September 2021 to March 2022, and direct staff to bring back a formal policy for Council consideration regarding a hybrid work model. BACKGROUND After managing over 17 months of working from home due to COVID-19 restrictions, it is evident that the duties and responsibilities of a number of staff can be successfully accomplished through the use of a hybrid model of working both on-site and remotely. Through the incorporation of an on-site staffing schedule at both the Customer Service Centre and the Corporate Offices, we have been able to maintain adequate offi ce coverage to ensure that there has been no decrease in the level of service offered to the public when our locations have been open. With the use of technology, such as Cisco Any Connect, WebEx, Zoom, Bell Total Connect, we have been able to effectively and efficiently virtually conduct interviews, complete onboarding of new staff, and hold Corporate wide, department, inter- department, and public meetings, and attend conferences and seminars. The Town of Tillsonburg has staff located within eight different locations, with the majority of staff at the Customer Service Centre, Corporate Offices, Public Works Building, and the Tillsonburg Community Centre. This has led to several departments being disconnected functionally and, as a result of this, a large portion of staff do not regularly interact with each other in person, aside from any pandemic restrictions. In March/April of 2021, the Town Hall Planning Committee conducted a staff survey regarding remote work arrangements. Highlights and summary information from the survey include:  70% of Administration staff responded; 30% of Operations Staff responded  Administrative roles were more likely to be able to work from home Page 86 of 503 CAO 21-10 Page 2 of 5  86% of Administration respondents jobs would allow them to work remotely  26% of Administrative respondents prefer to work remotely; 66% of Administration respondents prefer to work remotely part of the time and 8% of Administration respondents to not prefer to work remotely.  80% of Administrative staff are Very Satisfied or Satisfied with their remote work arrangements.  100% of Administrative staff respondents advised that they are equally (49%) or more productive (51%) working remotely.  53% of Administrative staff respondents advised that they could work remotely 5 days a week.  80% of Administrative staff respondents advised that they would prefer to work remotely 3-5 days a week (5 days – 22%; 4 days – 22%; 3 days – 36%)  84% of Administrative staff respondents advised that if a decision was made that employees working remotely must establish their own dedicated workspaces, at their costs, they would still be interested in working remotely.  Administrative staff respondents advised that the top three (3) advantages to working remotely are: o Less distractions (78%) o Better work-life balance (63%) o Reduced commuting time/costs (63%) o Increased productivity/performance (60%)  Administrative staff respondents advised that the top three (3) disadvantages to working remotely are: o Self-isolation (35%) o Difficulty communicating with co-workers (31%) o Inability to separate work life and home life (21%)  Administrative staff respondents advised that if enrolled in a remote work model, 65% were willing to share a workspace, with 8% having no preference. Implementing a hybrid model will assist the Corporation in improving employee morale, retaining and attracting top talent as there is an increasing trend in candidates seeking remote work options; the potential for decreased operating/capital expenses with regard to the Town Hall project; and decreased absenteeism among employees as a hybrid model would allow for flexibility in the workplace when it comes to family responsibilities . As a result, a hybrid model for positions that can be successfully fulfilled with a remote and office mixture is an attractive opportunity and will attract certain talent that want to limit commute time and balance child-care needs. Studies have shown that the newer generations entering the workforce, prefer a more flexible work environment. We are seeing a surge in residential growth in our Town, and being recognized in Maclean’s magazine recently with respect to being one of the top 25 places in Canada to live and work remotely provides further evidence that there is a growing trend and demand in the Page 87 of 503 CAO 21-10 Page 3 of 5 option for remote working. By being able to accommodate such hybrid arrangements, the Town of Tillsonburg will be better prepared for the future workforce. SPACE NEEDS Council is aware that we are currently undergoing a space needs study to evaluate the future footprint of the Town of Tillsonburg office/space requirement s. A hybrid work from home/in office model will reduce the physical footprint needed and result in cost savings for an updated Town Hall location/re-model. While acknowledging there are several positions that are unable to complete their duties while working from home, there are many positions that are able to complete their duties from, while being more productive. FABRIK consultants are currently reviewing our staff survey and options for a new Town Hall, while gathering further data and they will be preparing recommendations later this fall. Council is also aware that we have received funding under the Municipal Modernization Grant to do further studies on space needs. The Town Hall Planning Committee will need to digest the information and make recommendations to Council. OTHER MUNICIPAL MODELS There are other local municipal hybrid work model precedents to be considered. For example, The Township of Zorra piloted an 8 month project involving a compressed work week. Staff work a 4 day work week based on a team schedule to ensure coverage in all departments 5 days a week between the hours of 8 am to 5 p.m. The result was a 12.5 % increase in the hours open with no additional cost to tax-payers. In May 2021, the Town of Aylmer has followed suit and implemented a 4 day work week for their staff. The City of Brantford has developed a Centralized Office and Work from Home Model which has resulted in savings of $21.57 million in 10 year capital needs and $1.12 million in annual operating savings for administrative accommodations alone – divesting of another major facility and decreasing leased space . The Municipality of Central Elgin has a Working from Home Program Agreement, while the Town of Pelham has an Off- Site Work Arrangement Policy. In addition, the City of Guelph has an Alternative Work Arrangement policy. CONSULTATION In March/April of 2021, the Town Hall Planning Committee conducted a staff survey regarding remote work arrangements. Page 88 of 503 CAO 21-10 Page 4 of 5 The Senior Leadership Team (SLT) met on July 21, 2021 to discuss feasible options for a return to work. After discussion, the SLT team agreed on a 3:2 hybrid model, with 3 being the maximum number of days any staff could work from home and 2 being the minimum number of days to work on-site. While some departments feel they could still fulfill all work obligations with a 4:1 ratio, the majority of the SLT thought the 3:2 ratio would provide the advantages of remote work options, while addressing the concerns of social isolation and adequate scheduling/coverage. The Manager of Human Resources was consulted regarding this staff report and the development of a Remote Work Policy. DISCUSSION Staff is looking for direction from Council to approve the implementation of a pilot hybrid work from home model from September 2021 (after Labour Day weekend) to March 2022. Staff intend to gather data from both the Space Needs project and the Town Hall Planning Committee to pave the way for a future policy regarding Work from Home arrangements. FINANCIAL IMPACT/FUNDING SOURCE There are no immediate financial considerations with respect to staff working from home. Any purchases for home offices has already occurred and been entirely or substantially covered through the COVID financial relief from upper-tier governments. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. Culture and Community Page 89 of 503 CAO 21-10 Page 5 of 5 ☐ 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 ATTACHMENTS None. Page 90 of 503 Page 1 of 2 Subject: Committee Appointments Report Number: CS 21-22 Department: Corporate Services Department Submitted by: Amelia Jaggard, Deputy Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT a By-Law to amend By-Law 4247 Schedule A be brought forward for Council’s consideration. DISCUSSION The Cultural, Heritage and Special Awards Advisory Committee requested that the Town seek additional members, as the committee has been recently experiencing challenges with participant attendance at meetings. The terms of reference for the committee requires a minimum of seven members and a maximum of ten members; the committee is currently comprised of seven members. An advertisement seeking applications was included in the newspaper on June 17, as well as posted on the Town’s website and Facebook page. The deadline for applications was June 25. There were two submissions received. In addition, the Tillsonburg District Real Estate Board (TDREB) representative on the Economic Development Advisory Committee recently resigned. The TDREB submitted a request for a new representative on the Economic Development Advisory Committee . A by-law to appoint the additional members will be brought before Council for consideration. By-Law 4247 Schedule A has been updated to reflect recent member resignations from advisory committees by removing the following names. There are no identified vacancies to be filled at this time: Lindsay Morgan-Jacko, Economic Development Advisory Committee Page 91 of 503 CS 21-22 Page 2 of 2 Dianne MacKeigan, Museum Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE None. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 92 of 503 Page 1 of 5 Subject: Community Improvement Plan Application – 61 Townline Road Report Number: EDM 21-22 Department: Economic Development and Marketing Submitted by: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council receives Report EDM 21-22 Community Improvement Plan Application – 61 Townline Road; AND THAT the 61 Townline Road property be approved for the Tax Increment Grant Back Program and the Permit Fee Grant Back Program of the Community Improvement Plan, related to enhancements of the property, at the High Level, which offers the following growth related rebates: Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate with full property taxes being payable in 2032; and, a 50% rebate of the building permit fees. Page 93 of 503 EDM 21-22 Page 2 of 5 BACKGROUND The owner of the 61 Townline Road property, 1830412 Ontario Inc, has submitted an application to the Town for property tax and building permit fee rebates in accordance with the Community Improvement Plan. The purpose of this report is to seek Council’s approval, which will enable a 25,000 square foot expansion to their existing 52,000 square foot manufacturing facility. DISCUSSION The Town of Tillsonburg has received a Community Improvement Plan application from 1830412 Ontario Inc for the 61 Townline Road property. 1830412 Ontario Inc is the real estate holding company for CedarCrest Wood Products and they are proposing an approximately 50% expansion to their existing 52,000 square foot manufacturing facility. CedarCrest Wood Products (CCWP) has been a leader in the engineering and manufacturing of high quality durable, strong, and lightweight hollow core panels and solid core products. With a focus on ultra-lightweight and strong panel materials, they serve a diverse customer base including the healthcare and medical furnishing and equipment industry; the retail and trade show signage, decor, and design industry; as well as the marine and aircraft manufacturing industries. CCWP has been aggressively pursuing growth in the US market and the last two years they have realized double digit growth in that market. To accommodate this growth, CCWP has invested significantly in new equipment and technology over the last three fiscal years. In addition to this, they have invested $500,000 in long term repairs to the facility. CCWP has also leased third party warehousing space in order to deal with a shortage of space. However, with the growth they are experiencing, this is not an optimal long term solution. As such, they are actively exploring a 25,000 square foot expansion to their existing facility, which will reduce costs and increase efficiency with respect to material handling, staging and processing. The property owner has applied for support under the following Community Improvement Plan programs: Program Comment Tax Increment Equivalent Grant Back Program Grant to rebate increases of Town portion of property taxes resulting from improvements of lands and buildings. Requires an increase in the assessed value of the property. Page 94 of 503 EDM 21-22 Page 3 of 5 Permit Fee Grant Back Program Subject to meeting the minimum project value of $150,000 In reviewing this application, the Economic Development Commissioner believes that it falls in the “High Level” category of the program for the following reasons:  It meets the primary intent of the Town’s Community Improvement Plan, which is: “…to promote and encourage renewal, redevelopment and rehabilitation within the key areas of the Town requiring investment”  It represents a significant investment in the Town’s existing building inventory, which will help ensure that the property remains suitable for industrial development. If approved, the property owner will be eligible for a 50% rebate of the municipal portion of the increased assessment for the first six years with the rebate decreasing by 20% per year until full taxes are payable in year 11. The base value for the property will be the 2021 assessed value. CONSULTATION The Community Improvement Plan was developed through extensive consultation and input from the Development Committee and the community. The application has been submitted by an existing property owner in the community and circulated to the Building, Planning and Finance Departments with no comments or concerns raised. The application has also been circulated to the Economic Development Advisory Committee for information. FINANCIAL IMPACT/FUNDING SOURCE The approved 2021 Economic Development & Marketing Budget includes $20,000 in funding for the Community Improvement Plan. Based on an estimated construction value of $1.5 Million, the estimated building permit fee is approximately $17,600 of which 50%, or $8,800 would be rebated if approved. This would leave approximately $11,200 in the 2021 budget as no other applications have been processed year-to-date. The Revenue Manager has provided an estimate of the potential tax rebates under the various levels as follows:  General Level – Estimated $49,000 rebate of the Town’s portion of the tax bill over 5 years  High Level – Estimated $65,000 rebate of the Town’s portion of the tax bill over 10 years Page 95 of 503 EDM 21-22 Page 4 of 5  Strategic Level – Estimated $131,000 rebate of the Town’s portion of the tax bill over 10 years These estimated tax rebate amounts are based on an increase in taxable assessment that is 70% of the construction value. Should the Municipal Property Assessment Corporation (MPAC) assess these buildings at a different rate, the rebate amount could increase or decrease. The Development Commissioner is recommending that the tax rebate be provided at the High Level. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS Appendix A – Community Improvement Application – 61 Townline Road Page 96 of 503 EDM 21-22 Page 5 of 5 Appendix A – Existing Building with Proposed Expansion Proposed Addition Approx 25,000 sqft Page 97 of 503 Community Improvement Plan Application Form The Town of Tillsonburg is pleased to offer a comprehensive Community Improvement Plan (CIP). The CIP provides a means of planning and financing development activities that assist in the redevelopment of lands, buildings and infrastructure through various financial incentives. In order to ensure the application for the Community Improvement Plan is complete, please refer to the checklist below. Mandatory Requirements □ Completed application with relevant signatures □ Applicant’s and owner’s full name and contact information □ Cost estimates from two (2) contactors □ Project name and municipal address and legal description (Lot and Plan number) Additional Requirements (if required) □ Building plans □ Include elevations □ Site renderings □ Site plans □ Environmental Site Assessment □ Reports and Record of Site Condition □ Copy of business plan □ Copy of financial statements □ Engineering reports and related drawings □ Cultural built or natural heritage studies and reports □ Feasibility study □ Description of business □ Background on ownership and/or partners Page 98 of 503 Community Improvement Plan Application Form For Community Improvement Programs, please forward the completed application to the Development Commissioner at the Town of Tillsonburg’s Economic Development & Marketing Department. A separate application is required for the Façade Improvement Programs. The Façade Improvement application can be requested from the Development Technician at the Town of Tillsonburg Building, Planning and Bylaw Department. Economic Development and Marketing Town of Tillsonburg 200 Broadway, Suite 204 Tillsonburg, Ontario N4G 5A7 Telephone: 519-688-3009 x3250 Fax: 519-842-9431 Registered Owner: Name: ___________________________ Business Name: _________________________________ Address: _________________________________ Postal Code: ______________________ Home Phone: _____________________ Work Phone: ______________________ Email Address: _________________________________ Fax Number: ______________________ Applicant: (If different from registered owner) Name: ___________________________ Business Name: _________________________________ Address: _________________________________ Postal Code: ______________________ Home Phone: _____________________ Work Phone: ______________________ Email Address: _________________________________ Fax Number: ______________________ Property Description: Address: _____________________________________________________________ Building to be redeveloped: ______________________________________________ 1830412 Ontario Inc 1830412 Ontario Inc 61 Townline Rd N4G 2R5 519-688-0379 519-688-0922 61 Townline Rd, Tillsonburg, ON N4G 2R5 Industrial Page 99 of 503 Community Improvement Plan Application Form Current Use of the Property? Future Use of the Property? Description of the Proposed Redevelopment Cost of Proposed Repairs (please provide two (2) contractor’s estimates. If it is not possible to provide two estimates, please explain why.) Type of Investment Requested: Please Choose Program Eligibility Criteria □ Accessibility Renovation Grant The grant, of up to $3000 in 50/50 matching funds is intended to assist owners or tenants, particularly older buildings in the central area, with accessibility improvements to improve the accessibility of the central area and commercial buildings throughout the Town. Grant can be used for the following types of projects: • Power assist door operators • Renovation of building entrances • Upgrading of doors • Installation of ramps • Installation of elevating devices • Renovations to create accessible washrooms □ Façade Improvement Grant: Street Facing A grant for exterior renovations within the central area. Improvements may consist of repairs to facades, including signage, lighting, entrances and display windows. Interior renovations will not be eligible. Manufacturing Manufacturing Addition to the manufacturing portion of the facility, upwards of 25,000 sqft which is approx 50% of current facility. The expansion is required due to the occupants market growth and new product development. The additions will eliminate third party, off site storage which will improve staging times and efficiency to production. The tenant purchased a new Beam Saw in 2017, which increased capabilities and functions. In 2021 the tenant will acquire a new panel line. 1,555,200 Page 100 of 503 Community Improvement Plan Application Form • 50/50 Matching Funds • Maximum of $10,000 per façade • Commercial properties in the central area are eligible • Other commercial properties outside of the central area may be eligible at prominent locations. These projects will not be eligible for the matching BIA funds. • Project shall conform with the design principles contained within the Town’s central area design study. A separate application from the Building department is needed. □ Façade Improvement Grant: Alleyway Grant for alleyway building façade improvements for properties in the central area. • 50/50 Matching Funds • Maximum of $10,000 per project. • Commercial properties in the central area are eligible • Projects that meet energy conservation and efficiency goals shall be given a higher score. A separate application from the Building department is needed. □ Tax Increment Equivalent Grant Back Program Grant to rebate increases of Town portion of property taxes resulting from improvements of lands and buildings, for properties in the central area. Projects must meet the following criteria: • An increase in the assessed value of the property • Supporting Town objectives of increased density, retail, business services and industrial diversity. • Conform to the principles of the Town’s Central Area Design Study (where applicable) • Additional criteria of having front of building comprised of 75% glass, brick or stone. Preference will be given to projects that use the heritage yellow brick evidenced throughout the downtown. • Projects that meet energy conservation and efficiency goals shall be given a higher score. • Projects that meet water conservation and re- use goals shall also be given a higher score. □ Architectural Design Grant Grant to offset cost of retaining professionals to provide acceptable design(s), in accordance with the Central Area Design Study for eligible properties in the central area. 4 Page 101 of 503 Community Improvement Plan Application Form • 50/50 matching funds • Maximum of $2500 per project • Commercial properties in the central area are eligible □ Brownfield Redevelopment Incentive Grant to cover up to 50% of the cost of a Phase II Environmental Site Assessment, designated substances and hazardous materials survey, remedial work plan or site assessment. • 50/50 matching funds • Maximum of $5000 per project • Applicant must provide a copy of the ESA □ Legal and Registration Grant Grant to reimburse legal costs and costs associated with the registration of agreements associated with the above programs. • This may take the form of Town staff registering applicable agreements on title, or a grant to a maximum of $200 to reimburse legal costs of having a solicitor register the applicable agreements on title. □ Permit Fee Grant Back Program Grant to rebate the cost of fees for Building Permits for commercial and industrial properties in the CIP area. Commercial Properties outside of the central area are not eligible for building permit grants. Industrial – Small • Minimum project value of $150,000 and maximum project value of $500,000 • Grant of 100% of the applicable building permit fees offered as a rebate once completed. Industrial – Large • Grant of 50% of the applicable building permit fees offered as a rebate once completed. Commercial (Central Area) • Minimum project value of $150,000 • Grant of the building permit fee will be offered as follows: o 25% rebate – General renovations o 50% rebate – Projects that will improve the overall attractiveness of the streetscape. o 75% rebate – Projects that meet above criteria and provide exemplary attention to detail and a high level of design. 4 Page 102 of 503 Community Improvement Plan Application Form How will the proposed redevelopment fit in with or improve the existing streetscape? What is the proposed timeline (start date and completion date)? Please attach any original drawings or photos of the property along with any drawing showing the proposed redevelopment. 61 Townline Rd is located in the Industrial Park. The NEW addition will run parallel with the front road way and entrance, off Townline Rd. The addition will increase the Tenants (related party to the owner) hi tech manufacturing ability, and growth. Begin 2021, end 2022 Page 103 of 503 Community Improvement Plan Application Form The Town of Tillsonburg is subject to Ontario Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and other privacy legislation. Applicants should be aware that personal and other information contained in this application are subject to Municipal Freedom of Information and Protection of Privacy Act and may be deemed releasable under this legislation, and that the anonymity or confidentiality of the applicant and any information contained within the application cannot be guaranteed. The Government of Ontario maintains a website with free access to Municipal Freedom of Information and Protection of Privacy Act and other legislation on their e-laws website. The applicant also consents to the use of his or her name, business name and business address in connection with any program funding announcements. Date: ____________ Signature of Registered Owner: ________________________________ Date: ____________ Signature of Applicant: _______________________________________ For Office Use Only: Current Assessment: __________________________________________ Building Permit Calculation: _____________________________________ Development Charges Calculation: _______________________________ 05/11/2021 Ian McPhail Digitally signed by Ian McPhail Date: 2021.05.11 08:19:30 -04'00' 05/11/2021 Terry Hopper Digitally signed by Terry Hopper Date: 2021.05.11 06:19:40 -04'00' Page 104 of 503 Page 1 of 3 Subject: Community Improvement Plan Application – 141 Broadway Report Number: EDM 21-23 Department: Economic Development and Marketing Submitted by: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council receives Report EDM 21-23 Community Improvement Plan Application – 141 Broadway; AND THAT the 141 Broadway property be approved for the Accessibility Renovation Grant in matching funds to a maximum contribution of $3,000. BACKGROUND The Town of Tillsonburg has received a Community Improvement Plan application for the 141 Broadway property, which is owned by RTRK Enterprises and currently leased to Grand Medical Supply Co, who relocated to that location in 2020. The purpose of this report is to seek Council approval to provide an Accessibility Renovation to support the renovation of the main entrance to make it accessible through the installation of an automated door opener and related hardware. DISCUSSION The intent of the Accessibility Renovation Grant is to provide funds to assist owners and tenants of existing commercial buildings, particularly older buildings in the Central Area, with accessibility improvements to improve the overall accessibility of the Central Area and commercial buildings throughout the Town. Grant can be used for the following types of projects: Page 105 of 503 EDM 21-23 Page 2 of 3  Power assist door operators  Renovation of building entrances  Upgrading of doors  Installation of ramps  Installation of elevating devices  Renovations to create accessible washrooms In reviewing this application, the Economic Development Commissioner believes that it meets the criteria of the program and is recommending that it be approved. CONSULTATION The Community Improvement Plan was developed through extensive consultation and input from the Development Committee and the community. The application has been submitted by an existing property owner in the community and circulated to the Building, Planning and Finance Departments with no comments or concerns raised. The application has also been circulated to the Economic Development Advisory Committee for information. FINANCIAL IMPACT/FUNDING SOURCE The approved 2021 Economic Development & Marketing Budget includes $20,000 in funding for the Community Improvement Plan. If Report EDM 21-22, which is being considered by Council at their August 9, 2021 meeting, is approved, there will be approximately $11,200 in remaining budget. The estimated cost for the installation is $1,500 and, if the application is approved, the property owner will be eligible for a 50% rebate of the total cost or $750. This would result in a remaining budget amount of $10,450. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonbur g’s economy Page 106 of 503 EDM 21-23 Page 3 of 3 3. 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 4. 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 ATTACHMENTS Appendix A – Community Improvement Application – 141 Broadway Page 107 of 503 Page 108 of 503 Page 109 of 503 Page 110 of 503 Page 111 of 503 Page 112 of 503 Page 113 of 503 Page 114 of 503 Page 1 of 4 Subject: Circulation of Planning Items to the Economic Development Advisory Committee Report Number: EDM 21-24 Department: Economic Development & Marketing Submitted by: Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council receives report EDM 21-24 Circulation of Planning Items to the Economic Development Advisory Committee as information. BACKGROUND Tillsonburg Town Council passed the following resolution at their February 8, 2021 meeting: THAT Council receives report CAO 21-02 Economic Development Advisory Committee Recommendation, as information; AND THAT Council endorses the recommendation from the Economic Development Advisory Committee to allow the committee to be included on the circulation of the following development applications to act as a review and commenting body: Downtown, Industrial, Commercial, Façade Grants, Subdivision Agreements, Road Construction (notices) and Community Improvement Plans. Staff reviewed the resolution by Council and identified a number of challenges in terms of implementing this resolution:  Circulation request is by geographical area (downtown) or type of application (industrial, commercial) instead of by type of Planning application.  Subdivision Agreements are generally a private agreeme nt between a developer and the Town and may not be appropriate to circulate publically. Page 115 of 503 EDM 21-24 Page 2 of 4  Is it appropriate for the committee to comment on some of these items, i.e. Façade Grants and Road Construction notices?  Will the Committee be able to respond with collated comments in a timely manner?  Who will be triaging applications for circulation or collecting and collating comments for response back to the Planner?  Would these be official comments or just items for information?  Are the Committee’s Terms of Reference broad enough to allow for this type of review/commenting role? DISCUSSION The issues identified above have been discussed internally and a solution in terms of distributing various applications and information notices to the Economic Development Advisory Committee (EDAC) has been developed as follows: Circulation Items Comment Plan of Subdivision/Plan of Condominium Applications Currently circulated by Oxford Planner. Planner will now include EDAC on circulation list as information item. Official Plan Amendments Currently circulated by Oxford Planner. Planner will now include EDAC on circulation list as information item. Zoning Bylaw Amendments Currently circulated by Oxford Planner. Planner will now include EDAC on circulation list as information item. Site Plan Applications (Industrial, Commercial and Downtown) Currently circulated through Laserfiche internally only. Development Commissioner to triage and circulate key applications when received. Façade Grant Applications Already being circulated to committee as part of BIA monthly report Community Improvement Plan Applications Development Commissioner to circulate when received. Road Construction Notices Circulations are currently being handled through Municipal511/Transnomis (www.transnomis.com/municipal511) Severances Currently circulated by Oxford Planner to external agencies including Chamber. Development Commissioner to triage and circulate key applications when received. Minor Variances Currently circulated through Laserfiche workflow (Kendall) including to Chamber. Development Commissioner to triage and circulate key applications when received. Page 116 of 503 EDM 21-24 Page 3 of 4 The applications will be circulated for information purposes to the committee. If any member of the committee would like to provide a comment or concern for cons ideration, the item will be brought forward at an upcoming meeting for discussion and/or resolution. Any comments of the committee not made by resolution may be provided directly to the planner, but will not be considered an official position of the commi ttee. It is not the intent of the committee to delay the review/approval process so should the timing of the committee’s monthly meeting not coincide with the response deadline, the committee will need to schedule another meeting specifically to pass a resolution for Council’s consideration. CONSULTATION This report has been developed in consultation with the Director of Corporate Services, Director of Operations and Development and the Senior Planner. In addition to this, the proposed circulation plan as detailed above was reviewed by the Economic Development Advisory Committee at their July 13, 2021 meeting with no concerns being raised. FINANCIAL IMPACT/FUNDING SOURCE There is no financial impact anticipated related to this report. There will be an increased staff resource allocation to circulate the various planning items to the committee. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 Page 117 of 503 EDM 21-24 Page 4 of 4 4. 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 ATTACHMENTS None. Page 118 of 503 Page 1 of 4 Subject: Clean Yard By-Law Amendments Report Number: OPD 21-26 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, CBO Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-26 Clean Yard By-Law Amendments be received as information; AND THAT a By-Law to amend By-Law 3810 being a by-law to establish and maintain clean and clear lands in the Town of Tillsonburg be brought forward for Council’s consideration. BACKGROUND The Town’s current Clean Yard By-Law 3810 regulates yard maintenance standards within Town limits and was last reviewed and adopted by Council in April 2014. Since this time the By-Law has performed well, however there is a need for minor amendments to ensure the By-Law is current, based on identified needs and emerging issues. The changes proposed are a result of staff/resident feedback that require additional detail for clarity and enforcement. The three specific items addressed are definitions, shopping carts and overgrown/unmaintained gardens. DISCUSSION The following table provides a general overview and identifies the proposed Clean Yard By-Law improvements and changes based on public consultation/feedback. Page 119 of 503 OPD 21-26 Page 2 of 4 Item Proposed Changes (Post Public Consultation) Definitions and Interpretation (Section 1)  New definitions added to provide clarity to by- law which include: Building, Derelict, Ground Cover, Lot, Lot Line, Naturalized Area, Natural Gardens, Rear Yard, and Unmaintained.  Shopping carts added to Waste Material definition. General Standards (Section 3)  Fill left in unleveled state relocated from Section 4 to Section 3. Naturalized Area (Section 4)  Added clarification on portions of a lot that were originally developed, graded, and landscaped not to be permitted as a naturalized area in order to circumvent Sec. 3.1(i). Definitions were added for clarity and shopping carts were added to the waste material definition in order to assist with the enforcement of abandonment. Fill left in unleveled state has been relocated from Section 4 to Section 3. “Naturalized Area” and “unmaintained” were introduced and defined to prevent circumventing the intent of the by-law to keep yards maintained and tidy. Naturalized area was added to identify locations of native natural areas such as ravines, etc. that are not subject to the yard maintenance of the Clean Yard By-Law and identify that naturalized areas are not in a developed portion of common yards. While “unmaintained” will allow officers to deal with unmaintained gardens, overgrowth, etc. in developed yards. CONSULTATION During the by-law review process, staff consulted and communicated with the Municipal Law Enforcement Officers Association, Ontario Property Standards Association of Ontario along with other municipalities that face similar issues relating to the enforcement of clean yard by-laws. Copies of the by-law along with supporting material were made available for public consultation from May 12, 2021 through May 26, 2021 as per the Town’s public engagement policy which are attached to this report. During this time, the draft by-law was posted on the Town website and advertised in the local paper. Page 120 of 503 OPD 21-26 Page 3 of 4 Five inquiries/comments, including one from the Tillsonburg Horticultural Society, were received as a result of the public consultation. The common concern amongst all was that the initial wording restricted gardens rather than dealing with unmaintained gardens. In addition the following suggestions/feedback were presented:  “No Mow May” – suggesting that cutting of grass, etc. be exempt until June 1st.  Support of plantings related to naturalized areas to reduce carbon emissions, water consumption (drought tolerant), and provide habitats for native pollinators and other insects.  Support for clarity on unmaintained gardens and overgrowth. In review of the public consultation communication, staff made amendments to ensure that gardens and the public’s expression in gardening are not affected, but rather focus on unmaintained gardens/yards which is the intent of the proposed chan ge and is being presented in the proposed By-Law amendment. Upon approval of the proposed By-Law, staff will update communication and promotional materials to inform and educate the public. FINANCIAL IMPACT/FUNDING SOURCE The cost to communicate and amend promotional materials for the public will be funded from the approved 2021 Protection budget. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. Culture and Community Page 121 of 503 OPD 21-26 Page 4 of 4 ☐ 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 ATTACHMENTS Appendix A – Clean Yard By-Law Redline Amendments Page 122 of 503 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3810 A BY-LAW to establish and maintain clean and clear lands and to repeal by-law 2996. WHEREAS Section 8 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a municipality has the capacity, rights, powers and privileges of a natural person, for the purpose of exercising its authority under this or any other Act; WHEREAS Section 11 (3) of the Municipal Act, 2001, S.O. 2001, c.25 states that a lower-tier municipality may pass by-laws, respecting matters within certain spheres of jurisdiction; AND WHEREAS Council may pass by-laws under the following provisions of the Municipal Act as amended; AND WHEREAS Section 127 of the Municipal Act 2001, S.O. 2001, c.25, as amended, permits a municipality may pass by-laws requiring a owner or occupant of land to clean and clear the land, not including buildings, or to clear refuse or debris from the land, not including buildings and for regulating when and how such matters shall be done, for prohibiting the disposal of refuse or debris on land without the consent of the owner or occupant of land and for defining “refuse”; AND WHEREAS Section 391 (1) of the Municipal Act, 2001, S.O. 2001 c. 25 states that section 11 authorizes a municipality to impose fees or charges on persons, for services or activities provided or done by the municipality. AND WHEREAS section 446 of the Municipal Act 2001, S.O. 2001, c. 25 as amended provides that if a municipality has the authority under this or any other Act or under a by-law under this or any other Act to direct or require a person to do a matter or thing, the Municipality may also provide that, in default of it being done by the person directed or required to do it, the matter or thing shall be done at the person’s expense and the Municipality may recover costs of doing a matter or thing from the person directed or required to do it by action or by adding the costs to the tax roll and collecting them in the same manner as property taxes. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: SECTION 1 SCOPE OF BY-LAW 1.1 SHORT TITLE This By-law and any amendments thereto shall be known as the “Tillsonburg Clean Yard By-law.” 1.2 INTENT AND SCOPE The purpose of this By-law is to : establish and maintain lands in a clean and clear condition, within the corporate limits of the Town of Tillsonburg. Page 123 of 503 2 1.3 CONTENT OF BY-LAW All references in the By-law to sections, regulations, exceptions, Tables, figures, schedules and maps, ref er to those in this By-law unless otherwise indicated. 1.4 RELATION TO OTHER GOVERNMENT REQUIREMENTS (COMPLIANCE WITH OTHER REGULATIONS) This By-law shall not be construed so as to reduce or mitigate restrictions or regulation t hat is lawfully imposed by the Town, or by any governmental authority having jurisdiction to make such restrictions or regulations. Compliance with this B y- law does not relieve a property owner from complying with: a) the requirements of the Ontario Building Code; b) the requirements of any federal, provincial, regional, or conservation authority legis lation or regulations; or any By-law of the Municipality. SECTION 2 DEFINITIONS AND INTERPRETATION 2.1 DEFINITIONS The terms set out below shall have the following meanings in this By-law: “BY-L AW E NFORCEMENT OFFICER” means a person appointed by the Council of The Corporation of the Town of Tillsonburg or their designate for the purpose of enforcing Munic ipal by-laws and, for the purpose of this By-law “BUILDING” means any structure consisting of one or more of a wall, roof or floor, and used or intended to be used for the shelter, accommodation or enclosure of Persons, animals, or goods, but shall not include a lawful boundary wall or Fence. “CONSTRUCTION WASTE” includes every and all material used for residential, commercial and industrial construction. The term construction waste does not include material with a designated use. Designated use is defined as material to be utilized in the project within 30 days of such items arrival at the construction site. Construction waste shall not include any material for which the by-law officer has specifically exempted, with reference to this by-law, in any sub-division agreement. Construction waste shall not include any material for which the Town has specifically exempted in writing “DERELICT” any ehicle, machinery, trailer, boat, or vessel; a) which has broken or missing parts of such sufficiency so as to render it incapable of being licensed to operate where such licensing as necessary in its current condition but shall not include a motor vehicle actively being repaired or restored by the owner or; b) which is in a wrecked dismantled, discarded, inoperative or abandoned condition “DERELICT VEHICLE” means any Motor Vehicle, tractor, trailer, truck camper, boat, demolition endurance vehicle, motorized snow vehicle, or any vehicle drawn, propelled or Page 124 of 503 3 driven by any kind of power or any part thereof that is: as defined in the Highway Traffic Act that is: a) inoperative by reason of removed wheels battery motor transmission or other equipment necessary for its operation. b) not in roadworthy condition c) in a state of disrepair or unslightly by reason of missing door, glass or body a) inoperative by reason of removed wheels, battery, motor, transmission, or other equipment necessary for its operation; b) not in roadworthy condition c) missing plates with valid registration for the current year; d) in a state of disrepair or unsightly by reason of missing door, glass or other body parts. “DWELLING UNIT” means a suite of two or more rooms, designed or intended to be used for human habitation and to accommodate a single household, in which sanitary conveniences and cooking facilities are provided and which has a private entrance either from the outside of the building or through a common hallway “GARBAGE” has the same meaning as waste material “GROUND COVER” means organic or non-organic material applied to prevent soil erosion such as concrete, flagstone, gravel, asphalt, grass or other landscaping. “HIGHWAY” shall have the same meaning as the Highway Traffic Act, RSO 1990, c.H.8, as amended, and shall include a common and public highway, street, parkway, driveway, square, place, bridge, viaduct, or trestle, any part of which is intended for, or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof “INDUSTRIAL WASTE ” means any article, thing, matter or any effluent belonging to or associated with industry or commerce or concerning or relating to manufacture or concerning or relating to any trade, business, calling or occupation that appears to be waste material “LOT” means: (a) A parcel of land with a boundary defined by an original survey or by a registered plan of subdivision, unless such registered plan of subdivision is designed by a by-law passed pursuant to subsection 50(4) of the Planning Act, R.S.O. 1990, c.P.13; or (b) A parcel or tract of land with a different registered owner (or registered owners) of from adjacent lands. “LOT LINE” means any boundary of a Lot or the vertical projection thereof. “MOTOR VEHICLE” includes an automobile, a motorcycle, a motor-assisted bicycle unless otherwise indicated in the Highway Traffic Act, RSO 1990, and any other vehicle propelled or driven otherwise than by muscular power, but does not include a street car or other motor vehicle running only upon rails, a power-assisted bicycle, a motorized snow vehicle, a traction Page 125 of 503 4 engine, a farm tractor, a self-propelled implement of husbandry or a road-building machine “NATURAL GARDEN” means a defined area of vegetation that has been deliberately planted or cultivated with species of wildflowers, shrubs, perennials, ornamental grasses or combination of them consistent with a maintained and natural landscape other than regularly mown grass but does not include a naturalized area. “NATURALIZED AREA” means a landscape area that has been deliberately implemented to produce ground cover which consists of one or more species of wildflowers, annuals, perennials, shrubs and grasses or a combination thereof native natural areas that are not typically located in a developed portion of common yards; including but not limited to ravines, zoned open space, environmental protection or future development under the Zoning By-law. “ORDER” mean the written order as set out in Section 8 of this by-law “OWNER” means a registered owner of land, or any person in control of land, including a lessee or an occupant thereof “PERSON” means an individual, firm, proprietorship, partnership, association, syndicate, trust, corporation, department, bureau, and agency; and includes an owner “PRIVATE DRAIN” means a drain or sewer or part thereof situated on private property “REAR YARD” means the area extending across the full width of the Lot between the rear Lot Line and the nearest part of any excavation, or main Building on the Lot. “REFUSE” has the same meaning as waste material “SEWAGE” includes any liquid waste containing human, vegetable, animal or mineral matter, waste that is in suspension whether domestic or industrial or any other waste whether in suspension or precipitated, but does not include roof water or storm run-off “STANDING WATER” means any water, other than a natural body of water that exist on a permanent basis or contained within a municipally owned storm water management facility, that is found either on the ground or in waste as defined in this by-law, but shall not include any of the following maintained in good repair and working condition; swimming pool, hot tub, wading pool, drainage swale or artificial pond “TOWN” means the Corporation of the Town of Tillsonburg “UNMAINTAINED” means failing to perform activities such as but not limited to: mowing, trimming, controlling pests and weeds, and removing debris from the yard. “WASTE MATERIAL ” means material or substance that is unusable or unwanted effluent that, in the opinion of the By-Law Enforcement Officer but is not limited to: a) Broken or discarded material b) Disconnected appliances and /or parts of such appliances c) Indoor furniture d) Domestic Waste e) Industrial waste Page 126 of 503 5 f) Inoperable/Derelict Vehicles/Parts g) Material resulting from construction h) Appears to be abandoned, worthless, worn out and of no practical value h)i) Shopping Carts “YARD” means the land within the boundary lines of a property not occupied by a principal building, if any, includes grounds or vacant property “PUBLIC PROPERTY” means property owned by or under the control of the Town of Tillsonburg or any of its agencies, boards or commissions, including public highways, and shall be deemed to include Public Utility Poles SECTION 3 GENERAL STANDARDS 3.1 Every owner shall ensure that his land is kept free and clear of any: i. Unmaintained wW eeds, grass or ground cover that is more than 20 centimeters or (8 inches) in height ii. Garbage, domestic, industrial, construction waste or waste material of any kind iii. Derelict/inoperable vehicles or parts 3.2 Every owner of land shall ensure that: i. No person shall throw, place or deposit refuse or debris on private property without the written authority of the owner or occupant of the property ii. Every owner shall provide for the sanitary disposal of sewage and drainage from his or her land or buildings iii. Every owner shall keep his or her private drain in good repair iv. No person shall use any land or structure within the limits of the Town for dumping or disposal of garbage, refuse, domestic, industrial, construction waste or waste material of any kind, unless it is a approved dumping site by the Town v. No fill shall be allowed to remain in an unleveled state on any property longer than 10 days (10) days unless the property is: a. A property on which a building permit or is in effect b. A property being subdivided under subdivision agreement with the Town c. Property upon which material is being stored with the approval of the Town of Tillsonburg in connection with a public works contract iv. d. Zoned for such use as per the Town of Tillsonburg’s Zoning By-law Page 127 of 503 6 SECTION 4 NATURALIZED AREA/NATURAL GARDENS 4.1 All Nnaturalized Aareas must be in accordance with the following requirements: i. Any naturalized area on their land does not encroach above or onto any adjacent property i. Section 3.1 (i) of this By-law does not apply to a Naturalized Area ii. Where any naturalized area on their land is located within a sight line triangle, as defined by the Zoning By-law, such naturalized area complies with the maximum height regulations in the Zoning By-law respecting site triangles Any portion of a lot that was originally developed, graded, and landscaped shall not be permitted as a naturalized area in order to circumvent Section 3.1 (i). 4.2 All Natural Gardens must be in accordance with the following requirements: i. Shall not be left in an unmaintained state ii. Does not encroach above or onto any adjacent property i. Where any Natural Garden is located within a sight line triangle, as defined by the Zoning By-law, such Natural Garden complies with the maximum height regulations in the Zoning By-law respecting site triangles. ii. i. No fill shall be allowed to remain in an unleveled state on any property longer than 10 days (10) days unless the property is: a. A property on which a building permit or is in effect b. A property being subdivided under subdivision agreement with the Town c. Property upon which material is being stored with the approval of the Town of Tillsonburg in connection with a public works contract d. Zoned for such use as per the Town of Tillsonburg’s Zoning By-law SECTION 5 COMPOSTING 5.1 All composting shall be carried out by the owner/tenant of the land in accordance with the following requirements: i. Composting shall take place only in a container, pile or digester ii. Composting shall take place in the rear yard of a property iii. Composting shall be set back at least 0.6 meters (2 feet) from any property line iv. The composting shall not take place within a swale v. The composter or compost pile shall be no larger than 4.5 cubic meters, in a Page 128 of 503 7 residential zone or abutting a residential zone. vi. A compost container or pile must be covered at all times, in a residential zone or abutting a residential zone, except when being emptied, or filled. vii. Organic materials placed in composter shall be kept covered with yard waste, soil, or humus. viii. The compost shall emit no offensive odor and it shall not be allowed to attract or harbour any vermin ix. The composting shall take place on the property of the person owning, having charge of or harboring the composter or compost pile SECTION 6 STANDING WATER 6.1 No person shall keep a swimming pool, hot tub, wading pool, or artificial pond unless it is maintained in good repair and working condition. No person shall permit on the ground or in waste located on their property, standing water to accumulate or pond. The owner of the property shall take all necessary steps to remove or dispose of the standing water. This may include but not limited to: draining or filling of excavations and depressions, installing screening or netting to prevent the breeding of mosquitoes, or the treatment of the property or any part thereof with a larvicide chemicals. SECTION 7 ADMINISTRAT ION 7.1 This by-law shall be enforced by the By-law Enforcement Officers. For the purpose of ensuring compliance with this By-law, a By-law Enforcement Officer may at all reasonable times enter upon and inspect any land to determine whether the following is being complied with: i. The provisions of this by-law ii. An order made under this by-law An officer may, for the purpose of inspection: i. Require the production for inspection of documents or things relevant to the inspection ii. Inspect and remove documents or things relevant to the inspection for the purpose of making copies or extracts iii. Require information from any person concerning a matter related to the inspection iv. Alone or in conjunction with a person possessing special or expert knowledge, make examinations or take tests, samples or photographs necessary for the Page 129 of 503 8 purpose of the inspection Any cost incurred from this will be at the owner’s expense. No person shall hinder or obstruct, or attempt to hinder or obstruct, any Officer or other person exercising a power or performing a duty under this by-law. SECTION 8 ENFORCEMENT 8.1 An officer may by written order, sent by regular mail to the last known address (last revised assessment roll), posted on site or personally delivered to owner or owners of property, within the time specified in the order to: i. Discontinue the contravening activity, and/or ii. Do work to correct the contravention 8.2 The order will state: i. the section that is in contravention of the by-law ii. the location/address of the contravention iii. reasonable particulars of the contravention iv. the work to be completed v. the date by which the work must be completed (minimum 10 days will be provided) Where an owner contravenes an Order the officer may without any further notice cause the work to correct the contravention to be done at each owner’s expense. Without limitation, the officer may retain such persons to assist in completing the work as the By-law Enforcement Officer determines appropriate. All costs incurred by the Town in relation to such work may be recovered by the Town by being added to the tax roll and collected in the same manner as property taxes. An administrative fee will also be added as per the annual Rates and Fee By-law. SECTION 9 PENALTY Each person who contravenes any provision of this by-law is guilty of an offence. A person convicted of an offence contrary to a provision of this by-law in a proceeding commenced under Part III of the Provincial Offences Act, R.S.O. 1990, c. P.33, is liable to a fine of no less than five hundred dollars($500.00), and no more than Ten Thousand Dollars ($10,000) for each day or part of a day on which the offence occurs or continues provided that the total of all daily fines for the continuing offence shall not exceed One Hundred Thousand Dollars($100,000). A person convicted of an offence contrary to a provision of this by-law in a proceeding commenced under Part 1 of the Provincial Offences Act, R.S.O. 1990, c. P.33, is guilty of an Page 130 of 503 9 offence and on conviction is liable to a fine as provided in the Provincial Offences Act, R.S.O. 1990, c. P. 33, as amended. SECTION 10 SEVERABILITY Where a court of competent jurisdiction declares any section or part of a section of this by-law invalid, the remainder of this by-law shall continue in force unless the Court makes an order to the contrary. SECTION 11 REPEAL THAT By-Law No. 2996 is hereby repealed in its entirety. SECTION 12 EFFECTIVE DATE THAT this By-Law shall take effect on the date of its final passage by the Town’s Council. READ A FIST AND SECOND TIME THIS DAY OF , 2021. READ A THIRD AND FINAL TIME AND PASSED THIS DAY OF , 2021 ______________________________ Mayor – Stephen Molnar ______________________________ Town Clerk – Michelle Smibert Page 131 of 503 Page 1 of 4 Subject: Sign Variance – 42 Oxford Street Report Number: OPD 21-28 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, CBO Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-28, Sign Variance – 42 Oxford Street, be received as information; AND THAT a variance to Sign By-Law 3798 be approved for the construction of a 0.84 m2 (9 ft2) – 0.92 m (36”) x 0.92 m (36”) overhanging sign mounted on the south building face located at 42 Oxford Street (Plan 500, LOT 1161) with the following conditions: (i) a sign permit is obtained; (ii) an encroachment permit and encroachment agreement are obtained for the installation of the sign overhanging the road allowance; (iii) the property owner shall carry adequate liability insurance for the overhanging sign naming the Municipality as an additional insured and (iv) the bottom of the overhanging portion of the sign shall be erected at least 2.5 metres above the established grade or surface of the public sidewalk. BACKGROUND Building Services received a request from the property owner of 42 Oxford Street to construct an overhanging sign as part of the façade improvement project that was approved by the Façade Improvement Committee. A review of the request revealed that the proposed sign and location would not comply with Sign By -Law 3798 and therefore could not be processed/issued. This information was provided to the applicant and subsequently the applicant submitted a sign variance application for the Town’s consideration. The applicant is seeking the variance as this signage will assist in Page 132 of 503 OPD 21-28 Page 2 of 4 advertising the commercial unit and is complementary with the overall design of the façade rehabilitation. DISCUSSION The proposed overhanging sign is 0.84 m2 (9 ft2) – 0.92 m (36”) x 0.92 m (36”) and to be mounted on the south building face as depicted in the diagrams below. The location of the building is set on or close to the property line which will cause the installation of the sign to overhang/encroach into the municipal road allowance. SITE PLAN ELEVATIONS Page 133 of 503 OPD 21-28 Page 3 of 4 Sign By-Law 3798 notes the following related to this request: 5.1 SPECIFIC SIGN PROHIBITIONS c) Overhanging sign/Projecting sign; 5.2 PROHIBITED LOCATIONS h) No person shall erect a sign within any road allowance other than a promotional subdivision development directional sign and an open house directional sign, 6.3 ROAD ALLOWANCES – PROJECTION b) No person shall erect, display or alter a sign which extends more than 0.6 meters (1.97 ft.) from the building facade into a road allowance or property owned by the Town of Tillsonburg. In this case: - the proposed sign is an overhanging sign/projecting sign. - the proposed sign will encroach into the road allowance. - the proposed sign will project approximately 0.92 m (36”). The municipality recognizes in “Section 9 – Variances” of the by-law that there may be exceptions and therefore the Director or Council can consider variance requests. This application was deemed major in that the Director cannot approve the request which therefore requires Council consideration. The Ontario Building Code references the following related to overhanging signs: 3.15.5.2. Clearance for exterior Signs (1) An exterior sign shall not be located so as to overhang a sidewalk or other pedestrian walkway unless the vertical distance, measured from the bottom of the overhanging portion of the sign to the surface of the sidewalk, is at least 2 400 mm (8 ft). CONSULTATION The application was circulated to Engineering Services, Tillsonburg BIA and the Façade Improvement Committee. The following comments were received: i) Town Engineering Services Department noted that the owner will need to obtain an encroachment permit and encroachment agreement prior to the installation of the sign along with adequate liability insurance for the overhanging sign naming the Municipality as an additional insured. The signage will need to be mounted a minimum of 2.5m above the established grade or surface of the public sidewalk. ii) Tillsonburg BIA is in support of the proposed application. Page 134 of 503 OPD 21-28 Page 4 of 4 iii) Façade Improvement Committee is satisfied with the overall proposed design. FINANCIAL IMPACT/FUNDING SOURCE N/A COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 135 of 503 Page 1 of 3 Subject: Traffic By-Law Amendment – Van Street Report Number: OPD 21-29 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, Chief Building Official Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-29, Traffic By-Law Amendment – Van Street, be received as information; AND THAT a By-Law to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles within the Town of Tillsonburg, be brought forward for Council’s consideration. BACKGROUND On April 8, 2013 Council passed Traffic and Parking By-Law 3701 which regulates traffic and the parking of motor vehicles in the Town of Tillsonburg. Since this date staff identified the necessity to amend the current by-law as follows: THAT Schedule 2 of By-Law 3701 “Prohibited Parking On Specified Street” be amended as follows: Add: COLUMN 1 HIGHWAY COLUMN 2 SIDE COLUMN 3 FROM COLUMN 4 TO COLUMN 5 TIME OR DAYS Van Street North Old Vienna Road Dead End No Parking Anytime Van Street South Dead End 13m East of Dead End No Parking Anytime Page 136 of 503 OPD 21-29 Page 2 of 3 DISCUSSION The Oxford County sewage treatment plant construction project has identified the need for adequate access along Van Street for deliveries, etc. In review staff are recommending that no parking be implemented along the north side of Van Street. While the review was completed staff also identified and recommend adding no parking on the south side of Van Street from the park driveway to the west at the dead end of Van Street identified on the image below. Proposed No-Parking – Van Street CONSULTATION Internal consultation was completed and the north side of Van Street was selected based on potential future sidewalk installation on the south side of the street. FINANCIAL IMPACT/FUNDING SOURCE Sign installation will be funded from the approved 2021 Pub lic Works operations budget. No additional funding is required to complete this work. Page 137 of 503 OPD 21-29 Page 3 of 3 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS Appendix A – By-Law to amend By-Law 3701 Page 138 of 503 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend By-Law 3701. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT Schedule 2 of By-Law 3701 “Prohibited Parking On Specified Street” be amended to add the following: COLUMN 1 HIGHWAY COLUMN 2 SIDE COLUMN 3 FROM COLUMN 4 TO COLUMN 5 TIME OR DAYS Van Street North Old Vienna Road Dead End No Parking Anytime Van Street South Dead End 13m East of Dead End No Parking Anytime 2. THAT these amendments to By-Law 3701 are hereby declared to be part of that By-Law as if written therein. 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 139 of 503 Page 1 of 2 Subject: Building Inspector Appointment Report Number: OPD 21-30 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, CBO Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-30 Building Inspector Appointment, be received as information; AND THAT a By-Law to appoint Eric Nemeth as a Building Official, Property Standards Officer and Provincial Offences Officer for the Town of Tillsonburg be brought forward for Council consideration. BACKGROUND Building/Planning/By-Law Services recently recruited Eric Nemeth to the vacant Building Inspector II position as a Building Inspector I. This report is to request Council for the official appointment of Eric Nemeth as a Building Inspector, Property Standards Officer and Provincial Offences Officer. This position requires enforcing and performing duties related to the Ontario Building Code Act and its regulation and enforcing Town of Tillsonburg By-laws and related Provincial Statutes and Regulations within the Town of Tillsonburg. DISCUSSION N/A CONSULTATION None required. FINANCIAL IMPACT/FUNDING SOURCE N/A - existing approved position filled. Page 140 of 503 OPD 21-30 Page 2 of 2 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 141 of 503 Page 1 of 5 Subject: Plans Review Consulting Services Report Number: OPD 21-31 Department: Operations and Development Department Submitted by: Geno Vanhaelewyn, CBO Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-31 Plans Review Consulting Services, be received as information; AND THAT Council continues to support the requirements set in the Ontario Building Code Act to ensure adequate staffing are in place to administer the Ontario Building Code; AND THAT Council authorizes the use of increased permit revenue in 2021 and/or building permit reserves to fund a contract with RSM Building Consultants Inc.; AND THAT a By-Law to appoint Gerald Moore and Barbara Mocny as Building Officials for the Town of Tillsonburg be brought forward for Council consideration; AND THAT Council authorizes the Chief Building Official to execute the consulting services agreement with RSM Building Consultants Inc. BACKGROUND Tillsonburg has continued to witness very strong development activity and the statistics at the end of the second quarter indicate a 57% increase from a very active 2020. Building Services is committed to maintaining an excellent level of service to the development community, residents and business owners. The increase in development pressures have resulted in inadequate staffing levels at peak times within the Building Department to maintain the required level of service to support the development community’s needs. In March of 2021, Council approved the recruitment of a Building Inspector II position to assist with the identified increase in demands early in 2021. The recruitment of this Page 142 of 503 OPD 21-31 Page 2 of 5 position came with industry challenges in finding qualified inspectors. The expectation was to have this position filled by the end of May, however, unsuccessful in finding a qualified candidate for the position lead to a repost for a Building Inspector I (less qualifications) with the goal to provide training to obtain Inspector II Ministry qualifications. After reposting three times, the position was finally filled and a new inspector arrived on July 26, 2021. Although additional resources are now in place, the onboarding/training for this position will take approximately three months and will also require resources from existing inspectors during this time. The delay in this recruitment along with increased volume of applications, increased volume of inspections, scheduled staff vacations, etc. has created a backlog of permit applications that require processing. With this identified need for additional resources, staff recommend that a consulting service agreement be executed for building permit plans review to manage increased demands when required to ensure the development process is not stalled. DISCUSSION The excellent development activity that Tillsonburg continues to experience is identified in the 2021 second quarter statistic tables below. Value of Construction Comparisons – (Jan 1 to June 30) TYPE 2016 2017 2018 2019 2020 2021 Residential (Value) 10,673,174 12,416,246 17,441,481 27,871,544 20,168,099 63,310,649 Commercial (Value) 1,615,705 1,205,305 6,245,180 1,467,125 1,084,105 911,000 Industrial (Value) 92,000 488,254 708,702 205,900 3,748,800 535,000 Institutional (Value) 13,114 4,000 2,336,665 3,532,040 50,300 843,230 TOTAL 12,393,993 14,113,805 26,732,028 33,076,609 25,051,304 65,599,879 Page 143 of 503 OPD 21-31 Page 3 of 5 Number of Permits Issued – (Jan 1 to June 30) Onboarding new staff the Building Department must continue to meet legislated timelines for the review of applications and issuing building permits. The process of issuing a building permit involves the review of design plans. The review of construction plans is necessary to ensure that the proposed designs and construction meet the requirements of the Ontario Building Code. Various inspections take place during the course of construction to ensure that the work is being completed according to the plans that were approved in accordance with the code. However, it all starts with a set of plans that have been reviewed for code compliance and the contractor/developer/homeowner will be held to completing. This work is undertaken by individuals with specific knowledge of the Ontario Building Code and construction techniques that are registered with a Ministry Building Code Identification Number. These skills and designation are acquired by taking specialized training and examinations through both the Ministry of Municipal Affairs and Housing and the Ontario Building Officials Association. Consulting services for building permit plans review is a practical way to deal with peak demands, staff vacations/vacancies, etc. on an as needed basis. These services will provide the immediate coverage required to allow staff to properly onboard and train the new inspector, provide coverage for vacations, training, etc. These services are required immediately for the next couple of months and the proposed consulting firm is in a position to provide these services upon approval and execution of the agreement. The agreement is drafted for a two year term and staff recommend that the agreement is kept in place going forward and budgeted for annually in the future for long-term needs of this department. CONSULTATION Builders/developers have advised staff of their concerns related to extended timeframes for permit review and issuance. TYPE 2016 2017 2018 2019 2020 2021 Single Detached Dwellings 50 48 50 30 53 129 Total Dwelling Units 50 52 78 110 79 205 Total All Permits 202 239 239 204 217 342 Page 144 of 503 OPD 21-31 Page 4 of 5 A review of existing and anticipated planning applications was completed with the County Planner related to expected ongoing activity. In search of competitive pricing, staff were unsuccessful in sourcing other Ministry qualified registered code agency consultants for building permit plans review. FINANCIAL IMPACT/FUNDING SOURCE Based on current permit applications in queue along with the ongoing anticipated activity and the attached fee schedule, it is projected that approximately $25,000 will be required for contracted services for the remainder of 2021. These services and funds were not accounted for in the approved 2021 budget. 2021 permit revenue at the end of the second quarter in the amount of $768,553 has already surpassed the 2021 annual budget of $750,000 and the Finance Department provided preliminary second quarter operating plan financials for Building recording a $382,406 surplus. The surplus is a direct result of increased building permit activity/permit revenue. The proposed consulting services will be funded by the direct increase in permit revenue/surplus identified above. Additionally, the Building Permit Cost Stabilization reserve has a balance of $861,065.31 available to support any operational requirements if needed. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☐ Provide a variety of leisure and cultural opportunities to suit all interests Page 145 of 503 OPD 21-31 Page 5 of 5 ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS Appendix A – RSM Consulting Services Agreement Appendix B – RSM Fee Schedule Page 146 of 503 Page 1 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together CONSULTING SERVICES AGREEMENT This consulting services agreement is between: The Corporation of the Town of Tillsonburg, an Ontario Municipality - and- RSM Building Consultants Inc., an Ontario company. (“Consultant"). The parties agree as follows: 1. Retainer (1) The Municipality hereby retains the Consultant to provide the consulting services set out herein (the “Services”), and the Consultant shall provide those Services to the Municipality under the general direction and control of the Municipality and subject to the provisions of this agreement. 2. Services (1) The Services provided by the Consultant shall commence on August 10th, 2021 and continue for a period of two (2) years unless terminated earlier in accordance with the provisions of this agreement. (2) The Consultant agrees to provide the following Plans Examination Services: 1. Review of building permit applications to identify any notable building code deficiencies; 2. When there are notable building code deficiencies, the Consultant will issue a deficiency list to the applicant; 3. The Consultant will correspond with the applicants related to the deficiency lists; 4. Complete reviews of any amended drawings submitted based on the deficiency lists; 5. Reviewing any mark ups and redlining to permit approval documents; Page 147 of 503 Page 2 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together 6. Making recommendations to issue permit to Chief Building Official based on technical review portion of the permit; 7. The review of the Applications does not include other applicable law as described in Section 8 (2) of the Building Code Act; 8. The review of the application does not include Zoning By-Laws and guidelines from the local Conservation Authority(s) having jurisdiction in the Municipality. and any other services as may from time to time be agreed upon between the Parties. (3) The Consultant shall, provide services in accordance with the following work plan; Commencing: August 10th, 2021 and continuing for a period of two (2) years unless terminated earlier in accordance with the provisions of this agreement. Note: Sufficient notice to modify the work plan by either party is 5 business days in advance. Duration: Services will continue until such time as the Municipality determines service levels do not require the services of the Consultant. The Consultant only provides services to the Municipality when there is a need. Plan review services can be stopped and then started again throughout the contract based on the needs of the Municipality. (4) The Consultant shall provide in good faith the Services skilfully, competently, efficiently, effectively, and economically, in a good and worker like manner, consistent with industry standards and current state of the art principles, law and practice. 3. Personnel (1) The Consultant shall ensure that it has sufficient Personnel to provide the Services in accordance with this agreement. (2) The Consultant shall ensure that its Personnel have the requisite competence, knowledge, skill, ability, experience, expertise, and Ministry of Housing Qualifications required to provide the Services. 4. Use of Confidential Information (1) In this agreement the following terms have the corresponding meanings: (a) “Confidential Information” means any information, whether oral, written, visual, electronic, or in any other form, which is identified as confidential or that would reasonably be considered as being confidential; Page 148 of 503 Page 3 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together (b) “Disclosing Party” means the party disclosing Confidential Information; (c) “Insider” means, in respect of a party, every director, officer, partner, associate, employee, sub-consultant, contractor or agent of the party; and (d) “Receiving Party” means the party receiving Confidential Information and includes all Insiders. (2) The Receiving Party shall use Confidential Information relating to the Services only for the purposes of this agreement. (3) Except as provided in this agreement, the Receiving Party shall keep confidential all Confidential Information disclosed to it by the Disclosing Party. (4) The Receiving Party shall not copy or transcribe into another form, any Confidential Information received from the Disclosing Party except as reasonably necessary. (5) The Receiving Party shall protect the Confidential Information disclosed to it by the Disclosing Party, in the same manner and to the same extent that it protects its own Confidential Information. (6) Upon the termination of this agreement, or earlier upon the request of the Disclosing Party, the Receiving Party shall promptly destroy or return (as directed by the Disclosing Party) all copies of the Confidential Information disclosed to the Receiving Party. (7) The Receiving Party may disclose Confidential Information if: i. The Disclosing Party consents; ii. The Receiving Party is required by law to disclose it; or iii. The Confidential Information is generally and publicly available. (8) If the Receiving Party is required by law to disclose Confidential Information, it shall promptly notify the Disclosing Party so that the Disclosing Party may intervene to prevent the disclosure. (9) The Receiving Party shall ensure that all Insiders of the Receiving Party comply with all the foregoing provisions regarding the use of Confidential Information and the Receiving Party shall be responsible for any failure by any Insider to do so. (10) All the foregoing provisions regarding the use of Confidential Information shall remain in effect for five years after the termination of this agreement. (11) The harm that would be suffered by a party in the event of a breach of any of the foregoing provisions regarding the use of Confidential Information by the other party would not be compensable by monetary damages alone. Therefore, a party Page 149 of 503 Page 4 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together shall be entitled, in addition to any other remedies, to seek an injunction against a breach or threatened breach of any such provision. 5. Contacts and Communication (1) The Consultant shall treat Geno Vanhaelewyn, Chief Building Official, as the Municipality’s principal contact and source of instructions in respect of all aspects of this agreement, unless otherwise directed or permitted in writing by the Municipality. (2) The Municipality shall treat Gerald Moore, RSM President, as the Consultant’s principal contact and source of reporting in respect of all aspects of this agreement, unless otherwise directed or permitted in writing by the Municipality. 6. Chargeable Amounts (1) The Municipality shall pay the Consultant for the Services at the established rate(s) identified in the list below. The Consultant shall submit an invoice to the Municipality for all Services completed in the immediately preceding month. (2) The Consultant may charge the Municipality, for the provision of the Services, amounts based on the following fee rates: (a) Plan review rates based on the current RSM Plans Examination Price List. Annual review of fee rates occur each November, the beginning of RSM’s fiscal year. or such other amounts, which are agreed to in writing by the parties for specific portions of the Services. (3) The Consultant may charge the Municipality for any Harmonized Sales Tax payable on the fees and disbursements charged to the Municipality by the Consultant. (4) The Consultant shall not charge the Municipality for value-added or premium billing. 7. Accounts (1) The Consultant shall provide detailed monthly accounts of amounts charged for its provision of the Services, including the following particulars: i. the number of permits reviewed and its agreed rate; ii. the amount of approved disbursements for which the Consultant is requesting reimbursement; and Page 150 of 503 Page 5 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together iii. The amount of Harmonized Sales Tax payable on its fees and disbursements. 8. Payment (1) The Municipality shall pay the Consultant the properly charged amounts incurred by the Consultant in providing the Services. 9. Insurance (1) The Consultant shall not be liable for costs or damages arising from errors or omissions in any of the information which is supplied to the Consultant by the Municipality. (2) The Consultant shall obtain, and for as long as this agreement is in effect, maintain, pay for and, upon request by the Municipality from time to time, provide evidence, satisfactory to the Municipality, of the following insurance coverages, all taken out with insurers licensed to transact insurance business in Ontario and satisfactory to the Municipality’s Procurement: (a) Commercial General Liability Insurance: i. Including the Town of Tillsonburg as an additional insured; ii. To a limit of not less than five million dollars ($5,000,000) inclusive per occurrence; iii. Including bodily injury, personal injury, death and damage to property, including loss of use thereof; iv. In a form satisfactory to the Municipality’s Procurement; and v. Endorsed to provide the Town of Tillsonburg with not less than thirty (30) days’ notice, in advance, of any cancellation, change or amendment restricting coverage; (b) Professional Liability Insurance: i. To a limit of not less than two million dollars ($2,000,000) inclusive per occurrence; and ii. Subject to an annual aggregate of two million dollars ($2,000,000). (c) Workers’ Compensation Insurance i. Sufficient workers’ compensation insurance to cover its Personnel performing services. 10. Relationship between Parties (1) The Consultant is an independent contractor of the Municipality. The Consultant shall not, except as the Municipality may specifically authorize in writing, enter into any contracts or commitments in the name of or on behalf of the Municipality, or bind the Municipality in any respect whatsoever. The Page 151 of 503 Page 6 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together Consultant is not a partner, joint venturer, agent, or employee of the Municipality. (2) This agreement constitutes the entire agreement between the parties with respect to the subject matter hereof and supersedes any prior commitment, representation, warranty, arrangement, understanding or agreement, written or oral, collateral, or other, with respect to the subject matter hereof, existing between the parties at the date of execution of this agreement. 11. Municipality Responsibilities (1) The Municipality shall provide instructions, guidance and assistance to the Consultant relating to the provision of the Services. (2) The Municipality shall use reasonable efforts to make available any relevant municipal reports, background information, data, drawings, plans, surveys and any other materials relevant to the Services, which are in its possession, for use by the Consultant, and shall make available Municipality employees for the purpose of any necessary consultation. (3) The Municipality shall insure that the staff of RSM Building Consultants are appointed as building officials as per Section 3-(2) of the Building Code Act. 13. Notices (1) A party required or permitted under this agreement to give any notification or communication (“Notice”) shall give it in writing and shall deliver it by personal delivery, email, facsimile, courier or prepaid regular mail to an address of the other party provided for herein. (2) Either party may from time-to-time change any of its addresses by Notice given in accordance with this section. (3) A Notice sent by personal delivery is deemed to be delivered on the date it is personally delivered. A Notice sent by email is deemed to be delivered upon the sender receiving from the recipient a written acknowledgment of receipt. A Notice sent by facsimile is deemed to be delivered one day after the date it is sent. A Notice sent by courier is deemed to be delivered two days after the date it is sent. A Notice sent by prepaid regular mail is deemed to be delivered three days after the date it is sent, provided that if a postal interruption occurs, the Notice is deemed to be delivered three days after the resumption of postal service. Page 152 of 503 Page 7 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together (4) The initial address for the Municipality is as follows: Town of Tillsonburg 10 Lisgar Ave, Tillsonburg, ON, N4G 5A5 E GVanhaelewyn@tillsonburg.ca (5) The initial address for the Consultant is as follows: RSM Building Consultants 885 Glasgow Street, Unit #5, Kitchener, ON, N2M 2N7 E gerald@rsmbuildingconsultants.com 14. Force Majeure (1) Whenever and to the extent a party is unable to fulfil, or is delayed or restricted in fulfilling, any of the obligations under this agreement by reason of any cause beyond the party’s reasonable control, then the time for fulfilling such obligation is to be extended for such reasonable time as may be required by the party to fulfil such obligation, provided that any such inability, delay or restriction does not relate to any extent to any act or omission by such party or any of its employees, agents or others for whom it is at law responsible. 15. Waiver (1) A party may waive any of its rights, powers or remedies hereunder. No waiver is effective unless made in writing. (2) The failure of either party to exercise any of its rights, powers or remedies hereunder or its delay in doing so, does not constitute a waiver of any rights, powers or remedies. A single or partial exercise of a right, power or remedy does not prevent its subsequent exercise or the subsequent exercise of any other right, power or remedy. 16. Termination (1) The Municipality may, with or without cause, terminate this agreement upon providing a minimum of thirty (30) business days’ written notice. (2) The Consultant may, with or without cause, terminate this agreement upon providing a minimum of thirty (30) business days’ written notice. 17. Interpretation Page 153 of 503 Page 8 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together (1) This agreement is to be construed with all changes in number and gender as may be required by the context. (2) The division of this agreement into sections, subsections and clauses is for convenience of reference only and does not affect the interpretation. (3) The obligations of the parties contained herein have, where applicable, the status of representations, warranties and covenants by the respective obligated party. (4) This agreement is to be governed by and construed in accordance with the laws of the Province of Ontario and the laws of Canada applicable therein. (5) Time is to be of the essence of this agreement, including if any extension is permitted. 18. Signing (1) The parties may sign this agreement in counterparts with the same effect as if the parties had executed the same document. Any counterparts are to be construed together and shall constitute one and the same original document. The parties shall deliver any executed counterparts of this agreement in accordance with the provisions set out in this agreement for delivery of Notices. 19. Miscellaneous (1) All provisions of this agreement are severable, and if any provision is declared invalid, void or unenforceable by a court of competent jurisdiction, the remaining provisions of this agreement remain in full force and effect. (2) This agreement is to ensure to the benefit of and bind the parties and their respective heirs, executors, administrators, successors and permitted assigns. [SIGNATURE PAGE FOLLOWS] Page 154 of 503 Page 9 of 9 Tillsonburg Consulting Services Agreement – July 2021 building communities together Each party is signing this agreement on the date stated opposite that party’s signature. CORPORATION OF THE TOWN OF TILLSONBURG By: _________________________________ Date Name: Geno Vanhaelewyn Title: Chief Building Official I have authority to bind the Corporation. RSM BUILDING CONSULTANTS ___________________ By: _________________________________ Date Name: Gerald Moore Title: President I have authority to bind the Consultant. Page 155 of 503 November 2020 Houses (<6458sf), Townhouse Unit, Additions, Alternations, Sheds and Garages (>400sf) $355 plus $31/100m2, plus $180/unit Decks, Sheds, Garages & Res Additions (<400sf)$250 Residential Apartments, Units Above Another $475 plus $61/100m2, plus $180/unit Non-Residential $475 plus $61/100m2, plus $301/major occ. Change of Use Part 11 $250 in addition to renovation fee Large Houses (>6458sf) $1076 plus $61/100m2 Firewall $180 in addition to base fee New Building or Addition $1076 plus $61/100m2, plus $421/major occ. Renovation or Alteration $475 plus $61/100m2, plus $421/major occ. Change of Use Part 11 $250 in addition to renovation fee Change of Use (No Construction) $250 plus $61/100m2 Alternative Solution $715 plus $61/linked pair Hazardous Substance OBC/OFC $710 Mechanical (Plumbing, HVAC)$250 plus $31/100m2 Sewage System $250 Farm Building $250 plus $31/100m2 Bunker Silo $250 Life Safety $475 Prices include review, deficiency list preparation, re-submission reviews and final mark-ups. Inspection and other services also available upon request. Please contact us for pricing. Prices do not include HST. Pricing can change without notice. Email info@rsmbuildingconsultants.com for additional information. Projects fees over $5000 will be partially billed at 50% once the status letter has been sent. Building Department Support Services Plans Examination Price List OBC Part 9 OBC Part 3 Miscellaneous Page 156 of 503 Page 1 of 4 Subject: 2021 Fleet Tender Results Report Number: OPD 21-32 Department: Operations and Development Submitted by: Carlos Reyes, Director of Operations and Development Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-32 2021 Fleet Tender Results, be received as information; AND THAT Council awards Quotation RFQ 2021-006 Supply and Delivery of one (1) New Full Size ½ Ton Crew Cab Pickup Truck to Georgian Chevrolet Buick GMC of Barrie, Ontario at a cost of $ $36,708.71 (net HST included) to be funded through debenture as previously approved. BACKGROUND During the 2021 budget approval process, Council approved the replacement of nine (9) fleet units. Four Request for Quotations (RFQ) and three Request for Tenders (RFT) were issued on June 30, 2021 for the supply and delivery of seven (7) fleet units included in the 2021 Capital Budget. The Request for Quotations and Tenders were advertised on Bids and Tenders on June 30, 2021 and closed on July 7, 2021. A summary of the RFQs and RFTs included the bids received for ea ch RFQ/RFT is included in the table below: RFQ/RFT Description Division Bids Received RFQ 2021-006 Supply and Delivery of one (1) new (1) Full Size ½ Ton Crew Cab Pickup Truck Water 3 RFQ 2021-007 Supply and Delivery of one (1) new Full Size 3/4 Ton Crew Cab Pickup Truck Hydro 3 Page 157 of 503 OPD 21-32 Page 2 of 4 RFQ/RFT Description Division Bids Received RFQ 2021-008 Supply and Delivery of one (1) new Mini Cargo Van Facilities 1 RFQ 2021-009 Supply and Delivery of one (1) new Mid- Sizes All-Wheel Drive SUV Building 2 RFT 2021-008 Supply and Delivery of one (1) new 4-Wheel Drive Utility Tractor With Attachments Cemetery 2 RFT 2021-009 Supply and Delivery of one (1) new 4-Wheel Drive Mini Articulating Utility Tractor With Attachments Parks 1 RFT 2021-010 Supply and Delivery of one (1) new 4-Wheel Drive Heavy Duty Loader Backhoe with Extendable Stick Cemetery 5 DISCUSSION Staff completed a review of the submissions received prior to the bid closing time. A summary of the results including information for each successful bidder is found below: RFQ/RFT Successful Proponent (Lowest Bid) Vehicle Make and Model 2021 Approved Budget Unit Cost Including Net HST Delivery Date RFQ 2021-006 Georgian Chevrolet Buick GMC 2022 Chevrolet Silverado 1500 AWD Crew Cab $35,000 $36,074 By Jan 2022 RFQ 2021-007 Georgian Chevrolet Buick GMC 2022 Chevrolet Silverado 2500 WT Crew Cab $50,000 $46,641 By Nov 2021 RFQ 2021-008 Winegard Motors Limited 2022 Ford Transit Connect XL $40,000 $31,113 By Apr 2022 RFQ 2021-009 North London Toyota 2021 Toyota RAV4 AWD $46,000 $33,557 By Aug 2021 RFT 2021-008 Delta Power Equipment 2022 Yanmar YT347/359 $115,000 $62,811 By Nov 2021 RFT 2021-009 Delta Power Equipment 2022 Ventrac 4500 Tractor $125,000 $93,314 By Sep 2021 RFT 2021-010 Strongco Limited Partnership 2022 CASE 580SN WT $175,000 $164,851 By Feb 2022 Page 158 of 503 OPD 21-32 Page 3 of 4 Staff awarded the RFQ 2021-007, RFQ 2021-008, RFQ 2021-009, RFT 2021-008, RFT 2021-009 and RFT 2021-010 to each successful proponent following the policies and procedures included in the Town purchasing policy (By-law 2020-070). In this policy, approved budgeted contracts received under budget and with a value less than $250,000 do not require additional Council approval, regardless of funding source, except in accordance with section 5.0 (i) of the Policy. Authorization of said approved budgeted contracts resides with the Treasurer. In terms of awarding the over-budgeted RFQ 2021-006, our purchasing Policy states that this would require Council approval. CONSULTATION The following staff and resources have been consulted for this report:  Director of Finance/Treasurer  Fleet Maintenance Supervisor FINANCIAL IMPACT/FUNDING SOURCE Funds have been identified within the 2021 approved budget. The 2021 Capital Budget included a total funding of $586,000 for the seven (7) fleet units included in this report. Six out of seven successful bids are within the 2021 approved budget. Regarding the RFQ 2021-006, this is a user-fee paid Water budget recoverable item. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community Page 159 of 503 OPD 21-32 Page 4 of 4 ☐ Provide a variety of leisure and cultural opportunities to suit all interests ☐ Improve mobility and promote environmentally sustainable living ATTACHMENTS None. Page 160 of 503 Page 1 of 3 Subject: Assumption By-Law for Andrews Crossing Subdivision Phase One Report Number: OPD 21-33 Department: Operations and Development Submitted by: Shayne Reitsma, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Council receives Report OPD 21-33, Assumption By-Law for Andrews Crossing Subdivision Phase One; AND THAT Council assumes as public services/right-of-way within the Registered Plan 41M-329, more particularly described in the Subdivision Agreement between The Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. dated August 21, 2017; AND THAT a by-law to assume municipal services in Registered Plan 41M-329 be brought forward. BACKGROUND On April 26st, 2017 the Town of Tillsonburg entered into a pre-servicing agreement with Performance Communities Realty Inc. Four months later, on August 21st 2017 the Town of Tillsonburg entered into a subdivision agreement with Performance Communities Realty Inc. followed by a certificate of preliminary acceptance of undergrounds September 13th 2017. Two years’ later after the warranty period was completed a certificate of preliminary acceptance of above grounds was issued October 30th 2019. On July 7th 2021 the Engineering Department issued the certificate of Final Acceptance noting that all services are in acceptance with the Town of Tillsonburg and Oxford County engineering design standards, and that all deficiencies have been corrected. Page 161 of 503 OPD 21-33 Page 2 of 3 DISCUSSION As per the August 21st 2017 subdivision agreement the following requirements of the Subdivision Agreement have been satisfied:  All Environmental Compliance Approvals (ECA’s) and other applicable permits have been received,  The Town has received notification in writing from the Consulting Engineer stating that the works and services have been constructed in accordance with the approved design drawings and specifications,  The Town has received written confirmation from the Ontario Land Surveyor that all survey monuments and iron bars are in place,  All Certificates of Preliminary and Final Acceptance for Underground and Above - ground Works and Services have been issued and warranty periods passed,  The Town is in receipt of a Statutory Declaration from the Developer stating all accounts for work have been paid and that there are no outstanding claims or unsatisfied liens,  The Town has received proof that the Plan of Subdivision and Subdivision Agreement have been registered upon the title of the Lands,  The Town has received the final “As-Constructed” drawings. Staff are satisfied that the underground and above-ground works are in the required condition to be assumed and that all other requirements of the Subdivision Agreement have been satisfied as noted above. It is therefore staff’s recommendation that the Town approve and pass an Assumption By-law to assume the municipal works and services within the Glendale West Subdivision. CONSULTATION The following Staff and resources have been consulted in preparation of this report:  Director of Operations and Development FINANCIAL IMPACT/FUNDING SOURCE Roads and services will be added to the asset management plan for future planning. Roads department will be conducting snow removal during winter months and street lights to be added to annual budget. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability Page 162 of 503 OPD 21-33 Page 3 of 3 ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS Appendix A – Registered Plan – 41M-329 Certificate of Final Acceptance Page 163 of 503 Town ofTillsonburg Operation Services 10 Lisgar Avenue, Tillsonburg, ON N4G SAS Tel: (519) 688-3009 Fax: (519) 688-0759 CERTIFICATE OF FINAL ACCEPTANCE OF ABOVE-GROUND WORKS/SERVICES Development: Owner: Andrews Crossing Subdivision -Phase 1 Performance Communities Realty Inc. Plan: 41 M-329 Contact: Mr. Will Hayhoe Address: 1 Barrie Boulevard. St. Thomas. ON N5P 489 Date Certificate Issued: _J.;....;u=ly"---'-7......;. 2�0c;.;;2;;;...1;..._ ______________________ _ Final Acceptance of the Above-ground Works/Services provides notice that the Town of Tillsonburg has inspected and is satisfied that the Above-ground Works and Services are complete, are operating and functioning as intended, have been constructed in conformance with the applicable standards and specifications, and that all known deficiencies arising during the one (1) year surface asphalt maintenance period have been adjusted or corrected. In accordance with Section 20) Final Acceptance of Works of the Subdivision Agreement, the Owner has provided the necessary documentation, save and except clauses 20(b)(vii)c and 20(b)(vii)d related to the SWM Facility. Issuance of this Certificate shall not be deemed as Assumption of the Above-ground Works and Services by the Town, however future costs associated with the maintenance of the Above-ground Works and Services from the date noted above shall be borne by the Town. *e��\�. Dire or of Operations cc Kyle Pratt, CAO -Town Geno Vanhaelewyn, CBO -Town Shayne Reitsma, Manager of Engineering -Town Jeff Vangulck, Roads Supervisor -Town �l�Jff/!/trs Page 164 of 503 Page 165 of 503 Page 166 of 503 Page 1 of 7 Subject: 2021 Tillsonburg Regional Airport Master Plan Report Number: OPD 21-34 Department: Operations and Development Submitted by: Carlos Reyes, Director of Operations and Development Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report OPD 21-34 2021 Tillsonburg Regional Airport Master Plan, be received as information; AND THAT Council endorses the 2021 Tillsonburg Regional Airport Master Plan; AND THAT Council directs staff to bring forward programs, studies, and projects included in the 2021 Tillsonburg Regional Airport Master Plan preferred strategy for consideration in the capital and operational budget deliberations. BACKGROUND The Town of Tillsonburg retained the services of Explorer Solutions to conduct a Master Plan study for the Tillsonburg Regional Airport (CYTB). The objective of the Master Plan is to be an action oriented, working document that identifies and guides the future development of the Airport in a practical and environmentally sustainable manner. DISCUSSION The 2021 Tillsonburg Regional Airport Master Plan presents a comprehensive review of the infrastructure and services currently at the airport and identifies both essential and desirable improvements for the future. It assesses activity and potential growth opportunities in the general and corporate aviation sectors and groundside development scenarios and opportunities. The plan considers short-term (1-5 years), medium-term (6-10 years) and long-term (11-20 years) planning horizons. It assesses the capacity of Page 167 of 503 OPD 21-34 Page 2 of 7 the airport’s facilities to support the proposed development activities and provides detailed capital and operational expenses. The 2021 Tillsonburg Regional Airport Master Plan report includes the recommended future airport layout, future expansion of the airport terminal building, the development phasing, and class D cost estimates for the recommended infrastructure upgrades. A series of development options and concepts were identified to maximize the growth of aviation activities, associated airport revenue and plan future land use developments. These options reflect the past studies review, feedback from engagements, regional market trends and opportunities. Additional recommendations in this master plan include:  Recommendation to undertake a comprehensive electrical Master Plan including a capacity study to determine the exact demand requirements of the planned growth at the Airport.  In terms of additional sources of revenue, the 2021 Tillsonburg Regional Airport Master Plan recommends the airport works with regional tourism partners to development pilot and aircraft related tourism packages. Initial discussions show the potential to develop four (4) packages: 1) Event and Festival, 2) Cheese Trail, 3) Lake Erie Shoreline and 4) Exclusive Getaways. Based on 200 aircraft using these packages annually, they would generate a modest $55,000 in airport revenues but over $1 million in economic impact throughout Tillsonburg and the region.  Currently, land leases apply only to the footprint of the buildings and not to the total land surface leased by tenants. As such, this master plan recommends the Airport should include the lands between the hangar and the taxiway as part of the leasable lands and a buffer zone of one (1) or two (2) metres (5 feet) around the building. For tenants installing a septic bed or other amenities, these lands should also be considered as leasable lands. Other fees that could be changed include monthly aircraft parking and possibly tying landing fees to aircraft weight.  This Master Plan recommends the creation of a jointly managed Airport Development Fund. This fund would be created by capturing a portion of newly generated (2022 and beyond) taxes from future airport developments. The fund would serve to rehabilitate and develop the infrastructure to raise aviation and non-aviation activities, support job creation and the overall economic impact. CONSULTATION Public consultation is an integral component of the master plan, enabling the Town to inform the public about the study while eliciting input from potentially interested and affected parties during the study process. Page 168 of 503 OPD 21-34 Page 3 of 7 As part of developing the master plan, an outreach and consultation series was conducted. It targeted airport tenants (private and commercial), local and regional economic leaders, airport users, regional tourism organizations, the Tillsonburg Airport Advisory Committee, Transport Canada and municipal leaders. At their meeting on July 27, 2021 the Tillsonburg Airport Advisory Committee reviewed the Airport Master Plan and passed the following recommendation: Moved By: Dan Cameron Seconded By: Emily Crombez And resolved that the Airport Advisory Committee receives the Airport Master Plan 2021 as information and; That the Airport Advisory Committee through consultation sessions advised the consultant to bring tangible and cost-effective ideas to forward to Council for their consideration regarding revenue generation and expansion at the Tillsonburg Regional Airport; And that the Airport Advisory Committee would like to convey concerns and comments with regards to the following elements presented in the Master Plan: 1. First and foremost; that all ideas presented in the master plan are contingent upon the upgrade of the hydro infrastructure at the Tillsonburg Regional Airport. It is the committee’s recommendation that the Town work in conjunction with Hydro One and the Township of SWOX to make necessary upgrades to such infrastructure or expansion at the airport beyond the point it currently is at will be difficult. The Committee would like to express that the Master Plan did not place enough emphasis on the importance of upgrading this infrastructure nor on the urgency of doing so. 2. Historical Aircraft Movement – The Master Plan provides data on historic aircraft movements and indicates that in 2017 a 33% reduction took place. Aircraft movement is hand recorded when staff is present onsite. This is a misrepresentation of data as in 2017 the airport switched to a carded self -serve fueling system which reduced staff hours at the airport thus reducing staff hand reporting of movements. The staffing hours were reduced in the evening when aircraft movement is prevalent. It should also be noted that planes arrive early in the morning especially for use of restaurant before staff is on site to record movement. 3. The trees at the end of the runway have been an ongoing safety concern for a considerable length of time. The trees reduce the runway length by approximately 1,000 feet. Although a current resolution to this ongoing concern is in the works, it is shortsighted to not identify this as a major safety hazard that needs to be rectified in the short term. Staff advised the consultant not to place Page 169 of 503 OPD 21-34 Page 4 of 7 an emphasis on the trees and relayed to the committee that covid has caused delays. The committee recommends that this safety hazard should clearly be identified in the master plan. The committee has recently been updated that a discussion have occurred but no timeline for restoration has been given. 4. The Advisory Board supports the concept of an “Airport Development Fund” in which a portion of any new taxes levied from construction of new buildings on airport lands be established. 5. Tourism fly in packages could have positive economic benefit for the Town overall and there may be an opportunity to work Tourism Oxford in this regard. 6. Commercial Office Development/Commercial Aviation Development, and Retail Development will take 20 to 40 years to achieve positive revenue and doesn’t seem viable to the committee and any of these types of development would require a zone change. 7. Light Industrial and Warehousing both present challenges as Airport Road has a half tonne load limit in spring months making these scenarios unlikely. The committee does not support these options and noted that Tillsonburg already invested in their new expanded industrial park. 8. Billboard Signage along King’s Highway #19 and RV Storage are potentially the most suited options to generate other forms of revenue within a sh orter time period however the upgrade of critical infrastructure such as hydro and drainage needs to occur first. 9. Timeline of Implementation: The committee suggests the following timeline of implementation: Phase 1 – Year 1 to 5 Extending Ramp and adding tie down and run-up area $141,000 Electrical Upgrade plus generator 285,000 Access Road and Extension of G1 185,000 Extension of G2 70,000 Extending G3 60,000 Phase 2 – Year 6 to 10 Extending Delta to G3 and G4 $340,000 Extension of Taxiway Charlie Southward (if required) 40,000 Construction of G4 500,000 Phase 3 – Year 11 to 15 Extending G2 or G3 to runway $225,000 Page 170 of 503 OPD 21-34 Page 5 of 7 Runway and Taxiway Alpha Overlay 3,200,000 (If funding becomes available for runway and taxiway alpha overlay this project sh ould be bumped up to take advantage that funding. Also it should be noted that council should consider to create a reserve to fund this project in the future as this is critical infrastructure that will need to be upgraded. Phase 4 – Year 16 to 20 Relocating Fuel Farm or extending ramp toward the west $ 1,000,000 Airport Entrance Rehabilitation 325,000 Note 1: Extension of G2 and G3 should be contingent on signed lease agreements for hangar construction, i.e. as airport expand, these extensions should be reviewed. Note 2: Electrical expansion investment should only occur once commitment for hangar expansion has been received. Electrical capacity is still currently being reviewed at this time. Once it is determined what load is required for hangars a better picture will arise with regards to demand and load required. Note 3: Extension of Delta and construction of G4 should also be contingent on firm commitment for hangar construction (expansion) 10. The Master Plan did not place the valuable importance of the usage by Military, OPP and most importantly Air ORNGE. Missing are statistics on ORNGE usage over a 5 to10 year period with regards to air patient transfer and emergency situations. All air ambulance patient transfers that take place at night must use an airport or licensed heliport. ORGNE owns almost as many fixed wing aircraft as helicopters therefore an accessible airport is necessary. 11. No interviews were conducted with the County of Oxford or the City of Woodstock. An area of concern for example; The City of Woodstock’s webpage states; visitors are advised they can use Hamilton and London airports to access the City of Woodstock, but no mention of the Tillsonburg Regional Airport. 12. A clear breakdown in revenue is required before any discussion on terminal building expansion should occur. How much is the Town making leasing space to the restaurant, net expenses heat, hydro, etc.? Is it reasonable to expect the Tillsonburg taxpayer to subsidize the airport restaurant? It is not a factual statement from the consultant that “the restaurant is a big draw.” Where is the data to show that this is true how does that convert to revenue for the airport? How many aircraft owners are buying fuel after a meal? The data is incomplete in this area. Page 171 of 503 OPD 21-34 Page 6 of 7 13. Page 71. The consultant stated that 3 hangars needed to be fixed as they were built at the wrong elevation. The Committee repeatedly raised the concern that the 3 proposed hangars were not practical or safe with a 3 -degree entry slope. Staff however authorized the building of these hangars against the Committee’s advice. Tillsonburg taxpayers may be faced with the bill for fixing this error which the committee deems unacceptable. 14. The report does not convey the importance of the airport to local agricultural such as crop dusting, frost control and gypsy moth spraying. The committee believes that this movement is not properly captured in movement data In conclusion; The Airport Advisory Committee is comprised of the following committed volunteers which include Tillsonburg taxpayers. Emily Crombez, Airline Transport Pilot/Flight Instructor (Air Canada/Tillsonburg Flying School) Dan Cameron, Airline Transport Pilot/Operations Manager for OPP Aviation Operations/Flight Instructor, Retired Dave Brandon, Commercial Pilot/Chief Flight Instructor (Tillsonburg Flying School) Jeff Miller, Eng. Associate Euclid Benoit, P. Eng., Private Pilot Jeff Dean, P.Eng./M.Eng Mark Renaud, TAACN Chair, Airport Advisory Committee Deb Gilvesy, Councillor Representative of Tillsonburg Town Council Valerie Durston, Councillor Representative of the Township of SWOX There are several senior engineers on the Committee as well as professional, commercial pilots. What this means is the Committee is comprised of very talented, informed and capable individuals who are able to advise town staff on practical and cost-efficient options to manage the airport. Although the committee was involved in the process of creating the Master Plan overall the thoughts, ideas, comments were not incorporated in the overall final draft of the plan and that the committee’s expertise advice is often ignored. We can only hope we can work towards positive restitution in this regard moving forward. Motion carried by unanimous vote. FINANCIAL IMPACT/FUNDING SOURCE The capital program identified by the Master Plan forms the basis of the strategic planning of the Airport. The Town’s budget process will maintain an updated capital project list and financing plan on an annual basis. The capital program provides a list and timing of the recommended projects that the airport will require for the short and long-term forecast; and therefore, it is a starting point for the planning of operation and maintenance costs and resources allocation for the airport infrastructure. Page 172 of 503 OPD 21-34 Page 7 of 7 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS Appendix A – Tillsonburg Regional Airport (CYTB) Master Plan 2021 dated July 28, 2021 – Created by Explorer Solutions. Page 173 of 503 July 28, 2021 Tillsonburg Regional Airport (CYTB) MASTER PLAN 2021 Page 174 of 503 i NOTICE OF CONFIDENTIALITY The content of the present proposal is private and confidential and cannot be reproduced, in full or in part, except with the consent of the Town of Tillsonburg. The recipient promises to preserve the confidential nature of the information contained in the present document and will take all necessary actions to prevent non-authorized copying, divulgation or transmission, in part or in full, of this information to unintended parties. The recipient also promises not to use, modify, translate, adapt, convert or exploit the content of the present document, without written consent from Town of Tillsonburg. Page 175 of 503 ii TABLE OF CONTENT 1. Executive Summary ........................................................................................................... 2 2. Airport Profile ..................................................................................................................... 5 2.1 Airport Location ............................................................................................................ 5 2.2 Airport Role and Classification ..................................................................................... 5 2.3 Runways ...................................................................................................................... 6 2.3.1 Runway 08-26 ..................................................................................................... 6 2.3.2 Runways 02-20 and 14-32 .................................................................................. 6 2.4 Taxiways and Aprons ................................................................................................... 6 2.5 Terminal Building ......................................................................................................... 7 2.6 Hangars ....................................................................................................................... 7 2.7 Aviation Service Facilities ............................................................................................. 8 2.7.1 Aviation Communications .................................................................................... 8 2.7.2 Airport Support Facilities ..................................................................................... 8 2.8 Air Navigation Facilities ................................................................................................ 9 2.8.1 Instrument Flight Procedures .............................................................................. 9 2.8.2 Visual Aids .......................................................................................................... 9 2.9 Governance Structure .................................................................................................. 9 2.10 Main Tenants, Key Businesses and Partners ............................................................. 10 2.11 Airport Utilization ........................................................................................................ 10 3. Airport Existing Planning – Preliminary Review and Considerations .......................... 12 3.1 Airport Property .......................................................................................................... 12 3.2 Existing Land Uses .................................................................................................... 13 3.3 Environmental Considerations .................................................................................... 14 3.4 Socioeconomic Considerations .................................................................................. 16 3.4.1 Catchment Area ................................................................................................ 16 3.4.2 Income – Individual vs. Household .................................................................... 17 3.4.3 Population by County ........................................................................................ 19 3.4.4 Employment ...................................................................................................... 22 3.4.5 Main Business Sectors ...................................................................................... 24 3.4.6 Education Level ................................................................................................. 31 Page 176 of 503 iii 4. Economic Impact Study ................................................................................................... 32 4.1 Objectives and Definitions .......................................................................................... 32 4.1.1 Definitions ......................................................................................................... 32 4.2 Methodology .............................................................................................................. 33 4.3 Economic Impact Study Results ................................................................................. 34 4.4 Geolocation of Employees.......................................................................................... 35 4.5 Past, Current and Future Investments ........................................................................ 38 4.6 Economic Impacts Generated by Corporate Expenses .............................................. 42 4.6.1 Economic Impacts Generated by Corporate Expenses ..................................... 42 4.6.2 Economic Impacts Generated by Corporate Jets and Passengers .................... 42 4.6.3 Economic Impacts Generated by the Canadian Harvard Aircraft Association .... 43 4.7 Conclusion ................................................................................................................. 46 4.8 Disclaimer .................................................................................................................. 46 5. Consultation Summary .................................................................................................... 47 6. Air Traffic Forecast .......................................................................................................... 49 6.1 Current Air Traffic ....................................................................................................... 49 6.1.1 Local and Itinerant Traffic .................................................................................. 49 6.1.2 Corporate Usage ............................................................................................... 51 6.1.3 Hangar Development ........................................................................................ 52 6.2 Air Traffic Forecast ..................................................................................................... 52 6.2.1 Aircraft Movements ........................................................................................... 52 6.2.2 New Hangar Development ................................................................................ 56 6.2.3 Fly-in Package .................................................................................................. 56 7. Airport Protection and Vicinity Plan ............................................................................... 59 7.1 Airport Height Restrictions / Obstacle Limitation Surfaces .......................................... 59 7.2 Transport Canada Aeronautical Assessment Form .................................................... 59 7.3 Structure Height Assessment ..................................................................................... 60 7.4 Proximity Plan ............................................................................................................ 62 8. Airport Operations ........................................................................................................... 63 9. Airport Infrastructure Assessment ................................................................................. 69 9.1 Introduction ................................................................................................................ 69 9.2 Background ................................................................................................................ 69 9.3 General Terrain and Drainage .................................................................................... 70 Page 177 of 503 iv 9.4 Roadways .................................................................................................................. 72 9.5 Runways/Taxiways .................................................................................................... 72 9.6 Water Supply and Septic Systems.............................................................................. 74 9.7 Fuel Farm ................................................................................................................... 74 9.8 Electrical Power Supply .............................................................................................. 75 9.9 Other Private Utilities .................................................................................................. 80 9.10 Terminal ..................................................................................................................... 80 9.11 Infrastructure Development Plan ................................................................................ 87 9.12 Development Layout Plan .......................................................................................... 89 9.12.1 Short Term Plan ........................................................................................... 90 9.12.2 Long-Term Plan ........................................................................................... 92 9.12.3 Long-Term Plan Zoomed in without the runway ........................................... 93 10. Land Use Plan .................................................................................................................. 94 10.1 Parcel A1 ................................................................................................................... 95 10.1.1 General Aviation Hangar Park Expansion .................................................... 95 10.2 Parcel A2 ................................................................................................................. 102 10.2.1 Commercial Aviation / MRO ....................................................................... 102 10.2.2 Light Agri-Industrial Park ............................................................................ 104 10.3 Parcel B1 ................................................................................................................. 109 10.3.1 Roadside Agri-Tourism Attraction / Agri-Retail Development...................... 109 10.3.2 Equipment Storage (Rear of B1 or B2) ....................................................... 115 10.4 Parcel C1-C5............................................................................................................ 119 10.4.1 Agricultural Farming ................................................................................... 119 10.5 Parcels D1 and D2 ................................................................................................... 120 10.5.1 Agri-Industrial Park and Warehousing ........................................................ 120 10.6 Parcel E1 ................................................................................................................ 124 10.6.1 Land Sale ................................................................................................... 124 10.7 Parcel F1 ................................................................................................................. 127 10.7.1 Tourism and Tree-Top Adventure Park ...................................................... 127 10.8 Summary of Financial Models ................................................................................. 134 11. Fly-in Packages ................................................................................................................ 135 11.1 Tourism Packages ................................................................................................... 136 12. Airport Fees and Capital Plan ........................................................................................... 141 Page 178 of 503 v 12.1 Airport Fees ............................................................................................................. 141 12.2 Incentives ................................................................................................................. 143 12.3 Implementation Timeline and Estimated Cost........................................................... 143 12.4 Financial Analysis .................................................................................................... 145 12.4.1 Airport Owned Hangar Building Values ...................................................... 147 12.4.2 Assumptions used in the development of the Financial Models .................. 147 12.4.3 Financial Model (A) - paid over twenty (20) years ....................................... 149 12.4.4 Financial Model (B) - paid the year they are expensed ............................... 151 12.5 Detailed costing per projects .................................................................................... 153 13. Airport Development Fund (ADF) .................................................................................. 155 13.1 Funding Strategies ................................................................................................... 155 13.2 Airport Development Fund (ADF) ............................................................................. 155 14. Marketing Strategies ...................................................................................................... 156 14.1 Branding, Image and Key messages ........................................................................ 156 14.2 Marketing tools ......................................................................................................... 157 14.2.1 Website ...................................................................................................... 157 14.2.2 Electronic newsletters ................................................................................ 158 14.2.3 Brochures................................................................................................... 158 14.2.4 Social Networks ......................................................................................... 159 14.3 Marketing of Development Concepts ........................................................................ 159 14.3.1 Tourist Packages for Pilots ......................................................................... 159 14.3.2 Corporate and General Aviation Hangar Development Campaign .............. 159 14.3.3 Target Audiences ....................................................................................... 160 Appendix A - Phase One Environmental Report ................................................................. 163 Appendix B – ERTH Study .................................................................................................... 163 TABLE OF TABLES Table 1 - Nearby Airports with Instrument Procedures................................................................. 5 Table 2 - Tillsonburg Regional Airport Tenants and Businesses ................................................ 10 Table 3 - Summary of the 2020 Direct, Indirect and Induced Economic Impacts ....................... 35 Table 4 - Summary of Past Investments .................................................................................... 39 Table 5 - Direct, Indirect and Induced Economic Impacts of Past Investments .......................... 39 Table 6 - Summary of Current Investment ................................................................................. 40 Table 7 - Direct, Indirect and Induced Economic Impacts of Current Investments ..................... 40 Page 179 of 503 vi Table 8 - Summary of Future Investments ................................................................................. 41 Table 9 - Direct, Indirect and Induced Economic Impacts of Future Investments ....................... 42 Table 10 - Summary of Corporate Expenses ............................................................................. 42 Table 11 - Assumptions and Calculation of the Economic Impacts Generated by Corporate Jets and Passengers ........................................................................................................................ 43 Table 12 - Assumptions and Calculation of the Economic Impacts Generated by CHAA’s Fly Days .................................................................................................................................................. 44 Table 13 - Assumptions and Calculation of the Economic Impacts Generated by CHAA’s Wings and Wheels Day ........................................................................................................................ 45 Table 14 - Summary of Corporate Expenses Split out by Type .................................................. 46 Table 15 – Forecast of Aircraft Movements Annual Growth Rate, 2021 to 2030 ........................ 54 Table 16 – Fly-in Package Itinerant Movements, 2021 – 2030 .................................................. 57 Table 17 – Forecast of Annual Local Movements, 2021 – 2030 ................................................ 58 Table 18 – Forecast of Annual Itinerant Movements, 2021 – 2030 ............................................ 58 Table 19 – Forecast of Itinerant Movements with Fly-in Packages, 2021 – 2030 ....................... 58 Table 20- Obstacle Limitation Surface Assumptions .................................................................. 59 Table 21 - Structure Height Assessment ................................................................................... 60 Table 22 - Existing and Available Hydro Services ...................................................................... 76 Table 23 - Group A, Division 2, up to 2 Storeys ......................................................................... 83 Table 24 - Land Use Development Concepts ............................................................................ 95 Table 25 - Evolution of deliveries and invoicing of the fix wing aircraft market ........................... 96 Table 26 - Evolution of deliveries and invoicing of the rotorcraft market .................................... 97 Table 27 - Total registered aircraft by category ......................................................................... 97 Table 28 - Anticipated Property Tax Revenues ....................................................................... 102 Table 29 - Anticipated Property Tax Revenues ....................................................................... 104 Table 30 - Revenue and Expense Assumptions ...................................................................... 107 Table 31 - Anticipated Revenue and Profit Margins ................................................................. 108 Table 32 – Anticipated Property Tax Revenues ....................................................................... 109 Table 33 - Revenue and Expense Assumptions ...................................................................... 113 Table 34 - Anticipated Revenue and Profit Margins ................................................................. 114 Table 35 - Property Tax Revenue on Proposed Commercial Developments ........................... 115 Table 36 – RV and Boat Storage Facility Unit Mix ................................................................... 117 Table 37 – Anticipated Property Tax Revenues ....................................................................... 119 Table 38 - Agricultural Farming Land Lease Revenue Estimation ($300/acre) ........................ 119 Table 39 - Revenue and Expense Assumptions ...................................................................... 123 Table 40 - Anticipated Revenue and Profit Margins ................................................................. 123 Table 41 – Combined Property Tax Revenues of Parcels D1 and D2 ...................................... 124 Table 42 - Anticipated Revenue and Profit Margins (Agricultural Land Sale) ........................... 126 Table 43 - Anticipated Revenue and Profit Margins (Industrial Land Sale) .............................. 126 Table 44 – Revenue and Expense Assumptions ..................................................................... 132 Table 45 - Anticipated Revenue and Profit Margins ................................................................. 132 Table 46 – Anticipated Property Tax Revenue ........................................................................ 133 Table 47 - Summary of Financial Models ................................................................................ 134 Table 48 – Fly-in Package #1 .................................................................................................. 136 Page 180 of 503 vii Table 49 – Fly-in Package #2 .................................................................................................. 137 Table 50 – Fly-in Package #3 .................................................................................................. 138 Table 51 – Fly-in Package #4 .................................................................................................. 139 Table 52 – Fly-in Package Itinerant Movements Forecast 2021 – 2030 ................................... 140 Table 53 – Budget Assumptions .............................................................................................. 140 Table 54 – Fly-In packages Revenue Forecast and Economic Impact ..................................... 141 TABLE OF FIGURES Figure 1 - Aerial View of YTB Runways ....................................................................................... 7 Figure 2 - Aerial View of YTB Terminal and Hangars .................................................................. 8 Figure 3 - 244411 Airport Road,South/West Oxford Twp ........................................................... 13 Figure 4 - Tillsonburg Regional Airport - Leased Airport Lands .................................................. 14 Figure 5 - 50-kilometre radius around Tillsonburg Regional Airport ........................................... 16 Figure 6 - 60-Minute Driving Radius from Tillsonburg Regional Airport ...................................... 17 Figure 7 – Three (3) County Total Number of Businesses by Industry (2019) ............................ 26 Figure 8 - Airport Height Restrictions – Obstacle Limitation Surfaces ........................................ 61 Figure 9 - Aerial View of Site ..................................................................................................... 69 Figure 10 - Preliminary Drainage Plan ....................................................................................... 70 Figure 11 - Proposed Terminal Expansion................................................................................. 84 Figure 12 - Terminal Expansion Main Floor Proposed Layout ................................................... 85 Figure 13 - Terminal Expansion Basement Proposed Layout .................................................... 85 Figure 14 - Proposed Apron Expansion ..................................................................................... 91 Figure 15 - Overview of Available Land Parcels ........................................................................ 94 Figure 16 - Distribution of business jets by province .................................................................. 99 Figure 17 - Main usage of general aviation aircraft .................................................................. 100 Figure 18 - Suggested Development Site for Light Agri-Industrial Developments .................... 106 Figure 19 - The Big Apple, Colborne (Ontario) ........................................................................ 110 Figure 20 - Springbank Snow Countess Cow Monument and Jumbo the Elephant ................. 110 Figure 21 - Map of Various Ontario Roadside Attractions ........................................................ 111 Figure 22 - Aerial of Tillsonburg Mini Storage .......................................................................... 116 Figure 23 – Example of a Canopy RV Parking ........................................................................ 116 Figure 24 – Typical Layout of RV and Boat Storage Facility .................................................... 117 Figure 25 – Mapping of Sample Layout on B1 Parcel .............................................................. 118 Figure 26 - Suggested Development Site for the Agri-Industrial Park and Warehousing Development ........................................................................................................................... 122 Figure 27 - Planned Activity for Parcel E1 ............................................................................... 125 Figure 28 - Tree-Top Adventure Park Activities ....................................................................... 128 Figure 29 - Suggested Development Site for Tree-Top Adventure Park Development ................. 131 Page 181 of 503 1 ACRONYMS Acronyms Name AAF Aeronautical Assessment Form ATF Aerodrome Traffic Frequency AOM Airport Operations Manual APEC Areas of Potential Environmental Concern APP Airport Protection Plan AODA Accessibility for Ontarians with Disabilities Act ARCAL Aircraft Radio Control of Aerodrome Lighting AVOP Airport Vehicle Operation Permit CHAA Canadian Harvard Aircraft Association CYTB / YTB Tillsonburg Regional Airport ERP Emergency Response Plan ESA Environmental Site Assessment FEC Field Electrical Chamber FRR Fire Resistant Rating GPS Global Positioning System IFR Instrument Flight Rule LNAV Lateral Navigation MPAC Municipal Property Assessment Corporation NEF Noise Exposure Forecast OPSS Ontario Provincial Standards RNAV Random Navigation SMS Safety Management System TAAC Tillsonburg Airport Advisory Committee UST Underground Storage Tank VFR Visual Flight Rule Page 182 of 503 2 1. Executive Summary The Town of Tillsonburg retained the services of consulting group Explorer Solutions to conduct a Master Plan study for the Tillsonburg Regional Airport (CYTB). The objective of the Master Plan is to be an action oriented, working document that identifies and guides the future development of the Airport in a practical and environmentally sustainable manner. The Airport Master Plan presents a comprehensive review of the infrastructure and services currently at the airport and identifies both essential and desirable improvements for the future. It assesses activity and potential growth opportunities in the general and corporate aviation sectors and groundside development scenarios and opportunities. The plan considers short-term (1-5 years), medium-term (6-10 years) and long-term (11-20 years) planning horizons. It assesses the capacity of the airport’s facilities to support the proposed development activities and provides detailed capital and operational expenses. The Tillsonburg Regional Airport, code name CYTB, is classified as a registered aerodrome owned by the Town of Tillsonburg and governed by Town Council and advised by the Tillsonburg Airport Advisory Committee (TAAC). The airport primarily serves flight training providers, private and corporate aircraft owners and operators, charters and aerial work activities and flying clubs and gliders. The property is situated within the Township of South-West Oxford, is zoned MA-1 Airfield Industrial and covers 630 acres of land. YTB operates one (1) paved 5,502’ x 100’ (year- round) and two (2) additional turf 2,348’ x 75’ and 2,258’ x 75’ (seasonal) runways. The airport is manned 7/361 from 8:30 am – 5:00 pm. Self-serve fuel is available beyond regular office hours. Tillsonburg Regional Airport is supported by an air terminal building that houses the airport administration office, a restaurant, boardroom, washrooms and leasable space which is currently occupied by the Tillsonburg Flying School. YTB is home to 74 aircraft (mainly general aviation piston aircraft) stored in 26 stand-alone hangars and 2 buildings of 10 and 4 T-Hangars. The airport is served by RNAV approaches to both runway ends. Currently, YTB host six (6) aviation- related businesses and organizations which support General Aviation activity throughout south- central Ontario. Aircraft movement activity had grown steadily in the first half of the last decade (from 9,500 to 15,000 annual movements) where traffic peaked in 2016 and subsequently declined until 2018 before starting a positive rebound. Many YTB tenants feel the change in reporting hours started in May 2017 contributed to the lower volume of recorded movements and that official movements are in fact higher than recorded figures. Existing Land Use A large portion of the airport property (410 acres) is currently leased to three (3) farmers. The agricultural land leases at the Airport undergo a competitive tendering process. The lease rates of these lands are, on average, lower than other lands in the County due to poor drainage. The remainder of the lands (220 acres) are used for aviation purposes. Page 183 of 503 3 Environmental - a Phase One ESA was completed for a 6.57 ha (16.2 ac.) portion where past studies had indicated possible hazards. Four (4) sites were identified for potential risk, two (2) are around Building 18, one (1) around Building 23 and a remaining area northwest of the runway 08-26 threshold. This last area had been investigated in 2012 and no issues were found. Socio-Economic Considerations – The YTB Catchment Area is defined as the geographic area and population from which an airport attracts its customers/users. The airport has a catchment area of 50 km (recognisant of other airports in the region). This catchment area is home to approximately 642,161 individuals which includes the City of London. With approximately 17,000 residents, the Tillsonburg population represent 2.5% of the catchment area population. In 2020, YTB and its tenants generated a combined economic impact of $4,226,203. There were 20 full- and part-time jobs at the airport. Of this amount, seven (7) jobs were occupied by Tillsonburg residents, another three (3) by Oxford residents and the ten (10) others come from neighbouring Counties. Engagements - An outreach and engagement campaign was conducted. It targeted close to 100 individuals including, airport tenants (private and commercial), local and regional economic leaders, airport users, regional tourism organizations, the Tillsonburg Airport Advisory Committee, Transport Canada and municipal leaders. Aircraft Movement Forecast – YTB is experiencing a steady growth in the number of hangars and based aircraft. The number of hangars has almost doubled in the last decade including five (5) hangars having been added in 2019 and 2020. Three (3) additional hangars are slated to be constructed in 2021. Indicative of the growing popularity of the airport, the aircraft movement forecast estimates a local movement growth close to 50% over the planning period and an itinerant growth of close to 40%. As previously stated, the movement accounting was changed in 2017. As such, we recommend that YTB installs a camera system to follow and account for all movements, thus supporting future planning activities. Categories Direct Effect Indirect Effect Induced Effect Total Jobs (FTE) 10 3 2 15 Jobs (PTE) 10 3 2 15 Total Jobs Created 20 6 4 30 Gross Payroll $632,600 $202,432 $126,520 $961,552 Province Government Revenues Payroll Tax $32,484 $10,395 $6,497 $49,376 Total $32,484 $10,395 $6,497 $49,376 Federal Government Revenues Payroll Tax $61,399 $19,648 $12,280 $93,326 Total $61,399 $19,648 $12,280 $93,326 Government Revenues $93,883 $30,042 $18,777 $142,701 Municipal Taxes Paid to SWOX $30,684 9,819 6,137 46,640 Corporate Expenses $1,652,125 $528,680 $330,425 $2,511,230 Current Investments $393,000 105,280 65,800 564,080 Grand Total $2,802,292 $876,253 $547,658 $4,226,203 66.3% 20.7% 13.0% 100.0% Page 184 of 503 4 Airport Protection and Vicinity Plan - In the case of YTB, there is an extremely limited number of residential houses (less than 10) on the approaches and departure zones of all six (6) runways. The surrounding areas and lands are predominately agriculture which limits any potential residential development. Currently, there is no conflict or noise issues identified. There are also no infringements in the Obstacle Limitation Surfaces. Airport Operations - The Tillsonburg Regional Airport is not required to have any airport manuals by Transport Canada regulations; however, the current management has multiple manuals that are quite comprehensive regarding the Airport and its operations. While these manuals are thorough, several have not been updated in up to five (5) years. Where full manuals do not exist, there are standard operating procedures or guidelines to outline airport operating procedures. One of the issues (and a liability) at YTB is the uncontrolled airside access allowing tenants to reach their hangars, but also anyone from entering the airside. The planned construction (scheduled for 2021) of an access road to the general aviation area will support addressing this issue but card lock security gates should also be installed to allow only validated individuals and vehicles to the airside. To a lesser extent, YTB is presently not fully fenced and most of the fencing is less than four (4) feet in height. Fencing the entire airport would come at a high cost (estimated at $350,000) and is not required due to the low number of wildlife encounters. We recommend the airport establishes a Wildlife Plan to inform tenants and staff on procedures when wildlife is spotted. There is presently no investment attraction and airport marketing strategy in place to promote YTB to potential investors. Such a strategy would be helpful to drive more business to YTB. With the size of YTB, a full-time marketing and investment attraction specialist position is not required. A shared responsibility of Town staff or retaining the services of a specialized third party could be suitable options. Infrastructure Assessment Runways and Taxiways are in overall fair to good condition and resurfacing and rehabilitation have been planned in the capital investment forecast. With the airport experiencing a steady growth, a number of targeted upgrades have been identified. Taxiways Rehabilitation and Expansion The four (4) official taxiways at the airport are in overall good condition. The planned development of YTB will still require various work on all of them. For Bravo and Charlie, their extension is tied to market demand and commercial hangar development. No major rehabilitation work in the plan duration of the report is envisioned. Taxiway Alpha is a single lane connection to Runway 08-26. It has been observed to cause air traffic congestion during peak periods and some subsequent improper aircraft maneuvering. We recommend that Taxiway A be widened to enable aircraft to cross each other. In support of this widening, we also recommend an engine run-up area be added to the northwest side of the main apron. Page 185 of 503 5 Taxiway Delta is the main general aviation artery. Presently, all traffic is funnelled through taxiway G2. A proper taxiway design would see all “G” taxiways connecting to Delta. Our recommendation is to extend Delta to G3 (according to the implementation plan) and when required to G4 and G5. At a later stage, we are also recommending a new taxiway to be built between Delta and Runway 08/26. This new taxiway could be an extension of G2 and would serve to reduce congestion on Alpha. In the General Aviation Area, multiple improvements should be done the G category of taxiways: • G1 is not properly configured and sized (width, weight capacity, distance to objects, turning radius) for the type of hangars being developed and associated aircraft. • G1 should be directly connected to Delta and can be expanded to host more hangars. • G2 can be expanded to host more hangars. • G3 should be directly connected to Delta and can be expanded to host more hangars. • Mid- to long-term development will require the addition of other G taxiways (G4 and G5). The main apron is in fair condition and would need to be rehabilitated over the next ten (10) years. A strong track filing program should be considered to extend its life. There are a number of other issues with the apron. Mainly, the lack of space and/or dedicated run-up area, the lack of aircraft parking space and tie-downs, all taxiways tying back to the main apron, the fuel farm located at the entrance to Taxiway Delta thus reducing the movement areas and the growing number of itinerant flights. To alleviate a fair number of these issues, it is recommended the main apron by expanded by 32,000 sq ft (3,200 sqm) eastward and connected on its southern end to Taxiway Bravo. Such an expansion would allow fifteen (15 new aircraft parking and tie- downs spaces. It would free space on the actual apron for the previously mentioned designated run-up area and move aircraft away from the fuel farm area. Runways It is noted that the operational runway length is restricted by the presence of trees on the approach to runway 26 and a 1,000-foot displaced threshold is in effect. This situation is well known and documented. The main runway is in fair to good condition and the expected life is over 10 years with annual maintenance. A runway overlay is recommended in phase 3, along with an annual crack sealing program. Two (2) secondary grassed runways (02-20, 14-32) would require increase level of maintenance for a few years and should be rolled a few times every year and sowed annually. The Fuel Farm is becoming dated. An increasing number of maintenance issues are occurring and the tanks are nearing their end of life. To avoid environmental risk and associated liability, we recommend the Airport should replace its fuel farm in Phase 1 of the capital investment plan. Noted that the new tanks should be located above grounds as requested by Transport Canada. Another issue that YTB will need to address in the coming year’s is the limitation if its electrical systems. There are only 19 general aviation outlets available from the on-site transformers and 22 outlets for the commercial side. This is achievable only if loads from each new service are similar to the current pattern of use, and if the distribution of new services can fully utilize the location of existing transformers. (Transformer 2 (11 commercial outlets) is far from the commercial area). Page 186 of 503 6 Additional capacity is required to entertain future expansion of hangar facilities and address electrical needs for anything more than the 41 hangars or other minor improvements / expansions. To satisfy the newly projected fully built-out masterplan, an additional three-phase transformers is required. The planned demand accounts for the: • Expanded GA hangar infrastructure by 62 new hangars; • Expanded commercial hangar infrastructure, some potentially requiring three-phase service by eight (8) to nine (9) new, large hangars; • Proposed commercial development (other than the Airport operations zone), which would be closer to Hwy 19; • Other proposed industrial and commercial development lands. To determine the exact demand requirements of the larger development, the Town should consider undertaking a comprehensive electrical master plan including a capacity study. Drainage is a recurrent concern at YTB due to the type of soil that impede surface water absorption, and poor run-off conditions in groundside areas. The site is drained by a series of roadside ditches, catch basins and storm sewers. The Town has developed a Preliminary Grading Plan, including the General Aviation Access Road, Taxiways D, G4 and G5 and a Preliminary Storm Sewer Design Plan. We have adjusted the proposed gradings to facilitate water run-off but it is recommended that a detailed stormwater management review be undertaken. The Terminal is nearing its capacity mainly due to the growth of the restaurant and overall activities. To meet demand, we are suggesting a 35% expansion in area on both floors. The restaurant expansion changes its category from Group E to a Group A2 use by increasing the patron load over 30 persons, and therefore the entire building design becomes governed by Part 3 of the Building Code. The change of group may also affect the washroom requirements. The proposed expansion also takes into consideration pilot services by reintroducing a dedicated pilot lounge, flight planning rooms, and the addition of a new exit from the basement (toward the apron) to alleviate movements on the ground floor. The expansion also serves the need for a larger restaurant kitchen and storage space. We also suggest making the terminal compliant under the Accessibility for Ontarians with Disabilities Act (AODA) by adding a small elevator. Overall, we recommend YTB works to an A2 classification that will permit expansion of the Terminal building so that it complies with OBC. The primary Airport Access Road is paved and in good condition. Realignment of the primary access road to the east would allow for a future extension of Taxiway G1, including several taxiway options east of Taxiway G1. The emergency access roads provide access to the threshold of runway 08 and 26 from Airport Road. The emergency access roads are gravel and in poor condition. The roadway should be upgraded to ensure heavy-duty emergency vehicles can be accommodated. The proposed future airport layout, the development phasing, and class D cost estimates for the above infrastructure upgrade and development are listed in the table below: Page 187 of 503 1 Page 188 of 503 1 Land Use Plan A series of development options and concepts were identified to maximize the growth of aviation activities, associated airport revenue and plan future land use developments. These options reflect the past studies review, feedback from engagements, regional market trends and opportunities. The airport lands were divided in seven (7) zones. Parcels A1 and A2 are mainly dedicated to aviation related activities, Parcels B1 and B2 would host non-aviation commercial tenants, Parcels C1 – C5 remain as agriculture use, Parcels D1 and D2 would provide more revenues if turned into agriculture related food processing and/or warehousing, and Parcel F1 into a commercial leisure park. Finally, we recommend parcel E1 be sold and revenue from the sale be used to supplement the Airport Development Fund. Page 189 of 503 2 Proposed Land Use P-A1 (52 acres) • General Aviation Park Expansion P-A2 (43 acres) • General Aviation commercial services and maintenance • Non-Aviation Option - Light Agri- Industrial Park (Southern Part of A2) P-B1 (25 acres) • Commercial Retail (Agri-Tourism) P-B2 (8 acres) • Commercial Storage - RV / Boat / Vehicle / Equipment Storage P-C1 to C5 (174 acres) • Agricultural Farming P-D1 (33 acres) P-D2 (18 acres) • Light Agri-Industrial Space with agriculture/agri-food warehousing and storage, and supportive office space P-E1 (48 acres) • Land Sale for Continued Agriculture Farming P-F1 (26 acres) • Leisure/Tourism - Tree-Top Adventure Park Parcel A1 – Through a planned marketing campaign, we recommend YTB works to attract and grow the number of based aircraft and hangars. The development should include various sized hangars to cater to the various clienteles. The Town/Airport should consider owning some hangars as a way to generate additional revenue. This development alone could generate over $2.8 million in pre-tax profit over 20 years and alleviate the airport’s operations deficit. Parcel A2 – The growth in the number of based aircraft will support the attraction of aviation services businesses and the development of a one-stop-shop for general aviation maintenance and services at YTB. Spaces for new hangars are still available on Taxiway Charlie which can also be extended. With 43 acres, portion of parcel A2 could also be used for non-aviation purposes. As such, a light industrial part dedicated to either aerospace and/or agricultural businesses could be located on the frontage of Airport Road. The revenues from this parcel are much less at an estimated pre-tax profit of $267,000 over 20 years, but the added value is in the amount of municipal taxes generated: over $19 million. Parcel B1 – Presently, this land parcel is leased for agricultural farming. Making use of its frontage on Highway 19, we recommend converting it to a “destination” commercial retail and tourism concept similar to Coyle’s Country Store or the Big Apple in Colborne (Ontario). At a recommended land lease price of $3,000/acre, this concept which uses only 1/3 of the parcel would generate approximately $85,000 of pre-tax profit over 20 years and close to $8 million in municipal taxes. Parcel B2 – This land parcel is currently utilized for agriculture purposes. Through a market analysis, we recommend the land be used for a higher value project such as indoor and outdoor Page 190 of 503 3 storage. Estimated land lease over the 20-year period is $165,000 and taxation amount close to $1 million. Parcels C1 to C5 – Located in close proximity to all aircraft movement areas, we recommend these land parcels remains for agricultural usage. But the land lease price of $260/acres seems a bit low compared to other airports. As such, we recommend the Airport negotiate the next agreement to a minimum of $300/acres and a 5% incremental raise every five (5) years. The Airport should also consider tiling the land, the cost of which could be compensated by better yields for farmers thus a higher land use leasing rate. At $300 per acre, the Airport would generate and additional $1.3 million over 20 years. No changes to taxation. Parcel D1 and D2 – Presently leased for farming, we suggest the Airport look at another usage generating higher revenues. The proposed development concept targets food processing and warehousing. One (1) caveat is the capacity of Prouse Road to accommodate heavy trucking. If the concept was to move forward at a land lease price of $3,000/acre, using about 20% of the land, the parcels would generate approximately $400,000 in revenue over the plan period and over $16 million in municipal taxes. Parcel E –This parcel is presently used for farming. We were informed that the Town was looking to sell off some lands to generate revenue to pay for Airport Infrastructure rehabilitation and upgrades. As such, this parcel lends itself well to such a land sale as it does not impact aviation activities. Market research shows that the parcel could be sold for $25,000 per acre generating a $1.2 million in revenue (see Airport Development Fund for proposed usage for this amount). Parcel F – This 26-acre forested area is not used and does not generate any revenue. As a way to grow tourism activities in the region, we suggest the Airport and local Tourism leaders try to attract a tree-top style project. An initial outreach with such a business demonstrated potential interest. Leasing the full 26 acres at $1,000 acre would generate over $500,000 in revenue and $295,000 in property taxes over the planned period. Aviation Tourism Package – Not tied to the land, we also recommend the airport works with regional tourism partners to development pilot and aircraft related tourism packages. Initial discussions show the potential to develop four (4) packages: 1) Event and Festival, 2) Cheese Trail, 3) Lake Erie Shoreline and 4) Exclusive Getaways. Based on 200 aircraft using these packages annually, they would generate a modest $55,000 in airport revenues but over $1 million in economic impact throughout Tillsonburg and the region. To drive these various developments, the Airport team should be supported either by the Town’s Economic Development Officer or a specialized third party. A full-time position is not required. The chart below provides a summary of all land use new revenues and associated taxes. Page 191 of 503 4 Land Parcel Project Description 20-Year Airport Owned Hangars 20-Year Land Lease Revenues Land Sale Investment Principle 20-Year Accrued Interest Revenues on Land Sale 20-Year Accrued (New) Property Taxes A1 General Aviation Park $2,690,342 $162,420 n/a n/a $681,102 A2 Commercial Aviation Park $51,585 n/a n/a $417,197 Light Industrial Park n/a $216,963 n/a n/a $18,792,144 B1 Retail Development n/a $84,474 n/a n/a $7,984,646 B2 Equipment Storage n/a $165,768 n/a n/a $1,090,739 C1-C5 Agricultural Farming n/a $1,295,600 n/a n/a No net new taxes D1-D2 Logistics, Warehousing & Distribution n/a $398,908 n/a n/a $16,181,547 E1 Land Sale (Agricultural) n/a n/a $1,200,000 $1,832,340 No net new taxes F1 Tree-Top Adventure Park n/a $530,347 n/a n/a $295,602 Total: $2,690,342 $2,906,065 $1,200,000 $1,832,340 $45,442,977 Airport Fees – The general consensus revealed that rates and fees at YTB follow the southern Ontario average. Significantly raising these rates could impact the interest of aircraft owners to locate on site. However, YTB land leases apply only to the footprint of the buildings and not to the total land surface leased by tenants. As such, we recommend the Airport should include the lands between the hangar and the taxiway as part of the leasable lands and a buffer zone of one (1) or two (2) metres (5 feet) around the building. For tenants installing a septic bed or other amenities, these lands should also be considered as leasable lands. Other fees that could be changed include monthly aircraft parking and possibly tying landing fees to aircraft weight. Airport Funding – A long standing topic at YTB is the lack of participation from Southwest Oxford Township and Oxford County in the airport ownership and recurrent funding. To unlock part of this situation, we recommend the creation of a jointly managed Airport Development Fund. This fund would be created by capturing a portion of newly generated (2022 and beyond) taxes from future airport developments. The fund would serve to rehabilitate and develop the infrastructure to raise aviation and non-aviation activities, support job creation and the overall economic impact. Page 192 of 503 5 2. Airport Profile To provide background information and offer situational context used as the basis for the development concepts, the following information provides an updated Airport Profile of the Tillsonburg Regional Airport. The information provided below was obtained from the 2019 Airport Feasibility Analysis Study and was subsequently validated and verified with the Town and Airport Administrator, and updated accordingly. 2.1 Airport Location Situated within Southwestern Ontario, the Tillsonburg Regional Airport (YTB) is a registered airport nestled between Highway 401 (16 km to the north) and 7 km north of Tillsonburg. Its proximity to other major metropolitan centres includes St. Thomas (48 km) to the southwest, London (55 km) to the northwest, Woodstock (32 km) to the north and Brantford (58 km) to the northeast. Other nearby airports include Woodstock Aerodrome (31 km), St. Thomas Municipal Airport (41 km), London International Airport (52 km), and Brantford Municipal Airport (52 km). Table 1 presents a summary of nearby airports with their corresponding instrument procedures. Table 1 - Nearby Airports with Instrument Procedures ID Name Heading Distance CYXU London Airport 298° 18.9 CYKF Kitchener/Waterloo Airport 035° 35.9 CYHM Hamilton Airport 076° 38.7 CYYZ Toronto/Lester B. Pearson International Airport 055° 66.5 CYSN St Catharines/Niagara District Airport 085° 71.1 CYTZ Toronto/Billy Bishop Toronto City Airport 063° 72.7 2.2 Airport Role and Classification The airport is classified as a registered aerodrome. Within this classification category, the role of the airport is to serve charter, flight training providers, corporate and private aircraft owners and operators, and flying clubs and gliders. Overview of the Infrastructure Situated on 630 acres of land, the Tillsonburg Regional Airport (YTB) is a regional airport with one (1) paved (year-round) and two (2) additional turf (seasonal) runways (see Figure 1). Both turf runways operate without any winter maintenance. The airport is serviced by single phase electric power, well water and a septic bed system. The office staff are onsite throughout the day (weekday and weekends) from 8:30 am – 5:00 pm. Self-serve fuel is available beyond regular office hours. The airport is closed four (4) days of the year: December 25 and 26, January 1, and the third Monday of February for Family Day. Page 193 of 503 6 The airport is capable of supporting both VFR (Visual Flight Rules) and IFR (Instrument Flight Rules) operations down to 450 ft (76 m) and 1 mi (1.6 km) visibility of non-precision approach limits and departures in visibility down to 1⁄2 mi (0.8 km). The airport is equipped with LNAV approaches. 2.3 Runways 2.3.1 Runway 08-26 Runway 08-26, the primary runway, is 5,502’ x 100’ (1,677 m x 30.5 m) with a paved asphalt surface. The threshold of Runway 08-26 is displaced 1,000’ due to the presence of trees immediately east of the Airport property boundary. Runway 08-26 can support operations for aircraft up to and including the DHC8-400, General Aviation (GA) corporate aircraft, and other turbofan (jet) aircraft types carrying fewer than 100 passengers. 2.3.2 Runways 02-20 and 14-32 Two (2) secondary turf runways are currently operational at Tillsonburg Regional Airport - Runway 02-20 and Runway 14-32. Runway 02-20 has dimensions of 2,348’ x 75’ (715.7 m x 22.9 m) and Runway 14-32 extends 2,258’ x 75’ (688.2 m x 22.9 m). The two (2) turf runways are primarily used by smaller piston aircraft involved in recreational and flight training activities. All four (4) turf runway thresholds are displaced (either 100 ft. or 300 ft.) due to the presence of seasonal tall crops and are not maintained during the winter season. 2.4 Taxiways and Aprons Tillsonburg Regional Airport provides one (1) primary taxiway (Alpha) that connects the approximate midpoint of Runway 08-26 to the Airport’s main apron. The taxiway is paved asphalt and is approximately 15 m wide. Two (2) additional paved taxiways connect the main apron to the east (Bravo) and west (Delta) development areas at the Airport. The main apron is a paved asphalt surface and measures approximately 60 m x 60 m. The apron supports aircraft tie-downs and has a cardlock aviation fuelling system. The configuration of the main apron, the primary taxiway and the private taxiways can result in congestion during peak periods resulting in a limited area available to park aircraft on the main apron. Furthermore, the Airport’s single taxiway connection to Runway 08-26 has been observed to cause congestion during peak periods. At times, this congestion results in departing aircraft having to exit the taxiway and hold short of the runway (within the grass area beside the taxiway), to allow for aircraft to clear the runway environment before taxiing to the main apron. Page 194 of 503 7 Figure 1 - Aerial View of YTB Runways 2.5 Terminal Building Tillsonburg Regional Airport is supported by an air terminal building that houses the airport administration office, a restaurant, boardroom, washrooms and leasable space which is currently occupied by the Tillsonburg Flying School. The building is located at the centre of the core area and supports administrative functions and aircraft arrivals and departures. The building is supported by a vehicle parking area with the capacity to support 48 light vehicles. The building presently has limited passenger processing capacity, with restaurant activities occupying most of the ground floor. The terminal is capable of supporting modest scheduled and/or charter air services (9 seat aircraft). 2.6 Hangars Tillsonburg Regional Airport is home to two (2) CHAA hangars, five (5) commercial hangars, one (1) ten bay T-Hangar, 18 single hangars and one (1) hangar with four (4) owners and four (4) doors. Page 195 of 503 8 Figure 2 - Aerial View of YTB Terminal and Hangars 2.7 Aviation Service Facilities 2.7.1 Aviation Communications A Universal Communications Service (UNICOM – 123.0) is provided at the Tillsonburg Regional Airport during normal operating hours. This communication service provides airport advisory information (wind speed, direction and other reported traffic) that can be conveyed to aircraft operating in the Airport’s vicinity. In addition, the Aerodrome Traffic Frequency (ATF) is used to communicate intentions, aircraft position and other information between aircraft operating in the vicinity of the Airport. 2.7.2 Airport Support Facilities Several aviation support facilities are available at Tillsonburg Regional Airport, including: Page 196 of 503 9 • 24-Hour Aircraft Fuel Services including 100 Low-Lead (Avgas) and Jet A1 fuel sales; • Private hangar rentals; • Servicing/Minor Aircraft Repairs; • Major Aircraft Repairs; • Extended Term Aircraft Parking; • Aircraft Tie Down Facilities; • An onsite restaurant within the terminal building; • Flight school with aircraft rental; and • Avionics Within 10 km of the airport, taxi, medical aid, accommodations and vehicle rental options are also available. 2.8 Air Navigation Facilities 2.8.1 Instrument Flight Procedures Non-Precision Instrument Approach Capability is provided for Runway 08 at Tillsonburg Regional Airport. A GPS-based LNAV Instrument Flight Procedure (IFP) provides increased airport availability during periods of poor weather to a minimum descent altitude of 436’ Above Ground Level (AGL) with visibility limits of 1.5 statute miles. The airport is served by RNAV approaches to both runway ends. 2.8.2 Visual Aids The Airport is equipped with the following visual aids to support regular aircraft operations, and operations during periods of darkness and/or reduced visibility, including: • An Aerodrome Beacon; • Low-Intensity Runway Edge Lighting (08-26); • Low-Intensity Threshold and Runway End Lighting (08-26); • Aircraft Radio Control of Aerodrome Lighting (ARCAL) System; and • Lighted Windsocks. 2.9 Governance Structure The Tillsonburg Regional Airport is owned and operated by the Town of Tillsonburg. Airport operations are overseen by an Airport Administrator who reports to the Manager of Public Works, who in turn reports to the Town’s Director of Operations. The airport is operated under the umbrella of the Town’s Operations Department and maintenance resources (equipment and personnel) are provided to the Airport by Public Works. The Airport is governed by Town Council and advised by the Tillsonburg Airport Advisory Committee (TAAC). The TAAC’s mandate is to: Page 197 of 503 10 • Advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport; • Provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives; and • Provide a forum for dialogue and communication. Day-to-day operations of the airport are the responsibility of Town staff. 2.10 Main Tenants, Key Businesses and Partners Currently, YTB has six (6) aviation-related businesses and organizations which support General Aviation activity throughout south-central Ontario as presented in Table 2. Table 2 - Tillsonburg Regional Airport Tenants and Businesses Aviation Business (onsite) Description Canadian Harvard Aircraft Association (CHAA) Acquire, preserve, maintain, display, and demonstrate Harvard and other training aircraft associated with the British Commonwealth Air Training Plan and the Royal Canadian Airforce. Lee Air Leasing Ltd. Provides aircraft maintenance and specialized work. Tailwind Aviation Services Specializes in avionics for amateur built and certified aircraft. Tillsonburg Flying School Private flying school located on the lower level of the air terminal building offering flight training using Cessna 150 and Cessna 172 aircraft. Independent Aircraft Mechanic Mark Kniss – independent aircraft mechanic. Independent Aircraft Mechanic Dave Gurd – independent aircraft mechanic. Skyway Café In-Terminal Restaurant 2.11 Airport Utilization Tillsonburg Regional Airport experiences a relatively even split of local and itinerant (visiting aircraft) traffic. Aircraft movement levels (takeoffs and landings) are recorded regularly by the Airport Administrator. Historical aircraft activity levels at Tillsonburg Regional Airport are shown in Figure 2.2. Between 2011 and 2016, aircraft movement activity has grown steadily from 9,500 to 15,000 annual movements. Traffic peaked in 2016 but has declined since for several reasons: Page 198 of 503 11 • The loss of flight instructors at the flight school; • The closure of flights schools in London that frequented Tillsonburg Regional Airport; and • A reduction in the traffic reporting hours starting in May 2017 coincided with installing the card lock fuel system. We believe this new system impacted data collection. (Though recorded traffic may have declined as a result, actual traffic may not have declined by the same number). Chart 1 - Tillsonburg Regional Airport Historical Aircraft Movements Records also indicate that in 2017 the Airport supported 69 corporate flights (53 in 2018, 46 in 2019 and 28 in 2020) – see Chart 2. These aircraft operations supported executive transportation to local businesses, individuals visiting the area to engage in fishing and hunting activities, and other purposes. The Airport is home to approximately 74 plus commercial and GA aircraft and supports a wide variety of recreational, government, and corporate users, including, but not limited to, the Ontario Provincial Police, Ornge, the Department of National Defence, and others. Page 199 of 503 12 Chart 2 - Corporate Aircraft Usage at YTB (2017 - October 2020) 3. Airport Existing Planning – Preliminary Review and Considerations This section evaluates the airport property, the current uses and the zoning designations of the various land parcels available for development. The objective is to determine any potential constraints that may limit the expansion of existing and future aviation activities and the development of non-aeronautical uses at the airport. 3.1 Airport Property The airport property totals approximately 630 acres (see Figure 3). The airport is bordered to the west by Plank Line (Provincial Hwy 19), to the south by Airport Road and to the north by Prouse Road. Figure 3 depicts the airport property lines. The property is situated within the Township of South-West Oxford, is zoned MA-1 Airfield Industrial and its ROLL Number is 321101003023100 (and PIN 000160089). The property has the following MPAC assessed values: • Apportionment 9801: o Assess Value: $5,637,500 o Tax Class: Farm, Occupied o Date: November 3, 2019 • Apportionment 9803 o Assessed Value: $972,200 o Tax Class: Commercial, Occupied o Date: November 3, 2019 • Apportionment 9804 o Assessed Value: $2,040,200 Page 200 of 503 13 o Tax Class: Residential, Occupied o Date: June 15, 2020 Figure 3 - 244411 Airport Road,South/West Oxford Twp 3.2 Existing Land Uses Non-Aeronautical Use A large portion of the airport property (410 acres) is currently leased to three (3) individual farmers. The property is split into three (3) segments that measure 347.3 acres, 48.7 acres and 8 acres. The agricultural land leases at the Airport undergo a competitive tendering process. This process is appropriate, and it is recommended that it continue. Two (2) of the farmers who lease the 48.7- and 8-acres segments have a lifetime lease in place, and they pay the same rate as the farmer who leases through the tendering process. There are no other leases other than hangar land leases at the airport. Page 201 of 503 14 Figure 4 - Tillsonburg Regional Airport - Leased Airport Lands 3.3 Environmental Considerations G2S Consulting Inc. (G2S) was retained by Explorer Solutions (the Client) to complete a Phase One Environmental Site Assessment (ESA) for a portion of the airport property located at 244411 Airport Road in Tillsonburg, Ontario. The property is occupied by the Tillsonburg Regional Airport and a Phase One ESA was completed for a 6.57 ha (16.2 ac.) portion, hereinafter referred to as the ‘Site’. (See Appendix A - Phase One Environmental Report). G2S understands the Client requires a Phase One ESA for due diligence purposes related to the development of an Airport Master Plan to guide the future development of the Tillsonburg Regional Airport. The Site will be used for commercial use, and a change in property use to a more sensitive use is not planned. In this regard, a Record of Site Condition (RSC) is not required under O. Reg. 153/04, as amended, and the Phase One ESA was completed to meet the CSA Standards. The purpose of this Phase One ESA was to determine the likelihood that one or more contaminants have affected the Phase One ESA property from present or past Site activities , or from surrounding properties. This Phase One ESA was completed in accordance with the general requirements of CSA Standard Z768-01 (R2016), which outlines the protocol for Phase One ESAs. This Phase One ESA incorporates the concept of Potentially Contaminating Activities (PCAs) and Areas of Potential Environmental Concern (APECs) identified by the Ministry of the Environment, Conservation and Parks (MECP) as outlined in Schedule D (O. Reg. 153/04). The current owner of the Site is The Corporation of the Town of Tillsonburg. Page 202 of 503 15 The Site comprises an irregular-shaped portion occupied by the airport terminal building, several hangars and accessory buildings, and a small former residential parcel located west of the airport buildings. The Site is located on the north side of Airport Road, approximately 1,500 m east of Highway 19 and covers an approximate plan area of 6.57 ha (16.2 ac.). The Study Area consists of residential, commercial, and agricultural land use. Spittler Creek is located approximately 670 m southwest of the Site. Based on information collected from the Site visit and records review, the Site wa s vacant undeveloped land until the 1940s when the Royal Canadian Air Force (RCAF) purchased the land for use as an airbase to support flying training during World War II. After the war, Merve Hicks operated the airport from 1946 to 1962, and during those years, the airport became known as the Hicks and Lawrence Airport, which included a flight school. The Corporation of the Town of Tillsonburg (current owner) acquired the Site in 1983, and the airport terminal building was demolished and replaced with the current building in 2010. In general, the east portion of the Site is occupied by the Canadian Harvard Aircraft Association and other private leases, and the west portion of the Site comprises several private hangars. The Phase One ESA identified two On-Site PCAs and one Off-Site PCA, which were assessed based on observations of the operations, their location relative to the Site with respect to the inferred groundwater flow direction, their tenure and expected chemical storage amounts. Based on review and evaluation of the information gathered, the following APECs have been identified on-Site: • APEC 1: Northeast Site limits - Current and historical new and used oil storage practices at Building 23, along the east Site boundary. • APEC 2: North Site limits - Previous underground storage tanks (USTs) located northeast of Building 18, and current USTs located northwest of Building 18 used to store aircraft fuel. • APEC 3: West Central Site Area - Current presence of one diesel fuel above ground storage tank (AST) located west adjacent to the asphalt parking lot south of Building 18. • APEC 4: Northwest Site limits - Reported historical dumping of empty drums of DDT (a pesticide) and residue in the forested area northwest of the Site. This site was investigated around 2012 and no contamination was found at the time. Based on the findings of this Phase One ESA, a Phase Two ESA is recommended to investigate the potential for contamination related to the above-noted APECs. The cost of a Phase 2 ESA is $13,800. Given the age of some of the buildings on Site, there is the potential for the presence of hazardous materials in building materials, including asbestos-containing materials (ACMs), lead-based paints, mercury and PCB-containing substances. Should renovation or demolition be planned in the building, a designated substances survey should be performed in accordance with the Ministry of Labour Regulations. It should be noted that if a Record of Site Condition (RSC) is required for the property under O.Reg. 153/04, further investigation may be required. Page 203 of 503 16 3.4 Socioeconomic Considerations The socioeconomic portrait aims to assess the current state of the economic environment of the airport, its surrounding communities and all others who benefit from the airport’s presence and economic impact. This socioeconomic portrait measures regional differences between the Town of Tillsonburg and its surrounding area. This exercise allows for the identification of any potential market differentiators and strengths that could eventually support or facilitate innovative growth ideas and concepts at the airport. 3.4.1 Catchment Area The Catchment Area is defined as the geographic area and population from which an airport attracts its customers/users. The YTB airport has a 50 km catchment area (Figure 5) which extends southwest beyond St. Thomas to Kingsville; north to London, Ingersoll and Woodstock; and east to Paris, Brantford, Waterford, Simcoe and Port Dover. The catchment is home to approximately 642,161 1 individuals, with the Township of Southwest Oxford as the regional centre. Figure 5 - 50-kilometre radius around Tillsonburg Regional Airport Compared to the 50 km radius above, Figure 6 (below) presents the catchment area from the perspective of being attainable within a 60-minute driving radius by vehicle surrounding the Tillsonburg Regional Airport. 1 https://www.freemaptools.com/find-population.htm Page 204 of 503 17 Figure 6 - 60-Minute Driving Radius from Tillsonburg Regional Airport For the remainder of this section, the majority of the data presented in the socioeconomic portrait was obtained using Statistics Canada and the 2016 Census datasets. The socioeconomic portrait seeks to isolate the towns of Tillsonburg, Ingersoll and Woodstock, and compares the counties of Oxford, Elgin, and Norfolk. When applicable, the provincial figures are also included for comparison purposes. 3.4.2 Income – Individual vs. Household It is important to analyze each region separately to obtain a complete economic spectrum of the distribution of populations in the comparable urban and rural areas. Demographics vary between regions, and it is important to break down the information regionally. After-tax Income was among the key economic indicators analyzed. Individual and household After-Tax Income are the most common metrics used when analyzing the purchasing power of a population. Chart 3 shows that at the individual level, the average after-tax income is fairly uniform between the three (3) towns and counties with a spread of $2,772. When compared to Oxford County’s average, the Town of Tillsonburg falls short by $2,404 (7%). When compared to the provincial average, the Town of Tillsonburg falls short by $4,830 (14%). Of the three (3) municipalities, the Town of Ingersoll reports the highest individual after-tax income ($37,070), representing 7.49% higher than the Town of Tillsonburg. Page 205 of 503 18 A similar pattern also exists when considering After-Tax Household Income. The three (3) municipalities and counties are spread over a range that differs by $10,077. Compared to the Oxford County average, the Town of Tillsonburg falls short by $10,077 (16.2%), and when compared to the provincial average, the Town of Tillsonburg falls short by $18,279 (29.5%). Compared to the other two (2) municipalities, Woodstock’s After-Tax Household Income is 10.9% higher with $68,803, and Ingersoll is higher by 16.1% at $72,019. Chart 3 - Average Individual vs Household After-Tax Income (2015) Chart 4 - Total Private Dwellings by Region (2016) In terms of the number of private dwellings by jurisdiction, Oxford County has the highest number with 45,350 private dwellings (as shown in Chart 4), followed by Elgin and Norfolk Counties with 36,613 and 28,720 respectively. The Town of Tillsonburg contains 16.8% of the private dwellings that are situated in Oxford County. At the municipal level, Tillsonburg has 2,105 more private dwellings than Ingersoll (representing an increase of 40.5%), but has 10,233 less than Woodstock (which equates to having 140% more private dwellings). Page 206 of 503 19 3.4.3 Population by County Chart 5 - Population by Municipality and County (2011-2016) Chart 5 represents a breakdown of the population by Municipality and County from the 2011 Census, 2016 Census and 2020 Statistics Canada Annual Estimates. The changes in the percentage of these reported figures are provided in Chart 7 below. From 2011 to 2020, Tillsonburg experienced a population increase of 2,183 people, representing a positive change of 14.3%. From 2011 to 2016, the population in Tillsonburg increased from 15,301 to 15,872, a rise of 3.7%. In the following four years, from 2016 to 2020, the population rose from 15,872 to 17,484, representing a 10% increase. A steady trend of population growth can be observed from Chart 6 below. Based on the 2020 data, the Town of Tillsonburg represents 14.3% of Oxford County’s total population. Chart 6 - Town of Tillsonburg Population (2016-2020) Page 207 of 503 20 Chart 7 illustrates the change in the percentage of the population between 2011 and 2016, and between 2016 and 2020, for each municipality and county. Using Ontario as the baseline (which experienced an increase of population by 4.6% during 2011 – 2016 and 9.6% during 2016 - 2020), Elgin and Norfolk Counties experienced the smallest increases in population by 8.4% and 9.3%, respectively, between 2016 and 2020. In the past four years, Oxford County and the Town of Ingersoll grew at a slighter faster rate of 10.5% and 10.8, respectively, when compared to the provincial rates. The Town of Tillsonburg had moderate growth of 10.2%, which is slightly below Oxford County, Ingersoll and Woodstock. Woodstock experienced the highest growth rate of 13.2% from 2016 to 2020. Chart 7 - Percent Change in Population by Municipality and County Page 208 of 503 21 Chart 8 - Historical and Projected Population by County (2011-2046) Chart 8 provides a visual indication of the forecasted population growth trends of Oxford, Elgin and Haldimand- Norfolk Counties between 2011 - 2046. The manner in which the data was provided by the Ministry of Finance, Haldimand-Norfolk was grouped together. In an effort to better understand Chart 8 above, Chart 9 (below) provides a closer examination of the percent change in population between the most recent population figures from 2017. The forecasted population counts for 2046 as set out by the Ministry of Finance. Compared to the projected population growth at the provincial level of 31.5%, Oxford County shows very similar growth projections of 30.6%. Elgin County is showing the lowest forecasted growth projection of 18.5% and Haldimand-Norfolk is in the middle with 25.0% forecasted growth. Chart 9 - Percent Change in Population (2017-2041) Page 209 of 503 22 3.4.4 Employment Chart 10 - Labour Force Participation Rates by Region The three (3) Municipalities and Counties including the Province of Ontario all boast an employment participation rate that ranges between 55.8% and 68.4%. At the County level, Oxford maintains the highest participation rate of 66.7%, followed by Elgin and Norfolk with 63.4% and 59.6%, respectively. At the Municipal level, Ingersoll reports the highest participation rate at 68.4%, followed by Woodstock (65.0%) and Tillsonburg (55.8%). The Province of Ontario on its own rests at 64.7%, which is 2% less than reported within Oxford County. When considering the unemployment rates, Norfolk County is the highest and above the provincial average by 0.1%. The Town of Tillsonburg and Elgin County are nearly tied at 6.4% and 6.3%, respectively and Oxford County holds the lowest unemployment rate of 4.8%. The Towns of Woodstock and Ingersoll both have slightly higher unemployment rates which hover at 5.3% and 5.8%, respectively. Page 210 of 503 23 Chart 11 - Percent Self-Employed by Region Chart 11 illustrates the percent of each comparable region that is self-employed and compares those figures to the provincial average. While the Province of Ontario is identified at 11.5%, Norfolk (of the three counties) has the highest level of self- employed individuals at 13.7%. Comparatively, the Town of Tillsonburg maintains the highest self-employed rates when compared to the Towns of Ingersoll and Woodstock. Both Oxford and Elgin Counties are also slightly above the provincial average with 11.6% and 12.0%, respectively. Page 211 of 503 24 3.4.5 Main Business Sectors Chart 12 - Number of Businesses by Industry by Municipality (2019) Chart 12 illustrates the number of businesses by NAICS classification code in 2019 situated throughout the Towns of Tillsonburg Ingersoll and Woodstock. Naturally, at the municipal level, the prevailing share of businesses are tied to real estate and rental and leasing, followed by Transportation and Warehousing, Construction, Retail Trade, and Professional, scientific and technical services. In the category of Other services (except public administration) fell behind retail trade, but it is difficult to ascertain which industry this category most closely resembles, so it is not considered in the rank. Page 212 of 503 25 Chart 13 - Number of Businesses by Industry by County (2019) Chart 13 illustrates the number of businesses by NAICS classification code in 2019 situated throughout the counties of Oxford, Elgin and Norfolk. In this situation, the prevailing share of businesses are tied to the agricultural industry, followed by the real estate, rental and leasing, and then the construction industry. Page 213 of 503 26 The other top three (3) industries from the area include retail trade, transportation/warehousing and other services (except public administration). The category of other services (except public administration) fell behind retail trade, but it is difficult to ascertain which industry this category most closely resembles, so it is not considered in the rank. Another way to understand the prevailing business activity by industry (or NAICS classification code) that exists in the area is to total the number of business counts based of the three (3) counties of Oxford, Elgin, and Norfolk (as presented in Chart 10). For the three (3) counties as a whole, it is now more evident that the prevailing industries entail: 1. Agriculture / forestry / fishing / hunting 2. Real estate and rental and leasing 3. Construction 4. Other services (except public administration) 5. Retail Trade 6. Unclassified 7. Transportation and warehousing 8. Professional, scientific and technical services 9. Health care and social assistance 10. Finance and insurance Figure 7 – Three (3) County Total Number of Businesses by Industry (2019) Page 214 of 503 27 Chart 14 illustrates the 2016 Size of Labour Force by NAICS Classification Code by Municipality. From the visual below, it is evident that manufacturing; retail trade; health care and social assistance; agriculture, accommodation and food services, construction, and transportation and warehousing are the industries which have the largest workforce. Chart 14 - Labour Force by NAICS Code by Municipality (2016) Page 215 of 503 28 Chart 15 - Labour Force by NAICS Code by County (2016) Page 216 of 503 29 When considering total Labour Force by industry at the county level, the prevailing labour force groups by industry (or NAICS classification code) which exist within the three-county area are: 1. Manufacturing 2. Health care and social assistance 3. Retail trade 4. Construction 5. Ag. / forestry / fishing / hunting 6. Accommodation and food services 7. Transportation and warehousing 8. Educational services 9. Other services (except public admin.) 10. Administrative and support, waste Chart 16 - 3-County Total Labour Force by Industry (2019) Page 217 of 503 30 Chart 17 illustrates the Number of Businesses by Employee Size within the three (3) towns and counties. All of the nine (9) classifications by employee size are presented below. It is evident that the prevailing number of businesses not only for the Town of Tillsonburg, but of the other two municipalities plus the three (3) counties, do not have employees. This can be evident of not only sole-proprietors, but may also include holding companies (which were unable to be verified during the preparation of this report). The second-highest ranking of business by employee size is small businesses containing 1-4 employees, followed by businesses with 5-9 employees, 10-19 employees and 20-49 employees. A common pattern exists between the three (3) municipalities and also within the three (3) counties for businesses without employees and the subsequent four (4) categories up to 20-49 employees. Other points of interest for Tillsonburg include having seventeen (17) businesses with 50-99 employees, twelve (12) businesses with 100-199 employees, and five (5) businesses with 200- 299 employees. Chart 17 - Number of Businesses by Employee Size Page 218 of 503 31 3.4.6 Education Level Chart 18 identifies the Highest Certificate, Diploma, or Degree by Region for the three (3) municipalities and three (3) counties. A prevailing share (58.7%) of Tillsonburg’s residents report having a secondary school diploma, or equivalency certificate, or no certificate, diploma or degree. When compared to provincial data, Ontario reports 44.9% of its population with the same reported level of education. Chart 18 - Highest Certificate, Diploma or Degree by Region (#) Overall level of education for the three (3) municipalities and three (3) counties includes 6.2% of Tillsonburg residents have an apprenticeship or trades certificate or diploma, 23.3% have obtained their College or other non-university certificate or diploma, 1.4% hold a university certificate or diploma below bachelor level, and 10.5% have received a university certificate, diploma or degree at bachelor level or above. For comparison purposes, the three (3) county average reveals that 8.3% of residents report having an apprenticeship or trades certificate or diploma, 25.1% have obtained their College or other non-university certificate or diploma, 1.4% hold a university certificate or diploma below a bachelor degree level, and 10.8% have a university certificate, diploma or degree at bachelor level or above. Page 219 of 503 32 Chart 19 - Highest Certificate, Diploma or Degree by Region (% of Population) 4. Economic Impact Study 4.1 Objectives and Definitions This portion of the report focuses on identifying and quantifying the direct, indirect and induced economic impacts generated by the airport’s activities and its tenants. The objective of the Economic Impact Study is to understand the true economic contribution of the airport at the regional level. The data gathered through this study should be used in various discussions and at multiple levels (municipal, regional, provincial and federal) to demonstrate the importance of this important asset for the Town of Tillsonburg and the County of Oxford. 4.1.1 Definitions For a common understanding of the terminology used in this section, each of the economic impacts is summarized below: Direct Economic Impacts Direct Economic Impacts measure the magnitude of the economic impact generated at the airport from the tenants (including the airport) and passengers visiting the region (tourism spending and attraction). This is the effect generated by the operating expenses, the labour force, their Page 220 of 503 33 remuneration, and other elements contributing to GDP (gross profits, inventories/stocks, social benefits and taxes) and government revenues. Indirect Economic Impacts Indirect economic impacts refer to the chain reactions that the airport activities generate in the regional economy - particularly the jobs and activities generated by regional subcontractors and suppliers collaborating with the airport tenants. In other words, companies in Tillsonburg and across Ontario, whose income-generating activities are positively impacted by the vitality of the airport and its traffic, are included in this category. Induced Economic Impacts Induced Economic Impacts are the multiplier effects generated by the expenses. Expenditures have direct and indirect effects, and a portion of this revenue is re-injected into the economy in the form of new expenditures on goods and services (consumer spending). These new expenditures will become, in part, revenue for other economic agents who will use, a fraction to make new expenses, and so on. 4.2 Methodology In order to obtain the data required to complete the Economic Impact Analysis as accurately as possible, the airport and commercial airport tenants were surveyed. With the help of the Airport Administrator, an exhaustive list of tenants and users was prepared. In parallel, Explorer Solutions prepared a Letter of Invitation and a questionnaire that was validated by the client team. During the week of January 18, 2021, the letter was first sent to the airport and its commercial tenants to solicit their participation in the study. Data were collected between January 18, 2021 and February 4, 2021. *Qualtrics, an online survey tool was utilized to build the questionnaire. Following the initial outreach by email, our team completed a series of follow-up attempts by both telephone and email to increase participation rates and to provide an opportunity to complete the questionnaire by telephone. Our team consolidated all collected information in a comprehensive information matrix. Of the eight (8) businesses that were targeted to support the Economic Impact Analysis, six (6) of the businesses participated. The Economic Impact Survey asked respondents for the following financial information to assist with the financial analysis: • Total Expenses • Total Payroll • Municipal (Property) Taxes Paid Page 221 of 503 34 • Corporate (Income) Taxes Paid • Top Outsourced Services/Products (including description, supplier name, supplier location, and value of annual spending) • Number of Full-Time and Part-Time Staff • Name of city/town of where employees reside • Summary of main investments made at the airport over the past three (3) years; and • Summary of planned investments to be made at the airport over the upcoming five (5) years. The results of the Economic Impact Analysis are presented in the following section. 4.3 Economic Impact Study Results The results obtained during the Economic Impact Study are segmented into direct, indirect and induced impacts. Data were obtained from either the Airport Administrator and/or the Manager of Public Works, regarding information specific to the Tillsonburg Regional Airport and from conversations held with commercial airport tenants. The commercial operators considered for calculating the economic impact of the airport included the Tillsonburg Regional Airport, Skyway Café, Tillsonburg Flying School, Tailwind Aviation Services, Custom Craft, Lee Air Leasing, Canadian Harvard Aircraft Association, and an independent aircraft mechanic. Table 3 provides a detailed portrait of the recurrent and non-recurrent economic impacts generated by the airport and its tenants for each category and type of impact. The breakdown of the results begins to provide a glimpse into the magnitude and impact of the airport and its tenants activity along the Tillsonburg value chain A total of 20 positions exist at the airport and these positions are split evenly between full-time and part-time positions. A Gross Payroll (labour income) of $632,600 was calculated, which contributed to $93,833 in direct payroll taxation revenue. Municipal Property Taxes collected from all onsite tenants amounted to $30,684. This amount is directed to the Township of South-West Oxford. For confidentiality reasons, total gross corporate revenues/profits were not disclosed, and as a result, corporate taxes paid were not calculated. Corporate expenses were partially disclosed insofar that Total Expenses for three (3) commercial operators were provided. The prevailing major expenses/outsourced services were provided for an additional three (3) commercial operators. Together, these amounted to approximately $1.6 million in corporate spending. The total expenses for the remaining two (2) commercial operators were not provided. The value of current investments (such as construction-related investments) amounted to $329,000 and one-time equipment purchases totalled $64,000. Page 222 of 503 35 Corporate jet visits and passenger spending was calculated at approximately $2,105 in direct spending and the direct economic impact achieved by the five (5) Fly Days and one Wings and Wheels Day presented by the Canadian Harvard Aircraft Association was assessed at $44,275. Together, this direct spending contributed to a total economic impact of $4,226,203. Table 3 - Summary of the 2020 Direct, Indirect and Induced Economic Impacts Categories Direct Effect Indirect Effect Induced Effect Total Jobs (FTE) 10 3 2 15 Jobs (PTE) 10 3 2 15 Total Jobs Created 20 6 4 30 Gross Payroll $632,600 $202,432 $126,520 $961,552 Province Government Revenues Payroll Tax $32,484 $10,395 $6,497 $49,376 Total $32,484 $10,395 $6,497 $49,376 Federal Government Revenues Payroll Tax $61,399 $19,648 $12,280 $93,326 Total $61,399 $19,648 $12,280 $93,326 Government Revenues $93,883 $30,042 $18,777 $142,701 Municipal Taxes Paid to SWOX $30,684 9,819 6,137 46,640 Corporate Expenses $1,652,125 $528,680 $330,425 $2,511,230 Current Investments $393,000 105,280 65,800 564,080 Grand Total $2,802,292 $876,253 $547,658 $4,226,203 66.3% 20.7% 13.0% 100.0% As presented in the table above, the approximate total direct, indirect and induced impacts are respectively; ~$2.8M (66.3%), $876,253 (20.7%) and $547,658 (13.0%). 4.4 Geolocation of Employees Insights from where full-time and part-time employees reside can provide additional insights into measuring the breadth of the local economic impact experienced by the airport. Feedback obtained during the consultation process confirmed that ten (10) full-time and ten (10) part-time positions are fulfilled by commercial operators at the airport. Page 223 of 503 36 It is important to note that the place of residence for two (2) of the full-time positions was not disclosed and one of the commercial tenants is maintained by a group of volunteers without paid staff. The volunteers are not counted in the charts below. Chart 20 reveals that the following number of full-time employees residing in the following towns: Aylmer (1); Dorchester (1); London (1); Mississauga (1); Norwich (1); Tillsonburg (2); Woodstock (1); and Undisclosed (2). Chart 20 - Number of FTEs Employed at YTB Chart 21 reveals that the ten (10) part-time employees reside in the following towns: Aylmer (1); Brantford (1); Delhi (1); Hamilton (2); and Tillsonburg (5). Page 224 of 503 37 Chart 21 - Number of PTEs Employed at YTB Chart 22 presents the combined total of full- and part-time employees at the airport by place of residence. This includes: Tillsonburg (7); Aylmer (2); Hamilton (2); Undisclosed (2); Dorchester (1); London (1); Mississauga (1); Norwich (1); Woodstock (1); Delhi (1); and Brantford (1). Chart 22 - Total Jobs Created at YTB Page 225 of 503 38 Chart 23 presents the representation of combined full-time and part-time employees based on who resides within Oxford County and those who do not. The data indicates that nine (9) employees (representing 45%) of those employed at businesses located on airport property reside in Oxford County. An additional nine (9) employees are not located within Oxford County and two (2) individuals remain undisclosed. Chart 23 - Representation of Oxford County-Based Employees 4.5 Past, Current and Future Investments In addition to the airport’s Financial Statement Data, respondents were asked to provide information on past, current, and future capital investments that had been, are about to, or will occur at the airport. While the 2020 investments will only be included within calculations for determining the overall economic impact, it is important to demonstrate that other investment activities continue to be evident in the airport’s recent history and short-term outlook. When considering the value and the respective economic impact of past investments, two (2) construction investments were valued together at $128,000 – both of which were undertaken by the Tillsonburg Regional Airport (yet funded by the Town of Tillsonburg. These construction investments took place between 2017 and 2019. Additionally, four (4) GA hangars were constructed between 2016 and 2019. A conservative estimate of $150,000 was used to estimate the cost of construction with each hangar in the General Aviation Park. When considering the acquisition of equipment or one-time Page 226 of 503 39 major purchases, one (1) investment (from a commercial tenant) in 2019 totalled $15,000. While these one-time investments can be interpreted as economic outputs and not as direct economic impacts, not all investments have the same level of influence. In fact, construction investments create much more value in the economy compared to investments in equipment. Table 4 - Summary of Past Investments Category Organization Investment Description Amount (CAD) Time Frame Construction Projects Tillsonburg Regional Airport Supporting infrastructure and associated costs (Funded solely by Town of Tillsonburg) $128,000 2017 Private Hangar Development (4 x $150,000 ea.) $600,000 2016-2019 Total "Construction Project" value: $728,000 Purchase of Equipment or One-Time Purchases Commercial Tenant Aircraft-related expense $15,000 2019 Total “Purchase of Equipment" value: $15,000 Total "Past Projects" value: $743,000 Considering that the Town of Tillsonburg is a regional centre, a high proportion of these construction investments were more likely to involve local contractors and suppliers. When evaluating the indirect and induced economic impact of equipment purchases, these major pieces of equipment (unless constructed/assembled locally or sold through a local distributor, have very low indirect and induced economic impacts on the local community. That said, it is important to be mindful that equipment purchases can create operational cost savings, which can be attributed to efficiencies, increased quality of work, etc. When combining the direct, indirect and induced impacts of reported past investments, a total economic impact of $1,121,560 was calculated and is presented in Table 5. Table 5 - Direct, Indirect and Induced Economic Impacts of Past Investments Category Direct Indirect Induced Total Impact Construction Projects $728,000 $232,960 $145,600 $1,106,560 Purchase of Equipment $15,000 n/a n/a $15,000 Total: $743,000 $232,960 $145,600 $1,121,560 Page 227 of 503 40 While not accounted for in the calculated investments above, anecdotal information was obtained on behalf of one (1) commercial tenant who acknowledged an undisclosed series of investments which had been made into their onsite operations each year since 2012. In considering the Current Investments which took place at the airport throughout 2020, Table 6 presents one (1) construction investment initiated by the airport (and funded by the Town of Tillsonburg) valued at $29,000 and also the construction of two (2) hangars in the General Aviation Park. Again, an estimated cost of construction of $150,000 per hangar was utilized. When considering the acquisition of equipment or one-time major purchases, two (2) investments totalled $64,000 – one of which was associated with the airport (and funded by the Town of Tillsonburg) and a second with a commercial tenant. Table 6 - Summary of Current Investment Category Organization Investment Description Amount (CAD) Time Frame Construction Projects Tillsonburg Regional Airport Supporting infrastructure and associated costs (Funded solely by Town of Tillsonburg) $29,000 2020 Private Hangar Development (2 x $150,000 ea.) $300,000 2020 Total "Construction Project" value: $329,000 Purchase of Equipment or One-Time Purchases Tillsonburg Regional Airport Equipment purchase (Funded solely by Town of Tillsonburg) $19,000 2020 Commercial Tenant Equipment purchase $45,000 2020 Total “Purchase of Equipment" value: $64,000 Total "Current Projects" value: $393,000 When combining the direct, indirect and induced impacts of reported current Projects, a total economic impact of $564,080 was calculated and is presented in Table 7. Table 7 - Direct, Indirect and Induced Economic Impacts of Current Investments Category Direct Indirect Induced Total Impact Construction Projects $329,000 $105,280 $65,800 $500,080 Purchase of Equipment $64,000 n/a n/a $64,000 Total: $393,000 $105,280 $65,800 $564,080 Page 228 of 503 41 Looking into the future, Table 8 presents a series of planned investments identified to take place at the airport. Three (3) construction investments are associated with the Tillsonburg Regional Airport and two (2) additional hangars are scheduled for construction in the General Aviation Park throughout 2021. An estimated budget of $150,000 per hangar was utilized to calculate each investment. One (1) commercial tenant indicated a need to invest in upgrading a series of existing equipment. At the time of undertaking the consultation process, no other future investments or equipment were disclosed by airport tenants. The total value of planned construction investments and equipment purchases was calculated at $508,000. Table 8 - Summary of Future Investments Category Organization Investment Description Amount (CAD) Timeframe Construction Projects Tillsonburg Regional Airport Supporting infrastructure and associated costs #1 (to be Funded solely by Town of Tillsonburg) $195,000 2021 Supporting infrastructure and associated costs #2 tbd 2021 Supporting infrastructure and associated costs #3 tbd tbd Private Hangar Development (2 x $150,000 ea.) $300,000 2021 Total "Construction Project" value: $495,000 Purchase of Equipment Commercial Tenant Commercial equipment $13,000 tbd Total “Purchase of Equipment" value: $13,000 Total "Future Projects" value: $508,000 Similar to the presentation of Current Investments, it is possible to estimate the direct, indirect and induced economic impacts for the planned construction investments to come. Based on the direct investments of $508,000 into airport-related construction investments and the purchase of equipment, a total economic impact of $765,400 can be estimated (see Table 9). Page 229 of 503 42 Table 9 - Direct, Indirect and Induced Economic Impacts of Future Investments Category Direct Indirect Induced Total Impact Construction Projects $495,000 $158,400 $99,000 $752,400 Purchase of Equipment $13,000 n/a n/a $13,000 Total: $508,000 $158,400 $99,000 $765,400 4.6 Economic Impacts Generated by Corporate Expenses 4.6.1 Economic Impacts Generated by Corporate Expenses This section seeks to understand the economic impact of the total corporate expenses which takes place from the commercial activity at the airport over the course of a year. Table 10 presents a summary of those direct corporate expenses ($1,605,745) which translate into a total economic impact of approximately $2,440,732. This includes being provided with the total corporate expenses from three (3) businesses onsite, including the major outsourced expenses from three (3) other businesses. Information regarding major outsourced or complete expenses from the remaining two (2) commercial tenants was not provided. Table 10 - Summary of Corporate Expenses Category Direct Indirect Induced Total Impact Value of Corporate Expenses $1,605,745 $513,838 $321,149 $2,440,732 Total: $1,605,745 $513,838 $321,149 $2,440,732 4.6.2 Economic Impacts Generated by Corporate Jets and Passengers In addition to the impacts generated by airport tenants, it is important to consider corporate jet visits and passengers travelling from outside the region who use the airport for business purposes. Passenger data for non-commercial jets is not recorded by the airport, so this segment only focuses on the economic impacts associated with the commercial jet activity. Furthermore, since the 2020 calendar year was heavily impacted as a result of the Covid-19 pandemic, this segment takes into consideration the corporate jet activity for the 2019 calendar year as a truer representation of a typical year of corporate jet activity. The information utilized to calculate the 2019 corporate jet activity was provided in the form of aircraft jet logs provided by the Airport Administrator. With these various parameters in hand, the estimated economic impacts of the corporate jet and passenger activity are calculated in Table Page 230 of 503 43 11. The total spending was estimated at $3,200 in 2019, which reflects the direct, indirect and induced impacts generated by the external corporate jet and visitors using the airport. Table 11 - Assumptions and Calculation of the Economic Impacts Generated by Corporate Jets and Passengers Categories Description Spending Total Number of Jet and Duration of Stay # of Corporate Jet Visits (<1 hour) = 23 # of Corporate Jet Visits (1-4 hours) = 22 # of Corporate Jet Visits (> 4 hours) = 1 n/a Total Number of Jet Passengers # of Crew = 96 # of Passenger = 104 n/a Landing Fees Corporate Jet ($40 per landing) = net 13 Corporate Jet ($25 up to 4 hours) = net 6 Corporate Jet ($50 per day) = net 1 * Landing Fees are waived with fuel purchase $870 Food and Beverage Assumptions Onsite dining average transaction size - $15 # of Corporate Jet that record dining onsite - 12 # of passengers who dine onsite - 79 $1,185 Fuel Assumptions # of aircraft which purchased fuel - 25 * Since fuel consumption at the airport was already accounted for in the outsourced expenses, they were not doubled counted here n/a Other Spending Assumptions 1 corporate jet visit recorded having rented a vehicle for less than a 24-hour period ($50) $50 Total Annual Spend (Direct Economic Impact): $2,105 Total Indirect Economic Impact: $674 Total Induced Economic Impact: $421 Total Economic Impact: $3,200 4.6.3 Economic Impacts Generated by the Canadian Harvard Aircraft Association The Canadian Harvard Aircraft Association (CHAA) is known for facilitating a series of community- based aviation events throughout the year. Amongst its annual programming are “Fly Days,” which are typically offered five (5) times per season. These smaller events will often draw in 150 people (on average) throughout the day. Many individuals will enjoy lunch or something to eat at the onsite café, while others (especially more out-of-town guests) may get something to eat within the Town of Tillsonburg or another nearby location which may also offer some type of shopping experience. Additionally, a portion of these out-of-town visitors will also have to refuel their vehicles prior to returning home. These purchases are also often made locally. Page 231 of 503 44 The following conservative assumptions were discussed in consultation with a representative on behalf of the CHAA and are considered as anecdotal evidence to support the calculation of the local economic impact of the Fly Days programming. Furthermore, out -of-town guests are considered to be individuals and/or groups who travel from a distance greater than a 20-30-minute commute from the Tillsonburg Regional Airport. When these parameters are applied, the combined direct, indirect and induced economic impact generated by CHAA’s Fly Days is approximately $24,548 as evidenced in Table 12. Table 12 - Assumptions and Calculation of the Economic Impacts Generated by CHAA’s Fly Days Categories Description Spending (Annualized) Fly Days • Number of annual events = 5 • Average number of attendees per event = 150 n/a Assumptions: Food & Beverage Purchases at Airport • 60% of attendees buy food onsite during event = 90 • Average spending/person on food/beverage = $15 $6,750 Assumptions: Food & Beverage Purchases within the Local Community • 20% of total attendees buy food in the local community = 30 • Average spending/person on food/beverage = $15 $2,250 Assumptions: Local Tourism Spending • 20% of attendees shop locally while in town = 30 • Average spending/person on local purchases = $25 $3,750 Assumptions: Passenger Vehicle Fuel Purchases • 70% of total attendees are non-residents = 105 • Average number of people per party/vehicle = 3 • Number of out-of-town vehicles = 35 50% of out-of- town groups fuel up their vehicle in town = 17 • Average transaction size to fuel up a vehicle = $40 $3,400 Total Annual Spend (Direct Economic Impact): $16,150 Total Indirect Economic Impact: $5,168 Total Induced Economic Impact: $3,230 Total Economic Impact: $24,548 In considering the economic impact of CHAA’s Wings and Wheels Day, a similar approach was applied and was discussed with the same representative on behalf of CHAA, to derive a combined direct, indirect, and induced economic impact of $42,750 as presented in Table 13. Page 232 of 503 45 Table 13 - Assumptions and Calculation of the Economic Impacts Generated by CHAA’s Wings and Wheels Day Categories Description Spending (Annualized) Wings and Wheels Day • Number of Events in 2019 = 1 • Average number of attendees per event = 1,250 n/a Assumptions: Food & Beverage Purchases at Airport • 70% of attendees buy food during event = 875 • 60% of which buy from onsite food trucks = 525 • 40% of which dine onsite = 350 • Average spending/person on food/beverage = $15 $13,125 Assumptions: Food & Beverage Purchases within the Local Community • 20% of total attendees buy food in the local community = 250 • Average spending/person on food/beverage = $15 $3,750 Assumptions: Local Tourism Spending • 20% of attendees shop locally while in town = 250 • Average spending/person on local purchases = $25 $6,250 Assumptions: Passenger Vehicle Fuel Purchases • 60% of total attendees are non-residents = 750 • Average number of people per party/vehicle = 3 • Number of vehicles = 250 • 50% of out-of-town groups fuel up their vehicle = 125 • Average transaction size to fuel up a vehicle = $40 $5,000 Total Annual Spend (Direct Economic Impact): $28,125 Total Indirect Economic Impact: $9,000 Total Induced Economic Impact: $5,625 Total Economic Impact: $42,750 Together, these six (6) activities have an approximate combined direct, indirect and induced economic impact of $67,298. Page 233 of 503 46 In summary, the total economic impact of all Corporate Expenses is $2,511,230 as presented in Table 14. Table 14 - Summary of Corporate Expenses Split out by Type Category Direct Indirect Induced Total Impact Value of Corporate Expenses $1,605,745 $513,838 $321,149 $2,440,732 Value of Corporate Jets and Passengers $2,105 $674 $421 $3,200 Value of CHAA Annual Events $44,275 $14,168 $8,855 $67,298 Total: $1,652,125 $528,680 $330,425 $2,511,230 4.7 Conclusion As a result of the data obtained and presented above contributes to a calculated total economic impact of approximately $4,226,203 during the 2020 calendar year. While the Town of Tillsonburg funds the investments at the Airport, the Township of Southwest Oxford receives the municipal taxes and all area municipalities indirectly benefit from the Airport spin-off revenues. The County of Oxford benefits with 45% of all employees located at the airport residing throughout the County. 4.8 Disclaimer It is hypothesized that this is a conservative estimate based on the following reasons: • The total salaries from three (3) of the independent operators were estimated at $60,000 per year and it is believed that this figure should be much greater; • The exact breakdown of payroll by employee for two (2) commercial businesses were not disclosed, so a calculated estimate was utilized in order to determine the approximate paid provincial and federal payroll taxes; • Corporate profits were not disclosed for any of the commercial operators which meant that corporate taxes paid were not able to be calculated; • Three (3) of the eight (8) commercial businesses provided their total annual expenses, a further three (3) provided their major outsourced expenses and the remaining two (2) did not provide any details of their corporate expenses. As a result, the reported figure could be higher; • The percentage of employee payroll which should be determined as mandatory and/or discretionary spending in order to calculate HST on purchases made was not determined. Page 234 of 503 47 5. Consultation Summary As part of developing the master plan, an outreach and consultation series was conducted. It targeted airport tenants (private and commercial), local and regional economic leaders, airport users, regional tourism organizations, the Tillsonburg Airport Advisory Committee, Transport Canada and municipal leaders. This section groups the various comments and suggestions per type of category and provide an overview of the main comments that were shared. A. Relating to Airport Infrastructure • Adding a parallel taxiway to ease congestion of the main runway • General Hangars aren't lined up properly and G1-G3 taxiway do not reach Delta • Taxiways are messed up - may need to tear down some hangars to fix aligned • GA Hangars are like sardines without a provision for septic - some new hangars would like to have water and a toilet • Ontario building code says the landowner is responsible for the well but the town owns the land and they seem to have limited interest to put it in • The length of runway is good • IFR approach - limited to the weather – tree issue at the east end of the runway • There is limited electricity capacity left • Water management for hangars on the west end needed - drainage • Need a private vehicle entrance to the GA area • Car parking lot is too small on some weekends of the summer • Main Apron is too small – need expansion • Height of some new hangars and entrance slope is a major issue • No place to do engine run-ups • Vehicle on the airside – need a separate access road • Missing security gates (automated) to properly manage airside access • Requesting a third grass runway (parallel to 08-26) and better maintenance of the two others B. Growth Issues • Corporate flights activity has dwindled off in the past 20 years • Hangars going in are 60’x60’ which are a corporate type hangar – too large GA type aircraft. They can accommodate 4-5 aircraft and require maneuvering them and the tenants start to fight and get tired of it. • Crops being farmed should not attract wildlife • Adopting the OBC has handcuffed Tillsonburg. It is not legally needed. It was a decision the town elected to make, but didn't have to. The airport will have to upsell because its going to cost more to build if they have to follow the OBC • There is no pilot lounge per say – it has been taken over by the flight school – a real one would be needed and a good service to pilots Page 235 of 503 48 C. Airport Operations • Expand taxiway to end of runway 08-26 or half parallel both ways - options to get aircraft off the runway faster and avoid taxiing on the runway to take off • The availability of the full runway is needed to attract more corporate aircraft • Building a connector from G3 or G4 might alleviate some congestions on the taxiway. • No visual slope indicators for the runway - can be a challenge coming in over trees at night – add PAPI’s • Going to card lock was good for the fuel system • Limit airside access for cars and trucks – they come too close to the apron and taxiway • Grass strips o Are an attraction for many pilots who like flying off the grass o Not sure how much 02-20 is used, but 14-32 seems to be used more. 02-20 may be a little softer and less maintained o Maintain a usable grass path between the grass strips and 08-26 • The fuel system area is often a bottleneck • Taxiway G1 wasn't spaced properly should be better centred D. Development Opportunities • Restaurant attract local and itinerant pilots/aircraft along with resident – how can we build upon it? • Airport is very busy on Saturday morning • Tourism o How do we leverage Long Point Provincial Park (45-minute drive southeast on Lake Erie) o Airport is close to a number of attractions - Experiential tourism o Working with tourist attractions to build experiences for people willing to pay higher price point for smaller groups o Look at the needs of people staying multiple days - hangar space, tie downs, airport B&B, etc. o Harvard’s are developing their own strategic plan for their organization - want to get more people out to make it a tourist destination. o Fly in golf course – Fox Harbour Golf Club - https://www.foxharbr.com/jetport/ • Air Canada has 200 pilots a year retiring – how do we attract them to the airport? • Development of land manufacturing or production of aviation services • Harvard’s - be a pilot (or another role) for the day or another model • Hangar owners are being asked for space to sub-lease • A tenant has a business model in his head: o Hangar condominiums - single airplane hangar - t-hangars don’t give you the opportunity for mancave, workshop or do stuff. Rectangular-shaped hangars are better to get a workbench in the corner, etc. The tenant is interested in building or doing in with other investors. • Focus on making Tillsonburg a GA mecca and have it that medium-sized corporate guys have a place they can come. Page 236 of 503 49 • Typically clay soil around the airport, so would need a higher value crop that you can grow in clay • A flight school with dormitories and a flight simulator may be good. • Doesn't think an industrial park would be the best use of space at the airport - maybe cargo capacity or other recurring revenue streams may be more appropriate for the airport. E. Flying School • The owner is looking for investors • Not certified for international students • There is a need for a maintenance shop with an AMO – the one now only works on one kind of aircraft and refuses to work on flying school airplanes. Flying school then has to take aircraft to Stratford to get fixed. F. Governance • Run the airport the same way that Tillsonburg Hydro is run… • Need to have an airport commission separated off from the town • Separate bank account • Separate management • Commission would oversee the management of the airport • Need to ensure that the people who are making decisions have the right experience • Manager would report to the commission 6. Air Traffic Forecast In this section, our team analyzed the existing air traffic figures and the future developments that may positively impact aircraft movements at YTB. We drew a series of assumptions and uses multiple forecasting methods to project aviation traffic over the next ten (10) years. 6.1 Current Air Traffic 6.1.1 Local and Itinerant Traffic When analyzing the aircraft movements, it can be noted that, prior to 2017, the Airport has experienced a steady increase in air traffic except for a minor fluctuation in 2012. In the seven (7) years from 2010 to 2016, air traffic at YTB had a Compound Annual Growth Rate (CAGR) of 7.1%. However, the Airport had experienced a decline in air traffic in 2017 and 2018 The total aircraft movements in 2017 (10,207) were 33% lower than the traffic registered in 2016 (15,315). In 2018, the total number of aircraft movements decreased by 6%, from 10,207 in 2017 to 9,533. In 2019, the total traffic rebounded by 8.6%, from 9,533 in 2018 to 10,352. The overall change in aircraft movements from 2010 to 2019 has a CAGR of 0.22%. Page 237 of 503 50 Chart 24 – Total Aircraft Movements (2010 – 2019, annual), Local and Itinerant Traffic A closer examination of the data shows that local movements' changes contributed the greatest to the decline of air traffic in 2017. The local movements shrunk by 43% from 8,471 in 2016 to 4,786 in 2017, while itinerant movements decreased by 20% from 6,844 to 5,421. In 2018, both local movements and itinerant movements continued to decline by an average of 7% (from 4,786 to 4,445) and 6% (from 5,421 to 5,088), respectively. The decreases in air traffic in 2017 and 2018 were explained by the following reasons, according to the 2019 Airport Feasibility Analysis Study and discussions with the airport administrator: • The loss of flight instructors at the flight school reduced the number of training flights; • The closure of flights schools in London that used Tillsonburg Regional Airport for Touch and Go's; and • A reduction in the traffic reporting hours starting in May 2017 coinciding with the installation of the card lock fuel system. (Though recorded traffic may have declined as a result, actual traffic may not have declined by the same number). To offset the declining local and itinerant movements, the Airport has been able to stabilize air traffic since 2018 by promoting its facility and attracting new airport tenants who tend to fly more out of YTB. In 2019, the total movements accumulated to 10,352, which surpasses 2018 (9,533 movements) and 2017 (10,207 movements). The total movement in 2019 grew by 8.6% compared to 2018 and 1.4% compared to 2017. 10 142 11 967 11 217 12 658 13 355 13 814 15 315 10 207 9 533 10 352 0 2 000 4 000 6 000 8 000 10 000 12 000 14 000 16 000 18 000 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Tillsonburg, 2010 -2019 Aircraft Movements Evolution Itinerant Local Total Movements Page 238 of 503 51 As presented in Chart 2, YTB's monthly aircraft movements exhibit seasonality. Aircraft movements at YTB usually peak during the summer months and bottom out in January/February. Chart 25 – Total Aircraft Movements (2016 – 2019, Monthly), Local and Itinerant Traffic 6.1.2 Corporate Usage Corporate aircraft usages experience a trend of increase from 2011 to 2016 but then exhibit a trend of decline in the past four (4) years. From 2011 to 2016, annual corporate aircraft usages at YTB increased from 38 to 92. Since then, corporate aviation activities have decreased. Records indicate that in 2017 the Airport supported 69 corporate aircraft, 53 in 2018, 46 in 2019 and 28 in 2020 – see Chart 26. These aircraft operations supported executive transportation to local businesses, individuals visiting the area to engage in fishing and hunting activities, and other purposes. The Airport supports a wide variety of recreational, government, and corporate users, including, but not limited to the Ontario Provincial Police, Ornge, the Department of National Defence, and the Canadian Coast Guard. Air traffic attributed to corporate usage is usually made up of turboprop and helicopter movements. Less than 10% of corporate flights at YTB is carried by jets. 0 500 1 000 1 500 2 000 2 500 JanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDecJanFebMarAprMayJunJulAugSepOctNovDec2016 2017 2018 2019 Tillsonburg, 2016 -2019 Monthly Aircraft Movements Evolution Itinerant Local Total Movements Page 239 of 503 52 Chart 26 – Corporate Usage Count (2017 – 2020, annual) 6.1.3 Hangar Development New hangar developments potentially serve as a leading indicator of future air traffic. Currently, YTB is home to three (3) commercial hangars, one (1) ten bay T-hangar, 18 single hangars and one (1) hangar with four (4) owners and four (4) doors. In the past five (5) years, a total of six (6) new GA or commercial hangars were developed at Tillsonburg Regional Airport. One (1) hangar was constructed in 2016, two (2) were developed in 2019, and as of December 2020, three (3) new hangars are scheduled to be built in 2021. Registered Aircraft According to the Canadian Aircraft Registry, 74 Canadian registered aircraft list YTB as their base of operation. Among the 74 aircraft, 53 aircraft are airworthy, with 41 have a Certificate of Airworthiness, and 12 have a Special Certificate of Airworthiness. Three (3) of 53 airworthy aircraft are registered for commercial usage, while the remaining 50 aircraft are for private use. Most of the 74 registered aircraft have a piston engine. 6.2 Air Traffic Forecast 6.2.1 Aircraft Movements Based on historical data and various expert estimations, it is anticipated that aircraft movements will increase as the Airport recovers from the decline in 2017 and continues to attract more corporate and GA tenants. Growth Model As mentioned previously, a reduction in traffic reporting and staffing hours in 2017 changed the collection of aircraft movement data at YTB, thus making it unable to directly compare the data 57 38 48 59 57 64 92 69 53 46 28 0 10 20 30 40 50 60 70 80 90 100 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Tillsonburg, 2010 -2020 Annual Corporate Usage Page 240 of 503 53 prior to 2017 and after 2017. Given the constraints and limitations, we proposed five (5) growth models as presented below to forecast the aircraft movements at YTB. 6.2.1.1.1 Growth Model 1 – Based on 2012 to 2016 Data The first growth model uses the five (5) year data from 2012 to 2016 to calculate the annual traffic growth. From 2012 to 2016, a steady trend of growth with no significant change in the business environment exhibits YTB's growth potential. Also, the five (5) year data is consistent in terms of the collecting method. From 2012 to 2016, the average of local movements annual growth rates is 4.5%, while the average of itinerant movements yearly growth rates is 13.8%. The average of total movements annual growth rate equals 8.1%. 6.2.1.1.2 Growth Model 2 – Based on 2017 – 2019 Data The second growth model factors in various business changes since 2017. The loss of flight instructor, closure of flight school in London and the change in data collection provide us with the opportunity to estimate growth rates based on the most recent situation. From 2017 to 2019, fluctuations and decreases in air traffic are observed at YTB. By cross comparing the annual movements data in each of the three years, three growth rates are derived. The average annual growth of all movements is 0.99%. For local movements and itinerant movements, the average annual growth rate is negative (-) 3.90% and 5.27%, respectively. 6.2.1.1.3 Growth Model 3 – Based on Regional Population Growth Rate The third growth model assumes the future air traffic at YTB shares a similar growth rate with the regional population. As per 2019 Ontario Population Projection, the surrounding region of the Airport is projected to have an annual population growth rate of 1.4% in 2021-2022, then gradually ease to 1.0% in the following decades. However, a more recent study (2020 Sub-provincial Areas Annual Demographic Estimates) by Statistics Canada reveals that in 2020, despite the global slowdown of labour migration due to the COVID-19 pandemic, population growth at various population centers in Southern Ontario ranges from 1.7% - 2.1%, which is greater than the 2019 estimates. When factoring in the recent increase in population growth rate, it is reasonable to use 2% as the estimated population growth rate on average, and thus the annual growth rate of air traffic in the next 10-year. 6.2.1.1.4 Growth Model 4 – Based on Southern Ontario GA Forecast As GTAA focuses on its vision of becoming a world-class mega-hub, domestic, commercial flights might be crowded out to communities with regional airports, such as the Region of Waterloo, Hamilton, the City of Peterborough and London. General aviation can be expected to relocate to municipal airports, thus positioning YTB at an advantage. According to the Southern Ontario Airport Network, general aviation in Southern Ontario is expected to increase by 2.4% in the next two decades, which is equivalent to a CAGR of 1.04% Page 241 of 503 54 per year. Growth Model 4 assumes that air traffic at YTB will grow by 1.04% in each of the following 10-year. 6.2.1.1.5 Growth Model 5 – 3% Annual Growth We decided to also factor in a 3% annual increase to the local and itinerant traffic movements as the Growth Model 5. Given the fact that in each of the following ten (10) years, the Airport is estimated to have two (2) new hangars developed, the growth of general aviation at YTB can be assumed to surpass Model 3 and Model 4's estimates. Table 15 presents a summary of five (5) growth models. Growth Model 1 represents the greatest estimated growth rates, while Model 3 and 4 are more conservative. Growth Model 2 is the only model that estimates a decreasing trend in local movements. Models 1 and 2 incorporate the constraints and limitations of the historic aircraft movements dataset. Our recommendation is to disregard them in the following projections. The following forecast presents the estimation results from Growth Model 3, 4 and 5, using the 2019 annual data as a baseline for our calculation. Table 15 – Forecast of Aircraft Movements Annual Growth Rate, 2021 to 2030 Growth Model 1 (2012 to 2016 data) Growth Model 2 (2017 to 2019 data) Growth Model 3 (Population Growth) Growth Model 4 (SOAN forecast) Growth Model 5 (3% Growth) Local Movements 4.50% -3.90% 2.00% 1.04% 3.00% Itinerant Movements 13.80% 5.27% 2.00% 1.04% 3.00% Local Movements Forecast In the following forecasts, Growth Model 3, 4 and 5 are labelled as the Average Growth Model, Conservative Growth Model and Optimistic Growth Model, according to the respective growth rate in each model presented in the previous section. The Conservative Model, Average Model and Optimistic Model estimate that by 2030, local movements at YTB will grow to 4,947, 5,489 and 6,111, respectively. Those represent an overall growth of 12.0%, 24.3% and 38.4%. Page 242 of 503 55 Chart 27 – Forecast of Annual Local Movements, 2021 - 2030 Itinerant Movements Forecast As presented in Chart 28, the Conservative, Average and Optimistic Growth Model forecast YTB's itinerant movements to reach 6,653, 7,382 and 8,218, respectively, in 2030. The ten-year growth equivalent to an increase of 12.0%, 24.3% and 38.4%, respectively. 6 111 5 489 4 415 4 947 4 000 4 500 5 000 5 500 6 000 6 500 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Forecast of Local Movements 2021 -2030 Optimistic Model (3%)Average Model (2%)Conservative Model (1.04%) Page 243 of 503 56 Chart 28 – Forecast of Annual Itinerant Movements, 2021 - 2030 6.2.2 New Hangar Development The Tillsonburg Regional Airport is estimated to have two (2) new 60'x60' hangars to be developed in each of the following 10-year. Currently, the Airport has 23 hangars. By 2030, the Airport is expected to have 43 hangars. 6.2.3 Fly-in Package Other than the increase in itinerant movements based on historical data, we recommend that the Airport develop fly-in packages targeted to the recreational pilots' community to promote the many tourist attractions that the Town of Tillsonburg and its surrounding region has to offer. By developing unique bundled offers to address the specific needs of the GA pilots and aircraft owners’ segment, we estimated that the fly-in packages would generate substantial traffic at YTB. The proposed concept and content of the different packages are detailed in section 11. Based on conservative projections, it is estimated that the fly-in packages will generate a total of 1,360 new movements over ten (10) years. Table 16 presents the estimated new itinerant movements. The forecast of itinerant movements with fly-in packages is presented in Chart 29. 8 218 7 382 5 937 6 653 4 000 4 500 5 000 5 500 6 000 6 500 7 000 7 500 8 000 8 500 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Forecast of Itinerant Movements 2021 -2030 Optimistic Model (3%)Average Model (2%)Conservative Model (1.04%) Page 244 of 503 57 Table 16 – Fly-in Package Itinerant Movements, 2021 – 2030 Chart 29 – Forecast of Annual Itinerant Movements with Fly-in Package, 2021 – 2030 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 10-Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Total Fly-in Package Movements 50 70 90 110 130 150 170 190 200 200 1360 Fly-in Package Itinerant Movements 2021 - 2030 8 418 7 582 5 937 6 853 4 000 4 500 5 000 5 500 6 000 6 500 7 000 7 500 8 000 8 500 9 000 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Forecast of Itinerant Movements with Fly-in Package 2021 -2030 Optimistic Model (3%)Average Model (2%)Conservative Model (1.04%) Page 245 of 503 58 Table 17 presents the forecast of annual local movements from 2021 to 2030. Table 17 – Forecast of Annual Local Movements, 2021 – 2030 Table 18 presents the forecast of annual itinerant movements from 2021 to 2030. Table 18 – Forecast of Annual Itinerant Movements, 2021 – 2030 Table 19 illustrates the forecast of annual itinerant movements, including new movements generated by the fly-in packages. Table 19 – Forecast of Itinerant Movements with Fly-in Packages, 2021 – 2030 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 (Historic record) Optimistic Model (3%)4,415 4,547 4,684 4,824 4,969 5,118 5,272 5,430 5,593 5,761 5,933 6,111 Average Model (2%)4,415 4,503 4,593 4,685 4,779 4,875 4,972 5,071 5,173 5,276 5,382 5,489 Conservative Model (1.04%)4,415 4,461 4,507 4,554 4,602 4,649 4,698 4,747 4,796 4,846 4,896 4,947 (Forecast) Forecast of Local Movements 2021 - 2030 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 (Historic record) Optimistic Model (3%)5,937 6,115 6,299 6,488 6,682 6,883 7,089 7,302 7,521 7,746 7,979 8,218 Average Model (2%)5,937 6,056 6,177 6,300 6,426 6,555 6,686 6,820 6,956 7,095 7,237 7,382 Conservative Model (1.04%)5,937 5,999 6,061 6,124 6,188 6,252 6,317 6,383 6,449 6,516 6,584 6,653 (Forecast) Forecast of Itinerant Movements 2021 - 2030 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 (Historic record) Optimistic Model (3%)5,937 6,115 6,349 6,558 6,772 6,993 7,219 7,452 7,691 7,936 8,179 8,418 Average Model (2%)5,937 6,056 6,227 6,370 6,516 6,665 6,816 6,970 7,126 7,285 7,437 7,582 Conservative Model (1.04%)5,937 5,999 6,111 6,194 6,278 6,362 6,447 6,533 6,619 6,706 6,784 6,853 (Forecast) Forecast of Itinerant Movements with Fly-in Packages 2021 - 2030 Page 246 of 503 59 7. Airport Protection and Vicinity Plan 7.1 Airport Height Restrictions / Obstacle Limitation Surfaces Obstacle Limitation Surfaces (OLS) have been created per Transport Canada’s TP312 – Aerodrome Standards and Recommended Practices (5th Edition) 2. Each of the three runways has been assigned an Aircraft Group Number (AGN) that considers historical movements and the runway dimensions. Runways 02-20 and 14-32 do not support Instrument Flight Procedures and are therefore designated Non-Instrument (NI). Runway 08-26 supports Instrument Flight Procedures and is designated Non- Precision (NP). The OLS drawing has been enclosed with this letter. Table 20- Obstacle Limitation Surface Assumptions Runway Length AGN Designation Example Aircraft 08-26 5,502 ft. IIIA Non-Precision De Havilland Canada Dash 8 02-20 2,348 ft. I Non-Instrument Cessna-172 14-32 2,258 ft. Recommendations: With respect to the representative OLS, it is recommended that: 1. The OLS drawing be appended to the Development Guidelines, Design Criteria, and Service Standards; and 2. The Town assesses future developments against the representative OLS and not permit proposals that would penetrate the OLS. 7.2 Transport Canada Aeronautical Assessment Form Transport Canada reviews development proposals through AAFs to identify penetrations to OLS and Airport Zoning Regulations, and to determine when obstacle lighting and / or markings must be provided. The AAF states that a submission is required for (emphasis added): (c) aerodromes (including airports), of a height that exceeds an imaginary surface extending outward and upward at a slope of 2%, from the nearest point of the nearest runway for a horizontal distance of 4500 m and thereafter exceeds a 90m height out to 6km.” As a Registered Aerodrome, development at Tillsonburg Airport must be assessed against the 2% surface to determine if an AAF is required. Transport Canada Consultation: A teleconference was convened on February 6, 2020 with Adam Biffin, a Civil Aviation Safety Inspector with Transport Canada. Mr. Biffin confirmed that AAFs shall be submitted to Transport Canada for Registered Aerodromes when the proposed development exceeds the 2% slope specified in above. Structures that exceed the 2% surface generally are required to incorporate 2 Extract from the HM Areo OLS Report Page 247 of 503 60 lighting and markings. For Registered Aerodromes, Transport Canada cannot prevent development from occurring; their authority is limited to lighting and markings. In addition to the discussion on AAFs, Mr. Biffin recommended that Registered Aerodromes ensure that development does not penetrate the OLS. While the Airport does not currently have the regulatory requirement to maintain OLS, Mr. Biffin advised that operators should be proactive so as not to preclude certification. Per Canadian Aviation Regulation Standard 621, the Development Proponent must submit an AAF at least 90 days (three months) prior to construction. Construction can commence after the 90-day period without a response from Transport Canada. However, if markings and / or lighting are required, it is the Development Proponent’s responsibility to bring their structure into compliance. Recommendations: With respect to the AAF process, it is recommended that: 1. The AAF process be identified in the Development Guidelines, Design Criteria, and Service Standards document; 2. The Airport Administrator works with the Development Proponent during the Pre-Application Consultation Meeting to determine whether an AAF must be submitted; and 3. The Town permit Development Proponents to commence construction 90 days after the submission of an AAF, with language included that clearly describes that all risk is borne by the Proponent. 7.3 Structure Height Assessment The location and elevation of a new hangar at the Airport have been provided by the Town. The hangar is located 22 m south of Taxiway D and west of the Air Terminal Building. This structure has been assessed against the representative OLS and the AAF requirement slope (Table 2). Table 21 - Structure Height Assessment Location Elevation (ASL) OLS Penetration? AAF Required? 42°55'23.94" N 80°44'47.79" W Finished Floor = 272.35 m Structure = 281.47 m No Yes The Runway 08-26 Transitional Surface limits development at the hangar location to 301.5 m ASL; therefore, the hangar is clear of the OLS by 20.03 m. At the hangar location, the 2% slope requires an AAF for buildings over 276.26 m ASL. The hangar penetrates this slope by 5.21 m and an AAF should have been submitted. This analysis further supports the recommendation that historical non-compliances with the AAF process should be corrected with future development. Page 248 of 503 61 Figure 8 - Airport Height Restrictions – Obstacle Limitation Surfaces Page 249 of 503 62 7.4 Proximity Plan The limits of the Airport Proximity Plan (APP) are directly related to the exposure of neighboring noise zones generated by airport activities. The NEF contour 30 is the contour measure which most closely approximates the outer limit of the APP. NEF contour lines are made available to local governments for use in conjunction with airport land uses as recommended by Transport Canada. These land uses allow municipalities to approve compatible development within the boundaries of noise zones. The following points present the predictions of the community's responses to the noise exposure forecasts according to the NEF level: 1. Above a level 40 NEF: Loud and repeated complaints from individuals are to be expected. Concerted groups and legal actions may be expected. 2. For a level 35 to 40 NEF: Individual complaints could be vigorous. Possible actions in the group and appeal to the authorities. 3. For an NEF of level 30 to 35: Complaints varying from sporadic to repeated for individuals nearby. Group actions are possible. 4. Below a level 30 NEF: Sporadic complaints could occur. Noise could interfere with the activities of some residents. Note: These community response predictions are generalizations based on experience resulting from various noise exposure units used by other countries. For specific locations, the response may vary depending on existing ambient (or background) noise levels and existing social, economic, and political conditions. In the case of YTB, there is an extremely limited number of residential houses (less than 10) on the approaches and departure zones of all six runways. The surrounding areas and lands are predominately agriculture which limits any potential residential development. Currently, there is no need for YTB to engage in a detailed proximity plan. If at one point, this becomes a need, the Airport and the Town should follow these principles: Here is a list of the objectives of the proximity plan: 1. Carrying out an economic development opportunity study associated with the airport to evaluate future development and associated impacts. 2. Evaluate Airport operating model - continuous 24/7/365 operations. 3. Support the municipality in identifying the effective use of land at the right location. 4. Have a strategic development plan of land located near the airport. 5. Establishing a community support group to maintain economic viability at the airport. 6. Establish the protection of surrounding areas from the potential impacts of the expansion of airport activities in the long term. Page 250 of 503 63 From the above activities, the noise exposure forecast contours (NEF) can be adjusted and similarly the zoning rules (and all other legislative and / or regulatory elements having an impact on development and use of land) to consider and respect the proximity perimeters defined below. Although the noise contours only consider airport operations, the Town of Tillsonburg and the Township of Southwest Oxford should also consider the significant impact of the local road network (particularly Highway 19). Indeed, the proximity plan should not be limited to the impact of the airport, but to all sources of noise. 8. Airport Operations The Tillsonburg Regional Airport is a registered aerodrome with no certificate in force. Registered aerodromes are responsible for fewer regulatory requirements in comparison to certified airports and are not required to be operated as per all the requirements of TP312, Transport Canada’s Aerodrome Standards and Recommended Practices. The primary runway has a displaced threshold of 1,000’ due to trees east of the property so it is shorter in usable length at 4,502’. This runway can support aircraft such as the DHC 8-400 and other aircraft types carrying fewer than 100 passengers. The runway is designated as an AGN IIIA runway. The two grass runways are used by smaller piston aircraft, typically recreational or for flight training. The thresholds of the turf runways are displaced due to seasonal tall crop presence. Both runways are categorized as AGN I. Moving to certification would be a process that requires in-depth evaluation of many items. The Airport would be required to create and maintain the following manuals as per Transport Canada’s specifications: • Airport Operations Manual (AOM) – to describe the physical characteristics of the airport in addition to assuring adherence to aerodrome standards and recommended practices set out by Transport Canada; it must contain the following: o Information regarding the administration of the airport o Description of organizational structure and operational procedures o An enumeration of the obligations of the operator o An undertaking signed by the operator in respect to the operator’s obligations. o A statement certifying the AOM is complete and accurate. o A statement signed by the Minister that the Minister has approved the AOM. o A copy of any agreement or MOU (Memorandum of Understanding) that affects the operation of the Airport. o All information necessary to verify the airport meets the applicable standards. • Safety Management System Manual (SMS) – the creation of a program and manual is a necessary requirement of certified airports, including a quality assurance program. • Airport Wildlife Management Plan (AWMP) – to determine the high-risk species around the airport and create a plan for reducing the risk of wildlife hazards when operating at the airport. • Snow and Ice Control Procedures Manual – to ensure safe clearing and winter operational procedures as per Transport Canada’s guidelines. • Emergency Response Plan (ERP) – outlines the parameters on how the airport would respond to emergency situations. Page 251 of 503 64 The standards set out in aerodrome standards and recommended practices publication (TP312) must be met. This would require a thorough review of all airport data, including: • Physical characteristics • Obstacle limitation surfaces • Declared distances • Lighting • Markers • Signs • Emergency response measures • Airport safety measures • Access to movement area and control procedures • Apron management plans and apron safety plans • Movement area maintenance services • Measures for removal of disabled aircraft • Air traffic services and aeronautical information and communication services • Navigation aids • Aviation weather services In addition, airport staff would need to complete the following training requirements: • Safety Management Systems • Human Factors • Wildlife Control • On-Scene Controller • Any other training required to ensure job completion. If the airport moves to certification, they should also attempt to enforce Airport Zoning Regulations (AZRs) to ensure the land is regulated to restrict heights of buildings, structures, and objects (including natural growth, such as trees) on regulated land. Transport Canada boundaries can extend beyond airport land and can protect aircraft from hazards, protect airport operations, and ensure future development near an airport stays compatible with the safe operation of aircraft and the airport itself. Manuals and Documentation The Tillsonburg Regional Airport is not required to have any airport manuals by Transport Canada regulations; however, the current management has multiple manuals that are quite comprehensive regarding the Airport and its operations. While these manuals are thorough, several have not been updated in up to five years. Where full manuals do not exist, there are standard operating procedures or guidelines to outline airport operating procedures. Airport Operations Manual (AOM) This document contains all information that would be required by Transport Canada for a certified airport in the Canadian Aviation Regulations. While comprehensive, the manual is not reviewed and updated on a regular basis and was last reviewed in 2016. To ensure changes are tracked and noted, this manual should be reviewed annually. Page 252 of 503 65 Emergency Response Plan (ERP) This document contains all information that would be required by Transport Canada for a certified airport in the Canadian Aviation Regulations. While comprehensive, the manual is not reviewed and updated on a regular basis and was last reviewed in 2016. To ensure changes are tracked and noted, this manual should be reviewed annually. Additionally, to ensure the procedures are effective for the airport and to ensure staff are trained with respect to response, the airport should consider holding emergency exercises annually. Airside Vehicle Operating Procedures (AVOP) This document contains all relevant information for the safe operation of vehicles on airside surfaces at the Airport. Due to ongoing issues with access to private hangars, it is recommended that an application and testing procedure be put into place to ensure those driving in areas on airside understand the rules and regulations that apply to them. With a lack of service road to the hangars, vehicles are quite often on the main apron where it is often quite busy with aircraft. There is also a separate document that exists for any work carried out on at the airport such as grass cutting. It is recommended that one document be in place for vehicle operating procedures to avoid any confusion, overlap, or differences in documents. Snow Removal and Ice Control Plan This document briefly describes priority areas of the airport with respect to snow removal. Since the snow clearing operations are contracted to an outside service provider, it is unknown if these priorities are expressed or if snow clearing procedures at an airport have been conveyed. It is recommended that additional information be placed into the plan including sloping of piles and snowbanks and additional information relevant to airport snow clearing procedures. Also recommended is that the snow clearing contractor is training on the plan annually to ensure all standards for snow clearing at the airport are being met, and that the contractor provides records of snow removal to keep on file at the airport or Town. Checklists for Daily Operations The Airport uses an in-house software called MESH that is used by the Town of Tillsonburg to monitor daily checks for the following: Runway Inspection, Taxiway Inspection, Apron Inspection, Start of Shift check, End of Shift check, Comments/Complaints/Safety Issues, Fuel Inspection, Pyrotechnic Use, and Utility Room Inspection. These checklists are completed daily and signed off digitally by the person responsible for completing the check. The software is comprehensive and easy to use, and when problems are reported a copy of the report is sent to the Airpo rt Administrator for correction. With this program, the Airport Administrator can assign issues to other departments in the Town for correction if required. The program stores the digital records of each inspection. An issue that could arise is that the Airport Administrator does not have access to make changes to the operational checklists in MESH, it is completed through the town. This could be cumbersome if a quick change needs to be made. The daily checks for the runway and taxiways could be added upon to ensure any issues are covered such as adding a section for wildlife sightings, emergency routes clear, etc. Page 253 of 503 66 Wildlife Sightings and Plan The Airport does not have any plan for wildlife control or procedures for sightings. While a checklist exists in MESH for the use of pyrotechnics, there is no recorded information on wildlife if it is seen and pyrotechnics are not required. There is no formal training provided to staff with respect to ensure the protection of aircraft from wildlife. A lack of plan and lack of complete fencing around the property could cause wildlife issues for aircraft operating at the airport. Safety Management System (SMS) The Airport does not have a Safety Management System (SMS) in place currently. While not required of registered airports, with the increase in hangar tenants and movements the airport may want to put policies into place regarding the reporting of safety concerns and how those concerns will be handled. Staff Training Training for staff on procedures such as WHMIS, etc, are provided through the Town of Tillsonburg. The Airport Administrator provides training on the fuel system and AVOP, however no other formal training is in place for airport staff. It is highly recommended that a comprehensive training plan be created for any staff hired at the airport to include training on wildlife control, emergency response, airside operating and inspection procedures, and other areas of airport focus. Airport Development Manual A manual has been created to govern any development occurring at the Airport. This document is in draft format currently. The document outlines all the procedures and policies for building at the airport, including safety guidelines and what is required of the proponent in the building process. The document is highly informative, and it is recommended that the draft be finalized as soon as possible. Hangar Numbering There are no Transport Canada rules or guidance as it relates to hangar numbering. The main purpose of numbering is for airport safety, emergency responses and administrative purposes. Since YTB has multiple taxiways with hangar located on most of them we recommend a methodology that would facilitate hangar identification for first responders and personnel visiting the Airport but not familiar with the layout. We recommend a two-digit strategy where the first digit represents the taxiway the hangar is located on and a second digit identifying the hangar always starting with the lowest number being the hangar furthest to the north for taxiways running north to south and closest to the terminal for taxiway running east to west. Hangars to the left side of the taxiways (moving toward the hangars) would have odd numbers and hangars to the right side would have even numbers. Page 254 of 503 67 Hangar numbering example Airside Access - Security Gate As highlighted, many times during this mandate, open airside accessibility is a major concern of the Airport/Town but also of tenants and users. Up to now, the Airport had to allow such an access to enable tenants to reach their hangars, but it did not permit airport users to access the movement areas and created a serious liability condition for the Airport/Town. The planned construction (scheduled for 2021) of an access road to the general aviation area will enable YTB to secure its airside. The first step should be the installation of automated card gates to block free airside access. We recommend two (2) gates be installed. One at the entrance of the new general aviation hangar road and a second gate blocking access from the airport entrance road to the apron and backside of the CHAA main hangar. Tenants can be issued gate cards and guidelines should be established defining car movement rights and limitations of the airside including the management of tenant visitors. Fencing Airport fencing is installed to manage airside access and control wildlife access to movement areas. YTB is presently not fully fenced and most of the fencing is less than four (4) feet in height. Fencing the entire airport would come at a high cost (estimated at $350 000). Wildlife is presently extremely limited at YTB and the airport reports no issues over quite many years. Understanding that keeping deer’s out would require an eight (8) to ten (10) foot fence, we recommend as previously stated the airport establishes a Wildlife Plan to inform tenants and staff on the steps and procedures when wildlife is spotted on the grounds. B1 G21 1 G22 C6 C4 C2 C3 C1 B3 Page 255 of 503 68 Airport Development and Investment Attraction There is presently no investment attraction and airport marketing strategy in place to promote YTB to potential investors. Such a strategy would be helpful to drive more business to YTB. It should include a definition of roles and responsibilities and associated budget. Over the last decade, the Town’s economic development officer has been involved in supporting some investments along with the airport administrator. Logically, the airport administrator should remain involved in the welcoming and management of new buildings at the Airport, but most likely, the marketing and investment attraction role should be assigned to a specialized resource. With the size of YTB, a full-time marketing and investment attraction specialist position is not required. A shared responsibility of Town staff or retaining the services of a specialized third party are suitable options. • Employment Type: Part-Time/Contracting Third Party • Salary: $20,000 to $25,000 (one day per week) • Description and Responsibilities: o The responsibility of this role is to provide a single point of contact for customer relationship issues, business or technical, that may arise during the term of a customer agreement. The Business Development Specialist will be responsible for managing the ongoing airport and corporate accounts to achieve customer satisfaction and secure account retention. o Team leading, marketing and promotion of YTB assets, lands, and available buildings; contributing to sales/marketing efforts, including customer presentations and hosting. o Leading and overseeing contracts negotiation, terms, and conditions o Prepare costing estimates and proposals for follow-on work / add on; and being alert to new business opportunities, and therefore being knowledgeable of all YTB systems, products, and services to add strategic value to customer needs. o Ensure that technical, logistical, and operational Customer requests and day-to-day business needs are met and communicate to the Airport Operations Manager (when appropriate). o Manage Customer’s requested moves/adds/changes/deletions. o Provide support to the Airport Manager in the development of Budgetary Proposals for new equipment, the addition of authorized users or out of scope. o The Airport Manager and the Airport Business Development Specialist will work on a mutually agreeable format and report content. Page 256 of 503 69 9. Airport Infrastructure Assessment 9.1 Introduction This Conditions Report, prepared in support of the Airport Master Plan, is int ended to demonstrate the existing airside and groundside system and infrastructure conditions. This report discusses the following existing aspects of the airport design: • General Terrain and Drainage • Roadways • Runways/Taxiways • Water Supply and Septic Systems • Electrical Power Supply • Other Private Utilities 9.2 Background The Tillsonburg Regional Airport is located approximately 15km south of Highway 401 within the Township of South-West Oxford. The lands are Town-owned and federally regulated. The airport property is approximately 256.16 ha (633 acres) in size and is accessed from Airport Road. From a building construction perspective, the Town/Airport have adopted the Ontario Building Code standards/requirements. An aerial map highlighting the airport property location is shown below. Figure 9 - Aerial View of Site Page 257 of 503 70 9.3 General Terrain and Drainage Based on information shared by the Town and information gathered in interviews, the soil on the property contains clay that impede surface water absorption, and poor run-off conditions in groundside areas flanking the airport terminal building and in the general aviation area. There is evidence of a seasonally high-water table (see Terminal Building Report). At a site visit held in December 2020, there standing water was observed in several grass areas immediate to the west hangar buildings. The site is drained by a series of roadside ditches, catch basins and storm sewers. The drainage is generally directed south to an open ditch parallel to Airport Road, which then outlets to the Pearce Municipal Drain. The Town of Tillsonburg has developed a Preliminary Grading Plan, including the General Aviation Access Road, Taxiways D, G4 and G5 and a Preliminary Storm Sewer Design Plan. It is noted that existing maintenance holes exist east of Taxiway G1 that do not appear to be connected to the central area. A detailed peer review of the Storm Design Plan was not undertaken as part of this assignment; however, it is recommended that a detailed stormwater management review be undertaken, particularly if the future development/improvements involve expansion of the existing leased lots and taxiways, etc. Figure 10 shows the preliminary drainage plan prepared by Town team. Figure 10 - Preliminary Drainage Plan From this plan, we revisited the proposed gradings to meet the new development plan. The plan shown at Figure 11 recommend the following gradings for taxiways: Taxiways G1 G2 G3 G4 G5 Grading 0.9% 1% 1% 0.5% 0.6% Page 258 of 503 71 Figure 11 - Updated Grading Plan Page 259 of 503 72 9.4 Roadways General Arrangement of Roads One primary access road and one emergency access road serve the airport. The primary access road entrance is located west of Cranberry Line. The roadway is 7.0m wide and provides two- way vehicle access from Airport Road to the administration building/restaurant, parking lots, hangar access roads and taxiways. The primary access road is paved and in good condition. Realignment of the primary access road to the east would allow for a future extension of Taxiway G1, including several taxiway options east of Taxiway G1. The emergency access road provides access to the threshold of runway 08 from Airport Road. The emergency access road is gravel and in poor condition. The roadway should be upgraded to ensure heavy-duty emergency vehicles can be accommodated. There is an additional emergency road on the east side of the airport that runs from Cranberry Rd north towards the threshold of runway 26. The surface is grass and gravel and would need upgrading to support emergency vehicles but is good enough for used by regular vehicles in case of an emergency. 9.5 Runways/Taxiways Runways The primary runway, Runway 08-26, is 5,502 feet )1,677 metres) in length by 100 feet (30.5 metres) in width with a paved asphalt surface and is used year-round. It is noted that the operational runway length is restricted by the presence of trees prior to the threshold distance. The main runway is fair to good condition, and the expected life is over ten years with annual maintenance. A runway overlay is recommended in Phase 3, along with an annual crack filing program. Two secondary grassed runways (02-20, 14-32) also exist and are not maintained during the winter months. Runway 02-20 is 2,348 feet (716 metres) in length by 75 feet (23 metres) in width and is in less than fair condition and would need to heighten maintenance for a few years. Runway 14-32 is 2,258 feet (688 metres) in length by 75 feet (23 metres) in width is in good condition. Both grass taxiway should be rolled a few times every year and sowed annually. Taxiways Taxiway A connects the public apron to the main runway. Taxiway D is a 25 feet (7.5 metre) wide and 920 feet (280-metre) long asphalt structure and runs parallel to the asphalt primary runway and it connects Taxiway A to Taxiways C and G2, where this section appears to be in a good state. East of Taxiway A, the asphalt of Taxiway D is more deteriorated. The west section is a more recent construction and is in better condition. Taxiway A connects to the apron and leads to the main runway. The HM Aero Feasibility Analysis report (October 2019) notes the “Airport’s single taxiway connection to Runway 08-26 has been observed to cause air traffic congestion during peak periods, sometimes requiring departing aircraft to exit the taxiway and hold short of the runway within the grass area beside the taxiway to allow for aircraft to clear the runway environment before taxiing to the main runway.” It is recommended that Taxiway A between the public apron and main runway be widened to accommodate this congestion and/or rehabilitated to address the structural adequacy. Page 260 of 503 73 Taxiway G2 connects Taxiway D to Taxiways G1 and G3. Taxiways G2 and G3 are parallel to Taxiway G1 and have short connectors to Taxiway G2. Extending Taxiways G1 and G3 to Taxiway D and removing the connectors would allow for additional hangars to be constructed. Taxiway C connects to Taxiway D and could be extended southerly also to accommodate the construction of additional hangars. New Hangars and Floor Grades The three existing hangars east of Taxiway G1 have been constructed recently with finished slab elevations that have created exceedingly steep slopes on each of the hangar access lanes. The slopes would render manual aircraft movement beyond manageable levels of safety and function. Localized correction of the hangar access lane approaches to correct this slope would consequently interfere with the existing levels and clearances required of Taxiway G1. By simply reconstructing Taxiway G1 to a higher elevation, this would level out the driveway slopes into the new hangars. However, this is likely to cause aircraft maneuvering issues for several of the existing small hangars to the west of Taxiway G1 that have hangar door access on this side. The construction method used to build the six existing conventional box hangar structures located between Taxiways G1 and G2 (structure built first and the floor slab poured after the building portion was completed) eliminates the possibility of ‘raising’ the existing conventional box hangars in order to accommodate the taxiway being reconstructed at a higher elevation (i.e. if the hangar floors were constructed as ‘floating concrete slabs’ and the hangar buildings were built on top/anchored down to each slab, then jacking up each hangar would be possible, but a dauntingly costly and risky task). The option of simply lowering the existing floor slabs within the newer hangars is limited due to the construction method used for each hangar. Another solution is to create an additional taxiway on the east side of the new hangars at a raised grade to match the new hangar floor, as opposed to lowering all of the new hangar floors. The hangar doors would be relocated to the opposite side of each hangar (east-side). In this scenario, Taxiway G1 becomes G1A/G1C and could loop around and would connect with Taxiway G1. Lowering the floors in these three hangars would be the least-cost solution, as long as the ground water was reworked to remove surface water away from the hangars and Taxiway G1. The existing public parking lot would also require reconstruction. The one larger angled hangar directly to the north of these six hangars has an existing earth soil floor. This hangar could be either realigned or relocate for Taxiway G1/G1B to extend through to Taxiway D. Apron The main apron is comprised of a paved asphalt surface and supports aircraft tie-downs and a cardlock aviation fuelling system. The apron is in fair condition and would probably need to be rehabilitated over the next ten years. A strong track filling program should be considered to extend its life. Page 261 of 503 74 Any taxiway and/or access roadway should be constructed as per the geotechnical pavement design recommendations and should also meet Transport Canada design standards and conform to current OPSS and municipal specifications. Existing field farm tiles may exist within areas slated for runway and/or taxiway pavement improvements and/or extensions. The geotechnical firm should confirm the proper treatment of the areas surrounding these drains during construction. 9.6 Water Supply and Septic Systems The Airport lands are not provided with municipal services (potable water, sanitary sewers) from the Town. Drinking water is supplied to the airport by self-contained water well on site. This system is classified as a Small Drinking Water System and the sampling frequency is dictated by the Directive set out by the local health unit. The well is in compliance with Ontario Regulation 903. The well provides drinking water to the administration building, the two CHAA hangars and four of the commercial hangars to the south of the CHAA hangars. There are no stand-alone water systems on the tenant side. The water is treated with a filtration and UV system; the treatment and quality monitoring are both located within the administration building. On the commercial tenant side, there exists an on-site septic system. A raised bed septic system to the southeast of the building treats wastewater from the administration building. Three of the hangars on Taxiway C have their own septic systems, and the other parcels appear to be large enough to accommodate additional septic systems. On the general aviation tenant side, there is no stand-alone septic systems. The hangars on Taxiways G1, G2, and G3 do not have large enough parcels for septic systems. There is no on-site water supply (fire suppression ponds or water reserve tanks) for fire fighting purposes. Arriving at an adequate pond or tank size would require considering a long list of factors, including the projected growth of heavy aircraft and general aviation (smaller aircraft) and how much fuel could be present within the fire protection area. Further consultation with the Town’s Fire Department and their preferred method for airport response should be undertaken. For comparison purposes, Niagara District Airport (NDA) is ahead in airport growth, yet it still does not have fire-fighting capabilities for dealing with aircraft fires involving jet fuel, etc., and a foam truck is not in the immediate future for the NDA. The current balance of well water and septic system should be reviewed periodically in context with the aspirations for developing more space on the site and potential for larger capacity of existing building occupation with additions. If a cistern for greywater is recommended for future use; the cistern must be labeled as ‘non-potable. 9.7 Fuel Farm The Fuel Farm is getting older. An increasing number of maintenance issues are occurring and the tanks are nearing their end of life. To avoid environmental risk and associated liability, we recommend the Airport should replace its fuel farm in Phase 1 of the capital investment plan. Noted that the new tanks should be located above grounds stated as a best practice by Transport Canada. Page 262 of 503 75 9.8 Electrical Power Supply Existing Electrical Utility: Based on prior reports and our on-site observations, we have outlined the existing electrical distribution. Existing Airport site is supplied with electricity from a single 167 kVA single -phase feeder to the site. The distribution on-site, is accommodated by means of single-phase underground primary feeders running approximately 200 metres from an Airport Road hydro pole to a pad-mount (TX- 1) transformer located south of the central parking lot of the terminal and then runs underground in conduits to a second similar transformer located next to the Terminal building (TX2) and to two similar transformers (TX-3 and TX-4) located in the area of the general aviation hangars. and in the area of the existing commercial hangars. These transformers collectively supply 15 existing metered electrical services to buildings of various sizes. Page 263 of 503 76 Secondary underground feeders from transformer TX2 supply power to the terminal building and are distributed to runway lighting and the aircraft fueling station from this building. (Refer to the Terminal Building Condition Report for existing electrical loads). This building and the outdoor lighting of the main roadway are the current Town-managed electrical requirements that they maintain. We did not find any system to accommodate emergency power (generator) on the site to operate essential airport systems. The remaining services are metered individually. Some of the small hangars may not have any power or have current electrical requirements that are quite basic. A Hydro Load Capacity Assessment for the Airport commercial aviation area was complete in late 2019. The results of the Hydro Load Capacity Assessment and potential additional services are summarised in Table 22. Table 22 - Existing and Available Hydro Services Transformer Designation Existing Services Potential Available Services General Aviation Area TX-3 7 7 TX-4 2 12 Total Potential Services Available: 19 Commercial Aviation Area TX-1 3 11 TX-2 3 11 Total Potential Services Available: 22 Depending on the actual hydro demand there is the potential to provide an additional 19 hydro services within the General Aviation area before the existing hydro transformers would be at capacity. Similarly, depending on actual hydro demand, the potential to provide an additional 22 hydro services within the Commercial Aviation Area before the existing hydro transformers that service this area would be at capacity. Prior Report on Electrical Service: A report was prepared for the Town of Tillsonburg by ERTH Corp. (ERTH) in 2019 that included a load capacity assessment for existing services. The report suggested a limit of potentially 19 additional services on the general aviation side, and a potential of 22 additional services on the commercial side before additional capacity is required. This estimate was dependent on the actual hydro demand. Page 264 of 503 77 Constraints and Future Improvements: Terminal Generator: A generator with an automatic transfer switch should be budgeted as an early investment. It is required to render the airport’s essential Town-operated components as operable to enhance essential emergency services for the Town and nearby communities. The airport may be the closest patient aircraft transfer service tied into the existing network for emergency response. The size of the generator is based on the essential airport functions in the event of an emergency and the level of convenience during a power failure. The sizing and determination of devices to be powered would be the topic of design service to undertake separately. We anticipate that the airside landing lights (ARCAL), radio and aircraft fueling, would be the minimum consideration among those necessary for emergency management of the aerodrome. There is a broad range of features and other factors to include for a generator system budget, but we would estimate that a figure between $100K and $150K be contemplated prior to a study and subject to how such a system is incorporated into other electrical improvements recommended elsewhere in the report. Growth of Electrical Demand: As understood from the 2019 ERTH Electrical Capacity Report, there is some limited capacity for electrical power remaining on the existing airport site before development demand exceeds the capacity of the single phase167 kVA feeder based on current uses. As per their original mandate, the ERTH report identified approximately 41 combined GA and commercial hangar services may be available within the capacity of the existing single-phase system. This is achievable only if loads from each new service are similar to the current pattern of use and if the distribution of new services can fully utilize the location of existing transformers. Although the ERTH report was not specific, we further assume that the existing/new services would use 50% capacity or less to substantiate the exercise and that existing transformers are in the range of size between 50 and 75 kVA. In the chart of available services, the 2019 report indicated a potential for 11 extra commercial services on each of the transformers TX1 and TX2. This would be feasible if not for the location of TX2 relative to the direction of future commercial hangar areas growth. Additional capacity is required to entertain future expansion of hangar facilities and address electrical needs for anything more than the 41 hangers or other minor improvements/expansions. The ERTH capacity report provided three scenarios for electrical improvements after the existing service reaches capacity. ERTH recommended the third option, which was to proceed with a utility-managed 500 kVA three-phase power installation by Hydro-One. They provided a high- level cost estimate range between $600K and $775K in 2019 dollars. The ERTH estimate would appear to have accounted for the distribution and separate metering cost of each projected service, but this report did not appear to specify how many new services nor the size of each service that this third option could accommodate as future Airport development capacity increases. Page 265 of 503 78 Approach to Electrical Infrastructure: It is already noted that in this report that the new growth potential proposes far more combined hangar growth in GA and commercial aviation areas well beyond 41 additional service cap. Further, this study also shows areas of the airport land projected for industrial and commercial uses. We conclude that the previous ERTH 3 study would not have taken into account. Consequently, we note that a 500 kVA transformer (Scenario 3) will be limited to the electrical supply for the airport only and that additional three (3) phase transformers are required to satisfy the newly projected fully built-out masterplan that may eventually include: • expanded GA hangar infrastructure by 62 new hangars • expanded commercial hangar infrastructure, some potentially requiring 3-phase service by 8-9 new, large hangars • proposed commercial development (other than the Airport operations zone), which would be closer to HWY 19 • other proposed industrial and commercial development lands Again, we note that the ERTH recommendation for the supply of a 500 kVA is limited to the additional Airport loads only. We cannot comment on the electrical consumption required for various future commercial and industrial land development adjacent to the airport. To determine the demand requirements of the larger development, the Town should consider undertaking a comprehensive electrical capacity study based on the master plan developed in this report for Hydro One’s use in the planning of their development strategy for electrical high voltage infrastructure in the area. Short Term Needs: At this juncture, the Airport is not in a position to share the costs for new services with other end users. The Airport is remote from any existing serviced urban boundary and the surrounding lands are agricultural. For short term electrical needs, with no aligned growth potential to justify a broader increase in the electrical capacity associated with 3-phase power, to share in installation cost with other properties on the possible routes, it is reasonable to continue with the single-phase service for the initial expansion of new hangars limited to 41 in number or there about. It is also advisable to pursue any zoning and other pre-planning for the masterplan of all airport lands in the interim to eventually attract more diverse investors and to work with the utility provider on the servicing of lands closer to the Hwy 19 source of 3-phase power whereby electrical infrastructure can be more organically developed, eventually branching to fulfill all long-term needs over time. Short Term Needs Beyond the 167 kVA Threshold: A modest supply of 3-phase power in the 500kVA range of capacity, will broaden the useable facility on site for general aviation expansion, and some air-transport-centric services that typically 3 See ERTH Study in Appendix B Page 266 of 503 79 require air-conditioning and other equipment-related electrical loads that may not be possible to entertain now. Elsewhere in this report is described how investment in expansion could begin generating more diverse revenue streams to sustain operations into the next 20 years or longer, but some of these improvements can be scaled back to more essential levels. The initial installation cost for 3-phase is factored by the distance that new conductors traverse and to maximise overhead wiring since this is least cost per metre compared with underground ducting. The nearest available 3-phase overhead wiring is found along Highway 19 and the junction of Airport Road to the west, approximately 1km away. The overhead wire could be used for this distance and route, possibly with use of the existing hydro poles pending further study. Other potential connection points, all from sources found north of the Airport, appear to be further direct distance and if overhead wiring were utilized for most of the route to mitigate cost, would interfere with operation of the airport. It is realistic for HydroOne to carry out aspects of implementation if they are made aware of the larger picture for development and the form of compensation for the Town and other utility customers. As an interim step, we see no reason why a Town-managed distribution arrangement could not continue whereby the existing four transformers are fed from a new service. This interim component of electrical supply improvement is estimated to be in the range of $100K to $160K. The cost estimate for this solution is offered without the benef it of conducting a more detailed study into the capacity of the 3-phase power grid provided by the utility. This estimate assumes no other additional infrastructure costs to be assessed by Hydro-One for this short-term solution. We assume the ERTH study encountered no issue in 2019. This step would be a similar approach to ERTH’s scenario 2 but would exclude new sub-metering from the initial capital cost. As new hangars or other buildings are added, assessment for new transformers, sub-metering, etc. would be on a project-by-project basis over a period of time. Long Term Needs: A more robust study of 3-phase service, suitable for light to medium industrial/commercial development, would be required to determine additional utility-supply points of distribution. This demand for Town-developed lands around the airport could require more utility infrastructure improvements upstream from the 3-phase power available at HWY 19 and therefore the utility provider would need to be engaged in any new study to assess overall power delivery costs and for a coordinated approach to the phasing of infrastructure. Shared Costs: In isolation of any other prospect of sharing early costs, it is likely that the Airport would b ear the full cost of the local electrical infrastructure upgrades required to bring 3-phase power to the site along Airport Road. Minimizing this immediate cost is more prudent. Anticipating for the larger growth scenario and for the potential of a phased mixed development would present a different proposition to the utility provider. Under the development of a master plan, where commercial and industrial lands are factored into the equation for the servicing of all Page 267 of 503 80 utilities, there is a greater incentive for the utility to absorb more of the delivery c ost to multiple consumers. In theory the costs for the upgraded 3-phase power gets shared among the end-users and has the potential to reduce the burden upon the Town in the long game. The path of servicing to the existing and future electrical need appears to pass through potential development lands between the airport and sources for electricity along HWY 19. It is realistic that much of the delivery cost would be rebated to the Airport over time. 9.9 Other Private Utilities Currently, airport buildings, including the terminal building, are being heated by means of propane gas as a source. There is no natural gas utility supply to the area of the Airport and this gas option does not appear to be available as a lesser cost alternative for now and for future growth over the next ten years. Rented propane tanks are located near various buildings and they require access for refuelling periodically. Aside from fuel oil, which presents an adverse carbon footprint, this fossil fuel remains the only option. Communication Systems, whether by radio wave, Internet data transfer or by telephone, where not assessed as part of this report. 9.10 Terminal The existing building represents 1,750 s.f. of site coverage and has two floor levels of near- identical interior area. Although a Code matrix was not made available for the existing building, from the drawings received, it appears to be designed as a “small building” under Part 9 of the Ontario Building Code (OBC). This assumption is supported by the ratings of walls, floors, roof, etc. noted on the drawings. Accordingly, the floor between levels is rated for 45 minutes fire resistance and the wall around the mechanical room, is also indicated as a 45-minute FRR. The roof structure has no rating indicated. Furthermore, the existing plan kept the restaurant dining area to within the provisions under OBC 3.1.2.6, which states “A restaurant is permitted to be classified as a Group E 4 major occupancy as long as the restaurant is designed to accommodate not more than 30 persons consuming food or drink.” The approximate size of the lounge/dining area supports this assumption based on non-fixed seats and tables at 0.95 square meters per person (see OBC Table 3.1.17.1 Occupant Load). This kept the terminal building classifications in the Group D (office) with a minor Group E occupancy, both of which are permitted in a O.B.C. PART 9 building. We can assume this was done to save costs for construction and to permit lower FRR than an assembly occupancy building (Group A, division 2) that most airport terminals are deemed to be appropriately classified. The concern with its original classification is not how the building has been used since it operates a flying school and has other spaces more common to a Group A division 2 type of use. A2 occupancies are not among the permitted uses in a Part 9 building. For example, if the terminal had it been designed to an A2 use, the FRR of supporting floors and structure would have been 3/4 hour and the roof structure would also be ¾ hour rating. 4 Ontario Building Code : http://www.buildingcode.online/11.html Page 268 of 503 81 The roof structure has no rating indicated. Furthermore, the existing plan kept the restaurant dining area to within the provisions under OBC 3.1.2.6, which states “A restaurant is permitted to be classified as a Group E major occupancy as long as the restaurant is designed to accommodate not more than 30 persons consuming food or drink.” The approximate size of the lounge/dining area supports this assumption based on non-fixed seats and tables at 0.95 square meters per person (see OBC Table 3.1.17.1 Occupant Load). To compare against an A2 classification, under the Part 9 building type, there is no fire separation required between a Group D and a Group E occupancy, so the current kitchen is not separated for other rooms to contain a fire. The roof has no rating and is wood. The roof should have had a fire-retardant treatment to the trusses even under a Part 9 classification but I could not find proof of this on drawings or in field observation. These are all concerns and cause for recommending better fire protection, particularly given the distance and time required for first responders to arrive on scene at the airport after a fire is detected. A worthwhile investment might be an advanced fire alarm system that could alert the Fire Department remotely with a smoke or rate-of-rise temperature sensor. We note that the building has a security alarm system that may call out to a monitoring service but could not confirm if this security system would offer fire detection. As for other aspects of the existing building, we will focus on washroom and accessibility shortfalls as sound reason for change/improvements to elevate the Airport to a civic building standard. Existing Washroom Demand: From a washroom count the original design included for just two washrooms and this was really a bare minimum for such a building given its range of uses and overlapping activities. The restaurant alone would require this number of washroom water closets without factoring the office uses, flying school and meeting spaces. Existing Egress from the Basement: We note how the basement has one means of egress. Given to the existing size and types of true occupancy in the building that are likely to expand and increase, a second exit would be a practical feature to include in any modest addition and /or renovations we present. While the count of uses in the basement appears to still comply with 9.9.8.2. (2), which states “Except as provided in Subsection 9.9.9., a single exit is permitted from each storey in buildings of 1 and 2 storeys in building height provided the floor area and travel distance requirements conform to those required in Article 9.9.7.4. and the total occupant load served by an exit facility does not exceed 60 persons.” However, my interpretation is factoring that there are activities in the basement, such as classrooms, lounge spaces, etc. that better fit a Group A2 (assembly) occupancy more than a Group D office occupancy that the design may have only allowed for. This is hard to confirm because no partitions were indicated for the basement on the original sealed drawings provided. The basement was shown as an open space except for the mechanical Page 269 of 503 82 room and simply stated “meeting space. While the basement may currently comply with minimum number of exits, the increase in occupancy and the practical circulation advantage of creating an airside new entrance, strongly support our recommendation to include a second north-facing entrance from the lower grade next to the building. This would permit pilots to enter directly into the terminal if using the building after normal hours, which is a feature that many FBOs offer. From a civic or “public” building perspective, the basement fails in context with the principles of barrier-free design. An objective of this (OBC) Code is to limit the probability that, because of the design or construction of a building, a person with a physical or sensory will be unacceptably impeded from accessing the building or circulating within it. OBC 3.8.2.1 still permits one level to be accessible in a small building. Proposed Changes In 1750 sq. of existing bldg. footprint, the phased expansion revises the footprint to 2360 s.f., or a 35% increase in area on two floors. This is a very modest step for a few reasons. Our proposed theoretical addition would include a 1-hour fire separation between uses given that the restaurant is likely to increase to a patron count of more than 30 persons, wherein the separation between Group D and Group A2 increases to 1-hour. This would apply to the walls, ceilings and floor, particularly for the kitchen. The restaurant category changes from a Group E to a Group A2 use by increasing the patron load over 30 persons, and therefore the entire building design becomes governed by Part 3 of the Building Code. Such a change is regulated in the Building Code as being larger or more complex, requiring an architect, engineers, etc., to design and review during construction. Even when applying Part 11 renovation alternatives, we run into the same issue related to use change and hazard index increase. Please note that after the restaurant exceeds a 30-patron occupancy but is only 40 or less patrons, and does not serve alcohol, that use alone requires only 2 or 1 washroom per 20 persons of each sex. However, if the restaurant served alcohol, the minimum washrooms are two per each sex. (Table 3.7.4.3 E). In the modest addition, we proposed adding a universal washroom in a new basement. The section 3.7.4.2, sentence 7 of the Code states: The water closet and lavatory provided in the universal washroom described in Sentence 3.8.3.12.(1) may be counted as part of the plumbing fixtures required for males and females in this Subsection if, (a) more than one water closet is required for males, and (b) more than one. water closet is required for females. There is no provision for the w/c to be on the same floor level as the other existing W/Cs. In other small building applications, we have been permitted to just add the universal washroom with local acceptance for LCBO licensing under the light beverage provisions, to comply with Table E for up to 100 restaurant patrons. Please note how many municipalities are adopting a mandate to make all floor levels of their facilities accessible either through AODA (Accessibility for Ontarians with Disabilities Act) or a custom facilities access set of criteria. As such, there is a likelihood that all public buildings will have this requirement in the future. We have included a small elevator to service the two existing floor levels to achieve this accessibility and to offer operability that enhances convenience for other functions, if even for light material movement between floors. Page 270 of 503 83 We also recommend that Tillsonburg works to an A2 classification that will permit expansion of the Terminal building so that it complies with OBC. 3.2.2.25. Group A, Division 2, up to 2 Storeys (1) A building classified as Group A, Division 2 is permitted to conform to Sentence (2) provided, (a) it is not more than 2 storeys in building height, and (b) it has a building area not more than the value in Table 23 Maximum Building Area, Group A, Division 2, up to 2 Storeys forming Part of Sentence (1) above (where the area is expressed in square meters). Table 23 - Group A, Division 2, up to 2 Storeys No. of Storeys Maximum Area, m2 Facing 1 Street Facing 2 Streets Facing 3 Streets 1 $1,600 $2,000 $2,400 2 $800 $1,000 $1,200 (2) The building referred to in Sentence (1) is permitted to be of combustible construction or non-combustible construction used singly or in combination, and, (a) floor assemblies shall be fire separations and, if of combustible construction, shall have a fire-resistance rating not less than 45 min, (b) mezzanines shall have, if of combustible construction, a fire-resistance rating not less 45 min, (c) roof assemblies shall have, if of combustible construction, a fire-resistance rating not less than 45 min, except that in a building not more than 1 storey in building height, the fire-resistance rating is permitted to be waived provided the roof assembly is constructed as a fire-retardant treated wood roof system conforming to Article 3.1.14.1., and the building area is not more than, (i) 800 m2 if facing one street. (ii) 1 000 m2 if facing 2 streets, or (iii) 1 200 m2 if facing 3 streets, and (d) loadbearing walls, columns and arches supporting an assembly required to have a fire- resistance rating shall, (i) have a fire-resistance rating not less than 45 min, or (ii) be of non-combustible construction. To do this, some remedial work would be performed to the existing roof to achieve this target classification. The target criteria allow for expansion of up to 1000m2 (11,000 s.f.) of total building. Page 271 of 503 84 F i g u r e 11 - P r o p o s e d T e r m i n al E x p a n si o n R e n d e ri n g Page 272 of 503 85 F i g u r e 12 - T e r m i n al E x p a n si o n M a i n Fl o o r P r o p o s e d L a y o u t Page 273 of 503 86 F i g u r e 13 - T e r m i n al E x p a n si o n B a s e m e n t P r o p o s e d L a y o u t Page 274 of 503 87 9.11 Infrastructure Development Plan Stemming from the consultations, airport operations analysis and the infrastructure assessment report, several rehabilitation and expansion projects will be required over the duration of this plan. Main Apron Expansion The Airport is facing several main apron issues heighten by weekend traffic. These issues include but are not limited to: • The lack of space and/or dedicated run-up area. • The lack of aircraft parking space and tie-downs. • Taxiway Alpha and Apron congestion. • All taxiways tying back to the main apron. • Fuel farm located at the entrance to Delta reducing movement areas. • Growing number of on-site hangars and aircrafts. • Growing number of itinerant flights generated by the Airport restaurant. To alleviate these issues a series of recommendations are suggested: A) Expansion of the main apron by 32,000 sq ft eastward and connected to the south to Taxiway Bravo a. This expansion would allow for the fifteen (15) new aircraft parking and tie-downs spaces. b. It would also allow for the provision of a run-up area close to the access to taxiway Alpha. c. Direct aircraft away from the fuel farm area. d. Make use of Taxiway Bravo which is usually less occupied on weekend access when CHAA aircraft are operating. e. Longer term, the main apron will need to be rehabilitated (repaved). General Aviation Area Taxiways Rehabilitation and Expansion The General Aviation Area is also facing several taxiway issues. These issues include but are not limited to: • G1 is not properly configured and sized (width, weight capacity, distance to objects, turning radius) for the type of hangars being developed and associated aircraft. • G1 is not directly connected to Delta. • G1 can be expanded to host more hangars. • G2 can be expanded to host more hangars. • G3 is not directly connected to Delta. • G3 can be expanded to host more hangars. • Mid- to long-term development will require the addition of other GA taxiways (G4 and G5). To alleviate these issues a series of recommendations are suggested: Page 275 of 503 88 A) G1 is hosting and supporting hangars of up to 60 x 60 sq ft. This type of hangar can accommodate turboprop aircraft such as the King Air, Pilatus, and Cessna Caravan along with small business jets. These are aircraft group number II (AGN II). G1 has an actual width of 5.25 metres but is located less than 5 meters from the westside hangars. Transport Canada regulations obligate a minimum of 15.5 meters from the taxiway centreline (or 11 metres from the taxiway edge) to any obstacle for AGN I aircraft and 20 meters from the taxiway centreline (or 12.5 metres from the taxiway edge) to any obstacle for AGN II aircraft. So, we recommend G1 be relocated 8 meters to the east and widen to 7.5 meters ensuring the new location meets the above standards. G1 is also presently connected to G2 by a sharp angle turn. This configuration is highly irregular and cannot support AGN II aircraft. To solve this issue and provide a more efficient taxiway system, we recommend G1 be extended to Delta. Such a decision will require the removal of the four (4) bay hangar built at an angle many years back. This hangar can be relocated between G1 and G2 in place of the former G1 sharp turn. Finally, G1 can also be extended south to allow for more hangar construction, however, in doing so, we are recommending that the extension of G1 plan for a slight bend to the east and then continue straight south to avoid issues with potential sloping. B) G2 presently acts as the main access lane to the general aviation area connecting with Delta. With the planned construction of the General Aviation Access Road, there will be room to expand G2 south to add more hangars. Once, there no more spaces available on existing taxiways we recommend G2 be extended to support future growth. In Phase Three (3) of the plan, we also recommend G2 be extended north to connect with runway 08-26. This extension would ease pressure on the main apron and Alpha, reduce congestion and conflicts around the fuel farm and allow for the airport to taxi directly on and off the main runway. This new taxiway could be an extension of G2 or designated as Taxiway Echo (E). C) G3 is in a comparable situation as G1 as it connects to G2 and not Delta. There is also room for a few new hangars on G3 and room to expand north and south. While the southern extension is easily doable, the northside extension to join with Delta will have to take into consideration the faulty location of the first two G2 westside hangars which are not aligned with other G2 west hangars and may create an obstacle limitation non-compliance. G3 will need to be realigned to allow enough separation between taxiway edges and buildings. Page 276 of 503 89 D) Once all hangars’ spaces on G1, G2 and G3 have been leased or occupied, YTB should move ahead and build G4 (and subsequently G5). The sizing of these taxiways should be planned accordingly with the types of aircraft TB attracts the most. Presently G1 and G3 host AGN II hangars so logically all generous size hangars should be directed to these taxiways and smaller AGN I aircraft hangars to G2 and G4. Taxiways Rehabilitation and Expansion The four (4) official taxiways at the airport are in overall good condition. The planned development of YTB will still require various work on all of them. For Taxiways Bravo and Charlie, their extension is tied to market demand and commercial hangar development. No major rehabilitation work in the plan duration of the report is envisioned. For Taxiway Alpha, our recommendation would be to widen it by another 15 meters (7.5 meters on each side) starting at the runway edge and running south to the main apron edge. This expansion will allow for two (2) general aviation aircraft to cross. Markings and lighting will have to be updated and moved to properly guide aircraft and allow for enough clearance. Taxiway Delta is the main general aviation artery. Presently all traffic is funnelled through taxiway G2. A proper taxiway design would see all “G” taxiways connecting to Delta. Our recommendation is to extend Delta to G3 (according to the implementation plan) and when required to G4 and G5. As previously mentioned, we are also recommending a new taxiway to be built between Delta and Runway 08/26. This new taxiway could be an extension of G2 or designated as Taxiway Echo (E). Depending on the volume of movements and the availability of the run-up area created beside the main apron, a second round-up area could be added to the side of Taxiway Echo. Runway 08/26 It is noted that the operational runway length is restricted by the presence of trees on the approach to runway 26 and a 1,000-foot displaced threshold is in effect. This situation is well known and documented. The main runway is in fair to good condition and the expected life is over 15 years with annual maintenance. A runway overlay is recommended in phase 3 if needed, along with an annual crack filing program. Grass Runways Two secondary grassed runways (02-20, 14-32) also exist and are not maintained during winter months. Runway 02-20 would need heighten maintenance for a few years. Runway 14-32 is in good condition. Both grass taxiway should be rolled a few times every year and sowed annually. 9.12 Development Layout Plan For reference, the darker green line indicates areas that will be expanded. Yellow and beige indicate new roads and road displacement. A fence has been added which separates the parking from airside by the administrative building (terminal). A gate is also situated at the commencement of the general access. Page 277 of 503 90 9.12.1 Short Term Plan Page 278 of 503 91 Figure 14 - Proposed Apron Expansion Page 279 of 503 92 9.12.2 Long-Term Plan Page 280 of 503 93 9.12.3 Long-Term Plan Zoomed in without the runway Page 281 of 503 94 10. Land Use Plan A series of development options and concepts were identified to maximize and plan future land use developments. The tasks supporting these options involved reviewing past studies, consulting with local businesses, economic leaders, airport tenants, key stakeholders and conducting various market research initiatives to identify opportunities that could be implemented or expanded at the airport. Efforts have been made to be in respect of the Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas but recognizing that Airport are guided by Federal rules and bylaws. This document acknowledges that where specific parameters are proposed, they represent best practices rather than specific standards that must be met in every case. Throughout this section, a series of small land development scenarios, (relative to each land parcels overall size) are presented which take into consideration: • Agriculture remains the principal use in prime agricultural areas • Land taken out of agricultural production, if any, is minimal • Subject to moving proceeding, each development scenario must meet all applicable provincial air emission, noise, water and wastewater standards and receive all relevant environmental approvals. The airport property (Figure 15) was previously divided into six (6) parcels (A through H) of land. Figure 15 - Overview of Available Land Parcels Page 282 of 503 95 The following table provides an overview of the proposed development options and concepts with a description of each identified developable parcel's highest and best usage. Table 24 - Land Use Development Concepts Land Parcel Potential Business Activity P-A1 (52 acres) • General Aviation Park Expansion P-A2 (43 acres) • General Aviation Commercial Services and Maintenance • Non-Aviation Option - Light Agri-Industrial Park (Southern Part of A2) P-B1 (25 acres) • Commercial Retail (Agri-Tourism) P-B2 (8 acres) • Commercial Storage - RV / Boat / Vehicle / Equipment Storage P-C1 to C5 (174 acres) • Agricultural Farming P-D1 (33 acres) P-D2 (18 acres) • Light Agri-Industrial Space with agriculture/agri-food warehousing and storage, and supportive office space P-E1 (48 acres) • Land Sale for Continued Agriculture Farming P-F1 (26 acres) • Leisure/Tourism - Tree-Top Adventure Park 10.1 Parcel A1 10.1.1 General Aviation Hangar Park Expansion Development Concept Parcel A1 is well suited to support and promote the expansion of the general aviation (GA) hangar farm. GA has as always been YTB grass root activities. The objective is to raise the number of based aircraft through the promotion and attraction of new tenants and aircraft, the addition of new hangars and the development of various sizes of such hangars. The expansion of the hangar park will support raising airport-related revenues to make the airport more financially sustainable. As part of this concept, and supporting making the airport economically sustainable, we recommend YTB/The Town of Tillsonburg look at developing and owning a number of these new hangars. Page 283 of 503 96 This strategy would provide hangar to aircraft owners looking to lease only or facing challenges with obtaining a mortgage to build property on lease land. It will also have the airport take the leadership in developing its property, meeting industry demand on a structured trigger approach. In parallel, the growth of the GA Hangar Park and associated based aircrafts will favor attracting more aviation services providers to support the needs and requirements of based aircraft owners and operators. It will also directly impact fuel sales revenues, others airports services (including the restaurant) and the overall economic impact of YTB. This multiplier effect may also favor hosting more transient aircraft attracted by the range of services, the pilot community and overall aviation ambiance. Market Analysis The data available providing a portrait of the aircraft market is numerous and from various sources. However, the analysis of three (3) key statistics can provide the information necessary to fully understand the market situation: • Overall picture of the number of aircraft delivered and invoiced; • Evolution of the number of aircraft by type of aircraft for the Canadian market; and • Sector size (in $) for Canada. According to the General Aviation Manufacturers Association (GAMA) website, there was a 4.2% drop in total aircraft billing between 2017 and 2018. On the other hand, aircraft deliveries increased 2.5% during the same period. As shown in Table 25, the increase in deliveries is mainly due to the increase in piston planes. Table 25 - Evolution of deliveries and invoicing of the fix wing aircraft market Aircraft Type 2017 2018 Variation Piston 1,019 1,085 +6.5% Turboprop 582 563 -3.3% Business Jets 667 676 +1.3% Aircraft Deliveries 2,268 2,324 +2.5% Total Billing $21.1 billion $20.2 billion -4.2% We observed good growth in deliveries for the Rotorcraft category (helicopters) and slight growth in purchase between 2016 and 2017. Page 284 of 503 97 Table 26 - Evolution of deliveries and invoicing of the rotorcraft market Aircraft Type 2017 2018 Variation Piston Helicopters 224 264 +17.9% Turbine Helicopters 693 704 +1.6% Total Deliveries 917 968 +5.6% Total Billing $ 4.1 billion $4.1 billion +0.8% At the national level, Transport Canada provides specific data on the various types of aircraft registered in the country. Chart 30 shows the growth in the total number of registered aircraft in Canada between 1997 and 2017 (20-year period). In 20 years, the total number of registered aircraft in the country has increased by 8,534 units, an increase of 30.4% but the trend has slowed down over the last four-five years. Chart 30 - Total Aircraft Registered in Canada In addition to the previous figure, Table 27 presents the total aircraft registered in Canada by category between 2007 and 2017. The data analysis allows two (2) conclusions to be drawn. First, single-engine and twin-engine aircraft have experienced much the same growth over the past ten (10) years. In terms of segmentation by weight, there is a greater growth (in percentage) in the number of planes of 12,500 pounds and over, which is mainly due to the increase in commercial air travel in the country. Table 27 - Total registered aircraft by category Year Helicopters Single Engine Twin Engine 12,500 lbs. (5,670 kgs) and less Above 12,500 lbs. (5,670 kgs) 2007 2,317 26,531 4,098 30,223 1,663 28054 36588 25000 27000 29000 31000 33000 35000 37000 39000 Page 285 of 503 98 Year Helicopters Single Engine Twin Engine 12,500 lbs. (5,670 kgs) and less Above 12,500 lbs. (5,670 kgs) 2008 2,504 27,406 4,267 31,154 1,779 2009 2,576 27,930 4,353 31,709 1,824 2010 2,658 28,479 4,441 32,330 1,845 2011 2,728 29,079 4,593 32,986 1,961 2012 2,776 29,623 4,629 33,563 1,977 2013 2,849 30,066 4,560 34,050 2,028 2014 2,871 30,313 4,758 34,310 2,064 2015 2,853 30,370 4,777 34,359 2,081 2016 2,836 30,419 4,725 34,355 2,081 2017 2,830 30,539 4,737 34,457 2,114 Variation 22.14% 15.11% 15.60% 14.01% 27.12% Quebec and Ontario also saw growth over the same period. In Ontario, over the same period, the total number of registered aircraft grew by 2,023 units, an increase of 24.7%. For the two (2) provinces, the growth since the beginning of the 2010s has been more moderate. Quebec even had a slight decrease in the number of aircraft registered between 2015 and 2017 (-0.58%). Chart 31 - Total number of registered aircraft for Quebec and Ontario 8181 10204 4829 7628 7584 4000 5000 6000 7000 8000 9000 10000 11000 Ontario Quebec Page 286 of 503 99 In 2017, general aviation aircraft (piston aircraft) represented a total of 8,546 aircraft in Ontario (83.7% of the total) and 6,107 in Quebec (80.5% of the total). For the two (2) provinces, this represents a total of 14,653 piston aircraft. Chart 32 - Number of piston airplanes for Ontario and Quebec On the business aviation side, the Canadian Business Aircraft Association (CBAA) estimated the total number of business jets in the country at 1,900 (2017). The following map provides a rough estimate of the number of business jets per province. If we consider that Ontario has the largest market in the Country represents approximately 25% to 30% of the aircraft in the country, we obtain an approximate total of 550 aircraft. market in the Country represents approximately 25% to 30% of the aircraft in the country, we obtain an approximate total of 550 aircraft. Figure 16 - Distribution of business jets by province 8546 6107 Ontario Québec Page 287 of 503 100 Even though the global market for GA in Canada has suffered through the economic downturn in the past, the total number of GA aircraft in operation is still growing. The Canadian aviation market has rebounded faster than the U.S. market. If no major changes in the industry occur in the near future, the trend is likely to continue beyond 2020, thereby providing a stable and healthy market for a G.A. development. Figure 17 below shows the main usage of general aviation aircraft. Figure 17 - Main usage of general aviation aircraft Personal and recreational (leisure/tourism/flying-around) flights are the main reasons G.A. owners and pilots use their aircraft. Growth of the GTA Along side the growth of General Aviation, YTB can also look to benefit from the rapid expansion of the Greater Toronto Area and similarly the growth of the class 1 and 2 airports in the area which drives away general aviation and supports the growth of smaller (non-commercial service airports). As such, YTB should look to promote its site and added value assets and services to aircraft owners still located at Hamilton, Waterloo and London airports. Positioning We recommend YTB orchestrate a marketing campaign using the airport slogan “Big Sky, Big Runway, Big History” to promote the expansion and availability of hangars today and the development plans for the future. The campaign can be web-based and present the various types of hangars that are available and/or planned with supporting airport data and services. The outreach should be to all pilots and aircraft owners in southern Ontario, including using based tenants and hangars owners in support of disseminating the information. Social medias, handouts to transient aircraft, emailing campaigns and advertisements in the COPA newsletter are other avenues to reach the targeted clienteles. Page 288 of 503 101 Development Site and Building Requirements • Fill remaining space on G1, G2 and G3 • Extend G1, 2 and 3 to their maximum length to support further hangars development • Provide a mix of hangars sizes (T-Hangars, GA Hangar (40x40) and small Corporate 60x60) Financial Analysis 10.1.1.5.1 Revenue and Expense Assumptions • Years 1-10: two hangars every year (one private and one Airport/Town-owned) o Sizes to vary between 40x40sqft and 60x60sqft o No construction of hangars in Year 2 due to construction of an 8 bay T-Hangar • Year 2: Development of an eight (8) T-Hangar by the Airport/Town (1,500sqft per bay) o Two bays per year will be occupied between Years 2-5 • Years 11-20: One hangar every year, alternating private and Town-owned • Optional: Adding another T-Hangar upon market demand 10.1.1.5.2 Revenue and Expense Calculations General Aviation Hangar Development 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Hangar (Land Lease) Revenues $9,651 $41,148 $92,466 $162,420 Hangar (Rental) Revenues $376,506 $1,516,447 $3,284,669 $5,505,881 Total Revenues $386,157 $1,557,594 $3,377,135 $5,668,301 Expenses Hangar Mortgages (Airport Owned) $295,169 $679,715 $1,194,342 $1,775,539 Taxiway Delta Extension to G3 and G4 $0 $340,000 $340,000 $340,000 G1 Extension $70,000 $70,000 $70,000 $70,000 G2 Extension $70,000 $70,000 $70,000 $70,000 G3 Extension $0 $60,000 $60,000 $60,000 G4 Construction $0 $500,000 $500,000 $500,000 Total Expenses $435,169 $1,719,715 $2,234,342 $2,815,539 Pre-Tax Profit -$49,012 -$162,121 $1,142,793 $2,852,762 Hangar Building Values (Airport Owned) $1,028,311 $1,762,762 $2,441,036 $3,022,883 10.1.1.5.3 Property Tax Revenues Table 28 summarizes the anticipated property tax revenues based on the proposed developments and which represent revenues over and above the financial calculations presented above. In the first five (5) years, $50,260 in property tax revenue is anticipated. Following years 10 and 15, Page 289 of 503 102 $183,260 and $394,132 are projected. At the conclusion of the 20-year horizon, a total of $681,102 is anticipated. Table 28 - Anticipated Property Tax Revenues 5-Year 10-Year 15-Year 20-Year Total Total Total Total Property Tax Revenues (0.01039335) Privately-Owned Hangars $15,155 $67,774 $156,759 $282,796 Airport-Owned Hangars $35,105 $115,486 $237,373 $398,306 Total Revenues $50,260 $183,260 $394,132 $681,102 10.2 Parcel A2 10.2.1 Commercial Aviation / MRO Development Concept All aviation commercial activities at YTB are located in Parcel A2. There is ample space remaining in this parcel to sustain both aviation and non-aviation activities. On the aviation side, we recommend Parcel A2 remains dedicated to aviation commercial activities and supporting services. As the number of based aircraft grows the airport could leverage adding more maintenance related services shops (propeller shop, paint shop, avionics, overall, refurbishment and others) and others like flight training. The objective is to raise the number of aviation-based suppliers that would support raising again airport related revenues to make the airport more financially sustainable. As part of this concept, and in support of making the airport financially sustainable, we recommend YTB/The Town of Tillsonburg offer the possibility the build and owned a number of these new hangars. In parallel, the growth of the Commercial Aviation Services will also directly impact fuel sales revenues, create new employment opportunities for Town and County residents, increase the number of based employees thus supporting the restaurant, local/regional businesses and the overall economic impact of YTB. The growth of an aviation service hub may also favor hosting more transient aircraft attracted by the range of services and specialty shops. Market Analysis / Rationale See data presented in section 10.1.1.2. Positioning The objective is the move toward the development of a one-stop-shop for general aviation maintenance and services at YTB. This positioning is intricately tied to the growt h of the number of based aircraft and the availability of utilities and supporting infrastructure at the airport. Page 290 of 503 103 Structured marketing and investment attraction activities will be required to attract the desired businesses. Again YTB/The Town could play the role of the developer by building required facilities on a demand basis and leasing then out on long-term leases. We recommend YTB orchestrate a small marketing campaign using the airport slogan “Big Sky, Big Runway, Big History” to promote the expansion and availability of hangars today and the development plans for the future. The campaign can be web-based and present the various types of hangars that are available and/or planned with supporting airport data and services. The outreach should be to all pilots and aircraft owners in southern Ontario including using based tenants and hangars owners in support of disseminating the information. Social medias, handouts to transient aircraft, emailing campaign and advertisement in the COPA newsletter are other avenues to reach the targeted clienteles. Development Site and Building Planning Various steps can be considered to support expansion of Parcel A2. The initial one would to make full use of the lands still available alongside Taxiway Charlie. Once this step completed, a taxiway expansion will be required. Through this process YTB will need to consider the availability of electricity and water along with the sizing of septic systems. The development of Parcel A2 should also consider the suggested airport entrance realignment scheduled in Phase 4. Financial Analysis 10.2.1.5.1 Assumptions • Year 1 – 5: one new hangar – estimated size 5,000 sq. ft. • Year 6-10: one new hangar – estimated size 7,500 sq. ft. • Year 11 to 15: one new hangar – estimated size 5,000 sq. ft. • Year 16 to 20: one new hangar – estimated size 7,500 sq. ft. • Property Tax Rate (0.01039335) • Hangar assessed values: 60’x60’ = $150,000, 40’x40’ = $75,000, 8 bay T-Hangar = $500,000 10.2.1.5.2 Revenue and Expense Calculations Commercial Aviation Hangar Development 5-Year 10-Year 15-Year 20-Year Total Total Total Total Land Lease Revenues Hangar #1 $4,617 $12,948 $22,146 $32,302 Hangar #2 $0 $5,148 $18,945 $34,179 Hangar #3 $0 $0 $5,628 $15,784 Hangar #4 $0 $0 $0 $9,321 Total Revenues $4,617 $18,096 $46,720 $91,585 Expenses Extending Taxiway Charlie $40,000 $40,000 $40,000 $40,000 Total Expenses $40,000 $40,000 $40,000 $40,000 Pre-Tax Profit -$35,383 -$21,904 $6,720 $51,585 Page 291 of 503 104 10.2.1.5.3 Property Tax Revenues Table 29 summarizes the anticipated property tax revenues based on the four (4) proposed developments and which represent revenues over and above the financial calculations presented above. In the first five (5) years, $21,031 in property tax revenue is anticipated. Following years 10 and 15, $82,432 and $212,821 are projected. At the conclusion of the 20-year horizon, a total of $417,197 is anticipated. Table 29 - Anticipated Property Tax Revenues 5-Year 10-Year 15-Year 20-Year Total Total Total Total Property Tax Revenues (0.02935632) Hangar Land Tax Revenues $21,031 $82,432 $212,821 $417,197 Total Revenues $21,031 $82,432 $212,821 $417,197 10.2.2 Light Agri-Industrial Park A Light Agri-Industrial Park comprised of buildings situated at the airport (Parcel A2) can be a strategic location and land development use which can generate new employment opportunities within Oxford County and have a significant economic impact on the surrounding community. In line with OMAFRA’s Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas, such buildings may or may not be farm-related commercial or industrial use; be compatible with surrounding agricultural operations; directly relate to farms in the area; support agriculture and provides products or services to farms; and benefits from its proximity to farms. Concept Description The Light Agri-Industrial Development concept is a long-term project which aims to attract primarily agri-related product and/or support uses. The opportunity is to provide lands for companies looking to expand and be located in close proximity to nearby farms, the airport and/or with easy access to Highway 401. This development concept has the potential to generate new employment opportunities within Oxford County and have a significant economic impact on the surrounding community. This type of development would consist of light agri-industrial buildings, each with a building footprint of 2,787sqm (30,000sqft), where each building would occupy their own user. 10.2.2.1.1 Market Analysis / Rationale Market research suggested that the Town should concentrate on attracting industries active in the agri-food, agri-product, agri-service, and warehousing, given their high growth potential, their existing presence in the region and, their inherent need to have direct access to an efficient transportation system and agricultural community. Page 292 of 503 105 Extracted from the Canada Q4 2020 Quarterly Statistics report prepared by CBRE5 (see Chart 33 the quarterly update revealed that while the London industrial market did not see new supply during the final quarter of 2020, a healthy 787,000 sqft of construction remained in the pipeline which is all expected to be completed in 2021. This includes the 638,000 sqft expansion to the Maple Leaf Foods poultry processing plant which is anticipated for delivery in Q1 2021 and which will add 1,400 new jobs to the local economy. Moreover, as tenants withdrew from the industrial real estate market in the London area, occupancy decreased and resulted in 133,000 sqft of negative net absorption. Likewise, availability increased by 30 bps to 2.1%. Despite negative fundamentals, lease rates and sales prices experienced increases in average net rent from $5.67 to $6.17/sqft and average sale price from $66.92 to $75.95/sqft between Q3 and Q4 of 2020. Looking forward, Canada Real Estate Market Outlook6 for the London Region indicates that there are no signs of slowing down in 2021. London’s industrial sector has experienced a run-up of market activity over the previous few years. Companies looking to expand or relocate within the market may face challenges moving forward as London has no speculative developments planned for this year. Additionally, as investors continue to look for stable returns throughout this uncertain period, there has been an influx of GTA-based groups who have entered the London market chasing both value and upside. Strong demand and momentum established in 2020 have led to an increased interest in most asset classes, which should stir up deal activity in 2021. Chart 33 - Summary of London Industrial Real Estate (Q4 2020) 5 https://www.cbre.ca/en/research-and-reports/Canada-Office-and-Industrial-Quarter-Stats-Q4-2020 6 https://www.cbre.ca/en/research-and-reports/Canada-Market-Outlook-2021 Page 293 of 503 106 Positioning – Markets and Clientele The marketing of the Light Agri-Industrial Park should highlight the assets and location advantages of the region, including affordable land and rental rates in the Southwest Oxford and Tillsonburg areas, as well as the lower cost of living compared to London (less than an hour commute away). Promotional activities of the airport’s future development activities should also underscore the ideal location of Tillsonburg Regional Airport, its proximity to approximately 3,788 agricultural businesses throughout Oxford County; a 40-minute commute to each London and St. Thomas’ downtown core; 18-minute commute to Ingersoll; 25-minute commute to Woodstock; and a 45-minute commute to Brantford. The area also offers major transport infrastructure for the commercial corridor along Highway 401 (accessible by a 10-minute commute to the north) and Highway 3 (accessible by a 10-minute commute to the south). Highway 3 is best known for its Ontario-Buffalo border crossing with the Peace Bridge in Fort Erie (in the east) and its Ontario-Michigan border crossing with the Ambassador Bridge in Windsor (to the west). Development Site and Building Requirements The Light Agri-Industrial Park would be situated on the southern portion of Parcel A2 facing Airport Road. The total available surface for construction and development is approximately nine (9) acres. The site would be accessible from the main entrance into the airport off Airport Road. Site development will need to meet TP 312 5th and the obstacle limitation surface requirements and OMAFRA’s Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas. The lack of municipal water and sewer may be a deterrent to some investors. As well, the lower cell phone quality and internet (broadband) services will need to be addressed. Figure 18 presents a sample illustration of the proposed development concepts on Parcel A2. Figure 18 - Suggested Development Site for Light Agri-Industrial Developments Page 294 of 503 107 10.2.2.3.1 Development Timeframe The suggested development timeline for the Light Agri-Industrial Park is as follows: • Phase 1: o Years 1-2: Marketing campaign to secure a land lease with a developer for either a light agri-industrial development. ▪ Year 3: First land lease secured. o Years 3-4: Marketing campaign to secure next land lease. ▪ Year 5: Second land lease secured. o Years 5-6: Marketing campaign to secure next land lease. ▪ Year 7: Third land lease secured. o Years 7-8: Marketing campaign to secure next land lease. ▪ Year 9: Fourth land lease secured. o Years 9-10: Marketing campaign to secure next land lease. ▪ Year 11: Five land lease secured. Financial Analysis 10.2.2.4.1 Revenue and Expense Assumptions Table 30 presents the Revenue and Expense Assumptions. Table 30 - Revenue and Expense Assumptions Item Assumptions Revenue Annual land leasing rate / acre • Land lease rate of $3,000/acre • Land lease rate increase of 2% every year Property Taxes • Property tax rate of 0.03581061 for Industrial Full (occupied) • Industrial building assessed value: 2,787sqm x $2,152/sqm = $5,999,798 Cost Marketing and Promotion • $5,000/yr spent on marketing and promotion for the two years leading up to the construction of each development site 10.2.2.4.2 Revenue and Expense Calculations Table 31 presents the Anticipated Revenue and Profit Margins for the five (1) one-acre leased parcels of land over a 5, 10, 15 and 20-year horizon. Page 295 of 503 108 Table 31 - Anticipated Revenue and Profit Margins Land Lease 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Parcel #1 $9,548 $26,779 $45,803 $66,806 Land Parcel #2 $3,240 $20,438 $39,427 $60,391 Land Parcel #3 $0 $13,849 $32,776 $53,672 Land Parcel #4 $0 $7,030 $25,871 $46,674 Land Parcel #5 $0 $0 $18,735 $39,419 Total Revenues $12,788 $68,095 $162,611 $266,963 Expenses Marketing and Promotion of Land $25,000 $50,000 $50,000 $50,000 Total Expenses $25,000 $50,000 $50,000 $50,000 Pre-Tax Profit -$12,212 $18,095 $112,611 $216,963 Based on the anticipated revenues and expenditures, the airport begins to generate a steady positive annual surplus in Year 5, but it is not until Year 8 when the project begins to break-even (see Chart 34). In the first five (5) years, the project anticipates a pre-tax loss of $12,212. Following years 10 and 15, the project estimates a pre-tax gain of $18,095 and $112,611, respectfully. At the completion of the 20-year horizon, the overall project generates a pre-tax profit of $216,963. Chart 34 - Land-Lease Scenario: 20-Year Annual Net Profits vs Cumulative Cashflow Page 296 of 503 109 10.2.2.4.3 Property Tax Revenues Table 32 summarizes the property tax revenue based on the five (5) proposed developments and which represent revenues over and above the financial calculations presented above. In the first five (5) years, $915,893 in property tax revenue is anticipated. Following years 10 and 15, $4,827,594 and $11,464,483 are projected. At the conclusion of the 20-year horizon, a total of $18,792,144 is anticipated. Table 32 – Anticipated Property Tax Revenues 5-Year Total 10-Year Total 15-Year Total 20-Year Total Property Tax Revenues (Light Industrial = 0.03581061) Building & Land #1 $683,848 $1,917,870 $3,280,330 $4,784,596 Building & Land #2 $232,045 $1,463,768 $2,823,689 $4,325,152 Building & Land #3 $0 $991,820 $2,347,346 $3,843,956 Building & Land #4 $0 $454,135 $1,671,372 $3,015,300 Building & Land #5 $0 $0 $1,341,746 $2,823,141 Total Revenues $915,893 $4,827,594 $11,464,483 $18,792,144 10.3 Parcel B1 10.3.1 Roadside Agri-Tourism Attraction / Agri-Retail Development Concept Description A roadside attraction is a feature along the side of a road meant to attract tourists. In general, these are places one might stop at on the way to somewhere, rather than actually being a destination. They are frequently advertised with billboards.7 This particular concept entails the development of a roadside agri-tourism attraction with a supporting agri- retail component. The concept builds upon other well- known and large-scale roadside attractions currently scattered throughout Ontario (and across Canada) that benefit from being on/close to an arterial roadway/highway. 7 https://en.wikipedia.org/wiki/Roadside_attraction Page 297 of 503 110 Market Analysis / Rationale While specific mobility data does not exist for individual roadside attractions, in the case of the Big Apple in Colborne, Ontario, they benefit from having an agri-retail component while also offering other onsite activities such as a mini-putt course, restaurant, gift shop and maple shack to name a few. Leveraging their visibility from Highway 401, they also have a billboard that is regularly updated to include the number of apple pies that they have sold over time. In an effort to understand their success as a highly sought-after roadside attraction, they reported having sold 6,075,212 apple pies as of September 2019. Figure 19 - The Big Apple, Colborne (Ontario) While Figure 21 presents a visualization of one of many roadside attractions situated throughout Ontario. The two (2) closest known roadside attractions to the Tillsonburg Regional Airport are the Springbank Snow Countess Cow Monument in Woodstock and the Jumbo the Elephant in St. Thomas. Figure 20 - Springbank Snow Countess Cow Monument and Jumbo the Elephant Page 298 of 503 111 The following represents a consolidated list of other well-known roadside attractions that are located throughout Ontario and their geolocation is mapped in Figure 21: 1. Springbank Snow Countess Cow Monument (Woodstock, Ontario) 2. Jumbo the Elephant (St. Thomas, Ontario)8 3. World’s Largest Photo Mosaic (Port Carling, Ontario) 4. The Big Apple (Colborne, Ontario) 5. The Big Nickel (Sudbury, Ontario) 6. Red Canoe (Toronto, Ontario) 7. ‘Willie Emerging’ Wiarton Willie Statue (Wiarton, Ontario) 8. The Wawa Goose (Wawa, Ontario) 9. Giant Toonie (Campbellford, Ontario) 10. The World’s Largest Lumberjack (Algonquin Highlands, Ontario) 11. The Diefenbunker (Carp, Ontario) Figure 21 - Map of Various Ontario Roadside Attractions 8 https://theculturetrip.com/north-america/canada/articles/must-see-giant-roadside-attractions-for-an- ontario-road-trip/ Page 299 of 503 112 Development Scenario Throughout the research phase and augmented by the consultation process, an example of a roadside agri-attraction theme is presented below and aligns with the areas current and/or historical ties and can be considered under OMAFRA’s Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas. The Big Cheese Being the Dairy Capital of Canada, Oxford County in Ontario’s Southwest is a haven for c heese and dairy. Oxford County produces 286,000,000 litres of milk each year, equating to 1.14 billion glasses of milk, making the area the biggest producer of milk in Ontario. Cheese is such a highlight in Oxford County, having five (5) local cheesemakers: Bright Cheese and Butter; Gunn’s Hill Artisan Cheese; Local Dairy Products; Mountainoak Cheese; and Quality Sheep Milk. 9 The Oxford County Cheese Trail is a trail of 24 stops featuring cheese, dairy and related offerings for visitors to experience. This trail isn’t just about food though, as other stops include museums, farm adventures and shopping. For comparison purposes, three (3) examples of non-agriculture / agri-food themes are presented below to suggest additional themes, but may require additional verification for alignment with the permitted land use requirements on existing agricultural lands. Giant Turtle The Giant Turtle festival is based on a legendary promise by Tillsonburg's founder, George Tillson, to return one day as a turtle to see how his town was prospering. Several years after his passing, a giant turtle was found on the banks of the Otter Creek near the Tillson homestead. Remembering his promise, Tillsonburg citizens brought the turtle to the downtown area and everyone was invited to come and see “George” and let him know how the town had prospered. This annual tradition continues after more than 130 years and residents and tourists are invited to visit on this special occasion and see how Tillsonburg continues to prosper. In its latest year, Turtlefest attracted more than 12,000 attendees from across Southwestern Ontario. Each year, the festival host an array of exciting new performances, live music and a host of interactive activities the whole family can enjoy together, including the Dad's Day Challenge at Memorial Park.10 Development Phase The suggested development timeline for the agri-tourism/agri-retail development is as follows: • Phase 1: o Years 1-2: Marketing campaign to secure a developer for the first agri-tourism/agri- retail development. 9 https://travellingfoodie.net/oxford-county-cheese-trail-ontario/ 10 https://www.tourismoxford.ca/listing/detail/ArticleId/15390/Tillsonburg-Turtlefest.aspx Page 300 of 503 113 o Year 3: Lease secured, and infrastructure requirements confirmed and site preparation completed. o Year 4: Construction of the first agri-tourism/agri-retail development completed. o Year 5: Occupancy. • Phase 2: o Year 3-4: Marketing campaign to secure a developer for the second agri-tourism/agri- retail development. o Year 5: Lease secured and construction of the second agri-tourism/agri-retail development completed. o Year 6: Occupancy. • Phase 3: o Year 5-6: Marketing campaign to secure a developer for the third agri-tourism/agri- retail development. o Year 7: Lease secured and construction of the third agri-tourism/agri-retail development completed. o Year 8: Occupancy. Financial Analysis 10.3.1.5.1 Revenue and Expense Assumptions A land lease scenario is only considered for this land parcel. Table 33 presents the Revenue and Expense Assumptions. Table 33 - Revenue and Expense Assumptions Item Assumptions Revenue Annual land leasing rate • $3,000/acre • Land lease rates increase at a rate of 2% per year. Property Taxes • Property tax rate of 0.02935632 for Commercial Full (occupied) – adjusted for inflation by 2% • Property assessment based on construction value of each building (1,394sqm x $3,229/sqm = $4,500,000) Cost Marketing and Promotion • $5,000/yr spent on marketing and promotion for the two years leading up to the construction of each retail development site. Access road and parking Cost to be borne by the developer Site Maintenance (Road and Services Infrastructure) Cost to be borne by the developer Page 301 of 503 114 10.3.1.5.2 Revenue and Expense Calculations Table 34 presents the Anticipated Revenue and Profit Margins for the three (3) agri-tourism/agri- retail development sites over a 5, 10, 15 and 20-year horizon. Table 34 - Anticipated Revenue and Profit Margins Land Lease 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Lease #1 $6,030 $16,912 $28,927 $42,192 Land Lease #2 $2,050 $12,932 $24,947 $38,212 Land Lease #3 $0 $8,791 $20,805 $34,071 Total Revenues $8,080 $38,635 $74,679 $114,474 Expenses • Single phase hydro • Water line upgrade/service to property line Cost to be borne by the tenants Marketing and Promotion of Land $25,000 $30,000 $30,000 $30,000 Total Expenses $25,000 $30,000 $30,000 $30,000 Pre-Tax Profit -$16,920 $8,635 $44,679 $84,474 Based on the anticipated revenues and expenditures, the airport begins to generate a steady positive annual surplus in Year 7, and over the 20-year horizon, generates a pre-tax profit of $84,474. (See Chart 35). In the first five (5) years, the project anticipates a pre-tax loss of $16,920. Following years 10 and 15, the project estimates a continued pre-tax profit of $8,635 and $44,679, respectfully. Chart 35 - Land-Lease Scenario: 20-Year Annual Net Profits vs Cumulative Cashflow Page 302 of 503 115 10.3.1.5.3 Property Tax Revenues Table 35 summarizes the property tax revenue based on the three (2) proposed agri-tourism/agri- retail development land leases and which represent revenues over and above the financial calculations presented above. In the first five (5) years, $563,616 in property tax revenue is anticipated. Following years 10 and 15, $2,855,869 and $5,208,908 are projected respectfully. At the conclusion of the 20-year horizon, a total of $7,984,646 is anticipated. These figures will remain the same (assuming they all follow the proposed timeline). Table 35 - Property Tax Revenue on Proposed Commercial Developments Airport Owned and Developed 5-Year 10-Year 15-Year 20-Year Total Total Total Total Property Tax Revenues (0.02935632) Building & Land #1 $420,623 $1,179,647 $2,017,671 $2,942,917 Building & Land #2 $142,993 $902,017 $1,740,041 $2,665,288 Building & Land #3 $0 $774,205 $1,451,195 $2,376,442 Total Revenues $563,616 $2,855,869 $5,208,908 $7,984,646 10.3.2 Equipment Storage (Rear of B1 or B2) Concept Description The proposed development concept for Parcel B1 and B2 entails severing the property and using the backside as an RV, boat and equipment storage space. Market Analysis / Rationale Recreational vehicles and boats require storage space during the winter season. Normal self- storage business usually does not have a dedicated parking space or indoor unit to accommodate the space requirement of RV and boats. Because of the COVID-19 pandemic, the sale of RVs and boats surged as families seek out recreational activities while staying away from crowds. As the increasing sales of RVs and boats is expected to continue, the demand for storage and off- season parking space is forecasted to grow. Four (4) storage facilities are identified in the Town of Tillsonburg (see below). However, none of those four facilities offer a covered structure for RV, boats and other vehicle parking. • West End Mini Storage • Tillsonburg Mini Storage • Tillsonburg Mini Warehousing • Applewood Mini Storage From the aerial image of Tillsonburg Mini Storage in Figure 22, it can be seen that RVs are parked on the open ground. Page 303 of 503 116 Figure 22 - Aerial of Tillsonburg Mini Storage Development Scenario An RV and boat storage site usually includes a parking space for RVs and fully enclosed storage space for boats and other vehicles and equipment (i.e., ATVs). The outdoor parking space for RVs usually has three configurations: open parking, canopy parking and enclosed parking. Canopy parking requires the development of a covered structure, offers more protection than open parking, while also costs less than a fully enclosed building. Figure 23 – Example of a Canopy RV Parking For the proposed development concept on Parcel B1/B2, an approximate three (3) acres at the backside of B1/B2 was considered. A typical layout of the RV and boat storage facility is presented in Figure 24. The design represents a site of 2.63 acres (10,643 sqm) with 43% building coverage and 201 units of various sizes. Figure 25 shows the size of the sample layout on the B1 parcel. Page 304 of 503 117 Figure 24 – Typical Layout of RV and Boat Storage Facility Table 36 – RV and Boat Storage Facility Unit Mix Unit Type Unit Size (ft) Unit Size (m) # of Units % Total Size (sqft) Total Size (sqm) Equipment Storage Unit 5 x 10 1.52 x 3.04 12 6 600 55.74 Equipment Storage Unit 10 x 10 3.04 x 3.04 27 13.4 2,700 250.83 Equipment Storage Unit 10 x 15 3.04 x 4.57 54 26.9 8,100 752.51 Equipment Storage Unit 10 x 20 3.04 x 6.09 65 32.3 13,000 1,207.73 Boat Storage Unit 12 x 20 3.65 x 6.09 2 1 480 44.59 Boat Storage Unit 12 x 35 3.65 x 10.66 20 10 8,400 780.38 RV Parking Space 15 x 50 4.57 x 15.24 20 10 15,000 1,393.54 Office 30 x 30 9.14 x 9.14 1 0.5 900 83.61 Total 201 100 49,180 4,568.97 Page 305 of 503 118 Figure 25 – Mapping of Sample Layout on B1 Parcel The RV and boats storage site can be developed by the airport or a private developer through the lease of airport land. Both options are presented below in the financial models. The following assumptions were taken into consideration: • Maximizing cash flow; • Attracting additional traffic to the airport; and • Enhancing the airport’s brand awareness in the region. Financial Analysis 10.3.2.4.1 Revenue and Expense Calculations (Land Lease) This option allows the tenant to develop the facility and lease the land from the airport. It is expected that any additional development cost (i.e., bring in utilities to the site) will be at the tenant’s expense. The sample RV and boat storage facility, as shown in Figure 24 has a total size of 10,600 sqm (2.63 acres). Assuming an annual lease of land at $3,000 per acre, the land lease will generate annual revenue of $7,890. Over a 20-year horizon, accounted for inflation and whereby the first two (2) years require a marketing campaign to identify a developer, a land lease arrangement will generate a pre-tax profit of $165,768. Land Lease 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Lease Revenues $25,122 $70,455 $120,507 $175,768 Total Revenues $25,122 $70,455 $120,507 $175,768 Expenses Marketing and Promotion $10,000 $10,000 $10,000 $10,000 Total Expenses $10,000 $10,000 $10,000 $10,000 Pre-Tax Profit $15,122 $60,455 $110,507 $165,768 Page 306 of 503 119 10.3.2.4.2 Property Tax Revenue Table 37 summarizes the anticipated property tax revenue based on the assessed value of the proposed development on the sold land. The assessed valued is based on the estimated construction cost of the self-storage building ($1,367,200) and the RV canopy ($375,00). Together, this creates an overall assessed value of $1,742,200. In the first five (5) years, $109,449 in property tax revenue is anticipated. Following years 10 and 15, $400,974 and $718,070 are projected respectfully. At the conclusion of the 20-year horizon, a total of $1,060,739 is anticipated. These figures will remain the same (assuming they all follow the proposed timeline). Table 37 – Anticipated Property Tax Revenues Airport Owned and Developed 5-Year 10-Year 15-Year 20-Year Total Total Total Total Property Tax Revenues (0.02935632) Building Construction Value ($1,742,200) $109,449 $400,974 $718,070 $1,060,739 Total Revenues $109,449 $400,974 $718,070 $1,060,739 10.4 Parcel C1-C5 10.4.1 Agricultural Farming Currently, a large portion of airport lands are leased for agricultural farming at a leasing rate of $260/acres. The airport is generating revenue through the lease of land for parcel C1 – C5. The lease of land maintains the airport's current business model with a stable annual rent income. Financial Analysis 10.4.1.1.1 Adjusted Land Lease It is estimated that the lease of agricultural lands be adjusted to an annual cash rent of $300/acre in the first year with a yearly increase of 2% (adjusted for inflation). Table 38 presents the estimated starting annual rental income for each of the five (5) land parcels. Following a 20-year timeline, it is estimated that agricultural farming land lease will generate $1,295,600 in rental income. Table 38 - Agricultural Farming Land Lease Revenue Estimation ($300/acre) Land Lease 5-Year Total 10-Year Total 15-Year Total 20-Year Total Revenues C1 $24,000 $51,750 $83,250 $118,500 C2 $19,200 $41,400 $66,600 $94,800 C3 $49,600 $106,950 $172,050 $244,900 C4 $100,800 $217,350 $349,650 $497,700 C5 $68,800 $148,350 $238,650 $339,700 Total $262,400 $565,800 $910,200 $1,295,600 Page 307 of 503 120 Value-Added Tiling To support increasing agricultural land values and which may lead to the generation of higher land lease rates, the Town could consider tiling the agricultural land. In this scenario, a number of factors will need to be considered, however were not available to be validated with the current landowners at the time of preparing this financial scenario, including: • The yields from the lands currently being harvested; • The anticipated increase in yield if the lands were properly tiled; • The level of (and amount of) water pooling on the identified land parcels which could be corrected if properly tiled; • The spacing between the tiling (ranging from 20 to 60 feet); and • The diameter of the drainage tile. 10.5 Parcels D1 and D2 10.5.1 Agri-Industrial Park and Warehousing Concept Definition This development concept entails establishing a series of buildings which contribute to meeting Southwestern Ontario’s agriculture/agri-food warehousing and distribution requirements. The types of services which could be attracted to such a development could include: temperature- controlled warehousing; farm product warehousing and storage; packing and crating; packaging; and/or drop shipping. Market Analysis / Rationale The Tillsonburg Regional Airport is conveniently situated a 10-minute commute south of Highway 401 – Canada’s busiest highway. Chart 36 illustrates the Annual Average Daily Traffic (AADT) patterns across Highway 401 from the Ontario-Quebec border in the east to the Ontario-Michigan border in the west. The visualization does depict an upward trend of combined passenger and commercial vehicle movements across Tillsonburg and London. The increased movement is attributed to Highway 403 which connects with Highway 401 in Woodstock. The distance between the Highway 401 / 403 interchange and the Highway 401 / 19 interchange in Ingersoll is approximately 22km. With the right marketing campaign, the land situated at the Tillsonburg Regional Airport could be an advantageous location to establish and support the logistics, warehousing and distribution sector. Page 308 of 503 121 Chart 36 - Highway 401 AADT (2016) When considering proximity to border crossings, the Highway 401 / Highway 19 interchange is 220km (2-hour, 15-minute commute) to the Ontario-Michigan border crossing in Windsor; 138km (1-hour, 20-minute commute to the Ontario-Michigan border crossing in Sarnia; and 161 km (1-hour, 35-minute commute) to the Ontario-New York border crossing in Niagara-on-the-Lake. Development Site and Building Requirements We suggest locating the Agri-Industrial Park and Warehousing at the northern part of the airport in Parcels D1 and D2 which front onto Prouse Road. Each land parcel would ideally one (1) warehouse building and a second building which acts as a supporting office building. The total available surface for construction and development on each D1 and D2 is approximately 5.19 acres (21,000 sqm) for a total of 10.38 acres (42,000 sqm). The Agri-Industrial Park and Warehousing development would be accessible from the existing service entrance off Prouse Road. Site development will need to meet TP 312 5th and the obstacle limitation surface requirements and comply with OMAFRA’s Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas. The lack of municipal water and sewer may be a deterrent to some investors. As well, the lower cell phone quality and internet (broadband) services will need to be addressed. Figure 26 presents an illustration of the proposed Development on parcels D1 and D2. Page 309 of 503 122 Figure 26 - Suggested Development Site for the Agri-Industrial Park and Warehousing Development Development Timeframe Before construction can commence, the airport will have to undertake the necessary steps to prepare the site, work to identify the necessary funding and do the actual extension of infrastructure (if required). Depending on the scenario, there may be an opportunity to pass along the cost of bringing certain services to the site onto the developer/investor. The suggested development timeline for the Agri-Industrial Park and Warehousing development is as follows: • Phase 1 (Parcel D1): o Years 1-2: Marketing campaign to secure a tenant for the Agri-Industrial Park and Warehousing development. o Year 3: Infrastructure requirements confirmed and site preparation completed. o Year 4: Construction completed. o Year 5: Occupancy. • Phase 2 (Parcel D2): o Year 7-8: Marketing campaign to secure a tenant for the Agri-Industrial Park and Warehousing development. o Year 9: Infrastructure requirements confirmed and site preparation completed. o Year 10: Construction completed. o Year 11: Occupancy. Page 310 of 503 123 Financial Analysis 10.5.1.5.1 Revenue and Expense Assumptions (Land Lease) A land-lease scenario considers the same intended use of land for Light Agri-Industrial Development but attempts to understand the alternative revenue potential which comes in leasing the land and attracting a light agri-industrial developer with a shared vision to execute on the proposed development timeline. Table 39 presents the Revenue and Expense Assumptions. Table 39 - Revenue and Expense Assumptions Item Assumptions Revenue Annual land leasing rate • $3,000/acre • Land lease rates increase at a rate of 2% per year. Property Taxes • Property tax rate of 0.03581061 for Industrial Full (occupied) and 0.02935632 for Commercial FULL (occupied) • Warehouse building assessed value: 5,574sqm x $861/sqm = $4,800,000. • Commercial building assessed value: 3,716sqm x $2,368/sqm = $8,800,000 • Property assessment based on construction cost for the warehouse and office development Cost Marketing and Promotion • $5,000/yr spent on marketing and promotion for the two years leading up to the construction of each development site 10.5.1.5.2 Revenue and Expense Calculations Table 40 presents the land lease revenues for the proposed developments on parcels D1 and D2 over a 5, 10, 15 and 20-year horizon. Table 40 - Anticipated Revenue and Profit Margins Land Lease 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Warehouse #1 (D1) $14,763 $54,334 $98,024 $146,260 Office #1 (D1) $10,334 $38,034 $68,616 $102,382 Warehouse #2 (D2) $0 $8,231 $51,920 $100,157 Office #2 (D2) $0 $5,761 $36,344 $70,110 Total Revenues $25,098 $106,360 $254,904 $418,908 Expenses Marketing and Promotion $10,000 $20,000 $20,000 $20,000 Total Expenses $10,000 $20,000 $20,000 $20,000 Pre-Tax Profit $15,098 $86,360 $234,904 $398,908 Page 311 of 503 124 Under a land lease scenario, the airport generates $15,098 in pre-tax profit after Year 5. Following Years 10 and 15, the cumulative rolling pre-tax profit increases to $86,360 and $234,904 respectively. Once the 20-year horizon has been realized, a land lease would generate $398,908 in pre-tax profit. 10.5.1.5.3 Property Tax Revenue Table 41 summarizes and calculates the property tax revenues based on their respective zoning classification. In the first five (5) years, $465,691 in property tax revenue is anticipated. Following years 10 and 15, $2,937,635 and $9,232,028 are projected respectfully. At the conclusion of the 20-year horizon, a total of $16,181,547 in property tax revenue is anticipated. Table 41 – Combined Property Tax Revenues of Parcels D1 and D2 Property Tax Revenue 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Commercial Office: Commercial Full (0.02935632) $279,631 $1,763,945 $5,638,693 $9,916,729 Warehouse: Industrial Full (0.03581061) $186,060 $1,173,691 $3,593,335 $6,264,818 Total Revenues $465,691 $2,937,635 $9,232,028 $16,181,547 10.6 Parcel E1 10.6.1 Land Sale Concept Definition Parcel E1 is uniquely positioned to continue supporting agricultural activities, or could be rezoned for light industrial use, but efforts may have to be made in order obtain an exemption from OMAFRA’s Guidelines on Permitted Uses in Ontario’s Prime Agricultural Areas to change the permitted use of land. With a willingness from the Town to consider and evaluate land parcels that could be sold off, Parcel E1 has no real impact on current airport operations, nor into the future. As such, it would be the most likely parcel of land to be sold. Page 312 of 503 125 Figure 27 - Planned Activity for Parcel E1 Timeframe It is anticipated that the land will be sold in Year 1. Financial Analysis 10.6.1.3.1 Revenue and Expense Calculations (Land Sale) It is proposed that this parcel of land be solely considered as a land sale to an existing farmer or a private developer who will assume the responsibility for maintaining the site for either agricultural purposes or to prepare the site for development (subject to an approved change in permitted uses). This option allows the airport to receive a one-time land sale revenue and recurring interest income generated from the proceeds of that land sale. Given that the land is currently zoned and utilized for agricultural purposes, this financial model will consider land sale revenues and interest accrued based on a land sale price of $25,000 per acre and that the land will be sold in Year 1. Based on 48 acres, land sale proceeds would amount to $1,200,000. A 5% annual interest rate is utilized and it is assumed that all proceeds from the land sale will be invested to generate interest revenue. In the first five (5) years, investment interest generated will amount to $331,538. Following years 10 and 15, accrued investment interest will amount to $754,674 and $1,294,714 respectfully. At the conclusion of the 20-year horizon, $1,832,340 in accrued interested will be generated and the land proceeds of $1,200,000 will have remained untouched. Page 313 of 503 126 Table 42 - Anticipated Revenue and Profit Margins (Agricultural Land Sale) Land Sale 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Sale Proceeds (Agricultural Land) $1,200,000 $1,200,000 $1,200,000 $1,200,000 Interest Accrued $331,538 $754,674 $1,294,714 $1,832,340 Total Revenues $1,531,538 $1,954,674 $2,494,714 $3,032,340 For comparison purposes, if Parcel E1 were sold at an industrial land rate assuming a land sale price of $75,000 per acre, with a two (2) year marketing campaign to identify a developer, the sale of land (48 acres) would generate proceeds in the amount of $3,633,750. Again, a 5% annual interest rate is utilized and it is assumed that all proceeds from the land sale will be invested to generate interest revenue. Investment interest generated will amount $572,770 (in the first five years), despite the property having been sold in Year 3. Following years 10 and 15, accrued investment interest will amount to $1,734,954 and $3,218,228 respectfully. At the conclusion of the 20-year horizon, $5,111,303 in accrued interested will be generated and the land proceeds of $3,633,750 will have remained untouched. Table 43 - Anticipated Revenue and Profit Margins (Industrial Land Sale) Land Sale (Industrial Lands) 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Sale Proceeds $3,633,750 $3,633,750 $3,633,750 $3,633,750 Interest Accrued $572,770 $1,734,954 $3,218,228 $5,111,303 Total Revenues $4,206,520 $5,368,704 $3,399,915 $8,926,740 Expenses Marketing and Promotion of Land $10,000 $10,000 $10,000 $10,000 Total Expenses $10,000 $10,000 $10,000 $10,000 Pre-Tax Profit $4,196,520 $5,358,704 $3,389,915 $8,916,740 Property Tax Revenue Assuming the land is sold and continues as agricultural, no net new tax revenues will be created. If the land is rezoned for light industrial purposes, it is too early (at this time) to anticipate what kinds of buildings would be present onsite and as a result, it is not possible to calculate anticipated tax revenues. Page 314 of 503 127 10.7 Parcel F1 10.7.1 Tourism and Tree-Top Adventure Park Concept Definition A Tree-Top Adventure Park is a development concept which makes use of the existing landscape (forested area) identified as Parcel F1 for recreational purposes. The proposed development concept is excepted to not have a negative impact on the local environment, but rather, be seen as a net benefit to the adjacent environmental features. Specific to this particular development opportunity, the concept would entail a series of outdoor activities which would attract local-area residents and also act as a tourism draw (destination) for enthusiasts from beyond Oxford County. The Tree-Top Adventure Park would host a clubhouse-type facility where patrons would complete their registration and payment and have the option to purchase merchandise. A storage area would also be required to house all harnesses and other equipment which may be required from a safety perspective and/or to enhance the outdoor experience. This type of recreational development has the potential to incorporate the following types of onsite activities: The Wondernet Adventure11 is a huge net complex secured to trees, rocks or buildings, where everyone can explore and play freely without a harness. Customized modules can include massive net tapronolines, walkways, tunnels, slides and rope ladders. These structures are designed to fascinate adults and children, challenge minds, stimulate continuous movement and develop problem-solving skills. Ziplines12 offer an exhilarating experience in a forest setting where thrill seekers move from one tree top to another by being tethered to a zipline in the form of a harness. A Treewalk Village13 consists of a unique adventure park for kids of all ages. This activity lets kids explore a magical forest filled with treehouses, elevated walkways, aprons, slides and other adventures. No two treewalk villages are the same and is designed to bring out the magic in each property. The centerpiece is a network of colorful treehouses connected by 12-foot tall hammock nets, aprons and slides. Young adventurers are enclosed entirely, so there is no need for safety harnesses. A treewalk village can also have tunnels, mini obstacle courses, giant nets and other stand-alone activities. 11 https://thetrekkinggroup.com/products/wondernet-adventure/#WhatWeDo 12 https://thetrekkinggroup.com/products/ziplines-and-zipline-tours/#Service 13 https://thetrekkinggroup.com/products/treewalk-village/#Service Page 315 of 503 128 Aerial Adventure Parks14 take place in the trees where guests wear climbing harnesses and helmets, and guests climb high in the treetops to navigate a series of wooden bridges, net walkways, balance logs, ziplines and much more. These types of parks are developed with varying skill levels in mind to meet the interests of children to adults. Figure 28 - Tree-Top Adventure Park Activities 14 https://thetrekkinggroup.com/products/aerial-adventure-parks/#Service Page 316 of 503 129 Market Analysis / Rationale Increased Emphasis on Leisure There remains continued focus on the leisure industry and providing unique experiences to a wide range of outdoor enthusiasts. Tourism operators continue to find creative ways to create packages for families, couples or groups of friends. Shift from International to Local The various travel restrictions and the reluctance of many people to travel abroad has meant many in the tourism industry are having to focus on local customers, rather than international ones. This does not mean giving up on international travellers entirely, but it is likely to require a change in marketing strategies. Airlines and tourism management companies may begin to shift and prioritize domestic tourists. Important to note is that local customers are less likely to cancel as they will only have to pay attention to local restrictions and are not as likely to have to quarantine after their visit. Eco Travel (Ecotourism) Eco Travel focuses of ecology and tourism and entails responsible travel to natural areas that conserve the environment, sustain the well-being of people and carry a level of interpretation, education, environmental protection and preservation of biodiversity. Tourism trends are heavily influenced by the concerns and values of the customer base. As a new generation becomes increasingly relevant in the marketplace, the ideals driving their purchasing decisions create new tourism trends. Eco travel is just one example of these tourism trends, reflecting a growing concern among today’s travellers for ethical and sustainable tourism options. Page 317 of 503 130 Personalisation Personalisation can apply to every aspect of the tourist experience. Today’s consumers expect experiences that closely match their personal preferences, from destinations to accommodation and the kinds of activities they’ll engage in. The more closely an experience can be tailored to a client’s desires and expectations, the more likely they are to return and to use the same service again. Development Site and Building Requirements We suggest locating the Tree-Top Adventure Park within the forested area of the 27.5 acres of Parcel F1. We determined that by establishing a boundary within tree boundary line, plus accounting for the size of the estimated surface parking lot and adjacent tuck-shop/indoor-outdoor dining and washroom amenities, the total footprint would be approximately 27 acres. The investor would be responsible for the development costs associated with the clubhouse and storage building plus the tuck-shop with indoor/outdoor dining and adjacent washroom facilities. The discussion purposes, the proposed building sizes are as follows: • Building #1 (total: 186 sqm) o Clubhouse: 140 sqm o Rear storage: 37 sqm • Building #2 (total: 334 sqm) o Tuck-shop: 84 sqm o Indoor dining: 84 sqm o Outdoor dining: 84 sqm o Washroom amenities: 84 sqm Page 318 of 503 131 Figure 29 - Suggested Development Site for Tree-Top Adventure Park Development The construction of an Access Road extension would be required and would extend from the already constructed Access Road to support the project developments in B2. The access road extension would cut across the treeline in order to access the agricultural land on the opposite side and then follow that treeline northeast to the proposed surface parking area. Single phase power, well water and septic would be sufficient for site servicing needs. Figure 29 presents an illustration of the proposed Tree-Top Adventure Park on Parcel F1. The proposed clubhouse is situated just within the forested area (for effect) and is not visible within these diagrams. Development Timeframe Before construction can commence, the airport will have to undertake the necessary steps to prepare the site, work to identify the necessary funding and complete the extension of the Access Road. Depending on the scenario, there may be an opportunity to pass along the cost of bringing certain services to the site onto the developer/investor. The suggested development timeline for the Tree-Top Adventure Park is as follows: • Phase 1: o Years 1-2: Marketing campaign to secure an investor. o Year 3: Infrastructure requirements confirmed and site preparation completed (ie: extension of Access Road). o Year 3: Construction of the Tree-Top Adventure Park completed (2-3 months). o Year 4: First full year of operation. Page 319 of 503 132 Financial Analysis 10.7.1.5.1 Revenue and Expense Assumptions Given the revenue model where the airport acts solely as the landlord, expenditures are tied to upfront marketing and promotion to secure an investor. Detailed below in Table 44 are the assumptions used to build these financial projections. Table 44 – Revenue and Expense Assumptions Item Assumptions Revenue Annual land leasing rate / sqm • $1,000/acre • Land lease rates increase at a rate of 2% per year. Property Taxes • Property tax rate of 0.02935632 for Commercial Full • Property assessment based on farmland value of $17,561/acre 15 Cost Marketing and Promotion • $5,000/yr spent on marketing and promotion for the two (2) years in order to secure an investor 10.7.1.5.2 Revenue and Expense Calculations Table 45 presents the Anticipated Revenue and Profit Margins for the Tree-Top Adventure Park Development over a 5, 10, 15 and 20-year horizon. Table 45 - Anticipated Revenue and Profit Margins Land Lease 5-Year 10-Year 15-Year 20-Year Total Total Total Total Revenues Land Lease $54,542 $200,734 $362,141 $540,347 Total Revenues $54,542 $200,734 $362,141 $540,347 Expenses • Single phase hydro • Water line upgrade/service to property line • Access Road Cost to be borne by the investor Marketing and Promotion of Land $10,000 $10,000 $10,000 $10,000 Total Expenses $10,000 $10,000 $10,000 $10,000 Pre-Tax Profit $44,542 $190,734 $352,141 $530,347 15 https://farmersforum.com/western-ontario-farmland-prices-rose-by-as-much-as-7-6-per-cent-in-2018- fcc/ Page 320 of 503 133 In the first five (5) years, the project anticipates a pre-tax profit of $44,542. Following years 10 and 15, the project estimates a pre-tax profit of $190,734 and $352,141respectfully. At the completion of the 20-year horizon, the overall project generates a pre-tax profit of $530,347. What isn’t accounted for is the economic impact that the local community benefits from when out-of- town guests visit the Tree-Top Adventure Park and then head into the city for dining or shopping. Furthermore, this type of experience will also contribute to supporting Fly-in Tourism activity at the airport which will lead to the generation of jet fuel and landing fees. 10.7.1.5.3 Property Tax Revenue Table 46 summarizes the property tax revenues based on a land value of $474,147, which is based on $17,561 per acre, over 27 acres. In the first five (5) years, $29,838 in property tax revenue is anticipated. Following years 10 and 15, $109,813 and $198,112 are projected respectfully. At the conclusion of the 20-year horizon, a total of $295,602 in property tax revenue is anticipated. Table 46 – Anticipated Property Tax Revenue Airport Owned and Developed 5-Year 10-Year 15-Year 20-Year Total Total Total Total Property Tax Revenues (0.02935632) Parcel F1 $29,838 $109,813 $198,112 $295,602 Total Revenues $29,838 $109,813 $198,112 $295,602 Page 321 of 503 134 10.8 Summary of Financial Models A summary of the 20-year cumulative pre-tax profits associated with all the proposed airport- owned and managed, land leased or land sale development scenarios, including tax revenue generation, is presented in Table 47. Table 47 - Summary of Financial Models Land Parcel Project Description 20-Year Airport Owned Hangars 20-Year Land Lease Revenues Land Sale Investment Principle 20-Year Accrued Interest Revenues on Land Sale 20-Year Accrued (New) Property Taxes A1 General Aviation Park $2,690,342 $162,420 n/a n/a $681,102 A2 Commercial Aviation Park $51,585 n/a n/a $417,197 Light Industrial Park n/a $216,963 n/a n/a $18,792,144 B1 Retail Development n/a $84,474 n/a n/a $7,984,646 B2 Equipment Storage n/a $165,768 n/a n/a $1,090,739 C1-C5 Agricultural Farming n/a $1,295,600 n/a n/a No net new taxes D1-D2 Logistics, Warehousing & Distribution n/a $398,908 n/a n/a $16,181,547 E1 Land Sale (Agricultural) n/a n/a $1,200,000 $1,832,340 No net new taxes F1 Tree-Top Adventure Park n/a $530,347 n/a n/a $295,602 Total: $2,690,342 $2,906,065 $1,200,000 $1,832,340 $45,442,977 Page 322 of 503 135 11. Fly-in Packages This section looks at the potential for developing a series of tourism fly-in packages along with understanding the potential target audience, associated costs, revenue streams and funding programs to get them started. The packages are based on creating turnkey tourism fly-in packages to promote YTB's location advantages to recreational pilots and business aircraft owners. The fly-in packages will bundle activities together to create a unique experience for visitors. The proposed activities and tours should also be easily accessible from the Airport so pilots and their families can hop off the plane and start enjoying the great amenities the Town of Tillsonburg and the region have to offer. These packages have been designed to play on the region's strengths and to offer year-round activities for aviation tourists. The packages will help to attract additional traffic, increase fuel sales and augment transient activity at the Airport. The development of the packages as well as the marketing material that will accompany the promotional efforts should be done in collaboration with local and regional tourism agencies, organizations and operators. The recommended clientele is GA aircraft owners and operators seeking daily or weekend gateway and adventures. The proposed fly-in packages are detailed in section 11.1 The proposed packages revolve around four (4) themes, which are a) the year-round festivals and events, b) the Oxford County Cheese Trail tour, c) the Lake Erie Shoreline tour and d) an Executive getaway tour. Marketing and branding efforts of these fly-in packages should highlight some of the following features: • A four-season recreational area with breathtaking natural sites and activities; • The place for unforgettable fly-in experiences; • Conveniently located within a two-hour flight from Kingston (ON) and Syracuse (NY) to the east, Columbus (OH) and Pittsburg to the south, Battle Creek (MI) to the west, and Manitoulin Island (ON) to the north; and • Exclusive turnkey packages at special rates. More specifically, these packages should be customizable and convey a different message and value proposition according to the season. We have outlined below the proposed themes and associated activities that could be potentially marketed in the packages. It is also recommended that arrangements be made with one (1) or multiple rental vehicle agencies so that there is a minimum number of rental vehicles available onsite (or could be quickly dropped off) at the Airport to accommodate visitors who require a rental vehicle for a single or multi-day use for purposes of their own and/or to participate in any of the proposed fly-in packages below. The following tables represent the various proposed fly-in packages. Page 323 of 503 136 11.1 Tourism Packages Table 48 – Fly-in Package #1 Fly-in Package #1 Theme Events and Festivals Season Year-round Concept Concept Defined Fly-in Package #1 is intended to incorporate more of a marketing approach whereby the Airport (supported and in collaboration with local/regional tourism offices) sends out a bi-weekly newsletter highlighting upcoming festivals, activities and signature events that may attract the interest of aircraft owners and pilots. Below is a showcase of many such events that can be promoted: Historical Attractions • Annandale National Historic Site (Tillsonburg Museum) A fully restored Victorian home built by Tillsonburg's first mayor, E.D. Tillson and a community museum containing more than 18,000+ items from Tillsonburg's history. • Tillsonburg Station Art Centre The Station Arts Centre, a combination of heritage and function, is comprised of two historic train stations that have been refurbished and restored. • Canadian Harvard Aircraft Association Canadian Harvard Aircraft Association displays and demonstrates the Harvard and other training aircraft associated with the British Commonwealth Air Training Plan and Royal Canadian Air Force every year at the ROAR of the Harvard festival. Special Interest / Theme • Oxford Studio Tour • Tillsonburg Turtlefest • Hear the Roar of the Harvards • Embro Highland Games • Tillsonburg Tri-County Agricultural Society Fair • Ingersoll Harvest Festival • Wings & Wheels Family Fun Day • Canada's Outdoor Farm Show • Drumbo Fall Fair • Tillsonburg Santa Claus Parade May 1-2 June, Father's Day Weekend June July 1 August 20-22 August September, Second Weekend September 15-18 September November 21 Food & Beverage • Tillsonburg Ribfest September 25-27 Animal • Wienerfest Home County Festival Page 324 of 503 137 Table 49 – Fly-in Package #2 Fly-in Package #2 Theme Oxford County Cheese Trail Tour Season Year-round Concept Head out from the Airport to Northern Oxford County to opt on a day, weekend or weeklong trip along Canada's most unique trail. Oxford County is home to eight (8) cheese companies that specialize in crafting more than 70 varieties of cheeses. The Oxford County Cheese Trail is a self-guided tour of 24 stops featuring cheese, dairy and related offerings for visitors to experience. From award-winning cheese to quality sheep milk, the Cheese Trail offers a farm-fresh taste. Visitors are invited to create live-edge charcuteries boards with local woodworkers, brew customized flavours of beer from grain to glass and immerse in Oxford's rich agricultural history at the Ingersoll Cheese Museum. Popular tour stops: • Mountainoak Cheese • Bright Cheese & Butter • Upper Thames Brewing Co. • Leaping Deer Adventure Farm and Market • Ingersoll Cheese & Agricultural Museum • The Wine Cellar & Cheese Shop Ingersoll Restaurants: • Charles Dickens Pub • SixThirtyNine • The Olde Bakery Café • Louie's Pizza & Pasta • Chocolatea Accommodations: • The Elm Hurst Inn & Spa Multiple transportation options are available for visitors to choose from. Car rental agencies in the Town of Tillsonburg can quickly drop off vehicles at the Airport. Of particular note is J&P Classics, a start-up company providing custom trip planning and driving services from April to October, delivered by classic cars, a 1953 Ford Customline and a 1969 Mercury Montego. Page 325 of 503 138 Table 50 – Fly-in Package #3 Fly-in Package #3 Theme Lake Erie Shoreline Tour Season Year-round Concept The Tillsonburg Regional Airport is your gateway to the beautiful shoreline of Lake Erie. From Long Point Provincial Park to Port Stanley, visitors can swim, picnic and fish off the pier. Wineries, specialty bakeries and boutiques line the main street of small towns along the shoreline, waiting to be explored. Lake Erie is the fourth-largest lake by surface area of the five (5) Great Lakes in North America and the eleventh largest globally. The Lake Erie Shoreline Tour starts from the Tillsonburg Regional Airport and consists of four (4) stops, the Long Point Provincial Park, Port Burwell, Port Bruce and Port Stanley. Long Point Provincial Park: • Established in 1921, the Long Point Provincial Park is the fourth oldest Provincial Park in Ontario. The park has over 1.5 km of sandy beach and offers excellent fishing, boating opportunities and bird observatory in Long Point Bay. Port Burwell: • Located on the north shore of Lake Erie, Port Burwell is known as the Jewel of Erie's North Shore. Constructed in the 1840s, the Port Burwell Lighthouse is one of the most historic sites on Lake Erie. Across from the lighthouse, the Marine Museum is home to one of the finest collections of lighthouse lenses and pier markers. Port Bruce: • Port Bruce is a small former fishing village and a home to a waterfront Provincial Park. The Port Bruce pier offers some of the best Lake Erie Yellow Perch and Walleye fishing along Ontario's southern coastline. Port Stanley: • Port Stanley is home to the historic King George VI Lift Bridge, the oldest in Ontario, located in the centre of town. Visitors can ride an authentic L & P.S. railcar with Port Stanley Terminal Rail and enjoy a scenic view of Kettle Creek and the surrounding countryside. Multiple transportation options are available for visitors to choose from. Car rental agencies in the Town of Tillsonburg can quickly drop off vehicles at the Airport. Of particular note is J&P Classics, a start-up company providing custom trip planning and driving services from April to October, delivered by classic cars, a 1953 Ford Customline and a 1969 Mercury Montego. Page 326 of 503 139 Table 51 – Fly-in Package #4 Fly-in Package #4 Theme Exclusive Getaway Season Year-round Concept The Town of Tillsonburg and Oxford County is a one-of-a-kind destination for executives looking to get away from the hustle & bustle of a city or urban location. Regardless of the time of year, visitors will find themselves surrounded by the beautiful countryside view of Southwestern Ontario. Resorts in close proximity to the Town of Tillsonburg have a variety of facilities and amenities that make them an excellent fit for hosting private or corporate offsites. Elm Hurst Inn & Spa: • The Elm & Hurst mansion is a Southwestern Ontario landmark since 1872 and the birthplace of the Canadian commercial cheese industry. The mansion was the personal residence of James Harris, who erected the James Harris Cheese Factory and made award-winning Mammoth Cheese. • Elm Hurst Inn & Spa offers 46 spacious guest rooms and three (3) elegant suites with onsite Spa R Wee Inn: • R Wee Inn is a cozy, Scandinavian-inspired Inn in the heart of quaint and scenic downtown Otterville. A world-class golf course, the Otter Creek Golf course is nearby. Château la Motte Guest House: • The Château la Motte Guest House was built in 1895 by the Canadian inventor, prominent engineer, chemist, and entrepreneur Thomas Leopold "Carbide" Willson. The impressive ambiance of the palatial Queen Anne Revival style estate has become an international landmark. Seven Gables Tillsonburg B&B: • Constructed in 1904, this classic Edwardian former home of EV Tillson, grandson of Tillsonburg's founder, George Tillson, was inspired by Nathanial Hawthorne's The House of Seven Gables. • The Seven Gables Tillsonburg B&B features three (3) elegant suites and one (1) century home. The region surrounding the Airport is also the home to scenic golf courses: • The Oxford Hills • The Bridges at Tillsonburg • Tillsonburg Fairways • Otter Creek Golf Club • Ingersoll Golf Club • Eden Golf Club (Elgin County) • Tarandowah Golfers Club (Elgin County) • Sally Creek Golf Club • Woodstock Meadows Golf Centre • Innerkip Highlands Golf Club 7km from YTB 10km from YTB 12km from YTB 13km from YTB 19km from YTB 20km from YTB 21km from YTB 33km from YTB 41km from YTB 43km from YTB Page 327 of 503 140 The Fly-In Tourism packages are developed to attract and bring more aircraft to the Airport. Besides providing additional fuel sales and some parking revenues, these packages drive the Airport Economic Impact in the region as visitors will spend a lot more money locally than at the Airport itself. It also serves to showcase the Airport to potential tenants and help to raise the notoriety and awareness pilots and aircrafts owners have of YTB. Budget wise, we have used the following assumptions to estimate 5-, 10-, 15- and 20-year revenue forecasts: Table 52 – Fly-in Package Itinerant Movements Forecast 2021 – 2030 Table 53 – Budget Assumptions Budget Assumptions Itinerant (Transient) movements Begin at 50/yr. Increase by 20 movements/yr. Stabilize at 200/yr past 2030 (Year 10). 50% of aircrafts purchase fuel Fuel markup of $0.35/L Economic Impact Assumptions Assuming two people per plane 40% of visitors stay one night – rest of visitors return same day Hotel room charge: $150 Average stay: 1 night Meal purchases: $200 (Lunch $25/head/day – Dinner $75/head/day) Discretionary spending: $150 ($50/head/day * 1.5 days) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 10-Year 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 Total Fly-in Package Movements 50 70 90 110 130 150 170 190 200 200 1360 Fly-in Package Itinerant Movements 2021 - 2030 Page 328 of 503 141 Table 54 – Fly-In packages Revenue Forecast and Economic Impact Beyond the fly-in packages, the Airport team could look to organize special gatherings for pilots and aircraft owners. With the restaurant already being very busy on weekend, events planned for weekdays during vacation period could provide added activities when the airport is a bit less busy. Even off season should be considered weather allowing. 12. Airport Fees and Capital Plan 12.1 Airport Fees The general consensus shows that rates at YTB follow the southern Ontario average. Significantly raising these rates could impact the interest of aircraft owner to locate on site. However, YTB leases apply only to the footprint of the buildings not to the total land surface leased by tenants. Parking Fees The monthly parking fee rate at YTB is $60. The review of similar fees shows an average of $80 to $100 for a general aviation aircraft (CAVIAT: St-Thomas Municipal Airport has a much lower fee averaging $50 as it is competing with London International Airport). Some airports like Wiarton and Niagara District also have a parking fee based on the weight (or size of aircraft or wingspan). We recommend YTB raise its monthly parking fee to a minimum of $80 per month. Such an increase could be tied to the main apron expansion and new aircraft parking facility. It could also apply to transient aircraft only or have local and transient rates. Presently some aircraft are parked on grass or broken patio stones. A solid concrete or asphalt base would be a minimum. 5-Year Total 10-Year Total 15-Year Total 20-Year Total Visitors (Same Day)270 816 1,416 2,016 Visitors (Overnight)180 544 944 1,344 TOTAL 450 1,360 2,360 3,360 Parking fees $0 $0 $0 $0 Fuel sales $12,390 $39,690 $72,240 $107,415 Public funding to finance marketing activities $15,000 $15,000 $15,000 $15,000 TOTAL 27,390 54,690 87,240 122,415 Promotion and marketing -$26,546 -$38,999 -$52,748 -$67,928 ESTIMATED SURPLUS $844 $15,691 $34,492 $54,487 Visitors (Same Day)$54,000 $163,200 $283,200 $403,200 Visitors (Overnight)$90,000.00 $272,000.00 $472,000.00 $672,000.00 TOTAL $144,000 $435,200 $755,200 $1,075,200 VISITORS REVENUES EXPENSES ECONOMIC IMPACT Page 329 of 503 142 Land Lease Rate The YTB land lease rate of 0.30 per sq. ft is on the Ontario average of $0.29 to $0.32 sq. ft. Again St-Thomas Airport is very competitive at $0.205 to compete with London’s $0.22. We do not recommend a change in the land lease rate, but a change in the footprint associated with each lease should be considered. Presently only the square footage of the hangar is accounted for, but tenants also use land in front of their hangars for apron and entrance purposes. Some will also locate equipment and make other usages of the lands around their building. As such, we recommend the Town/Airport should include the lands between the hangar and the taxiway as part of the leasable lands and a buffer zone of one or two meter (5 feet) around the building. For tenants installing a septic bed or other amenities, these lands should also be considered as leasable lands. Landing Fees YTB charges a fixed landing fee to corporate aircraft, which is waived with the purchase of fuel. Here again we believe the airport is leaving money on the table. Understanding the objective of landing fees are not to push tenants and clientele away but to ensure infrastructure rehabilitation and maintenance cost are partly funded, we recommend YTB implements landing fees based on aircraft maximum takeoff weight (MTOW) and the type of activities. With most general aviation aircraft weighing less than 2000 kg, we suggest starting fees for aircraft with a minimum of 1999kg of MTOW and for all aircraft used for commercial activities such as aerial work (surveillance, photography, spraying, …), charters, military, police activities and business aviation. The following schedule of fees is an extract from the Wiarton Airport (YVV) schedule of fees and one that could implement at YTB. Max Takeoff Weight (MTOW) • 1999-2999 kg $15 • 3000-4999 kg $25 • 5000-8999 kg $50 • 9000-12,499 kg $100 • 12,500-19,999 kg $150 • 20,000-39,999 kg $250 • 40,000 kg or greater $10 per 1000kg To support the associated accounting and monitoring of the daily aircraft movements including the capture of tail numbers, a camera can be mounted on the Terminal to capture arrivals after daily operating hours. Other Fees The listing below presents a benchmarking of other potential fees: Medevac/Cargo Aircraft $50/flight Enplaning Passenger $8/passenger Page 330 of 503 143 Note: An enplaning passenger fee is payable by all commercial aircraft operators. Aircraft crew is exempt from the Enplaning Passenger fee. After Hour Airport Operations/Fuel Service $150/first hour + $50/additional hour After Hour Snow Removal $150/hour/equipment Car Parking $20/week, $50/month Airside Escort & Vehicle $60/hour/vehicle Aircraft Tow Fee based on MTOW Weight Minimum $15 Lavoratory Service $75 per Lavatory 12.2 Incentives There is presently no incentive policy that supports the attraction of major tenants to the airport. A policy could be developed to support attracting large commercial and corporate tenants (example: for hangars of 7500 square feet and more or for a fleet of 3 or more aircraft or for creating five jobs and more). The incentives can take various forms, but wavering landing fees, reduce fuel prices (based on volume purchase), reducing the land lease rate for a few years (escalating schedule) and other fees like development fees could also be part of such a policy. There is presently no incentive policy supporting attracting major tenants at the airport. Such a policy could be developed to support attracting large size commercial and corporate tenants (example: for hangars of 7500 square feet and more or for a fleet of 3 or more aircraft or for creating five jobs and more). The incentives can take various forms, but wavering landing fees, reduce fuel prices (based on volume purchase), reducing the land lease rate for a few years (escalating schedule), and other fees like development fees could also be part of such a policy. 12.3 Implementation Timeline and Estimated Cost The objective of the capital management plan is to draw up a portrait of future investment requirements according to the various implementation phases planned over the next 20 years. This section focuses only on investments related to infrastructure and buildings, which excludes all other expenses related to business development, marketing, rolling stock and maintenance / repair of existing infrastructure. The below chart is tied to the work identified in section 9.11. All prices are class D cost estimate. This section also presents the investment costs related to the restoration, reconfiguration and replacement of infrastructure works as identified in section 9 of this document. Only the relevant items of Chapter 9 are addressed in the capital investment plan. For some infrastructure, in good condition, it is difficult to predict future wear in 10, 15 or 20 years. Since the airport already has and plans to continue a maintenance program for its infrastructure, many of them are considered to remain in good condition over the long term. The segmentation of costs by phase will allow the airport to grow gradually and at a rate that will minimize the impacts on its financial stability. In total, there are four (4) implementation phases. Each of the various phases is associated with a series of triggers including volume of movements, availability of infrastructure and obtaining services essential to flight operations. Note that land Page 331 of 503 144 development is not associated with any phase and that the required investments will only apply when signing the land lease agreement. Phase 1 work is closely tied to alleviating traffic issues on the main movement areas (Taxiway Alpha and the Apron), operational issues like the fuel farm and electrical upgrades and finally developing the taxiway system to meet future needs. We also suggest that during Phase 1 that Taxiway G1 rehabilitated to TP-312 standard to ensure for safer aircraft operations. Phase 2 planned development is targeted at meeting future growth requirements with the extension of G3 and construction of G4 and the terminal expansion. Another major component of Phase 2 work will be the pavement of the main apron. Phase 3 carries a larger capital investment with the resurfacing of the main runway and the development of Taxiway Echo tying G2 or G3 to the runway. Finally Phase 4 looks at the reconstruction of the airport entrance while relocating it eastward to allow for more general aviation development space east of G1. Cost Estimates 185 000$ Widening Alpha to allow aircraft to cross 225 000$ Extension of G2 70 000$ 285 000$ 60 000$ 40 000$ 420 000$ 50 000$ 1 000 000$ Total 2 335 000$ 340 000$ 500 000$ 396 000$ 450 000$ Total 1 686 000$ 275 000$ 3 200 000$ Total 3 475 000$ 325 000$ Total 325 000$ YTB Master Plan Implementation Planning Runway and Taxiway Alpha overlay Extending G3 (as required) Extending Ramp, adding tie-down and a run-up area Terminal Expansion Electrical Upgrade plus generator Extension of Taxiway Charlie southward (as required) Phase 1 - Year 1 to 5 Phase 2 - Year 6 to 10 Extending Delta to G3 and G4 Widening G1 and extending south and to Delta Construction of G4 (as required) Phase 4 - Year 16 to 20 Relocating Fuel Farm or extending ramp toward the west (30 m) Airport Entrance Rehabilitation/Relocation Moving Sideway Hangar Repavement of main ramp Phase 3 - Year 11 to 15 Extending G2 or G3 to runway Page 332 of 503 145 12.4 Financial Analysis The following pages provide two portraits of the financial modelling of the proposed development. Model A shows all expenses of more than $300,000 being budgeted over a twenty (20) years payment period. This model shows a pre-tax profit of $1,605,095 over the period. This chart does not include the value of the hangar owned by the Town (see section 12.4.1.) Over that same period, the proposed new development will generate $45,795,002 in property taxes. As suggested part of this amount could be invested back in the Airport Development Fund. (Note: this amount does not include the property taxes for the buildings constructed in 2021 or before). -$1000 000 -$500 000 $ 0 $500 000 $1000 000 $1500 000 $2000 000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Cumulative (20-Year) Pre-Tax Profits $ 0 $5000 000 $10000 000 $15000 000 $20000 000 $25000 000 $30000 000 $35000 000 $40000 000 $45000 000 $50000 000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Cumulative (20-Year) Property Taxes Collected Page 333 of 503 146 Model B shows all expenses being paid in the year they are expensed. No mortgages or loans are included in this model. This model shows a pre-tax profit of negative $-317,132 over the period. But the below graph shows a sharp rise in profit beyond year 13 of the plan and would probably show a small profit in year 21 and strong profits for the coming years. This amount does include the value of the hangar owned by the Town. The property taxes in Model B are the same as in Model A. They amount to $45,795,002. (Note: this amount does not include the property taxes for the buildings constructed in 2021 or before). -$4000 000 -$3500 000 -$3000 000 -$2500 000 -$2000 000 -$1500 000 -$1000 000 -$500 000 $ 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Cumulative (20-Year) Pre-Tax Profits $ 0 $5000 000 $10000 000 $15000 000 $20000 000 $25000 000 $30000 000 $35000 000 $40000 000 $45000 000 $50000 000 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Cumulative (20-Year) Property Taxes Collected Page 334 of 503 147 12.4.1 Airport Owned Hangar Building Values Above the pre-tax profit/deficit shown previously, if the Town chooses to become the owner of hangars according to the proposed plan, the Town can add to it’s property values the following amount. These amounts represent the construction only not the market value of the building. General Aviation Hangar Development 5-Year 10-Year 15-Year 20-Year Total Total Total Total Airport Owned Hangar Building Values $1,028,311 $1,762,762 $2,441,036 $3,022,883 12.4.2 Assumptions used in the development of the Financial Models C1-C5 – Agricultural Land Leases • Only the difference in new lease revenue generated is reported • The price of ag land remains constant for 5 years (at a time) then increases by 5% every five years • The current ag land price is $260/acre and the proposed new pricing is adjusted to $300/acre E1 – Sale of Ag land The price of $25,000/acre remains the same and the interest rate used is 3%. Infrastructure Investments • All infrastructure investments greater than $300,000 were converted to a 20-year loan based on the following assumptions. These assumptions remain constant with other mortgages/loans used in the report. o Down payment – 10% o Interest rate – 1.89% o Amortization – 20 years o The infrastructure investment costs were NOT adjusted for inflation at the time which they are executed o In the first year that each infrastructure is executed, the down payment plus the annual P+I payments are combined in that same year. The following table summarize the cost, the down payment and the annual P+I payments for all projects of more than $300,000. Page 335 of 503 148 Infrastructure Cost Down Payment Annual P+I Payments Taxiway Delta Extension to G3 and G4 $340,000 $34,000 $18,357 G1 Widening and Extension $350,000 $35,000 $18,897 G4 Construction $500,000 $50,000 $26,996 Resurfacing of Main Apron $385,000 $38,500 $20,787 Terminal Expansion $450,000 $45,000 $24,297 Runway and Alpha Resurfacing $3,200,000 $320,000 $172,776 Fuel Farm Replacement $1,000,000 $100,000 $53,992 Airport Entrance Rehabilitation $325,000 $32,500 $17,548 Page 336 of 503 149 12.4.3 Financial Model (A) with main infrastructure and building paid over twenty (20) years Estimated revenues Estimated New Property Taxes Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Total General Aviation Park (Land Lease Revenue)$1 044 $1 065 $1 569 $2 708 $3 265 $4 483 $5 095 $6 396 $7 067 $8 456 $8 626 $9 375 $10 887 $11 104 $11 326 $12 177 $13 854 $14 131 $14 414 $15 378 $162 420 General Aviation Park (Hangar Lease Revenue)$9 600 $27 387 $75 845 $105 855 $157 819 $171 574 $207 439 $222 615 $260 811 $277 500 $318 158 $324 521 $343 186 $387 306 $395 052 $402 953 $411 012 $432 675 $482 462 $492 111 $5 505 881 Commercial Aviation Park $0 $0 $1 509 $1 539 $1 570 $1 601 $1 633 $1 666 $4 247 $4 332 $4 419 $4 507 $6 436 $6 565 $6 696 $6 830 $6 967 $10 152 $10 355 $10 562 $91 585 Light Agri-Industrial Park $0 $0 $3 120 $3 182 $6 486 $6 616 $10 108 $10 310 $13 996 $14 276 $18 162 $18 525 $18 896 $19 274 $19 659 $20 052 $20 453 $20 862 $21 280 $21 705 $266 963 B1 Retail Development $0 $0 $1 970 $2 010 $4 100 $4 182 $6 399 $6 527 $6 657 $6 790 $6 926 $7 065 $7 206 $7 350 $7 497 $7 647 $7 800 $7 956 $8 115 $8 277 $114 474 B2 Equipment Storage $0 $0 $8 209 $8 373 $8 540 $8 711 $8 885 $9 063 $9 244 $9 429 $9 618 $9 810 $10 006 $10 207 $10 411 $10 619 $10 831 $11 048 $11 269 $11 494 $175 768 C1-C5 Agricultural Farming (Net New Revenues)$6 560 $6 560 $6 560 $6 560 $6 560 $6 888 $6 888 $6 888 $6 888 $6 888 $7 232 $7 232 $7 232 $7 232 $7 232 $7 594 $7 594 $7 594 $7 594 $7 594 $141 372 D1-D2 Agri Logistics & Warehousing $0 $0 $0 $12 425 $12 673 $12 927 $13 185 $13 449 $13 718 $27 984 $28 544 $29 115 $29 697 $30 291 $30 897 $31 515 $32 145 $32 788 $33 444 $34 113 $418 908 E1 Land Sale (Agricultural)$1 200 000 $36 000 $37 080 $38 192 $39 338 $40 518 $41 734 $42 986 $44 275 $45 604 $46 972 $48 381 $49 832 $51 327 $52 867 $54 453 $56 087 $57 769 $1 983 417 F1 Leisure Adventure Park $0 $0 $0 $27 001 $27 541 $28 092 $28 654 $29 227 $29 811 $30 408 $31 016 $31 636 $32 269 $32 914 $33 572 $34 244 $34 929 $35 627 $36 340 $37 067 $540 347 Total Revenues $17 204 $35 012 $1 298 782 $205 653 $265 633 $283 266 $327 624 $346 659 $394 175 $429 051 $476 975 $487 390 $512 787 $560 624 $572 176 $584 959 $598 453 $627 286 $681 358 $696 070 $9 401 137 A2 Revenues A1 A1 General Aviation Park $2 339 $7 792 $10 479 $13 322 $16 328 $19 506 $22 862 $26 404 $30 143 $34 086 $37 084 $39 031 $42 319 $44 444 $47 994 $50 366 $54 311 $56 926 $61 244 $64 124 $681 102 Commercial Aviation Park $0 $0 $6 872 $7 009 $7 150 $7 293 $7 438 $7 587 $19 348 $19 734 $20 129 $20 532 $29 319 $29 906 $30 504 $31 114 $31 736 $46 244 $47 169 $48 112 $417 197 Light Agri-Industrial Park $0 $0 $223 451 $227 920 $464 523 $473 813 $723 929 $738 408 $977 995 $997 555 $1 275 334 $1 300 841 $1 326 857 $1 353 395 $1 380 462 $1 408 072 $1 436 233 $1 464 958 $1 494 257 $1 524 142 $18 792 144 B1 Retail Development $0 $0 $137 440 $140 189 $285 986 $291 706 $446 310 $455 236 $464 341 $473 628 $483 100 $492 762 $502 617 $512 670 $522 923 $533 382 $544 049 $554 930 $566 029 $577 349 $7 984 646 B2 Equipment Storage $0 $0 $0 $72 095 $73 537 $75 007 $76 507 $78 038 $79 598 $81 190 $82 814 $84 470 $86 160 $87 883 $89 641 $91 433 $93 262 $95 127 $97 030 $98 971 $1 442 763 D1-D2 Agri Logistics & Warehousing $0 $0 $0 $0 $465 691 $475 005 $484 505 $494 195 $504 079 $514 161 $1 209 520 $1 233 711 $1 258 385 $1 283 553 $1 309 224 $1 335 408 $1 362 116 $1 389 359 $1 417 146 $1 445 489 $16 181 547 F1 Leisure Adventure Park $0 $0 $0 $14 771 $15 067 $15 368 $15 675 $15 989 $16 309 $16 635 $16 967 $17 307 $17 653 $18 006 $18 366 $18 733 $19 108 $19 490 $19 880 $20 278 $295 602 Total Property Taxes Collected Total $2 339 $7 792 $378 242 $475 306 $1 328 281 $1 357 698 $1 777 226 $1 815 857 $2 091 812 $2 136 988 $3 124 949 $3 188 653 $3 263 311 $3 329 856 $3 399 114 $3 468 508 $3 540 816 $3 627 034 $3 702 755 $3 778 465 $45 795 002 Cumulative Property Taxes Collected Year-over Year $2 339 $10 130 $388 373 $863 679 $2 191 960 $3 549 658 $5 326 884 $7 142 741 $9 234 553 $11 371 541 $14 496 490 $17 685 143 $20 948 454 $24 278 310 $27 677 424 $31 145 932 $34 686 748 $38 313 783 $42 016 538 $45 795 002 New Property Taxes Collected A2 Page 337 of 503 150 Model A Estimated Expenses Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Total A1 General Aviation Park (Hangar Development P+I Mortgage Payments) $88 546 $31 046 $55 078 $51 728 $68 772 $65 287 $179 450 $70 627 $89 076 $85 304 $104 498 $86 213 $100 860 $121 229 $101 825 $101 825 $101 825 $117 997 $140 486 $119 063 $1 880 737 A2 Light Agri-Industrial Park (Site Marketing and Promotion) $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 000 B1 Retail Development (Site Marketing and Promotion) $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30 000 B2 Equipment Storage (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 C1-C5 Agricultural Farming $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 D1-D2 Agri Logistics & Warehousing (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20 000 E1 Land Sale (Agricultural) (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 F1 Leisure Adventure Park (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 Extending Taxiway Charlie $0 $0 $40 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40 000 Taxiway Delta Extension to G3 and G4 ($340,000)$0 $0 $0 $0 $0 $52 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $18 357 $309 361 G1 Widening and Extension ($350,000 $0 $0 $0 $53 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $18 897 $356 255 G2 Extension $0 $70 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $70 000 G3 Extension $0 $0 $0 $0 $0 $0 $60 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60 000 G4 Construction ($500,000)$0 $0 $0 $0 $0 $0 $0 $0 $76 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $26 996 $373 954 Expanding Main Ramp and Aircraft Parking Area $0 $185 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $185 000 Widening Taxiway Alpha $0 $225 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 Electrical Upgrade and Generator $0 $0 $0 $0 $285 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $285 000 Moving Sideway Hangar $0 $0 $0 $50 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 000 Repavement of Main Ramp ($385,000)$0 $0 $0 $0 $0 $0 $0 $59 287 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $20 787 $308 732 Terminal Expansion ($450,000)$0 $0 $0 $0 $0 $0 $69 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $24 297 $385 152 Extending G3 to Runway $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 Runway and Alpha Repavement ($3,200,000)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $492 776 $172 776 $172 776 $172 776 $172 776 $172 776 $172 776 $172 776 $1 702 205 Fuel Farm Replacement ($1,000,000)$0 $0 $153 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $53 992 $1 071 863 Airport Entrance Rehabilitation ($325,000)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 048 $17 548 $17 548 $17 548 $17 548 $17 548 $137 785 Total Expenses $118 546 $541 046 $259 070 $219 618 $436 662 $200 534 $404 994 $255 458 $312 403 $253 631 $492 825 $249 540 $756 963 $457 332 $487 975 $455 475 $455 475 $471 647 $494 136 $472 713 $7 796 043 Total Pre-Tax Profit -$101 342 -$506 034 $1 039 712 -$13 964 -$171 028 $82 732 -$77 370 $91 201 $81 772 $175 420 -$15 849 $237 850 -$244 176 $103 292 $84 200 $129 483 $142 977 $155 639 $187 222 $223 358 $1 605 095 Cumulative Pre-Tax Profit Year-Over-Year -$101 342 -$607 375 $432 336 $418 372 $247 344 $330 076 $252 705 $343 906 $425 678 $601 099 $585 249 $823 099 $578 924 $682 216 $766 416 $895 899 $1 038 876 $1 194 515 $1 381 737 $1 605 095 Expenses Infrastructure * All expenses greater than $300,000 were spread over 20 years, all others considered paid in the year they were done. Page 338 of 503 151 12.4.4 Financial Model (B) with all infrastructure and buildings paid the year they are expensed Estimated Revenues (estimated revenues are the same in both models) Estimated New Property Taxes (taxes are the same in both models) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Total General Aviation Park (Land Lease Revenue)$1 044 $1 065 $1 569 $2 708 $3 265 $4 483 $5 095 $6 396 $7 067 $8 456 $8 626 $9 375 $10 887 $11 104 $11 326 $12 177 $13 854 $14 131 $14 414 $15 378 $162 420 General Aviation Park (Hangar Lease Revenue)$9 600 $27 387 $75 845 $105 855 $157 819 $171 574 $207 439 $222 615 $260 811 $277 500 $318 158 $324 521 $343 186 $387 306 $395 052 $402 953 $411 012 $432 675 $482 462 $492 111 $5 505 881 Commercial Aviation Park $0 $0 $1 509 $1 539 $1 570 $1 601 $1 633 $1 666 $4 247 $4 332 $4 419 $4 507 $6 436 $6 565 $6 696 $6 830 $6 967 $10 152 $10 355 $10 562 $91 585 Light Agri-Industrial Park $0 $0 $3 120 $3 182 $6 486 $6 616 $10 108 $10 310 $13 996 $14 276 $18 162 $18 525 $18 896 $19 274 $19 659 $20 052 $20 453 $20 862 $21 280 $21 705 $266 963 B1 Retail Development $0 $0 $1 970 $2 010 $4 100 $4 182 $6 399 $6 527 $6 657 $6 790 $6 926 $7 065 $7 206 $7 350 $7 497 $7 647 $7 800 $7 956 $8 115 $8 277 $114 474 B2 Equipment Storage $0 $0 $8 209 $8 373 $8 540 $8 711 $8 885 $9 063 $9 244 $9 429 $9 618 $9 810 $10 006 $10 207 $10 411 $10 619 $10 831 $11 048 $11 269 $11 494 $175 768 C1-C5 Agricultural Farming (Net New Revenues)$6 560 $6 560 $6 560 $6 560 $6 560 $6 888 $6 888 $6 888 $6 888 $6 888 $7 232 $7 232 $7 232 $7 232 $7 232 $7 594 $7 594 $7 594 $7 594 $7 594 $141 372 D1-D2 Agri Logistics & Warehousing $0 $0 $0 $12 425 $12 673 $12 927 $13 185 $13 449 $13 718 $27 984 $28 544 $29 115 $29 697 $30 291 $30 897 $31 515 $32 145 $32 788 $33 444 $34 113 $418 908 E1 Land Sale (Agricultural)$1 200 000 $36 000 $37 080 $38 192 $39 338 $40 518 $41 734 $42 986 $44 275 $45 604 $46 972 $48 381 $49 832 $51 327 $52 867 $54 453 $56 087 $57 769 $1 983 417 F1 Leisure Adventure Park $0 $0 $0 $27 001 $27 541 $28 092 $28 654 $29 227 $29 811 $30 408 $31 016 $31 636 $32 269 $32 914 $33 572 $34 244 $34 929 $35 627 $36 340 $37 067 $540 347 Total Revenues $17 204 $35 012 $1 298 782 $205 653 $265 633 $283 266 $327 624 $346 659 $394 175 $429 051 $476 975 $487 390 $512 787 $560 624 $572 176 $584 959 $598 453 $627 286 $681 358 $696 070 $9 401 137 A2 Revenues A1 A1 General Aviation Park $2 339 $7 792 $10 479 $13 322 $16 328 $19 506 $22 862 $26 404 $30 143 $34 086 $37 084 $39 031 $42 319 $44 444 $47 994 $50 366 $54 311 $56 926 $61 244 $64 124 $681 102 Commercial Aviation Park $0 $0 $6 872 $7 009 $7 150 $7 293 $7 438 $7 587 $19 348 $19 734 $20 129 $20 532 $29 319 $29 906 $30 504 $31 114 $31 736 $46 244 $47 169 $48 112 $417 197 Light Agri-Industrial Park $0 $0 $223 451 $227 920 $464 523 $473 813 $723 929 $738 408 $977 995 $997 555 $1 275 334 $1 300 841 $1 326 857 $1 353 395 $1 380 462 $1 408 072 $1 436 233 $1 464 958 $1 494 257 $1 524 142 $18 792 144 B1 Retail Development $0 $0 $137 440 $140 189 $285 986 $291 706 $446 310 $455 236 $464 341 $473 628 $483 100 $492 762 $502 617 $512 670 $522 923 $533 382 $544 049 $554 930 $566 029 $577 349 $7 984 646 B2 Equipment Storage $0 $0 $0 $72 095 $73 537 $75 007 $76 507 $78 038 $79 598 $81 190 $82 814 $84 470 $86 160 $87 883 $89 641 $91 433 $93 262 $95 127 $97 030 $98 971 $1 442 763 D1-D2 Agri Logistics & Warehousing $0 $0 $0 $0 $465 691 $475 005 $484 505 $494 195 $504 079 $514 161 $1 209 520 $1 233 711 $1 258 385 $1 283 553 $1 309 224 $1 335 408 $1 362 116 $1 389 359 $1 417 146 $1 445 489 $16 181 547 F1 Leisure Adventure Park $0 $0 $0 $14 771 $15 067 $15 368 $15 675 $15 989 $16 309 $16 635 $16 967 $17 307 $17 653 $18 006 $18 366 $18 733 $19 108 $19 490 $19 880 $20 278 $295 602 Total Property Taxes Collected Total $2 339 $7 792 $378 242 $475 306 $1 328 281 $1 357 698 $1 777 226 $1 815 857 $2 091 812 $2 136 988 $3 124 949 $3 188 653 $3 263 311 $3 329 856 $3 399 114 $3 468 508 $3 540 816 $3 627 034 $3 702 755 $3 778 465 $45 795 002 Cumulative Property Taxes Collected Year-over Year $2 339 $10 130 $388 373 $863 679 $2 191 960 $3 549 658 $5 326 884 $7 142 741 $9 234 553 $11 371 541 $14 496 490 $17 685 143 $20 948 454 $24 278 310 $27 677 424 $31 145 932 $34 686 748 $38 313 783 $42 016 538 $45 795 002 New Property Taxes Collected A2 Page 339 of 503 152 Model B Estimated Expenses Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Year 16 Year 17 Year 18 Year 19 Year 20 Total A1 General Aviation Park (Hangar Development P+I Mortgage Payments) $88 546 $31 046 $55 078 $51 728 $68 772 $65 287 $83 019 $79 394 $97 842 $94 070 $113 264 $94 979 $109 627 $129 996 $110 592 $110 592 $110 592 $126 764 $149 253 $127 829 $1 898 269 A2 Light Agri-Industrial Park $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 000 B1 Retail Development (Site Marketing and Promotion) $5 000 $5 000 $5 000 $5 000 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $30 000 B2 Equipment Storage (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 C1-C5 Agricultural Farming $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 D1-D2 Agri Logistics & Warehousing (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $20 000 E1 Land Sale (Agricultural) (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 F1 Leisure Adventure Park (Site Marketing and Promotion) $5 000 $5 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $10 000 Extending Taxiway Charlie $0 $0 $40 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $40 000 Taxiway Delta Extension to G3 and G4 $0 $0 $0 $0 $0 $340 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $340 000 G1 Widening and Extension $0 $0 $0 $350 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $350 000 G2 Extension $0 $70 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $70 000 G3 Extension $0 $0 $0 $0 $0 $0 $60 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $60 000 G4 Construction $0 $0 $0 $0 $0 $0 $0 $0 $500 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $500 000 Expanding Main Ramp and Aircraft Parking Area $0 $185 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $185 000 Widening Taxiway Alpha $0 $225 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 Electrical Upgrade and Generator $0 $0 $0 $0 $285 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $285 000 Moving Sideway Hangar $0 $0 $0 $50 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $50 000 Repavement of Main Ramp $0 $0 $0 $0 $0 $0 $0 $385 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $385 000 Terminal Expansion $0 $0 $0 $0 $0 $0 $450 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $450 000 Extending G3 to Runway $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $225 000 Runway and Alpha Repavement $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $3 200 000 $0 $0 $0 $0 $0 $0 $0 $3 200 000 Fuel Farm Replacement $0 $0 $1 000 000 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $1 000 000 Airport Entrance Rehabilitation $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $325 000 $0 $0 $0 $0 $0 $325 000 Total Expenses $118 546 $541 046 $1 105 078 $461 728 $363 772 $415 287 $598 019 $474 394 $607 842 $99 070 $338 264 $94 979 $3 309 627 $129 996 $435 592 $110 592 $110 592 $126 764 $149 253 $127 829 $9 718 269 Total Pre-Tax Profit -$101 342 -$506 034 $193 704 -$256 075 -$98 138 -$132 021 -$270 395 -$127 735 -$213 667 $329 981 $138 711 $392 411 -$2 796 840 $430 628 $136 584 $474 367 $487 861 $500 523 $532 105 $568 241 -$317 132 Cumulative Pre- Tax Profit Year-Over-Year -$101 342 -$607 375 -$413 671 -$669 746 -$767 884 -$899 906 -$1 170 301 -$1 298 036 -$1 511 703 -$1 181 722 -$1 043 011 -$650 601 -$3 447 441 -$3 016 813 -$2 880 229 -$2 405 862 -$1 918 001 -$1 417 478 -$885 373 -$317 132 Expenses Infrastructure * All expenses greater than $300,000 were spread over 20 years, all others considered paid in the year they were done. Page 340 of 503 153 12.5 Detailed costing per projects Page 341 of 503 154 Page 342 of 503 155 13. Airport Development Fund (ADF) The development of aviation and non-aviation use at the airport will be beneficial for the whole regional economy. It will bring new investments, create jobs and increase the tax revenue base. As such, to help finance any rehabilitation and/or new infrastructure projects, we suggest that the Town of Tillsonburg request financial support from Southwest Oxford Township as part of a development partnership. The ADF could also include Oxford County as it is also a beneficiary of airport taxes. 13.1 Funding Strategies Over and above the revenues generated by the development suggested in the Master Plan and the provincial and federal funding programs the Town/Airport can apply for, our team looked at the present and future overall taxation generated by the airport and other funding mechanisms. With the airport located in Southwest Oxford Township, all taxation revenues go to this Municipality and the County, which are not financially involved in the development and operation of the airport. This situation places the Town of Tillsonburg at a disadvantage. The overall development concepts presented in this report require various airside and groundside investments from the Town/Airport, which relies mainly on land leasing revenues to finance its operations and infrastructure. We recommend to the Town/Airport an alternate funding strategy, one that will provide a more equitable cost and revenue model for the Town/Airport and gain help from Southwest Oxford Township and Oxford County but without reducing tax revenues budgeted today by both parties. 13.2 Airport Development Fund (ADF) We recommend creating an Airport Development Fund to provide the long-term funding requirements to meet the airport infrastructure maintenance and rehabilitation needs. The ADF would be based on leveraging a portion of property taxes on investments occurring as of 2021 and beyond. The ADF would not apply to property built in 2020 and previously. The creation of this fund will require the Town of Tillsonburg to negotiate an agreement with Southwest Oxford Township and the County. This agreement would allow the airport through the ADF to obtain a portion (anywhere between 1% and 100%) of any new taxes levied from constructing new buildings on airport lands. The ADF would mandatorily assign these revenues to the maintenance and rehabilitation of YTB infrastructure. As a negotiation point, if taxation revenues were to provide more than required funding, the extra revenue could be returned to both Municipalities. The ADF management could be a joint undertaking of all Municipalities following the guidelines and recommendations of the Airport Master Plan. Page 343 of 503 156 14. Marketing Strategies This section examines the airport’s marketing strategy and communication tools to promote YTB and onsite services. The plan also evaluates the airport’s utilization of diverse media platforms to reach its targeted clientele. The following contains recommendations on how the airport should/could communicate its value proposition to recreational pilots and executive jet operators, and other potential businesses for the landside use opportunities. 14.1 Branding, Image and Key messages The first step in any development initiative is to create a brand image around which all promotional concepts and efforts will revolve. More concretely, it is a question of defining the identity of the Tillsonburg Regional Airport and what makes it unique to more effectively promote the concepts and projects, both to the different target clienteles (aviation pilots, aircraft owners, tourists and businesses) as stakeholders and potential investors. By definition, branding presents a vision and a clear and coherent message that communicate what makes the essence of a destination, that is, what it is associated with and the values it advocates. Even beyond the promotion, it facilitates the benefits of successfully establishing a brand image are manifold, contributing to the development of a community in several ways, including: • Raising awareness of the airport role and the overall community (regionally, provincially, in eastern Canada and the United States); • By strengthening the feeling of belonging, well-being and pride of users and citizens; • Attracting new businesses and industries as well as investments and events; and • By contributing to tourism; Recommendations related to the YTB brand stem directly from the research and analysis presented above, and are based on the strengths and opportunities identified through this mandate and the elements raised during the consultations. Given the willingness of the Airport/Town and regional stakeholders to move the airport toward a full aviation hub, we suggest building the heart of the brand and the current assets and those envisioned. Listed below, in a non-exhaustive way, are the suggested keywords and ideas to build around the brand and image. General Aviation Aviation Hub Tourism CHAA Manufacturing Big Sky Tillsonburg Business Aviation Aerial Work Aviation Training Page 344 of 503 157 The Town of Tillsonburg is a major business center of the region, the airport's brand image should also take this into account. Below are a few key messages that can be used in airport communications and marketing tools: • Tillsonburg Regional Airport, Your Gateway to Southern Ontario! • Tillsonburg Regional Airport, Train, work, Plane and Reside! • Tillsonburg Regional Airport a World of Opportunities! (The goal is to position the airport as a must-see, whether for business or pleasure). 14.2 Marketing tools Once the brand image is well defined, you must ensure it is reflected in all communication. This section presents the main tools recommended for carrying out airport promotion and development concepts. 14.2.1 Website The airport's website is an important vehicle and an essential medium for promoting the brand image to different audiences. The site could also contain new projects such as tourist packages, marketing material, and images to support new hangars and other activities. In general, the current content is concise but sharp and includes the essential elements for pilots and users. The site could benefit from more recent updates, information on charters, land available for hangars and other uses and other mains operators present or users of the airport. The site could also benefit from a series of links to various partners in the tourism, economic development sectors and with the Town, Township, County, Chamber of Commerce, and any other organization linked to the reception of all types of visitors. Website recommendations • Create select buttons for the selected development concepts with images and supporting text. • Technical information from the airport must be easily accessible, as well as weather data. • Clearly present the key elements of tourist package offers, hangar development opportunities, and the value proposition. • Importance of establishing reciprocal links with partner sites, relevant and/or influential, to improve the visibility and positioning of the airport. • It is essential that the content always remain current and up to date. Special attention should be paid to increase the website’s SEO to maximize brand presence and YTB's image in search engines. Page 345 of 503 158 14.2.2 Electronic newsletters Electronic newsletters make it possible to maintain regular contact with customers. This medium can be used to promote new products promotions and even share information of interest with users. Also, they can simply serve as a reminder and help maintain brand awareness among various customer segments. It is possible and even recommended to create several mailing lists and send personalized newsletters to different target segments. Nevertheless, given the regulations, it is highly recommended to build a mailing list through a registration system to obtain the recipients' consent. To do this, a registration link should be available online, on the airport's website, partner sites and, where applicable, social networks. Pilot Associations could also be asked to share links and registration forms with their members (see a non-exhaustive list of associations in Table 9). Recommendations related to electronic newsletters • We recommend creating a newsletter with the associated mailing list to reach the target clientele of the selected concepts. An average of 3 to 4 mailing per year is suggested (at least one per season). • In order to build the mailing list, it is interesting to include a registration link on the website as well as any other relevant platform (social networks, disseminate registration sheets at partner businesses or during events) in order to avoid concerns with the Canadian anti-spam law governing this type of process. • A telephone campaign with airport managers, pilots' clubs and associations and the aircraft owners themselves can also be used to enhance an email address list 14.2.3 Brochures Despite the success of digital, paper brochures still provide an advantage in providing detailed information. This effectively makes it possible to distribute tangible material support at events or at the airport itself. Several types of brochures could be developed depending on the concepts selected. Nevertheless, we recommend creating a general information brochure presenting the airport's key messages and development opportunities. As with the website, it is important to ensure that the visual is clear and clean. Brochure Recommendations • It is recommended to create separate brochures for each of the proposed concepts. Maximum length of 1-2 pages. • Neat visual presentation. • Emphasize images. • Explain the value proposition and key location advantages. Page 346 of 503 159 14.2.4 Social Networks Marketing on social networks is developing very quickly, in particular on Facebook, Twitter, LinkedIn, Instagram and YouTube. Each of these supports offers to create an account and a dedicated page that will allow you to interact directly with customers. Some networks, like LinkedIn, also offer interesting prospecting tools. As interactivity and consistency of posting are key success factors, these tools, while often free, may require the allocation of resources to really pay off. Social Media Recommendations • Taking into account the suggested tourism positioning, improving and adding frequent content on Facebook should be considered to obtain more “likes” and “followers”, which will make it possible to broaden the airport's reputation on this platform. • In the same vein, the YTB could also create and promote a Twitter and YouTube page *. • To another extent, networks such as LinkedIn could help promote concepts through posts in groups dedicated to corporate aviation, tourism and aerial work. This professional media could, above all, help to develop partnerships. * These two media should only be considered if the airport has the human resources necessary for the frequent updating of these platforms. Also, in the case of YouTube, a certain amount of content (video) should be designed before using this medium. 14.3 Marketing of Development Concepts Among the various development concepts proposed, it is relevant to develop more in-depth marketing strategies for tourist packages and the corporate and general aviation hangars. This section presents the most relevant key messages, target audiences, communication channels and marketing tools to attract and retain aviation tenants. 14.3.1 Tourist Packages for Pilots We suggest that the airport identify tourism partners to develop (refine) and offer the four suggested packages. In addition to integrating its packages into the marketing tools put forward by regional tourism organizations, the airport could develop a paper document (one double-sided page) presenting the packages and the airport technical data for pilots. This information could be posted on the airport's website. Therefore, the packages can be promoted via various tools such as the site, the newsletter, hand-delivered during events, and available at the airport and in tourist offices. Additionally, advertising space could be purchased in trade magazines for general aviation (see Table 19 - page 72). 14.3.2 Corporate and General Aviation Hangar Development Campaign YTB already sees interest from a few pilots and businesses to develop private and commercial activities at the airport. As such, the airport should launch a sales and marketing campaign to promote available space and the airport's willingness to build certain types of hangars for short- and long-term rental. Page 347 of 503 160 We suggest this campaign utilizes print media and the newsletter and website as the main communication tools. This approach could be supported by a campaign to various aviation service providers, commercial operators and aircraft owners. The email list used for tourist packages could be enhanced to include commercial businesses in the sector. 14.3.3 Target Audiences Aviation-related development concepts are targeted towards aircraft owners, corporate flight centers, aircraft manufacturers, aviation services and other aviation enthusiasts whose primary goal is to live their passion to the fullest or find the best suitable location for their business. Given the average range of recreational aircraft, this targeted clientele is located in Ontario and nearby New York and Ohio. We propose targeting the densest and most urban regions, including London, Waterloo, Greater Toronto, and Lake Erie. These markets have a large concentration of pilots that are particularly inclined to escape the city in their spare time. Communication Channels Numerous communication channels will allow the dissemination of the future offer of the airport. Print media advertisements, such as regional and trade aviation journals, and electronic media, such as specialist websites, represent powerful and relevant dissemination channels. Potential media The high cost of some traditional written media (several thousand dollars in some cases) led us to consider additional promotion and communication strategies to reach the pilot community. Of the media proposed in Table 37, only Aviation Magazine and the Adventure Pilot website require significant investment. Pilot Associations can be approached to relay messages to their members or develop other forms of partnerships. These organizations sometimes offer to place banner ads on their website and posting news through letters to members or social media. Table 37 – List of Media Publications to promote Tourist Packages and General Aviation Hangars Media Category / Details Aviation Magazine Aviation Magazine is now the most important aviation magazine in Quebec and is the official publication of the Association Québécoise du Transport Aérien (AQTA). It is distributed quarterly to more than 4,000 subscribers, and is the only publication that directly reaches decision-makers and stakeholders in the Quebec Airline Industry since 1985. WINGS Wings magazine is Canada’s only premiere national aviation magazine, providing comprehensive coverage of commercial, corporate, general and military aviation in Canada and worldwide. Page 348 of 503 161 Wings magazine is behind many of Canada’s leading aviation initiatives, such as the Careers in Aviation guide and expos, the annual FBO Survey, MRO Directory, Industry Roundtable, CBAA show guide and directory, and more. Skies Mag Skies’ audited circulation features over 60,000 readers and includes owner/operators of turbine aircraft in Canada and the U.S., both fixed- and rotary-wing. Delivered bi-monthly, Skies is also complemented by our online brands, Skiesmag.com and Skies News e-newsletter, giving our readers a daily dose of the most current news from our diverse and dynamic industry. Canadian Aviators Canadian Aviator is Canada’s independently owned magazine for pilots, future pilots, and those interested in Canadian aviation. It is owned by Steve Drinkwater and edited by Russ Niles, both Aircraft Owners and Pilots of a Piper Cherokee and a Cessna 140. Canada has a vibrant aviation industry that this aviation publication covers from coast to coast featuring the people, businesses and aircraft that make our country a world leader in aviation. Every story that appears in the magazine has a Canadian connection, and with that focus, our readership is steadily growing. Canadian Aviators want a truly Canadian aviation magazine. Letters / Communications to Members COPA COPA is the most important aviation association in Canada. There are advertising opportunities in the COPA magazine, with a distribution covering all of Canada. There are also several COPA Chapters across Ontario and Quebec. It would be advantageous to have that information relayed to its members. Quebec Association of Pilots and Aircraft Owners In Quebec, several associations and flying clubs organize aviation activities in their respective regions. These groups often have Facebook Pages and distribute information to their members via email. Associations per region: Mauricie / Mont-Laurier / Mascouche / St-Jean-sur-Richelieu American Owners and Pilots Association The American counterpart of COPA with many Chapters throughout every US State. AOPA offers the same marketing tools – need to see if they can be regionalized. Websites / Social Medias Adventure Pilot (Interesting to reach a larger market) Adventure Pilot lists hundreds of destinations and establishments across Quebec, English-speaking Canada and the United States. The database allows pilots to search for destinations based on their needs and interests - fly-ins, hikes, golf, museums, etc. http://www.adventurepilot.com Page 349 of 503 162 We recommend placing advertisements in Aviation Magazine when the budget allows it to promote the tourist packages and hangars. The other organizations listed above should also be contacted to verify the possible frequency of publications and the cost. Events Air shows and fly-ins bring together thousands of pilots each year and present the perfect opportunity to reach target customers to promote pilot escapade packages and the possibilities of renting and building hangars at the airport. Airport Promoters could choose from the following (non-exhaustive) list two (2) to three (3) events to attend annually to establish direct contact with target customers. Although several events take place in the regions, they attract pilots from all over Ontario, making them relevant targets, and most events offer display booth rentals. Table 38 – Suggested Events to Meet Pilots Events Location Annual Dates Quinte International Airshow Trenton, Ontario Bi-Annual – Late June Great Lakes International Airshow St Thomas, Ontario Late June Among the most relevant events for the promotion of tourist packages and hangars are pilots' gatherings. These events almost exclusively include pilots and their families, unlike the "Air Shows," which have a larger audience. Therefore, it is relevant to frequently consult the Pilots' Associations websites to identify relevant upcoming events. Finally, we suggest that the airport organize an annual pilot gathering, which could take the form of a barbecue during the summer. This type of event would provide an opportunity to meet pilots from the region and the entire province and inform them about new features offered at the airport, particularly in terms of tourist packages and the development of hangars. Events like this should be promoted through Pilots’ Associations and on the airport's website and social media platforms. Page 350 of 503 163 Appendix A - Phase One Environmental Report See attached document Appendix B – ERTH Study See attached document Page 351 of 503 May 2021 Phase One Environmental Site Assessment 244411 Airport Road, Tillsonburg, Ontario G2S20964 Quartek Group 89-91 St. Paul Street, Suite 100 St. Catharines, Ontario L2R 3M3 Attention: Mr. Robert MacKenzie Page 352 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 ii EXECUTIVE SUMMARY G2S Consulting Inc. (G2S) was retained by Quartek Group (the Client) to complete a Phase One Environmental Site Assessment (ESA) for a portion of the property located at 244411 Airport Road in Tillsonburg, Ontario. The property is occupied by the Tillsonburg Regional Airport and a Phase One ESA was completed for a 6.57 ha (16.2 ac.) portion, hereinafter referred to as the ‘Site’. Refer to Drawing 1 in Appendix A for the Site Location Plan. G2S understands the Client requires a Phase One ESA for due diligence purposes related to the development of an Airport Master Plan to guide future development of the Tillsonburg Regional Airport. The Site will be used for commercial use and a change in property use to a more sensitive use is not planned. In this regard, a Record of Site Condition (RSC) is not required under O. Reg. 153/04, as amended and the Phase One ESA was completed to meet the CSA Standards. The purpose of this Phase One ESA was to determine the likelihood that one or more contaminants have affected the Phase One ESA property from present or past Site activities or from surrounding properties. This Phase One ESA was completed in accordance with the general requirements of CSA Standard Z768-01 (R2016), which outlines the protocol for Phase One ESAs. This Phase One ESA incorporates the concept of Potentially Contaminating Activities (PCAs) and Areas of Potential Environmental Concern (APECs) identified by the Ministry of the Environment, Conservation and Parks (MECP) as outlined in Schedule D (O. Reg. 153/04). The current owner of the Site is The Corporation of the Town of Tillsonburg. The Site comprises an irregular shaped portion that is occupied by the airport terminal building, several hangars and accessory buildings, and a small former residential parcel located west of the airport buildings. The Site is located on the north side of Airport Road, approximately 685 m east of Highway 19 and covers an approximate plan area of 6.57 ha (16.2 ac.). The Study Area consists of residential, commercial, and agricultural land use. Spittler Creek is located approximately 670 m southwest of the Site. The Site location is illustrated on Drawing 1 in Appendix A. Based on information collected from the Site visit and records review, the Site was vacant undeveloped land until the 1940s when the Royal Canadian Air Force (RCAF) purchased the land for use as an air base to support flying training during World War II. After the war, Merve Hicks operated the airport from 1946 to 1962, and during those years the airport became known as the Hicks and Lawrence Airport, which included a flight school. The Corporation of the Town of Tillsonburg (current owner) acquired the Site in 1983 and the airport terminal building was demolished and replaced with the current building in 2010. In general, the east portion of the Site is occupied by the Canadian Harvard Aircraft Association and other private lease’s, and the west portion of the Site comprises several private hangars. The Airport is also home to a flight school, an onsite restaurant, and over 20 privately owned hangars as well as the Canadian Harvard Aircraft Association (CHAA) headquarters who maintain a fleet of Harvard aircraft at the Airport. The Phase One ESA identified two on-Site PCAs and one off-Site PCA which were assessed based on observations of the operations, their location relative to the Site with respect to the inferred groundwater flow direction, their tenure and expected chemical storage amounts. Based Page 353 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 iii on review and evaluation of the information gathered, the following APECs have been identified on-Site: APEC 1: Northeast Site limits - Current and historical new and used oil storage practices at Building 23, along the east Site boundary. APEC 2: North Site limits - Previous underground storage tanks (USTs) located northeast of the Building 18, and current USTs located northwest of Building 18 used to store aircraft fuel. APEC 3: West Central Site Area - Current presence of one diesel fuel above ground storage tank (AST) located west adjacent to the asphalt parking lot south of Building 18. APEC 4: Northwest Site limits - Reported historical dumping of empty drums of DDT (a pesticide) and residue in the forested area northwest of the Site. Based on the findings of this Phase One ESA, a Phase Two ESA is recommended to investigate the potential for contamination related to the above-noted APECs. Given the age of some of the buildings on Site, there is the potential for the presence hazardous materials in building materials, including asbestos containing materials (ACMs), lead based paints, mercury and PCB containing substances. Should renovation or demolition be planned in the building, a designated substances survey should be performed in accordance with Ministry of Labour regulations. It should be noted that if a Record of Site Condition (RSC) is required for the property under O.Reg. 153/04, further investigation may be required. Page 354 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 iv TABLE OF CONTENTS Executive Summary .................................................................................................................... ii 1. Introduction ............................................................................................................................. 1 2. Terms of Reference and Scope of Work ................................................................................. 2 3. Phase One ESA Property Information ..................................................................................... 3 4. Records Review ...................................................................................................................... 4 4.1 Property Ownership .......................................................................................................... 4 4.2 Property Use Records ...................................................................................................... 4 4.2.1 Fire Insurance Plans .................................................................................................. 4 4.2.2 Street Directories ....................................................................................................... 4 4.2.3 Waste Management Records .................................................................................... 4 4.3 Regulatory Information ..................................................................................................... 4 4.4 Physical Setting Sources .................................................................................................. 5 4.4.1 Aerial Photographs .................................................................................................... 5 4.4.2 Ontario Base Maps/Topographic and Other Maps ..................................................... 6 4.4.3 Hydrology and Hydrogeology .................................................................................... 7 4.5 Site Operating Records .................................................................................................... 8 4.6 Environmental Reports ..................................................................................................... 8 5. Interviews ................................................................................................................................ 9 5.1 Site Personnel .................................................................................................................. 9 5.2 Third Party Individuals ...................................................................................................... 9 5.3 Government Officials ........................................................................................................ 9 6. Site Reconnaissance ............................................................................................................ 10 7. Review and Evaluation of Information ................................................................................... 14 7.1 Current and Past Uses ....................................................................................................14 7.2 Potentially Contaminating Activities .................................................................................15 7.3 Areas of Potential Environmental Concern ......................................................................16 8. Conclusions and Recommendations ..................................................................................... 17 9. Qualifications of the Assessor ............................................................................................... 19 10. References and Supporting Documentation ........................................................................ 20 11. Limitations ........................................................................................................................... 21 12. Closing Remarks ................................................................................................................. 22 Page 355 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 v Appendices Appendix A: Drawings Appendix B: Property Ownership Appendix C: Environmental Source Information Appendix D: Well Records Appendix E: Phase One ESA Questionnaire Appendix F: Site Photos List of Tables Table 1: General Site Details Table 2: Environmental Source Information Table 3: Aerial Photographs Table 4: Topographic and Other Maps Table 5: Site Operating Records Table 6: Site Reconnaissance Table 7: Summary of Site Uses Table 8: Potentially Contaminating Activities Table 9: Areas of Potential Environmental Concern Page 356 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 1 1. INTRODUCTION G2S Consulting Inc. (G2S) was retained by Quartek Group (the Client) to complete a Phase One Environmental Site Assessment (ESA) for a portion of the property located at 244411 Airport Road in Tillsonburg, Ontario. The property is occupied by the Tillsonburg Regional Airport and a Phase One ESA was completed for a 6.57 ha (16.2 ac.) portion, hereinafter referred to as the ‘Site’. Refer to Drawing 1 in Appendix A for the Site Location Plan. G2S understands the Client requires a Phase One ESA for due diligence purposes related to the development of an Airport Master Plan to guide future development of the Tillsonburg Regional Airport. The Site will be used for commercial use and a change in property use to a more sensitive use is not planned. In this regard, a Record of Site Condition (RSC) is not required under O. Reg. 153/04, as amended and the Phase One ESA was completed to meet the CSA Standards. Page 357 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 2 2. TERMS OF REFERENCE AND SCOPE OF WORK The purpose of this Phase One ESA was to determine the likelihood that one or more contaminants have affected the Phase One ESA property from present or past Site activities or from surrounding properties. This Phase One ESA was completed in accordance with the general requirements of CSA Standard Z768-01 (R2016), which outlines the protocol for Phase One ESAs. This Phase One ESA incorporates the concept of Potentially Contaminating Activities (PCAs) and Areas of Potential Environmental Concern (APECs) identified by the Ministry of the Environment, Conservation and Parks (MECP) as outlined in Schedule D (O. Reg. 153/04). The following definitions are provided: Potentially Contaminating Activity (PCA) means a use or activity set out in Column A of Table 2 of Schedule D that is occurring or has occurred in a phase one study area; and Areas of Potential Environmental Concern (APEC) means the area on, in or under a phase one property where one or more contaminants are potentially present, as determined through the phase one environmental site assessment, including through, (a) identification of past or present uses on, in or under the phase one property, and (b) identification of potentially contaminating activity; The nature of a Phase One ESA by definition is a nonintrusive site examination of “readily accessible features”. Therefore, the Phase One ESA assessment does not quantify the chemical or physical quality of the exposed or inaccessible features such as materials beneath buildings or buried on Site. In this regard, the assessment must be viewed as a mechanism that may assist in reducing, rather than eliminating the uncertainty of encountering environmental contaminants during future use of the property. The Phase One ESA scope of work involved a records review, a Site visit, interviews, evaluation of the information gathered and preparation of this report. Page 358 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 3 3. PHASE ONE ESA PROPERTY INFORMATION Table 1: General Site Details Municipal Address 244411 Airport Road, Tillsonburg, Ontario General Site Location Northside of Airport Road, approximately 685 m east of the intersection with Highway 19. Approximate Plan Area 6.57 ha (16.2 ac.) Property Identification Number (PIN) Part of PIN 00016-0089 Legal Description Part of Pt Lt 3-4 Con 7 Dereham; Lt 5-6 Con 7 Dereham; Pt Lt 7 Con 7 Dereham Pt 1, 2, 3, 4 & 5, 41R2877, Pt 2 & 3, 41R2714, Pt 1, 2 & 3, 41R4343, Pt 1, 2, 3 & 4, 41R4545; S/T 406551; Southwest Oxford. Current Site Owner The Corporation of the Town of Tillsonburg Current Site Occupant Tillsonburg Regional Airport The Phase One Study Area includes the Site and lands within approximately 150 m of the Site, as shown on Drawing 2 in Appendix A, hereinafter referred to as the Study Area. Page 359 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 4 4. RECORDS REVIEW Available public records were reviewed to determine the land use history of the Site and surrounding properties. 4.1 Property Ownership A land title search for the Site was conducted online at the Teranet Express website for the Oxford County Land Registry Office. The Land Registry document indicates that the Site was transferred to the current owner, The Corporation of the Town of Tillsonburg, in February 1983. The Land Registry documents for the Site are included in Appendix B. 4.2 Property Use Records 4.2.1 Fire Insurance Plans Fire Insurance Plans (FIPs) for Tillsonburg, Ontario did not cover the Site or Study Area. 4.2.2 Street Directories Property use directories were not published for the Town of Tillsonburg, Ontario. 4.2.3 Waste Management Records The Site and properties within the Study Area were searched by company name in the Hazardous Waste Information Network (HWIN) and the Hazardous Waste Information System (HWIS) databases from 1986-1993 and every other year from 2002-2016. Properties within the Study Area were also searched for records currently registered with HWIN. No records were found. 4.3 Regulatory Information Table 2: Environmental Source Information Document Source Pertinent Information County of Oxford Official Plan - Schedule S-1 - Township of South- West Oxford Land Use Plan County of Oxford Official Plan - Schedule C-1 - County of Oxford Environmental Features Plan Oxford County Website -Site and Study Area generally classified as agricultural reserve. -No Areas of Natural Significance are located on Site or within the Study Area. Ministry of Natural Resources (MNR) and Forestry, Ontario, Natural Heritage Areas database MNR online - No Areas of Natural Significance or wetlands are located on Site or within the Study Area. Page 360 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 5 Document Source Pertinent Information National Pollutant Release Inventory (NPRI) database NPRI online -Search for records in the vicinity of the Site was conducted in two-year increments for the years 1994-2017. No records found within the Study Area. Ontario Inventory of Polychlorinated Biphenyl (PCB) Storage Sites (1991 & 1995) MECP -No records for Site or Study Area Environmental Bill of Rights Registry (EBR) MECP - No records for Site or Study Area Inventory of Coal Gasification Plant Waste Sites in Ontario MECP -No records for Site or Study Area Inventory of Industrial Sites Producing and Using Coal Tar and Related Tars in Ontario MECP -No records for Site or Study Area Freedom of Information (FOI) Request MECP - Requests generally take several weeks to months to generate a response. Should a response from the government agency change the conclusions or recommendations of this report, an addendum letter will be provided along with the information received. Waste Disposal Site Inventory, June 1991 MECP -No records for Site or Study Area Brownfields Environmental Site Registry MECP online -No records of RSCs were found on Site or within the Study Area. Technical Standards and Safety Authority (TSSA) TSSA via email -No records were located for the Site or Study Area. The environmental source information is included in Appendix C. 4.4 Physical Setting Sources 4.4.1 Aerial Photographs For ease of reference, aerial photographs are included as Drawings 4 through 7 in Appendix A. The following table summarizes the information. Page 361 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 6 Table 3: Aerial Photographs Year Site Description Study Area Description 1954 The Site is developed with what appears to be two commercial buildings; part of the Tillsonburg Airport. A triangular shaped runway is located north of the Site. Residential/agricultural properties are developed south of the Site along Airport Road, with the remainder of the Study Area used for agricultural purposes. 2006 The Site is developed with eight commercial buildings: one terminal building and seven hangar buildings; part of the Tillsonburg Airport. The triangular runway has been replaced with a single lane runway situated east to west, north adjacent to the Site. Forested areas are located northeast and northwest of the Site. 2013 The Site is developed with sixteen commercial buildings; one terminal building and fifteen hangar buildings; part of the Tillsonburg Airport. 2018 The Site is developed with twenty- one commercial buildings; one terminal building and twenty hangar buildings; part of the Tillsonburg Airport. 4.4.2 Ontario Base Maps/Topographic and Other Maps For ease of reference, selected maps are included as Drawings 8 and 9 in Appendix A. The following table summarizes the information. Table 4: Topographic and Other Maps Item Year Site Description Study Area Description Topographic Map 1935 -Site is undeveloped, vacant land. The ground elevation is approximately 271 m. The expected groundwater flow direction is south/southwest following surface topography towards Spittler Creek located approximately 670 m southwest of the Site. Several residential buildings have been developed along Airport Road, south of the Site. A tributary of Spittler Creek is located north of the Site, along with forested areas northeast and northwest of the Site. A Pacific Railway line is located west of the Study Area, running north to south. Topographic Map 1970 -Site is developed with three commercial buildings, one indicated as a Control Tower. The Site is indicated as the Tillsonburg Airport. Only part of the Study Area is shown on the map. A triangular runway is located north of the Site. Residences are located south along Airport Road. Ontario Base Map (OBM) Reviewed on March 24, 2021 -Site is developed a terminal building and four hangar buildings, as part of the The Study Area is developed with several residential/agricultural properties south of the Site along Page 362 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 7 Item Year Site Description Study Area Description Tillsonburg Airport. The ground elevation is approximately 271 m. Airport Road. A single lane runway is located north of the Site, running east to west. Palaeozoic Geology of Southern Ontario, Map 2254, Ontario Division of Mines 1972 -Site is characterized by limestone bedrock of the Middle Devonian Dundee Formation. Soil Survey Map of Oxford County, Ontario, No. 28 1958 -Site area is dominantly silty alluvial deposits over calcareous loam till. MECP Well Records Reviewed on March 22, 2021 -According to the MECP records, there were several records within the Study Area (one is included in Appendix D) -A record from a drinking water well located on Site identified yellow clay and stones to a depth of 9.4 m below ground surface (bgs), underlain by grey clay and pebbles to a depth of 22.5 m bgs. Grey clay was identified between 22.5 m and 32.3 m bgs, underlain by grey wet sand from 32.3 m to 34.1 m bgs. The static water level was indicated at 32.3 m bgs. 4.4.3 Hydrology and Hydrogeology Surface water from the Site is expected to infiltrate through the unpaved surfaces covering the ground surface of the Site. Spittler Creek is located approximately 670 m southwest of the Site. Surface elevations in the area decrease to the south. Based on our observations and review, the expected groundwater flow direction is south-southwest following surface topography towards Spittler Creek. Page 363 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 8 4.5 Site Operating Records Site Operating Records were requested by G2S at the time of this Phase One ESA report. The following chart summarizes the availability of the records. Table 5: Site Operating Records Site Operating Records Regulatory Permits and Records No records available Material Safety Data Sheets No records available Underground Utility Drawings No records available Chemical Inventory and Storage No records available Storage Tanks No records available Environmental Monitoring Data No records available Waste Management Records No records available Process, Production and Maintenance Documents No records available Spills and Discharges No records available Emergency Response and Contingency Plans No records available Environmental Audit Reports No records available Facility Site Plans No records available 4.6 Environmental Reports No previous environmental reports were provided to G2S. Page 364 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 9 5. INTERVIEWS 5.1 Site Personnel An interview regarding the Site was conducted with the Client’s representative, Mr. Daniel Locke, and with the Site Operator, on February 23, 2021. The information provided has been incorporated into the report, where applicable. As well, a copy of the Phase One Questionnaire is included in Appendix E and was completed by G2S based on the interviewee responses. The Site Operator indicated that the Royal Canadian Air Force (RCAF) purchased the Site for World War II use, as hanger base with a control tower. He indicated that a flight school was eventually started at the base, which is still operating today. He also indicated that in the 1940’s and 1950’s, empty drums of Dichlorodiphenyltrichloroethane (DDT) containing residue were dumped at the forested area northwest of the Site. He also indicated that the terminal building (building 18) was newly built in 2010. The previous terminal building was located adjacent to the current building and was demolished prior to the current building being constructed. According to the documentation from the Town of Tillsonburg, 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 the 1970’s the Town reconstructed and paved the primary runway (08-26) and constructed an exit taxiway, an apron on the south side of the runway, added fuelling facilities and aircraft hangers and constructed a terminal building. The Town took over ownership and administration of the Airport in 1981. In 2009 through Federal grant funding the Town rehabilitated the existing 4,002 - foot main asphalt runway and lengthened the main runway to 5,502 feet, as well as constructing a new Airport Terminal Building. 5.2 Third Party Individuals Third party individuals were not available for interview at the time of this Phase One ESA. 5.3 Government Officials The following government officials were contacted as part of this Phase One ESA: 1. Ministry of the Environment and Climate Change, Freedom of Information and Protection of Privacy Office; 2. Technical Standards and Safety Authority. Page 365 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 10 6. SITE RECONNAISSANCE Observations of the Site, adjacent and surrounding properties were conducted by walking over the Site. Adjacent and surrounding properties were observed from within the Site or by other public means. Refer to Drawing 3 (Site Plan) in Appendix A. Photographs of the Site and the Study Area are included in Appendix F. Table 6: Site Reconnaissance Date February 23, 2021 Time 2:00 pm Weather Cloudy, approximately 4º Celsius Person who conducted the Site visit Cassia Dal Bello, B.Sc. Qualified Person supervising the Site visit Melissa King, P.Geo. Facility Operating: Yes/No Yes General Observations: 244411 Airport Road is developed as the Tillsonburg Regional Airport. A total of twenty-five (25) commercial buildings are located on Site. Asphalt driveways connect all buildings on Site, with landscaped areas located throughout the remaining areas of the Site. The Site is split into two parcels, one irregular shaped parcel where the hangars are located, and one near-triangle shaped parcel, where a previous residential building was located but has since been demolished. The irregular shaped parcel is occupied by 25 commercial buildings and the near-triangle shaped parcel is occupied by vacant land with the remnants of a residential house (cobble foundation), trees, and brush. In general, the east portion of the Site is occupied by the Canadian Harvard Aircraft Association and other private lease’s, and the west portion of the Site comprises several private hangars. Buildings one (1) through seventeen (17) are privately owned slab-on-grade commercial hangar buildings. The buildings were inaccessible at the time of the Site visit; however, it was indicated by the Site Representative that these buildings are used for the storage of personal use aircrafts and minor household item storage. Building eighteen (18) is a one-storey terminal building with a basement. An office, seating area, cafeteria and washrooms are located on the main floor. A board room, offices, and maintenance room are located within the basement. A patio area is located at the east exterior of the building. Asphalt parking lots are located west and south of the building. A septic system is located southeast and east of the building. A drinking water well is located just north of the building. Two 20,000-gallon underground storage tanks (USTs) with fuel pumps are located northwest of Building 18. The fuel pumps and USTs are located along the north property boundary of the Site. UST/Pump 1 contains Jet A-1 fuel, and UST/Pump2 contains Avgas 100LL (low led). According to the Site representative, these USTs were installed in the late 1980’s, to replace two previous USTs containing Avgas 80/87 Octane and 100/130 Octane. These tanks were previously located north of the Building 18, along the north Site boundary. Buildings nineteen (19) and twenty-three (23) are occupied by the Canadian Harvard Aircraft Association. Both buildings are slab-on-grade commercial hangar buildings. Building 19 has two dedicated areas; the south area is used for aircraft restoration, and north area is used for aircraft storage. An office area is located at the southeast corner of the building and is connected to the restoration area. General hardware materials, tools, and equipment are located within the restoration area. The north area houses aircrafts used for flying school and tourism purposes. The aircrafts are Page 366 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 11 stored until use. A portable building east adjacent to the hangar was previously used as a classroom but is now used for storage. Building 23 is used as a maintenance building for commercial aircrafts. General maintenance, repairs, and service are performed within the hangar. Maintenance tooling and equipment are located at various stations throughout the hangar. A paint booth, waste oil storage area, and oily rag storage are located within the hangar. Drip trays are used when performing maintenance on the aircrafts to prevent spillage. A shed is located east adjacent to the hangar and is used for the storage of household sized containers of new engine oils and lubricants. Five 208L drums containing several types of aviation oils and engine oils are located within the shed. Lawn equipment including lawn two push lawn mowers, were also located within the storage shed. Empty used drums were piled beside the shed, directly on the ground surface. Building twenty (20) is a privately owned slab-on-grade commercial hangar building. General structural maintenance, repairs, and painting is completed within the hangar. A paint booth, household sized containers of Endura brand paints, and Polytak glues are located within the hangar. Aircrafts and aircraft parts that are currently under maintenance are stored within the hangar. Building twenty-one (21) is occupied by Tailwind Aviation Services. The building was inaccessible at the time of the Site visit. The Site representative indicated that it is a privately owned commercial hangar used for the maintenance of avionics. Building twenty-two (22) was only accessible via view from the front door of the hangar. It is a privately owned commercial hangar used for the maintenance, repairs, and restoration of aircrafts. General use of household sizes containers of paints and glues were noted within the building. Aircrafts undergoing maintenance are temporarily stored within the hangar. Buildings twenty-four (24) and twenty-five (25) were inaccessible during the Site visit. The Site representative indicated that they are privately owned commercial hangars used for aircraft storage purposes. Interior Observations Item Observations Building Observations Concrete, ceramic tile, and carpet flooring, drywall and metal deck walls, and drywall, metal deck, and suspended ceiling tile ceilings. Fluorescent lighting is located throughout. Heating and Cooling Systems Propane gas and radiant heating Interior Observations Item Observations Drains, Pits and Sumps None observed. Mechanical Equipment None observed. Stained Materials None observed. Noise, Odours, Vibrations None observed. Storage Tanks and Containers Building 21 contained approximately 20 – 4L pails of Endura paint, 3 – 20L pails of Endura paint, and several containers of Polytak glue. Building 23 contained 4 - 208L drums of waste oil, a drum for oily rags, several, empty jerry cans, five - 208L drums containing several types of aviation oils and engine oils, several 4L containers of aviation engine oils and lubricants, several 4L containers of paints, and several cans of spray paints. Unidentified Substances None observed. Hazardous Materials and Special Attention Items: It is noted that a Designated Substances Survey (DSS) was not within the requested scope of work for this Phase Page 367 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 12 One ESA. In this regard, the following is provided for information purposes only and does no constitute a DSS. (i) Polychlorinated Biphenyls Polychlorinated Biphenyls (PCBs) were widely used for cooling and lubricating electrical equipment from the 1930s to the 1970s. The use of PCBs was prohibited in the late 1970s. Due to the age of some of the buildings, there is a potential for PCBs to be present in building materials. (ii) Asbestos Containing Materials Asbestos is a generic term referring to a group of naturally occurring fibrous mineral silicates. Asbestos was used in many products due to its strength and resistance characteristics. Common uses include boiler and pipe insulation, spray-on fireproofing, floor and ceiling tiles, asbestos-cement products, etc. Legislation banned the use of asbestos-containing materials (ACMs) in the mid to late 1980s. Due to the age of some of the buildings, there is a potential for ACMs to be present in the building. (iii) Lead Lead is a heavy metal typically found in pipes, batteries, lead solder, cabling, insecticides, paints, glass and as an additive to gasoline. In 1976, the federal government limited the amount of lead for interior paints to 0.5% by weight or 5,000 ppm. The Surface Coating Materials Regulation (SOR/2005-109) dated April 19, 2005, as amended, pursuant to the 2005 Hazardous Products Act, revised the standard to limit the amount of lead in certain paints to 0.06% (600 ppm). In October 2010, this was revised to 0.009 % (90 ppm). Due to the age of some of the buildings, there is a potential for lead based paint to be present on-Site. (iv) Mercury Mercury is typically found in a variety of building materials including paints, thermostats and mercury-vapour lamps. Potential mercury-containing equipment may be located on-Site. v) Ozone Depleting Substances Ozone-Depleting Substances (ODSs) include any substances containing chlorofluorocarbon (“CFCs”), hydro chlorofluorocarbon (“HCFCs”), halon or any other material capable of destroying ozone in the atmosphere. Federal regulations eliminated the production and import of CFCs by January 1, 1996 and put a freeze on the production and import of HCFC-22 by January 1, 1996. The regulation also requires the complete replacement of HCFC-22 equipment by the year 2020. Potential ODS-containing equipment were not observed on Site. (vi) Urea Formaldehyde Foam Insulation Urea Formaldehyde Insulation (UFFI) was used as an insulation material for existing buildings (commonly houses) from the mid-1970s until its ban in Canada in 1980. Site Limitations G2S was not able to access Buildings 1 through 17, 21, 22, 24, and 25. Page 368 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 13 Exterior Observations Item Observations Structure Exteriors Concrete, brick, metal deck walls, shingled and metal deck roofing. Hazardous Materials None observed Storage Tanks and Containers Two 75,000L (20,000 gallon) underground storage tanks (USTs) with fuel pumps are located northwest of Building 18. The fuel pumps and USTs are located along the north property boundary of the Site. UST/Pump 1 contains Jet A-1 fuel, and UST/Pump2 contains Avgas 100LL (low led). According to the Site representative, these USTs were installed in the late 1980’s, to replace two previous USTs containing Avgas 80/87 Octane and 100/130 Octane. These tanks were previously located north of the Building 18, along the north Site boundary. One 1,350L aboveground storage tank (AST) containing diesel fuel is located west adjacent to the asphalt parking lot, located south adjacent to Building 18. Unidentified Substances None observed Wells One drinking water well located north of Building 18. Potable Water Supply Drinking water well (ground water source) Sewage Disposal Septic System Pits and Lagoons None observed Stained Materials None observed Stressed Vegetation None observed Ground Surface Primarily asphalt lot and grassed areas. Fill Materials Obvious signs of fill material such as berms, stockpiles and/or significant grade changes was not observed. Watercourses, Ditches and/or Standing Water None observed. Roads, Parking Facilities and Rights of Way Access to the Site is via Airport Road. Noises, Odours, Vibrations None observed Waste Disposal General waste is serviced by the municipality. Storage None observed. Adjacent Land Uses North Tillsonburg Regional Airport property, runway and agricultural land South Airport Road followed by residential dwellings and agricultural land. East Tillsonburg Regional Airport property – agricultural land West Tillsonburg Regional Airport property – agricultural land Current or Former Railway Lines or Spurs None observed on Site or in the Study Area Page 369 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 14 7. REVIEW AND EVALUATION OF INFORMATION 7.1 Current and Past Uses Based on the information gathered from the Site visit, records review and interviews, the following is a summary of the current and past uses of the Site: Table 7: Summary of Current and Past Site Uses Year Name of Owner/Occupant Description of Property Use Other Observations 244411 Airport Road 1983-current Town of Tillsonburg Tillsonburg Regional Airport and leases to the Canadian Harvard Aircraft Association and private hangars; commercial use (maintenance and aircraft storage) 2006, 2013, 2018 aerial photographs, and OBM show some of the current buildings and Site used as an airport. 1946 to 1980s Merve Hicks/Hicks and Lawrence Airport Airport and flight school 1954 aerial photo shows grass air strips (triangle formation). 1970 topographic map shows the air strips, buildings, and control tower. 1940s to 1946 Federal Government; Royal Canadian Air Force (RCAF) Air base for flight training <1940 Undeveloped Vacant undeveloped land (agriculture) 1935 topographic map shows the Site as undeveloped with no buildings. Page 370 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 15 7.2 Potentially Contaminating Activities The following Potentially Contaminating Activities (PCAs) were identified for the Site and/or Study Area. Refer to Drawing 11 in Appendix A. Table 8: Potentially Contaminating Activities Address Direction and Distance from Site Potentially Contaminating Activity Refer to Table 2, Schedule D O.Reg. 153/04 Description Date(s) Contaminants of Potential Concern Results in an APEC (yes/no) 244411 Airport Road (Site) PCA #28 – Gasoline and Associated Products Storage in Fixed Tanks PCA #27 – Garages and Maintenance and Repair of Railcars, Marine Vehicles and Aviation Vehicles Other PCA – Chemical Waste Dumping Currently and historically occupied by an airport. Previous USTs (75,000L) containing aviation fuel located northeast of the current terminal building, and current USTs located northwest of the current terminal building. One 1,350L AST containing diesel fuel is located west adjacent to the asphalt parking lot, located south adjacent to Building 18. Current and historical new and used oil storage practices and aviation maintenance at Building 23, along the east Site boundary. Reported historical dumping of waste chemicals/residue (DDT) within the forested area, northwest of the Site on the Airport property. 1940- current PHCs, VOCs, Metals, OC pesticides (DDT) Yes Notes: PHCs - Petroleum Hydrocarbon VOCs - Volatile Organic Compounds APEC – Area of Potential Environmental Concern OC- Organochlorine Page 371 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 16 7.3 Areas of Potential Environmental Concern Based on review and evaluation of the PCAs, the following APECs were identified for the Site. Refer to Drawing 12 in Appendix A. Table 9: Areas of Potential Environmental Concern APEC No. Description of APEC/ Rationale Location of APEC on Phase One Property Potentially Contaminating Activity Location of PCA (on-site or off-site) Contaminants of Potential Concern Media Potentially Impacted (Groundwater, soil and/or sediment) 1 Current and historical new and used oil storage practices an aviation maintenance at Building 23, along the east Site boundary. Northeast area of the Site PCA #27 – Garages and Maintenance and Repair of Railcars, Marine Vehicles and Aviation Vehicles On-Site PHCs, VOCs Soil 2 Previous aviation fuel USTs located northeast of the Building 18, and current USTs located northwest of Building 18. North central area of the Site PCA #28 – Gasoline and Associated Products Storage in Fixed Tanks On-Site PHCs, VOCs Soil, Ground Water 3 Current presence of one diesel fuel AST located west adjacent to the asphalt parking lot south of Building 18. West Central area of the Site PCA #28 – Gasoline and Associated Products Storage in Fixed Tanks On-Site PHCs, VOCs Soil 4 Reported historical chemical dumping of empty drums/residue of DDT in the forested area northwest of the Site. Northwest corner of the Site Other PCA – Chemical Waste Dumping Off-Site (635 m northwest of Site) PHCs, VOCs, Metals, OC pesticides including DDT Ground Water Notes: PHCs - Petroleum Hydrocarbons VOCs - Volatile Organic Compounds OC - Organochlorine UST - Underground Storage Tank AST – Above Ground Storage Tank BTEX – Benzene, Toluene, Ethylbenzene, Xylenes Page 372 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 17 8. CONCLUSIONS AND RECOMMENDATIONS The purpose of this Phase One ESA was to determine the likelihood that one or more contaminants have affected the Phase One ESA property from present or past Site activities or from surrounding properties. This Phase One ESA was completed in accordance with the general requirements of CSA Standard Z768-01 (R2016), which outlines the protocol for Phase One ESAs. This Phase One ESA incorporates the concept of Potentially Contaminating Activities (PCAs) and Areas of Potential Environmental Concern (APECs) identified by the Ministry of the Environment, Conservation and Parks (MECP) as outlined in Schedule D (O. Reg. 153/04). The Site comprises an irregular shaped portion that is occupied by the airport terminal building, several hangars and accessory buildings, and a small former residential parcel located west of the airport buildings. The Site is located on the north side of Airport Road, approximately 685 m east of Highway 19 and covers an approximate plan area of 6.57 ha (16.2 ac.). The Study Area consists of residential, commercial, and agricultural land use. Spittler Creek is located approximately 670 m southwest of the Site. The Site location is illustrated on Drawing 1 and the Site Plan is provided on Drawing 2, both in Appendix A. Based on information collected from the Site visit and records review, the Site was vacant undeveloped land until the 1940s when the Royal Canadian Air Force (RCAF) purchased the land for use as an air base to support flying training during World War II. After the war, Merve Hicks operated the airport from 1946 to 1962, and during those years the airport became known as the Hicks and Lawrence Airport, which included a flight school. The Corporation of the Town of Tillsonburg (current owner) acquired the Site in 1983 and the airport terminal building was demolished and replaced with the current building in 2010. In general, the east portion of the Site is occupied by the Canadian Harvard Aircraft Association and other private lease’s, and the west portion of the Site comprises several private hangars. The Airport is also home to a flight school, an onsite restaurant, and over 20 privately owned hangars as well as the Canadian Harvard Aircraft Association (CHAA) headquarters who maintain a fleet of Harvard aircraft at the Airport. The Phase One ESA identified two on-Site PCAs and one off-Site PCA which were assessed based on observations of the operations, their location relative to the Site with respect to the inferred groundwater flow direction, their tenure and expected chemical storage amounts. Based on review and evaluation of the information gathered, the following APECs have been identified on-Site: APEC 1: Northeast Site limits - Current and historical new and used oil storage practices at Building 23, along the east Site boundary. APEC 2: North Site limits - Previous underground storage tanks (USTs) located northeast of the Building 18, and current USTs located northwest of Building 18 used to store aircraft fuel. APEC 3: West Central Site Area - Current presence of one diesel fuel above ground storage tank (AST) located west adjacent to the asphalt parking lot south of Building 18. APEC 4: Northwest Site limits - Reported historical dumping of empty drums of DDT (a pesticide) and residue in the forested area northwest of the Site. Page 373 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 18 Based on the findings of this Phase One ESA, a Phase Two ESA is recommended to investigate the potential for contamination related to the above-noted APECs. Given the age of some of the buildings on Site, there is the potential for the presence hazardous materials in building materials, including asbestos containing materials (ACMs), lead based paints, mercury and PCB containing substances. Should renovation or demolition be planned in the building, a designated substances survey should be performed in accordance with Ministry of Labour regulations. It should be noted that if a Record of Site Condition (RSC) is required for the property under O.Reg. 153/04, further investigation may be required. Page 374 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 19 9. QUALIFICATIONS OF THE ASSESSOR This Phase One ESA was conducted by Ms. Cassia Dal Bello, B.Sc. Ms. Dal Bello is responsible for the completion of field work and reporting related to Phase One and Phase Two ESAs. Ms. Dal Bello has completed numerous projects on behalf of private and public sector clients for industrial, commercial, and residential sites. This Phase One ESA was prepared under the supervision of, and the report was reviewed by Melissa King, a Professional Geoscientist registered with the Professional Geoscientists of Ontario. Ms. King is a Senior Geoscientist and Head of Environmental Services in G2S's Burlington branch office and is a Qualified Person (QP). She has over 23 years of interdisciplinary professional experience specializing in environmental and hydrogeologic investigations and project management. Her main areas of expertise include Phase One and Phase Two ESAs, site cleanup / remediation planning and supervision, site remediation, Risk Assessment, Records of Site Condition and hydrogeologic investigations. She has completed hundreds of projects for commercial, industrial, and residential clients for a wide variety of project types (industrial complexes, commercial developments, entertainment and institutional buildings, and residential development). Page 375 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 20 10. REFERENCES AND SUPPORTING DOCUMENTATION a) Canadian Standards Association, Z768-0, Re-affirmed 2016. Phase One Environmental Site Assessment. b) Occupational Health and Safety Act - Ministry of Labour (MOL). c) Inventory of Coal Gasification Plant Waste Sites in Ontario. Ontario Ministry if the Environment, April 1987. d) Waste Disposal Site Inventory. Waste Management Branch Ontario Ministry of the Environment, June 1991. e) Hazardous Waste Information Network (HWIN, 1986 – 2005), www.hwin.ca. f) Ministry of the Environment, Brownfields Environmental Site Registry, www.ene.gov.on.ca/environet/BESR/index. g) National Pollutant Release Inventory, www.ec.gc.ca. h) Ontario’s Environmental Registry, www.ebr.gov.on.ca. i) Paleozoic Geology of Southern Ontario, Ontario Division of Mines, Map 2254. Scale 1:1,013,760. Published 1972. j) Soil Survey Map of Oxford County, Province of Ontario, No. 28, Scale 1:63,360. Published by the Cartography Section, Soil Research Institute, Research Branch, Canada Department of Agriculture, Ottawa. k) County of Oxford Official Plan, Schedule C-1, Environmental Features Plan. County of Oxford. Scale 1:6,000. March 2015. l) County of Oxford Official Plan, Schedule S-1, Land Use Plan. County of Oxford. Scale 1:6,000. August 2020. m) 1954 Aerial Photograph, viewed online at the Oxford County Open Data website, 2021. n) 2006, 2013, 2018 Aerial Photographs, viewed online through Google Earth Digital Globe, 2021. o) Tillsonburg, Topographic Map, Sheet No. 40 I/15, Department of National Defence – Geographical Section. Scale 1: 63,360. Published 1935. p) Springford, Topographic Map, Sheet No. 40 I/15 G, Survey and Mapping Branch, Department of Energy, Mines and Resources. Scale 1: 25,000. Published 1970. Page 376 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 21 11. LIMITATIONS This Phase One Environmental Site Assessment (ESA) has been prepared for the sole benefit of the Client and is intended to provide a Phase One ESA for the subject Site. The Phase One ESA may not be relied upon by any other person or entity without the expressed written consent of the Client and G2S Consulting Inc. (G2S). Any use which a third party makes of this Phase One ESA, or any reliance on decisions made based on it, is the responsibility of such third parties. G2S accepts no responsibility for any loss, damage, expenses, or penalties suffered by any third parties that may arise or result from the use of any information or recommendations contained in this report. The report is based solely on the scope of services which are specifically referred to in this report. No physical or intrusive testing has been performed, except as specifically referenced in this report. This report is not a certification of compliance with past or present regulations, codes, guidelines and policies. The findings in this Phase One ESA are limited to the conditions at the Site at the time of this investigation (April 2021), and supplemented by a historical review and data obtained by G2S as described herein as well as information provided by the Site representative as reported herein. Conclusions presented in this Phase One ESA should not be construed as legal advice. If Site conditions, regulations, codes, guidelines, and applicable standards change or if any additional information becomes available at a future date, changes to the findings, conclusions and recommendations in this Phase One ESA may be necessary. This assessment does not wholly eliminate uncertainty regarding the potential for existing or future costs, hazards or losses in connection with the subject property and must be viewed as a mechanism to reduce risk rather than eliminate the risk of contamination concerns. At the time of this report, the Covid-19 pandemic restrictions may have limited G2S’s access to historical records for review purposes. Due to these limitations, G2S may be required to provide addendums to the report. Page 377 of 503 Phase One Environmental Site Assessment G2S20964 244411 Airport Road, Tillsonburg, Ontario May 14, 2021 22 12. CLOSING REMARKS We trust this Phase One ESA is satisfactory for your purposes. Should you have any questions, please do not hesitate to contact this office. Yours truly, G2S Consulting Inc. Cassia Dal Bello, B.Sc. Melissa King, P.Geo., QPESA Environmental Scientist Head of Environmental Services Page 378 of 503 Appendix A: Drawings Page 379 of 503 SITE Drawing No.1SITE LOCATION PLANNScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021JB/MKTILLSONBURG.dwgTILLSONBURGONTARIO244411 AIRPORT ROADPage 380 of 503 244411244422244416244442AIRPORT ROADAPPROXIMATE 150 MSTUDY AREA RADIUS12347568910111213141920212225242318400 mLEGENDSITE BOUNDARY080160240320Scale151617VEGETATION ANDREMNANTS OFRESIDENTIAL HOUSE(COBBLE FOUNDATION)Drawing No.2PHASE ONE ESA STUDY AREATILLSONBURGONTARIO244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:AS SHOWNG2S20964MARCH 2021JB/MKTILLSONBURG .dwgNPage 381 of 503 244411AIRPORT ROAD12347568910111213141920212225242318UNDERGROUNDSTORAGE TANKSFUELPUMPSOILSTORAGESHEDABOVEGROUNDSTORAGE TANKASPHALTPARKING LOTAPPROXIMATESEPTICBED LOCATIONWELL151617APPROXIMATELOCATION OFHISTORICAL UNDERGROUNDSTORAGE TANKSASPHALTASPHALTDRIVEWAYCHAAHANGARS(19 & 23)PRIVATEHANGARS(20-22,24, 25)PRIVATEHANGARS(1-17)TERMINALBUILDINGLEGENDSITE BOUNDARY020406080100 mScaleDrawing No.3PHASE ONE ESA SITE PLANTILLSONBURGONTARIO244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:AS SHOWNG2S20964MARCH 2021CDB/MKTILLSONBURG.dwgNPage 382 of 503 AIRPORT ROADDrawing No.41954 AERIAL PHOTOGRAPHNONTARIOTILLSONBURG244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgAPPROXIMATELOCATION OFSITEPage 383 of 503 APPROXIMATELOCATION OFSITEDrawing No.5NONTARIOTILLSONBURG2006 AERIAL PHOTOGRAPH244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 384 of 503 APPROXIMATELOCATION OFSITEDrawing No.6NONTARIOTILLSONBURG2013 AERIAL PHOTOGRAPH244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 385 of 503 APPROXIMATELOCATION OFSITEDrawing No.7NONTARIOTILLSONBURG2018 AERIAL PHOTOGRAPH244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 386 of 503 SITE AIRPORT ROADDrawing No.8NONTARIOTILLSONBURG1935 TOPOGRAPHIC MAP244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 387 of 503 SITE AIRPORT ROADDrawing No.9ANONTARIOTILLSONBURG1970 TOPOGRAPHIC MAP244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 388 of 503 SITEAIRPORT ROADDrawing No.9BNONTARIOTILLSONBURG1970 TOPOGRAPHIC MAP244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 389 of 503 SITE AIRPORT ROADDrawing No.10NONTARIOTILLSONBURGONTARIO BASE MAP244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:N.T.S.G2S20964MARCH 2021CDB/MKAIRPORT.dwgPage 390 of 503 244411244422244416244442AIRPORT ROAD12347568910111213141920212225242318POTENTIALLY CONTAMINATING ACTIVITIES#27GARAGES AND MAINTENANCE AND REPAIR OF RAILCARS, MARINE VEHICLES AND AVIATION VEHICLES#28GASOLINE & ASSOCIATED PRODUCTS STORAGE IN FIXED TANKSOTHER CHEMICAL WASTE DUMPING400 mLEGENDSITE BOUNDARYPOTENTIALLY CONTAMINATING ACTIVITY (ASDEFINED IN O.REG.153/04)080160240320Scale#10#28#28#27#28OTHER151617VEGETATION ANDREMNANTS OFRESIDENTIAL HOUSE(COBBLE FOUNDATION)Drawing No.11ONTARIOTILLSONBURGPOTENTIALLY CONTAMINATING ACTIVITIES244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:AS SHOWNG2S20964APRIL 2021CDB/MKAIRPORT.dwgNPage 391 of 503 244411244422244416244442AIRPORT ROAD12347568910111213141920212225242318LEGENDSITE BOUNDARY (PHASE ONE ESA PROPERTY)020406080100 mScale151617AREAS OF POTENTIAL ENVIRONMENTAL CONCERN IDENTIFIED ON SITE DUETO ON-SITE AND OFF-SITE PCAsAPEC 1: CURRENT AND HISTORICAL NEW AND USED OIL STORAGEPRACTICES AND AVIATION VEHCILE MAINTENANCE AT BUILDING 23,ALONG THE EAST SITE BOUDARY.APEC 2: PREVIOUS AVIATION FUEL USTS LOCATED NORTHEAST OFBUILDING 18, AND CURRENT USTS LOCATED NORTHWEST OF BUILDING18.APEC 3: CURRENT PRESENCE OF ONE DIESEL FUEL AST LOCATED WESTADJACENT TO THE ASPHALT PARKING LOT SOUTH OF BUILDING 18.APEC 4: REPORTED HISTORICAL CHEMICAL DUMPING OF EMPTYDRUMS/RESIDUE OF DDT IN THE FORESTED AREA NORTHWEST OF THESITE.NOTE:Potentially Contaminating Activity (PCA) means a use or activity set out in Column A of Table 2 ofSchedule D that is occurring or has occurred in a phase one study area; andAreas of Potential Environmental Concern (APEC) means the area on, in or under a phase oneproperty where one or more contaminants are potentially present, as determined through thephase one environmental site assessment, including through,(a) identification of past or present uses on, in or under the phase one property, and(b) identification of potentially contaminating activity;Drawing No.12ONTARIOTILLSONBURGAREAS OF POTENTIAL ENVIRONMENTAL CONCERN244411 AIRPORT ROADScale:Project No.:Date:Drawn by:File name:AS SHOWNG2S20964MARCH 2021CDB/MKAIRPORT.dwgNPage 392 of 503 Appendix B: Property Ownership Page 393 of 503 Page 394 of 503 Page 395 of 503 Page 396 of 503 Appendix C: Environmental Source Information Page 397 of 503 Page 398 of 503 Page 399 of 503 Page 400 of 503 Page 401 of 503 Page 402 of 503 Page 403 of 503 Appendix D: Well Records Page 404 of 503 Page 405 of 503 Appendix E: Phase One ESA Questionnaire Page 406 of 503 1 PHASE ONE ESA QUESTIONNAIRE Site Address: Project #: Owner: Occupant: Interviewee: Relation to Site: Property and Building Description and Size: 1. Has the property or an adjacent property(s) currently or previously been used for an industrial or commercial use? If yes, please specify activities and time frames. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 2. Are there or have there been in the past, any damaged or discarded automotive or industrial batteries, pesticides, paints, or other chemicals in the aggregate, stored on or used at the property or on any of the adjacent properties? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 3. Are there currently, or have there been in the past, any industrial containers of chemicals located on the property or on any of the adjacent properties? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 244411 Airport Road, Tillsonburg, ON G2S20964 Tillsonburg Regional Airport Daniel Locke Client Representative Commercial use by the Tillsonburg Airport, Canadian Harvard Aircraft Association, private commercial uses, aircraft maintenance, and general storage. It was noted that discarded drums of DDT were disposed of northeast of the Site, in the forested area of the airport property. The drums were empty, however containedresidue of DDT. Minor storage of paints, adhesives, oils, and cleaners stored within the privateand commercial hangars on Site. Page 407 of 503 Phase One ESA Questionnaire 2 4.Are you aware or do you have any prior knowledge that fill material has been brought onto the property that originated from an unknown origin or contaminated site? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 5.Has the property or any of the adjacent properties been used for the any of the following industries/activities/storage/related activities, either currently or historically (please mark where applicable): AREA OF CONCERN YES NO COMMENT Chemicals Electrical Equipment Metal Smelting and/or Processing Mining Milling Petroleum and Natural Gas Drilling/Production/Processing/Retailing and/or Distribution (Including Gasoline Station) Transportation Junkyard, waste disposal/landfill/waste treatment and/or Processing, Recycling Wood, Pulp and Paper Products Appliance Equipment and/or Engine Repair/Reconditioning/Salvage Ash Deposit from boilers and/or other Thermal Facilities Asphalt Tar Manufacturing Coal Gasification Medical/Chemical/Radiological and/or Biological Labs Rifle and/or Pistol Firing Ranges Road Salt Storage Facilities Dry Cleaning Facilities Commercial Printing Facilities and/or Photo Developing Laboratory Site which have been or are likely to have been contaminated by substances migrating from other properties. Aircraft transportation Minor aircraft engine repairs Page 408 of 503 Phase One ESA Questionnaire 3 6. Are there currently, or have there been in the past, any pits, ponds, or lagoons located on the property in connection with waste treatment or waste disposal? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 7. Is there currently any, or has there been in the past, stained soil on the property? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 8. Are there currently, or have there been in the past, any registered or unregistered storage tanks (above or underground) located on the property? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 9. Are there currently, or have there been in the past, any vent pipes, fill pipes, or access ways indicating a fill pipe protruding from the ground on the property or adjacent to any structure located on the property? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: - Two current 75,000L USTs - one containing Jet 1-A fuel and the othercontaining Avgas 100LL- two previous USTs - one containing Avgas 80/87 Octane and the other containing100/130 Octane- One 1,350-L AST containing diesel fuel for lawn maintenance Page 409 of 503 Phase One ESA Questionnaire 4 10. Is there currently, or have there been in the past, evidence of leaks, spills or staining by substances other than water, or foul odours, associated with any flooring, drains, walls, ceilings, or exposed grounds on the property? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 11. If the property is served by a private well or non-public water system, is there evidence or do you have prior knowledge that contaminants have been identified in the well or system that exceed guidelines applicable to the water system? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 12. If the property served by a private well or non-public water system, have there been in the past, any well designated as contaminated by any government environmental/health agency? If yes, please specify location. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 13. Are you aware of any environmental liens or governmental notification relating to past or recurrent violations of environmental laws with respect to the property or any facility located on the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: Page 410 of 503 Phase One ESA Questionnaire 5 14. Are you aware of current or past existence of hazardous substances or petroleum products with respect to the property or any facility located on the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 15. Are you aware of any current or past existence of environmental violations with respect to the property or any facility located on the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 16. Are you aware of any environmental site assessment of the property or facility that indicated the presence of hazardous substances or petroleum products on, or contamination of, the property or recommended further assessment of the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 17. Are you aware of any past, threatened, or pending lawsuits or administrative proceedings concerning a release or threatened release of any hazardous substance or petroleum products involving the property by any owner or occupant of the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: Page 411 of 503 Phase One ESA Questionnaire 6 18. Does the property discharge wastewater (not including sanitary waste or storm water) onto or adjacent to the property and/or into a storm water system? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 19. Are you aware of any hazardous substances or petroleum products, unidentified waste materials, tires, automotive or industrial batteries, or any other waste materials that have been dumped above grade, buried and/or burned on the property? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 20. Is there, or has there been in the past, a transformer, capacitor, or any hydraulic equipment for which there are any records indicating the presence of PCBs? If yes, please specify. Interviewee Observed During Site Visit Yes No Unknown Yes No NOTES: 21. Are there currently any site operating records available for the property? (please provide documents if obtainable): SITE OPERATING RECORD YES NO N/A Regulatory Permits and Records Material Safety Data Sheets Underground Utility Drawings Chemical Inventory and Storage Storage Tanks Environmental Monitoring Data Waste Management Records Process, Production and Maintenance Documents Spills and Discharges Emergency Response and Contingency Plans Environmental Audit Reports Facility Site Plans Page 412 of 503 Phase One ESA Questionnaire 7 Date: ---------------------------------- Signature of Assessor:---------------------------------- Name of Assessor:---------------------------------- Signature of Interviewee:---------------------------------- Name of Interviewee:---------------------------------- February 23, 2021 Mr. Daniel Locke Mr. Daniel Locke Cassia Dal Bello Page 413 of 503 Appendix F: Site Photos Page 414 of 503 G2S20964 Appendix F – Site Photographs May 2021 244411 Airport Road, Tillsonburg, Ontario Appendix F, Page 1 of 5 Picture and Description Photo #1: Vacant land occupying the triangular parcel of the Site. Photo #2: Building 18, the terminal building. Photo #3: First storey of Building 18. Photo #4: Basement of Building 18. Photo #5: South exterior of Building 18. Photo #6: Parking lot adjacent to Building 18. Page 415 of 503 G2S20964 Appendix F – Site Photographs May 2021 244411 Airport Road, Tillsonburg, Ontario Appendix F, Page 2 of 5 Picture and Description Photo #7: Privately owned hangar buildings, 1 through 17. Photo #8: Diesel fuel AST located west of the parking lot near Building 15. Photo #9: Underground Storage Tank (UST) pumps located northwest of Building 18. Photo #10: UST access, located northwest of Building 18. Photo #11: Buildings 19 through 25. Photo #12: Buildings 24 and 25. Page 416 of 503 G2S20964 Appendix F – Site Photographs May 2021 244411 Airport Road, Tillsonburg, Ontario Appendix F, Page 3 of 5 Picture and Description Photo #13: Exterior of Building 21. Photo #14: Interior of Building 21. Photo #15: Paint booth in Building 21. Photo #16: Exterior of Building 19. Photo #17: Interior of Building 19 – restoration area. Photo #18: Interior of Building 19 – restoration area. Page 417 of 503 G2S20964 Appendix F – Site Photographs May 2021 244411 Airport Road, Tillsonburg, Ontario Appendix F, Page 4 of 5 Picture and Description Photo #19: Interior of Building 19 – aircraft storage area. Photo #20: Interior of portable adjacent to Building 19. Photo #21: Exterior of Building 23. Photo #22: Interior of Building 23. Photo #23: Used oil storage in Building 23. Photo #24: Paint storage in Building 23. Page 418 of 503 G2S20964 Appendix F – Site Photographs May 2021 244411 Airport Road, Tillsonburg, Ontario Appendix F, Page 5 of 5 Picture and Description Photo #25: New oil storage in shed adjacent to Building 23. Photo #26: New oil storage in shed adjacent to Building 23. Photo #27: Discarded drums adjacent to Building 23. Photo #28: Location of former USTs Page 419 of 503 Page 1 of 5 Subject: Tillsonburg Regional Airport Hydro Load Capacity Assessment Report Number: OPS 20-20 Author: Dan Locke, C.E.T., Manager of Public Works Meeting Type: Council Meeting Meeting Date: Monday, April 27, 2020 RECOMMENDATION THAT Council receives Report OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment; AND THAT the results of the Airport Hydro Load Capacity Assessment inform the Airport Master Plan as it relates to current and future growth capacity of hydro infrastructure at the Airport. BACKGROUND Previous staff correspondence with Hydro One indicated that the Tillsonburg Regional Airport had exceeded the amount of transformation permitted on a site for a single- phase feeder (167 kVa) and that any additional transformation would require the installation of primary metering or the installation of three-phase power from Highway 19 all at the Town’s expense. At its meeting on May 27th 2019 Council amended the 2019 Operations Business Plan to include the investigation of hydro capacity at the Tillsonburg Regional Airport. Staff subsequently retained a Consultant to perform a load capacity assessment and to enter into discussions with Hydro One, advocating on the Town’s behalf, to better inform Hydro One of what the actual request for additional services means in terms of actual hydro loading. DISCUSSION Using industry terminology the Consultant was able to convey the results of the load capacity assessment and assisted Hydro One to better understand the actual demand for hydro at the Airport. As a result of these discussions it was determined that additional hydro services is available through the existing hydro infrastructure. The hydro load capacity assessment for the General Aviation area was completed as an initial priority to help keep the development of new general aviation hangars moving Page 420 of 503 OPS 20-20 Page 2 of 5 forward. The hydro load capacity assessment for the Commercial Aviation area was completed in late 2019. The results of the hydro load capacity assessment and potential additional services are summarized in Table 1. Table 1: Existing and Available Hydro Services Transformer Designation Existing Services Potential Available Services General Aviation Area TX-3 7 7 TX-4 2 12 Total Potential Services Available 19 Commercial Aviation Area TX-1 3 11 TX-2 3 11 Total Potential Services Available 22 Depending on actual hydro demand there is the potential to provide an additional 19 hydro services within the General Aviation area before the existing hydro transformers would be at capacity. Similarly, depending on actual hydro demand there is the potential to provide an additional 22 hydro services within the Commercial Aviation area before the existing hydro transformers that service this area would be at capacity. Should additional hydro capacity at the Airport be required there are three (3) scenarios to consider: Scenario 1 – Primary Metering with Existing Infrastructure Under this Scenario a primary metering unit would be installed at the Airport entrance and the existing hydro infrastructure within the Airport property would become the Town’s responsibility to maintain. The cost of the primary metering unit and the equivalent remaining service life cost of the existing hydro infrastructure within the Airport property would be invoiced to the Town by Hydro One estimated at approximately $95,000. This scenario provides the Town the ability to add additional transformation (i.e. additional hangar hydro services), but is limited to the same 167 kVa capacity that currently exists. With this scenario the Town would also become a hydro distributor meaning that the Town would receive one bill from Hydro One and would need to subsequently meter the hydro at each hangar and bill the individual hangar owners. With the operational issues associated with becoming a hydro distributor (i.e. ESA and OEB regulations, loading calculations, installation of additional protective equipment and associated equipment maintenance) combined with the long-term Page 421 of 503 OPS 20-20 Page 3 of 5 financial impacts of maintaining aging hydro infrastructure, Scenario 1 is not recommended as a means to increase the hydro capacity at the Airport. Scenario 2 – Primary Metering with Three Phase on Airport Lands from Hwy 19 Under this Scenario three phase power would be installed along Airport Lands from Highway 19 including new transformers that would be tied into the existing hydro infrastructure at the Airport. This scenario would provide 501 kVa from the existing 167 kVa providing enough additional capacity to reach the maximum potential hydro growth of the Airport. A high level cost is estimated between $375,000 and $450,000. Similar to Scenario 1 the Town would become a hydro distributor receiving one bill from Hydro One and would need to sub-meter and bill individual hangar owners. The same operational issues of the Town becoming a hydro distributer as described in Scenario 1 would apply and thus Scenario 2 is not recommended as a means to increase the hydro capacity at the Airport. Scenario 3 – Three Phase along Airport Road from Hwy 19 Under this scenario three phase power would be installed along Airport Road from Highway 19 and brought into the Airport property by Hydro One, including new transformers. This scenario would also provide 501 kVa from the existing 167 kVa providing enough additional capacity to reach the maximum potential hydro growth of the Airport. A high level cost is estimated between $600,000 and $775,000. Unlike the previous scenarios the Town would not become the owner or distributor of hydro or be responsible for ongoing maintenance costs associated with owning the equipment. Despite the high initial upfront cost Scenario 3 provides the best long- term alternative to increase hydro capacity at the Airport. In summary the combined potentially available hydro services between the General Aviation area and Commercial Aviation area totals 41 additional hydro services without the need to upgrade the existing hydro infrastructure at the Airport. This current available hydro servicing should satisfy additional development at the Airport in the near to medium term, however any long-term strategy or planning document should take into consideration the hydro servicing scenarios presented in this Report. CONSULTATION On behalf of staff, ERTH Corp. conducted a presentation to the Tillsonburg Airport Advisory Committee in 2019 explaining the existing and potential Hydro Servicing expansion options. FINANCIAL IMPACT/FUNDING SOURCE Given the current additional hangar hydro servicing capacity there are no direct financial impacts at this time. The cost of providing hydro servicing to a hangar is the Page 422 of 503 OPS 20-20 Page 4 of 5 responsibility of the Tenant. It should be noted that some recent hangar developments have implemented solar power as means to provide hydro servicing to their hangar. This practice will also help extend the availability of current hydro servicing capacity. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 423 of 503 OPS 20-20 Page 5 of 5 Report Approval Details Document Title: OPS 20-20 Tillsonburg Regional Airport Hydro Load Capacity Assessment.docx Attachments: Final Approval Date: Apr 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - Apr 16, 2020 - 3:41 PM Kyle Pratt - Apr 20, 2020 - 3:14 PM Michelle Smibert - Apr 20, 2020 - 5:02 PM Page 424 of 503 Page 1 of 3 Subject: Canada Community Revitalization Fund – Grant Application Report Number: RCP 21-18 Department: Recreation, Culture and Parks Submitted by: Christopher Baird, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Report RCP 21-18, Canada Community Revitalization Fund – Grant Application, be received as information; AND THAT Council supports the proposed application for the reconstruction of the Lake Lisgar Water Park Building, as outlined within this report. BACKGROUND The Canada Community Revitalization Fund (CCRF) aims to help communities, towns and cities across Canada to build and improve community infrastructure projects so they can rebound from the effects of the COVID-19 pandemic, assist with community vitality, support social and economic cohesion and help reanimate communities. Regional development agencies across Canada are delivering $500 million over two years (2021-2022 to 2022-2023) for community infrastructure projects, with FedDev Ontario delivering $144.7 million in southern Ontario. CCRF contributions will be determined based on the minimum amount required to carry out a pro ject and may represent up to 75 percent of total eligible costs. Recipients could receive up to $750,000 per project across provinces.The Fund supports not-for-profit organizations, municipalities and other community groups, as well as Indigenous communiti es to:- Build new community infrastructure and revitalize existing assets- Bring people back to public spaces safely as health measures ease- Create jobs and stimulate local economies The deadline for applications is 11:59 pm, Friday, July 23, 2021. Page 425 of 503 RCP 21-18 Page 2 of 3 DISCUSSION In anticipation of this quick funding announcement, Staff have identified the most suitable candidate for the application that will meet as many of the stated objectives as possible. The project would include the full replacement of the Lake Lisgar Water Park Building with a new modernized facility that will include barrier free and family change rooms and the use of state-of-the-art energy efficient systems throughout. This would include new mechanical, electrical and chemical systems to ensure sustainability of the asset for decades to come. The estimated cost of the project is $1 million , and if successfully funded would commence construction following the close of the water park’s 2022 season.With the firm deadline of July 23, 2021, there has only been a 10-day timeframe in which to submit application; staff have submitted application to ensure eligibility. Ideally Council is fully supportive of this proposal, however if there is limited support at the August 9, 2021 Council Meeting, direction could be given to withdraw the application. CONSULTATION This report has been reviewed by the CAO, Director of Corporate Services and the Director of Finance. It has been fully endorsed by SLT at the July 21, 2021 meeting. FINANCIAL IMPACT/FUNDING SOURCE The Town’s application includes a project valued at $1 million. If successful, 75% could come in the form of a FedDev Ontario grant ($750,000). If the Town is approved for funding, our municipal share will be $250,000. RCP staff have re -prioritized their draft 2022 Capital Budget to earmark these funds if successful. Subsequent reports to Council will assist in refining the final funding model as follows: Project Value $1,000,000.00 Municipal Contribution 25% $250,000.00 FedDev Ontario Grant Request 75% $750,000.00 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities Page 426 of 503 RCP 21-18 Page 3 of 3 ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 427 of 503 Page 1 of 3 Subject: Tillsonburg Aquatic Centre Rehabilitation Update Report Number: RCP 21-19 Department: Recreation, Culture and Parks Submitted by: Christopher Baird, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Report RCP 21-19, Tillsonburg Aquatic Centre Rehabilitation Update, be received as information. BACKGROUND As Council is aware, as well as our broader community, Tillsonburg was successful in securing award of a $3,666,135.22 grant from both the Province of Ontario and the Federal Government under the Investing in Canada Infrastructure Program (ICIP). When combined with our municipal contribution of $1,333,367.33, our project value is in the magnitude of just shy of $5 million. DISCUSSION It is anticipated that this project will take approximately 24 months for full completion, with an official planned completion for the summer of 2023. Time is of the essence to ensure that all key timeframes are achieved. Council authorized staff to enter into an Agreement with a+LiNK Inc. (London, ON) to act as our prime designer, preparer of comprehensive construction documents, tender and project administrator. Attention to design, project scope, costs and time of completion will be paramount in making our project a success. Staff report that the Agreement has been executed and work on the project is well underway. A team of key Tillsonburg staff have been assembled to represent the Town’s interests and to work along closely with the a+LiNK team. Page 428 of 503 RCP 21-19 Page 2 of 3 With projects of this size, it will be critical to meet regularly and ensure that all project milestones are achieved and further ensure that we stay within the approved budget. Council can be assured that regular project updates will be provided at appropriate intervals. This will include key timeframes, review of options and selection of preferred final designs. It is envisioned that formal contract tender documents and specifications will be developed into the fall with calls for bids by year-end. Construction will mobilize in the spring as to ensure that the existing pool facility can continue to serve the community as long as possible before full closure and reconstruction in 2022. CONSULTATION This report has been reviewed by the CAO, Director of Corporate Services and the Director of Finance. FINANCIAL IMPACT/FUNDING SOURCE Funding for the project is approved as follows: Federal Approval Date (MM/DD/YY) 3/18/2021 Federal Contribution $1,999,801.02 Provincial Contribution $1,666,334.20 Municipal Contribution as approved $1,333.367.33 Total Funding Provided $4,999,502.55 COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☐ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy Page 429 of 503 RCP 21-19 Page 3 of 3 3. 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 4. 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 ATTACHMENTS None. Page 430 of 503 Page 1 of 3 Subject: Tillsonburg Community Gardens Expansion Report Number: RCP 21-20 Department: Recreation, Culture and Parks Submitted by: Dave Drobitch, Manager of Parks and Facilities Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT Report RCP 21-20 Tillsonburg Community Gardens Expansion be received as information; AND THAT Council endorse the Gardens Group’s proposal to expand the Community Gardens as proposed; AND THAT Council direct staff to consult with the Gardens Group and the Long Point Region Conservation Authority (LPRCA) to further the expansion proposal a nd LPRCA Permit Application process. BACKGROUND The Tillsonburg Community Gardens (TCG) was established in 2012 on Town property located on Bloomer Street. The initiative was undertaken in cooperation between the Town and the Tillsonburg & District Multi-Service Centre (TDMSC), and supported by the Tillsonburg Resource Network (TRN). There is an Agreement in place under Report CL 18-28 that extends said Agreement through December 31, 2023 DISCUSSION The Tillsonburg Community Gardens is experiencing high demand for garden plots. Endorsement of this proposal will further increase opportunities for residents to become involved in community gardening, learn about sustainable living, be active , and be involved in the community. Page 431 of 503 RCP 21-20 Page 2 of 3 This proposal will expand a portion of the existing community gardens footprint from a grassed parking area into active garden plots. In practice, this volume of parking is not needed because people come to the gardens at varying times . CONSULTATION A site meeting with a Long Point Region Conservation Authority representative looked upon the proposal favorably and recommended that an LPRCA “Permit Application – Schedule A” be submitted. This Application requires the endorsement of the landowner. FINANCIAL IMPACT/FUNDING SOURCE There is no financial impact to the Town. Project expenditures are being managed by the Community Gardens Group through utilization of onsite material and donations of time and material by local service club(s) and builders. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☐ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. Culture and Community ☐ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all in terests ☒ Improve mobility and promote environmentally sustainable living Page 432 of 503 RCP 21-20 Page 3 of 3 ATTACHMENTS Appendix A – LPRCA Permit Application – Schedule A (redacted for personal privacy reasons) Appendix B – Map showing the location of the Tillsonburg Community Gardens Page 433 of 503 Page 434 of 503 Page 435 of 503 July 23, 2021 Location of Tillsonburg Community Garden This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2050 Notes NAD_1983_UTM_Zone_17N 102 Meters Page 436 of 503 Page 1 of 3 Subject: Elliott Fairbairn Roof Replacement – Award of Tender Report Number: RCP 21-22 Department: Recreation, Culture and Parks Author: Christopher Baird, Director of Recreation, Culture & Parks Meeting Type: Council Meeting Meeting Date: Monday, August 9, 2021 RECOMMENDATION THAT report RCP 21-22 – Elliott Fairbairn Roof Replacement – Award of Tender be received as information; AND THAT Council award the lowest bid to Grand Valley Roofing & Coatings Inc., Cambridge, Ontario for $179,271.00, excluding applicable taxes; AND THAT the project expenditure be funded through debenture as proposed in this report. BACKGROUND The purpose of this report is to present Council with the results of the Elliott Fairbairn Centre Roof Replacement - Request for Tender (RFT) and to recommend award of contract to Grand Valley Roofing & Coatings Inc., Cambridge, Ontario, the amount of $179,271.00, excluding applicable tax. DISCUSSION In accordance with the Town Purchasing Policy, an RFT was issued for the roof replacement of the Elliott Fairbairn Centre (EFC). Nine (9) qualifying bids were submitted within the prescribed timeframe. An Evaluation Team was assembled to review each submission in detail with our roofing consultant. A summary of all qualifying bids is as follows: 1 Grand Valley $179,271.00 2 Semple Gooder $215,790.00 Page 437 of 503 RCP 21-22 Page 2 of 3 3 Nedlaw $211,300.18 4 HN Roofing $225,179.00 5 T. Hamilton $241,180.00 6 Maxim $239,366.00 7 Applewood $244,168.00 8 Flynn Canada $250,040.00 9 Atlas-Apex $263,283.00 CONSULTATION This report has been prepared in consultation with staff in the Recreation, Culture & Parks Department and Finance. FINANCIAL IMPACT/FUNDING SOURCE As outlined in the June 14, 2021 report to Council RCP 21-14, EFC roof repair work was planned for 2022 with anticipated funding through the Facility Infrastructure Reserve. Upon discovery of the extent of the roof deterioration and immediate requirement for replacement, staff originally estimated the unbudgeted project costs amounting to $210,000. The lowest bid received totals $179,271 excluding applicable taxes. The Facility Infrastructure Reserve has a current uncommitted balance of $124,381 which includes a portion of earmarked funds for EFC repairs ($29,876). Funding the project from this reserve will deplete the balance while still requiring additional funding . Staff is recommending the roof replacement be debentured as part of the Town’s subsequent application through Infrastructure Ontario. Debt financing the capital asset aligns the useful life of the acquisition with the repayment period. The principal and interest obligation will be included in subsequent years’ operating budgets. The current lease with the OPP is in effect until January 16, 2024 with the potential for extension to 2029. Incorporating a fee increase upon term extension will be explored and proposed offsetting the incremental cost pertaining to this capital repair. COMMUNITY STRATEGIC PLAN (CSP) LINKAGE 1. Excellence in Local Government ☐ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government ☒ Demonstrate accountability 2. Economic Sustainability ☐ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core Page 438 of 503 RCP 21-22 Page 3 of 3 ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. 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 4. 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 ATTACHMENTS None. Page 439 of 503 The Corporation of the Town of Tillsonburg Culture, Heritage and Special Awards Committee Meeting June 9, 2021 Electronic Meeting MINUTES Present: Collette Takacs, Carrie Lewis, Rosemary Dean (joined at 4:28 p.m.), Councillor Penny Esseltine Absent with Regrets: Tabitha Verbuyst, Terry Fleming Staff: Laura Pickersgill, Executive Assistant; Patricia Phelps, Curator/Manager of Culture & Heritage; Lisa Jibson, Acting Executive Assistant 1. Call to Order The meeti ng was called to order at 4:08 p.m. 2. Re-Introduction of Executive Assistant – Lisa Jibson 3. Adoption of Agenda Resolution #1 Moved by: Penny Esseltine Seconded by: Carrie Lewis THAT the Agenda as prepared for the Culture, Heritage and Special Awards Advisory Committee meeting of June 9, 2021, be adopted. Carried 4. Minutes from the Previous Meeting Resolution #2 Moved by: Carrie Lewis Seconded by: Penny Esseltine THAT the Minutes as prepared for the Culture, Heritage and Special Awards Advisory Committee meeting of May 5, 2021, be adopted . Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof Page 440 of 503 There were no disclosures of pecuniary interest declared. 6. Presentations 7. General Business & Reports 7.1 Tillsonburg 150 Subcommittee Nominations At the Council Meeting on June 14th, a report is going to council to seek Council’s approval for establishing the Tillsonburg 150 Subcommittee. If approved, staff will proceed with advertising the vacancies for the Committee. The report includes a recommendation to have three members of the existing Culture, Heritage and Special Awards Committee to form part of the membership on the Tillsonburg 150 Subcommittee. Resolution #3 THAT the Tillsonburg 150 Planning Subcommittee be composed of the following existing Culture, Heritage and Special Awards Committee Members: Collette Takacs, Carrie Lewis and Rosemary Dean Moved: Carrie Lewis Seconded: Penny Esseltine Carried 7.2 Citizen of the Year- 2021 Staff noted that the advertisement for nominations has gone out with a deadline of July 9th. The advertisement is available in the Community Update section of the newspaper, the Town website and the Town’s social media page. Hard copies will be available at Town facilities. 7.3 Municipal Register of Heritage Designated Properties It was noted that heritage designation for Rolph Street School is up for potential repeal at the June 14th Council meeting. It was suggested that a registry be established consisting of properties of historical significance in the Town. Properties included on this type of registry do not require a heritage designation by - law to be passed. It was suggested that properties included on this registry could still be affected by higher insurance rates but likely not as much effect as if the property holds a heritage designation on it. This will remain as a standing item on the agenda and ongoing project for the Committee. Resolution #4 Page 441 of 503 Moved by: Carrie Lewis Seconded by: Rosemary Dean THAT the Culture, Heritage and Special Awards Committee pursue a direction that adds Listed (or non-designated) Properties to the Town of Tillsonburg Municipal Register of Heritage Properties as a means to identify properties that have cultural heritage value or interest to the community in addition to those that are currently designated. Carried 7.4 Volunteer of the Month (Spring) – Jennifer Farkas Jennifer has been made aware she was chosen and will be attending the June 14 th, council meeting virtually. Staff Action – promote the advertising for volunteer recognition program in newspaper, social media etc. Nominations for Volunteer of the Quarter – quarterly nominations are currently open. The public can go online and get the application. 8. Round Table Patty noted that the museum will not open until August 3 but there will be online activities held during June and July. The Museum has created “Canada Day in a Bag”. These bags will be available for parking lot pick up two days before Canada Day. 9. Adjournment Resolution #5 Moved by: Penny Esseltine Seconded by: Carrie Lewis THAT the June 9, 2021 Culture, Heritage and Special Awards Committee meeting be adjourned at 4:43 p.m. Carried 10. Next Meeting July 7, 2021 Page 442 of 503 The Corporation of the Town of Tillsonburg Culture, Heritage and Special Awards Committee Meeting July 7, 2021 Electronic 4:00 p.m. MINUTES Present: Collette Takacs, Rosemary Dean (joined at 4:28 p.m.), Councillor Penny Esseltine Absent with Regrets: Tabitha Verbuyst, Terry Fleming, Carrie Lewis, Mayor Stephen Molnar Staff: Patricia Phelps, Curator/Manager of Culture & Heritage; Lisa Jibson, Acting Executive Assistant 1.Call to Order The meeting was called to order at 4:08 p.m. There is no Quorum for this meeting so for information only. 2.Adoption of Agenda 3.Minutes from the Previous Meeting 4.Disclosures of Pecuniary Interest and the General Nature Thereof 5.Presentations 6. General Business & Reports 6.1 Tillsonburg 150 Subcommittee Nominations The deadline to receive submissions has been extended to July 27th at noon. 6.2 Citizen of the Year- 2021 The advertisement for Citizen of the Year is out on-line with a deadline of July 9th. It has been posted in the paper under the Thursday community update as well as posted on Social Media and spinning banner on Town website. To date no applications have been received. Staff will distribute suggestions and nominations received to committee members and then vote at the August meeting. If they don’t get enough nominations, then deadline could be extended. 6.3. Culture, Heritage and Special Awards Committee Applications Page 443 of 503 Lisa reported to date they have received 2 applications for the Culture, Heritage and Special Awards Committee. These applications will be sent to council for review and put on the August 9th council meeting agenda for approval. 6.4 Timing of meetings/attendance There was discussion regarding meeting attendance. Discussion was held about timing of meetings. Previously, Wednesday at 5:30 p.m. was chosen to accommodate people who are no longer on the committee. Some people work until 4:30 p.m., so a 4:00 p.m. start time doesn’t work for others. It was discussed to shift the meeting to a 4:30 p.m. start for now. 7.Roundtable Staff shared that under Phase 3 re-open Ontario, the Museum will re-open on July 21st with appointments and COVID screening. There is an adult camp and kid’s camp going on. There is an event called Coffee Break with the Curator. There are also some events happening on the lawn. 8.Next Meeting August 4, 2021 @ 4:30 p.m. 9.Adjournment Discussion concluded at 4:35 p.m. Page 444 of 503 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting June 8, 2021 7:30 a.m. Electronic Meeting MINUTES Present: Councillor Deb Gilvesy, Andrew Burns, Cedric Tomico, Kirby Heckford, Jesse Goossens, Mayor Stephen Molnar, Suzanne Renken, Jeff VanRybroeck, Collette Takacs, Steve Spanjers, Lisa Gilvesy, Randy Thornton Staff: Kyle Pratt, CAO; Laura Pickersgill, Executive Assistant; Lisa Jibson, Executive Assistant; Cephas Panschow, Development Commissioner Regrets: Lindsay Morgan-Jacko 1. Call to Order The meeting was called to order at 7:34 a.m. 2. Introduction of Executive Assistant, Lisa Jibson Lisa Jibson was introduced to the Committee and she will be filling the Executive Assistant role during Laura’s maternity leave. 3. Adoption of Agenda Resolution #1 Moved by: Jeff VanRybroeck Seconded by: Suzanne Renken THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of June 8, 2021, be adopted. Carried 4. Adoption of Previous Minutes Resolution #2 Moved by: Councillor Deb Gilvesy Seconded by: Andrew Burns THAT the Minutes as prepared for the Economic Development Advisory C ommittee meeting of May 11, 2021, be adopted. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 6. Presentations Page 445 of 503 7. General Business & Reports 6.1 Monthly Projects Update Cephas provided an overview of the monthly projects update. 6.2 VanNorman Innovation Park- Street Naming Cephas provided an overview of options for naming of the two streets in VanNorman Innovation Park. Opportunity was provided for members to provide feedback on naming options . Resolution #3 Moved by: Randy Thornton Seconded by: Councillor Deb Gilvesy THAT the Economic D evelopment Advisory Committee recommends to Council that the names “Innovation Way” (currently named Clearview Drive South) and “Progress Drive” (Future Street A) be the established road names for the two roads being developed inside of Van Norman Innovation Park. Carried 6.3 Economic Development Strategy Update - Streamlining & Next Steps Cephas will complete this update and send to the group in the coming days. This will be placed as item one on the next agenda. 6.4 Gas Station on Oxford Street (bridge by Tillson Ave)- Councillor Gilvesy There was a discussion held regarding difficulties experienced for this property to be sold from the current owner. Staff to review this issue with the Town Building Department and bring back options at a future meeting on potential courses of action to mitigate this issue. There may be funding available through FCM for property clean up resources. 6.5 Circulation: Application for Official Plan Amendment & Zone Change - File # OP 21-04-7 & ZN 21-04 (circulated May 27 by email) Staff are finalizing how the circulation process for these types of applications will operate. Opportunity was provided for members to give feedback and comments on this specific application. The following comments were received: • Concerns about already very limited affordable housing options in the Town and how restricting ground floor retail, even if in the downtown, could exacerbate this. • Consider exemption for new development as, presumably, it would have gone through an approval process • Supportive that this application allows for upper floor residential living in the downtown core Page 446 of 503 • Restricting ground floor residential from being permitted on Broadway (extending the current zone south to London St) is of primary importance, but less concerned about side streets • While this may be an extra step or red tape for members of the public, important to remember that even if rezoned, specific developments could seek exemptions to the restriction through a rezoning. • Although there may be pressures to convert existing commercial/retail space to residential, it is important protect downtown retail space to allow for future commercial and retail growth. There has been significant new businesses that have opened during the pandemic that have replaced some that have shut down and overall the BIA believes there has been net growth over the past year. Randy Thornton and Jeff VanRybroeck left the meeting at 8:51 a.m. 6.5 Tillsonburg Hydro Inc. No new updates. 6.6 Town Hall Task Force Staff will be reviewing quotes for an updated space needs study consultant and bringing them to Committee to follow through next steps. 6.7 Physician Recruitment & Retention Committee No new updates. 6.8 Community Strategic Plan The drafted Community Strategic Plan is on schedule to go to Council for final adoption at the end of June. Mayor Molnar left the meeting at 9:04 a.m. 8. Community Organization Updates 7.1 Downtown Business Improvement Association 7.1.1 Monthly Report Cedric provided some additional background information on the tax adjustment issue the BIA is currently experiencing. 7.2 Tillsonburg District Chamber of Commerce The Chamber, along with many business owners , participated in a very interactive discussion yesterday with the Minister of Small Business and Red Tape Reduction that allowed for local and direct comments and concerns to be brought forward. The rapid antigen kits have been ordered and will be distributed once received. Page 447 of 503 The Awards of Excellence voting process will begin soon. 7.3 Tillsonburg District Real Estate Board 7.3.1 Listings & Statistics There were no comments regarding this item. 9. Round Table There have been four land sales in Van Norman Innovation Park. 10. Next Meeting July 13, 2021 7:30 a.m. 11. Adjournment Resolution #4 Moved by: Cedric Tomico Seconded by: Suzanne Renken THAT the June 8, 2021 Economic Development Advisory Committee m eeting be adjourned at 9:19 a.m. Carried Page 448 of 503 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting July 13, 2021 7:30 a.m. Electronic Meeting MINUTES Present: Councillor Deb Gilvesy, Andrew Burns, Cedric Tomico, Kirby Heckford, Jesse Goossens, Mayor Stephen Molnar, Suzanne Renken, Jeff Van Rybroeck, Collette Takacs, Steve Spanjers, Lisa Gilvesy, Randy Thornton Staff: Kyle Pratt, CAO; Cephas Panschow, Development Commissioner Lisa Jibson, Executive Assistant (Acting) Regrets: Lindsay Morgan-Jacko 1. Call to Order The meeting was called to order by the Chair at 7:36 am. 2. Adoption of Agenda Proposed Resolution #1 Moved by: Steve Spanjers Seconded by: Deb Gilvesy THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of July 13, 2021, be adopted. CARRIED 3. Adoption of Previous Minutes Proposed Resolution #2 Moved by: Cedric Tomico Seconded by: Steve Spanjers THAT the Minutes as prepared for the Economic Development Advisory Committee meeting of June 9, 2021, be adopted. CARRIED 4. Disclosures of Pecuniary Interest and the General Nature Thereof Nothing 5. Presentations 6. General Business & Reports 6.1 Economic Development Strategy Update- Streamlining & Next Steps – see attachment Page 449 of 503 Cephas reviewed the strategy- • Digitizing Business and Government – 1.1.2 GOAL: Support local business to build online capacity – key to support Online shopping efforts; identify resources; website design; funding support; ecommerce training; on-line access to community • Community Marketing- 2.1.8 3 parts: Investment attraction; resident attraction, and community, cultural, and tourism Promote info tech, food process, innovation sectors Promote as a hub for SW Ontario – attract residents Providing access to high speed internet, co-working space Showcase tourism experiences • Workforce Initiatives- 1.1.9-2.1.9 Engage with local partners; increase supply of skilled and semiskilled workers, student training – Glendale HS training • Building Capacity- 1.1.7, 1.1.9,1.1.11, 3.1.6 Innovation Hub – support investment/manufacturing sector – build capacity in auto/machinery/fabricated metal Support sector by having space for companies to collaborate Impact of CUSMA Attainable Housing and Social Support – undertake needs study to identify short term and long term gaps Priority – rental Regional transit MDB recommendations – so many; Streamlined into 4 major categories; Helps make easier to understand and implement Discussion was held regarding digitizing some of these recommendations, and aligning with the Tillsonburg Strategic Plan. Cephas noted that the next step is to integrate these suggestions with the Strategic Plan. Concerns were raised regarding overreach from government into private enterprise. It’s the business owner’s responsibility to advance digital processes. The committee should be focused on how to attract industry to Tillsonburg. The residential side is growing greater than manufacturing side. Government should only act where needed. Others commented that perhaps some local businesses would welcome some assistance to develop on-line if offered. BIA has had some good results with members who need assistance to get online. Page 450 of 503 The BIA has retained Main Street Media to help build presence for companies with QR Codes, and strategies to see the value of going online. Discussion was held regarding promoting more industry back into our community like pre-pandemic efforts such as international marketing, business trips etc. However, these options can only continue based on pandemic restrictions. Cephas commented that they are launching a tracked campaign on LinkedIn using specific properties and campaigns to target. Discussion was held regarding the challenge of people finding jobs but can’t find housing. Concerns also about finding trade people like welders as Ontario we are running out of local people to run these businesses. It’s a real problem with employees. Need to look at employee options to support manufacturing like permanent migrant workers. Others commented that this is not selective to Tillsonburg. Other companies have on average 17-25 people who don’t show up to work daily. Question to Cephas regarding a huge parcel of available land whether it is possible to sever into smaller segments. Cephas responded that it’s not technically impossible, just have consideration like road frontage to deal with. Members of the committee recommended to Town staff that an industrial recruitment strategy, for both businesses and workers, should be developed and implemented Cephas noted that a number of initiatives are underway and are generating results. New initiatives, including videos, website testimonials, etc. to showcase that Tillsonburg is ready for business, are being developed. It will focus on what others are saying, and to sell the support, initiatives, workforce, etc. Discussion was held that instead of testimonials, the site selectors may benefit from factual information on water, hydro, transit, taxes etc. Discussion was held regarding other parcels of industrial land, and when the focus will shift to developing and pre-selling. If the process from beginning to end takes 10 years, we should be starting now. Decision was made that the marketing strategy will continue in alignment with the strategic plan. Comments were made to consider physician recruitment, housing, workforce etc. Focus on identifying the low hanging fruit, and be ready when government funding and opportunities present themselves. Some committee members commented that is room to consolidate from 4 pillars into 3. Suggested combining community marketing, investment, and workforce, as one under industry recruitment. Page 451 of 503 Discussion was held around creating a value statement to tie it all in at beginning of document, and a way to track achievement of these items to ensure we are achieving our goals. Various committee members suggested that the list is large for one committee and maybe sub-committees are required with time-lines and priorities. Comments were made that most of the goals in the current document align more with Small business, entrepreneur, downtown development vs. the industrial development recruitment. The Mayor reminded the group that this is an advisory committee and members are not expected to pull the weight of an economic development organization. This is not a full time job to manage, there are staff paid to do this. The CAO noted that the items had score and ranking. Cephas noted that the score was based on what the committee said was priority and then ranking. 9 or 10 members participated in survey. The CAO recommended to pick what is most valuable and place highlights or stickers, then use that to make recommendations to council, and see where the priorities overlap with community strategic plan. Some members expressed that the consultant sent out too much to review and it could be pared down. The Chair recommended that an email be sent to all members for a collaborative meeting to continue to form and polish these goals down even further. 6.2 Monthly Project Update - Cephas Cephas is pleased with progress to date on the final phase of servicing in the VIP, which should be completed to road base by end of month, then Tillsonburg Hydro go in. Zoning of South lands isn’t completed yet. Anticipate going to August 9th meeting of council for zoning. 2 of the 4 land sales are firm. North Ridge Realty looking to start construction in August. A question was asked about the status of the wayfinding signage project. Cephas responded that the original pricing came back way higher and have to go back and resend to tender before bringing back to council. An inquiry was made as to who is responsible for the population signs at the entrance to town. Cephas responded that he thought it was the MTO. 6.3 Circulation of Planning Applications - Cephas This entire committee would be added to planning committee so they would get applications in real time. Then they will be able to identify concerns or make resolutions Page 452 of 503 to council. Cephas shared that there is a 511 app that provides road construction notices. It falls on planner, CP and the BIA to allow committee to receive notices. Zoning item CC-CCS has been circulated, will it be circulated to committee? Comment were given that Oxford and Harvey is an important one. It will be a big boost to downtown core. It was asked if the proposal gets circulated, what is the process for committee to make comment to council? Individual comments should not weigh against it. The process of having a staff report prepared or resolution from advisory committee should be followed, committee members should not speak ad hoc. It was recommended that timelines on proposal limit notice period should be in place. A committee member inquired if there is the ability to make decisions or vote electronically through email. If not, this is something we need to implement quickly. Cephas noted he would have to check with the Clerk’s office to get a decision on this to see if this is valid, and accepted practice. There is a time factor of deadline vs. timeline for staff report to council. Proposed Resolution #3 Moved by: Deb Gilvesy Seconded by: THAT the Economic Development Advisory Committee supports the application for zone change VDK Investments Inc. ZN 7-21-08 Lots 1100-1102, Plant 500, 38 Oxford Street, Tillsonburg. Motion was not passed as a quorum was not present. It was suggested that this committee receive emails of who is in support after meeting to get electronic agreement of scenario. The CAO noted that committees and council speak by resolution. 6.3 Tillsonburg Hydro Inc. – The CAO gave an update on the management changes due to retirement in hydro. A contract with ERTH has been signed to cover management and operations interim. Graig Pettit is management and Josh Smith is operations. Recruitment is on going and we hope to have someone in place by September. 6.4 Town Hall Task Force – A space needs consultant, has been selected. Meeting today at 3:30 with FABRIK Architects. 6.5 Physician Recruitment & Retention Committee – August meeting has been postponed until September. Page 453 of 503 6.6 Community Strategic Plan – The CAO shared that council approved the strategic plan with minor changes to the draft. The Consultant is working with design and layout group, and they are meeting with management team on Wednesday to present the new Strategic Plan. 7. Community Organization Updates 7.1 Downtown Business Improvement Association 7.1.1. June 2021 Report – BIA spending is still on hold except for pandemic recovery options, like the patio project. So far the season is successful. The BIA noted that last night on Town Council resolution – page 2 of report, regarding that a certain percentage of mall properties will be undergoing rental cost reassessments. This will have a huge budget impact on the BIA. Resolution was passed by council to keep the budget at same amount. Town staff has been very supportive. The BIA wanted to give kudos to Garden Gate Nursery. Linda and Matt been great to deal with for large flower pots to decorate around town. They noted that commercial vacancy rates are record lows coming out of pandemic. New businesses coming up are Popeye’s, BarBurritto, and new used car dealership. There are only two vacant spaces in the mall. Aug 12-14 is scheduled for sidewalk sales. They are working on an online portal and interactive map called Mapme.com Various businesses in the BIA is hiring – https://www.downtowntillsonburg.com/blog/nowhiring Council waived the restriction on banner signs until May 30, 2022. 7.2 Tillsonburg District Chamber of Commerce – no report given 7.3 Tillsonburg District Real Estate Board 7.3.1 Listings & Statistics https://reports.itsorealestate.ca/MatrixReportOutput/ReportOutput/20376/Render edDisplays1541.PDF The TDREB representative, Lindsay Morgan-Jacko, has submitted a resignation notice to the Economic Development Advisory Committee as is not able to continue with her representation at this time. The chair expressed gratitude for her time on the committee and contributions. 8. Round Table Comments were made that the Town of Otterville has copied the downtown baskets from Tillsonburg and it’s a nice form of flattery. Western Canada Company Armtek is using local talent for 3D power. Page 454 of 503 9. Next Meeting August 10, 2021 7:30 a.m. 10. Adjournment Proposed Resolution #3 Moved by: Seconded by: THAT the July 13, 2021 Economic Development Advisory Committee meeting be adjourned at 9:20 a.m. without resolution. Page 455 of 503 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting August 5, 2021 8:30 a.m. Electronic Meeting MINUTES Present: Jesse Goossens, Councillor Deb Gilvesy, Mayor Stephen Molnar, Lisa Gilvesy, Cedric Tomico, Suzanne Renken, Steve Spanjers, Collette Takacs, Kirby Heckford Staff: Cephas Panschow, Development Commissioner; Lisa Jibson, Executive Assistant (recording) Regrets: Andrew Burns, Kyle Pratt, CAO , Randy Thornton, Jeff VanRybroeck 1.Call to Order The meeting was called to order at 8:31 a.m. 2.Adoption of Agenda Resolution #1 Moved by: Steve Spanjers Seconded by: Suzanne Renken THAT the Agenda as prepared for the Special Meeting of the Economic Development Advisory Committee meeting of August 5, 2021, be adopted. Carried 3.Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4.General Business & Reports 4.1 Application for Zone Change VDK Investments The purpose of this application is to rezone the subject property from ‘Central Commercial Zone (CC)’ to ‘Special Central Commercial Zone (CC-sp)’ to permit a drive through as part of an eating establishment. (A drive-through is not a permitted use within the CC zone). Site had a pre-existing drive through, but has been empty for a while. After 6 months, lose the right to have a drive though and must be re-zoned. Page 456 of 503 Suzanne noted that the Chamber did approve this re-zoning with comments. Traffic on Harvey is an issue. If comes in through Oxford Street, 1 lane becomes parking lane. Should consider turning one way. Chair noted that there is no access on Harvey according to modified site plan. Access point to right of drive through that is to be closed off. Discussion around Harvey Street traffic and exposure for local businesses. Mayor Molnar, reminded the committee this is a zone change application and the committee can offer comments on the site plan. Zone changed if approved will remain with the property, not the developer. Jesse commented that he and Cephas have been involved from an Ec. Dev standpoint for quite a while and wanted it on record that this is a national chain going into this site. This national chain is a large economic driver and needs to be considered and is a great advertisement for Tillsonburg considering this company is closing 50 stores across Canada. Picking a south end downtown location where Tillsonburg development is needed. This national chain has been trying to find a location in Tillsonburg for several years through private developers. Discussion was held regarding concerns that this may not be supported by council. Discussion was held regarding why the zoning needs to be modified. Staff confirmed that 6 months after not being used the zoning changes, and the zoning by-law had changed. Even though it was an existing drive-thru so it was grandfathered, but 6 months after not being used, the time limit expires on the zoning. Comments were made to relieve some congestion on Oxford Street, make an exit only though the municipal lot, this could also provide access for deliveries. Member commented that the parking lot is full on a regular basis, and now additional spots for staff will add to the stress. Recommendation that there should be a one-way exit towards existing dumpster onto Cat Alley. Resolution #2 Motion by: Lisa Gilvesy Seconded by: Steve Spanjers THAT the Economic Development Advisory Committee recommends that Council support Zoning application ZN 7-21-08 to rezone the subject property from ‘Central Commercial Zone (CC)’ to ‘Special Central Commercial Zone (CC-sp)’ to permit a drive through as part of an eating establishment, with consideration to reviewing access points to ensure smooth traffic flow. Page 457 of 503 4.2 Community Improvement Plan Applications (2) attachments 4.2.1 Application Community Improvement Plan – 61 Townline Road Motion by: Deb Gilvesy Seconded by: Suzanne Renken THAT the Economic Development Advisory Committee recommends that Council approve the Community Improvement Plan application for 61 Townline Road. Carried 4.2.1 Application Community Improvement Plan – 141 Broadway Motion by: Steve Spanjer Seconded by: Kirby Heckford THAT the Economic Development Advisory Committee recommends that Council approve the Community Improvement Plan application for 141 Broadway. Carried 5. Round Table Lisa Gilvesy noted she wasn’t aware Lindsay had resigned. Deb Gilvesy shared that the new real estate representative is being recommended at August 9th council meeting. 6. Next Meeting August 10th, 2021 @ 7:30 a.m. 7. Adjournment Resolution #3 Moved by: Steve Seconded by: Collette THAT the August 5, 2021 Special Meeting of the Economic Development Advisory Committee meeting be adjourned at 9:07 a.m. Carried Page 458 of 503 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Committee Meeting June 17, 2021 9:00 a.m. Electronic Meeting MINUTES Present: Mayor Stephen Molnar, Councillor Penny Esseltine, Councillor Chris Parker, Lisa Lanthier, Gary Green, Rebecca Smith, Suzanne Renken, C edric Tomico, Collette Tackas, Ellyse Pelland Absent with Regrets: Staff: Kyle Pratt, CAO, Cephas Panchow, Development Commissioner, Amelia Jaggard, Deputy Clerk, Lisa Jibson, Acting Executive Assistant (recording) 1.Call to Order The meeting was called to order at 9:01 a.m. by Amelia Jaggard. As this is the first official meeting, Amelia asked everyone to introduce themselves. 2.Adoption of Agenda Proposed Resolution #1 Moved by: Councillor Penny Esseltine Seconded by: Cedric Tomico THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of June 17, 2021, be adopted Carried 3.Disclosures of Pecuniary Interest and the General Nature Thereof None 4.Presentations There were no presentations. 5.General Business & Reports 5.1 Orientation- Amelia Jaggard & Lisa Jibson The Deputy Clerk has provided some important resources for Committee members listed below. Lisa Jibson, staff liaison, will circulate to committee members following the meeting. Page 459 of 503 A. Committee Handbook o This is an introductory handbook that contains basic information and should be used in conjunction with materials specific to your Committee such as the Terms of Reference. B. Terms of Reference C. Policy for Boards and Committees o The purpose of this policy is to identify a process for establishing Boards and Committees of Council and requirements for maintaining and supporting their work. This policy supplements the Tillsonburg Procedural By-Law. Key points: o Resignation/Dismissal Process: Members wishing to resign their appointment will submit a letter of resignation to the committee chair. The committee would receive the resignation as information and it would be recorded in the minutes. The Chair will forward the resignation letter to the Clerk’s office, which will initiate the appointment process to fill the va cancy. Council, at its discretion can dismiss any committee in its entirety or any member thereof at any time. o Absentee Requirements: If you are unable to attend a meeting you should inform the staff liaison at the earliest opportunity. A member who intends to leave a meeting before the meeting is adjourned must inform the Chair of this intention either at the start of the meeting or prior to leaving. If any member is absent from three consecutive meetings, without justification, the Chair and the staff liaison, will ask the member whether or not they wish to attend meetings and remain on the committee or resign. o Pecuniary Interest: Defined: A member is considered to have a pecuniary interest in a matter if the outcome could result in either a financial loss or gain for the member or a family member of the member. If a member has a pecuniary interest in any matter and is, or will be, present at a meeting at any time at which the matter is the subject of consideration, the member will: -Before any consideration of the matter, at the meeting verbally disclose the interest and its general nature; -Not, at any time, take part in discussion of, or vote on, any question in respect to the matter; and -Leave the meeting and remain absent from it at any time during consideration of the matter. (The Municipal Conflict of Interest Act does not require this, however the policy recommends it because just by being in the room you could have influence over the vote. In this electronic setting it would be appropriate to just turn off your camera and mute your microphone ) Page 460 of 503 D. Code of Conduct Key Points from this document: o Conduct at Meetings: Members will conduct themselves with decorum at all meetings in accordance with the provisions of the Tillsonburg Procedural By- Law. Respect for delegations, fellow members and staff requires that all members show courtesy and not distract from the business of the Town during presentations and when other members have the floor. o Discreditable Conduct: All members have a duty to treat members of the public, one another and staff appropriately and without abuse, bullying or intimidation. o Complaint Protocol: Any individual who has identified or witnessed behaviour or activity by a member that appears to be in contravention of the Code of Conduct may submit a written complaint to the Clerk’s office. (Committee members, Council members dealt with through the Integrity Commissioner). (If a complaint is filed against a member, the CAO and Mayor would review the situation and may recommend that council remove the member from the committee.) E. Tillsonburg Procedural By-law This document contains the rules of procedure and governance for meetings of Council and Committees 5.2 Election of Chair & Vice Chair- Amelia Jaggard & Lisa Jibson Proposed Resolution #2 Moved by: Councillor Parker Seconded by: Cedric Tomico THAT Councillor Parker be nominated for the role of Chair (until November 2022) Carried Proposed Resolution #3 Moved by: Cedric Tomico Seconded by: Councillor Parker THAT Cedric Tomico be nominated for the role of Vice Chair. Carried 5.3 Meeting location, dates and time Proposed Resolution #4 Moved by: Cedric Tomico Seconded by: Susan Renken Page 461 of 503 THAT the Affordable and Attainable Housing Advisory Committee meet for 1 meeting per month, or a minimum of 10 times per year. Staff will send an electronic poll to determine the date and time of meeting moving forward. Carried 5.4 Sustainable Affordable Housing – Green Municipal Fund Information was shared about the Green Municipal Fund 5.5 Round 2. It was shared that this typically is available to not-for-profit in loan format. There are different funds available for government like the Affordable Housing Innovation Fund. Staff member Kyle Pratt shared that the County may have useful data re: household incom e and household demographics. It was shared that the low income housing rental rate is 80% of average market rent. It was stated that there is a gap between what Ontario W orks provides and the affordable housing rental fee rate. A member of the committee asked if there was any data to show what the local needs are to help guide the committee’s priorities. It was discussed to differentiate between affordable and attainable, while keeping in mind the continuum of transitional, geared to income and affordable housing. It was suggested by next meeting that circulation of some resources available would be appreciated. Motion to receive as information Moved by: Mayor Stephen Molnar Seconded by: Suzanne Renken Carried 5.5 Housing Supply Challenge – CMHC The CMHC program information was shared. Its objective is to remove or reduce barriers that hinder housing supply. This current round is open until end of August 2021 and will provide $300 million in funding over 5 years. Motion to receive this as information Moved by: Rebecca Smith Seconded by: Cedric Tomico Carried Page 462 of 503 6.Round Table It was stated that some members of the committee may have relevant information to share with the other members such as the Tillsonburg Strategic Plan and the Oxford Housing Collaborative program and they will do so before the next meeting. It was discussed that a local Economist, Mike Moffat, might have some data on a recent housing study that could prove useful to the committee. 7.Next Meeting Thursday, July 15, 2021 @ 9:00 a.m. 8.Adjournment Resolution #5 Moved by: Suzanne Seconded by: Gary THAT the June 17, 2021 Affordable and Attainable Housing Advisory Committee meeting be adjourned at 10:12 a.m. Carried Page 463 of 503 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Advisory Committee Meeting July 15, 2021 Electronic Meeting MINUTES Present: Councillor Chris Parker (Chair), Councillor Penny Esseltine, Elyse Pelland, Gary Green, Lisa Lanthier, Rebecca Smith, Collette Takacs, Suzanne Renken, Cedric Tomico Absent with Regrets: Mayor Stephen Molnar Staff: Kyle Pratt, CAO, Cephas Panchow, Development Commissioner; Lisa Jibson, Acting Executive Assistant 1. Call to Order The meeting was called to order at 9:02 a.m. by the Chair. 2. Adoption of Agenda Proposed Resolution #1 Moved by: Collette Taks Seconded by: Councillor Esseltine THAT the Agenda as prepared for the Affordable and Attainable Advisory Committee meeting of July 15, 2021, be adopted. CARRIED 3. Minutes from the Previous Meeting Proposed Resolution #2 Moved by: Lisa Lanthier Seconded by: Gary Green THAT the Minutes as prepared for the Affordable and Attainable Housing Advisory Committee meeting of June 17, 2021, be adopted. CARRIED 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Page 464 of 503 5. General Business & Reports 5.1 Mike Moffat Ontarians on the Move – blog series on housing No discussion, just FYI to review on own time. 5.2 Housing Article – St. Thomas Councillor Parker – found article interesting Gary Green – asking questions re: rent and costs. Article from Mayor in Blue Mountain (sent this am) included rental costs and financial background. What would the comparables be in affordable? $850.00 for 1 bedroom. Lisa to gather financials for St. Thomas building Mayor Molnar sent article from B/G as well. Lisa L – also has peers in housing from St. Thomas. Bus station building was gifted, made it affordable, only renovation costs. 5.3 Poll Results: Future meeting date and time discussion Proposed Resolution # 3 Moved by: Cedric Tomico Seconded by: Gary Green THAT the Affordable and Attainable Housing Advisory Committee set their meetings on the 4th Wednesday of the Month at 4:00 p.m. beginning in August 2021. CARRIED 5.4 Sustainable Affordable Housing – Green Municipal Fund Recommended to keep on the agenda as a standing item so there is some discussion each month so we don’t lose track of opportunity. 5.5 Housing Supply Challenge – CMHC Recommended to keep on the agenda as a standing item so there is some discussion each month so we don’t lose track of opportunity. 5.6 Gathering list of Locations/Properties available for development Cephas does not have a current list available but will prepare in advance of the next meeting. Member inquired if there are municipality owned houses or property that could be sold for Attainable Housing. Cephas responded the Town does not have any, doesn’t think the County has either. Member shared that the County has a policy that any land sold, the profits does go into Affordable Housing pot. The County will work with other municipalities to sell surplus land, and contribute funds, issue RFP and work towards building affordable units. Member asked question if anyone was aware of school boards that may have available surplus land that could be acquired for attainable housing. Rebecca responded that the County has gone through the process. When the land is deemed surplus, municipalities get first right of refusal. Page 465 of 503 Member asked about 2 schools in Tillsonburg that have recently been for sale. Cephas responded, one has not been sold, one has. Member asked about incentives needed for developers to build more affordable housing. Rebecca said both land costs and financial incentives, such as development charges are important. Money is flowed in portions during construction to the developers, they need incentives as the developers are not interested in affordable housing. County has agreement registered on title and must maintain agreement for minimum 20 years. Rebecca commented that money does come from other levels of government but this is a slow, heavily political process. Member inquired into comment about no land available in Tillsonburg, could we get use of vacant industrial sites to convert to housing? Cephas noted it’s very complicated to re-zone areas that are industrial, but there may be individual circumstances. Member asked about gifting of land. Rebecca said it would still need to be re-zoned, and affordable is more beneficial to stay closer to the core. Cephas commented difference between where you can situate affordable vs. attainable housing. Member commented that in his previous experience, going up to build was more cost efficient. Would like to inquire if there are any buildings owned by developers that may be able to build up. Member noted the town may have a by-law as to how tall a building can be. Also concerned about quality of existing building vs. tear do wn and re-build, example given the property adjacent to Station Arts. Member inquired into the Blossum Park situation and was told it is a supportive housing development. Staff to add presentation from Rebecca to next month’s agenda. Cephas to bring proposal to next meeting at Station Arts, Cranberry Lane and others. Member asked about Tillsonburg Fair Board that owns land for agricultural usage, but have become less important. Inquiring into the status of Fair Board in Tillsonburg as this land is usually within walking distance of the downtown. I s recommending to try and work with them to evaluate any opportunities. 5.7 Focus – Affordable vs. Attainable Housing – which to prioritize? The County is only allowed to focus on Affordable max $38,000 household threshold. Recommend a building with a mix. Member inquired if someone could do a comparable chart from affordable vs. attainable. Rebecca commented that the committee should make a decision on one vs. the other. Page 466 of 503 Cephas inquired into chart from workshop that Rebecca could provide incl. geared to income, affordable, attainable etc. Rebecca will provide at next meeting. Member asked if it would be useful to have a list of current Affordable and Attainable Housing units. Rebecca will send link to website and can discuss at next meeting. Members agreed that the committee should review both affordable and attainable. 6. Round Table No further discussion. 7. Next Meeting August 25th, 2021 @ 4:00 p.m. 8. Adjournment Resolution #3 Moved by: Gary Green Seconded by: Collette Takacs THAT the July 15, 2021 Affordable and Attainable Housing Advisory Committee meeting be adjourned at 10:00 a.m. Carried Page 467 of 503 The Corporation of the Town of Tillsonburg Boundary Adjustment Committee Meeting June 18, 2021 Electronic Meeting 10:00 a.m. MINUTES Present: Mayor Stephen Molnar, Councillor Chris Parker, Dave Beres, Jesse Goosens, Samantha Hamilton, Cedric Tomico, Andrew Burns Absent with Regrets: Staff: Kyle Pratt, CAO, Cephas Panchow, Director of Development, Amelia Jaggard, Deputy Clerk, Lisa Jibson, Acting Executive Assistant (recording) 1. Call to Order The meeting was called to order at 10:02 a.m. by Amelia Jaggard 2. Adoption of Agenda Proposed Resolution #1 Moved by: Andrew Burns Seconded by: Cedric Tomico THAT the Agenda as prepared for the Boundary Adjustment Committee meeting of June 18, 2021, be adopted Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof 4. Presentations There were no presentations. 5. General Business & Reports 5.1 Orientation- Amelia Jaggard & Lisa Jibson The Deputy Clerk has provided some important resources for Committee members listed below. Lisa Jibson, staff liaison, will circulate to committee members following the meeting. A. Committee Handbook Page 468 of 503 o This is an introductory handbook that contains basic information and should be used in conjunction with materials specific to your Committee such as the Terms of Reference. B. Terms of Reference C. Policy for Boards and Committees o The purpose of this policy is to identify a process for establishing Boards and Committees of Council and requirements for maintaining and supporting their work. This policy supplements the Tillsonburg Procedural By-Law. Key points: o Resignation/Dismissal Process: Members wishing to resign their appointment will submit a letter of resignation to the committee chair. The committee would receive the resignation as information and it would be recorded in the minutes. The Chair will forward the resignation letter to the Clerk’s office, which will initiate the appointment process to fill the vacancy. Council, at its discretion can dismiss any committee in its entirety or any member thereof at any time. o Absentee Requirements: If you are unable to attend a meeting you sh ould inform the staff liaison at the earliest opportunity. A member who intends to leave a meeting before the meeting is adjourned must inform the Chair of this intention either at the start of the meeting or prior to leaving. If any member is absent from three consecutive meetings, without justification, the Chair and the staff liaison, will ask the member whether or not they wish to attend meetings and remain on the committee or resign. o Pecuniary Interest: Defined: A member is considered to have a pecuniary interest in a matter if the outcome could result in either a financial loss or gain for the member or a family member of the member. If a member has a pecuniary interest in any matter and is, or will be, present at a meeting at any time at which t he matter is the subject of consideration, the member will: -Before any consideration of the matter, at the meeting verbally disclose the interest and its general nature; -Not, at any time, take part in discussion of, or vote on, any question in respect to the matter; and -Leave the meeting and remain absent from it at any time during consideration of the matter. (The Municipal Conflict of Interest Act does not require this, however the policy recommends it because just by being in the room you could have influence over the vote. In this electronic setting it would be appropriate to just turn off your camera and mute your microphone) D. Code of Conduct Key Points from this document: Page 469 of 503 o Conduct at Meetings: Members will conduct themselves with decorum at all meetings in accordance with the provisions of the Tillsonburg Procedural By- Law. Respect for delegations, fellow members and staff requires that all members show courtesy and not distract from the business of the Town during presentations and when other members have the floor. o Discreditable Conduct: All members have a duty to treat members of the public, one another and staff appropriately and without abuse, bullying or intimidation. o Complaint Protocol: Any individual who has identified or witnessed behaviour or activity by a member that appears to be in contravention of the Code of Conduct may submit a written complaint to the Clerk’s office. (Committee members, Council members dealt with through the Integrity Commissioner). (If a complaint is filed against a member, the CAO and Mayor would review the situation and may recommend that council remove the member from the committee.) E. Tillsonburg Procedural By-law This document contains the rules of procedure and governance for meetings of Council and Committees 5.2 Election of Chair & Vice Chair- Amelia Jaggard & Lisa Jibson Proposed Resolution #2 Moved by: Cedric Tomico Seconded by: Councillor Parker THAT Deputy Mayor Dave Beres be nominated for the role of Chair (until November 2022). Carried Proposed Resolution #3 Moved by: Deputy Mayor Dave Beres Seconded by: Andrew Burns THAT Cedric Tomico be nominated for the role of Vice Chair. Carried 5.3 Meeting location, dates and time Proposed Resolution #4 Moved by: Cedric Tomico Seconded by: Councillor Chris Parker Page 470 of 503 THAT the Boundary Adjustment Committee meet for 1 meeting per month, or a minimum of 10 times per year. Staff will send around an electronic poll to determine date and time of meeting moving forward. Carried 6. Round Table Discussion was held regarding the Hemson report as a good place to start the conversation surrounding land needs, current inventory and future demands. It was recommended to present this report to the committee at the next meeting to see if it is still relevant. A map available of the town with available parcels and recent developments to share with the committee has been requested. Cephas to provide the map to the committee. Question was asked if we had an aerial map. Cephas does have one also. Concerns were raised about diminishing commercial industrial space and FUG (future urban growth) Discussion evolved around what does a boundary adjustment involve? How will it affect the County of Oxford? Will it affect other neighbouring counties? Do we need to adjust the boundaries? Comments were made to keep discussions private so as not to end up in newspaper or to antagonize residents, and to exert Executive closed session when discussion warrants. It was noted that the Town’s Planning Department and Economic Development department are overwhelmed with residential interest in Tillsonburg and the need to be cognizant of discussions outside the committee. 7. Adjournment Resolution #5 Moved by: Chris Parker Seconded by: Andrew Burns THAT the June 18, 2021 Boundary Adjustment Advisory Committee meeting be adjourned at 10:49 a.m. Carried Page 471 of 503 The Corporation of the Town of Tillsonburg Parks, Beautification and Cemeteries Advisory Committee July 8, 2021 9:00am Electronic meeting MINUTES Attending: Paul DeCloet, Christine Nagy, Maurice Verhoeve, Barb Wareing, Susan Saelens, Penny Esseltine, Marian Smith Regrets: Mike Dean, Christopher Baird, Bob Marsden, Susan Saelens, Ken Butcher Staff: David Drobitch, Margaret Puhr 1. Call to Order 9:04am 2. Adoption of Agenda Resolution #1 Moved by: Marian Smith Seconded by: Penny Esseltine THAT the Agenda as prepared for the Parks, Beautification and Cemeteries Advisory committee meeting of July 8, 2021, be adopted. 3. Minutes of the Previous Meeting Resolution #2 Moved by: Barb Wareing Seconded by: Maurice Verhoeve THAT the Parks, Beautification and Cemeteries Advisory Committee Minutes of April 1, 2021, be adopted. 4. Disclosures of Pecuniary Interest and the General Nature Thereof - none 5. General Business & Reports 5.1. “Explore Tillsonburg 2021”: ideas, planning, chairperson, captains of activities – Paul indicated that there is still a plan in the fall to go ahead with the Explore Tillsonburg. October 16 is the proposed date. Paul has a schedule of activities from 2 years ago to get started with ideas for activities for this year, and would like to include a tree identification activity in Coronation Park which has a great Page 472 of 503 variety of trees. Penny proposed a tree leaf identification activity for children and that the focus of the day be tree related. There needs to be a staff person spearheading the organization of the event. More to follow in August. Theme: Trees Date: October 16 5.2. Tree canopy update – Dave updated that with the grant under modernization plan, we were successful receiving $30,000.00 which makes the total of $85,000.00 available for the canopy project, now it’s time to decide how to use the funds. The town is considering hiring an arborist who can gather the data on the canopy, which could lead to tree policy, tree maintenance and maybe even a nursery. The HR is already researching the market for the arborist and developing a job description and reviewing the financial impacts. There is data collection technology available that also needs researching. Dave also informed that within the new developments in town, there are clauses included on trees and parkland, and developers are quite keen to work on that with the town. Christine would like another update in a month. 5.3. Trail beautification discussion – Paul is interested in developing a plan with the town to set a goal in plan beautification of the trails. There are invasive species to be dealt with and the trails should be reverted to local flora and to be nicer and better to the environment. Paul suggested including this in the next budget, and would love to help to bring it to life. 5.4. Round table: Christine proposed change the meeting time to 2pm – try out this time in August. 6. Next Meeting: August 5 at 2:00pm, location TBD 7. Adjournment Resolution #5 Moved by: Paul DeCloet Seconded by: Marian Smith THAT the July 8, 2021 Parks, Beautification and Cemeteries Advisory Committee meeting be adjourned at 9:42 a.m. Page 473 of 503 Page 1 of 3 The Corporation of the Town of Tillsonburg Tillsonburg Transit Advisory Committee July 13, 2021 10:00 a.m. Electronic Meeting MINUTES Present: Cindy Allen, Stephanie Ellens-Clark, Sherry Hamilton, Rick Martin and Councillor Luciani Absent with Regrets: Kathryn Leatherland and Lynn Temoin Also Present: Ashley Taylor, Transit Coordinator Carlos Reyes, Director of Operations and Development Amelia Jaggard, Deputy Clerk 1. Call to Order The meeting was called to order at 10:00 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Rick Martin Seconded by: Cindy Allen THAT the Agenda as prepared for the Tillsonburg Transit Advisory Committee meeting of July 13, 2021, with the addition of an item to discuss a new bus system connecting London to Toronto, be approved. Carried 3. Minutes of the Previous Meeting Page 474 of 503 Page 2 of 3 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosure of pecuniary interest were declared. 5. General Business and Reports 5.1. In Town Transit Update Staff provided an overview of the below items. 5.1.1. Statistics 5.1.2. Current challenges and possible solutions There was discussion regarding installation of cement pads to improve bus stop accessibility. Cement pads would be proposed as part of the sidewalk connectivity program. Staff noted that the pamphlets have only been updated electronically at this time. Pamphlets will be printed after preferred routes have been established. 5.1.3. Proposed new routes Staff noted that drivers do not want to stop on Highway 19 for safety reasons. It was suggested to establish bus stops near Town trails. There was discussion regarding proposed new routes and creating access to the Sobeys parking lot. 5.2. Inter-community Transit Update Staff provided an overview of the below items. 5.2.1. Funding Extension Inter-Community Transit Funding extended for two years into 2025. 5.2.2. Statistics There was discussion about promotion of route 3 to Port Burwell to encourage ridership during the summer months. It was suggested to reach out to the Tillsonburg BIA. 5.3. Advertising/Town Mall Signage Staff provided an overview of proposed signage. There was discussion regarding advertising on the bus. Chair Hamilton to circulate suggestions on sign companies to staff. 5.4. Vendor Update Page 475 of 503 Page 3 of 3 Staff provided an update. It was suggested to promote transit at the London Hospital. 5.5. Brochure and Ticket Inventory Staff provided an update. 6. New Business 6.1. New bus system connecting London to Toronto Member Allen shared information on the new Megabus route connecting London to Toronto starting on July 15, 2021. It was suggested to reach out to this company regarding connectivity with the inter-community transit system. 7. Next Meeting August 10, 2021 at 10:00 a.m. 8. Adjournment Resolution #2 Moved by: Pete Luciani Seconded by: Rick Martin THAT the July 13, 2021 Tillsonburg Transit Advisory Committee meeting be adjourned at 11:30 a.m. Carried Page 476 of 503 The Corporation of the Town of Tillsonburg TILLSONBURG AIRPORT ADVISORY COMMITTEE June 17, 2021 5:30 p.m. Electronic Meeting MINUTES ATTENDANCE Dan Cameron, Deb Gilvesy, David Brandon, Emily Crombez, Jeff Dean Regrets: Mark Renaud, Jeff Miller, Valerie Durston, Euclid Benoit, Staff: Dan Locke, Carlos Reyes 1. Call to Order The meeting was called to order at 5:33 p.m. Dan Cameron sat as the Chair for the meeting. 2. Adoption of Agenda Resolution #1 Moved By: Dan Cameron Seconded By: Emily Crombez THAT the Agenda as amended for the Tillsonburg Airport Advisory Committee meeting of June 17th, 2021 be adopted, Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest declared. 4. Adoption of Minutes of Previous Meeting Resolution #2 Moved By: Deb Gilvesy Seconded By: Valerie Durston Page 477 of 503 Tillsonburg Airport Advisory Committee Meeting Minutes, June 17, 2021 - 2 - THAT the Minutes of the Tillsonburg Airport Advisory Committee Meeting of May 20th, 2021, be approved. Carried 5. Delegations and Presentations - None 6. General Business & Reports 6.1. New Hangar Update - Dan L. gave an update that a new application has been approved by council available and is just past the end of the Taxiway G1. Construction of Lot#1&2 on Taxiway G3 and Lot #5 on Taxiway G1 Staff will investigate new starting construction dates now that the Covid restrictions are starting to lessen. The builder may be in a better position to move forward. Emails have been sent to the owners asking for dates for the paving of the Hangar Apron for Lot #3 and 4 on Taxiway G1. Deb Gilvesy asked about Staff working with Applicants to build additional hangars. Dan conveyed that he does work with the applicants and that the last available lot has been taken and a waiting list has been created. 6.2. Safety Spreadsheet Follow-up – Staff presented the spreadsheet 6.3. End of Runway Trees – Staff met with the property owners to start the discussions earlier this week. 6.4. Master plan Brief update – Staff indicated that the Final Draft to be circulated after the meeting for the Committee’s review and to provide comments. Master Plan presentation to go forward to Council anticipated to be in July. 6.5. Maintenance around Hangars – Staff informed the group that a hangar was reported to be damaged by the grass cutting equipment. Staff will not maintain within the1m buffer around each hangar where the maintenance is the responsibility of the hangar owner. An email will be going out to the tenants that Staff will be staying away from the hangars and that each tenant will be required to maintain the 1 meter buffer area around their hangar. 6.6. Update on the Hydro – Staff conveyed that ERTH Corp. is working on getting this resolved with Hydro One. Dan also conveyed that at the end of this he would like to have something in writing from Hydro One to support what Hydro servicing is available and that it is very difficult when he is working with applicants to be able to give them a definitive answer on whether Hydro is available or not. ERTH has suggested that through their discussion with Hydro One that having an reduce Amp service. Example 50 Amp service vs 100 or 200 Amp service. Page 478 of 503 Tillsonburg Airport Advisory Committee Meeting Minutes, June 17, 2021 - 3 - 6.7. RATI Funding update – Staff have no further update at this time, the Federal ECDEV has made no decision as of yet. They will be in touch when they have made their decisions. 6.8. Quarterly Financial Statement – Staff shared report which shows that fuel sales are down by about 6.9. Southwest Transportation Task Force – Meeting to take place on June 25th with a couple of Advisory Committee Representative have been requested to be present. 7. Correspondence - None 8. Other Business – 9. Next Meeting The next meeting of the Tillsonburg Airport Advisory Committee will be at 5:30 p.m. on July 15th, 2021. 10. Adjournment Resolution #3 Moved By: Jeff Miller Seconded By: Emily Crombez THAT the Tillsonburg Airport Advisory Committee Meeting of June 17th, 2021 be adjourned 6:45 p.m. Carried Page 479 of 503 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Section 13.2.2 to By-Law Number 3295, as amended, is hereby deleted and replaced with the following: “13.2.2 RESTRICTIONS ON GROUND FLOOR RESIDENTIAL DEVELOPMENT Notwithstanding the residential uses permitted in Table 13.1, no residential use shall be permitted on the ground floor of any building located within the lands bounded by Bidwell Street to the west, lands fronting on Harvey Street and the south side of Brock Street East (to Lisgar Avenue) to the east, Bridge Street to the north and London Street to the south.” 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 480 of 503 Page 1 of 4 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby further amended by changing to ‘R1A-26(H)’, ‘R2-25 (H)’, ‘R3-20 (H)’, ‘OS1’ & ‘OS2’ the zone symbols of the lands so designated R1A-26(H)’, ‘R2-25 (H)’, ‘R3-20 (H)’, ‘OS1’ & ‘OS2’ on Schedule “A” attached hereto. 2. That Section 6.5 to By-Law Number 3295, as amended, is hereby further amended by adding the following at the end thereof: “6.5.26 LOCATION: PART LOT 5, CONCESSION 10 (DEREHAM), NORTH SIDE OF NORTH STREET EAST– NORTHCREST ESTATES PHASE 2 , R1A-26(H) (KEY MAP 4) 6.5.26.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R1A-26 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Table 6.1. 6.5.26.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R1A-26 Zone use any lot, or erect, alter, or use any building or structure for any purpose except in accordance with the following provisions: 6.5.26.2.1 LOT COVERAGE Maximum 45 % 6.5.26.3 That all of the provisions of the R1A Zone in Section 6.2 of this By-Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. That Section 7.5 to By-Law Number 3295, as amended, is hereby further amended by adding the following section at the end thereof: Page 481 of 503 By-Law 2021-___ Page 2 of 4 “7.5.25 LOCATION: PART LOT 5, CONCESSION 10 (DEREHAM), NORTH SIDE OF NORTH STREET EAST– NORTHCREST ESTATES PHASE 2 , R2-25(H) (KEY MAP 4) 7.5.25.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R2-25 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Table 7.1. 7.5.25.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R2-25 Zone use any lot, or erect, alter, or use any building or structure for any purpose except in accordance with the following provisions: 7.5.25.2.1 LOT COVERAGE Maximum 55 % 7.5.25.2.2 INTERIOR SIDE YARD W IDTH Minimum 1.2 m (3.9 ft) 7.5.25.2.3 EXTERIOR SIDE YARD WIDTH Minimum 4.5 m (14.76 ft) 7.5.25.2.4 REAR YARD DEPTH Minimum 6.0 m (19.69 ft) 7.5.25.2.5 PERMITTED PROJECTION S & ENCROACHMENTS FOR UNCOVERED & COVERED DECKS , PATIOS & PORCHES Notwithstanding Table 5.37.1- Permitted Projections into Required Yards, covered decks, patios and porches within any R2 -25 Zone may project 3.0 m (9.8 ft) into any required rear yard. In no circumstance shall the minimum setback between the projection and rear lot line be less than 4.5 m (14.7 ft). 7.5.25.3 That all of the provisions of the R2 Zone in Section 7.2 of this By-Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” Page 482 of 503 By-Law 2021-___ Page 3 of 4 4. That Section 8.6 to By-Law Number 3295, as amended, is hereby further amended by adding the following subsection at the end thereof: “8.6.20 LOCATION: PART LOT 5, CONCESSION 10 (DEREHAM), NORTH SIDE OF NORTH STREET EAST– NORTHCREST ESTATES PHASE 2 , R3-20(H) (KEY MAP 4) 8.6.20.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R3-20 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: a street-fronting townhouse dwelling; a converted dwelling, containing not more than 4 dwelling units; a home occupation. 8.6.20.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any R3-20 Zone use any lot, or erect, alter, or use any building or structure for any purpose except in accordance with the following provisions: 8.6.20.2.1 LOT COVERAGE Maximum 55 % 8.6.20.2.2 LOT FRONTAGE FOR INT ERIOR UNIT Minimum 6.0 m (19.69 ft) 8.6.20.2.3 LOT FRONTAGE FOR END UNIT Minimum 7.6 m (24.9 ft) 8.6.20.2.4 LOT AREA FOR INTERIOR UNIT Minimum 190 m2 (2045 ft2) 8.6.20.2.5 LOT AREA FOR END UNI T Minimum 235 m2 (2529 ft2) 8.6.20.2.6 EXTERIOR SIDE YARD W IDTH Minimum 4.5 m (14.76 ft) 8.6.20.2.7 INTERIOR SIDE YARD W IDTH Page 483 of 503 By-Law 2021-___ Page 4 of 4 Minimum 1.2 m (3.9 ft) 8.6.20.2.8 PERMITTED PROJECTION S & ENCROACHMENTS FOR UNCOVERED & COVERED DECKS , PATIOS & PORCHES Notwithstanding Table 5.37.1- Permitted Projections into Required Yards, covered decks, patios and porches within any R3 -20 Zone may project 3.0 m (9.8 ft) into any required rear yard. In no circumstance shall the minimum setback between the projection and rear lot line be less than 3 m (9.8 ft). 8.6.20.2.9 FRONT LOT LINE Notwithstanding Section 4.105.1 of this By-Law, for street-fronting townhouse dwellings located on a corner lot, the front lot line shall be deemed to be the longer lot line abutting a street. 8.6.20.3 That all of the provisions of the R3 Zone in Section 8.2 of this By-Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 5. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 484 of 503 OS2 N10°46'00"W 249.37N11°07'20"W35.52N10°50'00"W61.54N78°45'00"E20.12 N10°04'15"W40.54 N78°34'04"E 33.0030.90N10°47'50"W34.74N10°03'30"W39.93 N10°46'00"W39.93N10°41'20"WN10°58'00"W20.08N78°45'45"E 311.51 N78°45'45"E 88.85 121.60 R3-20(H) OS2 R2-25(H) R1A-26(H) R1A-26(H) R2-25(H)R2-25(H) R3-20(H) R2-25(H) OS1 R3-20(H) R2-25(H) R2-25(H) OS2 NORTH ST EL O T 5C O N C E S S I O N 1 0 SCHEDULE "A" PT LOT 5, CONCESSION 10 (DEREHAM)TOWN OF TILLSONBURG NOTE: ALL DIMENSIONS IN METRESTHIS BY-LAW IS INTENDED TO ENCOMPASSALL OF THE LANDS OF DRAFT PLAN OFSUBDIVISION 32T-07006. THIS IS SCHEDULE "A" MAYOR - Stephen Molnar CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2021 TO BY-LAW No.© 30 0 30 60 9015 METRES R2-25(H) AREA OF ZONE CHANGE TO R2-25(H) OS1 AREA OF ZONE CHANGE TO OS1R1A-26(H) AREA OF ZONE CHANGE TO R1A-26(H) R3-20(H) AREA OF ZONE CHANGE TO R3-20(H) AREA OF ZONE CHANGE TO OS2OS2 Þ Þ 2021- 9 August 2021- Page 485 of 503 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘MG-8’ and ‘OS1’ the zone symbols of the lands so designated ‘MG- 8’ and ‘OS1’ on Schedule “A” attached hereto. 2. That Section 17.3 to By-Law Number 3295, as amended, is hereby further amended by adding the following subsection at the end thereof: “17.3.8 LOCATION: PART LOTS 1 & 2, CONCESSION 5 NTR, VAN NORMAN INNOVATION PARK, MG-8 (KEY MAP 41) 17.3.8.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any MG-8 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: an adult training facility; a business process outsourcing establishment; a data centre; all uses permitted in Table 17.1. 17.3.8.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any MG-8 Zone use any lot, or erect, alter, or use any building or structure for any purpose except in accordance with the following provisions: 17.3.8.2.1 BUSINESS PROCESS OUTS OURCING ESTABLISHMEN T For the purposes of this subsection, a business process outsourcing establishment shall mean an advanced customer contact centre and may also include other corporate functions in addition to contact centre type work. 17.3.8.3 That all of the provisions of the MG Zone in Section 17.2 of this By-Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” Page 486 of 503 By-Law 2021-___ Page 2 of 2 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 487 of 503 N51°37'40"E128.38 N29°59'30"W24.55N51°38'30"E 34.43 N51°38'30"E 181.94 N89 ° 0 9 ' 3 5 " W 56.4 585.40N43°46'50"W62.32 N57°45'50"W24.52 N87°42'45"W29.38 N85°46'40"W25.03 N51°37'40"E 154.51 INTERSECTION OF THELINE BETWEEN LOTS 2 AND 3 WITH THE SOUTHERLYLIMIT OF HIGHWAY NO. 3AS SHOWN ON REG PLAN 410HIGHWAY 3 N30°51'55"W19.20N54°08'55"E29.12 N23°41'20"W29.60 N67°03'30"W31.16 N17°56'05"W32.95N 6 8 ° 1 3 ' 5 0 " W 4 2 . 8 5 N29°35'15"W43.53N29°44'55"W45.45N38°27'00"W48.77 N29°45'40"W100.63N51°55'55"E49.25 N51°38'30"E49.87 N51°36'55"E 161.5054 . 9 7 N7 5 ° 5 9 ' 4 5 " W N29°37'20"W55.6057.85N43°31'50"WN7 7 ° 3 9 ' 1 0 " W 87. 7 6 N29°35'15"W133.24N38°22'25"W 135.34N29°39'00"W 170.52N30°02'40"W 242.36N51°38'50"E 335.30 L O T 1 L O T 2 C O N C E S S I O N 5 OS1 MG-8 SCHEDULE "A" PT LOTS 1 AND 2, CONCESSION 5 (NORTH OF TALBOT ROAD) (MIDDLETON)TOWN OF TILLSONBURG NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Stephen Molnar CLERK - Michelle Smibert TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2021 TO BY-LAW No.© 40 0 40 80 12020 METRES AREA OF ZONE CHANGE TO MG-8 AREA OF ZONE CHANGE TO OS1OS1 MG-8 2021- 2021- 9 August Page 488 of 503 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to amend Schedule A of By-Law 4247, to define the mandate and membership for committees established by The Corporation of the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend Schedule A of By-Law 4247. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Schedule A of By-Law 4247 be amended as attached hereto; 2. That these amendments to Schedule A of By-Law 4247 are hereby declared to be part of that by-law as if written therein. 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 489 of 503 By-Law 2021-___ Schedule A Board/Committees Citizen Appointments Mandate Accessibility Advisory Committee Cindy Allen Erin Getty Jeff Huber Margaret McCrimmon Mark Dickson Mike Cerna Michael Kadey Peter Staley Pete Luciani To advise and make recommendations to Council on all matters with respect to the accessibility for persons with disabilities to a municipal building, structure or premises. Cultural, Heritage and Special Awards Advisory Committee Collette Takacs Carrie Lewis Vern Fleming Terry Fleming Rosemary Dean Penny Esseltine Mark Dickson Tabitha Verbuyst Courtney Booth Jason Penkratz To advise and make recommendations to Council on all matters with respect to tourism and culture in the Town of Tillsonburg. To advise and make recommendations to Council on all matters related to properties of architectural and historical significance. To receive nominations and make recommendations to Council for the Citizen of the Year and monthly awards. To provide commemorative naming options to Council. Economic Development Advisory Committee Jesse Goossens Collette Takacs Jeff VanRybroeck Randy Thornton Andrew Burns Cedric Tomico Steve Spanjers Lisa Gilvesy Kirby Heckford Deb Gilvesy Dane Willson To advise on initiatives to attract and retain investment within the community. To provide advice on: • The Economic Development Strategy • The Community Strategic Plan • Annual Departmental Business Plan To support the development of alliances and partnerships to advance the Town’s strategic plan and that assists in the overall growth of the Town. Page 490 of 503 By-Law 2021-___ Schedule A Page 2 of 4 To provide advice regarding existing and new bylaws that relate to/impact development within the community. Memorial Park Revitalization Advisory Committee Joan Weston Scott Vitias Terry Smith Kim Sage Chris Rosehart Mike Cerna Ken Patterson Jane Ann McLean Mel Getty Rosemary Dean To advise and make recommendations and provide regular updates to Council on all matters with respect to the Memorial Park Revitalization Project. Museum Advisory Committee Bob Marsden Rosemary Dean Joan Weston Donna Scanlan John Lessif Sherry Hamilton Chris Rosehart To make recommendations to Council on policies and procedures pertaining to the Museum. To participate in strategic planning activities, initiate and participate in fundraising activities when and as needed, act as ambassadors for the museum within the community. To work with the Tillsonburg and District Historical Society regarding trust for artifact purchases and to act as trustees for the restoration trust. Page 491 of 503 By-Law 2021-___ Schedule A Page 3 of 4 Parks, Beautification and Cemeteries Advisory Committee Christine Nagy Sue Saelens Donna Scanlan Mike Dean Ken Butcher Penny Esseltine Bob Marsden Marian Smith Paul DeCloet Paul Wareing Maurice Verhoeve To advise and make recommendations to Council on all matters with respect to the utilization and beautification of public parks, trails, trees, green space and Tillsonburg cemeteries. Recreation and Sports Advisory Committee Chris Parker Don Baxter Susie Wray Carrie Lewis Jeff VanRybroeck Kim Sage Dace Zvanitajs Christian Devlin To advise and make recommendations to Council on matters related to the programming and utilization of Tillsonburg’s recreational facilities. To advise and make recommendations to Council on implementation of the Community Parks, Recreation and Cultural Strategic Master Plan. Tillsonburg Airport Advisory Committee Euclid Benoit Deb Gilvesy Mark Renaud David Brandon Dan Cameron Valerie Durston Jeff Dean Jeffrey Miller Emily Crombez To advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport. To provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives and to provide a forum for dialogue and communication. Day to day operations of the airport is the responsibility of Town staff. Page 492 of 503 By-Law 2021-___ Schedule A Page 4 of 4 Tillsonburg Dog Park Advisory Committee Wayne Beard Pete Luciani Kelly Luciani Connie Porter Marcie Walters-Turcotte Doris Koepke Roseanne Fillion Katie Benko Steve Cluett Karen Clipson The objective of the Tillsonburg Dog Park Advisory Committee (TDPAC) is to oversee and advise Town Council on the governance of the Dave Johnson Memorial Dog Park with representation from all affected groups in the community. Tillsonburg Transit Advisory Committee Sherry Hamilton Kathryn Leatherland Cindy Allen Stephanie Ellens- Clark Lynn Temoin Pete Luciani Richard Martin The objective of the Tillsonburg Transit Advisory Committee (TTAC) is to oversee and advise Town Council on the governance oversite of the Town's service providers contract for transit and specifically the policies and procedures related to service delivery of transit. The TTAC will provide a forum for input, exchange of ideas and debate on conventional and mobility transit related issues with representation from all affected groups in the community. The committee should use the Mandate to set out a clear plan for the term of the Committee. Create a high level work plan to define the scope and establish the framework and overall approach for transit. Set out goals the committee will work towards accomplishing. Page 493 of 503 Page 1 of 4 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to amend By-Law 3810, being a by-law to establish and maintain clean and clear lands. WHEREAS it is deemed necessary and expedient to amend By-Law 3810. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That section 2 subsection 2.1 Definitions be amended to delete the following terms: “DERELICT” any vehicle, machinery, trailer, boat, or vessel; a) which has broken or missing parts of such sufficiency so as to render it incapable of being licensed to operate where such licensing as necessary in its current condition but shall not include a motor vehicle actively being repaired or restored by the owner or; b) which is in a wrecked dismantled, discarded, inoperative or abandoned condition “DERELICT VEHICLE” means a motor vehicle as defined in the Highway Traffic Act that is: a) inoperative by reason of removed wheels battery motor transmission or other equipment necessary for its operation. b) not in roadworthy condition c) in a state of disrepair or unslightly by reason of missing door, glass or body “NATURALIZED AREA” means a landscape area that has been deliberately implemented to produce ground cover which consists of one or more species of wildflowers, annuals, perennials, shrubs and grasses or a combination thereof “WASTE MATERIAL” means material or substance that is unusable or unwanted effluent that, in the opinion of the By-Law Enforcement Officer but is not limited to: a) Broken or discarded material b) Disconnected appliances and /or parts of such appliances c) Indoor furniture Page 494 of 503 By-Law 2021-___ Page 2 of 4 d) Domestic Waste e) Industrial waste f) Inoperable/Derelict Vehicles/Parts g) Material resulting from construction h) Appears to be abandoned, worthless, worn out and of no practical value 2. That section 2 subsection 2.1 Definitions be amended to add the following terms: “BUILDING” means any structure consisting of one or more of a wall, roof or floor, and used or intended to be used for the shelter, accommodation or enclosure of Persons, animals, or goods, but shall not include a lawful boundary wall or Fence. “DERELICT VEHICLE” means any Motor Vehicle, tractor, trailer, truck camper, boat, demolition endurance vehicle, motorized snow vehicle, or any vehicle drawn, propelled or driven by any kind of powe r or any part thereof that is: inoperative by reason of removed wheels, battery, motor, transmission, or other equipment necessary for its operation; a) not in roadworthy condition b) missing plates with valid registration for the current year; c) in a state of disrepair or unsightly by reason of missing door, glass or other body parts. “GROUND COVER” means organic or non-organic material applied to prevent soil erosion such as concrete, flagstone, gravel, asphalt, grass or other landscaping. “LOT” means: a) A parcel of land with a boundary defined by an original survey or by a registered plan of subdivision, unless such registered plan of subdivision is designed by a by-law passed pursuant to subsection 50(4) of the Planning Act, R.S.O. 1990, c.P.13; or b) A parcel or tract of land with a different registered owner (or registered owners) of from adjacent lands. “LOT LINE” means any boundary of a Lot or the vertical projection thereof. “NATURAL GARDEN” means a defined area of vegetation that has been Page 495 of 503 By-Law 2021-___ Page 3 of 4 deliberately planted or cultivated with species of wildflowers, shrubs, perennials, ornamental grasses or combination of them consistent with a maintained and natural landscape other than regularly mown grass but does not include a naturalized area. “NATURALIZED AREA” means native natural areas that are not typically located in a developed portion of common yards; including but not limited to ravines, zoned open space, environmental protection or future development under the Zoning By-law. “REAR YARD” means the area extending across the full width of the Lot between the rear Lot Line and the nearest part of any excavation, or main Building on the Lot. “UNMAINTAINED” means failing to perform activities such as but not limited to: mowing, trimming, controlling pests and weeds, and removing debris from the yard. “WASTE MATERIAL” means material or substance that is unusable or unwanted effluent that, in the opinion of the By-Law Enforcement Officer but is not limited to: a) Broken or discarded material b) Disconnected appliances and /or parts of such appliances c) Indoor furniture d) Domestic Waste e) Industrial waste f) Inoperable/Derelict Vehicles/Parts g) Material resulting from construction h) Appears to be abandoned, worthless, worn out and of no practical value i) Shopping Carts 3. That section 3 subsection 3.1.i. be replaced with the following: Unmaintained weeds, grass or ground cover that is more than 20 centimeters or (8 inches) in height 4. That section 3 subsection 3.2. be amended to add the following point: No fill shall be allowed to remain in an unleveled state on any property longer Page 496 of 503 By-Law 2021-___ Page 4 of 4 than 10 days (10) days unless the property is: a. A property on which a building permit or is in effect b. A property being subdivided under subdivision agreement with the Town c. Property upon which material is being stored with the approval of the Town of Tillsonburg in connection with a public works contract d. Zoned for such use as per the Town of Tillsonburg’s Zoning By-law 5. That section 4 be renamed Naturalized Area/Natural Gardens. 6. That section 4 subsection 4.1 be replaced with the following: All naturalized areas must be in accordance with the following requirements: i. Section 3.1 (i) of this By-law does not apply to a Naturalized Area 7. That section 4 be amended to add the following subsection: All Natural Gardens must be in accordance with the following requirements: i. Shall not be left in an unmaintained state ii. Does not encroach above or onto any adjacent property iii. Where any Natural Garden is located within a sight line triangle, as defined by the Zoning By-law, such Natural Garden complies with the maximum height regulations in the Zoning By-law respecting site triangles. 8. THAT these amendments to By-Law 3810 are hereby declared to be part of that By-Law as if written therein. 9. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 497 of 503 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to amend By-Law 3701, being a by-law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend By-Law 3701. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT Schedule 2 of By-Law 3701 “Prohibited Parking On Specified Street” be amended to add the following: COLUMN 1 HIGHWAY COLUMN 2 SIDE COLUMN 3 FROM COLUMN 4 TO COLUMN 5 TIME OR DAYS Van Street North Old Vienna Road Dead End No Parking Anytime Van Street South Dead End 13m East of Dead End No Parking Anytime 2. THAT these amendments to By-Law 3701 are hereby declared to be part of that By-Law as if written therein. 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 498 of 503 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to Appoint a Building Inspector, Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg. WHEREAS pursuant to the Municipal Act, 2001, S.O. 2001, c.25, as amended, the Council of a Municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act, to enable them to govern their affairs as they consider appropriate and to enhance their ability to respond to municipal issues; AND WHEREAS pursuant the Municipal Act, 2001, S.O. 2001, c. 25, as amended, requires that a municipality's capacity, rights, powers and privileges, shall be exercised by by-law; AND WHEREAS pursuant to the Building Code Act, S.O. 1992, c. 23, as amended, Section 3 (2) provides for the council of each municipality to appoint a chief building official and such inspectors as are necessary for the enforcement of this Act in the areas in which the municipality has jurisdiction. AND WHEREAS pursuant to the Building Code Act, S.O. 1992, c. 23, as amended, defines "officer" as a property standards officer who has been assigned the responsibility of administering and enforcing by-laws passed under Section 15.1 of the Act; AND WHEREAS pursuant to the Police Services Act, R.S.O. 1990, cP.15, as amended, a municipal council may appoint one or more Municipal Law Enforcement Officers to enforce the By-Laws of the Municipality; AND WHEREAS pursuant to the Fire Protection and Prevention Act, 1997, c. 4, as amended, provides that a municipality may appoint officers to enter upon land and into structures at any reasonable time to inspect the land and structures to determine whether by-laws enacted in accordance with the Act are being complied with; AND WHEREAS the Council of the Corporation of the Town of Tillsonburg considers it desirable to appoint a Building Inspector, Property Standards Officer and Municipal Law Enforcement Officer; Page 499 of 503 By-Law 2021-___ Page 2 of 2 BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Eric Nemeth be and is hereby appointed as Building Inspector, Property Standards Officer and Municipal Law Enforcement Officer for the Town of Tillsonburg. 2. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar _____________________________ CLERK – Michelle Smibert Page 500 of 503 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW to Appoint Building Inspectors for the Town of Tillsonburg. WHEREAS pursuant to the Municipal Act, 2001, S.O. 2001, c.25, as amended, the Council of a Municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act, to enable them to govern their affairs as they consider appropriate and to enhance their ability to respond to municipal issues; AND WHEREAS pursuant the Municipal Act, 2001, S.O. 2001, c. 25, as amended, requires that a municipality's capacity, rights, powers and privileges, shall be exercised by by-law; AND WHEREAS pursuant to the Building Code Act, S.O. 1992, c. 23, as amended, Section 3 (2) provides for the council of each municipality to appoint a chief building official and such inspectors as are necessary for the enforcement of this Act in the areas in which the municipality has jurisdiction. AND WHEREAS the Council of the Corporation of the Town of Tillsonburg considers it desirable to appoint Building Inspectors; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Gerald Moore be and is hereby appointed as Building Inspector for the Town of Tillsonburg. 2. That Barbara Mocny be and is hereby appointed as Building Inspector for the Town of Tillsonburg. 3. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar _____________________________ CLERK – Michelle Smibert Page 501 of 503 THE CORPRATION OF THETOWN OF TILLSONBURG BY-LAW 2021-___ A BY-LAW To Assume Municipal Services in Glendale West Subdivision, Registered Plan 41M-329. WHEREAS the Municipal Act, S.O. 2001, c25, S.11 authorizes a municipality to pass by-laws respecting matters within the jurisdiction of highways; WHEREAS the Subdivision Agreement between the Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. provides for the installation of certain public services; AND WHEREAS the Town has received certification that the services in Registered Plan 41M-329, have been constructed and installed in accordance with Town specifications. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the roads (Arnold Street, Derehem Drive, Denrich Ave, Wilson Ave), works and municipal services in Registered Plan 41M-329 (lots 1 to 80), more particularly described in the Subdivision Agreement between the Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. dated August 21, 2017, be and are hereby assumed as public services; 2. That this by-law shall come into force and take effect on the date it is p assed. READ A FIRST AND SECOND TIME THIS 9th day of AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th day of AUGUST, 2021. ___________________________ MAYOR – Stephen Molnar ______________________________ CLERK – Michelle Smibert Page 502 of 503 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-080 A BY-LAW to confirm the proceedings of Council at its meeting held on August 9, 2021. 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; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on August 9, 2021, 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. That this By-Law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 9th DAY OF AUGUST, 2021. READ A THIRD AND FINAL TIME AND PASSED THIS 9th DAY OF AUGUST, 2021. ________________________________ MAYOR – Stephen Molnar _______________________________ CLERK – Michelle Smibert Page 503 of 503