210309 Development AGDThe Corporation of the Town of Tillsonburg
Economic Development Advisory Committee Meeting
March 9, 2021
7:30 a.m.
Hybrid Meeting- 200 Broadway, 2nd Floor Council Chambers & Electronic Meeting AGENDA
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved by:
Seconded by:
THAT the Agenda as prepared for the Economic Development Advisory Committee
meeting of March 9, 2021, be adopted.
3.Adoption of Previous Minutes
Proposed Resolution #2
Moved by:
Seconded by:
THAT the Minutes as prepared for the Economic Development Advisory C ommittee
meeting of February 9, 2021, be adopted.
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.Presentations
6.General Business & Reports
6.1 Monthly Projects Update
6.2 Economic Development Strategy Update
6.3 Letter- Ministry of Energy, Northern Development and Mines
6.4 FIN 21-08 2021 Development Charge Study Update Report
6.5 Process for EDAC Review of Building/Planning Apps
6.6 Tillsonburg Hydro Inc.
6.7 Town Hall Task Force
6.8 Physician Recruitment & Retention Committee
6.9 Community Strategic Plan
7.Community Organization Updates
7.1 Downtown Business Improvement Association
7.1.1. March 2021 Report
7.2 Tillsonbur g District Chamber of Commerce
7.3 Tillsonburg District Real Estate Board
7.3.1 Listings & Statistics
8. Round Table
9. Next Meeting
10. Adjournment
Proposed Resolution #3
Moved by:
Seconded by:
THAT the March 9, 2021 Economic Development Advisory Committee meeting be
adjourned at _____ a.m.
The Corporation of the Town of Tillsonburg
Economic Development Advisory Committee Meeting
February 9, 2021
7:30 a.m.
Electronic Meeting MINUTES
Present: Andrew Burns, Jeff VanRybroeck, Mayor Molnar, Councillor Deb Gilvesy,
Suzanne Renken, Jesse Goossens, Lisa Gilvesy, Steve Spanjers , Randy Thornton,
Collette Takacs
Staff: Cephas Panschow, Development Commissioner; Laura Pickersgill, Executive
Assistant; Kyle Pratt, CAO
Regrets: Lindsay Morgan-Jacko, Kirby Heckford
1. Call to Order
The meeting was called to order at 7:34 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Cedric Tomico
Seconded by: Randy Thornton
THAT the Agenda as prepared for the Economic Development Advisory Committee
meeting of February 9, 2021, be adopted.
Carried
3. Adoption of Pre vious Minutes
Resolution #2
Moved by: Councillor Gilvesy
Seconded by: Cedric Tomico
THAT the Minutes as prepared for the Economic Development Advisory C ommittee
meeting of January 12, 2021, be adopted.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. Presentations
6. General Business & Reports
6.1 Monthly Projects Update
Cephas provided an overview of the Monthly Projects Update for the Economic
Development Department.
It was noted that the draft version of the Economic Development Strategy has been
reviewed by the subcommittee. Staff will send out a list of action items included in
the draft for comment from members following this meeting. If required, the Chair
can call a special meeting of the Economic Development Advisory Committee to
review this draft further.
6.2 Criteria for Reviewing Development Applications
Chair Goossens presented the Committee’s recommendation to Council at their
meeting held on February 8, 2021 regarding the inclusion of the Committee on
various development applications. The recommendation was supported by Council.
Staff will work together to develop a process for getting this initiative started and for
ensuring this does not cause any slow down to the processes. Suzanne noted that
the Chamber follows the process of having the applications submitted to her and
then she circulates the applications for comment with a deadline to the
subcommittee, the subcommittee sends back their comments to her in which she
provides a summary of comments to the planning department. Suzanne collects
comments and sends them back as a whole before the deadline. It was suggested
that only 3-5 days be given to members to comment on the applications.
6.3 Auto Mayors Action Plan 2021 Update
Opportunity was provided for members to give their comments on this Action Plan.
There was concern noted with the amount of focus being put on electric vehicles
whereas there should also be focus placed on sustaining the current industry
especially given the fact that auto manufacturers have a shortage of supplies right
now and they are having to lay off workers. It was also suggested that the clause
that would ‘require’ developers to have infrastructure for charging stations be rather
‘an incentive’ then a requirement to lessen the burden on developers.
6.4 Economic Development & Marketing Q4 Report
Cephas Panschow provided an overview of the Q4 Report for Economic
Development and Marketing. Staff believe that there have been a higher number of
lead files opened due to the fact that Van Norman Innovation Park construction is
underway, increased demand in the industrial sector and that advertising has
inc reased with the addition of paid online marketing to increase the Town’s
presence. It was noted that there were almost an equal amount of businesses that
opened and businesses that closed in 2020. The Town’s website traffic greatly
increased likely as a result of announcements related to the pandemic.
6.5 Oxford County Development Charges Review Study
Sheena Pawliwec, Director of Finance and Eric Gilbert, Senior Planner joined the
meeting and provided an overview of this study.
It was noted that in September 2020 the Province announced that there will be
amendments required to the Development Charges By-Laws and that there is a two-
year implementation phase to do so. Sheena mentioned that the current
Development Charges By-Law is set to expire in June 2024 unless it is repealed by
Council sooner than that.
A highlight of the changes include that there will be a longer period of time required
to post notice of a public meeting to discuss Development C harges By-Law updates
for a period of at least 60 days before. There will be a removal of a 10% statutory
deduction from previously deemed ‘soft services’ therefore these funds will not need
to be funded through grants, taxation, etc. but rather will be made the res ponsibility
of the developer. The term ‘Administrative Studies Service’ will change to ‘Growth-
Related Studies’ and this will include the cost of undertaking this Development
Charge By-Law amendment process. There will be a reallocation of service-specific
studies to eligible services from Administrative Studies Service. There will be no
significant change between residential and non-residential funding of weighted
averages of service fees for projects . It was mentioned that the Town only collects
development charges on residential developments. There will be statutory
exemptions for intensification of housing within existing residential buildings and
associated ancillary structures and secondary dwelling units within (or within
structures ancillary to) new residential dwellings. The Development Charges will be
determined at the Site Plan Application or Zoning By-Law Amendment application
date. There will be changes to allow for installment payments to be made for rental
housing, institutional and non-profit housing developments. The lower-tier
municipalities would like to impose an interest charge on Development Charges at
Site Plan or Zoning By-Law Amendment application date and allow for installment
payments at a rate equivalent to the Bank of Canada Prime Rate plus 2% set
annually on April 1, at the time of indexing Development Charge rates. There is a
public meeting scheduled for February 22.
Eric indicated that two new full-time positions will be added to the Planning
Department, beginning in April 2021, with hopes that these positions will alleviate
some of the overwhelming workload placed on the current Planning D epartment.
Eric also noted that the Engineering Department for the Town has requested a new
position that will help speed up of transition of documents and speed up
development reviews. There is a new automated software being implemented that
should increase efficiency and reduce timing of application processing.
Eric and Sheena left the meeting at 8:50 a.m.
6.6 Tillsonburg Hydro Inc.
No updates. Staff will send a status update on this item after the meeting.
6.7 Town Hall Task Force
The Committee is meeting tomorrow afternoon to review various options for the
Town Hall project. It was noted that there is not an established timeline at this point
from the Committee to have their recommendations submitted to Council.
6.8 Physician Re cruitment & Retention Committee
The February 4th meeting was cancelled and the next meeting is scheduled for May
2021.
6.9 Community Strategic Plan
The Community Strategic Plan update is well underway with Council already having
their first workshop with the consultant. The second Council workshop is scheduled
for February 16 with the consultant.
7. Community Organization Updates
7.1 Downtown Business Improvement Association
There were no questions or comments regarding the report.
7.2 Tillsonburg District Chamber of Commerce
It was noted that there will be new directors welcomed at tomorrow’s board meeting
whom were elected at the recent AGM.
7.3 Tillsonburg District Real Estate Board
7.3.1 Listings & Statistics
There were no comments or questions about these documents. The question
was posed as to where the Town would be placed in comparison to the rest of
the Province for high levels of growth. It was also noted that there is very little
commercial space available in the Town.
8. Round Table
There was disappointment noted regarding the recent announcements from the
Province regarding the COVID -19 pandemic and its lack of support for certain
sectors , including personal service. The TDCC had previously sent a letter to the
Premier’s Office regarding this and asking them to pay more attention to certain
sectors.
9. Next Meeting
March 9, 2021 at 7:30 a.m.
10. Adjournment
Resolution #3
Moved by: Andrew Burns
Seconded by: Cedric Tomico
THAT the February 9, 2021 Economic Development Advisory Committee meeting be
adjourned at 9:01 a.m.
Carried
Monthly Project Update – (March 2021)
Prepared for the Economic Development Advisory Committee
Project Name/Reference Status
Downtown Business Development Staff preparing a marketing profile based on data from the retail study to
support retail recruitment efforts.
Economic Development Strategy
Update
To be brought forward for review and prioritization of action items at the
March meeting
Future Industrial Growth Council approved resolution regarding listing the VIP lands. Next steps
prepare RFP and release.
High Tech Manufacturing Sub-
cluster Action Plan
Implementation plan and model being updated. Virtual Supplier Fair
held in conjunction with an Ontario Ministry (MEDJCT) on Jan 28.
Hydro Subcommittee Hydro Subcommittee to meet with Tillsonburg Hydro and report back.
Pandemic Recovery Providing business support information
Post -Secondary Education
Enhancements
Working on supporting increased engagement between high school and
local businesses through enhancements to Career Studies courses.
Recruited four guest speakers for second quadmester courses.
Surveyed local businesses to obtain list of businesses that can support
future quadmester classes.
To wn Hall Project In process.
Van Norman Innovation Park Preliminary earthworks contract nearing completion with forebay shaping
currently underway. County approvals of final Servicing design
obtained with tender anticipated to be released in March for award
thereafter. Rezoning for south lands in process . Electrical grid design
completed.
Wayfinding Signage Update In process . Anticipate bringing forward for committee review in April .
Economic Development
Strategy Update
Presented to the Economic
Development Advisory Committee
March 9, 2021
2
Outline
•Economic Base Analysis
•Determining Future Priorities
•Strategic Priorities
•Goals, Objectives and Actions
•Next Steps
3
Economic Base Analysis
4
Historic, Current and Projected Population Change
Year Tillsonburg Oxford
County Tri -County Ontario
2006 14,822 102,756 295,919 12,160,282
2011 15,301 105,719 302,298 12,851,821
2016 15,872 110,862 309,627 13,448,494
2018 16,749 117,520 326,595 14,256,800
2023 17,341 123,106 335,454 14,929,100
2028 17,909 128,718 344,123 15,633,200
% of Population Change (2006-2016)7.1%7.9%4.6%10.6%
% of Population Change (2016-2018)5.5%6.0%5.5%6.0%
% of Population Change (2018-2023)3.5%4.8%2.7%4.7%
% of Population Change (2023-2028)3.3%4.6%2.6%4.7%
% of Population Change (2006-2028)21%25%16%29%
Source: Statistics Canada, 2011 Census of Population. Statistics Canada, 2016 Census of Population. 2018 Manifold Data Mining Inc.
5
Age of the Population by Broad Age Groups
15%
11%11%11%
14%13%
25%
15%
10%10%11%
13%
14%
28%
15%
10%10%10%12%
14%
28%
0%
5%
10%
15%
20%
25%
30%
0-14 15-24 25-34 35-44 45-54 55-64 65+Total Population Age Groups (years)
2011 2016 2018
6
Population by Age -Tillsonburg vs
Comparators
15%
10%10%10%
12%
14%
28%
17%
12%11%11%
13%
16%
19%
16%
12%13%13%14%14%
17%
0%
5%
10%
15%
20%
25%
30%
0-14 15-24 25-34 35-44 45-54 55-64 65+Percentage of Total PopulationAge Groups (years)
Tillsonburg Tri-County Ontario
7
Average Dwelling Value: 2011, 2016, 2018 $224,400 $261,565 $293,016 $244,726 $291,319 $331,842 $367,428 $506,409 $569,709 $-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
2011 2016 2018Average Value of Dwellings ($)Tillsonburg Tri-County Ontario
8
Median Housing Income
$52,228
$58,418
$62,375 $61,668
$69,825
$77,262
$66,358
$74,287
$79,939
$-
$20,000
$40,000
$60,000
$80,000
$100,000
2010 2015 2018Median Household Income ($)Tillsonburg Tri-county Ontario
9
Education
26%
24%
18%
33%
30%
27%
3%
4%
3%
3%
5%
3%
23%
25%
21%
1%
2%
2%
11%
11%
26%
0%10%20%30%40%50%60%70%80%90%100%
Tillsonburg
Tri-County
Ontario
Educational Attainment (%)
No certificate, diploma or degree Secondary (high) school diploma or equivalency certificate Trades certificate or diploma
Certificate of Apprenticeship or Certificate of Qualification College, CEGEP or other non-university certificate or diploma University certificate or diploma below bachelor level
University certificate, diploma or degree at bachelor level or above
10
Labour Force by Industry
Labour force population aged 15+ years by
industry (NAICS)Tillsonburg % of
total Tri -County % of
total Ontario % of
total
All industries 7,693 100%167,347 100%7,475,890 100%
Agriculture, forestry, fishing and hunting 196 2.5%11,498 6.9%114,696 1.5%
Mining, quarrying, and oil and gas extraction 29 0.4%669 0.4%39,583 0.5%
Utilities 60 0.8%1,408 0.8%64,914 0.9%
Construction 429 5.6%13,517 8.1%503,917 6.7%
Manufacturing 1,882 24.5%29,118 17.4%717,354 9.6%
Wholesale trade 233 3.0%6,751 4.0%297,182 4.0%
Retail trade 1,059 13.8%17,659 10.6%818,675 11.0%
Transportation and warehousing 336 4.4%9,482 5.7%356,339 4.8%
Information and cultural industries 86 1.1%2,109 1.3%201,583 2.7%
Finance and insurance 219 2.8%4,861 2.9%412,156 5.5%
Real estate and rental and leasing 143 1.9%2,301 1.4%168,046 2.2%
Professional, scientific and technical services 320 4.2%6,114 3.7%603,992 8.1%
Management of companies and enterprises -0.0%162 0.1%17,751 0.2%
Admin & support, waste mgmt. & remediation 339 4.4%7,050 4.2%364,118 4.9%
Educational services 324 4.2%8,944 5.3%559,819 7.5%
Health care and social assistance 731 9.5%18,336 11.0%789,330 10.6%
Arts, entertainment and recreation 128 1.7%3,081 1.8%171,333 2.3%
Accommodation and food services 523 6.8%10,126 6.1%505,328 6.8%
Other services (except public administration)360 4.7%7,708 4.6%322,166 4.3%
Public administration 296 3.8%6,454 3.9%447,604 6.0%
11
Labour Force by Industry Subsector
Labour force population aged 15+ years by industry subsectors (NAICS)Tillsonburg Percent LQ
336 Transportation equipment manufacturing 1,115 14.49%6.97
333 Machinery manufacturing 163 2.12%2.87
484 Truck transportation 210 2.73%1.9
441 Motor vehicle and parts dealers 173 2.25%1.86
332 Fabricated metal product manufacturing 120 1.56%1.72
445 Food and beverage stores 316 4.11%1.57
111 -112 Farms 163 2.12%1.56
311 Food manufacturing 137 1.78%1.53
452 General merchandise stores 161 2.09%1.46
811 Repair and maintenance 131 1.70%1.33
623 Nursing and residential care facilities 179 2.33%1.18
722 Food services and drinking places 489 6.36%1.06
238 Specialty trade contractors 315 4.10%0.99
624 Social assistance 151 1.96%0.96
561 Administrative and support services 339 4.41%0.94
913 Local, municipal and regional public administration 162 2.11%0.92
621 Ambulatory health care services 222 2.89%0.82
622 Hospitals 178 2.31%0.77
611 Educational services 324 4.21%0.56
12
Labour Force Commuting Patterns
Labour force population aged 15+ years by
industry subsectors (NAICS)
Residents
working IN
Tillsonburg
Tillsonburg
resident ‘working
outside’
Tillsonburg (A)
Non-residents
‘working in’
Tillsonburg (B)
B-A = Net
Import
(+)/Net Export
(-)
Total 3,315 2,710 4,215 1,505
336 Transportation equipment manufacturing 525 480 1,020 540
722 Food services and drinking places 295 150 180 30
561 Administrative and support services 145 55 90 35
611 Educational services 125 125 125 0
541 Professional, scientific and technical services 95 85 130 45
445 Food and beverage stores 170 90 30 -60
238 Specialty trade contractors 85 70 85 15
621 Ambulatory health care services 135 65 170 105
13
Place of Work -Residents
22%
11%
11%10%
5%
4%
3%
3%
2%
2%
1%
13%
Norfolk County
London
Woodstock
Ingersoll
South-West Oxford
Norwich
Bayham
St. Thomas
Haldimand County
Brantford
Aylmer
Rest of communities
14
Place of Residence –In-commuters
38%
14%9%
8%
6%
5%
4%
3%
3%
3%1%1%3%
Norfolk County
Bayham
Norwich
South-West Oxford
London
Malahide
St. Thomas
Ingersoll
Woodstock
Aylmer
Thames Centre
Brant
Rest of communities
15
Employment Trends: Ingersoll Tillsonburg
& Woodstock
17,130
25,430
38,700
9,570 8,580
10,800
-
10,000
20,000
30,000
40,000
50,000
2001 2006 2011 2016 2021 2026 2031 2036 2041 2046Employment (number)Woodstock Tillsonburg Ingersoll
16
Total Businesses in Tillsonburg (2019)
Total
Businesse
s
Without
employee
s
With
employees
Businesses with Employees (Range)
1-4 5-9 10-19 20-49 50-99 100-199 200-499
5
0
0
+
1,474 943 531 243 114 81 59 17 12 5 -
100%64.0%36.0%16.5%7.7%5.5%4.0%1.2%0.8%0.3%0
%
17
Concentration/Percentage of Mfg Sector
Comparison (2019)
18
Summary –Economic Base Analysis
•The 25 -44 age cohort has not seen a rate increase
between the two census periods and 2018, which may
suggest a trend towards a future skills gap
•Household income is comparatively lower than Tri -
County and the Province but did see a 16% rate of
increase ($10,147) from 2011 to 2018
•Tillsonburg’s largest income brackets are the $20,000 to
$39,999 bracket, representing 30% of total income
groups, and the $40,000 to $59,999 bracket, which
represents 21% of total household incomes
19
Summary –Economic Base Analysis
•Monitor changes in the manufacturing sector as it
is a critical employer within the community
accounting for nearly one-fourth of total jobs
•Given the anticipated impact of COVID -19 on the
retail and accommodation and food services
sectors, more support may be required to ensure
the long-term sustainability of these sectors and a
return to work for the 1,500 people employed in
these sectors
20
Summary –Economic Base Analysis
•Finance and Insurance sector accounts for 7% of all
businesses in Tillsonburg, which is a slightly larger
percentage than the comparator communities
•Accounting, tax preparation, bookkeeping and
payroll services is the largest sub-sector within
Tillsonburg, recording 20 businesses or 20% of the
total sector and is at a comparative strength
recording a LQ of 1.98
21
Determining Future
Priorities
22
2008 Strategic Themes
Strategic
Themes Strategy
Industrial
Development
Support the Development of Key Economic Clusters
Evaluation of the Potential for Development of a Regionally Significant
Industrial Park at Tillsonburg Airport
Use the hospital as leverage for opportunities for health care provision
Tourism Develop a Tourism Strategy
Downtown
Create New Downtown Identity
Review of Existing Improvement Plans
Review Zoning By-Law and Official Plan regarding Residential Densities
in the Downtown
Explore Possibilities for Development of Town Hall
Education and
Labour Force
Development
Build Employer, Educational Institution and Town Partnership for
Career Counselling
Establishment of Apprenticeships
Establish a Seniors Advisory Committee
23
A Shifting Economy
•Industry 4.0 and Industrial Production
•FDI Patterns
•Canadian Trade Agreements
•Placemaking and Economic Growth
•Resident Attraction
•A Talent Pipeline
•COVID -19
24
Current Economic Development Needs
•Stakeholder Consultation:
•What is the greatest opportunity for Tillsonburg to
sustain the growth of the local economy over the next 5
years?
•What challenges are limiting economic growth in
Tillsonburg?
•Where does the town need to focus its efforts on over
the next 18-24 months?
•Consultations Themes
25
Opportunities for Growth
•Manufacturing first lens, as it drives much of the economic success in the town
•Establish a technology/innovation hub
•Provide shovel ready lands and pursue the development of airport lands
•Capitalize on the remote working trend resulting from COVID-19
•Expand health care services
•Ensure broadband availability
•Build on existing cultural assets
•Showcase the local artists and artisans, promote the emerging arts community, cultural and social experiences
•Stronger online marketing presence that includes cultural experiences
26
Opportunities for Growth
•Build on existing partnerships with BIA, Oxford Tourism, Oxford Creative Connections and Tillsonburg Multi-Service Centre to improve awareness of existing initiatives and Tillsonburg’spriorities
•Work with Tillsonburg District Chamber of Commerce to build on the existing relationship with Council and EDO
•Promote the community as a space to live and raise a family –children’s programs
•Target sports tourism, agri-tourism (winery, microbreweries), capitalize on Norfolk/Elgin Winery cluster
•Pursue hotel development that allows people to stay in town
•Regional talent attraction, attract and retain younger professionals
•Flexible zoning, ease of development approvals
•Environmental health and safety
27
Challenges limiting economic growth
•Boundaries adjustments with South-West Oxford
Township, limited hydro and no agreement for
shared assessment hinder the development of the
airport site for an industrial park although town
owns 600 acres.
•Competition for talent attraction & retention
•Lack of awareness of employment opportunities –
trades are still viewed as not attractive careers
•Lack of apprenticeship positions for trades
28
Challenges limiting economic growth
•Lack of affordable housing opportunities for young professionals, entry-level workers
•Gaps in cultural and recreational amenities that would encourage people to live and work here
•Volunteer burnout –cultural sector
•The municipality needs to advocate better for business priorities
•Some manufactures are witnessing a high-turnover in staff
•Highway 19/401 congested –need better access to the town
29
Economic Growth Focus in the next 18-
24 months
•Continuously engage businesses & employers to understand their evolving needs and support business programming
•Market Tillsonburg as a manufacturing hub, a regional centre and a remote working environment
•Need for entry-level housing
•Open for business message needs to resonate
•Increased training, job placement & internship opportunities
•Develop a secondary industrial area
30
Business Survey Responses
•113 Respondents
•96% overall business satisfaction
•Support needed:
•24% Financial grants/cash flow
•13% Information and leadership
•12% Property tax assistance
•Very satisfied or somewhat satisfied with Water
Availability (93%), local roads/streets (86%) and
Provincial roads/highways (86%)
31
Business Survey Responses
•Very dissatisfied or somewhat dissatisfied with
Availability of housing (52%), Availability of
Unskilled labour (48%), Availability of property for
purchase or lease (46%)
•Very important factors:
•Support for small business (63%)
•Downtown revitalization (54%)
•Promotion and marketing of Tillsonburg (54%)
32
Strategic Priorities
33
Strategic Priorities
•Enhance Investment Readiness
•Investment readiness for Tillsonburg ranges from providing high -quality, shovel ready industrial lands, targeting
technology-based manufacturing to collaborative
partnerships that allow for growth and investment.
•Improved Support for Entrepreneurship and the Small
Business Economy
•Opportunities exist to build on existing programming and
support as 63% of business survey respondents indicated
that support for small business is important to ensure future
growth in the town
34
Strategic Priorities
•Support for the Creative Cultural Economy
•Building on the guiding principle of the 2011 Community Parks, Recreation & Cultural Strategic Master Plan, an
updated cultural asset inventory and a Cultural Master Plan
will showcase the diverse range of assets in the town and
enhance opportunities for cultural production and consumption
•Build Sustainable Community and Business
Infrastructure
•Invest in community infrastructure, workforce development
and sustainability goals that ensure the well-being of residents and serve as resident and talent attraction enablers
35
Strategic Priorities
•Raise the Town’s Profile
•Rural and small -town communities are well -positioned
to capitalize on this trend (urban migration), provided it
has the needed infrastructure (particularly broadband)
and place-based amenities that support the lifestyle
aspirations of an urban population
•The forthcoming Community Strategic Plan should
inform this discussion
36
Goals , Objectives and Actions
•Goal 1: Enable a Tech-based Business Environment (11 Actions)
•Foster a business environment that supports the expansion and sustainability of existing businesses and attracts new business investment and entrepreneurs through a commitment to innovation.
•Goal 2: Create A Strong Local Brand (12 Actions)
•Develop a broad regional-based value proposition to attract business, investors and residents that incorporates the specific strengths found in the town.
•Goal 3: Transform to the Creative Entrepreneurial Economy (8 Actions)
•Leverage the creative and cultural industries to drive innovation and economic growth of the town’s entrepreneurial economy.
37
Goal 1: A Tech -Enabled Business Environment
#Action Lead/ Partner Timing
S M L
1.1 Create a business environment that supports the expansion and sustainability of existing businesses and attracts
new business investment and entrepreneurs through a commitment to technology integration and innovation.
1.1.1
Provide online resources for local businesses in the form of webinars,
links to various financial supports, website design/e-commerce tools and
in-person consultation.
Work with local businesses as required to assist in the
identification of available funding.
EDO; CFDC
1.1.2 Support local businesses to build online/e -commerce capability and
capacity.EDO; CFDC
1.1.3 Work with the Chamber of Commerce to promote SBEC efforts to
implement a Digital Main Street Program.SBEC; CC; BIA
1.1.4
Ensure the inventory of available serviced and un-serviced commercial
and industrial land is updated and available online.EDO; Planning
1.1.5
Fast track the Airport Site Master Plan to understand the benefits to the
town and shared service agreement requirements with the neighbouring
community.Town
38
Goal 1: A Tech -Enabled Business Environment
1.1.6
Undertake an Employment Lands Needs Study to determine the
current and expected demand for higher-order employment lands,
including office, commercial and industrial.
Support the preparation of shovel-ready employment/industrial
lands to ensure long term competitiveness.
Town
1.1.7
Continue to monitor the ongoing impact of CUSMA and other trade
agreements through regular engagement with provincial and federal
trade representatives.
MEDJCT; EDO
1.1.8
Support investment in the manufacturing sector by adopting the
recommendations in the High-Tech Manufacturing Sub-Cluster Action
Plan.
Continue to focus on fabricated metal product manufacturing,
transportation equipment manufacturing and machinery
manufacturing.
Continue to engage directly with key local industries and forge
long-term relationships.
Conduct a survey of local businesses to determine the level and
type of support for a cluster initiative.
EDO;
Manufacturers
1.1.9
Regularly engage with local partners in workforce development to
ensure a stable supply of skilled and semi-skilled workers.
Pursue opportunities to develop workforce training programs and
tailored curriculum offerings that support on-the -job training that
prepares local students for employment in the town’s high-priority
industries.
Workforce
Planning and
Development
Board; EDO
39
Goal 1: A Tech -Enabled Business Environment
1.1.10
Develop a broadband strategy with recommendations for providing a
fibre optic network throughout the town.
Support businesses’ ability to operate online or remotely by
advocating for improved access to high-speed internet and cell
phone service.
Work with local developers to ensure the integration of fibre in all
new development.
EDO; Developers
1.1.11
Take a leadership role in developing a Regional Information and
Communications Technology (ICT) & Digital Media Sector Study. The
study will take inventory of sector resources, assets and markets and
enable an understanding of the local and regional technology sector
profile and capacity.
EDO; CFDC; SBEC
40
Goal 2: An Inspiring Community Brand
#Action Lead/ Partner Timing
S M L
2.1
Enable a regional -based value proposition to attract business, investors and residents that incorporates the specific
strengths found in the town.
2.1.1
Launch a short-term destination marketing campaign that promotes the assets
of the town and positions it as a hub for remote working in South Western
Ontario.
Town
2.1.2
Promote the functionality of EngageOxford as an interactive directory, social
media platform and events calendar for local businesses.
Town
2.1.3
Support businesses participation in online ‘shop local’ efforts. This includes
identifying resources that can help businesses understand tax regulations,
technology implications etc.
EDO; CC; SBEC
2.1.4
Advocate for tourism priorities, showcasing Tillsonburg’s authentic tourism
experiences and promoting these experiences to local and regional
accommodation providers and tour operators.
EDO; RCD;
Tourism Oxford
2.1.5
Develop ‘Here we Grow’ business profiles and testimonials, interactive maps
and other business information products that showcase the story of
Tillsonburg’s business community and entrepreneurs.
EDO
41
Goal 2: An Inspiring Community Brand
2.1.6
Adopt the recommendations of the 2019 Retail Gap Analysis, including the
“Invest in Tillsonburg Downtown” digital and/or online marketing piece.
EDO; Planning
2.1.7
Continue to improve online -access to and assistance of the town’s development
approvals and permitting process.
Planning
2.1.8
Continue to position and promote the Van Norman Innovation Park to secure
investment in the advanced manufacturing, information technology and food
processing sectors.EDO
2.1.9
Continue to implement a Physician Recruitment Program to attract and retain
doctors and health care professionals in the town. EDO
2.1.10
Undertake a housing needs study to address perceived gaps in inventory,
affordability, and demand, in the short -term (remote workers) and long term
(permanent residents).
Planning; EDO
2.1.11
Explore the expansion and resourcing of the Town’s CIP program to support
residential development (particularly rental accommodation), the targeting of
key sector investment including tourism and the continued revitalization of the
downtown.
Planning; EDO
2.1.12
Advocate for the provision of regional transit service and related infrastructure
to support economic growth and workforce mobility.
Town; CC
42
Goal 3: Transform to the Creative
Entrepreneurial Economy
#Action Lead/ Partner Timing
S M L
3.1 Leverage the creative and cultural industries to drive innovation and economic growth of the town’s
entrepreneurial economy.
3.1.1
Support networking opportunities with local and regional stakeholders
(not for profit, for-profit, institutions, intermediaries, BIA’s and chambers
of Commerce) as a way to promote, connect and coordinate the creative
and cultural industries and initiatives.
RCD; EDO;
Cultural
Organizations
3.1.2
Support the development and enhancement of cultural tourism products
and enterprises that align with the marketing and promotional efforts of
Tourism Oxford.
Work with the County to investigate opportunities for agri-based
tourism and value -added agricultural products, e.g. farms festivals,
artisan food, craft brewery and organic produce.
EDO;
Tourism Oxford;
Cultural
Organizations
3.1.3
Undertake a cultural asset mapping exercise to quantify the full range of
arts, cultural, tourism and heritage assets in the town. The asset map can
also serve to market, promote and showcase resources and attract new
business investment.
RCD
3.1.4
Develop a creative economy handbook that provides a listing of
government programming and services to support the growth of a
creative economy and provides profiles of business, entrepreneurs or
organizations that contribute to the success of the creative economy.
EDO;
CFDC
43
Goal 3: Transform to the Creative
Entrepreneurial Economy
3.1.5
Pursue the creation of co-working spaces geared to entrepreneurs and
teleworkers (e.g. thecreativespace.ca)EDO; Developers
3.1.6
Operate an innovation hub that offers on-one business in-person and
virtual consultations, business plan reviews, networking events, access to
online learning and seminars/workshops
Identify and advocate for the use of existing vacant buildings and/or
storefronts as temporary artist space.
Explore the feasibility of a Makerspace to allow for entrepreneurs to
collaborate, network and share resources and tools.
EDO;
SBEC;
CFDC; BIA
3.1.7
Conduct a service delivery audit to determine the opportunities to reduce
operating costs for the town and the associated reduction in development
approval/permitting costs.Town
3.1.8
Develop a Festival and Events Strategy to ensure a long-term vision and
support for the town’s festivals and events. RCD
44
Next Steps
•Prioritize Identified Actions:
•Immediate (pandemic recovery)
•Short Term
•Medium Term
•Long Term
•Future Consideration (nice to do but not a priority)
•Bring forward to Council for adoption in principle
with items being brought forward for future budget
and business plan consideration
•Begin implementation of immediate action items
45
Let’s Prioritize!
Page 1 of 6
Subject: 2021 Development Charge Study Update
Report Number: FIN 21-08
Department: Finance
Submitted by: Sheena Pawliwec , CPA, CGA, Director of Finance/Treasurer
Meeting Type: Council Meeting
Meeting Date: Monday, March 8, 2021
RECOMMENDATION
THAT a By-Law to Amend Development Charges By-law 4315 for the Tow n of
Tillsonburg be brought forward for consideration at the March 22, 2021 Council meeting.
BACKGROUND
On September 18, 2020, the Minister of Municipal Affairs and Housing announced
provincial amendments to the Development Charges Act. In response, County Council
in agreement with the Area Municipalities retained Wats on & Associates Economists
Ltd. (Watson) to facilitate an Oxford County and Area Municipalities joint review and
update of current Development Charge Background Studies and By-laws to reflect
amendments.
This joint review process facilitated by Watson involved collaboration with a Steering
Committee comprised of representation from the County and all the participating Area
Municipalities to review the legislative changes and assist in developing appropriate
revisions with a view to achieve compliance where necessary and to consider options
for discretionary provisions.
An electronic statutory public meeting was held at the regular Tillsonburg Council
meeting scheduled on Monday, February 22 at 6pm. Watson presented the findings
from the joint review and an opportunity was provided for public input on the
municipality’s proposed D.C. By-Law and underlying background study update.
This report has been prepared in response to the following resolution as approved by
Council on February 22, 2021;
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Page 2 of 6
DISCUSSION
The purpose of the proposed D.C. By-Law amendment is to reflect the recent
amendments to the Development Charge Act made through the More Homes, More
Choice Act, and COVID-19 Economic Recovery Act. These amendments include
c hanges to the D.C. recoverable costs and timing of calculation and collection of D.C’s
and statutory exemptions . All other components of the Town’s existing 2019 D.C.
Background Study and D.C. By-law 4315 remain unchanged including its existing expiry
on June 13, 2024 (unless repealed by Council at an earlier date).
The following are amendments to the By-Law policy to ens ure compliance with the
revised legislation;
Statutory Exemptions
• Intensification of housing within existing residential buildings and associated
ancillary structures and second dwelling units within (or within structures ancillary to)
new residential dwellings:
o May add up to two apartments for a single detached home as long as size of
home doesn’t double.
o Add one additional unit in medium & high density buildings .
• The creation of a second dwelling unit in prescribed classes of new residential
buildings, including structures ancillary to dwellings .
Collection Timing
• D.C.’s for developments proceeding through site plan or zoning By-Law amendment
will be determined based on the charges in effect on the day of application. Charges
will be frozen for a maximum of two years after the date the planning application is
approved.
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Page 3 of 6
• Payment of D.C’s related to rental housing and institutional development in 6 equal
annual ins tallments commencing on the date of occupancy.
o Institutional development includes long term care homes, retirement homes,
universities and colleges, memorial homes, clubhouses or athletic grounds of
Royal Canadian Legion, and hospices.
• Non-profit housing will pay D.C.’s in 21 equal annual payments commencing from
the date of occupancy.
Recoverable costs
• Removal of the 10% statutory deduction on previously deemed “soft services” from
the calculation of the charge for Parks and Recreation Services, and Adm inistration
Studies .
• Reallocation of service specific studies .
o Administration Studies Service changed to Growth -Related Studies . Those that
were included in the Administration Studies within the current D.C. By-Law have
been reallocated to the individual services to which they relate.
• Inclusion of the D.C. amendment costs (Tillsonburg - $7,085).
Interest charges
The imposition of interes t charges to D.C.’s determined at site plan or zoning bylaw
amendment application dates and on installment payments are discretionary and will be
imposed as identified the Town’s amending By-Law.
Staff is in support of the Steering Committee’s opinion that the Bank of Canada prime
rate + 2% is a fair interest charge to ensure that growth pays for growth; to compensate
for costs related to the delay in collection of funds for growth related projects. The
amount will be set annually at the time the D.C. rates are indexed, being April 1st. The
interest rate will remain fixed for the duration of the installment payments.
Transition Timing
A By -Law effective date of April 1, 2021 has been selected to coincide with the Town’s
regular annual indexing. By doing so this provides a simplified D.C. charge adjustment
offering a streamlined, uncomplicated schedule of charges to developers and reducing
administration time by staff. Additionally, this aims to achieve consistency between the
Town, County, and Area Municipalities.
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Page 4 of 6
The D.C. changes are required to be implemented by municipalities by September 18,
2022 which reflects a two-year timeframe from the date of the initial provincial
announcement. The Development Charge Update Study as prepared by Watson has a
shelf-life of one year after which time, should the proposed amending By-Law not be
passed, it would be required to be recompleted.
CONSULTATION
Watson in collaboration with a Steering Committee comprised of representation from
the County and all the participating Area Municipalities review ed the legislative changes
and assisted in developing appropriate revisions with a view to achieve compliance
where necessary and to consider options for discretionary provisions.
The Director of Finance, Chief Building Official, and Director of Corporate Services
(Town Clerk) participated in the specific review regarding the Town’s Development
Charges. Additionally, the entire Senior Leadership Team was consulted for feedback
with respect to the potential for additional adjustment opportunities for consideration
during the interim review process.
Under the Development Charges Act, a public meeting is required prior to the passing
of a development charge By-Law(s). The purpose of this meeting is for the public to ask
questions and/or provide comments on the background study and proposed By-Law(s).
The draft Tills onburg Development Charge Update Study (Attachment A) including the
proposed amending By-Law was posted to the Town’s website on January 21, 2021
offering in excess of 60 days’ notice in advance of the statutory public meeting which
took place on February 22, 2021. Advertisement of the public meeting was posted to the
Town’s website and placed in the local newspaper. The update study and the
presentation material have also been circulated to all Town committees in addition to
builders and developers operating throughout the Town.
FINANCIAL IMPACT
The resulting financial effect of these legislative changes by service/class equates to an
increase of $98,396 as outlined under Table 1. The change to the current Town D.C.
rates in comparison to the amended 2021 rates is depicted within Table 2. The
single/semi-detached and non-residential schedule of charges comparison is further
broken down as contained in Table 3. It is important to note that all figures have been
indexed for 2021 at a rate of 2.5% in accordance with the most recent twelve month
change in the Statistics Canada Quarterly, “Construction Price Statistics”.
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Table 1: Development Charge-Eligible Cost Comparison
Table 2: Amended 2021 Schedule of Charges*
Table 3: 2021 Single/Semi-Detached & Non-Residential Schedule of Charges
Comparison*
* The current and amended 2021 charges have been indexed in accordance with the most recent twelve month
change in the Statistics Canada Quarterly, “Construction Price Statistics” (2.5%).
In summary, the resulting D.C. increase to residential development totals 4.4% relating
to the Town’s portion of charges and 0.7% on the County’s portion resulting in a
blended total residential D.C. charge increase of 2.1%. The D.C. increase to non-
residential development totals 0.2% relating to the Town’s portion of charges however
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Page 6 of 6
the existing By-Law exempts the collection of the Town’s portion of non-residential D.C.
charges ; no changes to this exemption are presently proposed.
COMMUNITY ST RATEGIC 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 – Watson & Associates Tow n of Tillsonburg 2021 Development Charges
Update Study
February 22, 2021
Town of Tillsonburg
2021 Development Charges
Update Study
1
Public Meeting
Introduction
•This meeting is a mandatory requirement under the Development
Charges Act (D.C.A.)
•Prior to Council’s consideration of a by-law, a background study must
be prepared and available to the public a minimum of 2 weeks prior to a
public meeting and provided on the municipality’s website 60 days prior
to by-law passage
•Purpose of the public meeting is to provide an overview of the
proposed amendment and to receive public input on the matter
Public Meeting Purpose
2
Introduction
•Development Charges (D.C.) Update Study prepared to amend the
Town’s 2019 D.C. Background Study and By-law 4315
•Purpose of the proposed D.C. by-law amendment is to:
•Reflect recent amendments to the D.C.A. made through the More
Homes, More Choice Act, and COVID-19 Economic Recovery Act,
including:
•Changes to the D.C. recoverable costs (i.e.removal of the 10%
statutory deduction, updates to capital cost estimates and reallocation of
service specific growth-related studies); and
•Changes to the timing of calculation and collection of D.C.s and
statutory exemptions
•All other components of the 2019 D.C. Background Study and D.C. By-
law 4315 remain unchanged
Development Charges Update Study and By-law Amendment
3
D.C. By-law Amendment
•Changes to the D.C. recoverable costs by service include:
•Removal of the 10% statutory deduction from the calculation of the
charge for Parks and Recreation Services and Administration
Studies
•Reallocation of service specific studies and inclusion of D.C.
amendment costs
D.C. Eligible Costs
4
Municipal Wide Services/Class of Service:
Roads and Related 8,775,358 8,835,358 60,000
Fire Services 489,400 526,900 37,500
Police Services 44,644 44,644 -
Parks & Recreation 677,510 923,561 246,051
Administration Studies (Growth-Related Studies)382,596 137,441 (245,155)
Total 10,369,508 10,467,904 98,396
Change ($)2021 By-law
Amendment2019 D.C. StudyService/Class
2020 D.C. Amendment
Proposed Schedule of Charges
5
2019$
2021$
Single and Semi-
Detached Dwelling
Apartments - 2
Bedrooms +
Apartments -
Bachelor and 1
Bedroom
Other Multiples (per m 2 of Gross
Floor Area)
(per Wind
Turbine)
Municipal Wide Services/Class of Service:
Roads and Related 4,462 2,379 1,609 2,803 19.86 4,462
Fire Services 550 293 198 346 2.57 550
Police Services 47 25 17 29 0.22 47
Parks & Recreation 1,172 625 423 736 1.02 -
Growth-Related Studies 297 158 107 187 1.35 297
Total 6,528 3,480 2,354 4,101 25.01 5,356
NON-RESIDENTIAL
Service/Class
RESIDENTIAL
Single and Semi-
Detached Dwelling
Apartments - 2
Bedrooms +
Apartments -
Bachelor and 1
Bedroom
Other Multiples (per m 2 of Gross
Floor Area)
(per Wind
Turbine)
Municipal Wide Services/Class of Service:
Roads and Related 4,704 2,508 1,697 2,955 20.93 4,704
Fire Services 580 309 209 364 2.71 580
Police Services 49 26 18 31 0.23 49
Parks & Recreation 1,235 659 446 776 1.08 -
Growth-Related Studies 313 167 113 197 1.43 313
Total 6,882 3,669 2,483 4,323 26.37 5,647
Service/Class
RESIDENTIAL NON-RESIDENTIAL
D.C. Impacts and Municipal
Comparisons
6
2020 D.C. Amendment
Development Charge Comparison (2021$)
7
Service/Class Current 2021 By-law
Amendment Change ($)Change (%)
Municipal Wide Services/Class of Service:
Roads and Related 4,675 4,704 30 0.6%
Fire Services 540 580 40 7.4%
Police Services 50 49 - 0.0%
Parks & Recreation 907 1,235 329 36.3%
Growth-Related Studies 422 313 (109) -25.8%
Total 6,592 6,882 290 4.4%
Municipal Wide Services/Class of Service:
Roads and Related 20.80 20.93 0.13 0.6%
Fire Services 2.52 2.71 0.19 7.5%
Police Services 0.23 0.23 - 0.0%
Parks & Recreation 0.79 1.08 0.28 35.4%
Growth-Related Studies 1.97 1.43 (0.54) -27.4%
Total 26.31 26.37 0.06 0.2%
Residential Single and Semi-Detached Dwelling
Non-Residential (per sq. m. of Gross Floor Area)
Municipal D.C. Comparison
per Single Detached Residential Dwelling Unit (2021$)
8
$0
$5,000
$10,000
$15,000
$20,000
$25,000
$30,000
$35,000
$40,000
$45,000
Residential Development Charges (per Single Detached Dwelling)
Education DCs
Upper Tier Charges
Lower/Single Tier Charges
Municipal D.C. Comparison
$ per sq.m. of Commercial Gross Floor Area (2021$)
9
$0
$50
$100
$150
$200
$250
Commercial Development Charges (per sq.m. of GFA)
Education DCs
Upper Tier Charges
Lower/Single Tier Charges
Municipal D.C. Comparison
$ per sq.m. of Industrial Gross Floor Area (2021$)
10
$0
$20
$40
$60
$80
$100
$120
Industrial Development Charges (per sq.m. of GFA)
Education DCs
Upper Tier Charges
Lower/Single Tier Charges
D.C. By-law Policies
11
D.C. By-Law Policies
•Except for the following revisions, policies contained within By-
law 4315, remain unchanged
•Rental housing and institutional developments will pay D.C.s in 6 equal
annual payments, commencing from the date of occupancy
•Non-profit housing will pay D.C.s in 21 equal annual payments,
commencing from the date of occupancy
•D.C. for developments proceeding through Site Plan or Zoning By-law
Amendment will be determined based on the charges in effect on the
day the application is made
•Charges to be frozen for a maximum period of 2 years after planning
application approval
12
D.C. By-Law Policies
•Interest on installment payments and charges calculated at Site Plan or
Zoning By-Law Amendment application will be imposed as identified
the Town’s amending by-law. Proposed policy is consistent with that of
the County and area-municipalities (excl. Woodstock).
•Interest to be charged at the Bank of Canada Prime lending rate +
2%
•Interest rate to be determined at April 1st of each year
•This interest rate is to be fixed throughout the duration of the
installment payments
Interest Charges
13
D.C. By-Law Policies
•Residential intensification (within existing residential buildings or
structures ancillary to existing residential buildings):
•May add up to two apartments for a single detached home as long
as size of home doesn’t double
•Add one additional unit in medium & high density buildings
•The creation of a second dwelling unit in prescribed classes of new
residential buildings, including structures ancillary to dwellings
Statutory Exemptions
14
Next Steps
15
Next Steps
•Council will receive input from the public and consider any
amendments to the D.C Update Study and draft amending By-law
•Council to approve D.C Update Study and consider adoption of
amending D.C. By-law –March 22, 2021
•By-law effective date –April 1, 2021
16
RE: FEBRUARY 8, 2021 COUNCIL RESOLUTION
Resolution # 2021-062
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 have 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
• Is it appropriate for the committee to comment on some of these items, i.e. Façade Grants and
Road Construction notices?
• Subdivision Agreements are generally a private agreement between a developer and the town
and may not be appropriate to circulate publically.
• 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 consideration?
The below table provides a response to each type of information requested.
Information Requested Comment
Downtown, Industrial, and Commercial
developments
Although Site Plan Applications are public
documents (available for viewing by the public),
the re view of site plans is essentially a technical
exercise. Site plans are not generally circulated to
the public or with broader public consultation.
2
Subdivision Agreements Typically, these are legal agreements between the
Town and a developer and are not public
information.
Clarification has been that the request is actually
for Plan of Subdivision applications.
Façade Grant Applications These are administered by the BIA with input from
Town staff on a joint review committee.
Is the request for circula tion of these items as
information or does the committee want to
comment on them as well?
Community Improvement Plans Development Commissioner typically receives 1 –
3 applications per year and can provide these to
the committee for review.
Road Construction Notices Believe this request to be for circulation as an
information item and not for commenting.
Determine if Municipal 511 is able to be used and
if it is appropriate to circulate the committee with
this service.
As an initial step, staff is proposing to circulate the committee on all applications that involve public
circulation. This would be the same as is currently being circulated to the BIA/Chamber of Commerce
and includes:
• Plan of Subdivision and Plan of Condominium applications;
• Official Plan Amendment applications;
• Zone change applications;
• Severances; and,
• Minor variances.
More discussion is required regarding:
• Site Plan Applications (Downtown, Industrial and Commercial);
o What is the definition of “Downtown”, “Industrial”, “Commercial”?
3
• Façade Grant applications; and,
o If the intent is to provide comments, suggest that perhaps one member of the
Committee be appointed to the Façade Improvement Committee, where they could be
given the required background information/training on the 2012 Central Area Design
Study and the evaluation matrix the committee uses to evaluate proposed designs and
make recommendation to the BIA
• Road Construction notices.
The Development Commissioner is able to circulate Community Improvement Plan applications.
Recommendations:
• Identify a single point of contact who will be responsible to distribute applications to the
Committee/Sub-committee for timely review and comment
• Determine if involvement in Façade Grant Committee is desired
• How would the committee deal with potential conflicts of interest?
• Are the Committee’s Terms of Reference broad enough to allow for this type of
review/commenting role? If not, do they need to be updated, and possibly, prior to the
circulation beginning ?
• That a report be brought forward to Council advising as to how the previous motion will be
implemented.
Page 1 of 4
Report from BIA Chair – ED03-01
To: Economic Development Advisory Committee
From: Cedric Tomico – DTBIA Chair
Date: March 2nd, 2021
Subject: DTBIA business update
__________________________________________________________________
The following status report is provided to the ECDEV Advisory Committee:
Financial/budget:
- 2021 financial results are off to an excellent start with expenses below budget and
revenues currently tracking higher than budget.
- The tax adjustment issue has been resolved with Town Council approving a loan to cover
said adjustment by 12/31/2021 as per the Municipal Act. The BIA appreciates the
constructive approach in a timely manner.
- The Tillsonburg Horticultural Society has made a spending commitment to pay the BIA
$1,500 towards the 2021 plant materials for all the large and small pots in the BIA zone.
- The ED has reviewed and implemented a spending reduction plan supported by a Q1
spending freeze on all discretionary items.
- The Board of Management has passed a resolution for a change to the levy calculation
for the properties consisting of the Tillsonburg Town Centre Mall whereas the levy will
be apportioned as a percentage of the overall BIA budget – 43%; which replaces the
apportionment using the CVA method. This resolution has been forwarded to the
Clerk’s office for consideration of Town Council.
- The next payments from the town to the DTBIA occur on or about March 30th.
Operations:
- The team continues to do daily cleaning, 7 days a week, with full daily patrols. All refuse
is picked up daily as are dumped items in back alleys.
- Minimal sweeping is completed due to the cold temperatures however on warmer days,
we effect sweeping where/when weather permits.
- The Christmas décor in the large pots will be removed once the soil thaws.
- There are ongoing issues with certain downtown properties with respect to care and
condition which are followed up with on a daily basis. Concerns that the BIA are not
able to address are logged into the town’s CRM system for resolution.
Page 2 of 4
Membership:
- The BIA continues to assess and track the vacancy rates in the downtown BIA zone.
Vacancy rates, in spite of the pandemic, are at historically low levels. This report will
highlight any changes.
- Construction progress:
a. Betty’s Consignment: work underway at fixturing their new space in preparation
for the move – the construction is behind schedule at present.
b. New cannabis outlet at 71 Broadway (unit north of Tillsonburg Beer & Wine
Studio is scheduled to open on or about May 1st).
Town Centre Mall update:
c. QBUD Cannabis retail outlet: construction still in progress.
d. The Ardene location is temporarily closed due to a dispute between the landlord
and tenant. Ardene Head Office (Montreal) has not been paying rent in many of
their store locations for a period of time.
e. Active negotiations are underway with three new businesses.
f. CELLROX has upgraded their kiosk to a higher-end physical unit which rivals
those you would find in larger malls across Canada. It looks phenomenal.
g. LED under-canopy lighting is being installed along Broadway by TA Thompson.
There is also one new wall sconce lighting unit that has been installed to evaluate
its performance with an eye to replace the old white globe fixtures.
h. Impacts of the pandemic continue to affect the smaller retailers in more negative
way. We are keeping a close eye and are working with those affected retailers
with BIA support programs.
i. Leasing update: There are a number of leases in negotiation for both existing
and potential new tenants.
- Business status update: there were no business closures in the month of February.
- Tillsonburg’s Hobby Central has significantly increased their product assortment to
include large-scale RC vehicles, high-end colouring books, various crafting adhesives
and an expanded range of hobby paints.
- Affiliate member update: the DTBIA team is working with a number of new businesses
outside of the zone who are interested in becoming affiliate members.
Community Engagement:
- The DTBIA team is reaching out to service clubs to develop deeper relationships – this is
ongoing. Announcements will be forthcoming about partnerships.
- Tillsonburg Horticultural Society has committed to a $1,500 donation to the 2021 DTBIA
floral/on-street program – this is appreciated – (as discussed above).
- DTBIA continues to be supportive and co-operative with all planning applications in and
outside of the BIA zone.
- The DTBIA team continues to communicate via all social media channels and responds
accordingly to community feedback.
Page 3 of 4
Governance:
- The Board of Management adopted a recommendation from the ED to conduct
governance training for the board. This is being scheduled for completion forthwith.
- During the OBIAA best-practices call on March 2nd, the MMAH representative
responded to questions from members present about qualifications/eligibility to be
appointed to a BIA Board of Management. MMAH confirmed that you do not need to
be a member business; (landlord, tenant or representative); to sit on the board. In fact,
you do not even need to live in the municipality or BIA zone. In effect, you can live in
Ottawa and be appointed to the BIA Board of Management in Tillsonburg. There were
also questions about voting procedures for AGM’s which will need to be fleshed out.
- The Board still has one vacancy which we are actively trying to recruit a new board
member.
- The OBIAA will be looking at offering affinity programs to BIA members similar to what
the OCC does. This will potentially generate cost-savings for the membership.
Ambassadorial support(s):
- The ED continues to work one-on-one with business owners/tenants/landlords on
business issues, challenges and support programs.
- Three businesses have asked for assistance with filling out documentation for various
programs including loan applications.
- The ED is recommending that members look at becoming TDCC members to
immediately gain the benefit(s) of the affinity programs.
- Business metrics: The ED is providing coaching with members on pricing strategies and
to more deeply develop the B2B relationships. This is paying dividends amongst the
membership. Carriage Hall has been procuring various products and providing these
to Enchanted Eats Café and Korner Perk at the discounted rates. Flippin’ Mikes is
purchasing new flooring from Verne’s instead of buying outside of the DTBIA zone. The
DTBIA team is encouraging members to support one another.
Business Plan follow-up:
- DTBIA continues to research additional best-practices for implementation.
- There are several grant programs that are being applied for either as stand-alone
applications for funding or with joint proposals with community partners like The
Stations Arts Centre – (public art installations including murals).
- Infrastructure Ontario has released the debenture rates for municipalities including local
boards. The 5-year debenture rate is 0.96%. The ED will recommend to the board that
all capital purchases in 2021 be financed given the historically low financing rates. This
will allow the BIA to positively impact cash flows for 2021 while simultaneously making
effective use of available funding tools.
- The harsh winter has taken its toll on the metal waste receptacles and tobacco control
devices. The ED will recommend to the board that some monies be allocated for
replacement of some of these assets in FY2021.
Page 4 of 4
Other:
- At the DTBIA meeting of February 23rd, 2021; the board approved the new logo and
colourway as well as the initial brand standards for usage of same.
Advocacy:
- DTBIA continues to participate in twice-weekly best-practices calls with OBIAA members
with continuing efforts to implement those items that contribute to our continuous
improvement philosophy.
- OBIAA is working feverishly with the Provincial government on making changes to the
Municipal Act to resolve for the many structural issues that are affecting BIA’s from their
Events & Marketing:
- Activities continue to be planned to support the membership using a triage process:
assisting those most in need first.
- Additional supports are being implemented for social media engagement and
management.
- Review and update of EMC contract with time allocation; processes and follow-up to
work outputs. The incumbent is working significant hours outside of the 10 hours a week
allocation due to the needs created by the pandemic.
- Template for work assignment process has been designed and will be reviewed at the
next DTBIA board of management meeting.
- The EMC and ED are meeting regularly with the Strathallen Head Office marketing team
to ensure that the 40+ tenants of the mall are consulted and involved in the development
of the marketing plan(s).
Summary:
The DTBIA team is working collaboratively to ensure the membership is receiving the necessary
supports to move their businesses forward. In many cases, the entire team continues to go
above and beyond in meeting the expectations of the DTBIA membership.
P rope rty C lie nt Thumbnail
M e m b e r T h u m b n a il 124636 SI MCO E St Tillsonburg MLS® #: 40031071
A ct iv e / Com m ercial Sa le P rice : $259,000.00
MLS®#:40031071
Region:Oxford Bldg Area Total:1,340
Municipality Area:Tillsonburg Lot Size Area:0.12
Neighbourhd/SubDist:Tillsonburg Lot Front:141.90
Property Sub Type:Building and Land Lot Depth:
Business Type:Tax Amount:$2,949
Waterfront Y/N:No Tax Year:2020
OPPORTUNITY KNOCKS!! Operate your o wn business. GAS STATION AND VARIETY STORE in a high traffic area. Highway
Commercial (CH) Zo ne. PROPERTY BEING SOLD IN "AS IS" CONDITION. WITH NO WARRENTY IMPLIED. Phase 2
Enviro nmental Site Assessment co mpleted. All measurements and realty tax are appro ximate.
M e m b e r T h u m b n a il 1523 B ELL MI LL SI D E Rd Tillsonburg MLS® #: 40058888
Condit ional-CS / Com m ercial Sa le P rice : $2,400,000.00
MLS®#:40058888
Region:Oxford Bldg Area Total:32,432
Municipality Area:Tillsonburg Lot Size Area:4.38
Neighbourhd/SubDist:Tillsonburg Lot Front:397.87
Property Sub Type:Industrial Lot Depth:
Business Type:Tax Amount:$29,592
Waterfront Y/N:No Tax Year:2020
Craned industrial facility for sale in Tillso nburg with excess land. Approximately 32,432 sf building including 4,477 sf o f
office space. Original wareho use features 20 foot clear height and new addition features 29-31 fo o t clear height. Radiant
heating throughout warehouse. Various dock level and drive-in shipping do o rs including interio r shipping well. Heavy
power with 1,200 amps electrical service. Warehouse is fully plumbed with air lines. 4.38 acres zoned MG - General
Industrial, permitting a variety o f uses including outdo o r storage. Excellent opportunity for an owner-user o r investor to
acquire industrial pro perty in a market with very limited availability.
M e m b e r T h u m b n a il 37 TI LLSO N St #D Tillsonburg MLS® #: 40071111
A ct iv e / Com m ercial Lea se P rice : $6.95/Sq Ft Net
MLS®#:40071111
Region:Oxford Bldg Area Total:3,697
Municipality Area:Tillsonburg Lot Size Area:0.00
Neighbourhd/SubDist:Tillsonburg Lot Front:0.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2020
INDUSTRIAL PLAZA IN FOREST HILL INDUSTRIAL PARK. Behlen co nstructed industrial plaza. 3,697 sq.ft. available. 30'x80'
Bays, 22' clear ceilings, 12'x14' drive-in door, radiant tube heating, T-5 energy efficient lighting, R-42 & R-30 insulatio n
and o n site storage. Lease rate $6.95 per square fo o t per year net, net, net.
M e m b e r T h u m b n a il 213B TI LLSO N A v Tillsonburg MLS® #: 40056712
A ct iv e / Com m ercial Lea se P rice : $1,400.00/Net Lease
MLS®#:40056712
Region:Oxford Bldg Area Total:1,400
Municipality Area:Tillsonburg Lot Size Area:0.50
Neighbourhd/SubDist:Tillsonburg Lot Front:133.70
Property Sub Type:Part of Building Lot Depth:161.30
Business Type:Professional/Office Tax Amount:
Waterfront Y/N:No Tax Year:
1400 Square Feet of Retail o r Office Space with high traffic area. Very visible. Great fo r small business o r professional
office. Parking is available. Square Footage is appro ximate. Note: Rent is $1,400 per month N/N/N. Additional Rent is
approximately $4.85 per square foot.
M e m b e r T h u m b n a il 21 B RO CK St #3 Tillsonburg MLS® #: 40056666
A ct iv e / Com m ercial Lea se P rice : $950.00/Month Gro ss
Lease
MLS®#:40056666
Region:Oxford Bldg Area Total:1,100
Municipality Area:Tillsonburg Lot Size Area:0.00
Neighbourhd/SubDist:Tillsonburg Lot Front:0.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2020
Newly renovated do wnto wn location! This 1100 sq.ft. unit is located at the rear end of the building on the lower level,
ground level access. Included with rent is onsite parking, one universal bathroom, heat & hydro. Flexible po ssession
date. Surrounded in a high traffic area, this busy retail sectio n includes o ther established lo cal businesses (Oldridge
Heating & Cooling; Calm the So ul Yo ga & Wellness Studio ; Bo sto n Pizza; Co rey's Restaurant & mo re). All measurements
and realty tax are appro ximate.
M e m b e r T h u m b n a il 102 TI LLSO N A v Tillsonburg MLS® #: 40051659
A ct iv e / Com m ercial Lea se P rice : $10.00/Sq Ft Net
MLS®#:40051659
Region:Oxford Bldg Area Total:2,000
Municipality Area:Tillsonburg Lot Size Area:2.50
Neighbourhd/SubDist:Tillsonburg Lot Front:412.52
Property Sub Type:Building Only Lot Depth:
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
Amazing Potential! High Visibility Lo cation in well established plaza on main arterial road. Excellent place for your
existing business or bring your new co ncept!
M e m b e r T h u m b n a il 230 LI SGA R A v Tillsonburg MLS® #: 40046758
A ct iv e / Com m ercial Lea se P rice : $13.00/Sq Ft Net
MLS®#:40046758
Region:Oxford Bldg Area Total:1
Municipality Area:Tillsonburg Lot Size Area:1.00
Neighbourhd/SubDist:Tillsonburg Lot Front:0.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2020
To tally renovated Lisgar Heights Plaza is filling up fast! Great retail or professional business office in premium locatio n in
the hub of Tillsonburg. Spo rts and main recreatio n centre is directly across the road and high population density all
alo ng Lisgar Ave. Zoning is SC-E which allows retail, office, medical or personal services. Units available 915,1220,and
1700 square feet. Don't hesitate to make this yo ur new pro fessio nal business address!
M e m b e r T h u m b n a il 31 V I CTO RI A St Tillsonburg MLS® #: 40040976
A ct iv e / Com m ercial Lea se P rice : $10.00/Per Sq.Ft.
MLS®#:40040976
Region:Oxford Bldg Area Total:4,800
Municipality Area:Tillsonburg Lot Size Area:4,800.00
Neighbourhd/SubDist:Tillsonburg Lot Front:67.00
Property Sub Type:Building and Land Lot Depth:
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
If you're looking to start or expand your business this 4800 (+/-) sq. ft space is available immediately fo r lease! Formerly
used as a meeting room/worship hall with a large spacious room that is 60' X 60'. This solid building features a large
welcoming fo yer, men's and ladies multi stall washrooms as well as a family washroom, all in immaculate co ndition.
Fenced parking lot fo r 60 vehicles and many permitted uses with IN1 zoning. Owner will renovate floor in congregation
area to suit tenant. Taxes are unknown until use is determined.
M e m b e r T h u m b n a il 41 B RO A D W A Y St Tillsonburg MLS® #: 40038676
A ct iv e / Com m ercial Lea se P rice : $2,950.00/Month Gro ss
Lease
MLS®#:40038676
Region:Oxford Bldg Area Total:
Municipality Area:Tillsonburg Lot Size Area:2,519.00
Neighbourhd/SubDist:Tillsonburg Lot Front:67.00
Property Sub Type:Office Lot Depth:167.50
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
PRIME do wnto wn Tillso nburg locatio n fo r lease! Clo se to busy intersection and high traffic visibility. This 2519 sq ft
office space has a large reception area that welcomes yo u to open o ffice cubicles fo r 8-12 desks, there is a boardro o m, a
lunch room, server room, 2 private o ffices, 2 washrooms and a sto rage ro o m. Wheelchair accessibility fro m the rear
entrance along with a municipal parking lot and to ns of street parking out fro nt.
M e m b e r T h u m b n a il 169 B RO A D W A Y St Tillsonburg MLS® #: 40027662
A ct iv e / Com m ercial Lea se P rice : $16.00/Sq Ft Net
MLS®#:40027662
Region:Oxford Bldg Area Total:1,600
Municipality Area:Tillsonburg Lot Size Area:8,557.00
Neighbourhd/SubDist:Tillsonburg Lot Front:50.79
Property Sub Type:Building Only Lot Depth:
Business Type:Tax Amount:$1
Waterfront Y/N:No Tax Year:2020
Excellent High Visibility Downtown Location!! Unit available in one o f Tillsonburgs premier lo cations. Immaculately kept
building already fitted out with high end upgrades. Large receptio n area, three private o ffices, two bathrooms, lunch
room and sto rage area. Rear entrance leads to parking lo t with three exclusive spo ts fo r tenant parking!
M e m b e r T h u m b n a il 239 B RO A D W A Y St Tillsonburg MLS® #: 268872
A ct iv e / Com m ercial Lea se P rice : $30.00/Sq Ft Net
MLS®#:268872
Region:Oxford Bldg Area Total:
Municipality Area:Tillsonburg Lot Size Area:0.16
Neighbourhd/SubDist:Tillsonburg Lot Front:67.18
Property Sub Type:Building Only Lot Depth:101.87
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
This build-to-suit opportunity is lo cated in a very high traffic area! Situated on the corner of Bro adway St. and Bridge St.
- have your new and improved lo cation designed to suit your exacting wants and needs. Site is surro unded by many
national chains including, but no t limited to: Metro, Pita Pit, Canadian Tire, Medpoint Healthcare, Walmart, Kelsey's
Restaurant, LCBO. Site is zoned CC (Central Commercial) which pro vides fo r a number of retail and co mmercial
allo wances. The landlord is willing to build to a maximum footprint of approx. 6955 sq. ft. on the site. - all subject to
municipal co nfo rmity and to wn by-law allowances.
M e m b e r T h u m b n a il 55 B RO CK St E Tillsonburg MLS® #: 267659
A ct iv e / Com m ercial Lea se P rice : $2,500.00/Month Gro ss
Lease
MLS®#:267659
Region:Oxford Bldg Area Total:
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:70.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
Prime Co mmercial Space in Tillso nburg, just under 4000 sq ft acro ss from the post office. Main flo o r and lo wer level.
Professional space all recently updated, new windows and insulation. Several offices, Lunch ro o m, Board ro o m, open
training area, 3 washrooms, fro nt and rear entry. Near to all amenities downtown. Lo ts o f parking available. Co nvenient
locatio n fo r yo ur office or business. Monthly Price $2,500. plus triple net. Available immediately.
YEAR TO DATE MONTHLY
2021 2020 % Difference 2021 2020 % Difference
$ value of Total Units Sold $145,065,152 $67,597,950 114.60%$76,197,447 $38,164,715 99.65%
$ value of Residential Units Sold $114,152,450 $55,988,950 103.88%$57,949,747 $29,486,715 96.53%
$ value of Other Units Sold $30,912,702 $11,609,000 $18,247,700 $8,678,000
Total # of Units Sold 246 165 49.09%121 92 31.52%
# of Residential Units Sold 197 139 41.73%98 72 36.11%
# of Other Units Sold 49 26 23 20
Total # of New Listings 272 296 -8.11%157 157 0.00%
Total # of New Residential Listings 208 225 -7.56%112 121 -7.44%
Total # of Other New Listings 64 71 45 36
Total # Currently on Market See Monthly Numbers 150
# of Residential Currently on Market See Monthly Numbers 83
# of Other Listings Currently on Mkt See Monthly Numbers 67
RESIDENTIAL SALES Accum.Accum.Month Reporting Month Reporting
BY PRICE CATEGORY 2021 TTL 2020 TTL 2021 2020 AVERAGE RESIDENTIAL SALE PRICE
$ - $300,000 6 29 1 16
$300,000 - $499,999 72 82 32 39
$500,000 - $599,999 44 15 25 7 2021 2020 % Difference
$600,000 - $699,999 25 9 15 7 MONTH $591,324 $409,538 44.39%
$700,000 - $799,999 19 2 12 1 YTD $579,454 $402,798 43.86%
$800,000 - $899,999 19 2 7 2
$900,000 - $999,999 3 0 1 0
$1,000,000 - 1,099,999 4 0 3 0
$1,100,000 - 1,199,999 1 0 1 0
Over - $1,200,000 4 0 1 0
Region: Elgin, Oxford, Norfolk
for “Tillsonburg District” definition see Region & Municipality below.
MLS® ACTIVITY FOR THE MONTH ENDING FEBRUARY, 2021TILLSONBURG DISTRICT REAL ESTATE BOARD
All YTD Totals may not match the month to month cumulative total due to continuous, live updates of data combined with permitted timing of entry.
The information only represents MLS® listings sold and reported through ORTIS. The information has been drawn from sources deemed to be reliable,
but the accuracy and completeness of the information is not guaranteed. In providing this information, the Tillsonburg District Real Estate Board does not assume any responsibility or liability.
Municipality: Tillsonburg, Norwich Twp, SW Oxford, Bayham, Charlotteville, Delhi, Houghton, Middleton, N Walsingham, S Walsingham, Port Rowan, Town of Simcoe, Windham