220712 Economic Development Advisory Committee AgendaThe Corporation of the Town of Tillsonburg
Economic Development Advisory Committee
July 12, 2022
7:30 a.m.
Council Chambers
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 July 12, 2022, be adopted.
3.Minutes of the Previous Meeting (attached)
Proposed Resolution #2
Moved by:
Seconded by:
THAT the minutes as prepared for the Economic Development Advisory
Committee meeting of June 14, 2022, be adopted.
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.General Business and Reports
a.Monthly Activity Update (attached)
b.Community Improvement Plan- Updates to support Social Housing
(attached)
c.Terms of Reference Review
i.Economic Development Advisory Committee (attached)
ii.Affordable and Attainable Housing Committee (attached)
iii.Boundary Adjustment Committee (attached)
6.Planning Items Circulation
7.Community Strategic Plan
a.Town Hall Task Force
b.Affordable and Attainable Housing Committee
i.Oxford County Master Housing Plan (attached)
ii.Height Restrictions Report- Oxford County (attached)
iii.Resolution Update- More Homes, More Choices Act (attached)
c.Boundary Adjustment Committee
d.Physician Recruitment and Retention Committee
i.Oxford County Physician Recruitment
1.Recruitment Strategies (attached)
8.Community Organization Updates
a.Downtown Business Improvement Association
i.Report from BIA Chair- ED07-01 (attached)
b.Tillsonburg District Chamber of Commerce
c.Tillsonburg District Real Estate Board
i.June 2022 Statistics (attached)
9.Round Table
10. Next Meeting
August 9, 2022 at 7:30 a.m.
11. Adjournment
Proposed Resolution #3
Moved by:
Seconded by:
THAT the July 12, 2022 Economic Development Advisory Committee meeting be
adjourned at a.m.
Please contact the Staff Liaison listed below to gain access to this electronic
meeting:
Contact
Gina Armand
garmand@tillsonburg.ca
519.688.3009 ext.4043
Economic Development Advisory Committee Minutes June 14, 2022 Page 1 of 6
The Corporation of the Town of Tillsonburg
Economic Development Advisory Committee
June 14, 2022
7:30 a.m.
Council Chambers
MINUTES
Present:
Chair- Jesse Goossens, Vice Chair-Andrew Burns, Kirby Heckford, Dane Willson, Deb
Gilvesy, Cedric Tomico, Suzanne Renken, Lisa Gilvesy, Randy Thornton
Absent with Regrets:
Mayor Stephen Molnar; Steve Spanjers
Staff Present:
Cephas Panschow, Development Commissioner
Gina Armand- Records & Legislative Coordinator
1. Call to Order
The meeting was called to order at 7:33am by Chair Jesse Goossens
2. Adoption of Agenda
Resolution #1
Moved by: Cedric Tomico
Seconded by: Dane Willson
Economic Development Advisory Committee Minutes June 14, 2022 Page 2 of 6
THAT the Agenda as prepared for the Economic Development Advisory
Committee meeting of June 14, 2022 be adopted.
Carried
3. Minutes of the Previous Meeting
Meeting Minutes May 10, 2022- No errors or omissions
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared
5. Closed Session
Resolution #2
Moved by: Dane Willson
Seconded by: Deb Gilvesy
THAT the Economical Development Advisory Committee move into Closed Session
to consider a personal matter about identifiable individuals, including municipal or
local board employees; under Section 239 (2)(b) of the Municipal Act.
5.1. Adoption of the Closed Session Agenda
5.2. Disclosures of Pecuniary Interest and the General Nature Thereof
5.3. Closed Session Items
5.3.1. Section 239 (2) (b) personal matters about identifiable individuals,
including municipal or local board employees;
Carried
6. General Business and Reports.
6.1. Monthly Activity Update
Development Commissioner provided an overview of the Monthly Activity report
with highlights as follows.
Economic Development Advisory Committee Minutes June 14, 2022 Page 3 of 6
A staff report regarding the Real Estate Services RFP is being prepared for
Council’s review.
There have been 40 lead opportunities thus far.
Working on enhancing Career Study courses to support high school and local
business engagement via various different hired Speakers.
The Town Hall Project Staff Report is currently being prepared for Council’s
consideration.
The property transfer for Van Norman Park is being scheduled for completion.
The Wayfinding Signage installation nearing completion. Final “entrance” signs
scheduled to be installed week of June 13, 2022.
Council approved additional Wayfinding Signage with the entrance driveway to
the Soccer Club being renamed Attawandaran Way in recognition of the
Attawandaran people who are believed to have settled the area in the 1400s –
1500s. A commemorative ceremony is scheduled for National Indigenous Day
on June 21.
Members discussed property conditions regarding 2 Simcoe St. There have been
many complaints regarding the state of the property. Owners not wanting to
remediate the lands due to costs.
Resolution #3
Moved by: Deb Gilvesy
Seconded by: Lisa Gilvesy
THAT the Economic Development Staff investigate the property located at 2
Simcoe St. regarding Property Standards By-Law
Carried
Economic Development Advisory Committee Minutes June 14, 2022 Page 4 of 6
6.2. Oxford Familiarization Tour Video
Members were provided the link and will watch the video on their own time.
6.3. City of St. Thomas Acquiring 800 Acres of land for Economic
Development
As announced, the City of St Thomas has acquired 800 acres of industrial land,
which is a Mega-site in the Province and will help them attract a large user (or
two). The goal appears to be to land Electric Vehicle or related investments.
7. Planning Items Circulation
7.1.1. Applications for Official Plan Amendment & Zone Change OP 22-06-7,
ZN 7-22-06- 133 North Street East
Committee Members reviewed the information provided.
7.2. Site Plan Application TSPC 7-219 (1444 Bell Mill Side Rd)
Committee Members reviewed the information provided.
8. Community Strategic Plan
8.1. Town Hall Task Force
No changes or updates were provided
8.2. Affordable and Attainable Housing Committee
Staff and Planning will look at a Motion regarding height restrictions in the
Town. Currently the Town has a limit of 6 stories. Chair recommended that this
item be a main Item on next Agenda.
Discussion regarding the First Time Home Buyer’s rebate staying the same
despite the huge increase in the housing market.
Main challenge is to find developers who would like to take on the project.
8.3. Boundary Adjustment Committee
Economic Development Advisory Committee Minutes June 14, 2022 Page 5 of 6
A Report from the County undertaking comprehensive inventory for Boundary
Adjustment suggests that there cannot be any decisions made to land
annexation during election year. “County Boundary Adjustment” item should
be added to next Agenda.
8.4. Physician Recruitment & Retention Committee
Discussion regarding the lack of doctors in the community. It has been noted
on Social Media that the main complaint of people moving to the community is
the lack of having a Family Practitioner in Town.
Special recruitment strategies were recommended by Members and will be
discussed in more detail at next meeting.
9. Community Organization Updates
9.1. Downtown Business Improvement association
The BIA has been focusing on beautification and pop up patios. Extra funding has
been secured to hire additional students for summer projects.
Randy Thornton left the meeting at 8:58am.
9.2. Tillsonburg District Chamber of Commerce
The Award of Excellence is underway and should be ready by September.
Recommendations are being followed up regarding the two awards to be issued.
Updated information is needed.
County Review of Waste and wastewater management went for consideration last
week but registration information needs to be completed.
In person meetings have been well attended. Committee will not be meeting in
June or August.
9.3. Tillsonburg District Real Estate Board
Economic Development Advisory Committee Minutes June 14, 2022 Page 6 of 6
There has been a slow decrease in sales/prices of homes.
The Tillsonburg Board will be merging with the Woodstock and Ingersoll Boards.
Completion of this merge should be near the fall.
10. Round Table
Committee Members were advised that the Splash pad will be ready by the end of
June, it is near completion.
11. Next Meeting
Tuesday, July 12, at 7:30 AM
12. Adjournment
Resolution #4
Moved by: Kirby Heckford
Seconded by: Andrew Burns
THAT the Economic Development Advisory Committee Meeting of June 14, 2022
be adjourned at 9:09 am.
Carried
Monthly Activity Update – (July 2022)
Prepared for the Economic Development Advisory Committee
Project Name/Reference Status
Economic Development Strategy
Update
Approved in principle on March 14, 2022. Implementation items will be
noted here as initiated/updated.
Future Industrial Growth Report regarding the Real Estate Services RFP being considering by
Council at their July 11 meeting
High Tech Manufacturing Sub-
cluster Action Plan
Soft launch scheduled for July 14 with presentation from National
Research Council, Manufacturing Technology Hub, Triton Innovation
and J/E Bearing & Machine. Cluster webpage has been created at:
www.Tillsonburg.ca/hightech
Lead Generation 42 lead opportunities opened year to date
Post-Secondary Education
Enhancements
Working on supporting increased engagement between high school and
local businesses through enhancements to Career Studies courses.
Providing speakers for in various occupations as requested by students.
Town Hall Project Revised proposal from Strathallen reviewed by Council at their June 16
meeting with direction to conduct an Environmental Site Assessment on
the “Greyfield” property to assess whether or not it is suitable for
development.
Van Norman Innovation Park Absolute Title Plan registered December 21, 2021
Plan of Subdivision (M-Plan) registered May 16, 2022
Reference Plan (R-Plan) registered May 27, 2022
Buyer’s lawyer found an approval related to the former landfill also
registered on title to the VIP property, and, despite no landfill ever being
developed on these lands, concern that this could “cloud” title so working
to remove from title as soon as possible.
Wayfinding Signage Update Project is complete. Will remove this item from the monthly summary.
Note: EDM is planning to bring forward Sign Consolidation as part of the
2023 Business Plan.
2 Simcoe St Staff reviewed this property standards issue with Building Department
and with various options being considered. Will bring forward.
Discover Tillsonburg Spring 2022 issue is being replaced with a pull-out section in the
Tillsonburg News 150th Anniversary edition with a magazine edition
returning in the Fall.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 1
1.0 PREAMBLE TO THE TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
1.1 INTRODUCTION
Community improvement planning is commonly used as a tool to provide assistance to municipalities to
address challenges related to growth management, accessibility and development. It provides a means of
planning and financing development activities that effectively assist in the redevelopment of lands, buildings
and infrastructure through the implementation of various financial incentives.
The intent of a Community Improvement Plan (CIP) is to outline, in one document, the possible range of
improvement options which may be undertaken to promote and encourage renewal, redevelopment and
rehabilitation within the key areas of the Town requiring investment. The Plan is also intended to provide
general design direction to complement and assist with the implementation of the financial incentive
programs enabled by this CIP.
The Plan is intended to provide a list of suggested incentive programs that Council might draw upon in its
decision making to direct funding towards programs deemed as a priority to assist with downtown
improvement and attracting investment for significant development projects. As such, the Town is not
obligated to implement all of the incentives outlined in this Plan, and may discontinue or reduce funding for
the incentives at any time. Further, Town Council reserves the right to determine, at its sole discretion, the
implementation schedule of the proposed financial incentives contained in the Plan.
1.2 LEGISLATIVE AUTHORITY AND POLICY FRAMEWORK
1.2.1 Municipal Act
Ontario’s Municipal Act, 2001 is the principle statute governing municipal organization and the delivery of
services in Ontario. The Act came into effect on January 1, 2003, replacing the 1990 Municipal Act.
Effective January 1, 2007, the Municipal Statute Law Amendment Act introduced significant amendments to
the Municipal Act, providing municipalities with greater flexibility to meet community expectations and fulfilling
responsibilities.
Section 106 of the Municipal Act prohibits municipalities from directly or indirectly assisting any
manufacturing business or other industrial or commercial enterprise through the granting of financial
incentives, a practice that is commonly referred to as ‘bonusing’. Notwithstanding Section 106, the Act does
provide an exception which allows a municipality to offer certain incentives where the said municipality has
approved a Community Improvement Plan in accordance with Section 28 of the Planning Act.
1.2.2 Planning Act
The Planning Act empowers the Council of a lower-tier or local municipality to designate Community
Improvement Project Areas (CIPAs) and develop CIPs in accordance with the Act. Where a municipality has
an approved CIP in place, the Act directs that the municipality may:
Acquire, hold, clear, grade, otherwise prepare, sell, lease or otherwise dispose of lands;
Construct, repair, rehabilitate or improve buildings on lands acquired or held by the municipality;
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 2
Make grants or loans to registered owners, assessed owners and tenants of lands or buildings to pay
for the whole or part of any cost of rehabilitating such lands or buildings; and
Enter into agreements with any government authority for conducting studies and for the preparation,
implementation and financing of plans and programs.
1.2.3 Provincial Policy Statement
The Provincial Policy Statement – 2014 (PPS) came into effect on April 30, 2014 and provides policy
direction on matters of provincial interest related to land use planning and development. The PPS
establishes the policy foundation for regulating the development and use of land and supports the provincial
goal of enhancing the quality of life for the citizens of Ontario. The PPS is issued under Section 3 of the
Planning Act, which requires that all decisions affecting land use planning matters “shall be consistent with”
policy statements issued under the Act.
The PPS provides high-level policy direction pertinent to community improvement areas, including
intensification, redevelopment, mixed land use and heritage preservation. In this regard the PPS generally
promotes:
Land use patterns in settlement areas based on densities and a mix of land uses that use land and
resources efficiently, promote energy efficiency and provide a range of uses and opportunities for
intensification and redevelopment (Section 1.1.3.2);
Opportunities for intensification and redevelopment where this can be accommodated taking into
account existing building stock or areas, including brownfield sites (Section 1.1.3.3);
Development standards which facilitate intensification, redevelopment and compact form (Section
1.1.3.4);
Providing an appropriate range of housing types and densities to meet projected requirements of
current and future residents with residential intensification, densities which support active
transportation modes including public transit, and redevelopment which facilitates a compact form
(Section 1.4.3);
Planning of streets and spaces which meet the needs of pedestrians, foster social interaction and
facilitate community connectivity (Section 1.5.1);
A land use pattern, density and mix of uses which minimizes vehicle trips and supports transit and
active transportation (Section 1.6.7.4);
Opportunities for economic development, maintaining and enhancing the vitality and viability of the
downtown and mainstreets and encouraging a sense of place by conserving features that help define
culture (Section 1.7.1);
Energy conservation and efficiency and improved air quality through compact form and a structure of
nodes and corridors, focusing employment and other travel-intensive uses on sites which are well
served by transit, improving the mixture of employment and housing to shorten commute journeys,
design to maximize energy efficiency and conservation (Section 1.8.1); and,
Conservation of significant built heritage resources and significant cultural heritage landscapes
(Section 2.6.1).
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 3
1.2.4 Oxford County Official Plan
Central Area Vision
Section 8.1.1 of the Oxford County Official Plan outlines the Municipal Planning Strategy for the Town of
Tillsonburg, as articulated in Chapter 8 of the Official Plan. The goals articulated in Section 8.1.1 serve as
general guidelines for detailed policy development. The Town aims to maintain and promote the downtown
as the hub or heartbeat of the town, rich in commercial diversity and amenities which bolster its role as the
focal point of the community.
In the future, the Central Area of the Town of Tillsonburg will remain as the most functionally diverse area of
the Town and will serve as the primary business, cultural and administrative centre. The commercial core of
the Central Area will remain a viable regional retail shopping district capable of meeting the day to day and
specialty needs of residents of the Town as well as serving the southern part of Oxford County and portions
of Elgin and Norfolk Counties. At the same time the Central Area will increasingly serve as a people place
and will have increased day and night activity through the introduction of residential development within and
near the Central Area and through better integration of the Central Area with the wider community.
New buildings and spaces will reflect a human scale of development which results in a significantly enhanced
pedestrian environment. The heritage resources of the Central Area will be protected through heritage
conservation and enhanced through new development which respects nearby heritage buildings.
To support the Town’s goal of a vibrant central area, the Town supports the creation of new residential units
within commercial and institutional buildings within the Central Area through the development of appropriate
zoning standards.
In addition, the Official Plan directs that where new development, expansion, or redevelopment is
undertaken, Site Plan Control shall address issues such as parking, signage, lighting, barrier-free design and
vegetation, to the effect of ensuring compatibility with adjacent land uses and achieving an overall high
quality of development.
Residential Areas
Official Plan policies in Section 8.2 facilitate a variety of housing type, tenure, cost and location that meets
the changing needs of all types of households by providing for a variety and mix of housing throughout the
Town.
A strategic aim of the Town is also to promote and facilitate the provision of affordable housing through the
co-operative efforts of all levels of government, the private sector and volunteer interest groups through such
means as technical assistance, land conveyances, joint ventures, regulatory measures, and incentives.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 4
Cultural Heritage Policies
The Official Plan requires that significant built heritage resources and cultural heritage landscapes that are
valued by the community, be conserved. Section 8.3.2.2.5 of the Official Plan recognizes the importance of
conserving and enhancing the Town’s heritage resources, including buildings, structures, sites and
landscape elements having architectural, historical or cultural significance. In this regard the Town:
• Shall maintain the heritage resources which are in its ownership and shall ensure that public
improvements are sensitive to the heritage character of the resource. In addition Town Council shall
require that essential heritage elements are conserved, incorporated or maintained when any new use
or development of such feature is proposed;
• May designate individual buildings or sites in the Central Area under the Ontario Heritage Act;
• May authorize the use of the density bonus provisions or transfer of density provisions of the Planning
Act, in accordance with Chapter 10, Implementation Measures, as incentives to the private sector for
heritage conservation (only for heritage conservation?);
• May administer programs of senior levels of government directed towards heritage conservation and
may develop complementary municipal programs to maintain and enhance heritage elements in the
Central Area.
The CIP should support these policies in the Official Plan by recognizing existing cultural heritage resources
and promoting the preservation and restoration of potentially significant properties within the Community
Improvement Project Area.
Transportation Policies
According to Section 8.3.2.2.6, a strategic approach for Transportation is to provide for a safe, convenient
and aesthetically pleasing integrated transportation system which will promote cycling and walking in the
Central Area while continuing to provide adequate facilities to meet vehicular needs.
The Town also endeavours to support improvements to the transportation system which will increase the use
of bicycles and walking in the Town for commuting to work, shopping and other purposes, consistent with
efforts to improve air quality, energy efficiency and non-auto modes of transportation.
Community Improvement Policies
Section 10.4 of the County Official Plan includes policies intended to direct County and Area Municipal
actions regarding upgrading, redeveloping and rehabilitating the physical environment of existing, older
residential neighbourhoods, ancillary open space and recreational areas, commercial centres and industrial
areas. The policies are intended to guide both private and public community improvement activities within
designated community improvement project areas and are premised on a number of goals, including:
• The upgrade and improvement of municipal hard services, social and recreational facilities and public
utilities;
• The preservation and upgrade of older residential neighbourhoods and settlements;
• The strengthening of existing central areas;
• The improvement of existing industrial areas by encouraging further development and redevelopment;
Formatted: Highlight
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 5
• Consideration of participation in senior government funding assistance programs; and
• Encouraging the coordination of municipal, private and community organizations in promoting
community improvement efforts.
In addition to a number of general criteria for the designation of community improvement areas, the Official
Plan provides additional guidance for identifying residential, commercial and industrial improvement areas
based on, among other matters, the structural integrity of building stock, lack of community facilities and, in
the case of commercial improvement districts, those areas that are experiencing high vacancy rates,
inadequate off-street parking and poor traffic circulation.
Contaminated Sites
Section 10.4.6 of the Official Plan provides that where a redevelopment proposal demonstrates a change in
land use on a site where contaminants may be present, the County and/or Town will require that
environmental site assessment and site cleanup be undertaken as required in accordance with Section
3.3.3.2. The County and/or Town may:
• Provide grants and/or loans to owners and tenants of properties to assist in clean up and
redevelopment of the lands or buildings to conform with the Community Improvement Plan;
• Cancel or not increase the municipal portion of the property tax on sites during the rehabilitiation
period; and
• Cancel or not increase the education portion of the property tax on sites during the rehabilitation
period with the approval of the Ministry of Finance.
1.2.5 Central Area Design Study
The Central Area Design Study was completed in 2012 by Brook McIllroy, Town staff, and County Planning
Staff. It was approved by Council in September 2012. The main objectives of the design study are:
• Elevate and promote the cultural heritage and built form of Broadway Street;
• Create an urban design vision that highlights the diverse character of Central Area of Tillsonburg, while
prioritizing inherently sustainable approaches;
• Identify the unique character areas within the Central Area and prepare specific visions and urban
design guidelines for each;
• Improve connection within the Central Area as well as between the downtown and the surrounding
community;
• Transform Broadway Street into a weekday, evening, and weekend destination with a mix of uses and
activities.
Town staff have identified that the successful implementation of the study will be tied to incentives and CIP
programs that will encourage property owners and developers to use the recommendations of the Design
Study into their projects.
To date, through a Façade Improvement Program Grant, the Town and Tillsonburg BIA has partnered with
numerous businesses and property owners to improve the façade of buildings at prominent locations in the
downtown.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 6
1.3 PROCESS
In August 2015, Town Staff together with Planning staff initiated the review of the three existing Community
Improvement Plans (Dereham Forge, Van Norman, Tillsonburg Gateway CIPs) and determined it would be
advantageous to develop a new comprehensive Town-wide CIP that would identify several financial incentive
programs to assist with renewal in the Downtown areas of the Town, vacant industrial sites, and brownfield
projects within the Town.
The Town CIP has been prepared in accordance with the provisions of Section 28 of the Planning Act. The
draft Community Improvement Plan (CIP) was circulated to the prescribed public bodies as required by
Section 17 of the Act and a final draft was prepared, reflecting those comments received through the noted
circulation, where applicable.
2.0 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
2.1 COMMUNITY IMPROVEMENT PROJECT AREA (CIPA)
The CIP applies to all lands within the Town of Tillsonburg, as identified on Appendices I, respectively.
2.2 PURPOSE
The purpose of the Town CIP is to promote development and redevelopment of lands within the Town’s
Central Area (areas designated as Central Business District & Entrepreneurial District as depicted on
Schedule T-1 of the Oxford County Official Plan), as well as promote support brownfield redevelopment
opportunities, and support redevelopment of vacant employment buildings throughout the Town and support
the Town’s Social Housing objectives and other goals and objectives as outlined in the Town’s Community
Strategic Plan.
2.3 GOALS AND OBJECTIVES
The fundamental goal of the CIP is to promote development in the Central Areas and employment lands by
encouraging property and business owners to improve the visual quality and function of buildings with a view
to enhancing the long-term viability and economic stability of the Town.
Generally, the objectives of the CIP are to:
facilitate the ongoing viability, vitality and revitalization of the Central Area of the Town;
encourage long-term investment that improves the economic climate of the Town;
outline a set of key design principles to form a basis for improvement efforts;
improve the physical and visual quality of the existing building inventory;
conserve and strengthen traditional heritage features within designated community improvement areas
by encouraging improvement that is ‘sympathetic’ to the history of the area and encouraging reuse;
promote a visually attractive, safe and clean public realm that is accommodating and accessible to all
users;
stimulate private investment activity and private property maintenance;
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 7
stimulate private investment in multi-family housing that meets the goals and objectives of the
Community Strategic Plan; including various forms of social housing; and,
increase sense of community participation and civic pride.
2.4 MONITORING AND CHANGES TO THE CIP
The Town supports actions that may be undertaken to promote revitalization and renewal, either through the
use of one initiative or a combination of complementing incentives. However, the Town is not obligated to
implement the incentive programs as outlined in this Plan and may choose to discontinue any incentive
associated with the CIP at the sole discretion of Town Council.
Where Town Council resolves to discontinue a program or incentive, any approved projects underway at the
time will generally be honoured until the development is concluded.
2.5 IMPLEMENTATION
Council shall prepare and adopt a set of guidelines and procedures to establish specifics on how the various
elements of the Plan will be implemented. The guidelines will address such issues as the application and
approval procedures, agreement requirements, and how decisions will be made regarding which projects
receive approval.
At the time Council establishes its annual budget, Council will determine the maximum contribution to be
made available to various programs under the CIP for the current year.
The Town will conduct periodic reviews of the programs being implemented under the CIP to determine their
effectiveness and to determine whether funding levels should be increased or decreased, or whether
modifications to the program should be made. Any changes to the financial incentives programs will require
pre-consultation with Ministry of Municipal Affairs and Housing (MMAH).
3.0 FINANCIAL INCENTIVE PROGRAMS
This section outlines the financial incentive programs that may be implemented by the Town through the CIP.
These incentive programs are designed to stimulate and assist new development, redevelopment and
rehabilitation of vacant, underutilized or deteriorated properties in the designated areas of the Town and may
be funded by way of both grants and loans.
Annual limits on expenditures/funds to be made available for the financial incentive programs in this Plan will
be determined by Town Council. Detailed program implementation policies will also be established by the
Town for the programs identified in this Plan.
The following general implementation and eligibility criteria shall apply to all financial incentive programs
offered through this plan:
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Applications for funding shall generally be submitted prior to the issuance of a building permit. Grants
will only be paid out after the applicable improvements have been completed and inspected by the
Town and all outstanding work orders have been satisfied;
All taxes and other Municipal financial obligations for a property must be paid in full before any grant or
loan is paid to an eligible property owner. The Town reserves the right to request an independent audit
of the applicants accounts, at the expense of the applicant;
If a property is under an assessment appeal, the grant or loan application will be held in abeyance until
the appeal is resolved;
Any program applicant may be required to provide a business plan and detailed cost estimates for the
proposed works as part of the application;
Participating property owners may be required to enter into an agreement with the Town specifying
such items as the level of loan or grant available and the terms and conditions associated with the loan
or grant, including the circumstances whereby an owner would be obligated to repay the Town for any
loans or grants received;
If a building erected or improved with a program grant or loan is demolished prior to the expiry of the
grant or loan period, or the property is not maintained in a satisfactory state of repair consistent with
Town By-laws, the grant or loan is forfeited and will be recovered by the Town;
To be eligible for any of the funding programs, the proposed work shall conform with the goals of this
CIP, all Town policies, standards and procedures including the Town’s Property Standards By-law,
Town’s Sign By-law, Town Zoning By-law, site plan guidelines and the Central Area Design Study as
appropriate, and will be subject to review and the issuance of all required planning and development
approvals and building permits;
The total cost of all grants and loans provided by the Town and County combined may not exceed the
total cost of rehabilitation;
All applications for loan assistance under this CIP will be considered on a 'first come, first served' basis
and will be restricted to the limit of budgeted funding. Should the number of eligible projects exceed
the annual funding available, those eligible projects will be held in queue until and if funding becomes
available the following year;
Any applicant may be required to provide detailed quotes and/or cost estimates for services and
materials subject to an application;
The Town may, at any time, discontinue or cancel funding of a program.
Unused funds from a particular program may to be transferred to reserve for CIP use in future years at
the discretion of Town Council.
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The following is a brief description of each program that may be offered at the discretion of Town Council
within all or part of the Community Improvement Project Area. A summary of the program descriptions
appear in Appendix II of this Plan.
3.1 INCREMENTAL TAX REBATE PROGRAM
This program is intended to provide a grant to owners of lands and buildings who undertake improvements or
redevelopment that result in an increased property assessment. The amount of the grant provided will
depend on the amount of the municipal portion of property taxes that has increased as a result of the
improvements. The increase in realty tax represents the annual municipal realty tax in each year following
improvement or redevelopment of lands and buildings over and above municipal realty tax prior to
improvement or redevelopment of the lands in question. All commercial and residential properties located in
the Central Area are eligible for this program. Residential, Commercial and Industrial areas outside of the
Central Area and industrial properties may also be eligible, where appropriateapplicable. For additional
clarity, only multi-residential developments that meet one or more social housing objectives (as outlined in
the Community Strategic Plan) are eligible for consideration under this program.
The increase in taxes, or tax increment, is calculated by subtracting the municipal portion of property taxes
before reassessment from the municipal portion of property taxes after reassessment. The Town may provide
any proportion of the increment for any length of time that Council deems appropriate, to a maximum of 10
years. The tax increment does not include any increase/decrease in municipal taxes due to a general tax rate
increase/decrease, or projects that result in a tax class change without an increase in assessment due to
redevelopment. Where a redevelopment results in a tax class change, the Base
assessment shall be set as the initial value in the new tax class.
3.2 FAÇADE IMPROVEMENT GRANT
This program is intended to provide a loan or grant to encourage exterior renovations which are in keeping
with the desired aesthetic effect and historical/heritage characteristics of buildings within the designated
areas. Eligible improvements may consist of external repairs to façades, including signage, lighting,
entrances and display windows. Interior work will not be eligible. All commercial and residential properties in
the Central Area shall be eligible and commercial properties outside of the Central Area may be eligible at
prominent locations.
3.3 ALLEYWAY FAÇADE IMPROVEMENT GRANT
This Program is intended to provide loans to property owners in the Central Area to assist with non-street
front façade improvements to be consistent with the Central Area Design Study and to improve the
appearance of rear alleys and other visible servicing corridors. All commercial and residential properties in
the Central Area shall be eligible.
For the purposes of this program, a non-street front facade shall mean a portion of a non-street front building
that is visible from an adjacent street or alleyway. All works shall be pre-approved and generally be in
keeping with the Central Area Design Study.
3.4 BUILDING PERMIT FEE REBATE PROGRAM
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 10
This program is intended to provide a grant equivalent to the fees paid for Building Permits. The program is
meant to stimulate and encourage development and property improvements. All commercial properties
located in the Central Area shall be eligible, as well as all industrial properties throughout the Town.
3.5 ARCHITECTURAL DESIGN GRANT PROGRAM
This program is intended to provide a grant to owners of lands and buildings in the Central Area who wish to
hire a professional such as an architect (for preparing designs, estimates, etc.), an engineer (for structural
analysis) or accredited designer (landscape, interior, lighting or graphics/signage) to develop a project
concept for other programs offered under this CIP. Design Grants may be applied for prior to the submission
of an application for such applicable program. All design work shall generally be in keeping with the Central
Area Design Study to be eligible for funding through this program. All commercial properties in the Central
Area shall be eligible.
3.6 LEGAL AND REGISTRATION COSTS
In order to provide additional motivation for those landowners accssessing the CIP programs, the Town will
may assume a portion of the legal costs and costs associated with registration of agreements for all of the
above listed programs.
3.7 BROWNFIELD REDEVELOPMENT INCENTIVE PROGRAM
This program is intended to stimulate private sector investment in the reuse and redevelopment of brownfield
sites and partially offset the costs associated with the site assessment and remediation.
Incentives offered by the Town could include a grant equivalent to 50% of the cost of a Phase II
Environmental Site Assessment, designated substances and hazardous materials survey, remedial work plan
or risk assessment. A maximum grant would be determined by Town Council per environmental study and
per property.
3.8 SOCIAL HOUSING PROJECTS
The Town may provide loans, either interest bearing or interest free, or grants for projects that increase the
supply of non-market housing, i.e. affordable, attainable or community housing projects (e.g. Habitat for
Humanity). Financial support should be accompanied by a legal and binding commitment by the project
owner/manager in terms of providing these non-market housing units. In general, commitments should be
longer term in nature and demonstrate benefits that exceed the support provided.
3.98 COUNTY TAX GRANT BACK INCENTIVE PROGRAM
The County has also adopted a Community Improvement Plan that applies to those lands within the County
of Oxford that are subject to a local municipal downtown, central area, or village core-oriented community
improvement plan. All lands within the Central Area of the Town of Tillsonburg, as identified on Appendix I,
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 11
have been designated by County Council, by by-law, as a Community Improvement Project Area (CIPA) for
the purpose of administrating the CCIP.
Similar to the tax incentive program offered through the Town CIP, the County CIP provides a tax grant back
to owners of commercial, industrial or institutional properties and buildings who undertake improvements or
redevelopment that result in an increased property assessment.
Where a property is eligible for a tax grant back in accordance with the eligibility criteria as contained in the
Town CIP and is located in the Central Area, as defined in the County CIP, the subject property may be
eligible to receive a grant back for the increased County portion of taxes that would result in the proposed
redevelopment or improvement. As the County CIP is intended to complement and enhance the incentives
offered through the Town CIP, this duplication of financial assistance is acknowledged and will be permitted.
Will the County consider permitting tax grant back incentives for social housing projects as an add-on to any
(proposed) Town incentives? County program would have to be amended.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
APPENDIX II
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
SUMMARY OF RECOMMENDED COMMUNITY IMPROVEMENT INITIATIVES
PROGRAM ELIGIBILITY CRITERIA
Alleyway
Façade
Improvement
Grant
Interest free loan or grant for alleyway building facade improvements and works to comply with the
Central Area Design Study, for properties in the Central Area.
• 50/50 matching funds.
• Maximum of $10,000 per project.
• Commercial properties in the Central Area are eligible.
• Projects that incorporate Ontario Building Code improvements such as stairs, railings, guards, fire
escapes, etc. are also eligible.
• Projects that meet energy conservation and efficiency goals shall be given a higher score.
Architectural
Design Grant
Program
Grant to offset cost of retaining professionals to provide acceptable design(s), in accordance with the
Town Central Area Design Study for eligible properties in the Central Area.
• 50/50 matching funds.
• Maximum of $2,500 per project.
• Commercial properties in the Central Area are eligible.
• Social housing projects are eligible
Brownfield
Redevelopment
Grant Program
Grant to cover up to 50% of the cost of a Phase II Environmental Site Assessment (ESA), designated
substances and hazardous materials survey, remedial work plan or risk assessment.
• 50/50 matching funds.
• Maximum of $5,000 per project.
• Applicant must provide a copy of the ESA to the Town.
Building Permit
Fee Rebate
Program
Rebate of Building Permits fees for commercial and industrial properties in the CIP area. Commercial
Properties outside of the Central Area are not eligible for building permit grants.
Industrial Projects – Small (Project value of $150,000 to $500,000)
• Grant of 100% of the applicable building permit fees offered as a rebate once the project is
completed.
Industrial Projects – Large (Project value of $500,000 or more)
• Grant of 50% of the applicable building permit fees offered as a rebate once the project is completed.
Commercial Projects – Central Area (Minimum project value of $150,000)
Rebate of the applicable building permit fee offered once the project is complete, as follows:
• General renovations/rehabilitations - 25% Rebate;
• Projects that will improve the overall attractiveness of the streetscape and downtown - 50% Rebate;
• Projects that meet above criteria and provide exemplary attention to detail and a high level of design
– 75% Rebate.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
PROGRAM ELIGIBILITY CRITERIA
Facade
Improvement
Grant
Interest free loan or grant for exterior renovations of buildings within the Central Area. Eligible
improvements may consist of external repairs to facades, including signage, lighting, entrances and
display windows. Interior renovations will not be eligible.
• 50/50 matching funds.
• Maximum of $10,000 per façade.
• Commercial properties in the Central Area are eligible.
• Other commercial properties outside of the Central Area may also be eligible at prominent
locations. These projects will not be eligible for the matching BIA funds.
• Project shall conform to the design principles contained within the Town’s Central Area Design
Study as determined by the Façade Improvement Review Committee.
• Projects that meet energy conservation and efficiency goals shall be given a higher score.
• Social housing projects may also be eligible subject to Council approval and funding
Accessibility
Renovation
Grant
Grant, of up to $3000, to improve accessibility to existing commercial buildings and properties
through the renovation of:
• building entrances;
• upgrading of doors;
• installation of power assist door operators;
• installation of ramps;
• elevating devices;
• accessible washrooms for the public.
This grant is intended 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 accessibility of commercial buildings within the Town.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
PROGRAM ELIGIBILITY CRITERIA
Incremental Tax
Rebate
Program
Grant to rebate increase in Town property taxes resulting from improvements or redevelopment of lands
and buildings, for properties located in the CIP area. Projects must meet the following general eligibility
criteria:
• An increased property assessment value;
• Support Town objectives such as increased residential density, social housing, retail, business
services and industrial diversity as contained in the Town’s strategic plans;
• Conform to the principles of the Town’s Central Area Design Study (where applicable);
• Additional criteria including 75% of the front of the building is comprised of glass, brick or stone
and preference given to projects that use a brick consistent with the yellow heritage brick evidenced
throughout the downtown (for properties zoned ‘Central Commercial (CC)’ & ‘Entrepreneurial
(EC)’, where applicable).
• Projects that meet energy conservation and efficiency goals, as well as water conservation and re-
use goals shall be given a higher score.
Commercial and Multi-Residential Projects (Within Central Area and Social Housing Projects within the Town Boundary) - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2,
60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall attractiveness of the streetscape/community and provide attention
to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of
increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in
year 11.
• Projects that are of strategic interest to the community and provide exemplary attention to detail
and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7,
60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11.
Commercial Projects (Outside Central Area) - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2,
60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall attractiveness of the streetscape/community and provide attention
to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of
increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in
year 11.
• Projects that are of strategic interest to the community and provide exemplary attention to detail
and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7,
60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11.
Industrial Projects - Phase-in Schedule
• General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2,
60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6.
• Projects that improve the overall competitiveness of Tillsonburg’s economic base while provide a
high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes
in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11.
• Projects that are of strategic interest to the community and provide a high level of design – Rebate
of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and
20% in year 10, with full taxes payable in year 11.
TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN
PROGRAM ELIGIBILITY CRITERIA
Legal and
Registration
Costs Grant
Grant to reimburse legal costs and costs associated with the registration of agreements associated with
the above programs.
• Town staff may register applicable agreements on title, or provide a grant to a maximum of $250 to
reimburse legal costs of having a solicitor register the applicable agreements on title.
Economic Development Advisory Committee
Terms of Reference
Mandate:
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.
To provide advice regarding existing and new bylaws that relate to/impact development
within the community.
1.0 Role of the Economic Development Advisory Committee
1.1 To advise Council on matters related to the development in the Town.
1.2 To advise and inform Council of new development legislation and funding
initiatives.
1.3 To develop and maintain working relationships with business owners, the
Chamber of Commerce, and the downtown Business Improvement
Association.
1.4 To advise Council and assist with the development of education programs
and to promote the activities of the Committee.
1.5 To liaise with other like organizations to promote Tillsonburg’s development.
1.6 To advise Council with regard to the Community Strategic Plan.
1.7 To set out clear goals for the committee for the term.
1.8 To liaise with other committees or organizations with overlapping roles and
responsibilities.
1.9 To advise Council with regard to the Community Strategic Plan.
2.0 Organization of the Committee
The Committee should be composed of people within the Tillsonburg area who
demonstrate a strong commitment to the Terms of Reference. A cross section of
individuals should attempt to be chosen in order to bring to the committee relevant
technical and professional expertise, as well as strong advocacy, communication and
organizational skills.
2.1 Vacancies for citizen appointments will be advertised in local newspapers as
per the Town’s procedures for Committees of Council.
2.2 Committee members will be appointed by Council.
2.3 The Committee shall have a minimum of 7 members including a
representative from the Chamber of Commerce, a representative from the
Business Improvement Association and a representative of the Real Estate
Board.
2.4 The term of a Committee Member is four years, concurrent with the term of
Council.
2.5 Additional members may be appointed throughout the term.
2.6 One member will be appointed by vote of the committee at the first meeting
of each term to Chair the meetings for that term. At this time, they will select
a vice-chair and secretary for the same duration.
2.7 Municipal staff shall act in an advisory manner to the committee and the role
of staff liaison shall be fulfilled by the CAO, Development Commissioner and
the Legislative Services Coordinator.
3.0 Meetings
3.1 The Committee will hold a minimum of four meetings a year.
3.2 The date and time of the regular meetings will be established at the first
meeting of each term.
3.3 Meetings will have a formal agenda.
3.4 Agendas and information packages (including previous meeting minutes) will
be sent electronically to Committee Members prior to each meeting.
3.5 A majority of Council appointed Committee Members will constitute quorum
for the transaction of business.
4.0 Role of the Chair
The Chair is responsible for ensuring the smooth and effective operation of the
Committee and its’ roles. This will include responsibility for:
4.1 Calling the meetings to order.
4.2 Encouraging an informal atmosphere to encourage the exchange of ideas.
4.3 Creating an agenda in consultation with the Secretary.
4.4 Chairing the meetings to ensure business is carried out efficiently and
effectively.
4.5 Acting as spokesperson.
4.6 Representing the Committee on other committees when necessary.
4.7 The Chair shall conduct meetings in accordance with the Town’s Procedural
By-Law.
4.8 In the absence of the Chair, these responsibilities will be undertaken by the
Vice-Chair.
5.0 Role of the Secretary
The Secretary is responsible for ensuring a complete up to date record for the
Committee.
5.1 In liaison with the Chair, arrange date, time and venue for meetings.
5.2 In liaison with the Chair, set agendas and circulate agendas to the members
two business days prior to the meeting.
5.3 Circulate draft minutes to the members.
5.4 Keep a complete up to date record of the committee minutes.
6.0 Role of Members
Membership on the Committee is a position of responsibility and requires a strong
commitment to the Terms of Reference. Committee members are required to:
6.1 Attend all regularly scheduled meetings. Members shall notify the Chair,
Secretary or staff liaison if they are unable to attend a meeting.
6.2 Adhere to the provisions set out in the Policy for Boards and Committees of
Council. If a member has an unexplained absence of three or more
consecutive meetings then their seat on the Committee shall be declared
vacant.
6.3 Review all information supplied to them.
6.4 Prepare information for use in the development of materials for the
Committee.
6.5 Promote the role of the Committee and its decisions made.
6.6 Offer input to committee reports to Council.
6.7 Attend training as required to effectively perform their role as a committee
member.
6.8 Committee Members are subject to the Municipal Conflict of Interest Act
R.S.O. 1990, c. M50 and must disclose any direct or indirect pecuniary
interest. The disclosure must be recorded in the minutes of the meeting.
7.0 Role of Municipal Staff
The Town of Tillsonburg, by its nature and purpose, affects and is affected by many
different Municipal departments. Assistance will be provided on an as required basis
from various departments. Municipal staff will be responsible for carrying out the
following functions with respect to the Committee:
7.1 Act as an information resource.
7.2 Orientation of Committee members at the first meeting after Council
appointment.
7.3 Assist the Committee in its reporting to Council.
7.4 Provide correspondence to the Committee.
7.5 Responsible for maintaining accurate and up-to-date committee records and
providing minutes to Council.
8.0 Reports to Council
The Committee may advise and make recommendations to Council in accordance with
its’ role. Reports may be submitted as follows:
8.1 Verbally by a Council representative.
8.2 Written Report from staff liaison and presented by the Chair or the designated
representative to Council.
An annual report will also be submitted and presented to Council at the beginning of
each new year outlining the Committee’s accomplishments in the previous year.
Affordable & Attainable Housing Subcommittee
Draft Terms of Reference
Mandate:
To facilitate discussions, networking and planning to ensure expanded opportunities for
affordable and Attainable Housing alternatives within the community and determine
applicable strategies for Council review.
1.0 Role of the Affordable Housing Subcommittee
1.1 To advise Council on matters related to opportunities for expansion for
affordable and attainable housing alternatives in the Town of Tillsonburg.
1.2 To advise Council on applicable strategies for expanding affordable and
attainable housing opportunities.
1.3 To facilitate discussions and networking with community partners,
organizations and agencies to promote opportunities for affordable and
attainable housing alternatives.
2.0 Organization of the Committee
The Committee should be comprised of a cross section of individuals with relevant
technical and professional expertise, as well as strong advocacy, communication and
organizational skills.
2.1 Vacancies for citizen appointments will be advertised in local newspaper as
per the Town’s procedures for Committees of Council.
2.2 Committee members will be appointed by Council.
2.3 The Committee shall have three members from the Economic Development
Committee, two members of the public and one representative from Oxford
County Social Services: Housing Division.
2.4 The term of a Committee Member will conclude when the ad-hoc committee is abolished after meeting their outlined mandate.
2.5 One member will be appointed by vote of the committee at the first meeting to Chair the meetings. At this time, they will select a vice-chair.
2.6 Municipal staff shall act in an advisory manner to the committee and the role of staff liaison shall be fulfilled by the CAO, Development Commissioner and
the Executive Assistant. 3.0 Meetings
3.1 The Committee will hold a minimum of one meeting per quarter.
3.2 The date and time of the regular meetings will be established at the first meeting
of each term.
3.3 Meetings will have a formal agenda.
3.4 Agendas and information packages (including previous meeting minutes) will be
sent electronically to Committee Members prior to each meeting.
3.5 A majority of Council appointed Committee Members will constitute quorum for
the transaction of business.
4.0 Role of the Chair
The Chair is responsible for ensuring the smooth and effective operation of the
Committee and its’ roles. This will include responsibility for:
4.1 Calling the meetings to order.
4.2 Encouraging an informal atmosphere to encourage the exchange of ideas.
4.3 Creating an agenda in consultation with the Secretary.
4.4 Chairing the meetings to ensure business is carried out efficie ntly and
effectively.
4.5 Acting as spokesperson.
4.6 Representing the Committee on other committees when necessary.
4.7 The Chair shall conduct meetings in accordance with the Town’s Procedural By-
Law.
4.8 In the absence of the Chair, these responsibilities will be undertaken by the
Vice-Chair.
5.0 Role of the Secretary
The Secretary is responsible for ensuring a complete up to date record for the
Committee.
5.1 In liaison with the Chair, arrange date, time and venue for meetings.
5.2 In liaison with the Chair, set agendas and circulate agendas to the members two
business days prior to the meeting.
5.3 Circulate draft minutes to the members.
5.4 Keep a complete up to date record of the committee minutes.
6.0 Role of Members
Membership on the Committee is a position of responsibility and requires a strong
commitment to the Terms of Reference. Committee members are required to:
6.1 Attend all regularly scheduled meetings. Members shall notify the Chair,
Secretary or staff liaison if they are unable to attend a meeting.
6.2 Adhere to the provisions set out in the Policy for Boards and Committees of
Council. If a member has an unexplained absence of three or more consecutive
meetings then their seat on the Committee shall be declared vacant.
6.3 Review all information supplied to them.
6.4 Prepare information for use in the development of materials for the Committee.
6.5 Promote the role of the Committee and its decisions made.
6.6 Offer input to committee reports to Council.
6.7 Attend training as required to effectively perform their role as a committee
member.
6.8 Committee Members are subject to the Municipal Conflict of Interest Act R.S.O.
1990, c. M50 and must disclose any direct or indirect pecuniary interest. The
disclosure must be recorded in the minutes of the meeting.
7.0 Role of Municipal Staff
The Town of Tillsonburg, by its nature and purpose, affects and is affected by many
different Municipal departments. Assistance will be provided on an as required basis
from various departments. Municipal staff will be responsible for carrying out the
following functions with respect to the Committee:
7.1 Act as an information resource.
7.2 Orientation of Committee members at the first meeting after Council
appointment.
7.3 Assist the Committee in its reporting to Council.
7.4 Provide correspondence to the Committee.
7.5 Responsible for maintaining accurate and up-to-date committee records and
providing minutes to Council.
8.0 Reports to Council
The Committee may advise and make recommendations to Council in accordance with
its’ role. Reports may be submitted as follows:
8.1 Verbally by a Council representative.
8.2 Written Report from staff liaison and/or presented by the Chair or the designated
representative to Council.
Boundary Adjustment Subcommittee
Draft Terms of Reference
Mandate:
To review the growth being experienced by the town and the remaining inventory of
development land and identify potential land needs to support the sustainable growth
objectives of the Town in accordance with the Community Strategic Plan.
1.0 Role of the Committee
1.1 To identify strategic opportunities to increase the land supply for future
development
1.2 To advise Council on matters related to future land needs. 2.0 Organization of the Committee
The Committee should be comprised of a cross section of individuals with relevant
technical and professional expertise, as well as strong advocacy, communication and
organizational skills. 2.1 Vacancies for citizen appointments will be advertised in local newspaper as
per the Town’s procedures for Committees of Council.
2.2 Committee members will be appointed by Council.
2.3 The Committee shall have three members from the Economic Development
Committee and two members of the public.
2.4 The term of a Committee Member will conclude when the ad-hoc committee
is abolished after meeting their outlined mandate.
2.5 One member will be appointed by vote of the committee at the first meeting to Chair the meetings. At this time, they will select a vice-chair.
2.6 Municipal staff shall act in an advisory manner to the committee and the role
of staff liaison shall be fulfilled by the CAO, Development Commissioner and
the Executive Assistant.
3.0 Meetings
3.1 The Committee will hold a minimum of one meeting per quarter.
3.2 The date and time of the regular meetings will be established at the first meeting
of each term.
3.3 Meetings will have a formal agenda.
3.4 Agendas and information packages (including previous meeting minutes) will be
sent electronically to Committee Members prior to each meeting.
3.5 A majority of Council appointed Committee Members will constitute quorum for
the transaction of business.
4.0 Role of the Chair
The Chair is responsible for ensuring the smooth and effective operation of the
Committee and its’ roles. This will include responsibility for:
4.1 Calling the meetings to order.
4.2 Encouraging an informal atmosphere to encourage the exchange of ideas.
4.3 Creating an agenda in consultation with the Secretary.
4.4 Chairing the meetings to ensure business is carried out efficiently and
effectively.
4.5 Acting as spokesperson.
4.6 Representing the Committee on other committees when necessary.
4.7 The Chair shall conduct meetings in accordance with the Town’s Procedural By-
Law.
4.8 In the absence of the Chair, these responsibilities will be undertaken by the
Vice-Chair.
5.0 Role of the Secretary
The Secretary is responsible for ensuring a complete up to date record for the
Committee.
5.1 In liaison with the Chair, arrange date, time and venue for meetings.
5.2 In liaison with the Chair, set agendas and circulate agendas to the members two
business days prior to the meeting.
5.3 Circulate draft minutes to the members.
5.4 Keep a complete up to date record of the committee minutes.
6.0 Role of Members
Membership on the Committee is a position of responsibility and requires a strong
commitment to the Terms of Reference. Committee members are required to:
6.1 Attend all regularly scheduled meetings. Members shall notify the Chair,
Secretary or staff liaison if they are unable to attend a meeting.
6.2 Adhere to the provisions set out in the Policy for Boards and Committees of
Council. If a member has an unexplained absence of three or more consecutive
meetings then their seat on the Committee shall be declared vacant.
6.3 Review all information supplied to them.
6.4 Prepare information for use in the development of materials for the Committee.
6.5 Promote the role of the Committee and its decisions made.
6.6 Offer input to committee reports to Council.
6.7 Attend training as required to effectively perform their role as a committee
member.
6.8 Committee Members are subject to the Municipal Conflict of Interest Act R.S.O.
1990, c. M50 and must disclose any direct or indirect pecuniary interest. The
disclosure must be recorded in the minutes of the meeting.
7.0 Role of Municipal Staff
The Town of Tillsonburg, by its nature and purpose, affects and is affected by many
different Municipal departments. Assistance will be provided on an as required basis
from various departments. Municipal staff will be responsible for carrying out the
following functions with respect to the Committee:
7.1 Act as an information resource.
7.2 Orientation of Committee members at the first meeting after Council
appointment.
7.3 Assist the Committee in its reporting to Council.
7.4 Provide correspondence to the Committee.
7.5 Responsible for maintaining accurate and up-to-date committee records and
providing minutes to Council.
8.0 Reports to Council
The Committee may advise and make recommendations to Council in accordance with
its’ role. Reports may be submitted as follows:
8.1 Verbally by a Council representative.
8.2 Written Report from staff liaison and/or presented by the Chair or the designated
representative to Council.
Report No. CAO 2022-07
CHIEF ADMINISTRATIVE OFFICER
Council Date: June 22, 2022
Page 1 of 5
To: Warden and Members of County Council
From: Chief Administrative Officer
Master Housing Strategy Update – Housing Needs
Assessment
RECOMMENDATIONS
1. That County Council receive Report No. CAO 2022-07, entitled ‘Master Housing
Strategy Update – Housing Needs Assessment’, as information;
2. And further, that Report No. CAO 2022-07 be circulated to the Area Municipalities for
information purposes.
REPORT HIGHLIGHTS
The need for a more comprehensive housing strategy was identified in the 2022 Human
Services Business Plan and Budget. The overall findings of the Master Housing Strategy
are expected to assist in formally identifying current and future housing needs.
The purpose of this report is to provide Council with an update with respect to part one of
the Strategy, being the Housing Needs Assessment.
Over the next couple of months, N. Barry Lyon Consulting will complete part two of the
Strategy, being the priority site review component.
The final draft Strategy is expected to be complete by fall of 2022.
N. Barry Lyon Consulting will be presenting their phase one findings at this Council meeting.
Implementation Points
This report provides an update with respect to the Master Housing Strategy that is being
completed by N. Barry Lyon Consulting. Staff will report back to Council following completion of
the final Strategy, which is expected in the fall of 2022.
Report No. CAO 2022-07
CHIEF ADMINISTRATIVE OFFICER
Council Date: June 22, 2022
Page 2 of 5
Financial Impact
As the details contained in this report pertain to a project that was included in the 2022 Budget,
there will be no further impact on the current year’s budget.
Communications
On May 9, 2022, N. Barry Lyon Consulting, along with staff, met with members of County Council
to better understand local housing needs. The feedback and comments that were received during
this session have been incorporated into the Housing Needs Assessment, where appropriate.
Following Council’s consideration of this report, staff will circulate the Housing Needs Assessment
to each of the Area Municipalities for information purposes.
Strategic Plan (2020-2022)
WORKS WELL
TOGETHER
WELL
CONNECTED
SHAPES
THE FUTURE
INFORMS &
ENGAGES
PERFORMS &
DELIVERS
POSITIVE
IMPACT
1.i. 1.ii.
3.iii. 4.ii.
DISCUSSION
Background
In light of rising housing costs and the growing waitlist for community housing, the need for a more
comprehensive housing strategy was identified in the 2022 Human Services Business Plan and
Budget. The intent of this Strategy is to provide a clearer understanding of the County’s current
housing needs, including gaps along the housing continuum, as well as a list of priority housing
projects that can assist to address the identified gaps. For Council’s information, N. Barry Lyon
Consulting has been retained to complete the Strategy.
The proposed Strategy includes three components, as follows:
1. Housing Needs Assessment (Attachment 1): provides a clear understanding of the County’s
specific housing needs, taking into account a variety of indicators, including current income
thresholds, available rental and ownership housing, resale values, core housing needs and
growth projections. Based on these indicators, the assessment further identifies gaps in
terms of affordability and the households that are currently facing the biggest housing
challenges. The completed Housing Needs Assessment is included as Attachment 1 to this
report.
Report No. CAO 2022-07
CHIEF ADMINISTRATIVE OFFICER
Council Date: June 22, 2022
Page 3 of 5
2. Priority Project Development: an extensive review of approximately 25 sites, including a mix
of existing housing properties, and surplus lands owned by both the County and Area
Municipalities, for the purpose of determining the feasibility of future residential
development opportunities. The purpose of this review is to identify a list of priority projects
that may be considered to assist in addressing the County’s housing needs.
3. Non-Asset Housing Strategies: this component of the Strategy will identify potential
initiatives and/or funding opportunities to assist in closing the identified housing needs gap,
in addition to those that are already being considered by the County.
Comments
The following sections provide a summary of the key findings from the Housing Needs
Assessment, and insights into the current challenges we face in terms of housing affordability
across the County.
Overall Findings
As expected, the data indicates that much of the housing in the County is unaffordable to
most households.
It appears that high-income individuals from other parts of Ontario are moving to Oxford
County, which is driving up prices and competition for a limited supply of housing.
Owners are more likely to spend over 30% of their gross household income in order to enter
the housing market, believing that their equity commitment will pay off in the future.
Lack of housing choice and supply are two key factors driving rental housing unaffordability.
Ownership Housing
There are significant supply/demand gaps observed in the ownership market, with price
growth exceeding income growth.
Eroding affordability in the ownership market may impact the desirability and economic
competitiveness of the County.
It is important that adequate land supply be available for future development, to keep pace
with population growth and housing demand.
It is equally important that a diverse range of housing, including smaller and more compact
housing forms that are affordable to a broader range of households (e.g. compact
townhomes, condominium apartments, etc.), continue to be promoted.
Rental Housing
Oxford County requires more rental housing across the entire continuum, including rent
geared to income (RGI), affordable, and market-rental housing.
Market rents continue to increase, while vacancy shrinks across the County, indicating that
supply is falling well short of demand.
Demand for rental housing is expected to continue increasing as the population continues
to grow and ownership housing remains out of reach for many households.
Report No. CAO 2022-07
CHIEF ADMINISTRATIVE OFFICER
Council Date: June 22, 2022
Page 4 of 5
It is imperative that the County encourage the delivery of new rental housing to provide
more choice and availability in the market.
New affordable housing development should also target a wider range of households. While
there is an identified need for affordable seniors housing, there is also significant need for
other groups, specifically singles, young households, single-parent families, recent
immigrants, those with activity limitations and mental health concerns.
A more realistic target of 100 affordable rental units per year would more adequately assist
to address the current rental supply crisis; however, an increased target needs to align with
the County’s ability to adequately fund such development.
Next Steps
The findings from the Housing Needs Assessment will assist to guide the overall conclusions of
the Strategy, and the recommendations in terms of housing targets and future programs. As
previously noted, staff will report back to Council following completion of the next two phases of
the project.
It should be noted that the Housing Needs Assessment is currently based on a variety of
indicators, including inflated data from the 2016 Census. Once relevant household data from the
2021 Census is released later this year, the housing assessment will be updated accordingly.
That said, any findings related to the inflated 2016 Census statistics are still appropriate and
representative of current housing trends, as supported by relevant information retrieved through
Canada Mortgage Housing Corporation (CMHC) and the consultant’s market analysis.
Conclusions
The need to focus on the creation of housing across the continuum is identified as a goal in the
County Strategic Plan, Official Plan, Future Oxford Community Sustainability Plan, 10 Year
Shelter Plan and the Zero Poverty Action Plan.
Overall, the Master Housing Strategy is a critical first step in understanding specific local housing
needs, in an effort to provide a variety of strategies and initiatives to help address the current
housing supply shortage.
SIGNATURES
Report Author:
Original signed by
Rebecca Smith, MCIP, RPP
Manager of Housing Development
Report No. CAO 2022-07
CHIEF ADMINISTRATIVE OFFICER
Council Date: June 22, 2022
Page 5 of 5
Approved for submission:
Original signed by
Michael Duben, B.A., LL.B.
Chief Administrative Officer
ATTACHMENT
Attachment 1 – Housing Needs Assessment – June 22, 2022
Oxford County –
Master Housing
Strategy
Housing Needs Assessment
June 2022
Table of Contents
N.Barry Lyon Consultants Limited 2
1.0:Income and Affordability Thresholds
2.0:Housing Available to Oxford County Households
2.1:Ownership Resale Housing
2.:Ownership New Sale Housing
3.:Rental Housing
3.0:Affordability Gap Analysis
4.0:Who are the Households Facing Affordability Challenges
5.0:Growth Trends and Forecasts
6.0:Affordable Housing in Oxford County
7.0:Findings and Direction
Page 3
Page 12
Page 13
Page 17
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Page 44
Page 49
Page 55
Page 62
1.0:Income and
Affordability Thresholds
3N.Barry Lyon Consultants Limited
Affordable
Housing
Definition:
Oxford County
and Provincial
Policy
Statement
N.Barry Lyon Consultants Limited 4
Affordable Ownership Housing -the least expensive of (Oxford County MCFB):
1.Monthly mortgage costs (including mortgage principle,interest and
2.
3.
1.
2.
3.
1.
2.
property taxes)do not exceed 30 percent of gross monthly household income;and
The purchase price is at least 10%below the average purchase
price of a resale home in Oxford County, or a lesser amount as deemed appropriate by the Director of Human Services;and
Total annual household income does not exceed the 6th incomedecilelevelforOxfordCountyaccordingtoStatisticsCanada,and/or determined by the Ministry of Municipal Affairs and Housing;and
Affordable Rental Housing (Oxford County MCFB):
Housing where monthly rental costs (excluding utilities)do not
exceed 30 percent of the tenant’s gross monthly household income; and
Is rented at or below the average market rent for a rental unit inOxfordCounty;and
Where total household income does not exceed 60%of the median
household income for Oxford County as per Statistics Canada (or the 6th income decile).
Low -and Moderate-Income Households (Provincial Policy Statement):
Low Income:below the 3rd income decile
Moderate Income:between the 3rd and 6th income decile
Housing Continuum:Income Distribution
WOODSTOCK TILLSONBURG INGERSOLL
Avg.$1,120,000 Avg.$1,100,000 Avg.$730,729
Low-Income
Moderate-Income
High-Income
5
Census Data Key Indicators:Income
•Total incomes in the County have increased,with owner household incomes increasing at a quicker rate than renter households.
•The income of renter households remain well below owner households.In fact,owner incomes are more than twice asmuchasrenterincomes.
•Nearly 75%of renter households earn less than $60k,with 20%earning less than $20k.The inverse is true for ownership households,with over 36%earning more than $100k.
•As this data represents the 2016 census,the analysis should be updated when the 2021 census is released late-2022.
Owner Income Distribution Renter Income Distribution
Average Household Income Before Taxes
(2006 -2016)
Year Income %Change
06 -16
All Households
2006 $64,633
2011 $68,487
2016 $79,917 23.6%
Owner Households
2006 $74,881
2011 $80,551
2016 $95,099 27.0%
Renter Households
2006 $38,753
2011 $39,831
2016 $46,074 18.9%
Source:CMHC Housing Portal Census -Oxford County
6
Census Data Key Indicators:
Income Growth
•Overall,incomes have increased 17%
from 2011 to 2016.Most of this can
be attributed to the growth in high-
income households.
•Those earning over $100,000 has
grown from a total of 25%of
households in 2011 to nearly 32%as of 2016.
•The four middle categories have had
minimal change.
•The decrease in those earning less
than $20k does not signal affordability
improving (inflation,minimum wage,
etc.).
7
Incomes in Oxford County -
Deciles
8
In
c
o
m
e
Household Incomes in Oxford County
Decile Group All Households Income
(2021 estimate)^
Renter Income (2021
estimate)^
Lo
w
In
c
o
m
e
1st $26,600 $16,500
2nd $41,000 $23,100
3rd $53,600 $29,700
Mo
d
e
r
a
te
In
c
o
m
e
4th $66,500 $37,800
5th $81,300 $46,000
6th $96,600 $54,600
Hi
g
h
7th $114,600 $65,600
8th $138,100 $81,200
9th $175,300 $106,700
Notes/Source:Provincial Policy Statement Housing Tables.^Incomes based on 2016
Census of Canada,inflated using Consumer Price Index (Ontario)to estimate 2021 incomes.
•The data in this chart sorts the income of All Households
and Renter Households by income deciles.Data is
released through the Ministry of Municipal Affairs and
Housing (MMAH)each year.
•Income data is based on the 2016 Census of Canada,
which is then inflated using the Consumer Price Index
(CPI)between 2016 and 2021 to estimate current income
levels.
•Using CPI does not account for actual change in income
or people that might have moved to Oxford County over
this period.
•When the 2021 census is released late-2022, the data
and analysis should be updated.
•The data further exemplifies that owners earn
significantly more than renter households across every
decile.
Affordability Thresholds Based on
Affordable Housing Definitions
9
In
c
o
m
e
Household Incomes in Oxford County and Affordability Thresholds
Decile Group All Households Income
(2021 estimate)^
Renter Income
(2021 estimate)^
Affordable
Purchase Price*
Affordable Rental
Rate (monthly)**
Lo
w
In
c
o
me
1st $26,600 $16,500 $97,900 $410
2nd $41,000 $23,100 $150,800 $580
3rd $53,600 $29,700 $197,200 $740
Mo
d
e
r
a
te
In
c
o
m
e
4th $66,500 $37,800 $244,600 $950
5th $81,300 $46,000 $299,100 $1,150
6th $96,600 $54,600 $355,400 $1,370
Hi
g
h
7th $114,600 $65,600 $421,600 $1,640
8th $138,100 $81,200 $508,100 $2,030
9th $175,300 $106,700 $644,900 $2,670
Notes/Source:Provincial Policy Statement Housing Tables.^Incomes based on 2016 Census of Canada,inflated using Consumer Price
Index (Ontario)to estimate 2021 incomes.*Assumes 30%of gross income is available for accommodation costs.Accommodation costs
include mortgage (25 years,4.79%fixed 5-year rate,5%downpayment,1.25%property tax payment,4.0%of loan amount for CMHC
mortgage insurance).**Assumes 30%of gross income is available for monthly rent.
•The data in this chart displays the
maximum purchase price (based on all
household incomes)and maximum
monthly rent (based on renter household
incomes)that each decile group can
afford to pay as determined by the
MMAH income data.
•In addition to affordability challenges,
other barriers to entry will include:
•Availability of units at these price
points
•Rental Housing:First and last
month rent
•Ownership Housing:Adequate
down payment,other closing costs
Affordable Ownership Thresholds
Decile Group All Households Income
(2021 estimate)^
Affordable Purchase
Price*
Lo
w
In
c
o
m
e
1st $26,600 $97,900
2nd $41,000 $150,800
3rd $53,600 $197,200
Mo
d
e
r
a
te
In
c
o
m
e
4th $66,500 $244,600
5th $81,300 $299,100
6th $96,600 $355,400
Hi
g
h
7th $114,600 $421,600
8th $138,100 $508,100
9th $175,300 $644,900
Notes/Source:Provincial Policy Statement Housing Tables.^Incomes based on 2016
Census of Canada,inflated using Consumer Price Index (Ontario)to estimate 2021 incomes.
*Assumes 30%of gross income is available for accommodation costs.Accommodation costs
include mortgage (25 years,4.79% fixed 5-year rate, 5% downpayment, 1.25%property tax
payment,4.0%of loan amount for CMHC mortgage insurance).
In
c
o
m
e
Affordable Ownership Threshold (reported by MMAH)
•Affordable Ownership is least expensive of:
•10%below the average resale home in
the County.
•Affordable price of a home (mortgage
costs <30%of gross income)for a household earning in the 6th income
decile
•Average Resale Value in Oxford County
(MMAH):$525,898
•10%Below Average Resale Value:
$473,308
•Affordable Purchase price at the 6th income
decile:$355,400
•6th Income decile purchase price is the least
expensive and therefore limiting factor.
Li
m
i
t
i
n
g
Fa
c
t
o
r
an
d
Ox
f
o
r
d
Co
u
n
t
y
Af
f
o
r
d
a
b
l
e
Pu
r
c
h
a
s
e
Pr
i
c
e
Th
r
e
s
h
o
l
d
10
Affordable Rental Threshold
11
Bach
1BR
2/3 BR
In
c
o
m
e
Affordable Rental Thresholds
Decile Group Renter Income (2021
estimate)^
Affordable Rental Rate
(monthly)**
Lo
w
In
c
o
m
e
1st $16,500 $410
2nd $23,100 $580
3rd $29,700 $740
Mo
d
e
r
a
te
In
c
o
m
e
4th $37,800 $950
5th $46,000 $1,150
6th $54,600 $1,370
Hi
g
h
7th $65,600 $1,640
8th $81,200 $2,030
9th $106,700 $2,670
Notes/Source:Provincial Policy Statement Housing Tables.^Incomes based on 2016
Census of Canada,inflated using Consumer Price Index (Ontario)to estimate 2021 incomes.
**Assumes 30%of gross income is available for monthly rent.
•Affordable Rental is where:
•Affordable rent (<30%of gross
income)for a household earning at or below the 6th income decile
•Is rented at or below the average
market rent in Oxford County (per
CMHC)
•CMHC Average Market Rent (County-wide
average as reported by MMAH –2021
requested rates by County):
•Bach:$762
•1BR:$1,062
•2BR:$1,280
•3BR:$1,111
•CMHC average market rent remains below
the affordable rent calculated at the 6th
income decile for all unit types.
•Oxford County affordable housing units are
typically rented at 80%of the above CMHC
rates.
12
2.0:Housing Available
to Oxford County
Households
12
N.Barry Lyon Consultants Limited
2.1:Ownership
Resale Housing
1
3
Existing homes being purchased within
Oxford County.This existing housing stock
is referred to as Resale Housing.
Ownership Housing
–Resale Data (YTD
Dec 2021)
•Average Price:
•Single-Detached:$938,795 (up 340%since 2012,43%since last year)
•Semi-Detached:$775,041 (up 279%since 2012,40%since last year)
•Condo Apartment:$545,151 (up 293%since 2012,24%since last
year)
•Median Days on Market:
•Single-Detached:2022 –7 days |2020 –16 days |2012 –71 days
•Semi-Detached:2022 –7 days | 2020 –19 days |2012 –52 days
•Condo Apartment:2022 –7 days |2020 –19 days |2012 –50 days
•All homes types are increasing in price rapidly,selling quickly,with decreasing
supply / months of inventory.
•While the rate of increase was modest between 2013 and 2017,a slight uptick
is noted between July 2017 and January 2020.After January 2020 (COVID-19
pandemic began in March 2020),the rate of price appreciation has increased
significantly.
•Data indicates that demand appears to be outpacing supply for all housing
types in the County,resulting in prices increasing rapidly and spending very
little time on the market with reduced inventory overall.
Source:Woodstock-Ingersoll and District Residential Market
Activity and MLS®Home Price Index Report February 2022
Graphs are all housing types:
14
Ownership Housing –Resale Data (YTD
Dec 2021)
•Months of inventory and average days on market is also low in each municipality,particularly
Ingersoll and Woodstock.
•Pricing includes all home types (including large lots,small farm properties,etc.).
15
•Resale pricing is escalating quickly (29%-48%)over the past year in all areas of Oxford.
•Pricing range significantly depending on location,quality,home/lot size.
•Average values are highest in rural communities dominated primarily by larger homes.
Ownership Housing –
Resale Listing Price
Ranges (source:
realtor.ca)
•Detached:
•Most range between $800k -$1.5M
•Some smaller homes are less than $800k
•Some luxury properties are over $2M
•Semi-Detached:
•Small number of listings,mostly in Woodstock.Typically range between
$500k -$750k
•Townhome:
•Listings primarily in Woodstock.Typically range between $450k -$900k
•Apartment:
•Very few options in Oxford County.Pricing typically ranges from $300k -
$700k.
•Pricing influenced by age,quality,location,and condo fees.
16
2.2:Ownership
New Sale
Housing
•New homes being purchased from actively
marketing pre-construction projects across
Oxford County.These include new
subdivisions, new condominium buildings,
and other similar new housing projects.
•This ‘under development’housing stock is
referred to as New Sale Housing.
Ownership Housing –New Sale
Single/Semi-Detached Homes
•On average,new single/semi-detached homes in Oxford County are selling for an average
of just under $910,000.By unit type,the following average sale prices are shown:
•Two-Bedroom Homes:$720,000
•Three-Bedroom Homes:$980,000
•New homes in Woodstock are selling at the highest pricing in Oxford County.Woodstock
also has the highest number of projects.This is due to Woodstock being the largest urban
municipality in the County,with higher incomes and more employment opportunities.
18
WOODSTOCK
Avg.$1,120,000
TILLSONBURG
Avg.$1,100,000
INGERSOLL
Avg.$730,729
Source:Project Marketing Materials
New Single/Semi-Detached Homes -Woodstock
•Woodstock offers the most expensive pricing for new single/semi-detached homes in Oxford County
•On average,two-bedroom houses are selling for $785,000 and three-bedroom houses are selling for $1.12M.However,homes across these projects varied widely in pricing across the following ranges:
•Two-Bedroom Homes:$610,000 to $980,000
•Three-Bedroom Homes:$775,900 to $1,400,000
New Projects in Woodstock:
Havelock Corners
Avg.$1,220,000
Parkridge Preserve
Avg.$995,000
Rembrandt Estates
Avg.$745,000
19Source:Project Marketing Materials
New Single/Semi-Detached Homes -Tillsonburg
•Tillsonburg offers the second most expensive pricing for new single/semi-detached
homes in Oxford County
•There were limited projects at the time of the survey,which only had three-bedroom
homes available
•On average,these three-bedroom houses are selling for $1,100,000.
Northcrest Estates
Avg.$1,100,000
20Source:Project Marketing Materials
New Single/Semi-Detached Homes -Ingersoll
•For new projects,Ingersoll offered the most affordable housing options of the three
urban municipalities.
•On average,two-bedroom houses are selling for $605,000 and three-bedroom houses
are selling for $730,000.
•Homes are generally ranging from the mid-$600k to over $800k depending on size,
housing type,and location.
New Projects in Ingersoll:
Golf Estates Ingersoll
Avg.$700,000
Harrisview
Avg.$710,000
21Source:Project Marketing Materials
Ownership Housing –New Sale
Townhouses
•On average,new single/semi-detached homes in Oxford County are selling for an average
of just under $810,000.By unit type,the following average sale prices are shown:
•Two-Bedroom Townhouses:$700,000
•Three-Bedroom Townhouses:$860,000
•New townhouses in Woodstock are selling at the highest pricing in Oxford County.
Woodstock also has a higher number of new projects marketing compared to Tillsonburg
and Ingersoll.
WOODSTOCK
Avg.$905,000
Three New Projects
TILLSONBURG
Avg.$730,500
One New Project
INGERSOLL
Avg.$635,000
One New Project
22Source:Project Marketing Materials
New Townhouses -Woodstock
•Woodstock offers the most expensive pricing for new townhouses in Oxford County.
•Of the new townhouse projects marketing,pricing ranges between $700K to over$1.1M.
•On average,two-bedroom townhouses are selling for $760,000 and three-bedroomhousesaresellingfor$950,000.Townhouses across these projects varied in pricing across the following ranges:
•Two-Bedroom Homes:$700,000 to $799,900
•Three-Bedroom Homes:$699,900 to $1,115,000
New Projects in Woodstock:
Anthlone Towns
Avg.$765,000
167 Huntingford Trail
Avg.$980,000
Havelock Corners –Towns
Avg.$1,060,000
23Source:Project Marketing Materials
New Townhouses -Tillsonburg
•Tillsonburg offers the second most expensive pricing for townhouses in Oxford County
•There were limited new projects at the time of the survey,which had two and three-
bedroom units available
•On average,these units are selling for $730,500,however pricing ranges between mid-
$600K for the two-bedroom units and mid-$700K for the three-bedroom units
Northcrest Towns
Avg.$730,500
24Source:Project Marketing Materials
New Townhouses -Ingersoll
•There were limited new townhouse projects at the time of the survey.
•Pricing averaged $635,000 for new townhouse units,ranging between two and three-
bedroom layouts.
•On average,the two-bedroom units are selling at $580,000 and the three-bedroom
units are selling at $690,000.
Golf Estates Ingersoll -Towns
Avg.$635,000
Source:Project Marketing Materials 25
New Condominium Apartments
•At the time of our survey,Woodstock was the focus of condominium apartments due to
lack of supply in other areas of the County.The following information therefore
represents actively marketing units in Woodstock.
•On average,the available condominium apartments are selling for an average of just
under $615,000.By unit type,the following average sale prices are shown:
•Two-Bedroom Apartments:$580,000
•Three-Bedroom Apartments:$750,000
New Condominium Apartment Projects in Woodstock
34 Brock Street Metcalf Condos
26
New Condominium Apartments
Ownership Data -Woodstock,Ontario
Building Typology Average Price
1B 2B 3B
New Condominium Apartments -$578,450 $750,000
New Townhouses -$758,300 $951,389
New Single/Semi-Detached Homes -$786,683 $1,120,644
Source:Project Marketing Materials.
Ownership Data -Tillsonburg,Ontario
Building Typology Average Price
1B 2B 3B
New Condominium Apartments ---
New Townhouses -$673,333 $756,429
New Single/Semi-Detached Homes --$1,100,000
Source:Project Marketing Materials.
Ownership Data -Ingersoll,Ontario
Building Typology Average Price
1B 2B 3B
New Condominium Apartments ---
New Townhouses -$579,900 $689,000
New Single/Semi-Detached Homes -$605,729 $730,729
Source:Project Marketing Materials.
It is important to note that the
ownership data provided is based
on new units currently available for
sale or units that have recently
sold.Therefore,the data does not
capture the entirety of pricing for
each of the new projects since
they began selling.Average
pricing thresholds by municipality
may be impacted based on limited
availability.
27
2.3:Rental Housing Market
N.Barry Lyon Consultants Limited 28
29
•CMHC Average Market Rent (“AMR”)provides a high-level estimate of
average rents in a municipality.It includes all rental units,newly leased
and long-term “rent controlled” units.It is not indicative of actual Market
Rents.
•The CMHC data provides the vacancy rate of rental apartments,which
indicates availability and “choice”in the market.CMHC also provides
data on the rental apartment universe,which identifies how the rental
supply has grown or decreased over time.
•CMHC rental data is only available for Woodstock,Ingersoll,and
Tillsonburg (see slides to follow).
•In all three municipalities, the vacancy rate is currently well below 4%
(considered balanced conditions)and has been below 3%since 2015.
Average rents have also been increasing by an average of 3%since
1990,with more rapid appreciation (~5%)occurring over the past five
years.
•The rental apartment universe has increased measurably in Woodstock,
growing by 830 rental apartments between 1990 and 2021 (most of this
growth has occurred over the past five years).Conversely,the rental
apartment universe in Tillsonburg and Ingersoll has been static.These
figures include the total net change in rental apartments as reported by
CMHC and include the addition of rental homes as well as rental homes
that have been removed from apartment universe (i.e.converted to
condominium,buildings demolished and replaced with new rental units,
basement apartments being removed,etc.).
•Most of the growth in rental apartments since 1990 has been one-
bedroom units,followed by two-bedroom units.Three-bedroom units
have decreased over this period.
•The rental market is therefore characterized as very tight (i.e.limited
vacancy)with eroding affordability (i.e.increasing rents).While
Woodstock has expanded the rental apartment supply,vacancy remains
low with rents continuing to increase,indicating supply is not meeting
demand.
Rental Housing –
CMHC
Average Market Rent
and Vacancy Rate
Rental Housing –CMHC Average Market Rent and Vacancy RateWOODSTOCK
Woodstock Average Market Rent and Vacancy Rate October 2021
Bedroom Type Average Market Rent Vacancy Rate
Bachelor ****
One-Bedroom $1,098 2.7%
Two-Bedroom $1,284 0.8%
Three-Bedroom $1,213 1.1%
Total $1,216 1.4%
Source:CMHC Housing Portal
30
Rental Housing –CMHC Average
Market Rent and Vacancy Rate
TILLSONBURG
Tillsonburg Average Market Rent and Vacancy Rate October 2021
Bedroom Type Average Market Rent Vacancy Rate
Bachelor $713 0.0%
One -Bedroom $855 2.8%
Two-Bedroom $1,088 1.7%
Three-Bedroom $1,133 **
Total $994 2.4%
Source:CMHC Housing Portal
31
Rental Housing –CMHC Average
Market Rent and Vacancy Rate
INGERSOLL
Ingersoll Average Market Rent and Vacancy Rate October 2021
Bedroom Type Average Market Rent Vacancy Rate
Bachelor ****
One -Bedroom^$775 **
Two -Bedroom $837 1.6%
Three -Bedroom ****
Total $816 1.3%
Source:CMHC Housing Portal ^2020 value
32
Rental Housing –
CMHC Average Market
Rent
33
•100%and 80%of the CMHC Average Market Rent (AMR)in Oxford County.
•These are typically affordable
benchmarks for new affordable
housing projects.
•These are NOT the rents one would expect to pay to secure a new unit.
•True market rents are explored to follow.
Oxford County Average Market Rent 2021 (Apartments)
Bedroom Type
CMHC Average
Market Rent (AMR)80%CMHC AMR
Bachelor $762 $610
One-Bedroom $1,062 $850
Two-Bedroom $1,280 $1,024
Three-Bedroom $1,111 $889
Total $1,157 $926
Source:Provincial Policy Statement Housing Table
Rental Housing –New
Purpose-Built Rental Apartments
•On average,new (built generally within the last 5 years)purpose-built rental apartments in
Oxford County are renting at an average of just under $1,600 per month.Currently,only
Woodstock and Tillsonburg have “new”purpose-built rental housing,which average around:
New Purpose-Built Rental
One-Bedroom Apartments:$1,400
Two-Bedroom Apartments:$1,775
Three-Bedroom Apartments:$1,975
•In contrast,older purpose-built rental projects across the three urban municipalities on
average are leasing at:
Older Purpose-Built Rental
One-Bedroom Apartments:$1,250
Two-Bedroom Apartments:$1,585
Three-Bedroom Apartments:$1,950
34
New Purpose-Built Rental Apartments
35
Sally Creek –Average $1,950 per month
•Woodstock and Tillsonburg are currently the only municipalities in Oxford County with
new available purpose-built rental apartments.
•We surveyed four new projects in Woodstock and four new projects in Tillsonburg.The
most expensive project surveyed was a high-end building in Tillsonburg,however
pricing across the other seven projects was similar.
Woodstock Tillsonburg
Oxford Estates –Average $2,100 per month
Source:Project Marketing Materials
Rental Housing –Townhomes
•On average,newer townhouses in Oxford County are
renting at an average of just under $2,400 per month.
By unit type,the following average monthly rents are
shown:
One-Bedroom Townhouses:$1,850
Two-Bedroom Townhouses :$2,200
Three-Bedroom Townhouses :$2,600
•New rental townhouses in Woodstock and Tillsonburg
are leasing at similar rates across all unit types.
•The older townhouse units across the three urban
municipalities on average are leasing at:
Two-Bedroom Apartments:$1,600
Three-Bedroom Apartments:$1,850
NEW:Pember’s Walk Townhouses -Woodstock
Source:Project Marketing Materials
OLD:Thames Garden Townhouses -Ingersoll
Source:Project Marketing Materials 36
•Basement apartments were also surveyed to determine the full range of rental housing
available in Oxford County.Units listed in Woodstock,Ingersoll,and Tillsonburg were
available at an average of just under $1,500 per month in rent.By unit type,the following
was available,on average:
Rental Housing –Basement Apartments
One-Bedroom:$1,400 Two-Bedroom:$1,785
Woodstock
Source:Project Marketing Materials
37
Ingersoll
Rental Data -Woodstock,Ontario
Building Typology Average Rent
1B 2B 3B
New Purpose Built Rental Apartments $1,409 $1,802 $1,910
Older Purpose Built Rental
Apartments $1,298 $1,632 $2,393
New Rental Townhouses $1,856 $2,153 $2,498
Older Rental Townhouses -$1,609 $1,738
Basement Apartments $1,288 $1,700 -
Single/Semi-Detached Homes $2,000 $2,350 $3,025
Source:Project Marketing Materials.
Rental Housing –Rental Data Tables
It is important to note that the rental data
provided is based on units currently available
for lease.Average pricing thresholds by
municipality may be impacted based on
limited availability.
38
Rental Data -Tillsonburg,Ontario
Building Typology Average Rent
1B 2B 3B
New Purpose Built Rental Apartments $1,469 $1,790 $2,000
Older Purpose Built Rental Apartments $1,169 $1,349 $1,421
New Rental Townhouses -$2,250 $2,674
Older Rental Townhouses -$1,700 $2,150
Basement Apartments $1,450 --
Single/Semi-Detached Homes -$2,500 $2,848
Source:Project Marketing Materials.
Rental Data -Ingersoll,Ontario
Building Typology Average Rent
1B 2B 3B
New Purpose Built Rental Apartments ---
Older Purpose Built Rental
Apartments $1,148 $1,295 $1,500
New Rental Townhouses ---
Older Rental Townhouses -$1,425 $1,655
Basement Apartments $1,600 $1,950 -
Single/Semi-Detached Homes -$2,550 $2,800
Source:Project Marketing Materials.
3.0:Affordability
Gap Analysis
39N.Barry Lyon Consultants Limited
Affordability Gap Analysis
40
•The following tables present the income deciles (by tenure)and affordability thresholds of each decile group demonstrated earlier in this report (Page 9).It also illustrates the typical price/rent of housing options in Oxford County as presented in this report.
•Red indicates the home is unaffordable and Green indicates the home is
affordable to that decile group.
•As illustrated,most new ownership homes are unaffordable to households below the 9th income decile.Most rental homes are unaffordable to those below the 8th
income decile,only a one-bedroom apartment might be affordable to those in the 6th income decile.
•Also of note,100%of the CMHC AMR is only affordable to renter households above the 5th /6th income decile (important when selecting an affordability target for any new housing program).
•Page 38 &39 provide a breakdown of the affordability gap analysis by
municipality –for Woodstock,Tillsonburg,and Ingersoll.
Ownership
Affordability
Gap Analysis
Ownership Housing Affordability Gap Analysis
Income Decile 1 2 3 4 5 6 7 8 9
Affordability Threshold $97,900 $150,800 $197,200 $244,600 $299,100 $355,400 $421,600 $508,100 $644,900
Housing Type Purchase Price
Average Resale Price
Blandford-Blenheim $1,005,000
East Zorra Tavistock $828,000
Ingersoll $832,746
Norwich $972,780
SW Oxford $1,283,463
Woodstock $791,235
Zorra $1,030,911
Tillsonburg $766,625
Oxford County $845,936
Average New Sale Price -Woodstock
Single-Family New (High)$1,120,644
Single-Family New (Low)$786,683
Condo Apartment New 2BR $578,450
Condo Apartment New 3BR $750,000
Townhose New 2BR $758,300
Townhose New 2BR $951,389
Average New Sale Price -Tillsonburg
Single-Family New $1,100,000
Condo Apartment New 2BR Data Unavailable
Condo Apartment New 3BR Data Unavailable
Townhose New 2BR $673,333
Townhose New 2BR $756,429
Average New Sale Price -Ingersoll
Single-Family New (High)$760,141
Single-Family New (Low)$659,060
Condo Apartment New 2BR Data Unavailable
Condo Apartment New 3BR Data Unavailable
Townhose New 2BR $579,900
Townhose New 2BR $689,000
Unaffordable
Affordable
41
Rental
Affordability Gap
Analysis
Unaffordable
Affordable
Rental Housing Affordability Gap Analysis
Income Decile 1 2 3 4 5 6 7 8 9
Affordability Threshold $410 $580 $740 $950 $1,150 $1,370 $1,640 $2,030 $2,670
Housing Type Monthly Rental Rate
WOODSTOCK
New Apartment 1BR $1,409
New Apartment 2BR $1,802
New Apartment 3BR $1,910
Older Apartment 1BR $1,298
Older Apartment 2BR $1,632
Older Apartment 3BR $2,393
New Townhome 1BR $1,856
New Townhome 2BR $2,153
New Townhome 3BR $2,498
Older Townhome 2BR $1,609
Older Townhome 3BR $1,738
Basement Apartment 1BR $1,288
Basement Apartment 2BR $1,700
Single/Semi-Detached 2BR $2,350
Single/Semi-Detached 3BR $3,025
TILLSONBURG
New Apartment 1BR $1,469
New Apartment 2BR $1,790
New Apartment 3BR $2,000
Older Apartment 1BR $1,169
Older Apartment 2BR $1,349
Older Apartment 3BR $1,421
New Townhome 2BR $2,250
New Townhome 3BR $2,674
Older Townhome 2BR $1,700
Older Townhome 3BR $2,150
Basement Apartment 1BR $1,450
Market Single/Semi-Detached 2BR $2,500
Market Single/Semi-Detached 3BR $2,850
INGERSOLL
Older Apartment 1BR $1,148
Older Apartment 2BR $1,295
Older Apartment 3BR $1,500
Older Townhome 2BR $1,425
Older Townhome 3BR $1,655
Basement Apartment 1BR $1,600
Basement Apartment 2BR $1,950
Market Single/Semi-Detached 2BR $2,550
Market Single/Semi-Detached 3BR $2,800 42
Rental Affordability Gap Analysis –CMHC Thresholds
43
Unaffordable
Affordable
Rental Housing Affordability Gap Analysis
Income Decile 1 2 3 4 5 6 7 8 9
Affordability Threshold $410 $580 $740 $950 $1,150 $1,370 $1,640 $2,030 $2,670
Housing Type Monthly Rental Rate
CMHC Average Market Rent
80%CMHC AMR 1BR $850
80%CMHC AMR 2BR $1,024
80%CMHC AMR 3BR $889
CMHC AMR 1BR $1,062
CMHC AMR 2BR $1,280
CMHC AMR 3BR $1,111
4.0:Who are the
Households Facing
Affordability Challenges
44
Core Housing Need -Definition
•CMHC has utilized census data to assess households in Core Housing Need
within municipalities across Canada.
•A household is in Core Housing Need if its housing does not meet one or
more standards for housing:
•Affordability:Household is spending more than 30%of before-tax
household income.
•Adequacy:Home requires major repairs.
•Suitability:Home size is not adequate to the household size (i.e.family of
5 living in a 2-bedroom home).
•Adequate housing does not require any major repairs,according to
residents.Suitable housing has enough bedrooms for the size and make-up of resident households.Affordable housing costs less than 30
per cent of before-tax household income.
•In addition to providing total count of households experiencing Core Housing
Need,CMHC provides specific data points to help identify the characteristicsandsocioeconomicindicatorsofthesehouseholds.
•The following section provides an overview of this data to help Oxford County
understand the needs of those experiencing affordability challenges.
•All data comes from the Canadian Census and CMHC Housing Portal.Data is
available for only Woodstock,Tillsonburg,and Ingersoll.
45
Households in
Core Housing
Need -%of
Households
•Households in core housing need have mostly been increasing every censusperiodsince2006.In Woodstock,the number of households in Core HousingNeeddecreasedbetween2011and2016.
•There are significantly more renter households in Core Housing Need than owners.
•Ownership households in core housing need has been fairly stable between 2006 and 2016.Housing price increases since this time has likely shifted this finding.
•Data is similar to findings across the province,where renter households facelargeraffordabilitychallengesrelativetoownerhouseholds.
N.Barry Lyon Consultants Limited 46
Households in
Core Housing
Need –Housing
Standard
•Core Housing Need is more pronounced for renter households across all three categories.
•Affordability is the most common factor leading a household to be in Core Housing Need.
Adequacy and Suitability are also significant contributors for renter households being in Core
Housing Need.
•0%of the surveyed households in core housing need indicate that affordability is the only challenge.This means these households are not only spending too much on housing costs,but
also the home is either not suitable or adequate for their needs.
•The presence of older apartment buildings often leads to higher proportions of adequacy and
suitability,which are common in all three municipalities,but more prevalent in Ingersoll and
Tillsonburg.
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Core Housing Need –Household Characteristics
48
Households in Core Housing Need by Household Characteristics (2016)
Municipality Woodstock Ingersoll Tillsonburg
Tenure Owner Renter Owner Renter Owner Renter
Total -%Households in Core Housing Need 3%26%3%29%4%30%
Age of Primary Household Maintainer
15 to 24 years 6%24%0%24%0%31%
25 to 34 years 1%22%2%18%4%27%
35 to 44 years 2%24%0%25%2%24%
45 to 54 years 3%23%2%32%2%20%
55 to 64 years 5%27%4%29%6%28%
65 years and over 4%31%5%41%4%39%
Couple with children 1%8%0%7%1%10%
Couple without children 2%12%2%18%1%8%
Lone-parent household 8%43%5%40%9%35%
One-person household 7%33%9%39%12%42%
Household has at least one senior (65 or older)4%31%5%42%4%37%
Household has at least one child less than 18 years old 3%27%1%23%2%28%
Non-immigrant 3%26%3%28%4%30%
Immigrant 5%25%4%39%4%24%
Recent immigrants (landed 2011-2016)0%30%----
Household has at least one person with activity limitations 4%31%4%34%5%34%
Aboriginal households 0%17%0%36%0%35%
Source:CMHC Housing Portal Core Housing Need Analysis for Woodstock,Ingersoll,Tillsonburg.Red indicates variable is 5%above
overall average for tenure.
Renter households have higher incidence of
core housing need across all characteristics.
Key renter groups include:
•Older households (65 and over)and
households with at least one-senior.
•Lone-parent and one-person
households.
•Immigrants and recent immigrants.
•Households with activity limitations.
While certain owner groups will also face
affordability challenges,clearly a larger need to
address renter households across a variety of
incomes and characteristics.
Lone parent and one-person owner
households appear to be facing large
challenges.
Rising rents and home prices since 2016 are
likely to alter this data and the findings.
5.0:Growth Trends and
Forecasts
49N.Barry Lyon Consultants Limited
Strong Population Growth (Canadian Census)
•Population growth has been strong in Oxford County between 2001 and 2016.Most of this growth (95%)has occurred in the three urban communities of Woodstock,Tillsonburg,and Ingersoll.
•Woodstock has accommodated 64%of total population growth in the County.
•Mobility data from the County’s Municipal Comprehensive Review indicates that growth is being driven primarily by migrants from other communities in Ontario,particularly the GTA.
•Aside from university age individuals,Oxford County successfully attracts all other age groups, particularly seniors and families seeking more affordable low-density housing.
Oxford County Population Growth by Local Municipality
Area Municipality 2001 2006 2011 2016 2001 -2016
Share of Growth
2001-2016
Woodstock 35,160 37,360 38,810 42,040 6,880 64%
Tillsonburg 14,610 15,370 15,730 16,310 1,700 16%
Ingersoll 11,410 12,190 12,490 13,110 1,700 16%
Blandford-Blenheim 7,500 7,200 7,560 7,600 100 1%
East Zorra-Tavistock 7,170 7,270 7,030 7,330 160 1%
Norwich 10,890 10,870 11,020 11,310 420 4%
SW Oxford 8,090 7,870 7,750 7,880 -210 -2%
Zorra 8,370 8,420 8,280 8,360 -10 0%
Oxford County 103,200 106,550 108,670 113,940 10,740 100%
Source:Hemson Consulting Oxford County Municipal Comprehensive Review
N.Barry Lyon Consultants Limited 50
Forecasted Population
Growth Expected to be
Strong (Oxford MCR
Data)
•Population growth has accelerated significantly
since 2016 and expected to remain above
previous growth trends to 2046.
•Growth pressure being driven by:
•Households in the GTA and other nearby
municipalities (e.g.London,K-W)seeking
affordable home ownership.
•Oxford County’s adjacency to major
employment centers.
•Expanding employment opportunities
within Oxford County.
•Continued expansion of remote work.
•Appeal of small-town living
•Diversity of housing types
51
Population and Housing Growth for Each Local
Municipality (Oxford MCR Data)
•Oxford will grow by 18,320 households
and 47,010 people between 2016 and
2046.
•In addition to population growth pressures identified on the previous page,an aging population and declining
household size is also driving increased
demand for housing.
•Like previous growth trends,most of the
growth is expected within the three
urban communities:
•Woodstock:51%
•Tillsonburg:13%
•Ingersoll:12%
•Remaining 25%scattered across
the other communities
52
Historical and
Forecasted Growth by
Housing Type (Oxford
MCR Data)
•Growth has historically been dominated by single and semi-detached homes.It is
largely expected that this will continue looking forward,as Oxford County will
remain an important generator of family-oriented housing types at more affordable
pricing relative to the GTA and other nearby municipalities (e.g.London,Waterloo).
•It is expected that townhomes will become more popular over the forecast period
as the market responds to various market and planning changes (e.g.land price
increases,more efficient building form,higher density growth targets,providing
more affordable homes relative to larger single-detached lots,etc.).
•Apartments are expected to remain around 20%of housing growth looking forward.
N.Barry Lyon Consultants Limited 53
Forecasted Growth by Housing
Type for Each Local
Municipality (Oxford MCR
Data)
•Housing types are forecasted to vary across the local
municipalities.
•Single-family homes will continue to be the primary
housing typology in each local municipality.
•Apartments are projected to be most common in
Woodstock, followed by Tillsonburg and Ingersoll.
Modest apartment activity is expected in other areas
of the county.
•Current development trends (building permits,
applications) support these findings.
•Through the MCR, Oxford County is expanding the
land supply available for residential development to
meet this forecasted demand. Immediate boundary
expansions in Woodstock and Ingersoll were
identified as necessary.
Area Municipality Single Semi Row Apartment Total Average per
Year
Woodstock 4,270 1,260 1,900 1,930 9,360 312
Tillsonburg 1,600 50 210 550 2,410 80
Ingersoll 1,300 200 220 540 2,260 75
Blandford-Blenheim 580 20 90 70 760 25
East Zorra-Tavistock 890 50 220 140 1,300 43
Norwich 670 20 130 240 1,060 35
SW Oxford 450 20 20 30 520 17
Zorra 500 10 30 90 630 21
Oxford County 10,260 1,630 2,820 3,590 18,300 610
Oxford County Housing Growth by Type for each Local Municipality (2016-2046)
Source: Hemson Consulting Oxford County Municipal Comprehensive Review
Area Municipality Single Semi Row Apartment
Woodstock 46%13%20%21%
Tillsonburg 66%2%9%23%
Ingersoll 58%9%10%24%
Blandford-Blenheim 76%3%12%9%
East Zorra-Tavistock 68%4%17%11%
Norwich 63%2%12%23%
SW Oxford 87%4%4%6%
Zorra 79%2%5%14%
Oxford County 56%9%15%20%
Oxford County Housing Growth by Type for each Local Municipality
Source: Hemson Consulting Oxford County Municipal Comprehensive Review
N. Barry Lyon Consultants Limited 54
N.Barry Lyon Consultants Limited 55
Oxford County 10 Year Shelter
Plan
N.Barry Lyon Consultants Limited 56
•The Oxford County Shelter Plan sets objectives and targets for a ten-year time frame (2014-
2024)to support the vision of affordable housing for all.The plan was most recently updated
in 2019.
•The plan identified many of the same growth and forecast characteristics as the MCR
exercise.
•Large growth in population and housing expected to continue.
•Appreciation in the ownership and rental housing market expected to continue.
•Growth has largely occurred in Woodstock,Tillsonburg,and Ingersoll,which is
expected to continue.Diversity in housing type (i.e.apartments)largely located in
these communities.
•A large segment of the County’s population cannot afford market ownership and rental
homes.
•The plan identifies a significant unmet need for shelters and transitional housing,as well as
150 supportive homes,2,000 rent-geared-to-income (RGI)homes,and 1,000 affordable
rental homes,which has increased since the plan was last reviewed in 2019.
•Vulnerable groups most in need of housing include those with mental health needs or
addictions,youth,those on social assistance,seniors,the working poor,Indigenous groups,
and survivors of domestic abuse.
•The Oxford County 10 Year Shelter Plan seeks to achieve the following outcomes:
•Increase affordable rental housing supply
•Preserve and optimize the existing housing supply
•Reduce chronic homelessness
•Increase supportive housing
•Increase rent supplement units in the community
Oxford County Housing Continuum
57
Targets and Progress on
Affordable Housing Targets
•On June 10th,2015,Oxford County Council established an annual target of creating50newaffordableunitseveryyear.This target was established through the 10 Year Shelter Plan and supported through the 5-year update.
•Since 2007,County Council has approved a total of 30 affordable housing projects totaling 587 affordable units (average of 40 units per year over this period).
•These projects were made possible through a funding commitment of $23.5MfromtheFederalandProvincialgovernment and an additional $10.7M in County funding (excluding the value of development charge exemptions).
•Since 2015,Oxford County has exceeded the 50-unit affordability target.
•The depth of affordability has typically ranged between 80%and 100%of the CMHCAMR.Buildings have also included a mix of affordable and market units,with 83% of the total yield being affordable.
•Most of this activity has occurred through local private and non-profit housing providers.
•Affordable projects have been a mix of apartments,stacked townhomes, townhomes,and other single-family formats.
•All projects are affordable rental aside from a Habitat for Humanity project in Blandford-Blenheim (2 semi-detached units).
•Since 2007,a total of 171 families in Oxford County have received down payment assistance loans through the Home Ownership Program to a total of $1,977,005.
N.Barry Lyon Consultants Limited 58
Characteristics of
New Approved
Affordable Housing
Projects (2007-2022)
•This data includes all newly constructed affordable homes,which includes the 587 affordable homes identified on the previous
page,2 of which were affordable ownership units (developed by Habitat for Humanity)and 585 affordable rental homes.The
171 families assisted through Oxford’s Home Ownership Program are not included here.
•86%of the affordable units constructed in Oxford County since 2007 has been in the thee urban municipalities,with Woodstock
accommodating the majority of this activity (68%).
•One-bedroom units have been the most prevalent affordable housing unit delivered,followed by two-bedroom suites.Bachelor
and three-bedroom units have represented a small proportion of new activity.A reflection of the above,singles and seniors
(typically requiring one-bedroom units)have been the primary tenant targeted through new projects.Projects targeted
specifically to seniors have represented over 40%of all new affordable housing supply.
•Just over 6%of all new affordable units have been accessible.Some new projects have incorporated social support and
services.
•Parking has been provided at each development typically at a ratio of 1 to 2 spaces per unit.Some projects in more urban
settings have proceeded with no or limited parking.
N.Barry Lyon Consultants Limited 59
RGI Wait List
Characteristics
•There are approximately 2,400 households on the County’s wait list for RGI affordable housing.The has been steadily growing over the past decade as affordability and growth pressures continue.
•The majority of households are seeking housing in Woodstock (69%),with almost all of the wait list concentrated in the three main municipalities (driven by the fact that this is where the majority of RGI housing is located).
•Nearly half of the wait list are from households aged 25-45,with seniors representing 16%.
•Nearly 62%of the wait list are seeking a one-bedroom /bachelor unit.Less than 6%are seeking large family size homes over 4-bedrooms.
•Wait-list represents County and non-profit asset data.Wait-list for the non-RGI affordable housing is unavailable.
N.Barry Lyon Consultants Limited 60
Affordable Housing (80%AMR)Demand Characteristics
A wait-list is not held for the Affordable Housing stock,however,Oxford County indicates thefollowing:
•Page 59 illustrates the characteristics of new affordable housing projects in Oxford County. This housing is largely offered at 80%of the CMHC AMR.
•Recent projects have focused on one-bedroom units designed for senior households (65+).
•All new projects have been popular with no vacancy.Demand for affordable housingcontinuestooutpacesupply.
•Income threshold is currently $38,178 for a household to be eligible for this housing,which isapproximately60%of the median income for the County as reported in the 2016 Census.AsillustratedonPage9,this corresponds roughly with the 4th income decile for rental households.
•As identified on page 43,80%of the CMHC AMR is affordable to households generally abovethe4th/5th income decile.Those falling below this threshold will either be forced to pay morethan30%of their household income on shelter costs or join the lengthy wait list for RGI housing.
•The current wait time for RGI housing for the chorological wait list is at minimum several years.
•There is an increasing need for supports,along with affordable units (i.e.the needs of dailyliving,assistance with children,employment support).
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7.0:Findings and Direction
N.Barry Lyon Consultants Limited 62
Overall Findings
63
•The data indicates that much of the housing in Oxford County is unaffordable to many households in the municipality.
•For ownership housing,it appears that high-income individuals from other parts of Ontario are moving to Oxford County, which is driving
up prices and competition for a limited supply of housing.As home prices rise,existing owners are also likely using this equity growth to
move to a larger /more expensive home.Other macro factors are also causing home prices to rise (low interest rates, strengthening
demand,insufficient housing supply across Southern Ontario,financialization of housing,and others).
•Owners are also more likely to spend over 30%of their gross household income on a home in order to “enter the market”,believing that
their equity commitment will pay off down the road.
•Renters are also facing significant affordability challenges.Outside of a bachelor/1br apartment,rental apartments and rental single-family
homes are unaffordable to roughly 70%of all rental households in the municipality.Unlike owners, most renters will overpay for housing,
due to lack of choice,without any potential corresponding benefit.
•Lack of choice and supply are two key factors driving rental housing unaffordability,which is unlikely to improve without the introduction of
new market and affordable supply.
•When selecting an affordability target,it is important to note that 80%-100%of the CMHC AMR is out of reach for many renter
households.At the same time,the wait list for RGI housing is over 2,000 households and growing.
•These findings should be revised and reassessed when the 2021 census data is released Q4 2022 to better reflect current incomes in the
County.
Ownership Housing Needs and Strategies
64
•Oxford County is rapidly growing,and expected to continue to grow looking forward.Overall,it appears that this growth,and corresponding demand for housing,
is outpacing housing supply.The focus of growth is expected to follow historical trends and concentrate in the three urban municipalities.
•There are significant supply/demand gaps observed in the ownership market,with price growth exceeding income growth.For households entering the market as
first time buyers,it is likely they will struggle to afford a home.
•Eroding affordability in the ownership market will impact the desirability and economic competitiveness of the County.It will also push more ‘would-be’purchasers
into an already tight rental market,causing affordability and availability in the rental market to continue to worsen.
•It is imperative,through the ongoing Official Plan Review,that adequate land supply is made available for future development to keep pace with population growth
and housing demand.
•The best option for addressing ownership housing affordability is to ensure that realistic housing forecasts are developed and enough land is made available to
allow developers to keep pace with demand.It is equally important that a diverse range of housing,including smaller and more compact housing forms that are
affordable to a broader range of households (e.g.compact townhomes,condominium apartments,tiny homes,etc.)is delivered.This should be carefully
considered through the ongoing Municipal Comprehensive Review and Official Plan Update.
•If the market feasibility of new condominium apartments is challenged,incentives through a community improvement plan could help offset these financial hurdles.
•The County can also partner with non-profit affordable ownership groups (e.g.Options for Homes,Habitat for Humanity)to deliver housing below market rates to
qualifying households.
•The County’s down payment assistance program can also play a role in helping moderate-income households to purchase a home,as well as other similar
programs (e.g.rent-to-own).However,a focus on the supply and diversity of housing should remain the focus (i.e.demand-side solutions like 2nd mortgage
assistance in the absence of increasing supply will not affect affordability in a meaningful way aside from the small number of households that are approved
through the program).
Rental Housing Needs and Strategies
•Oxford County requires more rental housing across the continuum,including RGI,Affordable,and market rental housing.Market rents continue to increase while vacancy
shrinks across the County,indicating supply is falling well short of demand.At the same time,the RGI wait list continues to grow and there is virtually no availability in the
affordable housing stock constructed over the past decade.
•It is expected that demand for rental housing will continue to increase as the population continues to grow and ownership housing remains out of reach for many households.
Without increased supply,rental rates will continue to rise and vacancy will remain low.This will continue to erode the availability of traditionally affordable rental housing to
those with lower/moderate incomes.
•It is therefore imperative that the County encourage the delivery of new rental housing.New rental housing will provide more choice and availability in the market.It will also
allow those currently living in “older”rental units but have the income to rent a higher quality unit (if one was available)to do so.This is referred to as the “Filtering Process”,
freeing up an older unit at lower rent to a lower income household.
•New market-rate rental housing can be encouraged through a variety of strategies including incentive programs,encouraging the creation of second suites,and including
market and affordable units together through any new affordable housing /mixed-income developments.
•New RGI housing is also needed to address the lengthy wait list.As illustrated on Page 60,demand for new RGI housing is heavily dominated by smaller units (bachelor and
1br)and 84%of the wait-list is made up of those under the age of 65.
•New affordable housing (AMR)is also drastically needed.This housing provides a segment of the housing continuum in-between market and RGI housing,largely focusing
on those earning less than $38,178 or the 4th income decile and below.
•Virtually all of the County’s affordable housing projects over the past decade have provided affordable rents at 80%of the CMHC AMR.As illustrated on Page 43,
80%of CMHC AMR is affordable to only those in the 4th and 5th income decile.Those falling below this threshold will either be forced to pay more than 30%of their
household income on shelter costs,or join the lengthy wait list for RGI housing.
•Most of the recent investment in affordable housing has focused on one-bedroom units and senior households.
•In addition to AMR affordable housing,the County can also consider expanding the supply of RGI and even market rental housing in new developments.A broader range of
affordable housing can also be considered (i.e.40%-80%AMR).This can be done through a mixed-income project (e.g.30%RGI,50%AMR,20%market).
•New affordable housing development should also target a wider range of households.While there is an identified need for affordable seniors housing,there is also significant
need for other groups,specifically singles,young households,single-parent families,recent immigrants,those with activity limitations,those with mental health issues,
immigrants,and others (Page 48,56,58,59,60).
•New affordable housing development should be focused in the three urban municipalities where access to services and day-to-day needs,infrastructure servicing,transit,and
other similar factors are readily available.These areas are also expected to experience the largest growth pressures looking forward.
•Utilizing public land,financial incentives,supporting non-profits,encouraging second suites,and other similar strategies should be pursued.Pursuing federal fundingprogramsthroughtheNationalHousingStrategyshouldalsobeapriority.65
Housing Targets and Affordability Thresholds
•Oxford County’s current target of 50 affordable unitshasgenerallybeenmetsincethe10-Year Shelter Plan was adopted.
•Achieving this target required a significant fundingcommitmentfromalllevelsofgovernment,includingover$10M from Oxford County over the past 15 years.
•This report clearly identifies that this target isinsufficienttofullyaddresstheaffordabilitygaps across the housing continuum.
•However,increasing the target will carry additionalcostsandresources.Establishing a new targetshouldalignwiththeCounty’s ability to adequate fundnewhousingdevelopment.
•As identified on the previous page,new housingdevelopmentshouldalsobegintotargetawider spectrum of households and affordability depths.
•If possible,Oxford County should increase this annual target to at least 100 units per year.
66
Page 1 of 5
Subject: EDAC Resolution Regarding Zoning Bylaw Height Restrictions
Report Number: EDM 22-17
Department: Economic Development Department
Submitted by: Cephas Panschow
Meeting Type: Council Meeting
Meeting Date: Monday, July 11, 2022
RECOMMENDATION
That the resolution from the Economic Development Advisory Committee regarding the
existing maximum height restrictions for residential buildings within the Town of
Tillsonburg be referred to Oxford County Planning for review.
BACKGROUND
The Economic Development Advisory Committee received an update regarding the
activity of the Town’s Affordable/Attainable Housing Committee at their May 10, 2022
meeting. The Economic Development Advisory Committee (EDAC) discussed the
current shortage of available multi-residential development sites in the community and
the challenge this is creating with respect to potential housing projects to meet market
demand. It was identified that the Town’s current zoning permits a maximum height of
22 metres (72 feet) for multi-residential buildings and the question was raised as to how
this maximum height was determined. Based on concerns about meeting local demand
for housing, including social housing, the Committee then passed a resolution as
follows:
THAT the Economic Development Advisory Committee recommend Council
reassess the height limits imposed on multi family high rise buildings within Town
boundaries.
Staff is bringing this advice to Council for their consideration and direction.
EDM 22-17
Page 2 of 5
DISCUSSION
Section 8.2.6 of the County of Oxford’s Official Plan policies for the Town of Tillsonburg
provide the following information on High Density Residential development:
The height and density limitations applicable to the various forms of development
allowed in the High Density Residential area shall be determined on the basis of
the nature, character and scale of adjacent land uses. Height and density
limitations will be specified in the Zoning By-law and may vary from location to
location. Unless there are specific site or area characteristics which favour higher
limits, net residential densities will normally not exceed 111 units per hectare (45
units per acre). Under no circumstance will development within a High Density
Residential area be less than 63 units per hectare (26 units per acre) net
residential density without amendment to this Plan.
Lower height and/or density limits than permitted by this Plan may be warranted for
specific areas on the basis of the following criteria:
• Sanitary sewage, water or storm drainage constraints;
• The limitations related to municipal fire protection;
• Development constraints related to topographic features;
• Protection of significant or scenic views or vistas;
• To minimize the effect of development and required parking on significant natural
features;
• Where adjacent low profile residential land uses may be adversely affected in
terms of sunlight, traffic or privacy;
• The development results in a gradual transition from low profile residential
buildings to higher profile residential buildings and vice versa.
Section 8.2.7 (Site Design Policies for Multiple Unit Residential Development) of the
Official Plan further elaborates on how to accommodate higher density developments
within the Town:
Multiple unit dwellings and amenity areas will be sufficiently separated from each
other and from parking areas to ensure privacy and to avoid prolonged periods of
shadowing especially during winter months. Where a multiple unit residential
dwelling abuts lower density residential development, where feasible, the building
will be sited to minimize visual intrusion onto neighbouring properties.
EDM 22-17
Page 3 of 5
The maximum height standards for various zoning categories throughout the Town are:
• 22 metres/72 feet - Central Commercial (CC) and High Density Residential
• 15 metres/49 feet – Medium Density Residential
• 11 metres/36 feet – Entrepreneurial (EC) and Low Density (R1, R2, & R3)
Residential
Based on current market demand and the need for lower cost, and hence, higher
density residential developments within the Town of Tillsonburg, as well as initial
feedback from Oxford County Planning, the Development Commissioner is
recommending that the resolution be forwarded to Oxford County Planning for additional
review and direction with respect to both appropriate height restrictions and residential
densities permitted within the Town.
Of note, Oxford County has initiated a review of the Official Plan (see May 25, 2022
County Council Report CP 2022-48 Official Plan Review – Update on Next Phases) and
work is anticipated to begin in mid 2022, with a consultation draft of policies being
presented to County Council early to mid 2023, depending on the ultimate scope of the
policy revisions and nature and extent of community engagement. The timing of the
Official Plan review appears to be an appropriate time to review the current height and
density provisions for the Town.
CONSULTATION
EDAC’s resolution has been reviewed with the County Planner who has advised that
the Official Plan density limits are likely more of an issue than the maximum building
height standard contained in the Town’s Zoning By-law. Planning also indicated that
they have not received any formal applications for increased residential densities
although there have been one or two inquiries with respect to the maximum height
permitted in recent years.
In the past, it was thought that the residential building height restriction in the Zoning
Bylaw was related solely to the technical capabilities of the Fire Department, but that is
not the case. That being said, increased residential building heights would introduce a
number of additional considerations (e.g. additional training and pre-planning specific to
high rise buildings) and pressures (e.g. increased Fire Fighter response requirements to
handle larger fire/number of occupants) for the Town.
While the length of ladders or aerial apparatus devices should not be the determining
factor in the permitted building height, these can be a definite asset and provide
EDM 22-17
Page 4 of 5
alternatives to interior firefighting operations as well as aiding significantly in alterative
approaches to “attack” the fire or provide rescue options from the exterior of the
building.
The Fire Chief has indicated that these increases risks can be reduced, managed or
mitigated by ensuring Ontario Building Code compliance when approving new buildings
(through consultation with the Fire Department through the process), regular inspection
and pre-planning programs, increased high-rise training programs, and adequate
staffing resources.
When authoring this report, the Chief Building Official (CBO) was not available to
provide comment. The Economic Development Commissioner will connect with the
CBO, and provide any comments at the Council meeting.
FINANCIAL IMPACT/FUNDING SOURCE
At this time, there is no anticipate financial impact related to this report and
recommendation.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☐ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☒ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will accommodate and support sustainable
growth.
Strategic Direction – Work with Oxford County and the development community
to proactively plan for a variety of housing options that are affordable and
attainable for current and prospective residents
EDM 22-17
Page 5 of 5
Priority Project – Identify opportunities for infill development
ATTACHMENTS
None
Resolution # 2022-220
Moved By: Councillor Luciani
Seconded By: Councillor Parker
THAT the Council of the Town of Tillsonburg directs staff to proceed with public
and agency consultation regarding amendments to the Official Plan and Zoning
By-law related to the implementation of policies and provisions enabling Additional
Residential Units in accordance with Provincial direction as set out in the More
Homes, More Choices Act and accompanying regulations.
Carried
Physician Recruitment Strategies
Oxford County Physician Recruitment Group
Lead Generation Proposal (Research FDI)
o Generate ‘qualified leads’ for the group though various types of market
research, including computer algorithms, direct outreach to physicians,
private health clinics and networks, industry organizations, etc.
Social Media Campaign (pictures attached)
o Campaign launched the week of June 22
Discovery Week Event
o Social event that invites students participating in the Discovery Week to
have a meal and meet with other students and physicians from the area
o Was held on May 31, 2022 and had 33 attendees (16 Western students
and 14 physicians)
Family Medicine Forum- November 2022- Toronto
o Participation to be discussed at September meeting
Planning to attend recruitment events at medical schools this fall
Working with an Embro business owner interested in trying to get a family
medical clinic established in Embro
Tillsonburg Physician Recruitment
Town of Tillsonburg provides funding to TDMH to recruit physicians
--
Cordially,
Camilo Galvis
Tillsonburg District Memorial Hospital
Report to the Town of Tillsonburg Economic Development Committee
July 2022
Tillsonburg District Memorial Hospital (TDMH) announced a new Chief of Staff, Dr. Clay Inculet
as of July 1 2022. As Dr. Inculet is orientated to his role, the Physician Recruitment document
will be reviewed in the coming months with the new Chief Executive Officer and President, Nadia
Facca, as well as key other stakeholders.
Overall, hospitals across the South West, including TDMH, continue to experience extreme
human resources shortages, including physicians, and all hospitals are working closely together
to minimize potential service impacts and manage wait times. In fact, localized shortages in some
areas of the South West have already resulted in temporary Emergency Department closures and
temporary suspensions of other services. Physician recruitment to TDMH continues to be
challenging.
TDMH Physician Recruitment Initiatives:
1. Exploring partnerships with other hospitals to strengthen on call schedule and/or to bring
services to TDMH (where TMDH may not need a full-time equivalent).
2. Working with Physicians and the Universities to support Medical Student elective and
resident placements at TDMH.
3. Support the work of the Tillsonburg Recruitment Committee incentives for Family Practice
and Specialist recruitment and evaluate the resources committed to assisting new General
Practitioners in building their practice. Continue to profile the Hospital and community
with Family Practice Residents, Health Force Ontario, and other key websites.
4. TDMH has contracted with a Recruitment Agency to assist with recruitment for Hospitalists
and Emergency Department physicians.
Page 1 of 4
Report from BIA Chair – ED07-01
To: Economic Development Advisory Committee
From: Cedric Tomico – DTBIA Chair
Date: July 4th, 2022
Subject: DTBIA business update
The following status report is provided to the ECDEV Advisory Committee:
Financial/budget:
The team is working on a 10-year operating and capital budget as requested by the Town of
Tillsonburg’s Finance Department.
The Town requires the BIA to self-finance capital projects going forward – this will necessitate a change
in the levy to facilitate building a capital reserve for 2023 and future years in addition to funding capital
purchases on an annual basis.
The team has commenced the process of budgeting for the 2023 fiscal year – detailed with the
requisite background documentation and supporting metrics for the assumptions.
The Town and DTBIA team will be meeting during July and August to discuss the MOU for 2023 which
will also include a capital contribution to the jointly agreed to capital plan. At the end of the day, all
DTBIA assets are town assets.
Operations & Beautification:
Many positive comments have been received about the 2022 beau tification. The clustering of the
arrangements has been a success. Mike Dean from Advanced Towing will be removing the dead
trees by July 18th and these will be replaced with new specimens. Details as follows:
Area/street: Task: Completion date:
Baldwin Street from
Broadway to Rolph
Weed removal
Detailed cleaning
July 8th, 2022
Throughout downtown Painting of existing metal waste
receptacles
July 31st, 2022
Throughout downtown Inspection & adjustment of table
assemblies
Ongoing
Broadway – in front of RBC
Broadway – in front of salon
Tree removal
Tree removal
July 18th, 2022
Page 2 of 4
Membership news/membership update:
We continue to support the members that are experiencing staffing shortages which now includes the
banking sector who are actively recruiting for customer-facing positions.
Sew-U-Can has renewed their dealer agreement with Baby-Lock branded sewing machines. The
Tillsonburg location is the among the busiest Baby-Lock dealer sites in all of Canada.
Two Girls and a Cheese Shop celebrated their one-year anniversary in addition to opening a 2nd
location in Port Stanley. Success belies more success. Congratulations to them.
All patios that have applied for encroachment permits and approval are now up and operating.
Strathallen has provided, free of charge, all the new electric blue umbrellas at the front of the mall. A
big thank you to them for their support.
The DTBIA team continues to work closely with the Tillsonburg Town Centre mall team on various
promotional opportunities.
Façade Program/building storefront update:
Payments for projects completed in the previous quarter including the holdbacks for 29 Baldwin Street
and 80 Broadway have been processed and paid.
Human Resources:
The team is fully staffed with the ability to schedule shifts 7 days per week to ensure a high level of
cleanliness, order, and operations. The student team will finish on or about August 31st, 2022. The
entire team are contributing positively to the DTBIA work outputs.
Governance:
The Strategic Plan will be undertaken by the end of August and be facilitated in-house. There will also
be a report at the next Board meeting to appoint a new BIA member to the final board seat vacancy for
the term ending January 1st, 2023.
Events & Marketing:
- “Late Night Thursdays” initiative to promote shopping and services that are available after 5
pm.
- Planning is underway for Summer Sidewalk Sale days to be held August 11th – 13th inclusive.
- Facilitated and assisted with the installation of the Tillsonburg 150 banners.
- Provided 5 team members to assist with Canada Day activities downtown including execution
of the busiest ever Pancake Breakfast at the Station Arts Centre.
- Implemented a campaign to promote “free parking” in the downtown core area.
- Continuing to create short form video content.
- Continuing to work together with Roselyn D’Ascanio of Strathallen on all Tillsonburg Town
Centre events and promotions.
Page 3 of 4
Emerging trends:
Pedestrian traffic has increased markedly driven by Starbucks, Popeye’s, Bar Burrito and the impacts of
additional town population. This is good news as other BIA members have noticed additional
increases in business along with this trend.
Action: The DTBIA will need to invest in pedestrian counting technology as the downtown further
grows and develops. This will be instrumental in demonstrating to potential national chains that there
is sufficient traffic for their retail offerings.
Urban density: a best practice for any urban core is density & providing residential dwelling units.
The DTBIA supports projects to increase the density in the C-1 commercial zone including the
repurposing of the excess of surface parking. There should also be serious consideration given to
increasing the height of buildings beyond the 6-storey threshold that seems to be in place. I have
provided the following table illustrating examples of communities proximate and of comparable size
that have existing buildings that exceed 6 storeys/floors:
Municipality &
population:
Location/name
of building:
Use of building: Number of
floors:
Leamington, ON (29,680) Leamington
Towers East
Leamington
Towers West
Residential apartments
13
13
Orangeville (30,167) Bromount Place Residential apartments 10
Fort Erie, ON (32,091) Albany Place Residential apartments 8
Woodstock, ON (46,000) Drewlo Towers Residential apartments 12
Ithaca, NY (22,283) Titus Towers Residential apartments 15
Auburn Hills, MI (21,412) Crowne Plaza
Hotel
Full-service hotel 8
Muskegon, MI (17,840) Shoreline Inn and
Suites
Full-service hotel 10
Bettendorf, IA (36,214) Isle Casino Hotel Full-service hotel 12
The proposed increase in density & discussion for taller buildings is consistent with the adopted
Central Area Design Study; (CADS) of 2012 & demonstration of best practices related to urban success
stories elsewhere. The Official Plan contemplated the need for higher densities moving forward
centering in the C-1 Commercial Zone area. There are design principles also discussed in the CADS.
The ED of the DTBIA will be providing a report to recommend adoption of a policy statement on
downtown residential intensity and an increase to allowable building heights in the downtown core
area; at the July DTBIA Board of Directors meeting. The ED recommends that a working group be
assembled to discuss moving this forward if it is needed.
Page 4 of 4
Advocacy:
The DTBIA Team is working with all partners and stakeholders to advance our collective cause(s) to
achieve our mandated objectives. We triage the requests for assistance and respond quickly to urgent
matters.
We continue to work with the OBIAA on areas of importance and issues impacting our collective
efforts across the province. There is a strong drive and initiative to communicate the crisis of
homelessness, substance abuse and a general lack of effective public policy dealing specific to these
concerns with the Federal and Provincial governments. Again, Tillsonburg is standing alone as one of
the communities that does not have a pervasive issue. Fellow BIA’s in Peterborough, London,
Kitchener, Windsor, Woodstock, Vancouver, Edmonton and other cities/towns of all sizes are dealing
with massive issues that are largely out of control. Entire neighbourhood BIA’s in Vancouver and
Edmonton are largely overrun with homelessness and the ensuing public disorder. This creates an
untenable environment that is not conducive for economic development.
Tillsonburg needs further supports from the County of Oxford and other levels of government to
prevent these issues from taking permanent root in the downtown core area.
Minutes from the County of Oxford Master Transportation Plan first meeting are attached for your
review.
Summary:
The economy continues to improve with most businesses downtown recording strong sales and traffic.
There are several new businesses that are being supported on an ongoing basis.
2022 is shaping up to be a strong year of building a better downtown with a large increase in
pedestrian traffic.
Your suggestions and feedback are welcomed and encouraged.
YEAR TO DATE MONTHLY
2022 2021 % Difference 2022 2021 % Difference
$ value of Total Units Sold $684,988,057 $667,473,456 2.62%$90,050,399 $134,017,416 -32.81%
$ value of Residential Units Sold $546,447,630 $551,690,199 -0.95%$71,853,399 $101,881,617 -29.47%
$ value of Other Units Sold $138,540,427 $115,783,257 $18,197,000 $32,135,799
Total # of Units Sold 860 1044 -17.62%116 192 -39.58%
# of Residential Units Sold 744 896 -16.96%106 159 -33.33%
# of Other Units Sold 116 148 10 33
Total # of New Listings 1293 1102 17.33%347 246 41.06%
Total # of New Residential Listings 1274 1083 17.64%293 207 41.55%
Total # of Other New Listings 260 228 54 39
Total # Currently on Market See Monthly Numbers 489
# of Residential Currently on Market See Monthly Numbers 359
# of Other Listings Currently on Mkt See Monthly Numbers 130
RESIDENTIAL SALES Accum.Accum.Month Reporting Month Reporting
BY PRICE CATEGORY 2022 TTL 2021 TTL 2022 2021 AVERAGE RESIDENTIAL SALE PRICE
$ - $299,999 11 24 4 3
$300,000 - $499,999 108 268 20 46
$500,000 - $599,999 127 212 26 37 2022 2021 % Difference
$600,000 - $699,999 147 137 21 21 MONTH $677,862 $640,765 5.79%
$700,000 - $799,999 113 99 13 20 YTD $734,473 $615,726 19.29%
$800,000 - $899,999 92 72 6 14
$900,000 - $999,999 59 28 5 3
$1,000,000 - 1,099,999 23 18 1 5
$1,100,000 - 1,199,999 12 11 4 3
Over - $1,200,000 52 27 6 7
for “Tillsonburg District” definition see Region & Municipality below.
MLS® ACTIVITY FOR THE MONTH ENDING June, 2022
TILLSONBURG 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 ITSO. 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
Region: Elgin, Oxford, Norfolk
Tillsonburg District Real Estate Board
1 Library Lane, Unit 202
Tillsonburg, ON N4G 4W3
Phone: 519-842-9361
Source: The Canadian Real Estate Association and the Tillsonburg District Real Estate Board MLS® System. REALTOR® is a trademark, which identifies real
estate professionals who are members of the Canadian Real Estate Association and, as such, subscribe to a high standard of professional service
and to a strict Code of Ethics.
TOWN OF TILLSONBURG’S REAL ESTATE MARKET REPORT FOR JUNE, 2022
** It is important to note that the percentage of difference compared to June 2021
was significantly impacted by the newly implemented restrictions related to COVID-
19 and June not accurately reflect a real percentage of change for that time.
The number of homes sold through the MLS® System of the Tillsonburg District
Real Estate Board totalled 31 units in June 2022. This was a decrease of 22.5%
from June 2021.
On a year-to-date basis, home sales totalled a record 173 units over the first six
months of the year. This decreased by 24.5% from the same period in 2021.
The overall MLS® Home Price Index (HPI) composite/single-family benchmark price
was $649,500 in June 2022, a substantial gain of 17.8% compared to June 2021.
The average price of homes sold in June 2022 was $632,152, increasing by 5.0%
from June 2021.
The more comprehensive year-to-date average price was $679,186, rising 17.8%
from the first six months of 2021.
The number of new listings saw an increase of 58.7% from June 2021. There were
73 new residential listings in June 2022.
Active residential listings numbered 73 units on the market at the end of June up
by 231.8% from the end of June 2021.
Months of inventory numbered 1.1 at the end of June 2022, up from 0.5 months
recorded at the end of June 2021. The number of months of inventory is the
number of months it would take to sell current inventories at the current rate of
sales activity.
CONTACT:
TDREB PRESIDENT 2022
Bryan Wiltshire
bryan@wiltshireteam.ca
519-842-7351
TDREB GR CHAIR
Dane Willson
dane@danewillson.ca
519-842-8418
TDREB EXECUTIVE OFFICER
Linda Van Hooren
tburgreb@bellnet.ca
519-842-9361
Source: The Canadian Real Estate Association & the Tillsonburg District Real Estate Board MLS® System. The trademark MLS®, Multiple Listing Service and the associated
logos are owned by The Canadian Real Estate Association (CREA) and identify the quality of services provided by real estate professiona ls who are members of CREA.
TOWN OF TILLSONBURG
Year to Date Housing Market Update for June 2022*
*Based on residential data from the Tillsonburg District Real Estate Board MLS® System.
All percentage changes are year over year comparisons.
Home Sales down 24.5%
Home Sales numbered 173 units June 2022 YTD, down
24.5% compared to the 229 units sold June 2021 YTD.
Inventory change 120.0%
**June 2022 YTD had 1.1 months of
inventory, up from 0.5 months at the
end of June 2021.
New listings up 11.9%
There were 282 new listings June 2022
YTD, up 11.9% compared to 252 new
listings June 2021 YTD.
Benchmark price up 17.8%
The benchmark price was $649,500 June 2022
YTD, up 17.8 % from June 2021 YTD.
**The year-to-date months of inventory figure is calculated as average active listings from January to current month/average sales from Jan uary to current month.
Property Client Thumbnail
Client Thumbnail 127 BROADWAY St Tillsonburg MLS® #: 40243733
Active / Commercial Sale Price: $895,000.00
MLS®#:40243733
Region:Oxford Bldg Area Total:9,506
Municipality Area:Tillsonburg Lot Size Area:4,561.00
Neighbourhd/SubDist:Tillsonburg Lot Front:27.23
Property Sub Type:Building and Land Lot Depth:167.50
Business Type:Tax Amount:$8,077
Waterfront Y/N:No Tax Year:2021
Commercial investment opportunity. Retail/office property located in the prime core area of downtown Tillsonburg, next
to RBC Bank. Spacious display area of combined total of approximately 6889 sqft located on main floor and lower level.
New heating and A/C in 2021, main roof installed in 2016 and second floor roof installed in 2013. This well maintained
property features spacious open unencumbered display/office area. Second floor has administration and clerical area.
Ample street level and municipal parking nearby. Building is currently occupied by retail men's and ladies store in front as
well as a small beauty parlor in back. Building, freight delivery and beauty parlor have rear entry access at alley. Clothing
retail business may also be for sale
Client Thumbnail 96 TILLSON Av #3,4,5,6 Tillsonburg MLS® #: 40287506
Active / Commercial Lease Price: $1,050.00/Month Gross
Lease
MLS®#:40287506
Region:Oxford Bldg Area Total:
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:0.00
Property Sub Type:Office Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2022
PROFESSIONALISM AT THE NEXT LEVEL. Here is a rare opportunity to find a space for your business in the Tillsonburg
Multi-Service Centre. Available are a number of office suites that are ready for you to set up shop! As a tenant of this
facility, you will enjoy the benefits of: free wifi, all-inclusive rent (+HST), free parking for your clients, boardroom access,
access to the centres professional reception desk/services, weekly cleaning, etc. Also, on site is a established daycare
that may prove to be helpful to yourself or clients. This location is a known centre and resource for business and
education in Tillsonburg. There is plenty of parking and you are surrounded by schools, parks and shopping. Only steps
from the downtown core. Inquire today
Client Thumbnail 1 LIBRARY Ln #202 Tillsonburg MLS® #: 40281993
Active / Commercial Lease Price: $1,050.00/Month Gross
Lease
MLS®#:40281993
Region:Oxford Bldg Area Total:850
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:77.53
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2022
Central location! Excellent office location in the heart of Downtown. Lots of municipal parking, steps to all the Downtown
amenities. Unit is approximately 850 square feet at 1050 per month semi gross lease.
Client Thumbnail 71 BROADWAY St Tillsonburg MLS® #: 40280052
Active / Commercial Lease Price: $1,600.00/Month Net
Lease
MLS®#:40280052
Region:Oxford Bldg Area Total:1,200
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:18.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:
Waterfront Y/N:No Tax Year:
AFFORDABLE OPPORTUNITY IN THE CORE! Don't miss your opportunity to lease this recently renovated unit with slick
brick front entry greeting area, rustic hardwood floors and high ceilings. 71 Broadway is located at the centre of the
universe in Tillsonburg! With nearly 1200 square ft, this charming space is ideal for retail, office, or any other of the many
uses that the property's CC zoning allows! This unit has barrier free entry, accessible washroom, high ceilings and plenty
of free municipal parking the rear. The space has an office and rear storage area with sink as well. Tenant responsible for
utilities, taxes, internet, etc.
Client Thumbnail 77 BROADWAY St Tillsonburg MLS® #: 40275606
Active / Commercial Lease Price: $18.00/Sq Ft Net
MLS®#:40275606
Region:Oxford Bldg Area Total:4,287
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:25.98
Property Sub Type:Building Only Lot Depth:176.50
Business Type:Tax Amount:$22,856
Waterfront Y/N:No Tax Year:2021
High traffic corner space available in Tillsonburg's downtown core. The main floor unit has 4,287 square feet with the
option to separate the space. Two entrances into the space including one right off Broadway Street. Municipal parking lot
located in the back and to the South, along with street parking right out front and side. The Central Commercial zoning
allows for a wide variety of uses.
Client Thumbnail 1444 BELL MILL Sr Tillsonburg MLS® #: 40252986
Active / Commercial Lease Price: $6,700.00/Month Net
Lease
MLS®#:40252986
Region:Oxford Bldg Area Total:10,000
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:608.34
Property Sub Type:Building Only Lot Depth:
Business Type:Tax Amount:$0
Waterfront Y/N:No Tax Year:2022
Excellent opportunity for large facility on main arterial road (Highway 3) in Tillsonburg Industrial zone. Facility features a
10,000 square foot unit with ample space for outside storage or parking available. Large paved parking area at front with
two dock level doors at the rear. 14' clear height throughout building. Triple net lease. Be sure to use the 3D tour to
explore the properties full potential!
Client Thumbnail 1444 BELL MILL Sr Tillsonburg MLS® #: 40252766
Active / Commercial Lease Price: $7.50/Sq Ft Net
MLS®#:40252766
Region:Oxford Bldg Area Total:30,000
Municipality Area:Tillsonburg Lot Size Area:7.07
Neighbourhd/SubDist:Tillsonburg Lot Front:608.34
Property Sub Type:Industrial Lot Depth:
Business Type:Tax Amount:$1
Waterfront Y/N:No Tax Year:2020
Excellent opportunity for large facility on main arterial road (Highway 3) in Tillsonburg Industrial zone. Facility features a
30,000 square foot unit with ample space for outside storage or parking available. Approximately 20,000 feet of air
conditioned space. Bright newly renovated entry/reception/showroom area and freshly updated washrooms. Large paved
parking area at front with rollup door and grade level loading. Rear features two dock level doors and one grade level
door. 14' clear height throughout building. Triple net lease. Be sure to use the 3D tour to explore the properties full
potential!
Client Thumbnail 1444 BELL MILL Sr Tillsonburg MLS® #: 40252706
Active / Commercial Lease Price: $7.50/Sq Ft Net
MLS®#:40252706
Region:Oxford Bldg Area Total:40,000
Municipality Area:Tillsonburg Lot Size Area:7.07
Neighbourhd/SubDist:Tillsonburg Lot Front:608.34
Property Sub Type:Industrial Lot Depth:
Business Type:Tax Amount:$1
Waterfront Y/N:No Tax Year:2020
Excellent opportunity for large newly renovated facility on main arterial road (Highway 3) in Tillsonburg Industrial zone.
Facility features 40,000 square feet of space with ample space for outside storage or parking available. Approximately
30,000 feet of air conditioned space. Large open entry for showroom or reception and lots of freshly renovated
washrooms. Large paved parking area at front with rollup door and grade level loading. Rear features four dock level
doors and one grade level door. 14' clear height throughout building. Triple net lease. Be sure to use the 3D tour to
explore the properties full potential!
Client Thumbnail 67 BROADWAY St Tillsonburg MLS® #: 40251501
Active / Commercial Lease Price: $1,800.00/Month Net
Lease
MLS®#:40251501
Region:Oxford Bldg Area Total:800
Municipality Area:Tillsonburg Lot Size Area:
Neighbourhd/SubDist:Tillsonburg Lot Front:18.00
Property Sub Type:Part of Building Lot Depth:
Business Type:Tax Amount:$1,200
Waterfront Y/N:No Tax Year:2021
HERE IS YOUR OPPORTUNITY TO HAVE AN AFFORDABLE STOREFRONT IN TILLSONBURG'S COVETED DOWNTOWN CORE.
CURRENTLY OPERATING AS BROADWAY LAUNDROMAT, THIS SPACE OFFERS 800 SQUARE FEET OF CLEAN OPEN SPACE
WITH PLENTY OF POWER, PLUMBING AND HIGH CEILINGS. THIS IS IDEAL FOR RETAIL, OFFICE SPACE OR A MULTITUDE
OF OTHER POSSIBILITIES WITH TILLSONBURG'S CC (CENTRAL COMMERCIAL) PERMITTED USES. TRIPLE NET LEASE
WITH FIVE YEAR TERM PREFERRED. DEPENDING ON SCOPE OF BUSINESS INTENDED, THE POSSIBLIITY OF A CREATIVE
ARRANGEMENT INVOLVING THE COIN OPERATED LAUNDRY MACKINES DOES EXIST!
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