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230213 Regular Council AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, February 13, 2023 4:00 PM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Closed Session (4:00 p.m.) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider a personal matter about an identifiable individual, including municipal or local board employees, and labour relations or employee negotiations; AND a matter of a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization, and a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Closed Session Committee Minutes 2.5 Reports 2.5.1 CAO Performance Appraisal 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; and 239 (2) (d) labour relations or employee negotiations. 2.5.2 Vienna Road 239 (2) (i) a trade secret or scientific, technical, commercial, financial or labour relations information, supplied in confidence to the municipality or local board, which, if disclosed, could reasonably be expected to prejudice significantly the competitive position or interfere significantly with the contractual or other negotiations of a person, group of persons, or organization; and 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.6 Back to Open Session 3.Moment of Silence 4.Adoption of Agenda (6:00 p.m.) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of February 13, 2023, with agenda item 14.7.1 (Staff Report RCP 23-08 Lake Lisgar Waterpark Renovation – Award of Tender) being dealt with immediately following agenda item 7.1 (A+Link Architecture Inc. Re: Schematic Designs and Floor Plan of Lake Lisgar Waterpark Building), AND THAT agenda item 14.4.1 (FIN 23-05 2023 Draft Budget Summary and Recommendations) be dealt with immediately following agenda item 14.7.7 (RCP 23-13 Fire Hall Mould Remediation), be approved. 5. Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council meeting minutes dated January 24, 2023, be approved. 7.Presentations Page 2 of 337 7.1 A+Link Architecture Inc. Re: Schematic Designs and Floor Plan of Lake Lisgar Waterpark Building Ed van der Maarel. Principal Architect, A+Link Architecture Inc. Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from A+Link Architecture Inc. regarding the schematic designs and floor plan of Lake Lisgar Waterpark Building, as information. 8.Public Meetings 9.Planning Reports 10.Delegations 10.1 Girl Guides of Canada, Ontario Council Re: World Thinking Day February 22, 2023 - Tillsonburg Rotary Clock Tower Blue Lighting Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from the Girl Guides of Canada, Ontario Council, as information. 11.Deputation(s) on Committee Reports 12.Information Items 12.1 Oxford County Re: 2023 Airport Grant Request Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the correspondence from Oxford County dated February 6, 2023, as information. 13.Office of the Mayor 13.1 MYR 23-01 Rural Ontario Municipal Association Conference Summary Proposed Resolution # Moved By: ________________ Seconded By: ________________ Page 3 of 337 THAT Council receives report MYR 23-01 Rural Ontario Municipal Association Conference Summary as information. 14.Staff Reports 14.1 Chief Administrative Officer 14.1.1 CAO 23-01 Authorization to Proceed with Re-designation and Re-zoning of 31 Earle Street Property Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council authorize staff to prepare and submit all required Planning Applications to prepare the 31 Earle Street property for future affordable/attainable residential development. 14.1.2 CAO 23-03 Health Care Committee Terms of Reference Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council adopts the proposed Terms of Reference for the Community Health Care Committee. 14.2 Corporate Services 14.3 Economic Development 14.4 Finance 14.4.1 FIN 23-05 2023 Draft Budget Summary and Recommendations Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Report FIN 23-05 2023 Draft Budget Summary and Recommendations Report be received as information; and THAT the 2023 Operating Budget of $28,399,968 with a levy of $16,639,583, and the 2023 Capital Budget of $7,197,700 with a levy of $2,508,000, being a combined budget amount of $35,597,668 with $19,147,583 from taxation, be adopted; and THAT a future By-Law be brought forward setting the 2023 Property Tax Page 4 of 337 Rates; and THAT to further support the goal of financial sustainability in the 2021-2030 Community Strategic Plan, a dedicated capital levy increase of 3% of the overall levy in 2024, 3% in 2025 and 1% in 2026 be approved; and THAT staff be directed to incorporate a 1% dedicated capital levy increase for every year starting in 2027 into a Financial Sustainability Plan for Council approval. 14.5 Fire and Emergency Services 14.6 Operations and Development 14.6.1 OPD 23-09 Assumption By-Law for Andrews Crossing Subdivision Phase Two Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives report OPD 23-09, Assumption By-Law for Andrews Crossing Subdivision Phase Two; and THAT a by-law to assume all public services/right-of-way within the Registered Plan 41M-349, more particularly described in the May 21, 2019 Subdivision Agreement between The Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. be brought forward for Council's consideration. 14.6.2 OPD 23-10 2023 Waste Management Program Update(s) Including Transfer Station Operating Authority Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report OPD 23 -10 Waste Management Program Update(s) Including Transfer Station Operating Authority be received as information; AND THAT Council direct staff to revise the current Environmental Compliance Approval (ECA) form subject to the Town’s Transformation to include Sunday operating hours (yard waste only) and a request for a boundary expansion (inclusive of the residents of Oxford County) be prepared and submitted to the Ministry of the Environment, Conservation and Parks for approval; AND THAT Council direct staff to proceed with the required Public Page 5 of 337 Consultation notice/period as per the revised ECA application; AND THAT Council direct staff to execute a revised Waste Management Agreement with the County of Oxford (Waste Management Authority) to reflect Town staff’s requested operational changes which were approved by Oxford County Council as part of their 2023 Business Plan and Budget which included; AND THAT Council direct staff to provide the appropriate notice to the residents of the Town of Tillsonburg with respect to the changes to the 2023 Waste Management Program. 14.7 Recreation, Culture and Parks 14.7.1 RCP 23-04 Tillsonburg Business Improvement Area 2023 Memorandum of Understanding Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Report RCP 23- 04 Tillsonburg Business Improvement Area 2023 Memorandum of Understanding be received as information; and THAT Council approve the proposed 2023 BIA Memorandum of Understanding (MOU) as outlined within this report; and THAT the Tillsonburg Business Improvement Area Memorandum of Understanding and Direction rate be increased by 15% in 2023 and be capped at the Town’s Consumer Price Index of 5.7% for the years 2024 and 2025 as per Council Resolution # 2023-025; and THAT the Mayor and Director of Corporate Services/Clerk be authorized to sign the 2023 Business Improvement Area Memorandum of Understanding Agreement attached hereto as Appendix A. 14.7.2 RCP 23-05 Station Arts Centre 2022 to 2024 Memorandum of Understanding Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Report RCP 23-05 Station Arts Centre 2022 to 2024 Memorandum of Understanding be received as information; and THAT Council approves the proposed Memorandum of Understanding (MOU) attached to this report; and Page 6 of 337 THAT the Town calculated Consumer Price Index (CPI) be used for the grant contribution in 2023 and 2024; and THAT the Mayor and Director of Corporate Services/Clerk be authorized to sign the Station Arts Centre 2022 to 2024 Memorandum of Understanding Agreement attached hereto as Appendix A. 14.7.3 RCP 23-06 Weekend Security for Outdoor Rink Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives report RCP 23-06 Weekend Security for Outdoor Rink as information; and THAT the addition of a weekend security guard to patrol the Outdoor Rink between 5:00 pm and 9:00pm on Friday to Sunday from February 17 to March 19th be approved; and further THAT the additional $2,500 of approximate expense be covered under the 2023 RCP Building Maintenance Sub-contract Expense GL Operating Budget. 14.7.4 RCP 23-08 Lake Lisgar Waterpark Renovation – Award of Tender Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Report RCP 23-08 Lake Lisgar Waterpark Renovation – Award of Tender be received as information; and THAT the contract for RFT2022-012 be awarded to PK Construction Inc., in the amount of $1,179,245 + HST ($1,200,000 net of non-refundable HST); and THAT in addition to the project funding of $750,000 grant and $250,000 debenture funding, the project overage of $200,000 be covered by the 2023 capital levy through the following 2023 draft budget adjustments: Project X34 LLWP Deck & Furnishings of $80,000 and Project X35 Natatorium of $20,000 be moved to the 2024 budget deliberations; and 1. Project X14 Van Norman Heights Subdivision (Streetlights) be reduced by $100,000. 2. 14.7.5 RCP 23-09 ACT-i-Pass Program Page 7 of 337 Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives report RCP-23-09 ACT-i-Pass Program; AND THAT the Town of Tillsonburg supports the partnership with Southwestern Public Health in order to provide the ACT-i-Pass program to grade 5 students beginning in June 2023. 14.7.6 RCP 23-12 Full-Time Parks Operator 1and Light Equipment Operator position Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the information outlined in Report RCP 23-12 Full- Time Parks Operator and Light Equipment Operator; and THAT Council approve the position which is included in the 2023 operating budget as a housecleaning item. 14.7.7 RCP 23-13 Fire Hall Mould Remediation Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the information outlined in report RCP 23-13 Fire Hall Mould Remediation; and THAT Council approve Ontario Mould Specialists to complete the mould remediation at a cost of $12,750.00 plus HST; and THAT the expense be charged against the 2023 Fire Hall Building Repairs and Maintenance operation budget. 15.New Business 16.Consideration of Committee Minutes 16.1 Committee Minutes Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the Economic Development Advisory Committee minutes Page 8 of 337 dated January 17, 2023, the Affordable and Attainable Housing Advisory Committee minutes dated January 25, 2023 and the Physician Recruitment Committee minutes dated September 20, 2022, as information. 16.2 Long Point Region Conservation Authority Board of Directors Minutes Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council receives the Long Point Region Conservation Authority Board of Directors minutes dated January 11, 2023, as information. 17.Motions/Notice of Motions Proposed Resolution # Moved By: Councillor Rosehart Seconded By: ________________ THAT the Council Remuneration By-Law and Council Expense Policy be reviewed to consider the inclusion of individual councillor budgets; AND THAT staff be directed to explore best practices in other municipalities; AND THAT staff be directed to report back with proposed amendments to the Council Remuneration By-Law and the Council Expense Policy which include individual councillor budgets. Proposed Resolution # Moved By: Councillor Spencer Seconded By: ________________ THAT staff be directed to amend the terms of reference for the Youth Engagement and Strategy Advisory Committee; AND THAT the amended terms of reference include the following: Committee name to be changed to Tillsonburg Youth Advisory Council;• To advise and make recommendations to Council on all matters with respect to youth civic engagement and youth recreational and social issues, in the Town of Tillsonburg; • Members can be anywhere from ages 15 to 19;• Two members of the community aged 20 or above;• The committee shall have a maximum of thirteen members in total;• That the term of commitment be one school year term;• Page 9 of 337 That the committee meets once per month with the exception of July and August;• That community service volunteer hours be signed off on for all youth members. • AND THAT the Town of Tillsonburg registers this Youth Council with the Youth Coalition Council of Canada for a 1 year trial period using funds from Council’s 2023 Committee Board Projects budget. 18.Resolutions/Resolutions Resulting from Closed Session 19.By-Laws 19.1 A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-22-17) 19.2 A By-Law to appoint Directors to the Board of Management of the Tillsonburg Business Improvement Area (BIA) 19.3 A By-Law to amend By-Law 2020-091 being a by-law to adopt and maintain a policy with respect to the delegation of the Corporation of the Town of Tillsonburg’s powers and duties 19.4 A By-Law to amend By-Law 2021-037 being a by-law to impose fees for services provided by The Ontario Provincial Police, Oxford County Detachment relating to the reduction of false security alarms 19.5 A By-Law to assume municipal services in Andrews Crossing Phase 2 Subdivision, Registered Plan 41M-349 Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-22-17); and A By-Law to appoint Directors to the Board of Management of the Tillsonburg Business Improvement Area (BIA); and A By-Law to amend By-Law 2020-091 being a by-law to adopt and maintain a policy with respect to the delegation of the Corporation of the Town of Tillsonburg’s powers and duties; and A By-Law to amend By-Law 2021-037 being a by-law to impose fees for services provided by The Ontario Provincial Police, Oxford County Detachment relating to the reduction of false security alarms; and A By-Law to assume municipal services in Andrews Crossing Phase 2 Subdivision, Registered Plan 41M-349, be read for a first, second, third and final reading and that Page 10 of 337 the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 20.Confirm Proceedings By-law Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT By-Law 2023-015, to Confirm the Proceedings of the Council Meeting held on February 13, 2023, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 21.Items of Public Interest 22.Adjournment Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council meeting of February 13, 2023 be adjourned at ___ p.m. Page 11 of 337 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Tuesday, January 24, 2023 6:00 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Mayor Gilvesy Deputy Mayor Beres Councillor Luciani Councillor Rosehart Councillor Parker Councillor Parsons Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Johnathon Graham, Director of Operations & Development Julie Columbus, Director of Recreations, Culture & Parks Cephas Panschow, Development Commissioner Amelia Jaggard, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 6:00 p.m. 2. Closed Session 3. Moment of Silence 4. Adoption of Agenda Resolution # 2023-035 Page 12 of 337 2 Moved By: Councillor Spencer Seconded By: Councillor Luciani THAT the Agenda as prepared for the Council meeting of January 24, 2023, with agenda item 13.6.1 (Staff Report OPD 23-08) being dealt with immediately following agenda item 7.2 (Planning and Development Service Delivery Review Presentation); AND THAT Larry Scanlan, Police Services Board Chair, be added as a delegation to speak to agenda item 12.2 Tillsonburg Police Services Board Resolution 448 Re: False Alarm By-Law; AND THAT agenda items 18.4 and 18.7 be withdrawn from the agenda, be approved. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2023-036 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Council meeting minutes dated January 9, 2023, and the Council Budget meeting minutes dated January 16, 2023, be approved. Carried 7. Presentations 7.1 MPAC 101 Jeremy Gough, Account Manager, Municipal & Stakeholder Relations, appeared before Council to provide an overview of the Municipal Property Assessment Corporation. Resolution # 2023-037 Moved By: Councillor Parker Seconded By: Councillor Parsons Page 13 of 337 3 THAT Council receives the presentation from the Municipal Property Assessment Corporation (MPAC) as information. Carried 7.2 Town of Tillsonburg Planning and Development Service Delivery Review Completed by Leading Ledge Group JoAnne Harris, Leading Ledge Group, appeared before Council to present the Town of Tillsonburg Planning and Development Service Delivery Review completed by Leading Ledge Group. Agenda item 13.6.1 was dealt with next. 8. Public Meetings 8.1 Application for Zone Change ZN 7-22-16 – Darrell Stubbe Laurel Davies Snyder, Development Planner, Oxford County, appeared before Council to provide an overview of the application. Staff recommend approval of the zone change application. Opportunity was provided for comments and questions from Council. The applicant was not in attendance. No members of the public appeared before Council either in support or opposition to the application. Resolution # 2023-039 Moved By: Councillor Parsons Seconded By: Councillor Spencer THAT Council approve the zone change application submitted by Darrel Stubbe, whereby the lands described as Lot 26, Plan M131, Town of Tillsonburg, known municipally as 5 Mary Street, are to be rezoned from ‘Low Density Residential Type 2 Zone (R2-S)’ to ‘Special Low Density Residential Type 2 (R2-sp)’ to permit a second residential unit in the basement of an existing single-detached dwelling. Carried 8.2 Application for Zone Change ZN 7-22-17 – Skylight Real Estate Inc. Page 14 of 337 4 Eric Gilbert, Senior Planner, Oxford County, appeared before Council to provide an overview of the application. Staff recommend approval in principal of the zone change application. Opportunity was provided for comments and questions from Council. The applicant was not in attendance. No members of the public appeared before Council either in support or opposition to the application. Resolution # 2023-040 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker THAT Council approve-in-principle the zone change application submitted by Skylight Real Estate Inc., whereby the lands described as Lot 637, Plan 500, in the Town of Tillsonburg known municipally as 309 Broadway are to be rezoned from ‘Low Density Residential Type 1 Zone (R1)’ to ‘Low Density Residential Type 3 Zone (R3)’ to recognize an existing legal non- conforming triplex on the subject lands. Carried 9. Planning Reports 10. Delegations 10.1 Andrew Tucker Re: Backyard Chickens Andrew Tucker appeared before Council to request that Council adopt a by-law to allow for backyard chickens similar to Norfolk County's by-law. Resolution # 2023-041 Moved By: Councillor Spencer Seconded By: Councillor Rosehart THAT Council receives the delegation from Andrew Tucker as information. AND THAT staff be instructed to report back with recommendations from current existing municipalities with back yard chicken bylaws in place already, to determine the effectiveness and / or the adversities of said implemented bylaws; Page 15 of 337 5 AND THAT staff report of any reports, complaints and adversities of Tillsonburg residents that have existing backyard hens that were grandfathered in. Carried 10.2 Larry Scanlan, Police Services Board Chair Re: agenda item 12.2 Tillsonburg Police Services Board Resolution 448 Re: False Alarm By-Law Larry Scanlan, Police Services Board Chair, appeared before Council to speak to agenda item 12.2 Tillsonburg Police Services Board Resolution 448 regarding the Town of Tillsonburg False Alarm By-Law. The Police Services Board recommends that Council amends the Town's False Alarm By-Law to remove Section 4 "Appeals." Resolution # 2023-042 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT Council receives the delegation from Larry Scanlan, Police Services Board Chair, as information; AND THAT the False Alarm By-Law be amended to remove Section 4 "Appeals". Carried 11. Deputation(s) on Committee Reports 12. Information Items 12.1 Oxford County Memo Re: Backflow Prevention Program Notice of Public Consultation 12.2 Tillsonburg Police Services Board Resolution 448 Re: False Alarm By-Law Resolution # 2023-043 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres Page 16 of 337 6 THAT Council receives the correspondence from Oxford County dated January 16, 2023 and the Tillsonburg Police Services Board correspondence dated January 18, 2023, as information. Carried 13. Staff Reports 13.1 Chief Administrative Officer 13.2 Corporate Services 13.2.1 CS 23-01 Committee Member Selection Resolution # 2023-044 Moved By: Councillor Spencer Seconded By: Councillor Luciani THAT Council receives report CS 23-01 Committee Member Selection; AND THAT a by-law be brought forward for Council’s consideration to appoint members to the Committees; AND THAT staff advertise for one vacancy on the Affordable and Attainable Housing Committee; AND THAT the Committees’ Terms of Reference be amended to allow for a maximum of 12 members and a maximum of 13 members on the Parks, Beautification and Cemetery Committee. AND THAT staff send a letter to guidance departments of Glendale High School and St. Mary Roman Catholic High School asking that guidance reach out to youth who reside in the Town of Tillsonburg and surrounding area, for applications to the Youth Engagement and Strategy Committee. Furthermore, with recommendation to said guidance department, to reach out to invite Youth Leaders such as Prime Minister and Student council, Key Club, House Council, Athletic Council, Alliance Groups and Sports leaders in both female and male sports teams, Junior Achievement members, as well as any students the guidance department, feel suitable. AND THAT the Town of Tillsonburg staff include this advertisement on media platforms, in the Tillsonburg area for this committee. Page 17 of 337 7 Carried 13.3 Economic Development 13.4 Finance 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-08 The Town of Tillsonburg’s Third Party Planning and Development Service Delivery Review Resolution # 2023-038 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT report OPD 23-08 the Town of Tillsonburg’s Third Party Planning and Development Service Delivery Review be received as information; AND THAT the final reports and presentation material as prepared by Leading Ledge Group included under agenda item 7.2, be presented/shared with Oxford County and posted on the Town of Tillsonburg website. Carried Agenda item 8.1 was dealt with next. 13.7 Recreation, Culture and Parks 14. New Business 15. Consideration of Minutes 15.1 Advisory Committee Minutes Resolution # 2023-045 Moved By: Councillor Rosehart Seconded By: Councillor Spencer THAT Council receives the Economic Development Advisory Committee minutes dated December 13, 2022, as information. Page 18 of 337 8 Carried 15.2 Long Point Region Conservation Authority Board of Directors Minutes Resolution # 2023-046 Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres THAT Council receives the Long Point Region Conservation Authority Minutes dated December 7, 2022, as information. Carried 15.3 Tillsonburg Police Service Board Minutes Resolution # 2023-047 Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT Council receives the Tillsonburg Police Service Boards Minutes and Reports dated December 12, 2022, as information. Carried 16. Motions/Notice of Motions 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws 18.1 By-Law 2023-009, to appoint members to Town of Tillsonburg Council advisory committees 18.2 By-Law 2023-010, to repeal By-Law 3883 that authorized a airport hangar land lease agreement for Taxiway C1 Lot 9 with Danny Richer 18.3 By-Law 2023-011, to repeal By-Law 2022-067 that appointed an acting clerk for the Town of Tillsonburg 18.4 A By-Law to appoint Directors to the Board of Management of the Tillsonburg Business Improvement Area (BIA) Withdrawn. Page 19 of 337 9 18.5 By-Law 2023-012, to amend Procedural By-Law 4173 (Electronic Meeting Participation) 18.6 By-Law 2023-013, to amend By-Law 2020-091 being a by-law to adopt and maintain a policy with respect to the delegation of the Corporation of the Town of Tillsonburg’s powers and duties 18.7 A By-Law to authorize the Tillsonburg Community Centre Concession Lease (Snack Bar and Waterpark Concession Lease) Agreement with Chrissy's Catering for a term of 2023-2025 Withdrawn. 18.8 By-Law 2023-014, to amend Zoning By-Law Number 3295, as amended (ZN 7-22-16) Resolution # 2023-048 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT By-Law 2023-009, to appoint members to Town of Tillsonburg Council advisory committees; and By-Law 2023-010, to repeal By-Law 3883 that authorized a airport hangar land lease agreement for Taxiway C1 Lot 9 with Danny Richer; and By-Law 2023-011, to repeal By-Law 2022-067 that appointed an acting clerk for the Town of Tillsonburg; and By-Law 2023-012, to amend Procedural By-Law 4173 (Electronic Meeting Participation); and By-Law 2023-013, to amend By-Law 2020-091 being a by-law to adopt and maintain a policy with respect to the delegation of the Corporation of the Town of Tillsonburg’s powers and duties; and By-Law 2023-014, to amend Zoning By-Law Number 3295, as amended (ZN 7-22-16), be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 19. Confirm Proceedings By-law Resolution # 2023-049 Moved By: Councillor Spencer Seconded By: Councillor Luciani Page 20 of 337 10 THAT By-Law 2023-008, to Confirm the Proceedings of the Council Meeting held on January 24, 2023, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 20. Items of Public Interest Upcoming Council meetings include: • Monday, February 13, 2023 at 6:00 p.m. regular meeting (2023 budget deliberations continued). • Monday, February 27, at 6:00 p.m. regular meeting. 21. Adjournment Resolution # 2023-050 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT the Council meeting of January 24, 2023 be adjourned at 7:52 p.m. Carried Page 21 of 337 FD FD FD FD FD IT POOL CONTROLS DN DN DNUPUP COLUMN COLUMN COLUMN COLUMNCOLUMNCOLUMN COLUMN COLUMN W/C EX-112 CHANGE ROOM EX-110 W/C EX-103 CHANGE ROOM EX-102 SHOWERS EX-111 SHOWERS EX-104FIRST AID 106 LIFE GUARD ROOM EX-105 B/F W/C EX-101 LOBBY EX-100 JANITOR'S CLOSET EX-109 RWL RWLRWL RWLRWL CHIMNEY STAIR 1 EX-114 EXIST. GAS METER SDSDUNIVERSAL W/C + SHWR A 113 5'-0" TURNING RADIUS 5'-0" MIN. TRANSFER 3'-0"MIN. TRANSFER3'-0" MIN. CLEAR 6"3'-0" M.O. 6"5'-1118"6"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118" LKR2 LKR2 LKR2 LKR2 LKR2 LKR2 0" TURNING RADIUS 5'-0" MIN. TRANSFER3'-0"MIN. TRANSFER3'-0" MIN. CLEAR 6"3'-0" M.O. 6"5'-1118"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118" FAMILY C/R BARRIER FREE C/R FAMILY C/R 10'-0" B/F ACID STORAGE ROOM 107 UNIVERSAL W/C + SHWR B 000 ADMISSIONS 108 WALLET LOCKERS DRINKING FOUNTAIN DRINKING FOUNTAIN BARRIER FREE C/R C/R C/R C/R C/R C/RC/R C/R C/R C/R C/R OFFICE 000 CANTEEN 000 STORAGE 000 MCWV ICE CREAM FRIDGE POP MACHINE DOUBLE LAUNDRY SINK DRINKING FOUNTAIN + BOTTLE FILLER COPYRIGHT ALL RIGHTS RESERVED. ALL IDEAS, DESIGNS, DRAWINGS AND REPRODUCTIONS ARE THE PROPERTY OF a+LiNK ARCHITECTURE INC. AND ARE NOT BE USED OR REPRODUCED WITHOUT WRITTEN PERMISSION OF THIS OFFICE.126 WELLINGTON ROAD, LONDON ON N6C 4M8 P:519.649.0220 www.aLiNKarch.ca DATE 2022.08.04 SCALE: 1:96 SK2-1 2219PROPOSED FLOOR PLAN LAKE LISGAR WATER PARK BUILDING TILLSONBURG, ON Page 22 of 337 Page 1 of 1 February 6, 2023 Town of Tillsonburg 200 Broadway, 2nd Floor Tillsonburg, Ontario N4G 5A7 EMAIL ONLY: mailto:jgraham@tillsonburg.ca Attention: Jonathon Graham, Director of Operations & Development Dear Jonathon: RE: 2023 Airport Grant At the special meeting of County Council held on December 5, 2022, Council received your delegation representing the Town of Tillsonburg seeking a grant of $42,169 to support operating costs for the Tillsonburg Airport’s 2023 budget. On January 11, 2023, Council considered and adopted the County’s 2023 Business Plans and Budget and the Town’s grant request was not included in the approved budget. Yours truly, Lynn S. Buchner, CPA, CGA Director of Corporate Services cc. Kyle Pratt, Chief Administrative Officer kpratt@tillsonburg.ca CORPORATE SERVICES 519.539.9800 I 1.800.755.0394 21 Reeve Street, PO Box 1614 Woodstock, ON N4S 7Y3 oxfordcounty.ca Page 23 of 337 Page 1 of 4 Subject: Rural Ontario Municipal Association Conference Summary Report Number: MYR 23-01 Department: Office of the Mayor Submitted by: Deb Gilvesy Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives report MYR 23-01 Rural Ontario Municipal Association Conference Summary as information. BACKGROUND Staff along with the Deputy Mayor and Mayor attended the annual ROMA conference in Toronto, Ontario from Sunday, January 22 to Tuesday, January 24th, 2023. This report is a brief synopsis outlining key points delivered in meetings secured with Ministers of the Province of Ontario. This report seeks to provide transparency to both Council and the Public. DISCUSSION 1. Solicitor General of Ontario - The Town of Tillsonburg provides Fire Communication services to 27 rural and small municipalities in Ontario servicing approximately 300,000 people - Municipally operated Fire, Police and 911 PSAP’s (public safety answering point) are funded by municipal tax payers whereas EMS and OPP PSAP’s are funded at the Provincial level. Bringing awareness to the non -equity funding of these services was provided by the Town to the Solicitor General - Costs of upgrades and maintaining 911 system to meet ever changing requirements are a financial burden upon taxpayers Page 24 of 337 MYR 23-02 Page 2 of 4 - Town applauded commitment to enhancing public safety through announcement of $208 million dollar investment over 3 years to enhance 911 re sponse system. The Town supports equal distribution of these dollars - Grant funding of $38.94 or $1,285 for Tillsonburg Fire and Rescue Services 2023 falls well short of real certification costs - The Province funds 50% of administration of Paramedic Services with municipalities funding the rest. The Town requested the Province consider funding 50% of the escalating training costs burdening municipal fire services - The Provincial government is saving approximately $30 million annually by closing the Ontario Fire College in administrative and upkeep costs. Tillsonburg requested a re-investment of these dollars into firefighter safety and training 2. Ministry of Transportation - In 2019 Tillsonburg was successful in receiving grant funding to fund 4 inter- community bus routes - This system has been implemented and is now connecting communities such as Oxford, Elgin, Middlesex and Norfolk to Tillsonburg - Concerns achieving operational neutrality will be difficult without continued grant support over the next 4-5 years - Covid has impacted ridership numbers and ridership numbers are at 20 to 30% of expected levels - It is important to maintain these services however without continued help at the Provincial level this system is in peril 3. Ministry of Tourism, Culture & Sport - Thank you to the Ministry for their support and ICIP grant contribution towards the renovation and upgrades to Aquatics division at the Tillsonburg Community Centre - Federal Contribution $1,833,050 - Provincial Contribution $1,833,050 - Municipal Contribution $1,333,400 - This project will address end-of-life for aging facility and includes barrier free upgrades such as accessible washrooms and shower facilities, new accessible parking, accessible pool entry, automatic entry doors, new elevator to access lower and upper levels - Anticipated that project completion will be December 2023 - The Town is requesting the Ministry to lead and support regional recreation working groups to allow for the exchange of data to share best practices Page 25 of 337 MYR 23-02 Page 3 of 4 - The Town is requesting the Ministry consider creating a fund to support municipalities to provide financial assistance to reduce costs for families to access recreation and sport for vulnerable youth and children - The Town has traditionally received funding for Canada Day through the Reconnect Grant formerly known as Celebrate Ontario - As the funding has new parameters it is unlikely that the Town will continue to qualify moving forward - The Town would like the Ministry to reconsider the criteria and adjust th e funding focus to allow rural Ontario municipalities to be eligible 4. Ministry of Infrastructure - Aging infrastructure is a challenge for Rural Communities and the need for funding and grant support is essential for upgrades and replacement - The Province will require recreational assets be included in core municipal asset management plans by July 1, 2024 - Tillsonburg’s 2022 Facility Asset Management Plan identifies that $13 million will be required over the next 10 years to maintain our current recreational facilities and current level of service ICIP Grant – Kinsmen Bridge - The Bridge was constructed prior to 1910 and upon inspection severe corrosion was observed - This bridge is a vital pedestrian link to the downtown core for many residents in Tillsonburg - Over the course of many years the Town has submitted several grant applications with “no” success to date including the recent refusal from Infrastructure Canada. The Town was informed that it was not eligible for the most recent 2023 ICIP grant stream specially geared towards Public Transit via active pedestrian pathways - The Town is requesting that the Ministry reconsider the Town’s eligibility to allow the Kinsmen Pedestrian Bridge application be considered - The bridge has an average daily pedestrian count of approximately 500 to 700 persons 5. Ministry of the Environment - Thank you to the Ministry for pro-actively resolving a housekeeping issue with regards to the newly developed VanNorman Industrial Park - This allows the Town to move forward with the various transactions to support investment, job creation and tax revenue which has a positive effect for not only the Town but the Province of Ontario Page 26 of 337 MYR 23-02 Page 4 of 4 CONSULTATION Senior Leadership Team (SLT) members were responsible for compiling and providing information along with comprehensive summary packages to be left behind at all meetings. The CAO was also very active in reviewing all information and provided briefings and information to the Mayor. FINANCIAL IMPACT/FUNDING SOURCE There are no cost implications to this report as this report is provided for information only. There is however a cost to attending Conferences which has been appropriately included in the 2023 Business Plan and Budget. 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 strive for excellence and accountability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives. Strategic Direction – Advocate for community needs with other levels of government. Priority Project – N/A ATTACHMENTS None Page 27 of 337 Page 1 of 4 Subject: CAO 23-01 Authorization to Proceed with Re-designation and Re-zoning of 31 Earle Street Property Department: Corporate Services Department Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council authorize staff to prepare and submit all required Planning Applications to prepare the 31 Earle Street property for future affordable/attainable residential development. BACKGROUND Town Council approved Resolution # 2022-090 at their March 12, 2022 meeting: THAT 31 Earle Street be included in the Oxford County Housing Master Plan feasibility analysis in support of the Town and County’s Affordable and Attainable Housing initiatives. In December 2022, Oxford County Council approved the Master Housing Strategy that commits the County to a long-term plan for addressing the housing supply shortage. Data has shown in Oxford County that much of the housing is unaffordable to its’ residents so this Strategy primarily focuses on housing for households in the moderate income range, generally between $37,800 and $54,600 per year, and those in core housing need because their current home is not a suitable size for the household, requires major repairs or does not leave enough monthly income to cover the cost of food, utilities and other expenses. In Oxford County, this group is largely made up of seniors, single adults and recent immigrants. With most new development offering single-detached homes that are large, expensive and only attainable for high-income households, Oxford’s renters are at a particular disadvantage. The Plan notes that rental housing for families, such as two-bedroom apartments and single-detached homes, are unaffordable to roughly 70% of the County’s rental households. With growing communities and home ownership out of reach for many, the demand for rental housing is only expected to increase. Page 28 of 337 CAO 23-01 Page 2 of 4 Based on Council’s earlier direction to include 31 Earle Street in the Plan, and the results of the completed County Master Housing Strategy, staff is seeking Council’s authorization to proceed with the required Planning Applications and requirements (e.g. studies) to make the 31 Earle Street property “shovel-ready” for an affordable/attainable housing project. DISCUSSION The 31 Earle Street property is currently designated Residential and Environmental Protection in the County’s Official Plan. As you can see on the attached map the property is covered about 1/3 by a woodlot and houses t he former Elliot Fairburn School on the property. This school is currently being leased to the OPP for training practices. The site is zoned ‘Minor Institutional” (IN1). In order for an affordable/attainable housing to be located on the site, applications to amend both the designation and the zoning need to be submitted for review and analysis. The intention is to seek the highest density residential possible through either a High Density Residential or, possibly, a Community Facility, designation. Planning has noted that due to the significance and scope of the woodlot on the property, an Environmental Impact Study (EIS) is required as part of the process, and that other studies may also be required as part of a complete application CONSULTATION Town Council recognized the need for more housing options in Tillsonburg and established the Affordable/Attainable Housing Committee in 2021 (first meeting June 2021). Since then the Committee has been meeting regularly reviewing available information, potential development opportunities, and meeting with various community stakeholder groups with the goal of helping to develop a “Made-in-Tillsonburg” solution to the housing challenges that the community is facing. Members of the Economic Development Advisory Committee met on January 17, 2023 for their regularly scheduled Committee Meeting and discussed this property as a potential for lands to develop affordable/attainable housing. T he following resolution was passed at the meeting: THAT the Economic Development Advisory Committee recommend to Council that the severance of the Earle Street property be done and upon completion or concurrently that the Town applies for highest density residential available. The adjacent property owners as well as Community stakeholders will have opportunities to provide input into these applications through the regular planning process. Page 29 of 337 CAO 23-01 Page 3 of 4 FINANCIAL IMPACT/FUNDING SOURCE There will be a number of costs associated with submitting Planning Applications and obtaining the necessary Planning Approvals including but not limited to:  Application Fees $1,450 for the Zone Change Application and $3,260 for the Official Plan Amendment Application  Preparation of an Environmental Impact Study by a Qualified Professional- $10,000 to $20,000  Consent  A new Reference Plan illustrating the proposed severance of the property into two parts (one part for the building and one part for the excess lands) is already underway and estimated to cost around $3,000. The estimated total is $22,710 (using $15,000 as the amount for the Environmental Impact Study). The funding source for these projects is proposed to be the Economic Development Reserve with all costs incurred to be offset by the future sale/development of the property. 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- Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction- Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options. Priority Project- Affordable housing collaboration with Oxford County. ATTACHMENTS Appendix A- Oxford County Master Housing Strategy Page 30 of 337 CAO 23-01 Page 4 of 4 Appendix B- Potential Development Sites Appendix C- Map of 31 Earle Street Page 31 of 337 Master Housing strategy oxford CountyDecember 2022 Page 3 of 164Page 32 of 337 Oxford County pg. i Master Housing Strategy NBLC Docket #22-3560, December 2022 County of Oxford Master Housing Strategy Table of Contents 1.0 Introduction ...................................................................................................................... 1 2.0 Housing Needs in Oxford County ...................................................................................... 2 3.0 Strategies to Address Housing Needs ............................................................................. 40 4.0 Recommendations and Direction ................................................................................... 54 Appendix 1: Conceptual Site Plans ............................................................................................. 57 Appendix 2: Oxford County Housing Needs Assessment ........................................................... 72 Disclaimer: The conclusions contained in this report have been prepared based on both primary and secondary data sources. NBLC makes every effort to ensure the data is correct but cannot guarantee its accuracy. It is also important to note that it is not possible to fully document all factors or account for all changes that may occur in the future and influence the viability of any development. NBLC, therefore, assumes no responsibility for losses sustained as a result of implementing any recommendation provided in this report. This report has been prepared solely for the purposes outlined herein and is not to be relied upon, or used for any other pur poses, or by any other party without the prior written authorization from N. Barry Lyon Consultants Limited. Page 4 of 164Page 33 of 337 County of Oxford pg. 1 Master Housing Strategy NBLC Docket #22-3560, December 2022 1.0 Introduction N. Barry Lyon Consultants Limited (‘NBLC’) has been retained by the County of Oxford to prepare a Master Housing Strategy that provides an understanding of housing needs across the community and a long-term strategic plan for the delivery of affordable housing and programs. This Master Housing Strategy is therefore intended to provide a comprehensive and outcome- based strategy for addressing housing needs throughout the County. The County has experienced unprecedented demand for housing in recent years that has resulted in rising rents and home values. At the same time, the vacancy rate for rental housing is well below balanced conditions and the wait list for community housing has never been higher. While a variety of new affordable housing has been developed throughout the County over the past decade, these efforts have not been sufficient to completely address the growing needs of the community, particularly in most recent years as the real estate market has accelerated. To support the Master Housing Strategy, the County has identified a variety of potential development sites ranging from vacant public land, existing public housing sites, and existing underdeveloped private and non-profit owned lands. This report provides an assessment of these properties and identifies the sites that have the best potential to be developed/redeveloped for the purpose of providing new affordable housing. Proforma analyses have also been prepared for the prioritized properties, which estimates the funding commitments necessary for these properties to be developed. Together, this analysis provides the County with an inventory of development sites and the associated funding requirements to support future housing delivery. In addition to ‘brick and mortar’ affordable housing development projects, the Housing Master Plan also recommends a number of non-asset strategies such as growth management and policy considerations, housing incentive programs, encouraging second units, and other similar strategies to encourage specific housing outcomes that are needed in the community. This Master Housing Strategy is therefore intended to identify and define the need for housing throughout the County and recommend the strategies best suited to address these needs. Page 5 of 164Page 34 of 337 County of Oxford pg. 2 Master Housing Strategy NBLC Docket #22-3560, December 2022 2.0 Housing Needs in Oxford County The following provides a comprehensive analysis of housing needs in the County of Oxford. The analysis defines affordable housing, assesses income and socioeconomic data and forecasts, provides an assessment of current pricing and trends in the County’s real estate market, identifies the supply and characteristics of existing affordable housing in the County, and assesses the characteristics of those most in need of such housing. This analysis therefore illustrates the price and availability of housing across the County relative to what various income groups can afford to pay and identifies the associated housing needs/gaps observed across the Housing Continuum. This analysis is intended to identify priorities, housing targets, and inform the County’s future decision making with regards to housing development and programs. The Housing Needs Assessment, as summarized in the following sections, was presented to County Council on June 22, 2022, for information and feedback. The full analysis is included as an appendix to this report. Affordable Housing Definition and Incomes in Oxford County Affordable Housing Defined: Provincial Policy Statement and Oxford County In accordance with the Municipal Act, 2001, the County adopted a Municipal Housing Facility By-Law (By-Law No. 4664-2006) to support the creation of new affordable rental or ownership housing. This By-law includes a definition for both affordable rental and affordable ownership housing, with consideration for the more general definitions that are provided in the Provincial Policy Statement, 2020. The County’s more refined definitions are provided as follows: Affordable Ownership Housing: ▪ Monthly mortgage costs (including mortgage principle, interest and property taxes) do not exceed 30 percent of gross monthly household income. ▪ 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. ▪ Total annual household income does not exceed the 60th percentile (6th decile) income level for Oxford County according to Statistics Canada, and/or determined by the Ministry of Municipal Affairs and Housing. Affordable Rental Housing: ▪ Housing where monthly rental costs (excluding utilities) do not exceed 30 percent of the tenant’s gross monthly household income. Page 6 of 164Page 35 of 337 County of Oxford pg. 3 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Is rented at or below the average market rent for a rental unit in Oxford County. Average Market Rent (‘AMR’) is determined annually by CMHC and/or the Ministry of Municipal Affairs and Housing (MMAH). ▪ Where total household income does not exceed 60% of the median household income for Oxford County as per Statistics Canada (currently $45,900). Eligible Incomes for Affordable Housing: While the County’s current definitions of affordable housing currently take this into account, in terms of eligible incomes for Affordable Housing, it is important to note that the Provincial Policy Statement, 2020 (PPS), more generally indicates that affordable rental and ownership housing shall be provided to households earning below the 6th income decile, according to Statistics Canada and/or determined by the Ministry of Municipal Affairs and Housing. Of note, the PPS defines Low and Moderate-Income Households as follows: ▪ Low Income: Households earning below the 3rd income decile. ▪ Moderate Income: Households earning between the 4th and 6th income decile. ▪ High Income: Households earning in the 7th income decile and above. Deciles are created by ranking all households in the County based on income (i.e., highest to lowest) and sorting them into ten equal-sized groups. The 1st income decile group therefore represents the average income of the bottom 10 percent of the income distribution (i.e., the lowest incomes in the County). This data is provided by the Ministry of Municipal Affairs and Housing (MMAH) on an annual basis for all Service Managers in Ontario. Within this context, Figure 1 illustrates where low, moderate, and high-income households fall along the Housing Continuum. Figure 1: The Housing Continuum Incomes in Oxford County: Renters are Disadvantaged Relative to Owners Table 1 and Figures 2 & 3 illustrate key income data for the County, with the following pertinent observations: Page 7 of 164Page 36 of 337 County of Oxford pg. 4 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ As illustrated by Table 1, the average household income in the County increased by nearly 32% between 2006 and 2016, higher than the Provincial average of 26%. Between 2016 and 2021, incomes in the County again increased by a sizeable margin, with the average being $101,200. ▪ While average incomes are generally increasing, Figure 2 illustrates that this growth is almost exclusively driven by growth in high-income households earning above $100,000. ▫ Those earning above $100,000 has increased from a total of 25% of households in 2011, to 32% in 2016, and 45% as of 2021. ▫ The middle-income categories have not experienced significant change. While the lowest income category has decreased, this does not signal that affordability challenges are improving, as will be assessed later in this report. ▪ Table 1 further illustrates that households that own their home earn significantly more than renters. In fact, as of 2016, owners earned more than twice as much as renter households, on average. Figure 3 further explores this trend by illustrating the distribution of incomes for renter and owner households. ▫ Nearly 75% of renter households earn less than $60,000, with 20% earning less than $20,000. The inverse is true for ownership households, with 70% of households earning more than $60,000 and 36% of households earning more than $100,000. Table 1 Average Household Income Before Taxes (2006 - 2016) Year Income % Change 06 - 16 All Households 2006 $64,633 2011 $68,487 2016 $85,131 31.7% 2021* $101,200 18.9% 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. *2021 data not yet available by renters/owners, % change shown between 2016-21. Page 8 of 164Page 37 of 337 County of Oxford pg. 5 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 2 (source: Census of Canada) Income Deciles in Oxford County: What can Low and Moderate-Income Households Afford to pay for Housing? Table 2 provides the average income of decile groups for All Households and Renter Households in the County, as provided by the Ministry of Municipal Affairs and Housing (MMAH). This data is from the 2016 census, which is inflated using the Consumer Price Index to 2021. Revised income data based on the 2021 census is expected to be released in 2023, subject to the amended affordable housing definitions that are proposed through Bill 23. ▪ This data further exemplifies that owners earn significantly more than renter households across every decile. ▪ The data also 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 for housing (considering that 30% of a households’ income would be spent on accommodations). Renters can therefore afford a monthly rent ranging from $410, for those in the 1st income decile, to over $2,600 for those in the highest income decile. ▪ Similarly, County households can afford to pay between $97,900 and $644,900 for a home, assuming they are a first-time purchaser with a 5% down payment. Notwithstanding these calculations, there are situations where a household could afford a higher purchase price, such as: ▫ Those who already own a home and have experienced significant appreciation over time. Page 9 of 164Page 38 of 337 County of Oxford pg. 6 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 3 (source: Census of Canada) ▫ Households who have saved a higher down payment or received assistance from family. ▫ Households with incomes higher than what is noted in Table 2, who are possibly moving from higher-income markets such as London, Kitchener-Waterloo, and the Greater Toronto Area, which is a trend identified by the County’s most recent Municipal Comprehensive Review (to be assessed later in this section). Page 10 of 164Page 39 of 337 County of Oxford pg. 7 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▫ A combination of the above and other similar situations. ▪ In addition to the affordability thresholds identified, other barriers for entry to the housing market will include: ▫ Availability of units at these price points. ▫ Requirement for first and last month rent for rental housing, and other similar costs (e.g., security deposit). ▫ Adequate down payment, monthly costs (i.e., condo fees, home maintenance, etc.) and other closing costs for the purchase of a home. Table 2 Household Incomes in Oxford County by Decile Group and Calculated Affordability Thresholds Based on Affordable Housing Definition Decile Group All Households Income (2021 estimate)^ Renter Income (2021 estimate)^ Affordable Purchase Price* Affordable Rental Rate (monthly)** Low Income 1st $26,600 $16,500 $97,900 $410 2nd $41,000 $23,100 $150,800 $580 3rd $53,600 $29,700 $197,200 $740 Moderate Income 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 High Income 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% down payment, 1.25% property tax payment, 4.0% of loan amount for CMHC mortgage insurance). **Assumes 30% of gross income is available for monthly rent. Affordable Housing Thresholds in Oxford County As defined in the County’s Municipal Housing Facilities By-law (MHFB), the thresholds for affordable ownership housing in the County is the lesser of housing that is affordable to the 6th income decile ($355,400 as identified in Table 2) or a purchase price that is at least 10% below the average resale home in the County (or a lesser amount considering the affordability of the 6th income decile). As of 2021, the Ministry of Municipal Affairs and Housing (MMAH) identified Page 11 of 164Page 40 of 337 County of Oxford pg. 8 Master Housing Strategy NBLC Docket #22-3560, December 2022 an average home resale price of $523,898 in the County, which translates to a threshold of $473,3081 (10% below). For rental housing, the affordable threshold is defined in the County’s MHFB as the lesser of housing that is affordable to the 6th income decile ($1,370 per month) or the CMHC Average Market Rent (‘AMR’). The current 2021 CMHC AMR for the County is: ▪ Bachelor: $762 ▪ 1-Bedroom: $1,062 ▪ 2-Bedroom: $1,280 ▪ 3-Bedroom: $1,111 While the CMHC AMR uses the term ‘market rent’, these do not accurately reflect true market rents in the community. Rather, it is an index of all rental apartments in the County, which includes affordable housing and long-term tenants in rent-controlled buildings. It provides a useful index to understand macro-level trends in the rental market but does not accurately identify the asking rent of available units (i.e., the rent a household would have to pay if they were looking to occupy a rental home today). AMR is therefore an affordable benchmark in most communities across Ontario. Most of the County’s recent investments in affordable housing have included units priced between 80% - 100% of the CMHC AMR. In light of the foregoing and in accordance with the County’s current MHFB, the current maximum affordable housing thresholds in the County are: ▪ Affordable Ownership: $425,000 ▪ Affordable Rental: CMHC AMR ▫ Bachelor: $762 ▫ 1-Bedroom: $1,062 ▫ 2-Bedroom: $1,280 ▫ 3-Bedroom: $1,111 Of note, new income data based on the 2021 census should be released in 2023, at which time these thresholds should be reviewed appropriately. 1 This data is released by the MMAH with the decile data presented in Table 2 every year. As assessed later in this report, the average resale price in Oxford County is now well above this threshold. Page 12 of 164Page 41 of 337 County of Oxford pg. 9 Master Housing Strategy NBLC Docket #22-3560, December 2022 Ownership Housing Market The Resale Housing Market in the County is Rapidly Accelerating with Demand Outpacing Supply As illustrated by Figure 4, the average resale price in Oxford County has historically increased modestly. However, beginning in July 2017, home prices began to increase at a quicker pace. After January 2020 (COVID-19 pandemic began March 2020), the rate of appreciation has increased significantly. Figure 4: Average and Median Resale Home Price in Oxford County Source: Woodstock-Ingersoll and District Residential Market Activity and MLS® Home Price Index Report February 2022 As of February 2022,2 the average resale property in Oxford County sold for $860,500, which was a 34% increase from February 2021 and a 92% increase from February 2020. More recent data suggests that home prices have declined/stabilized since February, which is due to the Bank of Canada raising interest rates at a historically quick pace3. While home prices have adjusted, affordability remains equally challenging due to this new high interest rate environment (i.e., shelter/mortgage costs remain similar, despite lower home values). At the same time, properties still appear to be selling quicker than ever before, taking only 7 days on average to sell once listed. Historically, homes took an average of 20-70 days to sell. These trends are also observed across all housing types, but are more pronounced for low-density homes: Average Price (February 2022): ▪ Single-Detached: $938,795 (up 340% since 2012, 43% since last year) 2 The most recent data as of the writing of the Housing Needs Assessment. 3 October 2022 data suggests an average resale price of $713,000, which is 50% higher than the average resale price in February 2020. Page 13 of 164Page 42 of 337 County of Oxford pg. 10 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ 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 (February 2022): ▪ 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 This data heavily indicates that demand is outpacing the supply of homes, with properties selling quickly and prices rapidly increasing. Due to these conditions, the inventory of resale properties available for sale has decreased significantly from 6 months of inventory in 2013 to less than 1 month as of 2022 (Figure 5). Figure 5 (source: Woodstock-Ingersoll and District Residential Market Activity and MLS® Home Price Index Report February 2022) The Macro Housing Conditions are Generally Observed Across Oxford County’s Local Municipalities As illustrated by Figure 6 and 7, these macro market conditions (e.g., rapid price appreciation, reduced supply, quick sales) are generally observed uniformly across the County. ▪ As displayed in Figure 6, while the average resale price varies across each municipality, the average price has increased by over 30% in each community between 2021 and 2022. This price movement is significant, is not in line with recent trends, and is not a sustainable or desirable market outcome. Page 14 of 164Page 43 of 337 County of Oxford pg. 11 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 6 (source: Woodstock-Ingersoll and District Residential Market Activity and MLS® Home Price Index Report February 2022) Figure 7 (source: Woodstock-Ingersoll and District Residential Market Activity and MLS® Home Price Index Report February 2022) Page 15 of 164Page 44 of 337 County of Oxford pg. 12 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Average home prices ranged from $766,500 in Tillsonburg to nearly $1.3 million in South- West Oxford. The difference in average pricing across each community is reflective of both the market strength of the area as well as the housing supply characteristic s (e.g., large homes/farms/properties in rural areas). ▪ All communities also accommodate fewer than 1 month of inventory, with homes taking less than 1 week to sell on average. ▪ While some communities do exhibit stronger market features, the affordability challenges observed at the County level appear to be playing out similarly across all communities. New Housing in Oxford County is Expensive and Largely Positioned Toward High- Income Households New homes in Oxford County (i.e., homes being sold in pre-construction phases on new subdivisions and condominium sites) are primarily occurring in the three fully serviced urban areas of Woodstock, Ingersoll, and Tillsonburg. Overall, most of these homes are being offered through single-detached offerings and are primarily large and expensive homes positioned towards the top end of the market (i.e., high- income households). Some townhomes are offered at more affordable entry pricing; however, these also remain out of reach for many of Oxford County’s households (see affordability gap analysis to follow). The following displays the typical purchase price of new homes in Oxford County, with the full survey results available in the Housing Needs Assessment provided in the appendix of this report. Table 3: Typical New Home Sale Values (from NBLC Survey) 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 and primary survey by NBLC 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 and primary survey by NBLC Page 16 of 164Page 45 of 337 County of Oxford pg. 13 Master Housing Strategy NBLC Docket #22-3560, December 2022 Ownership Data - Ingersoll, Ontario Building Typology Average Price 1B 2B 3B New Condominium Apartments - - - New Condominium Townhouses - $579,900 $689,000 New Single/Semi-Detached Homes - $605,729 $730,729 Source: Project Marketing Materials and primary survey by NBLC Rental Housing Market CMHC provides rental market data for the three urban areas of Woodstock, Tillsonburg, and Ingersoll. While we have attempted to source data in other communities, the vast majority of the County’s rental housing stock is in these three communities, being that they are fully serviced. The Rental Market in Oxford County is Tightening and Becoming more Expensive Every Year Figures 8-10 to follow illustrate the average market rent and vacancy rate in each municipality over time. Like the ownership market, price appreciation in the rental market has historically been modest (~2-3% annual appreciation). However, since roughly 2012, rents began to increase more rapidly (~5-6% annual appreciation). At the same time, vacancy in all three urban municipalities has been steadily decreasing. The vacancy rate is currently 1.4%, 2.4%, and 1.3% in Woodstock, Tillsonburg, and Ingersoll, respectively. According to relevant CMHC data, there appears to have been no vacant rental units available in Ingersoll since 2018 (as identified by CMHC survey). In all three municipalities, the vacancy rate is currently well below 4% (considered balanced conditions) and has been below 3% since 2015. A low vacancy rate creates tight conditions in the rental market and indicates that the supply of housing is not sufficiently meeting demand. These conditions negatively impact affordability by: ▪ Allowing landlords to increase rents well beyond inflation as a unit becomes available, causing the rental supply to become more expensive. ▪ Reduces the availability of housing for those seeking a rental apartment, which can erode the economic competitiveness of the municipalities as new residents and workers are unable to find suitable housing. ▪ As ownership housing becomes more expensive, greater demand will shift from ‘would-be’ purchasers to the rental market as these moderate and high-income households cannot afford to buy. Page 17 of 164Page 46 of 337 County of Oxford pg. 14 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Without increased rental supply, landlords are incented to renovate rental units and target higher income households. This erodes the supply of older rental units, which have historically been available to low and moderate income households. Figure 8 (source: Created by NBLC with CMHC Data) Figure 9 (source: Created by NBLC with CMHC Data) Page 18 of 164Page 47 of 337 County of Oxford pg. 15 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 10 (source: Created by NBLC with CMHC Data) The Supply of Rental Housing has been Largely Static in Oxford County The rental apartment universe has increased measurably in Woodstock, growing by approximately 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 relatively static over time. 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. The supply of 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. Page 19 of 164Page 48 of 337 County of Oxford pg. 16 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 11 (source: Created by NBLC with CMHC Data) Figure 12 (source: Created by NBLC with CMHC Data) Page 20 of 164Page 49 of 337 County of Oxford pg. 17 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 13 (source: Created by NBLC with CMHC Data) CMHC Average Market Rent vs ‘Actual’ Market Rent As noted, the CMHC Average Market Rent (AMR) does not reflect the actual market rent a household would pay for a newly advertised rental unit. Rather, it represents an affordability benchmark and is currently the maximum rent that can be charged to qualify as affordable housing in the County. The County’s recent investments in affordable housing have typically been at 80% - 100% of the CMHC AMR, which are shown below in Table 4. Table 4 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 Average $1,157 $926 Source: MMAH To understand the actual market rent in these communities, we have completed a survey of the rental market. The following Tables represent the findings of our survey, with the full results available in the appendix. Unsurprisingly, the market rents in each community are well above the AMRs noted in Table 4. Page 21 of 164Page 50 of 337 County of Oxford pg. 18 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 5 Rental Data – Woodstock, Ontario Building Typology Average Rent 1B 2B 3B New Purpose-Built Rental Apartments $1,409 $1,802 $1,910 Old Purpose-Built Rental Apartments $1,298 $1,632 $2,393 New Rental Townhouses $1,856 $2,153 $2,498 Old 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 and NBLC primary survey Rental Data – Tillsonburg, Ontario Building Typology Average Rent 1B 2B 3B New Purpose-Built Rental Apartments $1,469 $1,790 $2,000 Old Purpose-Built Rental Apartments $1,169 $1,349 $1,421 New Rental Townhouses - $2,250 $2,674 Old Rental Townhouses - $1,700 $2,150 Basement Apartments $1,450 - - Single/Semi-Detached Homes - $2,500 $2,848 Source: Project Marketing Materials and NBLC primary survey Rental Data – Ingersoll, Ontario Building Typology Average Rent 1B 2B 3B New Purpose-Built Rental Apartments - - - Old Purpose-Built Rental Apartments $1,148 $1,295 $1,500 New Rental Townhouses - - - Old Rental Townhouses - $1,425 $1,655 Basement Apartments $1,600 $1,950 - Single/Semi-Detached Homes - $2,550 $2,800 Source: Project Marketing Materials and NBLC primary survey Affordable Rental Housing Supply in Oxford County Table 6 identifies the current supply of affordable housing in the County, which is comprised of Emergency Shelters, Transitional Housing, Supportive Housing, Social Housing at Rent-Geared- to-Income (‘RGI’), and Affordable Housing at 80%-100% of the CMHC AMR. Page 22 of 164Page 51 of 337 County of Oxford pg. 19 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 6 Current Affordable Housing and Non-Market Housing supply in Oxford County Housing Type Supply Supportive Housing 160 Social Housing (RGI – including County owned, non- profit owned, and rent supplements) 1,429 Affordable Housing (AMR) 517 Source: Oxford County Social Housing Wait List is Growing with Concentrated Demand There are currently approximately 2,400 households on the County’s wait list for RGI housing. This has been steadily growing over the past decade as affordability and growth pressures continue. This wait list represents County and non-profit asset data, as wait list data is currently not maintained for the non-RGI affordable housing stock with most of these projects owned by private organizations. As illustrated by Figure 14, most households are seeking housing in Woodstock (69%), with almost all of the wait list concentrated in the three urban municipalities (driven by the fact that this is where the majority of RGI housing is located). Figure 14 (source Oxford County) Woodstock 69% Ingersoll 14% Tillsonburg 13% Rural Municipalities 4% RGI WAIT LIST BY LOCATION Page 23 of 164Page 52 of 337 County of Oxford pg. 20 Master Housing Strategy NBLC Docket #22-3560, December 2022 Of note, nearly 62% of the wait list is seeking a one-bedroom / bachelor unit. Less than 6% are seeking large family sized homes over 4-bedrooms. Nearly half of the wait list is also households aged 25-45, with seniors representing only 16% of households seeking RGI housing. Figure 15 (source Oxford County) The above representation is not surprising, as it is common that demand for low-income RGI housing is heavily dominated by young singles and seniors seeking a one-bedroom unit. While a wait list is not maintained for the affordable (AMR) housing stock, our work often finds that bachelor 15% 1br 46% 2br 19% 3br 14% 4br 5% 5br 1% RGI WAIT LIST BY BEDROOM TYPE 18-24 9% 25-45 48% 46-65 27% 65+ 16% AGE OF HOUSEHOLDS ON THE RGI WAIT LIST Page 24 of 164Page 53 of 337 County of Oxford pg. 21 Master Housing Strategy NBLC Docket #22-3560, December 2022 demand for moderately affordable housing tends to be more balanced across housing types (e.g., 1 – 4-bedroom homes) as a broader range of households require affordable rental housing, particularly as affordability in the private market erodes. Investment in Affordable Housing Since 2007 Has Been Positive but Insufficient to Address Demand Since 2007, County Council has approved a total of 30 affordable housing projects totaling 710 total rental units and including 568 affordable units. These projects were made possible through a funding commitment of $23.5M from the Federal and Provincial government and an additional $10.7M in County funding (excluding the value of development charge exemptions). It should be noted that this total does not include home ownership or secondary unit assistance. Key characteristics of this new affordable housing supply includes: ▪ The depth of affordability has typically ranged between 80% and 100% of the CMHC AMR and has occurred through local private and non-profit housing providers. All projects are affordable rental aside from a Habitat for Humanity project in Blandford -Blenheim (2 semi- detached affordable ownership units). ▪ Affordable projects have been a mix of apartments, stacked townhomes, townhomes, and other single-family formats. ▪ 86% of the affordable units constructed in Oxford County since 2007 have been in the three urban municipalities. ▪ 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, despite this group representing only 16% of the wait list. ▪ 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. In addition to this affordable housing supply, 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. This will be explored in more detail later in this report. Despite these investments, vacancy in the private rental market remains at historically low levels and the wait list for social housing continues to grow. Demand is therefore outpacing supply across the rental continuum. Page 25 of 164Page 54 of 337 County of Oxford pg. 22 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 16 (source Oxford County) Page 26 of 164Page 55 of 337 County of Oxford pg. 23 Master Housing Strategy NBLC Docket #22-3560, December 2022 Growth Trends and Forecasts The following data and analysis is taken from the County’s Phase One Comprehensive Review prepared by Hemson Consulting Limited in March 2020. Oxford County has Experienced Strong Growth in Recent Years that is Expected to Continue Looking Forward Oxford County has experienced growth since 2001, which has been accelerating since 2011 (Table 7). While population growth between 2001-2006 and 2006-2011 was 3% and 2% respectively, growth accelerated to 5% between 2011-2016 and almost 7% between 2016-2021 (the 2021 census, released after Hemson’s report, estimates the County’s population to be 121,781). Most of this growth between 2001 and 2016 (96%) has occurred in the three urban areas of Woodstock, Tillsonburg, and Ingersoll. Woodstock has accommodated 64% of total population growth in the County over this period. 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, London, and Kitchener-Waterloo. This trend has likely only continued as work from home practices have allowed households in higher priced markets to pursue lower cost family homes in markets such as Oxford County. This finding is also supported by the migrant data in Figure 17 that illustrates aside from university age individuals, Oxford County successfully attracts all other age groups, particularly seniors and families seeking more affordable low-density housing. Table 7 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 Page 27 of 164Page 56 of 337 County of Oxford pg. 24 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 17: Age Structure of Migrants, Oxford County, 2006-2018 (annual) Source: Hemson Consulting Limited, prepared for the County’s MCR Looing forward to 2046 (Figure 18), Hemson is forecasting that growth in Oxford County will continue to accelerate, with growth outpacing historical trends (i.e., be more in line with growth patterns observed between 2011 and 2021). Figure 18: Forecasted Population Growth, Oxford County, 1991-2046. Page 28 of 164Page 57 of 337 County of Oxford pg. 25 Master Housing Strategy NBLC Docket #22-3560, December 2022 Forecasted Housing Types Will Continue to Focus on Low-Density Housing Between 2001 and 2016, housing supply in Oxford County has largely been dominated by single and semi-detached homes (~70%), with apartments representing around 20% of all housing completions, and townhomes less than 10%. As illustrated by Figure 19, it is largely expected that this composition will continue looking forward, with Oxford County remaining an important generator of family-oriented housing types at more affordable pricing relative to the GTA and other nearby municipalities (e.g., London, Waterloo). Hemson forecasts 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. Figure 19: Share of Housing Growth by Unit Type, Oxford County, 2001-2016 vs Forecasted 2016-2046 As illustrated by Table 8, housing types are forecasted to vary across the local municipalities. While single-family homes are expected to be the primary housing typology in each community broadly, 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. Page 29 of 164Page 58 of 337 County of Oxford pg. 26 Master Housing Strategy NBLC Docket #22-3560, December 2022 Like the forecasted population growth, housing growth is expected to be concentrated in Woodstock, Tillsonburg, and Ingersoll, with Woodstock accommodating over 50% of all housing supply delivered in the County to 2046. Through this Comprehensive Review, Oxford County is contemplating the land supply available for residential development to meet this forecasted demand. Table 8 Oxford County Housing Growth by Type for each Local Municipality (2016-2046) 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 Source: Hemson Consulting Oxford County Municipal Comprehensive Review Affordability Gap Analysis Tables 9 – 11 to follow present the income deciles (by tenure) and affordability thresholds of each decile group demonstrated earlier in this report (Table 2). It also illustrates the typical price/rent of housing options in Oxford County as presented in this report. A red square indicates that the home is not affordable to that decile group, whereas a green square indicates the home is affordable. The following are key findings from the analysis: ▪ Most new ownership homes are unaffordable to households below the 9th income decile. This is not surprising given the rapid appreciation observed in the resale market in recent years, the focus on high-end new homes, and migration/socioeconomic shifts since 2016. ▪ Most rental homes are unaffordable to those below the 8th income decile. A select number of older and lower-quality one-bedroom apartments in the County could be affordable to those in the 6th income decile, however these are in short supply and may not be suitable to the needs of every household (e.g., family, single parent). ▪ Also of note, 100% of the CMHC AMR is only affordable to renter households above the 5th / 6th income decile, whereas 80% of the CMHC AMR is affordable to groups in the 4th income decile. RGI housing would be affordable to all households. Page 30 of 164Page 59 of 337 County of Oxford pg. 27 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▫ The above is important when selecting an affordability target for any new housing program or development. While the County’s recent affordable housing supply has been provided at 80% of the CMHC AMR, there is also demand for housing above and below this threshold, as indicated by the growing wait list for social housing. Page 31 of 164Page 60 of 337 Oxford County pg. 28 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 9 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 Townhouse New 2BR $758,300 Townhouse 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 Townhouse New 2BR $673,333 Townhouse 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 Townhouse New 2BR $579,900 Townhouse New 2BR $689,000 UnaffordableAffordablePage 32 of 164Page 61 of 337 Oxford County pg. 29 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 10 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 UnaffordableAffordablePage 33 of 164Page 62 of 337 Oxford County pg. 30 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 11 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 Unaffordable Affordable Page 34 of 164Page 63 of 337 Oxford County pg. 31 Master Housing Strategy NBLC Docket #22-3560, December 2022 Characteristics of Households in Need of Affordable Housing (Core Housing Need) While the social housing wait list data presented in Section 2.3 of this report provides an indication of the demand characteristics of those looking for RGI housing, CMHC has conducted a more detailed and broad assessment of those in need of affordable housing. Utilizing census data, CMHC identified households noted as being in Core Housing Need. A household is in Core Housing Need if it does not meet one or more standard 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 the total count and proportion of households experiencing Core Housing Need, CMHC provides specific data points to help identify the characteristics and socioeconomic indicators of these households. The following 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. Renters are Far More Likely to be in Core Housing Need than Owners, with Affordability Being the Primary Standard Impacting Results The CMHC data provides several interesting findings as illustrated by Figure 20 and 21 to follow: ▪ Households in Core Housing Need have mostly been increasing every census period since 2006. In Woodstock, the number of households in Core Housing Need decreased between 2011 and 2016, though given eroding affordability in both the rental and ownership market since this time, it is likely that Core Housing Need has accelerated in Woodstock when the 2021 (updated data is expected to be released next year). ▪ There are significantly more renter households in Core Housing Need than owners. In the three municipalities, core housing need for renters ranged from 26% - 30% of households, compared to only 3% - 4% of owner households. Page 35 of 164Page 64 of 337 Oxford County pg. 32 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Ownership households in Core Housing Need has been stable between 2006 and 2016, whereas rental households in Core Housing Need have increased significantly (corresponding with higher rents and low vacancy/availability). ▪ The situation in Oxford County is similar to the province at large, where renter households face larger affordability challenges relative to owner households. ▪ Looking more closely at the standard resulting in a household being in Core Housing Need (Figure 21): ▫ Affordability is the most common factor leading a household to be in Core Housing Need for both owners and renters, however the proportion is much higher for renter households. ▫ Owners are also more likely to spend over 30% of their gross household income on a home to “enter the market”, believing that their equity commitment will pay off down the road. ▫ Adequacy and Suitability are also significant contributors for renter households being in Core Housing Need. In fact, 0% of the surveyed renter households in core housing need indicate that affordability is the only challenge. This means th at 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 concerns, which are common in all three municipalities, but more prevalent in Ingersoll and Tillsonburg, whereas Woodstock has experienced new rental investment in recent years. ▪ This data therefore confirms that renter households are facing significant affordability challenges and also challenged to find a home that is appropriate to their needs. Relative to owner households, the rental market faces more significant challenges in meeting demand, which is also confirmed by the market data presented earlier (e.g., lengthy wait list for affordable housing, low vacancy, modest new investment, rapidly rising rents, etc.). Vulnerable Households Most Likely to be in Core Housing Need CMHC also provides the characteristics of households that in Core Housing Need, which are displayed in Table 12. Key findings from this data include: ▪ Like the overall Core Housing Need data suggests, renter households have a much higher incidence of Core Housing Need across all characteristics. Key renter groups that have a high incidence of Core Housing Need include: Page 36 of 164Page 65 of 337 Oxford County pg. 33 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 20 (source CMHC) Page 37 of 164Page 66 of 337 Oxford County pg. 34 Master Housing Strategy NBLC Docket #22-3560, December 2022 Figure 21 (source CMHC) Page 38 of 164Page 67 of 337 Oxford County pg. 35 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 12 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. ▫ Older households (65 and over) and households with at least one-senior. While seniors represent a higher proportion of Core Housing Need, most renter households regardless of age have a high incidence of being Core Housing Need. ▫ Lone-parent and one-person households. ▫ Immigrants and recent immigrants. Page 39 of 164Page 68 of 337 Oxford County pg. 36 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▫ Households with activity limitations. ▪ While certain owner groups will also face affordability challenges (e.g., lone parents, one- person households), many owner households will sacrifice affordability for future equity gains in the home. Given that affordability is the most common standard leading to an owner household being in Core Housing Need, it is not surprising to see single income groups facing the largest challenges. ▪ The data clearly identifies a larger need to address renter households across a variety of incomes and characteristics. Key Findings The data indicates that much of the housing in Oxford County is unaffordable to many households in the municipality. For ownership housing, population growth has accelerated (including high-income individuals from other parts of Ontario 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 and/or more expensive home. Other macro factors are also causing home prices to rise (sustained low interest rates over many years, strengthening demand, insufficient housing supply across Southern Ontario4, financialization of housing, and others). Overall, the supply of housing is not meeting demand, evidenced by rapid price escalation, quick sales, and reduced overall inventory. Relevant key findings for the ownership market include: ▪ 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 and primarily through low-density forms. ▪ Given that new housing development has largely focused on large and expensive homes targeting the high-end of the market, this trend does not present an optimistic view of improving affordability conditions for low and moderate-income households. ▪ These conditions are resulting in home prices accelerating at quicker pace than incomes. As a result, there are significant supply/demand gaps observed in the ownership market. For households entering the market as first-time buyers, it is likely they will struggle to afford a home. 4 https://www.cmhc-schl.gc.ca/en/blog/2022/canadas-housing-supply-shortage-restoring-affordability-2030 Page 40 of 164Page 69 of 337 Oxford County pg. 37 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ 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.) are delivered. This should be carefully considered through the ongoing Municipal Comprehensive Review and Official Plan review. ▪ Other demand side measures, such as the County’s Home Ownership Program can also play a role in addressing these housing gaps, which will be explored in more detail in the next section of this report. ▪ If the market feasibility of new condominium apartments is challenged, incentives through a community improvement plan could help offset these financial/market 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. Relative to owners, renters are facing more significant affordability challenges. Outside of a bachelor/1-bedroom apartments, rental apartments and rental single-family homes are unaffordable to roughly 70% of all rental households in the County. Unlike owners, most renters will overpay for housing, due to lack of choice, without any potential corresponding benefit. They are also likely to overpay for housing that is unsuitable and/or inadequate to their needs. Relevant key findings for the rental market include: ▪ Renters earn significantly less than owners, on average, and across all decile groups. Their incomes are also growing at a slower pace than ownership households. ▪ 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. ▪ 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 rental supply. Page 41 of 164Page 70 of 337 Oxford County pg. 38 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ It is expected that demand for rental housing will continue to increase as the population grows 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 units, and including market and affordable units together through any new affordable housing / mixed-income development. ▪ In addition to market rental supply, new RGI housing is also needed to address the lengthy wait list that is currently over 2,400 households. Demand for new RGI housing is heavily dominated by smaller units (bachelor and 1-bedroom) and 84% of the waitlist is made up of those under the age of 65. County efforts should therefore be focused on one-bedroom RGI units for non-seniors. ▪ New affordable housing (AMR) is also drastically needed. This housing provides a segment of the housing continuum in-between RGI and market housing. ▫ Virtually all of the County’s affordable housing projects over the past decade have provided rents at 80% of the CMHC AMR. As illustrated in this report, 80% of CMHC AMR is affordable to only those in the 4th and 5th income deciles. 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 (if they qualify). In addition, those falling above the 5th income decile, in the moderate-income threshold, would also face challenges in terms of affordability. Most of the recent investment in affordable housing has focused on one-bedroom units and senior households. ▫ However, the results of this work indicate that a broader range of affordable housing should be considered (i.e. 40%-80% AMR, 80%-100% AMR, as well as RGI). ▫ New affordable (AMR) 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 facing mental health challenges, immigrants, and others. A broader suite mix including one, two, and three-bedroom units should be included in these projects. Page 42 of 164Page 71 of 337 Oxford County pg. 39 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ New multi-residential 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. Other strategies are appropriate in other locations, as discussed in the following section of this report. Page 43 of 164Page 72 of 337 Oxford County pg. 40 Master Housing Strategy NBLC Docket #22-3560, December 2022 3.0 Strategies to Address Housing Needs The following explores strategies to address the housing needs identified in Section 2 of this report. The identified strategies fall into two general categories: ▪ Housing Development Through the Identification of Priority Projects: The development of new affordable housing on identified public and privately owned lands in the County. ▪ Non-Asset Housing Strategies: Other tools, programs, and policies to encourage affordable housing such as incentives, growth management and policy considerations, second unit programs, and others. Housing Development Through the Identification of Priority Projects Oxford County provided a list of 30 properties to NBLC, including a variety of properties owned by the County and Local Municipalities, non-profits, and existing private housing providers. These properties were then evaluated and ranked for their ability to provide affordable housing using a weighted range of seven criteria. The final ranking was then refined in consultation with County staff. The 10 highest ranking properties were identified as the priority projects. NBLC completed planning analyses to develop a conceptual site plan for each property to estimate the achievable built-form, number of units, site layout and parking provision, and overall development statistics. An order of magnitude proforma analysis was then completed for each property to understand the capital cost of building the project, the cash flow and debt financing capacity, and the overall funding requirement for each project to be implemented. The affordable housing component included in each property ranges from 80% to 100% of the CMHC AMR, including mixed-income scenarios that include a proportion of units at market rent. The characteristics of the housing supply for each property was informed by the findings of the Housing Needs Assessment. This analysis is intended to provide the County with a list of priority sites to guide future investments in affordable housing over the next decade, along with an understanding of the funding considerations necessary for the developments to advance. Relative to recent years, funding requirements have increased due to the combination of rising interest rates and construction costs. Rising interest rates have the combined impact of increasing financing costs while also reducing the amount of debt that can be secured through the project’s cash flow (Figure 22). As debt capacity is reduced, the outstanding capital contribution (i.e., funding) increases. Rising construction costs contribute to higher project costs. Page 44 of 164Page 73 of 337 Oxford County pg. 41 Master Housing Strategy NBLC Docket #22-3560, December 2022 Together, these impacts result in higher project costs and lower debt capacity, requiring greater funding for projects to advance. Figure 22: Affordable Rental Housing Economics Property Evaluation Criteria The site evaluation criteria and scoring are summarized below under seven categories with a maximum attainable score of 33. They have been developed to demote site traits that would inhibit site development and promote those which improve feasibility from a time and cost perspective. ▪ Servicing Capacity ▫ 0 – No access to municipal water or sanitary servicing; ▫ 1 – Private Septic and municipal water servicing; ▫ 2 – Municipal water and sanitary servicing but limited capacity; ▫ 5 – Full access to municipal water and sanitary servicing; ▪ Developable Area/ Ability to Provide Lower Cost Surface Parking ▫ 0 – Site area of less than 0.5 acres (0.20 ha); ▫ 1 – Site area of between 0.5 and 0.99 acres (0.20 to 0.40 ha); ▫ 3 – Site area of between 1.0 and 1.49 acres (0.40 to 0.60 ha); ▫ 5 – Site area of greater than 1.5 acres (0.60 ha); $10 Million Project Costs Will increase as construction costs rise Rental Revenue: $ - Operating Costs: $ = Net Operating Income (NOI) NOI Can Support a Loan of $6 Million Will decrease as interest rates rise Outstanding Capital (subsidy amount) $4 Million Page 45 of 164Page 74 of 337 Oxford County pg. 42 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Ease of Approvals ▫ 0 – Site possesses an environmental constraint (e.g., contamination, slope, floodplain etc.); ▫ 1 – Site requires an Official Plan Amendment approval; ▫ 3 – Site conforms with Official Plan policies but requires rezoning approval; ▫ 4 – Site conforms with Official Plan and Zoning By-law but requires minor variance approval; ▫ 5 – Site is zoned appropriately; ▪ Ownership/ Control ▫ 1 – Site is privately owned (minimal County control); ▫ 2 – Site is owned by lower tier municipality but not identified by staff or Council as being appropriate for housing; ▫ 3 – Site is owned by a non-profit or cooperative; ▫ 4 – Site is owned by lower tier municipality and staff/ Council have agreed that it could be appropriate for housing; ▫ 5 – Site is owned by the County; ▪ Existing Tenant Disruption ▫ 1 – Impacted building contains less than 30 units; ▫ 2 – Impacted building contains between 10 and 29 units; ▫ 3 – Impacted building contains between 1 and 9 units; ▫ 5 – No existing buildings will be impacted; ▪ Type of Development Opportunity ▫ 1 – Housing opportunity would be achieved through demolition and rebuild; ▫ 2 – Housing opportunity represents a conversion of an existing building; ▫ 3 – Housing opportunity can be achieved through infill and/or severance; Page 46 of 164Page 75 of 337 Oxford County pg. 43 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▫ 4 – Housing opportunity represents an addition to an existing building; ▫ 5 – Housing opportunity can be achieved on a vacant parcel; ▪ Long Term County Council Endorsement ▫ 0 – For sites that have not been endorsed by County Council by motion or as part of a longer-term plan or strategy. ▫ 3 – For sites that have been endorsed by County Council by motion or as part of a longer- term plan or strategy. Property Evaluation Results The results of the site evaluation are summarized in Table 13. Of note, 785 Southwood Way and 175 Springbank Avenue North were excluded from further analysis due to their advanced stage in the County’s pre-existing housing procurement processes. The remaining ten prioritized sites are summarized in Table 14, which also includes summary information on the achievable density determined through the preparation of conceptual site plans. Table 14 also includes the total estimated project cost and an estimate of funding necessary for each project to advance, as determined by the proforma analysis. A funding range is provided because several scenarios were evaluated in the proforma: ▪ Scenario 1: 100% of the project delivered at 80% of the CMHC AMR ▪ Scenario 2: 100% of the project delivered at 100% of the CMHC AMR ▪ Scenario 3: 50% of the project delivered at 80% of the CMHC AMR and 50% of the project at market rates ▪ Scenario 4: 30% of the project delivered at 80% of the CMHC AMR and 70% of the project at market rates (minimum to be eligible for CMHC Financing) As market rents are included in the project, rental revenues increase, thus increasing the Net Operating Income of the project. As illustrated in Figure 22, this allows for greater debt financing, therefore reducing upfront funding requirements. All scenarios assume the CMHC Co-Investment fund financing program is secured, including both the low-cost loan and capital grant (Scenario 4 represents the minimum eligibility requirement for this program). A cost premium to meet energy and accessibility requirements for this program has also been included. We also assume local and County development charges are waived for the affordable units and a $900,000 grant from senior level government. The County owned sites cannot secure financing, meaning the total project costs must be paid fully upfront. Page 47 of 164Page 76 of 337 Oxford County pg. 44 Master Housing Strategy NBLC Docket #22-3560, December 2022 The various financial analyses were provided to the County under separate cover. In addition, conceptual site plans (Appendix 2) have been provided for the majority of the priority sites, with the exception of three sites that will remain confidential until they receive formal Council endorsement. Page 48 of 164Page 77 of 337 Oxford County pg. 45 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 13 Development Criteria Scoring Summary by Site Municipality CSD Name StreetAddress Total Units Total Affordable/ RGI Units Existing Use Ranking Score (Out of 33) Servicing Capacity Scoring Developable Area Scoring Approval Ease Scoring Ownership Scoring Existing Use Constraint Scoring Development Type Scoring Long Term Council Endorsement Scoring Woodstock 785 Southwood Way 0 0 Vacant Land 1 33 5 5 5 5 5 5 3 Woodstock 175 Springbank Avenue North 0 0 Church 2 28 5 5 1 5 5 4 3 Woodstock Confidential 0 0 -2 28 5 0 5 5 5 5 3 Woodstock 816 Alice Street 40 40 Apartment 4 26 5 5 4 5 3 4 0 Woodstock 769 Juliana Drive 0 0 Vacant land and church 4 26 5 5 5 3 5 3 0 Tillsonburg Confidential 0 0 -6 25 5 5 1 4 5 5 0 Woodstock 92 Light Street 0 0 Former Institutional Building 7 25 5 5 3 5 5 2 0 Zorra 375629 37th Line 24 24 Apartment 7 25 5 5 4 3 5 3 0 Blandford- Blenheim 43 Oxford Street East 24 24 Apartment 9 24 2 5 5 3 5 4 0 Zorra Confidential 0 0 -10 22 2 5 1 4 5 5 0 Ingersoll 235 Thames Street North 22 22 Townhouses 10 22 5 5 4 5 2 1 0 East Zorra- Tavistock 30 Balsam Street 16 16 Multiple Attached 12 21 0 5 5 3 5 3 0 Woodstock 83 Kent Street 60 39 Apartment 12 21 5 1 5 3 3 4 0 Woodstock 901 to 951 James Street 30 30 Multiple Attached 12 21 5 5 4 5 1 1 0 Woodstock 715 Parkinson Road 40 40 Multiple Attached 12 21 5 1 4 3 5 3 0 Zorra 111 Brock Street 24 24 Apartment 16 20 5 1 4 5 3 2 0 Blandford- Blenheim 91 Mill Street East 30 22 Apartment 17 19 2 1 5 1 5 5 0 Tillsonburg 215 Lisgar Avenue 44 44 Apartment 17 19 5 3 4 5 1 1 0 Woodstock 40 Stafford Street 5 5 Apartment and Multiple Attached 17 19 5 1 4 3 5 1 0 Ingersoll 220 Ingersoll Street North 60 60 Townhouses 20 18 5 1 4 3 1 4 0 Woodstock 259-293 Karn Avenue 24 24 Semi-detached Dwellings 20 18 5 3 1 5 3 1 0 Woodstock 279-287 Cross Place 10 10 Semi-detached Dwellings 20 18 5 3 1 5 3 1 0 Woodstock 34 Riddell Street 28 20 Apartment 23 17 5 1 5 1 3 2 0 Woodstock 414 Ontario Street 81 81 Multiple Attached 23 17 5 5 4 1 1 1 0 Woodstock 360 Springbank Avenue North 24 24 Multiple Attached 23 17 5 5 4 1 1 1 0 Woodstock 36 Stafford Street 8 8 Multiple Attached 23 17 5 1 4 1 5 1 0 Tillsonburg 390 Quarter Town Line 40 40 Multiple Attached 23 17 5 1 4 3 1 3 0 Tillsonburg 31 Maple Lane 59 48 Apartment 28 16 5 1 5 3 1 1 0 Ingersoll 119 to 123 John Street 20 12 Multiple Attached 29 15 5 1 4 1 3 1 0 Ingersoll 50 Garland Court 14 14 Multiple Attached 30 15 5 1 4 1 3 1 0 Page 49 of 164Page 78 of 337 Oxford County pg. 46 Master Housing Strategy NBLC Docket #22-3560, December 2022 Table 14 Municipality Street Address Total Existing Affordable/ RGI Units Existing Use Property Area (acres) County OP Designation Zoning Ownership Potential New Total Rental Units Estimated Project Costs Estimated Funding Requirement Range (80% AMR to Market/AMR Split)^ Woodstock Confidential 0 -0.25 Central Business District C5 Confidential 35 $12,239,806 $3.8M - $7.5M Tillsonburg Confidential 0 -4.50 Low Density Residential IN-1 (rezoning)Confidential 47 $13,920,009 $2.6M - $7.5M Woodstock 816 Alice Street 40 Apartment 1.50 (room for addition to east) Medium Density Residential R3 (MV)Oxford County 10 $1,608,173 ~$700k Woodstock 769 Juliana Drive 0 Vacant land and church 3.5 (Only west 1.5 ac severed) High Density Residential R4-2 Non-Profit 58 $20,781,302 $7M - 12.7M Woodstock 92 Light Street 0 Former Institutional Building 2.0 (Estimated Severed Parcel) Central Business District CF-17 (rezoning)Oxford County 20 $7,035,210 $1.7M - $3.9M Zorra 375629 37th Line 24 Apartment 4.9 (2.0 acres for infill) Medium Density Residential R3 (MV)Non-Profit 28 $8,707,751 $1.8M - $4.6M Blandford- Blenheim 43 Oxford Street East 24 Apartment 4.6 (2.0 acres available for infill) Medium Density Residential R3 Non-Profit 25 $8,404,784 $2.1M - $4.5M Zorra Confidential 0 -Approx. 4.9 ac Community Park REC-2 Confidential 55 $16,766,595 $3.9M - $9.6M Ingersoll 235 Thames Street North 22 Townhouses 2.0 (1.5 acres outside of regulated area) Medium Density Residential R3 (MV)Oxford County 7 $2,954,652 ~$2.0M East Zorra- Tavistock 30 Balsam Street 16 Multiple Attached 3.33 (Approx. 1.5 acres to rear) Medium Density Residential R3-6 Non-Profit 46 $12,922,858 $2.1M - $6.9M Notes: Based on NBLC Site Evaluation and Proforma Analysis. ^ Assumes proponent has no equity or other funding source. Development Site Information Summary Page 50 of 164Page 79 of 337 Oxford County pg. 47 Master Housing Strategy NBLC Docket #22-3560, December 2022 Non-Asset Housing Strategies The results of the housing needs assessment clearly illustrate a need for increased supply across the continuum. The development of public and private lands with new affordable rental housing is the best strategy for addressing the identified needs (Section 3.1 of this report). Notwithstanding this, other strategies can also play a meaningful role in addressing housing needs. Affordable Home Ownership Program The County currently has an Affordable Ownership Program, that is funded from a revolving Provincial loan fund, that provides eligible households with a forgivable grant that offers down payment support to first-time homebuyers (repayable if the home is sold within 20 years, in addition to capital appreciation if the home increased in value). The program was recently updated to reflect current market conditions, as follow: 2019 Program Eligibility Criteria: ▪ Maximum home purchase price: $264,619 (10% below the average home price for the County as of 2019). ▪ Maximum gross household income: $63,630 (median household income as per Statistics Canada). ▪ Maximum loan amount (5% of purchase price): $10,000 At the time of the update (November 2021), the average resale price had increased to $670,000. Given these market conditions, the eligibility criteria rendered the program ineffective as the supply of homes available for purchase below $264,619 were reduced/eliminated. Based on the average resale price in November 2021, the new maximum affordable purchase price would be $603,630 (10% below the average). However, this would not be affordable to a household earning $63,630. Ministry funding guidelines allow for a maximum household income of $92,700, which would result in an affordable purchase price of approximately $370,000 - $425,000. As identified in Table 2, the above income threshold would fall in the 6th income decile of the County. The revised 2022 Program Eligibility Criteria: ▪ Maximum home purchase price: $425,000 ▪ Maximum gross household income: $92,700 ▪ Maximum loan amount (5% of purchase price): $21,000 Page 51 of 164Page 80 of 337 Oxford County pg. 48 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ In addition to the above, the following also applies: ▫ The applicant(s) must be at least 18 years old and currently renting in the County; ▫ The applicant(s) must not have any interest in a home; ▫ The applicant(s) must not owe money to a Community Housing landlord; ▫ The applicant(s) must pre-qualify for a mortgage; ▫ The home must be the sole and principle residence of the approved purchaser(s) and located in Oxford County; ▫ The forgivable loan will be registered on title as a second mortgage, and is repayable in full, plus capital appreciation, if the home is sold and/or transferred before the 20-year term is complete. As noted in this report, the average resale price has continued to escalate significantly since 2021. The resale data presented in Section 2.2 of this report indicates that the average resale price has increased by 34% and 92% since 2021 and 2020, respectively, and is currently over $850,000. An income in the 9th income decile would be necessary to afford these homes. While there are a small sample of homes available for purchase in Oxford County below $500,000, it is also important to understand that interest rates have been rising rapidly since February, which erodes the borrowing capacity and affordable purchase price for lower and moderate-income households. For example, every 1% increase in mortgage interest may reduce a household’s purchasing power by around 9% - 11%. As a simple illustration, a household earning $90,000, spending 30% of this income, with a 25-year mortgage could afford: ▪ 4.5% interest: $418,000 ▪ 5.5% interest: $382,000 (9% decrease in purchasing power) While the updated Municipal Capital Facility By-Law allows the Director of Human Services to adjust the eligibility criteria to reflect market movement with regard to changes in home prices, interest rates, and required incomes, it is likely that the qualifying income will need to adjust upwards as affordability in the ownership market worsens. This means that the program is more likely to be assisting higher income first-time purchasers in the future. As home prices rise, the effectiveness of affordable home ownership programs targeted to lower and moderate -income households erodes, as these groups require greater assistance to qualify for a mortgage. Demand-side programs such as affordable ownership are not effective in low-supply and rapidly appreciating markets. Rather, they increase demand by improving the purchasing power of households to compete in an already tight and expensive resale market. While they can be effective in lower-cost and modest markets (like Oxford between 2007 and 2016), they become Page 52 of 164Page 81 of 337 Oxford County pg. 49 Master Housing Strategy NBLC Docket #22-3560, December 2022 less impactful in current times. Increasing the supply and variety of housing in the County should therefore be viewed as a priority longer-term strategy for addressing ownership affordability. As a result of the above, the County has assisted 171 families through this program since 2007, however applications have significantly reduced since 2018, with very little uptake since the latest update in January 2022. It is also important to note that affordability in the ownership market is not permanent, as households can sell their home in the private market for a profit at any time (with the County sharing in the appreciation if sold within 20-years). Given the significant market movement in recent years, the County has identified that the vast majority of households who have participated in the program since 2007 have sold their homes for a significant profit, with the associated down payment loans having been repaid in full, with capital appreciation. This finding is similar to many affordable ownership programs since 2010 (e.g., Options for Homes, Trillium Housing, etc.). The Housing Needs Assessment also clearly illustrates a stronger need for new affordable and market rental housing. Affordable rental housing in particular is needed, which will also provide permanently affordable housing options to a wide range and large number of households over the life of the asset, whereas affordable ownership will provide one-time assistance to a single household. Notwithstanding the above, there is a clear need to address gaps in the ownership housing market. While the best option for addressing this need is increased supply and variety of housing types, this approach takes time to balance housing conditions. It also requires greater supply and more balanced housing conditions in the municipalities surrounding Oxford County. Short-term housing affordability will also impact the growth potential and economic competitiveness of the County if households cannot afford to live and work in the community. The County might therefore consider a variety of changes to the program to overcome these challenges in the short- term: ▪ Maintain the program as it exists, understanding that participation is likely to continue to be modest given the limitations of moderate-income households to compete in the housing market with the current eligibility criteria. ▪ Raise the eligible income and purchase price to target higher income households. ▪ Increase the down payment assistance grant/loan to individual applicants to improve the purchasing power of households, allowing them to better compete in the housing market. While this might assist fewer households, it will allow the program to be more effective in the current market. ▪ Eliminate the program and allocate the budget resources to other housing strategies, if permitted by the province. Page 53 of 164Page 82 of 337 Oxford County pg. 50 Master Housing Strategy NBLC Docket #22-3560, December 2022 My Second Unit Funding Program County Council approved the implementation of a secondary unit funding program in 2022. Key details of the program include: ▪ Oxford County’s My Second Unit helps homeowners plan and finance a secondary, self- contained dwelling unit with an interest-free, forgivable loan of up to $15,000. ▪ The loan amount is fully forgivable following a 10-year forgiveness period without default. ▪ The second unit (apartment) is required to be rented at the Average Market Rent (AMR), as specified by the County, for the 10-year period. ▪ Homeowners must own their home and it must be their primary residence during the 10-year forgiveness period. ▪ Homeowners are required to rent to tenants with household incomes less than $92,700 (2022/23). ▪ Funding may be used to cover the costs for municipal zoning verification or rezoning applications, building permits, and other permits as required. ▪ If the qualifying criteria are not met during the 10-year loan, the amount must be repaid (Over the 10-year term, homeowners will be required to provide rental receipts and lease agreements on an annual basis). This funding is intended to support the creation of more ‘missing middle’ rental housing by leveraging the existing private housing stock throughout the County. Examples of second units can include basement apartments, laneway homes, granny flats, and other similar secondary dwelling units. Relative to constructing new rental housing, which is expensive, requires significant resources, and takes several years to implement, the creation of second units can be a relatively quick and cost-effective way to increase the supply of rental housing that leverages the existing private housing stock. This also provides an opportunity to expand affordable rental options in locations where new affordable housing development is expected to be modest, such as outside of the three urban municipalities. The addition of a second unit can also be attractive to many homeowners as it provides a source of rental income. This program therefore directly aligns with one of the core findings of the Housing Needs Assessment – to increase the supply of affordable rental housing. Combined with the development of new housing identified in Section 3.1, the combination of these strategies can have a meaningful impact in addressing the housing needs of Oxford County. However, some considerations are noted: ▪ It is very difficult to determine the ‘appropriate’ grant amount for an existing homeowner to be incented to create a second unit. Unlike private and non-profit developers who will have Page 54 of 164Page 83 of 337 Oxford County pg. 51 Master Housing Strategy NBLC Docket #22-3560, December 2022 defined business plans and hurdle rates, the individual goals and objectives of homeowners will vary widely. ▫ It will therefore be important for the County to monitor the program’s take-up, continue consultation, and make appropriate adjustments over time. ▪ In addition to financial hurdles, the creation of second units and other modest infill can be undermined by process related hurdles, NIMBYism, requirements to amend zoning (including minor variances), and other similar issues. ▫ Recent changes proposed through Bill 23 may address some of these issues. ▪ The requirement for units to be rented at the CMHC AMR aligns with the findings of the Housing Needs Assessment. However, this may act as a disincentive for households looking to create a second unit, particularly given the modest funding amount. Further, the requirement for private households to check and confirm the income of prospective tenants and prepare receipts and reports for the County to confirm compliance adds additional complexity. A household may also find it difficult, real or perceived, to find a tenant with a qualifying income. ▫ Often, second units, and particularly basement apartments, are offered at a rent well below the price of professionally managed rental buildings, providing a supply of rental homes to lower and moderate-income households. ▫ Further, the findings of the Housing Needs Assessment strongly indicate unmet demand for affordable and market rate rental housing. Rental housing offered in between affordable and market rates are needed to assist households that do not qualify for affordable rental housing (i.e., earn more than the income threshold), or cannot find (due to low vacancy) suitable market rental housing. ▪ While it is too early to judge program success, we understand that there has been significant interest in the program since it was implemented, but not as much take up as originally anticipated. That said, it is early in the implementation process, and staff should continue to monitor the program, including consideration for increased funding, reducing the administrative burden, reducing affordability requirements, or a combination of these approaches. ▪ The County might also consider adding two streams of funding for the second units, one for ‘market rate’ supply and another for ‘affordable’ supply. Alternatively, incentive programs to encourage the construction of market rate purpose-built rental can be considered (see discussion to follow). ▪ It is also important to note that not all houses can accommodate or are appropriate for a second unit. Increasingly, we are seeing municipalities that are growing primarily through low- Page 55 of 164Page 84 of 337 Oxford County pg. 52 Master Housing Strategy NBLC Docket #22-3560, December 2022 density development (as forecasted for Oxford County) to require features in new subdivisions that will more easily facilitate a second unit, such as a separate basement entrance. Incentive Programs Incentive programs can also be an effective solution to address the identified housing gaps. Many communities in Ontario have incentive programs to encourage affordable and market rate rental housing. ▪ Peel Region for example recently created an incentive program to encourage ‘near market’ rental at 135% of the CMHC AMR, which was implemented to encourage the supply of rental housing for households that don’t qualify for the Region’s affordable housing programs. In its first year, 135 new rental units were approved with a budget of $7.5M. ▪ The City of Toronto also has an incentive program that encourages the creation of affordable rental at 100% of the CMHC AMR. The program waives development charges, cash in lieu of parkland, planning application fees, building permit fees, and also offers capital grants. There are also numerous examples of municipalities using incentive programs to encourage intensification, such as condominium apartments. The City of Hamilton used a package of incentives through a Community Improvement Plan to encourage market rate rental and condominium development in their downtown since 2000, with significant success since 2010. Overall, incentives that encourage investment by the private sector in apartment projects, whether rental or condominium (providing ownership housing price well below low-density options) would be a positive outcome. Oxford County could consider leading such an incentive program, with participation by the local municipalities. Alternatively, existing local -area Community Improvement Plans could be amended to include these outcomes, or new programs be created, that includes financial participation by the County. Incentives can be targeted to create affordable and/or market housing by the private sector. Of note, Bill 23 is currently proposing as-of-right exemptions from municipal fees and charges, such as parkland, for affordable housing. Land Acquisition / Partnership The most effective option for increasing the supply of affordable rental housing is through strategic development of County, private, and non-profit lands, as assessed in Section 3.1 of this report. The County should therefore consider continued land acquisition to continue these investments as properties are developed, including intensification at existing housing sites. This could also include the identification of strategic surplus properties as appropriate. The County can also continue to promote partnerships with key housing groups. Non-profit housing providers that specialize in affordable ownership (e.g., Options for Homes, Habitat for Page 56 of 164Page 85 of 337 Oxford County pg. 53 Master Housing Strategy NBLC Docket #22-3560, December 2022 Humanity, Home Opportunities, Trillium Housing, etc.) provide an opportunity to not only address a significant housing need in the County, but also increase the supply of housing. Unlike the County’s Affordable Ownership Program that provides down payment assistance only (i.e., requiring a household to compete in the resale market for a limited number of qualifying properties), these groups provide down payment through a second mortgage while also developing new housing. Further, the County could stack their own down payment program with the second mortgage offered by these non-profit groups to improve the affordability of the project. Often, these projects can proceed without subsidy if land is made available. The County should therefore continue partnerships with these groups, potentially offering land and other support to encourage these outcomes. Continued partnerships to encourage permanent affordable rental housing on surplus properties should also continue to be investigated. Planning and Growth Management As noted throughout this report, 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.) are delivered. This should continue to be carefully considered through the ongoing Municipal Comprehensive Review and Official Plan Update. Page 57 of 164Page 86 of 337 Oxford County pg. 54 Master Housing Strategy NBLC Docket #22-3560, December 2022 4.0 Recommendations and Direction Overall, the findings of this work indicate that there are significant housing gaps and affordability challenges observed in Oxford County. Action is required to improve affordability in the ownership and rental markets through increased supply and a broader variety of housing types, in addition to investments in RGI and affordable rental housing. As identified in this report, the following direction is recommended: ▪ Through the ongoing Municipal Comprehensive Review (‘MCR’), ensure that an adequate supply of land and housing is planned for, including a diversity of housing types that include lower cost options such smaller single-family homes, townhomes, apartments, and other compact housing forms. Implementing as of right permissions that reduce development timelines and uncertainty can also have a meaningful impact in improving supply. ▫ This can be achieved through planning policies, implementing zoning provisions, minimum density targets, investments in servicing and infrastructure, and other similar strategies. ▪ Consider amendments to the County Community Improvement Plan to further incentivise rental housing. A similar approach could be considered by Local Municipalities, with respect to local planning and building permit fees, to encourage continued collaboration and integration with current incentives. ▪ Consider a housing repair program to promote aging in place, increased housing stability, and better-quality housing conditions for households living in homes that require critical repairs or accessibility modifications. While this program does not seek to create new affordable units, it will provide some relief to households that are struggling to maintain their home and make ends meet. This strategy can also be stacked with funding available through CMHC Co-Investment Fund Repair and Renewal Stream for larger multi-family properties. ▪ The County should begin preparing for the development of the identified priority sites to ensure a steady supply of affordable rental is delivered over the next ten-years. This will ensure sites are more shovel-ready through consultation with landowners and non-profits as well as securing required funding for projects to be delivered. This would also include providing a mix of affordable and market rental units. Along with encouraging adequate supply through the ongoing MCR, these strategies are best situated to meet the identified housing needs. ▪ Focus on providing housing for those in core housing need. Any new affordable housing developments should consider the creation of units for the identified households in core housing need, including specific requirements in future Request for Proposals (RFP). Page 58 of 164Page 87 of 337 Oxford County pg. 55 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▪ Consider updates the County’s current Municipal Housing Facilities By-law to address the increasing needs of households that fall below the affordability threshold of 80% AMR and those that fall above the current threshold. ▪ The County should also be investigating opportunities to acquire new lands, identify new surplus properties, and evaluate the potential of other properties evaluated in Table 13 for new housing development. Partnerships with non-profit affordable ownership groups can be considered on these sites that may require minimal additional funding from the County. ▪ Both the Affordable Ownership and My Second Unit program should be re-evaluated in 2023 to ensure they are achieving their desired outcomes. If program take-up remains modest, changes should be made as suggested in this report. All changes should be considered within the context of the Housing Needs Assessment with regard to where strategies fall across the Housing Continuum. For example: ▫ Investment in priority housing properties: focusing on low to moderate-income renter households, and a mix of market types. ▫ Partnerships with non-profit and private organizations: Focusing on low to moderate- income renter and ownership households. ▫ My Second Unit Program: Focusing on moderate-income renter households. ▫ Affordable Ownership Program: Focusing on moderate-income owner households. ▫ Incentive Programs: Focusing on Moderate- to high-income renter and owner households. ▫ Increased and diversified housing supply through the MCR: Focusing on moderate to high-income owner and renter households. ▪ The Oxford County 10-Year 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. In support of the Shelter Plan, Oxford County established an annual target of creating 50 new affordable units every year. Since 2007, County Council has approved a total of 30 affordable housing projects totaling 568 affordable units. ▪ Since 2015, the County has exceeded the 50 unit target, which was made possible through a funding commitment of $23.5M from the Federal and Provincial government and an additional $10.7M in County funding (in addition to development charge exemptions). Despite this progress, affordability continues to worsen, and the wait list for affordabl e housing continues to grow. Page 59 of 164Page 88 of 337 Oxford County pg. 56 Master Housing Strategy NBLC Docket #22-3560, December 2022 ▫ Based on the County’s current waitlist of approximately 2,400 households, it would take around 48 years to fully address these housing needs, if the waitlist remains static and all individuals are accommodated in the affordable housing that is targeted each year. In addition to the wait list, there is also a low vacancy rate for rental housing and a sizeable proportion of households in Core Housing Need. At the same time, Oxford County is expected to continue to grow quickly, which will create growing affordability pressures if adequate housing supply is not accommodated. ▫ The gap between affordable housing supply and demand continues to grow. Addressing this gap requires substantial levels of investment from all levels of government, as well as the non-profit and private sectors. In a continuously changing policy environment, there is constant uncertainty regarding long-term funding for affordable housing. ▫ In response to this, and in an effort to increase the County’s annual affordable housing target, the priority project approach that is proposed is the most effective at ensuring the County remains strategic in terms of affordable housing development and available funding. ▫ While staff will focus on the priority projects and non-asset housing strategies that have been identified, with the intent to increase the County’s current affordable housing target beyond 50 units annually, it is understood that this target is strongly linked to a number of factors, including market conditions, available funding, and willingness of project proponents. Based on these factors, and considering the unprecedented need for rental housing, there is no set number of rental units that will assist to entirely close the affordability gap. That said, the proposed priority projects and non-asset strategies are expected to significantly improve the County’s ability to assist in addressing the current housing shortage more strategically. ▪ Oxford County should therefore consider exceeding the target where possible and where increased funding commitments from all levels of government can be secured. Page 60 of 164Page 89 of 337 Oxford County pg. 57 Master Housing Strategy NBLC Docket #22-3560, December 2022 Appendix 1: Conceptual Site Plans To provide statistical inputs into the financial analysis of each of the recommended sites conceptual massing plans were prep ared. The drawings have not been scaled utilizing registered surveys, however, most illustrated dimensions are accurate to within 95 to 100% of actual dimensions. They are therefore useful approximations for the purposes of understanding parking requirements, order of magnitude floor areas, massing fit and potential site layouts for parking and building placement. Three of the concept plans remain confidential until appropriate approvals are in place. Page 61 of 164Page 90 of 337 Oxford County pg. 58 Master Housing Strategy NBLC Docket #22-3560, December 2022 816 Alice Street, Woodstock View Southeast View Northwest Page 62 of 164Page 91 of 337 Oxford County pg. 59 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Addition Retail Additional Parking Spaces Parking Ratio Basement 3 1 3 2 1,100 0 1 to 2 3 3 9 8 4,400 0 Attic 4.3 1 4.3 0 0 Total:5 16 10 5,500 0 10 1.0 FSI:Existing:0.45 Proposed:0.53 Conceptual Development Statistics 816 Alice Street, Woodstock Floors Floor Height (m) No. Floors Overall Height (m) Unit Count (450 sf) Gross Construction Floor Area (sf)Site Statistics Property Area (acres) Official Plan Designation Zoning N. Barry Lyon Consultants Limited 1.5 Medium Density Residential R3 (MV required) 1-Assumes 1:1 parking ratio for new spaces (no new visitor parking). New spaces are in addition to the existing 17. 2-No parkland dedication assumed to be required. 3-Floor area and parking spaces pertain to addition only. 4-Existing density estimated to be 0.45 xFSI. 5-Floor total excludes mechanical penthouse. 6-'MP' refers to Mechanical Penthouse. Notes • 10-unit apartment addition to the east side of the existing 40-unit building. Unit sizes are to match those of the existing building. • Increases the existing surface parking count by up to 15 spaces (17 to 32 parking spaces), through the addition of 5 spaces on the east side of the site, 7 parallel spaces along the driveway loop, reconfiguration of the existing lot and restriping. • Proposed redevelopment will likely require a minor variance approval to permit a reduction in the parking space requirements which are 1.5 resident spaces per unit and 0.1 visitor spaces per unit. • Some displacement will be required for existing units along the construction interface. • Potential to combine this site with County owned Cross Place parcels to the south to create a larger project in the future. Page 63 of 164Page 92 of 337 Oxford County pg. 60 Master Housing Strategy NBLC Docket #22-3560, December 2022 769 Juliana Drive, Woodstock View Southwest View Northwest Page 64 of 164Page 93 of 337 Oxford County pg. 61 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio (Per Unit)* 1 4.5 1 4.5 7,900 0 2 to 9 3 8 24 45,600 0 MP 3 1 4 200 0 9 33 59 53,700 0 70 1.2 FSI:Existing:0.00 Proposed:1.03 Conceptual Development Statistics 769 Juliana Drive, Woodstock Floors Floor Height (m)No. Floors Overall Height (m) Unit Count (750 sf) Gross Construction Floor Area (sf)Other Site StatisticsOfficial Plan Designation Zoning Proposed Severed Area (acres) N. Barry Lyon Consultants Limited Notes: 1-Parking ratio assumption is inclusive of visitor parking. 2-No parkland dedication assumed. 3-Assumes severance to create smaller site area to achieve Official Plan minimum density requirement of 31 units per acre. FSI relates to proposed site area. 4-Floor total excludes mechanical penthouse. 5-'MP' refers to Mechanical Penthouse. Total: High Density Residential R4-21.2 Notes • Potential redevelopment parcel located at the west end of parcel owned by Salvation Army. • Site avoids existing parking areas attributed with Salvation Army. • High Density Residential land use designation in the County Official Plan permits up to 60 units per acre and a minimum density of 31 units per acre. Severance to create new development site adheres to this policy direction. • R4-2 zoning permits maximum building height of 9 storeys and requires minimum 30 -metre setbacks from Lampman Place and Juliana Drive. The setback requirements have the effect of promoting a design with surface parking in both the front and exterior side yards. • A minor variance to achieve a reduction in the existing parking requirement of 1.5 resident spaces per unit and 0.1 visitor spaces per unit is required unless additional parking is placed in the rear yard. • The proposed unit total of 59 is based on an average unit size of 750 square feet and the application of an 82% net-to-gross floor area ratio. Page 65 of 164Page 94 of 337 Oxford County pg. 62 Master Housing Strategy NBLC Docket #22-3560, December 2022 92 Light Street, Woodstock View Northwest View Southeast Page 66 of 164Page 95 of 337 Oxford County pg. 63 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio (Per Unit)* 1 4.5 1 4.5 6.9 6,100 0 2 to 3 3 2 6 13.8 12,200 0 MP 3 1 3 0.0 0 0 14 21 18,300 0 25 1.2 FSI:0.93 Conceptual Development Statistics Floors Floor Height (m) No. Floors Overall Height (m) Gross Construction Floor Area (sf) Unit Count (@725 sf) Other Site Statistics Notes: 1-Parking ratio assumption is inclusive of visitor parking. 2-No parkland dedication assumed. 3-Floor total excludes mechanical penthouse. 4-Assumes severance of site. FSI relates to the severed property. 5-'MP' refers to Mechanical Penthouse. N. Barry Lyon Consultants Limited 92 Light Street, Woodstock Total: Site Area (acres) Official Plan Designation Zoning 0.45 Central Business District CF-17 (rezoning required) Notes • Potential redevelopment parcel located at the northwest quadrant of large County owned parcel – would require a severance. • Renovation/ retrofit of the existing building is not conducive to an efficient apartment layout within a three-storey built form. • CF-17 zoning would necessitate a rezoning approval to permit apartment uses. A parking ratio of 1:1 is the current minimum in this area. • Conceptual design illustrates how a 21-unit, 3-storey design with 25 surface parking spaces can be accommodated (1.2 parking spaces per unit inclusive of visitor parking). • The unit total of 21 is based on an average unit size of 750 square feet and the application of an 82% net-to-gross floor area ratio. Page 67 of 164Page 96 of 337 Oxford County pg. 64 Master Housing Strategy NBLC Docket #22-3560, December 2022 375629 37th Line, Embro, Township of Zorra View Southeast View Southwest Page 68 of 164Page 97 of 337 Oxford County pg. 65 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio 1 4.5 1 4.5 8,700 0 2 to 3 3 2 6 17,400 0 MP 4 1 4 0 0 Total:4 15 29 26,100 0 44 1.5 FSI:Existing:0.00 Proposed:0.29 N. Barry Lyon Consultants Limited 2.1 Medium Density Residential R2-1 (Zorra) 1-Assumes no parkland dedication requirement. 2-Floor total excludes mechanical penthouse. 3-Property area estimated to be 4.9 acres. 4-FSI relates to entire property. 5-'MP' refers to Mechanical Penthouse. Conceptual Development Statistics 375629 37th Line, Embro, Township of Zorra Floors Floor Height (m) No. Floors Overall Height (m) Unit Count (750 sf) Gross Construction Floor Area (sf)Site StatisticsProposed Severed Area (acres) Official Plan Designation Zoning Notes • Conceptual plan proposes to potentially sever the Embro and Area Seniors owned parcel in two, with the development site occupying the southerly portion of the property. Notwithstanding this, a severance is note necessary. • The site is complicated by hilly terrain. The design features development along the crest of a ridge along the west lot line that connects back east to 37th line. Notwithstanding this, a severance is not necessary. • A total of 44 surface parking spaces have been proposed for a total of 29 units (1.5 spaces per unit), with density limited by the technical ability to provide parking on areas with less slope. • The unit total of 29 is based on an average unit size of 750 square feet and the application of an 82% net-to-gross floor area ratio. • Conceptual design illustrates how a 21-unit design and 25 surface parking spaces can be accommodated (1.2 parking spaces per unit inclusive of visitor parking). Page 69 of 164Page 98 of 337 Oxford County pg. 66 Master Housing Strategy NBLC Docket #22-3560, December 2022 43 Oxford Street East, Blandford Blenheim View Southeast View Southwest Page 70 of 164Page 99 of 337 Oxford County pg. 67 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio 1 4.5 1 4.5 7,800 0 2 to 3 3 2 6 15,500 0 MP 4 1 4 200 0 Total:4 15 26 23,500 0 39 1.5 (New) FSI:Existing:0.13 Proposed:0.24 Conceptual Development Statistics 43 Oxford Street East, Drumbo, Township of Brandford-Bleinheim Floors Floor Height (m) No. Floors Overall Height (m) Unit Count (750 sf) Gross Construction Floor Area (sf)Site Statistics Property Area (acres) Official Plan Designation Zoning N. Barry Lyon Consultants Limited 1-Parking ratio assumption is inclusive of visitor parking. 2-Assumes no parkland dedication requirement. 3-Floor total excludes mechanical penthouse. 4-FSI relates to entire property. 5-'MP' refers to Mechanical Penthouse. 4.6 Medium Density Residential R3 Notes • The site is owned by Drumbo and District Housing and is currently occupied by a single-storey townhouse building. The concept proposes to utilize the vacant easterly portion of the site as an infill project. • A 6.7-metre access driveway is proposed to extend west to the existing driveway with approximately 6 to 10 metres of setback to the north wall of the existing building. A total of 39 surface parking spaces have been proposed for a total of 26 units (1.5 spaces per unit). • The proposed 3-storey apartment building has been located in an area that is screened from existing residential units by mature trees. • The unit total of 26 is based on an average unit size of 750 square feet and the application of an 82% net-to-gross floor area ratio. Page 71 of 164Page 100 of 337 Oxford County pg. 68 Master Housing Strategy NBLC Docket #22-3560, December 2022 30 Balsam Street, Innerkip View Southwest View Northeast Page 72 of 164Page 101 of 337 Oxford County pg. 69 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio 1 4 1 4 14,000 0 2 to 3 3 2 6 28,000 0 MP 4 1 4 200 0 Total:3 14 46 42,200 0 69 1.5 FSI:Existing:0.23 Proposed:0.51 3.3 Medium Density Residential R3-6 N. Barry Lyon Consultants Limited 1-Floor total excludes mechanical penthouse. 2-Assumes no parkland dedication required. 3-FSI relates to entire property. 4-'MP' refers to Mechanical Penthouse. 5-This conceptual development assumes no servicing constraints. Conceptual Development Statistics 30 Balsam Street, Innerkip, Township of East Zorra-Tavistock Floors Floor Height (m) No. Floors Overall Height (m) Unit Count (750 sf) Gross Construction Floor Area (sf)Site Statistics Property Area (acres) Official Plan Designation Zoning Notes • The proposed redevelopment of 30 Balsam Street would infill the rear (northerly) portions of the site which are currently vacant. Vehicular and pedestrian access would be granted by easement through the existing Innerkip Seniors Apartments driveway system out to Balsam Street. • Due to the proximity of low-rise homes on all sides, the proposed building height was limited to three storeys. A total of 46 apartment units were estimated based on an average suite size of 750 square feet per unit and a net-to-gross floor area ratio of 82%. • A total of 69 parking spaces were provided, based on a parking ratio of 1.5 parking spaces per unit. Page 73 of 164Page 102 of 337 Oxford County pg. 70 Master Housing Strategy NBLC Docket #22-3560, December 2022 235 Thames Street North, Ingersoll Figure 23 View Southeast View Northwest Page 74 of 164Page 103 of 337 Oxford County pg. 71 Master Housing Strategy NBLC Docket #22-3560, December 2022 Residential Retail Parking Spaces Parking Ratio 1 3 1 3 2,700 0 2 to 3 3 2 6 5,400 0 MP 0 0 0 0 0 Total:3 9 8 8,100 0 10 1 FSI:0.09 Conceptual Development Statistics 235 Thames St N, Ingersoll Floors Floor Height (m)No. Floors Overall Height (m) Stacked Townhouse Unit Count (1,125 sf) Gross Construction Floor Area (sf)Site StatisticsProperty Area (acres) Official Plan Designation Zoning N. Barry Lyon Consultants Limited 2.0 Medium Density Residential & Open Space R3 (MV required) 1-No parkland dedication assumed. 2-FSI based on proposed floor area only. 3-'MP' refers to Mechanical Penthouse. Notes • The proposed concept plan retains existing townhouse units and inserts an 8-unit stacked townhouse building along Upper Thames Fill Regulation Limit in westerly third of the property. All construction is outside of the floodplain limit. • Review of this and future designs would be required by the Upper Thames River Conservation Authority (the “UTRCA”). • A 6.7-metre access driveway extension is proposed to provide access to 10 new surface parking spaces partially within the fill regulation limit. • Some disruption would be experienced during construction however, no existing renters would be displaced. • The unit total of 8 is based on an average unit size of 1,125 square feet. Page 75 of 164Page 104 of 337 Oxford County pg. 72 Master Housing Strategy NBLC Docket #22-3560, December 2022 Appendix 2: Oxford County Housing Needs Assessment Page 76 of 164Page 105 of 337 Oxford County – Master Housing Strategy Housing Needs Assessment June 2022 Page 77 of 164Page 106 of 337 Table of Contents 1.0: Income and Affordability Thresholds Page 3 2.0: Housing Available to Oxford County Households Page 12 2.1: Ownership Resale Housing Page 13 2.2: Ownership New Sale Housing Page 17 2.3: Rental Housing Page 28 3.0: Affordability Gap Analysis Page 39 4.0: Who are the Households Facing Affordability Challenges Page 44 5.0: Growth Trends and Forecasts Page 49 6.0: Affordable Housing in Oxford County Page 55 7.0: Findings and Direction Page 62 N. Barry Lyon Consultants Limited 2 Page 78 of 164Page 107 of 337 1.0: Income and Affordability Thresholds N. Barry Lyon Consultants Limited 3 Page 79 of 164Page 108 of 337 Affordable Housing Definition: Oxford County and Provincial Policy Statement Affordable Ownership Housing -the least expensive of (Oxford County MCFB): 1.Monthly mortgage costs (including mortgage principle, interest and property taxes) do not exceed 30 percent of gross monthly household income; and 2.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 3.Total annual household income does not exceed the 6th income decile level for Oxford County according to Statistics Canada, and/or determined by the Ministry of Municipal Affairs and Housing; and Affordable Rental Housing (Oxford County MCFB): 1.Housing where monthly rental costs (excluding utilities) do not exceed 30 percent of the tenant’s gross monthly household income; and 2.Is rented at or below the average market rent for a rental unit in Oxford County; and 3.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): 1.Low Income: below the 3rd income decile 2.Moderate Income: between the 3rd and 6th income decile 4N. Barry Lyon Consultants Limited Page 80 of 164Page 109 of 337 Housing Continuum: Income Distribution 5 WOODSTOCK Avg. $1,120,000 TILLSONBURG Avg. $1,100,000 INGERSOLL Avg. $730,729 Low-Income Moderate-Income High-Income Page 81 of 164Page 110 of 337 Census Data Key Indicators: Income 6 •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 as much as renter incomes. •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 Year Income % Change 06 - 16 2006 $64,633 2011 $68,487 2016 $79,917 23.6% 2006 $74,881 2011 $80,551 2016 $95,099 27.0% 2006 $38,753 2011 $39,831 2016 $46,074 18.9% Average Household Income Before Taxes (2006 - 2016) All Households Owner Households Renter Households Source: CMHC Housing Portal Census - Oxford County Page 82 of 164Page 111 of 337 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 Page 83 of 164Page 112 of 337 Incomes in Oxford County - Deciles 8 Decile Group All Households Income (2021 estimate)^ Renter Income (2021 estimate)^ 1st $26,600 $16,500 2nd $41,000 $23,100 3rd $53,600 $29,700 4th $66,500 $37,800 5th $81,300 $46,000 6th $96,600 $54,600 7th $114,600 $65,600 8th $138,100 $81,200 9th $175,300 $106,700Low IncomeModerate IncomeHigh IncomeHousehold Incomes in Oxford County 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. Page 84 of 164Page 113 of 337 Affordability Thresholds Based on Affordable Housing Definitions 9 Decile Group All Households Income (2021 estimate)^ Renter Income (2021 estimate)^ Affordable Purchase Price* Affordable Rental Rate (monthly)** 1st $26,600 $16,500 $97,900 $410 2nd $41,000 $23,100 $150,800 $580 3rd $53,600 $29,700 $197,200 $740 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 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 Household Incomes in Oxford County and Affordability Thresholds Low IncomeModerate IncomeHigh IncomeNotes/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 Page 85 of 164Page 114 of 337 Decile Group All Households Income (2021 estimate)^ Affordable Purchase Price* 1st $26,600 $97,900 2nd $41,000 $150,800 3rd $53,600 $197,200 4th $66,500 $244,600 5th $81,300 $299,100 6th $96,600 $355,400 7th $114,600 $421,600 8th $138,100 $508,100 9th $175,300 $644,900 Affordable Ownership Thresholds 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).Low IncomeModerate IncomeHigh IncomeAffordable 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. 10 Limiting Factor and Oxford County Affordable Purchase Price ThresholdPage 86 of 164Page 115 of 337 Affordable Rental Threshold 11 Bach 1BR 2/3 BR Decile Group Renter Income (2021 estimate)^ Affordable Rental Rate (monthly)** 1st $16,500 $410 2nd $23,100 $580 3rd $29,700 $740 4th $37,800 $950 5th $46,000 $1,150 6th $54,600 $1,370 7th $65,600 $1,640 8th $81,200 $2,030 9th $106,700 $2,670Low IncomeModerate IncomeHigh IncomeAffordable Rental Thresholds 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. Page 87 of 164Page 116 of 337 12 2.0: Housing Available to Oxford County Households N. Barry Lyon Consultants Limited 12 Page 88 of 164Page 117 of 337 2.1: Ownership Resale Housing 1 3 Existing homes being purchased within Oxford County. This existing housing stock is referred to as Resale Housing. Page 89 of 164Page 118 of 337 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. 14 Source: Woodstock-Ingersoll and District Residential Market Activity and MLS® Home Price Index Report February 2022 Graphs are all housing types: Page 90 of 164Page 119 of 337 Ownership Housing –Resale Data (YTD Dec 2021) 15 •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.). •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. Page 91 of 164Page 120 of 337 Ownership Housing – Resale Listing Price Ranges (source: realtor.ca) 16 •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. Page 92 of 164Page 121 of 337 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. Page 93 of 164Page 122 of 337 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 Page 94 of 164Page 123 of 337 New Single/Semi-Detached Homes -Woodstock 19 •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 Source: Project Marketing Materials Page 95 of 164Page 124 of 337 New Single/Semi-Detached Homes -Tillsonburg 20 •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 Source: Project Marketing Materials Page 96 of 164Page 125 of 337 New Single/Semi-Detached Homes -Ingersoll 21 •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 Source: Project Marketing Materials Page 97 of 164Page 126 of 337 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. 22 WOODSTOCK Avg. $905,000 Three New Projects TILLSONBURG Avg. $730,500 One New Project INGERSOLL Avg. $635,000 One New Project Source: Project Marketing Materials Page 98 of 164Page 127 of 337 New Townhouses -Woodstock 23 •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 -bedroom houses are selling for $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 Source: Project Marketing Materials Page 99 of 164Page 128 of 337 New Townhouses -Tillsonburg 24 •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 Source: Project Marketing Materials Page 100 of 164Page 129 of 337 New Townhouses -Ingersoll 25 •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. Source: Project Marketing Materials Golf Estates Ingersoll -Towns Avg. $635,000 Page 101 of 164Page 130 of 337 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 26 New Condominium Apartment Projects in Woodstock 34 Brock Street Metcalf Condos Page 102 of 164Page 131 of 337 New Condominium Apartments 27 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. Page 103 of 164Page 132 of 337 2.3: Rental Housing Market N. Barry Lyon Consultants Limited 28 Page 104 of 164Page 133 of 337 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 Page 105 of 164Page 134 of 337 30 Rental Housing –CMHC Average Market Rent and Vacancy Rate WOODSTOCK 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% Woodstock Average Market Rent and Vacancy Rate October 2021 Source: CMHC Housing Portal Page 106 of 164Page 135 of 337 31 Rental Housing –CMHC Average Market Rent and Vacancy Rate TILLSONBURG 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% Tillsonburg Average Market Rent and Vacancy Rate October 2021 Source: CMHC Housing Portal Page 107 of 164Page 136 of 337 32 Rental Housing –CMHC Average Market Rent and Vacancy Rate INGERSOLL 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 Ingersoll Average Market Rent and Vacancy Rate October 2021 Page 108 of 164Page 137 of 337 Rental Housing – CMHC Average Market Rent •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. 33 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 Oxford County Average Market Rent 2021 (Apartments) Source: Provincial Policy Statement Housing Table Page 109 of 164Page 138 of 337 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: •In contrast, older purpose-built rental projects across the three urban municipalities on average are leasing at: Rental Housing –New 34 New Purpose-Built Rental One-Bedroom Apartments: $1,400 Two-Bedroom Apartments: $1,775 Three-Bedroom Apartments: $1,975 Older Purpose-Built Rental One-Bedroom Apartments: $1,250 Two-Bedroom Apartments: $1,585 Three-Bedroom Apartments: $1,950 Page 110 of 164Page 139 of 337 New Purpose-Built Rental Apartments 35 •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. Sally Creek –Average $1,950 per month Source: Project Marketing Materials TillsonburgWoodstock Oxford Estates –Average $2,100 per month Page 111 of 164Page 140 of 337 •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: •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: Rental Housing –Townhomes 36 One-Bedroom Townhouses: $1,850 Two-Bedroom Townhouses : $2,200 Three-Bedroom Townhouses : $2,600 Two-Bedroom Apartments: $1,600 Three-Bedroom Apartments: $1,850 Source: Project Marketing Materials NEW: Pember’s Walk Townhouses -Woodstock OLD: Thames Garden Townhouses -Ingersoll Source: Project Marketing Materials Page 112 of 164Page 141 of 337 •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 37 One-Bedroom: $1,400 Two-Bedroom: $1,785 Source: Project Marketing Materials Woodstock Ingersoll Page 113 of 164Page 142 of 337 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 38 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. 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. Page 114 of 164Page 143 of 337 3.0: Affordability Gap Analysis N. Barry Lyon Consultants Limited 39 Page 115 of 164Page 144 of 337 Affordability Gap Analysis •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 8 th 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. 40 Page 116 of 164Page 145 of 337 Ownership Affordability Gap Analysis 1 2 3 4 5 6 7 8 9 $97,900 $150,800 $197,200 $244,600 $299,100 $355,400 $421,600 $508,100 $644,900 Housing Type Purchase 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 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 Single-Family New $1,100,000 Condo Apartment New 2BR Condo Apartment New 3BR Townhose New 2BR $673,333 Townhose New 2BR $756,429 Single-Family New (High)$760,141 Single-Family New (Low)$659,060 Condo Apartment New 2BR Condo Apartment New 3BR Townhose New 2BR $579,900 Townhose New 2BR $689,000 Data Unavailable Average New Sale Price - Tillsonburg Data Unavailable Data Unavailable Average New Sale Price - Ingersoll Data Unavailable Ownership Housing Affordability Gap Analysis Income Decile Affordability Threshold Average Resale Price Average New Sale Price - Woodstock Unaffordable Affordable 41 Page 117 of 164Page 146 of 337 Rental Affordability Gap Analysis Unaffordable Affordable 1 2 3 4 5 6 7 8 9 $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 Rental Housing Affordability Gap Analysis Income Decile Affordability Threshold 42 Page 118 of 164Page 147 of 337 Rental Affordability Gap Analysis –CMHC Thresholds Unaffordable Affordable 1 2 3 4 5 6 7 8 9 $410 $580 $740 $950 $1,150 $1,370 $1,640 $2,030 $2,670 Housing Type Monthly Rental Rate 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 Rental Housing Affordability Gap Analysis Income Decile Affordability Threshold CMHC Average Market Rent Type 2 43 Page 119 of 164Page 148 of 337 4.0: Who are the Households Facing Affordability Challenges 44 Page 120 of 164Page 149 of 337 Core Housing Need -Definition 45 •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 characteristics and socioeconomic indicators of these households. •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 . Page 121 of 164Page 150 of 337 Households in Core Housing Need -% of Households •Households in core housing need have mostly been increasing every census period since 2006. In Woodstock, the number of households in Core Housing Need decreased between 2011 and 2016. •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 face larger affordability challenges relative to owner households. N. Barry Lyon Consultants Limited 46 Page 122 of 164Page 151 of 337 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. N. Barry Lyon Consultants Limited 47 Page 123 of 164Page 152 of 337 Core Housing Need –Household Characteristics 48 Municipality 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% Households in Core Housing Need by Household Characteristics (2016) Woodstock Ingersoll Tillsonburg 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. Page 124 of 164Page 153 of 337 5.0: Growth Trends and Forecasts N. Barry Lyon Consultants Limited 49 Page 125 of 164Page 154 of 337 Strong Population Growth (Canadian Census) N. Barry Lyon Consultants Limited 50 •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. 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% Oxford County Population Growth by Local Municipality Source: Hemson Consulting Oxford County Municipal Comprehensive Review Page 126 of 164Page 155 of 337 Forecasted Population Growth Expected to be Strong (Oxford MCR Data) 51 •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 Page 127 of 164Page 156 of 337 Population and Housing Growth for Each Local Municipality (Oxford MCR Data) 52 •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 Page 128 of 164Page 157 of 337 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 Page 129 of 164Page 158 of 337 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 Page 130 of 164Page 159 of 337 N. Barry Lyon Consultants Limited 55 Page 131 of 164Page 160 of 337 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 Page 132 of 164Page 161 of 337 Oxford County Housing Continuum 57 Page 133 of 164Page 162 of 337 Targets and Progress on Affordable Housing Targets •On June 10th, 2015, Oxford County Council established an annual target of creating 50 new affordable units every year. 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 $23.5M from the Federal and Provincial government 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 CMHC AMR. 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 Page 134 of 164Page 163 of 337 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 Page 135 of 164Page 164 of 337 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 Page 136 of 164Page 165 of 337 Affordable Housing (80% AMR) Demand Characteristics A wait-list is not held for the Affordable Housing stock, however, Oxford County indicates the following: •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 housing continues to outpace supply. •Income threshold is currently $38,178 for a household to be eligible for this housing, which is approximately 60% of the median income for the County as reported in the 2016 Census. As illustrated on Page 9, 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 above the 4th/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. •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 daily living, assistance with children, employment support). 61 Page 137 of 164Page 166 of 337 7.0: Findings and Direction N. Barry Lyon Consultants Limited 62 Page 138 of 164Page 167 of 337 Overall Findings •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. 63 Page 139 of 164Page 168 of 337 Ownership Housing Needs and Strategies •Oxford County is rapidly growing, and expected to continue to grow looking forward. Overall, it appears that this growth, an d 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 wi ll 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 developmen t 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 mor e 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 delive r 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). 64 Page 140 of 164Page 169 of 337 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 mor e 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 funding programs through the National Housing Strategy should also be a priority. 65 Page 141 of 164Page 170 of 337 Housing Targets and Affordability Thresholds •Oxford County’s current target of 50 affordable units has generally been met since the 10-Year Shelter Plan was adopted. •Achieving this target required a significant funding commitment from all levels of government, including over $10M from Oxford County over the past 15 years. •This report clearly identifies that this target is insufficient to fully address the affordability gaps across the housing continuum. •However, increasing the target will carry additional costs and resources. Establishing a new target should align with the County’s ability to adequate fund new housing development. •As identified on the previous page, new housing development should also begin to target a wider spectrum of households and affordability depths. •If possible, Oxford County should increase this annual target to at least 100 units per year. 66 Page 142 of 164Page 171 of 337 Trusted advisors since 1976. Page 143 of 164Page 172 of 337 Page 144 of 164Page 173 of 337 Page 145 of 164Page 174 of 337 Page 146 of 164Page 175 of 337 Page 147 of 164Page 176 of 337 Page 148 of 164Page 177 of 337 Page 149 of 164Page 178 of 337 Page 150 of 164Page 179 of 337 Page 151 of 164Page 180 of 337 Page 152 of 164Page 181 of 337 Page 153 of 164Page 182 of 337 Page 154 of 164Page 183 of 337 Page 155 of 164Page 184 of 337 Page 156 of 164Page 185 of 337 Page 157 of 164Page 186 of 337 Page 158 of 164Page 187 of 337 Page 159 of 164Page 188 of 337 Page 160 of 164Page 189 of 337 Page 161 of 164Page 190 of 337 Page 162 of 164Page 191 of 337 Page 163 of 164Page 192 of 337 3 Page 164 of 164Page 193 of 337 Potential Development Sites August 25,2021 Affordable and Attainable Housing Advisory Committee Page 194 of 337 2 Overview •Town Owned Lands •31 Earle St •71 Young St •Community Centre Lands •200 Broadway/Town Centre Mall Lands •Third Party Owned Lands •16 Durham St (Legion) •20 Cranberry Rd (TVDSB) •25 Maple Lane (TVDSB) •Westfield PS (TVDSB) •Bridge St/Stationview Development (E&E) Page 195 of 337 3 Page 196 of 337 4 Page 197 of 337 5 Page 198 of 337 6 Page 199 of 337 7 200 Broadway/Town Centre Mall Page 200 of 337 8 Page 201 of 337 9 Page 202 of 337 10 Page 203 of 337 11 Page 204 of 337 12 Page 205 of 337 13 Page 206 of 337 3 Page 164 of 164Page 207 of 337 Page 1 of 2 Subject: Community Health Care Committee Terms of Reference Report Number: CAO 23-03 Department: Office of the CAO Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council adopts the proposed Terms of Reference for the Community Health Care Committee. BACKGROUND At the Council meeting held on November 21, 2022 the following resolution in part was passed: “…THAT the Physician Recruitment & Retention Committee be transitioned to the Health Care Committee and a new terms of reference be developed and that Mayor Gilvesy, Councillor Beres and Councillor Spencer be appointed members…” DISCUSSION The Health Care Committee met on February 7, 2023 for their regularly scheduled meeting and reviewed the existing Terms of Reference for the former Physician Recruitment and Retention Committee. The Committee discussed suggestions to reflect the best model of addressing current needs of health care in the Town of Tillsonburg. The attachment shows the proposed amendments to the Terms of Reference. CONSULTATION Physician Recruitment & Retention Committee FINANCIAL IMPACT/FUNDING SOURCE None Page 208 of 337 CAO 23-03 Page 2 of 2 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- Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction- N/A Priority Project- Physician Recruitment Program ATTACHMENTS Appendix A – Health Care Committee Terms of Reference Redlined Page 209 of 337 Community Health CarePhysician Recruitment & Retention Committee DRAFT TERMS OF REFERENCE Mandate: To acknowledge the importance of health care in the community and recruitment and retention of health care professionals to the Tillsonburg District Memorial Hospital (TDMH), Town of Tillsonburg and Physicians practicing in Tillsonburg. To plan and implement an integrated approach to: health care, recruitment and retention of Medical Practitioners with a focus on primary care. Goals for 201322-201826 Term: To increase health care capacity in the Town of Tillsonburg. Each member is responsible for providing regular reports to their constituency/sponsoring organization and for seeking support for strategies proposed by the Committ ee. Any action plan will clearly identify the responsibility of individual organizations. 1.0 Role of the Physician Recruitment & Retention Committee 1.0 Role of the Community Health Care Committee 1. Review current physician recruitment and retention initiatives, identify strengths, opportunities and barriers to successful recruitment. 2. Formulate action plans for recruitment, including numbers of physicians required. 3. Review successful initiatives elsewhere in Ontario, including proximal communiti es with whom collaboration might make sense. 4. Educate the Committee membership and their sponsoring organizations on the issues of physician recruitment in Ontario. 5. Educate the community on the physician resource shortage and the strategies of the Committee. 6. Identify sources and solicit resources to support the recruitment activities of the community, hospital, and local physician practices. 7. Develop criteria for and monitor the use of these resources. 8. Monitor eligibility for Ministry of Health and Health Force Ontario Northern and Rural Recruitment and Retention Initiative. and Long-Term Care Under-serviced Area Program. 2.0 Organization of the Committee: The Committee should be composed of people representing each of the partners. A cross-section of people 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. The Committee shall meet at a minimum on a quarterly basis. 2.1 Town Committee Members appointed by Council. 2.2 The term of a Committee Member is four (4) years. 2.3 Additional members may be appointed throughout the term. 2.4 One member will be appointed by vote of the Committee at the first meeting of each Page 210 of 337 term to chair the meetings for that term. 2.6 A Municipal staff person shall act as secretary to the Committee . 3.0 Composition of the Committee 3.1 The Committee shall be composed of the following: A) Mayor of the Town of Tillsonburg B) Two (2) Town of Tillsonburg Councillors C) One (1) representative from the Town of Tillsonburg, Chief Administrative Officer D)Three (3) representatives from the Medical Staff Association Family Health Organizations E) Chief of Staff, Tillsonburg District Memorial Hospital F) President, Tillsonburg District Memorial Hospital G) Vice-President of Finance & Chief Operating Officer H) Chamber of Commerce representative I) One (1) representative of a Nurse Practitioner Office J) One (1) Additional Physician from Tillsonburg District Memorial Hospital K) One (1) representative Oxford Ontario Health Team 4.0 Meetings: 4.1 The Committee will hold a minimum of four (4) meetings a year. 4.2 The date and time of the regular meetings will be established at the first meeting of each term. 4.3 Meetings will have a formal agenda. 4.4 Agendas and information packages, that will include the Minutes from the previous meeting, will be sent electronically to Committee Members prior to each meeting. 4.5 A majority of Committee Members will constitute quorum for the transaction of business. 5.0 Role of the Chair: The Chair is responsible for insuring the smooth and effective operation of the Committee and its’ roles. This will include responsibility for: 5.1 Calling the meetings to order. 5.2 The Chair is encouraged to create an informal atmosphere to encourage the exchange of ideas such as using a roundtable format. 5.3 Creating an Agenda in consultation with the Secretary. 5.4 Chairing the meetings. 5.5 Acting as spokesperson. 5.6 Representing the Committee on other committees when necessary. 5.7 The Chair shall conduct meetings in accordance with the Town's Procedural By -law. 6.0 Role of the Secretary: The Secretary is responsible for insuring a complete up-to-date record for the Committee. 6.1 In liaison with the Chair, arrange date, time and venue for meetings. 6.2 In liaison with the Chair, set agendas and circulate to the members a minimum of three wo business days prior to the meeting. Page 211 of 337 6.3 Circulate draft minutes to the members. 6.4 Keep a complete up-to-date record of the committee minutes 7.0 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: 7.1 Attend all regular scheduled meetings. Members are required to notify the Chair or the Secretary if they are unable to attend a meeting. 7.2 Review all information supplied to them. 7.3 Prepare information for use in the development of materials for the C ommittee. 7.4 Promote the role of the Committee. 7.5 Attend training as required to effectively perform their role as a Committee member. 7.6 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. 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 Verbally by the Chair or the designated representative. 8.3 Written reports An annual report will also be submitted to Council at the beginning of each new year outlining the Committee’s accomplishments in the p revious year. Page 212 of 337 Page 1 of 6 Subject: 2023 Draft Budget Summary and Recommendations Report Number: FIN 23-05 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Report FIN 23-05 2023 Draft Budget Summary and Recommendations Report be received as information; and THAT the 2023 Operating Budget of $28,399,968 with a levy of $16,639,583, and the 2023 Capital Budget of $7,197,700 with a levy of $2,508,000, being a combined budget amount of $35,597,668 with $19,147,583 from taxation, be adopted; and THAT a future By-Law be brought forward setting the 2023 Property Tax Rates; and THAT to further support the goal of financial sustainability in the 2021-2030 Community Strategic Plan, a dedicated capital levy increase of 3% of the overall levy in 2024, 3% in 2025 and 1% in 2026 be approved; and THAT staff be directed to incorporate a 1% dedicated capital levy increase for every year starting in 2027 into a Financial Sustainability Plan for Council approval. BACKGROUND This report is to provide Council with a summary of the draft budget changes arising since the previous budget meetings, and to seek direction on final budget approval. DISCUSSION The 2023 draft budget presented on December 7, 2022 included an overall levy increase of $1,545,920, representing a tax rate increase of 2.77% or $52.74 annually on a median residential property valued at $237,000. Page 213 of 337 FIN 23-05 Page 2 of 6 Since that meeting, further review of Bill 23 impacts and various other items impacting the budget have been taken into consideration and are presented here for inclusion into the final 2023 budget. Update from Bill 23 Bill 23, the More Homes Built Faster Act, 2022 was passed by the Ontario Legislature and received Royal Assent on November 28, 2022 . Watson & Associates has confirmed that for the phase-in of the charges over the first four years of a development charges (DC) by-law, these rules apply to a DC by-law passed on or after January 1, 2022. As the Town’s current DC By-law was passed prior to January 1, 2022 (passed June 13, 2019 [By-law 4315], and amended April 1, 2021 [By-law 2021-036]), the mandatory phase in reductions and elimination of cost recovery for certain studies does not take effect until the Town adopts the next DC By-law in June 2024. As a result, staff reviewed the 2021 DC Study to evaluate which administrative studies, as below, could be included in the 2023 budget that would be covered by the DC Reserves that would otherwise have to be funded from other reserves or the levy if undertaken in future years. To note, the 2022 year-end DC Reserve balance is estimated to be $5,403,990. 1. Recreation, Culture and Parks Department – The DC Study includes 4 growth- related studies: Recreation and Community Parks Master Plan, a Recreation Facilities Master Plan, a Parks Master Plan, and an Aquatics Facility Design Study. All 4 studies were estimated to cost $75,000 each, for a total of $300,000, with $167,559 funded from DCs (Appendix A). a. As a proposed addition to the 2023 budget, all 4 are being consolidated into one Parks and Recreation Master Plan, budgeted at $200,000, with $142,500 covered by DCs and the balance of $57,500 from the capital levy through a reduction in Streetlights capital project X14. 2. Operations and Development Department – The DC Study includes a Transportation Master Study, which was estimated at $80,000, with $46,200 funded from DCs (Appendix B). a. As a proposed addition to the 2023 budget, the Transportation Master Study is budgeted at $245,000, with $141,488 covered by DCs and the balance of $103,512 covered by an approximately equal amount available due to the extra funding from the County towards the waste transfer station, per the 2023 County approved budget. [Related staff Report OPD 23-10]. Page 214 of 337 FIN 23-05 Page 3 of 6 3. Finance Department – the DC Study includes an update to the DC Study itself, which was estimated at $20,000, with $15,733 from DCs. The $20,000 was Tillsonburg’s allocation of a County-wide DC review undertaken jointly between Oxford County and area municipalities. a. As a proposed addition to the 2023 budget, this review will commence this June, for completion and adoption of a new DC By-law prior to June 2024. Tillsonburg’s portion is budgeted at $30,000, with $21,000 apportioned to 2023 and $9,000 to 2024, with 79% DC funding of $16,590 in 2023 and $7,110 in 2024. 4. Fire Department – the DC Study includes a Fire Master Plan, which was estimated at $50,000, with $29,250 funded from DCs. This is already included in the 2023 budget at $65,000, with $38,025 funded from DCs (Appendix C). Other Updates Additional updates impacting the 2023 budget include: 1. Lake Lisgar Waterpark Renovations – Tender results came in higher than budgeted, requiring $200,000 additional funding. The capital budget is proposed to be amended to make up such funding as follows: a. Project X34 LLWP Deck & Furnishings of $80,000 and Project X35 Natatorium of $20,000 be moved to the 2024 budget deliberations; and b. Project X14 Van Norman Heights Subdivision (Streetlights) be reduced by $100,000. [Related staff Report RCP 23-08]. 2. PSAB 3250 Actuarial Study & audit costs – the auditors have noted the requirement for an actuarial study to comply with PSAB PS 3250, which establishes standards on how to account for and report obligations for employee retirement benefits in government financial statements. This is budgeted at $15,000, and as it is to be updated every 4-5 years, it is proposed to be funded from the Tax Rate Stabilization Reserve. Audit standards have also changed, requiring extra review, hence an increase of $3,000 for audit costs. 3. Insurance – The 2023 renewal was delayed to mid-Dec, with an increase of $75,235 or 15%. The Town’s 10-year claim history is good, with a loss ratio ($ in vs. $ out) at 21%, compared to average of 40-50%. So increase is mostly due to a current hard market cycle from pressures from COVID and higher loss awards. 4. Airport taxes – a reassessment on the airport lands has resulted in an increase in property taxes. As the Town owns the land and the tenants own the hangars, the additional expense of $20,000 is to the Town, but a net increase of $15,000 from the December 7, 2022 draft budget. Page 215 of 337 FIN 23-05 Page 4 of 6 5. Management Intern – due to the extension of Modernization Funding Intake 3 to Dec 2023, the contract is being extended to the end of May 2023, resulting an increase to the budget expenditure of $20,000, offset by the Intake 3 grant of $15,000. 6. BIA MOU – Per Council resolution #2023-025, 2023 amount decreased $5,565 ($40,680 to $35,115). 7. Supplementary Taxes - With additional work on reconciling the 2022 tax accounts, staff reviewed the assessment growth that occurs in -year, and estimate an additional $87,000 in supplementary tax revenues. The above noted changes are reflected in the updated 2023 draft budget in both the Capital and the Operating Budget. The net impact arising from these changes is an increase to the levy of $10,080, summarized as follows: CONSULTATION All departments were consulted on the review of Bill 23 and impact on administrative studies and DCs, along with Revenue Manager, Deputy Treasurer and respective Directors on other noted updates. FINANCIAL IMPACT/FUNDING SOURCE The impact of a $10,080 increase to the levy results in a 2.82% tax rate increase or $53.79 annually on a median residential property valued at $237,000 . Feb 13 2023 - 2023 Capital budget revisions Project Budget Revised Variance Dept.Comment X14 Van Norman Heights 350,000 192,500 (157,500) Street lights Reduced by Dir. Of Ops X34 LLWP Deck & Furnishings 80,000 - (80,000) Facilities def. to 2024 X35 Natatorium 20,000 - (20,000) Facilities def. to 2024 #720 -LLWP Reno's 1,000,000 1,200,000 200,000 Facilities RFP came in $200K over budget New - Parks & Rec Master Plan - 57,500 57,500 Parks New project funded from DC's Total Change to the Capital Levy - Feb 13 2023 - 2023 Operating budget revisions DC Study 2023/24 - 21,000 21,000 Finance 79% funded from DC's (16,590) (16,590) Finance Actuarial Study - 15,000 15,000 Finance Funded from Tax Rate Reserve (15,000) (15,000) Finance funded from Reserves Transportation Master Study - 103,512 103,512 Ops Admin Additional County Grant Revenue (103,512) (103,512) Transfer Station Insurance renewal 75,235 All depts Airport Taxes 15,000 Airport Management Intern 5,000 Council Audit 3,000 Finance BIA MOU Decrease (5,565) RCP Community Events Increase in Supplemental Taxes (87,000) Taxes Total Change to the Operating Levy 10,080 Page 216 of 337 FIN 23-05 Page 5 of 6 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 – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles; The Town of Tillsonburg will accommodate and support sustainable growth; Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction – Update municipal sports facilities consistent with modern standards; Plan and develop long-term financing strategy for new services and infrastructure to support growth; Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Replenish and grow municipal reserves; Development Charges Study; Airport Master Plan and implementation; Transportation Master Plan. Single Detached home 2023Taxation (Phased CVA)% Var.$ Var. Code 301 Residential Median CVA 237,000$ 0.00% General RT Rate:0.00827083 2.82% General Levy:1,960.19 2.82%53.79 County:891.00 0.00%0.00 Sewers: N/A 0.00 Library:85.49 0.00%0.00 Education:362.61 0.00%0.00 Total Levy:3,299.28 1.66%53.79 Page 217 of 337 FIN 23-05 Page 6 of 6 ATTACHMENTS 1. Appendix A – 2021 DC Update Study Report – Recreation, Culture & Parks 2. Appendix B – 2021 DC Update Study Report – Operations & Development 3. Appendix C – 2021 DC Update Study Report – Fire 4. Appendix D – Tax Rates, County-Town-Education 2022-2023 5. Appendix E – 2023 Operating Budget 6. Appendix F – 2023 Capital Budget Page 218 of 337 Appendix ABenefit to Existing DevelopmentGrants, Subsidies and Other Contributions Attributable to New DevelopmentTotalResidential Share95%Facilities0.951 Health Club Facility in Community Centre 2022 562,100 - 562,100 513,014 49,086 46,632Parkland and Park Facilities2 New Picnic Pavilion 2019-2028 33,700 - 33,700 30,272 3,428 3,2573 Memorial Park Parking Lot 2019 245,000 - 245,000 245,000 232,7504 Rolling Meadows Park 2019-2028 120,000 - 120,000 120,000 114,0005 Kinsmen Bridge Upgrades 2019-2028 500,000 - 500,000 449,146 50,854 48,3116 Splash Pad 2019-2028 500,000 - 500,000 449,146 50,854 48,3117 Northcrest Estates Park 2022 100,000 - 100,000 100,000 95,000Trail Development8 New Trail Development 2019-2028 98,700 - 98,700 88,662 10,038 9,5369Upgrade Participark Trail 2020 86,700 - 86,700 77,882 8,818 8,37710 Rail Trail Expansion 2019-2028 65,000 - 65,000 58,389 3,305 3,306 3,141Vehicles11 Beautification Truck 2019-2020 80,000 - 80,000 40,000 40,000 38,00012 Ice Resurfacer 2019-2020 120,000 - 120,000 107,795 12,205 11,595Additional Projects13 Landscaping Plan for Columbaria Garden etc. 2019-2020 30,900 - 30,900 27,757 3,143 2,986Growth Related Studies114 Recreation and Community Parks Master Plan 2023 200,000 - 200,000 50,000 150,000 142,50015 Recreation Facilities Master Plan 2021 75,000 - 75,000 18,750 56,250 53,43816 Parks Master Plan 2020 75,000 - 75,000 18,750 56,250 53,43817 Aquatic Facility Design Study2019 75,000 - 75,000 67,372 7,628 7,247Reserve Fund Adjustment50,453 50,453 47,930Total2,842,100 - 2,892,553 1,965,686 3,305 923,561 877,383Infrastructure Costs Covered in the D.C. Calculation – Parks and Recreation ServicesPrj.NoIncreased Service Needs Attributable to Anticipated Development2019-2028Timing (year)Gross Capital Cost Estimate (2019$)Post Period BenefitNet Capital CostLess: Potential D.C. RecoverablePage 219 of 337 Appendix ANon- Residential Share5%Gross Capital Cost Estimate (2019$)Residential Share95%0.05Original % Original $ Original $ Original $2,45491.27% 513,014$ 562,100$ 46,632$ 17189.83% 30,272$ 33,700$ 3,257$ 12,250-245,000$ 232,750$ 6,000-120,000$ 114,000$ 2,54389.83% 449,146$ 500,000$ 48,311$ 2,54389.83% 449,146$ 500,000$ 48,311$ 5,000-100,000$ 95,000$ 50289.83% 88,662$ 98,700$ 9,536$ 44189.83% 77,882$ 86,700$ 8,377$ 16589.83% 58,389$ 65,000$ 3,141$ 2,00050.00% 40,000$ 80,000$ 38,000$ 61089.83% 107,795$ 120,000$ 11,595$ 15789.83% 27,757$ 30,900$ 2,986$ 7,50025.00% 18,750$ 75,000$ 53,438$ 2,81325.00% 18,750$ 75,000$ 53,438$ 2,81325.00% 18,750$ 75,000$ 53,438$ 38189.83% 67,372$ 75,000$ 7,247$ 2,52346,17857,500Cost 200,000Levy 57,50025963.1685Benefit to Existing Developmente CostPage 220 of 337 Appendix BBenefit to Existing DevelopmentGrants, Subsidies and Other Contributions Attributable to NewTotalResidential Share77%Non- Residential Share23%Project NameProject DetailsLength (km)Existing Road SurfaceSurface Work77% 23%Public Works BuildingsSalt Storage2020-2021 475,000 - 475,000 378,084 96,916 74,625 22,291Salt Storage Study2019 75,000 - 75,000 59,697 15,303 11,783 3,520Additional Space for Fleet Vehicles (3 bays) 2023 1,050,000 - 1,050,000 0 1,050,000 808,500 241,500Public Works FleetSnowplow with Anti-Icing Unit2025 309,200 - 309,200 0 309,200 238,084 71,116Sidewalk Plow2027 176,401 - 176,401 0 176,401 135,829 40,572Hydrovac Sewer Vacuum2028 337,300 - 337,300 0 337,300 259,721 77,579Sidewalk Plow2021 165,000 - 165,000 0 165,000 127,050 37,950Road ReconstructionsBayham Drive - Trillum Railway to Newell Road 0.58 Asphalt Asphalt 2028 1,180,000 - 1,180,000 197,200 491,400 491,400 378,378 113,022Concession Street - Charlotte Street to Rolph Street 0.59 Asphalt Asphalt 2020 1,740,000 - 1,740,000 200,600 900,000 639,400 492,338 147,062Concession Street - Tillson Ave to Maple Lane 0.32 Asphalt Asphalt 2019-2041 730,000 - 730,000 108,800 0 621,200 478,324 142,876West Town Line - boundary road with Norwich (Simcoeto Potters)1 Asphalt Asphalt 2019-2041 1,435,000 - 1,435,000 340,000 547,500 547,500 421,575 125,925Concession Street - Quarterline Rd to West Town Limit 0.5 Asphalt Asphalt 2019-2041 1,230,000 - 1,230,000 170,000 1,060,000 816,200 243,800Cranberrry Rd. - North St. to North Town Limit 0.8 Rural Ashphalt 2019-2041 1,075,000 - 1,075,000 96,000 979,000 753,830 225,170Concession St. East - Broadway to Tillson Ave. 0.8 Asphalt Asphalt 2019-2041 2,375,000 - 2,375,000 272,000 2,103,000 1,619,310 483,690SignalizationTown-wide Signalization2019-2041 269,800 - 269,800 0 269,800 207,746 62,054Signal Priority Control System Expansion Phase 2 2019 37,700 - 37,700 0 37,700 29,029 8,671Signal Priority Control System Expansion Phase 3 2020 16,900 - 16,900 0 16,900 13,013 3,887Signal Priority Control System Expansion Phase 4 2021 16,900 - 16,900 0 16,900 13,013 3,887Town-wide Streetlight DevelopmentPotters Rd.2019 28,500 - 28,500 0 28,500 21,945 6,555Sidewalk Connectivity Plan - Provision of Cost 2019-2041 1,098,500 - 1,098,500 109,850 988,650 761,261 227,390Growth-Related Studies2Master Transportation Study2020 245,000 - 245,000 61,250 183,750141,48842,263Reserve Fund Adjustment(1,163,311) (895,749) (267,561)Total14,066,201 - 14,066,201 1,993,481 1,938,900 8,970,509 6,907,292 2,063,218Infrastructure Costs Covered in the D.C. Calculation – Roads and Related Services2-Lane Asphalt - $170,000Road Surface Treatment - $60,000Note:Prj .NoIncreased Service Needs Attributable to Anticipated Development2019-2041Timing (year)Gross Capital Cost Estimate (2019$)Post Period BenefitNet Capital CostLess: Potential D.C. Recoverable Cost123456789101112131415161718192021Page 221 of 337 Appendix CBenefit to Existing DevelopmentGrants, Subsidies and Other Contributions Attributable to NewDevelopmentTotalResidential Share78%Non- Residential Share22%1 Current Station Renovation andExpansion2019-2028 1,000,000 149,300 850,700 500,000 350,700 273,546 77,1542 Additional Firefighter Equipment (6) 2019-2028 23,400 - 23,400 0 23,400 18,252 5,1483 New Medical Equipment 2019-2020 9,000 - 9,000 0 9,000 7,020 1,9804 EM Mobile System 2019-2028 19,100 - 19,100 9,550 9,550 7,449 2,1015 New SCBA Units and Personal FaceMasks2019-2028 278,300 - 278,300 249,995 28,305 22,078 6,2276 Technical Rescue Equipment 2019 39,725 - 39,725 35,685 4,040 3,151 8897 Engineering Study for Fire Expansion 2019-2028 40,000 - 40,000 20,000 20,000 15,600 4,400Apparatus Plan8 Quint Apparatus 2026 892,500 - 892,500 850,000 42,500 33,150 9,3509 Light Duty/Command Vehicle 2020 76,500 - 76,500 0 76,500 59,670 16,83010 Single Axel Enclosed Trailer 2020 10,200 - 10,200 0 10,200 7,956 2,244Growth-Related Studies111 Fire Master Plan 2022-2023 65,000 - 65,000 16,250 48,750 38,025 10,725Reserve Fund Adjustment(84,795) (66,140) (18,655)Total 2,438,725 149,300 2,289,425 1,677,730 - 526,900 410,982 115,918Gross Capital Cost Estimate (2019$)Post Period BenefitInfrastructure Costs Covered in the D.C. Calculation – Fire ServicesNet Capital CostLess: Potential D.C. Recoverable CostPrj .NoIncreased Service Needs Attributable to Anticipated Development2019-2028Timing (year)Page 222 of 337 County-Town-Education Median Property Taxes Breakdown 237,000$ Residential Rate Taxes Residential Rate Taxes $% County 0.00375949 891.00$ 27%0.00375949 891.00$ 27%-$ Tillsonburg 0.00804386 1,906.39$ 59%0.00827083 1,960.19$ 60%53.79$ 2.82% Education 0.00153000 362.61$ 11%0.00153000 362.61$ 11%-$ Library 0.00036070 85.49$ 3%0.00036070 85.49$ 3%-$ 3,245.49$ 3,299.28$ 53.79$ Table represents the change to a Residential property in Tillsonburg with a median value of $237,000 for 2023 Tillsonburg tax rate assumes the same tax ratios and discount factors in 2023 as in 2022 County has passed its budget, but its tax rates won't be finalized until it adopts the 2023 tax ratios and discount factors - Applies to County, Library and Town rates 2023 Education Property Tax rates the same as 2022 Per O. Reg. 576/22 2022 2023 22-'23 Change $891.00 $1,906.39 $362.61 $85.49 2022 County Tillsonburg Education Library Page 223 of 337 Appendix E 2022 2023 Total Total Budget % Budget Budget Variance Variance Revenues Levy, PILS 401,600 537,540 135,940 (33.85%) Grants 1,959,400 1,852,986 (106,414)5.43% User Charges 6,844,354 8,125,217 1,280,863 (18.71%) Other Revenue 309,100 353,500 44,400 (14.36%) Contribution from Reserves 519,900 891,142 371,242 (71.41%) Total Revenues 10,034,354 11,760,385 1,726,031 (17.20%) Expenditures Labour 11,095,079 11,946,932 851,853 7.68% Purchases 5,341,275 6,912,622 1,571,347 29.42% Contracted Services 6,335,199 6,515,782 180,583 2.85% Contribution to Reserves 213,200 207,719 (5,481)(2.57%) Interfunctional Adjustments 921,700 923,866 2,166 0.24% Debt Principal & Interest 1,970,254 1,893,047 (77,207)(3.92%) Total Expenditures 25,876,707 28,399,968 2,523,261 9.75% Total Net Levy (15,842,353)(16,639,583)(797,230)(5.03%) Page 224 of 337 Appendix F Contribution Grants Tax Supported Reserves DC Donation Miscellaneous User Pay Taxation Comments Expenditures to Reserves Debt Reserves Debt Project Listing 110 Corporate Services X39 Cell Phone Replacements 15,000 (15,000)IT Reserve X38 Computer Replacements 62,300 (62,300)IT Reserve X01 Annual Replacement of IT Capital (76,000)76,000 IT Reserve Total 110 Corporate Services 1,300 76,000 (77,300) 130 Fleet X58 Replace - #33 Ram 250with Alum Dump Body 65,000 (65,000)Fleet Reserve X57 Replace - # 37 F250 Pickup Truck 115,000 (115,000)Fleet Reserve X56 Replace - # 65 4300 Hybrid Bucket Truck 325,000 (325,000) X55 Replace - #96 Sicard Snowblower 182,000 (182,000) X54 Replace - #204 Z-Force 14,000 (14,000)Fleet Reserve X53 Replace - #235 Trenching Utility Trailer 15,000 (15,000)Fleet Reserve X52 Replace - MT6 Sidewalk Machine 190,000 (43,700)(146,300)Fleet Reserve X51 New - ATV Fleet Reserve X50 New - Tractor 145,000 (145,000)Fleet Reserve X49 New - Tractor Mower Deck 55,000 (55,000)Fleet Reserve X48 New - Tractor Flail Brusher 55,000 55,000 X47 New - Tractor Snow Pusher Blade 20,000 (20,000)Fleet Reserve X46 New - Tandem Axle Plow with Wing 465,000 (106,900)(358,100)Fleet Reserve X45 New - Trackless Attachment (Ribbon Blower)20,000 (20,000)Fleet Reserve X44 New- Trackless Attachment (Rotary Broom)10,000 (10,000)Fleet Reserve X43 New - P/U Attachment 5,000 (5,000)Fleet Reserve X42 New - Tack Coat Sprayer Unit 5,000 (5,000)Fleet Reserve Total 130 Fleet 1,686,000 (507,000)(619,600)(504,400)55,000 150 Fire X09 Avtec Outposts 4,000 (4,000)Fire Comm reserve X08 Avtec Scout Radio Console 35,000 (35,000)Fire Comm Reserve X07 Secan Storage Side of Station 10,000 (10,000)Fire Equipment Reserve X06 Training Props 5,000 5,000 X05 Gas Detection Equipment 10,000 10,000 X04 Rescue Equipment 5,000 5,000 X03 PPE Bunker Gear 30,000 (15,000)(15,000)Fire Equipment Reserve X02 Community Risk Assessment/Master Fire Plan 65,000 (27,000)(38,000)Fire Equipment Reserve Page 225 of 337 Appendix F Contribution Grants Tax Supported Reserves DC Donation Miscellaneous User Pay Taxation Comments Expenditures to Reserves Debt Reserves Debt Total 150 Fire 164,000 (91,000)(53,000)20,000 210 Engineering X13 Charlotte & Clarence Design 83,000 83,000 Total 210 Engineering 83,000 83,000 220 Public Works X61 Future Bridge Repairs 55,000 55,000 X12 Bayham Line Reconstruction 450,000 (225,000)225,000 Municipality of Bayham X11 Younge St Reconstruction 603,400 (76,600)(173,300)353,500 Linear Infrastructure Reserve Total 220 Public Works 1,053,400 55,000 (76,600)(173,300)(225,000)633,500 235 Streetlights X14 Van Norman Heights Subdivision 192,500 192,500 Total 235 Streetlights 192,500 192,500 240 Airport X10 Apron Extension 160,000 (160,000)Airport Land Sales Total 240 Airport 160,000 (160,000) 260 Storm Sewers X40 Townline Construction 254,000 (225,000)29,000 OCIF Formula Funding X11 Younge St Reconstruction 857,000 (397,500)459,500 Federal Gas Tax Total 260 Storm Sewers 1,111,000 (622,500)488,500 450 Parks X66 Parks & Rec Master Plan 200,000 (142,500)57,500 X41 Trails & Pathways 5,000 5,000 X22 Tennis Court Surface 145,000 145,000 X21 Sports Field Maintenance & Repairs 50,000 (50,000)RCP Reserve X20 Site Amenities 10,000 10,000 X19 Maintenance, Repairs & AODA 25,000 25,000 X18 Lake Lisgar Maint. & Shoreline Protection 15,000 (15,000)RCP Reserve X17 Tree Planting Urban Forestry 8,000 8,000 X16 Dog Park 2,500 (2,500)RCP Reserve X15 Annual Playground Equipment Replacement 95,000 (95,000)Cash-in-lieu of Parkland Total 450 Parks 555,500 (162,500)(142,500)250,500 465 Rec - Bldg Mtce X65 LLWP Building Renovation 1,200,000 (750,000)(250,000)200,000 CCRF Grant X60 Museum Repairs & Maintenance 35,000 (35,000)Facility Infrastructure Reserve Page 226 of 337 Appendix F Contribution Grants Tax Supported Reserves DC Donation Miscellaneous User Pay Taxation Comments Expenditures to Reserves Debt Reserves Debt X59 Indoor Pool Asset 200,000 200,000 X37 LED Lights ( Parking Lot & Exterior)15,000 15,000 X36 New Columbarium 60,000 (60,000)Niche Sales X35 Natatorium X34 LLWP Deck & Furnishings X33 TCC Furnishings 25,000 25,000 X32 Recreation Minor Capital 10,000 10,000 X31 Floor Scrubber 10,000 10,000 X30 Fire Hall Floor Slab (paramedic bay)20,000 20,000 X29 Fire Hall Diesel Exhaust System 90,000 (55,000)35,000 Facility Infrastructure Reserve X28 Arena Dehumidifier 155,000 155,000 Pre-budget approval - Nov 21 2022 Council Meeting X27 HVAC General Repairs 30,000 30,000 X26 General Building Repairs & Maintenance 60,000 60,000 X25 Roof Repair/Replacement 125,000 (125,000)Facility Infrastructure Reserve X24 Annual LED Light Conversion 22,000 22,000 X23 Signage 3,000 3,000 Total 465 Rec - Bldg Mtce 1,860,000 200,000 (750,000)(250,000)(215,000)(60,000)785,000 Total Project Listing $6,866,700 $331,000 ($1,372,500)($757,000)($1,242,000)($873,200)($445,000)$2,508,000 Page 227 of 337 Page 1 of 3 Subject: Assumption By-Law for Andrews Crossing Subdivision Phase Two Report Number: OPD 23-09 Department: Operations and Development Department Submitted by: Shayne Reitsma, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives report OPD 23-09, Assumption By-Law for Andrews Crossing Subdivision Phase Two; and THAT a by-law to assume all public services/right-of-way within the Registered Plan 41M- 349, more particularly described in the May 21, 2019 Subdivision Agreement between The Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. be brought forward for Council's consideration. BACKGROUND On May 21st 2019 the Town of Tillsonburg entered into subdivision agreement with Performance Communities Realty Inc. As part of the subdivision agreement various inspections and approvals are required throughout the development of the subdivision that includes the approval of Town of Tillsonburg and Oxford County services and assets. DISCUSSION As per the May 21st 2019 subdivision agreement the following requirements of the Subdivision Agreement have been satisfied:  All Environmental Compliance Approvals (ECA’s) and other applicable permits have been received,  The Town has received notification in writing from the Consulting Engineer stating that the works and services have been constructed in accordance with the approved design drawings and specifications, Page 228 of 337 OPD 23-09 Page 2 of 3  The Town has received written confirmation from the Ontario Land Surveyor that all survey monuments and iron bars are in place,  Certificates of Acceptance for Underground and Above-ground Works and Services have been issued and warranty periods passed,  The Town is in receipt of a Statutory Declaration from the Developer stating all accounts for work have been paid and that there are no outstanding claims or unsatisfied liens,  The Town has received proof that the Plan of Subdivis ion and Subdivision Agreement have been registered upon the title of the Lands,  The Town has received the final “As-Constructed” drawings. Staff are satisfied that the underground and above-ground works are in the required condition to be assumed and that all other requirements of the Subdivision Agreement have been satisfied as noted above. It is therefore staff’s recommendation that the Town approve and pass an Assumption By-law to assume the municipal works and services within the Andrews Crossing Phase 2 Subdivision. CONSULTATION Manager of Engineering and Director of Operations and Development . FINANCIAL IMPACT/FUNDING SOURCE The date of the Assumption By-law is the date that all assets built in that subdivision (i.e. roads, sidewalks, streetlights, etc.) become assets of the Town, transferring ownership as contributed assets at fair market value. Those assets are added to the Town’s asset inventory and to the asset management plan for future capital renewal planning and operational maintenance, such as Roads department conducting snow removal during winter months. 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 Page 229 of 337 OPD 23-09 Page 3 of 3 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 - Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction - Develop a robust, long-term asset management plan to inform evidence-based decisions on the maintenance, rehabilitation and replacement of municipal infrastructure. Priority Project – Ongoing Projects - Asset Management Plan ATTACHMENTS Appendix A - Certificate of Final Acceptance Appendix B - Registered Plan – 41M-349 Page 230 of 337 Page 231 of 337 Page 232 of 337 Page 1 of 5 Subject: 2023 Waste Management Program Update(s) Including Transfer Station Operating Authority Report Number: OPD 23 -10 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operation and Development Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT report OPD 23 -10 Waste Management Program Update(s) Including Transfer Station Operating Authority be received as information; AND THAT Council direct staff to revise the current Environmental Compliance Approval (ECA) form subject to the Town’s Transformation to include Sunday operating hours (yard waste only) and a request for a boundary expansion (inclusive of the residents of Oxford County) be prepared and submitted to the Ministry of the Environment, Conservation and Parks for approval; AND THAT Council direct staff to proceed with the required Public Consultation notice/period as per the revised ECA application; AND THAT Council direct staff to execute a revised Waste Management Agreement with the County of Oxford (Waste Management Authority) to reflect Town staff’s requested operational changes which were approved by Oxford County Council as part of their 2023 Business Plan and Budget which included; AND THAT Council direct staff to provide the appropriate notice to the residents of the Town of Tillsonburg with respect to the changes to the 2023 Waste Management Program. BACKGROUND All waste management powers, including residential curbside collection, were transferred from the Town of Tillsonburg to and assumed by Oxford County through Page 233 of 337 OPD 23 -10 Page 2 of 5 County By-laws 3604-96 and 4170-2001 (attached). As the waste management authority and per the terms of the most recent waste management contracted service agreement (May 1, 2020) between the Town and the County, the County has delegated and funded the operational authority for the Waste Transfer Station (yard waste and large articles) to the Town on behalf of the County. The Town authorized staff to execute the most recent contract service agreement (attached) with the County as per Town By-law 2021-002. Waste Transfer Station Noteworthy in this relationship, the Town has been operating a local Transfer Station located at 50 Newell Rd since approximately 2006/2007, which is subject to an Environmental Compliance Approval (ECA) under license 5638-76BR2S. This arrangement is considered somewhat unusual as Oxford County has complete authority over Waste Management within the County’s boundaries as noted above unless otherwise stipulated by the formal waste management contracted service agreement . Generally, the Town’s Transfer Station Operates in the following manner as per the approved ECA:  Only waste generated from within the boundary limits of the Town of Tillsonburg may be deposited at the Transfer Station;  The Transfer Station is separated into two distinct sections: o Large Item Depot – where non-organic items, such as house hold items, construction and demolition materials, scrap metal, etc. are placed in bins for processing. This area also houses bins for cardboard, electronics and expanded polystyrene (EPS) for recycling. o Leaf and Yard Waste Depot – used for depositing all organic landsaping materials, as the name suggests  The Transfer Station operating hours are Monday to Saturday; o 9:00 a.m. to 8:00 p.m. (April to September); o 9:00 a.m. to 5:00 p.m. (October to March).  Large Article Depot (Saturdays only) o 9:00am to 5:00pm  Current fees and charges are as follows: o Organic waste is free of charge; o A $25.00 fee will be charged for large loads (exceeding 1.5 cubic metres / 136 kilograms) consisting primarily of C&D material; o There is no tipping fee applicable to the other materials noted above, including large articles. Furthermore and subject to a most recent 2022 motion of Council via: Page 234 of 337 OPD 23 -10 Page 3 of 5 2022-372 Moved By: Deb Gilvesy Seconded by: Chris Parker THAT Council requests staff to seek an amendment to ECA to allow the automatic gate to open seven days per week at the yard waste portion of the transfer station to allow citizens access to the yard waste on Sundays. Result: Carried Staff have investigated, in consultation with Ministry of the Environment, Conservation and Parks (MECP), the undertaking to revise the current ECA and have determined that subject to the MECP’s approval that only public consultation is required to meet the threshold to revise the ECA that currently applies. Relative to Council’s direction, and as expanded in the discussion section below, Oxford County is also proposing operational changes to the Town’s Transfer Station which would require additional changes to the subject ECA. DISCUSSION Over the latter half of 2022, Town and County staff have been in discussion as it relates to the Town’s shared Waste Management Program, more specifically, the operating authority of the Transfer Station and budget impact thereof. The proposed changes reflect the following: 1. Oxford County would completely fund and operate the Town’s Transfer Station at an annual cost of $193,000*; a. Oxford County has stipulated that in order to proceed with this arrangement, the Transfer Station would be opened to all County residents similar to EnviroDepot and the Landfill within the County’s limits b. Yard waste would still be free of charge c. Tipping fees would be applied for large article items and C&D waste as per Oxford County 2023-Fees and Charges By-Law “Fixed Rate Tipping Fee (Mixed Solid Waste) when weigh scale is offline ” (attached) 2. In light of the changes identified the County will perform a once annual curbside large article pickup/collection (LAC)* in Tillsonburg in-lieu of large article currently free of charge at the Transfer Station. The County would fully fund (approximately $54,500 annually) for this new service in Tillsonburg as part of the County-wide residential curbside large article collection program. 3. Oxford County would completely fund the Town’s Leaf and Yard Waste Depot based on actual annual operational costs (versus on a unit rate basis) of approximately $54,000; Page 235 of 337 OPD 23 -10 Page 4 of 5 a. The County will provide funding for an increase to the Level of Service to the Town through the addition of Sunday operational hours b. Yard waste would still be free of charge *Note: through Oxford County 2023 budget process funding allocation to operate the Town’s Transfer Station and funding for the newly proposed LAC collection have been approved. The proposed ownership of the Town’s transfer station will remain the same (i.e. ECA compliance will still be the Town’s responsibility) except access will be expanded to all County residents (not just Tillsonburg residents). Tipping fees will be equivalent to fixed tipping fee rates at the Oxford County Waste Management Facility (OCWMF) as per the County’s Fees and Charges By-law 4889-2007. Additionally net operating costs including transportation of material to OCWMF will be fully funded by the County. Subsequently an amendment to the Waste Management agreement between the County and the Town will be required to reflect the proposed changes and associated payment terms and will serve as the formal mechanism to appropriately transfer County delegated waste management authority to the Town to operate a residential waste transfer station. CONSULTATION Manager of Public Works, Interim Director of Finance/Treasurer, Director of Public Works (Oxford County), Manager of Transportation & Waste Management Services (Oxford County), Supervisor of Waste Management (Oxford County), Ministry of the Environment, Conservation and Parks. FINANCIAL IMPACT/FUNDING SOURCE If this future arrangement with the County is agreed to and implemented, the Town would be in a position to divert/save the Transfer Station 2023 operating budget costs/allocation in the amount of $103,500. Staff proposes that this amount be utilized to fund the Town’s portion of the Transportation Master Plan in 2023, at a cost of $245,000, with $141,500 funded from Development Charges reserve. Finally, Town residents would incur a tipping fees for large articles and C&D waste at the Transfer Station henceforth. In contrast, Tillsonburg will be included in the County- wideonce annual residential curbside large article collection (LAC) pick up starting in 2023, in-lieu of free large article drop-off at the Waste Transfer Station. Page 236 of 337 OPD 23 -10 Page 5 of 5 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 strive for excellence and accountability in government, providing effective and efficient services, in formation, and opportunities to shape municipal initiatives. Strategic Direction – Explore opportunities for service efficiencies in partnership with adjacent municipalities. Priority Project – Short Term – Municipal service review. ATTACHMENTS Appendix A – 3604-96 Undertake Waste Reduction Powers & Agreements with Area Municipalities re Waste Reduction Programs By-Law 2021-002 with WASTE MANAGEMENT AGREEMENT Oxford County 2023-Fees and Charges By-Law (pg. 8-9) Page 237 of 337 THE CORPORATION OF THE COUNTY OF OXFORD BY-LAW NO. 3604-96 BEING a By-law to undertake waste reduction powers and to provide for agreements with the Area Municipalities for the continuing operation of waste reduction programs. WHEREAS, s.126(7) of the County of Oxford Act, R.S.O. 1990, c. C.42 stipulates that sections 149 to 160 of the Regional Municipalities Act, R.S.O. 1990, c. R.9 apply to the County (the said Act). AND WHEREAS, s.150 of the said Act authorizes the County to assume powers for the reduction of waste at source, the recycling of waste materials, and the reuse of materials that would otherwise be wasted, collectively known as 113R" programs, and related activities of a waste management system. AND WHEREAS, the Area Municipalities have for years operated 3R programs on behalf of their constituents, which collectively comprise the constituency of Oxford County. AND WHEREAS, it is desirable and expedient to recognize these programs and to provide for their continuing operation. NOW THEREFORE, the Council of the Corporation of the County of Oxford enacts as follows: 1. That the County of Oxford hereby assumes authority for waste reduction powers. 2. That the County of Oxford hereby consents, by way of separate Agreements with each of the Area Municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste they have heretofore provided. READ a first and second time this 11th day of December, 1996. READ a third time and finally passed in Open Council this 11th day of December, 1996. EDWARD DOWN, WARDEN, KENNETH J. WHITEFORD, CLERK Page 238 of 337 THIS AGREEMENT made, in duplicate, this day of December, 1998. BETWEEN: THE CORPORATION OF THE COUNTY OF OXFORD, hereinafter called the County" AND OF THE FIRST PART THE CORPORATION OF THE TOWNSHIP OF ZORRA, hereinafter called the Township" OF THE SECOND PART WHEREAS by By-law No. 3604-96 the County assumed authority for waste reduction powers; AND WHEREAS By-law No. 3604-96 states that the County may consent, by way of separate Agreements with each of the Area municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste the Area Municipalities heretofore provided; AND WHEREAS the Township has requested that the County enter into an Agreement with the Township to permit the Township to continue to carry out the provision of waste management services, that includes recycling and waste reduction, on behalf of the County of Oxford; AND WHEREAS Oxford County Council, at its meeting held on November 25, 1998 adopted a recommendation of the Thirty-fourth Report of the Public Works Committee directing staff to prepare an agreement between the County and the Township of Zorra in accordance with County By-law No. 3604-96 to permit the Township to carry out waste recycling, reuse and reduction services. NOW THEREFORE WITNESSTH THAT in consideration of the mutual covenants hereinafter set forth, the parties agree as follows: 1. The County of Oxford consents to the Township of Zorra providing services or facilities for the reduction, reuse or recycling of waste. 2. The Township of Zorra will provide the County with studies, reports and/or data on the reduction, reuse or recycling of waste including but not limited to information about quantity, types of materials and operational costs when requested by the County. This agreement shall enure to the benefit of and be binding upon the parties hereto and their respective heirs, executors, administrators, successors and assigns. IN WITNESS WHEREOF the Parties have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED In the presence of r Poration of the of Oxford KMark` Htrrisonn WardenKnWhitefordDClerk The Corporation of the Township gk'~7 a~ JaA(" ~r ayo Donal WW ~Le~ MacLeod Clerk Page 239 of 337 THIS AGREEMENT made, in duplicate, this 12th day of Mav 11999. sBETWEEN: THE CORPORATION OF THE COUNTY OF OXFORD, hereinafter called the "County" OF THE FIRST PART AND THE CORPORATION OF THE TOWNSHIP OF EAST ZORRA-TAVISTOCK, hereinafter called the "Township" OF THE SECOND PART WHEREAS by By-law No. 3604-96 the County assumed authority for waste reduction powers; AND WHEREAS By-law No. 3604-96 states that the County may consent, by way of separate Agreements with each of the Area Municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste the Area municipalities heretofore provided; AND WHEREAS the Township has requested that the County enter into an Agreement with the Township to permit the Township to continue to carry out the provision of waste management Services, that includes recycling and waste reduction, on behalf of the County of Oxford; AND WHEREAS Oxford County Council, at its meeting held on Ma y 12, 19 9 9 adopted a recommendation of the 16th Repo6~the Public Works Committee directing staff to prepare an agreement between the County and the Township of East Zorra-Tavistock in accordance with County By-law No. 3604-96 to permit the Township to carry out waste recycling, reuse and reduction services. NOW THEREFORE WITNESSTH THAT in consideration of the mutual covenants hereinafter set forth, the parties agree as follow: The County of Oxford consents to the Township of East Zorra-Tavistock providing services or facilities for the reduction, reuse or recycling of waste. 2. The Township of East Zorra-Tavistock will provide the County with studies, reports and/or data on the reduction, reuse or recycling of waste including but not limited to information about quantity, types of materials and operational costs when requested by the county. This agreement shall enure to the benefit of and be binding upon the parties hereto and their respective heirs, executors, administrators, successors and assigns. IN WITNESS WHEREOF the Parties have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED In the presence of The Corpor tion of the County of Oxford Mark Harrison, Warden - yx - Ken iteford, Clerk The Corporation of the Township of'Easf-' /7 Zorra-Tavistock David W. Oliphant, Mayor John V. KCr Page 240 of 337 i THIS AGREEMENT made, in duplicate, this 7`n day of July. 1999. BETWEEN: THE CORPORATION OF THE COUNTY OF OXFORD, hereinafter called the "County" OF THE FIRST PART AND THE CORPORATION OF THE TOWNSHIP OF BLANDFORD-BLENHEIM, hereinafter called the "Township" OF THE SECOND PART WHEREAS By-law No. 3604-96 the County assumed authority for waste reduction powers; AND WHEREAS By-law No. 3604-96 states that the County may consent, by way of separate Agreements with each of the Area Municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste the Area municipalities heretofore provided; AND WHEREAS the Township has requested that the County enter into an Agreement with the Township to permit the Township to continue to carry out the provision of waste management Services, and includes recycling and waste reduction, on behalf of the County of Oxford; AND WHEREAS Oxford County Council, at its meeting held on Auqust 1, 1999, adopted a recommendation of the Twenty-Third Report of the Public Works Committee directing staff to prepare an agreement between the County and the Township of Blandford-Blenheim in accordance with County By-law No. 3604-96 to permit the Township to carry out waste recycling, reuse and reduction services. NOW THEREFORE WITNESSETH THAT in consideration of the mutual covenants hereinafter set forth, the parties agree as follows: 1. The County of Oxford consents to the Township of Blandford-Blenheim providing services or facilities for the reduction, reuse or recycling of waste. 2. The Township of Blandford-Blenheim will provide the County with studies, reports and/or data on the reduction, reuse or recycling of waste including but not limited to information about quantity, types of materials and operational costs when requested by the county. This Agreement shall enure to the benefit of and be binding upon the parties hereto and their respective heirs, executors, administrators, successors and assigns. IN WITNESS WHEREOF the Parties have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED ) Th rp ration of the County of Oxford in,the presence of ) "I V-,-\ SEAL) SEAL-) rMark H rrison, Warden Ken iteford,Z Jerk The Corporation of the Township of Blandford-Blenheim Donald S. Woolcott, Mayor Keith Reibling, Cler011ministrator Page 241 of 337 THIS AGREEMENT made, in duplicate, this 22nd day of October, 1999. BETWEEN: THE CORPORATION OF THE COUNTY OF OXFORD, hereinafter called the "County" OF THE FIRST PART AND THE CORPORATION OF THE TOWNSHIP OF NORWICH, hereinafter called the "Township" OF THE SECOND PART WHEREAS by By-law No. 3604-96 the County assumed authority for waste reduction powers; AND WHEREAS By-law No. 3604-96 states that the County may consent, by way of separate Agreements with each of the Area Municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste the Area Municipalities heretofore provided; AND WHEREAS the Township has requested that the County enter into an Agreement with the Township to permit the Township to continue to carry out the provision of waste management services, that includes recycling and waste reduction, on behalf of the County of Oxford; AND WHEREAS Oxford County Council, at its meeting held on May 26, 1999 adopted a recommendation of the Eighteenth Report of the Public Works Committee directing staff to prepare an agreement between the County and the Township of Norwich in accordance with County By-law No. 3604-96 to permit the Township to carry out waste recycling, reuse and reduction services. NOW THEREFORE WITNESSTH THAT in consideration of the mutual covenants hereinafter set forth, the parties agree as follows: The County of Oxford consents to the Township of Norwich providing services or facilities for the reduction, reuse or recycling of waste. 2. The Township of Norwich will provide the County with studies, reports and/or data on the reduction, reuse or recycling of waste including but not limited to information about quantity, types of materials and operational costs when requested by the County. This agreement shall enure to the benefit of and be binding upon the parties hereto and their respective heirs, executors, administrators, successors and assigns. IN WITNESS WHEREOF the Parties have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED In the presence of The Corporation of the Cou o Oxford Mark Harrison Warden erW~iite~ford Clerk The Corpo ation of the 4 ) To smy Or "'orwich n Mayor John R.Inne~ Clerk Page 242 of 337 r THIS AGREEMENT made, in duplicate, this a S BETWEEN: day of October, 1999. THE CORPORATION OF THE COUNTY OF OXFORD, hereinafter called the "County" AND OF THE FIRST PART THE CORPORATION OF THE TOWN OF INGERSOLL, hereinafter called the "Town" OF THE SECOND PART WHEREAS by By-law No. 3604-96 the County assumed authority for waste reduction powers; AND WHEREAS By-law No. 3604-96 states that the County may consent, by way of separate Agreements with each of the Area Municipalities, that the Area Municipalities may continue to provide, on behalf of the County, those services or facilities for the reduction, reuse or recycling of waste the Area Municipalities heretofore provided; AND WHEREAS the Town has requested that the County enter into an Agreement with the Town to permit the Town to continue to carry out the provision of waste management services, that includes recycling and waste reduction, on behalf of the County of Oxford; AND WHEREAS Oxford County Council, at its meeting held on October 13, 1999 adopted a recommendation of the Thirty-fourth Report of the Public Works Committee directing staff to prepare an agreement between the County and the Town of Ingersoll in accordance with County By-law No. 3604-96 to permit the Town to carry out waste recycling, reuse and reduction services. NOW THEREFORE WITNESSTH THAT in consideration of the mutual covenants hereinafter set forth, the parties agree as follows: The County of Oxford consents to the Town of Ingersoll providing services or facilities for the reduction, reuse or recycling of waste. 2. The Town of Ingersoll will provide the County with studies, reports and/or data on the reduction, reuse or recycling of waste including but not limited to information about quantity, types of materials and operational costs when requested by the County. This agreement shall enure to the benefit of and be binding upon the parties hereto and their respective heirs, executors, administrators, successors and assigns. IN WITNESS WHEREOF the Parties have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED In the presence of The Corp ation of the C o Oxford Mark Harrison iWarde.l. Ken Whiteford Clerk The Corporation of the Town of Ingersoll Michael J. Hennessy Iay Edward A. Hunt /CAdmini~trator 7 ` Page 243 of 337 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2021-002 A BY-LAW to authorize a waste management agreement with the County of Oxford. WHEREAS the Town of Tillsonburg is desirous of entering into a waste management agreement with the County of Oxford ; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the waste management agreement attached hereto as Schedule A forms part of this By-Law; 2. THAT By-Law 3319 is hereby repealed in its entirety ; 3. T HAT this By-law sha ll come into full force and effect upon pass ing . READ A FIRST AND SECOND TIME THIS 11th day of JANUARY, 2021 . READ A THIRD AND FINAL TIME AND PASSED THIS 11th day of JANUARY, 2021. Page 244 of 337 This Agreement entered into as of this ____day of ___________, 2020 by and between The Corporation of the Town of Tillsonburg (hereinafter called “Town”) -and- County of Oxford (hereinafter called “County”) WASTE MANAGEMENT AGREEMENT Whereas Section 75 (1) of the Municipal Act, 2001 chap. 25, provides that the County may designate any of its waste management services or facilities for the management of waste or any class of waste to the Town, for which it has the power to provide the service or facility; And whereas the Town and the County wish to enter into an agreement where the Town provides for large article items and yard waste/compost program on behalf of the County; And whereas the parties agree that the intent of this agreement is to provide high quality waste management in a sustainable and cost effective manner for properties serviced by the Town on behalf of the County; And whereas the parties intend to consult with each other about policy changes and to the degree appropriate, consider the implications, financial and other, for the communities; Now therefore this Agreement witnesses that in consideration of the mutual contents contained herein, the Parties hereto covenant and agree as follows: 1.0 GENERAL CONDITIONS 1.1 Term The term of the contract shall, commence May 1, 2020 and shall be revised upon final termination of the County’s contract with an external waste management service provider serving all area municipalities with the exception of the Township of South-West Oxford and the City of Woodstock. 1.2 Changes to the Agreement The parties agree that any changes to the terms of this agreement, must be made in writing and approved by each municipality’s Chief Administrative Officer or Designate. Page 245 of 337 2.0 AGREEMENT 2.1 Payment In accordance with paragraph 2.5, the County shall pay one half of the annual fees for service on a semi-annual basis as determined in section 2.5 of this agreement. For the purposes of this section, semi-annual shall mean April 1 and October 1. The Town will complete a final reconciliation, and where fees for services set out in this agreement are less than calculated in paragraph 2.5, refund of fees shall be paid by February 28th of the following year. 2.2 Grants Town and the County staff will work together to maximize grants and subsidies from Stewardship Ontario and/or any other agency that may from time to time support waste and recycling collection, transfer or diversion programs. Both parties will track appropriate metrics and costs required to maximize funding, and report in the required format to meet reporting deadlines. 2.3 Meetings Town and the County staff will meet at least annually to ensure quality and a consistent level of service is provided to the waste management users and on any interim basis if deemed necessary by either party. 2.4 Household For the purposes of this agreement, household count shall be based on the annual returned roll household numbers as determined by the Municipal Property Assessment Corporation. 2.5 Services covered under the Agreement Fees for services set out in this Agreement shall not exceed the total cost per household under the County’s current contract with an external waste management service provider. The contract per household fees are set out in Schedule “A”, attached hereto and forming part of this Agreement. This schedule shall be amended annually to reflect the County’s approved budget which includes CPI increases calculated in accordance with the County’s contract for waste management services with an external waste management service provider (75% of the increase set out in the Consumer Price Index for Ontario as published for the previous 12-month period by Statistics Canada) and household figures as determined in paragraph 2.4. A customer service charge of $2.50 per household, shall be paid by the County to cover expenses related to record keeping, customer service, general overhead and other such administrative costs for services referred to in this agreement. For the purposes of determining the annual customer service charge, household figures as set out in paragraph 2.4 will apply. Page 246 of 337 2.5.1 Special Collection/Depots • Large Article Large article items consist of the collection, either curbside or costs to operate a depot of large items and transportation to Salford Waste Management Facility. The items collected shall be consistent with those guidelines set out by the County. The Town will be responsible for paying the County tipping fees as they relate to the large item curbside pickup and/or depot collection.. The County will pay the Town of Tillsonburg $16,400 to reimburse the Town for the cost of the tipping fees paid by the Town as per 2020 budget, and as set out in Schedule ‘C’. This fee will be indexed to the County’s Fees and Charges By-Law Landfill Tipping Fees 2.5.2 Yard waste/compost program The Town shall supply all labour, materials and equipment to operate a yard waste depot to permit drop off of leaves, lawn and garden waste and brush and to develop a yard waste compost site subject to the requirements of the Ministry of the Environment and Climate Change. The contract price per tonne are set out in Schedule “B”, attached hereto forming part of this Agreement. This schedule shall be amended annually to reflect CPI increases calculated in accordance with the County’s contract for waste management services with an external waste management service provider (75% of the increase set out in the Consumer Price Index for Ontario as published for the previous 12-month period by Statistics Canada) The County is responsible for transportation costs. 2.6 New Initiatives Permit the inclusion of the cost in the County’s overall waste management budget funding of new programs that will significantly advance reduction, diversion and recycling goals of the County. Approval of such new initiatives are subject to the approval of County Council and developed in collaboration with the Area Municipalities. 2.7 County Bag Tags 2.7.1 The Town shall require that all waste collected has affixed County Bag(s) as per County policy. 2.7.2 The Town shall act as a sales outlet for County Bag Tags. Page 247 of 337 3.0 INDEMNITY AND INSURANCE 3.1 The Town shall, at all times, indemnify and save harmless the County and its officers, directors, agents and employees from and against all claims, damages, losses and expenses, including, but not limited to attorneys' fees, court and arbitration costs, or other proceedings made, sustained, brought or prosecuted that are based upon, or attributable in any way to the negligent acts, errors or omissions of the Town in connection with Services performed, purportedly performed or required to be performed by the County under this Agreement. 4.0 DISPUTE RESOLUTION 4.1 The County and the Town will attempt in good faith to resolve any dispute arising in connection with this Agreement informally according to the following procedure: 4.1.1 Upon written request of a party identifying a dispute to be resolved, the representatives, or their designate(s) as listed in paragraph 6.0 below, will meet within fifteen days after the request is received from the requesting party. At this meeting, the designated representatives will identify the scope of the dispute and the information needed to discuss and attempt to resolve the dispute. These management representatives will then gather relevant information regarding the dispute and will meet again to discuss the issues and negotiate in good faith to resolve the dispute. Such second meeting will occur within fifteen (15) days of the first meeting. 4.1.2 If a dispute is not resolved by the methods indicated above, the parties may, upon mutual agreement, appoint a committee designed to assist the municipalities in reaching an agreement on the issue in dispute. Failing resolution, the parties may seek involvement of senior representatives (Chief Administrative Officer’s) for both municipalities and at which time the senior representatives will determine if involvement of respective municipal councils is required. 5.0 GENERAL 5.1 The Town will comply with all federal, provincial and municipal laws while performing the Services hereunder, including but not limited to the Human Rights Code, R.S.O. 1990, Chapter H. 19, as amended. 5.2 This Agreement constitutes the entire agreement between the County and the Town. There are no other agreements, understandings, representations of warranties, either collateral, oral or otherwise. Page 248 of 337 5.3 The County and the Town acknowledge that, in the event that Federal and/or Provincial legislation or regulation is enacted that imposes change to the County’s waste management program, including recycling services, as set out herein, the terms and conditions of this Agreement shall be amended to ensure compliance with such legislation. 5.4 Force Majeure In the event that either Party shall be unable to fulfil, or shall be delayed, or shall be prevented from the fulfilment of, its obligations under this Agreement by reason of an Event of Force Majeure or other reasons of like nature beyond the reasonable control of the Party delayed or prevented from fulfilling any obligation, hereunder, save and except for any delay or prevention from such fulfilment caused by a lack of funds or other financial reasons, strikes or other concerted acts by workers, delay or other failure arising out of the nature of the work to be done, or from the normal action of the elements or from any normal difficulties that may be encountered in the performance of the work, having regard to the nature thereof shall in no event be deemed to be a cause beyond a Party’s control. An “Event of Force Majeure” means an event beyond the control of a Party hereto that prevents the Party from complying with its obligations under this Agreement, including but not limited to: a. acts of God such as, but not limited to, explosions, drought, pandemics, and tidal waves that are not considered a normal action of the elements; b. war, hostilities (whether declared or not), invasion, acts of foreign enemies, mobilization or embargo; c. mobilization, insurrection or military use of power, or civil war; d. riot, commotion, or other unexpected and unforeseen disorder resulting in a substantial impact in the Party’s ability to perform its obligations under this Agreement; or e. acts or threats of terrorism. In the event that the performance of the terms and conditions of this Agreement, in the reasonable opinion of either Party, is made impossible by an Event of Force Majeure, then either Party shall notify the other in writing and the County shall either; terminate the Agreement forthwith and without any further payments being made; or authorize the Town/Township to continue the performance of the Contract with such adjustments as required by the existence of the Event of Force Majeure and as agreed upon by both Parties. In the event of a strike or lockout which shall not constitute an Event of Force Majeure, the Town/Township is responsible to maintain all services provided under this Agreement, to whatever reasonable degree possible and, if necessary, in co-operation with the County. Page 249 of 337 Within thirty (30) days of the award of any Agreement, the Town/Township shall submit for review and approval to the County, acting reasonably, a “Business Continuity Contingency Plan” explaining in detail how performance of the service during any strikes and/or lockouts, fire, an Event of Force Majeure or other major interruptions in the performance of its obligations under this Agreement shall be maintained at the Town’s/Township’s sole cost. Such Business Continuity and Contingency Plan shall become a part of the Agreement and shall be subject to all the terms of the Agreement. Failure to submit a sufficient Business Continuity Contingency Plan, in the sole discretion of the County, may result in termination of the Agreement. A Party shall not be considered to be in breach of this Agreement to the extent the performance of their obligations is modified in accordance with the Business Continuity Contingency Plan as a result of an Event of Force Majeure. The Party (hereinafter in this Section the “Affected Party”) implementing the Business Continuity Contingency Plan shall forthwith give written notice to the other Party of becoming aware of an Event of Force Majeure to the Affected Party. The Affected Party shall be entitled to a reasonable extension for the time of completion of its obligations set forth in this Agreement and in accordance with the Business Continuity Contingency Plan that may be reasonably required by the Affected Party and agreed to by the other Party to mobilize to continue with the fulfillment of its obligations pursuant to this Agreement. The Parties acknowledge and agree that in the event of conflict between the terms and provisions of this section and any other section contained in the Agreement, the terms and provisions of this section shall govern and apply. 5.5 Termination Either party may terminate this Agreement at any time, without fault and without liability, upon six (6) months’ written notice to the other. Either party may terminate this Agreement at any time if the other does not comply with any of its terms, provided notice is provided and the party failing to meet its obligations is given a reasonable time to comply. Upon termination, the County shall pay the Town/Township for all services satisfactorily performed up to and including the date of termination. 6.0 NOTICE 6.1 Any notice as provided for under this Agreement may be served or given (a) by the County to the Town by mailing (by prepaid registered mail), emailing, or faxing the same addressed to: The Corporation of the Town of Tillsonburg 10 Lisgar Ave Tillsonburg, Ontario N4G 5A5 Fax No. 519-688-0759 E-mail clerks@tillsonburg.ca Attention: Clerk and Page 250 of 337 (b) by the Town to the County by mailing (by prepaid registered mail), emailing , or faxing the same addressed to: 7.0 INUREMENT County of Oxford , P. 0 . Box 1614 , 21 Reeve Street Woodstock, Ontario . N4S 7Y3 Fax No . (519) 421-4713 E-mail : clerks@oxfordcounty .ca Attention : Clerk 7.1 This Agreement and everything herein contained, unless the context otherwise requires , shall inure to the benefit of and be binding upon the parties hereto , their successors and assigns respectively . The parties hereto have hereunder set their hands and seals the day and year first above written, and the parties hereto have hereunto affixed their Corporate Seals by the hands of their proper officers duly authorized in that behalf. Dated at Woodstock , Ontario this _day of ____ ,2020. The Corporation of the Tow Kyle Pratt , CAO County of Oxford Page 251 of 337 2020 2021 2022 2023 2024 Actual*Estimate2*Estimate2*Estimate2*Estimate2* Large article $3.19 $3.20 $3.23 $3.26 $3.28 Cost phase-in allowance 1 $1.25 $0.50 $0.00 $0.00 $0.00 $4.44 $3.70 $3.23 $3.26 $3.28 Customer Service $2.50 $2.50 $2.50 $2.50 $2.50 Cost per household $6.94 $6.20 $5.73 $5.76 $5.78 1 Costs have been phased in over 2 years 2 Future period rates are estimated; recalculation will be based on paragraph 2.5 of the agreement * Rates are effective May 1 2020 2021 2022 2023 2024 Actual Estimate2 Estimate2 Estimate2 Estimate2 Yard waste drop off site $15.30 $15.59 $15.88 $16.18 $16.48 Cost phase-in allowance 2 $3.00 $1.50 $0.00 $0.00 $0.00 Cost per tonne $18.30 $17.09 $15.88 $16.18 $16.48 1 Costs have been phased in over 2 years 2 Future period rates are estimated; recalculation will be based on paragraph 2.5 of the agreement 2020 2021 2022 2023 2024 Actual Actual Estimate1 Estimate1 Estimate1 Landfill Tipping Fees $16,400 $16,470 $16,720 $16,970 $17,220 Annual Cost $16,400 $16,470 $16,720 $16,970 $17,220 1 Future period rates are estimated; recalculation will be based on paragraph 2.5.1 of the agreement ANNUAL FEES APPLICABLE TO TILLSONBURG AGREEMENT SCHEDULE "A" PER HOUSEHOLD FEES APPLICABLE TO TILLSONBURG AGREEMENT SCHEDULE "B" PER TONNE FEES APPLICABLE TO TILLSONBURG AGREEMENT SCHEDULE "C" Page 252 of 337 BY-LAW NO. 4889-2007 SCHEDULE "A" Description of Fee or Charge Approved 2023 Rate HST Rate Notes Waste Management 83 Litre Recycling bin $6.20 Inc. HST Apartment Recycling bin (small) $3.50 Inc. HST 360 Litre Multi-residential $36.00 Inc. HST 360 Litre Industrial/Commercial and Institutional Recycling totes $72.00 Inc. HST Recycling lid for 83 Recycling bins $2.70 Inc. HST Composters $10.00 Inc. HST Green Cone $50.00 Inc. HST Green Cone Accelerator Powder $4.00 Inc. HST One bag tag shall be used for each garbage bag (up to 76 x 96 cm) or each rigid container (up to 128 litres) and each such bag or container must weigh less than Bag Tags $2.00 Exempt per tag 20kg. Two bag tags shall be used for each rigid container with a volume between 129 and 240 litres and this container must also weigh less than 20kg. Three bag tags shall be used for each rigid container with a volume between 241 and 360 litres Disposal of waste at Salford Landfill $89.00 Exempt per tonne Construction and demolition material $85.00 Exempt per tonne Minimum tipping fee $10.00 Exempt Freon Units $10.00 Exempt per unit ICI Hazardous Waste - authorized by-law 5274-2011 $30.00 Exempt per 25L container Fixed Rate Tipping Fees (Mixed Solid Waste) when weigh scale is offline Passenger Vehicle $15.00 Exempt Passenger Vehicle and Trailer $22.00 Exempt Pick-up Truck $16.00 Exempt Pick-up Truck and Trailer $45.00 Exempt Cube Van $57.00 Exempt Stake Truck $62.00 Exempt Farm Vehicle $145.00 Exempt Based on average gross weight for vehicle type Single-Axle Vehicle $108.00 Exempt Single-Axle Vehicle and Trailer $187.00 Exempt Tandem-Axle Vehicle $490.00 Exempt Tandem-Axle Vehicle and Trailer $842.00 Exempt Compacted Roll Off Vehicle $401.00 Exempt Non-Compacted Roll Off Vehicle $200.00 Exempt Page 8 of 12 Page 253 of 337 BY-LAW NO. 4889-2007 SCHEDULE "A" Description of Fee or Charge Approved 2023 Rate HST Rate Notes Fixed Rate Tipping Fees (Construction and Demolition Waste) Passenger Vehicle $18.00 Exempt Passenger Vehicle and Trailer $37.00 Exempt Pick-up Truck $27.00 Exempt Pick-up Truck and Trailer $112.00 Exempt Cube Van $57.00 Exempt Stake Truck $172.00 Exempt Based on average gross weight for vehicle type Farm Vehicle $142.00 Exempt Single-Axle Vehicle $114.00 Exempt Single-Axle Vehicle and Trailer $208.00 Exempt Tandem-Axle Vehicle $297.00 Exempt Tandem-Axle Vehicle and Trailer $355.00 Exempt Compacted Roll Off Vehicle $184.00 Exempt Non-Compacted Roll Off Vehicle $227.00 Exempt Wastewater Treatment Sewage Over-Strength Agreement Rate (over and above By-law No.2719-87 limit including but not limited to Biochemical Oxygen Demand, Total Suspended Solids and Total Phosphorus). This rate $1.70 Exempt per kg may be part of an agreement with the County Sewage Over-Strength Agreement Exceedance Fee (over and above the Over-Strength Agreement Rate limit defined in an agreement with the County). $3.40 Exempt per kg Collection of Sewage Samples under Over-Strength Agreement $60.00 Exempt per hour Laboratory Costs for Samples collected under Over-Strength Agreement (set collection list) Actual cost Exempt Laboratory Costs for Samples collected under Over-Strength Agreement (each additional sample) Actual cost Exempt General Hauled Septage $13.00 Exempt per cubic meter Hauled Wastewater (Domestic waste from a single source that is not general hauled septage, that meets the sewer use By-law No. 2719- 87 whose source is within Oxford County and > 22,700 Litres either at one time or over the course of a year) $1.70 Exempt per cubic meter Holding (Large volume wastewater) Tank Waste Portable Toilet Waste Peat Moss Septic System Waste $6.50 $13.00 $13.00 Exempt Exempt Exempt per cubic meter per cubic meter per cubic meter Page 9 of 12 Page 254 of 337 Page 1 of 2 Subject: Tillsonburg Business Improvement Area 2023 Memorandum of Understanding Report Number: RCP 23-04 Department: Recreation, Culture & Parks Submitted by: Julie Columbus, Director of Recreation, Culture & Parks Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Report RCP 23- 04 Tillsonburg Business Improvement Area 2023 Memorandum of Understanding be received as information; and THAT Council approve the proposed 2023 BIA Memorandum of Understanding (MOU) as outlined within this report; and THAT the Tillsonburg Business Improvement Area Memorandum of Understanding and Direction rate be increased by 15% in 2023 and be capped at the Town’s Consumer Price Index of 5.7% for the years 2024 and 2025 as per Council Resolution # 2023-025; and THAT the Mayor and Director of Corporate Services/Clerk be authorized to sign the 2023 Business Improvement Area Memorandum of Understanding Agreement attached hereto as Appendix A. BACKGROUND The purpose of this report is to present Council with the proposed Tillsonburg BIA 2023 Memorandum of Understanding (MOU), which outlines each party’s roles and responsibilities for the upcoming year. DISCUSSION Staff have had the opportunity to meet with the Tillsonburg BIA Executive Director to discuss the 2023 Business Plan. The attached draft MOU agreement will guide operations The BIA presented an MOU outlining the tasks they will be responsible for and will continue to look after all maintenance activities as outlined with the new addition of the grounds keeping around the Clock Tower. The financial request for an increase is due to inflation, increase of population and downtown visitors. It should also be noted that the Page 255 of 337 RCP 23-04 Page 2 of 2 funding previously received from the County of Oxford has not continued for 2023 which required the BIA to readjust their budget and business plan accordingly. CONSULTATION This report has been prepared in consultation with staff in the Recreation, Culture & Parks Department and Director of Finance. The RCP Director facilitated discussions with the BIA representatives, and the Director of Finance reviewed the financial arra ngements proposed by the BIA. FINANCIAL IMPACT/FUNDING SOURCE At the Council Meeting on January 16th, 2023, Resolution # 2023-025 approved an increase of 15% over the 2022 town’s financial contribution. The 2023 contribution will be $35,115 and will be included in the draft 2023 RCP Operating Budget. The same resolution also approved a 5.7% CPI increase for the 2024 and 2025 contributions. Theses budget amounts will reflect $37,117 in 2024 and $39,233 in 2025. The payment will be made monthly from the Town to the BIA. 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 – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles ; Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base. Strategic Direction – Facilitate the enhancement and diversification of retail and dining opportunities in the downtown; Support local businesses in post-COVID-19 recovery. Priority Project – Ongoing Projects - Continued support for BIA and town-wide businesses during COVID-19 recovery. ATTACHMENTS Appendix A – 2023 Tillsonburg Business Improvement Area Memorandum of Understanding Page 256 of 337 Page 1 of 7 2023 MEMORANDUM OF UNDERSTANDING BETWEEN THE DOWNTOWN TILLSONBURG BUSINESS IMPROVEMENT AREA + THE CORPORATION OF THE TOWN OF TILLSONBURG 1.0 STATEMENT OF INTENT: The Town of Tillsonburg (Town); representing the community at large, and the Downtown Business Improvement Area (BIA); representing the service, industrial, institutional and commercial community in the Downtown Core enter into this Memorandum of Understanding to establish a working partnership/relationship to further enhance that goal. For other services provided including the installation and removal of Christmas lights; banners; and other goods and services - the BIA will initiate separate agreements with the 3rd party – i.e. installation & removal of Christmas lights and seasonal banners. 2.0 GUIDING PRINCIPLES: The following guiding principles will direct the deliberations of the Town and BIA in achieving that goal. 2.1 Assist business entrepreneurs to establish and thrive in the Core on an ongoing basis. 2.2 Provide through the Town’s Economic Growth Strategy a framework for growth, management and development. 2.3 Initiate improvement projects that will enhance the Community profile of the Core. 2.4 Provide financial incentives and technical resource assistance as requested and/or needed. 2.5 Encourage and support the BIA management board and staff in their endeavours. 2.6 Promote and raise the profile of the Core in surrounding communities as the place to visit and shop. 2.7 Develop plans for continuous improvement of all capital assets and beautifications. 2.8 Coordinate annual operating and capital plans between the parties, where feasible and practical. 2.9 Develop communication protocols and procedures to enhance the effectiveness of BIA operations in the Downtown Core. 2.10 Provide for the annual review of by-laws to ensure consistency between Town and BIA strategic objectives. 2.11 BIA and Town to review and agree upon capital projects prior to the Town’s budget approval by Town Council. Page 257 of 337 Page 2 of 7 3.0 MANDATES: BIA: The BIA as set out in the Municipal Act, has been established to promote (a) the Core as the major business and shopping area of the Town and (b) the improvement, beautification and maintenance of municipally owned land, buildings, and structures in the area beyond that provided (incremental to) the expense of the municipality. TOWN: The Town of Tillsonburg, as set out in the Official Plan, is obligated to maintain, develop, and create a strong, healthy, and vibrant Downtown Core consistent with the Corporate strategic plan and best practices as demonstrated by similar towns & cities in Canada. 4.0 CONDITIONS PRECEDENT: The parties agree to the following conditions: 4.1 Capital projects of a minor nature as set out above will be the responsibility of the BIA to fund under separate levy subject to a business plan being presented to Council that includes the ongoing operating costs associated therewith. A list of project assets to date is provided in Appendix A. 4.2 Operating costs between the parties will be in accordance with the approved schedule attached as Appendix B. 4.3 Any additional charges or costs other than those contained in this agreement must be agreed to by the parties prior to procurement and/or issuance of a purchase order. 4.4 INSURANCE: The Town of Tillsonburg will allow the BIA to insure the BIA vehicle(s) and offices under a rider in the town’s existing insurance policy with INTACT Public Entities. The town will invoice the BIA for that portion of the insurance cost(s) applicable to the BIA. The BIA agrees to pay for the insurance premium amounts for this coverage. 4.5 The payment for services provided by the BIA under this MOU and paid for by the Town are to be billed in twelve (12) equal installments Paid by EFT to the DTBIA bank account as provided. 5.0 AMENDMENTS: Amendments to the agreement will require the mutual consent of the parties but will otherwise be considered at the annual review meeting to take place in September of each year. The BIA Board of Management and Town Council must approve all proposed amendments. 6.0 TERMS OF THE AGREEMENT: 6.1 The agreement will be reviewed annually and will be in effect from the commencement date of January 1st, 2023, to December 31st, 2023. 6.2 The annual review will take place in September of each year and prior to the approval of the Town and BIA budgets for the upcoming fiscal year. Page 258 of 337 Page 3 of 7 Note: There are inflationary adjustments applied to specific categories to reflect cost pressures partially offset by efficiency improvements. There are also adjustments to reflect increased transients; higher incidence of dumped garbage; increased waste collection in existing waste containers; managing sharps (needles); management and/or removal of temporary homeless persons encampments; management of shopping carts on town property etc. There is a further adjustment to the scope of work with respect to the ground-level maintenance of the Clock Tower area, (excluding the building), whereas the gardens will be rehabilitated and new plantings installed & the DTBIA will perform all daily maintenance tasks including weed control, etc. DOWNTOWN TILLSONBURG BUSINESS IMPROVEMENT AREA (BIA) __________________________ __________________ By: Date: THE CORPORATION OF THE TOWN OF TILLSONBURG __________________________ __________________ By: Date: __________________________ __________________ By: Date: APPENDIX A: BIA ASSETS 1.0 STREET FURNITURE: 1.1 Benches – cast iron and wood slat construction - 29 1.2 Glass top tables (36” x 36”) – 34 1.3 Glass top side tables (20” x 20”) – 15 1.4 Round steel slat tables - 24 1.5 Black aluminum chairs – 160 1.6 Nylon brown chairs - 60 1.7 Hexagon picnic tables – 2 (1 one was discarded due to damage) 1.8 Round black slat aluminum tables – 20 1.9 Patio heaters – 12 (additional 12 on order) 1.10 Nylon black chairs - 20 Page 259 of 337 Page 4 of 7 2.0 SMOKING CONTROL: 2.1 Butt stop – stand alone unit – 15 (2 discarded due to damage) 2.2 Butt stop – wall mount – 5 3.0 POTS & PLANTERS: 3.1 Narrow/tall single planter - 38 3.2 Large brown pots – 30 3.3 Medium brown pots - 20 3.4 Square planters - 3 4.0 GARBAGE CONTAINERS: 4.1 Black steel double unit – 11 4.2 Barrel style with red lid – 1 4.3 Bonnet style with black lid - 1 4.4 Rubbermaid – round style with lid – 2 4.5 Rubbermaid – square with lid – 2 4.6 Rubbermaid – square with recycling lid – 1 5.0 SHADE STRUCTURE & SUPPORTS: 5.1 7’ umbrella – 66 5.2 9’ umbrella – 11 5.3 Umbrella bases – large – 60 5.4 Umbrella bases – small – 24 6.0 OFFICE EQUIPMENT: 6.1 IT – laptop computers – 1 6.2 IT – desktop computers – 2 6.3 IT – colour printers – 3 6.4 IT – iPhones – 2 6.5 IT – label maker – 1 6.6 Furniture – tables – 9 6.7 Furniture – office chairs – 12 6.8 Office miscellaneous – 23 7.0 STREETSCAPE IMPROVEMENTS: 7.1 Broadway node reconstruction circa 2004: 7.1.1 Interlocking stone-works 7.1.2 Cast iron tree grates 7.1.3 Trees 7.1.4 Accessible ramps 7.1.5 Tree guards 7.1.6 Power outlets 7.2 Heritage LED light fixtures circa December 2018: 7.2.1 Contribution to capital cost for procurement differential: ($114,000 comprised of 70 fixtures) Page 260 of 337 Page 5 of 7 8.0 ELECTRONIC BULLETIN BOARDS & DISPLAYS 8.1 EBB at Venison & Broadway 8.2 EBB at Mineral Springs 8.3 Focal point sign – John Pound Road by Mill Tales Inn 8.4 LG 47WB 50BRB-B flat panel HD TV (1 each) 9.0 POP-UP PATIO & PATIO HEATERS 9.1 Patio heaters (12) 9.2 Wood panels, cross-beams 9.3 Concrete post bases/block 10.0 VEHICLES: 10.1 2022 Chevrolet Silverado Custom (leased from GMAC Canada) 10.2 2021 – 16’ Miska – landscaping utility trailer Page 261 of 337 Page 6 of 7 APPENDIX B: COST OF SERVICES – OPERATING & CAPITAL – 2023 OPERATING YEAR 1.0 COURTESY BENCHES & SEATING Purchase, installation, storage & maintenance of all benches in the BIA zone which includes seasonal installation, (spring); maintenance during spring, summer, and early fall; and collection & storage in the winter months. Operational responsibility: 100% BIA 2.0 WASTE & RECYCLE REMOVAL: Collect, remove and disposal of waste and recycling in the Downtown Core except for the units located at the Tillsonburg Town Centre Mall campus area. This also includes the collection, removal and disposal of dumped waste items in Downtown alleys, Downtown parking lots & other public spaces including Library Lane. The BIA will be responsible for its own dumpster, labour, scheduling, service levels and disposal of collected items. Operational responsibility: 100% BIA 3.0 LANDSCAPING SERVICES STREET POTS, PLANTERS, TREES Purchase and install all trees, replace damaged or dead trees/foliage on an annual basis. Includes as-needed pruning and foliage removal. The BIA will assume the cost of the plant materials, Maintenance & care for the large Town pots located at the clock tower, major intersections & other areas in the Downtown BIA zone. Purchase and install all seasonal pots, planters, hang baskets, (includes the cost of all specimens of flowers, greenery, pot accents and signage.) The BIA added 12 new pots in 2022 and will add 20 new pots in 2022. *Note: this does not include grass cutting/maintenance. Remove all weeds from grates, curbs, sidewalks, alleys, walkways, public areas, parkettes, traffic signals + nodes. Includes the flower beds and ground level vegetation at the Rotary Clock Tower. Operational responsibility: 100% BIA 4.0 WATERING/IRRIGATION Includes watering/irrigation of all pots, plants, baskets, planter units & urns in the BIA defined zone including those owned by either the BIA or Town of Tillsonburg. Due to increased temperatures; watering frequency is forecasted to be 7 days a week in 2023. This service includes the cost of water, fertilizer, hoses, nozzles, pumps & other equipment that is Page 262 of 337 Page 7 of 7 required to undertake this effort. Operational responsibility: 100% BIA 5.0 STREET SIGNS/BLADES/MISC SIGNAGE 100% responsibility of the BIA with The Town providing $1,500 per annum for replacement and/or new street signage that meets AODA standards. This service includes the design, approval, procurement, installation, maintenance & repair of all Downtown street blade signs on an annual basis. Note: For 2023; commence transition to proper AODA standards. The design of the blades will be made in conjunction with the new wayfinding signage being installed throughout the town. Operational responsibility: 100% BIA 6.0 MAINTENANCE ACTIVITIES INCLUDING PUBLIC AREAS The BIA will perform day-to-day sweeping in all downtown areas of the commercial corridor. This service includes all labour costs; cost of removal of waste receptacles, cost of equipment, cost of PPE & supervision of student labour including an operational plan and system for BIA staff to follow. This service also includes the one-time, annual spring clean-up from the winter thaw. Cleaning up of dog waste/feces. Management of homelessness Impacts including removal of shopping carts, discarded items, Cleaning up after parades, events, food trucks, worker buses. Operational responsibility: 100% BIA TOTAL FUNDING FROM THE TOWN TO BIA: 2023: $35,115 2024: $37,117 2025: $39,233 Page 263 of 337 Page 1 of 3 Subject: Station Arts Centre 2022 to 2024 Memorandum of Understanding Report Number: RCP 23-05 Department: Recreation, Culture & Parks Department Submitted by: Julie Columbus, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Report RCP 23-05 Station Arts Centre 2022 to 2024 Memorandum of Understanding be received as information; and THAT Council approves the proposed Memorandum of Understanding (MOU) attached to this report; and THAT the Town calculated Consumer Price Index (CPI) be used for the grant contribution in 2023 and 2024; and THAT the Mayor and Director of Corporate Services/Clerk be authorized to sign the Station Arts Centre 2022 to 2024 Memorandum of Understanding Agreement attached hereto as Appendix A. BACKGROUND The Station Arts is a charitable organization with a mission to promote the arts within Tillsonburg and area. They are a local historical site that provides visitor information, art galleries, art programming, a variety of in house groups, artisan gift shop, pottery studio & Saturday Farmer’s Market. In 2021, Staff presented a report to Council presenting the St ation Arts 2022 to 2024 Memorandum of Understanding (MOU), which outlines each party’s roles and responsibilities and to addresses the annual grant increase during the years of the MOU. The 2022 to 2024 MOU was presented to Council in 2021 with the noted resolution below but was unfortunately never signed by the Town. The 3% increase was applied to the 2022 grant contribution. Resolution # 2021-565 Moved By: Councillor Parker Page 264 of 337 RCP 23-05 Page 2 of 3 Seconded By: Councillor Gilvesy THAT the Station Arts 2022 MOU be increased by 3% over the 2021 MOU agreement. Carried DISCUSSION Staff are recommending the Town calculated CPI be applied for the MOU moving forward in 2023 and in 2024. The attached MOU has been updated to reflect this recommendation. The Station Arts grant in 2021 was $41,208. With Council’s approval of a 3% increase for 2022 that was brought to $42,444. With the Town’s calculated CPI of 5.7% for 2023, that would take the grant to $44,864, which staff have included in the budget. In 2024, the final year of the MOU, staff are recommending that the town calculated CPI be used for the grant increase as well. CONSULTATION This report has been prepared in consultation with the Director of Finance and the Recreation, Culture & Parks Department. FINANCIAL IMPACT/FUNDING SOURCE The proposed request of $44,864.00 will be included in the 2023 RCP Operating Budget. 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 – Within the community, Tillsonburg will strive to offer all residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg; Expand community partnerships in the delivery of programs and amenities. Page 265 of 337 RCP 23-05 Page 3 of 3 Priority Project – N/A ATTACHMENTS Appendix A – Station Arts Centre 2022 to 2024 Memorandum of Understanding Page 266 of 337 Page 1 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 Memorandum of Understanding BETWEEN The Corporation of the Town of Tillsonburg (Hereinafter referred to as the “Town”) -and- Tillsonburg District Craft Guild (operating as the Station Arts Centre) (Hereinafter referred to as the “TDCG”) Dated: February 1, 2022 WHEREAS the TDCG and the Town wish to enter into this Memorandum to have the TDCG perform certain services and the Town provide certain resources described herein in accordance with the terms of this Memorandum for the years 2022, 2023 & 2024. Now therefore in consideration of the mutual covenants of the parties set forth in this Memorandum and other good and valuable consideration the receipt and sufficiency of which is hereby acknowledged, the TDCG and the Town agree as follows: 1. PURPOSE The purpose of this Memorandum is to continue and expand a framework of cooperation between the Town and the TDCG for the provision of arts, culture and tourism information services in Tillsonburg to the benefit of both its residents and visitors. 2. STATEMENT OF BENEFITS 2.1. The benefits to the Town include: 2.1.1 The provision of Arts & Culture through classes, workshops etc. offered to the Residents of Tillsonburg. 2.1.2 Raising the cultural profile of the Town of Tillsonburg through art exhibitions and create a cultural destination point in and for the Town of Tillsonburg. 2.1.3 The provision and expansion of youth cultural immersion in the form of supervised classes, Summer Art Camps, March Break program, workshops, School pilot programs, PA Day programs. 2.1.4 The provision of a tourism information centre that offers a high-profile location adjacent to Broadway and within the Downtown core. Page 267 of 337 Page 2 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 2.1.5 The provision of tourism information and amenities to the general public and visitors to the Town through a tourism reception person that provides information and assistance. 2.1.6 The provision of a tourism coordination function to ensure effective liaison between local tourism initiatives/events and Tourism Oxford as well as other regional marketing initiatives. 2.1.7 The appropriate use of an existing Town-owned heritage building; 2.2 The benefits to the TDCG includes: 2.2.1 Financial support for operational costs of providing arts & culture programming and supporting the provision of tourism information to visitors. 2.2.2 A facility and grounds to operate from to provide: a) art & culture exhibitions; b) space for retail sales of art and artisanal works; c) classes and workshops to TDCG members and the public; d) meeting and working space for TDCG members and activities; and e) ancillary TDCG activities 3. RESPONSIBILITIES 3.1 The Town shall: 3.1.1 Allow the TDGC to occupy the Station Arts Centre building throughout the term of this Memorandum for furthering arts, culture and tourism in the Town of Tillsonburg and surrounding area. 3.1.2 Pay to the TDCG the sum of $42,444 in 2022. In 2023 and 2024, the annual amount will increase annually in accordance with the Town calculated Consumer Price Index. Payment will be made subsequent to the approval of the Town’s annual operating budget. 3.1.3 Agree to entertain negotiations and applications from time to time for special purpose grants. 3.1.4 Maintain the property at 41 Bridge St. W. to Town standards for Town Responsibilities as outlined in “Schedule B“ including, but not limited to: a) Structural maintenance such as roof and all other exterior items; b) Snow removal, including the adjacent Electronics Recycling location; c) Sidewalk maintenance; and d) Mechanical systems such as electrical and plumbing, and HVAC systems. Page 268 of 337 Page 3 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 3.1.5 Maintain the Parkette surrounding the Caboose adjacent to the property at 41 Bridge Street West. 3.1.6 Appoint an ex-officio liaison between the Town and the TDGC for the duration of this Memorandum. 3.1.7 In the spirit of cooperation, should the Town host staff-wide training, the Town will make every reasonable effort to advise TDGC in advance to determine if their staff ought to participate. Generally, in the spirit of goodwill, the Town will not charge TSC for the training opportunities beyond the specific costs of the training (if any) 3.2 The TDCG shall: 3.2.1 Provide information and amenities to the general public and visitors during regular business hours; namely, Monday to Saturday from 9am-4pm with the exception of Statutory Holidays and the Station Arts Centre two week shutdown over the Christmas Holidays. 3.2.2 Provide trained staff to deliver the services noted in through a combination of full-time, part-time and volunteer staff. 3.2.3 Maintain program support for current activities the same as or similar to the list of events listed in Schedule “A”. 3.2.4 Partner with local events when applicable and possible. For example, but not limited to: a) Springfest; b) Turtlefest/Creative Imaginations Festival; c) Oxford Cheese Month; d) Participation on the Cultural, Heritage & Special Awards Advisory Committee; e) Oxford Creative Connections; f) Woodstock Art Gallery (Visual Elements Juried Exhibit) and g) Forgefest 3.2.5 Maintain role as coordinator for the Electronics Recycling Program. 3.2.6 Maintain liaison role with Tourism Oxford through promoting local & cultural initiatives. Page 269 of 337 Page 4 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 3.2.7 Maintain the property at 41 Bridge St. W. to Town standards for TDCG Responsibilities as outlined in “Schedule B” including, but not limited to: a) payment of costs for all utility services; b) payment of costs for communications services including phone and internet service, etc.; c) interior amenities and aesthetics including painting and wall coverings; and d) perform or have performed all interior janitorial services. 3.2.8 Maintain the Caboose displayed at 41 Bridge Street West Parkette west of the Station to Town standards. 3.2.9 Maintain tenant insurance for the TDCG chattels on the premises. 3.2.10 Maintain a Liability Insurance policy with a minimum coverage of $5,000,000, and provide the Town with an annual Certificate of Insurance naming the Corporation of the Town of Tillsonburg as an additional insured. 3.2.11 Participate in appropriate planning and fundraising for long-term capital projects in liaison with the Town. 3.2.12 Provide quarterly updates to the Town with respect to the number of participants in the activities of the TDCG and submit an audited financial statement to the Town on an annual basis. Page 270 of 337 Page 5 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 4. PROGRAM EXPANSION 4.1 To facilitate the provision of cultural and tourism service for the Town, programming must be kept current. As such, the TDCG shall assist with new events and expand current events, and initiatives as proposed and approved by the TDCG board and Community Partners. 4.2 The TDCG will liaise with Tourism Oxford and other tourism and community groups to develop new initiatives and approaches, i.e. Cooperative marketing opportunities. 4.3. The TDCG will work with the Town and other agencies to build tourism, cultural awareness and opportunities, and where applicable, partner with other groups in Tillsonburg and area 5. AMENDMENT 5.1 Notwithstanding this Memorandum, should any of the above responsibilities cause undue financial distress to the responsible organization, the Town and the TDCG shall each have the right to initiate a renegotiation and/or an amendment to this Memorandum. 5.2 Any non-financial amendments within the scope of this Memorandum shall be made by the issuance of a written modification, signed and dated by the Town and the TDCG, prior to any changes being performed and by mutual consent of both parties. Returned email confirmation by the signing parties is also an acceptable form of amendments should the matter be time sensitive in nature. 6. PARTICIPATION IN SIMILAR ACTIVITIES 6.1 This Memorandum in no way restricts the Town from participating in similar activities with other public or private agencies, organizations and individuals. 7. EFFECTIVE DATE 7.1 This Memorandum is effective upon signature of the parties and will remain in effect until December 31, 2024, unless terminated as provided for under the subsequent section. 7.2 For the period of time during the change in the term of Council and the renewal or replacement of this Memorandum by the subsequent Council, the terms of the Memorandum will be considered to be in effect, excepting Section 3.1.2 Page 271 of 337 Page 6 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 8. TERMINATION 8.1 This Service Agreement may be terminated by either party at any time with sixty (60) days notice, delivered in writing as provided below: 9. NOTICES 9.1 All notices, requests, directions or other communications (" Notices") required or permitted herein will be in writing and will be delivered to the parties hereto respectively as follows: If to the Town of Tillsonburg: The Corporation of the Town of Tillsonburg 200 Broadway, 2nd Floor Tillsonburg, ON N4G 5A7 t) 519-688-3009 ext. 3224 f) 519-842-9431 Attn: Clerk If to the TDCG Tillsonburg District Craft Guild 41 Bridge St. W. Tillsonburg ON N4G 5P2 t) 519-842-6151 Attn: President Page 272 of 337 Page 7 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 IN WITNESS WHEREOF, the duly authorized officers of the parties have executed this Agreement as of the date first written. The Corporation of the Town of Tillsonburg By: ____________________________________ Name: Deb Gilvesy Title: Mayor of Tillsonburg By:_____________________________________ Name: Tanya Daniels Title: Director of Corporate Services/Clerk Date: ___________________________________ We have authority to bind the Corporation. Tillsonburg District Craft Guild By: ______________________________________ Name: __________________________________ Title: President of the Board of Directors Date: __________________________________ I have authority to bind the TDCG Page 273 of 337 Page 8 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 “Schedule A” The Tillsonburg District Craft Guild are instrumental in providing programming & administrative support in the following activities: ● Kids Camp/PA Day activities ● Farmers Market (May to November) ● Oxford Studio Tour ● Doors Open Oxford ● Beyond the Garden Gate Tour ● Turtlefest/Creative Imaginations ● Canada Day Pancake Breakfast ● Summer Camps ● Week of Remembrance ● Christmas Tour of Homes ● Help Portrait ● Holiday Arts Market Page 274 of 337 Page 9 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 Schedule ‘B’ Assignation of Responsibilities with respect to: Buildings, Maintenance, Repairs, Contracts Town Representatives Station Representatives Town Responsibilities Station Responsibilities 1. Bricks and Mortar-Structural-exterior- roof, foundation, courtyard 2. Snow Removal 3. Lawn maintenance 4. Sidewalk maintenance 5. Utility repair and replacement-HVAC, electrical, plumbing 6. Any audits for security, utilities, structure 7. Present upgrades/repairs/alterations to Town Council for consideration. 8. Liaison with the Station for Station Board meetings and presentations to Town. 9. Pre-existing contracts for service & repair contractors by the Station will be honoured by the Town so long as they have WSIB and insurance (i. e. D&B ClimateCare, ADT) 10. Agents of the Town (Owner) are emergency contacts after Guild contacts. 11. Manager of Parks & Facilities and Facilities Supervisor have security access to the Red Station and ADT panel 12. Manager of Parks & Facilities will have key to main door should Red Station entry fail 1. Interior aesthetics 2. Painting interior 3. Utility Costs 4. Monitor security and smoke alarm system 5. Janitorial requirements 6. Contact Manager of Parks & Facilities in emergencies with structure, HVAC, electrical, plumbing 7. Notify Town Liaison with any upgrades/repairs/alterations that should be considered for Town Budget deliberations for the next year. This is done annually in the fall for Council and confirmed if allowed by March of the following year. 8. Notify Town Liaison of any grant applications for aesthetics that may address structure, HVAC, electrical, plumbing for approval and letter of support for application, along with 3 quotes for the project. 9. Any variations/overages may be considered by the Town and calculated as a variance and part of the operating budget of the Town for this facility. Under $5000 may be addressed at the discretion of the Manager of Parks & Facilities as operational repairs. 10. Amounts over $5000 must go to Town Council for consideration as capital expense. Process to Commence Work Process to Commence Work 1. Assess request from Station 2. Emergency-confirm repairs to be done and any preexisting contractors to carry out work Call in customer service general line 519-688- 3009 or call/email Manager/Supervisor directly at contact information below: i.e. requests for work Email and Call if urgent Page 275 of 337 Page 10 / 10 Memorandum of Understanding – Town of Tillsonburg & Tillsonburg District Craft Guild – January 18, 2022 3. Inform Station when work is to commence and the contractor being used 4. General request-may use preexisting contractors but still requires quotes Town Contacts by priority Contacts by priority 1. Manager of Parks & Facilities Matt Johnson mjohnson@tillsonburg.ca 519-688-3009 x4271, 519-808-7727(c) 2. Facilities Supervisor Karen Patenaude - kpatenaude@tillsonburg.ca, 519-688-3009 x2248, 519-403-6881 (c) 1. Office Administrator Autumn Simeays asimeays@stationarts.ca 519-842-6151 2. Program/Community Coordinator Tabitha Verbuyst tverbuyst@stationarts.ca 519-842-6151 Page 276 of 337 Page 1 of 4 Subject: Weekend Security for Outdoor Rink Report Number: RCP 23-06 Department: Recreation, Culture and Parks Department Submitted by: Julie Columbus, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives report RCP 23-06 Weekend Security for Outdoor Rink as information; and THAT the addition of a weekend security guard to patrol the Outdoor Rink between 5:00 pm and 9:00pm on Friday to Sunday from February 17 to March 19th be approved; and further THAT the additional $2,500 of approximate expense be covered under the 2023 RCP Building Maintenance Sub-contract Expense GL Operating Budget. BACKGROUND The Outdoor Rink has had a history of incidents over the past couple of winters. This past fall and winter season there has been an increase of vandalism, graffiti and unruly behaviour at the facility and surrounding property. Patrons have used disrespectful language towards other patrons and town staff. They have vandalized the property and spray painted (“tagged”) various buildings and amenities at Memorial Park including the Outdoor Rink. Other challenges at the Outdoor Rink have been brought forward pertaining to patrons and the safe use of the facility. Rules were established to ensure patrons could safely access the ice and enjoy the Outdoor Rink in various ways. Even Days of the month are strictly for leisure skating, no sticks and pucks allowed where Odd Days of the month Page 277 of 337 RCP 23-06 Page 2 of 4 allow for pick-up and hockey/ringette activities, permitting the use of sticks, pucks and rings. The rules are posted on signage at the facility. DISCUSSION Despite the clear definition of the permitted use at the Outdoor Rink staff were still seeing misuse of the facility by disrespectful patrons who were rude to other users and not obeying the posted rules as well as graffiti happening regularly. Staff hired a security company to provide one guard on site from 5pm – 9pm daily during the winter holiday, from December 26th to January 9th. The security guard was asked to ensure users were made aware of the rules, that the rules were being followed and to do walk-throughs of the Tillsonburg Community Centre regularly during each shift. The hope was that their presence would deter vandalism and allow residents to use the rink in a safe manner. Security did have to call the police a couple of times during the two weeks they were working. OPP officers attended the rink and dealt with residents who were not obeying the posted rules. A request was also presented to OPP on behalf of RCP to increase drive-byes of the Outdoor Rink and include it as part of their nightly patrol. The security guard provided a detailed report for both incidents that took place at the Outdoor Rink. TCC staff have been asked to share the first hand impacts of having a security guard on site and to provide feedback on the effects it has had on operations with the additional assistance on site. Please note the feedback included below: “This is the first year that I am not receiving complaints from the public on a regular basis. For the last few years I received several complaints a week from res idents regarding rules not being followed and unruly behaviour on the rink. I think the investment is well worth it if it protects our assets and makes the rink safe for residents. I think it also provides staff with a resource if things are getting out of hand, although it seems like having security was a deterrent for unwanted behaviour which is a win!” “Security Guards are a positive addition to the team at the Tillsonburg Community Centre. As long as the vandalism is at the level it’s at right now we need this help. Our regular staff have tried to be a visible presence here at the Centre. The vandals are well aware of where our staff are and when they are on the move. It is extremely disheartening to constantly be tagged even when we are trying so hard to identify the vandals.” “Any security presence upstairs is vital these days. “Taggings” are happening more and more, for whatever the reason(s)? It’s impossible to be on the ice flooding or in the Page 278 of 337 RCP 23-06 Page 3 of 4 basement doing pool checks, and maintain a watchful e ye on the rest of the building…full-time security may be needed to protect our large, vulnerable building.” The RCP Supervisors who work at the TCC have also adjusted their schedules so that one supervisor is present at the facility nightly during the week. Staff would like to hire the security company to continue and have a guard present Friday through Sunday from 5:00pm to 9:00pm from February 17th to March 19th at a cost of approximately $2,500. CONSULTATION This report has been prepared in consultation with the CAO, Director of Finance, RCP staff, the Manager of Recreation Services, Manager of Parks and Facilities, Director of Recreation, Culture and Parks and the TCC Supervisors. FINANCIAL IMPACT/FUNDING SOURCE The overall 2023 budget impact would be an approximately $2,500 of additional expense which would be coded to the 2023 RCP Building Maintenance Sub-Contract Expense operating GL. This was not included as part of the proposed 2023 RCP Operating Budget that was presented to Council during budget deliberations. 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 – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Page 279 of 337 RCP 23-06 Page 4 of 4 Strategic Direction – Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg; Maintain and enhance programs and facilities to support an active, engaged senior population; Maintain and enhance programs and facilities to support an active, engaged youth population. Priority Project – N/A ATTACHMENTS Page 280 of 337 Page 1 of 4 Subject: Lake Lisgar Waterpark Renovation – Award of Tender Report Number: RCP 23 - 08 Department: Recreation, Culture and Parks Department Submitted by: Julie Columbus, Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Report RCP 23-08 Lake Lisgar Waterpark Renovation – Award of Tender be received as information; and THAT the contract for RFT2022-012 be awarded to PK Construction Inc., in the amount of $1,179,245 + HST ($1,200,000 net of non-refundable HST); and THAT in addition to the project funding of $750,000 grant and $250,000 debenture funding, the project overage of $200,000 be covered by the 2023 capital levy through the following 2023 draft budget adjustments: 1. Project X34 LLWP Deck & Furnishings of $80,000 and Project X35 Natatorium of $20,000 be moved to the 2024 budget deliberations; and 2. Project X14 Van Norman Heights Subdivision (Streetlights) be reduced by $100,000. BACKGROUND In 2022 staff received confirmation on grant funding for $750,000 to assist with the refurbishment of the Town's 1950’s 3,600 sq.ft. Lake Lisgar Waterpark building. The project scope noted exterior enhancements, masonry repairs, interior renovations, paint finishes, landscaping and accessibility improvements. The interior renovations were to include an improved accessible entrance-way with service counter, gender neutral/family changing rooms, new barrier-free washrooms and improved shower facilities. In early 2022, the Town hired A+Link Architects to create a conceptual re-design of the waterpark building, develop a detailed floor plan and renderings of the final concept. The Page 281 of 337 RCP 23-08 Page 2 of 4 architects were also tasked to coordinate the pre-consultation, Site Plan Approval documents and create the tender package for the waterpark building renovation project. DISCUSSION The preliminary estimate provided by the architect was just less than $1,000,000 for the overall project construction. Staff have worked with A+link Architecture to finalize the design for the renovation and tender documents. The renovation conceptual drawings and floor plan is attached (attachment A). The project scope of work for the tender document includes exterior enhancements, masonry repairs, paint finishes, new canteen, office space, storage, landscaping and window replacement. The interior renovations include an improved accessible entrance-way with service counter, gender neutral/family changing rooms, new barrier- free washrooms, improved shower facilities, a chemical storage space and amended staff area/first aid room. Accessibility features included in the renovation will include new accessible entrance door openers, accessible washrooms and change rooms, signage with large print and high-contrast lettering. The exterior will be painted with a fun and family themed mural to enhance community engagement with the building (Attachment A). In December 2022, in accordance with the Council approved Purchasing Policy, a detailed tender document was issued for the work. Eleven (11) qualifying proposals were received within the prescribed timeframe. The bids from lowest to highest (not including HST) are as follows: PK Construction Inc $1,498,700 Complete Building Systems Inc $1,540,000 Trigon Construction Management $1,549,157 Graceview Enterprises Inc. $1,598,000 Tonda Construction Limited $1,605,000 Elgin Contracting and Restoration Ltd. $1,615,000 Reid & Deleye Contractors Ltd $1,615,241 Accuratus Design & Build Inc $1,650,500 GEN-PRO/1320376 Ontario Ltd. $1,652,000 K&L Construction $1,807,200 MJ.K. Construction Inc. $1,842,565 Staff have reviewed each of the tendered bids with the Architect and Chief Building Official, and recommend the contract be awarded to the lowest bidder, PK Construction Page 282 of 337 RCP 23-08 Page 3 of 4 Inc. As the lowest bid Staff and the Architects were able to schedule a meeting to review and reduce the scope of work to get the budget closer to the anticipated $1 million. A meeting took place on Wednesday February 1st. The contractors, architects and staff agreed to elements to remove from the project to reduce the project scope and lower the budget. Items removed include the canteen renovation, addition of office and storage space, as well as the removal of a mechanical upgrade and elements of landscaping. With the reductions in the scope of work the overall project budget will be just less than $1,200,000. This firm has completed numerous projects for the Town of Tillsonburg. They are capable and qualified. They have identified that the work would start immediately following award and will be completed in 18 weeks. The timeline is important to ensure it aligns with the anticipated reopening of the waterpark on Father’s Day - June 18, 2023. However, staff are prepared and anticipating possible delays with supply and delivery of products. CONSULTATION This report has been prepared in consultation with staff in the Recreation, Culture & Parks Department, the Chief Building Official, Finance and the CAO. Other options for this project were also reviewed by staff which included a) cancelling the project, b) attempting to reduce and adjust the scope of work to reduce the cost, c) reposting a new tender at a future date, and d) increasing the debenture funding. Cancelling the project would require us to return the grant funding; the timeline for the project will not permit us to repost the tender and still meet the deadline. Therefore staff explored options on finding alternate funding sources to cover the unbudgeted overage. FINANCIAL IMPACT/FUNDING SOURCE The construction project was estimated to cost $1,000,000 dollars, however the lowest bid came in at $1,498,700. Staff and the architects met with the contractor to reduce the scope of work and we are able to bring down the cost. Staff are recommending the budget be set at $1,200,000 ($1,179,245 + non-refundable portion of HST) with the funding required to balance this project and cover the $200,000 overage by moving two capital facilities projects to 2024 and reduce the streetlight capital project, as follows: Page 283 of 337 RCP 23-08 Page 4 of 4 CONSTRUCTION TENDER ** $1,179,245 + non-recoverable portion of HST $1,200,0000 Grant Funding $750,000 Debenture Funding $250,000 2023 Facilities Capital Projects X34 LLWP Deck & Furnishings $80,000 X35 Natatorium $20,000 *move both projects to 2024 $100,000 2023 Streetlights Capital Project Reduce X14 Van Norman Heights Subdivision (Streetlights) $100,000 Total Revenue Source $1,200,000 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 – Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction - Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg; Maintain and enhance programs and facilities to support an active, engaged senior population; Maintain and enhance programs and facilities to support an active, engaged youth population. Priority Project – N/A ATTACHMENTS Appendix A – Schematic Designs and Floor Plan of Waterpark Building Page 284 of 337 FD FD FD FD FD IT POOL CONTROLS DN DN DNUPUP COLUMN COLUMN COLUMN COLUMNCOLUMNCOLUMN COLUMN COLUMN W/C EX-112 CHANGE ROOM EX-110 W/C EX-103 CHANGE ROOM EX-102 SHOWERS EX-111 SHOWERS EX-104FIRST AID 106 LIFE GUARD ROOM EX-105 B/F W/C EX-101 LOBBY EX-100 JANITOR'S CLOSET EX-109 RWL RWLRWL RWLRWL CHIMNEY STAIR 1 EX-114 EXIST. GAS METER SDSDUNIVERSAL W/C + SHWR A 113 5'-0" TURNING RADIUS 5'-0" MIN. TRANSFER 3'-0"MIN. TRANSFER3'-0" MIN. CLEAR 6"3'-0" M.O. 6"5'-1118"6"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118" LKR2 LKR2 LKR2 LKR2 LKR2 LKR2 0" TURNING RADIUS 5'-0" MIN. TRANSFER3'-0"MIN. TRANSFER3'-0" MIN. CLEAR 6"3'-0" M.O. 6"5'-1118"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118"6"3'-0"M.O.6"5'-1118" FAMILY C/R BARRIER FREE C/R FAMILY C/R 10'-0" B/F ACID STORAGE ROOM 107 UNIVERSAL W/C + SHWR B 000 ADMISSIONS 108 WALLET LOCKERS DRINKING FOUNTAIN DRINKING FOUNTAIN BARRIER FREE C/R C/R C/R C/R C/R C/RC/R C/R C/R C/R C/R OFFICE 000 CANTEEN 000 STORAGE 000 MCWV ICE CREAM FRIDGE POP MACHINE DOUBLE LAUNDRY SINK DRINKING FOUNTAIN + BOTTLE FILLER COPYRIGHT ALL RIGHTS RESERVED. ALL IDEAS, DESIGNS, DRAWINGS AND REPRODUCTIONS ARE THE PROPERTY OF a+LiNK ARCHITECTURE INC. AND ARE NOT BE USED OR REPRODUCED WITHOUT WRITTEN PERMISSION OF THIS OFFICE.126 WELLINGTON ROAD, LONDON ON N6C 4M8 P:519.649.0220 www.aLiNKarch.ca DATE 2022.08.04 SCALE: 1:96 SK2-1 2219PROPOSED FLOOR PLAN LAKE LISGAR WATER PARK BUILDING TILLSONBURG, ON Page 285 of 337 Page 1 of 4 Subject: ACT-i-Pass Program Report Number: RCP 23-09 Department: Recreation, Culture and Parks Department Submitted by: Andrea Greenway, Recreation Programs & Services Manager Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives report RCP-23-09 ACT-i-Pass Program; AND THAT the Town of Tillsonburg supports the partnership with Southwestern Public Health in order to provide the ACT-i-Pass program to grade 5 students beginning in June 2023. BACKGROUND On April 27, 2020 Council passed the following resolution regarding the ACT-i-Pass Program: Resolution #2020-207 Moved By:Councillor Rosehart Seconded By:Councillor Gilvesy THAT Council receives Report RCP 20-18 Act-i-Pass Program, as information; AND THAT the Town of Tillsonburg supports the partnership with Southwestern Public Health in order to provide ACT-i-Pass programs to Grade 5 students beginning in July 2020. Carried In 2020 Southwestern Public Health partnered with the City of London’s Child and Youth Network and the Human Environments Analysis Laboratory (HEALab) to offer the Page 286 of 337 RCP 23-09 Page 2 of 4 ACT-i-Pass program in Oxford County. The intention was to begin the program in July of 2020 however the COVID pandemic forced Southwestern Public Health to put the program on hold due to restrictions to recreation programs and the redeployment of public health staff to pandemic mitigation efforts. Southwestern Public Health now has the capacity to offer the program beginning in June, 2023 and has again requested a partnership with the Town of Tillsonburg in offering free recreation opportunities to students in grade 5. ACT-i-Pass is a program that allows all grade 5 students that live in or attend school in the cities of London and St. Thomas and the counties of Elgin and Oxford to access free recreation programs throughout an entire year at participating ACT-i-Pass partner organizations. The purpose of the program is to increase a child’s ability to participate in physical activity. Through this program, more kids can stay active - improving their health, reducing screen time, and increasing play in their lives. By offering various programs across the County, ACT-i-Pass reduces barriers to participation for many children. Grade 5 students have been chosen because research shows that physical activity begins to decrease in children as early as age 9. Children entering Grade 5 in September are eligible to participate in this program DISCUSSION As noted in the April 27, 2020 report, the ACT-i-Pass partnership request asks that partners offer ACT-i-Pass holders opportunities that best fit with their organization. The goal is to leverage existing programs from community partners that have underutilized capacity; resulting in no additional cost to service providers. The Programs and Aquatics teams determined that offering students in grade 5 with an ACT-i-Pass free access to public swims and skates and access to the waterpark as well as providing a 25% discount on registered programs would be possible. The swims and skating will be offered throughout the year and the waterpark will be available in the summer months, providing ample opportunity for participation. The discount on registered programs will provide an incentive for students to participate in recreation programs in Tillsonburg. Staff also recommend offering the universal option for the ACT -i-Pass which allows Tillsonburg residents with the pass to take part in programs in London, St. Thomas, Elgin and Oxford. This will open up a wide range of activities for students to participate in. Students with an ACT-i-Pass from the noted communities would also have access to Tillsonburg ACT-i-Pass programs. It is expected this would be a draw in the summer months, bringing additional families to the waterpark. Page 287 of 337 RCP 23-09 Page 3 of 4 The partnership benefits organizations in the following way:  More active children in the community  Introduces new participants to recreation services and opportunities  Free promotion of recreation program services via Act-i-Pass promotional vehicles Service providers will be promoted on the ACT-i-Pass website (www.playeveryday.ca) and in promotional material, including newsletters, social media, registration packages and reminders will be sent to grade 5 student periodically through the year (April, September, and January). Participants will be included in research that is being completed by the Human Environments Analysis Laboratory at Western University which tracks participation levels of grade 5 students to determine the effectiveness of the program. It is recommended that the Town of Tillsonburg moves forward with the ACT -i-Pass program beginning in June, 2023 CONSULTATION Southwestern Public Health, Director of Recreation, Culture & Parks, Recreation Programs Supervisor, Aquatics Supervisor FINANCIAL IMPACT/FUNDING SOURCE The swim, skate and waterpark passes for ACT -i-Pass students would not have a significant financial impact. These programs are staffed and supervised so having additional participants does not change the staffing requirements. There would be minimal lost revenue in admissions; however, a student attending a skate, swim or the waterpark would likely bring additional family members or a friend so this may create additional revenue by encouraging participation. The 25% discount on programs for ACT-i-Pass will act as an incentive to encourage participation in registered programs and fits into the RCP Pricing Policy guidelines. 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 Page 288 of 337 RCP 23-09 Page 4 of 4 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 – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Target new programs, services, amenities and attractions that will be a magnet for young families; Expand community partnerships in the delivery of programs and amenities. Priority Project – Not Applicable. ATTACHMENTS None. Page 289 of 337 Page 1 of 2 Subject: Full-Time Parks Operator 1 and Light Equipment Operator position Report Number: RCP 23-12 Department: Recreation, Culture and Parks Department Submitted by: Julie Columbus, Director of Recreation Culture and Parks and Jonathon Graham, Director of Operations Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives the information outlined in Report RCP 23-12 Full-Time Parks Operator and Light Equipment Operator; and THAT Council approve the position which is included in the 2023 operating budget as a housecleaning item. BACKGROUND In the 2018, the contract position of Parks Operator I and Light Equipment Operator, as a shared position between Parks & Cemeteries and Public Works, was approved in the operating budget as a full-time position. However, neither a report to Council nor a Personnel Requisition Form was submitted to support the approval of the position. The internal process for hiring new employees, which is required by Human Resources and the CAO requires Council approval for any new full-time positions. DISCUSSION When this position recently became vacant it was noted that there was no forma l record of Council approval to move the contract position to full-time. Since 2018, the position has been included in the operating budget as a full-time position with benefits and pension contribution and shared between the Parks & Cemeteries and Operations budgets. This report is a house cleaning item to ensure Council is aware and to grant approval of the position so the Personnel Requisition form can be completed. CONSULTATION Page 290 of 337 RCP 23-12 Page 2 of 2 This report was drafted in consultation with the Human Resources Manager, CAO, Director of Operations, Manager of Parks and Facilities and Director of RCP. FINANCIAL IMPACT/FUNDING SOURCE In 2023 the LEO/Parks Operator position is budgeted as follows:  35 weeks with Parks department  17 Weeks with Roads department With a consolidated budget total including benefits equaling $70,800. 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 strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project – Immediate Term – Employee Engagement Strategy. ATTACHMENTS None. Page 291 of 337 Page 1 of 3 Subject: Fire Hall Mould Remediation Report Number: RCP 23-13 Department: Recreation, Culture and Parks Department Submitted by: Julie Columbus, Director of Recreation Culture and Parks and Shane Caskanette, Fire Chief Meeting Type: Council Meeting Meeting Date: Monday, February 13, 2023 RECOMMENDATION THAT Council receives the information outlined in report RCP 23-13 Fire Hall Mould Remediation; and THAT Council approve Ontario Mould Specialists to complete the mould remediation at a cost of $12,750.00 plus HST; and THAT the expense be charged against the 2023 Fire Hall Building Repairs and Maintenance operation budget. BACKGROUND The Tillsonburg fire station is a two-storey, 880 m2 building located at 80 Concession St East and constructed in 1979. This facility is included in the RCP 10-year capital plan as it requires financial investment over the next decade to ensure proper asset management. In late 2022, A Joint Health and Safety Committee (JHSC) concern was brought forward regarding potential staff exposure to mould in the fire station. The Fire Chief requested air quality testing of the fire station to assess any presence of mould. Facilities staff hired OH Solutions to complete the mould assessment of the fire station and if applicable provide an appropriate remediation strategy. The Mould Assessment Report identified several locations where mould is present in the fire station due to moisture and water penetration and recommended an appropriate remediation strategy. Page 292 of 337 RCP 23-13 Page 2 of 3 DISCUSSION The results of the Mould Assessment Report were provided to the JHSC Joint Health and Safety Committee and the Fire Chief as required by the Occupation Health and Safety Act ( OHSA) and the JHSC and Fire Chief recommend that the mould issues identified in the Mould Assessment Report (Attached) be remediated as soon as possible. The OH Solutions report noted that “there are currently no regulations specifically covering exposure to mould or outlining mould remediation practices. In addition, there are no occupational exposure limits stating acceptable levels of exposure without adverse health effects. However, Sections 25 and 27 of the Ontario Occupational Health and Safety Act states that an employer must take every reasonable precaution to ensure the health and safety of their workers, this includes exposure or sensitivities to mould. Two Canadian guidelines published by the Canadian Construction Association (CCA) and the Environmental Abatement Council of Canada (EACC) are considered best practices and the Ontario Ministry of Labour is currently considering adopting these guidelines within new regulations under the OHSA. Facilities Supervisor received the following quotes for the remediation work: 1) Ontario Mould Specialists: $12, 750.00 plus HST 2) Service Master: $15, 087.53 plus HST. This expense was unknown prior to the 2023 Budget submissions and consequently not included as a 2023 budget expense. CONSULTATION This report was drafted in consultation with the Fire Chief, Director of Finance, Manager of Parks and Facilities, Director of RCP and staff . FINANCIAL IMPACT/FUNDING SOURCE Staff recommend that Ontario Mould Specialists be hired to complete the mould remediation work at the fire station for $12,750.00 plus HST. It is also recommended that this unbudgeted expense of $12,750 be allocated to the Fire Hall Building Repair and Maintenance 2023 budget of $9,000 resulting in an overage of that account by approximately $12,750 for 2023. Page 293 of 337 RCP 23-13 Page 3 of 3 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 – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Develop a robust, long-term asset management plan to inform evidence-based decisions regarding the maintenance, rehabilitation and replacement of community facilities. Priority Project – N/A ATTACHMENTS Appendix A – Tillsonburg Fire Station Mould Assessment (OH Solutions) Page 294 of 337 119 Thames Street South, Ingersoll, ON, Canada, N5C 2T3 T: +1.519.485.2500 F: 866.700.4975 www.ohsolutions.ca December 6th, 2022 Project #:22-2692 Town of Tillsonburg 45 Hardy Avenue Tillsonburg, Ontario N4G 3W9 Attention: Julie Columbus Director of Recreation, Culture and Parks RE: TILLSONBURG FIRE STATION MOULD ASSESSMENT 80 CONCESSION STREET EAST – TILLSONBURG, ONTARIO INTRODUCTION OH Solutions Inc. (OHS) was retained by the Town of Tillsonburg to complete a mould assessment at the above noted address. The assessment was completed on September 29th and October 26th, 2022. The purposes of the assessment was to identify locations and the extent of mould growth, if any, and if applicable provide the appropriate clean-up procedures. This assessment should not be construed or intended to be used as a detailed risk assessment with respect to any discovered mould contamination and the potential health risks that may be associated with exposure for building occupants. REGULATORY REQUIREMENTS AND REMEDIATION GUIDELINES There are currently no regulations specifically covering exposure to mould or outlining mould remediation practices. In addition, there are no occupational exposure limits stating acceptable levels of exposure without adverse health effects. However, Sections 25 and 27 of the Ontario Occupational Health and Safety Act states that an employer must take every reasonable precaution to ensure the health and safety of their workers, this includes exposure to mould. Two Canadian guidelines have recently been published that outline mould abatement. These documents were published by the Canadian Construction Association (CCA) and the Environmental Abatement Council of Canada (EACC). The EACC document is considered a significant document since the Ontario Ministry of Labour is considering adopting it as a guideline, code of practice, or for inclusion within new regulations under the Occupational Health and Safety Act. Page 295 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 3 Since there are no clear regulatory limits for determining the exposure to moulds, there is no numerical guideline for determining safe or unsafe concentrations of surface mould contamination. Therefore, interpretation of sample analysis is subjective. The guidelines listed below were used to evaluate our visual inspection and sampling results:  “Guidelines for the Investigation, Assessment, & Remediation of Mould in Workplaces.” Manitoba Department of Labour and Immigration, Workplace Safety and Health Division. March 2001.  “Fungal Contamination in Public Buildings: A Guide to Recognition and Management.” Health Canada, Federal-Provincial Committee on Environmental and Occupational Health. June 1995.  “Mould Remediation in Schools and Commercial Buildings.” U.S. E.P.A. Office of Air and Radiation, Indoor Environments Division. March 2001.  “Guidelines on Assessment and Remediation of Fungi in Indoor Environments.” New York City Department of Health. November 2000.  “Mould Guidelines for the Canadian Construction Industry.” Canadian Construction Association. 2004.  “Mould Abatement Guidelines.” Environmental Abatement Council of Canada. 2015  “S-500 Standard and Reference Guide for Professional Water Damage Restoration” IICRC. 1999. Hazard Categories In order to define risk for areas that are suspected or confirmed to be contaminated with mould, the extent of water damage and/or visible mould growth on building materials must be considered. OHS recommends the following criteria for determining risk levels (hazard categories) and associated remediation protocols: Page 296 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 4 TABLE I Recommended Mould Risk Management Levels Hazard Category Mould Growth Present in Accessible Areas, Based on Visual Inspection1 Summary of Minimum Recommended Remediation Requirements Level 0 No visible signs of mould growth, no evidence of water damage and no health complaints. No remediation required. Level 1 Small Isolated Areas (10 sq. ft. or less) Trained building staff: - Cleaning with damp cloth and/or mop with detergent solution after remediation. - No critical barriers required. Level 2 Mid to Large Sized Areas (10-100 sq. ft.) or 10 sq. ft. or less within HVAC systems Qualified Health & Safety Professional/ Environmental Contractor: - HEPA vacuum and clean with damp mop and/or mop with a detergent solution after remediation. - Critical barriers recommended. Level 3 Extensive Contamination (Greater than 100 contiguous sq. ft.) or 10 sq. ft. or more within HVAC systems Qualified Health & Safety Professional/ Environmental Contractor: - HEPA vacuum and clean with damp mop and/or mop with a detergent solution after remediation. - Critical barriers including airlocks and decontamination rooms required. - Clearance testing recommended. Note 1: May or may not include destructive testing. Currently, the potential or degree of exposure to moulds has been based on the quantity of mould identified, assuming that potential exposure increases with an increase in overall mould concentrations. Our risk criteria used during the assessment is based on the 2015 EACC guideline. Page 297 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 5 METHODOLOGY Visual Assessment The focus of the visual assessment included, but was not limited to, searching for visible signs of water staining, damage, accumulation, and/or infiltration and visible signs of mould growth and/or staining. Identification of visibly wet areas, even without visual evidence of mould growth, was considered indicative of potential mould growth. In this document, the term visual contamination or visual mould growth refers to the discolouration of surfaces differing from that of the natural substrate and is, based on our experience, indicative of mould amplification. Mr. Andrew Whitman of OHS performed the visual assessment on September 29th, 2022 and Mr. Jeff Doherty completed the air sampling on October 26th, 2022. Air Sampling Air sampling for mould spores was conducted by OHS using a Buck BioAire sampling pump. A number of samples were collected from the interior of the building and compared to an air sampled collected from the exterior. All air samples were collected over 5 minutes for a total air volume of 75L. All samples were submitted to and analyzed by EMC Scientific Inc. in Mississauga, Ontario. EMC participates in the American Industrial Hygiene Association (AIHA) Environmental Microbiology Proficiency Analytical Testing Program (EMPAT). Results of the airborne mould sampling are attached in Appendix I. Air Sampling Criteria The following criteria were used to evaluate the air sampling data:  Total airborne mould spore concentrations should be generally lower inside the building as compared to the exterior environment of the building; and,  A similar biodiversity of mould spores should generally be present inside the building areas tested as compared to the exterior sample locations. Page 298 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 6 RESULTS Visual Inspection An inspection was performed throughout the building. Mould growth was observed in some locations. The results obtained from our visual assessment are summarized in Table II below. Drawings outlining the locations inspected as part of the assessment are attached to this report. TABLE II Summary of Results Obtained from Visual Assessment Tillsonburg Fire Station – Tillsonburg, Ontario September 29th, 2022 Location Observations Recommended Remediation Level (EACC) Training Room (01) Mould growth (1-2ft2) within A/C unit mounted on the west wall. Two (2) mould impacted acoustic ceiling tiles. Twelve (12) water-stained acoustic ceiling tiles. 10-25ft2 of efflorescence on block wall on the west side. Rust on deck above acoustic ceiling tiles on the west side. Photograph #1, Air Sample #6 Level 2 Stairs (02) Mould growth (50-60ft2) on poured masonry wall. 10ft2 of water damage/staining on textured drywall ceiling. Photograph #2 and #3 Level 2 Corridor (03) Five (5) water-stained acoustic ceiling tiles. Air Sample #5 Level 1 Washroom (04) Mould growth (3-5ft2) on masonry wall. Level 1 Hose Room (05) Mould growth (25-50ft2) on poured masonry wall. Level 2 Stairs (06) Mould growth (50ft2) on poured masonry wall. 10-15ft2 of water damage/staining on textured drywall ceiling. Level 2 Transformer Room (07) Mould growth (50-75ft2) on poured masonry wall and wood wall. Water staining on concrete deck. Photograph #4 and #5 Level 2 Storage Room (08) Water staining on concrete deck. Water staining on door. Level 1 Furnace Room (09) Water staining on concrete deck. Mould growth (10-15ft2) on poured masonry wall. 5-10ft2 of efflorescence on block wall on the west side. Level 2 Page 299 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 7 Location Observations Recommended Remediation Level (EACC) Corridor (14) One (1) water-stained acoustic ceiling tiles. Two (2) lf of mould growth on fiberglass insulation above acoustic ceiling tiles. Level 1 Office (18) Two (2) water-stained acoustic ceiling tiles. Level 1 Office (19) One (1) lf of mould growth on fiberglass insulation above acoustic ceiling tiles. Air Sample #2 Level 1 Garage (21) Mould growth (5ft2) on drywall ceiling. Water staining (100ft2) on drywall ceiling. Level 2 Server Room (26) Mould growth (1-2ft2) within A/C unit mounted on the wall. Photograph #6 Level 1 Operations Room (30) Mould growth (1-2ft2) within A/C unit mounted on the wall. Air Sample #3 Level 1 Air Sampling Results The air sampling results identified low levels of interior airborne mould that were quantitatively lower and generally qualitatively similar to the exterior. Cladosporium spores were the dominant spore type in each sample. This type of spore is a common environmental spore. Small quantities of Aspergillus/Penicillium type spores were detected in both the interior (8 spores or less) and exterior samples (13 spores). The results of the collected air samples are summarized below. The certificate of analysis prepared by the laboratory is attached at the end of this report. Page 300 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 8 Table III Summary of Airborne Mould Sampling Tillsonburg Fire Station – Tillsonburg, Ontario October 26th, 2022 Sample Description/Location Total Spore Concentration (cts/m3) % Outdoor Air 01 1st Floor Office (15) 920 15 02 1st Floor Office (19) 1,187 19 03 2nd Floor Comm’s (30) 387 6 04 2nd Floor Office (25) 307 5 05 Basement Corridor (03) 627 10 06 Basement Conference Room (01) 920 15 07 Exterior 6,320 N/A CONCLUSIONS AND RECOMMENDATIONS The majority of water damage and mould growth observed during the assessment is present within the basement however other locations on the main and second floor were also observed. As outlined in Table II, each location should be remediated following Level 1 or Level 2 in accordance with the “Mould Abatement Guidelines” published by the Environmental Abatement Council of Canada (2015). In general, all mould-contaminated or water-damaged porous materials should be removed and replaced. Semi-porous materials can be remediated through a series of HEPA vacuuming, and cleaning assuming the remediation does not destroy the integrity of the material. All non-porous surfaces such as concrete can be remediated with a suitable detergent. Furthermore, the single most effective way to prevent mould contamination within a building is the prompt removal of any suspected contaminated material and repairing the structural components of the building that lead to the water infiltration. Emphasis should be placed on preventing contamination through proper maintenance and prompt repair of any water-damaged areas. In all situations, the underlying cause of water accumulation must be rectified or the problem will reoccur. It should be noted that while visible mould growth and water damage was observed in various locations, the air sampling results identified low levels of airborne mould that were quantitatively lower and generally qualitatively similar to that of the exterior. While these results should be considered acceptable and safe for building occupancy, OHS does recommend the initiation of a remedial project to remove and the mould impacted materials. Page 301 of 337 Mould Assessment Tillsonburg Fire Station – Tillsonburg, Ontario December 6th, 2022 Project#: 22-2692 OH Solutions Inc Page 9 LIMITATIONS AND QUALIFICATIONS OHS has prepared this report for the exclusive use of the client in evaluating the survey of the Site building at the time of OHS Site visit. OHS will not be responsible for the use of this report by any third party, or reliance on or any decision to be made based on it without the prior written consent of OHS. OHS accepts no responsibility for damages, if any, by any third party as a result of decisions or actions based on this report. No other warranty, expressed or implied, is made. This report presents an overview of issues of concern with the Site building materials, reflecting OHS’s best judgment using information reasonably available at the site at the time of OHS’s site visit. OHS has prepared this report using information understood to be factual and correct and shall not be responsible for conditions arising from information or facts that were concealed or not fully disclosed to OHS at the time of the Site visit. The reported information is believed to provide a reasonable representation of the general environmental conditions in the areas of investigation. It should be noted that the data presented herein were collected at specific locations may vary between these locations. If you have any questions, please do not hesitate to contact the undersigned. Respectfully Submitted, OH Solutions Inc. Jeff Doherty, BSc Senior Occupational Hygienist Attached: Laboratory Results, Drawings and Photographs Page 302 of 337 119 Thames Street South, Ingersoll, ON, Canada, N5C 2T3 T: +1.519.485.2500 F: 866.700.4975 www.ohsolutions.ca LABORATORY RESULTS Page 303 of 337 To: EMC LAB REPORT NUMBER: Job/Project Name: Job/Project No: No. of Samples: 7 Sample Type: Date Received: N5C 2T3 Analysis Method(s): Date Analyzed: Date Reported: Analyst: Weizhong Liu, Ph.D., Mycologist Reviewed By: raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 Alternaria 1113 Ascospores 2 3 27 3 3 40 1 3 13 1 4 13 1 2 13 Aspergillus/Penicillium type 8 12 107 6 7 80 2 7 27 2 9 27 4 9 53 Basidiospores 2 3 27 11 12 147 4 14 53 2 9 27 4 9 53 Cercospora Chaetomium Cladosporium 42 61 560 57 64 760 14 48 187 13 57 173 28 60 373 Colorless 3 4 40 8 9 107 7 24 93 5 22 67 5 11 67 Curvularia Drechslera/Bipolaris group Epicoccum 1 3 13 Fusarium Nigrospora Pithomyces 1113 Polythrincium Rusts 1113 Smuts, Periconia , Myxomycetes 9 13 120 4 4 53 5 11 67 Stachybotrys Torula Ulocladium 69 89 29 23 47 1.Aspergillus/Penicillium type spores may include those of Acremonium, Paecilomyces, Trichoderma and others. 4. Unidentified spores are those lacking distinguishable characteristics for correct identification. Colorless are colorless spores lacking distinguishable characteristics. 5. These results are only related to the sample(s) analyzed. Number of spores/sample Fungal fragments (0-3 +) 3+ 307387 3. The presence of a large amount of dust debris may obscure some spores to be counted. Spore counts from samples with 3 + non-fungal material 0.075 3+ 0+ Unidentified spores 0+0+ 3+2+ 2. A scale of 0 + to 3 + (indicating increasing amount) is used to rate abundance of fungal fragments and non-fungal material, with 3+ indicating the most abundance. 627 Note: 920 and/or 3 + fungal material may be treated as under-counts. 1,187 Laboratory Analysis Report Nov 3/22 Oct 31/22 Nov 3/22 87341 Fungal Spore Counting 22-2726 Tillsonburg Fire Hall Air-O-Cell Jeff Doherty Ingersoll, Ontario Fungal Spores Client's Sample ID EMC Lab Sample No. Sampling Date Description/Location Deputy chief Lalita Sarlashkar, Ph.D., Microbiologist 3+ 4 371468 35 371470371469 Oct 26/22 Comms Corridor Oct 26/22 Assistant Chiefs Oct 26/22 0+ 0.075 0.075 (basement) 0.075 (2nd floor) (2nd floor) 0+ 2 (main floor) (main floor) 1 371466 371467 Oct 26/22 Oct 26/22 Crew office OH Solutions Inc. 119 Thames Street South TOTAL SPORES/M3 Air Volume (m3)0.075 Non-fungal material (0-3 +) EMC Scientific Inc . 5800 Ambler Drive, Suite 100, Mississauga, ON L4W 4J4 Tel 905 629 9247, Fax 905 629 2607 AIHA EMPAT Participant (Lab ID# 174080) Page 1 of 2 Page 304 of 337 EMC LAB REPORT NUMBER: Client's Job/Project No.: Analyst: Weizhong Liu, Ph.D., Mycologist raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 raw ct.%spores/m3 Alternaria Ascospores 9 13 120 19 4 253 Aspergillus/Penicillium type 3 4 40 13 3 173 Basidiospores 14 20 187 67 14 893 Cercospora Chaetomium Cladosporium 34 49 453 236 50 3147 Colorless 9 13 120 125 26 1667 Curvularia Drechslera/Bipolaris group Epicoccum 2027 Fusarium Nigrospora Pithomyces Polythrincium Rusts 1013 Smuts, Periconia , Myxomycetes 11 2 147 Stachybotrys Torula Ulocladium 69 474 1.Aspergillus/Penicillium type spores may include those of Acremonium, Paecilomyces, Trichoderma and others. 4. Unidentified spores are those lacking distinguishable characteristics for correct identification. Colorless are colorless spores lacking distinguishable characteristics. 5. These results are only related to the sample(s) analyzed. Description/Location EMC Lab Sample No.371472371471 (basement) Exterior Oct 26/22Sampling Date Number of spores/sample Fungal fragments (0-3 +)0+ Unidentified spores Note: 2. A scale of 0 + to 3 + (indicating increasing amount) is used to rate abundance of fungal fragments and non-fungal material, with 3+ indicating the most abundance. 0+ 2+2+ and/or 3 + fungal material may be treated as under-counts. TOTAL SPORES/M3 920 6,320 Non-fungal material (0-3 +) 3. The presence of a large amount of dust debris may obscure some spores to be counted. Spore counts from samples with 3 + non-fungal material Fungal Spores Air Volume (m3)0.075 0.075 Conference room Oct 26/22 Laboratory Analysis Report 87341 67 22-2726 Client's Sample ID EMC Scientific Inc . 5800 Ambler Drive, Suite 100, Mississauga, ON L4W 4J4 Tel 905 629 9247, Fax 905 629 2607 AIHA EMPAT Participant (Lab ID# 174080) Page 2 of 2 Page 305 of 337 119 Thames Street South, Ingersoll, ON, Canada, N5C 2T3 T: +1.519.485.2500 F: 866.700.4975 www.ohsolutions.ca DRAWINGS AND PHOTOGRAPHS Page 306 of 337 AWNorth22-2692Nov 2022Tillsonburg Fire Station80 Concession Street East Tillsonburg, OntBase, Main and Second FloorMould Assessment LocationsBasementSecond Floor First FloorKitchen 0102030405060708091011121314151617181920212223242725312928263032Air Sample #4Air Sample #3Air Sample #5Air Sample #6Exterior - Air Sample #7Air Sample #2Air Sample #1Page 307 of 337 Photograph #1: Basement Floor Mould Growth on Ceiling Tile (Location 01) Photograph #2: Basement Floor Mould Growth on Plaster Wall and Drywall Textured Ceiling (Location 02) Photograph #3: Basement Floor Mould Growth on Plaster Wall and Drywall Textured Ceiling (Location 02) Photograph #4: Basement Floor Mould Growth on Plaster Wall and Wood (Location 07) Page 308 of 337 Photograph #5: Basement Floor Mould Growth on Plaster Wall and Wood (Location 07) Photograph #6: 2nd Floor A/C Unit That has Mould Growth (Location 26) Page 309 of 337 Page 1 of 3 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee January 17, 2023 7:30 a.m. Council Chambers MINUTES Present: Randy Thornton, Lisa Gilvesy, Suzanne Renken, Steve Spanjers, Dane Willson, Cedric Tomico, Andrew Burns, Jesse Goossens, Mayor Deb Gilvesy Staff: Cephas Panschow, Development Commissioner; Laura Pickersgill, Executive Assistant Regrets: Kirby Heckford; Kyle Pratt, Chief Administrative Officer 1. Call to Order The meeting was called to order at 7:33 a.m. 2. Adoption of Agenda Resolution #1 Moved by: Randy Thornton Seconded by: Cedric Tomico THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of January 17, 2023, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. Page 310 of 337 Page 2 of 3 4. Minutes of the Previous Meeting Resolution #2 Moved by: Suzanne Renken Seconded by: Andrew Burns THAT the minutes as prepared for the Economic Development Advisory Committee meeting of December 13, 2022, be adopted. Carried 5. Closed Agenda Resolution #3 Moved by: Lisa Gilvesy Seconded by: Suzanne Renken THAT the Economic Development Advisory Committee move into closed session to discuss matters related to a trade secret or scientific, technical, commercial or financial information that belongs to the municipality or local board and has monetary value or potential monetary value. Carried 6. General Business and Reports 6.1. Monthly Activity Update Cephas Panschow provided an overview of the Monthly Activity Update for Economic Development. Staff to provide a visual overview to new Committee members of VanNorman Innovation Park. 7. Planning Items Circulation 8. Community Strategic Plan 8.1. Town Hall Task Force There were no new updates on this item. This item should be renamed to “Town Hall Update” rather than “Town Hall Task Force”. 8.2. Affordable and Attainable Housing Committee Resolution #4 Moved: Dane Willson Seconded by: Cedric Tomico Page 311 of 337 Page 3 of 3 THAT the Economic Development Advisory Committee recommend to Council that the severance of the Earle Street property be done and upon completion or concurrently that the Town applies for highest density residential available. Carried This item be kept as a subcategory on agendas moving forward. 8.3. Boundary Adjustment Committee This Committee is on hold until Bill 23 details are released. 8.4. Health Care Committee This Committee is meeting on February 7th. 9. Community Organization Updates 9.1. Downtown Business Improvement Association 9.1.1. Report from BIA Chair Council approved the BIA’s funding request at yesterday’s meeting. 9.2. Tillsonburg District Chamber of Commerce The WSIB issue went well. The Annual General Meeting is scheduled for January 24th. The website and strategic plan are being updated in the near future. 9.3. Woodstock, Ingersoll, Tillsonburg and Area Association of Realtors (WITAAR) 9.3.1 December 2022 and Annual Statistics Dane provided an overview of the real estate statistics. 10. Round Table 11. Next Meeting 12. Adjournment Resolution #5 Moved by: Randy Thornton Seconded by: Andrew Burns THAT the January 17, 2023 Economic Development Advisory Committee meeting Page 312 of 337 Page 4 of 3 be adjourned at 9:14 a.m. Carried Page 313 of 337 1 The Corporation of the Town of Tillsonburg Affordable & Attainable Housing Advisory Committee Meeting MINUTES Wednesday, January 25, 2023 4:15 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Cedric Tomico Councillor Chris Parker Cole Warwick, Housing Programs Coordinator Oxford County Rebecca Smith, Manager of Housing Development Oxford County Deb Gilvesy, Mayor Gary Green Suzanne Renken Regrets: Dane Willson Staff: Cephas Panschow, Development Commissioner Kyle Pratt, Chief Administrative Officer Laura Pickersgill, Executive Assistant _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:18 p.m. 2. Adoption of Agenda Resolution #1 Page 314 of 337 2 Moved By: Suzanne Renken Seconded By: Gary Green THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4. Adoption of Minutes of Previous Meeting Resolution #2 Moved By: Gary Green Seconded By: Suzanne Renken THAT the minutes of the November 23, 2022 Affordable and Attainable Housing Advisory Committee be adopted. Carried 5. Presentations 5.1 Oxford County Master Housing Strategy Rebecca Smith provided an overview of the Oxford County Master Housing Strategy that was approved in December by County Council. This Strategy identifies a list of priority sites that have been given approval to get these sites 'shovel-ready' to build more affordable and attainable housing. The definition of affordable housing was expanded in this Strategy. The Strategy recommends that the Community Improvement Plan be amended to exempt the County from planning application fees. Cedric Tomico joined the meeting at 4:22 p.m. The Strategy includes a new repair program that can provide individuals with up to $5000 for home repairs to allow them to stay housed. The Strategy also includes the 'My Second Unit Program' and a down payment assistance program. The County has established a new base budget of $3 million/year to implement this Strategy. Page 315 of 337 3 Opportunity was provided for members to ask questions. Kyle to send Rebecca an email regarding rehabilitation of the County housing on Verna Drive. It was suggested that upcoming projects should look at increasing higher density rather than just two-stories. 6.General Business & Reports 6.1 31 Earle Street Property Cephas will send the zoning and official plan application to Laura to complete to move this project forward. A legal survey is currently underway. Cephas to connect with Engineering staff to determine if this site would have adequate servicing capacity. Cephas to connect with Rebecca to further this discussion between Town and County staff. A discussion was held regarding the current height restriction in Town of six stories. County Planning staff are reviewing this currently as part of the Official Plan Update process. 6.2 United Way Oxford Transitional Housing Update United Way is actively pursuing development of an eight-unit transitional house. Staff to advise United Way about the Rapid Housing Initiative Funding available for projects such as these. 7.Next Meeting The next meeting will be held on February 22nd at 4:15 p.m. 8.Adjournment Resolution #3 Moved By: Cedric Tomico Seconded By: Gary Green THAT the Affordable and Attainable Housing Advisory Committee meeting be adjourned at 4:53 p.m. Carried Page 316 of 337 Page 1 of 3 The Corporation of the Town of Tillsonburg Physician Recruitment and Retention Advisory Committee September 20, 2022 12:00 p.m. Present: Deputy Mayor Beres, Councillor Penny Esseltine, Lesley Ross, Nadia Facca, Ashley Edwards, Dr. Matt Johnson, Dr. Clay Inculet, Mike Bastow, Dr. Howard Lamb, Nadia Facca Staff: Kyle Pratt, Chief Administrative Officer; Laura Pickersgill, Executive Assistant/Assistant Clerk; Cephas Panschow, Development Commissioner Regrets: Dr. Abdalla MINUTES 1. Call to Order The meeting was called to order at 12:03 p.m. 2. Adoption of Agenda Resolution #1 Moved by: Councillor Esseltine Seconded by: Dr. Howard Lamb THAT the Agenda as prepared for the Physician Recruitment and Retention Advisory Committee meeting of September 20, 2022, be adopted. Carried 3. Minutes of the Previous Meeting No recorded minutes available. Page 317 of 337 Page 2 of 3 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. General Business and Reports 5.1. Oxford Physician Recruitment Group Minutes Laura provided a summary of the Oxford Physician Recruitment Group meeting. 5.2. Physician Recruitment Committee Terms of Reference Review It was suggested that clarity be included in the representation of organizations section. The Development Commissioner and Chief Operating Officer to be included in the membership. 5.3. Available Positions- FHO’s There are currently two open positions between Tillsonburg and Norwich in the Family Health Organizations. Dr. Dockx is decreasing his practice and Dr. Kevin Dueck will be assuming many of Dr. Dockx’s patients. A discussion was held regarding the lack of available physical clinic space to host more physicians in Town. The proposition of a stand-alone medical clinic was brought up during a delegation meeting at the AMO Conference. Nadia to set up a meeting to discuss this initiative further. 5.4. Recruitment Strategies Discussion TDMH will be participating in the Discovery Week in the spring. Dr. Clay Inculet joined TMDH in August of 2021 and has recently taken on the role of Chief of Staff for TDMH. Strategic plan to be discussed going forward. 5.5. Hospital Career Website Nadia thanked the group for having Town staff provide a link to the TDMH website from the Town’s website. Stephen Molnar joined the meeting at 12:42 p.m. There was a suggestion that TDMH leverage their own website to post for Physician Recruitment rather than using third party resources only. Page 318 of 337 Page 3 of 3 5.6. Health Professions Human Resource Plan Nadia provided an overview of the Health Professions Human Resource Plan. There was a thanks given for the local emergency department remaining open during staff shortages. There was a discussion about the appropriate use of the emergency department. There was a discussion regarding family physicians having access to radiology department services on an emergency basis. 6. Next Meeting January 17, 2022 7. Adjournment The September 20, 2022 Physician Recruitment and Retention Advisory Committee meeting be adjourned at 12:57 p.m. Page 319 of 337 LONG POINT REGION CONSERVATION AUTHORITY Board of Directors Meeting Minutes of January 11, 2023 Approved February 1, 2023 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 1 - Members in attendance: John Scholten, Chair Township of Norwich Michael Columbus, Vice-Chair Norfolk County Shelley Ann Bentley Haldimand County Dave Beres Town of Tillsonburg Doug Brunton Norfolk County Robert Chambers County of Brant Tom Masschaele Norfolk County Stewart Patterson Haldimand County Chris Van Paassen Norfolk County Rainey Weisler Municipality of Bayham/Township of Malahide Peter Ypma Township of South-West Oxford Regrets: none Staff in attendance: Judy Maxwell, General Manager Aaron LeDuc, Manager of Corporate Services Leigh-Anne Mauthe, Interim Manager of Watershed Services Paul Gagnon, Lands and Waters Supervisor Zachary Cox, Marketing Coordinator Dana McLachlan, Executive Assistant 1. Welcome and Call to Order The chair called the meeting to order at 6:30 p.m., Wednesday, January 11, 2023. 2. Additional Agenda Items There were no additional agenda items. 3. Declaration of Conflicts of Interest None were declared. 4. Election of Chair and Vice-Chair 2023 The Chair and Vice-Chair vacated their seats and Ms. Kimberley Earls, Executive Director for South Central Ontario Region Economic Development Corporation assumed the Chair position. The positions for Chair and Vice-Chair were declared vacant. Page 320 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 2 - A-1/23 Moved by C. Van Paassen Seconded by R. Weisler THAT the LPRCA Board of Directors appoints Alison Earls as scrutineer for the purpose of electing officers. CARRIED a) Election of Chair 1) Call for Nominations Robert Chambers nominated John Scholten who accepted the nomination. Chair Earls made two further calls for nominations. There were no further nominations. 2) Motion to Close Nominations for Chair A-2/23 Moved by R. Chambers Seconded by D. Brunton THAT the nominations for the Chair be closed. CARRIED 3) Distribution and collection of ballots by Scrutineer Ballots were not required. 4) Announce Election Results John Scholten was declared the Long Point Region Conservation Authority Chair for 2023. 5) Motion to Destroy Ballots Ballots were not required Page 321 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 3 - b) Election of Vice-Chair 1) Call for Nominations Dave Beres nominated Michael Columbus who accepted the nomination. Chair Earls made two further calls for nominations. There were no further nominations. 2) Motion to Close Nominations for Vice-Chair A-3/23 Moved by D. Beres Seconded by P. Ypma THAT the nominations for the LPRCA Vice-Chair be closed. CARRIED 3) Distribution and collection of ballots by Scrutineer Ballots were not required. 4) Announce Election Results Michael Columbus was declared the Long Point Region Conservation Authority Vice-Chair for 2023. 5) Motion to Destroy Ballots Ballots were not required. The Chair and Vice-Chair thanked their nominators and the Board for their support and were looking forward to the year ahead. John Scholten assumed the Chair. Ms. K. Earls and Ms. A. Earls were thanked for their service and left the meeting at 6:40 p.m. 5. Committee Appointments The General Manager reviewed each of the committee membership requirements and members were asked to express interest in committee appointments. A vote was required for the Lee Brown Marsh Management Committee. Page 322 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 4 - A-4/23 Moved by P. Ypma Seconded by R. Weisler THAT the LPRCA Board of Directors approves the following appointments for 2023: Dave Beres as the Land Acquisition Chair; And Michael Columbus and the LPRCA Chair to the Lee Brown Marsh Management Committee; And Robert Chambers, Dave Beres, Tom Masschaele, and the LPRCA Chair to the Backus Museum Committee; And Doug Brunton, Stewart Patterson, Chris Van Paassen, the LPRCA Chair, and LPRCA Vice-chair to the Audit and Finance Committee. CARRIED 6. Minutes of the Previous Meeting a) Board of Directors Meeting Minutes of December 7, 2022 There were no questions or comments. A-5/23 Moved by S. Patterson Seconded by P. Ypma THAT the minutes of the LPRCA Board of Directors Meeting held December 7, 2022 be approved as circulated. CARRIED 7. Business Arising No business arising from the previous minutes. Page 323 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 5 - 8. Review of Committee Minutes No committee minutes presented. 9. Correspondence a) Municipality of Bayham re: 2023 Draft LPRCA Budget b) Oxford County re: LPRCA Board Appointments c) Oxford County re: Review of a Place to Grow and Provincial Policy Statement d) Municipality of Bayham re: LPRCA Board Appointment e) Haldimand County re: LPRCA Board Appointments f) Malahide Township re: LPRCA Board Appointment A-6/23 Moved by T. Masschaele Seconded by D. Beres THAT the correspondence outlined in the Board of Directors Agenda of January 11, 2023 be received as information. CARRIED 10. Development Applications a) Section 28 Regulations Approved Permits Through the General Manager’s delegating authority, 19 applications were approved in the past month. LPRCA-10/22, LPRCA-224/22, LPRCA-262/22, LPRCA-263/22, LPRCA-264/22, LPRCA-265/22, LPRCA-266/22, LPRCA-267/22, LPRCA-268/22, LPRCA-269/22, LPRCA-270/22, LPRCA- 271/22, LPRCA-272/22, LPRCA-273/22, LPRCA-274/22, LPRCA- 275/22, LPRCA-276/22, LPRCA-277/22, and LPRCA-278/22. All of the staff-approved applications met the requirements as set out in Section 28 of the Conservation Authorities Act. A total of 278 permits were issued in 2022, comparable to the number of permits issued in 2021. A-7-23 Moved by S. Patterson Seconded by S. Bentley THAT the LPRCA Board of Directors receives the Section 28 Regulations Approved Permits report dated January 11, 2023 as information. CARRIED Page 324 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 6 - 11. New Business a) Legislative and Regulation Changes Effective January 1, 2023 On December 28, 2022, the government announced amendments to the Conservation Authorities Act and amendments to two of the regulations approved in support of Bill 23 that affect LPRCA. Immediately following the release of the new amendments, a Minister’s Direction was received advising all conservation authorities to freeze planning and permitting fees effective January 1, 2023 to December 31, 2023. Therefore, LPRCA planning and permitting fees will remain at 2022 rates. The impact to the 2023 budget is minimal. The changes to the Act do not affect LPRCA’s regulatory role related to Natural Hazards such as flooding, erosion, and dynamic beach area. Staff will continue to review all changes and comply with the legislation. A-8/23 Moved by M. Columbus Seconded by D. Brunton That the LPRCA Board of Directors receives the staff report regarding the Minister’s Direction and Legislative and Regulatory Changes Effective January 1, 2023 as information. CARRIED b) 2023 LPRCA Budget Vote After the Budget meeting on November 9, 2022, the 2023 LPRCA Draft Budget was circulated to member municipalities for a 30-day comment period on November 10, 2022. Staff responded to a request from the Municipality of Bayham for clarification of the expenditure increases and the impacts to the 2023 budget. There has been no further correspondence. Brant County has requested a presentation to their council on January 18, 2023. A-9/23 Moved by D. Beres Seconded by T. Masschaele That the LPRCA Board of Directors approves the following recommendations regarding LPRCA’s 2023 Operating and Capital budgets; Page 325 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 7 - 1. That the 2022 approved Ontario Regulation 178/06 Permit Fees and Planning Act Review Fees be approved as the 2023 Ontario Regulation 178/06 Permit Fees and Planning Act Review Fees as set out in Attachment 1; 2. That the 2023 proposed Conservation Area User Fees be approved as set out in Attachment 2; 3. That the 2023 Operating Budget in the total amount of $5,568,754 and requiring a Municipal Levy- Operating of $2,099,510 be approved as set out in Attachment 3; 4. That the 2023 Capital Budget in the total amount of $651,955 requiring a General Municipal Levy- Capital of $150,000 be approved as set out in Attachment 3; 5. That the proposed 2023 Consolidated Budget in the total amount of $6,220,709 and requiring a Municipal Levy –Consolidated of $2,249,510 be approved as set out in Attachment 3. Member Municipality/Group Weight Absent Present In Favour Opposed Rainey Weisler Municipality of Bayham 4.67  4.67 Robert Chambers County of Brant 7.27  7.27 Shelley Ann Bentley Haldimand County 7.48  7.48 Stewart Patterson Haldimand County 7.48  7.48 Rainey Weisler Township of Malahide 0.75  0.75 Doug Brunton Norfolk County 12.5  12.5 Michael Columbus Norfolk County 12.5  12.5 Tom Masschaele Norfolk County 12.5  12.5 Chris Van Paassen Norfolk County 12.5  12.5 John Scholten Township of Norwich 7.45  7.45 Peter Ypma Township of South-West Oxford 7.45  7.45 Dave Beres Town of Tillsonburg 7.45  7.45 Weighted Vote Result 100% 100% CARRIED Page 326 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 8 - c) Mileage and Per Diem Report The Administrative By-Law section 1.5 regarding member remuneration, and a survey of 25 conservation authorities mileage, per diems, and honorariums conducted by Conservation Ontario in early 2022 were reviewed and discussed. The Audit and Finance Committee will review the member remuneration policy and will bring any recommendations to the Board at a future meeting. A-10/23 Moved by D. Beres Seconded by R. Chambers THAT the LPRCA Board of Directors approves increasing the Chair’s Honorarium to $2,650, the Vice-chair’s Honorarium to $1,060, the Member’s meeting per diems to $106, and the mileage rate to $0.55 per kilometer effective January 1, 2023. CARRIED d) 2023 Tree Order Confirmation Long Point Region Conservation Authority purchases a variety of native tree and shrub species for restoration projects annually; projects include the Private Land Tree Planting Program, the 50 Million Tree Program, and the Clean Water project. Staff proposed to order 42,100 seedlings for the 2023 season. The tree planting program is a cost recovery program. A-11/23 Moved by R. Weisler Seconded by P. Ypma THAT the LPRCA Board of Directors approves the 2023 tree order of 42,000 trees at a cost of $49,027.50 for the 2023 spring tree planting season. CARRIED e) Timber Tender LP-348-23 Harris Floyd Block 3 Tender packages were sent to various loggers, sawmill operators, and timber buyers with a closing date of February 6, 2023. Four bids were received by the deadline and staff recommended the tender be awarded to the highest bidder. Page 327 of 337 FULL AUTHORITY COMMITTEE MEMBERS Shelley Benton, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 9 - A-12/23 Moved by D. Brunton Seconded by T. Masschaele THAT the LPRCA Board of Directors accepts the tender submitted by Leonard Pilkey for marked standing timber at the Harris Floyd Tract – Block #3– LP-348-23 for a total tendered price of $162,344.00. CARRIED Adjournment The Chair adjourned the meeting at 7:35 p.m. _______________________________ ________________________________ John Scholten Judy Maxwell Chair General Manager/Secretary-Treasurer /dm Page 328 of 337 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “R3” the zone symbol of the lands so designated “R3” on Schedule “A” attached hereto. 2. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 13th DAY OF FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF FEBRUARY, 2023. ____________________________ Mayor – Deb Gilvesy _____________________________ Clerk – Tanya Daniels Page 329 of 337 N52°22'00"E NW ANGLELOT 637, PLAN 500L O T 6 3 8 P L A N 5 0 0 1.17 31.48 N78°45 ' 3 0 " E 3 6 . 8 8 N37°29'30"W 53.95L O T 6 3 7 BROADWAYCONC E S S I O N S T W SCHEDULE "A" PT LOT 637, PLAN 500TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO R3 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR - Deb Gilvesy CLERK - Tanya Daniels TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2023 TO BY-LAW No.© 5 0 5 10 152.5 METRES 2023- 2023- 13 February Page 330 of 337 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to appoint Directors to the Board of Management of the Tillsonburg Business Improvement Area (BIA), hereby established by the Corporation of the Town of Tillsonburg. WHEREAS the Council of the Town of Tillsonburg passed By-Law 2013 on December 13, 1977, to designated an improvement area within the Downtown of the Town of Tillsonburg; AND WHEREAS the Council of the Town of Tillsonburg passed By-Law 3180 on October 24, 2005, to enlarge the area designated as an improvement area; AND WHEREAS Section 204(3) of the Municipal Act , S.D. 2001 Chapter 25 provides that the Board of Management for the improvement area shall be composed of one or more directors appointed by the municipality and the remaining directors selected by a vote of the membership of the improvement area and appointed by the municipality; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That a Board of Management be and is hereby established for the Business Improvement Area in the Town of Tillsonburg as designated by By-Law 3180 and shall be comprised of one (1) member of Town Council, and members of the BIA selected by a vote of the membership of the improvement area. 2. That the said Board of Management shall consist of the following members: Wendy Cameron Ben Cressman Mike Bossy Cheryl Fody Michelle Gleeson Emily Odorjan Jessy Rhora Mark Tedesco Brandon Thompson Cedric Tomico Page 331 of 337 By-Law 2023- Page 2 of 2 Councillor Bob Parsons 3. That the foregoing members shall be appointed for a term ending the 1st day of January, 2026, or until their successors are appointed. 4. That the Board of Management is entrusted with overseeing the improvement, beautification and maintenance of buildings and structures in the area and to promote the area as a business or shopping area. 5. That By-Law 4260 and Amending By-Laws 4334, 4338, 2020-105 and 2022-020 be and are hereby repealed. 6. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th DAY OF FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF FEBRUARY, 2023. ____________________________ Mayor – Deb Gilvesy _____________________________ Clerk – Tanya Daniels Page 332 of 337 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to amend By-Law 2020-091 being a by-law to adopt and maintain a policy with respect to the delegation of the Corporation of the Town of Tillsonburg’s powers and duties. WHEREAS paragraph 270(1)6 of the Municipal Act, 2001, S.O. 2001, c. 25 provides that a municipality shall adopt and maintain a policy with respect to the delegation of its powers and duties; AND WHEREAS it is deemed necessary and expedient to amend By-Law 2020-091; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-Law 2020-091 be amended to delete the following: 11. Treasurer 11.1. The Treasurer or delegate are hereby delegated authority to hold meetings, give notice and make decisions under sections 356, 357 and 359 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended. 2. That By-Law 2020-091 be amended to add the following: 11. Treasurer 11.1. The Treasurer or delegate are hereby delegated authority to hold meetings, give notice and make decisions under sections 356, 357, 357.1, 358 and 359 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended. 3. That these amendments to By-Law 2020-091 are hereby declared to be part of that by-law as if written therein. 4. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th day of FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of FEBRUARY, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 333 of 337 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to amend By-Law 2021-037 being a by-law to impose fees for services provided by The Ontario Provincial Police, Oxford County Detachment on behalf of The Corporation of the Town of Tillsonburg relating to the reduction of false security alarms. WHEREAS it is deemed necessary and expedient to amend By-Law 2021-037; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-Law 2021-037 be amended to delete Section 4 Appeals: 4. APPEALS 4.1. The premises’ owner/occupier may appeal the validity of a determination that an alarm was false by submitting an appeal form or letter in writing, and the prescribed user fee to the Town within thirty (30) days of the date of the invoice. 4.2. The prescribed user fee will be included in the Town of Tillsonburg User Fee By- Law. The fee is non-refundable after submitting the appeal form. 4.3. The Town shall review the appeal within sixty (60) days after t he appeal is filed. 4.4. The Town shall decide upon affirmation or the reversal of the assessment of the fees. 4.5. The decision by the Town shall be final and conclusive for all purposes. 4.6. Upon conclusion the Town shall notify the Alarm System Owner and the Board in writing of the decision. 2. That these amendments to By-Law 2021-037 are hereby declared to be part of that by-law as if written therein. 3. That this by-law shall come into force and take effect on the date it is passed. Page 334 of 337 By-Law 2023- Page 2 of 2 READ A FIRST AND SECOND TIME THIS 13th day of FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of FEBRUARY, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 335 of 337 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023- A BY-LAW to assume municipal services in Andrews Crossing Phase 2 Subdivision, Registered Plan 41M-349. WHEREAS the Subdivision Agreement between the Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. provides for the installation of certain public services; AND WHEREAS the Town has received certification that the services in Registered Plan 41M-349, have been constructed and installed in accordance with Town specifications; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the services in Registered Plan 41M-349, more particularly described in the Subdivision Agreement between the Corporation of the Town of Tillsonburg and Performance Communities Realty Inc. dated May 21 2019, be and are hereby assumed as public services; 2. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th DAY OF FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF FEBRUARY, 2023. ____________________________ Mayor – Deb Gilvesy _____________________________ Clerk – Tanya Daniels Page 336 of 337 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-015 A By-Law to confirm the proceedings of Council at its meeting held on February 13, 2023. WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the powers of a municipal corporation shall be exercised by its council; AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that municipal powers shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Council of the Town of Tillsonburg at this meeting be confirmed and adopted by by-law; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on February 13, 2023, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. That this By-Law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13TH DAY OF FEBRUARY, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13TH DAY OF FEBRUARY, 2023. _______________________________ MAYOR – Deb Gilvesy _______________________________ CLERK – Tanya Daniels Page 337 of 337