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240123 Regular Council AgendaThe Corporation of the Town of Tillsonburg Council Meeting AGENDA Tuesday, January 23, 2024 6:00 PM LPRCA 4 Elm St Tillsonburg 1.Call to Order 2.Moment of Silence 3.Adoption of Agenda Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Agenda for the Council meeting of January 23, 2024, be approved with the following amendment: Agenda Item 12.7.1 Staff Report - be moved to directly follow Item 6.1 • 4. Disclosures of Pecuniary Interest and the General Nature Thereof 5.Adoption of Council Minutes of Previous Meeting Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council Budget meeting minutes dated January 8, 2024 and the Council Budget meeting minutes dated January 15, 2024, be approved. 6.Presentations 6.1 thinc design - Town of Tillsonburg Draft Parks and Recreation Master Plan Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the presentation from thinc design regarding the Draft Parks and Recreation Master Plan be received as information. 7.Public Meetings 7.1 A08-23 - Application for Minor Variance (1410 Bell Mill Sideroad) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council move into the Committee of Adjustment to hear an application for Minor Variance at ____ p.m. Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Town of Tillsonburg Committee of Adjustment approve Application File A08-23 submitted by Saishyam Holdings Ltd. for the lands known as Part 1, 41R- 10451, 1410 Bell Mill Sideroad, Town of Tillsonburg, as it relates to: Section 17.2 - Zone Provisions – Table 17.2: Zone Provisions – Interior Side Yard, Minimum Width, to reduce the minimum required interior side yard from the southerly lot line from 3.0 m (9.8 ft) to 1.2 m (3.9 ft); and, Section 5.24.2.1 - Off-Street Parking Required – Table 5.24.2.1 - Parking Standards, to reduce the total number of required parking spaces from thirteen (13) to twelve (12). subject to the following conditions: a) a building permit for the proposed building shall be issued within one (1) year of the date of the Committee's decision. As the proposed variances are: (i) minor variances from the provisions of the Town of Tillsonburg Zoning By-law No. 3295; (ii) desirable for the appropriate development or use of the land; Page 2 of 550 (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council move out of Committee of Adjustment and move back into regular Council session at ____ p.m. 7.2 ZN 7-23-09 and OP 23-12-7 Applications for Official Plan Amendment and Zone Change - OP 23-12-7 and ZN 7-23-09 - Tillsonburg LTC Inc. (25 Maple Lane) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council of the Town of Tillsonburg advises Oxford County Council that the Town supports the application to amend the Official Plan (File No. OP 23-12-7) as submitted by the Tillsonburg LTC Inc. (People Care Inc.), for lands legally described as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg, municipally known as 25 Maple Lane in the Town of Tillsonburg, to re-designate the lands from Residential to Community Facilities; and THAT the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-09), submitted by Tillsonburg LTC Inc. (PeopleCare Inc.)/Town of Tillsonburg, whereby the lands legally described as Part Lot 380 Plan 500, 41R- 9104, municipally known as 25 Maple Lane in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2- sp)’ and ‘Special Major Institutional Holding Zone (IN2-sp (H)’. 7.3 ZN 7-23-04 and OP 23-07-7 Applications for Official Plan Amendment and Zone Change (102 Dereham Drive) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the Council of the Town of Tillsonburg advise Oxford County Council that the Town supports the application to amend the Official Plan (File No. OP 23-07-7) as submitted by the County of Oxford for lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg, to re-designate the lands from Low Density Residential to Medium Density Residential; and Page 3 of 550 THAT the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-04), submitted by the County of Oxford, whereby the lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’. 8.Planning Reports 9.Delegations 9.1 Olive Williams Re: Black History Heritage Event Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the delegation from Olive Williams regarding Black History Heritage Event be received as information. 10.Deputation(s) on Committee Reports 11.Information Items Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the following information items be received as information: 11.1 Oxford Invitational Youth Robotics Challenge - Letter of Appreciation 11.2 Long Point Region Conservation Authority 2024 Budget and Levy Meeting Vote 12.Staff Reports 12.1 Chief Administrative Officer 12.2 Corporate Services 12.2.1 CS-24-004 - Committee Appointments Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Report CS 24-004 titled Committee Appointments be received as information; and A. THAT Christine Lamers and Michael Brown be appointed to theB. Page 4 of 550 Accessibility Advisory Committee; and THAT David Hillner be appointed to the Airport Advisory Committee; and C. THAT Jean Martin and Shelley Langley be appointed to the Affordable and Attainable Housing Committee; and D. THAT a By-Law to amend By-Law 2023-009, be brought forward for Council consideration. E. 12.2.2 CS-24-008 - Organization Communications Review Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “Organization Communications Review” be received as information; and A. THAT the hiring of a Communications Specialists effective June 17, 2024 within the Corporate Services Department be approved; and B. THAT the Treasurer be directed to realign the funding for the position as outlined within report CS-24-008. C. 12.3 Economic Development 12.3.1 EDM-24-002 - Surplus Land Declaration – Municipal Lands East of Langrell Avenue Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled EDM 24-002 Surplus Land Declaration – Municipal Lands East of Langrell Avenue be received; and, A. THAT the municipally owned lands located East of Langrell Avenue, North of the Town owned Storm Water Management facility, and described as part of Part 55 on Plan 41R-7299, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 2021-031 (land disposition) including suitable notification to the public; and, B. That the Development Commissioner be authorized to negotiate an Agreement of Purchase and Sale with the adjacent property owner(s) subject to being brought back to Council for approval. C. 12.4 Finance 12.4.1 FIN-24-006 - 2024 Council Expense Policy and Budget Page 5 of 550 Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “2024 Budget and Council Expenses” be received as information. 12.5 Fire and Emergency Services 12.6 Operations and Development 12.6.1 OPD-24-008 - 2024 Transfer Station Update Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled OPD 024-008, 2024 Transfer Station Update be received as information; and A. THAT staff be directed to complete the requested http://www.ontario.ca/page/ministry-environment-conservation- parks updates per local By-Law(s), studies and/or reports insofar as enabling the Town to open the Transfer Station on Sundays for organic waste deposal only as governed by the Environmental Compliance Approval permit number 8714-CVUJR; and B. THAT $20,000 (including HST) be authorized from the 2024 Waste Management Operating Budget for the 2024/2025 MOECP requested Noise Impact Assessment. C. 12.6.2 OPD-24-005 - Sidewalk Connectivity - on Tanager (from Canary Street to Bobolink Drive) Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “Sidewalk Connectivity – on Tanager Drive (from Canary Street to Bobolink Drive)” be received as information; and A. THAT the Treasurer be directed to allocate $55,000 from the Linear Infrastructure Reserve Fund towards the construction of a link of sidewalk in line with the Sidewalk Connectivity Plan approved by Council in 2018. B. 12.7 Recreation, Culture and Parks Page 6 of 550 12.7.1 RCP-24-006 - Draft Parks and Recreation Master Plan Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled RCP 24-006 Draft Parks and Recreation Master Plan be received as information. 12.7.2 RCP 24-005 - Capital Budget Funding Reallocation - EMS Bay Suspended Slab Floor Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT report titled “RCP 24-005 Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor” be received as information; and A. THAT $10,000 from the Facilities Reserve be approved to be added to the $20,000 2023 carry forward project #731 Fire Hall EMS Bay Floor Slab Repair, for work completed in 2024. B. 13.New Business 14.Consideration of Minutes 14.1 Advisory Committee Minutes Proposed Resolution # Moved By: ________________ Seconded By: ________________ That the following Advisory Committee minutes be received as information: 15.Motions/Notice of Motions 16.Resolutions/Resolutions Resulting from Closed Session 17.By-Laws Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT the following By-Laws be read for a first, second and 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. Page 7 of 550 17.1 By-Law 2023-007 A By-Law to Amend Zoning By-Law Number 3295, as amended (ZN 7-23-04) 17.2 By-Law 2024-008 A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-23-09) 17.3 By-Law 2024-009 A By-Law to amend By-Law 2023-009, CS-24-010 18.Confirm Proceedings By-law Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT By-Law 2024-006 A By-Law to Confirm the Proceedings of the Council Meeting held on January 23, 2024, 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. 19.Items of Public Interest 20.Closed Session Proposed Resolution # Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider the following: 20.4.1 CLD-EDM-24-001 - Vienna Road Property Inquiry 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 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; 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. 20.4.2 CLD-CS-24-001 - Committee Membership 239 (2) (b) personal matters about an identifiable individual, including municipal or local Page 8 of 550 board employees; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 20.1 Adoption of Agenda 20.2 Disclosure of Pecuniary Interest and the General Nature Thereof 20.3 Adoption of Closed Session Minutes 20.4 Reports 20.4.1 CLD-EDM-24-001 - Vienna Road Property Inquiry 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 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; 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. 20.4.2 CLD-CS-24-001 - Committee Membership 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 20.5 Back to Open Session 21.Adjournment Proposed Resolution # Moved By: ________________ Seconded By: ________________ Page 9 of 550 THAT the Council meeting of January 23, 2024, be adjourned at ______ p.m. Page 10 of 550 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, January 8, 2024 5:30 PM LPRCA 4 Elm St Tillsonburg ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Cephas Panschow, Development Commissioner Andrea Greenway, Acting Director, Recreation, Culture and Parks Julie Ellis, Deputy Clerk Hillary Miller, Records and Legislative Coordinator _____________________________________________________________________ 1. Call to Order 2. Closed Session (5:30 p.m.) Resolution # 2024-001 Moved By: Councillor Luciani Seconded By: Councillor Spencer Page 11 of 550 2 THAT Council move into Closed Session to consider the following: 2.5.1 CLD-FIN-24-001 Property Tax Interest Relief and Payment Arrangement 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 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. Carried 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Adoption of Closed Session Committee Minutes 2.5 Reports 2.5.1 CLD-FIN-24-001 Property Tax Interest Relief and Payment Arrangement 2.6 Back to Open Session 3. Moment of Silence 4. Adoption of Agenda Resolution # 2024-007 Moved By: Councillor Parker Seconded By: Councillor Parsons THAT the Agenda for the Council meeting of January 8, 2024, be approved. Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof None. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2024-008 Page 12 of 550 3 Moved By: Deputy Mayor Beres Seconded By: Councillor Rosehart THAT the Council meeting minutes dated December 11, 2023, be approved. Carried 7. Presentations 8. Public Meetings 8.1 ZN 7-23-08 - Application for Zone Change 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. Questions were asked of staff regarding garage sizes and parking requirements. Will Hayes of Hayhoe Homes appeared to speak in favour of the application. Resolution # 2024-009 Moved By: Councillor Luciani Seconded By: Councillor Parsons THAT the Council of the Town of Tillsonburg approve the proposed Zoning By-law amendment to introduce housekeeping amendments to Section 5 (General Provisions), and Key Maps 7, 12 and 18, to correct duplicate zoning provisions. Carried 9. Planning Reports 10. Delegations 10.1 Kelly Gilson, United Way Oxford Re: Coldest Night of the Year Walk - February 24, 2024 Kelly Gilson of United Way Oxford, appeared before Council to share information regarding the Coldest Night of the Year Event that will be held in Tillsonburg on February 24, 2024. Page 13 of 550 4 Resolution # 2024-010 Moved By: Councillor Spencer Seconded By: Councillor Parker A. THAT Council receives the delegation from Kelly Gilson of United Way Oxford, as information; and B. THAT the notice of the event be circulated to council and staff and that council and staff be encouraged to participate in the Coldest Night of the Year Event on February 24, 2024. Carried 10.2 Olive Williams Re: Black History Heritage Event The delegation from Olive Williams will be rescheduled for the Council Meeting on January 23, 2024. 11. Deputation(s) on Committee Reports 12. Information Items Resolution # 2024-011 Moved By: Councillor Luciani Seconded By: Councillor Parker THAT the following items be received as information: 12.1 The Salvation Army - Donation Request 12.2 Tillsonburg District Memorial Hospital Foundation - Donation Request 12.3 United Way Oxford Re: Coldest Night of the Year 2024 12.4 Long Point Region Conservation Authority Board of Directors Meeting Minutes - December 6, 2023 Carried 13. Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO-23-031 - Paramedical Benefits Adjustment for Non- unionized Employees Page 14 of 550 5 Resolution # 2024-012 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres A. THAT report CAO 23-031 titled “Increase of Paramedical Benefits for Non-Union Staff” be received as information; and B. THAT Council approves the increase of paramedical benefits for non-unionized employees effective January 1, 2024. Carried 13.2 Corporate Services 13.3 Economic Development 13.3.1 EDM-24-001 - Community Improvement Plan Application – 1030 Progress Drive Resolution # 2024-013 Moved By: Councillor Parker Seconded By: Councillor Parsons A. THAT Council receives report titled EDM 24-001 Community Improvement Plan Application – 1030 Progress Drive; and B. THAT the 1030 Progress Drive property be approved for the Tax Increment Grant Back Program of the Community Improvement Plan, related to enhancements of the property, at the High Level, which offers the following growth related rebates: Years 1 to 6 - 50% rebate of the incremental tax increase Year 7 - 40% rebate Year 8 - 30% rebate Year 9 - 20% rebate Year 10 - 10% rebate with full property taxes being payable in year 11. Page 15 of 550 6 Carried 13.3.2 EDM-24-002 - Surplus Land Declaration – Municipal Lands East of Langrell Avenue Resolution # 2024-014 Moved By: Councillor Luciani Seconded By: Councillor Rosehart A. THAT report titled EDM 24-002 Surplus Land Declaration – Municipal Lands East of Langrell Avenue be deferred to the next meeting. Carried 13.4 Finance 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD-24-006 By-Law Enforcement Co-op Student Appointment Resolution # 2024-015 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons A. THAT report titled OPD 23-23 By-Law Enforcement Student Appointment be received as information. B. THAT a By-Law to appoint Samantha Giesbrecht as a Municipal Law Enforcement Officer for the Town of Tillsonburg be brought forward for Council consideration. Carried 13.7 Recreation, Culture and Parks 14. New Business 15. Consideration of Minutes 15.1 Advisory Committee Minutes Resolution # 2024-016 Page 16 of 550 7 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT the following Advisory Committee minutes be received as information:  Economic Development Committee Minutes from the meeting dated November 14, 2023  Community Health Care Advisory Committee Minutes from the meeting dated November 14, 2023 Carried 16. Motions/Notice of Motions 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws Resolution # 2024-017 Moved By: Councillor Spencer Seconded By: Councillor Luciani THAT the following By-Laws be read for a first, second, third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 18.1 By-Law 2024-001 A By-Law to Amend Zoning By-Law Number 3295, as amended (ZN 7-23-07) 18.2 By-Law 2024-002 A By-Law to Appoint a Municipal Law Enforcement Officer for the Town of Tillsonburg 18.3 By-Law 2024-003 A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-23-08) Carried 19. Confirm Proceedings By-law Resolution # 2024-018 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons Page 17 of 550 8 THAT By-Law 2024-006 A By-Law to Confirm the Proceedings of the Council Meeting held on January 8, 2024, 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 21. Adjournment Resolution # 2024-019 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT the Council meeting of January 8, 2024, be adjourned at 6:38 p.m. Carried Page 18 of 550 1 The Corporation of the Town of Tillsonburg Council Budget Meeting MINUTES Monday, January 15, 2024 5:00 PM LPRCA 4 Elm St Tillsonburg ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Renato Pullia, Director of Innovation and Strategic Initiatives and Interim Director of Finance/Treasurer Johnathon Graham, Director of Operations & Development Regrets: Andrea Greenway, Interim Director of Recreation, Culture & Parks Cephas Panschow, Development Commissioner Cheyne Sarafinchin, Deputy Treasurer Julie Ellis, Deputy Clerk _____________________________________________________________________ 1. Call to Order 2. Adoption of Agenda Page 19 of 550 2 Resolution # 2024-020 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Agenda as prepared for the Council Budget meeting of January 15, 2024, be approved. Carried 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof Councillor Parsons declared a conflict on this item. (7.2.1, 7.2.2 - Conflict as Part-Time staff member) 4.1 Councillor Parsons - Disclosures of Pecuniary Interest and the General Nature Thereof 7.2.1, 7.2.2 - Conflict as Part-Time staff member 5. Adoption of Council Minutes of Previous Meeting 6. Community Grant 6.1 Community Grant Presentations 6.1.1 Big Brothers Big Sisters of Oxford County Kristen Ralph appeared before Council to present the organization's 2024 community grant request. 6.1.2 Lake Lisgar Revitalization Project Frank Kempf and Joan Weston appeared before Council to present the organization's 2024 community grant request. 6.1.3 Tillsonburg & District Multi-Service Centre Jen Olcsvary, Fundraising & Community Engagement Coordinator, Tillsonburg and District Multi-Service Centre, appeared before Council to present the organization's 2024 community grant request. Page 20 of 550 3 6.1.4 Tillsonburg Free Family Fishing Derby Michael Dean appeared before Council to present the organization's 2024 community grant request. 6.1.5 Thames Valley Communication Access Program Natalie Kuzmanovich and Crystal Branco appeared before Council to present the organization's 2024 community grant request. 6.1.6 Tillsonburg Horticultural Society Christine Nagy appeared before Council to present the organization's 2024 community grant request. 6.1.7 United Way Oxford Kelly Gilson, Executive Director of United Way Oxford, appeared before Council to present the organization's 2024 community grant request. 6.1.8 Tillsonburg Tri-County Agricultural Society (Tillsonburg Fair) Rosemary Dean and Joan Weston appeared before Council to present the organization's 2024 community grant request. 6.1.9 Tillsonburg TurtleFest Organizing Committee Yvonne Kearns and Joan Skelton appeared before Council to present the organization's 2024 community grant request. 6.1.10 Youth Unlimited YFC Tillsonburg Rayburn Landsell appeared before Council to present the organization's 2024 community grant request. 6.1.11 Tillsonburg and Area Optimist Club Lindsay Munroe and Holly Vallee appeared before Council to present the organization's 2024 community grant request. 6.2 Community Grant - Award Resolution # 2024-021 Moved By: Councillor Parker Seconded By: Councillor Luciani 1. THAT the 2024 Community Grant applications and presentations be received; and Page 21 of 550 4 2. THAT the following grants be awarded (amounts to be added by Council): 1. Big Brother Big Sisters of Oxford County - $2,000 2. Lake Lisgar Revitalization Committee - $7,000 3. Tillsonburg & District Multi-Service Centre - $7,000 4. Tillsonburg Free Family Fishing Derby - $1,800 5. Tillsonburg Horticultural Society - $4,000 6. United Way Oxford - $5,500 7. Tillsonburg Tri-County Agricultural Society, Tillsonburg Fair - $5,000 8. Tillsonburg Turtlefest - $9,000 9. Youth Unlimited YFC Tillsonburg Upper Deck Youth Centre - $1,000 10. Town of Tillsonburg Cultural Advisory Committee (Excludes Santa Claus Parade) - $5,000 11. Tillsonburg Santa Claus Parade Tillsonburg & Area Optimist Club - $3,500 12. Thames Valley Communication Access Program - $1,000 3. THAT the auditorium rental for United Way Oxford's Coldest Night of the Year Event be waived. Carried 7. Town Boards Budget Presentations 7.1 Business Improvement Area - Board of Management Mark Renaud, Executive Director, Tillsonburg BIA, appeared before Council to present the Tillsonburg Downtown BIA's 2024 Budget and Business Plan. Mr. Renaud answered various questions from members of Council. Page 22 of 550 5 Resolution # 2024-022 Moved By: Councillor Luciani Seconded By: Councillor Parsons A. THAT the 2024 Business Improvement Area Budget presentation be received as information; and B. THAT Option B as included within the BIA Presentation be approved and included within the final budget calculations. Carried Resolution # 2024-023 Moved By: Councillor Luciani Seconded By: Councillor Parsons THAT the Town Budget be amended to include $20,000 capital expenditure grant to the BIA. Carried 7.2 Tillsonburg Police Service Board (TPSB) Councillor Parsons declared a conflict on items 7.2.1 and 7.2.2 and did not participate in debate or voting on the items. 7.2.1 Tillsonburg Ontario Provincial Police (OPP) Contract Budget Presentation Larry Scanlan, Tillsonburg Police Services Board Chair, appeared before Council to present the Ontario Provincial Police (OPP) Contract Budget Presentation. Resolution # 2024-024 Moved By: Councillor Spencer Seconded By: Councillor Luciani THAT the TPSB OPP Contract Budget Presentation be received as information. Carried 7.2.2 Tillsonburg Police Service Board - Budget Overview Page 23 of 550 6 Resolution # 2024-025 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker THAT the Tillsonburg Police Service Board budget overview be received as information. Carried 8. Budget Deliberations 8.1 November 20, 2023 - Returning Items 8.1.1 Physician Recruitment Mayor Gilvesy left the Chair. Deputy Mayor Beres assumed the Chair. Resolution # 2024-026 Moved By: Mayor Gilvesy Seconded By: Councillor Parker A. THAT the Primary Health Care Recruitment funding be approved in the 2024 Business Plan and Budget to fund 50% of the cost of a Physician Recruiter to an upset limit of $61,750 in partnership with Tillsonburg District Memorial Hospital pending their budget approval and agreement to support the additional 50%; and B. THAT the CAO be delegated authority to execute any necessary processes or documents, including but not limited to agreements, needed to facilitate the Physician Recruiter position; and C. THAT the Treasurer be directed to allocate any unspent funding from the position to the Physician Recruitment Reserve; and D. THAT the Health Care Committee execute the following: a. Continue to explore a future partnership and/or cost sharing with neighbouring municipalities for years 2025 and beyond as a full-time recruiter may not be required solely for the purpose of recruiting to Tillsonburg; Page 24 of 550 7 b. Compile a list of available spaces and positions; c. Provide a Committee report to Tillsonburg Town Council for consideration in the 2025 Budget and Business Plan detailing the outcome of this new position and responses to clauses a and b above; and E. THAT the Clerk, with inclusion of the Health Care Committee, Council and the CAO, forward this resolution in the form of a letter to the Chief Executive Officer of the Tillsonburg District Memorial Hospital for consideration in their budget process expressing a strong willingness to work in partnership with the Hospital to bring this position to fruition. Carried The Mayor re-assumed the Chair. 8.1.2 OPD-24-004 - 2024 By-Law Enforcement Service Delivery Review (V2) and TTC Security Resolution # 2024-027 Moved By: Councillor Luciani Seconded By: Councillor Parsons A. THAT report titled OPD 23-44 2024 By-Law Enforcement Service Delivery Review be received as information; and, B. THAT Council direct Town Staff to hire and retain an additional Full Time By-Law Officer to be hired on April 1st of 2024 where all burdens and cost will be expensed through the Town’s Protection Operating Budget; and, C. That Council direct Town Staff to hire and retain an additional Seasonal By-Law Officer (Summer Student) on an semiannual basis to be hired on April 1st of 2024 where all burdens and cost will be expensed through the Town’s Protection Operating Budget; and, D. That Council direct Town Staff to hire and retain contracted Security Guard(s) as needed for the Tillsonburg Community Centre. Page 25 of 550 8 Carried 8.1.3 CS-24-003 Youth Council Coalition of Canada Membership Resolution # 2024-028 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres A. THAT report titled Youth Council Coalition of Canada Membership be received as information; and B. THAT the membership for the Youth Council Coalition of Canada not be renewed for 2024. Carried 8.1.4 FIN-24-003 Debt Impact of 10–Year Capital Budget Forecast Resolution # 2024-029 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT report titled “Debt Impact of 10-Year Capital Budget Forecast” be received as information. Carried 8.2 Staff Reports 8.2.1 RCP-24-003 - Non-Resident Fees Resolution # 2024-030 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer A. THAT report titled RCP 24-003 Non-Resident Fees be received as information; and B. THAT Council hereby confirms the non-resident fee be implemented on May 1, 2024 as per the 2024 rates and fees by-law. Carried Page 26 of 550 9 8.2.2 OPD-24-001 - Enterprise Fleet Management Program Update Resolution # 2024-031 Moved By: Councillor Parker Seconded By: Councillor Parsons A. THAT report OPD 24-01 Enterprise Fleet Management Program Update be received as information; and B. THAT Council authorizes the continued use and transition of the Town’s light duty in-house fleet management program to a corporate leased ownership and management program; and C. THAT Council authorizes the acquisition of all future vehicles through the Enterprise leasing arrangement allocated through the Fleet operating budgets in Public Works. Carried 8.2.3 RCP-24-004 - TCC Auditorium Roof Replacement Resolution # 2024-032 Moved By: Councillor Spencer Seconded By: Councillor Luciani A. THAT report titled RCP 24-004 Capital Budget – TCC Auditorium Roof Replacement be received as information; and B. THAT the unspent amount of 2023 capital project #736 (Roof Replacement) be transferred to the Facilities Reserve (approx. $100,000); and C. THAT such funds from clause B. be transferred from the Facilities Reserve to the 2024 project X34 (roof repair/replacement), for the replacement of the TCC Auditorium roof; and D. THAT the contract for replacement of the TCC Auditorium be awarded to Tremco, under Kinetic RFSO#19-03-350340 contract, under Purchasing Policy 5-006, sec. 5(g); and E. THAT the $35,000 removed from 2024 X46 Clock Tower Repairs project be added to the 2024 project X34 (roof Page 27 of 550 10 repair/replacement) for repairs and maintenance to other facilities’ roofs. Carried 8.3 Additional Council Budget Motions 8.3.1 BIA Facade Improvement Grant Mayor Gilvesy left the Chair. Deputy Mayor Beres assumed the Chair for Item 8.3.1. and 8.3.2. Mayor Gilvesy re-assumed the Chair after the items were disposed of. Resolution # 2024-033 Moved By: Mayor Gilvesy Seconded By: Councillor Parker THAT the Business Improvement Area Facade Improvement grant within the Town Budget in the amount of $35,000 be removed from the 2024 Budget and associated Business Plans. Carried 8.3.2 Updated Economic Development Strategy Implementation (MSC) Resolution # 2024-034 Moved By: Mayor Gilvesy Seconded By: Councillor Parker THAT the Updated Economic Development Strategy Implementation (MSC) in the amount of $20,000 be removed from the 2024 Business Plan and Budget Carried 8.3.3 Tax Rate Stabilization Fund The following motion was presented: Moved By: Councillor Parker Seconded By: Councillor Luciani Page 28 of 550 11 A. THAT to an upset limit of $400,000 to meet the cost of living percentage be moved from Tax Rate Stabilization Fund to reduce the 2024 Tax Increase ; and B. THAT the same dollar amount from the 2023 Budget Surplus be used to re-fill the Tax Rate Stabilization Fund; and C. THAT the 12 month average of 2023 CPI be used as that number. The following alternate motion was presented: Resolution # 2024-035 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT Item 8.3.3 be deferred to the January 23, 2024 Council meeting. Carried 8.3.4 Pie Chart Deputy Mayor Beres requested a pie chart be provided to Council regarding the calculation of the tax allocations. The Interim Director of Finance agreed to provide. 8.3.5 Communications Position CAO Pratt asked for clarification on the Economic Developments communications part-time position. Cephas Panschow, Development Commissioner, provided that the 2024 proposed the Marketing position be allocated only to Economic Development. Part-Time allocation was for assisting Economic Development. Resolution # 2024-036 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT a report to Council be provided regarding the structure of Communications and supports to the organization. Carried Page 29 of 550 12 8.3.6 Ec Dev Councillor Spencer asked various questions to Cephas Panschow regarding SOMA. 9. Motions/Notice of Motions 10. Confirm Proceedings By-law Resolution # 2024-037 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer THAT By-Law 2024-004, to Confirm Proceedings of the Council Meeting held on January 15, 2024, 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 11. Adjournment Resolution # 2024-038 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT the Council Budget meeting of January 15, 2024, be adjourned at 8:36 p.m. Carried Page 30 of 550 Parks and Recreation Master Plan thinc design January 23rd, 2024 Town of Tillsonburg Page 31 of 550 Agenda 1.Project Overview ○Purpose of a Master Plan ○Project Phases and Scope ○Consultation Approach ○What We Heard 2.Community Context ○Demographic Context 3.Master Plan Recommendations ○Programs and Events ○Recreation Facilities ○Parks, Cemeteries & Trails ○Service Delivery ○Implementation 4.Next Steps & Questions 2 Page 32 of 550 1. Project Overview Project Overview / Community Context / Master Plan Recommendations 3 Page 33 of 550 Purpose of a Master Plan Project Overview / Community Context / Master Plan Recommendations 4 ●Guides the planning and provision of parks and recreation services, resources and investment over the next 10 years ●Develops recommendations using data from: surveys, interviews, facility use, budget considerations, trends in the parks & recreation sector, local opportunities, concurrent projects, etc. ●Viewed as a living document to be updated and adjusted through the annual budget planning process ●Recommendations may be advanced, delayed or amended to respond to changing circumstances ●Some initiatives will require additional community consultation to arrive at detailed plans and designs ●Council, in consultation with municipal staff, will determine when and how initiatives are implemented (e.g., specific type/number of amenities) Page 34 of 550 Project Phases and Scope Project Overview / Community Context / Master Plan Recommendations 5 Preliminary Review and Consultations Community Consultation and Gap Analysis Final Report Assessment & Draft Recommendations ●Review of policies, plans, studies, data ●Socio-demographic analysis ●Parks & recreation mapping and inventories ●Tour of recreation spaces ●Council & staff interviews ●Open House ●Surveys (online, random resident household, user group) ●Community Stakeholder interviews ●Parks, Recreation & Cemeteries Advisory Committee and Recreation & Sports Advisory Committee Presentation ●Community Consultation Report ●Draft recommendations ●Discussions with staff and advisory committees ●Draft Plan ●Presentation to Council & community ●Draft Master Plan online for community feedback ●Final Plan ●Presentation to Council & community Summer 2023 Summer-Fall 2023 Fall/Winter 2023 Winter 2023/2024 Page 35 of 550 Consultation Approach Project Overview / Community Context / Master Plan Recommendations 6 ✓Residents ●Random Telephone Survey: 300 households ●Online Mini Survey: 384 survey responses ●Open House & questionnaires: Approximately 40 attendees ✓Municipal Representatives ●16 interviews with Councillors and municipal staff ●2 meetings with the Parks, Recreation & Cemeteries Advisory Committee and Recreation & Sports Advisory Committee ✓Partners & Stakeholders ●Parks & Recreation User Groups Online Survey: 19 respondents ●6 interviews with community organizations conducted Page 36 of 550 What We Heard Parks and trails are heavily used and enjoyed by Town residents Suggestion for providing a variety of designs of columbariums to provide more choice Some interest in expanding food- based programs in the kitchen in the community centre More program opportunities for youth/teens (ages 10-19), and seniors (65+) More comfort amenities. Plant more trees, protect existing, and invest in gardens and beautification More adult programs, especially in the evening Strong interest in exploring options for the expansion of the Tillsonburg Community Centre Programming is restricted by adequate/ appropriate indoor space Accessibility and fulfillment of AODA standards in majority of parks and trails Project Overview / Community Context / Master Plan Recommendations 7 Vandalism is a recurring issue Partnerships with service clubs to build parks and recreation infrastructure and services Interest in an additional splash pad, and pickleball courts Demand for more ice from the community Sufficient space on the Community Centre lands to accommodate an expansion Page 37 of 550 2. Community Context Project Overview /Community Context / Master Plan Recommendations 8 Page 38 of 550 Demographic Context Current Population (2021 Census): ●2024: 19,503 people ●The Town of Tillsonburg has a large concentration of seniors (ages 75+), relative to Oxford County and the Province of Ontario. Estimated projected population at end of Plan’s term: ●2034: 27,514 people* Project Overview / Community Context / Master Plan Recommendations 9*Tillsonburg estimates were provided by the Town of Tillsonburg. Page 39 of 550 3. Master Plan Recommendations Project Overview / Community Context / Master Plan Recommendations 10 Page 40 of 550 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Project Overview / Community Context / Master Plan Recommendations 11 Page 41 of 550 Programs & Events General Program Recommendations ●Program planning: program tracking and evaluation ●Short duration programming ●Resident outreach and engaging new community members ●Accessible and adaptive programs ●Volunteer management: recruitment, retention and recognition Age Specific Recommendations ●Preschool and toddler ●Children and youth ●Adults and seniors Outdoor Recreation ●Trail-based activities ●Water-based activities Project Overview / Community Context / Master Plan Recommendations 12 Page 42 of 550 Project Overview / Community Context / Master Plan Recommendations 13 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 43 of 550 Recreation Facilities Project Overview / Community Context / Master Plan Recommendations 14 Indoor Facilities ●Ice pads: work to increase use of existing pads; conduct feasibility study for a third ice pad ●Indoor pool and health/fitness club: integrate required space additions/upgrades with facilities expansion/renovations; expand health club hours based on Town’s position within local market ●Gymnasium, indoor track and multi-purpose program space: Lions Den or Marwood Lounge as program room first; plan to add gym, indoor track and multi-purpose space in future facility supply ●Seniors Centre: include Tillsonburg Senior Centre as part of integrated design/functional improvements to Community Centre ●Station Arts Centre Tillsonburg Museum: consult to consider potential for capital cost contributions from other municipalities that benefit from regional tourism role Page 44 of 550 Recreation Facilities Outdoor Facilities ●Baseball Diamonds ○Determine required capital improvements and cost and need to replace diamonds; ○For diamonds that require replacement and five (5) additional diamonds to meet growth related needs, determine the cost-benefit of investing in existing municipal diamonds through upgrades/lighting vs. building new facilities elsewhere. ○Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/outdoor recreation hub. Project Overview / Community Context / Master Plan Recommendations 15 Page 45 of 550 Outdoor Recreation Facilities Outdoor Facilities ●Soccer Fields ○If evidence of need emerges, develop required facilities for municipal ownership, operation and scheduling. ○A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. ○The needs of other community groups for access to multi-use facilities should also be considered in designing and constructing new fields. Project Overview / Community Context / Master Plan Recommendations 16 ●Tennis and Pickleball Courts ○Provide three (3) planned dedicated pickleball courts, and make three (3) existing dual courts tennis only. ○Plan on providing up to two (2) more of each type of court during the term of the Master Plan. ○Monitor use, and select location for planned pickleball courts in terms of opportunities to add more. Page 46 of 550 Recreation Facilities Strategic Approach to Facility Provision ●As needed, update detailed building condition assessments of all indoor and outdoor facilities. ●Prioritize, budget and undertake essential building/facility repairs. ●Prepare a plan of required facility upgrades, additions/expansions to supply, priorities and phasing for development. Project Overview / Community Context / Master Plan Recommendations 17 Page 47 of 550 Project Overview / Community Context / Master Plan Recommendations 18 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 48 of 550 Project Overview / Community Context / Master Plan Recommendations 19 Parks General Recommendations ●Accessibility, safety, comfort and usability: AODA accessibility; shelter from sun and rain; drinking water sources; warming stations; lighting; seating; washroom access; drug paraphernalia ●Naturalization and tree planting: intentional naturalization; educational signage; hiring seasonal horticulturist (consider future full time) Provision and Access ●Classification: adopt updated parkland classification system, community park classification Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette ●Gibson House: if possible, develop a restroom and other required amenities for future use. ●Lake Lisgar: Continue to support the efforts to improve the Lake’s water quality; Construct a boardwalk (2017 Memorial Park Master Plan) Community Centre Hub: Memorial Park (includes Summer House and Lake Lisgar Water Park), Optimist Park, Rotary Park ●Community Centre: Provide wayfinding signage directing people to the various facilities, amenities, and connections. ●Lake Lisgar Water Park: Update the water features ●Bandshell:Work with the Kinsmen to determine updates and further expansion Page 49 of 550 Project Overview / Community Context / Master Plan Recommendations 20 Parks Community Centre Hub: Memorial Park (includes Summer House and Lake Lisgar Water Park), Optimist Park, Rotary Park ●Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. ●Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base, as well as space for continued operation of the Fair. ●Remove the condemned Pigeon Barn from Town facility supply. ●Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. Annandale Park ●Add a unique playground to Annandale Park ●Continue to maintain the concessions/washroom building and keep it in a good state of repair. New Community Parks ●Provide an outdoor rink dedicated to family/casual skating ●If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks Page 50 of 550 Project Overview / Community Context / Master Plan Recommendations 21 Trails General Recommendations ●Discuss the possibility of clearing additional trail segments with the roads department. New Trail Segments ●Develop a trail continuation (north of Concession St. W); develop a trail connection (between Coronation Park and Cadman Park) ●Parkland dedication in the form of trail systems should be consideredCemeteries ●Expanded columbaria options ●Diversity cemetery design (landscaping, burial options, seating) ●Cemeteries as accessible, beautified greenscape ●Increase promotion of events that occur at the cemetery Page 51 of 550 Project Overview / Community Context / Master Plan Recommendations 22 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 52 of 550 Project Overview / Community Context / Master Plan Recommendations 23 Service Delivery Role of Municipality in Service Delivery ●Act in both direct and indirect capacities; pursue opportunities to leverage the resources of the municipality and other parties, agencies /organizations in mutually beneficial collaborations. Recreation, Culture and Parks Department Staffing ●A full-time marketing, promotions and communications staff position ●Additional Department staff or enhanced competencies ●Additional contracted instructors will be required to allow programs to be diversified and added to supply. Page 53 of 550 Project Overview / Community Context / Master Plan Recommendations 24 Service Delivery Advisory Committees of Council ●Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in its implementation. ●Reflect recreation-based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee ●Preface the Special Events Manual with an overarching policy on municipal support for events. Collaborations and Agreements ●Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. ●Prepare a process and contract for engaging program instructors. Service Pricing, Affordable Access and Inclusion ●Conduct a service pricing study ●Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. ●Develop a community group affiliation policy ●Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events ●Consider the need to prepare a policy for grants to community groups ●Develop an overarching policy on municipal support for events to supplement the Special Events Manual Page 54 of 550 Project Overview / Community Context / Master Plan Recommendations 25 Service Delivery Revenue Generating Programs ●Expand revenue generating programs to help offset the costs of recreation service provision. ●Consider preparing overarching policies to cover revenue generating practices. ●Assign priority to revenue generating programs according to ease of implementation. Marketing, Communications and Promotion ●Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department. ●Develop social media channels specifically for the Recreation, Culture and Parks Department. ●Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. Process and Information Requirements ●Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/services planning. ●Take the lead in developing and implementing regularly occurring planning sessions with all key non-municipal providers in Tillsonburg. ●Conduct project, program or service specific planning sessions with other providers, as required. Page 55 of 550 Project Overview / Community Context / Master Plan Recommendations 26 Programs & Events Recreation Facilities Parks, Cemeteries & Trails Service Delivery Implementation Page 56 of 550 Project Overview / Community Context / Master Plan Recommendations 27 Implementation Considerations: ●10 year time frame ●Operational vs. Capital Projects ●vs. Study to be Undertaken ●Immediate Need (Year 1) ●Budget Considerations ●Staff Resources ●Flexibility ●Timing ●One-time or ongoing cost Area of Recommendations Timing Total Cost Allowance Short Term (1-3 Years) Medium Term (4-6 Years) Long Term (7-10 Years) PE: Programs & Events ---- F: Facilities $220,000 $6,160,000 $70,000 $6,495,000 PCT: Parks, Cemeteries & Trails $325,000 $650,000 $855,000 $1,830,000 SD: Service Delivery $315,000 $225,000 $280,000 $820,000 Total Cost $860,000 $7,035,000 $1,205,000 $9,145,000 Page 57 of 550 Gelila Mekonnen gmekonnen@thincdesign.ca Mary Catherine Mehak mc@mehak-kelly.com Thank you! Page 58 of 550 January 2024 Town of Tillsonburg Draft Parks and Recreation Master Plan Page 59 of 550 ii Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Prepared by thinc design in association with Mehak, Kelly & Associates and Oraclepoll Research Ltd. for the Town of Tillsonburg January 2024 Page 60 of 550 iiiTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Land Acknowledgment The Town of Tillsonburg acknowledges that the land upon which it is located is the traditional territory of the Anishinaabek (Ah-nish-in-a-bek), Haudenosaunee (Ho-den-no-show-nee) and Attawandaron (Add-a-won- da-run) peoples, showing respect for the long-standing relationships that Indigenous Nations have to this land, as they are the original caretakers. Page 61 of 550 Gyulveszi Park Page 62 of 550 vTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Table of Contents Land Acknowledgment iii 1.0 Introduction 1 1.1 Project Overview 1 1.2 Community Context 4 1.2.1 Current Demographic Profile 4 1.2.2 Projected Population 4 1.2.3 Age Distribution 5 1.2.4 Geographic Context and Growth 6 2.0 Programming and Events 9 2.1 Introduction & Assessment Background 9 2.1.1 What We Heard 12 2.2 Program Assessments and Recommendations 16 2.2.1 General Program Recommendations 16 2.2.2 Age Specific Program Needs 26 2.2.3 Outdoor Recreation 32 3.0 Recreation Facilities 37 3.1 Introduction & Assessment Background 37 3.1.1 What We Heard 38 3.1.2 Assessment Considerations 40 3.2 Indoor Facilities Assessment 42 3.2.1 Arts, Culture and Heritage 52 3.3 Outdoor Facilities Assessment 54 3.4 Strategic Approach to Facility Provision 62 Page 63 of 550 vi Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Parks, Cemetery, and Trails 69 4.1 Introduction & Assessment Background 69 4.1.1 Overview of Supply 69 4.1.2 What We Heard 72 4.2 General Recommendations 74 4.2.1 Accessibility, Safety, Comfort and Usability 74 4.2.2 Provision and Access 83 4.3 Site-Specific Recommendations 88 4.3.1 Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette 88 4.3.2 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park 90 4.3.3 Annandale Park 98 4.3.4 Coronation Park 100 4.3.5 New Community Parks 100 4.4 Trail Recommendations 102 4.4.1 What We Heard 102 4.4.2 New Trail Segments 104 4.5 Tillsonburg Cemetery 108 4.5.1 What We Heard 108 5.0 Service Delivery 113 5.1 Introduction & Assessment Background 113 5.1.1 What We Heard 114 5.2 Role of the Municipality in Service Delivery 115 5.3 Recreation, Culture and Parks Department and Committees of Council 117 5.3.1 Recreation, Culture and Parks Department Staffing 117 Page 64 of 550 viiTown of Tillsonburg | DRAFT Parks and Recreation Master Plan 5.3.2 Advisory Committees of Council 120 5.4 Collaborations and Agreements 124 5.5 Policy Requirements 126 5.5.1 Service Pricing, Affordable Access and Inclusion 126 5.6 Revenue Generating Programs 137 5.7 Service Planning and Evaluation 141 5.7.1 Process and Information Requirements 141 5.7.2 Incorporating Data in Services Planning 144 5.7.3 Engaging Other Service Providers 145 5.8 Marketing, Communications and Promotion 147 6.0 Implementation 149 6.1 Implementation Considerations 149 6.2 Implementation Strategy 153 Appendix A: Facilities Ice Schedule and Use 169 Appendix B: Parks & Trail Inventory 174 Appendix C: Departmental Organizational Chart 182 Appendix D: Revenue Generating Tools and Initiatives for Parks and Recreation 184 Page 65 of 550 List of Figures List of Tables Figure 1-1: Project timeline 2 Figure 1-2: Consultation activities and surveyed audiences 3 Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021 5 Figure 1-4: Tillsonburg and surrounding areas 6 Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023) 7 Figure 2-1: Diagram of a volunteer management cycle 25 Figure 2-2: Image of artist Janet Macpherson painting Keddy Access Trail 34 Figure 2-3: iPaddle Port is one example of a self-serve kayak rental product 35 Figure 4-1: Diagram of canopy shade from under cover: guidelines for shade planning and design 75 Figure 4-2: Three examples of warming shelters at Mississauga’s Celebration Square, featuring a variety of materials, lights, warming methods, and levels of enclosure. 76 Figure 4-3: Map of Tillsonburg showing the 400m and 800m radii around each park, and areas of future residential growth 87 Figure 4-4: Current layout of Community Centre hub site 91 Figure 4-5: Recommended update to 2017 Community Centre hub site plan 93 Figure 4-6: Example of playground structures 99 Figure 4-7: Map of existing trails in Tillsonburg 105 Figure 4-8: Map of existing cemeteries in Tillsonburg 109 Figure 5-1: Planning and evaluation process 141 Figure A-1: Community arena ice schedule 170 Figure A-2: Memorial arena ice schedule 171 Figure A-3: Memorial arena ice schedule (prime time use) 172 Figure C-1: Departmental organizational chart 183 Table 1-1: Tillsonburg socio-demographic highlights 4 Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034 4 viii Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 66 of 550 Table 2-1: Sample of programs provided by the Town of Tillsonburg 11 Table 2-2: Sample of programs provided by local organizations 11 Table 2-3: Interest in programs and activities by age group 12 Table 2-4: Age groups supported by user group programs and events 13 Table 3-1: Indoor facilities, use levels and upgrades 42 Table 3-2: Summary of ice users responses to master plan survey 44 Table 3-3: Town of Tillsonburg ball diamonds 54 Table 3-4: Town of Tillsonburg tennis and pickleball courts 59 Table 3-5: High level directions for indoor facility changes and additions 64 Table 3-6: Summary of outdoor facility supply and provision directions 67 Table 4-1: Total number of park amenities for casual use 70 Table 4-2: Parkland provision in Tillsonburg and comparable municipalities 71 Table 4-3: Current service levels for outdoor facilities in Tillsonburg and comparable municipalities 71 Table 4-4: Updated Tillsonburg parkland classification system 83 Table 4-5: Current park provision levels and projected parkland needs 84 Table 4-6: Summary of Facilities and Amenities at the Community Centre Hub 90 Table 5-1: General model of recreation service delivery 115 Table 5-2: Tillsonburg committee mandate and structure summary 120 Table 5-3: Characteristics of agreements supporting collaboration 125 Table 5-4: Proposed and existing Town parks, culture and recreation policy 126 Table 5-5: Example of service pricing categories 128 Table 5-6: Areas of interest for additional municipal support to volunteer groups 131 Table 5-7: Services planning information requirements and application 143 Table 5-8: Use of information sources about recreation services 147 Table B-1: Inventory of Town parks 175 Table B-2: Inventory of Town trails 178 ixTown of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 67 of 550 1Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 1.0 Introduction 1.1 Project Overview to changing circumstances, and some initiatives will require additional community consultation to arrive at detailed plans and designs. Council, in consultation with municipal staff, will determine when and how initiatives are actually implemented (e.g., specific type/number of amenities). The development of the Parks and Recreation Master Plan is a multi-phased project that began in Summer 2023, and is planned to conclude in Winter 2024 (see Figure 1-1). This Parks and Recreation Master Plan (herein referred to as ‘The Plan’) has been prepared to guide the provision of parks, cemetery and recreation services over the next 10 years (2024 - 2034). The Plan should be viewed as a living document to be updated and adjusted through the annual budget planning process. This Plan provides a road map, identifying needs and priorities, and suggested implementation timing of recommendations, however, they may be advanced, delayed or amended to respond Page 68 of 550 Phases one and two focused on establishing the current context and undertaking extensive community consultation (Figure 1-2). In Phase three, the team conducted needs assessments using a broad data set including the feedback from Council, staff, residents and community organizations; facility use and program participation data; review of related plans and studies; recreation trends; Town capital plans and budgets; future growth and development; and related/concurrent projects and initiatives. In the final phase (Phase 4), the draft Plan will be shared with the community for review and comment before finalizing. Figure 1-1: Project timeline Preliminary Review and Consultations JUNE-JULY 2023 PHASE 1 Community Consultation and Gap Analysis JULY-SEPTEMBER 2023 PHASE 2 Created by Jesus Puertasfrom the Noun Project Assessment & Draft Recommendations SEPTEMBER- NOVEMBER 2023 PHASE 3 Created by HAZHAfrom the Noun Project Final Report DECEMBER 2023 - FEBRUARY 2024 PHASE 4 Created by Suci Cahyanifrom the Noun Project Page 69 of 550 3Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 1-2: Consultation activities and surveyed audiences Interviews with Municipal Staff & Council: • 16 interviews conducted Community Stakeholders Interviews: • 6 interviews conducted, 12 stakeholders participated INTERVIEWSCreated by Andri The Bluefrom the Noun Project Open House: • Approximately 40 open house attendees, 35 in-person survey responses Parks, Beautification and Cemeteries Advisory Committee and Recreation & Sports Advisory Committee: • Group discussion informing the SWOTA analysis OPEN HOUSECreated by arejoenahfrom the Noun Project SURVEYS Created by Lareafrom the Noun Project Parks and Recreation Master Plan Online Survey: • 384 engaged visitors and completed surveys Random Household Telephone Survey: • 300 households User Group Survey: • 19 user groups surveyed Page 70 of 550 4 1.2 Community Context 2024 Population 19,503 Land Area 22.2 km2 Population Density Per Square Kilometer 913.2 Median Total Income of Households 2020 $73,500 Immigrant Population (2021)2,295 (12%) Table 1-1: Tillsonburg socio-demographic highlights Source: Canada Census 2021, with the exception of the 2024 population, which was calculated by the Town of Tillsonburg. Table 1-2: Town of Tillsonburg and Oxford County population projections from 2024-2034 Sources: Tillsonburg estimates were provided by the Town of Tillsonburg. Oxford County estimates were calculated by multiplying Ontario’s average household size of 2.6 with the household forecasts from the Phase One Comprehensive Review, Oxford County Report by Hemson Consulting Ltd. Year Tillsonburg Oxford County 2024 19,503 129,272 2029 25,463 137,332 2034 27,514 145,262 1.2.2 Projected Population Table 1-2 illustrates the current and projected populations for the Town of Tillsonburg and Oxford County from 2024 to 2034. According to these figures, the Town of Tillsonburg is projected to grow by 8,011 residents over the next 10 years, representing a growth of 41% from the current population. Comparatively, the population of Oxford County is projected to grow by 115,535 (12%) during the same period (Phase One Comprehensive Review, Oxford County, 2020, Hemson Consulting Ltd). 1.2.1 Current Demographic Profile The Town has recently prepared population estimates, and these are the figures we will use in The Plan, including a current (2024) population of 19,503. The median household income in Tillsonburg is $73,500, which is just slightly less than the median household income in Oxford County ($76,500) (Canada Census 2021). The immigrant population in Tillsonburg was 12% in 2021, similar to that of the County as a whole, which was 11.3% (Canada Census 2021 Table 1-1). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 71 of 550 5 consultations that Tillsonburg has received many young families in recent years and has a large senior population. The age distribution of the County will remain relatively stable over the next 10 years with a slight increase in the proportion over 75 years of age, and slight decreases in the proportion of those aged 50 – 64 (Ontario Population Projections Update, 2019-2049). Population projections by age were not available for Tillsonburg, but it is assumed it will trend similarly. Figure 1-3: Population age distribution in Tillsonburg, Oxford County, and Ontario, 2021 Source: 2021 Canadian Census 1.2.3 Age Distribution Figure 1-3 illustrates the population age distribution for the Town of Tillsonburg, Oxford County, and Ontario in 2021. The Town of Tillsonburg has a large concentration of seniors (ages 75+), relative to Oxford County and the Province of Ontario. Additionally, Tillsonburg has a large adult population (20-49 years), which is similarly reflected in Oxford County. Tillsonburg and Oxford County have significantly less youth (15 – 19) than the Ontario average. In all, the data supports the anecdotal observations we heard during Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 72 of 550 6 0 5 10 km N HWY 401 Township of South-West Oxford Township of Norwich Town of Ingersoll Tillsonburg Norfolk County Elgin County Town of Aylmer Figure 1-4: Tillsonburg and surrounding areas The Town has varied land uses, with large areas dedicated to residential and industrial (particularly at the south end of Town). It also has a fairly well developed green space system, connected by waterways and trails. Figure 1-5 illustrates these land uses, along with areas expected to see the most residential growth in the coming years, all of which are on the periphery of the Town’s border. Community Context Map 1.2.4 Geographic Context and Growth Tillsonburg is a geographically small town (22 square kilometers), with a population density of 913.2 people per square kilometer, surrounded by rural municipalities (Figure 1-4). The nearest population centre to Tillsonburg is Ingersoll, 25 minutes to the north. To the south are rural municipalities, and as such many people from these areas likely come to Tillsonburg for services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 73 of 550 7 Figure 1-5: Tillsonburg land use and projected residential growth areas (Town of Tillsonburg, 2023) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 74 of 550 Kinsmen Participark Page 75 of 550 9Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 2.0 Programming and Events 2.1 Introduction & Assessment Background Balancing the supply and demand of recreation programs, activities and events is a key contributor to supporting the long- term health, well-being, and quality of life for all communities. Among all age groups, programs and events can be effective tools that help to foster social cohesion and a sense of belonging. An adaptive and responsive approach to developing recreation programs that reflect the interests and needs of communities can generate more participation locally, and contribute to the increased use of existing assets. Page 76 of 550 The public engagement phase of this project revealed important insight into the current supply and availability of programs, program use patterns, and new program demands and trends. The current supply of Town-led recreation programs and events includes a range of sports, arts, community, education and training programs. However, among these program types, the Town of Tillsonburg primarily offers sports-based and active programs. These programs are primarily facilitated through the Tillsonburg Community Centre, which acts as a key community hub for residents. A sample of programs offered by the Town is listed in Table 2-1. Local community non-profits, associations and clubs are also key contributors to the supply of programs and events in the Town of Tillsonburg. Table 2-2 provides a sample of programs and events provided by local organizations. The following section provides an overview of what we heard during the public consultation process in relation to recreation programs and events. Detailed results from the consultation process conducted during Phase 2 of this project are further described in the Consultation Summary Report. Page 77 of 550 11 Type of Program Sample of Programs Provided Sample of Facilities Used Tillsonburg Minor Hockey • initiation program (IP), U9, U11, U13, U 15, U18, • tournaments Colin Campbell Community Rink, Memorial Rink Tillsonburg Soccer Club • youth house league • Friday night adult recreation league Tillsonburg Soccer Park Tillsonburg Seniors Centre • zumba • arts and crafts • bingo Tillsonburg Senior Centre Tillsonburg Station Arts Centre • beginner pottery • black background drawing Station Arts Centre Table 2-2: Sample of programs provided by local organizations Type of Program Sample of Programs Provided Sample of Facilities Used Camps & PA Days • youth/senior camp • winter/summer camps • basketball/triathlon camp Lions Den, Lions Auditorium Water Fitness & Leisure • aquafit, • swimmer 1-9 • lane swim Lake Lisgar Water Park, Tillsonburg Community Centre Pool Sports and Fitness • pickleball • tennis • health club Health Club, Lions Auditorium Speciality Classes • beginner cooking • construction • coding Lions Den, Marwood Lounge Table 2-1: Sample of programs provided by the Town of Tillsonburg Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 78 of 550 12 2.1.1 What We Heard Random Telephone Resident Survey According to the results of the random telephone resident survey, 79% (or 238 residents) indicated that they do not think there are additional recreation programs and activities needed in Tillsonburg. However, of those who do think that additional recreation programs and activities (21% or 62 respondents) are needed, respondents identified the following sport and non-active related programs of interest: • Group fitness classes (29%) • Outdoor court sports (26%) • Trail activities (24%) • Performing Arts (18%) • Camps (16%) • After School Programs (16%) As highlighted in Table 2-3, survey respondents expressed interest in programs and activities for multiple age groups. For example, among all age groups respondents indicated interest in both active sport and non-sport related recreation activities for youth ages 5-12 years (15%), teens 13-19 years (13%). However, interest in non-sport recreation activities were higher among adults and seniors ages 35+. Finally, when asked what factors prevent respondents from participating in recreation programs/activities, 45% of respondents indicated “there is nothing that prevents us from participating”. Active Sport/ Fitness Non-Sport Recreation Both 0-4 Years 3%3%5% 5-12 Years 11%6%15% 13-19 Years 13%8%13% 20-34 Years 3%3%8% 35-54 Years 5%11%7% 55-64 Years 5%18%5% 65-74 Years 1%11%3% 75 Years +-10%- Table 2-3: Interest in programs and activities by age group Online Resident Survey Respondents to the online survey are self- selected, and may include responses from individuals with a range of interests in parks and recreation in the Town of Tillsonburg. Online survey respondents (384 responses) were first asked to indicate their level of satisfaction with all service areas (parks/ trails, facilities, and programs). A majority of respondents indicated that they feel neutral among all service areas. However, when comparing all three service areas, the availability of programs, activities and events ranked second (30.2% or 116 respondents). Additionally, when asked what their top priorities are for improvements and expansion among all three service areas, respondents indicated the least interest in programs, activities and events (19.53% or 75 respondents). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 79 of 550 13 % All Age Groups/Families 26.3% Children 0-4 Years 10.5% Children 5-12 Years 36.8% Teens 13-19 Years 57.8% Young Adults 20-34 Years 36.8% Adults 35-44 Years 36.8% Adults 45-54 Years 47.3% Adults 55-64 Years 36.8% Adults 65-74 Years 36.8% Adults 75+21.0% Table 2-4: Age groups supported by user group programs and events Finally, when asked to indicate how residents prefer to participate in recreation, the top four responses included: using trails (67.91%), Self-directed sports/physical activity (e.g. cycling, running/walking, swimming, etc.) (65.8%), organized sports (51.9%), and social activities (41.4%). User Group Survey & Stakeholder Interviews Facility and park user groups that offer programs and events in the Town of Tillsonburg were also invited to participate in a survey to better understand their programming focus, facility needs, and anticipated future growth. A total of 19 user groups responded to the survey, Only 26.3% (or 5 user groups) indicated that they primarily serve all age groups/ families. However, more than half (57.9% or 11 respondents) indicated that they primarily serve teens ages 13-19 years, followed by adults 45-54 (47.3% or 9 user groups). Among all user groups, the least served age groups are children ages 0-4 years (26.3% or 2 user groups), and adults ages 75+ (21.0% or 4 user groups) (see Table 2-4). Among the 19 respondents, the most common types of programs and activities that user groups offer include: clubs/ social (29% or 5 respondents), hockey (29% or 5 respondents), and fitness/wellness programs (2.5% or 4 respondents). The least common type of program offered by user groups include softball (5.9% or 1 respondent), seniors programs (5.9% or 1 respondent), tennis/pickleball (5.9% or 1 respondent), figure skating (5.9% or 1 respondent), and trail programs (5.9% or 1 respondent). Programs not offered by any user groups include ball hockey, performing arts, volleyball/badminton. Other programs offered by user groups also include ringette, learn to skate, blood donation events, horticultural and community gardens. Among sixteen respondents, twelve user groups identified that they have been experiencing growth in levels of program participation/members or attendance at their events. When asked to identify the anticipated growth levels of their groups participation or event attendance in the next 5-10 years: 50% (5 respondents) of user groups anticipate growth of between 5.1%-10%; 20% (2 respondents) of user groups anticipate a growth of between 5.1%-20%; and 30% (3 respondents) of user groups anticipate a growth of over 25%. When asked to indicate the key Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 80 of 550 14 factors contributing to stable or changing participation/attendance levels over the next 5 years, respondents indicated: • “increasing interest in our program/ event focus” • “population growth in the age groups we serve” • “our programs are socially interactive/ fun” Stakeholders were also invited to participate in interviews to further contribute feedback to the Parks and Recreation Master Plan. This forum encouraged attendees to expand on their feedback included in the user group surveys and discuss future opportunities. A range of feedback relating to programs and events was expressed, including: • Limited parking identified as a challenge to running events, especially when different sports are happening in the same time and vicinity • Teenager to 25 years old age groups identified as challenging demographics to engage in programs and activities • Basketball programs identified as a gap in current program offerings • Growing interest in tech programs, could be facilitated by the Library • Limited ice space and indoor recreation space identified as a primary challenge for supporting growth active/ sport and non-sport related recreation • Limited recreation and sports-related opportunities for adults 20-30 years old • Some interest in growing more passive, multi-generational programs and activities for the Tillsonburg community Town Council and Staff Interviews Interviews with Town Council and staff were also conducted to provide further depth on current and future delivery of Tillsonburg’s programs and event offerings. A number of overarching programming goals were identified, and include providing more programs and events for families encouraging multi-generational interaction, continuing to foster positive and productive relationships with community organizations and businesses that contribute to parks and recreation, and advancing equitable and inclusive programming for persons with disabilities and seniors. A series of challenges impacting programming in Tillsonburg were also identified, including: • Challenges with availability of program instructors (hiring and retaining trained staff, e.g. lifeguards, camp counsellors) which directly impacts the ability to increase programming capacity • Challenges with maintaining and keeping equipment in working condition Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 81 of 550 15 • Dependence on school gymnasiums puts programs at potential risk if availability changes/is reduced Open House The Tillsonburg community were also invited to participate in a community open house to learn more about the Parks and Recreation Master Plan. Attendees were encouraged to expand on their interests and feedback relating to the programs and events in the Town. Additional insights from the open house highlighted: • Strong interest in increasing program capacity to accommodate high demand (especially for youth programs like camps) • Interest in making programs available in early evening for adult programs and weekend times for kids and preschool programs • Recognition of the role programs and events have in supporting and building healthy communities. Interest in more opportunities for community building and engaging vulnerable communities (e.g. seniors) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 82 of 550 16 2.2 Program Assessments and Recommendations Within the context of Tillsonburg, the public consultation process revealed that there is a growing demand for increased capacity in existing programs, modest demand for expanded recreation opportunities, desire for more opportunities for multi- generational programs and events, and interest in using existing natural assets (e.g. trails and Lake Lisgar) for recreation activities. Moreover, as detailed in Section 1.0, the population of Tillsonburg is projected to increase by 41% (or 8,011 residents) in the next ten-year period, over the span of this plan. In consideration of this, it is important for the Town of Tillsonburg to not only enhance existing program offerings, but to also develop a strategic approach to program planning that works to fill service gaps and prepares for future program growth and expansion. 2.2.1 General Program Recommendations Program Planning: Program Tracking and Evaluation As program interests and trends change, engaging in a cyclical program planning process can be a valuable strategy to help guide future program development and growth. The primary goal of planning, monitoring and evaluating programs is to contribute to informed decision-making that works to distinguish between community ‘needs’ and ‘wants,’ respond to ‘needs’ in the most judicious way, and to monitor the efficacy of the response. Program planning can also help to understand residents’ areas of interest, identify local partners, offer an approach to ‘piloting’ new programs, understand the needs associated with offering programs (e.g., equipment, specialty program facilitators), tracking participation rates, and evaluating participant feedback. In recent years, the Town of Tillsonburg has issued the Tillsonburg Recreation Survey (2022) which sought to collect general feedback relating to program and event offerings, general community recreation interests, and accessibility of event and program information. In addition to this, the Town should consider issuing and collecting program evaluations from participants after programs to further identify potential improvements for programs/activities. Ongoing service monitoring and evaluation will inform planning to address needs as they evolve and to gauge the success of programs, events, and services after-the- fact. Program and event participation information should be collected and tracked over time. As appropriate to the intended outcomes of individual programs/events, variables such as registration, attendance, program completion, age(s) of participants and location of residence, resident/ non-resident participants, etc., should be documented and used for planning/ designing services and to identify trends over time. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 83 of 550 17 Program evaluations can help the Town better understand accessibilty needs (in terms of facilities, programs, equipment etc.) and equipment needs (quantity and state of repair, etc.). This helps to ensure those interested in participating in recreation programs/activities are not denied participation due to broken or damaged equipment, especially for popular programs such as aquafit programs. The Town should develop a strategy to ensure Town owned equipment (e.g. exercise bikes) are in a state of good repair. Parks and Recreation Ontario’s Manual entitled Measuring Customer Value and Satisfaction for Parks and Recreation is a practical guide to supporting service evaluation work. As noted in the Manual, it is “intended to enable providers of parks and recreation to easily and consistently assess customer value and related issues. [It] includes a common set of core questions and an enhanced set of questions that can be used by providers to evaluate the effectiveness of their programs and services, as well as advice on approaches to administering surveys” (p. 1). The manual also includes a draft program survey that can be adapted and modified. The ability to evaluate progress will require annual targets that can be measured. For example, a program objective for an upcoming budget year may be to introduce four new programs in areas of particular interest emerging from the Master Plan’s consultation. As is the case now, each new program is essentially a pilot designed to optimize participation and should be evaluated upon completion to determine future options to continue - with any required adjustments - or discontinue. The results of each year’s programming would provide the basis for reporting on outcomes and planning for the upcoming year. Volunteers’ experience should also be evaluated to identify areas where it can be improved to enhance the program so that existing volunteers will see their contributions are valued, and potential new participants will benefit from a well- designed approach. Recommendations PE 1. Introduce a recreation program evaluation procedure to document and track participant feedback. PE 2. Develop a strategy to ensure equipment used for programs (e.g. exercise equipment) is available and in a state of good repair. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 84 of 550 18 Short Duration Programming Short-duration programming (e.g., workshops, lesson series) is an effective way to help ensure resources are dedicated to activities where there is interest, uptake, and success in the Town. This model of programming allows community members to explore different topics; for some, it could be the first step to engaging in an activity that captures their interest. It is ideal for learning new skills and is appealing to many adults, as an ongoing commitment is not required upfront. In addition, this approach makes use of local knowledge and skills and is an opportunity for local artists, artisans, teachers, and experts to increase their exposure, share their knowledge, build awareness of their skills, and serve a broader market. By testing out new programs using a “try it” model, the Town can also gauge community interests in particular areas before dedicating greater resources to long-term programming. Moreover, this model can be used to better understand the optimal times to offer programming outside of conventional operating hours. If a short-duration program is successful and participants want to engage further, the Town can then explore opportunities for extending the program offered in the longer- term. For example, a short term food based program that utilizes the kitchen located in the Tillsonburg Community Centre can support all-ages and intergenerational non-sport related program interests. These small-scale workshops/activity series can be led by teachers, leaders, and artists in the community (e.g., music lessons, painting classes, drama/improv group) and/ or in partnership with other community organizations. Key considerations to determine if a program should be provided include community interest (i.e., how many people participated or indicated a desire to participate in that program topic and time of day) and capacity (e.g., availability and expertise of instructors, availability of Town facilities). Some examples of programs that could fit well within this model as shared by residents through the public consultation process include tie dye programs and DIY canning and food preservation. Recommendation PE 3. Implement a short-duration programming model to pilot new programs and assess long-term program interest. Programs can include both active and non- sports related programs (e.g., culinary courses, adult crafting, photography, youth coding, adult trail walking groups). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 85 of 550 Page 86 of 550 20 Reaching New Residents Currently, the Town issues a Recreation Guide seasonally which compiles information on recreation programs, activities, classes and community events. In addition to listing the available programs and events, the guide details the available options for financial assistance to access recreation programs, space rental information, and customer service information. As the Tillsonburg community continues to grow over the next ten years, the Town should work to develop a strategy to grow awareness of these opportunities available for newer residents. For example, the Town can work with local neighbourhood volunteers to organize ‘Welcome Wagon’ packages for new residents. Other potential partners in this regard can include Tillsonburg Public Library, local businesses, and community groups likely to come into contact with newcomers. Welcome Wagon packages are delivered to new households and often include a range of information about a community (not only recreation- related), including for example information about garbage collection, healthcare resources, schools, social services, landmarks, parks, facilities and recreation. Recommendation PE 4. Explore opportunities with volunteer groups to develop a Welcome Wagon program for new Tillsonburg residents. Accessible and Adaptive Programs 1 City for All Women Initiative. (2015). Advancing Equity and Inclusion. A Guide for Municipalities. Ottawa. p. 17. While certain aspects of accessibility are legislated and are often associated with facility design consideration, opportunities to exceed minimum standards should be pursued wherever feasible. The goal of advocating and legislating measures to ensure accessibility and inclusion is to make it the social norm by proactively integrating accessibility considerations in all aspects of parks and recreation services, which includes how programs and events are offered to participants. Supporting accessibility means: “Removing the barriers faced by individuals with a variety of disabilities (including, but not limited to: physical, sensory, cognitive, learning, mental health) and the various barriers (including attitudinal and systemic) that impede an individual’s ability to participate in social, cultural, political, and economic life. Disabilities can be temporary or permanent. As we age our abilities change and therefore an accessible society is one designed to include everybody; both people with disabilities and people who self identify as non-disabled.” 1 Due to the cyclical nature of program planning, there are more opportunities to preemptively prioritize the accessibility, inclusivity, and adaptive nature of programs. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 87 of 550 21 Additionally, as the Town of Tillsonburg continues to grow and welcome diverse communities, all community members of racial, ethnic backgrounds, and faiths should be acknowledged and made to feel welcome in/at programs and events. The Town can do this by, for example, trying to ensure that advertising and communications reaches these groups, advertising features a diversity of people that, Town recreation staff reflects the diversity of the community, and through staff training. Recommendations: PE 5. Apply an equity lens at the outset of program planning. PE 6. Developing accessible and inclusive marketing and communication materials to amplify awareness of available programs and events. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 88 of 550 Volunteer Management: Recruitment, Retention & Recognition 2 Managing Volunteers: A Good Practice Guide. Citizen Information Board, 2008. p. 19 https:// www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf The public consultation process highlighted the strong culture of volunteerism in Tillsonburg, which is valued throughout the community. Although some groups reported having great success enlisting volunteers, others have reported having difficulty engaging volunteers. Encouraging and maintaining this culture should be a priority within the community, as similar trends are not reflected in other cities across Canada. In fact, many communities have experienced a decline in volunteerism, especially since the impact of COVID-19. Although the causes of this decline are multifaceted, developing strategic approaches to combat this decline is beneficial for organizations of any size and scale. Volunteer management strategies can help to support a more reciprocal relationship between prospective volunteer bases and organizations to build a culture of volunteerism. Volunteer management strategies can be used as tools to help formalize volunteer engagement practices that may be traditionally more informal. As described by the Citizen Information Board (based in the United Kingdom)2, sustainable and successful volunteer management strategies also require the organization (including municipalities) to reflect on key questions that inform and influence the volunteer’s experience. Page 89 of 550 23 For example, questions can include: 3 https://www.citizensinformationboard.ie/downloads/training/Managing_Volunteers_08.pdf p. 19 4 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.35 • “Why [do] you have volunteers? • What is their role? • What limits, if any, are there to the range of activities volunteers get involved in? • What can you offer volunteers?”3 Reflecting on these key components will also support a more strategic approach to recruiting and retaining volunteers. Attracting volunteers requires organizations to consider how they are perceived by the public and how the organization can highlight the positive aspects of volunteering with them.4 For example, by understanding what motivates volunteers, organizations may strategically offer some benefits (e.g., certifications, education credits, skills development) that may appeal to a wider audience. Volunteer recruitment campaigns can also occur on an ongoing or per project basis. Some strategies noted by the Citizen Information Board include: • “Word of mouth - let the team and board know what opportunities are available • Print eye catching leaflets and posters • Attend promotional events • Have a stand in the local shopping centre or library • Invite people to an information meeting • Give talks to target groups”5 5 https://www.citizensinformationboard.ie/downloads/training/Managing_Volunteers_08.pdf p.36 6 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p.51 A key aspect of and retaining volunteers also includes ensuring that volunteers feel supported. Developing a system in which volunteers can have a seamless experience onboarding and beginning their role, performing their role, providing feedback on their experience, and acknowledgment of their work is essential. The Citizen Information Board highlights that the resources provided to volunteers will largely vary by each volunteer6, and that “support and supervision are about enabling the volunteers to do the job to the best of their ability and to the satisfaction of the organization. It’s also about saying thanks.” This can involve: • “Agree[ing] to meet the volunteer shortly after they start volunteering to review how things are going. Exchange feedback and clarify what, if any, issues arise • Decide what support and supervision each role or volunteer requires Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 90 of 550 24 • Prepare properly by finding out what the volunteer has been doing, acknowledge specific work that they have done and get feedback on the training they attended, and • Have an open door policy for volunteers to talk to you at other times”7 7 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 52 Additionally, acknowledging the contributions of volunteers should be encouraged. This allows for volunteers to feel appreciated for their work and can help to establish important foundations for recurring volunteer participation. Methods can range from holding volunteer appreciation events, taking action on volunteer ideas and engaging volunteers in long range events or programs where interest is expressed. Volunteer Management Cycle The Citizen Information Board (UK) provides a useful overview of the key aspects of volunteer recruitment, management, policies, and procedures, and offers a useful chart diagram8 (Figure 2-1) illustrating a volunteer management cycle that is broadly relevant to various organizations’ structure or size. Recommendation PE 7. Revive a community wide volunteer recognition program in partnership with other program providers. 8 https://www.citizensinformationboard.ie/downloads/ training/Managing_Volunteers_08.pdf p. 13 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 91 of 550 25Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 2-1: Diagram of a volunteer management cycle VOLUNTEER MANAGEMENT CYCLE PLANNING RECRUITMENTREVIEW RECOGNITION INDUCTION AND TRAININGSUPERVISION AND EVALUATION Page 92 of 550 26 2.2.2 Age Specific Program Needs Preschool & Toddlers There is a gap in the available recreation programs and activities in the Town of Tillsonburg for preschool age children (up to age 5). The public consultation process indicated that young children (ages 0-4 years) are not well served by programs offered by local user groups. Programs offered by local organizations are limited to the Oxford County EarlyOn Program, childcare services provided by the YMCA at St. Joseph’s Catholic School, and some drop-in programs provided by the Oxford County Library (Tillsonburg branch). The programs delivered by the Town of Tillsonburg for this age groups are also limited to active learn and swimming programs. For young children in this age demographic, the public consultation process identified interest in both active/sport fitness and non-sport recreation programs. The Town of Tillsonburg can (on its own and in partnership with other providers such as Tillsonburg Library) diversify program offerings to include parent and child social activities, and early literacy programs. The Town should seek to offer more preschool programs at both indoor and outdoor locations. With the growing demand for facility use at the Tillsonburg Community Centre, utilizing outdoor locations during appropriate seasons can help to address indoor facilities limitations (see Literacy in the Park case study below). However, providing some indoor programming space for preschool children is still needed. The Town does not currently have any space dedicated for this age group at the Tillsonburg Community Centre, which functions as a key community hub. Space designed for use for preschool and toddler programs and drop-ins can include, for example, preschool-sized tables and chairs, carpeted areas, craft area, kitchenette (or at minimum a sink for clean-up and hand washing), book and toy storage. Any space developed should be a collaborative effort between preschool program providers in order to maximize efficiency and use of the space. Recommendations PE 8. Assess opportunities for the Town to expand preschool and toddler programs in current indoor and outdoor facilities. PE 9. Consider options for dedicated preschool program space in any future expansion of the Community Centre. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 93 of 550 27Town of Tillsonburg | DRAFT Parks and Recreation Master Plan LITERACY IN THE PARK and seniors. Participants in these programs receive the double benefit of the program plus time spent outdoors, and the community as a whole benefits from the increased vibrancy of public spaces, and increased awareness that these programs exist. Many municipalities and libraries have begun offering programming outdoors at public parks. Park environments are suitable for a variety of literacy-based programs including circle time and story time for preschool and children, and book clubs, writing clubs, speaker series and crafting clubs for adults Page 94 of 550 28 Children and Youth Children and Youth have access to a range of programs offered by the Town of Tillsonburg and other local user groups. The public consultation process highlighted a significant interest in active/sport fitness and non-sport recreation activities among youth aged 5-12 years and 13-19 years old. However, it’s crucial to acknowledge that 79% of respondents did not perceive a need for additional recreation programs in Tillsonburg. In consideration of this, the Town should explore how programs and activities for this age group can be enhanced to support a growing youth population by growing staff capacity to facilitate youth programs that experience high demand and have reached capacity such as summer camps and swimming programs (for more information regarding staff retention, see section 7.0 Service Delivery). Despite this, there is an opportunity to explore enhancements to existing programs, particularly those experiencing high demand. Programming for youth presents challenges due to evolving interests and increased demands from school, part-time jobs, and socializing with friends. Many communities struggle with the parallel issues of apparent deficit in meaningful leisure time pursuits for teens, and not being able to ‘hit’ on solutions that will excite and attract high levels of participation by this age group. To address this, establishing a youth-oriented drop-in space, especially during winter months, was suggested based on survey feedback. Collaboration with the youth- focused group ‘VIBE’ can provide valuable insights into youth interests and contribute to the planning of a dedicated space. Considering the dynamic interests of youth, an equipment lending initiative is proposed, allowing for self-directed recreation opportunities (e.g., football, basketball, frisbee). Collaborating with Oxford County Library for this initiative aligns with their community hub role and enhances informal programming. Such initiatives also open avenues for local organizations to sponsor and contribute to the availability of recreational equipment. A strong interest for after school programs was also expressed through the public consultation process. Among the random household telephone survey respondents who were asked to indicated what types of new/expanded non-sport programming or recreation opportunities would be of interest for their household, ‘after school programs’ were identified among the top three (16%). Although the Town of Tillsonburg offers seasonal camps for youth and children, this program alone does not support the needs of the community throughout the remaining school year. Over the term of this Plan, the Town of Tillsonburg should work towards developing and initiating after school activities for this age cohort. However, some challenges that already impact the Town’s capacity to provide and facilitate more programs such as funding and staff retention may impact the ability to provide these programs. To Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 95 of 550 29 address these challenges, the Town should continue to research and identify diverse funding opportunities currently available to support the development of after school programs. For example, the Province of Ontario’s Ministry of Tourism, Culture and Sport Ontario’s After School Program (ASP) supports municipalities, non-profits, and First Nations communities with funding to offer safe, enjoyable and affordable after school programs to youth across Ontario. According to the ministry, the program is delivered by over 80 organizations and supports over 13,000 children and youth from kindergarten to grade 12. The program reached $14.6 million in funding for the ASP for the 2023-2024 school year. Recommendations PE 10. Expand non-sport recreation programs for children and youth. PE 11. Explore development of a youth leisure space. PE 12. Provide after school activities for children and teens. PE 13. Explore Oxford County Library (Tillsonburg branch) partnership for equipment lending initiatives. Consider sponsorship opportunities with service clubs. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 96 of 550 Page 97 of 550 31 Adults and Seniors Historically, municipalities have focused on providing parks and recreation services to children, youth and seniors. However, municipalities across Ontario have seen a noticeable increase in adult interest in municipal recreation services for themselves. Anecdotal reasons for this trend are likely a blend of increased awareness of the importance of physical activity for long-term health (mental, physical, emotional), overall decline in disposable incomes and growth and greater sophistication in the provision of delivery of public recreation services. In the context of Tillsonburg, seniors form a significant demographic segment, warranting special attention in program planning. Survey responses underscore noteworthy interest in non-sport recreation activities and programs from adults aged 35-54 (11%), seniors aged 55-64 (18%) and 65-74 (11%). Below are key considerations when planning and providing programs and events for adults and seniors: • Program scheduling times: evening classes may present challenges for adults with familial responsibilities, particularly those with school age children • Mobility and cognitive capacities: ensuring inclusivity across all capacity types is imperative to minimizing barriers • Accessibility to technology: some seniors may exhibit reluctance towards intricate technology, necessitating traditional engagement methods (e.g. in person program sign up, cash/alternative payment methods, information mail-outs) Recommendation PE 14. Tailoring programs to align with the preferences of adults, such as pilates, cardio kickboxing, and dance classes, under a short- term duration program model, is recommended to enhance engagement. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 98 of 550 32 2.2.3 Outdoor Recreation The natural features throughout the Town of Tillsonburg are widely acknowledged and appreciated by the community as valuable assets for recreation. Outdoor programs can provide a critical benefit to the health and well-being of people of all ages, and particularly children and teens. With the increased awareness of the value of outdoor recreation opportunities in the post COVID-19 period, coupled with a growing awareness and concern about climate change, outdoor recreation programs are an essential feature of a holistic approach to program development. While there is nothing preventing people from being active outside on their own, there may be opportunities for the Town to increase participation in both structured and unstructured outdoor activities. For example, taking indoor programs (e.g. yoga, group fitness, and educational workshop) outdoors during the late spring, summer and early fall can both activate park spaces and benefit participants. The following section discusses the programmatic opportunities for trail-based, and water-based programs. Trail-Based Activities Trail activities and programs present opportunities for cost-friendly, self- directed, and unstructured recreation. In the online resident survey, ‘using trails’ and ‘self-directed sports/physical activity’ were among the top responses for how residents like to recreate. Trail activities were also among the top responses for activities of interest in the random household survey. However only 17% of user groups who responded to the survey use trails for programs, activities or events. In consideration of this interest in trails reported by the community, the Town of Tillsonburg should consider expanding trail- based programs, activities and initiatives. The 2022 Tillsonburg Recreation Survey included a number of trail based programs of interest identified by survey respondents, including Nordic pole walking, outdoor hiking groups, and outdoor education programs focused on plant identification, foraging, and conservation ecology. Resident interests in trail activities can be supported in several ways depending on the program/activity and availability of resources, including: • Encouraging community volunteer groups to take responsibility for a program/activity • Establishing agreements with existing providers to offer introductory programs on behalf of the Town • Directly contracting instructors to teach needed skills or lead activities (e.g. foraging, outdoor/winter survival skills) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 99 of 550 Local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs can also be explored through outdoor recreation. For example, public art projects that engage local partners such as schools, historical societies, and artists can stimulate community interest in trails (see Keddy Access Trail Public Art Project below). The Town of Tillsonburg can explore the development of trails programs in collaboration with potential partners including Tillsonburg Seniors Centre, the Station Arts Centre, Tillsonburg Horticultural Society, and Glendale High School. Recommendation PE 15. Explore opportunities to expand trail-based recreation programs and activities (e.g. local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs) in collaboration with local organizations. Page 100 of 550 34 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan CASE STUDY: KEDDY ACCESS TRAIL PUBLIC ART PROJECT, HAMILTON ON “The City of Hamilton has commissioned a series of mural projects for barrier walls along the Keddy Access Trail and the Jolley Cut Underpass. A request for Expressions of Interest was released in June 2022 and from the 122 submissions received, a citizen advisory committee selected six (6) artists/collectives from Hamilton, Toronto, and Winnipeg to design and paint the murals in August 2022. Projection Goals and Themes Murals reflect one or more aspects of the project goal determined by the Keddy Trail Street Art Advisory Committee. “The Keddy Trail Street Art Project aims to create a sense of connection with residents about the idea of Hamilton as a Livable City. The Keddy Trail serves as a thread linking elements of shared civic space, a literal line cutting through the tension of a growing city accessed by a broad range of citizens. The Keddy Trail Street Art Project commissions will address the sense of balance between the natural environment, cycling, pedestrian and vehicular infrastructure, the upper and lower city, diverse communities and people, on our journey to becoming a Livable City.” - Keddy Trail Street Art Advisory Committee” Figure 2-2: Image of artist Janet Macpherson painting Keddy Access Trail 1 1 https://www.thespec.com/photos/bringing-art-to-keddy-access-trail/ article_b01978da-9ed7-57fd-b6dd-a5686190631e.html? Page 101 of 550 35 Figure 2-3: iPaddle Port is one example of a self- serve kayak rental product Water-Based Activities Lake Lisgar is a prominent feature in the Town of Tillsonburg. The lake’s large footprint borders Memorial Park, the Lake Lisgar Water Park, and the Gibson House which features an elevated viewing platform for visitors to passively enjoy. Currently, Lake Lisgar is used for fishing and paddling and does not authorize motorized vehicles. The Town should encourage the advancement and development of water-based activities (e.g. canoeing, kayaking, standup paddle boarding, water safety) at Lake Lisgar to increase opportunities for water-based recreation. One way of approaching this could be by offering paddle craft rentals to provide more recreation opportunities on the Lake. Concerns about increased use leading to increased sedimentation in the lake can be addressed in a number of ways: limiting the number of craft available (just 2 or 3 craft is enough to start), limiting the time frame of availability, and limiting the area accessible to paddlers, or any combination of these. There are a number of options for how to approach providing rentals. An EOI can be released seeking private parties to operate the rentals; the Town could provide the rentals directly (purchasing equipment and hiring a summer student); or the Town can provide lockers (see Figure 2-3) that would not require staffing. The Town should start with a small number of rentals and monitor for any negative effects on the lake. Given this approach, the lockers are probably the best way to start, as revenues from the rentals likely would not be enough for a business to be interested, or for the Town to pay staff to operate it. With the lockers, revenues from the rentals can be used for maintenance of the equipment, and any surplus could be donated to the Lake Lisgar Revitalization Committee for Lake ecosystem protection efforts and water quality monitoring. Recommendation PE 16. Explore opportunities to introduce non-motorized water-based programs (e.g. canoe, kayak) on Lake Lisgar. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 102 of 550 Page 103 of 550 37Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.0 Recreation Facilities 3.1 Introduction & Assessment Background The facilities section addresses indoor and outdoor facilities that are (or could be) scheduled for organized use by the Town and/or other providers that deliver community programs and services. Section 4.0 of the Master Plan considers needs and opportunities to enhance parks, trails and waterfront locations with facilities and amenities for self-directed, casual use since these are often tied to the type of space being considered. The following sections address the need for current improvements to, and future provision of, municipal facilities for structured programming and/or scheduled use, under the following main headings: • overview of supply • assessment considerations • indoor facilities • outdoor facilities • strategic approach to facility provision Page 104 of 550 38 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Overview of Supply Tillsonburg has an overall good supply of scheduled (or potentially scheduled) sports and recreation facilities. Major indoor facilities are provided at the Community Centre. These are supplemented by two facilities dedicated to arts, culture and heritage services. Outdoor facilities such as ball diamonds and soccer fields are located at both the Community Centre and parks. The combination of indoor and other outdoor facilities at the Community Centre and immediately adjacent parks creates a major recreation hub. At the same time, much of the Town’s recreation indoor facility supply is outdated in terms of optimal design and building system functions, making it difficult to align services with today’s user expectations and to develop new areas of programs and activities. Capital and operations upgrades comprise a backlog of work to be completed. Moreover, there is a limited supply of non-municipal indoor recreation facilities available for community use. Glendale Secondary School, for example, is the only school in Town with a gym large enough to accommodate adult programming. The Town uses this facility but, as only one of many users, available time is limited and difficult to increase. This puts pressure on the Town’s facilities to accommodate much of the community’s sport and recreation services. Similarly, the Town – apart from soccer fields - is the primary provider of outdoor recreation facilities. 3.1.1 What We Heard Existing building conditions/functions summary: • Facility supply is overdue for capital investment to maintain these assets; ongoing issues include roof failures, HVAC dysfunction in many facility components, deteriorating brickwork, lack of AODA compliance, etc. (see Table 3.1). • There is a significant shortfall in funding for capital repairs and maintenance, resulting in limited and isolated improvements. Current facility use patterns summary: • Over half of 300 survey respondents (57% or 170) do not use parks and recreation services in Tillsonburg. • Among the 130 users (73% or 95 respondents) over 10% of responses indicated use of the following indoor facilities: Community Centre indoor pool (39%); fitness/health centre (35%); Kinsmen Memorial Arena (23%); Colin Campbell Community Arena (19%), and Community Centre squash courts (11%). Page 105 of 550 39Town of Tillsonburg | DRAFT Parks and Recreation Master Plan • Approximately three-quarters (78% or 14) of the user groups reported using the following indoor facilities for their programs/events: Lions Auditorium at the Community Centre (71% or 10 groups); Colin Campbell Community Arena, Kinsmen Memorial Arena (each 36% or 5 groups); mini practice rink at the Community Centre, Tillsonburg Senior Centre, Community Centre meetings rooms (each 21% or 3 groups); indoor pool, Station Arts Centre (each 14% or 2 groups); fitness/health centre, Annandale Museum (each 7% or 1 group). • Almost half (47% or 8) of the user groups reported using the following outdoor facilities: Annandale ball diamonds and Kiwanis ball diamond (each 33% or 3 groups); Optimist Youth ball diamonds (22% or 2 groups); Sam Lamb and #1 hardball ball diamond, Tillsonburg Soccer Park fields, and tennis/pickleball courts (each 11% or 1 group). • The Town noted that certain components of the Community Centre are extremely well used and, in some cases, straining capacity, and general programming can be precluded or displaced due to rooms rentals for other activities/events. Page 106 of 550 40 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Future facility development interests summary: • The majority of the 300 household survey respondents (84% or 253) do not think new/expanded facilities are needed. • Among the less than one-fifth (16% or 47 respondents), between 10% and 32% of responses indicated need for pickleball (indoor/outdoor), indoor track, indoor tennis court, children’s play/drop-in, and multi-purpose space. • The majority of user groups (75% or 9) indicated anticipated growth in program participation/event attendance that will require additional access to facilities in the next 5 to10 years; the most frequently reported need for indoor facilities: an additional ice pad to accommodate more teams, age levels, new programs, and preferred/improved scheduling; arena amenities such as more, larger and gender neutral change rooms; dry-land training facilities (e.g., indoor track); additional space for arts activities/ programs; downtown event venue; more facility accessibility for inclusion of people with physical disabilities. • Immediate and future outdoor facility requirements most often reported by the groups were more ball diamonds and/or more lit ball diamonds. • In keeping with service trends in programming and the need to accommodate population growth, the Town’s future facility interests focus on both improving/upgrading and complementing existing supply with more multi-purpose program space, a gymnasium, change room space, suitable administrative space/ offices for Community Centre staff, more storage for equipment used for programming events, improved building circulation, and AODA compliance throughout. 3.1.2 Assessment Considerations In determining future need for facilities in Tillsonburg, there are several key factors to consider, including: • the types of new facilities required - including both those not represented in current supply (e.g., municipal gym, indoor track, etc.) and additions to existing supply (e.g., a third ice pad, Station Arts expansion, soccer fields, ball diamonds). • the extent to which existing facilities, and particularly those at the Community Centre, can be repurposed/ redeveloped/expanded to provide needed state-of-the-art facilities, given the limits of infrastructure age/design/ configuration, the need to retain existing spaces/uses, and the potential for expansion on the site. Page 107 of 550 41Town of Tillsonburg | DRAFT Parks and Recreation Master Plan • the capital upgrades that are required to existing facility components to extend their life until such time as they are expanded, redeveloped or replaced. • constraints to funding both large new capital projects and ongoing asset management. • prevailing community opinion that no new recreation infrastructure is needed. The assessment aims to reconcile these factors, which are sometimes at odds, by first determining indoor and outdoor facility requirements by type and, secondly, outlining a strategic approach to future provision. Page 108 of 550 42 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.2 Indoor Facilities Assessment Table 3-1 lists the indoor facilities at the Tillsonburg Community Centre, and those dedicated to arts and heritage,1 along with brief descriptions and levels of use and upgrade information - from background material and as provided by Town staff. 1 Buildings at Lisgar Lake (Gibson House, Summer House, Pigeon Barn, Crystal Palace) are discussed in the parks section of the report. Table 3-1: Indoor facilities, use levels and upgrades Facilities Description Levels of Use/Upgrades to Existing Components Tillsonburg Community Centre Indoor Pool • 25m, six-lane lap pool with ladder/lift entry • viewing area • change rooms • high use • ongoing upgrades to the pool and building entrance include new entry and family/ barrier-free washrooms, change rooms, showers, lobby, administrative space Ice Pads (3)• Kinsmen Memorial Arena (1949): • NHL sized ice surface (200’ x 85’) • spectator seating 700 • concession (leased to vendor) • dressing rooms • Colin Campbell Arena (1977): • ice surface (180’ x 80’) • heated viewing area • 9 dressing rooms • dressing rooms • Mini practice rink (2004): • ice surface (20’ x 35’) • both main pads near capacity during prime time; underused during non-prime time • backlog in critical capital repairs (e.g., roof failures) Page 109 of 550 43Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 3-1 Continued:Indoor Facilities, Use Levels and Upgrades Facilities Description Levels of Use/Upgrades to Existing Components Arena Floors (2) • well used; demand for municipal facilities to host events is increasing • need improved cooling for summer use and on site storage for tables and chairs Marwood Lounge • heated viewing area overlooking Memorial ice pad • capacity up to 80 • divisible Lions Auditorium • large room, full stage, kitchen • capacity up to 275 • very well used for Town programs and private rentals • please add poor acoustics for music and speaking Lions Den (hall) • medium room, kitchen, bar room • capacity up to 100 • well used for Town programs and private rentals Health/ fitness club • 3,285 sq. ft. on lower level: treadmills, bikes and ellipticals resistance training machines dumbbells, benches and racks • very well used; squash court is also used as personal training studio • potential for expansion and 24/7 operation Squash courts • 2 • not well used Seniors Centre • meeting rooms, games room, carpet bowling/billiards; computer lab, woodworking shop, exercise room • basement room (used for carpet bowling, yoga) • very well used Kitchens • 2 (see above)• well used Arts, Culture and Heritage Station Arts • repurposed railway station comprising three connected buildings, with a heritage designated exterior • at capacity for community programs • need to expand • new roof and mould remediation completed • failing brickwork needs repair Tillsonburg Museum • part of national historic site • very well used for programs, events; strong visitor-attraction • working on upgrading lighting and AODA compliance • new roof/repair (flat, museum section), chimney repair needed Page 110 of 550 44 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Ice Pads Table 3-2 summarizes the responses of user groups to the Master Plan survey on current participation, ice use and facility needs. Table 3-2: Summary of ice users responses to master plan survey2 Group # In Regular Programs/% from Tillsonburg Ice Pads Used Facility Needs Club Oxford Hockey 150 / 85%Colin Campbell • More change rooms in number and gender accommodation Tillsonburg Ringette 175 / 80% Colin Campbell Kinsmen Memorial mini practice rink • Additional ice time for more teams at more age levels and power skating program • More, larger change rooms Tillsonburg Minor Hockey 369 / 75% Colin Campbell Kinsmen Memorial mini practice rink • More ice time at desirable times for existing programs and for future demand, to preclude turning kids away • More change rooms and gender neutral facilities • More storage Port Burwell Oldtimers 30 / 100%Kinsmen Memorial Glendale Secondary School 300 (all athletics) / 100% Colin Campbell Kinsmen Memorial • Continuing strong partnership with the Town for access to its recreation facilities 2 Figure Skating response was incomplete. Page 111 of 550 45Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The 2023/24 schedules for Colin Campbell and Kinsmen Memorial Arenas - which document ice time requests and ice time received - were used to depict the patterns of ice use at both pads and to determine the extent of prime time use. As shown in the Appendix A:: • Prime time use at both pads is close to 100% capacity based on use, which typically ends at 10:45/11:00 pm. • Contrary to current arena use patterns in many Ontario municipalities, early morning hours are also very well used and comprise part of a use-based ‘prime time’ definition. • Almost all non-prime time is unused. The appendix tables that record prime time used for the 2023/24 season show that, although scheduled time often fell short of that requested, the difference was often minimal, and it appears that all users received the bulk of hours requested. At the same time, unused prime time exists at both pads. However, shortages in requests vs. unused prime time are not directly comparable due to the efforts of the Town to provide users with blocks of time that are closest to those requested, even if it requires a smaller final allocation to accommodate all groups. Ice allocation is an annually negotiated process that requires compromise on the part of all users to arrive at workable solutions. The Town’s commitment is to both maximize ice use with and align it with its Sports Allocation Policy that puts the needs of youth ahead of adult groups by scheduling minor sports programs in earlier time blocks. At the same time, historically entrenched allocation patterns, and limits to extending the ice-in season due to arena floor use, detract from making more efficient use of the arenas in accommodating demand. Although limited, there is prime time available within the current use-based limits, and more use/re-allocations could be accommodated by scheduling past 10:45/11:00 pm. The current season runs from October 1 through the end of April. Increasing the ice-in season into September and May could provide up to eight weeks of additional ice time. For times that are consistently difficult to schedule, cost-related incentives could be used to encourage shifts in use. While not resolving pressure on prime time, building use of non-prime time also contributes to optimizing facility use and will generate additional revenues. Although not ideal, approaches that make better use of available facilities prior to considering adding to supply are the most fiscally responsible and can improve efficiency in the short term. In addition to current shortfalls, four of the five groups in Table 3-2 anticipate growth in the next 5 to 10 years, and one expects to remain stable, for a variety of reasons. Tillsonburg Ringette and Minor Hockey specified that increased participation will translate into need for more ice time. Aside from other influences on participation trends, population growth alone will Page 112 of 550 46 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan generate additional local participation in ice sports. At current population, the population-based supply of ice pads in Tillsonburg is one for every 9,750 residents (19,503/2). For planning purposes, applying this ratio to projected growth to 2034 indicates the need for a total of 2.8 ice pads (27,514/9,750) or one additional pad. In anticipating the need for a third ice pad, the Town should commission a feasibility study in the short-term to confirm requirements for facility development, and to support funding applications. A third ice pad should be considered in conjunction with providing facilities including a gym, indoor track, and multi-purpose space at the Community Centre, through building expansion and/or reconfiguring/repurposing existing spaces, along with major capital updates to existing spaces (e.g., senior centre, health/fitness centre). The need to update and diversify facility supply at the Community Centre is discussed below. Addressing facility needs collectively, even if they are not all developed at the same time, will result in an optimal plan for the Community Centre. Collectively, these findings also indicate the need to make essential capital repairs to the existing arenas to keep them operating at optimal levels. These requirements and the potential to also add ancillary facilities such as more, larger, gender neutral change rooms are discussed below with respect to a strategic approach to planning and development. Recommendations F 1. In the short-term take necessary steps to make better use of existing ice pads to accommodate prime time use by integrating limited unused time into schedules, extending operating hours past current night time shut-down, extending the ice-in season at both ends, and introducing cost-related incentives to shift use to regularly unused times. F 2. Build non-prime time use to optimize facility use and generate additional revenues. F 3. Conduct a feasibility study for a third ice pad in conjunction with other facility requirements through building expansion and/ or reconfiguring/repurposing existing spaces, and/or major capital updates, at the Community Centre. Page 113 of 550 47Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 114 of 550 Indoor Pool and Health/Fitness Club As noted in Table 3-1 the Town is in the process of renovating a portion of the Centre including the main entrance to the Community building, the pool area and amenities, and common areas. The architectural concept plan notes the following: Lower Level • New entry + change rooms (+/- 5,400 sf) • Existing pool: new b/f pool ramp + deck resurfacing (+/- 7,830 sf) • Existing change rooms + pool office renovation (+/- 3,000 sf) • Health club: removal of existing washrooms + sauna (+/- 540 sf) Upper Level • Accessible pool viewing renovation (200 sf) • Multi-purpose room (approx. 390 sf) The space/room areas indicated above reflect both additions to the existing structure and internal changes to repurpose/ upgrade existing spaces that begin to address some of the building’s deficiencies related to accessibility and current/future program needs. The newly renovated portion of the building is anticipated to re-open in the spring of 2024. At that time, the Town can resolve the reported issue of an imbalance in pool water temperature to Page 115 of 550 49Town of Tillsonburg | DRAFT Parks and Recreation Master Plan accommodate both warm and cool water uses. In determining a fixed temperature setting, the Town should consider the Wilmot Aquatic Aces’ requirement for a maximum temperature for training/ competitive activity. The existing health and fitness component of the Centre is reportedly too small and, as a result, one of the two squash courts has been converted to a personal gym/ fitness area. The ongoing pool/main entrance renovations indicate the removal of existing washrooms and sauna in the health club comprising approximately 540 sq. ft. Although not noted in the concept plan, it is assumed this space will be used to expand the equipped workout area. The Town is also interested in introducing 24/7 access to the health/fitness club. This would require direct electronic access to the space from the exterior of the building, while being able to secure it from the rest of the Centre outside of operating hours. If the health club is to remain in its existing location, the concept plan for the current renovations suggest this could be done by allowing access through the main lobby and locking interior doors leading from the health club to other spaces in the Centre, and gating the opening at the customer service desk to the lower lobby. This requirement coupled with its position in the interior of the Centre, however, may prevent complying with fire code regulations for two exits out of the building. Personal fitness areas and fitness studios are also often co-located, which would require a larger collective space. In this case, the existing space may need to be relocated to provide the required space for both components. How these options can be achieved from a building and cost perspective should consider: the approach to equipping a larger space with Tillsonburg’s machines (e.g., purchase or lease) that are costly to provide and maintain; the Town’s purpose in providing facilities that could compete with commercial fitness operators. Decisions on the future of the Centre’s Club, therefore, should be compatible with trends in the local commercial market. Recommendation F 4. As part of a strategic approach to future redevelopment of the Community Centre, continue to integrate required space additions/ upgrades (e.g., AODA compliance) through a combination of building expansions and interior renovations to repurpose existing spaces. F 5. Base decisions on health club expansion and 24/7 access on the extent of building changes required to accommodate it, in relation to the Town’s position within the local commercial market for these services. F 6. Determine and set a pool water temperature that meets the needs of both warm and cool water uses/ programs. Page 116 of 550 50 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Gymnasium, Indoor Track, and Multi- Purpose Program Space The new facility requests that emerged in consultation with the community are not surprising given the evolution of municipal provision generally. Community recreation complexes now typically include gyms, indoor tracks, and spaces that are designed, equipped, and finished to accommodate a wide variety of uses including active sports/ fitness, events, social interaction, arts, etc. Collectively, these facilities - particularly when co-located with an indoor pool - offer opportunities for cross-programming and training. Existing rooms at the Community Centre that are used for programming were designed as single purpose rental spaces for banquets, meetings, etc. As such, they cannot adequately meet the range of community interests and support potential service development, as discussed in the program section of the Master Plan. Moreover, rentals of the Lions Den, Lions Auditorium, and Marwood Lounge generally take priority over programming due to the revenues they generate. This effectively makes programming a secondary – as opposed to a primary – use of the Community Centre by limiting continuous access to the spaces that are most amenable to providing programs. The pool area concept plan noted above indicates a small (390 sq. ft.) multi-purpose room. More multi-purpose space is needed, however, to build a strong base of diverse programs to serve current and future residents. In the short-term, it is recommended that either the Lions Den or the Marwood Lounge (when not being used for viewing ice activities) be designated as a program room first, with rentals taking second priority. This approach will provide guaranteed program space and effect more equitable distribution of use across the three rooms. As multi-purpose facilities, gyms can accommodate a variety of net court sports (tennis, volleyball, pickleball, badminton, and basketball), as well as other active recreation uses. As noted above, Glendale Secondary School is the only full size gym in Tillsonburg and access to it for programming is limited. A municipal gym would be a beneficial addition to facility supply and would allow full time use for both Town and community group programs/activities. Gyms or arenas with integrated tracks for walking (and running) are also becoming a more common component of recreation complexes. Elevated tracks can be integrated into gyms, and tracks can be provided around the perimeters of an arena. They offer year-round access to safe facilities/conditions for self-directed or group fitness and can better serve people with mobility concerns. Consideration should be given to including an indoor track with the development of either a gym or a third ice pad, depending on the relative cost and timing of provision. Page 117 of 550 51Town of Tillsonburg | DRAFT Parks and Recreation Master Plan All multi-purpose spaces should optimize design for the widest range of uses possible, while minimizing the potential for conflicts in sharing space (e.g., scheduling, access to prime/non-prime hours). As such, equipment, finishes - and particularly flooring - needs to support all intended uses/users of each space. Recommendations F 7. Designate the Lions Den or the Marwood Lounge as a program room first, with rentals taking second priority, to provide guaranteed program space and effect a more equitable distribution of use across existing rooms. F 8. Plan to add a gym, additional multi- purpose program spaces, and an indoor track to future facility supply. Senior Centre As part of the Community Centre, the Tillsonburg Senior Centre is Town owned and maintained/cleaned. It is leased and fully operated by a volunteer board with two paid staff who run programs and accommodate rentals. Regular membership totals 500, of which 92% live in Tillsonburg and the balance comes from Ingersoll and other communities. The group reported that future membership is expected to remain stable, and the facilities they use at the Community Centre are well suited to their program/activity and event requirements. As a component of the larger complex, however, these facilities should be part of overall considerations related to updating/improving the design and function of interior spaces. Individual dedicated spaces (e.g., woodworking shop) could be repurposed if they are not well used. The Senior Centre could also be more strongly integrated with the larger complex, by providing programming specific to seniors in new shared space (e.g., seniors fitness in multi-purpose space) with needed dedicated spaces (e.g., social space, kitchen, games room, etc.) comprising the seniors’ building component. It was also noted that there are local seniors’ clubhouses in two residential subdivisions, which are not affiliated with the Town, but provide additional services to seniors in these neighbourhoods. If these are run by formal groups in public settings, there may be opportunities for the Town to collaborate with them in providing neighbourhood- based services. Recommendation F 9. Include the Tillsonburg Senior Centre as part of planned integrated design and functional improvements to the Community Centre. Page 118 of 550 52 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.2.1 Arts, Culture and Heritage Station Arts Centre 3 https://www.stationarts.ca Station Arts is a recent addition to Town facilities that combines heritage and functions. It comprises two historic train stations that have been refurbished and restored, and an exhibit gallery. The three components are connected. Its exterior is designated historic. The Station is operated by a not-for- profit registered charitable organization, comprising a nine-member board of directors and three staff. As noted on the website, it mission is to “promote the arts within Tillsonburg and area. We 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.”3 The Station is also a visitor destination and a tourist information centre for Tillsonburg, Oxford County and region and provides daytripping and Ontario tourist information publications and maps. The Station’s survey noted that the building is at capacity now for its programs and will need to be expanded to be able to host more children in summer programs and all ages in yearly programs. Current participation in regular programs was noted at 1,300. Event attendance in the Station’s last full year of operation totalled 7,000. Tillsonburg Museum Annandale National Historic Site comprises the 1880s mansion of E.D. Tillson, the Town’s first mayor. The mansion includes galleries/ exhibit spaces and houses the museum with more than 18,000 artifacts from Tillsonburg’s past. The building is owned by the Town, and the museum is staffed part-time by the Town. Other organizations also use the galleries/exhibit spaces. Both Station Arts and the Museum are strong visitor/tourist-attractive facilities, as well as venues for programs/activities that serve local residents. Both buildings are in the process of capital improvements, with outstanding reported needs for brickwork repair at the Station and chimney and roof (or replacement) at the mansion. The Station is interested in facility expansion. The extent and associated costs for this work require further confirmation (see Strategic discussion below). Communities beyond Tillsonburg are represented in the use of these facilities and benefit from their role as visitor destinations. These municipalities could be approached as potential contributors to costs associated with Station Arts and the Museum, given their regional tourism role. The Town should consult with Station Arts Centre and Museum interests to consider this potential opportunity. Recommendation F 10. Consult with the Station Arts Centre and Tillsonburg Museum interests to consider the potential for capital cost contributions from other municipalities that benefit from the regional tourism role of these facilities. Page 119 of 550 Page 120 of 550 54 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.3 Outdoor Facilities Assessment Ball Diamonds Table 3-3 lists the Town’s ball diamonds by location, type, and uses. Two ball diamonds user groups responded to the survey: Tillsonburg Minor Baseball and Tillsonburg Men’s Slo-pitch League. The Old Sox Hardball League was interviewed upon request. Collectively, these groups comprise over 800 participants and use all of the diamonds in Town. Although diamond schedules were not available, the responses of Minor Baseball and Men’s Slo-pitch, and interviews with Town staff and Council, suggest that existing diamonds are at or near capacity, and additional use is restricted by several factors: • a full schedule does not allow time to reschedule rainouts • rain prevents the use of Kiwanis, Sam Lamb and Optimist #2 for at least 24 hours, as the infields do not drain well • lack of lit diamonds prevents late night play, which limits use to one game per evening on all unlit fields • only one diamond is available on Sundays but is often used for tournaments, which prevents regular league useTable 3-3: Town of Tillsonburg ball diamonds Location Type Age Level Lit/Unlit Uses/Facility Notes Memorial Park, 48 Sanders St.• league play, tournaments Hardball #1 hardball junior* / adult unlit Sam Lamb hardball adult lit Kiwanis softball junior / adult lit Optimist Park, 50 Hardy Ave. #1 softball junior unlit #2 softball junior unlit Annandale Diamonds,** Concession St. E • league play, tournaments • canteen rental with diamond, water access and drainage issues #2 softball adult unlit #3 hardball junior lit • 90% time adult slo-pitch #4 softball adult unlit #5 softball adult unlit *includes children and youth **diamond #1 was removed due to balls going into private property Page 121 of 550 55Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Other generally noted deficiencies included lacks support facilities/amenities, lack of storage, aging/out of date infrastructure, too small/not regulation size (Optimist diamonds). It was noted that the reconstructed Hardball #1 infield at Memorial Park is now the best of all the infields. Outfield improvements and adding lights to the diamond were noted as important to extending the use of this field. Minor Baseball and Men’s Slo-pitch anticipate growth and the need for additional access to diamonds in the future. Men’s Slo-pitch is also interested in developing a Co-ed league. The Old Sox uses Sam Lamb and Hardball #1 at Memorial Park. They noted the diamonds are in good condition, and are well used for regular season and tournament activity, which brings visiting teams to Town. The Sox are interested in working with the Town to construct an amenities building to include washrooms, changerooms, and a canteen. If developed, both residents and visitors would be well served on site, which is particularly important to all-day tournaments held at the park. An amenities building would bring this park in line with services available at the Annandale diamonds. The Sox indicated that a concept plan for the building is being prepared and that the league can contribute to its construction and is ready to do so. The group has donated to capital improvements at the park in the past, including diamond upgrades and purchasing the scoreboard. This proposal aligns with the Memorial Park Master Plan recommendation for an amenity building (referenced as a field house) to include change rooms, offices, washrooms, storage, and a concession stand. The Plan positions it to serve both Sam Lamb and Hardball #1 at the west limit of the diamonds. These findings indicate that all the Town diamonds pose certain drawbacks to optimal use. As part of its asset management work, the Town should include a determination of required capital improvements and costs for each diamond in terms of its intended function. The results can be used to inform the plans for Memorial Park and Community Centre as a combined indoor/ outdoor recreation hub, and the feasibility of investing in existing diamonds as opposed to building new. In the final analysis, the previously recommended study on future expansion of the Community Centre will determine the implications for ball diamonds currently located on this site and, if they need to be relocated. If Sam Lamb and Hardball #1 remain at Memorial Park (pending resolution of drainage issues), providing an amenity building as recommended in the Park Master Plan should be considered. Consideration should also be given to light existing diamonds to extend their usability. In terms of facility provision over the term of the Master Plan, if it is assumed that all diamonds are currently used to capacity during prime-time, additional facilities will be required to serve population growth. Since Annandale #3 is used largely as a Page 122 of 550 56 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan softball diamond, it is counted as such in the following calculations, and lit diamonds are assumed to be the equivalent of 1.5 unlit diamonds, in terms of capacity, to determine projected requirements: • Two hardball diamonds (1 lit) are assumed to be the equivalent of 2.5 unlit diamonds in terms of capacity use. At this level of supply, the ratio to current population is one for every 7,800 residents (19,503/2.5). Applying this figure to projected growth to 2034 indicates the need for a total of 3.5 (27,514/7,800) or one additional (unlit) hardball diamond. • Seven softball diamonds (1 lit) are the equivalent of 7.5 unlit diamonds. At this level of supply, the ratio to current population is one for every 2,600 residents (19,503/7.5). Applying this figure to projected growth to 2034 indicates the need for a total of 10.6 (27,514/2,600) or 4 additional (unlit) softball diamonds. For planning purposes, the Town should anticipate the need for the equivalent of one more unlit hardball diamond and four more softball diamonds during the Master Plan’s term. As noted above, however, these projections assume existing diamonds are used to capacity - which needs to be confirmed by monitoring actual and adjusting facility plans accordingly. Moreover, almost all the Town’s existing diamonds are unlit ‘Additional’ diamonds, therefore, can be provided through a combination of lighting existing fields and building new facilities, if required. At the same time, the future of the Community Centre may require relocation of some of the existing diamonds. If existing softball diamonds are relocated, the potential to add diamonds to Annandale or new parks to meet both replacement and long-term growth needs should be considered. Recommendations F 11. As part of asset management work, include a determination of required capital improvements and costs for each diamond in terms of its intended function. F 12. Determine the need to replace diamonds at the Community Centre grounds based on the outcomes of the recommended feasibility study (F 3). F 13. For diamonds that require replacement and the need for one (1) additional hardball and four (4) additional softball diamonds to meet growth related needs, determine the cost-benefit of investing in existing municipal diamonds through upgrades/ lighting vs. building new facilities elsewhere. F 14. Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/ outdoor recreation hub. Page 123 of 550 Soccer Fields The Tillsonburg Soccer Club (TSC) owns and operates fields at the Tillsonburg Soccer Park (TSP). The Park comprises three (3) full, two (2) intermediate/non-standard size, six (6) mini and three (3) micro fields built by the Club on leased Town-owned land. Construction was financed by a municipal loan, which has since been repaid. A Town- built clubhouse provides meeting and event space for up to 225 people. The relationship between the Town and the Club is governed by an agreement, which is discussed in the Delivery System section of the Plan. The following addresses the need to increase supply.. The Tillsonburg Football Club (TFC) uses Gyulveszi Park for its soccer program. The TFC has approached the Town with a proposal to work together to develop five safe and fully operational soccer fields at the Park. Gyulveszi Park was bequeathed to the Town with the understanding that it would remain a natural open space park in perpetuity. Introducing formal sports facilities of any kind, therefore, would contravene this covenant and cannot be recommended in the Master Plan. Whether or not more soccer fields are needed requires confirmation of the actual use of existing fields along with a determination of any unmet demand translates into the number and type of fields required. Page 124 of 550 58 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan If the Town is presented with evidence of need for additional soccer fields to meet organized community activity, it should develop required facilities for municipal ownership, operation and scheduling. Since Gyulveszi Park cannot be considered as a location, an alternative site - ideally with the potential to house a number of fields and related amenities over time - should be the focus of development. In providing new fields in the short or long-term, the Town should consider needs of other community groups for access to multi-use facilities (i.e., lacrosse, football, field hockey, etc.) Recommendations F 15. If evidence of need for additional soccer fields to meet organized community activity is provided to the Town, it should develop required facilities for municipal ownership, operation and scheduling. F 16. A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. F 17. The needs of other community groups for access to multi- use facilities for lacrosse, field hockey, football, etc. should also be considered in designing and constructing new fields. Page 125 of 550 59Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Tennis and Pickleball Courts Table 3-4 summarizes the location and number of tennis and pickleball courts in Tillsonburg, including plans to develop three dedicated courts in 2024. Table 3-4: Town of Tillsonburg tennis and pickleball courts Location # Tennis # Pickleball #Dual Use/Facility Notes Tillsonburg Community Centre 3 priority on alternating calendar dates: tennis (odd) pickleball (even); 8:00am to 5:00pm daily J.L. Scott McLean Outdoor Recreation Pad 4 pop-ups new in 2023, nets provided TBD 3 to be built in 2024 The dual tennis/pickleball courts at Tillsonburg Community Centre were formerly tennis only, and were converted into dual courts due to limited use for tennis. After the 3 new pickleball courts are built, the dual courts at the Community Centre should be converted to tennis only (location contingent upon future indoor facility development), to ensure a better balance in supply of courts by type and to continue to provide access to facilities for tennis players in the community. Although pickleball continues to grow relatively rapidly, tennis participation has also been on the upswing in recent years. A 2018 study on frequent players4 show the appeal of tennis to youth and young adults, as well as its potential to engage newcomers to Canada in community sport. While more recent data on Canadian trends in tennis 4 https://www.tenniscanada.com/wp-content/ uploads/2019/07/04.-Tennis-Participation-Data- and-Sta tistics-to-Assist-in-Facility-Planning.pdf participation are not readily available, U.S. information shows a resurgence in growth: “over the two-year period from 2019 through 2021, tennis has experienced a 27.9% boom in participation, adding around 4.9 million players.”5 Municipal supplies typically provide a number of dedicated tennis courts for community lessons and play. Separating tennis and pickleball courts also precludes the potential for conflict between the users of each type of court, which is occuring in many communities with dual-use facilities. 5 https://www.forbes.com/sites/brucelee/2022/03/20/ tennis-participation-bounced-even-higher-in- 2021-up-279-since-2019/?sh=564e96ff45f5 Page 126 of 550 60 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Recommendations F 18. Provide three (3) planned dedicated pickleball courts, after which the three (3) existing dual courts should be dedicated to tennis. F 19. Plan on providing up to two (2) more of each type of court during the term of the Master Plan. F 20. Monitor use on all courts and provide additional tennis or pickleball courts based on capacity use of existing facilities. F 21. Select location for planned pickleball courts in terms of opportunities to add more in the future. Projections assume (without use information) that three (3) of each type of court would meet current community needs. For both tennis and pickleball courts, therefore, three (3) dedicated facilities produce a population supply ratio of 1 court per 6,500 (19,503/3). Applying this figure to projected growth to 2034 indicates the need for a total of 4.2 (27,514/6,500) dedicated tennis and pickleball courts or up to two (2) more of each type (or total of five (5) tennis courts and five (5) pickleball courts). Both types of courts should be monitored to determine how well they are being used, and additional facilities should be planned based on capacity use. If pickleball participation increases to warrant additional dedicated courts providing four to six courts in a single location would support organized, and potential tournament, use. The location selected for the courts to be developed in 2024 should be considered in terms of opportunities to add courts in the future. Page 127 of 550 61Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 128 of 550 62 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 3.4 Strategic Approach to Facility Provision The upcoming legislated deadline of July 1, 2024 requires the following: established proposed levels of service years, and a lifecycle management and financial strategy, covering a minimum of 10 years. As part of the work in preparing this submission, the Town should conduct detailed building conditions assessments (BCA) of all indoor recreation facilities covering: all building systems (structural, mechanical, electrical and HVAC), projected lifecycle costing, and a functional assessment of individual components/spaces. Functional assessments will be beneficial to determining the potential for existing spaces to meet intended programming purposes. This will inform work on the potential to repurpose/ renovate existing spaces to meet current and future program needs vs. replacing existing infrastructure. This work should also include a review of cooling/fresh air input options for summer use of the arena floors. Similarly, the physical condition, and costs to upgrade and maintain outdoor capital assets is required. Prioritize, budget and undertake essential repairs The conditions assessments will identify facility capital repair needs and anticipated costs, some of which will be critical to implement in the short term. These should be assigned priority and budgets while sourcing potential funding to contribute to costs. Those that are not essential and/ or may be deferred until facility studies are complete should be identified. In some A proposed strategic approach to future facility provision in Tillsonburg integrates needed capital repairs to existing facilities, potential need for additions to supply through redevelopment or new construction, and location considerations. It involves the following steps, some of which will comprise concurrent work, and are discussed further below: • Prepare detailed building condition assessments of all indoor and outdoor facilities • Prioritize, budget and undertake essential building/facility repairs • Prepare studies and concept plans to confirm facility needs, locations and approaches to phased provision • Assign priorities and budgets to phased plans and projects Prepare detailed condition assessments of all indoor and outdoor facilities The Town’s Asset Management Policy outlines its purpose and approach to managing capital assets, including indoor and outdoor sport, recreation, heritage facilities and land improvements. The Town’s current Asset Management Plan (2022) covers core assets: roads, storm, bridges and structural culverts. It does not include parks and recreation assets, which should be incorporated in the Plan. As noted above, backlogs in capital repairs and maintenance are of significant concern for many of the Town’s assets. Page 129 of 550 cases, it may be less costly to implement potentially non-essential upgrades while attending to mandatory repairs rather than coming back later to address the former. Opportunities to do so can be considered at the time professional services to do the work are engaged. Prepare studies and concept plans to confirm facility needs, locations and approaches to phased provision The following outlines a comprehensive approach to future facility provision in Tillsonburg. It is intended to provide a high level framework for decisions on developing more detailed plans for changes/additions to facility supply and distribution by: 1. Determining options to redevelop indoor facilities at Tillsonburg Community Centre 2. Identifying impacts of indoor options on outdoor facilities at Memorial Park 3. Determining facilities improvements/ additions at other locations 4. Addressing deferred capital upgrades 5. Preparing phased development projects, priorities, and budgets Each of these items is discussed further below. Page 130 of 550 64 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 1.0 Tillsonburg Community Centre Indoor Facilities Purpose: determining options to redevelop indoor facilities at the Community Centre, through a combination of repurposing and/ or expanding existing spaces, and adding new facilities to the complex. Table 3-5 summarizes the Plan’s recommendations on indoor facility needs and notes the likely direction of changes at a very high level and pending further studies to confirm detailed plans. Adding both a gymnasium and a third ice pad to the Community Centre would mean a considerable increase in the building footprint, which might not fit on the existing site, without major outdoor facility losses. Ideally, a third pad, a gym and a track (combined with either the gym or the ice pad) should be added here to improve the Community Centre’s range of facilities, cross programming potential, and operating efficiencies. Table 3-5: High level directions for indoor facility changes and additions Indoor Facilities New Repurposed Expanded Possibly Expand gymnasium (single or double TBD)X track X ice pad X multi-purpose space X X health/fitness X (or relocated)X staff offices X X rink dressing rooms X X storage X X seniors space X Page 131 of 550 65Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Other high level facility planning and design considerations include (but are not limited to): • Taking the opportunity of adding a third pad to also improve the number, design and accessbility/inclusivity of change rooms, storage, etc., designed and located to be shared by one of the existing pads and the new ice surface. • Repurposing existing spaces (e.g., squash courts, Lions Den, mini rink) to modernize facilities, reduce the amount of space that assigns priority to rentals over programming, and minimize need to expand building footprint • Cost-benefit of providing a single or double gymnasium, given intended purposes for a wide range of uses (Town delivered and community based) that may require parallel programming. • Multi-purpose space designs to accommodate both sports/recreation and arts-related activities • Configuration/location requirements to provide 24/7 electronic access from outside to fitness club members, in an area of the complex that can be secured from the remainder of the building after hours • Providing washrooms in the Community Centre that are (also) directly accessible to park users from outside the building 2.0 Memorial Park Outdoor Facilities Purpose: identifying potential impacts of indoor options on outdoor facilities and amenities at the Community Centre for Memorial Park, aiming to select the option that retains the best outdoor facilities in terms of infrastructure conditions and use levels/need ‘Superimpose’ building options on site plan to determine outdoor components that would be impacted and ways to address providing displaced facilities elsewhere. The existing site configuration and the 2017 Memorial Park and Lake Lisgar Conceptual Master Plan (Ron Koudys Landscape Architects) were used to identify areas for possible Community Centre expansion. In terms of immediately ‘available space’, that the primary areas for expansion would be: the north side of the building in the parking lot bordered by the Lions Auditorium and the Kinsmen Arena, and extending into the Kiwanis ball diamond area; with the relocation of the hardball diamonds and parking, the east side of the site. Expansion into the area to the south of the Colin Campbell Arena may be too close to existing residential development, and it is desirable that the outdoor, Lake-related focus of Memorial Park be retained as a unique Town-serving asset. At the same time, there may be opportunity to relocate the several outbuildings in this vicinity or to incorporate their uses in a an expanded Community Centre. Expansion to the north and west portions of the site that Page 132 of 550 66 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan comprise Optimist west would impact access to the new main entrance to the Centre (without rerouting Hardy Ave). At a minimum, therefore, existing parking adjacent to the Kinsmen Arena, and the Kiwanis diamond would be displaced and would need to be considered for relocation (both parking and diamond) and expansion (additional parking for a larger facility). The location of the Optimist diamonds, which were noted as undersized facilities, could be considered for replacing the Kiwanis diamond with a single, full size softball diamond. As noted above, however, the need and timing of new ball diamond development - whether due to replacement or new growth - should be based on actual use and other options to expanding capacity (e.g., lighting existing diamonds at Annandale). The outcome of this work should be a preferred plan for accommodating both indoor and outdoor facility needs at the Community Centre Memorial Park (including possible relocations). 3.0 Facilities at Other Locations Purpose: to determine facility provision needs at other locations in Town Arts, Culture and Heritage Facilities Like most municipalities, the majority of facilities in the Town’s inventory are for sports and recreation. At the same time, Station Arts and the Tillsonburg Museum are valuable and unique assets for both community programming and visitor experiences. The Town recognizes the need to also invest in facilities that serve these different interests/markets. The reported need for facility expansion at Station Arts should be addressed and detailed in a proposed plan that complements potential arts related components that are included in plans for the redeveloped Community Centre. Third Ice Pad As noted above, realizing operating efficiencies suggest a third pad would be best located at the Community Centre to create a triple pad facility. Page 133 of 550 67Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Diamonds, Fields, and Courts Table 3-6 summarizes provision recommendations and approaches for outdoor scheduled facilities, and their potential distribution. Table 3-6: Summary of outdoor facility supply and provision directions Facility Existing Supply Projected Additional Requirements Provision Approach Other Considerations Hardball diamonds 2 (1 lit)1 unlit light unlit diamond decisions on Community Centre expansion re: possible displacement/relocation of hardball diamonds Softball diamonds 7* (1 lit)4 unlit combination lighting existing diamonds at Annandale and building new decisions on Community Centre expansion re: possible displacement of needed diamonds Soccer/multi- purpose fields Non- municipal provide municipal facilities as needed based on confirmation of unmet demand any new fields should be designed to accommodate a variety of sports and age levels, and should be located to allow additional field development Tennis courts 3 dual 2 dedicated group with existing dual use reverts to single use tennis Pickleball courts 3 dual 2 dedicated group with existing assumes proposed pickleball courts are single use *#3 Annandale hardball counted as softball due to use Page 134 of 550 68 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Deferred Capital Upgrades Purpose: to integrate deferred capital upgrades to facilities that are to be retained As noted above, all parks and recreation capital assets will be assessed for asset management purposes. Capital repairs that are critical will be addressed in the short-term. When future facility needs and provision directions are clarified, capital repairs to those that are to be retained can be addressed, either collectively as part of indoor redevelopment plans at the Community Centre or by facility (e.g., Station Arts, Museum, individual ball diamonds). 5.0 Phasing, Priorities, and Budgets Purpose: to determine project ‘packages’, their phasing, and assign priorities and budgets to each initiative. Ideally, the final plans for indoor-outdoor facility development at the Community Centre and Memorial Park can be ‘packaged’ as individual projects to be implemented in phases. In assigning priority to development phases, consideration should be given to: • Facility diversification • Administrative space needs • Spreading costs over time • Minimizing disruption to ongoing operations The identified project packages and their phasing will be influenced by funding opportunities that emerge over the course of implementation. Taking advantage of funding programs will require flexibility in implementing plans and may require compliance with eligibility criteria that will influence final design and construction. Recommendations F 22. Prepare detailed building condition assessments of all indoor and outdoor facilities. F 23. Prioritize, budget and undertake essential building/facility repairs. F 24. Prepare a strategic plan to identify required facility upgrades, additions/ expansions to supply, priorities and phasing for development. Page 135 of 550 69Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.0 Parks, Cemetery, and Trails 4.1 Introduction & Assessment Background 4.1.1 Overview of Supply The Town of Tillsonburg has more than 80 hectares of outdoor open space including 30 parks, approximately 40 kilometers of trails, and two cemeteries. Park amenities include basketball courts, playgrounds, picnic/ shade shelters, a splash pad, an outdoor pool, a skatepark, a BMX pump track, outdoor fitness stations, multi-purpose/ outdoor skating pads, and a leash-free dog park (Table 4-1). The Town’s 30 parks are inventoried in detail in Appendix B. Existing Provision Rates and Service Levels A comparative analysis of parkland and outdoor park amenity provision in other municipalities was conducted for benchmarking purposes (Table 4-2 and Table 4-3). Data was collected from publicly- accessible inventories, planning documents, and open data on municipal websites. Page 136 of 550 70 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 4-1: Total number of park amenities for casual use Amenity Total #Location(s) Boat Launch 1 Summer Place (Memorial Park) Disc Golf 1 Kiwanis Coronation Park Dock 2 Summer Place (Memorial Park), Gibson House Leash-Free Dog Park 1 Memorial Park Multi-purpose Pad/Outdoor Rink/Basketball Court 3 Southridge Park, Memorial Park, Oak Park Outdoor Fitness Stations 1 Rotary Park Outdoor Pool 1 Lake Lisgar Water Park (Memorial Park) Picnic Shelter/ Shade Structure 3 Memorial Park, Community Garden, Tillsonburg Soccer Park Play Equipment 10 Glendale Park, Gyulveszi Park, Kinsmen Participark, Kiwanis Coronation Park, Library Park, Optimist Park, Rotary Park, Southridge Park, Borden Crescent, Trottier Park Play Equipment (Accessible)1 Memorial Park Pump Track 1 Optimist Park Skatepark 1 Optimist Park Splash Pad 1 Memorial Park Tillsonburg’s current parkland provision of 4.3 hectares per 1,000 residents is in line with provision in comparable municipalities (Table 4-2). The comparative analysis of amenities (Table 4-3) suggests that Tillsonburg is within range of its counterparts for key park amenities as well. A notable exception would be outdoor pools, where Tillsonburg is the only Town to have one in this comparison. The municipalities (Innisfil, Collingwood, and Wasaga Beach) were chosen for comparison because they share some key similarities with Tillsonburg: similar population size; act as a service centre for surrounding rural municipalities, and all experienced substantial growth (between 13 and 21%) between the 2016 and 2021 censuses. Page 137 of 550 71Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Table 4-2: Parkland provision in Tillsonburg and comparable municipalities Parkland Town of Tillsonburg (pop: 19,503*) Town of Innisfil (pop: 29,464) Town of Collingwood (pop: 22,983) Town of Wasaga Beach (pop: 22,194) ha ha/1,000 ha ha/1,000 ha ha/1,000 ha ha/1,000 Current Supply 831 4.3:1000 150 5.1:1,000 123.5 5.4:1,000 79.5 3.4:1,000 1 Total hectares does not include Northcrest Park, Oak Park, Cadman Park, Mineral Springs Park, Cranberry Park, and Oxford, Harvey, and Pine Street Parkettes as sizes were not available for these locations. Note: Parkland supply (in ha) excludes greenlands such as natural heritage features, conservation lands, and school board lands. *The population used for Tillsonburg is the 2024 projection, while for the others, the Census 2021 data used. Table 4-3: Current service levels for outdoor facilities in Tillsonburg and comparable municipalities Outdoor Amenity Town of Tillsonburg (pop: 19,503*) Town of Innisfil (pop: 29,464) City of Collingwood (pop: 22,983) City of Wasaga Beach (pop: 22,194) Total #Total #Total #Total # Playgrounds 9 31 14 13 Splash Pads 1 2 0 1 Outdoor Pools 1 0 0 0 Basketball/ Multi-sport Courts 3 5 3 2.5 Skateparks 1 2 1 1 BMX Pump Tracks 1 3 0 1 Leash-free Areas 1 1 0 2 Page 138 of 550 72 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 52% • 68% use trails • 66% participate in self-directed sports/ physical activity (e.g. cycling, running/walking, swimming, etc.) • 52% participate in organized sports Felt improvement and/or expansion in parks, outdoor sports facilities, trails and open space should be top priority** 61% Of those who responded yes improvements are needed (15% or 45 respondents), the top improvements listed were: • increased maintenance/ beautification (30%) • more shade, seating, lighting, etc (26%) • and dog off-leash areas (24%) Indicated that they do not think the Town’s parks or trails require improvements* 38%Of respondents were satisfied with parks and trails in Tillsonburg** 43%Of respondents use parks, trails, and outdoor facilities* Top four parks used: • David Johnson Memorial Dog Park (22%) • Memorial Park (18%) • Coronation Park (18%) • Elliot Fairbairn Park (11%) 4.1.2 What We Heard *Random Household Telephone Survey ** Online Survey The following pages provide an overview of what we heard during consultations about parks and trails, from a high level (i.e. opinions and use of parks and trails “overall”). Additional more specific feedback is also included throughout this assessment. Common sentiments among all consultation activities include: • Need for new and updated park amenities (e.g. playgrounds, water stations, shade structures, picnic tables) • Improvements to trails including wayfinding, lighting, connectivity and accessibility, along with suggestions for new segments • Specific sites identified as in need of attention, or with untapped potential, including Lake Lisgar, Annandale Diamonds, Memorial Park, Coronation Park • Number of park buildings that are underused: Gibson House, Summer Palace, Pigeon Barn, Crystal Palace among them • Strong support for environmentally focused park practices including protecting water quality at Lake Lisgar, planting more native trees, and naturalization Page 139 of 550 73Town of Tillsonburg | DRAFT Parks and Recreation Master Plan “Water bottle filling stations at all parks. Washroom facilities at parks, more garbage containers at trails” - Open house attendees (comment “voted up” by others) “I’m so blessed to have access to these parks” - Open house attendee “More dog park space would be amazing. We use the park every day all year round” - Online submission “Please start planting more trees in Town and recognizing the heritage trees and protecting them.” - Open house attendee “Splash pad was a great idea. Would be good to have another – maybe west end” - Open house attendee “We are in dire need of a dedicated pickleball facility for both summer and winter (as an example see Pinafore Park in St. Thomas)” - Open house attendee Page 140 of 550 74 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.2 General Recommendations 4.2.1 Accessibility, Safety, Comfort and Usability Accessibility is often discussed as a standalone issue, with the focus on meeting minimum requirements – usually this means complying with AODA standards. However, the general improvements discussed here have multiple, overlapping benefits that not only address accessibility, but serve to support public health and make the spaces safer, more comfortable, and more usable (e.g. in different seasons, and for different activities). AODA Accessibility Parks need to be upgraded over time to address accessibility. This is an important component of integrating diversity, equity, and inclusion in Tillsonburg’s parks and recreation system. Infrastructure must meet Accessibility for Ontarians with Disabilities Act (AODA) standard requirements regarding seating (benches and picnic tables), playground equipment, playground safety surface, and pavement surface/path of travel (including tactile warning strips, handrails, and ramps). Safe and accessible paths of travel should be provided through parks with connections to amenities. Currently, Tillsonburg has an accessible play structure at Memorial Park, and will have another at Library Park once it is completed. Tillsonburg has an unofficial playground replacement plan, with three parks updated in 2023. As part of this process, the Town aims to include accessible play features and pathways in all new parks. As parks are updated and made accessible, the Town inventory and website should be updated to reflect this and notify the community. Examples of upgrades to playground accessibility include: • Poured in place rubber or rubber tile safety/fall surface • Cast in place flush concrete curb around perimeter of playground to retain safety surface and allow for barrier free access • Playground design that meets minimum accessibility requirements as per CAN/ CSA Z614-07 Annex H: Children’s Playspaces and equipment that are accessible to persons with disabilities Further, all new development parks should incorporate accessibility in the design phase. This can be accomplished by updating the Tillsonburg Development Guidelines and Design Criteria to include accessible models. For example, section 15.16 Park Benches should be updated to include an accessible bench model, and specifications for how many of the benches provided by the developer must be accessible. Updates to the guidelines, and park accessibility updates should be made in discussion with the Town’s Accessibility Advisory Committee. AODA-compliant signage that is consistent with the Town’s Design Guidelines should be provided at all parks, trail access points, facility entrances, throughout the sites as needed, and along major routes. Page 141 of 550 75Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Shelter from Sun and Rain As a matter of community health and safety, and to support use of parks in all weather, adequate shelter needs to be provided in each park, either through the tree canopy or a built structure. This is particularly important in playgrounds, picnic areas, and sport fields where people often spend considerable time exposed to the sun, especially vulnerable populations such as children and seniors. Given the importance of providing shade in parks, shade structures and/or additional tree planting should be incorporated into all parks. Strategic tree planting should be a priority for the myriad benefits provided (e.g., shade, carbon sequestration, stormwater management, etc.). In the immediate and short term, however, shade structures and pavilions should also be provided, as trees will take years before reaching maturity and offering the benefits of shade. Larger pavilions intended for rentals for groups/special events can both encourage use of parks and help offset costs of providing shade structures. The New South Wales Health Department (of Australia) and Cancer Society of New Zealand Inc. developed a comprehensive and helpful guide to sun protection entitled “Under Cover: Guidelines for Shade Planning and Design.” It is a technical guide that describes how different structures (different built structures as well as different tree types) provide shade (Figure 4-1), how to conduct a shade audit of a park, site- specific considerations (e.g., for sports fields and for parks), and more. Figure 4-1: Diagram of canopy shade from under cover: guidelines for shade planning and design1 1 The New South Wales Health Department and Cancer Society of New Zealand Inc, 1998 Page 142 of 550 76 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Warming Stations A warming station is a partially or completely enclosed space that is available for people to escape the elements and warm up for a brief time (Figure 4-2). These can be as large or as small as a site allows and can be heated if connected to hydro. An energy efficient option is to equip the shelter with buttons to turn on a heat source for a set period of time, and only within certain hours of operation. This ensures the heat is only running when people are using it. For security, there should be sightlines into the shelter (e.g., by using glass, or having three walls maximum, keeping the fourth open), as well as motion detector lighting. In Tillsonburg, a warming station would be suitable at Memorial Park, at the outdoor rink, or at any major park in which year-round use is the focus of future improvements and programming (e.g., at Kinsmen Participark for winter trail activities). The National Program for Playground Safety at the University of Northern Iowa also prepared a study for the Standards Council of Canada on this subject, entitled “Thermally Comfortable Playgrounds: A Review of Literature and Survey of Experts” (2020). This study contains valuable background research and provides guidelines for design of playgrounds, water features, and shade provision. Both guides can be valuable resources for the Town. Drinking Water Sources Providing a source of drinking water at parks allows people to increase the length of time they stay and can help prevent heat-related illnesses in hot weather. Drinking water is especially important in parks with sports and other active facilities that people use for more than an hour or two at a time (e.g., soccer fields, splash pads, picnic areas, etc.). Figure 4-2: Three examples of warming shelters at Mississauga’s Celebration Square, featuring a variety of materials, lights, warming methods, and levels of enclosure. Page 143 of 550 77Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Lighting At this latitude, winter days can be fully dark by 5:00 pm. In order to encourage use of parks and facilities in winter months, this should be taken into account to ensure selected parks and facilities targeted for winter/shoulder season use are sufficiently lit (e.g., including sport fields/courts, outdoor rinks, etc.). Sustainable lighting options such as LED or solar should be used. A challenge associated with solar lights has been that the lights lack the ability to retain their full intensity for the duration of the night. This may not be an issue for parks and facilities that are officially open/used until 11:00 pm. However, if the purpose of the lights is for safety and they need to remain bright all night, it may be problematic. Solar technology is evolving quickly, and it is now possible to address this issue by setting lighting profiles: pre-set schedules that dictate when the lights operate and the extent of their brightness, and the ability to switch to a motion sensor setting during the least used hours of the night. Seating Seating should be provided at all parks, in line with the type of use. Picnic tables are sometimes preferred as they allow groups to eat, play games, and converse. If picnic tables are fixed to the ground to prevent theft, they should be placed in a variety of formations to allow smaller and larger groups to sit together as needed. It is occasionally the practice to remove seating and picnic tables during winter months to protect them from the elements, but seating should be selected and placed so that it can be used year-round to allow people to sit and socialize outdoors. As winters become milder due to climate change, the need for all-season seating will be greater as people will walk and gather outdoors more often in the winter months. Washroom Access Washrooms should be provided at busy community parks and trail heads, which may be accomplished through the provision of portable toilets, especially when water and sanitary service is not available. Certain highly used parks and trail heads may warrant investment in permanent washroom facilities, and this is discussed in section 4.3 Site Specific Recommendations. Where feasible, washrooms should remain available year-round, particularly at parks and trails with outdoor rinks/year-round use. For built facilities that are not winterized, portable toilets (i.e., “Porta Potties”) can be provided during winter. Page 144 of 550 78 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Drug Paraphernalia During community consultations it became apparent that there is common concern about drug paraphernalia being left at parks and trails, and the potential dangers this causes. The Town has installed hazardous waste disposal receptacles at indoor facilities, and should introduce them at parks and trails as well. The receptacles should be accompanied by signage that urges drug users to dispose of material properly, along with support information (e.g., hotlines for addiction, nearest shelter information, etc.). Recommendations: PCT 1. Ensure that all playgrounds are maintained to CSA standards and within the Accessibility for Ontarians with Disabilities Act. PCT 2. Update the Tillsonburg Development Guidelines and Design Criteria to incorporate accessible seating, play equipment, and pathway/trail design in the design phase. PCT 3. Consult with the Town’s Accessibility Advisory Committee (AAC) during the park design and upgrade process, and when updating Town guidelines. Recommendations PCT 4. As parks and playgrounds are updated for accessibility, update Town inventories and webpages to include the new information. PCT 5. Provide shelter (in the form of structures and tree planting) and seating at all parks, that is adequate for the amount and type of use. PCT 6. Supply washroom access and a drinking water source in high- traffic parks and trail heads that have visitors for extended periods at a time. PCT 7. Provide lighting, warming stations, seating, and washroom access during the shoulder seasons and winter months at parks that host activities year- round. PCT 8. Improve signage at parks, recreation facilities, and along roadways and major pedestrian routes, and ensure signage is AODA accessible. PCT 9. Provide hazardous waste disposal receptacles and accompanying signage at parks and trails where needed. Page 145 of 550 Naturalization and Tree Planting In consultations with Council, community stakeholders and residents, there was strong support for environmentally sensitive practices in parks. Two impactful ways of improving the ecological function of greenspaces, as well as mitigating impacts from climate change, include naturalization and tree planting. It is noted that in consultations there was a preference for tree planting over naturalization. At the same time, there were many comments received related to “beautification”. Beauty is subjective, so it is not known exactly what commenters envision as a beautified space. Most likely this includes clean spaces, and plantings and furnishings that are newer and/or well maintained. At times however, naturalized spaces, including those with young trees, are sometimes viewed as “unkempt”. The sidebar titled Intentional Naturalization discusses this issue, and proposes some strategies for satisfying both sides. Page 146 of 550 80 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan INTENTIONAL NATURALIZATION A key direction from that paper that can support efforts in naturalization is to implement “cues to care” – actions that increase the intentionality of naturalized spaces so that it is obvious that the space is deliberate and someone is caring for and grooming it. Some of these “cues” or grooming practices include: • Bold patterns/clean lines: While naturalized areas will naturally drift and change over time, the initial plantings should be laid out and confined to clear patterns or lines. This will help slowly introduce the idea to residents who request neat gardens. • Bird feeders and pollinator gardens: Bird feeders and plants for pollinators (e.g., butterfly and bee gardens) communicate the intention of the place (a place for nature), and reinforce that it is not abandoned or neglected. Also, encouraging birds could increase wildlife sighting and appreciation by residents. • Borders: Borders have the quick ability to make any collection of plants look neater, and can be made by fences, plantings, shrubs, or by mowing around the edges. • Signage: Educational signage describing the plants and/or process in the naturalized area may also help increase community understanding and, therefore, acceptance. Signage should also encourage visitors to stay out of the area to avoid trampling plants and exposure to ticks. Educational signage could be provided in collaboration with local groups and partners if interested. Naturalization is the process of allowing natural plant growth to occur, while managing that growth typically by removing/limiting non-native and invasive species and planting and encouraging the growth of desired native species. Naturalization is an important strategy for improving ecosystem health, and, in turn, building climate change resilience. Naturalization, for all its benefits, comes with two main challenges. First, some residents interpret naturalized landscapes as messy and unkempt, leading them to request the municipality remove them. Second, contrary to appearances, in the early stages of plant growth, naturalized spaces can require more maintenance and specialized knowledge than mowed lawns. However, within a couple of years, naturalized spaces should require less maintenance and resources than mowed areas. Municipalities are often caught in the middle as they attempt to moderate between residents who dislike naturalization in parks and residents who want more naturalization for its environmental benefits. Joan Iverson Nassauer is a landscape architect in the field of ecological design who has studied this problem extensively: “Novel landscape designs that improve ecological quality may not be appreciated or maintained if recognizable landscape language that communicates human intention is not part of the landscape. Similarly, ecologically valuable remnant landscapes may not be protected or maintained if the human intention to care for the landscape is not apparent. Landscape language that communicates human intention, particularly intention to care for the landscape, offers a powerful vocabulary for design to improve ecological quality. Ecological function is not readily recognizable to those who are not educated to look for it. Furthermore, the appearance of many indigenous ecosystems and wildlife habitats violates cultural norms for the neat appearance of landscapes.”1 1 Nassauer, J. I. 1995. Messy ecosystems, orderly frames. Landscape Journal. 14(2): pp. 161-170. Page 147 of 550 81Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Potential sites for naturalization should be chosen in consultation with the community, as consultation is an opportunity to educate about naturalization and develop a design plan that pleases residents. A naturalized garden, border, or section could be added to almost any park, however, consideration should be given to the risk of ticks. The taller grasses and plants in naturalized areas are a prime habitat for ticks, so they should not be designed in such a way that forces people to walk too closely to or through the area, and signage should be posted that provides notice and education on ticks. For tree planting, the Oxford County Managed Forest Plan, 2018 – 2027 is an in-depth report that contains information about soil types and suitable forestry species and practices specific to Oxford County. This guide should be consulted and followed as appropriate for any forestry efforts undertaken by the Town. Given the specialized knowledge required for successful naturalization and tree planting (i.e. plantings that thrive, look appealing, and are embraced by the community), the Town may consider adding a staff horticulturist (or with similar qualifications). As an example, Sault Ste. Marie has multiple horticulture positions which are year round. In the winter, they grow all the plants and trees that will be planted in gardens and planters around the City, in City-owned greenhouses. The horticultural staff also piloted a program recently to grow leafy greens for donation to local food banks. That program yielded a significant amount of food, while using minimal staff time, so they have opted to continue the project. In Tillsonburg, this staff person could lead the naturalization and tree planting projects, help train operations staff, liaise with community organizations and volunteers regarding gardens, plantings, etc., and assist with community gardens as needed. To start, this could be a seasonal position, but could be segued into a year round role. Recommendations: PCT 10. Implement managed naturalization practices, consulting with the community before embarking on projects. PCT 11. Provide educational signage about the benefits and methods of naturalization, along with warning signs for ticks. PCT 12. Plant trees in accordance with the Town Tree By-law (4001) and in consultation with the Oxford County Managed Forest Plan, 2018 – 2027 in selecting species for planting. PCT 13. Hire a seasonal horticulturist, with potential to grow it to a year-round position. Page 148 of 550 Lake Lisgar Page 149 of 550 83Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.2.2 Provision and Access Park Type Typical Size Description Location Examples Community Park/Trail 5.0 Ha or greater Serves the whole Town • support a range of activities • serve the whole community • major recreation facilities/amenities • parking • has support amenities (e.g., washrooms, drinking water, concessions, etc.) • accessible along collector or arterial roads • street frontage • pedestrian and bicycle access Memorial Park Annandale Park Veterans Walkway Kinsmen Participark Neighbourhood Park/Trail 1.0-2.0 Ha Serves 4,000-5,000 people • supports a smaller range of activities • typically geared for local use (800m radius) • centrally located within neighbourhoods • street frontage • pedestrian and bicycle access Southridge Park Northcrest Trail Parkette 0.6 Ha or less Serves 1,000-2,000 people • passive activities, seating, gardens • sizable urban squares should be designed to accommodate a range of events such as markets and live music/performance • can be in neighbourhoods, commercial, and institutional areas • street frontage Bert Newman Parkette Natural Areas/ Trails Undefined • naturally significant lands in need of protections • may contain trails and other recreation amenities • topographic variations, ravines, water ways • ideally located to create a connected network throughout Town Tillsonburg Conservation Area Table 4-4: Updated Tillsonburg parkland classification system Classification Table 4-4 provides an updated Parkland Classification system adapted from the County of Oxford’s Official Plan classification system that is currently in place for the Town. Page 150 of 550 84 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The updates to the classification system include: • Change of name of “sub- neighbourhood park” to the commonly used term “parkette” • Trails have been integrated into the classification system to reflect their importance in the community, and to facilitate provision of trail systems as part of developer parkland dedication • Sizes have been adjusted to reflect commonly used size ranges, as well as taking into consideration the sizes of currently existing parks in Tillsonburg • Tweaks to language in the description and location columns Table 4-5 shows the current parkland provision ratio along with the projected parkland needs to maintain the provision level as the population grows over the term of this plan. It shows that the Town will need to provide a minimum of 35.3 additional hectares of parkland (can include trails) over the next 10 years, to maintain provision levels as the population grows. This number is strictly speaking to parkland/trail needs, and does not consider outdoor facility needs. The Facility assessment (section 3.0) identified that new outdoor sport facilities are likely not needed in the short or medium term of this Plan. Near the end of the term the following may be needed, depending on use and interest: • Potential need for four more softball diamonds (approximately 4 ha total) • Undetermined need for soccer/sport fields • Two pickleball courts (approximately 0.05 ha total) • Two tennis courts (approximately 0.05 ha total) Therefore, the total land needs for outdoor sport facilities (4.1 ha) can easily be accommodated within the 35.3 ha required for population growth. It should be noted that sport facilities should be provided in groups - the four courts together, and the four softball diamonds together - rather than the courts or diamonds spread among a number of parks. The pickleball and tennis courts can be easily accommodated at new or existing neighbourhood or community parks, due to their relatively small footprint. In order to be able to accommodate the four diamonds and associated amenities (parking, washrooms, playground etc.), Hectares of parkland needed to maintain current ratio of 4.3:1,000 2024 population: 19,503 83 2029 population: 25,463 109.5 2034 population 27,514 118.3 Table 4-5: Current park provision levels and projected parkland needs Page 151 of 550 85Town of Tillsonburg | DRAFT Parks and Recreation Master Plan consideration should be made when planning new development parks. The need for Community Parks (which should be 5.0 ha or greater) in the North and West of the Town is discussed further below. One of these parks would be large enough to accommodate the four diamonds, if it is determined they are needed at that point. As the amount of parkland has been established (35.8 additional hectares based on population) consideration must be made for where these additional parkland should be located. Figure 4-2 shows the areas of future growth overlaid with the park walking distance map. The areas of future growth are on the edges of the Town, and correlate exactly with areas that currently lack parks (likely because the land is not currently developed). The total additional parkland/trails needed (35.8 ha) does not necessarily have to all be located within the new growth areas, however, as these lands are developed for housing, they should be provided with adequate parkland or trail systems, meaning: 1. The amount of total parkland/trails should meet or exceed the park provision ratio of 4.3:1,000 people 2. Parkland provided by developers should be large enough to provide the environmental, recreational and social benefits that are expected to be provided by a park: that is, large enough for tree plantings, gardens, play and/or picnic areas etc. Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a-bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. 3. Parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. 4. New parks must also abide by the County of Oxford’s Official Plan Policies for Tillsonburg, section 8.6.2.2 Development Standards for Parks and section 8.6.2.3 Parkland Acquisition, as well as the Town’s Parklands and Streetscaping Development Guidelines and Design Criteria. Page 152 of 550 86 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Referring again to the overlay map in Figure 4-2, there are a number of areas that fall outside of any 400 or 800 metre radius and are not expected to see development in the future. To better serve these areas, the parks provided in the new developments in the north and west should include a Community Park (one in each area) from parkland dedication. A Community Park would serve the local residents as well as those outside the 800 metre radius that do not have local access to parks. Given the overall size of the consolidated areas to be developed (the north section and west section), each can likely accommodate a Community Park, plus one or two Neighbourhood Parks. Recommendations: PCT 14. Adopt the updated parkland classification system. PCT 15. Provide a minimum of 35.3 additional hectares of parkland or trails over the next 10 years, to maintain provision levels as the population grows. PCT 16. The amount of total parkland/ trails provided in new developments should meet or exceed the current park provision ratio of 4.3ha:1,000 people. PCT 17. Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a- bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. PCT 18. New parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. PCT 19. Parkland from new developments in the north and west end of Town should include at minimum a Community Park in each area (total of two additional Community Parks). Page 153 of 550 87Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-3: Map of Tillsonburg showing the 400m and 800m radii around each park, and areas of future residential growth 0 0.5 1 2 3 kmN 400 m radius800 m radius2024 Development2025 Development2026 Development2027 Development2028 Development Legend Existing Parks Map HWY 3 Ti l lson Ave North Street East Concession St. W. Hawkins Rd. Hawkins R d. Newell RdQuarter Town L ine Vienna RdBaldwin Street B r o a d w a y HWY 3 H W Y 1 9 Annandale Diamonds Bert Newman Park Tillsonburg Conservation Area Coronation Park Clock Tower Parkette Cranberry Park Gibson House Parkette Glendale Park Gyulveszi Park Kinsmen Memorial Parkette Kinsmen Participark Lake Lisgar Waterpark Library Park Memorial Park Northcrest Parks Oak park Optimist Park Oxford Parkette Rotary Park Southridge Park Summer Place Tillsonburg Soccer Park Tillsonburg Cemetery Tillsonburg Community Garden Trottier Park Trans Canada Trail/Borden Crescent Park Westmount Park 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 11 20 15 9 13 5 4 12 21 6 14 2 24 26 3 1 23 178 16 10 18 25 22 19 27 7 Page 154 of 550 88 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3 Site-Specific Recommendations 4.3.1 Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette The Lake Lisgar park assemblage includes Lake Lisgar, Gibson House and dock, and the Kinsmen Memorial Parkette. The Lake has 2 docks (at Gibson house and at Summer Palace), a boat launch (at Summer Palace), six bubblers, and a small boardwalk with gazebo. The Lake is mostly used for fishing, with some boating (no motors over 10 horsepower allowed) and swimming. Lake Lisgar Revitalization Committee (LLRC) is a dedicated group of volunteers that arranges for water testing, provides and installs the bubblers, dredges/clears plants every three years, stocks the Lake with trout, and otherwise monitors and protects the ecosystem of Lake Lisgar. Gibson House is a heritage structure on the shore of Lake Lisgar, that is unfinished inside and does not have plumbing or a washroom. The building has potential as it is a heritage structure, has parking, and an excellent location on Lake Lisgar. The addition of a washroom and kitchenette would allow it to be used for events, rentals and program or camp support. A Building Conditions Assessment (BCA) (as recommended in the Facilities Section) should be conducted to ensure the safety of the building as soon as possible, prior to continued use or upgrades of the space. The 2017 Memorial Park Master Plan included a proposed boardwalk near Gibson House, along the South end of the Lake: “Consider a system of boardwalks extending out into the south end of Lake Lisgar, providing closer access to the water and bringing pedestrians away from traffic on Park Ave and Concession Street. This boardwalk can link up with the existing gazebo at the south end of the lake. Providing additional controlled access to the water in the form of boardwalks and viewing platforms will also reduce user conflicts at the rowing club dock, and help prevent erosion and other damage to sensitive shoreline areas.” (p.22) This assessment supports that recommendation, based on comments received from the community, and for providing more amenities along the lake, and potentially reducing the crowding in the Summer Palace area, by drawing people to the south end of the lake. Another potential option could be along the north end, over the marshy areas. Additional parking may need to be provided near Gibson House if/when Gibson House is used for rentals /events/programs and/or when the boardwalk is constructed. Page 155 of 550 89Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Recommendations: PCT 20. Pending results of the BCA for Gibson House, if possible, develop a restroom and other required amenities (e.g., kitchenette) for future use. PCT 21. Continue to support the efforts to improve the Lake’s water quality. PCT 22. Construct a boardwalk as recommended in the 2017 Memorial Park Master Plan. Page 156 of 550 90 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.2 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park Park Details Supporting Amenities Facilities/amenities for Self-directed Use Facilities for Organized Use Other Notes Memorial Park • Parking • Lake Lisgar Water Park • Summer Palace, dock and boat launch • Basketball court • Pavilion • Playground (accessible) • Splash pad • Multi-purpose pad/ skating rink • Off leash dog park • hardball (2) • Slo-pitch (1) Lake Lisgar Water Park has: • Parking • Permanent washrooms/ change rooms • Concessions Optimist Park • Parking • Seasonal portolet • Playground • skate park • Pump track • Youth baseball (2) Rotary Park • Parking • Playground • Outdoor fitness equipment • Tennis/ • Pickleball (3) Table 4-6: Summary of Facilities and Amenities at the Community Centre Hub The Community Centre Hub includes Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, and Rotary Park, which are all clustered around the Community Centre and also border Lake Lisgar. There are many facilities and amenities at this site, as summarized in Table 4-6 (excerpted from Appendix B:). Page 157 of 550 91Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-4: Current layout of Community Centre hub site Pedestrian PathSpecial Events Secured AreaOptimist ParkRotary ParkSports / Active RecreationEvent Space / Passive RecreationNaturalized Area Picnic / Play / Passive Recreation Buildings ParkingWaterparkWork YardSummer Place Gardens Legend Page 158 of 550 92 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan A Master Plan was created for the site in 2017, and since then, many of the recommendations have been implemented, along with additional improvements (all shown in Figure 4-4). Based on consultations for this project, there are a few major outstanding requests/issues from users for the site: • Improve circulation • Increase parking and improve layout (challenging to access facilities, and not enough parking for events and the amount of users at peak times) • Suggestions that the dog-off leash area could be relocated elsewhere in the park to provide parking in a more optimal location • Improve signage and wayfinding • Improve the bandshell • Provide a building with washrooms, drinking water and concessions near Sam Lamb and Hardball #2 diamonds (see discussion in the Facilities section) • Provide storage for Parks Department • Optimize use of Summer Palace In addition to this, the Facilities Assessment of this Plan (Section 3) noted the following: • The need to consider how indoor facility needs (i.e., potential Community Centre expansion or redevelopment) would impact existing outdoor facilities • Likely the parking adjacent to the Kinsmen Arena and the Kiwanis Diamond would be displaced and would need to be considered for relocation We propose the following tweaks to the 2017 concept to address the above mentioned concerns and recommendations (Figure 4-4). These changes provide more parking for the busy ball diamonds, splash pad, Dog Park, Lake Lisgar Water Park, bandshell and fair grounds during events. The Lake Lisgar Water Park features a beach-entry pool, 186 foot twister slide, and other water play features. The Town recently completed (summer 2023) a 1.2 million renovation of the building with concession, washrooms and change rooms. The water play features were not part of the upgrades, and they are aged, and in need of replacement. It should be noted the splash pad is nearby, so the same water features should not be duplicated. The pool infrastructure should be part of the facility conditions review for asset management planning, including a determination of costs for maintaining or replacing the water features and slide, as per their life cycles. If there is a concern over the cost of replacement, options include a similar but less expensive feature or a pilot period during which no replacement occurs and the effect on use levels as a result is monitored to assess the impact on visits. Summer Palace is a Town-owned building located just outside of the Water Park, near the shore of Lake Lisgar. It has two levels, Page 159 of 550 93Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-5: Recommended update to 2017 Community Centre hub site plan (Map will be updated in final draft) Page 160 of 550 and a large balcony on the upper level. The lower level is used by the Rowing Club. Outside, at the Lake, there is a boat launch and docks, which are used by the Rowing Club as well as the general public. The building has been leased to E&E McLaughlin for 10 years, with the use retained for Summer Camp programming, and Rowing Club use in the building. The McLaughlin family undertook renovations of the building to address mold and other concerns. As the lease is 10 years, the building will remain in use by the McLaughlin family for the majority of the term of this Master Plan. The Town should continue to work with the McLaughlin family to ensure the building remains available for summer camp, and for use by the Rowing Club. The Town should encourage use of the building by the community, assisting the McLaughlin family in doing so (e.g., offering to advertise the space, or events occurring there). As discussed previously, the Town should consider options for providing paddle craft rentals at Lake Lisgar. While Gibson House is presented as an option, Summer Palace is potentially a better option for its access to more parking, existing boat launch, and more prominent/busier location, as long as rentals do not interfere with the current activities at the site. The Town should discuss the possibility with any groups who are interested in being involved in the paddle rentals, and together select the optimal site. The Tillsonburg Fair is held annually at Memorial Park. The Fair uses a number of buildings and spaces onsite: the home show is held in the Crystal Palace, the rabbit Page 161 of 550 95Town of Tillsonburg | DRAFT Parks and Recreation Master Plan shows are in the Pigeon Barn, the office is used as a food booth, and the Cattle Barn is used for 4H. Open space, the pavilion, and bandshell in Memorial Park is used for midway rides, vendors, agricultural displays, food trucks, kids area, and other activities. There are two considerations for the Fair buildings that arose during consultations: 1. The Pigeon Barn is in fact condemned, and should not be used for any purposes. Given the infrequent use of the Pigeon Barn, and its condemned state, it should be removed from Town supply. Pigeon races and rabbit shows should be accommodated elsewhere. 2. Town Parks staff are in need of storage space and central location for their operations. Currently Town Parks staff are based at the Cemetery, on the edge of Town, and all equipment is stored there. Housing staff and equipment far from the locations they service is inefficient, and prevents staff from “keeping a pulse” on parks needs and concerns. Parks staff and equipment should be moved to a more central location, Memorial Park being ideal for its space and centrality. In the short term, the Town can consider using one of the existing fair buildings as a parks operations base, while seeking alternative storage space for the Fair if required. The Facilities section recommends a facility fit study to determine options for expanding the Community Centre. Any expansion to the Community Centre would likely impact the two existing fair buildings closest to the arena (office and canteen), and potentially the Crystal Palace (the Pigeon Barn will be removed). Once a determination is made on an expansion (if any), the site should be designed with park operations base in mind (with adequate and appropriate storage space and access), and space for the continued operation of the annual Fair. Figure 4-4 provides an example of what this could look like. The bandshell was added to the Fairgrounds area of Memorial Park with the vision of hosting community events and concerts. Community consultations indicated a general sense that the bandshell is not well used, and that it lacks “appeal” for events. As this is the primary outdoor event space in the Town, the Town should support this space to encourage more use by the community. The Town should work with the Kinsmen Club and other community groups to assess interest in fundraising for improvements, including expanding the covered area of the bandshell (to provide shelter and shade for equipment and performers) providing electrical hook ups, beautifying the structure etc. The Outdoor Multi-Purpose Rink was donated by the McLean Family. Originally it was meant to be a community-run facility, but the Town has assumed complete responsibility of operations and maintenance. The rink is very well used in the winter, however there have been consistent concerns about vandalism and arguments between users. The schedule is set for alternate days of hockey or family skating, but the schedule is often not Page 162 of 550 96 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan respected, leading to calls to police and conflicts. For the 2023/24 season , staff time is being dedicated to monitoring the rink, a practice that should likely continue in future years. Given the popularity of the rink, and the community’s desire for year-round recreation, the Town should consider adding a second rink elsewhere in the community. The McLean rink can be maintained for casual and pick up stick play/sport use, as it is already built to accommodate it. The Town should install lights and cameras to discourage vandalism of the facility. The second rink is discussed further under the discussion of new Community Parks. The basketball court, accessible playground and splash pad require no changes, and should continue to be provided and maintained throughout the term of this Plan. The addition of a washroom and concessions building near the diamonds is discussed under the Facilities Section. Recommendations PCT 23. Provide wayfinding signage through the Community Centre hub directing people to the various facilities, amenities, and connections. PCT 24. Update the water features at Lake Lisgar Water Park. PCT 25. Work with the Kinsmen to determine updates and further expansion of the bandshell. PCT 26. Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. PCT 27. Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base, as well as space for continued operation of the Fair. PCT 28. Remove the condemned Pigeon Barn from Town facility supply. PCT 29. Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. Page 163 of 550 Page 164 of 550 98 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.3 Annandale Park Annandale Park serves a large area, with many homes that do not have a park within 800 meters. The closest park to them would be Annandale, and given this, the Town should provide more amenities for recreation at this site, particularly play equipment of some kind. A playground would also provide activities for children while their parents or siblings are using the park for ball games. As Annandale is one of the Town’s largest parks, with a parking lot, and is already well used for ball play, it would make sense to provide a play structure here that goes beyond what is typically provided in other Tillsonburg parks. As a Community Park, Annandale serves the whole Town. The addition of a unique play structure would further attract residents to the park, and enrich the experience for those who regularly visit already. The playground should have different areas and types of equipment for different age groups and different types of play (e.g., active play, restful play, musical play etc.). The playground should also be accessible. Figure 4-6 provides some ideas for consideration, but the final design of the playground should be determined in consultation with the community, to ensure the interests and needs of residents are met. To support the activities at Annandale, and fulfill the requirements set out in the Parkland Classification system, the concessions and washroom building should be maintained and repaired as needed. Recommendations PCT 30. Add a unique playground to Annandale Park that provides activities for various age groups, and for various types of play. Undertake community consultation as part of the playground design process. PCT 31. Continue to maintain the concessions/washroom building and keep it in a good state of repair. Page 165 of 550 99Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-6: Example of playground structures Page 166 of 550 100 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.3.4 Coronation Park Coronation Park was identified as an area of opportunity to increase use. Currently the park has a new playground, green space, a disc golf course, community garden, parking lot, and access to the Carroll trail. The primary concern regarding developing the Park is that it occasionally floods, and on two occasions has been completely submerged. At the same time, Coronation Park is an asset to the community, as a large green space towards the south of Town, where parks are more limited. There are existing plans to expand the community garden area to add more plots, and this would be beneficial for residents and a suitable use for the Park. The Town should limit any developments at this park that conflict with its natural processes and that would be at risk for damage if flooding occurs. The Town should have the site assessed by a Landscape Architect and, if determined to be feasible, undertake grading work to protect existing assets (such as the playground and community garden plots) in the event of flooding. Recommendation PCT 32. Continue with plans to add additional community garden plots at Coronation Park. PCT 33. Assess the feasibility of undertaking grading work to protect existing assets at Coronation Park from flooding. 4.3.5 New Community Parks As discussed in section 4.2, the Town should add two more Community Parks over the term of this Plan, located in the new development areas at the north and west ends of Town. While the exact design and features of these parks should be determined in consultation with the community, there are a couple of facilities that have been identified as an interest/ potential need. Firstly, the need for a second outdoor rink was identified (also discussed under the Memorial Park section). The second rink should be dedicated to family skating, and can be designed in such a way to make hockey and fast skating difficult, thus discouraging it. The new rink should be refrigerated, or, if that is not feasible, consider an artificial ice surface, have a roof to reduce melting of the ice, and should have electrical hook ups to allow rentals or hosting of community events. It could further be supported with a warming hut/ change room, and concessions stand. This rink should be located at a Community Park so that it benefits from parking, and visibility from the street. Secondly, if near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), they can be located at one of these two Community Parks. Page 167 of 550 Recommendations PCT 34. Provide an outdoor rink dedicated to family/casual skating, which is suitable for events at one of the new Community Parks. PCT 35. If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks. Page 168 of 550 102 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.4 Trail Recommendations Existing Trail System Tillsonburg has approximately 19 trails or distinct trail segments that are owned by the Town and/or maintained by the Town. The existing trails are mapped in Figure 4-7, and summarized in detail in Appendix B:. 4.4.1 What We Heard Trails were a popular topic during consultations, with many comments received in support of more investment into trail maintenance and expanding the network. Below are some highlights of comments received: • Interest in more multi-use trails that are paved to satisfy multiple users • Interest in expanding trails network to connect communities and create smaller walkable trail loops within larger trail paths (e.g., Memorial Park) • Interest in enhancing trail features (e.g., lighting, shade, winter maintenance) in order to support more walkable communities • South end of the Town identified as an area in need of connectivity and integration into the trail systems • Need to invest in beautification along trails, naturalization, removal of invasive species, garbage clean up etc. • Need for clear wayfinding signage along trails and at points of connection • Need for porta potties at key locations • When asked to identify which trails members of their household use, the top three indicated were: Trans Canada Trail (33%), Kinsmen Participark (22%), Tillsonburg Conservation Area Trail (15%). • “Winterize more trails” - Open house attendee • “Trails are great (trails at Southland used for mountain biking)” - Open house attendee • “Washrooms on trails! Walking everyday need some at parking areas”- Open house attendee Beautification, naturalization, tree planting, washroom access, and signage were all discussed previously in section. Winter Use Currently there are two trails available for winter use: Veterans Trail (Rolph Street to Quarter Town Line), which is maintained by the Roads Department; and a segment of the Trans Canada Trail (East of Tillson Ave.), which is groomed by the County for cross country skiing and snowmobile use. Some years ago, there was also cross country skiing at Kinsmen Participark. The popularity of outdoor winter activities greatly increased during the pandemic, a trend that many in the parks and recreation industry think is here to stay (see following page). Page 169 of 550 103Town of Tillsonburg | DRAFT Parks and Recreation Master Plan IMPACT OF THE COVID-19 PANDEMIC ON OUTDOOR RECREATION 89% had tried a new activity in a park in 2020, with top activities including regular walks through parks and trails (56%) and socializing with friends and family (40%). 50% reported their winter park use increased during COVID-19 compared to pre-pandemic winters with 73% saying they expected this use to continue or increase in post-pandemic winter seasons. The Canadian City Parks Report: Centring Equity & Resilience (2021) by Park People included a survey with 3,500 responses received, including representation from all provinces and territories. The survey results showed a renewed interest in parks, a trend that was anecdotally reported throughout the pandemic, as well as continued support for expanded parks-based activities: Page 170 of 550 104 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The community in Tillsonburg strongly voiced the same desire for more outdoor activities in winter, and comments particularly focused on winter trail maintenance. Clearing trails not only provides more opportunities for activity, it also improves accessibility for those with mobility restrictions or using mobility devices (including strollers). As the Roads Department is charged with the task of snow removal, Parks should approach them and discuss the possibility of clearing other trail segments. Which segments could be determined in discussion with Roads, based on levels of use of the trail(s), proximity to schools and older adult communities, and feasibility of snow removal and salting. Recommendations PCT 36. Discuss the possibility of clearing additional trail segments with the roads department. Select segments based on level of use, proximity to schools and older adult communities, and feasibility for Roads crew. 4.4.2 New Trail Segments The 2015 Trails Plan recommended a number of proposed trails that would contribute to connectivity within the Town and promote active and healthy lifestyles. Two proposed trails from the 2015 Plan are carried through as recommendations in this Master Plan: • Continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line (Proposed Trail #1 in Figure 4-7) • Trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway (Proposed Trail #2 in Figure 4-7) The Town should also consider providing on or off-road bike lanes along key routes transecting north-south and east-west (this would be under the purview of the Roads Department). Adding new trail segments through neighbourhoods is nearly impossible when there is not an existing natural corridor to follow. For this reason, it is very important that trail systems are provided at the time of design and development of new residential areas. Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. It can be argued that a trail system through a subdivision provides greater recreation Page 171 of 550 105Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Figure 4-7: Map of existing trails in Tillsonburg 0 0.5 1 2 3 kmN Indoor/Outdoor FacilitiesParksNeighbourhood TrailCommunity TrailProposed TrailExisting Snowmobile Trail Legend Existing Trails Map HWY 3 Ti l lson Ave North Street East Concession St. W . Hawkins Rd. Hawkins R d. Newell RdQuarter Town L ine Vienna RdBaldwin StreetB r o a dw a y HWY 3 HW Y 1 9 1 2 3 4 5 6 Kinsmen Participark Trail Veterans Walkway McLaughlin Way Trans-Canada Trail Borden Crescent Trail Carroll Trail Cadman Park Trail Trottier Woods Trail South Ridge Trail Northcrest Trail Rotary Park Trail Oak Park Trail Proposed Trail #1 Proposed Trail #2 1 2 3 4 5 6 7 8 9 10 11 12 13 14 7 8 9 4 4 11 12 410 4 4 13 14 Page 172 of 550 106 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan value than the typical small park with playground, as people of all ages can make use of a trail for a variety of activities (e.g., walking, running, biking, skating, dog walking etc.), and play equipment can still be provided at a parkette at the trailhead. Trail systems that connect to shopping, schools, and other facilities also encourage and support active transportation. Recommendations PCT 37. Develop a trail continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line. PCT 38. Develop a trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway. PCT 39. Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. Page 173 of 550 Page 174 of 550 108 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 4.5 Tillsonburg Cemetery The Tillsonburg Cemetery is the only active cemetery in the Town. The Pioneer Cemetery operated from 1830 - 1870, and is now a historic site. The Tillsonburg Cemetery features mature trees, gardens, seating areas, burial plots (including the option for green burial) and columbaria (see Figure 4-8). 4.5.1 What We Heard • There is growing interest in cremation as a burial method. Columbariums are also gaining popularity, and the Town needs to provide more to support interest • Suggestion for providing a variety of designs and configurations of columbariums to provide more choice, and a more visually appealing landscape • Additional parking and road paving are needed to support visitors for celebration of life events • Additional accessibility considerations are needed. Accessibility should include more than wheelchairs, but consider walkers, cane, and walking distances • Green burial options are available in Tillsonburg, and can offer a more affordable option relative to neighbouring municipalities/towns • Aesthetic maintenance of Tillsonburg cemeteries is a primary concern/area for improvement. More investment in planning and designing the cemetery with beautification in mind is critical Columbaria and Scattering Grounds Columbariums offer a range of benefits (e.g., sheltered areas for visitations, affordability, etc.) for those seeking a unique and dignified way to memorialize their loved ones. The Town has noted an increase in request for columbarium niches, and is responding by adding more columbaria, and keeping wait lists. Columbaria are also space-efficient, making efficient use of land resources. To enhance future columbarium additions in the Cemetery, the Town should focus on implementing an indoor/outdoor style in their designs. This style combines the benefits of being sheltered and protected while maintaining a connection to the outdoors, providing visitors with a comforting and contemplative space. It is also essential to include comfortable seating in the area, allowing visitors a peaceful and restful space for reflection. The option for fixtures at each niche to leave flowers, photos, or other mementos creates a personal touch, allowing families to celebrate the lives of their dearly departed in a tangible and meaningful manner. In designing future columbarium and burial areas, the Town should provide a variety of columbarium types, seating types, Page 175 of 550 109Town of Tillsonburg | DRAFT Parks and Recreation Master Plan SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 9 TO 16LOTS 7 TO 33SECTIONS 17 TO 28LOTS 5 TO 33 SECTIONS 9 TO 16LOTS 7 TO 33 SEC T I O N S 17 TO 2 8 SEC T I O N S 17 TO 2 8 LOTS 5 T O 3 3 DIVISON 4 DIVISON 4 DIVISON 2 DIVI S O N 1 SEC T I O N S 2 9 T O 3 8 LOT S 5 T O 3 3DIVISON 5ADIVISON 5C SOUTHDIVISON 5C NORTHDIVISON 5BDIVISON 5D SEC T I O N S 1 T O 8 LOT S 1 T O 3 3 SIM C O E S T R E E T SECT I O N S 17 TO 2 8 LOTS 5 TO 3 3 SECTI O N S 17 T O 2 8 SEC T I O N S 17 TO 2 8 SEC T I O N S 29 TO 3 5 LOTS 34 TO 5 1 SECTIONS 17 TO 28LOT34 TO 55SECTIONS29 TO 35DIVISON 7 SECTIONS17 TO 28LOTS 34 TO 55 OFFICE SECTIONS 7 TO 16LOTS 35 TO 55 SECTIONS17 TO 28LOTS 34 TO 55 SECTIONS7 TO 16LOTS 35 TO 55 MAIN E N T R A N C E COLUMBARIUM & GARDENSECTIONCANADIAN PACIFIC RAILWAY670$5<·6ROMANCATHOLIC CHURH MALL ROAD COLUMBARIUM Existing Cemetary Map Existing Burial PlotsFuture Burial PlotsColumbarium LocationsCremation SectionMaintenance Yard Legend Figure 4-8: Map of existing cemeteries in Tillsonburg Page 176 of 550 110 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan arrangements of seating, and pathways, to add uniqueness to different resting areas, and offer a variety of choices. Scattering gardens can be incorporated around the cemetery where residents are invited to lay their loved ones cremains to rest. These gardens should be located with consideration to having access to privacy, and seating areas. Green/Natural Burials Green or natural burials are another popular alternative to traditional burials and cremation. In a natural burial, the body is placed in a wood or wicker casket, or wrapped in a shroud, and buried in a natural setting like a forest or meadow. The Green Burial Society of Canada outlines the five principles of green burial: 2 https://greenburialcanada.ca/the-five-principles/ 1. No Embalming 2. Direct Earth Burial 3. Ecological Restoration & Conservation 4. Simple Memorialization 5. Optimized Land Use2 Green/natural burials are better for the environment, and are typically more affordable than traditional burials. The Town should consider assigning an undeveloped area of the cemetery as a green burial area, and certifying it through the Green Burial Society of Canada. Memorial Benches and Trees The Town should consider expanding its program for memorial benches and trees, further enriching the options available for those seeking an enduring tribute. Tree varieties should be offered in accordance with the Oxford County Managed Forest Plan, 2018 – 2027 as discussed previously, and memorial benches should include accessible options. Additional options can include larger items like gazebos or other shade structures. Visiting the Cemetery In other municipalities, historic and mature cemeteries like both of Tillsonburg’s cemeteries have constituted an important part of the green space system, particularly in dense/land-limited municipalities. For example, both Meadowvale Cemetery in Brampton, and Streetsville Memorial in Mississauga, include walking paths and nature-observation areas together with more formal gardens, encouraging people to visit and spend time on the grounds. Picturesque cemeteries have increasingly been used for wedding photos, and even wedding ceremonies. The Williamsburg Cemetery in Kitchener, for example, also includes a chapel that can be rented for weddings. The City planned the development of the cemetery with this goal in mind and markets the rentals on a variety of wedding sites: Page 177 of 550 111Town of Tillsonburg | DRAFT Parks and Recreation Master Plan “We’re trying to encourage people to see this area as more than just a place where we bury our dead,” [the Cemeteries Manager] said. “I see this cemetery as multi-use. It’s here for the community to enjoy… Kitchener doesn’t have an abundance of land,… The city planned very carefully to make the site inviting, with ponds, extensive landscaping, a long bridge snaking across the water, a wooden pergola and gazebo.”3 3 https://www.cambridgetimes.ca/news/till-death-do-us-part-kitchener-cemetery-a-hot-spot-for-weddings/ article_99d9ffa7-2f70-5b88-b3bd-f7a52c232e69.html Tillsonburg is also a geographically small municipality that should make the most of its greenspace assets, including the cemeteries. In addition to creating a beautifully landscaped space with walking paths, the Town can encourage people to visit the cemetery by attending one of the events that occur annually, such as Remembrance Day and Decoration Day. In both cases, cemetery staff and visitors make efforts to beautify the space, and residents should be made aware of the opportunity to participate and enjoy the space. Recommendations PCT 40. Focus on providing more columbaria options in future cemetery development. PCT 41. Design the cemetery with variety in mind - in terms of landscapes, burial options, columbaria types, seating types etc. PCT 42. Provide a green burial area. PCT 43. Develop the cemetery as an accessible, beautified greenspace with gardens and paths throughout. PCT 44. Increase promotion of events that occur at the cemetery such as Decoration Day and Remembrance Day. Page 178 of 550 Page 179 of 550 113Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 5.0 Service Delivery 5.1 Introduction & Assessment Background Service delivery addresses resources needed to ensure successful implementation of the Master Plan’s recommendations in each of the foregoing service areas. The assessment and recommendations for the Town of Tillsonburg are presented under the following topic headings: • role of the municipality in service delivery • Recreation, Culture and Parks Department and Committees of Council • collaborations and agreements • policy requirements • revenue generating programs • service planning and evaluation • service marketing, communications, and promotions Page 180 of 550 5.1.1 What We Heard • Parks, culture and recreation services in Tillsonburg require both improvements to existing supply and further development to bring them up-to-date and to serve a growing, increasingly diverse population. • The capacity of the municipality to respond to community needs and interests must be weighed against ongoing or new funding/legislative constraints from upper levels of government, expanded mandates in other areas of service provision (e.g., affordable housing), and general reluctance among residents to entertain tax increases for parks and recreation services. Page 181 of 550 115 5.2 Role of the Municipality in Service Delivery Table 5-1 provides a general model of recreation service delivery, categorized as three primary approaches: sole provision by the municipality, municipal collaboration with other parties, and sole provision by the commercial sector. In the first instance, the municipality is a direct service provider. In collaborating with other agencies and organizations, it becomes an indirect service provider by assuming an enabling/ supporting role. Table 5-1: General model of recreation service delivery Sector Municipal Private Role municipal provision collaborative provision commercial sector provision Municipal Role direct indirect none Method municipality works autonomously service agreements partnerships commercial sector works autonomously Method description municipality works with other party(ies) to deliver services to the community using public facilities/spaces through agreements such as program contracts, leases, licenses, MOUs, etc. municipality and another public, not for profit, or commercial sector party provide services through corporate partnerships for joint development, joint operating, etc. The Town of Tillsonburg is engaged in both direct and indirect roles in service delivery. In direct provision, the Town works autonomously in delivering services to the community. Facilities fully owned and operated by the Town (e.g., Community Centre), and services provided by Town staff (e.g., swim instruction, museum programs, etc.) are examples of this category. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 182 of 550 116 Recommendations SD 1. In developing its services and meeting the needs of a growing population, the Town will continue to act in both direct and indirect capacities. SD 2. In further developing programs, events, parks and facilities within the Town’s mandate, pursue opportunities to leverage both the resources of the municipality and other parties, agencies/ organizations in mutually beneficial collaborations. Collaborative provision includes several approaches. The Town may enable another party - e.g., volunteer community group, private instructor, commercial program provider, not-for-profit agency - to deliver its services through agreements to run programs. Typically, these agreements provide access to municipal space for a specified period (e.g., fall/winter program session). They can cover arrangements with commercial providers, not-for-profit agencies and community-based volunteer groups to deliver programs and events. Agreements with commercial parties typically specify any cost/revenue sharing that is to occur between the Town and the provider. Consultation with the municipality and the need to serve a growing population with increasingly sophisticated services will require developing both its direct and indirect activities in provision, while respecting the Town’s commercial sector that provides recreation services. Of particular interest to the Town is further developing its indirect role to leverage both the resources of the municipality and other parties agencies/organizations in mutually beneficial collaborations. Section 5.4 below on collaborations and agreements with non-municipal parties addresses existing and potential arrangements to support indirect service delivery. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 183 of 550 117 5.3 Recreation, Culture and Parks Department and Committees of Council The Town is currently preparing a market review to assess needs in this area. If the results of this work provide a ‘baseline’ for a 2024 staff complement, it can be used to project needs over the term ofThe Plan due to both infrastructure (parks and facilities) and program/event service development. The following sections highlight key areas of staff requirements based on the Master Plan’s recommendations, which may or may not be addressed in the Market Review. In some cases, additional staff may be needed while in others existing positions may require new/enhanced competencies. Programs and Services Programs and Services includes Sports League Facilitators. As the scope of services offered by the Town increases, and collaborations extend to groups beyond sport interests, facilitation work will need to include these providers. Existing staff positions may be able take on additional work in this area, although it is likely that sport and non-sport interests would also be engaged separately due to differences in the types of services they offer. Additional facilitation activities will be most important in policy development directed to supporting volunteer organizations, and in ongoing service planning and evaluation work. These topics are discussed in Sections 5.5 and 5.7, respectively. The Programs and Services Division is backed by Business Services, which should be further developed in the areas of marketing, communications and promotion, 5.3.1 Recreation, Culture and Parks Department Staffing The Town’s Director of Recreation, Culture and Parks, supported by an Administrative Assistant is responsible for three major divisions within the Department: Culture and Heritage, Parks and Facilities, and Recreation Programs and Services. Each of these divisions is led by a manager and supported by supervisors and coordinators responsible for parks and facility operations, and program/service delivery. Appendix C contains the Department’s organizational chart. The following outlines staffing considerations to support the Master Plan’s implementation, under each of the three divisions. The Recreation, Culture, Parks Service Review noted that “RCP makes extensive use of best-practices including…service contracts, extensive use of seasonal and part time staff…” (Executive Summary, p.1). These practices, however, are now under review due to changes in the economy post-Covid that are reflected in challenges with respect to attracting and retaining staff. Consultation with the Town indicated that the municipality is working towards becoming more competitive in the job market - and reducing turnover - by offering more full time, salaried positions to replace contractual, part time and seasonal hires. Investing in staff - balancing service provision with the correct number of people needed to deliver it in all areas - along with more training and succession planning were areas noted for development. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 184 of 550 118 and service planning and evaluation. Each of these topics is discussed further in subsequent sections of The Plan and will require either additional staff or new/ enhanced competencies attached to existing positions. Marketing, communications and promotion, in particular, will require a dedicated full time staff person to implement these functions for parks, culture and recreation services. The Town currently has a single staff position responsible for all communications - in Marketing and Communications - and Recreation, Parks and Culture is allocated half its time. It was noted that the workload is too much for a single position to effectively handle and that the nature of the Department’s services requires the time to develop promotional material and communications channels/ tools, coupled with the ability to convey information to the public in a timely manner (e.g., last minute facility closures, a pop-up service or event). Service planning and evaluation will require preparing processes and data collection tools, in consultation with other departments (e.g., IT, Finance) as well as ongoing work to activate these functions. The Business Services Division is likely the best location for these functions, as they can integrate all three areas - Parks and Facilities, Culture and Heritage, Programs and Services in this work. Parks and Facilities The Recreation, Culture, Parks Service Review “proposed some relatively minor modifications [to the Department’s organizational structure including improvements to] clarify responsibilities, reduce overlaps, and address gaps” (p. 3). To this end, the Review recommended assigning additional resources to the Department since, “managing the heightened workload associated with aging sports and recreation infrastructure - coupled with expanded opportunities for infrastructure renewal funding from higher levels of government - has ramped up the workload associated with capital upkeep and capital improvement projects” (p.3). It recommended either moving Project Management responsibilities to another department (ideally one with in-house engineering capacity) or contracting a professional organization” for this work (p. 3). Should these responsibilities remain within the Department, establishing a separate project management function with one dedicated employee reporting to the Director was recommended. In addition to these considerations, the parks assessment of the Master Plan recommends a seasonal (potentially full-time. year round) Horticulturalist (see page 73). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 185 of 550 119 Culture and Heritage Museum staff is currently limited to part time positions, and it was noted that to optimize the visitor-draw of the Town’s unique assets in culture (including Station Arts) and heritage, additional operating hours and staffing are needed. To provide program/ service coverage for both residents and visitors, one full-time position, supported by part-time staff for events, busy periods (e.g., summer, Christmas) would likely be required. Recommendations SD 3. A full-time marketing, promotions and communications staff position within the Department should replace the current half-time position that is shared with the marketing and communications department. SD 4. Additional Department staff or enhanced competencies are required to develop the following areas of service: facilitation work with volunteer community groups; planning and evaluation; direct programming in culture and heritage; and horticulture. SD 5. Additional contracted instructors will be required to allow programs to be diversified and added to supply. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 186 of 550 120 5.3.2 Advisory Committees of Council The Town’s existing advisory committees for the Council term 2022 to 2026 with mandates related to parks, culture and recreation services include: • Recreation and Sports Advisory Committee • Museum, Culture, Heritage and Special Awards Advisory Committee • Tillsonburg Youth Advisory Council • Parks, Beautification and Cemeteries Advisory Committee • Accessibility Advisory Committee Table 5-2: Tillsonburg committee mandate and structure summary Recreation and Sports Advisory Committee Mandate • To advise and make recommendations to Council on the implementation of recreational programming and sports in relation to the Community Parks, Recreation and Cultural Strategic Master Plan • To develop and maintain working relationships with sport and recreation user groups • To advise and inform Council of matters related to: recreation programs, grants, funding initiatives and legislation Composition • Seven to 12 members: one Council and remainder public with one youth under the age of 18. Municipal staff: Recreation Programs and Services Manager. Table 5-2 summarizes their mandates and structures, which are detailed in Terms of Reference on the Town’s website for each Committee. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 187 of 550 121 Museum, Culture, Heritage and Special Awards Advisory Committee Mandate • To advise and make recommendations to Council on all matters with respect to tourism and culture in the Town of Tillsonburg • To advise and inform Council on new legislation and funding initiatives • To develop relations for coordinating events with local service groups • To advise and make recommendations to Council on all matters related to properties of architectural and historical significance Composition • Seven to 12 members: one Council and remainder public with one representative from the Tillsonburg District Craft Guild. Municipal staff: Curator/Manager of Culture & Heritage and Records & Legislative Coordinator Tillsonburg Youth Advisory Council Mandate • To advise and make recommendations to Council on all matters with respect to youth recreational and social issues in the Town of Tillsonburg • This will provide a communication link between the youth in Tillsonburg and Tillsonburg Town Council • The needs of the youth shall be addressed with recommended action to Council to enrich the quality of life and well-being for the youth in the community Composition • Eight to 13 members: one Council, Oxford OPP Community Resource Officer, two community members 20+ years old, and a minimum of four members aged 15 to 19. Municipal staff: Executive Assistant Parks, Beautification and Cemeteries Advisory Committee Mandate • To advise and make recommendations to Council on all matters with respect to the utilization and beautification of public parks, trails, trees, green space (including Memorial Park Revitalization Project), and Tillsonburg cemeteries. Composition • Seven to 13 members: one Council. Municipal staff: Parks and Facilities Manager Table 5-2 Continued: Tillsonburg committee mandate and structure summary Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 188 of 550 122 Accessibility Advisory Committee Mandate • To fulfill duties of a Municipal Accessibility Advisory Committee as outlined in the Accessibility for Ontarians with Disabilities Act, 2005 • To provide advice to Council with respect to the accessibility for persons with disabilities to a municipal building, structure, premises and transit • To promote awareness about accessibility issues within Tillsonburg, to identify where barriers exist within the Town, and provide advice to Council on how barriers can be removed Composition • Seven to 12 members: one Council; majority self-identify as a person with a disability. Municipal staff: Deputy Clerk and a member from the by-law department As shown in the table, the committees have clear mandates and structures. In each case, the committee’s Terms of Reference note that collectively, its members should bring relevant technical and professional expertise, as well as strong advocacy, communication, and organizational skills. Each also has municipal staff representation that acts in an advisory capacity to the committee, and the role of staff liaison is fulfilled according to the Committee’s service focus. All committees comprise between a minimum of seven (7) to 13 members, with specifications on qualifications (e.g., age) where appropriate. Consultation did not reveal concerns with the committees in performing their roles that support Council in parks, culture and recreation services decision-making. In future versions of mandates, however, the Town may wish to include reference to the current Recreation, Culture and Parks Master Plan in all the committees that are engaged in advising on implementing its recommendations. The Museum, Culture, Heritage and Special Awards Advisory Committee makes specific reference to tourism and events. Recreation- based tourism can also contribute to economic development - either directly and/ or through spin-off benefits - depending on the nature of the service (e.g., Lisgar Water Park, Tillsonburg Museum, sports tournaments, major events). Opportunities to develop this aspect of recreation could be reflected in other committee mandates or through a separate tourism advisory committee with representation from the Table 5-2 Continued: Tillsonburg committee mandate and structure summary Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 189 of 550 123 Town’s Recreation, Culture and Parks Department, its Economic Development Office and relevant community-based public, not-for-profit and business interests. The Town has a Special Events Manual to guide organizers through the required municipal processes, and has part-time staff on crews to cover set-up/take-down and facility custodial duties for special events. A separate committee for events is not necessarily required, particularly if all visitor attractive events (i.e., sports, culture and heritage) were to become part of the mandate of a new tourism advisory committee. In Section 5.5.4, the Master Plan discusses the need for a policy to preface the Manual with these considerations in mind. Recommendations SD 6. Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in advising on implementing its recommendations. SD 7. Reflect recreation-based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee. SD 8. Preface the Special Events Manual with an overarching policy on municipal support for events. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 190 of 550 124 5.4 Collaborations and Agreements The Town of Tillsonburg currently has several agreements in place with various non-municipal organizations for service delivery including MOUs with Tillsonburg District Craft Guild and the BIA, and an agreement with the Tillsonburg Soccer Club. The 2023 MOU with the BIA specifies Town funding for the next three years (2023-2025) for itemized beautification and maintenance tasks to be conducted by the BIA in the downtown. The MOU with Tillsonburg District Craft Guild for the operation of Station Arts is for the period 2022 to 2024. Its purpose is to continue and expand the Guild’s work at Station Arts - providing arts and culture programming, and tourism information services to both residents and visitors. A specified annual budget from the Town is allocated to the Guild for this purpose, along with the detailed responsibilities of the two parties with respect to buildings, maintenance, repairs and contracts. The 2001 agreement with the Tillsonburg Minor Soccer Club (TSC) provided Town land on which the Club financed the construction of a soccer facility and related amenities (e.g., access, parking, and a club house) for its priority use. What appears to be missing from the partnership between the Town and the TSC is an operating agreement(s) that addresses a lease or license permitting the Club to use Town property, a term for this use, a designated review cycle, conflict resolution, and retention of revenues from field and hall rentals. Ideally, this should be rectified to ensure all aspects of the relationship are governed by formal agreements. As the Town expands existing and develops new services, it will very likely enter a variety of collaborations for which formal agreements should be prepared. Table 5-3 outlines the general types of agreements that align with collaborative service provision outlined in Table 5-1. This is not meant to represent an exhaustive list of the types of agreements that may be required to support service delivery. The Town’s legal services is the primary lead on the specifics of agreement preparation and execution. Section 2.0 discusses the need for additional contracted instructors to build the Town’s program supply, and possible ways to facilitate engaging individuals who can offer services in specialized areas. If a process outline to promote/advertise the need for instructors and a contract template to hire their services do not exist, these should be prepared for execution. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 191 of 550 125 Table 5-3: Characteristics of agreements supporting collaboration Agreement characteristics Service agreement Partnership Type program/service contract license or lease, reciprocal use corporate sponsorship /advertising joint facility development and/or joint operating/use agreement Nature of relationship shared program/ service ‘landlord / tenant’, facility use revenue generating financial partnership (capital, operating or both) Term of commitment short short to long varies long, ongoing Type of service /project program / event facility / space use brand marketing through Town services (facilities, programs, events) major facility / infrastructure Level of municipal financial investment varies varies low medium to high Recommendations SD 9. Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. SD 10. Prepare a process and contract for engaging program instructors. SD 11. Ensure all collaborations are supported by appropriate agreements. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 192 of 550 126 5.5 Policy Requirements Policy supports clear and consistent application of Town interests in day-to-day service management and operations. Table 5-4 lists existing and proposed policies related to parks, culture and recreation. The Town’s existing policies on Sports Facility Allocation, Municipal Alcohol, Accessibility and Strategic Asset Management are particularly relevant to parks, culture and recreation services. They appear to be sufficiently comprehensive and working effectively. Its Commemorative Naming Policy is under review for required updates and will be finalized in the near future. There is potential for parks and recreation policy work, as the Town further develops its services. Areas to develop, and associated existing and proposed policy, are discussed below. Related existing and proposed policy areas are colour-coded and discussed together and should be considered concurrently. Table 5-4: Proposed and existing Town parks, culture and recreation policy Proposed Existing Service Pricing FARE Inclusion Sports Facility Allocation Community Group Affiliation Accessibility (corporate wide) Collaboration and Partnerships Municipal Alcohol Policy (MAP) Municipal Event Support Special Event Manual & Policy Grants to Non-profit Community Groups Strategic Asset Management Commemorative Naming (under review) 5.5.1 Service Pricing, Affordable Access and Inclusion • To be developed in conjunction with reviewing the existing FARE Policy The primary goal of pricing policy is to ensure consistency in the relative proportions of service costs to be financed through the tax base or user fees, based on targeted cost recovery objectives. The recovery objectives are based on the financial capacity of the municipality to provide all the services within its mandate, given available budgets and the need for judicious spending. Pricing for parks and recreation services is often part of a corporate-wide policy. The following discussion is limited to parks, culture and recreation services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 193 of 550 127 The Town of Tillsonburg would benefit from a pricing policy. While municipal recreation services are typically subsidized to some degree, fees should be rationalized in terms of cost-benefit. There are currently no parameters in place to identify the point at which services should be charged at higher fees. As the program supply is further developed, it will also be important to be able to determine minimum levels of enrolment/ registration needed to offer a program, based on the costs to deliver it in relation to pre-determined recovery rates. In some cases, this will mean services are not viable to introduce or continue to operate. For all services, there is a finite pool of municipal funds to provide them.1 Decisions on how services are financed, therefore, always represent opportunity-costs. This will be particularly important to the enabling the municipality to direct investment to upgrading and adding to its facility supply, and to diversify services to reflect a broader range of community needs. The Master Plan supports the general direction of the 2020 Recreation, Culture, Parks Service Review. The Town requires a policy that relates pricing to both service objectives and the costs of provision. The detail and complexity of this work suggests the need to contract a professional to assist the Town with: 1 While grants are available from time to time, they cannot be relied upon to meet the Town’s responsibility for ongoing financial obligations. • Detailed accounting on the full cost of providing services by type2 • Confirming the Town’s service objectives • Establishing the types and proportions of costs that should be targeted for recovery through user fees, based on the Town’s service objectives (i.e., where services fall on a ‘continuum’ ranging from fully subsidized to cost recovery +), a simple example of which is outlined in Table 5-5. • Setting fees to recover targeted costs • Allocating services by type to recovery categories • Establishing a timetable for incremental introduction of changes to the pricing structure 2 In the Town of Cobourg Study, this was called Full Cost Assessment and included: the direct costs of providing services such as resource costs of Town staff involved, materials and supplies, and operating costs of equipment and facilities used in service delivery; indirect costs from supporting Town departments (e.g., IT); capital costs such as those to rehabilitate and replace facilities being used to provide services (https://engagecobourg.ca/ town-of-cobourg-comprehensive-user-fee-study). The 2020 Review includes consideration on pricing (see page 129). Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 194 of 550 128 Indicators from Community Surveys • 25% of 400 responses indicate residents would pay more fees to use services • 6% of 400 responses indicate residents would accept an increase in property taxes • 50% of groups (7) would start paying/paying higher user fees to improve the quality of recreation facilities they use, 29% (4 groups) disagreed, and 21% (3 groups) were uncertain Table 5-5: Example of service pricing categories3 Category Programs/Services/ Facilities Pricing Aquatic Program/Service Examples Cost recovery +• competitive/elite programs • private lessons • personal fitness programs • specialized facilities priced to cover costs and generate net revenue • private or semi-private lessons at any program level • private pool rental Full cost recovery • intermediate, advanced recreation programs • semi-private lessons • group programs for limited markets • non-specialized facilities priced to cover costs • all other group instruction levels beyond ‘swim to survive’ • recreational swim team, aquafit, etc. • not-for-profit agency pool rental Subsidized • fundamental, basic, introductory, all inclusive • non-specialized facilities no or low cost • ‘swim to survive’ levels • instructor/lifeguard training due to staff shortages • public swim This example shows the types of aquatic services that could be priced to generate revenues to subsidize others. This approach could also support service objectives related to affordable access and inclusion, which are discussed below. In arriving at a pricing policy for Tillsonburg, the Town may choose to consult with the community to determine the service objectives to be reflected in the policy, which would inform the ultimate allocation of services to each category. Consultation with the community would also promote understanding of the true costs of service provision. 3 Based on Greenplay’s Pyramid Model for Resource Allocation/Cost Recovery© in pricing parks and recreation services: https://greenplayllc.com Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 195 of 550 129Town of Tillsonburg | DRAFT Parks and Recreation Master Plan SERVICE PRICING The 2020 Recreation, Culture, Parks Service Review proposed Tillsonburg “adopt the following cost recovery model: • Use full cost recovery where possible. • Set fees to recover operating costs where this is possible but full-cost recovery is not. • Use fees set to recover partial operating costs where there are significant community benefits from participation, or when below operating cost fees allow the service to be provided with the lowest overall level of support from the levy” (Executive Summary, p.3). Challenges related to the Town’s role as a regional centre were also noted in the review, and charging higher fees for non-resident use of services was recommended in view of this position (Executive Summary, p.1).4 4 Source: Town of Tillsonburg. Recreation, Culture, Parks Service Review – Final Report Abstract April 22, 2020. The Clarico Group Inc Page 196 of 550 130 Inclusion policy can be corporate-wide or specific to recreation services. The latter focuses on the topics addressed in the Framework: • Affordable access (discussed above) • Enabling people of all ages to participate in recreation • Actively engaging persons of diverse and racialized backgrounds in developing, leading, and evaluating recreation and park activities • Working with Indigenous communities in pursuit of all five goals in the Framework for Recreation in Canada 2015 • Applying a gender equity lens when developing and monitoring policies, programs, and practices to facilitate full participation of women and girls in all types of recreation • Ensuring non-discrimination of, and providing a welcoming and safe environment for, people of all sexual orientations and sexual identities • Working with persons with disabilities to facilitate their full participation in recreation across all settings by removing physical and emotional barriers • Addressing the unique challenges to access and service capacity in rural and remote communities FARE: Affordable Access 5 https://www.prontario.org/public/policy/Framework%20Audit%20Tool%20V%201.pdf The Town’s Fee Assisted Recreation Experiences (FARE) program will ensure continued equity in service provision. Available information includes a welcome letter and an application form, which notes the program is funded by community fundraised dollars. To provide a guaranteed source of funding, the Town should supplement the fundraised portion by allocating an annual budget to FARE. Opportunities to provide fully subsidized, no-cost services that are open to all in the community should also be further investigated. In this way, the potential stigma of needing assistance and/or reluctance to apply is removed. A policy that sets out the Town’s purpose and approach to affordable access would be beneficial, particularly if it is envisioned as part of an inclusion policy. Inclusion Parks and Recreation Ontario’s audit of the 2015 Framework for Recreation in Canada5 references several policy areas for consideration by municipalities. These encompass the need to address concerns regarding affordability, diversity, and inclusion. While attention may be paid in practice to some or all of these concerns, interest in documented policy is becoming more apparent in Ontario municipalities. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 197 of 550 131 Community Group Affiliation The volunteer organizations that participated in the Master Plan survey provide a range of sport/recreation programming and periodic special events. Ten of 16 groups (63%) that responded to the survey expressed interest in additional assistance from the Town. Three (3) groups were uncertain and three (3) indicated no need for assistance. While half or more indicated need for assistance with marketing and promotion (70% or 7 groups) or help with facilitating partnerships among service providers (50% or 5 groups), Table 5-6 shows that all items listed revealed interest in some level of assistance. This policy would look to build on legislated requirements of the AODA. It could also be used to link efforts on inclusion that the Town pursues in the areas of facilities and programs. Inclusion can be narrowly or broadly defined. In formulating relevant policy, therefore, the meaning of ‘inclusion’ and what it will encompass is important to clarify as it represents a promise to the community. It should, therefore, be tied to the capacity of the municipality to realize stated goals and objectives and specify where this will require assistance from other public or not-for-profit agencies to achieve. Otherwise, it may be viewed as a meaningless gesture if stated intentions are not achieved. Table 5-6: Areas of interest for additional municipal support to volunteer groups Areas of Interest for Support % (#) of Groups Marketing and promotion 70% (7) Facilitating partnerships among service providers 50% (5) Assistance with funding applications 40% (4) Fundraising 40% (4) Communicating with the Town 30% (3) Volunteer recruitment 20% (2) Volunteer recognition 20% (2) Securing insurance 10% (1) Volunteer training 10% (1) Better facility scheduling 10% (1) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 198 of 550 132 The Town should engage all volunteer recreation groups to better understand their support requirements, and to inform the appropriate municipal response. As noted above, the Recreation Facilitators Facilitators (or comparable staff positions to engage non-sport groups) would be the most likely staff to conduct this work. Their work could be supported by the Sports and Recreation Advisory Committee, which has a mandate to develop and maintain working relationships with sport and recreation user groups. The objective of the process would be to develop a Community Group Affiliation Policy, which will establish equity and consistency in the assistance provided. A Community Group Affiliation Policy describes the services available from the municipality to registered (affiliated) community groups in providing their program and services in relation to the capacity of the municipality to do so. Although not-for-profit community groups or organizations must be registered to receive municipal assistance, registration does not guarantee support. A standard, typically annual, registration/application process for eligible groups interested in municipal assistance “affiliates” them with the municipality and establishes a formal, consistent process for reviewing requests and monitoring policy effectiveness. Municipal staff review the applications and make recommendations to Council for approval. The support provided is typically in-kind, with any major funding provided through a separate mechanism. In Tillsonburg, the Grants to Community Groups serves this purpose. The policy specifies criteria for affiliation and the services available to affiliated groups. Requirements for affiliation include items such as delivering programs and services that align with municipal goals/objectives in, for example, the Parks, Recreation, and Culture Master Plan; being an incorporated not-for-profit group operated by a volunteer board or executive committee; ensuring membership/participation in the group is available to all residents in the community; meeting criteria to measure the merit of the group’s programs/services (e.g., does not duplicate existing programs/services, fosters physical activity/healthy lifestyles, etc.); the group primarily serves Tillsonburg residents (e.g., a stipulated proportion of members/ participants are from Tillsonburg). While several of the benefits to be considered may already be provided (informally if not through policy) to local volunteer groups in Tillsonburg, it may be useful to bring these - and others identified through consultation - into a single policy. It can be used to provide clarity and consistency in terms of the range of support services available to volunteer groups and what they must do to be eligible to be, and remain, affiliated. Benefits to affiliated groups might include: • Facilities and equipment: free or proportionate discounted fees for use of facilities, spaces, equipment Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 199 of 550 133 • Marketing and promotion: distribution of approved promotional materials at municipal facilities and assistance with social media communications; free listing in the Recreation Guide • Grants and insurance: assistance from municipality in securing liability insurance, sourcing potential grants, and/or completing applications for non-municipal grant programs (e.g., Ontario Trillium Foundation, private sector, etc.) • Volunteer recruitment: posting volunteer needs for upcoming program season on the Town’s website • Leadership training and development: course rebates for community volunteer development to a maximum amount/person/ course (e.g., $50/ year) to a maximum amount per group/organization (e.g., $200/ year), provided the course is a core component of the organization/group’s mandate, with priority being given to certain courses; workshops on preparing grant applications, etc. • Assistance with program planning and operations, registration, fees processing, evaluation, etc. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 200 of 550 134 Grants to Not-for-Profit Community Groups 6 https://webforms.Tillsonburg.ca/Community-Grant-Application-2024 The Town provides grants to community groups through an annual application / selection process.6 It does not appear to be supported by a formal policy. A policy that stipulates the parameters of the funding program could serve to guide potential applicants on the eligibility of their project/ program/service and provide consistency in this regard. Should the Town consider preparing an overarching policy, its scope should be delineated in terms of: • Purpose/role of the grant in implementing municipal service objectives • Group/initiative qualifications/criteria for eligibility • Use of funds (i.e., capital, program/ service seeding) • Expectations regarding group contributions to funded initiative (e.g., matching for capital projects) and ceiling on the amount (e.g., maximum $5,000) • Intent that operating grants are directed to promoting self-sustaining services after a pre-determined period (e.g., two years) and will not be eligible for continued support • Distinguishing from benefits provided through Community Group Affiliation • Reporting requirements on accountability for funds spent, and evaluation of benefit to community • Annual application, review, and selection process Municipal Event Support • To be developed in conjunction with reviewing the existing Special Event Manual & Policy Events - including community-specific and visitor-oriented ones - are becoming a larger component of municipal parks and recreation services. They require careful planning and coordination to implement, and all incur costs to deliver. At the same time, all events can be potential revenue-generators. To this end, there is an increasing emphasis on hosting visitor- attractive events in most communities. The Town’s Special Event Manual & Policy combines both policy and procedures and provides event organizers with detailed direction on the steps required to host an event. An increasing emphasis on larger events with larger geographic draw supports separating community-serving events from those designed to attract visitors to the Town. This can help ensure the municipality’s contributions are in line with its capacity and the anticipated ‘return on investment.’ Moreover, an event designed to attract visitors to the community may warrant assistance (financial or in-kind) from other organizations and agencies that also stand Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 201 of 550 135 to benefit (e.g., surrounding municipalities, regional agencies). The following criteria are suggested for determining an event’s designation as visitor attractive. It: • Must be open to the public and is expected to bring a substantial number of people into the community, and • Is expected to create a positive economic development impact for the community, and • Is expected to promote the area regionally, provincially, nationally, or internationally. It is recommended that the Town preface its Manual with a separate ‘Policy’ chapter, which could also be published online. This section would include the existing text from the Manual that relates to an overarching policy on the Town’s purpose, role, etc. in supporting event provision, and definitions of terms. The policy could be further developed to make the distinction between community and visitor-attractive events and any differences in the Town’s involvement in each. It should also note the requirement to perform a post-event evaluation, with the manual providing the details regarding the evaluation process. The purpose of this exercise would be to determine the costs of delivering the event in relation to benefits to the community, along with feedback on the delivery of the event and metrics on attendance, etc. The outcomes would be used as guidance on hosting the same/similar events in future. Additional discussion on service planning and evaluation is contained in Section 5.7. Collaborations and Partnerships A policy on collaborations and partnerships can provide guidance on the circumstances that prompt agreements with non-municipal agencies/organizations in service delivery, and the purpose, scope and terms of the Town’s involvement. It should cover items related to: • Why the Town is interested in, and encourages these relationships • The types of relationships it envisions • The need to align with the Town’s image, values and standards, and its goals, objectives, policies and by-laws • A framework that describes the types of collaborations/partnerships to be considered and that align with the agreements that will support them (e.g., program/service contracts, license or lease, reciprocal use, corporate sponsorship /advertising, joint facility development and/or joint operating/use agreement) and the relevant agencies/organizations (e.g., other public, not-for-profit, small commercial, corporate) • Requisite compliances (e.g., statutes, by-laws, standards, no conflict of interest, etc.) Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 202 of 550 136 • Non-eligible potential partners (e.g., businesses in - alcoholic beverages in services directed those under legal drinking age; weapons production, distribution, sales) Recommendations SD 12. Conduct a service pricing study as the basis for setting fees in relation to cost recovery targets, and to inform a pricing policy, in conjunction with reviewing the existing FARE Policy and incorporating other aspects of inclusion. SD 13. Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. SD 14. Develop a community group affiliation policy to provide clarity and consistency in terms of the range of support services available to all volunteer groups and what they must do to be eligible to be, and remain, affiliated. SD 15. Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events, and to inform development of the policy within the capacity of the Town to provide support. SD 16. Consider the need to prepare a policy for grants to community groups that supplements the current application/selection process. SD 17. Develop an overarching policy on municipal support for events to supplement the Special Events Manual and to guide support to providers for, and evaluation of, community-oriented and visitor- attractive events. SD 18. Develop a Collaboration and Partnerships Policy to guide the Town in working with other providers to deliver recreation, culture and parks services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 203 of 550 137 5.6 Revenue Generating Programs There are potential opportunities to enhance revenue generation to offset the costs of parks and recreation service provision. Certain of these practices are in place now, and other opportunities are also discussed, along with the possible need for policy to support revenue generation. Existing programs include memorial tree and bench, advertising, sponsorship and donations. Suggested programs include kitchen rentals and community capital campaigns. Among those that the Town opts to pursue, priority should be assigned in order of the ease with which each can be implemented. Memorial Tree and Bench Program These types of programs are designed to encourage citizens to commemorate people or events through donations that ‘purchase’ parks-based amenities, some of which are eligible for charitable tax receipts. The Town’s program is currently under review. For comparative purposes, the Master Plan provides a sample of municipal programs - some of which encompass a potentially broader scope for community support, while others are more specific. Components of these policies that the Town does not currently include can be considered as part of the current, or a future, review. The City of Greater Sudbury’s Parks Services Donation and Memorial Program allows the public to “make donations to commemorate a special person, a momentous occasion or simply donate as a philanthropic gesture to beautify a community park. Donations towards the purchase of park enhancements or memorial gifts can include park benches, trees (hardwood and conifers), bike racks, picnic tables, sun shelters, sports equipment (basketball standards, tennis nets, soccer goals, etc.), playground structures, other options to be discussed with Parks Services.”7 The policy also notes that donations for parks are guided by site- specific plans. Strathcona County’s (Alberta) Parkland Memorial Program notes: “The Parkland Memorial Program provides individuals, groups, and organizations with the opportunity to beautify Parkland in Strathcona County by planting trees or installing Parkland Amenities in remembrance, observance or acknowledgment of an appropriate event, occasion or individual. Approval of applications will be based on aesthetic considerations, improvements to the level of service to our Parkland users and with the intention of facilitating planned development in our Parkland. “Amenity” means any bench, table, park furnishing or other structure or development that increases the physical or material comfort of the park. It may include a memorial plaque.”8 7 https://agendasonline.greatersudbury.ca/?pg=feed&action=file&attachment=5992.pdf 8 https://storagecdn.strathcona.ca/files/files/lls-ser-011-023_parkland_memorial_program.pdf Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 204 of 550 138 Indicators from Community Survey • 22% of 400 responses indicate residents would donate an amenity for a park (e.g., bench, tree, picnic table) Sponsorship, Advertising and Donations Tillsonburg’s website provides information and forms on opportunities for “advertising and sponsorship opportunities to assist with promoting your business.” Advertising opportunities are available for signs on rink boards, and interested parties can sponsor a swim, skate or recreation special event. A third way to support recreation, culture and parks is through donations. Advertising and Sponsorship is an area that can be supported by overarching policy that outlines the content, locations, types, processes, and fees for purchasing advertising space in municipal buildings or on municipal properties or for sponsoring projects and events. They are designed to generate revenue for the corporation while ensuring acceptability from various perspectives: legal, appropriate content/ images/messages, etc. The fees charged for advertising and sponsorship should be set within the policy including a process(es) for setting rates, and reviewing them on a regular basis. A general donation program could be considered to support parks and recreation service development. The City of Toronto includes an opportunity to donate to specific service areas with its property tax bills.9 Through the Voluntary Contribution Option on Property Tax Bills, “donations can be made in any amount from $1 up to $50,000… for which a receipt for tax purposes is issued.”10 At the time the program was instituted, areas that were identified for contributions included children’s services; cultural services and museums; parks, forestry and recreation; public libraries. Currently, there are several year-round initiatives and programs specifically related to parks and recreation and the environment listed on the City’s website to which donors can contribute. These include PollinateTO; Urban Forestry; Cultural Vibrancy (includes public art); Senior-Friendly Outdoor Fitness Equipment; Seniors’ Centres (Recreation Material).11 The City’s Policy on Donations to the City for Community Benefits governs the collection and processing of all donations. Potential donation categories for the Town of Tillsonburg could include recreation services in general (i.e., most needed) as well as allowing contributions to be directed to specific infrastructure improvement projects in parks, facilities, waterfront locations, and trails, or in specific program areas that require development. 9 ]https://www.toronto.ca/services-payments/property- taxes-utilities/property-tax/voluntary-contribution/ 10 Source: Staff report P:\2011\Internal Services\rev\ gm11018rev (AFS 14621). October 25, 2011. 11 https://www.toronto.ca/business-economy/ partnerships-sponsorships-donations/donate/ Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 205 of 550 Kitchen Rentals 12 https://www.northglengarry.ca/en/things-to- do/community-kitchens-program.aspx Commercial kitchens within municipal facilities are increasingly being used to generate new revenue streams. A Health Unit certified kitchen can be used for a variety of food and nutrition programs, as well as projects/activities related to communal and/or commercial use of the kitchen. The Township of North Glengarry has embarked on this type of initiative. Their website notes, “Now accepting bookings: The Township of North Glengarry has partnered with the Eastern Ontario Health Unit to launch the new “North Glengarry Community Kitchen” pilot project. This initiative will enable food producers to rent time at the North Glengarry Community Kitchen, located at the Maxville & District Sports Complex (25 Fair Street, Maxville) so that they can produce food items for resale. The cost is $50 per day and food producers are required to have their Food Handlers Certificate and have their recipe validated by the EOHU.”12 Page 206 of 550 140 Indicators from Community Surveys • 50% of 400 responses indicate residents would donate money to a capital campaign • 8% of 400 responses indicate residents would organize/assist with local fundraising events • 7% of 400 responses indicate residents would volunteer to source private sector grants/donors/ sponsors • 57% of user groups (8) were uncertain about contributing to the capital costs of developing new facilities for their use, 29% (4 groups) disagreed and 14% (2 groups) agreed • 79% of user groups (11) would help with fundraising activities for facility development, 21% (3) groups) are uncertain, and none disagreed. Recommendations SD 19. Expand revenue generating programs to help offset the costs of recreation service provision. SD 20. Consider preparing overarching policies to cover revenue generating practices. SD 21. Assign priority to revenue generating programs according to ease of implementation. Community Capital Campaigns Capital campaigns can be used to raise funds for large building projects, as well as for smaller, community-supported initiatives that contribute to parks and recreation infrastructure. Key elements of this approach to planned fundraising include: a predetermined monetary goal attached to providing a concrete project, sufficient lead time to raise funds, a timeframe for closing the campaign, broad-based community involvement in the effort, and ongoing communications about its progress. Incentives are sometimes provided to motivate contributions (e.g., matching funds, public recognition of donors, etc.). Where possible, fundraising campaigns should be coordinated with other similar initiatives in the community to minimize the negative impact of concurrent requests for monetary contributions. The Town does not have the capacity to take on major fundraising projects. Moreover, designing and operationalizing capital campaigns is a specialized field. These initiatives, therefore, should be contracted through an RFP process. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 207 of 550 141 5.7 Service Planning and Evaluation 5.7.1 Process and Information Requirements The overarching goal of planning, monitoring and evaluating recreation, culture and parks services is to contribute to informed decision-making. Figure 5-1: Planning and evaluation process Verify community service needs/ demands Determine those to address according to service delivery method and pricing framework For collaborative work, engage organizations to participate Design program/service response by area (parks trails, facilities, programs Budget and implement action(s) Monitor and evaluate to determine success of response Incorporate results in subsequent planning activities The process works to distinguish between community ‘needs’ and ‘wants’, to respond to ‘needs’ in the most judicious way, and to monitor the success of the response. The overall process is illustrated in Figure 5-1. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 208 of 550 142 The focus of this discussion is areas of information collection and application. The remaining components of the planning process outlined in Figure 3-1 are the topics of other Master Plan discussions (e.g., collaborative work) and/or are ongoing Town functions (e.g., budgeting and implementing actions). Table 5-7 on the following page summarizes the key components of information collection and use in needs-based services planning to: • Verify community service needs • Monitor and evaluate the success of the service response • Incorporate results in subsequent planning activities Although it deals with both facilities and programs/services under the same headings, it is noted that facility (infrastructure) planning is typically a longer-term endeavor than program planning, which is annual or even seasonal. The relationship between programs/services and facility needs is an iterative process, which is not conveyed in the distinction the table makes for the purposes of this discussion. Additional discussion on program planning and evaluation is contained in Section 2.0. The table also includes tasks that may already be conducted by the Town to show where they fit in relation to other activities. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 209 of 550 143 Table 5-7: Services planning information requirements and application Recreation management software enables information collection on service use and trends in performance to inform the planning and evaluation process. The Town has invested in software that it uses for certain recreation services management functions. In expanding its planning and evaluation capacity, Department staff can develop a comprehensive menu of information requirements - based on needed indicators in all service areas. Using these needs as a guide, the Town can decide on the potential to upgrade existing or the need to introduce new recreation management software to fulfill its requirements. Other considerations with respect to recreation management software improvements will be its working compatibility with other corporate systems, and particularly those that relate to budgeting. Verify community service needs Facilities Programs/Services Maintain a Single, Comprehensive Inventory Document and regularly update an inventory of all facilities and relevant information by type. Ideally, all facilities now or potentially available for community use in the Town should be included in a single, integrated data base Document and regularly update an inventory of all programs and relevant information by type. Ideally, all programs/services available either directly or indirectly through collaborations with the Town should be included. Document Data on Use Related to Capacity Track actual hours of facility use in relation to capacity (within total prime and non- prime time hours, where applicable).13 Institute periodic, rotating checks on unscheduled facilities to document use at different times Track program/service fill rates in instances with a capacity limit or simple counts of participants / users / attendees when no limit on capacity. Develop Indicators of Unmet Demand Document information on unmet demand for facilities, programs and services from organized users, community engagement via an online community engagement tool, resident inquiries/requests to the Town, and formal market research. Monitor and evaluate to determine success of response Measure Service Performance Against Targets Using tools noted above to gather feedback, evaluate success of individual facilities and programs/services on an ongoing basis with organized and casual users, program participants and instructors, in relation to pre-determined performance targets. Incorporate results in subsequent planning activities Adjust Service Plans According to Evaluation Findings As a cyclical activity covering both short and long-term service provision, the findings on evaluation can be used to maintain alignment between the supply/delivery of services and community needs. 13 Actual use is the same as scheduled use if all hours scheduled are used. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 210 of 550 144 5.7.2 Incorporating Data in Services Planning reflect changing levels of participation and use. A sport or activity that shows high growth in participation today may level off or decline in future years and initially projected facility needs might require reduction. The results of this work will reveal patterns of use/participation over time, available facility/program capacity that is not being used, and measures of outstanding demand. The Town can determine if the response to unmet demand will be adding more facilities/programs to supply or improving the performance of existing services. Facility options to this might include lighting unlit fields, repurposing facilities, reallocating use, financial incentives to push use to less preferred times, etc. Program/service options might be adding more sessions of particularly popular programs or adding new programs. For underused services, feedback through evaluations might reveal a range of factors leading to offering fewer times or locations for the same program, rescheduling to more convenient times, or discontinuing the service. Facility implications might include consolidation of similar facilities, relocation or removal from supply. The results of the monitoring and evaluation will also inform annual planning and budgeting and can be used to update relevant components of the Master Plan (e.g., revise population-based planning ratios when sufficient data is available to base projections on actual use of all facilities by type). The extent that these measures can be used to project into the future will also assist in confirming longer-term facility requirements. At the same time, long-term projections must be subject to ongoing monitoring, verification and, if required, adjusted to Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 211 of 550 145 As the Town’s work with other non-municipal providers grows, joint service planning by all key providers in the community should occur on a regular basis, with a view to integrating the efforts of all in developing facilities, programs and services. The municipality can take a leadership role in facilitating joint planning activities. This will help ensure a comprehensive, whole community approach to service planning and provision, especially as Tillsonburg grows and services expand. The number of sessions per year in which all participants should engage can be determined collectively. At least one full group session per year, however, would be required. Ideally, it should be scheduled to align with both service and budget planning but this might not be possible with multiple participants. Smaller group planning sessions, therefore, by specific service area may be more reasonable in terms of accommodating other organizations, with the Town then feeding this information into internal planning activities. Engagement in major project planning/development or one-time events can be more narrowly defined in terms of the parties involved and the number of ‘sessions’ needed. Periodic joint sessions may also be needed to address new/unforeseen topics of relevance to the parties involved. A process that works for the Town and other providers, therefore, should be developed and implemented in the short-term and it can grow over time, as needed. 5.7.3 Engaging Other Service Providers Recommendations SD 22. Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/ services planning to: verify community service needs, monitor and evaluate the success of the service response, and incorporate results in subsequent planning activities. SD 23. Take the lead in developing and implementing regularly occurring joint facilities, programs, and service planning sessions with all key non-municipal providers in Tillsonburg. SD 24. Conduct project, program or service specific planning sessions with other providers, as required. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 212 of 550 146 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan The 2020 Recreation, Culture, Parks Service Review noted that “RCP makes extensive use of best- practices including service… the use of specialized equipment and software, partnering with community groups, use of online registration, use of social media for outreach…” (Executive Summary, p.1). 14 14 Source: Town of Tillsonburg. Recreation, Culture, Parks Service Review – Final Report Abstract April 22, 2020. The Clarico Group Inc. At the same time, it recommends reviewing a number of services and service levels, and utilizing technology for cost-avoidance, improved communication, and improved cost-effectiveness, which is in line with the findings of the Master Plan. Page 213 of 550 147 5.8 Marketing, Communications and Promotion As shown in Table 5-8, there is considerable potential to build social media use for communication purposes, which could include creating social media accounts specific to recreation. Residents who are interested in recreation services may be more likely to follow/subscribe to an account dedicated to this topic than general municipal updates. Staff operating these accounts can also quickly re-share upcoming programs, events, and news from other community providers. This is particularly useful for community events that are not regular occurrences and so are not published in the Recreation Guide. Those that are spontaneously organized or occur only once can be quickly promoted via dedicated social media channels. As noted in Section 5.3, however, the current part time allocation does not provide sufficient coverage for both creating promotional material and communicating with the public on a day-to-day basis. Communications channels can also be used by the Town to promote its work in parks, culture and recreation services. The Municipality of Port Hope, for The Town’s work would benefit from a marketing plan that clearly establishes its business objectives in recreation, culture and parks services and develops a comprehensive strategy to achieve them. The long-standing 4Ps of marketing are product, price, place and promotion. While pricing public services differs from that of the private sector, the other aspects of marketing are important to shaping the municipal role in service delivery in the face of increasing demands/expectations and fiscal constraints in responding to these. Of particular importance in Tillsonburg is the communications component of service delivery. This emerged as a key area for improvement. While together, the marketing staff person and the Department produce a high quality, informative Recreation Guide, the potential for real time communications through social media is lacking. Table 5-8 demonstrates these limits to community awareness of/learning about recreation services, as reported by survey respondents. Table 5-8: Use of information sources about recreation services Source % of 400 responses Town website 45% Recreation Guide 33% Facebook 22% Tillsonburg News 16% Word of mouth 3% Instagram 2% None of the above/do not use 12% Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 214 of 550 148 example, produces an annual graphically portrayed Parks, Recreation and Culture Year-in-Review15 that summarizes the past year’s work in developing, operating, and maintaining these services. Much of this information is already available or would be captured in monitoring activities and could be used to produce an ‘annual report’ to Town residents. To develop the range of functions/products needed in marketing, communications and promotion, the Town should prepare a marketing strategy to include the scope of responsibilities to be assigned to a dedicated full time position (see Section 5.3). It should also provide guidance on a suite of communications and promotion methods/tools to be used by the Town in a program designed to deliver comprehensive coverage and real time information. The Town can also take the lead role in facilitating awareness and promotion of all parks, culture and recreation services in the community - Town, other public, not-for- profit and private sector, as appropriate. A marketing strategy can outline the networking process(es) to encompass both municipal and non-municipal service providers in promotion activities. 15 https://www.porthope.ca/en/your-municipal- government/prc-year-in-review.aspx Recommendations SD 25. Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department to provide direction on effective processes and tools for these functions. SD 26. Develop social media channels specifically for the Recreation, Culture and Parks Department. SD 27. Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Page 215 of 550 149Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 6.0 Implementation 6.1 Implementation Considerations The proposed roll-out of recommendations is based on the information available at the time of Strategy development and includes the following considerations. Operations vs. Capital Projects Of the 115 recommendations, 83 are operational in nature. This means the implementation of these recommendations would be undertaken by staff as part of their day-to-day activities. The remaining 23 capital recommendations and 7 recommendations to undertake supplementary studies require discrete budget allocations for execution. This includes both improvements/repairs to existing facilities, as well as the design and construction of new facilities and amenities. The capital cost estimates for parks and trails include design fees, initial project start-up permits, insurance, protection fencing, construction signage, contingency and cash allowance. Page 216 of 550 150 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Dependencies and Efficiencies While recommendations are described as individual initiatives, many are interrelated and need to be considered in the larger context of achieving efficiencies in implementation. Some recommendations must be initiated and completed before other recommendations can begin, while others may benefit from being undertaken simultaneously in terms of process efficiency and providing a more fulsome approach to physical improvements. Budget Considerations The implementation sequence attempts to evenly distribute the costs of recommendations over the Master Plan’s 10-year time frame. It should also be noted that costs for some recommendations are not available and are yet to be determined. These have been noted in the forecast and would be in addition to the numbers provided in the Master Plan. Another factor to consider are cost premiums/ fluctuations due to inflation. The current economic situation makes it especially difficult to attach reliable estimates to recommendations. Staff Resources The need for staff resources to do the work requires both a distribution of tasks over time and, in some cases, hiring additional staff to take responsibility for implementation. It will also require coordinated efforts both internally and externally. Flexibility The proposed schedule reflects a reasonable roll-out, assuming no major obstacles to activation. However, it is expected that some projects may need to be delayed due to unforeseen circumstances. There may also be opportunities to “fast-track” other initiatives. Ongoing initiatives are to be carried through each year to the end of the Strategy’s term. Their applicability throughout the entire period, however, will depend on evolving needs in relation to service development. For example, program expansion for specific interests may be sufficient to meet demand in considerably less than 10 years (subject to potential changes based on continuation of monitoring and verification needs). The point at which this will happen, however, is unknown and thus not identified as an “end-date” in implementation. The recommendations shown as time-limited endeavors may also extend beyond the years shown. It may take longer to complete the identified activities and/or the completion of a recommendation may result in a new system component or procedure. Recommendations to establish formal agreements or contracts, for example, are shown as time-limited for negotiating arrangements that will create new, ongoing relationships between the municipality and other providers (e.g., volunteers, agencies, businesses, etc.) Page 217 of 550 151Town of Tillsonburg | DRAFT Parks and Recreation Master Plan Bill 23 Implications and Financing Considerations In 2022, the provincial government passed Bill 23, the “More Homes Built Faster Act,” to increase the supply of Ontario’s market housing over the next ten years. The legislation revised ten provincial Acts including but not limited to the Conservation Authorities Act, Development Charges Act, and Planning Act, which resulted in significant implications for Ontario’s land use planning regime. Bill 23 overrides zoning by-laws to increase density but simultaneously limits municipalities’ ability to use development charges and parkland requirements toward concurrent infrastructure and services that support that density. For municipalities experiencing residential growth, adherence to Bill 23 has a disproportionate impact on finances. Specifically, parkland dedication caps have been altered under Bill 23 such that the maximum alternative rate was cut in half from 1 hectare per 300 dwelling units to 1 hectare per 600 net residential units; likewise, the cash-in-lieu parkland rate for medium- and high-density developments was cut in half from 1 hectare per 500 dwelling units to 1 hectare per 1,000 net residential units. Sites of five hectares or larger are now capped at 15% parkland dedication, while sites less than five hectares are capped at 10% parkland dedication. Municipalities must also accept encumbered lands (e.g., land with below-grade infrastructure) or privately-owned publicly- accessible open spaces (POPS) as parkland conveyance. Page 218 of 550 152 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan are expected in 2024. Until any additional changes are made, other revenue- generating tools, innovative financing, and collaborative partnerships will be crucial for addressing financial deficiencies and creating complete communities that meet provincial pledge targets. Appendix D: contains a supplementary discussion on various revenue generating tools or initiatives Tillsonburg may wish to consider. Similarly, Bill 23 reduces the amount of development charges permitted under municipalities’ existing and future development charges by-laws. Development charges for rental housing units have been further reduced. Municipalities can no longer use development charges to purchase land for growth-related infrastructure or fund planning studies or assessments. In addition, a variety of new housing units – affordable, attainable, non-profit, and inclusionary zoning housing units, as well as gentle density (up to three units per lot) and rental buildings with four or more units – are exempt from development charges and parkland dedication fees. Revised definitions of these housing typologies may result in larger proportions of housing supply considered eligible for these exemptions. Consequently, the revenue shortfalls resulting from Bill 23 present significant challenges to delivering current, planned, and future infrastructure necessary in residential communities. The quality and location of new parkland and facilities will be compromised, with fewer amenities, pressure to collaborate on shared space, and more reliance placed on the existing parks system. This will result in increased maintenance needs and negative effects on the environment that dispel the Town’s efforts to mitigate the risks and impacts associated with climate change. In response to communities’ concerns, the Province will be conducting an audit of municipalities in the Greater Toronto Area to assess Bill 23’s impact on municipal revenues. Results Page 219 of 550 153Town of Tillsonburg | DRAFT Parks and Recreation Master Plan 6.2 Implementation Strategy This section outlines the proposed implementation plan for the Strategy’s recommendations. Following a discussion of key considerations, the recommendations are presented by the service areas of the Strategy: Programs and Events (PE), Facilities (F), Parks, Trails and Cemetery (PCT), and Service Delivery (SD). Recommendations are accompanied by anticipated costs and timelines for completion of discrete tasks. For a more complete explanation of each recommendation, please refer to the corresponding discussion in the appendices. This Master Plan should be considered part of a living document. In monitoring and evaluating the Master Plan, changes that result from work completed should be reflected in systematic reviews that track the initiation, progress, and completion of all items as they are implemented in annual work plans and budgets. Operations Capital Studies #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Programming and Events PE 1 Introduce a recreation program evaluation procedure to document and track participant feedback. $0 PE 2 Develop a strategy to ensure equipment used for programs (e.g. exercise equipment) is available and in a state of good repair. $0 PE 3 Implement a short-duration programming model to pilot new programs and assess long-term program interest. Programs can include both active and non-sports related programs (e.g., culinary courses, adult crafting, photography, youth coding, adult trail walking groups). $0 PE 4 Explore opportunities with volunteer groups to develop a Welcome Wagon program for new Tillsonburg residents. $0 PE 5 Apply an equity lens at the outset of program planning.$0 Page 220 of 550 Operations Capital Studies 154 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost PE 6 Developing accessible and inclusive marketing and communication materials to amplify awareness of available programs and events. $0 PE 7 Revive a community wide volunteer recognition program in partnership with other program providers. $0 PE 8 Assess opportunities for the Town to expand preschool and toddler programs in current indoor and outdoor facilities. $0 PE 9 Consider options for dedicated preschool program space in any future expansion of the Community Centre. $0 PE 10 Expand non-sport recreation programs for children and youth.$0 PE 11 Explore development of a youth leisure space.$0 PE 12 Provide after school activities for children and teens.$0 PE 13 Explore Oxford County Library (Tillsonburg branch) partnership for equipment lending initiatives. Consider sponsorship opportunities with service clubs. $0 PE 14 Tailoring programs to align with the preferences of adults, such as pilates, cardio kickboxing, and dance classes, under a short-term duration program model, is recommended to enhance engagement. $0 PE 15 Explore opportunities to expand trail-based recreation programs and activities (e.g. local heritage, arts and culture, early childhood education, community stewardship and leadership, and local ecology focused programs) in collaboration with local organizations. $0 PE 16 Explore opportunities to introduce non-motorized water-based programs (e.g. canoe, kayak) on Lake Lisgar. $0 Page 221 of 550 Operations Capital Studies 155Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Total Programming and Events $0 $0 $0 $0 Recreation Facilities Indoor Facilities F 1 In the short-term take necessary steps to make better use of existing ice pads to accommodate prime time use by integrating limited unused time into schedules, extending operating hours past current night time shut-down, extending the ice-in season at both ends, and introducing cost-related incentives to shift use to regularly unused times. $0 F 2 Build non-prime time use to optimize facility use and generate additional revenues. $0 F 3 Conduct a feasibility study for a third ice pad in conjunction with other facility requirements through building expansion and/or reconfiguring/repurposing existing spaces, and/or major capital updates, at the Community Centre. $90,0001 $90,000 F 4 As part of a strategic approach to future redevelopment of the Community Centre, continue to integrate required space additions/ upgrades (e.g., AODA compliance) through a combination of building expansions and interior renovations to repurpose existing spaces. $0 F 5 Base decisions on health club expansion and 24/7 access on the extent of building changes required to accommodate it, in relation to the Town’s position within the local commercial market for these services. $0 F 6 Determine and set a pool water temperature that meets the needs of both warm and cool water uses/programs. $0 1 This is a large study involving several professional disciplines, which may require some external assistance in writing a detailed RFP. Page 222 of 550 Operations Capital Studies 156 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost F 7 Designate the Lions Den or the Marwood Lounge as a program room first, with rentals taking second priority, to provide guaranteed program space and effect a more equitable distribution of use across existing rooms. $0 F 8 Plan to add a gym, additional multi- purpose program spaces, and an indoor track to future facility supply. $6,000,000 $6,000,000 F 9 Include the Tillsonburg Senior Centre as part of planned integrated design and functional improvements to the Community Centre. $0 F 10 Consult with the Station Arts Centre and Tillsonburg Museum interests to consider the potential for capital cost contributions from other municipalities that benefit from the regional tourism role of these facilities. $0 Outdoor Facilities F 11 As part of asset management work, include a determination of required capital improvements and costs for each diamond in terms of its intended function. see F23 $0 F 12 Determine the need to replace diamonds at the Community Centre grounds based on the outcomes of the recommended feasibility study (F 3). TBD $0 F 13 For diamonds that require replacement and the need for one (1) additional hardball and four (4) additional softball diamonds to meet growth related needs, determine the cost-benefit of investing in existing municipal diamonds through upgrades/lighting vs. building new facilities elsewhere. TBD TBD $0 F 14 Incorporate findings in a master plan for Memorial Park and Community Centre as a combined indoor/outdoor recreation hub. $40,000 $40,000 Page 223 of 550 Operations Capital Studies 157Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost F 15 If evidence of need for additional soccer fields to meet organized community activity is provided to the Town, it should develop required facilities for municipal ownership, operation and scheduling. $0 F 16 A location other than Gyulveszi Park, that can accommodate facility expansion over time, should be the site of any future soccer field development. $0 F 17 The needs of other community groups for access to multi-use facilities for lacrosse, field hockey, football, etc. should also be considered in designing and constructing new fields. TBD $0 F 18 Provide three (3) planned dedicated pickleball courts, after which the three (3) existing dual courts should be dedicated to tennis. $100,000 in 2024 Town budget (not included in Master Plan totals) $100,000 F 19 Plan on providing up to two (2) more of each type of court during the term of the Master Plan. $70,000 $70,000 $140,000 F 20 Monitor use on all courts and provide additional tennis or pickleball courts based on capacity use of existing facilities. $0 F 21 Select location for planned pickleball courts in terms of opportunities to add more in the future. $0 Strategic Approach to Facility Provision F 22 Prepare detailed building condition assessments of all indoor and outdoor facilities. $80,000 $80,000 F 23 Prioritize, budget and undertake essential building/facility repairs.$0 F 24 Prepare a strategic plan to identify required facility upgrades, additions/ expansions to supply, priorities and phasing for development. $0 Total Costs of Recreation Facilities $220,000 $6,160,000 $70,000 $6,495,000 Page 224 of 550 Operations Capital Studies 158 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Parks, Cemetery, and Trails Accessibility, Safety, Comfort and Usability PCT 1 Ensure that all playgrounds are maintained to CSA standards and within the Accessibility for Ontarians with Disabilities Act. $0 PCT 2 Update the Tillsonburg Development Guidelines and Design Criteria to incorporate accessible seating, play equipment, and pathway/ trail design in the design phase. $0 PCT 3 Consult with the Town’s Accessibility Advisory Committee (AAC) during the park design and upgrade process, and when updating Town guidelines. $0 PCT 4 As parks and playgrounds are updated for accessibility, update Town inventories and webpages to include the new information. $0 PCT 5 Provide shelter (in the form of structures and tree planting) and seating at all parks, that is adequate for the amount and type of use. TBD TBD TBD $0 PCT 6 Supply washroom access and a drinking water source in high-traffic parks and trail heads that have visitors for extended periods at a time. TBD TBD TBD $0 PCT 7 Provide lighting, warming stations, seating, and washroom access during the shoulder seasons and winter months at parks that host activities year-round. TBD TBD TBD $0 PCT 8 Improve signage at parks, recreation facilities, and along roadways and major pedestrian routes, and ensure signage is AODA accessible. $75,000 $75,000 PCT 9 Provide hazardous waste disposal receptacles and accompanying signage at parks and trails where needed. $50,000 $50,000 Page 225 of 550 Operations Capital Studies 159Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Naturalization and Tree Planting PCT 10 Implement managed naturalization practices, consulting with the community before embarking on projects. $0 PCT 11 Provide educational signage about the benefits and methods of naturalization, along with warning signs for ticks. $25,000 $25,000 PCT 12 Plant trees in accordance with the Town Tree By-law (4001) and in consultation with the Oxford County Managed Forest Plan, 2018 – 2027 in selecting species for planting. $0 PCT 13 Hire a seasonal horticulturist, with potential to grow it to a year-round position. $0 Provision and Access PCT 14 Adopt the updated parkland classification system.$0 PCT 15 Provide a minimum of 35.3 additional hectares of parkland or trails over the next 10 years, to maintain provision levels as the population grows. $0 PCT 16 The amount of total parkland/trails provided in new developments should meet or exceed the current park provision ratio of 4.3ha:1,000 people. $0 PCT 17 Leftover landscaped spaces such as awkward slivers of land, boulevard mediums, round-a-bout centres, or traffic island gateway features should not qualify as park space as part of parkland dedication from developers. $0 PCT 18 New parkland should be located with consideration of the access map (Figure 4-2), to provide parks or trails to those in areas who are not currently within 800 metres of an existing park. $0 PCT 19 Parkland from new developments in the north and west end of Town should include at minimum a Community Park in each area (total of two additional Community Parks). $0 Page 226 of 550 Operations Capital Studies 160 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Lake Lisgar, Gibson House, and Kinsmen Memorial Parkette PCT 20 Pending results of the BCA for Gibson House, if possible, develop a restroom and other required amenities (e.g., kitchenette) for future use. $0 PCT 21 Continue to support the efforts to improve the Lake’s water quality.$0 PCT 22 Construct a boardwalk as recommended in the 2017 Memorial Park Master Plan.$250,000 $250,000 Community Centre Hub: Memorial Park (includes Summer Palace and Lake Lisgar Water Park), Optimist Park, Rotary Park PCT 23 Provide wayfinding signage through the Community Centre hub directing people to the various facilities, amenities, and connections. $25,000 $25,000 PCT 24 Update the water features at Lake Lisgar Water Park. PCT 25 Work with the Kinsmen to determine updates and further expansion of the bandshell. $150,000 $150,000 PCT 26 Assume responsibility of the Fair office, canteen, and Crystal Palace buildings to allow potential changes to the site to accommodate a Community Centre expansion. If required, find alternative building space to accommodate Fair operations in the interim. $0 PCT 27 Once the Community Centre building design is determined, design the surrounding site to accommodate a Parks operations base, as well as space for continued operation of the Fair. $0 PCT 28 Remove the condemned Pigeon Barn from Town facility supply.$0 PCT 29 Dedicate the McLean rink for casual stick/sport use, and install lights and cameras to discourage vandalism. $0 Annandale Park PCT 30 Add a unique playground to Annandale Park that provides activities for various age groups, and for various types of play. Undertake community consultation as part of the playground design process. $350,000 $350,000 Page 227 of 550 Operations Capital Studies 161Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost PCT 31 Continue to maintain the concessions/ washroom building and keep it in a good state of repair. $0 Coronation Park PCT 32 Continue with plans to add additional community garden plots at Coronation Park. $0 PCT 33 Assess the feasibility of undertaking grading work to protect existing assets at Coronation Park from flooding. TBD based on results of study $0 New Community Parks PCT 34 Provide an outdoor rink dedicated to family/casual skating, which is suitable for events at one of the new Community Parks. $0 PCT 35 If near the end of the term of the Plan it is found that additional softball diamonds are needed (per the facilities assessment), locate them at one of the new Community Parks. $780,000 $780,000 Trail Recommendations PCT 36 Discuss the possibility of clearing additional trail segments with the roads department. Select segments based on level of use, proximity to schools and older adult communities, and feasibility for Roads crew. $0 New Trail Segments PCT 37 Develop a trail continuation of the Participark trail north of Concession St. W through the natural area to Quarter Town Line. $50,000 $50,000 PCT 38 Develop a trail connection between Coronation Park and Cadman Park, through the natural area/along the waterway. $75,000 $75,000 PCT 39 Parkland dedication in the form of trail systems should be considered, and strongly encouraged in areas of Town that are not well connected to the trail system otherwise, and where larger recreation facilities (e.g., sport fields) are not required. Page 228 of 550 Operations Capital Studies 162 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Cemetery PCT 40 Focus on providing more columbaria options in future cemetery development.$0 PCT 41 Design the cemetery with variety in mind - in terms of landscapes, burial options, columbaria types, seating types etc. $0 PCT 42 Provide a green burial area.$0 PCT 43 Develop the cemetery as an accessible, beautified greenspace with gardens and paths throughout. $0 PCT 44 Increase promotion of events that occur at the cemetery such as Decoration Day and Remembrance Day. $0 Total Cost Parks, Trails, & Cemetery $325,000 $650,000 $855,000 $1,830,000 Page 229 of 550 Operations Capital Studies 163Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Service Delivery Role of the Municipality in Service Delivery SD 1 In developing its services and meeting the needs of a growing population, the Town will continue to act in both direct and indirect capacities. $0 SD 2 In further developing programs, events, parks and facilities within the Town’s mandate, pursue opportunities to leverage both the resources of the municipality and other parties, agencies/organizations in mutually beneficial collaborations. $0 Recreation, Culture and Parks Department Staffing SD 3 A full-time marketing, promotions and communications staff position within the Department should replace the current half-time position that is shared with the marketing and communications department. $165,000 $165,000 $220,000 $550,000 SD 4 Additional Department staff or enhanced competencies are required to develop the following areas of service: facilitation work with volunteer community groups; planning and evaluation; direct programming in culture and heritage; and horticulture. $0 SD 5 Additional contracted instructors will be required to allow programs to be diversified and added to supply. $0 Advisory Committees of Council SD 6 Include reference to the current Recreation, Culture and Parks Master Plan in all committees that are engaged in advising on implementing its recommendations. $0 SD 7 Reflect recreation-based tourism in the mandates of all relevant Committees or consider instituting a separate Tourism Advisory Committee. $0 SD 8 Preface the Special Events Manual with an overarching policy on municipal support for events. $0 Page 230 of 550 Operations Capital Studies 164 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost Collaborations and Agreements SD 9 Approach TSC regarding renegotiating the agreement for use and operations of Tillsonburg Soccer Park on Town property. $0 SD 10 Prepare a process and contract for engaging program instructors.$0 SD 11 Ensure all collaborations are supported by appropriate agreements.$0 Policy Requirements SD 12 Conduct a service pricing study as the basis for setting fees in relation to cost recovery targets, and to inform a pricing policy, in conjunction with reviewing the existing FARE Policy and incorporating other aspects of inclusion. $40,000 $40,0002 SD 13 Make an annual Town budget allocation to the FARE program to provide stability to the donated portion. $60,000 $60,000 $60,000 $200,000 SD 14 Develop a community group affiliation policy to provide clarity and consistency in terms of the range of support services available to all volunteer groups and what they must do to be eligible to be, and remain, affiliated. $0 SD 15 Consult with volunteer recreation groups to confirm the type and extent of required assistance to sustain/grow their programs/events, and to inform development of the policy within the capacity of the Town to provide support. $0 SD 16 Consider the need to prepare a policy for grants to community groups that supplements the current application/selection process. $0 SD 17 Develop an overarching policy on municipal support for events to supplement the Special Events Manual and to guide support to providers for, and evaluation of, community- oriented and visitor-attractive events. $0 2 parks and recreation component only; corporate-wide study would increase cost Page 231 of 550 Operations Capital Studies 165Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost SD 18 Develop a Collaboration and Partnerships Policy to guide the Town in working with other providers to deliver recreation, culture and parks services. $0 Revenue Generating Programs SD 19 Expand revenue generating programs to help offset the costs of recreation service provision. $0 SD 20 Consider preparing overarching policies to cover revenue generating practices.$0 SD 21 Assign priority to revenue generating programs according to ease of implementation.$0 Engaging Other Service Providers SD 22 Using recreation management software, develop an enhanced data base to apply in a formal recreation facilities and programs/services planning to: verify community service needs, monitor and evaluate the success of the service response, and incorporate results in subsequent planning activities. $0 SD 23 Take the lead in developing and implementing regularly occurring joint facilities, programs, and service planning sessions with all key non- municipal providers in Tillsonburg. $0 SD 24 Conduct project, program or service specific planning sessions with other providers, as required. $0 Marketing, Communications and Promotion SD 25 Prepare a marketing and communications strategy for the Recreation, Culture and Parks Department to provide direction on effective processes and tools for these functions. $50,000 $50,000 SD 26 Develop social media channels specifically for the Recreation, Culture and Parks Department. $0 Page 232 of 550 Operations Capital Studies 166 Town of Tillsonburg | DRAFT Parks and Recreation Master Plan #Recommendation Short-Term (1-3 years) Mid-Term (4-6 years) Long-Term (7-10 years) Total Cost SD 27 Prepare and post an annual services ‘year-in-review’ that summarizes and informs the community about the Town’s achievements in parks, recreation, and culture services. $0 Total Cost for Service Delivery $315,000 $225,000 $280,000 $820,000 Page 233 of 550 Page 234 of 550 Page 235 of 550 Appendix A: Facilities Ice Schedule and Use Page 236 of 550 170 MON TUES WED THURS FRI SAT SUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Figure A-1: Community arena ice schedule MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult7:15 Figure Skating 7:30 Thunder 7:45 Penny8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups Appendix A Page 237 of 550 171 MON TUES WED THURS FRI SAT SUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 Public Skate Public Skate 2023/24 - MEMORIAL ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00 Available Prime 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 Public SkatePublic Skate 2023/24 - MEMORIAL ARENA SCHEDULE Public Skate Figure A-2: Memorial arena ice schedule MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette7:00 Adult 7:15 Figure Skating 7:30 Thunder7:45 Penny 8:00 Available Prime Time 8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating7:30 Thunder 7:45 Penny 8:00 Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups Appendix A Page 238 of 550 Memorial Arena 2023/24: Prime Time Used Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive TMHI 6.0 5.0 5.0 4.0 8.0 7.0 4.0 3.0 5.0 4.0 9.0 7.0 14.5 14.0 Ringette 2.0 0.0 6.0 5.0 Adult 1.5 0 1.5 0.0 2.0 2.0 Figure Skating 0 1.0 4.0 4.0 0.0 1.0 Thunder 1.5 1.5 2.5 2.5 Penny 1.0 0.0 8.5 6.0 6.50 5.50 10.0 7.0 8.0 7.0 6.5 5.0 17.5 14.5 16.5 16.0 unused prime time Weekday AM 2.25 1.75 0.25 0.25 2.25 ~~ Weekday PM ~1.0 1.0 1.0 ~~~ Saturday ~~~~~2.25 ~ Sunday ~~~~~~1.0 Community Arena 2023/24: Prime Time Used Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive Prime time Request Prime time Receive TMHI 8.0 4.0 2.0 2.0 2.0 1.0 5.0 5.0 6.0 6.0 10.75 10.25 6.0 4.0 Ringette 3.25 2.25 2.0 1.0 3.0 3.0 3.75 3.75 6.0 4.0 Adult 0.75 0.75 1.0 1.0 3.0 3.0 2.0 2.0 2.0 2.0 6.0 6.0 Figure Skating 3.75 4.25 Thunder Penny 1.0 1.0 12.0 7.0 8.75 8.25 9.0 8.0 7.0 7.0 6.0 6.0 16.5 16 18.0 14.0 public skate 1.5 unused prime time Weekday AM 1.25 1.0 0 1.25 2.25 ~~Weekday PM 0 0 0 0 ~~~ Saturday ~~~~~2.0 ~ Sunday ~~~~~~1.25 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday Figure A-3: Memorial arena ice schedule (prime time use) MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette 7:00 Adult 7:15 Figure Skating7:30 Thunder 7:45 Penny 8:00Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups MONTUESWEDTHURSFRISATSUN Prime Time 6:30AM TMHI 6:45 Ringette7:00 Adult 7:15 Figure Skating 7:30 Thunder 7:45 Penny 8:00Available Prime Time8:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:4512:00PM12:1512:3012:451:001:151:301:452:002:152:302:453:003:153:303:454:004:154:304:455:005:155:305:456:006:156:306:457:007:157:307:458:008:158:308:459:009:159:309:4510:0010:1510:3010:4511:0011:1511:3011:45 2023/24 - COMMUNITY ARENA SCHEDULE Public Skate Arena Time Booked By User Groups 172 Appendix A Page 239 of 550 This page is left blank intentionally Page 240 of 550 Appendix B: Parks & Trail Inventory Page 241 of 550 175 Table B-1: Inventory of Town parks Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 1 Annandale Diamonds (Concession St. East) • parking • permanent washrooms • concessions • youth baseball (4) • slo-pitch (4) • t-ball (4) • soft ball (4) 2 Bert Newman Park (14 Lisgar Ave.)Open space 3 Cadman Park Trails swing set 4 Clock Tower Parkette (Corner of Bridge and Broadway) • seating • tables • gardens • antique clock tower The clock tower may be moved to the location of the new town hall - 10 Lisgar 5 Cranberry Park • seating • playground Part of park is a road allowance 6 Gibson House Parkette (48 Sanders St.) • parking • seating • seasonal washroom • dock • gazebo 7 Glendale Park • seating • playground Heavy teenage use 8 Gyulveszi Park • Parking • playground • open space • practice fields (soccer) 9 Kinsmen Memorial Parkette (48 Sanders St.) • seating Lake views 10 Kinsmen Participark (55 Concession St. West) • parking • seasonal portolet • play equipment • trail • green space 11 Kiwanis Coronation Park • parking • seasonal portolet • playground • disc golf • community garden plots Appendix B Page 242 of 550 176 Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 12 Library Park • AODA Accessible playground • gazebo installed in 2023 13 Memorial Park (48 Sanders St.)• parking • Lake Lisgar Water Park • Summer house, dock and boat launch • basketball court • pavilion • playground (accessible) • splash pad • multi- purpose pad/ skating rink • off leash dog park • hardball (2) • slo-pitch (1) • bandshell • pavilion Lake Lisgar Water Park has: • parking • permanent washrooms/ change rooms • concessions • connections to Trans Canada Trail and McLaughlin Way Trail • home site of Tillsonburg Fair • Turtle garden 14 Northcrest Park • seating • concrete path • playground Installed in 2023 15 Oak Park • seating • playground • basketball court • trail stormwater management pond at north end 16 Optimist Park (50 Hardy Ave.) • parking • seasonal portolet • playground • skate park • pump track • youth baseball (2) Optimist and Rotary parks are sometimes considered one, and referred to as Rotary Park There is a committee for the redesign of the area Table B-1 Continued: Inventory of Town parks Appendix B Page 243 of 550 177 Park Details Supporting amenities Facilities/ amenities for self-directed use Facilities for rental use Other notes 17 Oxford Parkette • seating (benches and picnic tables) • flag poles • water feature 18 Rotary Park (45 Hardy Ave.)• parking • playground • outdoor fitness equipment • tennis/ pickleball (3) 19 Southridge Park • benches and picnic tables • playground • multipurpose pad/basketball court • Trail Located beside Southridge Public School; heavy use by students 20 Tillsonburg Community Garden (26 Bloomer St.) • parking • picnic shelter Volunteer funded and operated 21 Tillsonburg Soccer Park (275 Quarter Town Line) • parking • permanent washrooms • concessions • picnic shelter • regulation soccer (6) • junior soccer (2) Operated and leased by Tillsonburg Soccer Club. Town has no role. 22 Trans Canada Trail - Borden Crescent (27 Hillydale Ave.) • parking • playground • trail Tillsonburg maintains; LPRCA owns land. 23 Trottier Park (3 Trottier Dr.) • parking • benches, picnic tables • playground • trails Located on main road (Baldwin) 24 Westmount Park • seating • playground • large open space Used by Special Olympics for Lawn Bowling practice Table B-1 Continued: Inventory of Town parks Appendix B Page 244 of 550 178 Table B-2: Inventory of Town trails #Trail Name Length Amenities Notes 1 Carroll Trail (21 Van St)786.7m (4.39km) • trail head signage • river lookout • benches • shared bridge with golf course • gravel and paved pathways • donated land and money from Pat Carrol and Family • shared land with golf course • shares space with Trans Canada Trail (TCT) • unmaintained Nov-May 2 Trottier Woods Trail (3 Trottier Dr.) 162.2m (0.13km) • gravel pathway • maintained by Parks staff • room for expansion • unmaintained Nov-May 3 South Ridge Trail (20 South Ridge Rd) 221.1m (0.22km) • access to playground access to basketball nets • benches • garbage cans • paved pathway, • unmaintained Nov-May • heavily used by South Ridge Public School 4 Northcrest 2 Trail (44 Martin St) 357.3m (0.47km) • Benches • bike racks • garbage cans, access to playground • new from 2022 • trail is concrete • trail will connect to future trails in the area • can gain access to TCT • unmaintained Nov-May 5 Northcrest 2 Trail – North St Connector (No civic address – beside 56 North St E) 246.3m (0.34km) • gravel path way • skirts drainage ditch • unmaintained Nov-May Appendix B Page 245 of 550 179 #Trail Name Length Amenities Notes 6 Trans Canada Trail – North St. Collector (No civic address – beside 53 North St E) 249.3m (0.31km) • paved pathway (2021) • switch back leads to TCT • volunteers have planted many native tree/shrubs in area • trail connection to Livingston Dr • water management pond located on south end of trail • unmaintained Nov-May 7 TCT - North St Trail - Cranberry Rd to North St. (No civic address – beside 132 North St. E) 525 m (1.67km) • gravel pathway • part of the Trans Canada Trail • maintained by Parks staff • bollards to stop motorized vehicles • gates at both entrances • private fence for two neighbours located on N end of trail • unmaintained Nov-May 8 North St - Trans Canada Trail Collector (14 Ross St) 198.2m (0.23km)• trail head signage • gravel pathway • erosion issues from Lisgar Creek • new AODA ramp being installed by Oxford County to connect with TCT (2023) • new bridge being installed over the path by Oxford County (2023) • unmaintained Nov-May 9 McLaughlin Way (48 Sanders St) 497.3m (0.73km) • turtle garden benches • lit pathway • lake views • gravel path • access from Lisgar Ave • major route for apartment residence • home of “Turtle Garden” • reclaimed in 2023 • unmaintained Nov-May 10 Rotary Park Trail (No civic address – across from 45 Hardy) 226.1m (0.35km) • Access to tennis/ pickles court, horseshoe pits, Optimist baseball fields, playground • installed in 2021 • unmaintained Nov-May Appendix B Page 246 of 550 180 #Trail Name Length Amenities Notes 11 Oak Park Trail (79 Sander Cres) 98.8m (0.09km) • Access to basketball courts, playground, bench, garbage can • gravel • unmaintained Nov-May 12 Trans Canada Trail – Town Limits (QTL-Tilson) (No civic address) 2082.5m • garbage cans parking lot at Tillson Ave. • paved, accessible, • newest section of TCT – 2018 • old CN rail line • gates at entrances/exits • unmaintained Nov-May 13 Trans Canada Trail – Tillsonburg to Hawtrey (No civic address) 16369.1 m (19.2km) • signage • bridge • multiple gates • Oxford owned, Town maintained • Oxford replace bridge on section 4 years ago • maintained in winter by a snowmobile group • Old CN rail line • unmaintained by Parks Staff - Nov-May 14 Trans Canada Trail – 4th St to Participark (No civic address) 2591.7m (1.69km) • garbage cans • trailhead • Signage • naturalized areas • Hawkins Bridge • Lake Lisgar water fountain views • access to Memorial Park • benches • signage • combination of trails and sidewalks • gravel, concrete and pavement • Lions Grove is located on path Appendix B Page 247 of 550 181 #Trail Name Length Amenities Notes 15 Trans Canada Trail – Participark to Borden Cres (55 Concession St) 2011.1m (2.18km) • Parking lot at Participark • trailhead signage • Kinsmen Bridge views • marshes and ponds • swings • access to downtown via Bridge St entrance • memorial trees & benches • Trillium Fund paid for park • Kinsmen has their name attached to the park • skirts Stoney Creek • natural setting • unmaintained Nov-May • use to be home to a cross country skiing course • path used to cross river and had another pathway system 16 Trans Canada Trail/ Carrol Trail Section (101 John Pound Rd.) 2571m (4.39km) • access to golf course • access to Coronation Park via Carroll Trail benches • garbage cans • paved and gravel sections • elevation changes • adjacent to Big Otter River • shared space with golf course • in flood plain 17 Veteran’s Memorial Trail (Considered part of Participark – 55 Concession St W) 1660.7m (1.66km) • benches • Vet’s Gardens “Freedom” selfie site • Kinsmen Bridge fitness equipment access to Hickory Hills and Baldwin Place • Parks maintains signage, grass, garbage, gardens • Roads maintains bridge and walking surfaces • heavily used by retirement community 18 Tillsonburg Conservation Area Trail (27 Hillyndale Rd) 498.47m (0.4km)• parking • garbage can • on flood plain of Big Otter River • Tillsonburg’s only conservation area • owned by LPRCA, Town maintains pathways, garbage can • Parks Department contractors maintain grass • unmaintained Nov-May Appendix B Page 248 of 550 Appendix C: Departmental Organizational Chart Page 249 of 550 Figure C-1: Departmental organizational chart Recreation, Culture & Parks Department Director of Recreation, Culture & Parks Julie Columbus Culture & Heritage Manager/Curator Patricia Phelps Culture & Heritage Programs Coordinator Kathleen Watkin Collections & Exhibitions Specialist Jennifer Gibson PT Museum Staff Manager of Parks & Facilities Matt Johnson Chief Operator Dave Boylan Facility Operator I Colton Butler Dylan DePaeope Neil Siemens Facility Operator II Dean Cruickshank Rick Loucks Keith Lounsbury Dwayne Waugh PT Attendants Facilities Supervisor Karen Patenaude Custodial Lead Hand Vacant Facilities Custodians Sharlene Nevill Kenzie Vanderscheur Samantha Helsdon Penny Nevill PT Special Events Crew & Facilities Custodians Parks & Cemetery Supervisor Dave Phillips Parks & Cemetery Operator 1 Rick Fuller* Mike Nesbitt Dylan Depaepe*Neil Siemens* *Shared with Facilities Seasonal Staff Parks & Cemetery Operator II Tyler Depaepe Cemetery Registrar Allison Jakobi Recreation Programs & Services Manager Andrea Greenway Aquatics Supervisor Julie Dawley & Mel Corbett (interim) Aquatics Coordinators Vanessa VandescheurMatt Delaere Sr. Aquatics Instructors (2) Vacant PT/Summer Instructor/ Lifeguard Programs Supervisor Mark Salt Program CoordinatorsAllie Rutherford (Interim) Amy Klassen Sports League Facilitators Brooklyn Vanhaelewyn Caralie Thompson PT/Summer Program Staff Business Services Team Programs & Facilities Registrar Becky Turrill CSR StaffHailey McAraStacey Leighfield Summer Staff Administrative Assistant Margaret Puhr 183Appendix C Page 250 of 550 Appendix D: Revenue Generating Tools and Initiatives for Parks and Recreation Page 251 of 550 185 Property Tax Increases 1 Kitchen, H. (2017). “Financing parks in Canada: What might be done?” Heart of the City Papers. Park People. Retrieved from https:// parkpeople.ca/cms/custom/uploads/2019/11/ Park-People_Financing-City-Parks-2017-2.pdf While typically not politically popular, a straightforward property tax increase could help offset some of the funds lost due to the changes from Bill 23. Special Assessments/Green Benefit Districts Harry Kitchen, professor emeritus at Trent University and an expert in Canadian municipal finance, recently reported on park financing in Canada. Special assessments have been used in some American cities to pay for park development. Kitchen writes, “A special assessment is a specific charge or levy added to the general property tax on residential and/or commercial/ industrial properties to pay for new and improved neighbourhood parks. These properties are deemed to benefit from the park, either through usage and/or higher property values, and hence could be expected to pay higher taxes to cover some of the park costs” (p. 9)1 A Business Improvement District (BID) or Business Improvement Area (BIA) is a public-private partnership that taxes businesses within a designated area based on property assessment; funds from that revenue are then pooled for parks, open spaces, neighbourhood beautification, and other public realm improvements and maintenance, over and above baseline City service levels and budget allocation In San Francisco, there are 14 “Green Benefit Districts” (GBD) focused on park improvements, the majority of which are located in commercial districts.2 Each property owner pays an assessment based on property size and type of use, which is collected twice annually. The GBD also applies for grants and solicits donations. One of San Francisco’s Green Benefit Districts was created by community members in two residential neighbourhoods (Dogpatch and Northwest Potrero Hill) comprising a 200-acre (70 blocks) area. The Dogpatch and Potrero Hill Green Benefit District includes 1,403 properties and 1,150 property owners.3 Its website reads, 2 https://cityparksalliance.org/funding-hub/local-funding/ 3 https://greenbenefit.org/about-gbd Appendix D Page 252 of 550 186 “The GBD augments baseline City services like sidewalk cleaning, graffiti abatement and trash removal. We maintain, improve and expand community- created public green spaces and aid in maintenance of and improvements to Esprit Park (the district’s sole Recreation & Parks Department-owned public park) and the Woods Yard play area (the district’s only children’s playground). The GBD adds street trees and sidewalk gardens and advocates for pedestrian and bicycle routes and other streetscape improvements. We advocate for the needs of the district with a wide variety of City and State agencies, with charitable organizations and private companies and individuals. We encourage and support neighbourhood volunteerism to further enhance our public realm. The GBD helps ensure that the needs of our district are being considered, addressed and funded.” 4 https://nextcity.org/urbanist-news/ cities-money-parks-funding-ideas In 2014, Seattle residents voted to form an independent Seattle Parks District with taxing authority.4 Known as Proposition 1, it replaced an expiring parks levy to authorize an additional regular property tax levy to fund the County’s parks, trails, and green spaces as well as environmental education programs, capital and major facility maintenance projects, and flood mitigation measures. The levy’s duration is six years and began in 2020 at $0.1832 per $1,000 of assessed valuation.5 All parks and recreation lands, facilities, and equipment are the property of the City of Seattle. The Park District is a separate local government than the City, but shares the same boundaries and is governed by City Council under an interlocal agreement such that the City’s Parks and Recreation Department provides services with the District’s funding.6 A Board of Parks and Recreation Commissioners provides oversight for the Park District’s investments and activities. 5 https://info.kingcounty.gov/kcelections/Vote/contests/ballotmeasures.aspx?cid=90156 6 https://www.seattle.gov/seattle-park-district/about Community Benefit Charges Introduced in 2020 under section 37 of the Planning Act, Community Benefit Charges (CBCs) are a mechanism for funding capital costs for the provision of public services not otherwise covered by development charges. Prior to Bill 23, CBCs were based on a maximum rate of 4% of the land value. Under Bill 23, the maximum CBC amount is based only on the land proposed for new development, not the entire parcel of land that may have existing developments on it. CBCs are also now excluded from affordable, attainable, and non-profit housing units. Use of Other Public Budgets Health Given the growing trend of green prescribing as a medical treatment, there may be emerging opportunities Appendix D Page 253 of 550 187 to direct public health budgets toward supporting greenspace development and improvements. Canadian physicians are permitted to issue “green prescriptions” to patients whose medical conditions might benefit from ecotherapy.7 Nature therapy or “shinrin yoku” (forest bathing) and its benefits were first pioneered by the Japanese government in 19828, and green prescriptions have been formally part of New Zealand’s health care system since the late 1990s9. Park Rx America was established in 2017 as a grassroots movement. In Canada, Park Prescriptions (PaRx) launched in 2019 as an initiative of the B.C. Parks Foundation; it has since expanded across all provinces. PaRx facilitates written prescriptions that advise patients to get outdoors for at least two hours a week (at least 20 minutes at a time). PaRx has been endorsed by the Canadian Medical Association and is scaling at a rapid pace according to the Ontario Public Health Association. Over 10,000 health care providers have registered across Canada and 4,000 prescriptions have been written.10 Collaborations with organizations such as Parks Canada, local conservatories, and botanical gardens have provided patients with free or discounted access to spaces that fulfill their green prescriptions. 7 https://www.forbes.com/sites/victoriaforster/2022/02/08/canadian-physicians-can- now-prescribe-nature-to-patients/?sh=2fe8a5bd6f20 8 https://www.doseofnature.org.uk/around-the-world1 9 Pringle R: Green Prescriptions: effective health promotion?. J Phys Educ N Z. 1998, 31: 7-16. 10 https://reasonstobecheerful.world/green-prescriptions-health-nature-parks/ The PaRx website advises patients to “make easy green tweaks” to their routine such as booking a lunchtime walk in the park, doing cardio workouts on a trail, choosing an active commute to work or school along a greenway, and planning a weekend getaway around an outdoor experience.11 Presence in nature has been shown to improve mental and physical health including depression, anxiety, stress, inflammation, blood pressure, diabetes, cancer care, cardiovascular health, respiratory health, ADHD, pregnancy, asthma, and obesity.12 Given this growing evidence, there may be creative opportunities to channel funding from other relevant government departments toward the development, improvement, and/or maintenance of parkland. Drayson (2014) suggests that there is “a potential case for local authority public health budgets to directly support urban green space maintenance and improvement” (p. 37-38). This was introduced in Sunderland, England in 2014: as parks funding declined sharply, public health funds were directed to wider services including parks to explore how facilities such as picnic benches, outdoor gyms, or connected cycle routes would promote more use of existing green spaces and improve physical activity levels in the community. A similar model has been used in the borough of Hillingdon, London: Healthy Hillingdon is a partnership between the parks department and the local primary health care trust, pooling resources to encourage greater use of green spaces to 11 https://www.parkprescriptions.ca/en/ prescribers#Tips-for-creating-a-nature-habit 12 https://www.parkprescriptions.ca/en/whynature Appendix D Page 254 of 550 188 promote public health and prevent illness.13 In Birmingham, Alabama, the Red Rock Trail System was developed with a blend of funding sources and partnerships from civic, environmental and health organizations. The 750-mile bike and pedestrian path system was funded through grants from the Center for Disease Control and Prevention and investment from the local Department of Health.14 As additional pilots explore how this innovative model can be implemented, it appears that using public budgets in partnership with health programs/providers can deliver greenspace with cross-sectoral benefits.15 13 https://www.designcouncil.org.uk/fileadmin/uploads/dc/Documents/paying-for-parks.pdf 14 https://givingcompass.org/article/how-to-secure-new-funding-for-parks-and-green-space 15 Commission for Architecture and the Built Environment. (2006). “Paying for Parks: Eight Models of Funding Urban Green Spaces.” Retrieved from https://growgreenproject. eu/wp-content/uploads/2019/03/Working- Document_Financing-NBS-in-cities.pdf 16 https://www.calgary.ca/planning/parks-rec/ enmax-parks-program.html https://www.cbc.ca/news/canada/calgary/calgary-s-parks-wish-list-exceeds-available-money-1.6425419 Dividends ENMAX is a City of Calgary-owned provider of electricity, natural gas, and renewable energy. Since 2003, a dedicated portion of the annual ENMAX dividend has been directed to a capital funding program used to enhance existing parks and acquire and develop new parks.16 Funds in this account are earmarked for regional parks that serve multiple communities and large catchment areas and are not acquired, funded, or constructed through the development and subdivision process. In 2022, $71 million was earmarked for new regional parks over a 5-year period to 2026. To date, Council has invested over $136 million through the ENMAX Legacy Parks Fund through projects including: • Enhancement of the 100-year-old Bowness Park with a new central square, wading pool, washrooms, change rooms, miniature train, river access, parking lots, winter skate rentals, summer boat rentals, bridge, interpretive signage, and historic elements a year-round facility for summer boating and picnicking as well as winter outdoor skating • Renovation of Devonian Gardens, North America’s largest (1 ha/2 acre) indoor public botanical gardens • Modest enhancements to 50 small projects in community-level parks in older communities, dedicating a $3.25M budget toward updated site furniture, plant materials, local pathways, irrigation Community Partnership Capital Program The City of Ottawa has two initiatives for implementing minor and major capital improvements to its parks, recreation, and cultural facilities on a cost-sharing basis with non-profit community partners such as community associations, sports organizations, cultural groups, clubs, and school councils. The Community Partnership Minor Capital Program implements minor capital improvements such as play equipment, Appendix D Page 255 of 550 189 basketball courts, park furniture, and tree planting. Projects on school board land and other public lands that are accessible to the public may also be eligible. For projects on City property, the City matches the community contribution to a maximum of $10,000 or 50% of the total cost of the project. For projects on school board land or other public land, the City contributes up to 33% of the total cost to a maximum of $7,500. The Community Partnership Major Capital Program implements major capital improvements such as new facilities, additions, renovations, and expansions to fixed assets that are open and accessible to all residents of Ottawa. The project may relate to an asset that is owned by the City, or operated by a community partner who delivers service on behalf of the City or assists the City in the delivery of programs and services. The City contributes up to 50% of the eligible capital project cost of recreation and sports projects in City-owned facilities, and up to 25% in non City-owned facilities. Costs eligible for cost sharing within the program include concept and detailed design costs, construction costs including contingencies, site development costs, development and building permits, and fixed equipment. The City’s contribution may be provided in grants paid in cash, land or other services in kind, or waiver of applicable municipal fees Voluntary Contributions Foundations/Conservancies In some cities, foundations or conservancies fund new and existing parkland/maintenance through voluntary contributions/donations and grants. A single foundation for all parks and recreation services enables larger projects to proceed by bringing the various contributors together to build one “account” from which to draw. A cursory web-based review revealed that parks foundations are more prevalent in western Canada and in the United States than in the mid/eastern provinces. The few that were identified in Ontario were park-specific, as opposed to collective funds. Parks Foundation Calgary is a citizen-led non-profit organization that has fundraised for and completed over 250 major outdoor projects across Calgary including parks, playgrounds, gardens, sport courts, rinks, and bicycle pump tracks. The largest project to date has been the 145-km Rotary/ Mattamy Greenway, a pathway system that encircles Calgary. Parks Foundation Calgary has been active for 35 years and includes a 13-member Board of Governors. The foundation supports community-driven initiatives through grants, accounting services, and connecting donors and partners with projects, facilitated through one-time, monthly recurring, or project- specific donations in addition to the gift of stocks/shares, life insurance beneficiaries, planned giving, endowment funds, and fundraising events. Donation Program A general donation program could be considered to support recreation services, although it would likely need to include other areas to which residents could donate. The City of Toronto includes an opportunity to donate to specific service areas in its tax mailouts. This Voluntary Contribution program notes, “You can make a voluntary contribution (donation) to support a variety Appendix D Page 256 of 550 190 of City programs and services that matter to you. You can make a donation in any amount from $1 up to $50,000 [to specified categories, which include]: children; youth and parenting; history, art, and culture; parks, gardens and beaches.”17 These are only four of 12 categories listed on the insert, including general revenues. Potential categories could include recreation services in general or be refined to allow contributions to be directed to specific facility improvement projects or program areas. 17 https://www.toronto.ca/services-payments/ property-taxes-utilities/property-tax/voluntary-contributionoption/ Community Capital Campaigns Capital campaigns can be used to raise funds for large building projects, as well as for smaller, community-supported initiatives that contribute to parks and recreation infrastructure. Key elements of this approach to planned fundraising include: a predetermined monetary goal attached to providing a concrete project, sufficient lead time to raise funds, an end date to fundraising, broad-based community involvement in the effort, and ongoing communications about its progress. Often, incentives are provided to motivate contributions (e.g., matching funds, public recognition of donors, etc.). Where possible, coordinating these campaigns with other similar initiatives in the community should also be considered to minimize the risk of detracting from multiple requests for monetary contributions. Major projects merit considering issuing an RFP for professional services to design a structured campaign plan. Bonds 18 https://cityparksalliance.org/wp-content/ uploads/2019/06/Closing_the_Gap_Funding_Report.pdf?pdf=report, https://www.designcouncil.org.uk/ fileadmin/uploads/dc/Documents/paying-for-parks.pdf 19 https://cityparksalliance.org/wp-content/ uploads/2019/06/Closing_the_Gap_ Funding_Report.pdf?pdf=report Some municipalities are using bonds to borrow money and finance large capital projects. A bond referendum or vote is administered to residents to gain approval of this form of debt financing. The municipality then uses revenue generated from the sale of the general obligation bonds to fund park projects. The bonds are repaid, with interest, typically through property tax revenue.18 Communities have passed bonds for parks and recreation infrastructure in Portland, Oregon; Dorchester County, South Carolina; and Scarborough, Minnesota. In Portland’s case study, community engagement was essential in passing the new bond measure with 74% of the public’s support.19 The City’s parks and recreation department organized polling, community- wide meetings, and educational campaigns. The bond was positioned to residents as a renewal of an existing 20-year bond from 1994, resulting in no increase in parks property tax rates and a focus on basic and urgent needs at the existing tax rates. The focus was on repairing and replacing infrastructure, removing access barriers, and adding restroom maintenance to parks. Today, the Parks Replacement Bond Community Oversight Committee monitors program progress and financial metrics. Appendix D Page 257 of 550 191 Private Partnerships Increasingly, the public realm is being enhanced through Privately-Owned Public Spaces (POPS). POPS are open/landscaped spaces that are privately owned and maintained but legally required to be open and accessible to the public.20 They are typically provided in exchange for additional height and density and often feature public art pieces, street furniture, and landscaping. Although POPS contribute to the public realm – particularly in urban environments – most municipalities consider them to be insufficient as parkland. However, since the passing of Bill 23, POPS and encumbered lands (e.g., public spaces developed on parking garages) must now be accepted as parkland conveyance. The Province has not released details or direction on an appropriate value for municipalities to credit POPS toward parkland dedication requirements. A look at other municipalities’ requirements related to POPS could provide insight for the Town in developing its own POPS policy. For example, the City of Mississauga’s 2019 Parks and Forestry Master Plan recommends covenanting these private lands as public space and requiring the building and maintenance of POPS to meet municipal standards and specifications. The City of Toronto also has extensive urban design guidelines for the provision of POPS that can be a good resource for the Town. 20 https://www.oba.org/Sections/Municipal-Law/Articles/Articles-2023/June-2023/From-Plazas-To-Parkland-Ontario%E2%80%99s-Bill-23-and Appendix D Page 258 of 550 Page 259 of 550 Page 1 of 5 Community Planning P. O. Box 1614, 21 Reeve Street Woodstock, Ontario N4S 7Y3 Phone: 519-539-9800 • Fax: 519-421-4712 www.oxfordcounty.ca Our File: A08-23 APPLICATION FOR MINOR VARIANCE TO: Town of Tillsonburg Committee of Adjustment MEETING: January 23, 2023 REPORT NUMBER: 2024-24 OWNER: Saishyam Holdings Ltd. 4 Antoine Street, Brampton, ON L7A 4J6 APPLICANT: Cyril J. Demeyere Limited (c/o Trevor Benjamins) 261 Broadway, Tillsonburg, ON N4G 4H8 REQUESTED VARIANCES: Relief from the following provisions have been requested to facilitate the construction of a new manufacturing building: • Section 17.2 - Zone Provisions – Table 17.2: Zone Provisions – Interior Side Yard, Minimum Width, to decrease the minimum required interior side yard from 3.0 m (9.8 ft) to 1.2 m (3.9 ft); and, • Section 5.24.2.1 - Off-Street Parking Required – Table 5.24.2.1 - Parking Standards, to reduce the total number of required parking spaces from thirteen (13) to twelve (12). LOCATION: The subject property is described as Part 1, 41R-10451, Town of Tillsonburg. The property is located on the east side of Bell Mill Sideroad, on the County of Norfolk border, between Highway 3 and Rokeby Sideroad, and is known municipally as 1410 Bell Mill Sideroad, Tillsonburg. BACKGROUND INFORMATION: COUNTY OF OXFORD OFFICIAL PLAN: Schedule T-1 Town of Tillsonburg Land Use Plan Industrial TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: General Industrial Zone (MG) Page 260 of 550 File Number: A08-23 Report Number: 2024-24 Page 2 Page 2 of 5 SURROUNDING USES: The land uses to the north and west of the subject lands are industrial. The lands to the east and south of the lands are in Norfolk County occupied by a golf course (east) and agricultural use (south). a) Purpose of the Application The applicant has applied for relief from the above-noted provisions of the Town’s Zoning By-law to facilitate the construction of a new manufacturing building on the subject lands. The proposed business involves the fabrication of custom iron gates and railings. The new structure will be approximately 501.9 m2 (5,402. ft2) with an anticipated future addition of 209.1m2 (2,250.7 ft2) for a total of 711 m2 (7,653.1 ft2). Staff note that without the proposed addition, eleven parking spaces and one accessible parking space are required. When the addition is constructed, one additional parking space will be required for a total of thirteen parking spaces which includes one accessible parking space. In discussion with the Applicant, it was agreed to include the request for reduction in parking with the A08-23 application in anticipation of the addition, and a second Minor Variance Application would therefore not be required. The subject lands are approximately 0.21 ha (0.54 ac) in area, with approximately 23.1 m (75.79 ft) of frontage on Bell Mill Sideroad. The subject property is currently vacant. Plate 1, Location Map and Existing Zoning, shows the location of the subject lands and the existing zoning in the immediate vicinity. Plate 2, 2020 Aerial Map, provides an aerial view of the subject lands and surrounding area. Plate 3, Applicant’s Sketch, shows the location of the proposed new structure, as provided by the applicant. b) Agency Comments Tillsonburg Building Services Department commented that the project is subject to Site Plan Approval and if the side yard width is reduced to 1.2 m, concerns regarding spatial separation can be managed through specific construction methods and fire ratings as per the Ontario Building Code. Tillsonburg Hydro stated that depending upon the future electrical service request size, THI may require a 4.3 m x 4.3 m (14 ft x 14 ft) unobstructed area on the property for a pad mount transformer. Tillsonburg Economic Development & Marketing indicated that they do not have any concerns. They noted that the Town was the seller of this property, which was designated as a narrow right- of-way, and it has been a challenge to fit an industrial building including access, parking, and Stormwater Management on the property. Hence, it seems reasonable to support the relief requested. Tillsonburg Engineering Services, and County Public Works indicated that they do not have any comments or concerns. Page 261 of 550 File Number: A08-23 Report Number: 2024-24 Page 2 Page 3 of 5 c) Public Consultation Public Notice was provided to surrounding property owners on January 12, 2024 in accordance with the requirements of the Planning Act. As of the writing of this report, no comments or concerns had been received from the public. d) Intent and Purpose of the Official Plan The subject lands are designated ‘Industrial’ according to the Official Plan. Lands designated ‘Industrial’ are intended to attract modern industries which will enhance the existing mix of industries in the Town of Tillsonburg, expanding the industrial base. Section 8.3.5.1 – Industrial Areas – New Uses, states that within the ‘Industrial’ designation, permitted uses include assembling, manufacturing, fabricating, processing, repair activities, environmental industries, wholesaling, storage and warehousing industries, construction industries, communication and utility industries, transportation and cartage industries, and technological service industries. Section 8.3.5.4 – Industrial Areas – Zoning and Site Plan Control, sets out criteria that must be satisfied prior to development (compatibility, services, building location, parking and loading, and environment), and that Site Plan Control may be applied to Industrial Areas. Furthermore, several design criteria will be evaluated prior to the approval of any site plans including landscaping, storage areas, location of loading bays/service areas, traffic and access, parking, and drainage. The proposal is currently going through the Site Plan Approval process. Based on the applicant’s submission, Planning staff are generally satisfied that the proposed manufacturing use will have minimal impact on surrounding properties in terms of compatibility, use, form, and access. Furthermore, the requirements for Site Plan Control and the Building Permit Application process will address items including but not limited to buffering, drainage, layout, and access/egress. It is the opinion of the Planning office that this application complies with the policies outlined in Section 8.3.5 – Industrial Areas, as the proposed use is consistent with the uses permitted on lands designated ‘Industrial’. e) Intent and Purpose of the Zoning By-law The subject property is zoned ‘General Industrial Zone (MG)’ in the Town Zoning By-law. The MG zone permits a range or industrial type uses including a manufacturing plant and a fabricating plant. The proposed use is consistent with the uses permitted in the MG Zone. The applicant is proposing to construct a new manufacturing building on the subject lands to fabricate custom iron gates and railings. The new structure will be approximately 711 m2 (7,653.1 ft2) overall; a 501.9 m2 (5,402. ft2) initial building and anticipated addition of 209.1m2 (2,250.7 ft2). Based on the information provided in Plate 3: Applicant’s Sketch, the location of the proposed structure meets the relevant provisions of the MG zone including lot area, lot frontage, front yard depth, rear yard depth, lot coverage, landscaped open space. Page 262 of 550 File Number: A08-23 Report Number: 2024-24 Page 2 Page 4 of 5 The applicant is requesting relief from two provisions to facilitate the construction, as outlined previously in this report. Section 5.24 of the Zoning By-law establishes parking standards and requires off-street parking to be provided on the same lot as the building to which such parking is associated, in accordance with the parking standards provided in the Zoning By-law. Required off-street parking is generally determined based on use and gross floor area. These provisions endeavour to ensure that the number of parking spaces provided can accommodate the parking needs for the specific use without negatively impacting adjacent sites/uses and streets (e.g. parking on streets which could lead to traffic issues). Based on the calculations provided by the applicant, the proposed manufacturing facility (including the addition) will require a minimum of thirteen parking spaces (which includes one barrier-free parking space). In this case, staff are of the opinion that the reduction in required parking spaces by one space is reasonable. Twelve parking spaces will continue to provide adequate parking for the use of the property and avoid the need for off-site / street parking. Regarding the side yard setback, the required provision in the ‘MG’ Zone is 3.0 m (9.8 ft). The applicant has proposed to reduce this to 1.2 m (3.9 ft). The purpose of this provision is to provide adequate space for drainage and reasonable access to the building for maintenance purposes. Staff discussed this with the Chief Building Official who commented that reducing the side yard to 1.2 m will continue to provide appropriate drainage, access, and any concerns regarding spatial separation can be managed through specific construction methods and fire ratings as per the Ontario Building Code. In this instance, Planning staff are of the opinion that the subject lands are sufficiently large enough to accommodate the proposed structure and parking, any issues regarding spatial separation in the side yard can be addressed, and that the requested variances will not negatively impact the use of the site. f) Desirable Development / Use It is the opinion of this Office that the applicant’s requests can be considered minor and desirable for the development of the subject property. The proposed relief will allow for the construction of a new manufacturing facility in the Town of Tillsonburg. More specifically, the reduction in required parking spaces by one space will not impede the effective functioning of the site or negatively impact surrounding land uses/streets. Furthermore this will allow the owners to proceed with construction of a substantial addition in the future without submitting another Minor Variance application. The reduction in the side yard width will still allow for appropriate drainage on the site and provide reasonable access to the building for maintenance purposes, while providing opportunity to construct a building of the proposed size. Therefore, these variances can be considered minor. In light of the foregoing, it is the opinion of this Office that the requested relief is in keeping with the general intent and purpose of the Official Plan and Town Zoning By-law and can be given favourable consideration. Page 263 of 550 File Number: A08-23 Report Number: 2024-24 Page 2 Page 5 of 5 RECOMMENDATION: That the Town of Tillsonburg Committee of Adjustment approve Application File A08-23 submitted by Saishyam Holdings Ltd. for the lands known as Part 1, 41R-10451, 1410 Bell Mill Sideroad, Town of Tillsonburg, as it relates to: Section 17.2 - Zone Provisions – Table 17.2: Zone Provisions – Interior Side Yard, Minimum Width, to reduce the minimum required interior side yard from the southerly lot line from 3.0 m (9.8 ft) to 1.2 m (3.9 ft); and, Section 5.24.2.1 - Off-Street Parking Required – Table 5.24.2.1 - Parking Standards, to reduce the total number of required parking spaces from thirteen (13) to twelve (12). subject to the following conditions: a) a building permit for the proposed building shall be issued within one (1) year of the date of the Committee's decision. As the proposed variances are: (i) minor variances from the provisions of the Town of Tillsonburg Zoning By-law No. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. SIGNATURES Authored by: "Original Signed by" Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: "Original Signed by" Gordon K. Hough, RPP Director Page 264 of 550 December 5, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map and Existing Zoning File No. A08-23 - SAISHYAM HOLDINGS LTD. Part 1, Plan 41R-10451, 1410 Bell Mill Sideroad, Tillsonburg Bell Mill Sideroad Subject Property Wabash Road Rokeby Sideroad Concession Road 3 North Talbot Road (NTR) Lands in Norfolk CountyLands in Town of Tillsonburg Page 265 of 550 December 5, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: 2020 Aerial Map File No. A08-23 - SAISHYAM HOLDINGS LTD. Part 1, Plan 41R-10451, 1410 Bell Mill Sideroad, Tillsonburg Lands in Town of Tillsonburg Lands in Norfolk County Subject PropertyWabash Road Bell Mill Sideroad Concession Road 3 North Talbot Road (NTR) Rokeby Sideroad Page 266 of 550 O/HO/HO/HO/HO/HO/HO/HO/HO/HO/HO/HO/HO/HO/HSANSANSANSANSANGGGGGGGGGGGGG G GGGGGG G W W WWWWWWWWT T T T TT TTTTTTTT T T F F O/H O/H O/H O/H O/H FUTU R E A D DI TI O N 209.1 m 2 STOR A G E AREA PROP O S E D B UI L DI N G 501.9 m 2 W W W W SAN SAN SAN SAN WW SAN N DRAWING No.DATE: CHECKED BY:DRAWN BY: PROJECT NO. DESIGN BY: SURVEY BY:BYDATEREVISIONNo. Cyril J. Demeyere Limited P.O. Box 460, 261 Broadway Tillsonburg, Ontario. N4G 4H8 Tel: 519-688-1000 866-302-9886 Fax: 519-842-3235 cjdl@cjdleng.com STAMP:LEGEND METALFER IRON DESIGNS LTD. 1410 BELL MILL SIDE ROAD OWNER: SAISHYAM HOLDINGS LTD TOWN OF TILLSONBURG SERVICING PLAN 23004 2 GEN AK PJP 2 NOV 2023TPM TOWN OF TILLSONBURG SCALE 1:250 EXISTING/PROPOSED SANITARY EXISTING/PROPOSED STORM DITCH/SWALEEXISTING/PROPOSED WATERMAIN EXISTING/PROPOSED WATER SERVICE UNDERGROUND BELL LINE EXISTING/PROPOSED UNDERGROUND POWER EXISTING/PROPOSED NATURAL GAS LINE EXISTING/PROPOSED OVERHEAD POWER EXISTING/PROPOSED UNDERGROUND FIBRE OPTIC UNDERGROUND CABLE LINE TOE OF SLOPE, TOP OF BANK FENCE EDGE OF GRAVEL CURB, DROPPED CURB EDGE OF PAVEMENT EXISTING/PROPOSED MANHOLE EXISTING/PROPOSED CLEAN OUT EXISTING/PROPOSED CATCH BASIN EXISTING/PROPOSED VALVE EXISTING/PROPOSED CURB STOP EXISTING/PROPOSED HYDRANT GUY WIRE, UTILITY POLE LIGHT STANDARD TRAFFIC SIGNAL SIGN GAS VALVE UTILITY PEDESTAL TRANSFORMER SURVEY BARS CONIFEROUS, DECIDUOUS TREE SHRUB EDGE OF BUSH/DRIP LINE GEOTECHNICAL BORE HOLE SITE LIMITS BUILDING ENTRANCE MOUNTED LIGHTING PONDING LIMITS RAINWATER DOWNSPOUTBELL MILL SIDEROADGENERAL INDUSTRIAL GENERAL INDUSTRIAL AGRICULTURAL GE O R A I L ( C N R ) ROK E B Y SIDE R O A D TOW N O F TI L L S O N B U R G NOR F O L K C O U N T Y 1 ISSUED FOR SITE PLAN APPLICATION 25/10/2023 PJP 2 ISSUED FOR MINOR VARIANCE APPLICATION 02/11/2023 PJP I:\ACAD Projects\2023\23004\04-Layouts\23004_Servicing & Grading Plan.dwg, 2023-11-02 1:49:42 PM, CJDLPC34, 1:25.4Subject Property Proposed Building Proposed Addition Lands in Norfolk County Lands in Town of Tillsonburg Plate 3: Applicant's Sketch File No. A08-23 - SAISHYAM HOLDINGS LTD. Part 1, Plan 41R-10451, 1410 Bell Mill Sideroad, Tillsonburg Page 267 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 To: Mayor and Members of Tillsonburg Council From: Laurel Davies Snyder, Development Planner, Community Planning Applications for Official Plan Amendment and Zone Change OP 23-12-7 & ZN 7-23-09 – Tillsonburg LTC Inc. (People Care Inc.) REPORT HIGHLIGHTS • Applications have been initiated to amend the Official Plan and the Zoning By-law to facilitate the development of a continuum-of-care facility on a former school site. • The proposed Official Plan Amendment would redesignate the site from Residential to Community Facilities and the zone change application proposes to rezone the subject lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2-sp)’ & ‘Special Major Institutional Holding Zone (IN2-sp (H))’ to permit the future development of a 3-storey Long Term Care Facility, a 5-storey Retirement Home and a 4-storey Apartment Dwelling. • Staff recommend approval of the applications as they are consistent with the Provincial Policy Statement (PPS), and support and maintain the intent and purpose of the Official Plan respecting meeting the existing and future land requirements and needs for health care and housing options for current and future residents of the Town. DISCUSSION Background OWNER: Corporation of the Town of Tillsonburg 10 Lisgar Avenue, Tillsonburg ON N4G 5A5 APPLICANT: Tillsonburg LTC Inc. (PeopleCare Inc.) 735 Bridge Street West, Waterloo, ON N2V 2H1 AGENT: GSP Group Inc. c/o Heather Price 72 Victoria St, South, Suite 201, Kitchener, ON N2G 4Y9 LOCATION: The subject lands are legally identified as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg. The subject lands are located on the west side of Maple Lane, between Brock Street East and Concession Road East, and are municipally known as 25 Maple Lane, Tillsonburg. Page 268 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 2 of 13 COUNTY OF OXFORD OFFICIAL PLAN: Existing: Schedule “T-1” Tillsonburg Land Use Plan Residential Proposed: Schedule “T-1” Tillsonburg Land Use Plan Community Facilities Schedule “T-3” Tillsonburg Leisure Resources Remove former and School Facilities Plan Elementary School TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Existing Zoning: Minor Institutional Zone (IN1) Requested Zoning: Special Major Institutional Zone (IN2-sp) PROPOSAL: In August 2022, the subject property was acquired by the Town of Tillsonburg from the Thames Valley District School Board (TVDSB) for the development of a continuum-of-care facility consisting of a Long-Term Care Establishment, Retirement Home, and Apartment Dwelling. Tillsonburg LTC Inc. C/O PeopleCare Inc. has entered into an agreement of purchase and sale with the Town of Tillsonburg subject to these applications. The Official Plan Amendment application proposes to redesignate the subject lands from ‘Residential’ to ‘Community Facilities’. The Zone Change application proposes to rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional (sp-IN2) and ‘Special Major Institutional Holding Zone (sp-IN2(H)). The effect of the proposed amendments would be to permit the development of three buildings that will function as a continuum of care. The proposed development includes: • BLOCK 1: 3-storey Long Term Care Facility (up to 160 beds). The applicant requested the following special provisions: o a maximum lot coverage of 36.2% where 30% is permitted; o a minimum landscaped open space of 30.1% where 35% is required; and, o one (1) loading space where three (3) are required. • BLOCK 2: 5-storey Retirement Home (up to 150 beds) and 4-storey Apartment Dwelling (up to 50 units). The applicant requested the following special provisions: o a maximum lot coverage of 30.3% where 30% is the maximum; o 30.2% of landscaped open space where 35% is the minimum; o a maximum building height of 15 m for the Retirement Home where 12 m (39.4 ft) is the maximum; o 172 parking spaces for the Retirement Home where 188 is the required number of parking spaces; o an interior side yard of 2.4 m (7.8 ft) for the Apartment Dwelling where 6 m (19.6 ft) is the minimum; and, o one (1) loading space per use. Page 269 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 3 of 13 • BLOCK 3: Proposed Holding Provision due to soil contamination to be used for parking and loading. The applicant has requested the following special provision: o relief from the minimum frontage requirement. The subject property is approximately 2.27 ha (5.63 ac) in area and currently contains a vacant educational facility (Maple Lane Public School), which will be demolished pending approval of the Zoning By-law Amendment and Official Plan Amendment applications. Surrounding land uses include low density residential to the east, medium density residential and commercial uses to the north, and commercial, residential, and institutional uses to the south and west. A Planning Justification Report (PJR), Transportation Impact Brief, and Functional Servicing and Stormwater Management Report were completed in support of the applications. Plate 1 – Location Map and Existing Zoning illustrates the location of the subject property and the existing zoning in the immediate vicinity. Plate 2 – 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3 – Applicant’s Sketch, illustrates the proposed concept for the site. Application Review PROVINCIAL POLICY STATEMENT The 2020 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions “shall be consistent with” all policy statements issued under the Act. Section 1.1.1 of the Provincial Policy Statement (PPS) directs that healthy, liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term, accommodating an appropriate affordable and market-based range and mix of residential types (including single-detached, additional residential units, multi-unit housing, affordable housing and housing for older persons), employment, institutional, recreation, park and open space, and other uses to meet long-term needs. Section 1.1.2 of the PPS directs that sufficient land shall be made available to accommodate an appropriate range and mix of land uses to meet projected needs for a time horizon of up to 25 years, informed by provincial guidelines. Section 1.1.3.4 directs that appropriate development standards shall be promoted which facilitate intensification, redevelopment, and compact form, while avoiding or mitigating risks to public health and safety. Section 1.4, Housing, and specifically Subsection 1.4.3 states that planning authorities shall provide for an appropriate range and mix of housing types and densities to meet projected requirements of current and future residents of the regional market area by: Page 270 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 4 of 13 • Establishing and implementing minimum targets for the provision of housing which is affordable to low and moderate income households; • Permitting and facilitating all forms of housing required to meet the social, health and well-being requirements of current and future residents; • Permitting and facilitating all types of residential intensification, including additional residential units and redevelopment, in accordance with policy 1.3.3.3; • Directing the development of new housing towards locations where appropriate levels of infrastructure and public service facilities are or will be available to support current and • projected needs; • Promoting densities for new housing which efficiently use land, resources, infrastructure, and public service facilities, and support the use of active transportation and transit in areas where it exists or is to be developed; and, • Establishing development standards for residential intensification, redevelopment and new residential development which minimize the cost of housing and facilitate compact form, while maintaining appropriate levels of public health and safety. Section 3.2.2 of the PPS directs that “sites with contaminants in land or water shall be assessed and remediated as necessary prior to any activity on the site associated with the proposed use such that there will be no adverse effects”. OFFICIAL PLAN The subject lands are currently designated ‘Residential’ according to the Land Use Plan for the Town of Tillsonburg. Residential Areas are those lands primarily designated for housing purposes which may also include other land uses which are integral to and supportive of a residential environment. Minor institutional uses, such as public elementary and secondary schools are permitted in the residential designation. To facilitate the development of the proposed continuum-of-care on the subject lands, the applicant has applied to redesignate the subject lands from ‘Residential’ to ‘Community Facilities’. Section 8.5, Community Facilities and Minor Institutional Uses, establishes the goals, strategic approach, and policy framework guiding Community Facilities in the Town of Tillsonburg. Section 8.5.1 identifies that designating land for hospitals, educational facilities and major cultural, recreational and health care facilities is a priority, and recognizes the changing nature of these facilities; specifically, from providers of specific services to providers of a wider range of functions. Section 8.5.2 identifies that the ‘Community Facilities (CF)’ designation is intended to provide for large scale institutional, cultural, and recreational uses which serve residents throughout the Town and within the southern part of Oxford County, portions of Elgin County, and the Region of Haldimand-Norfolk. These facilities, because of their size and scale, or because of the range of activities and functions which occur on site, attract large numbers of people on a regular basis and constitute major centres of activity in the Town. The nature of these uses requires sensitive integration to minimize potential effects of Community Facilities on adjacent land uses. Permitted Uses within the ‘Community Facilities’ designation includes: • Hospitals; • Major recreational facilities; • Large cultural and educational facilities; • Religious institutions; • Public administration buildings; Page 271 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 5 of 13 • Larger scale nursing homes and rest homes with 20 or more beds; • Homes for the aged; • Funeral homes; • Fairgrounds; • Cemeteries; • Chronic care facilities which provide continuous medical supervision for patients; • Facilities utilized primarily by service clubs; • Trade unions and community cultural groups; • Continuum-of-care developments which provide a range of accommodations from independent residential units to chronic care facilities within the same complex; and, • Emergency shelters and similar types of community-oriented uses. In addition to the uses listed above, all forms of institutional uses permitted in the Residential Areas designation including elementary and secondary schools, churches, day care facilities and public uses, such as fire, police and ambulance service uses, are also permitted. A limited range of secondary uses associated with and serve the needs of the main facility in the Community Facilities designation and do not detract from the function of the area may also be permitted (e.g. office, personal service, convenience retail stores, meeting rooms). Recognizing that predicting land requirements for Community Facility and Institutional uses is challenging, Section 8.5.2.1 sets out the following policies to guide and evaluate proposals in the Community Facilities designation: • LOCATIONAL CRITERIA: Community Facilities will generally be located on an arterial or collector road. • COMPATIBILITY: The compatibility of the proposed development with surrounding land uses, having regard to the proposed height, setbacks, parking requirements and location, site coverage, the bulk, scale and layout of buildings, and the ability to implement planned future land uses in the area. • TRAFFIC: The potential effect of traffic from the proposed use on the Town and County Road system and surrounding land uses, as well as any necessary functional transportation improvements required to support the use. • MUNICIPAL SERVICES: The availability of utilities and sewer and water facilities to service the site. • ENVIRONMENT: The effect of the proposed expansion or new designation on environmental resources as well as how such expansion or new designation may be affected by environmental constraints will be addressed in accordance with the policies of Section 3.2, as appropriate. • SITE PLAN AND SUPPORTING STUDIES REQUIRED: In order to assist the Town Council and County Council in evaluating an Official Plan amendment application to expand or to establish a new Community Facilities designation, the application will be accompanied by an acceptable site plan and any studies necessary to assist in the evaluation of the above-noted criteria as well as the policies of this Section. Page 272 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 6 of 13 • Section 8.5.2.2 establishes that Site Plan Control will be required for uses in the Community Facilities designation. TOWN OF TILLSONBURG ZONING BY-LAW The subject lands are currently zoned ‘Minor Institutional Zone (IN1)’. Permitted uses within the ‘Minor Institutional Zone (IN1)’ include a range of uses set out in Section 19.1. The applicant proposes to rezone the lands to ‘Special Major Institutional Zone (IN2-sp)’ and ‘Special Major Institutional Holding Zone (IN2-sp(H)). The uses permitted in the ‘IN2’ Zone include: • an arena or community centre; • a funeral home; • a fire, police or ambulance station; • a government administrative office; • an institutional hall or lodge; • a medical/dental centre; • a nursing home; • a public or private hospital; • a public park; • a retail outlet, business office or eating establishment accessory to a permitted use; • a special needs home; and, • any use permitted in an IN1 zone. The proposed continuum-of-care development on the subject lands includes a Long Term Care Facility, Retirement Home, and an Apartment Dwelling. Long Term Care Facilities are permitted in the ‘IN2’ zone, however, to facilitate the development of the Retirement Home and the Apartment Dwelling, the amending Zoning By-law must include these specific uses. The following special provisions are being requested to facilitate the proposed development: • Block 1: Long Term Care Facility o a maximum lot coverage of 36.2% where 30% is permitted; o a minimum landscaped open space of 30.1% where 35% is required; and, o one (1) loading space where three (3) are required. • Block 2: Retirement Home and Apartment Dwelling o a maximum lot coverage of 30.3% where 30% is the maximum; o 30.2% of landscaped open space where 35% is the minimum; o a maximum building height of 15 m for the Retirement Home where 12 m (39.4 ft) is the maximum; o 172 parking spaces for the Retirement Home where 188 is the required number of parking spaces; o an interior side yard of 2.4 m (7.8 ft) for the Apartment Dwelling where 6 m (19.6 ft) is the minimum; and, o one (1) loading space per use. • Block 3: ‘No Build Zone’ (Parking and Loading) o relief of minimum lot frontage. Page 273 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 7 of 13 AGENCY COMMENTS Town of Tillsonburg Engineering Services Department and Tillsonburg Hydro do not have any comments or concerns. Oxford County Public Works commented that since the development on the subject lands will be phased, they do not have any concerns regarding servicing capacity. Furthermore, the proposed Site Plans for each phase will be reviewed for servicing. Town of Tillsonburg Building Services Department requested that information regarding employee parking is provided. Southwestern Public Health commented that they do not have any objections to the applications as they currently stand; the applicant will be required to consult with their office to receive approval for the retail kitchen. PUBLIC CONSULTATION Notice of the Application for Consent was provided to the public and surrounding property owners in accordance with the requirements of the Planning Act on November 29, 2023 and January 9, 2024. At the time of writing this report, two letters of objection were received from surrounding property owners and have been included as attachments to this report. Planning Analysis Applications have been received to amend the Official Plan and the Town’s Zoning By-law to permit the development of continuum-of-care facility on the subject lands consisting of a 3-storey Long Term Care Facility (up to 160 beds), a 5-storey Retirement Home (up to 150 beds) and a 4-storey Seniors’ Apartment Home (up to 50 units) on the subject lands. It is anticipated that the development will be phased over time and will start later in 2024 with the Long Term Care Facility on Block 1. The submitted applications seek to redesignate the lands from ‘Residential’ to ‘Community Facilities’ and rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2-sp)’ and ‘Special Major Institutional Holding Zone (IN2-sp(H)). Planning Staff are of the opinion that the proposal is consistent with and supports the policies of the Provincial Policy Statement (PPS). The proposed development is an efficient use of land and municipal services within a settlement area, efficiently using existing infrastructure and resources. In addition, the development contributes to providing a range of housing types and long term care options for both the current and future residents of the Town of Tillsonburg and for the broader regional market area. With respect to the land contaminants on Block 3 of the subject lands, the proposed development plan proposes to designate Block 3 for parking and loading purposes, and it is recommended to implement a Holding Provision to ensure that the identified contamination is resolved and addressed prior to the development of these lands. With respect to the proposed Official Plan amendment to provide a continuum-of-care on the subject lands consisting of a Long Term Care Facility, Retirement Residence, and Apartment Dwelling, it is the opinion of Planning staff that the Official Plan criteria respecting the designation of ‘Community Facility’ areas have been satisfactorily addressed. Page 274 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 8 of 13 More specifically, Staff are of the opinion that as per the policies in Section 8.5.2.1 of the Official Plan, the location of the subject lands is appropriate for the uses. The lands were previously used for an elementary school and surrounding land uses include residential, commercial, and institutional land uses that are considered to be compatible with the uses being proposed in these applications. Staff are of the opinion that the size and orientation of the site provides sufficient flexibility for efficient and effective site design to mitigate any potential adverse effects on the amenities and character of any adjacent uses. Furthermore, staff are of the opinion that the proposed location and orientation of the proposed buildings, parking, and internal streets allows for appropriate and reasonable buffering from adjacent uses. Plate 3 illustrates the proposed development, which has been designed to function as a continuum-of-care ‘campus’ where the infrastructure, services, and amenities between each block are physically and functionally integrated (i.e. through amenity areas, parking lots, driveways, building link). • Block 1: The proposed 3-storey Long Term Care facility is in the northeast corner of the subject lands. Parking spaces are located on the north, south, and west sides of the building. An interior courtyard is located approximately in the middle of the building’s footprint. • Block 2: This block consists of the proposed 5-storey Retirement Home and the proposed 4-storey Apartment, which will be structurally linked. The proposed Retirement Home is in the southeast corner of the subject lands. Parking is located to the south of the building, and on Block 3. The proposed Apartment is in the northwest corner of the subject lands. Parking is located to the east and west of the building, and on Block 3. The main amenity area for Block 2 is located to the north of the Retirement Home; there is a small amount of amenity space on the west and east of the apartment building. • Block 3: This is a “no build zone” which will be used for parking and loading space purposes. Staff is of the opinion that the overall design of the subject lands has adequately considered compatibility with adjacent uses. More specifically, the lowest building in the development – the proposed 3-storey Long Term Care facility - is set back from Maple Lane and buffered from existing residential uses through parking and the main driveway. The proposed 5-storey Retirement Home is buffered from adjacent uses by a parking area and Fire Route. The proposed 4-storey Apartment has been designed to orient much of the building mass internally to the site and the part of the Apartment facing the adjacent uses is buffered by parking and a Fire Route. The development of the subject lands will be phased, starting with the Long-Term Care Facility in 2024. To support this initial phase, a Transportation Impact Brief was prepared by Paradigm Transportation Solutions Limited. This document reviewed the site with respect to estimating the transportation impacts of the proposed development, and the adequacy of the proposed parking supply. Access to the subject lands is provided by a main driveway off Maple Lane and an internal road system connects the uses, parking, and amenity areas. The Transportation Impact Brief concluded that given the specific uses proposed for the subject lands, the redevelopment of the site will have minimal impact on the surrounding transportation network, the number of parking spaces provided is sufficient, and there is no need for off-site transportation enhancements at this time. Tillsonburg Engineering Services Staff reviewed the Transportation Impact Brief and noted that although a complete traffic analysis is not required at this time, they are requesting that the applicant consult with Paradigm Transportation Solutions Limited and provide the Town with anticipated staffing numbers to ensure that residents requiring onsite parking and visitors can be accommodated. This will be addressed through the Site Plan approval process. Page 275 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 9 of 13 A Functional Servicing and Preliminary Stormwater Management Report was prepared by WalterFedy. This report reviewed servicing opportunities and constraints for the site and included a proposed preliminary grading and servicing strategy, including stormwater management. Town Engineering Department Staff confirmed that the Stormwater Management design will be reviewed through the Site Plan Approval process for the subject lands, to ensure that the design incorporates the requirements of the Town Development and Design Guidelines. With respect to the proposed zoning amendments, the applicant has requested the following relief: • Block 1: Long Term Care Facility o a maximum lot coverage of 36.2% where 30% is permitted; o a minimum landscaped open space of 30.1% where 35% is required; and, o one (1) loading space where three (3) are required. • Block 2: Retirement Home and Apartment Dwelling o a maximum lot coverage of 30.3% where 30% is the maximum; o 30.2% of landscaped open space where 35% is the minimum; o a maximum building height of 15 m for the Retirement Home where 12 m (39.4 ft) is the maximum; o 172 parking spaces for the Retirement Home where 188 is the required number of parking spaces; o an interior side yard of 2.4 m (7.8 ft) for the Apartment Dwelling where 6 m (19.6 ft) is the minimum; and, o one (1) loading space per use. • Block 3: ‘No Build Zone’ (Parking and Loading) o relief of minimum lot frontage. Staff have discussed these requests with Town of Tillsonburg Engineering Staff and Town of Tillsonburg Building Services Staff and are of the opinion that given the integrated and shared nature of the site and the proposed uses, these special provisions are reasonable reductions and will not negatively impact the functioning of the site or adjacent uses. With respect to Block 3, it is the intent of the applicant to use these lands for parking and loading purposes until the lands can be remediated, a Record of Site Condition can be issued, or an appropriate Risk Assessment prepared by a Qualified Environmental Consultant is prepared, to permit further development of these lands. Although planning staff typically would not support creating or recognizing a lot having no legal frontage, it is noted that these lands will be required to be fully integrated with the balance of the development and a future Site Plan Approval process will require appropriate access to be provided to the satisfaction of the Town. Given that no development can occur prior to issuance of a Record of Site Condition, or an appropriate Risk Assessment prepared by a Qualified Environmental Consultant is prepared and submitted, or Site Plan Approval has been granted, planning staff are of the opinion that including a provision to grant relief of the requirement to have frontage on an improved street can be considered appropriate in this instance. As previously noted, Section 8.5.2.2 establishes that Site Plan Control will be required for uses in the Community Facilities designation and sets out the design criteria used to evaluate proposals/site plans; these items will be considered in future Site Plan Approval applications for the development as proposed on the subject lands. Page 276 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 10 of 13 This office is of the opinion that the proposed amendment to the Official Plan to accommodate the proposed development of the subject lands complies with the relevant policies of the Official Plan for Community Facilities as proposed through these applications as the proposed amendment supports goals of the Official Plan regarding providing long term care and housing opportunities. This office is also of the opinion that the proposed Zoning By-law amendment is appropriate and can be given favourable consideration. RECOMMENDATIONS 1. It is recommended that the Council of the Town of Tillsonburg advise County Council that the Town supports the application to amend the Official Plan (File No. OP 23-12-7) as submitted by the Tillsonburg LTC Inc. (People Care Inc.), for lands legally described as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg, municipally known as 25 Maple Lane in the Town of Tillsonburg, to re-designate the lands from Residential to Community Facilities; 2. And further, it is recommended that the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-09), submitted by Tillsonburg LTC Inc. (PeopleCare Inc.)/Town of Tillsonburg, whereby the lands legally described as Part Lot 380 Plan 500, 41R-9104, municipally known as 25 Maple Lane in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2-sp)’ and ‘Special Major Institutional Holding Zone (IN2-sp (H)’. SIGNATURES Authored by: "Original Signed by" Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: "Original Signed by" Eric Gilbert, RPP, MCIP Manager of Development Planning Page 277 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 11 of 13 Appendix A Correspondence Received regarding OP-23-12-7 & ZN7-23-09 Page 278 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 12 of 13 Page 279 of 550 Report No: CP 2024-25 COMMUNITY PLANNING Council Date: January 23, 2024 Page 13 of 13 Page 280 of 550 November 27, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 1920 Notes NAD_1983_UTM_Zone_17N 96 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map with Existing Zoning File No. ZN7-23-09; OP23-12-7 - Tillsonburg LTC Inc. (PeopleCare Inc.) Part Lot 380 Plan 500, 41R-9104 - 25 Maple Lane, Tillsonburg Existing School - to be removed Subject Lands Concession Street East Demeyere Avenue Bridge Street East Elgin Street Durham Street Brock Street Maple LaneTillson Avenue Page 281 of 550 November 27, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 1920 Notes NAD_1983_UTM_Zone_17N 96 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Existing School - to be removed Subject Lands Plate 2: 2020 Aerial Map File No. ZN7-23-09; OP23-12-7 - Tillsonburg LTC Inc. (PeopleCare Inc.) Part Lot 380 Plan 500, 41R-9104 - 25 Maple Lane, Tillsonburg Demeyere Avenue Maple Lane Concession Street East Tillson Avenue Brock Street East Bridge Street Durham Street Page 282 of 550 x x REF.SITE DATA -PARCEL 1 25 Maple Lane, Tillsonburg, ON DATA REQUIRED PROVIDED ZONING LOT AREA (m²) FRONT YARD (m) INTERIOR SIDE YARD (m) REAR YARD (m) 900m² MIN 10m MIN 22.9 m 6m MIN 20.9 m, 6.06 m 10m MIN 10.9 m 8,082m² (1.99 acres) ZONING -IN2-4 Major Institutional SETBACKSBUILDING DATA DATA LTC:REQUIRED PROVIDED LTC DENSITY (# of units)160 units LANDSCAPING DATA -PARCEL 1 DATA REQUIRED PROVIDED LANDSCAPE AREA (%) LANDSCAPE AREA (m²)2,505 m² 35% MIN 30.1% GROSS FLOOR AREA (m²) 3 12m MAX.10.2m 8,711 m² NUMBER OF STOREYS BUILDING HEIGHT (m) BUILDING AREA (m²)2,927 m² VEHICLE PARKING DATA -PARCEL 1 DATA REQUIRED PROVIDED LONG TERM CARE PARKING (1/3 BEDS) 160/3 = 54 59 BARRIER FREE PARKING (13-100 = 4% OF REQ'D) 3 (INCLUSIVE)3 (INCLUSIVE) TOTAL 59 LOT FRONTAGE (m)20m MIN 76.6 m LOT COVERAGE (%)30% MAX 36.2% HARDSCAPE AREA (m²)2,650 m² BUILDING FOOTPRINT (m²)2,927 m² TOTAL 8,082 m² *LANDSCAPE AREA INCLUDES SIDEWALKS 54 LONG-TERM CARE (LTC) LOADING DATA DATA REQUIRED PROVIDED LONG TERM CARE PARKING (6,501-12,000m²) 3 1 SITE LEGEND EXIT EMERGENCY EXIT WALTER FEDY -SANITARY LINE U.P. = UTILITY POLE LIGHT STANDARD FENCE DROP CURBD.C. STAFF PARKING VISITOR PARKING S V SNOW MELT AREA L.S. TACTILE STRIP FIRE DEPARTMENT CONNECTIONFDC SITE DATA -PARCEL 2 25 Maple Lane, Tillsonburg, ON DATA REQUIRED PROVIDED ZONING LOT AREA (m²) RH FRONT YARD (m) RH INTERIOR SIDE YARD (m) RH REAR YARD (m) 900m² MIN 10m MIN 23 m 6m 22 m, 6 m 10m 17.2 m 12,110 m² (2.99 acres) ZONING -IN2-4 Major Institutional SETBACKSLOT FRONTAGE (m)20m MIN LOT COVERAGE (%)30% MAX BUILDING DATA -RETIREMENT HOME DATA RETIREMENT:REQUIRED PROVIDED RETIREMENT DENSITY 150 beds GROSS FLOOR AREA (m²) 5 12m MAX.15m 10,510 m² NUMBER OF STOREYS BUILDING HEIGHT (m) BUILDING AREA (m²)2,102 m² BUILDING DATA -SENIORS APARTMENT DATA SENIORS APARTMENT:REQUIRED PROVIDED APARTMENT DENSITY (# of units)50 units GROSS FLOOR AREA (m²) 4 12m MAX.12m 5,876 m² NUMBER OF STOREYS BUILDING HEIGHT (m) BUILDING AREA (m²)1,469 m² LANDSCAPING DATA -PARCEL 2 DATA REQUIRED PROVIDED LANDSCAPE AREA (%) LANDSCAPE AREA (m²)3,977 m² 35% MIN 32.8% HARDSCAPE AREA (m²)4,461 m² BUILDING FOOTPRINT (m²)3,672 m² TOTAL 12,110 m² *LANDSCAPE AREA INCLUDES SIDEWALKS *BUILDING AREA INCLUDES BUILDING LINK RETIREMENT HOME (RH) AND SENIOR'S APARTMENTS (SA) VEHICLE PARKING DATA -PARCEL 2 & 3 DATA REQUIRED PROVIDED BARRIER FREE PARKING (101-200 = 3% OF REQU) RETIREMENT HOME PARKING (3/4 BEDS) 150/4 X 3 = 113 97 4 (INCLUSIVE)4 (INCLUSIVE) TOTAL 97113 SA FRONT YARD (m) SA INTERIOR SIDE YARD (m) SA REAR YARD (m) 10m MIN 116.1 m 6m 17.2m, 17.9m, 3.3m, 2.4m 10m 17.5mSETBACKS SENIORS APARTMENT PARKING (1.5/UNIT) BARRIER FREE PARKING (13 -100) = 4% OF REQU) 50X1.5 = 75 75 3 (INCLUSIVE)3 (INCLUSIVE) TOTAL 172188 62.1 m 30.3% SITE DATA -PARCEL 3 25 Maple Lane, Tillsonburg, ON DATA REQUIRED PROVIDED ZONING ZONING -IN2-4 Major Institutional* N/A N/A LOT AREA (m²)900m² MIN 2,586 m² (0.64 acres) LOT FRONTAGE (m) LOT COVERAGE (%)30% MAX 20m MIN NO BUILD ZONE BUILDING LINK AREA (m²)101 m² *SITE SPECIFIC ZONING PROVISIONS TBD 150060001500 1000015006000 1500300060001000 10000 MAPLE LANEN78°17'55"E 126.745 6.0m SIDE YARD SETBACK 1.5m INSTITUTIONAL PARKING SETBACKN11°29'15"W36.07010.0m REAR YARD SETBACK1.5m INSTITUTIONAL PARKING SETBACK6.0m SIDE YARD SETBACK 1.5m INSTITUTIONAL PARKING SETBACK N78°28'40"E 50.360N11°31'55"W58.491N11°42'00"W43.912N78°17'15"E 32.737 6.0m SIDE YARD SETBACK 1.5m INSTITUTIONAL PARKING SETBACK 3.0m PLANTING STRIP ABUTTING RESIDENTIAL ZONE N78°17'15"E 106.196 N11°12'25"W138.6231.0m INSTITUTIONAL PARKING SETBACKEX. FIRE HYDRANT LOCATION BH7 BH27 BH4 BH28 BH1 BH2 BH22 BH16 BH26 BH19 BH15 BH14 BH9 NO BUILD ZONE 1.5m INSTITUTIONAL PARKING SETBACK 3.0m PLANTING STRIP ABUTTING RESIDENTIAL ZONE DROP OFF 1.5m INSTITUTIONAL PARKING SETBACK10.0m REAR YARD SETBACK10000 1500 FIRE ROUTE CSW PROPOSED RETIREMENT HOME 150 BEDS GFA 10,510m² 5 STOREYS FDC MAIN ENTRANCE LOT AREA = 2.1 ACRES EXIT / FIREFIGHTERS ENTRANCE PROPOSED SENIORS APARTMENT 50 UNITS GFA 5,876m² 4 STOREYS MAIN ENTRANCE MOVING ROOM GARBAGE ROOM FDC EXIT EXIT LOT AREA = 1.75 ACRES AABB AA 14.0m x 4.0m LOADING GARBAGE ROOM RECEIVING ROOM 5 PARKING STALLS 77 PARKING STALLS 59 PARKING STALLS28 PARKING STALLS16 PARKING STALLS 35 PARKING STALLSPROPOSED LONG TERM CARE HOME 160 BEDS GFA 8,711m² 3 STOREYS LEVEL 2 & 3 BALCONYBALCONY ON LEVEL 2 & 3 LANDSCAPED COURTYARD EXIT MAIN ENTRANCEFDCOH OH RECEIVING ROOM / MECHANICAL ROOM GARBAGE ROOM EXIT LOT AREA = 1.99 ACRES 14.0m x 4.0m LOADING DROP OFFBUILDING LINK GENERATOR DROP OFFABA14.0m x 4.0mLOADINGCSW CSW CSW CSWCSWCSW CSWCSWCSW CSWCSWCSWCSW CSW10m FRONT YARD SETBACK1 20 21 30 3146 47 59 1 5 6 18 1959 6077 7891 157 158 172 13 PARKING STALLSPARCEL 3 PARCEL 2 PARCEL 1 154 92 95 96101 102 110111 121 122 155 CANOPY ABOVE STAFF ENTRANCE BALCONY ON LEVEL 2 & 3 B29 10000212251804013036 BUILDING SETBACKSIDE YARD2396560005638339733 29246 14230 FRONT YARD BUILDING SETBACK 22982 17665 26661 27209 172875303632266126866 116076182672400SHED3.3m SIDE YARD SETBACK2.4m SIDE YARD SETBACK 3300 SNOW STORAGE SNOW STORAGE6871SIDE YARD BUILDING SETBACK20984FIRE ROUTEFIRE ROUTE FIRE ROUTEFIRE ROUTE FIRE ROUTEFIRE ROUTEFIRE ROUTE FIRE ROUTEFIRE ROUTE FIRE ROUTE FIRE ROUTEPAINTED PEDESTRIAN CROSSWALK DC DC PAINTED PEDESTRIAN CROSSWALK DCDC N78°17'15"E 39.038 N78°47'35"E 106.192N11°12'25"W75.644FFE -228.90367420242499 Do not scale drawings. Contractors must check and verify all dimensions and report any discrepancies to the Architect before proceeding with the work. All documents remain the property of the Architect. Unauthorized use, modification, and/or reproduction of these documents is prohibitted without written permission. The Contract Documents were prepared by the Consultant for the account of the Owner.The material contained herein reflects the Consultants best judgement in light of the information available to him at the time of preparation Any use which a third party makes of the Contract Documents, or any reliance on or decisions to be made based on them are the responsibility of such third parties. The Consultant accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on the Contract Documents.Project North True North 1.Do not scale drawings.Written dimensions shall have precedence over scaled dimensions. 2.All work shall comply with the 2012 Ontario Building Code and amendments. 3.Contractors must check and verify all dimensions and specifications and report any discrepancies to the architect before proceeding with the work. 4.All contractors and sub-contractors shall have a set of approved construction documents on site at all times. 5.All documents remain the property of the architect. Unauthorized use, modification, and/or reproduction of these documents is prohibited without written permission. The contract documents were prepared by the consultant for the account of the owner. 6.The material contained herein reflects the consultants best judgement in light of the information available to him at the time of preparation. Any use which a third party makes of the contract documents, or any reliance on/or decisions to be made based on them are the responsibility of such third parties. 7.The consultant accepts no responsibility for damages, if any, suffered by any third party as a result of decisions made or actions based on the contract documents. GENERAL NOTES Drawing No.: Status: Drawing Scale: Plot Date / Time: Checked by:Drawn by: Drawing Date: Project No: Revision No.: Drawing Name: Project Name / Address: Client: Office Location: KITCHENER C:\Users\tsingh\Documents\23032_PeopleCareTillsonburg, 25 Maple Lane_LTC BLDG_tsinghAG44A.rvtAs indicated 10/31/2023 1:07:11 PM r7 A1.3 TLS 09/08/23 SITE PLAN -OVERALL 25 MAPLE LANE, TILLSONBURG 23032 ISSUED FOR SPA TNH 1 : 3001SITE PLAN No. Date Revision 1 2023-06-19 ISSUED FOR CLIENT REVIEW 2 2023-09-08 ISSUED TO CITY 3 2023-09-12 ISSUED FOR CONSULTANT COORDINATION 4 2023-09-21 ISSUED FOR CITY REVIEW 5 2023-09-25 ISSUED FOR CITY REVIEW 6 2023-09-28 ISSUED FOR CLIENT 25% REVIEW 7 2023-10-30 ISSUED FOR SITE PLAN APPROVAL BLOCK 2 Proposed Retirement Home 5-storey, up to 150 beds BLOCK 1 Proposed Long Term Care Home 3-storeys, up to 160 beds BLOCK 2 Proposed Seniors' Apartment 4-storey, up to 50 units BLOCK 3 No Build Zone parking and loading Maple Lane Plate 3: Applicant's Sketch File No. ZN7-23-09; OP23-12-7 - Tillsonburg LTC Inc. (PeopleCare Inc.) Part Lot 380 Plan 500, 41R-9104 - 25 Maple Lane, Tillsonburg Page 283 of 550 - 1 - AMENDMENT NUMBER 312 TO THE COUNTY OF OXFORD OFFICIAL PLAN the following schedule attached hereto constitutes Amendment Number 312 to the County of Oxford Official Plan. Page 284 of 550 - 2 - 1.0 PURPOSE OF THE AMENDMENT The purpose of this amendment is to re-designate certain lands in the Town of Tillsonburg from ‘Residential’ to ‘Community Facility’, to facilitate the development of a 3-storey Long Term Care Facility (up to 160 beds), a 5-storey Retirement Home (up to 150 beds) and a 4-storey apartment building (up to 50 units). 2.0 LOCATION OF LANDS AFFECTED This amendment applies to lands described as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg. The subject lands are located on the west side of Maple Lane, lying between Brock Street East and Concession Road East, and municipally known as 25 Maple Lane. 3.0 BASIS FOR THE AMENDMENT The amendment has been initiated to redesignate the subject lands from ‘Residential’ to ‘Community Facility’ to facilitate the development of the lands as indicated in the ‘Purpose of the Amendment’ section above. It is the opinion of Council that the amendment is consistent with the policies of the PPS as the development is an efficient use of land and municipal services within a settlement area. The development also represents an efficient re-use of underutilized lands within the Town of Tillsonburg and contributes to providing housing types and long term care options for current and future residents of the Town and the broader regional market area. Further, the proposed development supports the strategic initiatives and objectives of the Official Plan with respect to ensuring that adequate housing and healthcare services are available in the Town of Tillsonburg. Council is further satisfied that the Official Plan criteria respecting the designation of Community Facility areas have been adequately addressed. The subject lands front on Maple Lane and surrounding land uses (including medium density residential, commercial and institutional uses to the north, south and west) and low density residential uses to the east are considered compatible with the proposed development. Adequate servicing capacity exists to serve the proposed development, and the development will be subject to the site plan approval process, where matters related to servicing, storm water management, grading, access, and parking will be addressed to the satisfaction of the Town and County. In light of the foregoing, it is the opinion of Council that the proposed Official Plan Amendment is consistent with the policies of the PPS and supports the objectives and strategic initiatives of the Official Plan. Page 285 of 550 - 3 - 4.0 DETAILS OF THE AMENDMENT 4.1 That Schedule “T-1” – Town of Tillsonburg Land Use Plan, is hereby amended by changing the land use designation of those lands identified as “ITEM 1” on Schedule “A” attached hereto from “Residential” to “Community Facility”. 4.2 That Schedule “T-3” – Town of Tillsonburg Leisure Resources and School Facilities Plan, is hereby amended by changing the land use designation of those lands identified as “ITEM 1” on Schedule “A” attached hereto by removing the Public Elementary School symbol. 5.0 IMPLEMENTATION This Official Plan Amendment shall be implemented in accordance with the implementation policies of the Official Plan. 6.0 INTERPRETATION This Official Plan Amendment shall be interpreted in accordance with the interpretation policies of the Official Plan. Page 286 of 550 9951 9953 9937 Big O tterCreekBRIDGE ST E BROCK S T E OXFORD ST TILLSONAVEPOTTERS RDCONCESSION ST E SIMCOEST C.P.RSCHEDULE "A" AMENDMENT No. 312 TO THE COUNTY OF OXFORD OFFICIAL PLAN SCHEDULE "T-1" TOWN OF TILLSONBURG LAND USE PLAN © - AREA OF THIS AMENDMENT ITEM 1 - CHANGE FROM RESIDENTIAL TO COMMUNITY FACILITY LAND USE PLAN LEGEND RESIDENTIAL CENTRAL BUSINESS DISTRICT ENTREPRENEURIAL DISTRICT SERVICE COMMERCIAL COMMUNITY FACILITY OPEN SPACE ENVIRONMENTAL PROTECTION FLOODLINEITEM 1 0 100 200 30050 Metres Page 287 of 550 Big O tterCreek9937 9953 9951 BRIDGE ST E BROCK S T E OXFORD ST POTTERS RDCONCESSION ST E SIMCOESTTILLSON AVEC.P.R SCHEDULE "A" AMENDMENT No. 312 TO THE COUNTY OF OXFORD OFFICIAL PLAN SCHEDULE "T-3" TOWN OF TILLSONBURG LEISURE RESOURCES AND SCHOOL FACILITIES PLAN© 0 100 200 30050 Metres - AREA OF THIS AMENDMENT ITEM 1 - REMOVE FROM PUBLIC ELEMENTARY SCHOOL LEISURE RESOURCES AND SCHOOL FACILITIES PLAN LEGEND OPEN SPACE ENVIRONMENTAL PROTECTION PUBLIC ELEMENTARY SCHOOL PUBLIC SECONDARY SCHOOL FLOODLINEITEM 1 Page 288 of 550 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER ______ 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 ‘IN2-4’ and ‘IN2-4(H)’ the zone symbol of the lands so designated ‘IN2-4’ and ‘IN2-4(H)’ on Schedule “A” attached hereto. 2. That Section 20.3 to By-Law Number 3295, as amended is hereby further amended by adding the following subsection at the end thereof: “20.3.4 LOCATION: WEST SIDE OF MAPLE LANE, NORTH OF BROCK STREET AND SOUTH OF CONCESSION ROAD EAST, PART LOT 380 PLAN 500, 41R-910, IN2-4 & IN2-4 (H) (KEY MAP 19) 20.3.4.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any IN2-4 Zone use any lot, or erect, alter or use any building or structure for any purpose except the following: All uses permitted in Table 20.1; a retirement residence; an apartment dwelling. 20.3.4.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any IN2-4 Zone use any lot, or erect, alter or use any building or structure except in accordance with the following provisions: 20.3.4.2.1 PROVISIONS FOR A NURSING HOME 20.3.4.2.1.2 LOT COVERAGE Maximum 37% 20.3.4.2.1.3 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.1.4 NUMBER OF LOADING SPACES Minimum 1 Page 289 of 550 The Corporation of the Town of Tillsonburg By-law Number _______________ Page 2 20.3.4.2.2 PROVISIONS FOR A RETIREMENT HOME 20.3.4.2.2.1 BUILDING HEIGHT Maximum 15.5 m (50 ft) 20.3.4.2.2.2 NUMBER OF PARKING SPACES Minimum 2.5 spaces per 4 beds 20.3.4.2.2.3 LOT COVERAGE Maximum 31% 20.3.4.2.2.4 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.2.5 NUMBER OF LOADING SPACES Minimum 1 20.3.4.2.3 PROVISIONS FOR AN APARTMENT DWELLING 20.3.4.2.3.1 INTERIOR SIDE YARD Minimum 2.4 m (7.8 ft) 20.3.4.2.3.2 LOT COVERAGE Maximum 31% 20.3.4.2.3.3 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.3.4 NUMBER OF LOADING SPACES Minimum 1 20.3.4.3 PURPOSE OF THE HOLDING SYMBOL IN2-4(H) To ensure the orderly development of land identified as potentially contaminated lands is appropriately remediated. Removal of the “H” symbol will occur once a Record of Site Condition is issued for the lands, or an appropriate Risk Assessment prepared by a Qualified Environmental Consultant is prepared, to the satisfaction of the Town of Tillsonburg and County of Oxford. Removal of the “H” symbol shall be consistent with Section 36 of the Planning Act. Page 290 of 550 The Corporation of the Town of Tillsonburg By-law Number _______________ Page 3 20.3.4.3.1 Permitted Interim Uses: a parking lot; a driveway or loading space. 20.3.4.4 That all the provisions of the IN2 Zone in Section 20.0 to this By-Law, as amended, shall apply, and further that all other provisions of this By-Law, as amended, that are consistent with the provisions herein contained shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this x day of x 2024. READ a third time and finally passed this x day of x 2024. Mayor Clerk Page 291 of 550 ZN 7-23-09 TOWN OF TILLSONBURG BY-LAW NUMBER 2024-008 EXPLANATORY NOTE The purpose of By-Law Number 2024-008 is to rezone the subject property from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2-sp) to permit the development of a campus of care consisting of a 3-storey Long Term Care Facility, a 5-storey Retirement Home and a 4-storey Apartment. To facilitate this development, the following special provisions were requested:  BLOCK 1: 3-storey Long Term Care Facility (up to 160 beds). The applicant requested the following special provisions: o a maximum lot coverage of 36.2% where 30% is permitted; o a minimum landscaped open space of 30.1% where 35% is required; and, o one (1) loading space where three (3) are required.  BLOCK 2: 5-storey Retirement Home (up to 150 beds) and 4-storey Apartment Dwelling (up to 50 units). The applicant requested the following special provisions: o a maximum lot coverage of 30.3% where 30% is the maximum; o 30.2% of landscaped open space where 35% is the minimum; o a maximum building height of 15 m for the Retirement Home where 12 m (39.4 ft) is the maximum; o 172 parking spaces for the Retirement Home where 188 is the required number of parking spaces; o an interior side yard of 2.4 m (7.8 ft) for the Apartment Dwelling where 6 m (19.6 ft) is the minimum; and, o one (1) loading space per use.  BLOCK 3: Proposed Holding Provision due to soil contamination to be used for parking and loading. The applicant has requested the following special provision: o relief from the minimum frontage requirement. The subject lands are legally identified as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg. The subject lands are located on the west side of Maple Lane, lying between Brock Street East and Concession Road East, and municipally known as 25 Maple Lane, Tillsonburg. The public hearing was held on January 23, 2024. No correspondence or comments from the public was received. Any person wishing further information relative to Zoning By-Law Number 2024-008 may contact the undersigned. Tanya Daniels Clerk Town of Tillsonburg Page 292 of 550 10 Lisgar Avenue Tillsonburg, ON N4G 5A5 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-04 (Tillsonburg LTC Inc. (PeopleCare Inc.) Report No: CP 2024-25 Page 293 of 550 NE ANGLELOT 380, PL 500 L O T 3 8 0 L O T 3 8 1 L O T 3 7 9 IN2-4(H) IN2-4 N78°28'40"E 10.29 N11°42'00"W4.21N11°42'00"W39.70N11°26'35"W36.0740.07N11°28'40"W 58.49N78°17'55"E 126.71 N11°13'15"W 138.67N78°17'15"E 177.92 MAPLE LANEP L A N 5 0 0 SCHEDULE "A" PT LOT 380, PLAN 500PART 1 REFERENCE PLAN 41R-9104,EXCEPT PART 1 REFERENCE PLAN 41R-10139TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO IN2-4(H) NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. 2024-008, PASSED THE 23rd DAY OF JANUARY, 2024 TO BY-LAW No.© 10 0 10 20 305 METRES ÞIN2-4(H) AREA OF ZONE CHANGE TO IN2-4IN2-4 2024-008 Page 294 of 550 ELGIN ST P ARKWOODDRDEMEYERE AVE TILLSON AVEKING STCONCESSION ST E DURHAM ST BRIDGE ST E QUEENSTBROCK ST EHILLIKERALLEY MAPLE LANEEBERT ALLEYLIS GA R A V E ALEXANDER AVEMAPLE CRTHYMAN ST ARBOR LANE HARRIS ST UNNAMED CORELESSLANEFIRST ST CHRISTOPHERCRT THOMAS AVEFAIRF IELD CRES 9953 KEY MAP LANDS TO WHICH BYLAW 2024-008 APPLIES © 50 0 50 100 150 20025 METRES Page 295 of 550 Block 1: Proposed Long Term Care Facility 3 storeys; 160 beds Block 2: Proposed Retirement Home 5 storeys; 150 beds Block 2: Proposed Apartment 4 storeys; 50 units Block 3: Proposed No Build Zone Parking & Loading Page 296 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 To: Mayor and Members of Tillsonburg Council From: Laurel Davies Snyder, Development Planner, Community Planning Applications for Official Plan Amendment and Zone Change OP 23-07-7 & ZN 7-23-04 – Thames Valley District School Board REPORT HIGHLIGHTS • Applications have been initiated by the County of Oxford on behalf of the Thames Valley District School Board (TVDSB) to amend the Official Plan and the Zoning By-law to facilitate medium-density residential development on three proposed blocks on the subject lands. • The zone change application proposes to rezone the subject lands from ‘Minor Institutional (IN1)’ Zone to ‘Special Medium Density Residential Zone (RM-sp)’ to permit two four-storey apartment buildings and twenty-one townhouses. A special provision is proposed to allow for a 5.5 m (18 ft) front yard depth where 6 m (19.68 ft) is required. • Staff recommend approval of the application as it is consistent with the Provincial Policy Statement (PPS), supports and maintains the intent and purpose of the Official Plan respecting additional locations for medium density residential development, and providing a variety of housing options and dwelling types for current and future residents of the Town. DISCUSSION Background APPLICANT/OWNER: Thames Valley District School Board 951 Leathrone Street, London, ON N5Z 3M7 APPLICANT: County of Oxford c/o Rebecca Smith, Manager of Housing Development 21 Reeve Street, Woodstock, ON N4S 7Y3 LOCATION: The subject lands are legally identified as Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6017, in the Town of Tillsonburg. The subject lands are located on the north side of the proposed extension of Dereham Drive, west of Quarter Town Line, and are municipally known as 102 Dereham Drive. Page 297 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 2 of 16 COUNTY OF OXFORD OFFICIAL PLAN: Existing: Schedule “T-1” Tillsonburg Land Use Plan Residential Schedule “T-2” Tillsonburg Residential Density Plan Low Density Residential Proposed: Schedule “T-1” Tillsonburg Land Use Plan Residential Schedule “T-2” Tillsonburg Residential Density Plan Medium Density Residential TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Existing Zoning: ‘Minor Institutional Zone (IN1)’ Requested Zoning: ‘Special Medium Density Residential Zone (RM-sp)’ PROPOSAL: The Official Plan Amendment application proposes to redesignate the subject lands from ‘Low Density Residential’ to ‘Medium Density Residential’ to permit the increased residential density on the site. The Zone Change application proposes to rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’ to permit the development of medium density residential development, including two 4 storey apartment buildings and a proposed townhouse block. The proposed concept for the residential development includes: • Block 1: 4-storey apartment – up to 39 units served by 64 surface parking spaces • Block 2: 4-storey apartment building – up to 39 units served by 61 surface parking spaces • Block 3: Up to 21 townhouses on an internal, private access; served by 50 parking spaces The subject property is approximately 1.89 ha (4.66 ac) in area and is currently vacant. The lands were deemed surplus by the Thames Valley District School Board. Surrounding land uses include institutional and residential land uses to the south (Westfield Public School, single detached dwellings), and residential land uses to the east (single detached dwellings). The lands to the north and west of the subject property are part of the Victoria Wood Subdivision and are planned for residential uses, with a mix of low, medium and high density residential development. Lands abutting the subject property to the north comprise a storm water management block for the abutting plan of subdivision. A Transportation Impact Study (TIS) was completed in support of the applications and concluded that the study area intersections are operating with acceptable levels of service and are forecast to operate with acceptable levels of service under 2028 background and total traffic conditions. The study included the forecasted traffic from the draft approved plan of subdivision and the operation of the Westfield Public School. Page 298 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 3 of 16 Plate 1 – Location Map and Existing Zoning illustrates the location of the subject property and the existing zoning in the immediate vicinity. Plate 2 – 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3 – Applicant’s Sketch: Aerial Concept, provides the proposed development of the subject lands including the future extension of Dereham Drive. Plate 4 – Applicant’s Drawings: Proposed Development Concepts (Blocks 1, 2, 3) provides the proposed concepts for each block. Plate 5 – Victoria Wood Draft Plan - illustrates the relationship between the subject lands and the Victoria Woods Subdivision to the west and north of the subject lands. Application Review PROVINCIAL POLICY STATEMENT The 2020 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions “shall be consistent with” all policy statements issued under the Act. Section 1.1.1 of the Provincial Policy Statement (PPS) directs that healthy, liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term, accommodating an appropriate affordable and market-based range and mix of residential types (including single-detached, additional residential units, multi-unit housing, affordable housing and housing for older persons), employment, institutional, recreation, park and open space, and other uses to meet long-term needs. Section 1.1.2 of the PPS directs that sufficient land shall be made available to accommodate an appropriate range and mix of land uses to meet projected needs for a time horizon of up to 25 years, informed by provincial guidelines. Section 1.1.3.4 directs that appropriate development standards shall be promoted which facilitate intensification, redevelopment, and compact form, while avoiding or mitigating risks to public health and safety. Section 1.4, Housing, and specifically Subsection 1.4.3 states that planning authorities shall provide for an appropriate range and mix of housing types and densities to meet projected requirements of current and future residents of the regional market area by: • Establishing and implementing minimum targets for the provision of housing which is affordable to low and moderate income households; • Permitting and facilitating all forms of housing required to meet the social, health and well-being requirements of current and future residents; • Permitting and facilitating all types of residential intensification, including additional residential units and redevelopment, in accordance with policy 1.3.3.3; • Directing the development of new housing towards locations where appropriate levels of infrastructure and public service facilities are or will be available to support current and Page 299 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 4 of 16 • projected needs; • Promoting densities for new housing which efficiently use land, resources, infrastructure, and public service facilities, and support the use of active transportation and transit in areas where it exists or is to be developed; and, • Establishing development standards for residential intensification, redevelopment and new residential development which minimize the cost of housing and facilitate compact form, while maintaining appropriate levels of public health and safety. Section 1.7.1 directs that long-term economic prosperity should be supported by, among other measures, encouraging residential uses to respond to dynamic market-based needs and providing necessary housing supply and range of housing options for a diverse workforce, optimizing the long-term availability and use of land, resources, infrastructure, and public service facilities. OFFICIAL PLAN The subject lands are designated ‘Low Density Residential’ according to the Land Use Plan and Residential Density Plan for the Town of Tillsonburg. The subject application proposes to redesignate the lands to facilitate medium density residential development. Section 8.24 identifies that Low Density Residential areas are intended to provide a variety of low-rise, low density housing forms (e.g. single detached, semi-detached, duplex, converted dwellings, quadraplexes, townhouses, and low density cluster development). It is intended that there will be a mixing and integration of different forms of housing in these areas to achieve a low overall density of use. The maximum net residential density for an individual development in the Low Density Residential area is 30 units per hectare (12 units per acre) and the minimum net residential density shall be 22 units per hectare (9 units per acre). In addition, and no building shall exceed three stories in height at street elevation. Section 8.25 identifies that Medium Density Residential areas lands that are primarily developed or planned for low to medium profile multiple unit development that exceeds densities established for Low Density Residential Districts. These districts are intended to include townhouses, medium density cluster development, converted dwellings and low-rise apartments. It is intended that there will be a mixing and integration of different forms of housing to achieve an overall medium density in these areas. The maximum net residential density in the Medium Density Residential area is 62 units per hectare (25 units per acre) and no building shall exceed four storeys in height at street elevation. The proposed development would have a net residential density of 52.38 units per hectare, within the maximum permitted density in Medium Density Residential areas. In addition to the requirements for compliance to the location policies, when considering proposals to designate lands for medium density residential development, Town Council and County Council will be guided by the following site specific criteria: • the size, configuration and topography of the site is such that there is sufficient flexibility in site design to mitigate adverse effects on the amenities and character of any adjacent Low Density Residential area through adequate buffering and screening; • the location of vehicular access points and the likely effects of traffic generated by the proposal on Town streets has been assessed and is acceptable; Page 300 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 5 of 16 • adequate hard service capacity including water distribution, sanitary and storm sewers, power, and gas distribution facilities is or will be available to accommodate the proposed development; • off-street parking and outdoor amenity areas can be provided; • the effect of the proposed development on environmental resources or the effect of environmental constraints on the proposed development will be addressed and mitigated as outlined in Section 3.2. Compact urban form is supported in appropriate locations within Residential and Central Areas of the Town, subject to complying with the policies of the associated land use designations pertaining to the density, form and scale of residential development being proposed. TOWN OF TILLSONBURG ZONING BY-LAW The subject lands are currently zoned ‘Minor Institutional Zone (IN1)’. Permitted uses within the ‘Minor Institutional Zone (IN1)’ include a range of uses set out in Section 19.1. The applicant proposes to rezone the lands to ‘Special Medium Density Residential (RM-sp)’ to facilitate new residential development in the form of two 4-storey apartment building of thirty-nine (39) units each, and twenty-one (21) townhouses. For apartment dwellings, the RM zone requires a minimum lot area of 160 m2 (1,722 ft2) per dwelling unit, a minimum lot frontage of 20 m (65.5 ft), minimum front yard depth of 7.5 m, minimum exterior side yard depth of 7.5 m (24.6 ft), minimum rear yard depth of 10.5 m (34.4 ft) and maximum lot coverage of 40%. A maximum height of 15 m (49.2 ft) is permitted in the RM zone for apartments. For street fronting townhouses, the RM zone requires a minimum lot area of 150 m2 (1,614.6 ft2) or 240m2 (2,583 ft2) for an end unit or no less than 330m2 (3,552.2 ft2) for an end unit on a corner lot, a minimum lot frontage of 5 m (16.4 ft) per dwelling unit or 8 m (26.2 ft) for and end unit or 11 m (36.1 ft) for a corner lot, minimum front yard depth of 6 m (19.7 ft), a minimum exterior side yard depth of 6 m (19.7 ft), minimum rear yard depth of 7.5 m (24.5 ft) and maximum lot coverage of 40%. A maximum height of 11 m (36.1 ft) is permitted in the RM zone for street fronting townhouses. The proposed apartment buildings depicted as Blocks 1 and 2 in Plate 4 appear to meet the zoning provisions for the RM Zone. The proposed townhouses depicted as Block 3 in Plate 4 appear to meet the zoning provisions for the RM Zone except for the front yard setback depth of 5.5 m (18 ft), slightly less than the minimum of 6.0 m (19.7 ft). The parking requirements as contained in Section 5.24.2 require that two (2) parking spaces be provided per street fronting townhouse dwelling and 1.5 parking spaces be provided per dwelling unit in an apartment dwelling. These requirements include visitor parking. The proposal provides the following parking: • Block 1: 64 spaces provided (59 spaces required) • Block 2: 61 spaces provided (59 spaces required) • Block 3: 50 spaces provided, including 8 visitor spaces (32 spaces required) The proposal satisfies the parking requirements and is providing more parking than is required by the Zoning By-Law. Page 301 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 6 of 16 AGENCY COMMENTS The Town of Tillsonburg Engineering Services Department provided the following comments: • If approved, site plan approval will be required. • Engineering Services Department has reviewed the submitted Traffic Impact Study and concurs with the findings. • Engineering Services Department has no concerns with the proposed applications. Town of Tillsonburg Building Services provided the following comments: • No comments/concerns from Building Services. • By-Law Services notes the following concerns in this area related to Westfield Public School for consideration as it relates to the development of this parcel, future development of the subdivision and particularly the extension and design of Dereham Drive: • Based on current use/patterns, vehicular traffic is busy before and after school (i.e. drop off and pick up). • Determine if Westfield PS has plans for an addition or just portables based on projected population and the proposed subdivision. • Suggest that Westfield PS parking lot is extended to the west along Dereham Drive to deal with before and after school parking pressures. • Recommend the installation of a PXO for future X-Guard location which will need to be analyzed for proximity to the Quarter Town Line/Dereham Drive intersection and provide ample width of Dereham Dr. Tillsonburg Hydro Inc. provided the following comments: • There is an existing easement in favor of THI that will need to be adjusted as part of the property changes. • There is an existing high voltage duct bank along the proposed right of way that will need to be relocated as per Town of Tillsonburg road cross sectional requirements. • New Blocks 1, 2 & 3 will require easements for future high voltage and transformer infrastructure located on the property. • THI will need to extend additional high voltage electrical feeders to the west limits of the Dereham Drive Road extension for future consideration of residential development. Oxford County Public Works Department provided the following comments: • No concerns with the proposed Zone change and Official Plan Amendment; further comments will be provided with the Site Plan Application. • A capacity analysis will be completed for the site regarding sanitary and water requirements based on the FSR provided during Site Plan Application. The Tillsonburg Affordable and Attainable Housing Committee reviewed the applications at their July 26, 2023 meeting and adopted the following resolution: THAT the Affordable and Attainable Housing Committee has expressed concern with the volume of traffic in the Westfield School Area and have identified that the Westfield Surplus lands are not a conducive site for high density development due to safety and traffic concerns which will negatively impact this area. The Affordable and Attainable Housing Committee would encourage looking at housing models that would reduce the volume of traffic. Furthermore the location of the Westfield property has no short-distance amenities and more ideal affordable locations should take into consideration the access to such amenities. Page 302 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 7 of 16 The Tillsonburg Economic Development Advisory Committee reviewed the applications and their August 15, 2023, meeting and adopted the following resolution: THAT the Economic Development Advisory Committee recommends deferral of this application until the results of the following items are known: • Traffic Study • Site-specific Traffic Study • Transportation Study • Oxford County Transportation Plan • Town of Tillsonburg Transportation Plan AND THAT the Committee has concerns with regards to congestion and safety due to the close proximity of the site to an elementary school and with the pending large residential development happening nearby in the near future. Other circulated agencies, including the Long Point Region Conservation Authority, Ministry of Environment, Conservation and Parks and Town of Tillsonburg Development Commissioner indicated they had no concerns with respect to the applications. PUBLIC CONSULTATION Notice of the complete application regarding this proposal was provided to the public and surrounding property owners on September 19, 2023, and notice of public meeting was issued on October 23, 2023 in accordance with the requirements of the Planning Act. At the time of writing this report, one email and one letter had been received which are attached to this report as ‘Appendix A’ for Council’s consideration. Planning Analysis Applications have been received to amend the Official Plan and the Town’s Zoning By-law to permit the development of housing on the subject property in three blocks. The development on Block 1 would consist of a 4 storey apartment building with up to 39 units, served by 64 parking spaces. Block 2 would consist of a 4 storey apartment building with up to 39 units served by 61 parking spaces, and Block 3 would consist of up to 21 townhouses served by 50 parking spaces. The submitted applications seek to redesignate the lands from ‘Low Density Residential’ to ‘Medium Density Residential’ and rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’ to permit the development of seventy-eight (78) apartment units and twenty-one (21) new townhouses in Tillsonburg. Planning Staff are of the opinion that the proposal is consistent with and supports the policies of the Provincial Policy Statement (PPS). The proposed development is an efficient use of land and municipal services within a settlement area. In addition, the development contributes to providing a range of housing types and densities for current and future residents of the Town of Tillsonburg, and for the broader regional market area. With respect to the proposed Official Plan amendment to provide increased residential density on the subject lands, it is the opinion of Planning staff that the Official Plan criteria respecting the designation of additional Medium Density Residential areas have been satisfactorily addressed. More specifically, Staff are of the opinion that as per the criteria identified in Section 8.2.5 of the Official Plan, the size, configuration, and topography of the subject lands is such that there is sufficient flexibility in site design(s) to mitigate potential adverse effects on the amenities and Page 303 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 8 of 16 character of any adjacent Low Density Residential area through adequate buffering and screening. Staff notes that the lands immediately to the north of the subject lands in the Victoria Woods Subdivision, as illustrated in Plate 5, will be used for storm water management purposes, providing an additional buffer between the proposed apartment on Block 1 of the subject lands and the low density development within the adjacent draft plan of subdivision. As illustrated in Plate 4, the proposed development has been designed to provide buffering between each block, and, between the three blocks and adjacent existing and future development (i.e. through the location of parking lots, driveways, amenity area). • Block 1: The proposed building is located approximately in the centre of the block; the parking and amenity area surround the building, providing a buffer to future adjacent development. • Block 2: The proposed building is located at front of the block; the parking at the rear of the block and driveway to the east of the proposed building provide buffers to future adjacent development. • Block 3: There are four (4) single detached dwellings adjacent the eastern part of the subject lands (which front onto Quarter Town Line). The proposed development for the part of the site, consists of twenty-one (21) townhomes. As per Plate 4, the concept plan for this block illustrates that the side yard provisions of the ‘Medium Density Residential Zone (RM)’ are being exceeded by 4.0 m, providing a total of 10.0 m between the existing dwellings on Quarter Town Line and proposed new townhouses. A special provision is required to reduce the front yard setback from 6.0 m to 5.64 m. The proposed net residential density of the subject lands is within the limits permitted in the ‘Medium Density Residential’ designation. The proposed development will be in the form of two (2) 4-storey apartments of 39 units per apartment building, and twenty-one (21) townhomes. Both residential types are permitted in the ‘Medium Density Residential’ designation. The proposed heights of the apartment buildings are within the range permitted in the ‘Medium Density Residential’ policies. Access to the subject lands is anticipated to be provided through the Dereham Drive extension. The applicant is in discussions with the developer of the abutting lands to the west and the Town of Tillsonburg with respect to the timing and construction of the proposed extension to Dereham Drive. The construction of the road is expected to commence prior to the development of the subject lands. The applicant submitted a Transportation Impact Study (TIS) was completed by Paradigm Transportation Solutions Limited. The TIS concluded that the study area intersections are operating with acceptable levels of service and are forecast to operate with acceptable levels of service under 2028 background and total traffic conditions. The study recommended the following: • a northbound left-turn lane with 15 metres of storage be provided on Quarter Town Line at Dereham Drive prior to 2028; • the Town monitor the intersection of Quarter Town Line and Concession Street for a southbound left-turn lane prior to 2033; and, • the development be considered for approval as proposed. The Town of Tillsonburg Engineering Staff reviewed the TIS and stated that considering that the impact of the school was evaluated through the Victoria Woods TIS (in conjunction/consideration to the proposed development of 102 Dereham Drive), the TIS conditions and/or evaluations that would otherwise be required by this development have been met and they are satisfied with the conclusions and recommendations of the TIS. Page 304 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 9 of 16 With respect to the proposed zoning amendments, Staff are of the opinion that the relevant zoning provisions for the ‘Medium Density Residential Zone (RM)’ set out in Section 9.2 of the Zoning By-law are being met. The one exception is a reduction to the front yard setback on Block 3 from 6.0 m to 5.64 m to accommodate the site plan. Staff are of the opinion that this is a reasonable reduction, will not impact the provision of required onsite parking and will not negatively impact the functioning of the site and propose that for consistency, this reduction is applied to the entire site. This office is of the opinion that the proposed amendment to the Official Plan to accommodate the proposed development of the subject lands complies with the relevant policies of the Official Plan. The proposed amendment supports goals of the Official Plan regarding compact urban form, accommodating present and future housing demands, facilitating a choice of housing type and tenure, and increasing the supply of affordable housing. This office is also of the opinion that the proposed zoning by-law amendment is appropriate and can be given favourable consideration. RECOMMENDATIONS 1. It is recommended that the Council of the Town of Tillsonburg advise County Council that the Town supports the application to amend the Official Plan (File No. OP 23-07-7) as submitted by the County of Oxford for lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg, to re-designate the lands from Low Density Residential to Medium Density Residential; 2. And further, it is recommended that the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-04), submitted by the County of Oxford, whereby the lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’. SIGNATURES Authored by: "Original Signed by" Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: "Original Signed by" Eric Gilbert, RPP, MCIP Manager of Development Planning Page 305 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 10 of 16 Appendix A Correspondence Received regarding OP-23-08-7 & AN7-23-05 Page 306 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 11 of 16 Page 307 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 12 of 16 Page 308 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 13 of 16 Received via email September 19, 2023 I think this is a horrible use of this land. That area is a poorly planned nightmare. I have one child attending Westfield and another will be soon. With the overcrowding getting worse I’m seeing daily a breakdown in the behaviour . It’s honestly a matter of when not if something happens there. Once a road goes in there it’s going to be orders of magnitude worse. Then you want to throw in 100 housing units right in the immediate vicinity? I would support this wholeheartedly if dereham drive was not a through road. Keep it as a horseshoe and force the school board to double the parking serving the school as a condition for the rezoning. Problem not solved but better than it is. That area and any future schools needs some extremely serious thought put into them. So many oversights that become evident when using the property. Dane Willson, Broker, Royal Lepage R.E. Wood Realty 519-777-2738 Page 309 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 14 of 16 Page 310 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 15 of 16 Appendix B Draft By-law Page 311 of 550 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 16 of 16 Page 312 of 550 September 15 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map with Existing ZoningZN 7-23-04 & OP 23-07-7 - Thames Valley District School BoardPart Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107, 102 Dereham Drive, Tillsonburg Dereham Drive Subject Lands Quarter Town Line Esseltine Drive Page 313 of 550 September 15, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: 2020 Aerial Map ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Dereham Drive Esseltine Drive Quarter Town LineSubject Lands Page 314 of 550 September 15, 2022 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 2290 Notes NAD_1983_UTM_Zone_17N 115 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 3: Applicant's Sketch: Aerial Concept ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Subject Lands approx 1.82 hectares (4.5 acres) Dereham Drive Esseltine Drive Block 3 - Proposed Townhouses (up to 21 townhouses) Block 2 - Proposed 4- Storey Apartment Building (up to 39 units) Block 1 - Proposed 4- Storey Apartment Building (up to 39 units) Quarter Town Line Dereham Drive Extension Page 315 of 550 XXXXXXXXXX X X X X XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXREFER TO BLOCK 2 CONCEPTS4 STOREY APARTMENT1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEPlate 4: Applicant's Drawings: Proposed Development Concepts (Blocks 1, 2, 3) ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgBlock 1: 0.63 ha (1.56 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 316 of 550 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX4 STOREY APARTMENTREFER TO BLOCK 1 CONCEPT REFER TO BLOCK 3 CONCEPT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 2: 0.6 ha (1.47 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 317 of 550 REFER TO BLOCK 2 CONCEPTS BLOCK C - 5 UNITSTWO STORY TOWNSBLOCK D - 6 UNITSTWO STORY TOWNSBLOCK A - 5 UNITSTWO STORY TOWNS BLOCK B -5 UNITSTWO STORY TOWNS10m SERVICE EASEMENT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 3: 0.66 ha (1.63 ac) Proposed Townhouses (up to 21 units)Dereham DrivePage 318 of 550 XXXXXXXXX X X X X XXXXXXXXXXXX 26.43m24.39m31.63m20.13m31.83m 34.86mPART 1 41R-9064AREA=0.12HA WALK W A Y T O DOWN T O W N 1+200 1+100 1+200 PART 7 41 PART 1 PART 4 PAR T 8 PART 9 54 49 64 0+100 200∅ S A N 300∅ S T M MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA53240 . 0 240.0 240.0 240.0240.0240.0241 .0 241.0 241.0 241.0 242.0 241.0 241.0241.0 24 2 . 0 242.0 242.0 242.0 242.0 240.0 240.0 240.0241.0241.0 241.0240.0 240.0 240.0 240.0 240.0 1.5m CONCRETE SIDEWALK61.6m - 200∅ SAN @ 0.49%62.4m - 450∅ STM @ 1.01%EX. 300∅ DI WATERMAIN 1.5m C O N C R E T E S I D E W A L K 1.5m C O N C R E T E S I D E W A L K (ABA N D O N E D ) 150∅ W M FORME R T RI L LI U M R AI L W A Y ( A B A N D O N E D ) 3.0m W I D E A S P H A L T P A T H 3.0m W I D E A S P H A L T P A T H FUT. CB FUT. CB CB 54 D CB 54 C 39.4m - 25 0 ∅ STM @ 1 .5 0% 48 1.8m C O N C R E T E SIDEWA L K200∅ PVC DR18 WATERMAINDI 61CMH ST61MH SA21MH ST62MH SA22MH ST67 MH SA27 MH ST66 MH SA26 MH SA25MH ST65MH SA24MH ST64MH ST6 3 MH SA 2 3 CB64C DCB64 B DCB64ACB62BCB62ADI 62CCB65ACB65BHYD WV 46.7m - 3 7 5 ∅ S T M @ 0 . 7 0 % 48.8m - 2 0 0 ∅ S A N @ 0 . 5 0 % 25.2m - 450∅ STM @ 0.44% 28.6m - 200∅ SAN @ 0.49%CB 61ACB 61B35.7m - 300∅ STM @ 1.70%1.5m CONCRETE SIDEWALKWVHYD22.5° B E N D 45° BENDWVWVWVWVWVWV200x150 REDUCER3.0m EASEMENT 1 300 1 400 EDGE O F F I E L D 84- 1 1 80-1 FUTURE 11.2m BACK TO BACK BARRIER CURB3.0m EASEMENT 80-280-3 TRILLI U M R A I L PHASE 9APHASE 9BPHASE 9A REYNOLDS WAY SUBDIVISIONTHE OAKS SUBDIVISIONTHE OAKS SUBDIVISION1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK70-1270-1370-1470-1570-1670-1770-1870-1970-2070-21 71-171-271-371-471-571-671-780-1880-1980-2080-2180-22PHASE 9BPHASE 9APHASE 9BPHASE 9ABH 5 BH 6 BH 7 BH 9 BH 8PHASE 9A TOP E D G E O F W A L L TOE OF W A L L2010 x 2240 V ER T . E L L IPSE C ULVERT TOP E D G E O F W A L L BOTT O M O F W AL L SWANCE DR A I N WALKWAYPARKETT E 20.12 m R O W 15. 0m R O W EX. 300∅ DI WATERMAINDIMH ST 1 15 . 4m- 20 0∅ S TM @ 1 . 1 % ±1000mm∅ PERFORATED CMP STAND PIPE INLET237.5237.5 2 3 7 .5 23 7 . 5 237.5237.5 236.1236.1 236.123 6 . 1 23 6 . 0236.0236.0 236.0234.85234.85 234.852 3 4 . 8 53.0m - TOP OF BERM3.0m - WALKWAY4:1 4:1 4:1BOTTOM OF 3:1 SLOPE3.0m - WALKWAY4:1 R=20. 0 0 m 75.0m - SWALE @ 1.0%73.9m - 1200∅ STM @ 0.30%HYD WV WVWVWV WV WVWV 356 1 4 20 19 17 16 FUTURE 1.5m CONCRETE SIDEWALKFUTURE 11.2m BACK TO BACK BARRIER CURBSTORM WATER MANAGEMENT AREAPHASE 1 PHASE 2 PHA S E S 7 PHAS E 2 PHAS E 3 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 22 4 . 0 224.0224 .0 224.0 224.0 223.0 223.0 223 .0223.0 223 . 0 223.0 223.0 22 3 . 0 223.0 223.0 223.0 223.0 222.0 222. 0 222.0 22 2 . 0 222.0 22 2 . 0 222 . 0 222. 0221.0 221.0222.0225.0225.0 225.0 225.0 226. 0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0 226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0239.0 225. 0226.0227.0228.0229. 0230.0231.0232.0233.0234. 0235. 0236.0237.0 238.0 240 .0 239 . 0238.0237.0236.0235.0 234 .0 23 4 . 0 23 5 .0 23 6 . 0 23 7 . 0 23 8 . 0 23 9 . 0 224.0 225.0 226.0 227.0 228. 0 229. 0 230 . 0 231. 0 232 . 0 233. 0 23 4 . 0 235 . 0 23 6 . 0 236.0 235.0 234.0 233.0 232.0 231.0 230.0 229.0 228.0 227.0 226.0225.0 224.0 225.0226.0 22 7 . 0228.0 22 9 . 0 23 0 . 0 23 1 .0232. 0 23 3 . 0 23 4 . 0 23 5 .0225.0226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0225 .0226 .0 227 .0228.0229.0230.0231.0 232 . 0 233 . 0 23 4 .0235.0236.0 23 5 .0 234 . 0 22 3 . 0 22 4 . 0 22 5 . 0 22 6 . 0227.0 228 . 0 22 9 . 0230.0231 . 0 23 2 . 0 23 3 .0 23 4 .0 224.0 225.0 226.0 227.0 228.0 229.0 230.0 231.0 232.0 232.0 231.0 230.0 229.0 228.0 227.0226.0225.0 224.0223.0 222.0221.0 220.0 239.0 237.0 238.0 239.0 236. 0 237 .0 238 . 0 239. 0 238.0 238.0 239.0 237.0 23 7 . 0236 .0236.0 235.0 235.0 235.0233.0 232.0 239.0240.0 240.024 0 . 0 240.0 240.0 239.0 240. 0 240.0 240.0 240 . 0 240.0 240 . 0 240.0 240.0 240.0240.0240.0 241. 0 241.0 241.0 241.0241.0 241.0 241.0 241.0 241.0 241.0 241.0 241. 0 241.0 241.0241.0 242.0 242.0 242. 0 242 . 0 242. 0 242.0 242.0 242.0 242.0 242.0 242. 0 241.0241.0 241.0 241.0 241.0 241.0241.0 241.0 24 2 . 0 242.0 242.0 242.0 242.0 242.0 242.0 242.0 243.0 243.0 240.0 240.0 240.0 241.0 241.0241.0 241.0240.0 240.0 240.0240 .0 240.0 240.0 240.0 240.0 239.0239.0WVFUTURE 1.5m CONCRETE SIDEWALK4:1 SLOPED GRATEINLET=238.81 NINV.= 237.26 SEX. 300∅ DI WATERMAINEX. 300∅ DI WATERMAINPHA S E 1239.01200mm∅ CONCRETEHEADWALLDI 2A (T) 600x600mmFUTURE 900∅ STMFORMER TRILLIUM RAIL 2.5m - 250∅ CMP NIPPLE @ 0.8% ±1 2 2 0 x 1 2 2 0m m P ON D O U T L E T CO N T R O L C H AMB E R S T 1 0 5 EMERGENCY OVERFLOW WEIR5.0m BTM, 5:1 SLOPES19 . 1m - 60 0 ∅ S TM @ 5 . 60 %28.9m - 600∅ STM @ 33.3% 5 MATS CABLE CONCRETE CC45SS 3:1 3:1 3:13 M A T SCAB L E C ONC . C C 4 5 S S DIMH ST100 47° BENDMH ST10218.3m - 900∅CMP @ 7.65%45° BEND30±t 100k g S I ZERIP RAP HEADWA LL 221.0 221.0 1 0 9 7 11 1 2 1 3 1 5 8 11.0m BACK TO BACK MOUNTABLE CURB 11.0m B A C K T O B A C K M O U N T A B L E CU RB 9.0m B A C K T O B A C K M O U N T A B L E C U R B 117.6m - 300∅ SAN @ 0.85% 10 7 . 7 m - 3 0 0 ∅ S A N @ 0 . 8 3 % 53.2 m - 2 0 0 ∅ S A N @ 1 . 5 0 % 17. 4m - 3 0 0 ∅ 20.2m - 2 0 0 ∅ S A N @ 1 . 5 0 % ± MH SA5MH ST6 MH S A 7 MH SA 5 0 M H S T 4 MH ST3 MH ST2 37 PAR T 8 19. 5 m - 9 0 0 ∅ 19.7m - 3 7 5 ∅ S T M @ 0 . 5 5 % ± MH ST5 0 55.0m - 3 7 5 ∅ S T M @ 0 . 5 1 % 10 4 . 4m - 9 0 0 ∅ S T M @ 0 . 3 8% 105.2m - 900∅ STM @ 0.43% 250∅ CB 2C CB 2B CB 2DCB 4 A 300∅ PVC DR18 WATERMAIN 30 0 ∅ P VC DR 1 8 W A T E RM A I N CB 4 B 29.0m - 1 5 0 ∅ W M @ - 0 . 5 0 % 1.5m C O N C R E T E S I D E W A L K WV WVWV 1.5 m C O N C R E T E S I D E W A L K 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K HY D W V CB 5 A 66.3 m - 2 0 0 ∅ S A N @ 1. 5 2 % 56.5m - 3 0 0 ∅ S T M @ 1 . 5 2 % CB 50 A CB 50 B MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA5374.4m - 200∅ SAN @ 0.74% 74.5m - 300∅ STM @ 0.77%DCB 52ADCB 52BMH ST52MH SA52MH S T 5 1MH S A 5 1 6 7 . 7 m - 2 0 0 ∅ S A N @ 0 . 4 8% 6 3 . 4 m - 3 0 0 ∅ S T M @ 0 . 5 7 % 150∅ WATERMAIN 1 5 0 ∅ W A T E R MA I N 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K 1. 5 m CONC R E T E S I D E W A L K 1.5m CONCRETE SIDEWALKST M @ 0 . 3 5 % ± SA N @ 0 . 8 0 % ±WV HYD 1.5m C O N C R E T E S WK 1.5 m C ON CRETE SI DE WALK 1.5m CO NCRETE SID EWALK 150∅ W A T E R M A I N39.4m - 25 0 ∅ STM @ 1 .5 0% 37. 1 m - 3 0 0 ∅ S A N @ 0 . 8 0 %MH SA8 MH ST5 35. 8 m - 9 0 0 ∅ S T M @ 0 . 3 5 % 300 ∅ P V C DR18 W M 98.4 m - 20 0 ∅ S A N @ 1.26 % 97.9 m - 3 7 5 ∅ ST M @ 0. 3 5 % MH S T 5 5 MH S A 9 22.5 ° BEND MAIN S T O P CAP c/w50∅300x150∅ RE D UCER 200∅ PV C D R1 8 W M HYD CB 5 5 A CB 5 5 B 11 ° BEND1/4 (R) 2 7 2 8 P A R T 10 2 5 24 22 2 3 30 2 6 2 9 3 2 3 1 50 38 39 40 PART 7 41 PART 1 PART 4 51 36 21 PART 13 18 35 55 52 PART 9 4 9 20 19 17 16 48 54 (TOWN OF TILLSONBURG)300x2 0 0 ∅ R E D U CE R PHA S E 3 2 14 CAP SAN @ 0 . 3 5 % 13.1m - 3 0 0 m m ∅AREA OUTSIDE OF TOWN LIMITS 6.20hanorthAGRICULTURALAGRICULTURALPUBLIC SCHOOLTHAMES VALLEY DISTRICTSCHOOL BOARDEXISTINGSOCCER FIELDWESTFIELD AGRICULTURALEXISTING TREE FARMEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALWideningWidening0.001 ha.PLANNINGURBAN DESIGN& LANDSCAPEARCHITECTUREMHBC540 BINGEMANS CENTRE DR., SUITE 200, KITCHENER, ON, N2B 3X9| P: 519 576 3650 | WWW.MHBCPLAN.COMI HEREBY AUTHORIZE MACNAUGHTON HERMSEN BRITTON CLARKSON PLANNING LIMITED TOSUBMIT THIS PLAN FOR APPROVAL.Surveyor's CertificateI HEREBY AUTHORIZE CERTIFY THAT THE BOUNDARIES OF THE LAND TO BE SUBDIVIDED ON THISPLAN AND THEIR RELATIONSHIP TO THE ADJACENT LANDS ARE ACCURATELY AND CORRECTLYSHOWN.Subject LandsSCALEDwg No.1 of 1DateFile No.21204 'A'Checked ByDrawn ByL.M./C.A.C.Plan ScaleQ:\21204'A' - Tillsonburg - Plan of Subdivsion\Graphics\DP\18056_Victroia Woods CONCEPT 1A_REV MHBC APR 17 2023.dwgnorth1:00,000ONTARIO LAND SURVEYORCOUNTY OF OXFORDPART OF LOT 8, CONCESSION 12(GEOGRAPHIC TOWNSHIP OF DEREHAM)MUNICIPALITY OF THE TOWN OF TILLSONBURG 1:15001020406080100DRAFT PLAN OF SUBDIVISIONByDateIssued / RevisionOwner's CertificateAdditional Information Required Under Section 51(17) of the Planning Act R.S.O. 1990, c.P.13 as AmendedA. As Shown B. As Shown C. As ShownD. Residential/CommercialE. As ShownF. As ShownH. Municipal Water SupplyI. Loam, Clay, SiltJ. All Services As RequiredL. As ShownG. As ShownJ. As ShownDATEDATEPART OF LOTS 8 & 9, CONCESSION 11MUNICIPALITY OF THE TOWNSHIP OF SOUTHWEST OXFORDPRELIMINARYKIM HUSTEDKIM HUSTED SURVEYINGVICTORIA WOOD (TILLSONBURG-WEST) GP INCASHER BISTRICERDescriptionLow Density Residential (Single Detached)Low Density ResidentialLow Density Residential (Street Townhouses)Medium Density ResidentialHigh Density ResidentialWalkwayWalkway /Service CorridorParkOpen SpaceStorm Water Management0.3m ReservesRoad WideningRoadsTotal 48 702/1117 41.504 ha.Lots/Blocks1-16,19-2817-18,3329-3234-35363738-39404142-4344-4647-48Area (ha) 16.170 1.614 2.094 3.884 3.202 0.010 0.040 2.072 1.776 2.402 0.004 0.090 8.147(Single Detached/Street Townhouses)Widening0.038 ha.Widening0.051 ha.0.001 ha.0.001 ha.0.001 ha.0.002 ha.TVDSB SURPLUSLANDS 2.31ha ±Erosion Hazard Limit (2022)Erosion Hazard Limit (2022)Blk. 32Low Density(StreetTownhouses)0.317 ha.Blk. 29Low Density(StreetTownhouses)0.601 ha.April 17, 2023 Units 278/367 40/71 62/84 120/240 202/355GRANDVIEW WILSON AVENUEDENRICHARNOLD STREETDEREHAMDRIVE AVEDEREHAMDRIVESANDERSCRESCENTWALNUT DRIVEBEECH BLVD.MAGNOLIA CRT.MYRTLE ST.QUARTER TOWN LINE CONCESSION STREET WEST JONES CRESCENTWESTON DRIVEHOGARTH DRIVEHOLLIER DRIVEESSELTINE DRIVE B A LDW IN S TR E E TWESTON DRIVEJ E A N F E R R I E D R DRIVEGRANDVIEWSTREET 'E'STREET 'B'STREET 'H'STREET 'A'ESSELTINE DRIVE DEREHAM DRIVESTREET 'B'STREET 'C'STREET 'D'STREET 'B'STREET 'G' STREET 'F'DRIVE76-152 Units(Based on 63/111 min/max upha)(Based on 31/62 min/max upha)44-88 Units(Based on 31/62 min/max upha)202-355 UnitsSTREET 'I'3.0m Road3.0m Road0.3 m Reserve3.0m Road3.0m Road0.3 m Reserve0.3 m ReserveOwned by the Applicant0.3 m ReserveBlk. 48Blk. 47Blk. 45Blk. 46Additonal LandsBlk. 44Blk. 26Low Density0.572 ha.Blk. 25Low Density0.243 ha.Blk. 23Low Density0.303 ha.Blk. 22Low Density0.929ha.Blk. 28Low Density0.377 ha.Blk. 39 6.0mWide Walkway /Service Corridor0.020 ha.Blk. 27Low Density1.147 ha.Blk. 41Open Space1.776 ha.Blk. 42Storm WaterManagement0.906 ha.Blk. 20Low Density0.491 ha.Blk. 19Low Density0.495 ha.Blk. 21Low Density1.149 ha.Blk. 18Low Density(Single Detached/StreetTownhouses)0.459 ha.Blk. 17Low Density(Single Detached/StreetTownhouses)0.460 ha.Blk. 15Low Density0.498 ha.Blk. 14Low Density0.494 ha.Blk. 13Low Density0.615 ha.Blk. 12Low Density0.596 ha.Blk. 11Low Density1.983 ha.Blk. 8Low Density1.053 ha.Blk. 10Low Density0.621 ha.Blk. 9Low Density0.616 ha.Blk. 40Park2.072 ha.Blk. 34Medium Density1.434 ha.Blk. 6Low Density0.701ha.Blk. 33Low Density(Single Detached/Street Townhouses)0.695 ha.Blk. 31Low DensityType 3(StreetTownhouses)0.576 ha.Blk. 30Low DensityType 3(StreetTownhouses)0.601 ha.Blk. 7Low Density0.244 ha.Blk. 35Medium Density2.450 ha.Blk. 36High Density3.202 ha.Blk. 4Low Density0.239 ha.Blk. 5Low Density0.235 ha.Blk. 3Low Density0.401 ha.Blk. 43Storm WaterManagement1.496 ha.Blk. 2Low Density0.509 ha.Blk. 1Low Density0.520ha.Blk. 386.0m WideWalkway ServiceCorridor0.020 ha.Blk. 373.0m WideWalkway0.010 ha.Blk. 16Low Density0.486 ha.Blk. 24Low Density0.655ha.34.022.022.06.0 34.034.03 6 . 130.031.335.0 35.120.00.322.035.035.020.020.020.022.022.022.020.020.039.69539.69535.00454.58020.020.0206.82969.51569.515 206.82935.035.035.035.020.035.033.834.134.332.735.0 35.034.120.035.035.022.0 22.022.0 35.033.235.022.020.020.0 33.033.033.035.035.0 20.035.035.034.734.735.034.135.035.034.334.420.020.033.0101.623101.986 33.035.035.035.030.030.0 34.0 R20.035.0 35.232.632.630.030.020.0 20.032.632.632.432.420.030.030.020.032.632.620.0 22.0 40.0 40.3 37.5 34.035.434.035.0 20.040.030.330.020.0 Plate 5: Victoria Wood Draft Plan ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgQuarter Town LineDereham DriveSubject LandsEsseltine DriveWestfield Public SchoolStorm Water Management BlockGrandview DriveStreet "C"Street "A"Street "B"Street "E"Street "D"Concession Street WestPage 319 of 550 September 15 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 1: Location Map with Existing ZoningZN 7-23-04 & OP 23-07-7 - Thames Valley District School BoardPart Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107, 102 Dereham Drive, Tillsonburg Dereham Drive Subject Lands Quarter Town Line Esseltine Drive Page 320 of 550 September 15, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: 2020 Aerial Map ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Dereham Drive Esseltine Drive Quarter Town LineSubject Lands Page 321 of 550 September 15, 2022 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 2290 Notes NAD_1983_UTM_Zone_17N 115 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 3: Applicant's Sketch: Aerial Concept ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Subject Lands approx 1.82 hectares (4.5 acres) Dereham Drive Esseltine Drive Block 3 - Proposed Townhouses (up to 21 townhouses) Block 2 - Proposed 4- Storey Apartment Building (up to 39 units) Block 1 - Proposed 4- Storey Apartment Building (up to 39 units) Quarter Town Line Dereham Drive Extension Page 322 of 550 XXXXXXXXXX X X X X XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXREFER TO BLOCK 2 CONCEPTS4 STOREY APARTMENT1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEPlate 4: Applicant's Drawings: Proposed Development Concepts (Blocks 1, 2, 3) ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgBlock 1: 0.63 ha (1.56 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 323 of 550 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX4 STOREY APARTMENTREFER TO BLOCK 1 CONCEPT REFER TO BLOCK 3 CONCEPT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 2: 0.6 ha (1.47 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 324 of 550 REFER TO BLOCK 2 CONCEPTS BLOCK C - 5 UNITSTWO STORY TOWNSBLOCK D - 6 UNITSTWO STORY TOWNSBLOCK A - 5 UNITSTWO STORY TOWNS BLOCK B -5 UNITSTWO STORY TOWNS10m SERVICE EASEMENT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 3: 0.66 ha (1.63 ac) Proposed Townhouses (up to 21 units)Dereham DrivePage 325 of 550 XXXXXXXXX X X X X XXXXXXXXXXXX 26.43m24.39m31.63m20.13m31.83m 34.86mPART 1 41R-9064AREA=0.12HA WALK W A Y T O DOWN T O W N 1+200 1+100 1+200 PART 7 41 PART 1 PART 4 PAR T 8 PART 9 54 49 64 0+100 200∅ S A N 300∅ S T M MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA53240 . 0 240.0 240.0 240.0240.0240.0241 .0 241.0 241.0 241.0 242.0 241.0 241.0241.0 24 2 . 0 242.0 242.0 242.0 242.0 240.0 240.0 240.0241.0241.0 241.0240.0 240.0 240.0 240.0 240.0 1.5m CONCRETE SIDEWALK61.6m - 200∅ SAN @ 0.49%62.4m - 450∅ STM @ 1.01%EX. 300∅ DI WATERMAIN 1.5m C O N C R E T E S I D E W A L K 1.5m C O N C R E T E S I D E W A L K (ABA N D O N E D ) 150∅ W M FORME R T RI L LI U M R AI L W A Y ( A B A N D O N E D ) 3.0m W I D E A S P H A L T P A T H 3.0m W I D E A S P H A L T P A T H FUT. CB FUT. CB CB 54 D CB 54 C 39.4m - 25 0 ∅ STM @ 1 .5 0% 48 1.8m C O N C R E T E SIDEWA L K200∅ PVC DR18 WATERMAINDI 61CMH ST61MH SA21MH ST62MH SA22MH ST67 MH SA27 MH ST66 MH SA26 MH SA25MH ST65MH SA24MH ST64MH ST6 3 MH SA 2 3 CB64C DCB64 B DCB64ACB62BCB62ADI 62CCB65ACB65BHYD WV 46.7m - 3 7 5 ∅ S T M @ 0 . 7 0 % 48.8m - 2 0 0 ∅ S A N @ 0 . 5 0 % 25.2m - 450∅ STM @ 0.44% 28.6m - 200∅ SAN @ 0.49%CB 61ACB 61B35.7m - 300∅ STM @ 1.70%1.5m CONCRETE SIDEWALKWVHYD22.5° B E N D 45° BENDWVWVWVWVWVWV200x150 REDUCER3.0m EASEMENT 1 300 1 400 EDGE O F F I E L D 84- 1 1 80-1 FUTURE 11.2m BACK TO BACK BARRIER CURB3.0m EASEMENT 80-280-3 TRILLI U M R A I L PHASE 9APHASE 9BPHASE 9A REYNOLDS WAY SUBDIVISIONTHE OAKS SUBDIVISIONTHE OAKS SUBDIVISION1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK70-1270-1370-1470-1570-1670-1770-1870-1970-2070-21 71-171-271-371-471-571-671-780-1880-1980-2080-2180-22PHASE 9BPHASE 9APHASE 9BPHASE 9ABH 5 BH 6 BH 7 BH 9 BH 8PHASE 9A TOP E D G E O F W A L L TOE OF W A L L2010 x 2240 V ER T . E L L IPSE C ULVERT TOP E D G E O F W A L L BOTT O M O F W AL L SWANCE DR A I N WALKWAYPARKETT E 20.12 m R O W 15. 0m R O W EX. 300∅ DI WATERMAINDIMH ST 1 15 . 4m- 20 0∅ S TM @ 1 . 1 % ±1000mm∅ PERFORATED CMP STAND PIPE INLET237.5237.5 2 3 7 .5 23 7 . 5 237.5237.5 236.1236.1 236.123 6 . 1 23 6 . 0236.0236.0 236.0234.85234.85 234.852 3 4 . 8 53.0m - TOP OF BERM3.0m - WALKWAY4:1 4:1 4:1BOTTOM OF 3:1 SLOPE3.0m - WALKWAY4:1 R=20. 0 0 m 75.0m - SWALE @ 1.0%73.9m - 1200∅ STM @ 0.30%HYD WV WVWVWV WV WVWV 356 1 4 20 19 17 16 FUTURE 1.5m CONCRETE SIDEWALKFUTURE 11.2m BACK TO BACK BARRIER CURBSTORM WATER MANAGEMENT AREAPHASE 1 PHASE 2 PHA S E S 7 PHAS E 2 PHAS E 3 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 22 4 . 0 224.0224 .0 224.0 224.0 223.0 223.0 223 .0223.0 223 . 0 223.0 223.0 22 3 . 0 223.0 223.0 223.0 223.0 222.0 222. 0 222.0 22 2 . 0 222.0 22 2 . 0 222 . 0 222. 0221.0 221.0222.0225.0225.0 225.0 225.0 226. 0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0 226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0239.0 225. 0226.0227.0228.0229. 0230.0231.0232.0233.0234. 0235. 0236.0237.0 238.0 240 .0 239 . 0238.0237.0236.0235.0 234 .0 23 4 . 0 23 5 .0 23 6 . 0 23 7 . 0 23 8 . 0 23 9 . 0 224.0 225.0 226.0 227.0 228. 0 229. 0 230 . 0 231. 0 232 . 0 233. 0 23 4 . 0 235 . 0 23 6 . 0 236.0 235.0 234.0 233.0 232.0 231.0 230.0 229.0 228.0 227.0 226.0225.0 224.0 225.0226.0 22 7 . 0228.0 22 9 . 0 23 0 . 0 23 1 .0232. 0 23 3 . 0 23 4 . 0 23 5 .0225.0226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0225 .0226 .0 227 .0228.0229.0230.0231.0 232 . 0 233 . 0 23 4 .0235.0236.0 23 5 .0 234 . 0 22 3 . 0 22 4 . 0 22 5 . 0 22 6 . 0227.0 228 . 0 22 9 . 0230.0231 . 0 23 2 . 0 23 3 .0 23 4 .0 224.0 225.0 226.0 227.0 228.0 229.0 230.0 231.0 232.0 232.0 231.0 230.0 229.0 228.0 227.0226.0225.0 224.0223.0 222.0221.0 220.0 239.0 237.0 238.0 239.0 236. 0 237 .0 238 . 0 239. 0 238.0 238.0 239.0 237.0 23 7 . 0236 .0236.0 235.0 235.0 235.0233.0 232.0 239.0240.0 240.024 0 . 0 240.0 240.0 239.0 240. 0 240.0 240.0 240 . 0 240.0 240 . 0 240.0 240.0 240.0240.0240.0 241. 0 241.0 241.0 241.0241.0 241.0 241.0 241.0 241.0 241.0 241.0 241. 0 241.0 241.0241.0 242.0 242.0 242. 0 242 . 0 242. 0 242.0 242.0 242.0 242.0 242.0 242. 0 241.0241.0 241.0 241.0 241.0 241.0241.0 241.0 24 2 . 0 242.0 242.0 242.0 242.0 242.0 242.0 242.0 243.0 243.0 240.0 240.0 240.0 241.0 241.0241.0 241.0240.0 240.0 240.0240 .0 240.0 240.0 240.0 240.0 239.0239.0WVFUTURE 1.5m CONCRETE SIDEWALK4:1 SLOPED GRATEINLET=238.81 NINV.= 237.26 SEX. 300∅ DI WATERMAINEX. 300∅ DI WATERMAINPHA S E 1239.01200mm∅ CONCRETEHEADWALLDI 2A (T) 600x600mmFUTURE 900∅ STMFORMER TRILLIUM RAIL 2.5m - 250∅ CMP NIPPLE @ 0.8% ±1 2 2 0 x 1 2 2 0m m P ON D O U T L E T CO N T R O L C H AMB E R S T 1 0 5 EMERGENCY OVERFLOW WEIR5.0m BTM, 5:1 SLOPES19 . 1m - 60 0 ∅ S TM @ 5 . 60 %28.9m - 600∅ STM @ 33.3% 5 MATS CABLE CONCRETE CC45SS 3:1 3:1 3:13 M A T SCAB L E C ONC . C C 4 5 S S DIMH ST100 47° BENDMH ST10218.3m - 900∅CMP @ 7.65%45° BEND30±t 100k g S I ZERIP RAP HEADWA LL 221.0 221.0 1 0 9 7 11 1 2 1 3 1 5 8 11.0m BACK TO BACK MOUNTABLE CURB 11.0m B A C K T O B A C K M O U N T A B L E CU RB 9.0m B A C K T O B A C K M O U N T A B L E C U R B 117.6m - 300∅ SAN @ 0.85% 10 7 . 7 m - 3 0 0 ∅ S A N @ 0 . 8 3 % 53.2 m - 2 0 0 ∅ S A N @ 1 . 5 0 % 17. 4m - 3 0 0 ∅ 20.2m - 2 0 0 ∅ S A N @ 1 . 5 0 % ± MH SA5MH ST6 MH S A 7 MH SA 5 0 M H S T 4 MH ST3 MH ST2 37 PAR T 8 19. 5 m - 9 0 0 ∅ 19.7m - 3 7 5 ∅ S T M @ 0 . 5 5 % ± MH ST5 0 55.0m - 3 7 5 ∅ S T M @ 0 . 5 1 % 10 4 . 4m - 9 0 0 ∅ S T M @ 0 . 3 8% 105.2m - 900∅ STM @ 0.43% 250∅ CB 2C CB 2B CB 2DCB 4 A 300∅ PVC DR18 WATERMAIN 30 0 ∅ P VC DR 1 8 W A T E RM A I N CB 4 B 29.0m - 1 5 0 ∅ W M @ - 0 . 5 0 % 1.5m C O N C R E T E S I D E W A L K WV WVWV 1.5 m C O N C R E T E S I D E W A L K 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K HY D W V CB 5 A 66.3 m - 2 0 0 ∅ S A N @ 1. 5 2 % 56.5m - 3 0 0 ∅ S T M @ 1 . 5 2 % CB 50 A CB 50 B MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA5374.4m - 200∅ SAN @ 0.74% 74.5m - 300∅ STM @ 0.77%DCB 52ADCB 52BMH ST52MH SA52MH S T 5 1MH S A 5 1 6 7 . 7 m - 2 0 0 ∅ S A N @ 0 . 4 8% 6 3 . 4 m - 3 0 0 ∅ S T M @ 0 . 5 7 % 150∅ WATERMAIN 1 5 0 ∅ W A T E R MA I N 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K 1. 5 m CONC R E T E S I D E W A L K 1.5m CONCRETE SIDEWALKST M @ 0 . 3 5 % ± SA N @ 0 . 8 0 % ±WV HYD 1.5m C O N C R E T E S WK 1.5 m C ON CRETE SI DE WALK 1.5m CO NCRETE SID EWALK 150∅ W A T E R M A I N39.4m - 25 0 ∅ STM @ 1 .5 0% 37. 1 m - 3 0 0 ∅ S A N @ 0 . 8 0 %MH SA8 MH ST5 35. 8 m - 9 0 0 ∅ S T M @ 0 . 3 5 % 300 ∅ P V C DR18 W M 98.4 m - 20 0 ∅ S A N @ 1.26 % 97.9 m - 3 7 5 ∅ ST M @ 0. 3 5 % MH S T 5 5 MH S A 9 22.5 ° BEND MAIN S T O P CAP c/w50∅300x150∅ RE D UCER 200∅ PV C D R1 8 W M HYD CB 5 5 A CB 5 5 B 11 ° BEND1/4 (R) 2 7 2 8 P A R T 10 2 5 24 22 2 3 30 2 6 2 9 3 2 3 1 50 38 39 40 PART 7 41 PART 1 PART 4 51 36 21 PART 13 18 35 55 52 PART 9 4 9 20 19 17 16 48 54 (TOWN OF TILLSONBURG)300x2 0 0 ∅ R E D U CE R PHA S E 3 2 14 CAP SAN @ 0 . 3 5 % 13.1m - 3 0 0 m m ∅AREA OUTSIDE OF TOWN LIMITS 6.20hanorthAGRICULTURALAGRICULTURALPUBLIC SCHOOLTHAMES VALLEY DISTRICTSCHOOL BOARDEXISTINGSOCCER FIELDWESTFIELD AGRICULTURALEXISTING TREE FARMEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALWideningWidening0.001 ha.PLANNINGURBAN DESIGN& LANDSCAPEARCHITECTUREMHBC540 BINGEMANS CENTRE DR., SUITE 200, KITCHENER, ON, N2B 3X9| P: 519 576 3650 | WWW.MHBCPLAN.COMI HEREBY AUTHORIZE MACNAUGHTON HERMSEN BRITTON CLARKSON PLANNING LIMITED TOSUBMIT THIS PLAN FOR APPROVAL.Surveyor's CertificateI HEREBY AUTHORIZE CERTIFY THAT THE BOUNDARIES OF THE LAND TO BE SUBDIVIDED ON THISPLAN AND THEIR RELATIONSHIP TO THE ADJACENT LANDS ARE ACCURATELY AND CORRECTLYSHOWN.Subject LandsSCALEDwg No.1 of 1DateFile No.21204 'A'Checked ByDrawn ByL.M./C.A.C.Plan ScaleQ:\21204'A' - Tillsonburg - Plan of Subdivsion\Graphics\DP\18056_Victroia Woods CONCEPT 1A_REV MHBC APR 17 2023.dwgnorth1:00,000ONTARIO LAND SURVEYORCOUNTY OF OXFORDPART OF LOT 8, CONCESSION 12(GEOGRAPHIC TOWNSHIP OF DEREHAM)MUNICIPALITY OF THE TOWN OF TILLSONBURG 1:15001020406080100DRAFT PLAN OF SUBDIVISIONByDateIssued / RevisionOwner's CertificateAdditional Information Required Under Section 51(17) of the Planning Act R.S.O. 1990, c.P.13 as AmendedA. As Shown B. As Shown C. As ShownD. Residential/CommercialE. As ShownF. As ShownH. Municipal Water SupplyI. Loam, Clay, SiltJ. All Services As RequiredL. As ShownG. As ShownJ. As ShownDATEDATEPART OF LOTS 8 & 9, CONCESSION 11MUNICIPALITY OF THE TOWNSHIP OF SOUTHWEST OXFORDPRELIMINARYKIM HUSTEDKIM HUSTED SURVEYINGVICTORIA WOOD (TILLSONBURG-WEST) GP INCASHER BISTRICERDescriptionLow Density Residential (Single Detached)Low Density ResidentialLow Density Residential (Street Townhouses)Medium Density ResidentialHigh Density ResidentialWalkwayWalkway /Service CorridorParkOpen SpaceStorm Water Management0.3m ReservesRoad WideningRoadsTotal 48 702/1117 41.504 ha.Lots/Blocks1-16,19-2817-18,3329-3234-35363738-39404142-4344-4647-48Area (ha) 16.170 1.614 2.094 3.884 3.202 0.010 0.040 2.072 1.776 2.402 0.004 0.090 8.147(Single Detached/Street Townhouses)Widening0.038 ha.Widening0.051 ha.0.001 ha.0.001 ha.0.001 ha.0.002 ha.TVDSB SURPLUSLANDS 2.31ha ±Erosion Hazard Limit (2022)Erosion Hazard Limit (2022)Blk. 32Low Density(StreetTownhouses)0.317 ha.Blk. 29Low Density(StreetTownhouses)0.601 ha.April 17, 2023 Units 278/367 40/71 62/84 120/240 202/355GRANDVIEW WILSON AVENUEDENRICHARNOLD STREETDEREHAMDRIVE AVEDEREHAMDRIVESANDERSCRESCENTWALNUT DRIVEBEECH BLVD.MAGNOLIA CRT.MYRTLE ST.QUARTER TOWN LINE CONCESSION STREET WEST JONES CRESCENTWESTON DRIVEHOGARTH DRIVEHOLLIER DRIVEESSELTINE DRIVE B A LDW IN S TR E E TWESTON DRIVEJ E A N F E R R I E D R DRIVEGRANDVIEWSTREET 'E'STREET 'B'STREET 'H'STREET 'A'ESSELTINE DRIVE DEREHAM DRIVESTREET 'B'STREET 'C'STREET 'D'STREET 'B'STREET 'G' STREET 'F'DRIVE76-152 Units(Based on 63/111 min/max upha)(Based on 31/62 min/max upha)44-88 Units(Based on 31/62 min/max upha)202-355 UnitsSTREET 'I'3.0m Road3.0m Road0.3 m Reserve3.0m Road3.0m Road0.3 m Reserve0.3 m ReserveOwned by the Applicant0.3 m ReserveBlk. 48Blk. 47Blk. 45Blk. 46Additonal LandsBlk. 44Blk. 26Low Density0.572 ha.Blk. 25Low Density0.243 ha.Blk. 23Low Density0.303 ha.Blk. 22Low Density0.929ha.Blk. 28Low Density0.377 ha.Blk. 39 6.0mWide Walkway /Service Corridor0.020 ha.Blk. 27Low Density1.147 ha.Blk. 41Open Space1.776 ha.Blk. 42Storm WaterManagement0.906 ha.Blk. 20Low Density0.491 ha.Blk. 19Low Density0.495 ha.Blk. 21Low Density1.149 ha.Blk. 18Low Density(Single Detached/StreetTownhouses)0.459 ha.Blk. 17Low Density(Single Detached/StreetTownhouses)0.460 ha.Blk. 15Low Density0.498 ha.Blk. 14Low Density0.494 ha.Blk. 13Low Density0.615 ha.Blk. 12Low Density0.596 ha.Blk. 11Low Density1.983 ha.Blk. 8Low Density1.053 ha.Blk. 10Low Density0.621 ha.Blk. 9Low Density0.616 ha.Blk. 40Park2.072 ha.Blk. 34Medium Density1.434 ha.Blk. 6Low Density0.701ha.Blk. 33Low Density(Single Detached/Street Townhouses)0.695 ha.Blk. 31Low DensityType 3(StreetTownhouses)0.576 ha.Blk. 30Low DensityType 3(StreetTownhouses)0.601 ha.Blk. 7Low Density0.244 ha.Blk. 35Medium Density2.450 ha.Blk. 36High Density3.202 ha.Blk. 4Low Density0.239 ha.Blk. 5Low Density0.235 ha.Blk. 3Low Density0.401 ha.Blk. 43Storm WaterManagement1.496 ha.Blk. 2Low Density0.509 ha.Blk. 1Low Density0.520ha.Blk. 386.0m WideWalkway ServiceCorridor0.020 ha.Blk. 373.0m WideWalkway0.010 ha.Blk. 16Low Density0.486 ha.Blk. 24Low Density0.655ha.34.022.022.06.0 34.034.03 6 . 130.031.335.0 35.120.00.322.035.035.020.020.020.022.022.022.020.020.039.69539.69535.00454.58020.020.0206.82969.51569.515 206.82935.035.035.035.020.035.033.834.134.332.735.0 35.034.120.035.035.022.0 22.022.0 35.033.235.022.020.020.0 33.033.033.035.035.0 20.035.035.034.734.735.034.135.035.034.334.420.020.033.0101.623101.986 33.035.035.035.030.030.0 34.0 R20.035.0 35.232.632.630.030.020.0 20.032.632.632.432.420.030.030.020.032.632.620.0 22.0 40.0 40.3 37.5 34.035.434.035.0 20.040.030.330.020.0 Plate 5: Victoria Wood Draft Plan ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgQuarter Town LineDereham DriveSubject LandsEsseltine DriveWestfield Public SchoolStorm Water Management BlockGrandview DriveStreet "C"Street "A"Street "B"Street "E"Street "D"Concession Street WestPage 326 of 550 - 1 - AMENDMENT NUMBER 308 TO THE COUNTY OF OXFORD OFFICIAL PLAN the following schedule attached hereto constitutes Amendment Number 308 to the County of Oxford Official Plan. Page 327 of 550 - 2 - 1.0 PURPOSE OF THE AMENDMENT The purpose of this amendment is to re-designate certain lands in the Town of Tillsonburg from ‘Low Density Residential’ to ‘Medium Density Residential’, to facilitate the development of two 4-storey 39-unit apartment buildings and 21 townhouse units. 2.0 LOCATION OF LANDS AFFECTED This amendment applies to lands described as Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6017, Tillsonburg. The subject lands are located on the north side of the extension of Dereham Drive, west of Quarter Town Line Road, and are municipally known as 102 Dereham Drive in the Town of Tillsonburg. 3.0 BASIS FOR THE AMENDMENT The amendment has been initiated to redesignate the subject lands from ‘Low Density Residential’ to ‘Medium Density Residential’ to facilitate the development of the lands as indicated in the ‘Purpose of the Amendment’ section above. It is the opinion of Council that the amendment is consistent with the policies of the PPS as the development is an efficient use of land and municipal services within a settlement area. The development also contributes to providing housing types and densities necessary to meet the projected requirements of current and future residents of the Town and the broader regional market area. Further, the proposed development supports the strategic initiatives and objectives of the Official Plan with respect to ensuring that adequate affordable housing is available for low and moderate income households in the Town of Tillsonburg. Council is further satisfied that the Official Plan criteria respecting the designation of additional Medium Density Residential areas have been adequately addressed. The subject lands will front on the future Dereham Drive extension. Surrounding land uses include institutional and residential land uses to the south (Westfield Public School, single detached dwellings), and residential land uses to the east (single detached dwellings). The lands to the north and west of the subject property are part of the Victoria Wood Subdivision, which has received draft plan approval and includes a mix of low density, medium density and high density residential development. Adequate servicing capacity exists to serve the proposed development, and the development will be subject to the site plan approval process, where matters related to servicing, storm water management, grading, access, and parking will be addressed to the satisfaction of the Town and County. The proposed net residential density of the site is within the limits contemplated by the Medium Density Residential designation. In light of the foregoing, it is the opinion of Council that the proposed Official Plan Amendment is consistent with the policies of the PPS and supports the objectives and strategic initiatives of the Official Plan. Page 328 of 550 - 3 - 4.0 DETAILS OF THE AMENDMENT 4.1 That Schedule “T-2” – Town of Tillsonburg Residential Density Plan, is hereby amended by changing the land use designation of those lands identified as “ITEM 1” on Schedule “A” attached hereto from “Low Density Residential” to “Medium Density Residential”. 5.0 IMPLEMENTATION This Official Plan Amendment shall be implemented in accordance with the implementation policies of the Official Plan. 6.0 INTERPRETATION This Official Plan Amendment shall be interpreted in accordance with the interpretation policies of the Official Plan. Page 329 of 550 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER xxxx 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 ‘RM-11’ the zone symbol of the lands so designated ‘RM-11’ on Schedule “A” attached hereto. 2. That Section 9.5 to By-Law Number 3295, as amended is hereby further amended by adding the following subsection at the end thereof: “9.5.11 LOCATION: NORTH SIDE OF DEREHAM DRIVE, WEST OF QUARTER TOWN LINE, PART OF LOT 8, CONCESSION 12 (DEREHAM), PART 1 OF 41R-6017, RM-11 (KEY MAP 23) 9.5.11.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any RM-11 Zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Table 9.1. 9.5.11.2 Notwithstanding any provisions of this By-law to the contrary, no person shall within any RM-11 Zone use any lot, or erect, alter or use any building or structure except in accordance with the following provisions: 9.5.11.2.1 FRONT YARD DEPTH Minimum 5.5 m (18 ft) 9.5.11.3 That all the provisions of the RM Zone in Section 9.2 of this By-Law, as amended, shall apply; and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. Page 330 of 550 READ a first and second time this XX day of XX 2024. READ a third time and finally passed this XX day of XX 2024. Mayor Clerk Page 331 of 550 ZN 7-23-04 TOWN OF TILLSONBURG BY-LAW NUMBER 2024-007 EXPLANATORY NOTE The purpose of By-Law Number 2024-007 is to rezone the subject property from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-11)’ to facilitate the development of the lands for medium density residential use. A special provision is included to permit a reduced front yard depth for the proposed development. The subject lands are legally identified as Part Lot 8, Concession 12 (Dereham), Part 1 of 41R- 6017; Tillsonburg. The subject lands are located on the north side of Dereham Drive, and municipally known as 102 Dereham Drive. The public hearing was held on November 13, 2023. One email and three letters were received and included as an Appendix to the Staff Report for Council’s consideration. Council deferred the decision, and requested that Staff hold an Open House, which was held on November 30, 2023. Any person wishing further information relative to Zoning By-Law Number 2024-007 may contact the undersigned. Tanya Daniels Clerk Town of Tillsonburg 10 Lisgar Avenue Tillsonburg, ON N4G 5A5 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-04 (Thames Valley District School Board) Report No: CP 2023-207 Page 332 of 550 L O T 4 0 N83°07'14"ER=125.89A=24.24 SW ANGLELOT 40, RP 714 L O T 4 3 L O T 4 2 L O T 4 1 R E G . P L A N 7 1 4 N11°36'30"W0.70N11°36'30"W 80.01N11°46'20"W 78.63N78°35'30"E 217.97 N79°13'15"E 119.38 N78°11'55"E 122.93 L O T 4 4 L O T 8C O N C E S S I O N 1 2 DEREHAM D R QUARTER TOWN LINESCHEDULE "A" PART LOT 8, CONCESSION 12 (DEREHAM)PART 1 & PART OF PART 2, REFERENCE PLAN 41R-10534TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO RM-11 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. 2024-007, PASSED THE 23rd DAY OF JANUARY, 2024 TO BY-LAW No.© 10 0 10 20 305 METRES 2024-007 Page 333 of 550 QUARTER TOWN LINECONCESSION ST W DEREHAM DRDENRICHAVE LOWRIECRESWILSON AVEREID STA RN O L D S TKEY MAP LANDS TO WHICH BYLAW 2024-007 APPLIES © 50 0 50 100 15025 METRES Page 334 of 550 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Council meetings are held the second and fourth Monday of the month at 6:00 p.m. Council meetings are livestreamed and recorded. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. This allows members of Council to have an understanding of the purpose of your delegation. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individauls are agreeing to the release and inclusing of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 335 of 550 Page 336 of 550 Page 337 of 550 Tillsonburg Black Heritage Cultural Event February 25, 2024 Presenter: Olive Williams Page 338 of 550 Who we are 2 We are a diverse collective group of individuals newly relocated to Tillsonburg, driven by a shared vision of contributing to the town's ongoing growth and prosperity. United by a common goal, we aspire to enhance Tillsonburg's development into an even more remarkable community, underpinned by strong values and morality. Our mission is to instill a culture of excellence that inspires the younger generation. We aim to spotlight our unique talents and gifts, including our culinary and musical prowess,to motivate the upcoming generation towards greatness. Our group is a rich tapestry of professionals, entrepreneurs, retired laborers, empty nesters, homemakers, and everyday individuals hailing from various corners of the diaspora. Page 339 of 550 Who we are NOT 3 We are not part of any groups with a hidden agenda or mandate. We have no connection or affiliation with black lives matter as we believe that all lives matter. We have no plans to incorporate any groups with hidden agenda to indoctrinate our children Page 340 of 550 Why this Black Heritage Cultural Event ? Page 341 of 550 The Why Tillsonburg has been distinguished as one of "Canada's Top 25 Communities to Live and Work Remotely" according to Maclean's 2021 Best Communities ranking. This accolade has significantly benefited this picturesque small town, drawing a diverse population from the Greater Toronto Area and beyond. Consequently, there is an emerging demand for an expansion in services and programs to accommodate this influx. Reflecting on the historical narrative of African Americans in this region, it is evident that numerous individuals chose to establish their homes across the tri-counties. Presently, we observe a resurgence of African American families returning to this area, seeking a tranquil and serene environment for retirement and child-rearing. Consequently, there is an emergent need to amplify our visibility and foster a community that can seamlessly integrate with existing ones. As we expand, it is crucial to collectively understand and appreciate our diverse backgrounds. Page 342 of 550 The goal of the Black Heritage Cultural Mandate: Our goal is simple and straight forward, which is to celebrate our contribution in Oxford County and Canada for Black History Month. To inspire our children and grandchildren to embrace our past and look towards the future as we pass on the baton to them.We strive to cultivate a familial, supportive community, fostering a network of interdependence. This event serves as a platform for us to familiarize ourselves with the black community members, fostering mutual understanding. We seek to delve into the history of black individuals who once inhabited this region, educating our youth to instill pride in their heritage. Our collective efforts aim to forge strong ties with existing communities, nurturing enduring friendships and relationships. Page 343 of 550 Additionally, this mandate will help: •Build a strong community that supports our neighbors in loving them and caring for them as we do ourselves. Supporting each other in times of difficulties and success. To create a network of dependable people in the event that there is a disaster or calamity. •Celebrate with each other with their many achievements and successes. Being there for each other when there is a death in the family, a marriage, the birth of a child or a milestone birthday. As the saying goes, it takes a village to raise a child. We would like to be available to support parents who may be struggling to raise their children and trying to hold down a job at the same time. •Exposé the black own businesses and services that are currently in the community and those that other people will be bringing or starting in Tillsonburg. To create a network of the available business and share contact information. This initiative will serve as a catalyst for business growth, fostering an environment for these enterprises to thrive and prosper. •Be a beacon of hope to those who are lost and searching for the meaning to life. To provide counselling and advise to those who are struggling to get by from day to day. Address the repercussions of substance abuse, homelessness, mental health issues, and other adversities that afflict numerous households. Page 344 of 550 Conclusion Let’s face it. These days life is hard, and if there’s no other time, we need to be our brother's keeper, we need to be that now. We can truly say that we are now living in a difficult time, however I have the dream of Dr Martin Luther King JR, where he saw people living as one from different races, culture and background. I’ve dream of the young caring for the senior citizen with genuine love and respect. Two of the greatest commands that our creator have given to all humanity is to love God and love each other as we love ourselves. Everything else will fall in place when we are practicing these two. From the moment I moved into Tillsonburg. I began to experience those attributes from majority of the people that I meet. I felt loved by the smiles on their faces and the way they stop to inquire about me.Thus, we want to say thank you to everyone for the way they have treated us in the past and the way they have received us to this community to date. In expressing our gratitude, we would love to serve the community on this day.Although this event will only be happening once per year, it will give our community and the other communities something exciting to look forward to.We are thrilled to introduce the Black Heritage Cultural Event to Tillsonburg, a celebration of our rich and diverse heritage. Page 345 of 550 Program of Events This program will consist of: •Songs •Poetry •Speeches •Gifts and surprises •A Slide show •Presentation from the Norwich Historical Archives •Presentation from the Ingersoll Historical Archives •Displays of artifacts •Showcasing of Black own local business old and new •Networking of business contacts information •Word of encouragement from a local Pastor •Prayers Page 346 of 550 Thank you See you there! Page 347 of 550 2023 marked the 16th annual Oxford Invitational Youth Robotics Challenge. This event is a community-based partnership that encourages students to consider careers in engineering, technology and skilled trades. We had a very successful event with a total of 16 teams and approximately 150 students participating within the region. THANK YOU TO THE TEAM LEADERS, MENTORS, JUDGES AND SPONSORS FOR YOUR SUPPORT Media included an article in the London Free Press https://lfpress.com/news/local-news/photos-robotics- challenge and Heart FM https://www.heartfm.ca/news/local-news/robotics-challenge-returns-to-community- complex/ and Echo was at the event as well (a monthly printed publication that will be out mid-December) All teams were judged on their written reports, videos, presentations and operation. A special thanks to our judges: Spencer Holman from the City of Woodstock, Lisa Wells, Mike Kapin and Eric Collins from Fanshawe College Woodstock/Oxford Regional Campus. Congratulations to the teams on the awards presented at the event on November 30, 2023 PLATINUM CHAMPION AWARD PLATINUM AWARD Ingersoll District Collegiate Institute Lord Dorchester Secondary School Bomber Squad team Brick-Bot Engineers team BRONZE: Saint André Bessette Secondary School [SAB1 & SAB2] – Sir Wilfrid Laurier Secondary School SILVER: Westminster Secondary School [Wildbots of the West] GOLD: Arthur Voaden Secondary School – College Avenue Secondary School – Lord Dorchester Secondary School [Castor Machina] – Regina Mundi Catholic College – Rehoboth Christian School – Saunders Secondary School – St. Joseph’s Catholic High School [4525ON & 4525OY] – St. Mary’s Catholic High School [Cyber Sardines & Dread Claw] 2023 SPONSORS: COMMITTEE MEMBERS: City of Woodstock Economic Development, Community Employment Services Woodstock, Elgin Middlesex Oxford Workforce Planning & Development Board, Fanshawe College Woodstock/Oxford, London District Catholic School Board, Thames Valley District School Board Brad Hammond Lisa Wells Co-Chair Co-Chair Page 348 of 550 January 5, 2024 File:1.4.5.1 Kyle Pratt, CAO kpratt@tillsonburg.ca Re: 30-Day Notice to Member Municipalities – 2024 Draft LPRCA Budget Dear Mr. Pratt, At the Board of Directors meeting of January 3rd, 2024, it was recommended to circulate the 30-day notice to member municipalities of the upcoming budget and levy vote in accordance with Ontario Regulation 402/22 (Budget and Apportionment). The weighted vote for the final 2024 LPRCA Budget will take place at the February 7th, 2024 Board of Directors meeting. The Board approved the 2024 Draft Budget to be circulated to member municipalities for 30-day review and comment at the November 8th, 2023 budget meeting. The 30-day notice for comment regarding the LPRCA draft budget was sent to municipal partners on November 9, 2023 requesting any comments be forwarded to the office by December 14, 2023. No comments were received from member municipalities. In accordance with Ontario Regulation 402/22 the 30-day notice of the Budget and Levy Vote meeting is to be accompanied by the draft budget and the amount the member municipalities will be levied for 2024. The levy is apportioned to member municipalities based on a general levy formula as developed by the Ontario Ministry of Natural Resources and Forestry using Current Value Assessment data from the Municipal Property Assessment Corporation. As such, please find the enclosed information on LPRCA’s 2024 budget for its member municipalities: 1. 2024 Draft Consolidated Budget Summary 2. 2024 Draft Consolidated Operating Budget 3. LPRCA 2024 Municipal Levy – Consolidated - Draft 4. Five Year Summary by Municipality of Levy Apportioned by CVA % The updated budget is attached which reflects a revised fee schedule for 2024 Planning, Development and Permitting Fees. A Minister’s Direction was issued by the Minister of Natural Resources and Forestry on December 28, 2022 to not change fees and it has been extended for 2024. The fees remain at the 2022 rates. After the Board of Directors meeting on February 7th, 2024, invoices will be sent as a notice to pay to each municipality. If you have any questions or need further information, please contact Aaron LeDuc, Manager of Corporate Services at aleduc@lprca.on.ca or 519-842-4242, ext. 224. Sincerely, Judy Maxwell General Manager cc. Renato Pullia, Director of Finance/Treasurer Tanya Daniels, Director of Corporate Services/Clerk Encl. (4) Page 349 of 550 20212022202320232024ActualActual Sept 30 YTD Budget Draft Budget$$$$$%Program:Watershed Planning and Technical Services397,680 441,714 308,846 398,020 439,146 41,12510.3%-16,326Watershed Flood Control Services 222,711 92,558107,534 269,270 320,079 50,80918.9%-50,809Healthy Watershed Services 173,447 243,281 184,173 251,522 167,227 (84,295) (33.5%) -(79,039)Conservation Authority Lands357,192 347,207 298,572 568,996 670,310 101,314 17.8%72,215Communication and Marketing Services81,286101,495 38,937 142,277 136,299 (5,978)(4.2%)-(1,978)Backus Heritage and Education Services 156,553 190,924 164,001 325,662 307,756 (17,905) (5.5%) -(144,845)Conservation Parks Management Services1,180,627 1,362,999 1,294,207 1,612,933 1,667,787 54,8543.4%-No levyPublic Forest Land Management Services307,663 271,042 242,327 320,160 297,532 (22,628) (7.1%)-No levyPrivate Forest Land Management Services136,090 150,013 90,354 119,355 188,427 69,07357.9% 11,443No levyMaintenance OperationsServices400,306 398,765 279,917 383,712 433,307 49,59512.9%-29,317Corporate Services1,025,774 1,099,434 915,916 1,176,846 1,240,400 63,5545.4%-103,648Total Program Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4% 11,443 46,453 Objects of Expenses:Staff Expenses2,510,611 2,716,453 2,268,459 3,603,498 3,803,085 199,588 5.5%Staff Related Expenses34,18530,46031,98355,35552,305(3,050)(5.5%)Materials and Supplies269,764 353,400 257,224 306,018 333,009 26,9918.8%Purchased Services1,280,594 1,252,652 1,268,121 1,484,672 1,557,355 72,6834.9%Equipment45,66940,62542,42650,72553,7253,0005.9%Other59,07655,65056,57068,48568,7903050.4%Amortization239,431 250,192 ----0.0%Total Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%-Sources of Revenue:-Municipal Levy - Operating 1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,4532.2%Provincial Funding50,218128,356 10,51022,44719,000(3,447)(15.4%)MNR Grant35,22935,2298,80735,22935,229-0.0%MNR WECI & Municipal Funding2,579-----0.0%Federal Funding33,80430,41613,2606,5793,994(2,585)(39.3%)User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%Community Support275,847 434,312 467,773 539,233 618,345 79,11214.7%Interest on Investments24,36324,144----0.0%Land Donation------0.0%Gain on Sale of Assets1,21913,339----0.0%Contribution from (to) Reserves(419,757) (682,144) -14,65617,8163,16021.6%Transfer from/(to) Current Year Surplus ------0.0%Total Revenue4,439,329 4,699,432 5,214,897 5,818,209 6,089,220 271,011 4.7%Surplus - current year--1,290,114 249,455 220,950 (28,505) (11.4%)Long Point Region Conservation Authority 2024 DRAFT Consolidated Operating Budget2024 Change fromContribution (to) from Reserves $Increase to Levy $2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET1Page 350 of 550 20212022202320232024ActualActual Sept 30 YTD Budget Budget$$$$$$%Total Operating Expenditures4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4%89.4%Total Capital Expenditures *349,326 349,326 170,336 651,955 696,340 44,385 6.8%10.6%Total Expenditures4,788,655 5,048,758 4,095,119 6,220,709 6,564,610 343,901 5.53%100.0%SOURCES OF REVENUEMunicipal Levy - Operating1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,453 2.21%32.7%Municipal Levy - Capital349,326 349,326 368,550 150,000 188,940 38,940 25.96%2.9%Municipal Levy - Total2,036,269 2,073,585 1,943,182 2,249,510 2,334,903 85,393 3.80% 35.57%Municipal Levy - Special Norfolk- - - - 60,000 60,000 0.00%0.9%Total Municipal Levy2,036,269 2,073,585 1,943,182 2,249,510 2,394,903 145,393 6.46% 36.48%Provincial Funding50,218 128,356 10,510 22,447 19,000 (3,447) (15.4%)0.3%MNR Grant35,229 35,229 8,807 35,229 35,229 - 0.0%0.5%MNR WECI & Municipal Funding2,579 - - 132,500 75,000 (57,500) 0.0%1.1%Federal Funding33,804 30,416 13,260 66,579 3,994 (62,585) (94.0%)0.1%User Fees2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8%49.5%Community Support275,847 434,312 467,773 539,233 618,345 79,112 14.7%9.4%Interest on Investments24,363 24,144 - - - - 0.0%0.0%Land Donation- - - - - - 0.0%0.0%Gain on Sale of Assets1,219 13,339 - - - - 0.0%0.0%Contribution from(to) Reserves(419,757) (682,144) - 74,656 169,266 94,610 126.7%2.6%TOTAL REVENUE4,788,654 5,048,758 5,583,447 6,220,709 6,564,610 343,901 5.53% 100.0%* The Capital Expenditures in the 2024 Draft Budget are proposed to be funded by Municipal Levy of $188,940.**Special Levy of $60,000 to Norfolk County.Long Point Region Conservation Authority 2024 DRAFT Consolidated Budget Summary2024 Change from% of Approved Budget2023 BudgetBOARD OF DIRECTORS DRAFT 2024 BUDGET2Page 351 of 550 PER CAPITA PER CAPITA OPERATING CAPITAL TOTAL (Watershed) (Municipality) Haldimand County $308,299 $27,144 $335,443 $22.88 $8.01 Norfolk County $1,102,753 $97,091 $1,199,844 $23.41 $22.24 Norwich Twp.$151,620 $13,349 $164,969 $26.45 $19.57 South-West Oxford Twp.$44,661 $3,932 $48,593 $28.28 $8.48 Tillsonburg $273,084 $24,044 $297,128 $21.55 $21.55 Total Oxford County $469,365 $41,325 $510,690 Brant County $152,855 $13,458 $166,313 $30.46 $5.21 Bayham Municipality $97,190 $8,557 $105,747 $19.89 $19.89 Malahide Township $15,502 $1,365 $16,867 $25.31 $2.53 $2,145,963 $188,940 $2,334,903 $23.81 $14.08 Increase over 2023 $46,453.11 $38,940 $85,393 Per Capita Increase over 2023 $0.47 $0.40 $0.87 LPRCA 2024 MUNICIPAL LEVY - CONSOLIDATED - DRAFT MUNICIPALITY LEVY AMOUNTS BOARD OF DIRECTORS DRAFT 2024 BUDGET 3 Page 352 of 550 LPRCA Draft Budget Operating Levy Draft Budget Capital Levy Draft Budget Total Levy 2,145,963$ $188,940 $2,334,903 Municipality Year Haldimand County 2020 $232,601 14.14%$5,637 2.48% $54,631 14.14%($103) -0.19% $287,231 14.14%$5,534 1.96% 2021 $240,090 14.23%$7,489 3.22% $53,371 14.23%($1,260) -2.31% $293,461 14.23%$6,230 2.17% 2022 $245,330 14.23%$5,239 2.25% $54,309 14.23%$938 1.72% $299,638 14.23%$6,177 2.15% 2023 $302,661 14.42%$57,331 23.37% $21,624 14.42%($32,685) -60.18% $324,284 14.42%$24,646 8.23% 2024 $308,299 14.37%$5,638 1.86% $27,144 14.37%$5,520 25.53% $335,443 14.37%$11,159 3.44% Norfolk County 2020 $865,971 52.64%$19,996 2.36% $203,390 52.64%($624) -0.31% $1,069,361 52.64%$19,373 1.85% 2021 $882,185 52.29%$16,214 1.87% $196,106 52.29%($7,284) -3.58% $1,078,290 52.29%$8,930 0.84% 2022 $901,067 52.26%$18,883 2.18% $199,470 52.26%$3,364 1.65% $1,100,537 52.26%$22,247 2.08% 2023 $1,088,124 51.83%$187,057 20.76% $77,741 51.83%($121,729) -61.03% $1,165,865 51.83%$65,328 5.94% 2024 $1,102,753 51.39%$14,629 1.34% $97,091 51.39%$19,350 24.89% $1,199,844 51.39%$33,978 2.91% $3,994 Oxford County* 2020 $349,761 21.26%$5,504 1.60% $82,148 21.26%($872) -1.05% $431,908 21.26%$4,631 1.08% 2021 $360,609 21.38%$10,848 3.10% $80,162 21.38%($1,986) -2.42% $440,771 21.38%$8,862 2.05% 2022 $368,308 21.36%$7,699 2.20% $81,533 21.36%$1,371 1.67% $449,841 21.36%$9,070 2.10% 2023 $451,909 21.52%$83,601 22.70% $32,287 21.52%($49,246) -60.40% $484,196 21.52%$34,355 7.64% 2024 $469,365 21.87%$17,456 3.86%$41,325 21.87%$9,038 27.99% $510,690 21.87%$26,494 5.47% Brant County 2020 $109,970 6.69%$4,742 4.51% $25,829 6.69%$452 1.78% $135,799 6.69%$5,194 3.98% 2021 $114,930 6.81%$4,959 4.51% $25,548 6.81%($280) -1.09% $140,478 6.81%$4,679 3.45% 2022 $119,089 6.91%$4,159 3.78% $26,363 6.91%$814 3.15% $145,452 6.91%$4,974 3.66% 2023 $147,095 7.01%$28,006 23.52% $10,509 7.01%($15,854) -60.14% $157,605 7.01%$12,153 8.36% 2024 $152,855 7.12%$5,760 3.92% $13,458 7.12%$2,949 28.06% $166,313 7.12%$8,709 5.53% Bayham Municipality 2020 $74,792 4.55%$1,422 1.94% $17,566 4.55%($128) -0.72% $92,359 4.55%$1,294 1.42% 2021 $76,671 4.54%$1,879 2.51% $17,044 4.54%($523) -2.98% $93,715 4.54%$1,356 1.47% 2022 $77,927 4.52%$1,256 1.68% $17,251 4.52%$207 1.18% $95,177 4.52%$1,463 1.58% 2023 $94,466 4.50%$16,539 21.22% $6,749 4.50%($10,502) -59.78% $101,215 4.50%$6,038 6.34% 2024 $97,190 4.53%$2,724 2.88% $8,557 4.53%$1,808 10.61% $105,747 4.53%$4,532 4.48% Malahide ` Township 2020 $11,866 0.72%$207 1.77% $2,787 0.72%($25) -0.88% $14,652 0.72%$182 1.26% 2021 $12,459 0.74%$594 5.00% $2,770 0.74%($17) -0.62% $15,229 0.74%$576 3.93% 2022 $12,538 0.73%$79 0.66% $2,775 0.73%$6 0.21% $15,313 0.73%$84 0.58% 2023 $15,255 0.73%$2,717 21.67%$1,090 0.73%($1,686) -60.73% $16,345 0.73%$1,032 7.04% 2024 $15,502 0.72%$247 1.62% $1,365 0.72%$275 25.23% $16,867 0.72%$522 3.43% 2024 $2,145,963 $46,453 2.21%$188,940 $38,940 25.96%$2,334,903 $85,393 3.80% Operating Capital Combined 2020 1,644,960$ 386,350$ 2,031,310$ 2021 1,686,943$ 41,983$ 2.55%375,000$ (11,350)$ -2.94% 2,061,943$ 30,633$ 1.51% 2022 1,724,258$ 37,315$ 2.21%381,700$ 6,700$ 1.79% 2,105,959$ 44,015$ 2.13% 2023 2,099,510$ 375,251$ 21.76%150,000$ (231,700)$ -60.70% 2,249,510$ 143,551$ 6.82% 2024 2,145,963$ 46,453$ 2.21%188,940$ 38,940$ 25.96% 2,334,903$ 85,393$ 3.80% Total 9,301,634$ 1,481,990$ 10,783,625$ Notes: Operating Notes: Capital Notes: Combined 2020 $16.85 per capita 2020 $3.96 per capita 2020 $21.05 per capita 2021 $17.22 per capita 2021 $3.83 per capita 2021 $21.63 per capita 2022 $17.71 per capita 2022 $3.92 per capita 2022 $22.94 per capita 2023 $21.41 per capita 2023 $1.53 per capita 2023 $22.94 per capita 2024 $21.89 per capita 2024 $1.93 per capita 2024 $23.81 per capita Oxford County Apportionment:Oxford County Apportionment:Oxford County Apportionment: Norwich Twp.151,620$ Norwich Twp.13,349$ Norwich Twp.164,969$ South-West Oxford 44,661$ South-West Oxford 3,932$ South-West Oxford 48,593$ Tillsonburg 273,084$ Tillsonburg 24,044$ Tillsonburg 297,128$ 469,365$ 41,325$ 510,690$ % Increase Year over Year 5 Year Summary by Municipality of Levy Apportioned by CVA % Municipal Levy - Operating Municipal Levy - Capital Municipal Levy - Combined Amount of Levy Share % of Total Levy* $ Increase Year over Year % Increase Year over Year Amount of Levy Share % of Total Levy* $ Increase Year over Year % Increase Year over Year Amount of Levy Share % of Total Levy* $ Increase Year over Year BOARD OF DIRECTORS DRAFT 2024 BUDGET 4 Page 353 of 550 BOARD OF DIRECTORS Draft 2024 Budget Package November 8th, 2023 Page 354 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET About Long Point Region Conservation Authority (LPRCA) is a special purpose environmental body tasked with conserving natural resources for economic, social and environmental benefits and protecting people and property within the Long Point Region watershed from flooding, erosion and other natural hazards. Committed to working together to shape the future wellbeing of our watershed, LPRCA provides our eight member municipalities with watershed-based programs and services, and participates actively in collaborative partnerships with landowners, community organizations and all levels of government. LPRCA was formed in 1971 as a result of the amalgamation of the Big Creek Region (1948-1970) and Otter Creek (1954-1970) Conservation Authorities. Our area of responsibility, the Long Point Region watershed, is home to approximately 99,000 people and covers an area of 2,782 square kilometers. This watershed encompasses the entire Municipality of Bayham and the Town of Tillsonburg; most of Norfolk County; and portions of Haldimand County, the County of Brant, the Township of Norwich, and the Townships of Malahide and South-West Oxford. LPRCA provides quality of life and value-added services to residents through our programs. Services offered include watershed management, erosion control and mitigation, flood forecasting and warning, water quality and quantity monitoring, plan input and review, environmental education and land stewardship. LPRCA owns and manages over 11,000 acres of land throughout the watershed, preserving and improving the health of the region and providing recreational opportunities to watershed residents and visitors. Funded through municipal levy, revenue-generating activities and provincial support for government-mandated services, LPRCA's science-based integrated watershed management addresses the unique needs of the Long Point Region watershed, protecting and enhancing the varied natural landscapes, ecosystems and natural areas and ensuring a thriving, resilient and economically sustainable watershed for generations to come. 2 Page 355 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Table of Contents About. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . .4 Budget Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . .5 Consolidated Operating Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Consolidated Budget Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Municipal Levy – Consolidated. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Capital Levy by Municipality. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Current Value Assessment Apportionment (2023). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Current Value Assessment Apportionment (2022). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 5-Year Summary by Municipality of Levy Apportionment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Watershed Planning and Technical Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 Technical and Planning Service User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Ontario Regulation 178/06 Permit Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Planning Act Review Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18 Watershed Flood Control Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 Healthy Watershed Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Conservation Authority Lands Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Forestry Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Lee Brown Marsh Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Lands and Waters Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25 Communication and Marketing Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Backus Heritage and Education Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28 Conservation Parks Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30 Conservation Area User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Public Forest Land Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Private Forest Land Management Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Maintenance Operation Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Corporate Services Budget. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40 Corporate Services Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41 Capital Budget Summary – 2024. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 42 Capital Budget Summary – 2024–2028. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 2024-2033 Flood Control Structures Capital Summary. . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .44 Watershed Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50 Conservation Authority Lands Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51 Conservation Parks Management Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 Maintenance Operation Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Corporate Services Capital Project Detail Sheets. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Schedule of Land Holdings 2023. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . 64 Appendix A: Fee Schedules. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70 Planning Act Review Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70 Ontario Regulation 178/06 Permit Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Conservation Area User Fees. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Corporate Services Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Forestry Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Lee Brown Marsh Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75 Lands and Waters Fee Schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76 3 Page 356 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Introduction The draft 2024 operating budget in the amount of $5,868,270 requiring $2,145,963 of general levy representing an increase in the general levy of 2.21% or $46,453. The proposed 2024 capital budget of $696,340 requiring $188,940 of general levy representing an increase in the general capital levy of 25.96% or $38,940. The combined total general municipal levy of $2,334,903 requiring an increase of 3.80% or $85,393 overall compared to 2023. The 2024 budget includes a special levy of $60,000 for Norfolk County for Hay Creek Dam project. The 2024 operating budget includes a surplus of $220,950 that will fund the capital acquisition of motor pool equipment & vehicles and investment in campground infrastructure. At the August 24th, 2023 meeting of the Audit and Finance Committee budget direction was provided to prepare the Draft 2024 Budget with a maximum upside target increase to the municipal levy of 5.0%. The budget was prepared in collaboration with staff across the organization. The draft operating budget is an investment of $5,868,270 into programs and services provided throughout the watershed. The 2024 draft capital budget represents an investment of $696,340 in capital infrastructure, technology improvements and studies to provide program and services. The 2024 draft budget provides the organization with the resources necessary to provide quality services and experience to residents of the watershed and good value to our municipal partners and stakeholders in alignment with the strategic directions identified in the 2019 – 2023 LPRCA Strategic Plan. 4 Page 357 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Long Point Region Conservation Authority 2024 DRAFT Consolidated Operating Budget 2021 Actual $ 2022 Actual $ 2023 Sept 30 YTD $ 2023 Budget $ 2024 Draft Budget 2024 Change from 2023 Budget $ % Contribution (to) from Reserves $ Increase to Levy $ Program: Watershed Planning and Technical Services 397,680 441,714 308,846 398,020 439,146 41,125 10.3% -16,326 Watershed Flood Control Services 222,711 92,558 107,534 269,270 320,079 50,809 18.9% -50,809 Healthy Watershed Services 173,447 243,281 184,173 251,522 167,227 (84,295) (33.5%) -(79,039) Conservation Authority Lands 357,192 347,207 298,572 568,996 670,310 101,314 17.8% 72,215 Communication and Marketing Services 81,286 101,495 38,937 142,277 136,299 (5,978) (4.2%) -(1,978) Backus Heritage and Education Services 156,553 190,924 164,001 325,662 307,756 (17,905) (5.5%) -(144,845) Conservation Parks Management Services 1,180,627 1,362,999 1,294,207 1,612,933 1,667,787 54,854 3.4% -No levy Public Forest Land Management Services 307,663 271,042 242,327 320,160 297,532 (22,628) (7.1%) -No levy Private Forest Land Management Services 136,090 150,013 90,354 119,355 188,427 69,073 57.9% 11,443 No levy Maintenance OperationsServices 400,306 398,765 279,917 383,712 433,307 49,595 12.9% -29,317 Corporate Services 1,025,774 1,099,434 915,916 1,176,846 1,240,400 63,554 5.4% -103,648 Total Program Expenditures 4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4% 11,443 46,453 Objects of Expenses: Staff Expenses 2,510,611 2,716,453 2,268,459 3,603,498 3,803,085 199,588 5.5% Staff Related Expenses 34,185 30,460 31,983 55,355 52,305 (3,050) (5.5%) Materials and Supplies 269,764 353,400 257,224 306,018 333,009 26,991 8.8% Purchased Services 1,280,594 1,252,652 1,268,121 1,484,672 1,557,355 72,683 4.9% Equipment 45,669 40,625 42,426 50,725 53,725 3,000 5.9% Other 59,076 55,650 56,570 68,485 68,790 305 0.4% Amortization 239,431 250,192 ----0.0% Total Expenditures 4,439,329 4,699,432 3,924,783 5,568,754 5,868,270 299,516 5.4% -Sources of Revenue: -Municipal Levy - Operating 1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,453 2.2% Provincial Funding 50,218 128,356 10,510 22,447 19,000 (3,447) (15.4%) MNR Grant 35,229 35,229 8,807 35,229 35,229 -0.0% MNR WECI & Municipal Funding 2,579 -----0.0% Federal Funding 33,804 30,416 13,260 6,579 3,994 (2,585) (39.3%) User Fees 2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8% Community Support 275,847 434,312 467,773 539,233 618,345 79,112 14.7% Interest on Investments 24,363 24,144 ----0.0% Land Donation ------0.0% Gain on Sale of Assets 1,219 13,339 ----0.0% Contribution from (to) Reserves (419,757) (682,144) -14,656 17,816 3,160 21.6% Transfer from/(to) Current Year Surplus ------0.0% Total Revenue 4,439,329 4,699,432 5,214,897 5,818,209 6,089,220 271,011 4.7% Surplus - current year --1,290,114 249,455 220,950 (28,505) (11.4%) 5Page 358 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Long Point Region Conservation Authority 2024 DRAFT Consolidated Budget Summary 2021 Actual $ 2022 Actual $ 2023 Sept 30 YTD $ 2023 Budget$ 2024 Budget $ 2024 Change from 2023 Budget $ % % of Approved Budget Total Operating Expenditures Total Capital Expenditures * Total Expenditures 4,439,329 349,326 4,788,655 4,699,432 349,326 5,048,758 3,924,783 170,336 4,095,119 5,568,754 651,955 6,220,709 5,868,270 696,340 6,564,610 299,516 44,385 343,901 5.4% 6.8% 5.53% 89.4% 10.6% 100.0% SOURCES OF REVENUE Municipal Levy - Operating 1,686,943 1,724,259 1,574,632 2,099,510 2,145,963 46,453 2.21% 32.7% Municipal Levy - Capital 349,326 349,326 368,550 150,000 188,940 38,940 25.96% 2.9% Municipal Levy - Total 2,036,269 2,073,585 1,943,182 2,249,510 2,334,903 85,393 3.80% 35.57% Municipal Levy - Special Norfolk ----60,000 60,000 0.00% 0.9% Total Municipal Levy 2,036,269 2,073,585 1,943,182 2,249,510 2,394,903 145,393 6.46% 36.48% Provincial Funding 50,218 128,356 10,510 22,447 19,000 (3,447) (15.4%) 0.3% MNR Grant 35,229 35,229 8,807 35,229 35,229 -0.0% 0.5% MNR WECI & Municipal Funding 2,579 --132,500 75,000 (57,500) 0.0% 1.1% Federal Funding 33,804 30,416 13,260 66,579 3,994 (62,585) (94.0%) 0.1% User Fees 2,748,884 2,991,521 3,139,914 3,100,555 3,248,872 148,317 4.8% 49.5% Community Support 275,847 434,312 467,773 539,233 618,345 79,112 14.7% 9.4% Interest on Investments 24,363 24,144 ----0.0% 0.0% Land Donation ------0.0% 0.0% Gain on Sale of Assets 1,219 13,339 ----0.0% 0.0% Contribution from(to) Reserves (419,757) (682,144) -74,656 169,266 94,610 126.7% 2.6% TOTAL REVENUE 4,788,654 5,048,758 5,583,447 6,220,709 6,564,610 343,901 5.53% 100.0% * The Capital Expenditures in the 2024 Draft Budget are proposed to be funded by Municipal Levy of $188,940. **Special Levy of $60,000 to Norfolk County. 6Page 359 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET LPRCA 2024 MUNICIPAL LEVY - CONSOLIDATED - DRAFT LEVY AMOUNTS PER CAPITA PER CAPITA MUNICIPALITY OPERATING CAPITAL TOTAL (Watershed) (Municipality) Haldimand County $308,299 $27,144 $335,443 $22.88 $8.01 Norfolk County $1,102,753 $97,091 $1,199,844 $23.41 $22.24 Norwich Twp. $151,620 $13,349 $164,969 $26.45 $19.57 South-West Oxford Twp. $44,661 $3,932 $48,593 $28.28 $8.48 Tillsonburg $273,084 $24,044 $297,128 $21.55 $21.55 Total Oxford County $469,365 $41,325 $510,690 Brant County $152,855 $13,458 $166,313 $30.46 $5.21 Bayham Municipality $97,190 $8,557 $105,747 $19.89 $19.89 Malahide Township $15,502 $1,365 $16,867 $25.31 $2.53 $2,145,963 $188,940 $2,334,903 $23.81 $14.08 Increase over 2023 $46,453.11 $38,940 $85,393 Per Capita Increase over 2023 $0.47 $0.40 $0.87 7 Page 360 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024 Draft Capital Levy By Municipality Apportioned by CVA % LPRCA Haldimand Norfolk Norwich South-West Brant Bayham Malahide Project County County Township Oxford Twp. Tillsonburg County Municipality Township Total Watershed Services $ 10,775 $ 38,540 $ 5,299 $ 1,561 $ 9,544 $ 5,342 $ 3,397 $ 542 $ 75,000 Conservation Authority Lands $ 718 $ 2,569 $ 353 $ 104 $ 636 $ 356 $ 226 $ 36 $ 5,000 Conservation Parks Management Services $ -$ -$ - $ - $ - $ - $ - $ - $ -Maintenance Operations Services $ 3,425 $ 12,251 $ 1,684 $ 496 $ 3,034 $ 1,698 $ 1,080 $ 172 $ 23,840 Communication and Marketing Services $ -$ -$ - $ - $ - $ - $ - $ - $ -Corporate Services $ 12,226 $ 43,731 $ 6,013 $ 1,771 $ 10,829 $ 6,062 $ 3,854 $ 615 $ 85,100 TOTAL $ 27,144 $ 97,091 $ 13,349 $ 3,932 $ 24,044 $ 13,458 $ 8,557 $ 1,365 $ 188,940 8Page 361 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Long Point Region Conservation Authority Current Value Assessment (CVA) Apportionment (2023) Municipality % in CA Municipal Population Municipal Population in CA Jurisdiction 2023 Tax Year Current Value Assessment (CVA) (Modified) 2023 Tax Year CVA (Modified) in CA Jurisdiction CVA Based Apportionment Percentage County of Brant 17 31926 5,459 7,651,609,216 1,308,425,176 7.1229% Bayham M 100 5316 5,316 831,933,245 831,933,245 4.5290% Malahide Tp 10 6665 667 1,326,938,185 132,693,818 0.7224% Haldimand County 35 41896 14,664 7,540,022,556 2,639,007,895 14.3665% Norfolk County 95 53947 51,250 9,936,265,436 9,439,452,164 51.3873% Norwich Tp 74 8428 6,237 1,753,848,470 1,297,847,868 7.0653% South-West Oxford Tp 30 5727 1,718 1,274,309,425 382,292,828 2.0812% Tillsonburg T 100 13788 13,788 2,337,574,098 2,337,574,098 12.7255% 167,693 99,098 18,369,227,092 100.00% 9Page 362 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Long Point Region Conservation Authority Current Value Assessment (CVA) Apportionment (2023) Year over Year Analysis Municipality % in CA Municipal Population Municipal Population in CA Jurisdiction 2023 Tax Year Current Value Assessment (CVA) (Modified) 2023 Tax Year CVA (Modified) in CA Jurisdiction CVA Based Apportionment Percentage County of Brant -435 74 302,527,179 51,732,148 0.1167% Bayham M --27 -27 24,875,760 24,875,760 0.0295% Malahide Tp --53 -5 23,652,150 2,365,215 -0.0042% Haldimand County -846 296 152,175,953 53,261,584 -0.0493% Norfolk County -475 451 150,726,544 143,190,217 -0.4402% Norwich Tp --17 -13 52,871,169 39,124,665 0.0478% South-West Oxford Tp --61 -18 21,157,149 6,347,145 -0.0148% Tillsonburg T -290 290 111,412,019 111,412,019 0.3144% TOTAL CHANGE 1888 1049 839,397,923 432,308,752 0.00% Current Value Assessment (CVA) Apportionment (2022) Municipality % in CA Municipal Population Municipal Population in CA Jurisdiction 2022 Tax Year Current Value Assessment (CVA) (Modified) 2022 Tax Year CVA (Modified) in CA Jurisdiction CVA Based Apportionment Percentage County of Brant 17 31,491 5,385 7,349,082,037 1,256,693,028 7.0062% Bayham M 100 5,343 5,343 807,057,485 807,057,485 4.4994% Malahide Tp 10 6,718 672 1,303,286,035 130,328,603 0.7266% Haldimand County 35 41,050 14,368 7,387,846,603 2,585,746,311 14.4158% Norfolk County 95 53,472 50,798 9,785,538,892 9,296,261,947 51.8275% Norwich Tp 74 8,445 6,249 1,700,977,301 1,258,723,203 7.0175% South-West Oxford Tp 30 5,788 1,736 1,253,152,276 375,945,683 2.0959% Tillsonburg T 100 13,498 13,498 2,226,162,079 2,226,162,079 12.4111% 165,805 98,049 17,936,918,340 100.00% 10Page 363 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 5 Year Summary by Municipality of Levy Apportioned by CVA % LPRCA Draft Budget Operating Levy Draft Budget Capital Levy Draft Budget Total Levy $ 2,145,963 $188,940 $2,334,903 Municipal Levy - Operating Municipal Levy - Capital Municipal Levy - Combined Municipality Year $ Increase % Increase Amount of % of Total Year over Year over Levy Share Levy* Year Year $ Increase % Increase Amount of Levy % of Total Year over Year over Share Levy* Year Year $ Increase % Increase Amount of % of Total Year over Year over Levy Share Levy* Year YearHaldimand County 2020 $232,601 14.14% $5,637 2.48% $54,631 14.14% ($103) -0.19% $287,231 14.14% $5,534 1.96% 2021 $240,090 14.23% $7,489 3.22% $53,371 14.23% ($1,260) -2.31% $293,461 14.23% $6,230 2.17% 2022 $245,330 14.23% $5,239 2.25% $54,309 14.23% $938 1.72% $299,638 14.23% $6,177 2.15% 2023 $302,661 14.42% $57,331 23.37% $21,624 14.42% ($32,685) -60.18% $324,284 14.42% $24,646 8.23% 2024 $308,299 14.37% $5,638 1.86% $27,144 14.37% $5,520 25.53% $335,443 14.37% $11,159 3.44% Norfolk County 2020 $865,971 52.64% $19,996 2.36% $203,390 52.64% ($624) -0.31% $1,069,361 52.64% $19,373 1.85% 2021 $882,185 52.29% $16,214 1.87% $196,106 52.29% ($7,284) -3.58% $1,078,290 52.29% $8,930 0.84% 2022 $901,067 52.26% $18,883 2.18% $199,470 52.26% $3,364 1.65% $1,100,537 52.26% $22,247 2.08% 2023 $1,088,124 51.83% $187,057 20.76% $77,741 51.83% ($121,729) -61.03% $1,165,865 51.83% $65,328 5.94% 2024 $1,102,753 51.39% $14,629 1.34% $97,091 51.39% $19,350 24.89% $1,199,844 51.39% $33,978 2.91% Oxford $3,994 County* 2020 $349,761 21.26% $5,504 1.60% $82,148 21.26% ($872) -1.05% $431,908 21.26% $4,631 1.08% 2021 $360,609 21.38% $10,848 3.10% $80,162 21.38% ($1,986) -2.42% $440,771 21.38% $8,862 2.05% 2022 $368,308 21.36% $7,699 2.20% $81,533 21.36% $1,371 1.67% $449,841 21.36% $9,070 2.10% 2023 $451,909 21.52% $83,601 22.70% $32,287 21.52% ($49,246) -60.40% $484,196 21.52% $34,355 7.64% 2024 $469,365 21.87% $17,456 3.86% $41,325 21.87% $9,038 27.99% $510,690 21.87% $26,494 5.47% Brant County 2020 $109,970 6.69% $4,742 4.51% $25,829 6.69% $452 1.78% $135,799 6.69% $5,194 3.98% 2021 $114,930 6.81% $4,959 4.51% $25,548 6.81% ($280) -1.09% $140,478 6.81% $4,679 3.45% 2022 $119,089 6.91% $4,159 3.78% $26,363 6.91% $814 3.15% $145,452 6.91% $4,974 3.66% 2023 $147,095 7.01% $28,006 23.52% $10,509 7.01% ($15,854) -60.14% $157,605 7.01% $12,153 8.36% 2024 $152,855 7.12% $5,760 3.92% $13,458 7.12% $2,949 28.06% $166,313 7.12% $8,709 5.53% Bayham Municipality 2020 $74,792 4.55% $1,422 1.94% $17,566 4.55% ($128) -0.72% $92,359 4.55% $1,294 1.42% 2021 $76,671 4.54% $1,879 2.51% $17,044 4.54% ($523) -2.98% $93,715 4.54% $1,356 1.47% 2022 $77,927 4.52% $1,256 1.68% $17,251 4.52% $207 1.18% $95,177 4.52% $1,463 1.58% 2023 $94,466 4.50% $16,539 21.22% $6,749 4.50% ($10,502) -59.78% $101,215 4.50% $6,038 6.34% 2024 $97,190 4.53% $2,724 2.88% $8,557 4.53% $1,808 10.61% $105,747 4.53% $4,532 4.48% Malahide ` Township 2020 $11,866 0.72% $207 1.77% $2,787 0.72% ($25) -0.88% $14,652 0.72% $182 1.26% 2021 $12,459 0.74% $594 5.00% $2,770 0.74% ($17) -0.62% $15,229 0.74% $576 3.93% 2022 $12,538 0.73% $79 0.66% $2,775 0.73% $6 0.21% $15,313 0.73% $84 0.58% 2023 $15,255 0.73% $2,717 21.67% $1,090 0.73% ($1,686) -60.73% $16,345 0.73% $1,032 7.04% 2024 $15,502 0.72% $247 1.62% $1,365 0.72% $275 25.23% $16,867 0.72% $522 3.43% 2024 $2,145,963 $46,453 2.21% $188,940 $38,940 25.96% $2,334,903 $85,393 3.80% 11Page 364 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Operating Capital Combined 2020 $ 1,644,960 $ 386,350 $ 2,031,310 2021 $ 1,686,943 $ 41,983 2.55% $ 375,000 $ (11,350) -2.94% $ 2,061,943 $ 30,633 1.51% 2022 $ 1,724,258 $ 37,315 2.21% $ 381,700 $ 6,700 1.79% $ 2,105,959 $ 44,015 2.13% 2023 $ 2,099,510 $ 375,251 21.76% $ 150,000 $ (231,700) -60.70% $ 2,249,510 $ 143,551 6.82% 2024 $ 2,145,963 $ 46,453 2.21% $ 188,940 $ 38,940 25.96% $ 2,334,903 $ 85,393 3.80% Total $ 9,301,634 $ 1,481,990 $ 10,783,625 Notes: Operating 2020 $16.85 per capita 2021 $17.22 per capita 2022 $17.71 per capita 2023 $21.41 per capita 2024 $21.89 per capita Notes: Capital 2020 $3.96 per capita 2021 $3.83 per capita 2022 $3.92 per capita 2023 $1.53 per capita 2024 $1.93 per capita Notes: Combined 2020 $21.05 per capita 2021 $21.63 per capita 2022 $22.94 per capita 2023 $22.94 per capita 2024 $23.81 per capita Oxford County Apportionment: Norwich Twp. $ 151,620 South-West Oxford $ 44,661 Tillsonburg $ 273,084 $ 469,365 Oxford County Apportionment: Norwich Twp. $ 13,349 South-West Oxford $ 3,932 Tillsonburg $ 24,044 $ 41,325 Oxford County Apportionment: Norwich Twp. $ 164,969 South-West Oxford $ 48,593 Tillsonburg $ 297,128 $ 510,690 12Page 365 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Watershed Planning and Technical Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET WATERSHED PLANNING AND TECHNICAL SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN WATERSHED PLANNING AND Strategic Directions TECHNICAL SERVICES #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER Action Plan Comply to the new planning regulation that will replace 178/06 and related documents. Leigh-Anne Mauthe Participate in the Watershed Resource Management Strategy due December 31, 2024. Report regularly on application turnaround times. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % ACTIVITIES Technical and Planning Services Technical Study Services Administration and Enforcement Amortization $ $ 255,064 103,679 - 38,937 397,680 $ $ 245,658 47,800 109,227 39,030 441,714 $ $ 164,319 12,876 131,651 - 308,846 $ $ 209,622 25,798 162,599 - 398,020 $ $ 261,084 28,751 149,310 - 439,146 $ $ 51,461 2,953 (13,289) - 41,125 25% 11% 0% 0% 10.33% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses - Note 2 Materials and Supplies Purchased Services - Note 3 Equipment Amortization TOTAL EXPENDITURES $ $ 334,993 3,810 2,294 17,647 - 38,937 397,680 $ $ 386,288 2,514 635 11,326 1,923 39,030 441,714 $ $ 290,956 4,704 14 11,250 1,923 - 308,846 $ $ 349,420 7,400 5,700 29,000 6,500 - 398,020 $ $ 389,546 7,400 4,700 31,000 6,500 - 439,146 $ $ 40,125 - (1,000) 2,000 - - 41,125 11% 0% -18% 7% 0% 0% 10.33% SOURCES OF REVENUE Municipal Levy Provincial Funding MNRF Transfer Payment User Fees - Pre-Consultation User Fees - Lawyer Inquiries Planning Act Review Fees User Fees - Planning/Technical Service Fees Contribution from/(to) Reserves TOTAL REVENUE $ $ 206,443 7,500 8,807 11,250 45,289 109,642 120,494 (111,749) 397,680 $ $ 203,117 - 8,807 12,596 27,451 125,232 146,930 (82,418) 441,714 $ $ 119,259 - 8,807 4,200 18,455 80,889 93,749 - 325,359 $ $ 159,012 - 8,807 11,845 25,956 82,400 110,000 - 398,020 $ $ 175,338 - 8,807 10,000 25,000 100,000 120,000 - 439,146 $ $ 16,326 - - (1,845) (956) 17,600 10,000 - 41,125 10.27% 0% 0% -16% -4% 0% 9% 0% 10.33% NOTES 1. COLA increase, 2 employee moving in the pay grid steps. 2. Courses and professional memberships for 3 staff members. 3. SWOOP mapping imagery, EGRIS software and planning legal services. 13 Page 366 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Watershed Services increased to 0.9 FTE from 0.7 FTE. 3.35 3.69 Manager of Engineering & Infrastructure 0.25 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Watershed Services 100% 1.00 90% 0.90 0.70 0.60 Manager of Engineering & Infrastructure 0% 0.00 25% 0.25 0.00 0.00 Lands & Waters Supervisor 0% 0.00 5% 0.05 0.00 0.00 Project Consultant 0% 0.00 5% 0.05 0.14 0.00 Resource Planner 200% 2.00 200% 2.00 2.00 1.36 Planning Technician & Regulations Officer 0% 0.00 0% 0.00 0.00 1.00 Development Technician 0% 0.00 0% 0.00 0.75 0.00 GIS/IT Specialist 0% 0.00 0% 0.00 0.00 0.35 Water Resources Analyst 0% 0.00 10% 0.10 0.10 0.30 Water Resources EIT (Contract) 0% 0.00 0% 0.00 0.00 0.60 3.00 3.35 3.69 4.21 14 Page 367 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Technical and Planning Service User Fees Program Cost Recovery Goal In 2012, the LPRCA Board of Directors directed staff to prepare a planning fee implementation strategy designed to achieve a 60/40 user/municipal cost sharing for Technical and Planning Services through the administration of fees. The 60/40 user/municipal cost-share is chosen to represent the proportion of the program cost for reviewing and providing comment on municipal planning applications, Section 28 permit applications, and responding to lawyer inquiries, versus all other related activities. The 2024 budget user fees represent 60%, MNRF Grant 2% and municipal levy of 38% cost-share as directed in 2012. Staff time and resources dedicated to Planning Act applications, Section 28 permit applications, and lawyer’s inquiries are cost recovery, and the time spent on administration, training, and enforcement is supported by the levy. 2023 Revenue Planning User fees are down approximately 20% from this time last year; however, we are still on target to exceed the 2023 budget of $230,000. Planning Act inquiries were exceedingly high in 2022 resulting greater than projected revenues. Planning Act applications, permit and pre-consultations are projected to be in line with 2023 budget. Proposed 2024 Technical and Planning Service User Fees In the 2023 budget staff proposed planning users fees increase of 3% and prior to the fee schedule taking effect, the Minister of Natural Resources and Forestry by a Minister’s Direction prohibited Conservation Authorities to make any changes to the fee amount charged associated with planning, development and permitting fees effective from January 1, 2023, to December 31, 2023. The freeze was applied to all 36 Conservation Authorities. As a result, LPRCA fees relating to planning, development and permitting have been frozen at the 2022 levels. Staff are proposing the fees for 2024 to increase on average 5%. Considering planning fees have been frozen at the 2022 rates this would mean an annualized increase of 2.5% including 2023. The 2024 user fee revenue budget is based on a trend analysis of the previous three years including the projection of 2023 year-to-date revenues with an approximate 5% increase applied. 15 Page 368 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Ontario Regulation 178/06 Permit Fees Application Type 2023 Fees Proposed 2024 Fees % Change Complex development, interference and alteration Development/work with a high risk and/or potential impact to natural hazards or natural features. One or more studies are required, e.g. an environmental impact study, hydraulic analysis, storm water management report or slope stability study. Examples: Large fill placement, removal, grading (greater than 1000 m3) Golf courses New watercourse bank stabilization New Lake Erie shoreline protection structure Bridge replacement Channel realignment $ 1,380 $ 1,380 0% General On Site Technical Advice Fee (Will be applied to permit application if submitted within 12 months from inspection) $ 248.60 HST included $ 248.60 HST included 0% Wetland Boundary Delineation (Review of MNRF Wetland boundary in the field by LPRCA ecologist, on property owner request) $ 360.00 HST included $ 360.00 HST included 0% Title Clearance (solicitor, realtor, other requests for detailed property information) $ 248.60 HST included $ 248.60 HST included 0% Violations/Application where work has proceeded without authorization 2 x Fee 2 x Fee Permit Revisions (Must be minor in nature and permit must still be valid.) $ 95 $ 95 0% Minister's Zoning Order (MZO) (Permit associated with a Minister's Zoning Order) Cost recovery Cost recovery General Notes for all Application Fees 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of an application and th preparation of detailed plans and technical report(s). 2.Fees must be paid at the time the permit application is submitted. Fees may be paid by debit, cash or cheque (made out to the Long Point Region Conservation Authority) over the phone by credit card or at the LPRCA administration office 3.In the event that the application is placed in a higher fee category, the difference in fee must be paid prior to review. If the application is placed in a lower category, LPRCA will reimburse the applicant accordingly. 4.Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review require a substantially greater level of effort than covered by the standard categories above; this supplementary fee includes the peer review of any relevant documents or information. 5.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission sha are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 6.Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 7.Where a permit has been submitted for an activity across multiple properties and applicants working together, the fee for each property shall be calculated as 50% of the permit fee. For example, the fee for a new shoreline protection structure constructed across two properties is $725 each. 8.Costs associated with permits (including any conditions) issued under a Minister's Zoning Order shall be paid by the applicant, this includes but is not limited to staff time, any legal review, board expenses, etc. 16 Page 369 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Ontario Regulation 178/06 Permit Fees Application Type 2023 Fees Proposed 2024 Fees % Change Very minor development Development with very low risk of impact on natural hazards or natural features. Examples: Non-habitable accessory structures less than 23 m2 (247 ft2) , e.g. decks, fences, above-ground pools, barns, sheds Fill placement removal and/or grading (landscaping, driveway top-dressing) Off-line pond maintenance $ 200 $ 200 0% Minor development, interference and alteration Development/work with low risk of impact on natural hazards or natural features. No technical reports are required. Examples: Raising building or additions not requiring engineered drawings Repairs/renovations to existing building Non-habitable accessory structures less than 100 m2 (1076ft2) Septic system Fill placement, removal/or grading (not requiring engineered plans) Minor development (as listed above) more than 30 metres from a wetlands New or replacement residential structures more than 30 metres from a wetland Minor utilities (directional bore) New offline ponds (grading plan required) Docks, boathouses Routine/maintenance dredging Minor repairs to existing shoreline structures Maintenance, repair or replacement of access crossings Other applications not deemed by staff to be “Major” in nature $ 405 $ 405 0% Major development, interference and alteration Development/work with moderate risk of impact on natural hazards or natural features. Detailed report and/or plans are required. Examples: Raising building or additions requiring engineered plans Non-habitable accessory structures greater than 100 m2 (1076ft2) New or replacement structures in a natural hazard area Fill placement, removal and/or grading (requiring engineered plans) Development (including minor development as listed above) less than 30 metres from a wetland Major development greater than 30 m from a wetland New offline pond with overflow or channel connection Maintenance/repairs to existing shoreline structures Water crossing, bridge repair Stormwater management outlet structure Other applications deemed by staff to be “Major” in nature $ 695 $ 695 0% 17 Page 370 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Planning Act Review Fees Application Type 2023 Fees Proposed 2024 Fees % Change Preconsultation Fee Review, comment, or participation in preconsultation process $ 300 $ 300 0% Subdivision and Vacant Land Condominium $1,380 + $100/lot (Total Maximum $15,000.00 +HST) $1,380 + $100/lot (Total Maximum $15,000.00 +HST) 0% To draft plan approval including associated OPA and ZBA $ 455 $ 455 0% Red-line revision (applicant initiated) $ 720 $ 720 0% Technical plans and reports (SWM with grading & sediment and erosion $ 225 $ 225 0% Clearance letter (each phase) Zoning By-Law Amendment Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Combined Official Plan/Zoning By-Law Amendment Minor $ 720 $ 720 0% Accompanied by 1 technical report $ 1,430 $ 1,430 0% Accompanied by 2 technical reports $ 2,060 $ 2,060 0% Consent (severance) Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Variance Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Site Plan Control Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Complex Application (incl. OPA/ZBL/Site Plan) for golf courses, trailer parks, campgrounds and lifestyle communities. $ 2,060 $ 2,060 0% General Notes for All Application Fees: 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of all applications and the preparation of detailed technical reports(s). 2.This fee schedule is effective as of January 1, 2024 and LPRCA reserves the right to revise this fee schedule at any time without notice to adequately cover the costs to provide the service. 3.All applicable taxes are extra. 4.Applications that fall under one or more categories will be charged at the highest rate. 5.Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review 6.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission shall are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 7.Fees must be paid at the time the application is submitted. 8.Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 18 Page 371 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Watershed Flood Control Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET WATERSHED FLOOD CONTROL SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic DirectionsWATERSHED FLOOD CONTROL SERVICES #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER Action Plan Develop Asset Management Plan for natural hazard infrastructure due Dec. 31, 2024.Leigh-Anne Mauthe Vittoria Dam Environmental Assessment, hydraulic model & floodplain mapping for Big Otter. Hay Creek Dam engineering and design project. Apply for WECI funding for projects. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sept 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % ACTIVITIES Flood Control Administrative Services Flood Forecasting and Warning Services General Operational Services Structures - Minor Maintenance Services Structures - Preventative Maintenance Services Deer Cr Dam Chamber Repair - WECI Port Rowan Climate/Hydrometric Monitoring Station Norwich Dam - Dam Safety Review - WECI Norwich Dam - Embankment Design - WECI $ $ 91,128 35,925 17,004 39,349 3,153 1,690 9,572 24,708 181 222,711 $ $ 50,581 20,518 7,952 5,941 7,552 14 - - - 92,558 $ $ 74,986 14,517 2,209 1,452 14,370 - - - - 107,534 $ $ 107,406 51,905 38,843 53,839 17,276 - - 269,270 $ $ 97,610 85,333 39,984 79,383 17,768 - - 320,079 $ $ (9,796) 33,428 1,141 25,544 492 - - - - 50,809 -9% 64% 3% 47% 3% 0% 0% 0% 0% 18.87% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses - Note 2 Materials and Supplies Purchased Services Equipment TOTAL EXPENDITURES $ $ $ 169,319 608 6,161 33,756 12,866 222,711 $ $ $ 71,722 525 3,392 9,451 7,469 92,558 $ $ $ 86,910 1,847 405 9,415 8,958 107,534 $ $ $ 218,745 2,700 7,800 32,525 7,500 269,270 $ $ 277,054 2,700 7,800 23,525 9,000 320,079 $ $ 58,309 - - (9,000) 1,500 50,809 27% 0% 0% -28% 0% 18.87% SOURCES OF REVENUE Municipal Levy Provincial Funding MNRF Transfer Payment MNR WECI & Municipal Funding Contribution from/(to) Reserves TOTAL REVENUE $ $ 186,452 24,534 26,422 2,579 (17,276) 222,711 $ $ 178,189 116,433 26,422 - (228,485) 92,558 $ $ 182,136 - - - - 182,136 $ $ 242,848 - 26,422 - - 269,270 $ $ 293,657 - 26,422 - - 320,079 $ $ 50,809 - - - - 50,809 21% 0% 0% 0% 0% 18.87% NOTES 1.COLA increase and 2 staff moving in the grid. 2.Conference, course, and memberships expenses for two staff. 19 Page 372 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Engineering & Infrastructure 0.50 FTE. 2.13 1.96 Development technician reduced 0.15 FTE. Manager of Watershed Services reduced 0.3 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Engineering & Infrastructure 100% 1.00 50% 0.50 0.00 0.00 Manager of Watershed Services 0% 0.00 0% 0.00 0.30 0.40 Project Consultant 0% 0.00 5% 0.05 0.14 0.00 Water Resources Analyst 100% 1.00 80% 0.80 0.80 0.70 SWP/Water Resources Specialist 0% 0.00 0% 0.00 0.00 0.45 Lands & Waters Supervisor 0% 0.00 34% 0.34 0.20 0.21 Water Resources Analyst EIT (Contract) 0% 0.00 0% 0.00 0.00 0.15 Workshop Technician 0% 0.00 20% 0.20 0.18 0.18 Workshop Supervisor 0% 0.00 10% 0.10 0.10 0.10 Development Technician 0% 0.00 0% 0.00 0.15 0.00 Seasonal Support 0% 0.00 14% 0.14 0.09 0.09 2.00 2.13 1.96 2.28 20 Page 373 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET PROGRAM NAME HEALTHY WATERSHED SERVICES PROGRAM MANAGER Leigh-Anne Mauthe Healthy Watershed Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET HEALTHY WATERSHED SERVICES LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences Action Plan Target 5 Grant Funded erosion control projects on private landowners properties. Monitor 5 Sea Lamprey barriers five times throughout the year under contract with DFO. Source Water Protection coordinated with GRCA. Administer the Grant Funded crop cover program. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % $ $ 39,987 - 32,103 9,175 3,033 2,740 4,370 - 3,909 33,329 2,931 41,869 173,447 $ $ 51,667 2,797 32,955 1,606 1,652 1,728 3,477 - - 91,054 1,348 54,997 243,281 $ $ 44,379 - 27,556 - 1,426 2,708 3,133 - - 75,812 11,225 17,934 184,173 $ $ 90,854 - 50,305 - 5,394 5,433 13,553 - - 84,838 - 1,146 251,522 $ $ 12,718 - 61,970 - 5,544 3,994 13,731 19,265 - 50,005 - - 167,227 $ $ (78,136) - 11,665 - 150 (1,439) 178 19,265 - (34,833) - (1,146) (84,295) -86% 0% 23% 0% 3% -26% 1% 0% 0% 0% 0% -100% -33.51% ACTIVITIES Land Stewardship Administration* Drain Classification - DFO/Norfolk County Surface & Groundwater Quality Monitoring Services Sediment and Erosion Control Services Watershed Low Water Response Services Lamprey Barrier Inspection Services Water Supply Source Protection Planning Stream Health Monitoring* RBC Blue Water Project ICAP - Integrated Conservation Action Plan COA Agreement Specific Initiatives and Services OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies Purchased Services TOTAL EXPENDITURES $ 106,773 $ 128,890 $ 76,054 $ 158,887 $ 109,220 $ (49,667) -31% 265 797 173 1,000 -(1,000) 0% 7,300 16,445 18,011 2,146 2,000 (146) -7% $ 59,110 173,447 $ 97,150 243,281 $ 89,935 184,173 $ 89,489 251,522 $ 56,007 167,227 $ (33,482) (84,295) -37% -33.51% SOURCES OF REVENUE Municipal Levy $ 117,073 $ 111,946 $ 109,915 $ 146,553 $ 67,514 $ (79,039) (53.93%) Provincial Funding -1,225 ----0% Federal Funding 33,804 13,840 -6,579 3,994 (2,585) -39% User Fees 1,239 310 ----0% Community Support 54,239 152,891 106,773 98,390 63,736 (34,654) -35% Contribution from/(to) Reserves (32,909) (36,931) ----0% Transfer from/(to) Current Year Surplus - Note 2 ----31,983 31,983 0% TOTAL REVENUE $ 173,447 $ 243,281 $ 216,688 $ 251,522 $ 167,227 $ (84,295) -33.51% NOTES * Category 3 programs and services funded by current year surplus transfer. 1. COLA increase and 1 staff moving in the pay grid steps. 2. Transfer from user fee programs and services to fund Healthy Watershed Category 3 programs and services. 21 Page 374 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Watershed Services added 0.1 FTE. 1.03 1.61 Water Resources Analyst for Source Water Protection. Healthy Watershed Technician reduced to 0.82 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Watershed Services 0% 0 10% 0.10 0.00 0.00 SWP/Water Resources Specialist 0% 0.00 0% 0.00 0.00 0.55 Forestry Technician 0% 0.00 0% 0.00 0.00 0.10 Lands & Waters Supervisor 100% 1.00 24% 0.24 0.53 0.40 Water Resources Analyst 0% 0.00 10% 0.10 0.10 0.00 HWS Technician 100% 1.00 58% 0.58 0.97 0.36 General Manager 0% 0.00 1% 0.01 0.01 0.01 2.00 1.03 1.61 1.42 22 Page 375 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET PROGRAM NAME Conservation Authority Lands PROGRAM MANAGER Judy Maxwell Conservation Authority Lands Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CONSERVATION AUTHORITY LANDS LINKS TO STRATEGIC PLAN Strategic Directions #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence Action Plan Manage Lee Brown Marsh for sustainable hunting opportunities and a healthy ecosystem. Provide opportunities for visitors to enjoy outdoor recreational activities. Support Authority initiatives and enforce regulations on Authority lands. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $$$$ $ $% ACTIVITIES Administration & Enforcement $ 145,367 $ 164,160 $ 146,078 $ 242,514 $ 314,101 $ 71,586 30% Parkettes Services 28,928 26,340 59,050 88,023 93,287 5,264 6% Lee Brown Waterfowl Management Services 147,032 126,058 66,003 151,375 166,500 15,125 10% Hazard Tree Removal 33,075 26,607 24,980 83,584 86,548 2,964 4% Fish and Wildlife Support Services 2,790 4,042 2,461 3,500 3,500 -0% Partner Agreement Management ----6,374 6,374 0% $ 357,192 $ 347,207 $ 298,572 $ 568,996 $ 670,310 $ 101,314 17.81% OBJECTS OF EXPENSES Staff Expenses - Note 1 $ 160,192 $ 151,702 $ 110,919 $ 302,476 $ 400,170 $ 97,694 32% Staff Related Expenses ---150 150 -0% Materials and Supplies 24,839 20,955 12,224 30,046 29,723 (323) -1% Purchased Services 172,161 174,549 175,429 236,325 240,267 3,942 2% TOTAL EXPENDITURES $ 357,192 $ 347,207 $ 298,572 $ 568,996 $ 670,310 $ 101,314 17.81% SOURCES OF REVENUE Municipal Levy $ 110,735 $ 253,425 $ 259,479 $ 345,971 $ 418,186 $ 72,215 20.87% User Fees - Note 2 219,643 199,238 223,577 223,025 245,750 $ 22,725 10% Contribution from/(to) Reserves - Note 3 26,814 (105,456) --6,374 $ 6,374 0% TOTAL REVENUE $ 357,192 $ 347,207 $ 483,056 $ 568,996 $ 670,310 $ 101,314 17.81% NOTES 1. COLA increase, 2 staff moving up the grid. 2. Lee Brown Marsh fees - $105,000. 3. Partner Agreement Management - $6,374 from reserves. 23 Page 376 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands increased to 0.3 FTE from 0.18 FTE. 3.27 2.65 Supervisor of Forestry increased to 0.43 FTE from 0.07 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Lee Brown Marsh Manager 100% 1.00 100% 1.00 1.00 1.00 Manager Conservation Land Services 0% 0.00 30% 0.30 0.18 0.08 Support Staff (4) 154% 1.54 82% 0.82 0.82 0.00 Support Staff (2) 154% 1.54 48% 0.48 0.38 0.00 Superintendent of Conservation Areas 0% 0.00 18% 0.18 0.18 0.00 Supervisor of Forestry 0% 0.00 43% 0.43 0.07 0.00 Forestry Technician 0% 0.00 6% 0.06 0.02 0.00 4.08 3.27 2.65 1.08 24 Page 377 of 550 LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LEE BROWN MARSH FEE SCHEDULE Draft 2024 before HST LEE BROWN MARSH Goose Relocation - Per Canada goose $6.20 Hunting Fees 1-Day Field Hunt , 1 person 1-Day (midweek) Marsh Hunt, 1 person 1-Day (midweek) Marsh Hunt, 4 people 3-Day Marsh Hunt for 4 people $53.10 $479.79 $1,636.90 $4,092.27 LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LANDS AND WATERS FEE SCHEDULE Draft 2024 before HST LANDS AND WATERS Tree Planting Program - Forest Ontario Sponsored Full Service (Seedling and Planting) per tree1 $0.60 Private Landowner Tree Planting Program Land Owner Cost per tree2 Full Service (Seedling and Planting) per tree3 Rental of Tree Planter per day for trees purchased from the Conservation Authority $0.82 - $2.45 $1.50 - $3.05 $75.00 Restoration Program Erosion Control - Landowner Plans $350.00 1 Pricing subject to change without notice. Subject to approval and availability. Minimum 500 seedlings must be planted. 2 Pricing subject to change without notice. Subject to availability. Minimum 150 seedlings/species. 3 Pricing subject to change without notice. Subject to availability. Minimum 5 acres and 500 seedlings. BOARD OF DIRECTORS DRAFT 2024 BUDGET 25 Page 378 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Communication and Marketing Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET COMMUNICATION AND MARKETING SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN Strategic Directions COMMUNICATION AND MARKETING SERVICES #1 Protect People & Property From Flooding & Natural Hazards #2 Deliver Exceptional Services & Experiences PROGRAM MANAGER #4 Organizational Excellence Aaron LeDuc Action Plan Advertise and promote the programs & services of the Authority. Increase the awareness of the Authority's accomplishments via social media. Update information on the Authority website. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % ACTIVITIES Communication and Marketing Services Leighton & Betty Brown Scholarship Trust Fund LPRCA Memorial Woodlot Services $ $ 71,550 3,000 6,737 81,286 $ $ 95,974 2,000 3,521 101,495 $ $ 26,706 2,000 10,231 38,937 $ $ 129,131 1,000 12,146 142,277 $ $ 122,963 1,000 12,335 136,299 $ $ (6,168) - 189 (5,978) -5% 0% 2% -4.20% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies Purchased Services TOTAL EXPENDITURES $ $ 68,777 202 8,942 3,365 81,286 $ $ 80,827 1,279 7,488 11,901 101,495 $ $ 28,248 67 5,795 4,826 38,937 $ $ 104,027 1,650 11,550 25,050 142,277 $ $ 98,799 1,650 11,300 24,550 136,299 $ $ (5,228) - (250) (500) (5,978) -5% 0% -2% -2% -4.20% SOURCES OF REVENUE Municipal Levy Community Support - Note 2 Contribution from/(to) Reserves TOTAL REVENUE $ $ 92,994 11,444 (23,152) 81,286 $ $ 96,719 8,976 (4,200) 101,495 $ $ 97,708 7,270 - 104,978 $ $ 130,277 12,000 - 142,277 $ $ 128,299 8,000 - 136,299 $ $ (1,978) (4,000) - (5,978) -1.52% -33% 0% -4.20% NOTES 1. COLA increase, 1 employee moving up the grid. 2. Memorial Woodlot Donations of $7,000 and the Leighton & Betty Brown Fund Interest for Scholarships of $1,000. 26 Page 379 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 The FTE's remain at the 2023 level. 1.08 1.08 FTE TOTAL DEPARTMENT 2024 2023 2022 Marketing & Social Media Associate 100% 1.00 100% 1.00 1.00 1.00 Seasonal Support 0% 0.00 8% 0.08 0.08 0.08 1.00 1.08 1.08 1.08 27 Page 380 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Backus Heritage and Education Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET BACKUS HERITAGE AND EDUCATION SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN BACKUS HERITAGE AND Strategic Directions EDUCATION SERVICES #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Judy Maxwell Deliver student Outdoor Education & Heritage Programs. Revitalization Project at the Education Centre final phase of display installation. Collection management project continuation. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget ACTIVITIES $ $ $ $ $ $ % Education Centre $ 4,390 $ 27,657 $ 30,506 $ 48,103 $ 49,546 $ 1,442 3% Educational and Interactive Program Services 13,290 15,095 34,494 99,744 84,423 (15,321) -15% Heritage Village and Historical Services* 99,176 108,270 99,001 177,815 173,788 (4,027) -2% Amortization 39,696 39,902 ----0% $ 156,553 $ 190,924 $ 164,001 $ 325,662 $ 307,756 $ (17,905) -5.50% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies Purchased Services Amortization TOTAL EXPENDITURES $ $ 85,159 573 3,069 28,055 39,696 156,553 $ $ 118,071 628 3,877 28,446 39,902 190,924 $ $ 110,178 203 14,596 39,023 - 164,001 $ $ 266,620 2,550 9,392 47,100 - 325,662 $ $ 247,646 1,550 11,361 47,200 - 307,756 $ $ (18,974) (1,000) 1,969 100 - (17,905) -7% -39% 21% 0% 0% -5.50% SOURCES OF REVENUE Municipal Levy Provincial Funding-Student programs Federal Funding - COVID-19 Funding Other - Interest on Investments, Misc. User Fees - Educational non contract programs User Fees - Heritage non contract programs Community Support - Note 2 Contribution from (to) Reserves Transfer from/(to) Current Year Surplus - Note 3 TOTAL REVENUE $ $ 92,146 2,993 - - - 1,974 58,102 1,337 - 156,553 $ $ 94,968 - 16,576 - 823 1,937 54,030 22,590 - 190,924 $ $ 112,820 - 13,260 - 1,402 8,586 57,803 - - 193,871 $ $ 150,426 12,447 - - 3,000 4,602 155,187 - - 325,662 $ $ 5,582 4,500 - - 3,000 4,606 156,074 - 133,995 307,756 $ $ (144,845) (7,947) - - - 4 887 - 133,995 (17,905) -96% -64% 0% 0% 0% 0% 1% 0% 0% -5.50% NOTES * Category 3 programs and services funded by current year surplus transfer. 1. COLA increase, 3 staff moving up the grid. 2. Community support revenue includes the interest from the endowment fund of $100,000 and the contracts with the school boards is $50,574. 3. Transfer from user fee programs & services to fund Heritage programs. 28 Page 381 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Heritage Programmer to 0.81 FTE from 0.5 FTE. 3.24 3.80 Curatorial Assistant position incorporated into Heritage Programmer extended term. FTE Superintendent of Conservation Areas Curatorial Assistant Curator Heritage Programmer Outdoor Educator Carpenter Workshop Supervisor Heritage Program Students (2) Outdoor Education Students TOTAL 0% 0% 90% 81% 50% 0% 0% 50% 23% 0.00 0.00 0.90 0.81 0.50 0.00 0.00 0.50 0.23 DEPARTMENT 25% 0% 90% 81% 50% 0% 5% 50% 23% 2024 0.25 0.00 0.90 0.81 0.50 0.00 0.05 0.50 0.23 2023 0.30 0.50 0.90 0.50 0.50 0.05 0.05 0.50 0.50 2022 0.30 0.00 0.90 0.00 0.77 0.05 0.05 1.27 0.23 2.94 3.24 3.80 3.57 29 Page 382 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Conservation Parks Management Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CONSERVATION PARKS MANAGEMENT SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN CONSERVATION PARKS Strategic Directions MANAGEMENT SERVICES #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Judy Maxwell Continue to provide visitors and campers exceptional experiences. Washroom renovations at Haldimand, Norfolk and Waterford North CA's. Floating dock replacement and access point upgrades at WNCA. New equipment rental and rack at Deer Creek CA. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % ACTIVITIES Backus Conservation Area Services Norfolk Conservation Park Services Deer Creek Conservation Park Services Haldimand Conservation Park Services Waterford North Conservation Park Services Amortization $ $ 303,880 227,535 141,809 250,009 193,643 63,750 1,180,627 $ $ 295,081 251,846 178,669 300,428 258,045 78,930 1,362,999 $ 321,100 263,896 173,803 269,050 266,358 - $ 1,294,207 $ $ 390,451 331,120 233,343 341,980 316,038 - 1,612,933 $ $ 356,192 348,745 212,470 382,833 367,547 - 1,667,787 $ $ (34,259) 17,626 (20,873) 40,853 51,509 - 54,854 -9% 5% -9% 12% 16% 0% 3.40% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies Purchased Services Equipment - Note 2 Amortization TOTAL EXPENDITURES $ $ 636,008 5,367 69,352 386,150 20,000 63,750 1,180,627 $ $ 722,291 4,028 102,167 434,083 21,500 78,930 1,362,999 $ 718,899 3,028 86,326 463,229 22,725 - $ 1,294,207 $ $ 995,103 6,055 75,635 513,415 22,725 - 1,612,933 $ $ 1,008,726 5,505 73,250 556,581 23,725 - 1,667,787 $ $ 13,623 (550) (2,385) 43,166 1,000 - 54,853 1% -9% -3% 8% 4% 0% 3.40% SOURCES OF REVENUE Municipal Levy User Fees - Note 3 Provincial Funding-Student programs Contribution from (to) Reserves Transfer from/(to) Current Year Surplus - Note 4 TOTAL REVENUE $ $ - 1,677,723 15,191 (512,287) - 1,180,627 $ $ - 1,914,023 10,699 (561,723) - 1,362,999 $ - 1,992,481 10,510 - - $ 2,002,991 $ $ - 1,885,538 10,000 (196,151) - 1,699,388 $ - 1,940,600 14,500 - (258,913) 1,696,187 $ $ - 55,062 4,500 196,151 (258,913) (3,201) 0% 3% 45% -100% -0.19% SURPLUS - Note 5 $ -$ -$ 708,784 $ 86,455 $ 28,400 $ (58,055) -67.15% NOTES 1. COLA increase, and grid movement. 2. Equipment charges for CAMIS reservation system and hardware increasing to $23,725. 3. Budgeted camping revenue increasing 2.9% to reflect fee increase. 4. Transfer to HWS ($31,983), Backus Heritage ($133,995) and Corporate Services ($92,934). 5. Budget surplus of $28,400 to fund campground capital upgrades. 30 Page 383 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands Services 0.5 FTE from 0.6 FTE. 15.98 16.21 Summer/student support at Backus CA reduced from 3.48 to 2.58 FTE. Superintendent of Conservation Areas reduced 0.05 FTE to 0.58 FTE. Seasonal support from the workshop increased to 1.15 FTE's from 0.86 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Deer Creek Supervisor and Assistant (2) 108% 1.08 108% 1.08 1.08 1.08 Deer Creek summer/students (2) 104% 1.04 104% 1.04 1.04 0.85 Backus Supervisor and Assistant (2) 108% 1.08 108% 1.08 1.08 0.00 Backus summer/students (2) 258% 2.58 258% 2.58 3.48 0.00 Norfolk Supervisor and Assistant 108% 1.08 108% 1.08 1.08 1.00 Norfolk summer/students (4) 144% 1.44 144% 1.44 1.44 1.44 Haldimand Supervisor and Assistant (2) 154% 1.54 121% 1.21 1.08 0.92 Haldimand summer/students (4) 144% 1.44 144% 1.44 1.44 1.44 Waterford Supervisor and Assistant (2) 108% 1.08 108% 1.08 1.08 1.08 Waterford summer/students (3) 173% 1.73 133% 1.73 1.33 1.33 Seasonal Support 0% 0.00 115% 1.15 0.86 0.86 Superintendent of Conservation Areas 0% 0.00 63% 0.58 0.63 0.50 Manager Conservation Land Services 0% 0.00 60% 0.50 0.60 0.40 14.08 15.98 16.21 10.90 31 Page 384 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 2021 2022 2023 Draft 2024 Draft HST included HST included HST included HST included HST included increase % $6.00 $6.00 $6.00 $6.00 $6.00 0.00% $14.00 $15.00 $15.00 $15.00 $15.00 0.00% $9.00 $9.00 $9.00 $9.00 $9.00 0.00% $85.00 $95.00 $95.00 $100.00 $100.00 0.00% $10.00 $10.00 $10.00 $10.00 $10.00 0.00% $55.00 $55.00 $55.00 $55.00 $55.00 0.00% $120.00 $120.00 $120.00 $120.00 $120.00 0.00% $350.00 $350.00 $375.00 $375.00 0.00% $4.00 $4.00 $4.00 $4.00 0.00% $38.00 $38.00 $38.00 $40.00 $41.00 2.50% $50.00 $50.00 $50.00 $53.00 $55.00 3.77% $59.00 $59.00 $59.00 $60.00 $63.00 5.00% $61.00 $61.00 $61.00 $64.00 $66.00 3.13% $70.00 $70.00 $70.00 $70.00 $73.00 4.29% DAY USE FEES Walk-in (under 12 free) Vehicle Motorcycle Season Vehicle Day Pass Season Vehicle Pass Replacement Mini Bus Bus Operator Permit Fee - Annual Operator Customer Fee - per person CAMPING FEES Per Night Unserviced* With Hydro & Water 15 amp* With Hydro & Water 30 amp* With Hydro, Water & Sewer 15 amp* With Hydro, Water & Sewer 30 amp* *20% discount for overnight camping for seniors & the disabled. Must show senior or disability permit. Cabin Rental Per Night Cabin 900 A (Backus only) Cabin 901 D (Backus only) Per Week Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Cabin Rental Per Week Cabin 900 A (Backus only) Cabin 901 D (Backus only) Per Month Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Per Season Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Premium & 30 amp 2nd Season Vehicle Day Pass Exterior Fridge (Seasonal) Seasonal Camper Late Payment Fee $60.00 $105.00 $60.00 $105.00 $60.00 $105.00 $65.00 $110.00 $70.00 $115.00 7.69% 4.55% $225.00 $305.00 $350.00 $368.00 $415.00 $225.00 $305.00 $350.00 $368.00 $415.00 $225.00 $305.00 $350.00 $368.00 $415.00 $240.00 $318.00 $360.00 $384.00 $420.00 $246.00 $330.00 $378.00 $396.00 $438.00 2.50% 3.77% 5.00% 3.13% 4.29% $360.00 $630.00 $360.00 $630.00 $360.00 $630.00 $360.00 $630.00 $385.00 $635.00 6.94% 0.79% $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $720.00 $954.00 $1,080.00 $1,152.00 $1,260.00 $738.00 $990.00 $1,134.00 $1,188.00 $1,314.00 2.50% 3.77% 5.00% 3.13% 4.29% $1,685.00 $2,400.00 $2,650.00 $2,900.00 $3,125.00 $3,200.00 $1,770.00 $2,520.00 $2,785.00 $3,045.00 $3,285.00 $3,360.00 N/A $2,570.00 $2,840.00 $3,105.00 $3,350.00 $3,430.00 N/A $2,623.50 $2,970.00 $3,168.00 $3,465.00 $3,565.00 N/A $2,722.50 $3,118.50 $3,267.00 $3,613.50 $3,740.00 3.77% 5.00% 3.13% 4.29% 4.91% $50.00 $275.00 $55.00 $300.00 $55.00 $300.00 $60.00 $325.00 $60.00 $335.00 $75.00 0.00% 3.08% New 32 Page 385 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 2021 2022 2023 Draft 2024 Draft HST included HST included HST included HST included HST included increase % Group Camping Group Camping Tents Only Group Camping (per night) Group Camping (per person/night) OTHER FEES Reservation Fee - online Reservation Fee - by phone Cancellation/Change Fee 2nd Vehicle Parking Pavilion Wood Kindling Ice Picnic Tables (per table per day) Bait / Worms Vendor permit Canoe/Kayak Rental - per hour - per 1/2 day (4 hours) - per day (8 hours) Boat/Trailer Storage - off site Winter Trailer Storage/camp site Winter Storage Late Fee (per day) BACKUS HERITAGE CONSERVATION AR Rentals Church Rental Ed. Centre Rentals - 1/2 day - full day Auditorium or Classroom -add for 2nd room Events and Photography Outdoor Wedding - includes pavilion & 20 day passes Photography Fee - Weddings All other photo shoots -includes entry for 2 passenger vehicles Education Programming - full day** -1/2 day** **Maximum 40 students per class per day. $55.00 $6.00 $12.00 $15.00 $15.00 $11.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $55.00 $15.00 $50.00 $80.00 $375.00 $215.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $55.00 $6.00 $13.00 $15.00 $15.00 $12.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $55.00 $6.00 $13.00 $15.00 $15.00 $12.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $60.00 $7.00 $14.00 $15.00 $15.00 $13.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $560.84 $280.42 $60.00 0.00% $7.00 0.00% $15.00 7.14% $15.00 0.00% $15.00 0.00% $13.00 0.00% $75.00 0.00% $10.00 0.00% $5.00 0.00% $4.00 0.00% $6.00 0.00% $3.50 0.00% $60.00 0.00% $15.00 0.00% $50.00 0.00% $80.00 0.00% $375.00 0.00% $225.00 0.00% $10.00 0.00% $250.00 0.00% $240.00 0.00% $400.00 0.00% $50.00 0.00% $400.00 0.00% $125.00 0.00% $75.00 0.00% $583.62 4.06% $291.81 4.06% 33 Page 386 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Public Forest Land Management Services Budget PROGRAM NAME PUBLIC FOREST LAND MANAGEMENT SERVICES PROGRAM MANAGER Judy Maxwell LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET PUBLIC FOREST LAND MANAGEMENT SERVICES LINKS TO STRATEGIC PLAN Strategic Directions #1 Organizational Excellence #3 Support & Empower Our People Action Plan Continue sustainable harvesting following 20-year FMP and finalize 5-year operating plan 2025 - 2030. Protection of SAR by continuing with Ecological Surveys. Complete prescriptions, tender marked forest tracts and monitor ongoing logging operations. Ongoing monitoring of the Spongy Moth & Oak Wilt. Grant funding for invasive spraying on Authority properties including HWA inventory/treatment. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $$$$ $ $% ACTIVITIES General Forestry Management Services $ 271,636 $ 230,656 $ 175,766 $ 255,945 $ 231,152 $ (24,793) -10% LPBLT - Upland Habitat Program $ 36,026 $ 40,386 $ 66,561 $ 64,215 $ 66,381 $ 2,165 0% $ 307,663 $ 271,042 $ 242,327 $ 320,160 $ 297,532 $ (22,628) -7.07% OBJECTS OF EXPENSES Staff Expenses - Note 1 $ 158,917 $ 211,174 $ 183,155 $ 220,860 $ 199,356 $ (21,504) -10% Staff Related Expenses - Note 2 9,591 $ 9,461 9,687 12,300 11,300 (1,000) -8% Materials and Supplies - Note 3 4,658 $ 13,756 6,550 19,400 19,276 (124) -1% Purchased Services - Note 4 134,496 $ 36,651 42,935 67,600 67,600 -0% TOTAL EXPENDITURES $ 307,663 $ 271,042 $ 242,327 $ 320,160 $ 297,532 $ (22,628) -7.07% SOURCES OF REVENUE Municipal Levy $ - $ - $ - $ --$ -0% User Fees - Forest Revenue 353,981 340,505 331,157 310,000 310,000 -0% Community Support 18,000 22,712 32,830 32,090 40,000 7,910 0% Contribution from (to) Reserves (64,318) (92,174) ----0% Transfer from/(to) Current Year Surplus - Note 5 ---(21,930) (43,918) (21,988) 100% TOTAL REVENUE $ 307,663 $ 271,042 $ 363,986 $ 320,160 $ 306,082 $ (14,078) -4.40% SURPLUS $ - $ - $ 121,659 $ - $ 8,550 $ 8,550 0% NOTES 1. COLA increase. 2. $8,000 included for membership fees including the Eastern Ontario Model Forest Association. 3. Materials and Supplies: $2,500 for paint and tape. 4. Subcontractors are: $25,000 for ecological survey, $5,000 property surveys and $5,000 for a Forestry Consultant. 5. Transfer to Corporate Services ($43,918). 34 Page 387 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Conservation Lands increased to 0.20 from 0.10 FTE. 1.56 1.99 Supervisor of Forestry decrease to 0.50 from 0.93 FTE. Forestry Technician decreased to 0.80 from 0.95 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager Conservation Land Services 0% 0.00 20% 0.20 0.10 0.10 Supervisor of Forestry 100% 1.00 50% 0.50 0.93 0.93 Forestry Technician 100% 1.00 85% 0.85 0.95 0.88 Seasonal Staff 0% 0.00 1% 0.01 0.01 0.01 2.00 1.56 1.99 1.92 35 Page 388 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Private Forest Land Management Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET PRIVATE FOREST LAND MANAGEMENT SERVICES PROGRAM NAME LINKS TO STRATEGIC PLAN PRIVATE FOREST LAND MANAGEMENT Strategic Directions SERVICES #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence PROGRAM MANAGER Action Plan Leigh-Anne Mauthe The projection is to plant 40,000 trees funded by private landowners and Forest Ontario. Tree survival monitoring and reporting. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $ $ $ $ $ $ % ACTIVITIES Private Property Tree Planting Services OPG Tree Planting Services LPB/OPG Long Term Tree Planting Services Trees for Roads $ $ 85,079 30,972 8,570 11,469 136,090 $ $ 137,659 - - 12,354 150,013 $ $ 73,856 - - 16,498 90,354 $ $ 104,676 - 14,678 - 119,355 $ $ 114,849 50,000 11,443 12,136 188,427 $ $ 10,173 50,000 (3,236) 12,136 69,073 10% 0% -22% 0% 57.87% OBJECTS OF EXPENSES Staff Expenses - Note 1 Staff Related Expenses Materials and Supplies - Note 2 Purchased Services - Note 3 TOTAL EXPENDITURES $ $ 33,766 620 57,603 44,101 136,090 $ $ 27,026 740 80,436 41,811 150,013 $ $ 34,007 - 46,027 10,320 90,354 $ $ 39,455 850 47,650 31,400 119,355 $ $ 66,753 850 72,049 48,775 188,427 $ $ 27,298 - 24,399 17,375 69,073 69% 0% 51% 55% 57.87% SOURCES OF REVENUE Municipal Levy User Fees - Note 4 Community Support - Note 5 Contribution from (to) Reserves - Note 6 TOTAL REVENUE $ $ - 85,079 63,302 (12,291) 136,090 $ $ - 115,836 33,454 723 150,013 $ $ - 46,382 65,085 - 111,468 $ $ - 86,698 18,000 14,656 119,355 $ $ - 90,849 86,136 11,443 188,427 $ $ - 4,150 68,136 (3,214) 69,073 0% 5% 379% 0% 57.87% NOTES 1. COLA increase, one staff moving up grid. 2. Nursery stock of $65,000. 3. Subcontractors expense for the tree planting of $32,000. 4. User fees are private property tree planting funding from Forest Ontario. 5. Community Support is fees charged to landowners, trees for roads program and grant funding. 6. OPG Forest Corridor Reserve for Long-term survival monitoring - $11,443. 36 Page 389 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Lands & Waters Supervisor decreased 0.025 FTE to grant funded program. 0.80 0.36 FTE TOTAL DEPARTMENT 2024 2023 2022 Forestry Technician 0% 0.00 0% 0.00 0.00 0.02 Lands & Waters Supervisor 0% 0.00 24% 0.32 0.27 0.37 HWS Technician 0% 0.00 3% 0.42 0.03 0.05 Seasonal Staff 0% 0.00 6% 0.06 0.06 0.06 0.00 0.80 0.36 0.50 37 Page 390 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET PROGRAM NAME Maintenance Operations Services PROGRAM MANAGER Judy Maxwell Maintenance Operations Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET Maintenance Operations Services LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #4 Organizational Excellence Action Plan Support operations for parks, flood control structures, forestry and motor pool. Maintain the equipment and vehicles for the Authority. Utilize staff and their skills to complete capital projects and improve LPRCA facilities and campgrounds. 2021 2022 2023 2023 2024 2024 Change from Actual Actual Sep 30 YTD Budget Budget 2023 Budget $$$$ $$% ACTIVITIES General Facility Maintenance Services $ 161,167 $ 170,795 $ 145,132 $ 197,722 $ 227,039 $ 29,317 15% Motor Pool Services 150,543 145,004 134,784 185,990 206,267 20,277 11% Amortization 88,596 82,966 ----0% $ 400,306 $ 398,765 $ 279,917 $ 383,712 $ 433,307 $ 49,595 12.92% OBJECTS OF EXPENSES Staff Expenses- Note 1 $ 186,088 $ 161,818 $ 143,290 $ 214,762 $ 235,507 $ 20,745 10% Staff Related Expenses 4,829 2,937 1,671 4,100 4,100 -0% Materials and Supplies - Note 2 75,738 95,178 61,048 87,300 91,550 4,250 5% Purchased Services 45,056 55,866 73,907 77,550 102,150 24,600 32% Amortization 88,596 82,966 ----0% TOTAL EXPENDITURES $ 400,306 $ 398,765 $ 279,917 $ 383,712 $ 433,307 $ 49,595 12.92% SOURCES OF REVENUE $ - Municipal Levy $ 231,999 $ 260,558 $ 148,292 $ 197,722 $ 227,039 $ 29,317 15% User Fees - Note 3 98,764 98,291 336,822 348,990 390,267 41,277 12% Contribution from (to) Reserves 69,543 39,916 ----0% TOTAL REVENUE $ 400,306 $ 398,765 $ 485,113 $ 546,712 $ 617,307 $ 70,595 12.91% SURPLUS - Note 4 $ - $ - $ -$ 163,000 $ 184,000 $ - 42.46% NOTES 1. COLA increase, 2 staff moving up the grid. 2. Fuel, Diesel and oil for motor pool. 3. Motor Pool revenues of $390,267. 4. 2024 Capital Budget includes the acquisition of $184,000 equipment & vehicles. 38 Page 391 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Manager of Engineering and Infrastructure increase 0.05 FTE to 0.25 FTE allocation. 2.20 2.09 Workshop Technician increased departmental allocation to 0.75 FTE. FTE TOTAL DEPARTMENT 2024 2023 2022 Manager of Engineering & Infrastructure 0% 0.00 25% 0.25 0.20 0.30 Workshop Technician 100% 1.00 75% 0.75 0.69 0.69 Workshop Supervisor 100% 1.00 85% 0.85 0.85 0.85 Support Staff 0% 0.00 35% 0.35 0.35 1.47 Support Staff (2) 0% 0.00 0% 0.00 0.00 0.38 2.00 2.20 2.09 3.69 39 Page 392 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET PROGRAM NAME CORPORATE SERVICES PROGRAM MANAGER Aaron LeDuc Corporate Services Budget LONG POINT REGION CONSERVATION AUTHORITY 2024 DRAFT BUDGET CORPORATE SERVICES LINKS TO STRATEGIC PLAN Strategic Directions #2 Deliver Exceptional Services & Experiences #3 Support & Empower Our People #4 Organizational Excellence Action Plan 2024 - 2027 Strategic Plan Refresh. New CA Act regulations requirements for December 31, 2024. Review and update corporate policies. Asset Management Plan for Water Control Structures. 2021 Actual $ 2022 Actual $ 2023 Sep 30 YTD $ 2023 Budget $ 2024 Budget 2024 Change from 2023 Budget $ % ACTIVITIES LPRCA Board Corporate / IT Services Amortization $ $ 59,076 958,247 8,452 1,025,774 $ $ 55,650 1,034,420 9,364 1,099,434 $ $ 56,570 859,346 - 915,916 $ $ 68,485 1,108,361 - 1,176,846 $ $ 68,790 1,171,610 - 1,240,400 $ $ 305 63,249 - 63,554 0% 6% 0% 5.40% OBJECTS OF EXPENSES Staff Expenses -Note 1 Staff Related Expenses Materials and Supplies Purchased Services -Note 2 Equipment Other Amortization TOTAL EXPENDITURES $ $ 570,619 8,321 9,809 356,696 12,803 59,076 8,452 1,025,774 $ $ 656,645 7,551 9,070 351,419 9,734 55,650 9,364 1,099,434 $ $ 485,842 10,603 6,229 347,852 8,820 56,570 - 915,916 $ $ 733,142 16,600 9,400 335,219 14,000 68,485 - 1,176,846 $ $ 770,310 17,100 10,000 359,700 14,500 68,790 - 1,240,400 $ $ 37,167 500 600 24,481 500 305 - 63,554 5% 3% 6% 7% 4% 0% 0% 5.40% SOURCES OF REVENUE Municipal Levy User Fees -Note 3 Community Support - Note 4 Interest on Investments Gain on Sale of Assets Contribution from (to) Reserves Transfer from/(to) Current Year Surplus -Note 5 TOTAL REVENUE $ $ 649,100 23,806 70,755 24,363 1,219 256,532 - 1,025,774 $ $ 525,337 8,351 162,248 24,144 13,339 366,014 - 1,099,434 $ $ 545,024 6,413 198,012 - - - - 749,450 $ $ 726,699 8,500 223,566 - - - 218,080 1,176,846 $ $ 830,348 8,800 264,400 - - - 136,852 1,240,400 $ $ 103,648 300 40,834 - - - (81,228) 63,554 14% 4% 18% 0% 0% 0% -37% 5.40% NOTES 1. COLA increase, three staff moving up the grid. 2. Includes the lease of the administration office space $114,900. 3. Rental of office space $8,800. 4. Gas lease revenue of $2,800, water irrigation permit fee of $1,100, interest revenue $240,000 and endowment interest of $20,000 to cover overhead, taxes and insurance for Backus Education Center. 5. The transfer from current year surplus from user fee support departments is $136,852. 40 Page 393 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET STAFFING LEVELS (FTE) CHANGES IN SERVICES & ACTIVITY LEVELS 2024 2023 Accounting clerks (1) increased to 0.9 FTE from 0.8 FTE. 6.55 6.34 Accounting Clerk 1.0 FTE added and reduction of Accounting Supervisor 1.0 FTE. Project Consultant increased to 0.4 FTE to assist in developing Watershed Plans & Strategies. FTE TOTAL DEPARTMENT 2024 2023 2022 General Manager 100% 1.00 99% 0.99 0.99 0.99 Manager of Corporate Services 100% 1.00 100% 1.00 1.00 1.00 Supervisor of Accounting 0% 0.00 0% 0.00 1.00 1.00 Accounting Clerk (2) 100% 1.90 190% 1.90 0.80 0.80 Executive Assistant 100% 1.00 100% 1.00 1.00 1.00 HR Associate/Receptionist 100% 1.00 100% 1.00 1.00 1.00 Project Consultant 50% 0.50 40% 0.40 0.28 0.00 Special Projects 50% 0.50 25% 0.25 0.25 0.00 Seasonal Support Staff 0% 0.00 2% 0.02 0.02 0.02 6.90 6.55 6.34 5.81 41 Page 394 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Capital Budget Summary ‐2024 Long Point Region Conservation Authority One Year (2024) Draft Capital Budget CAPITAL PROJECTS 2024 General Levy Special Levy In-Year Surplus WECI / MNRF Prior Year Capital User Fee Reserve Total Watershed Services Flood Control Structure Repairs and Studies 75,000 60,000 75,000 210,000 Conservation Authority Lands Property Gates 5,000 5,000 Backus Heritage and Education Services Conservation Parks Management Services Deer Creek/Waterford North CAs Rental Equipment 5,400 5,400 Haldimand CA Washroom Renovations 8,000 8,000 Waterford North CA Washroom Renovations 15,000 15,000 Maintenance Operation Services Vehicle Replacement (1 pickup truck) 56,000 56,000 Vehicle Replacement (1 SUV) 39,000 39,000 Equipment (1 UTV and Trailer) 8,550 18,450 27,000 Equipment Replacement (1 riding lawnmower) 24,000 24,000 Equipment Replacement (1 Tractor) 65,000 65,000 Equipment Replacement (1 Air Compressor) 6,000 6,000 Storage Shed Roof Replacement (2 storage sheds) 17,840 17,840 Corporate Services Computer Upgrades 10,100 10,100 Office Renovations 75,000 133,000 208,000 Total $ 188,940 $ 60,000 $ 220,950 $ 75,000 $ 133,000 $ 18,450 $ 696,340 42 Page 395 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Capital Budget Summary ‐2024‐2028 Long Point Region Conservation Authority Five Year (2024-2028) Draft Capital Budget CAPITAL PROJECTS 2024-2028 2024 2025 2026 2027 2028 Total Watershed Services Flood Control Structure Repairs and Studies 210,000 600,000 600,000 600,000 1,450,000 3,460,000 Conservation Authority Lands Property Gates 5,000 5,000 5,000 5,000 5,000 25,000 Backus Heritage and Education Services Conservation Parks Management Services Deer Creek/Waterford North CAs Rental Equipment 5,400 5,400 Haldimand CA Washroom Renovations 8,000 8,000 Waterford North CA Washroom Renovations 15,000 15,000 Maintenance Operation Services Vehicle Replacement (1 pickup truck) 56,000 56,000 56,000 56,000 56,000 280,000 Vehicle Replacement (1 SUV) 39,000 39,000 Vehicle (1 UTV and Trailer) 27,000 27,000 Equipment Replacement (1 riding lawnmower) 24,000 24,000 19,000 19,000 19,000 105,000 Equipment Replacement (1 Tractor) 65,000 55,000 120,000 Equipment Replacement (1 Air Compressor) 6,000 6,000 Storage Shed Roof Replacement (2 storage sheds) 17,840 17,840 Corporate Services Computer Upgrades 10,100 10,000 7,500 7,500 7,500 42,600 Office Renovations 208,000 208,000 Total $ 696,340 $ 695,000 $ 687,500 $ 687,500 $ 1,592,500 $ 4,358,840 SOURCES OF REVENUE for 2024 MUNICIPAL GENERAL LEVY - Capital MUNICIPAL SPECIAL LEVY - Capital Current Year Surplus Grants - Provincial (WECI / MNRF) Prior Year Capital User Fee Reserve $ 188,940 $ 115,000 $ 112,500 $ 12,500 $ 162,500 $ 591,440 $ 60,000 $ 500,000 $ 500,000 $ 600,000 $ 1,300,000 $ 2,960,000 $ 220,950 $ 80,000 $ 75,000 $ 75,000 $ 130,000 $ 580,950 $ 75,000 $ -$ -$ -$ -$ 75,000 $ 133,000 $ -$ -$ -$ -$ 133,000 $ 18,450 $ -$ -$ -$ -$ 18,450 $ 696,340 $ 695,000 $ 687,500 $ 687,500 $ 1,592,500 $ 4,358,840 43 Page 396 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Flood Control Structures Capital Summary 2024-2033 The Long Point Region Conservation Authority currently owns and operates 13 dams and water control structures within its watershed. Historically these structures were constructed for a variety of reasons including water storage, flow augmentation, municipal and agricultural water sources, power generation and recreation. Many of these structures were constructed in the 1960’s while others were constructed over 100 years ago. In 2014 LPRCA hired Riggs Engineering to undertake a visual inspection of six structures. The structures identified and inspected were Backus Mill, Deer Creek, Hay Creek, Lehman, Norwich and Teeterville dams. The inspections identified a number of concerns with the structures relating to public safety and maintenance. As part of the inspection, corrective action and tasks were identified based on priority intervals of 1-2, 2-5 and 5-10 years. Dam Safety Reviews and Condition Assessments (DSR) have been completed for Vittoria, Teeterville, Backus Mill, Hay Creek and Norwich Dams. Recommendations from the inspections along with the DSR have been incorporated into the Capital Plan for Dams. Where possible, LPRCA staff applies for matching funds from the Water and Erosion Control Infrastructure (WECI) Program administered by the Ministry of Natural Resources and Forestry. The WECI Program is competitive amongst all conservation authorities with a limited amount of funding allocated based on a priority scoring system. Backus Mill Dam The Backus Mill Dam was constructed to power a grist mill approximately 11 km north of Port Rowan on Dedrick Creek in Norfolk County. Historically the Dam was constructed to power a grist mill in the 1800’s and continues to supply water to the historic mill and serves as a feature for the Backus Heritage Conservation Area. The Dam is a composite gravity dam with earthen embankments on either side and a concrete spillway with stoplogs for adjusting water levels. The Riggs inspection identified the Dam to be in need of repairs to the bridge, spillway and embankment. A structural analysis and assessment of the timber bridge with respect to the Canadian Highway Bridge Design Code was completed. The bridge was reinforced for capacity requirements and curbs added for vehicular safety in 2016. Pedestrian railings around the bridge and dam were added in 2017/18 to protect the public from fall hazards. Portions of the embankment were determined to be steep and over-steep with areas experiencing localized loss of material. Potential solutions included bringing in new material, re-grading the downstream slope to a 2H:1V inclination and installing French drains at the new toe of slope. This would require extending downstream wingwalls at the spillway to accommodate the re-graded 2H:1V inclination of the slope and extending the stilling basin to accommodate the re-graded slope. As required by the Ministry of Natural Resources and Forestry (MNRF) for such work, a Dam Safety Review was carried out in 2017. The Hazard Classification of the Dam is determined to be LOW; however, the Dam fails to pass the 100-year Inflow Design Flood and would be overtopped. A Lakes and Rivers Improvement Act (LRIA) permit is required from MNRF for the dam repairs. The LRIA application requires the Dam to be modified to pass the IDF (100-year flow) as part of the necessary embankment repairs. Design for the repairs was completed by Riggs Engineering in March 2019. The capacity of the dam will be increased by constructing a semi-circular weir upstream of the dam to control the discharge, removing the logs from the dam control structure, and regrading the road to provide for controlled overflow. Funding opportunities are being assessed with construction scheduled post-2027. To date, all repairs and designs have been co-funded by the WECI program and LPRCA general levy. 44 Page 397 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Brook Dam The Brook Dam is an earth fill dam which was built with three stop log sections. LPRCA purchased the property in 1972, and the dam has not been operated since 1980. A new railing at the bridge entrance was installed in 1994. The dam was partially decommissioned in 2007 and although the dam is not operating anymore, the concrete structure still remains. A study is required to determine if a dam failure is still a risk to the downstream properties. Deer Creek Dam The Dam was constructed on Deer Creek approximately 2.7 km north of the confluence with Big Creek in Norfolk County in the late 1960’s. LPRCA constructed the Dam as a water storage area, an agricultural irrigation source, a recreational opportunity and feature for the adjacent Deer Creek Conservation Area, and to support Norfolk County Road 45 and its bridge over the watercourse and valley system. The Dam is a composite gravity dam with earthen embankments on either side and a concrete spillway. Stoplogs are included in the spillway for minor adjustment of water levels but are not actively operated due to inaccessibility and lack of need. The 2014 inspection identified the Dam to be in relatively good condition. Noted by the inspection is an ongoing alkali-silica reaction across the majority of the dam’s concrete. Alkali-silica reaction of concrete is between the cement paste and the aggregate that leads to swelling resulting in spalling, loss of strength, and potential failure. Concrete repair planned in 2020 and 2021 was not approved for WECI funding but proceeded in 2022 with Norfolk County funding. An application made to the WECI program again in 2022 was approved, reducing the cost to Norfolk County. Additional items for further investigation and maintenance to ensure the structure’s long-term health and performance include a video camera inspection of the toe drains. The safety fence was upgraded in 2018 to Ontario Building Code standards around hazards. The required Dam Safety Review and Condition Assessment planned in 2020 was not approved for WECI funding and has been deferred to 2025. Hay Creek Dam In 1967 the Hay Creek Dam was originally constructed approximately 4.5 km from Lake Erie by the Big Creek Conservation Authority. In 1970 the dam came under the ownership of LPRCA with the amalgamation of the Big Creek Region and Otter Creek Conservation Authorities. The dam was constructed as a water storage area, an agricultural irrigation source, a recreational opportunity and feature for the adjacent Hay Creek Conservation Area, and to support Port Ryerse Road and its bridge over the watercourse and valley system. The Dam was identified by the Riggs Engineering inspection as a high priority structure requiring immediate attention. Specifically identified with the Dam was the disabling of the shear pin mechanism without prior approval from MNRF under LRIA. The shear pin mechanism was intended to release stop logs during flood flows to increase flow capacity and reduce the potential for overtopping of the Dam. In 2015/16 WECI co- funded a hydraulic study of the disabled shear pin mechanism. It was determined the flow capacity of the Dam was reduced and the structure would be overtopped during a 100-year flood. In response, the water level was reduced to an appropriate level (now current level) that allows the structure to pass the 100-year flood with adequate freeboard. Deterioration of downstream wingwalls was identified in the Riggs inspection as a priority concern. Potential causes of the issues related to the walls include a buildup of water behind the wingwalls and joint deterioration. A Dam Safety Review and Condition Assessment was completed in 2018 to assess the overall condition of the Dam. The Hazard Classification has been determined to be HIGH based on the potential loss of life due to flooding at one home downstream at Gilbert Road. However, Norfolk County plans to enlarge the Gilbert Road 45 Page 398 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET culvert in 2023 at which time the hazard will be reduced to LOW. The Dam Safety Review concluded that the downstream embankment does not meet the structural stability standards. A potential solution would include repairing the concrete, adding wicking behind the wingwalls to improve drainage, installing a sheet pile wall mid-way down the downstream slope to improve stability, and maintaining the lower water level as has been the case since 2016. The capital forecast shows these repairs in 2024. Should LPRCA choose to explore abandonment or decommissioning of the dam in the long-term, an environmental assessment and consultation process will be required. At Norfolk County’s request, the EA is shown in the capital forecast for 2027-28 to align with the County’s bridge repair planning. Lehman Dam Lehman Dam was constructed in 1964 downstream of the confluence of North and South Creek to provide a drinking water source for the Town of Delhi. Norfolk County no longer uses the Dam’s reservoir as a municipal drinking water source. The reservoir continues to be used as an agricultural irrigation source and a conservation area feature. The Dam and reservoir have been identified to be in relatively good condition by Riggs Engineering. Repairs to the fish ladder related to potential erosion were delayed in 2017 and proposed in 2018 with co-funding from WECI (unsuccessfully). These repairs were considered in 2019/2020 but are being postponed until the MTO gives direction to the culvert on Hwy. #3. Action and safety items identified to be addressed in 2-5 years, including replacing safety railings consistent with the Ontario Building Code, are to be complete by the end of 2023. Discussions with Norfolk County staff and the Ministry of Transportation (MTO) have called into question the future of the Dam. New water supply wells east of Delhi eliminate the need for the Dam and reservoir as a source for municipal water. An MTO culvert at the upper upstream limit of the reservoir is scheduled to be replaced. The backwater effects of the reservoir and future of the reservoir will likely impact the type of crossing constructed (bridge or culvert) and associated costs. Discussions with Norfolk County and MTO staff regarding the potential future of the Dam are on hold. To date, no costs associated with the Dam’s future related to decommissioning are included in the Capital Plan. However, options will be explored with both agencies to reduce overall costs. A Dam Safety Review and Condition Assessment for Lehman Dam will be required if the MTO EA for the Highway 3 culvert replacement, now on hold, does not proceed. Norwich Dam The Norwich Dam was originally constructed in the late 1960’s by the Big Otter Conservation Authority approximately 103 km upstream from Lake Erie within the village of Norwich on Big Otter Creek. In 1970, the Dam came under the ownership of the LPRCA after the Big Creek Region and Otter Creek Conservation Authorities merged. The Dam currently serves as a feature to the Norwich Conservation Area and has historically provided low flow augmentation. The Dam has been identified to be in relatively good condition based on the inspection report. Additional action items identified to be addressed in 2-5 years include inspecting the downstream stilling basin for erosion; assessing the upstream embankment condition; and adding riprap protection as necessary. The safety fence around public hazards was upgraded in 2018 to Ontario Building Code standards. A Dam Safety Review and Condition Assessment, was completed in 2020 to assess the overall condition of the Dam. The Hazard Classification has been determined to be Medium based on the potential property damage due to flooding downstream in the Town of Norwich. The Dam Safety Review concluded that the dam meets capacity standards and can pass the inflow design flood without overtopping. However, the dam does not meet the structural stability standard for winter ice loading conditions; the control structure will require anchoring or mass adding to meet this structural stability standard. Ice loading considerations and options for remediation will be investigated further. 46 Page 399 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET The severe erosion on the upstream slope of the earth embankment was repaired in 2022 with WECI funding assistance. The dam safety review also recommends a number of small operator and public safety repairs. Sutton Dam The Sutton Dam was reconstructed in 1960, at this time a new spillway section consisting of two log sections, 6 feet wide by 12 feet high, were built. The dam was partially decommissioned in 2005 by removing all of the stop logs and the flashboards. The concrete structure is still intact and a study is required to determine if a dam failure is still a risk to the downstream properties. Teeterville Dam The Teeterville Dam was originally constructed in the early 1900’s approximately 36 km from Lake Erie within the village of Teeterville, Norfolk County on Big Creek. In 1954, the structure and reservoir were purchased by the former Big Creek Conservation Authority. After taking ownership, the Big Creek Conservation Authority made modifications to the dam by adding stop logs to increase the reservoir level approximately 1.0 metre. The dam came under the ownership of LPRCA after the Big Creek Region and Otter Conservation Authorities merged in 1970. Norfolk County, LPRCA and privately owned lands surround the dam and reservoir. The structure was identified as a high priority structure based on its condition by the 2014 Riggs Engineering inspection. A Dam Safety Review and Condition Assessment was co-funded by WECI and completed by AECOM in 2016. The assessment determined the Dam does not meet stability requirements, the stilling basin is undermined and repairs are required to the concrete and operator bridge. The Dam was lowered to its winter operating level in October 2016 and will be maintained at its current level to reduce loading on the Dam and avoid the need for operator access on the unsafe bridge. The current reduced operating level will not address the inadequate stability condition of the Dam. To address the instability, required portions of the Dam could potentially be anchored and/or mass added at a significant cost. A sediment management plan was completed in 2017 to facilitate LPRCA’s options including following through on the necessary repairs or lowering the reservoir further. In 2018/19 Stantec Engineering undertook a design to facilitate construction and obtain Lakes and Rivers Improvement Act (LRIA) approval from MNRF for the repairs. The work will improve global stability to meet dam safety standards and LRIA requirements, repair deteriorated concrete and provide operator access. The old bridge was removed from the top of the dam by Norfolk County in 2022. Based on discussions with Norfolk County staff, the Capital Plan includes proceeding with an Environmental Assessment in 2024 to consider options. The environmental assessment will include consultation with the affected community and applicable government agencies. Vittoria Dam Vittoria Dam was first constructed between 1805 and 1810 near the town of Vittoria, Norfolk County to power grist and saw mills. During its operation the dam was rebuilt a number of times due to failure and deterioration. In 1964 the Big Creek Region Conservation Authority commissioned the dam to be rebuilt at its present location approximately 5 km from Lake Erie on Youngs Creek. The Vittoria Dam is primarily comprised of an earthen berm and concrete structure with stoplogs to control water levels. The majority of the structural components of the dam are located within the road allowance of Mill Pond Road with the berm of Vittoria Dam providing a base for the road and concrete structure supporting the bridge deck. In 2015 a Dam Safety Review was completed by AECOM and co-funded by WECI. The study identified minor, major and safety repairs, as well as the hazard classification, associated inflow/design flood and stability requirements. 47 Page 400 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET AECOM identified the need for concrete repair on the wingwalls, piers, abutments and deck, as well as operator safety repairs and repairs/improvements on the approach road and deck. The operator safety repairs were completed in 2016. The Dam Safety Review identified the Dam as a HIGH hazard classification structure based on the potential loss of life at the homes in the floodplain downstream. The high hazard classification sets out very clear and stringent requirements for stability and ability to pass higher design flows. Based on the Dam Safety Review, the structure fails to meet most of these requirements and requires major structural modifications including an emergency spillway to increase discharge capacity, concrete repairs and base anchoring to meet earthquake stability requirements. An Environmental Assessment was initiated in 2023 to investigate options to repair, modify, abandon or decommission the Dam in consultation with the affected community and applicable government agencies. The Capital Plan includes follow-up costs based on the repair costs estimated by AECOM as part of the Dam Safety Review in 2016. The results of the EA have not yet been determined but if the decision is to decommission the dam, reservoir drawdown will be done over a number of years and the implementation costs will come much later in the Capital Plan. Dam Safety Review A Dam Safety Review (DSR) is a comprehensive study of the dam and its associated components. The study determines important information such as the Hazard Classification, Inflow Design Flood, structural stability and condition of the dam, and operator safety. DSR’s were completed for the Vittoria, Teeterville, Backus Mill, Hay Creek and Norwich Dams based on their assessment and condition. A DSR provides valuable information when determining the future of the dam, making LRIA applications and developing decommissioning plans. Dam Safety Reviews are required as part of the provincial Dam Safety Standards. MNRF requires a completed Dam Safety Review accompany any application under the Lakes and River Improvement Act for dam works including most major structural repairs. The current capital forecast includes Dam Safety Reviews for Deer Creek and Lehman Dams. 2024 – 2033 Capital Plan Costs to undertake the necessary repairs and studies for the seven major LPRCA water control structures are forecast as outlined below in Table A. In addition, the plan includes costs necessary to complete two studies to determine if dam failure of Sutton and/or Brook Dams are still a risk to downstream properties. Costs are based on the best available information from the Dam Safety Review studies. Funding through the provincial WECI Program will be sought where possible. LPRCA has begun the process of developing an Asset Management Plan for its Water Control Structures, due to be completed in 2024. 48 Page 401 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Table A: 2024‐2033 Capital Plan Structure Year(s) Total2024 2025 2026 2027 2028 2029‐2033 Repairs Studies Backus Mill $50,000 $650,000 $700,000 Brook $100,000 $100,000 Deer Creek $100,000 $100,000 Hay Creek $60,000 $400,000 $150,000 $610,000 Lehman $100,000 $650,000 $750,000 Norwich $0 Sutton $100,000 $100,000 Teeterville $150,000 $100,000 $1,250,000 $1,500,000 Vittoria $100,000 $500,000 $500,000 $1,100,000 Total– General $150,000 $100,000 $150,000 $150,000 $1,050,000 Total– Special $60,000 $500,000 $600,000 $600,000 $1,300,000 $1,350,000 $3,910,000 Total Cost $60,000 $150,000 $600,000 $600,000 $600,000 $1,450,000 $1,500,000 $4,960,000 Dam Safety Review Engineering Major Construction Environmental Assessment Safety/Routine Repair 49 Page 402 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Watershed Services Capital Project Detail Sheets 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Flood Control Structures PROJECT DESCRIPTION Repairs and studies for various water control structures. In 2024, staff propose a Conservation Authority Class Environmental Assessment for Teeterville Dam and an engineered design for Hay Creek Dam. See the notes below for details. The Flood Control Structures 10-year Capital Summary 2024-2033 is presented in Table A: 2024-2033 Capital Plan Summary. PROJECT MANAGER Leigh-Anne Mauthe, Manager of Watershed Services 2024 REPAIRS 2024 STUDIES 2025 2026 2027 2028 TOTAL Backus Mill Deer Creek Hay Creek Lehman Norwich Teeterville Vittoria Big Creek Control Gate Brook Sutton Waterford Control Gate $ 50,000 $ 50,000 $ 100,000 $ 100,000 $ 60,000 $ 400,000 $ 150,000 $ 610,000 $ 100,000 $ 100,000 $ - $ 150,000 $ 100,000 $ 1,250,000 $ 1,500,000 $ 100,000 $ 500,000 $ 500,000 $ 1,100,000 $ - $ - $ - $ - TOTALS $ 60,000 $ 150,000 $ 600,000 $ 600,000 $ 600,000 $ 1,450,000 $ 3,460,000 SOURCES OF FINANCING 2024 REPAIRS 2024 STUDIES 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 75,000 $ 100,000 $ 100,000 $ 150,000 $ 425,000 SPECIAL LEVY $ 60,000 $ 500,000 $ 500,000 $ 600,000 $ 1,300,000 $ 2,960,000 IN YEAR SURPLUS $ - PROVINCIAL (WECI) $ 75,000 $ 75,000 CAPITAL LEVY RESERVE $ - TOTALS $ 60,000 $ 150,000 $ 600,000 $ 600,000 $ 600,000 $ 1,450,000 $ 3,460,000 NOTES 1. Teeterville Dam: Conservation Authority Class Environmental Assessment (Class EA) to investigate options to repair, modify, abandon or decommission the Dam in consultation with the affected community and applicable government agencies. Based on the costs for the on-going Class EA for Vittoria Dam, LPRCA staff propose $150,000 to complete this process. 2. Hay Creek Dam: Engineered design to address the issue identified in the Dam Safety Review which concluded that the downstream embankment does not meet the structural stability standards. A potentail solution would include repairing the concrete, adding wicking behind the wingwalls to improve drainage, installing a sheet pile wall mid-way down the downstream slope to improve stability, and maintaining the lower water level as has been the case since 2016. 50 Page 403 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Conservation Authority Lands Capital Project Detail Sheets 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Property Gates PROJECT DESCRIPTION Build and (re)place gates at LPRCA passive property entrances. NEED FOR PROJECT Some of the LPRCA passive properties are either missing gates at the entrances or require replacements. The placement of gates discourages ATV trespassing and garbage dumping. LPRCA would like to continue installing 4 gates a year. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 $ - $ - TOTALS $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 SPECIAL LEVY $ - IN YEAR SURPLUS $ - PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 5,000 $ 25,000 NOTES Gates are built and installed by the workshop staff. 51 Page 404 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Conservation Parks Management Services Capital Project Detail Sheets 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Rental Equipment PROJECT DESCRIPTION Additional Rental Equipment for Deer Creek and Waterford North Conservation Areas. NEED FOR PROJECT Watersports equipment rentals are very popular at Deer Creek CA and Waterford North CA. The addition of a 3-person canoe and two stand up paddle boards at Deer Creek and a 2-person canoe and two stand up paddle boards at Waterford North would enhance the watersports equipment rental options for visitors. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 5,400 $ 5,400 $ - TOTALS $ 5,400 $ -$ -$ -$ -$ 5,400 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 5,400 $ 5,400 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 5,400 $ -$ -$ -$ -$ 5,400 NOTES 52 Page 405 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Haldimand CA Washroom Renovations PROJECT DESCRIPTION Renovate four washrooms at a cost of $2,000 each. NEED FOR PROJECT Replace sinks, taps, countertops and plumbing valves and lines. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ 8,000 $ 8,000 $ - $ - TOTALS $ 8,000 $ -$ -$ -$ -$ 8,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 8,000 $ 8,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 8,000 $ -$ -$ -$ -$ 8,000 NOTES 53 Page 406 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Waterford North CA Washroom Renovations PROJECT DESCRIPTION Renovate the pavilion washrooms. NEED FOR PROJECT The two washrooms at the pavilion are needed to help service day-use visiters but have been closed due to safety concerns. Each washroom will have a new sink, countertop and toilet installed. Lighting fixtures will be upgraded and the walls will be covered with washable material. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ 15,000 $ 15,000 $ - $ - TOTALS $ 15,000 $ -$ -$ -$ -$ 15,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 15,000 $ 15,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 15,000 $ -$ -$ -$ -$ 15,000 NOTES 54 Page 407 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Maintenance Operation Services Capital Project Detail Sheets 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Vehicle Replacements PROJECT DESCRIPTION Purchase one new 1/2 ton 4x4 pickup truck. NEED FOR PROJECT To upgrade and maintain the vehicle fleet. Replacing a 2010 Chevrolet Silverado with 141,900 km. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 280,000 $ - TOTALS $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 280,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 280,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 56,000 $ 280,000 NOTES Adding 4WD trucks to the fleet will improve winter safety and towing/hauling capacity. 55 Page 408 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Vehicle Replacement PROJECT DESCRIPTION Purchase one new AWD SUV. NEED FOR PROJECT To upgrade and maintain the vehicle fleet. Replacing a 2011 Dodge Grand Caravan with 151,000 km. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 39,000 $ 39,000 $ - TOTALS $ 39,000 $ -$ -$ -$ -$ 39,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 39,000 $ 39,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 39,000 $ -$ -$ -$ -$ 39,000 NOTES The SUV will service the needs of the staff working at the administration office for site visits, field work, meetings, and conferences. 56 Page 409 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Utility Task Vehicle and Trailer PROJECT DESCRIPTION Purchase of one new utility vehicle and trailer. NEED FOR PROJECT It was determined that a UTV would be beneficial for the Forestry Department to conduct logging inspections, enforcement and invasive species control. The utility vehicle would be a 4x4 diesel with a tank, hose and retractable sprayer. A utility trailer is required to transport the UTV to various locations. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 27,000 $ 27,000 $ - TOTALS $ 27,000 $ -$ -$ -$ -$ 27,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 8,550 $ 8,550 PROVINCIAL $ - USER FEE RESERVE $ 18,450 $ 18,450 TOTALS $ 27,000 $ -$ -$ -$ -$ 27,000 NOTES 57 Page 410 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Lawn Mower Replacement PROJECT DESCRIPTION Purchase of one new diesel, zero-turn riding lawn mower. NEED FOR PROJECT The new mower will replace a 2005 Toro. The fleet of lawnmowers are utilized to best match the need at the various locations at LPRCA. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 24,000 $ 24,000 $ 19,000 $ 19,000 $ 19,000 $ 105,000 $ - TOTALS $ 24,000 $ 24,000 $ 19,000 $ 19,000 $ 19,000 $ 105,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 24,000 $ 24,000 $ 19,000 $ 19,000 $ 19,000 $ 105,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 24,000 $ 24,000 $ 19,000 $ 19,000 $ 19,000 $ 105,000 NOTES 58 Page 411 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Tractor Replacement PROJECT DESCRIPTION Purchase of one 4WD 60- 65hp diesel tractor with a cab and front loader bucket. NEED FOR PROJECT The new tractor will replace a 2002 Ford 260C with loader with 2573 hours, currently used at Backus during the camping season and for snow removal. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 65,000 $ 55,000 $ 120,000 $ - TOTALS $ 65,000 $ -$ -$ -$ 55,000 $ 120,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ - SPECIAL LEVY $ - IN YEAR SURPLUS $ 65,000 $ 55,000 $ 120,000 PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 65,000 $ -$ -$ -$ 55,000 $ 120,000 NOTES 59 Page 412 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Air Compressor Replacement PROJECT DESCRIPTION Purchase of one new 240V 60hp air compressor with twin heads. NEED FOR PROJECT The new air compressor will replace the current unit at the workshop purchased in 1976. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 6,000 $ 6,000 $ - TOTALS $ 6,000 $ -$ -$ -$ -$ 6,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 6,000 $ 6,000 SPECIAL LEVY $ - IN YEAR SURPLUS $ - PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 6,000 $ -$ -$ -$ -$ 6,000 NOTES 60 Page 413 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Storage Shed Roof Replacement (2) PROJECT DESCRIPTION Steel roof replacement of two storage sheds at the central workshop. NEED FOR PROJECT The roofs of two storage sheds at the workshop are deteriorating and will be replaced with ribbed steel roofing. One shed roof is estimated to cost $10,500 and the other L- shaped shed roof is estimated to cost $7,340. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ 17,840 $ 17,840 $ - $ - $ - TOTALS $ 17,840 $ -$ -$ -$ -$ 17,840 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 17,840 $ 17,840 SPECIAL LEVY $ - IN YEAR SURPLUS $ - PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 17,840 $ -$ -$ -$ -$ 17,840 NOTES 61 Page 414 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Corporate Services Capital Project Detail Sheets 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Computer Upgrades PROJECT DESCRIPTION Five laptop replacements plus accessories and various components. NEED FOR PROJECT To upgrade and maintain computer systems, a backup server and a battery backup will be replaced, and a VPN switch will be upgraded. Five phone handsets and five laptops along with various accessories will be purchased and deployed where needed. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 10,100 $ 10,000 $ 7,500 $ 7,500 $ 7,500 $ 42,600 $ - TOTALS $ 10,100 $ 10,000 $ 7,500 $ 7,500 $ 7,500 $ 42,600 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 10,100 $ 10,000 $ 7,500 $ 7,500 $ 7,500 $ 42,600 SPECIAL LEVY $ - IN YEAR SURPLUS $ - PROVINCIAL $ - CAPITAL LEVY RESERVE $ - TOTALS $ 10,100 $ 10,000 $ 7,500 $ 7,500 $ 7,500 $ 42,600 NOTES 62 Page 415 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET 2024-2028 CAPITAL BUDGET FOR LPRCA CAPITAL PROJECT DETAIL SHEET PROJECT NUMBER (use GL account #) PROJECT NAME Office Renovations PROJECT DESCRIPTION Flooring and installation, office furniture and workstations plus installation, and electrical upgrades. NEED FOR PROJECT The office furniture is old and the layout requires an overhaul. To accomplish the renovation new flooring is to be installed, erognomic office furniture and workstations replaced, and electrical work is needed to be installed at the workstation locations. PROJECT MANAGER Judy Maxwell, General Manager ESTIMATED COSTS 2024 2025 2026 2027 2028 TOTAL LAND ACQUISITION BUILDING CONSTRUCTION CONSULTANTS CONTRACTS MATERIALS AND SUPPLIES EQUIPMENT OTHER $ - $ - $ - $ - $ - $ 208,000 $ 208,000 $ - TOTALS $ 208,000 $ -$ -$ -$ -$ 208,000 SOURCES OF FINANCING 2024 2025 2026 2027 2028 TOTAL MUNICIPAL GENERAL LEVY - Capital $ 75,000 $ 75,000 SPECIAL LEVY $ - IN YEAR SURPLUS $ - PROVINCIAL $ - PRIOR YEAR CAPITAL $ 133,000 $ 133,000 TOTALS $ 208,000 $ -$ -$ -$ -$ 208,000 NOTES A design was completed and a quote was obtained for the office furniture of approximately $163,000. There would be installation, flooring and installation, and electrical drops costs required which is estimated to be $45,000. There is prior year capital available for the project of $133,000 requiring an additional $75,000 to complete the project. 63 Page 416 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Schedule of Land Holdings 2023 *Legend FT Farmland CL Conservation Lands RT Residential/Recreational TT Managed Forest Norfolk County Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Watson Lands CA 541-010-29300-0000 179.96 TT 179.96 463,000 Watson Lands CA 541-010-38600-0000 94.02 TT 94.02 321,000 Watson Lands CA 541-010-38610-0000 0.77 CL 0.77 8,200 Watson Lands CA 541-020-10550-0000 30.2 TT 30.2 122,000 Watson Lands CA 541-050-01920-0000 1.49 CL 1.49 9,800 Gibel (Public Trustee) 541-020-01000-0000 65 TT 65 109,000 Abbott & Townsend 541-020-66100-0000 95 TT 95 323,000 Vermeersch 541-050-03510-0000 10 TT 10 32,000 Parrott 541-060-00100-0000 100.04 TT 100.04 331,000 Ringland 541-060-04900-0000 100 TT 100 132,000 McConkey-Middleton Wetlands 541-060-06300-0000 137.43 TT 137.43 373,000 Goldie-Middleton Wetlands 541-060-06310-0000 2.16 RT 0.14 5,200 CL 2.02 74,800 Lee-Anderson-Becker 541-060-09900-0000 200.1 TT 200.1 496,000 Parsons 541-060-18000-0000 215.52 TT 215.52 522,000 Croton CA 541-070-14320-0000 16 CL 16 95,750 Devos 542-020-21410-0000 94.15 TT 94.15 305,000 Nemeth 542-030-05000-0000 100 TT 100 324,000 Deer Creek Forest 542-030-10700-0000 252.04 TT 190.56 176,300 Deer Creek CA RT 59.13 54,600 CL 2.35 2,100 Jackson 542-030-15200-0000 100 TT 100 324,000 Hepburn-De Wannemaeker 542-030-18000-0000 101.44 TT 72.97 236,400 CL 28.47 93,600 Carr 542-040-24500-0000 50 TT 36.38 117,300 RT 0.31 1,500 CL 13.31 66,200 Lower Big Creek (Temmer) 542-040-20000-0000 89.89 TT 88.34 285,600 CL 1.55 7,400 Twin Gullies 542-040-12100-0000 47.81 TT 47.81 122,000 Wilson 543-010-11700-0000 200 CL 200 198,000 Moulton-Townsend 543-010-14700-0000 46.3 CL 46.3 238,750 Ferris-Armstrong-Coppens 543-010-18200-0000 385.33 CL 385.33 271,250 Rowan Mills CA 543-010-23300-0000 108.89 TT 108.89 138,000 Hodges 543-020-01800-0000 50 TT 50 162,000 Abigail-Becker 543-020-19200-0000 13 TT 13 53,000 Backus CA 543-020-37500-0000 430.33 RT 73.5 222,700 FT 32 142,500 TT 324.83 264,800 64 Page 417 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 LB Sanctuary-Cridland 543-030-14910-0000 90.84 FT 90.84 131,000 LB-Boyd 543-030-19410-0000 70.18 FT 9.28 217,700 TT 60.9 44,300 LB Marsh 543-030-19500-0000 545.58 RT 0.8 1,100 CL 544.78 795,900 LB-Walker 543-030-19600-0000 39.26 FT 39.26 186,000 LB-Robinson 543-050-00200-0000 55.8 CL 50.86 93,300 RT 4.94 24,700 Travis-Desilver 545-010-18800-0000 25.04 TT 25.04 81,000 Allan 545-020-01900-0000 50 TT 50 162,000 Harris-Harris-Floyd 4th 545-020-02900-0000 150 TT 95.95 264,800 CL 54.05 149,200 Burwell 545-020-03500-0000 100 CL 35.76 118,500 TT 64.24 207,500 Harris3-Floyd 5th 545-020-12100-0000 200 TT 200 496,000 Gesquiere 545-030-04400-0000 62.02 TT 62.02 200,000 Roney 545-030-07500-0000 80 TT 80 259,000 Harvey 545-030-11000-0000 99.5 TT 45.04 145,900 CL 54.46 180,100 Long 545-030-11500-0000 100 TT 100 245,000 Tulpin 543-020-36200-0000 6.08 RT 6.08 51,000 Neufeld 543-010-23702-0000 45.19 TT 45.19 146,000 Walsingham Flats (Huyge) 543-010-02210--0000 69.07 TT 61 197,300 CL 8.07 32,700 Walsingham Flats (Huyge) 543-010-02220-0000 9.42 RT 9.42 84,900 CTN 1,100 Little Lake CA 491-003-53000-0000 183.11 RT 9.37 413,000 CL 82.43 TT 91.31 Greathead 491-006-13000-0000 125 TT 125 325,000 Persall 491-006-14000-0000 22 TT 22 22,500 Tarcza 491-006-42000-0000 100.33 TT 100.33 293,000 Vanessa CA 491-010-04000-0000 26 TT 26 27,500 Teeterville CA 491-011-16500-0000 36.6 CL 31.07 211,000 RT 5.53 Mcintosh 491-020-09500-0000 22.32 TT 22.32 90,000 Livsey 491-022-34000-0000 20 TT 20 75,000 Wintemute-Collver 491-022-81000-0000 60 TT 60 241,000 Ryder 491-023-35000-0000 45.5 TT 45.5 183,000 Maddeford 491-002-39150-0000 28.21 TT 28.21 72,000 Landon 9th 493-010-48600-0000 50 TT 50 38,500 Mcknight 493-020-17400-0000 16.5 TT 16.5 17,600 Earl-Danylvich-Hanson 493-030-22300-0000 159.89 CL 76.53 412,000 TT 83.36 Landon 7th 493-040-20500-0000 50 TT 50 38,500 65 Page 418 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Smith 493-050-03100-0000 50 TT 50 101,000 Swick-King 493-050-03300-0000 200 TT 200 473,000 Hammond 493-050-11800-0000 50 TT 50 162,000 Sowden 493-060-32900-0000 55 TT 55 178,000 Vanlondersele 493-030-11410-0000 25.56 RT 25.56 26,000 Vittoria CA (Bramhill) 493-060-33800-0000 20.12 CL 19.64 150,000 RT 0.48 Vittoria CA (Smith) 493-060-33900-0000 34 RT 13.26 21,000 CL 20.74 Lipsett-Penner 493-070-03600-0000 137.85 CL 32.93 378,000 TT 104.92 Baker 493-070-03700-0000 25 CL 9.89 130,000 TT 15.11 Mackay-Kyte-Laforge 493-070-04300-0000 134 CL 79.08 372,000 TT 54.92 Mason-Buchner 493-070-05900-0000 50 TT 50 35,000 Fisher CA 493-080-07500-0000 131.75 TT 131.75 118,000 Cornell 493-080-08010-0000 17.32 CL 17.32 66,000 Anderson 493-080-08200-0000 188 TT 188 225,000 Lehmans Dam 494-040-12500-0000 30.87 RT 30.87 39,000 Croton 494-070-14300-0000 22 CL 21.65 92,000 RT 0.35 Sidney Back 494-070-12850-0000 19.48 TT 19.48 78,000 Decloet 491-002-39000-0000 76.26 TT 76.26 62,000 Casselton 493-070-02000-0000 14 TT 14 45,000 Gage 491-013-18000-0000 50 TT 50 202,000 Blommaert 493-070-08300-0000 37.86 TT 37.86 122,000 Sutton CA 401-001-08500-0000 19.94 CL 18.12 260,800 RT 1.82 26,200 Sutton CA 401-001-27000-0000 1.2 RT 0.39 14,200 CL 0.81 29,300 Brook CA 401-015-35600-0000 30.04 TT 22.51 19,500 CL 7.53 6,500 Pow Wetland 336-030-61800-0000 47.3 RT 0.79 1,900 CL 46.51 115,100 Waterford CA Forest 336-050-02500-0000 294.21 TT 44 73,200 Camp Trillium RT 74.47 4,363,000 Waterford CA RT 130 CL 45.74 79,800 Waterford Workshop 336-050-47300-0000 77 RT 8 6,700 TT 69 58,300 Black Creek CA Forest 337-040-14600-0000 21 TT 21 16,200 Sowden Forest 337-060-00510-0000 15 TT 15 57,000 Hay Creek CA Forest 337-060-01500-0000 98.5 TT 97.5 134,700 RT 1 1,300 Dewal-Black Creek 337-040-18250-0000 2 RT 2 12,400 Vern Ryerse Memorial CA 337-060-07710-0000 2.34 RT 2.34 35,500 66 Page 419 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Norfolk County Cont’d Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Vern Ryerse Memorial CA 337-060-07800-0000 0.54 RT 0.54 7,700 Norfolk CA 337-060-05200-0000 45.26 RT 45.26 334,000 Total: 8,156 8,156 23,205,650 Acres FT 171 CL 1,956 RT 506 TT 5,523 Total Acres Norfolk County 8,156 County of Brant Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Farkash 011-040-29900-0000 102 TT 102 163,000 Misner 011-010-36600-0000 50 TT 50 202,000 Roswell-Brown-Harley 011-040-26900-0000 80 TT 80 137,000 Drozd-Chernishenko 011-010-37200-0000 100 TT 100 193,000 Dawes-Chambers-Tontsch 011-040-21200-0000 75 TT 75 127,000 Phipps 011-040-16600-0000 8 RT 8 44,500 Dean 011-010-54000-0000 202.51 TT 202.51 519,000 Dawes 011-040-14100-0000 40 TT 40 60,000 Dawes-Norris 011-010-57000-0000 10.16 CL 10.16 90,750 Moore-Force 011-010-57200-0000 50 CL 50 169,000 Armstrong 011-010-59500-0000 5.16 CL 5.16 80,000 Dawes-Lock-Savage 011-010-60900-0000 303.88 CL 297.82 244,300 RT 6.06 9,700 Poole-Durham 011-010-65400-0000 25.11 RT 3.72 22,400 CL 21.39 128,600 Moore 011-010-64800-0000 165 TT 165 184,000 Caley 011-010-63600-0000 263 TT 263 234,000 Mawhinney 011-010-65700-0000 15 TT 15 60,000 Harley-Roswell-Brown 011-040-26299-0000 7.16 RT 7.16 105,000 Total: 1,502 1,502 2,773,250 Acres CL 385 RT 25 TT 1,093 Total Acres County of Brant 1,502 67 Page 420 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Township of Norwich Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Arthur 010-020-14500-0000 25 TT 25 24,500 Hughes 010-040-19500-0000 319.46 TT 319.46 333,000 Oatman CA Forest 010-050-06100-0000 40 TT 40 34,500 Rocks Mill Forest 010-050-11100-0000 77.94 TT 77.94 82,000 Rocks Mill 010-050-11400-0000 5.35 RT 5.35 20,000 Norwich CA 020-020-00900-0000 31.85 RT 31.85 40,000 Norwich CA 020-020-19406-0000 8.58 RT 8.58 9,500 Norwich CA 030-010-24500-0000 71 RT 35.87 34,700 CL 35.13 25,800 Sackrider 030-030-02400-0000 50 TT 50 63,000 Smith 030-030-02800-0000 43 TT 43 123,000 Hopkins 030-040-11300-0000 78 TT 9.88 10,800 RT 68.12 3,800 Total: 750 750 804,600 Acres CL 35 RT 150 TT 565 Total Acres Township of Norwich 750 Township of South-West Oxford Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Dereham Wetland-Fuller 010-040-03502-0000 93.42 TT 93.42 89,000 Dereham Wetland-Butler 010-040-03900-0000 25.24 CL 23.93 26,025 RT 1.31 1,700 Dereham Wetland-Jeffery 010-040-04200-0000 42.31 CL 41.24 40,850 RT 1.07 1,300 Dereham Wetland-Stafford 010-040-04400-0000 25 RT 1.01 1,300 CL 23.99 26,350 Dereham Wetland-Lee 010-040-04500-0000 19.13 RT 1.84 2,400 CL 17.29 19,300 Dereham Wetland-Atkinson 010-040-04600-0000 37.61 TT 13.75 18,200 CL 23.86 25,600 Dereham Wetland-Hawkins 010-050-02300-0000 50 TT 50 44,500 Dereham Wetlands-Paton 010-040-04300-0000 10.1 FT 1.63 5,000 CL 8.47 Dereham Wetlands-Paton 010-040-04401-0000 19.17 FT 10.3 51,400 CL 8.87 Hughes 010-050-08400-0000 87.75 TT 87.75 103,000 Total: 410 410 455,925 Acres FT 12 CL 148 RT 5 TT 245 Total Acres Township of South-West Oxford 410 68 Page 421 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Municipality of Bayham Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Vienna CA 000-002-01000-0000 10.82 TT 10.82 15,900.00 Baker 004-001-22900-0000 0.16 RT 0.16 60,000.00 Bartlett 004-001-23900-0000 0.61 RT 0.61 2,000.00 Rugenuis 000-006-17250-0000 23.18 TT 23.18 50,000.00 Beattie 000-003-09120-0000 18.1 TT 18.1 41,500.00 Total: 53 53 169,400 Acres RT 1 TT 52 Total Acres Municipality of Bayham 53 Haldimand County Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Haldimand North 332-002-09410-0000 121.12 RT 36.4 229,000 TT 78.57 184,700 CL 6.15 20,300 Haldimand South 332-002-09420-0000 15.32 RT 15.32 120,000 Jaques 330-020-21700-0000 40.77 TT 40.77 56,700 RT 63,300 Total: 177 177 674,000 Acres CL 6 RT 52 TT 119 Total Acres Haldimand County 177 Town of Tillsonburg Roll Number Total Acres Desc. Code Acres Breakdown Realty Assessment 2023 Tillsonburg CA 020-020-44200-0000 15.62 RT 15.62 18,000 Farkas 030-030-22100-0000 1.49 RT 1.49 3,500 Total: 17 17 21,500 Total Acres Town of Tillsonburg RT Acres 17 17 LPRCA Land Holdings Summary Tax Class Acres Description FT 183 Farmland CL 2,529 Conservation Lands RT 756 Residential / Recreational TT 7,597 Managed Forest Total 11,065 69 Page 422 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Appendix A: Fee Schedules Planning Act Review Fees Application Type 2023 Fees Proposed 2024 Fees % Change Preconsultation Fee Review, comment, or participation in preconsultation process $ 300 $ 300 0% Subdivision and Vacant Land Condominium $1,380 + $100/lot (Total Maximum $15,000.00 +HST) $1,380 + $100/lot (Total Maximum $15,000.00 +HST) 0% To draft plan approval including associated OPA and ZBA $ 455 $ 455 0% Red-line revision (applicant initiated) $ 720 $ 720 0% Technical plans and reports (SWM with grading & sediment and erosion $ 225 $ 225 0% Clearance letter (each phase) Zoning By-Law Amendment Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Combined Official Plan/Zoning By-Law Amendment Minor $ 720 $ 720 0% Accompanied by 1 technical report $ 1,430 $ 1,430 0% Accompanied by 2 technical reports $ 2,060 $ 2,060 0% Consent (severance) Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Variance Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Site Plan Control Minor $ 455 $ 455 0% Accompanied by 1 technical report $ 720 $ 720 0% Accompanied by 2 technical reports $ 1,430 $ 1,430 0% Complex Application (incl. OPA/ZBL/Site Plan) for golf courses, trailer parks, campgrounds and lifestyle communities. $ 2,060 $ 2,060 0% General Notes for All Application Fees: 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of all applications and the preparation of detailed technical reports(s). 2.This fee schedule is effective as of January 1, 2024 and LPRCA reserves the right to revise this fee schedule at any time without notice to adequately cover the costs to provide the service. 3.All applicable taxes are extra. 4.Applications that fall under one or more categories will be charged at the highest rate. 5.Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review 6.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission shall are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 7.Fees must be paid at the time the application is submitted. 8.Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 70 Page 423 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Ontario Regulation 178/06 Permit Fees Application Type 2023 Fees Proposed 2024 Fees % Change Very minor development Development with very low risk of impact on natural hazards or natural features. Examples: Non-habitable accessory structures less than 23 m2 (247 ft2) , e.g. decks, fences, above-ground pools, barns, sheds Fill placement removal and/or grading (landscaping, driveway top-dressing) Off-line pond maintenance $ 200 $ 200 0% Minor development, interference and alteration Development/work with low risk of impact on natural hazards or natural features. No technical reports are required. Examples: Raising building or additions not requiring engineered drawings Repairs/renovations to existing building Non-habitable accessory structures less than 100 m2 (1076ft2) Septic system Fill placement, removal/or grading (not requiring engineered plans) Minor development (as listed above) more than 30 metres from a wetlands New or replacement residential structures more than 30 metres from a wetland Minor utilities (directional bore) New offline ponds (grading plan required) Docks, boathouses Routine/maintenance dredging Minor repairs to existing shoreline structures Maintenance, repair or replacement of access crossings Other applications not deemed by staff to be “Major” in nature $ 405 $ 405 0% Major development, interference and alteration Development/work with moderate risk of impact on natural hazards or natural features. Detailed report and/or plans are required. Examples: Raising building or additions requiring engineered plans Non-habitable accessory structures greater than 100 m2 (1076ft2) New or replacement structures in a natural hazard area Fill placement, removal and/or grading (requiring engineered plans) Development (including minor development as listed above) less than 30 metres from a wetland Major development greater than 30 m from a wetland New offline pond with overflow or channel connection Maintenance/repairs to existing shoreline structures Water crossing, bridge repair Stormwater management outlet structure Other applications deemed by staff to be “Major” in nature $ 695 $ 695 0% 71 Page 424 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Ontario Regulation 178/06 Permit Fees Application Type 2023 Fees Proposed 2024 Fees % Change Complex development, interference and alteration Development/work with a high risk and/or potential impact to natural hazards or natural features. One or more studies are required, e.g. an environmental impact study, hydraulic analysis, storm water management report or slope stability study. Examples: Large fill placement, removal, grading (greater than 1000 m3) Golf courses New watercourse bank stabilization New Lake Erie shoreline protection structure Bridge replacement Channel realignment $ 1,380 $ 1,380 0% General On Site Technical Advice Fee (Will be applied to permit application if submitted within 12 months from inspection) $ 248.60 HST included $ 248.60 HST included 0% Wetland Boundary Delineation (Review of MNRF Wetland boundary in the field by LPRCA ecologist, on property owner request) $ 360.00 HST included $ 360.00 HST included 0% Title Clearance (solicitor, realtor, other requests for detailed property information) $ 248.60 HST included $ 248.60 HST included 0% Violations/Application where work has proceeded without authorization 2 x Fee 2 x Fee Permit Revisions (Must be minor in nature and permit must still be valid.) $ 95 $ 95 0% Minister's Zoning Order (MZO) (Permit associated with a Minister's Zoning Order) Cost recovery Cost recovery General Notes for all Application Fees 1.It is strongly recommended that proponents pre-consult with LPRCA and, if necessary the municipality, prior to the submission of an application and th preparation of detailed plans and technical report(s). 2.Fees must be paid at the time the permit application is submitted. Fees may be paid by debit, cash or cheque (made out to the Long Point Region Conservation Authority) over the phone by credit card or at the LPRCA administration office 3.In the event that the application is placed in a higher fee category, the difference in fee must be paid prior to review. If the application is placed in a lower category, LPRCA will reimburse the applicant accordingly. 4.Fees are assessed based on the extent of review required. LPRCA reserves the right to levy supplementary fees should the review require a substantially greater level of effort than covered by the standard categories above; this supplementary fee includes the peer review of any relevant documents or information. 5.The fees for technical review include one comprehensive review, and one review of the resubmission. Second and each additional resubmission sha are subject to a resubmission fee of 20% of the original application up to a maximum of $525. 6.Where a Section 28 permit approval is required in addition to a Planning Act application for the same activity, the Section 28 permit fee will be discounted 50%. 7.Where a permit has been submitted for an activity across multiple properties and applicants working together, the fee for each property shall be calculated as 50% of the permit fee. For example, the fee for a new shoreline protection structure constructed across two properties is $725 each. 8.Costs associated with permits (including any conditions) issued under a Minister's Zoning Order shall be paid by the applicant, this includes but is not limited to staff time, any legal review, board expenses, etc. 72 Page 425 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 2021 2022 2023 Draft 2024 Draft HST included HST included HST included HST included HST included increase % $6.00 $6.00 $6.00 $6.00 $6.00 0.00% $14.00 $15.00 $15.00 $15.00 $15.00 0.00% $9.00 $9.00 $9.00 $9.00 $9.00 0.00% $85.00 $95.00 $95.00 $100.00 $100.00 0.00% $10.00 $10.00 $10.00 $10.00 $10.00 0.00% $55.00 $55.00 $55.00 $55.00 $55.00 0.00% $120.00 $120.00 $120.00 $120.00 $120.00 0.00% $350.00 $350.00 $375.00 $375.00 0.00% $4.00 $4.00 $4.00 $4.00 0.00% $38.00 $38.00 $38.00 $40.00 $41.00 2.50% $50.00 $50.00 $50.00 $53.00 $55.00 3.77% $59.00 $59.00 $59.00 $60.00 $63.00 5.00% $61.00 $61.00 $61.00 $64.00 $66.00 3.13% $70.00 $70.00 $70.00 $70.00 $73.00 4.29% DAY USE FEES Walk-in (under 12 free) Vehicle Motorcycle Season Vehicle Day Pass Season Vehicle Pass Replacement Mini Bus Bus Operator Permit Fee - Annual Operator Customer Fee - per person CAMPING FEES Per Night Unserviced* With Hydro & Water 15 amp* With Hydro & Water 30 amp* With Hydro, Water & Sewer 15 amp* With Hydro, Water & Sewer 30 amp* *20% discount for overnight camping for seniors & the disabled. Must show senior or disability permit. Cabin Rental Per Night Cabin 900 A (Backus only) Cabin 901 D (Backus only) Per Week Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Cabin Rental Per Week Cabin 900 A (Backus only) Cabin 901 D (Backus only) Per Month Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Per Season Unserviced With Hydro & Water 15 amp With Hydro & Water 30 amp With Hydro, Water & Sewer 15 amp With Hydro, Water & Sewer 30 amp Premium & 30 amp 2nd Season Vehicle Day Pass Exterior Fridge (Seasonal) Seasonal Camper Late Payment Fee $60.00 $105.00 $60.00 $105.00 $60.00 $105.00 $65.00 $110.00 $70.00 $115.00 7.69% 4.55% $225.00 $305.00 $350.00 $368.00 $415.00 $225.00 $305.00 $350.00 $368.00 $415.00 $225.00 $305.00 $350.00 $368.00 $415.00 $240.00 $318.00 $360.00 $384.00 $420.00 $246.00 $330.00 $378.00 $396.00 $438.00 2.50% 3.77% 5.00% 3.13% 4.29% $360.00 $630.00 $360.00 $630.00 $360.00 $630.00 $360.00 $630.00 $385.00 $635.00 6.94% 0.79% $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $675.00 $915.00 $1,050.00 $1,100.00 $1,240.00 $720.00 $954.00 $1,080.00 $1,152.00 $1,260.00 $738.00 $990.00 $1,134.00 $1,188.00 $1,314.00 2.50% 3.77% 5.00% 3.13% 4.29% $1,685.00 $2,400.00 $2,650.00 $2,900.00 $3,125.00 $3,200.00 $1,770.00 $2,520.00 $2,785.00 $3,045.00 $3,285.00 $3,360.00 N/A $2,570.00 $2,840.00 $3,105.00 $3,350.00 $3,430.00 N/A $2,623.50 $2,970.00 $3,168.00 $3,465.00 $3,565.00 N/A $2,722.50 $3,118.50 $3,267.00 $3,613.50 $3,740.00 3.77% 5.00% 3.13% 4.29% 4.91% $50.00 $275.00 $55.00 $300.00 $55.00 $300.00 $60.00 $325.00 $60.00 $335.00 $75.00 0.00% 3.08% New 73 Page 426 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET CONSERVATION AREA FEE SCHEDULE Backus, Deer Creek, Haldimand, Norfolk and Waterford North 2020 2021 2022 2023 Draft 2024 Draft HST included HST included HST included HST included HST included increase % Group Camping Group Camping Tents Only Group Camping (per night) Group Camping (per person/night) OTHER FEES Reservation Fee - online Reservation Fee - by phone Cancellation/Change Fee 2nd Vehicle Parking Pavilion Wood Kindling Ice Picnic Tables (per table per day) Bait / Worms Vendor permit Canoe/Kayak Rental - per hour - per 1/2 day (4 hours) - per day (8 hours) Boat/Trailer Storage - off site Winter Trailer Storage/camp site Winter Storage Late Fee (per day) BACKUS HERITAGE CONSERVATION AR Rentals Church Rental Ed. Centre Rentals - 1/2 day - full day Auditorium or Classroom -add for 2nd room Events and Photography Outdoor Wedding - includes pavilion & 20 day passes Photography Fee - Weddings All other photo shoots -includes entry for 2 passenger vehicles Education Programming - full day** -1/2 day** **Maximum 40 students per class per day. $55.00 $6.00 $12.00 $15.00 $15.00 $11.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $55.00 $15.00 $50.00 $80.00 $375.00 $215.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $55.00 $6.00 $13.00 $15.00 $15.00 $12.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $55.00 $6.00 $13.00 $15.00 $15.00 $12.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $60.00 $7.00 $14.00 $15.00 $15.00 $13.00 $75.00 $10.00 $5.00 $4.00 $6.00 $3.50 $60.00 $15.00 $50.00 $80.00 $375.00 $225.00 $10.00 $250.00 $240.00 $400.00 $50.00 $400.00 $125.00 $75.00 $560.84 $280.42 $60.00 0.00% $7.00 0.00% $15.00 7.14% $15.00 0.00% $15.00 0.00% $13.00 0.00% $75.00 0.00% $10.00 0.00% $5.00 0.00% $4.00 0.00% $6.00 0.00% $3.50 0.00% $60.00 0.00% $15.00 0.00% $50.00 0.00% $80.00 0.00% $375.00 0.00% $225.00 0.00% $10.00 0.00% $250.00 0.00% $240.00 0.00% $400.00 0.00% $50.00 0.00% $400.00 0.00% $125.00 0.00% $75.00 0.00% $583.62 4.06% $291.81 4.06% 74 Page 427 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET LONG POINT REGION CONSERVATION AUTHORITY CORPORATE SERVICES FEE SCHEDULE Draft 2024 before HST CORPORATE SERVICES Hold Harmless Agreements for research or events Irrigation Access Permits within Conservation Authority owned properties $45.13 $1,000.00 LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - FORESTRY FEE SCHEDULE Draft 2024 before HST FORESTRY Consulation Service per hour $125.00 LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LEE BROWN MARSH FEE SCHEDULE Draft 2024 before HST LEE BROWN MARSH Goose Relocation - Per Canada goose $6.20 Hunting Fees 1-Day Field Hunt , 1 person 1-Day (midweek) Marsh Hunt, 1 person 1-Day (midweek) Marsh Hunt, 4 people 3-Day Marsh Hunt for 4 people $53.10 $479.79 $1,636.90 $4,092.27 75 Page 428 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET LONG POINT REGION CONSERVATION AUTHORITY CONSERVATION LANDS - LANDS AND WATERS FEE SCHEDULE Draft 2024 before HST LANDS AND WATERS Tree Planting Program - Forest Ontario Sponsored Full Service (Seedling and Planting) per tree1 $0.60 Private Landowner Tree Planting Program Land Owner Cost per tree2 Full Service (Seedling and Planting) per tree3 Rental of Tree Planter per day for trees purchased from the Conservation Authority $0.82 - $2.45 $1.50 - $3.05 $75.00 Restoration Program Erosion Control - Landowner Plans $350.00 1 Pricing subject to change without notice. Subject to approval and availability. Minimum 500 seedlings must be planted. 2 Pricing subject to change without notice. Subject to availability. Minimum 150 seedlings/species. 3 Pricing subject to change without notice. Subject to availability. Minimum 5 acres and 500 seedlings. 76 Page 429 of 550 BOARD OF DIRECTORS DRAFT 2024 BUDGET Conservation Conservation Ontario Network • Long Point Region� Conservation Authority � Member of the ONTARIO 4 Elm Street, Tillsonburg, ON N4G 0C4 @) @lpr_ca 519-842-4242 I 1-888-231-5408 0 @LongPointConservationconservation@lprca.on.ca � @longpointcawww.lprca.on.ca LPRCA MUNICIPAL PARTNERS Municipality of Bayham I County of Brant I Haldimand County I Town of Tillsonburg I Township of Malahide I Norfolk County I Township of Norwich Township of South-West Oxford Page 430 of 550 Page 1 of 3 Subject: Committee Appointments Report Number: CS 24-004 Department: Corporate Services Department Submitted by: Julie Ellis, Deputy Clerk Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION A. THAT Report CS 24-004 titled Committee Appointments be received as information; and B. THAT Christine Lamers and Michael Brown be appointed to the Accessibility Advisory Committee; and C. THAT David Hillner be appointed to the Airport Advisory Committee; and D. THAT Jean Martin and Shelley Langley be appointed to the Affordable and Attainable Housing Committee; and E. THAT a By-Law to amend By-Law 2023-009, be brought forward for Council consideration. BACKGROUND Accessibility Advisory Committee There are two vacancies on the Accessibility Advisory Committee as two members have not met attendance requirements as outlined in the Committee’s Terms of Reference. Both members have resigned their positions. The vacancies were advertised in early November, and three applications were received. Airport Advisory Committee At the time that the current Airport Manager was hired, they were sitting on the Airport Advisory Committee. As a staff member, the Airport Manager is an automatic member of the committee, and therefore this created a vacancy on the committee. The position was advertised in early November, and three applications were received. Affordable and Attainable Housing Committee Page 431 of 550 CS 24-004 Committee Appointments Page 2 of 3 When the Tillsonburg Affordable and Attainable Housing Advisory Committee was created, Oxford County staff were added as voting members. At the November 13, 2023 meeting of Council, a resolution was carried which removed Oxford County staff as voting members, but left them on in an advisory capacity. This created 1 vacancy in order for the committee too remain at the minimum number of members required by the Terms of Reference. One vacancy was advertised for this committee in mid-November and one application was received. The 8 applications received in March 2023 were also reviewed, as per Policy 2-009, Boards and Committees of Council Policy. On January 2, 2024 a resignation was also received for this committee, and therefore two new members were selected for this committee. The vacancies for all three Committees were advertised for a number of weeks using a variety of channels including the Town’s website, Town’s social media pages, email communications and the newspaper. Applications were reviewed and the Nominating Committee, which consists of Mayor Deb Gilvesy, Councillor Parker, Councillor Luciani and CAO Kyle Pratt, met to review the applications. Following the review the below recommendations of appointment of individuals to the Committees is being recommended: Accessibility Advisory Committee  Christine Lamers  Michael Brown Airport Advisory Committee  David Hillner Affordable and Attainable Housing Committee  Jean Martin  Shelley Lagnley CONSULTATION  Nominating Committee  Committee Administrators FINANCIAL IMPACT/FUNDING SOURCE None. Page 432 of 550 CS 24-004 Committee Appointments Page 3 of 3 CORPORATE GOALS ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable 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- Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project- N/A ATTACHMENTS None. Page 433 of 550 Page 1 of 8 Subject: Organization Communications Review Report Number: CS 24-008 Department: Corporate Services Department Submitted by: Tanya Daniels, Director of Corporate Services / Clerk Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION A. THAT report titled “Organization Communications Review” be received as information; and B. THAT the hiring of a Communications Specialists effective June 17, 2024 within the Corporate Services Department be approved; and C. THAT the Treasurer be directed to realign the funding for the position as outlined within report CS-24-008. BACKGROUND Council Direction Council, at its meeting held January 15th, adopted the following: “THAT a report to Council be provided regarding the structure of Communications and supports to the organization.” The direction provided to staff was directly linked to changes within the Economic Development and Marketing (EDM) and Recreation, Culture and Parks (RCP) portfolio’s within the 2024 budget relating to communication supports. This report focuses on the connections to this change. Communications Roles and Changes Currently, Corporate Communications is aligned within the Corporate Services Department with 1 FTE, Communications Officer, allocated which reports directly to the Director. The role provides support to the entire organization in their Communication needs and covers items such as:  Design and coordination of the weekly newspaper advertisement;  Graphic, video and content for electronic channels as well as print mediums;  Speech writing support and media releases;  Developing communications plans for major corporate initiatives; Page 434 of 550 CS 24-008 Organization Communications Review Page 2 of 8  Support to Council and Senior Leadership across varying communication needs (i.e. Emergency Management, controversial issues); and  Monitoring of all media channels, posts, and comments and responding to posts or direct messaging as may be needed on behalf of the organization. Additional supports, traditionally recognized as marketing, is provided by 1 FTE, the Economic Development and Marketing Coordinator, within the Economic Development & Marketing Department along with part-time labour supports. In prior years, 40% of this FTE position was allocated to RCP through the overhead/indirect labour charges. Within this allocation, the role provided support such as:  Recreation Guide creation;  Marketing materials for program and event marketing (posters, social media templates, etc.);  Signage projects such as parks sign project, museum signage and the new signage at Lake Lisgar Water Park;  Sponsorship materials and templates for programs (swims and skates), special events (ie: family day); and,  Website updates and Facebook posts for the Recreation Guide. The Town of Tillsonburg approaches Marketing and Communications as two distinct yet related functions within the municipality. Each of the above roles have their unique areas of expertise in addition to supporting each other during times of vacation or high volume activities. There are also non-traditional supports that are within the organization that work on social media updates, website updates, and the like as may be needed. The 2024 draft Budget contemplates the Economic Development & Marketing Coordinator position to be entirely allocated to the Economic Development & Marketing Department, which means the services currently provided to RCP need to be re- allocated to another staff resource. In 2023, the funding for the 40% staff allocation from RCP to Economic Development was $32,880. This funding allocation was reallocated within the 2024 RCP budget, resulting in the Economic Development & Marketing Coordinator position being fully funded by the Economic Development & Marketing dept budget. The change is a result of the Economic Development & Marketing Coordinator role being realigned to focus entirely on initiatives within Economic Development. An outcome of this change is that the work that was traditionally being completed under this role for RCP was orphaned. There were verbal commitments made during the January 15th 2024 Council meeting by the Development Commissioner to remain supporting the Recreation Guide for 2024 but not as a long term solution. Page 435 of 550 CS 24-008 Organization Communications Review Page 3 of 8 Additional Comments – Council Further background information can be found in comments within the November 27, 2023 RCP Social Media report to Council: After the Committee received the report, staff within RCP and Corporate Services met to review the impact. The originating report contained general noted comments only. It would be the recommendation of Corporate Services that communication practices not be decentralized at this time as a general guideline. However, noting the size of the team within the Communications branch, containing all social media items within a single area can make situations less practical to execute fast paced posts or large promotional posts (Summer Camps). From a communications strategy perspective, having more traditional RCP social media posts not within the main Town socials may align better for both sets of overall purposes (i.e. one is to promote camps, swims, recreation activities, and one is to deliver Legislation and Corporate updates/promotions). That is not to say that in some instances the topics can and should cross into both areas and would be good to communicate jointly (Recreation Master Plan). Taking into consideration the desires of the Committee, RCP, and Corporate Services, a compromised starting step to action Option 2 would be to take 3-4 maximum RCP team members as dedicated communication leads and provide training on communications strategies, processes, and be provided tools for success in social media management. As social media needs grow and develop, Council may wish to consider the level of staff support allocated across the entire organization as well directly to Council by way of support to expand the staff within Corporate Services to facilitate a wider range of social media goals, programs, policies and overall support. Another item Council should consider in the future, as noted within the original staff report, is the need for increased robust Social Media Policies and Procedures for all areas of the organization. 2021 Municipal Communications Strategy In November of 2021 the Communications Strategy was adopted by Council (attached – Appendix A) solidifying the programs and initiatives being completed within Communications. The approved document highlights the work being undertaken in Communications and includes future recommendations to be considered. As a high- level overview, the following were included as goals and objectives: 1. Continue to develop an external communications program that enables two-way dialogue with stakeholders, and promotes the development of informed, engaged citizens. Page 436 of 550 CS 24-008 Organization Communications Review Page 4 of 8 1.1 Provide stakeholders with the ability to access information in a variety of formats, and choose the type and frequency of information they receive from the municipality. 1.2 Increase opportunities for meaningful public engagement. 1.3 Prioritize direct-to-stakeholder communication channels (i.e. social media). 1.4 Continue to develop the corporate website for maximum effectiveness and improved user experience. 1.5 Offer enhanced digital self-serve functionality including the ability for citizens to easily report issues and find information specific to their household (i.e. Citizen Portal). 1.6 Maintain positive media and community relations. 2. Strengthen internal communication processes to increase staff awareness of the Town’s strategic direction and corporate priorities. 2.1 Make sure all members of the organization have easy access to the information they need to succeed in their role and are equipped to provide a high level of customer service both internally and externally. 2.2 Ensure employees across the organization, including off-site employees, feel a strong connection to the organization. 2.3 Increase employee communication skills in an effort to enhance the Town’s communications capacity as a whole. DISCUSSION Strengths, Weaknesses, Opportunities and Threats (S.W.O.T) Analysis The following is a brief S.W.O.T Analysis of the overall communications supports within the organization: Strengths  Communication is identified as an important corporate value when serving the public, and working as a corporate team.  Staff have a passionate desire to provide communications to internal and external stakeholders – including finding ways to increase the communications provided.  The Town currently uses a variety of communication channels to communicate with citizens, stakeholders and community partners. This includes a deployed multi-media / multi-platform approach.  The Citizen Application (Report a Problem) provides a unique customer solution for multiple facets of Town programs and services. This application has been Page 437 of 550 CS 24-008 Organization Communications Review Page 5 of 8 recognized by communications strategists and recently was a topic of a municipal information exchange where over 125 participants attended. Weaknesses  The Town of Tillsonburg can no longer count upon local media outlets to be a willing and able partner in sharing municipal news with the community.  Decentralizing the use of and maintenance of social media platforms, like Facebook, mean less overall monitoring of communications channels and can, at times, negatively impact the overall strategy goals. Opportunities  Advances in technology make direct-to-the-public communication possible, however the municipality must consider the resources required to establish an effective ongoing presence in these spaces.  Centralized and enhanced communication staffing allows for a greater coordination across the organization. Supporting efforts to have one voice, one vision and one direction to the Communications strategy will yield greater results overall.  Staff have the basic tools and skillset to produce content in-house, but video is more time-consuming to produce than other social media content. The 2024 budget did include providing enhanced tools to the Communications branch to increase deployment of video content. Threats  Social media channels are constantly evolving and changing which require direct staff attention.  If departments add their own communications/marketing staff or add to existing staff’s duties that were not hired or trained for this purpose, a silo approach may be deployed which has, over-time, proven to not be as effective as investing in a group of professional communicators who can be deployed to departments on a project basis, and the rest of the time, can be delivering a consistent corporate communications.  Overlapping of initiatives and use of channels as decentralized communication tactics are increased. (i.e. 5 Facebook posts in one day – crossing varying topics). Position Recommendation – Communications Specialists Having only 1 FTE within the Corporate Communications area has shown to be under- resourced to the volume of desired work and initiatives the organization looks to deploy. Page 438 of 550 CS 24-008 Organization Communications Review Page 6 of 8 There is no capacity within the current role to absorb the orphaned work from RCP. At the direction of the CAO, when tasked with department succession plan reviews it was realized there was no plan for the Communications Officer. This new role would begin a succession plan foundation for Communications. There is a strong desire to increase communications support and strategy items. As outlined in the recent comments to Council (above) and within the 2021 Communications Strategy, additional resources are recommended in order to expand on strengths, tools, and tactics available to the organization as a whole. A new position is recommended that would play a pivotal role in elevating the online presence of Town of Tillsonburg. The individual, reporting to the Director, would have a primary focus to support the execution of communication strategies, with a strong emphasis on enhancing our web and social media platforms. The following outlines a staffing proposal to be included within the Corporate Services Department: Communication Specialists:  Collaborating closely with the Communications Officer and various departments, you will ensure seamless and effective communication with residents, stakeholders, and the public through digital channels.  Develop engaging content for digital channels including the municipal website and social media channels.  Monitor and curate content for the municipality's social media accounts, actively engaging with the community and promptly addressing inquiries.  Coordinate and contribute to the promotion of programs, events and engagement opportunities through online platforms.  Collaborate with internal departments to collect and disseminate information for online communication purposes.  Contribute to the regular maintenance and updating of the municipal website, ensuring accuracy and relevance of content.  Participate in the creation of multimedia content, such as videos and graphics, to enhance online communication efforts.  Stay abreast of current web and social media trends, applying insights to continually improve and innovate communication strategies.  Tracking metrics and reporting on the organization’s digital performance.  Provide additional supports to both Communications and Marketing as may be needed. CONSULTATION The following were consulted in the drafting of this report:  Finance Department Page 439 of 550 CS 24-008 Organization Communications Review Page 7 of 8  Human Resources Department  Communications Staff  Development Commissioner  Acting Director, Recreation, Culture and Parks FINANCIAL IMPACT/FUNDING SOURCE Finance, in coordination with a Human Resource review of a Communications Specialists position review, staff have provided the following information for the new position for 2024: Wages, Benefits, etc. $52,650 (Commence Mid-June – 6.5 months) Technology /Supplies $1,850 (one-time) TOTAL $54,500 As part of the 2024 budget, the funds from Recreation to the Economic Development budget for marketing/communications support in the amount of $32,880.00 (a portion of the Economic Development & Marketing Coordinator position wage) were absorbed in each areas respective budget. No funds were transferred to Corporate Communications. As a result, the new position needed is unfunded. In order to mitigate tax levy impact, staff are suggesting the following operational adjustments to realign the funding for this position in 2024: AREA AMOUNT NOTE Clerks – Part-Time Labour $12,000 Forego the hiring of a Communications Summer Student. RCP – Full-Time Labour, Business Services Supervisor $14,500 Adjusted start date to September 1 to assist in impact. Economic Development – Part- Time Labour $10,000 Reduced Part-Time support funding to assist in impact. 10% to Cemetery, 10% Museum $18,040 Allocation to Cemetery and Museum to pay for communication support still available in 2024 (not removed during budget process as part of EcDev/RCP realignment. Discovered when reviewing the impact. TOTAL $54,500 Position commencement mid June, plus supplies and technology costs. It is important to note that the Town has positioned new role start dates later in the year to reduce overall impact on the 2024 budget as well as accommodating hiring exercises. Full impact of staffing this position of $96,000 to be realized in the 2025 budget and beyond. Page 440 of 550 CS 24-008 Organization Communications Review Page 8 of 8 CORPORATE GOALS ☐ 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 – Develop a communications strategy to increase awareness of Council decisions and municipal programs, projects and services; Increase opportunities and promotion for public engagement in municipal initiatives; Continue to develop digital service delivery while maintaining counter and telephone channels. Priority Project – Immediate Term - Navigation improvements on municipal website; Mobile application for reporting and service requests. ATTACHMENTS Appendix A – 2021 Communications Strategy Page 441 of 550 Municipal Communication Strategy Prepared by: Colleen Pepper Communications Officer October 2021 Page 442 of 550 Goal 1: Continue to develop an external communications program that enables two-way dialogue with stakeholders, and promotes the development of informed, engaged citizens. Objective 1.1 Provide stakeholders with the ability to access information in a variety of formats, and choose the type and frequency of information they receive from the municipality. Actions a) Build public awareness of opt-in/subscription-based communication channels (website content, media releases, email distribution lists etc.) b) Offer virtual public engagement options in addition to traditional public information centres and open houses. c) Conduct a citizen satisfaction survey at least once per Council term d) Equip advisory committee members to assist with community outreach and information sharing Objective 1.2 Increase opportunities for meaningful public engagement. Actions a) Review and update the Public Engagement policy to ensure best practices and appropriate digital integration. b) Offer more soft public engagement opportunities (i.e. online polls; social media questions) c) Consider investing in engagement software (i.e. Bang the Table or similar) d) Add budget for third-party facilitators to ensure more objective public engagement on major projects or contentious issues. e) Leverage advisory committees to identify key issues and assist in pulse checking Page 443 of 550 Objective 1.3 Prioritize direct-to-stakeholder communication channels (i.e. social media). Actions a) Partner with local social agencies and other community partners to find creative ways to reach and engage marginalized populations (i.e. seniors, low-income residents and other non-Internet users). b) Develop a content strategy for each social media channel, and establish a process for evaluating performance and return on investment. c) Establish service standards for social media (monitoring hours and response times). d) Invest in a social media management tool (multiple licences) to facilitate coordinated content scheduling, cross- platform posting and enhanced analytics/reporting. e) Review funding/staffing allocated to Communications to reflect the growing importance of this function and the increasing demand for services (i.e. video, multiple social media channels) Objective 1.4 Continue to develop the corporate website for maximum effectiveness and improved user experience. Actions a) Evaluate the performance of the website on mobile devices and research costs for a “mobile-first” design refresh. b) Conduct focus group testing to determine where navigation improvements are required. c) Ensure ongoing site compliance with changing accessibility standards. Page 444 of 550 Objective 1.5 Offer enhanced digital self-serve functionality including the ability for citizens to easily report issues and find information specific to their household (i.e. Citizen Portal). Actions a) Determine required features and functionality, with options for future enhancement. Objective 1.6 Maintain positive media and community relations. Actions a) Issue media advisories and media releases to media outlets as appropriate. b) Distribute and share releases/information with community partners. c) Create a directory of key community and stakeholder groups. d) Reach out to program/facility users for feedback on services. e) Work with advisory committees/special interest groups to host public events where staff/Council can address municipal issues. Page 445 of 550 Goal 2: Strengthen internal communication processes to increase staff awareness of the Town’s strategic direction and corporate priorities. Objective 2.1 Make sure all members of the organization have easy access to the information they need to succeed in their role and are equipped to provide a high level of customer service both internally and externally. Actions a) Continue to develop the employee intranet as a go-to resource tool for staff, with an emphasis on corporate news and frequently required departmental information. b) Develop an Employee Intranet Policy that establishes roles and responsibilities for the management and maintenance of the intranet. c) Share information about corporate priorities, initiatives and projects through regular staff meetings. d) Ensure messaging for the public is shared with Customer Service Representatives and Senior Management prior to release. e) Educate staff on the Town’s records management process and corporate record keeping obligations. f) Regularly evaluate the effectiveness of internal communication efforts through staff feedback (i.e. surveys). Objective 2.2 Ensure employees across the organization, including off-site employees, feel a strong connection to the organization. Actions a) Ensure senior staff and/or supervisors have regular “face- to-face” communication with employees and provide opportunities for dialogue (i.e. use communication channels beyond email) b) Share departmental successes with all employees and use the intranet to highlight the roles of various departments and divisions. c) Structure staff events to be inclusive (i.e. ensure all staff have opportunity to attend/participate). Page 446 of 550 Objective 2.3 Increase employee communication skills in an effort to enhance the Town’s communications capacity as a whole. a) Provide training opportunities for staff to improve their communication skills based on their responsibilities. b) Ensure senior leaders and other corporate spokespeople (as identified in the Media Relations Policy) understand their responsibilities and receive relevant training in media relations, crisis communications etc. Page 447 of 550 The following pages provide additional context and background for the strategy, including an analysis of current practices. Appendix A: The Need for a Communication Strategy Appendix B: Channel Overview – Website (www.tillsonburg.ca) Appendix C: Channel Overview – Website Site Map Appendix D: Channel Overview – Newspaper Ad (“Tillsonburg Update”) Appendix E: Channel Overview – Facebook (“TillsonburgON”) Appendix F: Channel Overview – Twitter (“TillsonburgTown”) Appendix G: Channel Overview – LinkedIn Appendix H: Channel Overview – You Tube Appendix I: Channel Overview – Facebook (“AnnandaleNHS”) Appendix J: Channel Overview – Twitter (“AnnandaleNHS”) Appendix K: Council Communication Matrix Page 448 of 550 Appendix A: The Need for a Communications Strategy The Town of Tillsonburg adopted a new Community Strategic Plan on June 18, 2021. The Plan focuses on advancing Tillsonburg in five key areas: 1. Lifestyle and Amenities -- Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles 2. Customer Service, Communication and Engagement – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. 3. Business Attraction, Retention and Expansion -- 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. 4. Community Growth -- The Town of Tillsonburg will accommodate and support sustainable growth. 5. Connectivity and Transportation -- Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic directions to support Customer Service, Communication and Engagement include: • Developing a communications strategy to increase awareness of Council decisions and municipal programs, projects and services • Increasing and promoting opportunities for public engagement in municipal initiatives • Engaging community groups, including advisory committees and service organizations in shaping municipal initiatives. • Improving navigation on the Town’s website ‘Communication’ is also identified as an important corporate value when serving the public, and working as a corporate team. Transparency (i.e. being forthcoming with information and decisions) and accountability (i.e. demonstrating value for tax dollars and visible progress on municipal initiatives) are also identified as important corporate values. I. THE RELATIONSHIP BETWEEN MARKETING AND COMMUNICATIONS The Town of Tillsonburg approaches Marketing and Communications as two distinct yet related functions within the municipality. In many ways, the expectations created through marketing materials must be met through communications activity. The ultimate goal of a marketing and communications program in a municipality is to help individuals move from being a visitor to a community to being a committed, passionate investor. Page 449 of 550 This transition can be understood as having five phases: • Attraction • Experience • Conversion • Retention • Ambassadorship In general, a municipal communication strategy focuses on retention and ambassadorship—that is, substantiating the claims that were made in marketing materials by delivering effective and efficient municipal services, raising awareness of these services, and providing community members an opportunity to be meaningfully involved in shaping the municipality’s future. The following chart illustrates the relationship between Marketing and Communications. Marketing Communications Purpose The purpose of municipal marketing efforts is to create emotional and financial investment in Tillsonburg and develop corporate revenue streams. The purpose of municipal communications is to retain residential, commercial and industrial investment in the Town of Tillsonburg through effective service delivery. Success Indicators Tillsonburg is known across Ontario as a desirable municipality in which to live, work and play. Tillsonburg is experiencing population growth. Tillsonburg is attracting new investment. Town of Tillsonburg programs are financially sustainable. Stakeholders feel the Town’s brand positioning “Connected. Enriched. Inspired.” is validated om day-to-day interactions with the municipality. Stakeholders receive timely, accurate and clear communications from the municipality. Stakeholders can easily provide input and feedback to the municipality. Stakeholders can access information in a variety of formats. Stakeholders can choose the type and frequency of information they receive from the municipality. Stakeholders feel they are treated with respect, and Council/Staff are held accountable. Tillsonburg residents are willing and proud ambassadors for their community. Page 450 of 550 II. The evolution of municipal communications in Tillsonburg Prior to 2012, Town of Tillsonburg departments determined their own communication processes—making decisions on when, why and how to communicate with the public. The local newspaper was the tool of choice for getting the word out. Reporters traditionally attended every Council meeting and gave considerable editorial coverage to Council decisions after every meeting. Local radio stations also covered Council meetings and Town initiatives as part of their newsroom activities. In addition, the Town purchased newspaper and radio advertising spots to share municipal information. A weekly ‘town page’ was developed to keep residents informed on everything from tax due dates and holiday schedules, to job postings and bylaw changes. In addition, the Recreation department produced a seasonal Recreation Guide highlighting recreation programs and facilities. This publication was distributed as an insert in the community newspaper, and copies provided to all Town facilities. For several years, Town staff produced a Tillsonburg-focused television program. The community cable channel also ran free “community announcements” throughout the day that helped to inform subscribers about upcoming events and new Town programs. Council meetings were also recorded and broadcast to the public, with all equipment and staff provided by the cable company For issues affecting only a few citizens or a small subset of the community, the Town typically communicated via letter or public notice. The rise of Internet technology in the mid-1990s had a significant impact on the Town’s approach to communications. Like other municipalities, the Town began cautiously exploring digital communication channels, and eventually partnered with the County of Oxford to develop a municipal website. By 2011, the director of Development and Communications Services provided oversight of the Town’s website, assisted by staff in the Clerk’s department. However, given Tillsonburg’s significant senior population as well as the need to accommodate those without home computers, the Town continued to regularly buy space in the local newspaper. Each week an administrative assistant compiled information from all departments and sent the content to the newspaper for formatting into a full page ad. In 2012, a Marketing and Partnerships Officer (MPO) position was created to help elevate the Town’s public profile and bring more professionalism to municipal marketing and communication efforts. Reporting to the director Development and Communication Services, the MPO was responsible for strengthening relationships with community groups (including local builders, the BIA and Station Arts Centre) as well as providing municipal support to community events (i.e. Turtlefest). Additional responsibilities included handling the administration and graphic design of the Town’s weekly newspaper ad, producing the weekly television program on Rogers cable and other media and public relations activities (including media releases). In 2013, the MPO position was revised to have a new residential attraction focus and more corporate communications responsibilities (including the development of a Town Facebook and Page 451 of 550 Twitter account). Structurally, the position began reporting to the Development Commissioner under the new job title, Marketing and Communications Officer (MCO). In August 2015, the Town added a new Marketing Coordinator position, also reporting to the Development Commissioner. In 2016, the MCO played a key role in the development of a new Town brand, and led the implementation of the approved brand across the corporation (i.e. developing new templates and ensuring adherence to brand standards), assisted by the Marketing Coordinator. The MCO also played a pivotal role in the development of a new corporate website in 2016. The website, developed by eSolutions Group, remains in use today. Over the next few years, the MCO continued to assist departments with a variety of ad-hoc communications and marketing projects, in addition to completing economic development projects and initiatives. In 2020, an organizational realignment shifted the MCO role into a new Corporate Services department. The job description was revised to emphasize corporate communication activities benefiting the whole organization. Accordingly, the position was renamed “Communications Officer.” Some marketing activities previously done by the MCO were shifted to the Marketing Coordinator position, now known as the Economic Development and Marketing Coordinator. This structural change has made in-house communications expertise and advice more readily available to all municipal departments, and provides more definition to both marketing and communications functions within the organization. Over the past 10 years, the demand for municipal communications expertise has increased significantly. This is largely due to the challenges facing traditional media outlets, and a devaluing of professional journalism generally. The Town of Tillsonburg can no longer count upon local media outlets to be a willing and able partner in sharing municipal news with the community. The changing economics of the newspaper business and the consolidation of media in the hands of a few large national companies has decimated the newsroom. There is now only one reporter to cover all beats— and only one issue of the paper produced rather than three. Much of the newspaper now features national, rather than local, news. Even the “What’s Happening” feature—the newspaper’s long time community events calendar—has been eliminated, forcing citizens to look elsewhere for information about upcoming events and activities. The onus is now squarely on the municipality to communicate directly with its citizens and stakeholders. Advances in technology certainly make direct-to-the-public communication possible, however the municipality must consider the resources required to establish an effective ongoing presence in these spaces. The audience for each social media platform is unique. Older people prefer Facebook and Twitter, for example, while younger people gravitate to Instagram and TikTok. Using a social media management tool to post the same content to all social media channels simultaneously without regard for these distinctions may be efficient, but is not effective. The demographics of the channel should determine the type of content to post and when to post it for maximum exposure. Adding a further layer of complexity, each platform has its own algorithm that determines how content is served to users. Page 452 of 550 Further, the more hands involved in managing these channels, the more important it is to have consistent messaging, and clearly defined policies and procedures, including service level expectations and an agreed upon content strategy. The following table highlights some of the changes that have taken place in the municipal communications landscape over the last 10 years. In reviewing the scope of these changes, it is evident that the rules of engagement have changed. The world is a very different place than it was 10 years ago, and the Town of Tillsonburg must be prepared to allocate human and financial resources to replace what has been lost. Page 453 of 550 The Changing Communications Landscape – An Overview (2011-2021) Channel Then (2011) Now (2021) Impact Newspaper Newspaper sent reporter to every Council meeting and filed at least one story afterward Newspaper only attends a few meetings a year, typically on controversial topics Municipality needs to consider being its own reporter and journalism department Newspaper was published three times a week Newspaper is published once per week Timeliness of content can’t be guaranteed Newspaper’s editorial area was limited to Tillsonburg and the immediate surrounding area Newspaper covers Norfolk County and Tillsonburg Only a portion of the content in the local paper is of interest to Tillsonburg citizens Most homes received and read the newspaper at least 1-2 times a week Not all homes receive the newspaper. Citizens who receive the newspaper may not read it. Citizens get their news from Facebook and other channels Multiple reporters and a local office One news reporter to cover all beats; out-of-area reporter covers holidays Less frequent coverage and some Tillsonburg stories are written/printed from a Woodstock perspective Radio Three radio stations were locally owned and located in downtown Tillsonburg Stations are now owned by national media group. No staff physically located in Tillsonburg With the radio stations taking a more regional approach to news and adopting a more generic format, Tillsonburg residents who continue to listen to the radio are less likely to be loyal to the former local stations. The Town has lost the ability to “call in favours” with the Station for community information, facility updates etc. Format: Easy Listening (FM) Old/New Country format with multigenerational appeal Format: Adult contemporary music format and New Country format Town must buy advertising with multiple stations to reach the former listening audience. News reporter regularly covered Council meetings News reporter covers a few meetings a year at most Town of Tillsonburg must cover their own news and connect directly with citizens and stakeholders. Page 454 of 550 Local news was prominent on website Limited local news on website On-air hosts and news staff worked throughout most hours of the day Syndicated programming in evening hours; newsroom isn’t staffed after Loss of ability to share messaging with listeners after hours. Website Citizens used desktop computers to access websites In 2016, 89.6% of Canadians access the Internet. Mobile internet users surpassed desktop users in 2016 (worldwide) 33.7 million mobile internet users in Canada in August 2021 In 2021, 95.6 percent of the Canadian population access the internet. Tillsonburg.ca website was launched in 2016 – just as this transition in browsing hardware was occurring. # of mobile internet users in Canada is expected to grow to 38.5 million users by the end of 2026 (Statista.com) By 2026, 99.1 percent of Canadians are expected to access the Internet. Facebook 845 million users worldwide at end of 2011 2.7 billion users worldwide at end of 2020 41% of Canadians surveyed get their news from Facebook TillsonburgON Page didn’t exist (created June 4, 2012) TillsonburgON page: 5131 Page Likes 5802 Page Follows AnnandaleNHS Page didn’t exist (created 2013) AnnandaleNHS 974 Page Likes 1037 Page followers No citizen ‘media’ of any prominence in Tillsonburg Town posts are shared on a variety of different citizen-run discussion groups Groups ranked by # of members: • Talk Tillsonburg – 11,300 members Where can citizens “fact check” things they hear online? How to monitor comments on these pages? Page 455 of 550 • Not Talk Tillsonburg – 7,000 members • Everything Tillsonburg – 4,300 members • Tillsonburg Uncensored – 3,600 members Twitter Platform created in 2006 and by September 2011, had 100 million monthly active users *Town didn’t have an account until November 2011 26 Tweets in 2012 1050 Followers LinkedIn 70 million users worldwide in 2010 *Town didn’t have an account 740 million users worldwide Town currently has 510 followers Ec Dev and HR focused Instagram Platform created in 2010 Town Recreation didn’t have account until 2019 Recreation Dept: 557 followers in 2021 141 posts to date Cable TV 2016 – 75% of Canadian households had cable TV In 2021, 51.3% of Canadian households have cable TV, and only 48.9% of households are expected to subscribe to pay TV (cable) in 2022. Loss of local community programming opportunity. Need to develop videos that can be shared on social media instead. YouTube Town created account in 2015 Only began actively sharing content with any frequency in 2018 Town account has 62 followers 31 Council Meeting Videos have been shared (from late 2020 – 90 percent of respondents between the ages of 18 and 24 access YouTube, compared to 43 percent of responding Canadians aged 55 or above. Page 456 of 550 October 2021) with average of 37 total views per video Total of 9,181 lifetime views on posted content 95% of global population watches YouTube Nearly equal appeal to male and female users Page 457 of 550 III. Current communication practices The Town currently uses a variety of communication channels to communicate with citizens, stakeholders and community partners. In addition to traditional print media (newspaper, brochures, letters, posters etc.), the Town has developed numerous electronic communication channels to facilitate communication with the public. These include: • Email subscription options • Facebook Messenger • Facebook (2 accounts – Corporate and Museum) • Facebook Live • Twitter (2 accounts – Corporate and Museum) • Instagram • Linked In • YouTube • Website page subscriptions • Website news feed subscriptions • Discover Tillsonburg Magazine The Communications Officer is responsible for: • Design and messaging for weekly newspaper ad • Overseeing all website content and leading the web team • Overseeing all social media feeds • Developing graphics and messaging for the corporate website • Developing graphics, video and other content for Facebook and Twitter • Developing a content strategy for each social media channel to support corporate goals • Developing communications plans for major corporate initiatives (e.g. recreation software, COVID-19 protocols, • Monitoring analytics for all communications channels (especially website and social media) • Writing and distributing media releases • Advising senior leadership on media relations • Emergency Communications tasks as part of the Emergency Control Group • Monitoring social media comments on Town accounts • community-led Facebook groups • Responding to social media inquiries (assisted by other staff) • Researching, writing and designing Discover Tillsonburg Magazine (2 issues per year) • Overseeing consistent application of the Town’s brand standards • Staff communication channels (i.e. Intranet, posters, signage, event decor) • Speech writing • Photography Page 458 of 550 An overview of the major communication channels and how they are currently used within the corporation is provided in Appendices B through K (attached). Page 459 of 550 Appendix B: Website (www.tillsonburg.ca) Overview • Current website was launched in 2016 • Uses eSolutions i:Create content management system • Is maintained by a web team comprised of staff for each department • Web team is expected to ensure content is current and accurate • Communications Officer is site administrator and provides • Page updates are made by web team on ad-hoc basis (i.e. when new programs and staff are added) • Most pages are reviewed at least once per year; some parts of the website (i.e. business directory) pull in content from other sources/databases which may have a different maintenance schedule Purpose To offer accurate, comprehensive information about the Town’s municipal operations, and to facilitate communication with citizens and stakeholders on matters of public interest. Structure The current website is structured to display best on a computer monitor, but uses responsive design which allows the site to be accessed by mobile users (i.e. images resize automatically resize depending on screen size). Navigation on the site can be done using dropdown menus, or by entering a term in the home page search box. The most popular destinations on the website can be featured on the homepage with direct link buttons. At present, these buttons are Site Features 1. Home Page Image Gallery - Has room for 5 rotating images at one time - Used to draw attention to the most important news in the municipality by urging visitors to click to learn more 2. Search Field - Located underneath the Home Page gallery - Allows user to type in any search term and search site for content without having to navigate menus Page 460 of 550 3. News ticker - Delivers most recent/relevant headlines from news module as determined by the administrator 4. News & Public Notices section - Area is used for items that are time sensitive or to create awareness of operational changes (i.e. service interruptions) - Content can be added to different news feeds - Council Updates - Economic Development - Family Events and Activities - Media Releases - Public Notices - Real Estate Opportunities - Recreation Alerts (program cancellation, facility/service interruptions) - Road Advisories - Tillsonburg Update Ad - Utility Disruptions - Emergency Alerts Citizens can subscribe to any or all news feeds above. By entering their email address on the site, citizens can automatically be notified when new content is posted in that category. 5. Top Quicklink Navigation - This section of the website offers prominent text hyperlinks to: • A - Z Services (alphabetical listing of frequently requested info by keyword) • Contact Us (listing of departments and key staff) • Shopping Cart (link to • Town Meetings (Town calendar offering access to upcoming Council and Committee meetings) • Feedback Form ( • Social Media (links to Town’s social media channels) 6. Featured links buttons - This section offers button-style hyperlinks to popular website content o News and Public Notices o Events Calendar (community events calendar that allows any member of the public to upload information about special events and programs happening in Tillsonburg; feature is not well utilized at this time) o Recreation and Culture – link to Recreation and Culture landing page o Garbage and Recycling information Page 461 of 550 7. Navigation Bar Menu navigation is broken out into three sections: Live and Play; Do Business; Town Hall. A dropdown menu shows pages in that section. 8. I’d Like To… - This button allows users to navigate the site by selecting commonly requested business needs including: • Contact Animal Control • Contact Council • Contact Tillsonburg Hydro • Purchase Bag Tags • Register for Programs • Report a Problem • Search the Business Directory • View the Recreation Guide • View Agendas • View Bids and Tenders • View Attractions • View Careers • View Community Events Calendar • View Recreation and Program Calendar • View Transfer Station Hours • View Tax Rates 9. Landing Pages There are three microsites within the website • Lake Lisgar Waterpark • Annandale NHS • Economic Development (Tillsonburg.ca/invest) Content in these areas is accessed from a different homepage that provides subject specific rotating banner images, related quick links and featured item space. 10. Friendly URLs The site offers the ability to assign a friendly URL to any webpage for easier communication and reference with citizens. Examples include www.tillsonburg.ca/leaves, www.tillsonburg.ca/covid19 etc. Page 462 of 550 11. Page Subscriptions - Every interior page of the website offers users the ability to 12. Contact Us module - All pages display a contact module at the bottom of the page - This module can be configured to display a different contact depending on the page’s content (i.e. Business-focused pages can be configured to show Ec. Development Commissioner’s contact info) - The default setting is to display the Customer Service Centre information (email, phone, address) 13. Text size selector - The website allows views to change the size of text on the site 14. Interior Pages - used for reference information that has a long shelf-life - users can choose to subscribe to a page so that they receive email notification when a page is updated with new information 15. Emergency Alert Banner - used for highest priority information where all visitors to the website should be advised of a late-breaking development - three colour options – blue, green and red - notice floats on top of homepage upon first visit after posting For Future Consideration Conduct testing on the current corporate website to see how will it performs on mobile phones and tablets • Note problem areas and determine whether they can be remediated • Evaluate the effectiveness of the website based on Top 25 user needs with potential focus group observation • Survey the public regarding the effectiveness of the website • Monitor analytics regarding devices Evaluate the effectiveness of the current website based on 10-15 most common search needs • Focus group testing to improve navigation to these areas • Survey on website effectiveness • Consider developing an educational campaign to help people find the info the need – video or imagery showing how to use the search box on the main page • Research process and costs involved in moving to a “Mobile first” website Page 463 of 550 Appendix C: Website Sitemap (www.Tillsonburg.ca) Live & Play Section • Airport o About Us § Hangars| § History § Services § Fuel § Flight School § Maintenance § Terminal o Contact Us o Invest § Opportunities § Strategic Plan o Visit § Events Calendar § Aircraft § Area Attractions § Flights § Pilot Information § Restaurant • Annandale National Historic Site o About Us § House § Museum § Tillson Family o Contact Us o Donate o Genealogy o Get Involved § Historical Society § Volunteer o Programs o Shop o Visit § Admission § Directions § Events Calendar § Hours of Operation § Facility Rentals o From the Collection • Building Services, Property Standards and Renovations o Applications and Permits o Doing It Right Guides § Decks § Fences § Garages § Pools Page 464 of 550 § Sheds • Cemetery o Genealogy and Records o Maintenance & Lot Decorations o Memorial Benches and Trees o Niches and Plots o Pioneer Cemetery • Community Calendar • Community Centre • Connect Me • Dog Park • Emergency Services o Ambulance o Emergency Management o Fire o Hospitals and Healthcare o Police • Garbage and Recycling o Curbside Collection § Bag Tag Vendors § Collection Calendar o Household Hazardous Waste o Illegal Dumping o Leaf Collection o Transfer Station • Lake Lisgar Waterpark o Contact Us o Getting Here § Area Attractions § Directions o News o Plan Your Visit § Amenities § Events Calendar § Health and Safety § Hours of Operation § Prices § Weather Conditions o Swim Standards o Weather Conditions • Making Tillsonburg Your Home • Maps • Photo Gallery • Places of Worship • Recreation and Programs Calendar • Recreation and Culture o Activities and Sports o Arts and Culture § Area Attractions § Annandale National Historic Site § Otter Valley Playhouse § Station Arts Centre Page 465 of 550 § Events Calendar o Clubs and Organizations o Community Centre § Arenas § Courts § Facility Rentals § Health and Fitness § Pools § Seniors § Skatepark o Parks, Fields and Trails § Ball Diamonds § Dog Park § Skatepark § Soccer Park § Trails § What's New! o Leisure Guide o Library o Programs § Adult Recreation Programs § Community Sports § Leisure Guide § Online Registration § Recreation Schedule § Youth o Recreation and Programs Calendar o R Zone • Roads and Sidewalks o Construction Projects o Maintenance Issues o Road Information and Alerts o Snow and Ice Control o Tree Trimming § Tree Trimming FAQ • Schools o London District Catholic School Board o Thames Valley District School Board • Seniors Centre • Social Services o Community Garden o Financial Assistance § F.A.R.E. Financial Assistance Program § Jumpstart § Oxford County Recreation Assistance o Non-Profit Housing • Special Events • TGO Transit • Utilities o Hydro o Water and Wastewater Page 466 of 550 • Visiting Us o About Us o Business Directory o Community Events Calendar o Getting Here o Shop Local o Transportation o Where to Eat and Stay o Visitor Information Centres • Water and Wastewater • Why Tillsonburg o Airport o Major Employers o Quality Lifestyle o Schools o Shop Local o Transportation Do Business Section Airport Available Lands and Buildings Bids and Tenders • Bid Opportunities BizPaL Business Associations Business Directory Business Licences and Permits • Building Permit • Business Licence • Sign Permits Community Profile • Communications and Media • International Languages and Resources • Labour Force by Education • Labour Force • Local Government • Major Employers • Population by Age and Projection • Quality Lifestyle • Quick Facts • Research and Development • Tax Charts/Compare Rates • Tax Rates • Transportation • Utilities • Wage Rates • Testimonials Page 467 of 550 COVID-19 Business Support • Business Improvement Areas (BIA) • Bylaws • Chamber of Commerce • Small Business Support Host Special Events Applications, Licences and Permits Incentives • Federal • Provincial • Small Business Support • Town o Community Improvement Plan o Facade Improvement Plan Jobs • Employment Services and Resources o Livingston Centre o Work in Oxford • Municipal Jobs • Volunteer Opportunities Maps Our Partners Planning and Development • Building Services • Community Strategic Plan • Development Charges • Economic Development Strategy • Engineering Design Criteria • Official Plan • Oxford County Planning • Site Plan Approval • Zoning Starting a New Business • Available Lands and Buildings • Business Licences and Permits • Register Your Business • Small Business Support Taxes • Dates And Deadlines • Property Assessment (MPAC) • Payment Options • Tax Certificates Town Hall Section • A-Z Services • Accessibility Page 468 of 550 o Accessibility Advisory Committee • Agendas and Minutes • Animal Services o Animal By-laws o Lost and Found Pets o Pet Licences o Wildlife • Applications, Licences and Permits • Boards and Committees o Accessibility Advisory Committee o BIA Board of Management o Cultural, Heritage and Special Awards Advisory Committee o Economic Development Advisory Committee o Memorial Park Revitalization Advisory Committee o Museum Advisory Committee o Parks, Beautification and Cemeteries Committee o Police Services Board o Recreation and Sports Advisory Committee o Tillsonburg Airport Advisory Committee o Tillsonburg Dog Park Advisory Committee o Tillsonburg Transit Advisory Committee • By-laws & Policies o By-law Enforcement • Contact Us o Feedback o Report a Problem • Corporate Plans o Asset Management Plan o Community Improvement Plan o Official Plan o Recreation Strategic Plan o Community Strategic Plan o Space Needs Study o Corporate Energy § LED Streetlight Project • Coronavirus (COVID-19) Information o COVID-19 - Mayor's Bulletin • Departments o Development and Communications Services § Economic Development Office § Building and Bylaw Services o Finance o Fire o Human Resources o Recreation, Culture and Parks o Tillsonburg Hydro Inc. § Energy Reporting o Office of the Clerk Page 469 of 550 o Operations Services § Engineering § Public Works § Water and Wastewater § Fleet Services • Elections • Financial Information o Budget & Financial Information o Tax Rates o Trust Funds • Freedom of Information • Integrity Commissioner and Meeting Investigator • Jobs o Employment Services and Resources § Livingston Centre § Work in Oxford o Volunteer Opportunities • Mayor and Council o Agendas and Minutes o Code of Conduct o Council Connection o Disclosures of Pecuniary Interest o Town Meetings o Speak at a Council Meeting o Watch Meetings Live • News and Public Notices o Subscribe o Alerts § Recreation Alerts § Road Advisories § Utility Disruptions o Council Highlights o Economic Development o Family Events and Activities o Media Releases o Public Notices o Real Estate Opportunities o Tillsonburg Update • Privacy • Taxes o Due Dates o e-Connection o Payment Options o Property Assessment (MPAC) o Tax Certificates o Tax Rates o Tax Rebate • Terms and Conditions & Refund Policy Page 470 of 550 • Volunteer o Volunteer Achievement Awards o Youth Leadership Grant o Citizen of the Year • Who Doe Page 471 of 550 Appendix D: Newspaper Ad (“Community Update”) Purpose To provide regular, clear information and updates to those who do not have Internet access or otherwise prefer traditional print communications. Structure and Frequency The Town buys a full page ad in every edition of the Norfolk and Tillsonburg News, with space shared by all departments. Departments share information with the Communications Officer, who formats the material with a consistent voice and ensures a brand-compliant presentation. The ad design is sent to the newspaper no later than Tuesday at 3:00 p.m., and copies are delivered to homes and businesses on Thursday. The Norfolk and Tillsonburg News reaches 8500 households in Tillsonburg, as well as homes in neighbouring communities. The total circulation region includes Southwest Oxford (south of Mount Elgin), Bayham Township (Eden to Port Burwell), and the western edge of Norfolk County, including Courtland. Ad Features • A consistent layout and the use of white space and icons, helps enable residents to scan the page quickly • Recurring content sections include Notices, Active Living Opportunities, Culture Corner and In Focus—a feature section typically used to highlight public safety information and other timely/relevant topics. A Mayor’s Message is typically included for seasonal messaging. • The Town’s print purchase includes a homepage takeover on the Norfolk and Tillsonburg News website intended to drive traffic to the Town’s website. • Every issue provides contact information and hours for the Customer Service Centre. Content Focus • Current job postings within the municipality • Seasonal program information (e.g. leaf collection, water main flushing, holiday skates) • Recreational program information for all ages • Cultural programing notices (e.g. exhibits, events, children’s programs) • Opportunities for public engagement • Information regarding and public works projects • Bylaw information, including reminders about parking, safe building practices and pet licensing • Facility information (i.e. hours of operation, entry procedures) • Council information including yearly meeting calendar, and budget sessions • Tax due date information Page 472 of 550 • Volunteer opportunities • Community event information as appropriate (e.g. Seniors Centre Wellness event, Turtlefest) • Call for applications and nominations (e.g. Committee vacancies, awards) • Call for grant requests from community groups • Utility information (e.g. planned hydro outages) • Bid opportunities • Public safety messaging (i.e Fire, OPP/Police Services Board) • Full page budget summary once a year Discussion The consolidated Community Update ad was created more than 10 years ago to make it easier for citizens and stakeholders to consistently find Town information within the newspaper. Prior to consolidation, job ads were placed in the classified section, while public notices and operational announcements could appear anywhere within the newspaper. Ads were often placed by individual departments and design services were provided by the newspaper. As a result, there was no unified voice, look or approach to communications. Margins and spacing varied. Because the Town effectively purchases ad space in bulk (52 weeks a year), the newspaper offers a discount on its typical rate. At this time, it costs $1050 per week to run the ad. The Town has been advised that there would not be a cost savings if the Town were to reduce the number of issues, as the bulk purchase discount would be lost. The final ad file is emailed to Senior Leadership Team and CSRs for reference, and posted on the staff intranet for reference purposes. It is also posted on the News and Public Notices page – where it appears in the news feed “Tillsonburg Update”. It will appear in the News Ticker on the home page if “featured” is selected. Future Considerations Determine how many ad-hoc quarter page ads could be ordered before the cost exceeded the annual buy. Reducing the Town’s annual ad buy ($54,600) could have a significant impact on the newspaper’s local operations. Evaluate necessity of print ads given that 88% of Canadians over the age 65+ use the internet daily (Environics Research – July 2020) Page 473 of 550 Appendix E: Facebook (www.facebook.com/TillsonburgON) Purpose To inform the public about municipal and community matters, with a particular emphasis on marketing Town of Tillsonburg programs and services. The account creates interest in municipal affairs and enables users to share information within their personal networks, and dialogue Structure and Frequency Staff make 10-14 posts per week. The Communications Officer oversees administration of the page. Staff from the economic development and recreation, culture and parks departments assist in scheduling content for the page. Features • Pictures and graphics create visual interest • Captions add detail, including hyperlinks to related content or reference materials on the Town’s website • Ability for users to interact directly with staff Content Focus • Current job postings within the municipality and recruitment • Seasonal program information (e.g. leaf collection, water main flushing) • Recreational program information for all ages • Cultural programing notices (e.g. exhibits, events, children’s programs) • Opportunities for public engagement (surveys, open houses etc.) • Information regarding and public works projects • Bylaw information, including reminders about parking, safe building practices and pet licensing • Facility information (i.e. hours of operation, entry procedures) • Council information including yearly meeting calendar, and budget sessions • Tax due date information • Volunteer opportunities • Community event information as appropriate (e.g. Seniors Centre Wellness event, Turtlefest) • Call for applications and nominations (e.g. Committee vacancies, awards) • Call for grant requests from community groups • Utility information (e.g. planned hydro outages) • Bid opportunities • Public safety messaging (i.e Fire, OPP/Police Services Board) Page 474 of 550 Discussion Facebook is an effective way to share information that users might not otherwise seek out. Many Facebook users check their accounts multiple times a day. They don’t have a particular purpose for scrolling beyond seeing if anything is new and catches their attention. Unlike a newspaper, the newsfeed on Facebook is tailored to the user’s personal interests and past patterns of engagement. The platform gradually ‘learns’ more about users and prioritizes content accordingly. Having one main corporate page ensures that users only have to ‘like’ or follow one page to get municipal information. Staff have begun developing graphic design templates for certain types of information. Future Considerations Investing in a social media management tool such as Sprout Social with multiple user licences will provide the Town with robust analytics across all social media platforms. Staff can monitor social media performance over a specified time period, including the number of posts, increase in followers, and changes in engagements and link clinks. Other benefits include: • Efficiencies when posting content (i.e. post to more than one social media account at one time) • Data-driven content scheduling (i.e. timing posts for maximum exposure on each channel) and automatically filling content voids with evergreen content • Coordinated content planning between departments and across social media channels • Hassle-free tracking of results, including metrics specifically mentioned in the Community Strategic Plan (i.e. engagement rate across all social media channels) • Ability to evaluate the performance of posts by content tag and social media profile (e.g. how do Recreation posts perform on Facebook compared to Instagram) • Ability to set targets for optimum content mix by percentage (e.g. What percentage of the feed should be Council news?) • Easily track the actual content mix for each social media profile with content tags (i.e. how much recreation messaging did we do? How much information did we share from our community partners?) Page 475 of 550 Total # of Facebook Posts per year - TillsonburgON 700 600 500 400 300 200 100 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Page 476 of 550 Appendix F: Twitter (@TillsonburgTown) Purpose To inform the public about emergent and time-sensitive issues. Structure and Frequency The Town has had a Twitter account since 2012 It was used infrequently prior to COVID-19. Posts were typically text-based and drove traffic to the Town’s website for full details given the platform’s character limit. The account is maintained by the Communications Officer. Features •Appeals to both males and females (nearly even split) •A source of information for news outlets •The go-to social media channel for issues in progress Content Focus •Service interruptions including program cancellations •Changes to facility hours and entry procedures •Facility information (i.e. hours of operation, entry procedures) •Council decisions •Public safety messaging (i.e Fire, OPP/Police Services Board) Discussion Twitter has not caught on in the Tillsonburg area the way it has in other regions. Nevertheless, followers of the Town’s account include journalists, politicians, business leaders, community groups etc. Future Considerations Investing in a social media management tool such as Sprout Social with multiple user licences will provide the Town with robust analytics across all social media platforms. Staff can monitor social media performance over a specified time period, including the number of posts, increase in followers, and changes in engagements and link clinks. Other benefits include: Page 477 of 550 •Efficiencies when posting content (i.e. post to more than one social media account at one time) •Data-driven content scheduling (i.e. timing posts for maximum exposure on each channel) and automatically filling content voids with evergreen content •Coordinated content planning between departments and across social media channels •Hassle-free tracking of results, including metrics specifically mentioned in the Community Strategic Plan (i.e. engagement rate across all social media channels) •Ability to evaluate the performance of posts by content tag and social media profile (e.g. how do Recreation posts perform on Facebook compared to Instagram) •Ability to set targets for optimum content mix by percentage (e.g. What percentage of the feed should be Council news?) •Easily track the actual content mix for each social media profile with content tags (i.e. how much recreation messaging did we do? How much information did we share from our community partners?) Increase the amount of content shared on Twitter to communicate with more males in the area. Page 478 of 550 Appendix G: LinkedIn Purpose To share economic development, information, initiatives and opportunities with the public. To augment the Town’s recruitment efforts by sharing Town job postings. Structure and Frequency The channel was initially developed by HR staff to aid recruitment efforts. In 2020, Economic Development staff also began using the channel to communicate information related to economic development, and market development opportunities (i.e. available land). Communication staff provide high-level oversight of the channel as part of the Town’s social media portfolio. Staff typically make one post a week (49 posts between October 15, 2020 and October 15, 2021). Slightly less than 25% of the posts are HR-related. Features •Posts provide a personal, credible and low-cost means to communicate information in a professional forum •Users can follow the Town’s page to receive municipal updates (512 followers in 2021). •Users can comment, react to or share posts with others on the platform. •Town staff can share information and posts regarding regional, provincial or federal programs •Town staff can follow local business happening and company news, and share news as appropriate fostering goodwill and a sense of community •Town staff can ask questions to local businesses and promote opportunities for engagement Content Focus •Job postings and career opportunities •Available land opportunities •Reasons to invest in Tillsonburg •Current Economic Development initiatives (programs, grants) •Information from regional, provincial and federal agencies and partners •Sharing information and posts from local business organizations •Celebrating good news from the Tillsonburg business community •Posing questions to area businesses and promoting public engagement Page 479 of 550 Discussion LinkedIn has a specific niche audience. Unlike other social media channels where the content and topics are varied, LinkedIn appeals to businesses and up-and-coming professionals. The platform provides an opportunity to raise Tillsonburg’s profile and build its reputation as a progressive place to work and invest. In terms of popularity, 27.1% of all Internet users in Canada use LinkedIn each month. By comparison, 77% of Canadian Facebook users log into Facebook daily. As of July 2021, 16.1 percent of LinkedIn users in Canada were between 18 and 24 years old; 57.3 percent of platform users were aged between 25 and 34 years. The Town’s use of LinkedIn was minimal prior to 2020. With the addition of Economic Development content, there is more activity on the page and the number of followers has risen from 216 (2020) to 512 followers (2021). LinkedIn offers helpful analytics including the ability to see follower’s location, job function, seniority, industry and company size. These metrics are especially helpful for marketing purposes and evaluating the reach of particular business focused campaigns. Future Considerations The Town’s LinkedIn account has continued growth potential. The current business-oriented content strategy employed by Economic Development staff has been effective in growing the number of followers and distinguishing the content on the platform from other Town channels. The adoption of a social media management tool (i.e. Sprout Social) will enable other types of Town information to be shared more easily, and content can be tagged by subject/ type to develop an optimum content mix. Other steps the Town could take to improve the channel include: • Continuing to identify and use relevant hashtags to attract followers and expand reach • Developing campaigns (paid) to expand the reach of particular content • Monitoring the LinkedIn performance of similarly sized municipalities and establishing growth targets • Developing more video content • Encouraging staff to have profiles and share content (i.e. employee engagement) Page 480 of 550 Appendix H: YouTube Purpose To share video content related to Tillsonburg and support the various stages of the visitor to resident continuum (i.e. attracting people to visit, encouraging them to make a financial and emotional investment, and helping them become ambassadors for the Town). Structure and Frequency The channel was created in 2015 and was primarily used for residential marketing. A Discover Tillsonburg video (posted in 2015), produced in conjunction with Tourism Oxford, has been viewed more than 6,000 times (77.9 hours). With the spread of COVID-19, the channel has been used primarily to stream Council meetings. Features • Town staff can create playlists with different types of content (i.e. Council Meetings, Tourism Information, Business Information) • Town staff can easily share content from regional partners (i.e. Tourism Oxford) Content Focus • Council meetings and decisions • Reasons to visit and invest in Tillsonburg • Celebrating good news from the Tillsonburg business community Discussion Tillsonburg has a presence on YouTube (65 videos published) but there is currently no corporate strategy or resources devoted to developing the channel further. However, despite this ad hoc approach, the channel has created interest in Tillsonburg, with 9,586 lifetime views, and an average click through rate of 6.5%. Page 481 of 550 The channel has more male viewers than female (lifetime), however females tend to watch longer. Future Considerations Staff have the basic tools and skillset to produce content in-house, but video is more time- consuming to produce than other social media content. If the Town wants to develop the channel beyond Council meetings, additional dollars will likely be required to support this objective. In the immediate future, the creation of new Community Profile videos by the Economic Development department (currently in production with a contractor) will be welcome additions to the channel and highlight the Town as a community of choice for visitors, residents and businesses alike. Page 482 of 550 Appendix I: Facebook (www.facebook.com/AnnandaleNHS) Purpose To educate the public about Tillsonburg’s history, highlight items in the museum’s collection and promote museum programs and events. The page also enables users to dialogue with museum staff, and share information within their personal networks. Structure and Frequency Staff make 10-14 posts per week. Museum staff develop and schedule content for the page. The Communications Officer monitors the account. 974 people like the page and 1,037 people follow the page. Features • Pictures and graphics create visual interest • Captions add detail, including hyperlinks to related content or reference materials on the Town’s website • Ability for users to interact directly with staff Content Focus • Upcoming exhibits • Seasonal program information (e.g. Christmas at Annandale) • Programs for children and youth including camps and classes • Promote community events hosted at the Museum (i.e. Turtlfest) • How to donate items to the museum • Calls for volunteers • Historical society content • Facility information (i.e. hours of operation, entry procedures) • Council information including yearly meeting calendar, and budget sessions • Tourism information • Content from other museums in the region Discussion Facebook is an effective way to share information that users might not otherwise seek out. Many Facebook users check their accounts multiple times a day. They don’t have a particular purpose for scrolling beyond seeing if anything is new and catches their attention. Unlike a newspaper, the newsfeed on Facebook is tailored to the user’s personal interests and past Page 483 of 550 patterns of engagement. The platform gradually ‘learns’ more about users and prioritizes content accordingly. During COVID-19, Facebook became the museum’s primary way of educating the public about Tillsonburg’s history and cultural artifacts. Future Considerations Investing in a social media management tool such as Sprout Social with multiple user licences will provide the Town with robust analytics across all social media platforms. Staff can monitor social media performance over a specified time period, including the number of posts, increase in followers, and changes in engagements and link clinks. Other benefits include: • Efficiencies when posting content (i.e. post to more than one social media account at one time) • Data-driven content scheduling (i.e. timing posts for maximum exposure on each channel) and automatically filling content voids with evergreen content • Coordinated content planning between departments and across social media channels • Hassle-free tracking of results, including metrics specifically mentioned in the Community Strategic Plan (i.e. engagement rate across all social media channels) • Ability to evaluate the performance of posts by content tag and social media profile (e.g. how do Recreation posts perform on Facebook compared to Instagram) • Ability to set targets for optimum content mix by percentage (e.g. What percentage of the feed should be Council news?) • Easily track the actual content mix for each social media profile with content tags (i.e. how much recreation messaging did we do? How much information did we share from our community partners?) Total # of Facebook Posts per year - AnnnandaleNHS 700 600 500 400 300 200 100 0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Page 484 of 550 Appendix J: Twitter (@Annandale_NHS) Purpose To educate the public about Tillsonburg’s history, highlight items in the museum’s collection and promote museum programs and events. The page also enables users to dialogue with museum staff, and share information within their personal networks. Structure and Frequency Annandale NHS has had a Twitter account since 2015. Content is cross-posted to Annandale NHS Facebook page. Features • Appeals to both males and females (nearly even split) • A source of information for news outlets Content Focus • Upcoming exhibits • Seasonal program information (e.g. Christmas at Annandale) • Programs for children and youth including camps and classes • Promote community events hosted at the Museum (i.e. Turtlfest) • How to donate items to the museum • Calls for volunteers • Historical society content • Facility information (i.e. hours of operation, entry procedures) • Council information including yearly meeting calendar, and budget sessions • Tourism information • Content from other museums in the region Discussion Twitter has not caught on in the Tillsonburg area the way it has in other regions. There are presently only 268 followers. Future Considerations Investing in a social media management tool such as Sprout Social with multiple user licences will provide the Town with robust analytics across all social media platforms. Staff can monitor Page 485 of 550 social media performance over a specified time period, including the number of posts, increase in followers, and changes in engagements and link clinks. Other benefits include: • Efficiencies when posting content (i.e. post to more than one social media account at one time) • Data-driven content scheduling (i.e. timing posts for maximum exposure on each channel) and automatically filling content voids with evergreen content • Coordinated content planning between departments and across social media channels • Hassle-free tracking of results, including metrics specifically mentioned in the Community Strategic Plan (i.e. engagement rate across all social media channels) • Ability to evaluate the performance of posts by content tag and social media profile (e.g. how do Recreation posts perform on Facebook compared to Instagram) • Ability to set targets for optimum content mix by percentage (e.g. What percentage of the feed should be Council news?) • Easily track the actual content mix for each social media profile with content tags (i.e. how much recreation messaging did we do? How much information did we share from our community partners?) Increase the amount of content shared on Twitter to communicate with more males in the area. https://twitter.com/Annandale_NHS Page 486 of 550 Topic In PersonNewspaper AdWebsiteWebsite - LocationFacebookTwitterInstagramYouTubeIntranet (Staff)Ec Dev EmailCommittee(s)Community PartnersMedia ReleaseBudget - Draft and Approved Business Plans yes https://www.tillsonburg.ca/en/town- hall/Budget-and-Financial- Information.aspx Budget Meeting Schedule yes yes yes News & Public Notices; https://www.tillsonburg.ca/en/town- hall/Budget-and-Financial- Information.aspx yes yes yes yes yes Budget Summary yes yes Community Strategic Plan yes yes https://www.tillsonburg.ca/en/town- hall/Budget-and-Financial- Information.aspx yes yes yes yes Community Strategic Plan is Adopted yes yes News & Public Notices yes yes yes yes yes yes yes Council Agenda yes yes Town Meetings Calendar Council Bios (incl. photos)yes Council Code of Conduct yes Council Connection - Highlight an item on the agenda at the next meeting yes yes Council Connection - Highlight from past meeting yes yes Council Contact Information (phone, email) yes yes Council decision on item of significant interest to public (examples include capital project funding, grants received, service level changes) yes yes News & Public Notices yes yes yes - if it relates to Recreation Council Decisions re: Ec Dev yes Council Highlights yes News and Public Notices yes Council Meeting - Schedule Changes yes yes Town Meetings Calendar; Emergency Alert Box Council Meeting Minutes yes Town Meetings Calendar Council Meeting Schedule yes yes Posted Council Meeting Video yes Town Meetings Calendar yes Council News - Subscription yes https://www.tillsonburg.ca/subscribe Disclosures of Pecuniary Interest yes Election information yes yes yes https://www.tillsonburg.ca/en/town- hall/Elections.aspx yes yes yes How to speak at a Council meeting yes https://www.tillsonburg.ca/en/town- hall/Speak-at-a-Council-Meeting.aspx Mayor's Updates yes yes yes - video Public Engagement - Open Surveys yes yes yes News & Public Notices yes yes yes yes yes Public Engagement - Survey Thank You Message yes yes yes Public Engagement - Upcoming Open House Details yes yes News & Public Notices yes yes yes Watch Council Meetings Live yes https://www.tillsonburg.ca/en/town- hall/Watch_Meetings_Live.aspx Page 487 of 550 Page 1 of 6 Subject: Surplus Land Declaration – Municipal Lands East of Langrell Avenue Report Number: EDM 24-002 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, January 8, 2024 RECOMMENDATION A. THAT report titled EDM 24-002 Surplus Land Declaration – Municipal Lands East of Langrell Avenue be received; and, B. THAT the municipally owned lands located East of Langrell Avenue, North of the Town owned Storm Water Management facility, and described as part of Part 55 on Plan 41R-7299, be declared surplus to the needs of the Town of Tillsonburg in accordance with Bylaw 2021-031 (land disposition) including suitable notification to the public; and, C. That the Development Commissioner be authorized to negotiate an Agreement of Purchase and Sale with the adjacent property owner(s) subject to being brought back to Council for approval. BACKGROUND The Town of Tillsonburg has been contacted by a property owner who is interested in acquiring a portion of the Town owned Lands to the East of Langrell Avenue and adjacent to their property. In reviewing this request, it has been determined that these lands are not required for municipal purposes, and hence, can be considered for surplusing and potential sale. The purpose of this report is to seek Council direction with respect to declaring these lands as surplus to the Town’s needs and proceed with soliciting interest the adjacent property owners. Page 488 of 550 EDM 24-002 – Surplus Land Declaration – Municipal Lands East of Langrell Avenue Page 2 of 6 DISCUSSION The subject property is part of the Langrell Avenue subdivision and are approximately 10 metres (33 feet) wide and 16 metres (53 feet) to 28 metres (92 feet) long, more or less, and contain approximately 5,100 square feet of land between the two parts (see Figure 1). Figure 1 – Subject Property Staff report RCP 20-24 Establishing Pedestrian Connections to Broadway was brought forward to Council on May 25, 2020 and details the history of this property (see attached) including the fact that preliminary park development plans prepared by the subdivision developer were abandoned many years ago. With the proposed redevelopment of the 671 Broadway property for Fresh Auto (at that time), Recreation, Culture and Park staff were able to obtain a two metre wide easement to formally Page 489 of 550 EDM 24-002 – Surplus Land Declaration – Municipal Lands East of Langrell Avenue Page 3 of 6 establish a pedestrian walkway connection from Langrell Avenue through the Town’s property to Broadway by an easement on the 671 Broadway property. The goal at that time was to establish a Tier 1 active transportation link through this property (see attached Proposed Pedestrian Connection map). With the change in plans for the 671 Broadway property and subsequent sale to the current property owner, the proposed pedestrian walkway has been maintained and the Town’s objective achieved. CONSULTATION Department Comment Response/Reason Building and Bylaw No comments received Clerks No comments received Engineering Does the County have an agreement for the access road to Langrell/Fairview and pump station? The area just north of the pump station is graded for the major overland flow See response to these comments in the Planning section below Fire Department No comments received Planning Not aware of any formal agreements that led to the establishment of the pumping station, but I think the pumping station/ water treatment facility was constructed in 2004-2005. The subdivision agreement just refers to the lands and parkland. I think the existing overland flows would have to be accommodated and within an easement, or they would re-design the grading in that area so that their lands weren’t necessary for drainage purposes. Concerns regarding an easement for the preservation of an overland flow route can be addressed through the future Agreement of Purchase and Sale process Public Works No comments received Page 490 of 550 EDM 24-002 – Surplus Land Declaration – Municipal Lands East of Langrell Avenue Page 4 of 6 Recreation, Culture & Parks Land is not conducive for a playground  The topography of the location would not permit for a playground to be installed  The terrain has too much elevation on the north side.  It is best suited as passive green space. Selling property to land owners to the north would be very doable with minimal impact Tillsonburg Hydro Inc No comments received Duncan, Linton LLP Not circulated Notice of the potential surplus property has been provided in accordance with Bylaw 2021-031, and specifically, by:  Posting a notice on the Town’s website (November 28, 2023); and,  Posting a notice on the property (December 8, 2023);  Publishing a notice in the Tillsonburg News (December 7 and 14, 2023). FINANCIAL IMPACT/FUNDING SOURCE The value of the property will be established through an Opinion of Value obtained from a local real estate broker. The purchasers will be responsible for the negotiated value of the land as well as legal and survey costs related to the transaction. 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 491 of 550 EDM 24-002 – Surplus Land Declaration – Municipal Lands East of Langrell Avenue Page 5 of 6 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 – Not applicable. Priority Project – Not applicable. ATTACHMENTS RCP 20-24 Establishing Pedestrian Connections to Broadway RCP 20-24 Appendix A (Proposed Pedestrian Connection) Page 492 of 550 EDM 24-002 – Surplus Land Declaration – Municipal Lands East of Langrell Avenue Page 6 of 6 Appendix A – Plan 41R-7299 Page 493 of 550 Page 1 of 4 Subject: Establishing Pedestrian Connections to Broadway Report Number: RCP 20-24 Author: Rick Cox, Director of Recreation, Culture & Parks Meeting Type: Council Meeting Meeting Date: Monday, May 25, 2020 RECOMMENDATION THAT Council receives Report RCP 20-24 - Establishing a Pedestrian Connection From Langrell and James Avenues to Broadway; AND THAT Council authorizes staff to develop and procure a pedestrian connection to Broadway from James Avenue and Langrell Avenue; AND THAT CJDL Consulting Engineers be engaged as a single-source provider to develop the plan for this connection at a cost not to exceed $6,500 plus taxes; AND THAT the $31,500 Trails Master Plan Implementation Project approved in the 2019 capital budget be cancelled and the funds be repurposed as a new capital project to establish the pedestrian connection from James and Langrell Avenues to Broadway. BACKGROUND The development of an automobile dealership under way at 671 Broadway includes the establishment of a pedestrian walkway from the Town-owned parkland parcel adjacent to the South-West corner of the property being developed. This is the location of an informal path from the neighbourhood to the west through to the retail services on Broadway. This report seeks permission to formalize the pedestrian connections through the undeveloped parkland to connect to the walkway. DISCUSSION The parkland block associated with the Langrell Avenue development known as North Park Estates has never been developed as a formal park. Preliminary park development plans prepared by the developer were abandoned many years ago. There is a County-owned water treatment facility on part of the parkland parcel, and until 2018, most of the rest was buried under a large pile of dirt and virtually unusable as a park. Over the years neighbourhood residents have been accessing the parkland parcel from James Avenue or Langrell Avenue. Pedestrians pass through the parkland and the adjacent private property in order to reach the retail services available along Broadway, rather than walking all the way around via North Street. This traffic has established an Page 494 of 550 RCP 20-24 Page 2 of 4 informal path but the Town has never formalized this active transportation connection as part of the trail or sidewalk network. During the site plan approval process for the future auto dealership being established at 671 Broadway, staff secured the provision of a permanent 2.0m wide asphalt pedestrian walkway through an easement along the southern limit of the dealership property as part of the development. Once this walkway is in place, it is important that there is connectivity through the parkland parcel for the walkway to connect to. The attached sketch shows where the connections would need to be made in order to provide formal pathways to both Langrell and James Avenues. It is recommended that, once established, these pathways be incorporated into the Town’s active transportation network as Tier 1 connections. This means they would be constructed with hard surfacing and maintained all winter similar to the Veteran’s Walkway or the pedestrian pathway from Delevan to Sanders Street through Memorial Park. CJDL Consulting Engineers were involved with the original North Park Estates subdivision development and the original parkland plan. They are also the consulting engineers hired by the developer of the automobile dealership and therefore the designers of the walkway included as part of that project. Given their historical knowledge of the location and their current involvement with the auto dealership project, it is expected CJDL is best positioned to update the parkland design to connect to the walkway quickly and cost effectively. Consultation: Planning and Engineering staff were consulted during the preparation of this report. CJDL Consulting Engineers were consulted to assess the potential cost of the design. Until that work is completed, an estimated cost for construction is not available. Financial Impact/Funding Source: There is a trail expansion project for $31,500 on the current approved Capital Project list from 2019. The project was proposed to extend the rail trail from Weston Drive past the Transfer Station, across Pressey Line and through to the Van Norman Innovation Park at Clearview Drive. During the 2019 budget deliberations, Council put a hold on that project but did not remove the funding from the budget, so the funds remain in reserves. Staff recommends that project be cancelled and the funds be redirected towards establishing and formalizing the pedestrian connection discussed in this report. Establishing this pedestrian connection as a Tier 1 active transportation link will have a minimal operational budget impact on the annual winter maintenance allocation for the Public Works Department. Community Strategic Plan (CSP) Linkage: 1. Excellence in Local Government ☒ Demonstrate strong leadership in Town initiatives ☒ Streamline communication and effectively collaborate within local government Page 495 of 550 RCP 20-24 Page 3 of 4 ☒ Demonstrate accountability 2. Economic Sustainability ☒ Support new and existing businesses and provide a variety of employment opportunities ☐ Provide diverse retail services in the downtown core ☐ Provide appropriate education and training opportunities in line with Tillsonburg’s economy 3. Demographic Balance ☒ Make Tillsonburg an attractive place to live for youth and young professionals ☒ Provide opportunities for families to thrive ☒ Support the aging population and an active senior citizenship 4. Culture and Community ☒ Promote Tillsonburg as a unique and welcoming community ☒ Provide a variety of leisure and cultural opportunities to suit all interests ☒ Improve mobility and promote environmentally sustainable living Attachments: Appendix A – Sketch of Proposed Pedestrian Connection Page 496 of 550 RCP 20-24 Page 4 of 4 Report Approval Details Document Title: RCP 20-24 - Establishing a Pedestrian Connection From Langrell Ave to Broadway.docx Attachments: - RCP 20-24 - A - Sketch of Proposed Pedestrian Connection.pdf Final Approval Date: May 20, 2020 This report and all of its attachments were approved and signed as outlined below: Dave Rushton - May 14, 2020 - 8:33 AM Kyle Pratt - May 20, 2020 - 6:59 AM Michelle Smibert - May 20, 2020 - 7:33 AM Page 497 of 550 May 5, 2020 Proposed Pedestrian Connection from Langrell & James Avenues to Broadway This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 00 Notes NAD_1983_UTM_Zone_17N 0 Purple - sidewalk and asphalt path installed by developer. Red - proposed asphalt path to be developed by the Town. Kilometers Yellow - future sidewalk connection to be developed by the Town. Page 498 of 550 Page 1 of 4 Subject: 2024 Budget and Council Expenses Report Number: FIN 24-004 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION THAT report FIN 24-006 – 2024 Budget and Council Expenses, be received as information. BACKGROUND At its September 15, 2023 meeting, Council passed the following resolution: Resolution # 2023-411 Moved By: Councillor Parsons Seconded By: Councillor Rosehart A. THAT report FIN 23-23 Council Expense Policy Amendments be received as information; and B. THAT the red lined amendments to the Council Expense Policy 2-008 be approved, effective September 15, 2023; and C. THAT the change to itemize individual Council Member budgets for supplies, training & workshops be integrated commencing with the 2024 Operating Budget containing an allocation of 20% to the Mayor and Deputy Mayor, respectively, and 12% to each of the five Councillors. Carried. This report is to review the changes from the 2023 Council Expense Policy amendments and the relative impacts to the 2024 budget. Some of these impacts were not realized until after budget submission. Council may wish to review the amounts in the budget and provide direction for any possible changes. DISCUSSION The staff report that accompanied the amended Council Expense Policy included the following summary. The possible expenditure that could arise from each amendment, Page 499 of 550 FIN 24-004 – 2024 Budget and Council Expenses Page 2 of 4 should each member of Council exercise the policy benefit, has been included, along with the amounts in the current 2024 budget: The Professional Development (PD) & Cell phone data coverage for each member of Council would have the following breakdown per policy vs what is in the current budget: A summary of the amendments is as follows:Possible Current Expenditure Budget 1. The definition for “Local Board” has been updated to include the Police Services Board. 2. In Sec. 5.2, the amendment that Members may attend conferences, conventions, meetings and other events using individually allocated funds in the current budget for registration fees and eligible expenses.17,000$ - ($3,400/yr/Mayor & Deputy, plus $2,040/yr/Councillor, x 5 councillors) 3. In Sec. 5.8, the addition of reimbursement of cell phone data for Council Members for one cellular device using individually annually allocated funds in the current budget.8,400$ - ($100/month/member x 7) 4. In Sec. 5.8, the addition of one Town of Tillsonburg branded clothing purchase once per Council Member per Council term, as ordered through the Town’s Communications team, using individually annually allocated funds in the current budget. - (per term, minimal) 5. In Sec. 5.8, clarity is provided on the list of eligible expenses to include specificity on internet service reimbursement for one home for the members to perform the responsibilities and duties of their office. 8,750$ 1,500$ - ($100/month/member for Internet, plus $50/yr/member for supplies, x 7) 34,150$ 22,540$ 6. Insertion of Sec. 5.11 that cumulative unused discretionary Council expenses at December 31 annually will be transferred to the Council Reserve to be used in a future period in accordance with the Town’s Reserve Policy. 21,040$ Page 500 of 550 FIN 24-004 – 2024 Budget and Council Expenses Page 3 of 4 As noted as item 6 in the Summary of Amendments table above, Section 5.11 of the Policy notes that unused Council budgets related to PD & Cell reimbursement DO NOT carry forward on an individual basis, but the cumulative amount is to be transferred to the Council Reserve. The Reserve policy says that the Council Reserve is spent on special projects as determined by Council from time to time. The recommendation is to receive for information, but is open for any additional direction. 1. Does Council wish the PD & Cell member apportionment changed to the policy amounts? If so, resolution could read “THAT the 2024 Council professional development and cell phone reimbursement be adjusted per the Council Expense policy percentage allocation”. 2. Should any of the budget amounts noted in the Summary of Amendments be adjusted? If so, resolution could read “THAT the 2024 budget for Council eligible home expenses be changed to $8,750, and the cell phone expenses be changed to $8,400. CONSULTATION Director of Corporate Services & Clerk, and Senior Analyst/Deputy Treasurer FINANCIAL IMPACT/FUNDING SOURCE No impact from the recommendation, other than other direction of Council. Should Council recommend the changes noted in the questions above, the levy would increase by approx. $13,000. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? Member Apportionment Policy Current Amount %Budget % 7761 Mayor PD & Cell 4,208$ 20%5,040$ 24% 7762 Deputy Mayor PD & Cell 4,208$ 20%3,500$ 17% 7763 Councillor # 1 PD & Cell 2,525$ 12%2,500$ 12% 7764 Councillor # 2 PD & Cell 2,525$ 12%2,500$ 12% 7765 Councillor # 3 PD & Cell 2,525$ 12%2,500$ 12% 7766 Councillor # 4 PD & Cell 2,525$ 12%2,500$ 12% 7767 Councillor # 5 PD & Cell 2,525$ 12%2,500$ 12% 21,040$ 21,040$ Page 501 of 550 FIN 24-004 – 2024 Budget and Council Expenses Page 4 of 4 ☐ 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 – N/A Strategic Direction – N/A Priority Project – N/A ATTACHMENTS Appendix A – Policy 2-008, Council & Local Board Expense Policy, Redline version, same as presented at the September 2023 Council meeting. Page 502 of 550 2-008 Page 1 of 7 COUNCIL AND BY-LAW Policy 2-008: Council & Local Board Expense Policy Approval Date: SeptemberJune 2525, 202318 Approval Authority: Council, By-Law 4206 Effective Date: SeptemberJune 2155, 202318 Next Scheduled Review Year: 20275 Department: Office of the ClerkFinance Last reviewed: 20221 Revision Date/s: June 25, 2018; July 11, 2022 Schedules: 1. Policy Statement The Council/Local Board Expense Policy governs the reimbursement of expenses incurred by Members of Council and Members of Local Boards during activities related to the Business of the Town of Tillsonburg. Members of the Tillsonburg Town Council and Members of Local Boards will be provided with fair and reasonable expense reimbursement for performing the responsibilities and duties of their office. 2. Definitions “Council” means the Ccouncil of the Town of Tillsonburg. "Local Board" shall mean one of the following boards and committees established by the Council:  Property Standards Appeal Committee  Police Services Board Page 503 of 550 Page 2 of 7 "Member of Council" or "Member" means any person duly elected or appointed to serve on the Council of the Town of Tillsonburg or Local Board. “Town” means The Corporation of the Town of Tillsonburg. 3. Purpose 3.1. The objective of this policy is to provide consistent rules and guidelines to Members with respect to Eligible Expenses incurred in performing their duties. 3.2. The policy provides specific and clear direction regarding diverse expenses, and clarifies what are Eligible Expenses and Ineligible Expenses. 3.3. The policy establishes the provision of public access to expense information of Members. 3.4. The policy captures the following principles: a) Maintain Integrity of the Member i. The integrity of a Member as a whole and the offices of the Members must be protected; and ii. The interest of a Member as a whole takes precedence over the personal interest of individual Members. b) Maintain Accountability i. Members are the stewards of resources and are ultimately accountable to the public for the type and level of expenses they incur; ii. Since members use public funds when they perform their duties, the public expects public funds to be used solely for fulfillment of their public duties; iii. Members’ expenses should be reasonable and reflect what the public expects of members; and iv. Members’ personal expenses must be kept separate from expenses related to Town Business. c) Maintain Transparency i. The public has a right to know how public funds allocated to Members are spent; and ii. The public’s right to Members’ expense information must be balanced against the need to protect personal information, and the need to allow time for proper account and reconciliation of expenses. Page 504 of 550 Page 3 of 7 4. Scope This policy applies to all Members and establishes the basis upon which the Members will be reimbursed or have payment coverage for Eligible Expenses incurred while undertaking activities related to Town Business while acting in their role as a member. 5. Budget Determination 6. An allocation of 20% for the Mayor and Deputy Mayor, respectively, and 12% for each of the five Councillors of the total discretionary expenditures (supplies, training & workshops) be incorporated annually commencing with the 2024 Operating Budget. Council Member Allocation Mayor 20% Deputy Mayor 20% Councillor (x5) 12% / each 7.6. Roles and Responsibilities 65.1 All expenses submitted for reimbursement must be accompanied by supporting documentation and itemized receipts, except for mileage. A purchase card (P- Card) should be used whenever possible for eligible expenses. 65.2. Members may attend conferences, conventions, meetings and other events using individually allocated funds in the current budget for registration fees and eligible expenses. 56.3 Members attending conferences, conventions, meetings and other events shall be compensated a per diem allowance of $185.00/day and $90.00/1/2 day. The daily per diem allowance is to be calculated on a 24-hour basis and not on a working day basis. It shall be calculated from the time of leaving for the function until the time of arrival home, to the nearest 1/2 day. 56.4. Transportation a) Members shall make every attempt to use the most economical and efficient mode of transportation including: Page 505 of 550 Page 4 of 7 i. Economy airfare, rail fare including taxi fares to and from terminals or parking where required, or ii. Mileage rate for personal automobile usage and parking, or iii. Rented automobile and actual fuel cost. b) Members shall make efforts to share travel costs when travelling to the same destination. c) If a more expensive means of transportation is chosen by a member, only the most economical equivalent charges will be allowed. For example, if a Member chooses to drive to a destination where it is more economical to use air transportation, only the equivalent air transportation charge will be permitted. d) Calculation of Mileage will be for out of town destinations reimbursed at the Canada Revenue Agency’s automobile per-kilometre allowance rate posted for the year. 65.5. Accommodation a) Where overnight accommodation is required, the single room rate will be paid and must be accompanied by appropriate receipts. 65.6. Meals Allowance a) Members may claim up to the daily maximum meal reimbursement amount when attending a conference, convention, or other event when an overnight stay is required and receipts are provided. Daily Maximum Reimbursement Rate: b) Where meals are included in registration fees, the reimbursement amount is not applicable. c) All expenditures must be reasonable in the circumstances based on the explanation provided by the Member which must accompany the receipt. d) Members may be reimbursed for meal expenses incurred during the course of Town Business and shall include the following: i. Meals while travelling on behalf of the Town of Tillsonburg; or, ii. Meals required where circumstances warrant. Page 506 of 550 Page 5 of 7 6.7. Monetary exchange costs will be allowed at the prevailing rates in order to convert Canadian dollars to other currencies (primarily to U.S. dollars). Payment will be made to Members in Canadian dollars. Members are strongly urged to utilize their P-cards for such expenses, which provide automatic electronic currency conversions. 56.8. Eligible Expenses The following is a list, though not exhaustive, of Eligible Expenses: a) Promotional material related to Town Business b) Subscriptions related to Town Business or the municipalities in general c) A maximum of one ticket for a Member when representing the Town in a Council Member capacity at an event of a public nature (e.g. community dinners, events with proceeds going to charity, etc.). d) Parking related expenses save and except parking fines. e) Internet service for oneat designated home location for Council duties.. f) Home office expenses, such as pens, paper, toner, etc. for Council duties g) One Town of Tillsonburg branded clothing purchase once per Council Member per Council term, as ordered through the Town’s Communications team, using the individually allocated funds in the current budget. h) Cell phone data for Council Members for one cellular device using the individually allocated funds in the current budget. 65.9 The following is a list, though not exhaustive, of Ineligible Expenses a) Additional accommodation for days outside a formal Conference. b) Alcohol and alcoholic beverages. c) Mobile devices other than the Town provided device for Mayor and Deputy Mayor. d) Land Lines/fixed phone line for personal residence. e) Companion registration fees and expenses at Conferences. f) Personal entertainment (e.g. sight-seeing, concerts, sporting events, etc.) g) Personal services (e.g. shoe shine, valet service, spa treatments, etc.) h) Personal vehicle costs beyond mileage (e.g. maintenance, repair, etc.) i) Traffic and parking fines 65.10 Legal Expenses Page 507 of 550 Page 6 of 7 a) Legal costs arising from or in any way related to complaints under the Code of Conduct are Eligible Expenses. b) Legal costs related to personal conflict of interest opinions are Ineligible Expenses. c) Costs involving certain legal proceedings against Members shall be reimbursed in accordance with the current indemnification policy and are subject to review by the Chief Administrative Officer for recommendation to Council. d) Requests for reimbursement of legal costs outside this policy or the indemnification policy shall be submitted to the Chief Administrative Officer for recommendation to Council. 6.11 Transfer to Reserve Cumulative unused Council Member supplies, training & workshops expenses at December 31 annually will be transferred to the Council Reserve to be used in a future period in accordance with the Town’s Reserve Policy. 65.121 Members of Council Shall a) Adhere to this policy; b) Submit expenses on a regular monthly timeline, with itemized receipts attached; c) Sign-off on all expenses submitted to or paid by the Town; d) Meet all financial, legal and tax obligations; and, e) Consult with Town Administrative staff for guidance with respect to the eligibility of an expense and/or any interpretation on the application of this policy. 65.132 Town Administrative Staff Shall a) Ensure consistent application of this policy; b) Process expenses in accordance with this policy; c) Ensure the supporting documentation is in place and that expenditures conform to this policy; d) Advise Members if any submitted or proposed expenditure is an Ineligible Expense or a breach of this policy; e) Track actual expenses against approved budget; and f) Each year, incorporate budget dollars in the annual budget for Council to consider for funding or reimbursing Members’ Eligible Expenses Page 508 of 550 Page 7 of 7 g) Complete the yearly Councillor Remuneration Report as required by the Municipal Act. 76. Policy Administration & Review This policy shall be administered by the Director of Finance or his/her designate. This policy shall be reviewed at least once during the four-year term of Council to coincide with the review of Council remuneration or as required based on revisions to Corporate practices or Provincial/Federal legislation. Page 509 of 550 Page 1 of 5 Subject: 2024 Transfer Station Update Report Number: OPD 024-008 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operation & Development Meeting Type: Council Budget Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION A. THAT report titled OPD 024-008, 2024 Transfer Station Update be received as information; and B. THAT staff be directed to complete the requested Ministry of the Environment, Conservation and Parks updates per local By-Law(s), studies and/or reports insofar as enabling the Town to open the Transfer Station on Sundays for organic waste deposal only as governed by the Environmental Compliance Approval permit number 8714-CVUJR; and C. THAT $20,000 (including HST) be authorized from the 2024 Waste Management Operating Budget for the 2024/2025 MOECP requested Noise Impact Assessment. BACKGROUND As considered at Town Council’s Special Budget meeting on November 22, 2022 Council passed the following motion: Resolution # 2022-372 Moved By: Councillor Gilvesy Seconded By: Councillor 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. Carried Subsequently and through the amended ECA process, effecting permit number 8714- CVUJR and/or the Tillsonburg Transfer Station located at 55 Newell Road, the Ministry of Environment, Climate and Parks (MOECP) has most recently advised that they will generally grant the request subject to the following conditions being met: Page 510 of 550 OPD 024-008 – 2024 Transfer Station Update Page 2 of 5 1. Leaf and yard waste can be accepted at the Site on Sunday from 9:00 a.m. to 8:00 p.m. (April to September) and 9:00 a.m. to 5:00 p.m. (October to March). However, leaf and yardwaste compaction or transfer operations on Sunday are not permitted; 2. The waste handling operations shall comply with the Town of Tillsonburg’s Noise By-law; and, 3. By June 2025, a noise impact assessment shall be undertaken for evaluating potential noise impact associated with waste handling, processing and transfer operations at this site. The noise impact assessment report shall also be provided to the District Manager. In communication with the MOECP, the requested Sunday Transfer Station hours may go into effect subject to the “good faith” of undertaking the above (please note at the time of preparing this report that the DRAFT revised ECA has not been formally issued by the MOECP). Furthermore, items 1 and 2 can be undertaken through internal Town Staff; however, in addressing item 3 Staff is seeking the addition of a $20,000 project in the 2024 Waste Management Operating budget, to undertake the required Noise Impact Assessment. DISCUSSION Waste management authority, including residential curbside collection, were transferred from the Town of Tillsonburg to Oxford County in the past through County By-law 3604- 96 and 4170-2001. Effective to recent contract renewals and updates through local By- Law 2021-002, the Town of Tillsonburg’s Transfer Station, is now funded though Oxford County’s general Operating Budget. The County has delegated the operational authority for the Waste Transfer Station (yard waste and large articles) to the Town on behalf of the County. Additionally and through Town Council 2024 budget consideration Town Staff was directed to bring forth a General Operations Report where the following may be considered relative for Councils consideration: Transfer Station Budget: Through 2023 Town Staff and Oxford County have assembled a proposed (County) budget with a general sunk costs estimated at $306,540; overall the budget included labour, equipment, materials, etc. with assigned costing. Furthermore and due to the new County Tipping Fees being introduced at the Tillsonburg Transfer Station “offsetting” revenues will be a variable contribution for an estimated 1 to 2 years as trends are established, but 2024 revenue are estimated at $75,100; to this effect please consider: Page 511 of 550 OPD 024-008 – 2024 Transfer Station Update Page 3 of 5 Estimated 2024 County WM Budget - Tillsonburg Transfer Station Activity 2024 Notes Leaf and Yard Waste Depot Incurred Operational Costs $ 69,900.00 *Includes Town costs to maintain and service the leaf and yard waste depot (equipment charges, staffing, etc.) Transfer Station Revenue Scrap Metal Revenue $ (20,000.00) Transfer Station User Fees $ (52,500.00) Cardboard Revenue $ (2,600.00) Total $ (75,100.00) Transfer Station Costs Tipping Fees $ 82,500.00 Transportation $ 41,200.00 *Waste hauling fees to County facility Operating Expenses $ 74,840.00 *Staffing Internet, MISC Maintenance, Internal Charges $ 38,100.00 Total $ 236,640.00 Net Program Cost $ 231,440.00 Through the implementation of the County’s Fees and Charges, if the Town of Tillsonburg was to offer reduced and/or negate local tipping fees to consumers, $231,440 (est.) would have to shift to the local tax rate to offset Operational cost; Staff would also have to renegotiate the current Waste Management Agreement to this effect. Visitor traffic: Since 2019, the traffic of residents and/or County residents (effective 2023) the large item side of the transfer station has been tracked through MESH. Through MESH Town Staff are able to track composition (not weight) of each visitor. These trends have relevance to prior to the pandemic shutdowns, 2020, 2021 and 2022 (during and immediately following the pandemic), as well as the 2023 data (which partially reflects the County assuming full financial responsibility). The overview is as follows: Page 512 of 550 OPD 024-008 – 2024 Transfer Station Update Page 4 of 5 The above highlights the total visitors which indicates an upward trend throughout and following the pandemic and a significant drop in visitors once the County assumed full responsibility with a significant increase in the trends as of late (i.e. since June 2023). It can be easily concluded the residents, with the implementation of the new charges, have been either opting not to drop waste “haphazardly” (or don’t want to pay), taken their waste to Salford where the weigh scales can charge them more accordingly and/or have opted to use the one-time large item pick up which was also introduced in 2023. CONSULTATION Manager of Public Works, Manager of Engineering, Director of Innovation & Strategic Initiatives and Interim Director of Finance / Treasurer, 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 The addition of a $20,000 project to undertake the required Noise Impact Assessment will reduce the amount of the surplus to $37,981 within the Waste Management Operating budget, which is transferred to the Waste Management Reserve at the end of the year. 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 513 of 550 OPD 024-008 – 2024 Transfer Station Update Page 5 of 5 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 – Explore opportunities for service efficiencies in partnership with adjacent municipalities. Priority Project – Short Term – Municipal service review. ATTACHMENTS N/A Page 514 of 550 Page 1 of 3 Subject: Sidewalk Connectivity – on Tanager Drive (from Canary Street to Bobolink Drive) Report Number: OPD 24-005 Department: Operations and Development Department Submitted by: Gagan Sandhu, Manager of Engineering Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION A. THAT report titled “Sidewalk Connectivity – on Tanager Drive (from Canary Street to Bobolink Drive)” be received as information; and B. THAT the Treasurer be directed to allocate $55,000 from the Linear Infrastructure Reserve Fund towards the construction of a link of sidewalk in line with the Sidewalk Connectivity Plan approved by Council in 2018. BACKGROUND Council approved the Sidewalk Connectivity Plan for the Town in 2018. As part of the engineering review for Rolling Meadows Phase 1 & 2 Town staff identified a missing section of sidewalk to be constructed in line with said sidewalk connectivity plan. The sidewalk connectivity plan embraces the following principles:  To provide a continuous sidewalk network that is both safe and convenient to all pedestrian user types  Connect locations where sidewalks are not effectively connected to one another  Remove sections of sidewalk that serve no logical purpose Location of future sidewalk to address current sidewalk network connectivity gaps are based on the following general guidelines:  Pedestrian safety and surrounding environment  Continuation of an existing sidewalk within the block  Connectivity to the existing sidewalk network  Provides logical linkage within and for future expansion of the sidewalk network  Location of existing Community Mail Boxes  Preference to the north or west side of a roadway to maximize solar heating value  Preference to boulevard sidewalk to provide adequate snow storage  Minimize the number of properties/driveways affected Page 515 of 550 OPD 27-005 - Sidewalk Connectivity - Tanager Drive Page 2 of 3 DISCUSSION Town staff has successfully negotiated a cost-sharing arrangement with the developer of Rolling Meadows sub-division to complete the works jointly where $55,000 represents the Town’s share, with a cost of this project to be approximately $102,000 combined. The work will involve:  Parking stalls on Bobolink Drive (approximately up to 50 m west from Tanager Drive),  Hydro poles relocation,  Canada Post mailbox relocation,  Localized storm sewer repair Appropriate notice will be sent out to the residents explaining the details of the project & the phases of permanent restoration if approved by Council. CONSULTATION External: As part of proper communication process, letters will be sent to residents to advise them of this project. External: THI Staff, CJDL Engineering. Internal: Town’s Engineering staff. FINANCIAL IMPACT/FUNDING SOURCE Currently, there is $63,621 of uncommitted funds to the end of 2024 in the Linear Infrastructure Reserve. Approval of the recommendation will reduce that by the $55,000. 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 Page 516 of 550 OPD 27-005 - Sidewalk Connectivity - Tanager Drive 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 – Connectivity & Transportation 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 ATTACHMENTS Attachment 1 – Map of Sidewalk Connectivity Plan Attachment 2 – Plan View - Cost Breakdown Page 517 of 550 TOWN OF TILLSONBURG ENGINEERING SERVICES CUSTOMER SERVICE CENTRE 10 LISGAR AVE, TILLSONBURG, ON, N46 5A5 SIDEWALK CONNECTIVITY PLAN RECONSTRUCTION DEVELOPER INFILL EXISTING REMOVALS COMMERCIAL INDUSTRIAL INSTITUTIONAL RESIDENTIAL HIGH DENSITY RESIDENTIAL Attachment 1, OPD-24-005 OPD-24-005 Page 518 of 550 U/H U/H U/H U/H U/H U/H U/H U/H U/HU/HU/HU/HU/HU/HU/HU/HU/HU/HU/HU/HU/HST ST ST ST ST ST ST ST ST ST ST STSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTSTST STSTSANSANSANSANSANSANSANSANSANSANSANSANSANSAN SANSANSANSANSANSANSANSANSANSANSANSANSANSANSANSANSANWWWWWWWWWWWWWWWWWWWWWWWW W W W W W W W W W WW SAN MN. 43TANAGER DR.MN. 42TANAGER DR.MN. 44TANAGER DR.MN. 46TANAGER DR.MN. 48TANAGER DR.MN. 50TANAGER DR.MN. 52TANAGER DR.MN. 45TANAGER DR.MN. 47TANAGER DR.MN. 49TANAGER DR.MN. 51TANAGER DR.MN. 53TANAGER DR.MN. 40TANAGER DR.EX. CONC.EX. ASPH.EX. ASPH.EX. ASPH.EX. ASPH.EX. ASPH.EX. BRICKEX. BRICKEX. BRICKEX. BRICKEX. ASPH.EX. BRICKEX. CONC.EX. ASPH.EX. ASPH.EX. ASPH.MN. 2BOBOLINK DR.MN. 4BOBOLINK DR.MN. 3BOBOLINK DR.MN. 5BOBOLINK DR.TOWN OF TILLSONBURGTOWN OF TILLSONBURGOPERATIONS SERVICESENGINEERING DEPARTMENTTOWN OF TILLSONBURG1 of 1PROPOSED SIDEWALK AND PARKING STALLSROLLING MEADOWSEXTERNALCOST BREAKDOWNEXISTING 1.5m SIDEWALKEXISTING 1.5mSIDEWALKRELOCATECOMMUNITY MAILBOXRELOCATESTREETLIGHTRELOCATESTREETLIGHTRELOCATE ROGERSPEDESTALREPLACE EXISTINGSIDEWALK IN FRONTOF 53 TANAGER DRIVE103m² SIDEWALKREMOVAL126m² PAVEDPARKING STALLSPROPOSED 1.8mCONCRETE SIDEWALKPROPOSED 1.5mCONCRETE SIDEWALKTRANSITION FROM 1.8m TO1.5m CONCRETE SIDEWALKTRANSITION FROM1.8m TO 1.5mCONCRETE SIDEWALKOPSD 600.110CONCRETE BARRIERCURBSTM PIPE TO BE REPLACED AT CB LEADREPLACE OPSD 600.060 CONCRETESEMI-MOUNTABLE CURBREPAIR ROAD CUT WITH GRANULARBASE, HL-8 AND HL-3FLUSH AND CCTV STM ALONG BOBOLINK DR. FROMMH AT MN. 7 BOBOLINK TO DI AT MN. 53 TANAGERFLUSH AND CCTV STM ALONG TANAGER DR. FROMDI AT MN. 53 TANAGER TO MH AT MN. 39 TANAGERDeveloper Cost ResponsibilityTown Cost ResponsibilityTown and Developer Cost ResponsibilityAttachment 2, OPD-24-05Page 519 of 550 Page 1 of 3 Subject: Draft Parks and Recreation Master Plan Report Number: RCP 24-006 Department: Recreation, Culture and Parks Department Submitted by: Andrea Greenway, Acting Director of Recreation, Culture and Parks Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION THAT report titled RCP 24-006 Draft Parks and Recreation Master Plan be received as information. BACKGROUND The Parks and Recreation Master Plan was awarded to Thinc Design at the June 14, 2023 Council meeting with the following resolution: Resolution #2023-254 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker A. THAT report titled RCP 23-26, Parks, Cemeteries and Recreation Master Plan RFP Award be received as information; and B. THAT the RFP be awarded to Thinc Design for $78,309.41 (including non- recoverable HST). Carried DISCUSSION Once Thinc Design was awarded the tender for the Parks and Recreation Master Plan they undertook a consultation phase. The consultation phase included the following milestones in 2023:  Council and staff interviews – July 2-6  Stakeholder interviews – July 25 – 27  Public open house – August 9  User group survey July 31- August 14  Public online survey – August 8 – 29  Telephone survey – week of August 7 Page 520 of 550 RCP 24-006 - Draft Parks and Recreation Master Plan Page 2 of 3  Presentation of survey results to advisory committees – September 26  Draft presentation information session to advisory committees - December 12 Throughout the process feedback was gathered from key stakeholders to inform the draft master plan. The draft plan is being presented to Council at the January 23, 2024 meeting as information. Once presented to Council, the draft Parks and Recreation Master Plan will be posted online from February 5 – February 12 for the community to review and provide feedback. The final draft will be presented to Council at the March 11, 2024 Council meeting. CONSULTATION RCP Manager of Parks and Facilities, RCP Administrative Assistant, Thinc Design consultants. FINANCIAL IMPACT/FUNDING SOURCE No financial impact related to this report CORPORATE GOALS ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☒ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Direction – N/A Priority Project – Immediate Term - Recreation Master Plan ATTACHMENTS - None Page 521 of 550 RCP 24-006 - Draft Parks and Recreation Master Plan Page 3 of 3 Page 522 of 550 Page 1 of 4 Subject: Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor Report Number: RCP 24-005 Department: Recreation, Culture and Parks Department Submitted by: Matt Johnson, Manager of Parks and Facilities Meeting Type: Council Meeting Meeting Date: Tuesday, January 23, 2024 RECOMMENDATION A. THAT report titled “RCP 24-005 Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor” be received as information; and B. THAT $10,000 from the Facilities Reserve be approved to be added to the $20,000 2023 carry forward project #731 Fire Hall EMS Bay Floor Slab Repair, for work completed in 2024. BACKGROUND The EMS bay at the Fire Hall has faced significant challenges due to the deterioration of its suspended slab floor. Over the years, the continuous parking of vehicles in the garage has led to a gradual decline in the structural integrity of the concrete slab. A critical factor in this deterioration has been the infiltration of salt and water into the concrete, resulting in noticeable erosion and weakening of the material. This issue was thoroughly assessed in the Roths IAMS report (Appendix A: A103001, C302007), which highlighted the severity of the situation. The report concluded that the current state of the slab rendered it unsuitable for vehicle weight, posing potential safety risks. In response to these findings, it was recommended that the necessary repairs be included in the 2023 capital budget to address this pressing concern. Upon a more detailed investigation into the extent of the damage, it became evident that the initial allocation of $20,000 approved by Council would not suffice. The extent of the damages was more significant than initially anticipated, necessitating a larger budget to ensure comprehensive and lasting repairs. This situation underscores the importance of not only regular maintenance but also thorough and proactive evaluations of the infrastructure to prevent such escalation of damage in the future. The need for additional funds highlights the critical nature of the repairs and the urgency with which they need to be addressed to maintain the safety and functionality of the EMS bay. Page 523 of 550 RCP 24-005 - Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor Page 2 of 4 DISCUSSION The Facilities department currently faces a significant challenge regarding the budget allocation for the EMS bay suspended slab repairs. After a comprehensive assessment, it has become clear that the initial $20,000 allocated to the project in 2023 is insufficient to cover the full extent of the damage. The lowest bid received for this project was $28,182.43. The repair work exceeds our current budget of $20,000 by $8,182.43. There will be approximately $45K remaining in the Facilities Reserve from another 2023 project that came in under budget (project #732, Diesel Exhaust System). Thus, staff are requesting that $10K from the Facilities Reserve be utilized to complete the EMS bay suspended slab repairs. CONSULTATION Tillsonburg Fire Chief, Deputy Fire Chief, Director of Recreation, Parks and Culture, Reid and Deleye Construction, PK Construction, Director of Finance, Supervisor of Facilities, ROTHS IAMS. FINANCIAL IMPACT/FUNDING SOURCE Utilizing $10K from the Facilities Reserve will not only cover the amount necessary to complete the EMS bay suspended slab repairs, but also provide a modest contingency for any unexpected expenses that may arise during the course of the repair work. 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 – N/A Page 524 of 550 RCP 24-005 - Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor Page 3 of 4 Strategic Direction – N/A Priority Project – N/A ATTACHMENTS Appendix A – Roths IAMS report Page 525 of 550 RCP 24-005 - Capital Budget Reallocation – Fire EMS Bay Suspended Slab Floor Page 4 of 4 Appendix A Page 526 of 550 1 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting MINUTES Tuesday, December 12, 2023 7:30 AM Thompson Goossens Accountants Boardroom 21 Oxford Street, Tillsonburg ATTENDANCE: Suzanne Renken Councillor Bob Parsons Deb Gilvesy, Mayor Lisa Gilvesy Andrew Burns Randy Thornton Gurvir Hans Randi-Lee Bain Steve Spanjers Jesse Goossens Kirby Heckford Regrets: Dane Willson Staff: Kyle Pratt, Chief Administrative Officer Cephas Panschow, Development Commissioner Laura Pickersgill, Executive Assistant 1. Call to Order The meeting was called to order at 7:32 a.m. 2. Adoption of Agenda Resolution # 1 Page 527 of 550 2 Moved By: Randy Thornton Seconded By: Kirby Heckford THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of Tuesday, December 12, 2023, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 4. Adoption of Minutes of Previous Meeting Lisa and Andrew to be marked absent in the previous meeting minutes. Resolution # 2 Moved By: Councillor Parsons Seconded By: Randy Thornton THAT the minutes of the Economic Development Advisory Committee of November 14, 2023, be approved, as amended. Carried 5. Presentations 5.1 Housing Accelerator Funding J. Graham provided an overview of the Housing Accelerator Funding Grant Application. Opportunity was provided for members to ask questions. The funding announcements are anticipated to be made by the end of the year. 6. General Business and Reports 6.1 Oversizing of Municipal Services - Victoria Woods Subdivision Peter Penner, CJDL Engineers, was in attendance and provided an overview of the oversizing service requirements for expansion of external lands to the west of Victoria Woods development outside of the Town. Resolution # 3 Page 528 of 550 3 Moved By: Kirby Heckford Seconded By: Councillor Parsons WHEREAS one of the major responsibilities of regional government is long-term planning of servicing requirements, including beyond municipal boundaries, therefore be it considered: THAT the Town of Tillsonburg Economic Development Advisory Committee recommends to Council that: Oxford County be requested to provide a rationale for oversizing or not oversizing municipal services to support future growth; They consider entering into cost-sharing agreements with developers for the oversizing of municipal services where it is in the interest of the Town/County to do so. Carried Resolution # 4 Moved By: Suzanne Renken Seconded By: Councillor Parsons THAT the Economic Development Committee meeting of December 12, 2023 be permitted to go passed the 9:15 a.m. stop time to a 9:45 a.m. stop. Carried 6.2 Monthly Activity Update C. Panschow provided an overview of the monthly activity update. 6.3 New Town Hall Financials Discussion J. Goossens outlined a concern with the costs associated on the proposed Town Hall project recently adopted by Council. This item to be kept on the radar of the Committee for further comment. 6.4 Community Improvement Plan Update This item to be deferred to the next meeting. 6.5 2023 SOMA Japan Mission (verbal update) Page 529 of 550 4 C. Panschow provided a summary of the successful visit that he and Councillor Parker had to Japan at the beginning of December. The Mission resulted in approximately 90 contacts for international investment leads for Tillsonburg. 6.6 Cellular Coverage Letter Follow-Up Members are asked to send Laura any specific locations where Bell coverage seems to be an issue so that Bell Canada can review the technical components for each specified area. Examples indicated at the meeting included: Southridge Subdivision, Dereham Line, Village of Ostrander and Trillium Drive. 7. Planning Items Circulation There were no items. 8. Community Strategic Plan 8.1 Town Hall Update There was no further discussion on this item. 8.2 Affordable and Attainable Housing Committee Staff are working on submitting a rezoning and official plan amendment application for 31 Earle Street to be able to host a potential 137 units, seven story residential building with above ground parking and a daycare included. Construction could start in early 2025. 8.3 Health Care Committee The Committee in collaboration with the Tillsonburg District Memorial Hospital was able to recruit a new anesthesiologist to the hospital. 9. Boundary Adjustment There was no further discussion. 10. Community Organization Updates 10.1 Downtown Business Improvement Association 10.1.1 Report from BIA Chair M. Renaud provided a summary of the BIA report. 10.2 Tillsonburg District Chamber of Commerce Page 530 of 550 5 10.2.1 CS 2023-29 Economic Development Group Recommendations The last 2023 Business After 5 was well attended at Verne's Carpet One. There are still a few vacancies for hosts for 2024 Business After 5 events. The Annual General Meeting is scheduled for January 24, 2024 with the nominations for four director vacancies. Nominations are due by December 20, 2023. Membership gaps include expertise required in: manufacturing, legal, health care and human resources. Members are encouraged to send items that they would like brought forward at the Ontario Chamber of Commerce Annual General Meeting to Suzanne. Resolution # 5 Moved By: Lisa Gilvesy Seconded By: Gurvir Hans THAT the Economic Development Advisory Committee recommends to Oxford County Council that the Tillsonburg District Chamber of Commerce, all Oxford County Chambers of Commerce, the Tillsonburg District BIA and all Oxford County BIA's be added to the list passed in the resolution at their September 13, 2023 Council meeting regarding facilitation of annual Economic Development forums. Carried 10.3 Woodstock, Ingersoll, Tillsonburg and Area Association of Realtors 10.3.1 Monthly Statistics There were no statistics provided. 11. Round Table Models will be going up in the new Bridges subdivision soon. 12. Next Meeting January 9, 2024 13. Adjournment Page 531 of 550 6 Resolution # 6 Moved By: Randy Thornton Seconded By: Steve Spanjers THAT the Economic Development Advisory Committee meeting of Tuesday, December 12, 2023 be adjourned at 9:50 a.m. Carried Page 532 of 550 1 The Corporation of the Town of Tillsonburg Youth Advisory Council Meeting MINUTES Wednesday, January 10, 2024 4:30 PM Lion's Den 45 Hardy Ave, Tillsonburg ATTENDANCE: Scott Gooding Sorraya Buchanan-St.Gelais Scarlet Robson Dakshneel Singh Chris Parker Kelly Spencer Jaxon Gundry Tyla Thiessen Adam Thiessen Naima Sandoval Mya Williams Regrets: Liam Spencer-Enright Sophie Hicks Deb Gilvesy Staff: Hillary Miller Regrets: Patti Cote _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:31 PM 2. Adoption of Agenda Page 533 of 550 2 Resolution # 1 Moved By: Tyla Thiessen Seconded By: Adam Thiessen THAT the agenda as prepared for the Youth Advisory Council Meeting of January 10, 2024 be approved. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof None 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Scarlet Robson Seconded By: Chris Parker THAT the minutes of the November 1, 2023 Youth Advisory Council be approved. Carried 5. Presentation 5.1 Recreation, Culture and Parks Department Presentation The Recreation, Culture and Parks Department provided a brief presentation to the Youth Advisory Council regarding the recreational activities available for youth and were open to any suggestions for future programming. The Youth Advisory Council suggested that programs would best appeal to youth if they were drop in programs that were held on a more sporadic basis. Types of programs suggested include:  Game based programs  Geocaching  Pizza nights  Themed dances Page 534 of 550 3 The Recreation, Culture and Parks Department also advised that they are looking for volunteers and that youth can obtain volunteer hours at events such as garbage pick up day or the family day event. 6. General Business and Reports 6.1 Volunteer Hours Committee members were reminded to track their hours on this committee for their volunteer hours. 6.2 Delegations for 2024 The Youth Advisory Council discussed possible guest speakers to have at their meetings for 2024. Guest speakers included a representative from the Traffic Committee, Police Services Board, TGO, Transit Committee and Communications staff. 6.3 Youth Questionnaire The Youth Advisory Council reviewed the draft questionnaire provided by Mark Renaud. Their feedback includes the following:  The questionnaire is too long. Youth may be less inclined to fill out a multi-page questionnaire.  The open ended questions did not appeal to the youth. A multiple choice answer with an option for "other" and then a blank box to elaborate if needed would work best.  The question "what venues or facilities would you like to see" and "what stores, shops and restaurants would you like to see" seemed to be redundant.  Add a question regarding youth recreation.  A pamphlet could be provided after the survey to give youth an idea of what is currently available.  Having the survey offered digitally would be easiest for youth to fill out the survey Page 535 of 550 4 7. Next Meeting Next meeting is February 7, 2024. 8. Adjournment Resolution # 3 Moved By: Mya Williams Seconded By: Naima Sandoval THAT the Youth Advisory Council meeting be adjourned at 5:35 pm. Carried Page 536 of 550 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-007 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; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘RM-11’ the zone symbol of the lands so designated ‘RM-11’ on Schedule “A” attached hereto. 2. That Section 9.5 to By-Law Number 3295, as amended is hereby further amended by adding the following subsection at the end thereof: “9.5.11 LOCATION: NORTH SIDE OF DEREHAM DRIVE, WEST OF QUARTER TOWN LINE, PART OF LOT 8, CONCESSION 12 (DEREHAM), PART 1 OF 41R-6017, RM-11 (KEY MAP 23) 9.5.11.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any RM-11 Zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Table 9.1. 9.5.11.2 Notwithstanding any provisions of this By-law to the contrary, no person shall within any RM-11 Zone use any lot, or erect, alter or use any building or structure except in accordance with the following provisions: 9.5.11.2.1 FRONT YARD DEPTH Minimum 5.5 m (18 ft) Page 537 of 550 By-Law 2024-007 Page 2 of 2 9.5.11.3 That all the provisions of the RM Zone in Section 9.2 of this By-Law, as amended, shall apply; and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. 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 23rd day of January, 2024. READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of January, 2024. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 538 of 550 ZN 7-23-04 TOWN OF TILLSONBURG BY-LAW NUMBER 2024-007 EXPLANATORY NOTE The purpose of By-Law Number 2024-007 is to rezone the subject property from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-11)’ to facilitate the development of the lands for medium density residential use. A special provision is included to permit a reduced front yard depth for the proposed development. The subject lands are legally identified as Part Lot 8, Concession 12 (Dereham), Part 1 of 41R- 6017; Tillsonburg. The subject lands are located on the north side of Dereham Drive, and municipally known as 102 Dereham Drive. The public hearing was held on November 13, 2023. One email and three letters were received and included as an Appendix to the Staff Report for Council’s consideration. Council deferred the decision, and requested that Staff hold an Open House, which was held on November 30, 2023. Any person wishing further information relative to Zoning By-Law Number 2024-007 may contact the undersigned. Tanya Daniels Clerk Town of Tillsonburg 10 Lisgar Avenue Tillsonburg, ON N4G 5A5 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-04 (Thames Valley District School Board) Report No: CP 2023-207 Page 539 of 550 L O T 4 0 N83°07'14"ER=125.89A=24.24 SW ANGLELOT 40, RP 714 L O T 4 3 L O T 4 2 L O T 4 1 R E G . P L A N 7 1 4 N11°36'30"W0.70N11°36'30"W 80.01N11°46'20"W 78.63N78°35'30"E 217.97 N79°13'15"E 119.38 N78°11'55"E 122.93 L O T 4 4 L O T 8C O N C E S S I O N 1 2 DEREHAM D R QUARTER TOWN LINESCHEDULE "A" PART LOT 8, CONCESSION 12 (DEREHAM)PART 1 & PART OF PART 2, REFERENCE PLAN 41R-10534TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO RM-11 NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. 2024-007, PASSED THE 23rd DAY OF JANUARY, 2024 TO BY-LAW No.© 10 0 10 20 305 METRES 2024-007 Page 540 of 550 QUARTER TOWN LINECONCESSION ST W DEREHAM DRDENRICHAVE LOWRIECRESWILSON AVEREID STA RN O L D S TKEY MAP LANDS TO WHICH BYLAW 2024-007 APPLIES © 50 0 50 100 15025 METRES Page 541 of 550 Page 1 of 3 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2024-008 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; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to ‘IN2-4’ and ‘IN2-4(H)’ the zone symbol of the lands so designated ‘IN2-4’ and ‘IN2-4(H)’ on Schedule “A” attached hereto. 2. That Section 20.3 to By-Law Number 3295, as amended is hereby further amended by adding the following subsection at the end thereof: “20.3.4 LOCATION: WEST SIDE OF MAPLE LANE, NORTH OF BROCK STREET AND SOUTH OF CONCESSION ROAD EAST, PART LOT 380 PLAN 500, 41R-910, IN2- 4 & IN2-4 (H) (KEY MAP 19) 20.3.4.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any IN2-4 Zone use any lot, or erect, alter or use any building or structure for any purpose except the following: All uses permitted in Table 20.1; a retirement residence; an apartment dwelling. 20.3.4.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any IN2-4 Zone use any lot, or erect, alter or use any building or structure except in accordance with the following provisions: 20.3.4.2.1 PROVISIONS FOR A NURSING HOME 20.3.4.2.1.2 LOT COVERAGE Maximum 37% 20.3.4.2.1.3 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.1.4 NUMBER OF LOADING SPACES Page 542 of 550 By-Law 2024-008 Page 2 of 3 Minimum 1 20.3.4.2.2 PROVISIONS FOR A RETIREMENT HOME 20.3.4.2.2.1 BUILDING HEIGHT Maximum 15.5 m (50 ft) 20.3.4.2.2.2 NUMBER OF PARKING SPACES Minimum 2.5 spaces per 4 beds 20.3.4.2.2.3 LOT COVERAGE Maximum 31% 20.3.4.2.2.4 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.2.5 NUMBER OF LOADING SPACES Minimum 1 20.3.4.2.3 PROVISIONS FOR AN APARTMENT DWELLING 20.3.4.2.3.1 INTERIOR SIDE YARD Minimum 2.4 m (7.8 ft) 20.3.4.2.3.2 LOT COVERAGE Maximum 31% 20.3.4.2.3.3 LANDSCAPED OPEN SPACE Minimum 30% 20.3.4.2.3.4 NUMBER OF LOADING SPACES Minimum 1 20.3.4.3 PURPOSE OF THE HOLDING SYMBOL IN2-4(H) To ensure the orderly development of land identified as potentially contaminated lands is appropriately remediated. Removal of the “H” symbol will occur once a Record of Site Condition is issued for the lands, or an appropriate Risk Assessment prepared by a Qualified Environmental Consultant is prepared, to the satisfaction of the Page 543 of 550 By-Law 2024-008 Page 3 of 3 Town of Tillsonburg and County of Oxford. Removal of the “H” symbol shall be consistent with Section 36 of the Planning Act. 20.3.4.3.1 Permitted Interim Uses: a parking lot; a driveway or loading space. 20.3.4.4 That all the provisions of the IN2 Zone in Section 20.0 to this By-Law, as amended, shall apply, and further that all other provisions of this By- Law, as amended, that are consistent with the provisions herein contained shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ A FIRST AND SECOND TIME THIS 23rd day of JANUARY, 2024. READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of JANUARY, 2024. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 544 of 550 ZN 7-23-09 TOWN OF TILLSONBURG BY-LAW NUMBER 2024-008 EXPLANATORY NOTE The purpose of By-Law Number 2024-008 is to rezone the subject property from ‘Minor Institutional Zone (IN1)’ to ‘Special Major Institutional Zone (IN2-sp) to permit the development of a campus of care consisting of a 3-storey Long Term Care Facility, a 5-storey Retirement Home and a 4-storey Apartment. To facilitate this development, the following special provisions were requested:  BLOCK 1: 3-storey Long Term Care Facility (up to 160 beds). The applicant requested the following special provisions: o a maximum lot coverage of 36.2% where 30% is permitted; o a minimum landscaped open space of 30.1% where 35% is required; and, o one (1) loading space where three (3) are required.  BLOCK 2: 5-storey Retirement Home (up to 150 beds) and 4-storey Apartment Dwelling (up to 50 units). The applicant requested the following special provisions: o a maximum lot coverage of 30.3% where 30% is the maximum; o 30.2% of landscaped open space where 35% is the minimum; o a maximum building height of 15 m for the Retirement Home where 12 m (39.4 ft) is the maximum; o 172 parking spaces for the Retirement Home where 188 is the required number of parking spaces; o an interior side yard of 2.4 m (7.8 ft) for the Apartment Dwelling where 6 m (19.6 ft) is the minimum; and, o one (1) loading space per use.  BLOCK 3: Proposed Holding Provision due to soil contamination to be used for parking and loading. The applicant has requested the following special provision: o relief from the minimum frontage requirement. The subject lands are legally identified as Part Lot 380 Plan 500, 41R-9104, Town of Tillsonburg. The subject lands are located on the west side of Maple Lane, lying between Brock Street East and Concession Road East, and municipally known as 25 Maple Lane, Tillsonburg. The public hearing was held on January 23, 2024. No correspondence or comments from the public was received. Any person wishing further information relative to Zoning By-Law Number 2024-008 may contact the undersigned. Tanya Daniels Clerk Town of Tillsonburg Page 545 of 550 10 Lisgar Avenue Tillsonburg, ON N4G 5A5 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-04 (Tillsonburg LTC Inc. (PeopleCare Inc.) Report No: CP 2024-25 Page 546 of 550 NE ANGLELOT 380, PL 500 L O T 3 8 0 L O T 3 8 1 L O T 3 7 9 IN2-4(H) IN2-4 N78°28'40"E 10.29 N11°42'00"W4.21N11°42'00"W39.70N11°26'35"W36.0740.07N11°28'40"W 58.49N78°17'55"E 126.71 N11°13'15"W 138.67N78°17'15"E 177.92 MAPLE LANEP L A N 5 0 0 SCHEDULE "A" PT LOT 380, PLAN 500PART 1 REFERENCE PLAN 41R-9104,EXCEPT PART 1 REFERENCE PLAN 41R-10139TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO IN2-4(H) NOTE: ALL DIMENSIONS IN METRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. 2024-008, PASSED THE 23rd DAY OF JANUARY, 2024 TO BY-LAW No.© 10 0 10 20 305 METRES ÞIN2-4(H) AREA OF ZONE CHANGE TO IN2-4IN2-4 2024-008 Page 547 of 550 ELGIN ST P ARKWOODDRDEMEYERE AVE TILLSON AVEKING STCONCESSION ST E DURHAM ST BRIDGE ST E QUEENSTBROCK ST EHILLIKERALLEY MAPLE LANEEBERT ALLEYLIS GA R A V E ALEXANDER AVEMAPLE CRTHYMAN ST ARBOR LANE HARRIS ST UNNAMED CORELESSLANEFIRST ST CHRISTOPHERCRT THOMAS AVEFAIRF IELD CRES 9953 KEY MAP LANDS TO WHICH BYLAW 2024-008 APPLIES © 50 0 50 100 150 20025 METRES Page 548 of 550 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2024-009 A BY-LAW to amend By-Law 2023-009 being a by-law to appoint members to Town of Tillsonburg advisory committees. WHEREAS there is a need to appoint members to Town of Tillsonburg Council advisory committees; AND WHEREAS it is deemed necessary and expedient to amend By-Law 2023-009; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT By-Law 2023-009 Section 1 be amended to add the following: Accessibility Advisory Committee  Christine Lamers  Michael Brown Affordable and Attainable Housing Committee  Jean Martin  Shelley Langley Tillsonburg Airport Advisory Committee  David Hillner 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 23rd day of JANUARY, 2024. READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of JANUARY, 2024. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 549 of 550 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-010 A BY-LAW to confirm the proceedings of Council at its meeting held on JANUARY 23, 2024. 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 January 23, 2024, 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. 5. READ A FIRST AND SECOND TIME THIS 23rd day of JANUARY, 2024. READ A THIRD AND FINAL TIME AND PASSED THIS 23rd day of JANUARY, 2024. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 550 of 550