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161024 Council MIN= ATTENDANCE Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Regrets: Councillor Maxwell Adam Staff: David Calder, CAO Donna Wilson, Town Clerk Rick Cox, Director of Recreation, Culture & Parks Kevin DeLeebeeck, Director of Operations Terry Saelens, Deputy Fire Chief Tricia Smith, Deputy Clerk Regrets: Janelle Costantino, Manager of Finance 1.Call to Order The meeting was called to order at 6:00 p.m. 2.Adoption of Agenda Resolution #1 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of Monday, October 24, 2016, be adopted. Carried 3.Moment of Silence The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, October 24, 2016 6:00 PM Council Chambers 200 Broadway, 2nd Floor MINUTES Council Meeting – Minutes, October 24, 2016 - 2 - 4. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 5. Adoption of Council Minutes of Previous Meeting 5.1. Minutes of the Meeting of October 11, 2016 and October 17, 2016 Minutes, October 11, 2016 Minutes, October 17, 2016 Resolution #2 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Minutes of the Council Meetings of October 11, 2016 and October 17, 2016, be approved. Carried 6. Delegations and Presentations 6.1. Volunteer Achievement Award Presentation - Betty Davies Presented By: Mayor Molnar, Special Awards Committee Councillor Stephenson, Special Awards Committee 6.2. Annual Legion Poppy Drive Presentation By: Don Burton, Tillsonburg Legion Mr. Burton presented the first poppy of the 2016 Remembrance Day Poppy Campaign to Mayor Molnar. The Remembrance Day ceremony will be held on Friday, November 11, 2016. The Silent Walk will commence at 10:15 a.m. at the Tillsonburg Legion with the Remembrance Day ceremony to follow at the cenotaph at 10:30 a.m. The Remembrance Day Banquet starts at 5:00 p.m. and tickets are available from the Legion Canteen for $15.00. Council Meeting – Minutes, October 24, 2016 - 3 - 6.3. Report on Global Vision Trade Mission to China Presented By: Emma Cox Delegation request China Mission Report Emma Cox thanked Council for the Youth Leadership Grant funding. Resolution #3 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receive the delegation regarding the Report on the Global Vision Trade Mission to China, as information. Carried 6.4. Tillsonburg Junior A Hockey Team Update Delegation By: Ian Ellis, Owner/GM Delegation Request The Tillsonburg Hurricanes Hockey Club is looking for local families to billet additional players. Resolution #4 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receive the delegation regarding the Tillsonburg Junior A Hockey Team Update, as information. Carried Council Meeting – Minutes, October 24, 2016 - 4 - 6.5. Tillsonburg Kart Club Race Location Presentation By: Dave Chesterman, Club Spokesman President of Chesterman Farm Equipment Inc. Delegation Request Presentation Staff to review options for race site locations and provide a report to council. Resolution #5 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive the presentation regarding the Tillsonburg Kart Club Race Location; AND THAT staff be directed to review the request and to provide a report at a future council meeting for council’s consideration. Carried 7. Planning Information 7.1. Town of Tillsonburg- Revised Community Improvement Plan CASPO 2016-251 CIP Report Draft CIP Text Appendices Mr. Eric Gilbert, Development Planner, County of Oxford, appeared before Council and provided a summary of the Revised Community Improvement Plan and potential incentive programs. Financial criteria would be required within the 2017 budget process to fund incentive programs. A Public Meeting regarding the proposed Community Improvement Plan is being planned for mid-November. Council Meeting – Minutes, October 24, 2016 - 5 - Resolution #6 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive Report CASPO 2016-251; AND THAT staff be directed to advertise a public open house and undertake the required public consultation regarding the proposed Town of Tillsonburg Community Improvement Plan. Carried 8. Information Items 8.1. 1st Call for Nominations - OGRA Board of Directions 2017/18 First Call for Nominations Form Resolution #7 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive item 8.1, as information. Carried 9. Mayor 9.1. MYR 16-10, Update – County of Oxford MYR 16-10 Resolution #8 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive Report MYR 16-10, Update – County of Oxford, as information. Carried 10. Quarterly Reports 10.1. FIN16-30, Third Quarter Financial Results FIN16-30 2016 Third Quarter Financial Results Q3 Actuals - Variance Council Meeting – Minutes, October 24, 2016 - 6 - Resolution #9 Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres THAT Council receive Report FIN 16-30, Third Quarter Financial Results, as information. Carried 10.2. FIN16-31, Finance Third Quarter Results FIN16-31 2016 Third Quarter Finance Department Results Resolution #10 Moved By: Councillor Stephenson Seconded By: Deputy Mayor Beres THAT Council receive Report FIN 16-31, Finance Third Quarter Results, as information. Carried 10.3. DCS 16-33, Building, Planning & By-Law Services Third Quarter Results DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter Report A Public Meeting will be held during the November 14, 2016 Council meeting in regards to new building permit fees. Resolution #11 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report DCS 16-33, Building, Planning & By-Law Services Third Quarter Results, as information. Carried Council Meeting – Minutes, October 24, 2016 - 7 - 10.4. DCS 16-34, Economic Development & Marketing Third Quarter Results Report DCS 16-34 Resolution #12 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report DCS 16-34, Economic Development & Marketing Third Quarter Results, as information. Carried 10.5. OPS 16-29, Operations Services Third Quarter Results OPS 16-29 2016 Third Quarter Operations Services A report on the Airport will be coming to Council at the November 14, 2016 meeting. Resolution #13 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receive Report OPS 16-29, Operations Services Third Quarter Results, as information. Carried 10.6. RCP 16-36 – Recreation, Culture & Parks Third Quarter Results RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results Staff to review the Memorial Park Master Plan for options for the replacement of the dismantled basketball net. Two new street lights are planned for the southwest parking area. Council Meeting – Minutes, October 24, 2016 - 8 - Resolution #14 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receive Report RCP 16-36, Recreation, Culture & Parks Third Quarter Results, as information. Carried 10.7. FRS 16-09, Fire & Emergency Services Third Quarter Results FRS 16-09 Fire Q3 2016 Staff to investigate if the Town receives any reimbursement for attending medical/resuscitator calls. Resolution #15 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive Report FRS 16-09, Fire & Emergency Services Third Quarter Results, as information. Carried 11. Reports from Departments 11.1. Development and Communication Services 11.1.1. DCS 16-35, Offer to Purchase – 8 Hardy Avenue Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue Offer to Purchase Resolution #16 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive Report DCS 16-35, Offer to Purchase – 8 Hardy Avenue; AND THAT a By-law be brought forward authorizing the Mayor and Clerk to execute all documents necessary to transfer the property known as Lot 598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912, Council Meeting – Minutes, October 24, 2016 - 9 - and known municipally as 8 Hardy Avenue, to The Town of Tillsonburg Non Profit Housing Corporation; AND THAT the net proceeds, be contributed to reserves. Carried 11.1.2. DCS 16-36, Branded Merchandise Program Update Report DCS 16-36 Appendix A Staff to provide a follow-up report to council and include additional selection details. Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT motion #17 be deferred. Carried Resolution #17 Moved By: Councillor Esseltine Seconded By: Deputy Mayor Beres THAT Council receive Report DCS 16-36, Branded Merchandise Program Update; AND THAT the RFP, be awarded to Talbot Marketing for a three-year period. Deferred 11.2. Fire and Emergency Services 11.2.1. FRS 16-08, Fire Communications Hanover FRS 16-08 Fire Communications Hanover Hanover Contract Council Meeting – Minutes, October 24, 2016 - 10 - Resolution #18 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report FRS 16-08, Hanover Fire Communications Contract; AND THAT the capital costs incurred be debt financed with a term not to exceed five (5) years; AND THAT Council authorize the Mayor and Clerk to enter into an agreement with the Corporation of the Town of Hanover for the provision of Fire Dispatch and Communications Services; AND THAT a By-law, be brought forward for Council's consideration. Carried 12. Committee Minutes 12.1. Minutes, Cultural Advisory Committee Minutes, July 6, 2016 Minutes, October 12, 2016 12.2. Minutes, Heritage, Beautification & Cemetery Advisory Committee Minutes, October 6, 2016 12.3. Minutes, Town Hall Project Committee Minutes, September 19, 2016 Resolution #19 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT council receive the Minutes of the Cultural Advisory Committee for July 6, 2016 and October 12, 2016, the Heritage, Beautification & Cemetery Advisory Committee for October 6, 2016 and the Town Hall Project Committee for September 19, 2016, as information. Carried Council Meeting – Minutes, October 24, 2016 - 11 - 12.4. Minutes, LPRCA Minutes, August 3, 2016 August 24, 2016 Resolution #20 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receive the Minutes from the Long Point Region Conservation Authority for August 3, 2016 and August 24, 2016, as information. Carried 13. Notice of Motions 14. Resolutions 14.1. AMO Seeks Council Resolution Clerks LTR AP AMO Seeks Council Resolutions 2016-10-06 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine Resolution #21 THAT Council supports the Association of Municipalities of Ontario (AMO) in its work to close the fiscal gap; so that all municipalities can benefit from predictable and sustainable revenue, to finance the pressing infrastructure and municipal service needs faced by all municipal governments; AND THAT a copy of this resolution, be forwarded to AMO. Carried 15. By-Laws By-Laws from the Meeting of Monday, October 24, 2016 Council Meeting – Minutes, October 24, 2016 - 12 - Resolution #22 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson 15.1. THAT By-Law 4048, To authorize the sale of land (8 Hardy Avenue) to the Town of Tillsonburg Non-Profit Housing Corporation; AND THAT By-Law 4049, To authorize an agreement between The Corporation of the Town of Tillsonburg and The Corporation of the Town of Hanover for the provision of fire dispatch and communications services, 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. Carried Resolution #23 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson 15.2. THAT By-Law 4050, To confirm the proceedings of Council at its meeting held on the 24th day of October, 2016, 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. Carried 16. Items of Public Interest The Fall Leaf Collection Program will begin November 7, 2016 and information will be available on the Town website www.tillsonburg.ca. Fencing is in place at the Trottier woodlot for fuel wood removal. Denis Farrell will be recognized as Tillsonburg’s Favourite Son on Sunday, October 30, 2016 at The Bridges Golf Course in Tillsonburg from 2-4 p.m. The public is welcome to attend. Council Meeting – Minutes, October 24, 2016 - 13 - 17. Adjournment Resolution #24 Moved By: Councillor Stephenson Seconded By: Deputy Mayor Beres THAT the Council Meeting of Monday, October 24, 2016 be adjourned at 9:00 p.m. Carried Table of Contents Agenda 3 Minutes, October 11, 2016 Minutes, October 11, 2016 12 Minutes, October 17, 2016 Minutes, October 17, 2016 22 Delegation: Emma Cox - Report on Global Vision Trade Mission to China Delegation request 112 China Mission Report 115 Tillsonburg Junior A Hockey Team Update TOT 159 Tillsonburg Kart Club Race Location Delegation Request 162 Presentation 164 Town of Tillsonburg- Revised Community Improvement Plan CASPO 2016-251 CIP Report 180 Draft CIP Text 186 Appendices 196 1st Call for Nominations - OGRA Board of Directions 2017/18 First Call for Nominations Form 203 MYR 16-10, Update – County of Oxford MYR 16-10 207 FIN16-30, Third Quarter Financial Results FIN16-30 2016 Third Quarter Financial Results 209 Q3 Actuals - Variance 210 FIN16-31, Third Quarter Results FIN16-31 2016 Third Quarter Finance Department Results 215 DCS 16-33, Third Quarter Results DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter Report 217 DCS 16-34, Economic Development & Marketing Third Quarter Report Report DCS 16-34 222 OPS 16-29, Third Quarter Results OPS 16-29 2016 Third Quarter Operations Services 225 RCP 16-36 - Third Quarter Results RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results 228 FRS 16-09, Third Quarter Results FRS 16-09 Fire Q3 2016 232 DCS 16-35, Offer to Purchase – 8 Hardy Avenue Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue 235 Offer to Purchase 238 1 DCS 16-36, Branded Merchandise Program Update Report DCS 16-36 249 Appendix A 252 FRS 16-08, Fire Communications Hanover FRS 16-08 Fire Communications Hanover 271 Hanover Contract 273 Minutes, Cultural Advisory Committee Minutes, July 6, 2016 282 Minutes, October 12, 2016 284 Minutes, Heritage, Beautification & Cemetery Advisory Committee Minutes, October 6, 2016 286 Minutes, Town Hall Project Committee Minutes, September 19, 2016 289 Minutes, LPRCA Minutes, August 3, 2016 291 August 24, 2016 299 AMO Seeks Council Resolution Clerks LTR AP AMO Seeks Council Resolutions 2016- 10-06 305 By-Law 4048, To authorize the sale of 8 Hardy Avenue Offer to Purchase 307 By-Law 4048 318 By-Law 4049, To authorize a Fire Service Dispatch Agreement (Hanover) Agreement - Fire Service Dispatch 319 By-Law 4049 329 By-Law 4050, To confirm the proceedings of Council By-Law 4050 330 2 = 1. Call to Order 2. Adoption of Agenda Proposed Resolution #1 Moved By: Seconded By: THAT the Agenda as prepared for the Council meeting of Monday, October 24, 2016, be adopted. 3. Moment of Silence 4. Disclosures of Pecuniary Interest and the General Nature Thereof 5. Adoption of Council Minutes of Previous Meeting 5.1. Minutes of the Meeting of October 11, 2016 and October 17, 2016 Minutes, October 11, 2016 Minutes, October 17, 2016 Proposed Resolution #2 Moved By: Seconded By: THAT the Minutes of the Council Meetings of October 11, 2016 and October 17, 2016, be approved. The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, October 24, 2016 6:00 PM Council Chambers 200 Broadway, 2nd Floor AGENDA 3 Council Meeting – Agenda - 2 - 6.Delegations and Presentations 6.1. Volunteer Achievement Award Presentation - Betty Davies 6.2. Annual Legion Poppy Drive Presentation By: Don Burton, Tillsonburg Legion 6.3. Report on Global Vision Trade Mission to China Presented By: Emma Cox Delegation request China Mission Report Proposed Resolution #3 Moved By: Seconded By: THAT Council receive the delegation regarding the Report on the Global Vision Trade Mission to China, as information. 6.4. Tillsonburg Junior A Hockey Team Update Delegation By: Ian Ellis, Owner/GM Mark Jones, Tillsonburg Hurricanes Hockey Club Delegation Request Proposed Resolution #4 Moved By: Seconded By: THAT Council receive the delegation regarding the Tillsonburg Junior A Hockey Team Update, as information. 6.5. Tillsonburg Kart Club Race Location Presentation By: Dave Chesterman, Club Spokesman President of Chesterman Farm Equipment Inc. 4 Council Meeting – Agenda - 3 - Delegation Request Presentation Proposed Resolution #5 Moved By: Seconded By: THAT Council receive the presentation regarding the Tillsonburg Kart Club Race Location; AND THAT staff be directed to review the request and to provide a report at a future council meeting for council’s consideration. 7. Planning Information 7.1. Town of Tillsonburg- Revised Community Improvement Plan CASPO 2016-251 CIP Report Draft CIP Text Appendices Proposed Resolution #6 Moved By: Seconded By: THAT Council receive Report CASPO 2016-251; AND THAT staff be directed to advertise a public open house and undertake the required public consultation regarding the proposed Town of Tillsonburg Community Improvement Plan. 8. Information Items 8.1. 1st Call for Nominations - OGRA Board of Directions 2017/18 First Call for Nominations Form Proposed Resolution #7 Moved By: Seconded By: THAT Council receive item 8.1, as information. 5 Council Meeting – Agenda - 4 - 9.Mayor 9.1. MYR 16-10, Update – County of Oxford MYR 16-10 Proposed Resolution #8 Moved By: Seconded By: THAT Council receive Report MYR 16-10, Update – County of Oxford, as information. 10. Quarterly Reports 10.1. FIN16-30, Third Quarter Financial Results FIN16-30 2016 Third Quarter Financial Results Q3 Actuals - Variance Proposed Resolution #9 Moved By: Seconded By: THAT Council receive Report FIN 16-30, Third Quarter Financial Results, as information. 10.2. FIN16-31, Finance Third Quarter Results FIN16-31 2016 Third Quarter Finance Department Results Proposed Resolution #10 Moved By: Seconded By: THAT Council receive Report FIN 16-31, Finance Third Quarter Results, as information. 10.3. DCS 16-33, Building, Planning & By-Law Services Third Quarter Results DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter Report 6 Council Meeting – Agenda - 5 - Proposed Resolution #11 Moved By: Seconded By: THAT Council receive Report DCS 16-33, Building, Planning & By-Law Services Third Quarter Results, as information. 10.4. DCS 16-34, Economic Development & Marketing Third Quarter Results Report DCS 16-34 Proposed Resolution #12 Moved By: Seconded By: THAT Council receive Report DCS 16-34, Economic Development & Marketing Third Quarter Results, as information. 10.5. OPS 16-29, Operations Services Third Quarter Results OPS 16-29 2016 Third Quarter Operations Services Proposed Resolution #13 Moved By: Seconded By: THAT Council receive Report OPS 16-29, Operations Services Third Quarter Results, as information. 10.6. RCP 16-36 – Recreation, Culture & Parks Third Quarter Results RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results Proposed Resolution #14 Moved By: Seconded By: THAT Council receive Report RCP 16-36, Recreation, Culture & Parks Third Quarter Results, as information. 7 Council Meeting – Agenda - 6 - 10.7. FRS 16-09, Fire & Emergency Services Third Quarter Results FRS 16-09 Fire Q3 2016 Proposed Resolution #15 Moved By: Seconded By: THAT Council receive Report FRS 16-09, Fire & Emergency Services Third Quarter Results, as information. 11. Reports from Departments 11.1. Development and Communication Services 11.1.1. DCS 16-35, Offer to Purchase – 8 Hardy Avenue Report DCS 16-35 Offer to Purchase - 8 Hardy Avenue Offer to Purchase Proposed Resolution #16 Moved By: Seconded By: THAT Council receive Report DCS 16-35, Offer to Purchase – 8 Hardy Avenue; AND THAT a By-law be brought forward authorizing the Mayor and Clerk to execute all documents necessary to transfer the property known as Lot 598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912, and known municipally as 8 Hardy Avenue, to the Town of Tillsonburg Non Profit Housing Corporation; AND THAT the net proceeds, be contributed to reserves. 11.1.2. DCS 16-36, Branded Merchandise Program Update Report DCS 16-36 Appendix A 8 Council Meeting – Agenda - 7 - Proposed Resolution #17 Moved By: Seconded By: THAT Council receive Report DCS 16-36, Branded Merchandise Program Update, as information. 11.2. Fire and Emergency Services 11.2.1. FRS 16-08, Fire Communications Hanover FRS 16-08 Fire Communications Hanover Hanover Contract Proposed Resolution #18 Moved By: Seconded By: THAT Council receive Report FRS 16-08, Hanover Fire Communications Contract; AND THAT the capital costs incurred be debt financed with a term not to exceed five (5) years; AND THAT Council authorize the Mayor and Clerk to enter into an agreement with the Corporation of the Town of Hanover for the provision of Fire Dispatch and Communications Services; AND THAT a By-law, be brought forward for Council's consideration. 12. Committee Minutes 12.1. Minutes, Cultural Advisory Committee Minutes, July 6, 2016 Minutes, October 12, 2016 12.2. Minutes, Heritage, Beautification & Cemetery Advisory Committee Minutes, October 6, 2016 12.3. Minutes, Town Hall Project Committee Minutes, September 19, 2016 9 Council Meeting – Agenda - 8 - Proposed Resolution #19 Moved By: Seconded By: THAT council receive the Minutes of the Cultural Advisory Committee for July 6, 2016 and October 12, 2016, the Heritage, Beautification & Cemetery Advisory Committee for October 6, 2016 and the Town Hall Project Committee for September 19, 2016, as information. 12.4. Minutes, LPRCA Minutes, August 3, 2016 August 24, 2016 Proposed Resolution #20 Moved By: Seconded By: THAT Council receive the Minutes from the Long Point Region Conservation Authority for August 3, 2016 and August 24, 2016, as information. 13. Notice of Motions 14. Resolutions 14.1. AMO Seeks Council Resolution Clerks LTR AP AMO Seeks Council Resolutions 2016-10-06 Moved By: Seconded By: Proposed Resolution #21 THAT Council supports the Association of Municipalities of Ontario (AMO) in its work to close the fiscal gap; so that all municipalities can benefit from predictable and sustainable revenue, to finance the pressing infrastructure and municipal service needs faced by all municipal governments; AND THAT a copy of this resolution, be forwarded to AMO. 10 Council Meeting – Agenda - 9 - 15. By-Laws By-Laws from the Meeting of Monday, October 24, 2016 Proposed Resolution #22 Moved By: Seconded By: 15.1. THAT By-Law 4048, To authorize the sale of land (8 Hardy Avenue) to the Town of Tillsonburg Non-Profit Housing Corporation, Offer to Purchase; AND THAT By-Law 4049, To authorize an agreement between The Corporation of the Town of Tillsonburg and the Corporation of the Town of Hanover for the provision of fire dispatch and communications services, Agreement - Fire Service Dispatch, 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. Proposed Resolution #23 Moved By: Seconded By: 15.2. THAT By-Law 4050, To confirm the proceedings of Council at its meeting held on the 24th day of October, 2016, 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. 16. Items of Public Interest 17. Adjournment Proposed Resolution #24 Moved By: Seconded By: THAT the Council Meeting of Monday, October 24, 2016 be adjourned at _____ p.m. 11 = ATTENDANCE Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Regrets: Councillor Maxwell Adam Staff: David Calder, CAO Donna Wilson, Town Clerk Janelle Costantino, Manager of Finance Rick Cox, Director of Recreation, Culture & Parks Kevin DeLeebeeck, Director of Operations Tricia Smith, Deputy Clerk 1. Call to Order The meeting was called to order at 6:00 p.m. 2. Closed Session Resolution #1 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council move into Closed Session to consider: 1. A proposed or pending acquisition or disposition of land by the municipality or local board (Hardy Drive). Carried 3. Adoption of Agenda The Corporation of the Town of Tillsonburg COUNCIL MEETING Tuesday, October 11, 2016 6:00 PM Council Chambers 200 Broadway, 2nd Floor MINUTES 12 Council Meeting – Minutes, October 11, 2016 - 2 - Resolution #2 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Agenda as prepared for the Council meeting of Tuesday, October 11, 2016, be adopted. Carried 4. Moment of Silence The Mayor paid tribute to Olie Mandryk, former member of Tillsonburg Town Council. 5. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 6. Adoption of Council Minutes of Previous Meeting 6.1. Minutes of the Meeting of September 26, 2016 Minutes, September 26, 2016 Resolution #3 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT the Minutes of the Council Meeting of September 26, 2016, be approved. Carried 7. Delegations and Presentations 7.1. National United Church - Child Poverty Initiative Delegation By: Esther Sol, President Irene Gillespie, Member of U.C.W. Karon Harris, Member of U.C.W. St. Paul's United Church - United Church Women Delegation Request The delegates presented each member of council with a doll to raise awareness about children living in poverty. 13 Council Meeting – Minutes, October 11, 2016 - 3 - Resolution #4 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receive the delegation regarding the National United Church – Child Poverty Initiative, as information. Carried Resolution #5 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council move into the Committee of Adjustment to hear an application for Minor Variance at 6:15 p.m. Carried 8. Public Meetings 8.1. Application for Minor Variance- A-12/16- Daniel Couture, 45 Jones Crescent A-12/16 Report Report Attachments Application Form Mr. Eric Gilbert, Development Planner, County of Oxford, appeared before Council and presented Report A-12/16 for the application for Minor Variance. Opportunity was given for comments and questions. The applicant Daniel Couture appeared before council in support of the application. Greg Rumble, appeared before council on behalf of neighbour Isabelle Godo to request that equipment used to construct the pergola not encroach upon her property. No other member of the public appeared in support of or opposition to the application. Council passed the following resolution: 14 Council Meeting – Minutes, October 11, 2016 - 4 - Resolution #6 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT the Town of Tillsonburg Committee of Adjustment approve Application File A-12/16, submitted by Daniel Couture & Marjolaine Campeau, for lands described as Part Lot 81, Plan 41M-182, Town of Tillsonburg, as it relates to relief from Table 5.37.1 - Permitted Projections into Required Yard, to increase the maximum permitted projection of a covered deck into the required rear yard from 1.5 m (4.92 ft) to 2.4 m (7.87 ft) and for relief from Table 5.37.1 - Minimum Setback Between Projection & Lot Line, to reduce the minimum setback between the projection and rear lot line from 7.5 m (24.6 ft) to 4.6 m (15 ft); AND THAT approval is conditional upon the issuance of a building permit for the proposed covered deck within one year of the date of the Committee’s decision. Carried Resolution #7 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council move out of the Committee of Adjustment and move back into regular session at 6:24 p.m. Carried 9. Reports from Departments 9.1. Chief Administrative Officer 9.1.1. Municipal Council Blanket Support Resolution – Feed-In-Tariff Program CAO 16-12 Municipal Council Blanket Support Resolution - Feed-In-Tariff Program CAO 15-09 Moose Power Inc. Solar projects including rooftop, ground and ground-mounted projects need to meet zoning requirements for the municipality. 15 Council Meeting – Minutes, October 11, 2016 - 5 - Resolution #8 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson WHEREAS the Province’s FIT Program encourages the construction and operation of solar generation projects (the “Projects”); AND WHEREAS one or more Projects may be constructed and operated in the Town of Tillsonburg; AND WHEREAS pursuant to the rules governing the FIT Program (the “FIT Rules”), Applications whose Projects receive formal support of Local Municipalities will be awarded Priority Points, which may result in these Applications being offered a FIT Contract prior to other persons applying for FIT Contracts; NOW THEREFORE the Council of the Town of Tillsonburg supports the construction and operation of Projects in the Town of Tillsonburg. This resolution’s sole purpose is to enable the participants in the FIT Program to receive priority points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Projects or any other purpose; AND THAT this resolution shall expire on October 11, 2017. Carried 9.2. Clerk’s Office 9.2.1. CL 16-29 Deputy Mayor Position CL 16-29 Deputy Mayor Position Staff to provide a follow-up report to Council and include public comments on the Deputy Mayor position. Resolution #9 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive Report CL 16-29, Deputy Mayor Position; 16 Council Meeting – Minutes, October 11, 2016 - 6 - AND THAT Council approve in principle, THAT for the next Municipal Election the Deputy Mayor position be removed from the ballot and a Mayor and six (6) Councillors be elected at large. Carried 9.2.2. CL 16-30 Municipal Elections Modernization Act, Bill 181 CL 16-30 Mun Election Modernization Act 2016 Resolution #10 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report CL 16-30 2018, Municipal Elections Modernization Act, Bill 181, as information. Carried 9.3. Development and Communication Services 9.3.1. DCS 16-30 Sign By-Law - Animated Signs DCS 16-30 Sign By-Law - Animated Signs Amended Schedule A: Permitted Sign Use/Property Use Table Section (i) of the By-Law was amended to include the wording “Director of Operations or his/her designate”. Resolution #11 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine THAT Council receive Report DCS 16-30, Sign By-Law - Animated Signs; AND THAT By-Law 4043, to amend By-Law 3798, being a by-law to prohibit or regulate signs in the Town of Tillsonburg, be brought forward for council consideration. Carried 17 Council Meeting – Minutes, October 11, 2016 - 7 - 9.3.2. DCS 16-31 Sign By-Law - Off-Premise Advertising on Animated Signs DCS 16-31 Sign By-Law - Off-Premise Advertising on Animated Signs Resolution #12 Moved By: Councillor Rosehart Seconded By: Councillor Hayes THAT Council receive Report DCS 16-31, Sign By-Law - Off-Premise Advertising on Animated Signs; AND FURTHER RESOLVE THAT the current sign by-law, not be amended to permit off-premise advertising on animated signs. Carried 9.4. Finance 9.4.1. FIN 16-29 OCIF Formula-Based Funding Agreement FIN16-29 OCIF Formula Based Funding agreement Resolution #13 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT Council receive Report FIN 16-29, OCIF Formula-Based Funding Agreement; AND THAT Council authorize the Mayor and Clerk to execute the Ontario Community Infrastructure Fund – Formula-Based Funding Contribution Agreement with Her Majesty the Queen in Right of Ontario; AND THAT By-Law 4044, be brought forward for council consideration. Carried 10. Staff Information Reports 10.1. RCP 16-33 – Jul-Sep 2016 RCP Departmental Activity Reports RCP 16-33 - Jul-Sep 2016 RCP Departmental Activity Reports Jul-Sep 2016 Activity - Recreation Programs & Services Jul-Sep 2016 Activity - Culture & Heritage Jul-Sep 2016 Activity - Parks & Facilities 18 Council Meeting – Minutes, October 11, 2016 - 8 - The transfer of remains from the old Columbaria to the new unit at the Tillsonburg Cemetery is scheduled to take place on Tuesday, October 18, 2016 at 9:00 a.m. Local clergy will be present. The public is welcome to attend and observe. The construction of the Pump track is underway with completion anticipated next week. A grand opening event will take place in the spring. For safety purposes, the public is reminded to stay off the track until the fencing is removed. Resolution #14 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT Council receive Report RCP 16-33, Jul-Sep 2016 RCP Departmental Activity Reports, as information. Carried 11. Committee Minutes & Reports 11.1. Minutes, Airport Advisory Committee Minutes, September 15, 2016 11.2. Minutes, Memorial Park Revitalization Committee Minutes, September 19, 2016 11.3. Minutes, Parks & Recreation Advisory Committee Minutes, September 6, 2016 11.4. Minutes, Special Awards Committee Minutes, September 22, 2016 Dennis Fairall will be recognized as Tillsonburg’s Favourite Son at the Bridges at Tillsonburg on October 30, 2016 from 2:00 to 4:00 p.m. The public is welcome to attend. 19 Council Meeting – Minutes, October 11, 2016 - 9 - Resolution #15 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT Council receive the Minutes of the Airport Advisory Committee for September 15, 2016, the Memorial Park Revitalization Sub-Committee for September 19, 2016, the Parks & Recreation Advisory Committee for September 6, 2016 and the Special Awards Committee for September 22, 2016, as information. Carried 12. Notice of Motions 13. By-Laws By-Laws from the Meeting of Tuesday, October 11, 2016 Resolution #16 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine 13.1. THAT By-Law 4043, To amend By-law 3798, being a By-law to prohibit or regulate signs and other advertising devices and the posting of notices within the Town of Tillsonburg; AND THAT By-law 4044, To enter into an agreement with Her Majesty The Queen In Right Of Ontario as represented by the Minister of Agriculture, Food and Rural Affairs (OCIF-Formula Contribution Agreement), 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. Carried Resolution #17 Moved By: Deputy Mayor Beres Seconded By: Councillor Esseltine 13.2. THAT By-Law 4045, To confirm the proceedings of Council at its meeting held on the 11th day of October, 2016, be read for a first, second and third 20 Council Meeting – Minutes, October 11, 2016 - 10 - 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 14. Items of Public Interest Council extended their thanks to the joint efforts of the Tillsonburg Beautification Working Group and their partners for the planters on Broadway. 15. Adjournment Resolution #18 Moved By: Councillor Hayes Seconded By: Councillor Rosehart THAT the Council Meeting of Tuesday, October 11, 2016 be adjourned at 7:40 p.m. Carried 21 = Attendance Mayor Stephen Molnar Deputy Mayor Dave Beres Councillor Penny Esseltine Councillor Jim Hayes Councillor Chris Rosehart Councillor Brian Stephenson Regrets: Councillor Maxwell Adam Staff David Calder, CAO Donna Wilson, Clerk Janelle Constatino, Deputy Treasurer Rick Cox, Director of Recreation, Culture & Parks Kevin DeLeebeeck, Director of Operations Jeff Smith, Fire Chief Michael Derosches, Manager of Hydro Operations Tricia Smith, Deputy Clerk 1.Call to Order The meeting was called to order at 1:02 p.m. 2.Adoption of Agenda Resolution #1 Moved By: Councillor Hayes Seconded By: Deputy Mayor Beres THAT the Agenda as prepared for the Council meeting of Monday, October 17, 2016, be adopted. Carried The Corporation of the Town of Tillsonburg COUNCIL MEETING Monday, October 17, 2016 1:00 PM Council Chambers 200 Broadway, 2nd Floor MINUTES 22 Council Meeting – Minutes, October 17, 2016 - 2 - 3. Disclosures of Pecuniary Interest and the General Nature Thereof There were no disclosures of pecuniary interest declared. 4. Delegations and Presentations 4.1 Mid-Term Council Update Presented By: Fred Dean Council took a recess at 2:20 p.m. Council resumed at 2:30 p.m. 5. By-Laws 5.1 By-Laws from the Meeting of Monday, October 17, 2016 By-law 4046 To Confirm Proceedings of October 17, 2016 Resolution # 2 Moved By: Councillor Esseltine Seconded By: Councillor Stephenson THAT By-Law 4046, To confirm the proceedings of Council at its meeting held on the 17th day of October, 2016, 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. Carried 6. Adjournment Resolution # 3 Moved By: Councillor Stephenson Seconded By: Councillor Esseltine THAT the Council Meeting of Monday, October 17, 2016 be adjourned at 4:27 p.m. Carried 23 Mid-Term Update Presentation to the Town of Tillsonburg Fred Dean October 2016 24 Introducing Fred Dean Municipal Lawyer & Coach Former Sudbury City Solicitor Acts exclusively for municipalities and municipal associations Chair of ROMA Question Box Panel AMO Facilitator & Trainer Named to Honour Roll in 2007 Webinars Amberley Gavel Closed Meeting Investigations Integrity Commissioner Academy 25 THE AGENDA … Whose Meeting is it? Powers Roles & Responsibilities Accountability & Transparency Meetings Procedure By-law Codes of Conduct On the Horizon Questions 26 A Meeting of Council Powers come from the Province No inherent jurisdiction All powers are exercised by Council By majority By By-law Meetings are open to public except in limited circumstances (section 239) 27 How Powers are Exercised Powers are exercised at a duly constituted meeting Open to the public Notice to the public Quorum Majority vote All members vote 28 Key Documents Procedure By-law Strategic Plan Code of Conduct Annual Budget 29 What have you been elected to do? Job description? Duties/responsibilities that come with your office? Scope of your duties? Limitations & restrictions? 30 Statutory Roles & Responsibilities The Municipal Act, 2001 and updated in 2007 defines responsibilities and duties Council Head of Council CAO Municipal Staff 31 Roles & Responsibilities Members of Council Staff Public 32 Council It is the role of Council to… represent the public and to consider the well-being and interests of the municipality develop and evaluate the policies and programs of the municipality determine which services the municipality provides 33 Council It is the role of Council to… ensure that administrative policies, practices and procedures and controllership policies, practices and procedures are in place to implement the decisions of council 34 Council It is the role of Council to… ensure the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality 35 Council It is the role of Council to… maintain the financial integrity of the municipality carry out the duties of council under this or any other Act 36 In Summary…Council Exercises corporate powers Acts collectively, publicly & with advanced notice No management or administrative functions by members of council, including Head of Council 37 Head of Council “Mayor” “Reeve” “Warden” “Chair” “Lord Mayor” 38 Role of the Head of Council to... preside over council meetings so that its business can be carried out efficiently and effectively provide leadership to the council 39 Role of the Head of Council to... provide information and recommendations to council with respect to the role of council respecting the administrative & controllership policies, practices and procedures in place to implement the decisions of council 40 Role of the Head of Council to... provide information / recommendations to council with respect to the role of council respecting the accountability and transparency of the operations of the municipality, including the activities of the senior management of the municipality 41 It is the role of the Head of Council to... represent the municipality at official functions act as chief executive officer of the municipality (CEO) carry out the duties of the head of council under this or any other Act 42 As CEO the Head of Council shall… uphold and promote the purposes of the municipality promote public involvement in the municipality’s activities 43 As CEO the Head of Council shall… act as the representative of the municipality both within and outside the municipality, and promote the municipality locally, nationally and internationally, and 44 As CEO the Head of Council shall… participate in and foster activities that enhance the economic, social and environmental well-being of the municipality and its residents 45 Head of Council Leadership to council Advisor to council on key matters Effective chair Influence No management powers Municipal “Champion” as CEO 46 Chief Administrative Officer Council may appoint a CAO who reports to Council and shall be responsible for exercising general control and management of the affairs of the municipality Responsible for staff PA performing such other duties as are assigned by the municipality 47 Chief Administrative Officer Appointed by Council Reports to Council Exercises general control and management Primary resource for advice at Council meetings Council needs to hear CAO advice 48 Municipal Staff It is the responsibility of Administration to: undertake research & provide advice to council implement council’s decisions establish administrative practices & procedures to carry out council’s decisions 49 Municipal Staff Primary source of information for Council Reports + Recommendations Advice to members at meeting Substantive Procedural Clerk advises Council on procedural issues Does not decide procedural questions Does not enter into debate Implement Council’s decisions 50 Statutory Officers Appointed by council by-law Have duties under a provincial statute or regulation Council or other staff cannot interfere with the exercise of those powers Examples – Clerk / CBO / Treasurer 51 Whose Meeting is it? Key question that Defines relationships Defines responsibilities Answers procedural questions Determines success of Council 52 Whose Meeting is it? A Meeting of members of Council Majority prevails Votes on substantive matters Votes on procedural issues Votes on conduct of members Votes directing staff Votes on appeal of decision of chair 53 Council should steer the boat rather than row it Council should decide what services and programs the municipality will offer and leave to staff the “how to” Osborne and Gaebler (Reinventing Government) 54 Council/Staff Relations Members should… Expect professional advice Staff are not public officials Respect for each other’s roles Staff should… Expect members to be prepared No micromanagement No interference in day to day operation Harassment free workplace Respect for each other’s roles 55 Making Decisions & Setting Policy Or Manage & Direct Work Roles of Council members & staff are clearly defined in the Municipal Act What is micromanaging? Individual member involving self in day-to-day operations Requests for detailed reports/information from staff 56 Effect of Micromanaging on Organization Resets staff priorities You will be dealt with first Impact on staff morale Majority of Council has duty to control members 57 Members Communications with Staff CAO Protocol is recommended Identify the staff that members deal with My discussions with a Member were later shared with CAO All staff need to know that they should report discussions with members Incivility – OEMC Presentation by Bruce Beakley 58 Workplace Incivility A relatively new phenomenon May have emerged slowly, suddenly or not at all in a workplace But where it has the impact is serious So, what is it? 59 Definition Workplace incivility has been defined as low-intensity deviant behavior with ambiguous intent to harm the target. Uncivil behaviors are characteristically rude and discourteous displaying a lack of regard for others. 60 Subtle Examples asking for input and then ignoring it "forgetting" to share credit for a collaborative work giving somebody a "dirty look" interrupting others not listening side conversations during a formal business meeting/presentation speaking with a condescending tone 61 Overt Examples disrupting meetings emotional put-downs giving dirty looks or eye rolling giving public reprimands giving the silent treatment Insulting others making accusations about professional competence not giving credit where credit is due overruling decisions without giving a reason sending a nasty and demeaning note talking about someone behind his or her back Undermining credibility in front of others 62 Workplace Incivility It is corrosive and leads to workplace distress, lower productivity and higher turnover, all costly and undesirable It is never positive, and has a very negative impact on staff and on the public image of the Council 63 Dealing with it “Decorum” is in procedure by-laws for a reason Role of the Chair Role of other Councillors It is not acceptable to say “everyone knows what Tom/Joe/Mary is like” If unchecked it becomes the norm for the individual 64 How Do Items Get to Council? Staff Members The Public 65 How Do Items Get to Council? Staff Primary source (legislated) Format set by Council in Procedure By-law “Fill in the blanks” It is a staff responsibility Mayor, CAO & Clerk review after agenda set 66 How Do Items Get to Council? Members Announcements Notice of Motion Filed by any member with Clerk Notice of Motion presented at first meeting Motion on agenda of second meeting Transparent & fair process Have staff assist in drafting motions 67 How Do Items Get to Council? The Public Well Defined Delegation Process Members & public should expect rules in Procedure By-law be adhered to Purpose - to provide information to Council Observe 68 At the Meeting Reference to outside source for rules Robert’s, Bourinot, etc Ex Officio Points of Order and Privilege Protocol to protect staff 69 At the Meeting Order of business Staff reports Clear & sufficient detail to make decision Questions by members Before meeting At meeting Declarations of Pecuniary Interest 70 Mayor Leadership to council Advisor to council on key matters Upholds & supports Council decisions Influence No powers to manage or administer Municipal “Champion” as CEO 71 Effective Chair Whose meeting is it? Contrasting responsibilities Traditional Chair Member of Council who participates & votes Participating in the debate – best practice Other powers & Duties in Procedure By-law 72 Effective Chair Personality of Meeting Ensure staff advice is received Make decisions Seek advice from Clerk on rulings if required Duty to uphold Procedure By-law 73 Predictable and Transparent Meetings Predictable meetings? Transparent meetings? No additions to published agenda How can you be surprised? A matter of trust 74 Provincially Imposed Procedural Rules Municipal Act Procedure By-law required Notice to public Minutes – Without note or comment Voting procedures Recorded votes Quorum Head has power to expel 75 Provincially Imposed Procedural Rules Municipal Conflict of Interest Act Quorum Declarations 5 statutory duties imposed 76 Effectiveness at Meetings Be prepared Listen Ask questions in advance Council speaks by Resolution & By-law The majority prevails The lessons to be learned from Dick Dow 77 Dealing with the Media All Members may speak to the media Independent legislators Councillors do not speak on behalf of council The Mayor does Mayor’s duty is to uphold & promote the purposes of the municipality, ie Council decisions 78 Dealing with the Media Staff with limited exception should not be giving interviews If you will be giving an interview – Be prepared Define your key message Always acknowledge that it is Council that made the decision 79 Public Expectations? Deliver Basic Services Effectively and Efficiently Respond to Emergencies Deal effectively with New Issues that arise Contribute to Community Pride 80 Accountable and Transparent Government Policies A & T Policy Duly constituted meetings MFIPPA Code of Conduct Integrity officers Open meetings 81 Meetings – Open or Closed? Key element of Accountable and Transparent Government Members and staff must know legislated rules for holding closed meetings Closed meetings Limited ability to hold closed meetings Subject to review by an Investigator 82 Basic Principles… All meetings of council, local boards and committees shall be open to the public! Meetings may only be closed in circumstances set forth in section 239, Municipal Act Rules apply to council, committees and some local boards 83 Subject Matters at Closed Meetings Section 239 (2) Security of property Personal matter about an identifiable individual Acquisition or disposition of real property Labour relations or employee negotiations 84 Subject Matters at Closed Meetings Section 239 (2) Litigation or potential litigation Advice that is subject to solicitor-client privilege 85 Subject Matters at Closed Meetings Subsection 239 (3.1)… Meeting may be closed if – for the purpose of educating or training the members AND no member discusses or deals with a matter in a way that materially advances the business or decision-making 86 Subject Matters at Closed Meetings Subsection 239 Under another Act Emergency Management Act MFIPPA An ongoing investigation by the Ombudsman or closed meeting investigator [NEW] 87 Public Resolution Required Required before closed meeting can occur Must be passed at an open meeting The Resolution must Acknowledge fact of closed meeting Indicate the general nature of the matter to be considered No additional items!! 88 Votes at Closed Meetings Votes are only permitted for the following - Procedural Matters Direction Adjournment Why are written Resolutions important? 89 Closed Meeting Investigations Any person may request an investigation Whether municipality, local board or committee has complied with section 239 or the procedure by-law in respect of a closed meeting 90 Investigation Request Independent Investigation by Investigator appointed by council Ontario Ombudsman if council has not appointed an Investigator before request received Amberley Gavel Ltd. 91 What is a “Meeting”? Not just a numbers exercise Email Advancing the business Influence Under review 92 Confidentiality Understand your duty Closed meeting documents and deliberations Other documents Duty to maintain confidentiality applies to all Avoid the temptation “Pillow talk” Consequences of breach 93 THE MUNICIPAL CONFLICT OF INTEREST ACT Your personal obligation Governs conduct of members Does not apply to staff Statutory Duty to disclose pecuniary interests and the general nature thereof 94 Pecuniary Interest What is a pecuniary interest? Direct & indirect Parent, spouse, child Corporations Member of a body Employee Partner 95 Member’s Duties If a member has a pecuniary interest: Declare the pecuniary interest State the general nature of the interest Do not: Influence before, during or after the meeting Participate Vote 96 “Do I have a Pecuniary Interest?” “NO” Participate Influence & Vote “Business as usual” “YES” Does a section 4 Exception Apply? “YES” - Participate, Influence & Vote “NO” –Declare Pecuniary Interest –Do NOT Participate, Influence or Vote 97 Conflict of Interest Exceptions user of any public utility service member being entitled to receive any service or commodity on same terms as others purchasing or owning a debenture of the municipality member making a deposit with the municipality or local board, which is or may be returnable to the member in like manner as such a deposit is or may be returnable to all other electors having an interest in any property affected by a work under the Drainage Act or relating to local improvements 98 Conflict of Interest Exceptions having an interest in farm lands that are exempted from taxation being eligible to fill a vacancy in the council or local board when the council to fill such vacancy being a director or senior officer of a corporation incorporated for the purpose of carrying on business for and on behalf of the municipality or local board or by reason only of the member being a member of a board, commission, or other body as an appointee of a council or local board 99 Conflict of Interest Exceptions setting compensation for members of council setting compensation for members of a volunteer fire brigade an interest in common with electors generally interest which is so remote or insignificant in its nature that it cannot reasonably be regarded as likely to influence the member 100 Municipal Conflict Of Interest Act Exceptions – section 4 If exception – business as usual Closed meetings Quorum Can be reduced to 2 members Absence from meeting Declare at next meeting 101 “Where do I find general advice?” Educate yourself Read the Act regularly Book and articles Google Alerts  Staff 102 “I think I have a Pecuniary Interest, what do I do?” Who not to ask for specific advice? Other members Staff Head of Council Who to ask for specific advice? Retain independent legal council 103 “I think you have a Pecuniary Interest, what do I do?” The MCIA is complex Many factors go into analysis Not appropriate to single out member The Act provides a remedy 104 Consequences Court Application By Elector Within 6 weeks of knowledge Up to 6 Years from alleged contravention 105 The Court may find… No breach Breach Breach with Saving Provision Inadvertence Error in judgment 106 Code of Conduct Codifies expected conduct Integrity Commissioner Reports to Council Investigates & recommends to Council Penalties Selecting an IC May be changes coming 107 Training Multi-faceted, highly regulated public organization Training plan for Members Staff (report writing) Committee and local board members Hold training in public when possible 108 Training Meeting procedures Code of Conduct Bill 168 Water Candidates training 109 On the Horizon Legislative Review Municipal Elections Act Municipal Act Municipal Conflict of Interest Act 110 Whose meeting is it? In Conclusion Council controls the destiny of the municipality Makes decisions collectively by majority Controls its members Listens to staff Protects staff Eliminates surprises Creates expectations 111 Council Delegation Request This Delegation Request form and any written submissions or background information for consideration by Council must be submitted to the Clerk's office by the following deadline: 4:30 P.M. ON THE MONDAY PRIOR TO THE REQUESTED MEETING DATE First Name Last Name Street Address Town/City Postal Code Phone Number E-mail Website: Do you or any members of your party require any accessibility accommodations? Yes No If yes, how can we assist? Should you require assistance completing this form, please contact: Deputy Clerk at 519-688-3009 Ext. 3221 or tsmith@tillsonburg.ca Please note that submission of this form does not guarantee the approval of your request for Delegation. The Clerk's office will confirm your Delegation by e-mail after receiving this form. COMPLETE PAGE TWO (2) OF THIS FORM 112 Delegation Information (Must be completed) Desired Council meeting date (Council regularly meets the 2nd and 4th Monday of each month): Subject of Delegation Names of Spokespersons (and positions) Name of Group or Person(s) being represented (if applicable) Brief Summary of Issue or Purpose of Delegation Will there be a Power Point presentation accompanying the Delegation Yes No Have you been in contact with a Staff member regarding the Delegation topic? Yes No If yes, please list the Staff member(s) you have been working with? I acknowledge Delegations are limited to fifteen (15) minutes each: I accept I acknowledge that all presentation material must be submitted by 4:30 pm the Friday before the meeting date: I accept 113 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and maintained for purpose of creating a records that is available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, ON, N4G 5A7, Telephone 519-688-3009 Ext. 3224. 114 M ISSION REPORT CH IN A 2016CHONGQING - KUNMING - CHENGDU - HONG KONG GLOBAL VISION JUNIOR TEAM CANADA CONTACT Amy Giroux Director, Global Vision T +1 888 829 2838 E amy@globalvision.ca FIND US ONLINE WEBSITE globalvision.ca FACEBOOK @GlobalVision.ca TWITTER @myglobalvision CHONGQING, China 2016 115 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 2 W TH E PATH TO LEADERSH IP A Statement of Mission, Vision, and Values e will champion the enterprising spirit of young Canadians in the promotion of Canadian industry and culture, as we receive recognition as a major force in the global marketplace. Inspired by this irrepressible drive to become world-class, we will provide access to national and global networks for young Canadians to acquire the international development, trade and cross-cultural experience to become the next leaders of Canada. Grounded in the enduring principles of integrity, compassion and mutual respect in everything we say and do, we will touch the hearts and minds of Canadians in communities across the land. Reception hosted by the China CITIC Bank | KUNMING, China 2016 JAYSON MTANOS JTC 2016 2016-09-15 116 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 3 fter completing a national outreach and recruitment campaign throughout Fall and Winter of 2015-16, Global Vision selected, out of hundreds of applicants, thirty-five of the nation?s finest young leaders to serve as Junior Team Canada (JTC) Ambassadors representing their communities and country on a trade mission to the People?s Republic of China and Hong Kong Special Administrative Region (SAR). These JTC Ambassadors completed rigorous training in a leadership program that included meeting with members of their business community to promote their interests as mandates for the trade mission. On July 27th, JTC departed Canada for a four-city, seventeen-day mission with the objective of strengthening bilateral trade, investment and people-to-people ties with China. In advance of Prime Minister Justin Trudeau?s official visit to China in September 2016, Junior Team Canada supported our partner?s by engaging Chinese industry, government, civil society and youth leaders to market Canada?s strengths, identify business opportunities as well as gather contacts and market intelligence. In doing so, JTC applied their skill sets to be a competitive advantage for Canada to gain even more access to China. In addition to Hong Kong SAR, Junior Team Canada travelled to the bustling commercial cities of Chongqing, Chengdu and Kunming in Western China in order to identify new opportunities for Canadian enterprises. As Canadian Commercial Consul & Senior Trade Commissioner David Perdue noted, these cities offer niche opportunities for Canadian businesses, perhaps more so than the more saturated coastal markets of Shanghai or Beijing. As well as completing the individual mandates provided by our Canadian partners, JTC focused on investigating opportunities for Canadian businesses in economic sectors with particular growth potential in the Chinese marketplace, such as: agriculture, education, foreign direct investment , information-technology, manufacturing, professional services (law, finance, real estate), and tourism. Throughout our whirlwind mission, Junior Team Canada 2016 uncovered opportunities and established a truly global ?Golden Rolodex' of key stakeholders in China that is already opening new doors for our Canadian partner-enterprises. In this report you will find on-the-ground market intelligence gathered, opportunities identified, and contacts that will be instrumental for any enterprise looking to further their engagement in China. Junior Team Canada, not CEOs or diplomats, but a team of enterprising young professionals dedicated to their communities and country, accomplished this. Now back in Canada, JTC is delivering on mandates set by our partners. Our Ambassadors are committed to sharing their newfound knowledge in communities across the nation and around the globe while they continue to get the experience that matters. A EXECU TIVE SU M M ARY Reception hosted by the Sichuan Ruifeng Investment Management Group and Global Vision | CHENGDU, China 2016 117 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 4118 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 5 Table of Contents Tab le of Con t en t s Ab ou t Glob al Vision an d Ju n ior Team Can ad a M essag e fr om t h e Pr esid en t For w ar d fr om Ju n ior Team Can ad a Am b assad or s Reg ion al B r iefin g s Ag r icu lt u r e, Food & B ever ag e Pr od u ct s Professional Services Ju n ior Team Can ad a 2 0 1 6 5 6 7 8 9 13 16 26 39 Law 30 Finance 26 Foreign Direct Investment 28 Real Estate 31 M an u fact u r in g 32 I T E M PAGE E con om ic D evelop m en t 18E d u cat ion 23In for m at ion Tech n olog y Par t n er s 41 Tou r ism 35 D oin g B u sin ess in Ch in a 38 Stone Forest | KUNMING, China 2016 Stone Forest | KUNMING, China 2016 CHENGDU, China 2016 CHENGDU, China 2016 119 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 6 ABOU T GLOBAL VISION AN D JU N IOR TEAM CAN ADA JTC ambassadors at the Chengdu Research Base of Giant Panda Breeding, CHENGDU, China 2016 connections between business, government and community. The JTC program has trained well over 30, 000 young Canadians on missions to over 30 countries on 6 continents. Today, graduates of JTC can be found in leadership positions in business, government, education and civil society organizations in Canada and around the globe. Over the past 25 years, Global Vision has built a legacy as an innovator by providing global education to youth worldwide. During this time, it has been repeatedly recognized for its work by governments, education and business leaders. Most recently the Globe & Mail recognized Global Vision as one of the Top Ten Entrepreneurship Programs for Young Canadians. Global Vision is a national not-for-profit registered Canadian charitable organization founded in 1991 by former educator, Member of Parliament and Member of the Order of Canada, Mr. Terrence Clifford, C.M. Global Vision engages enterprising young Canadians aged 16-25 through education and hands-on experiences to develop as leaders that can and do make a difference in their communities, to Canada and the world. Junior Team Canada (JTC) is the flagship program of Global Vision. JTC allows enterprising youth to learn about Canada?s trading partners through a ?boots on the ground? experience promoting Canadian industry and culture in foreign markets. JTC differentiates itself by providing youth with real-world experiences to make meaningful ABOUT GLOBAL VISION ABOUT JUNIOR TEAM CANADA 120 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 7 I A M ESSAGE FROM TH E PRESIDEN T am delighted to introduce the 2016 Junior Team Canada (JTC) Ambassadors on the Trade Mission to China. Global Vision?s mission is to promote Canadian industry and culture. The team members represent every region of Canada and were selected from a national competition with hundreds of participants. These enterprising youth have secured both financial support and mandates from their communities. Collectively they represented the interests in several sectors of the economy for a variety of enterprises. In the twenty-six years of this program, I have seen the positive efforts and contributions of these JTC Ambassadors in hundreds of communities across Canada. They touch the hearts and minds of all those they encounter, both at home and abroad. A special thank you to the officials of the Department of Global Affairs, to our sponsors and to so many supporters in the communities of Canada: governments, community organizations, citizens and businesses. Your faith in these delegates - Canada?s next global leaders- is very much appreciated. Best Wishes, ? Terry Clifford Order of Canada President, Founder Global Vision 26th Anniversary Tour 121 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 8 FORWARD FROM JU N IOR TEAM CAN ADA AM BASSADORS A s ambassadors, we each take on the role of a spokesperson for our partners, our cities, our regions, our provinces, and our nation. As we moved through China, our team grew stronger together - cultivating our skills, attributes and abilities to connect with the right people in the right places, and prepare this valuable report for our partners. During our journey together, we used every waking moment on the ground to full our mission to promote international partnerships between Canada and China. In each city, we leveraged our connections at the consulates to connect with business executives and professionals in order to deliver for our partners. As youth ambassadors, not CEOs or senior managers, we had the opportunity to instigate trade deals and initiate future partnerships between businesses in China and Canada. As we were promoting Canadian businesses and our nation?s economy, we were in turn getting the on-the-ground experience that matters to develop ourselves as tomorrow?s international leaders. We live in the first generation that has the opportunity to form face-to-face international relations and easily retain and develop our rolodex through modern technology. On our first full day on the ground in Chongqing, we explored the city of 33 million with students and young leaders. In each successive city we built on these friendships and our own cultural understanding to continue to add to our united rolodex. The formation of enduring relationships between Chinese- Canadian youth leaders will undoubtedly be a game changer in the future relations of our countries. The end goal is to develop new bridges between our economies through networks of emerging leaders. Sustainable international partnerships are built on relationships that allow key players at all levels to feel the pulse of their partners? economies. JTC ambassadors have developed these meaningful relationships, and we invite you to watch as we build bridges between our nations in the decades to come. JTC ambassadors at the Toronto Pearson International Airport, TORONTO, Canada 2016 122 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 9 REGIONAL BRIEFINGS plants were relocated from Eastern China to Chongqing during the war, which ultimately transformed the city from a small inland port to a heavily industrialized city. To this day, it still continues to grow. On February 8, 2010, Chonqging was designated as one of the five National Central SLASH Core cities, with the other four being Beijing, Shanghai, Guangzhou, and Tianjin. These cities are in charge of leading, developing, and performing tasks in political, economic, and cultural aspects. Chongqing has a significant impact on its surrounding cities on modernizing services in fields such as infrastructure, finance, education, and urban planning. Chongqing?s competitive advantages are threefold. First, as the Chinese population continues its rapid transition from rural to urban living;3 half a million migrants pour into the city every year. This influx of low-cost labour strengthens the foundation for a thriving manufacturing industry, and drives further economic activity as Although Chongqing receives little global recognition in comparison to its neighboring cities of Beijing, Guangzhou, and Shanghai, it is still a significant trading port for the Chinese economy. With a rapidly growing population of 30 million people, combined with its strategic location at the top of the Yangtze River in South Western China, Chongqing is an ideal industrial, transportation, and logistics hub for domestic and international consumption. Indeed, the strong sustained growth of Chongqing?s large manufacturing and transportation base is fueled primarily by domestic consumption; in sharp contrast to the country?s historic reliance on exports to support its primary sector. During World War II, Chongqing served as the provisional capital of the Republic of China. Due to its mountainous environment and surrounding waterway, Chongqing was an effective natural war camp base. Many factories, universities, and manufacturing CH ONGQING HONG KONG, Chinese special administrative region 2016 123 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 10 scorching in the summer as compared to other major Chinese cities, giving it the title of the City of Eternal Spring. In the city, we can see a greater awareness for the environment and for keeping their air clean, with various advertisements placed throughout the city as well as a tendency for a majority of citizens to ride mopeds and bicycles rather than utilize a vehicle, thereby reducing their carbon footprints. With a population of 6.58 million people, more populous than the entire Greater Toronto Area, it is one of the most culturally and ethnically diverse areas in the People?s Republic of China. There are nearly 26 different ethnicities represented and a strong Muslim presence, considering that the first ruler of the city was Muslim. With a Gross Domestic Product (GDP) of $66.56 million CAD and a GDP per capita of $10,147 CAD, it is clear that the city is growing exceedingly fast economically, welcoming Foreign Direct Investment (FDI) from several countries including their major trading partners of Chile, Vietnam, Myanmar, and Laos, approving 56 foreign investment enterprises for a total of $2.33 million CAD. This was on top of a booming tourism sector, with approximately 55 million tourists being attracted to the city in 2013, continuing to grow by 20% every year. The city has been more innovative than most in recent years, and is looking to improve public transportation by greatly expanding subway systems, with construction looking to be complete within the next two years. Additionally, their ambition has no limits as plans for the Eye of Spring gain approval to go ahead, what they claim will be the tallest building in the world. It is safe to assume that there lie plenty of opportunities for Canadian industry and culture to flourish in such a prosperous and welcoming city. The city of Chengdu is the economic, cultural, financial, and political centre of the Sichuan Province, is also home to over 35 million people, and counting! The capital of this province is also the most prosperous and affluent city in Southwest China, as it holds many opportunities for Canada companies in a myriad of sectors, including manufacturing, tourism, media, and many more! As a central city for at least 2000 years, Chengdu's influence gradually expanded from the Sichuan basin to Western China. At its height, Chengdu was named "One of the Five Metropolis" in China. Chengdu was also the birthplace of the first widely used catalysts for increased construction and infrastructure investment. Second, Chongqing has benefited immensely from the central government?s focus on the development of inland cities, and the transition from an export economy to an economy powered by domestic consumption. The policies that accompany this second wave of developmental strategies include tax breaks, special economic zones, and investment in infrastructure. Third, and perhaps the most crucial for Chongqing?s future, is the city?s geographic position within China. Chongqing?s location on the Yangtze River places it at the top of China?s most important internal artery, with direct access for ships up to 10,000-tonnes straight to the Lianglu Cuntan Bonded Port in downtown Chongqing. A designated special economic zone specifically designed for international trade, Lianglu Cuntan is China?s only inland bonded port with a capacity of 2 million TEUs annually. The port actively partners with Chinese e-commerce platforms like T-mall and TaoBao to market high end foreign products to urban consumers, and is a unique window for Canadian companies who are looking to export consumer goods to inland China. Kunming, the capital city of Yunnan province, is located in Southwest China, and acts as the cultural, economic, and political hub of Yunnan. Its unique location gives it a pleasant low-latitude monsoon climate, being neither cold in the winter nor KUNM ING CH ENGDU CHONGQING, China 2016 124 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 11 destination for foreign direct investment. There are also more than half of the Fortune 500 firms have some form of presence in Chengdu, with a particular emphasis on the financial and high-tech industries. On the consumption side, rising incomes and increasing western presence are creating significant opportunities for Canadian exports. Local residents are keen to try imported products, and are willing to pay a premium for quality, reliability, and food safety. Chengdu, the capital city of Sichuan Province, is the economic, cultural, financial and political center of Sichuan Province. The most prosperous and affluent city in Southwest China, it holds many opportunities for Canadian companies particularly in the agricultural products and services sectors. From the vibrant colors of the city lights, to the numerous opportunities for economic development, Hong Kong offers a high quality living style and thriving business environment. Since the end of the First Anglo-Chinese War in 1842, the United Kingdom had a perpetual lease over the Crown colony of Hong Kong Island, and later the Kowloon Peninsula in 1860 after the Second Anglo-Chinese War. In 1898, Britain and China signed a 99-year lease in which the British government agreed to transfer sovereignty of Hong Kong to China in 1997. To this day, Hong Kong remains under the "one country, two systems" principle: its political system is separate from China, except in the defense and foreign affairs departments. Thus, Hong paper money in the world (Northern Song dynasty, around 960 AD). The city has a vast military history, more recently, during the Chinese Civil War, Chengdu was the last city on the Chinese mainland to be held by the Kuomintang. President Chiang Kai-shek and his son Chiang Ching-kuo directed the defence of the city from Chengdu Central Military Academy until 1949, when the city fell into Communist hands. The People's Liberation Army took the city without any resistance after a deal was negotiated between the People's Liberation Army and the commander of the KMT Army guarding the city. On December 10, 1949, the remnants of the Nationalist Chinese government evacuated to Taiwan. Lead by China?s broad ?Go West!? development plan, the city is undergoing tremendous changes and rapid economic development to establish itself as the logistics and distribution center for the Western regions of China. Highlights in infrastructure include: the Eurasian Continental railway connecting Sichuan Province to European and Central Asian markets; Chengdu Shuangliu International Airport serving nearly 40 million passengers and 50 international destinations; and numerous logistics parks and special economic areas, including a bonded logistics center in a high-technology development zone. There is also a tremendous supply of high quality human capital available in Chengdu, with 43 universities, 184 research institutions, and 1.3 million scientists. In combination with the logistics capabilities and the high standard of living, Chendgu has risen to become the number one preferred H ONG KONG CHONGQING, China 2016 125 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 12 Kong's independence allows for high economic potential and diverse competitive advantages. The first is its geographic advantage. Hong Kong is a city surrounded by bodies of water. This positioning facilitates shipping between countries and allows Hong Kong to further develop its economy through imports and exports. In addition, the bodies of water around Hong Kong provides supply for its fishing industry, which allows for seafood exports around the world. Additionally, its physical location has allowed Hong Kong to establish a logistics and transportation hub that includes the world's busiest airport for international cargo. Hong Kong International Airport is also conveniently connected to half of the world's population within a five hour flight. The second advantage is its advanced development in the finance and professional services sector. Hong Kong has a rapidly growing service-based economy characterized by low taxation and free trade. Almost every major bank in the world has offices in Hong Kong and the opportunity for finance related job offerings or projects is enormous in Hong Kong. Finally, Hong Kong?s government system gives the city a huge competitive edge in economic development. Unlike China, Hong Kong?s government is much more democratic and free. Such a system means that foreign trade in Hong Kong would be easier than trading in mainland China because there are less restrictions and paper work. Hong Kong was voted the world?s freest economy consecutively for multiple years. Starting a company in Hong Kong takes less than a day, whereas in China, it could take up to six months. For this reason, Hong Kong often acts as an intermediary between China and the rest of the world. Companies would open branches or invest in Hong Kong to gain access to the Chinese market. This political system is a key factor for Hong Kong?s rapid development over the past years. ''Starting a company in Hong Kong takes less than a day, whereas in China, it could take up to six months.'' CHONGQING, China 2016 126 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 13 in their marketing strategy and product labelling to benefit from Canada?s high quality reputation in China. Provincial recognition should not be considered with that respect, as they are not associated to Canada by consumers. Another key strategy to improve branding would be to set up a distribution center in Canada has a worldwide reputation for quality, safety and healthy food products, thanks to our strict federal food safety regulations. With the recent incidents and growing concerns for health and air pollution, China?s middle class have a new appreciation for organic products without artificial additives. As a result, exporters should consider including Canadian symbols AGRICULTURE, FOOD AND BEVERAGE PRODUCTS 3 | BUSINESS REPORT Tea exhibition in CHONGQING, China 2016 TH E CANADIAN BRAND Sum m ary A s a consequence of the rapid development of Southwest China, the rise of wages and standards of living intensify the demand for imported foods and higher-end products. The middle class has reached a more stable financial situation and combined with the increased awareness for health concerns, Chinese citizens are willing to pay more for food-safety and quality. While there remains a fierce competition from other countries such as Australia and New-Zealand, there are several opportunities for Canadian exports of livestock and genetics, seafood, feed and processed food and beverages. 127 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 14 sales in the Chinese market being carried out online, more and more companies and consumers are turning to this convenient alternative that can be carried out in real-time. Although middle class consumers have a greater disposable income in booming cities such as Chongqing, Chengdu and Kunming, they are still interested in getting the lowest price for premium products. Through e-commerce, customers can learn more about the features of the products and relate to the Canadian brand. These consumers have an increased willingness to purchase quality products as they know where they come from and there is less risk of knockoffs. E-commerce provides Canadian companies a unique opportunity to introduce niche products to the Chinese market and enables them to oversee their sales. Through e-commerce, many platforms offer companies the opportunity to tailor the application to monitor data analytics specifically for their products, allowing companies to implement strategies to improve efficiency. A supply and demand analysis on products makes it easy to see where prices can be increased or decreased. This is also a way for companies to avoid stocking shelves overseas, only to undersell. In order to develop in a sustainable manner, China is building its export and import framework around a growth model driven by domestic demand and consumption, straying away from an export-led economy. With this in mind, as well as the rise of recent concerns in regards to the spread of illnesses and diseases, China?s trade regulations have become much stricter with respect to specific foods and products. With that being said, enterprises looking to export to China must have a concrete understanding of the Hong Kong. While under the principle of ?one country, two systems?, Canadian companies can further benefit from the high quality reputation of Hong Kong as well as its more transparent tax and legal systems. In addition, translation into the local language should be considered to better inform the consumers about the advantages of specific products. The rapid increase in the middle class has presented new opportunities for niche, and high-end products sold in higher-end supermarkets. Canadian companies need to focus more on tapping into this market as many Canadian products are considered high quality and high-end in China. There are many alternatives for common agricultural products such as vegetables, fish, and meat. However, the higher end products that are attributed to Canada as an origin, such as ice wines and ginseng root sell for a high price, have less competition, and therefore have a higher return on investment. Each year, Chengdu is the official city for China Food and Drinks Fair. Distributors and general visitors from all over Asia travel to this regional exposition to gather ideas and products to bring back into their local markets. Representation in this and similar events should be considered to increase awareness and promote specific products in Asia. China?s e-commerce market is a major trend that has grown by 50% per year since 2011, and is expected to be worth USD $1 trillion by 2019. With more than 35% of H IGH ER-END PRODUCTS FAIRS TH E EM ERGENCE OF E-COM M ERCE REGULATIONS CHONGQING, China 2016 JTC Ambassadord at a tea meeting in CHONGQING, China 2016 128 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 15 nature of China?s trade regulations and certifications, which can be complex and overlapping for certain products. Different foods and categories fall under different regulation processes, with a variety of certifications, licenses, and quotas exported goods must follow. There are three classes of products: free imports, restricted imports, and prohibited imports. Freely importable goods are the least regulated category of goods and, in most cases, can be imported into China without restriction. However, selected items require an automatic import license that is granted to all companies who apply. The license enables the Chinese government to monitor the imported amounts of certain products. As for restricted imports refers to imports where the importer must apply for and obtain an import license, a quota import license, a tariff quota license or any combination of these. According to Chinese legislation, only goods under quantitative restriction by way of quotas and goods under restriction by way of necessary licenses are considered ?restricted?. Goods under tariff-rate quotas are not considered ?restricted?. Although China has been reducing the amount of paperwork required for imports since joining the WTO, an importer must receive approval in the form of an import license from MOFCOM before importing certain goods. Obtaining the proper registration and license is the responsibility of the importer. It is important to verify whether your product requires an import license prior to shipping the product. If goods are imported without the required import license, Chinese customs authorities may confiscate the goods. Examples for goods restricted by way of import license are steel, wool and natural rubber. It is thus crucial for companies to be aware of the nature of these requirements, as well as keep up to date with them so that changes and fluctuations in the laws may not interfere with the company?s Chinese operations. ''There are three classes of products: free imports, restricted imports, and prohibited imports.'' KUNMING, China 2016 CHENGDU, China 2016 CHENGDU, China 2016JTC Ambassadors at a tea meeting in CHONGQING, China 2016 129 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 16 have finical aid for start-up companies and as a result entrepreneurship fails a majority of the time. Government policy would have to change in order to support entrepreneurship. As a result of this improvement foreign investors may want to invest Into Chinese businesses. One of the best things in terms of economic development has going for it is its population and growing middle class. With a high population at around 24 million people, that makes the local consumer market more prosperous combined with the fact that more of the population is moving into and staying in the middle class. This allows them more disposable income allowing them to strengthen the market for local consumer goods in Chongqing. Kunming is located in the Yunnan province in China. This city is known to be home to over twenty six minority groups in China. Jeff, a student at Yunnan University, n the last decade, Chinese investors have accumulated their fortune very rapidly as a result they are not sure how to manage that much money. This is similar to a high school graduate in a full time job as they work for the first time. They are not use to the money they are receiving so they spend a lot of it as disposable income. They should be saving their money in case of emergency or economic recession. One of the reasons China does so well besides being a major player when it comes to exports; they also invest in companies that are abroad and in different companies. This can be good as if the company is successful at a steady rate this is seen as a good investment; however other countries take notice of this strategy and hesitate to invest in Chinese companies, particularly start-up businesses. Canada is hoping to find companies in China, Chongqing specifically but the business systems are not as advanced as some other strong economic countries. It doesn?t help that government policy does not I ECONOMIC DEVELOPMENT HONG KONG, Chinese special administrative region 2016 130 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 17 slowing a bit in recent years but claims that the service sector is still very strong. Tourism is one of the pillars of Chengdu?s service sector. Tourism makes up at least 20% of Chengdu?s GDP. Chengdu has so many huge companies and well developed buildings that it makes it a tourist spot as people love seeing bright lights on tall buildings at night. Hong Kong has been ranked as the world's freest economy in the Index of Economic Freedom of Heritage Foundation for 20 consecutive years, since its inception in 1995. The index measures restrictions on business, trade, investment, finance, property rights and labor, and considers the impact of corruption, government size and monetary controls in 183 economies. Hong Kong is the only one to have ever scored 90 points or above on the 100-point scale in 2014 Index. As one of the world's leading international financial centres, Hong Kong's service-oriented economy is characterized by its low taxation, almost free port trade and well established international financial market. Hong Kong raises revenues from the sale and taxation of land and through attracting international businesses to provide capital for its public finance, due to its low tax policy. According to Healy Consultants, Hong Kong has most attractive business environment within East Asia, in terms of attracting foreign direct investment. Many of the residence think the living costs in Hong Kong have increased over the years dramatically. A local suit shop claimed that the shop?s main source of clientele is people foreign to Hong Kong. Muhammad, a worker at a shop, claims that local business has been poor due to the economic output locally. has talked about the opportunity to economically develop Kunming. ?The sector that is carrying Yunnan is agriculture. Rice and vegetables mainly are the highest selling products. There are farms all outside of Kunming and cover most of the Yunnan province.?? Although agriculture may be Yunnan province?s economic driving force, they still have need to development. Another huge sector that is very important to Kunming is tourism. The service industry accounts for 49.9% of the city?s total GDP. Within this industry, tourism has been an important pillar business wise for Kunming. Foreign trade has also been good for Kunming as it has reached nearly 20 billion US in years past. Tourism, foreign trade and agriculture are the pillars that are holding up Kunming and making it economically a good location to be in. Poe, a University professor at the Minority University, explained that in tourism the minority groups make up about 30% of the tourism market in the Yunnan province of China. Chengdu has eight pillar industries, namely, electronic information, food processing (including tobacco), machinery (including automobile and aerospace), petrochemical, metallurgy, auto, building materials and light industry. The service sector has surpassed the industry sector as the dominant contributor to Chengdu?s economy since 1991. The service sector is so strong that it account for about 50% of Chengdu?s GDP. Mark, an entrepreneur, says that the service industry seems to be BUSINESS REPORT | 6 ''Hong Kong has been ranked as the world's freest economy.'' JTC Ambassadors from the left; Jayson Mtanos, Maria del Mar Cuevas, Emma Cox and Kaitlyn Kitzan | CHENGDU, China 2016 131 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 18 behind direct competitors: the US, the UK, and Australia. To gain the competitive advantage in a highly saturated market, Canadian institutions must first ?sell? Canada and second ?sell? their school. Based on reputation there are three reasons why international students choose Canada : 1. A safe country, with a stable parliamentary democracy. 2. A tolerant and non-discriminatory society. 3. Consistent, high-quality education across the country. According to CBIE 95% of international students recommend Canada, and 91% are satisfied with their experience. Mr. David Perdue, Consul and Senior Trade Commissioner, claims that as income rises in the South West of China there is even greater demand for Canadian education fforts made by the Canadian Government demonstrate serious steps toward the strengthening of ties between China and Canada. These efforts present a real opportunity for Canadian educational institutions to penetrate the Chinese market even further. In March of 2016, amendments were made to the Canadian Immigration Act bringing greater ease for international student graduates to apply for permanent residency . This August the Minister of Immigration, John McCallum, visited China to lobby for the opening of 3 additional visa application centres in the People?s Republic of China . This shows even greater promise for those institutions outside of the Canadian ?hotspots? (Vancouver and Toronto) as the efforts will be focused on spreading new immigrants across the country. Canada?s trading relationship with China continues to develop, yet popularity amongst the Chinese, in terms of where eligible students choose to study abroad, still lags E EDUCATION KUNMING, China 2016 132 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 19 programs. When applying to international educational institutions, the biggest hurdle remains the English language barrier. This also remains the primary barrier to success for Chinese students studying in Canada. Parents are seeking opportunities for their children to learn the English language at a younger age, while being exposed and integrated into Western culture . Canada has seen the development of many English as a Second Language schools, programs, and camps; as well as pathway partnerships and Homestay networks to address this need. This includes preparatory programs or extra-curricular activities which will add to their student?s resume/application . Ms. Helena Wang of Whikleys Consulting says the two most common reasons as to why students choose to study in abroad/in Canada are: 1. The student was unable to succeed within the Chinese public education system and to be admitted into the top-tier Chinese institutions. 2. That the student is academically exceptional and is determined to study at one of Canada?s top institutions. Chinese schools practice a rote-style of teaching based heavily on memorization. To be successful students must undergo rigorous testing, the Gaokao, which will determine their eligibility for further national education . In Chongqing alone, there are approximately 1.7 million students serviced by 258 high schools. These two factors are also major drivers for students to select Canada as their educational destination of choice. In Canada, we do not require our students to complete rigorous standardized testing like the Gaokao or the SATs to attend university. due to the following key benefits : 1. Academic credentials are valued worldwide. 2. High quality education. 3. A stimulating and innovative research environment. A weighing factor for students and families may also be the overall cost of education. This offers Canadian institutions an advantage; although the pound value decrease, due to ?Brexit?, and the option for students to graduate with a bachelor?s degree in 3 vs 4 years does grant the UK equal appeal. In this case, it then becomes important to note that Canadian schools offer the benefit of flexibility; giving students the freedom to change their degrees/majors without sacrificing credits . From 2010 to 2014 the percentage of all international Chinese students who held a certificate below high school level experienced a 50% increase, jumping from 20% to 30% . More Chinese students are studying abroad each year and the average age of these students is decreasing. There are two titles that secondary and post-secondary institutions must be aware have a negative perception in China: Private and College . Private institutions are often untrusted as they are assumed to be unstandardized and non-government regulated. In addition, it is assumed that students who are attending private school are ?paying? their way through education. The title of College is still considered taboo in China as it too is viewed as less challenging and of lower quality when compared to university. However, institutions like Sheridan College are beginning to shift this perception through promotion of their exceptionally strong CH OOSING INTERNATIONAL Yunnan University | KUNMING, China 2016 133 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 20 4. Form Education Institution partnerships. 5. Align efforts and use the trade commissioner services. Having a consistent and established presence in China is the most effective way to recruit students. Chinese value relationships: networking with educational professionals in China and establishing relationships with prospective students and parents is invaluable . The Chinese market also presents a unique culture and demanding consumer. Agencies remain the most effective tool for purposes of recruitment. Agents are considered ?experts? in placement; they know how to position and sell education. Their deep understanding of the market, established reputations and networks, and standardized practises make the process much more effective. In particular, they are the best option for institutions with limited global brand awareness. To ensure that agencies hired are reliable and have a high degree of integrity, it is recommended that you select those who: 1. Have been approved by the Chinese Ministry of Education and BOSSA-COSSA certified . 2. Have worked/studied in or visited Canada. 3. You have an established relationship with. For many students this is appealing. In China, parents still remain the target market as they are the primary decision-markers. The benefits of studying within Canada do not always overcome the barriers existing from the perceptions of this target market. Dr. Sheen Lou, Director and Chief School Counselor of Kunming No. 1 High School, confirms that parent?s primary concerns remain: labels, ranks, and associations. To cater to international education, market materials must be provided in Mandarin . Additionally, institutions must show excellence in one or more areas. This may include: academic programs, research, student satisfaction, etc. It is also highly recommended that institutions monitor and promote their international student retention rates. Data providing proof of students? success is highly sought and valued in the Chinese market . Mr. David Perdue, Consul General and Senior Trade Commissioner, indicated that educational institutions should capitalize on the ?early-mover? advantage in South West China. JTC consolidated a list of the ideal tactics with the objective of building brand awareness and recruiting more students: 1. Implement on-the-round, satellite recruiter or office. 2. Hire government-approved recruitment agencies. 3. Capitalize on social proof/world-of-mouth and inbound marketing. RECRUITM ENT OF CH INESE STUDENTS M ARK ETING AGENCY PARTNERSH IPS IN-M ARK ET PRESENCE JTC Ambassadors at Yunnan University Campus | KUNMING, China 2016 134 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 21 M AJOR CH ALLENGES IN SELECTION AND TIPS Institutions are encouraged to work with both the trade commissioner services in their cities as well as the Education Trade Commissioners in South West China. These are resources with highly qualified employees, who are well versed in the market and should to be capitalized on. Participating in the Recruitment Tour ? SelectCanada Canadian Universities Mission to Southwest China, the ?Study in Canada: Fair in Hong Kong?, the Recruitment Fair or Tour in China, SelectCanada Graduate Studies, and more is a clear way to increase appeal. Challenges 1. Many international programs lack in quality as their educators are Chinese natives with limited teaching and language skills. 2. After graduating high school many Chinese students will spend a year strictly studying to complete English Language Exams (TOEFL). This does not guarantee proficiency. Implement your own screening process,including a standardized test and/or an interview. 3. Agents may capitalize on contracts by advertising that an institution endorses their organization, that they have aligned their efforts and/or that they can guarantee admittance into highly sought-after institutions . With limited resources, institutions should utilize their most valuable asset: human capital. Recruiting your current students and alumni to share their stories and experience can go a long way in the Chinese community. It is recommended institutions leverage social media platforms such as WeChat and Weibo for these guerrilla marketing tactics. Chinese are interested in establishing mutually beneficial relationships. According to the Consulate General?s Trade Office in Chengdu , there are Chinese schools of all levels interested in signing MOUs; creating exchange programs and/or ?sister school? partnerships. In 2012, a surge of school boards and institutions expressed a desire to move forward with partnerships but lack of results and action have left them hesitant. To be successful in establishing these agreements Canadian institutions must have a clear vision for the relationship, their objectives must also outline tangible results and value must be brought to both parties. In 2015 there were 120,000 Chinese students studying in Canada and 3, 585 Canadians studying in China. For long-term investment purposes, it is imperative that Canadian institutions work to develop our exchange programs and expose Canadians to the Chinese market. Demand for culturally and linguistically proficient graduates will continue to increase in parallel with China?s importance to Canada?s economic future. INSTITUTION PARTNERSH IPS CANADIAN TRADE COM M ISSIONER SERVICE SOCIAL NETWORK ''In 2015 there were 120,000 Chinese students studying in Canada and 3, 585 Canadians studying in China.'' KUNMING, China 2016 135 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 22 4. Students struggle to find employment as an undergraduate degree from Canada is often not recognized in China. Students must achieve a Masters level of education or higher for the government to acknowledge their education. 5. Parents are now concerned that by sending their students to Canada they will experience a loss of culture and identity. This is due to media attention surrounding the ?Fuerdai? . Tips 1. Partner and promote through Chinese institutions that require their students complete the international curriculum as well as the Gao Kao. 2. Establish a satellite employee or alumnus represent your institution in China and screen applicants. 3. Develop a relationship or exchange with the educators/counsellor/principal of the institution you are recruiting from. Explore options for partnering with EARCOS and visit China at minimum twice a year to maintain a presence and working relationship. 4. If applicable, showcase the value of studying outside of major city centres like downtown Toronto and Vancouver. Highlight the exposure students receive to a diversity of students and to a welcoming open community. CHONGQING, China 2016 JTC Ambassadors from the left; Kelly Li and Eva Ren | CHENGDU, China 2016 136 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 23 Through our time in Chongqing, Kunming and Chengdu JTC was able to examine opportunities That exist in the IT sector in Southern China. Chongqing?s institute of science and technology is a hub for the commercialization of new and innovative technology. We were able to meet with the Senior Dean of external affairs and his office. The institute focuses on helping entrepreneurs bring their ideas to market with government and international support. Most of the work done in the institute consists of developing new materials for auto manufacturing, steel fabrication, electronic components and devices, household goods, and oil and gas. Research is facilitated through very specific international research partnerships. Currently, only Ryerson university is an established partner, and there is potential for more mutually hina?s Information Technology sector is very broad and largely driven by the large talent pool, low cost of living and innovation through constant intellectual property theft. Although China?s known for being a large manufacturing hub, most of China?s innovation is through software. Software innovation is more common because of smaller teams are needed, development is faster, and companies like Alibaba and Tenson give developers support to distribute their software. Hardware innovation requires more materials, resources, and arguably a higher degree of skill. There is also a poor reputation for Chinese semiconductors so often they have to be imported, and they have to pass through a lot of barriers of entry, therefore, raising the cost of the project. China?s growth of its entrepreneurial culture is also a large part of their innovation. Southwest China is home to many incubators and high tech parks. Even though the entrepreneurial culture is growing, entrepreneurs do need 100 000 RMB of capital to start their business. C INFORMATION TECHNOLOGY JTC ambassadors at Deloitte; From the left: Daniel Orozco, Kevin Zheng and Raja Singh | CHONGQING, China 2016 OPPORTUNITIES 137 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 24 many different countries. They have yet to establish any Canadian partnerships. By leveraging our research and innovation in Canada we can establish bilateral research and developments projects through Canadian institutions, and economic developments agencies that would boost the economy of Canada?s technology hubs. The Chengdu High Tech Zone also serves as a large source of capital for many start-ups. By establishing close ties with the CHTZ we can provide a channel for Canadian companies looking to raise capital and provide soft landings for Canadian companies looking to venture into the Chinese market. The zone?s competitive advantage is definitely its access to an extremely large talent pool with relatively low wages. The zone also overs extremely low cost of living, and leasing for companies. In Hong Kong we were able to have detailed briefing from the Canadian Vice Consul and Senior Trade Commissioner, Cynthia Carlone. Hong Kong?s competitive advantage, its strategic location for business transactions and the access to well established business networks connecting it to Asia and the rest of the world. This allows Hong Kong to be a direct and indirect strategic location for showcasing innovation and consumer goods. Chinese business leaders spend most of their time in Hong Kong and not the mainland. Canada and Hong kong have strong ties that make business extremely easy. Canada currently beneficial partnerships for Canadian institutions willing to invest time and resources to develop relationships with Chongqing. Opportunities for Canadian incubators that focus on innovative businesses looking to leverage very specific research and development are also available through partnerships with the institute's own incubator. The institute is a gateway to many Chinese investors through their accessible e-commerce platform for investing. Chengdu is home to one of the largest high tech zone in all of south western China. It poses as a large source of foreign investment opportunities into Canada. It its ranked 4th in all high tech parks in China. The Chengdu High Tech Zone focuses on promoting and showcasing innovation and entrepreneurship through IT, mobile gaming, big data, biomedical applications, Internet of Things and analytics. The zone is home to companies like Intel, Texas Instruments, IBM, Siemens and over 1300 other companies, with a size of over 250 000 square meters. Over half of fortune 500 companies reside in the park and half of the world?s iPads are manufactured there. The CHTZ is also very well recognized in China for its software industry. 13 of the top 20 software companies n the world are hosted. The Chengdu High Tech Zone has a very large international reach working with CHENGDU, China 2016 138 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 25 ''Hong Kong also has a low 16.5% corporate tax rate with no import duties.'' invests 7.3 billion in Hong Kong and Hong Kong invests 16.4 billion in Canada. Canada and Hong Kong have a standing double taxation avoidance agreement that facilitates the taxation process and makes it attractive for Hong Kong companies looking to explore the North American market through Canada, and vice versa for Canadian companies looking to explore the Chinese and Asian market. For Canadian Technology companies looking to capitalize on China, Hong Kong is a open market, with a large mature ITC infrastructure, and a major data centre hub in Asia. Hong Kong proves to be extremely secure for IP and data, with little restrictions and no investment requirements to start a venture in Hong Kong, making it more desirable for tapping into the Chinese market that can be complicated and restrictive. Hong Kong also has a low 16.5% corporate tax rate with no import duties. Canadian companies at the pre-commercialization stage can capitalize on the large amounts of capital available and the demand for FinTech, cloud computing, data analytics, telecom and media. It takes less than one day to set up a business in Hong Kong, while in mainland China it takes 6 months. A bright Canadian example is that of Canadian company, NanoLeaf. NanoLeaf was looking to raise $25 000 but ended up raising $3.5 million. Now they have their headquarters and R& D in Toronto, manufacturing in Shenzhen and a subsidiary in Hong Kong. A win-win situation that creates jobs in all economies. the Canadian brand is also very well received in Hong Kong. Although companies and provinces aren?t utilizing it enough or effectively. Another source of value for Canadian companies looking to venture into China is WeChat, an extremely popular social networking platform here in China provides communication and interaction across various channels for the majority of Chinese consumers. It also has high user engagement and dali usage rates. WeChat provides a great platform for Canadian companies with retail, parking, smart city management, IoT, and other analytics solutions to gain access to reach a large consumer base that is already heavily invested in the app. For example, if Hotspot Merchant Solutions, a Canadian parking validation solution for retailers, integrates their parking payment and validation solutions for retailers with WeChat, they can get access to and provide Chinese retailers with customer information regarding individual consumer shopping trends. This customer information is also valuable for city planning and management here in Sichuan and Yunnan provinces. CHENGDU, China 2016 CHENGDU, China 2016 CHENGDU, China 2016 139 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 26 In spite of the recent economic slowdown in China, Chinese families seem to be growing at a higher rate. The middle-class of China is much more prominent as former low-class families are gradually moving up. Labor costs are rising and workers are being paid much more than years ago, causing the rise of middle-class families. Cheap productions such as textile goods are being allocated to other countries such as Thailand, where costs are much lower. China, on the other hand, is focusing more on technological development and high end products production. With the increase in middle-class families, China is no longer a traditional country that produces and exports. It is becoming a nation that produces and consumes at the same time. A major trend in the Finance industry is the rise of online banking. The increase in use of e-banking systems caused many he Chinese economy has had a gradual increase over the past decades; as the USD to RMB ratio gap has closed, trading at a 6:1 ratio as opposed to 9:1 seen roughly 10 years ago. In essence, the Chinese RMB is becoming more valuable, causing big trading partners of China, such as the USA or Canada to go import cheaper goods from other countries. This change would eventually cause an economic slowdown for China as the export component of the GDP equation would experience a decrease. Moreover, statistically speaking, most parts of China, including Guangzhou, Beijing and many other major cities, are experiencing a decrease in its growth rate with exceptions to Chongqing. Clearly, the strengthening of the Yuan has played a huge role in the fall of China's Trade growth, albeit still one of the fastest growing in the world. T PROFESSIONAL SERVICES Credit Suisse | HONG KONG, Chinese special administrative region 2016 FINANCE CH INESE ECONOM Y OVERVIEW M OBILE TRANSACTION AND ONLINE BANK ING 140 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 27 automobile parts manufacturer based out of Woodbridge, Ontario, which operates a productions plant in Chongqing. Offered to them are financing, credit and advisory services to aid in operations by the Scotiabank branch of Chongqing. Notably, if a company wishes to expand or place an order and has a need for a letter of credit, or negotiations, foreign banks in China may offer this service. As recommended by Steven King, director of equities at Credit Suisse, investors should consider investing in H-shares (Hong Kong Stock) as opposed to mainland China. Historically, Hong Kong has been a much safer option and some numbers reported by the Chinese government have known to be tampered with. For example, the collapse of the market last year was due to the Chinese government holding trade; which was figuratively handcuffs for foreign investors. In addition, there is a rapidly growing middle class in all AESAN cities and companies such as AliPay are causing a severe implement on all Chinese banks. Finally, Mr. King concluded that China is still not one of the world?s primary markets despite the fact that they have one of the largest capital?s in the world. As a result, in the near future, China?s transformation to a primary market will be one of the largest economic events in the world. However, this event may not be beneficial for all foreign investors. Currently, the Chinese economy is in a period of reformation. The future for the Chinese economy is still uncertain. There is no doubt that China as a nation has developed relatively rapidly over the past few years. However, speculations on the Chinese economy in the near future are not positive. As manufacturing costs rise and there is a move towards clean tech, traditional ?dirty industries? like textiles, resources extraction and manufacturing are being eliminated, and becoming more expensive. This signals a need for change, to a more technology-oriented or tertiary industry-based economy. Nonetheless, the clear message to the delegation was that change is imminent and the Chinese must soon adapt, or they will be left behind amid new emerging economies. major banks, such as the China Construction Bank, Bank of China, Agricultural Bank of China and Industrial and Commercial Bank of China to shutdown many branches due to the lack of customers physically seeking financial services. Online banking, in fact, offer more services, such as purchasing financial products, than many physical locations. The main use of physical banks right now is to verify the identities of customers when they open up new accounts. Other banking services such as applying for loans can mostly be done online. With such technology, customers can perform banking at the ease of their fingertips. Furthermore, mobile payments are also playing a major role in reforming the Chinese economy. In recent years, the introduction of major mobile payment systems such as Alipay and WeChat wallet has changed transactions in China completely. In today?s China, virtually all transactions can be completed over a smart phone. Aside from transactions, mobile payment systems also offer financing services. One of the largest mobile payment systems, Alipay, offers investment services to customers who deposit money in their system. Upon depositing money into Alipay, customers have the option of investing their money with a company called Tian Hong Asset Management, who is in charge of all customer financing for Alipay. The investments with Tian Hong Asset Management, or even other online financing systems, yields a much higher ROI (usually around 15 ? 17 times greater) than bank deposit rates. Most evident from the observations of foreign banks in China was the lack of consumer-oriented services to the local population, and instead, a dependence on corporate financing and operations due to a lack in demand for services from foreign nationals. Currently, no consumer-focused services like checking accounts, personal lines of credit or investment services are offered by foreign banks such as Scotiabank from Canada. Most consumers insist on going to well-known Chinese national banks, that have a reputation with the locals and know the economy well for retail banking. Instead, foreign banks offer corporate financing, trade finance and financial advisory services to Canadian and Chinese companies looking to expand beyond their borders. One notable example was that of Magna International, an FOREIGN BANK S IN CH INA TH E H ONG KONG'S STABILITY TH E FUTURE FOR CH INESE ECONOM Y 141 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 28 the total value. Large Canadian firms such as Alepin Gauthier and Borden Ladner Gervais seek to work with other nations? firms in order to promote corporate relationships in the globalized economy. In particular, firms are interested in negotiating and executing merger and acquisition transactions, both public and private. They work with lawyers from other disciplines across the firm key to M& A, such as tax, securities, competition, foreign investment review litigation, IP/IT and environmental law. Takeovers of publicly listed Chinese entities have historically tended to be more constrained than takeovers in other jurisdictions affected by the less developed capital markets, public sensitivities in takeovers of Chinese listed and state-owned companies, and uncertainty in obtaining the requisite governmental approvals. Many companies use Hong Kong as a basis of connecting to other companies and organizations all over Asia. This creates many transactions between businesses through Hong Kong. Although, many law firms have moved away from establishing offices in Hong Kong because they often find that markets like Shanghai and Beijing have more of a client base because there is more of a need of legal help. Zhonghao Law Firm, the leading law firm in SouthWest China, in Chongqing's city center to create an introduction between China has become the world?s greatest FDI recipient and surpasses the United States in this field. The country is also at the peak of the 2015 - 2017 list of the economies that are the most attractive to multinational companies. The accept FDI is part of the new policy of opening China to the outside world on an international scale. Foreign direct investment in China grew from 5.1 percent year-on-year to USD 69.42 billion in the first half of 2016. In the services sector, foreign investment rose 8 percent to USD 48.9 billion, representing 70.4 percent of total foreign direct investment. In contrast, foreign investment in the manufacturing sector, which accounts for 28.3 percent share, shrank 2.8 percent to USD 19.5 billion. The United States, Germany and the UK were among the top 10 sources. In June 2016, FDI surged 9.7 percent. Foreign Direct Investment in China averaged 415.63 USD HML from 1997 until 2016. According to predictions by analyst, FDI outflows from China abroad will soon overtake FDI inflows into the country. PwC China said that China saw 115 outbound M& A deals in the first quarter of 2016, worth $82.6 billion, around double the figure for the same period a year earlier. More than half the deals were done by private companies, a major growth sector ? though state-owned companies still accounted for more than two-thirds of FOREIGN DIRECT INVESTMENT M ERGERS AND ACQUISITIONS CHENGDU, China 2016 142 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 29 the two parties. They exchanged information with Mr. Eagle Yang, partner, and Mr. Hanson Huang, paralegal, to discuss future steps to coordinate with Border Ladner Gervais. Among the comprehensive legal services these firms provide, both BLG and ZHH are interested in working together on corporate law and merger and acquisitions projects. Mr. Zhang Zhen from South Pole Law Firm (? ? ? ? ? ? ? ) firm in Kunming and obtained several key reasons about businesses expanding into Canada. Firstly, Kunming was historically the main port to Southern China; Kunming can be easily accessed and rapidly grown economically. Secondly, tax is lower offshore, meaning that both Chinese and Canadian businesses will have lower fixed costs when opening company chapters in the other nation. Finally, China's minimum wage is growing higher, causing managers to dislike hiring internally and look to Canada better environment. These are the three primary reasons as to why Canada finds benefit in doing business with Kunming. In Southwest China, business corporate law is the most important type of practice. There are three main reasons why Kunming prefers to do business with South Asia. In history, cities like Kunming has remained the main port to the Southern regions of Asia. The distance between these areas and China is more effective in terms of the contact between different parties. From an investment point of view, trust is based largely on distance. Countries that are in the vicinity of China, such as Thailand, are very close and allow easy investment. On the other hand, countries that are far from China, such as the United States of America, are far and would require more communication. From an economic standpoint, investing outside of Hong Kong gives one a tax break. The tax that is imposed in China is quite large, thus investing outside of the country provides more returns. China?s labor force has growing wages, thus it is more effective and affordable to manufacture stuff in places like Thailand and Vietnam. Canada's law firms are increasingly looking to partner with international firms to establish deals for globally expanding companies. While China?s legal framework is based in civil law, marriage laws, contract laws, and inheritance laws are fragmented into separate legal frameworks. There are indications that efforts are underway to develop an integrated system, though the timeline for implementation is uncertain. Contrary to the Western standard of billing by the hour, legal ?Governm ent is focusing on stabilizing local econom y? ? M ajiao CITIC Bank Retail Banking SOUTH WEST CH INA INVESTM ENT TREND CHENGDU, China 2016 JTC Ambassador, Jayson Mtanos, at the recption hosted by Global Vision | CHONGQING, China 143 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 30 services in China are negotiated for various services. Chinese lawyers are typically paid on a project basis as opposed to an hourly rate in other places around the world. China?s legal system is a very sophisticated system that requires a lot of insider knowledge and expertise to navigate, so that?s why some offices offer pro bono services. For one particular firm with between 150-200 lawyers specializing in corporate law, commercial litigation, and M& A, xed rates were converted to the following hourly rates for the purposes of comparison: - Senior Partner: $CAD 370-450 - Junior Partner: $CAD 300-370 - Lawyer: $CAD 200-300 - Paralegal: $CAD 160 Socialist Government policies can often be difficult to navigate and require local assistance that?s why partnering with local Chinese law firms enables Canadian businesses to receive services directly from locals. IP protection is a sensitive subject which requires the discretion of a local law firm to ensure protection of companies entering Canada. Many local law firms handle clients wanting to expand internationally to places like Canada but they do not have established partners to assist them with local knowledge. All in all, Canadian companies should take advantage of the tremendous opportunities offered in China. Local Chinese clients are looking for the expertise coming from R& D LAW ? Opportunities for Canadian legal services sector in facilitating both Canada-bound and Chinese-bound corporate relationships through referral and expertise partnerships with Chinese firms ? Strengths of Chinese market include strong government investment programme and being the largest Information and Communications Technology (ICT) market in the world ? Support from government to improve infrastructure and social welfare, develop China?s vast rural and interior regions, expand domestic consumption to the wider population, move manufacturing up the value chain, and shift industrial structures inland ? Both countries are connected through an active working relationship in international fora, such as the G20, UN, APEC, and WTO ? Numerous twinning partnerships at the provincial and municipal levels and Technology businesses in Canada. In addition, they understand the stability of certain Canadian industries such as natural resources, agriculture and technology. In fact, Southwest China is very rich in minerals. There is opportunities for the expertise of Canadian companies, and potentially exciting opportunities for shale gas development. Canadian law firms looking to expand in China shall consider partnership opportunities. As a matter of fact, connection to local law firms will ensure the ease of Canadian companies with the intent of expanding to China. As well, this connection will also allow for local Chinese companies to expand into Canada by going through their local firm. The association benefit both parties as the can work together to increase their international clientele. In addition, according to Judith Ki, Director and Unit Head at Scotiabank Southwest China, ?Goods from China are no longer as cheap as they used to be.? It thus allows for more products to be produced in Canada, and for Canada to utilize on more specialized manufacturing in China. As a result of a lack of confidence in local investment, Chinese investors are stepping outside their country such as in Canada to look at more lucrative opportunities. The instability of the real estate sector in China is directly stimulating housing investment in places like Vancouver and Toronto. These Sum m ary WH Y COLLABORATE INTERNATIONALLY? OPPORTUNITIES FOR CANADIAN BUSINESSES 144 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 31 houses are built and bought by Chinese investors. Generally, for Chinese people, investing abroad yields a much higher monetary return than investing domestically in China. The real estate development sector is in a rapid incline in Chongqing. Commercial and residential structures are constantly being developed all over the city to feed the need of the growing population paired with the rising middle class. Local developers are feeding off this growth and demand created by the changes in the middle class by offering even more higher-end options as to what they previously did. This push for more luxurious development is being validated by the already proven sales in the market. Developers are being met with constant interest and are often selling out projects that haven?t been built yet. This has forced developers to move up timelines to the point where they are finishing developments at record times, many commercial and residential towers are being built within two to three years which is evidence of the rapid incline of interest. Developers are also not lacking a consumer base which is evident as many of them are not willing to offer an kind of incentive to purchasing property. This is due to the understanding by developers of the overwhelming consumer need of these developments which causes the developers to not need to offer incentive for prospective buyers. Many of the residential developments now are of smaller size in terms of individual unit square feet, although this does not negatively affect the attraction of buyers. Furthermore, the focus of many developments is the connection to local city amenities. The bestselling developments are located in centralized locations or are offering access to centralized locations to public transit or upcoming infrastructure changes. Real estate development in Chongqing is powerfully moving forward despite the slowing of other sectors. As a result, there are many more opportunities available for investing into or developing real estate in Chongqing. foreign projects offer a larger yield of return as opposed to Chinese real estate market. There is even developers in Vancouver offering incentive to combat new property tax of 15% per foreigner. Not without mentioning, interest in natural resources in Canada keeps growing due to the proven stability of the sector in Canada. Many Hong Kong businesses are already established, limiting the opportunities for newer customers. As well, Shanghai and Beijing are more promising for gaining less established clients. Overall, local have a larger confidence in foreign market, and Canada can capitalize on this trend. The real estate market in China is inflating at an ever increasing rate. There are numerous speculations as to when this huge bubble would finally pop. The effects of the rising in price of housing is even visible. In all cities, there are pieces of land with huge buildings of condominiums. However, in those huge communities, only a few of the houses built are actually occupied with residents. The cause of such ?ghost towns? can be credited to none other than the huge housing bubble. Even with the raising middle-class families in China, the price of condos and houses are far too expensive for normal middle-class families to afford. Millions of dollars of investment into the housing market are not producing the desired returns on investment, which creates the scenarios where the total demand for the real estate market is much less than the supply. In addition, Chinese citizens traditionally lived with their entire family, reducing the need for them to have their personal home. They can live a few generations within the same residence, without looking to buy a new home. If real estate investments in China are not producing results, where should investors go now? They turn their attention to foreign markets such as Canada. The investors have two choices of investing into the housing market abroad. The first option is to put money into a project to build an entire community or condo. Generally, larger firms prefer this type of investment as most normal citizens are not able to invest such huge amounts of money. The second type of real estate investment, arguably the most visible type, is to simply buy houses abroad and wait for an increase of price and sell the house for a return. Such investment method is extremely popular among the Chinese population. In cities such as Toronto, Montreal and Vancouver, numerous REAL ESTATE TH E REAL ESTATE BUBBLE IN CH INA CHENGDU, China 2016 145 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 32 To begin, manufacturing activity is moving inland to benefit from state-lead development and strong government support in infrastructure & logistics (westward economic expansion). Despite wages rising as much as 40% in two years in the traditional manufacturing powerhouses on the coast, factories are quickly migrating westward to inland hubs such as Chongqing and Chengdu where average wages have been increasing more moderately. The regulations around manufacturing are unclear and tend to shift. One should expect short to medium-term uncertainties and volatility in the Chinese market in this sector. Canadian firms seeking new business in China should do so with the changing economic environment in mind. While many opportunities remain in the manufacturing sector in China, the broad economic slowdown has hit the sector. espite the fact that China is Canada?s 2nd largest trading partner, South-west China is still not a market that has been developed to its full potential. Chongqing presents many advantages for trade such as its special status as an autonomous municipally and it?s infrastructure and geographical advantage as this city hosts the largest river port city in Western China. With regards to manufacturing, Kunming is less of a manufacturing hub and more so a region where agriculture, nature as well as a diversity of cultures really show the essence of the city. Finally, Chengdu is an integral part of the province of Sichuan?s economy responsible for an estimated 30% of Sichuan's GDP. Chengdu has a prosperous manufacturing sector where over 100 of the world?s top 500 largest corporations have a presence, including Intel, Sony, Toyota, Motorola, IBM, Nokia, Siemens, Canon and Microsoft, all of which operate assembly lines and/or research and development centers in this city. D MANUFACTURING JTC ambassadors with Wesley Wei, trade commissioner for automotive and clean-tech at the Canadian Consulate| CHONGQING, China 2016 OPPORTUNITIES TH REATS 146 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 33 Electric vehicle com ponents m anufacturers EV sales market and value chains in SW China is not yet as developed as in Beijing, Shanghai and Shenzhen. Currently, BSS (Beijing, Shanghai and Shenzhen) are the most popular and active markets in terms of EV sales and supply chain. The companies in SW China are mainly looking to import or purchase EV related technology to integrate into their EVs, namely Changan, Lifan, BAIC-Yinxiang, Zongshen Group, Yema Auto and Hengtong Bus. EV capital incentives in SW China are almost the same as coastal cities in China, but BSS cities also have purchase limits and driving limits on traditional automobiles while set privileges to qualified NEV (New Energy Vehicles), so the EV purchase in BSS market is much more attractive than in other cities. Meanwhile, if EV?s max speed is under 80 kM/h or range is within 80 km, they are called Low-Speed EV, usually running on Lead-Acid batteries. Low-Speed EVs are very popular and sold in some provinces like Shandong (because of cheap price), but it is not supported by the Chinese Government. In Kunming, a combination of factors such as the presence of natural resources and the easy access to an abundant amount of electricity (primarily hydraulic) makes the province of Yunan an ideal region for electric transports and the production of vehicles using alternative green energy. In fact, Kunming is one of the 25 hubs nationally known for the development of new energy vehicles and undertakes a series of politic initiatives to support the development of this market. The manufacturing park in Kunming has the annual production capacity of 10 000 coaches/public electric busses, mid-size busses and commercial vehicles. These three series of products have been entirely developed to possess the characteristics of a purely electric vehicle as well as the technologic precision to reach the highest quality norms and be recognized worldwide. Chengdu is one of the fastest developing countries in the south west of China. This city became a major center in the production of electric motors. The Chengdu Economic and Technology Development Zone, about 13 kilometres from the city center of Chengdu, is in major parts responsible for the success of the city in terms of automobile manufacturing. The zone, which covers 150 square kilometers and which was set up about 25 years ago, Canadian companies wishing to invest in the manufacturing sector in China should do so with expectations of sustained short- to medium-term uncertainties. There is also inadequate intellectual property protection as well as growing competition. Traditional vehicles Chongqing?s automotive sector has developed to become one of the city?s cornerstone industries, a direct result of strong growth in domestic demand. With a growing segment of middle class consumers in Southwest China, and a population of 32 million in Chongqing alone, the city has quickly risen to its current position as the third most important automotive industrial bases in China. Many Canadian municipalities are actively courting FDI from these Chinese auto parts manufacturers, in an effort to reverse the sustained slowdown of their local automotive industries. However, the majority of these Chinese firms do not see opportunity in entering the North American market at this time. Market saturation is a significant deterrent to these firms, who are currently seeing high returns from supplying demand in China?s domestic markets, particularly in the rapidly developing second-tier cities such as Chongqing. Those that are considering international expansion look to developing markets elsewhere in the world such as South East Asia, Africa, and South America, where low labour costs and increasing demand for automotive products point to sustained future growth. Suppliers who are interested in the North American market are primarily incentivized by the availability of more sophisticated technology. These firms often seek partnerships for the purpose of research and development and may look to sell the products back in China due to the price premium available for the perceived or actual superiority in quality and safety standards. More precisely, Chongqing?s automotive sector covers the whole supply chain ranging from raw materials, components and spare parts to advanced R& D facilities and the production of finished products. Considering the fact that many big players in the market, such as Yamaha, Suzuki, Honda and BMW subcontract a considerable part of their production process to diverse partners in Chongqing, the automobile market is well organized and ready for export activities. AUTOM OBILE SECTOR 147 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 34 the textile manufacturing sector from Canada, more precisely household textile (high quality blankets and bed sheets). Many Canadian companies already have manufacturing plants established here in China, but they are also always looking to find more opportunities for distribution. It was possible for JTC to make some important connections with big players such as Ali Baba, a major online distributor of goods. E-commerce is booming and many online projects will be started in the next few months. Many players are looking for some products to be listed on their website. That being said, in relation to household textiles, customizable blankets and bed sheets seem to be interesting products for many to list on their website. In Chengdu, many current textile manufacturing companies, such as Chengdu Jubilee Textile Technology Ltd. and Sichuan Textiles Ltd, operate the complete chain of products in the city. This is an opportunity for Canadian businesses that wish to find Chinese manufacturers that are interested in their product designs and for them to then produce and sell these products. It is expected that Chongqing will continue to see its development, urbanization and regional integration grow rapidly. An important shift towards a service-based economy and increased domestic consumption confirm the potential of Chongqing and its markets for Canadian industries. The southwestern city of Chengdu has become one of the biggest cities to watch in China. In the past, Chinese hubs like Shanghai, Beijing and Hong Kong had been big sites for business and investment. However, more and more, second- and third-tier cities like Chengdu are on the rise for local and foreign investment, attracting tourists, businesses and new industries to the city. has become one of the largest car manufacturing centers in the country. Eleven motor vehicle manufacturers and more than 300 car industry-related companies are located there, making it the second-largest car manufacturing city in western China after Chongqing. H ousing and infrastructures Many of the tertiary functions served by foreign firms during the economic reform of the previous two decades are now being met domestically, with primary manufacturing activity having moved elsewhere to new markets the likes of Vietnam and Bangladesh. The oversupply in China?s housing sector continues to negatively impact demand for resources and heavy manufacturing. As a result, real GDP growth is expected to be slow in the medium term as the country suffers from excess capacity in its heavy industries. The Chinese manufacturing sector is currently in transition towards high-tech, advanced manufacturing and value-added assembly functions. Furthermore, improvements are needed to a shift to greater focus on quality in addition to efficiency and to the evaluation of performance not only on production targets, but also on quality improvements. That being said, there is room for Canadian companies offering environmentally friendly and high quality Canadian construction materials. Finally, there are growing opportunities in new high-end developments such as boutique hotels and new condo developments in SW China that can probably be explored. In Chongqing, there were many opportunities to make real connections for CONSTRUCTION TEXTILES IN TH E FUTURE JTC Ambassadors at the reception hosted by Global Vision | CHONGQING, China 2016 148 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 35 from the competition. This is especially true in the travel industry where prospective travellers are deluged with offers and deals. The JTC trade mission n today's competitive marketplace, tourism-focused businesses need to make every resource count and to clearly focus on what can set them apart I TOURISM 3 | BUSINESS REPORT Stone Forest | KUNMING, China 2016 TRENDS PATIENCE ? Canada was granted Approved Destination Status (ADS) by China in June 2010, allowing Destination Canada and the travel trade to actively market Canada directly to Chinese consumers. ? Chinese travellers injected an estimated $920 million in the Canadian tourism economy in 2014, spending $2,325 per trip and 36 nights in Canada on average. ? The most important way to build strong bilateral relations with Chinese markets is through ?Guanxi?; networking and fostering relationships are the key to succeeding in China. ? Different styles of travel agencies require different promotional strategies to accommodate needs. ? Due to some website regulations and control in China, foreign businesses must use a different marketing strategy approach, especially concerning social media and online advertising. ? Potential Chinese tourists do not completely believe what individuals or reviews say about a service. What they really care about includes information given from respected individuals and people of high credibility, such as tour agents. Sum m ary 149 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 36 2. Travel Fairs and Tradeshows: Selling business services or products through travel conventions and events will increase business exposure. 3. Prom otional M aterials: Having promotional materials at airports, Canadian and Chinese local agencies, etc. is an effective way to directly reach the Chinese market. 4. Social M edia: One might think of Facebook and Twitter as being the key platforms worldwide to market products or services, but unfortunately in China they are blocked. a. Weibo (equivalent of Facebook and Twitter in China), especially Sina Weibo, and Tencent Qzone b. Tencent QQ (Instant Message tools) c. Tencent Wechat (Mobile communication and private social networking app), d. Renren (equivalent of Facebook in China) e. Youku & Tudou (equivalent of YouTube in China) 5. Online Advertising: ? www.citrus.com: Young people love to search on Internet to find good deals and destination. ? www.toursforfun.com: Website focusing on selling North American destinations After networking with China?s travel agencies, such as CITS Chongqing China International Travel Services, Chongqing Grand China Express International Travel Service, Charming Holidays and Premium Holidays, numerous market intelligence was was the perfect opportunity to gather hands on market intelligence. During the Trade Mission, when Chinese citizens or people from the industry were asked to list what comes to mind when they think about Canada, the three prime destinations that stood out were Niagara Falls, Quebec City and the Northern lights. With tourism being one of the fastest growing industries in the world, significant growth is generated from middle class families in developing countries such as China. In order to build those bilateral relationships between China and Canada, businesses must take in consideration of trust between two parties. The tourism industry is neither about traveling nor the destination to get there, it?s all about trust. Numerous notable individuals in the tourism sector JTC ambassadors have met, such as Guo Xia, the director of Chengdu Far East International Travel Agency and Joe Ng, the manager of Air Canada HeadQuarters in Hong Kong, mentioned how potential Chinese tourists truly value the feedback and comments generated from highly respected individuals in the industry, such as travel agents. Therefore, it is crucial for Canadian businesses who are interested in marketing to the Chinese audience to build a strong network and connection among the Chinese travel agencies and tour operators. Based on our following meeting with the Sichuan Travel Agency Association, effective ways to reach target audience and build the trust between Canadian businesses and Chinese customers: 1. Partnering: Partnering with local travel associations and agencies can be a mutually beneficial relationship, helping all parties involved. M ARK ETING AND PROM OTION TRAVEL AGENCIES IN CH INA CHONGQING, China 2016 150 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 37 experienced and confident with good English skills; they?re looking for experiences other than standard group products. There has also been growth in the number of FIT (fully independent travellers) or semi-FIT travellers to Canada. The growing middle class in China is one factor increasing Chinese tourism to Canada. Another key factor was an agreement between the two governments signed five years ago, which gave Canada ?approved destination status.? This allowed direct-to-consumer tourism advertising in China, and permitted Chinese group visits. Quicker visa processing has also helped. The evolution of the Chinese tourism industry will create new business opportunities for Canada over the next few years. Canada is an exceptional destination all year round with its four seasons, huge landscapes, 10 provinces & 3 territories, multiculturalism, languages, first nations and most importantly its warm and welcoming people. However, there are things that have to be done so that Canada can become the number one destination for Chinese. In the next few years, it would be a good idea to invest money and effort into participating in tourism networking events such as Showcase Canada-Asia. It is with strong personal and professional relations that Canada will become China?s top tourism partner. derived. The information given to us by Shen Min, Lion Min, Lavin Yu, Albert Wong and many other individuals related to tourism could definitely be of help for doing business in China. In China, there exists two types of agencies. The first is Normal Travel Agencies. They are the most common type of agency, they focus mainly on good deals with tour operators for customers who want the cheapest prices. The second one is Luxury Travel Agencies. Those are less common, but still prominent among the country. They focus mainly on the comfort and customer services rather than the cost of the travel. The latter is for customers who are considered wealthy. Knowing the different types of travel agencies can assist businesses to gain a better understanding of the two different types of target markets in China as well. During JTC?s time in China, ambassadors had the chance to collect market intelligence on a local level. Through networking with the local citizens in China, JTC ambassadors realized there is a distinct separation between demographics, which ultimately affects the marketing strategy: the ?pre-1980? generation and the ?post-1980? generation. The Chinese from the ?pre-1980? generation prefer to travel in groups or with a tour, because of language barriers. At that time, English was not as commonly taught in schools. The Chinese from the ?post-1980? generation prefers individual/ independent trip with more liberty to do as they wish during their vacation. They possess the skill to travel alone due to better English linguistic skills. From many studies we are able to realize that group traffic volume continues to grow. Chinese travellers are more affluent, CONCLUSION TARGET M ARK ET TRENDS '' The growing middle class in China is one factor increasing Chinese tourism to Canada.'' JTC ambassador doing a tourism presentation to travel agencies in KUNMING, China 2016 151 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 38 JTC ambassadors and Tony Chen, global Business Director a Sichuan Ruifeng Investment Management Group and Amy Giroux, director at Global Vision | CHENGDU, China 2016 DOING BUSINESS IN CHINA Losing one's patience could cause one's Chinese counterpart to lose face. Some savvy Chinese businesspeople with experience in dealing with Westerners purposely stretch out negotiations, knowing that their impatient counterparts will often offer concessions in order to speed up the process. Pauses and silences in talks, which are common in China, can also make untrained Western businesspeople feel uncomfortable and produce the same effect of inducing them to throw in concessions. Fundamentally, guanxi is about building a network of mutually beneficial relationships which can be used for personal and business purposes. In this sense, guanxi is not so much different than the importance of having a strong network when doing business in any country. However, in China, guanxi plays a far more important role than it does in the West. While in the other parts of the world, you may be able broker a deal just through formal business meetings; in China it is necessary to spend time getting to know your Chinese counterparts outside the boardroom during tea sessions and dinner banquets. In addition to the time commitment, the depth of relationships developed through guanxi can be much deeper than business relationships in the west. Business practices and relationships in China are very different from those commonly encountered in North America. Those interested in doing business in China should familiarize themselves with local customs. Deliver and receive business cards with two hands. For the giver, bow down to show respect to the person you are giving your card to. For the receiver, make eye contact and receive the card with both hands. It is important to look at the business cards carefully for a few seconds before putting card away into a case. Do not stuff the card into your pocket. Chinese culture is non-confrontational. Producing overt conflicts and situations that embarrass others is considered losing face. Once people lose face, doing business with each other may no longer be an option. To avoid losing face, Chinese businesspeople will not overtly show their disagreement or displeasure; instead, they will indirectly express such sentiments, for example by using phrases like maybe or we will see. Western businesspeople should learn to read these indirect messages. They should also avoid losing their temper and aggressively pressing Chinese businesspeople on questions they have shown reluctance in giving a definitive answer to. CULTURAL DIFFERENCES BUSINESS CARDS LOSING FACE PATIENCE M AINTAINING RELATIONSH IPS 152 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 39 Andrew O?Reilly Upper Canada College Toronto, ON Daniel Orozco University of New Brunswick Fredericton, NB Drew Barot Vaughan Road Academy Vaughan, ON Emma Cox University of Ottawa Tilsonburg, ON Eva Ren Eden High School Niagara, ON Faisal Agbonhin Upper Canada College Toronto, ON Gillian Miller University of New Brunswick Saint John, NB Ines Auclair St. Lawrence College Quebec, Quebec Jennifer Li Markville Secondary School Markham, ON Kaitlyn Kitzan University of Saskatchewan Theodore, SK Karan Tibriwal Woodlands Secondary School Mississauga, ON Kelly Li Old Scona Academic High School Edmonton, AB Kevin Zheng O?Neill Centennial Vocational Oshawa, ON Kishan Wijeyagooenwardane Terry Fox Secondary School Vancouver, BC Louis Zhao McMath Secondary School Richmond, BC Maria Del Mar Cuevas Lisgar Collegiate Institute Ottawa, ON Nicole Gutierrez Eric Hamber Secondary School Vancouver, BC Raja Singh Turner Fenton Secondary School Brampton, ON Roman Ebadi University of Ottawa Hamilton, ON Shangbing Jiang Bloor Collegiate Toronto, ON Sophia Su Northern Secondary School Toronto, ON Srijain Shrestha University of New Brunswick Fredericton, NB Susan Sun Bishop Allen Academy Toronto, ON Thomas Kirby Huron College Toronto, ON Vera Wang Earl Haig Secondary School Toronto, ON JUNIOR TEAM CANADA 2016 AM BASSADORS 153 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 40 JUNIOR TEAM CANADA 2016 STAFF Yifan Zhang Earl Haig Secondary School Toronto, ON Yingning Gui Earl Haig Secondary School Toronto, ON Zunaira Asif University of Ottawa Ottawa, ON Terry Clifford CM Founder & President London, ON Amy Giroux Director Gatineau, QC Adam Peabody Project Coordinator Fredericton, NB Scott Rairdan Youth Outreach Coordinator Halifax, NS Catherine Laquerre Youth Outreach Coordinator Quebec, QC Elizabeth Lemay-Brosseau Youth Outreach Coordinator Gatineau, QC Jayson Mtanos Youth Outreach Coordinator Montreal, QC Julia Helmer Youth Outreach Coordinator Gatineau, QC Justice Eashappie Youth Outreach Coordinator Moosejaw, SK Katie LeClair Youth Engagement Coordinator South Mountain, ON Marissa Liu Youth Engagement Coordinator Guelph, ON Samuel Dubuc Youth Engagement Coordinator Nicolet, QC JTC Ambassadors interacting with locals at the Stone Forest | KUNMING, China 2016 154 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 41 PARTNERS Junior Team Canada thanks and recognizes the generous support from our partners from industry, government and community whose support made this Mission possible. A special thank you to the officials of the Canadian Consulates in Chongqing and Guangzhou as well as the Chengdu-Canada Trade & Investment Chamber of Commerce for your efforts in making this mission a success. 155 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 42 PARTNERS 156 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 43 PARTNERS CHONGQING, China 2016 157 JUNIOR TEAM CANADA 2016 | MISSION REPORT PAGE 44 CONTACT Amy Giroux Director, Global Vision T +1 888 829 2838 E amy@globalvision.ca FIND US ONLINE WEBSITE globalvision.ca FACEBOOK @GlobalVision TWITTER @myglobalvision CHONGQING, China 2016 158 Trade Mission to CHINA Report back to Council as the recipient of the Youth Leadership Grant Overview •Global Vision •Target Cities o Chongqing o Kunming o Chengdu o Hong Kong •Review •Conclusion About Global Vision •A Canadian charitable organization with the belief that youth are the Canadian Competitive Advantage for international relations and trade. •Founded by Terry Clifford, C.M. Former M.P, Member Order of Canada •A variety of programs o NYAC – National Youth Caucus, Ottawa o Regional Economic Round-Tables o APEC - Asia Pacific Economic Cooperation Summit o Missions to the North o Trade Missions to 40 Countries Mission to China 2016 •Tapping into Southwest China & Hong Kong •Participants needed to raise $5500.00 in corporate and community partnerships •4 target cities; Chongqing, Kunming, Chengdu, & Hong Kong •Goal: To discover and apply my competitive advantage to find valuable contacts and up-to-date market intelligence for our partners with a boots on the ground trade mission Junior Team Canada Chongqing •Reception hosted by the Canadian Consul David Perdue •Amazing Race – Chongqing •Presentation by David Perdue •The “Gateway to Southwest China” o Jialing and Yangtze Rivers Kunming •“The City of Eternal Spring” •Reception hosted by the CITIC Bank •Tea Culture •Yunnan University and Start-up Incubator •Rock Forest Chengdu •Panda Breeding Base •Rotary International Meeting •Presentation and question period with Chengdu Municipal Economic Development Agency •Tianfu Software Park o Siemens – Green Energy o Medical Technologies o Computer Technologies Hong Kong •International City •Canadian Consulate of Hong Kong – Cynthia Carlone •Hong Kong Trade Development Council – Vivian Chan •Hong Kong Park Community Benefits •Businesses such as Marwood Metal Fabrication had the opportunity to gain valuable market intelligence. •Students at Glendale High School are learning of Global Vision and getting involved to gain skills that can put them ahead •Rotary has the opportunity to make another international connection •The Lion’s Club shall learn about the Lion’s Clubs of China. Personal Benefits •Skills such as networking, time management, presenting, asking valuable questions •Knowledge of international relations and trade •Valuable real-world experience •Friends from across Canada and in China •First international travel experience Conclusion •Global Vision’s Trade Mission to China was a valuable experience •I look forward to working with Global Vision to encourage other youth to take part in their programs •I am happy to be continuing communications with my sponsors Thank You! 159 160 161 From:noreply@esolutionsgroup.ca To:Tricia Smith Subject:New Submission Completed for Delegation Request Form Date:October-18-16 7:50:19 PM Hello, Please note the following response to Delegation Request Form has been submitted at Tuesday October 18th 2016 7:49 PM with reference number 2016-10-18-049. First Name Dave Last Name Chesterman Street Address 14493 Bayham Dr Town/City Tillsonburg Postal Code N4G4G8 Phone Number 519-842-5977 E-mail inquire@chesterman.ca Do you or any members of your party require accessibility accommodations? No Council Meeting Date Oct. 24 2016 Subject of Delegation Location for Tillsonburg Kart Club to hold weekly races Name(s) of Delegates and Position(s) Dave Chesterman, Club Spokesman President of Chesterman Farm 162 Equipment Inc, Name of Group or Person(s) being represented (if applicable) O/A Tillsonburg Outlaw Kart Club I acknowledge Delegations are limited to fifteen (15) minutes each. I accept Brief Summary of Issue or Purpose of Delegation Having worked with Town Staff for two years, we have selected a location that seems suitable to move our club activities to. We need council approval to move forward with this community project. Proposal period is for 3 summers but with hopes we can continue to use the location once we have proved our ability to blend in smoothly with the area. Will there be a Power Point presentation? Yes Have you been in contact with a Staff member regarding the Delegation topic? Yes If yes, please list the Staff member(s) you have been working with. Cephas Panschow I acknowledge that all presentation material must be submitted to the Clerk's Office by 4:30 p.m. the Wednesday before the Council meeting date. I accept [This is an automated email notification -- please do not respond] 163 Cage Kart Racing Club 164 Group Formed in 2008 With weekly race event from May to September 165 Annually we created an oval track in the Building located at Chesterman Power Products The same building is home to Tillsonburg Indoor Motorcross in the Winter 166 The group is not unlike a Horse Club. Except our horses have Motors 167 168 169 170 The club grew, the drivers started younger and got better quickly, We went faster and added more power. The track and club evolved and we started to outgrow the building. Some of us travelled to Iowa, and North Carolina to compete at similar clubs and realized we needed a larger oval than our building could provide. 171 172 2014 we built an Outdoor track on a farm. We validated it could be done physically. We fit in with the neighbourhood despite proximety of houses and town limits. 10 Races over 2 seasons were a great success. (the remainder were indoors) We are ready to move to an outdoor location that has “official” status for weekly club events. 173 174 175 Making an Outdoor track Takes a bit of land Some Heavy Equipment And some time. Volunteers to run the program Liability Insurance A bunch of members We have it all except the first one. We are not looking for money. The Club Needs a Home 176 Yes, The spot we are suggesting was our second choice. •This application was two years in the making. •We had verbal approval of Oxford County staff to use the southern end of the Tillsonburg Dump Site on #3 hwy. •The County request that dirt not be cut into at the south end of the pile meant it was not big enough for a track. •Earlier, Town staff had suggested the Gubesch property as having potential. We started working on the feasibility of whether a track would be suitable in this area. •In my estimation, it is and I stand before you today. 177 178 There is a very rough area on the north side of this property. •Too rough to be farmed. •No services to property making it unlikely to be developed soon. •The area has high industrial and highway noise already •Natural terrain contains the area. •A pond provides water for track wetting. •Close enough to town to have an event in conjunction with the Fair and Turtlefest if there was interest. •Negatives for the club are: Very rough terrain that needs to be contour’d. Cost of a proposed lease and the tax implications that seem to follow motorized sports. ie: horse club uses a field for free but go karts need “industrial land use” permission which changes the tax from “farm” rate to something similar to commercial. Ball clubs and horse clubs have had free use of the fairgrounds for years. (At considerable cost to the town) We could potentially use the fairgrounds for free as well but do we want a track in a residential area? •None the less, we would like to move forward while trying to keep the costs as low as possible.179 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 To: Mayor and Members of Tillsonburg Council From: Eric Gilbert, Senior Planner, Community and Strategic Planning Tillsonburg Community Improvement Program Update REPORT HIGHLIGHTS • Planning staff and Town staff have undertaken a review of the three existing Community Improvement Programs in the Town, and have determined that it would be advantageous to develop a single CIP program area encompassing the entire Town. • Based on a review of existing CIP programs, staff recommend that the proposed CIP program include a variety of incentives, including a Brownfield Incentive Redevelopment Program to encourage investment in under-utilized sites. DISCUSSION Background Community improvement planning is commonly used as a tool to provide assistance to municipalities to address challenges related to growth management, accessibility and development. It provides a means of planning and financing development activities that effectively assist in the redevelopment of lands, buildings and infrastructure through the implementation of various financial incentives. Currently, three Community Improvement Programs exist within the Town of Tillsonburg. The Dereham Forge Community Improvement Program was originally approved in 2006 and encompasses the central area of the Town. This CIP was amended in 2010 to significantly expand its boundaries beyond the central area to encompass lands primarily bounded by Tillson Avenue to the east, John Pound Road to the south, Broadway to the west, and North Street East to the north. Although the geographic extent of the Dereham-Forge CIP area was expanded, the programs and text did not change. Other CIP areas in the Town include the Forest Hill Gateway CIP Area, which was approved in 2007 and encompasses the area from Simcoe Street to the CN Rail Line to John Pound Road. The other CIP area in the Town is the Van Norman Industrial Area CIP, encompassing the industrial area on Clearview Drive. This CIP area was approved in 2011. These CIP programs were predominantly targeted to industrial uses in these areas. Town Staff together with Planning staff initiated the review of the three existing Community Improvement Plans (Dereham Forge, Van Norman, Tillsonburg Gateway CIPs) and determined it would be advantageous to develop a new comprehensive Town-wide CIP that would identify Page 1 of 6 180 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 several financial incentive programs to assist with renewal in the Downtown areas of the Town, vacant industrial sites, and brownfield projects within the Town. Other details such as program eligibility based on use rather than location will be included in the proposed new CIP. Discussion Through a review of the existing Town CIPs and a number of neighbouring municipalities’ CIPs, Town staff determined that a number of existing programs could be enhanced to increase their uptake. In identifying additional programs that would be viable in Tillsonburg, the intent is that programs could also be bundled in order to leverage additional private sector investments in the Town. It is important to note that there are a number of other incentives that the Town/ County offer with respect to promoting development that are not included as an incentive in any Community Improvement Plan. County development charges for projects in the Central Area and Industrial designation are exempt from development charges, and Town development charges for non-residential projects are also exempt. The relatively low fee charged for planning applications, together with reduced parking requirements and cash-in-lieu of parking opportunities in the Central Area also assist to encourage development and redevelopment throughout the Town. Possible Incentive Programs Below is a range of possible incentive programs that could be included in the Town’s CIP program, and their potential benefits and drawbacks. Some of these programs are included in the current Dereham Forge CIP Area; others are present in CIP programs from other communities: Program Pros Cons Staff Recommendation Façade Improvement Grant - Can provide ‘quick wins’ and dramatically improve the streetscape - Easy to administer and project financial impact - Supports ‘beautification’ and adherence to design guidelines - No additional floor space created for growth - Requires annual funding source Staff recommend that this program continue. Through the Façade Improvement Grant, many facades in the Central Area have been upgraded and enhanced. Demand for this program has been high in the past 4 years it has been offered by the Town in partnership with the BIA. Alleyway Façade Improvement Grant - Can provide ‘quick wins’ and dramatically improve the streetscape - Easy to administer and project financial impact - Supports ‘beautification’ and adherence to design guidelines - No additional floor space created for growth - Requires annual funding source Staff recommend that this program be included. This program would provide matching funds, up to a maximum of $10,000 for works to improve a portion of a building that is visible from an adjacent street or alley, in accordance with the Central Area Design Study. The Façade Improvement Committee identified this as a high priority need as the Façade Improvement Program transitions. Residential Conversion, Rehabilitation and - Can increase the residential density of the downtown, to support local businesses - Requires annual funding source - At current interest rates, private Staff recommend that this program be discontinued. The historical uptake of this program has been weak, and other incentives such as Page 2 of 6 181 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 Intensification Program - Can result in investments and upgrades to older buildings in the Central Area lending institutions can likely offer much better financing the Tax Increment Equivalent Grant Program, Development Charges Exemption for the Central Area appear to be more effective and easier to administer. Update to Building Code Loan Program - Can increase the accessibility and safety of older buildings in the downtown - Requires annual funding source - At current interest rates, private lending institutions can likely offer much better financing - Increased administration burden Staff recommend that this program be discontinued. Other tools, such as Property Standards By-Law and Building Code can achieve compliance if needed. Some elements of this program can be incorporated into the Façade Improvement Grant or Alleyway Façade Improvement Grant. Tax Increment Equivalent Grant Program - No immediate financial cost, as it involves forgoing tax increment for short to medium term - Effective as an incentive for larger-scale development and redevelopment - Automatically leverages County CIP - Does require additional resources to track and administer - Forgone revenue can be significant Staff recommend that this program be included, as it is the most popular incentive. This program also automatically leverages the County CIP which matches this program in the Central Area. Design Grant Back Program - Can provide professional assistance at the beginning of the project, increasing the likelihood of the project proceeding - Project may be more in keeping with the design study - Easy to administer - Project may proceed more smoothly with professional assistance - Not all projects may proceed - Requires annual funding source Staff recommend this program be included as it provides professional assistance to get projects beyond a conceptual stage and has been very effective for projects that incorporate urban design. This program would provide matching funds, up to $2,500, for works to improve commercial properties in the Central Area. Building Permit Grant Back Program - Relative easy to administer - Grants are based on building permit value and are a greater incentive on larger projects - Requires annual funding source Staff recommend that this program be included, subject to a project threshold of $150,000 to $500,000+. This program has been popular in the past and is relatively easy to administer. Grant Back of Planning Fees Program - Can provide an incentive for projects that require planning approvals. - Easy to administer - Planning fees are relatively low, incentive may not be effective - Other fees (Official Plan Amendment, severance and subdivision)are not included Staff recommend that this program be discontinued. Town planning fees (Minor Variance, Site Plan, and Zone Change) are modest, below cost- recovery, and already act an as incentive. With the current fees, the maximum amount to be granted back would be $1150 (site plan and zone change). Legal and Registration - Increased convenience for applicant - Increased administrative Staff recommend that this incentive be included. It could take the form of Page 3 of 6 182 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 Costs - Can reduce Town’s risk/ liability associated with agreements - Can reduce delays - Registration is not very expensive duties Town staff registering all agreements on title, or a grant back of registration costs. Brownfield Redevelopment Incentive Program - Funds can be used to identify possible contamination - Increased information can eliminate uncertainty and make the property and site more marketable and attractive to future development - Can be a significant incentive to redevelop sites that have been vacant - Requires annual funding source - Environmental investigations may be costly and may require large grant to act as an incentive Staff recommend that this incentive be included. This program would provide matching funds, up to a maximum of $5,000. Brownfield development can be challenging due to the potential uncertainty of contaminants and remedial measures. Providing a grant/ matching funds towards a Phase II Environmental Study or remedial works can significantly improve the redevelopment potential of the site. The Town would receive a copy of the study. With this in mind, staff have identified the following range of programs that would be beneficial to be offered/included in a potential new CIP: 1. ALLEYWAY FAÇADE IMPROVEMENT GRANT PROGRAM This Program is intended to provide grants to property owners in the Central Area to assist with non-street front façade improvements to be consistent with the Central Area Design Study and to improve the appearance of rear alleys and other visible servicing corridors. This was identified as a high priority need by the Façade Improvement Committee. For the purposes of this program, an alleyway facade shall mean a portion of a non-street front building that is visible from an adjacent street or alleyway. All works shall be pre-approved and generally be in keeping with the Central Area Design Study. 2. ARCHITECTURAL DESIGN GRANT PROGRAM This program is intended to provide a grant to owners of lands and buildings in the Central Area who wish to hire a professional such as an architect (for preparing designs, estimates, etc.), an engineer (for structural analysis) or accredited designer (landscape, interior, lighting or graphics/signage) to develop a project concept for other programs offered under this CIP. Design Grants may be applied for prior to the submission of an application for such applicable program. All design work shall generally be in keeping with the Central Area Design Study to be eligible for funding through this program. 3. BROWNFIELD REDEVELOPMENT INCENTIVE PROGRAM This program is intended to stimulate private sector investment in the reuse and redevelopment of brownfield sites and partially offset the costs associated with the site assessment and remediation. Incentives offered by the Town could include a grant equivalent to 50% of the cost of a Phase II Environmental Site Assessment, designated substances and hazardous materials survey, Page 4 of 6 183 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 remedial work plan or risk assessment. A maximum grant of $5000 is recommended per environmental study and per property. 4. FAÇADE IMPROVEMENT GRANT This program is intended to provide a loan or grant to encourage exterior renovations which are in keeping with the desired aesthetic effect and historical/heritage characteristics of buildings within the designated areas. Eligible improvements may consist of external repairs to façades, including signage, lighting, entrances and display windows. Interior work is generally ineligible. All commercial and residential properties in the Central Area would be eligible, as would commercial properties outside of the Central Area located in high-profile locations. All works are to be generally in-keeping with the Central Area Design Study. 5. INCREMENTAL TAX REBATE PROGRAM This program is intended to provide a grant to owners of lands and buildings who undertake improvements or redevelopment that result in an increased property assessment. Such improvements or redevelopment are also to be generally in-keeping with the objectives of the Town’s Strategic Plan and design principles of the Central Area Design Study. The amount of the grant provided will depend on the amount of the municipal portion of property taxes that has increased as a result of the improvements. The increase in realty tax represents the annual municipal realty tax in each year following improvement or redevelopment of lands and buildings over and above municipal realty tax prior to improvement or redevelopment of the lands in question. All property located within the Central Business District, and commercial and industrial properties within the CIP Area will be eligible for this program. The increased in taxes, or tax increment, is calculated by subtracting the municipal portion of property taxes before reassessment from the municipal portion of property taxes after reassessment. The Town may provide any proportion of the increment for any length of time that Council deems appropriate, to a maximum of 10 years. The tax increment does not include any increase/decrease in municipal taxes due to a general tax rate increase/decrease. Town staff have developed a suggested schedule of rebates, based on the location and value of the project, and is included as Appendix II. 6. LEGAL AND REGISTRATION COSTS In order to provide additional incentive for those landowners assessing the CIP programs, the Town will assume a portion of the legal costs and costs associated with registration of required agreements as part of the incentive to those accessing CIP programs. 7. PERMIT GRANT BACK PROGRAM This program is intended to provide a grant equivalent to the fees paid for Building Permits within the designated areas. The program is meant to stimulate and encourage development and property improvements. All commercial and industrial property located within the CIP area will be eligible for this program, subject to meeting a minimum project value. Page 5 of 6 184 Report No: CASPO 2016-251 COMMUNITY AND STRATEGIC PLANNING Council Date: October 24, 2016 Conclusion As part of the approval process for a new CIP, planning staff have undertaken consultations with the Ministry of Municipal Affairs and Housing, and will be scheduling a public open house to solicit feedback on the proposed CIP. It is expected that these will occur later this fall, with a final version of the CIP program and the associated guidelines to be presented to Council shortly thereafter. In general, it is important to note that the inclusion of existing and revised economic incentives in the Plan does not obligate Council to use them. All of the measures proposed for inclusion in the CIP are considered to be part of a ‘toolbox’ to be used at Council’s discretion, which is to say that any of the programs may be initiated or discontinued at Council’s discretion and as the program is warranted. As noted, Town Council will have the final approval as to how and when these programs are implemented. RECOMMENDATIONS It is recommended that CASPO Report #2016-261 be received as information; And further that staff be directed to advertise a public open house and undertake required public consultation regarding the proposed Town of Tillsonburg Community Improvement Plan. SIGNATURES Authored by: Original signed by Eric Gilbert, MCIP RPP, Senior Planner Approved for submission: Original signed by Gordon K. Hough, RPP Director Page 6 of 6 185 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 1 1.0 PREAMBLE TO THE TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN 1.1 INTRODUCTION Community improvement planning is commonly used as a tool to provide assistance to municipalities to address challenges related to growth management, accessibility and development. It provides a means of planning and financing development activities that effectively assist in the redevelopment of lands, buildings and infrastructure through the implementation of various financial incentives. The intent of a Community Improvement Plan (CIP) is to outline, in one document, the possible range of improvement options which may be undertaken to promote and encourage renewal, redevelopment and rehabilitation within the key areas of the Town requiring investment. The Plan is also intended to provide general design direction to complement and assist with the implementation of the financial incentive programs enabled by this CIP. The Plan is intended to provide a list of suggested incentive programs that Council might draw upon in its decision making to direct funding towards programs deemed as a priority to assist with downtown improvement and attracting investment for significant development projects. As such, the Town is not obligated to implement all of the incentives outlined in this Plan, and may discontinue or reduce funding for the incentives at any time. Further, Town Council reserves the right to determine, at its sole discretion, the implementation schedule of the proposed financial incentives contained in the Plan. 1.2 LEGISLATIVE AUTHORITY AND POLICY FRAMEWORK 1.2.1 Municipal Act Ontario’s Municipal Act, 2001 is the principle statute governing municipal organization and the delivery of services in Ontario. The Act came into effect on January 1, 2003, replacing the 1990 Municipal Act. Effective January 1, 2007, the Municipal Statute Law Amendment Act introduced significant amendments to the Municipal Act, providing municipalities with greater flexibility to meet community expectations and fulfilling responsibilities. Section 106 of the Municipal Act prohibits municipalities from directly or indirectly assisting any manufacturing business or other industrial or commercial enterprise through the granting of financial incentives, a practice that is commonly referred to as ‘bonusing’. Notwithstanding Section 106, the Act does provide an exception which allows a municipality to offer certain incentives where the said municipality has approved a Community Improvement Plan in accordance with Section 28 of the Planning Act. 1.2.2 Planning Act The Planning Act empowers the Council of a lower-tier or local municipality to designate Community Improvement Project Areas (CIPAs) and develop CIPs in accordance with the Act. Where a municipality has an approved CIP in place, the Act directs that the municipality may:  Acquire, hold, clear, grade, otherwise prepare, sell, lease or otherwise dispose of lands;  Construct, repair, rehabilitate or improve buildings on lands acquired or held by the municipality; 186 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 2  Make grants or loans to registered owners, assessed owners and tenants of lands or buildings to pay for the whole or part of any cost of rehabilitating such lands or buildings; and  Enter into agreements with any government authority for conducting studies and for the preparation, implementation and financing of plans and programs. 1.2.3 Provincial Policy Statement The Provincial Policy Statement – 2014 (PPS) came into effect on April 30, 2014 and provides policy direction on matters of provincial interest related to land use planning and development. The PPS establishes the policy foundation for regulating the development and use of land and supports the provincial goal of enhancing the quality of life for the citizens of Ontario. The PPS is issued under Section 3 of the Planning Act, which requires that all decisions affecting land use planning matters “shall be consistent with” policy statements issued under the Act. The PPS provides high-level policy direction pertinent to community improvement areas, including intensification, redevelopment, mixed land use and heritage preservation. In this regard the PPS generally promotes:  Land use patterns in settlement areas based on densities and a mix of land uses that use land and resources efficiently, promote energy efficiency and provide a range of uses and opportunities for intensification and redevelopment (Section 1.1.3.2);  Opportunities for intensification and redevelopment where this can be accommodated taking into account existing building stock or areas, including brownfield sites (Section 1.1.3.3);  Development standards which facilitate intensification, redevelopment and compact form (Section 1.1.3.4);  Providing an appropriate range of housing types and densities to meet projected requirements of current and future residents with residential intensification, densities which support active transportation modes including public transit, and redevelopment which facilitates a compact form (Section 1.4.3);  Planning of streets and spaces which meet the needs of pedestrians, foster social interaction and facilitate community connectivity (Section 1.5.1);  A land use pattern, density and mix of uses which minimizes vehicle trips and supports transit and active transportation (Section 1.6.7.4);  Opportunities for economic development, maintaining and enhancing the vitality and viability of the downtown and mainstreets and encouraging a sense of place by conserving features that help define culture (Section 1.7.1);  Energy conservation and efficiency and improved air quality through compact form and a structure of nodes and corridors, focusing employment and other travel-intensive uses on sites which are well served by transit, improving the mixture of employment and housing to shorten commute journeys, design to maximize energy efficiency and conservation (Section 1.8.1); and,  Conservation of significant built heritage resources and significant cultural heritage landscapes (Section 2.6.1). 187 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 3 1.2.4 Oxford County Official Plan Central Area Vision Section 8.1.1 of the Oxford County Official Plan outlines the Municipal Planning Strategy for the Town of Tillsonburg, as articulated in Chapter 8 of the Official Plan. The goals articulated in Section 8.1.1 serve as general guidelines for detailed policy development. The Town aims to maintain and promote the downtown as the hub or heartbeat of the town, rich in commercial diversity and amenities which bolster its role as the focal point of the community. In the future, the Central Area of the Town of Tillsonburg will remain as the most functionally diverse area of the Town and will serve as the primary business, cultural and administrative centre. The commercial core of the Central Area will remain a viable regional retail shopping district capable of meeting the day to day and specialty needs of residents of the Town as well as serving the southern part of Oxford County and portions of Elgin and Norfolk Counties. At the same time the Central Area will increasingly serve as a people place and will have increased day and night activity through the introduction of residential development within and near the Central Area and through better integration of the Central Area with the wider community. New buildings and spaces will reflect a human scale of development which results in a significantly enhanced pedestrian environment. The heritage resources of the Central Area will be protected through heritage conservation and enhanced through new development which respects nearby heritage buildings. To support the Town’s goal of a vibrant central area, the Town supports the creation of new residential units within commercial and institutional buildings within the Central Area through the development of appropriate zoning standards. In addition, the Official Plan directs that where new development, expansion, or redevelopment is undertaken, Site Plan Control shall address issues such as parking, signage, lighting, barrier-free design and vegetation, to the effect of ensuring compatibility with adjacent land uses and achieving an overall high quality of development. Residential Areas Official Plan policies in Section 8.2 facilitate a variety of housing type, tenure, cost and location that meets the changing needs of all types of households by providing for a variety and mix of housing throughout the Town. A strategic aim of the Town is also to promote and facilitate the provision of affordable housing through the co-operative efforts of all levels of government, the private sector and volunteer interest groups through such means as technical assistance, land conveyances, joint ventures, regulatory measures, and incentives. 188 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 4 Cultural Heritage Policies The Official Plan requires that significant built heritage resources and cultural heritage landscapes that are valued by the community, be conserved. Section 8.3.2.2.5 of the Official Plan recognizes the importance of conserving and enhancing the Town’s heritage resources, including buildings, structures, sites and landscape elements having architectural, historical or cultural significance. In this regard the Town: • Shall maintain the heritage resources which are in its ownership and shall ensure that public improvements are sensitive to the heritage character of the resource. In addition Town Council shall require that essential heritage elements are conserved, incorporated or maintained when any new use or development of such feature is proposed; • May designate individual buildings or sites in the Central Area under the Ontario Heritage Act; • May authorize the use of the density bonus provisions or transfer of density provisions of the Planning Act, in accordance with Chapter 10, Implementation Measures, as incentives to the private sector for heritage conservation; • May administer programs of senior levels of government directed towards heritage conservation and may develop complementary municipal programs to maintain and enhance heritage elements in the Central Area. The CIP should support these policies in the Official Plan by recognizing existing cultural heritage resources and promoting the preservation and restoration of potentially significant properties within the Community Improvement Project Area. Transportation Policies According to Section 8.3.2.2.6, a strategic approach for Transportation is to provide for a safe, convenient and aesthetically pleasing integrated transportation system which will promote cycling and walking in the Central Area while continuing to provide adequate facilities to meet vehicular needs. The Town also endeavours to support improvements to the transportation system which will increase the use of bicycles and walking in the Town for commuting to work, shopping and other purposes, consistent with efforts to improve air quality, energy efficiency and non-auto modes of transportation. Community Improvement Policies Section 10.4 of the County Official Plan includes policies intended to direct County and Area Municipal actions regarding upgrading, redeveloping and rehabilitating the physical environment of existing, older residential neighbourhoods, ancillary open space and recreational areas, commercial centres and industrial areas. The policies are intended to guide both private and public community improvement activities within designated community improvement project areas and are premised on a number of goals, including: • The upgrade and improvement of municipal hard services, social and recreational facilities and public utilities; • The preservation and upgrade of older residential neighbourhoods and settlements; • The strengthening of existing central areas; • The improvement of existing industrial areas by encouraging further development and redevelopment; 189 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 5 • Consideration of participation in senior government funding assistance programs; and • Encouraging the coordination of municipal, private and community organizations in promoting community improvement efforts. In addition to a number of general criteria for the designation of community improvement areas, the Official Plan provides additional guidance for identifying residential, commercial and industrial improvement areas based on, among other matters, the structural integrity of building stock, lack of community facilities and, in the case of commercial improvement districts, those areas that are experiencing high vacancy rates, inadequate off-street parking and poor traffic circulation. Contaminated Sites Section 10.4.6 of the Official Plan provides that where a redevelopment proposal demonstrates a change in land use on a site where contaminants may be present, the County and/or Town will require that environmental site assessment and site cleanup be undertaken as required in accordance with Section 3.3.3.2. The County and/or Town may: • Provide grants and/or loans to owners and tenants of properties to assist in clean up and redevelopment of the lands or buildings to conform with the Community Improvement Plan; • Cancel or not increase the municipal portion of the property tax on sites during the rehabilitiation period; and • Cancel or not increase the education portion of the property tax on sites during the rehabilitation period with the approval of the Ministry of Finance. 1.2.5 Central Area Design Study The Central Area Design Study was completed in 2012 by Brook McIllroy, Town staff, and County Planning Staff. It was approved by Council in September 2012. The main objectives of the design study are: • Elevate and promote the cultural heritage and built form of Broadway Street; • Create an urban design vision that highlights the diverse character of Central Area of Tillsonburg, while prioritizing inherently sustainable approaches; • Identify the unique character areas within the Central Area and prepare specific visions and urban design guidelines for each; • Improve connection within the Central Area as well as between the downtown and the surrounding community; • Transform Broadway Street into a weekday, evening, and weekend destination with a mix of uses and activities. Town staff have identified that the successful implementation of the study will be tied to incentives and CIP programs that will encourage property owners and developers to use the recommendations of the Design Study into their projects. To date, through a Façade Improvement Program Grant, the Town and Tillsonburg BIA has partnered with numerous businesses and property owners to improve the façade of buildings at prominent locations in the downtown. 190 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 6 1.3 PROCESS In August 2015, Town Staff together with Planning staff initiated the review of the three existing Community Improvement Plans (Dereham Forge, Van Norman, Tillsonburg Gateway CIPs) and determined it would be advantageous to develop a new comprehensive Town-wide CIP that would identify several financial incentive programs to assist with renewal in the Downtown areas of the Town, vacant industrial sites, and brownfield projects within the Town. The Town CIP has been prepared in accordance with the provisions of Section 28 of the Planning Act. The draft Community Improvement Plan (CIP) was circulated to the prescribed public bodies as required by Section 17 of the Act and a final draft was prepared, reflecting those comments received through the noted circulation, where applicable. 2.0 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN 2.1 COMMUNITY IMPROVEMENT PROJECT AREA (CIPA) The CIP applies to all lands within the Town of Tillsonburg, as identified on Appendices I, respectively. 2.2 PURPOSE The purpose of the Town CIP is to promote development and redevelopment of lands within the Town’s Central Area (areas designated as Central Business District & Entrepreneurial District as depicted on Schedule T-1 of the Oxford County Official Plan), as well as promote brownfield redevelopment opportunities and redevelopment of vacant employment buildings throughout the Town. 2.3 GOALS AND OBJECTIVES The fundamental goal of the CIP is to promote development in the Central Areas and employment lands by encouraging property and business owners to improve the visual quality and function of buildings with a view to enhancing the long-term viability and economic stability of the Town. Generally, the objectives of the CIP are to:  facilitate the ongoing viability, vitality and revitalization of the Central Area of the Town;  encourage long-term investment that improves the economic climate of the Town;  outline a set of key design principles to form a basis for improvement efforts;  improve the physical and visual quality of the existing building inventory;  conserve and strengthen traditional heritage features within designated community improvement areas by encouraging improvement that is ‘sympathetic’ to the history of the area and encouraging reuse;  promote a visually attractive, safe and clean public realm that is accommodating and accessible to all users;  stimulate private investment activity and private property maintenance; and  increase sense of community participation and civic pride. 191 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 7 2.4 MONITORING AND CHANGES TO THE CIP The Town supports actions that may be undertaken to promote revitalization and renewal, either through the use of one initiative or a combination of complementing incentives. However, the Town is not obligated to implement the incentive programs as outlined in this Plan and may choose to discontinue any incentive associated with the CIP at the sole discretion of Town Council. Where Town Council resolves to discontinue a program or incentive, any approved projects underway at the time will generally be honoured until the development is concluded. 2.5 IMPLEMENTATION Council shall prepare and adopt a set of guidelines and procedures to establish specifics on how the various elements of the Plan will be implemented. The guidelines will address such issues as the application and approval procedures, agreement requirements, and how decisions will be made regarding which projects receive approval. At the time Council establishes its annual budget, Council will determine the maximum contribution to be made available to various programs under the CIP for the current year. The Town will conduct periodic reviews of the programs being implemented under the CIP to determine their effectiveness and to determine whether funding levels should be increased or decreased, or whether modifications to the program should be made. Any changes to the financial incentives programs will require pre-consultation with Ministry of Municipal Affairs and Housing (MMAH). 3.0 FINANCIAL INCENTIVE PROGRAMS This section outlines the financial incentive programs that may be implemented by the Town through the CIP. These incentive programs are designed to stimulate and assist new development, redevelopment and rehabilitation of vacant, underutilized or deteriorated properties in the designated areas of the Town and may be funded by way of both grants and loans. Annual limits on expenditures/funds to be made available for the financial incentive programs in this Plan will be determined by Town Council. Detailed program implementation policies will also be established by the Town for the programs identified in this Plan. The following general implementation and eligibility criteria shall apply to all financial incentive programs offered through this plan:  Applications for funding shall generally be submitted prior to the issuance of a building permit. Grants will only be paid out after the applicable improvements have been completed and inspected by the Town and all outstanding work orders have been satisfied; 192 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 8  All taxes and other Municipal financial obligations for a property must be paid in full before any grant or loan is paid to an eligible property owner. The Town reserves the right to request an independent audit of the applicants accounts, at the expense of the applicant;  If a property is under an assessment appeal, the grant or loan application will be held in abeyance until the appeal is resolved;  Any program applicant may be required to provide a business plan and detailed cost estimates for the proposed works as part of the application;  Participating property owners may be required to enter into an agreement with the Town specifying such items as the level of loan or grant available and the terms and conditions associated with the loan or grant, including the circumstances whereby an owner would be obligated to repay the Town for any loans or grants received;  If a building erected or improved with a program grant or loan is demolished prior to the expiry of the grant or loan period, or the property is not maintained in a satisfactory state of repair consistent with Town By-laws, the grant or loan is forfeited and will be recovered by the Town;  To be eligible for any of the funding programs, the proposed work shall conform with the goals of this CIP, all Town policies, standards and procedures including the Town’s Property Standards By-law, Town’s Sign By-law, Town Zoning By-law, site plan guidelines and the Central Area Design Study as appropriate, and will be subject to review and the issuance of all required planning and development approvals and building permits;  The total cost of all grants and loans provided by the Town and County combined may not exceed the total cost of rehabilitation;  All applications for loan assistance under this CIP will be considered on a 'first come, first served' basis and will be restricted to the limit of budgeted funding. Should the number of eligible projects exceed the annual funding available, those eligible projects will be held in queue until and if funding becomes available the following year;   Any applicant may be required to provide detailed quotes and/or cost estimates for services and materials subject to an application;  The Town may, at any time, discontinue or cancel funding of a program.  Unused funds from a particular program may to be transferred to reserve for CIP use in future years at the discretion of Town Council. The following is a brief description of each program that may be offered at the discretion of Town Council within all or part of the Community Improvement Project Area. A summary of the program descriptions appear in Appendix II of this Plan. 193 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 9 3.1 INCREMENTAL TAX REBATE PROGRAM This program is intended to provide a grant to owners of lands and buildings who undertake improvements or redevelopment that result in an increased property assessment. The amount of the grant provided will depend on the amount of the municipal portion of property taxes that has increased as a result of the improvements. The increase in realty tax represents the annual municipal realty tax in each year following improvement or redevelopment of lands and buildings over and above municipal realty tax prior to improvement or redevelopment of the lands in question. All commercial and residential properties located in the Central Area are eligible for this program. Commercial areas outside of the Central Area and industrial properties may also be eligible, where appropriate. The increase in taxes, or tax increment, is calculated by subtracting the municipal portion of property taxes before reassessment from the municipal portion of property taxes after reassessment. The Town may provide any proportion of the increment for any length of time that Council deems appropriate, to a maximum of 10 years. The tax increment does not include any increase/decrease in municipal taxes due to a general tax rate increase/decrease, or projects that result in a tax class change without an increase in assessment due to redevelopment. 3.2 FAÇADE IMPROVEMENT GRANT This program is intended to provide a loan or grant to encourage exterior renovations which are in keeping with the desired aesthetic effect and historical/heritage characteristics of buildings within the designated areas. Eligible improvements may consist of external repairs to façades, including signage, lighting, entrances and display windows. Interior work will not be eligible. All commercial and residential properties in the Central Area shall be eligible and commercial properties outside of the Central Area may be eligible at prominent locations. 3.3 ALLEYWAY FAÇADE IMPROVEMENT GRANT This Program is intended to provide loans to property owners in the Central Area to assist with non-street front façade improvements to be consistent with the Central Area Design Study and to improve the appearance of rear alleys and other visible servicing corridors. All commercial and residential properties in the Central Area shall be eligible. For the purposes of this program, a non-street front facade shall mean a portion of a non-street front building that is visible from an adjacent street or alleyway. All works shall be pre-approved and generally be in keeping with the Central Area Design Study. 3.4 BUILDING PERMIT FEE REBATE PROGRAM This program is intended to provide a grant equivalent to the fees paid for Building Permits. The program is meant to stimulate and encourage development and property improvements. All commercial properties located in the Central Area shall be eligible, as well as all industrial properties throughout the Town. 194 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Page | 10 3.5 ARCHITECTURAL DESIGN GRANT PROGRAM This program is intended to provide a grant to owners of lands and buildings in the Central Area who wish to hire a professional such as an architect (for preparing designs, estimates, etc.), an engineer (for structural analysis) or accredited designer (landscape, interior, lighting or graphics/signage) to develop a project concept for other programs offered under this CIP. Design Grants may be applied for prior to the submission of an application for such applicable program. All design work shall generally be in keeping with the Central Area Design Study to be eligible for funding through this program. All commercial properties in the Central Area shall be eligible. 3.6 LEGAL AND REGISTRATION COSTS In order to provide additional motivation for those landowners assessing the CIP programs, the Town will assume a portion of the legal costs and costs associated with registration of agreements for all of the above listed programs. 3.7 BROWNFIELD REDEVELOPMENT INCENTIVE PROGRAM This program is intended to stimulate private sector investment in the reuse and redevelopment of brownfield sites and partially offset the costs associated with the site assessment and remediation. Incentives offered by the Town could include a grant equivalent to 50% of the cost of a Phase II Environmental Site Assessment, designated substances and hazardous materials survey, remedial work plan or risk assessment. A maximum grant would be determined by Town Council per environmental study and per property. 3.8 COUNTY TAX GRANT BACK INCENTIVE PROGRAM The County has also adopted a Community Improvement Plan that applies to those lands within the County of Oxford that are subject to a local municipal downtown, central area, or village core-oriented community improvement plan. All lands within the Central Area of the Town of Tillsonburg, as identified on Appendix I, have been designated by County Council, by by-law, as a Community Improvement Project Area (CIPA) for the purpose of administrating the CCIP. Similar to the tax incentive program offered through the Town CIP, the County CIP provides a tax grant back to owners of commercial, industrial or institutional properties and buildings who undertake improvements or redevelopment that result in an increased property assessment. Where a property is eligible for a tax grant back in accordance with the eligibility criteria as contained in the Town CIP and is located in the Central Area, as defined in the County CIP, the subject property may be eligible to receive a grant back for the increased County portion of taxes that would result in the proposed redevelopment or improvement. As the County CIP is intended to complement and enhance the incentives offered through the Town CIP, this duplication of financial assistance is acknowledged and will be permitted. 195 ESSELTINE DR TILLSON AVENORTH ST E CONCESSION ST W BALDWIN ST CONCESSION ST E VIENNA RDGOSHENSTLISGAR AVE WIL S ONAVESIMCOE ST D E V O NSHI RE A VE GLENDALEDR TILLSONSTBR O CK S T E NORTH ST W OXFORD ST QUARTER TOWN LINEQUARTER TOWN LINEBROADWAYBROADWAYTOWN LINE RD DEREHAMDR CRANBERRY RDCHARLOTTEAVEH IGH W AY 3 HIGHWAY 3 HIGHWAY 3 BELLMILLSI DERDPO T T E R S R D JOHNPOUND RD BRIDGESTE NEWELL RD HARVESTAVE CLEARVIEW DR 500 0 500 1,000 1,500250 Metres ¬Central Area Central Business District Entrepreneurial District Town of Tillsonburg Community Improvement Project Area TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PROJECT AREA SCHEDULE 1 196 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN APPENDIX II TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN SUMMARY OF RECOMMENDED COMMUNITY IMPROVEMENT INITIATIVES PROGRAM ELIGIBILITY CRITERIA Alleyway Façade Improvement Grant Interest free loan or grant for alleyway building facade improvements and works to comply with the Central Area Design Study, for properties in the Central Area. • 50/50 matching funds. • Maximum of $10,000 per project. • Commercial properties in the Central Area are eligible. • Projects that incorporate Ontario Building Code improvements such as stairs, railings, guards, fire escapes, etc. are also eligible. • Projects that meet energy conservation and efficiency goals shall be given a higher score. Architectural Design Grant Program Grant to offset cost of retaining professionals to provide acceptable design(s), in accordance with the Town Central Area Design Study for eligible properties in the Central Area. • 50/50 matching funds. • Maximum of $2,500 per project. • Commercial properties in the Central Area are eligible. Brownfield Redevelopment Grant Program Grant to cover up to 50% of the cost of a Phase II Environmental Site Assessment (ESA), designated substances and hazardous materials survey, remedial work plan or risk assessment. • 50/50 matching funds. • Maximum of $5,000 per project. • Applicant must provide a copy of the ESA to the Town. Building Permit Fee Rebate Program Rebate of Building Permits fees for commercial and industrial properties in the CIP area. Commercial Properties outside of the Central Area are not eligible for building permit grants. Industrial Projects – Small (Project value of $150,000 to $500,000) • Grant of 100% of the applicable building permit fees offered as a rebate once the project is completed. Industrial Projects – Large (Project value of $500,000 or more) • Grant of 50% of the applicable building permit fees offered as a rebate once the project is completed. Commercial Projects – Central Area (Minimum project value of $150,000) Rebate of the applicable building permit fee offered once the project is complete, as follows: • General renovations/rehabilitations - 25% Rebate; • Projects that will improve the overall attractiveness of the streetscape and downtown - 50% Rebate; • Projects that meet above criteria and provide exemplary attention to detail and a high level of design – 75% Rebate. 197 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN PROGRAM ELIGIBILITY CRITERIA Facade Improvement Grant Interest free loan or grant for exterior renovations of buildings within the Central Area. Eligible improvements may consist of external repairs to facades, including signage, lighting, entrances and display windows. Interior renovations will not be eligible. • 50/50 matching funds. • Maximum of $10,000 per façade. • Commercial properties in the Central Area are eligible. • Other commercial properties outside of the Central Area may also be eligible at prominent locations. These projects will not be eligible for the matching BIA funds. • Project shall conform to the design principles contained within the Town’s Central Area Design Study as determined by the Façade Improvement Review Committee. • Projects that meet energy conservation and efficiency goals shall be given a higher score. 198 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN PROGRAM ELIGIBILITY CRITERIA Incremental Tax Rebate Program Grant to rebate increase in Town property taxes resulting from improvements or redevelopment of lands and buildings, for properties located in the CIP area. Projects must meet the following general eligibility criteria: • An increased property assessment value; • Support Town objectives such as increased residential density, retail, business services and industrial diversity as contained in the Town’s strategic plans; • Conform to the principles of the Town’s Central Area Design Study (where applicable); • Additional criteria including 75% of the front of the building is comprised of glass, brick or stone and preference given to projects that use a brick consistent with the yellow heritage brick evidenced throughout the downtown (for properties zoned ‘Central Commercial (CC)’ & ‘Entrepreneurial (EC)’, where applicable). • Projects that meet energy conservation and efficiency goals, as well as water conservation and re-use goals shall be given a higher score. Commercial and Multi-Residential Projects (Within Central Area) - Phase-in Schedule • General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6. • Projects that improve the overall attractiveness of the streetscape/community and provide attention to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11. • Projects that are of strategic interest to the community and provide exemplary attention to detail and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Commercial Projects (Outside Central Area) - Phase-in Schedule • General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6. • Projects that improve the overall attractiveness of the streetscape/community and provide attention to detail and a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11. • Projects that are of strategic interest to the community and provide exemplary attention to detail and a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Industrial Projects - Phase-in Schedule • General renovations/rehabilitations – Rebate of 100% of increased taxes in year 1, 80% in year 2, 60% in year 3, 40% in year 4 and 20% in year five, with full taxes payable in year 6. • Projects that improve the overall competitiveness of Tillsonburg’s economic base while provide a high level of design – Rebate of 50% of increased taxes from years 1 – 6, 40% of increased taxes in year 7, 30% in year 8, 20% in year 9, 10% in year 10, with full taxes payable in year 11. • Projects that are of strategic interest to the community and provide a high level of design – Rebate of 100% of increased taxes from years 1 – 6, 80% in year 7, 60% in year 8, 40% in year 9 and 20% in year 10, with full taxes payable in year 11. Legal and Registration Costs Grant Grant to reimburse legal costs and costs associated with the registration of agreements associated with the above programs. • Town staff may register applicable agreements on title, or provide a grant to a maximum of $250 to reimburse legal costs of having a solicitor register the applicable agreements on title. 199 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN APPENDIX III TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN RECOMMENDED INCREMENTAL TAX REBATE GUIDELINES - DECISION MAKING MATRIX DEVELOPMENT TYPE CRITERIA LEVEL OF TAX INCREMENT GRANT Downtown Commercial and Multi-Residential Projects Projects that meet General Downtown Development Objectives: • General property renovations/ rehabilitations that will improve the attractiveness of the Downtown Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate, Year 4 - 40% rebate Year 5 - 20% rebate • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 6 • Only Multi-Residential projects with a minimum of 5-units are considered Projects that meet High Level Downtown Development Objectives: • Improves the overall attractiveness of the streetscape/community • Projects that conform to some of the design and general guidelines contained in the Town’s Central Area Design Study o E.g. Matching height with adjacent buildings, building maintains/ improves consistency with heritage elements from adjacent buildings • Improved accessibility 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 • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 11 • Only Multi-Residential projects with a minimum of 5-units are considered Projects that meet Strategic Level Downtown Development Objectives: • Projects that conform to many of the design and general guidelines contained in the Town’s Central Area Design Study • Incorporate environmental sustainability features and technology that results in energy conservation and reduced environmental impact • Improved accessibility with no barriers to access Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 11 • Only Multi-Residential projects with a minimum of 5-units are considered 200 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Commercial Projects Outside of Downtown Projects that meet General Commercial Development Objectives: • General property renovations/ rehabilitations that will improve the attractiveness of the community Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate Year 4 - 40% rebate Year 5 - 20% rebate • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 6 Projects that meet High Level Commercial Development Objectives: • Improves the overall attractiveness of the streetscape/community • Projects that provide a higher level of architectural design o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements 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 • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 11 Projects that meet Strategic Level Commercial Development Objectives: • Significantly improves the overall attractiveness of the streetscape/ community • Provides for a high level of architectural design: o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements • Incorporates environmental sustainability features and technology that results in energy conservation and reduced environmental impact Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate • Rebate amount is calculated based on incremental assessment growth • Full taxes are payable in year 11 201 TOWN OF TILLSONBURG COMMUNITY IMPROVEMENT PLAN Industrial Projects Projects that meet General Industrial Development Objectives: • General property renovations/ rehabilitations that will improve the attractiveness of the community Year 1 - 100% rebate Year 2 - 80% rebate Year 3 - 60% rebate, Year 4 - 40% rebate Year 5 - 20% rebate Rebate amount is calculated based on the incremental assessment growth only Full taxes are payable in year 6 Projects that meet High Level Industrial Development Objectives: • Improves the overall attractiveness of the streetscape/community • Projects that provide a higher level of architectural design: o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements 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 Rebate amount is calculated based on the incremental assessment growth only Full taxes are payable in year 11 Projects that meet Strategic Level Commercial Development Objectives: • Significantly improves the overall attractiveness of the streetscape/community • Provides for a high level of architectural design: o E.g. majority of front of building comprised of glass, brick or stone, inclusion of heritage elements • Incorporates environmental sustainability features and technology that results in energy conservation and reduced environmental impact • Supports growth in key economic sectors for the Town, E.g. Automotive, High Tech Manufacturing, Agri-food/Food Processing, Energy, etc. Years 1 to 6 - 100% rebate of the incremental tax increase Year 7 - 80% rebate Year 8 - 60% rebate Year 9 - 40% rebate Year 10 - 20% rebate Full taxes are payable in year 11 202 203 204 205 206 Report Title UPDATE – County of Oxford Report No. MYR 16-10 Author Mayor Stephen Molnar Meeting Type Council Meeting Council Date October 24, 2016 Attachments RECOMMENDATION THAT Council receive report MYR 16-10, as information. EXECUTIVE SUMMARY The purpose of this report is to provide information regarding any reports and recommendations from local representation at Oxford County Council. CONSULTATION/COMMUNICATION As a result of the effort to expand access to knowledge and information for Town Council and local stakeholders, this report is intended to provide material on activities that transpire at Oxford County Council that may have an impact on the Town of Tillsonburg. Further, this type of report will further satisfy mandates as reinforced in the Community Strategic Plan to provide for a more accessible and open governance model. INFORMATION • On September 14, 2016, County Council supported a staff recommendation (Report PW 2016-48) to retain a Status Quo on the delivery model of Large Item Collection. This was in response to an earlier request, through a Notice of Motion, to further restrict items collected through curbside pickup and in Tillsonburg at the Transfer Station. This decision will allow the Town to continue to work with the County, and the MOECC to ensure long-term sustainable approach to the operational aspect of the local station. • County Report HS 2016-08 (September 28/16) was adopted, endorsing the 16 unit multi-residential housing development by Tillsonburg Properties for Community Living at 136 Concession Street East. The value of the County support, through the 2016-17 Social Infrastructure Fund is $ 1,126.795.00. Tillsonburg Council had earlier supported the application on September 26, and had forwarded this endorsement to the County as information. • The issue of the opportunity of Shared Court Security costs (CS 2016-25) was introduced again at County Council meeting of October 12, 2016. The material report from CAO Calder (CAO 16-11), as endorsed by municipal Council on September 26, was an integral part of the Page 1 / 2 MYR 16-10 207 discussion to highlight the concerns of Tillsonburg Council, and as shared by other municipalities in Oxford. After much deliberation, an amending resolution to defer the report was supported by a majority of County Council. It is anticipated that this will return for review on November 9, 2016. If this recommendation is ultimately supported it would increase the County requirement from taxation, from Tillsonburg ratepayers, of approximately $37,000. FINANCIAL IMPACT/FUNDING SOURCE Whereas the material contained in this report is a summary of Oxford County information, there is no direct impact on the finances of the Town of Tillsonburg as would require approval by Municipal Council or direction from corporate staff. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Material contained within this report streamlines communication to the public on activities that transpire at Oxford County Council which may impact the Town of Tillsonburg and demonstrates accountability and good governance practices. Page 2 / 2 CAO 208 Report Title 2016 Third Quarter Financial Results Report No. FIN 16-30 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date OCTOBER 24, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-30 2016 Third Quarter Financial Results as information. EXECUTIVE SUMMARY To provide Council with the January 1, 2016 to September 30, 2016 Town wide actual financial results and projections through to December 31, 2016. SUMMARY OF OPERATIONAL RESULTS The attached spreadsheet summarizes by department the variances between 2016 actual results as at September 30, 2016 and the 2016 YTD budget. The overall Town wide consolidated surplus as at September 30, 2016 is $107,393, excluding a surplus of $77,344 from the Building department which is to be contributed to the Reserve Stabilization Fund per the Ontario Building Code Act. The projected deficit through to December 31, 2016 is $19,500 or 0.14% of the 2016 requirement from taxation. Questions or comments relative to the departmental 2016 Q3 revenues and expenditures and projections through to December 31, 2016 should be referred to the other members of the Senior Leadership Team for commentary. Page 1 / 1 FIN16-30 2016 Third Quarter Financial Re 209 2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFinance110 Finance2,009,700 1,286,136 1,299,703 13,567 Net Revenue over budget $19,200; Net labour over budget 19,400; Insurance Claim over budget $10,000; Interest & Finance charges over budget $8,300; Consulting/Legal under budget $5,100120 CSC63,300 34,485 14,058 (20,427) Billing related Expense under budget $17,800 Postage and Equipment Rental; Net Building Maintenance under budget $1,600Total Finance 2,073,000 1,320,621 1,313,761 (6,860) DCS100 Council319,900 224,928 222,043 (2,885) Net Revenue over budget $3,000 - donation received for fireworks; Training under budget $2,900; Special Events over budget $2,500180 Protection212,200 138,903 122,839 (16,064) Net labour under budget $3,200 - School crossings; Net Animal Control under budget $12,400; Training under budget $; Consulting/Legal expense over budget $ 2,400- Fences bylaw190 Building83,300 50,856 -26,488 (77,344) Net revenue over budget $86,900 - primary Permit revenue; Net labour over budget $5,500; Consulting/legal over budget $12,900 - fences bylaw; Supplies expense under budget $3,700; Special projects under budget $3,200 - fee study500 DCS91,400 -35,033 -50,099 (15,066) Net discover Tillsonburg under budget $15,200505 EcDev335,100 259,131 266,632 7,501 Net revenue over budget $11,800 - SOMA and Lease; Net labour over budget $14,900 due to website overtime and add'l part-time; Meeting expense over budget $3,200; Special projects under budget $8,000; supplies over budget $7,100Total DCS 1,041,900 638,785 534,927 (103,858) Fire150 Fire1,149,400 872,381 866,734 (5,647) Net labour over budget $20,800; Equipment Supplies & Repair over budget $13,300; Supplies Expense under budget $23,700; Subcontractor Expense under budget $18,700; Training under budget $8,000; Equipment Maintenance Contract under budget $6,600; Net capital over budget $25,100 - timing of debt proceeds relating to fire communication equipment upgrades160 Police2,825,000 2,341,812 2,348,355 6,543 Net revenue under budget $9,600 - timing; Net Police contract under budget $7,700;Net Police Service Board under budget $8,300; Net building Maintenance over budget $11,300Total Fire 3,974,400 3,214,193 3,215,089 896 For period ending September 30, 2016Quarterly Reports210 2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFor period ending September 30, 2016Quarterly ReportsOperations130 Fleet(320,300) 125,318 66,886 (58,432) Net labour over $13,500; Equipment Supplies & Repair over budget $13,600; Net revenue over $26,500 - primarily external parties (Hydro); Fuel & Oil expense under $55,100;145 Hyd(270,200) 27,265 24,084 (3,181) Net labour under budget $16,500; Subcontractor Expense over budget $17,400 - Recoverable; Supplies under budget $8,300200 Op Admin218,500 152,550 144,964 (7,586) Net expense under budget $6,500210 Engineering267,800 219,270 190,959 (28,311) Net labour under budget $36,800 - Vacancy, Part time and Overtime; Overhead recovery under budget $14,900 - Allocation of Technologist to Water, offset with surplus in labour; Net expenses under budget $6,100220 Roads1,836,600 1,476,650 1,502,359 25,709 Net labour over $8,100 - allocation; Subcontractor Expense over budget $15,500225 Winter Mtce510,600 399,800 406,067 6,267 Net labour over budget $10,600; Subcontractor expense under budget $3,100230 Parking(1,000) -62,925 -83,423 (20,498) Net labour under budget $13,400; Snow removal under budget $7,700235 Streetlights305,100 218,125 246,901 28,776 Net labour under budget $2,400; HLW expense over budget $20,800; Material/inventory Expense under budget $3,900; Fleet Charges over budget $11,500; Net capital expenditures over budget $4,800240 Airport100,600 38,263 8,971 (29,292) Net revenue over budget $19,100; Net Fuel sales loss of $12,000; Net labour under budget $7,600; Meetings&Legal under budget $6,600260 Storm Sewers195,000 221,375 195,532 (25,843) Net labour under budget $30,700; Subcontractor Expense over budget $6,200280 Solid Waste & Recycling202,000 191,550 175,894 (15,656) Net labour under $5,700; Net bag Tag Sales over budget $8,300 - timingTotal Operations 3,044,700 3,007,241 2,879,194 (128,047) 211 2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Key HighlightsFor period ending September 30, 2016Quarterly ReportsRCP300 Cem216,900 138,261 103,688 (34,573) Net revenue under budget $1,600; Net labour under budget $31,900; Subcontractor Expense under budget $5,000450 Parks542,200 510,324 532,956 22,632 Net revenue over budget $9,200; Net labour over $34,000 - Allocation to Cemetery; Supplies Expense over budget $8,800; Subcontractor Expense over budget $7,500; Equipment Rental under budget $3,200; HWL under budget $3,000; Net Capital projects: under budget $8,600 - Portable Bleachers & Annandale Diamonds460 Rec - Programs281,400 193,616 235,661 42,045 Net revenue under $21,900; Net labour over $14,700 - mainly Part time and OT; Program Supplies Expense over $13,100; Advertising Expense under budget $5,900465 Rec - Bldg Mtce2,150,200 1,500,252 1,525,059 24,807 Net labour under $14,700; Building Repairs & Maint. under $3,600; HLW over budget $50,700; Equipment Maintenance Contract expense over $12,200; Equipment Supplies & Repairs under budget $11,900467 EFC(32,400) -27,568 -40,580 (13,012) Net Building Expenditures under budget $12,700475 Museum276,200 221,838 233,071 11,233 Net revenue under budget $19,500; Net labour over budget $3,400; Subcontractor Exp under budget $3,300; Advertising Exp under budget $3,600Total RCP 3,434,500 2,536,723 2,589,855 53,132 Taxation600 Municipal - Tax levy(13,468,500) - 600 Municipal - Supps, W/O's(100,000) - Total Taxation(13,568,500) - - - Total Town - (184,737) 212 Finance, 13,567 Customer Service, (20,427) Council, (2,885) Protection/Bylaw, (16,064) Building Dept., (77,344) Development & Communications, (15,066) Economic Development, 7,501 Fire Services, (5,647) Police Services, 6,543 Fleet, (58,432) THI -Town, (3,181) Operations Admin, (7,586) Engineering Dept, (28,311) Roads, 25,709 Winter Maint., 6,267 Parking, (20,498) Streetlights, 28,776 Airport, (29,292) Storm Sewers, (25,843) Solid Waste & Recycling, (15,656) Cemetery, (34,573) Parks, 22,632 Recreation - Programs, 42,045 Recreation - Facilities, 24,807 Elliot Fairbairn Centre, (13,012) Museum, 11,233 (100,000) (80,000) (60,000) (40,000) (20,000) - 20,000 40,000 60,000$(Surplus) or Deficit 2016 Q3Net Levy VariancesFinanceCustomer ServiceCouncilProtection/BylawBuilding Dept.Development &CommunicationsEconomicDevelopmentFire ServicesPolice ServicesFleetTHI -TownOperations AdminEngineering DeptRoadsWinter Maint.ParkingStreetlightsAirportStorm SewersSolid Waste &RecyclingQ3 Net Surplus$184,737Less: Building Surplus $ 77,344$107,393213 2016Budget YTDBudgetYTDActuals Budget Variance(Surplus)/Deficit Forecast(Surplus)/Deficit ExplanationsFinance110 Finance2,009,700 1,286,136 1,299,703 13,567 Anticipating to meet budget120 CSC63,300 34,485 14,058 (20,427) 20,000 Labour over budget - backfilling positionsTotal Finance2,073,000 1,320,621 1,313,761 (6,860) 20,000 DCS100 Council319,900 224,928 222,043 (2,885) 3,500 Over budget due to events that were not planned in advance. 180 Protection212,200 138,903 122,839 (16,064) (10,000) 190 Building83,300 50,856 26,488- (77,344) Does not contribute to Town's overall finanical position per the Building Code Act 500 DCS91,400 35,033- 50,099- (15,066) Antipate to meet budget 505 EcDev335,100 259,131 266,632 7,501 15,000 Anticipating a $15K deficit due website overtime, additional part-time and promotional item purchases Total DCS1,041,900 638,785 534,927 (103,858) 8,500 Fire150 Fire1,149,400 872,381 866,734 (5,647) (10,000) 160 Police2,825,000 2,341,812 2,348,355 6,543 Anticipate to meet budget Total Fire3,974,400 3,214,193 3,215,089 896 (10,000) Operations130 Fleet(320,300) 125,318 66,886 (58,432) (25,000) Fuel Savings 145 Hyd(270,200) 27,265 24,084 (3,181) - Anticipated to Meet Budget 200 Op Admin218,500 152,550 144,964 (7,586) - Anticipated to Meet Budget 210 Engineering267,800 219,270 190,959 (28,311) (20,000) Vacancy Labour Savings 220 Roads1,836,600 1,476,650 1,502,359 25,709 - Anticipated to Meet Budget 225 Winter Mtce510,600 399,800 406,067 6,267 - Anticipated to Meet Budget 230 Parking(1,000) 62,925- 83,423- (20,498) (20,000) Net Labour and Net Expense Savings 235 Streetlights305,100 218,125 246,901 28,776 20,000 H,L,W over budget 240 Airport100,600 38,263 8,971 (29,292) (15,000) Increased Net Revenues and Decreased Net Labour 260 Storm Sewers195,000 221,375 195,532 (25,843) - Anticipated to Meet Budget 280 Solid Waste & Recycling202,000 191,550 175,894 (15,656) (5,000) Labour Savings Total Operations3,044,700 3,007,241 2,879,194 (128,047) (65,000) RCP300 Cem216,900 138,261 103,688 (34,573) (45,000) 450 Parks542,200 510,324 532,956 22,632 40,000 460 Rec - Programs281,400 193,616 235,661 42,045 35,000 465 Rec - Bldg Mtce2,150,200 1,500,252 1,525,059 24,807 25,000 467 EFC(32,400) 27,568- 40,580- (13,012) - 475 Museum276,200 221,838 233,071 11,233 11,000 Total RCP3,434,500 2,536,723 2,589,855 53,132 66,000 Taxation600 Municipal - Tax levy(13,468,500) - 600 Municipal - Supps, W/O's(100,000) - - Total Taxation(13,568,500) - - - - Total Town- (184,737) 19,500 Quarterly ReportsFor period ending September 30, 2016Labour underspending at the Cemetery is offset by overspending in Parks. Revenue shortfalls in arena and room rentals and overspending in part time labour is causing the deficit in Programs. Increased utility costs cannot be entirely mitigated within the Facilities Division. Revenue from the Wingfield performances did not meet budget expectations at the Museum.214 Report Title 2016 Third Quarter Finance Department Results Report No. FIN 16-31 Author JANELLE COSTANTINO Meeting Type Council Meeting Council Date OCTOBER 24, 2016 Attachments N/A RECOMMENDATION THAT Council receives report FIN 16-31 2016 Third Quarter Finance Department results as information. EXECUTIVE SUMMARY To provide Council with the actual January 1, 2016 to September 30, 2016 Finance Department financial results and the projected Finance Department 2016 financial results. SUMMARY OF OPERATIONAL RESULTS 2016 Business Objectives Objective Target Date Status Upgrade Northstar software TBD Expected to be completed January 2017 Corporate Office Workstations Q1 Delayed Laserfiche Scanner Station Q2 Expected to be completed by end of 2016 Domain Controller Server Q2 Delayed to Q4 CSC Delivery Model Q2 Delayed to Q4 Policy review based on Bill 8 – ensure required policies in place Q2 In progress Local Government Week Q4 Completed. Held on October 18, 2016 Cash Forecasting Model Development Q4 Delayed to 2017 Page 1 / 2 FIN16-31 2016 Third Quarter Finance Depa Results 215 Objective Target Date Status Telephone System Replacement Contribution to Reserves Q4 On schedule Investigate The One Investment Program Q4 Delayed to 2017 IT Contribution to Reserves Q4 On schedule Key Indicators 09/30/2016 09/30/2015 Tax Receivables $6,515,328 $6,459,374 Accounts Receivable $ 249,990 $199,944 GOALS FOR Q4 2016 • 2017 budgets and business plans FINANCIAL IMPACT/FUNDING SOURCE 2016 Budget YTD Budget YTD Actuals Budget Variance (Surplus)/Deficit Forecast (Surplus)/Deficit Finance 110 Finance 2,009,700 1,286,136 1,299,703 13,567 120 CSC 63,300 34,485 14,058 (20,427) 20,000 Total Finance 2,073,000 1,320,621 1,313,761 (6,860) 20,000 Overall, the 2016 third quarter Finance Department variance is due to unavoidable labour costs offset with savings on supplies expense. The projected Q4 deficit is primarily due to unavoidable labour costs. Page 2 / 2 2016 Third Quarter Finance Department Results 216 Report Title Building, Planning & By-Law Services 2016 Third Quarter Report Report No. DCS 16-33 Author Geno Vanhaelewyn, Chief Building Official Meeting Type Council Meeting Council Date OCTOBER 24, 2016 Attachments N/A RECOMMENDATION THAT Council receives Report DCS 16-33 Building, Planning & By-Law Services 2016 Third Quarter Report as information. EXECUTIVE SUMMARY This report contains information on activity volumes, trends over time, financials and updates on major initiatives. The statistics provided are inclusive from January 1, 2016 to September 30, 2016. BUILDING SERVICES Building Services experienced a record setting total number of permits issued in review of statistics back to 1988. An increase in activity in terms of value of construction was recorded compared to 2015 due to a large increase in the residential single detached dwelling sector. All sectors with the exception of institutional experienced increased activity. These statistics are noted in the tables below. 2016 – Building Permit Activity Overview - Q3 ending (Jan 1/16 – Sept 30/16) Total Permits Issued 341 Total Construction Value $24,379,209 Total Permit Revenue $269,909 217 VALUE OF CONSTRUCTION COMPARISON Value of Construction Comparisons TYPE 2011 2012 2013 2014 2015 2016 Residential (Value) 12,007,013 8,154,687 9,579,435 11,490,650 10,324,893 18,157,198 Commercial (Value) 1,158,835 7,008,100 1,298,772 1,108,797 684,728 4,044,397 Industrial (Value) 2,719,100 421,000 3,347,100 1,477,900 272,600 2,102,500 Institutional (Value) 107,867 215,350 917,675 17,605,392 1,379,173 75,114 TOTAL 15,992,815 15,799,137 15,142,982 31,682,739 12,661,394 24,379,209 RESIDENTIAL $18,157,198 INSTITUTIONAL $75,114 COMMERCIAL $4,044,397 INDUSTRIAL $2,102,500 2 CAO 218 Number of Permits Issued TYPE 2011 2012 2013 2014 2015 2016 Single Detached Dwellings 40 41 44 55 39 84 Total Dwelling Units 116 44 47 58 62 84 Total All Permits 250 242 257 309 220 341 Residential Development DEVELOPER NUMBER OF SINGLE DETACHED DWELLINGS Hayhoe Homes – Colin/Glendale West 38 PK Construction – Baldwin Place 23 Riviera Homes – Victoria Wood 2 Landmark Homes – Oak Park - William Street 2 Bamford Homes – South Ridge Heights 5 Oxford Builders – Annandale Phase 7 2 Gentrac Homes – Wood Haven 3 Misc./Private 9 Inspection Activity Comparisons Output Measures/Activity Quantity 2014 Quantity 2015 Quantity 2016 Building Inspections Completed 1036 990 1219 Major Construction/Development Projects: • 41 Broadway – Commercial/Residential Alterations • 51 Venison W - St Mary’s Catholic Church – Renovation/Addition • 124 Tillson Ave – Gas Station Demo/Re-Construction • 269 Quarter Town Line – New Pentecostal Church • 138 Broadway – Optometrist – Demo/Re-construction • 20 Clearview – Wiseline Metal Sales – New Industrial Construction • 584 Broadway – Dental Office – Demo/Re-Construction • 519 Broadway – Optometrist - Demo/Re-Construction • 230 Lisgar – Lisgar Plaza – Renovation 3 CAO 219 Building Financial Impact Financial records indicate that the Building sector has a surplus of $77,344 at the end of Q3. The increase in value of construction and number of permits issued is a direct result of the increased revenue found in the financial records. The forecast for year end is to be under budget. PLANNING SERVICES 2016 – Planning Activity Output Measures/Activity 2014 2015 2016 Minor Variance Applications 9 12 12 Zone Change Application 11 6 6 Site Plan Formal Consultations 2 7 4 Site Plan Approvals 4 6 10 Site Plan Applications (in progress) 4 5 5 Subdivision Agreements 1 2 4 Subdivision Amendment Agreements 1 1 1 Draft Plan of Subdivision Approval Ext 2 0 2 Site Plan Applications (in progress) • 183 Tillson Ave – Tillsonburg Rentals • 131 Tillson Ave- Gear Train • 142 Maple Lane- Abe Hiebert • 24 Clearview- Xcel Fabrication • 253 Broadway – Town of Tillsonburg BY-LAW SERVICES Records indicate that by-law and property standard activities and occurrences are fairly consistent with the previous year. These activities are noted in the tables below. 4 CAO 220 2016 – By-Law Activity Output Measures– Quantity 2014 2015 2016 Parking Tickets Issued 335 427 611 Animal Tags Issued Cats 972 1046 1221 Dogs 2110 2145 2100 Enforcement – Complaints and Occurrences Parking, Noise, Garbage, Taxi 105 121 87 Property Stds, Zoning, Clean Yard, Sign, Fence, etc. 163 205 245 Animal Control 334 312 273 By-Law Financial Impact Financial records indicate that the By-Law sector has a surplus of $16,064 at the end of Q3. The forecast for year end is to be under budget. DEPARTMENTAL TASKS Third quarter misc. tasks/projects: • Sign By-Law review • Taxi By-Law review - ongoing • CIP Program Review - ongoing • Subdivision Agreement Review • Train contract Deputy CBO • 2016 Façade Improvement Program – ongoing • Review animal licencing tracking solution - ongoing The fourth quarter will continue to keep staff busy with increased development/construction activity, 2017 budget and the ongoing departmental projects noted above. 5 CAO 221 Report Title Economic Development and Marketing Third Quarter Report Report No. Report DCS 16-34 Author Cephas Panschow Meeting Type Council Meeting Council Date October 24, 2016 Attachments None RECOMMENDATION THAT Council receive Report DCS 16-34 Economic Development and Marketing Third Quarter Report for information purposes. EXECUTIVE SUMMARY The purpose of this report is to provide Council with an overview of Third quarter activity, financial results and business plan objectives. BACKGROUND Economic Development Activity Q3 2015 Q3 2016 (TARGET) Q3 2016 (ACTUAL) Website Activity (Main Business Page) 2,302 2,550 1,804* Website Activity (Business Directory) 4,742 4,800 3,418* *Note that website statistics are not comparable or available due to the changeover to the new website on May 27, 2016. In general, corporate visits, client visits and new businesses are tracking close to or above 2016 targets. Lead files being open/closed and website activity (main business page) are below 2016 targets. This is for a number of reasons including an increase in some of the targets, Q1 focus on Town rebranding and also a lag between shows attended in the spring and lead processing. These tend to improve in the latter half of the year. Page 1 / 3 Report DCS 16-34 222 The following table summarizes the status of the 2016 Business Plan objectives: Item Budget Value Target Date Status Design/Build Partnership $5,000 Q1 In process Online Targeted Campaign $3,500 Q1 Completed Branding Implementation – Phase 1 $10,000 Q1 – Q4 Launch April 18 Promo items available for Turtlefest Additional items for sale shortly Building signage update in progress Discover Tillsonburg $16,500 Q1 – Q4 Attendance at Tillsonburg and London Homes shows in April Spring Home Tour on May 2 Magazine released early June (7,500) Fall home tour and magazine scheduled High School Career Fair Support $1,000 Q2 Completed. 2016 event did not proceed Hwy 3 Business Park – Signage Refresh $3,000 N/A In process Youth Robotics Challenge $1,000 Q3 In process. Sponsorship confirmed for Q4 event. Manufacturing Acceleration Program – Seed Funding $6,000 Q1 – Q4 In process. Community Improvement Plan $20,000 Q1 – Q4 Limited applications received due to program redesign CONSULTATION/COMMUNICATION Not applicable. The Development Committee is provided with a summary of this report at their regular meetings. Page 2 / 3 CAO 223 FINANCIAL IMPACT/FUNDING SOURCE The Economic Development & Marketing Department variances for the third quarter of 2016 are as follows: Department Variance Explanation Economic Development $7,501 Net revenue over budget $11,800 - SOMA and Lease Net labour over budget $14,900 due to website overtime and add'l part-time Meeting expense over budget $3,200 Special projects under budget $8,000 Supplies over budget $7,100 Development & Communications (15,066) Timing issues Economic Development and Development & Communications budgets are anticipating a $15,000 deficit due website overtime, additional part-time and promotional item purchases. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Not applicable. Page 3 / 3 CAO 224 Report Title 2016 Third Quarter Operations Services Report No. OPS 16-29 Author Kevin De Leebeeck, P.Eng. Director of Operations Meeting Type Council Meeting Council Date October 24, 2016 Attachments • None RECOMMENDATION: THAT Council receive Report OPS 16-29, 2016 Third Quarter Operations Services as information. SUMMARY To provide Council with the January 1, 2016 to September 30, 2016 Operations Services financial results. Table 1: 2016 Operations Business Plan Objective Target Project Status Update Health and Safety policies and procedures for the Department Q1 - Q4 In Progress Comprehensive review of Winter Maintenance Program and development of a Winter Operations Plan Q4 In Progress Update Engineering Design Criteria to current industry standards & practices Q3 Delayed Revise Subdivision and Site Plan Guidelines for improved communication with the development community Q4 Cancelled * Asset Management Projects Q3/Q4  Inventory all Regulatory Signs In Progress  Inventory all Streetlights & Traffic Signals Delayed to 2017 Asset Management Plan Updates Q1 - Q4  Pavement Management Strategy In Progress  Bridge & Culvert Management Strategy In Progress  Develop project prioritization methodology In Progress Water and Wastewater Rate review for implementation in 2017 to 2021 Q2/Q3 In Progress Drive-by Water Meter Conversion Program Q1/Q2 Substantially Complete Traffic Calming Policy Q3 Cancelled * Municipal Drain and Stormwater Management Study Q3/Q4 Cancelled * Page 1 / 3 225 Accessibility for the Built Environment Upgrades Program Q2/Q3 In Progress Corridor Management Initiatives Q4 In Progress Transfer Station Review Q1 – Q4 In Progress North Street Sidewalk – Phase C (Oxford County Rd 20) Q3/Q4 Delayed to 2017 Trottier Subdivision Phase 1 Reconstruction – Stage 4 Q3/Q4 Substantially Complete Riverview Subdivision Reconstruction Stage 1 Q3/Q4 In Progress Connecting Link Resurfacing – North St. to Town Limits Q3/Q4 Re-assigned ** ** Hot Mix Asphalt Paving Program Q3/Q4 Substantially Complete Medium Duty Vehicle Replacements  Roads Unit # 23 – 2003 Ford F350 Q3 In Progress  Water Unit # 45 – 2004 GMC Van Q3 Preparing RFP Heavy Duty Vehicle Replacements  Roads Unit # 62 – 2004 Peterbuilt Plow Truck Q4 In Progress  Fire Unit # 70 – 1990 Pierce Pumper Truck Q4 RFP Issued Off Road Equipment Replacements  Airport Unit # 202 – 1999 Rotary Wing Mower Q2 Completed  Parks Unit # 204 – 2006 Gravely Mower Q2 Completed  Roads Unit # 98 – 2004 Flail Mower Q2 Completed * Indicates objectives that have been withdrawn from the Business Plan due to prolonged resource vacancies. Key indicators measure growth in terms of infrastructure i.e. Roads, Sewers, Watermain, Sidewalk, Boulevards, etc. and the associated maintenance level of service. The recent change of resources in Public Works should allow the Town to alleviate the incremental costs associated with maintaining additional infrastructure. Key Indicators 2015 2014 2013 2012 2011 Roads (Lane km) 226.8 226.1 225.5 224.5 220.1 Sidewalks (km) 89.8 87.7 87.3 86.3 83.1 GOALS FOR NEXT QUARTER • Complete remaining road reconstruction projects • Continue Asset Management Projects and AMP Plan updates • Complete Transfer Station review process • Complete winter maintenance comprehensive review • Commence pre-winter fleet maintenance activities • Prepare, train and perform winter maintenance activities • Data gathering and surveying of future road capital projects Page 2 / 3 226 FINANCIAL IMPACT/FUNDING SOURCE The 2016 Q3 Operations Services overall variance is summarized in Table 2. Table 2: Third Quarter Budget vs. Actual Variance Summary Department Deficit / (Surplus) Operations Administration (7,586) Engineering Services (28,311) Public Works 14,411 Airport Operations (29,292) Waste Management (15,656) Fleet Services (58,432) Enterprise Services (3,181) Total Variance (128,047) Projection of variances to December 31, 2016 is summarized in Table 3. Table 3: 2016 Annual Projection Summary Department Deficit / (Surplus) Operations Administration - Engineering Services (20,000) Public Works - Airport Operations (15,000) Waste Management (5,000) Fleet Services (25,000) Enterprise Services - Total Variance (65,000) Page 3 / 3 227 Report Title Recreation Culture and Parks 2016 Q3 Results Report No. RCP 16-36 Author Rick Cox Meeting Type Council Meeting Council Date August 8, 2016 Attachments RECOMMENDATION THAT Report RCP 16-36 - Recreation Culture and Parks 2016 Q3 Results be received for information. EXECUTIVE SUMMARY This report provides Council with the July 1, 2016 to September 30, 2016 Department operational and financial results for Recreation, Culture & Parks. BACKGROUND 2016 Business Objectives Objective Target Date Status Lead the consortium of groups implementing the Cultural Improvement Alliance project. Q 1-Q2 Complete Take lead in revamped Doors Open Oxford area working group for 2016 Q 1-Q2 Complete Create working committee with Tourism Oxford, Oxford Creative Connections Inc. and The Woodstock Museum NHS to begin the planning process for “Wilde Oxford” an event in 2017 to celebrate the 135th Anniversary of Oscar Wilde’s visit to Oxford County Q 1-Q4 Scope change to Tillsonburg only. On schedule Work with Oxford County museums and other partners to organize a County wide 5 year initiative to commemorate the 100th Anniversary of WW1 through hosting 100 events throughout the County between 2014 and 2018. Q 1-Q4 On schedule Collaborate with Oxford Creative Connections and the Tillsonburg Cultural Improvement Alliance to hold a festival-style music & arts event in Tillsonburg Q 1-Q4 “String Fling” event planned for 2017 Implement eight broad based cultural opportunities/ events (2 per quarter) for Tillsonburg residents. Q 1-Q4 On schedule Initiate planning for 2017 celebrations of Canada’s 150th Anniversary and Tillsonburg’s 145th Anniversary Q 1-Q4 In progress Page 1 / 4 RCP 16-36 - Recreation Culture and Parks 228 Create barrier-free washroom at TCC near Lions Auditorium Q1-Q2 Complete Parking area at Trottier Park Q1-Q2 Deferred Undertake a concept design process to extend the useful life and improve the functionality and amenity level of the Tillsonburg Community Centre including facilitating 24hr health club access and improvements to the catering facilities. Q1-Q2 Shifted to Q3- Q4 Continue Annandale Diamond revitalization project including Trillium Foundation application. Q1-Q4 Trillium Foundation not available Continue development of Town-wide Asset Management Plan for Facilities including software implementation. Q1-Q4 On schedule Partner with Trans Canada Trail. & Oxford County to implement the TCT rail-trail connection to Norfolk County. Q1-Q4 On schedule Urban forestry program (Trottier, Participark) Q1-Q4 On schedule Continue evaluation of facility booking, membership and program registration software platforms in preparation for 2017 procurement cycle to replace software in 2018 Q1-Q4 On schedule Grow participation and revenue with an expanded calendar of adult and youth recreation program s Q1-Q4 On schedule Complete installation of wayward ball fence at Soccer Park Q2 Complete Demolish Pigeon Barn Q2 Cancelled Install one new pavilion at Kiwanis Coronation Park based on a TBD site plan that addresses parking pressures. Q2 Under review Railing replacement on upper deck at Waterpark Q2 Deferred to Q4 Replace HVAC units at the Museum Q2 Shifted to Q4 Replace South & East porches Q2 South porch completed Skate park repair and extension Q2 Repair complete. Tillsonburg Scout Association & Model Boat Association storage Q2 Under review Host the Run The Runway event to generate funds in support of the F.A.R.E. subsidy program. Q2 Complete Carroll Trail slope failure repair Q2-Q3 On schedule Roof repairs at Tillsonburg Community Centre Q2-Q3 On schedule Implement marketing strategy for the new & improved health club once Town re-branding project is complete. Q2-Q3 Complete Replace failing columbaria unit #1 and continue implementation of Master Design Plan. Q3 Completion in Q4 Begin construction of Celebration Plaza as part of Memorial Park revitalization. Q3-Q4 On schedule New play structure at Oak Park and play structure replacement at Glendale Park Q3-Q4 Oak Park Complete. Glendale deferred. Page 2 / 4 RCP 16-36 - Recreation Culture and Parks 229 Key Indicators FINANCIAL IMPACT/FUNDING SOURCE The 2016 Q3 RCP Department quarterly financial variance summary is as follows: 2016 Budget YTD Budget YTD Actuals Budget Variance (Surplus)/Deficit Forecast (Surplus)/Deficit RCP 300 Cem 216,900 138,261 103,688 (34,573) (45,000) 450 Parks 542,200 510,324 532,956 22,632 40,000 460 Rec - Programs 281,400 193,616 235,661 42,045 35,000 465 Rec - Bldg Mtce 2,150,200 1,500,252 1,525,059 24,807 25,000 467 EFC (32,400) (27,568) (40,580) (13,012) - 475 Museum 276,200 221,838 233,071 11,233 11,000 Total RCP 3,434,500 2,536,723 2,589,855 53,132 66,000 At the end of Q3, the largest contributor to the department’s deficit so far this year is a significant increase in utility costs which will continue to increase despite conservation initiatives. Consumption is up approximately 2% due to weather conditions, but hydro costs alone are up approximately 14%. Revenue for ice and room rentals and from the Wingfield performances will/did not achieve budget targets. Key Indicators 2016 2015 % change Comment Museum: attendance - headcount 8,959 11,828 -24%no Shunpiker tour (Q2) Programs: Advanced/Leadership - headcount 184 142 30%Focused recruitment of future leaders is working Programs: Aquatic registrations - headcount 2,661 2,040 30% Programs: Memberships sold 1,357 1,160 17% Programs: Health Club attendance - headcount 21,167 20,058 6% Programs: Water Fitness attendance - headcount 7,688 5,656 36% Programs: Land Fitness attendance - headcount 1,446 1,689 -14%change from passes to registrations Programs: Public Skating attendance - headcount 2,220 1,254 77%Season passes increased participation Programs: Roller Skating attendance - headcount 350 328 7% Programs: Squash Courts - headcount 985 640 54% Programs: Waterpark attendance - headcount 25,932 25,710 1%Shortened season limited final headcount Programs: Youth registrations - headcount 3,039 2,691 13%Increased summer camp participation Programs: Advertising revenue (guide,boards,fences)30,236$ $34,966 -14%change in ball fence advertising Programs: Rink bookings (ice) -hours 2,406 2,386 1% Programs: Rink bookings (floor) - hours 165 275 -40%No Agricultural Fair use of floor Programs: Tournaments (ice/pool/field)11 11 0% Programs: Room rentals (non-admin)573 448 28%Many more meetings, fewer large rentals Cemetery: Niche & Plot sales (count)49 35 40% Cemetery: Interments (count)92 92 0% Page 3 / 4 RCP 16-36 - Recreation Culture and Parks 230 Current year-end forecasting anticipates a net Departmental year-end deficit of approximately $66,000 including $50,000 over budget in anticipated utility costs. RCP staff are continuing to avoid unnecessary costs wherever possible in the effort to achieve the projected deficit. COMMUNITY STRATEGIC PLAN (CSP) IMPACT None at this time. Page 4 / 4 RCP 16-36 - Recreation Culture and Parks 231 Report Title Third Quarter 2016 Department Results Report No. FRS 16-09 Author Jeff Smith Meeting Type Council Meeting Council Date October 24, 2016 Attachments • NIL RECOMMENDATION THAT Report FRS 16-09 Third Quarter 2016 Department Results be received for information. EXECUTIVE SUMMARY To provide Council with the January 1, 2016 to September 30, 2016 Fire & Rescue Services performance results. SUMMARY OF OPERATIONAL RESULTS 2016 Business Objectives Objective Target Date Status Thermal Imaging Camera Replacement Q2 Complete – equipment in service Traffic Signal Priority Control Q3 Incomplete – equipment purchased, not installed Fire Comm Infrastructure (New Customer) Q2 Complete MSA SCBA lease & buy-out Q2 Complete Live Fire Training Simulator Q4 Incomplete Strategic Planning Process Ongoing Committee has met Succession Management Plan Ongoing Development training implemented Key Indicators 20 Firefighters on average attended training exercises with an average participation rate of 76%. The year to date average is 22 Firefighters attending an average of 79% of training exercises. The Average firefighter, year to date, has attended 64% of “Platoon” calls and 55% of “All Calls”. Fire Suppression Division emergency calls to end of Q2 are 1% lower than the same period last year and 3.5% lower than the three year call volume average for the same period. Page 1 / 3 FRS 16-09 Fire Q3 2016 232 2016 Alarm Data (Year to Date) OFM Response Type Total Incidents Total Staff Hours Property Fires/Explosions 13 284 Overpressure Rupture/Explosion (No Fire) 0 0 Pre Fire Conditions/ No Fire 22 165 False Fire Calls 61 366 Carbon Monoxide False Calls 32 169 Public Hazard 17 347 Rescue 19 62 Medical/Resuscitator Call 16 71 Other Response 13 109 YTD 193 1573 2016 Dollar Loss / Loss Prevention Number of Property Fire Incidents Estimated Property Value at Risk Estimated Structure Fire Loss Estimated Content Fire Loss Property Fire Loss Prevented Q1 5 $2,861,000 $10,000 $177,500 $2,683,500 Q2 1 $116,000 $4,000 $500 $111,500 Q3 2 $1,808,000 $16,000 $1,000 $1,791,000 Q4 Year to Date Total Fire Loss (structure & contents): $209,000 Fire Prevention Inspections 10 Inspections were completed 6 Closed, 4 remain in progress Apparatus Utilization Apparatus 2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End Car 1 20 54 26 91 Car 2 19 65 13 80 Pumper 1 28 91 21 74 Pumper 2 52 110 46 201 Rescue 3 31 67 16 60 Ladder 4 45 117 26 137 Squad 3* 1 4 N/A N/A *Unit temporarily in service when Pump 2 was not available for service. Public Education Page 2 / 3 CAO 233 Types 2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End Station Tours 6 7 0 7 Presentations 10 20 5 29 Newspaper/Media 0 4 1 13 Charity Event 2 4 0 6 Fire Communication Report Fire Communications Dispatched Incidents (all customers, including Tillsonburg) 2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End 734 1725 468 1980 Non-Emergency Calls (Customer Service, Burn Activation Lines etc.) (all customers, including Tillsonburg) 2016 3rd Quarter 2016 Year to Date 2015 3rd Quarter 2015 Year End 4881 11,231 3774 13,108 FINANCIAL IMPACT/FUNDING SOURCE Fire & Rescue Service is currently $5,647 under budget. Net labour is $20,800 over budget, mostly due to Fire Communicator training costs and accommodation needs. Firefighter training $8,000 under budget, Equipment Supplies & Repair over $13,300 budget, Supplies Expense $23,700 under budget, Subcontractor Expense $18,700 under budget and Equipment Maintenance Contracts $6,600 under budget. Net Capital projects are $25,100 over budget due to timing of debt proceeds related to Fire Communications equipment improvements related to new contracts. Police Services Board is $8,300 under budget. OPP contract is $7,700 under budget and OPP Building Maintenance is $11,300 over budget. Net revenue is $9,600 under budget due to a timing issue. The financial forecast for Fire & Rescue Services through to December 31, 2016 is to be $10,000 under budget. 2016 Q3 Financial Summary Department (Surplus)/Deficit Fire & Rescue Services $(5,647) OPP $6,543 Total variances (Q3) $896 Page 3 / 3 CAO 234 Report Title Offer to Purchase – 8 Hardy Avenue Report No. Report DCS 16-35 Author Cephas Panschow Meeting Type Council Meeting Council Date October 24, 2016 Attachments Offer to Purchase - TNPHC RECOMMENDATION THAT Council receive Report DCS 16-35 Offer to Purchase – 8 Hardy Avenue; AND THAT a by-law be brought forward authorizing the Mayor and Clerk to execute all documents necessary to transfer the property known as Lot 598 on Plan 500, Part 1 on Plan 41R-6175, and Part 1 on Plan 41R-8912, and known municipally as 8 Hardy Avenue, to the Town of Tillsonburg Non Profit Housing Corporation; AND THAT the net proceeds be contributed to reserves.” EXECUTIVE SUMMARY The Town has received an offer to purchase for the 8 Hardy Ave property. The purpose of this report is to obtain approval from Council to proceed with the sale of the property. BACKGROUND The former Parks & Recreation property was listed for sale subsequent to being declared surplus in October 2011. Since then, the Town has received three different offers (one in 2012, one in 2014, and one in 2015) with none proceeding to close. The Town has now received another offer to purchase for the property as summarized in the below table. Page 1 / 3 Report DCS 16-35 Offer to Purchase - 8 H 235 Offer Summary Price $146,000 plus HST Proposed Use Multi-unit residential development comprising of 8 townhomes. An Official Plan Amendment would be required to re-designate the lands to medium density residential. Conditions  Buyer obtaining a satisfactory mortgage;  Buyer obtaining a rezoning;  Seller warrants that the road allowance has been closed;  Seller relocating hydro line/pole off property; The Town’s Standard Conditions are included in Schedules B and C. Completion Date February 28, 2017 Timing Anticipated to be late 2017/2018 If approved, the Buyer will be making applications under the Planning Act to re-designate/rezone the lands to medium density. CONSULTATION/COMMUNICATION The property has been listed through a real estate brokerage for a number of years. The offers have reviewed by the Town’s solicitor. The Planning Act processes triggered by the applications will result in opportunities for public input and comments. FINANCIAL IMPACT/FUNDING SOURCE The offer have been submitted at a purchase price $146,000. The asking price on the property is $145,000. Page 2 / 3 CAO 236 The following costs are expected to be charged to the property: Description Amount Decommissioning of the former property $30,872 Real Estate Fees $7,300 Legal & Closings Costs ~$3,000 Total Costs $41,172 Based on the sale price, the net proceeds to the Town would be approximately $104,828. COMMUNITY STRATEGIC PLAN (CSP) IMPACT Securing an agreement with TNPHC would support “Goal 3.3 – Support the aging population and an active senior citizenship” of the CSP. Page 3 / 3 CAO 237 238 239 240 241 242 243 244 245 246 247 248 Report Title Branded Merchandise Program Update Report No. DCS 16-36 Author Colleen Pepper, Marketing and Communications Officer Meeting Type Council Meeting Council Date October 24, 2016 Attachments • Request for Proposals Document RECOMMENDATION THAT Report DCS 16-36 Branded Merchandise Program Update be received as information. EXECUTIVE SUMMARY On September 12, 2016 Council authorized staff to issue a Request for Proposal (RFP) regarding the delivery of a branded merchandise program for the Town of Tillsonburg. This report provides an overview of the RFP process and advises that Talbot Marketing has been contracted to provide these services for a three year period ending December 31, 2019. BACKGROUND Historically, the Town of Tillsonburg has not had a formal branded merchandise program. Instead, a limited number of branded items have been ordered on an ad hoc basis in conjunction with special events and/or general Town promotional purposes. Some departments have also provided branded clothing to staff to help identify them while working amongst the general public. However, with the launch of the new town logo, there has been increased demand for Tillsonburg-branded items. On September 12, 2016, Council authorized staff to issue a Request for Proposal regarding the delivery of a branded merchandise program for the Town of Tillsonburg. Overview Five experienced and reputable promotional products companies were approached to provide proposals. • Epic Promo (Tillsonburg) • McCabe Promotional Advertising (London) • New Era Grafix (London) • Talbot Marketing (London) • WSC Image (Tillsonburg/Woodstock) Page 1 / 3 Report DCS 16-36 249 All companies were provided with the same background information package (Appendix A) and asked to make presentations to staff on how their firm could address the Town’s key business needs: 1) Create revenue and minimize financial risk 2) Save staff time 3) Implement an inventory management solution Firms were also evaluated based on their product samples, and the quality of their presentation. Two staff members were present during each presentation. McCabe Promotional Advertising declined to make a proposal/presentation based on the Town’s expected sales volumes. Following the initial presentation, two companies were shortlisted and asked to provide competitive pricing for three typical items. Talbot Marketing had the highest overall score (96). Talbot is one of the largest providers of promotional products and apparel in Canada. They have been servicing businesses since 1886 and offer a 100% total satisfaction guarantee on everything they sell. Talbot’s proposed solution is summarized below: • Create a hybrid model program where staple, high-volume products are warehoused at the Talbot facility in London. • Other products would be made to order as needed (available based on 24-48 hour delivery) or sold via limited time offers. • Talbot would control the warehouse inventory with pre-approved minimums and maximums. • All products would be priced to provide a percentage rebate to the Town quarterly while still offering value to individual buyers. Talbot has provided merchandise to a number of Town departments in the past including Recreation, Culture and Parks, Tillsonburg Fire and Rescue Services and Economic Development. Other area clients include Ontario Police College and the Township of Malahide Fire and Emergency Services. Talbot’s product line is vast and includes all the major names in promotional apparel and merchandise. They also have an extensive line of technical, uniform and PPE clothing. CONSULTATION/COMMUNICATION The Purchasing Coordinator assisted in the development of the RFP and coordinated the interview process. Talbot’s presentation to the Town was made by Talbot president, Steve Levschuk and Senior Account Manager Dawn Pettit. Page 2 / 3 CAO 250 FINANCIAL IMPACT/FUNDING SOURCE Financially, the goal of the program is to satisfy consumer demand while providing a revenue stream for the corporation. Talbot’s proposal minimizes financial risk to the Town. Only five core products will need to be pre-purchased by the Town and warehoused by Talbot at any one time. Other products will be made to order—thereby limiting the Town’s exposure. Based on the Town’s past purchasing history, there will be no additional charges for the creation of the online store and program. By entering into a multi-year contract (3 years) with Talbot, the Town of Tillsonburg will benefit from greater economies of scale and receive a more consistent branded product. As well, because Talbot is one of the largest suppliers in Canada, Tillsonburg will enjoy bulk pricing for items even where typical minimum quantities are not met. COMMUNITY STRATEGIC PLAN (CSP) IMPACT The development of a branded merchandise program is in keeping with the broad strokes of the Community Strategic Plan, and more specifically, the initiative supports the objectives identified in sections 3.1 and 4.1. 3.1 Make Tillsonburg an attractive place to live for youth and young professionals 4.1 Promote Tillsonburg as a unique and welcoming community The branded merchandise program is a logical next step in the Town’s place-branding efforts. By offering an attractive, high quality product line, the Town can effectively communicate the values of the Town and the character of the people who live here. Perhaps more importantly, the program gives staff and members of the general public the ability to become brand ambassadors—persons who proudly identify themselves as having ties to Tillsonburg and share the brand story with others. This merchandise would also be available to visitors who wish to purchase souvenirs and/or gifts. As identified in the Brand Platform, delivering a consistent message about Tillsonburg is important. It is imperative that any products bearing the Town logo be good representations of the community, provide good value and are produced in accordance with the standards identified in the Brand Manual. Page 3 / 3 CAO 251 Town Branded Merchandise Program Partner Guidelines Overview Historically, the Town of Tillsonburg has not had a formal branded merchandise program. Instead, a limited quantity of branded items has been ordered on an ad hoc basis in conjunction with special events and/or general Town promotional purposes. Some departments have also provided branded clothing to staff to help identify them while working amongst the general public. However, since the launch of the new Town brand, there appears to be increased demand for Tillsonburg-branded items—both by staff and the general public. The challenge facing the municipality is how to effectively and efficiently accommodate these requests. While an annual t-shirt order can be accommodated by Town staff, selecting and selling multiple products is a much more labour-intensive proposition. The Town also faces issues related to product storage and inventory management. A possible solution is to enter into a long term relationship with a private sector partner to develop a Town store and/or branded merchandise program. By working with a partner, the Town hopes to not only leverage the expertise of industry professionals, but ensure staff resources remain directed toward core business activities. Further, the Town hopes to benefit from greater economies of scale and receive a more consistent branded product (i.e. consistent design and fabrication specifications). 252 Page 2 of 4 Partner Proposal Requirements All prospective partners will need to demonstrate how their company can address the Town’s key business needs. 1. Create a revenue stream for the Town with minimal financial risk 2. Save staff time 3. Implement an inventory management solution Town Need Partner Responsibility Create revenue and minimize financial risk - Provide bulk purchasing discounts based on the Town’s total merchandise spend vs. per item - Provide options that limit the Town’s exposure (i.e. made-to-order vs. bulk purchases) - Offer a revenue sharing model (i.e. MSRP, percentage of sales etc.) - Offer departmental and retail price points (i.e. facilitate to Town-to-Town and Town-to-public selling) Save staff time - Recommend quality, popular products that comply with the Town’s brand guidelines and enhance the Town’s public image - Facilitate direct sales to staff and/or the general public - Manage supplier relationships and negotiate best prices - Quality assurance Implement an inventory management solution - Offer a merchandise storage option - Offer a way to track orders and current stock levels 253 Page 3 of 4 Anticipated Merchandise Requirements The following table identifies the initial range of products the Town anticipates being able to order. Product Description Hoodies Kangaroo and zip styles; Mens, ladies and youth sizes Blue; Grey T-shirts Mens, ladies and youth sizes Blue; Grey Polos Technical styling Mens and ladies styles Ball Cap Up to 2 styles – structured; unstructured Mugs 2 styles – ceramic; insulated/travel Water bottle High quality, non BPA Tote bag Heavy canvas or cotton Sports bag Appropriate for gym use Lapel pins Magnets Pens 2 styles (economy and executive level) Golf Balls Custom products As needed (re: event swag etc.) . Brand Manual and Style Guide The Town’s brand manual is attached to this document for reference purposes. All products provided to the Town will need to comply with these guidelines.                     254 LogoGuidelines Town of Tillsonburg 2016 255 16 Logo Construction | Tillsonburg Brand Manual Tagline Icon Wordmark 256 17 Tillsonburg Brand Manual | Logo Spacing Minimum Clear Space • In any format, a rectangular clear space must be left around the logo. • The minimum distance above and below the logo is the height of the icon from the centerpoint. • The minimum distance to the left and right of the logo is the width of the icon from the first and last letter. Minimum Size • Within print format the icon element must never be reproduced at less than 0.25” in height. • To ensure legibility within a digital format the icon element must not be less than 16 pixels. • With respect to sizing the logo, legibility should always be the determining factor. 257 18 Logo Typographic Standards | Tillsonburg Brand Manual Only two font styles are used for the logo: Tillsonburg Custom is a display font consisting of 1 typeface width, and only contains the letters form- ing “Tillsonburg”. Futura Medium While Futura has several width variations, only "Medium" is used. Futura MediumABCDEFabcd1234 ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890!@#$%^&*() When to Use: Tillsonburg Custom is a custom created Typeface. It is only to be used as the logo and should not be used under any other cir- cumstances. When to Use: Futura Medium is the only font to be used for the tagline. 258 Tillsonburg Brand Manual | Logo Typographic Standards 19 259 20 Brand Typographic Standards | Tillsonburg Brand Manual In addition to the custom typeface, two font styles are used for the brand: Adobe Caslon Pro Consisting of 4 typeface widths: Regular, Italic, Bold and Bold Italic. Futura Medium While Futura has several width variations, only "Medium" is used. Futura MediumABCDEFabcd1234 ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890!@#$%^&*() When to Use: Adobe Caslon Pro is the primary brand font, and is to be used for all forms of standard body text, ranging from: stationery, brochures and all forms of general correspondence. * Georgia may be substituted for Adobe Caslon Pro in the event that it is unavailable, or can be used in email and website design as a web safe font. When to Use: Futura Medium is the secondary font, used for the Slogan and/or Motto. It is also to be used as the standard for Callouts in stationery, website design, brochures advertisements and all forms of general correspondence. Adobe Caslon ProABCDEFabcd1234 ABCDEFGHIJKLMNOPQRSTUVWXYZ abcdefghijklmnopqrstuvwxyz 1234567890!@#$%^&*() 260 22 Brand Colour Specifications | Tillsonburg Brand Manual Colours are a key element of the logo. The consistent use of colour is critical to protect the brand and foster recognition. The Tillsonburg logo may only be reproduced using the following colours. 261 Tillsonburg Brand Manual | Brand Colour Specifications 23 Tillsonblue PMS 7706c C 100 M 50.5 Y 28.52 K 6.18 R 0 G 105 B 143 HTML #00698f Tillsongrey PMS 424c C 56.57 M 47.43 Y 48.17 K 14.06 R 113 G 114 B 113 HTML #717271 Tillsongreen PMS 375c C 46.27 M 0 Y 100 K 0 R 149 G 214 B 0 HTML #95d600 Liriodendron tulipifera To be produced as CMYK or RGB 262 24 Logo Styles | Tillsonburg Brand Manual All logo applications may be reproduced in full colour, black & white, or reversed out of a solid colour. If reproduction on a colour background is required, the reverse version should be used to ensure proper contrast. Tagline Usage The brand tagline may or may not be used depending on space restrictions, vicinity to other uses of the tagline, or for general aesthetic reasons at the discretion of the Marketing and Communications Officer. Special Uses Due to the intricacy of the polygon-styled Liriodendron tulipifera leaf, there may be instances where a more simplified version is need (i.e. stitching). A single colour version may be used if approved in accordance with these guidelines. 263 Tillsonburg Brand Manual | Logo Styles 25 Full Colour This is the full colour version Solid Black The solid black version is only to be used for Fax, and some forms of black/white printing applications, such as newspapers etc., where coarse half-tone screens are used. Reversed The logo should be reversed on colour. Icon as Logo The Liriodendron tulipifera leaf may be used without the wordmark as a stand-alone icon. Social Media There 2 versions of the Social Media profile image. Each are saved as PNG files with Transparent backgrounds. To be used for all round & square cornered profile images such as Twitter, Facebook, Instagram, Pinterest, etc. To be used for circular profile images such as: Google+. 264 26 Improper Logo Usage | Tillsonburg Brand Manual The consistent use of the Tillsonburg logo is essential to protect the brand’s integrity and recognition. No departures from these guidelines are permitted. To ensure the brand is not the victim of aesthetic vandalism, the general rule to abide by is: DO NOT CHANGE, ALTER, ADD OR MODIFY ANYTHING. Individual Town Departments do NOT have their own logos The municipality has one icon and wordmark, which together form the logo and represent the Core Brand. Through its consistent application the municipality and its provided services will gain increased distinction and equity. Asking the public to identify Tillsonburg with more than one logo will diminish the brand’s effectiveness. When divisions and departments use their own marks, the impact and cohesiveness of both symbols becomes diluted and can confuse audiences. The comprehensive use of the Core Brand will ensure positive benefits for the community. 265 Tillsonburg Brand Manual | Improper Logo Usage 27 DO NOT: Logo Do not change, alter, add or modify anything. DO NOT: Icon Do not resize or change the position of the icon. DO NOT: Fonts Do not use any other font, no matter how close it may look to Tillsonburg Custom or Futura Medium. DO NOT: Sizing Do not use squish or squash the logo. Any resizing must be in proportion. DO NOT: Sizing Do not rotate the logo. The logo is intended to be on a 0° axis. DO NOT: Colour Do not change the colours even if they look similar. Use the official colour specifications detailed in these guidelines. The Town of RECREATION Tillsonburgonnbonb CONNECTED. ENRICHED. INSPIRED.INSPCTED 266 42 Clothing & Promo | Tillsonburg Brand Manual The Tillsonburg logo is to be placed on the left breast of municipal and promotional shirts and jackets. All applications must adhere to the brandmark colour standards. Department, Division, and Special Event Applications to be referred to the Marketing and Communications Officer. 267 Tillsonburg Brand Manual | Clothing & Promo 43 268 44 Clothing & Promo | Tillsonburg Brand Manual The Tillsonburg logo is to be placed in the centre of municipal and promotional hoodies or sweatshirts. All applications must adhere to the logo colour standards. Department, Division, and Special Event Applications to be referred to the Marketing and Communications Officer. 269 Tillsonburg Brand Manual | Clothing & Promo 45 The Leaf Icon logo may be placed in the centre of a hat or visor. The full logo may be placed on the back. All applications must adhere to the logo colour standards. Department, Division, and Special Event Applications to be referred to the Marketing and Partnerships Officer. 270 Report Title Hanover Fire Communications Contract Report No. FRS 16-08 Author Jeff Smith, Fire Chief Meeting Type Council Meeting Council Date October 24, 2016 Attachments Agreement RECOMMENDATION THAT Council receives report FRS 16-08 Hanover Fire Communications Contract; AND THAT the capital costs incurred be debt financed with a term not to exceed five (5) years; AND FURTHER THAT Council authorizes the Mayor and Clerk to enter into an agreement with the Corporation of the Town of Hanover for the provision of Fire Dispatch and Communications Services. EXECUTIVE SUMMARY The Corporation of the Town of Hanover issued Request for Proposal by invitation only for the provision of Fire Dispatch for the Hanover Fire Department, with a closing date of December 4, 2015. After a comprehensive review and analysis, the Fire Chief and evaluation committee recommended that the Proposal from the Town of Tillsonburg be accepted. The Request for Proposal required a five (5) year contract with an option for renewal for an additional five (5) year period. The contract start date will be January 1, 2017. Our success in obtaining this contract is in part due to our demonstrated ability to successfully dispatch the Municipality of Kincardine and the Municipality of Brockton (Walkerton & Elmwood) utilizing Radio over Internet Protocol (RoIP) technology. There will be no staffing impact or changes as a result of this contract. The additional emergency call volume (95 emergency responses annual average) and non-emergency call volume (burn permits) can be accommodated well within our existing capacity. The contract attached for approval is the standard template used by Tillsonburg Fire Communications for our current customers, and has been signed by authorized representatives of The Corporation of the Town of Hanover. Page 1 / 2 FRS 16-08 Fire Communications Hanover 271 CONSULTATION/COMMUNICATION N/A FINANCIAL IMPACT/FUNDING SOURCE To ensure competitiveness and being consistent with our existing pricing philosophy, Tillsonburg offered a pricing structure of $1.97 per capita for the first contract year and a fixed increase of 2.0% each year thereafter for a five (5) year period. Total revenue for the five (5) year period will be $76,787.17 (excluding tax) with expenditures (capital purchase of equipment and licensing fees) for the same period of $47,948.36. The net profit for the Town will be $28,838.81 over the five years of the contract. Any renewal period or future contracts with the Town of Hanover will not require any additional capital outlay. Further, the capital equipment purchased, such as RoIP interfaces, digital recording devices, etc., will remain the property of Tillsonburg and can be re-used for future customers should a renewal with Hanover not be secured. The capital requirements for this contract are not included in the 2016 Fire Department Capital Program. It is recommended that the costs be debt financed with the annual revenue received paying the principal and interest. It is further recommended that the debt term matches the contract term at five (5) years. COMMUNITY STRATEGIC PLAN (CSP) IMPACT N/A Page 2 / 2 CAO 272 273 274 275 276 277 278 279 280 281 = 1.Call to Order 5:00 pm Erin, Brian, Ann, Deb 2.Adoption of Agenda Moved by Ann, seconded by Brian 3.Disclosures of Pecuniary Interest and the General Nature Thereof None 1.Call to Order 5:00 pm Erin, Brian, Ann, Deb 2.Adoption of Agenda Moved by Ann, seconded by Brian 3.Disclosures of Pecuniary Interest and the General Nature Thereof None 4.Adoption of Minutes of Previous Meeting Moved by Ann, seconded by Erin 5.Delegations and Presentations None 5.1. 5.2. 6.General Business & Reports 6.1. Music in public areas-Brian continuing research 6.2.Further discussion to support events and advertise for 150 subcommittee-asking Patty to place in the paper again after Canada Day. 6.3. 6.4. 7.Correspondence 7.1.Grant Application from Tillsonburg Optimist Club as new host for Santa Claus Parade Moved By: Councilor Brian Stephenson Seconded By: Erin Getty Proposed Resolution # 3 THAT the Cultural Advisory Committee approves awarding a Cultural Advisory 282 Grant to The Tillsonburg & Area Optimist Club in the amount of $3,300 for the payment of the bands for the Tillsonburg Santa Claus parade. Carried. 8.Other Business 8.1. 8.2. 9.Closed Session 9.1. 10.Next Meeting August 2, 2016 11. 12.Adjournment 283 = ATTENDANCE Deb Beard (chair), Heather Benton, Vern Fleming, Terry Fleming, Councillor Brian Stephenson, Erin Getty, Jami Stephenson MEMBERS ABSENT/REGRETS Ann Loker, Josianne DeCloet 1.Call to Order The meeting was called to order at _​5:00_​(p.m.) 2.Adoption of Agenda Moved By: Heather Benton Seconded By: Erin Getty Proposed Resolution #_ THAT the Agenda as prepared for the Cultural Advisory Committee meeting of Wednesday, October 12, 2016, be adopted as amended. Addition under Other Business 8.1 – position of Secretary 3.Disclosures of Pecuniary Interest and the General Nature Thereof – ​None declared 4.Adoption of Minutes of Previous Meeting 4.1.Minutes of the Meeting of ​__July 6, 2016​____ Moved By: Brian Stephenson Seconded By: Erin Getty Proposed Resolution #_ THAT the Minutes of the Cultural Advisory Committee Meeting of July 6, 2016, be approved as amended. 284 Cultural Advisory Committee Meeting Minutes, Wednesday, October 12, 2016 2 Amendment: Addition of Patricia Phelps under ATTENDANCE 5.Delegations and Presentations – None 6.General Business & Reports 6.1. ​Welcome new members 6.2.Information for new members-request for orientation and information packages for new member submitted to Trisha and request for Rick Cox to attend to update and review TCIA and how what may be requested to incorporate in this committee. 7.Correspondence - NONE 8.Other Business 8.1.Position of Secretary-discussion was held as to who may be interested in serving in this capacity as it has been jointly shared by Patty and Deb 8.2.Round Table of upcoming events 9.Closed Session 10.Next Meeting The next meeting of the Cultural Advisory Committee will be on Wednesday, November 2, 2016 at 5:00 pm. 11.Adjournment Moved By: Erin Getty Seconded By: Heather Benton Proposed Resolution # THAT the Cultural Advisory Committee Meeting of Wednesday, October 12, 2016 be adjourned at _​5:50​_ p.m. 285 = ATTENDANCE MEMBERS PRESENT: Paul DeCloet, Penny Esseltine, Corey HillRobert Marsden, Christine Nagy, Sue Saelens, Marian Smith, Tricia Smith, Paul Wareing. Janet Wilkinson. Special guest Chris Gowman MEMBERS ABSENT/REGRETS: Charles Baldwin, Ken Butcher, Maurice Verhoeve 1. Call to Order The meeting was called to order at 8:59 a.m. 2. Adoption of Agenda Moved By: J. Wilkinson Seconded By: P. DeCloet Proposed Resolution #1_ THAT the Agenda for the Heritage, Beautification & Cemetery Advisory Committee meeting of October 6, 2016, be adopted. Carried. 3. Disclosures of Pecuniary Interest and the General Nature Thereof: None 4. Adoption of Minutes of Previous Meeting 4.1. Minutes of the Meeting of June 2, 2016 Moved By: P. DeCloet Seconded By: C. Nagy Proposed Resolution #2 THAT the minutes for the September 1, 2016 meeting be approved. Carried 5. Delegations and Presentations 6. General Business & Reports 6.1. Report from Beautification Working Group and Tillsonburg Horticultural Society – BIA not buying into a full partnership with BWG – seem to be working towards their own goals and if our efforts coincide with theirs they are amenable. We have to ensure there is no overlap in requesting funds from Council. Tillsonburg Horticultural Society will take on the program of offering individual flower urns for all businesses for next year promoting Canada 150. Current cost of watering of downtown flowers is being covered by Tillsonburg Horticultural Society. BWG has prepared a recommendation with a budget covering one to five years to purchase a total of 22 varied sizes of planters. This sub-committee will be wrapped up by December 1. NOTE: grant requests must be submitted to the Town by November 15 and presentation to Council on November 28. Moved By: S. Saelens Seconded by C. Nagy Proposed Resolution #3 The Corporation of the Town of Tillsonburg HERITAGE, BEAUTIFICATION & CEMETERY ADVISORY COMMITTEE October 06, 2016 9:00 a.m. Marwood Lounge Community Centre MINUTES 286 THAT this Committee establish at the next meeting a request for funds from Council for 2017 budget consideration. Carried 6.2 Mausoleum conditions – The Joy mausoleum has historical and architectural value. Moved By: P. DeCloet Seconded by J. Wilkinson Proposed Resolution #4 THAT this Committee recommends to Council to restore the Joy Mausoleum façade and windows up to a cost of $20,000.00 Carried 6.3 Columbarium update – new columbarium is in place and transfer of remains tentatively scheduled for October 18. All affected parties will be notified. 6.4 Cemetery decoration by-law – ad has been in the paper. It was requested that sandwich boards be placed at each gate advising visitors about seasonal cleanups. Full cleanup details should be placed in the newspaper at the appropriate time. 7. Correspondence - none 8. Other Business 8.1. Mount Pleasant Cemetery visit – successful visit for the members of this committee who were able to attend. The advantages of a Scattering Garden is that plaques are in place to identify those whose remains have been scattered. As opposed to scattering in nature where future families have no records of their ancestors. Moved By: S. Saelens Seconded by P. Wareing Proposed Resolution #5 THAT this Committee recommends that Council proceeds with the construction of a Scattering Garden as mentioned in the Master Plan for the cemetery. Carried Moved By: C. Nagy Seconded by J. Wilkinson Proposed Resolution #6 THAT this Committee wishes to amend the motion on April 7, 2016 that recommended Council to purchase new columbaria be reworded to “purchase additional columbaria as required by the Master Plan”. Carried 8.2 Cemetery roadways – A complaint was received by a rights holder in the Cemetery regarding the discontinued use of an informal service pathway. The pathway was being used by the complainant to drive off the paved roadways to access his family plots. The pathway was blocked by Cemetery staff due to concerns for the safety of the public, marker stones, damage to the weeping bed and damage to trees. Moved By: J. Wilkinson Seconded by S. Saelens Proposed Resolution #7 THAT it is recommended to Council to decline requests for special access to personal plot areas and to restrict all vehicle access to off road areas of the cemetery. Carried 8.3 Keep Tillsonburg Beautiful Day – in preparation for this event in May 2017, P. DeCloet and C. Hill will meet to determine a suitable location for the planting of trees. 9. Next Meeting The next meeting of the Heritage, Beautification & Cemetery Advisory Committee will be on November 3, 2016 at 9:00 a.m. in the Marwood Lounge. 287 10. Adjournment Moved By: P. DeCloet Seconded By: C. Nagy Proposed Resolution # THAT the Meeting of Heritage, Beautification & Cemetery Advisory Committee on October 6, 2016 be adjourned at 10:20 a.m. Carried. 288 = ATTENDANCE: Marty Klein, Chair Mayor Stephen Molnar Councillor Penny Esseltine Andrew Gilvesy John Veldman David Calder Cephas Panschow Lana White Absent: Rick Strouth 1. Call to Order – 12:10pm 2. Adoption of Agenda Resolution Moved by J.Veldman Seconded by P.Esseltine THAT the Town Hall Project Steering Committee Agenda dated September 19, 2016 be approved. ‘Carried’ 3. Adoption of Minutes – August 12, 2016 Resolution Moved by Mayor Molnar Seconded by Esseltine THAT the Town Hall Project Steering Committee Minutes dated August 12, 2016 be approved. ‘Carried’ The Corporation of the Town of Tillsonburg TOWN HALL PROJECT COMMITTEE September 19, 2016 12:00noon Annex Board Room 200 Broadway, 2nd Floor, Tillsonburg, ON N4G 5A7 MINUTES 289 Town Hall Project Steering Committee Minutes – September 16, 2016 - 2 - 4. Disclosures of Pecuniary Interest and the General Nature Thereof None 5. Economic Development Commissioner – Expressions of Interest, Town Hall Building Project – Additional Information Resolution Moved by J.Veldman Seconded by A.Gilvesy THAT the Town Hall Project Steering Committee move into Closed Session to discuss a proposed or pending acquisition or disposition of land by the municipality of local board. ‘Carried’ Committee moved back into Open Session at 1:30pm. 6. Next Meeting – October 18, 2016 @ 9:00am in the Annex Board Room 7. Adjournment Resolution Moved by J.Veldman Seconded by Mayor Molnar THAT the Town Hall Project Steering Committee meeting be adjourned at 1:35pm. ‘Carried’ 290 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 1 - LONG POINT REGION CONSERVATION AUTHORITY BOARD OF DIRECTORS MINUTES - August 3, 2016 (as approved at the Board of Directors meeting held August 24, 2016) Members in attendance: Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Noel Haydt, David Hayes, Tom Southwick and John Scholten Staff in attendance: C. Evanitski, J. Robertson, J. Maxwell, D. Holmes and L. Minshall Regrets: Leroy Bartlett and Craig Grice The LPRCA Chair called the meeting to order at 6:30 pm Wednesday, August 3, 2016 in the Tillsonburg Administration Office Boardroom. ADDITIONAL AGENDA ITEMS MOTION A-99/16 moved: D. Beres seconded: N. Haydt THAT the LPRCA Board of Directors add “Mary Weber re: Norfolk County By-Law Decision” under “Delegation” as item 4 to the August 3rd, 2016 agenda, as well as, a “Legal Matter” under In-Camera as item 11 (b). CARRIED The GM reviewed the rules and timelines regarding deputation requests. To be reviewed further. DISCLOSURES OF INTEREST N. Haydt declared a conflict relating to the deputation and the Delegated Responsibility of Municipal Plan Review, item 10 (h) and removed himself from the table during discussions. DELEGATIONS a) Mary Weber: Re: Norfolk County Zoning By-Law Ms. Weber is a property owner on Hastings Drive in Long Point and has been lobbying Norfolk County to re-zone Hastings Drive from hazard land to hazard land-LP to allow development. She feels that LPRCA is the stumbling block and that there is no threat to life and property that can’t be mitigated by technology. She also stated that Hastings Drive residents are being unfairly treated compared to the rest of Long Point. Ms. Weber appealed to the Board to not appeal the proposed zoning by-law amendment for Hastings Drive. Ms. Weber fielded questions including one regarding her statement re: “LPRCA wants that tract of land” and she responded that it was not a verified statement, but the feeling of the 291 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 2 - cottage owners. MOTION A-100/16 moved: D. Beres seconded: R. Geysens THAT the LPRCA Board of Directors receives that delegation by Mary Weber re: Norfolk county Zoning By-Law as information. CARRIED MINUTES OF PREVIOUS MEETINGS MOTION A-101/16 moved: D. Beres seconded: T. Southwick THAT the minutes of the LPRCA Board of Directors Regular Meeting held June 1st, 2016 and the Mid-Month Development Application Approval of July 18th, 2016 be adopted as circulated. CARRIED BUSINESS ARISING None REVIEW OF COMMITTEE MINUTES No questions or comments. MOTION A-102/16 moved: T. Southwick seconded: D. Beres THAT the minutes from the Backus Museum Committee meeting of April 12th, 2016 and the Audit and Finance Committee meeting of May 9th, 2016 be received as information. CARRIED CORRESPONDENCE MOTION A-103/16 moved: T. Southwick seconded: D. Beres THAT the correspondence outlined in the Board of Directors’ Agenda of August 3rd, 2016 be received as information. CARRIED 292 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 3 - DEVELOPMENT APPLICATIONS a) Staff Approved applications Planning staff approved 29 applications over the past month. Staff responded to questions. MOTION A-104/16 moved: T. Southwick seconded: D. Beres That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation Applications report dated August 3rd, 2016 as information. CARRIED b) New Applications The Planning Department recommended the approval of four applications. MOTION A-105/16 moved: D. Brunton seconded: J. Scholten THAT the LPRCA Board of Directors approves the following Development Applications contained within the background section of the report: A. For Work under Section 28 Regulations, Development, Interference with Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O. 1990 Reg. 178/06), LPRCA-112/16 LPRCA-127/16 LPRCA-128/16 LPRCA-131/16 B. That the designated officers of LPRCA be authorized to complete the approval process for this Development Application, as far as it relates to LPRCA’s mandate and related Regulations. CARRIED NEW BUSINESS a) CALENDAR REVIEW The Watershed Tour is scheduled for August 26th by invitation only. This year’s tour will highlight the five revenue producing parks. The Leighton and Betty Brown Scholarship Presentation has been changed for this year. The Scholarship will be presented next Wednesday evening at the Lee Brown Marsh Manager’s residence and only the winner 293 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 4 - and the winner’s family along with the Lee Brown Marsh Management Committee will be in attendance. There is no Board meeting scheduled for September. MOTION A-106/16 moved: D. Brunton seconded: J. Scholten THAT the LPRCA Board of Directors receives the Calendar of Events Report for August and September as information. CARRIED b) GENERAL MANAGER’S REPORT The GM highlighted his meeting with the Environmental Commissioner prior to the Carolinian Canada Coalitions Annual General Meeting and his meeting with a consultant who is developing erosion protection techniques. The techniques are interesting but not yet available. The GM explained that the role of the Joint Advisory Committee for Source Protection is to lobby the government to help secure funding for municipal partners to advance Source Protection protocols. MOTION A-107/16 moved: D. Hayes seconded: N. Haydt THAT the LPRCA Board of Directors receives the General Manager’s Report for June and July 2016 as information. CARRIED c) CONSERVATION AUTHORITIES ACT REVIEW UPDATE The GM spoke to the document that is to be submitted to the Province by Conservation Ontario. The document includes comments from the various conservation authorities, municipalities and other stakeholder groups. MOTION A-108/16 moved: R. Geysens seconded: D. Hayes That the Board of Directors receives the Conservation Authorities Act Review Update as information; AND THAT LPRCA send its own letter of support of Conservation Ontario’s submission to the Province. CARRIED d) CANADA 150 APPLICATIONS LPRCA submitted six applications to the Canada 150 Community Infrastructure 294 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 5 - Program to help improve infrastructure at Backus Heritage Conservation Area and Waterford North Conservation Area. The applications were ranked internally based on eligibility and need. Funding has not yet been announced for this round of funding. MOTION A-109/16 moved: D. Hayes seconded: R. Geysens THAT the Long Point Region Conservation Board receives the Canada 150 Community Infrastructure Application Report as information. CARRIED e) 2nd Quarter Financial Update There is currently a shortfall in the budget due to two tenants departing unexpectedly part way through the year. The tenant at Backus has left and the Ministry of Finance has left the administration office. A small space in the basement of the administration building is still being rented and the office space upstairs is currently listed for rent. The campground expenses are tracking well. Planning has reviewed 50% more applications to date over last year and have taken more time to review due to the complexity of the projects. Turnaround time for applications has been averaging 10 days to two weeks with approximately 30% of the applications being completed in less than a week. MOTION A-110/16 moved: D. Hayes seconded: Roger Geysens THAT the LPRCA Board of Directors receives the 2nd Quarter Financial Report as at June 30th, 2016 as information. CARRIED f) 2016 PARKS CAPITAL UPDATE Staff reviewed the various capital projects budgeted for 2016. The Haldimand CA hydro upgrade, the Backus Heritage CA water system upgrade in campground E and the updated park entrance signage projects are complete. The Backus Heritage CA water system upgrade in campground C is complete except for two isolation chambers to be installed at the end of the camping season. The Norfolk water intake upgrade is 75% complete to be finished in August and the last two projects, hydro upgrades at Backus and Waterford North, will be completed at the end of the camping season. The Waterford North gatehouse project is not proceeding at this time and may be discussed during the 2017 budget. MOTION A-111/16 moved: D. Hayes seconded: R. Geysens THAT the LPRCA Board of Directors receives the staff report on the 2016 update re: Projects in Conservation Areas as information. 295 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 6 - CARRIED g) A.D. LATORNELL CONFERENCE R. Chambers and D. Beres would like to attend if there is availability but both suggested that those who have not yet attended be considered first. MOTION A-112/16 moved: R. Geysens seconded: D. Hayes THAT the LPRCA Board of Directors approves the attendance of the General Manager, Mike Columbus and two others for the 23rd Annual A.D. Latornell Conference. CARRIED h) INVESTMENT POLICY UPDATE The updated draft investment policy was reviewed by the Audit and Finance Committee in June 2016. The Committee recommended including Principal Protected Notes (PPN) in the Investment Policy and investing $2 million into CIBC PPNs. Staff reviewed the investment projection over the life of the PPN (7 years). MOTION A-113/16 moved: D. Hayes seconded: R. Geysens THAT the LPRCA Board of Directors approves the revised Investment Policy; AND confirms investment of $1,000,000 from each of the two Backus Woods endowment funds into Principal Protected Notes as per the recommendation from the LPRCA Audit and Finance Committee meeting of June 13th, 2016. CARRIED i) DELEGATED RESPONSIBILITY FOR MUNICIPAL PLAN REVIEW Staff reviewed the history of the Ontario Planning and Development Process. In 1995, the province delegated the responsibility for comments on development proposals related to natural hazards to the conservation authorities across the province. The conservation authorities are mandated to comment on municipal planning documents and applications from the province’s perspective with regard to Section 3.1 of the Provincial Policy Statement (PPS). Comments are first to be provided to the municipality regarding planning matters. If the municipality decision is not consistent with the PPS, LPRCA is obliged to notify the Ministry of Municipal Affairs and Housing (MMAH) of the inconsistency. In regards to the decision made by Norfolk County Council regarding allowing trailers on Hastings Drive in Long Point, LPRCA fulfilled its obligation to the province by sending a letter to MMAH of the inconsistency with the PPS along with the comments provided to Norfolk County in June 2016. LPRCA did not file an appeal to the Ontario Municipal Board. If MMAH appeals Norfolk County Council’s decision, LPRCA staff will be 296 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 7 - required to provide information or attend the hearing. MOTION A-114/16 moved: D. Brunton seconded: J. Scholten THAT the LPRCA Board of Directors receives the report regarding Delegated Responsibility of Municipal Plan Review as Information. CARRIED j) EXPRESSION OF INTEREST – TILLSONBURG TOWN HALL The Town of Tillsonburg recently advertised that they are researching new administrative facilities. Staff submitted an Expression of Interest and will continue to explore potential partnership opportunities. MOTION A-115/16 moved: J. Scholten seconded: D. Brunton THAT the LPRCA Board of Directors receives the General Manager’s report regarding the Town of Tillsonburg’s Request for Expressions of Interest in a new town hall; AND THAT the GM be authorized to explore any potential partnership opportunities for the Board’s consideration. CARRIED D. Beres read an anonymous letter regarding the landscaping at the administration office, specifically the prairie grass which the public assumes is weeds. The prairie grass was planted in partnership with funding received from the RBC Blue Water Program. Staff was directed to prepare communication materials explaining the project. MOTION A-116/16 moved: J. Scholten seconded: N. Haydt That the LPRCA Board of Directors does now enter into an “In Camera” session to discuss: personal matters about an identifiable individual, including Conservation Authority employees; a proposed or pending acquisition or disposition of land by the Conservation Authority; advice that is subject to solicitor-client privilege, including communications necessary for that purpose CARRIED 297 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick - 8 - MOTION A-117/16 moved: R. Geysens seconded: R. Chambers That the LPRCA Board of Directors does now adjourn from the “In Camera” session. CARRIED The Chair adjourned the meeting at 10:00pm. _____________________________ ________________________________ Michael Columbus Judy Maxwell Chair Manager, Corporate Services 298 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick LONG POINT REGION CONSERVATION AUTHORITY BOARD OF DIRECTORS MINUTES - AUGUST 24th, 2016 (as approved at the Board of Directors meeting held October 5, 2016) Members in attendance: Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Noel Haydt and Tom Southwick Staff in attendance: C. Evanitski, L. Minshall, and D. McLachlan Hearing attendees – Mr. G. Inglis, Mr. Z. Vajda, Ms. N. Wilson, Mr. H. Weiler, Mr. T. Weiler and Mr. R. Mawhiney Regrets: Craig Grice, David Hayes and John Scholten The LPRCA Chair called the meeting to order at 6:30 pm Wednesday, August 24th, 2016 in the Tillsonburg Administration Office Boardroom. ADDITIONAL AGENDA ITEMS None DISCLOSURES OF INTEREST None DEPUTATIONS None MINUTES OF PREVIOUS MEETINGS MOTION A-118/16 moved: D. Beres seconded: R. Geysens THAT the minutes of the LPRCA Board of Directors regular meeting held August 3rd, 2016 be adopted as circulated. CARRIED BUSINESS ARISING None REVIEW OF COMMITTEE MINUTES None 299 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick CORRESPONDENCE None DEVELOPMENT APPLICATIONS a) Hearing re: Zoltan Vajda MOTION A-119/16 moved: T. Southwick seconded: L. Bartlett THAT the LPRCA Board of Directors does now sit as a Hearing Board. CARRIED The roll was called. The Chair gave his opening remarks and reviewed the guidelines and process to be followed for the hearing. Staff introduced the applicant and presented the staff report. The area requested for redevelopment is subject to frequent flooding and has been identified as not having safe access/egress to support evacuation and emergency assistance in the event of a flood. Staff responded to questions from the Board. The applicant presented his position on the basis that the redevelopment will be flood- proofed to the extent that it is able and that there are other larger redevelopments in the area that were granted permission in the past. The Board asked questions of both the applicant and staff. MOTION A-120/16 moved by: T. Southwick seconded: D. Beres That the LPRCA Board of Directors does now enter into an “In Camera” session to discuss: • advice that is subject to solicitor-client privilege, including communications necessary for that purpose. CARRIED MOTION A-121/16 moved by: T. Southwick seconded: L. Bartlett That the LPRCA Board of Directors does now adjourn from the “In Camera” session. CARRIED 300 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick MOTION A-122/16 moved by: D. Brunton seconded: R. Geysens That the LPRCA Board of Directors approves Application 72/16 (Zoltan Vajda) to redevelop a vacation home and associated services provided that the applicant provides to the Long Point Region Conservation Authority a restrictive covenant or release in a form satisfactory to the Authority in accordance with the plans filed by the applicant. CARRIED MOTION A-123/16 moved by: N. Haydt seconded: D. Brunton That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board. CARRIED b) Hearing re: Tim Weiler MOTION A-124/16 moved: L. Bartlett seconded: T. Southwick THAT the LPRCA Board of Directors does now sit as a Hearing Board. CARRIED The roll was noted. The Chair gave his opening remarks and reviewed the guidelines and process to be followed for the hearing. Staff introduced the applicant and presented the staff report. The area requested for redevelopment is subject to frequent flooding and has been identified as not having safe access/egress to support evacuation and emergency assistance in the event of a flood. Staff responded to questions from the Board noting that permits were granted in this area in the past on the assumption that safe access/egress was available. The applicant presented his position on the basis that the redevelopment will be flood- proofed. There were no further questions. MOTION A-125/16 moved by: L. Bartlett seconded: R. Geysens That the LPRCA Board of Directors does now enter into an “In Camera” session to discuss: • advice that is subject to solicitor-client privilege, including communications necessary for that purpose. 301 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick CARRIED MOTION A-126/16 moved by: N. Haydt seconded: D. Beres That the LPRCA Board of Directors does now adjourn from the “In Camera” session. CARRIED MOTION A-127/16 moved by: T. Southwick seconded: L. Bartlett That the LPRCA Board of Directors approves Permit Application No. 135/16 (Tim & Marie Weiler) to construct a new vacation home and associated services provided that the applicant provides to the Long Point Region Conservation Authority a restrictive covenant or release in a form satisfactory to the Authority in accordance with the plans filed by the applicant. CARRIED MOTION A-128/16 moved by: R. Geysens seconded: L. Bartlett That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board. CARRIED c) Hearing re: Randy Mawhiney MOTION A-129/16 moved: D. Beres seconded: L. Bartlett THAT the LPRCA Board of Directors does now sit as a Hearing Board. CARRIED The roll was noted. The Chair gave his opening remarks and reviewed the guidelines and process to be followed for the hearing. Staff introduced the applicant and presented the staff report. The area requested for a new structure is zoned hazard land, is subject to frequent flooding and has been identified as not having safe access/egress to support evacuation and emergency assistance in the event of a flood. Staff responded to questions from the Board noting that no permits have been granted for new sheds in this area since the 2006 regulation came into effect The applicant presented his position on the basis that it is a small building to be used as a change house only. The applicant responded to questions. 302 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick MOTION A-130/16 moved by: T. Southwick seconded: D. Brunton That the LPRCA Board of Directors does now enter into an “In Camera” session to discuss: • advice that is subject to solicitor-client privilege, including communications necessary for that purpose. CARRIED MOTION A-131/16 moved by: R. Geysens seconded: D. Beres That the LPRCA Board of Directors does now adjourn from the “In Camera” session. CARRIED MOTION A-132/16 moved by: T. Southwick seconded: D. Brunton That the LPRCA Board of Directors approves Permit Application LPRCA-105/16 (Randy Mawhiney) to construct a change house not to exceed 108 square feet. CARRIED MOTION A-133/16 moved by: R. Geysens seconded: D. Beres That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board. CARRIED d) Staff Approved applications Staff approved 13 applications since the last meeting August 3rd: LPRCA-85/16, LPRCA-126/16, LPRCA-130/16, LPRCA-132/16, LPRCA-133/16, LPRCA-134/16, LPRCA-136/16, LPRCA-137/16, LPRCA-138/16, LPRCA-141/16, LPRCA-143/16, LPRCA-144/16 and LPRCA-145/16. No comments or questions. MOTION A-134/16 moved: R. Geysens seconded: D. Brunton That the LPRCA Board of Directors receives the Staff Approved Section 28 Regulation Applications report as information. CARRIED e) New Applications The Planning Department sought approval for two applications. No further questions or comments. 303 FULL AUTHORITY COMMITTEE MEMBERS Leroy Bartlett, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Roger Geysens, Craig Grice, Noel Haydt, David Hayes, John Scholten, Tom Southwick MOTION A-135/16 moved: D. Beres seconded: L. Bartlett THAT the LPRCA Board of Directors approves the following Development Applications contained within the background section of the report: A. For Work under Section 28 Regulations, Development, Interference with Wetlands & Alterations to Shorelines and Watercourses Regulations (R.R.O. 1990 Reg. 178/06), LPRCA-140/16 LPRCA-142/16 B. That the designated officers of LPRCA be authorized to complete the approval process for this Development Application, as far as it relates to LPRCA’s mandate and related Regulations. CARRIED The Chair adjourned the meeting at 10:00pm. _____________________________ ________________________________ Michael Columbus Dana McLachlan Chair Administrative Assistant 304 200 University Ave. Suite 801 www.amo.on.ca Tel416. 971.9856 Toll Free in Ontario Toronto, ON, M5H 3C6 amo@amo.on.ca Fax 416. 971.6191 877.426.6527 October 6, 2016 Dear Clerks: AMO Seeks Council Resolution On behalf of the AMO Board, I would ask you to place the attached resolution on council’s next agenda along with this letter. AMO wants every council to be involved in the What’s Next Ontario? project. There is a looming fiscal gap facing Ontario’s municipalities. What’s Next Ontario? is about recognizing the gap and seeking sector support for closing it. The response has been impressive, but there’s more to be done! We’ve boiled down the essence of the challenge we face in the next ten years to a one-page resolution. We urge every council in Ontario to adopt the resolution, and reply to AMO by December 1, 2016. What does it say? We know Ontarians see infrastructure as the number one challenge facing their community. We know that even if we raise property taxes and user fees by inflation (1.8%), we will still be $3.6 billion short to fix the infrastructure gap, every year for ten years. This is what we need to address. As elected officials, how do we deal with this challenge? What is the best approach? Ontarians already pay the highest property taxes in the country. How high is too high? We could finance this gap by increasing property taxes. It would require property tax revenue increases of 4.6% annually for 10 years, sector-wide. And, what happens if the federal or provincial governments pull back on future commitments? We know that could mean property tax revenue increases of up to 8.35% annually for 10 years, sector-wide. How might these numbers translate locally as an annual rate increase? The attached resolution is a starting point. Thank you for bringing this to your council’s attention. My e-mail address is on the resolution and I look forward to receiving council’s support. If you have questions, please contact Matthew Wilson, Senior Advisor, mwilson@amo.on.ca, 416-971-9856 Ext. 323. Yours sincerely, Lynn Dollin AMO President 305 2 WHAT’S NEXT ONTARIO? RESOLUTION WHEREAS recent polling, conducted on behalf of the Association of Municipalities of Ontario indicates 76% of Ontarians are concerned or somewhat concerned property taxes will not cover the cost of infrastructure while maintaining municipal services, and 90% agree maintaining safe infrastructure is an important priority for their communities; AND WHEREAS infrastructure and transit are identified by Ontarians as the biggest problems facing their municipal government; AND WHEREAS a ten-year projection (2016-2025) of municipal expenditures against inflationary property tax and user fee increases, shows there to be an unfunded average annual need of $3.6 billion to fix local infrastructure and provide for municipal operating needs; AND WHEREAS the $3.6 billion average annual need would equate to annual increases of 4.6% (including inflation) to province-wide property tax revenue for the next ten years; AND WHEREAS this gap calculation also presumes all existing and multi-year planned federal and provincial transfers to municipal governments are fulfilled; AND WHEREAS if future federal and provincial transfers are unfulfilled beyond 2015 levels, it would require annual province-wide property tax revenue increases of up to 8.35% for ten years; AND WHEREAS Ontarians already pay the highest property taxes in the country; AND WHEREAS each municipal government in Ontario faces unique issues, the fiscal health and needs are a challenge which unites all municipal governments, regardless of size; NOW THEREFORE BE IT RESOLVED that this Council supports the Association of Municipalities of Ontario in its work to close the fiscal gap; so that all municipalities can benefit from predictable and sustainable revenue, to finance the pressing infrastructure and municipal service needs faced by all municipal governments. Please forward your resolution by December 1, 2016 to: AMO President Lynn Dollin amopresident@amo.on.ca. 306 307 308 309 310 311 312 313 314 315 316 317 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4048 A By-Law to authorize the sale of land (8 Hardy Avenue) to the Town of Tillsonburg Non-Profit Housing Corporation. WHEREAS pursuant to Section 8 and 9 of the Municipal Act, 2001, C. 25, a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act; AND WHEREAS The Corporation of the Town of Tillsonburg has agreed to sell certain lands, known municipally as 8 Hardy Avenue, Lot 598, Plan 500, in the Town of Tillsonburg in the County of Oxford, as described in the Agreement of Purchase and Sale attached as Schedule “A” to this By-law; AND WHEREAS The Council of the Corporation of the Town of Tillsonburg has determined that the said lands are surplus to the needs of the Corporation and should be sold; THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT the Council of the Town of Tillsonburg does hereby authorize the conveyance of lands described as 8 Hardy Avenue, Lot 598, Plan 500, in the Town of Tillsonburg, in the County of Oxford, as described in the Agreement of Purchase and Sale attached as Schedule “A” to this By-law; 2. AND THAT the Mayor and Clerk be hereby authorized and instructed to perform all acts and take such steps and execute such documents under the seal of the Corporation as may be necessary to effect such a conveyance of said land. READ A FIRST AND SECOND TIME THIS 24th DAY OF OCTOBER, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 24th DAY OF OCTOBER, 2016. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Donna Wilson 318 319 320 321 322 323 324 325 326 327 328 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4049 A By-Law to authorize an agreement between The Corporation of the Town of Tillsonburg and the Corporation of the Town of Hanover for the provision of fire dispatch and communications services. WHEREAS The Fire Protection and Prevention Act, S.O. 1997, c. 4, as amended, authorizes a municipality to provide and/or receive fire protection services to or from other municipalities; AND WHEREAS The Town of Tillsonburg operates fire protection services and holds fire protection assets including fire communications personnel and equipment suitable to meet municipal responsibilities required by the Fire Protection and Prevention Act, through a fire department situated within the Town of Tillsonburg; AND WHEREAS The Corporation of the Town of Tillsonburg is desirous of entering into an agreement with the Corporation of the Town of Hanover, to provide fire dispatch and communications services. THEREFORE the Council of the Town of Tillsonburg enacts as follows: 1. THAT the Agreement attached hereto as Schedule “A” and forming part of this By-Law between the Corporation of the Town of Tillsonburg and The Corporation of the Town of Hanover, is hereby approved; 2. THAT the Mayor and Clerk be hereby authorized to execute the attached agreement marked as Schedule “A” on behalf of The Corporation of the Town of Tillsonburg; 3. THAT this By-Law shall come into force and take effect immediately after the final passing hereof. READ A FIRST AND SECOND TIME THIS 24th day of October, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 24h day of October, 2016. ___________________________ MAYOR – Stephen Molnar ______________________________ TOWN CLERK – Donna Wilson 329 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 4050 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 24th day of October, 2016 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; NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: 1. All actions of the Council of The Corporation of the Town of Tillsonburg at its meeting held on October 24, 2016, 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 the 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. This by-law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 24th DAY of October, 2016. READ A THIRD AND FINAL TIME AND PASSED THIS 24th DAY of October, 2016. ________________________________ Mayor – Stephen Molnar ________________________________ Town Clerk – Donna Wilson 330