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13012014 Council MINlown of Tillsonbulig Minutes of Council Meeting Date: Monday January 13, 2014 6:00PM CotJncil Chambers Chair: John Lessif MINUTES: Meeting for the Committee "Open Council" Review Access: e Public 0 Private MINUTES Town of Tillsonburg Council Meeting on Monday January 13, 2014 06:00PM Council Chambers Chair: John Lessif Orders of the Day: CALL TO ORDER The meeting was called to order at 6:00pm. ATTENDANCE Mayor John Lessif Deputy Mayor Mark Renaud Councillor Dave Beres Councillor Mel Getty Councillor Marty Klein Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Donna Wilson, Town Clerk Darrell Eddington, Director of Finance Steve Lund, Director of Operations Rick Cox, Director of Parks & Recreation Services Amber Zimmer, Deputy Clerk MAYOR'S OPENING REMARKS Ot t3t4 Mayor presented an update from Peter Crockett, Oxford County CAO regarding the temporary relocation of thirty-four Woodingford Lodge residents due to water damage. Staff/Mayor to send letter to County of Oxford CAO and Tillsonburg Hospital to extent the Town's appreciation for everyone who helped with the evacuation. ADOPTION OF AGENDA Resolution No. 1: Moved By: Councillor Rosehart Seconded By: Councillor Getty THAT the Agenda as prepared for the Council Meeting of January 13, 2014, be adopted. 11Carried11 Page 1 ) MINUTES: Meeting for the Committee "Open Council" PRESENTATIONS 4. IT Strategy Presented by: Haseeb Kamal, Jamie Lanoue, and Doug Wilger, Deloitte rill~ 1.:illi Town ofTillsonburg -IT Strategy-Council Presentation_FINAL.pptx ri'!l·"'' lli Town of Tillsonburg-IT Strategy-DRAFT3.pptx Haseeb Kamal of Deloitte presented the Town's IT strategy. Staff to provide quarterly reports specifically addressing the IT strategy and progress that is taking place. Mr. Lanoue announced that the company would like to put $1000 of their fee back into the community to support Tillson burg Family Day activities at the Community Centre. Staff to provide Deloitte with Pastor Shepherd's contact information. Resolution: Moved By: Deputy Mayor Renaud Seconded By: Councillor Getty THAT Council receive the IT Strategy Report from Deloitte; AND THAT Staff provide a report with recommendations at a future Council Meeting. "Carried" Mayor Lessif called a recess at 7:21 PM Council resumed at 7:28 PM PUBLIC MEETINGS 5. Committee of Adjustment Application A-06/13 -Phipps [3 Presented By: Development Planner Mr. Eric Gilbert, Development Planner, County of Oxford, appeared before Council and presented CASPO 2014-9. Opportunity was given for comments and questions. No one appeared in support, or opposition of the application. Council passed the following resolution: Resolution No. 4: Moved By: Councillor Beres Seconded By: Councillor Stephenson THAT the Town of Tillsonburg Committee of Adjustment approve Application File A 06/13, submitted by Roland Phipps for lands described as Part Lot 1617,500 in the Town ofTillsonburg as it relates to: 1. Relief from Section 17.2-General Industrial Zone Provisions (MG)-Required Rear Yard Depth, to reduce the required rear yard depth from 7.5 m (24.6 It) to 3.05 m (1 0 It) to facilitate the construction of a detached accessory building on the subject lands, subject to the following conditions: i) A lot grading plan be provided to the satisfaction of the Town Engineering Department. Page 3 MINUTES: Meeting for the Committee "Open Council" 13. CL 14-02. Municipal Election-Use of Corporate Resources for Election Purposes I) Resolution No. 8: Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein Presented By: Clerk THAT Council receives Report CL 14-02, 2014 Municipal Election-Use of Corporate Resources for Election Purposes, as information. "Carried" 14. CL 14-03 Election Sign By-Law Presented By: Clerk CL 14-03 Election Sign By-Law. pdf By-Law 3786, To Regulate Election Signs_01.13.14.pdf Staff to review enforcement of this by-law. Resolution No. 9: Moved By: Deputy Mayor Renaud Seconded By: Councillor Klein THAT Council receive Report CL 14-03, Election Sign By-Law; AND THAT By-Law 3786, To Regulate Elections Signs, be brought forward for Council consideration. "Carried" 15. CL 14-05. Multi-Year Accessibility Plan l.:J Presented By: Deputy Clerk Resolution No. 10: Moved By: Councillor Rosehart Seconded By: Councillor Getty THAT Council receive Report CL 14-05, Multi-Year Accessibility Plan; AND THAT Council adopt the Multi-Year Accessibility Plan. "Carried" FINANCE 16. FIN 14-03. Interim Tax Levv By-Law 3787 D Presented By: Director of Finance Resolution No. 11: Moved By: Councillor Rosehart Seconded By: Councillor Getty THAT Council receives report FIN 14-03 Interim Tax Levy By-Law 3787. AND THAT By-Law 3787 be brought forward for Council consideration. "Carried" Page 5 \ ) MINUTES: Meeting for the Committee "Open Council" Resolution No. 15: Moved By: Councillor Stephenson Seconded By: Councillor Beres THAT Council receives report FIN 14-01, Debt Prepayment and report PRS 14-02, Current Long-term Debt for Trails Infrastructure as information. ,Carried" NOTICE OF MOTION BY-LAWS 22. By-Laws for the Meeting of January 13, 2013 By-Law 3786, To Regulate Election Signs_01.13.14.pdf By-Law 3790.pdf By-Law 3790 Schedule A.pdf Resolution No. 16: Moved By: Councillor Beres Seconded By: Councillor Stephenson THAT By-Law 3786, To Regulate Election Signs; By Law 3787, Interim Tax Levy, IJ'i By-Law 3788, A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7 -13-06-Methadone ); IJ'i By-Law 3790, To Authorize a Lease Expansion and Amending Agreement Between the Corporation of the Town of Tillsonburg and RMM Tillson burg Centre Property Inc., and By-Law 3789, To Confirm the Proceedings of Council at its Meeting Held on the 13th day of January, 2014 IJ'i be read for a first and second time and this constitutes the first and second reading thereof. "Carried" Resolution No. 17: Moved By: Councillor Beres Seconded By: Councillor Stephenson THAT By-Law 3786, To Regulate Election Signs, By-Law 3726, To Authorize a Special Municipal Levy on certain lands within the Business Improvement Area {BIA); [C) By Law 3787, Interim Tax Levy; By-Law 3788, A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7 -13-06-Methadone ); By-Law 3790, To Authorize a Lease Expansion and Amending Agreement Between the Corporation of the Town of Tillson burg and RMM Tillson burg Centre Property Inc., and By-Law 3789, To Confirm the Proceedings of Council at its Meeting Held on the 13th day of January, 2014 be given third and final reading and the Mayor and Clerk be and are hereby authorized to sign the same, and place the Corporate Seal thereunto. "Carried" ITEMS OF PUBLIC INTEREST Page7 ) MINUTES: Meeting for the Committee "Open Council" Review Access: e Public 0 Private MINUiJ"ES Town of Tillson burg Council Meeting on Monday December 9, 2013 06:00 PM Council Chambers Chair: Deputy Mayor Mark Renaud Orders of the Day: CALL TO ORDER The meeting was called to order at 6:01pm. ATTENDANCE Deputy Mayor Mark Renaud Councillor Dave Beres Councillor Marty Klein Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Donna Wilson, Town Clerk Steve Lund, Director of Operations Rick Cox, Director of Parks & Recreation Services Amber Zimmer, Deputy Clerk Regrets: Mayor John Lessif Councillor Mel Getty Darrell Eddington, Director of Finance ADOPTION OF AGENDA Resolution No. 1: Moved By: Councillor Rosehart Seconded By: Councillor Beres THAT the Agenda as prepared for the Council Meeting of December 9, 2013, be adopted. "Carried" CLOSED MEETING SESSION Resolution No. 2: Moved By: Councillor Rosehart Seconded By: Councillor Beres 120913 Page 1 ) MINUTES: Meeting for the Committee "Open Council" -m CAO 13-19, CAO Performance Evaluation 2013_2.pdf Resolution No. 5: Moved By: Councillor Rosehart Seconded By: Councillor Beres THAT Council receive Report CAO 13-19, Chief Administrative Officer Performance Evaluation 2013; AND THAT Council establish and appoint a CAO Performance Evaluation Committee; AND THAT Council appoint Mayor Lessif and Councillor Klein and Councillor Stephenson to the CAO Performance Evaluation Committee; AND THAT Council approve the proposed 2013 CAO Performance Evaluation Process as outlined in Report CAO 13 -19. "Carried" 6. CAO 13-20, Shareholder Appointment to the Board of Directors of Tillson burg Hydro Inc. Ql Presented By: CAO Resolution No.6: Moved By: Councillor Stephenson Seconded By: Councillor Beres THAT Council receive Report CAO 13-20 Shareholder Appointment to the Board of Directors of Tillsonburg Hydro Inc. AND THAT Council appoint Mayor Lessif to the Board of Directors of Tillsonburg Hydro Inc. "Carried" 7. CAO 13-21, Planning Structure Q) Presented By: CAO Resolution No. 7: Moved By: Councillor Stephenson Seconded By: Councillor Beres THAT the Council of the Town of Tillsonburg receives the City of Woodstock resolution regarding delegating approval authority for severance (consent) and subdivision application to area municipal councils as information; AND THAT Council directs the Town Clerk to advise the City of Woodstock that Town Council supports the Council of the City of Woodstock in their request to amend the Planning Act to provide the County with the power to delegate approval authority to Local Area Municipal Councils in the County. "Carried" DEVELOPMENT & COMMUNICATIONS 8. DCS 13-37, Rural Connections Broadband Program Final Report Ql Presented By: Development Commissioner Resolution No. 8: Moved By: Councillor Beres Seconded By: Councillor Klein THAT Council receive Report DCS 13-37, Rural Connections Broadband Program Final Report; AND THAT the remaining project costs of approximately $305,000 be funded from the Industrial Land Reserve; Page 3 () ) MINUTES: Meeting for the Committee "Open Council" THAT no further pre-need services be sold by the Tillsonburg Cemetery Division. "Carried" STAFF INFORMATION REPORTS 12. Personnel Policy ~ 13. FIN 13-55, ARB Assessment Appeals ~ Staff to report back regarding any other groups that may be affected by the assessment. Staff will ensure notification to those affected. Resolution No. 12: Moved By: Councillor Beres Seconded By: Councillor Klein THAT Council receive Town Personnel Policy and Report FIN 13-55 ARB Assessment Appeals as information. "Carried" NOTICE OF MOTION RESOLUTIONS 14. Council Meetings to be Rescheduled for the 2014 Calendar Year Ql Resolution No. 13: Moved By: Councillor Beres Seconded By: Councillor Klein THAT the following regular Council Meetings be re-scheduled or cancelled for 2014: Monday, February 24 , 2014 is re-scheduled to Thursday, February 27, 2014, due to the annual OGRAIROMA Conference Monday June 9, 2014 is re-scheduled to Thursday June 12, 2014 due to the annual AMCTO Conference Monday, July 28, 2014 is cancelled Monday, August 25, 2014 is cancelled Monday, October 13 2014 is re-scheduled to Tuesday, October 14, 2014, due to Thanksgiving Monday October 27, 2014 will be cancelled due to the election, and Monday, December 22, 2014 is cancelled AND THAT this information be forwarded appropriately, including the County of Oxford, MP and MPP, as well as posted on the Town of Tillsonburg website and at the Tillsonburg Customer Service Centre. "Carried" BY-LAWS 15. By-Laws for the Meeting of December 9, 2013 Resolution No. 14: Page 5 () ) MINUTES: Meeting for the Committee "Open Council" Review Access: e Public 0 Private Town of Tillson burg Council Meeting on Wednesday December 11, 2013 01 :00 PM Council Chambers Chair: John Lessif Orders of the Day: CALL TO ORDER The meeting was called to order at 1:00 pm. ATTENDANCE Mayor John Lessif Deputy Mayor Mark Renaud Councillor Dave Beres Councillor Mel Getty Councillor Marty Klein Councillor Chris Rosehart Councillor Brian Stephenson Staff: David Calder, CAO Donna Wilson, Town Clerk Darrell Eddington, Director of Finance Steve Lund, Director of Operations Rick Cox, Director of Parks & Recreation Services Jeff Smith, Fire Chief ADOPTION OF AGENDA Resolution No. 1: Moved By: Councillor Rosehart Seconded By: Councillor Getty THAT the Agenda as prepared for the Council Meeting of December 11 , 2013, be adopted. "Carried" MOMENT OF REFLECTION DISCLOSURE OF PECUNIARY INTEREST OR THE GENERAL NATURE THEREOF No disclosure's of pecuniary interest were declared. 121113 Page 1 n ) MINUTES: Meeting for the Committee "Open Council" Resolution No. 5: Moved By: Councillor Klein Seconded By: Councillor Beres THAT Council receive Report OPS 13-32, Pre-Budget Approval 2014 Capital; AND THAT the Glendale Phase 1 and 2, Grandstand Demolition and Health Club Accessibility projects receive pre-budget approval for 2014, AND THAT the Health Club project is conditional upon the support of the Accessibility Advisory Committee. "Carried" STAFF INFORMATION REPORTS 6. PRS 13-34, Trail Maintenance Costs ~ Direction: Staff to provide Council with a report in January regarding trail usage funding, including principle, interest and revenues related to the trail system. 7. PRS 13-38, Arena Seating Area Heating Policy [g) Direction: Staff to bring the policy back in January for endorsement. 8. PRS 13-39. FaciliJ¥ Usage 2011-2013 ~ Direction: Staff to provide the Parks and Recreation Advisory Committee with the document to provide input on increasing facility usage. 9. PRS 13-40, Budget Considerations 2014 ~ Coronation Park Trail Loop project comprises of washroom repairs, parking upgrades and disc golf. Council suggests that the disc golf be funded by the group through their own fundraising. Staff to pursue a Trillium Grant. Direction: Customer Service Centre Roof replacement be brought back to Council to discuss timelines. Capital expenditures in the budget should be individually identified. OPP Roof replacement and HVAC replacement-staff to look at putting some of the rent towards these costs. 10. FRS 13-10. Fire Services 2014 Budget Consideration ~ To update the Town profile to reduce insurance cost impacts. Direction: Staff to provide Council with the Town's profile from the Fire Underwriters and determine if the fire vehicle is over a certain age that it will affect citizen's insurance costs. Council suggested that 25% of the cost of a new truck be added to the 2015 budget and so on to cover the future cost of a new fire truck. 11 . FIN 13-60, 2014 Draft Budget-Mayor's Suggestions ~ Page 3 MINUTES: Meeting for the Committee "Open Council" Donna Wilsonffillsonburg (Thursday December 12, 2013 08:05AM) David Calderffillsonburg (Monday December 16, 2013 08:35AM) Page 5 Tillsonburg Town Clerk, Stonebridge Community Services/MSC is requesting to go in front of council on Monday January 13, 2013, to inform them that accessible transportation program is up and running in the Town of Tillson burg. Already we have provided service to seniors and young people living with disabilities. We are looking for help getting the message out to other folks in the community. If you need any further explanation, please do not hesitate to ask. Best, Max Adam FA~ADE IMPROVEMENT GRANT ALLOCATI( TOT..l "" [' ') Deloitte. Town ofTillsonburg IT Strategic Review - ....._, Council Update X. .)( ~ January 13, 2014 '>( '-" Current high risk areas As part of the review Deloitte identified four high risk areas which should be addressed by the Town in the short term. These areas have the potential to significantly impact IT operations and service delivery to constituents if not prioritized for short term action . • Security and network vulnerability-There are significant weaknesses within the Town's network largely due to its aging infrastructure and systems. • Non-compliance of software licenses-Current Microsoft licenses are out of date at both the operating system and desktop application level. The Town has initiated a license audit which will assist in gathering an inventory of all Microsoft office and operating system installs and standardize versions while working with the vendor to update licenses. • Staff productivity -aged hardware infrastructure (servers and workstations)-The age of server and workstation infrastructure results in poor performance, and risk of imminent failure. Server performance is similarly poor with frequent downtime and impacts to application performance. Downtime impacts of 1 - 3 hours per employee results in lost productivity of $384,000 annually*. -The Town lacks the ability to upgrade certain applications due to out dated server configurations. • Disaster recovery-There is a lack of redundancy across the current architecture resulting in high risk of data loss. In the event of a disaster the Town has no business continuity capabilities outside of fully manual operations. Redundancy should be built in with the server replacement exercise recommended as part of the hardware refresh initiative above. *Based on 80 employees and an average fully loaded FTE cost of $50/hr. 6 Town of Tillsonburg-IT Strategy Review -Council Update © Deloitte LLP and affiliated entities. ._ Short term priority items Gaps requiring immediate attention to limit risks to the organization and overall constituent service include: • Hardware refresh -End user systems: Due to the age of and lack of reliability, replacing end user systems will increase productivity by reducing downtime and waiting time, as well as reducing help desk calls. -Infrastructure: Updating core infrastructure components and re-designing system addressing schemes (in progress) will improve network infrastructure performance. • Email migration -The current email system is inefficient and out of date. Upgrading the infrastructure will reduce downtime, system management effort • Server architecture -Virtualization: Virtualization technology will enable redundancy and consolidation of systems, as well as optimize hardware usage. -Redundancy: The ability to fail over or reinitialize servers on redundant hardware will improve the reliability of the town systems. As noted, virtualization enables redundancy without significant hardware purchase. -Consolidation: Consolidation of databases, email and other applications into common, redundant systems simplifies system maintenance and can reduce licensing costs. • IT governance aspects such as oversight, policies and procedures should be developed and implemented. • An application strategy is recommended to ensure current investments are being appropriately leveraged and necessary functionality is being delivered. • Disaster recovery/business continuity-short term focus should be on building redundancy as part of the hardware refresh. 8 Town of Tillsonburg-IT Strategy Review-Council Update © Deloitte LLP and affiliated entities. .---.. '--'-' 0 5 year roadmap The road map below presents the initiatives recommended for the Town over 5 years in order to achieve stability in IT operations and reach the target maturity levels recommended. A disproportionate amount of effort and cost is allocated in the first two years of the plan in order to mitigate the high risk areas facing the Town as highlighted on slide 7 above. Determining a preferred operating model (initiative 7.1) and developing and implementing an IT governance section (initiative1 .1) will help to further refine the scope and timing of the remaining recommended initiatives. 5.0 Applications 6.0 Systems Management 5.1 Application strategy 6.1 IT asset management 5.2 Application enhancement and rationalization 6.2 Conduct business impact analysis (BIA) and design and implement disaster recovery plan (ORP) 10 Town ofTillsonburg -IT Strategy Review-Council Update 5.3 Strategic enhancements 6.3 Ongoing capacity management © Deloitte LLP and affiliated entities. ...__ .._ -._/ Cost summary (resourcing) The table below summarizes the budget impact for staff or contract resources to execute the recommendations outlined in this report. This is the expected increase in budget over the current budget costs for the IT infrastructure. As most of these costs are one time project costs, the best funding is for most of the costs is as specific projects. 1.1 Develop and implement 50,000 IT governance structure 2.1 & 2.2 Network 45,000 baseline/upgrades 3.1 Target server architecture 25,000 3.2 Architecture migration 25,000 - 4.1 Workstation refresh 25,000 4.1.1 Mobility updates 25,000 5.1 Application strategy 60,000-80,000 5.2 Application enhancement - - 5.3 Strategic enhancements 5.2.1 Email replacement 50,000 6.1 IT asset management 6.2 BIA and DRP - Total resource $305,000 -$325,000 Current 2014 placeholder costs The town has currently held $72,000 resourcing cost for county payments. Overall resourcing costs will need to be evaluated in order to effectively execute on the recommendations in the IT strategic plan. Some re-allocation from hardware, software, and licensing costs may need to be considered. 25,000 50,000 25,000 50,000 $150,000 Consultant/contractor Payments to County Employee Total 12 Town of Tillson burg -IT Strategy Review -Council Update 10,000 300,000 300,000 30,000 $55,000 $300,000 $300,000 $72,000 $72,000 © Deloitte LLP and affiliated entities. '- IT operating model options Town management should prioritize a decision around a future IT operating model which will help drive future planning for medium to longer term initiatives. The potential options and their related risks, benefits, and costs are described below. Regardless of the direction chosen an investment in IT needs to be made at the management level to ensure accountability and skillsets are present at the high level of Town administration. Status quo-Maintain the current relationship with the County with limited defined IT accountability within Town management and maintaining existing processes and IT infrastructure. Fully in-source IT-Develop an internal IT department with full time staff to maintain applications, infrastructure, and related IT processes. • County contract with defined governance-Maintain the relationship with the County, however clearly define IT ownership within Town management, build functional application skillsets within the department, and conduct infrastructure renewal. • Outsource to private provider-Contract a private 3rd party provider to manage all IT servers for the Town with a dedicated contract manager at the Town. 14 HIGH Not scalable, aging infrastructure HIGH Limited internal skillsets to support diverse LOW Current working relationship, HIGH NEGATIVE Potential for application proliferation and significant loss of staff productivity MODERATE Provides control and oversight of IT operations HIGH Leverage County skillsets, potential to leverage applications and reduce costs MODERATE Few providers for municipal I Ability to immediately adopt space in the region leading practices Town of Tillsonburg-IT Strategy Review-Council Update Potentially high financial impact to the Town with lost productivity, lack of data redundancy, and risks HIGH Hiring and training needs for applications and infrastructure s MODERATE Initial hardware refresh costs will be high however longer term costs can be controlled with shared service opportunities HIGH There are limited providers in the Municipal space. Not a viable option Not a viable option Pursue in 3-5 year term Not a short term option © Deloitte LLP and affiliated entities. '-" Targeted future state of IT Future State Maturity (5 Year Strategy) ~ Increasing Matunty To address the Town's objectives to enhance services to constituents and staff while controlling costs, the IT function will need to mature to at least a "Defined" level Some areas such as Governance and Infrastructure will need to move to the "Managed" level given their importance to addressing the stated goals Depending on the Town's direction in adopting a best-of-breed applications strategy the Applications (Acquisition) dimension will require greater development Given the limited IT capacity within the organization today, and the level of investment and effort that will be required to achieve the future state maturity, a progressive approach is recommended within the operating model. Overall, the most significant shifts will be required within IT Governance and Infrastructure, which are the traditional areas that require development within emerging organizations I Legend: • Current State • 3-5 years I 16 Maturity Model-Definitions The maturity model, a standard tool for effectively assessing an organization's IT capabilities, is used to illustrate the current state maturity ranking of the Town across each of the components of the IT Operating Model Initial • Processes are disorganized, even chaotic • Processes are not sufficiently defined and I or documented • Success is dependent on individual efforts, and is not considered to be repeatable • No tools in place • Roles I responsibilities are loosely defined Developing • Basic repeatable processes are established but are not applied consistently • Limited formal communication of processes or policies and procedures • Tools introduced to enable operations • Basic definition of roles I responsibilities Increasing Maturity Defined • Processes are formalized through documentation, standardization, and integration • Policies and procedures are in place along with training to relevant stakeholders • Tools are in place to support processes • Roles I responsibilities are formally defined Town of Tillsonburg-IT Strategy Review-Council Update Managed • Process I performance benchmarks and KPis are established Performance monitoring and continuous improvement is introduced • Consistent tool utilization • Resources are aligned against repeatable processes with documented roles I responsibilities Mature • Proactive management of performance and focus on continuous improvement • Consistent and repeatable application of processes across the organization • Proactive review of tools performance • Full resource alignment against processes and performance management aligned roles © Deloitte LLP and affiliated entities. () e Cll .-.... .-.... ) 1- 0 Cll Deloitte. Town ofTillsonburg IT Strategic Review January 2013 DRAFT ........_, X K '>( \_; Deloitte's IT operating model was leveraged to ensure completeness of the strategic assessment [ "'-~-··c-. :" -:~--,·.--._-,7'-,;';' Bus.ine~:$trategy J ····-·· --. ..... -...... ··--···· ----·-· ··--·· -··-··--· .... .. Strategy and Architecture ProJect Prioribzatoon -- I Acquire I Enhance Governance Processes ProJect Management Pohcoes and Procedures -- Asset Management ·-·---····:::~ ·I ~: Change .. ________ ... Performance Management Contmuous Improvement --- Security Capacity ··------- , ~nrt nAfino I •. 1 I~ Infrastructure ~YAI'"IItA Server Data Centre Network Storage -Telephony 1 Backup ------------------------- Deloitte's IT operating model is based on COBIT and IT IL frameworks. 4 Town of Tillson burg -IT Strategy Review (DRAFT) • The IT operating model covers all dimensions requested by the Town including applications, infrastructure, governance and strategy, information security, and disaster recovery planning. • The IT Operating Model provides a holistic view of the IT function, driven by the business strategy • The model highlights the core areas of IT Management: • Governance • Business Applications (Acquisition) • Systems Management: • Processes • Infrastructure • Organization • Each area is broken down into sub- categories which enable the ability to zero-in on specific components that are critical for the Town • Each of the components was customized for the Town(based on work completed to-date and stakeholder input) to ensure specific, pragmatic and tactical recommendations are defined for the organization's IT function © Deloitte LLP and affiliated entities. -v J Drivers of the IT strategy review Infrastructure Investment in physical IT infrastructure has been neglected at the Town for several years Applications There is limited understanding of whether the Town's current applications meet functional needs Governance and Strategy The Town is in a state flu x with regards to its operating model (short term arrangement with the County of Oxford). There is limited definition of IT governance. Information security and vulnerability Given the age of infrastructure and change in operating model there is uncertainty around whether security gaps exist to current systems. Disaster recovery planning There is limited redundancy, data backup, or business continuity currently in place. Deloitte interviewed County IT staff responsible for managing infrastructure as well as end users to understand the impact of current hardware on operations. A key theme was significant lost productivity on the part of Town staff due to frequent workstation and server downtime or slow performance. Total lost productivity reported was 1 - 3 hours per employee per week. As well, significant time is spent by IT resources maintaining the server infrastructure and managing storage to ensure systems stay operational. Deloitte interviewed senior management and staff to understand how current applications were meeting functional needs. Application functionality within the major applications was sufficient to meet current business needs. However it is noted that there may be overlap in applications between departments such as those related to fixed asset management. The various asset intensive departments and finance are each considering the use of different applications. In addition, some current applications could be consolidated into fewer larger hardware platforms to improve performance and reduce maintenance, while still enabling redundancy. Deloitte conducted benchmarking and reviewed the Town's budgetary and IT organizational model to determine a suitable go forward strategy. Of the municipalities consulted for benchmarking all had primarily in-house IT services. Deloitte conducted internal and external testing of the Town's network using VA tools including QualysGuard and other tools, as well as manual verification. Several weaknesses in the current system were noted primarily due to the age of infrastructure and application areas. Deloitte reviewed system documentation and interviewed IT and functional staff to determine the current state of disaster recovery planning. There is currently a high risk of data loss due to the lack of data protection practices in place. A detailed functional gap summary is provided in Appendix D which summarizes the key gaps noted through interviews with Town staff and management. 6 Town of Tillsonburg-IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. \.._1 Summary of observations -IT operating model dimensions Dimension Overview Implications • Lack of formalized IT policies, processes and management against defined • Limited ability to align IT execution to the business strategy to approaches make informed decisions • Lack of structure to determine IT related decisions at an enterprise-wide level . Lack of alignment on investments and direction when it comes to • Limited management of IT initiatives to prioritize investments technology • Lack of standards for application acquisition, hardware requirements. and . Limited ability to enforce compliance with strategic decisions training • Lack of a defined management mechanism to identify an "end of life" • Application portfolios expand without bound and control leading to technology or optimize application portfolio license compliance issues and interfacing issues • Business areas and departments acquire point solutions without management • Increased costs related interfaces and/or manual re-keying of data consultation leading to duplicate purchases, licensing and interface issues etc. • Technology is not appropriately leveraged across departments to • Lack of consistent and formalized IT standards (DB. OS, etc.,) that are also enhance automation opportunities difficult to maintain with variety of applications in the current state • Outdated applications result in license compliance risks • Vendor support staff and County IT are responsible for providing IT support • Formal SLA's are not in place with all software vendors including the County of • Out-dated infrastructure resulting in productivity losses Oxford • Inefficient infrastructure design resulting in increased costs and • Lack of redundancy for data backups and business continuity reduced level of service • Lack of IT asset management plan including planned refreshes, • Increased risk of data loss standardization of hardware, etc .• • Lack of storage capacity resulting in short term fixes to remain • Limited capacity management plans linked to future changes in the use of IT at operational the Town. • Aging and outdated IT infrastructure including desktops, laptops, telephones, • Increased user down-time resulting in increased costs, reduced electronic devices etc. productivity and service quality issues (each staff member spends • IT infrastructure not being leveraged to its full potential (i.e. non-utilized SAN) at least 1 hour a week related to computer crashes) while there is a need for basic infrastructure and hardware (i.e. full hard-drives, • Increased costs due to lack of maximum utilization of existing servers etc.) resources and systems • Data integrity, duplication and security is an issue for some manual interface points to Great Plains • Lack of user training in IT applications and systems • Application features may not be appropriately leveraged due to • Limited application knowledge within functional areas (with the exception of lack of training Great Plains) • Ability for functional areas to conduct "self-support" is limited • Role of IT within the organization is not well understood resulting in added dependency on the County • There are limited resources within the Town to support business areas in • Business areas conduct independent decision making on IT assessing IT needs and recommending appropriate direction without appropriate understanding the Town's ability to support applications -- I I 8 Town of Tillson burg-IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. ' ._ ......_, · . ._) Short term priority items Review of the Town's IT operations revealed several gaps which require immediate attention to limit risks to the organization and overall constituent service. These items are highlighted below and are considered as part of the 5 year road map detailed on slide 12 of this report. • In the short term the Town should focus on addressing key gaps around IT infrastructure and governance. • Immediate investment should be conducting a full hardware refresh including servers, laptops/desktops, and network infrastructure. Specific items include: Hardware refresh • End user systems: Due to the age of and lack of reliability, replacing end user systems will increase productivity by reducing downtime and waiting time, as well as reducing help desk calls • Infrastructure: Updating core infrastructure components and re-designing system addressing schemes (in progress) will improve network infrastructure performance -Email migration • The current email system is inefficient and out of date. Upgrading the infrastructure will reduce downtime, system management effort Server architecture • Virtualization: Virtualization technology will enable redundancy and consolidation of systems, as well as optimize hardware usage Redundancy: The ability to fail over or reinitialize servers on redundant hardware will improve the reliability of the town systems. As noted, virtualization enables redundancy without significant hardware purchase. Consolidation: Consolidation of databases, email and other applications into common, redundant systems simplifies system maintenance and can reduce licensing costs • IT governance aspects such as oversight, policies and procedures should be developed and implemented. • An application strategy is recommended to ensure current investments are being appropriately leveraged and necessary functionality is being delivered. Over the long term aspects such as enabling mobility and business intelligence should be considered • With regards to disaster recovery/business continuity, short term focus should be on building redundancy as part of the hardware refresh. From 2015 a more fulsome business impact analysis and disaster recovery plan should be developed. 12 Town of Tillson burg-IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. '--'-' J Cost summary (hardware, software, and licensing) The table below summarizes the capital impact of the recommendations outlined in this report. A significant capital investment must be made in the first two years to mitigate the risks currently facing the Town. 2. 1 & 2.2 Network 55,000 baseline/upgrades 3.1 Target server architecture 3.2 Architecture migration 40,000-60,000 3.3 Server maintenance and 15,000-20,000 refresh 4.1 Workstation refresh 120,000-150,000 4.1.1 Mobility updates 25,000-40,000 4.2 End user maintenance - 5.2 Application enhancement - 5.2. 1 Email replacement 40,000-60,000 Total hardware and software $295,000 -$395,000 Current 2014 placeholder costs The town has currently allocated $634,700 for various hardware, application and licensing costs. The overall cost meets the required spend for 2014 and 2015. However the pace and overall allocation will need to be evaluated by management based on the recommendations of this IT strategy. 5,000 5,000 5,000 5,000 10,000-15,000 10,000-15,000 10,000-15,000 10,000 -15,000 5,000-10,000 5,000-10,000 5,000-10,000 5,000-10,000 20,000-30,000 20,000-30,000 20,000-30,000 20,000-30,000 30,000-40,000 $70,000 -$100,000 $40,000-$60,000 $40,000 -$60,000 $40,000 -$60,000 Licensing/maintenance contracts $319,200 Other $7,500 Workstation Refresh $80,000 Server $150,000 Laserfische $28,000 Strategic plan implementation $50,000 Total $634,700 14 Town of Tillson burg-IT Strategy Review-Council Update © Deloitte LLP and affiliated entities. '-' J IT operating model options Town management should prioritize a decision around a future IT operating model which will help drive future planning for medium to longer term initiatives. The potential options and their related risks, benefits, and costs are described below. Regardless of the direction chosen an investment in IT needs to be made at the management level to ensure accountability and skillsets are present at the high level of Town administration. 16 Status quo-Maintain the current relationship with the County with limited defined IT accountability within Town management and maintaining existing processes and IT infrastructure. Fully in-source IT-Develop an internal IT department with full time staff to maintain applications, infrastructure, and related IT processes. County contract with defined governance -Maintain the relationship with the County, however clearly define IT ownership within Town management, build functional application skillsets within the department, and conduct infrastructure renewal. Outsource to private provider-Contract a private 3rd party provider to manage all IT servers for the Town with a dedicated contract manager at the Town. HIGH Not scalable, aging infrastructure HIGH Limited internal skillsets to support diverse LOW Current working relationship, HIGH Few providers for municipal space in the region Town of Tillsonburg -IT Strategy Review (DRAFT) NEGATIVE Potential for application proliferation and significant loss of staff productivity MODERATE Provides control and oversight of IT operations HIGH Leverage County skillsets, potential to leverage applications and reduce costs MODERATE Ability to immediately adopt leading practices Potentially high financial impact to the Town with lost productivity, lack of data redundancy, and licensing risks HIGH Hiring and training needs for applications and infrastructure support MODERATE Initial hardware refresh costs will be high however longer term costs can be controlled with shared service opportunities HIGH There are limited providers in the Municipal space. Not a viable option Not a viable option Pursue in 3-5 year term Not a short term option © Deloitte LLP and affiliated entities. --...._,; J 1.1 Develop and implement IT governance structure • Define IT governance framework including key committees, stakeholders and decision making protocols • Develop communication and training plan to relevant stakeholders • Develop IT policies for application, infrastructure, security and people management Resourcing cost $50,000 $25,000 Hardware/licensing cost N/A N/A • Defined governance framework • Centralized IT decision making • IT policy repository N/A N/A N/A N/A *Resourcing costs are expected costs for staff, contracting and IT support to complete the project above current baseline 20 Town of Tillsonburg -IT Strategy Review (DRAFT} N/A N/A © Deloitte LLP and affiliated entities. --\._1 2.2 Network upgrades, replacements and maintenance -Identify priority circuit and device upgrades -Replace or upgrade critical infrastructure components -Upgrade slow or unreliable network circuits -Implement network management strategy and tools as appropriate -Develop and execute network maintenance plan, including rolling upgrade plan for future-proofing network investment -Cost of circuit upgrades can be high -need to determine ROI for upgrade vs. benefit to site Resourcing cost* $20,000 N/A Hardware/licensing cost $25,000 $5,000 -$10,000 • Increased network capacity • Network management plan • Network maintenance plan N/A N/A N/A $5,000-$10 ,000 $5,000 -$10,000 $5,000-$10,000 *Resourcing costs are expected costs for staff, contracting and IT support to complete the project above current baseline 22 Town of Tillson burg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. -- 3.2 Architecture migration -Determine implementation phases for each of the infrastructure components -Install and configure infrastructure components per phase -Migrate existing systems an~ data to the new components -Retire the old systems after migration -Recommendation: use a virtualized approach, and utilize the virtualization "physical to virtual" capability to virtualize the current infrastructure and simplify upgrades Resourcing cost* $25,000 $50,000 \_.1 • Updated server architecture N/A N/A Hardware/licensing cost $40,000 -$60-000 Refer to maintenance & refresh *Resourcing costs are expected costs for staff, contracting and IT support to complete the project above current baseline 24 Town of Tillson burg -IT Strategy Review (DRAFT) J N/A © Deloitte LLP and affiliated entities. -'-' 4.1 Workstation refresh Acquire and install replacement workstations, laptops and other end user devices to update end user computing to a maximum defined age and capacity. In year 1, this is a larger cost, then budget needs to be allocated for annual refresh. It is feasible to defer refresh cycle start to year 3 if a 4 or 5 year refresh cycle is chosen, as initial rollout may take a full year, and with a full set of new systems, the risk of system failure in Y1/Y2 is very low. -Prioritize refresh roll-out based on functional needs (note: this has already been initiated by the Town) -Establish baseline system age and reliability requirements -Define refresh cycle requirements and define upgrade plans -Replace all obsolete workstations with state of the market systems -Where appropriate, provide portable systems (laptops, tablets, etc.) in lieu of or addition to desktop workstations to enable mobility Resourcing cost $25,000 N/A Hardware/licensing cost $120,000-$150,000 N/A • System upgrade and replacement schedule • Refresh cycle plans N/A N/A N/A N/A N/A N/A *Resourcing costs are expected costs for staff, contracting. and IT support to complete the project above current baseline 26 Town of Tillsonburg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. -\_) 4.2 End user computing maintenance and refresh -Based on the upgrade and replacement schedule, acquire and replace systems on an ongoing basis -example: for a 5 year revolving schedule, replace 20% of end user devices annually -Track system reliability and performance as metrics for determining system replacement (in addition to the age of the system). -Consider leasing of systems through vendors if appropriate and cost effective Resourcing cost N/A N/A Hardware/licensing cost N/A $20,000-$30,000 • Up to date end user computing systems N/A N/A $20,000-$30,000 $20,000-$30,000 *Resourcing costs are expected costs for staff, contracting and IT support to complete the project above current baseline N/A $20,000 -$30,000 28 Town of Tillson burg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. '.._,! 5.2 Application enhancement and rationalization • Migrate applications to the upgraded server architecture as appropriate • Upgrade application identified for continued use to the current version • Develop data migration plan and migrate applications that will be retired to replacement applications • Merge applications and/or application support components (e .g.: databases) where appropriate • Recommendations: • Where possible, run multiple database instances on a single server with failover or HA rather than each database on a separate server • Email, migrate to a modern email system as recommended for the application strategy • Application merging as determined by the application strategy Resourcing Cost* N/A $25,000 Hardware/licensing cost N/A $30,000-$40,000 • IT staff I provider • Corporate service departments • Operational departments • Town council • Rationalized application environment $10,000 N/A N/A Potential reduced costs depending on extent of rationalization *Resourcing costs are expected costs for support to complete the project above current ne 30 Town of Tillsonburg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. 5.3 Strategic enhancements • Assess enhancement opportunities based on constituent and business needs. Current Municipal trends indicate a move towards: • HR technology-greater system support for attendance, performance management, etc., • Financial and project link to GIS data-ability to visual capital improvement projects online • E-Government-web enabled citizen service • Procure resourcing and infrastructure where required for enhancement • Implement and measure key metrics for benefits realization Resourcing cost N/A N/A Hardware/licensing cost N/A N/A ~ • IT staff I provider • Corporate service departments • Operational departments • Town council • Modern and efficient email system N/A $300,000 $300,000 N/A N/A N/A *Enhancement costs may be attributed to either resourcing or hardware/licensing depending on the items selected. 32 Town of Tillson burg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. .._, 6.2 Conduct business impact analysis (BIA) and design and implement disaster recovery plan (DRP) .......,; The objective of Business Continuity Plan and Disaster Recovery Plan review is to analyze the existing resiliency programs including crisis management, emergency response, and disaster recovery I business continuity elements to gain insight into the organization's current capability versus industry standards and best practices to develop strategic planning recommendations. • Risk assessment • Business impact analysis • Plan development • Sustainable plan approach • Plan exercising/staff awareness • Implementation and long term maintenance plans • Business Impact Assessment • Disaster Recovery Plan • Implementation schedule • Plan testing and maintenance schedules • Staff training plan Resourcing cost N/A $50,000 $30,000 N/A N/A Hardware/licensing cost N/A N/A N/A N/A N/A *Resourcing costs are expected costs for staff, contracting and IT support to complete the project above current baseline 34 Town of Tillson burg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. '- 7.1 Operating model decision • Evaluate costs and benefits of operating model options • Propose option and obtain Council approval • Draft IT roles/responsibility into existing senior management role. • Determine whether appropriate IT decision making skillsetlcapability exists at the senior management level • Identify key functional resources available for application support in the business areas • Determine financial, organizational, process, and people impacts of future state operating model Resourcing cost* N/A N/A Hardware/licensing cost N/A N/A 36 Town of Tillson burg -IT Strategy Review (DRAFT) • Council • Senior Management • County • Operating departments N/A N/A N/A N/A N/A N/A © Deloitte LLP and affiliated entities. "-' Targeted future state of IT Future State Maturity (5 Year Strategy) .-:--Increasing Maturity To address the Town's objectives to enhance services to constituents and staff while controlling costs, the IT function will need to mature to at least a "Defined" level Some areas such as Governance and Infrastructure will need to move to the "Managed" level given their importance to addressing the stated goals Depending on the Town's direction in adopting a best-of-breed applications strategy the Applications (Acquisition) dimension will require greater development Given the limited IT capacity within the organization today, and the level of investment and effort that will be required to achieve the future state maturity, a progressive approach is recommended within the operating model. Overall, the most significant shifts will be required within IT Governance and Infrastructure, which are the traditional areas that require development within emerging organizations I Leg;~d: ~ Current S~te ~ 3-5 years I 40 Maturity Model-Definitions The maturity model, a standard tool for effectively assessing an organization's IT capabilities, is used to illustrate the current state maturity ranking of the Town across each of the components of the IT Operating Model Initial • Processes are disorganized, even chaotic • Processes are not sufficiently defined and I or documented • Success is dependent on individual efforts, and is not considered to be repeatable • No tools in place • Roles I responsibilities are loosely defined Developing • Basic repeatable processes are established but are not applied consistently • Limited formal communication of processes or policies and procedures • Tools introduced to enable operations • Basic definition of roles I responsibilities Town of Tillsonburg-IT Strategy Review (DRAFT) Increasing Maturity ' Defined Processes are formalized through documentation, standardization, and integration • Policies and procedures are in place along with training to relevant stakeholders Tools are in place to support processes • Roles I responsibilities are formally defined Managed • Process I performance benchmarks and KPis are established Performance monitoring and continuous improvement is introduced • Consistent tool utilization • Resources are aligned against repeatable processes with documented roles I responsibilities Mature • Proactive management of performance and focus on continuous improvement • Consistent and repeatable application of processes across the organization • Proactive review of tools performance • Full resource alignment against processes and performance management aligned roles © Deloitte LLP and affiliated entities. '......_,) IT Current State of IT and Implications IT Governance Findings Current State Rank 42 Performance Management IT planning is not formally performed. IT budget allocations are performed by Councilors • There is no process to scope and prioritize IT related small/medium/large projects Formalized structure for IT project management has not been designed • Lack of formalized project management best practices or training • Project management tools and methodologies are not standardized • Centralized PMO group is not defined at the Town • Lack of formal metrics exist to track IT and systems performance • Limited ability to implement continuous improvement as there is a lack of defined metrics to monitor • Continuous improvement of business processes has not been part of the current IT service model Town of Tillsonburg-IT Strategy Review (DRAFT) ... Initial Mature ... Initial Mature ... Initial Mature ... Initial Mature Implications • Lack of foresight can lead to only short-term consideration of technology needs • Limited understanding of the holistic IT project portfolio across the organization Initiative dependencies, constraints, risks, costs, impacts, etc. are not well understood • Limited ability to measure true costs and performance • Limited ability to improve performance • Lack of holistic project oversight can lead to duplication of effort, and increased timing and resourcing risks . • Limited ability to understand baseline, evaluate performance and instill continuous improvement objectives • Limited ability to improve performance over time • Potential for suboptimal performance © Deloitte LLP and affiliated entities. '-' IT Current State of IT and Implications 44 Application Development Internal I External Findings • No information was provided on testing of systems • Lack of formal impact review for changes and new deployments due lack of functional process maps • Lack of training to functional users of new features/application changes • Each business unit has its own set of applications that may be used for individual department-specific purposes • The Town runs canned versions of applications Town of Tillson burg -IT Strategy Review (DRAFT) Current State Rank .... I I I I I I Initial Mature .... I I I I I I Initial Mature Implications • System and application upgrades may introduce issues if structured testing is not done • Potential for disruption to users as they are not familiar with new capabilities and impacts on their day to day roles J • Insufficient traPotential for disruption to users as they are not familiar with new capabilities and impacts on their day to day roles • ining leads to poor user experience • Gap in determining new system functionality and determining impact on business © Deloitte LLP and affiliated entities. '-" IT Current State of IT and Implications 46 Systems Management Processes Findings • Data integrity and security is an issue for some manual interface points between applications (e.g. manually downloading data and re- entering to Great Plains) • An information security policy is not in place at the Town • Password policies are not established for the various applications Lack if system updates and patching exposes systems due to vulnerabilities Town of Tillson burg-IT Strategy Review (DRAFT) Current State Rank ~ I I I I I I Initial Mature Implications • Appropriate controls may not be in place which can impact provisioning of services • Processes may not be reviewed and updated as the organization evolves • Risk of financial misstatement is increased due to data entry errors. © Deloitte LLP and affiliated entities. -\_/ IT Current State of IT and Implications 48 Systems Management Infrastructure Findings Inefficient backup tape system (takes 2-3 day to do full monthly backup) Lack of policies/procedures on backup schedule, backup frequency, backup storage etc. Backups are not performed for all applications and systems (i.e. Collections SW) Town of Tillsonburg-IT Strategy Review (DRAFT) Current State Rank ... I I I I I I Initial Mature Implications © Deloitte LLP and affiliated entities. ) e Cll .. .. 1- 0 Cll \_; ""'--I App&.-1X A I Town IT role definition • As recommended in this report the Town should clearly outline IT accountability at a senior position within Town management. • The role can be defined at two ends of a spectrum based on the level of contract management, oversight, and in-house controls required. • The responsibilities may be Highly complex IT environment High core business reliance on IT "IT Leader'' • Set IT strategic direction and execute on plans • Develop and implement policies and procedures for IT department • Assess business requirements across organization; help the organization in understand technology solutions and options • Determine the best use of technical resources • Develop and track IT budget • Conduct talent management and oversight • Serve as primary contact with outside vendors • Maintain security and privacy of information systems • Oversee all back-up and disaster recovery plans • Experience requirement: 8-10 years in IT • FTE requirement: 1 FTE • Expected level in organization: Senior Management/Executive 52 Town of Tillson burg-IT Strategy Review (DRAFT) ( "IT Steward" • Act on behalf of the organization in crafting and managing third party contracts (including performance against established service level agreements (SLAs)) • Manage terms and conditions on an ongoing basis • Liaise with business areas to ensure needs are being met • Develop and track IT budget • Participate in setting general IT direction • Experience: 8-10 years in management role • FTE requirement: 0.25 -O.SFTE • Expected level in organization: Senior management preferred; Department manager may be an option where strong skillsets are available. Low complexity IT environment Low core business reliance on IT © Deloitte LLP and affiliated entities. v Benchmarking results Town of TIIIsonburg ITS Benchmarking Analysis Current IT Operations Services: Outsourced Provider: %of Overall IT and Operating Budget allocated to Outsourcing costs: 2013 operating budget/constituent Total Management Staff: Total IT Staff: IT Staff as a %ofTotal Employees: Total IT Operating Budgets: 2011 2012 2013 Total IT Capital Budgets: 2011 2012 2013 (forecast) 2014 (forecast) 2015 (forecast) 2016 (forecast) 2017 (forecast) 2018 2013 capital budget/constituent Total IT Operating Spend as a %of Total Operating Budget Total IT Capital Spend as a% of Total Capital Budget Prima HR and Pl!}'roll Work and Asset Management Constituent facing (PO$, recreation programs, etc.,) Town of - 1 3 1.14% $456,000.00 $491,560.00 $525,180.00 $17.51 $87,000.00 $65,000.00 $72,000.00 $87,500.00 $90,000.00 $90,000.00 $95,000.00 $100,000.00 $2.40 1.41% 0.86% lnfoHR/Ceridian CityWide SolutionsiCRM CLASS -. In-house and Outsourced Xylotek Solutions 40% of Operating Budget (Est.) 1 3 1.00% 2% $588,433.00 $326,620.00 $610,314.00 $397,990.00 $680,453.00 $488,710.00 $22.68 $12.86 $287,025.00 $448,000.00 $267,025.00 $276,000.00 $291,140.00 $261 ,000.00 $297,535.00 $268,000.00 $300,000.00 $139,000.00 $300,000.00 $265,000.00 $305,000.00 $178.000.00 $310,000.00 $9.70 $6.87 1.50% 0.89% 1.90% 2.37% Microsoft Great Plains lnfoHRICeridian City Wide Solutions Weave Corp. Public -nr ~-t"~w-om.l CLASS (Actil.eNetwor1<) Moneris payment Amanda Builiding Permitting System City Website ---'-Par1<ing~"s""te;.;.;m.;.__ CLASS * Operating budgeVconstituent is based on total population numbers retrieved from publically available sources. 54 Town of Tillsonburg -IT Strategy Review (DRAFT) Average Tier I Municipality In-House 3 1.38% $457,017.67 $499,954.67 $564,781.00 $17.68 $274,008.33 $202,675.00 $208,046.67 $217,678.33 $176,333.33 $218,333.33 $192,686.67 $205,000.00 $6.32 1.27% 1.71% MS Great Plains lnfoHR/Ceridian CityWide Solutions CLASS J App& ...... ~x B I Town of Tillson burg Outsourced County of Oxford N/A 0 N/A $234,435.00 $252,380.00 $304,033.00 $30.40 $99,424.00 $80,000.00 $120,000.00 $125,241.00 $140,000.00 $60,000.00 $60,000.00 $120,000.00 $12.00 2.45% 15.51% Ceridian lm.iew Ceridian lnsync WolkTech CLASS Citi Sen.e Harris © Deloitte LLP and affiliated entities. \...-./ Internal Survey Results -Summary 56 I Development & Communication I Emergency Services I Finance I Operations & :Public Works I Parks and R&reation Town of Tillson burg -IT Strategy Review (DRAFT) 3.92% • Director • Manager/Supervisor • Staff • Important • Not Important • Neutral • Not used at all • Very Important © Deloitte LLP and affiliated entities. ,_ "-" I App~ .. IX c I Internal Survey Results -Summary Cont'd 43.14% .Ves .No • NotApplicable 1'.84% .Yes .Nb • Nlot Applicable 35~29.'% 56.86·% 58 Town of Tillsonburg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. --...._; "'\.'--___, J App& ..... ix C ! Internal Survey Results -Summary Cont'd Issue Reporting Time (hours) Issue Resolvin Time (hours ~~'On average,.how much time do you spend resolving technical '!\·-· ,._.: .. ·-~ ' . .. . ~issues (including r_ebooting,.contact IT for support)? ~-.. : .......... -.. -~~~~~,:_-: ..•..... :: ; ___ :....;.:___ ---~-:...;::..:--.-:;_.:"-··--··~.:_:.· .-.... -.:. ___ :;_._.~. -... -.-'. _.;_ _____ .. .....:...::...;.: .. : .. ~ ' fU1\1ti'IJi 39 11 1 hour or less 2-4hours IT Group's management of issues ·.Ho_wsatisfiedare you with the following? .:>~-.!.~~.;;;.;.;.....·._".~; .......... : --••. ·-"· · .. ·--. . :,··,' •. IT's ability to answer your questions • IT's ability ro so[~ the issu~ IT's ability to understand your problem IT's level of experience 1 -4-6hours 4 li ~ !! IT's ov~all handling of your issu~ :c l 5 The time it took rr to resolve the issue 6 9 Time it took IT to respond to the issue 60 Town of Tillsonburg-IT Strategy Review (DRAFT) 2' 6 .1 .2 .3 .4 • Mare than 4 • Stil~ not resolved • Very Satisfied • Satisfied • Very Dissatisfied • Neutral • Dissatisfied - -' © Deloitte LLP and affiliated entities. '-\._) External Survey Results -Summary 62 • '"' • 1 -15 •0% ~I ' ' ' 'I '. ~~"" ~ rf'/ ~e ,..(/, ·#~ -<.~ \oq ~o'G ~o ~~ qf>-., ~ r..,~· ~e ~# ~~ ~ .. 'l' ~ ~.0~(/, ~\··· ~ ~0 Town of Tillson burg-IT Strategy Review (DRAFT) .1!6 -30 • 3 1 -45 • 4.5-165 •165 + •1 0 ow) .2 • 3 {average) •4 "'---I App\.. .iiX c 1 © Deloitte LLP and affiliated entities. ....._,. External Surve Results -Summa •0% 64 Town of Tillson burg-IT Strategy Review (DRAFT) •No •ves • I doni'"t know· •No •ves •No •ves I App, .ix C I © Deloitte LLP and affiliated entities. -'-' j Appe .. jx 0 l Functional Gap Summary: Building and Planning Process areas ClASS POS (payments processed at Customer SeNice Center) County's GIS (used for building permit and planning purposes) Town telephony County's Land Related Information System (LRIS- used for tracking buildings in County's GIS) Photocopier/Scanner Domino (document management system) ACR (Active Citizen Response -helpdesk) Key functional sources of revenue include building permit fees, application fees, inspection fees etc. Key functional areas for GIS include gathering and maintaining geographic and tabular data entry, storage and maintenance, et~. N/A Key functional areas including building tracking, building code compliance, disability access and assuring an established level of building safety and health for the public who purchase, own, build or use buildings and other structures etc. Critical documentation to be retained includes building planning documents, applications for building permits, certificates, zoning information etc. ACR is used as a tracking system used to keep track of the number of inspections. 68 Town of Tillsonburg -IT Strategy Review (DRAFT) Lack of a building permit payment tracking system. Currently, a manual inspection of paper work at the Customer SeNice Center is required to determine if a permit has been paid for prior to issuing the permit. Inability to take photographs of property/building deficiencies and print reports on-site. The building permit application in-take/processing process is paper-based resulting in an inability to track the status of the application. Inability to provide customers/public with information on-site during inspections. All information is currently conveyed via inspection reports. N/A All property drawings and files are currently paper-based and stored in physical files and/or H drive or Domino documents. Lack of mobile equipment to assist with on-site inspections of the building for building code compliance (i.e. tablets). Currently, notes are hand written on-site and manually keyed into systems once staff are in the office. Inability to scan large high-level planning project documents using the existing photocopier scanner machine. Aging and outdated computer equipment resulting in unavailability of network and applications. The computer freezes and shuts down resulting in lost productivity of 1 hour/week. Users noted seNer crashes due to maximum storage capacity being reached. SeNer room overheats on a regular basis. The overheating alarms go off at least once a week. Lack of a central data repository for planning documents (for sub-divisions and related items). Currently, records can be stored in the H drive or Domino documents resulting in difficulty in updating, maintaining version control , duplication etc. There is no link between customer correspondence and permit documents which creates extra work when following up on status of permits etc., Lack of a central repository of complaints and helpdesk issues. Complaints can be administered via paper on-site due to lack of access to ACR. Additionally, ACR does not integrate and/or feed into County's GIS or LRIS. There are concerns around the long turnaround time for IT to resolve issues logged via ACR (average of,3+ hours). © Deloitte LLP and affiliated entities. 1._1 '~-~ I App\. .• x D I Functional Gap Summary: Finance Process lnView (used for payroll management) Harris (used for hydro billing purposes) Microsoft Excel No application Town telephony Microsoft Excel (used for tracking, data analysis, asset management etc.) Microsoft Excel (used for tracking, data analysis, asset management etc.) Lotus Notes (general email) ACR (Active Citizen Response -helpdesk) Key functional areas include billing, accounts receivable, accounts payable, forecasting and budgeting, reconciling, financial transactions and journal entries. N/A N/A N/A N/A N/A 70 Town of Tillsonburg -IT Strategy Review (DRAFT) Prior year actuals of the budget have to be manually keyed in Great Plains due to lack of a auto roll-over functionality. This results in the budgeting/forecasting process to be an average of 1-2 weeks excluding the departmental review of the prior year actuals (approx. 1 month). Manual upload to Great Plains of departmental budget information. Currently, all departmental budget files are condensed into 1 master excel file which takes approx. 1-2 days. The master excel is subsequently uploaded to Great Plains. Data from Harris (billing application) has to be downloaded to excel. The electronic excel copy is sent to County as an invoice while the hard-copy of the excel is sent to Accounts Payable to process payment. There are concerns around the high number of manual journal entries. Many other systems do not integrate with Great Plains and hence require manual upload to Great Plains. Two separate accounts are maintained for Hydro resulting in increased journal entries (including recurring journal entries) for Tillson burg Hydro. Lack of an automated process to identify, manage and administer recurring journal entries. N/A N/A Microsoft Excel is used to track and monitor Town assets and perform data analysis for cosUbudgeting related purposes. Aging and outdated computer equipment resulting in unavailability of network and applications. The computer freezes and shuts down once a week. This results in slow processing speed and regular issues with network connectivity. There is a lack of a defined asset management plan or multi-year capital budgeting across the Town. There are concerns regarding the duplication of information. Information is stored on various applications and softwares causing difficulty in updating, maintaining version control , etc. Microsoft Excel is used to track all full-time employees that charge indirectly to in-departments. There are concerns around the long turnaround time of County's IT staff to resolve issues via ACR (average of 24-48 hours). Lack of IT system user training provided to Staff using computer systems and applications such as Stone Orchard. © Deloitte LLP and affiliated entities. '~--. I App ..... ix D j ...._; Functional Gap Summary: Clerks Office Cont'd Process ACR (Active Citizen Response -helpdesk) 72 Town of Tillson burg -IT Strategy Review (DRAFT) Difficulty in using ACR as staff find it difficult /time consuming to navigate screens and complete all required fields. There is difficult in accessing information and navigating through the Town's website. Lack of IT system user training provided to staff using computer systems and applications. © Deloitte LLP and affiliated entities. '-· \..-1 .--~'---- 1 App .... ~ix D I Functional Gap Summary: Economic Development Process County's GIS (used for building permit and planning purposes) ACT(CRM - customer/content relationship management system) No application Microsoft Excel ACT (CRM- customer/content relationship management system) Domino (document management system) Key functional areas for GIS include gathering and maintaining geographic and business data. Key process areas include business development, Town sales prospecting, etc. N/A N/A Economic and business development notes, correspondence and documents are stored, tracked and maintained in ACT(CRM). 74 Town of Tillson burg -IT Strategy Review (DRAFT) Lack of tillable forms online that will allow public to fill and submit information. Currently, hard-locked PDF files are sent out to the public by Town. N/A Lack of general coordination and tracking, especially in the tender approval process due to a limited institutional memory. Currently, it is difficult to track the stage in which a building approval process is at. Building documents are not centrally monitored or tracked to determine building history. Lack of a central data repository for documents (tender documents, customer contacts, municipal contacts etc.). Currently, records can be stored in the corporate server as PDFs, website, ACT or outlook resulting in difficulty in updating, maintaining version control , duplication etc. There is difficulty sharing planning and development information with/from and interacting with other departments such as Engineering, Clerk, Hydro and Building/Planning. Sharing documents involve contacting several departments leading to time-consuming and unnecessary interactions. Limited data trending and tracking as it is only performed on a as-needed basis by Manager, Economic Development. Domino document management system do not contain full information due to supposed legal reasons. Only key documents are maintained. Other sources have to be scouted for detailed documents. © Deloitte LLP and affiliated entities. -'.._/ ' I Appt.. .. .,ix D J Functional Gap Summary: Engineering Process areas County's GIS (used for building permit and planning purposes) No application JMR (used for traffic counting) *WorkTech (asset management system) Plotters (used to scan engineering drawings - stored on server) Key functional tasks include tracking capital project funding and engineering accounting as GL accounts are setup by projects. N/A N/A Key functional areas include traffic counting, maintaining safe infrastructure, engineering repairs, piping and municipal infrastructure equipment etc.). N/A Human labor is not tracked against projects (lack of project metrics). No tracking of labor costs as there has never been a need for it. N/A N/A Aging and outdated computer equipment resulting in unavailability of network and applications. This results in slow processing speed and regular issues with network connectivity. There is a 1 hr+ processing time for applications such as Lotus Notes and AutoCAD to open. Inability to carry laptops on-site for sidewalk inspections. Currently, a strap is worn in which the laptop is physically placed and worked on. However, the strap has broken several times in the past. Laptop batteries last a few hours leading to constant charging and inability to travel off-site for long periods of time. Lack of communication between Engineering and the purchasing of assets leading to insufficient assets being purchased that do not get utilized by Engineering. All inspection schedules and work plans are paper-based as they are logged in a single log book leading to difficulty in data analysis, misplacement, theft etc. *The Engineering department does not produce work order from Work Tech. It is currently used for asset management purposes. However, Work Tech does has the capability to track the type of repairs requires along with its cost which is monitored by Engineering. The Engineering department is in the process of potentially replacing WorkTech with MarMak, an engineering GIS solution which incorporate designing, engineering, mapping capabilities. The County is using CityWorks in lieu ofWorkTech. 76 Town of Tillson burg -IT Strategy Review (DRAFT) © Deloitte LLP and affiliated entities. \,_.;' I App" .. dix D I Functional Gap Summary: Facilities Process areas lnView (web-based -used for time management and scheduling) Microsoft Excel ·citiView (used for building inspections) N/A Microsoft Word and Excel (used to maintain work plans, building inspection checklists etc.) Key process areas include administering and maintaining the building inspection checklists including health and safety. N/A Key functional areas including managing facilities, parks, trails, all Town assets including police and fire services, museum, public works etc. 78 Town of Tillson burg -IT Strategy Review (DRAFT) In View system lacks certain metrics such as total work that has been allocated to certain individuals (i.e. utilization rates). It currently only display's user's availability. There is a general consensus among the department that tracking cost against specific work orders is not feasible due to the large volume of assets. Additionally, Fleet primarily performs cost tracking against work orders. Currently, Facilities tracks work orders against cost centers. Lack of deferred maintenance cost knowledge or similar metrics. Service quality issues with firm-issued blackberries, however, only Managers and above receive blackberries at the moment. For example, ACR tickets can only be viewed on blackberries and not closed. Lack of secured and reliable communication among Kelly Batt and Facilities staff in the field. Currently, phone/text is used to communicate repair/work orders to staff in the field. There is a radio frequency but it functions within a limited vicinity. Lack of an asset management software due to the fact projects get shuffled around and all projects are based on employee availability. Aging and outdated computer equipment resulting in unavailability of network and applications. This results in slow processing speed and regular issues with network connectivity. It currently takes 25min+ to reboot. Email servers fail on a frequent basis. There are 3-4 email servers that have failed several times and continue to do so. There are concerns around computers that are not being used to its full capacity. For example, there is a standalone non-supported computer in the refrigeration room that is not connected to anything in particular. © Deloitte LLP and affiliated entities. .... -'-" I App'" ~ix D j Functional Gap Summary: Taxation and Customer Service Process areas Great Plains (for budget and inventory management) FRX (used for reporting) CLASS POS (used to process payments and track payments due) lnSync (used for payroll) In View (used for time scheduling) Diamond (tax software) Harris (used for hydro billing purposes) CityServe (used for booking, program billing, program scheduling, receivables and recreational purposes) Stone Orchard (used for deceased information management) No application Key functional areas include budget and inventory management. Key functional areas include recreational program booking, program billing, program scheduling, receivables etc. N/A 80 Town of Tillson burg-IT Strategy Review (DRAFT) Great Plains server capacity issues are experienced on a frequent basis due to data overload resulting in slow network processing. Great Plains (budget and inventory management) does not support FRX (reporting software). Existing Harris application version does not support Windows 8. It currently only supports Windows XP leading to compatibility issues. There are concerns regarding the functionality of the Harris application as staff can not change the date in PAP or modify reports within the application (database issues). Lack of integration between all tools, especially financial tools. Most tools require a manual download of data which have to be manually entered into Great Plains. In order to send data from Harris to Great Plains, CLASS has to be used where information must be manually entered in Class, then upload to GP and subsequently to Harris. There are decentralized budgetary controls as accounts sometimes go into deficits. However, these accounts are monitored on a regular basis. N/A The telephone equipment is outdated and requires updating as it is 10-15 years old. There are minimal call tracking and monitoring options that do not metricize overall number of calls, duration etc. © Deloitte LLP and affiliated entities. .... ~ \ App'" .ix D J Functional Gap Summary: Roads Process areas Grey Island (GPS system - only used in the Winter) No application Microsoft Word/Excel WinField (used for fuel management) Microsoft Word/Excel ACR (Active Citizen Response -helpdesk) Key functional areas include fuel management, fuel tracking, etc. Key process areas include road patrolling and inspections, road maintenance, sidewalk/tree maintenance, potholes and snow removals. N/A N/A N/A N/A 82 Town of Tillson burg -IT Strategy Review (DRAFT) Glitches are experienced regularly with the In View application especially when staff are swiping their cards. Lack of archiving and reporting capabilities in Grey Island leading to unnecessary manual effort. Road staff are in the process of scouting new vendors. Although the Town pays a monthly fee to Grey Island in the Winter and reduced fee in the Summer, Grey Island is only used by Roads in the Winter season. N/A Aging and outdated computer equipment resulting in unavailability of network and applications. The computer freezes and shuts down 3 times a week. This results in slow processing speed and regular issues with network connectivity. It takes roughly 1 hour to reboot. According to Randy Vince and Tracy Hird, opening more than 3 applications causes the computer to crash. WinField causes laptop to crash every time it is activated due to the aging of IT infrastructure and equipment. Road patrolling machines are not equipped with GPS systems. All inspections, road patrol information and work order are paper-driven. There is a lack of electronic logging and monitoring of critical information such as road inspections. Lack of work order metrics to determine which work orders were completed vs. not completed. Inability to add notes/comments to the ACR ticket. Only Customer Service Representatives can add notes to ACR. As such, when an ACR ticket is issued to Roads, a paper work order is drafted. © Deloitte LLP and affiliated entities. '-' I Appt.. A•x D ] Functional Gap Summary: Fire Services Cont'd Process areas 84 Town of Tillson burg-IT Strategy Review (DRAFT) Limited IT support in the Fire Services department as there is no resource with adequate IT knowledge or ability to be able to provide support. There is a shared network ID and password among all Communicator staff leading to certain files being deleted or moved unknowingly. Inability to obtain MPAC (property assessment) data. Currently, Fire Services can not determine the property value loss as they do not have access to MPAC. Fire Services have to contact someone in the Corporate Office to extract this information from MPAC. There is a concern regarding the inconsistent and ineffective training procedures for fire fighters. For example, WHMIS training is considered time- consuming as it is performed in person during "busy time· as opposed to elearning or online courses. There is a general lack of annual refresher courses or automated learning opportunities for Fire fighters, especially during their off- time. Lack of a Disaster Recovery (DR) plan for electronic and physically stored record, equipment and computer (IT-related) equipment in the case of a power outage. There is no way for the fire truck lights and sirens to be tested to ensure functionality. Limited ability to monitor fire fighters in the field (i.e. their air pressure, exact coordinates etc.). Although the X and Y coordinates are reported, the Z coordinate is not. Currently, the fire fighters are tracked manually on the ground via IDs/badges. © Deloitte LLP and affiliated entities. ~ Functional Gap Summary: Fleet Services Cont'd Process areas ShopKey {used for work orders) Key functional areas include the management of supplier and vendor information for procurement purposes. N/A 86 Town of Tillsonburg -IT Strategy Review (DRAFT) Lack of a central data repository for maintaining supplier/vendor contact information resulting in assets being brought from multiple vendors. Lack of accuracy in key fobs that are in every fleet vehicle. As a result, users can enter 0 km and still get fuel. ShopKey's inability to track costs against work orders. It currently only has the basic functionality of generating a work order with a unique work order number. Costs have to be manually calculated and written on the work order paper produced by ShopKey which gets emailed/faxed/mailed to the County. Lack of a unique identifiers for each vehicle {i.e. barcodes). Inability to report on the assets/equipment purchased as OEM warranties are not tracked or maintained resulting in warranty return and tire core credits not being utilized. Currently, $10,000 per year is lost in Fleet Service due to lack of asset metrics {i.e. proof of asset purchasing). The single stand-by generator is not connected full-time; it would take approximately 45 minutes-1 hour to get power. This is a major concern as Fleet Services is considered a communication center {i.e. fueling depot, repairing depot etc.). Lack of general knowledge on obtaining IT support as IT are not knowledgeable on Fleet-related IT problems. Additionally, IT support personnel are required to come on-site to set-up and enter a password every time the laptop is placed in the truck. Diagnostics on equipment can not be run without IT's support. Currently, all repairs are performed in-house as opposed to be outsourced to 3ra parties due to lack of man-power and resources required to transporting and coordinating equipment with 3ra parties. © Deloitte LLP and affiliated entities. '-_./ CAP~ ~dix D I Functional Gap Summary: Hydro and Water Cont'd Process areas 88 Town of Tillsonburg-IT Strategy Review (DRAFT) Lack of hydro and water system knowledge by County's IT support results in long IT turnaround time. Currently, no one in-house or at the County is experienced and knowledgeable to manage hydro and water system-related problems. There is a general lack of knowledge regarding assets/equipment required for the group at the management level. The Director of Development and Communication Services is responsible for approving procurement requests, assessing the overall budget, and seeking council approval. However, they are not always knowledgeable on the details of the requirement and the benefit of procuring the requesting item. Lack of IT system user training provided to Staff using computer systems and applications such as Harris and Great Plains. Many programs are not being utilized as no one is training to use and/or support them. With the oncoming upgrade to the new Harris system, the use of ACR will be minimized/not required. There is a general consensus that the Town purchases several standalone systems that do not integrate with other Town programs. © Deloitte LLP and affiliated entities. '-" [}'P.-:dixD I Functional Gap Summary: Museum Cont'd Process areas Microsoft Photoshop Lotus Notes (general email) N/A 90 Town of Tillson burg -IT Strategy Review (DRAFT) All documents and data, especially collections data is paper-based and managed in Microsoft Access. Lack of IT system user training provided to Staff using computer systems and applications such as Harris and Great Plains. Many programs are not being utilized as no one is training to use and/or support them. The Museum currently lacks its own website resulting in staff answering repetitive questions that can easily be available on-line. © Deloitte LLP and affiliated entities. ... ~ ["AP. .1dix D j Functional Gap Summary: Programs Cont'd Process areas ACR (Active Citizen Response -helpdesk) Lotus Notes (general email) N/A 92 Town of Tillson burg-IT Strategy Review (DRAFT) There is a general consensus that all processes are manual and paper-based. The Town's wi-fi connection is slow and difficult to work with leading to process delays and frustrated employees. There are connectivity issues during sever weather conditions such as storms and snow. There are concerns working with the Lotus Notes application as it does not provide adequate functionality for the staff to perform their jobs and lacks archiving abilities. Although the County's IT is contact for general IT support, the primary form of contact for CLASS is the CLASS vendor who provides adequate level of support. Annual fees are paid to the CLASS vendor. © Deloitte LLP and affiliated entities. lxrf?!l~f?o~;!,.fYtogether ) Community and Strategic Planning P. 0. Box 1614, Woodstock Ontario N4S 7Y3 Phone: 519-539-9800 • Fax: 519-537-5513 Web site: www.oxfordcountv.ca Our File: A 06/13 APPLICATION FOR MINOR VARIANCE TO: Town of Tillsonburg Committee of Adjustment OWNERS: Roland Phipps 94 Vienna Road Tillsonburg ON N4G 3C8 VARIANCE REQUESTED: MEETING: REPORT NO: January 13, 2014 2014-9 Relief from Section 17.2 -Rear Yard Depth, to reduce the minimum required rear yard depth from 7.5 m (24.6 ft) to 3.05 m (10ft) to facilitate the construction of a detached garage on the subject lands. LOCATION: The subject property is described as Part Lot 1617, Plan 500 in the Town of Tillsonburg. The lands are located on the east side of Vienna Road, between Highway 3 and Spruce Street, and are municipally known as 94 Vienna Road. BACKGROUND INFORMATION: COUNTY OF OXFORD OFFICIAL PLAN: TOWN OF TILLSONBURG ZONING BY-LAW: SURROUNDING USES: COMMENTS: (a) Purpose of the Application: Industrial General Industrial Zone (MG) Surrounding uses are residential uses to the west, industrial uses to the east and north, and institutional uses to the west. The applicant proposes to obtain relief from the above-noted sections of the Tillsonburg Zoning By-law to facilitate the construction of a detached accessory building. Assessment records indicate the property has an approximate area of 2325 m2 (25,026 ft2). The existing single detached dwelling (with attached garage) has an approximate ground floor area of 191 m2 (2,056 ft2) and was constructed in 1963. The proposed accessory building has an area of 148m2 (1600 ft2). ) File No. A 06113 Report No. 2014-9 Page 3 • whether there are constraints and/or restrictions due to physical or inherent conditions of the site; • whether alternative designs of the proposal are clearly not feasible or appropriate; • the concerns of adjacent owners and residents, and community in general; • whether approval would create an undesired precedent; • whether compliance with the By-law would be unreasonable or impossible and impose undue hardship on the applicant. It is the opinion of this Office that the applicant's request for a reduced rear yard depth meets the general nature and intent of the policies of the Official Plan and will not set an undesired precedent. The existing residential use of the property is legal non-conforming; the existing use has achieved an acceptable measure of compatibility with adjacent uses and does not interfere with the development of conforming uses in the surrounding area. The construction of the proposed accessory building will not further establish the residential use of the property as the accessory building could easily be converted to an industrial use in the future. The location of the existing septic system and the required clearances to buildings and structures precludes situating the proposed building in accordance with the minimum required rear yard depth. The proposed development should not cause an adverse impact on adjacent property owners and can be considered to be consistent with the Official Plan policies respecting non-conforming uses. (d) Intent and Purpose of the Zoning By-law: The subject property is zoned General Industrial Zone (MG) in the Town of Tillsonburg Zoning By-Law No. 3295. The MG zone provisions permit an accessory building in accordance with the standard zone provisions, including a minimum rear yard depth of 7.5 m (24.6 ft). There is no applicable limit on the useable floor area for accessory buildings where there is no industrial use established. The purpose of the rear yard setback is to ensure that buildings and structures maintain sufficient setback to provide a buffer for neighbouring properties, adequate area for maintenance, and proper area for drainage. The proposed accessory building will comply with the remaining requirements of the Zoning By- law. The proposed location is well removed from structures on adjacent properties and is located near land owned by the Ministry of Transportation as part of the Highway 3 corridor. Given the above, planning staff are of the opinion that the requested relief from the Zoning By- Law represents a minor departure from the established zoning standards and is consistent with the overall intent of the zoning provisions. (e) Desirable DevelopmenUUse: The applicant proposes to construct a detached accessory building with an area of 148m' (1600 ft2). The proposed accessory building would extend 4.3 m (14.6 ft) into the required rear yard depth. The location of the proposed accessory building is the southeast corner of the lot and would not appear to have an adverse effect on the adjacent neighbouring properties and would not be out of character of the surrounding industrial uses to the north and east. As noted, the construction of the proposed accessory building will not preclude the residential use transitioning to its intended industrial use. ordCoun ~'----"' ' growing stronge!.Ywgether ~ 0 25 NAD_t983_UTM_Zone_t7N Plate 1 -Location Map (with Existing Zoning a"rru·~arcel Lines) File No.: A-06/13-Roland Phipps Part Lot 1617, Plan 500, Town of Tillsonburg-94 Vienna Road I I legend 51 Meters 0 This map is a user generated static output from an lntemet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey January 7, 2014 • Civic Address Parcel Lines Property Boundary Assessment Boundary Unit Road Municipal Boundary Environmental Protection/Flood ~ Flood Fringe ~ Floodway ~ Environmental Protection (EP1) ~~ Environmental Protection (EP2) Zoning Floodlines/Regulation Li • t 100 Year Flood Line .. 30 Metre Setback e e Conservation Authority Regulation Li e e Regulatory Flood And Fill Lines Zoning (Displays 1:16000 to 1 :~ Road Restriction/Closures r w L'L] 0::: r IJ) <( :z: :z: L'L] > ~~ ~"' ~"' ,...,.., " ~.. ~ ~ ~ .~ .~"' .~ ~ ... ~ •.;> ,...,.., "'~ ~ .,, X¥"' ! xo1> ~"' .;9'-t' ~ .. ~"' ~.,<t> l . "' ..; .... ~ ~ ~· .~"' I._/ ate 3-Applicant's Sketch 5:) File No.: A-06/13-Roland Phipps ~ Part Lot 1617, Plan 500, Town ofTtusonbQfg ~ ~ \ U1 :z: 0 l-a: <( !l, C\1 C\1 (<\ .,.... ..,... m ..... Q lt) l~ ...-rAl. CUD OUlDIHC J.... t) (.-oW:Cl!OC) 0 (5 0 'f 'f ii:' I I " I I I I ~~ L------.------_j .... ~~ 2JZ.$4 232." 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"\() ~~ ·~ .. ~,. ~ X ~ ... ~ ..... 1 .y .... .:f·r i7'" ~-~ J ~1J· U.SI. • l32.22m 11 ••• I -/ $• ij' •q' ;t "' • I , ~ ~6 _ 12.13 • 1.6" ~ ~· ~ ---! • 1.s" ~..,..0 F~ '.4 j .~~-~~A .1.10 ~/~~AY 7 Sl.a>E ~" <@ ~"' ~ . ~<f> ., .. ~.y N n· 42' oo• w .~ ,..,.., ~.,., iJi' ~.,, ·~ ~ ;;,~ '> AND LOT GRADING FOR: ROLAND AND LISA PHIPPS PART OF LOT 1617 JUDGE'S PLAN REGISTERED AS PLAN 500 TOWN OF TILLSONBURG COUNTY OF OXFORD (PART TWO, 41R-1322) P.J.N 00045-0025 SCALE 1:300 10 15 NtTRfS 20 METRIC g~T~~R~oo~ ~Ef.\~~~~1NAC~~d."~Es ANO CAN NOTES (1) -PROPERTY DIMENSIONS ARE 1.5 SHOWN ON DEPOSITEO PLAN 41R-132.2 (2) -PROPOSED CARAG£ AOOillOH BUILOINC POSillONEO BY CAlCULATIONS NOT BY ACTUAl SURVEY (3) -PROPOSED FINAL GRADES ARE SHOWN ~ AND ARE IN METERS (4) -T.F.W. OENOlES TOP a' FOUHDAllON WALL (5) -U.S.F. DENOTES UNDERSIDE a' FOOTING (6) -SITE BENCHMARK TOP a' FOUND A llON OF DWEU.JNC NUMBER 94 LOCA lEO ON THE SUB.£CT PROPERTY HA VINC A CEOOEllC ELEVA'OON OF 233.73 meter• (7) -IT IS THE RESPONSIBIUTY or THE CONTRACTOR TO VERIFY THE ELEVA llON OF THE UPPER LJMIT or THE CROUNO WA lER TABL£. SOIL BEARING CAPACITY AND THE ElEVATION OF THE UNOER SIDE OF FOOTING PRIOR TO EXCAVATION. (8) -IT IS THE RESPONSIBIUTY OF THE CONTRACTOR TO VERIFY THE SITE BENCH I!ARI< PRIOR TO EXCAVAllON (9) -EXISllNC GROUNO ElEVATIONS MEASURED ON AUGUST 14, 2013 ~ ARE SHOWN .$'"'AND ARE IN METERS (1 0) -PROPOSED LOT COVER ACE EXISTING DWEI.UNG, GARAGE. SHEO AND CARAGE AOOITlON -15" CAUllON -THIS IS NOT A PLAN OF SURVEY OR SURVEYOR'S REPORT ANO SHALL NOT BE USED FOR TRANSACllON OR FINANCING PURPOSES -DO NOT CONVEY FROM THIS PLAN -THE PROPOSEO CARAGE AOOITlON ANO liS LOCATION SHOWN HEREON WAY BE 5UB.£CT TO CHANG£$ PRIOR TO CONSTRUCllON. THIS SKETCH SHOULD NOT BE REI.JED UPON AS CER11FICA110N THAT THE OWEU.JNG WAS ACTUALLY CONSTRUCTEO AS SHOWN. -ELEVAllON OF EXISTING GROUND WATER TABlE AND SOIL CONDITIONS NOT DETERMINED File: A-06/13 Date: December 20, 2013 TOWN OF TILLSONBURG COMMITTEE OF ADJUSTMENT NOTICE OF PUBLIC HEARING Please take notice that the following application has been submitted to the Tillsonburg Committee of Adjustment under section 45 of the Planning Act, R.S.O. 1990. Before making its decision on the application, the Committee will hold a public hearing to consider submissions from both the applicant and every other person who desires to be heard in favour of and/or against the application. The public hearing is to be held: Date: Monday January 13, 2014 Time: 6:00pm Location: Town Council Chambers Tillson burg Corporate Offices, Town Centre Mall, 2nd Floor OWNERS: Roland Phipps 94 Vienna Road Tillsonburg ON, N4G 3C8 LOCATION: APPLICANT/AGENT: Roland Phipps 94 Vienna Road Tillsonburg ON, N4G JC8 PT LOT 1617 PL 500 PART 2 RP 41Rl322 municipally known as 94 Vienna Road, Town ofTillsonburg, County of Oxford. PURPOSE OF APPLICATION: An application has been received to pennit the construction of a detached garage requiring relief from section 17.2 (rear yard zone provision for MG General fudustrial Zone) from 7.5 meters to 3.05 meters. The proposed location of the garage is required in order to maintain an appropriate distance from the weeping bed. You are invited to present your comments regarding the application either in person at the public hearing or in writing to the Secretary~ Treasurer prior to the public hearing. If you do not attend or are not represented at this meeting, the Committee may proceed in your absence and you will not be entitled to any further notice of the proceedings. If you would like a copy of the Decision of the Committee of Adjustment, please request, in writing, a "Notice of Decision" from the Secretary~ Treasurer. The Notice of Decision will be mailed not later than ten days from the date of the Committee's decision. Please be advised that the Oxford County Community and Strategic Planning Department will be conducting a review of the application and if you would like a copy of the Planning Report or have any questions, please contact Eric Gilbert, Development Planner at 519~688-3009 extension 3226 or by email: egilbert@county.oxford.on.ca. Yours truly, Lisa VanderWallen Development Technician Tillsonburg Customer Service Centre 10 Lisgar A venue Tillsonburg ON N4G SAS File No. A-06/13 TOWN OF TILLSONBURG COMMITTEE OF ADJUSTMENT DECISION OF COMMITTEE Page I of2 WE, the undersigned members of the Town ofTillsonburg Committee of Adjustment, do hereby attest that the following was the decision reached by us at the meeting held on Monday January 13,2014. OWNERS: Roland Phipps 94 Vienna Road Tillsonburg ON, N4G 3C8 LOCATION: APPLICANT/AGENT: PT LOT 1617 PL 500 PART 2 RP 41RI322 municipally known as 94 Vienna Road, Town ofTillsonburg, County of Oxford. PURPOSE OF APPLICATION: An application has been received to permit the construction of a detached garage requiring relief from section 17.2 (rear yard zone provision for MG General Industrial Zone) from 7.5 meters to 3.05 meters. The proposed location of the garage is required in order to maintain an appropriate distance from the weeping bed. DECISION: APPROVED That the Town ofTillsonburg Committee of Adjustment approve Application File A 06/13, submitted by Roland Phipps for lands described as Part Lot 1617, 500 in the Town ofTillsonburg as it relates to: 1. Relief from Section 17.2-General Industrial Zone Provisions (MG)-Required Rear Yard Depth, to reduce the required rear yard depth from 7.5 m (24.6 ft) to 3.05 m (10 f\) to facilitate the construction of a detached accessory building on the subject lands, subject to the following conditions: i) A lot grading plan be provided to the satisfaction of the Town Engineering Department. ii) A building permit for the proposed accessory building shall be issued within one year of the date of the Committee's decision. Members concurring in above ruling: John Lessif Mark Renaud David Beres Mel Getty Marty Klein Chris Rosehart Brian Stephenson CSIO r 11riCATE oF IMQIIDAriJ~c .. .· .. . """ "' . ..,..~ ....... . . . . ..... · .. ·.· luiUUI IU I BROKER DG Dunbar Insurance This certificate Is issued as a matter of Information only and confers 255 Queens Ave., Suite 1050 no rights upon the certificate holder. This certificate does not amend, ' London, ON N6A 5R8 extend or alter the coverage afforded by the policies below. ) BROKER'S CLIENT ID: NATU R-2 COMPANY AVIV A A 1Natures Choice Lawn care COMPANY B liiil~~ n a div of Weed buster COMPANY St-P.O Box 122 c II ON N4G 5V3 COMPANY 0 1 .. • '.\;,· T ·t ··> ... · :·· • · ... ···~···· <~ ··~· ~.·{.'}···>·····>1;:·'··<•;-·:·;c.··; •. ....• ?::P This Is to certify that tho policies of insurance listed below have been Issued to the Insured named above for the policy period indicated, notwithstanding any requirement, term or condition of any contract or other document with respeot to which this certificate may be lnued or may pertain. The Insurance afforded by the policies described herein Is subjeol to all the terms, exclusions and conditions of suoh polio lee. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. TYPE OF INSURANCE co POLICY NUMBER I P_?.~YI I POLICY I I LIMITS' '" LTR I = :r I EACH Is f_: ~ CLAIMS MADE OR IX] OCCURRENCE A IHAR 81520191 15/06/01 16/06/01 Is A IHAR 81520191 15/06/01 16/06/01 Is EMPLOYERS'S LIABILITY ' '" ..... Is ~ CROSS LIABILITY A IHAR 81520191 15/06/01 16/06/01 I TENANTS LEGAL' ..... ·~ Is TENANT'S LEGAL LIABILITY A IHAR 81520191 15/06/01 16/06/01 I MED EXP (;,;; Is 25,000 ~ @N..OWNED A IHAR 81520191 15/06/01 16/06/01 UUTO Is HIRED A luA'\815201P' 15/06/01 16/06/01 OPTIONAL POLLUTION LIABILITY EXTENSION s ~ POLLUTION LIABILITY EXTENSION I {Pe<' Is ~ Is ~ I s , DESCRIBED AUTOMOBILES A 15741182815 15/06/01 16/06/01 l ALL OWNED AUTOS BODILY INJURY s f-(Per person) 1-LEASED AUTOMOBILES 1-BODILY INJURY s {Per accident) 1-Is 1- f-.:, OOMn~ EXCESS UABILITY I EACH Is 8 ~~===LLA FORM Is THAN UMBRELLA FORM OTHER LIABILITY (SPECIFY) 1The 1 INAi:"iNSuRED " I I LIT EMS of the Town of Town Centre Mall I:Jih respect to the operations the NAMED INSURED ONLY • llil .·::c~····.--c . · .. 1. · .. • • . . < !The" of the Town of Should any of the above described policies be cancelled before the ~~~dFi~"o~:t~~' Centre Mall expiration date thereof, the Issuing company will endeavor to mall 12oo r, ;-~04 -n_Q:~liE~~{~~ed 30 days written notice to the certificate holder named to the left, but failure to mail such notice shall impose no obligation or liability IT ~~~UN ...._ ·=-· ofooy '"d upoo '., iNAT~ E , .. , .. " .. I I --2!>1 .........,.,ue, Suite 1 ; .,.;;,:.;,;.'~ ~~::. ... ~ " -1~01\0MO ~~~~Dunbar Insurance Broker Ltd I DATE 115/06/16 iii OP ID: 51 CSR:JS Q) Ombudsman Or,IT/J-.!(!0 ONTARIO'S WATCHDOG CHIEN DE GARDl! DE L10NTARIO Re: Arurual Report on Investigations of Closed Municipal Meetings To the Clerk and Council, I aru enclosing two copies of my Annual Report on my Office's investigations of closed municipal meetings for the periodfrom September 1,2012 to August·31, 2013. As you are aware, in accoiifancewrtli the Municipiif)fi:I -:zuu1 and tliei omb-udSman Act, The Ontano-{)mouasman~. - Investigates themrcumpllrints ·in-all municipalities elteilptthtrse·tharhave-appcrinted rurcrther-----·-· · investigator, Since 2008, my Open Meeting Law EnforceinentTeain (OMLET)Iras acted as a dedicated resource for reviewing and investigating closed meeting complaints, as well as educating the public and muniCipalities about open meeting requirements. rn·the period covered by this report, OMLET handled 243 cases in the'191 municipalities where we are the investigator. ! We are providing two copies of our report to all municipal councils across Ontario in the interest of raising awareness of the open meeting requirements and best practices, We. have also enclosed pocket-sized cards· for council members that include "be8t practices for closing meetings" and can be used during meetings as a quick reference guide to the requirements. The report and other information about municipal meeting"investigations can be found on our website-www.ombudsman.on.ca, Our staff can also provide general information on the open meeting requirements and complaint process-we can be reached at 1-800-263-1830 or via email at info@ombudsman.on.ca, If you would like additional copies of the cards or the report, please contact our Director of Communications, Linda Williamson, at lwilliaruson@ombudsman.on.ca, or 416-586-3426. Yours truly, Andre Marin Ombudsman Encl. i i I I I I I L'Orignal, December 10, 2013 The Honorable David Orazietti Minister of Natural Resources Suite 6630, 6th Floor, Whitney Block 99 Wellesley Street West Toronto, Ontario M7A 1W3 . ,., , .. , '\ Pre~ Bureau du president Warden's Office Re: Amendment to the Aggregate Resources Act for peat moss extraction Dear Minister, The Council of the United Counties of Prescott and Russell, at its meeting of November 27, 2013, discussed a proposal from one of its local municipalities regarding an amendment to the Aggregate Resources Act for the extraction of peat moss - a resource that is significant and abundant in our region, but of which its extractors are not subject to annual fees. Given that heavy trucks carrying this peat moss contribute to the deterioration of our roads and infrastructures, and that the Act provides that every licensee or holder of an aggregate permit shall pay an annual fee to municipalities-which in turn must ensure the protection of the road network-our Council subsequently adopted a resolution requesting the Ministry of Natural Resources to amend the Aggregate Resources Act to ensure that peat-moss extractors are subject to the same criteria as other aggregate extractors. I am pleased to enclose a certified true copy of our Resolution 2013/208 for your consideration, in hoping the Ministry of Natural Resources may be of further assistance in this file and consider this amendment to the Aggregate Resources Act. Your opinion on the matter would also be greatly appreciated, as our Council believes this to be an issue facing many municipalities across the province. Please accept, Minister, my sincere regards, ene P. Berthiaume, Warden United Counties of Prescott and Russell 59, rue Court St., C.P./P.O. Box 304, L'Orignal ON KOB 1 KO ·Tel.: 613 675·46~1 · 1 BOO 667-6307 • Fax: 613 675-4933 www.prescott-russell.on.ca CSIO I CERTIFICATE OF INSURANCE DATE (YYIMMIDD) 15/03/20 BROKER DG Dunbar Insurance This certificate Is Issued as a matter of informatlon only and confers 255 Queens Ave., Suite 1050 no rights upon the certificate holder. This certificate does not amend, ) London, ON N6A 5R8 extend or alter the coverage afforded by the policies below. BROKER'S CLIENT ID: TURFC·1 coM:ANY Economical Mutual MAILING ADDRESS COMPANY Intact Insurance D&D Property B Limited COMPANY 1172 Place c ONN4S7W5 COMPANY D This Is to oertrry that tho policies of Insurance listed below have been Issued to the insured named above for the policy period indicated, notwithstanding any requirement, term or condition of any contract or ether document with respect to which this oertifioate may be Issued or may pertain. The Insurance afforded by the policies <lesoribec:l herein Is subject to all the terms, exclusions and conditions of such policies. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. TYPE OF INSURANCE ~~. POLICY NUMBER POLICY EFFECTIVE p~~~~~ LIMITS OF LIABIUTY DATE (YY/MMIDD) (Canadian dollars unless Indicated otherwise) c•co" "AOIO OT s 1-CLAIMS MADE OR 00 OCCURRENCE A GENERAL $ ~ PRODUCTS AND fOR COMPLETED A ....... 15/03/16 16/03/16 $ EMPLOYERS'S LIABILITY .INJURY s f-CROSS LIABILITY 15/03/16 16/03/16 I LEGAL I $ ~ TENANT'S LEGAL LIABILITY A ::;:::; 15/03/16 16/03/16 'person) $ 10000 ~NON-OWNED A 15/03/16 16/03/16 lAUTO $ =::p HIRED OPTIONAL POLLUTION $ LIABILITY EXTENSION _ POLLUTION LIABILITY EXTENSION $ ~ $ ~u 1 UMUDIL.C UABIUTY $ " ' DESCRIBED AUTOMOBILES B 15/03/16 16/03/16 ! ALL OWNED AUTOS BODILY INJURY $ -(Per person) -LEASED AUTOMOBILES D.G. ~UN~trn~E BODILY INJURY s -O~e Lc fd (Per accident) -•uv PI:Jce $ 1-255 Queens! .venue, Suite boso --:;, London, u nano N6A 5 ~8 ~CESS LIA~I~M $ AGGREGATE $ ---j ~ u 1 nc;" 1 n~tl'4 UMBRELLA FORM , ...... _ 1 N~';:'g'.;,ned ! ~-B 15/03/16 16/03/16 1 lg~:~: A 1401?<014 15/03/16 16/03/16 Theft ~~:: A 15/03/16 11 >fidelity I I .ITEMS lwith respect with spraying & Snow Removal Ito the opperations of the Named insured only '"nono=O> .ATION ITO WHOM IT MAY Should any of the above described policies be cancelled before the expiration date thereof, the issuing company will endeavor to mall 000 days wr1Hen notice to the certificate holder named to the left, but failure to mail such notice shall Impose no obligation or liability /\ 17 of any kind upon I v~ II/\_ I l POSITION HELD I Paul Taylor 1 ~~aul Tayl~~roker I FAX NUMBER L I ptaylor@dgdunmar.com lo.G. Dunbar ~~ATE 5/03/20 OP ID: PT CSR: PT Propose I Moved By : Fran~ois St-Amour Date: 27 novembre I November 27, 2013 Appuye I Seconded by: Marcel Guibord Numero I Number 20131208 RE: Modification de Ia legislation portant sur I' extraction de Ia tourbe Amendment to the legislation regarding peat-moss extraction ATTENDU que Ia Loi sur les ressources en agregats surveille et reglemente l'exploitation des agregats sur les terres de Ia Couronne et les terrains prives; ET A TTENDU que Ia loi exige que les titulaires de perm is ou de licence d'extraction en agregats versent des droits annuels aux municipalites locales; WHEREAS the Aggregate Resources Act controls and regulates aggregate operations on Crown and private lands; AND WHEREAS the Act provides that every licensee or holder of an aggregate permit shall pay an annual fee to local municipalities; ET ATTENDU que les extracteurs de tourbe ne son! AND WHEREAS peat-moss extractors are not pas assujettis a des droits annuels; subjected to annual fees; )ET ATTENDU que dans Ia loi, Ia definition du mot AND WHEREAS in the Act, the word "earth" does «terre» exclut le sol arable et Ia tourbe; not include topsoil and peat moss; ET A TTENDU que les municipalites doivent assurer Ia protection du reseau routier mais Ia circulation des camions lourds transportant de Ia tourbe contribue a Ia degradation des routes; QU'IL SOIT RESOLU que le Conseil petitionne le ministere des Richesses naturelles de modifier Ia Loi sur les ressources en agregats pour assurer que les operateurs d'extraction de Ia tourbe soient assujettis aux memes exigences que les exploitants d'agregats. Adoptee AND WHEREAS municipalities must ensure the protection of the road network as heavy trucks carrying peat moss contribute to the deterioration of roads and infrastructures; BE IT RESOLVED that Council petition the Ministry of Natural Resources to amend the Aggregate Resources Act to ensure that peat- moss extractors are subject to the same criteria as other aggregate extractors. Carried COPIE CERTIFIEE CONFORMEI CERTIFIED TRUE COPY Je, Andree Latreille, greffiere adjointe de Ia Corporation des Comtes unis de Prescott et Russell, atteste que Ia presente est une copie certifiee de Ia resolution adoptee par le Conseil le 27° jour du mois de novembre 2013. I I, Andree Latreille, Deputy Clerk of the United Counties of Prescott and Russell hereby certify that the foregoing is a true copy of a Resolution adopted by County Council on the 27th day of November, 2013. Andree Latreille, Greffiere adjointe \ I Sociiti Alzheimer Society SUDBURY-MANITOULIN Dear Honourable Mayor and Members of Council, In Ontario today, 2oo,ooo Ontarians over the age of 65 are living with some form of dementia, with Alzheimer's disease being the most prevalent. That is 1 in 10 seniors. The current health care costs associated with this disease are over $33billion annually and this amount is expected to reach $293 billion by 2040. The Alzheimer Societies across Ontario are calling on the Ontario Government to show commitment to reducing the challenges in the 2014 Budget with these 3 movements: 1. Make dementia clients and their families the priority in the next round of community funding through explicit policies for the provision of dementia care in the community. 2. Establish a fair and standardized wait time for long term care so that persons with dementia have equal access and Ontarians do not wait longer in some parts of the province. 3-Provide for more staff in long term care with specific skills to support persons with dementia-Use Behavioural Supports Ontario as the model. We are aware of the financial situation the province is in. We are not asking for new money, but targeted investment of already committed dollars. The 2013 budget called for a 5% increase in home and community care funding-with the growing number of people with dementia at home, in the community and in long term care, there needs to be a targeted policy directing funds to this population. Without this, people with dementia are classified as "harder to care for" resulting in longer waits and unequal access to care. We have attached a supporting document to further elaborate these issues. ) A Resolution in Support of a National Dementia Strategy Whereas Alzheimer's disease and other dementias are progressive, degenerative diseases of the brain that cause thinking and memory to become seriously impaired; Whereas Alzheimer's disease and other dementias most often occur in people over the age of 65 but can strike adults at any age; and Whereas Alzheimer's disease and other dementias affect more than 500,000 Canadians currently and that this figure is projected to reach 1.1 million within a generation; and Whereas Alzheimer's disease and other dementias also takes their toll on hundreds of thousands of families and care partners; and Whereas an estimated further three million Canadians face the burden and challenges of providing care for those suffering with Alzheimer's disease and other dementias; and Whereas there is no known cause or cure for this devastating illness; and Whereas the cost related to the health care system is in the billions and only going to increase, at a time when our health care system is already facing enormous financial challenges; and Whereas Canada, unlike many countries, does not have a national dementia strategy; and Whereas there is an urgent need to plan and raise awareness and understanding about Alzheimer's disease and other dementias for the sake of improving the quality of life of the people it touches; and Whereas MP Claude Gravelle Nickel Belt has introduced Bill C-356, An Act respecting a National Strategy for Dementia, as he works for broad, all party and non partisan support for an issue that touches us all. His legislation calls for a national plan that includes the development of strategies in primary health care, in health promotion and prevention of illness, in community development, in building community capacity and care partner engagement, investments in research and other (advisory board, objectives, investment in research, and caregivers and more) Now therefore, the City of INSERT YOUR TOWN HERE calls on all levels of government and the Federation of Municipalities to adopt a national dementia strategy, and urges all citizens of our communities to become more aware and engaged concerning the far-reaching effects of this devastating disease. ) Dear Canadians February 15, 2014 will mark the 49th anniversary of the National Flag of Canada. We would like to encourage all teachers and youth leaders to get youth involved in events to celebrate National Flag of Canada Day. Information and ideas to help celebrate National Flag of Canada Day can be found on our web site. It includes a wide range of information with regards to the flag , such as: Creation of the National Flag of Canada Elements of the National Flag of Canada Information on Historical Flags Ideas on How to Participate Complimentary promotional material is available for your event by completing the on- line order form by January 17, 2014. (Events must occur within Canada.) http://www.pch .gc.ca/eng/1383841175885/13848677 41142 You can find a printer-friendly version of the National Flag of Canada Day poster on our web site. A new National Flag of Canada Day video will be posted on our site in January for you to promote the day amongst youth. National Flag of Canada Day is a time to celebrate the shared values and traditions that are fundamental to our identity as Canadians. This symbol of freedom, democracy, and human rights reminds us of how truly fortunate we are as Canadians to live in this vast and beautiful country. Join the celebration on February 15th! Visit the Website: http://www.pch .gc.ca/eng/1359734222181 /135973433067 4 ) STAFF REPORT DEVELOPMENT AND COMMUNICATION SERVICES Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATION: AIRPORT FINANCIAL SUSTAINABILITY PLAN DCS 14-01 CEPHAS PANSCHOW/ANNETTE MURRAY COUNCIL MEETING JANUARY 13, 2014 TRA-THE PATH TO SUSTAINABILITY AIRPORT BUSINESS PARK AND AIRPARK MARKET ANALYSIS AND FEASIBILITY STUDY "THAT Council receives Report DCS 14-01 Airport Financial Sustainability Plan; AND THAT Staff be directed to proceed with the direction and initiatives outlined in Report DCS 14-01 Airport Financial Sustainability Plan and accompanying Airport Business Park and Airpark Market Analysis and Feasibility Study. EXECUTIVE SUMMARY The Town of Tillsonburg Development Committee initiated discussions regarding the strategic direction of the Tillsonburg Regional Airport in the spring of 2011. In June 2011, staff provided a presentation to the Committee that gave an overview of the airport operations, the airport expansion, airport benefits, and most importantly, the 2010 Airport Business Park and Airpark Market Analysis and Feasibility Study approved by Council at their October 12, 2010 meeting. This study was one of the recommendations made in the Economic Development Strategy, which identified the creation of a regionally significant industrial park at the airport as a key objective. Subsequent to the review by the Development Committee, Council identified the need to develop a plan outlining growth opportunities for the Airport with the objective of achieving financial self-sustainability. In addition to this, staff were directed to develop scenarios how the airport could actually be a generator of net revenue for the municipality. From 2007 to 2013 (budget), revenues at the airport covered an average of 80% of the operating cost of the airport including debt payments. The average budget for the airport over this period was $352,000 with the average net levy of $69,464. In terms of actual expenditures, airport expenditures have increased from $243,830 in 2007 to $494,952 in 2013. However, increased expenditures have been offset by increased revenues, which has enabled the net levy requirement to remain relatively stable over this period. This demonstrates that growing revenues are able to, in principal, offset increased expenditures In terms of the Sustainability Plan, there are no financial impacts at this time but specific business cases will be brought forward to council as they are developed. APPROVALS Author Name/Signature Director Name/Signature Finance Name/Signature ANNETTE MURRAY /CEPHAS PAN SCHOW Page 3 I 3 Date: JANUARY 6, 2013 Date: Date: c=J CAO '-' ._) T~!'!~ll~~rg Tillson burg Regional Airport The Path to Financial Sustainability January 13, 2014 ) e!. :Jo .a.~ z ) C < 0 ; 0 CI)C: ---==·~ V) ---·-0) > ,_: SWOT Analysis (2009 • • • • • • • • • • • • STRENGTHS New terminal building •• Good sized cluster of hangars •• Paint & maintenance •• shop on site Canadian Harvard •• Aircraft Association Land Availability •• Good flying weather 80°/o of the time •• (Visual Flight Rules) Low population density adjacent to •• airport Well managed airport •• No control tower No landing fees & low •• fuel prices Runway extension and quality •• Site owned and erated by the Town 1. Tra ~on into '-1 Tj!,~gq~~rg WEAKNESSES Displaced runway •• threshold Lack of marketing Inadequate snow removal I• No commercial flight possibilities Wildlife (lack of fencing) 1. Inadequate road system for access to 1 • hangars No Instrument Flight1• Rules Approach No weather info •• system I• Lack of industrial buildings and municipal services Small ramp and fuel service area No customs clearing OPPORTUNITIES Canadian Harvard Aircraft Association (growth opportunities) Overcrowding of airspace of neighbouring airports Closure of Buttonville Airport Potential for jet museum Expansion of Spectrum Aviation Increased events Expanded OPP presence • • THREATS Lack of IFR approaches ._) Lots of competing General Aviation airports in Southern Ontario .._. TJ!'~~Il~~rg ge Aircraft Cluster Overview Vi~ Aircraft Events Vi~ge Re§Oration and Certific81ion Vintage Maintenance And Vintage Aerial OperatiohS Vintage Aircraft Cluster Vintage Training And EducatiOn ~~~ ~ ClJ ·-> '-ClJ > C\ 0 a.~ '-:s ~ ClJ ...., Q. Cl) .a .~ ::l c < -) u Q ;; s:::: "'~ 0 ·--·-...., -en tO ·-Cll ·-1-a: > <t -tO '-ClJ s:::: ClJ (!J ) "-._/ TJ!~~g~~~~rg Airpark • Definition-"An airpark is a community whose residents either work far away and fly to work or enjoy flying as a hobby" • Becoming common, especially in southern US or vacation destinations • There are a number located in more northern locations, including some in Quebec, Ontario (Carp Airport), Michigan, Ohio, etc. • Received interest in this conceot ........., () c: ta -c.. > ..... ·-~ -·-.c ...... ~0 ta .a .~ c: c < ·-) ta Q -; ..... "'; V) -·-:l -c:n •-cu ~ t-a: -ta ·-u c: ta c: ·-LL. '-" Tj!,!gll~~rg Executive Summary Con't • Why a business plan now? • 7 Opportunities Identified • Operating revenues cover over 80% of the operating cost (on average) • 3 financia l scenarios developed -Low {without land sale} -Medium (with land sale) -High .._.. T}!~!91l~~rg Opportunity One-Fuel Sales • Offer contracts for large users • New net revenues ranging from $3,000-$6,000 per customer per year (corporate) • New net revenues from general fuel sales from 4% in conservative projection to 7% in aggressive projection • Most significant opportunity-increased services and amenities at airport to create hub v Tj!,~9'!~~rg Opportunity Three-Town owned* Hangar Construction • Shortage of hangar space • 10 bay T-hangar -Cost of $349,745 -Borrowing costs of $139,367 -Total cost of $489,162 -Annual payments over 20 years of $24,458 -*Could be private or town owned ..._,. T}!,~9'l~~rg Opportunity Four-Museum Development • Working to secure the presence of additional vintage aircraft associations/groups • Five scenarios have been developed -Base case with no reductions -Waiver of land lease fees -Fuel Incentive of 3 cents/Litre -Fuel Incentive of 15 cents/ Litre -Private Fue l Sales* • **Capital costs of a new museum/hangar not included ..._,. '-" Jj!,~gll~~rg Opportunity Four-Museum Development • Estimating that this scenario would generate additional revenue of $8,430 per year in the low forecast, $9,230 per year in the low (adjusted) forecast, and $12,830 per year in the high forecast with all scenarios starting in 2017 ..._., \.._/ Tj!~~g~~~~rg Opportunity Six -Increased events • Events do not generally generate net revenue • Significant event could generate larger revenues but also expose airport to greater risks • Events attract new customers, raise awareness of airport and stimulate interest in aviation • Staff will continue to pursue new opportunities for special events and tourism ...._; TJ!~~9'l~~rg Financial Projections • Low -Projects additional profit of $3,974 in 2014 increasing to $31,627 in 2023. The annual levy requirement decreases steadily and is reduced to $50,228 at the end of the forecast .:) ..._,. T~!,!91J~~rg Financial Projections • High • Projects additional profit of $6,127 in 2014 increasing to $97,538 in 2023. • The annual levy requirement decreases significantly from 2014 to 2015 and then steadily to 2023 when net revenue of $15,683 is forecast. • This is the only projection that achieves a positive revenue. '-' ._/ :) TjJ,!9'l~~rg Airport Strategic Plan -Investments • Existing infrastructure will limit growth • Attract targeted investment projects • Attract more General Aviation activities • Reduce the net levy impact • Critical investment areas include: o Paving Cross Runway $2,000,000 o Event Ramp $562,000 o Access Roads $170,000 o Taxiway Extensions $150,000 .._., Tl!~~g11~~rg Risk Analysis • The Economy • Assumption is that the TRA is able to attract an increasing share of aviation related investment • Required infrastructure to enable investments will take place; including most critically, taxiways and apron • Partnerships to support growth will be developed AND maintained ~ '--" Jj!,~91l~~rg Conclusion • These opportunities, if realized, will position the Tillson burg Regional Airport as a leading General Aviation airport in the Province of Ontario with the key attraction of being Canada's Vintage Airport ) Tillson burg Regional Airport A Review -Revenue, Outlook, Vision and Work Plan Ti son ur Regional Airport Big Sky. Big Runway. Big History. li Pag e ) Table 1 Airport Infrastructure Debt .............................................................................................................. 9 Table 2 Airport Land Area ........................................................................................................................... 10 Table 3 Comparable Airport Land Areas ..................................................................................................... 10 Table 4 Commercial Tenant Summary ........................................................................................................ 11 Table 5 Non-commercial (General Aviation) Tenant Summary .................................................................. 11 Table 6 Recent Corporate Traffic ................................................................................................................ 12 Table 7 Comparison of Airport Management Options ............................................................................... 14 Table 8 Agricultural Lands Results .............................................................................................................. 19 Table 9 Fuel Sales Comparison Chart (2002-2013 YTD Sep) ....................................................................... 21 Table 10 Fuel Profit Statement ................................................................................................................... 21 Table 11 Corporate Fuel Contracts ............................................................................................................. 21 Table 12 Revenue Per Hangar Estimate (Small) .......................................................................................... 23 Table 13 Revenue Per hangar Estimate (Large) .......................................................................................... 23 Table 14 Cumulative Hangar Revenue (Small) ............................................................................................ 25 Table 15 Cumulative Hangar Revenue (Large) ............................................................................................ 26 Table 16 New Hangar Construction Proforma ............................................................................................ 27 Table 17 New Hangar Construction Proforma with Induced Fuel Revenue ............................................... 28 Table 18 Revenue for Non-Town Owned T-Hangar .................................................................................... 27 Table 19 Museum Revenue Scenarios ........................................................................................................ 28 Table 20 Agricultural Land Sale Options ..................................................................................................... 30 Table 21 Residential Lot Revenue Estimate ................................................................................................ 32 Table 22 Estimated Total Land Sale Revenue ............................................................................................. 35 Table 23 Grass Cutting Outsourcing Comparison ....................................................................................... 36 Table 24 Low Forecast (Conservative) ........................................................................................................ 36 Table 25 Low Forecast Adjusted (Medium) ................................................................................................ 37 3IPage 1. Executive Summary The Town of Tillsonburg Development Committee commenced discussions regarding the strategic direction of the Tillsonburg Regional Airport in the spring of 2011. During this time, staff provided a presentation to the Committee that gave an overview of the airport operations, the airport expansion, airport benefits, and most importantly, the 2010 Airport Business Park and Airpark Market Analysis and Feasibility Study prepared by Explorer Solutions along with future capital expenditures. The need for this study was recognized in the Economic Development Strategy, which identified the importance of a regionally significant industrial park at the airport preferably to support the aviation or defence sectors. Subsequently, Tillsonburg Municipal Council identified the need for the development of a report outlining growth opportunities for the Tillsonburg Regional Airport with the objective of increasing revenues. The purpose of this request was to outline an action plan to achieve financial sustainability of the airport; namely, how the airport could be entirely self-funded. In addition to this, staff were directed to develop scenarios how the airport could actually be a generator of net revenue for the municipality. Hence, staff have identified a number of potential revenue generation opportunities that have the possibility to mitigate the net levy impact associated with operating the airport and these are shown in order of priority as follows: 1. Increased fuel sales; 2. New private hangar construction; 3. Town owned hangar construction with rental to tenants; 4. A new vintage aircraft museum; 5. Airport Reserve-Additional interest revenue generated from liquidation of land assets; 6. Events, etc. As part of the plan, the Town could potentially liquidate excess agricultural land totaling 120 acres to generate revenues up to $1.9 Million in one-time revenue with interest contributions to the Airport budget. From 2007 to 2013 (budget), revenues at the airport covered an average of 80% of the operating cost of the airport including debt payments. The average operating expenditure budget for the airport over this period was $352,000 with the average operating net levy being $69,464. SIPage 2. Introduction This report identifies a number of recommendations that, if implemented successfully, could reduce the net levy impact of the airport on the municipal budget with the potential to become a net contributor to overall municipal revenues if the most optimistic scenario is achieved. As well, this report outlines a series of recommendations that will guide the future development of the airport towards a vision of becoming Canada's premier vintage aircraft centre and a growing regional airport. It is hoped that this report will serve as a foundation for developing programs and initiatives that meet the goal of the airport becoming financially sustainable. Integral to the Business Plan is the identification of real opportunities to generate additional revenue at the airport. These opportunities come with various cost and revenue assumptions, i.e. future land rental rates, fuel prices, etc, and this report provides insight into these as well. In undertaking research on municipal airports in Ontario, staff found there are challenges associated with this goal as most airports are not able to generate neutral or positive revenue streams. This is especially true for local airports and reasons for this range from a reduced ability to charge user fees to the large infrastructure investments often required at airports and to the overall lower activity at local airports. Airports in Ontario are governed under a variety of different structures. For example, many large airports are governed by a not-for-profit airport authority (e.g. Greater Toronto Airport Authority, Greater London International Airport Authority, etc) that is led by a Board of Directors. The Airport Authority has full operational and financial control of the Airport under the Federal Government's National Airports Policy. The Board of Directors provides governance to the Airport and its members are nominated by various entities representing the community at large and can include the Federal Government, Provincial Government, Municipal Government, Chamber of Commerces, etc. The majority of smaller airports in Ontario are municipally owned and financed. The governance of these facilities remains the responsibility of the local municipality. Facility management is generally administered by municipal employees, or in some cases through contractual agreements with private management firms. Staff will discuss this further in the report. Currently, the Tillson burg Regional Airport is managed solely by the Town of Tillson burg as a municipal department. An annual grant of $5,000 per year is received from the County of Oxford and support has been increasingly received from other stakeholders including the Township of South-West Oxford. 71Page 2.1 Tillsonburg Regional Airport-the Current State The Tillsonburg Regional Airport (TRA) is located in the Township of South-West Oxford, approximately 7 kilometres north of the Town of Tillsonburg. The airport is accessed from Highway 19 and is 15 kilometres south of Highway 401. The Tillsonburg Regional Airport is owned and operated by the municipality. It is centrally located between the larger international airports of Hamilton, London, and Waterloo. The Royal Canadian Air Force originally built the airport as an emergency grass airfield to support flight training during the Second World War. In the late 1950's the municipality began leasing the airport from the Federal Government. During this tenure it is assumed that negotiations commenced for the municipality's eventual ownership of the facility; leading to the eventual ownership of the airport by the municipality in 1981. During that period a number of improvements were completed. From the period of 1981 until 2008 no major investments in infrastructure were made with the exception of some private hangar development. It was not until funding from the Government of Canada's Community Adjustment Fund was received in 2009 that the municipality undertook significant improvements to the airport. The improvements included the resurfacing of the existing 4,002 foot long main runway (08/26) as well as an extension of 1,500 feet (increase from 4,002 feet long to 5,502 feet) that made it Southern Ontario's longest municipally owned runway. A new terminal building to replace the previously condemned portable terminal was also constructed along with associated parking facilities. The Community Adjustment Fund covered 90% of the total project costs with the municipality bearing the remaining 10% of the costs. The municipality's share was paid through debentures and the debt repayment schedule associated with these developments is shown below. Table 1 Airport Infrastructure Debt 9IPage 2.3 Current Airport Users, Tenants and Management The Tillsonburg Regional Airport is used by a variety of users ranging from private individuals to small businesses as well as government/health organizations. The current institutional users include: ORNGE Medical Transport, Ontario Provincial Police, Canadian Coast Guard and the Canadian Military. The predominant types of aircraft are smaller fixed wing and propeller driven aircraft (e.g. Cessna, Mooney, Piper, etc), an increasing number of fixed wing training aircraft and vintage jets and helicopters. Table 4-Commercial Tenant Summary Spectrum Aviation Aircraft painting and refu i Canadian Harvard Not for profit 20 years with 20 Aircraft vintage aircraft year renewal Association Lee Air Aircraft 25 years maintenance Tillson burg Flying Flying School, 2 years School school SkyWay cafe Restaurant 3 years services Table 5-Non-commercial (General Aviation) Tenant Summary floor G T-Hangar/dirt 25 years floor H Pole barn/dirt 25 years 25 years foundation 11 I P a g e The report concluded in April of 2010, with the recommendations supported and endorsed by the previous Economic Development Advisory Committee. This report identified a number of significant infrastructure investments for the airport. Subsequently the Airport Feasibility Study was presented to Council and approved in October of 2010. As per the following Council resolution: '7hot Council approve the Airport Business Park and Airpark Market Analysis and Feasibility Study as a guide tor the future development of the airport and that the recommendation in the report to proceed with the development at a general aviation and vintage airplane cluster be endorsed" And further, that the following priorities be identified for inclusion in the 2011 Airport Business Plan: • Resolve displaced runway threshold; • Ensure year round use of full airport facilities through suitable snow removal; • Establish GPS approaches; • Encourage the growth of a flying/aviation club; • Encourage the success of a flight school; • Increase collaboration with the Canadian Harvard Aircraft Association; and, • Enhance Airport visibility and profile through new signage at Hwy 19 and Airport Road, preparation of a new airport brochure, and new marketing initiatives." At the time of the adoption of this report it was seen that these investments were critical to positioning the airport as both a leading General Aviation airport and Canada's Vintage Airport. The Feasibility Study identified a key role for the private sector in supporting these infrastructure investments discussed later in this report. This plan will elaborate on the opportunities for generating revenue under a variety of scenarios ranging from little to no additional infrastructure investment to an aggressive infrastructure investment plan. 13 I P a g e of knowledge of aviation airport fees with customers • Municipal Councils typically have little knowledge of airport operations, activities and challenges Municipally Owned/Privately • Reduced municipal • Increased distance between Managed administration burden airport operations and municipal managers • Increased workforce flexibility • Private managers may • Private management become more focused on companies are often more their business than higher open to variable hours level airport strategic objectives • Loss of control, but can still be significant budget requirement for municipality Based on their analysis and experience, Explorer Solutions recommended that: • The current ownership structure of TRA be maintained to enable the airport to become a gateway for tourism and a true economic asset Maintaining ownership provides the town with the flexibility to structure future growth at the airport while raising awareness of its development plan and successes. The airport has maintained a regular growth rate over the last eight years and the new investment made ... should soon bring greater activity to the airport and provide some return on investment. • The airport advisory committee be maintained and refreshed with membership comprised of airport tenants, pilots or former airport managers, Town councilor, Southwest Oxford Township councilor, and representatives from Oxford County, the Department of National Defence, the Ontario Provincial Police, and Ontario Ministry of Transport The advisory committee members must be aware of their mandate to support airport management and Tillsonburg economic development efforts to market the airport, attract new private and industrial tenants, and support the development of both identified clusters. Explorer Solutions also identified that it is necessary for the airport administrator to move away from daily operations and towards a more strategic development approach. Future tasks will involve more promotion, marketing, investment attraction, negotiation and public relations. 15 I Page It is also important to note that as a condition of the municipality having received infrastructure funding through the Community Adjustment Fund (CAF) for the Airport Expansion Project in 2009, the assets cannot be disposed of or sold for a minimum period of time of six (6) years after the expiry of the agreement. 17 I Page Table 8 -Agricultural lands results 157,773 19% 22% 35% In terms of increasing fuel revenues, staff have implemented a large fuel buyer program and the Big Sky rewards program. The large fuel buyer program offered a price reduction once a buyer reached a certain level of fuel purchases. A per litre rebate was issued for all purchases upon reaching a minimum threshold within a defined period (usually one month). Unfortunately, this program was not successful (only three participants) for a variety of reasons. The main reason was that, generally speaking, aircraft owners are unable to commit purchasing a pre-determined level of fuel as there are too many variables that affect fuel consumption, i.e. weather conditions, aircraft disruption (mechanical) and the time/desire to fly. Nevertheless, staff will continue to pursue contracts in this regard; however, no revenue projections are included in the revised plan. The Big Sky Rewards program has been overwhelmingly successful with 127 members and an average of 10 purchases per week under the program. There are 107 members in the program that are from other airports. Approximately 15% of itinerant pilots are new customers since the initiation of the program. Based on an average sale by these new customers at 50 litres per visit (on average 1.5 fill ups per month), we believe that this program has induced additional sales of up to $20,570 gross revenue per year. The Solar revenue generation opportunity has been deemed to no longer be a viable opportunity at this time due to constrained capacity in the area and the changes being made to the green energy sector in the Province of Ontario. 19 I Page Table 10-Fuel Profit Statement The above table shows that in 2012 the gross profit from fuel sales was $42,048. Once costs for wages and salaries for each transaction were taken into account, the net profit was $38,045. Staff have explored the opportunity to provide discounts to two other users groups in exchange for large purchase volumes. These are recreational pilots that fly a lot and corporate aircraft. At this time, it appears that both of these options offer little real opportunity as there are very few General Aviation pilots that fly enough to meet minimum thresholds and corporate aircraft are still uncommon. Should staff be able to attract interest from corporate aircraft, it could prove to be a significant source of revenue for the airport. The program would offer a significant discount for large volume fuel purchases i.e. exceeding 20,000 Litres per calendar year as detailed in Table 10. Table 11 -Corporate Fuel Contracts 21 I P a g e Table 12 -Revenue Per Hangar Estimate (Small) 2,912 sq.ft hangar $0.29 sq/ft $844/yr Total revenue Maintenance fee $100/yr » $944/yr 112 hangars $944/yr $105,728 total revenue The construction of larger hangars/buildings would result in higher revenue per hangar and less hangars would need to be built (see Table 12). Table 13 -Revenue Per Hangar Estimate (Large) 7,200 sf hangar $0.29/sf $2,088/yr Total Revenue Maintenance fee $100 $2,188/yr 48 hangars $2,188/yr $105,024 total Revenue The revenue from hangar construction is cumulative as demonstrated in the below table. Table 14-Cumulative Hangar Revenue (Small) Table 15-Cumulative Hangar Revenue (Large) Year 2013 2014 2015 2016 2035 Hangars 1 1 2 2 48 Constructed Revenue $2,188 $4,376 $8,752 $13,128 $105,024 231Page Table 16 -New Hangar Construction Proforma Taxiways, aprons, hydro Contingency Total Cost Interest cost Total Cost Including Borrowing Costs Annual Payment Rent 9 units-10% vacancy (ROI) Rent for 8 units-20% vacancy (ROI) Gross Profit/Yr-No vacancy Gross -10% Vacancy Gross -20% Vacancy $275/unit/month $31,795 $349,745 $489,162 $24,458 $26,400 (5.4%) (worst case) $8,542 *Return On Investment (ROI) is calculated as a simple cash-an-cash return calculated by dividing total costs with interest by gross revenue in each scenario. The simple return for this investment scenario is 14.8 years for the best scenario and 18.5 years for the worst case scenario. 25 I Page If the hangar were constructed by the private sector with no municipal costs, the following revenue would be generated: Table 18-Revenue for Non-Town Owned T -hangar Increased Fuel Sales (Per Year) Total Revenue maintenance fee 15,000 L@ $1.59/L = $23,850 with profit of $4,500 $4,500 $7,477 The most likely scenario for a Town owned T-hangar is the one based on 10% vacancy. For the purposes of the budget forecast (Section 4), staff are estimating that this will add a net increase in annual revenue of $1,942 (20% vacancy) in 2016 increasing to $8,452 by year 2018 and holding steady at this level in the low forecast. In the high forecast, revenue would increase by $3,884 in 2016 and increase to $16,904 by 2023. 3.4 Opportunity Four-Vintage Aircraft Museum The Tillsonburg Regional Airport has been working to secure the presence of additional vintage aircraft associations/groups at the airport. Although securing a second vintage group at the airport would attract additional visitors and events, there are significant costs and generating net positive revenue may be a challenge based on the requests from these groups for waiving/reduction of certain fees. The following five scenarios have been developed in order to determine the net revenue generation potential of waiving/reducing various airport fees like hangar rental costs, fuel prices, etc. Each scenario is based on the following assumptions: (1) construction of a 20,000 square foot hangar/museum building, (2) land lease rate is 29C per square foot, (3) property taxes of $15,000 and property tax rebates of $6,000 as this would be a not for profit organization, (4) associated fuel costs based on 80,000 litres annually and (5) potential fuel rebates. 27 I Page 3.5 Opportunity Five -Sale of Property This section focuses on the sale of lands for three different uses; namely, commercial, agricultural, and residential. Staff are in the process of investigating the opportunity to sell individual lots for development at the airport. Although there are significant items that need to be resolved in order for this opportunity to be realized, it does hold significant promise as the ability to purchase lots can be attractive for aviation and related companies. The key to unlocking the potential of this opportunity is to identify areas where land can be sold for aviation related developments without compromising the operations of the airport and without incurring significant infrastructure obligations for the Airport. The agreement entered into with the Crown upon the Town taking ownership of the Airport stipulated that none of the Operational Lands of the Airport could be sold without the Crown retaking possession of the lands. However, non-operational lands appear to be able to be sold. This opportunity is being explored under the assumption that lands are able to be sold. 1) Commerciallots The two areas being considered are the commercial/industrial aviation area east of the Airport laneway and the commercial aviation area to the west of the Airport laneway/General Aviation Hangars. If 10 acres are sold at net revenue of $50,000/acre, this opportunity could generate $500,000 in one time revenue without taking into account increased operational revenues from increased activity. Staff have considered the option of selling the land under the existing hangars at the airport, but this does not appear to be a good opportunity due to the smaller sizes and the impact this could have on future airport operations due to limitations this would place on growth based on the close proximity of these hangars to the main Airport terminal area. In addition to this, the small footprint of the existing hangars would only generate an estimated $55,000 in one-time revenue. An advantage of selling property versus leasing property is the lump sum up front compared to a yearly amount. It may also be more attractive to potential buyers to own land rather than lease. A disadvantage is that the airport would lose ownership of small areas on the airport property and would surrender control over what the property owner does with the property. 2) Agriculturallands As mentioned above, there are approximately 633 acres of land at the airport with 409.8 acres being used for agricultural purposes. The current market value for agricultural land in SWOX is estimated at $15,000 per acre. Staff have identified 4 areas at the Tillsonburg Regional Airport that could potentially be sold off as agricultural lots. 29 I Page ) 3) Residentiallots: The 2010 Airport Business Park Airpark Market Analysis and Feasibility Study identified an opportunity to create an Airpark at the Airport. An Airpark is essentially a lot where a pilot is able to build both a house and hangar on the same lot with access to both a municipal road and a runway. The ability to both live and fly from an airport community is attractive to some aviation enthusiasts. Also, Airparks are more common adjacent to significant attractions (vacation areas) or in warm weather locations (southern US) but are becoming more common in northerly areas as well. In that regard, there is the potential to sell lots at the airport for this type of development as well as general residential lots. However, there are significant planning impacts that would have to be investigated further prior to moving forward with this plan. Residential lots could potentially be severed from the airport property along any of the roads that front on the airport property; including Airport Road between Hwy 19 and Cranberry Road, Prouse Road east of Duffy Line and west of Cranberry Road and even along Highway 19 between Airport Rd and Duffy Line. The current approximate market value for a one acre un-serviced lot in South-West Oxford is estimated at $35,000. This value would be negatively impacted by location (near an airport) and along Prouse Rd as it is not paved. The cost of bringing the individual properties to un-serviced lot standards, plus the cost of real estate and associated legal fees would also need to be factored into this and are not entirely known at this time. The following scenario estimates the revenue and costs of doing this on a per lot basis: Table 21-Residential Lot Revenue Estimate Culvert/Other $11,400 Legal fees $ 350 Total fees: Surveyor fee $ 1.500 $15,000 *Notes: *An un-serviced lot includes a severed, surveyed lot with driveway access with a culvert, but does not include water and septic bed costs Standard real estate costs are 5% of the sale price and legal expenses are 1%. 31 I Page 3.6 Opportunity Six-Increased Events Currently, most of the major events at the airport are organized by airport and town staff. Some past events that have been organized by airport staff include airshows, Snowbird show, Annual Community Yard sale, Community Movie Night, Women in Aviation Week and Fly inn/Drive Inns. The Harvard Association also organizes Annual events such as Wings and Wheels, airshows and monthly Fly Days during summer months. Proceeds from these events are kept within the Harvard organization as they are not-for-profit. Another club that hosts events at the airport is the local Canadian Owners and Pilot Association (COPA). Most events are supported by membership fees and these events do not generate any profit. Some of their events include COPA for Kids, Fly and Buy and assistance in the Women of Aviation Week event. Events led by the airport could generate some revenue (profit) for the Town but they are likely not a reliable source of income. This is due largely to the risks associated with hosting a major event, but also because a share of the net revenue is usually provided as a contribution to a charitable organization as this makes it easier to charge gate fees. A significant event such as an air show could generate larger revenues but also expose the airport to greater risks due to the high committed costs related to hosting an air show and the vagaries of weather, which could result in the event being cancelled or postponed. Typically, airshows do not generate a large quantity of extra fuel sales since the price of the fuel used for the airshow is usually calculated into the performer's fee. An exception to this is the Snowbirds as they do purchase fuel at the airports where they perform, so with respect to fuel sales, they generate extra revenue. As airshow planning has now been taken over by a community committee with a portion of the net revenues being contributed back to the community, it is not likely that the Airport budget will receive any significant revenue from this event. Notwithstanding the above, the airport should continue to provide special events as they attract new customers to the facility, raise awareness of our services and stimulate interest in aviation. These events increase fuel revenues and help support our partners (CHAA, Cafe, and Flight School) but are not usually a reliable income generating source beyond increased fuel sales. The airport will continue to work with other municipal partners and area agencies to expand on current events i.e. Doors Open Oxford and explore new events that could result in significant benefits for the airport. In terms of increasing the activity and usage of the airport property, staff will continue to pursue opportunities for low to no cost fly-in events (BBQs, aircraft sale events, etc) and the use of the Airport by Air Cadets. 33IPage Table 23 -Grass Cutting Outsourcing Comparison Airport staff Total cost: Contractor Total cost: 360 hours x $16.80/hr = Fuel= Fleet charge = 50 acres at $11/acre x 13 cuts= Fuel for Remaining Area = Fleet Charges= Airport Staff for Remaining Area= Based on the above, out-sourcing some grass maintenance would result in a net increase in costs of $730. However, overall service levels at the airport/terminal would increase and this could lead to increased revenue from other areas (e.g. fuel sales) or increased activities to support revenue growth. Another option would be to close the west grass runway in order to reduce cost. By closing this runway, it would save the town approximately 30 hours of cutting for a savings of $800 per year. The runway is comprised of approximately 8 acres which could be leased out for agricultural purposes for increased revenue of $3,080. However, as grass runways are rare in Ontario, it is a bonus for TRA to be able to offer 2 turf runways so that aircraft can land during any wind conditions. Staff are currently monitoring the usage of this runway as well as monitoring the prevailing winds associated with the runway headings. Staff are also aware that TRA tenants are opposed to closing this runway as they have expressed their concern with airport staff regarding a possible closure. Staff recommends that a tenant meeting should occur prior to making the decision of whether to permanently close this runway. A significant administrative improvement currently being reviewed is the possibility to vary pricing for hangar land lease pricing based upon specific site characteristics. Staff are working with consulting engineers to consolidate the various plans and strategies that have been developed for the airport since the last Master Plan Update in 1989. Based on the future development areas that are being planned, it is possible that certain areas could be leased for higher rents as they offer desirable characteristics like airside (runway) access, frontage on airport road, etc. This would be one way to increase pricing by offering quality instead of a commodity product like other airports. For the purposes of the budget forecast (Section 4), staff are estimating that administrative efficiencies of 1% per year will be found in medium forecast and 2% per year in the high forecast. 3SIPage The assumptions for this scenario are: • 2% growth in the annual net levy requirement • Annual principal & interest cost savings are reflected in a reduced annual levy requirement The medium forecast projects additional revenue of $16,265 in 2015 increasing to $34,363 in 2019 and then decreasing slightly in the 2020-2023 period. Most of the increase is due to increased fuel sales, land lease revenue from new hangar development, aircraft museum, and events. The net levy requirement is reduced to $53,077 at the end of the forecast. Although the net levy requirement at the end of the forecast is close to the low forecast, the requirement does decrease by larger amounts at the beginning of the forecast period. Table 26-High Forecast (Aggressive) f H-i~_h_f~_r_~~-~t __ (~_g!~-~_if~~-;_ ~­ ! ----,---------r. - 1 . t I I _ ---~-Q~L ---~~!~ __ -~'!~~---~~-1~! ~~11: _____ z~~~ __ _!~!-~. _ 2'!20; -~~~ ~P?:_l_[_ 2023: lQp_pOitlJnity_ ! Increased Fuel Sales . $46, 9131 ~~~ ~:~~t ~~~~l ~~;~ i:~~i~! Jtt~: Jit:~. ~:~:~~! ~}~:~~~ ji~~jj· r~r~~a~-~--~aD~~~-~-9-~~t~-~-~~-~~ _ !Town Owned Hangar Construction ,_ , $3,8841 $10,484_ $16,!lo41 $~6._904l_ g6,9Q4_ $16,904! $16,904 $16,9041 !Ai-~~~~f-t M-~~~-~~-----------------------· i · ---~ si2.83o $12.sio: ~12,830_ si2.siot $12,83o__~12,830 $i2:sio' s12~830' $12,830 -------·---·----·· I n r $1o,7391 $1o.7i9r $10,739, $10,739' $10,739, u$to,739. $io,739[ sio;739l' $io;?391 !Sale of Property {Interest Revenue) ;-tAd;,i~-is·t;~ti~~-iffic·i~-~~~:~~ ---------· ------c ----t' ---l$~i:~~t~~i::ir $~i:: -$:~:~~:[ $tP~ s:i!~~ $;i;~jl sit~f $~::~~~· $101,4171 S1~~ii611-st1~1$}cij:ml1• sl~:i~i s:~i:6~~~ $l6s:icii• ~{:~~ ~ii~:l :::J, ~i::~: ) !~_v_e_nt~ !TOTAL REVENUE '20_1~-Net levy & Projection (2%) IJe~uced Net Levy {F()~cast) . l $95,983 $56,351 $47,310' $35,213 $1~338: $10,151 ~3,931 -$11,856: -$13,775' :$15,683' The assumptions for this scenario are: • 2% growth in the annual net levy requirement • Annual principal & interest cost savings are reflected in a reduced annual levy requirement This scenario is very aggressive and assumes the best case for the majority of the potential revenue generation opportunities. It projects additional revenue of $46,489 in 2015 increasing to $97,538 in 2023. The increased revenues are due to strong revenues from fuel sales, hangar development, aircraft museum, interest from the airport reserve and strong event revenue. The annual levy requirement decreases significantly from 2014 to 2015 and then steadily to 2023 when net revenue of $15,683 is forecast. This projection is the only one that achieves net positive revenue for the Town and this is accomplished in 2021. Significant staff and town resources would have to be committed to achieve this scenario and the assumption of no increase in operating costs may be somewhat unlikely as growth of this significance could result in additional operating costs although these are not known at this time. 37 I Page \ I In 2009, as part of the Community Adjustment Funding, a Feasibility Study was developed. The objective of the feasibility study is to provide the Town of Tillsonburg with an Airport Business Plan Market analysis to help the town determine the appropriate level of infrastructure investment to support, and the role of the private sector in making these investments. The town's long term objectives for the airport are: • Increased public and private sector investment in the airport; • Increased employment at the airport and the strengthening of an existing employment hub in the rural area; • Increased diversification of the rural economy of the South Central Ontario Region(SCOR); • Increased assessment for the township of South-West Oxford and the County of Oxford; • Increased financial sustainability of the airport. The primary objectives identified within the Feasibility Study are to create a vintage aircraft cluster and a general aviation cluster. These are explored further below. Vintage Aircraft Cluster TRA is currently the home of the Canadian Harvard Aircraft Association and the study envisions a heritage cluster including an aerospace and a supporting aviation industry subsector. This would be ideally industry owned and focused on showcasing and displaying vintage aircraft and other associated activities. The end product would be a one-stop shop for vintage aircraft ... a first! General Aviation Cluster Centrally located in the heart of South Western Ontario and Oxford County, the TRA is the home to the longest municipal runway (5,502 feet) in southern Ontario. This is supported by a new terminal with a flight school and cafe. TRA is situated on 633 acres of land that offer extensive development opportunities. These attributes support the study's vision of positioning the airport as a premier full service, general aviation hub and a number of initiatives have been identified in an effort to advance this vision and poise the airport for future development. These investments have been identified as necessary to support additional revenue generation opportunities and the long term growth of the airport. The below list can be segmented into (1) investments that support revenue generation, (2) investments that support the development of the airport/events, and (3) investments that support the long term development of the airport. Table 27-Five Year Capital Budget Note:-All Items Beyond 2014 require a business plan to be development and are replicated here for discussion J?l:!~~o~~-~-<?._~_!Y 39 I Page ) I ! I I 2017 225,000 I Taxiway "B" 75,000 2 Paving of 2,600' cross runway 2,000,000 3 Taxiway "C" extension 75,000 4 Parking Expension 62,500 2018 462,500 I Taxiway "F" Expansion 247,500 2 New Industrial Road -Remaining 50% completion 225,000 3 Fencing 364,000 4 Cranberry Line Rehabilitation 202,500 5 2019 1,039,000 The above table is taken from the capital budget for the airport and summarizes the capital investments id entified in the 2010 Airport Strategic Plan as necessary to support the development of the Vintage Aircraft and General Aviation clusters. For the purposes of this report, the first two segments have been summarized below. Table 28 -Investments that Support Revenue 41 I P age \ I This plan includes visiting other airports in order to explore best practices and potential synergies between the airports. Another aspect of the marketing plan will be "animating" the airport so that there are a number of new events and activities taking place at the airport. This means maintaining new events started in 2011, including the community yard sale and COPA for Kids, as well as initiating a bi-annual air show and exploring other opportunities like using the airport for film production. The goal would be to attract significant attention to the airport while breaking even or generating some revenue. 6. Risk Analysis & Assumptions There are a number of risks and assumptions that underlie this report. First and foremost is the assumption that the global, Canadian and Ontario economy will continue to recover from 2009 recession. This is key as investors will likely remain non-committal to projects if they are not confident that the economy is recovering. Another assumption is that the Tillsonburg Regional Airport is able to attract an increasing share of aviation related investment within the Province of Ontario. While staff believe this is possible, it is important to recognize that this will be a change from the past. A third assumption is that the required infrastructure to enable investments will take place; including most critically, taxiways along which new hangars can be placed. 431Page Appendix A - 5 Year Airport Net Levy Requirement 2010 70,701 22% 2009 68,871 27% 2008 52,720 20% 2007 49,856 20% AVERAGE 69,464 20% • The net levy requirement for 2013 is higher than previous years as this amount includes a wage transfer for a full time staff member. The additional amount transferred to the 2013 airport budget is approximately $71,000 including benefits 45IPage 2.4 Threats ........................................................................................................................................... 19 2.4.1 IFR Approaches .......................................................................................................................... 19 2.4.2 Many GA airports within a 100 kilometres radius ........................................................................ 20 2.5 Recommendations ........................................................................................................................ 20 2.5.1 Runway Threshold ....................................................................................................................... 20 2.5.2 Canadian Harvard Aircraft Association (CHAA) .......................................................................... 20 2.5.3 IFR Approach and Weather System ........................................................................................... 21 2.5.4 Marketing and Communications Plan ......................................................................................... 21 2.5.5 Try to Bring Back the Tillsonburg Flying Club ............................................................................. 21 2.5.6 Customs at the Airport ................................................................................................................. 21 2.5. 7 Available Land ............................................................................................................................. 21 3. AVIATION RELATED INDUSTRIAL LAND SURVEY .................................................................... 22 4. MARKET ANALYSIS AND DEVELOPMENT PLAN ...................................................................... 27 4.1 Market Overview ............................................................................................................................ 27 4.1.1 General Aviation .......................................................................................................................... 28 4.1.2 Business Aviation and Charters .................................................................................................. 29 4.1 .3 Air Cargo ..................................................................................................................................... 30 4.1.4 Commercial Flights ..................................................................................................................... 30 4.1 .5 Specialized Flights ....................................................................................................................... 31 ) 4.2 Industry Survey Results ............................................................................................................... 33 4.3 Development Plan ......................................................................................................................... 36 4.3.1 Airport Layout Map ...................................................................................................................... 36 4.3.2 Vintage Aircraft Niche Project ..................................................................................................... 47 4.3.3 General Aviation .......................................................................................................................... 54 4.4 Related Needs, Services, and Budget ......................................................................................... 61 5. ANALYSIS OF THE AIRPARK MARKET.. ..................................................................................... 63 5.1 Benchmarking of Airparks ........................................................................................................... 66 5.1 .1 Analysis of airpark benchmarking ............................................................................................... 68 5.2 Survey of Pilots and Aircraft Owners .......................................................................................... 69 5.2.1 Summary of the Survey to Pilots and Aircraft Owners ................................................................ 74 5.3 Airpark Feasibility ......................................................................................................................... 74 5.3.1 Tillsonburg Airpark ...................................................................................................................... 78 5.4 Related Needs and Services, and Budget .................................................................................. 82 5.4.1 Budget ......................................................................................................................................... 82 6. GOVERNANCE MODELS .............................................................................................................. 83 6.1 Introduction ................................................................................................................................... 83 3 ) List of tables, charts and pictures TABLE 1.1 -AIRPORT DATA ...................................................................................................................... 7 TABLE 2.1 -CHM PROJECTS ................................................................................................................. 16 TABLE 3.1-GENERAL INFORMATION ................................................................................................... 23 TABLE 3.2-GENERAL INFORMATION ................................................................................................... 24 TABLE 3.3-LAND AVAILABILITY SURVEY ............................................................................................. 25 TABLE 3.4-BUILDING SPACE AVAILABILITY SURVEY ........................................................................ 26 MAP 4.1 -ONTARIO AIRPORTS ......................................................................... .' ..................................... 27 TABLE 4.2 -GA AIRCRAFT USE .............................................................................................................. 32 CHART 4.3 -OVERVIEW OF VINTAGE AIRCRAFT CLUSTER ............................................................. .48 TABLE 4.4-VINTAGE AIRCRAFT CLUSTER ESTIMATED BUDGET .................................................... 52 TABLE 4.5-ESTIMATE DIVISIONAL DEVELOPMENT TIMETABLE ...................................................... 53 CHART 4.6-OVERVIEW OF ACTIVITIES AND BUSINESS SECTORS ................................................. 55 TABLE 4.7-GENERAL AVIATION CLUSTER ESTIMATED BUDGET .................................................... 60 TABLE 4.8 -GENERAL BUDGET ESTIMATES ........................................................................................ 62 PICTURE 5.1 -AIR PARK DALLAS ........................................................................................................... 64 PICTURE 5.2-COUNTRY SIDE AIRPARK ............................................................................................... 65 TABLE 5.3-GENERAL INFORMATION ................................................................................................... 66 TABLE 5.4-OPERATIONS TABLE ........................................................................................................... 67 PICTURE 5.5 -AIRPARK HOUSING EXAMPLE ....................................................................................... 75 PICTURE 5.6-WEST CAPITAL DEVELOPMENT-CARP AIRPORT.. ................................................... 76 PICTURE 5.7 -SPRUCE CREEK AIRPARK ............................................................................................. 77 PICTURE 5.8 -TORCH LAKE AIRPARK ................................................................................................... 78 PICTURE 5.9-CARP AIRPORT PROJECT.. ............................................................................................ 79 TABLE 6.1 -AIRPORT GOVERNANCE MODEL ...................................................................................... 84 Abbreviations ACAP -Airports Capital Assistance Program AMO -Approved Maintenance Organization AWOS-All weather operating system BA-Business aviation CHAA -Canadian Harvard Aircraft Association FBO-Fixed base operators GA -General aviation GPS -Ground Positioning System GPU-Ground Power Unit IFR-Instrument Flight Rules ILS -Instrument Landing System JAM-Jet Aviation Museum MAO-Maintenance, repair and overhaul NAS -National Airport System OPP-Ontario Provincial Police SUV -Sport Utility Vehicle TC -Transport Canada TMA-Tillsonburg Municipal Airport VFR -Visual Flight Rules 5 The Tillsonburg Municipal Airport has the only paved runway in Oxford and nearby Norfolk Counties. TABLE 1.1 -AIRPORT DATA lATA: none-ICAO: none-LID: CNQ4 Airport type Public Owner Town of Tillsonburg Operator Town of Tillsonburg Serves Oxford, Elgin and Norfolk Counties with some tenants travelling from Middlesex County 244 411 Airport road Location Tillsonburg , ON N4G 4H1 Elevation AMSL 885 feet I 270 metres Coordinates 02/20 08/26 14/32 7 42"55'37"N 080°44'59"W 42.92694~ 80.74972'W feet 2,400 5 500 (there is a threshold at 4002 ft landing on runway 26 or taking-off on runway 08) 2,400 Surface metres 732 Turf 1,220 Asphalt 732 Turf ) ) Located in the heart of Southwestern Ontario, Oxford County is home to several thriving communities within its eight area municipalities. Featuring a highly accessible location, a large day-drive market, first-rate transportation routes, fast and effective communications, a strong work ethic, and a charming lifestyle it is a prime area for businesses. Oxford represents the best of both worlds. From the urban view, the communities of Ingersoll, Tillsonburg and Woodstock offer an abundance of business and residential opportunities. Big enough to support well-recognized franchise operations and small enough to boast a wide selection of business independents. Big enough to cater to world markets and small enough to know the neighbours and feel safe. Rural communities are rich in natural resources and pastoral charm. Farming is both a way of life and a way to make a living. State-of-the-art farming operations are plentiful in Oxford. Record harvests are an annual event as a result of first-class soils and ample heat and rain, combined with the skill of County farm managers. Agriculture is big business in Oxford County and is well supported all the way up the food chain by local manufacturers of farm inputs, farm machinery outlets and food processors. Our sources for this information are: http://www.county.oxford.on.ca/ http://en .wikipedia.org/wiki/Oxford_County,_Ontario 1.3 Mandate recap The objective is to provide the town of Tillsonburg with an Airport Business Park Market Analysis and Feasibility Study to help the town determine the appropriate level of infrastructure investment to support, and the role of the private sector in making these investments. The town's long term objectives for the airport are: 9 ~ Increased public and private sector investment in the airport ~ Increased employment at the airport and the strengthening of an existing employment hub in the rural area ~ Increased diversification of the rural economy of the South Central Ontario Region (SCOR) ~ Increased assessment for the Township of South-West Oxford and the County of Oxford ~ Increased financial sustainability of the airport ) 2.1.2 Good-Sized Cluster of General Aviation Hangars with Available Space The airport already benefits from the presence of fourteen hangars which are generally speaking in good condition and all occupied. The airport is also well positioned to attract new users and aircraft with the availability of 10 new private hangars on the premises. A total of 38 aircraft are presently located at the airport generating a fairly decent volume of activity, boosting operational revenues, and indirectly promoting the TMA location. 2.1.3 Paint and Maintenance Shop on Site These companies are business generators for the airport. They represent the industrial component of TMA and as such should be considered key clients in any growth strategy. Moreover, these two companies enjoy a good reputation within the pilot community we surveyed. They also generate lease and operational revenues from the business they attract. These companies can play a positive role in TMA promotional material. 2.1 .4 Canadian Harvard Aircraft Association CCHAAl This vintage aircraft association has been the main client of the airport for many years. CHAA represents a distinctive component for TMA. Their unique niche activities create value and are a key component that can differentiate TMA from other GA airports. CHAA operates 6 to 8 aircraft from TMA and is the main fuel client. They also host an average of two major events per year attracting crowds to the airport. CHAA activities are coordinated by a group of volunteers and financed through fundraising activities, donations and ride fees. 2.1.5 Land Availability The airport has ample land for development. On the south side of the runway, the parcels of land are easily accessible from Airport Road or the airport entrance road. There are no major natural obstacles limiting the expansion of the airport. On the north side of the runway, the parcels of land will need to be accessed from Prouse Road, and here again there are no serious natural obstacles. Oxford County and South-Oxford Township bylaws permit both industrial and commercial aviation-related activities on airport land. Concerning private property, the definition of a "lot" will need to be studied more comprehensively. 2.1.6 80% VFR Operating Days-20% IFR Days Even though the airport operates a VFR approach system at this time, it can rely on an average ratio of five to one VFR days. Basically, if the airport is lucky, the once-a-week IFR day will occur on a weekday when traffic volume is lighter, thereby enabling the airport to welcome the larger weekend traveler crowds. 2.1.7 Lowly Populated Area Being far enough from the city, the airport benefits from its location in a lowly populated area where less noise-related problems can occur. Oxford County bylaws already contain provisions to limit residential housing development within the TMA protection radius. 11 ) 2.2 Tillsonburg Airport Weaknesses We have also identified a number of weaknesses. These weaknesses encompass a number of mainly short term decisions, actions and requirements that the airport would need to undertake to enhance its attractiveness and support growth activities, but also include some larger issues that reflect the overall southern Ontario aviation portrait. A number of these weaknesses could have a stronger impact on TMA's growth opportunities if they are not addressed quickly. 2.2.1 Displacement of Runway Threshold The runway threshold imposed by the tree height at the end of runway 08 is a major weakness affecting the airport's growth potential. At this time, it limits the type of aircraft TMA can accommodate and will continue to do so until resolved. There are also tall weeds and bushes at the end of runway 26 that require trimming. 2.2.2 Marketing of the Airport Overall, the airport lacks visibility within the Tillsonburg and GA communities. TMA is not unlike most GA airports in that its marketing efforts are limited. Among the communication tools TMA is lacking are an official web site (apart from the information on the town's web site) and good road signage on Highway 19 and around the exits of Highway 401. Signage could also be installed at strategic regional transportation road crossings, and TMA should have a stronger presence at all Ontario GA events and in various GA publications. Marketing activities should also address the "old-airport" image. This comment came out a number of times during our interviews and at the focus group, and seems to be centered on the age of the first row of buildings and hangars at the airport. The new terminal building should help to reduce this impression, but the overall image of the property should be addressed in a marketing plan. 2.2.3 Snow Removal Snow removal operations seem to be inadequate according to a large number of airport users. This situation could be addressed by requiring training and certification of snow removal equipment operators. Training could also cover airport operation rules and regulations. 2.2.4 No Commercial Flights The proximity of three major commercial airports with IFR approaches, custom services, larger MRO and FBO operations, and commercial flights, eliminates any opportunity for Tillsonburg Airport to attract commercial flights. These larger airports also reduce the number of business jets that may choose to land at TMA. However enhancing TMA to cater to business jets should remain a target, and airport services should by plan accordingly. Business jets activity generate good revenues. Most aircraft are pampered and require many services (storage, parking, catering, cleaning, fuel, GPU, heater, car rental) for which owners and operators a ready to pay. Additional services like meeting and conference room should also be considered. 13 ) are taking place. Aircraft that are manoeuvring to get close to the fuel pump or onto the ramp must do so in tight quarters. This layout is based on general aviation, piston aircraft models. With the current distribution, if it were necessary to service larger turboprops and turbofan aircraft with a greater wingspan, the situation would be much more difficult and would seriously detract from the airport's image and the quality of its services. Overall services, as mentioned before, receive very positive comments. The only issues that came up were the lack of after-hours service for refuelling and the lack of self-service equipment which was mentioned many times. A number of pilots felt service should be extended until 7 pm. The relocation of the fuel pump to facilitate movement on the ramp should also be addressed. 2.2.11 No Customs Clearing at the Airport In this regard, TMA is no different than most GA airports. Customs officers have become a rare commodity at all GA airports, especially at those not located in industry-driven or tourist regions or that do not have a large number of annual movements. For example, Saint-Hubert Airport on the South Shore of Montreal has over 140,000 movements annually but no customs officers. The chances of TMA getting a custom officer are very low. This situation forces international flights to land at another airport to clear customs. For this reason, some pilots will choose to remain at those airports with passengers using ground transport to complete their trip. 2.3 Opportunities Our research has revealed a number of opportunities, some short term, others long term, that can contribute to the growth and financial stability of the airport. Some of these opportunities are more general in nature while others target specific organizations or sub-sectors of aerospace. Those opportunities which offer the best chance for TMA to grow will be presented in more detail in Section 4 -Market Analysis and Development Plan. Our presentation includes background information as well as our understanding of the steps required to translate these opportunities into confirmed investments. 2.3.1 Canadian Harvard Aircraft Association The Canadian Harvard Aircraft Association is a charitable organization driven and supported by a group of volunteer pilots and Harvard aircraft enthusiasts. CHAA relies mainly on donations and membership and ride fee revenue as funding sources. The association has no full or part- time staff, and leadership is carried out by a group of dedicated individuals. CHAA leaders have many current projects and foresee still others for the future. Most of these projects are not new. They have been brought up during the meetings and have been envisioned and discussed by CHAA leaders for many years. The principal CHAA projects are presented in the following chart: 15 ) 2.3.2 Overcrowding of the London Airport Airspace-International Flight School With more than 164,500 flights in 2009, London Airport and its surrounding airspace have become very crowded and dangerous in the eyes of many private pilots and aircraft owners located at the airport (London). The annual growth rate in the number of flights is one reason for these concerns. The second reason, which appears to be the main one, is the presence of international students at one of the flight schools. Pilots and aircraft owners are sceptical of the inadequate English-speaking skills of most of these international student pilots. Many fear these students do not fully understand air traffic control directives and as a result are a threat to other pilots flying in the same vicinity. We believe this concern will lead some pilots and aircraft owners, presently located at London Airport, to search for another location to park and operate their aircraft. To a lesser degree, the same situation seems to be affecting the Region of Waterloo International Airport. This situation presents TMA with the opportunity of attracting private owners and pilots from the London and the Waterloo/Kitchener regions. To leverage this opportunity, TMA should consider preparing a targeted marketing campaign to promote and attract multiple private owners/operators of general aviation aircraft thereby strengthening the GA cluster at the airport. On the other hand, if TMA chooses not to focus on general aviation activities, it could try to attract a flight school by offering courses to international students. With 100-150 students every six months, a flight school would generate strong economic activity at the airport. Three main sources of revenues linked to the training of international students are: 1) the offer of nearby housing for students, 2) the generation of many new jobs such as flight instructors, a flight manager, and mechanics and technicians for aircraft maintenance, and 3) flight operations that bolster airport fuel and property leasing revenues. Other economic impacts would include food sales, entertainment, and retail and associated services. TMA's relatively low number of movements would allow for, and be attractive to a flight school. If a flight school were to set up operations at TMA, we would recommend that an airspace management policy be developed to regulate flight patterns and manage the increased volume of movements. 2.3.3 Buttonville Airport -Closer and Stiffer Regulations at Brantford Airport The recently announced closure of Buttonville Airport in Markham has many pilots and aircraft owners located there trying to find a new location for their aircraft. Buttonville airport is home to over 200 aircraft and a well organized flight club. However, this opportunity raises the challenge of distance. Markham is more than one-and-a-half hours away from Tillsonburg, while there are many other GA airports located along the way. To leverage this opportunity, TMA should be proactive in contacting the pilots, aircraft owners and the Buttonville flight club to show its interest in welcoming new tenants as well as promote the advantages associated with the airport. A similar offer could be presented to pilots and aircraft owners facing either stiffer rules and regulations at other local airports or who are looking to move to a friendlier GA airport. 17 ) 2.4.2 Many GA airports within a 100 kilometres radius Southern Ontario boasts a large number of general aviation and commercial airports. Most of these are located closer to areas that have a larger population than Tillsonburg or are closer to tourist attractions or major industrial centers. Airports such as St-Thomas, Stratford and Brantford compete directly with Tillsonburg's airport for general aviation markets. The London, Hamilton, and Region of Waterloo airports are also competitors more so for the aerospace manufacturing sector than for commercial flights. They also have large flight schools and maintenance centers. 2.5 Recommendations Taking into consideration these various strengths, weaknesses, opportunities and threats (SWOT), we present a list of key short-to-medium term recommendations. These are presented in line with the development plan (section 4) of this report. 2.5.1 Runway Threshold TMA, the Town of Tillsonburg, South-West Oxford Township and Oxford County should work together to solve this issue quickly. We recommend that TMA take the necessary steps to acquire the parcel of land which is creating the threshold issue. TMA should try to obtain the rights to manage this parcel of land to permit the full use of all runways at the airport. The land could be acquired through a land exchange agreement or by expropriation. The rights to manage the wooded area could be made subject to TMA's planting of new trees there or in the wooded area on the western boundary of the airport property. These mitigating efforts would compensate for the trees lost at the end of Runway 26. If this situation is not remedied, it will hamper the pace of development and reduce the number of potential projects at TMA. 2.5.2 Canadian Harvard Aircraft Association CCHAA) Since CHAA is the airport's main tenant and a nationally recognized vintage aircraft association, TMA would benefit from the growth of its activities. Growth in CHAA activities should have a direct impact on TMA's operational revenues, on its overall image and promotion, and favour the attraction of support business. So notwithstanding the support TMA already provides CHAA, we recommend TMA help CHAA with project definition and management. This help could take the form of funding for professional resources such as a museum expert (to develop the museum concept along with the structuring of the exposition and the collectables, and the creation of a true museum experience) or a part-time mechanic (to help with the restoration and certification of old aircraft). It could also be professional services to support CHAA's administration or marketing efforts. TMA should be careful to avoid substituting itself for CHAA volunteers but instead remain proactive to help further the development of the association in line with TMA objectives. 20 TMA thus enjoys a favourable position as it can offer large parcels of land zoned for aviation related activities. The absence of some public services (mainly water and sewage) reduces its attractiveness to a certain extent, so marketing should be focused on companies that do not require large volumes of water and employ a limited number of people. We recommend that TMA put together a comprehensive marketing tool to promote the land that is available at the airport. In addition to this document, TMA must work with local utilities to ensure the availability of 600 volt, three-phase electricity and a structured approach for infrastructure such as water, sewage (septic tanks) and gas if available. TMA must be proactive and offer realistic solutions to incoming investors as well as demonstrate the feasibility and efficiency of the airport. The land use plan should also consider segregating manufacturing, maintenance, and R&D activities from general aviation, flight schools, and flight operation activities (see our suggested Land Use Plan in section 4). 3. Aviation Related Industrial Land Survey For the purpose of this study we have identified eleven airports surrounding Tillsonburg. The following tables describe these airports in detail showing their diversity in size and services as well as land and building space availability. 22 TABLE 3.2-GENERAL INFORMATION Airport --Size City nearby Lease or sale Price per sq ft Landing fee Parking fee - Tillsonburg 620 acres Woodstock Lease $0,29 No $ 42 I month or$ 6 night Ingersoll Brantford Municipal Hamilton " .. Under review -- 400 acres Lease No $132 I year Airport Kitchener .. $3 to $5 Burlington Airpark Hamilton Oakville Chatham-. --~. -" -- Chatham-Kent Airport 422 acres Kent Lease Variable Cmm'l only 7.50$ per night Goderich Municipal 400 acres God erich Lease and sale No set price Cmm'l only 10$ per night Airport Kincardine Airport 125 acres Kincardine Lease $0,29 --Cmm'l only $ 5.00 per night -- London International 1 500 acres London Lease or sale Unknown Unknown Unknown Airport Region of Waterloo Unknown Kitchener/ Lease $0.21 Cmm'l only $8.14 daily International Airport Waterloo -_, -• R ----' Sarnia Chris Hadfield Did not answer our questions I Airport St. Catharines/ Niagara - --.. Yes Yes -·---·---·-- 329 acres St. Catherine Lease only $0.256 I District Airport • a•• Variable Variable -- St. Thomas Municipal 600 acres St. Thomas Lease only $0.20 No $75-$100 Airport ( 40 year lease) ------Stratford Municipal 482 acres Stratford Lease only $0.31 Cmm'l only 5$ night Airport -. - NOTE: Landing fees for commercial flights vary between$ 40 to$ 55 depending on the airport and the aircraft. 24 TABLE 3.4-BUILDING SPACE AVAILABILITY SURVEY Airport -.. Available Zoning Owner -.. --Services - - --Runway access -- ------ Tillsonburg None Aircraft hangar City Electricity Yes Brantford Municipal 15 000 sq ft Aircraft Hangar City All Yes I Airport - Burlington Airpark Chatham-Kent - --.. --·---. ---- Yes but unknown Hangar Privately owned Electricity Yes I Airport - Goderich Municipal None ----I Airport Kincardine Airport None ---. -· . . ·---------. -- - ----· ------- -·---. - ----' -· -------· -----· ---- ---· --- London International None Airport ---- None ---. .. ---~· --·--. ' ------ - -.. - Region of Waterloo Possibly private = -;: ;;;: International Airport hanaars I -. ---- - - - -. ·--- - --·----~ ·-- Sarnia Chris Hadfield Did not answer our questions I Airport St. Catharines/ -..... ------- Niagara District 3 800 sq ft Aircraft hangar Can-du Maintenance All Yes Airport -- - -----. - St. Thomas None ----Municipal Airport Stratford Municipal ------ Unknown Aircraft hangar Privately owned All Yes Airoort - ----. -. ~ -~ 26 ) The overall issues facing TMA are not unique. They are the same issues being faced by many municipal airports throughout Ontario and Canada. From the various activities undertaken throughout the course of this mandate, and in line with the benchmarking of southern Ontario airports, TMA's characteristics, assets, and SWOT position , it is clear that TMA is a great general aviation airport. With the land available at the airport and a good GA cluster already on site, TMA seems poised for growth. The following sections (4.1.1 to 4 .1.5) cover various aviation and aerospace sub-sectors and provide an overview of possibilities for TMA within each sub-sector. 4.1 .1 General Aviation From comments, interviews and desk research, an overwhelming amount of information was obtained that described TMA as a great general aviation airport. During these undertakings, we challenged the main activities and sectors related to aviation and none got a stronger positive feedback than general aviation. To support a positioning that centers on general aviation would be the logical choice since Ontario is home to the largest concentration of registered aircraft in Canada. Transport Canada data show 9,669 registered aircraft in Ontario of which 8,017 are privately owned, 1,484 are commercially registe red, and 168 are state registered. As is the case with many types of businesses, timing is an issue, and at present, TMA could profit from a few situations impacting southern Ontario's general aviation sector. The first situation is the widespread and growing concern over airspace safety around London Airport due to the flight training activities of international students who have poor English language skills. To a lesser degree, the volume of movement at the Region of Waterloo International Airport is also becoming a concern for many pilots. During the surveys we conducted, a substantial number of pilots voiced their dissatisfaction with many other GA airports in southern Ontario; Brantford Airport was the one mentioned most often. This opens the door for promoting the safer, more accessible, and lower cost TMA location. The second situation is the upcoming closure of Buttonville Airport. In September, 2009, the Sitton family, which owns the airport, announced plans to redevelop the airport during the next seven years (2009-2016} into a mixed use property for commercial, retail and residential development. In the meantime, the airport will continue to operate, and there are no known plans for the airport's operations to be relocated to another Greater Toronto Airport or to cease altogether. Presently, the Buttonville Flying Club has over 200 active members, and regularly organizes aviation-related activities such as monthly meetings with guest speakers, breakfasts, lunches, dinner fly-outs, 'Young Eagles' days, weekend trips, and an annual trip to the Bahamas. To attract pilots from both neighbouring and more distant airports, TMA should structure a marketing effort centered on its range and availability of services, cost of operation, airport and airspace safety, availability of hangars, ambiance, events, activities, and flying club, and produce promotional tools to support this effort. 28 ) ) Services for pilots include quality pilot lounges with many amenities (big screen television, computers, high speed internet, quality chairs, a resting area, beverages, light snacks), and depending on the duration of their stay, a car or rental car can be made available. FBOs also provide ramp services like customs, refuelling, interior cleaning , catering, aircraft parking, de- icing, GPUs and heaters. Looking ahead, if TMA wishes to attract more BA flights, it will have to structure its operations better to respond to these BA requirements and provide the appropriate services. It would also have to promote the airport, its advantages, and its price structure to BA pilots and flight planning decision makers from large BA operators like Netjets, FlexJets, FlightOptions and the corporate flight centers of Fortune 500 companies. The main event for reaching flight planning decision makers is the Annual Schedulers & Dispatchers Conference8; 4.1.3 Air Cargo We interviewed people with regard to the possibility of developing air cargo activities at TMA. Based on the survey results, there also does not to be good potential for air cargo activities at TMA. The proximity of much larger logistic platforms at four international airports (London, Waterloo Region, Hamilton and Toronto) leaves little room for any other air cargo activities. Air Cargo companies do use smaller aircraft (Cessna caravan) when flying to remote or less accessible areas, but their operational model revolves around centralized hubs located in major metropolitan centers where they can reduce their delivery time and operating costs. We believe that it would be very difficult to develop a profitable business model that could induce any air cargo company to modify this model. Such operations would also require IFR approaches. 4.1.4 Commercial Flights There are presently no commercial air services at TMA. We do not foresee any change in this situation due to the proximity of London Airport which hosted close to 450,000 passengers in 2008. London Airport offers direct flights to local, North-American, Caribbean and international destinations. The airport hosts four regular airlines and three charter operators. If travelers cannot reach their destination from London , they can also travel from nearby Region of Waterloo International Airport or Hamilton International Airport. The Tillsonburg area does not have the critical population mass to render viable any regular airline service, and other communities within Oxford County have expressed little interest in supporting the development of such a service, once again because of the proximity of major airports. Furthermore, TMA is not a certified airport and as such cannot host scheduled commercial flights. ~NBAA 21st Annual Schedulers & Dispatchers Conference 30 ) TABLE 4.2-GA AIRCRAFT USE Reasons why people fly a general aviation aircraft Personal 35.6 % Instructional 18.6% Corporate 11.4% Business 11.3% Air Taxi 7.6% Aerial application 4.8 % Aerial observation 3.9% Public 3.5% Others 3.3 % Personal flights and leisure/tourism/flying-around flights are the main usage GA owners and pilots make of their aircraft. These pilots and owners should thus be targeted by TMA, but the question is how TMA will position itself against other airports located in more populated regions with more readily known tourist attractions. The new restaurant, that will offer breakfast and lunch on the weekends, should attract many new flights. But in the long run, TMA will need a stronger niche project to maintain the interest, and such a project could be structured around aviation events. This is an under-exploited niche market which opens up many possibilities that can be developed around GA and vintage aviation. Still, we would recommend this opportunity be integrated with the clusters presented later in the report to ensure a structured and more complete pole of attraction. ) ) Q2. Are there activities that are growing faster than others? The volume of activity in the maintenance sector seems to be stable, mainly due to the fact that there are a limited number of service suppliers. Less regulated by Transport Canada, amateur aviation is increasing due to lower expenses. Flight schools in larger cities are often supported by a foreign clientele. One owner stated that the Chinese clientele is being replaced by Indian students. Six respondents said that no activities are growing faster than others. Q3. What are the strengths in southwestern Ontario's aviation sectors? Due to the diversity of the answers, we have synthesized and summarized them. Southwestern Ontario is seen as having very good potential for general aviation. Since controlled airspace is limited to large airports, there is sufficient non-controlled air space to permit general aviation to thrive. Population density is viewed as a positive aspect mainly due to the proximity of clientele. Numerous respondents confirmed their satisfaction at being given harbour at an intermediate airport, something to be expected since smaller airports attract unsatisfied customers from larger airports. These new customers have a positive effect on the business of smaller airports. Q4. What are the weaknesses in southwestern Ontario's aviation sectors? Respondents did not limit themselves to the weaknesses in the region but included the entire sector of activity. Many condemned the increase in the cost of operations due to Transport Canada requirements. This situation is mostly felt at the general aviation level. It was also noted by many respondents that pilots are getting older and are not being replaced by an equivalent number of younger ones. One explanation for this problem is the prohibitive increase in training, equipment, and operating costs. The present economic context is certainly not helping either. A lack of avionics technicians, of flight schools, and of hangar availability were identified as the region's weaknesses. as. What are the main challenges your business is facing? Here again, respondents noted the increase in costs in this sector of activity. Combined with the current economic situation, operators have to manage their business much more closely. Improvement and growth are much more difficult, if not impossible, in this situation. Finally, they noted that provincial government college laws placed a further financial burden on private flying schools by increasing administrative bureaucracy. Q6. Are there any challenges related to the airport you use? All respondents answered "No", except for two flying schools in London that complained about certain fees that have been imposed. 34 ) "Tillsonburg is still perceived as lagging ... still behind others. Not attractive enough. Be problematic for them to attract charters. Do they have new facilities? They're also lacking consistency with their training school." "They have to make sure that there is an added value for visiting pilots. Aircraft owners and pilots are looking for a good reason to go somewhere, whether it's a special event (Harvard!) or a good meal, a place to meet others and chat... Tillsonburg has to find a good reason to attract them!" Others commented that Tillsonburg was a nice little airport. 014. Could Tillsonburg Airport become an asset to your business? Eleven respondents simply answered "NO". The owner of one flying school said that TLA is used as a destination point for students to fly to, but this is not considered as a real asset for his business development. Another suggested attracting the business of those who are disappointed with Brantford. 015. Would you be ready to set up one or more of your operations at Tillsonburg airport? Twelve respondents said they were not ready to set up operations at Tillsonburg Airport. The most interesting comment was from the owner of another flying school who said that he might be interested in partnering with Tillsonburg for flight training if adequate incentives were offered (school satellite?). Another flying school manager said he might move to TA if the costs were low enough. 4.3 Development Plan From the information we have obtained from our research , challenged, and discussed during the course of the various activities linked to this mandate, we foresee several niche opportunities for Tillsonburg Airport. One of these opportunities is definitely the "vintage aircraft" cluster. We also consider that an "industry" cluster evolving around general aviation activities would prosper and benefit the Airport. As previously mentioned, we integrate aviation events into each of these clusters. These two clusters are defined in greater depth in section 4.3.1 and 4.3.2. Considering the various activities, we have also prepared a development layout for the Airport. This layout divides the south side of the airport into four separate aviation-related zones. Each zone is home to a specific type of aviation activity, and the overall layout places related activities together while reducing possible conflicts between less related activities (see chart 1 ). 4.3.1 Airport Layout Map The map presented on the next page provides the complete portrait of the development plan proposed by Explorer Solutions. We have added a transparency of the original Airport Development Plan so you can see the differences between the two. The different zones are detailed in the following pages. 36 ) The suggested airport layout map shows a concentration of all activities on the south side of the runway. We have favoured this part of the airport over the northern side because of its proximity to Airport Road, its already established activities (terminal, private hangars, commercial hangars), land availability (the airport has ample land to expand and grow on for many years), and the airport community effect it creates. Aviation enthusiasts love to congregate, and providing an airport environment that favors family and group activities will go a long way to attracting GA aircraft owners and operators to the airport. Even though the northern side also offers ample land availability, developing it would come at a much higher price and stretch out the airport infrastructure and activities. Taxiways and a road network would have to be built. We do not foresee the need of developing the northern side of the airport for the next 25 to 30 years. 4.3.1.1 Differences between the Master Plan (MP) and Explorer Solution Development Plan (DP) When the TMA master plan (MP) was produced in 1989, the airport was much smaller than it is now. The runway was still 4002 feet long, there were just a few hangars on the property, and the terminal was a small building that was replaced just a few months ago. The 1989 layout suggested growing the general aviation side by setting up private hangars parallel to the main runway and facing north. It also suggested establishing an industrial zone to the east of the terminal where 8 small lots were proposed. The remainder of the property was destined for commercial development. This layout also reserved space on both the north and south sides of the airport to build a crosswind runway out of runway 14-32. From the time the MP was developed, some 20 years ago, runway expansion and the building of the new terminal have followed the master plan, whereas increasing the number of private and general aviation hangars has not followed suit. Additionally, the airport is at a stage where it is ready to grow substantially as it focuses on the targeted niche industry and general aviation projects. Rationale for the Development Plan (DP) Layout Crosswind Runway The DP suggests abandoning the crosswind runway project. Considering that most local and regional airports operate on one runway, that summer (mid spring to mid autumn) operations permit the use of grass crosswind runways (2), and that the cost of building such infrastructure is very high, we do not believe this project should be pursued. The main runway annually hosts an estimated 11 ,000 movements (in 2009) and can easily triple or quadruple this amount before congestion becomes an issue. For this reason, we have suggested the creation of an extended industrial zone beginning just east of the terminal and extending all the way to the former Cranberry Line. ) Airpark The airpark was not envisioned in the MP. The concept did not even exist at that time. Airparks are a relatively new and growing concept in the aviation world. Integrating an airpark project into the DP required reserving parcels of land that could be easily accessed from both Airport Road and the main runway. The suggested location strengthens the overall general aviation cluster and is favored by the proximity of airport services while leaving room for future airpark expansion toward the east, the west, and even to the north of the airport. 4.3.1.1 Industrial Zone See image on next page. We suggest dedicating the red zone to aerospace and aviation industrial activities encompassing aircraft maintenance, aircraft repair and restoration, parts and components manufacturing, R&D activities, software development, and associated aviation services. We also strongly recommend not renting any land or buildings having access to the airside or runway to non-aviation companies. Over the years we have seen a number of non-aviation projects buy or lease aircraft hangars. As a result, these were not available later when needed by an aviation company which then had to set up elsewhere due to the lack of hangar space. We believe the Airport (Town) should build a three bay, 1800 square metre hangar facing Taxiway E. This hangar would serve for the expansion of the paint shop, maintenance activities, and other possible tenants. The total proposed industrial zone area is approximately 135,000 square metres (34 acres), with 56,000 square metres (14 acres) in the zone having runway access (an estimated 5 to 6 buildings), and 79,000 square metres (20 acres) without runway access (an estimated 8 to 10 buildings). We recommend a maximum lot coverage of 50% for usage without runway access, and a 35% lot coverage for usage with runway access (the 35% does not account for ramp space on the air side of the property or any parking space on the ground side of the property). 40 ) 4.3.1.2 Museum and Events See image on next page. The green zone is part of the "vintage aircraft and event" cluster. We recommend developing a vintage aircraft museum on the green coloured parcels of land. The museum would be located at the current location of Spectrum Aviation and Lee Maintenance. This area, not encompassing the big CHAA hangar, covers 6000 square metres (approximately 1.5 acres). The abovementioned businesses could be moved to a brand new hangar across from Taxiway E in the industrial zone in a building better suited to their future needs and expectations. We further recommend creating an event ramp and area located north of Taxiway D, beginning at and east of the main ramp, and running alongside Taxiway D in front of the CHAA hangars. Its total length is estimated at 140 metres with a width of approximately 65 metres, creating an event zone of just over 9000 square metres (2.25 acres). 42 ) 4.3.1 .3 General Aviation and Business Aviation See image on next page. The third zone encompasses a host of sub sectors but the entire zone is dedicated to general aviation and business aviation. The first part of this project is the creation of a parking and tie- down area (yellow rectangle on the map). The purpose of this area is to facilitate movement on the main ramp by reducing the number of aircraft on or around the ramp. It would also facilitate fuelling activities and lower the risk of accidents. We suggest locating this area adjacent to the main ramp on the west side. The parking and tie-down area could be expanded in response to future demand, but we suggest that the initial area be about 3,500 square metres, enough to host a minimum of fifteen aircraft. (Chart 4.3.1 shows an area covering 3,500 square metres (35 x 1 00)). The picture below shows a similar parking and tie-down area at Lewiston Airport (Me) which can host up the 55 aircraft. Under the picture, there is also find a short note on how snow removal is handled at Lewiston Airport. ) Snow Removal Procedures -during the winter months, the airports take charge of removing snow from the taxiway portion of the tie-down area. Individual aircraft owners have the responsibility of removing snow from their parking spaces by plowing it behind their aircraft or onto the taxiway where the airport snow removal team clears it away. The second part of the general aviation sector is a zone dedicated to flight school and FBO operations (green rectangle on the map). This zone is located just south of the ramp between the new terminal to the east and the first private hangar to the west. This location would facilitate access to the main ramp and the runway. The closeness of this area to the fuel pumps would also reduce excess movements on the ramp when refuelling activities are on going. We also recommend designating a large parcel of land for the future expansion of the private hangar sector on the west side of the present rows of private hangars (blue zone on the map). As mentioned in the SWOT analysis, vehicle circulation on the main ramp needs to be stopped, and this will become more important with the development of the niche projects. We therefore propose building a private access road linking the airport entrance road to all private hangars. 46 Creating a one-stop shop for vintage aircraft in Canada would be a first. Owners and operators of vintage aircraft would be drawn to this community of thinkers and doers, and technicians, mechanics, pilots, instructors and vintage aircraft enthusiasts would be able to live and breathe vintage aircraft in Tillsonburg. This niche project has all the makings of a true industry cluster to which research and development and even the manufacturing of replica aircraft could be added. In Chart 4.3, we have provided an overview of the various sub-sectors and divisions of a vintage aircraft cluster. TMA should focus on developing each sub-sector by working with tenants who are already located at the airport and are interested in working in this niche market, or by finding new investors to join the cluster. CHART 4.3-OVERVIEW OF VI NT AGE AIRCRAFT CLUSTER /'\ 48 Vintage Aircraft Events /'\ Vintage --------- Restoration and Certification Vintage Maintenance And Mod if Vintage Aerial Operations Vintage Aircraft Cluster Vintage Sales and Purchase /'\ Vintage Training And Education I We present below an estimated budget for the cost of professional services involved in completing these three phases. Infrastructure and servicing costs are presented in section 4.4. TABLE 4.4-VINTAGE AIRCRAFT CLUSTER ESTIMATED BUDGET Tillsonburg Airport Budget Vintage Aircraft Cluster Cost Phase 1 Business case $ 10,000.00 Project definition $ 2,500.00 Identification of targeted clients $ 2,500.00 Total $ 14 000.00 Cost Phase 2 Cluster marketing $ 45,000.00 Steerinq committee oroanisation $ 15,000.00 Cluster development $ 15,000.00 Total $ 75,000.00 Cost Phase 3 Business plan $ 22,000.00 Investment implantation $ 12,500.00 Media relations $ 4,000.00 Total $ 38,500.00 ) 4.3.2.3 Absorption Estimates The projected absorption period of this project was estimated by examining the number of years required to bring the project to maturity. This estimated absorption rate does not take into account any markets that may compete against the project, or any variation in the economic growth of the province of Ontario or of Canada. This absorption rate was also estimated on the basis of TMA's capacity to market the project and generate interest and a consensus around it. It also takes into consideration the steps required to develop each division and potential growth opportunities. We estimate the project will absorb about 20% of the total "industrial" land available (8 of 40 acres), and 100% of the "events and museum" land within the next three to five years of the project. Buildings and property will be required for maintenance and restoration facilities. We foresee the same for education and training. The recruitment of a second or th ird vintage aircraft group would require new storage and maintenance hangars and an expanded museum. As a precautionary measure, we are forecasting no indirect or induced growth, thus estimating absorption rate on the potential generated by the vintage aircraft cluster alone. 4.3.3 General Aviation TMA has the potential to be a great general aviation airport and was perceived in this way by most of the people we met, talked to and surveyed. Once new investment has been completed, TMA will offer a long, newly repaved runway, a brand new terminal with restaurant amenities, a pilots' lounge, and room for people to congregate. TMA also has plenty of land available to expand private hangar facilities, add maintenance, completion, and FBO services, expand the ramp to offer more parking and tie-down space, and host various events. A quick look at the activities impacting surrounding airports suggests the timing is appropriate for TMA to develop a strong GA cluster. We therefore recommend a second cluster project - the positioning of TMA as a full-service GA airport and hub. Chart 4.6 provides an overview of the activities and business sectors that could make up the 54 ) This entity could be controlled by the airport advisory committee to facilitate the integration of development activities, or under the leadership of an airport and aerospace executive board of directors. 4.3.2.5 Components of the Cluster The objective of the cluster is to provide the end-user with a full line of services including maintenance, availability of hangars, and events/activities. All of these should cater to the technical needs and personal enjoyment of aircraft owners, operators, and pilots. This general aviation cluster would bridge the gap between the technical requirements of aviation and the personal and life objectives of private owners and pilots. a) Private Hangars b) On airport property, the cluster needs to offer some parcels of land for lease. These parcels should be part of a land plan that permits aircraft owners and operators to build their own hangars as long as they respect the airport's building specifications. Rental Hangars The cluster should also have the leverage to build and rent hangars on airport premises. The rental fee structure should be planned so as to remain competitive and offer a significant advantage over neighbouring airports. Rental hangars should be available in various sizes and with different choices of services (electricity, heating, water and sewer). c) Parking and Tie-down The airport or the cluster could take charge of creating a new parking and tie-down area. A fee structure for short, medium, and long term parking at the airport could be developed for both permanent tenants and visiting aircraft. The area could offer plug-ins, heating, and interior cleaning services as secondary sources of revenue. d) Flying Club Congregating, meeting with friends, and sharing aviation experiences are part of the fun of owning a GA aircraft. The cluster should consider creating a new club, or bringing the Tillsonburg Flying Club back to the airport. A club is a dynamic way to promote a friendly, social atmosphere where members can enjoy each other's company, feed off the bubbling and infectious enthusiasm for flying, learn from each other, improve their flying skills and have fun together. The cluster could provide some administrative and logistical services to support club management and activities e) A&P MRO The cluster's main industrial role will be to attract, support and promote the development of an airframe and power plant maintenance, repair and overall shop for piston and turbine aircraft. f) Avionics MAO 56 Avionics mechanics and technicians are a rare commodity. Attracting such a maintenance center would create a unique synergy at the airport. The cluster should focus on developing an avionics maintenance, repair and overall shop for mechanical and glass cockpit aircraft. ) b) Objectives ~ double the number of aircraft on site within the first two years ~ adapt services to cater to clients' needs ~ attract strong service providers to sustain new airport branding and image ~ organize at least two new GA events per year c) Key Drivers d) Some of the key drivers we believe will impact the launch and success of the cluster are: ~ locate and hire an experienced GA cluster coordinator; structu re an airport advisory committee to provide guidance and support ~ prepare a strong marketing plan targeted at GA owners and pi lots; prepare associated budgets ~ prepare a business case showcasing TMA and the cluster to identify and attract targeted service providers (business case) ~ ensure the beautification of TMA, the quality of its services, and its overall image Main Obstacles The cluster will also have to overcome some obstacles to succeed: ~ no instrument (IFR) approaches -promote the upcoming upgrade ~ runway 26 threshold ~ the need to create a feeling of greater energy at the airport -more colour (banners, flags) ~ older airport image, variable service offerings, and structure taxiway and roadway network -block access through the main ramp and announce future infrastructure upgrades e) Development Phases 58 To ensure the structured development of the cluster, we have grouped the main tasks into a three year schedule. TABLE 4.7 -GENERAL AVIATION CLUSTER ESTIMATED BUDGET Budget General Aviation Cluster ·,•[,,11:,••,•,,:1''• --~ 60 TABLE 4.8-GENERAL BUDGET ESTIMATES Tillsonburg Airport BUDGET General Aviation Zone Infrastructure work Space Cost Total Fencing airport perimetre (in feet) 26,000 $ 14.00 $ 364,000.00 Tie-down zone 16 parkinQ spaces (sq metres) 3,500 $ 62.50 $ 218.750.00 Taxiway B 50 $ 1 500.00 $ 75,000.00 Taxiway F expansion (in metres) 165 $ 1 500.00 $ 247,500.00 Taxiway D (in metres) 100 $ 1 500.00 $ 150,000.00 Taxiway F (in metres) 200 $ 1 500.00 $ 300,000.00 Taxiway G (in metres) 200 $ 1 500.00 $ 300,000.00 Private hangars 10 $ 40,000.00 $ 400,000.00 Private access road barriers 1 $ 20,000.00 $ 20,000.00 Private access road (in metres) 250 $ 600.00 $ 150,000.00 Total $ 2,225,250.00 ) BUDGET Industrial Zone Infrastructure work Space Cost Total Industrial Hangars with access to runway (sq 1,800 $ 1,200.00 $ 2,160,000.00 metres) New industrial road ( in metres) 500 $ 900.00 $ 450,000.00 Rehabilitation of Cranberry Line (in metres) 225 $ 900.00 $ 202.500.00 Taxiway D East extension (in metres) 100 $ 1,500.00 $ 150,000.00 Total $ 2,962,500.00 BUDGET Museum and Event Area Infrastructure work Space Cost Total Museum + office + hanQar -static display 1,800 $ 1,250.00 $ 2,250,000.00 Event Ramp (in sq metres) 9,000 $ 62.50 $ 562,500.00 Parking expansion (in sq metres) 1,000 $ 62.50 $ 62,500.00 Taxiway C (in metres) 50 $ 1,500.00 $ 75,000.00 Total $ 2,950,000.00 62 PICTURE 5.1 -AIR PARK DALLAS ) 64 5.1 Benchmarking of Airparks The following tables compare seven airparks located in North America. These particular airparks were chosen because they most closely resembled the general area of Tillsonburg -near major centers, in a rural area, similar population and geography. Of course not all of these criteria could be met perfectly since the number of airparks is somewhat reduced. TABLE 5.3-GENERAL INFORMATION -.. -- Prov/ City Runway City State Pop. ~irpark name nearby/Pop Services Length Width -·· ·~-,··· ~ .. Montreal, QC 1 OOLL, JA-1 , storage, servicing/minor La Chute QC 11 832 Lachute Airpark 3 316 000 4 000 100 repairs, major repairs, parking, tie-downs, plug-in Harbor Springs Ml 7647 Sullivan's Harbor None 4157 75 100LL, JET-A, tie-downs Springs Airpark Linden Ml 13 361 Horizon Lakes @ Detroit, Ml 4 000 75 1 OOLL, hangars, tie-downs, minor airframe Linden Airport 3 900 000 and engine repairs. Trenton sc 17 574 Twin Lakes Executive Augusta, GA 4000 60 No services. Residents fly to main regional Air 535 000 airport for maintenance and fuel. - Gilbert sc 14 995 Whiteplains Columbia, SC 3 000 35 No services. Residents fly to main regional Plantation 452 000 airport for maintenance and fuel. Mooresville NC 18 023 Lake Norman Airpark Statesville, NC 3147 40 1 OOLL, hangars, tie downs, major airframe 24000 and engine repairs - Carp ON 1 500 Tailwind Estates Ottawa 3 938 98 1 OOLL, JET -A, hangar for short & long 1 130 761 term, tie-downs, GPU, electrical plug-ins. -- NOTES: 1. All airports benchmarked had paved runways and none had approach systems 2. Lots varied from one airpark to another-the starting size for most was one acre 66 I ) 5.1.1 Analysis of airpark benchmarking All the airparks studied were located in small communities. The all had runways ranging from 3000 to 4100 feet in length and 35 to1 00 feet in width. In terms of services, only 50% of the airports provided the full complement of aviation services (fuel, MRO, tie-downs, storage, plug- in). Some of the remaining ones had no services at all, not even fuel. These airparks varied widely in size. Most showed occupancy rates averaging 50%, and housing units came in various styles (condo, single homes, luxury homes, rental properties). All properties had to pay an airport fee (condo rate). Paved runways were preferred by pilots and owners, and public services varied widely from one airpark to another. Most airparks surveyed were created less than 15 year ago, and the trend has gained momentum in the US and Canada more recently. Most of the airparks have been promoted by real estate specialists. In comparison, TMA offers all the key airport services, is not far from larger urban communities, can provide access to a paved runway that in length and width surpasses all those studied, and has a public road and electricity close by. The only elements at TMA which must still be defined are the type of housing, the cost of the property and the selection of a real estate developper. 68 ) ) Q -What are the major challenges facing general aviation in southwestern Ontario? The first comment referred to the situation at London Airport where communication problems caused by foreign students are creating a real safety issue due to the difficulty they have in understanding and speaking English. The second comment was related to the quality of GA airports and deficiencies in the services offered, such as operating hours that are too restrictive, insufficient restaurants, and lack of courtesy cars for visiting pilots. Locally, airports are ageing, and they need major investment to maintain their infrastructure. Steps should be taken to improve or update landing systems. Controlled air space is being extended and is pushing GA away. This should be seen as an opportunity because private pilots are being forced to abandon larger airports and are searching for more accommodating airports. The lack of avionics technicians is a serious problem throughout Canada and the situation in southwestern Ontario is no different. If TMA can acquire the services of an avionics technician, it would stimulate traffic and attract pilots based elsewhere. There are very few GA hangars available in southwestern Ontario, and those that are available go for a much higher price than those at TMA. Rank 1 2 3 4 (tied) Trends Safety issue: foreign students Finding airport that is GA friendly Airfields are ageing and need investment Control zones are getting larger Lack of avionics technicians Need for more training facilities Need for more hangar space Q-What are the major strengths of Tillsonburg Municipal Airport? The answers we received indicated that TMA was going in the right direction with its airport, and pilots expressed appreciation for the investment made to date and the lengthening of the runway. The new terminal building will be more than welcome to pilots, and the restaurant will be a big plus. Comments from respondents indicated that restaurant and restroom services at local airports were hard to find. Other comments described TMA as a friendly airport, with warm reception, and good fuel prices. The Harvard Association was seen as a big plus for the airport and an important attraction that should be developed. Those comments were common to pilots located both at TMA and elsewhere. Private pilots also saw Tillsonburg as an airport with a lot of potential and with plenty of space to construct private hangars. Making hangar space available at a reasonable rate is an element TMA should work on and promote. This was considered to be excessive by most pilots. Finally, Spectrum Aviation received high marks as a specialist in painting aircraft, definitely a valuable asset to promote. 70 ) ~ 8 respondents said "Yes" but should anticipate a growth ~ 4 respondents said "No" ~ 1 respondent said he did not know Q -Would you be a potential buyer for a hangar at Tillsonburg Airport? One of the pilots who was interested in buying is presently located at Brantford Airport, and three others are from TMA. Two other pilots located at TMA expressed interest in renting hangar space. ~ 3 respondents said "Yes" ~ 1 respondent said "Possibly" ~ 2 respondents would be interested in renting hangar space Q-Are you aware of anyone who would be interested in moving to TMA? Two respondents (Air Canada Pilots with GA aircraft) mentioned that Toronto-based Air Canada pilots are moving to southwestern Ontario and might be interested in locating their private aircraft at TMA. Q-What do you think of the idea of establishing an airpark at TA? Some respondents had their doubts and expressed mixed feelings on the subject. They argued that this concept would not be as popular as in the U.S.A. because our four seasons do not permit 365 days a year of flying. In addition, the limited number of tourist attractions in the area and the ageing population could make the idea less attractive. Nevertheless, they all agreed that the concept was fantastic. Other respondents were in favour of an airpark, and these noted that Tillsonburg Airport had the space to develop an airpark which could respond to a need since there is no project of that kind in the area. Moreover, the geographic location of the airport and its proximity to highways would make the concept easy to sell. According to some of the respondents, an airpark would attract pilots who are close to retirement. They felt that it would be worth spending the time to investigate this opportunity but in a very professional manner. The project would have to be developed by experts in that field. Oxford County would also benefit by supporting the project due to the higher tax revenues it would bring them. One respondent said a lot of Air Canada pilots would be interested in such a project. Respondents not in favour thought that the authorities would never allow the project, and that winter conditions would be a real turn-off. ~. 5 respondents were doubtful ~ 12 respondents were in favour ~ 2 respondents were not in favour Q -Would you be interested in buying a property in an airpark at Tillsonburg Airport? 72 ) 5.2.1 Summary of the Survey to Pilots and Aircraft Owners The survey highlights the very positive and favourable opinion that pilots and aircraft owners have of TMA. Most of them saw real opportunities for development at TMA mainly through the construction and rental of new private hangars. The new extended runway and airport terminal are welcome additions to the airport. As mentioned previously in this report, snow removal in the winter and extended hours for services were the two main areas of complaint. Overall, the pilots surveyed indicated that the airport should be increasing thier marketing and promotion efforts. Concerning the airpark, the survey revealed mixed opinions. Some did not believe that TMA was an adequate location for such a project, citing mainly the lack of tourist destinations in the vicinity. If such a project were to move forward, surveyed pilots suggested the project be undertaken by an experienced real estate developer together with TMA or the town of Tillsonburg. Three pilots expressed interest in purchasing a property in the airpark, and a fourth one needed a bit more convincing. 5.3 Airpark Feasibility The information gathered from the focus group, desk research, and surveys indicates that the concept of an airpark project at Tillsonburg Airport left many participants interested but doubtful of the success of such an undertaking. Thus it would be difficult at this time to confirm strong interest in this project, and the feedback received needs to be considered in perspective. The comments and feedback were obtained during open conversation or over the phone during focus groups, private interviews, or phone surveys. At no time during these activities were the participants given any detailed information on the scope of the project, the type of houses it would include, or cost information. Buying a property in an airpark/fly-in community is similar to buying a house; usually before making any decision the future owner wants to see the model home, the housing complex layout, the services offered and the cost. Therefore the opinions expressed are to be considered as primarily in the realm of personal perceptions linked to the experiences, financial situation and future life projects of each individual. We also sensed, during these conversations, that many did not have a clear understanding of the airpark/fly-in community concept (lack of knowledge on the type of airpark model, their locations throughout North-America and the rules and regulations governing these parks). 74 ) PICTURE 5.6-WEST CAPITAL DEVELOPMENT-CARP AIRPORT Other airparks are limited to "live and play". The largest and most famous airpark in the world is the Spruce Creek Fly-in Community in Florida where the developer developed a mixed-use fly- in and a normal residential complex. The fly-in community surrounds the Spruce Creek Airport which offers one paved runway that is (5/23) 4,000 feet long. The airport also offers various storage hangars and MRO/FBO services. The residential sector was developed around an 18 hole golf course which borders almost half of the runway. So Spruce Creek residents can find houses located around the taxiways on the airpark side and houses next to the fairways on the residential side. Aircraft and vehicles have a separate road network, and special authorisation is required for vehicles to transit on the taxiway (see picture 5.7). 76 ) PICTURE 5.8-TORCH LAKE AIRPARK M~i):,~~-.of\~~;.{2j,~J; •· ___._,....,.. _!!>:r~~~·aa4.r.-~l ~~~rlf!~:;:t ~~~:i.~~;~~·~ 5.3.1 Tillsonburq Airpark 'I'WO~IJII~­i~JIIb!e:'Cil til;'~,..-.: ··llidMch..i ~-~ ---~-~ 'JY~·------'-·· ---·u·~-:~E~k: . ·.~·-•. ·~-:-'.·.···: •:-.' ·. -~·-.~. '~ .'• Looking at these examples and others, would it be reasonable to conclude that Tillsonburg Airport could develop and maintain an airpark? If we analyze this question in the light of the airport's SWOT analysis, Tillsonburg Airport fares a lot better than many airports that already have an airpark. Tillsonburg is a full-service airport with VFR approach systems, a new terminal, 3 runways including a paved one that is 5500 feet long and1 00 feet wide, both types of fuel, a paved ramp, available hangar space, and several annual aviation events. The challenges for a Tillsonburg Airpark are the absence of a major tourism attraction in the area (within 10 kilometres) and its distance by road from any major urban center. We do not believe that these factors will be decisive if the project is sufficiently attractive in itself. In view of the foregoing , we recommend that Tillsonburg Airport move forward in the creation of an airpark. Even though many interviewees expressed doubts about the project, a group of 4 or 5 individuals did indicate their interest in purchasing a house if the airpark were created, and we believe the airport has more to offer than many others that are trying to create similar projects. 78 INSERT AIRPARK ZONE 1 MAP 80 ) 5.4 Related Needs and Services, and Budget To determine the various services, needs and associated budgets, we based our research on the Article 5.3 recommendation of transferring the development of the airpark to the private sector. By doing so, the Airpark will reduce its financial involvement and keep any financial risks associated with the development of the project to a minimum. This approach would also help the town, township, and airport focus on their core activities and not compete with private residential developers. We suggest that the town, township, and airport concentrate on the following tasks: );> provide zoning modification if required );> develop airpark architectural and construction guidelines );> develop airpark rules and regulations governing airport access and services including a fee structure );> evaluate airport insurance, safety, and security issues );> help fund marketing effort for the airpark );> obtain construction permits Concentrating on these core competencies would leave the development and construction activities to the private sector. Consequently, we suggest the developer be responsible for: );> preparing an airpark layout plan );> suggesting types of housing and preparing architectural plans );> being involved with the development of airpark architectural and construction guidelines as well as airpark rules and regulations );> marketing the project, attracting customers; sales and negotiations );> building the road and taxiway network );> building all housing units );> bringing in all services (electricity, water well, septic tank, telephones) When establishing airpark rules and regulations, airport services will need to be addressed. We recommend that airpark tenants receive the following services: );> taxiway snow removal );> runway snow removal );> IFR approaches 5.4.1 Budget Provided that our previous suggestions are accepted, the direct costs to the airport should be limited to those associated with services, and the cost of those services should be offset by a monthly service fee (condominium fee) charged to each airpark tenant. Under this scenario, the only expense the airport would need to cover would be the runway approach upgrade to GPS which is estimated at$ 50,000. TABLE 6.1 -AIRPORT GOVERNANCE MODEL 84 6.2 Analysis of the Survey Of the fourteen airports surveyed, all were owned by and named after the cities or towns they were located in. In terms of management structure, seven of the fourteen airports subcontracted airport management to the private sector. These management companies were usually small organizations comprised of a few individuals with a good aviation and airport background. They coordinated most fixed basic operational tasks (refuelling, services to pilots, aircraft parking and towing) as well as airport administration, airport security, airport promotion, with some also doing investment attraction. In most cases, airport managers had to report to a senior city or town employee. These senior city employees had been given responsibility for their respective airports and have to manage them in accordance with city or town regulations, bylaws, and city counsel decisions. Only four airports still had an advisory committee, while two other airports had cancelled airport committee activities recently. The remaining committees were formed primarily by a city counsellor and a representative. In terms of funding, all airports were supported financially by their respective city or town. ) All of the municipal airport owners provide annual funding for the airport or cover any shortfalls. The airport managers were also asked to identify the various strengths and weaknesses of their governance model. Among the strengths: ~ contracting private management companies precludes any labour or union issues ~ private management companies are more responsive than city employees and more open to variable hours ~ being a city-owned airport makes it easier to talk to the decision makers directly ~ being city-owned helps secure annual funding ~ having private representatives on the airport committee provides experience that city counsellors do not usually have Among the weaknesses ~ cities and towns are slower to make decisions ~ many documents and considerable paperwork are required ~ cities and towns offer less latitude in managing airport fees ~ most city and town counsellors have little knowledge of airport operations, activities and challenges Table 6.1 includes information about TMA to facilitate comparison with the other airports. The main overall differences are: 86 ~ airport operations are carried out by employees of the town of Tillsonburg ~ the airport still has an active advisory committee that meets four times per year on the average 6.3.3 Airport Budget and Funding We recommend that the town of Tillsonburg try to reach an agreement with Southwest Oxford Township whereby the town can obtain a share of municipal taxes to help cover a part of its investment in the airport. The town would have to cover any shortfalls, but sharing taxation revenues and revenues generated by new tenants and additional airport activities could reduce the financial gap. Oxford County should also be asked to participate in specific growth projects that support the county's economic diversification and branding. 6.3.4 Airport Management We recommend that management of the airport be left under the leadership of Tillsonburg employee. However, solutions must be found quickly to address the issues of expanded operating hours (primarily during the peak summer season) and snow removal. The growth of airport activities will most certainly require the hiring of additional employees to maintain the quality of services. It would also be necessary for the airport manager to move away from daily operations and towards a more strategic development approach. Future tasks will involve more promotion, ) more marketing, more investment attraction, more negotiation and more public relations. 6.4 Governance model Conclusion TMA is in good hands. Surrounding its leaders with key partners will help foster airport development. Many opportunities lay ahead and structuring airport governance, management, funding, and operations will be a sine qua non to success. ) ) In terms of opportunities, TMA should focus on CHAA's willingness to grow its activities, the proximity of another vintage aircraft group that has mentioned its interest in TMA, and the plan of Spectrum Aviation to increase its activities. These three projects would favour the development of a vintage-wing niche at TMA. Among other opportunities, the growing concern about the security of aerial operations at the London and Region of Waterloo airports linked to the presence of many flight schools and student pilots would contribute to attracting private pilots and aircraft owners. As for threats, we believe the main threat to TMA will be the competing southern Ontario airports. TMA must differentiate itself from the other airports while maintaining a proactive stance in attracting investment and aircraft. Based on the SWOT analysis, our main recommendations are for TMA to quickly address the runway threshold issue, to find ways to help CHAA grow, and to develop marketing and communication tools to support attraction and promotion activities. Our benchmarking of southern Ontario airports revealed the very low number of hangars available throughout the region. It also showed that about 50% of all bench marked airports offer more aviation services (full MRO), flight schools, and charter flight operators than TMA. However, TMA remains attractive due to its runway length, land availability, low fuel price, and hangar availability. From the information gathered, we have suggested two specific niche aerospace and aviation sub-sector clusters. First and foremost is the development of a vintage aircraft cluster encompassing seven different core activities ranging from aircraft maintenance and restoration to a museum and static display. This cluster is the driving force behind TMA's development plan, one that opens up the door to a far greater line of work and activities than those available at other airports which offer only a museum and an aircraft display. Adequately positioning this cluster will brand TMA as Canada's premier vintage aircraft centre. The second proposed cluster is based on strengthening and growing something that TMA already offers-a great general aviation airport. Once again, the proposed format is to create a specialized cluster dedicated to pilots and owners of general and business aviation aircraft. Offering flight training, maintenance, event planning, and even housing, the GA cluster will focus on creating an aviation-lifestyle environment for aviation enthusiasts. One of the special components of the GA cluster is the creation of an airpark on the airport's grounds. Even though some objections were raised about the value and real potential of an airpark, in the end, and even without a project layout or concept presentation material, a number of pilots expressed interest. Our recommendation is that the airpark not focus on offering high-end residences but offer a more affordable middle-cost type of housing. This project would have a positive impact on growing GA activities at the airport (with associated revenues) and strengthening the aviation-lifestyle environment. 90 ) Annex C-Funding Pipeline C.1 Southern Ontario Development Program The Southern Ontario Development Program (SODP) was established as a core program of FedDev Ontario. It will build upon the assets and strengths of communities to create an environment where businesses can thrive, and maximize Southern Ontario's potential to succeed in the knowledge-based economy. Funding under this program will go towards projects that can stimulate local economies and enhance the growth and competitiveness of local businesses and communities. Approximately $100 million has been allocated to the SODP in 2009-10, including the following: Nearly $63 million through a general intake process; up to $20 million through an intake for the food and beverage processing sector; $15.75 million for the Canadian Manufacturers and Exporters' (CME) SMART Program to fund an estimated 300 projects that will help small -and medium-sized manufacturers increase their productivity and competitiveness in the global economy; and $1 .6 million for the Ontario Chamber of Commerce's Export Market Access Program to help southern Ontario businesses that would like to increase their sales internationally. C.1.1 Community Futures Program The Community Futures (CF) Program supports 61 Community Futures Development Corporations (CFDCs) in Ontario-FedDev Ontario serves 37 in rural Eastern and Southern Ontario. The remaining 24 CFDCs located in the North are served by FedNor. CFDCs offer a wide variety of programs and services supporting community economic development and small business growth. In particular, they provide: );> Strategic community planning and socio-economic development; );> Support for community-based projects; );> Business information and planning services ; and );> Access to capital for small-and medium-sized businesses and social enterprises. These community-based, not-for-profit organizations are staffed by professionals and are each governed by local volunteer boards of directors familiar with their communities' needs, concerns and future development priorities. Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_00041 .html 95 ) A) Community Strategic Planning Eligible activities are those that enhance the economic base and competitiveness of Ontario's Francophone communities, including: • strategic and community planning; • community mobilization and networking; • feasibility studies; • business planning ; • marketing studies; and, • export market research. Some examples of projects: • research development of a multi-service model to coordinate Francophone services; • development of a French-language visitor's strategy; and, • business and industry sector studies and business plans B) Business and Economic Development Eligible activities are those that respond to identified needs and foster the economic growth of Francophone communities in sectors such as tourism, as well as cultural, knowledge-based and manufacturing industries, including: • developing economic and business skills; • integrating Francophone immigrants into the business and economic development community; • enhancing access to economic and business information and services (e.g. awareness and promotion of French as an asset for economic and business development); • promoting Francophone youth internships and entrepreneurship initiatives (e.g. young entrepreneur days or business plan competitions that celebrate and value Francophone youth entrepreneurship); • developing and expanding export markets; and, • supporting innovation, applied research and development and commercialization. Eligible activities for Youth Internships in economic development organizations are those that enhance the economic base and competitiveness of Ontario's Francophone communities, respond to their needs and foster sustainable economic growth. Eligible Youth Intern Criteria: 97 • participants will be unemployed or underemployed youth (persons under the age of 30); • participants will have graduated within the last three (3) years with a degree, diploma or certificate from a recognized post-secondary institution; • participants will be legally entitled to work in Canada; ) • in-kind contributions. Funding • EDI can provide up to $100,000 for Community Strategic Planning and Business and Economic Development projects (normally to a maximum of 50% of eligible costs). • EDI can provide up to 90% (to a maximum of $27,500) of eligible costs for Not-for-Profit Youth Internships for a period of up to 12 months or 52 weeks. Source: http://www. feddevontario .gc.ca/eic/site/723. nsf/eng/h _ 00098. html C.1 .3 Community Adjustment Fund The Government of Canada's Community Adjustment Fund (CAF) is a two-year $1 -billion economic stimulus measure announced as part of Canada's Economic Action Plan. The purpose of this initiative is to act quickly to help minimize the impacts of the global economic downturn by creating employment opportunities. It will also assist communities, particularly those with a reliance on resource-based industries and the manufacturing sector, to adjust and restructure their economy. FedDev Ontario is responsible for delivering CAF in southern Ontario. In 2009-1 0, funding was allocated as follows: ~ $102.2 million for an intake process for projects in southern Ontario; ~ $30 million for Community Futures Development Corporations; and ~ $17.5 million to be delivered by National Research Council Canada's Industrial Research Assistance Program (NRC-IRAP). In 2010-11 , CAF is providing $127.8 million for projects in southern Ontario, via an intake process. Should you have questions or inquiries with regard to the Community Adjustment Fund in southern Ontario, please contact us. Intake One On May 14, 2009 the Government of Canada launched the Community Adjustment Fund (CAF) in Ontario, a two-year $1-billion economic stimulus measure announced as part of Canada's Economic Action Plan. The first intake of CAF in Southern Ontario has been completed, and 90 projects were awarded nearly $102 million. A complete list of approved projects is available online. Please refer to the links in the right-hand menu for information on CAF's first intake. Priority will be given to projects that: • generate immediate employment (beginning as early as summer, 2009); • create the most jobs per dollar invested; • leverage funds from the province and other funding partners; • build on collaboration agreements already in place (e.g. federal-provincial agreements and existing programs); and • provide a legacy of longer-term ecological and/or economic benefits. Projects approved under CAF shall: • not increase slaughter house capacity; • not counter with obligations set out under the Softwood Lumber Agreement; and • not provide for direct assistance to workers. The Community Adjustment Fund is designed to complement existing government programs and services. Projects eligible for funding under other existing federal infrastructure programs will be ineligible for CAF funding. ) Eligible Costs Eligible costs must be incremental and directly associated with the identified projects. They must be considered reasonable and necessary for the completion of the project. Examples of eligible costs include labour, operating, materials, capital expenditures, consultants, travel, research and development, administrative expenses, and any other costs which are deemed by the Department to be reasonable and required to complete the project. Eligible operating/overhead costs will not exceed 10 per cent of the total costs of the proposal. Ineligible Costs The following costs are not eligible for the purposes of the Fund: 101 • costs of membership in a professional body; • fines and penalties; • capital depreciation; • non-incremental wages and/or fees for administrators; • land or vehicle purchase; • the tax on goods and services (GST) and any Ontario sales tax eligible for repayment or input tax credit; • the applicant's current debts; • any costs that are not incremental to the applicant and directly related to the project. ) Priority will be given to communities that have a population of 100,000 or less and are supported by a single industry. *Southern Ontario is defined as including the following 2006 Statistic Canada Census Divisions: 1 Stormont, Dundas and Glengarry; 2 Prescott and Russell; 6 Ottawa; 7 Leeds and Grenville; 9 Lanark; 10 Frontenac; 11 Lennox and Addington; 12 Hastings; 13 Prince Edward; 14 Northumberland; 15 Peterborough; 16 Kawartha Lakes; 18 Durham; 19 York; 20 Toronto; 21 Peel ; 22 Dufferin; 23 Wellington; 24 Halton; 25 Hamilton; 26 Niagara; 28 Haldimand-Norfolk; 29 Brant; 30 Waterloo; 31 Perth; 32 Oxford; 34 Elgin; 36 Chatham-Kent; 37 Essex; 38 Lambton; 39 Middlesex; 40 Huron; 41 Bruce; 42 Grey; 43 Simcoe; 46 Haliburton; and 47 Renfrew. 3. Eligible applicants To qualify under CAF an applicant must meet one of the following criteria: • is a commercial enterprise (with a focus on small-and medium-sized enterprises (SMEs), defined as having up to 1,000 employees), • the focus of this program will be on existing businesses with a proven track record (that can provide at least one year's worth of financial statements) that are seeking to expand, modernize, innovate, and/or improve their competitiveness. • is an SME group or association; • is an incorporated not-for-profit organization whose primary mission is business support or economic development; • is an organization or institution dedicated to the promotion and dissemination of knowledge and know-how, including colleges, polytechnic institutes, universities or post- secondary teaching institutions; • is an Aboriginal organization ; • is a municipality or municipal organization; or • is a cooperative. Note: Business start-ups will not be supported. 4. Ineligible sectors Sectors that are ineligible include : • retail/wholesale; • real estate; • government services; • accommodation and food services; and • services of a personal or social nature. 5. Eligible projects To be eligible for support, projects must be: • completed by March 31 , 2011 with no obligation for continued spending; and 103 For capital projects, up to 50 per cent funding is available. For non-capital projects, up to 75 per cent funding is available. These funding limits represent thresholds for total government assistance including federal, provincial and municipal contributions. These funding limits do not apply to: • municipalities, not-for-profit groups and Aboriginal recipients; • non-commercial projects from for-profit organizations; or • projects where total government assistance is $100,000 or less. In the above cases, applicants will normally be expected to contribute a minimum of 10 per cent of the eligible costs of the project. Funding limits will be determined on a case-by-case basis based on demonstrated financial need for the implementation of the project, taking into account the financial capacity of the proponents to invest their own funds and to access traditional commercial financing sources. Project proponents must commit to measure and report on the results obtained through the implementation of projects funded by FedDev Ontario. ) 8. Eligible costs To be considered an eligible cost, expenses must: • be directly related to the project; • be deemed reasonable and necessary for project execution; and • be incurred after the project has received the Agency's approval. Agency priorities, policies and guidelines are taken into account in the analysis of costs. 9. Ineligible Costs The following costs are not eligible: • cost of membership in a professional body; • fines and penalties; • capital depreciation; • non-incremental wages and/or fees for administrators; • land or vehicle purchase; • the tax on goods and services (GST or any similar tax) and any Ontario sales tax eligible for repayment or input tax credit; • the applicant's current debts; • any costs that are not incremental to the applicant; • any costs that are not directly related to the project; and • ongoing or normal operating costs. 105 ) 12. Project assessments The objective of CAF is to provide economic stimulus to mitigate the short-term impacts of the economic downturn by creating employment opportunities and to address transitional and adjustment challenges in restructuring communities. In order to meet this objective, projects will be assessed based on the degree to which they contribute to the expected outcomes of: • job creation or preservation; • the creation, expansion or strengthening of a business; and • the enhancement of competitiveness and sustainability of communities and businesses. Priority will be given to projects that: • create immediate and sustained employment; • create the most jobs per dollar invested; • build on collaborative agreements already in place (e.g., federal-provincial agreements and existing programs); • provide a legacy of longer-term ecological and/or economic benefits; and • demonstrate leveraging of other sources of financing. Projects will also be assessed against the following criteria: • ability to start quickly and be completed by March 31, 2011 ; • diversification of local economy; • compatibility with CAF objectives; • economic impact of the project; • long-term economic viability of the project; • incremental nature of the assistance; • demonstrated financial need for implementation of the project, taking other existing funding sources into account; • demonstrated evidence that the project meets a recognized need and significantly contributes to a region's economic development; • applicant's management capacity; • viability of the enterprise or organization; • applicant's financial contribution to the project; • level of risk involved; and • undue adverse impacts on competition. FedDev Ontario will take other federal government funding into consideration when determining eligibility under this program. Only in exceptional circumstances will CAF funds be used to support projects that are eligible for funding under other federal government programs. 107 ) • Increased economic activity, including tourism • Use of innovative technologies and practices to minimize greenhouse gas emissions Source: http://www.feddevontario.gc.ca/eic/site/723.nsf/eng/h_001 05.html C.3 Next Generation of Jobs Fund The Next Generation of Jobs Fund (NGOJF) supports a number of strategic and innovative projects in priority sectors of the economy since March 2008 through three programs: the Jobs and Investment Program (JIP), the Biopharmaceutical Investment Program (BIP), and the Strategic Opportunities Program (SOP). To date, the fund has leveraged over $3 billion in new private-sector investments, and is creating or retaining over 10,000 jobs. In order to ensure that the province's partnerships continue to serve the evolving needs of the business community, the province will take this time to review options for the fund going forward. We have received an impressive number of NGOJF JIP applications, and while complete applications received to date will continue to be processed, the NGOJF JIP will not be accepting new applications effective December 15, 2009. A pause in applications is a fair step to take for businesses that would otherwise invest time and money in completing new applications. The NGOJF JIP has supported a number of strategic and innovative projects in priority sectors of the economy under the JIP. )> Leveraged $3.29 billion in total private-sector investments. )> Contributed $413 million in total grants to businesses. )> Creating and retaining thousands of high-value, high-paying jobs through the global recession. Recipient companies announced over 10,000 jobs in total. )> Strengthened priority sectors of the economy, such as ICT/Digital Media, Clean Industries, and Advanced Health. )> Created synergies between business people, entrepreneurs, and researchers. )> Supported the research and development of innovative applications and products. C.4 Communities in Transition It's no secret that many communities and regions across Ontario are facing economic development challenges and need help developing innovative solutions for their futures. That's why the government created the Communities in Transition Initiative. It's a flexible program that lets communities and regions apply at any time for help developing a strategy for their economic growth. Staff in the Communities in Transition Office is available to work one-on-one with community representatives to review specific challenges and opportunities and advise on project proposals. Communities that have already benefited from the initiative include St. Thomas , Fort Erie, Windsor and Smiths Falls. 109 ) Annex D -Project Team The team for this mission included: Team and Project leader Christian Perreault, Senior Partner, Airport Strategic Development Project team Nathalie Tousignant, Senior Partner, Director, Strategic & Economic Studies Jacques Perreault, Research Analysis Please see below short bios of each team member. Christian Perreault, Senior Partner, team leader Christian Perreault holds a Bachelor of Science degree and a Master's degree in International Management from University of Quebec in Montreal. Christian has been involved in airport and aerospace economic development for ove r fifteen years and was previously Vice-President -International Bus iness Development for Longueuil Economic Development, and General Manager for the Haut-Richelieu Economic Council. He is the driving force behind many aerospace-related projects such as the Aerospace Technology Road Map, the Canadian GNSS Institute, and the Longueuil Aerospace Zone, and is actively involved in the Canadian and North-American aerospace sector. He is an active member of the Aerospace Industries Association of Canada, of the Canadian Association of Defence and Security Industries, of the Georgia Airport Association, the Canadian Airport Council, the Canadian Business Aviation Association, and the International Economic Development Council. Nathalie Tousignant, Director, Economic and Strategic studies Nathalie possesses vast experience in the air transport industry and as a marketing consultant. She works with various organizations in the field of aviation providing them with strategic consulting and assistance in reaching their goals. Nathalie started with Explorer Solutions in 2007 as a consultant. Since 2008, she has been our Director of Strategic Studies and Market Development. From 2004 to 2007, she was a member of the board of directors at NAV Canada, the national operator of the civil air navigation system. She served on a number of committees including the Navigation System Security Commission. From 2000 to 2004, Nathalie worked for the largest steel distributor in eastern Canada as a marketing specialist. From 1993 to 2000, she acquired managerial experience, first as the director of a flight school, then in starting, promoting, and developing an air taxi service (Max Aviation, a subsidiary of Cargair Ltd.). During this period, Nathalie acquired invaluable experience in air transport operations. She obtained her private pilot's license in 1993. 111 Annex E -201 0 Ontario Airport Events This list of events is partial and will be updated as we receive new information. It was tallied from three main sources: ~ Benchmarked airports web sites ~ COPA (Canadian Owners and Pilots Association) www.copa45.com ) AMCO (Airport Management Council of Ontario) 113 STAFF REPORT DEVELOPMENT AND COMMUNICATION SERVICES Title: Report No.: Author: Meeting Type: Council/Committee Date: Attachments: RECOMMENDATION Draft Sign By-Law -Consultation DCS 14-03 GENO VANHAELEWYN, CBO COUNCIL MEETING JANUARY 13, 2014 • Current Sign By-Law # 2796 • Draft Sign By-Law • Table of Proposed Changes • PowerPoint Presentations RESOLVE THAT Council receive Report DCS 1.4-03 Draft Sign By-Law-Consultation for information only. EXECUTIVE SUMMARY The purpose of this report is to provide an updated draft Sign By-law for Council review and comment. The Town's current Sign By-Law #2976 was last reviewed and adopted by Municipal Council in 2001. Since the last revision, legislative changes, increased administrative demands, and advancements within the advertising industry have precipitated the need for an updated by-law. The necessitated by-law update provides ease in clarity, alters fees collected for sign permits, and enhances enforcement provisions. The primary intent of the Sign By-Law is to regulate signs of a commercial nature intended to be viewed from any vehicular or pedestrian right-of-way. The Sign By- law serves two main purposes: to coordinate the type, placement and scale of signs within the different land-use zones; and to recognize the commercial communication requirements of all-sectors of the business community. In maintaining the intent and purpose of the By-law, the proposed revision: encourages signs which are compatible to the buildings and the characteristics of the community; promotes both renovation and proper maintenance of signs within the Town; and regulates the size, shape, display, erection, use, and maintenance of signs. The revised by-law includes the following improvements: updated to reference proper legislation 112 DCS 14-03-Draft Sign By-Law-Cosultation.doc CAO Passed Date: 1111212001 Expiry Date: Departments: •Body CORPORATION OF THE Effective Date: 11112/2001 Keywords: TOWN OF TILLSONBURG BY-LAW2976 BEING A BY-LAW TO PROHIBIT OR REGULATE SIGNS AND OTHER ADVERTISING DEVICES AND THE POSTING OF NOTICES WITHIN THE TOWN OF TILLSONBURG WHEREAS Section 210(146) of the Municipal Act, R.S.O. 1990, Chapter M.45, as amended provides that the Council of a municipality may pass by-laws for prohibiting and regulating the erection of signs and other advertising devices and the posting of notices within the municipality. THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: SECTION 1 -TITLE, SCOPE AND CONFORMITY REQUIREMENTS 1.1 SHORT TITLE This by-law may be cited as the "Sign By-Law". No sign or its structure, temporary or permanent shall be erected or enlarged or placed for any purpose within the Town ofTillsonburg except as permitted by this by-law and in conformity with the applicable provisions of The Ontario Building Code. SECTION 2 DEFINITIONS 2.1.11. "Double Faced Sign" means a sign having two sign faces, each being of equal area and identical proportions to the other, and with each face located on the sign structure so as to be exactly opposite the other. 2.1.12. "Election Sign" means any sign advertising or promoting the election of candidates. 2.1.13. "Facia Sign" means a single faced sign located in such a manner that the sign face is parallel to the main wall of the building to which it is attached. 2.1.14. "Flashing Sign" means an illuminated sign, fixed or rotating, upon which the source of artificial light is not stationary or the intensity or color is not constant, but does not include illuminated signs indicating time or temperature. 2.1.15. "Ground Sign" means any sign directly supported by the ground without the aid or any other building or structure, other than the sign structure. 2.1.16. "Height of Sign" means the vertical distance from the ground to the highest extremity of the sign including the boarder or frame and in the case of a sign without border or frame, the vertical distance from the ground to the top of the letter, symbol or other part of the sign that is the highest. 2.1.17. "Industrial Sign" means a sign accessory to the permitted industrial use. 2.1.18. "Lot Line" means the division line between a utility or road right-of-way and a lot, or the division line between two lots. 19. "Marquee/Awning Sign" means a sign attached to a building constructed to form a roof-like structure orawnmg. 20. "Model Home" means temporary use of a residence constructed and occupied for the purpose of assisting in the sales of additional residences. 2.1.20. "Luminous and Illuminated Sign" (a) Luminous sign means a sign lighted by an 2.1.27. "Site Triangle" means on a corner lot or an entrance to a property with in the triangular space formed by the street lines and a line drawn from a point in one street line to a point in the other street line, each such point being 29.5 feet (9 metre) measured along the street line from the point of intersection of the street lines, no building or structure which would obstruct the vision of drivers of motor vehicles shall be erected. Such triangular space may hereinafter be called a "sight triangle". 2.1.28. "Temporary/ Portable Sign" means a sign conveying a message applicable for a definable and specific limited time or related to an event or specific and short duration. Such sign shall include any and all signs constructed so as to be readily moveable from place to place. SECTION 3-APPLICATION FOR PERMIT 3 .I No person shall erect, cause to be erected or structurally alter any sign within the Town of Tillsonburg without first obtaining a sign permit from the Chief Building Official except as exempted herein. 3.2 Prior to the issuance of a sign permit, an application for a permit shall be submitted to the Chief Building Official to be checked for conformity to this By-Law and any other applicable laws. 3.3 The application for the permit shall be accompanied by the following information filed in duplicate with the application: (a) completed drawings and specifications of what is to be erected or structurally altered, including where applicable, details of supporting framework; SECTION 3-APPLICATION FOR PERMIT-cont'd (b) erection plans indicating the location of the sign on the building relative to vehicle ( t) real estate signs ten ( 1 0) square feet (1 square metre) or less; (g) no trespassing signs ten (1 0) square feet (1 square metre) or less. (h) construction site sign of (10) square feet or (1 metre square) or less. SECTION 5-GENERAL REGULATIONS. 5.1 LIGHTING OF SIGN No sign with red or amber lighting shall be located in such a fashion so as to: (a) diminish or detract from the effectiveness of any traffic signal. or similar safety or warning device; (b) fall within the vision of motorists in such a manner so as to create a traffic hazard. 5.2 ILLUMINATED SIGN Illuminated signs shall be located so as to reflect light away from adjacent premises or streets to prevent any glare or blinding spillover effect. SECTION 5-GENERAL REGULATIONS-cont'd 5.3 TEMPORARY SIGN (Development Type) One temporary sign per Development, meeting the Pylon Sign criteria, may be erected at a development site indicating the nature of the project and the developers, contractors, architects, engineers, and related personnel or trades involved in the 48 hours after a notice, written or verbal, has been given by the Chief Building Official or designate. 5.5 ELECTRICAL WORK All electrical work in a sign shall conform to the applicable regulations of the Canadian Standards Association and Electrical Safety Authority and Electrical Installation Permit shall be obtained as required. 5.6 MAINTENANCE 5 .6.1 Every sign shall be kept in good repair and in a safe and secure condition so as not to endanger the safety of the public at any time. 5 .6.2. When a sign is not constructed of galvanized or corrosive resistant materials, it shall be maintained in a clean and painted condition. 5.7 HOUSEKEEPING It shall be the duty and responsibility of the owner or lessee of any sign to maintain the immediate premises occupied by the sign in a neat and tidy condition. SECTION 5-GENERAL REGULATIONS-cont'd 8. SIGNS Every sign for which a permit is required, shall be subject to inspection by The Chief Building Official when notified by the owner, or other person erecting the sign, that the work on the sign has been completed. 5.9 SIGNS ON PUBLIC PROPERTY No sign shall be erected or placed on or over town lands in the Town ofTillsonburg including road allowances within the jurisdiction of the Town without prior approval of the Town. Any sign contravening the provision of Section 5.9 may be removed without notice of the Town. SECTION 6-RESIDENTIAL SIGN above the finished sidewalk or mall grade; SECTION 7-COMMERCIAL SIGN cont'd (c) be no longer than the horizontal measurement or the wall or building facade to which it is attached. (d) not projecting more than twenty-four (24) inches (.6 metres) from the main wall ofthe building. (e) not carrying advertising copy on its ends; (f) if on a lane, be a minimum of fourteen (14) feet ( 4.3 metres) measured vertically from the surface of the lane. 7.2 PROJECTING SIGN 7.2.1 Projecting signs are prohibited within the Town ofTillsonburg. 7.3 PYLON SIGN One pylon sign may be erected on a property having a frontage of twenty-five (25) feet (7.6 metres) or more provided: (a) the height of the sign shall not exceed a maximum of thirty (32) feet (9.75 metres); (b) the area of the sign shall not exceed two hundred (200) square feet (18.6 square metres); (c) the bottom of the sign shall not project less 8.1 Sandwich Board Signs are permitted on public property in front of businesses located in C1 Zone. 8.2 Sandwich Board Signs shall be constructed of a material that is not subject to deterioration from the effects of weather. 8.3 Sandwich Board Signs shall only be permitted on the four (4) feet, (1.2 metres) of municipal property nearest and parallel to the curb or edge of road, in front of the premises being advertised by the said sign and shall be limited to one such sign for each premises. 8.4 No Sandwich Board Sign shall be erected which would obstruct the view of drivers of vehicles or pedestrians on a highway when approaching an intersection or when entering a highway from a property. Any sign found by the Town to be interfering with wheelchair, pedestrian traffic or sight lines at intersections shall be removed immediately. The Town also reserves the right to remove forthwith, a sign which causes any interference with vehicular traffic or pedestrian traffic or in the event of any emergency situation or interferes with any work that is to be performed upon the highway by or on behalf of the Town. SECTION 9 -INDUSTRIAL SIGN Signs in industrial areas are permitted subject to the provision of Section 7. SECTION 10-AGRICULTURAL SIGN Signs in agricultural areas are permitted subject to the following conditions: 10.1 Section 6 applies to residential signs. 10.2 Section 7 applies to commercial signs. 10.3 Section 9 applies to industrial signs. SECTION 11 -BILLBOARD SIGN 11.1 Two main types: (1) poster panels with advertising copy in the SECTION 13 -RECOVERY OF EXPENSES 13.1 A copy of an invoice for any charges for removal of a sign together with a certificate by the Treasurer: (a) the invoice has been sent to the persons liable to pay the same; (b) no payment or insufficient payment has been received for the invoice; (c) payment of the invoice is overdue; shall be sufficient authority to enter the amount of the unpaid balance of the invoice on the Collector's Roll against the subject property to be collected in the same manner as taxes against the land. SECTION 14-APPLICATION TO EXISTING SIGNS Every sign existing in the Town ofTillsonburg on the day of the passing of the by-law shall be brought into conformity in the event of alteration. SECTION 15 -APPEAL FOR A SIGN VARIANCE The municipality recognizes that there may be exceptions to the rule and an appeal to Council may be made for a variance to the sign by-law. The applicant must forward to the Clerk in writing the reason for such variance along with the required documents as set out in Section 3. SECTION 16 -ABANDONMENT 16.1 Neither the granting of a permit nor the approval of the plans and specifications nor inspections made by the Corporation shall in any way relieve the owner or any other person from full responsibility for carrying out work or having the work carried out in complete accordance with the by-law or any other applicable law. ) [5.4(f)(g) [Temporary or portable signs [ $25 .00/mos 5.3 , 6, 7, 7.3, Cost of construction, structural alterations or I 7.4,9, 10,11 reconstruction including labour and materials up to an including $1 ,000 I Plus for each additional $1 ,000 of above-mentioned I $5.00 costs [4.1 [Permit Exemptions I nil I Permits submitted by non-profit charitable I nil organizations All inclusive Any signs installed prior to the issuance of a permit Double applicable f ee • Attachments D 7574646.tif ) ' ) Passed Date: 11/12/2001 Expiry Date: Departments: ,.,Body CORPORATION OF THE Effective Date: 11/12/2001 Keywords: TOWN OF TILLSONBURG BY-LAW2976 BEING A BY-LAW TO PROHIBIT OR REGULATE SIGNS AND OTHER ADVERTISING DEVICES AND THE POSTING OF NOTICES WITHIN THE TOWN OF TILLSONBURG WHEREAS Section 210(146) of the Municipal Act, R.S.O. 1990, Chapter M.45, as amended provides that the Council of a municipality may pass by-laws for prohibiting and regulating the erection of signs and other advertising devices and the posting of notices within the municipality. THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSONBURG ENACTS AS FOLLOWS: SECTION 1 -TITLE, SCOPE AND CONFORMITY REQUIREMENTS 1.1 SHORT TITLE This by-law may be cited as the "Sign By-Law". No sign or its structure, temporary or permanent shall be erected or enlarged or placed for any purpose within the Town ofTillsonburg except as permitted by this by-law and in conformity with the applicable provisions of The Ontario Building Code. SECTION 2 DEFINITIONS 2.1.11. "Double Faced Sign" means a sign having two sign faces, each being of equal area and identical proportions to the other, and with each face located on the sign structure so as to be exactly opposite the other. 2.1.12. "Election Sign" means any sign advertising or promoting the election of candidates. 2.1.13. "Facia Sign" means a single faced sign located in such a manner that the sign face is parallel to the main wall of the building to which it is attached. 2.1.14. "Flashing Sign" means an illuminated sign, fixed or rotating, upon which the source of artificial light is not stationary or the intensity or color is not constant, but does not include illuminated signs indicating time or temperature. 2.1.15. "Ground Sign" means any sign directly supported by the ground without the aid or any other building or structure, other than the sign structure. 2.1.16. "Height of Sign" means the vertical distance from the ground to the highest extremity of the sign including the boarder or frame and in the case of a sign without border or frame, the vertical distance from the ground to the top ofthe letter, symbol or other part of the sign that is the highest. 2.1.17. "Industrial Sign " means a sign accessory to the permitted industrial use. 2.1.18. "Lot Line" means the division line between a utility or road right-of-way and a lot, or the division line between two lots. 19. "Marquee/Awning Sign" means a sign attached to a building constructed to form a roof-like structure orawnmg. 20. "Model Home" means temporary use of a residence constructed and occupied for the purpose of assisting in the sales of additional residences . 2.1.20. "Luminous and Illuminated Sign" (a) Luminous sign means a sign lighted by an 2.1.27. "Site Triangle" means on a corner lot or an entrance to a property with in the triangular space formed by the street lines and a line drawn from a point in one street line to a point in the other street line, each such point being 29.5 feet (9 metre) measured along the street line from the point of intersection of the street lines, no building or structure which would obstruct the vision of drivers of motor vehicles shall be erected. Such triangular space may hereinafter be called a "sight triangle". 2.1.28. "Temporary/ Portable Sign" means a sign conveying a message applicable for a definable and specific limited time or related to an event or specific and short duration. Such sign shall include any and all signs constructed so as to be readily moveable from place to place. SECTION 3-APPLICATION FOR PERMIT 3 .I No person shall erect, cause to be erected or structurally alter any sign within the Town of Tillsonburg without first obtaining a sign permit from the Chief Building Official except as exempted herein. 3.2 Prior to the issuance of a sign permit, an application for a permit shall be submitted to the Chief Building Official to be checked for conformity to this By-Law and any other applicable laws. 3.3 The application for the permit shall be accompanied by the following information filed in duplicate with the application: (a) completed drawings and specifications of what is to be erected or structurally altered, including where applicable, details of supporting framework; SECTION 3-APPLICATION FOR PERMIT-cont'd (b) erection plans indicating the location of the sign on the building relative to vehicle ( t) real estate signs ten ( 1 0) square feet (1 square metre) or less; (g) no trespassing signs ten (1 0) square feet (1 square metre) or less. (h) construction site sign of (10) square feet or (1 metre square) or less. SECTION 5-GENERAL REGULATIONS. 5.1 LIGHTING OF SIGN No sign with red or amber lighting shall be located in such a fashion so as to: (a) diminish or detract from the effectiveness of any traffic signal, or similar safety or warning device; (b) fall within the vision of motorists in such a manner so as to create a traffic hazard. 5.2 ILLUMINATED SIGN Illuminated signs shall be located so as to reflect light away from adjacent premises or streets to prevent any glare or blinding spillover effect. SECTION 5-GENERAL REGULATIONS-cont'd 5.3 TEMPORARY SIGN (Development Type) One temporary sign per Development, meeting the Pylon Sign criteria, may be erected at a development site indicating the nature of the project and the developers, contractors, architects, engineers, and related personnel or trades involved in the THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NO. XXXXXXX BEING A BY-LAW TO PROHIBIT OR REGULATE SIGNS AND OTHER ADVERTISING DEVICES AND THE POSTING OF NOTICES WITHIN THE IOWN OF TILLSONBURG ~ff%:}) WHEREAS Section 11 (3) of the Municipal Act, 2001, S.O ~~q.(, c.25 states that a lower-tier municipality may pass by-laws, respecting matters withi~j~~~~~\!!,Rheres of jurisdiction, including structures, fences, and signs. . .· .,J. ''<~;''"' AND WHEREAS Section 11 authorizes a munic:ipa_litYi provided or done by the ,J.,;,,,tiltu THEREFORE the CQuncil of the ·:c·p:.-t~~ '~ii):v. states that a"·b~t!~w of a municipality apply ... an ~dverlj~~QP. ·~~vice th~t ~as ·. . tf the aal(~rtl~lng devtce IS rtising devlfie or a change · constitute a substantial c. 25 states that section of Tillson burg is desirous of and other advertising devices and 1 )~S-EC_T_I_O_N_7--,-P-E_R_M_IT_T_E_D_S_I_G_N_S ____________________________ -,------, 7.1 Interpretation of Section 7 and Section 8 7.2 Signs in Schedules to this By-Law 7.3 Property Use Categories SECTION 8 SPECIFIC SIGN REGULATIONS 8.1 Awnings 8.2 Billboard Signs 8.3 Canopy Signs 8.4 Electronic Message Board Signs . 8.5 Ground Signs 8.6 Mobile Signs .· 8.7 Monolith/Pylon Signs .···· 8.8 Multi-Unit Residential Signs ·· 8.9 Personal Signs /:)' 8.10 Portable/A-Frame/Sandwich Board~Signs " ., 8.11 Promotional SubdivisiOIJDevelopmeht.Direclional Signs 8.12 Promotional Construcli6'h2S,igQs . SECTION 9 VARIANdfS\o. ; \ .. : { 9.2 ·•. Min6rvatrmce cC,~~~eration~ ·. ·•· 9.3 :oirector Al>'\3'€dved E~ijfilptions ·· : 9.4 Vaxiance Aooli~fions . 9.5 Ai>D~oval and co'n'dJtional Ap~roval 9.6 SECTION 10 10.1 10.2 10.3 10.4 10.5 10.6 SECTION 11 11.1 11.2 AppeafPr_ocess \ \ ENFORC(Mj:NTJ)~bVISIONS AND REMOVAL OF UNLAWFUL SIGNS 'i', . • ., . --.. ' Town PropertY ; . Contravention Procedure Sign Removal and Disposal Unclaimed Signs Unsafe Signs Maintenance OFFENCE AND PENAL TIES Responsibility to Comply Liability to Fines 5 SECTION 1 SCOPE OF BY-LAW 1.1 SHORT TITLE This By-law and any amendments thereto shall be known as the "Tillsonburg Sign By-law." 1.2 INTENT AND SCOPE 1.3 1.4 1.5 1.6 The purpose of this By-law is to: a) regulate signs placed on land~, bl!ilalngs.and other structures within the corporate limits of the Tqifirf~of TillsontJurg; and /;(;:~::;/ ~' ' -,-_--,_', b) implement the policies otmE(Tillsonburg OfficiaiPia!l and Urban Design Guidelines. · ·• COMPLIANT WITH BY -~Y,\1. <.hV '\)\:~'-,-. -~-,_ ~-,y_;_fj\, No person shall hereafter ··~re.ct or .display or··cif!.l._se or permit to be erected or displayed a sign except in cdt'lfqrmity:~l\bcttJe pro\ti~iqns of this By-law. 5 .--:~~-·~}-··~.~; ~ --\:·_-?\. ..N%:i~r:< __ -_---~ -.,'-· CONTENT,,O.f "BY -11'~W., \~:~. AJ~~V ·. 't,ti>, 1 '--•• ;{,_____ ~~1_Y.\ ·.:;1~_;!:h~ti~/' '<'-:,~';:> All referencesJn,the By-l~w to sect(Q)l,s. regulations, exceptions, Tables, figures, .s.chedule~>~p9•1Tlllps; r(lfer tothQse in this By-law unless otherwise . dil,'t'd •\ ,_n J~a. __ e _-·~ _ _ · ___ =< __ '<~) .~WFUL N~~!ig9,N~g~M.ING ~~&~~ .. ---_ ·-<~;_).\. '·( -~',<~;\ -, The provisions of t"j$\ By-laW shall not apply to a sign or the use of an existing sign that wa$:1~wfully erected on or before the day this By-law comes into force ff:tiJ~ sign ~t9?t substantially altered and !he main~enance and repair of the s1gn o~.a,~h~OQ~ 1n the message or content displayed 1s deemed not 1n itself to constituw:~:t?libstantial alteration . . . · _,. RELATION TO OTHER GOVERNMENT REQUIREMENTS (COMPLIANCE WITH OTHER REGULATIONS) This By-law shall not be construed so as to reduce or mitigate restrictions or regulations for any sign that are lawfully imposed by the Town, or by any governmental authority having jurisdiction to make such restrictions or regulations. Compliance with this By-law does not relieve a property owner from complying with: a) the requirements of the Ontario Building Code; 7 supporting unenclosed structure. CELLAR: Means the portion of a building between two floor levels that has 50% or more of is height below the average finished grade of the lot on which the building is located. The term cellar shall not include a basement. CHIEF BUILDING OFFICIAL: Means the Chief Building Official or designate. COMMERCIAL: / ·· · ,. .)'' Means, for the purposes of this By-law, a use whictlJilq)Udes tourism uses. COMMUNITY BULLETIN AREA: . . <;>. Means a display surface designated by the TP:Wh of Tillso.nbutg for the purpose of providing temporary advertising of non-prqfft,<)nd communityg,Oup event signs. COMMUNITY FACILITIES: · . . . · ,c;'·.-,-. _/ '--__ ;. Means facilities owned and operated by the Cotp'Qratjcm qf the Town ofTill.sonburg. /~:·-,.._,,_ ,-' '-' ', -·'----'. ';-.. :: .:,·_-·:-~;-.. "~ ,-··~-~~>h;:->;/ COMMUNITY GROUP: \.'~' " > ··'·"> Means a volunteer based organ1~a~on WQ~h has<~:t,:pnstitution and by-laws in place or at minimum a mission state'U!Ii)nt orJ~.;~~l~temelit(~f,purpose. They have a Board of Director~/Sif:!J~i""91i.!#f!icers a~~)!~ey P!"91,i~~:~irecf'~~~PJi_ces, programs or e~ents that benef1!J~.,.res1a~o~, of Tll!sq~;9u.,f9J~)1Ciop~)"~_t~ w1thm the Town of Tlllsonburg. They l'l!!!Y. or may\I:Iat be lnCOJDQ,(Jited provincially and/or federally. Places ' -,_.~ _. (•--·--) " ""--·· _. of worship organizatit>n~•.ilre coMjdered to ~€1 community group for the purpose of this by-law. .· . . . · ,. . t · ... \'., coNse~vATioN ·AVTHortl'l"f~. · .. · \ Means:~l.conservation~i:!i!t(1orif9.·."aying jurisdfction in the Town of Tillsonburg. The term coils~rv.ation authoifty.~hallinclu~e Long Point Regional Conservation Authority. . ·' . '\ ' COPY: \ \ Means the wordlng}:l~tters, n;orl,erals, graphics, logos, and artwork of a sign, on the display surface and is ejthe/pE!imanent or removable. COUNCIL: Means the Council of The Corporation of the Town of Tillsonburg. COUNTY: Means the County of Oxford. DIRECTOR: Means the Director of Development and Communications or their authorized designate. uses are considered industrial uses for the purposes of this By-law. ILLUMINATED SIGN: Means a sign lit by artificial light which is direct, indirect, internal or external to the sign. INSPECTOR: Means any By-Law Enforcement Officer or any other inspector appointed by Council pursuant to a by-law. INSTITUTIONAL: 9 Means a use that includes community facilities, parks, sc;;h'ools under the jurisdiction of a board, government offices and hospitals. · LANE: Means a public thoroughfare which affor(j$1Qr:tly a secondarY IT!Elans of vehicular access to abutting lots and which is not ir)(~[lded for general traffic circulation. ; .,,, MOTOR VEHICLE: ._ . . · , Means an automobile, truck, mc:>t9.£!<Y,cle, motoi'l!!ssis~ed bicycle and any other vehicle propelled or driven by other than ~~c~l~rpower. · ' .· .-.. "< •, ._ ·., ' ' . '"' __ ;:~- MUNICIPAL AGREEMENT: 'C\, . r,·c. _ ._. __ Means an agreeme~_. -_~lJq~)w_;~_it-h the'~~~~-or __ a __ :!P_. __ ····-~:of jhe __ TOW/1 of Tillson burg. dJ!;.? '''"·'· .... , ,. ·'• .. MUNICIPAL CLE 0il_~--··:,'\_\_ \\':_ i,j . '_'\1!!•:· ·-' .. --: < -,: ; / Shall mean the Muiliqip_gl ClefJtpf the C6(p"qration of the Town of Tillsonburg or the Deputy Cle~~-~c;;!lng in ~~~~ qtffherMunicipal•Ciifrk in accordance with the Municipal Act. . . ··.•.• • . ,, . . .· ·-. . . . -· -";• ·,-, ;_:,_} . . -.,-~'-.· '.:-. MUNIGU:S4LITY: . '''c.:~·;;.,, {,,, : Means ThfG_orporation 'bti~ll TowQo( Tillsonburg. \/:··\ MUNICIPA~1t-Y,1~,ZONING ·~x-LAW: Means Zomng B9t.l~xv 3295 ,an~ as amended. -~~~~~-I-,__ /t' ·) MURAL: ,, Means a painting, illustr~tion, or decoration applied to a free standing sign or the exterior wall of a building and that is otherwise not a sign as defined by this By-law. NON-PROFIT/NOT-FOR-PROFIT ORGANIZATION: Means an organization similar to a community group with a constitution, by-laws and a Board of directors. They are registered/incorporated as a not-for-profit organization, should be able to provide their not-for-profit number and operate within the Town of Tillsonburg. ) 11 any of its agencies, boards or comm1ss1ons, and includes any lands belonging to or owned by the County of Oxford, a conservation authority, the Province or Government of Ontario or the Government of Canada. This shall include public highways, and shall be deemed to include utility poles located on public properly including road allowances, regardless of whether the poles are owned by or under the control of the Town. RIGHT-OF-WAY: Means an area of land on which has been created and registered against the title of the lot on which it is located, perpetual easements appurtJwant to one or more lots that provide access to such lots to a street. The term right-gAW"tw shall not include a private road. ·· -'.:.·· ROAD ALLOWANCE: Shall have a corresponding meaning to thaJ 6(si~eet and ~h~ll include any shoulder, ditch or boulevard. · · ''· ,_ --, -.. SIGHTNISIBILITY TRIANGLE: .. · ... ...... · .. Means a triangular-shaped area of land abutt'ifiQ'a,Jan/1, ~treet or pri\rafe ·(Oad that is required to be kept free of obstru.Ctjp_ns between !fl;eiglit of 0.6 meters and 3.0 meters above the center line grade of thir!ritef,:lecting lane>~tfe.~t or private road that could impede the vision of a pedestrian ilftre dlil((;lr of a mO.tor vehicle exiting onto or driving • - ' -,~. -~ oi:-,. "'. __ -., on the lane, street or private road. ., \ · .. ·· •.• · :,>-. <<::~---~,:;·:_---:_· \i;::~>': --</{t'_:> .---~.-.:(~- As illustrated, a s(~difiHiBtll~~~;ngle ~~~~:;~1~~~f~M!lq~~is'1ollows: a) ·.t.he .. si§~U,y.'.· .. '.·s·.·'··b .. i·lit·'.·.y. ... ~·.·.·.·.·.tr'.·.a····n···g.·le .. aCijl·e· .. ·.·nt to an exterior side lot line shall be the qrea enbl!?~q.ljY 'l;ill.l;h .. of ti\~'S_treet lmes measured 9.0 meters back Jrom,-the int&~i:tiori clf'th.!1 st~t lines, and a diagonal line drawn betW~!l,~hese fWp points •. " i~j;•. " \. . . b) the sight/1/(~ftljlity fri~'ngle from a driveway, Jane, or right-of-way shall ·. .. l;!e the are'a\~IJ.closedipy the line along the limits of the driveway and tit~, street lin~~.measured to a point 3.0 meters back from the intl!!.~!lction oNJHe street lines and the limit of the driveway, lane, or right-Qf•way an~ a diagonal line drawn between these two points. '• .'c - ' c) the sight/visibility triangle extends beyond private property into the road allowance as illustrated: 13 does not include a canopy sign or freestanding canopy sign. Banner Sign: Means a sign or advertising device made from cloth, plastic or a similar lightweight non-rigid material. Barn Sign: Means a sign affixed parallel to a wall or roof of a farm structure and which identifies the name of the occupant and/or of the farm on which said farm structure is located, but shall not be a roo~.§ign as defined in this By-law. . ' .;;: . Billboard Sign: •.•. ·" Means a sign erected and maintaine9!11~JIIC:Iyertise, market or promote a business, product, service or activity !)~t,gtfndudt~dpr produced, sold, stored or assembled within the building orl(pd/1 the premise en which the sign is erected. .:;,·. ·· ' ,:·\~/ '-: ;_-< Canopy S·•gn· (.•.,;··,, · ·· · · . '-..,_/,,---,_ ;;·._ ',·-, ,., Means a sign affixed to a permane~t,rl~(d sUui;fure with orWithout supporting columns attached to ar:d;preiecting frdrtitt!!texterior face of a bbilding but does not include an aWtjJr)tfsigQ or cano'fJtlfrrtestanding sign. -,!:', -". ' -, 'd'---~ '\,;_-_\ . ---.,_ .-. Canopy Freestanding Sigri:, ... ··.. · . ·. ·· ... Means a sig((~!'fRifld to a pl¥rJJ)~neniti9~!!!tructur'~.p.roviding protection from the wea~~t~opp'o~R, on colff@,.v_~,~!)!~Jurief!~te.~ed'on all sides. \:;,)~\, '\.~'ft~,, \.~·";_<-'~:,:·; . .:--4<:xv Directioniii•.~j~n: j<j '\'\ Meatl!!.a sign ~(f!ctfkl on ~ prope'rly.to identify an entrance, exit, or area for th~ purp9§e ot"l:ll(~cjlng pe~d{l§.antli~r regulating the movement of traffic or . pedestrllrn§'()n a pri)p~[fy. •··· · ·x -.. ,_~ ' · El(!.ction Cani'~lii,f:l..n Sig~i:, . . Means any dev1c~(advert1smg or promot1ng a candidate as per the Town's Elffctlcm. Campaig~··~ign By-Law# 3206 as amended; I Electronlclll!essaoe,'Board Sign: Means a sigq·wnic.~'has messages displayed by electronic means . . ~:--"-~ "/ Ground Sign: · Means a sign permanently affixed to the ground by one or more self- supporting poles or supported by a free-standing masonry structure. Illuminated Sign: Means a sign lit by artificial light which is direct, indirect, internal or external to the sign. Menu Board Sign: Means a sign erected as part of a drive-through facility and used to display and order products and services available from a drive-through business. 15 person from one location to another, and includes signs commonly referred to as A-Frame, Personal, Sandwich Board, Sidewalk, etc. Projecting Sign: Means a sign not directly supported from the ground but generally erected perpendicular to a supporting building wall, but shall not be a wall sign as defined in this By-law (Overhanging sign has the same definition) Projection Sign: Means a sign that is displayed on a surface, building, or structure, by the projection of a beam of light or other source ofiiiUJnination. Promotional Construction Sign: . Means a sign advertising construction,J!;!i;Ohstruction, repair, renovation and/or development and may inclu.de;J~e namEi of tile project, the name of firms and personnel related to the.pi"c:iject. Promotional Subdivision De~ell)~Jr~ent Direction Sigo: ·.· .. Means a portable sign providing d1fecti.on to lf"development'site within a plan of subdivision or plan pfc;ondominium'~r.~~~r~p~sed plan of'~hdominium. ,_-./ '<.;:.-~ Public Use Sign: , \.. ·... ·.•·. Means a sign erected by pr uhd~(the jurisCticdlon of a Public Authority. Pylon Sign: . • .... ·· .. _·. · ·. · ,,_·.·.··· .· · · ... _· Means a ~id,h .. ~l!PH~_rted by ~Q~ orlllp{~.-Pcol~s an9 with an open base. ('[:(~{~~~~y-">;~-:~~~;~}--. \':·':_~ \ ::·<;>":-/' ---< _: . <"; > .. Real ES'fl:!~~-. Sign:\-;\ j•!/ • ' Means a sig(i,!Qcate~ o'n a prope'rf:Yfor the purpose of announcing the s~.led!l.!!Se, dq'ental.pf such propefty or building or part of a building ..•. ·. ;,~ocafl!ti'!.~~~~->o_n. <: <. · ' •'-C'j < .-. ~- 'Roof Sign:'"~<\ · . ·· M'ea,ns a sign lti.Ei't?ntire face of which is above the lowest point at which the rOQf meets the;l?L!ilding: .. , -~-: _~:>_.,_ "-.. _-•.. \ SandWIC,~J~oard ,Sign: Means a ftei!is.tan~IM temporary sign with no more than two faces joined at the top of ti1e.'$igrfthat is intended for temporary use during the hours of the business to INhich it applies and that is constructed in a manner and of materials such that it can be placed and moved manually by a person without mechanical aid. (A-Frame Sign has the same definition. Sidewalk Sign has similar definition). Sidewalk Sign: Means a freestanding temporary sign permitted in the Central Commercial Zone only with no more than two faces joined at the top of the sign that is intended for temporary use during the hours of the business to which it applies and that is constructed in a manner and of materials such that it can be placed oor- -~~a~~- 8/GN AREA llfEA8URB1BYFREE STANDING LETTERIHO; CTC. ~ a) in the case of a sign having one display surface, the area of the display surface; 17 b) in the case of a sign having two display surfaces, which are separated by the thickness of the sign structure and the thickness is not used as a display surface, the area of one display surface; c) in the case of a fr"E),e standing number, letter, picture, image, g"*Jihic, emblem, symbol, or shape, the srn~ll~t rectangle which will enclose the number/JE!ftE)i'; picture, image, graphic, emblem, sW)tsol, or shape. //:-::,_ ~-· ';-,_ 0 • SIGN, HEIGHT: ·~~~;'i ,•' ·. .. Means the vertical distance from the gra_@~ on which the sign is erected to the highest physical point of the sign. ''<'~0>. .~ ' "'-;~: . .:-,)_ .:>·'·.,:>. STREET: Means a road or public highway under the jurisdiction of the Town of Tillsonburg, County of Oxford or the Province of Ontario that is maintained so as to allow normal use by motor vehicles, or a road or public highway located within a registered plan of subdivision that has not yet been assumed by a public authority. The term street shall not include a Jane. STREET LINE: Means the limit of a street, private road or lane. STRUCTURE: n 3.2 19 inspections made by the Town shall in any way relieve the owner or any other person from full responsibility for carrying out the work or having the work carried out in complete accordance with the requirements of this By-law or any other By- law or Law applicable to the sign. RESPONSIBILITY: APPLICATION FOR PERMIT No person shall make an application for a sign permit who is not the owner of the property or the owners authorized agent. Nor shall any person submit false or misleading information or documents or make omissions that may mislead in connection with any application for a sign permit, detail of construction or revision thereto. 3.3 RESPONSIBILITY: PERMITS AND PE No person shall work or authorize work to proceed on any sign for which a permit is required and which has not been ob ained. Where a sign is found to be in contravention of this By-law the Town, its servants or agents, may issue an Order as per Section 11 .3 of this By-law or may impose a penalty under Section 12.2 of this By-law. 3.4 SIGN PERMIT REQUIRED ) a) b) c) ~ p,ermit shallllecome null and void upon removal of the sign other than the temporary refloval as agreed to by the Chief Building Official in writing for the purpose of repair. 3.5 APPLICATIONS FOR PERMITS, INFORMATION REQUIRED a) The applicant for a permit to construct, erect, display, alter or repair (other than normal maintenance) any sign or advertising device shall complete an application form as prescribed by the Chief Building Official for that purpose and file the completed application in duplicate with the Chief Building Official; b) The application referred to above shall: \ I 21 (b) In addition to Section 3.5 every application in clause (a) above submitted to the TCHAC for review shall be accompanied by plans drawn to scale clearly showing; i. The type, character, dimensions and design of the proposed sign including historically appropriate colours of the sign and lettering. ii. The proposed means of illumination. iii. Any other information the T()HAC may prescribe or require. 3.7 PERMIT FEES -~--('./. -~-~1-' ' ' --.: : _·. a) All applications for permits fil~d"with the ChfefByilding Official shall be accompanied by payment ot;Ut~·permit fee in ac<iordance with the Town Rates and Fees By-law as'arrtended. ·· ' ·-. -}''._'.,._ ,,.,, ---_. . b) If any sign is installed or placech!:)O·ilny,~r9perty prior to receipt of a permit, the specifjEl(l p~rmit fee sha1J.~7doubled. · · ,-. ·x~-'; -'· 3.8 ISSUANCE AND DENIAL ,·\ ·. , ·.·. ·-·( '\ '"<·•->i•.'.:·. . a) The c,~J.~t~.!!il~ing offia!~l,shallilij~~-~permKif the completed ap~J~~~iof'l dl>(\tR-rm~ to ~~~1P.~~y!~on~·q_tm~s. By-law and every ot~er By-law-qfJ.~e Mumc!PIIhty plustJ~~-,.®ntano Bwltlmg Code and regulations made•'tiJ~r,eundE:ir~nd if all fa~$. are paid; , ___ , _/ • ' ·-j -~- .·b) r~e Ghi~t~Uff6t~~ officialm~y:,\\ ·--_,_;" ,-.--<------ i. ""} •. R~fclsei;<\ permitf()('any sign if the building or structure to ·-..•. wrich 'the·sjgn is, or is to be attached, is incapable of '$Qpportirig such sign, or if the information submitted regarding tit~}~onstruction of the said building or structure is not s~ffitient to enable him/her to adequately determine the cap~bility of such building or structure to give such support; ii. -Refuse a permit for any sign if the information submitted on the permit application is incomplete or incorrect; and iii. The Chief Building Official may refer to Council, or its designated authority, any sign for which a permit is being requested, which in the opinion of the Chief Building Official, is unsightly, grotesque, or offensive in character. 3.9 PERMIT CONDITIONS, REFUNDS, REVISIONS AND PENALTIES inspection, including an electrical inspection. SECTION 4 EXEMPT SIGNS 4.1 SIGN PERMIT EXEMPTIONS No sign permit is required to erect the following signs provided the signs otherwise comply with the applicable provisions of this By-law: /_~-' a) Election signs (see Election Campaign,$fgn:i3y-Law); b) Real Estate signs; c) Personal signs; d) A-Board/Sandwich Board/SidiJ~alk signs; •,-:', ··;·, e) Promotional Con~('H9tion Direction si~n$: \y~::~~ .. (~X;~->.__ \:~~~~(-~_ 2 f) A sign having a sig'ifa(ea les~ than o."'{))n (e.g. poster). '-/:\, . -,:·,,h-'., \. :":-~--- g) Direcfi9lJ~l!§ign \·'\ "; :>. , . < >\ 23 /ff~~-+f~:,J:t?~;~?~~>\ '~:~;\ .,:5/;::-):-'~' .:,~---~t:.-> \--'J h) CofifliJ,~nity Bi11iil,~{7 Area ~iQb~qW' Even~i§flOnsored by non-profit, ch~ritll~!f,, .. orga~Btions ana'~([lmunity groups. Must have town approval, 1 stgn per,jqcati41'1\·ml!~t be reiJiqved 3 days after the event. Not greater M!~.~;;:1~etg~~~ij'ilttid in;$i~,~Sigl)l;)manufactured prior to the passing of this6~+!~:-y. wH)~h,are larget.man1 meter squared, will be permitted for a period.'ti(.'l;;,xeai'S.f!'9!Jl the date 6f passing this by-law. ~<i:lK~\ ~:;:~: __ ,_-._ i) Jempora~'·~i6~s for·Ei~~nts sponsored by non-profit, charitable !lf!lpnizations'-j\1'\d community groups. Must have town approval prior to et~Wtg and IJ}tl'~t be removed 3 days after the event. -~·.;: ···.,_ ~~· ·_'·>i' j) Promdti<ihf!_fd6~struction Sign not exceeding 6.0 m2 in sign area incidental v•-,,.;_,, to building construction erected within the area designated for such purposes provided there is an active building permit to construct on file with the Chief Building Official. Such sign shall not be erected more than thirty (30) days prior to the commencement of construction and shall be removed as soon as the construction is substantially completed or discontinued for a period exceeding sixty (60) days. j) Promotional Construction Sign not exceeding 0.5 m2 in sign area incidental to construction, renovation, repair, service erected on the property where the construction/service is being provided. Such sign shall not be erected 25 Any sign not expressly permitted by this By-Law is prohibited and without limiting the generality of the foregoing, the following signs are specifically prohibited. No person shall erect, use or maintain, or cause or permit to be erected, used or maintained any of the following signs: a) A sign located on premises which does not specifically identify or advertise a business, service, or occupant of the premises where it is located, unless otherwise specified in this By-law; .'•', b) Roof sign; _ _,.<';_,~--) /<c;~ ~:-> c) Overhanging sign/Projecting sign; (!'i;!)'!'> d) Vehicle!Trailer sign on non-motg,d~l!d veh'Mll)!~Yhere the purpose of the sign meets the definition of ~;,~/[J,iJ'under this B~f~!!,':"; (,·::':'.J_:j/ -,···.,-_:-:~> e) A sign which may cause co~v.~on with a traffic cof(lfr?Jsign or a traffic control signal; · · · ·· · ~.... \,_J_,·_;:, .'/ f) flashing or animate<t 'i!Jg!ls; \j:_·_·_._;,r_'_:_. <>\' '•,' .• g) posters, flyers, stick~~\ori'pQ~)jQ1 prope;:&::~~~ept at a designated sign kiosk o~.~,~~.Wnated lo~\ipn app(Q~~~_by tiiEt;if;~~:Vn for such use; h) si~[l'ift~t~~·~\s to o~~(&c,~Af~zyi~d~~~9~--~~destrian or motor vehicle dnv~(i~R as to cll1J$e an un§jf!~rcond1t1on; '" ':,·:-._:.__ /.:::•_.} 'v: o}\ i) · ~i(ll)S int~ff~rind'i\ilithJ'>r oQstr~8t)?l{l the view of an authorized traffic sign, ttaffi!t~;i$Jnal,·!i,~~fficialsijr'for.~r'I~:Sign capable of bein{l confused with such at~{fic si{ll)i' traffic sigrii;IIJ>r official sign; "•<\::"~}.,_ ~'<: ·~--. ._, j) .. sign locat~d.Within a slgot triangle; • k) '~QJl. which is'!!)~ted so as to interfere in any way with the free use of any fire:~s<;ape, fi~'i;\xit, door, window, skylight flue, air intake or exhaust, or parking' sp~~;/ I) moving, sWinging, revolving, or rotating sign, except as specifically permitted elsewhere; m) Abandoned signs; n) A sign which depicts violence, nudity or other sexually explicit conduct; o) A sign which is located on public property unless permitted by this by-law p) Banner signs 27 a) One (1) ground sign, pylon sign or monolith sign per lot; b) For single-tenant buildings walls signs, awning signs and canopy signs are only permitted on one wall face or elevation in accordance with the maximum sign area provisions for the zone in which they are located, except that where a business premise is located on a corner or through lot or has entrances on two (2) or more public streets, or has both a front and a rear public entrance, one (1) additional wall sign is permitted; (c) For multi-tenant buildings one (1) of any.ofthe following per business . <!''>_-_,· prem1se: .. -:';',/ i. wall. sign, awni~g s .. i9.n<~r;i~~8~~i~~.~g .. n, except that where a busmess prem1se.;!~!~ated on a<~r~er or through lot or has entrances 9.0!\.Wo (2) or more public;: highways, or has both a front ariij{~fear public entrance on~ (1) additional wall sign is perrili\t~d; · \;'','-"'· ·-..: .. ' '· 6.2 EXISTING SIGNS a) b) lo\ln~,eve on the day this By-law comes inic)<'fc)):~ is applicable provisions of this By-law shall ap~,ly, ._ \;-j~~;~},, \ -__ :::. ... , __ _ 6.3 ROAD~LLOWANG~~-PRQJECTION . \-:-.-:-,\ a) 1h t~e, event tftjt an existing building is located up to or within a road alloW~}Jc;e, si!ihi> are allowed on the fac;:ade of the building within the riJiiQ,~IN:/wance subject to complying with section 6.3 (b) and all ._, ·<:··:•;c the provisions of this By-law. b) No person shall erect, display or alter a sign which extends more than 0.6 meters from the building fac;:ade into a road allowance or property owned by the Town of Tillson burg. 6.4 ILLUMINATION Signs shall not be illuminated in such a way that either the sign or the method of illumination creates a hazard or a nuisance. Illuminated signs shall be designed 29 c) Awning signs are not permitted to project into a lane or alley. 8.2 BILLBOARD SIGNS 8.3 8.4 8.5 a) A billboard sign shall not be located, erected or displayed within 400 meters of any other billboard sign. b) Animated signs are not allowed as billboar!:(signs . ..-:1"::_~;-} CANOPY SIGNS -~AfDi,',,, No portion of a canopy sign shall be loc~J!'l'i(~ss tR~:~r'I\2,A meters above finished grade immediately below such sign. / ·. ·: •, /1fi,V}~,.. ,~~~\h __ _ a) A ~a~opy sign is permitted toeJ9Ject a maximum of1.50.~m from an ex1stmg canopy structure. •:,;<•. , .. , \,·,, b) A can.opy sign shaii.~>,Q~~igned as'~)~j~~al part of the attached or free standing canopy fasCllf;J:• ... ,. T;c:> ~~r;\ _, __ <<"~:t~>>,_, <4t~-:~~~" c) No canopy,~ign shall e~~'y,d b~YQ~91,\lJe lini~r'!)f.the canopy fascia. ::·~·~'->':-,:··;-~;_:~-~-~---v.~~~~ )~:fff,%;·-'1> ';~~:d-'i d) Can9~$J;giii M'fe illwif1~~4~$J~t€inai~~~f9 e~ernally. ',"""··, Y''l --;;:,~;-;' "'· ELECTRONIC. ~ESsAci&!BQARD ;)~S .-< -.}~~-:5~\>-"\~~fti}('"_,_ , .r '.'J;{j:---}1.3>. __ ~ ~~·) a) ThiHn~ol!ity ott!\e illuminatj(l~n,shall be maintained at a constant level, and pu~U~,Qt tci'~~Ptjpn 5.1 of'tliis bylaw, flashing or animated signs are • prohibitecl~ryg si~rt!li!J'~.p~oh!bited that i~terfere wit~ ~r o~struct the . , v~ew of an a4tbonzed·t(;lff1c s1gn, traffic s1gnal, or off1c1al s1gn des1gned t~l~~ntain p~b)\c safety. -.·.'>"-._ -·>· _·..; GROUND S]Q_"'~-ii' ;/ . . The following regulations shall apply to all ground signs: a) The maximum number, area and height of all ground signs shall comply with the provisions contained within this By-law for the zone designation in which the ground sign is erected; b) All ground signs must include the municipal street address if the sign is located on the street frontage pertaining to the street address and shall display the municipal address number in numerals and letters that are a minimum of 150 mm in height; ) ) b) All monolith and pylon signs must include the municipal street address if the sign is located on the street frontage pertaining to the street address and shall display the municipal add res~ number in numerals and letters that are a minimum of 150 mm in height; 31 c) Monolith signs shall not have a sign display surface located lower than 1.5 metres above finished grade. d) Pylon signs shall not have a sign displaY. surface located lower than 2.44 metres above finished grade. e) The distance between Monolith/Py.fon not be less than 7.60 meters (25 feet). 8.8 MULTI-UNIT RESIDENTIAL SIGNS 8.9 a) b) The~maximum nqmber, area and helg t of all signs shall comply with the provisions contained witl'lin Schedule A. Persona signs may be erected for a one (1) week period. A minimum of sixty (60) aays must elapse between a personal sign being removed and a other personal sign being erected. 8.10 PORTABhEI -FRAME/ ANDWICH BOARD SIGNS Portable/A-Frame/Sandwich Board signs shall be erected in compliance with the following: a) Shall only be used and displayed during the actual hours of operation of the business that it is advertising ; b) One sign per business location located in front of the business c) Sign shall not exceed 1 .0 meter squared d) Shall not be located in a manner that restricts the free and safe No person shall erect, locate or display a Sidewalk sign except in accordance with the applicable regulations under this section of the By-law: a) No sidewalk sign shall exceed 0.75 metres in width or 1.0 metres in height including the sign frame and shall not exceed 0. 75 metres squared in area including the sign structure; b) Only permitted in the Central Commercial Zone c) No sidewalk sign shall be permanently ~C;l~\lred to the ground, any structure or tree. "{<!Y r · .. _ '·~ '· /._;:·:>~'); ':·~--->3-. d) Where a sidewalk sign is erecte~~ \ll}fl8ted~.9Misplayed, it shall be erected, located, or displayed,i(g~inst the fronf\N!!II of the business it is advertising. /·i·'""' ·· '"·"' .• ' e) No sidewalk sign shall be e~eijf~l!. locate~. or displayeq.on public "-:-'<'. ~ (-0~;_;,. I -' property except on a public side\ll~lk. ,/,>{'/ ···... ·· 33 :(;_=~:~·-_.> -,{_:tdl.{ii~j,>' -----;-· f) Where a sidewalk'tiQ~)~ e{ected, l~f~.d, or displayed on a public sidewalk, it shall be\E!~etedl\lqcated, oK~\played against the front wall of the busi~ess it .is ad,v~.[lislllgiftrerx.Lded flr(~.is a minimum 1.5 meters of un9.~~\9J~,!1,Q s1dewal~i\ ,~'i'i!'J", . '4;': /{~_-;p~}~,.·--<.~-;~;l;\ ';\{;·;, (:,1~~t>J"' ~-:~\:!;_Jfu."' g) No'~(§~n shall#rct, displ~W~t'locate a'~ltlewalk sign on a public sidevJ~~~~~cep~dc~ri~g the h~9~s of operation of the business that it is ·: ll,dVertiSirlQ;!'. ,--' • ·: · •: i~. -___ -_;-'-_.f>).__ ·"<::Y"<~;---/ :.-:_:,:::"_,>-... <~}. h) No SlgQytalk slgn,shall be ere(;t~Ct, located or displayed on a public sidewalk~~thou'ttJ:!~rmit iss'u·e(t by the Town and the permit shall be valid for 1''~11\!ndatyear. . \--~;--\ ·, i) Th~ sidewal~\~~~n may advertise more than one occupant or business contaired witpin)a single building or storefront -/ ' . \,f~-~~~\:; , .. 8.14 SUBDIVISION DEVELOPMENT SIGNS a) A subdivision development sign shall not be erected until the subdivision being advertised has been draft approved and must be located on the plan of subdivision site. b) A subdivision development sign shall be removed within thirty (30) days after the date of the sale of the last property within the plan of subdivision. c) No window sign age shall be permitted above the second story of any building; and 35 d) For premises on the second storey or higher level of a building which has a door or entrance at the street level, a window sign or sign shall be permitted at the street level. SECTION 9 VARIANCES 9.1 APPROVAL AUTHORITY 9.2 The Director as the delegated authority, 1\fJ"lisfiierdjscretion, may approve minor variances to this Sign By-law in,t~e following'!!ifuations: <<·~·---;" < ' -'-. a) The Director may vary th~'fcitl~~ing provision~ dfth~ Sign By-law at the time of site plan approvalr> . · ·. i. ii. '\;>~ ""' ,{~< 't\ . · I circumstances or conditions are pre-existing and owner or applicant c) whether proposed sign will detrimentally alter the character of the building, property or area, and d) whether the general intent and purpose of the Sign By-law is maintained 9.3 DIRECTOR APPROVED EXEMPTIONS The Director's approval authority does not apply to the following sections of the Sign By-law: dimensions of the building(s) thereon. x. Heritage review in accordance with the section 3.6. e) Be made by an owner, or authorized representative of an owner, of the property on which the sign is to be erected. f) Be filed with the Town for consideration by the Director. 37 g) Include a justification of why the provision!}.pf the Sign By-Law cannot be complied with. .• ~· No sigh$ shall be pi~~~. on orbver Town property without approval from the Town. Whe«:.a sign dQ!i~ not comply with this by-law, is erected or displayed on, over •. partlyi:lfl;·<;>! ov. ~rP!~perty ~wned by or under th~ jurisdic~ion of the Town, the s1gn may bezJ!i!(TlO~d 1mmed1ately by the Town Without not1ce or compensation. For ttHs purpose, the Town and its agents may enter upon land at any reasonable time. 10.2 CONTRAVENTION PROCEDURE Where a sign does not comply with this by-law, is erected or displayed, the Chief Building Official or designate shall issue an order to do the work to correct the contravention, by personal service or regular mail, to the owner of the sign, or the owner or occupier of the land upon which the sign is located, the order shall include the following; 39 SECTION 11 OFFENCE AND PENAL TIES 11.1 RESPONSIBILITY TO COMPLY It shall be the duty of every person who erects, uses, maintains or causes a sign to be erected, used or maintained to ensure that any sign erected, used or maintained by them shall comply with all the provisions and requirements of this By-law. 11.2 LIABILITY TO FINES 4ft~~~}?)) Every person who contravenes any provt~ld'rf'oi;%)~, By-law shall be guilty of an offence and on conviction is liablertb\ifine aS"'pfQyided for in the Provincial Offences Act, R.S.O. 1990, c. P. 3~;~·\ c ··~,j~:,. 11.3 SECTION1~ s~~~~1Litv . If a courtof,compete~f:i'urisdiction should declare any section or part of a section of thi~ By-la'W'JR~e iryf~~b. ~~ch decision does n.ot affect the validity, .. effectiveness, O,r:e.nfo!Jleablllty of the other sect1ons or parts of the prov1s1ons of this By-law unle~sJij~{court makes an order to the contrary. SECTION 13 CONFLICTING BY-LAWS Where there is a conflict of the provisions between this By-law and any other By- law of the Town regulating signage, the provisions of the By-law deemed by the Chief Building Official to be the most restrictive shall prevail. SECTION 14 INDEMNIFICATION rl "'" Q) ]5 "' ~ Q) "' ::::> c a U5 ~ "" E £ <( w --' ::::> 0 w I () (/) Awning BillbosnJSign Canopy Sign DireolionBI Sign E/ecllonk;Mossage Boerrl Ground Sign M&nU 9oa"d Sign MobReSign Monollh/PytonSign folot-~; NQi:~: NOi:'."Penriiiecf ~~""""' .t«*-~: Nor)~~- NO(~i· Nolfl!~tlecl ... -""'~ Not- NotP~ -NOt~~- -~·fi!Mnhid Not-~ Nat'_~, Not Pennlllod Not""""'"' . Nlit'Permlled Notf'o<mHiod Not Pennltlod . Not:Pam6M:I !......,, ... ,,.._, ormonoltl1 prc)vtditd,no:w.· bri.or-nxmlllh .......... Not Pennltlod """"""""' Not P_ermnect N') ... "'C Q) ::::J c: :;:; c: 0 ~ Q) .0 ~ 5l ::::l c: i:i5 "'C ~ .E ~ Q) a... <( w ....1 ::::l Cl w I (.) (/) /'""' SlbdMsiOn Do- Wart Sign -Sign ;:~~~~:,:~--J==:e~~;l ~.'_;~_!O':S·m.lx;.~;"-subclvlllon.allatoa max of<4 ............ ... .......... .Nitt Pefmltted Unlknltecf In 1erms of number of signs, blt ITIJS! meet a-ea requirements I wall slgnspermlled on any waN Of a c;:ommeldal, Industrial or inskllfonal building sh8l hBNe a maximum sign area d 0.75 m 2 per haZcntalllne• meter rA the wall face. not· cover more tnan.20% In 1dal aggregate ..-ea dthewalon which they are erected, displayed or placed. wall muat meet area requirements IAREA: 50 % of wtnc1c:w acea diserlblted 8CIOSS 100% d the ~ss AREA: Reddenllal buildings wfflin lhe 00\'YNTOWN area ace allcwed 1 0% of fle MndON area \.._/ ~ I Proposed Changes to Tillsonburg's Sign By-law I Section in Proposed By-law Limitations of Current By-Law Proposed Changes to Address Limitations ! 1: Scope of the By-law Current bylaw has 27 detinitions, with little Proposed bylaw has nearly 100 definitions with clear distinction made between the different types of distinctions drawn between different sign types signs 2: Definitions and Interpretation Clear definitions for each sign type means that enforcement Without clear definitions, interpretation was officers can more easily process applications, apply fines, and challenging and sign types were often conflated explain regulations to the public. This section has been expanded on to provide more clarity. Specifically expanded on permit requirements and information required for applications. Heritage Review is a new item to help Town maintain heritage Current bylaw only outlines permit application character; applications will need approval from Heritage 3: Administrative Provisions Committee for Heritage Properties requirements Issuance and denial of a permit has been expanded on to provide better direction to Town staff Permit Conditions, Refunds, Revisions, And Penalties has been expanded which will help with capturing the costs incurred by Town Current bylaw does prescribe some exemptions, This section has been expanded on to include ... "Personal Signs", 4: Exempt Signs but lacks details·causing confusion in "Poster Signs" ,"Non-Profit Charitable Organization Signs", and implementation exemptions are explained with more clarity New bylaw has clearly marked section for prohibited sign types Current bylaw does not outline prohibitions and prohibited locations explicitly in one section -prhobitions are Prohbitions have been expanded on, to include "Roof Sign", S:Prohibitions scattered throughout the entire bylaw, which can "Vehicle Trailer Sign on Non-Motorized Vehicles", and any sign be hard to find which depicts violence, nudity, or sexual explicit conduct, a moving, swinging, revolving, or rotating sign (except where they are specifically permitted). ~~~P~QZI .... ,,. .. [.?~MH~ans--' ..... ] doli""'f'"""" __ ,.. • DisoincldefWilians l<reecfl type.. • sign Mxlg-speCiic: rOqUr_. --·-ond-... l<r -dolwlopors ...... ~ 'O..~ torcc zone ~'ilewsiiiO~ ~:.fonns. [~-~-~] ,......,'coili .. -"'olansl ---~ ~ 1 .-;J::.., ....... Iho ... -,..Q:;;:~ •. ·"' . Fftn-..... Md accu'8le • Feei -'*IV 10'1rid"". Jdlcol*totho- ~ ~ ~~ t~ ~-a ~oo ~~ ~ ........ .,.....,.I -~SIDIIID--and beiiiE'fDr cost ...aw.y ~ f-• Eiiompdons Olllloiod •. -. l!fOfit ond designaled ft!IS) feleaion, real_,,..~]-· ~== I lL~ 2cn I.U-a:Z ~~ I.UM CD~ ~ ~ 0~ iff~ ~~ Eo ~J.;;. fg Clj Iff -(.(~ ~~ ~~ ~~ u~ ..:;I---~ ~~ -~ "'·--.~ "'~' ;;.oo ~lrll5:~· -"" "'" . r~ .L -~· , ~~~"' ~0~ ()' Questions and Next Steps? -Inquiries and input to the Building/Bylaw department at the Customer Service Centre -By telephone to the bylaw enforcement officer -By e-mail {ADDRESS) and through Town Website ..._/ u N Q) a: a. > ' .I- a:: <C ...J u w c > ~ 0 a:: ~ D.. -N 0> a: a. -N Q) a: Q. 1-z w ::E w u 0::: 0(1) LL::E ffiCI) c:::Z w<C 1-J:: 1-U ww ~ m::E j - ~ N 01 a: Q. c z ~ en co:: <(w we 0::~ 00 1-1- 0::0:: ww en en <(<( ww (/) w 0:: ::) !;: w LL ~ c z w 0:: LL I 0:: w (/) ::) - N Cll a: Cl. I ~ ~E ... ,,,,.,,. .. .:- Questions and Next Steps? -Inquiries and input to the Building/Bylaw department at . the Customer Service Centre -By telephone to the bylaw enforcement officer -By e-mail {ADDRESS) and . through Town Website Institutional Future Development Entrepreneu:riai ·Zone Central Commercial Permitted Permitted Not Applicable Allowed: one per property, provided no awning, canopy, or wall sign already _JL • •· • ·----·- ~-~: Allowed: No Maximum Area:· 0.3 m2 -~ :___ _._ _ _ . _ _ _ • 1 Height: 1.22 m Central Commercial Allowed: No Maximum Area: 0.3 m 2 Height: 1.22 m -! iio ·-·-....... u.a :::s·-,t; c c 1-1 1-1 Residential Industrial Institu.tional . Future Development Entrepreneurial Zone Central Commercial Commercial (SC/NC} Not Permitted Residential II Not Permitted Future Development Entrepreneurial Zone Industrial Commercial (SC/·.NC) Institutional Central Comme·rcial Residential Industrial Commercial Institutional Future Development Central Commercial Entrepreneurial Zone Not Permitted Residential Industr,ial Future Development Entrepreneur.ial Zone ~~~~ercial {~r;:L~~) Central Commercial Not Permitted Residential ~uture Development I nstituti.ona I Industrial · Entrepreneurial Zone Commercial (SC/NC) Allowed: maximum of four. per model hom_e/sales o·ffice. in a registered subdivision development I-I Residential Industrial Commercial (SC/NC) Future Development Entrep.reneurial Zone Institutional Central Comnlercial Allowed: one per 150 Ill road frontage -~f draft plan of subdivision site to a max of 4. Area: 25m2 Height: 6.0 m Not Applicable 1-: Industrial Commercial Institutional Future DeveiQpment Entrepreneurial Zone Central Commercial II -30°/o of window across 100°/o of glass -Residential buildings within the Central Commercial area are allowed 10°/o of the window area Title: Report No.: Author: Meeting Type: STAFF REPORT CLERKS OFFICE BIA PARKING LEVY EXEMPTION BY-LAW UPDATE CL 14-01 DONNA WILSON COUNCIL MEETING Council/Committee JANUARY 13, 2014 Date: Attachments: REPORT CL 13-11 PARKING LEVY BY-LAW REPORT CL 13-17 PARKING LEVY BY-LAW ADDITIONAL INFORMATION SECTION 5.24 PARKING PROVISIONS OF BY-LAW 3295 PROPOSED BY-LAW 3726 RECOMMENDATION THAT Council receive Report CL 14-01, BIA Parking Levy Exemption By-law Update; AND THAT the by-law 3726 be brought forward for council consideration for third reading. EXECUTIVE SUMMARY Staff presented a change to By-Law 2835, to establish a special charge to be levied on certain lands in the Town of Tillsonburg for the maintenance of municipal parking lots at the May 27, 2013 Council Meeting through Report CL 13-11. Council requested additional information which was presented through Report CL 13-17 on June 12, 2013. At the meeting of June 12, 2013 By-Law 3726 received first and second reading. On August 12, 2013 the by-law was brought back for third and final reading, however a business owner appeared before Council to request that any commercial properties within the BIA who comply with the parking requirement within the zoning by-law should also be exempt from this levy. Council directed staff to review this matter and bring the by-law back once the matter has been reviewed and the BIA have been consulted. The change would allow that residential and commercial properties within the BIA may be exempt from the levy if they comply with the parking requirements contained in the Town's Zoning By-law 3295, Section 5.24. Staff has reviewed the possible properties that could be in compliance with the current parking requirements and determined that there would not be many, most likely under five properties who may comply with the parking requirement in the Town's Zoning By- Law 3295, Section 5.24. CAO Title: Report No.: Author: Meeting Type: STAFF REPORT CLERKS OFFICE PARKING LEVY BY-LAW CL 13-11 DONNA WILSON COUNCIL MEETING Council/Committee MAY 27, 2013 Date: Attachments: DRAFT PARKING LEVY BY-LAW Section 5.24.2.1 of By-Law 3295 RECOMMENDATION RESOLVE THAT Council receive Report CL 13-11, Parking Levy By-Law; FURTHER RESOLVE THAT a revised by-law to establish a special charge to be levied on certain lands be brought forward for council consideration. EXECUTIVE SUMMARY Staff has reviewed By-Law 2835, to establish a special charge to be levied on certain lands in the Town of Tillsonburg for the maintenance of municipal parking lots. The purpose of the levy is to provide for the maintenance and construction of municipal parking lots in the BIA area or Central Commercial zone. The Town received a request from a property owner of a triplex in the affected area to review this by-law. The property owner has requested that residential properties within the BIA who are charged this levy be exempted. The current by-law exempts a single family residence that is occupied by the owner. In this case the owner does not reside at the triplex and it is not a single family dwelling. Staff completed a poll of similar municipalities and their practices for levies in the BIA area and maintenance provisions for municipal parking lots. Some municipalities have the same provisions as Tillsonburg, however the majority of municipalities do not charge the BIA members with a parking levy. Those that do not charge the levy have parking meters along the streets and fees for parking in lots. Currently there are a total of 196 properties charged the levy of which 41 are multi residential units. The total levy in 2012 was $135,799.87 of which $14,699.80 was for residential. Staff are recommending that residential properties be exempt from the levy if they comply with the parking requirements contained in the Town's Zoning By-law 3295, Section 5.24. This would ensure that there is adequate parking on the property and the use of municipal lots would not be required. At a minimum this would mean that motor vehicle parking spaces must be provided on the same lot as the building to which such D CAO \ ) Title: Report No.: Author: Meeting Type: STAFF REPORT CLERKS OFFICE PARKING LEVY BY-LAW Request for Information CL 13-17 DONNA WILSON COUNCIL MEETING Council/Committee JUNE 12, 2013 Date: Attachments: REPORT CL 13-11 PARKING LEVY BY-LAW SECTION 5.24 PARKING PROVISIONS OF BY-LAW 3295 RECOMMENDATION RESOLVE THAT Council receive Report CL 13-11, and Report CL 13-17 Parking Levy By- Law; FURTHER RESOLVE THAT a revised by-law to establish a special charge to be levied on certain lands be brought forward for council consideration. EXECUTIVE SUMMARY Staff presented a change to By-Law 2835, to establish a special charge to be levied on certain lands in the Town of Tillsonburg for the maintenance of municipal parking lots at the May 27, 2013 Council Meeting. The change would allow that residential properties, whether occupied by the owner or not, be exempt from the levy if they comply with the parking requirements contained in the Town's Zoning By-law 3295, Section 5.24. Council requested clarification regarding that requirement, specifically regarding whether a garage parking space would be included in the calculation contained in the by-law. The requirement in the by-law states that two parking spaces for single residential dwellings and one and a half parking spaces per unit for multiple unit dwellings would be required on the same lot for compliance. Section 5.24.1.4.1 states, "All required parking spaces must be used exclusively for that purpose and must not be used for any other purpose. If one (1) or more required parking spaces are to be provided in an attached or detached garage, each space shall have a minimum width of 2.7 m (8.86 ft) and minimum length of 6 m (19.7 ft) and shall remain unobstructed at all times." Section 5.24.1.4.1 states, "All required parking spaces must be used exclusively for that purpose and must not be used for any other purpose. D CAO APPROVALS Author Name/Signature CAO/Signature Director Name/Signature DONNA WILSON David Calder David Samis 3 DATE: MAY 20, 2013 DATE: DATE: D CAO \ SECTION 5.0 5.23.5 GENERAL PROVISIONS Page 5~21 ENCROACHMENT INTO MUNICIPAL Ro.AD,ALLOWANCE An outdoor patio, in the Central Commercial (CC) zone, may be permitted to encroach onto an improved street only wb.ere it will not interfere with pedestrian . or vehicular traffic and only where a valid encroachment agreement has been· entered ·into. with the Corporation and remains in good standing. · 5.24 P'ARKING PROVISIONS 5.24.1 5.24.1.1 5.24.1.2 5.24.1.3 GENERAL REQUIREMENTS FOR PARKING AREAS OFF-STREET PARKING AREAS.REQUIRED Unless otherwise ·Stated in this By.;.Law, motor vehicle parking spaces must be ·proVided on the same lot as the building to which such parking is associated in accordance with the· parking standards set out in Section 5.24.2. MORE THAN ONE USE PER LOT In a building or strocture in which more than one (1) use .is located, the total requirement for parking will be the sum of the requirements applied to each separate use, unless otherwi~e expressly stated. PARTS TO BE CONSIDERED AS REQUIRED SPACES Where the application of the parking standards as set out in Section 5.24.2, results in part of a parking spage being required, such part will be considered as one (1) required space. 5. 24.1.4 USE OF PARKING AREAS AND SPACES 5.24.1.4.1 All required parking spaces must be used exclusively for that purpose and must not be used for any other purpose. If one (1) or more required parking spaces are to be provided in an attached or detached garage, each space shall have a minimum width of 2.7 m (8.86 ft) and minimum length of 6 m (19.7 ft) and shall remain unobstructed at all times. · 5.24.1.4.2 Where a parking area or space is permitted or required under this By-Law, no person shall use such area or space, in any zone, for parking any motor vehicle unless such vehicle is operative, used in operations incidental to the permitted uses in respect of which such parking area or space is provided, and bearing a motor vehicle license plate which is currently valid. Town ofTillsonburg Zoning By-Law Number 3295 f /-, ) SECTION 5.0 5.24.1.7 5.24.1.7.1 GENERAL PROVI.SIONS Page 5-23 2.7 m (8.9 ft), except for parking spaces flanking a wall, fence or other ~-'-=~,;;r..;...;;.;;..._ __ -+-_ _..;.:.;:....;.;.;~~:t.:.-----'-+-~;;..;..;.;;..>,.;....;..,.......;.<-__ 1 obstruction, which ~--"-'~,;;r..;...;;.;;..._ __ -+-_ _..;.:..;;.,=~~;;L_,_-+-~~~,.......;.<----'i shall be 3 m (9.8 ft) parallel parking angle other than those listed 7.3m 4 m (13.1 ft) for one way traffic and&. m (19.7 ft) . for · shall meet th.e requirements for the angle of parkh'lg which is g the angle being •:. DRIVEWAY STANDARDS The following standards apply to driveways providing ingress and egress to parking spaces: Minimum Width One-Way Access Where the· access to a parking space is provided directly by a driveway from a public street, tpe arlvew,ay must be at least 3 m (9.8 ft) in width; 5.24.1.7.2 Width of Joint Access Where a joint ingress and egress driveway is provided to a parking aisle, the driveway width measured along the street line shall be at least 6.7 m · (22ft) in width and no more than 9 m (29.5 ft) in width. 5.24.1.7.3 Maximum Driveway Width.,. Residential Zones Within a residential zone, a maximum of 50% of either the area of the front yard or lot frontage, or the area or width of the exterior side yard, may be occupied by a driveway .or parking. area. · 5.24.1.7 .4 Number of Driveways Permitt~d ) Every lot shall be limited to not more than two (2) driveways for the first 30 m (98.4 ft) of fron.tage·; and notmore tfian one (1) additional driveway for each additional 30 m (98.4 ft) ·of frontage. Town of Tillsonburg'Zoning By-Law Number 3295 I ! J . l I I ·' ' __ ) \ ) 5ECTIQN5.0 Business Uses Office Uses Industrial Uses . Institutional Uses GENERAL PROVJSlONS -commercial school -financial institution -laundromat · -personal service establishment -retail store -service shop -studio establishment home -wholesale establishment -mediqalcentre -veterinary clinic -truck transport terminal Page 5-25 of gross -Minimum of 4 spaces or 6. 0 per 100m2 (1,076 tr) gross floor area, whichever is -1 for every 5 seats ty, or 1 for each 1 D m2 (1 07.6 ft2) . of gross floor area used for a hall or auditorium, whichever -5, plus 1 ~er or 1 per 10m (107.6 ft2) of gross floor area in the' gymnasium or auditorium, whichever is Town of Tillson burg Zoning By-Law Number 3295 \ J-) )) \ } SECTION 5.0 5.24.2.3 5.24.3 5.24.3.1 GENERAL PROVISIONS Page 5-27 d) be located within -close proximity to the building or access ramp or structure; and · e) be clearly identified and reserved for the exclusive use of as accessibleparking spaces. · TANDEM PARKING. Where parking is provided for a owe/ling unit in an individual driveway, the required parking for that dwelling may be provided by a tandem parking space. LOCATION OF PARKING AREAS YARDS AND SETBACKS Motor vehicle parking areas must be situated in accordance with the requirements set·out in Table 5.24.3. Single detached, duplex and 2 1.2m unit converted dwellings in all All yard$ None (3:9ft) None Zones Semi-detached dwellings or .street fronting :townhouse All yards None None None dwell.ing_s in any zone · RM and RH Zones and all Interior side yard uses In an R3·zone, except for 1.5m 1.5 m a street.fronting townhouse nfa. · (4.9 ft) (4.9ft) dwelling. Rear yard Commercial, Institutional, Any yard, e-xcept for Industrial, Development, and a required rear or Open Space Zones interior side yard · 1m 1.5m 1.5m abutting a (3.3ft) (4.9 ft) (4.9ft) residential or . development zone Town of Tillsonburg Zoning By-Law Number 3295 ' \ \ ;c.) )) I ) SECTION5.0 5.24.5 GENERAL PROVISIONS d) Queue spaces forming a waiting line must ·be unobstructed by parking spaces or loading spaces and must be clearly delineated by·matkings and -barrier5; · e) . . ;Queue spaces forming. a wait~ng line or storage space from the service. offered cannot form part. of a parking aisle providing access to a·parking space; and . . f) Ql.le!JE!! spaces shall not be located in.a required yard abutting a Residential Zone or Entreprene~:,~ri~l Zone. · · ·. · EXCEPTIONS-PARKING SPACE REQUIREMENTS Notwithstanding the minimum parking requirement contained Table . 5.24.2.1, within the CC :~,:one; the following minimum parking requirements shall apply:. · · · · a) No additional parking spaces· shall be 'required for any· change of use within an existing building; b) For uses located within a building or portion of a building constructed aft~r the date of passing of this By .. Law, the minimum parking r:eq4itements set out iri Table 5:24.2.1 shall be applied at a rate of 50%, with the exception of a residential use, a hotel or motel or a shopping centre which shall be applied at the full rate. 5.25 PLANTING STRIPS 5.25.1 5.25.1.1 5.25.1.2 5.25.2 . . REQUIREMENTS FOR NoN-RESIDENTIAL UsEs Where a lot is used for any Non-Residential purpose and the interior side or rear lot line abuts a residential use or undeveloped land in a Residential Zone or Development Zone then a strip of land adjoining such abutting lot line, or portion 'ttiereof, shall· be used for no other purpose than a planting strip in accordance with the provision of this subsection. Where such lot is in an Industrial Zone and the front, side or rear lot line abuts a portion ora· street; the opposite ·side of which portion of the street abuts a residential use or undeveloped land in a Residential Zone or Development Zohe; then a strip of land adjoining such abutting lot line, or portion thereof, shall be used for no other purpose than a planting strip in accordance' with the provisions of this subsection. WIDTH Where a planting strip is required in any zan~ and consists of landscaping or a landscaped earthen berm, the pl'anting ·strip shall have a minimum width of 3 m:{9.8 ft) •. A planting. strip consisting of a wooden privacy fence shall have a minimum width Qf 1m (3.3 ft). · Town ofTHisonburg Zoning By.;Law Number 3295 THE CORPORATION OF THE TOWN OF TILLSONBURG BY -LAW NO. 3726 A BY-LAW to authorize a special municipal levy on certain lands within the Business Improvement Area (BIA) for the construction and maintenance of municipal parking lots within the BIA area. WHEREAS Section 312 (4) of the Municipal Act, 2001, provides that the Council of a local municipality shall; after the adoption of estimates for the year, pass a by-law to levy a separate tax rate on part of the assessment for local municipality purposes; WHEREAS it is deemed necessary and expedient to levy a special charge for the maintenance of municipal parking lots within the downtown core and more specifically named the Business Improvement Area (BIA). Now therefore the Council of The Corporation of the Town ofTillsonburg enacts as follows: 1. That each year a special local municipal levy shall be charged against all property classes within the Business Improvement Area sufficient to pay the estimated costs each year of maintaining all municipal parking lots within the defined area, as set out in Schedule A attached hereto. Such levy shall be in proportion that the assessment of each parcel bears to the total ratable assessment of parcels in the defined area. Such levy shall be set out in the annual by-law to set tax rates for the municipality. 2. Notwithstanding Clause 1 of this By-Law, any property within the designated area that complies with the parking requirement contained in the current Town of Tillsonburg Zoning By-Law 3295, Section 5.24 Parking Provisions may be exempt from this special local municipal levy. That property owners, within the Business Improvement Area, may apply for an exemption by completing the form attached hereto as schedule B. That all such exemptions shall be processed in the year in which they are applied, however the tax exemption shall become effective when the annual by-law to set tax rates for the municipality has been passed. 3. That all provisions of the annual By-Law, 'To Provide for the Adoption of Budgetary Estimates, Tax Rates and to Further Provide for Penalty and Interest in Default of Payment Thereof shall apply as set out therein. 4. That By-Law 2835 passed by the Council of the Corporation of the Town of Tillsonburg on April 141\ 1998 shall be hereby repealed. This by-law shall come into effect on the date of the fmal passing thereof. READ A FIRST AND SECOND TIME THIS 12th DAY OF June, 2013. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF January, 2014. Mayor-John Lessif Town Clerk-Donna Wilson \ ) " By-Law 3726 Schedule 'B' Jill!!! rJi~onbur0 Please submit this request by s. mail or email to: o.jktBkiil~~ Tillson burg Corporate Office - Attn: Deputy Clerk 200 Broadway, Suite 204 REQUEST FOR RELIEF FROM BY-LAW Tillsonburg, ON N4G SA7 Civic Address of Subject Property: Property Zoned: Legal Description, Roll # if available: Name of Applicant: Date of Request: Mailing address of Applicant: Email address of Applicant D Request for Exemption from current By-law, to authorize a special municipal levy for construction and maintenance of municipal parking lots within the BIA area. Brief Description of reason for exemption: Fgr offic~ use onll£ Chief Building Official Development Planner Review completed by: Review completed by: Date: Date: Based on the review, the recommendation is to: Based on the review, the recommendation is to: DApprove DApprove DDeny DDeny Comments: Comments: Signature: Signature: Council Meeting Date: Request Approved D Request Denied D . Your request will be reviewed and if determined that your property qualifies for an exemption you will be notified, by mail or email, within 10 business days of the Town receiving this form. . All exemptions will be brought to Council, the meeting date will be provided to applicants once known • . This form shall be circulated to the Chief Building Official, County Development Planner, Clerk, and Revenue Manager . ) 48 hours after a notice, written or verbal, has been given by the Chief Building Official or designate. 5.5 ELECTRICAL WORK All electrical work in a sign shall conform to the applicable regulations of the Canadian Standards Association and Electrical Safety Authority and Electrical Installation Permit shall be obtained as required. 5.6 MAINTENANCE 5.6.1 Every sign shall be kept in good repair and in a safe and secure condition so as not to endanger the safety of the public at any time. 5.6.2. When a sign is not constructed of galvanized or corrosive resistant materials, it shall be maintained in a clean and painted condition. 5.7 HOUSEKEEPING It shall be the duty and responsibility of the owner or lessee of any sign to maintain the immediate premises occupied by the sign in a neat and tidy condition. SECTION 5-GENERAL REGULATIONS-cont'd 8. SIGNS Every sign for which a permit is required, shall be subject to inspection by The Chief Building Official when notified by the owner, or other person erecting the sign, that the work on the sign has been completed. 5.9 SIGNS ON PUBLIC PROPERTY No sign shall be erected or placed on or over town lands in the Town ofTillsonburg including road allowances within the jurisdiction of the Town without prior approval of the Town. Any sign contravening the provision of Section 5.9 may be removed without notice of the Town. SECTION 6 -RESIDENTIAL SIGN above the finished sidewalk or mall grade; SECTION 7-COMMERCIAL SIGN-cont'd (c) be no longer than the horizontal measurement or the wall or building facade to which it is attached. (d) not projecting more than twenty-four (24) inches ( .6 metres) from the main wall of the building. (e) not carrying advertising copy on its ends; (f) if on a lane, be a minimum of fourteen (14) feet ( 4.3 metres) measured vertically from the surface of the lane. 7.2 PROJECTING SIGN 7.2.1 Projecting signs are prohibited within the Town ofTillsonburg. 7.3 PYLON SIGN One pylon sign may be erected on a property having a frontage of twenty-five (25) feet (7.6 metres) or more provided: (a) the height of the sign shall not exceed a maximum of thirty (32) feet (9.75 metres); (b) the area of the sign shall not exceed two hundred (200) square feet (18.6 square metres); (c) the bottom ofthe sign shall not project less 8.1 Sandwich Board Signs are permitted on public property in front of businesses located in C1 Zone. 8.2 Sandwich Board Signs shall be constructed of a material that is not subject to deterioration from the effects ofweather. 8.3 Sandwich Board Signs shall only be permitted on the four ( 4) feet, (1.2 metres) of municipal property nearest and parallel to the curb or edge of road, in front of the premises being advertised by the said sign and shall be limited to one such sign for each premises. 8.4 No Sandwich Board Sign shall be erected which would obstruct the view of drivers of vehicles or pedestrians on a highway when approaching an intersection or when entering a highway from a property. Any sign found by the Town to be interfering with wheelchair, pedestrian traffic or sight lines at intersections shall be removed immediately. The Town also reserves the right to remove forthwith, a sign which causes any interference with vehicular traffic or pedestrian traffic or in the event of any emergency situation or interferes with any work that is to be performed upon the highway by or on behalf of the Town. SECTION 9 -INDUSTRIAL SIGN Signs in industrial areas are permitted subject to the provision of Section 7. SECTION 10 -AGRICULTURAL SIGN Signs in agricultural areas are permitted subject to the following conditions: 10.1 Section 6 applies to residential signs. 10.2 Section 7 applies to commercial signs. 10.3 Section 9 applies to industrial signs. SECTION 11 -BILLBOARD SIGN 11.1 Two main types: (1) poster panels with advertising copy in the SECTION 13 -RECOVERY OF EXPENSES 13.1 A copy of an invoice for any charges for removal of a sign together with a certificate by the Treasurer: (a) the invoice has been sent to the persons liable to pay the same; (b) no payment or insufficient payment has been received for the invoice; (c) payment of the invoice is overdue; shall be sufficient authority to enter the amount of the unpaid balance of the invoice on the Collector's Roll against the subject property to be collected in the same manner as taxes against the land. SECTION 14-APPLICATION TO EXISTING SIGNS Every sign existing in the Town ofTillsonburg on the day of the passing of the by-law shall be brought into conformity in the event of alteration. SECTION 15 -APPEAL FOR A SIGN VARIANCE The municipality recognizes that there may be exceptions to the rule and an appeal to Council may be made for a variance to the sign by-law. The applicant must forward to the Clerk in writing the reason for such variance along with the required documents as set out in Section 3. SECTION 16 -ABANDONMENT 16.1 Neither the granting of a permit nor the approval of the plans and specifications nor inspections made by the Corporation shall in any way relieve the owner or any other person from full responsibility for carrying out work or having the work carried out in complete accordance with the by-law or any other applicable law. l5.4(f)(g) 1ITemporary or portable signs I $25 .00/mos 5.3 , 6, 7, 7.3, Cost of construction, structural alterations or ~ 7.4, 9, 10, 11 reconstruction including labour and materials up to an 1 including $1,000 _ Plus for each additional $1 ,000 of above-mentioned .I $5.00 costs 1IPermit Exemptio~s -· 14.1 I[ nil Permits submitted by non-profit charitable I nil organizations All inclusive 1 !Any signs installed prior to the issuance of a permit Double applicable fee .... Attachments [j 7574646.tif Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATION: STAFF REPORT CLERK 2014 MUNICIPAL ELECTION -USE OF CORPORATE RESOURCES FOR ELECTION PURPOSES CL14-02 DONNA WILSON COUNCIL MEETING JANUARY 13, 2014 Excerpt from the Municipal Elections Act, 1996, S.O. 1996, Chapter 32 Re: Election Campaign Finances/Contributions THAT Council receives Report CL 14-02, 2014 Municipal Election -Use of Corporate Resources for Election Purposes, as information. EXECUTIVE SUMMARY The Municipal Elections Act, 1996 (the "Act") permits candidates to file nominations in a municipal election year as early as the first day of January that the Clerk's Office is open. Once a candidate has filed a nomination paper, they can begin to campaign, raise funds or incur campaign expenses in accordance with the provision of the Act. It is necessary to establish guidelines on the appropriate use of corporate resources during an election period to protect the interests of both the Members of Council and the Corporation. The Municipal Elections Act, 1996 prohibits a municipality from making a contribution to a candidate. The Act also prohibits a candidate, or someone acting on the candidate's behalf, from accepting a contribution from a person who is not entitled to make a contribution. As a contribution may take the form of money, goods or services, and any use by a Member of Council of the Corporation's resources for his or her election campaign would be viewed as a contribution by the Town to the Member, which is a violation of the Act. In an election year, the day to day business of the Town must continue to be carried out and members are responsible to ensure that corporate resources are not used for any election-related purposes. In accordance with the provisions of the Municipal Elections Act, 1996: website, except in the case of a link to the Town's web site to obtain information about the municipal election; k) Photographs produced for and owned by the Town may not be used for any election purposes; and I) The above-noted recommendations also apply to an acclaimed Member or a Member not seeking re-election. Limitation Nothing in this Policy shall preclude a Member of Council from performing their job as an Elected Official, nor inhibit them from representing the interests of the constituents who elected them. CONSULTATION/COMMUNICATION The Municipal Elections Act, 1996, 5.0. 1996, Chapter 32 Re: Election Campaign Finances/Contributions Staff reviewed policies from a number of Ontario Municipalities including, Township of Zorra, Norfolk County, Township of Ramara, Town of Pelham, Township of Essa, Township of Montague, Barrie, Town of Wasaga Beach, Town of Whitchurch-Stouffville, Meaford, Town of Innisfil, Dryden and City of Burlington. FINANCIAL IMPACT /FUNDING SOURCE N/A APPROVALS Author Name/Signature CAO Name/Signature Finance Name/Signature Donna Wilson Page 3 I 3 Date: 12/17/13 Date: Date: CAO ELECTION CAMPAIGN FINANCES Contributions 66.(1)For the purposes of this Act, money, goods and services given to and accepted by or on behalf of a person for his or her election campaign are contributions. 1996, c. 32, Sched., s. 66 (1). Additional rules ill Without restricting the generality of subsection (1 ), the following rules apply in determining whether an amount is a contribution: 1. The following amounts are contributions: i. an amount charged for admission to a fund-raising function, ii. if goods and services are sold at a fund-raising function for more than their market value, the difference between the amount paid and market value, iii. if goods and services used in a person's election campaign are purchased for less than their market value, the difference between the amount paid and market value, and iv. any unpaid but guaranteed balance in respect of a loan under section 75. 2. The following amounts are not contributions: i. the value of services provided by voluntary unpaid labour, ii. the value of services provided voluntarily, under the person's direction, by an employee whose compensation from all sources for providing them does not exceed the compensation the employee would normally receive for the period the services are provided, iii. an amount of $10 or less that is donated at a fund-raising function, iv. the value of political advertising provided without charge on a broadcasting undertaking as defined in section 2 of the Broadcasting Act (Canada), if, A. it is provided in accordance with that Act and the regulations and guidelines made under it, and B. it is provided equally to all candidates for office on the particular council or local board, v. the amount of a loan under section 75. 1996, c. 32, Sched., s. 66 (2). Value of goods and services .Q}The value of goods and services provided as a contribution is, (a) if the contributor is in the business of supplying these goods and services, the lowest amount the contributor charges the general public in the same market area for similar goods and services provided at or about the same time; (b) if the contributor is not in the business of supplying these goods and services, the lowest amount a business providing similar goods or services charges the Same Q).The expenses described in paragraphs 7, 8 and 8.1 of subsection (2) include expenses relating to recounts and proceedings under section 81 (compliance audit) and section 83 (controverted elections) from a previous election for an office on the same council or local board, if the expenses were incurred after the person's election campaign period for that office in the previous election ended under subparagraph ii of paragraph 4 or subparagraph ii of paragraph 5 of subsection 68 (1 ). 1996, c. 32, Sched., s. 67 (3 ); 2009, c. 33, Sched. 21, s. 8 (30). Election campaign period 68.(1)For the purposes of this Act, a candidate's election campaign period for an office shall be determined in accordance with the following rules: 1. The election campaign period begins on the day he or she files a nomination for the office under section 33. 2. The election campaign period ends on December 31 in the case of a regular election and 45 days after voting day in the case of a by-election. 3. Despite rule 2, the election campaign period ends, i. on the day the nomination is withdrawn under section 36 or deemed to be withdrawn under subsection 29 (2), or ii. on nomination day, if the nomination is rejected under section 35. 4. Despite rules 2 and 3, if the candidate has a deficit at the time the election campaign period would otherwise end and the candidate notifies the clerk in writing on or before December 31 in the case of a regular election and 45 days after voting day in the case of a by-election, the campaign period is extended and is deemed to have run continuously from the date of nomination until the earliest of, i. the following June 30, in the case of a regular election, i.l the end of the six-month period following the 60th day after voting day, in the case of a by-election, ii. the day he or she is nominated in a subsequent election for an office on the council or local board in respect of which the deficit was incurred, iii. the day the candidate notifies the clerk in writing that he or she will not accept further contributions, and iv. the day A equals the total ofB and C, where, A= any further contributions, B= the expenses incurred during the extension of the election campaign period, C= the amount of the candidate's deficit at the start of the extension of the election campaign period. (a) one or more campaign accounts are opened at a financial institution, exclusively for the purposes of the election campaign and in the name of the candidate's election campaign; (b) all contributions of money are deposited into the campaign accounts; (c) all payments for expenses, except for a nomination filing fee, are made from the campaign accounts; (d) contributions of goods or services are valued; (e) receipts are issued for every contribution and obtained for every expense; (f) records are kept of, (i) the receipts issued for every contribution, (ii) the value of every contribution, (iii) whether a contribution is in the form of money, goods or services, and (iv) the contributor's name and address; (g) records are kept of every expense including the receipts obtained for each expense; (h) records are kept of any claim for payment of an expense that the candidate disputes or refuses to pay; (i) records are kept of the gross income from a fund-raising function and the gross amount of money received at a fund-raising function by donations of $10 or less; G) records are kept of any loan and its terms under section 75; G.l) the records described in clauses (f), (g), (h), (i) and G) are retained by the candidate for the term of office of the members of the council or local board and until their successors are elected and the newly elected council or local board is organized; (k) financial filings are made in accordance with sections 78 and 79.1; (1) proper direction is given to the persons who are authorized to incur expenses and accept or solicit contributions on behalf of the candidate; (m) a contribution of money made or received in contravention of this Act is returned to the contributor as soon as possible after the candidate becomes aware of the contravention; (n) a contribution not returned to the contributor under clause (m) is paid to the clerk with whom the candidate's nomination was filed; and (o) an anonymous contribution is paid to the clerk with whom the candidate's nomination was filed. 1996, c. 32, Sched., s. 69 (1); 2002, c. 17, Sched. D, s. 26; 2009, c. 33, Sched. 21, s. 8 (34). Contributions re City of Toronto 70.1 (1) The City of Toronto may by by-law prohibit a corporation that carries on business in Ontario or a trade union that holds bargaining rights for employees in Ontario from making a contribution to or for any candidate for an office on city council. 2006, c. 11, Sched. B, s. 10. Same ill A by-law passed under subsection (1) prevails over subsection 70 (3). 2006, c. 11, Sched. B, s. 10. Same ill A by-law passed under subsection ( 1) applies with respect to an election if the by-law is passed before the first day on which nominations for an office on city council can be filed for the election. 2006, c. 11, Sched. B, s. 10. Notice ill The clerk shall give notice of a by-law passed under subsection (1) at the same time and in the same manner as notice is given under section 32. 2006, c. 11, Sched. B, s. 10. Restriction on contributions, candidate for mayor ill Despite subsections 71 (1) and (2), for the purposes of those subsections, the maximum total contribution a contributor may make to a candidate for the office of mayor of the City of Toronto is $2,500. 2006, c. 11, Sched. B, s. 1 0; 2006, c. 32, Sched. D, s. 11. Maximum, each candidate 71. (1) A contributor shall not make contributions exceeding a total of $750 to any one candidate in an election. 1996, c. 32, Sched., s. 71 (1). More than one office ill If a person is a candidate for more than one office, a contributor's total contributions to him or her in respect of all the offices shall not exceed $750. 1996, c. 32, Sched., s. 71 (2). Multiple candidates GJ.} A contributor shall not make contributions exceeding a total of $5,000 to two or more candidates for office on the same council or local board. 2009, c. 33, Sched. 21, s. 8 (35). Exception, candidates and spouses ill Subsections (1), (2) and (2.1) do not apply to contributions made to a candidate's own election campaign by the candidate or his or her spouse. 1996, c. 32, Sched., s. 71 (3); 1999, c. 6, s. 43 (6); 2005, c. 5, s. 46 (6); 2009, c. 33, Sched. 21, s. 8 (36). Associated corporations 72.For the purposes of sections 66 to 82, corporations that are associated with one another under section 256 of the Income Tax Act (Canada) shall be deemed to be a single corporation. 1996, c. 32, Sched., s. 72. Number of electors ® For the purpose of subsection ( 4 ), the number of electors is the greater of, (a) the number determined from the voters' list from the previous election, as it existed on nomination day of the previous election, adjusted for applications under sections 24 and 25 that were approved as of that day; and (b) the number determined from the voters' list for the current election, as it exists on nomination day of the current election, adjusted for applications under sections 24 and 25 that are approved as of that day. 2009, c. 33, Sched. 21, s. 8 (39). Duty of clerk Q}Within 10 days after nomination day, the clerk shall, (a) calculate the maximum permitted by subsection (4) for each office for which nominations were filed with him or her; and (b) give a certificate of the applicable maximum to each candidate. 1996, c. 32, Sched., s. 76 (7). Clerk's calculation final ®The clerk's calculation is final. 1996, c. 32, Sched., s. 76 (8). Filing dates and reporting periods 77. For the purposes of documents to be filed under section 78, (a) the filing date is, (i) in the case of a regular election, the last Friday in March following the election, and (ii) in the case of a by-election, 60 days after voting day; (b) the supplementary filing date is the last Friday in September; and (c) the supplementary reporting period is, (i) in the case of a regular election, the six-month period following the year of the election, and (ii) in the case of a by-election, the six-month period following the 60th day after voting day. 2009, c. 33, Sched. 21, s. 8 (40). Financial statement and auditor's report 78. (1) On or before 2 p.m. on the filing date, a candidate shall file with the clerk with whom the nomination was filed a financial statement and auditor's report, each in the prescribed form, reflecting the candidate's election campaign finances, (a) in the case of a regular election, as of December 31 in the year of the election; and (b) in the case of a by-election, as of the 45th day after voting day. 1996, c. 32, Sched., s. 78 (1); 2000, c. 5, s. 35 (1); 2002, c. 17, Sched. D, s. 29 (1); 2009, c. 33, Sched. 21, s. 8 (41). (d) revenue from the sale of election materials. 2009, c. 33, Sched. 21, s. 8 (44). Total debits ill For the purposes of subsection ( 1 ), the total debits are the sum of, (a) the candidate's expenses under section 67; and (b) any deficit from a previous election campaign of the candidate if that campaign, (i) related to an office on the same council or local board as the present campaign, and (ii) was in the previous regular election or a subsequent by-election. 2009, c. 33, Sched. 21, s. 8 (44). Surplus paid to clerk ill If the candidate's financial statement or supplementary financial statement shows a surplus and the election campaign period has ended at the time the statement is filed, he or she shall, when the statement is filed, pay the surplus to the clerk with whom the candidate's nomination was filed, reduced by the amount of any refund under subsection (6). 2009, c. 33, Sched. 21, s. 8 (44). Surplus held in trust by clerk ill The clerk shall hold the amount paid under subsection ( 4) in trust for the candidate. 2009, c. 33, Sched. 21, s. 8 (44). Refund ® If a candidate who has a surplus or his or her spouse has made contributions to the election campaign, the candidate may, after the election campaign period ends but before filing the financial statement or supplementary financial statement, as the case may be, refund to himself or herself or to the spouse, as the case may be, an amount that does not exceed the lesser of, (a) the relevant contributions; (b) the surplus. 2009, c. 3 3, Sched. 21, s. 8 ( 44 ). Release of amount if campaign recommences ill If the candidate's election campaign period recommences under rule 5 of subsection 68 ( 1 ), the clerk shall pay the amount held in trust to the candidate, with interest. 2009, c. 33, Sched. 21, s. 8 (44). Amount to become property of municipality or local board ill The amount becomes the property of the municipality or local board, as the case may be, when all of the following conditions are satisfied: 1. The campaign period has ended under rule 1, 2, 3 or 4 of subsection 68 ( 1 ). 2. It is no longer possible to recommence the campaign period under rule 5 of subsection 68 (1). 3. No recount or proceeding under section 81 (compliance audit) or section 83 (controverted elections) has been commenced. Repayment of remaining surplus .(1} If the final financial statement indicates that there is any remaining surplus, the candidat~ shall pay the remaining surplus to the clerk when the financial statement is filed. 2009, c. 33, Sched. 21, s. 8 (44). Remaining surplus held in trust by clerk 00 The clerk shall hold the amount of the remaining surplus in trust for the candidate. 2009, c. 33, Sched. 21, s. 8 (44). Release of amount if another recount, etc . .{2) If, after the candidate pays the remaining surplus to the clerk, another recount or proceeding under section 81 or 83 commences, subsections (2) to (8) apply, with necessary modifications, with respect to the subsequent recount or proceeding. 2009, c. 33, Sched. 21, s. 8 (44). Amount to become property of municipality or local board .(lQ) The amount of the remaining surplus becomes the property of the municipality or local board, as the case may be, when the recount or proceeding under section 81 or 83 is finally determined and the period for commencing any other recount or proceeding under section 81 or 83 has expired. 2009, c. 33, Sched. 21, s. 8 (44). Additional penalties 80. (1) A candidate is subject to the penalties listed in subsection (2), in addition to any other penalty that may be imposed under this Act, (a) if he or she fails to file a document as required under section 78 or 79.1 by the relevant date; (b) if a document filed under section 78 shows on its face a surplus, as described in section 79, and the candidate fails to pay the amount required by subsection 79 ( 4) to the clerk by the relevant date; (c) if a document filed under section 78 shows on its face that the candidate has incurred expenses exceeding what is permitted under section 76; or (d) if a document filed under section 79.1 shows on its face a surplus and the candidate fails to pay the amount required by subsection 79.1 (7) by the relevant date. 2009, c. 33, Sched. 21, s. 8 (44). Same ill In the case of a default described in subsection ( 1 ), (a) the candidate forfeits any office to which he or she was elected and the office is deemed to be vacant; and (b) until the next regular election has taken place, the candidate is ineligible to be elected or appointed to any office to which this Act applies. 2009, c. 33, Sched. 21, s. 8 (44). compliance audit committee established under section 81.1 and provide a copy of the application to the council or local board. 2009, c. 33, Sched. 21, s. 8 (44). Decision ill Within 30 days after receiving the application, the committee shall consider the application and decide whether it should be granted or rejected. 2009, c. 33, Sched. 21, . s. 8 (44). Appeal ® The decision of the committee may be appealed to the Ontario Court of Justice within 15 days after the decision is made and the court may make any decision the committee could have made. 2009, c. 33, Sched. 21, s. 8 (44). Appointment of auditor ill If the committee decides under subsection (5) to grant the application, it shall appoint an auditor to conduct a compliance audit of the candidate's election campaign finances. 2009, c. 33, Sched. 21, s. 8 (44). Same 00 Only auditors licensed under the Public Accounting Act, 2004 or prescribed persons are eligible to be appointed under subsection (7). 2009, c. 33, Sched. 21, s. 8 (44). Duty of auditor .(2} The auditor shall promptly conduct an audit of the candidate's election campaign finances to determine whether he or she has complied with the provisions of this Act relating to election campaign finances and shall prepare a report outlining any apparent contravention by the candidate. 2009, c. 33, Sched. 21, s. 8 (44). Who receives report .QQ.} The auditor shall submit the report to, (a) the candidate; (b) the council or local board, as the case may be; (c) the clerk with whom the candidate filed his or her nomination; (d) the secretary of the local board, if applicable; and (e) the applicant. 2009, c. 3 3, Sched. 21, s. 8 ( 44 ). Report to be forwarded to committee .(11). Within 10 days after receiving the report, the clerk of the municipality or the secretary of the local board shall forward the report to the compliance audit committee. 2009, c. 33, Sched. 21, s. 8 (44). Powers of auditor @ For the purpose of the audit, the auditor, (a) is entitled to have access, at all reasonable hours, to all relevant books, papers, documents or things of the candidate and of the municipality or local board; and Composition ill The committee shall be composed of not fewer than three and not more than seven members and shall not include, (a) employees or officers of the municipality or local board; (b) members of the council or local board; or (c) any persons who are candidates in the election for which the committee is established. 2009, c. 33, Sched. 21, s. 8 (44). Term of office ill The term of office of the committee is the same as the term of office of the council or local board that takes office following the next regular election, and the term of office of the members of the committee is the same as the term of the committee to which they have been appointed. 2009, c. 33, Sched. 21, s. 8 (44). Role of clerk or secretary ill The clerk of the municipality or the secretary of the local board, as the case may be, shall establish administrative practices and procedures for the committee and shall carry out any other duties required under this Act to implement the committee's decisions. 2009, c. 33, Sched. 21, s. 8 (44). Costs ill The council or local board, as the case may be, shall pay all costs in relation to the committee's operation and activities. 2009, c. 33, Sched. 21, s. 8 (44). By-law re contribution rebates 82. (1) A municipality may, by by-law, provide for the payment of rebates to individuals, corporations or trade unions who made contributions to candidates for office on the municipal council. 1996, c. 32, Sched., s. 82 (1); 2002, c. 17, Sched. D, s. 33 (1). Same, resolution ill A local board may, by resolution, provide for the payment of rebates to individuals, corporations or trade unions who made contributions to candidates for office on the local board. 1996, c. 32, Sched., s. 82 (2); 2002, c. 17, Sched. D, s. 33 (2). Same ill The by-law or resolution shall establish the conditions under which an individual, corporation or trade union is entitled to a rebate. 1996, c. 32, Sched., s. 82 (3); 2002, c. 17, Sched. D, s. 33 (3). Same ill The by-law or resolution may provide for the payment of different amounts to different individuals, corporations or trade unions on any basis. 1996, c. 32, Sched., s. 82 (4); 2002, c. 17, Sched. D, s. 33 (4). ill Repealed: 2009, c. 33, Sched. 21, s. 8 (46). Application, registration under s. 39.1 82.1 (1) Subject to subsection (2), the following provisions apply to an individual, corporation or trade union that is registered under section 39.1: (h) subsection 92 (1) shall be read as if the reference to "sections 70 to 76" was a reference to sections "69 to 79". 2000, c. 5, s. 38; 2009, c. 33, Sched. 21, s. 8 (48). Title: Report No.: Author: Meeting Type: Council/Committee Date: Attachments: RECOMMENDATION STAFF REPORT CLERKS OFFICE ELECTION SIGN BY-LAW CL 14-03 DONNA WILSON COUNCIL MEETING JANUARY 13, 2014 PROPOSED BY-LAW 3786, TO REGULATE ELECTION SIGNS THAT Council receive Report CL 14-03, Election Sign By-Law; AND THAT By-Law 3786, To Regulate Elections Signs, be brought forward for Council consideration. PURPOSE Section 11(3) of the Municipal Act, 2001, as amended, permits municipalities to pass by-laws respecting structures, including fences and signs. The Election Sign By-law for the Town of Tillson burg will ensure public safety on our roads and highways during the election process. The current By-Law to regulate election campaign signs was passed in 2006, therefore a review of the by-law was done to ensure that it reflects current regulations and conditions within Tillson burg. EXECUTIVE SUMMARY The proposed by-law outlines general requirements, signs on public as well as private property, timing, removal of unlawful signs, enforcement and liability for damages. GENERAL Election signs shall not be attached to trees, have flashing lights or rotating parts, simulate any official sign such as traffic signs or use phrases such as stop, look, one way, danger or yield which could mislead or confuse traffic. Election signs shall not be attached to any utility pole, light pole, utility box, tree, planter, bench, waste receptacle, newspaper box or mail box. They cannot be painted or attached to a tree, stone or other natural object. They cannot be erected or placed so as to obstruct, impede or interfere with any fire escape, fire exit, D CAO ENFORCEMENT By-Law Enforcement Officers LIABILITY FOR DAMAGES This by-law does not relieve candidates of liability for personal injury or property damage resulting from the placing of Elections signs or the negligence or willful acts of candidates or agents in the construction, erection, maintenance, repair or removal of an Election sign. REPEAL This By-Law shall repeal By-Law 3206, To Regulate Election Signs which was passed by Tillsonburg Town Council on May 8, 2006. This By-Law contained general rules for Election signs but did not set out perimeters for signs places on Town owned lands and on private property as well as a time line of when they can be erected and when they are required to be removed. CONSULTATION Staff reviewed Election Sign By-Laws from a number of Ontario Municipalities such as Norfolk County, Town of Whitchurch-Stouffville, Township of Essa, City of Orillia, Town of Wasaga Beach, Municipality of Clarington, Orangeville, Guelph and Owen Sound. Town staff participated in drafting the by-law. FINANCIAL IMPACT/FUNDING SOURCE N/A APPROVALS Author Name/Signature Donna Wilson DATE: JANUARY 3, 2014 CAO/Signature David Calder DATE: January 8, 2014 Finance Darrell Eddington DATE: n/a 3 CAO THE CORPORATION OF THE TOWN OF TILLSON BURG BY-LAW NUMBER 3786 A BY-LAW to regulate election signs in the Town ofTillsonburg. WHEREAS Section 11(3) ofthe Municipal Act, 2001, as amended, permits municipalities to pass by-laws respecting structures, including fences and signs. AND WHEREAS it is deemed advisable to have an Election Sign By-law for the Town ofTillsonburg in order to ensure public safety on our roads and highways during an election process. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSON BURG ENACTS AS FOLLOWS: DEFINmONS: 1. In this by-law, "campaign sign" (Election Sign) means any sign or other advertising device, including, without limitation, posters, placards, bulletins, banners, notices, pictures or any combination thereof; (a) which advertises or promotes a Candidate in a federal, provincial or municipal election or by- election including an election of a local board or commissions; (b) which uses words, pictures or graphics or any combination thereof intended to influence persons to vote for or against any question or by-law submitted to electors under section 8 of the Municipal Elections Act, 1996; "candidate" shall have the same meaning as in the Canada Elections Act, the Election Act (Ontario), or the Municipal Elections Act, 1996, as applicable, and shall be deemed to include a person seeking to influence another person to vote for or against any question or by-law submitted to the electors under section 8 of the Municipal Elections Act, 1996; "Clerk" means the Clerk of the Municipality; "Highway" shall have the same meaning as the Highway Traffic Act, RSO 1990, c.H.8, as amended, and shall include a common and public highway, street, parkway, driveway, square, place, bridge, viaduct, or trestle, any part of which is intended for, or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof; "Municipal Law Enforcement Officer" shall mean a person appointed by the Council of the Corporation of the Town of Tillson burg for the purposes of enforcing Town by-laws and for the purposes of this by-law shall include the Ontario Provincial Police; "Parkway Strip" means the portion of a Highway between the sidewalk and the roadway where the Highway includes a sidewalk and a roadway. "Polling Place" means the physical building which will house the voting ballots, booths and boxes. "Public Property" means property owned by or under the control of the Town ofTillsonburg or any of its agencies, boards or commissions, including public highways, and shall be deemed to include Public Utility Poles; "Public Utility Pole" means a pole owned or controlled by an entity which provides a municipal or public utility service, including the Town, Bell Canada, Hydro and any subsidiaries thereof; "Road Allowance" means the property owned by the municipality and may include the portion covered by asphalt, curbing, grass and concrete and includes the traveled road, the boulevard and the sidewalk. ELECTION SIGNS ON PUBLIC PROPERTY 4. Election Signs are permitted on Highways but not on or within any Public Property other than Highways. S. Election Signs shall not be located, erected or displayed: {a) On any centre median, centre boulevard or traffic island; {b) In any park or other open space owned, operated or controlled by the Town or on the adjacent Highway; {c) On any building or structure owned or operated by the Town; {d) So as to obstruct, impair, impede or hinder the movement of vehicular or pedestrian traffic, or the visibility of railway crossings, warning devices and traffic signs or signals; or {e) On a sidewalk. 6. Election Signs may be erected or displayed on Highways, provided that they are: {a) No larger than 2.0 square metres {21.53 square feet) {for example, 5 feet by 4 feet or 6 feet by 3.5 feet); {b) No higher than 2 metres {6.56 feet) above ground level; {c) Located a minimum of 1 metre {3.28 feet) from the outer edge of a sidewalk; {d) Not located within any parkway strip; {e) Located a minimum of 1 metre {3.28 feet) from the outer edge of a curb or shoulder, where there is no sidewalk; {f) Not placed in a sight triangle; (g) Not erected or installed so as to create an unsafe obstruction or visual impairment for pedestrian or vehicular traffic; {h) Not erected or installed on any utility box, planter, bench railing, retaining wall, bridge, overpass, noise attenuation wall, light standard, waste receptacle, newspaper box, mail box, or similar object or structure which has been placed on any Highway; or {i) Not erected or installed on any post, pole or support already containing an official or authorized sign erected by the Town, The County of Oxford, a Conservation Authority, or the Province of Ontario. 7. Election Signs may only be placed on a Highway adjacent to a residential property with the consent of the owner or occupant of the adjacent residential property. ELECTION SIGNS ON PRIVATE PROPERTY 8. Election Signs are permitted on private property: {a) Only with the consent of the owner or occupant of the property; {b) Provided that the Election Sign does not interfere with the safe operation of vehicular traffic or impair the safety of pedestrians; and 3 REPEAL 21. THAT By-Law No. 3206 is hereby repealed in its entirety. EFFECTIVE DATE 22. THAT this By-Law shall take effect on the date of its final passage by the Town's Council. READ A FIST AND SECOND TIME THIS 13th DAY OF JANUARY, 2014. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF JANUARY, 2014 Mayor-John Less if Town Clerk-Donna Wilson 5 Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATION STAFF REPORT CLERKS DEPARTMENT MULTI-YEAR ACCESSIBILITY PLAN CL 13-24 AMBER ZIMMER COUNCIL MEETING JANUARY 13, 2014 1. MULTI-YEAR ACCESSIBILITY PLAN 2. AAC SUPPORT RESOLUTION THAT Council receive Report CL 14-05, Multi-Year Accessibility Plan; AND THAT Council adopt the Multi-Year Accessibility Plan. EXECUTIVE SUMMARY In 2005, the Accessibility for Ontarians with Disabilities Act (AODA) was enacted with the goal of establishing Ontario as an accessible province by 2025. In 2013, with the implementation of the new Integrated Accessibility Standards Regulation, designated public sector organizations, including municipalities, are now required to establish, implement, maintain and document a multi-year accessibility plan which outlines the organization's strategy to prevent and remove barriers and meet its requirements under the Regulation. The Town of Tillsonburg is committed to promoting a barrier-free Town for employees, citizens and all who live, work, visit, and invest in Tillsonburg. With this report, the Town of Tillsonburg is proud to present its findings and report on the development of innovative strategies to remove and prevent future barriers for people with disabilities and our significantly maturing population. The Tillsonburg multi-year accessibility plan is a five year plan to help guide the municipality towards creating a barrier free environment. The plan discusses the Town's commitment to accessibility standards and recognizes past achievements the Town has had in accessibility. The plan also lays out goals for the municipality to focus on throughout 2014-2018 in order to comply with Provincial Standards and achieve a barrier free environment. In the past, Tillsonburg has progressed towards a barrier-free environment through the establishment of the Accessibility Advisory Committee and their role in addressing Town of Tillson burg 2014-2018 Multi-Year Accessibility Plan Accessible Format If you require this document to be in an accessible format, please contact Donna Wilson, Clerk at dewilson@tillsonburg.ca 519-688-3009 ext. 3224. Background and Legislation In December 2001, the Ontarians with Disabilities Act (ODA) was passed by the provinCial government to improve access and opportunities for persons with disabilities. The ODA stipulates the following municipal obligations to the Act: • Municipalities are required to prepare annual accessibility plans; • Municipalities shall have regard to the accessibility of persons with disabilities when purchasing goods and services; • Municipalities will improve access to municipal elections by giving greater consideration to accessible voting locations; • Municipalities will increase the minimum penalty for misuse of designated parking,.under municipal by laws, to $300. • Municipalities, with a population greater than 10,000, are required to establish accessibility advisory committees. In addition, the legislation stipulates that the majority of committee members must self-identify as a person with a disability. Based on public consultation, new legislation was developed. In June 2005, the Accessibility for Ontarians with Disabilities Act 2005 (AODA) was enacted into law with the vision of creating a fully accessible Ontario by 2025. The Act is more comprehensive and prescriptive than the ODA and its requirements now apply to the public, private, and not-for-profit sectors. Under the AODA the Province has committed to developing and implementing standards in: · • Customer Service (Ontario Regulation 429/07) • Information and Communication • Employment • Transportation • Design of Public Spaces (Built Environment) The first standard, the Accessibility Standards for Customer Service (Ontario Regulation 429/07) was passed in January, 2008. The Town of Tillsonburg has been required to comply with the Standards for Customer Service since January 1, 2010. The next three standards, Information and Communication, Employment and Transportation (Ontario Regulation 191/11 ), have been combined into the Integrated Page 1 of6 2013-14 Committee Members: Chair: Helen Lames-Parker Secretary: Donna Acre Citizen Members: Michael Kadey Mike Cerna Irene Streng Larry Streng Council Representative: Councillor Stephenson Staff Liaison: Amber Zimmer Accomplishments to Date The Town of Tillsonburg has been actively developing innovative approaches to addressing accessibility issues, including: • An Accessibility Advisory Committee (AAC) was formed to advise and assist the Town of Tillsonburg on matters, issues and policies pertaining to accessibility for persons with disabilities to a building, structure or premises, or part of a building, structure or premise. Also, a terms of reference was created to help guide the Committee. • The AAC undertook an initiative in 2012-2013 to tour Town-owned facilities and identify where barriers exist. A number of barriers have been identified and documented, and solutions are being explored. • The AAC has also identified and documented a number of outdoor locations in town which are unfriendly to persons with disabilities, most of which can be addressed by cutting curbs or fixing sidewalks. The Roads department has been notified of these issues and changes have been made as necessary. • A Town Accessibility Policy was created and made available to the public to address the guidelines for dealing with accessible customer service for the municipality; • A new Town website has been developed, in consultation with the AAC, which prioritized accessibility issues during its design phase. The new site includes Browsealoud, a tool which reads text out loud to individuals with vision impairments, or users who have difficulty reading. • An improved feedback mechanism has been incorporated into the new website so that members of the public can bring accessibility issues and concerns to the Town's attention via a webform, telephone, email, or fax. • The Customer Service Centre now allows for more ways for people with mobility disabilities to obtain municipal services 24 hours a day e.g. phone, fax, email, web- site, automatic bill payment, internet banking bill payment etc. • Several measures were taken by municipal staff to ensure increased accessibility during the 2010 municipal election. These included accessibility audits of all polling locations, and allowing staff to assist persons with disabilities who required Page 3 of6 Facilities • Staff will evaluate barrier issues addressed through site tours by the AAC to determine further accessibility issues and how they can be incorporated into various Town facilities; • Renovations will be conducted at the Community Centre in the pool change room and health club to create a fully accessible entrance to the pool as well as accessible showers and change area; • Lever handles will be added to doors at multiple Town locations to increase accessibility at entrances; Employment • Staff will continue to be made aware of the Town's Accessibility Plan, and the Town's Accessibility Policies; • Staff will notify new employees of existing policies for accommodating persons with disabilities; • Should existing employees express an interest in obtaining an accessible format or communication support in order to perform their job, the request will be handled by the Clerk. Customer Service • The Town's Accessible Customer Service Policy will continue to be complied with, and reviewed by staff to ensure the Town is providing an adequate level of Accessible Customer Service to the public; Information and Communication • Multiple formats of Town policies and procedures will be made available upon request; • The Town website will be evaluated to ensure compliance with WCAG 2.0 Level AA -web content accessibility guidelines; • Elections manuals, technology and software will be reviewed and amended if necessary in preparation for the 2014 and 2018 Municipal Election. Transportations • Accessibility will be considered in the creation of a new taxicab by-law and appropriate accessibility requirements will be included. Page 5 of6 The Corporation of the Town of Tillsonburg December 20, 2013 To: Mayor Lessif & Tillsonburg Town Council RE: Accessibility Advisory Committee Resolution-Multi-Year Accessibility Plan Please be advised that at its meeting of December 18, 2013, the Accessibility Advisory Committee passed the following resolution : "Resolve that the Accessibility Advisory Committee supports the proposed Multi-Year Accessibility Plan." If you have any questions, please contact me at 688-3009 Ext. 3221. Regards, Oe!-~~ Amber Zimmer Deputy Clerk CORPORATE OFFICE 200 Broadway, 2"d Floor, Tillsonburg, Ontario, N40 5A 7, Telephone (519) 688-3009, Fax (519) 842-9431 www.tillsonburg.ca · Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATIONS: STAFF REPORT FINANCE Interim Tax Levy By-Law 3787 FIN 14-03 Darrell Eddington COUN CIL MEETING JANUARY 13, 2014 THAT Council receives report FIN 14-03 Interim Tax Levy By-Law 3787. AND THAT By-Law 3787 be brought forward for Council consideration. EXECUTIVE SUMMARY The Municipal Act allows for a by-law to be passed to provide for an interim tax levy on the assessment of property in the municipality. Accordingly, By-Law 3787 is brought forward for Council consideration. FINANCIAL IMPACT /FUNDING SOURCE N/A APPROVALS Author Name/Signature Director Name/Signature Finance Name/Signature Darrell Eddington Darrell Eddington Darrell Eddington Date: 01/02/2014 Date: 01/02/2014 Date: 01/02/2014 THE TOWN OF TILLSONBURG BY -LAW # 3787 A BY-LAW TO PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2014 WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section 290, may pass a by-law levying amounts on the assessment of property in the local municipality ratable for local municipal purposes; AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality; THEREFORE the Council of the Town ofTillsonburg enacts as follows: 1. The amounts levied shall be as follows: A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. B. The percentage under paragraph "A" may be different for different property classes but shall be the same for all properties in a property class. C. For the purposes of calculating the total amount of taxes for the year 2013 under paragraph "A", if any taxes for municipal and school purposes were levied on a property for only part of the year 2013 because assessment was added to the tax roll during 2013, an amount shall be added equal to the additional taxes that would have been levied on the property if the taxes for municipal and school purposes had been levied for the entire year. 2. The provisions of this by-law apply in the event that assessment is first added to the Collector's roll for the year 2014 and an interim levy shall be imposed at the prescribed percentage or 50 per cent if no percentage is prescribed, of the total tax rates levied for that class in the previous year. 3. All taxes levied under this by-law shall be payable into the hands of the Collector in accordance with the provisions of this by-law. 4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent ( 1 '!.%) of the amount in default on the first day of default and on the first day of each calendar month during which the default continues, but not after the end of 2014. 5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates: First Installment: The 211h day of February. 2014 Second Installment: The 23rd day of May, 2014 6. The Collector may mail or cause to be mailed to the address of the residence or place of business of each person taxed under this by-law, a notice specifying the amount of taxes payable. 7. The notice to be mailed under this by-law shall contain the particulars provided for in this by-law and the information required to be entered in the Collector's roll under section 343 of the Municipal Act, 2001. Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATIONS: STAFF REPORT FINANCE Information Technology Systems Sole Source Purchasing FIN 14-02 Darrell Eddington COUN CIL MEETING JANUARY 13, 2014 THAT Council receives report FIN 14-02 Information Technology Systems Sole Source Purchasing. AND THAT Council approves sole source purchasing for information technology systems with Dell Canada. EXECUTIVE SUMMARY In December 2013, the Director of Finance assumed the responsibility for Information Technology. Previously, this responsibility rested with the Director of Development and Communication Services. Earlier in 2013, the Director of Development and Communication Services approved the purchasing of Dell IT equipment through the County of Oxford. The County of Oxford advised the Director of Finance in mid December 2013 that the County's procurement process for information technology systems is sole sourced through Dell Canada and that this arrangement had been approved by County Council in 2007. In accordance with the Town's Purchasing Policy, By-Law 3765, sections 5.17 and 6.2, only Council can approve a sole source purchasing arrangement. For the following reasons, Staff recommends that Council approve such an arrangement with Dell Canada: • The Town has a shared services agreement with The County of Oxford for information technology services approved by Council at their meeting on May 13, 2013; • The County of Oxford sole sources information technology systems with Dell Canada. The County's rationale includes Dell meets their computer standard. This standard provides the ability to interchange parts, docking stations, operating systems, and software drivers, saving the County time and costs for IT support staff. IT staff have been trained and certified to perform Dell repairs and have accumulated considerable knowledge and spare parts for Dell computers. STAFF REPORT PARKS & RECREATION SERVICES DEPARTMENT Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATION: Naming of Exhibition Gallery at Museum PRS 14-01 Patricia Phelps, Curator Annandale NHS COUNCIL MEETING JANUARY 13, 2014 THAT Report PRS 14-01 -Naming of Exhibition Gallery at Museum be received for information; AND THAT the Exhibition Gallery at the Museum henceforth be named The Pratt Gallery. EXECUTIVE SUMMARY The Advisory Committee of Annandale National Historic Site has recommended that the exhibit space within the addition to Annandale NHS, known as "the changing gallery" be formally named "The Pratt Gallery" in recognition of long-time museum supporters and Tillsonburg residents Bill and Marion Pratt. Staff support this recommendation. BACKGROUND The Tillsonburg District Historical Museum was established through a Municipal By-Law in 1973. At that time Bill and Marion Pratt were key supporters in the Museum's creation. Today, the Pratts remain two of the few, if not only, charter members of the Museum who continue to play a very active volunteer role in the operations of the Museum. Over the past forty years they have supported both the original Museum and the Annandale House project with their time and financial assistance. Since their respective retirements, Bill and Marion have conservatively given over 2,000 hours per year of volunteer service, often scheduling their vacations around events at the Museum. They have also obtained the highest level within the Museum's financial donor recognition categories. Their volunteerism is unparalleled and by naming the gallery in their honour, this dedication will be permanently honoured, thus creating a legacy to which future citizens can aspire. CONSULTATION I COMMUNICATION Discussion by the Advisory Committee of Annandale National Historic Site, supported by the Museum Curator. FINANCIAL IMPACT /FUNDING SOURCE The nominal cost of signage for above the gallery entrance will be paid for within the Museum's advertising budget. 1/2 D PRS 14~01-Naming of Exhibition Gallery at Museum.docx CAO STAFF REPORT PARKS AND RECREATION SERVICES Title: CN ECOCONNEXIONS GRANT SUBMISSION Report No.: PRS 14-03 Author: KELLY J. BATT Meeting Type: COUNCIL MEETING Council/Committee JANUARY 13, 2014 Date: Attachments: • HBC Advisory Committee Resolution RECOMMENDATION THAT Council receive Report PRS 14-03 CN EcoConnexions grant submission as information; and THAT Council authorize staff to proceed with the grant application. EXECUTIVE SUMMARY At the December Heritage Beautification and Cemetery Committee meeting the idea of applying for a CN EcoConnexions grant was discussed by the Committee. During the January meeting a completed grant application was reviewed by the Committee and a resolution was completed to proceed with the grant to seek $10,000 for tree planting on Town of Tillson burg property. BACKGROUND INFORMATION An EcoConnexions grant is a program supported by Canadian National Railway with partnerships by Tree Canada and Communities in Bloom to promote beautification through landscaping and tree planting across Canada. As part of this grant application, matching funds and or in kind services must be contributed by the group completing the application. The grant was reviewed by Town staff, and by using an annual existing event (Keep Tillsonburg Beautiful) that has in-kind sponsors and several contributing partners already in place, matching funds were found to apply for a $10,000 grant. The grant application explains the past success of this annual event, partnerships that were fostered with like minded community groups as well as the benefits for the residents and the environment. 1/2 PRS 14-03-CN Ecoconnexiom Grant Report.docx CAO Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATIONS: STAFF REPORT FINANCE Debt Prepayment FIN 14-01 Darrell Eddington COUN CIL MEETING JANUARY 13, 2014 THAT Council receives report FIN 14-01 Debt Prepayment as information. EXECUTIVE SUMMARY At the December 9, 2013 Council meeting, Council enquired about whether debt prepayments were allowed with the 2013 debt placement with TD Commercial Banking. As you will note in the attached extract, there is a 10% of principal prepayment option available with no interest penalty. Any prepayment amount above 10% or any prepayment amount of all or part of the principal will attract an interest penalty. FINANCIAL IMPACT /FUNDING SOURCE N/A APPROVALS Author Name/Signature Director Name/Signature Finance Name/Signature Darrell Eddington Darrell Eddington Darrell Eddington Date: 12/13/2013 Date: 12/13/13 Date: 12/13/13 \ I Cash Management The Bank may, and the Borrower hereby authorizes the Bank to, drawdown under the Operating Loan to satisfy any obligations of the Borrower to the Bank In connection with any cash management service· provided by the Bank to the Borrower. The Bank may drawdown under the Operating Loan even if-the drawdown results hi amounts outstanding in exces.s of the Credit Limit. Notice . Prior to each drawdown and at least 10 days prior to each Rate Term Maturity, th.e Borrower will advise the ·sank of its selection of drawdown options from those made available by the Bank. The Bank will, after each drawdown, other than drawdowns by way· of BA, LIBOR Loan or under the operating loan, send a Rate and Payment Terms Notice to the Borrower . . 4. PREPAYMENT Fixed Rate Term Loans 10% Prepayment Option Chosen. (a} Once, each calendar year, ("Year''), the Borrower may, provided that an .Everit of Default has not occurred, prepay in one lump sum, an amount of principal outstanding under a Flxed'Rate Term Loan not excee,ding 10% of the original amount of the Fixed Rate Term Loan, upon payment of all interest accrued to the date ef prepayment without paying any prepayment charge. If the prepayment privilege is not used In one Year, It cannot be carried forward and used In a later Year. (b) Provided that an Event of Default has notoccurred, ~the Borrower may prepay more than 10% of the original amount of a Fixed Rate Term Loan in ~my Year, upon payment of all interest accrued to the date of prepayment and an amount equal to the greater of: i} three months' inte~est on the arnount of the p~epayment (the arnount of prepayment is the amount of prepayment exceeding the 1 O~o limit described in Section 4(a)) using the Interest rate applicable to the Fixed Rate Term Loan ·being prepaid; and ii) the Interest R,ate Differential, being the amount by which: a. the total amount of Interest on the amount of the prepayment (the amount of prepayment Is the amount of prepayment exceeding the 10% limit described In Section 4(a}) using the Interest rate applicable to the FiXed Rate Term Loan being prepaid calculated for the period of time from the prepayment date until the Rate Term Maturity Date for the Fixed Rate Term Loari being prepaid (the HRemainlng Term"), exceeds b. the total amount of interest.on the amount of the prepayment (the amount of prepayment is the amount of prepayment exceedl.ng the 1 0% limit described in Section 4(a)) using the Interest rate applicable to a fixed rate t~rm loan that the Bank would make to a borrower for a comparable facility on the prepayment date, calculated for the Remalni11g Term. 10% Prepayment Option Not Chosen. STAFF REPORT PARKS & RECREATION SERVICES DEPARTMENT Report Title: Report No.: Author: Meeting Type: Council Date: Attachments: RECOMMENDATION: Current Long-term Debt for Trails Infrastructure PRS 14-02 Rick Cox, Director of Parks &Recreation COUNCIL MEETING JANUARY 13, 2014 THAT Repoit PRS 14-02 -Current Long-term Debt for Trails Infrastructure be received for information. EXECUTIVE SUMMARY At the budget meeting of Dec. 11, 2013, Council requested additional information about the long-term debt the Town holds with respect to trails infrastructure. BACKGROUND There are three long-term debt instruments that include financing for trails infrastructure. At the time of the inquiry, the Director mistakenly informed Council that one of the instruments was related to acquisition of railway right-of-way lands in Bayham Township, this is not the case. The specific debt instruments reflected in payments budgeted in the Trails section of the Town's budget are: 1. In 2005, Council approved By-law 3184 to finance $421,200 through debt. Included in that debt instrument was $28,000 for "public golf course lands" at a contracted interest rate of 4.680%. At the end of 2014 the residual principal will be $13,571. 2. Also in 2005, Council approved By-law 3179 to finance $1,770,000 through debt. Included in that debt instrument was $450,000 for "acquisition of land for public golf course and/or public park with trails" at a contracted interest rate of 5.040%. At the end of 2014 the residual principal will be $297,006. 3. In 2008, Council approved Bylaw 3347 to finance $1,834,284 through debt. Included in that debt instrument was $611,324 for "Trail development costs and capping of abandoned oil wells on land acquired for public golf course and trails" at a contracted interest rate of 5.300%. At the end of 2014 the residual principal will be $499,248. CONSULTATION/COMMUNICATION N/A PRS l4w02-Current Long-term Debt for Trails Infrastructure.docx 1/2 D CAO THE CORPORATION OF THE TOWN OF TILlSONBURG BY-LAW NUMBER 3786 A BY-LAW to regulate election signs in the Town ofTillsonburg. WHEREAS Section 11(3) of the Municipal Act, 2001, as amended, permits municipalities to pass by-laws respecting structures, including fences and signs. AND WHEREAS it is deemed advisable to have an Election Sign By-law for the Town ofTillsonburg in order to ensure public safety on our roads and highways during an election process. NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSON BURG ENACTS AS FOLLOWS: DEFINmONS: 1. In this by-law, "campaign sign" (Election Sign) means any sign or other advertising device, including, without limitation, posters, placards, bulletins, banners, notices, pictures or any combination thereof; (a) which advertises or promotes a Candidate in a federal, provincial or municipal election or by- election including an election of a local board or commissions; (b) which uses words, pictures or graphics or any combination thereof intended to influence persons to vote for or against any question or by-law submitted to electors under section 8 of the Municipal Elections Act, 1996; "candidate" shall have the same meaning as in the Canada Elections Act, the Election Act (Ontario), or the Municipal Elections Act, 1996, as applicable, and shall be deemed to include a person seeking to influence another person to vote for or against any question or by-law submitted to the electors under section 8 of the Municipal Elections Act, 1996; "Clerk" means the Clerk of the Municipality; "Highway" shall have the same meaning as the Highway Traffic Act, RSO 1990, c.H.8, as amended, and shall include a common and public highway, street, parkway, driveway, square, place, bridge, viaduct, or trestle, any part of which is intended for, or used by the general public for the passage of vehicles and includes the area between the lateral property lines thereof; "Municipal Law Enforcement Officer" shall mean a person appointed by the Council of the Corporation of the Town ofTillsonburg for the purposes of enforcing Town by-laws and for the purposes of this by-law shall include the Ontario Provincial Police; "Parkway Strip" means the portion of a Highway between the sidewalk and the roadway where the Highway includes a sidewalk and a roadway. "Polling Place" means the physical building which will house the voting ballots, booths and boxes. "Public Property" means property owned by or under the control of the Town ofTillsonburg or any of its agencies, boards or commissions, including public highways, and shall be deemed to include Public Utility Poles; "Public Utility Pole" means a pole owned or controlled by an entity which provides a municipal or public utility service, including the Town, Bell Canada, Hydro and any subsidiaries thereof; "Road Allowance" means the property owned by the municipality and may include the portion covered by asphalt, curbing, grass and concrete and includes the traveled road, the boulevard and the sidewalk. ELECTION SIGNS ON PUBLIC PROPERTY 4. Election Signs are permitted on Highways but not on or within any Public Property other than Highways. 5. Election Signs shall not be located, erected or displayed: (a) On any centre median, centre boulevard or traffic island; (b) In any park or other open space owned, operated or controlled by the Town or on the adjacent Highway; (c) On any building or structure owned or operated by the Town; (d) So as to obstruct, impair, impede or hinder the movement of vehicular or pedestrian traffic, or the visibility of railway crossings, warning devices and traffic signs or signals; or (e) On a sidewalk. 6. Election Signs may be erected or displayed on Highways, provided that they are: (a) No larger than 2.0 square metres (21.53 square feet) (for example, 5 feet by 4 feet or 6 feet by 3.5 feet); (b) No higher than 2 metres (6.56 feet) above ground level; (c) Located a minimum of 1 metre (3.28 feet) from the outer edge of a sidewalk; (d) Not located within any parkway strip; (e) Located a minimum of 1 metre (3.28 feet) from the outer edge of a curb or shoulder, where there is no sidewalk; (f) Not placed in a sight triangle; (g) Not erected or installed so as to create an unsafe obstruction or visual impairment for pedestrian or vehicular traffic; (h) Not erected or installed on any utility box, planter, bench railing, retaining wall, bridge, overpass, noise attenuation wall, light standard, waste receptacle, newspaper box, mail box, or similar object or structure which has been placed on any Highway; or (i) Not erected or installed on any post, pole or support already containing an official or authorized sign erected by the Town, The County of Oxford, a Conservation Authority, or the Province of Ontario. 7. Election Signs may only be placed on a Highway adjacent to a residential property with the consent of the owner or occupant of the adjacent residential property. ELECTION SIGNS ON PRIVATE PROPERTY 8. Election Signs are permitted on private property: (a) Only with the consent of the owner or occupant of the property; (b) Provided that the Election Sign does not interfere with the safe operation of vehicular traffic or impair the safety of pedestrians; and 3 REPEAL 21. THAT By-Law No. 3206 is hereby repealed in its entirety. EFFECTIVE DATE 22. THAT this By-Law shall take effect on the date of its final passage by the Town's Council. READ A FIST AND SECOND TIME THIS 13th DAY OF JANUARY, 2014. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF JANUARY, 2014 Mayor-John Less if Town Clerk-Donna Wilson 5 THE CORPORATION OFTHETOWN OFTIUSONBURG BY-LAW NUMBER 3790 A BY-LAW to Authorize a Lease Expansion and Amending Agreement Between the Corporation ofthe Town of Tillson burg and RMM Tillsonburg Centre Property Inc. WHEREAS the Corporation of the Town ofTillsonburg deems it necessary and expedient to enter into a lease expansion and amending agreement with RMM Tillsonburg Centre Property Inc., for the Town office located at 200 Broadway; THEREFORE the Council of the Town ofTillsonburg enacts as follows: 1. THAT the Agreement attached hereto as Schedule "A" forms part of this by-law; 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 ofTillsonburg. This by-law shall come into force and take effect immediately after the final passing hereof. READ A FIRST AND SECOND TIME THIS 13th DAY OF JANUARY 2014. READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF JANUARY, 2014. MAYOR -John Lessif CLERK-Donna Wilson LEASE EXPANSION AND AMENDING AGREEMENT Made as of the 3"' day of December, 2013. IN PURSUANCE OF THE SHORT FORM OF LEASES ACT. BETWEEN: RMM TILLSONBURG CENTRE PROPERTY INC. (hereinafter called the "Landlord") OF THE FIRST PART -and- THE CORPORATION OF THE TOWN OF Tll..LSONBURG (hereinafter called the "Tenant") OF THE SECOND PART WHEREAS by lease (the "Original Lease") made as of the 27th day of April, 1981 between Sifton Properties Limited (the "Original Landlord') and the Tenant, the Original Landlord did demise and lease to the Tenant certain premises containing an area of approximately Six Thousand, Seven Hundred and Ninety (6,790) square feet (the "Existing Premises"), in Tillsonburg Town Centre, in the Town ofTillsonburg, in the Province of Ontario, all as more particularly described in the Original Lease (the "Shopping Centre"); AND WHEREAS by Amending Agreement, Aclmowledgement and Confirmation dated the 91h day of November, 1994, the parties therein agreed to amend the Original Lease, as more particularly set out therein; AND WHEREAS by Extension Letter Agreement dated the 21" day of June, 2010, the parties therein agreed to extend the term of the Original Lease to expire on the 1st day of October, 2015 (the "First Extended Term"), as more particularly set out therein; AND WHEREAS the Original Landlord transferred its interest in the Shopping Centre and in the Original Lease to the Landlord, the present registered owner of the Shopping Centre and the Landlord pursuant to the Original Lease; AND WHEREAS the Original Lease, as amended and extended, as hereinbefore set out, is hereinafter referred to as the "Lease"; AND WHEREAS the Landlord and the Tenant have agreed to expand the Existing Premises to include certain premises !mown as Unit No. 2208, which is adjacent to the Existing Premises, containing approximately Two Thousand and Twenty Three (2,023) square feet, more or less, as shown outlined in red on Schedule "A" attached hereto, (the "Expansion Premises") which Expansion Premises, together with the Existing Premises, are shown outlined in blue on Schedule "A" attached hereto; AND WHEREAS the Existing Premises and Expansion Premises as hereinbefore set out, are hereinafter referred to as the "Leased Premises", containing an area of approximately Eight Thousand, Eight Hundred and Thirteen (8,813) square feet; AND WHEREAS the term of the Lease is to be fully ended and completed on the 1" day of October, 2015 (the "Term''); AND WHEREAS the parties have agreed to amend the Lease to accommodate the Expansion Premises and to extend the Term of the Lease, as set out hereinbelow; 2. Section 3.01 of the Lease is hereby amended by adding the following to the end thereof: "MINIMUM RENTAL RATES YlELDING AND PAYING therefore unto the Landlord its successors and assigns: Existing Premises (approximately 6.790 sq. ft.): Lease Year January I, 2014-October I, 2015 October 2, 2015-December 31,2018 Rate Per Square Foot Per Armum in accordance with Section 5 of the Extension Letter dated June 21,2010 the amount of Minimum Rent paid by Tenant in the month of September 20 15 Expansion Premises (approximately 2,023 sq. ft.): Lease Year January I, 2014-December 31,2015 January I, 2016-December 31-2018 Rate Per Square Foot Per Annum $8.00 $8.50 The Landlord acknowledges that for the Existing Premises, for the period of October 2, 2015 to December 2018 CPI shall no longer apply." 3. The Tenant acknowledges and agrees that it has no further or other right of extension or renewal beyond December 31,2018. 4. The Tenant acknowledges, covenants and agrees that (a) the Landlord named in this Lease is a nominee on behalf ofRetrocom Real Estate Investment Trust (the "Trust'); and (b) the obligations being created by this Lease and any liabilities arising in any manner whatsoever out of or in connection with this Lease are not personally binding upon, and that resort shall not be had to, nor shall recourse or satisfaction be sought from, the private property of any of; (i) the unitholders of the Trust; (ii) annuitants under a plan of which a unitholder of the Trust acts as trustee or carrier; and (iii) the officers, trustees, employees or agents of the Trust. 5. The Tenant agrees that the Landlord will not be required to perform any work on the Leased Premises save and except as set out in Section I. ofSchedu1e ''B", and subject to the work described in Schedule "B" attached hereto, will not be obligated to provide or allow the Tenant any inducements, allowances, fixturing, rent free or rent reduced periods or any other inducement(s) or concession(s) whatsoever, all of which shall not be applicable nor shall the Tenant have any right or claim thereto. 6. The parties hereto acknowledge and agree that the Tenant shall maintain, repair and replace, as required, the H.V.A.C. unit serving the Existing Premises. The Landlord shall install a new H.V.A.C. unit, at its sole cost and expense, to serve the Expansion Premises. During the Term of the Expansion Premises, the Tenant shall maintain, repair and replace such newly installed H.V.A.C. unit. 7. As of the Effective Date, the Lease is hereby varied and amended so as to comply with the intention of this Agreement, provided that in all other respects, the Lease is to remain in full force and effect and is hereby ratified and confirmed. 8. As of the Effective Date, this Agreement and everything herein contained shall enure to the benefit of the parties hereto, their respective successors and permitted assigns and shall be binding on the parties hereto, their respective successors and permitted assigns. 9. This Agreement may be executed in any number of counterparts. A party may send a copy of its executed counterpart to each other party by facsimile transmission instead of delivering a signed original of that counterpart. Each executed counterpart (including each copy sent by facsimile transmission) shall be deemed to be an original. All executed counterparts taken together shall constitute one agreement. Site Plan l WtiS(lNST I Work will be performed by the Landlord at the Tenant's cost, plus an administrative fee of twenty percent (20%). The cost of such Extra Work shall be payable on demand and shall constitute Additional Rent. THE TOWN OF TILLSONBURG BY-LAW 3787 A BY -LAW TO PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2014 WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section 290, may pass a by-law levying amounts on the assessment of property in the local municipality ratable for local municipal purposes; AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality; THEREFORE the Council of the Town ofTillsonburg enacts as follows: 1. The amounts levied shall be as follows: A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. B. The percentage under paragraph ''A" may be different for different property classes but shall be the same for all properties in a property class. C. For the purposes of calculating the total amount of taxes for the year 2013 under paragraph "A", if any taxes for municipal and school purposes were levied on a property for only part of the year 2013 because assessment was added to the tax roll during 2013, an amount shall be added equal to the additional taxes that would have been levied on the property ifthe taxes for municipal and school purposes had been levied for the entire year. 2. The provisions of this by-law apply in the event that assessment is first added to the Collector's roll for the year 2014 and an interim levy shall be imposed at the prescribed percentage or 50 per cent if no percentage is prescribed, of the total tax rates levied for that class in the previous year. 3. All taxes levied under this by-law shall be payable into the hands of the Collector in accordance with the provisions of this by-law. 4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent (I Y.%) of the amount in default on the first day of default and on the first day of each calendar month during which the default continues, but not after the end of 2014. 5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates: First Installment: The 211h day ofFebruarv, 2014 Second Installment: The 23rd day of May, 2014 6. The Collector may mail or cause to be mailed to the address of the residence or place of business of each person taxed under this by-law, a notice specifYing the amount of taxes payable. 7. The notice to be mailed under this by-law shall contain the particulars provided for in this by-law and the information required to be entered in the Collector's roll under section 343 of the Municipal Act, 2001. THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 3788 A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillson burg, enacts as follows: 1. That Section 4.0 to By-Law Number 3295, as amended, is hereby amended by adding the following definitions after the definition of "Medical Centre" as contained therein: "METHADONE CLINIC" means a building, or part of a building, which is used principally for the prescribing and/or dispensing of methadone and may include the provision of counselling and other support services, but shall not include a Public Hospital. "METHADONE DISPENSARY" means a business that sells or fills methadone prescriptions for customers as the primary activity of the business but excludes such business, pharmacy or dispensary that is accessory and ancillary to a Public Hospital. 2. That Section 4.0 to By-Law Number 3295, as amended, is hereby amended by removing the definition of "Medical Centre" as contained therein and replacing it with the following definition: "MEDICAL CENTRE" means a building, or part thereof, other than a hospital, used solely for the purpose of consultation, diagnosis, and treatment of human patients by one or more legally qualified physicians, dentists, optometrists, chiropodists, osteopaths, chiropractors, or drugless practitioners, together with their qualified assistants, and without limiting the generality of the foregoing, the building made include administrative offices, waiting rooms, treatment rooms, laboratories, pharmacies, and dispensaries accessory to and directly associated with the centre and shall not include accommodation for in-patient care or rooms for major surgery. The area for the accessory sale and display of drugs, supplements and other medical related products shall not exceed 55 m2 (592 W). A medical centre shall not include a Methadone Clinic or Methadone Dispensary. THE CORPORATION OF THE TOWN OF TILLSON BURG BY-LAW NUMBER 3789 BEING A BY-LAW to confirm the proceedings of Council at its meeting held on the 1ih day of January, 2014. 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 Tillson burg at this meeting be confirmed and adopted by by-law; NOW THEREFORE THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE TOWN OF TILLSON BURG ENACTS AS FOLLOWS: 1. All actions of the Council of The Corporation of the Town of Tillson burg at its special meeting and regular meeting held on January 13, 2014, with respect to every report, motion, by-law, or other action passed and taken by the Council, including the exercise of natural person powers, are hereby adopted, ratified and confirmed as if all such proceedings were expressly embodied in this or a separate by-law. 2. The Mayor and Clerk are authorized and directed to do all the things necessary to give effect to the action of the Council of The Corporation of the Town of Tillsonburg referred to in the preceding section. 3. The Mayor and the Clerk are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of The Corporation of the Town of Tillsonburg. 4. This by-law shall come into full force and effect on the day of passing. READ A FIRST AND SECOND TIME THIS 1ih DAY OF JANUARY, 2014. READ A THIRD AND FINAL TIME AND PASSED THIS 131h DAY OF JANUARY, 2014. MAYOR -John Lessif TOWN CLERK-Donna Wilson THE CORPORATION OF THE TOWN OF TILLSONBURG BY -LAW NO. 3726 A BY-LAW to authorize a special municipal levy on certain lands within the Business Improvement Area (BIA) for the construction and maintenance of municipal parking lots within the BIA area. WHEREAS Section 312 (4) of the Municipal Act, 2001, provides that the Council of a local municipality shall, after the adoption of estimates for the year, pass a by-law to levy a separate tax rate on part of the assessment for local municipality purposes; WHEREAS it is deemed necessary and expedient to levy a special charge for the maintenance of municipal parking lots within the downtown core and more specifically named the Business Improvement Area (BIA). Now therefore the Council of The Corporation of the Town ofTillsonburg enacts as follows: 1. That each year a special local municipal levy shall be charged against all property classes within the Business Improvement Area sufficient to pay the estimated costs each year of maintaining all municipal parking lots within the defined area, as set out in Schedule A attached hereto. Such levy shall be in proportion that the assessment of each parcel bears to the total ratable assessment of parcels in the defined area. Such levy shall be set out in the annual by-law to set tax rates for the municipality. 2. Notwithstanding Clause 1 of this By-Law, any property within the designated area that complies with the parking requirement contained in the current Town of Tillsonburg Zoning By-Law 3295, Section 5.24 Parking Provisions may be exempt from this special local municipal levy. That property owners, within the Business Improvement Area, may apply for an exemption by completing the form attached hereto as schedule B. That all such exemptions shall be processed in the year in which they are applied, however the tax exemption shall become effective when the annual by-law to set tax rates for the municipality has been passed. 3. That all provisions of the annual By-Law, 'To Provide for the Adoption of Budgetary Estimates, Tax Rates and to Further Provide for Penalty and Interest in Default of Payment Thereof shall apply as set out therein. 4. That By-Law 2835 passed by the Council of the Corporation of the Town of Tillsonburg on April 141h, 1998 shall be hereby repealed. This by-law shall come into effect on the date of the fmal passing thereof. READ A FIRST AND SECOND TIME THIS 12tb DAY OF June, 2013. READ A THIRD AND FINAL TIME AND PASSED THIS 13tb DAY OF January, 2014. Mayor-John Lessif Town Clerk-Donna Wilson - By-law 3726 Schedule 'B' .Ill!!! r7i~onbur0 Please submit this request by S; mall or email to: o.;k-etokiil~~ TIIIsonburg Corporate Office - Attn: Deputy Clerk 200 Broadway, Suite 204 REQUEST FOR RELIEF FROM BY-LAW TIIIsonburg, ON N4G SA7 Civic Address of Subject Property: Property Zoned: Legal Description, Roll # if available: Name of Applicant: Date of Request: Mailing address of Applicant: Email address of Applicant D Request for Exemption from current By-Law, to authorize a special municipal levy for construction and maintenance of municipal parking lots within the BIA area. Brief Description of reason for exemption: FQ[ gffiC!: yse onl~ Chief Building Official Development Planner Review completed by: Review completed by: Date: Date: Based on the review, the recommendation is to: Based on the review, the recommendation is to: DApprove DApprove DDeny DDeny Comments: Comments: Signature: Signature: Council Meeting Date: Request Approved D Request Denied D . Your request will be reviewed and if determined that your property qualifies for an exemption you will be notified, by mail or email, within 10 business days of the Town receiving this form. . All exemptions will be brought to Council, the meeting date will be provided to applicants once known • . This farm shall be circulated to the Chief Building Official, County Development Planner, Clerk, and Revenue Manager . - COUNCIL RESOLUTION AGENDA ITEM NO.: __ _ Date: January 13, 2014 RESOLUTION NO.: 1 MOVED BY: THAT the Agenda as prepared for the Council Meeting of January 13, 2014, be adopted. ~rried D Recorded Vote D Defeated D Deferred D Tabled *--Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: __ _ Date: January 13, 2014 RESOLUTION NO.: 2 MOVED BY: THAT Council move into Closed Session, to consider: Matters relating to a proposed or pending acquisition or disposition of land by the municipality or local board (Airport Land Lease}. ~arried D Recorded Vote D Defeated D Deferred D Tabled +Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: __ _ Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT the Minutes of the Council Meeting of December 9, 2013 and December 11, 2013, be approved . ,/ 0 Carried D Recorded Vote D Defeated D Deferred D Tabled ¥ayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: --1-Date: January 13, 2014 RESOLUTIO MOVED BY: -. SECONDEDBY: ~~~~~~~--------- y Report from Deloitte; AND THAT Staff provide a report with recommendations at a future Council Meeting. D Carried Recorded Vote D Defeated D Deferred D Tabled ¥Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: ----'5=-----4/v Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT the Town ofTillsonburg Committee of Adjustment approve Application File A 06/13, submitted by Roland Phipps for lands described as Part Lot 1617, 500 in the Town of Tillsonburg as it relates to: 1. Relief from Section 17.2-General Industrial Zone Provisions {MG)-Required Rear Yard Depth, to reduce the required rear yard depth from 7.5 m {24.6 ft) to 3.05 m {10ft) to facilitate the construction of a detached accessory building on the subject lands, subject to the following conditions: i) A lot grading plan be provided to the satisfaction of the Town Engineering Department. ii) A building permit for the proposed accessory building shall be issued within one year of the date of the Committee's decision. ~ried D Recorded Vote D Defeated D Deferred D Tabled *Mayor's Initials AGENDA ITEM NO.: RESOLUTION NO.: MOVED BY: (;J ). COUNCIL RESOLUTION Date: January 13, 2014 THAT Council receive Report DCS 14-01 Airport Financial Sustainability Plan as information ~ed D Recorded Vote D Defeated D Deferred D Tabled ~ayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 11 Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT Council receive Report DCS 14-03 Draft Sign By-Law-Consultation for information. c{carried D Recorded Vote D Defeated D Deferred Tabled D (lU~ V -'"Z/' Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 12 Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT Council receives Report CL 14-01, BIA Parking Levy Exemption By-law Update; AND THAT the by-law to establish a special charge to be levied on certain lands for the maintenance of municipal parking lots, be brought forward for council consideration for third reading. ~ried D Recorded Vote D Defeated D Deferred D Tabled ~ayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 13 Date: January 13, 2014 MOVED BY: THAT Council receives Report CL 14-02, 2014 Municipal Election-Use of Corporate Resources for Election Purposes, as information. ~ed D Recorded Vote D Defeated D Deferred D Tabled ~Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO .: 14 Date: January 13, 2014 RESOLUTION NO.: 9 n MOVEDBY: ~~ SECONDED BY:W:::~===::::::::::=====----- THAT Council receive Report CL 14-03, Election Sign By-Law; AND THAT By~Law 3786, To Regulate Elections Signs, be brought forward for Council consideration. D Recorded Vote D Defeated D Deferred D Tabled *Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 15 Date: January 13, 2014 RESOLUTION NO.: 10 MOVED BY: THAT Council receive Report CL 14-05, Multi-Year Accessibility Plan; AND THAT Council adopt the Multi-Year Accessibility Plan. / ~Carried D Recorded Vote D Defeated D Deferred D Tabled ~Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 16 Date: January 13, 2014 RESOLUTION NO.: 11 MOVED BY: THAT Council receives report FIN 14-03 Interim Tax Levy By-Law 3787. AND THAT By-Law 3787 be brought forward for Council consideration. ~ried D Recorded Vote D Defeated D Deferred D Tabled -V-or's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 17 Date: January 13, 2014 RESOLUTION NO.: MOVED BY: AND THAT Council approves sole source purchasing for information technology systems with Dell Canada. ~arried D Recorded Vote D Defeated D Deferred D Tabled ~-Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 18 Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT Report PRS 14-01-Naming of Exhibition Gallery at Museum be received for information; AND THAT the Exhibition Gallery at the Museum henceforth be named The Pratt Gallery. I ~Carried D Recorded Vote D Defeated D Deferred D Tabled ----91.L.. Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 19 Date: January 13, 2014 :~:~~T~~N NOi ,~~ SECONDEDBY: ---~----~~------------ THAT Council receive Report PRS 14-03 CN EcoConnexions grant submission as information; AND THAT Council authorize staff to proceed with the grant application. ricarried D Recorded Vote D Defeated D Deferred D Tabled ~Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 21 Date: January 13, 2014 RESOLUTION NO.: MOVED BY: THAT Council receives report FIN 14-01, Debt Prepayment and report PRS 14-02, Current Long- term Debt for Trails Infrastructure as information. c{carried D Recorded Vote D Defeated D Deferred D Tabled ~Mayor's Initials COUNCIL RESOLUTION AGENDA ITEM NO.: 22 RESOLUTION NO.: MOVED BY: THAT By-Law 3786, To Regulate Election Signs; By Law 3787, Interim Tax Levy, Date: January 13, 2014 By-Law 3788, A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-13-06- Methadone); By-Law 3790, To Authorize a Lease Expansion and Amending Agreement Between the Corporation of the Town of Tillsonburg and RMM Tillson burg Centre Property Inc., and By-Law 3789, To Confirm the Proceedings of Council at its Meeting Held on the 13th day of January, 2014 be read for a first and second time and this constitutes the first and second reading thereof. D Carried Recorded Vote D Defeated D Deferred D Tabled COUNCIL RESOLUTION AGENDA ITEM NO.: 22 Date: January 13, 2014 RESOLUTION NO.: 17 MOVED BY: THAT By-Law 3786, To Regulate Election Signs, By-Law 3726, To Authorize a Special Municipal Levy on certain lands within the Business Improvement Area (BIA); By Law 3787, Interim Tax Levy; By-Law 3788, A By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-13-06- Methadone); By-Law 3790, To Authorize a Lease Expansion and Amending Agreement Between the Corporation of the Town of Tillson burg and RMM Tillsonburg Centre Property Inc., and By-Law 3789, To Confirm the Proceedings of Council at its Meeting Held on the 13th day of January, 2014 be given third and final reading and the Mayor and Clerk be and are hereby authorized to sign the same, and place the Corporate Seal thereunto. ~ried D Recorded Vote D Defeated D Deferred D Tabled ~Mayor's Initials FA~ADE IMPROVEMENT GRANT ALLOCATION 22 Oxford Street Kim Rasokas SIGN TOTAL GRANT TOTAL COMMITTED BY COMMITTEE TO TOTAL File No. A-06/13 TOWN OF TILLSONBURG COMMITTEE OF ADJUSTMENT DECISION OF COMMITTEE Page 1 of2 WE, the undersigned members of the Town ofTillsonburg Committee of Adjustment, do hereby attest that the following was the decision reached by us at the meeting held on Monday January 13, 2014. OWNERS: Roland Phipps 94 Vienna Road Tillsonburg ON, N4G 3C8 LOCATION: APPLICANT/AGENT: PT LOT 1617 PL 500 PART 2 RP 41R1322 municipally known as 94 Vienna Road, Town of Tillsonburg, County of Oxford. PURPOSE OF APPLICATION: An application has been received to permit the construction of a detached garage requiring relief from section 17.2 (rear yard zone provision for MG General Industrial Zone) from 7.5 meters to 3.05 meters. The proposed location of the garage is required in order to maintain an appropriate distance from the weeping bed. DECISION: APPROVED That the Town of Tillsonburg Committee of Adjustment approve Application File A 06/13, submitted by Roland Phipps for lands described as Part Lot 1617, 500 in the Town ofTillsonburg as it relates to: 1. Relief from Section 17.2-General Industrial Zone Provisions (MG)-Required Rear Yard Depth, to reduce the required rear yard depth from 7.5 m (24.6 ft) to 3.05 m (10ft) to facilitate the construction of a detached accessory building on the subject lands, subject to the following conditions: i) A lot grading plan be provided to the satisfaction of the Town Engineering Department. ii) A building permit for the proposed accessory building shall be issued within one year of the date of the Committee's decision. Members concurring in above rur .-·~ -----········ / .. ·" f 7 ~?______.-- c:sn•:~ David Beres Marty Klein Chris Rosehart Page 2 of2 CERTIFICATION I, DONNA WILSON Secretary-Treasurer of the Committee of Adjustment, hereby certify this to be a true copy of the Decision of the Tillsonburg Committee of Adjustment and this Decision was concurred in by a majority of the Members who heard the Application. DATED this 13th day ofJanuary, 2014. '~a==- Donna Wilson, Secretary-Treasurer NOTE: The last day to submit an Appeal of the above Decision to the Secretary-Treasurer of the Committee of Adjustment, including the required $125.00 fee, payable to the Treasurer of Ontario is: 3rd day of February, 2013 REASONS FOR APPROVAL OF VARIANCE: 1. The variance requested is a minor variance from the provisions of the Town of Tillsonburg Zoning By-Law No. 3295. 2. The variance requested is desirable for the appropriate development or use ofthe land, building or structure. 3. The variance requested is in keeping with the general intent and purpose of the Oxford County Official Plan. 4. The variance requested is in keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-Law No. 3295. DATED this 13th day of January, 2013. ~~----=-c::::::: Donna Wilson Secretary-Treasurer Propose I Moved By : Frangois St-Amour Date: 27 novembre I November 27, 2013 Appuye I Seconded by : Marcel Guibord Numero I Number 2013/208 RE: Modification de Ia legislation portant sur !'extraction de Ia tourbe Amendment to the legislation regarding peat-moss extraction A TTENDU que Ia Lei sur les ressources en agregats WHEREAS the Aggregate Resources Act controls surveille et reglemente !'exploitation des agregats sur and regulates aggregate operations on Crown les terres de Ia Couronne et les terrains prives; and private lands; ET ATTENDU que Ia loi exige que les titulaires de AND WHEREAS the Act provides that every permis ou de licence d'extraction en agregats versent licensee or holder of an aggregate permit shall des droits annuels aux municipalites locales; pay an annual fee to local municipalities; ET ATTENDU que les extracteurs de tourbe ne sont I AND WHEREAS peat-moss extractors are not pas assujettis a des droits annuels; subjected to annual fees; ET ATTENDU que dans Ia loi, Ia definition du mot I AND WHEREAS in the Act, the word "earth" does «terre» exclut le sol arable et Ia tourbe; not include topsoil and peat moss; ET A TTENDU que les municipalites doivent assurer Ia protection du reseau routier mais Ia circulation des camions lourds transportant de Ia tourbe contribue a Ia degradation des routes; QU'IL SOIT RESOLU que le Conseil petitionne le ministere des Richesses naturelles de modifier Ia Lei sur les ressources en agregats pour assurer que les operateurs d'extraction de Ia tourbe scient assujettis aux memes exigences que les exploitants d'agregats. Adoptee AND WHEREAS municipalities must ensure the protection of the road network as heavy trucks carrying peat moss contribute to the deterioration of roads and infrastructures; BE IT RESOLVED that Council petition the Ministry of Natural Resources to amend the Aggregate Resources Act to ensure that peat- moss extractors are subject to the same criteria as other aggregate extractors. Carried COPIE CERTIFIEE CONFORMEI CERTIFIED TRUE COPY Je, Andree Latreille, greffiere adjointe de Ia Corporation des Comtes unis de Prescott et Russell, atteste que Ia presente est une copie certifiee de Ia resolution adoptee par le Conseil le 27e jour du mois de novembre 2013. I I, Andree Latreille, Deputy Clerk of the United Counties of Prescott and Russell hereby certify that the foregoing is a true copy of a Resolution adopted by County Council on the 27th day of November, 2013. {La-rudu-- Andree Latreille, Greffiere adjointe L'Orignal, December 10, 2013 The Honorable David Orazietti Minister of Natural Resources Suite 6630, 6th Floor, Whitney Block 99 Wellesley Street West Toronto, Ontario M7A 1W3 Pre~ Bureau du president Warden's Office Re: Amendment to the Aggregate Resources Act for peat moss extraction Dear Minister, The Council of the United Counties of Prescott and Russell, at its meeting of November 27, 2013, discussed a proposal from one of its local municipalities regarding an amendment to the Aggregate Resources Act for the extraction of peat moss-a resource that is significant and abundant in our region, but of which its extractors are not subject to annual fees. Given that heavy trucks carrying this peat moss contribute to the deterioration of our roads and infrastructures, and that the Act provides that every licensee or holder of an aggregate permit shall pay an annual fee to municipalities-which in turn must ensure the protection of the road network-our Council subsequently adopted a resolution requesting the Ministry of Natural Resources to amend the Aggregate Resources Act to ensure that peat-moss extractors are subject to the same criteria as other aggregate extractors. I am pleased to enclose a certified true copy of our Resolution 2013/208 for your consideration, in hoping the Ministry of Natural Resources may be of further assistance in this file and consider this amendment to the Aggregate Resources Act. Your opinion on the matter would also be greatly appreciated, as our Council believes this to be an issue facing many municipalities across the province. Please accept, Minister, my sincere regards, (] ·~ ene P. Berthiaume, Warden United Counties of Prescott and Russell 59, rue Court St., C.P./P.O. Box 304, L'Orignal ON KOB 1 KO ·Tel.: 613 675-4661 · 1 800 667-6307 ·Fax: 613 675-4933 www.prescott-ru~sel!.on.ca !fi,-~~ ZUf?~bnd~ THE CORPORATION OF THE TOWN OF PARRY SOUND RESOLUTION IN COUNCIL DIVISION LIST Councillor P. BORNEMAN Councillor B. HORNE Councillor B. KEITH Councillor D. McCAULEY Councillor K. SAULNIER Councillor D. WILLIAMS Mayor J. McGARVEY NO. 2013 -234 YES NO DATE: December 3. 2013 MOVED BY: ?~~- SECONDED BY: "'~c--~ c ( ~ ..---~-~---~ \} CARRIED: ,X DEFEATED: __ Pos~onedto: ______________ __ =================================================================== Whereas a 10% increase in 2014 OPP costs would result in an additional cost of $230,915 and a 2.8% increase in the Town's tax levy, and, Whereas the average OPP cost per household (HH) is approximately $330 and the Town's 2012 cost /HH was $667/HH and, Whereas the Town's 2015 projected OPP costs would be reduced by nearly $1,500,000 under the proposed billing model indicating that the Town, under the stated principles of fairness and transparency has been overpaying OPP costs of multiples of $millions over past years, and Now Therefore Be It Resolved That the Ministry of Community Safety and Correctional Services and the Ontario Provincial Police be strongly encouraged to adhere to the principles outlined at the community engagement sessions and implement the new OPP Municipal Policing Billing Model as presented at the regional engagement sessions; and That the Ministry of Municipal Affairs be requested to not reduce the OMF funding for hub communities until the OPP Policing Billing Model is finalized. Sociiti AlzheimerSocietv SUD 8 U RY-MAN IT 0 U L l N .,/ Dear Honourable Mayor and Members of Council, In Ontario today, 200,000 Ontarians over the age of 65 are living with some form of dementia, with Alzheimer's disease being the most prevalent. That is 1 in 10 seniors. The current health care costs associated with this disease are over $33billion annually and this amount is expected to reach $293 billion by 2040. The Alzheimer Societies across Ontario are calling on the Ontario Government to show commitment to reducing the challenges in the 2014 Budget with these 3 movements: 1. Make dementia clients and their families the priority in the next round of community funding through explicit policies for the provision of dementia care in the community. 2. Establish a fair and standardized wait time for long term care so that persons with dementia have equal access and Ontarians do not wait longer in some parts of the province. 3· Provide for more staff in long term care with specific skills to support persons with dementia-Use Behavioural Supports Ontario as the model. We are aware of the financial situation the province is in. We are not asking for new money, but targeted investment of already committed dollars. The 2013 budget called for a 5% increase in home and community care funding-with the growing number of people with dementia at home, in the community and in long term care, there needs to be a targeted policy directing funds to this population. Without this, people with dementia are classified as "harder to care for" resulting in longer waits and unequal access to care. We have attached a supporting document to further elaborate these issues. A Resolution in Support of a National Dementia Strategy Whereas Alzheimer's disease and other dementias are progressive, degenerative diseases of the brain that cause thinking and memory to become seriously impaired; Whereas Alzheimer's disease and other dementias most often occur in people over the age of 65 but can strike adults at any age; and Whereas Alzheimer's disease and other dementias affect more than 500,000 Canadians currently and that this figure is projected to reach 1.1 million within a generation; and Whereas Alzheimer's disease and other dementias also takes their toll on hundreds of thousands of families and care partners; and Whereas an estimated further three million Canadians face the burden and challenges of providing care for those suffering with Alzheimer's disease and other dementias; and Whereas there is no known cause or cure for this devastating illness; and Whereas the cost related to the health care system is in the billions and only going to increase, at a time when our health care system is already facing enormous financial challenges; and Whereas Canada, unlike many countries, does not have a national dementia strategy; and Whereas there is an urgent need to plan and raise awareness and understanding about Alzheimer's disease and other dementias for the sake of improving the quality of life of the people it touches; and Whereas MP Claude Gravelle Nickel Belt has introduced Bill C-356, An Act respecting a National Strategy for Dementia, as he works for broad, all party and non partisan support for an issue that touches us all. His legislation calls for a national plan that includes the development of strategies in primary health care, in health promotion and prevention of illness, in community development, in building community capacity and care partner engagement, investments in research and other (advisory board, objectives, investment in research, and caregivers and more) Now therefore, the City of INSERT YOUR TOWN HERE calls on all levels of government and the Federation of Municipalities to adopt a national dementia strategy, and urges all citizens of our communities to become more aware and engaged concerning the far-reaching effects of this devastating disease. TOWN OF TILLSON BURG Public Meeting for the Council Meeting of January 13, 2014 NAME {Please Print) Notice of Collection Record of Attendance ADDRESS {Including Postal Code) PHONE E-MAIL Page 1 Correspondence intended for Committee and/or Council is generally received as public information, subject to the Municipal Freedom of Information and Protection of Privacy Act and will be part of the public record.