201013 Regular Council Meeting AgendaThe Corporation of the Town of Tillsonburg
COUNCIL MEETING
AGENDA
Tuesday, October 13, 2020
4:30 PM
Electronic Meeting
1.Call to Order
2.Closed Session (4:30 p.m.)
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT Council move into Closed Session to consider four matters of a proposed or pending
acquisition or disposition of land by the municipality or local board.
2.1.Adoption of Agenda
2.2.Disclosures of Pecuniary Interest and the General Nature Thereof
2.3.Adoption of Closed Session Council Minutes
2.4.Reports
2.4.1.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board; (lands within VIP)
2.4.2.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board; (lands within VIP)
2.4.3.239 (2) (c) a proposed or pending acquisition or disposition of land by the
municipality or local board;
2.5.Back to Open Session
3.Adoption of Agenda (6:00 p.m.)
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council meeting of Tuesday, October 13, 2020, be
adopted.
4.Moment of Silence
5.Disclosures of Pecuniary Interest and the General Nature Thereof
6.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT the Minutes of the Council meeting held on Monday, September 28, 2020, be
approved.
7.Presentations
7.1.Proposed Intercommunity Bus Transit Partnership
Presented by: David Simpson, P.Eng., PMP -Oxford County
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT Council receive the delegation regarding the Proposed Intercommunity Bus
Transit Partnership, as information.
8.Public Meetings
9.Planning Applications
10.Delegations
11.Deputation(s) on Committee Reports
12.COVID-19
13.Information Items
13.1.Solicitor General Updates
13.2.Ministry of Municipal Affairs and Housing Re: Helping Tenants and Small
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Businesses Act, 2020
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council receive the correspondence from the Solicitor General dated October
2, 2020 and the correspondence from the Ministry of Municipal Affairs and Housing
dated October 8, 2020, as information.
14.Staff Reports
14.1.Chief Administrative Officer
14.2.Clerk's Office
14.3.Development and Communication Services
14.4.Finance
14.5.Fire and Emergency Services
14.5.1.FRS 20-13 NextGen 911 Telephone Software Upgrade
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT Council receives Report FRS 20-13 NextGen 911 System Software
Upgrade;
AND THAT the capital costs incurred to migrate off our existing Legacy
Norstar software (circa 2001) and move to Avaya IP Office that is NextGen
911 ready and will meet the compatibility and security requirements moving
forward, be approved for the 2020 budget year, with the funds drawn as
such; $13,000 from the Fire Reserve and $22,000 from the Asset
Management Reserve.
14.6.Operations
14.7.Recreation, Culture & Park Services
14.7.1.RCP 20-35 RCP Departmental Service Review Update
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
Page 3 of 169
THAT Report RCP 20-35 RCP Departmental Service Review Update be
received as information.
15.New Business
16.Consideration of Committee Minutes
16.1.Committee Minutes
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT Council receives the Airport Advisory Committee minutes dated September
17, 2020, the Memorial Park Revitalization Advisory Committee minutes dated
September 23, 2020, the Museum Advisory Committee minutes dated September
24, 2020, and the Parks, Beautification and Cemetery Committee minutes dated
October 1, 2020, as information.
17.Motions/Notice of Motions
Proposed Resolution #
Moved By: Councillor Gilvesy
Seconded By: ________________
THAT Staff bring a report to Council with options that take into consideration ways to ensure
that the Town of Tillsonburg promotes the preservation and growth of its’ tree canopy as the
Towns’ development footprint grows.
18.Resolutions/Resolutions Resulting from Closed Session
19.By-Laws
20.Confirm Proceedings By-law
Proposed Resolution #9
Moved By: ________________
Seconded By: ________________
THAT By-Law 2020-098, to Confirm the Proceedings of the Council Meeting held on October
13, 2020, be read for a first, second, third and final reading and that the Mayor and the Clerk
be and are hereby authorized to sign the same, and place the corporate seal thereunto.
21.Items of Public Interest
22.Adjournment
Proposed Resolution #10
Page 4 of 169
Moved By: ________________
Seconded By: ________________
THAT the Council Meeting of October 13, 2020 be adjourned at ______ p.m.
Page 5 of 169
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The Corporation of the Town of Tillsonburg
COUNCIL MEETING
MINUTES
Monday, September 28, 2020
4:30 PM
Electronic Meeting
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker (Arrived at 5:04 p.m.)
Councillor Rosehart
Staff: Kyle Pratt, Chief Administrative Officer
Michelle Smibert, Town Clerk
Chris Baird, Director of Recreation, Culture and Parks
Sheena Pawliwec, Acting Treasurer
Carlos Reyes, Director of Operations
Brad Lemaich, Fire Chief
Amelia Jaggard, Deputy Clerk
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 4:30 p.m.
2. Closed Session (4:30 p.m.)
Resolution # 2020-434
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT Council move into Closed Session to consider a proposed or pending
acquisition or disposition of land by the municipality or local board and personal
matters about an identifiable individual, including Town employees.
Page 6 of 169
2
Carried
2.1 Adoption of Agenda
2.2 Disclosures of Pecuniary Interest and the General Nature Thereof
2.3 Adoption of Closed Session Council Minutes
2.4 Reports
2.4.1 239 (2) (c) a proposed or pending acquisition or disposition of
land by the municipality or local board; (lands within VIP)
2.4.2 239 (2) (b) personal matters about identifiable individuals,
including municipal or local board employees;
2.5 Back to Open Session
3. Adoption of Agenda (6:00 p.m.)
The Clerk received a request from Peter Penner, CJDL and John Spina, MDTR
Group, to speak as a delegation to agenda item 9.1.
Resolution # 2020-435
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT the agenda as prepared for the Council meeting of Monday, September
28, 2020, with item 10 delegations, being considered prior to item 9.1, be
approved.
Carried
4. Moment of Silence
5. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
6. Adoption of Council Minutes of Previous Meeting
Resolution # 2020-436
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT the Minutes of the regular meeting of Council held on Monday, September
14, 2020, the minutes of the special meeting of Council held on Thursday,
Page 7 of 169
3
September 17, 2020, and the minutes of the regular meeting of Council held on
Monday, September 21, 2020, be approved.
Carried
7. Presentations
7.1 THI Board of Directors Update
Dan Rasokas, Board Chair, appeared before Council to provide an update
from the Tillsonburg Hydro Inc. Board of Directors.
Opportunity was provided for comments and questions from Council.
Resolution # 2020-437
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT Council receives the update from the THI Board of Directors, as
information.
Carried
Agenda item 10 was considered next.
8. Public Meetings
9. Planning
9.1 CP 2020-256 Request for Extension of Draft Approved Plan of
Subdivision 32T-07006: Lindprop Corp.
Eric Gilbert, Senior Planner, Oxford County, appeared before Council to
present report CP 2020-256.
Opportunity was provided for comments and questions from Council.
Staff noted that road names are considered once the draft has been
approved.
Staff noted that the purpose of the recommended six month extension is
to motivate progress towards registration.
Resolution # 2020-439
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
Page 8 of 169
4
THAT Council advise Oxford County that the Town supports an extension
of draft approval for a plan of subdivision submitted by Lindprop Corp., for
lands described as Lots 4 & 5, Concession 10 (Dereham), Town of
Tillsonburg, to October 22, 2021, to grant additional time to satisfy the
conditions of draft plan approval and register the draft plan of subdivision.
Carried
10. Delegations
Peter Penner, CJDL, appeared before Council to provide support for agenda item
9.1 the request for extension of draft approved plan of subdivision. Mr. Penner
requested that Council consider approving a two year extension or a minimum of
a one year extension.
Resolution # 2020-438
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT the information from the delegation from item 10 be forwarded to item 9.1
for consideration.
Carried
Agenda item 9.1 was considered next.
11. Deputation(s) on Committee Reports
12. COVID-19
13. Information Items
13.1 Oxford County Staff Report Re: Proposed North Oxford
Intercommunity Bus Transit
13.2 Ministry of Municipal Affairs and Housing Re: Parkland Dedication,
Development Charges and the Community Benefits Charges
Authority
13.3 Tillsonburg Police Services Board Recommendation
Opportunity was provided for comments and questions from Council.
Resolution # 2020-440
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
Page 9 of 169
5
THAT Council receive Oxford County Staff Report PW 2020-37, the
correspondence from the Ministry of Municipal Affairs and Housing dated
September 18, 2020, and the recommendation from the Tillsonburg Police
Services Board dated August 19, 2020, as information.
Carried
Resolution # 2020-441
Moved By: Councillor Gilvesy
Seconded By: Councillor Rosehart
THAT Staff bring a report to Council which includes an amended or new
By-Law with regards to False Alarm By-Law No. 3170 addressing the
concerns as outlined in the Police Services Board Resolution dated
August 19, 2020;
AND THAT the new or amended By-Law be in the spirit of reducing false
alarms and recovering costs for associated false alarms;
AND THAT the amended or new By-Law be sent to the Tillsonburg Police
Services Board for review and comment prior to returning to Council.
Carried
14. Staff Reports
14.1 Chief Administrative Officer
14.2 Clerk's Office
14.2.1 CLK 20-36 County Council Composition Report
Resolution # 2020-442
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT given the changes in population in the County and given the
feedback from the public regarding the County Composition Survey
for Oxford County, the status quo model not be supported and
consideration be given to an increase in County Council
representatives for municipalities that have a higher population;
AND THAT the Town of Tillsonburg supports an increase in the
number of their County Council representatives to 2 members;
Page 10 of 169
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AND FURTHER THAT the residents of Oxford County should vote
in a Warden every four years.
Carried
14.3 Development and Communication Services
14.4 Finance
14.4.1 FIN 20-34 Council 2021 Pre-Budget Direction
Staff noted that the Community Grant application process will be
opened this week for a period of six weeks.
The budget survey closes today and Staff intend to share the
results with Council at the first budget meeting on Monday,
November 30, 2020.
Council members provided comment on where they want to see the
tax rate, whether service levels should change and noted projects
they want considered during the budget process. Suggestions
regarding the tax rate ranged from 0% to inflation (1.8%).
Staff noted that the Community Grant application asks that groups
provide information on how the previous years funds were utilized.
It was asked that a pre-budget meeting be scheduled for the end of
October and that the budget survey results be provided at this
meeting.
Resolution # 2020-443
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT Council receives report FIN 20-34 2021 Pre-Budget
Direction;
AND THAT Council provide staff with direction regarding the
Town’s 2021 budget preparations, specifically the inclusion of any
particular capital projects, service level adjustments, levy increase
parameter, and community group presentations.
Carried
14.5 Fire and Emergency Services
Page 11 of 169
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14.6 Operations
14.6.1 OPS 20-34 County of Oxford Water and Wastewater Rates
Study 2021-2024
Resolution # 2020-444
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT report OPS 20-34 be received;
AND THAT Council support Scenario 2 of the Water Wastewater
Rates Study with the elimination of the Tillsonburg Sewer Property
Tax Levy and the elimination of the Source Water Protection Fee;
AND THAT Council support including a construction water fee as
outlined in Water Wastewater Rates Study;
AND FURTHERMORE THAT the Clerk notify the County of Oxford
of the Councils support.
Carried
14.7 Recreation, Culture & Park Services
15. New Business
16. Consideration of Committee Minutes
16.1 Committee Minutes
Resolution # 2020-445
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives the Tillsonburg Transit Advisory Committee
minutes dated September 1, 2020, the Economic Development Advisory
Committee minutes dated September 15, 2020 and the Recreation and
Sports Advisory Committee minutes dated September 16, 2020, as
information.
Carried
16.2 Police Services Board
Page 12 of 169
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Resolution # 2020-446
Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT Council receives the Police Services Board minutes dated August
19, 2020, as information.
Carried
17. Motions/Notice of Motions
18. Resolutions/Resolutions Resulting from Closed Session
19. By-Laws
19.1 By-Law 2020-097, to amend Zoning By-Law Number 3295, as
amended (ZN 7-20-10)
Resolution # 2020-447
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 2020-097, to amend Zoning By-Law Number 3295, as
amended (ZN 7-20-10), be read for a first, second, third and final reading
and that the Mayor and the Clerk be and are hereby authorized to sign the
same, and place the corporate seal thereunto.
Carried
20. Confirm Proceedings By-law
Resolution # 2020-448
Moved By: Councillor Parker
Seconded By: Councillor Esseltine
THAT By-Law 2020-096, to Confirm the Proceedings of the Council Meeting held
on September 28, 2020, be read for a first, second, third and final reading and
that the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
Carried
21. Items of Public Interest
Page 13 of 169
9
The Helping Hand Food Bank is running a Gift Card Drive to help restock their
empty shelves. Buy gift cards at Metro, Sobeys, Wal-Mart and Zehrs; leave cards
at service desk.
The next regular Council meeting will be held on Tuesday, October 13, 2020 at
6:00 p.m. via video conference.
22. Adjournment
Resolution # 2020-449
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Council Meeting of Monday, September 28, 2020 be adjourned at
7:41p.m.
Carried
Page 14 of 169
PROPOSED INTERCOMMUNITY
BUS TRANSIT PARTNERSHIP
Presentation to: Town of Tillsonburg
David Simpson, P.Eng., PMP -Oxford County
October 13, 2020
Page 15 of 169
AGENDA
2
1.Importance of Intercommunity Transportation
2.Public Engagement and Consultation
Campaign Findings
3.Service Provider Request For Proposal
Results
4.Financial and Tax Levy Details
5.Questions
Page 16 of 169
IMPORTANCE OF INTERCOMMUNITY
TRANSPORTATION
Responding to community needs
1.Addresses small urban-rural mobility and connectivity
within Oxford County and across the Southwestern
Ontario region
2.Vital to economic vitality and community wellbeing:
►Access to healthcare and specialized medical services,
education and training, social services and programs, and
employment
►Access to urban transit and intercity rail, air and bus
services
3.Planning and implementation of intercommunity bus
transportation services are identified in Oxford’s
Southwest Lynx plan and Ontario’s “Connecting the
Southwest” draft strategy
3
Page 17 of 169
IMPORTANCE OF INTERCOMMUNITY
TRANSPORTATION
4
All roads lead to…
Inter-
community
bus
service
Oxford County’s
Strategic Plan
Oxford County
Transportation
Master Plan
Oxford County
Southwest
Lynx
Plan
Connecting the
Southwest
(Ontario)
Future Oxford
Page 18 of 169
IMPORTANCE OF INTERCOMMUNITY
TRANSPORTATION
Access + mobility = destiny
Public transportation addresses community, economic
and environmental challenges:
1.Social isolation
2.Low-cost transportation options
3.Age-in-place
4.Workforce readiness
5.Sense of belonging
6.Climate change
7.Active living
5
Page 19 of 169
PUBLIC CONSULTATION CAMPAIGN
Outreach methods:
1.Newspaper ads, social media posts and paid promotion, County
website updates,dedicated “Speak-Up, Oxford!” webpage and
media interviews
►Social media paid ads: reach of 6,981 with 560 engagements
►Organic social media: reach of 22,280 with 1,511 engagements
2.Collaboration with ROEDC and CES to target business community
►Multiple newsletters, social media pushes and direct outreach calls
3.Virtual public meeting -August 12, 2020
4.On-line surveys
►General Public (167 responses)
►Businesses (61 responses)
6
Page 20 of 169
PUBLIC CONSULTATION FINDINGS
General public (County-wide)
1.Majority of residents would use service both within and outside of Oxford County for work, medical/healthcare appointments, leisure purposes or to access other modes of transportation.
2.Woodstock was listed as the number one location that people would use the service to travel to or from, with Kitchener-Waterloo, London, Stratford and Ingersoll being some of the other major departure or destination points .
3.Approximately 60% of respondents were favorable of a proposed tax levy and fare fees to help finance the transit system.
4.More than 65% of respondents indicated that they would be
willing to pay for the service, ranging from $8 to $12 per one -
way trip.
7
Page 21 of 169
PUBLIC CONSULTATION FINDINGS
Businesses (County-wide)
1.Attracting/retaining workforce is a priority for many companies and half of employers responded that transportation is one of their most important factors in this regard.
2.Woodstock was identified as the number one location that employees travel from, with Tavistock, Kitchener-Waterloo, Cambridge, Ingersoll, Stratford, and London being some of the other main locations.
3.Almost 40% of the employers responded that the proposed service would help connect their employees to their workforce.
4.The majority of shift start times are between 6 am and 11 am (8 am most common) while the majority of shift end times are between 2 pm and 8 pm (5 pm most common).
8
Page 22 of 169
REQUEST FOR PROPOSAL -SERVICE
CONTRACT
•RFP issued by Township of Zorra to bus transit vendor
market on September 9, 2020
•Contract level of service:
►Monday/Wednesday/Friday fixed route schedule in
2021–evolve to Monday to Friday fixed route by 2022
►2 round trips –AM peak hour, PM peak hour (and
potential mid-day service)
►Consideration for on-demand flex stops off route (1st
mile / last mile integration)
•20 passenger community bus (or 16 passengers & 2
wheelchair riders), AODA compliant
9
Page 23 of 169
PROPOSED NORTH OXFORD ROUTE
10
START
Page 24 of 169
INTERCOMMUNITY
TRANSIT BUS
20 Passenger Bus (or 16
Passenger + 2 Wheelchairs)
11
Page 25 of 169
PROPOSED PARTNERSHIP GOVERNANCE
“Coordinated Transportation Framework through
Partnership”
►Collaborative transportation partnership between East Zorra-
Tavistock, Blandford-Blenheim, Zorra and Oxford County
Municipal Intercommunity Transit Service:
►Zorra acts as “lead” operating transit authority
►Contract management and coordination (Zorra Transit Coordinator
& Service Provider)
►Equipment / staffing provisions and maintenance (Service
Provider)
►Transit service promotion (ROEDC, Community Employment
Services, Area Municipalities, Oxford County)
►Advisory Board -Southwest Community Transit Association
12
Page 26 of 169
FINANCIAL PLAN
•Provincial Transit Gas Tax funding -2 cents per litre
dedicated gas tax
►30% based on population, 70% based on ridership
•Area Municipal annual contributions (tax levy) –operating
►Township of East Zorra-Tavistock
►Township of Blandford-Blenheim
►Township of Zorra
•Oxford County grant –startup capital & annual operating
•Ridership fare revenue
13
Page 27 of 169
RFP RESULTS -INTERCOMMUNITY TRANSIT
CONTRACT SERVICE PROVIDER
•RFP closed October 5, 2020 with five plan takers
•Three bid submissions received, one of which was
deemed an unqualified bid
•Following evaluation and scoring of the bid submission,
an award has been recommended for a preferred bus
transit service provider
14
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15
Page 29 of 169
PROPOSED TAX LEVY FOR
INTERCOMMUNITY BUS TRANSIT
Based on the proposed Area Municipal contributions to
support the intercommunity bus transit system, the
following approximate tax levies would be applicable:
•Zorra / East Zorra-Tavistock / Blandford-Blenheim
residents only:
Zorra : $22,500 / 8,740 people ~$2.57 per person
EZT : $22,500 / 7,940 people ~$2.83 per person
BB : $22,500 / 7,980 people ~$2.82 per person
16
Page 30 of 169
INTERCOMMUNITY TRANSIT SERVICE
WORK PLAN
Item Timeline
1.Market review Completed
2.Challenges and opportunities Completed
3.Community engagement Completed
4.Service delivery options and routes Completed
5.Preferred service and financial plan (RFP to
market)Completed
6.Council financial commitment
endorsements October, 2020
7.Service provider award October, 2020
8.Community marketing and branding November, 2020
onward
9.Target service implementation (start-up)Spring, 2021 17
Page 31 of 169
QUESTIONS
18
THANK YOU!
Page 32 of 169
Report No: PW 2020-37
PUBLIC WORKS
Council Date: September 9, 2020
Page 1 of 12
To: Warden and Members of County Council
From: Director of Public Works
Proposed North Oxford Intercommunity Bus Transit –
Financial Plan and Public Consultation Findings
RECOMMENDATIONS
1. That County Council receive Report No. PW 2020-37 entitled “Proposed North
Oxford Intercommunity Bus Transit – Financial Plan and Public Consultation
Findings”, including approvals in principle from Councils of the Townships of
Blandford-Blenheim, East Zorra-Tavistock and Zorra to provide multi-year
financial commitments to support intercommunity bus transit to service the
northern portion of Oxford County as described herein;
2.And further, that County Council, in collaboration with the Townships of
Blandford-Blenheim, East Zorra-Tavistock and Zorra, support the release of a
Request for Proposal (RFP) for an intercommunity bus transit contract service for
north Oxford;
3.And further, that County Council authorize their “approval-in-principle” to provide
multi-year financial commitments to support intercommunity bus transit to service
the northern portion of Oxford County, providing both intra-County and inter-
regional connections;
4.And further, that Report No. PW 2020-37 be circulated to all Area Municipalities for
information.
REPORT HIGHLIGHTS
The purpose of this report is seek Oxford County Council support for the release of a RFP
for an intercommunity bus transit contract service in north Oxford, in collaboration and
partnership with the Township of Blandford-Blenheim, the Township of East Zorra-Tavistock
and the Township of Zorra, and seek “approval-in-principle” for multi-year financial
commitments to support the proposed service.
Staff have received considerable feedback from local residents, employers, economic
development and employment agencies and Area Municipalities during the public
consultation and engagement campaign (July 22 to September 2, 2020) which further
supports and validates the proposed service need as per the key findings noted below:
Page 33 of 169
Report No: PW 2020-37
PUBLIC WORKS
Council Date: September 9, 2020
Page 2 of 12
o Almost half of the employers identified transportation as one of their most important
factors for attracting and retaining employees and almost 40% of the employers
responded that the proposed service would help connect their employees to their
workforce.
o Majority of residents would use the service both within and outside of Oxford County for
work, medical/healthcare appointments, leisure purposes or to access other modes of
transportation, with Woodstock, Ingersoll, Stratford, Kitchener-Waterloo-Cambridge, and
London being the main trip destinations.
o Over 70% of residents surveyed would use active transportation for first and last mile
connections to the proposed intercommunity bus stops.
o Approximately 60% of the public were favorable of a proposed tax levy and fare fees to
help finance the transit system.
This intercommunity bus transit service is proposed to be annually financed by Ontario Gas
Tax Transit funding (subsidy of over 50%), municipal contributions (tax levy) and ridership
fare revenue in a manner which is both fiscally responsible and sustainable.
Implementation Points
The overall implementation work plan was previously referenced in Oxford County Council
Report No. PW 2020-29 (amended to remove recommendation no. 3).
As per the August 5, 2020 Council resolutions shown in Attachment 1, the Township of
Blandford-Blenheim, the Township of East Zorra-Tavistock and the Township of Zorra have all
passed “approvals-in-principle” for multi-year financial commitments, subject to additional
information, to help finance the proposed service and are all in support of the release of the
RFP for the provision of the intercommunity transit service for north Oxford. Further, the
intercommunity bus transit partnership proposal presentations that formed the delegation to the
above noted Area Municipality Councils was electronically shared with all County Councillors on
August 10, 2020 for reference information.
Should Oxford County Council approve the recommendations in this report, staff will work with
the Township of Zorra to issue a RFP for the provision of a contracted intercommunity transit
service for North Oxford on behalf of the collaborative partnership. Following review and
evaluation of the RFP bid submissions, staff will report back to the respective Councils with final
financial cost details and a recommended contract award for a third-party bus carrier, all of
which is subject to respective Council approvals. The final multi-year financial municipal
contributions will be further refined at that time and final Council authorizations will be sought for
the respective financial commitments based on the same. The partner Council endorsements of
the final multi-year financial commitments are required in order to subsequently become eligible
for provincial gas tax transit funding.
Following the potential contract award on October 14, 2020, the proposed in-service date for the
bus carrier transit service is April 2021 which will permit the necessary time for bus
procurement; service plan development and route validation; bus route sign installation; and
community marketing / branding involving ongoing liaise with Woodstock Community
Employment Services, Rural Oxford Economic Development Corporation, employers, area and
Page 34 of 169
Report No: PW 2020-37
PUBLIC WORKS
Council Date: September 9, 2020
Page 3 of 12
neighbouring municipality transit providers, academic institutions, community members and
other public/private transportation providers.
Financial Impact
The intercommunity bus transit service is proposed to be annually financed by Ontario Gas Tax
Transit funding (subsidy of approximately 50%), municipal contributions (tax levy) and ridership
fare revenue in a manner which is both fiscally responsible and sustainable.
With the proposed partnership, the respective populations of the Township of Blandford-
Blenheim, Township of East Zorra-Tavistock and Township of Zorra can be combined into a
cumulative transit service population (based on the proposed transit service coverage area).
The amount of eligible provincial Gas Tax transit funding is significantly driven by the population
serviced by intercommunity transit while ridership fare revenue only nominally adds to additional
funding under the provincial Gas Tax funding criteria.
Further, to become eligible to receive dedicated Gas Tax funds, municipal partners must
financially contribute towards its transit system. Based on the provincial funding criteria, the
Gas Tax program provides for up to 75% reimbursement to municipalities for every dollar spent
(operating and capital) on transit (MOS = municipality’s own spending), up to an “eligibility cap”.
As shown in Table 1, the proposed financial model would be based on a Gas Tax funding
subsidy which offsets approximately 50% of the transit system operating costs on an annual
basis.
In this regard, the proposal suggests the County fund 25% of the annual operating costs and
capital costs, while the three Area Municipal partners propose to fund the remaining 75% of the
annual operating costs (25% share each). The financial model illustrated in Table 1, proposes
to carryforward approved 2020 funds earmarked for SouthwestLynx Transportation initiatives to
be used for 2021 operating and capital contribution costs of the north Oxford Intercommunity
Bus Transit program, so there will be no impact on the County-wide tax levy in 2021
accordingly. Using this approach, the municipal partnership can receive 75% reimbursement for
its capital procurement of the first intercommunity bus through the Gas Tax transit program.
Table 1 presents a financial model for the proposed intercommunity bus transit system to be
considered in the RFP which would be operated three days per week initially in 2021 (April to
December) and then expanded to a five day per week service in 2022. The model includes a
reserve funded by annual surpluses to cover lifecycle costs including vehicle replacement every
six years. The revenues and reserve contributions will be reviewed and adjusted on the basis of
the RFP submissions for further consideration of the partnering Municipalities and Oxford
County.
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Table 1 – Proposed Financial Model for Intercommunity Bus Transit (North Oxford)
2021 * 2022 2023 2024 2025 2026 2027
Funding
Fare Revenue
$22,560
$37,660
$37,660
$40,160
$60,320
$60,320
$60,320
Municipal Contributions
Oxford County
140,000
22,500
22,500
22,500
22,500
22,500
22,500
Blandford - Blenheim
15,000
22,500
22,500
22,500
22,500
22,500
22,500
East Zorra-Tavistock
15,000
22,500
22,500
22,500
22,500
22,500
22,500
Zorra
15,000
22,500
22,500
22,500
22,500
22,500
22,500
Provincial Gas Tax
Transit Funding
138,750
95,745
95,745
97,620
112,740
112,740
112,740
TOTAL FUNDING $346,310 $223,405 $223,405 $227,780 $263,060 $263,060 $263,060
Expenses
Bus Purchase
$125,000
$-
$-
$-
$-
$-
$135,000
Transit Coordinator
Salary (Part Time)
39,835
40,531
41,241
41,963
42,697
43,444
44,204
Marketing, Brochures,
Website
5,000
5,000
5,000
5,000
5,000
5,000
5,000
Window Wrap on Bus
1,500
-
-
-
-
-
1,750
Route Signs
2,500
250
250
250
250
250
250
Contract Services
63,420
143,942
146,821
149,758
152,753
155,808
158,924
Flex Stop Routing
Request Technology
(Dispatch)
4,530
10,080
10,080
10,080
10,080
10,080
10,080
TOTAL EXPENSES $241,785 $199,803 $203,392 $207,051 $210,780 $214,582 $355,208
Surplus / (Deficit) $104,525 $23,602 $20,013 $20,729 $52,280 $48,478 $(92,148)
Transit Reserve
Balance $104,525 $128,127 $148,139 $168,869 $221,149 $269,627 $177,479
* 2021 year based on 3 days/week intercommunity transit service (2022 onward is 5 days/week)
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Based on the proposed municipal contributions (refer to Table 1) to support the intercommunity
bus transit system, the following upset limit increase to the base tax levies are approximated:
i) County-wide (all residents): $22,500 /122,890 people ~ $0.19 per person
ii) Zorra / East Zorra-Tavistock / Blandford-Blenheim residents only (additional):
Zorra: $22,500 / 8,740 people ~ $2.57 per person
EZT: $22,500 / 7,940 people ~ $2.83 per person
BB: $22,500 / 7,980 people ~ $2.82 per person
The Treasurer has reviewed this report and agrees with the financial impact information.
Risks/Implications
There are no risks associated with the adoption of the recommendations contained in this
report.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting
held May 27, 2015. The initiative contained within this report supports the Values and Strategic
Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
1. ii. A County that Works Together – Enhance the quality of life for all of our citizens by:
- Adapting programs, services and facilities to reflect evolving community needs
- Working with community partners and organizations to maintain / strengthen public
safety
2. i. A County that is Well Connected – Improve travel options beyond the personal vehicle by:
- Exploring the feasibility of innovative inter-municipal transportation strategies (E.g.,
- car/ride share)
- Creating, enhancing and promoting the use of an integrated trail and bike path system
- Promoting active transportation
2. ii. A County that is Well Connected – Advocate for appropriate federal and provincial support,
programming and financial initiatives to strengthen the movement of people and goods to,
from and through the County
2. iii. A County that is Well Connected – Strengthen community access and Internet connectivity
3. i. A County that Thinks Ahead and Wisely Shapes the Future – Influence federal and
provincial policy with implications for the County by:
- Advocating for fairness for rural and small urban communities
- Advocating for federal and provincial initiatives that are appropriate to our county
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DISCUSSION
Background
The development of a public transportation system that addresses small urban-rural mobility
and connectivity within Oxford County and across the Southwestern Ontario region is vital to our
economic vitality and community wellbeing as noted in Report No. PW 2020-23 and PW 2020-
29 (as amended). Further, transportation connections are vital to quality of life and help to
remove barriers that make it difficult for some Ontarians to reach jobs, participate in local
community activities and access healthcare and specialized medical services, education and
training, social services and programs, urban transit and intercity rail, air and bus services.
As per the implementation work plan detailed in Oxford County Council Report No. PW 2020-29
(as amended), staff have assessed market demand, undertaken a qualitative review of
opportunities and challenges, carried out a six week public consultation and engagement
campaign and further examined service delivery options/routes pertaining to the proposed
intercommunity bus transit service (north Oxford).
At the July 8, 2020 Oxford County Council meeting, staff were directed to report back to Council
with the findings of the six week public consultation and engagement campaign (July 22 to
September 2, 2020) and details of the financial model that is proposed to fund the proposed
intercommunity bus transit service.
In consultation with several Area Municipalities, staff have also discussed the feasibility of
applying a similar financial model with the Tillsonburg intercommunity bus transit system
following the expiry (2023) of funding received through the province’s Community
Transportation Grant Program, such that the Tillsonburg system could continue to sustainably
operate after that time and extend bus carrier operating agreements accordingly.
The long term integration of the Tillsonburg intercommunity bus transit system with the
proposed north Oxford intercommunity bus transit system is envisioned by 2027, at which time
the useful service life of each system’s buses would be reached and operating contracts could
be suitably harmonized for additional efficiencies and potential cost savings. Inter-regional
service connections would also be further integrated at that time with associated neighbouring
municipality members of the Southwest Community Transportation Association in order to
facilitate a consistent rider experience and service level.
Comments
Ridership
The proposed north Oxford intercommunity bus transit system is envisioned to employ a 20
passenger “high-floor” transit bus which is fully accessible for disabled riders (AODA compliant).
The bus can carry up to 20 fully abled riders with flexibility to accommodate up to 2 wheelchair
riders in the rear of the vehicle (by converting 4 able rider spaces) as shown in Figure 1. The 20
passenger bus is the most common vehicle size employed by the majority of other municipal
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intercommunity bus transit systems as it is most suitable to manage the anticipated ridership as
well as the longer route distances (when compared to conventional transit bus).
Figure 1 – Sample Configuration of Intercommunity Bus
The qualitative market demand review and public consultation findings identified several types
of riders who would use the intercommunity bus transit service as follows:
• Aging residents – longer home stay before considering long term care;
• Students – access to schools, employment, leisure purposes;
• Millennials and seniors (deferring car ownership);
• Businesses (access to broader employee pool) and low income workers (no other
affordable means of travel); and
• Persons using social assistance programs (Ontario Works and ODSP clients) who
receive mandatory paid benefits for transportation services for medical or employment
purposes.
Bus ridership has been conservatively estimated in the financial model at four (in 2021) to eight
(in 2025) rider trips per day (in addition to trips by employees and persons using social
assistance), leaving considerable room for additional ridership to be realistically developed as
the intercommunity transit service becomes more established over time.
Public Consultation and Engagement Campaign
The County undertook a six-week public consultation and engagement campaign for the
proposed North Oxford intercommunity bus transit route as noted above. The purpose of this
campaign was to promote and create awareness of the proposed service, while also gathering
feedback from those who may use or benefit from the service, specifically: residents,
businesses, area municipalities, and those travelling from outside of the County for work,
business or personal reasons.
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Through the various campaign tools, which are highlighted in the section below, efforts were
made to ensure transparency with respect to proposed project funding and related tax levy
impacts. Further information focused on providing details on the proposed service, such as the
proposed route, fixed and flex stops, connections to other modes of transportation, schedule,
fare structure and work plan timing. In addition to providing information on the proposed service,
the overall intent of the campaign was to identify and confirm the need for a northern Oxford
transit route, the frequency in which it would be used, the peak usage times, the main reasons
for use, and willingness to pay and support a tax levy increase.
Outreach Efforts
With the assistance of the County’s Strategic Communications division, a number of outreach
efforts, as summarized below, were undertaken as part of the campaign. The intent of these
efforts was to promote the proposed service and garner as much feedback and input as
possible from the various stakeholder groups.
1. A dedicated Speak up, Oxford! page was created on the County’s website which
provided information on the proposed service, including: an overview of the proposal, the
project timeline, links to project documents, and information on how individuals could
provide feedback and have their say. Refer to Attachment 2 for a detailed overview of
page content.
2. Over the course of the campaign, there were various newspaper ads, social media posts
and paid promotion, County website updates, and media interviews.
3. Efforts were made to consult with various area municipality partners to both share
information on the proposed service as well as solicit feedback and support. Delegation
presentations were made to Townships of Blandford-Blenheim, East Zorra-Tavistock
and Zorra Council’s on August 5, 2020. These presentations were also electronically
shared with all County Councillors on August 10, 2020 for reference information.
4. A virtual public meeting was held on August 12, 2020 at 6:00 p.m. and was available to
all members of the public through a WebEx platform. A recording of the public meeting
was posted to the Speak Up, Oxford! page, along with a copy of the meeting
presentation and a summary of the question and discussion session.
5. An online survey, one for the general public and a separate one for the business
community, was available through the Speak Up, Oxford! page from July 22 to August
21, 2020.
6. An interactive map was also available through the Speak Up, Oxford! page, which
allowed members of the public to provide feedback on the proposed fixed stops as well
as suggest other possible stop locations, along with a reason as to why they felt it would
be a good location.
7. Direct written submissions to staff, via email, mail, or social media were also encouraged
during the duration of the campaign.
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8. The County collaborated with Rural Oxford Economic Development (ROEDC) and
Woodstock Community Employment Services to target the business community.
Information on the proposed transit service and the online survey went out to businesses
through multiple newsletters, social media pushes and direct outreach in the form of
calls.
Key Findings and Trends
The outreach methods above were successful in reaching a considerable audience. Much
interest was generated on social media on both the County’s official sites and on other sites,
including news media sites and community discussion groups. Through a total of three social
media paid ads, there was a reach of 6,981 (people who saw the ad) with 560 engagements
(people who shared, clicked the link for more information, or reacted etc.). With respect to
organic social media reach (unpaid / regular traffic from page), there was a reach of 22,280 with
1,511 engagements.
Comments received from the public through social media were generally supportive and
enthusiastic in nature, identifying that the proposed service would be helpful to either
themselves or their family. Residents commonly pointed out that this would be a valued service
for seniors and teens / young adults who do not drive, providing them access to transportation
for appointments, errands and leisure purposes. Numerous comments indicated that this is an
idea past due (i.e. “It’s about time,” “Now we are getting into the 21st century,” etc.). Other
noteworthy comments were that the proposed schedule should align with VIA service and that
there should be a strong level of service for it to succeed. County staff also received some
comments directly, most of which were in the form of a question, often relating to the proposed
timing of service, fare structure, fixed stop locations and possible tax levy increases.
On the business side, through ROEDC, three Rural Oxford newsletters were sent out to 500
businesses. Multiple social media pushes led to 50 post shares with a 6,000+ reach and direct
calls were made to 75 businesses and 5 community partners. Through social media, ROEDC
also shared the Public Meeting announcement as well as the recording of the public meeting.
Feedback and comments received through the direct calls to the business community were
generally positive and the majority of employers expressed their support for the initiative. While
there were some employers who were unsure as to whether the service would directly benefit
their business or not, these employers still felt there was value from a community
perspective. A number of employers expressed that the proposed service would be beneficial in
retaining and connecting employees and visitors to their business, particularly the younger and
older population that don’t own / have access to a car. One employer indicated that there is
currently a barrier to attracting and retaining good employees from Woodstock. Other
noteworthy comments indicated an interest for a fixed stop in Bright and alteration of the route
to extend further past Embro and across County Road 17 into Woodstock and that there would
need to be a variety of service times in order for the service to work.
In terms of the public meeting, while there was limited live participation at the time the meeting
was held on August 12th, the recording of the meeting, which was subsequently posted to the
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Speak Up, Oxford! page, has since been viewed many times, suggesting that several people
opted to watch the meeting at a time of their convenience, as opposed to participating live.
Through the interactive map which was live on the Speak up, Oxford! page, some comments
were received on the proposed fixed and flex stops and two additional stop locations were
suggested. These locations and associated comments are summarised in Attachment 3.
There were 167 responses to the general public survey and 61 responses to the business
community survey. Some of the key findings and trends are summarized below and a full report
of the survey questions and results are included as Attachment 4 for the general public survey
and Attachment 5 for the business community survey.
General Public Survey
There was a good geographical spread of survey responses, with more than half of the
responses (63 %) coming from the northern portion of the County (Townships of Blandford-
Blenheim, East Zorra-Tavistock and Zorra) and the remaining coming from the southern portion
of the County, less a few responses from outside of the County. The survey was mostly
completed by people between the ages of 25-44 and 45-64. Some key findings from the
responses are as follows:
• The service would be used mostly for leisure purposes, to connect to another mode of
transportation, or for other reasons.
• Woodstock was listed as the number one location that people would use the service to
travel to or from, with London, Stratford, Ingersoll and Kitchener-Waterloo being some of
the other major departure or destination points.
• More than 65% of the responses indicated that they would be willing to pay for the
service, ranging from $8 to $12.
• Peak usage time would be in the morning between 5 am and 11 am (with the most being
between 7 am and 9 am) and in the afternoon / evening between 2 pm and 6 pm (with
the most being between 4 pm and 6 pm).
• Approximately 60% of those who responded indicated that they would be willing to
accept some form of an increase to their municipal property tax base.
• Over 70% of residents surveyed would use active transportation for first and last mile
connections to the proposed intercommunity bus stops.
Business Community Survey
Similar to the general public survey, there was a good geographical spread of survey responses
from the business community, with more than half of the responses coming from the northern
portion of the County (Townships of Blandford-Blenheim, East Zorra-Tavistock and Zorra), and
the balance coming from the remaining portion of the County, including 13 employers in
Woodstock. The employers who responded represented a wide range of industries, with most
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being from the: (1) agriculture, forestry, fishing and hunting, (2) retail trade, (3) manufacturing,
(4) professional, scientific and technical services and (5) accommodation and food services
industries. Some key findings from the responses are as follows:
• Attracting and retaining workforce is a priority or concern for many companies and half of
the employers that responded indicated that transportation is one of their most important
factors for attracting and retaining employees.
• Woodstock was identified as the number one location that employees travel from, with
Ingersoll, Kitchener-Waterloo-Cambridge, Tavistock, Stratford, and London being some
of the other main locations.
• For almost 40% of the employers that responded, the proposed service would help
connect their employees to their workforce (17% were unsure).
• The majority of employee shift start times are between 6 am and 11 am, with 8 am being
the most common. The majority of employee shift end times are between 2 pm and 8
pm, with 5 pm being the most common.
• Some employers would be willing to subsidize their employees public transit costs to
some extent, although a large number of employers responded that they were unsure.
• While some employers expressed that they didn’t feel this was a good use of taxpayers
money or that this service likely wouldn’t benefit their employees, many of the comments
received were positive and supportive of this initiative.
Tillsonburg Transit Advisory Committee
The intercommunity bus transit service proposal was also considered and discussed by the
Tillsonburg Transit Advisory Committee on September 1, 2020. Following review, the Transit
Advisory Committee passed the following resolution:
Moved by: Councillor Luciani
Seconded by: Kathryn Leatherland
“THAT the Tillsonburg Transit Advisory Committee supports the decision to
expand the Oxford County Transit Proposal to northern Oxford County.”
Disposition: Carried
Overall, the feedback from local residents, employers, economic development, employment
agencies and Area Municipalities during the public consultation and engagement campaign
serves to further support and validate the need for this proposed service.
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Conclusions
The proposed intercommunity bus transit service will provide integrated intra-County and inter-
regional transportation connections which further support and enhance resident access to
employment, education, social services and shopping, recreation and entertainment activities,
etc. in a manner which is consistent with County Council’s endorsements of the
“SouthwestLynx” plan, Oxford County’s Strategic Plan, Future Oxford Community Sustainability
Plan as well as the province’s “Connecting Southwest Ontario” draft Transportation Plan.
Staff support the release of a bus transit carrier RFP for this intercommunity service and believe
it to be a low risk, high reward sustainable initiative. The findings from the public consultation
and engagement campaign will be used to help further refine the conceptual intercommunity
bus route and stops to be considered in the RFP. Through this collaborative municipal
partnership, the proposed financial model for the intercommunity bus transit service can be
delivered in a fiscally responsible and sustainable manner.
SIGNATURES
Report Author:
Original signed by:
Frank Gross, C. Tech
Manager of Transportation and
Waste Management Services
Departmental Approval:
Original signed by:
David Simpson, P.Eng., PMP
Director of Public Works
Approved for submission:
Original signed by:
Larry J. McCabe, B.A., A.M.C.T.
Interim Chief Administrative Officer
ATTACHMENTS
Attachment 1 – Intercommunity Bus Transit Area Municipality Partner Council Resolutions
Attachment 2 – Speak up Oxford Page Content
Attachment 3 – Interactive Map Responses
Attachment 4 – Survey Responses – General Public
Attachment 5 – Survey Responses – Business Community
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Report No. PW 2020-37Attachment No. 1Page 45 of 169
August 7, 2020
Mr. David Simpson
Director of Public Works
County of Oxford
21 Reeve Street
Woodstock, ON N4S 7Y3
Sent via email: dsimpson@oxfordcounty.ca
Dear Mr. Simpson:
Thank you very much for your presentation at Council’s meeting of August 5, 2020 .
Following your presentation, Council considered and passed the following resolutio ns:
Moved by: Margaret LUPTON
Seconded by: Phil SCHAEFER
Resolved that Council authorizes their “approval-in-principle” to provide
multi-year financial commitments to support intercommunity bus transit to
service the northern portion of Oxford County, providing both intra-County
and inter-regional connections. CARRIED.
Moved by: Margaret LUPTON
Seconded by: Phil SCHAEFER
Resolved that Council, in collaboration with the Township of Blandford-
Blenheim, the Township of Zorra and Oxford County, are in support of the
release of a Request for Proposal for an intercommunity bus transit
contract service. CARRIED.
Once again, thank you for taking the time to present to Council on August 5, 2020.
Sincerely,
Will Jaques
Corporate Services Manager/ Clerk
Township of East Zorra-Tavistock
Box 100 / 90 Loveys Street
Hickson, Ontario N0J 1L0
Email ezt@ezt.ca Phone 519.462.2697
Web www. ezt.ca Fax 519.462.2961
Page 46 of 169
TOWNSHIP OF ZORRA
274620 27th Line, PO Box 306 Ingersoll, ON, N5C 3K5
Ph. 519-485-2490 • 1-888-699-3868 • Fax 519-485-2520
Website www.zorra.ca • Email admin@zorra.ca
August 31, 2020
Oxford County
Attention: David Simpson
Laura Hamulecki
Via email: lhamulecki@oxfordcounty.ca
At the Township of Zorra Council Meeting on August 5, 2020, the following resolution
was passed regarding the Intercommunity Bus Transit.
Moved by: Katie Davies Seconded by: Ron Forbes
“WHEREAS both County Human Services and Rural Oxford Economic
Development Corporation have clearly stated that public transit is a
need for those residents with transportation challenges to access
health care, other services, employment, and for employers to access
potential employees;
AND WHEREAS Council has insufficient information to decide whether
to proceed, but would be interested to have such information;
THEREFORE be it resolved that staff be directed to work with East
Zorra-Tavistock, Blandford Blenheim, and Oxford County staff to
prepare and issue the RFP for the Intercommunity Bus Transit.”
Disposition: Carried
Yours truly,
Donna Wilson
Director of Corporate Services/Clerk
20-052
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Home Connecting Communities
Connecting Communities
Posted July 22, 2020 | Updated August 12, 2020
UPDATE: The online public meeting took place on Wednesday, August 12.
Watch the recorded meeting | Download the agenda
Proposed intercommunity bus service for northern Oxford
County
Consistent with Oxford County’s SouthwestLynx vision, the Government of Ontario's Connecting the Southwest
strategy looks to build a safe and reliable transportation system that:
connects smaller communities to larger centres;
improves access to jobs and critical services; and
supports an open and competitive business environment.
»
Report No. PW 2020-37
Attachment No. 2
Page 48 of 169
Although the south part of Oxford County will benefit from intercommunity bus transit grant programs that are already
underway for this initiative, northern Oxford remains with limited access to transportation connections and services both
within and outside of Oxford County.
By leveraging Ontario’s Gas Tax Transit funding, the townships of Blandford-Blenheim, East Zorra-Tavistock and
Zorra have an opportunity to work together with Oxford County to develop a new intercommunity bus transit service. This
new service, if approved, is proposed to start operating in April 2021. Our timeline for this project allows the partners to
meet timelines for provincial funding and to implement a bus carrier service contract.
Why?
Transportation connections are critical to the vitality of small urban/rural Southwestern Ontario. Public transportation
connects communities to each other and people to their work, family, medical services, education, and social and
recreation activities.
In Oxford County, transportation options that serve more people can also help address some of the unfilled jobs that exist
in our community. Access to transportation and the ability to travel around the County are also consistently identified as
an area of concern to Oxford County residents, as noted in the Future Oxford Community Sustainability Plan (2015),
Community Wellbeing Survey ( 2016), Zero Poverty Plan (2018) and soon-to-be-released Workforce Readiness Plan
(2020).
The proposal for intercommunity bus service in northern Oxford County presents a long-term sustainable transportation
option that can impact quality of life for many residents.
Where?
The proposed intercommunity bus service would run:
as a “fixed stop” loopconnecting at Tavistock, Embro, Plattsville, Drumbo, Innerkip and Woodstock;
with proposed connectionsto the Grand River Transit System (New Hamburg), the Stratford Intercity Transit
System (Shakespeare), and the Middlesex and Tillsonburg Intercommunity Transit Systems (Woodstock Transit
Terminal); and
with a number of proposed additional, on-demand “flex-stops” as shown on the map below. Flex stops are included
daily on a route based on individual request and may only be available at certain times.
Page 49 of 169
How much will it cost?
The intercommunity bus service is proposed to be financed through the Ontario Gas Tax transit funding, ticket sales, and
possibly contributions or investment by employers who benefit from the service. However, there would still be some
taxpayer costs applied through a municipal tax levy, which is applied to your municipal property tax bill. Based on our
current estimates, the costs of this service would be:
An increase to your base municipal property taxes of between $0.25 (25 cents) and $0.50 (50 cents) per
household for all of Oxford County
An additional increase of between $2.50 and $3.00 per household only for those who live in Blandford-
Blenheim, East Zorra-Tavistock and Zorra
One-time funding contribution from Oxford County’s already-approved 2020 budget for intercommunity
transportation to cover transit program start-up costs, including the purchase of a new bus
How to have your say
We're looking for feedback on the intercommunity bus service from anyone who might benefit: residents and businesses
in northern Oxford, the County's other area municipalities, and those travelling from outside of the County for work,
business or personal reasons. You can have your say through:
1. Our online tools up to August 21, 2020
SURVEY: Take either the "public" survey for residents or the "business community" survey if you are a part of
Oxford's economy.
INTERACTIVE MAP: Give feedback on fixed (set) and flex stops on the interactive map in the tab below.
Page 50 of 169
This online meeting took place on Wednesday, August 12, 2020.
Watch the recorded meeting | Download the agenda
3. Direct written submission to the project coordinator
EMAIL: Send an email to Laura Hamulecki, Public Works, Oxford County, at lhamulecki@oxfordcounty.ca.
MAIL: Send a letter to Laura Hamulecki, Public Works, Oxford County, 21 Reeve Street, PO Box 1614,
Woodstock, Ontario, N4S 7Y3.
If you are interested in the proposed intercommunity bus transit service and would like to be contacted with updates or to
provide further input, please register and/or sign in to Speak Up, Oxford, then look for "Follow this project" on the right.
SURVEY GIVE FEEDBACK ON STOPS
Take Survey
Take Survey
Survey: I am a member of the public
If you live in Oxford County, or outside of Oxford County but are interested in using this service, take the "public" version
of this survey. Please see the map in the main section of this web page before starting the survey.
Survey: I am a member of the business community
If you are part of a business in Oxford County, or one that is part of the Oxford County economy and/or an employer of
people living here, take the "business community" version of this survey. Please see the map in the main section of this
web page before starting the survey.
The public meeting
The public meeting2.
Page 51 of 169
Public and area municipal feedback and consultation
July 22 → September 02 2020
Online public meeting
August 12 2020
Deadline to complete online survey and provide feedback via interactive map
August 21 2020
Report to County Council: Financial estimates and feedback summary
September 09 2020
Request for Proposals (RFP) issued if approved by County Council
September 10 → October 05 2020
more..
Agenda for Public Meeting on August 12, 2020 (137 KB) (pdf)
Map: Proposed route for intercommunity bus service with connections to other systems (748 KB) (pdf)
Council Report PW 2020-29 – Intercommunity Bus Transit – Oxford County - North (July 8, 2020) (1.98 MB)
(pdf)
Council Report PW 2020-23: Connecting Southwest Ontario – Intercommunity Transportation Update (June
10, 2020) (3.2 MB) (pdf)
Transportation Master Plan (2019)
Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario - Government of Ontario
(Jan 2020)
Connecting Southwestern Ontario - Taking the Southwestern regional transportation discussion further (Aug
2018)
SouthwestLynx: Integrated High-Performance Public Transportation for Southwestern Ontario (June 2018)
Documents
Timeline
Page 52 of 169
STAY INFORMED
Subscribe for project updates
Subscribe
6 members of your community are following this project
Laura Hamulecki
Administrative Assistant, Public Works
Oxford County
Phone 1-800-755-0394 ext 3110
Email lhamulecki@oxfordcounty.ca
David Simpson
Director, Public Works
Oxford County
Email dsimpson@oxfordcounty.ca
Ronda Stewart
Economic Development Director
Rural Oxford EDC
Email ronda@roedc.ca
Who's listening
Page 53 of 169
Proposed North Oxford Intercommuntiy Transit
Interactive Map Responses and Feedback
Location Type Comments
220 Pittock Park Rd,
Woodstock
Bus stop I’d like to
see Help northern Oxford use the trails.
744475 Road 74, Zorra Bus stop I’d like to
see
Bring the route down to Line 17 to
provide access to more businesses
and newer subdivisions.
Corner of County Road 22
and Oxford Road 42,
Blandford-Blenheim
What I think about this
as a potential flex bus
stop
As a flex stop/request stop, it would
be terrific. People that live here are
too far away to easily reach a proper
stop independently; especially if they
have mobility issues.
7 William Street North,
Blandford-Blenehim
What I think about this
fixed (set) bus stop
There is a senior’s home that is
being built at 121 Albert St. This
stop will allow them access to the
bus.
Consider having stop in front of the
arena.
Report No. PW 2020-37
Attachment No. 3
Page 54 of 169
Survey: I am a
member of the public
SURVEY RESPONSE REPORT
12 June 2020 - 23 August 2020
PROJECT NAME:
Connecting Communities
Report No. PW 2020-37
Attachment No. 4
Page 55 of 169
REGISTRATION QUESTIONS
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 1 of 27
Page 56 of 169
Q1 Postal Code
1 (25.0%)
1 (25.0%)
1 (25.0%)
1 (25.0%)
1 (25.0%)
1 (25.0%)
1 (25.0%)
1 (25.0%)
Embro, ON, N0J1J0 Woodstock, ON, N4S8Z2 Ingersoll, ON, N5C4C4 Woodstock, ON, N4T0B7
Question options
Mandatory Question (4 response(s))
Question type: Region Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 2 of 27
Page 57 of 169
SURVEY QUESTIONS
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 3 of 27
Page 58 of 169
Q1 Please enter the postal code for your address.
26 (15.6%)
26 (15.6%)
16 (9.6%)
16 (9.6%)
15 (9.0%)
15 (9.0%)
13 (7.8%)
13 (7.8%)
10 (6.0%)
10 (6.0%)
10 (6.0%)
10 (6.0%)6 (3.6%)
6 (3.6%)5 (3.0%)
5 (3.0%)5 (3.0%)
5 (3.0%)3 (1.8%)
3 (1.8%)3 (1.8%)
3 (1.8%)2 (1.2%)
2 (1.2%)2 (1.2%)
2 (1.2%)2 (1.2%)
2 (1.2%)2 (1.2%)
2 (1.2%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)1 (0.6%)
1 (0.6%)
Thamesford, ON, N0M2M0 Embro, ON, N0J1J0 Plattsville, ON, N0J1S0 Innerkip, ON, N0J1M0
Drumbo, ON, N0J1G0 Tavistock, ON, N0B2R0 Norwich, ON, N0J1P0 Lakeside, ON, N0M2G0
Bright, ON, N0J1B0 Ingersoll, ON, N5C4A9 Princeton, ON, N0J1V0 Woodstock, ON, N4S8Z7
Tillsonburg, ON, N4G4G8 Hickson, ON, N0J1L0 Burgessville, ON, N0J1C0 Ingersoll, ON, N5C3N1
Chatham, ON, N7M5J4 Woodstock, ON, N4S8Z2 Woodstock, ON, N4S4S3 Woodstock, ON, N4T1P6
Ingersoll, ON, N5C1G6 Woodstock, ON, N4T1J1 Woodstock, ON, N4S6R9 Stratford, ON, N5A3B8
Woodstock, ON, N4T0G1 Woodstock, ON, N4S7G4 Woodstock, ON, N4S4L2 Ingersoll, ON, N5C2R3
Ingersoll, ON, N5C4A5 Ingersoll, ON, N5C2T3 Ingersoll, ON, N5C3J1 Woodstock, ON, N4S8A8
Woodstock, ON, N4T0E9 Woodstock, ON, N4S7G3 Ingersoll, ON, N5C3H9 Woodstock, ON, N4S6S7
Woodstock, ON, N4S7A5 Woodstock, ON, N4S8V2 Woodstock, ON, N4S7V6 Ingersoll, ON, N5C0A6
Woodstock, ON, N4S7T3 Woodstock, ON, N4S3H6 Mount Elgin, ON, N0J1N0 Woodstock, ON, N4T1R6
Tillsonburg, ON, N4G0A3 Woodstock, ON, N4S7W1 Woodstock, ON, N4T1T6 Ingersoll, ON, N5C2P8
Ingersoll, ON, N5C3E3 Thamesford, ON, N0M0A2 Woodstock, ON, N4S8E2 Thorndale, ON, N0M2P0
Woodstock, ON, N4S8Z5 Ingersoll, ON, N5C4C4 Woodstock, ON, N4T0L4 Ayr, ON, N0B1E0
Tillsonburg, ON, N4G1J2 Courtland, ON, N0J1E0 Otterville, ON, N0J1R0 Ingersoll, ON, N5C3J8
Woodstock, ON, N4S3N4 Woodstock, ON, N4T0B7
Question options
Mandatory Question (167 response(s))
Question type: Region Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 4 of 27
Page 59 of 169
Q2 How old are you?
4 (2.4%)
4 (2.4%)
14 (8.4%)
14 (8.4%)
70 (42.2%)
70 (42.2%)58 (34.9%)
58 (34.9%)
19 (11.4%)
19 (11.4%)1 (0.6%)
1 (0.6%)
Under 18 years old 18-24 years old 25-44 years old 45-64 years old 65 years and older
Rather not say
Question options
Optional question (166 response(s), 1 skipped)
Question type: Dropdown Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 5 of 27
Page 60 of 169
Q3 If there was intercommunity bus service available in Blandford-Blenheim, East Zorra-
Tavistock and Zorra Townships connecting to Woodstock, what would be your main reason for
using it? Check all that apply.
27
27
13
13
11
11
39
39
4
4
94
94
69
69
47
47
To get to and from work To get to and from school To look for work To get to and from appointments
To get to and from business meetings during my work day
Leisure: shopping, visit people or places, attend events and entertainment, volunteer, etc.
To connect to another mode of transportation (i.e., GO Transit, VIA Rail, other transit systems within and outside of Oxford County)
Other (please explain)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (159 response(s), 8 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 6 of 27
Page 61 of 169
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 7 of 27
Page 62 of 169
Q4 The main page for "Connecting Communities" includes a map that shows proposed fixed
(set) route stops as well as on-demand flexible on-demand route stops that are still being
considered. Flex stops are included daily on a route based on individual ...
23
23
23
23
25
25
27
27
91
91
56
56
12
12
38
38
19
19
33
33
69
69
59
59
59
59
35
35
48
48
Tavistock Plattsville Drumbo Innerkip Woodstock Ingersoll Beachville Thamesford
Norwich Tillsonburg London Stratford Kitchener-Waterloo-Cambridge Brantford
Other (please explain)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (153 response(s), 14 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 8 of 27
Page 63 of 169
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 9 of 27
Page 64 of 169
Q5 We are committed to offering intercommunity bus service at the most reasonable cost
possible so that it can be used by as many people as possible.What is the most you could
afford to pay for this service before you would consider other travel optio...
49
49
45
45
14
14
27
27
47
47
$8 per trip (one way)$10 per trip (one way)$12 per trip (one way)Not sure
Would not pay for this service (please explain)
Question options
5
10
15
20
25
30
35
40
45
50
55
Optional question (164 response(s), 3 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 10 of 27
Page 65 of 169
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 11 of 27
Page 66 of 169
Q6 How or where do you want to buy tickets? Check all options you would consider.
113
113
80
80
51
51
102
102
26
26
Buy online Pay cash when boarding Pre-purchase at a municipal office or other locations (e.g., convenience stores)
Mobile app Other options or comments?
Question options
10
20
30
40
50
60
70
80
90
100
110
120
Optional question (151 response(s), 16 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 12 of 27
Page 67 of 169
Q7 Helping people get to and from work addresses an important need in our communities.
Please tell us your current employment status: check all that apply.
94
94
20
20
15
15
14
14
11
11 16
16
14
14
25
25
2
2 7
7
Full-time (30+ hours per week)Part-time (less than 30 hours per week)Self-employed
Student (high school or post-secondary)Not working Volunteering Homemaker Retired
Rather not say Other (please explaini)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (164 response(s), 3 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 13 of 27
Page 68 of 169
Q8 How many trips (one-way) do you think you would take in a typical month?
58
58
22
22
8
8
4
4
55
55
18
18
1-5 5-10 10-20 More than 20 I don't plan to use the service at all Not sure (please explain)
Question options
5
10
15
20
25
30
35
40
45
50
55
60
65
Optional question (165 response(s), 2 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 14 of 27
Page 69 of 169
Q9 When do you leave home to travel to work/ school/ appointments/ social occasion most
often on a weekday?
38
38
74
74
38
38
22
22
12
12
13
13
11
11
8
8
5:00 - 7:00 am 7:00 - 9:00 am 9:00 - 11:00 am 11:00 am - 2:00 pm 2:00 - 4:00 pm 4:00 - 6:00 pm
6:00 p.m or later Comments (check box to add)
Question options
10
20
30
40
50
60
70
80
Optional question (156 response(s), 11 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 15 of 27
Page 70 of 169
Q10 When do you return home fromwork/ school/ appointments/ social occasion most often
on a weekday?
10
10
1
1
3
3 9
9
59
59
90
90
15
15
5:00 - 7:00 am 7:00 - 9:00 am 9:00 - 11:00 am 11:00 am - 2:00 pm 2:00 - 4:00 pm 4:00 - 6:00 pm
Comments (check box to add)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (155 response(s), 12 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 16 of 27
Page 71 of 169
Q11 When do you leave your home to travel towork/ school/ appointments/ social occasion
most often on a weekend?
112
112
23
23
16
16
9:00 am – 5:00 pm 5:00 pm – 8:00 pm Comments (check box to add)
Question options
10
20
30
40
50
60
70
80
90
100
110
120
Optional question (143 response(s), 24 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 17 of 27
Page 72 of 169
Q12 When do you return home from work/ school/ appointments/ social occasion most often
on a weekend?
51
51
81
81
20
20
9:00 am – 5:00 pm 5:00 pm – 8:00 pm Comments (check box to add)
Question options
10
20
30
40
50
60
70
80
90
Optional question (142 response(s), 25 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 18 of 27
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Q13 What is your average one-way, door-to-door trip time (from home to work/ school/
appointments/ social occasion) on a typical weekday now?
20
20
82
82
45
45
8
8
1
1
Under 15 minutes 15-30 minutes 30-60 minutes 60-90 minutes 2 hours or more
Question options
10
20
30
40
50
60
70
80
90
Optional question (150 response(s), 17 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 19 of 27
Page 74 of 169
Q14 Looking at the map of the proposed route and stops, how would you get from your
home to your nearest stopwhen starting out your trip?
91
91
16
16
32
32
4
4 9
9
35
35
24
24
Walk Bike Drive Taxi Community shuttle
Get a ride (from a family member or friend, carpool, Uber, etc.)Other (please explain)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (153 response(s), 14 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 20 of 27
Page 75 of 169
Q15 Looking at the map of the proposed route and stops, how would you get from the bus
stop to reach your destination or place that you go to most often (e.g., connecting with another
transit service, your work, school, appointment, social event, etc.)?
100
100
16
16
25
25
37
37
22
22 29
29
Walk Bike Taxi Get a ride (from a family member or friend, carpool, Uber, etc.)Community shuttle
Other (please explain)
Question options
10
20
30
40
50
60
70
80
90
100
110
Optional question (149 response(s), 18 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 21 of 27
Page 76 of 169
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 22 of 27
Page 77 of 169
Q16 If you live in Oxford County: How much of an increase are you willing to add to your
municipal property tax base to support an intercommunity bus service for northern Oxford
County?
33
33
13
13
47
47
12
12
59
59
$0.25 – 0.50 (cents)$0.50 – 0.75 (cents)$0.75 - $1.00 I don’t live in Oxford County
I don’t support any increase in municipal taxes for this service (please explain)
Question options
5
10
15
20
25
30
35
40
45
50
55
60
65
Optional question (158 response(s), 9 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 23 of 27
Page 78 of 169
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 24 of 27
Page 79 of 169
Q17 If you live in northern Oxford County (Blandford-Blenheim, East Zorra-Tavistock or
Zorra): How much of an additional increase to the County-wide one listed above are you
willing to add to your municipal property tax base for intercommunity bus serv...
27 (22.1%)
27 (22.1%)
12 (9.8%)
12 (9.8%)
14 (11.5%)
14 (11.5%)
33 (27.0%)
33 (27.0%)
36 (29.5%)
36 (29.5%)
$1 - $2 $2 - $3 $3 - $4 I don't live in northern Oxford County
I do not support any increase in municipal taxes for this service (please explain)
Question options
Optional question (122 response(s), 45 skipped)
Question type: Dropdown Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 25 of 27
Page 80 of 169
Q18 What is the most important consideration in deciding whether or not you will use the
bus service? Please rate the following with 1 being the most important consideration to you
and 8 being least important.
OPTIONS AVG. RANK
Service operating hours 2.90
Cost per trip 3.84
Distance from my house / work / other to the nearest bus stop 4.14
Total trip time (door-to-door)4.16
How often the service runs on weekdays (number of trips in a day)4.16
How well it connects to other transportation systems (GO Transit, VIA
Rail, other transit systems within and outside of Oxford County)
4.41
How often the service runs on weekends (number of trips in a day)4.92
How crowded the bus is 6.34
Question type: Dropdown Question
Optional question (135 response(s), 32 skipped)
Question type: Ranking Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 26 of 27
Page 81 of 169
Q19 As a user of this service, how would you like to receive information?
88
88
76
76
10
10 14
14
54
54
19
19
3
3
14
14
Email Mobile app Newspaper Radio Social media Direct mail Employer
Other (please describe)
Question options
10
20
30
40
50
60
70
80
90
100
Optional question (147 response(s), 20 skipped)
Question type: Checkbox Question
Survey: I am a member of the public : Survey Report for 12 June 2020 to 23 August 2020
Page 27 of 27
Page 82 of 169
Survey: I am a
member of the
business community
SURVEY RESPONSE REPORT
12 June 2020 - 23 August 2020
PROJECT NAME:
Connecting Communities
Report No. PW 2020-37
Attachment No. 5
Page 83 of 169
REGISTRATION QUESTIONS
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 1 of 35
Page 84 of 169
SURVEY QUESTIONS
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 2 of 35
Page 85 of 169
Q1 Please enter the postal code for your business:
9 (14.8%)
9 (14.8%)
8 (13.1%)
8 (13.1%)
5 (8.2%)
5 (8.2%)
4 (6.6%)
4 (6.6%)
3 (4.9%)
3 (4.9%)
3 (4.9%)
3 (4.9%)
3 (4.9%)
3 (4.9%)2 (3.3%)
2 (3.3%)2 (3.3%)
2 (3.3%)2 (3.3%)
2 (3.3%)2 (3.3%)
2 (3.3%)2 (3.3%)
2 (3.3%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)1 (1.6%)
1 (1.6%)
Tavistock, ON, N0B2R0 Embro, ON, N0J1J0 Bright, ON, N0J1B0 Hickson, ON, N0J1L0
Ingersoll, ON, N5C2T2 Norwich, ON, N0J1P0 Woodstock, ON, N4S7W1 Burgessville, ON, N0J1C0
Plattsville, ON, N0J1S0 Thamesford, ON, N0M2M0 Drumbo, ON, N0J1G0 Woodstock, ON, N4S7W3
Woodstock, ON, N4S1G8 Woodstock, ON, N4S7V7 Kintore, ON, N0M2C0 Tillsonburg, ON, N4G4H5
Salford, ON, N0J1W0 Woodstock, ON, N4S1C1 Harley, ON, N0E1E0 Ingersoll, ON, N5C3J8
Innerkip, ON, N0J1M0 Woodstock, ON, N4S0A7 Woodstock, ON, N4S7V8 Tavistock, ON, N0B0B6
Woodstock, ON, N4S7V9 Woodstock, ON, N4S0A9 Woodstock, ON, N4S1T5 Ingersoll, ON, N5C1J9
Question options
Mandatory Question (61 response(s))
Question type: Region Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 3 of 35
Page 86 of 169
Q2 How many employees work at your business?
35
35
6
6
6
6
5
5
2
2
3
3
4
4
Under 15 15-25 25-50 50-100 100-500 More than 500 Self-employed
Question options
5
10
15
20
25
30
35
40
Optional question (61 response(s), 0 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 4 of 35
Page 87 of 169
Q3 Which NAICS code (North American Industry Classification System) best describes your
business?
12
12
3
3
7
7
1
1
10
10
1
1 2
2
6
6
1
1
3
3
2
2
5
5
2
2
1
1
5
5
0
0
0
0
0
0
0
0
0
0
11 - Agriculture, forestry, fishing and hunting 23 - Construction 31-33 - Manufacturing 41 - Wholesale trade
44-45 - Retail trade 52 - Finance and insurance 53 - Real estate and rental and leasing
54 - Professional, scientific and technical services
56 - Administrative and support, waste management and remediation services 62 - Health care and social assistance
71 - Arts, entertainment and recreation 72 - Accommodation and food services
81 - Other services (except public administration)91 - Public administration Other (please describe)
21 - Mining, quarrying, and oil and gas extraction 22 - Utilities 48-49 - Transportation and warehousing
55 - Management of companies and enterprises 61 - Educational services
Question options
2
4
6
8
10
12
14
Optional question (61 response(s), 0 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 5 of 35
Page 88 of 169
Q4 Is attracting or retaining workforce a priority or concern for your company?
40
40
14
14
4
4
3
3
Yes No Not sure Other (please explain)
Question options
5
10
15
20
25
30
35
40
45
Optional question (61 response(s), 0 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 6 of 35
Page 89 of 169
Q5 How big of a challenge does transportation play in attracting and retaining employees at
your business?
9
9
20
20
13
13
5
5
14
14
Definitely disagree
Somewhat disagree
Neither agree nor disagree
Somewhat agree
Definitely agree
Question options
10 20 30 40 50 60 70
Transportation is one of
our most important f...
Optional question (61 response(s), 0 skipped)
Question type: Likert Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 7 of 35
Page 90 of 169
Q5 How big of a challenge does transportation play in attracting and retaining
employees at your business?
Definitely agree : 9
Somewhat agree : 20
Neither agree nor disagree : 13
Somewhat disagree : 5
Definitely disagree : 14
2 4 6 8 10 12 14 16 18 20 22
Transportation is one of our most important factors for attraction and retention
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 8 of 35
Page 91 of 169
Q6 Where do your employees mostly travel from? Check all that apply whether or not your
business in located in Oxford County.
14
14
9
9
8
8
7
7
36
36
17
17
2
2 4
4
9
9
6
6
11
11
14
14
17
17
6
6
19
19
Other (please describe)Brantford Kitchener-Waterloo-Cambridge Stratford London Tillsonburg
Norwich Thamesford Beachville Ingersoll Woodstock Innerkip Drumbo Plattsville
Tavistock
Question options
5
10
15
20
25
30
35
40
Optional question (59 response(s), 2 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 9 of 35
Page 92 of 169
Q7 Does the proposed intercommunity bus route (see map) help connect your employees to
their workplace?
23
23
25
25
10
10
2
2
Other (please explain)Not sure No Yes
Question options
2
4
6
8
10
12
14
16
18
20
22
24
26
28
Optional question (60 response(s), 1 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 10 of 35
Page 93 of 169
Screen Name Redacted
7/24/2020 04:15 PM
8:00am
Screen Name Redacted
7/28/2020 11:31 AM
usually 10am
Screen Name Redacted
7/28/2020 11:40 AM
8AM
Screen Name Redacted
7/28/2020 03:16 PM
6 am
Screen Name Redacted
7/29/2020 10:59 AM
11am
Screen Name Redacted
8/01/2020 07:45 AM
10am
Screen Name Redacted
8/01/2020 09:15 AM
10:00am and 5:00pm
Screen Name Redacted
8/06/2020 02:15 PM
varied shifts
Screen Name Redacted
8/07/2020 05:24 AM
Monday to Thursday 5pm, Saturday 10am.
Screen Name Redacted
8/07/2020 09:50 AM
8pm
Screen Name Redacted
8/07/2020 12:23 PM
4 am for first shift, 9 am and 4 pm later shift
Screen Name Redacted
8/10/2020 09:39 AM
8
Screen Name Redacted
8/10/2020 10:26 AM
9-5
Screen Name Redacted 9AM
Q8 When do you require your employees to be at work on a typical weekday? If you are
running multiple shifts, please list the start times for each.
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 11 of 35
Page 94 of 169
8/10/2020 10:31 AM
Screen Name Redacted
8/10/2020 11:07 AM
8AM
Screen Name Redacted
8/10/2020 01:37 PM
8AM
Screen Name Redacted
8/10/2020 09:01 PM
10 am
Screen Name Redacted
8/11/2020 09:57 AM
Between 7:30 am 8:00 am and 9:00 am
Screen Name Redacted
8/11/2020 10:00 AM
0600, 1400, 2200
Screen Name Redacted
8/11/2020 11:40 AM
7:30 am
Screen Name Redacted
8/11/2020 12:01 PM
6 am, 2 pm, 10 pm
Screen Name Redacted
8/12/2020 01:13 PM
7:00am, 7:30am
Screen Name Redacted
8/13/2020 09:59 AM
8:00am
Screen Name Redacted
8/13/2020 12:37 PM
9am -4:30pm
Screen Name Redacted
8/13/2020 12:53 PM
9:00am
Screen Name Redacted
8/13/2020 02:33 PM
8am
Screen Name Redacted
8/14/2020 09:34 AM
8 am (earlier seasonal start)
Screen Name Redacted
8/14/2020 10:03 AM
8 am
Screen Name Redacted 8am
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 12 of 35
Page 95 of 169
8/14/2020 12:14 PM
Screen Name Redacted
8/14/2020 01:28 PM
8am, 11am, 7pm
Screen Name Redacted
8/15/2020 05:52 AM
11am
Screen Name Redacted
8/17/2020 11:19 AM
6 am
Screen Name Redacted
8/17/2020 03:03 PM
8am
Screen Name Redacted
8/17/2020 03:15 PM
7 am, 3 pm, 11 pm
Screen Name Redacted
8/17/2020 03:43 PM
7:00 AM TO 5:30 pm. Monday to Friday 7:30 AM to 12:00 Saturday
Screen Name Redacted
8/18/2020 08:24 AM
6am & 4pm
Screen Name Redacted
8/18/2020 09:16 AM
8am
Screen Name Redacted
8/18/2020 09:34 AM
7am & 9am
Screen Name Redacted
8/19/2020 01:50 PM
7:30am
Screen Name Redacted
8/19/2020 03:50 PM
Between the hours of 05:00 & 00:00
Screen Name Redacted
8/19/2020 10:00 PM
930am and 130pm
Screen Name Redacted
8/20/2020 05:38 AM
7am
Screen Name Redacted
8/20/2020 08:13 AM
8am
Screen Name Redacted 745am
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 13 of 35
Page 96 of 169
8/20/2020 09:15 AM
Screen Name Redacted
8/20/2020 09:15 AM
yes 8:30am to 5pm
Screen Name Redacted
8/20/2020 09:31 AM
Varies weekly
Screen Name Redacted
8/20/2020 09:36 AM
8am, 9am
Screen Name Redacted
8/20/2020 10:47 AM
Anywhere from 9:30 to 11 am
Screen Name Redacted
8/20/2020 10:50 AM
8am - 5pm
Screen Name Redacted
8/20/2020 10:51 AM
9am
Screen Name Redacted
8/20/2020 11:15 AM
5:45am 6:00am 6:30am start times 5:45pm Start times
Screen Name Redacted
8/20/2020 11:11 AM
Flexible
Screen Name Redacted
8/20/2020 12:16 PM
8am
Screen Name Redacted
8/20/2020 01:06 PM
8am Mon-Fri
Screen Name Redacted
8/20/2020 02:37 PM
8:00 am
Screen Name Redacted
8/20/2020 04:31 PM
7am, 7:30am and 8:30 am start times
Screen Name Redacted
8/21/2020 12:41 PM
8 AM
Screen Name Redacted
8/21/2020 03:10 PM
N/A
Screen Name Redacted 5:30 AM & 4:30 PM
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 14 of 35
Page 97 of 169
8/22/2020 09:28 AM
Screen Name Redacted
7/24/2020 04:15 PM
5:00pm
Screen Name Redacted
7/28/2020 11:31 AM
usually 2pm
Screen Name Redacted
7/28/2020 11:40 AM
5PM
Screen Name Redacted
7/28/2020 03:16 PM
2 pm
Screen Name Redacted
7/29/2020 10:59 AM
5pm
Screen Name Redacted
8/01/2020 07:45 AM
5pm
Screen Name Redacted
8/01/2020 09:15 AM
5:00pm, 9:00pm and 11:00pm
Screen Name Redacted
8/06/2020 02:15 PM
varied shifts
Screen Name Redacted
8/07/2020 05:24 AM
Can be somewhat flexible but between 7 and 8pm
Screen Name Redacted
8/07/2020 09:50 AM
Midnight
Screen Name Redacted
8/07/2020 12:23 PM
8:30am, 12 pm. And 8:30pm
Screen Name Redacted
8/10/2020 09:39 AM
8
Optional question (59 response(s), 2 skipped)
Question type: Single Line Question
Q9 When do your employees leave work on a typical weekday? If you are running multiple
shifts, please list the end times for each.
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 15 of 35
Page 98 of 169
Screen Name Redacted
8/10/2020 10:26 AM
5 pm
Screen Name Redacted
8/10/2020 10:31 AM
5PM
Screen Name Redacted
8/10/2020 11:07 AM
5PM
Screen Name Redacted
8/10/2020 01:37 PM
5:30PM
Screen Name Redacted
8/10/2020 09:01 PM
5:45
Screen Name Redacted
8/11/2020 09:57 AM
4:00 pm 4:30 pm and 5:30 pm
Screen Name Redacted
8/11/2020 10:00 AM
1400, 2200, 0600
Screen Name Redacted
8/11/2020 11:40 AM
5pm
Screen Name Redacted
8/11/2020 12:01 PM
2 pm, 10 pm, 6 am
Screen Name Redacted
8/12/2020 01:13 PM
4:00pm, 4:30pm
Screen Name Redacted
8/13/2020 09:59 AM
5:00pm and 7:00pm
Screen Name Redacted
8/13/2020 12:37 PM
4:30pm
Screen Name Redacted
8/13/2020 12:53 PM
5:30pm
Screen Name Redacted
8/13/2020 02:33 PM
5pm
Screen Name Redacted
8/14/2020 09:34 AM
5 pm (early seasonal finish)
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 16 of 35
Page 99 of 169
Screen Name Redacted
8/14/2020 10:03 AM
5 pm
Screen Name Redacted
8/14/2020 12:14 PM
4pm
Screen Name Redacted
8/14/2020 01:28 PM
2:30pm, 8pm, 9:30pm
Screen Name Redacted
8/15/2020 05:52 AM
7pm
Screen Name Redacted
8/17/2020 11:19 AM
5 PM
Screen Name Redacted
8/17/2020 03:03 PM
5pm
Screen Name Redacted
8/17/2020 03:15 PM
7 am, 3 pm, 11 pm
Screen Name Redacted
8/17/2020 03:43 PM
5:30pm
Screen Name Redacted
8/18/2020 08:24 AM
6pm & 8pm
Screen Name Redacted
8/18/2020 09:16 AM
530pm
Screen Name Redacted
8/18/2020 09:34 AM
7pm & 1am
Screen Name Redacted
8/19/2020 01:50 PM
5:00
Screen Name Redacted
8/19/2020 03:50 PM
Between the hours of 06:30 - 01:00
Screen Name Redacted
8/19/2020 10:00 PM
630pm and 930pm
Screen Name Redacted
8/20/2020 05:38 AM
7pm
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 17 of 35
Page 100 of 169
Screen Name Redacted
8/20/2020 08:13 AM
5pm
Screen Name Redacted
8/20/2020 09:15 AM
630pm
Screen Name Redacted
8/20/2020 09:15 AM
5pm
Screen Name Redacted
8/20/2020 09:31 AM
Varies weekly
Screen Name Redacted
8/20/2020 09:36 AM
5pm, 6pm
Screen Name Redacted
8/20/2020 10:47 AM
5 pm
Screen Name Redacted
8/20/2020 10:50 AM
4pm -5pm
Screen Name Redacted
8/20/2020 10:51 AM
5pm
Screen Name Redacted
8/20/2020 11:15 AM
3:45pm 4:00pm 4:45am
Screen Name Redacted
8/20/2020 11:11 AM
Flexible
Screen Name Redacted
8/20/2020 12:16 PM
4:30-5Pm
Screen Name Redacted
8/20/2020 01:06 PM
6pm Mon-Thurs, 8 PM fri
Screen Name Redacted
8/20/2020 02:37 PM
5:00
Screen Name Redacted
8/20/2020 04:31 PM
4pm, 4:30pm and 5pm
Screen Name Redacted
8/21/2020 12:41 PM
5 PM
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 18 of 35
Page 101 of 169
Screen Name Redacted
8/22/2020 09:28 AM
3:00 PM & 9:00 PM
Screen Name Redacted
7/24/2020 04:15 PM
n/a
Screen Name Redacted
7/28/2020 11:31 AM
usually 10am saturday only
Screen Name Redacted
7/28/2020 03:16 PM
6 am
Screen Name Redacted
7/29/2020 10:59 AM
11am
Screen Name Redacted
8/01/2020 07:45 AM
9am
Screen Name Redacted
8/01/2020 09:15 AM
10:00am and 5;00pm
Screen Name Redacted
8/06/2020 02:15 PM
depends
Screen Name Redacted
8/07/2020 05:24 AM
10 am Saturdays
Screen Name Redacted
8/07/2020 09:50 AM
8pm
Screen Name Redacted
8/07/2020 12:23 PM
4am, and 4 pm
Screen Name Redacted
8/10/2020 09:39 AM
8
Screen Name Redacted not required
Optional question (58 response(s), 3 skipped)
Question type: Single Line Question
Q10 When do you require your employees to be at work on a typical weekend? If you run
more than one shift, please list the start times for each.
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 19 of 35
Page 102 of 169
8/10/2020 10:26 AM
Screen Name Redacted
8/10/2020 10:31 AM
N/A
Screen Name Redacted
8/10/2020 09:01 PM
10 am
Screen Name Redacted
8/11/2020 09:57 AM
8:00 am
Screen Name Redacted
8/11/2020 10:00 AM
0600, 1400, 2200
Screen Name Redacted
8/11/2020 12:01 PM
6 am, 2 pm, 10 pm
Screen Name Redacted
8/12/2020 01:13 PM
n/a
Screen Name Redacted
8/13/2020 09:59 AM
8:00am
Screen Name Redacted
8/13/2020 12:37 PM
never
Screen Name Redacted
8/13/2020 12:53 PM
8:00am
Screen Name Redacted
8/13/2020 02:33 PM
n/a
Screen Name Redacted
8/14/2020 09:34 AM
same
Screen Name Redacted
8/14/2020 10:03 AM
no weekends
Screen Name Redacted
8/14/2020 12:14 PM
7:30am
Screen Name Redacted
8/14/2020 01:28 PM
8am, 11am, 7pm
Screen Name Redacted 11am
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 20 of 35
Page 103 of 169
8/15/2020 05:52 AM
Screen Name Redacted
8/17/2020 11:19 AM
6 Am
Screen Name Redacted
8/17/2020 03:03 PM
Closed on Weekends
Screen Name Redacted
8/17/2020 03:15 PM
7 am, 7 pm
Screen Name Redacted
8/17/2020 03:43 PM
Emergency service only
Screen Name Redacted
8/18/2020 08:24 AM
6am & 4pm
Screen Name Redacted
8/18/2020 09:16 AM
8am
Screen Name Redacted
8/18/2020 09:34 AM
7am & 9am
Screen Name Redacted
8/19/2020 01:50 PM
na
Screen Name Redacted
8/19/2020 03:50 PM
05:00 - 00:00
Screen Name Redacted
8/19/2020 10:00 PM
930am and 130pm
Screen Name Redacted
8/20/2020 05:38 AM
7am
Screen Name Redacted
8/20/2020 08:13 AM
8am
Screen Name Redacted
8/20/2020 09:15 AM
10am
Screen Name Redacted
8/20/2020 09:15 AM
no
Screen Name Redacted No weekends.
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 21 of 35
Page 104 of 169
8/20/2020 09:31 AM
Screen Name Redacted
8/20/2020 09:36 AM
8am, 9am
Screen Name Redacted
8/20/2020 10:47 AM
9 am
Screen Name Redacted
8/20/2020 10:50 AM
n/a
Screen Name Redacted
8/20/2020 10:51 AM
8am
Screen Name Redacted
8/20/2020 11:15 AM
hours 6:15am 10:15
Screen Name Redacted
8/20/2020 11:11 AM
On call
Screen Name Redacted
8/20/2020 12:16 PM
NA
Screen Name Redacted
8/20/2020 01:06 PM
8 am Sat, closed Sunday
Screen Name Redacted
8/20/2020 02:37 PM
Closed
Screen Name Redacted
8/20/2020 04:31 PM
not open on weekends
Screen Name Redacted
8/21/2020 12:41 PM
NA
Screen Name Redacted
8/21/2020 03:10 PM
N/A
Screen Name Redacted
8/22/2020 09:28 AM
5:30 AM & 4:30 PM
Optional question (55 response(s), 6 skipped)
Question type: Single Line Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 22 of 35
Page 105 of 169
Screen Name Redacted
7/24/2020 04:15 PM
n/a
Screen Name Redacted
7/28/2020 11:31 AM
2pm
Screen Name Redacted
7/28/2020 03:16 PM
10 am
Screen Name Redacted
7/29/2020 10:59 AM
5pm
Screen Name Redacted
8/01/2020 07:45 AM
4pm
Screen Name Redacted
8/01/2020 09:15 AM
5:00pm, 9:00pm and 11:00pm
Screen Name Redacted
8/06/2020 02:15 PM
depends
Screen Name Redacted
8/07/2020 05:24 AM
2pm Saturdays
Screen Name Redacted
8/07/2020 09:50 AM
Midnight
Screen Name Redacted
8/07/2020 12:23 PM
10 am. And 7:30 pm
Screen Name Redacted
8/10/2020 09:39 AM
8
Screen Name Redacted
8/10/2020 10:26 AM
not applicable
Screen Name Redacted
8/10/2020 10:31 AM
NA
Screen Name Redacted
8/10/2020 09:01 PM
5:30
Q11 When do your employees leavework on a typical weekend? If you run more than one
shift, please list the end times for each.
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 23 of 35
Page 106 of 169
Screen Name Redacted
8/11/2020 09:57 AM
4:00 pm
Screen Name Redacted
8/11/2020 10:00 AM
1400, 2200, 0600
Screen Name Redacted
8/11/2020 12:01 PM
2 pm, 10 pm, 6 am
Screen Name Redacted
8/12/2020 01:13 PM
n/a
Screen Name Redacted
8/13/2020 09:59 AM
1:00pm
Screen Name Redacted
8/13/2020 12:37 PM
never
Screen Name Redacted
8/13/2020 12:53 PM
4:00pm
Screen Name Redacted
8/13/2020 02:33 PM
n/a
Screen Name Redacted
8/14/2020 09:34 AM
same
Screen Name Redacted
8/14/2020 10:03 AM
no weekends
Screen Name Redacted
8/14/2020 12:14 PM
3:30pm
Screen Name Redacted
8/14/2020 01:28 PM
2:30pm, 8pm, 9:30pm
Screen Name Redacted
8/15/2020 05:52 AM
7pm
Screen Name Redacted
8/17/2020 11:19 AM
1PM
Screen Name Redacted
8/17/2020 03:03 PM
Closed on Weekends
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 24 of 35
Page 107 of 169
Screen Name Redacted
8/17/2020 03:15 PM
7 am, 7 pm
Screen Name Redacted
8/17/2020 03:43 PM
not applicable
Screen Name Redacted
8/18/2020 08:24 AM
6pm & 8pm
Screen Name Redacted
8/18/2020 09:16 AM
12pm
Screen Name Redacted
8/18/2020 09:34 AM
7pm & 1am
Screen Name Redacted
8/19/2020 01:50 PM
na
Screen Name Redacted
8/19/2020 03:50 PM
06:30 - 01:00
Screen Name Redacted
8/19/2020 10:00 PM
630pm and 930pm
Screen Name Redacted
8/20/2020 05:38 AM
7pm
Screen Name Redacted
8/20/2020 08:13 AM
5pm
Screen Name Redacted
8/20/2020 09:15 AM
4pm
Screen Name Redacted
8/20/2020 09:15 AM
n/a
Screen Name Redacted
8/20/2020 09:31 AM
N/A
Screen Name Redacted
8/20/2020 09:36 AM
12pm, 6pm
Screen Name Redacted
8/20/2020 10:47 AM
3 pm
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 25 of 35
Page 108 of 169
Screen Name Redacted
8/20/2020 10:50 AM
n/a
Screen Name Redacted
8/20/2020 10:51 AM
4pm
Screen Name Redacted
8/20/2020 11:15 AM
10:15
Screen Name Redacted
8/20/2020 11:11 AM
Flexible
Screen Name Redacted
8/20/2020 12:16 PM
NA
Screen Name Redacted
8/20/2020 01:06 PM
3 PM sat, closed Sunday
Screen Name Redacted
8/20/2020 02:37 PM
Closed
Screen Name Redacted
8/20/2020 04:31 PM
not open on weekends
Screen Name Redacted
8/21/2020 12:41 PM
NA
Screen Name Redacted
8/21/2020 03:10 PM
N/A
Screen Name Redacted
8/22/2020 09:28 AM
2:30 PM & 9:30 PM
Optional question (55 response(s), 6 skipped)
Question type: Single Line Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 26 of 35
Page 109 of 169
Q12 Other communities in Ontario (and Canada), work with employers to provide incentives
for employees to use public transit. Assuming an employee uses transit to get to and from
work five (5) days a week at a monthly cost ranging between $300-$600, ho...
8
8
4
4
46
46
0
0
0
0
100%75%Not sure (please explain)50%25%
Question options
5
10
15
20
25
30
35
40
45
50
Optional question (58 response(s), 3 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 27 of 35
Page 110 of 169
Screen Name Redacted
7/24/2020 04:15 PM
0
Screen Name Redacted
7/28/2020 11:40 AM
0
Screen Name Redacted
7/28/2020 03:16 PM
6
Screen Name Redacted
7/29/2020 10:59 AM
0
Screen Name Redacted
8/01/2020 07:45 AM
2-5
Screen Name Redacted
8/06/2020 02:15 PM
0
Screen Name Redacted
8/07/2020 05:24 AM
2-3
Screen Name Redacted
8/10/2020 09:39 AM
100%
Screen Name Redacted
8/10/2020 10:26 AM
n/a
Screen Name Redacted
8/10/2020 10:31 AM
0
Screen Name Redacted
8/10/2020 11:07 AM
0
Screen Name Redacted
8/10/2020 01:37 PM
0
Screen Name Redacted
8/10/2020 09:01 PM
No
Q13 If yes, how many employees would you consider providing this benefit to on an annual
basis?
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 28 of 35
Page 111 of 169
Screen Name Redacted
8/11/2020 10:00 AM
10
Screen Name Redacted
8/11/2020 11:40 AM
None
Screen Name Redacted
8/11/2020 12:01 PM
?
Screen Name Redacted
8/12/2020 01:13 PM
10
Screen Name Redacted
8/13/2020 02:33 PM
1
Screen Name Redacted
8/14/2020 09:34 AM
situational
Screen Name Redacted
8/14/2020 10:03 AM
3
Screen Name Redacted
8/14/2020 12:14 PM
0
Screen Name Redacted
8/14/2020 01:28 PM
under 5
Screen Name Redacted
8/15/2020 05:52 AM
1
Screen Name Redacted
8/17/2020 03:03 PM
None
Screen Name Redacted
8/17/2020 03:43 PM
3 or 4
Screen Name Redacted
8/18/2020 08:24 AM
1
Screen Name Redacted
8/18/2020 09:34 AM
monthly (seasonal employment) would subsidize up to 200 staff or whoever
needs it
Screen Name Redacted
8/19/2020 01:50 PM
0
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 29 of 35
Page 112 of 169
Screen Name Redacted
8/19/2020 03:50 PM
Unavailable at this Time
Screen Name Redacted
8/19/2020 09:02 PM
80%
Screen Name Redacted
8/20/2020 05:38 AM
0
Screen Name Redacted
8/20/2020 08:13 AM
1-2
Screen Name Redacted
8/20/2020 09:15 AM
1-2
Screen Name Redacted
8/20/2020 09:15 AM
1 or 2
Screen Name Redacted
8/20/2020 09:36 AM
3-6
Screen Name Redacted
8/20/2020 10:50 AM
unsure
Screen Name Redacted
8/20/2020 11:15 AM
many
Screen Name Redacted
8/20/2020 11:11 AM
0
Screen Name Redacted
8/20/2020 01:06 PM
n/a
Screen Name Redacted
8/20/2020 02:37 PM
None
Optional question (40 response(s), 21 skipped)
Question type: Single Line Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 30 of 35
Page 113 of 169
Q14 Do you feel the proposed intercommunity bus transit route (see map) adequately
addresses the lack of transit available in the northern part of the County?
22
22
10
10
22
22
7
7
Other (please explain)Not sure No Yes
Question options
2
4
6
8
10
12
14
16
18
20
22
24
Optional question (61 response(s), 0 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 31 of 35
Page 114 of 169
Q15 Would you be interested in advertising opportunities for your business on the
intercommunity bus service, whether on a bus, at a stop/shelter, online, on printed materials,
etc.?
19
19
25
25
15
15
Not sure (please explain)No Yes
Question options
2
4
6
8
10
12
14
16
18
20
22
24
26
28
Optional question (59 response(s), 2 skipped)
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 32 of 35
Page 115 of 169
Screen Name Redacted
7/24/2020 04:15 PM
sounds like another way for government to spend money that is not required
to be spent
Screen Name Redacted
7/29/2020 10:59 AM
You should consider adding Ingersoll.
Screen Name Redacted
8/06/2020 02:15 PM
Poor use of tax dollars
Screen Name Redacted
8/10/2020 09:39 AM
Price seems high, 10 dollars each way, should be $5 and cheaper return.
Screen Name Redacted
8/10/2020 10:26 AM
I don't think tax payers need this extra cost added to their tax burden
Screen Name Redacted
8/10/2020 10:31 AM
I think it would be a great service for people getting to and from
appointments or to shop.
Screen Name Redacted
8/10/2020 11:07 AM
I provide my own means and so should everyone else.
Screen Name Redacted
8/10/2020 01:37 PM
This is the dumbest idea I have heard in quite a while, the cost of this
proposal is a waste of tax payers money let alone how much will be put into
the meeting etc. This is not like a city bus, to make this loop it would be close
to two hours for one trip, and how do you schedule for weather. You are also
leaving out a lot of the communities so driving will still be required to get to a
bus stop. Example you live in Hickson, the nearest stop is Tavistock but if
you drive 3 minutes more the opposite direction you are in Woodstock... And
for the residents who live no where near a stop telling them their taxes are
going up for something they will never use or have access to is wrong and a
slap in the face! There is much better places to be spending our tax money.
This needs to get dropped right now before any more money is wasted on it.
If the person who dreamed up this is the same person who thought to make
communities safer lets raise the speed limit then it is time they are out of a
job!
Screen Name Redacted
8/11/2020 11:40 AM
Bus transit would not work for our business
Q16 Please provide any additional thoughts or feedback regarding the proposed
intercommunity bus transit service.
Question type: Checkbox Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 33 of 35
Page 116 of 169
Screen Name Redacted
8/12/2020 01:13 PM
Bright Cheese & Butter is supportive of this initiative and would be an
enthusiastic supporter if a bus stop is located directly out front of Bright
Butter & Cheese, which could also provide access for employees at the Grain
Elevator, North Blenheim Cooperative and the mechanic shop in Bright.
Screen Name Redacted
8/13/2020 09:59 AM
Our business could utilize a depot to depot package drop-off (similar to
Greyhound services. This Greyhound service may or may not be currently
applicable because my use of this service was with previous employment)
Screen Name Redacted
8/13/2020 12:53 PM
I like the idea
Screen Name Redacted
8/13/2020 02:33 PM
Overall, I think this is a good opportunity to help our residents and
businesses connect to neighbouring communities.
Screen Name Redacted
8/14/2020 10:03 AM
As a business I don't think this would really help us. Our customers are very
rural based, so they will always have their own transportation. On a personal
level I've always thought there should be some transportation available
between local communities, so I do support it.
Screen Name Redacted
8/17/2020 03:43 PM
I believe it would benefit our local communities
Screen Name Redacted
8/18/2020 08:24 AM
Dairy Farm - the times would likely not be conducive to our start and end
times
Screen Name Redacted
8/18/2020 09:34 AM
Great idea - would be willing to support
Screen Name Redacted
8/20/2020 08:13 AM
step in the right direction
Screen Name Redacted
8/20/2020 09:15 AM
make buses appropriate size
Screen Name Redacted
8/20/2020 09:31 AM
Unsure enough stops to ensure it’s successful at this point.
Screen Name Redacted
8/20/2020 09:36 AM
I would like to see it expand to more of the smaller towns that exist between
those listed above such as Oxford Center, Bright, Centreville, Hickson,
Burgessville, etc.
Screen Name Redacted
8/20/2020 10:50 AM
N/A
Screen Name Redacted
8/20/2020 10:51 AM
Long time, needed this year's ago, a lot of the younger generation are not
driving these days. Also would be great to allow Seniors to access other
community's. It's long overdue!
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 34 of 35
Page 117 of 169
Screen Name Redacted
8/20/2020 11:15 AM
Transit to and from larger centres most helpful.
Screen Name Redacted
8/20/2020 11:11 AM
Covid 19 will make it difficult for riders to get excited about public
transportation
Screen Name Redacted
8/20/2020 01:06 PM
We would hugely benefit from the service, would be great for the senior
customers and the people living in the new sub-division in Embro. We have
had young employees in the past who have had to walk like 30 mins to work
from home and this could have been helpful at the time.
Screen Name Redacted
8/20/2020 02:37 PM
There are people whom can't find work in the community they live so this
work possibly make out of town employment an opportunity to them
Optional question (27 response(s), 34 skipped)
Question type: Essay Question
Survey: I am a member of the business community : Survey Report for 12 June 2020 to 23 August 2020
Page 35 of 35
Page 118 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 1 of 9
To: Warden and Members of County Council
From: Director of Public Works
Intercommunity Bus Transit – Oxford County (North)
RECOMMENDATIONS
1.That Oxford County Council receive Report No. PW 2020-29 entitled
“Intercommunity Bus Transit – Oxford County (North)”;
2.An d further, that County Council authorize staff to undertake a public engagement
campaign to seek input on the proposed intercommunity bus transit service for
the northern portion of Oxford County;
3.And further, that County Council authorize staff to prepare and issue a Request
for Proposal (RFP) for an intercommunity bus transit contract to service the
northern portion of Oxford County providing both intra-County and inter-regional
connections;
4.And further, that Report No. PW 2020-29 be circulated to Area Municipalities for
information.
REPORT HIGHLIGHTS
The purpose of this report is to obtain County Council authorization for staff to undertake a
public engagement campaign to further inform and validate the proposed intercommunity
bus transit service for the northern portion of Oxford County.
This report also seeks Council authorization for staff to prepare and issue a Request for
Proposal (RFP) to the bus carrier market for the proposed intercommunity bus transit
contract service.
The proposed inter-community bus transit service for the unserved northern portion of
Oxford County would further support and enhance resident access to employment,
education, social services and shopping, recreation and entertainment activities, etc. by
providing integrated intra-County and inter-regional transportation connections.
Adopted with the removal of
recommendation no. 3
Page 119 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 2 of 9
Implementation Points
The overall scope and original work plan of the proposed intercommunity bus transit service
project is summarized below in Figure 1.
Figure 1 – Intercommunity Bus Transit Project Work Plan
Upon potential approval from County Council, staff will undertake a formal six-week public
consultation and community engagement campaign as described later in the report. The
feedback received from this campaign will serve to further inform and validate the proposed
intercommunity bus transit service for the northern portion of Oxford County which will be
included in the RFP.
During this time, staff will be further liaising with the Area Municipalities, Rural Oxford Economic
Development Corporation and local employers to seek further feedback on the prospective bus
transit service and associated service coverage areas, as well as to assess potential financial
contributions for the same.
Following completion of the RFP bidder evaluations, a third-party bus carrier will be
recommended for contract award, subject to County Council approval and pre-budget multi-year
financial commitments from Oxford County and the Townships of Blandford-Blenheim, East
Zorra-Tavistock and Zorra.
The proposed in-service date for the intercommunity bus transit project is April 2021 in order to
permit six months for bus procurement, service plan development and route validation, bus
route sign installation and community marketing / branding. The proposed service start date is
also strategic in that it aligns with the start of the province’s calendar year for its gas tax
program.
Page 120 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 3 of 9
Financial Impact
As noted in Report No. PW 2020-23, funding exists in the 2020 Business Plan and Budget for
consideration of inter-community bus transportation solutions that better support the immediate
needs of Southwestern Ontario. Staff have also reviewed and confirmed gas tax eligibility for
this proposed service with the Ministry of Transportation, based on the proposed bus transit
service area and projected ridership.
In order to become eligible for provincial gas tax program transit funding, municipal financial
commitments must be in place to support the proposed intercommunity bus transit service start-
up costs and to substantively offset annual base operational costs. Accordingly, multi-year
financial (pre-budget) commitments by the County and the Townships of Blandford-Blenheim,
East Zorra-Tavistock and Zorra will be required to support the proposed intercommunity bus
transit service.
Full financial details of the proposed service, including annual contract expenses, secured
annual financial commitments, projected fare revenue and anticipated annual gas tax funding
will be provided in a subsequent report to Council for consideration and review prior to seeking
potential approval of recommended bus service provider contract award (October, 2020).
The Treasurer has reviewed this report and agrees with the financial impact information.
Risks/Implications
There are no risks associated with the adoption of the recommendations contained in this
report.
Strategic Plan (2015-2018)
County Council adopted the County of Oxford Strategic Plan (2015-2018) at its regular meeting
held May 27, 2015. The initiative contained within this report supports the Values and Strategic
Directions as set out in the Strategic Plan as it pertains to the following Strategic Directions:
1. ii. A County that Works Together – Enhance the quality of life for all of our citizens by:
- Adapting programs, services and facilities to reflect evolving community needs
- Working with community partners and organizations to maintain / strengthen public
safety
2. i. A County that is Well Connected – Improve travel options beyond the personal vehicle by:
- Exploring the feasibility of innovative inter-municipal transportation strategies (E.g.,
- car/ride share)
- Creating, enhancing and promoting the use of an integrated trail and bike path system
- Promoting active transportation
Page 121 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 4 of 9
2. ii. A County that is Well Connected – Advocate for appropriate federal and provincial support,
programming and financial initiatives to strengthen the movement of people and goods to,
from and through the County
2. iii. A County that is Well Connected – Strengthen community access and Internet connectivity
3. i. A County that Thinks Ahead and Wisely Shapes the Future – Influence federal and
provincial policy with implications for the County by:
- Advocating for fairness for rural and small urban communities
- Advocating for federal and provincial initiatives that are appropriate to our county
DISCUSSION
Background
The development of a public transportation system that addresses small urban-rural mobility
and connectivity within Oxford County and across the Southwestern Ontario region is vital to our
economic vitality and community wellbeing as noted in Report No. PW 2020-23. Further,
transportation connections are vital to quality of life and help to remove barriers that make it
difficult for some Ontarians to reach jobs, participate in local community activities and access
healthcare and specialized medical services, education and training, social services and
programs, urban transit and intercity rail, air and bus services.
The province’s recent Community Transportation Grant Program (CTGP) has served to
enhance the ability of participating municipalities to plan, implement and operate community
transportation services within their communities. Of equal importance, it also affords a critical
first step towards re-establishing several intercommunity connections across Southwestern
Ontario from a regional perspective, many of which have experienced significant decline in
private sector intercommunity service over the last decade.
The integration of the proposed CTGP municipal intercommunity bus transit service routes with
existing transportation networks (i.e. passenger rail transportation networks, conventional urban
transit services, specialized transit services, private bus carriers, GO Transit, airports, etc.),
along with proximity to healthcare centres and academic institutions, is shown in Attachment 1.
From this, it is apparent that the southern and central areas of Oxford County are reasonably
well served with transportation service opportunities to permit mobility and travel both within the
County as well as to other regional destinations outside of the County.
However, the northern area of the County remains unserved and has limited access to
transportation connections and services which can afford greater mobility both within and
outside of the County.
Potential Intercommunity Transit Partnership
Given the lack of public and community transportation service in the northern portion of Oxford
County, Oxford County Public Works staff has begun liaise with the Townships of Blandford-
Blenheim, East Zorra-Tavistock and Zorra to determine their potential interest in forming a
funding partnership to develop and implement a new intercommunity transit service which will
Page 122 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 5 of 9
permit local residents greater mobility across the County as well as to other regional
destinations outside of the County.
A preliminary intercommunity transit has been proposed to service the north portion of Oxford
County as shown in Attachment 2. This service route was strategically positioned to ensure
service integration with CTGP intercommunity transit routes (Tillsonburg, Stratford/Perth
County, Middlesex County), Grand River Transit intercommunity transit routes (Route 77),
conventional urban transit systems in Woodstock, Greyhound bus services, GO Transit Bus
services (Brantford, Kitchener-Waterloo, Cambridge) and associated links to passenger rail (VIA
Rail, GO Transit).
A high-level governance model has been proposed to the Townships of Blandford-Blenheim,
East Zorra-Tavistock and Zorra where Oxford County acts as lead (“host”) municipality to
provide intercommunity transit services (using a third party bus carrier) across their respective
Area Municipalities and to manage Canadian Urban Transit Association (CUTA) administrative
tasks, annual provincial reporting / auditing and leverage provincial gas tax funding. In turn, the
Townships of Blandford-Blenheim, East Zorra-Tavistock and Zorra are being asked for multi-
year financial funding commitments to support and offset Oxford County’s undertaking of the
proposed multi-year service. The intercommunity transit service for this area would be
collectively promoted by Oxford County, Area Municipalities and Rural Oxford Economic
Development Corporation.
Comments
Market Demand
Like most municipalities that received CTGP funding to implement intercommunity bus transit
systems, Oxford County and its Area Municipality partners have no existing baseline data to
quantitatively assess and estimate rural transit system market demand and ridership.
Rather, the market demand for intercommunity transit (both within and outside of Oxford
County) can be qualitatively framed around local community mobility needs of residents to
access employment, participate in local community activities, and access healthcare /
specialized medical services, education and training, social services, urban transit and intercity
rail, air and bus services.
Of note, market demand for intercommunity transit includes, but is not limited to, the following
specific individuals:
• Those that have no other affordable means of travel (cost of car ownership) – low
income workers, residents on social assistance, etc.;
• Aging residents seeking to stay home longer before considering alternate provisions
such as long term care;
• Students;
• Millennials and seniors choosing to defer car ownership; and
• Businesses seeking to further attract and expand access to a broader employee pool.
Page 123 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 6 of 9
With respect to access to employment, the Journey to Work (JTW) Survey (2016 Census)
revealed detailed worker trip origin and destination information as noted in Oxford County’s
2019 Transportation Master Plan and Report No. PW 2019-16. County resident trip
origin/destinations and Out-of-County resident (inbound) trip origin/destinations are illustrated in
Figures 2 and 3.
Figure 2 - County Resident Trip Origins and Destinations
Figure 3 - Out-of-County Resident Trip Origins and Destinations
Of note, the main commuter trip destinations in Oxford County were to the urban centres of
Woodstock, Ingersoll and Tillsonburg, regardless of trip origin (either in- or out-of-County). The
JTW data also revealed that about 29% of County residents travel outside of the County for
work. In comparison, the number of non-County residents travelling to work in the County (from
neighbouring municipalities such as Elgin County, Middlesex County, Brant County, Haldimand
Page 124 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 7 of 9
County/Norfolk County predominately) is slightly higher. These findings serve to further justify
the importance of intercommunity transportation system connectivity across all municipalities
within Oxford County as well as inter-regionally.
Intercommunity Bus Transit Challenges and Opportunities
The proposed rural-based intercommunity bus transit services will operate quite uniquely from
conventional urban transit systems and face a number of distinctive implementation challenges
including, but not limited to, the following:
• The low density and dispersed nature of population, employment and services makes it
difficult to provide effective transportation that meets all needs within the community at
reasonable costs;
• The long-distance nature of trips (often travel is to adjacent urban centres to access
services) makes the per-trip cost of rural transportation expensive; and
• A lower service area tax base makes available funds for transportation services scarce,
particularly when competing with other municipal priorities and established provincial
programs and budgets.
In many cases, these challenges have resulted in a lack of public and community transportation
service in many rural communities. Where transportation services are in place, the availability,
frequency and geographic area where service is provided is limited due to high costs and limited
revenue opportunities (due to low ridership).
Accordingly, the process of establishing a coordinated intercommunity transportation framework
is critical to improve the overall cost effectiveness of rural transportation service provisions and
positions such services to better meet local community mobility needs both in service quality
and availability for residents. In this regard, a number of opportunities exist to develop, support
and sustain rural intercommunity transportation services including, but not limited to, the
following:
• Common interest to improve rural-urban mobility and access to social services,
employment, schools, communities, etc. (i.e. Province’s “Connecting Southwest Ontario”
draft Transportation Plan and Oxford County’s “SouthwestLynx” plan);
• Increased opportunities for aging residents to live at home longer;
• Coordination of multiple municipality service population areas afford greater opportunity
for subsidized cost recovery (i.e. Provincial gas tax), i.e. service provision was previously
cost prohibitive if those same municipalities were to provide service independently;
• Potential to increase ridership demand by leveraging and integrating existing urban
transit and CTGP intercommunity transit system services;
• Service evolution to flex routes / on-demand services and transit mobile applications;
• Enhanced purchasing power and economies of scale for transportation services (i.e.
Southwest Community Transit Association); and
• Strengthen common voice to support long-term sustainable transit needs and funding
beyond the term of the current provincial CTGP which ends in March, 2023.
Page 125 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 8 of 9
Public Consultation and Community Engagement
A six week public consultation and community engagement campaign is proposed to seek
feedback from local residents, key employers and other transportation service providers (i.e.
first mile/last mile integration with taxis, community shuttles, specialized transit, conventional
transit, private carriers, etc.) on the proposed intercommunity bus transit service.
In parallel, staff will also be further liaising with the Area Municipalities and Rural Oxford
Economic Development Corporation to seek further feedback and validation on the prospective
service.
Of note, staff will be seeking feedback about proposed bus routes/stops, trip destinations, fare
structure, and transit service delivery model through the use of various communication tools
such as transit survey, project webpage, social media, outreach meetings, etc.
The feedback received from this campaign will serve to further inform and validate the proposed
intercommunity bus transit service for the northern portion of Oxford County which will be
included in the bus service carrier RFP. Following the potential service award (which is subject
to County Council approval), the recommended bus vendor would further review the bus transit
service concept and optimize the proposed service routes as feasible in order to maximize the
effectiveness of the service and enhance ridership access.
Page 126 of 169
Report No: PW 2020-29
PUBLIC WORKS
Council Date: July 8, 2020
Page 9 of 9
Conclusions
Recognizing the critical role mobility plays in achieving Oxford’s vision of economic, community
and environmental sustainability, the proposed inter-community bus transit service for the
northern portion of Oxford County will further support and enhance resident access to
employment, education, social services and shopping, recreation and entertainment activities,
etc., while providing transportation system connections to the larger urban centre bus transit
hubs / passenger rail corridors across Southwestern Ontario and into the Greater Toronto Area.
The completion of a public engagement campaign will provide staff with valuable information
which can then be used to develop an intercommunity bus transit service that is supportive of
community needs and which will serve the end goal of building and/or enhancing integrated
local, regional or intercommunity transportation, particularly in service areas where it has been
historically challenging or not feasible to provide conventional transit service due to low
population size or density.
SIGNATURES
Report Author:
Original signed by:
Frank Gross, C. Tech
Manager of Transportation and
Waste Management Services
Departmental Approval:
Original signed by:
David Simpson, P.Eng., PMP
Director of Public Works
Approved for submission:
Original signed by:
Larry J. McCabe, B.A., A.M.C.T.
Interim Chief Administrative Officer
ATTACHMENTS
Attachment 1 – Intercommunity Transportation Network – Oxford County and Neighbouring
Jurisdictions
Attachment 2 – Proposed North Oxford Intercommunity Transit Service Route
Page 127 of 169
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Middlesex Intercommunity Bus Transit (Proposed)
Norfolk Intercommunity Bus Transit
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Report No PW 2020-29
Attachment No. 1
Page 128 of 169
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PRINCETON
EMBRO
KINTORE
OXFORD
CENTRE
BEACHVILLE
SWEABURG
THAMESFORD
BURGESSVILLE
NORWICH
SALFORD
MOUNT
ELGIN
OTTERVILLE
SPRINGFORD
BROWNSVILLE
HOLBROOK
HAWTREY
CORNELL
ZENDA
MUIR
MILLDALE
CURRIES
EASTWOOD
WASHINGTON
GOBLES
RICHWOOD
CANNING
RATHO
WOLVERTON
CASSEL
STRATHALLAN
HUNTINGFORD
UNIONDALE
MEDINA
LAKESIDE
GOLSPIE
RAYSIDE
DICKSON'S CORNERS
BANNER
BENNINGTON
BROOKSDALE
MAPLEWOOD
BRAEMAR
FOLDENS
VERSCHOYLE
DEREHAM
CENTRE
OSTRANDER
DELMER
CULLODEN
Ü
0 5 102.5
Kilometers
Inter-Regional
Transportation
Network
People Movement
Legend
"Z Airport (Municipal)
"Z Airport (International)
""CCCC College
""UUUU University
ÆP Hospital
IG Specialized Transit
!(Transit Hub
!(VIA Rail Terminal
Arterial Road
Highway
On-Demand Transit Service
Conventional Transit
Municipal Boundary
Oxford County Boundary
Inter-Regional Transportation Network
Bus
Guelph Owen Sound Transportation (GOST)
Go Bus
Grand River Transit (Route 77)
Greyhound
Middlesex Intercommunity Bus Transit (Proposed)
Norfolk Intercommunity Bus Transit
Stratford/Perth Intercommunity Bus Transit (Proposed)
Tillsonburg Intercommunity Bus Transit
Train
Go Train
VIA Rail
Oxford North Intercommunity Proposed Route
#*Fixed Stop
")Flex Stop
Proposed Route
Report No. PW 2020-29
Attachment No. 2
Page 129 of 169
Solicitor General Solliciteur général
Office of the Solicitor General
25 Grosvenor Street, 18th Floor
Toronto ON M7A 1Y6
Tel: 416 325-0408
MCSCS.Feedback@Ontario.ca
Bureau de la solliciteure générale
25, rue Grosvenor, 18e étage
Toronto ON M7A 1Y6
Tél.: 416 325-0408
MCSCS.Feedback@Ontario.ca
132-2020-3484
By email
October 2, 2020
Dear Head of Council:
The Ministry of the Solicitor General is committed to keeping communities across
Ontario safe, supported and protected. I would like to take this opportunity to share
some information with your municipality regarding the anti-racism initiatives of my
ministry and the Anti-Racism Directorate (ARD), the regulatory work being done to bring
the Community Safety and Policing Act, 2019, into force, new police oversight
measures, police training as it relates to de-escalation, mental health and diverse
communities, mental health and addictions initiatives and investments, Community
Safety and Well-Being (CSWB) Planning and police-hospital transition protocol.
Anti-Racism
Our government has zero tolerance for hate, racism or discrimination in all its forms. We
share a responsibility to speak out and act against racism and hate and build a stronger
society. Our government is committed to addressing racism and building a stronger,
more inclusive province for us all.
I am proud to be the minister responsible for Ontario’s Anti-Racism Directorate (ARD),
which leads strategic initiatives to advance anti-racism work across government with a
plan that is grounded in evidence and research. Through the ARD, the government
continues to invest in community-led research, public education and awareness
initiatives. This includes investments to the Canadian Mental Health Association
(CMHA) Ontario to undertake research that seeks to identify key mental health issues
impacting survivors of victims of homicide violence in Ontario.
Community Safety and Policing Act, 2019
Our government is also committed to addressing racism at a systemic level through the
regulatory framework under the Anti-Racism Act, 2017, and through the work we are
doing to bring the Community Safety and Policing Act, 2019, into force. As we work to
develop regulations under the Community Safety and Policing Act, 2019, we will
continue to engage racialized groups, including Black, South Asian, First Nation, Inuit
and Métis organizations. We are committed to ensuring that Ontario’s communities are
well supported and protected by law enforcement and that all interactions between
members of the public and police personnel are conducted without bias or
discrimination, and in a manner that promotes public confidence and keeps our
communities safe.
…/2
Page 130 of 169
Head of Council
Page 2
The Community Safety and Policing Act, 2019, which is part of the Comprehensive
Ontario Police Services Act, 2019, provides policing and police oversight legislation.
Once in force, the Community Safety and Policing Act, 2019, will address a number of
recommendations made by Justice Michael H. Tulloch, including:
• Mandatory training for all police service board members, the Inspector General,
inspectors, police officers and special constables on human rights, systemic
racism as well as training that promotes the diverse, multiracial and multicultural
character of Ontario society and the rights and cultures of First Nation, Inuit and
Métis Peoples;
• The requirement for each municipality that maintains a municipal board to
prepare and publish a diversity plan to ensure members of the board are
representative of the diversity of the population of the municipality;
• Not releasing the names of officials and witnesses in SIU investigations;
• Ensuring information made available to the public about an SIU investigation
helps them understand the decision made by the SIU director; and
• Ensuring the SIU continues to publish investigative reports on its website.
New Measures for Police Oversight
Inspector General of Policing
The Community Safety and Policing Act, 2019, will establish an Inspector General (IG)
of Policing who will be required to monitor and conduct inspections related to
compliance with the Act and regulations. The IG will work with policing entities to ensure
consistent application of policing across the province by measuring compliance with
prescribed standards.
Key functions of the IG include:
• Consulting with, advising, monitoring and conducting inspections of police
service boards, Ontario Provincial Police (OPP) detachment boards, First Nation
OPP boards, OPP Advisory Council, chiefs of police, special constable
employers, police services and other policing providers regarding compliance
with the Act and regulations.
• Receiving and investigating, if warranted, public complaints about members of
police service boards, OPP detachment boards, First Nation OPP boards and the
OPP Advisory Council regarding misconduct and policing complaints regarding
the provision of adequate and effective policing, failure to comply with the Act
and regulations, and policies and procedures.
• Reporting inspection findings, issuing directions to remedy or prevent non-
compliance with the Act and imposing measures if the direction is not complied
with, or, reprimanding, suspending or removing a board member if board
member misconduct is identified.
• Conducting analysis regarding compliance with the Act and regulations.
• Reporting on the activities of the IG annually, including inspections conducted,
complaints dealt with, directions issued and measures imposed; and compliance
with the Act and regulations.
…/3
Page 131 of 169
Head of Council
Page 3
The Act also gives the IG and its inspectors the right to access closed police service
board meetings.
Law Enforcement Complaints Agency
The Community Safety and Policing Act, 2019 will continue the office of the
Independent Police Review Director as the Law Enforcement Complaints Agency
(LECA), headed by the Complaints Director.
The LECA will receive and screen complaints from the public about the conduct of
police officers. In addition, the LECA will have the authority to initiate an investigation in
the absence of a public complaint if, in the Complaints Director’s opinion, it is in the
public interest to do so.
The Complaints Director may also undertake reviews of issues of a systemic nature that
have been the subject of public complaints or investigations, or that may contribute or
otherwise be related to misconduct.
The Special Investigations Unit
The Special Investigations Unit Act, 2019, (SIU Act), once in force, will set out a new
legal framework for the SIU. The SIU Act will focus and clarify the mandate of the SIU to
better ensure more timely, efficient, reasonable and transparent investigations. Key
changes contained in the Act will focus the SIU’s investigative resources where they are
needed most – on criminal activity.
The Ministry of the Attorney General will continue to consult with law enforcement,
community organizations and advocates to ensure their input is incorporated into the
development of regulations under the SIU Act.
Police Training
Training is developed and delivered in a manner that reinforces principles of fairness,
equity and compliance with the Ontario Human Rights Code and Canadian Charter of
Rights and Freedoms.
All Basic Constable Training (BCT) recruits undergo diversity-focused training designed
to improve their ability to engage with the public and respond to victims of crime. This
training focuses on improving recruits’ understanding of the experiences of, and
systemic barriers faced by, diverse communities, including racialized, Indigenous, First
Nations and Metis, and Lesbian, Gay, Bisexual, Transgender, Queer and/or
Questioning and Two-Spirited (LGBTQ2S) people.
Diversity and anti-racism training includes:
• Human rights framework for policing;
• Equity and inclusion;
• Harassment and discrimination;
…/4
Page 132 of 169
Head of Council
Page 4
• Defining police professional;
• Collection of Identifying Information in Certain Circumstances regulation;
• History of profiling in policing and the impact of racial profiling on the community;
• Profiling practices and the mindset behind it;
• Stereotyping;
• Bias free policing – racial profiling vs. criminal profiling;
• Hate crimes and bias incidents of a non-criminal nature; and
• Practical skills scenario that reinforces academic learning on hate crimes.
Training on Indigenous issues includes:
• Indigenous culture;
• Residential schools;
• Land claims and treaties;
• First Nations Policing;
• Cultural appropriation;
• Cultural practices; and
• Practical skills scenario that reinforces academic learning on Indigenous issues.
The Serving with Pride organization attends each intake to deliver a presentation to all
recruits entitled “LGBTQ2S 101” which covers a number of issues related to the
LGBTQ2S communities including historical events, current and appropriate terminology,
gender expression, gender identity and other topics.
In addition to the standalone sessions, the above noted issues are interwoven and
reinforced throughout the BCT program. For example, recruits are taught to respond to
victims in a trauma-informed manner for all victims of crime acknowledging potentially
vulnerable groups.
De-escalation and Mental Health Crisis Response Training
The Ontario Police College’s current de-escalation training emphasizes communication
techniques such as establishing rapport, threat management and conflict resolution and
mediation.
The training specifically addresses scenarios in which police interact with people in
crisis with a goal of resolving conflicts in a manner that protects the safety of the public,
the person in crisis and police officers. Officers must also undertake follow-up training
every 12 months. Police services are also encouraged to have policies and procedures
in place as set out in the “Use of Force” Guideline. This includes procedures for impact
weapons, aerosol weapons, conducted energy weapons, firearms and use of force
reporting.
Training on the BCT program is reviewed and updated to reflect the most current
information after every BCT intake.
…/5
Page 133 of 169
Head of Council
Page 5
Once in force, the Community Safety and Policing Act, 2019, will require all police
officers, special constables and board members to successfully complete training
related to human rights, systemic racism and the rights and cultures of Indigenous
Peoples. This training will also be required for the new Inspector General of Policing, its
inspectors, the Complaints Director at LECA and LECA investigators. This is part of the
government’s commitment to ensure that all interactions are conducted without bias or
discrimination, and in a manner that promotes public confidence and keeps
communities safe.
Mental Health and Addictions Initiatives and Investments
Dedicated Funding for Mental Health and Addictions Programs
Ontario’s community mental health services include:
• assertive community treatment teams, case management, crisis intervention,
early psychosis intervention, eating disorders programs, vocational programs,
supportive housing and consumer/survivor initiatives, peer supports and other
programs; and
• initiatives to keep people with serious mental health issues out of the criminal
justice system which include, but are not limited to, court support and diversion,
crisis intervention and safe beds.
In July 2018, Ontario announced its commitment to invest $3.8 billion over 10 years,
with the support of the Government of Canada, to develop and implement a
comprehensive and connected mental health and addictions strategy. This includes
$174 million for mental health and addictions programs in 2019-20. As part of the $174
million commitment of funds to support mental health and addictions in 2019-20, my
ministry partnered with the Ministry of Health to announce $18.3 million in new funding
to support those affected by mental health and addictions challenges in the justice
sector.
Specifically, in 2019-20, the Ministry of Health provided funding for an integrated set of
mobile crisis services that assist in the de-escalation and stabilization of persons in
crisis and their connection to community programming and supports to address their
physical and mental well-being over the longer term, in order to prevent further crises.
Five teams were implemented in 2019-20 with $6.95 million of the $174 million in new,
annualized funding to develop and enhance mobile crisis services. Mobile crisis
services partner police with community mental health organizations to respond to
persons in mental health and addictions (MHA) crises and determine if the crisis:
• can be de-escalated and resolved at the scene;
• warrants further psychiatric attention at hospital emergency rooms; or
• requires short-term community stabilization and reintegration.
Part of the $18.3 million in new funding also includes $2.5 million for various programs
run by the ministry, one of which includes de-escalation training.
…/6
Page 134 of 169
Head of Council
Page 6
Ministry of the Solicitor General Grant Programs
Apart from the dedicated funding for mental health and addictions programs highlighted
above, the ministry also offers a number of grant programs that are primarily available
to police services, working in collaboration with municipal and community partners, to
support local Community Safety and Well-Being (CSWB) initiatives, including mental
health-related programs. For example, under the 2019-20 to 2021-22 Community Safety
and Policing Grant local and provincial priorities funding streams, the ministry is
providing funding to 27 police services/boards for projects involving an integrated
response between police and a mental health worker to respond to situations of crisis
(e.g., Mobile Crisis Response Teams).
Community Safety and Well-Being Planning
The ministry developed the Community Safety and Well-Being Planning Framework: A
Shared Commitment in Ontario booklet, which includes the CSWB Planning Framework
and a toolkit of practical guidance documents to assist municipalities, First Nations and
their community partners as they engage in the CSWB planning process. The
Framework encourages communities to work with various partners across sectors to
proactively identify and address local priority risks in the community before they
escalate and result in situations of crisis (e.g., crime, victimization or suicide). This
involves reducing the number of incidents that require enforcement by shifting to more
proactive, preventative programs and strategies that improve the social determinants of
health (e.g., education, housing, mental health).
In support of this work, effective January 1, 2019, the government mandated
municipalities lead the development of CSWB plans which identify and address local
priority risks to safety and well-being, working in partnership with police services/boards
and various other sectors, including health/mental health, education, community/social
services and children/youth services.
Complementary to the Framework, a Situation Table is one type of multi-sectoral risk
intervention model that is being implemented across our province.
The ministry also offers the Risk-driven Tracking Database (RTD), which allows for the
collection of risk-based data and helps to inform the CSWB planning process, free of
charge to communities across Ontario that are engaged in multi-sectoral risk
intervention models, such as Situation Tables. As of June 2020, 60 sites have been on-
boarded to the RTD and any communities who are interested in being on-boarded to the
RTD is encouraged to contact the ministry.
…/7
Page 135 of 169
Head of Council
Page 7
Police-Hospital Transition Protocol
Additionally, to improve front-line response to persons experiencing a mental health or
addictions-related crisis, my ministry partnered with the Ministry of Health to support the
Provincial Human Services and Justice Coordinating Committee and CMHA of Ontario
to develop a framework for local police emergency room transition protocols for persons
apprehended under the Mental Health Act.
On June 3, 2019, the Ministry of the Solicitor General and the Ministry of Health jointly
endorsed the release of Improving Police-Hospital Transitions: A Framework for
Ontario, as well as the supporting toolkit, Tools for Developing Police-Hospital
Transition Protocols in Ontario. The purpose of the framework and toolkit is to assist
police services and hospitals with developing joint emergency department transition
protocols, which are responsive to unique local needs, in order to ensure the seamless
transfer of care for persons in a mental health or addictions crisis brought to a hospital
by police officers.
I hope you find this information useful and I appreciate your municipality’s support
during this time of uncertainty.
Sincerely,
Sylvia Jones
Solicitor General
Minister Responsible for Anti-Racism
c: Chief Administrative Officers
Municipal Clerks
Page 136 of 169
234-2020-4374
October 8, 2020
Dear Heads of Council and Chairs of District Social Services Administration Boards:
On August 28, 2020, our government announced its intention to stabilize rent by
introducing legislation this fall to ensure that the vast majority of families do not see a
rent increase in 2021.
On October 1, 2020, the Helping Tenants and Small Businesses Act, 2020 received
Royal Assent. The Act amends the Residential Tenancies Act, 2006 (RTA), to deliver on
the commitment to freeze residential rent increases in 2021 to give the vast majority of
Ontario tenants some relief and financial security as we continue to recover from the
pandemic.
The amendments set the 2021 rent increase guideline to zero per cent and freeze
annual rent increases starting January 1, 2021 and lasting until December 31, 2021.
The rent freeze applies to the majority of rental units that are covered by the RTA,
including:
• Newly built units occupied for the first time on or after November 15, 2018, which
are typically exempt from the rent increase guideline;
• Purpose-built rental apartments, condos, houses and basement apartments;
• Rented sites in mobile home parks and land lease communities;
• Care homes, including retirement homes;
• Affordable housing units created through various federally and/or provincially
funded programs; and
• Households living in community housing that receive rent -geared-to-income
(RGI) assistance or pay low end of market rent, with the except ion of non-profit
housing co-op members who pay market rates.
The Ministry of Municipal Affairs and Housing is committed to engaging the community
housing sector through consultations under the Community Housing Renewal Strategy
to monitor and understand the impacts of the rent freeze, as we work together to
mitigate the financial impacts of COVID-19 on Ontarians, increase housing affordability,
and deliver on our goal to sustain and grow the community housing system.
…/2
Ministry of
Municipal Affairs
and Housing
Office of the Minister
777 Bay Street, 17th Floor
Toronto ON M7A 2J3
Tel.: 416 585-7000
Ministère des
Affaires municipales
et du Logement
Bureau du ministre
777, rue Bay, 17e étage
Toronto ON M7A 2J3
Tél.: 416 585-7000
Page 137 of 169
-2-
The Act is available online here and additional details can be found online here.
On behalf of our government, I would like to extend our thanks for your support in
working with the ministry to support tenants during this challenging time. W e welcome
your continued input and look forward to continuing to work with our municipal partners
in the coming months.
Sincerely,
Steve Clark
Minister
Page 138 of 169
Page 1 of 3
Subject: NextGen 911 System Software Upgrade
Report Number: FRS 20-13
Author: Brad Lemaich, Fire Chief / CEMC
Meeting Type: Council Meeting
Meeting Date: Tuesday, October 13, 2020
RECOMMENDATION
THAT Council receives Report FRS 20-13 NextGen 911 System Software Upgrade;
AND THAT the capital costs incurred to migrate off our existing Legacy Norstar software
(circa 2001) and move to Avaya IP Office that is NextGen 911 ready and will meet the
compatibility and security requirements moving forward, be approved for the 2020
budget year, with the funds drawn as such; $13,000 from the Fire Reserve and $22,000
from the Asset Management Reserve.
BACKGROUND
This item is back before council supplemental to Council Report FRS 20-11, as recent
information has been received from our technical advisors, that has exposed a need to
alter the original timeline to address current limitations in the most cost effective
manner.
This upgrade was originally planned to be phase 2 of our NextGen911 preparations
scheduled for 2021. We learned on September 9 th, after comprehensive testing by Bell
system engineers, that our 20 year old Legacy Norstar software would not reliably
support required NG911 upgrades. This has caused a reversal of phase one and phase
two in our NG911 compliance progression.
DISCUSSION
Our telephone/software system requires upgrades to meet our new contract obligations.
If we are to make the minimum upgrades required at this time we would still need to
complete further upgrades to achieve NextGen 911 capability and compliance in the
future. Further, any monies spent on the minimum required system upgrades at this
time would not translate to a NextGen 911 required upgrade cost reduction. This
minimum expenditure of $10,000 would be redundant in under 6 months and has no
cost recovery mechanism built into it.
Page 139 of 169
FRS 20-13
Page 2 of 3
Conversely, performing the required NextGen 911 system software upgrades in 2020
will also allow us to service the new contract recently entered into and scheduled to
begin December 14th, 2020.
Next Generation 911 (NG9-1-1) services will provide Canadians with access to new and
innovative emergency services and capabilities. These services are enabled by the
prevalence of mobile devices and the evolution of telecommunications networks. The
Canadian Radio-television and Telecommunications Commission (CRTC) is mandating
911 stakeholders complete necessary system upgrades to prepare for NG9-1-1 and
improve overall public safety.
With NG9-1-1, Canadians in need of emergency services could ultimately send a text
message or transmit photos, videos, and other types of data to 9-1-1 operators, in
addition to making traditional voice 9-1-1 calls using wireline, wireless, or VoIP
telephone services. For example, they could stream video from an emergency incident,
send photos of accident damage or a fleeing suspect, or send personal medical
information, which could greatly aid emergency responders.
These costs are to be recovered through user fees spread across our customer base by
being built into new contracts and existing contract renewals after the inception date.
We have 2 customers that have committed to remitting their total portion of these costs
as soon as the completed NG911system is brought online.
Staff has committed to keeping all customers up to date with expected capital upgrade
costs so they can all plan accordingly for the implementation of Next Generation 911.
Page 140 of 169
FRS 20-13
Page 3 of 3
FINANCIAL IMPACT/FUNDING SOURCE
The budgetary quote we have received puts the cost of this software upgrade at
$100,000.
At the Council meeting of August 10th, $65,000 was approved per report FRS 20-11 to
fund the original phase one NG9-1-1 implementation. Depleting the $13,000 anticipated
year-end Fire Reserve balance, and drawing $22,000 from the residual 2019 One -Time
Provincial Funding monies ($69,476 balance) which is currently held in the Asset
Management Reserve, we would be able to complete this required upgrade . As we
move into NextGen 911 implementation in 2024 we will recover all the NextGen 911
associated costs through user fees factored into new and renewed contracts.
COMMUNITY STRATEGIC PLAN (CSP) LINKAGE
1. Excellence in Local Government
☒ Demonstrate strong leadership in Town initiatives
☒ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
ATTACHMENTS
None.
Report Approval Details
Document Title: FRS 20-13 NextGen 911 Software Upgrade Report 2.docx
Attachments:
Final Approval Date: Oct 5, 2020
This report and all of its attachments were approved and signed as outlined below:
Sheena Pawliwec - Sep 24, 2020 - 6:18 PM
Kyle Pratt - Oct 5, 2020 - 1:26 PM
Michelle Smibert - Oct 5, 2020 - 1:39 PM
Page 141 of 169
Page 1 of 2
Subject: RCP Departmental Service Review Update
Report Number: RCP 20-35
Author: Christopher Baird, Interim Director of Recreation, Culture & Parks
Meeting Type: Council Meeting
Meeting Date: Tuesday, October 13, 2020
RECOMMENDATION
THAT Report RCP 20-35 RCP Departmental Service Review Update be received as
information.
BACKGROUND
The Town of Tillsonburg engaged The Clarico Group Inc. to undertake a Departmental
Service Review of the Recreation, Culture & Parks Department which was completed in
April 2020. The attached summary will update the Council regarding the 74
recommendations which spanned the RCP portfolio including; the Cemetery, Facilities,
Recreation, Museum and Park Operations.
DISCUSSION
Staff are pleased to present the attached update outlining the status of the 74
recommendations previously presented to Council.
CONSULTATION
This report has been prepared in consultation with staff in the Recreation, Culture & Parks
Department and CAO.
FINANCIAL IMPACT/FUNDING SOURCE
Any financial impact associated with the recommendations herein will be included in
either the 2021 Capital or Operating Budgets and fully subject to Council’s approval
during upcoming Budget deliberations.
Page 142 of 169
RCP 20-35
Page 2 of 2
COMMUNITY STRATEGIC PLAN (CSP) LINKAGE
1. Excellence in Local Government
☐ Demonstrate strong leadership in Town initiatives
☐ Streamline communication and effectively collaborate within local government
☒ Demonstrate accountability
2. Economic Sustainability
☐ Support new and existing businesses and provide a variety of employment
opportunities
☐ Provide diverse retail services in the downtown core
☐ Provide appropriate education and training opportunities in line with Tillsonburg’s
economy
3. Demographic Balance
☐ Make Tillsonburg an attractive place to live for youth and young professionals
☒ Provide opportunities for families to thrive
☒ Support the aging population and an active senior citizenship
4. Culture and Community
☐ Promote Tillsonburg as a unique and welcoming community
☒ Provide a variety of leisure and cultural opportunities to suit all interests
☐ Improve mobility and promote environmentally sustainable living
ATTACHMENTS
Appendix A – Recommendations
Page 143 of 169
Page 1 of 12
Attachment 1 – Staff Report RCP 20-35
Parks Recommendations
P1. Review the Town’s portfolio of outdoor sports facilities and take steps to increase
the proportion used for sports that require less field grooming.
Comment: This will be undertaken as part of annual and ongoing Business Plans.
P2. Consider using more seasonal employees.
Comment: RCP Management continually reviews their staff needs. We rely upon
seasonal students, part-time staff and contracted services to augment our services.
P3. Consider modifying the ‘normal’ baseball field grooming standards to allow for
longer grass.
Comment: User Groups and Staff do not support reduced maintenance standards at this
time. This can result in more work and increased possibility of participant injury.
P4. Encourage the use of on-line, email, and cell phone apps for registering citizen
concerns or issues as service requests.
Comment: Staff will be investigating opportunities to incorporate our existing MESH
application for Citizens to report maintenance issues and concerns. A link on the
Tillsonburg.ca website will be promoted in 2021.
P5. Set priority-driven response times for issues such as responding to reported
hazards and deficiencies, and prioritize work based on these priorities.
Comments: Using the MESH software application, staff are able to report, respond and
monitor all observed and reported deficiencies. On-going training and software
enhancements are making this a very valuable tool.
P6. Use technology to provide helpful, accurate-right-now information to citizens and
users. Best practices include social media platforms.
Comment: Staff utilize various social media platforms to keep our users fully aware of
our programs and any changes. This is augmented with a partnership with the
Marketing and Communications Officer.
P7. Fill the vacant Parks Supervisor position. RCP has been operating without a Parks
Supervisor for months, requiring the Parks and Facilities Manager to address daily
urgencies.
Comment: This is complete.
Page 144 of 169
RCP 20-35
Page 2 of 12
P8. Periodically review where and how outside service providers are used.
Comment: As part of the on-going management of the Department, the Director and
Supervisory Team members continually evaluate opportunities to engage outside
service providers when cost effectiveness or specialization are required.
P9. Relocate the report-to-work and equipment storage area from the cemetery to a
more central location. The objective would be to reclaim the “Cattle Barn” which, by all
accounts, would be a suitable new home for Parks Operations.
Comment: RCP Staff continue to evaluate options for improving efficiency and
effectiveness of our operations base. This will be an ongoing review and any cost
implications would be included in future years Capital Budget.
P10. Revisit the Bag Tag program to determine its effectiveness considering the extra
work required by Parks personnel to retrieve residential garbage from public cans.
Comment: There is no urgency to amend the Bag Tag program as this is beyond the
scope of RCP operations. Staff will continue to manage the current situation and may
make recommendations at a future time.
P11. Continue to assess cameras, lighting, and waste bin design and location
modifications to limit misuse of park garbage bins.
Comment: See P10. Above.
P12. If the Town does not have any plans to recycle, then remove the blue boxes from
the Town managed garbage areas.
Comments: Being evaluated.
P13. Reassess the Town’s participation in providing a safe and functional toboggan hill
annually to clarify and manage the associated legal and financial risks.
Comments: To be evaluated after 2020/2021 winter season.
P14. Develop a database of park trees to enable better tracking of non-urgent repairs
for grouping when crews are sent.
Comments: This is an excellent recommendation but it will require additional staff or
contracted resources. This will be reviewed further in 2021 as part of a future Service
Review Update.
Page 145 of 169
RCP 20-35
Page 3 of 12
P15. Measure park and cemetery tree canopy percentage, and make plans to manage it
and look for opportunities to increase canopy cover where this can be done without
undue reduction in accessibility, safety, and other recreational uses.
Comments: See P14. Above.
P16. Consider the extent to which flowerbeds shou ld be maintained using Town staff.
Comments: This will be reviewed further in 2021 to determine how best to proceed.
P17. Consider reducing the number of flower beds in parkettes in locations where this
would have little impact on the Beautification initiative.
Comments: See P16. Above.
P18. Consider modifying some flowerbeds to lower-maintenance perennials.
Comments: See P16. Above.
P19. Investigate installing automated watering systems to reduce the labour associated
with flowerbed watering.
Comments: See P16. Above.
P20. Continue to move forward with initiatives that enhance sports field drainage,
particularly as precipitation volume and timing is affected by climate change.
Comments: See P16. Above.
P21. Consider using cameras and fines to discourage c itizens from using sports fields
before the ground has dried sufficiently.
Comments: From a cost effectiveness perspective this will not be considered at this
time.
P22. Consider a lighting plan for poorly-lit Town properties to try and reduce Graffiti and
vandalism.
Comments: To be reviewed in 2021 for consideration in future budget.
P23. Consider reducing the frequency of sports field grass cutting in order to redu ce the
use of labour and fuel.
Comment: User Groups and Staff do not support reduced maintenance standards at this
time. This can result in more work and increased possibility of participant injury.
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P24. Continue to explore potential to light more baseb all diamonds and other outdoor
sports facilities, to enable increased utilization particularly in the early fall.
Comments: To be reviewed in 2021 for consideration in future budget.
P25. Consider charging for access to the tennis/pickleball courts.
Comments: To be reviewed in 2021 for consideration in future budget.
P26. Consider charging daily and/or seasonal use fees for parking at trail heads and in
parking lots.
Comments: From a cost/benefit perspective the associated costs will be too excessive
for the revenue potential. Staff recommend that this be rejected.
P27. Consider initiating a trail sponsorship program where merchants or others can
contribute and be acknowledged.
Comment: The Town already has excellent partnerships and sponsorships. These will
continue to be encouraged and promoted.
P28. Consider holding Trail Enhancement days with participation of trail users.
Comment: This is an excellent recommendation. Staff will look to partner with area
Service Clubs and Volunteer Groups to further develop the concept.
P29. Consider requiring subdivision developers to submit independent studies and
plans for new parkland prepared by Certified Landscape Architects.
Comment: This is an excellent recommendation and has already been implemented. A
Landscape Architect has already been retained to design the Northcrest Estate
Subdivision Parkette with great success. This will continue for all new future park
development.
P30. Update Tillsonburg‘s 2011 Community Parks -Recreation & Cultural Strategic
Master Plan.
Comment: Funding will be put forward in the 2022 Capital Budget to undertake a new
Tillsonburg Recreation, Culture & Parks Strategic Master Plan.
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Cemetery Recommendations
C1. Charge higher rates to non-residents than to residents of Tillsonburg.
Comment: This is far too difficult and includes a perceived unfairness should a former
resident of Tillsonburg, residing elsewhere, wishing to be interred in the Tillsonburg
Cemetery. It is recommended that all rates be reviewed annually and set at appropriate
levels to ensure the future sustainability of the Cemetery.
C2. Improve access for the public to search cemetery records and find grave locations
online.
Comments: This is an excellent recommendation but will be subject to increased staff
resources. See C4.
C3. Develop a single ‘prime’ electronic calendar with automated updating for clients at
the reception centre.
Comments: See C4.
C4. Scale back office hours to give the Cemetery Registrar more uninterrupted time to
deal with reporting and to allow more real time support to the Parks and Cemetery
team.
Comments: Scaling back the office hours would be contrary to the effectiveness of the
position and the current demands on the Registrar. The Director will be putting forth a
proposal in the 2021 Operating Budget to move the position from 25 hours per week to
40 hours per week. This will greatly improve service to our Clients as well as to the
Parks & Cemetery Team.
C5. Upgrade the Cemetery reception centre to provide a more functional offic e
workspace with a “Quiet Room” for visitors.
Comments: There is a great need to update the Cemetery Office to better convey a
sense of dignity that Clients are expecting. A project has been submitted in the 2021
Capital Budget for Council’s consideration.
C6. A secure water and fireproof filing cabinet is required to increase the protection of
onsite storage of cash and important current-year records at the reception centre.
Comments: This has been ordered under the existing 2020 budget and will be in place
later this Fall.
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C7. Because non-compliant grave decorations interfere with timely and efficient grounds
maintenance, communicate with stakeholders.
Comments: Working with our Municipal Clerk, the Tillsonburg Cemetery Bylaw has been
reviewed and updated to address these concerns. Council will see the revised Bylaw
this Fall.
C8. Consider outsourcing more or all the grave digging to reduce the complexity and
potentially the cost of operating the cemetery.
Comments: Staff at the Tillsonburg Cemetery are extremely proud of their duties and
responsibilities. Our Clients have come to expect superior service and we are able to
effectively deliver this in a very cost effective manner. Outsourcing grave digging is
respectfully not recommended at this time.
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Recreation Recommendations
R1. Consider adding a non-resident fee for Recreation Programs.
Comments: This is a reasonable recommendation that will be reviewed further in 2021
as part of a User Fee Review.
R2. Continue to seek opportunities to generate revenues from sale of refreshments and
merchandise.
Comments: This has been standard practice at the Tillsonburg Community Centre and
will continue in the future. Staff always seek opportunities to identify new and innovative
ways of generating revenues for the Town.
R3. Consider fee subsidies on situations where subsidized users are less likely to
displace full-fee participants.
Comments: The Town does offer a number of Fee subsidies including the FARE
Program and Jumpstart. The Town strives to provide all-inclusive recreation
opportunities for all its Citizens.
R4. Review use of staff time for fundraising, to ensure net value is positive.
Comments: As part of our ongoing operations, staff determine how best to apply
resources to fundraising opportunities. A cost/benefit review is always employed to
ensure the most effective use of Town resources.
R5. Move from printed to web-only course Recreation Guides to avoid printing costs
and waste.
Comments: This is an excellent recommendation. For the first time, Tillsonburg’s 2020
Fall Recreation Guide is in an all-electronic format. It has been well received and it
offers a number of key benefits including cost, “updateability” and ease of access.
https://online.flippingbook.com/view/924260/ This will continue in this new format for the
future.
R6. Continue to encourage use of on-line systems for Booking programs.
Comments: Staff are investigating a new Booking Software Program which promises to
operate more efficiently with greater ease. When the new system is implemented, Users
will benefit with the ability to book online and register for all Town programs.
R7. Consider providing a fee rebate for persons using online bo oking systems.
Comment: This is something that will be reviewed once the new software system is
implemented and our Fee Review is completed.
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R8. Continue to identify improved Booking Software Systems that improve efficiency.
Comment: See R6. Above.
R9. Work with other municipalities to develop and share effective workarounds for
limitations in the software.
Comment: See R6. Above.
R10. The pool pump room physical infrastructure is aging. Explore the potential to
replace the pumping, filtering, and chlorination systems with more modern systems.
Comment: The Town has applied for the ICIP Infrastructure Grant and is awaiting
confirmation of approval. If this occurs, the existing Aquatic Facility will undergo a major
refurbishment including pool deck, change rooms, accessibility and new filtration
systems. It is hoped that an announcement will occur before year end 2020.
R11. If a replacement for the Community Centre is several years away, then consider a
“public eye” facelift, such as repairs to the Hardy Street Steps and installation of a ramp.
Comment: See R10. Above.
R12. Targeted capital investment could help to address the limited capacity and
flexibility of change rooms, and limited accessibility to this part of the Recreation
complex.
Comment: See R10. Above.
R13. The Lake Lisgar Waterpark be reviewed on an annual basis as visitor interest,
insurance costs, and operational complexities continue to evolve.
Comment: This will be evaluated annually as part of the Town’s operational reviews.
R14. It is recommended that the Town’s longer-term planning for the Lake Lisgar
waterpark include an option to replace the outdoor pool and waterslide with recreational
resources that could be offered to the public without the need to charge admission.
Comment: To be reviewed at a future date. It is not recommended that this facility be
operated without a nominal User Fee.
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RCP 20-35
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R15. If the Parks Operations relocation initiative moves ahead, it is recommended that
the new Parks storage facility be considered for housing the back-up Ice Surfacing
machine, reducing the resources required to bring it into and take it out of operation.
Comment: Until such time as a new Parks & Cemetery Operations Facility can be
realized, the back-up Ice Resurfacing machine has been relocated to a local third-party
facility. Arrangements to have it brought to the Arena Facility is in place as needed. The
Town recently took ownership of a new Ice Resurfacer which will provide greater
reliability going forward.
R16. Given the extensive layout of the Recreational Centre and its arenas, continue to
upgrade indoor security camera system, and to consider alarm systems to enhance
security of staff and facility users.
Comment: This will be reviewed annually as part of routine security and access controls
are budgeted and implemented.
R17. Explore whether remote supervision from the upper floor could potentially reduce
or eliminate the need for a supervised entry desk at the Health Club.
Comment: To be reviewed in 2021.
R18. Not all municipalities provide fitness centres, and several private clubs in
Tillsonburg offer this service. Given the need for more change facilities for the pool, and
the cost of staffing the Health Club, consider studying whether this service could be
eliminated or perhaps investigate an alternative service delivery model.
Comment: See R17. Above.
R19. It is recommended that the question of how to best provide Senior Centre services
be addressed when the Town’s Recreation, Culture, and Sport strategic plan is next
updated.
Comment: To be part of the proposed review. See P30. Above.
R20. Use the Town web site and other social media platforms to provide useful current
information to citizens and users.
Comment: Currently in place. See P6. Above.
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RCP 20-35
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Museum Recommendations
M1. Use the Town web site and other social media platforms to provide useful current
information to citizens and users.
Comment: Currently in place. See P6. Above.
M2. Seek opportunities to showcase holdings in mini exhibits located at othe r municipal
facilities or in public places such as a rec centre, library, fire station, or shopping mall
with informative posters and, where possible, displays of artifacts.
Comment: To be investigated in 2021
M3. Some other museums close during their slow season. Consider scheduling annual
museum downtime for the next two years during the low travel season to enable
Annandale staff to intensify their focus on upkeep, improvement, and outreach projects.
Comment: To be investigated in 2021
M4. Develop a Museum and Heritage Plan to provide a renewed or reconfirmed
mandate for the important work being done.
Comment: To be investigated in 2021
M5. For the Tourist Information service, make a concerted effort to respond to phone
and email enquiries by providing links to helpful information sites, rather than by mailing
brochures and flyers.
Comment: Museum Staff have implemented this recommendation.
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Organizational Recommendations
O1. Review Custodial Contracts and place them out to tender and consider entering into
2 year terms.
Comment: To be investigated in 2021
O2. Create a new role of Project Manager, or Projects Coordinator, reporting directly to
the Director. This Project Manager would provide the RCP with access to the project
management body of knowledge and resources, to support the implementation of
proven project management disciplines and processes for the entire suite of RCP -
managed projects.
Comment: The current vacant Parks & Facility Manager position has been reviewed and
modified by the Director and Human Resources to better reflect the needs of the
Department with a specific emphasis on Capital Project Management. Following the
organizational review of the CAO, it is expected that recruiting will occur in Q4. This will
effectively position the RCP Department for success.
O3. Review and clarify titles within the Facilities Team
Comment: This has been reviewed by the Director and the CAO. The current
Organizational Chart and Job Titles are well defined and reflect the needs of the Town
for the future.
O4. Separate Maintenance into “Light” and “Heavy”. Heavy maintenance would consist
of Plant (ice, pool), turbines, boilers, HVAC repairs, etc., all within the TCC. Light
Maintenance would consist of HVAC Preventative Maintenance, lights, plumbing, etc.
Comment: This has been reviewed and in light of the comments in O3. Above, there is
no further need to make the suggested changes.
O5. Reduce overlapping responsibilities between Parks and Facilities. For example,
make all set-ups, both within and outside the community Centre, be fully the
responsibility of Operations, alleviating the need for Parks personnel. Have Parks do all
Town flower beds including those at the Centre.
Comment: To be further reviewed in 2021 as part of ongoing efficiencies.
O6. Provide administrative support for facility operations and facility maintenance. One
possibility for this would be expanding the role – and hours - of the Cemeteries
Registrar to fulfill other RCP administrative duties.
Comment: Please refer to C4. Above.
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RCP 20-35
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O7. Establish specific service standards for key areas of RCP’s operation, and, when
approved by Council, publish the standards on the town’s website.
Comment: To be implemented in 2021 once service standards are developed.
O8. It is recommended that RCP seek to tie service requests to an enterprise wide
ticket tracking system and a work-order system such as MESH.
Comment: This is now complete and fully implemented.
O9. Track and report on an annual basis various performance measures.
Comment: Please refer to O7. Above.
O10. Develop a User Satisfaction Survey for key RCP services.
Comment: To be developed in partnership with Staff and the Marketing &
Communications Officer in 2021.
O11. Track and report service requests from the public.
Comment: To be implemented in 2021 once service standards are developed.
Page 155 of 169
The Corporation of the Town of Tillsonburg
TILLSONBURG AIRPORT ADVISORY COMMITTEE
September 17, 2020
5:30 p.m.
Electronic Meeting
MINUTES
ATTENDANCE
David Brandon, Dan Cameron, Jeff Dean, Valerie Durston, Deb Gilvesy, John Prno, Mark Renaud, Jer emy
Stockmans Staff: Annette Murray, Dan Locke, Carlos Reyes
MEMBERS ABSENT/REGRETS
Euclid Benoit, Jeffrey Miller
1. Call to Order
The meeting was called to order at 5:30 p.m. Mark Renaud sat as the Chair and John Prno acted as
Recording Secretary for the meeting. The Chair welcomed Carlos Reyes, the new Director of Operations to
the Committee and Mr. Reyes provided introductory comments.
2. Adoption of Agenda
Resolution #1
Moved By: Deb Gilvesy Seconded By: Valerie Durston
THAT the Agenda as prepared for the Tillsonburg Airport Advisory Committee meeting of September
17, 2020, be adopted.
Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
None Declared
4. Adoption of Minutes of Previous Meeting
4.1. Minutes of the Meeting of August 20, 2020
Resolution #2
Moved By: Deb Gilvesy Seconded By: Valerie Durston
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Tillsonburg Airport Advisory Committee Meeting Minutes, September 17, 2020 - 2 -
THAT the Minutes of the Tillsonburg Airport Advisory Committee Meeting of August 20, 20202, be
approved.
Carried
5. Delegations and Presentations
None
6. General Business & Reports
6.1. Airport Design Guidelines F ollow -up Dan Locke reported that feedback has now been received
from the working group and finalizing the document will move along quickly. He thanked the members
of the working group for their attention to these guidelines. Chair Renaud noted that the document is
excellent overall, and the issues identified were primarily a clarification of language.
6.2. Safety Spreadsheet F ollow -up Annette Murray reported that there have been three issues received
since the last meeting: Aug 4 - Mud and water ponding at Lot #2-G1 that has since been resolved;
Aug 20 - Gravel mixed with soil from construction causing danger to taxiing aircraft, that will be
resolved with reseeding shortly; and Aug 24 - A woman on Goshen Rd expressed a concern about
low-flying aircraft impacting her privacy. Annette offered her options to help identify the aircraft and an
option to report her concerns to Transport Canada.
6.3. Hangar Lot #4-G1 Update This is the new hangar presently under construction. Everything is well
underway. Dan Locke has worked with Engineering re: the slope issue to get it down to 1.5%. Lot #5
will be 1.5% as well, and then the next lot drops to 1%.
6.4. Lot #2-G1 Slope Issue Update This regards the Howe hangar. Dan Locke reported that Staff and
Committee members met at the hangar to review concerns. Staff are looking at possible options to
resolve the owner’s operational issues with getting his aircraft in and out of the hangar. No promises
have been made on resolution.
6.5. Airport Drawings Feedback Dan Locke noted that he hadn’t received any formal feedback, but
wanted to identify an issue regarding one hangar’s 2% grade. Dan Locke is going back to review
whether this is simply a carry-over from a previous drawing. Overall, the committee felt the drawings
were well done and wanted their appreciation passed on to the Engineering team.
6.6. Small Hangar Application Update Dan Locke reported that when Staff went back to the applicant,
he has since decided not to move forward with the hangar. Deb Gilvesy asked about marketing the
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Tillsonburg Airport Advisory Committee Meeting Minutes, September 17, 2020 - 3 -
remaining vacant lots through a posting in the terminal building. Annette Murray reported that vacant
lots are traditionally posted in the hallway, and would do so again, but would also like to add postings
to the website once updated. The committee agreed with this direction.
7. Correspondence
None
8. Other Business
8.1. Transport Canada Follow-up No further information has been received from Transport Canada. The
Inspector was quite comfortable that we are fulfilling all requirements for an aerodrome. Staff have
been delayed by COVID in posting the signage that the committee has recommended. This will be
completed shortly.
9. Closed Session
None Required
10. Next Meeting
The next meeting of the Tillsonburg Airport Advisory Committee will be on October 15, 2020 at 5:30 p.m.
11. Adjournment
Resolution #3
Moved By: Valerie Durston Seconded By: Deb GIlvesy
THAT the Tillsonburg Airport Advisory Committee Meeting of September 17, 2020 be adjourned at 6:25
p.m.
Carried
Page 158 of 169
The Corporation of the Town of Tillsonburg
Memorial Park Revitalization Advisory Committee
September 23, 2020
Electronic meeting
MINUTES
Present: Joan Weston, Eugene Todd, Kim Sage, Jane Ann McLean, Mel Getty,
Rosemary Dean
Absent with Regrets: Scott Vitas, Terry Smith, Chris Rosehart, Sharon Howard,
Ken Patterson, Mike Cerna
Also Present: Christopher Baird, Margaret Puhr
1. Call to Order
The meeting was called to order at 5:35 p.m.
2. Adoption of Agenda
Resolution #1
Moved by: Joan Weston
Seconded by: Eugene Todd
THAT the revised Agenda as prepared for the Memorial Park Revitalization Advisory
Committee meeting of September 23, 2020, be adopted.
Carried
3. Minutes of the Previous Meeting
Resolution #2
Moved by: Joan Weston
Seconded by: Eugene Todd
THAT the Memorial Park Revitalization Advisory Committee Minutes of February 19,
2020, be adopted.
Carried
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. General Business & Reports
5.1. Project status update – The main parking lot extension at the Community
Centre is being completed in the next 10 days; outdoor ice rink water ponding
issues will be resolved by the contractor through installation of drains to remove
the surface water; new water slide project – East Elgin Concrete and the
Page 159 of 169
Engineering department are working on installation of steel support structure
and the concrete, this project is on track to be completed for next spring; Matt
Johnson, the parks and cemetery supervisor has been working diligently with
user groups to plan repairs for the next 3-4 years to improve the ball diamonds,
plant trees and make general improvements; dog park will also have some work
done later this year; the storage area that holds supplies for the diamonds will be
tidied up as will the grass area North of the ball diamonds.
5.2. Committee membership – departmental service review suggested reducing
number of committees by combining or creation of sub-committees to make their
involvement more meaningful. Director’s next report to council will address this
further. Committee Terms of Reference will be reviewed by the Director and
Clerk and feedback provided to the committee regarding attendance guidelines.
5.3. Signage – Capital budget for park signage was approved earlier this year for the
amount $21,000, which will only cover partial signage, however, this amount can
be carried forward to next year if unused. The department is waiting to hear back
about a federal grant, which if approved could help with this project. The
committee will decide on the style of signage and this will be passed on to the
Economic Development department for development. The signage project
should expect to have a 3-year duration.
6. General discussion: Historical Society has installed a wrought iron fence at the
park entrance at the end of Sanders Street; meeting format will continue as
electronic or hybrid model until the council makes decision to allow in -person
meetings again; at the outdoor pad a new water fountain was installed over the
summer and Courtland Gardens has donated time to upkeep the flowerbeds around
the pad.
7. Next Meeting: October 21 at 5:30pm.
8. Adjournment
Resolution #4
Moved by: Joan Weston
Seconded by: Jane Ann McLean
THAT the September 23, 2020 Memorial Park Revitalization Advisory Committee
meeting be adjourned at 6:18p.m.
Carried
Page 160 of 169
The Corporation of the Town of Tillsonburg
Museum Advisory Committee
Thursday, September 24, 2020 4:30 pm
Parking lot at Annandale NHS
30 Tillson Ave, Tillsonburg, ON N4G 2Z8 MINUTES
Present: Bob Marsden, Joan Weston, Donna Scanlan, John Lessif, Sherry Hamilton,
Councillor Chris Rosehart, Chris Baird, Interim Director RCP, Patricia Phelps, Curator
Annandale NHS
Absent with Regrets: Dianne Mackeigan, Rosemary Dean
1. Call to Order
The meeting called to order at 4:31 pm
2. Adoption of Agenda
Resolution #1
Moved by: Donna Scanlan
Seconded by: Joan Weston
THAT the agenda as prepared for September 24, 2020 be adopted with the following
changes added under New Business:
Added items g) slate roof and h) motion regarding needed space for historical documents Carried
3. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
4. Minutes of the Previous Meeting
Minutes of the Meeting for August were circulated.
Resolution #2
Moved by: Joan Weston
Seconded by: Donna Scanlan
THAT the minutes from the August 20, 2020 meeting be approved. Carried
5. General Business & Reports
5.1 Financial Report- $139,169.75 is the balance in the Trust Account as of
September 24, 2020.
Page 161 of 169
5.2 Tour Guide Report
There has been no tour guide activity due to public health guidelines /provincial
policies in relationship to the COVID -19 pandemic .
5.3 Curator’s Report
The Curator’s report circulated and discussed. Item of note was the
successful grant application for the Museum Assistant Program’s Emergency
Covid-19 Relief grant. Museum awarded $52,581.00
Resolution #3
Moved by: Patty Phelps
Seconded by: Joan Weston THAT the reports be accepted Carried
5.4 New Business
a) Cost Comparison 2019/ 2020
A budget comparison/breakdown document that highlighted revenue, operating
costs, salaries & benefits for 2018, 2019 and 2020 as at Aug. 25 was presented
and discussed. A significant increase in the overall budget between 2018 and
2019 was noted and the Director was asked to investigate the increase and
report the results at the next meeting.
b) Explanation of conflicting dollar amounts in 2020 budget for museum
(Feb. mtg)
Explanation was given by Patricia Phelps regarding the two budget documents
found on the town’s website that showed differing amounts for the museum’s
2020 budget. One was an operating budget without approved capital projects
included, while the other was the operating budget including approved capital
projects .
c) Review of facility tour report
S. Hamilton reviewed the report she had written follow ing the facility tour offered
to members of the committee in January 2020 for the benefit of the members
who were unable to attend.
d) Fence and property responsibility
Chris B. reported that the fence in need of replacement is located on town
property. Quotes to replace fence were secured and the contract awarded. Work
will commence in the coming weeks, if supplies are available. Contractor has
noted a shortage of wooden fencing materials due to Covid-19. Work to be
completed in the spring if supplies cannot be obtained before the weather turns.
e) Signage report
Chris B. reported that arrangements have been made with a local
painter/contractor to repair and re-paint the large sign located on the front lawn of
the museum. Sign to be removed in the fall, worked on over the winter months at
Page 162 of 169
the contractors shop and reinstalled in the spring. Smaller signs around the
property also to be repaired and/or repainted over the winter months.
f) Review of Parks/Rec/ Heritage audit pertaining to museum (presented at
April council meeting)
S. Hamilton went over her notes regarding the RCP Service Review presentation
given at the April council meeting for the benefit of members who may not have
seen the presentation. Discussion ensued resulting in the following resolution
Resolution #4
Moved by: John Lessif
Seconded by: Sherry Hamilton
THAT Staff bring to the Museum Advisory c ommittee for review an action plan on
the museum portion of the RCP Service Review report.
Carried
g) Slate Roof
Discussion regarding an inspection of the slate roof that was to have been
completed fall 2019/spring 2020 with concern expressed that it had not been
done. Chris Baird asked to look into the status of the inspection and report back
at the next meeting.
h) Motion regarding needed space for historical documents
S. Hamilton brought the following motion to the committee in relationship to the
large collection of newspapers recently acquired by the Tillsonburg & District
Historical Society. Discussion ensued resulting in the following resolution
Resolution#5
Moved by Sherry Hamilton
Seconded by John Lessiff
THAT the Museum Advisory committee request the assistance of council and
municipal staff to provide space within the museum facility to house newly
acquired documents of a historical nature.
Carried
6. Next Meeting- Thursday, October 22, 2020 at 4:30
7. Adjournment
Resolution #6
Moved by: Joan Weston
Seconded by: John Lessif
THAT the September 24, 2020 meeting of the Museum Advisory Committee be
adjourned at 6:28 pm. Carried
Page 163 of 169
The Corporation of the Town of Tillsonburg
Parks, Beautification & Cemeteries Committee Meeting
October 1, 2020
9:00 a.m.
Electronic Meeting & Council Chambers (200 Broadway, Suite 204)
MINUTES
Present: Paul DeCloet, Chair; Councillor Esseltine, Mike Dean, Christine Nagy, Donna
Scanlan, Sue Saelens, Maurice Verhoeve
Staff: Chris Baird, Interim Director of Recreation, Culture & Parks; Matt Johnson,
Supervisor of Parks & Cemeteries; Laura Pickersgill, Legislative Services Coordinator
Guest: Mark Renaud, Executive Director, BIA
Absent: Bob Marsden
Regrets: Ken Butcher, Barbara Wareing, Marian Smith
1.Roll Call
2.Call to Order
The meeting was called to order at 9:06 a.m.
3.Adoption of Agenda
Resolution #1
Moved by: Christine Nagy
Seconded by: Councillor Esseltine
THAT the Agenda as prepared for the Parks, Beautification & Cemeteries
Committee meeting of October 1, 2020, be adopted.
Carried
4.Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5.Approval of Previous Minutes
Resolution #2
Moved by: Christine Nagy
Seconded by: Mike Dean
THAT the Minutes as prepared for the Parks, Beautification & Cemeteries
Committee meeting of August 13, 2020, be approved, as amended.
Carried
Page 164 of 169
Clarification was provided on Town maintained properties versus BIA maintained
properties under the new MOU.
6.General Business & Reports
6.1 BIA Proposal- Christmas Tree- Parkette- Mark Renaud
Mark Renaud, Executive Director of the BIA provided an overview of the BIA’s
proposal for redesigning the Broadway Parkette with the inclusion of a live
Christmas tree.
Mark noted that Courtland Gardens has generously offered to do this work at no cost
and that the tree will be donated at no cost. There would be no financial implications
to the taxpayer and any other costs incurred would be covered through fundraising
and donation efforts. It was noted that the BIA would be working closely with
technical experts to ensure the viability of the live tree. It was noted that the BIA is
trying to provide a longer-term solution rather than cutting down a new live tree each
year. Mark clarified that the BIA is proposing to remove the fountainhead and river
stone but that the fountain collar and existing utilities would remain.
Opportunity was provided for members to ask questions and provide comments. It
was suggested that further community engagement take place on this proposal as
there was a lot of hype on social media that was in opposition to this proposal.
There were concerns noted that the tree could block Hurley’s store sign. It was
noted that this tree will have a reverse canopy and would not block any store signs.
Another suggestion was to have the fountain remain and put the tree in another spot
within the parkette. It was noted that the tree would be anchored down to help
prevent being blown over in the wind. The existing water infrastructure would exist
to allow for watering of the tree. The existing electric infrastructure would be left in
place to be able to light the tree. It was suggested that the fountain could be left
where it is and the live tree be placed somewhere else within the parkette as a trial
run.
Resolution #3
Moved by: Penny Esseltine
Seconded by: Susan Saelens
THAT the Parks, Beautification and Cemeteries Advisory Committee support the
BIA's positioning of a felled Christmas tree to serve as the Town Christmas Tree in
the Broadway Oxford Parkette in 2020. This to be followed by a public consultation
to assist the Town in making a long-term decision with regard to the placement of
the existing Fountain and/or a permanent Town Christmas Tree as a feature or
features in the redesign of the Oxford Broadway Parkette.
Carried
6.2 Cemetery Flower Campaign- Matt Johnson
Matt noted that staff are unable to service the hanging baskets in the cemetery
during the summertime as much as they need and the plants are dying quickly. It
takes about two hours every day to water all of these plants as most of them are in
Page 165 of 169
full sunlight. It was also noted that 100 baskets were ordered last year and only 65
baskets were sold. Matt noted that basket sales have declined in the last three
years. Matt indicated that it is important that the public does not get the impression
that Town staff don’t care about the baskets or aren’t taking an effort to take care of
them when they really are trying hard but just don’t have the resources to water
them all every day.
The owner of Garden Gate has proposed offering the Town an artificial topper as an
alternative idea. The Town would be getting a deal on these toppers and would
make $15 in revenue per every topper sold. It was noted that these toppers are built
heavier to stay put on the memorial stones rather than getting as easily blown off in
the wind. It was suggested that silk flowers in the toppers versus plastic flowers may
be a nicer option. These toppers could be purchased on a pay as you go option
rather than a bulk purchase. Matt and Chris will discuss whether people would
permitted to purchase their own artificial toppers and place them on the stones
themselves. It was suggested that if these toppers were the least expensive option
around that people would be encouraged to use this option rather than providing
their own topper from somewhere else.
It was recommended that these toppers do not have a wire in them as there was
issues in the past with employees performing yard maintenance at the cemetery and
getting injured from wires sticking out. It was suggested that a public consultation
take place to determine what the public would like to see at the cemetery. Concerns
were noted with artificial toppers looked worn after six months of use. There were
also concerns noted with environmental issues with disposing of artificial flowers
year after year.
Matt will bring an example of the proposed topper to a future meeting. Otherwise,
the winter wreath program will remain for the winter and staff will investigate more
options for a spring and summer program in 2021.
6.3 Cemetery By-Law Update Review (attached)- Chris Baird
Chris noted that the Clerk has provided a revised version of the cemetery by-law.
Members will review this draft and a further discussion will be held at the next
meeting.
It was noted that once the by-law is passed through Council it would go through the
appropriate governing bodies, such as the Bereavement Authority of Ontario for final
approval.
6.4 Explore 2021 Event- Paul DeCloet
Paul noted that this event will be held on June 6, 2021 in Coronation Park at the
Carroll Trail. Staff will be including a request for $2000 as recommended from the
Committee in the 2021 budget deliberations. Members are encouraged to help with
preparing for and setting up this event.
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6.5 Trail Beautification- Paul DeCloet & Matt Johnson
Staff noted that they would like to seek the committee’s support to continue on with
trail maintenance by undertaking trail beautification. Paul Gagnon of LPRCA has
met with Town staff and Chair DeCloet and has identified a variety of invasive
species along the trail corridors and that work needs to be done to reclaim the forest
along the trail corridors. It was noted that invasive species can deteriorate the
health of the forest and its’ wildlife. It was noted that it will be important that this
project is communicated to the public to make them aware that it is not just good
trees being cut down and to provide the reasons for undertaking this project.
The plan would be to be to work with LPRCA and some volunteers to further identify
the invasive species, remove them and replant them with native trees and shrubs of
the Carolinian forest. This project would begin at the Carrol Trail head in
Coronation park to the edge of the Bridges golf course to start.
It was suggested that mapping or a GPS system of what trees are planted and
removed could be beneficial. It was noted that a cheaper alternative to completely
removing the tree is to kill the trees roots while the tree remains standing and the
tree could be removed later on.
Resolution #4
Moved by: Christine Nagy
Seconded by: Mike Dean
THAT the Parks, Beautification & Cemeteries Committee endorses the Trail
Beautification program;
AND THAT Town staff along with Long Point Region Conservation Authority staff
proceed with moving forward with this program;
AND FURTHER THAT Long Point Region Conservation Authority be asked to
complete a plan for the Fourth Street Trail.
Carried
Matt will confirm if Fourth Street Trail is Town property or not.
7.Round Table
Members noted that the hybrid meeting model worked well and was a preferred
model going forward.
It was suggested that the Town’s legal counsel review the revised cemetery by-law
before it is brought in front of Council for adoption.
8.Next Meeting
Thursday, November 5, 2020 at 9:00 a.m.
9.Adjournment
Resolution #5
Moved by: Christine Nagy
Page 167 of 169
Seconded by: Mike Dean
THAT the October 1, 2020 Parks, Beautification & Cemeteries Committee meeting
be adjourned at 10:41 a.m.
Carried
Page 168 of 169
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2020-098
A BY-LAW to confirm the proceedings of Council at its meeting held on the 13th
day of October, 2020.
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on October 13, 2020, 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 13th DAY OF OCTOBER, 2020.
READ A THIRD AND FINAL TIME AND PASSED THIS 13th DAY OF OCTOBER,
2020.
________________________________
MAYOR – Stephen Molnar
_______________________________
TOWN CLERK – Michelle Smibert
Page 169 of 169