210503 Special Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Special Council Meeting
AGENDA
Monday, May 3, 2021
12:30 PM
Electronic Meeting
1.Call to Order
2.Closed Session
3.Adoption of Agenda
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Special Council meeting of May 3, 2021, be approved.
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.Adoption of Council Planning Minutes of Previous Meeting
6.Presentations
6.1.Boulevard Strategy Re: Community Strategic Plan Workshop 2
Facilitator: Erin O’Hoski, Boulevard Strategy
7.New Business
8.Motions/Notice of Motions
9.By-Laws
10.Confirm Proceedings By-law
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT By-Law 2021-048, to Confirm the Proceedings of the Special Council meeting held on
May 3, 2021, 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.
11.Adjournment
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
THAT the Special Council meeting of May 3, 2021 be adjourned at ___ p.m.
Page 2 of 39
Town of Tillsonburg
Community Strategic Plan
Council Workshop #2
May 3, 2021
MEETING FORMAT
1. Welcome!
• Opening Remarks
• Workshop Objectives
• Process Overview
2. Validating Vision, Mission and Values
• Validating/ amending the draft statements developed in
February based on community and employee feedback
3. List of Potential Priorities
• Existing list developed in February
• Potential additions based on community feedback
• Potential additions based on employee feedback
• Other potential additions
4. Prioritizing the Projects – Group Exercise
• Categorizing priority projects based on timeframes:
o Immediate: 1-3 years (green)
o Short-term: 3-5 years (blue)
o Medium-term: 5-10 years (purple)
o Long-term: 10 years + (orange)
• Group discussion
5. Next Steps
• Performance Framework
• Council Approval
• Communicating Outcomes
• Demonstrating Results
Page 3 of 39
Town of Tillsonburg
Community Strategic Plan
Consultation Report
April 2021
Page 4 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 2
Table of Contents
1.0 Introduction ............................................................................................................... 3
2.0 Community Engagement Results .............................................................. 4
2.1. Community Survey Results ............................................................................................. 4
2.1.1. About the survey respondents ........................................................................................ 5
2.1.2. Community Strengths and Opportunities .............................................................. 6
2.1.3. Vision, Mission and Values ................................................................................................. 7
2.1.4. Strategic Plan Goals .............................................................................................................. 12
2.1.5. Service Delivery ......................................................................................................................... 14
2.2. Discussion Guide Feedback ........................................................................................... 15
2.3. Focus Group Results ........................................................................................................... 15
2.3.1. Business Leaders ...................................................................................................................... 15
2.3.2. Community Leaders and Partners ............................................................................. 17
3.0 Employee Engagement Results ................................................................. 19
3.1. Employee Survey Results ................................................................................................. 19
3.1.1. Vision Statement .................................................................................................................... 20
3.1.2. Mission Statement ................................................................................................................ 20
3.1.3. Corporate Values ..................................................................................................................... 21
3.1.4. Community Strategic Plan Goals ............................................................................... 23
3.1.5. Improving Services, Supporting Employees ........................................................ 25
3.1.6. Other Comments .................................................................................................................... 26
3.2. Employee Focus Group Results ................................................................................. 26
3.2.1. Vision and Mission .................................................................................................................. 27
3.2.2. Corporate Values .................................................................................................................... 27
3.2.3. Goals, Strategic Directions and Priority Projects ............................................. 27
4.0 Summary of Considerations ........................................................................ 30
4.1. Vision Statement .................................................................................................................. 30
4.2. Mission Statement ................................................................................................................ 31
4.3. Values ........................................................................................................................................... 32
4.4. Strategic Plan Goals ............................................................................................................ 32
4.5. Potential Priorities ............................................................................................................... 33
Page 5 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 3
1.0 Introduction
With the expiration of its previous Community Strategic Plan in 2018, the
Town of Tillsonburg has initiated a renewed strategic planning process that
focuses on listening to the needs of the community and leveraging the
perspectives of Members of Council, residents, business leaders, community
partners and employees.
In March and April 2021, the Town embarked on a robust stakeholder
engagement campaign, “Building Tillsonburg’s Tomorrow,” to involve
residents, businesses and employees in the development of the Community
Strategic Plan.
Section 2.0 of this report provides the results of the community engagement
campaign. As a Community Strategic Plan, hearing the views of local
residents and businesses is of critical importance. The objective was to
ensure that residents and businesses were provided with opportunities to
provide input while staying safe, consistent with public health regulations
during COVID-19. To obtain more in-depth perspectives, community leaders,
partners and business leaders were invited to virtual focus groups.
Opportunities to provide input were promoted throughout the engagement
period.
Section 3.0 of this report provides the results of the employee engagement
campaign. As individuals who serve Tillsonburg each day, employees provide
valuable insights to the strategic planning process. All employees were
invited to participate in an internal survey, with hard copies available for
employees who do not have access to Town email accounts. To obtain more
in-depth perspectives, a representative cross section of Tillsonburg’s
municipal workforce were invited to participate in virtual focus groups.
Section 4.0 provides a summary of feedback from both the community and
employees for Council’s consideration as they continue to develop the Town
of Tillsonburg’s Community Strategic Plan.
Page 6 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 4
2.0 Community Engagement Results
As a Community Strategic Plan, hearing the views of local residents and
businesses was a critical step in the strategic planning process. The goals of
community engagement were to:
• Inform community members that a strategic planning process is
underway.
• Share preliminary information about the main topics that are being
considered as part of the Community Strategic Plan.
• Ask for ideas and feedback from community members.
• Be empathetic to household and business circumstances as a result of
COVID-19 and ensure all engagement opportunities are safe consistent
with public health regulations.
The community engagement campaign involved the following tactics:
• External survey: An external survey was posted on a dedicated page on
the Town’s website which opened on March 9, 2021 and closed on April
16, 2021. Hard copies were made available upon request. A total of 398
responses were received.
• Survey promotion: The survey was promoted on the Town’s homepage,
through Town social media accounts, newspaper advertisement, and
inserts in utility bill mailings to every household. Mayor, Council and
employees were supported to communicate the opportunity
throughout their local networks.
• Discussion guide: An information package with discussion questions
was posted to the Town’s website for residents and businesses who
prefer to respond in alternate formats to the survey.
• Virtual Focus Groups: Two virtual focus group sessions were hosted by
the Town on April 1, 2021. The first session involved discussions with
local business leaders and the second session involved discussions with
community leaders and partners.
• Invitations to Community Groups: Email messages were sent to local
community groups by the Office of the CAO, communicating the
initiative, inviting submissions and asking for support in circulating the
survey to members.
2.1. Community Survey Results
A Community Strategic Plan Survey launched on March 9, 2021 and closed on
April 16, 2021. The survey was posted on a dedicated page on the Town’s
website and advertised through the following channels:
• Homepage tile on the Town’s website
Page 7 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 5
• Town social media accounts
• Newspaper advertisement
• Inserts in utility bill mailings
• Invitations to local community groups
• Mayor and Councillor networks
• Employee networks
A total of 398 responses to the survey were received.
2.1.1. About the Survey Respondents
The survey opened with basic demographic questions to better understand
respondents’ background and experience.
Length of Residency in Tillsonburg:
• 29.40 per cent are lifelong residents of Tillsonburg
• 14.57 per cent moved away from Tillsonburg then returned
• 40.70 per cent have lived in Tillsonburg for more than five years
• 19.85 per cent have lived in Tillsonburg for less than five years
• 2.26 per cent did not respond
Work Experience:
• 11.84 per cent work from home remotely most of the time
• 6.55 per cent work from home temporarily as a result of COVID-19
• 27.46 per cent work outside the home but within Tillsonburg
• 13.85 per cent work within 30 minutes of Tillsonburg
• 11.08 per cent work more than 30 minutes away from Tillsonburg
• 12.34 per cent are currently not employed or work within the household
• 0.76 per cent are students
• 27.20 per cent indicated “none of the above/ prefer not to respond”
• 11.84 per cent of respondents indicated they own a business in
Tillsonburg.
Age Demographics:
• 26.45 per cent are between 19 and 39 years of age
• 45.09 per cent are between 40 and 64 years of age
• 26.20 per cent are between 65 and 84 years of age
• 1.01 per cent are older than 85 years of age
• 1.26 per cent preferred not to respond
• None of the respondents indicated they were younger than 19 years of
age
Page 8 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 6
2.1.2. Community Strengths and Opportunities
The survey included an open-ended question asking respondents what they
like best about Tillsonburg. Common themes1 are included below:
• Small-town feel and family-friendly
• Local amenities – examples included the Community Centre, trails,
Seniors Centre, Farmer’s Market, waterpark, ice rinks, parks, dog park
and golf course
• Friendly with strong community connections
• Safe and quiet, with minimal traffic
• Local businesses, vibrant downtown and shopping
• Cleanliness and beauty
• Access to larger centres and regional attractions
• Local events
• Access to healthcare services
• Walkable community
• Free parking and angle parking downtown
The survey also included an open-ended question asking respondents what
they like least about Tillsonburg. Common themes included:
• Community changes related to growth, including development and
traffic
• Lack of affordable housing and rental options
• Poor cleanliness, litter and property standards
• Lack of options in retail, dining, entertainment
• Crime, including theft, vandalism and drug use
• More attention required for youth and young families
• Taxes, utility costs, inefficiency and bureaucracy
• Lack of job opportunities
• Lack of doctors, specialists and healthcare services
• Lack of diversity and inclusion – need to be more open to new ideas
and perspectives, celebrate diversity
• Lack of trees and green space
• Truck traffic
• Absence of a splash pad
• Garbage service delivery
When asked what the municipality could do to improve Tillsonburg, common
themes from respondents included:
• Increase affordable housing and rental stock
• Tree preservation, planting and green space
1 When reporting results of the Community Survey, five or more instances of a similar
response constitute a theme.
Page 9 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 7
• Reduce taxes and utility costs
• More attention to cleanliness, property standards and by-law
enforcement
• Increase job opportunities and attract higher paying employers
• Improve garbage service delivery including eliminating bag tags and
introducing compost collection2
• Expand and diversify retail and dining options
• Increase activities, amenities and attractions for youth and young
families
• Attract more doctors and expand local healthcare services
2.1.3. Vision, Mission and Values
Within the survey, Question #8 presented respondents with a draft Vision
Statement for consideration. When asked if the Statement described their
views on a successful future for Tillsonburg, 74.37 per cent of respondents
indicated they either ‘agree’ or ‘strongly agree’ with the draft Vision
Statement, and 9.29 per cent indicated they either ‘disagree’ or ‘strongly
disagree’ with the draft Vision Statement. 16.33 per cent of respondents
selected ‘neither agree nor disagree.’
A full breakdown of responses is included in Chart 1, Response to Draft Vision
Statement.
2 Service area under Oxford County. Action by the Town is limited to representation and
advocacy.
Page 10 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 8
Chart 1: Response to Draft Vision Statement
When asked for suggestions to improve the draft Vision Statement, common
themes provided by respondents included:
• Disagreement and uncertainty related to the term “hub”
• Remove the term “proud” – alternate suggestions include “vibrant,”
“progressive,” “strong,” “compassionate,” “safe,” “welcoming”
• Environmental considerations including natural surroundings
• Include affordable housing
• Community needs to be welcoming and inclusive for diverse
populations
• Need to have regard for history and heritage
• Include emphasis on the health and wellbeing of residents
• Concerns that the Town is moving away from this Vision
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Page 11 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 9
• Follow-through and action are most important
• Statement is too wordy and uses ambiguous terms – needs to be
shorter and clearer
Survey question #10 presented respondents with a draft Mission Statement
for consideration. Respondents were asked if the draft Mission Statement
aligned with their expectations of the Town’s role. 60.81 per cent of
respondents selected ‘agree’ or ‘strongly agree’ and 13.49 selected ‘disagree’
or ‘strongly disagree.’ 25.7 per cent of respondents selected ‘neither agree
nor disagree.’
A full breakdown of responses is included in Chart 2, Response to Draft
Mission Statement.
Page 12 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 10
Chart 2: Response to Draft Mission Statement
When asked for other expectations of the Town, common themes included:
• Advance environmental sustainability and natural environment
• Ensure health and wellbeing of residents
• Secure affordable housing
• Preserve and protect heritage
• Support diversity and inclusion
• Disagreement and uncertainty about Tillsonburg as “a hub for
Southwestern Ontario”
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Page 13 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 11
• Mission Statement is too broad and too wordy – needs to be simpler a
focus on clear priorities
• Statement alone is not compelling and needs an action plan with clear
and measurable commitments
• Communication with residents
• Work with other levels of government
• Government accountability
• Replace “demonstrates” with “strives for” excellence in local
government
The purpose of survey Question #12 was to understand the values that local
residents and businesses feel should be prioritized at Town Hall. When asked
which values are most important to them when interacting with Town
employees and representatives, the top responses were Integrity, Service,
Accountability, Efficiency and Transparency, with over 70 per cent of
respondents selecting each of these values. These selections were followed
by Respect, Communication, Professionalism, and Consistency, with over 60
per cent of respondents selecting each of these values.
A breakdown of responses is included in Chart 3, Town Hall Values Most
Important to Respondents.
Several respondents indicated that all of the listed values are important.
Some participants chose to provide additional values, including Leadership,
Honesty, Inclusive and Ambassadors.
Page 14 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 12
Chart 3: Town Hall Values Most Important to Residents
2.1.4. Strategic Plan Goals
Under survey question #13, respondents were asked to rank the importance
of each of the five goals proposed in the draft Community Strategic Plan.
Based on the number of respondents who selected “very important” or
“important,” the results were:
• Lifestyle and Amenities – 93.69 per cent
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Page 15 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 13
• Customer Service, Communication and Engagement – 90.8 per cent
• Business Attraction, Retention and Expansion – 90.49 per cent
• Community Growth – 73.35 per cent
• Connectivity and Access – 70.35 per cent
Respondent rankings are provided in Chart 4, Importance of Strategic Plan
Goals.
Several respondents opted to comment on the Strategic Plan goals,
indicating that affordable housing, environmental outcomes and health and
wellbeing should be goals as well. Some respondents were concerned about
the rate of growth in Tillsonburg and that the Strategic Plan is focused on
enabling continued growth.
Chart 4: Importance of Strategic Plan Goals
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Page 16 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 14
2.1.5. Service Delivery
The final survey question asked respondents to indicate how they prefer to
access municipal services. The majority of respondents selected online, at
81.86 per cent, and over half of respondents selected in person, at 51.64 per
cent. 28.21 per cent of respondents selected phone as their preference, 16.62
selected mobile applications and 1.51 per cent were not sure. Under other
suggestions, several respondents noted that the availability of all service
delivery channels is important and indicated the Tillsonburg population still
requires in person and paper-based service delivery. Other respondents
suggested the Town continue and enhance the use of channels such as
newspaper, radio and electronic signs when communicating with residents.
A breakdown of responses is included in Chart 5, Preferred Access Channels
for Municipal Services.
Chart 5: Preferred Access Channels for Municipal Services
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Page 17 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 15
2.2. Discussion Guide Feedback
A discussion guide was provided on the Town’s website for individuals who
wished to participate in an alternate format to the survey. Three
contributions were received in response to the discussion guide.
Common themes cited by participants included:
• Overall support for strategic planning in general and what Council has
developed so far
• Support for the Vision, Mission
• Top values included Service, Efficiency, Accountability, Integrity,
Professionalism, Communication and Transparency
• Support for all goals especially Lifestyle and Amenities and Business
Attraction, Expansion and Retention (particularly supporting
businesses through COVID-19)
• Explore new affordable housing options and strategies to mitigate
homelessness
• Establish initiatives to engage youth
• Explore new technologies to position Tillsonburg for the future, for
example:
o Growing a clean energy role for Tillsonburg Hydro and investigate
new technology
o Consider need for charging stations with growing electric vehicle
ownership
o Consider large incinerators and other waste management
opportunities
• Explore expanded tourism opportunities
• Investigate the development of a truck route
• Revisit municipal boundaries
• Strengthen the trail system through an inventory of plants, trees and
shrubs and removal of invasive species
• Uncertainty whether consolidated Town Hall initiative is a short-term
priority
2.3. Focus Group Results
To obtain more in-depth perspectives related to the content in the survey,
two focus groups were held on April 1. One focus group was comprised of
local business leaders and the other involved community leaders and
partners. Highlights from these discussions are included below.
2.3.1. Business Leaders
A business leader focus group was hosted on April 1, 2021 involving
representation from the Economic Development Advisory Committee
(EDAC), real estate and development community, advanced manufacturing,
Page 18 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 16
high tech and local service firms. Eleven individuals participated in the
discussion on behalf of the organizations they represent.
There was general support for the draft Vision and Mission Statements
proposed as part of the Community Strategic Plan. Participants suggested
moving away from terms like “proud” and replacing with suggestions such as
“vibrant,” “progressive,” and “dynamic.” Participants also noted that, with
increasing levels of growth, Tillsonburg needs to be open to a “small-town
appeal with a big city feel,” ensuring growth happens sustainably over time,
and providing adequate infrastructure and amenities to support the
community’s continued success.
In terms of values and their relationship to customer service from the town,
the values that participants indicated are most important include
Transparency, Integrity, Respect, Service and Efficiency.
When asked which of the strategic plan goals are most important to
Tillsonburg’s success, participants ranked them in the following order. The
top three choices were discussed in detail during the session and comments
are included below.
1. Business Attraction, Retention and Expansion
• It is important for the Town to streamline and expedite the
building approval process
• Shovel ready land should include not just commercial and
industrial, but residential as well
• Increasing the supply of residential homes will help to mitigate
the affordability pressures associated with demand
• Acknowledge that there are a large number of “blue collar”
employees who can’t currently afford to live in Tillsonburg
• With respect to tourism, Tillsonburg should become a stop-in
point leveraging popular destinations in nearby communities
2. Lifestyle and Amenities
• Participants applaud the Farmer’s Market, Annandale Museum
and Community Centre, and the need to enhance and/or expand
these amenities
• Unmet community needs include a new splash pad,3 and diverse
local dining and retail offerings
• Physician recruitment and a new walk-in clinic are important, as
is continued support for Tillsonburg’s local hospital
3. Customer Service, Communication and Engagement
• There was a strong support for increased digitization and
streamlined service delivery
3 With respect to a splash pad, participants noted it is not always necessary for the Town to
take the lead. Community partners and volunteers are willing to take the lead with Town
support.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 17
• Participants noted navigation on the current website is difficult
• There was support for investing in employee engagement,
recognizing that exceptional service comes from employees
knowing their “why” and exemplifying accountability, trust and
professionalism
• Participants supported increased youth engagement, stating
that local high schools should be included
4. Community Growth
5. Connectivity and Access
Participants also stressed the importance of community partnerships as a
means to deliver results in Tillsonburg and asked the Town to transition its
role to partner and supporter rather than the lead agency.
Participants noted that, while they are optimistic about the overall direction
of the Community Strategic Plan, accountability requires results. There
needs to be a clear understanding of the relationship between the strategic
plans and other Town plans, and designated people charged with ensuring
progress. Participants advised that the Town cannot stop at approving plans
but must commit to demonstrating follow-through. Regular check-ins with
the community such as surveys and customer service data can help to ensure
the Town stays on track.
2.3.2. Community Leaders and Partners
A focus group comprised of community leaders, service clubs, municipal
partners and local service agencies was hosted on April 1, 2021. Eight
individuals participated in the discussion on behalf of the organizations they
represent.
When discussing the draft Vision and Mission Statements, participants
expressed that they would like to see these statements reworked to become
more inspirational, dynamic and fresh. They expressed concerns related to
government overuse of terms such as “hub” and “sustainable.” Similar to the
business focus group, participants preferred to move away from the term
“proud,” acknowledging that while it is important for Tillsonburg to honour its
past, the community must move forward.
When discussing their expectations of the Town, participants supported an
enabling role in facilitating community partnerships and building capacity.
They expressed this role involves strengthening the community at the
neighbourhood level through celebration, activation, and integration.
The values that participants indicated are most important for Town
employees and representatives include Integrity, Trust and Transparency.
Leadership was cited as an additional value participants would like to see
reflected at Town Hall.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 18
When asked which goals they felt are most important to Tillsonburg’s
success, participants ranked them in the following order. Their top three
choices were discussed in detail during the session.
1. Lifestyle and Amenities
• Existing amenities need to be enhanced, such as the trail system,
Farmer’s Market and indoor pool (accessibility improvements)
• Town needs more cultural amenities including music and
theatre, cultural centre to support diversity, and history and
connection to First Nations
• Activities are required for youth outside of sports.
• Availability of affordable housing is becoming problematic
2. Business Attraction, Retention and Expansion
• Strategic approaches to education and training need to start
early, at the secondary school level
• Transportation can be a barrier for job seekers
• Need to focus on dining, retail and amenities to attract talent
from other parts of Ontario
• Strategic approaches to diversity and inclusion will leverage
talent and skills that come with newcomer populations
• Town needs to be nimble and aggressive to secure funding from
other levels of government
3. Community Growth
• Trees need to be a priority in new developments to help the
community stay comfortable and pleasing as it grows
• Trails make new developments livable
• New houses should be in walkable communities, accessible to
churches and schools and well connected to existing
neighbourhoods
• Livability should take precedence over efficiency in community
planning
• Regular placemaking workshops, hosted by the Town and Oxford
County, would be helpful
4. Customer Service, Communication and Engagement
5. Connectivity and Access
Participants noted that while they were pleased to see diversity reflected in
the draft Community Strategic Plan as it relates to economic diversification
and age, they would like to see more of a focus on diversity and inclusion and
welcoming people with diverse backgrounds, experiences and cultures.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 19
3.0 Employee Engagement Results
As individuals who serve Tillsonburg each day, employees are an important
part of the strategic planning process. The objectives for employee
engagement were:
• Inform employees that a strategic planning process is underway and
communicate the value of the Community Strategic Plan for their work
• Share preliminary themes that have been discussed with senior leaders
and Members of Council
• Understand which values are most important to employees, and which
values accurately represent their current working environment at the
Town of Tillsonburg
• Obtain ideas to advance to goals discussed by Council and improve the
customer service experience for residents and businesses
• Understand and be empathetic to workplace and non-workplace
pressures of COVID-19 and their impact on municipal employees
The employee engagement process involved the following tactics:
• An internal survey: The survey was emailed to all administrative
accounts by the Chief Administrative Officer. Hard copies were made
available to employees with limited access to emails and workstations.
Key messages were provided to the Senior Management Team to
support them in encouraging their teams to participate.
• Employee focus groups: Three employee focus groups were facilitated
by the consultant on March 3, March 8 and March 9. The focus groups
involved a representative cross-section of employees and allowed for
more in-depth discussion on the survey questions.
3.1. Employee Survey Results
An internal survey provided employees with the opportunity to provide their
perspectives on the Community Strategic Plan.
The survey was emailed to all administrative Town of Tillsonburg email
accounts on March 1, 2021 and closed on March 19, 2021. Hard copies of the
survey were provided for employees with limited access to emails and
workstations.
A total of 62 responses to the survey were received.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 20
3.1.1. Vision Statement
The survey began by asking employees their views on the draft Vision
Statement:
“Our Vision for Tillsonburg is a proud community that retains its small-town
appeal and supports residents with diverse employment options, modern
amenities, lifestyle opportunities, and sustainable growth while performing
as a regional hub within Southwestern Ontario.”
When asked if the draft Vision Statement aligns with their views on
Tillsonburg’s future success, 80 per cent of respondents selected “agree” or
“strongly agree,” and 6 per cent selected “disagree.” 13 per cent of
respondents selected “neither agree nor disagree.”
When asked for suggestions to improve the draft Vision Statement, a large
proportion of employees indicated they either liked the statement as is or did
not have additional comments. Other feedback included:
• Vision Statement requires greater emphasis related to:
o Tillsonburg’s unique history and heritage
o Environmental sustainability and green energy
o Healthy living through recreation and outdoor living
o Celebrating diversity
• Vision Statement is aspirational, and greater effort will be required to
meet aspirations related to modern amenities and diverse employment
options
• Town will need clear direction to reconcile the need to expand as a
regional hub with modern amenities while maintaining small town
appeal
• More context, definition and direction are requested related to the term
“regional hub” and there needs to be a clear and common
understanding so staff can deliver on this goal
• Vision Statement is boring and does not capture the innovative spirit
and charisma of the Town
• Caution the use of “proud” given negative connotations
3.1.2. Mission Statement
The survey asked employees for their views on the Town of Tillsonburg’s role
as outlined in the draft Mission Statement:
“The Town of Tillsonburg demonstrates excellence in local government by
facilitating community partnerships, providing efficient and effective
municipal services, attracting and supporting businesses, promoting local
identity, and advancing the community as a hub for Southwestern Ontario.”
When asked if the above mission statement accurately describes the Town of
Tillsonburg’s role, 76 per cent of respondents selected “agree” or “strongly
Page 23 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 21
agree” and 5 per cent selected “disagree.” 19 per cent selected “neither agree
nor disagree.”
When asked for suggestions to improve the draft Mission Statement,
common themes included:
• Providing efficient and effective services is the most important part of
the Town’s role
• Fostering community participation is an important part of the Town’s
role
• Mission Statement is boring and needs to be bold and creative.
• Mission Statement should be simplified so it is easier to read from a
resident perspective
• Staff require a greater understanding of what is involved in “promoting
local identity”
• Growth is happening quickly and the Town needs tools and resources
to respond
3.1.3. Corporate Values
Corporate values are behaviours that describe the culture of an organization.
They guide how employees interact with each other and their customers.
While most of the values were identified as important to employees, with
over 50 per cent of respondents selecting each, the top responses were:
• Respect (76 per cent)
• Teamwork (76 per cent)
• Service (73 per cent)
A breakdown of responses is included in Chart 6, Values Most Important to
Employees in a Workplace.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 22
Chart 6: Values Most Important to Employees in a Workplace
Employees identified “effectiveness” and “loyalty” as additional values.
Employees were then asked to select the values from a list of options that
most accurately reflect their working environment at the Town of Tillsonburg.
The top responses were:
• Service (80 per cent)
• Teamwork (60 per cent)
• Professionalism (58 per cent)
A breakdown of responses is included in Chart 7, Values that Describe
Working Environment at the Town.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 23
Chart 7: Values that Describe Working Environment at the Town
Loyalty was identified as an additional value. Three respondents indicated
that none of the values from the list of options reflect their work environment.
3.1.4. Community Strategic Plan Goals
Employees were provided with the five proposed strategic plan goals. When
asked to rank the importance of each of these goals, “Lifestyle and Amenities”
received the most favourable response, with 93 per cent of employees
ranking the goal as “very important” or “important.” This was followed closely
by “Customer Service,” with 92 per cent of employees ranking the goals as
“very important” or “important.”
A breakdown of responses is included in Chart 8, Importance of Strategic
Plan Goals.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 24
Chart 8: Importance of Strategic Plan Goals
Financial sustainability was cited as an additional goal that is important to
the success of Tillsonburg.
Employees identified specific projects and initiatives that would help to
advance one or more of the five draft goals. Some of the projects are already
planned or underway, while others are based on ideas and best practices
employees have encountered in their work.
Existing projects cited by employees to advance the goals include:
• Customer service improvements, including the consolidated Town Hall
initiative and citizen portal
• Economic expansion including industrial park growth and lead
generation campaigns
• Overall improved asset management and infrastructure repairs and
replacement
• Community Centre renovations, recreational programming and new
playgrounds
• Development review (including development charges review)
• Lake Lisgar waterpark
• Reduced silos and improved communication and teamwork across
Town departments
Potential new projects cited by employees to advance the goals include:
• Long term financial planning and expanded asset management
planning as part of keeping infrastructure in a good state of repair
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Town of Tillsonburg Community Strategic Plan: Consultation Report 25
• Staffing and resource review to ensure capacity is keeping pace with
demand
• Addressing trends in recreation to drive modernization (for example
comfort stations along the Canada Rail Trail, and new ball diamond
complex)
• Expanded digital service delivery
• Permanent work from home arrangements
• Community green plan
• Community safety plan
• Greater access to social services for residents
• Increased number of community gatherings post COVID-19.
• Reinvention of Discover Tillsonburg Magazine to support local tourism
3.1.5. Improving Services, Supporting Employees
When asked how the Town could improve service delivery to customers,
employees provided the following suggestions:
• User friendly systems for customers and Customer Service
Representatives, including:
o Consolidated customer service centre
o Centralized process to resolve public requests
o Improved face-to-face options for seniors
o Improved phone answer system
o Leverage technology
• External communication on Town programs and services, including:
o Increased advertising and promotion
o Transparency on service levels
• Upgraded amenities and facilities
• Properly maintained equipment
• Professional development and staff training
• Investigate separate hydro department
• Continued focus on internal communications, reduced silos, and
working together
• Greater staff delegation to expedite approvals for projects and
initiatives
When asked how Town Council and the Senior Management Team can
improve their work experience, employees provided the following
suggestions:
• Continued improvement of internal communication with line-of-sight
to:
o Ensuring staff are part of the solution when resolving resident
requests
o Ongoing opportunities for employees to provide ideas and
feedback
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Town of Tillsonburg Community Strategic Plan: Consultation Report 26
o Listening to front-line workers and blurring the lines between
“blue-collar” and “white-collar”
• Strengthen Council-Staff relations
• Increase staff delegation and minimize micromanaging
• Be open to new ideas and continue to creativity demonstrated during
COVID-19
• Proper tools and work environment to do the job
• Professional development, education and training
• Opportunities for advancement
• Workplace flexibility and review of health benefits
• Greater employee recognition
• Ensure proper staffing levels
• Approve more overtime
• Help employees understand how their work connects to the goals
3.1.6. Other Comments
Several employees took the opportunity to provide additional feedback and
suggestions related to the strategic planning process. These suggestions
include:
• Addressing community needs, including:
o Health care
o Affordable housing
o Youth opportunities
o Recreational restoration of Lake Joseph
• Recognize escalating community growth and service demands that
may require additional Town resources
• Increase emphasis on amenities, attractions, programs and
infrastructure that improve quality of life and attract companies
• Initiate projects that are attractive to younger generations, like green
initiatives
• Ensure the strategic planning process includes community
involvement
• Staff appreciate the opportunity to be part of this process
3.2. Employee Focus Group Results
To obtain more in-depth perspectives related to the content in the survey,
three employee focus groups were held on March 3, March 8 and March 9
involving a representative cross section of the employees from throughout
the organization.
A total of 36 employees participated in the focus groups. A brief summary of
outcomes is described below.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 27
3.2.1. Vision and Mission
In discussions related to the Town of Tillsonburg’s draft Vision Statement and
Mission Statement, several of the points raised by survey respondents were
also reflected in conversations with focus group participants. Common
discussion points included:
• The need to emphasize Tillsonburg’s heritage and historical
significance
• Debate over Tillsonburg as a regional hub for Southwestern Ontario –
participants indicated this is a lofty goal and might be more attainable
as a regional hub serving surrounding rural areas
• Terms such as “modern amenities” and “lifestyle opportunities” are
quite subjective and require greater definition and direction
• The importance of continuing to break down organizational silos and
work collaboratively as a team
• Reconciling becoming a regional hub with modern amenities with
preserving Tillsonburg’s small town appeal is required– these goals
could seem contradictory without clear direction and careful planning
• The Town may not always “demonstrate” excellence, but there is no
question that the Town “strives for” excellence
3.2.2. Corporate Values
When asked about the values that are most important to employees in the
workplace, the most common answers identified by participants included
Communication, Trust, Teamwork, Respect, Integrity and Accountability.
When asked about the values that most accurately reflect their working
environment, top responses from focus group participants included Service,
Integrity and Accountability.
Participants suggested additional values for consideration including
Leadership, Growth, Listening, Recognition and Comradery.
3.2.3. Goals, Strategic Directions and Priority Projects
Across the three focus group discussions, three strategic plan goals emerged
as most important to Tillsonburg’s success from the perspective of
participants. These three goals are:
1. Lifestyle and Amenities
2. Business Attraction, Retention and Expansion
3. Customer Service, Communication and Engagement
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Town of Tillsonburg Community Strategic Plan: Consultation Report 28
Participants offered the following feedback on the strategic plan goals:
1. Customer Service, Communication and Engagement
• Strong support for the consolidated Town Hall initiative as a means
to improve customer service
• Improve and expand digital service delivery through a centralized
citizen portal and enterprise-wide workflow management, and
enhanced ability for customers to self-serve from home
• Improve to other service delivery channels, for example: centralized
customer service counter, improved wayfinding, and more intuitive
phone systems
• Learn from working from home successes during COVID-19 and
assess opportunities for workplace flexibility beyond the pandemic
• Increase programs for employee recognition
• Continue focus on interdepartmental communication and reduced
silos
• Increased opportunities for citizen participation, with Council and
employees demonstrating a united front to move Tillsonburg
forward
2. Business Attraction, Retention and Expansion
• Ensure that strategies to attract business are aligned with
strategies to support and manage growth – for example,
development charges, incentive programs and future development
areas
• Explore new relationships through public-private partnerships
• Reinforce strong relationships with Business Improvement
Association and Chamber of Commerce
• Work with neighbours and partners to deliver services to business
as efficiently as possible
• Continue to demonstrate innovation and entrepreneurial spirit that
was demonstrated during COVID (for example, the patio by-law)
• Demonstrate flexibility when business opportunities may not fit
within the context of the downtown core
• Ensure Tillsonburg is a great place to live for current and potential
employees for local businesses, complete with affordable housing,
visual appeal and local attractions
• Explore opportunities for the Town to support local businesses in
the procurement of goods and services
• Continue to promote Tillsonburg consistent with the new brand,
leveraging lifestyle and benefits
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Town of Tillsonburg Community Strategic Plan: Consultation Report 29
3. Lifestyle and Amenities
• Celebrate and promote attractions (for example, Lake Lisgar
waterpark, Turtle Fest, Farmer’s Market, trails, two ice pads and
pool)
• Robust asset management of facilities will ensure our facilities
remain in a good state of repair and assess opportunities to
modernize (for example, there is growing demand for activities like
gymnastics, indoor soccer, splash pads, a baseball complex, and
winter activities)
• Asset management will also help to consider entire lifecycle of
facilities, with an understanding that capital needs persist beyond
construction
• Introduce more seasonal events and attractions when it is safe to
do so and leverage the bandshell
• There is a high need for local physicians
4. Community Growth
• Continued to emphasize importance of downtown through
improved wayfinding
• Address growing affordable housing needs
• It is becoming increasingly difficult to support competing identities
as a small town and a big centre
• Infrastructure investments need to keep pace with growth – work
with developers to explore opportunities
• Explore opportunities in previously developed areas
• Ensure Town continues to have resource capacity to address
demands associated with growth
• Tillsonburg is welcoming for retired population – also need to
attract working age population and youth
5. Connectivity and Access
• Improve access to 401 through Highway 19 and Concession East
• Involve public in transit route changes and improve in-town and
regional connections
• Advocate/ partner to improve internet in areas where bandwidth is
expensive and inadequate
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Town of Tillsonburg Community Strategic Plan: Consultation Report 30
4.0 Summary of Considerations
This section presents community and employee feedback in a table format
for Council’s ease of reference. These tables will be presented to Council for
consideration as they continue to develop the Town of Tillsonburg’s
Community Strategic Plan in spring 2021.
4.1. Vision Statement
The below table summarizes community and employee survey feedback to
the draft Vision Statement developed by Council at their February 2021
workshop. It should be noted that the majority of community (73.47 per cent)
and employee (80 per cent) respondents indicated they either agree or
strongly agree with the draft Vision Statement.
Draft Vision Statement
“Our vision for Tillsonburg is a proud community that retains its small-town
appeal and supports residents with diverse employment options, modern
amenities, lifestyle opportunities, and sustainable growth while performing
as a regional hub within Southwestern Ontario.”
Community Feedback Employee Feedback
• Majority agreed or strongly agreed
with draft statement
• Replace “proud” with “vibrant,”
“progressive,” “compassionate,”
“inclusive,” “diverse,” “strong,” “safe,”
or “welcoming”
• Reconsider “regional hub within
Southwestern Ontario”
• Include environment
• Include affordable housing
• Include history and heritage
• Include health and wellbeing
• Include celebrating diversity
• Too wordy and vague – needs to be
simpler, more concise, inspirational
• Develop and implement an action
plan
• Majority agreed or strongly agreed
with draft statement
• Replace “proud” with “innovative,”
“compassionate,” or “welcoming”
• Reconsider “regional hub within
Southwestern Ontario”
• Include environment
• Include affordable housing
• Include history and heritage
• Include health and wellbeing
• Include celebrating diversity
• Boring - need to be more
inspirational, capture innovative spirit
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Town of Tillsonburg Community Strategic Plan: Consultation Report 31
4.2. Mission Statement
The below table summarizes community and employee survey feedback to
the draft Mission Statement developed by Council at their February 2021
workshop. It should be noted that the majority of community (60.81 per cent)
and employee (76 per cent) respondents indicated they either agree or
strongly agree with the draft Mission Statement.
Draft Mission Statement
“The Town of Tillsonburg demonstrates excellence in local government by
facilitating community partnerships, providing efficient and effective
municipal services, attracting and supporting businesses, promoting local
identity, and advancing the community as a regional hub within
Southwestern Ontario.”
Community Feedback Employee Feedback
• Majority agreed or strongly agreed
with draft statement
• Replace “demonstrates” with “strives
for”
• Reconsider “regional hub within
Southwestern Ontario”
• Include environment
• Include affordable housing
• Include history and heritage
• Include health and wellbeing
• Include diversity and inclusion
• Prioritize communication with
residents
• Commit to accountability
• Work with other levels of
government
• Support for community partnerships
and capacity building
• Too broad and wordy – needs to be
simpler and focus on clear priorities
• Ineffective unless there is an action
plan with clear and measurable
commitments
• Majority agreed or strongly agreed
with draft statement
• Replace “demonstrates” with “strives
for”
• Reconsider “regional hub within
Southwestern Ontario”
• Providing effective and efficient
services is fundamental
• Support for community partnerships
• Clarity required for “promoting local
identity,” “modern amenities,” and
“lifestyle opportunities”
• Working as one team, eliminating
silos
• Boring - need to be inspirational and
bold
• Too complicated and wordy – make it
simple
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Town of Tillsonburg Community Strategic Plan: Consultation Report 32
4.3. Values
The below table presents the ranking of importance of organizational values.
Only values selected by more than 50 per cent of respondents are reported
below.
Community Survey – Top
Ranked Values
Employee Results – Core
(Existing) Values
Employee Results –
Aspirational Values
1. Integrity
2. Service
3. Accountability
4. Efficiency
5. Transparency
6. Respect
7. Communication
8. Professionalism
9. Consistency
1. Service
2. Teamwork
3. Professionalism
4. Accountability
5. Trust
1. Respect
2. Teamwork
3. Service
4. Accountability
5. Integrity
6. Professionalism
7. Communication
8. Transparency
9. Trust
10. Consistency
11. Efficiency
12. Passion
4.4. Strategic Plan Goals
Within the community and employee surveys, respondents were asked to
rank the importance of each of the strategic plan goals to Tillsonburg’s
success. Rankings were measured based on the proportion of respondents
who selected “important” or “very important.” The results are reported in the
below table and were the same for both community responses and employee
responses.
Rank Community Survey Results Employee Survey Results
1 Lifestyle and Amenities Lifestyle and Amenities
2 Customer Service,
Communication and
Engagement
Customer Service,
Communication and
Engagement
3 Business Attraction, Retention
and Expansion
Business Attraction, Retention
and Expansion
4 Community Growth Community Growth
5 Connectivity and Access Connectivity and Access
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Town of Tillsonburg Community Strategic Plan: Consultation Report 33
4.5. Potential Priorities
Feedback from the community and employees related to potential
organizational and community improvements has been summarized and
categorized according to each of the strategic plan goals in the below table.
This table is intended to assist Council as they select priorities for inclusion in
the final Community Strategic Plan.
Goal Directions and Initiatives identified
by community
Directions and Initiatives identified
by employees
Lifestyle and
Amenities
• Affordable housing
• Diverse retail and dining
• Tree preservation
• Trail enhancement and
expansion
• Green space
• Cleanliness, property
standards
• Activities and attractions for
youth and young families
• Doctors and healthcare
• Support Farmer’s Market,
Community Centre
improvements4, Museum
• Add splash pad
• Community partnerships5
• Cultural amenities to
celebrate diversity
• Community Centre
renovations
• Affordable housing
• New playgrounds
• Lake Lisgar waterpark
• Increase community events
• Robust facilities asset
management to keep pace
with repair, rehabilitation and
replacement
• Physician attraction
Customer
Service,
Communication
and
Engagement
• Service review
• More communication
• Listen to feedback
• Youth engagement
• Invest in employee
engagement
• Increase streamlining and
digitization6
• Consolidated Town Hall
• Citizen portal and expanded
digital service delivery
• Centralized customer service
counter
• Reduce silos and increase
communication across
departments
• Increase communication with
residents
• Increase opportunities for
residents to participate
4 Including accessibility upgrades.
5 Leverage volunteerism and service clubs, Town does not always need to take the lead.
6 Several participants noted the need to continue to offer in person, phone and paper-based
services.
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Town of Tillsonburg Community Strategic Plan: Consultation Report 34
Goal Directions and Initiatives identified
by community
Directions and Initiatives identified
by employees
• Professional development
and staff training
• Ongoing workplace flexibility
• Employee recognition
Business
Attraction,
Retention and
Expansion
• Increase job opportunities
• Attract higher paying
employers
• Streamline/ expedite
building approvals
• Increase supply of shovel
ready land
• Tourism and creative
economy
• Continue and enhance
promotion
• Flexible and nimble approach
(as demonstrated with patio
by-law)
Community
Growth
• Affordable housing
• Tree planting
• Development standards
that benefit community
• Review municipal
boundaries
• Focus on walkability,
livability and connectivity in
new developments
• Engage public in
placemaking
• Development review
• Expanded asset
management planning
• Ensure adequate Town
resources to service growth
• Identify infill opportunities
Connectivity
and Access
• Electric vehicle
infrastructure
• Truck route
• Transportation Master Plan
• Improve 401 access via Hwy
19 and Concession
• Broadband advocacy
Other • Clean energy
• Remove garbage bag tags
• Compost collection
• Long-term financial planning
• Improve resident access to
social services
Page 37 of 39
Town of Tillsonburg Community Strategic Plan: Consultation Report 35
Boulevard Strategy Group was pleased to work with
The Town of Tillsonburg
to prepare this Community Strategic Plan Consultation Report
www.boulevardstrategy.com
erin@boulevardstrategy.com
905.805.5601
Page 38 of 39
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-048
A BY-LAW to confirm the proceedings of Council at its meeting held on May 3,
2021.
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 May 3, 2021, 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 3rd DAY OF MAY, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 3rd DAY OF MAY, 2021.
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MAYOR – Stephen Molnar
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CLERK – Michelle Smibert
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