200211 Development AGDThe Corporation of the Town of Tillsonburg
Economic Development Advisory Committee Meeting
February 11, 2020
7:30 a.m.
10 Lisgar Avenue, Tillsonburg, ON
AGENDA
1. Call to Order- Introduction to New CAO
2. Adoption of Agenda
Proposed Resolution #1
Moved by:
Seconded by:
THAT the Agenda as prepared for the Economic Development Advisory Committee
meeting of February 11, 2020, be adopted.
3. Minutes of the Previous Meeting (attached)
Proposed Resolution #2
Moved by:
Seconded by:
THAT the Minutes as prepared for the Economic Development Advisory Committee
meeting of January 21, 2020, be adopted.
4. Disclosures of Pecuniary Interest and the General Nature Thereof
5. General Business & Reports
5.1 Monthly Project Updates (attached)
5.2 Retail Recruitment-Environmental Scan (draft)
5.2 Tillsonburg Hydro Inc.
5.3 Town Hall Task Force
5.4 Physician Recruitment and Retention Committee
5.4.1 Physician Recruitment Committee Update (attached)
5.5 Community Strategic Plan
5.5.1 Excellence in Local Government
5.5.2 Economic Sustainability
5.5.3 Demographic Balance
5.5.4 Culture and Community
6. Community Organization Updates
6.1 Downtown Business Improvement Association
6.2 Tillsonburg District Chamber of Commerce
6.3 Tillsonburg District Real Estate Board
6.3.1 February 2020 Commercial Listings (attached)
6.3.2 January 2020 Activity Report (attached)
7. Round Table
8. Next Meeting
Tuesday, March 10, 2020 at 7:30 a.m.
9. Adjournment
Proposed Resolution #3
Moved by:
Seconded by:
THAT the February 11, 2020 Economic Development Advisory Committee meeting
be adjourned at _____ a.m.
The Corporation of the Town of Tillsonburg
Economic Development Advisory Committee
January 21, 2020
7:30 a.m.
10 Lisgar Ave, Customer Service Centre, Board Room
MINUTES
Present:
Andrew Burns, Councillor Deb Gilvesy, Lisa Gilvesy, Jesse Goossens, Jim Hayes, Kirby
Heckford, Lindsay Morgan-Jacko, Steven Spanjers, Randy Thornton, Cedric Tomico,
Lindsay Tribble and Jeff VanRybroeck
Absent with Regrets:
Collette Takacs, Ashton Nembhard, Mayor Stephen Molnar and Kyle Pratt, CAO
Also Present:
Cephas Panschow, Development Commissioner
Laura Pickersgill, Legislative Services Coordinator
1. Call to Order
The meeting was called to order at 7:37 a.m.
2. Adoption of Agenda
Resolution #1
Moved by: Cedric Tomico
Seconded by: Andrew Burns
THAT the Agenda as prepared for the Economic Development Advisory Committee
meeting of January 21, 2020, be adopted.
Carried
3. Minutes of the Previous Meeting
The minutes of the meeting to be amended as follows:
The Town Hall Report is to come back to Council for review in February rather than
to the Committee.
4. Disclosures of Pecuniary Interest and the General Nature Thereof
There were no disclosures of pecuniary interest declared.
5. General Business & Reports
5.1 Election of Vice-Chair
Resolution #2
Moved by: Randy Thornton
Seconded by: Lisa Gilvesy
THAT Andrew Burns be nominated for the role of Vice Chair.
Carried
5.2 Monthly Project Updates
Development Commissioner provided a summary of the Monthly Project
Updates.
It was noted that CJDL has made a complete “client submission” for
VanNorman Innovation Park. Engineering Department met with CJDL and
provided comments. A letter of intent and draft offer for 6.7 Acres has been
received. This would be the largest industrial construction since 2006. It was
noted that an application for funding has been made for the Southwestern
Ontario Development Fund.
Wayfinding signage will be reviewed by the Committee prior to completion.
5.3 CLK 19-28 Municipal Retail Cannabis Policy Review
The draft Municipal Retail Cannabis Policy provided by the Town Clerk’s
Office was reviewed.
The Committee passed the following resolution:
Resolution #3
Moved by: Kirby Heckford
Seconded by: Randy Thornton
THAT the Economic Development Committee recommends that the
Provincial guidelines be followed, including their standard setback of 150
metres from a school.
Carried
5.4 Oxford County Water and Wastewater Billing and Collections Review
The Economic Development Advisory Committee Chair appeared as a
delegation before Oxford County Council and presented the concerns of the
Committee regarding the proposed method for water and wastewater billing.
The matter will be reviewed at Oxford County Council on January 22, 2020.
5.5 Tillsonburg Hydro Inc.
Staff to set up a Hydro Sub-Committee meeting.
5.6 Town Hall Task Force
5.7 Community Strategic Plan
5.1.1 Excellence in Local Government
5.1.2 Economic Sustainability
5.1.3 Demographic Balance
5.1.4 Culture and Community
5.8 Tillsonburg District Chamber of Commerce Awards
Resolution #4
Moved by: Lisa Gilvesy
Seconded by: Randy Thornton
THAT the Economic Development Advisory Committee move into Closed
Session to consider:
-a trade secret or scientific, technical, commercial, financial or labour relations
information, supplied in confidence to the municipality or local board, which, if
disclosed, could reasonably be expected to prejudice significantly the competitive
position or interfere significantly with the contractual or other negotiations of a
person, group of persons, or organization (Chamber of Commerce Event
Selection).
Carried
Regular session resumed at 8:45 a.m.
Resolution #5
Moved by: Lisa Gilvesy
Seconded by: Randy Thornton
THAT Company A be selected as the recipient of the New Industrial Investment
Award based on total investment amount and new or future jobs created in
Tillsonburg.
Carried
Resolution #6
Moved by: Steve Spanjers
Seconded by: Jeff VanRybroeck
THAT Company B be selected as the recipient of the New Commercial
Investment Award based on total investment amount, new jobs created in
Tillsonburg and the creation of entry- level housing.
Carried
Cedric Tomico re-entered the meeting at 8:55 a.m.
5.9 Community Organization Updates
5.9.1 Downtown Business Improvement Association
The following events are planned by the BIA:
-Feb 1-12 Share the Love
-March 7 International Women’s Day
-March 16-20 Family Fun Passport
-May 8-9 Spring in the Street
Details of these events to be circulated to the Committee.
Funding received for façade improvements has increased to
$62,000 per year, half coming from the Town and half from the BIA.
Randy Thornton left at 8:59 a.m.
5.9.2 Tillsonburg District Chamber of Commerce
The current committee representative’s role as Past President with
the Chamber Board has now ended and a new member will be
appointed at the February 12, 2020 Chamber meeting.
The Chamber supported Council’s decision to review other options
for the new Town Hall project.
The Awards Ceremony is May 7, 2020 at the Community Centre.
‘Business After 5’ for Christmas will now be open to any company
to host.
Lindsay Tribble left at 9:04 a.m.
5.9.3 Tillsonburg District Real Estate Board
The average sale price for 2019 in Tillsonburg was higher than the
national average.
5.9.4 Physician Recruitment
Staff to bring a summary from the Physician Recruitment
Committee to a future meeting.
6. Correspondence
6.1 Tillsonburg District Chamber of Commerce Board Resolution
Discussed under item 5.9.2.
7. Other Business
8. Round Table
The Kinsmen Club is celebrating 75 years and Kin Canada is celebrating 100 years.
Staff to provide an invitation to Committee members to tour the new Titan Trailers
location.
February 12, 2020 is the grand opening for the new location of Millards Chartered
Professional Accountants.
TDMH Board is recruiting board members to fill 3 vacancies.
Members are encouraged to complete the Tillsonburg Advisory Committee
Feedback survey previously circulated.
The broken hydro pole in front of Kelsey’s has been addressed.
9. Next Meeting
Tuesday, February 11, 2020 at 7:30 a.m.
10. Adjournment
Resolution #7
Moved by: Kirby Heckford
Seconded by: Jeff VanRybroeck
THAT the January 21, 2020 Economic Development Advisory Committee meeting
be adjourned at 9:17 a.m.
Carried
Monthly Project Update – (February 2020)
Prepared for the Economic Development Advisory Committee
Project Name/Reference Status
Downtown Business Development Consultant review of potential incentive programs nearing completion
Van Norman Innovation Park Environmental Compliance Application submission will be submitted by
February 14.
Have received a letter of intent and draft offer for 6.7 Acres. Would be
the largest industrial constructed since 2006.
Coordinating cross-departmental team to support client timeframes for
development.
Future Industrial Growth Have advertised the new Van Norman Innovation Park in a variety of
publications in 2019. Consider listing the properties on MLS and/or
using the Town’s online tendering software. Need to start planning for
future industrial growth.
Post-Secondary Education
Enhancements
Working with TVDSB to expand experiential learning opportunities in
conjunction with the high school. Working with MSC on funding
application. Program delayed due to labour unrest.
Town Hall Project Council terminated the process at their Dec 9, 2019 meeting and
requested that the new CAO bring forward a report regarding next steps
in February 2020.
Wayfinding Signage Update Delayed
High Tech Manufacturing Sub-
cluster Action Plan
Plan approved in principle on October 28, 2019. Launch event has been
delayed. Implementation plan being worked on.
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ENVIRONMENTAL SCAN OF PROGRAMS AND INCENTIVES WITH RESPECT TO
RETAIL RECRUITMENT AND RETENTION IN TILLLSONBURG
Prepared by:
360 Collective
99 Ivy Ave
Toronto ON M4L 2H8
Jan 29 2020
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ENVIRONMENTAL SCAN OF PROGRAMS AND INCENTIVES WITH RESPECT TO RETAIL RECRUITMENT AND RETENTION
1.0 Introduction
The following list of programs include a very broad range of programs that can be directly or indirectly
associated with retail recruitment and retention. The programs range from direct financial support, to indirect
support, to support through an agency. They are not mutually exclusive and can be used in combination with
one another to support the overall goals and objectives for retail in Tillsonburg.
1.1 Legislative Context
Ontario has more stringent restrictions on providing support to business than many other jurisdictions, especially
compared to those in the U.S. (Section 106 of the Municipal Act: “A municipality shall not assist directly or
indirectly any …industrial or commercial enterprise through the granting of bonuses”). Exceptions are provided
for:
• Small Business Counselling (S. 108 of Municipal Act).
• Municipal Capital Facilities )S.110 of Municipal Act; Definition includes community centres and facilities for
cultural, recreational or tourist purposes; can’t be for-profit. Can be exempted from property tax and
development charges.
• Municipal operated markets and exhibitions (S. 113 and 114 of Municipal Act).
• Tax Increment Financing, which enables municipalities to upfront costs of infrastructure, environmental or
flood remediation, etc. and to charge all or a portion of the costs to property owners benefitting from future
increase in property value (Tax Increment Financing Act, 2006).
• Community Improvement Plans (S. 28 of the Planning Act)- permits a wide range of grants, loans, waiving of
fees, development charges, etc. within the defined area for implementing the defined improvements.
Extensively used throughout Ontario to enable Façade Improvement Grants. Some municipalities are
extending use in creative ways for to phase in tax increases resulting from redevelopment, encourage
interior renovations, etc.
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1.2 Incentive Review
Tax Abatements or Reductions
In Ontario, retail commercial tax abatements or reductions can be done through a Community Improvement
Plan (CIP) or by defining a property class through MPAC that can then have a lower tax rate.
A municipality may consider tax abatement or reduction type programs to attract investment and
development that has high upfront costs that can’t be recouped by developer for several years such as a
large office building that would bring workers to a Downtown or for other culturally significant asset (e.g.,
theatre, sport stadium, etc.). It has been used for heritage preservation.
The program is a relatively blunt instrument to attract retail to an under-developed and or perpetually vacant
area. This means it is not focused on any one type of retailer. While it is not common, more municipalities have
looked at tax abatements for certain businesses (e.g., cultural).
An issue is that the municipality must regain tax revenue from another source in order to remain tax neutral in
their budgeting.
Examples:
• Toronto defined “creative co-location facilities” as a property tax subclass, enabling it to lower taxes for
“hubs of creative activity”. Properties can be owned by not-for-profit organizations or private sector;
benefiting tenants can be non-profit, self-employed or small enterprises in defined “creative sector”.
• Other Municipalities such Winnipeg, Toronto, Hamilton and others offer significant reductions in taxes and
fees for defined types and locations of development through tax increment financing-type tools. Property
tax increases accruing from new development including façade improvement work can be phased-in over
time.
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Reduced or Waived Fees
Municipalities can used reduced or waived fees to reduce start-up costs, development, and renovation costs
or to attract specific types of retail or commercial tenants. It is often used when there is a relatively weak
economy to stimulate investment that would not occur without it. It can be used in combination with other
programs such as with expedited permitted approvals.
From a retail recruitment perspective, programs that link reduced or waived fees with a select retail use (e.g.,
grocery store for a food desert) may be considered and defined in Community Improvement Plan.
An issue is that it may be seen as excessive interfering by the municipality and creating competition.
Examples:
• Programs such as (Imagination, Manufacturing, Innovation, and Technology) IMIT in Toronto waive
development charges for office and second/upper level retail.
• Hamilton rebates certain planning and building permit fees associated with development in a defined
commercial corridor.
Lease of Public Property or Partial Municipal Ownership in a Private Development
In order to increase the likelihood that a district revitalization will be successful, a municipality can join in the
development through a public private partnership or even become a lessee of the space to guarantee a
stable long-term tenant.
The issue may be that a substantial public benefit is expected and can be justified through this type of
investment. In addition, If underutilized and/or vacant public property exists in an area or there is some
economic benefit that can be derived to the local neighbourhood.
Example:
• Downtown Dundas and Downtown Grimsby have consolidated parking areas that the municipality leases
from the private property owners to create larger parking lots that all the public can use. The large parking
lots are a public benefit to retailers and businesses on the main street. All businesses benefit from the parking
lots.
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Catalyst Project Grants and Loans
In certain situations, a special catalyst grant/loan program can be developed that are expected to have
significant economic impact or help an important business class such as local independent businesses. These
can be used for developments or tenants that are expected to attract additional commercial activity. For
example, economic impact studies have illustrated that retail sales at independent businesses have a greater
direct/indirect economic impact than sales at chain retailers.
Examples:
• Baltimore Revolving Loan Fund
• Administered through the Baltimore Development Corporation.
• Assist those businesses with short term gap financing (until the business can secure stable financing) at
below interest rates for independent businesses located on main streets.
• Western New York offered three types of loan and grant programs
• Building for Business – businesses applied to take courses related to their business such as marketing,
human resources, etc. and while doing so they are required to put money into a secured account for a
set period of time (every month for 24 months or every 6 months for 24 months). This type of forced
savings accrues and then is matched by the State upon course completion. If a business can save
$25,000 over the 24 month period the State will also contribute $25,000 for a total of $50,000 that can be
used to start up the business. However, the business cannot withdraw the money or if they do, there is no
matching grant.
• Micro-Loan – up to $20,000 provided; could be used for a variety of purposes; State was flexible about
what they would consider as collateral for loan; businesses had to have a good track record.
• Gap-Financing - $50,000 to $100,000 loans.
Community Sourced Capital, Seattle
• Independent retailers can pool resources to achieve a higher credit rating to provide a guarantor to the
landlord.
• Recent innovations such as crowdfunding are making these innovative ventures increasingly feasible.
• Community Sourced Capital is a crowdfunding program that supports businesses that the members want
to help – investors offer capital to entrepreneurs setting up their businesses in their own neighbourhoods.
As an addition, a municipality could match crowdfunds up to a maximum.
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Other Loans and Grants (Often in Coordination with Façade Improvement Programs)
The following extensions of the façade improvement program (e.g., extension of types of uses beyond front
and rear exterior building work). Loans and grants can also be used for leasehold improvements or other
exterior improvements such as:
• Professional services such as engineering drawings for templates, legal services;
• AODA compliance;
• Interior retrofits for exhaust, venting, etc.;
• Parking lot upgrades;
• Safety, outside lighting.
In addition, some government programs are often aimed at staffing.
• Staffing programs – youth, hard to employ, John Howard Society, CAMH – out of this world cafe, Klink
Café, etc. or some staffing requirements could be part of other grants such as IMIT in Toronto or Section
37 and affordable housing requirements (x% of businesses should employ local residents in order to
receive incentives).
Example: Hamilton and Edmonton
• Hamilton’s Office Tenancy Assistance program provides interest-free loans to tenants or property owners for
leasehold improvements required by office tenants. 90% of the cost is eligible up to a maximum of $25 per
square foot (smaller amounts for shorter leases) and $450,000 per property.
• Hamilton’s Commercial Property Improvement Grants cover the cost of some interior renovations including
barrier-free washrooms and kitchen exhausts as well as façade improvements. Property owners and the
tenants they authorize can participate.
• Hamilton’s Multi-residential Property Investment Program provides loans for the conversion of space to
residential units or construction of new multi-residential units in designated commercial areas. Up to 25% of
the construction costs to a maximum of $4 million is eligible.
• Edmonton offer grants to both owners and tenants for a wider range of purposes other than traditional
façade improvements. These include interior building improvement grants of up to 50% the cost up to
$20,000 for units that have been vacant for 6 months or more
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Land Acquisition and Preparation
Under these programs, the municipality acquires or buys land and prepares it for redevelopment. Of this can
include brown field remediation or other similar investment to make the land ready for regular investment.
Other uses can be land assembly for transit oriented developments. Other land assembly examples exist that
are related to community development corporations on projects that are for a greater benefit (Note, these
can include expropriation).
Public Utility Rate Break
In weak markets, public utility rate breaks can be used to encourage business development and investment.
They are usually associated with businesses that consume relatively high amounts of public goods such as
energy or water. They are not common in Ontario.
Tax Increment Financing – see other cross references to this tool
As discussed previously under tax abatement, tax increment financing can be used where the aim is for
substantial new development, particularly in areas with limited investment appeal. It can be used for a
revitalization project that requires critical up-front financing of infrastructure, transit, land and/or affordable
housing components.
District Branding, Marketing, Recruitment Marketing
In retail commercial districts that have the potential for growth, but that lack a clear profile, programs that offer
assistance on branding, marketing, or recruitment marketing can be beneficial.
In weak markets, branding can be a low-cost way to enhance the appeal of a district’s assets.
Investment in marketing can be used to increase the likelihood of return on capital investment in districts that
have had experienced significant public investment in infrastructure and/or amenities. This can include a public
launch party to celebrate and cut a ribbon, to remind people that the new infrastructure is complete, etc.
Money and resources can be earmarked for retail recruitment and specifically recruitment of unique, one- of-
a-kind retailers. Programs can include retail open houses, recruitment brochures, creating retail
videos/testimonials, and/or paying for travel to meet unique retailers can be beneficial.
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An issue with marketing programs it that there is no guarantee that a retailer who is courted by the Town will
actually locate in the retail district that they want. The retailer may locate in a nearby mall. In addition, care
must be taken to ensure that the public sector is not interfering with private sector brokers or duplicating
services. In Hamilton, BIAs cannot spend the money that they receive from the City grants programs on salaries
or professional services but can spend it on creating recruitment videos, marketing signage, etc.
Example: CIP used to create recruitment marketing
• In the past, Kingston used CIP to develop a retail recruitment program to secure retailers such as The Gap in
Downtown. The municipality wanted to ensure the CIP included provisions for the costs associated with
recruitment, paying brokers fees, and other fees associated with creating customized materials for these
anchor type tenants.
Example: Municipal Grants to BIAs and main streets
• Through the City of Austin’s Austin Independent Business Alliance, there are eight identified districts that
receive additional funding and support for marketing and retention of independent businesses.
• It should be noted that in 2012 the Small Business Development Program in Austin pulled funding over
disagreements with privacy issues but the program still exists
• The City of Hamilton offers similar funding for its 13 BIAs. There are three programs including shared parking
revenue, City grants, and Christmas grants.
Public Realm Improvement (or municipal property improvement)
Often the municipality and private owners will share streetscape and physical improvement costs. Some BIAs
have developed their own projects such as parking lots or other public benefit projects such as park and
waterfront upgrades that retailers would benefit from in terms of attracting visitors to the area.
Example: Downtown Georgetown and Toronto
• Downtown Georgetown BIA has bought and manages several municipal parking lots in coordination with
the municipality.
• City of Toronto cost-shares capital cost of streetscape improvements in BIAs; BIAs pay for ongoing operating
costs.
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Business Incubator
Business incubators are used by public sector bodies to encourage local entrepreneurship and local retail
development. The types of partnerships available include a broad range of organizations such as public,
private sectors as well as others such as non-profits, think tanks, academic institutions, faith based organizations,
etc.
A main goal of incubators is not just to see them gain a foothold in their business skills and create innovative
ideas but also to foster and enhance local skills (human capital) for local economic growth.
Issues can be numerous including:
• A lot of up-front time, investment, and resources may not produce significant results.
• New business ventures have a high failure rate.
• Who administers the program is a concern due to potential conflicts of interest. BIAs administering some of
these programs may be viewed as a conflict of interest. Similarly municipalities undertaking these programs
may be seen as unfair competition. In these instances, setting up firewalls or have an arm’s length
organization such as the London Covent Garden non-profit governance model helps alleviate those issues.
Example: Tecumseth, Centre for Social Innovation, Danforth Pop Up, Durham N.C.
• Town of Tecumseth developed a program to offer free rent or very low rent for select innovative
entrepreneurs. Vacant retail space was turned over to the non-profit agency. They fitted the building and
provided signage for the new retailer. Property taxes were paid by the landlord.
• Similar programs are run by other organizations including Centre for Social Innovation, ArtScape, and the
Danforth Pop up.
• Start Up Stampede, Durham N.C. provides space for entrepreneurs to develop business plans, receive
technical advice, network, rent free office space, meeting rooms, and free Wi-Fi.
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Other examples:
Innovation Labs
• Chicago: $20 million loan fund for City to develop improved services. The programs must pay for themselves,
increase services, and not rely on increased hiring.
• E.g., employee found a way to curb illegal cigarette sales. This resulted in an increase in sales for retailers and
thus revenue gain for the City.
Immigrant Export Initiative
• LA and Chicago encourage immigrants to use their homeland ties to develop businesses (including retail).
Westfield Bespoke, SF
• Innovative lab for entrepreneurs to meet, work, and develop their retail concepts. There is a test pop-up store
located in the mall.
Ontario Municipalities
• Municipality negotiates retail space for innovative, independent, or creative groups as part of Section 37 or
in exchange for a grant (e.g. Tax Increment Financing).
Expedited Permitting
Programs such as expedited permitting are suited for retailers and projects in strong markets, where space is at
a premium and delays in movement and renovations can be costly.
Examples have had difficulty sustaining themselves as each application tends to be unique and they have
become more complicated in recent years.
However, it has been noted that retailer applications that have been reviewed by “well-known” engineers
often more faster through an application than others and any assistance that can be offered to entrepreneurs
to access professionals (including grants) would be of value.
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Business Revitalization Zones (BIAs, Enterprise Zones, Opportunity Zones) for Specific Recruitment and Use
Clauses
These overlay type districts can be used in areas where some of the following conditions occur:
• There is critical mass in the number of local businesses, but the area lacks a clear profile or image.
• There is the potential for growth as an under-served market, but the area needs public investment and
upgrades. This could include safety initiatives.
• There are multiple private sectors that are present but who would benefit from a coordinated approach to
local business advocacy, recruitment, and/or area improvements.
Example: Recruitment Programs in North America BIAs
• Business Improvement Area have hired a retail recruitment specialist in order to be more pro-active in retail
recruitment. This can include:
• Hiring a staff person to recruit (e.g., Downtown Austin BID).
• Contracting with a broker to recruit (e.g., Downtown London BIA has done this in the past).
• Developing leasing materials for recruitment liaison (e.g., Downtown Yonge BIA, Bronte Village BIA).
• An issue related to BIA and recruitment programs is that the BIA does not want to take commissions away
from retail brokers. BIAs have to be seen as liaison services and not deal-makers. For BIAs to become
involved in recruitment can be a very frustrating as recruitment includes a lot of rejection.
Example: Zoning Restrictions on Retail Uses
• The City of Markham placed regulations restricting professional services and commercial banks from
locating in Unionville. In addition, there was a limit on the number food services/ restaurants to 50%.
• For struggling retail main streets with low to moderate retail rents, professional services compete for space
with retailers. Restricting these services may seem necessary to preserve the retail nature of the retail strip.
Example: Recruitment Restrictions of banks and some services
• In New York City, banks and travel agents are restricted to less than 15% of linear street front on or within 50 ft.
of Fifth Ave. and less than 10% of the total lot area of any zoning lot within 50 ft of Fifth Ave.
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Example: Concentration By-laws
• Other municipalities place restrictions on the location or concentration of certain businesses (e.g., consumer
loan companies, restaurants, bars, night clubs, adult entertainment, professional services, etc.). Amsterdam
restricts the number of cheese shops and cafes due to over-tourism. Usually the restrictions are in the public’s
best interest.
• An issue is that rather than overly trying to regulate where retail goes or to keep professional services off of
the main street, it may be better to increase sales opportunities and thereby increase rents. Higher rents will
dissuade some professional services from locating on a main street. Also, overly restrictive supply
management programs may artificially raise property values as some businesses can be sold with the
“business license” attached. It may also lead to increased vacancy due to lack of innovation or investors
wanting to stay away from excessive regulation.
Incentive Based Zoning and Density Bonus – Usually through Section 37
In Ontario, to take advantage of any incentive based zoning or density bonus, the occupier must be a non-
profit and the space used from small business (if private enterprises).
• It can be used in an economically strong retail market with the aim to reserve primary street frontage for an
independent or lower rent retailer. In places where there is high demand for retail these programs can be
used to control the type of retail at the base of the building (e.g., cultural retail, performing arts venues,
public market, sporting facility, museum) in redevelopment areas where developers may prefer large
building footprints that are better suited to chains.
An issue is that It is important to note that In Ontario, planning controls can define a use but not an operator.
However, unit sizes and frontages can be specified. Problem = zoning is hard to change and therefore
inflexible when situation changes
A secondary Issue occurs whereby the Town is creating unfair competition (similar argument applies for
municipally owned farmers and public markets).
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Example: civic centre, libraries with retail attached, hospitals with retail attached
• For town owned properties or developments, rent breaks may be allocated at less than a normal return on
investment (but again this runs against issues with bonusing).
• Often used if there is a demonstrated public or social “good” that derives from the project such as a public
market.
Example: Downtown First
• Other areas restrict retailers or select retailers with a licensing system.
• Food services including bars are often regulated in this manner in other places.
• Downtown First –Downtown Parry Sound
• Banks, restaurants serving alcohol, and liquor stores must consider locations in Downtown first.
• Developers and retailers are often able to show that their specific store will not fit into Downtown and are
able to locate outside regardless of the rules.
• Town Centre First - UK
• Town Centre First policy. Certain retailers must consider the Town Centre first in their location planning.
Applications for non Town Centre locations must provide rationale for not locating there (e.g.,
inadequate land). This may vary depending on the type of retailer considered for the development.
Lincoln Nebraska
• City had a requirement that any cinema had to consider Downtown first.
• These regulations relate to prioritization of Downtowns and apply where the struggling main street is
competing directly with power centres and malls. The regulations are designed to ensure these uses come
to the Downtown first with the hope that they will act as anchor uses and will provide additional sales to
other nearby businesses.
Technical Assistance
Technical assistance is used in weak markets to support the private sector in investment and upgrades. It is a
way to assist small businesses and other developers with upgrades and neighbourhood revitalization. More
specifically it can be used as a tool to help navigate complex development or renovation processes – store
opening (e.g., access to professionals for legal advice, financial advice, governance, engineering advice,
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marketing advice, etc.). Other examples are Store Doctor programs that can include advice on business
financing, merchandising, marketing, staffing, market research study, etc.
Example:
• Toronto Enterprise now offers an Accellerator Program through the Retail Council of Canada. Participants
take the six courses and at the end they are eligible for $5000 grant money. Other businesses can opt to
take courses a la carte but are required to pay a minimal fee to attend.
Pop Up Stores in Empty Retail Space
Pop up programs can be used in a weak market as a low cost, low risk way to contribute to a streets vibrancy.
It can be used to help showcase a district that currently has limited appeal for investors and established
retailers.
These programs can help to foster local business and encourage entrepreneurship.
Example:
• Municipalities have found ways to expedite and waive some fees or lower some of the fees associated with
starting up a pop up (in particular a food service outlet).
Parking Incentives
Parking incentives can be used in weak markets (reduced parking minimums), to reduce upfront costs of new
construction, expansion and renovation for developers and retailers. In addition, waiving fees and lowering
standards can work to encourage developers to put more retail or specific retail in a development than they
normally would.
Alternatively, they can be used In strong markets (parking maximums) to increase the potential to maintain and
promote human-scale development and mobility.
An issues it that no two districts are similar. These programs work better for a specific retailer recruitment
initiative such as the Town wanting a cinema or supermarket in a specific location as a catalyst project.
14
Example:
• Yonge/Dundas Development, Toronto - Parking requirements were lowered for certain retail uses for the
redevelopment of the area such as the cinema (City built parking garage).
Pedestrian and Bicycle Investment
Municipalities, apart from serving cyclists safety and ease of movement issues, can invest in pedestrian and
bicycle infrastructure to encourage the growth of entertainment and culture districts, which have been shown
to enjoy significant benefit from visitors arriving on foot or by bicycle.
In addition they can be used t increase visitors arriving on foot or by bike especially local neighbourhoods
shopping for local goods and services. Research has shown that residents that walk and cycle have been
found to spend more per month and more among local businesses.
In terms of road networks, pedestrian and bicycle investment In districts where space is at a premium can be a
worthwhile investment if the space is used more efficiently than just for car parking.
Cooperative Retail Management
As an example, the landlords on Rue Petit Champlain in Quebec City have formed a cooperative to handle all
retail leasing and management. The management team determines the best retail leasing plan and recruits
the retailers best suited to the plan. There is a profit sharing program rather than each landlord getting their
prescribed rent.
Opportunities for it to be used elsewhere include for tourist areas similar to the area of Quebec City or Distillery
District that want to create a distinct look and feel.
An Issue is that an areas can become too “themed” and less authentic.
Small Scale Retail Awards – Montreal Commerce Design
Places offer awards program that allows local residents to vote for their favourite designed stores or other
category. This program can generate positive public relations for the listed stores and increased sales. It
rewards innovation for local retail and keeps businesses competitive with one another.
15
Recruitment Voting
Developers are turning to voting programs to allow local residents a say in the retailers or types of retailers they
want to see in their neighbourhoods – e.g., Hoodstarter or Potloc. It is a way to use technology for public
consultation.
An issue is that It may be difficult to recruit the desired retailers or the retailers do not fit into the type or scale of
the development.
BIA Paying Rent for Selected Businesses
For catalyst type businesses wanted in an area, the BIA has offered to pay a portion of their rent to entice them
to locate there.
Example: Downtown Windsor BIA
• Downtown Windsor BIA had offered financial rent incentives for a select group of retailers (retail
merchandise, food and beverage, cinema, gym but not food services) to locate in the Downtown in
previously vacant units. The incentive includes 50% of monthly rent for one year, max $625/month paid by
the BIA.
• Malls employ this strategy for “anchor-type” tenants.
• Some retail developers and managers will offer very low rent to help secure what they consider to be an
anchor tenant. In the past this included department stores and cinemas. Today it may be a small retailer
such as Lululemon or Apple.
• May be considered for areas that have high vacancy.
• Retailer may take the one year subsidy and the next year close or move to another area.
• This is a very risky investment.
• Potential for conflicts of interest.
Combination of Voting and Paying Rent
There are examples of municipalities employing residents in a voting program whereby the winner gets free rent
for a space for a set period (e.g., one year).
16
1.4 Conclusions
In considering additional financial incentives, it is suggested that the Town of Tillsonburg:
• Build on the successes of its current programs,
• Target investments that are aligned both with the Town’s priorities and marketplace realities.
• Address barriers to investment that are preventing the desired outcomes from being achieved.
Vision for the Central Area
The Tillsonburg Community Improvement Plan includes the following vision statement for the Central Area:
“The Town aims to maintain and promote the downtown as the hub or heartbeat of the town, rich in
commercial diversity and amenities which bolster its role as the focal point of the community.
In the future, the Central Area will remain as the most functionally diverse area of the Town and will serve
as the primary business, cultural and administrative centre. The commercial core of the Central Area will
remain a viable regional retail shopping district capable of meeting the day to day and specialty needs
of residents of the Town as well as serving the southern part of Oxford County and portions of Elgin and
Norfolk Counties. At the same time the Central Area will increasingly serve as a people place and will
have increased day and night activity through the introduction of residential development within and
near the Central Area and through better integration of the Central Area with the wider community”.
17
Diagnostics
The Retail Gap Analysis undertaken by 360 Collective in December 2018 suggested that the downtown is
achieving this vision to a large extent. It has a good pedestrian flow throughout the downtown and a very low
ground floor vacancy rate of about 2.5%. It has a good infrastructure of heritage buildings that have lots of
character and a wide street with parking.
Key Weaknesses in Business Mix:
1. A high proportion of ground floor space is occupied by office-type uses. Offices play an important role in
the downtown and their employees and clients contribute to the daytime weekday market for retailers,
services and restaurants. However, they do little to animate the street. It would be preferable if more
office uses occupied upper floors on Broadway and/or space on adjacent side streets.
2. A shortage of places where people can gather and socialize while shopping or in the evening. A stronger
mix of food services would enhance the downtown – especially more places for casual dining and
snacks. Opportunities to increase outdoor socialization space also would enhance the downtown
experience.
3. Retail uses are not strongly clustered within the downtown. Reducing the amount of ground floor space
occupied by offices probably would enable stronger retail clusters to evolve.
18
Suggested Strategy
1. Consider the potential to intensify uses on upper floors and side streets. These would be good locations for
offices and community services as well as apartments. How is the space currently used? If there is
significant vacancy or storage use, what are the impediments to converting the space? Are property
owners currently receiving a vacancy rebate?
2. If there is potential for intensification, consider a “carrot and stick” approach. Offer grants and/or loans to
assist with the capital cost of converting vacant floor space to office or residential uses. Cancel the
vacancy rebate program.
3. Include a consideration of financial feasibility in developing program and incentives – i.e. what would rent
for 2nd floor space have to be to generate an adequate financial return and how does that compare with
ground floor rental levels? Offices would expect to pay significantly lower rents for upper floor or side street
space – what incentives are needed to achieve that target.
4. Canvas current ground floor office tenants to gauge their willingness and interest in relocating to upper
floors or side streets. What are the impediments?
5. If necessary to motivate existing offices to relocate to upper floors or to encourage property owners to
market vacant space to retail and food service tenants, consider amending the zoning by-law on a few
core blocks of Broadway to prohibit ground floor office uses (or maximum percentage linear feet per block).
It is recommended that this tool be used very cautiously so that office uses do not relocate out of the
downtown. If it is decided to do this, consider using a concentration approach (e.g. new office uses can
locate at grade only if the proportion of frontage within 400 metres is less that a certain determined
percentage - this requires more enforcement). Consider the needs of existing offices (e.g. could be
grandfathered, but this will slow rate of conversion. Could provide “relocation grants” or subsidize the cost of
leasehold improvements in new upper floor or side street space.)
6. Consider offering grants or loans for leasehold improvements for retail and food service tenants – e.g. some
programs cover the cost of kitchen exhausts for restaurants and cafes.
19
7. Support property owners in targeting retail and food service tenants when they have ground floor
vacancies. Tailor approach to suit context.
• For example, a local entrepreneurship development program could be supported by enlisting property
owner partners willing to allow their space to support “Pop-Up” kiosks and/or “win the space” contests –
noting that these programs require considerable resources to coordinate. They have been used most
effectively in commercial districts with high vacancy rates (i.e. 15+%).
• A more traditional business recruitment approach might be more suited to Tillsonburg’s context. Develop
targeted “market opportunity” profiles within which where property owners can insert vacant space
information. Target new entrepreneurs and independent businesses in other towns (to open additional
locations) as well as chains.
Page 1 of 2
Subject: Physician Recruitment & Retention Committee Update
Author: Laura Pickersgill, Legislative Services Coordinator
Meeting Date: Tuesday, February 11, 2020
BACKGROUND
The Physician Recruitment and Retention Committee recently met on February 4, 2020.
Prior to that meeting, the Committee met on May 21, 2019.
In the summer of 2018, the Hospitalist Program went live at TDMH. Hospitalists
typically practice in the hospital setting, looking after complex patients who require
general medical care. At that time, 4 Hospitalists had been recruited. They work on a
rotating basis and cover in-patients only.
In the fall of 2018, an adjusted incentive model was approved by the Committee with the
intent of recruiting more family physicians, internal medicine physicians and specialists
to Town. As a result of local physicians retiring, this amended incentive model was
designed to help replace those physicians quicker.
In November 2018, two Internal Medicine Physicians were recruited to Town, Dr. Naser
and Dr. Hayat. The Town supported 50% of these recruitment costs. They were each
given an incentive based on a five-year return of service to the hospital and community.
Unfortunately, Dr. Naser has since resigned his position from TDMH due to family
reasons. He will be required to return the incentive as he did not complete the minimum
five years of service under the agreement. Dr. Yao, Internal Medicine, began working
with TDMH as of January 1, 2020. Dr. Haj-Bakri, Family Medicine, was recruited in the
fall of 2018 and started working at Tillsonburg Medical Centre and in the TDMH
Emergency Department.
Dr. Adam Fehr is expected to begin surgical services on July 1, 2020 as a surgeon at
TDMH. This will help bridge the gap of the anticipated retirement of surgeon Dr.
Colaco. The plan for TDMH is to have a full-time, on call surgical program in the near
future.
More recently, a progress report has been submitted to the Ministry of Health which
demonstrates Oxford and Area Ontario Health Team’s readiness to move to the full
application stage in March 2020. The submission includes a plan for supporting mental
Page 2 of 2
health and addictions treatment. Ontario Health Teams are being introduced to provide
a new way of organizing and delivering care that is more connected to patients in their
communities. Under Ontario Health Teams, health care providers work as one
coordinated team- no matter where they provide care.
Additionally, direction was provided to have a feature story placed in the Discover
Tillsonburg publication regarding the Physician Recruitment Program. Dr. Brian Evans
will be providing plastic surgery in Tillsonburg one day a week.
C ross P rope rty Thumbnail
129 - 133 BROADWAY STREET, Tillsonburg, ON N4G 3P7
MLS®#:239351
Price:$989,000.00
DOM:27 Status:Active
Sqft Total:4,550
Year Built:1880 List Date:10-Jan-2020
Lot Size: Under .5 Acre
Lot Front:40 Acres:0.14
Recreational:Waterfront:No No
Building Type:Mixed
Subdistrict:SW
Access: Paved Ro ad
High quality mixed use Investment/Owner user pro perty. Excellent
commercial core location. Extensively reno vated in 1993 (bo th interior
(apartments) and exterior). New ro of 2013, new heat exchanger in 133
Broadway in 2018. Retail units have large entry display windo w areas plus
rear entry access at alley. Large municipal parking lots at rear, street angle
parking at fro nt. Seco nd flo or features 129 Broadway: spacious 1 one
bedroo m open concept (LR,DR and kitchen area with hardwoo d floo ring
and gas fireplace; 133 Bro adway: 1 two bedroo m apartment, open concept
with gas fireplace. Both apartments have front and rear access plus
covered patio s at rear. Both units have appliances and ALL units are
individually metered. #129 retail unit has front stairway to finished lo wer
level area-800 sq.ft. All measurements and taxes are approximate.
"Inco me/Expense are estimates o nly."
ROYAL LEPAGE R.E.WOOD REALTY, BROKERAGE
RICHARD WOOD, Broker (519) 550-2732
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
109 7TH CONCESSION ROAD, Clear Creek, ON N0E 1C0
MLS®#:222072
Price:$599,000.00
DOM:143 Status:Active
Sqft Total:5,100
Year Built:List Date:16-Sep-2019
Lot Size: 0.5-0.99 Acres
Lot Front:0 Acres:0.90
Recreational:Waterfront:No No
Building Type:Industrial
Subdistrict:SW
One-storey standalone 5,100 sf building. Constructed using steel framing.
No columns, includes an o verhead crane with a large 12' x 15' drive in
door and floor drains.
AVISON YOUNG COMMERCIAL REAL ESTATE (SOUTHWESTERN ONTARIO)
CHARLIE GOBERT, Sales Representative (226) 366-9090
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
10 BROCK STREET E, Tillsonburg, ON N4G 1Z 5
MLS®#:231328
Price:$485,000.00
DOM:94 Status:Active
Sqft Total:0
Year Built:List Date:04-Nov-2019
Lot Size: Under .5 Acre
Lot Front:67 Acres:
Recreational:Waterfront:No No
Building Type:Business
Subdistrict:SE
Access: Municipal road, Paved Road
Owner Retiring! This is yo ur chance to purchase a thriving restaurant
business in downtown Tillsonburg. This family owned and o perated
business opened its doors in 1985. All restaurant equipment is included in
the sale price. Dishwasher and water so ftener are rentals. Financials
available with signed no n disclosure. No showings during business ho urs.
MORGAN REALTY INC. BROKERAGE
BARBARA MORGAN, Broker of Record (519) 688-8131
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
39 OXFORD STREET, Tillsonburg, ON N4G2G2
MLS®#:242218
Price:$469,900.00
DOM:8 Status:Active
Sqft Total:0
Year Built:List Date:29-Jan-2020
Lot Size: Under .5 Acre
Lot Front:101 Acres:
Recreational:Waterfront:No No
Building Type:Business
Subdistrict:SW
Access: Municipal road
Fantastic locatio n for your business interests. List of potential uses and
chattels available. Building and business may be purchased thro ugh a
share purchase agreement. Business name is not included. All offers must
be conditional for 7 business days upon Seller's lawyer appro val.
J. E. NEWTON REALTY LTD, BROKERAGE
KEN WILLIAMS, Sales Representative (519) 688-7598
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
90 DENRICH AVENU E, Tillsonburg, ON N4G 4X7
MLS®#:232690
Price:$169,900.00
DOM:85 Status:Active
Sqft Total:0
Year Built:List Date:13-Nov-2019
Lot Size: No t Applicable
Lot Front:0 Acres:
Recreational:Waterfront:No No
Building Type:Business
Subdistrict:SW
Growing profitable business o pportunity. Operating lo cally since 2002.
Current o wner has gro wn into a lucrative business with a top-no tch
reputation for over 10 years. Largely referral and repeat business. The
groundwo rk has been set to start earning income immediately with
mo nths o f wo rk already bo oked in advance. Owner has everything you
need from custo mer contracts & materials, employee co ntracts & co ntacts,
web presence and on go ing advertising venues. Assets included in price
(trucks, trailers, moving equipment). Income and expense repo rts available
for qualified buyers.
RE/MAX TRI-COUNTY REALTY INC. BROKERAGE
BRYAN WILTSHIRE, Broker (519) 318-0736
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
152 TILLSON AVENUE, Tillsonburg, ON N4G3A8
MLS®#:221023
Price:$79,900.00
DOM:149 Status:Active
Sqft Total:0
Year Built:List Date:10-Sep-2019
Lot Size: Under .5 Acre
Lot Front:60 Acres:
Recreational:No Waterfront:No No
Building Type:Business
Subdistrict:NE
Want to be your own boss and the owner of a long-standing Tillso nburg
business for o ver 30 years. This business is a two headed beast that
provides income o n a near exclusive level of Tillsonburg area scoo ters and
E-bikes with rental possibility. Also , enjo y a heavy service and auto
detailing co mponent with many long-standing regular and repeat clients.
This job can be managed by one person but currently o perates with the
help of some casual part-time labour. Price includes many chattels
including $20,000 floating scoo ter and E-bike retail invento ry as well as
$8,000 in trade fixtures and equipment related to the wash and detail
business. Financial details can be provided with further interest and
inquiry. Owner willing to stay on for a period of time to help with
transitio n. Call Today
CENTURY 21 HERITAGE HOUSE LTD, BROKERAGE
LANCE MACKENZIE, Sales Representative (226) 378-0345
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
85 BROADWAY STREET, Tillsonburg, ON N4G 3P5
MLS®#:243295
Price:$59,900.00
DOM:1 Status:Active
Sqft Total:0
Year Built:List Date:05-Feb-2020
Lot Size: Not Applicable
Lot Front:0 Acres:
Recreational:No Waterfront:No No
Building Type:Retail
Subdistrict:SW
ESTABLISHED BUSINESS OPPORTUNITY! Premium, high-visibility locatio n
in the heart o f downto wn Tillso nburg. Located in fully restored, turn of
the century building with soaring ceilings and exposed brick. Nestled
among stylish boutiques and restaurants. Fun, diversified turn-key
o peration has no competitors in the region. Key pro duct lines include
Canada Billiards and Winmau. Exceptional gro wth potential to expand.
Ideal for the motivated entrepreneur who is young at heart. Owners are
retiring from lo ng-term 20 + year family-run business with exemplary
reputation within the region. They will assist you in the transitio n and
possible financing to the right buyer!
RE/MAX TWIN CITY REALTY INC., BROKERAGE
DAVID SCHOOLEY, . 519-577-1212
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03:21:23 PM
101 BIDWELL STREET, Tillso nburg, ON N4G 3V1
MLS®#:182902
Price:$3,000.00
DOM:322 Status:Active
Sqft Total:3,760
Year Built:List Date:21-Mar-2019
Lot Size: 0.5-0.99 Acres
Lot Front:67 Acres:
Recreational:No Waterfront:No No
Building Type:Mixed
Subdistrict:NW
+- 3750 sq feet o f space available. In addition to all EC zoning possible
uses include Restaurant, Brewery, Assembly hall and many mo re. Excellent
lo catio n downto wn Tillso nburg with ample amounts o f on site parking and
public parking across the ro ad. Options for outdoor patio and exterior
facade changes are available. Use of this space includes a elevator and
barrier free access if needed.
CENTURY 21 HERITAGE HOUSE LTD, BROKERAGE
DAVID GILVESY, Sales Representative (519) 688-7273
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03:21:23 PM
55 BROCK STREET E, Tillsonburg, ON N4G 1Z 7
MLS®#:170012
Price:$2,500.00
DOM:387 Status:Active
Sqft Total:3,800
Year Built:List Date:15-Jan-2019
Lot Size: Under .5 Acre
Lot Front:70 Acres:
Recreational:Waterfront:No No
Building Type:Office(s)
Subdistrict:SE
Access: Paved Ro ad, Year Round
Prime Co mmercial Space in Tillsonburg, just under 4000 sq ft across fro m
the post o ffice. Main floor and lower level, Professio nal space all recently
updated, new windows and insulation. Several offices, Lunch roo m, Board
ro om, open training area, 3 washroo ms, front and rear entry. Near to all
amenities downto wn. Lots o f parking available. Convenient location for
your office or business. Monthly Price $2,500. plus triple net. Available
immediately.
ROYAL LEPAGE R.E.WOOD REALTY, BROKERAGE
ROB KOPPERT, Broker of Reco rd (519) 532-4355
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
142 BROADWAY STREET, Tillsonburg, ON N4G3P8
MLS®#:234933
Price:$2,225.00
DOM:73 Status:Active
Sqft Total:2,150
Year Built:List Date:25-No v-2019
Lot Size: Not Applicable
Lot Front:43 Acres:
Recreational:Waterfront:No No
Building Type:Retail
Subdistrict:SE
Excellent opportunity to move into a high traffic, high visibility freshly
renovated downto wn locatio n!
ROYAL LEPAGE R.E.WOOD REALTY, BROKERAGE
DANE WILLSON, Bro ker (519) 777-2738
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
146 TILLSON AVENUE #1, Tillsonburg, ON N4G 3A5
MLS®#:238179
Price:$1,833.33
DOM:49 Status:Active
Sqft Total:2,000
Year Built:List Date:19-Dec-2019
Lot Size: Under .5 Acre
Lot Front:231 Acres:
Recreational:No Waterfront:No No
Building Type:Business
Subdistrict:NE
Access: Municipal road
Retail or Office space with high traffic area. Very visible. Great for small
business or professional office. Parking is available. Square Foo tage is
approximate. Note: Rent in $1,833.33 NNN
T.L. WILLAERT REALTY LTD. BROKERAGE
TERRY WILLAERT, Bro ker o f Record (519) 688-7169
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
69 BROADWAY STREET, Tillsonburg, ON N4G3P4
MLS®#:241780
Price:$1,500.00
DOM:10 Status:Active
Sqft Total:1,100
Year Built:1950 List Date:27-Jan-2020
Lot Size: Under .5 Acre
Lot Front:20 Acres:
Recreational:No Waterfront:No No
Building Type:Retail
Subdistrict:SW
Access: Municipal road, Paved Ro ad, Year Round
Plenty of space and great blank canvas o pportunity to be downtown at
highly visible lo catio n. Central commercial zo ning allo ws for many
potential uses. Gross/All inclusive lease and term are entirely flexible and
ideal for any startup. Ideal office, retail, shop, etc. Call today fo r your
private showing.
CENTURY 21 HERITAGE HOUSE LTD, BROKERAGE
LANCE MACKENZIE, Sales Representative (226) 378-0345
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
72 VIENNA ROAD #Unit A, Tillsonburg, ON N4G 3C8
MLS®#:239410
Price:$1,500.00
DOM:29 Status:Active
Sqft Total:2,775
Year Built:List Date:08-Jan-2020
Lot Size: Under .5 Acre
Lot Front:221 Acres:
Recreational:Waterfront:No No
Building Type:Retail
Subdistrict:SE
Great exposure alo ng Vienna Ro ad. Loo king for a place for your business?
Look no further.
T.L. WILLAERT REALTY LTD. BROKERAGE
TERRY WILLAERT, Bro ker o f Record (519) 688-7169
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
21 BROCK STREET #3, Tillso nburg, ON N4G 1Z4
MLS®#:225216
Price:$1,200.00
DOM:127 Status:Active
Sqft Total:1,100
Year Built:List Date:02-Oct-2019
Lot Size: U nder .5 Acre
Lot Front:0 Acres:
Recreational:Waterfront:No No
Building Type:Business, Office(s), Retail
Subdistrict:SW
Newly Renovated Downto wn Location! This 1100 sq ft unit is located at
the rear end of the building on the Lower Level, Ground Level Access.
Included with rent is Onsite Parking, 1 U niversal Bath, Heat & Hydro.
Flexible possession date. Surrounded in a high traffic area, this busy retail
sectio n includes o ther established lo cal business as Oldridge Heating &
Cooling, Calm the So ul Yoga & Wellness Studio, Bosto n Pizza, Corey's
Restaurant and more!! All measurements and realty taxes are appro ximate.
RE/MAX TRI-COUNTY REALTY INC. BROKERAGE
BRYAN WILTSHIRE, Broker (519) 318-0736
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
33 OXFORD STREET, Tillsonburg, ON N4G 2G2
MLS®#:226823
Price:$1,200.00
DOM:107 Status:Active
Sqft Total:1,000
Year Built:List Date:22-Oct-2019
Lot Size: Under .5 Acre
Lot Front:70 Acres:
Recreational:Waterfront:No No
Building Type:Business, Office(s), Retail
Subdistrict:SE
LOCATION! LOCATION! Here is your oppo rtunity to gain visibility for yo ur
business on one of the busiest tho roughfares in Tillsonburg and Oxford
County! this 1000 square foo t building has two large bays and an o ffice
ready fo r your creative personal touches. Landlords are mo re than willing
to work with you on develo ping this pro perty to suit yo ur needs
depending on lease terms! With nearly 70ft of frontage, this property also
boasts a large parking area that is ideal for customer parking o r
showcasing your wares to the tho usands o f cars shifting from Hwy 19 to
Hwy 3. Do n't let this oppo rtunity pass you by. Call Today
CENTURY 21 HERITAGE HOU SE LTD, BROKERAGE
LANCE MACKENZIE, Sales Representative (226) 378-0345
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
12 HARVEY STREET, Tillsonburg, ON N4G 3J6
MLS®#:222351
Price:$595.00
DOM:141 Status:Active
Sqft Total:1,139
Year Built:List Date:18-Sep-2019
Lot Size: Not Applicable
Lot Front:0 Acres:
Recreational:Waterfront:No No
Building Type:Mixed
Subdistrict:SE
PRIME DOWNTOWN LOCATION! This 1139 sq. ft. retail/office space is
conveniently located downto wn, clo se to all amenities with high traffic
count and great visibility. The zo ning is CC Commercial and suitable fo r
many uses including service, commercial pro fessional office, health care,
and therapy to name a few. This space is tastefully updated and has ample
street parking, has excellent signage opportunity on the east side of the
building and Pro perty Taxes included in price. Call no w for mo re details or
to view this go rgeous space!
CENTURY 21 HERITAGE HOUSE LTD, BROKERAGE
LAURA CURTIS, Sales Representative (519) 983-9300
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
239 BROADWAY STREET, Tillso nburg, ON N4G 3R2
MLS®#:200303
Price:$30.00
DOM:230 Status:Active
Sqft Total:6,955
Year Built:List Date:21-Jun-2019
Lot Size: Under .5 Acre
Lot Front:67 Acres:0.16
Recreational:Waterfront:No No
Building Type:Mixed
Subdistrict:SW
Access: Year Round
This build-to -suit oppo rtunity is located in a very high traffic area!
Situated o n the co rner of Bro adway St. and Bridge St. - have yo ur new and
improved location designed to suit your exacting wants and needs. Site is
surro unded by many national chains including, but not limited to: Metro,
Pita Pit, Canadian Tire, Medpoint Healthcare, Walmart, Kelsey's Restaurant,
LCBO. Site is zoned CC (Central Commercial) which provides for a number
o f retail and commercial allowances. The landlo rd is willing to build to a
maximum footprint of approx. 6955 sq. ft. o n the site. - all subject to
municipal conformity and town by-law allowances.
ROYAL LEPAGE R.E.WOOD REALTY, BROKERAGE
DAVID BENNETT, Broker (519) 550-6642
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
101 SPRUCE STREET, Tillsonburg, ON N4G 5C4
MLS®#:224826
Price:$4.95
DOM:127 Status:Active
Sqft Total:55,581
Year Built:List Date:02-Oct-2019
Lot Size: 3-9.99 Acres
Lot Front:372 Acres:
Recreational:Waterfront:No No
Building Type:Industrial
Subdistrict:SW
55,581 sq.ft. Industrial building available for lease o n 4.43 acres of land.
Withing approximately 20 minutes o f Highway 401. Fenced and gated yard
with security cameras. Building complete with outdoo r patio , two floo rs of
office space with private offices and boardroom.
CBRE LIMITED, BROKERAGE
PETER WHATMORE, Broker of Record (519) 673-6444
All da ta is sub je ct to E rro rs, O missio ns or Re v isio ns a nd is no t w a rra nte d. 02/06/2 020
03:21:23 PM
145 SIMCOE STREET, Tillsonburg, ON N4G 2J4
MLS®#:235081
Price:$10.00
DOM:69 Status:Co nditional
Sqft Total:1,800
Year Built:List Date:29-Nov-2019
Lot Size: Under .5 Acre
Lot Front:0 Acres:
Recreational:Waterfront:No No
Building Type:Office(s), Retail
Subdistrict:SE
Terrific lo catio n between Norfolk Mall and To wn Centre Mall. High traffic
Simcoe Street. Across the ro ad fro m Eichenberg Mo tors and vario us
eateries including McDonald's, KFC & Pizza Hut. Ceramic & laminate
floo ring, 2 bathro oms. Eco no mical space. Suitable for restaurant, retail or
o ffice. Tenant to carry own content & liability insurance. Signage to be
arranged. Rear storage roo m. All measurements are approximate.
RE/MAX TRI-COUNTY REALTY INC. BROKERAGE
BRYAN WILTSHIRE, Broker (519) 318-0736
All d a ta is subje ct to E rro rs, Omissio ns o r Re v isio ns a nd is no t w a rra nte d . 02/06 /20 20
03:21:23 PM
TILLSONBURG DISTRICT REAL ESTATE BOARD
YEAR TO DATE MONTHLY
2020 2019 % Difference 2020 2019 % Difference
$ value of Total Units Sold $20,215,750 $16,125,580 25.36%$20,215,750 $16,125,580 25.36%
$ value of Residential Units Sold $18,435,750 $13,816,080 33.44%$18,435,750 $13,816,080 33.44%
$ value of Other Units Sold $1,780,000 $2,309,500 $1,780,000 $2,309,500
Total # of Units Sold 52 43 20.93%52 43 20.93%
# of Residential Units Sold 46 37 24.32%46 37 24.32%
# of Other Units Sold 6 6 6 6
Total # of New Listings 84 83 1.20%85 83 2.41%
Total # of New Residential Listings 65 67 -2.99%66 67 -1.49%
Total # of Other New Listings 19 16 19 16
Total # Currently on Market See Monthly Numbers 195
# of Residential Currently on Market See Monthly Numbers 133
# of Other Listings Currently on Mkt See Monthly Numbers 62
Accum.Accum.Month Reporting Month Reporting
SALES BY CATEGORY 2020 TTL 2019 TTL 2020 2019 AVERAGE RESIDENTIAL SALE PRICE
$0 - $159,999 1 5 1 5
$160,000 - $179,999 1 0 1 0 2020 2019 % Difference
$180,000 - $199,999 2 0 2 0 MONTH $400,777 $373,408 7.33%
$200,000 - $499,999 38 30 38 30 YTD $400,777 $373,408 7.33%
$500,000 - $599,999 6 5 6 5
$600,000 - $799,999 4 2 4 2
Over - $800,000 0 1 0 1
but the accuracy and completeness of the information is not guaranteed. In providing this information, the Tillsonburg District Real Estate Board does not assume any responsibility or liability.
MLS® ACTIVITY FOR THE MONTH ENDING JANUARY, 2020
Bayham Munic, Norfolk County, Norwich Twp, South-West Oxford Twp, Tillsonburg
YTD Totals - New Listings are run monthly as a ytd total & may not match the month to month accumulative total due to deleted listing(s)
The information only represents MLS® listings sold and reported through the Ontario Collective®. The information has been drawn from sources deemed to be reliable,