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230814 Regular Council Agenda (2)The Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, August 14, 2023 5:30 PM Council Chambers 200 Broadway, 2nd Floor 1.Call to Order 2.Closed Session (5:30 p.m.) Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider the following: 2.4.1 HYD 23-02 Finance and Regulatory Affairs Manager Position 239 (2) (d) labour relations or employee negotiations. 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 HYD 23-02 Finance and Regulatory Affairs Manager Position 2.5 Closed Reports from Advisory Committees 2.6 Back to Open Session 3.Moment of Silence 4.Adoption of Agenda (6:00 p.m.) Moved By: ________________ Seconded By: ________________ THAT the Agenda as prepared for the Council meeting of August 14, 2023, be approved. 5. Disclosures of Pecuniary Interest and the General Nature Thereof 6.Adoption of Council Minutes of Previous Meeting Moved By: ________________ Seconded By: ________________ THAT the Council meeting minute dated July 17, 2023 be approved. 7.Presentations 7.1 2022 Financial Statements Presented by: Whitney Deane, CPA, CA of Millards Chartered Professional Accountants Moved By: ________________ Seconded By: ________________ A. THAT the presentation titled 2022 Financial Statements and 2022 Report to Council be received; and B. THAT Council approves the 2022 Financial Statements as presented. 7.2 David Simpson, Director of Public Works, Oxford County Re: Backflow Prevention Program Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from David Simpson, regarding Backflow Prevention Program, as information. 7.3 David Simpson, Director of Public Works, Oxford County Re: 2024 Water and Wastewater Master Plan Moved By: ________________ Seconded By: ________________ THAT Council receives the presentation from David Simpson, regarding the 2024 Water and Wastewater Master Plan, as information. 7.4 David Simpson, Director of Public Works, Oxford County Re: 2024 Transportation Master Plan Moved By: ________________ Page 2 of 936 Seconded By: ________________ THAT Council receives the presentation from David Simpson, regarding the 2024 Transportation Master Plan, as information. 8.Public Meetings Moved By: ________________ Seconded By: ________________ THAT Council move into the Committee of Adjustment to hear two applications for Minor Variance at -:-- p.m. 8.1 A03-23 Minor Variance - 22 Bidwell Street Moved By: ________________ Seconded By: ________________ That the Town of Tillsonburg Committee of Adjustment approve Application File A03- 23, submitted by Opulance Enterprise Limited Inc. for the lands described as PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Town of Tillsonburg, as it relates to: Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Front Yard: Minimum Depth, to decrease the minimum required front yard depth from 7.5 m (24.6 ft) to 5.1 m (16.7 ft); 1. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Exterior Side Yard: Minimum Width, to decrease the minimum required exterior side yard from 7.5 m (24.6 ft) to 4.1 m (13.5 ft); 2. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Rear Yard: Minimum Depth, to decrease the minimum required rear yard depth from 3.0 m (9.8 ft) to 0.92 m (3.0 ft); 3. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to increase the permitted projection of covered decks, patios, and porches/verandas from 1.5 m (4.92 ft) to 2.6 m (8.5 ft); 4. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for covered decks, patios, and porches/verandas from 3 m (9.8 ft) to 2.5 m (8.2 ft); 5. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for 6. Page 3 of 936 uncovered and unenclosed steps from 3 m (9.84 ft) to 1.65 m (5.41 ft); Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Lot Area: Minimum, to decrease the minimum required lot area from 90 m2 (968.8 ft2) per dwelling unit to 86.5 m2 (925.7 ft2); 7. Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Dwelling Unit Area: Minimum, to decrease the minimum dwelling unit area from 55 m2 (595 ft2) to 37.5 m2 (403.6 ft2); and 8. Section 13.2.2 – Restrictions on Ground Floor Residential Development, to permit residential use on the ground floor of a building located on the subject lands 9. to facilitate conversion of a single detached dwelling into a 6-unit apartment residence, subject to the following condition: 10. to facilitiate conversion of a single detached dwelling into a 6-unit apartment residence, subject to the following condition: 1. A Building Permit shall be issued within one year of the date of the Committee’s decision. As the proposed variances are: (i) deemed to be minor variances from the provisions of the Town of Tillsonburg Zoning BylawNo. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. 8.2 A04-23 Minor Variance - 35 King Street Moved By: ________________ Seconded By: ________________ That the Town of Tillsonburg Committee of Adjustment approve Application File A04- 23, submitted by Andrew Poleska for the lands described as as LT 1208 PL 500, 35 King Street, Town of Tillsonburg, as it relates to: 1. Relief from Section 5.1 – Accessory Uses, Buildings, Structures – Table 5.1.1.4 - Regulations for Accessory Buildings and Structures – Lot Coverage, maximum for all accessory buildings and structures, to increase the combined total maximum lot coverage from 50 m2 (538.2 ft2) to 63 m2 (678.1 ft2); and, 2. Relief from Section 5.1.1.4.1 i), to increase the maximum permitted height of Page 4 of 936 a detached private garage from 4.5 m (14.8 ft) to 5.9 m (19.4 ft), to facilitate conversion of a detached garage. Subject to the following condition: 1. A Building Permit shall be issued within one year of the date of the Committee’s decision. As the proposed variances are: (i) deemed to be minor variances from the provisions of the Town of Tillsonburg Zoning Bylaw No. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. Moved By: ________________ Seconded By: ________________ THAT Council move out of Committee of Adjustment and move back into regular Council session at _:__ p.m. 9.Planning Reports 9.1 CP 2023-256 Application for Zone Change - Supplemental Report ZN 7-23-03 Moved By: ________________ Seconded By: ________________ THAT the Council of the Town of Tillsonburg approves the zone change application and parking plan submitted by Tim Ford, whereby the lands described as LT 616 PL 500; PT LT 615 PL 500 AS IN 229659, Town of Tillsonburg, known municipally as 332 Broadway, are to be rezoned from ‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC1-sp)’ to permit two (2) Additional Residential Units (ARU) in an existing single detached residential dwelling. 10.Delegations 10.1 Oxford Community Foundation Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from Louise Wardrop of the Oxford Community Foundation, as information. Page 5 of 936 10.2 Larry Lester Re: Proud Designation Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from Larry Lester regarding Proud Designation, as information. 10.3 John Armstrong Re: ZN 7-23-03 Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from John Armstrong regarding ZN 7-23-03, as information. 10.4 Tim Ford Re: Parking Survey 332 Broadway Moved By: ________________ Seconded By: ________________ THAT Council receives the delegation from Tim Ford regarding Parking Survey 332 Broadway, as information. 11.Deputation(s) on Committee Reports 11.1 CAO 23-11 Economic Development Advisory Committee Recommendation - Cellular Coverage Moved By: ________________ Seconded By: ________________ THAT report titled CAO 23-11 Cellular Coverage Concerns be received as information; and A. THAT Council approve the recommendation of the Economic Development Advisory Committee as follows: B. THAT the Economic Development Advisory Committee recommends to Council that a letter be sent to local telecommunications providers, SWIFT and local municipalities regarding poor cellular coverage in the Tillsonburg and surrounding area in support of economic development and our growing community. 11.2 CS 23-14 MCHSA Advisory Committee Recommendation – Discussion of Indigenous History in Tillsonburg Moved By: ________________ Seconded By: ________________ THAT report number CS 23-14 titled Museum, Culture, Heritage & SpecialA. Page 6 of 936 Awards Advisory Committee Recommendation – Discussion of Indigenous History in Tillsonburg be received as information; and THAT Council approve the recommendation of the Museum, Culture, Heritage & Special Awards Advisory Committee as follows: B. Investigate the copyright of the Archaeological Assessment (Stage 4) Final Report on the Tillsonburg Village (AfHe-38) Town of Tillsonburg, prepared by Archaelogix Inc.in February 2002 A. Investigate the legalities of posting the aforementioned document on the Town of Tillsonburg’s website B. Contact representatives of the Six Nations of the Grand and Mississauga’s of the Credit First Nation for assistance/approval of the Town of Tillsonburg website content regarding the history of area Indigenous Peoples C. 12.Information Items Moved By: ________________ Seconded By: ________________ THAT the correspondence from Maplewood Manor regarding Parking, the correspondence from the Ontario Coalition for Better Child Care, the Community Planning Supplementary Report from Oxford County and the correspondence from CN regarding Rail Safety week be received as information. 12.1 Letters from Maplewood Manor re: Parking 12.2 Ontario Coalition for Better Child Care Re: 23rd Annual Child Care Worker and Early Childhood Educator Appreciation Day, October 17, 2023 12.3 Oxford County - Community Planning Supplementary Report CP 2023-194 - Review of a Place to Grow 12.4 CN Re: Rail Safety Week 2023 Proclamation Request 13.Staff Reports 13.1 Chief Administrative Officer 13.2 Corporate Services 13.2.1 CS 23-16 Establishing an Equity, Diversity and Inclusion (EDI) Action Plan Moved By: ________________ Seconded By: ________________ THAT Report CS 23-16, Equity, Diversity and Inclusion (EDI) Committee, be received as information; and A. Page 7 of 936 THAT staff be directed to bring back a report with a draft Policy on Diversity, Equity and Inclusion as well as a draft By-law to enact the policy; and B. THAT Council supports the online Diversity, Equity, and Inclusion in the Workplace training being expanded to Town of Tillsonburg Advisory Committee members and staff be directed to complete the rollout of the training to all members. C. 13.3 Economic Development 13.3.1 EDM 23-14 VIP Lot 7 Expression of Interest Listing Results and Offer to Purchase Moved By: ________________ Seconded By: ________________ THAT report titled EDM 23-14 VIP Lot 7 Expression of Interest Listing Results and Offer to Purchase be received; and, A. THAT a by-law be brought forward authorizing an Agreement of Purchase and Sale with Danny Kimura In Trust with the Mayor and Clerk being authorized to execute all documents required to effect a transfer of the property described as part of Block 3, Plan 41M- 381 and more specifically described as Parts 20, 21 and 22 on Plan 41R-10330. B. 13.4 Finance 13.4.1 FIN 23-14 - 2022 Financial Statement Reconciliation Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 23-14 2022 Financial Statement Reconciliation as information. 13.4.2 2022 Summary of Reserves and Trusts Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 23-16, 2022 Summary of Reserves and Trusts, as information. 13.4.3 FIN 22-07 - 2022 Annual Investment Report w Appendix Moved By: ________________ Seconded By: ________________ THAT Council receives report FIN 23-17, 2022 Annual Investment Report as information. Page 8 of 936 13.4.4 FIN 20-34 2024 Budget Schedule Moved By: ________________ Seconded By: ________________ A. THAT Council receives report FIN 23-19 2024 Budget Schedule; and B. THAT the following dates are scheduled for Council Budget Meetings; Monday, November 20, 2023 9:00am-3:00pm1. Wednesday, December 13, 2023 5:00pm-9:00pm2. Monday, January 15, 2024 5:00pm-9:00pm3. 13.4.5 FIN 23-18 - Municipal Capital Facility Designation (Interim Town Hall) Moved By: ________________ Seconded By: ________________ THAT report FIN 23-18 titled Municipal Capital Facility Designation (Interim Town Hall) be received; and A. THAT a By-Law be brought forward for Council consideration to classify the Lease Agreements dated May 16, 2023 between R.E. Wood Realty Limited and the Town of Tillsonburg, and dated May 26, 2023 between Community Living Tillsonburg and the Town of Tillsonburg as municipal capital facilities agreements made pursuant to Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended, and to hereby exempt the properties known municipally as 51 Brock Street East and 55 Brock Street East; Tax Roll Numbers 3204-030-030-02300 and 3204-030-030-02400 (the “Leased Lands”) from property taxation for municipal and school board purposes commencing September 1, 2023 and to remain in effect for the duration of the two (2) year Lease Terms and any subsequent renewals; and B. THAT the Clerk be directed to notify the Minister of Finance, the Municipal Property Assessment Corporation, the County of Oxford, the Tillsonburg BIA and the secretary of all school boards which includes the land exempted, at the enactment of the By-Law. C. 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-28 Hangar Land Lease Agreement Amendment Taxiway G1-5 Moved By: ________________ Seconded By: ________________ THAT report titled OPD 23-38 Hangar Land Lease AgreementA. Page 9 of 936 Amendment Taxiway G1-5 be received as information; and THAT a By-law be presented to Council for consideration effect the following: B. To terminate the existing lease with Jonathon Leahy for Taxiway G1 Lot #5; and i. To execute the Hangar Land Lease Agreement Amendment Taxiway G1 Lot #5 whereby Jaime Alexander will assume the rights to Taxiway G1 Lot #5; and ii. To repeal By-law 2021-016.iii. 13.6.2 OPD - Water and Wastewater Contract Negotiations Update Moved By: ________________ Seconded By: ________________ THAT report titled OPD-23-24 Water and Wastewater Contract Negotiations Update be received as information. 13.6.3 OPD 23-32 - Kinsmen Pedestrian Bridge Detailed Design - Option 4 Moved By: ________________ Seconded By: ________________ THAT Council direct Staff and Planmac Engineering Inc. to engineer and design the replacement of the Kinsman Pedestrian Bridge reflective of Option 4 a Prefabricated Pedestrian Bridge; and A. THAT Town Staff be directed to refine and continue to report back to Council cost estimate(s) that are to be evaluated and presented through the Town’s annual budget process. B. 13.6.4 OPS-23-33 - Bradburn Municipal Drain - Major Improvements Moved By: ________________ Seconded By: ________________ A. THAT report OPD23-33 Bradburn Municipal Drain - Major Improvements as petitioned under Section 78 of the Drainage Act R.S.O 1990 be received as information; and B. THAT due to timing of the petition and being subject to the Municipal Drainage Act, the purchasing process be waived in accordance with Section 6 of the Town’s Purchasing Policy; and C. THAT Council appoints R.J. Burnside & Associates Limited in the capacity of a drainage engineer to represent the Town’s interest. 13.7 Recreation, Culture and Parks Page 10 of 936 13.7.1 Bridges Subdivision and Parkland Dedication Moved By: ________________ Seconded By: ________________ THAT report titled RCP-23-34 Bridges Subdivision Parkland Dedication and Toboggan Hill be received as information. 14.New Business 15.Consideration of Minutes 15.1 Advisory Committee Minutes Moved By: ________________ Seconded By: ________________ THAT Council receives the following as information: The Economic Development Advisory Committee Minutes dated July 11, 2023 • The Affordable and Attainable Housing Committee Minutes dated June 13, 2023 • The Affordable and Attainable Housing Committee Minutes dated July 26, 2023 • The Airport Advisory Committee Minutes dated July 20, 2023 • 16.Motions/Notice of Motions 16.1 Traffic Enforcement Police Officer - Councillor Parker Moved By: ________________ Seconded By: ________________ WHEREAS The Town of Tillsonburg Council finds the hiring of a Traffic Enhancement Police Officer to be necessary; and WHEREAS the importance of proceeding forward with this initiative necessitates the town to be prepared to immediately hire for this position following the lifting of the Provincial hiring freeze; BE IT THEREFORE RESOLVED: THAT Staff initiate the necessary steps to move forward with the hiring of a traffic enhancement Police Officer; and THAT the hiring of a Traffic enhancement Police Officer be included in the in the 2024 budget recognizing that the budgeted amount may only be partially used in Page 11 of 936 2024, therefore any excess funds should be carried forward to 2025 to support this hiring; and THAT this resolution be forwarded to Detachment Commander, Inspector Tony Hymers. 17.Resolutions/Resolutions Resulting from Closed Session 18.By-Laws 18.1 By-Law 2023-063 A BY-LAW to amend Zoning By-Law Number 3295, as amended (ZN 7-23-03) 18.2 By-Law 2023-065 A By-Law to enter into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5, and to repeal By-Law 2021-016 18.3 By-Law 2023-066 A By-Law to authorize an agreement of easement and purchase and sale with E&E McLaughlin Ltd. for the property described as Lot 4, Sandy Court 18.4 By-Law2023-064 A BY-LAW to Authorize Tax Exemptions for Land Leased at 51 & 55Brock Street East by the Town of Tillsonburg for the Provision of MunicipalCapital Facilities as permitted pursuant to Subsection 110(6) of the MunicipalAct Moved By: ________________ Seconded By: ________________ THAT a By-Law to amend Zoning By-Law Number 3295, as amended (ZN 7-23-03); and A By-Law to enter into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5, and to repeal By-Law 2021-016; and A By-Law to authorize an agreement of easement and purchase and sale with E&E McLaughlin Ltd. for the property described as Lot 4, Sandy Court; and A By-Law to authorize tax exemptions for land leased at 51 & 55 Brock Street East by the Town of Tillsonburg for the Provision of Municipal Capital Facilities as permitted pursuant to Subsection 110(6) of the Municipal Act be read for a first, second, and third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 19.Confirm Proceedings By-law Moved By: ________________ Seconded By: ________________ THAT By-Law 2023-067, to Confirm the Proceedings of the Council Meeting held on May 8, 2023, 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. Page 12 of 936 20.Items of Public Interest 21.Adjournment Moved By: ________________ Seconded By: ________________ THAT the Council meeting of August 14, 2023 be adjourned at _______ p.m. Page 13 of 936 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, July 17, 2023 5:00 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Mayor Gilvesy (Chair) Deputy Mayor Beres Councillor Luciani Councillor Parker Councillor Parsons Councillor Rosehart Councillor Spencer Staff: Kyle Pratt, Chief Administrative Officer Tanya Daniels, Director of Corporate Services/Clerk Cephas Panschow, Development Commissioner Sheena Pawliwec, Director of Finance/Treasurer Johnathon Graham, Director of Operations & Development Julie Columbus, Director of Recreations, Culture & Parks Julie Ellis, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 5:00 p.m. 2. Closed Session Councillor Parker joined at 5:02 pm Resolution # 2023-285 Page 14 of 936 2 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres THAT Council move into Closed Session to consider the following: 2.4.1 EDM 23-06 CLD Phase 1 Environmental Site Assessments - 200 and 248 Broadway Properties 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (2) (j) a trade secret or scientific, technical, commercial or financial information that belongs to the municipality or local board and has monetary value or potential monetary value; and 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.4.2 EDM 23.07 CLD Lot 7 Expression of Interest Listing Results and Offers to Purchase 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 239 (2) (i) 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; 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. 2.4.3 CAO 23-12 Work Management Agreement with ERTH 239 (2) (d) labour relations or employee negotiations; and 239 (2) (k) a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board. Carried 2.1 Adoption of Agenda Page 15 of 936 3 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof 2.3 Adoption of Closed Session Council Minutes 2.4 Reports 2.4.1 EDM 23-06 CLD Phase 1 Environmental Site Assessments - 200 and 248 Broadway Properties 2.4.2 EDM 23-07 CLD Lot 7 Expression of Interest Listing Results and Offers to Purchase 2.4.3 CAO 23-12 Work Management Agreement with ERTH 2.5 Back to Open Session 3. Moment of Silence 4. Adoption of Agenda Resolution # 2023-292 Moved By: Councillor Parker Seconded By: Councillor Parsons THAT the agenda for the Council meeting of July 17, 2023, be approved with the following amendment:  Item 16.3 – Notice of Motion from Councillor Parsons Re: Food Truck Fridays be moved to follow Items 10.1 and 10.2, the delegations on the same subject Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof None. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2023-293 Moved By: Councillor Spencer Seconded By: Councillor Luciani THAT the Council meeting minutes dated June 26, 2023, be approved. Carried Page 16 of 936 4 7. Presentations 7.1 Volunteer Achievement - David Morris Mayor Gilvesy and Joan Weston, Museum, Culture, Heritage and Special Awards Advisory Committee, presented David Morris with the Town's Volunteer Achievement Award in recognition of his outstanding volunteer contributions. 8. Public Meetings 8.1 CP 2023-208 Application for Zone Change - ZN 7-23-03 - 332 Broadway Laurel Davies-Snyder, Planner, Oxford County, attended before Council to provide an overview of the application CP 2023-208 Application for Zone Change ZN-23-03 - 332 Broadway. The Planner answered various questions from members of Council. Applicant Tim Ford attended virtually to express support for the application. John Armstrong appeared in-person to speak in opposition of the application. Mr. Armstrong read in 4 letters he had received and provided copies to the Clerk. Helen Lamos appeared in-person to speak in opposition of the application. Bill Cuddy appeared in-person to speak in opposition of the application. Nancy MacKenzie appeared in-person to speak in opposition of the application. Councillor Parsons and Councillor Rosehart moved a revised motion. Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT the Council of the Town of Tillsonburg approve the zone change application submitted by Tim Ford, whereby the lands described as LT 616 PL 500; PT LT 615 PL 500 AS IN 229659, Town of Tillsonburg, known municipally as 332 Broadway, are to be rezoned from ‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC1-sp)’ to permit two (2) Additional Legal Residential Units (ARU) in an existing single detached residential dwelling subject to site plan approval so that the parking on the north side of the building be provided with a double wide paved driveway, AND that Page 17 of 936 5 the existing paved portion between the building and the sidewalk on the west side of the building be altered in a way that no vehicle parking be permitted there. After discussion, the mover and seconder withdrew the motion. A deferral motion was presented. Resolution # 2023-294 Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT Item 8.1 be deferred in order for submission of a revised parking plan: THAT the Council of the Town of Tillsonburg approve the zone change application submitted by Tim Ford, whereby the lands described as LT 616 PL 500; PT LT 615 PL 500 AS IN 229659, Town of Tillsonburg, known municipally as 332 Broadway, are to be rezoned from ‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC1-sp)’ to permit two (2) Additional Residential Units (ARU) in an existing single detached residential dwelling. Carried 9. Planning Reports 10. Delegations 10.1 Marcel Rosehart Re: Food Truck Event Marcel Rosehart presented to Council regarding the Food Truck Event. Mr. Rosehart spoke in opposition of the potential Food Truck Event motion and the BIA's proposed event. Mr. Rosehart asked Council to not approve the pilot. Resolution # 2023-295 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker THAT Council receives the delegation from Marcel Rosehart as information. Carried Page 18 of 936 6 10.2 Mark Renaud, Downtown Tillsonburg Business Improvement Area Re: Food Truck Fridays Mark Renaud, Downtown Tillsonburg Business Improvement Area, presented to Council regarding Food Truck Fridays. Mr. Renaud's presentation included an overview of food truck history, engagement with membership, and consumer feedback, timeline (five weeks), and plan for the food trucks that are invited to participate (maximum two per date) and location (Avondale Church, moved from original encroachment location of Metro). Mr. Renaud answered various questions from members of Council. Resolution # 2023-296 Moved By: Councillor Parker Seconded By: Councillor Luciani THAT Council receives the delegation from Mark Renaud as information. Carried 16.3 Food Truck Pilot - Councillor Parsons Resolution # 2023-297 Moved By: Councillor Parsons Seconded By: Councillor Luciani WHEREAS The Business Improvement Area (BIA) has requested an encroachment permit for Food Truck Fridays in Downtown Tillsonburg; and WHEREAS Town of Tillsonburg By-Law 3666, Being a By-Law to govern the licensing of businesses within the Corporation of the Town of Tillsonburg, does not allow the operation of Food Trucks on any municipal property including, but not limited to road allowances or the Downtown Area or to operate within 150 metres of a food service location; BE IT SO RESOLVED A. THAT the Town of Tillsonburg Council authorize a Pilot Project from July 28th to August 25th, 2023 to allow Food Trucks in the downtown core on Food Truck Fridays within an approved encroachment permit area; and B. THAT a Business License valid until August 25th, 2023, be issued to Food Trucks that are not already licensed, upon inspections from Page 19 of 936 7 relevant departments at a cost of $210 that are participating in the pilot event; and C. THAT staff provide a summary report in Q1 of 2024 on the pilot program outcomes including any recommendations for permanent changes. Councillor Rosehart called for a recorded vote. Councillor Rosehart – No Deputy Mayor Beres – Yes Councillor Luciani – Yes Councillor Parker – No Councillor Parsons – Yes Councillor Spencer – Yes Mayor Gilvesy – No Carried (4 to 3) 11. Deputation(s) on Committee Reports 12. Information Items Resolution # 2023-298 Moved By: Councillor Rosehart Seconded By: Councillor Parker THAT the Long Point Conservation Authority Minutes dated June 7, 2023, be received as information. Carried 12.1 Long Point Region Conservation Authority Minutes - June 7, 2023 13. Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO 23-08 New Town Hall Project Resolution # 2023-299 Page 20 of 936 8 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons A. THAT report titled CAO 23-08 New Town Hall Project be received as information; B. AND THAT staff be directed to transfer the savings realized from the 2022 and 2023 reduced rent payment at the Corporate Office for the unusable space due to the mould remediation to the Facilities Capital Reserve, to be earmarked for the capital costs of the new Town Hall; C. AND THAT staff be directed to transfer the Town Hall unused funds from 2020 of $25,000 from the Tax Rate Stabilization Reserve to the Facilities Capital Reserve, to be earmarked for the capital costs of the new Town Hall; D. AND FURTHER THAT staff be directed to maintain the same 2023 budget for rent for the Corporate Office for 2024, 2025 and 2026 and transfer any unspent amount in the aforementioned years to the Facilities Capital Reserve, to be earmarked for the capital costs of the new Town Hall. Carried 13.2 Corporate Services 13.3 Economic Development 13.3.1 EDM 23-12 First Quarter Economic Development and Marketing Results Resolution # 2023-300 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres THAT report EDM 23-12 titled First Quarter Economic Development and Marketing Results be received as information. Carried Page 21 of 936 9 13.3.2 EDM 23-13 Lot 4 on Sandy Court – Approval for Easement and Offer to Purchase Resolution # 2023-301 Moved By: Councillor Parker Seconded By: Councillor Rosehart A. THAT report titled EDM 23-13 Lot 4 on Sandy Court – Approval for Easement and Offer to Purchase be received; and, B. THAT a by-law be brought forward to authorize the Mayor and Clerk to execute all documents required to recognize an existing 12 metre wide corridor used by Hydro One Networks Inc for a hydro pole line through the registration of an easement on Part 2, Plan 41R-7549; and, C. THAT a by-law be brought forward to authorize the Mayor and Clerk to enter into an Agreement of Purchase and Sale with E&E McLaughlin Ltd and to execute all documents required to effect a transfer of the property described as Lot 4, Sandy Court. Carried 13.4 Finance 13.4.1 FIN 23-13 - 2023 Levy for the Tillsonburg District Memorial Hospital Resolution # 2023-302 Moved By: Councillor Luciani Seconded By: Councillor Spencer A. THAT report FIN 23-23 titled 2023 Levy for the Tillsonburg District Memorial Hospital be received; and B. THAT a By-Law to provide for the adoption of the 2023 levy on the Tillsonburg District Memorial Hospital be brought forward for Council consideration. Carried Page 22 of 936 10 13.5 Fire and Emergency Services 13.6 Operations and Development 13.7 Recreation, Culture and Parks 13.7.1 2023 Q1 RCP Operating Department Results Resolution # 2023-303 Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT report RCP 23-30 titled RCP 2023 Q1 Report be received as information. Carried 13.7.2 RCP 23-31 Updated Fee By-Law 2023 Resolution # 2023-304 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani A. THAT report titled RCP 23-31 2023 Rates and Fees Bylaw Update be received as information; and B. THAT the proposed adjustments to the 2023 Rates and Fees Bylaw reflecting the addition of pickleball programming and soccer field rentals, and amendment to cemetery internment and markers be approved as presented; and C. THAT a By-law to amend Schedule A of By-Law 2022-087 being the Fees and Charges By-law be presented to Council for consideration. Carried 13.7.3 RCP 23-32 Lake Lisgar Waterpark Canteen Renovation Resolution # 2023-305 Moved By: Councillor Parker Seconded By: Councillor Rosehart Page 23 of 936 11 A. THAT report titled RCP-23-32 Lake Lisgar Waterpark Canteen Renovation Update be received as information; and B. THAT staff be directed to transfer $201,000 funded from the 2022 year-end surplus, to the Facilities Reserve earmarked for the construction costs of the Lake Lisgar Waterpark Canteen Renovation; and C. THAT staff be authorized to execute any necessary documents required to facilitate the project. Carried 13.7.4 RCP 23-33 Bridges Subdivision and Parkland Dedication Moved By: Councillor Luciani Seconded By: Councillor Parsons A. THAT report titled RCP-23-33 Bridges Subdivision Parkland Dedication be received as information; and B. THAT expenses incurred by the developer to relocate the Toboggan Hill not be considered as part of the overall cash in lieu of parkland dedication requirement; and C. THAT the existing lease agreement between the Town and 2407774 Ontario Limited, to operate the Toboggan Hill, be terminated and a new lease agreement for the proposed toboggan hill location not be executed due to liability concerns. Resolution # 2023-306 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani THAT Item 13.7.4 be referred back to staff to discuss with the developer alternate options for the Toboggan Hill. Carried 14. New Business 15. Consideration of Minutes 15.1 Committee Minutes Page 24 of 936 12 Resolution # 2023-307 Moved By: Councillor Parker Seconded By: Deputy Mayor Beres THAT Council receives the following minutes of Committees as information:  Police Service Board Minutes of May 17, 2023  Economic Development Advisory Committee Meeting of June 13, 2023  Museum, Culture, Heritage & Special Awards Advisory Committee Meeting of June 21, 2023  Recreation and Sports Advisory Committee Meeting of July 6, 2023  Economic Development Advisory Committee Meeting of July 11, 2023 Carried 16. Motions/Notice of Motions 16.1 Reducing Gardens - Councillor Rosehart Resolution # 2023-308 Moved By: Councillor Rosehart Seconded By: Councillor Parker WHEREAS, a Town of Tillsonburg Recreation, Culture & Parks Departmental Service Review was completed by The Clarico Group in April of 2020; and WHEREAS several of the report’s findings recommended the reduction of flower beds and gardens in parkettes; BE IT THEREFORE RESOLVED: A. THAT Staff review recommendations from the 2020 Recreation, Culture & Parks Department Service Review conducted by The Clarico Group pertaining to the reduction of flower beds and gardens; and Page 25 of 936 13 B. THAT Staff bring back a report to Council identifying cost savings regarding the limiting of the number of flower beds and gardens in the Town. Defeated 16.2 Canada Goose Population - Councillor Luciani Resolution # 2023-309 Moved By: Councillor Luciani Seconded By: Councillor Parsons THAT Staff be directed to bring back a report to Council on a program to control the expanding Canada Goose population within the Town of Tillsonburg to help mitigate the negative impacts they have on local residents and park areas. Carried 16.4 Bert Newman Park - Deputy Mayor Beres Resolution # 2023-310 Moved By: Deputy Mayor Beres Seconded By: Councillor Luciani A. THAT staff be directed to deploy vandalism reduction tactics within Bert Newman Park and, where possible, increase patrol of the location both from Parks and By-Law Enforcement staff; and B. THAT staff identify the vandalism to the Tillsonburg branch of the OPP and request any additional patrols that could be made available; and C. THAT staff be directed to procure the three gates for Bert Newman Park in accordance with the Town’s Purchasing Policy funded from the 2022 year-end surplus, and report the total costs in the 2022 year-end surplus report; and D. THAT staff consider any other items that could increase the protection of the park within their 2024 budgets; and E. THAT staff review a potential vandalism by-law and enforcement and present a report to Council. Page 26 of 936 14 Carried 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws 18.1 By-Law 2023-057 A BY-LAW to Levy the 2023 Amount Payable for the Tillsonburg District Memorial Hospital 18.2 By-Law 2023-060 A BY-LAW to amend By-Law 2022-087 being a By- Law to provide a schedule of fees for certain municipal applications, services and permits 18.3 By-Law 2023-061 A BY-LAW to amend Zoning By-Law Number 3295, as amended (ZN 7-23-01) 18.4 By-Law 2023-062 A BY-LAW to amend Zoning By-Law Number 3295, as amended (ZN 7-23-02) 18.5 By-Law 2023-063 A BY-LAW to amend Zoning By-Law Number 3295, as amended (ZN 7-23-03) Resolution # 2023-311 Moved By: Councillor Spencer Seconded By: Councillor Parsons THAT a By-Law to Levy the 2023 Amount Payable for the Tillsonburg District Memorial Hospital; and A By-Law to amend By-Law 2022-087 being a By-Law to provide a schedule of fees for certain municipal applications, services and permits; and A By-Law to Amend Zoning By-Law Number 3295 (By-Law 2023-061); and A By-Law to Amend Zoning By-Law Number 3295 (By-Law 2023-062) be read for a first, second and third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried Page 27 of 936 15 19. Confirm Proceedings By-law Resolution # 2023-312 Moved By: Councillor Parsons Seconded By: Councillor Rosehart THAT By-Law 2023-054, to Confirm the Proceedings of the Council Meeting held on July 17, 2023, be read for a first, second, third and final reading and that the Mayor and the Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. Carried 20. Items of Public Interest 21. Adjournment Resolution # 2023-313 Moved By: Councillor Spencer Seconded By: Councillor Parker THAT the Council meeting of July 17, 2023, be adjourned at 9:00 p.m. Page 28 of 936 Report The Corporation of the Town of Tillsonburg Report to the Members of Council December 31, 2022 Millards Chartered Professional Accountants Page 29 of 936 August 1, 2023 To the Members of Council The Corporation of the Town of Tillsonburg Our audit of the financial statements of The Corporation of the Town of Tillsonburg (the Town) for the year ended December 31, 2022 is complete and we have issued a report on these financial statements without qualification. The report to the members of the finance committee has been prepared to facilitate communication with those charged with governance, as required by Canadian Auditing Standards. These standards require that we communicate with those charged with governance regarding various matters including: Auditor responsibilities in relation to the financial statement audit Planned scope and timing of the audit Auditor independence Significant findings from the audit, including: o qualitative aspects of accounting practices o difficulties encountered during the audit o matters discussed with management o other matters relevant to the financial reporting process We express our appreciation for the cooperation and assistance received from the management and the Finance Department of the Entity during the course of our audit. If you have any particular comments or concerns, please do not hesitate to contact me. Yours very truly, MILLARD, ROUSE & ROSEBRUGH LLP Whitney Deane, CPA, CA, LPA Engagement Partner Brantford • Hagersville • Simcoe • Port Dover Page 30 of 936 Contents Introduction 1 Audit Scope and Responsibility 2-4 Independence 5 Responsibility of Management 6 Reportable Matters 7-8 Current Accounting and Reporting Developments 9 Page 31 of 936 1 Introduction This report summarizes significant matters that we believe should be brought to your attention for the Town. We emphasize that the audit and this report would not necessarily identify all matters that may be of interest to the committee. This report has been prepared solely for the purpose of assisting the finance committee in the discharge of its oversight responsibility and should not be used for any other purpose. We disclaim any obligation to any other party that may rely upon this report. Page 32 of 936 2 Audit Scope and Responsibility INDEPENDENT AUDITORS' REPORT To the Members of Council, Inhabitants and Ratepayers of The Corporation of the Town of Tillsonburg Opinion We have audited the consolidated financial statements of The Corporation of the Town of Tillsonburg (the 'Entity'), which comprise the consolidated statement of financial position as at December 31, 2022, and the consolidated statements of operations and accumulated surplus, changes in net financial assets and cash flows for the year then ended, and notes to the consolidated financial statements, including a summary of significant accounting policies. In our opinion, the accompanying consolidated financial statements present fairly, in all material respects, the consolidated financial position of the Entity as at December 31, 2022, and its consolidated results of operations, its consolidated changes in net financial assets, and its consolidated cash flows for the year then ended in accordance with Canadian public sector accounting standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditors' Responsibilities for the Audit of Financial Statements section of our report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the consolidated financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the consolidated financial statements, management is responsible for assessing the Entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity's financial reporting process. Page 33 of 936 3 Auditors' Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the consolidated financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also:  Identify and assess the risks of material misstatement of the consolidated financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.  Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity’s internal control.  Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management.  Conclude on the appropriateness of management's use of the going concern basis of accounting, and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors' report. However, future events or conditions may cause the Entity to cease to continue as a going concern.  Evaluate the overall presentation, structure and content of the consolidated financial statements, including the disclosures, and whether the consolidated financial statements represent the underlying transactions and events in a manner that achieves fair presentation. Page 34 of 936 4  Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group Entity to express an audit opinion on the financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit opinion. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we may identify during our audit. July 31, 2023 CHARTERED PROFESSIONAL ACCOUNTANTS Brantford, Ontario Licensed Public Accountants Page 35 of 936 5 Independence As external auditors of the Entity, we are required to be independent in accordance with Provincial professional requirements. These standards require that we disclose to the Finance Committee all relationships that, in our professional judgement, may reasonably be thought to bear on our independence. We provided a letter to management dated October 5, 2022, which confirms our independence with respect to the Entity. We confirm that we are not aware of any relationship or non-audit services that would impair our independence for purposes of expressing an opinion on the financial statements. Page 36 of 936 6 Responsibility of Management Preparation of financial statements The preparation of the financial statements, including the accompanying notes, is the responsibility of management. This includes the preparation of the financial statements in accordance with Canadian public sector accounting standards. Management is responsible for selecting the significant accounting policies used in the preparation of the financial statements, for applying judgment in preparing accounting estimates contained in the financial statements, and for preparing or obtaining documentation supporting amounts and disclosures in the financial statements. In addition, management is responsible for assessing the impact of any misstatements detected during the preparation and audit of the financial statements, individually and in aggregate, on the fair presentation of amounts and disclosures contained in the financial statements and determining if such adjustments should be recorded. Management’s representations The transactions and estimates reflected in the accounts and in the financial statements are within the direct control of management. Accordingly, the fairness of the representations made through the financial statements is an implicit and integral part of management’s responsibility. Throughout the course of our audit, we obtain representations from management in the form of answers to our audit inquiries. We also obtained a formal representation letter from management at the conclusion of the audit. Page 37 of 936 7 Reportable Matters CPA Canada has specified matters that should be brought to the attention of Audit Committees. The following summarizes the matters to be communicated. Significant accounting principles and polices Significant accounting principles and policies are disclosed in the notes to the financial statements. Within the context of the audit, management has represented to us that there have not been any material changes in the accounting principles and policies during the year. We have not noted any significant unusual transactions. Materiality Millard, Rouse & Rosebrugh LLP planned the audit with the objective of having reasonable assurance of detecting misstatements that would be material to the financial statements taken as a whole. As required by audit standards, materiality was utilized during the conduct of the audit and the evaluation of any misstatements identified. Misstatements and significant audit adjustments Misstatements represent audit findings for which we do not agree with the amount, classification, presentation or disclosure of items in the financial statements. A misstatement may arise from an error or from fraud and other irregularities. An error refers to an unintentional misstatement in financial statements, including an omission of amount or disclosure. Fraud and other irregularities refer to an intentional misstatement in financial statements, including an omission of amount or disclosure, or to a misstatement arising from theft of the entity’s assets. In conducting our procedures, we may identify misstatements that require adjustments to the recorded amounts. These audit adjustments are discussed with management, who in consultation with us, determine if an adjustment should be recorded. During the course of our audit, we did not discover any misstatements arising from fraud or other irregularities. Page 38 of 936 8 Internal controls Management is responsible for the design and operation of an effective system of internal control that provides reasonable assurance that the accounting systems provide timely, accurate and reliable financial information, as well as safeguard the assets of the Entity. Through our role as auditors of your financial statements we possess an understanding of the Entity and its operating environment, including internal control. However, a financial statement audit is not designed to provide assurance on internal control. Professional standards do require us to communicate to the finance committee significant deficiencies and material weaknesses in internal control that have come to our attention in the course of performing the audit. During the course of our audit, we did not discover any significant deficiencies in internal control. Fraud and illegal acts Our inquiries of management and our testing of financial records did not reveal any fraud, illegal or possible illegal acts. However, please be aware that improper conduct is usually carefully and often elaborately concealed and therefore, the probability of detecting such acts is not high. Management is also asked in the formal letter of representations to disclose if they are aware of any fraud, illegal or possible illegal acts that would impact the financial statements. Difficulties We did not encounter any difficulties in the performance of the audit. We have had no disagreements with management, and have resolved all auditing, accounting and presentation issues to our satisfaction. Cooperation during the audit We report that we have received excellent cooperation from staff and management of the Entity. To our knowledge, we were provided with complete access to all necessary accounting records and other documentation. Issues identified as a result of our audit work, whether in amounts for the financial statements or disclosure, were discussed with management and issues have been resolved to our satisfaction. There were no limitations placed on the scope of our audit. Page 39 of 936 9 Current Accounting and Reporting Developments We continually monitor the potential impact of new accounting pronouncements on the accounting practices of The Corporation of the Town of Tillsonburg. As of the date of this report, there are several new accounting pronouncements that may potentially impact the Entity’s financial reporting. The following standards will be applicable to the Entity: Standards effective for fiscal years beginning on or after April 1, 2022 Financial Statement Presentation, Section PS 1201 This Section establishes standards on the presentation and disclosure of information in government financial statements. This Section is replacing the previous standard, PS 1200 Financial Statement Presentation. Foreign Currency Translation, Section PS 2601 This Section establishes standards on how to account for and report transactions that are denominated in a foreign currency in government financial statements. Portfolio Investments, Section PS 3041 This Section establishes standards on how to account for and report portfolio investments in government financial statements. Asset Retirement Obligations, Section PS 3280 This Section establishes standards on how to account for and report a liability for asset retirement obligations. Financial Instruments, Section 3450 This Section establishes standards on how to account for and report all types of financial instruments including derivatives. Standards effective for fiscal years beginning on or after April 1, 2023 Revenue, PS 3400 This Section establishes standards on how to account for and report on revenue. Specifically, it differentiates between revenue arising from transactions that include performance obligations, referred to as "exchange transactions", and transactions that do not have performance obligations, referred to as "non-exchange transactions". 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of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDS FINANCIAL STATEMENTS For the year ended December 31, 2022 Page 68 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDS For the year ended December 31, 2022 INDEX Page INDEPENDENT AUDITORS' REPORT 1 - 2 FINANCIAL STATEMENTS Statement of Financial Position - Trust Funds 3 Statement of Continuity - Trust Funds 4 Notes to the Trust Funds Financial Statements 5 - 6 Page 69 of 936 INDEPENDENT AUDITORS' REPORT To the Members of Council, Inhabitants, and Ratepayers of The Corporation of the Town of Tillsonburg Qualified Opinion We have audited the financial statements of the Trust funds of the Corporation of the Town of Tillsonburg (the 'Entity'), which comprise the statement of financial position as at December 31, 2022, and the statement of continuity for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, except for the possible effects of the matter described in the Basis of Qualified Opinion section of our report, the accompanying financial statements present fairly, in all material respects, the financial position of the Entity as at December 31, 2022, and its financial performance and its cash flows for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Qualified Opinion The Entity derives revenue from donations, the completeness of which is not susceptible of satisfactory audit verification. Accordingly, verification of these revenues was limited to the amounts recorded in the records of the Entity. Therefore, we were not able to determine whether any adjustments might be necessary to donation revenue and net receipts for the year ended December 2022, current assets and trust fund balance as at December 31, 2022. Our audit opinion on the financial statements for the year ended December 31, 2021 was modified accordingly because of the possible limitation in scope. We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditors' Responsibilities for the Audit of Financial Statements section of our report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian Public Sector Accounting Standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity's ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity's financial reporting process. 1Brantford • Hagersville • Simcoe • Port Dover Page 70 of 936 Auditors' Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors' report. However, future events or conditions may cause the Entity to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. July 31, 2023 CHARTERED PROFESSIONAL ACCOUNTANTS Brantford, Ontario Licensed Public Accountants 2 Page 71 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDSStatement of Financial Position - Trust FundsAs at December 31,AnnandaleHouseCemeteryMaintenanceCemeteryPerpetualCareCemeteryPrepaidCost CommunityJL ScottMcLeanLake LisgarRevitalization Parkland ScholarshipTotal2022Total2021NET ASSETSCash 50,729 4,379 119,248 3,630 7,568 14,375 6,077 74,671 4,863 285,540 210,056Investments (Note 3)106,000 34,000 925,000 26,500 72,500 64,000 26,000 19,000 32,000 1,305,000 1,305,000Interest Receivable773204 4,955 160 430 405169 384 195 7,675 7,067Due from (to) the Town ofTillsonburg--(31,863)-(5,000)(260)1,500--(35,623)(4,777)TOTAL NET ASSETS157,50238,5831,017,34030,29075,49878,52033,74694,05537,0581,562,5921,517,346TRUST FUND BALANCE157,50238,5831,017,34030,29075,49878,52033,74694,05537,0581,562,5921,517,346See accompanying notes3Page 72 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDSStatement of Continuity - Trust FundsAs at December 31,AnnandaleHouseCemeteryMaintenanceCemeteryPerpetualCareCemeteryPrepaidCost CommunityJL ScottMcLeanLake LisgarRevitalization Parkland ScholarshipTotal2022Total2021RECEIPTSDonations and fees2,100---- 1,500260 1,743- 5,603 92,160Investment income4,327 1,146 30,441 898 2,408 2,268975 2,198 1,095 45,756 38,638Other revenue-- 34,865------ 34,865 33,1806,4271,14665,3068982,4083,7681,2353,9411,09586,224163,978DISBURSEMENTSDonations---- 6,200---- 6,200 1,550Expenditures for trustfund obligations-- 30,441--- 4,337-- 34,778 66,452--30,441-6,200-4,337--40,97868,002NET RECEIPTSFOR THE YEAR6,4271,14634,865898(3,792)3,768(3,102)3,9411,09545,24695,976TRUST FUNDBALANCE -BEGINNING OFYEAR151,075 37,437 982,475 29,392 79,290 74,752 36,848 90,114 35,963 1,517,346 1,421,370TRUST FUNDBALANCE - ENDOF YEAR157,50238,5831,017,34030,29075,49878,52033,74694,05537,0581,562,5921,517,346See accompanying notes4Page 73 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDS NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES Basis of Presentation These financial statements of the Trust Funds of the Corporation of the Town of Tillsonburg are prepared by management in accordance with Canadian generally accepted accounting principals for local governments as recommended by the Canadian Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada. Accrual Basis of Accounting Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenue as it becomes available and measurable. Expenses are recognized as they are incurred and measurable as a result of receipt of goods or services and the creation of a legal obligation to pay. Measurement uncertainty The preparation of financial statements in conformity with Canadian Public Sector Accounting Standards requires management to make estimates and assumptions that affect the reported amount of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenue and expenses during the period. Actual results could differ from management's best estimates as additional information becomes available in the future. Investments Premium or discounts on the purchase of investments are recognized as income/expense on acquisition. 2. INVESTMENTS Investments of the Trust Funds of $1,305,000 (2021 - $1,305,000) reported on the Statement of Financial Position consist of guaranteed investment certificates and are recorded at cost which approximates market value. 3. STATEMENT OF CASH FLOW A statement of cash flow has not been presented because it would not provide any additional meaningful information that is not readily determinable from information presented in the other financial statements. 5 Page 74 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG - TRUST FUNDS NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 4. COVID-19 PANDEMIC During the year and subsequent to year end, the outbreak of a novel strain of coronavirus has resulted in the global declaration of a pandemic. The situation is constantly evolving, and the measures put in place are having multiple impacts on local, provincial, national, and global economies. As at the date of issuance of financial statements, the Entity is aware of changes in its operations as a result of the COVID-19 crisis. Management is uncertain of the effects of these changes on its financial statements and believes that any disturbance may be temporary; however, there is uncertainty about the length and potential impact of the disturbance. As a result, we are unable to estimate the potential impact of the Entity's operations as at the date of these financial statements. 6 Page 75 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT FINANCIAL STATEMENTS For the year ended December 31, 2022 Page 76 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT For the year ended December 31, 2022 INDEX Page INDEPENDENT AUDITORS' REPORT 1 - 2 FINANCIAL STATEMENTS Statement of Financial Position 3 Statement of Operations and Accumulated Surplus 4 Statement of Changes in Net Financial Assets (Debt) 5 Statement of Cash Flows 6 Notes to the Financial Statements 7 - 8 Page 77 of 936 INDEPENDENT AUDITORS' REPORT To the Members of Council, Inhabitants, and Ratepayers of The Corporation of the Town of Tillsonburg Opinion We have audited the financial statements of The Corporation of the Town of Tillsonburg Waterworks Department (the 'Entity'), which comprise the statement of financial position as at December 31, 2022, and the statements of operations and accumulated surplus, changes in net financial assets (debt), and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Entity as at December 31, 2022, and its financial performance and its cash flows for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditors' Responsibilities for the Audit of Financial Statements section of our report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian Public Sector Accounting Standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity's ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity's financial reporting process. 1Brantford • Hagersville • Simcoe • Port Dover Page 78 of 936 Auditors' Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors' report. However, future events or conditions may cause the Entity to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. July 31, 2023 CHARTERED PROFESSIONAL ACCOUNTANTS Brantford, Ontario Licensed Public Accountants 2 Page 79 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF FINANCIAL POSITION As at December 31 2022 2021 FINANCIAL ASSETS Accounts receivable 692,478 704,969 LIABILITIES Due to the Town of Tillsonburg 484,846 393,569 Due to the County of Oxford 409,923 377,537 894,769 771,106 NET FINANCIAL DEBT (202,291)(66,137) NON-FINANCIAL ASSETS Inventory 202,291 66,137 Net Assets -- Accumulated Surplus -- See accompanying notes 3 Page 80 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS Budget For the year ended December 31 2022 2022 2021 (Note 5) REVENUES Direct water billings 3,669,600 4,252,385 4,007,676 Other revenue 25,600 139,126 98,433 3,695,200 4,391,511 4,106,109 EXPENSES Operating and maintenance 1,177,600 1,210,635 1,125,299 Customer service 302,100 320,333 298,174 Bad debt expense 5,000 2,270 1,767 Equipment and distribution system 1,036,800 734,805 1,376,162 2,521,500 2,268,043 2,801,402 1,173,700 2,123,468 1,304,707 OTHER EXPENSE County of Oxford (Note 4) 1,173,700 2,123,468 1,304,707 ANNUAL SURPLUS --- Accumulated surplus - beginning of year - - - ACCUMULATED SURPLUS - END OF YEAR --- See accompanying notes 4 Page 81 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF CHANGES IN NET FINANCIAL ASSETS (DEBT) Budget For the year ended December 31 2022 2022 2021 (Note 5) Annual surplus --- Decrease (increase) in inventory -(136,154)14,323 Increase (decrease) in net financial assets -(136,154)14,323 Net financial assets (debt) - beginning of year -(66,137)(80,460) NET FINANCIAL ASSETS (DEBT) - END OF YEAR -(202,291)(66,137) See accompanying notes 5 Page 82 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT STATEMENT OF CASH FLOWS For the year ended December 31 2022 2021 Cash Flows From Operating Activities Annual surplus (deficit) - - Changes in non-cash working capital: Accounts receivable 12,491 (1,986) Due to the Town of Tillsonburg 91,277 40,601 Due to the County of Oxford 32,386 (52,938) Inventory (136,154)14,323 INCREASE (DECREASE) IN CASH FLOW -- Opening Cash -- Closing Cash -- See accompanying notes 6 Page 83 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 1. NATURE OF OPERATIONS The Corporation of the Town of Tillsonburg Waterworks Department (Waterworks Department) is a municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the provisions of provincial statutes. Effective January 1, 2000, responsibility for the Waterworks Department was assumed by the County of Oxford. 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES The financial statements of the Waterworks Department are prepared by management in accordance with Canadian generally accepted accounting principles for local governments as recommended by the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada. Significant aspects of the accounting policies adopted by the Waterworks Department are as follows: (a) Reporting Entity The financial statements reflect the assets, liabilities, revenues, expenses and accumulated surplus of the Waterworks Department. (b) Basis of Presentation Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues as they become available and measurable. Expenses are recognized as they are incurred and measurable as a result of receipt of goods and services and the creation of a legal obligation to pay. (c) Revenue Recognition Revenue is recognized in the financial statements as revenue in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligible criteria have been met, and reasonable estimates of the amounts can be made. Direct water billings are recorded on the basis of regular meter readings and the estimates of customer usage since the last meter reading to the end of the year. (d) Tangible capital assets The Waterworks Department does not own any tangible capital assets. (e) Inventory Inventory of supplies held for consumption is valued at the lower of cost and replacement value. Cost is determined on an averaged basis. 7 Page 84 of 936 CORPORATION OF THE TOWN OF TILLSONBURG WATERWORKS DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Cont'd) (f) Measurement uncertainty The preparation of financial statements in conformity with Canadian Public Sector Accounting Standards requires management to make estimates and assumptions that affect the reported amount of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the period. Significant items subject to such estimates and assumptions include accounts receivable, inventory and direct water billings. These estimates are reviewed periodically, and, as adjustments become necessary, they are reported in operations in the year which they become known. Actual results could differ from management's best estimates as additional information becomes available in the future. 3. ACCOUNTS RECEIVABLE The accounts receivable of the Waterworks Department are reported net of an allowance for doubtful accounts in the amount of $31,502 (2021 - $10,399). 4. CONTINUING OPERATIONS All banking activities are administered by the Town of Tillsonburg, on behalf of the Waterworks Department's activities. The amount due to the Town of Tillsonburg represents the net working capital position between the Town of Tillsonburg and the Waterworks Department after adding or deducting payments made to or received from the County of Oxford. 5. BUDGET FIGURES The operating budget approved by the County of Oxford for 2022 is reflected in these financial statements. 6. EXTRAORDINARY EVENT - COVID-19 In March 2020, the World Health Organization declared a global pandemic due to the novel coronavirus (COVID-19). The situation is constantly evolving, and the measures put in place are having multiple impacts on local, provincial, national and global economies. As at the date of issuance of the financial statements, the Waterworks Department is aware of changes in its operations as a result of the COVID-19 crisis. Management is uncertain of the effects of these changes on its financial statements and believes that any disturbance may be temporary, however, there is uncertainty about the length and potential impact of the disturbance. As a result, we are unable to estimate the potential impact on the Waterworks Department's operations as at the date of these financial statements. 8 Page 85 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT FINANCIAL STATEMENTS For the year ended December 31, 2022 Page 86 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT For the year ended December 31, 2022 INDEX Page INDEPENDENT AUDITORS' REPORT 1 - 2 FINANCIAL STATEMENTS Statement of Financial Position 3 Statement of Operations and Accumulated Surplus 4 Statement of Changes in Net Financial Assets 5 Statement of Cash Flows 6 Notes to the Financial Statements 7 - 8 Page 87 of 936 INDEPENDENT AUDITORS' REPORT To the Members of Council, Inhabitants, and Ratepayers of The Corporation of the Town of Tillsonburg Opinion We have audited the financial statements of The Corporation of the Town of Tillsonburg Sanitary Sewer Department (the 'Entity'), which comprise the statement of financial position as at December 31, 2022, and the statements of operations and accumulated surplus, changes in net financial assets, and cash flows for the year then ended, and notes to the financial statements, including a summary of significant accounting policies. In our opinion, the accompanying financial statements present fairly, in all material respects, the financial position of the Entity as at December 31, 2022, and its financial performance and its cash flows for the year then ended in accordance with Canadian Public Sector Accounting Standards. Basis for Opinion We conducted our audit in accordance with Canadian generally accepted auditing standards. Our responsibilities under those standards are further described in the Auditors' Responsibilities for the Audit of Financial Statements section of our report. We are independent of the Entity in accordance with the ethical requirements that are relevant to our audit of the financial statements in Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. Responsibilities of Management and Those Charged with Governance for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian Public Sector Accounting Standards, and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, management is responsible for assessing the Entity's ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless management either intends to liquidate the Entity or to cease operations, or has no realistic alternative but to do so. Those charged with governance are responsible for overseeing the Entity's financial reporting process. 1Brantford • Hagersville • Simcoe • Port Dover Page 88 of 936 Auditors' Responsibilities for the Audit of the Financial Statements Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. As part of an audit in accordance with Canadian generally accepted auditing standards, we exercise professional judgment and maintain professional skepticism throughout the audit. We also: Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Entity's internal control. Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by management. Conclude on the appropriateness of management's use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Entity's ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditors' report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditors' report. However, future events or conditions may cause the Entity to cease to continue as a going concern. Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit. July 31, 2023 CHARTERED PROFESSIONAL ACCOUNTANTS Brantford, Ontario Licensed Public Accountants 2 Page 89 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF FINANCIAL POSITION As at December 31 2022 2021 FINANCIAL ASSETS Accounts receivable 612,033 580,068 LIABILITIES Due to the Town of Tillsonburg 126,988 247,319 Due to the County of Oxford 485,045 332,749 612,033 580,068 NET FINANCIAL ASSETS -- ACCUMULATED SURPLUS -- See accompanying notes 3 Page 90 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF OPERATIONS AND ACCUMULATED SURPLUS Budget For the year ended December 31 2022 2022 2021 (Note 5) REVENUE Surcharge on direct water billings 3,649,000 3,780,705 3,618,486 Taxation 482,000 14,059 13,550 4,131,000 3,794,764 3,632,036 EXPENSES Operating and maintenance 652,000 484,151 402,275 Bad debt expense 5,000 (9,369)2,140 Equipment and distribution system 961,900 625,590 499,065 1,618,900 1,100,372 903,480 2,512,100 2,694,392 2,728,556 OTHER EXPENSE County of Oxford (Note 4) 2,512,100 2,694,392 2,728,556 ANNUAL SURPLUS --- Accumulated surplus - beginning of year - - - ACCUMULATED SURPLUS - END OF YEAR --- See accompanying notes 4 Page 91 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF CHANGES IN NET FINANCIAL ASSETS Budget For the year ended December 31 2022 2022 2021 Annual surplus --- Net financial assets - beginning of year --- NET FINANCIAL ASSETS - END OF YEAR -- - See accompanying notes 5 Page 92 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT STATEMENT OF CASH FLOWS For the year ended December 31 2022 2021 Cash Flows From Operating Activities Annual surplus - - Changes in non-cash working capital: Accounts receivable (31,965)99,583 Due to the Town of Tillsonburg (120,331)(44,178) Due to the County of Oxford 152,296 (55,405) INCREASE (DECREASE) IN CASH FLOW -- Opening Cash -- Closing Cash -- See accompanying notes 6 Page 93 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 1. NATURE OF OPERATIONS The Corporation of the Town of Tillsonburg Sanitary Sewer Department (Sanitary Sewer Department) is a municipal enterprise in the Province of Ontario, Canada. Its operations are governed by the provisions of provincial statutes. Effective January 1, 2000, responsibility for the Sanitary Sewer Department was assumed by the County of Oxford. 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES The financial statements of the Sanitary Sewer Department are prepared by management in accordance with Canadian generally accepted accounting principles for local governments as recommended by the Public Sector Accounting Board (PSAB) of the Chartered Professional Accountants of Canada. Significant aspects of the accounting policies adopted by the Sanitary Sewer Department are as follows: (a) Reporting Entity The financial statements reflect the assets, liabilities, revenues, expenses and accumulated surplus of the Sanitary Sewer Department. (b) Basis of Presentation Revenue and expenses are reported on the accrual basis of accounting. The accrual basis of accounting recognizes revenues as they become available and measurable. Expenses are recognized as they are incurred and measurable as a result of receipt of goods and services and the creation of a legal obligation to pay. (c) Revenue Recognition Revenue is recognized in the financial statements as revenue in the period in which events giving rise to the transfer occur, providing the transfers are authorized, any eligible criteria have been met, and reasonable estimates of the amounts can be made. Surcharge on direct water billings are recorded on the basis of regular meter readings and the estimates of customer usage since the last meter reading to the end of the year. (d) Tangible capital assets The Sanitary Sewer Department does not own any tangible capital assets. 7 Page 94 of 936 CORPORATION OF THE TOWN OF TILLSONBURG SANITARY SEWER DEPARTMENT NOTES TO THE FINANCIAL STATEMENTS For the year ended December 31, 2022 2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Cont'd) (e) Measurement uncertainty The preparation of financial statements in conformity with Canadian Public Sector Accounting Standards requires management to make estimates and assumptions that affect the reported amount of assets and liabilities, disclosure of contingent assets and liabilities at the date of the financial statements, and the reported amounts of revenues and expenses during the period. Significant items subject to such estimates and assumptions include accounts receivable and surcharge on direct water billings. These estimates are reviewed periodically, and, as adjustments become necessary, they are reported in operations in the year which they become known. Actual results could differ from management's best estimates as additional information becomes available in the future. 3. ACCOUNTS RECEIVABLE The accounts receivable of the Sanitary Sewer Department are reported net of an allowance for doubtful accounts in the amount of $22,722 (2021 - $16,396). 4. CONTINUING OPERATIONS All banking activities are administered by the Town of Tillsonburg, on behalf of the Sanitary Sewer Department's activities. The amount due to the Town of Tillsonburg represents the net working capital position between the Town of Tillsonburg and the Sanitary Sewer Department after adding or deducting payments made to or received from the County of Oxford. 5. BUDGET FIGURES The operating budget approved by the County of Oxford for 2022 is reflected in these financial statements. 6. EXTRAORDINARY EVENT - COVID-19 In March 2020, the World Health Organization declared a global pandemic due to the novel coronavirus (COVID-19). The situation is constantly evolving, and the measures put in place are having multiple impacts on local, provincial, national and global economies. As at the date of issuance of the financial statements, the Sanitary Sewer Department is aware of changes in its operations as a result of the COVID-19 crisis. Management is uncertain of the effects of these changes on its financial statements and believes that any disturbance may be temporary, however, there is uncertainty about the length and potential impact of the disturbance. As a result, we are unable to estimate the potential impact on the Sanitary Sewer Department's operations as at the date of these financial statements. 8 Page 95 of 936 From:Laura Hamulecki To:ahumphries@cityofwoodstock.ca; clerk@swox.org; kkruger@norwich.ca; danielle.richard@ingersoll.ca;rmordue@blandfordblenheim.ca; wjaques@ezt.ca; Karen Martin; Michelle Smibert Cc:Scott Alexander; Mackenzie Schultz; David Simpson; Don Ford Subject:PW 2023-29 - Backflow Prevention By-law Project Update Date:Monday, June 19, 2023 4:12:17 PM Attachments:PW 2023-29 - Backflow Prevention By-law Project Update.pdf6544-2023 Backflow Prevention- signed.pdf Good Afternoon, Please be advised that Oxford County Council, at its meeting held on June 14, 2023, adopted the following recommendations contained in Council Report No. PW 2023-29,entitled “Backflow Prevention By-law Project Update”: 1. That County Council enact By-law No. 6544-2023, being a by-law to regulate Backflow Prevention and Cross Connection Control to protect the County of Oxford’s Municipal Drinking Water Systems.Attached is a copy of the report and by-law for reference. Please distribute to members of Council for their information, as well as any appropriate staff. Kind Regards, LAURA HAMULECKI (She/Her/Hers) | Administrative AssistantPublic Works, Oxford County519.539.9800 x 3110 Page 96 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 1 of 9 To: Warden and Members of County Council From: Director of Public Works Backflow Prevention Program By-law Update RECOMMENDATION 1. That County Council enact By-law No. 6544-2023, being a by-law to regulate Backflow Prevention and Cross Connection Control to protect the County of Oxford’s Municipal Drinking Water Systems. REPORT HIGHLIGHTS • The purpose of this report is to seek County Council approval to implement a Backflow Prevention Program (BPP) and enact a supporting by-law designed to further safeguard Oxford’s municipal drinking water systems and the public health of its water customers. • An overview of the feedback received through the public consultation campaign is provided for the proposed BPP and associated backflow prevention by-law which aligns with legal and regulatory requirements (Ontario Building Code), industry best practices and standards (Canadian Standards Association) and levels of service. • Throughout the public consultation campaign, which took effect from January to April, 2023, County staff sought feedback on the proposed BPP from Area Municipalities, industrial commercial and institutional (ICI) customers, Business Improvement Areas, building officials, Chambers of Commerce and local plumbers. • The multi-year implementation of the proposed BPP and backflow prevention by-law will serve to regulate and enforce the installation, inspection, maintenance and testing requirements of backflow prevention devices and other associated cross-connection activities that pose potential risk to the safety of the County’s municipal drinking water system. Implementation Points Upon Council’s enactment of By-law No. 6544-2023, staff will initiate its multi-year implementation plan and work with all stakeholders during execution. A phased implementation approach has been developed to be initiated between approximately 2023 and 2026. The full BPP implementation plan is included as Attachment 1 of this report. Page 97 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 2 of 9 Financial Impact Backflow Prevention Program Funding Structure As noted in Report No. PW 2022-35, a user pay model is the most common model used by municipal BPPs across Ontario. BPPs charge user fees (property owner) for different elements of the program to recover costs including, but not limited to, the following: • Test Tag Fees; • Cross Connection Survey Submission Fees; and • Backflow Testing Report Submission Fees. These fees are in addition to any backflow prevention device (BPD) and installation fees that property owners are required to obtain through the Area Municipalities Building Officials office, as well as labour costs to hire an authorized accredited external tester who is qualified to perform the backflow surveys, BPD testing and associated BPD repairs/installation. The County has developed proposed user fees as outlined in Table 1 by considering other municipal BPP comparator user fees (refer to Attachment 1 of Report No. PW 2022-35) as well as the projected annual BPP expenses which are related to the anticipated number of property owners participating in the mandated BPP. All fees will be incorporated into future annual County Fees and Charges by-law updates and subject to annual review to ensure the program continues operating in a budget neutral fashion. Table 1 – Backflow Prevention Program Proposed User Fees Description User Fee Cost Backflow Testing and Report Submission Fee (annually per device) $35 / test + HST Cross Connection Survey Submission Fee (re-survey required every 5 years or with change in process/ownership) $30 + HST Test Tag Fee (5 year term) $25 (tax exempt) The proposed user pay model is intended to nominally charge user fees at a level which is sufficient to offset annual BPP costs in a manner which operates near a net zero budget. All fees collected would be used to offset the operational costs of the program, not as a means to generate profit. The anticipated program budget is noted in Table 2. Page 98 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 3 of 9 Table 2 – Oxford County Backflow Prevention Program Budget Budget Item Implementation Cost (One Time)* Annual Recurring Cost Expenses Cross Connection Survey Database Creation $5,000 - Backflow Prevention and Cross Connection Database Software Support (Annual Subscription) - $600 Backflow Prevention Program By-law Compliance Officer (0.5 FTE) ** - 54,000 Print Costs (Tester Tags) - 900 Advertisement 5,000 Implementation of By-law notices in Newspaper and Mail Outs at program onset. - Annual notices for testing reminders are included in the Annual Subscription. Total Expenses (rounded) $10,000 $55,500 Total Revenue (at program maturity) N/A $52,000 *** The above noted costs and revenues are incurred solely by the County. * The costs outlined in the Implementation Costs (one time) column are already provisioned for in the approved 2023 Budget and will not require further cost recovery. ** The 0.5 FTE is already provisioned within existing staffing resources. *** Assumes minimum of 2,500 properties, 1 backflow prevention device requirement per property. If enacted, the BPP would appropriately remove the cost burden of backflow protection from residential homeowners (rate payers) who are not posing a hazard to the municipal drinking water system and place that onus, cost and responsibility on certain ICI and Multi-residential customers that are connected to the municipal water distribution system and posing the potential risk to the safety of the drinking water. Page 99 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 4 of 9 Communications Public consultation on the proposed backflow prevention by-law was undertaken through a range of tools to seek feedback from Oxford’s various communities and demographics as follows: • Speak Up, Oxford!: This served as an engagement hub for consultation. The project web page was published in December 2022, with 743 total visits since its inception. • Project Awareness Mail Outs: A project awareness sheet was mailed out via water bill inserts (physical and digital) to commercial, industrial, and institutional properties directing them to the project feedback page. • Public Consultation Centres: Eight in person public consultation centres were hosted throughout Oxford County - one in each area municipality. A total of fourteen people attended the PCCs. For those unable to attend an in person event, a digital recording of the PCC presentation was available on the project page. • Print Advertising: For audiences that prefer to receive news through newspapers and community publications, information on how to provide input as well as where to attend PCCs was outlined in 6 print ads and public notices between January 12, 2023 and March 9, 2023. These notifications were circulated in the Norfolk-Tillsonburg News, Woodstock Sentinel Review, Ayr News and Tavistock Gazette. • Social Media: Social media included organic posts throughout the consultation period and promoted (paid) campaigns for changes in scheduling due to inclement weather. Speak Up, Oxford! will continue to serve as an engagement hub leading up to the enactment of the backflow prevention by-law and will include public notices and news releases, presentations, question forum, Council reports and project contact information. When the by-law is enacted the content will be migrated to the Oxford County website www.oxfordcounty.ca/backflow. Report No. PW 2023-29, along with any potential amendments, will be circulated to all of the County’s Area Municipalities for information. Strategic Plan (2020-2022) WORKS WELL TOGETHER WELL CONNECTED SHAPES THE FUTURE INFORMS & ENGAGES PERFORMS & DELIVERS POSITIVE IMPACT 1.i. 1.ii. 3.ii. 3.iii. 4.ii. 5.i. 5.ii. Page 100 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 5 of 9 DISCUSSION Background As a municipal authority of 17 municipal drinking water systems, Oxford County is responsible for upholding the Statutory Standard of Care when exercising any decision that can impact the quality of their communities’ drinking water. To date, nearly 60 municipalities across Ontario have already implemented BPPs and associated by-laws to further the multi-barrier approach used to protect our municipal drinking water supply. If approved, the BPP will help the County ensure that minimum requirements for annual inspections, maintenance, reporting and auditing of BPDs are followed. The proposed BPP and by-law also ensures that best practices related to the selection, purchase, installation, inspection and maintenance of BPD systems are appropriately carried out by property owners (at their expense) in order to further safeguard the municipal drinking water system. Recognizing the importance of this program, which was previously detailed in Report No. PW 2022-35, Council authorized staff to undertake public consultation with stakeholders to solicit feedback on the draft BPP and by-law. As part of this report, staff were directed to report back to Council with the findings of the public consultation and provide final policy recommendations for consideration. Comments Public Consultation Campaign The County undertook a public consultation campaign for the draft BPP from January to April, 2023. Through this campaign, a number of outreach efforts were made, including various social media and advertising initiatives and direct stakeholder contact by telephone, mail and/or email. The purpose of the consultation process was to ensure that the proposed BPP was communicated to key stakeholders and to gather feedback from affected businesses, Area Municipalities, qualified persons and other stakeholders. The number of contacts made in this regard is summarized in Table 3. Table 3 - Summary of Public Consultation Contacts Contacts Total Contacts ICI Customers 37 Area Municipalities 23 Chambers of Commerce – BIA 11 Tradespeople 28 Mail Outs Sent to ICI addresses 1,700 (approx.) Page 101 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 6 of 9 Outreach Efforts With the assistance of the County’s Strategic Communications division, a number of outreach efforts were made consisting of a social media campaign, mail-outs and direct contacts with stakeholders. These efforts are summarized below. Social Media Campaign The social media efforts consisted of a news release, website posting (Speak up, Oxford!), social media postings, and newspaper ads as follows: A Summary Report from SUO! indicated 743 total web page visits, with up to 40 visits per day at the height of the PCC period. Documents from the page were downloaded 132 times. The full SUO! summary is included in Attachment 2. Direct Contact with Stakeholders A stakeholder contact list was created to track interested persons, who will then be consulted during the progression of the program’s implementation. The intent of these efforts was to generate awareness and communicate the proposed BPP to all stakeholders as well as receive feedback. The following stakeholders were solicited directly for feedback through staff outreach: • All large water users (over 5,000 m3/year); • Area Municipality Councils; • Business Improvement Area offices of Woodstock, Tillsonburg, Ingersoll, Rural Oxford, and Thamesford; • Chambers of Commerce of Norwich, Tavistock, Ingersoll and Woodstock; • Local Area Plumbers and Backflow Testers from surrounding municipalities; and • Building Officials for each Area Municipality. Key Findings Feedback received from the public consultation was generally positive in nature and supportive of the proposed by-law. Overall, stakeholders seemed to understand and approve of the need to protect the municipal drinking water system from contamination that can be introduced under backflow conditions. A letter of support for County-wide implementation of the user fee based BPP was also received from the Town of Tillsonburg as shown in Attachment 3. A summary of the most common questions and comments received during the public consultation campaign is detailed in Table 4. Page 102 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 7 of 9 Table 4 – Summary of Questions and Comments Question Answer 1. Who will be impacted by the by-law? Only ICI and multi-residential properties classified as moderate or severe hazards (as per the CSA B64 Standard definition of hazards) are affected. 2. Where are BPDs located? Premise isolation BPDs are required after the water meter before any plumbing junctions. A BPD is also required to separate any water provided to customers or employees from any non-potable water. 3. Who will be responsible for performing BPD testing? The tests will be completed by qualified third party testers registered with the County and in good standing. Qualified testers would be verified by confirming they have a valid licence certificate and that the tester remains in good standing. 4. How will the County ensure BPP requirements are communicated during the Ontario Building Code process to ensure occupancy is not held up by BPP requirements? A County procedure will be drafted and circulated to Area Municipalities requiring CBOs to submit development applications to the Backflow Prevention By-law Compliance Officer to ensure BPDs are tested and tagged before occupancy is approved. 5. Will there be a gap in protection between the City of Woodstock backflow policy ending and implementation of the County of Oxford BPP? The City of Woodstock does not exercise a formal backflow prevention policy; rather they perform annual testing and inspection of ~ 1000 BPDs across Woodstock. These devices will be added to the consolidated Countywide system BPD database during implementation to ensure no gap in record keeping or annual testing/inspection. 6. Will the program still be free for businesses in the City of Woodstock? The current testing provided by the City of Woodstock is not free, but rather is covered at a cost through water rates to the users of the Woodstock water system (ratepayers) in order to fund City operations to carry out this service under contract to, and on behalf of, Oxford County. The new BPP will use a user pay model that ensures the program costs are covered by the ICI and multi-residential property owners that introduce potential moderate or severe risk to the safety of the County’s municipal drinking water system. 7. Will the City of Woodstock staff that are currently Backflow Prevention Testers be able to be registered testers and continue performing this service in the City limits? All ICI and multi-residential testing will be performed by third party contractors procured by the Property Owner. This ensures that municipal water operator staff time, which is funded by ratepayers, is not used to administer the BPP. This keeps the BPP in a 100% user pay model. The County and all Area Municipalities will utilize qualified independent accredited testers to test municipally owned devices, as this is the most cost efficient and consistent operational approach. Page 103 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 8 of 9 The County reviewed, considered and responded to all received feedback during the public consultation campaign. Through the public consultation campaign, it was evident that the public and local businesses recognize the importance of protecting our drinking water resources and infrastructure. No direct revisions to the draft by-law were submitted during the consultation process. All requests for consideration that could result in an amendment to the by-law were considered and it was determined that they could be addressed without revision to the by-law as previously documented in Attachment 2 of Report No. PW 2022-35. BPP Policy Recommendations Backflow and cross-connection events can significantly impact residents, businesses and the environment by deteriorating the water quality, posing a health risk to consumers and causing service disruptions. A robust BPP will further protect the municipal drinking water system from potential contamination during backflow events and is a benefit to all residents and businesses in Oxford County. The proposed BPP and by-law has incorporated the standards for BPDs and hazard ratings utilized in the CSA B64 series. It compliments existing regulations and best management practices by providing clear language concerning compliance and enforcement for device installation, testing and maintenance. It is recommended that County Council accept the proposed by-law and program and become one of the near 60 Ontario municipalities that have added a BPP to their multi-barrier approach for protecting their community’s drinking water supply from source to tap. Page 104 of 936 Report No: PW 2023-29 PUBLIC WORKS Council Date: June 14, 2023 Page 9 of 9 Conclusions Implementation of a County-wide BPP, through the enactment of By-law No. 6544-2023, will appropriately remove the cost burden of backflow protection from residential homeowners (ratepayers) who are not posing a hazard to the municipal drinking water system and place that onus, cost and responsibility on certain ICI and Multi-residential customers that are connected to the municipal water distribution system and posing the potential risk to the safety of the drinking water. SIGNATURES Report Author: Original signed by Scott Alexander, RMI By-law Compliance Officer, Backflow Prevention and Source Water Protection Departmental Approval: Original signed by David Simpson, P.Eng., PMP Director of Public Works Approved for submission: Original signed by Benjamin R. Addley Chief Administrative Officer ATTACHMENTS Attachment 1: Implementation Plan Attachment 2: Summary Report - Speak-Up Oxford! Attachment 3: County Backflow Prevention Program Letter of Support, Town of Tillsonburg Page 105 of 936 Page 1 of 4 Backflow Prevention Implementation Plan 1)Establish Program Authority and Administrative Responsibilitya)The establishment and County Council approval of a Backflow Prevention By-law.b)Administration of the County Backflow Prevention Program and the enforcement of the Backflow By-law through Oxford County Water and Wastewater Technical Services. Status: In-Progress •County staff have developed a draft Backflow Prevention By-law pending councilapproval. •County staff have established the administrative framework to implement theBackflow Prevention Program for operating program with 0.5 FTE as detailed in current approved budget. 2) Establish Backflow Prevention Standard and Policya)A current standard proposed in Schedule A of draft Backflow Prevention By-law - Countyof Oxford Cross Connection Control and Backflow Prevention Standards is pendingcouncil approval.b)General details as it relates to backflow preventer selection, installation, testing andmaintenance practices and procedures are referenced in draft Backflow Prevention By- law and guided by CSA B64 Standard. Status: In-Progress •The administration of the County Backflow Prevention Program will be developedand detailed in a departmental procedure. •The County Backflow Prevention Program will use CSA B64 Standard to guidebackflow preventer selection, installation, testing and maintenance practices andprocedures. 3)Evaluate Financial Implications, Establish Budget Structure and Identify Source ofFunding a)The development of the Backflow Program will be funded through current rate structureand operating budget. Status: In-Progress •A user pay model has been proposed to implement the Backflow Prevention Program as a budget neutral program, pending Council approval. 4)Review Regulations and Standards for Backflow Prevention Devices a)Review applicable legislation and standards including, but not limited to, the following: i)Building Code Act, 1992, ii)Safe Drinking Water Act, 2002, iii)Municipal Act, 2001, iv)Fire Protection and Prevention Act, 1997.b)Review and incorporate requirements of CSA B64 Standard into Backflow By-lawAppendix A. Status: Completed •County staff have developed a draft Backflow Prevention By-law, based on the regulations and standards indicated above. Report No. PW 2023-29 Attachment No. 1 Page 106 of 936 Page 2 of 4 5)Establish a Database Management Systema)Evaluation and selection of platform that will track facilities assessed and inspected,associated inspection records and device records, inventory of backflow preventiondevices, issued correspondence, etc.b)Developing and maintaining a roster of certified or registered companies for completingtesting and inspections. c)Evaluation and review of the County’s current work order system (i.e. Cartegraph) as aplatform for the Backflow Prevention Program. Status: Completed •County staff evaluated a number of database management options and haveselected a preferred solution pending the approval of the By-law. •The preferred solution would include a certified testing company roster. •Review of the County work order system as a potential platform has been considered. 6)Develop a Public Consultation, Education and Communication Campaign a)Identification of stakeholders (ICI, residents, municipal staff, professional, trade and technical groups, etc.).b)Public consultation with Large Water Users.c)Consultation with Local Authorities of Area Municipalities.d)Development of material and content to individual stakeholder groups.e)Development of awareness and educational program. f)Development of fact sheets, presentations, frequently asked questions, and resourcematerials.g)Development and updating of information on the County website. Status: Completed •County staff undertook a four month Public Consultation, Education andCommunication Campaign soliciting feedback on the proposed BPP. The campaignincluded a Public Consultation Centre in each of the eight Area Municipalities, socialmedia posts, fact sheet development and distribution and communication with LargeWater Users. •Awareness and educational materials will be developed for distribution duringimplementation. •A migration plan is prepared for moving the material from the existing consultationwebpage to a permanent URL on the County website. 7)Coordination with Area Municipalitiesa)The development, implementation, and maintenance of a Backflow Prevention Programrequires co-ordination with many local authorities including business improvement areas, building, plumbing, public works and planning officials at the local Area Municipalities. Status: In-Progress •Consultation with Area Municipalities and their building officials was solicited throughthe public consultation process. •Next steps would be to coordinate regular meetings with the building officials todevelop process workflows for device registration and cross connection surveys fornew developments. Page 107 of 936 Page 3 of 4 8) Development of Standard Correspondence and Content a) Development of backflow forms and surveys including, but not limited to, the following: i) Letter of introduction to the program, ii) Notice of requirement for installation of backflow devices, iii) Notice of inspection and testing requirements, iv) Notice of fines and penalties, v) Notice of renewals and certification updates, vi) Cross connection inspection reports and surveys, and vii) Backflow test reports. Status: Completed • The County’s database management solution will provide templates for program notices outlined above and will distribute them to stakeholders as part of their service. 9) Requirements for a Survey and Hazard Assessment a) Identification and evaluation of requirements for survey and hazard assessment in the Backflow Prevention Program which is outlined in the Backflow By-law Appendix A standards. Status: In-Progress • County staff have developed a draft Backflow Prevention By-law, which identifies requirements for surveys and hazard assessments. 10) Establishment of Training, Inspection and Testing Protocols a) Development of standard operating procedures for County program administration, including; notification protocols, maintenance and reviewing records and forms, review of testers/surveyors licenses and accreditation, conducting audits, inspections, and by-law enforcement. b) Development of inspections, certification and testing requirements including timelines will be outlined in the Backflow By-law Appendix A standards. c) Development and maintenance of a publically posted third party roster of “Qualified Testers” to install, service and test backflow prevention devices and appurtenances. Status: In-Progress • County staff have developed a draft Backflow Prevention By-law, which identifies inspections, certification and testing requirements. • A certified testing company roster will be maintained. Local testing companies can also be featured on the County website. 11) Development of a Backflow Incident Response Plan a) Development and incorporation of backflow incidents into the Water Services Emergency Response Plan within the County’s drinking water QMS. b) Evaluation of the potential of creating a specific backflow incident response procedure which would include sampling, flushing, communication and documentation requirements. c) Development and provision of training to internal and external stakeholders to ensure appropriate and timely actions are taken in response to an incident. Status: Planned Page 108 of 936 Page 4 of 4 12) Establish Enforcement Strategies a) Development of inspections, reporting, installation, certification and testing requirements, including timelines, will be outlined in the Backflow By-law Appendix A standards. b) Development of notices, fines and penalties will be outlined in the Backflow By-law Appendix A standards. c) Development of enforcement strategies which will be incorporated as part of Section 10 - Establishment of Training, Inspection and Testing Protocols. Status: In-Progress • County staff have developed a draft Backflow Prevention By-law, which identifies inspections, certification and testing requirements as well as fines and penalties. • County staff have developed draft cross connection inspection reports and surveys, and backflow test reports which are identified in the draft Backflow Prevention By-law. • Upon approval by Council, County staff will work to migrate draft cross connection inspection reports and surveys, as well as backflow test reports to database management software. 13) Implement Quality Control and Assurance Strategies a) Development of quality control and assurance strategies which will be incorporated as part of Section 10 - Establishment of Training, Inspection and Testing Protocols, which will include, but is not limited to, the following: i) Review of backflow preventer testers’ performance, assessment and device test results. ii) Review of certification and licensing requirements. b) Development and tracking of level of service framework as part of the County Asset Management Plan. c) Development of a report that summarizes the annual performance of the County’s Backflow Prevention Program to County Council. Status: In-progress • Program start up and full implementation key performance indicators have been preselected to monitor the level of service of the Program. • Process for reviewing certified testers accreditation status and device submission has been considered as part of the Programs database management. • A summary of the annual performance of the program is to be included in a section of the Annual Drinking Water System Report to Council. Page 109 of 936 Highlights TOTAL VISITS 743 MAX VISITORS PER DAY 40 NEW REGISTRATI ONS 1 ENGAGED VISITORS 4 INFORMED VISITORS 146 AWARE VISITORS 522 Visitors Summary Pageviews Visitors Visits New Registrations 1 Jan '23 1 Apr '23 200 400 600 Report No. PW 2023-29 Attachment No. 2 Summary Report 12 June 2020 - 18 April 2023 Speak Up, Oxford! PROJECTS SELECTED: 1 Backflow Prevention Program FULL LIST AT THE END OF THE REPORT Page 110 of 936 Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 PARTICIPANT SUMMARY ENGAGED INFORMED AWARE 4 ENGAGED PARTICIPANTS 000 000 000 000 000 000 031 000 000 Registered Unverified Anonymous Contributed on Forums Participated in Surveys Contributed to Newsfeeds Participated in Quick Polls Posted on Guestbooks Contributed to Stories Asked Questions Placed Pins on Places Contributed to Ideas * A single engaged participant can perform multiple actions Backflow Prevention Program 4 (0.8%) (%) * Calculated as a percentage of total visits to the Project ENGAGED INFORMED AWARE 146 INFORMED PARTICIPANTS 0 0 132 5 10 0 48 4 Participants Viewed a video Viewed a photo Downloaded a document Visited the Key Dates page Visited an FAQ list Page Visited Instagram Page Visited Multiple Project Pages Contributed to a tool (engaged) * A single informed participant can perform multiple actions Backflow Prevention Program 146 (28.0%) (%) * Calculated as a percentage of total visits to the Project ENGAGED INFORMED AWARE 522 AWARE PARTICIPANTS 522 Participants Visited at least one Page * Aware user could have also performed an Informed or Engaged Action Backflow Prevention Program 522 * Total list of unique visitors to the project Page 2 of 6 Page 111 of 936 DOCUMENTS TOP 3 DOCUMENTS BASED ON DOWNLOADS FAQS TOP 3 FAQS BASED ON VIEWS KEY DATES TOP 3 KEY DATES BASED ON VIEWS Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 INFORMATION WIDGET SUMMARY 3 DOCUMENTS 0 PHOTOS 0 VIDEOS 1 FAQS 1 KEY DATES 3 Documents 132 Visitors 240 Downloads PW 2022-35 Draft Backflow Prevention By-law.pdf 215 Downloads Notice of Public Consultation Centre 23 Downloads deleted_document 2 Downloads 1 Faqs 10 Visitors 11 Views Backflow Prevention Program 11 Views 1 Key Dates 5 Visitors 5 Views Backflow Prevention Program 5 Views Page 4 of 6 Page 112 of 936 REFERRER URL Visits www.google.com 124 m.facebook.com 21 www.google.ca 15 www.oxfordcounty.ca 8 ghd-app-cac-p-town-of-tillsonburg-12584687.azurewebsites.net 7 intranet4.oxfordcounty.local 4 t.co 4 android-app 3 www.bing.com 3 l.instagram.com 2 lm.facebook.com 1 tillsonburg.ca 1 us12.campaign-archive.com 1 www.google.co.in 1 Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 TRAFFIC SOURCES OVERVIEW Page 5 of 6 Page 113 of 936 Visitors 6 Contributors 4 CONTRIBUTIONS 5 Q Name redacted Who would be the selected multi-residential and what determines a higher risk industrial or commercial or institutional property - A Publicly Answered Under Ontario Building Code (OBC), new multi-residential units are required to have backflow prevention devices. Ho wever, the OBC excludes multi-residential units that are three (3) or fewer floors and do not exceed 600 square meter s. The current draft of the By-law defines “multi-residential” as having all dwelling units designed or intended for use a s a residence or household in excess of three (3) stories or higher. The proposed By-law would require multi-residenti al units to have premise isolation devices. Q Name redacted I am also curious if there is a type of preferred device that has the coatings or material that will lessen the chances of malfunction in the more aggressive water systems like Ingersoll. A Publicly Answered The type of device required is dependent on the overall hazard classification of the property which is defined by the C anadian Standards Association B64 series standards. Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 QANDA Questions and Comments 08 January 23 08 January 23 Page 4 of 6 Page 114 of 936 Q Name redacted Good afternoon My question may be redundant but does this mean that the yearly test done by the city works, which i s free, will now have to be completed by our business at a cost if this Program is implemented? A Publicly Answered One of the objectives of the Backflow Prevention Program (BPP) is to ensure that all Oxford County drinking water sy stems are protected from backflow events under the same By-law with the same method for cost recovery. The Count y is exploring various financial models for the program. One method being considered is a user-pays model in which businesses or property owners who are required to have backflow devices installed and tested would be responsible f or the cost of those services and relieve the program costs from the ratepayer. This cost recovery method is typical of programs run at neighbouring municipalities and would be explored during the implementation and planning once the draft By-law is approved. Q Name redacted Do some residence in the county already have check valves? I installed an expansion tank as we were getting unusua lly high pressure on our fridge water spout. Typically if there were no check valve that pressure from the hot water heater would be absorbed by the city supply. Does this make sense. Since we've installed the expansion tank the iss ue no longer exists. A Privately Answered Correct, some residents in the County may already have check valves. For example: in the early 1990s, Woodstock i mplemented a backflow program which included residential dual check valve installations in new homes. This could c ause issues with thermal expansion depending on plumbing configurations and set back from the water heater. Howe ver, the proposed Backflow Prevention Program will only impact industrial, commercial, institutional, and some multi-r esidential properties based on the risk they pose to the municipal drinking water system. Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 QANDA Questions and Comments 16 January 23 30 January 23 Page 5 of 6 Page 115 of 936 Q Name redacted I would like to register as a tester, please advise on how to register A Privately Answered Thank you for your question about the Backflow Prevention Program. For registration, please send an email to backfl ow@oxfordcounty.ca with your contact information so that we can add you to our mailing list for registration updates. Speak Up, Oxford! : Summary Report for 12 June 2020 to 18 April 2023 QANDA Questions and Comments 22 March 23 Page 6 of 6 Page 116 of 936 May 24, 2023 TO: David Simpson P.Eng, PMP (by email) Director of Public Works Oxford County 21 Reeve St., PO Box 1614, Woodstock, ON, N4S 7Y3 RE: Backflow Prevention Program – Town of Tillsonburg Support Following the recent public consultation meetings regarding the newly proposed backflow prevention by-law/program as per the County of Oxford’s Report (PW 2022-35), the Town of Tillsonburg would like to lend our support for this program in protecting Tillsonburg’s water/wastewater systems. Although not directly linked, Town Staff would be remissed to again not mention and address that similar efforts and initiative can be best addressed and managed, collaboratively, through an updated and renegotiated Operating Contract between the County of Oxford and the Town of Tillsonburg. Best Regards, Jonathon Graham, MPA, LET Director of Operations & Development Phone: 519-688-3009 Ext. 4400 CC.Richard Sparham – Town of Tillsonburg Manager of Public Works (email) Report No. PW 2023-29 Attachment No. 3 Page 117 of 936 Page 118 of 936 Page 119 of 936 Page 120 of 936 Page 121 of 936 Page 122 of 936 Page 123 of 936 Page 124 of 936 Page 125 of 936 Page 126 of 936 Page 127 of 936 Page 128 of 936 Page 129 of 936 Page 130 of 936 Page 131 of 936 Page 132 of 936 Page 133 of 936 Page 134 of 936 Page 135 of 936 Page 136 of 936 Page 137 of 936 Page 138 of 936 From:Laura Hamulecki on behalf of David Simpson To:ahumphries@cityofwoodstock.ca; clerk@swox.org; kkruger@norwich.ca; danielle.richard@ingersoll.ca;rmordue@blandfordblenheim.ca; wjaques@ezt.ca; Karen Martin; Michelle Smibert Cc:David Simpson; Don Ford; Mackenzie Schultz; Ben Addley Subject:Oxford County Water / Wastewater Master Plan Date:Thursday, July 20, 2023 5:36:00 PM Attachments:PW 2023-33 2024 W WW MP.pdfPW 2023-33 W WW MP July 12 2023 - AMENDED RESOLUTION.pdf Good Afternoon, Please be advised that Oxford County Council, at its meeting held on July 12, 2023, adopted the following resolution in relation to Council Report No. PW 2023-33, entitled “2024 Water / Wastewater Master Plan”: 1. Resolved that the recommendations contained in Report No. PW 2023-33, titled "2024 Water and Wastewater Master Plan", be received as information; 2. And further, that the draft report be circulated to Area Municipalities requesting their feedback within 75 days (September 25, 2023); 3. And further, that the draft report be posted to Speak Up Oxford for feedback from the public for 75 days (September 25, 2023); 4. And further, that all comments received be provided in a report for council’s consideration when considering the draft report. You are welcome to include the attached County Council Report and Amended Resolution as formal correspondence as information to your respective Councils. Based on the above resolution, any further written informal comments with respect to the Water / Wastewater Master Plan can be forwarded to Mackenzie Schultz, Supervisor of Water/Wastewater Technical Services, (mschultz@oxfordcounty.ca), no later than September 25, 2023. The final draft Water / Wastewater Master Plan report can be viewed here on our Speak Up, Oxford! page. Thank You, David DAVID SIMPSON, P.Eng., PMP (He/Him)Director of Public Works, Oxford County T 519.539.9800 ext 3100 Page 139 of 936 DRAFT | JULY 2023 Water & Wastewater Master Plan Page 140 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 1 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2024 Oxford Water and Wastewater Master Plan TABLE OF CONTENTS EXECUTIVE SUMMARY TABLE OF CONTENTS 1.0 INTRODUCTION ............................................................................................................. 1 1.1 Background ......................................................................................................... 1 1.2 Water and Wastewater Master Plan Goals ............................................................ 1 2.0 MASTER PLANNING PROCESS ...................................................................................... 1 2.1 Class Environmental Assessment Process ............................................................ 1 2.2 Master Plan Process ............................................................................................ 2 2.3 Study Area ........................................................................................................... 5 2.3.1 General .................................................................................................... 5 2.3.2 Secondary Planning Areas ........................................................................ 5 2.4 Natural Environment ............................................................................................. 8 2.4.1 Overview .................................................................................................. 8 2.4.2 Conservation Authorities Act ..................................................................... 8 2.4.3 Watersheds and Well Head Protection Areas ............................................. 9 2.4.4 Natural Environment Features ................................................................... 9 2.5 Public Consultation and Engagement ...................................................................11 2.5.1 Introduction .............................................................................................11 2.5.2 Stakeholder Consultation .........................................................................12 2.5.3 Indigenous Consultation ..........................................................................12 2.5.4 Public Consultation Centre (PCC)s ..........................................................13 2.5.5 Speak Up, Oxford Project Webpage .........................................................14 2.5.6 Internal Technical Advisory Committee (InTAC) Meetings .........................15 2.5.7 External Technical Advisory Committee (ExTAC) Meetings .......................15 2.5.8 Presentation to Oxford County Council .....................................................15 2.5.9 Incorporating Consultation Input ..............................................................15 3.0 MASTER PLANNING AND POLICY CONTEXT ................................................................16 3.1 Planning Context .................................................................................................16 3.1.1 2020 Provincial Policy Statement .............................................................16 3.1.2 Oxford County Official Plan ......................................................................17 3.1.1 Phase I Comprehensive Review ...............................................................20 3.1.2 Population and Employment Projections ...................................................20 Page 141 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 2 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.2 Problem / Opportunity Statement .........................................................................23 3.3 Master Planning Principles ..................................................................................23 3.4 Legislative Context ..............................................................................................24 3.4.1 Environmental Assessment Act (EAA) ......................................................24 3.4.2 Ontario Water Resources Act (OWRA) .....................................................24 3.4.3 Nutrient Management Act (NMA) .............................................................24 3.4.4 Environmental Protection Act (EPA) .........................................................25 3.4.5 Safe Drinking Water Act (SDWA) .............................................................26 3.4.6 Clean Water Act (CWA) ...........................................................................27 3.4.7 Sustainable Water and Sewage Systems Act (2002) .................................28 3.4.8 O.Reg. 588/17: Asset Management Planning for Municipal Infrastructure ..28 3.4.9 Species at Risk Act ..................................................................................28 3.4.10 Endangered Species Act .........................................................................29 3.4.11 Federal Fisheries Act ...............................................................................30 3.5 Other Considerations ..........................................................................................30 3.5.1 Climate Change and Sustainability ...........................................................30 3.5.2 Natural Heritage ......................................................................................31 3.5.3 Water Conservation and Efficiency ...........................................................32 3.5.4 Sanitary Infiltration and Inflow Control .......................................................33 3.6 County Policy Review ..........................................................................................33 3.7 Water and Wastewater Plan Methodologies .........................................................34 3.7.1 Growth Sensitivity Analysis ......................................................................34 3.7.2 Risk Considerations .................................................................................35 4.0 COUNTY WATER SUPPLY, TREATMENT & DISTRIBUTION SYSTEM ..............................36 4.1 County Drinking Water System Infrastructure .......................................................36 4.1 Drinking Water Treatment Overview ....................................................................36 4.1.1 Iron and Manganese Treatment ...............................................................37 4.1.2 Disinfection Treatment Categories of Groundwater Supplies .....................37 4.1.3 Other Treatment Requirements ................................................................39 4.1.4 Water System Supply Capacity ................................................................39 4.1.5 Water System Capacities .........................................................................39 4.2 Oxford County Drinking Water Systems Overview ................................................40 4.2.1 Ingersoll DWS ..........................................................................................40 4.2.2 Tillsonburg DWS ......................................................................................40 4.2.3 Woodstock DWS .....................................................................................41 4.2.4 Blandford-Blenheim – Bright DWS ............................................................41 4.2.5 Blandford-Blenheim – Drumbo – Princeton DWS .......................................41 4.2.6 Blandford-Blenheim – Plattsville DWS .......................................................41 4.2.7 Oxford South (Norwich – Otterville - Springford Combined System) ..........42 4.2.8 South-West Oxford – Beachville DWS ......................................................42 Page 142 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 3 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 4.2.9 South-West Oxford – Brownsville DWS .....................................................42 4.2.10 South-West Oxford - Dereham Centre DWS .............................................42 4.2.11 South-West Oxford - Mount Elgin DWS ....................................................42 4.2.12 East Zorra-Tavistock – Hickson DWS .......................................................42 4.2.13 East Zorra-Tavistock – Innerkip DWS .......................................................43 4.2.14 East Zorra-Tavistock – Tavistock DWS .....................................................43 4.2.15 Zorra - Thamesford DWS .........................................................................43 4.2.16 Zorra – Embro DWS ................................................................................43 4.2.17 Zorra - Lakeside DWS..............................................................................43 5.0 DRINKING WATER SYSTEM DESIGN CRITERIA ..............................................................44 5.1 Drinking Water System Planning ..........................................................................44 5.2 Drinking Water System Design Criteria ................................................................44 5.2.1 Standards and Design Guidelines ............................................................44 5.2.2 System Components ...............................................................................45 5.3 Drinking Water System Design Considerations .....................................................46 5.3.1 Water Demand Sources ...........................................................................46 5.3.2 Water Loss ..............................................................................................47 5.3.3 Water System Design Parameters ............................................................47 5.3.4 County DWS Design Criteria ....................................................................50 5.3.5 Water Treatment and Supply System Sizing ..............................................59 6.0 COUNTY WASTEWATER COLLECTION AND TREATMENT SYSTEM ..............................63 6.1 County Wastewater Collection and Treatment System Infrastructure ....................63 6.2 Wastewater Treatment Overview .........................................................................65 6.2.1 Design Considerations .............................................................................65 6.2.2 Effluent Quality Requirements ..................................................................65 6.2.3 Bypass and Overflows .............................................................................66 6.3 County Wastewater Treatment Systems...............................................................66 6.3.1 Ingersoll WWTS .......................................................................................66 6.3.2 Tillsonburg WWTS ...................................................................................67 6.3.3 Woodstock WWTS ...................................................................................67 6.3.4 Blandford-Blenheim .................................................................................68 6.3.5 East Zorra-Tavistock ................................................................................70 6.3.6 Norwich ..................................................................................................71 6.3.7 South-West Oxford ..................................................................................71 6.3.8 Zorra .......................................................................................................72 7.0 WASTEWATER SYSTEM DESIGN CRITERIA ...................................................................74 7.1 Wastewater Service Planning ..............................................................................74 7.2 Wastewater Service Design Criteria .....................................................................74 Page 143 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 4 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.2.1 Standards and Design Guidelines ............................................................74 7.2.2 System Components ...............................................................................75 7.3 Wastewater Service Design Considerations .........................................................75 7.3.1 Wastewater Sources ................................................................................75 7.4 Wastewater System Design Criteria .....................................................................75 7.4.1 Wastewater Capacity ...............................................................................75 7.4.2 Wastewater Design Standards .................................................................76 7.4.3 Wastewater Design Parameters ...............................................................77 7.4.4 County WWTS Design Criteria .................................................................80 8.0 WATER SYSTEM EXISTING AND FUTURE INFRASTRUCTURE ASSESSMENT ................86 8.1 Water System Issues and Constraints ..................................................................86 8.2 Water System Demand Projection Methodology ...................................................87 8.2.1 Committed Capacity ................................................................................87 8.2.2 Water Demand Projection Methodology ...................................................87 8.3 Water System Demands Projections ....................................................................87 8.3.1 Ingersoll DWS ..........................................................................................87 8.3.2 Tillsonburg DWS ......................................................................................89 8.3.3 Woodstock DWS .....................................................................................90 8.3.4 Bright DWS .............................................................................................91 8.3.5 Drumbo-Princeton DWS ..........................................................................92 8.3.6 Plattsville DWS ........................................................................................93 8.3.7 Oxford South DWS ..................................................................................94 8.3.8 Beachville DWS .......................................................................................95 8.3.9 Brownsville DWS .....................................................................................96 8.3.10 Dereham Centre DWS .............................................................................97 8.3.11 Mount Elgin DWS ....................................................................................98 8.3.12 Hickson DWS ..........................................................................................99 8.3.13 Innerkip DWS ..........................................................................................99 8.3.14 Tavistock DWS ...................................................................................... 100 8.3.15 Thamesford DWS .................................................................................. 101 8.3.16 Embro DWS .......................................................................................... 103 8.3.17 Lakeside DWS ....................................................................................... 104 9.0 WASTEWATER SYSTEM EXISTING AND FUTURE INFRASTRUCTURE ASSESSMENT .. 105 9.1 Wastewater System Issues and Constraints ..................................................... 105 9.2 Wastewater System Flow Projection Methodology .............................................. 106 9.2.1 Committed Capacity .............................................................................. 106 9.2.2 Wastewater Flow Projection Methodology .............................................. 106 9.3 Wastewater System Flow Projections ................................................................. 106 Page 144 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 5 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 9.3.1 Ingersoll WWTS ..................................................................................... 106 9.3.2 Tillsonburg WWTS ................................................................................. 108 9.3.3 Woodstock WWTS ................................................................................. 109 9.3.4 Drumbo WWTS ..................................................................................... 111 9.3.5 Plattsville WWTS .................................................................................... 111 9.3.6 Norwich WWTS ..................................................................................... 112 9.3.7 Mt. Elgin WWTS..................................................................................... 113 9.3.8 Tavistock WWTS ................................................................................... 114 9.3.9 Thamesford WWTS ................................................................................ 115 10.0 WATER SERVICING ALTERNATIVE SOLUTIONS .......................................................... 117 10.1 Class EA Alternative Solutions ........................................................................... 117 10.2 Do Nothing ....................................................................................................... 117 10.3 Limit Community Growth ................................................................................... 117 10.4 Water Conservation, Efficiency and Source Protection ....................................... 118 10.5 Optimize Existing Well Supply and Water Distribution Conveyance Infrastructure 118 10.6 Extend Existing Water Distribution Systems ........................................................ 119 10.7 Develop New Well Supplies and/or Expand Existing Water Treatment Systems .... 120 11.0 WASTEWATER SERVICING ALTERNATIVE SOLUTIONS ............................................... 121 11.1 Class EA Alternative Solutions ........................................................................... 121 11.2 Do Nothing ....................................................................................................... 121 11.3 Limit Community Growth ................................................................................... 121 11.4 WWTS Infiltration and Inflow Control & Reduction ............................................... 122 11.5 Optimize Existing WWTS Infrastructure .............................................................. 122 11.6 Extend Existing WWTS Collection System .......................................................... 123 11.7 Develop New WWTP Capacity ........................................................................... 124 12.0 EVALUATION OF WATER AND WASTEWATER SERVICING ALTERNATIVE SOLUTIONS .................................................................................................................................... 125 12.1 Water and Wastewater Servicing Evaluation Criteria ........................................... 125 12.1.1 Evaluation Criteria ................................................................................. 125 12.1.2 Criteria Measurement ............................................................................ 126 12.2 Application of Screening Criteria to Water Alternative Solutions .......................... 126 12.2.1 Evaluation of Water Servicing Alternative Solutions ................................. 126 12.3 Preferred Water Alternative Solution(s) .............................................................. 131 12.4 Application of Screening Criteria to Wastewater Alternative Solutions ................. 131 12.5 Preferred Wastewater Alternative Solution(s) ..................................................... 135 13.0 PREFERRED WATER SERVICING STRATEGY ............................................................... 137 13.1 Overall Water Servicing Strategy Description ..................................................... 137 13.2 Detailed Water Servicing Strategy Requirements ................................................ 138 Page 145 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 6 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.2.1 Ingersoll DWS ......................................................................................... 138 13.2.2 Tillsonburg DWS ..................................................................................... 138 13.2.3 Woodstock DWS ................................................................................... 138 13.2.4 Blandford Blenheim ............................................................................... 139 13.2.5 Oxford South DWS (Norwich, Springford and Otterville) .......................... 139 13.2.6 South-West Oxford ................................................................................ 140 13.2.7 East-Zorra Tavistock .............................................................................. 140 13.2.8 Zorra ..................................................................................................... 141 13.3 Water Capital Implementation Plan .................................................................... 142 13.3.1 Level of Cost Opinions ........................................................................... 142 13.3.2 Water Projects Identified ........................................................................ 142 14.0 PREFERRED WASTEWATER SERVICING STRATEGY ................................................... 164 14.1 Overall Wastewater Servicing Strategy Description ............................................ 164 14.2 Detailed Wastewater Servicing Strategy Requirements ....................................... 164 14.2.1 Ingersoll WWS........................................................................................ 164 14.2.2 Tillsonburg WWS .................................................................................... 165 14.2.3 Woodstock WWS ................................................................................... 165 14.2.4 Blandford Blenheim ............................................................................... 165 14.2.5 Norwich WWS ....................................................................................... 166 14.2.6 South-West Oxford ................................................................................ 166 14.2.7 East-Zorra Tavistock .............................................................................. 166 14.2.8 Zorra ..................................................................................................... 167 14.3 Wastewater Capital Implementation Plan ........................................................... 167 14.3.1 Level of Cost Opinions ........................................................................... 167 14.3.2 Wastewater Projects Identified ............................................................... 168 15.0 IMPLEMENTATION ...................................................................................................... 184 15.1 Supporting Policy and Strategic Projects ............................................................ 184 15.2 Strategy Implementation .................................................................................... 184 Page 146 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 7 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT LIST OF TABLES Table ES-1: Oxford County Water and Wastewater Master Planning Principles Table ES-2: Summary of Major Water and Wastewater System Considerations Table ES-3: Summary of Solutions Reviewed for Water Issues Table ES-4: Summary of Solutions Reviewed for Wastewater Issues Table ES-5: Total Cost of Policy Development and Strategic Projects Table 3.1: Forecasted Residential Population Growth Table 3.2: Forecasted Employment Population Growth Table 3.3: Oxford County Water and Wastewater Master Planning Principles Table 3.4: EPA Regulations impacting Water and Wastewater Systems Table 3.5: Summary of Major Water and Wastewater System Risks Table 5.1: Components and Sub-Components Table 5.2: Design Criteria for Water Servicing Components Table 6.1: Ingersoll WWTP Effluent Objectives and Limits Table 6.2: Tillsonburg WWTP Effluent Objectives and Limits Table 6.3: Woodstock WWTP Effluent Objectives and Limits Table 6.4: Drumbo WWTP Effluent Objectives and Limits Table 6.5: Plattsville Lagoons Effluent Objectives and Limits Table 6.6: Tavistock Lagoons Effluent Objectives and Limits Table 6.7: Norwich Lagoons Effluent Objectives and Limits Table 6.8: Mt. Elgin WWTP Effluent Objectives Table 6.9: Thamesford WWTP Effluent Objectives and Limits Table 7.1: Wastewater Treatment System Components Table 7.2: Wastewater Treatment System Components .Table 8.1: Ingersoll DWS Forecasted MDD Table 8.2: Ingersoll DWS Projected Storage Requirements Table 8.3: Tillsonburg DWS MDD Forecast Table 8.4: Tillsonburg DWS Required Storage Volume Forecast Table 8.5: Woodstock DWS MDD Forecast Table 8.6: Woodstock DWS Required Storage Volume Forecast Table 8.7: Bright DWS MDD Forecast Table 8.8: Bright DWS Required Storage Volume Forecast Page 147 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 8 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 8.9: Drumbo – Princeton DWS MDD Forecast Table 8.10: Drumbo-Princeton DWS Required Storage Volume Forecast Table 8.11: Plattsville DWS Forecasted MDD Table 8.12: Plattsville Forecasted Storage Requirements Table 8.13: Oxford South's Forecasted MDD Table 8.14: Oxford South DWS Projected Storage Requirements Table 8.15: Beachville DWS Future MDD Forecast Table 8.16: Beachville DWS Future MDD Forecast Table 8.17: Brownsville DWS Future MDD Forecast Table 8.18: Brownsville DWS Future MDD Forecast Table 8.19: Dereham Centre DWS Future MDD Forecast Table 8.20: Dereham Centre DWS Required Storage Volume Forecast Table 8.21: Mount Elgin DWS MDD Forecast Table 8.22: Mount Elgin MDWS Required Storage Volume Forecast Table 8.23: Hickson DWS MDD Forecast Table 8.24: Hickson DWS Required Storage Volume Forecast Table 8.25: Innerkip DWS MDD Forecast Table 8.26: Innerkip DWS Required Storage Volume Forecast Table 8.27: Tavistock DWS Forecasted MDD Table 8.28: Tavistock DWS Forecasted Storage Requirements Table 8.29: Thamesford DWS Forecasted MDD Table 8.30: Thamesford DWS Forecasted Storage Requirements Table 8.31:Embro DWS Forecasted MDD Table 8.32: Embro DWS Projected Storage Requirements Table 8.33: Lakeside DWS Forecasted MDD Table 8.34: Lakeside DWS Projected Storage Requirements Table 9.1: Ingersoll WWTS Projected Wastewater Flows Table 9.2: Ingersoll SPS Rated Capacities Table 9.3: Tillsonburg WWTS Projected Wastewater Flows Table 9.4: Tillsonburg SPS Capacities Table 9.5: Woodstock WWTS Projected Wastewater Flows Table 9.6: Woodstock SPS Capacities Page 148 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 9 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.7: Drumbo WWTS Projected Wastewater Flows Table 9.8: Drumbo SPS Capacities Table 9.9: Plattsville WWTS Projected Wastewater Flows Table 9.10: Norwich WWTS Projected Wastewater Flows Table 9.11: Norwich SPS Capacities Table 9.12: Mount Elgin WWTS Projected Wastewater Flows Table 9.13: Tavistock WWTS Projected Wastewater Flows Table 9.14: Tavistock SPS Capacities Table 9.15: Thamesford WWTS Projected Wastewater Flows Table 9.16: Thamesford SPS Capacities Table 12.1: Water and Wastewater Servicing Evaluation Categories and Criteria Table 12.2: Alternative Solutions Rating Scale Table 13.1: ASTM E2516 Accuracy Range of Cost Opinions for General Building Industries Table 14.1: ASTM E2516 Accuracy Range of Cost Opinions for General Building Industries 15.1: Total Cost of Policy Development and Strategic Projects LIST OF FIGURES Figure ES 1.1: Water and Wastewater Master Plan Study Area Figure ES 1.2: Oxford County’s Secondary Planning Areas Figure 2.1: MCEA Planning and Design Process Figure 2.2: Water and Wastewater Master Plan Study Area Figure 2.3: Oxford County’s Secondary Planning Areas Figure 2.4: Conservation Authority and Well Head Protection Area Map of Oxford County Figure 2.5: Natural Heritage Areas Map of Oxford County Figure 4.1: County Water Systems Infrastructure Overview Figure 6.1: Existing Oxford County Wastewater Infrastructure Figure 9.1: Current Regulated Area in Vicinity of Tillsonburg WWTP Figure 15.1: Oxford County Integrated Growth Management Process Page 149 of 936 Draft 2024 Oxford Water and Wastewater Master Plan TOC - 10 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT LIST OF APPENDICES Appendix 1 Natural Environment Report Appendix 2 Consultation Summary 2.1 Stakeholder Directory 2.2 Public Notices 2.2.1 Commencement Notice 2.2.2 PCC 1 Notice 2.2.3 PCC 2 Notice 2.3 Indigenous consultation 2.3.1 Letters and response survey and correspondence 2.3.2 Relationship building presentation 2.4 Public Consultation 2.4.1 PCC 1 Presentation 2.4.2 SUO Feedback Survey 2.4.3 PCC 2 Presentation 2.4.4 SUO Lifetime Summary 2.5 Record of Responses (email and letter correspondences) 2.5.1 Indigenous 2.5.2 Government Agency 2.5.3 Area Municipality 2.5.4 Public 2.6 Council Presentations 2.6.1 Presentation 1 2.6.2 Presentation 2 Appendix 3 County Policies Appendix 4 Population and employment projections Appendix 5 Water Maps Appendix 6 Water Infrastructure Summary Appendix 7 GIS Maps Appendix 8 Wastewater Infrastructure Summary Page 150 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-1 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT EXECUTIVE SUMMARY Introduction The County of Oxford (“the County”) has commenced a Water and Wastewater Master Plan (W/WW MP) in order to develop, evaluate and determine a long term water and wastewater approach to manage current servicing needs as well as accommodate future projected population and employment growth to the year of 2046. Background The County owns 17 municipal drinking water systems and 11 municipal wastewater systems which includes, but is not limited to, approximately 735 km of distribution watermains, 34 water treatment plants, 42 water reservoirs/storage towers, 6 water booster stations, 61 active groundwater supply wells, 600+ km of sewers and forcemains, 36 sewage pumping stations, 9 wastewater treatment plants, SCADA systems, 5 bulk water stations and a biosolids management facility. The County holds full municipal authority and is responsible for all water and wastewater system services, including water treatment, wastewater treatment, water distribution and wastewater collection, as per Section 11(11) of the Municipal Act, 2001. Master Plan Goals The following goals were developed for the W/WW MP: 1.Provide water and wastewater strategies to service existing settlement areas and growth to the year 2046; 2.Develop water and wastewater strategies that are consistent with and conform to Provincial policies/legislation and support the County’s Official Plan and strategic initiatives; 3.Identify options for optimizing the effectiveness of the existing water and wastewater infrastructure; and 4.Develop an integrated multi-year water and wastewater capital implementation plan which affords infrastructure reliability, redundancy, and sustainability. Study Area The Study Area below incorporates the County’s entire geographical region which includes its eight Area Municipalities - Township of Blandford-Blenheim, Township of East Zorra- Page 151 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-2 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Tavistock, Town of Ingersoll, Township of Norwich, Township of South-West Oxford, Town of Tillsonburg, City of Woodstock, and Township of Zorra. The Study Area is made up of rural areas, settlement clusters and smaller urban centres which cover approximately 2,000 km2 as shown in Figure ES 1.1. Figure ES 1.1: Water and Wastewater Master Plan Study Area In order to provide the necessary land use planning and servicing basis for the settlement expansions that are required to accommodate this growth, the County and some Area Municipalities have recently initiated and/or completed a number of Secondary Plans. The Secondary planning processes are shown in Figure ES1.2. Page 152 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-3 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Figure ES 1.2: Oxford County’s Secondary Planning Areas Master Planning Process Class Environmental Assessment and Master Plan Process The Master Plan process provides the basis for developing long-range water and wastewater servicing plans which integrates infrastructure requirements for existing / future land use and evaluates all reasonable servicing alternatives with considerations to natural, social, and economic environments (“triple bottom line”). In this regard, preparation of the 2024 W/WW MP followed the Municipal Class Environmental Assessment (Class EA) process which is an approved planning and design process under the Ontario Environmental Assessment Act, 1990. The W/WW MP was developed following Approach #1 of the Municipal Class EA process which involves a broad scope and a high level of assessment of the projects identified in the Study Area. Projects were identified and classified into schedules based on the type of undertakings and related activities (A, A+, B, C). Page 153 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-4 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT The W/WW MP serves to satisfy Phases 1 (identify the problem) and 2 (identify alternative solutions to the problem) of the five-phase Municipal Class EA planning and design process. While the Class EA requirements for Schedule A and A+ were fulfilled through the above approach, other project-specific investigations may be required to satisfy additional Class EA requirements (Phases 3 & 4) before implementation of certain individual projects (i.e. Schedule B and C Class EA Studies). Problem and Opportunity Statement The County has defined the following as its statement of the problem/opportunity to be addressed by the W/WW MP: To identify preferred water and wastewater servicing strategies to meet Oxford’s growth needs to 2046 as well as provide effective on-going continuity to existing serviced settlement areas across Oxford County as appropriate. The W/WW MP will afford on-going servicing continuity for the communities (designated as settlement areas in the Oxford County Official Plan), including fully serviced (municipal) large urban centres and villages, which are intended to be the primary focus for future growth and development, as well as partially serviced villages. The W/WW MP was directed to assume that any rural villages that are privately serviced and/or rural clusters will remain on such servicing given growth is limited to minor infilling in these areas. The 2024 W/WW MP was developed to service planned population and employment growth forecasts to the year 2046 which are based on the approved 2020 Oxford County Phase 1 Comprehensive Review. As part of the water and wastewater servicing assessment, a sensitivity analysis was also undertaken to evaluate the potential impacts of higher than forecasted growth on the County’s water and wastewater infrastructure needs. The purpose of this analysis was to provide the County with additional information and direction necessary to adjust the infrastructure improvement plans to accommodate higher than forecasted growth should it be identified through upcoming forecast updates, or otherwise materialize over the planning period. Public Consultation and Engagement In keeping with the principles of the Municipal Class EA process, the W/WW MP featured a high degree of public and stakeholder involvement. The Class EA process requires stakeholder consultation to incorporate input from interested or impacted groups. Potential stakeholders included but were not limited to public, review agencies, Indigenous Page 154 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-5 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Communities, Oxford County Internal staff and Council departments, Area Municipality Councils and staff, and Railways, Transit Agencies, Utilities, etc. The following summarizes the public announcements and consultation opportunities for public and agency input and participation in the study: •Notice of Study Commencement in March 2022; •News releases, radio ads, and social media posts; •Two virtual Public Consultation Centres, in September 2022 and June 2023; •Six in person consultation events at Canada’s Outdoor Farm Show in Woodstock (September 2022), Ribfest in Tillsonburg (September 2022), Ingersoll Town Council Chambers (September 2022, March 2023), Oxford Council Chambers in Woodstock (March 2023), and Tillsonburg Council Chambers (March 2023); •Updates and references to the study through the Oxford County website and “Speak-Up Oxford” (https://oxfordcounty.ca/wwwmp); •Five advisory committee meetings with the Internal Technical Review Committee (InTAC) (April 2022, April & May 2023) and External Technical Review Committee (ExTAC) (April 2022, June 2023); and •Presentations to Oxford County Council. Agencies, stakeholders, and Indigenous Communities were notified at key points in the study process, and they were encouraged to provide any information they felt was necessary for the Project Team to consider during the study. All comments received from agencies, stakeholders and Indigenous Communities were recorded and considered throughout the Master Plan process. Appendix 2 provides the complete record of public consultation for the W/WW MP. Master Planning Principles To review the issues and opportunities in the County with regards to water and wastewater servicing to the period to 2046, the following principles shown in Table ES-1 below were developed by the County. Page 155 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-6 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table ES-1: Oxford County Water and Wastewater Master Planning Principles 2024 Water and Wastewater Master Plan Integrate growth management planning and infrastructure servicing in a manner which ensures alignment with County’s Official Plan and Strategic Initiatives Offer infrastructure solutions that recognize potential for growth beyond current planning horizons Develop infrastructure systems which meet the County’s established asset level of service framework and MECP legislative requirements Maximize the use of available existing capacity in infrastructure, while considering sustainable infrastructure expansions Provide reliability, redundancy, and security in the infrastructure systems, including consideration of reserve capacity Optimize pumping and storage infrastructure to maintain level of service under emergency conditions Recommend proven, reliable, financially, and sustainable technologies that meet long-term servicing requirements Recognize water conservation and efficiency measures to support environmental sustainability Consider infrastructure operating and maintenance costs, including full lifecycle costing, to evaluate overall long-term financial implications and sustainability Water and Wastewater Servicing Strategy Development The process of determining Oxford County’s long term water and wastewater servicing needs involved a number of tasks and evaluation processes that were undertaken as part of the W/WW MP process. Some of the key tasks undertaken included: •Analyzing planning information and undertaking growth sensitivity analyses; •Establishing existing system conditions; •Identifying issues and constraints for each system; •Developing design criteria and projections of future water demands and wastewater flows; Page 156 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-7 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Assessing existing and future infrastructure capacity; •Assessing risk; •Developing servicing evaluation criteria; •Developing alternative servicing concepts; •Evaluating alternative servicing strategies; and •Determining preferred servicing strategy, implementation, and phasing. There are potential considerations that will influence the County’s ability to provide water and wastewater services with its current infrastructure and these will have to be considered in planning existing and future works as summarized in Table ES-2. Table ES-2: Summary of Major Water and Wastewater System Considerations Water System Wastewater System •Changes in water quality requirements •Variability in individual well yields •Power Interruptions •Climate Change – lowering of water table •Source water protection – human impacts on water quality and quantity •Changes to regulated effluent quality •Changes in discharge requirements due to the receiving stream’s assimilative capacity. •Power Interruptions •Climate Change – increased sewer infiltration/inflow, flood levels impacting facilities Preferred Water Servicing Strategy Overall Water Strategy Summary The preferred water servicing strategy ensures the County’s municipal drinking water systems have adequate water supply, water treatment capacity, sufficient water system storage and pumping/transmission capabilities to the year 2046. The strategy was based on a combination of servicing alternatives which included: •Optimizing existing well supply and water distribution conveyance infrastructure. Page 157 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-8 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Extending existing water distribution systems (watermain extensions, new booster pumping stations, new storage facilities, system interconnections) to service infill areas and employment lands. •Developing new well supplies and expanding existing water treatment plant capacities. •Ongoing source water protection initiatives and continuation of water conservation best management practices. •Focusing growth and development within designated settlement areas, including fully serviced (municipal) large urban centers and villages as well as partially serviced (municipal) villages. Specific alternatives for each drinking water system were then further developed based on the type of issue found within each system as summarized in Table ES-3. Table ES-3: Summary of Solutions Reviewed for Water Issues Issues Servicing Solutions Reviewed Water Supply •Additional standby production well •Interconnection with another system •Specialized well rehabilitation •Water conservation Water Treatment •Treatment at well site •Treatment at centralized site (multiple wells) •Treatment technologies (as applicable) Water Distribution and Booster Pumping •Refurbish/upsize existing watermains •New watermains •Refurbish existing or build new BPS/standpipe •Revise existing or create new pressure zones Water Storage •In-ground Storage (and associated BPS) •Elevated Storage Risk •Backup power generation •Source water protection and emerging water quality threats Page 158 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-9 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Issues Servicing Solutions Reviewed •System redundancy and reliability Servicing Requirements by System As detailed in Appendix ES-1 (located on page ES-17), the preferred water servicing strategy has identified numerous water capital projects which are required to service existing needs and anticipated growth (infill areas, current/future secondary planning areas) in Oxford County to the year 2046. The overall water capital program from 2024 to 2046 has been estimated to be approximately $245 million (2023 dollars). Key servicing requirements for each municipal drinking water system (DWS) are as follow: •Ingersoll DWS o Trunk watermain extensions/upsizing, New Booster Pumping Station, New Elevated Water Storage, Water Quality Improvement Pilot •Tillsonburg DWS o Upgrades to Wells 3 and Well 7A treatment facilities, Replacements of Wells 1A and 2, 6A, and 11, Standby Power, Water Storage Expansion, Trunk watermain extensions/upsizing, Source Water Protection. •Woodstock DWS o Standby Power, Southside Water Treatment Plant Replacement, Feedermain Twinning, Upgrades to Wells 6 and 9, Trunk watermain extensions/upsizing, New Water Booster Pumping Stations, Pressure Zone Boundary Adjustments, Source Water Protection. •Norwich o Oxford South DWS (Norwich, Springford and Otterville) o Norwich Well 4 Water Treatment Plant Filtration Upgrades and Storage, New Standby Well supply. •Blandford Blenheim o Drumbo-Princeton DWS Page 159 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-10 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT ▪Standby power to existing wells, trunk watermain extensions/upsizing, new well supply, new Water treatment plant with filtration. o Plattsville DWS ▪Water treatment plant filtration upgrades, New Standby Well supply. o Bright DWS ▪Plattsville to Bright Water System Interconnection, Well 5 Decommissioning. •South-West Oxford o Mount Elgin DWS ▪Mount Elgin Water Treatment Plant Optimization, Trunk Watermain Interconnection to Ingersoll Water System. o Beachville DWS ▪New Standby Well Supply and Water Storage. o Brownsville DWS ▪Water Quality Improvements, Water Treatment Plant Filtration. o Dereham Centre DWS ▪Water infrastructure refurbishment •East-Zorra Tavistock o Innerkip DWS ▪Water infrastructure refurbishment. o Tavistock DWS ▪New Well Supply, New Treatment Plant with Onsite Storage, Trunk watermain extensions/upsizing, Water Treatment Plant Filtration Upgrades, Water Tower Rehabilitation. o Hickson DWS ▪Water infrastructure refurbishment. Page 160 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-11 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Zorra o Thamesford DWS ▪Trunk watermain extensions, Water Reservoir Contact Time Enhancements (reallocation to Storage). o Embro DWS ▪Water Reservoir Contact Time Enhancements (reallocation to Storage), Water Storage Enhancements at Embro Water Treatment Plant. o Lakeside DWS ▪Water infrastructure refurbishment. Preferred Wastewater Servicing Strategy Overall Strategy Description The preferred wastewater servicing strategy ensures the County’s municipal wastewater systems have sufficient wastewater conveyance capabilities and wastewater treatment capacity to the year 2046. The strategy was based on a combination of servicing alternatives which included: •Optimizing existing wastewater collection and treatment plant infrastructure; •Extending existing wastewater collection systems (sewer mains extensions, new/upsized forcemains, new/upgraded sewage pumping stations, and system interconnections) to service infill areas and employment lands. •Rehabilitating aging trunk sewers and initiating sewer system inflow and infiltration reduction best management practices. •Expanding existing water treatment plant capacities. •Focusing growth and development within designated settlement areas, including fully serviced (municipal) large urban centers and villages as well as partially serviced (municipal) villages. Specific alternatives for each wastewater system were then further developed based on the type of issue found within each system as summarized in Table ES-4. Page 161 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-12 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table ES-4: Summary of Solutions Reviewed for Wastewater Issues Component Solutions Reviewed Wastewater Collection and Conveyance Trunk Sewers and Local Gravity Sewers Sanitary Pumping Station Forcemain Siphon (gravity flow underneath river) Infiltration and Inflow Control and Reduction Wastewater Treatment Headworks and Septage receiving facilities Liquid Treatment of wastewater (primary and secondary treatment) Tertiary Treatment (if required) to reduce nutrients in wastewater Wastewater effluent disinfection Biosolids Management (treatment, storage, disposal) Wet weather flow treatment (in some cases) Detailed Servicing Requirements As detailed in Appendix ES-2 (located on page ES-38), the preferred wastewater servicing strategy has identified numerous wastewater capital projects which are required to service existing needs and anticipated growth (infill areas, current/future secondary planning areas) in Oxford County to the year 2046. The overall wastewater 2024 - 2046 capital program is estimated at approximately $320 million (2023 dollars). Key servicing requirements for each municipal wastewater system (WWS) are as follow: •Ingersoll WWS o Trunk sewer extensions/upsizing, New Sewage Pumping Stations, New Forcemains, New Trunk sewer river crossing, Wastewater Treatment Plant Headworks Upgrades. •Tillsonburg WWS o Wastewater Treatment Plant Capacity Expansion (Phase 2), Trunk sewer rehabilitation, Upgrades to Sewage Pumping Stations, Forcemain Upgrades, and Trunk sewer extensions/upsizing. Page 162 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-13 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Woodstock WWS o Trunk sewer extensions/upsizing, New Forcemains, New/Upgraded Sewage Pumping Stations, Wastewater Treatment Plant Upgrades, Brick Pond Trunk sewer realignment, Sewer Inflow, and Infiltration Reduction. •Blandford Blenheim o Drumbo WWS ▪Wastewater Treatment Plant Capacity Expansion (Phase 2), Standby power to SPS locations. o Plattsville WWS ▪Wastewater Treatment Plant Optimization, Lagoon biosolids removal and berm repair, Trunk sewer extensions, forcemain twinning and capacity review. •Norwich WWS o Wastewater Treatment Plant Capacity Expansion (Phase 2), Lagoon biosolids removal and berm repair. •South-West Oxford o Mount Elgin WWS ▪Wastewater Treatment Plant Capacity Expansion (Phase 3 / 4), Ingersoll to Mount Elgin Wastewater System Interconnection (Forcemain). •East-Zorra Tavistock o Tavistock WWS ▪Wastewater Treatment Plant Capacity Expansion (Phase 2), Sewage Pumping Station Capacity Upgrades, Trunk sewer extensions/upsizing, Sewer System Inflow and Infiltration Reduction. o Innerkip WWS ▪Upsizing/Twining of Forcemain to Woodstock. Page 163 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-14 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Zorra o Thamesford WWS ▪Wastewater Treatment Plant Upgrades. o Embro WWS ▪Sewage Pumping Station Capacity Upgrades, Upsizing/Twining of Forcemain to Woodstock. Supporting Policy and Strategic Projects In addition to water and wastewater capital projects identified, a number of supporting policies and strategies were also identified to be developed over the Master Plan period as shown in Table ES-5. Table ES-5: Total Cost of Policy Development and Strategic Projects Project Description 1-5 Year 6-10 Year +10 Year Total Fire Rated Systems Policy $50,000 $50,000 Backup Power Prioritization Policy $35,000 $35,000 Servicing Upgrades Policy $75,000 $75,000 $150,000 $300,000 Connected Systems Rate Servicing Policy $75,000 $75,000 $75,000 $225,000 2029 Water and Wastewater Master Plan $450,000 $450,000 2034 Water and Wastewater Master Plan $450,000 $450,000 2039 Water and Wastewater Master Plan $450,000 $450,000 2044 Water and Wastewater Master Plan $450,000 $450,000 2029 DC W/WW Technical Study $100,000 $100,000 Page 164 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-15 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project Description 1-5 Year 6-10 Year +10 Year Total 2034 DC W/WW Technical Study $100,000 $100,000 2039 DC W/WW Technical Study $100,000 $100,000 2044 DC W/WW Technical Study $100,000 $100,000 TOTAL $685,000 $800,000 $1,325,000 $2,810,000 Implementation The preferred short and long term water and wastewater servicing strategies will be implemented in accordance with each project’s respective Class EA schedule: •Exempt (formerly Schedule A/A+) projects will move directly forward to design and construction based on the designated schedule. •Schedule B projects identified will proceed through separate stand-alone studies (a Project File Report will be completed for public filing) or as part of an integrated planning process under the Planning Act in order to satisfy Class EA requirements. •Schedule C projects identified will continue to Phases 3 and 4 of the Class EA process and have an Environmental Study Report (ESR) completed for public filing. It is anticipated that these Schedule C projects will review and update Phases 1 and 2 of the Class EA process as part of the project scope. During the subsequent steps of project implementation, primarily during detailed design, the following requirements will be considered: •Finalization of property requirements; •Refinement of infrastructure alignment, sizing, facility siting and costing; •Refinement of construction methodologies; •Completion of additional supporting investigations as required such as geotechnical, hydro-geotechnical and site specific environmental studies; •Review and mitigation of potential construction related impacts; and Page 165 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-16 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Completion of all approval requirements including, but not limited to, provincial approvals (MECP, MNR), local municipality approvals (site plans, building permits), and conservation authority approvals. Given the growth-related nature of the servicing strategies, these capital programs will also form the foundation for the water and wastewater components of Oxford County’s Development Charges (DC) By-Law as part of the County’s Integrated Growth Management Process. Along with the Water and Wastewater Development Charges Technical Report, the 2024 Water and Wastewater Master Plan provides recommendations, provides supporting information, and identifies the capital requirements for the Oxford County DC By-Law which will be updated for 2024. The respective projects identified in the 2024 W/WW MP will also provide a baseline for Oxford County’s future capital budgets. Page 166 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-17 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Appendix ES-1 – Water Projects Identified Ingersoll Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $1,500,000 $375,000 $375,000 $750,000 960307 ING Groundwater Modelling $170,000 $170,000 NEW Water Quality Improvements $700,000 $350,000 $350,000 260300 ING Specialized Well Rehabilitation Program $430,000 $185,000 $30,000 $215,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY 960325 ING Watermain Replacements $30,325,000 $8,284,000 $7,347,000 $14,694,000 960335 ING Watermain (Cast Iron) Replacements $2,140,000 $2,140,000 NEW Thames Street South Trunk Watermain Extension from CNR to Holcroft $324,000 $324,000 SOUTH THAMES RESIDENTIAL AREA NEW Trunk Watermain on Hamilton Road from internal lands to existing water distribution system (Oakwood) $900,000 $900,000 Page 167 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-18 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Trunk Watermain through internal lands from Hamilton Road to north of CNR (near Thomas Street/Wallace Line) $720,000 $720,000 DISTRIBTUION - EMPLOYMENT AREAS WALLACE LINE INDUSTRIAL PARK 960337 ING Wallace Line Trunk Watermain from Robinson Road to north of CNR (D) $220,000 $220,000 960337 ING Wallace Line Trunk Watermain from Robinson Road to north of CNR (C) $1,980,000 $1,980,000 SOUTHWEST INDUSTRIAL PARK Second Feed Wallace Line Second Feedermain from Robinson Road to Hwy 401 (D) $45,000 $45,000 NEW Wallace Line Second Feedermain from Robinson Road to Hwy 401 (C) $450,000 $450,000 NEW Second Feedermain Hwy 401 Crossing - Wallace Line to Union Street (D) $163,000 $163,000 NEW Second Feedermain Hwy 401 Crossing - Wallace Line to Union Street (C) $1,625,000 $1,625,000 Page 168 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-19 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Union Road Trunk Watermain from Hwy 401 crossing to Curry Road (D) $128,000 $128,000 NEW Union Road Trunk Watermain from Hwy 401 crossing to Curry Road (C) $1,283,000 $1,283,000 Second Feed Curry Road Trunk Watermain from Union Road to future water tower site (D) $287,000 $287,000 NEW Curry Road Trunk Watermain from Union Road to future water tower site (C) $2,869,000 $2,869,000 NEW Elevated Water Storage Tank $3,409,000 $3,409,000 TOTAL $49,668,000 $15,648,000 $14,952,000 $19,068,000 Tillsonburg Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $1,500,000 $375,000 $375,000 $750,000 260200 WATER TBURG Specialized Well Rehabilitation Program $841,000 $343,000 $166,000 $332,000 Page 169 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-20 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960200 TBURG Well 7A - Filtration Upgrades (C) $1,500,000 $1,500,000 960201 TBURG Well 3 Facility Upgrade (D) $415,000 $415,000 960201 TBURG Well 3 Facility Upgrade (C) $2,300,000 $2,300,000 NEW Backup Power for North Street Pumphouse $465,000 $465,000 NEW Replacement of Well 6A $150,000 $150,000 960211 TBURG Broadway Secondary Transmission Main Feed $1,309,000 $1,309,000 NEW Mall Rd Replacement Wells for Wells 1a and 2 $465,000 $465,000 NEW Bell Mill Replacement Well for Well 11 $642,000 $642,000 NEW Well 12 capacity increase feasibility study $321,000 $321,000 NEW Well 4 and 5 Treatability Study $100,000 $100,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY NEW Secondary Elevated Storage $2,273,000 $2,273,000 Page 170 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-21 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Watermain West Town Line from Simcoe Street to Potters Rd. $639,000 $639,000 960235 TBURG Watermain Replacements $20,518,000 $7,678,000 $4,280,000 $8,560,000 NEW Victoria Wood Subdivision Watermain on Street I from Westin Drive to Street F $300,000 $300,000 NEW Victoria Wood Subdivision Watermain on Grandview Drive (near Quarter Townline) West to Street A then N to Concession Street W. $675,000 $675,000 960213 TBURG Cranberry Road Watermain Extension from Beckett Blvd North to Town Limits (C ) $1,309,000 $1,309,000 NEW North End Watermain Looping $1,712,000 $1,712,000 DISTRIBTUION - EMPLOYMENT AREAS Innovation Park Industrial Lands NEW Watermain looping VanNorman St watermain loop (off HWY 3) $540,000 $540,000 Page 171 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-22 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Rokeby Sideroad Industrial Lands NEW Vienna Road Watermain Extension from Rouse Street to South on Vienna Rd. $271,000 $271,000 TOTAL $38,245,000 $19,273,000 $6,197,000 $12,776,000 Woodstock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $2,000,000 $500,000 $500,000 $1,000,000 NEW Strik Drain Stormwater Management Facility $550,000 $550,000 260100 WDSTK Specialized Well Rehabilitation Program $2,000,000 $500,000 $500,000 $1,000,000 960159 WDSTK Thornton to Woodstock Feedermain Replacement (D) $1,000,000 $1,000,000 960159 WDSTK Thornton to Woodstock Feedermain Replacement (C) $10,000,000 $10,000,000 Page 172 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-23 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Zone 1 Pressure Reducing Valve Control Building to Southside Supply $300,000 $300,000 NEW Thornton to HWY 401 crossing Feedermain Upgrade (RELINING 401 CROSSING) $1,206,000 $1,206,000 NEW Thornton WTP High Lift Pumping Upgrades $100,000 $100,000 Well 9 and Well 6 upgrades at Southside WTP $350,000 $350,000 NEW Southside WTP Revitalization Study $200,000 $200,000 NEW Tower Generators $300,000 $300,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY Karn Rd Secondary Plan Area 960154 WDSTK Karn Rd (Zone 6) Booster Pumping Station (D) $400,000 $400,000 960154 WDSTK Karn Rd (Zone 6) Booster Pumping Station (C) $4,000,000 $4,000,000 960134 WDSTK Watermain from Karn Rd Booster Pumping Station west to Anderson $1,845,000 $1,845,000 Page 173 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-24 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Street, east along Karn Road and looping back to Booster Pumping Station NEW Realignment of Zone 1 supply transmission main and 450 mm reservoir drain through Karn Road Subdivision $450,000 $450,000 Existing Distribution System 960120 WDSTK Decommissioning of 0.8 MG Bowerhill Reservoir $750,000 $750,000 NEW Bowerhill Reservoir Expansion (Zone 1) $6,818,000 $6,818,000 NEW Zone 2 Second Feedermain Trunk from Karn Road Booster Pumping Station to new expanded Zone 2 (northwest of Athlone service area) $270,000 $270,000 960141 WDSTK Watermain Replacements (City) $38,047,000 $9,547,000 $9,500,000 $19,000,000 960153 WDSTK Watermain Replacements (County) $13,240,000 $3,310,000 $3,310,000 $6,620,000 960155 WDSTK Zone 3 Booster Pumping Station (D) $376,000 $376,000 Page 174 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-25 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960155 WDSTK Zone 3 Booster Pumping Station (C) $2,507,000 $2,507,000 960163 WDSTK County Road 17 / 11 th Line Watermain (D) $144,000 $144,000 960163 WDSTK County Road 17 / 11 th Line Watermain (C) $1,440,000 $1,440,000 960164 WDSTK 11th Line Watermain Replacement (D) $144,000 $144,000 NEW Zone 3 Pressure Reducing Valve Control Building to northern Zone 1 area (near Nellis Booster Pumping Station) $200,000 $200,000 East Woodstock Secondary Plan Area NEW Township Rd 3 Waterman from Oxford Road 4 to EPA woodlot area $1,240,000 $1,240,000 DISTRIBUTION - EMPLOYMENT LANDS North East Industrial Park 960135 WDSTK Toyota Easement Watermain from Elevated Storage tower to west side of Hwy 401 (C) $1,096,000 $1,096,000 Page 175 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-26 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Toyota Easement Hwy 401 Watermain Crossing (C) $1,116,000 $1,116,000 NEW Easement Watermain from east side of Hwy 401 to west limit of Corlett site (D) $43,000 $43,000 NEW Easement Watermain from east side of Hwy 401 to west limit of Corlett site (C) $388,000 $388,000 NEW Street C Watermain from Corlett site to Blandford Road (D) $12,000 $12,000 NEW Street C Watermain from Corlett site to Blandford Road (C) $112,000 $112,000 NEW Blandford Rd Watermain from Street C to Township Road #2 (D) $23,000 $23,000 NEW Blandford Rd Watermain from Street C to Township Road #2 (C) $207,000 $207,000 South East Industrial Park 950152 WDSTK PHASE II Page 176 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-27 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 WM 400 mm on Patullo (~ 150 m east of Alyea Street/ opposite SPS to Southwest Limit of study area) 790 meters & WM 400 mm on Patullo (Southwest Limit of study area to Middletown Line) 944 meters (D) $164,000 $164,000 WM 400 mm on Patullo (~ 150 m east of Alyea Street/ opposite SPS to Southwest Limit of study area) 790 meters & WM 400 mm on Patullo (Southwest Limit of study area to Middletown Line) 944 meters (C) $1,475,000 $1,475,000 Middletown Line Watermain from Patullo Avenue to Street A (D) $7,000 $7,000 Middletown Line Watermain from Patullo Avenue to Street A (C) $65,000 $65,000 PHASE IIi Page 177 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-28 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Street A service corridor to Street B (D) $10,000 $10,000 Street A service corridor to Street B (C) $100,000 $100,000 Street A Watermain from Middletown Line to Service Corridor (D) $10,000 $10,000 Street A Watermain from Middletown Line to Service Corridor (C) $100,000 $100,000 Service corridor Watermain from Street A to Hwy 403 (D) $4,000 $4,000 Service corridor Watermain from Street A to Hwy 403 (C) $36,000 $36,000 Street B Watermain from Street A to Patullo Avenue (D) $5,000 $5,000 Street B Watermain from Street A to Patullo Avenue (C) $45,000 $45,000 TOTAL $96,335,000 $40,346,000 $21,011,000 $34,978,000 Page 178 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-29 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Blandford Blenheim Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) - Plattsville (D) $426,000 $426,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) - Plattsville (C) $2,841,000 $2,841,000 BRIGHT NEW Bright to Plattsville Interconnecting Watermain $4,418,000 $4,418,000 NEW Bright Well 5 Abandonment Study $150,000 $150,000 PLATTSVILLE NEW Land Acquisition for new WTF for Manganese Treatment $400,000 $400,000 Page 179 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-30 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW New Well Supply $1,571,000 $1,571,000 NEW Backup Generation at WTF $428,000 $428,000 DRUMBO-PRINCETON NEW New Well Supply $1,167,000 $1,167,000 NEW Backup generation to Wells 1 and 2A $300,000 $150,000 $150,000 NEW Water Treatment Plant Land Acquisition $400,000 $400,000 NEW Water Treatment Plant Relocation (D) $701,000 $701,000 NEW Water Treatment Plant Relocation (C ) $4,675,000 $4,675,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY NEW Plattsville N Boundary Trunk Watermain Extension Hoffstetter Rd North to limit $333,000 $333,000 NEW Applewood Trunk Watermain Upsizing $83,000 $83,000 Page 180 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-31 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Princeton Roper Street Trunk Watermain Upsizing $232,000 $232,000 960400 Townships Watermain Replacements (Townships) $150,000 $150,000 TOTAL $18,575,000 $5,857,000 $1,053,000 $11,665,000 Norwich Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 260400 Water Townships Specialized Well Rehabilitation Program $140,000 $20,000 $40,000 $80,000 NORWICH NEW New Standpipe at Main St WTF (Well 4) $2,273,000 $2,273,000 960429 Manganese Filtration Townships New Filtration Facility at Main St WTF (D) $362,000 $362,000 Page 181 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-32 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960429 Manganese Filtration Townships New Filtration Facility at Main St WTF (C) $3,253,000 $3,253,000 NEW New Water Supply $1,571,000 $1,571,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $1,953,000 $1,953,000 960402 New Asset Supply/Linear New Asset Supply/Linear Watermain Replacements (Townships) $600,000 $150,000 $150,000 $300,000 TOTAL $10,452,000 $4,833,000 $3,518,000 $2,101,000 South-West Oxford Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 Page 182 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-33 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 260400 Water Townships Specialized Well Rehabilitation Program $100,000 $10,000 $30,000 $60,000 960422 TWSP Water Quality Improvements (Brownsville) $100,000 $100,000 960429 Manganese Filtration Townships Manganese Filtration (Brownsville) $2,566,000 $2,566,000 MOUNT ELGIN NEW Graydon Facility Enhancement / Optimization $1,094,000 $1,094,000 NEW Ingersoll to Mt Elgin Watermain Connection (D) $1,094,000 $1,094,000 BEACHVILLE NEW Additional Well Supply and Standpipe $1,935,000 $1,935,000 TOTAL $6,295,000 $385,000 $4,606,000 $1,304,000 Page 183 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-34 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT East-Zorra Tavistock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 260400 Water Townships Specialized Well Rehabilitation Program $100,000 $10,000 $30,000 $60,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) $5,593,000 $5,593,000 TAVISTOCK NEW Tower CT Enhancement Study $30,000 $30,000 960437-TAV New Well Supply - Well #4 and Storage (D) $511,000 $511,000 960437-TAV New Well Supply - Well #4 and Storage (C) $4,600,000 $4,600,000 960462-TAV Water Tower Rehabilitation and Repainting (D) $400,000 $400,000 960462-TAV Water Tower Rehabilitation and Repainting (C) $3,600,000 $3,600,000 Page 184 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-35 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $1,895,000 $1,053,000 $842,000 960402 New Asset Supply/Linear New Asset Supply/Linear Watermain Replacements (Townships) $440,000 $170,000 $90,000 $180,000 TOTAL $17,469,000 $6,449,000 $9,788,000 $1,232,000 Page 185 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-36 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Zorra Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 960400 Water Townships Specialized Well Rehabilitation Program $130,000 $10,000 $40,000 $80,000 THAMESFORD NEW Reservoir and Tower CT Enhancement Study $300,000 $300,000 EMBRO NEW Reservoir CT Enhancement Upgrades $300,000 $300,000 NEW Embro - Storage Expansion $568,000 $568,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $3,342,000 $867,000 $825,000 $1,650,000 Page 186 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-37 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Watermain Trunk Extension on Oxford Road 2 to west of Banner Road (Thamesford) $1,008,000 $1,008,000 TOTAL $5,948,000 $2,560,000 $940,000 $2,448,000 Page 187 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-38 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Appendix ES-2 – Wastewater Projects Identified Ingersoll Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $17,200,000 $4,300,000 $4,300,000 $8,600,000 NEW WWTP Headworks Upgrades $14,000,000 $14,000,000 NEW Digester Biogas Project $450,000 $450,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY 950330 ING Sanitary Sewer Replacements $23,639,000 $5,117,000 $6,174,000 $12,348,000 950332 ING Sanitary Sewer Relining $3,040,000 $760,000 $760,000 $1,520,000 NEW Second Sanitary Trunk Crossing of Thames River $1,372,000 $150,000 $1,223,000 SOUTH THAMES RESIDENTIAL AREA NEW Hamilton Road Sanitary Sewer from service lands to east of Ingersoll Street and north to existing 675 mm Trunk Sewer $475,000 $475,000 Page 188 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-39 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Sanitary Sewer through internal lands from Hamilton Road to north of CNR (near Thomas Street/Wallace Line) $760,000 $760,000 COLLECTION - EMPLOYMENT LANDS WALLACE LINE INDUSTRIAL PARK 950336 - ING SW INDUSTRIAL PARK Wallace Line Sanitary Sewer from Robinson Road to north of CNR (D) $110,000 $110,000 950336 - ING SW INDUSTRIAL PARK Wallace Line Sanitary Sewer from Robinson Road to north of CNR (C) $1,100,000 $1,100,000 SOUTHWEST INDUSTRIAL PARK (areas B1a,B1b,B1c,B2,C1) NEW Union Road Sanitary Sewer from Culloden Line to Curry Road $528,000 $528,000 NEW Curry Road Sanitary Sewer from Union Road to west limit of CPR $964,000 $964,000 Page 189 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-40 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW CPR Easement Sanitary Sewer from Curry Road to West Sewage Pumping Station - south of Hwy 401 $558,000 $558,000 NEW West Sewage Pumping Station - south of Hwy 401 (area B1a) $5,625,000 $5,625,000 NEW Easement Forcemain Hwy 401 crossing from West Sewage Pumping Station to Clarke Road area (existing system) $926,000 $926,000 NEW Curry Road Sanitary Sewer from east limit of CPR to Plank Line $923,000 $923,000 NEW Plank Line Sewage Pumping Station (south of Hwy 401) (in area C1) $4,500,000 $4,500,000 NEW Easement Forcemain from Plank Line Sewage Pumping Station to West Sewage Pumping Station $895,000 $895,000 TOTAL $77,066,000 $13,072,000 $26,303,000 $37,691,000 Page 190 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-41 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Tillsonburg Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $1,200,000 $300,000 $300,000 $600,000 NEW Tillsonburg Wastewater Treatment Plant Phase II Capacity Expansion (D) $1,387,000 $1,387,000 NEW Tillsonburg Wastewater Treatment Plant Phase II Capacity Expansion (C) $13,875,000 $13,875,000 NEW Climate change resiliency study (flooding/barricades) $150,000 $150,000 NEW Sanitary Gravity Trunk Line replacement and upsizing from Vienna Rd to Wastewater Treatment Plant $600,000 $200,000 $400,000 NEW Gravity inlet trunk sewer replacement to WWTP $127,500 $127,500 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY Page 191 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-42 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950226 TBURG Sanitary Sewer Replacements $14,956,000 $5,690,000 $1,788,000 $7,478,000 NEW Stoney Creek Trunk Sewer Rehabilitation from Quarter Town Line to Concession Street West $600,000 $200,000 $400,000 NEW John Pound forcemain replacement and upsizing $575,000 $575,000 NEW John Pound SPS capacity enhancements (D) $118,000 $118,000 NEW John Pound SPS capacity enhancements (C) $214,000 $214,000 950216 TBURG Cranberry Road Sanitary Trunk extension on Tilson Ave from North of Beckett Blvd to North Town Limit $856,000 $856,000 NEW Loraine Ave Sanitary Trunk Upsizing $577,500 $577,500 COLLECTION - EMPLOYMENT LANDS Rokeby Sideroad Industrial Lands NEW Rouse St SPS upgrades $1,500,000 $1,500,000 TOTAL $36,736,000 $7,210,500 $5,458,000 $24,067,500 Page 192 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-43 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Woodstock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $2,000,000 $500,000 $500,000 $1,000,000 NEW Woodstock WWTP Operational Upgrades $12,500,000 $12,500,000 NEW Thames Valley SPS Capacity Review (D) $200,000 $200,000 NEW Thames Valley SPS (C) $2,052,000 $2,052,000 NEW Brick Pond Sanitary Trunk Sewer Re-alignment Class EA Study $214,000 $214,000 NEW Brick Pond Sanitary Trunk Sewer Re-alignment $4,066,000 $4,066,000 950173 WDSTK Sanitary Sewer Replacement (OR 59 & Fairway) - (D) $25,000 $25,000 950173 WDSTK Sanitary Sewer Replacement (OR 59 & Fairway) - (C) $225,000 $225,000 Page 193 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-44 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950174 WDSTK Sanitary Sewer Replacements - County Projects $6,060,000 $2,760,000 $1,100,000 $2,200,000 950158 WDSTK Sanitary Sewer Replacements - City Projects $39,987,000 $9,987,000 $10,000,000 $20,000,000 950162 WDSTK 11th Line Sanitary Sewer (D) $63,000 $63,000 950162 WDSTK 11th Line Sanitary Sewer (C) $625,000 $625,000 950140 WDSTK Northwest Trunk Upsizing $250,000 $250,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY Karn Rd Secondary Plan Area 960154 WDSTK Gravity / Siphon Upsize $545,000 $545,000 East Woodstock Secondary Plan Area NEW East Trunk Sewer $908,000 $908,000 NEW Extension of East Trunk Sewer $775,000 $775,000 950163 WDSTK Lansdowne Sewage Pumping Station (C) $3,000,000 $3,000,000 NEW West Trunk Sewer $74,000 $74,000 COLLECTION - EMPLOYMENT LANDS North East Industrial Park Page 194 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-45 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950150 WDSTK Sewage Pumping Station A (D) $228,000 $228,000 Sewage Pumping Station A (C) $2,000,000 $2,000,000 Dundas Street Forcemain from Houser's Lane (MH SA 992) to Water Tower site (C) $2,100,000 $2,100,000 Toyota Easement Forcemain from Water Tower Site to west side of Hwy 401 (C) $425,000 $425,000 Hwy 401 Forcemain Crossing (C) $424,000 $424,000 Street C Forcemain from east side of Hwy 401 to SPS A (Blandford Road) (D) $90,000 $90,000 Street C Forcemain from east side of Hwy 401 to SPS A (Blandford Road) (C) $813,000 $813,000 Blandford Road Forcemain from Street C to SPS A (D) $20,000 $20,000 Blandford Road Forcemain from Street C to SPS A (C) $180,000 $180,000 Page 195 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-46 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Southeast Sanitary Trunk Oversizing Capacity Assessment $100,000 $100,000 Southeast Sanitary Trunk Oversizing SA752051-SA751578 west of Butler $3,342,000 $3,342,000 South East Industrial Park 950152 WDSTK PHASE II Patullo Avenue Sanitary main from Alyea SPS to southwest limit of South East Secondary Plan Area (D) $100,000 $100,000 Patullo Avenue Sanitary main from Alyea SPS to southwest limit of South East Secondary Plan Area (C) $917,000 $917,000 Patullo Avenue Sanitary main from South East Secondary Plan Area to Middletown Line (D) $50,000 $50,000 Page 196 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-47 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Patullo Avenue Sanitary main from South East Secondary Plan Area to Middletown Line (C) $431,000 $431,000 Middletown Line Sanitary main from Patullo Avenue to Street A (C) $169,000 $169,000 950151 WDSTK Southeast Trunk Sanitary Condition assessment $100,000 $100,000 Patullo Avenue South East Sanitary Trunk Oversizing from South Trunk Sewer (MH SA754367) to South Trunk Sewer (MH SA755111) (D) $190,000 $190,000 Patullo Avenue South East Sanitary Trunk Oversizing from South Trunk Sewer (MH SA754367) to South Trunk Sewer (MH SA755111) (C) $1,899,000 $1,899,000 TOTAL $87,815,000 $27,319,000 $29,813,000 $30,683,000 Page 197 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-48 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Blandford Blenheim Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY PLATTSVILLE 950607-PLAT Plattsville Lagoon Biosolids Clean-out $910,000 $910,000 950608-PLAT Plattsville Lagoon Berm Repair $100,000 $100,000 NEW Plattsville WWTP Operational Enhancement $1,000,000 $1,000,000 DRUMBO 950810- DRUMBO Drumbo Wastewater Treatment Capacity Expansion (Phase II) - (D) $100,000 $100,000 950810- DRUMBO Drumbo Wastewater Treatment Capacity Expansion (Phase II) - (C) $500,000 $500,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY PLATTSVILLE 950650-PLAT Plattsville Sanitary Sewer Replacements $2,932,800 $1,497,600 $478,400 $956,800 NEW Plattsville FM Twinning and SPS capacity review $125,000 $125,000 TOTAL $5,668,000 $4,108,000 $603,000 $957,000 Page 198 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-49 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Norwich Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY Sanitary Trunk Sewer Infiltration and Inflow Reduction $5,160,000 $1,290,000 $1,290,000 $2,580,000 NORWICH 950409-NOR Norwich Lagoon Biosolids Clean-out $1,000,000 $1,000,000 950410 -NOR Norwich Lagoon Berm Repair $100,000 $100,000 950412-NOR Norwich Wastewater Treatment Plant Capacity Expansion - Phase II (D) $1,250,000 $1,250,000 950412-NOR Norwich Wastewater Treatment Plant Capacity Expansion - Phase II (C) $10,500,000 $10,500,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY NORWICH 950450-NOR Sanitary Sewer Replacements $3,915,000 $1,200,000 $905,000 $1,810,000 TOTAL $21,925,000 $14,340,000 $3,195,000 $4,390,000 Page 199 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-50 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT South-West Oxford Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY MOUNT ELGIN 950905 MT ELGIN - Mt. Elgin Wastewater Treatment Plant Capacity Expansion Phase 3 and 4 (C) $1,820,000 $1,820,000 NEW Sanitary Forcemain Connection to Ingersoll $10,990,000 $10,990,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY MOUNT ELGIN NEW Sanitary Sewer Upgrades $400,000 $100,000 $100,000 $200,000 NEW Forcemain Upsizing $891,000 $891,000 TOTAL $14,101,000 $2,811,000 $100,000 $11,190,000 Page 200 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-51 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT East-Zorra Tavistock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $8,600,000 $2,150,000 $2,150,000 $4,300,000 TAVISTOCK 950504-TAV Tavistock Wastewater Treatment Plant Capacity Expansion $4,200,000 $4,200,000 950504-TAV Tavistock Wastewater Treatment Plant Capacity Expansion $28,000,000 $28,000,000 NEW Tavistock Lagoon Cell Clean Out $3,400,000 $3,400,000 INNERKIP NEW Woodstock to Innerkip Interconnecting Sanitary Forcemain Twinning $6,480,000 $6,480,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY TAVISTOCK 950550-TAV Tavistock Sanitary Sewer Replacements $3,141,000 $1,821,000 $440,000 $880,000 Page 201 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-52 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950513-TAV William Street Sewage Pumping Station Capacity Expansion (D) $725,000 $725,000 950513-TAV William Street Sewage Pumping Station Capacity Expansion (C) $6,525,000 $6,525,000 TOTAL $61,071,000 $49,901,000 $2,590,000 $8,580,000 Zorra Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY THAMESFORD 950718 THAMES WWTP Upgrades (C) $3,800,000 $3,800,000 EMBRO NEW Woodstock to Embro Interconnecting Sanitary Forcemain $11,625,000 $11,625,000 NEW Embro SPS - enhancements $750,000 $750,000 TOTAL $16,175,000 $3,800,000 - $12,375,000 Page 202 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-1 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 1.0 INTRODUCTION 1.1 Background Located in the heart of southwestern Ontario, Oxford County has a population of approximately 125,000 residents per the 2021 Census (Statistics Canada, 2023). Oxford County (County) is comprised of eight Area Municipalities, comprising of; Township of Blandford-Blenheim, Township of East Zorra-Tavistock, Town of Ingersoll, Township of Norwich, Township of South-West Oxford, Town of Tillsonburg, City of Woodstock, and Township of Zorra. The County has undertaken a Water and Wastewater Master Plan (W/WW MP) to comprehensively develop, evaluate and select preferred long-term water and wastewater servicing strategies to support existing servicing needs and l accommodate future projected population and employment growth to the year 2046. 1.2 Water and Wastewater Master Plan Goals The W/WW MP was developed based on the following key goals: •Provide water and wastewater strategies to service existing settlement areas and growth to the year 2046; •Develop water and wastewater strategies that are consistent with and conform to Provincial policies, legislation and support the County’s Official Plan and strategic initiatives; •Identify options for optimizing the effectiveness of the existing water and wastewater infrastructure; and •Develop an integrated multi-year water and wastewater capital implementation plan which affords infrastructure reliability, redundancy and sustainability. Key undertakings of the W/WW MP included the following: •Comprehensive background review of water and wastewater services, water supplies, water distribution, wastewater collection, treatment facilities, storage towers, etc.; •Analysis of the County's existing and future water & wastewater needs, projected population/employment growth, development, social and economic conditions, facilities, and land use planning initiatives; Page 203 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-2 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Development of updated water consumption demand and wastewater generation flow criteria; •Development of water and wastewater servicing alternatives; •Development of County-wide water and wastewater servicing recommendations and associated capital projects; and •Full public consultation and engagement. Page 204 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-1 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.0 MASTER PLANNING PROCESS 2.1 Class Environmental Assessment Process The Class Environmental Assessment (Class EA) (Municipal Engineers Association, 2023) is an approved planning and design process under the Ontario Environmental Assessment Act. The process provides the framework for planning of municipal infrastructure projects to fulfill the requirements of Ontario Environmental Assessment Act for a class or category of infrastructure projects. Projects are divided into schedules based on the type of projects and activities. Schedules are categorized as Exempt, B and C with reference to the magnitude of their anticipated environmental impact. These are described briefly in the following paragraphs. Exempt projects include various municipal maintenance, operational activities, rehabilitation works, minor reconstruction or replacement of existing facilities, and new facilities that are limited in scale and have minimal adverse effects on the environment. These projects are exempt from the requirements of the Environmental Assessment Act. Most Exempt projects were formerly classified as Schedule A and A+ projects. Schedule B projects are those which have a potential for adverse environmental effects. A screening process must be undertaken which includes consultation with directly affected public and relevant review agencies. Projects generally include improvements and minor expansions to existing facilities. The project process must be filed, and all documentation prepared for public and agency review. Schedule C projects have the potential for significant environmental effects and must follow the full planning and documentation procedures specified in the Class EA process. An Environmental Study Report (ESR) must be prepared and filed for review by public and review agencies. Projects generally include the construction of new facilities and major expansions to existing facilities. There are five key elements in the Class EA planning process. These include: 1.Phase 1 – Identification of problem (deficiency) or opportunity; 2.Phase 2 – Identification of alternative solutions to address the problem or opportunity. Public and review agency contact is mandatory during this phase and input received along with information on the existing environment is used to establish the preferred solution. It is at this point that the appropriate Schedule (B or Page 205 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-2 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT C) is chosen for the undertaking. If Schedule B is chosen, the process and decisions are then documented in a Project File. Schedule C projects proceed through the following Phases; 3.Phase 3 – Examination of alternative methods of implementing the preferred solution established in Phase 2. This decision is based on the existing environment, public and review agency input, anticipated environmental effects and methods of minimizing negative effects and maximizing positive effects; 4.Phase 4 – Preparation of an Environmental Study Report summarizing the rationale, planning, design, and consultation process of the project through Phases 1-3. The ESR is then to be made available to agencies and the public for review; and 5.Phase 5 – Completion of contract drawings and documents. Construction and operation to proceed. Construction to be monitored for adherence to environmental provisions and commitments. Monitoring during operation may be necessary if there are special conditions. The overall process is shown in Figure 2.1. 2.2 Master Plan Process The Master Plan Process provides the basis for developing a long-range water and wastewater servicing plans which integrate infrastructure requirements for existing / future land use and evaluate all reasonable servicing alternative solutions with considerations to natural, social and economic environments (“triple bottom line”). The Oxford County W/WW MP was developed following Approach #1 of the MECA process which involves a broad scope and a high level of assessment of the projects identified in the Study Area. This Master Plan is intended to fulfill the Class EA requirements for Schedule A and A+ projects that are identified and to outline additional work that will be required for any identified Schedule B and C projects. At a minimum, the W/WW MP must satisfy the requirements of Phases 1 and 2 of the MCEA process and incorporate the five key principles of environmental planning which include: •Public and agency consultation, •Consideration of a reasonable range of alternatives, •Identification and consideration of each alternative on all aspects of the environment (natural, social, cultural, economic, technical), Page 206 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-3 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Systematic evaluation of alternatives and net environmental impacts, and •Full documentation of the planning process. Specific projects recommended in the W/WW MP become part of a larger management system and are distributed geographically throughout the Study Area. Implementation of these projects will occur over an extended time frame and certain projects (Schedule B and C projects) will require more detailed investigation to fulfill additional MCEA requirements. Page 207 of 936 Draft 2024 Water and Wastewater Master Plan Page ES-4 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Figure 2.1: MCEA Planning and Design Process Page 208 of 936 2024 Water and Wastewater Master Plan Page 5 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.3 Study Area 2.3.1 General The Study Area (Figure 2.2) encompasses the County’s entire geographical region which includes its eight Area Municipalities - Township of Blandford-Blenheim, Township of East Zorra-Tavistock, Town of Ingersoll, Township of Norwich, Township of South-West Oxford, Town of Tillsonburg, City of Woodstock, and Township of Zorra. The Study Area covers approximately 2,000 km2 and is comprised of rural areas, various rural and urban settlement areas. It includes the crossroads of Highways 401 and 403, CN, CP and Short Line Railways and a mix of farming and industrial land uses. 2.3.2 Secondary Planning Areas The County’s Official Plan outlines a comprehensive secondary planning process to identify and assess areas within which detailed land use planning and infrastructure planning is Figure 2.2: Water and Wastewater Master Plan Study Area Page 209 of 936 2024 Water and Wastewater Master Plan Page 6 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT undertaken. Secondary planning helps to ensures a 25-year supply of growth land can be maintained in each Area Municipality. The process allows for the identification of phasing strategies for the implementation of servicing capacity and municipal services required for a 25 year period and, if deemed necessary, beyond. The County has identified a number of Area Municipalities that will require additional residential and/or employment land supply to accommodate their forecasted future population and/or employment growth for the current 25-year planning period. To provide the necessary land use planning and servicing basis for the settlement expansions required to accommodate this growth, the County and applicable Area Municipalities have recently initiated and/or completed a number of Secondary Plans as shown in Figure 2.3. Figure 2.3: Oxford County’s Secondary Planning Areas Page 210 of 936 2024 Water and Wastewater Master Plan Page 7 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.3.2.1 South-West Ingersoll Secondary Plan Area In 2022, the Town of Ingersoll annexed approximately 330 ha of land, located to the south, east and west of Ingersoll, from the Township of South-West Oxford. As illustrated in Figure 2.3, a secondary plan is being developed which includes a servicing strategy to incorporate these lands into Ingersoll’s designated settlement boundary and to ensure servicing can accommodate the residential and employment growth forecasted in the Town. 2.3.2.2 Southeast Woodstock Secondary Plan Area In January 2018, the City of Woodstock annexed approximately 620 ha of land from the Township of Norwich to provide additional land opportunities for industrial employment growth (outlined in Figure 2.3). A Settlement Expansion Justification, Secondary Plan and Servicing Strategy for the Southeast Woodstock Study Area was previously completed to provide the necessary planning and servicing justification to amend the County’s Official Plan to incorporate these lands into the City’s designated settlement boundary so that they will be available to accommodate the City’s forecasted employment growth. 2.3.2.3 Karn Road Secondary Plan Area In April 2023, planning was initiate to re-designate lands previously annexed into the City of Woodstock from the Township of South-West Oxford (refer to Figure 2.3) for low, medium and high density residential development. A Functional Servicing Report (FSR) was prepared for the development of these lands, and has been reviewed by the UTRCA, the County Staff, and the City of Woodstock. 2.3.2.4 East Zorra-Tavistock Secondary Plan – Focused Study Area A secondary plan (which includes a servicing strategy) is currently also underway for the communities of Tavistock and Innerkip in the Township of East Zorra-Tavistock. As part of this secondary planning process, both Villages’ existing residential and industrial employment land supply will be assessed to determine how much additional land will need to be designated as settlement to accommodate the Townships’ forecasted residential and employment growth and how those lands will be serviced. As this study is still underway, there has been no public disclosure of the final study results to date. Page 211 of 936 2024 Water and Wastewater Master Plan Page 8 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.3.2.5 Drumbo Secondary Plan The Township of Blandford-Blenheim recently endorsed a new secondary plan for the Village of Drumbo to provide more detailed planning and community design direction for development of lands within the village, including the phasing of development to correspond with available servicing capacity. 2.3.2.6 Mount Elgin Secondary Plan A secondary plan was recently approved for the Village of Mount Elgin in the Township of South-West Oxford to expand the settlement boundary in a southerly direction to incorporate additional lands for residential development to accommodate the Township’s forecasted residential growth. 2.3.2.7 Woodstock North-East Industrial Park A new industrial park is currently under development on lands located in northeast Woodstock that were originally identified as part of the East Woodstock Secondary Plan, but only recently designated as settlement as part of the Official Plan amendment to implement the South-East Woodstock Secondary Plan. This industrial park will assist in accommodating some of the City’s forecasted employment growth. 2.4 Natural Environment 2.4.1 Overview A high-level Natural Environment Review (NER) was undertaken to identify and characterize the significance and sensitivity of natural heritage and hydrological features within the County. A NER report was prepared which documents the methodology and results of the review, and ultimately provides a general indication of the environmental constraints that will need to be considered in the design/locational alternatives for future water/wastewater projects within the County. The report is attached to Appendix 1 and a general overview has been provided in this Section. 2.4.2 Conservation Authorities Act Section 28(1) of the Conservation Authorities Act (Government of Ontario 1990b) empowers Conservation Authorities with the ability to make regulations governing development that can have an impact on watercourses and waterbodies, including Page 212 of 936 2024 Water and Wastewater Master Plan Page 9 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT wetlands. The Study Area is located within four Conservation Authorities (Figure 2.3); the Upper Thames River Conservation Authority (UTRCA), Grand River Conservation Authority (GRCA), Long Point Region Conservation Authority (LPRCA), and Catfish Creek Conservation Authority (CCCA) watersheds, with areas regulated under the Regulation of Development, Interference with Wetlands and Alterations to Shorelines and Watercourses, Ontario Regulations (O.Reg.) 157/06, 150/06, 178/06, and 146/06. 2.4.3 Watersheds and Well Head Protection Areas Figure 2.4 has been created to show the locations of the County’s municipal drinking water wells and the vulnerable areas that contribute water to the drinking water systems. The vulnerable areas around municipal wells are designated as wellhead protection areas and issue contributing areas. Wellhead protection areas have been given scores and ratings based on their vulnerability and susceptibility to contamination. It is these localized areas that need to be protected and managed to reduce the risk to drinking water. All municipal drinking water systems in the County are groundwater fed, resulting in well head protection areas for each of the 61 active wells. 2.4.4 Natural Environment Features The Study Area is located within the Niagara Section of the Great Lakes-St. Lawrence Lowlands Forest Region (Rowe, 1972). The natural environmental features identified within the study area are detailed further in the NER report (Appendix 1). The analysis recommends that future water and wastewater infrastructure projects implement alternatives consider, assess and implement alternatives that avoid, or where avoidance is not possible, otherwise ensure there will be no negative impact on natural heritage features and areas, surface water and ground water features and their ecological and/or hydrological functions. Mitigation measures are to follow established best practices and include consideration for restoration and enhancement where appropriate opportunities exist. A map depicting the natural heritage features is shown in Figure 2.5. Page 213 of 936 2024 Water and Wastewater Master Plan Page 10 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Figure 2.4: Conservation Authority and Well Head Protection Area Map of Oxford County Page 214 of 936 2024 Water and Wastewater Master Plan Page 11 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.5 Public Consultation and Engagement 2.5.1 Introduction The consultation process is an integral component of the MCEA process for the W/WW MP. At the onset of the Master Plan, a Public Consultation and Communication Plan was developed with the primary goal to carry out meaningful consultation, solicit community and regulatory input, and ensure the general public, Councils, Area Municipalities, review agencies, Indigenous Communities and other interested stakeholders have regular opportunities to participate in the Study process. Figure 2.5: Natural Heritage Areas Map of Oxford County Page 215 of 936 2024 Water and Wastewater Master Plan Page 12 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT All Notices associated related to the W/WW Master Plan Study, including the Notice of Commencement and Notices of Public Consultation Centres were shared with Oxford County Council and the eight Area Municipalities. The notices were also published by print in newspaper ads and shared publicly on the ‘Speak Up, Oxford’ project page at the following address: https://oxfordcounty.ca/wwwmp . The Notice of Commencement and Notice of Public Consultation Centers were sent out to identified agencies and interested parties by mail, email and via local newspapers informing them that the W/WW MP Study was being undertaken. Copies of the notices are included in Appendix 2.0. Registrants that signed up for project notifications received emails related to upcoming Public Consultation presentations and project milestones. 2.5.2 Stakeholder Consultation The MCEA process requires stakeholder consultation to incorporate input from interested or impacted groups. Stakeholders included but were not limited to: •Public – This includes individual members of the public including property owners who may be affected by the project, individual citizens who may have a general interest in the project, special interest groups, community representatives, and developers; •Review agencies – This includes government agencies who represent the policy positions of their respective departments, ministries, authorities, or agencies; •Oxford County Internal staff (Public Works, Corporate Services, Community Planning, and Office of Strategic Initiatives) and Council departments; •Area Municipality Councils and staff; and •Railways, Transit Agencies, Utilities, etc. 2.5.3 Indigenous Consultation Based on discussions and recommendations provided by the Ministry of the Environment, Conservation and Parks (MECP) regional office, RVA on behalf of Oxford County confirmed Indigenous communities and in addition contacted Crown-Indigenous Relations and Northern Affairs Canada (CIRNAC) and the Ministry of Indigenous Affairs (MIA) separately from the general notifications sent to review agencies. The purpose of the contact was to Page 216 of 936 2024 Water and Wastewater Master Plan Page 13 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT request which, if any, Indigenous communities may be potentially affected by the Master Plan. The Information provided ensures the appropriate Indigenous Communities have been included in the contact lists for the duration of the W/WW MP project. Contact was made with the following Indigenous groups: •Aamjiwnaang First Nation; •Bkejwanong First Nation (Walpole Island); •Caldwell First Nation; •Chippewas of the Thames First Nation; •Delaware Nation at Moraviantown; •Haudenosaunee Confederacy Chiefs Council; •Kettle and Stony Point First Nation; •Mississaugas of the Credit First Nation; •Munsee-Delaware Nation; •Oneida Nation of the Thames; and •Six Nations of the Grand River. On June 2, 2022, the Master Plan team was invited to a relationship building session with the Haudenosaunee Confederacy (Six Nation) at which a presentation of the Master Plan was made. The Indigenous agency contact letters and the June 2022 presentation are in Appendix 2.3. Responses were received and reviewed, and these are documented in the Indigenous Communities Consultation Record shown in Appendix 2.5. 2.5.4 Public Consultation Centre (PCC)s As part of the fulfillment of MCEA consultation requirements, the County undertook two mandatory contact points to inform, engage and consult with all study participants noted above. This section details the consultation process followed during the W/WW MP Study. A Public Consultation Centre (PCC) is a method to communicate with the public, interested parties and review agencies. For this project, two PCCs were held to present the Problem and Opportunity Statement, background information collected, a review of the servicing Page 217 of 936 2024 Water and Wastewater Master Plan Page 14 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT strategies being evaluated, present the evaluation criteria, the preliminary preferred solution, and the project timeline. PCC 1 was held as a virtual (online) event from 5:00 PM – 7:00 PM on Thursday, September 29, 2022, at which a presentation was made and representatives from the County and its consultants were present to answer questions and discuss the next steps in the study. The PCC 1 presentation was available starting on September 29, 2022, and is to remain available until the completion of the study. Stakeholders were given until October 19, 2022, to provide comments. In addition to PCC 1, members of the County Project Team attended local events to engage directly with members of the community. These events were advertised via social media, “Speak Up Oxford!” and local media prior to the events. In person consultation opportunities included: •Wednesday, September 14: Canada’s Outdoor Farm Show in Woodstock; •Friday, September 23 and Saturday September 24: Ribfest in Tillsonburg; and •September 26: Ingersoll Town Hall. PCC 2 was held as a virtual (online) event from 6:00 PM – 8:00 PM on Tuesday, June 27, 2023, at which a presentation was made and representatives from the County and its consultants were present to answer questions and discuss the next steps in the study. The PCC 2 presentation was available starting on June 28, 2023, and will remain available until the completion of the study. Stakeholders were given until July 12, 2023, to provide comments. As part of the engagement strategy for the first phase of consultation a feedback response form (survey) was created and posted on the SUO project page at the end of August. Residents could fill out the survey form to provide feedback on current water and wastewater services until October 19, 2022. A summary of the feedback survey results can be found in Appendix 2.4. 2.5.5 Speak Up, Oxford Project Webpage All Notices, PCC presentation material and other information on the W/WW MP has been published on the “Speak Up, Oxford” (https://speakup.oxfordcounty.ca/) project page at the following address: https://oxfordcounty.ca/wwwmp. Page 218 of 936 2024 Water and Wastewater Master Plan Page 15 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.5.6 Internal Technical Advisory Committee (InTAC) Meetings Three (3) Internal Technical Review Committee (InTAC) meetings were held over the course of the project. The Technical Review Committee was made up of staff from various County departments, and incorporated study of key findings, technical issues, and identification of opportunities or concerns. The meetings allowed the team to narrow down on a commonly preferred approach to meet their interests and requirements. Comments from each of the meetings were addressed. These meetings were held on April 6, 2022, April 5, 2023; and May 30, 2023. 2.5.7 External Technical Advisory Committee (ExTAC) Meetings An External Technical Advisory Committee (ExTAC) was established at the onset of the Master Plan project, with the objective of providing technical input into existing conditions and proposed opportunities for the project, and to provide input into the alternatives. Two (2) meetings were held; on April 20, 2022, and on June 21, 2023. 2.5.8 Presentation to Oxford County Council The Project Team made a presentation to Oxford County Council on November 9, 2022, and July 12, 2023. These presentations are attached as Appendix 2.6. 2.5.9 Incorporating Consultation Input A project stakeholder list is presented in Appendix 2.1. Input and information gathered from consultation with the public, Area Municipalities, review agencies and Indigenous Communities or acquired during the PCCs, InTAC and ExTAC meetings, and from project webpage and surveys were reviewed by the project team and considered in the development of the W/WW MP. Responses were received and reviewed as documented in Appendix 2.5. Where no unresolved objections arise through the review of this Master Plan, the Class EA requirements for the Schedule A and A+ will be deemed to have been met. The identified projects may then proceed into design and construction without further public consultation. Page 219 of 936 2024 Water and Wastewater Master Plan Page 16 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.0 MASTER PLANNING AND POLICY CONTEXT 3.1 Planning Context 3.1.1 2020 Provincial Policy Statement The Provincial Policy Statement (PPS), 2020 (Ministry of Municipal Affairs and Housing [MMAH], 2020) sets out the Provincial policy direction for land use planning in Ontario, including managing growth, using and managing natural resources, protecting the environment, and ensuring public health and safety. The vision of the policy recognizes that Ontario's long-term prosperity, environmental health and social well-being depend on promoting efficient land use and development patterns. Efficient development patterns also optimize the use of land, resources and public investment in infrastructure and public service facilities and support sustainability by promoting strong, liveable, healthy and resilient communities, protecting the environment and public health and safety, and facilitating economic growth. The policies indicate that settlement areas shall be the focus of growth and development, and that municipalities plan for a full range of and mix of land uses and housing options to meet current and future needs over a 25 year planning horizon. Land use patterns within settlement areas shall be based on densities and a mix of land uses which: • Efficiently use land and resources; • Are appropriate for, and efficiently use, the infrastructure and public service facilities which are planned or available; and • Avoid the need for their unjustified and/or uneconomical expansion. The PPS policies require that planning for sewage and water services shall: a) Accommodate forecasted growth in a manner that promotes the efficient use and optimization of: i. Existing municipal sewage services and municipal water services; and ii. Existing private communal sewage services and private communal water services, where municipal sewage services and municipal water services are not available or feasible. b) Ensure these systems are provided in a manner that: Page 220 of 936 2024 Water and Wastewater Master Plan Page 17 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT i. can be sustained by the water resources upon which such services rely; ii. prepares for the impacts of a changing climate; iii. is feasible and financially viable over their lifecycle; and iv. protects human health and safety, and the natural environment; c) Promote water conservation and water use efficiency; d) Integrate servicing and land use considerations at all stages of the planning process; and e) Be in accordance with the servicing hierarchy in the policies All planning decisions and Official Plan policies (including those related to infrastructure) are required to be ‘consistent with’ the policies of the PPS (2014). As such, the W/WW MP is developed on the premises of the above described PPS policies, including specific policies: • Building Strong and Healthy Community; • 1.2 Coordination; • 1.6 Infrastructure and Public Service Facilities, which covers policy 1.66 Sewage Water and Stormwater; • 1.7 Long Term Economic Prosperity; and • Wise Use and Management of Resources, which covers policies 2.1 Natural Heritage and 2.2 Water. 3.1.2 Oxford County Official Plan The Oxford County Official Plan was originally adopted in 1995 and has had numerous comprehensive updates since that time. It is a requirement under the 1990 Planning Act which sets out the rules for land use planning in Ontario, that local land use planning direction must be set forth in an official plan for every municipality. The Act states that Official Plans must ‘contain goals, objectives and policies established primarily to manage and direct physical change and the effects on the social, economic, and natural environment of the municipality’. In accordance with this requirement, the County’s Official Plan provides policy direction on various land use related matters including, but not limited to, natural resource management, growth management, infrastructure and public services, land use, and implementation measures. The plan directs planned growth and development primarily to settlements serviced by centralized wastewater and water supply facilities to ensure efficient use of land, Page 221 of 936 2024 Water and Wastewater Master Plan Page 18 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT protection of natural resources and public health, and the development of complete communities that can support a range and mix of housing, employment and services. The County’s strategic planning principles related to servicing state that municipal water and/or wastewater treatment services will be provided in a manner that: can be sustained by the water resources on which said services rely; promotes water conservation and water use efficiency; is feasible, financially viable and complies with all regulatory requirements; and protects human health and the natural environment. The hierarchy of servicing options outlined in the Section 5.0 of the plan indicates that the County’s growth strategy is based on existing servicing levels, the feasibility of expansions to existing systems and potential for cost-effective servicing solutions given growth pressures and physical and environmental constraints. The policies direct that new development will be evaluated and approved based on the following hierarchy of servicing options: 1. Servicing extended from existing centralized water and wastewater treatment facilities; or 2. Individual septic systems and private wells; and 3. The extension of servicing from an existing centralized water supply system. 4. The extension of communal wastewater or water supply facilities beyond the designated limits of fully or partially serviced is generally prohibited. Further, development shall be directed to areas that allow for logical extensions to existing water and sanitary sewerage systems in an economic and practical manner within the financial capabilities of the County or Area Municipality. The policies above are designed to ensure that development approvals are consistent with total system capacity and that sufficient lead time is available for the construction of new facilities. Hence, new development on centralized water or wastewater treatment facilities are only to be considered if adequate uncommitted reserve capacity is available and if plant performance is within acceptable standards range. Section 5.0 Functional Support Elements of the plan also directs that the County prepare water supply and wastewater treatment master plans providing detailed servicing strategy for anticipated growth in a cost-effective manner. Specifically, the Official Plan requires that wastewater masterplans must provide the following: • Evaluation of existing wastewater treatment infrastructure capacity and condition; Page 222 of 936 2024 Water and Wastewater Master Plan Page 19 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Identification of management options available for wastewater treatment and the disposal of biosolids; and • Priority setting and financing of wastewater treatment infrastructure improvements required to meet environmental objectives and accommodate population and employment growth. Likewise, the water supply masterplan must provide the following: • Identification of means to conserve water and to reduce requirements for additional water supply; • Evaluation of the existing water supply infrastructure capacity and condition; • Consideration of the quantity and quality of ground water resources; and • Identification, costing, priority setting, and financing of major water supply infrastructure improvements required to accommodate population and employment growth. Appendix 3 provides county specific policies that were used to develop this Master Plan. 3.1.2.1 Designated Settlement Areas Of the County’s eight Area Municipalities, Ingersoll, Tillsonburg and Woodstock are classified as Large Urban Centres from an OP settlement hierarchy perspective. Most of the County’s residential and employment growth is concentrated in these three urban centres. The OP policies generally require that all new development in the Large Urban Centre settlement designation be fully serviced by centralized wastewater and water supply facilities. 3.1.2.2 Privately Serviced Villages and Rural Clusters The remaining five Area Municipalities, or Townships, contain a range of fully serviced, partially serviced, and un-serviced settlements. The rural settlement hierarchy and associated servicing requirements is, generally, as follows: • Rural Clusters – these are the smallest of the designated rural settlements in the County, with growth limited to minor infilling that does not extend the length of depth of the existing settlement. Servicing is generally to be by private individual wells and private sewage treatment systems; Page 223 of 936 2024 Water and Wastewater Master Plan Page 20 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Villages - somewhat larger rural settlements that are characterized by a broader range of land uses and activities. Growth in these settlements is limited to infilling and minor rounding out of existing development within the limits of the current settlement designation as identified in the OP. Servicing in these settlements is predominantly by individual private sewage disposal systems and private wells, or existing centralized municipal water supply facilities; and • Serviced Villages – rural settlements that are characterized by a broad range of uses and activities and generally serve as the primary growth centres in their respective Township’s. New development in these settlements is to be serviced by both municipal water and wastewater. This Masterplan focuses on the three large urban centres, and the fully serviced settlements (and partially serviced settlements to a lesser degree) in the five Townships. These serviced settlements in the five Townships are referred to as villages in this Masterplan. 3.1.1 Phase I Comprehensive Review The Oxford County Comprehensive Review – Phase 1 prepared by Hemson Consulting and approved by the County in 2020 provides a County-wide and per Area Municipality population, household and employment forecasts, and a land need analysis. Part of the review includes an assessment of the Area Municipality’s vacant lands, which allows identifying the potential to accommodate forecasted growth up to 2046. The Land Needs Assessment was used by Hemson to apply the distribution of the forecasted growth to designated fully serviced communities within the Area Municipalities as per the policy direction in the PPS and County Official Plan. Per the Review, the County is expected to undergo significant population and economic growth over the next 30 years. By 2046, the County is expected to have a permanent population of 163,000 and an employment population of 78,400. 3.1.2 Population and Employment Projections The distribution of population and employment growth among the primary geographic regions within the County Study Area to the year 2046 were prepared through the 2020 Comprehensive Review – Phase 1 for both residential (Table 3.1) and employment growth (Table 3.2). Appendix 4 provides detailed calculation tables and results. Page 224 of 936 2024 Water and Wastewater Master Plan Page 21 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 3.1: Forecasted Residential Population Growth Municipality Estimated Annual Population Growth * 2021-2046 2021** 2026 2031 2036 2041 2046 Woodstock 47,965 51,825 55,815 59,825 63,595 67,295 19,330 Tillsonburg 19,120 20,020 20,980 21,980 22,960 23,890 4,770 Ingersoll 14,065 14,955 15,915 16,895 17,855 18,785 4,720 Blandford-Blenheim 7,770 8,090 8,440 8,810 9,190 9,550 1,780 East Zorra-Tavistock 8,050 8,530 9,040 9,560 10,050 10,510 2,460 Norwich 11,450 11,920 12,420 12,960 13,490 13,990 2,540 South-West Oxford 7,785 8,025 8,295 8,555 8,765 8,975 1,190 Zorra 8,860 9,110 9,370 9,650 9,950 10,240 1,380 Oxford County 125,065 132,475 140,275 148,235 155,855 163,235 38,170 * Values may not add precisely due to rounding. Where a Township contains more than one fully serviced settlement area, assumptions regarding the allocation of the Township’s total forecasted growth to each settlement will also be used to inform the study findings for each system. ** 2021 Census Population with preliminary correction for undercount of approximately 3% Municipality Estimated Annual Employment Growth * 2021-2046 2021 2026 2031 2036 2041 2046 Woodstock 28,440 30,040 31,690 33,720 36,050 38,730 10,290 Tillsonburg 9,060 9,320 9,600 9,950 10,360 10,810 1,750 Ingersoll 9,710 10,080 10,470 10,950 11,510 12,150 2,440 Blandford-Blenheim 1,910 1,950 1,990 2,050 2,120 2,210 300 East Zorra-Tavistock 2,950 3,020 3,100 3,200 3,320 3,450 500 Norwich 4,200 4,280 4,360 4,470 4,600 4,740 540 South-West Oxford 2,920 2,960 2,990 3,040 3,090 3,150 230 Zorra 2,890 2,920 2,960 3,010 3,080 3,150 260 Oxford County 62,080 64,570 67,160 70,390 74,130 78,390 16,310 *Figures may not add precisely due to rounding Table 3.2: Forecasted Employment Population Growth Page 225 of 936 2024 Water and Wastewater Master Plan Page 22 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.1.2.1 Residential Population It is the intention of the County to direct population growth and development primarily to settlements serviced by municipal drinking water and wastewater treatment systems, per the policies set in the Oxford County Official Plan. Population forecasts for the year 2046 are based on Hemson’s 2020 Oxford County Phase 1 Comprehensive Review, adjusted to reflect the population from the 2021 Census (Note: these adjustments did not change the forecasted growth for the planning period). For the Townships, growth is to be directed to the fully serviced villages and to a lesser extent partially serviced villages. Population growth in Townships with more than one serviced village was split based on several factors, including available land supply and Drinking Water System (DWS)/Wastewater Treatment System (WWTS) capacity. Although partially serviced villages are expected to have limited growth, some residential development continues to be approved within the existing settlement areas and will be included in the DWS’s committed capacity for these villages. It is noted that some of this development includes infill lots that need to be further assessed for development viability, lack of which can increase the available capacity. 3.1.2.2 Employment Population The employment or non-residential population forecasts from the Hemson report are provided on an Area Municipality basis. To obtain the non-residential population for the individual serviced villages in the five Townships, the following method was used: • The ratio of the residential population to residential metered water demand volumes is obtained; and • The historical and current non-residential population is then estimated using this same ratio, based on the assumption that the non-residential water consumption per non-residential consumer will be the same as the water consumption per residential consumer. This results in the historical Average Daily [water] Demand (ADD) per residential user ratio, to equal that of the non-residential user. Although these ratios are used for projection calculations, the actual non-residential average daily [water] demand is obtained by multiplying this ratio by the non-residential population which mitigates any skewed impact of these assumptions. Page 226 of 936 2024 Water and Wastewater Master Plan Page 23 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.2 Problem / Opportunity Statement As the first step in Phase 1 of the MCEA process, the County must identify and describe the problem or opportunity which outlines the need and justification for the overall project and establishes the general parameters, or scope, of the study. The County has defined the following as its statement of the problem/opportunity to be addressed by the Master Plan: To identify preferred water and wastewater servicing strategies to meet Oxford’s growth needs to 2046 as well as provide effective ongoing continuity to existing serviced settlement areas across Oxford County as appropriate. The W/WW MP will afford on-going servicing continuity for the communities (designated as settlement areas in the Oxford County Official Plan), including fully serviced (municipal) large urban centres and villages, which are intended to be the primary focus for future growth and development, as well as partially serviced villages. The W/WW MP assumes that any rural villages that are privately serviced and/or rural clusters will remain on such servicing given growth is limited to minor infilling in these areas. 3.3 Master Planning Principles To review the issues and opportunities in the County with regards to water and wastewater servicing to the period to 2046, the following principles shown in Table 3.3 were developed by the County. Table 3.3: Oxford County Water and Wastewater Master Planning Principles 2024 Water and Wastewater Master Plan Integrate growth management planning and infrastructure servicing in a manner. which ensures alignment with County’s Official Plan and Strategic Initiatives Offer infrastructure solutions that recognize potential for growth beyond current planning horizons Develop infrastructure systems which meet the County’s established asset level of service framework and MECP legislative requirements Maximize the use of available existing capacity in infrastructure, while considering sustainable infrastructure expansions Provide reliability, redundancy, and security in the infrastructure systems, including consideration of reserve capacity Optimize pumping and storage infrastructure to maintain level of service under emergency conditions Page 227 of 936 2024 Water and Wastewater Master Plan Page 24 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2024 Water and Wastewater Master Plan Recommend proven, reliable, financially, and sustainable technologies that meet long- term servicing requirements Recognize water conservation and efficiency measures to support environmental sustainability Consider infrastructure operating and maintenance costs, including full lifecycle costing, to evaluate overall long-term financial implications and sustainability 3.4 Legislative Context The W/WW MP references the several Provincial regulations for the analysis of the County’s drinking water and wastewater systems, which are summarized in this section. 3.4.1 Environmental Assessment Act (EAA) The EAA is the legislation which allows the MCEA process to be followed by municipalities so that they can plan, design, construct, maintain, rehabilitate, and/or retire municipal road, water, wastewater, and transit projects. This allows these projects to proceed without having to obtain project-specific approval under the EAA provided that the MEA Class EA process is followed. 3.4.2 Ontario Water Resources Act (OWRA) The purpose of this Act is to provide for the conservation, protection, and management of Ontario’s waters and for their efficient and sustainable use, to promote Ontario’s long-term environmental, social, and economic well-being. For use of a water supply for municipal drinking water, an application for a Permit to Take Water (PTTW) issued by the Ministry of the Environment, Conservation and Parks (MECP) under Section 34 of the OWRA is required. 3.4.3 Nutrient Management Act (NMA) The General Regulation Ontario Regulation (O. Reg.) 267/03 made under the Nutrient Management Act governs the requirements for land application of biosolids, e.g., seasonal storage requirement. For wastewater treatment plants (WWTP) which were not phased in under the Nutrient Management Act, requirements are set out in the Environmental Compliance Approval (ECA), based on the MECP and the Ministry of Agriculture, Food and Rural Affairs (OMAFRA) Guidelines for the Utilization of Biosolids and Other Wastes on Page 228 of 936 2024 Water and Wastewater Master Plan Page 25 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Agricultural Land, 1996. Part II of the NMA requires the County to ensure that their biosolids land application program meets the requirements of the Act and complies with the requirements for land application for non-agricultural source materials (NASM). 3.4.4 Environmental Protection Act (EPA) The intent of the EPA is to protect the Ontario environment from an “adverse effect” which is defined as the following: • Impairment of the quality of the natural environment for any use that can be made of it; • Injury or damage to property or to plant or animal life; • Harm or material discomfort to any person; • An adverse effect on the health of any person; • Impairment of the safety of any person; • Rendering any property or plant or animal life unfit for human use; • Loss of enjoyment of normal use of property; and • Interference with the normal conduct of business. Regulations from the Act which may impact or have bearing on the operation or construction of water and wastewater systems are shown below in Table 3.4. Table 3.4: EPA Regulations impacting Water and Wastewater Systems Regulation Title O. Reg. 406/19 On-Site and Excess Soil Management O. Reg. 208/19 Environmental Compliance Approval in Respect of Sewage Works O. Reg. 1/17 Registrations Under Part ii.2 of the Act - Activities Requiring Assessment of Air Emissions O. Reg. 63/16 Registrations Under Part ii.2 of the Act - Water Taking O. Reg. 351/12 Registrations Under Part ii.2 of the Act - Waste Management Systems O. Reg. 255/11 Applications for Environmental Compliance Approvals Page 229 of 936 2024 Water and Wastewater Master Plan Page 26 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Regulation Title O. Reg. 224/07 Spill Prevention and Contingency Plans O. Reg. 222/07 Environmental Penalties O. Reg. 153/04 Records of Site Condition - Part xv.1 of the Act O. Reg. 675/98 Classification And Exemption of Spills and Reporting of Discharges O. Reg. 524/98 Environmental Compliance Approvals - Exemptions from Section 9 of the Act O. Reg. 232/98 Landfilling Sites O. Reg. 206/97 Waste Disposal Sites, Waste Management Systems And Sewage Works Subject to Approval Under or Exempt from the Environmental Assessment O. Reg. 101/94 Recycling and Composting of Municipal Waste R.R.O. 1990, Reg. 360 Spills 3.4.5 Safe Drinking Water Act (SDWA) The Safe Drinking Water Act was implemented following the Walkerton Water Crisis (2000), at which time there was no formal regulation of drinking water treatment, operation, record taking, and remedial actions for unsafe drinking water in Ontario. Ontario Regulation 170 (O. Reg 170) under the SDWA provides the requirement for municipal water supply systems which includes reference to the Ten State Standards and the MECP document titled Procedure for Disinfection of Drinking Water. The MECP Design Guidelines for Drinking- Water Systems (Water GL) is used for the analysis of the County’s supply and distribution systems; but it is understood that the guidelines do allow some individual municipal discretion on items such as municipal fire protection. The guidelines will be the foundational basis for risk assessments, supply and distribution planning, fire flow determination, design system pressures and calculation of future water supply. Schedule 22 and Section 11 of O. Reg 170/03 under the Act requires that an annual status summary report on the performance of the County’s 17 municipal drinking water systems be provided to the Council and be reviewed per the guidelines established by the MECP. The Act categorizes municipal DWS based on types of consumers (residential versus non- residential) and production rate; all drinking water systems in the County are classified as either Large or Small Municipal Residential System. Page 230 of 936 2024 Water and Wastewater Master Plan Page 27 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT The sampling, testing, monitoring, and pumping of the water supplied by the wells must follow the requirements set by Permits to Take Water (PTTW), the Municipal Drinking Water License, and Drinking Water Works Permit for the subject systems. The Sustainable Water and Sewage Systems Act (SWSS) (2002) indicates that regulated entities are required to submit a report detailing the provision of water services and wastewater services including an inventory of and management plan for the associated infrastructure. The management of the above requirements is detailed in the Drinking Water Quality Management System (DWQMS) report prepared annually. 3.4.5.1 Drinking Water Quality Management Standard (DWQMS) As per the requirements of the Ontario DWQMS (2017) and SDWA, Oxford County maintains one drinking water quality management system which is integrated within three different Operation Plans to oversee the operation and maintenance of the County’s various water systems. Implementation of the Operational Plans is the responsibility of Oxford County, as the Owner, who ensure that customers are provided with safe, potable drinking water that consistently meets or exceeds regulatory requirements in the interest of protecting public health. 3.4.6 Clean Water Act (CWA) The Clean Water Act (CWA) is a law enacted by the Legislative Assembly of Ontario, Canada to protect existing and future sources of drinking water. The CWA (2006) is a major part of the Ontario government's commitment to ensuring that every Ontarian has access to safe drinking water. Key regulations enabling the work and authority for Source Water Protection are: • O. Reg. 284/07 Source Protection Areas and Regions delineates source water protection areas within the province; • O. Reg. 287/07 General mandates the terms of reference and requirements for source water protection plans; and • O. Reg. 288/07 Source Protection Committees under the CWA constitutes and mandates Source Projection Committees When municipal raw water demonstrates an exceedance of an Ontario Drinking Water Quality standard or increasing trend of a contaminant of concern, the CWA allows local Source Protection Authorities (SPAs) to Page 231 of 936 2024 Water and Wastewater Master Plan Page 28 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT designate municipal wellhead protection areas as Issues Contributing Areas (ICA). An ICA delineates an area where certain current or past land use have or are likely inferred to contribute to the elevated contaminant concentration in raw water supplies. 3.4.7 Sustainable Water and Sewage Systems Act (2002) The Sustainable Water and Sewage Systems Act (SWSSA) mandates that all municipalities (regulated entity) operate their water and wastewater systems on a full cost recovery basis where the system cost is borne by the system users. Every municipality that provides water services to the public has to prepare and approve a plan describing how the entity intends to pay the full cost of providing those services. This Act has no enabling regulations and was implemented following the Walkerton Water Crisis which occurred in 2000. 3.4.8 O.Reg. 588/17: Asset Management Planning for Municipal Infrastructure On January 1, 2018, O.Reg. 588/17: Asset Management Planning for Municipal Infrastructure came into effect. This regulation was made under the Infrastructure for Jobs and Prosperity Act, 2015. This regulation sets out requirements for municipal asset management planning. This regulation included the following deadlines: • By July 1, 2019, all municipalities had to have in place a Strategic Asset Management Policy (SAMP) which has to be reviewed and updated every 5 years; • By July 1, 2022, all municipalities had to have in place an Asset Management Plan (AMPs) for “core municipal infrastructure assets” (includes water, wastewater, stormwater, roads and bridges and structural culverts) that address current service levels, asset performance, condition, age and replacement cost and the 10-year lifecycle costs and funding required to maintain those service levels; and • By July 1, 2024 AMPs for all “other municipal infrastructure assets” (including green infrastructure assets) that address current service levels, asset performance, condition, age and replacement cost and the 10-year life-cycle costs and funding required to maintain those service levels. 3.4.9 Species at Risk Act At a federal level, Species at Risk (SAR) designations for species occurring in Canada are initiated by the completion of a comprehensive Status Report by the Committee on the Page 232 of 936 2024 Water and Wastewater Master Plan Page 29 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Status of Endangered Wildlife in Canada (COSEWIC). If approved by the federal Minister of the Environment, species are added to the federal List of Wildlife Species at Risk (Government of Canada 2002). Species that are included on Schedule 1 as Endangered or Threatened are afforded both individual and critical habitat protection on federal lands under the Species at Risk Act (SARA). On private or provincially owned lands, only aquatic species listed as Endangered, Threatened or Extirpated are protected under SARA, unless ordered by the Governor in Council. 3.4.10 Endangered Species Act At the provincial level, SAR and their habitats are protected under the Endangered Species Act (ESA, Government of Ontario 2007) which is administered by the Ministry of Environment, Conservation and Parks (MECP). SAR designations for species in Ontario are initiated by the completion of a comprehensive Status Report by the Committee on the Status of Species at Risk in Ontario (COSSARO), and if approved by the provincial Minister of the Environment, Conservation and Parks, species are added to the Species at Risk in Ontario (SARO) List (O. Reg. 230/08) under the ESA. Section 9(1) of the ESA, 2007 prohibits the killing, harming, harassment, capture, taking, possession, transport, collection, buying, selling, leasing, trading, or offering to buy, sell, lease or trade species listed as Extirpated, Endangered, or Threatened on the SARO List. Section 10(1) prohibits damaging or destroying habitat of Endangered or Threatened species on the SARO List and may apply to Extirpated species through special regulations. General habitat protection applies to all Endangered and Threatened species, with some species having ‘categorized habitat’, which protects areas within specific distances from known records. Some SARS are afforded a more precise habitat protection through a habitat regulation (regulated habitat), as identified in Ontario Regulation 242/08. Species designated as Special Concern are not protected under the Act. The ESA, 2007 does include provisions for permits under Section 17(2)(c) that would otherwise contravene the Act. Projects which propose impacts to SAR or their habitat would require a permit or other process (e.g., registration) to proceed without contravening the Act. Page 233 of 936 2024 Water and Wastewater Master Plan Page 30 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.4.11 Federal Fisheries Act The Fisheries Act (Government of Canada 1985) is administered by Fisheries and Oceans Canada (DFO) and provides a framework for the proper management and control of fisheries as well as the conservation and protection of fish and fish habitat, including the prevention of pollution. In June of 2019, Canada modernized the Fisheries Act; the new provisions and stronger protections aim to better support the sustainability of Canada’s fish and fish habitat for future generations. In particular, Section 34.4 prohibits any work, undertaking or activity (other than fishing) that results in the death of fish; Section 35.1 prohibits the harmful alteration, disruption or destruction of fish habitat (HADD); and Section 36 prohibits the deposit of deleterious substances. The Fisheries Act requires that projects avoid causing death of fish or HADD of fish habitat unless authorized by DFO or a designated representative. Proponents are responsible for planning and implementing works, undertakings or activities in a manner that avoids harmful impacts to fish and fish habitat. Should proponents believe that their work, undertaking or activity will result in harmful impacts to fish and fish habitat, a Request for Review (RFR) must be submitted, and the DFO will work with them to assess the risk and provide advice and guidance on how to comply with the Fisheries Act. 3.5 Other Considerations 3.5.1 Climate Change and Sustainability In the 2018 report, Delivering the Vision Strategic Plan Progress Report 2015 – 2018, the County’s Future Oxford Community Sustainability Plan set as Goal # 3 the following: • Protect and restore the ecosystem; • Move away from fossil fuels and enhance low carbon transportation; • Achieve Zero waste in Oxford; and • Ensure long-term protection of all source water. To ensure that Oxford is recognized as a leader in environmental action and achieves these goals, the County has developed a series of interconnected plans: Green Fleet Plan (2021- 2025) Transportation Master Plan (2019), Made-in-Ontario Environment Plan (2019), 100% Renewable Energy Plan (2018), Managed Forest Plan (2018), and the Zero Waste Plan (2018). The implementation strategy of these plans is described further in the County Page 234 of 936 2024 Water and Wastewater Master Plan Page 31 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Policies section in Appendix 3. Climate resiliency and adaptation measures were considered as part of the planning for long term water and wastewater servicing recommendations. 3.5.2 Natural Heritage Part V of the 2020 PPS focuses on Natural Heritage and the protection and management of natural heritage systems and features. A natural heritage system is defined by the Province of Ontario as: A system made up of natural heritage features and areas, and linkages intended to provide connectivity (at the regional or site level) and support natural processes which are necessary to maintain biological and geological diversity, natural functions, viable populations of indigenous species and ecosystems. These systems can include natural heritage features and areas, federal and provincial parks and conservation reserves, other natural heritage features, lands that have been restored or have the potential to be restored to a natural state, areas that support hydrologic functions and working landscapes that enable ecological functions to continue. (MMAH 2020). Natural heritage features of significance are described in the Natural Heritage Reference Manual (MNR, 2010) and include: • Significant wetlands; • Significant coastal wetlands; • Fish habitat; • Significant woodlands; • Significant valleylands in Ecoregions 6E and 7E (excluding islands in Lake Huron and the St. Mary’s River); • Habitat of endangered and threatened species; • Significant wildlife habitat; and • Significant areas of natural and scientific interest (ANSIs). Development and site alteration is not permitted in: • Significant wetlands in Ecoregions 5E, 6E and 7E and significant coastal wetlands; Page 235 of 936 2024 Water and Wastewater Master Plan Page 32 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Significant wetlands in the Canadian Shield north of Ecoregions 5E, 6E and 7E, Significant woodlands and significant valleylands in Ecoregions 6E and 7E (excluding islands in Lake Huron and the St. Mary’s River), significant wildlife habitat, significant ANSIs, and coastal wetlands in Ecoregions 5E, 6E and 7E that are not subject to policy 2.1.4(b), unless it has been demonstrated that there will be no negative impacts on the natural features or their ecological functions; and • Fish habitat or habitat of endangered and threatened species except in accordance with provincial and federal requirements. 3.5.3 Water Conservation and Efficiency Various provincial land use planning statutes, policies, and plans set out direction relating to water conservation and efficiency best management practices, including the OWRA, CWA and Water Opportunities and Water Conservation Act, 2010. The OWRA (Water Taking and Transfer Regulation O. Reg 387/04) requires a permit to withdraw more than 50,000 litres per day of ground or surface water, and the Taking and Transfer Regulation requires the Director to consider issues related to the use of water. The Province of Ontario – 2021 Water Conservation and Efficiency Program assesses water conservation measures in accordance with best water management standards and practices. Additionally, the Water Opportunities and Water Conservation Act (WCA) sets out a framework to encourage Ontarians to use water more efficiently. Ontario has a range of programs to manage water supply and demand, such as establishing water efficiency standards, and requires local planning authorities to protect water quality and promote green infrastructure. Water takers are required to monitor and report data annually, and Ontario programs and initiatives support improved monitoring and standardized data reporting. In alignment with the County’s suitability goals, several water conservation initiatives have been developed on the premises of the WCA. Residential rebates exist for homeowners seeking to upgrade washing machines or toilets to newer water efficient models. A water capacity buy back program is in place that reimburses non-residential and multi-residential end users for facility upgrades and improvements that result in water savings. Finally, a water conservation By-law is in place to reduce peak demand on the drinking water system during dry weather conditions. Each of these programs allows the County to utilize their water capacity to the fullest and encourage environmentally sustainable choices throughout the serviced comminutes. Page 236 of 936 2024 Water and Wastewater Master Plan Page 33 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 3.5.4 Sanitary Infiltration and Inflow Control Inflow from rainfall and infiltration from groundwater (I&I) regularly enter sanitary sewers to various degrees. Excessive I&I can increase operation and maintenance costs and can consume the collection system and the wastewater treatment plant’s hydraulic capacity. As such, the Municipal Wastewater Design Guidelines (Wastewater GL) requires that all sewer construction should exclude inflow and infiltration to the greatest extent possible. Although sanitary sewer systems are not designed to receive the bulk of stormwater flows, exposure to inflows and infiltrations may occur at vulnerable locations including pipe joints, and indirect sources such as service connections. These additional flows may cause exceedance from the wastewater treatment plant’s capacity, stressing the individual system and leading to plant bypassing. The Wastewater GL provides and I&I allowance factor for the sanitary collection and treatment system capacities to address these concerns. I&I control is recommended by the Wastewater GLs via proper design, construction and maintenance. Other measures include undergoing an MEA Municipal Class EA process to identify the extent of the exposure and the alternative mitigation measures. These can be implemented via a Pollution Prevention and Control Plan (PPCP). The 1984 MECP Wastewater GL indicate that if infiltration, based upon the highest weekly average within a 12-month period, is less than 0.14 L/(mm·d)/m (litres per millimetre of pipe diameter per day per linear metre of sewer length), rehabilitation of the sewer system will not be economical. 3.6 County Policy Review County policies governing the county’s water and wastewater infrastructures were reviewed to establish policy context for the Masterplan. Using the following County policies, the County’s goals relating to asset management, community development, and climate change and sustainability were identified: • Business Plan and Budget; • Oxford County Official Plan; • Public Works Strategy Road Map; • Future Oxford Community Sustainability Plan; • Asset Management Plan; • Asset Management System Review; Page 237 of 936 2024 Water and Wastewater Master Plan Page 34 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Energy Management Plan; • 2019 Transportation Master Plan; and • Water and Wastewater Specific Policies. These are detailed in Appendix 3. 3.7 Water and Wastewater Plan Methodologies The process of determining the County’s long term water and wastewater servicing needs involved a number of tasks and evaluation processes that were undertaken as part of the W/WW MP process. Some of the key tasks undertaken included: • Analyzing planning information and undertaking growth sensitivity analyses; • Establishing existing system conditions; • Identifying issues and constraints for each system; • Developing design criteria and projections of future water demands and wastewater flows; • Assessing existing and future infrastructure capacity; • Assessing risk issue; • Developing evaluation criteria; • Developing alternative servicing concepts; • Evaluating alternative servicing strategies; and • Determining preferred servicing strategy, implementation, and phasing. 3.7.1 Growth Sensitivity Analysis Some serviced regions in the County have recently experienced higher growth than forecasted in the 2020 Comprehensive Review – Phase 1; as demonstrated in the recent 2021 Census. Accordingly, a sensitivity analysis was undertaken to identify the potential impacts of higher than forecasted growth on the County’s water and wastewater infrastructure. This purposes of this analysis was to provide additional information and direction to be able to adjust Page 238 of 936 2024 Water and Wastewater Master Plan Page 35 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT infrastructure plans as necessary to account for higher than forecasted growth, should such growth be identified through upcoming forecast updates, or otherwise materialize over the study period. 3.7.2 Risk Considerations There are potential risk factors that will influence the County’s ability to provide water and wastewater services with its current infrastructure and these will have to be considered in planning new works. The current water and wastewater system design guidelines and regulatory permitting systems are intended to ensure systems are operated in a safe manner that limits environmental impacts. However, there are potential risks that are outside of the design, construction and operation of these systems that can impact the level of service and have consequences to the County as summarized in Table 3.5. Table 3.5: Summary of Major Water and Wastewater System Risks Water System Wastewater System • Changes in water quality requirements • Variability in individual well yield production • Power Interruptions • Climate Change – lowering of water table • Source water protection – human impacts on water quality and quantity • Changes to regulated effluent quality • Changes in discharge requirements due to the receiving stream’s assimilative capacity. • Power Interruptions • Climate Change – increased infiltration/inflow higher flood levels impacting facilities Page 239 of 936 2024 Water and Wastewater Master Plan Page 36 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 4.0 County Water Supply, Treatment & Distribution System 4.1 County Drinking Water System Infrastructure The County owns all 17 municipal drinking water systems (DWS) currently serving 21 communities which includes but is not limited to, the following: • >700 km of distribution watermains; • 34 Water Treatment Facilities (WTF) • 39 water reservoirs/storage towers; • 7 water booster pumping stations; • 61 active groundwater wells; • 5 bulk water stations, and • SCADA systems to control operations. Figure 4.1 provides an illustration of the respective DWS’s across the County. An overview of each system is described in Section 4.3. GIS maps providing details such as well and facility locations, and watermain routes are provided in Appendix 5. Appendix 6 contains detailed descriptions of the infrastructure for each DWS. 4.2 Drinking Water Treatment Overview All raw water undergoes the general water treatment required to meet the minimum disinfection requirements per Ontario Drinking Water Standards (ODWS), which involves disinfection via chlorination for all water sources, additional UV treatment for ground water under direct influence of surface water (GUDI), and provision of contact time. If the groundwater in the wells is susceptible to surface water, the drinking water guidelines requires specific treatment as detailed in Section 4.2.2. System specific treatment is then applied to ensure treated water does not exceed any maximum acceptable concentrations (MAC) for parameters identified in ODWS. Page 240 of 936 2024 Water and Wastewater Master Plan Page 37 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Figure 4-1: County Water Systems Infrastructure Overview 4.2.1 Iron and Manganese Treatment Some County wells experience high concentrations of iron and/or manganese and undergo additional treatment to meet aesthetic objectives. The treatment ranges from: • Mixing water with lower concentration wells to reduce the overall concentrations; • Sequestration of iron via addition of sodium silicate; • Filtration using solid manganese dioxide media. 4.2.2 Disinfection Treatment Categories of Groundwater Supplies Per O.Reg. 170/03 groundwater sources for the purposes of disinfection are categorized into one of three categories: • Groundwater; Page 241 of 936 2024 Water and Wastewater Master Plan Page 38 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Groundwater Under Direct Influence (GUDI) of Surface Water with Effective Filtration; and • And Groundwater Under Direct Influence (GUDI) of Surface Water. For Groundwater, the MECP Design GL state: The minimum treatment for groundwater … is disinfection. This treatment process must achieve an overall performance that provides, in accordance with the Disinfection Procedure, a minimum of 2-log (99%) removal and/or inactivation of viruses before the water is delivered to the first consumer. For GUDI water sources with Effective Filtration, the MECP Design GL state: This treatment process must achieve an overall performance that provides, in accordance with the Disinfection Procedure, a minimum of 2-log (99%) removal and/or inactivation of Cryptosporidium oocysts, 3-log (99.9%) removal and/or inactivation of Giardia cysts and 4-log (99.99%) removal and/or inactivation of viruses before the water is delivered to the first consumer. For GUDI water sources, the MECP Design GL state: …should have a treatment process that is capable of producing water of equal or better quality than a combination of well operated, chemically assisted filtration and disinfection processes would provide. This treatment process must achieve an overall performance that provides, in accordance with the Disinfection Procedure, a minimum of 2-log (99%) removal and/or inactivation of Cryptosporidium oocysts, 3- log (99.9%) removal and/or inactivation of Giardia cysts and 4-log (99.99%) removal and/or inactivation of viruses before the water is delivered to the first consumer. The treatment level of existing wells was established in the early 2000’s for existing wells following the predecessor to O.Reg. 170, O. Reg. 459/00: DRINKING WATER PROTECTION - LARGER WATER WORKS under Ontario Water Resources Act. This was brought into service since and requires an initial GUDI assessment to confirm which category of disinfection treatment is required. At present, all groundwater wells servicing the County are either considered groundwater or GUDI with effective filtration and are provided with the required level of disinfection treatment to meet Ontario Drinking Water Standards. Page 242 of 936 2024 Water and Wastewater Master Plan Page 39 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 4.2.3 Other Treatment Requirements Some individual wells may have water that is above a MAC for certain ODWS parameters. In this case, the County will either: • Not have the well in service; or • Provide the ability to blend one or more well sources to lower a parameter below a MAC prior to introducing the water into the water distribution system. • Filtration using membrane or media filters. 4.2.4 Water System Supply Capacity The supply capacities of the DWSs are obtained from their respective Drinking Water Works Permits (DWWP) and Municipal Drinking Water Licenses (MDWL). Specifically, the DWWP Capacity of each WTF is taken as the lower of the Well pump and the WTF’s High Lift Pumping System (HLPS) capacity. 4.2.5 Water System Capacities The firm capacity of the DWSs will equal the supply capacity with the highest production well out of service. Firm capacity of the system should, therefore, exceed the projected maximum day water demand of the drinking-water system, which is the maximum volume of water required in any 24-hour period during the design period (usually, the next 20 years). The rated capacity of a water treatment plant is the net drinking water production rate (i.e., rate of overall drinking water production minus the sum of all in-plant losses and/or demand). Discussions with the County staff determined that some DWSs were facing the following challenges: 1. Wells in some areas are subject to seasonally decreased production due to proximity of water taking for agricultural purposes; 2. Water quality in some wells may degrade over a period of time due to high intensity agricultural activities in the well vicinity; 3. Wells may require extensive well maintenance to be undertaken every few years to restore full supply capacity; 4. Water quality in some wells may be above maximum acceptable concentration (MAC) due to changes in the in-drinking water standards and may require dilution with other well sources; and 5. Some treatment facilities are not able to operate at full capacity. Page 243 of 936 2024 Water and Wastewater Master Plan Page 40 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT As a result, the dynamic supply and dynamic firm capacity was determined for each DWS that incorporates the limitations of the supply and treatment components. The dynamic firm capacity and dynamic supply capacity may not be permanent and may change depending on weather conditions, proximate land use or the degree of maintenance undertaken. For smaller systems the dynamic firm capacity may differ from the dynamic supply capacity as it will include the provision of trucked in water. The associated water system capacities for each of the 17 DWS’s are identified in Section 8. 4.3 Oxford County Drinking Water Systems Overview The following subsections provide an overview of the County’s DWSs components and their capacities. 4.3.1 Ingersoll DWS The Ingersoll DWS is classified as a Large Municipal Residential Water System which is also designed for fire protection. It is supplied by seven wells and seven water treatment facilities (WTFs). Two of the subsystems – Well 7 supplying the West Street WTF and Well 11 supplying the Wallace Line WTF – are not currently in operation. Of note, Well 7 will be brought back on-line by the County once current 2023 upgrades are completed. The Merritt Street WTF, Dunn’s Road WTF, and the Thompson Road WTF are equipped with diesel generators that supply power in an emergency. Ingersoll services one primary pressure zones, with sub-pressure zones fed through isolated supply points. The Ingersoll DWS is designed for fire protection. 4.3.2 Tillsonburg DWS The Tillsonburg DWS is classified as Large Municipal Residential Water System which is also designed for fire protection. It consists of five WTFs securing water from ten production wells, of which five are classified as GUDI. One of the subsystems – Plank Line WTF— is not currently in operation. The Well 3 facility is currently be planned to be brought back on-line while upgrades to Well 7A are being designed. The DWS has two pressure zones, with a BPS on Fairview Street. Standby generators are available to the Mall Road, Fairview, and Bell Mill Sideroad WTFs. Page 244 of 936 2024 Water and Wastewater Master Plan Page 41 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 4.3.3 Woodstock DWS The Woodstock DWS is classified as a Large Municipal Residential Water System which is also designed for fire protection. It consists of four treatment facilities securing raw water from eleven wells, of which six are classified as GUDI. The city currently has four distinct pressure zones: • Sweaburg water distribution system regulated by the Thornton and Trillium Line WTFs; • Athlone Booster Station regulates pressures in the southwest corner of the city; • Bower Hill reservoir regulates the main pressure zone, which operates the majority of the city; and • North Pittock, Nellis and Commerce Way Booster Stations service the pressure zone on the east side of the city. A fifth pressure zone will be introduced as part of the Karn Road development (Section 2.3.2.3). The Thornton WTF and Southside WTF are equipped with diesel generators that supply power in an emergency. 4.3.4 Blandford-Blenheim – Bright DWS The Bright DWS is classified as a Large Municipal Water system. It secures groundwater from two wells which service one treatment facility. It is not designed for fire protection. 4.3.5 Blandford-Blenheim – Drumbo – Princeton DWS The Drumbo-Princeton DWS is a Large Municipal Water. It has three wells supplying to one WTF located in Drumbo. The DWS provides treated water to Princeton via a 6.7 km long transmission main. The onsite standby generator is connected to the WTF only, and not to the well pumphouses. Treated water is received at the Pressure Regulating Station in Princeton, where pressure is regulated before water is discharged to the Princeton Distribution Standpipe. The Drumbo-Princeton DWS is not designed for fire protection. 4.3.6 Blandford-Blenheim – Plattsville DWS The Plattsville DWS is classified as a Large Municipal Residential Water System. The DWS has two production wells supplying to one treatment facility. A standby generator is Page 245 of 936 2024 Water and Wastewater Master Plan Page 42 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT available to run the facility in the event of a power failure. The Plattsville DWS is designed for fire protection. 4.3.7 Oxford South (Norwich – Otterville - Springford Combined System) The Oxford South Water System is a Large Municipal Water system which services the villages of Norwich, Springford and Otterville. The communities are connected by two transmission mains which connect Norwich to Springford and Springford to Otterville. There is no direct connection between Norwich and Otterville. In total there are 7 wells and 4 WTF in the drinking water system. Norwich has three wells which supply water to the Pitcher Street and Main Street WTFs. Otterville and Springford each have two supply wells supplying water their respective WTF. The system provides fire protection to the villages of Norwich and Otterville only. 4.3.8 South-West Oxford – Beachville DWS The Beachville DWS is classified as a Small Municipal Water system. The DWS has a single well. Beachville is not designed for fire protection. 4.3.9 South-West Oxford – Brownsville DWS The Brownsville DWS is classified as a Large Municipal Water system. Its WTF is supplied by two wells. The Brownsville DWS is not designed to provide fire protection. 4.3.10 South-West Oxford - Dereham Centre DWS The Dereham Centre DWS is classified as a Small Municipal Water system. It has one well supplying its WTF. Dereham Centre DWS is not designed for fire protection. 4.3.11 South-West Oxford - Mount Elgin DWS The Mt. Elgin DWS is classified as a Large Municipal Residential Water System. The system has two supply wells supplying one WTF each. The second well and WTF was brought online in 2022 response to growing water demands. The Mt. Elgin DWS is not designed to provide fire protection. 4.3.12 East Zorra-Tavistock – Hickson DWS The Hickson Water System is a Small Municipal Water system. It has only one well connected to one WTF. The Hickson DWS system is not designed for fire protection. Page 246 of 936 2024 Water and Wastewater Master Plan Page 43 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 4.3.13 East Zorra-Tavistock – Innerkip DWS The Innerkip DWS is classified as a Large Municipal Residential Water. It has two supply wells connected to its WTF. A standby generator is available to run the facility in the event of a power failure. The Innerkip DWS is not designed for fire protection. 4.3.14 East Zorra-Tavistock – Tavistock DWS The Tavistock DWS is classified as a Large Municipal Residential Water System which is also designed for fire protection. It is supplied by three wells connected to one WTF. Two of its wells switch operationally, as they both cannot operate simultaneously. 4.3.15 Zorra - Thamesford DWS The Thamesford DWS is classified as a Large Municipal Residential Water System. It has four supply wells connected to its WTF, of which three share the same aquifer. The system is designed for fire protection. 4.3.16 Zorra – Embro DWS The Embro DWS is classified as a Large Municipal Residential Water. The DWS consists of one facility supplied by two wells. A standby generator is available to run the facility in the event of a power failure. Operationally, only one well can operate at a time. The system is not designed for fire protection. 4.3.17 Zorra - Lakeside DWS The Lakeside DWS is classified as a Large Municipal Water system. It is supplied by one well which supplies one WTF. The Lakeside DWS is not designed for fire protection. Page 247 of 936 2024 Water and Wastewater Master Plan Page 44 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.0 DRINKING WATER SYSTEM DESIGN CRITERIA 5.1 Drinking Water System Planning The County’s Official Plan states the following regarding its responsibilities towards Water Management: The quality and quantity of water will be protected, improved, and restored by identifying important groundwater features, hydrologic functions, natural heritage features and areas and surface water features, maintaining the linkages and related functions among such features and minimizing potential negative impacts from single, multiple or successive development or site alteration activities. As such, the strategic aim of the W/WW MP is to provide a framework for the assessment of the existing water systems (supply, storage, transmission, redundancy, regulatory compliance) and provide a planning roadmap for meeting future servicing needs (sizing and phasing of linear and vertical water infrastructure) to address existing constraints and accommodate population and employment growth to 2046. 5.2 Drinking Water System Design Criteria 5.2.1 Standards and Design Guidelines The criteria used to obtain and analyse the water treatment components is compiled from the following standards and guidelines: • Ontario Design Guidelines for Drinking Water Systems (Water GL) which provides guidance for designers and Approvals Engineers for DWSs in Ontario; and • Great Lakes - Upper Mississippi River Board of State and Provincial Public Health and Environmental Managers (10 States Standards) Recommended Standards for Water Works. This standard is referred to in the Ontario Regulation 170 under the Safe Drinking Water Act. The guidelines are prescriptive on some topics but allow some individual municipal discretion on other topics such as municipal fire protection. The Section 4.5.1 Wells Design of the Water GL state: The design objectives for a well should be to provide a hydraulically efficient and structurally sound well that will produce the required water quantity on a continuous basis, and which is protected from external contamination. Page 248 of 936 2024 Water and Wastewater Master Plan Page 45 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT The 10 States Standards have a number of requirements that directly impact Oxford County as follows: The total developed groundwater source capacity, unless otherwise specified by the reviewing authority, shall equal or exceed the design maximum day demand with the largest producing well out of service. (Section 3.2.1.1) A minimum of two sources of groundwater shall be provided, unless otherwise specified by the reviewing authority. Consideration should be given to locating redundant sources in different aquifers or different locations of an aquifer. (Section 3.2.1.2) Plants designed to treat surface water, groundwater under the direct influence of surface water, or for the removal of a primary drinking water contaminant shall have a minimum of two units each for coagulation, flocculation, and solids removal. (Section 4.2) It is therefore standard practice that each municipal DWS should be provided with standby wells or else have a contingency arrangement to supply water (such as trucked water for very small systems). Ideally, each groundwater-based system should have a measure of redundancy so that groundwater sources are from different aquifers or separated by space within the same aquifer. These policies, standards and design guidelines set the foundation for the development of the water portion of the W/WW MP. 5.2.2 System Components DWSs are composed of supply, treatment, pumping, transmission and distribution and storage infrastructure. Each DWS in Table will be assessed for these components using the methodology provided in this section. The components and their sub-components are provided in Table 5.1Table . Table 5.1: Components and Sub-Components Component Sub-Components Water Supply Groundwater well(s) Pumping Water Treatment Treatment at Well House Centralized Treatment (multiple wells) Page 249 of 936 2024 Water and Wastewater Master Plan Page 46 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Component Sub-Components Water Distribution and Booster Pumping Watermains Booster Pumping Stations (BPS) Pressure Zones Water Storage In-ground Storage (associated BPS) Elevated Storage 5.3 Drinking Water System Design Considerations 5.3.1 Water Demand Sources Oxford County’s water is consumed by a number of different sources and is classified into Metered and Non-metered water demand for analysis purposes. Metered water sources consist of residential and non-residential properties referred to as Base Demand, bulk water stations, and water treatment processes that are metered. Water treatment facilities are typically also metered; including metering of the backwash water used for cleaning. The generated demand records consist of: • Well pump records to determine water pumped from production wells; • Water discharged from the water treatment facilities; • Water sent from the distribution system to provide to the water treatment process (such as filter backwashing); and • Water meter records to determine how much water was consumed by residential and non-residential customers. These are then used to determine non-metered water volumes, which allow for assessing the system efficiency and upgrade requirements. Non-metered water consumption generally arises from firefighting use, flushing distribution mains, water treatment process that are not metered, and water loss in the distribution system through pipe or reservoir leakage or illegal hydrant water taking. Page 250 of 936 2024 Water and Wastewater Master Plan Page 47 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.2 Water Loss Non-metered consumed water leads to water loss. The Water GL directs that where flow records or estimates for an existing distribution system show that unaccounted-for-water exceeds 15% of average daily demand, then an average value within the range of 270 to 450 L/(capita*day) should be considered and the cause of the unaccounted-for-water determined and reduced or eliminated as much as is practical. For the County DWSs, the water loss per system is identified by calculating the difference between the total distributed volume of water (less the backwash water volume) and the total metered water volume per system (with the bulk water volume added, as it is metered separately). This difference produces the volume of water that is not accounted for and contributes to overall water loss in the system. 5.3.3 Water System Design Parameters 5.3.3.1 Average Daily Water Demand The average day water demand (ADD) from the serviced population is taken as the average of all daily recorded water demand over a given year. The ADD for each DWS was obtained from the annual Daily Water Consumption (excel) data provided by County. For accuracy, multiple years of historical water consumption data are reviewed, except if the DWS or the community it services has skewed data. In this case, the historical data used for obtaining trends was adjusted as needed. 5.3.3.2 Water Treatment Supply Capacity The Water GL requires that as a minimum, the water supply/treatment facility should be designed to meet the projected maximum daily flow requirement of the service area with peak hourly, outdoor use and fire demands met from storage. Where it is possible to develop the source of supply to meet more than the projected maximum daily flow, the storage volume can be reduced accordingly. Maximum Day Demand (MDD) is further defined as the water usage on the maximum day. When actual water demand data are available, the designer should review the data and eliminate statistical outliers (e.g., excessive water demands that occurred because of a major trunk main break, and erroneous metering or recording) before selecting a value. Page 251 of 936 2024 Water and Wastewater Master Plan Page 48 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT In adherence to the above direction, the annual average historical MDD (MDDAVG) is estimated by eliminating statistical outliers from each individual DWS’s historical data sets on the following basis: • Fire events, as they lead to spikes in water demand and are not metered. Fire events from 2016 to 2021 for each DWS that is providing fire protection are collected from online sources. Since it is highly improbable to identify the total water volume used for the fire event only, the water consumption on the incident day is eliminated from the data if it caused a significant spike. If the ADD on the incident day is within range of the preceding and succeeding day, the day is analyzed normally; • Routine flushing of the watermains as noted in the County’s Annual Water Reports (AWR). These events are only removed for the Ingersoll, Tillsonburg and Woodstock DWSs. For Township DWSs – that is, systems servicing the serviced villages in the five Townships -, flushing events are not removed from the data set because smaller systems will experience higher stress if regular maintenance (watermain flushing) occurs and the DWS is not capable of compensating it, as noted in the Water GL: The designer should be particularly careful in designing small treatment plants since in-plant water use can be a significant portion of total production. (Section 3.4.1); • In addition, for systems with fewer than 500 people such as Dereham Centre, Beachville, and Hickson, the demand during peak hours is to be met from storage that is designed to provide fire flow. However, none of these systems are designed for fire protection; meaning that their storage capacity may not be sufficient to meet the peak demand as noted in the Water GL: It is essential that the source of supply and the distribution system be capable of meeting these maximum and peak demand rates without overtaxing the source or resulting in excessive pressure loss in the distribution system. Small systems [also] have higher peaking factors for maximum day and peak hour demand than large systems. (Section 3.4.5) Hence, it is essential that water demand spikes occurring due to flushing are not removed from the water demand estimations for Township systems. They are removed from larger systems only; and. Page 252 of 936 2024 Water and Wastewater Master Plan Page 49 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Water losses due to watermain leaks. The water demand data from these days are removed from the examined dataset. The annual historical MDD is then selected from this refined dataset based on the size classification of the DWS as follows: • The three highest annual pumped volumes (m3) per day from the distribution facility are compared to ensure large variances, which are indicators of other outliers or uncommon events, do not exist. If the three values are within range, then; o For Township DWSs, the largest MDD from the three values is taken as the final MDD for each DWS, o For the three Large Urban Centres (Ingersoll, Tillsonburg, and Woodstock), the largest MDD is taken as the average of the three largest MDDs; and • If the three values are not within range, such that the highest pumped volume in a day is substantially larger than the remaining days in the week or than the other two maximum day values, then o For Township municipal water treatment systems, the average of the three values will be taken as the MDD, o For the three Large Urban Centres, the same approach as in the previous scenario will be taken. The selected MDD is then used to obtain the Maximum Day Peaking Factor (MDPF), which is a ratio of the MDD to the ADD. The ADD comprises of the average Base Demand and unaccounted water. Historical MDPF and ADD were calculated separately for residential and non-residential demands to ensure accurate water consumption trends and projections. 5.3.3.3 Peak Hour Demand (PHD) The Water GL states that: Minimum rate, maximum day and peak rate factors for the system should be based on existing flow data, where available. Table 3.1 provides peaking factors for use with average day demand when actual data are not available or are unreliable. In the absence of flow data, the Water GL provides MDPF and peak day peaking factors (PDPF) which can be used to obtain the PHD of the system. The factors provided are Page 253 of 936 2024 Water and Wastewater Master Plan Page 50 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT categorized corresponding to the serviced population. For Township systems servicing a population of less than 500, the MDPF and PDPFs are provided separately, as the factors are much larger than those for the larger systems. The PDPF is then multiplied by the ADD to obtain the DWS’s PHD. 5.3.4 County DWS Design Criteria This section provides the above described design parameters (ADD, MDD, PDPF for the 2021 population, and Water Loss) derived for each of County’s DWSs as shown in Sections 5.3.4.1 to 5.3.4.17 respectively. Page 254 of 936 2024 Water and Wastewater Master Plan Page 51 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.1 Ingersoll DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 185 Non-Residential 160 Max Day PF 1.6 Peak Day PF1 Residential 3 Non-Residential 3 Non-Revenue Water (%)1 17 1: Historical data is based on the 2021 water demand data only. 5.3.4.2 Tillsonburg DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 175 Non-Residential 230 Max Day PF 1.6 Peak Day PF Residential 3 Non-Residential 3 Non-Revenue Water (%) 11 Page 255 of 936 2024 Water and Wastewater Master Plan Page 52 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.3 Woodstock DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 180 Non-Residential 250 Max Day PF 1.5 Peak Day PF Residential 3 Non-Residential 3 Non-Revenue Water (%) 15 5.3.4.4 Blandford Blenheim: Bright DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 160 Max Day PF 2.3 Peak Day PF Residential 4 Non-Revenue Water (%) 10 1: The village of Bright does not have a historical recorded non- residential population Page 256 of 936 2024 Water and Wastewater Master Plan Page 53 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.5 Blandford Blenheim: Drumbo-Princeton DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 165 Non-Residential 160 Max Day PF 1.8 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 10 5.3.4.6 Blandford Blenheim: Plattsville DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 175 Non-Residential 175 Max Day PF 2.2 Peak Day PF Residential 3 Non-Residential 3 Non-Revenue Water (%) 14 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 Page 257 of 936 2024 Water and Wastewater Master Plan Page 54 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.7 Norwich: Oxford South DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 170 Non-Residential 140 Max Day PF 2.0 Peak Day PF Residential 3 Non-Residential 4 Non-Revenue Water (%) 16 5.3.4.8 Zorra: Thamesford DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 210 Non-Residential 210 Max Day PF 2.0 Peak Day PF Residential 3 Non-Residential 4 Non-Revenue Water (%) 24 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 Page 258 of 936 2024 Water and Wastewater Master Plan Page 55 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.9 Zorra: Embro DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 140 Non-Residential 140 Max Day PF 1.8 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 28 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 5.3.4.10 Zorra: Lakeside DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 140 Non-Residential 140 Max Day PF 2.5 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 14 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 Page 259 of 936 2024 Water and Wastewater Master Plan Page 56 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.11 East-Zorra Tavistock: Tavistock DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 190 Non-Residential 230 Max Day PF 1.7 Peak Day PF 3 Non-Revenue Water (%) 6 5.3.4.12 East-Zorra Tavistock: Innerkip DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 195 Non-Residential 195 Max Day PF 2.0 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 11 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 Page 260 of 936 2024 Water and Wastewater Master Plan Page 57 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.13 East-Zorra Tavistock: Hickson DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 175 Non-Residential 175 Max Day PF 2.8 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 11 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 5.3.4.14 South-West Oxford: Mount Elgin DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day)1 Residential 185 Non-Residential 185 Max Day PF 2.3 Peak Day PF Residential 4 Residential 4 Non-Revenue Water (%) 16 1: ADDRES = ADDNON-RES per explanation provided in 3.1.2.1 Page 261 of 936 2024 Water and Wastewater Master Plan Page 58 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.15 South-West Oxford: Beachville DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 155 Non-Residential 130 Max Day PF 2.3 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 14 5.3.4.16 South-West Oxford: Brownsville DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 150 Non-Residential 160 Max Day PF 2.1 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 7 Page 262 of 936 2024 Water and Wastewater Master Plan Page 59 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 5.3.4.17 South-West Oxford: Dereham Centre DWS Parameter 2024 W/WW MP Value Average Day Demand (L/capita/day) Residential 105 Non-Residential 110 Max Day PF 3.4 Peak Day PF Residential 4 Non-Residential 4 Non-Revenue Water (%) 21 5.3.5 Water Treatment and Supply System Sizing 5.3.5.1 Water Transmission Sizing Section 10.2.2.1 of the Water GLs directs that watermain sizing are to be sized using hydraulic analysis involving flow demands and maintaining a minimum pressure of 140 kPa (20 psi) under MDD plus fire flow conditions. Normal operating pressures in the distribution system should be within 350 to 480 kPa (50 – 70 psi) and they are neither to be less than 275 kPa (40 psi) and nor exceed 700 kPa (100 psi). This maximum operating includes the transient pressure that can occur during regular operation of the pipes and joints in the piping system and can cause negative pressures in the piping system. However, pressures can vary depending on the distribution size and topography of the serviced area. Section 2.4.1.2 of the Water GLs states that in addition to the above, watermain design is to be based on several factors including nature and population of the area served. Specifically, transmission mains are sized as follows: • For systems designed to provide fire protection, minimum size of watermains should be 150mm. Pipe size can reduce to 25mm beyond the last hydrant on culs-de-sac. The minimum pipe size can, however, vary to allow withdrawing the required fire flow while maintaining the minimum pressure; • For systems not designed for fire protection, minimum watermain diameter is recommended to be 75mm, but may vary depending on available equipment for cleaning watermains. Page 263 of 936 2024 Water and Wastewater Master Plan Page 60 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Flushing velocity for both the above scenarios should be maintainable at 0.8m/s. 5.3.5.2 Booster Pumping Stations The MECP Water Design Guidelines referenced in the last section provides the following recommendations for determining the pumping requirements of a system: • The drinking water system should be designed to satisfy the greater of maximum day demand plus fire flow (where fire protection is to be provided), or the peak hour demand; • In systems without floating storage: • Pumping capacity should be sized for the greater of peak hour, or maximum day demand plus fire flow; • The firm pumping capacity should be calculated based on the assumption that the two largest pumps are out-of-service especially when there is only one source of supply in the area; and • In systems with floating storage for fire protection and balancing: o Pumping capacity should be sized for maximum day demands, provided that the floating storage is capable of providing peak hour and fire flow demands; firm capacity assumes that the largest pump is out of service. Table 5.2 provides a summary of the design criteria of each water servicing system component per the MECP guidelines. Table 5.2: Design Criteria for Water Servicing Components Water System Component Criteria Methodology Pumping Stations With adequate zone storage available Medium day demand to zone and all subsequent zones Without adequate storage available Greater of Peak hour flow to zone or Max Day plus Fire and maximum day demand to all subsequent zones Storage A – Equalization 25% of maximum day demand B – Fire Largest expected fire in zone (based on land use) C – Emergency Minimum of 25% of (A+B) Page 264 of 936 2024 Water and Wastewater Master Plan Page 61 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Water System Component Criteria Methodology Total = A+B+C Fire Flow Minimum flow (residential) 5,500 L/min for 2 hours @ minimum 140 kPa (20 psi) Minimum flow (industrial/ commercial/institutional) 15,000 L/min for 3 hours @ minimum 140 kPa (20 psi) System Pressure Normal Operating conditions 280 kPa (40 psi) to 700 kPa (100 psi) 5.3.5.3 Water Storage Capacity Water storage is required to support a number of demand sources: • Peak flows that are higher than the MDD are generally supplied by the storage system. These can either generally occur during peak demand periods within a day by regular consumers, or during fires which use hydrants to supply the large water flow; and • Short term emergency supply for situations including temporary equipment shut down, power failures, watermain break, equipment malfunction, and to provide water during extreme short-term challenges with raw water. The Water GL requires treated water storage to be designed to satisfy the greater of the following demands: MDD plus fire flow or PHD. The fire flow requirements are population dependent and the suggested fire flows corresponding to the system’s serviced population is provided in Table 8-1 of the Water GL. Per Section 8.4.2 of the Water GL: Water Storage Requirement = A + B + C Where A is the required fire storage based on the recommended fire flow, B is the equalization storage (25% of maximum day demand), and C is the emergency storage (25% of the sum of A and B). Per Section 8.4.3 of the Water GL, for communities not provided with fire protection, the volume of the storage should be 25% of the design year maximum plus 40% of the design year average day. Page 265 of 936 2024 Water and Wastewater Master Plan Page 62 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Storage capacities for each of the DWSs are revised to remove the capacity used for treatment processes. The portion of the capacities used for strictly storage only are taken as the available storage capacity of the systems and are termed ‘Usable’. The usable water storage must also be in a location or the infrastructure itself must be able to supply with adequate pressure and have the firm capacity required to draw down the storage during the peak demand conditions. Page 266 of 936 2024 Water and Wastewater Master Plan Page 63 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 6.0 COUNTY WASTEWATER COLLECTION AND TREATMENT SYSTEM 6.1 County Wastewater Collection and Treatment System Infrastructure The County owns 9 wastewater treatment plants (WWTPs) and 11 wastewater collection systems (WWCSs) currently servicing 11 communities. The County wastewater system is comprised of the following associated components, including but not limited to: • 11 municipal sewage collection systems; • Embro and Innerkip sewage is conveyed by force mains into the Woodstock wastewater collection system • 600 km of sewers & force mains; • 36 sewage pumping stations; • 1 Odour control facility each for the Embro and Innerkip forcemains; • 9 wastewater treatment plants- o Three Conventional Activated Sludge (CAS) WWTPs at Ingersoll, Tillsonburg, Woodstock, o One Extended Aeration WWTP at Thamesford, o Three Lagoons Systems at Norwich, Plattsville, Tavistock, o One Recirculating Sand Filter at Mount Elgin, o One Sequencing Batch Reactor (being converted to a Membrane Bioreactor) in Drumbo; • One biosolids management facility; and • SCADA systems to control operations. Figure 6.1 provides an illustration of the WWTSs and their components spanning across Oxford County. A detailed description of the subcomponents of each of the WWTSs is provided in Appendix 7. GIS maps providing location details for the collection (including sewer mains) and treatment infrastructure are provided in Appendix 8. Page 267 of 936 2024 Water and Wastewater Master Plan Page 64 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Section 6.3 provides the wastewater design criteria and calculation methodologies used to estimate historic flows and projection parameters that is listed for each WWTS in this section. Figure 6-1: Existing Oxford County Wastewater Infrastructure Page 268 of 936 2024 Water and Wastewater Master Plan Page 65 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 6.2 Wastewater Treatment Overview 6.2.1 Design Considerations General design considerations for WWTP and SPSs include: •Wastewater flows and loadings from current and planned development; •Eliminate bypasses and overflows; •Consideration for operation and maintenance including providing backup capacity for critical equipment; •Flood protection where the WWTP is not located at an elevation higher than the 100 year flood; •Ensure reliability and redundancy for peak hydraulic flows, equipment failure and maintenance shut down; and •Provisions for future expansion. 6.2.2 Effluent Quality Requirements All of Oxford County’s WWTPs provide a minimum of secondary treatment, per the following Wastewater GLs: The normal level of treatment required for municipal and private sewage treatment works discharging to surface waters is secondary treatment or equivalent. The Procedure B-1-5, Deriving Receiving-Water Based, Point Source Effluent Requirements for Ontario Waters outlines the framework within which effluent requirements for contaminant loadings and concentrations for each WWTP is set. Maximum compliance limits for secondary treatment in Ontario 25 mg/L or better (lower) of CBOD5 and TSS in effluent. Sewage treatment lagoons have the following compliance limits: •To be considered providing secondary treatment, effluent quality from Lagoons limit CBOD5 to below 25 mg/L and TSS to below 30 mg/L; •Lagoons using batch chemical dosing for phosphorus removal have limits for CBOD5 of 25 mg/L or lower and TSS of 25 mg/L or lower. Additional compliance limits maintained include total phosphorus (TP) concentration of 1 mg/L (when phosphorus removal is required) and a monthly mean density of 200 E. coli organisms per 100 mL if disinfection is required. Additional compliance limits objectives are implemented on a per scenario basis and is listed for each WWTP in Section 6.3. Page 269 of 936 2024 Water and Wastewater Master Plan Page 66 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 6.2.3 Bypass and Overflows Ministry WWTP guidelines require SPSs and treatment works to be designed such that bypasses and overflows are eliminated. Overflows are referred to discharge to the environment from a sewage treatment works at a location other than the final effluent outfall or downstream of the sampling point in the final effluent outfall. Bypass designs of any treatment processes within the treatment plant are recommended to enable return of the bypassed flows to the influent point of the plant, so that discharge to the environment through the final effluent outfall is minimized. The Wastewater GLs require metering of bypass flows and overflows at the plant and SPS. Any overflows within the sanitary sewer systems and overflow/bypasses at the treatment plant is to be designed for emergency and unavoidable conditions only. 6.3 County Wastewater Treatment Systems 6.3.1 Ingersoll WWTS The Ingersoll WWTP is a Conventional Activated Sludge (CAS) mechanical plant with two standby generators. It receives flows from four SPSs in the Town that discharges to one on- site SPS at the treatment facility. In addition, the WWTP also provides treatment for septic tank waste from the Village of Mount. Elgin, partially digested biosolids from the Thamesford WWTP, as well as landfill leachate, hauled waste and holding tank waste from across the County. The plant consists of two treatment trains consisting of primary and secondary treatment that merge into a common disinfection system prior to the final effluent discharge to the Thames River. Sludge management involves anaerobic digestion followed by dewatering to produce stabilized biosolids for land application. Table 6.1 provides the WWTP’s effluent limits and objectives. Table 6.1: Ingersoll WWTP Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 15.0 10.0 Total Suspended Solids 15.0 10.0 Page 270 of 936 2024 Water and Wastewater Master Plan Page 67 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) Total Phosphorus 0.60 0.40 Total Ammonia Nitrogen 2.0 (May 1 to Nov. 30) 6.0 (Dec. 1 to Apr. 30) 1.5 (May 1 to Nov. 30) 4.0 (Dec. 1 to Apr. 30) E.Coli (monthly geometric mean density) - 100 Organisms/100 mL 6.3.2 Tillsonburg WWTS The Tillsonburg WWTP is a CAS treatment plant. It receives wastewater flows from three SPSs in the Town, There is no on-site SPS at the WWTP. Treatment consists of mechanical screening and grit removal, primary clarification, secondary treatment, final clarification, and UV disinfection prior to final effluent discharge to Big Otter Creek. Sludge management involves aerobic digestion followed by centrifuge dewatering to produce stabilized biosolids for land application. Table 6.2: Tillsonburg WWTP Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 25.0 15.0 Total Suspended Solids 25.0 15.0 Total Phosphorus 1.0 0.80 Total Ammonia Nitrogen - 3.0 (Dec-Apr) 0.8 (May-Nov) E.Coli (monthly geometric mean density) 200 CFU/100 mL (May 1 – Nov 30) *150 CFU/100mL (May 1 - Nov 30) 6.3.3 Woodstock WWTS The Woodstock WWTP is a CAS mechanical treatment plant. The system provides wastewater treatment to the City of Woodstock and to the villages of Embro and Innerkip. In addition, it also receives partially digested biosolids from the Drumbo WWTP, landfill leachate, septic tank waste, hauled waste, and holding tank waste from within Oxford Page 271 of 936 2024 Water and Wastewater Master Plan Page 68 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT County. Seven SPSs are connected to the WWTP, including one main each in Embro and Innerkip that deliver to the Woodstock WWTP. Treatment consists of preliminary treatment including grit removal, screening, and scum removal. This is followed by primary clarification, secondary treatment via CAS process, secondary clarification, and ultimately disinfection via chlorination. The effluent is de- chlorinated with the addition of sodium bisulphite prior to being discharged to the Thames River. Sludge management involves anaerobic digestion followed by dewatering to produce stabilized biosolids for land application. A standby generator is available to run the entire Woodstock WWTP and onsite Thames Valley Lift Station in the event of a power failure. A secondary backup generator is available and dedicated to Thames Valley Lift Station in case of emergency. Table 6.3: Woodstock WWTP Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 15.0 (May 1 – Nov 30) 20.0 (Dec 1 – Apr 30) 12.0 Total Suspended Solids 15.0 12.0 Total Phosphorus 0.75 0.5 Total Ammonia Nitrogen 3.0 (May 1 – Nov 30) 5.0 (Dec 1 – Apr 30) 2.0 (May 1 – Nov 30) 3.0 (Dec 1 – Apr 30) E.Coli (monthly geometric mean density) 200 CFU/100 mL 150 CFU/100 mL 6.3.4 Blandford-Blenheim 6.3.4.1 Drumbo WWTS The Drumbo WWTP currently provides wastewater treatment via sequencing batch reactor. It received flows from three SPS. Tertiary treatment consisting of two alternating sequential batch reactors, mixed media pressure filters, and UV disinfection followed by discharge to the Cowan Drain is provided. Phosphorus removal involves chemical treatment via aluminum sulfate. Sludge management involved temporarily storage of solids prior to routinely being transported to the Woodstock WWTP for digestion. Page 272 of 936 2024 Water and Wastewater Master Plan Page 69 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT A standby generator was dedicated to both the onsite WTF and the WWTP in the event of a power failure. Phase 1 expansion of the WWTP to 450 m3/d is currently underway which will switch the WWTP to a Membrane Bioreactor (MBR) treatment system and will be completed by early 2024. A Class EA Study and Assimilative Capacity Study (ACS) for the second capacity expansion to the 660 m3/day is currently underway. Table 6.4: Drumbo WWTP Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 9.3 4.7 Total Suspended Solids 9.3 4.7 Total Phosphorus 0.46 0.27 Total Ammonia Nitrogen 2.7 (May 1 – Oct 31) 4.5 (Nov 1 – Apr 30) 1.8 (May 1 – Oct 31) 3.6 (Nov 1 – Apr 30) E.Coli (monthly geometric mean density) 200 CFU/100 mL 150 CFU/100 mL 6.3.4.2 Plattsville WWTS The Plattsville WWTP is a lagoon-based treatment system consisting of two aerated ponds and two waste stabilization ponds. This is followed by filtration via four intermittent sand filters and discharge to the Nith River. Discharge primarily occurs during spring and late fall, and no discharge occurs from December 1st to March 31st each year. Phosphorus removal is achieved via aluminum sulphate dosing. The biosolids are stored in the lagoons for usually between 15 to 20 years prior to being land applied. The WWTS receives sewage from one SPSs in the village. Table 6.5: Plattsville Lagoons Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 10.0 5.0 Total Suspended Solids 10.0 5.0 Total Phosphorus 0.5 0.3 Page 273 of 936 2024 Water and Wastewater Master Plan Page 70 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) Total Ammonia Nitrogen 2.0(Non-Freezing Period) 5.0 (Freezing Period) 1.0(Non-Freezing Period) 3.0 (Freezing Period) E.Coli (monthly geometric mean density) 200 CFU/100 mL 150 CFU/100 mL 6.3.5 East Zorra-Tavistock 6.3.5.1 Tavistock WWTS The Tavistock WWTP is a lagoon-based treatment system. The treatment system consists of three aerated lagoon cells, a polishing pond, and an intermittent sand filter. Phosphorus removal is achieved by aluminum sulphate dosing. The collection system has three SPSs. Biosolids are stored in the lagoon for 15 to 25 years before being hauled for land application. A Class EA Study and Assimilative Capacity Study to expand the capacity of this WWTP is currently underway. Table 6.6: Tavistock Lagoons Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 15.0 10.0 Total Suspended Solids 15.0 10.0 Total Phosphorus 0.5 (May – Nov) 0.8 (May – Nov) 0.3 (May – Nov) 0.5 (May – Nov) Total Ammonia Nitrogen 7.0 mg/L (January) 10.0 mg/L (February) 8.5 mg/L (March) 8.0 mg/L (April) 1.0 mg/L (May-November) 3.0 mg/L (December) 6.0 mg/L (January) 9.0 mg/L (February) 7.5 mg/L (March) 7.0 mg/L (April) 0.8 mg/L (May-November) 1.5 mg/L (December) 6.3.5.2 Innerkip WWTS The village of Innerkip is serviced by the Woodstock WWTP. The Innerkip wastewater collection system comprises of an odour control facility comprising of hydrogen sulphide removal from the sanitary forcemain, and its main SPS is designed for a peak flow 20 L/s. Page 274 of 936 2024 Water and Wastewater Master Plan Page 71 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 6.3.6 Norwich 6.3.6.1 Norwich WWTS The Norwich WWTP is a lagoon-based treatment system consisting of two facultative lagoons, four intermittent sand filters, and an aluminum sulphate injection system for phosphorus removal. The lagoons receive wastewater from four SPSs. Treated effluent discharges to the Otter Creek. The biosolids are stored in the lagoons for usually between 15 to 20 years prior to being land applied. A Municipal Class EA Study and Assimilative Capacity Study is underway for the capacity expansion of the Norwich WWTP to approximately 2,600 m3/day. Table 6.7: Norwich Lagoons Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 10.0 5.0 Total Suspended Solids 10.0 5.0 Total Phosphorus 0.5(Non-Freezing Period) 1.0 (Freezing Period) 0.3(Non-Freezing Period) 0.8 (Freezing Period) Total Ammonia Nitrogen 3.0(Non-Freezing Period) 5.0(Freezing Period) 2.0(Non-Freezing Period) 4.0(Freezing Period) E.Coli (monthly geometric mean density) 200 CFU/100 mL 150 CFU/100 mL 6.3.7 South-West Oxford 6.3.7.1 Mount Elgin WWTS The Mount Elgin WWTP treats black/grey water via recirculation sand filters at a common drainage field. The serviced homes each have holding tanks that undergo septage removal by the County, every 3 to 5 years. Septage is hauled to the Ingersoll or Woodstock WWTP. In the septic tanks, sewage is pretreated to remove solids and grease before being discharged to the collection system, which transports the primary treated wastewater to an onsite SPS. At the plant, the influent is pumped to a recirculating sand filter, from which 20% of flow through sand filter is dosed to disposal beds, and 80% of flow through sand filter is recycled back into recirculation tank for further treatment. Page 275 of 936 2024 Water and Wastewater Master Plan Page 72 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 6.8: Mt. Elgin WWTP Effluent Objectives Effluent Parameter (mg/L) Effluent Objectives (Average Concentration) CBOD5 10 Total Suspended Solids 10 6.3.8 Zorra 6.3.8.1 Thamesford WWTS The Thamesford WWTS consists of a Class II chlorination/de-chlorination based disinfection WWTP. The treated effluent is discharged to the Thames River. Sludge produced is temporarily stored within the plant and intermittently hauled to the Ingersoll WWTP for further treatment prior to final discharge. The sewage collection system comprises of four pumping stations, two of which are located at the WWTP. In response to a shutdown of a major industrial plant which decreased the ADF by 50%, the WWTP reconfigured some of its unit processes. It is currently undergoing design for renewing its approved capacity and also implementing a headworks facility. Table 6.9: Thamesford WWTP Effluent Objectives and Limits Effluent Parameter (mg/L) Effluent Limits (Average Concentration) Effluent Objectives (Average Concentration) CBOD5 10.0 (May 1 - Nov 30) 15.0 (Dec 1 – Apr 30) 5.0 Total Suspended Solids 10.0 (May 1 - Nov 30) 15.0 (Dec 1 – Apr 30) 5.0 Total Phosphorus 0.2 (May 1 - Nov 30) 5.0 (Dec 1 – Apr 30) 0.1 Total Ammonia Nitrogen 2.0 (May 1 - Nov 30) 5.0 (Dec 1 – Apr 30) 1.2 (May 1 - Nov 30) 4.0 (Dec 1 – Apr 30) E.Coli (monthly geometric mean density) 200/100 mL - Page 276 of 936 2024 Water and Wastewater Master Plan Page 73 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 6.3.8.2 Embro WWCS The village of Embro is serviced by the Woodstock WWTP. The Embro wastewater collection system comprises of an odour control facility, sanitary forcemain, and three SPSs designed for peak flows of 3.6 L/s, 0.9 L/s and 2.1 L/s. 6.3.8.3 Biosolids Management Solids Facility The County owns an offsite Biosolids Centralized Storage Facility that houses dewatered biosolids with a minimum storage capacity of 240 days. Biosolids may be stored for periods such as winter months when the dewatered product cannot be directly land applied. Page 277 of 936 2024 Water and Wastewater Master Plan Page 74 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.0 WASTEWATER SYSTEM DESIGN CRITERIA 7.1 Wastewater Service Planning The County’s Official Plan requires that wastewater servicing planning provide the following: •Evaluation of existing wastewater treatment infrastructure capacity and condition; •Identification of management options available for wastewater treatment and the disposal of biosolids; and •Priority setting and financing of wastewater treatment infrastructure improvements required to meet environmental objectives and accommodate population and employment growth. The above directions are the foundation of Wastewater portion of the W/WW MP. 7.2 Wastewater Service Design Criteria 7.2.1 Standards and Design Guidelines The criteria used to obtain and analyse the wastewater flows and treatment components are compiled from the following standards and guidelines: •Ontario Design Guidelines for Sewage Works (Wastewater GL); •Recommended Standards for Wastewater Facilities; Wastewater Committee of the Great Lakes – Upper Mississippi River (10 States); and •Wastewater Treatment Fundamentals published by Water Environment Federation (WEF). A key direction from the above standards that is used as the foundation of the wastewater treatment capacity analysis is: Whenever there are existing sewage treatment plants, the flow rates and sewage characteristics should be determined using real data in both wet and dry conditions. Analysis should include determining the average and peak infiltration and inflow for the design year. Page 278 of 936 2024 Water and Wastewater Master Plan Page 75 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.2.2 System Components Wastewater Collection and Treatment Systems are comprise of various subcomponents which are provided in Table 7.1Table. Table 7.1: Wastewater Treatment System Components Components Subcomponents Capacity Measurement Wastewater Collection •Gravity Collection Systems •Siphons •Sewage Pumping Stations •Forcemains •L/s for collection systems, siphons and forcemains •L/s at a specified TDH (m) for pumping stations Wastewater Treatment •Treatment Capacity •Rated Capacity •Peak Capacity •m3/day 7.3 Wastewater Service Design Considerations 7.3.1 Wastewater Sources Wastewater sources include: 1.Wastewater from residential sources (metered); 2.Wastewater from non-residential sources (metered); and 3.Infiltration from groundwater and inflow from rain, termed extraneous flows (not metered). 7.4 Wastewater System Design Criteria 7.4.1 Wastewater Capacity The capacities of each WWTS will be evaluated as follows: 1.Plant Rated Capacity: the average daily flow (ADF) which the treatment plant has been approved to handle. Page 279 of 936 2024 Water and Wastewater Master Plan Page 76 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 2.Plant Utilizable Capacity: denotes the effective capacity of the facility. The industry best practice recommends taking 90% of the rated capacity as utilizable, to prevent risk of organic and hydraulic peak loadings which may result in exceedances of effluent criteria. 3.Residual Utilizable Capacity: denotes the residual capacity available for growth. This is calculated by subtracting the current utilized capacity which is taken as the recent ADFs and therefore not available, from the plant utilizable capacity. 4.The rated capacity of the plant includes its ability to treat organic parameters within sewage, manage hydraulic loading and meet effluent objectives. 7.4.2 Wastewater Design Standards 7.4.2.1 Wastewater Treatment Plant Monthly residential and non-residential wastewater flows are metered by the County and are referenced to as Base Flows (BF). The Wastewater GL provides average BFs in Ontario that can be used in lieu of insufficient data; these range from 225 L/cap/day to 450 L/cap/day. Commercial and institutional non-residential wastewater flows are assessed on an average equivalent population density basis. The Wastewater GL recommends using 85 population per hectare (p.p.ha) for Master planning purposes in lieu of insufficient data. For industrial flows, the GL recommend using field data for existing areas, and provides flow ranges for future industrial areas that can be used based on industry type. The Wastewater GL directs to include allowances for leakage of surface and ground water (extraneous flows) into sewer pipes, but also to minimize this contribution through effective design, construction, and maintenance practices. Existing systems are to be assessed based on actual recorded flow data, and newer systems should incorporate allowances provided in the GL. The GL direct that peak extraneous flow is to be no less than 0.1 Litres per millimeter of diameter per meter length of sewer pipe (L/mm*d/m). 7.4.2.2 Wastewater Collection System Collection systems are designed for peak flows which are established using peaking factors. In absence of recorded data, peaking factors for flows from the residential population is calculated using the Harmon formula: Page 280 of 936 2024 Water and Wastewater Master Plan Page 77 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Harmon Peak Factor ‘M’ = 1 + 14 4+𝑀 1 2 Where M = ratio of peak flow to average flow and P = tributary population in thousands. The same formula is used for computing the commercial and institutional non-residential peak flows using an equivalent non-residential population. Typical industrial peaking factors are provided in the Wastewater GL for heavy and light industries. To estimate peak sewage flows, the average domestic flow rate is to be multiplied by the Harmon factor, then the peak extraneous flows should be added. 7.4.2.3 Sewage Pumping System Sewage pumping stations (SPS) are designed for peak instantaneous sewage flows from its tributary area. The Wastewater GLs recommend designing for future projected flows by including provisions for future capacity expansion such as pumps or forcemain. The structure and its equipment it so be protected from the 100-year design flood event, and the SPS is to remain fully operational and accessible during the 25-year flood event. 7.4.2.4 Sanitary Sewers and Forcemains Sanitary sewers are designed for peak instantaneous sewage flow from its tributary area, which may be beyond the defined municipal limits. Typically, a design period of 20 years is taken which includes population growth and development plans. Forcemains are to maintain a flowrate of at least 0.6 m/s (2 ft/s), or a range of between 0.6 and 1.1 m/s (2 to 3.6 ft/s); the maximum velocity should be limited to 3 m/s (10 ft/s). The minimum forcemain diameter should not be less than 100 mm. The pipe diameter and velocities are to be confirmed via hydraulic modelling. 7.4.3 Wastewater Design Parameters 7.4.3.1 Wastewater Flows Wastewater GL directs that existing sewers and sewage treatment plants, flow rates, and sewage strengths is to be determined in both wet and dry weather conditions, and the WWTS to be designed using the resulting parameters which consist of: •Average Daily Flow (ADF) Page 281 of 936 2024 Water and Wastewater Master Plan Page 78 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT o ADF is the cumulative total sewage flow to the treatment system during a calendar year, divided by the number of during which sewage was flowing to the sewage treatment works that year. •Maximum Daily Flow (MDF) o MDF is the largest volume of flow to be received during a one-day period expressed as a volume per unit time. •Average and Peak extraneous flows in design year. The ratio of the MDF to the ADF is termed MDPF. The Wastewater GLs provide typical ranges of MDPF for historical average ADF values that a plant may ideally receive. This allows determining the system’s exposure to extraneous flows and allows identifying atypical conditions that may need rectification. 7.4.3.2 Extraneous Flows In accordance with the Wastewater GL, which provide typical inflow and infiltration (I&I) flows on a per area basis, the historical I&I rates to each of Oxford County’s WWTP are analysed on existing residential and non-residential areas. The areas are obtained from GIS shape files provided by the county, which provide the total area (ha) of currently occupied residential and non-residential lands and their land use type. These files were used to obtain the following information: •Total currently occupied lands, labelled AreaTOTAL; •% of AreaTOTAL that is designated residential, labelled AreaRES; and •% of AreaTOTAL that is designated non-residential, labelled AreaNON-RES. Flows during dry weather are labelled Average Dry Weather Flows (ADWF) and are taken as the lowest 24 hour flow volume in a calendar year. In this scenario, typically only groundwater infiltration adds to the BFs received by the system with minimal inflows from rain. The volume of this I&I flows is then calculated by subtracting BF from ADWF and is labelled ADWFI&I, denoting the average I&I received by the system during dry weather. The I&I received during wet weather or maximum day flows (MDF) and received on average annually (ADF) are denoted MDFI&I and ADFI&I respectively and are calculated likewise as indicated below: Page 282 of 936 2024 Water and Wastewater Master Plan Page 79 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •𝐴𝐷𝑊𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=( 𝐴𝐷𝑊𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝐴𝐷𝑊𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=(𝐴𝐷𝑊𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝐴𝐷𝑊𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=([𝐴𝐷𝑊𝐷𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) •𝐴𝐷𝑊𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=([𝐴𝐷𝑊𝐷𝑁𝑁𝑁−𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑁𝑁𝑁−𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) These values can be compared to the suggested values in the Wastewater GL to ensure they are within range. The residential and non-residential ADFI&I ( L capita day ) and MDFI&I ( L capita day ) are obtained likewise: •𝐴𝐷𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=(𝐴𝐷𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝐴𝐷𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=(𝐴𝐷𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝐴𝐷𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=([𝐴𝐷𝐷𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) •𝐴𝐷𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=([𝐴𝐷𝐷𝑁𝑁𝑁−𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑁𝑁𝑁−𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) •𝑀𝐷𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=(𝑀𝐷𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝑀𝐷𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 �𝑎 𝑟)=(𝑀𝐷𝐷𝐼&𝐼 𝐿 𝑐𝑎𝑦 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑥 𝐴𝑟𝑑𝑎𝑅𝑁𝑅𝐴𝐿𝑥 86400) •𝑀𝐷𝐹𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=([𝑀𝐷𝐷𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) •𝑀𝐷𝐹𝑀𝑀𝑀−𝑅𝐷𝑅∗𝐼&𝐼 ( 𝐿 𝑐𝑎𝑝�ℎ𝑡𝑎 𝑑𝑎𝑥)=( [𝑀𝐷𝐷𝑁𝑁𝑁−𝑅𝐷𝑅∗𝐼&𝐼 (𝐿 𝑐𝑎𝑦 )]𝑥 % 𝑛𝑑 𝐴𝑟𝑑𝑎𝑁𝑁𝑁−𝑅𝐷𝑅 𝑀𝑛𝑛𝑟𝑙𝑎𝑟𝑖𝑛𝑛𝑁𝑁𝑁−𝑅𝐷𝑅𝐼𝐷𝐷𝑁𝑅𝐼𝐴𝐿 ) For systems where insufficient flow data or data discrepancies exists, the Wastewater GL (1984) provides an extraneous flow allowance for pumping stations or treatment facilities on a per capita and per ha basis as follows: Page 283 of 936 2024 Water and Wastewater Master Plan Page 80 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •0.043 - 0.107 L/ha/s (average to peak); and •90 L/cap/day – 227 L/cap/day (average to peak). In these cases, projection calculations are then made using the above recommended rates. Table 7.2 provides a summary overview of the design parameters of a WWTS’ subcomponents. Table 7.2: Wastewater Treatment System Components Components Subcomponents Design Parameter Wastewater Collection •Gravity Collection Systems •Peak Instantaneous Flows •Sewage Pumping Stations •Peak Instantaneous Flows •Forcemains •Peak Instantaneous Flows Wastewater Treatment •Wastewater Treatment Plant •Average Daily Flows •Individual process units in the treatment plant are designed for different flows depending on the type of flow exposure of the unit. Source: MOE Design Guidelines for Sewage Works (2008) as currently modified 7.4.4 County WWTS Design Criteria This section provides the above described design parameters (ADWF, ADF, and Peak Flows for the 2021 population) derived for each of County’s WWTS’s as shown in Sections 7.4.4.1 to 7.4.4.7 respectively. Page 284 of 936 2024 Water and Wastewater Master Plan Page 81 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.4.4.1 Ingersoll Wastewater Treatment Plant Parameter Values (L/capita/day) Residential Flows ADFRES 320 ADWF excluding I/I 140 I/I Allowance 175 Non-Residential Flows ADFNON-RES 415 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 895 I/IPEAK allowance (L/s/ha) 0.072 Non-Residential Flows ADFNON-RES x M (L/capita/day) 1,190 I/IPEAK allowance (L/s/ha) 0.078 7.4.4.2 Tillsonburg Wastewater Treatment Plant Parameter Values Residential Flows (L/capita/day) ADFRES 190 ADWF excluding I/I 160 I/I Allowance 40 Non-Residential Flows ADFNON-RES 225 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 545 I/IPEAK allowance (L/s/ha) 0.02 Non-Residential Flows ADFNON-RES x M (L/capita/day) 715 I/IPEAK allowance (L/s/ha) 0.01 Page 285 of 936 2024 Water and Wastewater Master Plan Page 82 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.4.4.3 Woodstock Wastewater Treatment Plant Parameter Values (L/capita/day) Residential Flows ADFRES 220 ADWF excluding I/I 150 I/I Allowance 70 Non-Residential Flows ADFNON-RES 310 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 635 I/IPEAK allowance (L/s/ha) 0.037 Non-Residential Flows ADFNON-RES x M (L/capita/day) 1000 I/IPEAK allowance (L/s/ha) 0.036 7.4.4.4 Norwich Wastewater Treatment Plant Parameter Values Residential Flows (L/capita/day) ADFRES 175 ADWF excluding I/I 120 I/I Allowance 55 Non-Residential Flows ADFNON-RES 300 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 740 I/IPEAK allowance (L/s/ha) 0.040 Non-Residential Flows ADFNON-RES x M (L/capita/day) 1650 I/IPEAK allowance (L/s/ha) 0.039 Page 286 of 936 2024 Water and Wastewater Master Plan Page 83 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.4.4.5 Blandford Blenheim: Drumbo Wastewater Treatment Plant Parameter Values (L/capita/day) Residential Flows ADFRES 260 ADWF excluding I/I 160 I/I Allowance 103 Non-Residential Flows ADFNON-RES 385 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 940 I/IPEAK allowance (L/s/ha) 0.060 Non-Residential Flows ADFNON-RES x M (L/capita/day) 685 I/IPEAK allowance (L/s/ha) 0.008 7.4.4.6 Blandford Blenheim: Plattsville Wastewater Treatment Plant Parameter Values (L/capita/day) Residential Flows ADFRES 225 ADWF excluding I/I 155 I/I Allowance 70 Non-Residential Flows ADFNON-RES 75 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 800 I/IPEAK allowance (L/s/ha) 0.040 Non-Residential Flows ADFNON-RES x M (L/capita/day) 275 I/IPEAK allowance (L/s/ha) 0.005 Page 287 of 936 2024 Water and Wastewater Master Plan Page 84 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.4.4.7 East-Zorra Tavistock: Tavistock Wastewater Treatment Plant Parameter Values Residential Flows (L/capita/day) ADFRES 245 ADWF excluding I/I 140 I/I Allowance 105 Non-Residential Flows ADFNON-RES 185 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 1,060 I/IPEAK allowance (L/s/ha) 0.085 Non-Residential Flows ADFNON-RES x M (L/capita/day) 715 I/IPEAK allowance (L/s/ha) 0.064 7.4.4.8 Zorra: Thamesford Wastewater Treatment Plant Parameter Values Residential Flows (L/capita/day) ADFRES 165 ADWF excluding I/I 150 I/I Allowance 15 Non-Residential Flows ADFNON-RES 75 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 600 I/IPEAK allowance (L/s/ha) 0.015 Non-Residential Flows ADFNON-RES x M (L/capita/day) 315 I/IPEAK allowance (L/s/ha) 0.002 Page 288 of 936 2024 Water and Wastewater Master Plan Page 85 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 7.4.4.9 South-West Oxford: Mount Elgin Based on available data, the design criteria of the system could only computed for the base residential and non-residential metered flows (ADWF excluding I/I). Due to the unconfirmed current non-residential population data, the collection system design criteria was only confirmed for the residential flows. Wastewater Treatment Plant Parameter Values Residential Flows (L/capita/day) ADWF excluding I/I 135 Non-Residential Flows ADWF excluding I/I 1,280 Wastewater Collection System Parameter Values Residential Flows ADFRES x MRES (L/capita/day) 565 I/IPEAK allowance (L/s/ha) 0.07 Page 289 of 936 2024 Water and Wastewater Master Plan Page 86 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.0 WATER SYSTEM EXISTING AND FUTURE INFRASTRUCTURE ASSESSMENT 8.1 Water System Issues and Constraints This section summarizes findings from the analysis of the performance of the existing water systems and assessment of future servicing needs. The approach focused on identifying existing system opportunities and constraints and layering on growth to determine future servicing requirements. Opportunities and constraints were identified for each DWS through field visits to water operations sites, discussions with County staff and based on the ability of each DWS to provide adequate levels of service currently and in the future. The general opportunities and constraints across the County’s DWS are as follows: •Provisions for security of supply (i.e. standby power to water facilities, specialized well rehabilitation, water blending, feedermain twinning, water efficiency and conservation, etc.); •Enhancements to system redundancy (i.e. new well supplies to increase firm capacity, inter-system water connections, watermain looping, etc.); •Pressure zone boundary adjustments; •Impacts due to new areas requiring servicing (i.e., infill and intensification, new employment lands, secondary units, etc.); •Water production and system operational issues (i.e. pressure, fire flow, filtration backwash frequencies, etc.); •Infrastructure capacity limitations (i.e. high lift pumps, feedermains, well yields, etc.); •Source water quality (i.e. nitrates, iron, manganese, naturally occurring arsenic, strontium, etc.); and •Unaccounted system water loss. Page 290 of 936 2024 Water and Wastewater Master Plan Page 87 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.2 Water System Demand Projection Methodology 8.2.1 Committed Capacity Committed capacity is defined as the existing demand from the system that it must supply. This includes existing serviced connections and future confirmed connections from approved developments. Identifying the existing committed capacity allows for determining the remaining capacity or the Uncommitted Capacity of the DWS (as per MOE Procedure D-5.1: Calculating and Reporting Uncommitted Reserve Capacity at Sewage and Water Treatment Plants) after capacity is reserved for all approved residential and non-residential developments. Approval for future development applications then becomes contingent on the uncommitted capacity available to support growth. In addition, the trigger point of the system for expansion or upgrades can be identified in advance. 8.2.2 Water Demand Projection Methodology Water demand projections to 2046 were calculated using the historical residential and non- residential MDPF multiplied by the ADD per population generated for each DWS in Section 4. To account for varying seasonal conditions, the average historical ADD from 2018 to 2021 is used to project water demand in proportion to the population growth, under the conservative assumption that water use and loss will increase linearly with the population growth. 8.3 Water System Demands Projections Water system demand requirements were developed for each DWS to identify any potential supply deficiencies. The baseline starting point (January 1, 2022) from which future water demand projections were applied to was established using a rolling four year average of historical MDD between 2018 and 2021 for each DWS. Based on the population and employment growth forecast to 2046, MDD projections and pumping/storage requirements for each DWS was quantified using the above methodology. 8.3.1 Ingersoll DWS 8.3.1.1 Projected Water Demand The water demand and required storage capacity from both sectors combined (residential and non-residential) and its comparison to the DWS’s firm capacity from Chapter 4 are shown in Table 8.1 and Table 8.2. Page 291 of 936 2024 Water and Wastewater Master Plan Page 88 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 8.1: Ingersoll DWS Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 13,910 Dynamic Firm Capacity1 (m3/day) 9,675 ADD (m3/day) 4,355 4,595 4,580 5,115 5,390 MDD (m3/day) 6,945 7,325 7,735 8,160 8,595 MDD% of Dynamic Supply Capacity1 50% 53% 56% 59% 62% 1: Reflective of DWS State in 2023 2: Ingersoll DWS 2021 Water Consumption only and not a historical average. Table 8.2: Ingersoll DWS Projected Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 5700 Required Storage 5,005 5,225 5,460 6,740 7,010 Surplus / (Deficit) 685 475 240 (1,040) (1,310) 1: Reflective of DWS State in 2023 8.3.1.2 System Issues As seen in Table 8.1, the Ingersoll DWS’s dynamic supply capacity can supply the water demand arising to the year 2046. Additionally, demand growth will require investments in improving the dynamic firm capacity of the well supply (i.e. any periods when the largest producing well - Thompson Road may need to be temporarily removed from service) to ensure the reliability of the DWS. However, a storage capacity deficit will be approached nearing 2041 as seen in Table 8.2. Before 2036, the storage volume required will surpass 85% of the available capacity, marking the trigger point for expansion that will be needed to continue supporting growth. Included in the future demand will be the provision of water supply to the Southwest Industrial Secondary Plan Area (south of Highway 401,Wallace Line area) as well as areas of infill growth of vacant lands within the urban boundary. This will require BPS, additional storage and trunk watermain infrastructure. Page 292 of 936 2024 Water and Wastewater Master Plan Page 89 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.2 Tillsonburg DWS 8.3.2.1 Projected Water Demand The water demand and required storage capacity from both residential and non-residential sectors combined and its comparison to the DWS capacity is shown in Table 8.3 provides the forecasted water demand. The firm capacity includes Well 3, under the assumption that it will commence operation by 2024. Table 8.3: Tillsonburg DWS MDD Forecast Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 9,505 Dynamic Firm Capacity1 (m3/day) 8,380 ADD (m3/day) 5,640 5,875 6,130 6,395 6,660 MDD (m3/day) 8,795 9,160 9,560 9,975 10,390 MDD % of Dynamic Supply Capacity1 93%96%100%105%109% 1: Reflective of DWS State in 2023 Table 8.4 provides the current usable and required storage capacity of the Tillsonburg DWS. Table 8.4: Tillsonburg DWS Required Storage Volume Forecast Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 9,225 Required Storage 7,620 7,850 8,095 8,345 8,590 Surplus / (Deficit) 1,605 1,375 1,130 880 635 1: Reflective of DWS State in 2023 By 2036, the MDD is forecasted to approach the current state dynamic supply capacity of the Tillsonburg DWS while adequate storage exists approaching 2046. 8.3.2.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas (i.e. north / south side of the Town). Ongoing servicing provisions will require BPS, storage Page 293 of 936 2024 Water and Wastewater Master Plan Page 90 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT and trunk watermain infrastructure. Additionally, demand growth will require investments in improving well dynamic firm capacity to enhance DWS reliability. 8.3.3 Woodstock DWS 8.3.3.1 Projected Water Demand The water demand and required storage capacity from both residential and non-residential sectors combined and its comparison to the DWSs capacity is shown is shown in Tables 8.5 and Table 8.6 respectively. Table 8.5: Woodstock DWS MDD Forecast Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 54,000 Dynamic Firm Capacity1 (m3/day) 44,065 ADD (m3/day) 16,760 17,875 19,090 20,335 21,655 MDD (m3/day) 25,025 26,690 28,500 30,360 32,330 MDD % of Dynamic Supply Capacity1 46% 49% 53% 56% 60% 1: Reflective of DWS State in 2023 Table 8.6: Woodstock DWS Required Storage Volume Forecast Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 34,760 Required Storage 18,025 18,545 19,110 19,695 20,310 Surplus / (Deficit) 16,735 16,215 15,650 15,065 14,450 1: Reflective of DWS State in 2023 As seen above, the Woodstock DWS has ample water supply and storage capacity to support growth to the year 2046. 8.3.3.2 System Issues Included in the future demand will be the provision of water supply to the Secondary Plan Areas referenced in section 2.3.2 as well as areas of infill growth. Ongoing servicing Page 294 of 936 2024 Water and Wastewater Master Plan Page 91 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT provisions will require BPS and trunk watermain infrastructure, along with expansion of certain pressure zones and additional measures to ensure the reliability of the water supply feedermain from the Thornton Well field. 8.3.4 Bright DWS 8.3.4.1 Projected Water Demand Bright is not planned to accommodate further residential growth, beyond potential minor infill development, subject to available service capacity. The water demand and required storage capacity is assumed to be steady state to 2046 is shown in Tables 8.7 and 8.8. Table 8.7: Bright DWS MDD Forecast Parameter 2046 Dynamic Supply Capacity1 (m3/day) 325 Dynamic Firm Capacity1 (m3/day) 185 ADD (m3/day) 90 MDD (m3/day) 200 MDD % of Dynamic Supply Capacity 61% 1: Reflective of DWS State in 2023 Table 8.88.3.4: Bright DWS Required Storage Volume Forecast Parameter 2046 Storage Capacity1 (m3/day) 245 Required Storage (m3/day) 85 Surplus / (Deficit) (m3/day) 160 1: Reflective of DWS State in 2023 8.3.4.2 SYSTEM ISSUES While the Bright DWS has ample water supply and storage capacity to 2046, its reliability of supply is primarily limited to one single production well and/or provisions for trucked-in potable water as/if required. This risk is proposed to be addressed through an inter- community watermain connection to the Plattsville DWS. Page 295 of 936 2024 Water and Wastewater Master Plan Page 92 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.5 Drumbo-Princeton DWS 8.3.5.1 Projected Water Demand The forecasted water demand and storage required for the Drumbo-Princeton DWS is provided in Tables 8.9 and 8.10 respectively. Table 8.9: Drumbo – Princeton DWS MDD Forecast Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 1,330 Dynamic Firm Capacity1 (m3/day) 710 ADD (m3/day) 325 365 405 450 485 MDD (m3/day) 595 665 740 820 890 MDD % of Dynamic Supply Capacity 45% 50% 56% 62% 67% 1: Reflective of DWS State in 2023 Table 8.10: Drumbo-Princeton DWS Required Storage Volume Forecast Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 700 Required Storage 295 330 365 400 430 Surplus / (Deficit) 405 370 335 300 270 1: Reflective of DWS State in 2023 While adequate dynamic water supply capacity and storage exists to 2046, the MDD is forecasted to approach 94% of the dynamic firm capacity of the Drumbo-Princeton DWS by 2031. 8.3.5.2 System Issues Included in the future demand will be the provision of water supply to the infill growth within the settlement. An additional well supply and possible relocation of the current water treatment plant could be investments for ensuring improvements to the dynamic firm capacity of the DWS. As well, this DWS lacks dedicated standby power for two of its production wells. Page 296 of 936 2024 Water and Wastewater Master Plan Page 93 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.6 Plattsville DWS 8.3.6.1 Projected Water Demand Forecasted water demand and its comparison to the firm capacity is provided in Tables 8.11 and 8.12. Table 8.11: Plattsville DWS Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 2,290 Dynamic Firm Capacity1 (m3/day) 1,295 ADD (m3/day) 440 465 495 525 545 MDD (m3/day) 940 1000 1,055 1,125 1,160 MDD % of Dynamic Supply Capacity 41% 44% 46% 49% 51% 1: Reflective of DWS State in 2023 Table 8.12: Plattsville Forecasted Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 1,825 Required Storage 1,150 1,190 1,230 1,270 1,295 Surplus / (Deficit) 675 635 595 555 530 1: Reflective of DWS State in 2023 The Plattsville DWS while adequate water supply capacity and storage exists to 2046 at which time the MDD is forecasted to approach 90% of the dynamic firm capacity. 8.3.6.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community. The need for additional water supply capacity will require additional well supply, enhanced water treatment plant filtration and watermain infrastructure, along with provisions for dedicated backup power generation. Page 297 of 936 2024 Water and Wastewater Master Plan Page 94 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.7 Oxford South DWS 8.3.7.1 Projected Water Demand Oxford South DWS’s forecasted water demand and required storage capacity and its comparison to the system’s capacities are shown in Tables 8.13 and 8.14. Table 8.13: Oxford South's Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 6,055 Dynamic Firm Capacity1 (m3/day) 3,290 ADD (m3/day) 1,495 1,605 1,720 1,840 1,950 MDD (m3/day) 2,945 3,165 3,400 3,625 3,845 % of Dynamic Firm Capacity 51% 52% 56% 60% 64% 1: Reflective of DWS State in 2023 Table 8.14: Oxford South DWS Projected Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 2,200 Required Storage 3,140 3,255 3,385 3,510 3,630 Surplus / (Deficit) (935) (1,055) (1,185) (1,310) (1,430) 1: Reflective of DWS State in 2023 While the Oxford South DWS has adequate dynamic water supply to 2046, the MDD is forecasted to approach 90% of the dynamic firm capacity by 2026. A storage capacity deficit is noted approaching 2026. 8.3.7.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community. Provisions for additional water to improve dynamic firm capacity and storage capacity will require a new well supply, CT enhancements to re-allocate to storage, new storage infrastructure, enhanced water treatment plant filtration and watermain infrastructure. Page 298 of 936 2024 Water and Wastewater Master Plan Page 95 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.8 Beachville DWS 8.3.8.1 Projected Water Demand Beachville is not planned to accommodate significant additional residential growth. The projected MDD to the year 2046 based on the assumption that no further significant growth is expected, beyond minimal infilling, based on the available service capacity. The projected MDD and storage requirements are expected to remain steady state to the year 2046 is shown in Tables 8.15 and 8.16. Table 8.15: Beachville DWS Future MDD Forecast Parameter 2046 Dynamic Supply Capacity1 (m3/day) 655 Dynamic Firm Capacity1 (m3/day) 100 ADD (m3/day) 45 MDD (m3/day) 105 MDD% of Dynamic Supply Capacity 16% 1: Reflective of DWS State in 2023 Table 8.16: Beachville DWS Future MDD Forecast Parameter 2046 Storage Capacity1 (m3/day) 20 Required Storage (m3/day) 45 Surplus / (Deficit) (m3/day) (25) 1: Reflective of DWS State in 2023 8.3.8.2 System Issues While the Beachville DWS has adequate water supply to 2046 with a minor storage capacity deficit, its reliability of supply is limited to one single production well and/or provisions for trucked-in potable water as required. Additional standby well and storage infrastructure will be required to address this risk. Page 299 of 936 2024 Water and Wastewater Master Plan Page 96 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.9 Brownsville DWS 8.3.9.1 Projected Water Demand Brownsville is not planned to accommodate significant additional residential growth. The projected MDD to the year 2046 and required storage capacity is expected to remain steady state to 2046 as shown in Tables 8.17 and 8.18. Table 8.17: Brownsville DWS Future MDD Forecast Parameter 2046 Dynamic Supply Capacity1 (m3/day) 365 Dynamic Firm Capacity1 (m3/day) 100 ADD (m3/day) 90 MDD (m3/day) 185 MDD % of Dynamic Supply Capacity 51% 1: Reflective of DWS State in 2023 Table 8.18: Brownsville DWS Future MDD Forecast Parameter 2046 Storage Capacity1 (m3/day) 210 Required Storage (m3/day) 80 Surplus / (Deficit) (m3/day) 130 1: Reflective of DWS State in 2023 8.3.9.2 System Issues While the Brownsville DWS has adequate water supply and storage to 2046, its dynamic firm capacity is limited to either single production well or trucked-in potable water as currently both wells are required to be operational to provide adequate mixing to meet ODWS for Arsenic. Enhanced water treatment filtration infrastructure and will be required to mitigate this risk to improve the dynamic firm capacity. Page 300 of 936 2024 Water and Wastewater Master Plan Page 97 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.10 Dereham Centre DWS 8.3.10.1 Projected Water Demand Dereham Centre is not planned to accommodate significant additional residential growth. The projected MDD and required storage is expected to remain steady state to 2046 as shown in Tables 8.19 and 8.20. Table 8.19: Dereham Centre DWS Future MDD Forecast Parameter 2046 Dynamic Supply Capacity1 (m3/day) 50 Dynamic Firm Capacity1 (m3/day) 50 ADD (m3/day) 10 MDD (m3/day) 30 MDD % of Dynamic Supply Capacity 60% 1: Reflective of DWS State in 2023 Table 8.20: Dereham Centre DWS Required Storage Volume Forecast Parameter 2046 Storage Capacity1 (m3/day) 30 Required Storage (m3/day) 10 Surplus / (Deficit) (m3/day) 20 1: Reflective of DWS State in 2023 8.3.10.2 System Issues The Dereham Centre DWS has adequate water supply and storage to 2046 with no issues noted. Page 301 of 936 2024 Water and Wastewater Master Plan Page 98 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.11 Mount Elgin DWS 8.3.11.1 Projected Water Demand Mount Elgin’s forecasted water and storage demand data is provided in Tables 8.2 and 8.22. Table 8.21: Mount Elgin DWS MDD Forecast Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 760 Dynamic Firm Capacity1 (m3/day) 430 ADD (m3/day) 180 235 290 335 380 MDD (m3/day) 410 535 660 760 865 MDD % of Dynamic Supply Capacity 54% 70% 87% 100% 114% 1: Reflective of DWS State in 2023 Table 8.22: Mount Elgin MDWS Required Storage Volume Forecast Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 315 Required Storage 155 200 245 280 315 Surplus / (Deficit) 160 115 70 35 0 1: Reflective of DWS State in 2023 By 2041, the MDD is forecasted to approach the dynamic supply capacity of the Mount Elgin DWS while storage capacity remains adequate to 2046. 8.3.11.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community. Provisions for additional water supply capacity will require water treatment plant optimization and an inter-community watermain connection to the Ingersoll DWS. These projects will also increase the dynamic firm capacity and improve the reliability of the DWS. Page 302 of 936 2024 Water and Wastewater Master Plan Page 99 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.12 Hickson DWS 8.3.12.1 Projected Water Demand Hickson is not planned to accommodate significant additional residential growth. The forecasted water capacity and storage capacity is expected to remain steady state to 2046 as shown in Tables 8.23 and 8.24. Table 8.23: Hickson DWS MDD Forecast Parameter 2046 Dynamic Supply Capacity1 (m3/day) 300 Dynamic Firm Capacity1 (m3/day) 100 ADD (m3/day) 20 MDD (m3/day) 60 MDD % of Dynamic Supply Capacity 20% 1: Reflective of DWS State in 2023 Table 8.24: Hickson DWS Required Storage Volume Forecast Parameter 2046 Storage Capacity1 (m3/day) 40 Required Storage (m3/day) 20 Surplus / (Deficit) (m3/day) 20 1: Reflective of DWS State in 2023 8.3.12.2 System Issues The Hickson DWS has adequate water supply and storage to 2046 with no issues noted. 8.3.13 Innerkip DWS 8.3.13.1 Projected Water Demand The forecasted water demand for the Innerkip DWS to 2046 and storage required for the growing serviced population is listed in Tables 8.25 and 8.26. Page 303 of 936 2024 Water and Wastewater Master Plan Page 100 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 8.25: Innerkip DWS MDD Forecast Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 1,295 Dynamic Firm Capacity1 (m3/day) 1,295 ADD (m3/day) 380 445 490 530 550 MDD (m3/day) 750 880 970 1,060 1,095 MDD % of Dynamic Supply Capacity 58% 68% 75% 82% 85% 1: Reflective of DWS State in 2023 Table 8.26: Innerkip DWS Required Storage Volume Forecast Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 635 Required Storage 285 335 365 395 405 Surplus / (Deficit) 350 300 270 240 230 1: Reflective of DWS State in 2023 As seen above, the Innerkip DWS has ample water supply and storage capacity to support growth to the year 2046. 8.3.13.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community which will require ongoing watermain replacements and/or upgrades. 8.3.14 Tavistock DWS 8.3.14.1 Projected Water Demand The water demand and required storage capacity from both residential and non-residential sectors combined and its comparison to the DWS capacity is shown in Tables 8.27 and 8.28. Page 304 of 936 2024 Water and Wastewater Master Plan Page 101 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 8.27: Tavistock DWS Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 5,615 Dynamic Firm Capacity1 (m3/day) 4,060 ADD (m3/day) 1,940 1,985 2,030 2,075 2,150 MDD (m3/day) 3,535 3,685 3,840 3,985 4,120 MDD % of Dynamic Supply Capacity 63% 66% 68% 71% 74% 1-Reflective of DWS State in 2023 Table 8.28: Tavistock DWS Forecasted Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 790 Required Storage 1,640 1,730 1,820 1,905 1,985 Surplus / (Deficit) (850)(940)(1,030)(1,115)(1,195) 1-Reflective of DWS State in 2023 By 2026, the MDD is forecasted to approach the dynamic firm capacity of the DWS by 2046, while the storage capacity of the Tavistock DWS is currently in deficit. 8.3.14.2 System Issues Included in the future demand will be the provision of a new water supply and storage facility to service the infill growth areas within the community as well as enhanced water treatment plant filtration and watermain infrastructure. 8.3.15 Thamesford DWS 8.3.15.1 Projected Water Demand The forecasted water demand and storage required is provided in Tables 8.29 and 8.30. Table 8.29: Thamesford DWS Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 5,390 Page 305 of 936 2024 Water and Wastewater Master Plan Page 102 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Parameter 2026 2031 2036 2041 2046 Dynamic Firm Capacity1 (m3/day) 4,320 ADD (m3/day) 795 840 890 940 990 MDD (m3/day) 1,605 1,700 1,800 1,905 2,010 MDD % of Dynamic Supply Capacity 30% 32% 34% 35% 37% 1: Reflective of DWS State in 2023 Table 8.30: Thamesford DWS Forecasted Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 1,040 Required Storage 1,440 1,490 1,545 1,605 1,665 Surplus / (Deficit) (400) (450) (505) (565) (625) 1: Reflective of DWS State in 2023 Ample water supply capacity exists within the Thamesford DWS to 2046; however, a storage capacity deficit will exist nearing 2026. 8.3.15.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community. The need for additional storage capacity will be met through CT optimization and may require additional storage undertakings. Page 306 of 936 2024 Water and Wastewater Master Plan Page 103 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.16 Embro DWS 8.3.16.1 Projected Water Demand Tables 8.31 and 8.32 provide the water demand and storage required, respectively. Table 8.31:Embro DWS Forecasted MDD Parameter 2026 2031 2036 2041 2046 Dynamic Supply Capacity1 (m3/day) 915 Dynamic Firm Capacity1 (m3/day) 915 ADD (m3/day) 220 230 245 255 270 MDD (m3/day) 430 455 475 500 525 MDD % of Dynamic Firm Capacity 47% 50% 52% 55% 57% 1: Reflective of DWS State in 2023 Table 8.32: Embro DWS Projected Storage Requirements Parameter (m3) 2026 2031 2036 2041 2046 Storage Capacity1 155 Required Storage 195 205 215 225 235 Surplus / (Deficit) (40) (50) (60) (70) (80) 1: Reflective of DWS State in 2023 The Embro DWS has ample water supply to 2046 and will be approaching a storage capacity deficit approaching 2026. 8.3.16.2 System Issues Included in the future demand will be the provision of water supply to the infill growth areas within the community. The need for additional storage capacity will require additional storage infrastructure. Page 307 of 936 2024 Water and Wastewater Master Plan Page 104 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 8.3.17 Lakeside DWS 8.3.17.1 Projected Water Demand Lakeside is not planned to accommodate significant additional residential growth. The forecasted water capacity and storage capacity is expected to remain steady state to 2046 as shown in Tables 8.33 and 8.34. Table 8.33: Lakeside DWS Forecasted MDD Parameter 2046 Dynamic Supply Capacity1 (m3/day) 270 Dynamic Firm Capacity1 (m3/day) 100 ADD (m3/day) 50 MDD (m3/day) 115 MDD % of Dynamic Supply Capacity 43% Table 8.34: Lakeside DWS Projected Storage Requirements Parameter 2046 Storage Capacity1 (m3/day) 125 Required Storage (m3/day) 45 Surplus / (Deficit) (m3/day) 80 8.3.17.2 System Issues The Lakeside DWS has adequate water supply and storage capacity to 2046 with no issues noted. 1: Reflective of DWS State in 2023 1: Reflective of DWS State in 2023 Page 308 of 936 2024 Water and Wastewater Master Plan Page 105 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 9.0 WASTEWATER SYSTEM EXISTING AND FUTURE INFRASTRUCTURE ASSESSMENT 9.1 Wastewater System Issues and Constraints This section summarizes findings from the analysis of the performance of the existing wastewater systems and assessment of future servicing needs. The approach focused on identifying existing system opportunities and constraints and layering on growth to determine future servicing requirements. Opportunities and constraints were identified for each WWTS through field visits to wastewater operations sites, discussions with County staff and based on the ability of each WWTS to provide adequate levels of service currently and in the future. The general opportunities and constraints across the County’s WWTS are as follows: •Security of conveyance and treatment (i.e., standby power to pumping stations and WWTPs, need for facility resilience due to climate change, etc.); •System redundancy (i.e., treatment train flexibility, solids handing capacity at WWTP (centrifuges) and lagoons, forcemain twinning, Additional trunk sewer redundancy, etc.); •Impacts due to new areas requiring servicing; •Collection system expansion (i.e., infill and intensification, new employment lands, secondary units, etc.); •Wastewater treatment and Sewage Pumping Station operational issues (i.e., wet weather events, odour control, maintenance of discharge criteria etc.); •Infrastructure capacity limitations; •Changing regulations and treatment requirements due to limitations of capacity of receiving streams (i.e., nutrients, etc.), emerging contaminants; and •Physical capacity limits (i.e., pumping station capacity, sewer and forcemain capacity, treatment train refurbishment, etc.); and •Collection system inflow and infiltration. Page 309 of 936 2024 Water and Wastewater Master Plan Page 106 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 9.2 Wastewater System Flow Projection Methodology 9.2.1 Committed Capacity The MOE D-5-1 Calculating and Reporting Uncommitted Reserve Capacity at Sewage and Water Treatment Plants procedure was used as a means for determining uncommitted reserve capacity of each County Wastewater Treatment Plant. The process involves establishing existing WWTP capacity baseline and adding projected flows to 2046. 9.2.2 Wastewater Flow Projection Methodology Wastewater flow projections is calculated using the historical residential and non-residential per capita ADF multiplied by the population generated for each WWTS in Section 7. To account for varying seasonal conditions, the average historical ADF from 2018 to 2021 (four year rolling average) was used to generate a baseline starting point (January 1, 2022). Future wastewater flow projections to 2046 were applied to this starting point in proportion to the population growth, under the conservative assumption that wastewater flows will increase linearly with the population growth. 9.3 Wastewater System Flow Projections Wastewater flows were developed for each WWTS to identify existing and potential future conveyance and treatment deficiencies. Based on the population and employment growth forecast to 2046, average day flow (ADF) projections for each WWTS were quantified using the above methodology. 9.3.1 Ingersoll WWTS 9.3.1.1 Projected Sewage Flows Table 9.1 provides the projected wastewater ADWF, ADF, and MDF flows to 2046. The projected flows are assumed to cover the growth expected from infill within vacant lands inside the urban boundary and new employment lands. As shown in Table 9.1, the Ingersoll WWTS has ample wastewater treatment capacity to 2046. The capacities of the SPSs in the Ingersoll WWCS is listed in Table 9.2. Page 310 of 936 2024 Water and Wastewater Master Plan Page 107 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.1: Ingersoll WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 12,945 ADWF 6,704 7,055 7,439 7,842 8,263 ADF 9,040 9,510 10,025 10,570 11,135 ADF % of WWTP Rated Capacity1 70% 73% 77% 82% 86% 1: Reflective of WWTP capacity as of 2023 Table 9.2: Ingersoll SPS Rated Capacities Sewage Pumping Station Capacity (L/s) Carnegie Street 35.7 Culloden Road 20.0 9.3.1.2 System Opportunities The existing digester has significant residual capacity that can be beneficially utilized in treating organic wastes like Fats Oils and Grease (FOG) as demonstrated by a recently completed co-digestion pilot-study. Going forward, this can be implemented on a full-scale. As part of this implementation, an additional boiler will need to be added to utilize the additional biogas production. The peak day flow peaking factor is 2.54 compared to an expected factor of 2.2 per the WEF guidelines for the current average flows. The observed peaking factor is 15% higher than the WEF guideline. While not too significant for current flows, this higher than expected I&I can become an issue at future higher flows. Trunk sewer infiltration reduction measures should be undertaken to reduce extraneous flows into the WWTP which unnecessarily consume part of the overall treatment capacity. 9.3.1.3 System Issues Process specific issues noted regarding the WWTP headworks with respect to inadequate grit removal. Inefficient screening and grit removal can have a ripple effect on the capacity of downstream systems aeration system (due to diffuser fouling) and anaerobic digester (due to grit accumulation). Page 311 of 936 2024 Water and Wastewater Master Plan Page 108 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT A second trunk sewer crossing of the Thames River is recommended to reduce risk issues given all lands south of Thames River currently converge into a single trunk sewer crossing of the Thames River prior to the WWTP. To address the need to convey future flows to the WWTP, there will be a need to provide local sanitary sewers, trunk sewers, sewage pumping station and forcemain infrastructure to service infill areas and new employment lands. 9.3.2 Tillsonburg WWTS 9.3.2.1 PROJECTED SEWAGE FLOWS Projected flow growth for Tillsonburg is provided in Table 9.1. Based on allocated committed capacity allocations, the Tillsonburg WWTP will require capacity expansion to accommodate future growth beyond 2041. Table 9.3: Tillsonburg WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 8,108 ADWF 5,133 5,347 5,582 5,824 6,066 ADF 6,140 6,395 6,670 6,960 7,250 ADF % of WWTP Rated Capacity1 75% 78% 82% 85% 89% 1: Reflective of WWTP capacity as of 2023 Table 9.4: Tillsonburg SPS Capacities Sewage Pumping Station Capacity (L/s) Rouse Street 39.0 North Street 69.7 9.3.2.2 System Issues As noted above, a WWTP capacity expansion will be required to accommodate growth towards the later part of the planning horizon. The WWTP and the John Pound PS are both located in the regulated area which means future works should consider resiliency measures due to increased flood levels due to Page 312 of 936 2024 Water and Wastewater Master Plan Page 109 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT climate change. Figure 9.1 shows the site map with the red hatch indicating the vulnerable areas. Component-specific issues are identified in the following subsections. The peak day flow peaking factor is 2.07 compared to an expected factor of 2.4 per the WEF guidelines for the current average flows. A lower-than-expected peaking factor indicates that the I&I is in the collection system is within the expected range. However, the County have noted that continued study of infiltration is to be undertaken to ensure long term reductions of inflow. To address the need to convey future flows to the WWTP, there will be a need to provide local sanitary sewers, trunk sewers, sewage pumping station and forcemain infrastructure to service infill growth areas within the Town. 9.3.3 Woodstock WWTS 9.3.3.1 Projected Sewage Flows Projected flow growth for Woodstock is provided in Table 9.5. The projections include flows from Embro WWTS and Innerkip WWTS to 2046. There is ample WWTP capacity to service infill and employment land areas over the planning period. Table 9.5: Woodstock WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 33,000 ADWF 16,851 18,015 19,256 20,527 21,845 ADF 21,450 22,930 24,505 26,125 27,805 ADF % of WWTP Rated Capacity1 65% 69% 74% 79% 84% 1-Reflective of WWTP capacity as of 2023 Figure 9-1: Current Regulated Area in Vicinity of Tillsonburg WWTP Page 313 of 936 2024 Water and Wastewater Master Plan Page 110 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.6: Woodstock SPS Capacities Sewage Pumping Station Capacity (L/s) Brick Pond 7.0 Commerce Way 35.0 Woodstock East 160.0 Trillium Woods 21.0 Pattullo 41.5 9.3.3.2 System Issues Heavy I&I infiltration with recorded peak day flows up to 90,000 m3/day. This is possibly due to old, combined sewers. The peak day flow peaking factor is 3.4 compared to the expected peaking factor of 1.7 for the current average flows per the WEF guidelines. The system is also vulnerable to sewage overflow during storm events and contaminating stormwater. The lack of proper screening at the front of the plant causes hydraulic issues in the liquid train and is causing significant maintenance and treatment issues in the digesters. Unremoved screenings eventually end up in the digester through primary and waste activated sludge and primary clarifier scum. New headworks and dedicated septage receiving station is recommended. The Thames Valley SPS has needs to have its capacity reviewed and upgraded to ensure transmission of flows to WWTP. The Brick Pond Sanitary Trunk sewer needs to be realigned as a recent temporary fix of the sewer running through soft ground is not a long term solution and a 1.5 km realignment is required for security and to address future growth. The sewage pumping stations and/or forcemains from Embro WWTS and Innerkip WWTS require increased capacity due to growth within these communities (projects are reported under their respective townships). The existing forcemains are at greater risk of failure with additional sewage (pressure) loading. To address the need to convey future flows to the WWTP, there will be a need to provide local sanitary sewers, trunk sewers, sewage pumping stations and forcemain infrastructure to service infill areas and new employment lands. Page 314 of 936 2024 Water and Wastewater Master Plan Page 111 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 9.3.4 Drumbo WWTS 9.3.4.1 Projected Sewage Flows Projected flow growth for Drumbo is provided in Table 9.7. Based on allocated committed capacity allocations, the Drumbo WWTP will require capacity expansion to service on hold development and accommodate future growth beyond 2031. Table 9.7: Drumbo WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 450 ADWF 273 323 375 429 477 ADF 355 425 490 560 625 ADF % of Upgraded Rated Capacity1 79% 94% 109% 125% 139% 1: Following completion of Drumbo WWTP Phase I capacity expansion to 450 m3/day (in-progress) Table 9.8: Drumbo SPS Capacities Sewage Pumping Station Capacity (L/s) Drumbo North 7.5 Drumbo East 5.4 Drumbo 11.7 9.3.4.2 System Issues As noted above, a second WWTP capacity expansion will be required to accommodate on hold development and future growth. The expansion limit will ultimately be determined by the capacity of the receiving watercourse (Nith River) to accept higher WWTP discharge flows and loading. 9.3.5 Plattsville WWTS 9.3.5.1 Wastewater Flow Projections Projected flow growth for Plattsville is provided in Table 9.9. There is adequate WWTP capacity to service infill areas over the planning period. Page 315 of 936 2024 Water and Wastewater Master Plan Page 112 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.9: Plattsville WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 800 ADWF 379 406 432 461 479 ADF 490 520 555 595 615 ADF % of Upgraded Rated Capacity1 61% 65% 69% 74% 77% 1-Reflective of WWTP capacity as of 2023 The Plattsville WWCS is serviced by the Fennell Street SPS only, which has a capacity of 35.5 L/s 9.3.5.2 System Issues The Plattsville wastewater collection system is currently undersized in certain areas and has experienced excessive hydraulic loading during extreme weather events In complement with ongoing sewer replacements, the existing sewage pumping station and forcemain to the lagoon is unreliable and require capacity upsizing. The treatment system has historically experienced difficulty in keeping the effluent TSS below the objective, notably during the fall. The 2018 – 2022 Annual Wastewater Treatment Report notes occurrences of effluent TSS exceeding compliance limits due to high amounts of algae present in waste stabilization ponds, which increased the TSS and TSS loading. In the last four years, the TSS as exceeded the effluent objectives three time. Accordingly, operational enhancements to the WWTP lagoon system are required to accommodate future growth. 9.3.6 Norwich WWTS 9.3.6.1 Wastewater Flow Projections Projected flow growth for Norwich is provided in Table 9.10. Based on allocated committed capacity allocations, the Norwich WWTP will require capacity expansion to service on hold development and accommodate future growth beyond 2036. Table 9.10: Norwich WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 Rated Capacity 1,530 Page 316 of 936 2024 Water and Wastewater Master Plan Page 113 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Parameter (m3/day) 2026 2031 2036 2041 2046 ADWF 885 971 1,064 1,155 1,242 ADF 1,210 1,325 1,450 1,570 1,685 ADF % of WWTP Rated Capacity1 79% 86% 95% 103% 110% 1-Reflective of WWTP capacity as of 2023 Table 9.11: Norwich SPS Capacities Sewage Pumping Station Capacity (L/s) Sutton Street 88.0 Herb Street 7.3 Lossing Drive 9.0 Dufferin Street 20.5 9.3.6.2 System Issues As noted above, a WWTP capacity expansion will be required to accommodate on hold development and future growth. The expansion limit will ultimately be determined by the capacity of the receiving watercourse (Otter Creek) to accept higher WWTP discharge flows and loading. The historical average MDPF is 3.5, which is much higher compared to the typical MDPF of 2.7 for its current ADFs. Hence, the WWTS is currently receiving higher than normal I&I flows. An inflow and infiltration reduction program is recommended to line sewers on an ongoing basis, in complement to the ongoing replacement of aging sanitary sewers. 9.3.7 Mt. Elgin WWTS 9.3.7.1 Wastewater Flow Projections Projected flow growth for Mt. Elgin is provided in Table 9.12, with the % ADF shown at current capacity of 191 m3/day. Based on allocated committed capacity allocations, the Mt. Elgin WWTP will require capacity expansion to service on hold development and accommodate future growth beyond 2036. Page 317 of 936 2024 Water and Wastewater Master Plan Page 114 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.12: Mount Elgin WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 191 ADWF 89 110 137 170 210 ADF 100 125 155 195 240 ADF % of WWTP Rated Capacity1 53% 66% 82% 101% 126% 1-Reflective of WWTP capacity as of 2023 The Mt. Elgin WWCS is serviced by the Peggy Avenue SPS only, which has a capacity of 2.2 L/s. 9.3.7.2 System Issues As noted above, a WWTP capacity expansion (Phases 3 and 4) will be required to accommodate on hold development and future growth. Further expansion beyond this may require consideration of a new mechanical WWTP in Mt Elgin or conveying flows to the Ingersoll WWTS. To address the need to convey future flows to the WWTP, there will be a need to new and/or replacement sanitary sewers and the upsizing of the current forcemain on Plank Line. 9.3.8 Tavistock WWTS 9.3.8.1 Wastewater Flow Projections Projected flow growth for Tavistock is provided in Table 9.13. Based on committed capacity allocations and local industry growth, a WWTP capacity expansion will be required around 2026. Table 9.13: Tavistock WWTS Projected Wastewater Flows Parameter (m3/day) 2026 2031 2036 2041 2046 WWTP Rated Capacity 2,935 ADWF 2,489 2,602 2,731 2,867 3,008 ADF (m3/day) 3235 3380 3545 3720 3905 ADF % of WWTP 128% 134% 140% 147% 155% Page 318 of 936 2024 Water and Wastewater Master Plan Page 115 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Parameter (m3/day) 2026 2031 2036 2041 2046 Rated Capacity1 1-Reflective of WWTP capacity as of 2023 Table 9.14: Tavistock SPS Capacities Sewage Pumping Station Capacity (L/s) Hope Street 42.0 William Street (three pumps running) 98.0 9.3.8.2 System Issues As noted above, the expected additional industrial flows will require capacity expansion of the WWTP within the near term horizon. The existing Peak Day flow peaking factor is 3.6 compared to a factor of 2.4 per for the current average flow per the WEF guidelines. The high I&I sources include a series of older subdivisions which allowed foundation weepers into the sanitary sewer system. To address the need to convey future flows to the WWTP, there will be a need for sewage pumping station upsizing and ongoing replacement of aging sanitary sewers. 9.3.9 Thamesford WWTS 9.3.9.1 Wastewater Flow Projections Projected flows and wastewater capacity % use for Thamesford WWTS is provided in Table 9.15. There is adequate WWTP capacity to service infill areas over the planning period. Table 9.15: Thamesford WWTS Projected Wastewater Flows Parameter (m3/day) 2022 2026 2031 2036 2041 2046 WWTP Rated Capacity 2,500 ADWF 447 535 567 601 638 673 ADF 525 570 605 640 680 710 ADF % of Rated Capacity1 21% 23% 24% 26% 27% 28% 1-Reflective of WWTP capacity as of 2023 Page 319 of 936 2024 Water and Wastewater Master Plan Page 116 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Table 9.16: Thamesford SPS Capacities Sewage Pumping Station Capacity (L/s) Allen Street 15.1 Stanley Street 6.2 9.3.9.2 System Issues Due to its age, the WWTP plant requires ongoing upgrades to service existing needs and future growth within the Thamesford community. WWTP upgrades are planned for the pre- treatment and screening systems. Page 320 of 936 2024 Water and Wastewater Master Plan Page 117 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 10.0 WATER SERVICING ALTERNATIVE SOLUTIONS 10.1 Class EA Alternative Solutions The Municipal Class EA process requires that a reasonable range of management alternatives be developed with the W/WW MP as potential solutions to meet the W/WW MP Opportunity and Problem Statement (Section 3.2) and to address the water servicing constraints identified in Chapter 8. All DWSs are assessed against the following alternative solutions: 1. Do-Nothing; 2. Limit community growth; 3. Water conservation, efficiency and source protection; 4. Optimize existing well supply and water distribution conveyance infrastructure; 5. Extend existing water distribution systems; and 6. Develop new well supplies and/or expand existing water treatment systems. The alternative strategies proposed are based on best practices available to mitigate the identified issues and align with the County’s overall asset management and municipal servicing goals. Sections 10.2 to 10.7 detail each alternative solution which is later evaluated in Section 12 in order to determine the preferred alternative solution(s). 10.2 Do Nothing This alternative solution is a required baseline condition that considers the anticipated impacts if no remedial or mitigation measures are taken to address the identified issues. Under this scenario, no improvements or changes would be undertaken to address the current and future water supply and storage requirements. 10.3 Limit Community Growth This alternative solution considers the anticipated impacts if community growth is limited to designated settlement areas based on their respective existing DWS capacities. Under this scenario, no improvements or changes would be undertaken to address the current and future water supply and storage requirements. Consistent with the County’s OP, growth and development is strategically focused in designated settlement areas, including fully serviced (municipal) large urban centers and Page 321 of 936 2024 Water and Wastewater Master Plan Page 118 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT villages and, to a more limited extent, partially serviced (municipal) villages which have various levels of carrying capacity to accommodate future growth. Conversely, any growth directed to any current privately serviced (i.e. well systems) villages and/or rural clusters is limited to minor infilling. In certain cases, growth within in partially serviced settlements and the introduction of more development on private on-site sewage was purposely limited for various planning, operational risk, and other reasons. 10.4 Water Conservation, Efficiency and Source Protection This alternative solution maintains the continuation of the County’s regional water conservation, efficiency, and source water protection existing practices. For water conservation and efficiency, the County water conservation By-law is in place to reduce peak maximum day demand on the drinking water system during dry weather conditions and peak seasonal outdoor water use periods. Residential rebates also exist for homeowners seeking to upgrade washing machines or toilets to newer water efficient models. A water capacity buy back program is in place that reimburses non-residential and multi-residential end users for facility upgrades and improvements that result in water savings. Purchase and use of rain barrels by community residents would also continue to be promoted in this alternative solution. Under this alternative solution, ongoing source water quality and quantity protection measures would continue to be implemented for County-wide well supplies in accordance with the CWA, 2006, and four associated Source Protection Plans which have jurisdiction within Oxford County (Grand River, Upper Thames River, Long Point Region, Catfish Creek). 10.5 Optimize Existing Well Supply and Water Distribution Conveyance Infrastructure Optimizing existing DWS infrastructure is an alternative solution to consider to address growing system demands and to minimize risk to the system. Optimization of the well supply and/or water treatment facilities includes the following general activities which are intended to improve dynamic water supply and/or firm capacities within a given DWS: • Maintenance of surveillance of ground water quality and quantity trends; • Modeling of groundwater supply to optimize supply system; Page 322 of 936 2024 Water and Wastewater Master Plan Page 119 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Maintaining or improving water quality, including mixing of well supplies, addition of water treatment filtration, iron sequestration, removal of disinfection by-products, etc. where appropriate and feasible; • Bringing dormant wells into production where viable and feasible; • Rehabilitating wells to regain design capacity production yields to the degree possible; • Replacing wells that have quantity or quality issues; and • Provision or expansion of back up power. Optimization of the water distribution conveyance infrastructure includes the following general activities: • Modeling of water distribution system to optimize service delivery through targeted improvements to booster pumping, establishment or alteration to pressure zones and upsizing system bottlenecks; • Improvements to existing booster pumping stations to increase capacity; • Upsizing or rehabilitating watermains to increase their flow capacity; • Maintaining or improving water quality, such as iron sequestration, chlorine addition, etc.; • Upgrading disinfection practices to allow for component of storage dedicated to disinfection to be repurposed to storage; and • Provision or expansion of back up power. 10.6 Extend Existing Water Distribution Systems Another alternative solution to address growing water system demands is the extension of existing water distribution infrastructure. Extending water distribution infrastructure includes the following general activities which are intended to maintain or improve existing water system pressures, flow capacity, water quality and fire fighting capabilities within a given DWS: • Modeling of water distribution system to optimize new system and its overall efficiency of the DWS; Page 323 of 936 2024 Water and Wastewater Master Plan Page 120 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Provision of new water Booster Pumping Stations to provide sufficient service pressures; •Provision of new water storage reservoirs and/or standpipes; •Constructing new watermains to service growth areas; and •Affording sufficient redundancies in water system (i.e. back up power provisions, watermain looping, multiple supply points, major watercourse/highway infrastructure crossings. 10.7 Develop New Well Supplies and/or Expand Existing Water Treatment Systems New water supply is an alternative solution which can also be considered to address growing system demands. This alternative solution includes adding new elements to existing water supplies where optimization is not sufficient on its own and includes the following general activities: •Exploration to secure a viable well source of sufficient quality and quantity in proximity to a DWS; •Construction of mew water treatment facility at well source; •Potential centralization of multiple water treatment facilities which serve several different existing wells and/or well fields; •Expanding water treatment requirements are dependent on water source (s); and •Interconnection to another water supply system via a transmission main. Page 324 of 936 2024 Water and Wastewater Master Plan Page 121 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 11.0 WASTEWATER SERVICING ALTERNATIVE SOLUTIONS 11.1 Class EA Alternative Solutions The W/WW MP will look at determining servicing solutions to the issues that have been identified for each wastewater system (WWS) to meet the W/WW MP Opportunity and Problem Statement (Section 3.2) and to address the water servicing constraints identified in Section 9. All WWSs were assessed against the following alternatives: 1. Do-Nothing; 2. Limit Community Growth; 3. WWTS Infiltration and Inflow Control and Reduction; 4. Optimize existing WWTS infrastructure; 5. Extend existing WWTS collection systems; and 6. Develop new WWTP capacity. The alternative solution strategies proposed are based on best practices available to mitigate the identified issues and align with the County’s overall asset management and municipal servicing goals. 11.2 Do Nothing This alternative solution is a required baseline condition that considers the anticipated impacts if no remedial or mitigation measures are taken to address the identified issues. Under this scenario, no improvements or changes would be undertaken to address the current and future water supply and storage requirements. 11.3 Limit Community Growth Similar to Section 10.3, this alternative solution considers the anticipated impacts if community growth is limited to designated settlement areas based on their respective existing WWTS capacities. Consistent with the County’s OP, growth and development is strategically focused in designated settlement areas, including fully serviced (municipal) large urban centers and villages and, to a more limited extent, partially serviced (municipal) villages which have various levels of carrying capacity to accommodate future growth. Page 325 of 936 2024 Water and Wastewater Master Plan Page 122 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Conversely, any growth directed to any current privately serviced (i.e. septic systems) villages and/or rural clusters is limited to minor infilling. In certain cases, growth within in partially serviced settlements and the introduction of more development on private on-site sewage was purposely limited for various planning, operational risk, and other reasons. 11.4 WWTS Infiltration and Inflow Control & Reduction This alternative solution considers implementation of programs to reduce extraneous wastewater flows into the wastewater collection system. Exposure to extraneous flow can arise from the following: • Groundwater infiltration into sewer pipes through cracked sewer pipes; • Rainfall-derived inflow into sewer systems through foundation drain connections, roof eaves trough connections, manhole lids, storm sewers interconnections, etc., and; • Rainfall-derived infiltration through cracked sewer pipes and manholes. Reduction of extraneous WWTS infiltration and Inflow throughout Oxford County will help reduce future flow requirements, reduce sewage pumping and wastewater treatment plant operational costs and regain wastewater treatment plant capacity thereby extending its service life. 11.5 Optimize Existing WWTS Infrastructure Optimizing existing WWTS infrastructure is an alternative solution to address growing wastewater flows and to minimize risk to the system. Optimization of the collection system includes the following general activities: • Flow monitoring and sewer modeling to confirm overflows, bottlenecks and reduce inflow and infiltration to sewers; • Specific studies and targeted replacement or rehabilitation can be undertaken to reduce extraneous flows; • Refurbish/upsize existing sewers; • Refurbish and upsize existing Sewage Pumping Stations and forcemains; • Backup power generation to address Sewage Pumping Station disruption; Page 326 of 936 2024 Water and Wastewater Master Plan Page 123 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Afford system redundancy and reliability to address issues related to conveyance efficiency during maximum day flows, Sewage Pumping Station overflows, wet weather events, material reuse, etc.; • Promote resiliency of facilities to climate change (frequency/severity of flooding, increased infiltration); and • Revise existing or create sanitary sewer catchment areas to optimize the collection system. Optimization of wastewater treatment includes the following general activities: • WWTP modeling to improve treatment capacity, remove bottlenecks and reduce bypasses; • Specific studies and targeted replacement or rehabilitation can be undertaken to improve treatment efficiency; • Backup power generation to address WWTP disruption; • Improvements to biosolids management and resource recovery to improve overall efficiency; and • Resiliency of facilities to climate change (frequency/severity of flooding, increased infiltration). 11.6 Extend Existing WWTS Collection System New wastewater collection and conveyance infrastructure is another alternative solution consideration to address growing system demands includes extending sanitary services to new areas of growth or to support infill areas where optimization is not sufficient on its own. Extending wastewater collection and conveyance infrastructure includes the following general activities: • Modeling of wastewater collection and conveyance to optimize new system and its overall efficiency of the WWTS; • Addressing wet weather flow through approved side stream treatment; • Constructing new sanitary sewers to service growth areas; • Constructing new SPS and forcemains to provide sufficient conveyance; Page 327 of 936 2024 Water and Wastewater Master Plan Page 124 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT • Addressing wastewater system resiliency and risk issues (i.e. back-up power provisions, critical system conveyance bottlenecks such as major infrastructure watercourse/highway crossings, trunk sewer inlets to wastewater treatment plants, etc.); • Interconnection to other WWTS via gravity sewers and/or Sewage Pumping Stations/forcemains. 11.7 Develop New WWTP Capacity New WWTP capacity increase is another alternative solution that may be required to address growing system demands where existing WWTP optimization is not sufficient on its own and includes the following general activities: • Expand existing WWTP capacity or components; • Constructing a new WWTP; • Assess assimilative capacities of receiving watercourses to accept WWTP final (treated) effluent; and • Address backup power, resiliency, and risk issues. Treatment technologies options are dependent on what is being treated, site constraints and the assimilative capacity of the receiving stream. Page 328 of 936 2024 Water and Wastewater Master Plan Page 125 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 12.0 EVALUATION OF WATER AND WASTEWATER SERVICING ALTERNATIVE SOLUTIONS 12.1 Water and Wastewater Servicing Evaluation Criteria 12.1.1 Evaluation Criteria This sub-section of the W/WW MP reviews the alternative solutions to the challenges that have been identified with water supply and wastewater treatment. A Class EA based evaluation criteria is established and grouped in the following four categories: •Technical; •Social and Cultural; •Environmental; and •Economic. The evaluation criteria were applied to each alternative solution (refer to Section 10 and 11) in order to assess each alternative solution’s ability to address the W/WW MP’s Problem and Opportunity statement, objectives, technical, social-cultural, environmental and economic considerations while addressing the issues and the risks identified in Sections 8 and 9. The W/WW MP evaluation categories and criteria are illustrated below in Table 12.1. Table 12.1: Water and Wastewater Servicing Evaluation Categories and Criteria Category Criteria Technical •Constructability •Improvement to operations •Infrastructure required •Approval requirements Social and Cultural •Public acceptance •Impact to cultural heritage infrastructure and landscapes •Impact to archaeological infrastructure and resources Environmental •Impact to aquatic and terrestrial species and habitat •Impact to surface water quantity and quality •Climate change resiliency Page 329 of 936 2024 Water and Wastewater Master Plan Page 126 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Category Criteria Economic • Capital costs • Operational and maintenance costs • User Value The water and wastewater alternative solutions were qualitatively reviewed by RVA for benefit, cost and impact and assessed as high-level options to address water and wastewater servicing needs. From the findings of the evaluation, preferred servicing strategy alternative solution(s) were recommended for the County-wide DWS’s and WWTS’s (refer to Section 13 – Water and Section 14 - Wastewater). 12.1.2 Criteria Measurement The proposed servicing concepts were rated for their fulfillment in each in the four categories based on the evaluation criteria. Table 2.12 illustrates the rating scale used. The visual rating provides a measure of the level of performance of each alternative and allows to select one that achieves the highest impact. Table 12.2: Alternative Solutions Rating Scale Legend Highest Impact (Most Negative Solution) Lowest Impact (Most Positive Solution) 12.2 Application of Screening Criteria to Water Alternative Solutions The following section illustrates the review undertaken for the various water servicing alternative solutions previously identified in Section 10 (water). 12.2.1 Evaluation of Water Servicing Alternative Solutions 12.2.1.1 Do Nothing Approach Evaluation Category Criteria Evaluation Rating Technical This does not address the requirement for a solution to the servicing issue. Page 330 of 936 2024 Water and Wastewater Master Plan Page 127 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Social and Cultural This does not address the requirement for a solution to the servicing issue and thus does not address any social or cultural concerns. Environment This does not impact the environment in a positive or negative way. Economic While not incurring cost, any economic opportunities to be gained from system expansion are not realized. Overall Rating Not considered a realistic option for the County, as growth would be limited to the existing capacity limits, and the existing issues noted in Section 8 will continue to risk supply of water to the serviced population. It also does not meet the Problem and Opportunity statement of the 2024 W/WW MP; therefore, it was not carried forward through evaluation. 12.2.1.2 Limit Community Growth Evaluation Category Criteria Evaluation Rating Technical For non-growth communities, this is an acceptable solution. For communities with planned growth this does not address the requirement for a solution to the servicing issue. Social and Cultural For non-growth communities, this is an acceptable solution. For communities with planned growth this does not address the requirement for a solution to the servicing issue and thus does not address any social or cultural concerns. Environment This does not impact the environment in a positive or negative way. Economic For non-growth communities this is a viable alternative. For growth communities while not incurring cost, any economic opportunities to be gained from system expansion are not realized. Overall Rating Based on current County planning policies, this is a viable alternative for non-growth communities but not a viable Page 331 of 936 2024 Water and Wastewater Master Plan Page 128 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Evaluation Category Criteria Evaluation Rating option for communities with planned growth. It can form part of the water implementation servicing strategy. 12.2.1.3 Water Conservation, Efficiency and Source Protection Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that will provide part of the solution to help ensure the efficiency of water supply operations and to somewhat moderate water demand and to protect the water supply. Social and Cultural This strategy typically has broad public and water customer support. Environment This strategy benefits the environment by putting less strain on groundwater supplies and source water protect measures generally will protect other aspects of the environment. Economic This strategy can somewhat defer implementation of water system expansions and in general there is a moderate cost to implementing and enforcing source water protection measures. Overall Rating This solution can form part of the water system implementation strategy but it is not a complete approach on its own. 12.2.1.4 Optimize Existing Well Supply and Water Distribution Conveyance Infrastructure Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Page 332 of 936 2024 Water and Wastewater Master Plan Page 129 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Evaluation Category Criteria Evaluation Rating Social and Cultural In general optimization has general public acceptance and any potential impacts are generally confined within existing public rights of ways or County properties where impacts can be effectively mitigated. Environment Impacts are generally confined within existing public rights of ways or County properties where impacts to the natural environment can be minimized and effectively mitigated. Economic This strategy can defer implementation of water system expansions and in general is pursued based on lower capital and operational costs compared to new infrastructure. Overall Rating This solution can form part of the preferred strategy as it balances technical requirements, impacts, and costs and promotes sustainability. 12.2.1.5 Extend Existing Water Distribution System Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution if optimization alone is not sufficient. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Social and Cultural In general water distribution expansion has general public acceptance as it is approved through the Class EA or Planning process. Any potential impacts are generally confined within future or existing public rights of ways or County properties where impacts can be effectively mitigated. Environment Potential impacts to the environment are typically well understood and mitigation approaches are generally effected and standard practice during construction. Economic This strategy in general is pursued based on optimization not being able to fully provide the servicing required and Page 333 of 936 2024 Water and Wastewater Master Plan Page 130 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Evaluation Category Criteria Evaluation Rating will impose new capital and operational costs on the proponent. Overall Rating This solution can form part of the preferred water implementation strategy where optimization of existing water distribution infrastructure cannot provide the required system capacity on its own. 12.2.1.6 Develop New Well Supplies and/or Expand Water Treatment Systems Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution if optimization alone is not sufficient. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Social and Cultural In general water treatment facility expansion has general public acceptance as it is approved through the Class EA or Planning process. Any potential impacts are generally confined within future or existing County properties. where impacts can be effectively mitigated. Environment Potential impacts to the environment are typically well understood and mitigation approaches are generally affected and standard practice during construction. Economic Generally, this strategy is pursued if optimization is not sufficient to meet the servicing requirements, and will impose new capital and operational costs on the proponent. Overall Rating This solution can form part of the preferred strategy where optimization of existing wells and treatment plants cannot provide the required system capacity on its own. Page 334 of 936 2024 Water and Wastewater Master Plan Page 131 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 12.3 Preferred Water Alternative Solution(s) After evaluation of the proposed water alternatives in Section 12.2, a preferred water servicing strategy was recommended which carried forward a combination of alternatives as defined in Section 12.2.1.2 to 12.2.1.6. This approach most fully satisfies the W/WW MP Problem and Opportunity Statement while addressing many of the water system issues and risks previously noted in this report. The preferred water servicing alternative solutions involve extending existing water distribution systems (watermain extensions, new booster pumping stations, new storage facilities) to service infill areas and employment lands, optimizing existing well supply yields, expanding existing water treatment plant capacities, developing new well supplies, ongoing source water protection initiatives and continuing water conservation best management practices. 12.4 Application of Screening Criteria to Wastewater Alternative Solutions The following section illustrates the review undertaken for the various wastewater servicing alternative solutions previously identified in Section 11 (wastewater). 12.4.1.1 DO NOTHING Evaluation Category Criteria Evaluation Rating Technical This does not address the requirement for a solution to the servicing issue. Social and Cultural This does not address the requirement for a solution to the servicing issue and thus does not address any social or cultural concerns. Environment This does not impact the environment in a positive or negative way. Economic While not incurring cost, any economic opportunities to be gained from system expansion are not realized. Page 335 of 936 2024 Water and Wastewater Master Plan Page 132 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Evaluation Category Criteria Evaluation Rating Overall Rating Not considered a realistic option for the County, as growth would be limited to the existing capacity limits, and the existing issues noted in Section 9 will continue to risk supply of water to the serviced population. It also does not meet the Problem and Opportunity statement of the 2024 W/WW MP; therefore, it was not carried forward through evaluation. 12.4.1.2 LIMIT COMMUNITY GROWTH Evaluation Category Criteria Evaluation Rating Technical For non-growth communities, this is an acceptable solution. For communities with planned growth this does not address the requirement for a solution to the servicing issue. Social and Cultural For non-growth communities, this is an acceptable solution. For communities with planned growth this does not address the requirement for a solution to the servicing issue and thus does not address any social or cultural concerns. Environment This does not impact the environment in a positive or negative way. Economic For non-growth communities this is a viable alternative. For growth communities while not incurring cost, any economic opportunities to be gained from system expansion are not realized. Overall Rating Based on current County planning policies, this is a viable alternative for non-growth communities but not a viable option for communities with planned growth. It can form part of the wastewater implementation servicing strategy. Page 336 of 936 2024 Water and Wastewater Master Plan Page 133 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 12.4.1.3 WWTS Infiltration and Inflow Control & Reduction Evaluation Category Criteria Evaluation Rating Technical While a viable strategy that will provide part of the solution to reduce flows to the WWTS, it is usually implemented over the long term and significant flow generally take years to realize. Social and Cultural This strategy typically has broad public and water customer support. However, some strategies involve significant reconstruction activities. Environment This strategy benefits the environment by putting less strain on groundwater supplies and source water protect measures generally will protect other aspects of the environment. Economic This strategy can be expensive both for in-situ repairs or for replacement of sewers. It is therefore usually implemented over a long time period. Overall Rating This solution forms part of the wastewater implementation strategy for all WWTS projects with significant infiltration issues and represents part of a longer-term strategy to be implemented over decades. 12.4.1.4 Optimize Existing WWTS Infrastructure Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Social and Cultural In general optimization has greater public acceptance than expansion and potential impacts be effectively mitigated. WWTS can be more controversial than water projects. Environment Impacts are generally confined within existing public rights of ways or County properties and discharge is to preauthorized levels in most cases. Page 337 of 936 2024 Water and Wastewater Master Plan Page 134 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Evaluation Category Criteria Evaluation Rating Economic This strategy can defer implementation of WWTS expansions and in general is pursued based on lower capital and operational costs compared to new infrastructure. Overall Rating This solution forms part of the preferred wastewater servicing strategy as it balances technical requirements, impacts, and costs and promotes sustainability. 12.4.1.5 Extend Existing WWTS Collection System Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution if optimization alone is not sufficient. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Social and Cultural In general collection system expansion has general public acceptance as it is approved through the Class EA or Planning process. Any potential impacts are generally confined within future or existing public rights of ways or County properties where impacts can be effectively mitigated. Greenfield SPS require cultural and archaeological assessment. Environment Potential impacts to the environment are typically well understood and mitigation approaches are generally effected and standard practice during construction. Economic This strategy in general is pursued based on optimization not being able to fully provide the servicing required and will impose new capital and operational costs on the proponent. Overall Rating This solution supports part of the overall wastewater servicing strategy where optimization of the existing wastewater collection system cannot provide the required system capacity on its own. Page 338 of 936 2024 Water and Wastewater Master Plan Page 135 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 12.4.1.6 Develop New WWTP Capacity Evaluation Category Criteria Evaluation Rating Technical This is a viable strategy that can provide all or part of the solution if optimization alone is not sufficient. This solution is very community and site specific and needs to be evaluated at the next stage of project implementation. Social and Cultural In general WWTP expansion has general public acceptance as it is approved through the Class EA process. However, over time, in some cases residential and other sensitive land uses have developed closer to WWTPs which require consideration in this approach. Greenfield WWTPs or their components may require cultural and archaeological assessment. Environment Effluent quality standards are typically stricter than in the past requiring a higher level of treatment. Potential impacts to the environment are typically well understood and mitigation approaches are generally effected and standard practice during construction. Economic This strategy in general is pursued based on optimization not being able to fully provide the servicing required and will impose new capital and operational costs. Overall Rating This solution can form part of the preferred strategy where optimization of existing treatment plants cannot provide the required system capacity on its own. 12.5 Preferred Wastewater Alternative Solution(s) After evaluation of the proposed wastewater alternatives in Section 12.2, a preferred wastewater servicing strategy was recommended which carried forward a combination of alternatives as defined in Section 12.4.1.2 to 12.4.1.6. This approach most fully satisfies the W/WW MP Problem and Opportunity Statement while addressing many of the wastewater system issues and risks previously noted in this report. The preferred wastewater servicing strategy involves expanding existing wastewater collection systems (sewer mains extensions, new/upsized forcemains, new/upgraded sewage pumping stations) to service infill areas and employment lands, rehabilitating aging Page 339 of 936 2024 Water and Wastewater Master Plan Page 136 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT trunk sewers, expanding existing water treatment plant capacities and initiating sewer system inflow and infiltration reduction best management practices. Page 340 of 936 2024 Water and Wastewater Master Plan Page 137 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.0 PREFERRED WATER SERVICING STRATEGY 13.1 Overall Water Servicing Strategy Description The preferred water servicing strategy identified in Section 12.3 is intended to meet the drinking water system requirements of Oxford County to 2046. The recommended solutions were established in consultation with the County on the basis of the Water and Wastewater Master Planning Principles that were established for this project. The recommended strategy prioritized various implementation undertakings to ensure that sufficient water supply is available. As well, the preferred water servicing alternative solution also serves to address risk (i.e. redundancy, reliability, etc.) within the County-wide municipal drinking water systems. The preferred servicing strategies are implemented on a timeline established in accordance with each project’s Class EA schedule. The anticipated timing of each project within the Preferred Strategy has been established based on the projected population and employment growth within the County. The timelines are categorized as following: •Short – term period from 2024 to 2028; •Medium-term period from 2029 to 2033; and •Long-term period from 2034-2046. Generally, when community water demands approach 85% of the capacity limit for a given water system, undertakings should be considered to expand/increase the DWS capacity. This industry standard approach helps to ensure that sufficient operating capacities of the individual water system components can be afforded and helps to prevent overburdening the treatment and pumping equipment. Accordingly, the project schedule – which is subject to refinement – was developed such that new water system expansion projects will begin operation when the community water demands reach approximately 85 - 90% of the existing system capacity. Page 341 of 936 2024 Water and Wastewater Master Plan Page 138 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.2 Detailed Water Servicing Strategy Requirements 13.2.1 Ingersoll DWS To address the Ingersoll DWS needs to 2046, the following general servicing strategies were developed and include: •Trunk watermain extensions/upsizing; •New Booster Pumping Station; •New Elevated Water Storage; and •Water Quality Improvement pilot project. 13.2.2 Tillsonburg DWS To address the Tillsonburg DWS needs to 2046, the following general servicing strategies were developed and include: •Upgrades to Wells 3 and Well 7A treatment facilities; •Replacements of Wells 1A and 2, 6A, and 11; •Standby Power; •Water Storage Expansion; •Trunk watermain extensions/upsizing; and •Source Water Protection. 13.2.3 Woodstock DWS To address the Woodstock DWS needs to 2046, the following general servicing strategies were developed and include: •Standby Power; •Southside Water Treatment Plant Replacement; •Feedermain Twinning; •Upgrades to Wells 6 and 9; •Trunk watermain extensions/upsizing; Page 342 of 936 2024 Water and Wastewater Master Plan Page 139 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •New Water Booster Pumping Stations; •Pressure Zone Boundary Adjustments; and •Source Water Protection. 13.2.4 Blandford Blenheim 13.2.4.1 Drumbo-Princeton DWS To address the Drumbo-Princeton DWS needs to 2046, the following general servicing strategies were developed and include: •Standby power to existing well; •Trunk watermain extensions/upsizing; •New well supply; and •New Water treatment plant with filtration. 13.2.4.2 Plattsville DWS To address the Plattsville DWS needs to 2046, the following general servicing strategies were developed and include: •Water treatment plant filtration upgrades; and •New Standby Well supply. 13.2.4.3 Bright DWS To address the Bright DWS needs to 2046, the following general servicing strategies were developed and include: •Plattsville to Bright Water System Interconnection; and •Well 5 Decommissioning. 13.2.5 Oxford South DWS (Norwich, Springford and Otterville) To address the Oxford South DWS needs to 2046, the following general servicing strategies were developed and include: •Norwich Well 4 Water Treatment Plant Filtration Upgrades and Storage; and Page 343 of 936 2024 Water and Wastewater Master Plan Page 140 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •New Standby Well supply. 13.2.6 South-West Oxford 13.2.6.1 Mount Elgin DWS To address the Mount Elgin DWS needs to 2046, the following general servicing strategies were developed and include: •Mount Elgin Water Treatment Plant Optimization; and •Trunk Watermain Interconnection to Ingersoll Water System. 13.2.6.2 Beachville DWS To address the Beachville DWS needs to 2046, the following general servicing strategies were developed and include: •New Standby Well Supply and Water Storage. 13.2.6.3 Brownsville DWS To address the Brownsville DWS needs to 2046, the following general servicing strategies were developed and include: •Water Quality Improvements; and •Water Treatment Plant Filtration. 13.2.6.4 Dereham Centre DWS To address the Brownsville DWS needs to 2046, the following general servicing strategies were developed and include: •Water infrastructure refurbishment. 13.2.7 East-Zorra Tavistock 13.2.7.1 Innerkip DWS To address the Innerkip DWS needs to 2046, the following general servicing strategies were developed and include: •Water infrastructure refurbishment. Page 344 of 936 2024 Water and Wastewater Master Plan Page 141 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.2.7.2 Tavistock DWS To address the Tavistock DWS needs to 2046, the following general servicing strategies were developed and include: •New Well Supply; •New Treatment Plant with Onsite Storage; •Trunk watermain extensions/upsizing; •Water Treatment Plant Filtration Upgrades; and •Water Tower Rehabilitation. 13.2.7.3 Hickson DWS To address the Hickson DWS needs to 2046, the following general servicing strategies were developed and include: •Water infrastructure refurbishment. 13.2.8 Zorra 13.2.8.1 Thamesford DWS To address the Thamesford DWS needs to 2046, the following general servicing strategies were developed and include: •Trunk watermain extensions; •Water Reservoir Contact Time Enhancements (reallocation to Storage). 13.2.8.2 Embro DWS To address the Embro DWS needs to 2046, the following general servicing strategies were developed and include: •Water Storage Enhancements at Embro Water Treatment Plant. 13.2.8.3 Lakeside DWS To address the Lakeside DWS needs to 2046, the following general servicing strategies were developed and include: •Water infrastructure refurbishment. Page 345 of 936 2024 Water and Wastewater Master Plan Page 142 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.3 Water Capital Implementation Plan 13.3.1 Level of Cost Opinions ASTM E 2516 (Standard Classification for Cost Estimate Classification System) provides a five-level classification system based on several characteristics, with the primary characteristic being the level of project definition (i.e., percentage of design completion). The ASTM standard, shown in Table 13.1, illustrates the typical accuracy ranges that may be associated with the general building industries. Table 13.1: ASTM E2516 Accuracy Range of Cost Opinions for General Building Industries Cost Estimate Class Expressed as % of Design Completion Anticipated Accuracy Range as % of Actual Cost 5 0-2 -30 to +50 4 1-15 -20 to +30 3 10-40 -15 to +20 2 30-70 -10 to +15 1 50-100 -5 to +10 The cost estimates developed in this report would be best described as a Class 5 Cost Estimate which is typically used for high level study project. In some cases, project cost estimates were supplied with greater levels of accuracy based on Class EA Study conceptual design, detailed designs, etc. 13.3.2 Water Projects Identified The table below summarizes the wastewater projects that have been identified through the Oxford County 2024 W/WW MP. Page 346 of 936 2024 Water and Wastewater Master Plan Page 143 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.3.2.1 Ingersoll Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $1,500,000 $375,000 $375,000 $750,000 960307 ING Groundwater Modelling $170,000 $170,000 NEW Water Quality Improvements $700,000 $350,000 $350,000 260300 ING Specialized Well Rehabilitation Program $430,000 $185,000 $30,000 $215,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY 960325 ING Watermain Replacements $30,325,000 $8,284,000 $7,347,000 $14,694,000 960335 ING Watermain (Cast Iron) Replacements $2,140,000 $2,140,000 NEW Thames Street South Trunk Watermain Extension from CNR to Holcroft $324,000 $324,000 SOUTH THAMES RESIDENTIAL AREA NEW Trunk Watermain on Hamilton Road from internal lands to existing water distribution system (Oakwood) $900,000 $900,000 Page 347 of 936 2024 Water and Wastewater Master Plan Page 144 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Trunk Watermain through internal lands from Hamilton Road to north of CNR (near Thomas Street/Wallace Line) $720,000 $720,000 DISTRIBTUION - EMPLOYMENT AREAS WALLACE LINE INDUSTRIAL PARK 960337 ING Wallace Line Trunk Watermain from Robinson Road to north of CNR (D) $220,000 $220,000 960337 ING Wallace Line Trunk Watermain from Robinson Road to north of CNR (C) $1,980,000 $1,980,000 SOUTHWEST INDUSTRIAL PARK Second Feed Wallace Line Second Feedermain from Robinson Road to Hwy 401 (D) $45,000 $45,000 NEW Wallace Line Second Feedermain from Robinson Road to Hwy 401 (C) $450,000 $450,000 NEW Second Feedermain Hwy 401 Crossing - Wallace Line to Union Street (D) $163,000 $163,000 NEW Second Feedermain Hwy 401 Crossing - Wallace Line to Union Street (C) $1,625,000 $1,625,000 Page 348 of 936 2024 Water and Wastewater Master Plan Page 145 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Union Road Trunk Watermain from Hwy 401 crossing to Curry Road (D) $128,000 $128,000 NEW Union Road Trunk Watermain from Hwy 401 crossing to Curry Road (C) $1,283,000 $1,283,000 Second Feed Curry Road Trunk Watermain from Union Road to future water tower site (D) $287,000 $287,000 NEW Curry Road Trunk Watermain from Union Road to future water tower site (C) $2,869,000 $2,869,000 NEW Elevated Water Storage Tank $3,409,000 $3,409,000 TOTAL $49,668,000 $15,648,000 $14,952,000 $19,068,000 13.3.2.2 Tillsonburg Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $1,500,000 $375,000 $375,000 $750,000 260200 WATER TBURG Specialized Well Rehabilitation Program $841,000 $343,000 $166,200 $332,000 Page 349 of 936 2024 Water and Wastewater Master Plan Page 146 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960200 TBURG Well 7A - Filtration Upgrades (C) $1,500,000 $1,500,000 960201 TBURG Well 3 Facility Upgrade (D) $415,000 $415,000 960201 TBURG Well 3 Facility Upgrade (C) $2,300,000 $2,300,000 NEW Backup Power for North Street Pumphouse $465,000 $465,000 NEW Replacement of Well 6A $150,000 $150,000 960211 TBURG Broadway Secondary Transmission Main Feed $1,309,000 $1,309,000 NEW Mall Rd Replacement Wells for Wells 1a and 2 $465,000 $465,000 NEW Bell Mill Replacement Well for Well 11 $642,000 $642,000 NEW Well 12 capacity increase feasibility study $321,000 $321,000 NEW Well 4 and 5 Treatability Study $100,000 $100,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY NEW Secondary Elevated Storage $2,272,600 $2,272,600 Page 350 of 936 2024 Water and Wastewater Master Plan Page 147 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Watermain West Town Line from Simcoe Street to Potters Rd. $639,000 $639,000 960235 TBURG Watermain Replacements $20,518,000 $7,678,000 $4,280,000 $8,560,000 NEW Victoria Wood Subdivision Watermain on Street I from Westin Drive to Street F $300,000 $300,000 NEW Victoria Wood Subdivision Watermain on Grandview Drive (near Quarter Townline) West to Street A then N to Concession Street W. $675,000 $675,000 960213 TBURG Cranberry Road Watermain Extension from Beckett Blvd North to Town Limits (C ) $1,309,000 $1,309,000 NEW North End Watermain Looping $1,712,000 $1,712,000 DISTRIBTUION - EMPLOYMENT AREAS Innovation Park Industrial Lands NEW Watermain looping VanNorman St watermain loop (off HWY 3) $540,000 $540,000 Page 351 of 936 2024 Water and Wastewater Master Plan Page 148 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Rokeby Sideroad Industrial Lands NEW Vienna Road Watermain Extension from Rouse Street to South on Vienna Rd. $271,000 $271,000 TOTAL $38,245,000 $19,272,500 $6,197,000 $12,776,000 13.3.2.3 Woodstock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $2,000,000 $500,000 $500,000 $1,000,000 NEW Strik Drain Stormwater Management Facility $550,000 $550,000 260100 WDSTK Specialized Well Rehabilitation Program $2,000,000 $500,000 $500,000 $1,000,000 960159 WDSTK Thornton to Woodstock Feedermain Replacement (D) $1,000,000 $1,000,000 960159 WDSTK Thornton to Woodstock Feedermain Replacement (C) $10,000,000 $10,000,000 Page 352 of 936 2024 Water and Wastewater Master Plan Page 149 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Zone 1 Pressure Reducing Valve Control Building to Southside Supply $300,000 $300,000 NEW Thornton to HWY 401 crossing Feedermain Upgrade (RELINING 401 CROSSING) $1,206,000 $1,206,000 NEW Thornton WTP High Lift Pumping Upgrades $100,000 $100,000 Well 9 and Well 6 upgrades at Southside WTP $350,000 $350,000 NEW Southside WTP Revitalization Study $200,000 $200,000 NEW Tower Generators $300,000 $300,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDRY Karn Rd Secondary Plan Area 960154 WDSTK Karn Rd (Zone 6) Booster Pumping Station (D) $400,000 $400,000 960154 WDSTK Karn Rd (Zone 6) Booster Pumping Station (C) $4,000,000 $4,000,000 Page 353 of 936 2024 Water and Wastewater Master Plan Page 150 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960134 WDSTK Watermain from Karn Rd Booster Pumping Station west to Anderson Street, east along Karn Road and looping back to Booster Pumping Station $1,845,000 $1,845,000 NEW Realignment of Zone 1 supply transmission main and 450 mm reservoir drain through Karn Road Subdivision $450,000 $450,000 Existing Distribution System 960120 WDSTK Decommissioning of 0.8 MG Bowerhill Reservoir $750,000 $750,000 NEW Bowerhill Reservoir Expansion (Zone 1) $6,818,000 $6,818,000 NEW Zone 2 Second Feedermain Trunk from Karn Road Booster Pumping Station to new expanded Zone 2 (northwest of Athlone service area) $270,000 $270,000 960141 WDSTK Watermain Replacements (City) $38,047,000 $9,547,000 $9,500,000 $19,000,000 960153 WDSTK Watermain Replacements (County) $13,240,000 $3,310,000 $3,310,000 $6,620,000 Page 354 of 936 2024 Water and Wastewater Master Plan Page 151 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960155 WDSTK Zone 3 Booster Pumping Station (D) $376,000 $376,000 960155 WDSTK Zone 3 Booster Pumping Station (C) $2,507,000 $2,507,000 960163 WDSTK County Road 17 / 11 th Line Watermain (D) $144,000 $144,000 960163 WDSTK County Road 17 / 11 th Line Watermain (C) $1,440,000 $1,440,000 960164 WDSTK 11th Line Watermain Replacement (D) $144,000 $144,000 NEW Zone 3 Pressure Reducing Valve Control Building to northern Zone 1 area (near Nellis Booster Pumping Station) $200,000 $200,000 East Woodstock Secondary Plan Area NEW Township Rd 3 Waterman from Oxford Road 4 to EPA woodlot area $1,240,000 $1,240,000 DISTRIBUTION - EMPLOYMENT LANDS North East Industrial Park Page 355 of 936 2024 Water and Wastewater Master Plan Page 152 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 960135 WDSTK Toyota Easement Watermain from Elevated Storage tower to west side of Hwy 401 (C) $1,096,000 $1,096,000 NEW Toyota Easement Hwy 401 Watermain Crossing (C) $1,116,000 $1,116,000 NEW Easement Watermain from east side of Hwy 401 to west limit of Corlett site (D) $43,000 $43,000 NEW Easement Watermain from east side of Hwy 401 to west limit of Corlett site (C) $388,000 $388,000 NEW Street C Watermain from Corlett site to Blandford Road (D) $12,000 $12,000 NEW Street C Watermain from Corlett site to Blandford Road (C) $112,000 $112,000 NEW Blandford Rd Watermain from Street C to Township Road #2 (D) $23,000 $23,000 NEW Blandford Rd Watermain from Street C to Township Road #2 (C) $207,000 $207,000 Page 356 of 936 2024 Water and Wastewater Master Plan Page 153 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 South East Industrial Park 950152 WDSTK PHASE II WM 400 mm on Patullo (~ 150 m east of Alyea Street/ opposite SPS to Southwest Limit of study area) 790 meters & WM 400 mm on Patullo (Southwest Limit of study area to Middletown Line) 944 meters (D) $164,000 $164,000 WM 400 mm on Patullo (~ 150 m east of Alyea Street/ opposite SPS to Southwest Limit of study area) 790 meters & WM 400 mm on Patullo (Southwest Limit of study area to Middletown Line) 944 meters (C) $1,475,000 $1,475,000 Middletown Line Watermain from Patullo Avenue to Street A (D) $7,000 $7,000 Middletown Line Watermain from Patullo Avenue to Street A (C) $65,000 $65,000 Page 357 of 936 2024 Water and Wastewater Master Plan Page 154 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 PHASE IIi Street A service corridor to Street B (D) $10,000 $10,000 Street A service corridor to Street B (C) $100,000 $100,000 Street A Watermain from Middletown Line to Service Corridor (D) $10,000 $10,000 Street A Watermain from Middletown Line to Service Corridor (C) $100,000 $100,000 Service corridor Watermain from Street A to Hwy 403 (D) $4,000 $4,000 Service corridor Watermain from Street A to Hwy 403 (C) $36,000 $36,000 Street B Watermain from Street A to Patullo Avenue (D) $5,000 $5,000 Street B Watermain from Street A to Patullo Avenue (C) $45,000 $45,000 Page 358 of 936 2024 Water and Wastewater Master Plan Page 155 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 TOTAL $96,335,000 $40,346,000 $21,011,000 $34,978,000 13.3.2.4 Blandford Blenheim Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) - Plattsville (D) $426,000 $426,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) - Plattsville (C) $2,841,000 $2,841,000 BRIGHT NEW Bright to Plattsville Interconnecting Watermain $4,418,000 $4,418,000 NEW Bright Well 5 Abandonment Study $150,000 $150,000 PLATTSVILLE Page 359 of 936 2024 Water and Wastewater Master Plan Page 156 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Land Acquisition for new WTF for Manganese Treatment $400,000 $400,000 NEW New Well Supply $1,571,000 $1,571,000 NEW Backup Generation at WTF $428,000 $428,000 DRUMBO-PRINCETON NEW New Well Supply $1,167,000 $1,167,000 NEW Backup generation to Wells 1 and 2A $300,000 $150,000 $150,000 NEW Water Treatment Plant Land Acquisition $400,000 $400,000 NEW Water Treatment Plant Relocation (D) $701,000 $701,000 NEW Water Treatment Plant Relocation (C ) $4,675,000 $4,675,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY NEW Plattsville N Boundary Trunk Watermain Extension Hoffstetter Rd North to limit $333,000 $333,000 Page 360 of 936 2024 Water and Wastewater Master Plan Page 157 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Applewood Trunk Watermain Upsizing $83,000 $83,000 NEW Princeton Roper Street Trunk Watermain Upsizing $232,000 $232,000 960400 Townships Watermain Replacements (Townships) $150,000 $150,000 TOTAL $18,575,000 $5,857,000 $1,053,000 $11,665,000 13.3.2.5 Norwich Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 260400 Water Townships Specialized Well Rehabilitation Program $140,000 $20,000 $40,000 $80,000 NORWICH NEW New Standpipe at Main St WTF (Well 4) $2,273,000 $2,273,000 960429 Manganese New Filtration Facility at Main St WTF (D) $362,000 $362,000 Page 361 of 936 2024 Water and Wastewater Master Plan Page 158 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Filtration Townships 960429 Manganese Filtration Townships New Filtration Facility at Main St WTF (C) $3,253,000 $3,253,000 NEW New Water Supply $1,571,000 $1,571,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $1,953,000 $1,953,000 960402 New Asset Supply/Linear New Asset Supply/Linear Watermain Replacements (Townships) $600,000 $150,000 $150,000 $300,000 TOTAL $10,452,000 $4,833,000 $3,518,000 $2,101,000 Page 362 of 936 2024 Water and Wastewater Master Plan Page 159 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.3.2.6 South-West Oxford Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 260400 Water Townships Specialized Well Rehabilitation Program $100,000 $10,000 $30,000 $60,000 960422 TWSP Water Quality Improvements (Brownsville) $100,000 $100,000 960429 Manganese Filtration Townships Manganese Filtration (Brownsville) $2,566,000 $2,566,000 MOUNT ELGIN NEW Graydon Facility Enhancement / Optimization $1,094,000 $1,094,000 NEW Ingersoll to Mt Elgin Watermain Connection (D) $1,094,000 $1,094,000 BEACHVILLE NEW Additional Well Supply and Standpipe $1,935,000 $1,935,000 TOTAL $6,295,000 $385,000 $4,606,000 $1,304,000 Page 363 of 936 2024 Water and Wastewater Master Plan Page 160 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.3.2.7 East-Zorra Tavistock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 260400 Water Townships Specialized Well Rehabilitation Program $100,000 $10,000 $30,000 $60,000 960429 Manganese Filtration Townships Manganese Filtration (Townships) $5,593,000 $5,593,000 TAVISTOCK NEW Tower CT Enhancement Study $30,000 $30,000 960437-TAV New Well Supply - Well #4 and Storage (D) $511,000 $511,000 960437-TAV New Well Supply - Well #4 and Storage (C) $4,600,000 $4,600,000 960462-TAV Water Tower Rehabilitation and Repainting (D) $400,000 $400,000 960462-TAV Water Tower Rehabilitation and Repainting (C) $3,600,000 $3,600,000 Page 364 of 936 2024 Water and Wastewater Master Plan Page 161 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $1,895,000 $1,053,000 $842,000 960402 New Asset Supply/Linear New Asset Supply/Linear Watermain Replacements (Townships) $440,000 $170,000 $90,000 $180,000 TOTAL $17,469,000 $6,449,000 $9,788,000 $1,232,000 Page 365 of 936 2024 Water and Wastewater Master Plan Page 162 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 13.3.2.8 Zorra Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Water Efficiency/Buy-Back Program $300,000 $75,000 $75,000 $150,000 960400 Water Townships Specialized Well Rehabilitation Program $130,000 $10,000 $40,000 $80,000 THAMESFORD NEW Reservoir and Tower CT Enhancement Study $300,000 $300,000 EMBRO NEW Reservoir CT Enhancement Upgrades $300,000 $300,000 NEW Embro - Storage Expansion $568,000 $568,000 DISTRIBUTION - VACANT LANDS WITHIN URBAN BOUNDARY 960400 Township Distribution Replacement Watermain Replacements (Townships) $3,342,000 $867,000 $825,000 $1,650,000 Page 366 of 936 2024 Water and Wastewater Master Plan Page 163 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Watermain Trunk Extension on Oxford Road 2 to west of Banner Road (Thamesford) $1,008,000 $1,008,000 TOTAL $5,948,000 $2,560,000 $940,000 $2,448,000 Page 367 of 936 2024 Water and Wastewater Master Plan Page 164 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 14.0 PREFERRED WASTEWATER SERVICING STRATEGY 14.1 Overall Wastewater Servicing Strategy Description The preferred wastewater servicing strategy identified in Section 12.5 is intended to meet the wastewater collection and treatment requirements of Oxford County to 2046. The recommended solutions were established in consultation with the County on the basis of the Water and Wastewater Master Planning Principles that were established for this project. The recommended strategy for the evaluation outputs is prioritized for implementation based on ensuring that sufficient wastewater treatment and conveyance capacity is always available. The strategies are implemented on a timeline established in accordance with each project’s Class EA schedule. The anticipated timing of each project within the Preferred Strategy has been established based on the projected population and employment growth within the County. The timelines are categorized as following: •Short – term period from 2024 to 2028; •Medium-term period from 2029 to 2033; and •Long-term period from 2034-2046. Generally, when community wastewater flows approach 85% of the capacity limit for a given wastewater system, undertakings should be considered to expand/increase the WWTP capacity. This industry standard approach helps to ensure that sufficient operating capacities of the individual wastewater system components can be afforded and helps to prevent overburdening the treatment and pumping equipment. Accordingly, the project schedule – which is subject to refinement – was developed such that new wastewater system expansion projects will begin operation when the community wastewater flows reach approximately 85 - 90% of the existing system capacity. 14.2 Detailed Wastewater Servicing Strategy Requirements 14.2.1 Ingersoll WWS To address the Ingersoll WWS needs to 2046, the following general servicing strategies were developed and include: •Trunk sewer extensions/upsizing; Page 368 of 936 2024 Water and Wastewater Master Plan Page 165 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •New Sewage Pumping Stations; •New Forcemains, New Trunk sewer river crossing; and •Wastewater Treatment Plant Upgrades. 14.2.2 Tillsonburg WWS To address the Tillsonburg WWS needs to 2046, the following general servicing strategies were developed and include: •Wastewater Treatment Plant Capacity Expansion (Phase 2); •Trunk sewer rehabilitation; •Upgrades to Sewage Pumping Stations; •Forcemain Upgrades; and •Trunk sewer extensions/upsizing. 14.2.3 Woodstock WWS To address the Woodstock WWS needs to 2046, the following general servicing strategies were developed and include: •Trunk sewer extensions/upsizing; •New Forcemains; •New/Upgraded Sewage Pumping Stations; •Wastewater Treatment Plant Upgrades; •Brick Pond Trunk sewer realignment; and •Sewer Inflow and Infiltration Reduction. 14.2.4 Blandford Blenheim 14.2.4.1 Drumbo WWS To address the Drumbo WWS needs to 2046, the following general servicing strategies were developed and include: •Wastewater Treatment Plant Capacity Expansion (Phase 2); and •Standby power to SPS locations. Page 369 of 936 2024 Water and Wastewater Master Plan Page 166 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 14.2.4.2 Plattsville WWS To address the Plattsville WWS needs to 2046, the following general servicing strategies were developed and include: •Water Wastewater Treatment Plant Optimization; •Lagoon biosolids removal and berm repair; •Trunk sewer extensions; and •Forcemain twinning and capacity review. 14.2.5 Norwich WWS To address the Norwich WWS needs to 2046, the following general servicing strategies were developed and include: •Wastewater Treatment Plant Capacity Expansion; and •Lagoon biosolids removal and berm repair. 14.2.6 South-West Oxford 14.2.6.1 Mount Elgin WWS To address the Mount Elgin WWS needs to 2046, the following general servicing strategies were developed and include: •Wastewater Treatment Plant Capacity Expansion (Phase 3 / 4); and •Ingersoll to Mount Elgin Wastewater System Interconnection (Forcemain). 14.2.7 East-Zorra Tavistock 14.2.7.1 Innerkip WWS To address the Innerkip WWS needs to 2046, the following general servicing strategies were developed and include: •Upsizing/Twining of Forcemain to Woodstock. 14.2.7.2 Tavistock WWS To address the Tavistock WWS needs to 2046, the following general servicing strategies were developed and include: Page 370 of 936 2024 Water and Wastewater Master Plan Page 167 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT •Wastewater Treatment Plant Capacity Expansion (Phase 2); •Sewage Pumping Station Capacity Upgrades; •Trunk sewer extensions/upsizing; •Sewer System Inflow and Infiltration Reduction. 14.2.8 Zorra 14.2.8.1 Thamesford WWS To address the Thamesford WWS needs to 2046, the following general servicing strategies were developed and include: •Wastewater Treatment Plant Upgrades. 14.2.8.2 Embro WWS To address the Embro WWS needs to 2046, the following general servicing strategies were developed and include: •Upsizing/Twining of Forcemain to Woodstock. •Sewage Pumping Station Enhancements. 14.3 Wastewater Capital Implementation Plan 14.3.1 Level of Cost Opinions ASTM E 2516 (Standard Classification for Cost Estimate Classification System) provides a five-level classification system based on several characteristics, with the primary characteristic being the level of project definition (i.e., percentage of design completion). The ASTM standard, shown in Table 14.1, illustrates the typical accuracy ranges that may be associated with the general building industries. Table 14.1: ASTM E2516 Accuracy Range of Cost Opinions for General Building Industries Cost Estimate Class Expressed as % of Design Completion Anticipated Accuracy Range as % of Actual Cost 5 0-2 -30 to +50 4 1-15 -20 to +30 3 10-40 -15 to +20 Page 371 of 936 2024 Water and Wastewater Master Plan Page 168 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Cost Estimate Class Expressed as % of Design Completion Anticipated Accuracy Range as % of Actual Cost 2 30-70 -10 to +15 1 50-100 -5 to +10 The cost estimates developed in this report would be best described as a Class 5 Cost Estimate which is typically used for high level study project. In some cases, project cost estimates were supplied with greater levels of accuracy based on Class EA Study conceptual design, detailed designs, etc. 14.3.2 Wastewater Projects Identified The table below summarizes the wastewater projects that have been identified through the Oxford County 2024 W/WW MP. Page 372 of 936 2024 Water and Wastewater Master Plan Page 169 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Ingersoll Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $17,200,000 $4,300,000 $4,300,000 $8,600,000 NEW WWTP Headworks Upgrades $14,000,000 $14,000,000 NEW Digester Biogas Project $450,000 $450,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY 950330 ING Sanitary Sewer Replacements $23,639,000 $5,117,000 $6,174,000 $12,348,000 950332 ING Sanitary Sewer Relining $3,040,000 $760,000 $760,000 $1,520,000 NEW Second Sanitary Trunk Crossing of Thames River $1,372,500 $150,000 $1,223,000 SOUTH THAMES RESIDENTIAL AREA NEW Hamilton Road Sanitary Sewer from service lands to east of Ingersoll Street and north to existing 675 mm Trunk Sewer $475,000 $475,000 Page 373 of 936 2024 Water and Wastewater Master Plan Page 170 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW Sanitary Sewer through internal lands from Hamilton Road to north of CNR (near Thomas Street/Wallace Line) $760,000 $760,000 COLLECTION - EMPLOYMENT LANDS WALLACE LINE INDUSTRIAL PARK 950336 - ING SW INDUSTRIAL PARK Wallace Line Sanitary Sewer from Robinson Road to north of CNR (D) $110,000 $110,000 950336 - ING SW INDUSTRIAL PARK Wallace Line Sanitary Sewer from Robinson Road to north of CNR (C) $1,100,000 $1,100,000 SOUTHWEST INDUSTRIAL PARK (areas B1a,B1b,B1c,B2,C1) NEW Union Road Sanitary Sewer from Culloden Line to Curry Road $528,000 $528,000 NEW Curry Road Sanitary Sewer from Union Road to west limit of CPR $964,100 $964,100 Page 374 of 936 2024 Water and Wastewater Master Plan Page 171 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 NEW CPR Easement Sanitary Sewer from Curry Road to West Sewage Pumping Station - south of Hwy 401 $558,000 $558,000 NEW West Sewage Pumping Station - south of Hwy 401 (area B1a) $5,625,000 $5,625,000 NEW Easement Forcemain Hwy 401 crossing from West Sewage Pumping Station to Clarke Road area (existing system) $926,000 $926,000 NEW Curry Road Sanitary Sewer from east limit of CPR to Plank Line $923,000 $923,000 NEW Plank Line Sewage Pumping Station (south of Hwy 401) (in area C1) $4,500,000 $4,500,000 NEW Easement Forcemain from Plank Line Sewage Pumping Station to West Sewage Pumping Station $895,000 $895,000 TOTAL $77,066,000 $13,072,000 $26,303,000 $37,691,000 Page 375 of 936 2024 Water and Wastewater Master Plan Page 172 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Tillsonburg Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $1,200,000 $300,000 $300,000 $600,000 NEW Tillsonburg Wastewater Treatment Plant Phase II Capacity Expansion (D) $1,387,000 $1,387,000 NEW Tillsonburg Wastewater Treatment Plant Phase II Capacity Expansion (C) $13,875,000 $13,875,000 NEW Climate change resiliency study (flooding/barricades) $150,000 $150,000 NEW Sanitary Gravity Trunk Line replacement and upsizing from Vienna Rd to Wastewater Treatment Plant $600,000 $200,000 $400,000 NEW Gravity inlet trunk sewer replacement to WWTP $127,500 $127,500 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY Page 376 of 936 2024 Water and Wastewater Master Plan Page 173 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950226 TBURG Sanitary Sewer Replacements $14,956,000 $5,690,000 $1,788,000 $7,478,000 NEW Stoney Creek Trunk Sewer Rehabilitation from Quarter Town Line to Concession Street West $600,000 $200,000 $400,000 NEW John Pound forcemain replacement and upsizing $575,000 $575,000 NEW John Pound SPS capacity enhancements (D) $118,000 $118,000 NEW John Pound SPS capacity enhancements (C) $214,000 $214,000 950216 TBURG Cranberry Road Sanitary Trunk extension on Tilson Ave from North of Beckett Blvd to North Town Limit $856,000 $856,000 NEW Loraine Ave Sanitary Trunk Upsizing $578,000 $578,000 COLLECTION - EMPLOYMENT LANDS Rokeby Sideroad Industrial Lands NEW Rouse St SPS upgrades $1,500,000 $1,500,000 TOTAL $36,737,000 $7,211,000 $5,458,000 $24,068,000 Page 377 of 936 2024 Water and Wastewater Master Plan Page 174 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 14.3.2.1 Woodstock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $2,000,000 $500,000 $500,000 $1,000,000 NEW Woodstock WWTP Operational Upgrades $12,500,000 $12,500,000 NEW Thames Valley SPS Capacity Review (D) $200,000 $200,000 NEW Thames Valley SPS (C) $2,052,000 $2,052,000 NEW Brick Pond Sanitary Trunk Sewer Re-alignment Class EA Study $214,000 $214,000 NEW Brick Pond Sanitary Trunk Sewer Re-alignment $4,066,000 $4,066,000 950173 WDSTK Sanitary Sewer Replacement (OR 59 & Fairway) - (D) $25,000 $25,000 950173 WDSTK Sanitary Sewer Replacement (OR 59 & Fairway) - (C) $225,000 $225,000 Page 378 of 936 2024 Water and Wastewater Master Plan Page 175 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950174 WDSTK Sanitary Sewer Replacements - County Projects $6,060,000 $2,760,000 $1,100,000 $2,200,000 950158 WDSTK Sanitary Sewer Replacements - City Projects $39,987,000 $9,987,000 $10,000,000 $20,000,000 950162 WDSTK 11th Line Sanitary Sewer (D) $63,000 $63,000 950162 WDSTK 11th Line Sanitary Sewer (C) $625,000 $625,000 950140 WDSTK Northwest Trunk Upsizing $250,000 $250,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDRY Karn Rd Secondary Plan Area 960154 WDSTK Gravity / Siphon Upsize $545,000 $545,000 East Woodstock Secondary Plan Area NEW East Trunk Sewer $908,000 $908,000 NEW Extension of East Trunk Sewer $775,000 $775,000 950163 WDSTK Lansdowne Sewage Pumping Station (C) $3,000,000 $3,000,000 NEW West Trunk Sewer $74,000 $74,000 COLLECTION - EMPLOYMENT LANDS North East Industrial Park Page 379 of 936 2024 Water and Wastewater Master Plan Page 176 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950150 WDSTK Sewage Pumping Station A (D) $228,000 $228,000 Sewage Pumping Station A (C) $2,000,000 $2,000,000 Dundas Street Forcemain from Houser's Lane (MH SA 992) to Water Tower site (C) $2,100,000 $2,100,000 Toyota Easement Forcemain from Water Tower Site to west side of Hwy 401 (C) $425,000 $425,000 Hwy 401 Forcemain Crossing (C) $424,000 $424,000 Street C Forcemain from east side of Hwy 401 to SPS A (Blandford Road) (D) $90,000 $90,000 Street C Forcemain from east side of Hwy 401 to SPS A (Blandford Road) (C) $813,000 $813,000 Blandford Road Forcemain from Street C to SPS A (D) $20,000 $20,000 Blandford Road Forcemain from Street C to SPS A (C) $180,000 $180,000 Page 380 of 936 2024 Water and Wastewater Master Plan Page 177 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Southeast Sanitary Trunk Oversizing Capacity Assessment $100,000 $100,000 Southeast Sanitary Trunk Oversizing SA752051-SA751578 west of Butler $3,342,000 $3,342,000 South East Industrial Park 950152 WDSTK PHASE II Patullo Avenue Sanitary main from Alyea SPS to southwest limit of South East Secondary Plan Area (D) $100,000 $100,000 Patullo Avenue Sanitary main from Alyea SPS to southwest limit of South East Secondary Plan Area (C) $917,000 $917,000 Patullo Avenue Sanitary main from South East Secondary Plan Area to Middletown Line (D) $50,000 $50,000 Page 381 of 936 2024 Water and Wastewater Master Plan Page 178 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Patullo Avenue Sanitary main from South East Secondary Plan Area to Middletown Line (C) $431,000 $431,000 Middletown Line Sanitary main from Patullo Avenue to Street A (C) $169,000 $169,000 950151 WDSTK Southeast Trunk Sanitary Condition assessment $100,000 $100,000 Patullo Avenue South East Sanitary Trunk Oversizing from South Trunk Sewer (MH SA754367) to South Trunk Sewer (MH SA755111) (D) $190,000 $190,000 Patullo Avenue South East Sanitary Trunk Oversizing from South Trunk Sewer (MH SA754367) to South Trunk Sewer (MH SA755111) (C) $1,899,000 $1,899,000 TOTAL $87,815,000 $27,319,000 $29,813,000 $30,683,000 14.3.2.2 Blandford Blenheim Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY Page 382 of 936 2024 Water and Wastewater Master Plan Page 179 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 PLATTSVILLE 950607-PLAT Plattsville Lagoon Biosolids Clean-out $910,000 $910,000 950608-PLAT Plattsville Lagoon Berm Repair $100,000 $100,000 NEW Plattsville WWTP Operational Enhancement $1,000,000 $1,000,000 DRUMBO 950810- DRUMBO Drumbo Wastewater Treatment Capacity Expansion (Phase II) - (D) $100,000 $100,000 950810- DRUMBO Drumbo Wastewater Treatment Capacity Expansion (Phase II) - (C) $500,000 $500,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY PLATTSVILLE 950650-PLAT Plattsville Sanitary Sewer Replacements $2,933,000 $1,498,000 $478,000 $957,000 NEW Plattsville FM Twinning and SPS capacity review $125,000 $125,000 TOTAL $5,668,000 $4,108,000 $603,000 $957,000 14.3.2.3 Norwich Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY Page 383 of 936 2024 Water and Wastewater Master Plan Page 180 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 Sanitary Trunk Sewer Infiltration and Inflow Reduction $5,160,000 $1,290,000 $1,290,000 $2,580,000 NORWICH 950409-NOR Norwich Lagoon Biosolids Clean-out $1,000,000 $1,000,000 950410 -NOR Norwich Lagoon Berm Repair $100,000 $100,000 950412-NOR Norwich Wastewater Treatment Plant Capacity Expansion - Phase II (D) $1,250,000 $1,250,000 950412-NOR Norwich Wastewater Treatment Plant Capacity Expansion - Phase II (C) $10,500,000 $10,500,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY NORWICH 950450-NOR Sanitary Sewer Replacements $3,915,000 $1,200,000 $905,000 $1,810,000 TOTAL $21,925,000 $14,340,000 $3,195,000 $4,390,000 14.3.2.4 South-West Oxford Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY Page 384 of 936 2024 Water and Wastewater Master Plan Page 181 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 MOUNT ELGIN 950905 MT ELGIN - Mt. Elgin Wastewater Treatment Plant Capacity Expansion Phase 3 and 4 (C) $1,820,000 $1,820,000 NEW Sanitary Forcemain Connection to Ingersoll $10,990,000 $10,990,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY MOUNT ELGIN NEW Sanitary Sewer Upgrades $400,000 $100,000 $100,000 $200,000 NEW Forcemain Upsizing $891,000 $891,000 TOTAL $14,101,000 $2,811,000 $100,000 $11,190,000 14.3.2.5 East-Zorra Tavistock Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY NEW Sanitary Trunk Sewer Infiltration and Inflow Reduction $8,600,000 $2,150,000 $2,150,000 $4,300,000 TAVISTOCK Page 385 of 936 2024 Water and Wastewater Master Plan Page 182 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 950504-TAV Tavistock Wastewater Treatment Plant Capacity Expansion $4,200,000 $4,200,000 950504-TAV Tavistock Wastewater Treatment Plant Capacity Expansion $28,000,000 $28,000,000 NEW Tavistock Lagoon Cell Clean Out $3,400,000 $3,400,000 INNERKIP NEW Woodstock to Innerkip Interconnecting Sanitary Forcemain Twinning $6,480,000 $6,480,000 COLLECTION - VACANT LANDS WITHIN URBAN BOUNDARY TAVISTOCK 950550-TAV Tavistock Sanitary Sewer Replacements $3,141,000 $1,821,000 $440,000 $880,000 950513-TAV William Street Sewage Pumping Station Capacity Expansion (D) $725,000 $725,000 950513-TAV William Street Sewage Pumping Station Capacity Expansion (C) $6,525,000 $6,525,000 TOTAL $61,071,000 $49,901,000 $2,590,000 $8,580,000 Page 386 of 936 2024 Water and Wastewater Master Plan Page 183 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 14.3.2.6 Zorra Project ID Project Description Cost 2024-2028 2029-2033 2034 - 2046 CAPACITY THAMESFORD 950718 THAMES WWTP Upgrades (C) $3,800,000 $3,800,000 EMBRO NEW Woodstock to Embro Interconnecting Sanitary Forcemain $11,625,000 $11,625,000 NEW Embro SPS - enhancements $750,000 $750,000 TOTAL $16,175,000 $3,800,000 - $12,375,000 Page 387 of 936 2024 Water and Wastewater Master Plan Page 184 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT 15.0 IMPLEMENTATION 15.1 Supporting Policy and Strategic Projects In addition to water and wastewater capital projects identified, a number of supporting policies and strategies were also identified to be developed over the Master Plan period as shown in Table 15.1. 15.1: Total Cost of Policy Development and Strategic Projects Project Description 1-5 Year 6-10 Year +10 Year Total Fire Rated Systems Policy $50,000 $50,000 Backup Power Prioritization Policy $35,000 $35,000 Servicing Upgrades Policy $75,000 $75,000 $150,000 $300,000 Connected Systems Rate Servicing Policy $75,000 $75,000 $75,000 $225,000 2029 Water and Wastewater Master Plan $450,000 $450,000 2034 Water and Wastewater Master Plan $450,000 $450,000 2039 Water and Wastewater Master Plan $450,000 $450,000 2044 Water and Wastewater Master Plan $450,000 $450,000 2029 DC W/WW Technical Study $100,000 $100,000 2034 DC W/WW Technical Study $100,000 $100,000 2039 DC W/WW Technical Study $100,000 $100,000 2044 DC W/WW Technical Study $100,000 $100,000 TOTAL $685,000 $800,000 $1,325,000 $2,810,000 15.2 Strategy Implementation The preferred short- and long-term water and wastewater servicing strategies will be implemented in accordance with each project’s respective Class EA schedule: •Exempt projects will move directly forward to design and construction; •Schedule B projects identified will proceed through separate stand-alone studies (a Project File Report will be completed for public filing) or as part of an integrated Page 388 of 936 2024 Water and Wastewater Master Plan Page 185 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT planning process under the Planning Act in order to satisfy Class EA requirements; and •Schedule C projects identified will continue to Phases 3 and 4 of the Class EA process and have an Environmental Study Report (ESR) completed for public filing. It is anticipated that these Schedule C projects will review and update. Phases 1 and 2 of the Class EA process as part of the project scope. During the subsequent steps of project implementation, primarily during detailed design, the following requirements will be considered: •Finalization of property requirements; •Refinement of infrastructure alignment, sizing, facility siting and costing; •Refinement of construction methodologies; •Completion of additional supporting investigations as required such as geotechnical, hydro-geotechnical and site specific environmental studies; •Review and mitigation of potential construction related impacts; and •Completion of all approval requirements including, but not limited to, provincial approvals (MECP, MNR), local municipality approvals (site plans, building permits), and conservation authority approvals. Given the growth-related nature of the servicing strategies, these capital programs will also form the foundation for the water and wastewater components of Oxford County’s Development Charges (DC) By-Law as part of the County’s Integrated Growth Management Process shown in Figure 15-1. Along with the Water and Wastewater Development Charges Technical Report, the 2024 Water and Wastewater Master Plan provides recommendations, provides supporting information, and identifies the capital requirements for the Oxford County DC By-Law which will be updated for 2024. The respective projects identified in the 2024 W/WW MP will also provide a baseline for Oxford County’s future capital budgets. Page 389 of 936 2024 Water and Wastewater Master Plan Page 186 Oxford County Oxford County RVA 216063 July 18, 2023 DRAFT Figure 15-1: Oxford County Integrated Growth Management Process Page 390 of 936 From:Laura Hamulecki on behalf of David Simpson To:ahumphries@cityofwoodstock.ca; clerk@swox.org; kkruger@norwich.ca; danielle.richard@ingersoll.ca;rmordue@blandfordblenheim.ca; wjaques@ezt.ca; Karen Martin; Michelle Smibert Cc:David Simpson; Ryan Vink; Melissa Abercrombie; Ben Addley Subject:Oxford County Transportation Master Plan Date:Thursday, July 20, 2023 5:33:27 PM Attachments:PW 2023-32 2024 TMP.pdfPW 2023-32 TMP July 12 2023 - AMENDED RESOLUTION.pdf Good Afternoon, Please be advised that Oxford County Council, at its meeting held on July 12, 2023, adopted the following resolution in relation to Council Report No. PW 2023-32, entitled “2024 Transportation Master Plan”: 1. Resolved that County Council receive report PW 2023-32 as information; 2. And further, that the draft report be circulated to Area Municipalities requesting their feedback within 75 days (September 25, 2023); 3. And further, that the draft report be posted to Speak Up Oxford for feedback from the public for 75 days (September 25, 2023); 4. And further, that all comments received be provided in a report for council’s consideration when considering the draft report. You are welcome to include the attached County Council Report and Amended Resolution as formal correspondence as information to your respective Councils. Based on the above resolution, any further written informal comments with respect to the Transportation Master Plan can be forwarded to Ryan Vink, Oxford County Project Manager (rvink@oxfordcounty.ca), no later than September 25, 2023. The final draft Transportation Master Plan report can be viewed here on our Speak Up, Oxford! page. Thank You, David DAVID SIMPSON, P.Eng., PMP (He/Him)Director of Public Works, Oxford County T 519.539.9800 ext 3100 Page 391 of 936 TransportationMaster Plan DRAFT | JULY 2023 Page 392 of 936 ES 1 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Executive Summary Introduction Connecting Oxford 2024, Oxford County’s Transportation Master Plan (TMP), is a strategic long-term planning document that outlines and defines policies, programs and infrastructure improvements needed to manage both existing and future transportation demands to the year 2046. The plan is an update to the 2019 TMP and was developed within the context and builds upon the foundation of several key planning documents including, but not limited to:  Oxford County Official Plan (1995, as amended)  Oxford County Phase One Comprehensive Review (2020)  Oxford County Strategic Plan (2020)  Provincial Policy Statement (2022)  Cycling Master Plan (2021)  Trails Master Plan (2014)  Renewable Energy Action Plan (2022)  Asset Management Plan (2022)  Connecting the Southwest: A Draft Transportation Plan for Southwestern Ontario (2020)  New Directions – Advancing Southwestern Ontario’s Public Transportation Opportunities (2016)  Empowering Ontario’s Short Line Railways (2017)  Steel Corridors of Opportunity – Maximizing the Benefits of Southwestern Ontario’s Freight Railways (2018)  SouthwestLynx – Integrated High-Performance Public Transportation for Southwestern Ontario (2018) The multi-modal TMP focuses on supporting different modes of transportation (i.e., public transportation, passenger/freight rail, automobiles, cycling, walking, etc.) with infrastructure and policy provisions to support freight/goods movement, agriculture mobility, corridor access management and low-carbon transportation, to support a safe, effective, and sustainable transportation network. Vision and Strategic Objectives Connecting Oxford 2024 is guided by the following Vision Statement: From 2024 to 2046, Oxford County will be supported by a transformative transportation system to lead and achieve sustainable and efficient outcomes and benefits, while promoting a safe, efficient, and sustainable multimodal transportation network to move people and goods into and throughout the County, including access and connections to opportunities and essential services, while improving mobility for all types of road users and communities. Page 393 of 936 ES 2 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The following Strategic Objectives have guided the development of the 2024 TMP and are strongly reflected in its final policies, programs and recommendations:  Achieve effective integration of transportation planning, growth management and land use planning to develop a Transportation Strategy that accommodates growth and changes to 2046, and that effectively supports land use objectives as defined in County Official Plan Update (currently underway) and other existing and ongoing planning initiatives;  Develop a practical and financially achievable implementation plan that supports all modes of travel within the County’s transportation system (i.e., walking, cycling, driving, commuter/freight rail, agricultural machinery, local/intercommunity transit) while promoting economic, social and environmental sustainability;  Recommend measures for promoting safer transportation and healthy communities;  Minimize conflict between non-local and local traffic by defining a hierarchy of roads within the County that moves people and goods throughout the County efficiently;  Provide a forum for input and awareness with the public and Area Municipalities for transportation system initiatives; and  Identify transportation demand management strategies to reduce single occupant vehicle trips (transit, active transportation, carpooling, work from home) to achieve the 2046 mode share target shown below in Figure ES.4. Plan Development Preparation of the 2024 TMP followed the Municipal Class Environmental Assessment (Class EA) Master Plan process. The TMP serves to satisfy Phases 1 (identify the problem) and 2 (identify alternative solutions to the problem) of the five-phase Municipal Class EA planning and design process. Project-specific investigations may be required to satisfy the Municipal Class EA requirements (Phases 3 & 4) before implementation of each project (i.e., Schedule C Class EA Studies). The projects identified in the TMP are subject to the applicable policies outlined in the Lake Erie and Thames-Sydenham and Region Source Protection Plan. For the project specific Class EA studies that will be completed for any future Schedule B and C projects identified in the TMP, the Project File reports/Environmental Study Reports will have to identify and describe the specific source protection policies that apply to those projects. In keeping with the principles of environmental assessment, the development of the 2024 TMP included a comprehensive and inclusive consultative process involving the residents, businesses and stakeholders of the County and its Municipalities; representatives of County and Area Municipal staff; agencies of the Provincial and adjacent Municipal governments; Conservation Authorities; Indigenous Communities; and other interest groups. Existing and Future Conditions Oxford County has a diverse transportation system which supports residents, commuters and goods movement. The road network consists of several Provincial Highways, County Roads (arterial roads), and Local Roads (under the jurisdiction of the Area Municipalities), all of which provide the foundation for vehicular traffic, active transportation, goods movement and transit operations (Woodstock Transit, T:Go). The County has an established off-road trails system providing further active transportation and recreational opportunities. Page 394 of 936 ES 3 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Main/Class 1 rail (CP, CN) and Short line rail (OSR, Gio Rail) through the County provides vital freight goods movement. VIA Rail also utilizes the main freight rail lines to offer inter/intra-regional passenger rail transit to local and neighbouring residents. Tillsonburg Regional Airport is a Canada Customs Airport of Entry, welcoming international flights, handling general aviation aircraft up to 15 passengers and serves flight training providers, flying clubs, private and corporate aircraft, Emergency Medical Services (EMS), and Canadian Military aircraft. The existing County travel patterns were derived through a review of StreetLight data and the 2021 Census. Due to the COVID-19 Pandemic, work from home (WFH) within the Transportation Demand Management had notably increased in the 2021 Census mode share data. For use in the future network assessment and to establish a baseline for mode share moving forward, a revised rate was developed which takes into consideration the lifting of COVID-19 restrictions and the partial return to pre-pandemic travel patterns as hybrid work has become the new normal. The updated 2024 mode share is displayed below in Figure ES.1. FIGURE ES.1: 2024 TRANSPORTATION MODE SHARE Future demand on the County’s transportation network is expected to increase as the County grows. The County has seen large population growth between 2016-2021, almost doubling its growth rate from 2011-2016. This growth is expected to continue, as recent forecasts project the County to add approximately 33,000 more residents and 15,000 more jobs between 2024 and 2046. Analyses were conducted to review the impact of the projected population and employment growth on Oxford’s transportation network. This anticipated growth was factored into the transportation network based on population and employment growth forecasts, land use and future development patterns, collision data, existing road network and traffic conditions, origin-destination data, and trip generation/travel demand estimation. A capacity analysis was completed to assess the current and future conditions, including the level of service on County Roads and road network capacity constraints. Figure ES.2 summarizes the trip origins and destinations for Oxford County residents. The charts indicate the largest trip origins and destinations are in/to Woodstock and approximately 90% of resident trips are within the County. The remaining 10% of resident trips are to other municipalities. Page 395 of 936 ES 4 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE ES.2: COUNTY RESIDENT TRIP ORIGINS AND DESTINATIONS Figure ES.3 details the origins and destinations for trips into Oxford County. Of note, nearly half of the inbound trips from neighbouring jurisdictions are destined for the urban centres of Woodstock, Ingersoll and Tillsonburg. The remaining inbound trips are destined for the five townships within the County. FIGURE ES.3: INBOUND TRIP ORIGINS AND DESTINATIONS Woodstock 49% Ingersoll 16% Tillsonburg 14% Other Five Townships 20% County Resident Trip Origins Woodstock 44% Ingersoll 15% Tillsonburg 12% Other Five Townships 20% Outside Oxford County 10% County Resident Trip Destination Middlesex County and City of London 29% Region of Waterloo 18% Norfolk County 14% Perth County11% Elgin County 8% Brant County and City of Brantford 8% GTHA 7% Other5% Inbound Trip Origins Woodstock 23% Tillsonburg 14% Ingersoll 12% Other Five Townships 51% Inbound Trip Destinations Page 396 of 936 ES 5 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Public Engagement In keeping with the principles of the Environmental Assessment process, the TMP featured a high degree of public and stakeholder involvement. The following summarizes the public announcements and consultation opportunities for public and agency input and participation in the study:  Notice of Study Commencement in March 2022;  News releases, radio ads, and social media posts;  Two virtual Public Consultation Centres, in September 2022 and March 2023;  Six in-person consultation events at Canada’s Outdoor Farm Show in Woodstock (September 2022), Ribfest in Tillsonburg (September 2022), Ingersoll Town Council Chambers (September 2022, March 2023), Oxford Council Chambers in Woodstock (March 2023), and Tillsonburg Council Chambers (March 2023);  Updates and references to the study through the Oxford County website and “Speak-Up Oxford”;  Two surveys and interactive maps; and  Six advisory committee meetings with the Internal Technical Review Committee (InTAC) (March 2022, February 2023), External Technical Review Committee (ExTAC) (March 2022, February 2023), and Economic Development Committee (EcDev) (April 2022, April 2023). Agencies, stakeholders, and Indigenous Communities were notified at key points in the study process, and they were encouraged to provide any information they felt was necessary for the Project Team to consider during the study. All comments received from agencies, stakeholders and Indigenous Communities were recorded and considered. Appendix A provides the complete record of public consultation for the TMP. Preferred Transportation Strategy to 2046 While previous mode share targets identified in the 2019 TMP have already been achieved, the 2024 TMP preferred transportation strategy continues to focus on increasing the share of sustainable modes of transport. Of note, the 2024 TMP has sought to achieve further increases to the active transportation and transportation demand management mode shares while further reducing reliance on single occupancy vehicle (auto driver) mode share as shown in Figure ES-4. Page 397 of 936 ES 6 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE ES.4: 2046 MODE SHARE TARGETS Several alternative solutions to address the future demands on the County’s transportation network were evaluated against environmental, social, economic and transportation service criteria. From this analysis, a preferred TMP strategy and implementation plan to 2046 was developed which includes, but is not limited to, the following initiatives:  Road Network Strategy o Ongoing implementation of Road Infrastructure Improvements (road widening/urbanization, intersection upgrades, bridge and culvert replacements, railway crossing enhancements, etc.) and Studies (network performance studies, intersection feasibility studies, Class EA studies etc.). o Maximizing road safety through continued speed management and traffic calming, collision database monitoring, and community safety zones. o Ongoing initiatives to promote Transportation Demand Management (carpooling, telecommuting, flexible work hours, etc.) to reduce future travel demand and the potential need for road widenings/expansions. o Continued monitoring of the County Road network to ensure adequate Traffic Control and Levels of Service are provided.  Active Transportation Strategy o Expanding cycling infrastructure through implementation of the 2021 Cycling Master Plan (including ongoing provisions for a wider asphalt platform for on-road cycling as part of regular road resurfacing programs). o Expanding and focusing on creating enhanced pedestrian infrastructure. o Updating the 2014 Trails Master plan.  Goods Movement Strategy o Ongoing infrastructure provisions to accommodate transport trucks and agricultural machinery while promoting accessibility and route connectivity. o Ongoing advocacy support for regional coordination of freight rail and strategic investments. o Developing a Goods Movement Strategy including a goods priority network. Page 398 of 936 ES 7 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT  People Movement Strategy o Ongoing implementation of County-wide Speed Management, Traffic Calming and Road Safety Program. o Ongoing advocacy support for integrated Intra-Regional and Inter-Regional Public Transportation Systems for intercommunity bus networks and enhanced commuter rail service. o Enhancing mobility through the planning of mobility hubs and service integration.  Transportation System Sustainability and New Technologies Strategy o Ongoing implementation of Low Carbon Transportation alternatives (electric vehicle charging stations, alternative fuel vehicles, autonomous vehicles, etc.). o Consideration of Green Infrastructure and Technology practices (roundabout intersection improvements, Warm Mix asphalt, reclaimed concrete and asphalt). Implementation The 2024 TMP is the overarching strategic document that provides a framework for how Oxford County will address its transportation needs to the year 2046. It describes, anticipates and plans for the movement of people and goods in a multi-modal, accessible transportation system. The TMP is not a provincially legislated document and therefore has no statutory authority. That authority is provided through the Oxford County Official Plan by incorporating the main policy directions of the TMP. The primary purpose of the TMP is to guide the County’s transportation related decision making and provide direction for its discussions and negotiations with other agencies and governments. In addition, the TMP is not just a plan of infrastructure actions. It provides the policy framework on which to make operational decisions for the County and the respective projects identified in the transportation master plan implementation program will provide a baseline for Oxford County’s future capital budgets. To assist in guiding the County in implementing the road infrastructure improvements, policy and advocacy plans recommended in the TMP, an implementation plan with suggested timing for the various projects and initiatives has been developed. The implementation plan is broken down by major category and can be seen in Table ES.1 to Table ES.11. A regular review of the TMP is proposed every five years. The County may amend the TMP in the intervening period to incorporate changes resulting from an Official Plan review process or other major initiatives. Page 399 of 936 ES 8 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.1: IMPLEMENTATION PLAN – ANNUAL CAPITAL PROGRAMS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide Guide Rail Installation  Countywide Pedestrian Crossings    Countywide Intersection Illumination    Countywide Cycling Infrastructure    Countywide Road Rehabilitation and Resurfacing    Countywide Bridge Misc. Repairs per Needs Study/OSIM  Countywide Crack Sealing    Countywide Urban Storm Sewer    Countywide Rural Storm Sewer    Countywide Retaining Walls  Countywide Traffic Signals    Countywide Traffic Calming    Page 400 of 936 ES 9 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.2: IMPLEMENTATION PLAN – MAJOR ROAD RECONSTRUCTION / REHABILITATION Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 3 (Road part of Princeton Drainage Project includes Urbanization)  Woodstock Oxford Road 9 (Oxford Road 2 to #226 Ingersoll Road) - Phase 2 *  Zorra Oxford Road 16 (from 31st Line to Kintore) - Phase 2  Zorra / Norwich Oxford Road 19 (Highway 19 to Norfolk County Border)  Tillsonburg Oxford Road 53 (Brock Street E to Highway 19)  Woodstock Oxford Road 59 (Dundas Street to Henry Street)  Woodstock Oxford Road 35 (Oxford Road 59 to Oxford Road 54) *  Woodstock Oxford Road 35 (Oxford Road 54 to Lansdowne Avenue) *  Note: * - The project will include the implementation of the cycling facility of the Primary Network as identified in the Cycling Master Plan TABLE ES.3: IMPLEMENTATION PLAN – ROAD URBANIZATION Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Woodstock Oxford Road 35 (Woodall Way to Oxford Road 4)  Ingersoll Oxford Road 9 / King Street (Oxford Road 10 to Town Limits) (1)  Blandford-Blenheim Oxford Road 22 / Oxford Road 8 (in the village of Bright)  Norwich Oxford Road 59 (within the village of Burgessville)  Note: (1) - The project should include coordination with an improvement identified in the County’s 2024 W/WW MP. Page 401 of 936 ES 10 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.4: IMPLEMENTATION PLAN – BRIDGE / CULVERT REHABILITATIONS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide 2024 Design (2026 Construction)  Countywide 2025 Design (2027 Construction)  Countywide 2026 Design (2028 Construction)  Countywide 2027 Design (2029 Construction)  Countywide 2028 Structures: 843927, 856645, 816765, 324873, 593175 & 963929  Countywide 2028 Design (2030 Construction)  Countywide 2029 Structures: 596279, 596020, 684656, 842608, 376551 & 686115  Countywide 2029 Design (2031 Construction)  Countywide 2030 Structures: 816111, 684200, 195840, 885646, 465125 & 975130 (Boundary)  Countywide 2030 Design (2032 Construction)  Countywide 2031 Structures: 922773, 927566, 263226, 375488, 886117 & 592540  Countywide 2031 Design (2033 Construction)  Countywide 2032 Structures: 884114, 595880, 375739, 565718, 375770, 375806, & 985320 (Boundary)  Countywide 2032 Design (2034 Construction)  Blandford-Blenheim Culvert Rehab. 686444 - OR 2, 1.7km E of 22 (Boundary)  Blandford-Blenheim Bridge Rehab. 686843 - OR2, 1.3km W of 3 (Boundary)  Blandford-Blenheim Culvert Repl. 687425 - OR 2, 4.35km E of 25 (Boundary)  Blandford-Blenheim Culvert Rehab. 715213 - OR 4, 0.75km N of 35  Blandford-Blenheim Bridge Rehab. 805907 - OR 29, 0.3km E of 4  Blandford-Blenheim Culvert Rehab. 886609 - OR 8, 2.7km E of 22  Norwich Bridge Rehab. 774050 - OR 14, 3.2km N of 21  Norwich Culvert Rehab. 684802 - OR 2, 0.4km W of 30  Norwich Culvert Rehab. 814230 - OR 22, 0.3km N of Gunn's Hill Rd (Boundary)  Norwich Bridge Rehab. 225536 - OR 19/Main St, 2.1km W of 59  Norwich Bridge Rehab. 773216 - OR 59, 0.15km S of 18  Page 402 of 936 ES 11 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Bridge Rehab. 813810 - OR 22, 0.5km N of 21 (Boundary)  Norwich Bridge Rehab. 814010 - OR 22, 0.5km S of Substation Rd (Boundary)  South-West Oxford Bridge Rehab. 224538 - OR 19, 2.8km E of 19  South-West Oxford Culvert Repl. 263548 - OR 27, 0.1km E of 10  Woodstock Bridge Rehab. 59755 - OR 59, 0.4km N of 35  Zorra Culvert Repl. 194950 - OR 119, 0.5km S of 2  Zorra Bridge Rehab. 843613 - OR 16, 0.01km E of 31st Ln, with stream realignment  Zorra Bridge Rehab. 682935 - OR 2, 0.15km E of 119  Zorra Bridge Rehab. 784064 - OR 33, 0.4 km E of 6  Zorra Culvert Repl. 843164 - OR 16, 1.9km E of 119  Zorra Bridge Rehab. 374623 - OR 6, 0.1km N of 9  Zorra Bridge Rehab. 643977 - OR 16, 0.5km W of 6  Zorra Culvert Repl. 682563 - OR 2, 0.13km E of Cobble Hill Road (Boundary)  Page 403 of 936 ES 12 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.5: IMPLEMENTATION PLAN – CYCLING INFRASTRUCTURE Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Woodstock / East Zorra-Tavistock Oxford Road 4 from Oxford Road 35 to Oxford Road 29  Blandford-Blenheim Oxford Road 29 from Oxford Road 4 to Oxford Road 36  Blandford-Blenheim Oxford Road 36 from Oxford Road 29 to Piper St  Norwich Oxford Road 13 from Oxford Road 59 to Trans Canada Trail  South-West Oxford Oxford Road 9 from Woodstock to Ingersoll  Woodstock / East Zorra-Tavistock Oxford Road 17 from Hickson Trail to Oxford Road 4  East Zorra-Tavistock Oxford Road 59 from Oxford Road 8 to Oxford Road 24  East Zorra-Tavistock Oxford Road 24 from Oxford Road 59 to Punkeydoodles Ave  Woodstock Oxford Road 59 from Hickson Trail to Oxford Road 35  Woodstock Oxford Road 54 / Oxford Road 59 from Oxford Road 35 to Juliana Drive  Zorra Oxford Road 6 from Oxford Road 28 to Oxford Road 8  Zorra Oxford Road 8 from Oxford Road 6 to Hickson Trail  Zorra Oxford Road 10 from Oxford Road 20 to Oxford Road 119  Norwich Oxford Road 59 from Oxford Road 54 to Oxford Road 13  Zorra Oxford Road 119 from Oxford Road 7 to Oxford Road 28  Page 404 of 936 ES 13 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.6: IMPLEMENTATION PLAN – UNDERTAKE INTERSECTION UPGRADES / IMPROVEMENTS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 8 & Oxford Road 36 (Roundabout) – Boundary Waterloo Led  Woodstock Oxford Road 15 & Springbank Avenue – North Right Turn Lane  Norwich Oxford Road 59 & Palmer, Oxford 59 & Tidey – Turning Radius Improvements  Zorra Oxford Road 6 & Oxford Road 16 – Overhead Flashing Lights  East Zorra-Tavistock Oxford Road 59 & Oxford Road 28 – Overhead Flashing Lights  Zorra Oxford Road 2 & Middleton Street – Signalization and Turning Lanes  Woodstock Oxford Road 59 & Pattullo Avenue – Realignment (City of Woodstock Led)  Woodstock Oxford Road 12 (Mill St) and Oxford Road 2 (Dundas St.) - Phase 2 – North Right Turn Lane  Tillsonburg Oxford Road 20 (North Street) & Oxford Road 53 (Tillson Avenue) – Signalization (1)  Woodstock Oxford Road 12 & Juliana Drive – Roundabout  Woodstock Oxford Road 12 & Athlone Avenue – Roundabout  East Zorra-Tavistock Oxford Road 24 & Oxford Road 5 (Punkydoodles) – Study to be completed at the end of 2023  Woodstock Oxford Road 4 & Oxford Road 2 – Duel Left Turn Lane  Norwich Oxford Road 2 & Oxford Road 55 (Township 53) – Roundabout  Ingersoll Oxford Road 10 & Thomas Street – Signalization  Ingersoll Oxford Road 10 & Oxford Road 9 – Signalization  Ingersoll Oxford Road 10 & Union Road – Signalization  Note: (1) - The project should include coordination with an improvement identified in the County’s 2024 W/WW MP. Page 405 of 936 ES 14 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.7: IMPLEMENTATION PLAN – UNDERTAKE INTERSECTION CONTROL FEASIBILITY STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Oxford Road 13 & Oxford Road 18   Blandford-Blenheim Oxford Road 29 & Oxford Road 36   South-West Oxford Oxford Road 6 & Oxford Road 9  East Zorra-Tavistock Oxford Road 59 & Oxford Road 24   Woodstock Oxford Road 35 & Springbank Avenue    Woodstock Oxford Road 54 & Oxford Road 35   Woodstock Oxford Road 15 & Oxford Road 12   Zorra Oxford Road 2 & Oxford Road 6   Zorra Oxford Road 6 & Oxford Road 33    Zorra Oxford Road 28 and Oxford Road 6    East Zorra-Tavistock Oxford Road 60 and Oxford Road 33    South-West Oxford Oxford Road 6 and Karn Road    East Zorra-Tavistock Oxford Road 8 and Oxford Road 60   Zorra Oxford Road 119 and Oxford Road 2  Ingersoll Oxford Road 10 and Thompson Road  Norwich Oxford Road 13 / Oxford Road 46 / Oxford Road 49   Woodstock Oxford Road 9 & Oxford Road 2  Page 406 of 936 ES 15 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.8: IMPLEMENTATION PLAN – UNDERTAKE OTHER INFRASTRUCTURE PROJECTS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 3 - (Drain part of Princeton Drainage Project by Township of BB)    Ingersoll Railway Crossing Upgrades (add Gates) – Oxford Road 10  Ingersoll Railway Crossing Upgrades (add Gates) – Oxford Road 9  TABLE ES.9: IMPLEMENTATION PLAN – TRANSPORTATION PLANS, CONDITION ASSESSMENTS AND OTHER STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide Transportation Master Plan    Countywide Transportation Development Charges Technical Study  Countywide Road Needs Study  Countywide Cycling Master Plan   Countywide Trails Master Plan  Countywide Goods Movement Priority Network Study  Countywide Grade Level Crossing Assessment  Page 407 of 936 ES 16 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.10: IMPLEMENTATION PLAN – UNDERTAKE CLASS EA STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Oxford Road 18 (Oxford Road 13 to Highway 19)  Tillsonburg / South- West Oxford Oxford Road 20 (Tillsonburg to Brownsville) *  Blandford-Blenheim Oxford Road 22 (Oxford Road 22 to Oxford Road 21/New Dereham Road)   Zorra Oxford Road 28 (Oxford Road 119 to Oxford Road 5) *    Norwich Oxford Road 14 (Oxford Road 15 to Oxford Road 59)   Blandford-Blenheim Oxford Road 36 (Oxford Road 47 to Oxford-Waterloo Road)   Woodstock Oxford Road 4 & Oxford Road 15 Intersection   Tillsonburg Oxford Road 53 (Brock Street E to Highway 19)  Tillsonburg Oxford Road 53 (Oxford Road 20 to Brock Street E)  Ingersoll Oxford Road 119 (Clarke Road to Highway 401)    Woodstock Oxford Road 59 (Dundas Street to Henry Street)   Woodstock Oxford Road 17 (Oxford Road 59 to Oxford Road 4), Oxford Road 17 & Oxford Road 4 Intersection    East Zorra-Tavistock Oxford Road 60 (Oxford Road 8 to Oxford Road 4), Oxford Road 60 & Oxford Road 4 Intersection    Tillsonburg Oxford Road 51 (Highway 19 to Mall Road)   Norwich Oxford Road 13 / Oxford Road 46 / Oxford Road 49   Woodstock Grade Separation - Oxford Road 59 and CNR   Woodstock Grade Separation - Oxford Road 9 and CNR   Note: * - The project will include the implementation of the cycling facility of the Primary Network as identified in the Cycling Master Plan Page 408 of 936 ES 17 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE ES.11: IMPLEMENTATION PLAN – POLICIES AND INITIATIVES Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Road Network Maximizing Road Safety Speed Management & Traffic Calming Continue Speed Management, Traffic Calming and Road Safety Programs Ongoing Expand the Program to include Intersection Safety Improvements  Collision Database Continue to update and maintain the Collision Database Ongoing Perform a Yearly Review to inform the Location Identified for Safety Measure Improvements Ongoing Roundabout Implementation Consider roundabout implementation as an alternative to traditional signalization Ongoing Intersection Control Feasibility Study Continue monitoring of County intersection functionality through ongoing Intersection Control Feasibility Studies Ongoing Emergency Detour Routing Maintain Emergency Detour Routing Ongoing Automated Speed Enforcement In partnership with the Area Municipalities, consider the potential implementation of automated speed enforcement in accordance with the Safer School Zones Act  Maximizing Road Efficiency Seasonal Load Restrictions Consider implementing access management strategies that have reviewed and consider seasonal load restrictions  Update the County Road seasonal load restrictions By- law  Road Occupancy Permitting Consider By-law implementation for enforcement of Road Occupancy Permits  Railway Crossing Enhancements Review and Updated Railway Crossings Review and upgrade railway crossings in accordance with the Transport Canada regulations Ongoing Accommodating Future Growth Transportation Demand Management Continue to promote working from home through engagement with residents and businesses Ongoing Implement 2024 TMP Active Transportation and People Movement strategies    Page 409 of 936 ES 18 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Ridesharing Expand education and promotion of carpooling and ridesharing as a mode choice in the County  Where applicable, support ridesharing programs Carpooling Advocate to the Ontario Ministry of Transportation and private landowners for the creation of new carpool lots Ongoing Consider options to provide active transportation and transit facilities at carpool lots Ongoing Active Transportation Cycling Infrastructure Expanding Cycling Infrastructure Coordinate implementation of the primary cycling network with the planned road rehabilitation program and 2021 Cycling Master Plan (CMP) prioritization strategy Ongoing Pedestrian Infrastructure Expanding Pedestrian Infrastructure Continue review of existing conditions and network Ongoing Ensure development and redevelopment plans integrate safe pedestrian infrastructure Ongoing Implement multi-use paths within road allowances (instead of sidewalks where feasible) Ongoing Ensure new road facilities follow accessible and best practice design guidance Ongoing Promote direct connections to link communities and important destinations within Oxford County Ongoing Integrate with other modes Ongoing Complete safety analysis of existing infrastructure Ongoing Pedestrian Safety and promotion programs Establish key partnerships for programs to educate and encourage the public Ongoing Introduce/expand the use of staggered and/or extended pedestrian phasing at signals Ongoing Enhance opportunities to deliver information to the public in an accessible and easy-to-understand manner Ongoing Streetscape Improvements Support Streetscape Improvements Advocate and support Area Municipalities in developing streetscape improvements Ongoing Page 410 of 936 ES 19 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Trail Infrastructure Expanding Trail Infrastructure Facilitate trail development with Area Municipal partners and stakeholders Ongoing Explore options to develop trails with new developments Ongoing Complete an update to the 2014 Trails Master Plan  Looking Ahead Micro Mobility & New Technology Strategy Monitor the need to develop a micro-mobility and new technology strategy Ongoing Goods Movement Supporting Rail Freight Regional Coordination Strategy Continue to engage Transport Canada, the Federal Government and its rail agencies (CN, CP) to undertake necessary freight rail enhancements  Strategic Investments into Rail Freight Infrastructure Engage local and regional governments to advocate for the Provincial and Federal government to provide funding to address freight rail infrastructure bottlenecks or tax credits for expanded rail sidings, transload, warehousing and distribution facilities Ongoing Advocate for the support of short line railways Ongoing Supporting Truck Freight Goods Movement Strategy Develop a goods movement priority network  Construct truck route roadways to arterial road specifications and provide adequate turning radii and turning lane storage to accommodate freight, aggregate and agricultural vehicles Ongoing Provide adequate height and width under bridges when constructing new roads or undertaking road rehabilitation to facilitate existing rail services and transport trucks Ongoing Consider the potential for the development of a Freight Multi-modal Facility near the Highway 401/403 corridor, in the Goods Movement Priority Network  Review opportunities for truck bypass routes within the Goods Movement Priority Network  Supporting Agriculture Agricultural Vehicle Design Considerations Implement agricultural vehicle supportive design elements when completing road reconstructions and rehabilitations Ongoing People Movement and Expanding Intercommunity Transportation Intercommunity Bus Transit Ongoing support of intercommunity bus transportation and intermodal connections to commuter rail/mobility hubs Ongoing Page 411 of 936 ES 20 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Public Transportation Regional Inter- Community Bus Transit Advocate for Regional Inter-Community Bus transportation connectivity and integration across Oxford  Southwest Community Transit (SCT) Association Continue to collaborate and promote the coordination and integration of Regional Inter-community bus transportation connectivity amongst SCT Association member municipalities Ongoing Enhance Commuter Rail Enhanced Passenger Rail Service Advocate for enhanced passenger rail service Ongoing Integrate with local and intercommunity bus transit and ensure adequate first/last mile transportation options Ongoing Work with Transport Canada, the Federal Government, and its rail agencies (CN, CP) to advocate and support studies which explore Southwestern Ontario passenger rail enhancements Ongoing Tillsonburg Airport T:GO Bus Stop Discuss the potential for a trial T:GO stop at Tillsonburg Airport with the Town of Tillsonburg transit authority  Enhancing Mobility Mobility Hubs In collaboration with Community Planning and Area Municipalities, consider the designation of the Woodstock and Ingersoll train stations as “Mobility Hubs” to develop specific zoning to create a mixed- use, higher density urban form and increase community connectivity  Facilitate integration of existing and future inter- community bus transportation or other modes of local transit at “Mobility Hubs” destinations through coordination with transit authority providers Ongoing Looking Ahead Universal Basic Mobility Promote Universal Basic Mobility through improved active transportation infrastructure, transit oriented development and micro mobility Ongoing Transportation System Sustainability and New Technology Strategy Electric Vehicles Electric Charging Infrastructure The County will support and facilitate initiatives of Area Municipalities in EV charging implementation and supportive policies Ongoing The County will support policies to develop EV charging infrastructure across the County Ongoing Autonomous Vehicles Autonomous Vehicle Network Implement AV network to facilitate testing of Level 3 to Level 5 AV as part of the Windsor to Ottawa network Ongoing Page 412 of 936 ES 21 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Municipal Alliance for Connected and Autonomous Vehicles in Ontario Continue to work with the Municipal Alliance for Connected and Autonomous Vehicles in Ontario (MACAVO) on the development of a larger AVE road network serving Southwestern Ontario Ongoing Alternative Fuel Sources Explore Opportunities to Utilize Alternative Fuel Sources The County should explore opportunities to utilize and/or expand the use of alternative fuels Ongoing Alternative Road Construction Materials Explore Opportunities to Utilize Alternative Construction Materials The County should explore opportunities to utilize and/or incentivize the use of alternative road construction materials in rehabilitation or new projects Ongoing Looking Ahead Connected Vehicles Support Cooperative Truck Platooning Pilot Program Ongoing Page 413 of 936 i Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT CONTENTS APPENDICES ....................................................................................................................................................................... V LIST OF TABLES ................................................................................................................................................................. VI LIST OF FIGURES .............................................................................................................................................................. VII 1.0 INTRODUCTION ............................................................................................................................................................ 1 1.1 Oxford County ............................................................................................................................. 1 1.2 What is Connecting Oxford 2024? ............................................................................................... 1 1.3 Time for an Update ..................................................................................................................... 1 1.4 Master Planning Objectives ......................................................................................................... 2 2.0 MASTER PLANNING PROCESS .................................................................................................................................. 3 2.1 Master Planning Status in the Environmental Assessment Process ............................................ 3 2.2 Study Area .................................................................................................................................. 4 2.2.1 General.................................................................................................................................... 4 2.3 Natural Environment ................................................................................................................... 6 2.3.1 Conservation Authority Jurisdictions ........................................................................................ 6 2.3.2 Watersheds and Well Head Protection Areas .......................................................................... 6 2.3.3 Natural Environmental Features .............................................................................................. 7 2.4 Public Consultation and Engagement ......................................................................................... 8 2.4.1 Program Overview ................................................................................................................... 8 2.4.2 Speak Up, Oxford Project Webpage ........................................................................................ 9 2.4.3 Notices .................................................................................................................................... 9 2.4.4 Stakeholder Consultation ......................................................................................................... 9 2.4.5 Indigenous Consultation .......................................................................................................... 9 2.4.6 Public Consultation Centres ................................................................................................... 10 2.4.7 Advisory Committees ............................................................................................................. 11 2.4.8 Presentation to Council .......................................................................................................... 12 2.4.9 Incorporating Consultation Input ............................................................................................ 12 3.0 MASTER PLANNING AND POLICY CONTEXT ......................................................................................................... 12 3.1 Planning and Policy Framework ................................................................................................ 12 3.1.1 2020 Provincial Policy Statement........................................................................................... 12 Page 414 of 936 ii Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 3.1.2 Oxford County Official Plan.................................................................................................... 13 3.1.3 Phase 1 Comprehensive Review ........................................................................................... 16 3.1.4 Population and Employment Projections ................................................................................ 16 3.2 Problem and Opportunity Statement ......................................................................................... 18 3.3 Master Planning Principles ........................................................................................................ 19 3.4 Legislative and Further Planning Context .................................................................................. 19 3.5 County Policy Review ............................................................................................................... 19 3.6 Transportation Master Plan Methodology .................................................................................. 20 3.6.1 Sensitivity Analysis ................................................................................................................ 20 3.6.2 Risk Factors .......................................................................................................................... 20 4.0 EXISTING TRANSPORTATION CONDITIONS .......................................................................................................... 21 4.1 Existing Road Network .............................................................................................................. 21 4.1.1 Provincial Highways............................................................................................................... 21 4.1.2 County Roads ........................................................................................................................ 21 4.1.3 County Roads – Large Urban Centres ................................................................................... 21 4.1.4 Local Roads .......................................................................................................................... 22 4.1.5 2021 Road Rationalization ..................................................................................................... 22 4.1.6 Summary of Projects Completed Since 2019 ......................................................................... 22 4.2 Active Transportation ................................................................................................................ 28 4.2.1 Pedestrian ............................................................................................................................. 28 4.2.2 Cycling .................................................................................................................................. 28 4.3 Public Transportation ................................................................................................................ 31 4.4 Carpool Lots.............................................................................................................................. 32 4.5 Goods Movement ...................................................................................................................... 34 4.5.1 Provincial Highways............................................................................................................... 34 4.5.2 County Roads ........................................................................................................................ 34 4.5.3 Rail ........................................................................................................................................ 35 4.6 Rail Crossings ........................................................................................................................... 35 4.7 Airports ..................................................................................................................................... 38 4.8 Oxford County Travel Patterns .................................................................................................. 38 4.8.1 Streetlight Data ...................................................................................................................... 38 4.8.2 Origin Destination Patterns .................................................................................................... 39 Page 415 of 936 iii Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.8.3 Road Volume Patterns ........................................................................................................... 41 4.8.4 Existing Mode Share.............................................................................................................. 43 4.9 Existing Road Network Operations Assessment ....................................................................... 44 4.9.1 Existing Conditions Development .......................................................................................... 44 4.9.2 Existing Conditions ................................................................................................................ 47 4.10 Road Safety ........................................................................................................................... 47 5.0 FUTURE TRANSPORTATION NEEDS ....................................................................................................................... 51 5.1 Land Needs Assessment .......................................................................................................... 51 5.2 Development Applications ......................................................................................................... 51 5.3 Future Mode Share ................................................................................................................... 51 5.4 Future Network Operations Assessment ................................................................................... 52 5.4.1 Trip Generation ...................................................................................................................... 52 5.4.2 Assessment Results .............................................................................................................. 52 5.5 Railway Crossing Future Analysis ............................................................................................. 55 5.5.1 Railway Crossing Improvements ........................................................................................... 55 5.5.2 Grade Separation .................................................................................................................. 57 5.6 Road Rationalization Future Analysis ........................................................................................ 58 6.0 TRANSPORTATION VISION AND ALTERNATIVE PLANNING STRATEGIES ........................................................ 58 6.1 Transportation Vision and Goals ............................................................................................... 58 6.2 Alternative Planning Strategies ................................................................................................. 59 6.3 Evaluation of Alternative Solutions ............................................................................................ 59 6.4 Preferred Transportation Strategy to 2046 ................................................................................ 61 7.0 ROAD NETWORK STRATEGY................................................................................................................................... 62 7.1 Infrastructure Improvements ..................................................................................................... 62 7.2 Corridor Management Policies and Initiatives ............................................................................ 63 7.3.1 Maximizing Road Safety ........................................................................................................ 63 7.3.2 Maximizing Road Efficiency ................................................................................................... 64 7.3.3 Railway Crossing Enhancements .......................................................................................... 65 7.3.4 Accommodating Future Growth ............................................................................................. 65 8.0 ACTIVE TRANSPORTATION STRATEGY .................................................................................................................. 66 8.1 Active Transportation Plan ........................................................................................................ 66 8.1.1 Cycling Infrastructure ............................................................................................................. 66 Page 416 of 936 iv Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 8.1.2 Pedestrian Infrastructure ....................................................................................................... 67 8.1.3 Streetscape Improvement ...................................................................................................... 68 8.1.4 Trails Infrastructure ................................................................................................................ 69 8.1.5 Looking Ahead....................................................................................................................... 69 9.0 GOODS MOVEMENT STRATEGY .............................................................................................................................. 69 9.1 Policies and Initiatives ............................................................................................................... 69 9.1.1 Supporting Rail Freight .......................................................................................................... 69 9.1.2 Supporting Truck Freight ....................................................................................................... 70 9.1.3 Supporting Agriculture ........................................................................................................... 71 10.0 PEOPLE MOVEMENT STRATEGY .......................................................................................................................... 71 10.1 Policies and Initiatives ........................................................................................................... 71 10.1.1 Expanding Inter-Community Transportation ........................................................................... 71 10.1.2 Enhancing Commuter Rail ..................................................................................................... 72 10.1.3 Tillsonburg Airport ................................................................................................................. 72 10.1.4 Enhancing Mobility ................................................................................................................ 73 10.1.5 Looking Ahead....................................................................................................................... 73 11.0 TRANSPORTATION SYSTEM SUSTAINABILITY AND NEW TECHNOLOGY STRATEGY ................................... 74 11.1 Policies and Initiatives ........................................................................................................... 74 11.1.1 Autonomous Vehicles ............................................................................................................ 74 11.1.2 Electric Vehicles .................................................................................................................... 74 11.1.3 Alternative Fuel Sources ........................................................................................................ 78 11.1.4 Alternative Road Construction Materials ................................................................................ 78 11.1.5 Looking Ahead....................................................................................................................... 79 11.2 Summary of Climate Change Adaptation and Mitigation ........................................................ 79 12.0 IMPLEMENTATION AND MONITORING THE PLAN ............................................................................................. 80 12.1 Implementation Plan .............................................................................................................. 80 12.1.1 Timing and Priorities .............................................................................................................. 80 12.1.2 Potential Funding Sources ..................................................................................................... 80 12.2 Future Environmental Assessment Requirements ................................................................. 95 12.3 Monitoring .............................................................................................................................. 95 12.4 Future Data Management ...................................................................................................... 96 12.5 Review and Updates.............................................................................................................. 96 Page 417 of 936 v Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Appendices Appendix A – Public and Stakeholder Consultation Material Appendix B – Origin Destination Patterns Appendix C – Collision Heat Maps Appendix D - Future Network Assessments Appendix E – Road Rationalization Criteria Appendix F – Roundabout Feasibility and Screening Tool Appendix G – Implementation Plan Appendix H – ASI Report Page 418 of 936 vi Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT List of Tables Table 1: Oxford County 2021 Population and Employment Summary ..................................................... 16 Table 2: Oxford County Population Growth Rate 2001 to 2021 Summary ............................................... 17 Table 3: Population Projections to 2046, by Area Municipality ................................................................ 17 Table 4: Household Projections to 2046, by Area Municipality ................................................................ 18 Table 5: Employment Projections to 2046, by Area Municipality ............................................................. 18 Table 6: Transportation Master Planning Principles ................................................................................ 19 Table 7: Recent Investments within County Transportation Network ....................................................... 24 Table 8: Major Road Reconstruction / RehabilitatIon / Urbanization Recently Completed ....................... 25 Table 9: Bridge / Culvert Replacements Recently Completed ................................................................. 25 Table 10: Intersection Upgrades / Improvements Recently Completed ................................................... 26 Table 11: Intersection Control Feasibility Studies Recently Completed ................................................... 26 Table 12: Studies and Environmental Assessments Recently Completed ............................................... 27 Table 13: Summary of Existing Cycling and Road Shoulder Conditions .................................................. 28 Table 14: County Roads Subject to Load Limits ...................................................................................... 34 Table 15: County Road At-Grade Rail Crossings .................................................................................... 36 Table 16: Inter-Regional (County) Origin and Destination Travel Trends ................................................ 40 Table 17: Census Mode Shares and Suggested Mode Shares. .............................................................. 43 Table 18: Level of Service Descriptions and Actions ............................................................................... 44 Table 19: Existing Conditions - Road Links with a V/C over 0.6 .............................................................. 47 Table 20: Summary of Ten Most Frequent Urban Collision Locations (2018-2022) ................................. 50 Table 21: Summary of Ten Most Frequent Rural Collision Locations (2018-2022) .................................. 50 Table 22: Mode Share Target over Horizon Years .................................................................................. 51 Table 23: Future Network Assessment - Roads with a V/C over 0.6 ....................................................... 53 Table 24: Remedial Actions for Grade Level Crossings .......................................................................... 55 Table 25: Evaluation Criteria and Measures ............................................................................................ 60 Table 26: TMP Options Scoring Summary .............................................................................................. 60 Table 27: Proposed Electric Vehicle Charging Stations .......................................................................... 75 Table 28: Implementation Plan – Annual Capital Programs .................................................................... 81 Table 29: Implementation Plan – Major Road Reconstruction / Rehabilitation ......................................... 82 Table 30: Implementation Plan – Road Urbanization .............................................................................. 82 Table 31: Implementation Plan – Bridge / Culvert Rehabilitations ........................................................... 83 Table 32: Implementation Plan – Cycling Infrastructure .......................................................................... 85 Table 33: Implementation Plan – Undertake Intersection Upgrades / Improvements ............................... 86 Table 34: Implementation Plan – Undertake Intersection Control Feasibility Studies .............................. 87 Table 35: Implementation Plan – Undertake Other Infrastructure Projects .............................................. 88 Table 36: Implementation Plan – Transportation Plans, Condition Assessments and Other Studies ....... 88 Table 37: Implementation Plan – Undertake Class EA Studies ............................................................... 89 Table 38: Implementation Plan – Policies and Initiatives ......................................................................... 90 Page 419 of 936 vii Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT List of Figures Figure 1: 2046 Mode Share Targets ......................................................................................................... 2 Figure 2: Municipal Class EA Planning and Design Process ..................................................................... 4 Figure 3: Oxford County Transportation Network ...................................................................................... 5 Figure 4: Oxford County Well Head Protection Areas and Watersheds ..................................................... 7 Figure 5: Oxford County Natural Heritage Features .................................................................................. 8 Figure 6: Area Municipality Secondary Plan Areas .................................................................................. 15 Figure 7: Oxford County Road Network .................................................................................................. 23 Figure 8: Oxford County Cycling Network (2021 Cycling Master Plan) .................................................... 29 Figure 9: Cycling Network Level of Separation (2021 Cycling Master Plan) ............................................ 30 Figure 10: Inter-Community Transportation Network (2021) .................................................................... 32 Figure 11: Existing, Conversion Candidates and Recommended Carpool Lots (2021) ............................ 33 Figure 12: Operational Rail Lines and Rail Crossings within Oxford County ............................................ 37 Figure 13: Illustration of Geographic Areas and Gate Zones ................................................................... 38 Figure 14: Inter-Regional Origin and Destination Travel Trends .............................................................. 40 Figure 15: Base Year (2019) Peak PM Vehicle Volumes ........................................................................ 42 Figure 16: 2024 Revised Mode Shares ................................................................................................... 44 Figure 17: Streetlight Zones and 2019 TMP TMC Locations ................................................................... 46 Figure 18: Base Year V/C Road Network Model ..................................................................................... 48 Figure 19: Collisions on County Roads Heat Map ................................................................................... 49 Figure 20: 2046 Target Mode Shares ...................................................................................................... 52 Figure 21: Publicly Available Charging Stations in Oxford County Privately Managed and Owned ......... 76 Figure 22: Publicly Available Charging Stations in Oxford County Managed and Owned By Public Works ..................................................................................................................................................... 77 Page 420 of 936 1 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 1.0 Introduction 1.1 Oxford County Located in the heart of Southwestern Ontario, Oxford County is an upper-tier municipality consisting of eight lower-tier municipalities: the City of Woodstock, Town of Ingersoll, Town of Tillsonburg, Township of Zorra, Township of East Zorra-Tavistock, Township of Blandford-Blenheim, Township of South-West Oxford, and the Township of Norwich. The County is situated at the junction of Highways 401 and 403, between the City of London and the Greater Toronto and Hamilton Area (GTHA). The County’s main economic driver has historically been agriculture, however, it has been experiencing continued growth in residential, commercial, and industrial land uses over the last several decades which has led to an increasingly diversifying economy. According to the 2021 Census, the County had a total population of 125,065 residents; 11,125 more than the 2016 Census. This growth is expected to continue well into the future, as projections have forecasted the County’s growth to reach over 160,000 by 2046. 1.2 What is Connecting Oxford 2024? Connecting Oxford 2024, Oxford County’s Transportation Master Plan (TMP), is a strategic long-term planning document that outlines and defines policies, programs and infrastructure improvements needed to manage both existing and future transportation demands to the year 2046. The multi-modal TMP focuses on all modes of transportation (i.e., cycling, walking and private vehicles) with provisions to support freight/goods movement, agriculture mobility, corridor access management and low-carbon transportation, to support a safe, effective, and sustainable transportation network. Connecting Oxford 2024 is guided by the following Vision Statement: From 2024 to 2046, Oxford County will be supported by a transformative transportation system to lead and achieve sustainable and efficient outcomes and benefits, while promoting a safe, efficient, and sustainable multimodal transportation network to move people and goods into and throughout the County, including access and connections to opportunities and essential services, while improving mobility for all types of road users and communities. 1.3 Time for an Update Oxford County’s last TMP update was completed in 2019 and municipalities are required to update Transportation Master Plans every five years to review the plan status and adapt to changes in transportation trends including commuting and travel patterns, mode share, and economic and population growth trends. The update to the TMP effectively considers: • Community Well Being – Increased access and mobility through an emphasis on active transportation, people/goods movement, accessibility, sustainability and safety. • Balance Needs - Changing travel patterns (i.e., work from home and needs of residents and businesses in rural and urban areas). Page 421 of 936 2 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT • Economic Vitality – The affordability of proposed network improvements and prioritization of capital implementation planning. • Increased Connectivity - Facilitate further integration of inter-community and inter-regional transportation solutions. • Continued Focus on Road Safety - To address ongoing concerns regarding user safety and speed management. 1.4 Master Planning Objectives The following objectives have guided the development of the 2024 TMP and are strongly reflected in its final policies, programs and recommendations: • Achieve effective integration of transportation planning, growth management and land use planning to develop a Transportation Strategy that accommodates growth and change to changes and that effectively supports land use objectives as defined in County Official Plan Update (currently underway) and other existing and ongoing planning initiatives; • Develop a practical and financially achievable implementation plan that supports all modes of travel within the County’s transportation system (i.e., walking, cycling, driving, commuter/freight rail, agricultural machinery, local/intercommunity transit) while promoting economic, social, and environmental sustainability; • Recommend measures for promoting safer transportation and healthy communities; • Minimize conflict between non-local and local traffic by defining a hierarchy of roads within the County that moves people and goods throughout the County efficiently; • Provide a forum for input and awareness with the public and Area Municipalities for transportation system initiatives; and • Identify transportation demand management strategies to reduce single occupant vehicle trips (transit, active transportation, carpooling, work from home) to achieve the 2046 mode share target shown below in Figure 1. FIGURE 1: 2046 MODE SHARE TARGETS Page 422 of 936 3 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 2.0 Master Planning Process 2.1 Master Planning Status in the Environmental Assessment Process The Class Environmental Assessment (Class EA) process sets out the process that a proponent must follow to meet the requirements of the Ontario Environmental Assessment Act for a class or category of infrastructure projects. Projects are divided into schedules based on the type of projects and activities. Schedules are categorized as Exempt, B and C concerning the magnitude of their anticipated environmental impact. These are described briefly in the following paragraphs. Exempt projects include various municipal maintenance, operational activities, rehabilitation works, minor reconstruction or replacement of existing facilities, and new facilities that are limited in scale and have minimal adverse effects on the environment. These projects are exempt from the requirements of the Environmental Assessment Act. Most Exempt projects were formerly classified as Schedule A and A+ projects. Schedule B projects are those which have a potential for adverse environmental effects. A screening process must be undertaken which includes consultation with directly affected public and relevant review agencies. Projects generally include improvements and minor expansions to existing facilities. The project process must be filed and all documentation prepared for public and agency review. Schedule C projects have the potential for significant environmental effects and must follow the full planning and documentation procedures specified in the Class EA document. An Environmental Study Report (ESR) must be prepared and filed for review by the public and review agencies. Projects generally include the construction of new facilities and major expansions to existing facilities. There are five key elements in the Class EA planning process. These include: 1. Phase 1 – Identification of problem (deficiency) or opportunity; 2. Phase 2 – Identification of alternative solutions to address the problem or opportunity. Public and review agency contact is mandatory during this phase and input received along with information on the existing environment is used to establish the preferred solution. It is at this point that the appropriate Schedule (B or C) is chosen for the undertaking. If Schedule B is chosen, the process and decisions are then documented in a Project File. Schedule C projects proceed through the following Phases; 3. Phase 3 – Examination of alternative methods of implementing the preferred solution established in Phase 2. This decision is based on the existing environment, public and review agency input, anticipated environmental effects and methods of minimizing negative effects and maximizing positive effects; 4. Phase 4 – Preparation of an Environmental Study Report summarizing the rationale, planning, design, and consultation process of the project through Phases 1-3. The ESR is then to be made available to agencies and the public for review; and 5. Phase 5 – Completion of contract drawings and documents. Construction and operation to proceed. Construction is to be monitored for adherence to environmental provisions and commitments. Monitoring during operation may be necessary if there are special conditions. The overall process is shown in Figure 2. Page 423 of 936 4 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 2: MUNICIPAL CLASS EA PLANNING AND DESIGN PROCESS 2.2 Study Area 2.2.1 General The plan’s study area consists of Oxford County including all eight Area Municipalities. It covers approximately 2,000 km2 and is comprised of rural areas, settlement clusters and smaller urban centres. It includes the crossroads of Highways 401 and 403, CN, CP, and Short Line Railways, and a mix of farming, industrial, commercial, and institutional sectors. The County’s transportation network is displayed in Figure 3. Page 424 of 936 5 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 3: OXFORD COUNTY TRANSPORTATION NETWORK Page 425 of 936 6 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 2.3 Natural Environment A high-level screening of the natural environment within Oxford County was completed for this report. The review highlights the Conservation Authorities Act, watershed and well head protection areas and natural environmental features which can be found in Oxford County. More information on each can be found below. 2.3.1 Conservation Authority Jurisdictions Section 28(1) of the Conservation Authorities Act (Government of Ontario 1990b) empowers Conservation Authorities with the ability to make regulations governing development that can have an impact on watercourses and waterbodies, including wetlands. As shown in Figure 4, the Study Area is located within the Upper Thames River Conservation Authority (UTRCA), Grand River Conservation Authority (GRCA), Long Point Region Conservation Authority (LPRCA), and Catfish Creek Conservation Authority (CCCA) watersheds, with areas regulated under the Regulation of Development, Interference with Wetlands and Alterations to Shorelines and Watercourses, Ontario Regulations (O.Reg.) 157/06, 150/06, 178/06, and 146/06 respectively. 2.3.2 Watersheds and Well Head Protection Areas Within each of the Conservation Authority watersheds, the locations of County municipal drinking water wells and the vulnerable areas that contribute water to the drinking water system (Figure 4). The vulnerable areas around municipal wells are designated as wellhead protection areas and issue contributing areas. Wellhead protection areas have been given scores and ratings based on their vulnerability and susceptibility to contamination. It is these localized areas that need to be protected and managed to reduce the risk to drinking water. All municipal drinking water systems in Oxford County are groundwater fed resulting in well head protection areas for each of the 61 active wells. Page 426 of 936 7 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 4: OXFORD COUNTY WELL HEAD PROTECTION AREAS AND WATERSHEDS 2.3.3 Natural Environmental Features The Study Area is located within the Niagara Section of the Great Lakes-St. Lawrence Lowlands Forest Region (Rowe, 1972). Oxford County’s natural heritage system includes various features such as woodlands, wetlands, valley lands, meadows and watercourses; all of which provide significant environmental, social, and economic benefits. Oxford County released a draft Oxford Natural Heritage System Study in 2016 which identifies the County’s ecologically important natural heritage features and provides recommendations to protect, restore and improve the system’s features. A map depicting the natural heritage features is shown in Figure 5. Page 427 of 936 8 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 5: OXFORD COUNTY NATURAL HERITAGE FEATURES 2.4 Public Consultation and Engagement 2.4.1 Program Overview The consultation process is an integral component of the Class EA process for the TMP. At the onset of the Master Plan, a Public Consultation and Communication Plan was developed with the primary goal to carry out meaningful consultation, soliciting community and regulatory input, and ensuring the general public, Councils, Area Municipalities, review agencies, Indigenous Communities and other interested stakeholders have regular opportunities to participate in the Study process. Page 428 of 936 9 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 2.4.2 Speak Up, Oxford Project Webpage Throughout the Study a project specific page was used on the County’s website “Speak Up Oxford” (https://speakup.oxfordcounty.ca/2024tmp). This page was used to post all notices, information on the Public Consultation Centres (PCCs), including the PCC presentation slides, recording, and interactive map, and other relevant project information. The website was also used to give updates on the project timeline and provided the contact information for key project staff. All Notices, PCCs and other information on the TMP have been published and advertised in advance on the “Speak Up, Oxford” project page. 2.4.3 Notices All Notices associated with the TMP Study were shared with Oxford County Council the eight Area municipalities, and published on the ‘Speak Up, Oxford’ project page. The Notice of Commencement, Notice of Public Consultation Centers and Notice of Study Completion were sent out to identified agencies and interested parties by mail, email and via local newspapers informing them that the TMP Study was being undertaken. Copies of all study notices are included in Appendix A. The notices were sent out on the following dates:  Notice of Study Commencement: March 21, 2022  Public Information Centre #1: August 10, 2022  Public Information Centre #2: February 9, 2023  Notice of Study Completion: After County Council adopts draft Report for public review 2.4.4 Stakeholder Consultation The Municipal Class EA process requires stakeholder consultation to incorporate input from interested or impacted groups. Potential stakeholders included but were not limited to:  Public – This includes individual members of the public including property owners who may be affected by the project, individual citizens who may have a general interest in the project, special interest groups, community representatives, and developers;  Review agencies – This includes government agencies who represent the policy positions of their respective departments, ministries, authorities, or agencies;  Oxford County Internal staff (Public Works, Corporate Services, Community Planning, and Office of Strategic Initiatives) and Council departments;  Area Municipality Councils and staff;  Indigenous Communities; and  Railways, Transit Agencies, Utilities, etc. A master contact of all relevant stakeholders was developed for the Master Plan, in which Study Notices and important project information were sent. 2.4.5 Indigenous Consultation Based on discussions and recommendations provided by the Ministry of the Environment, Conservation and Parks (MECP) regional office, Parsons on behalf of Oxford County, confirmed applicable Indigenous communities within the Study Area and also contacted Aboriginal Affairs and Northern Development Canada (AANDC) and the Ministry of Aboriginal Affairs (MAA) regarding confirmation of the same. The Page 429 of 936 10 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT purpose of the contact was to request which, if any, Indigenous communities may be potentially affected by the TMP. The consultation approach ensured the appropriate Indigenous Communities were included in the contact lists for the duration of the TMP project. Several meaningful attempts were made to seek input from the appropriate Indigenous Communities, including sending the Notice of Commencement (April 29, 2022), Notice of PCC 1 (September 9, 2022), and Notice of PCC 2 (February 9, 2023). The following Indigenous groups were contacted:  Aamjiwnaang First Nation;  Bkejwanong First Nation (Walpole Island);  Caldwell First Nation;  Chippewas of the Thames First Nation;  Delaware Nation at Moraviantown;  Haudenosaunee Confederacy Chiefs Council;  Kettle and Stony Point First Nation;  Mississaugas of the Credit First Nation;  Munsee-Delaware Nation;  Oneida Nation of the Thames; and  Six Nations of the Grand River. Copies of the communications sent to the Indigenous Communities and any responses reviewed are documented and shown in Appendix A. 2.4.6 Public Consultation Centres As part of the fulfillment of Municipal Class EA consultation requirements, the County undertook two mandatory contact points to inform, engage and consult with all study participants noted above. This section details the consultation process followed during the TMP Study. A Public Consultation Centre (PCC) is a method to communicate with the public, interested parties and review agencies. For this project, two (2) PCCs were held to present the Problem and Opportunity Statement, background information collected, a review of the servicing strategies being evaluated, present the evaluation criteria, the preliminary preferred solution, and the project timeline. Public Consultation Centre #1 PCC 1 was held as a virtual (online) event from 5:00 PM – 7:00 PM on Tuesday, September 27, 2022, at which a presentation was made and representatives from the County and its consultants were present to answer questions and discuss the next steps in the study. Representatives took several questions and were available after the presentation. Furthermore, an interactive map seeking input from residents on their opinion of the County transportation network and a survey was developed and posted on the project page on “Speak Up Oxford!” so that residents could provide comments on their own time. In total, 53 comments were received on the interactive map and 53 surveys were at least partially completed for PCC #1. In addition to PCC #1, members of the County Project Team attended local events to engage directly with members of the community including on Wednesday, September 14: Canada’s Outdoor Farm Show in Woodstock, Tuesday, September 20: Town Council Chambers in Ingersoll, and on Friday, September 23: Ribfest in Tillsonburg. These events were advertised via social media, “Speak Up Oxford!” and local Page 430 of 936 11 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT media before the event. The PCC #1 presentation slides and video recording were available starting on September 29, 2022, and remained available until the completion of the study. Stakeholders were given until October 19, 2022, to provide comments. Public Consultation Centre #2 PCC #2 was held as a virtual (online) event from 6:00 PM – 7:30 PM on Tuesday, March 21, 2023, at which the preliminary implementation plan and timeline, and recommendations were presented. Representatives from the County and its consultants were present to answer questions and discuss the next steps in the study. Furthermore, an interactive map with preliminary recommendations and a survey was developed and posted on the project page on “Speak Up Oxford!” so that residents could provide comments on their own time. In addition to PCC #2, members of the County Project Team held in person events on Thursday, March 23, 2023, in the Ingersoll Town Council Chambers, on Tuesday, March 28, 2023, in the Oxford Council Chambers in Woodstock, and on Thursday, March 30, 2023 in the Tillsonburg Town Council Chambers. The PCC #2 presentation slides and video recording were posted on “Speak Up Oxford!” following the presentation and remained available until the completion of the study. Stakeholders were given until April 11, 2023, to provide comments. Copies of both PCCs Boards and Presentation Material are included in Appendix A. 2.4.7 Advisory Committees 2.4.7.1 Internal Technical Advisory Committee (InTAC) Meetings Two (2) Internal Technical Review Committee (InTAC) meetings were held over the course of the project. The Technical Review Committee was made up of staff from the County from all departments and incorporated study of key findings, technical issues, and identification of opportunities or concerns. The meetings allowed the team to narrow down on a commonly preferred approach to meet their interests and requirements. Comments from each of the meetings were addressed. These meetings were held on March 10, 2022 and February 23, 2023. 2.4.7.2 External Technical Advisory Committee (ExTAC) Meetings An External Technical Advisory Committee (ExTAC) with representatives from external agencies including area municipalities and boundary municipalities, MTO and conservation authorities was established at the onset of the Master Plan project, to provide technical input into existing conditions and proposed opportunities for the project, and to provide input into the alternatives. Two (2) meetings were held on March 24, 2022 and April 3, 2023. 2.4.7.3 Economic Development Forums An Economic Development Committee (EcDev) was also established for this project. The County reached out to the Rural Oxford Economic Development Corporation for input while developing the stakeholder and invite list for these forums. The group, consisting of representatives from local BIA’s, Chambers of Commerce and Development Commissions was established with the objective of this group was to provide economic and development focused input throughout the project. Two (2) meetings with the group were held throughout the project on April 5, 2022 and April 6, 2023 Copies of the presentations made to the InTAC, ExTAC and EcDev Committees are provided in Appendix A. Page 431 of 936 12 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 2.4.8 Presentation to Council Following the completion of PCC #1, County staff completed a staff Report No. PW-2022-46 and presentation to update Council on November 9, 2022. The report and presentation focused on a summary of public feedback from PCC #1 and presented the preliminary data assessment and review of projected growth in the County. Upon project completion, the Project Team in conjunction with County Staff prepared a staff Report No. PW-2023-32 and presentation which summarized the project and presents the study recommendations, implementation plan, and associate policies. The presentation was given to Oxford County Council on July 12, 2023. 2.4.9 Incorporating Consultation Input Input and information gathered from the public, agency and Indigenous contacts, the PCCs, InTAC, ExTAC and EcDev meetings and the project webpage were reviewed by the Project Team and considered in the development of the TMP. Where no unresolved objections arise through the review of this Master Plan, the Class EA requirements for the Exempt projects will be deemed to have been met. The identified projects may then proceed into design and construction without further public consultation. Public and Agency contact lists, along with comments received and any responses sent are documented in Appendix A. 3.0 Master Planning and Policy Context 3.1 Planning and Policy Framework 3.1.1 2020 Provincial Policy Statement The Provincial Policy Statement (PPS), 2020 (Ministry of Municipal Affairs and Housing [MMAH] 2020) sets out the Provincial policy direction for land use planning in Ontario, including managing growth, using and managing natural resources, protecting the environment, and ensuring public health and safety. The vision of the policy recognizes that Ontario's long-term prosperity, environmental health and social well-being depend on promoting efficient land use and development patterns. Efficient development patterns also optimize the use of land, resources and public investment in infrastructure, as well as, public service facilities and support sustainability by promoting strong, liveable, healthy and resilient communities, protecting the environment and public health and safety, and facilitating economic growth. The policies indicate that settlement areas shall be the focus of growth and development settlement areas and that municipalities plan for a full range of and mix of land uses and housing options to meet current and future needs over a 25-year planning horizon. Land use patterns within settlement areas shall be based on densities and a mix of land uses which efficiently use land and resources and are also appropriate for, and efficiently use, the infrastructure and public service facilities which are planned or available, and avoid the need for their unjustified and/or uneconomical expansion. Page 432 of 936 13 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The PPS policies about planning for transportation are generally as follows: a) Transportation Systems  Transportation systems should be provided which are safe, energy efficient, facilitate the movement of people and goods, and are appropriate to address projected needs.  Efficient use should be made of existing and planned infrastructure, including through the use of transportation demand management strategies, where feasible.  As part of a multimodal transportation system, connectivity within and among transportation systems and modes should be maintained and, where possible, improved including connections which cross jurisdictional boundaries.  A land use pattern, density and mix of uses should be promoted that minimize the length and number of vehicle trips and support current and future use of transit and active transportation. b) Transportation and Infrastructure Corridors  Planning authorities shall plan for and protect corridors and rights-of-way for infrastructure, including transportation, transit and electricity generation facilities and transmission systems to meet current and projected needs.  Major goods movement facilities and corridors shall be protected for the long term.  Planning authorities shall not permit development in planned corridors that could preclude or negatively affect the use of the corridor for the purpose(s) for which it was identified.  New development proposed on adjacent lands to existing or planned corridors and transportation facilities should be compatible with, and supportive of, the long-term purposes of the corridor and should be designed to avoid, mitigate or minimize negative impacts on and from the corridor and transportation facilities.  The co-location of linear infrastructure should be promoted, where appropriate.  When planning for corridors and rights-of-way for significant transportation, electricity transmission, and infrastructure facilities, consideration will be given to significant natural resources. All planning decisions and Official Plan policies (including those related to infrastructure) are required to be ‘consistent with’ the policies of the PPS. As such, the TMP is developed on the premises of the applicable PPS policies. 3.1.2 Oxford County Official Plan The Oxford County Official Plan was originally adopted in 1995 and has had numerous comprehensive updates since that time. It is a requirement under the 1990 Planning Act (Act) which sets out the rules for land use planning in Ontario to be outlined in an official plan for every municipality. The Act states that Official Plans must ‘contain goals, objectives and policies established primarily to manage and direct physical change and the effects on the social, economic, and natural environment of the municipality’. In accordance with this requirement, the County’s Official Plan provides policy direction on various land use related matters including, but not limited to, natural resource management, growth management, infrastructure and public services, land use, and implementation measures. The plan directs planned growth and development primarily to settlements serviced by centralized wastewater and water supply Page 433 of 936 14 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT facilities to ensure efficient use of land, protection of natural resources and public health, and the development of complete communities that can support a range and mix of housing, employment and services. The County’s strategic planning principles related to transportation infrastructure will be provided in a manner that: minimizes conflict between non-local and local traffic by defining a hierarchy of roads within the County that moves people and goods throughout the County efficiently; improve the functionality of the County transportation network by identifying and making provisions for necessary improvements over time; provide a safe, convenient and aesthetically pleasing pedestrian environment, where the County Road system forms part of a designated Village, Serviced Village or Large Urban Centre; and improve the integration of transportation facilities within the County with services provided by Area Municipalities, adjacent municipalities, and senior levels of government. The Official Plan provides a road classification system on both a County-wide and Large Urban Centre basis. County-wide roads are defined as either Provincial Highways, County Roads, or Local Roads, while Large Urban centres have further specification classes including Arterial, Collector, and Local roads. Each class has specified standards and policies for function, right-of-way requirements, property access, curbside parking, and intersection configuration. Additionally, the Official Plan provides policy guiding development adjacent to County Roads, road widening, road network improvements, pedestrian and bicycle networking planning, truck traffic, public transportation, and inter-urban transportation. 3.1.2.1 Secondary Plan Areas The County’s Official Plan outlines a comprehensive secondary planning process to assess areas and recognize opportunities for effective land use planning and arrangements. Secondary planning helps to ensure a 25-year supply of growth land is maintained in each Area Municipality and allows identifying phasing strategies for the implementation of servicing capacity and municipal services required for a 25- year period and, if deemed necessary, beyond. The County has identified several Area Municipalities that will require additional residential and/or employment land supply to accommodate their forecasted future population and/or employment growth for the current 25-year planning period. To provide the necessary land use planning and servicing basis for the settlement expansions that are required to accommodate this growth, the County and applicable Area Municipalities have recently initiated and/or completed several Secondary Plans. There are a number of secondary planning processes (secondary plans and studies) that have been recently completed or are currently being undertaken by Area Municipalities (Figure 6). Significant secondary plans include the following:  South West Ingersoll Secondary Plan (2023)  East Zorra-Tavistock Secondary Plan (2023)  Drumbo Secondary Plan (2023)  South East Woodstock Secondary Plan (2019)  Woodstock North East Industrial Park (2023)  Karn Road Secondary Plan (2023)  Mount Elgin Secondary Plan (2023) Page 434 of 936 15 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 6: AREA MUNICIPALITY SECONDARY PLAN AREAS Page 435 of 936 16 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 3.1.3 Phase 1 Comprehensive Review The Oxford County Comprehensive Review – Phase 1 prepared by Hemson Consulting and approved by the County in 2020 provides a County-wide and per Area Municipality population, household and employment forecasts, and a land need analysis. Part of the review includes an assessment of the Area Municipality’s vacant lands, which allows for identifying the potential to accommodate forecasted growth up to 2046. The Land Needs Assessment was used by Hemson to apply the distribution of the forecasted growth to designated fully serviced communities within the Area Municipalities as per the policy direction in the PPS and County Official Plan. Per the Review, Oxford County is expected to undergo significant population and economic growth over the next 30 years. By 2046, the County is expected to have a permanent population of 163,000 and an employment population of 78,400. 3.1.4 Population and Employment Projections The 2021 Canadian Census provided the most recent population and employment figures. The population figures have been adjusted by the County to account for the Census undercount. The County and the Area Municipalities’ population and employment statistics are summarized below in Table 1. TABLE 1: OXFORD COUNTY 2021 POPULATION AND EMPLOYMENT SUMMARY Population Employment Oxford County 125,065 62,080 City of Woodstock 47,965 28,440 Town of Tillsonburg 19,120 9,060 Town of Ingersoll 14,065 9,710 Township of Norwich 11,450 4,200 Township of Zorra 8,860 2,890 Township of East-Zorra Tavistock 8,050 2,950 Township of South-West Oxford 7,785 2,920 Township of Blandford-Blenheim 7,770 1,910 The County has seen large population growth between 2016-2021, almost doubling its growth rate from 2011-2016. This growth has been predominantly driven by the large urban centres of Woodstock, Ingersoll, and Tillsonburg, however, the rural townships have also seen considerable growth. The County’s five-year population growth rate since 2001 can be seen below in Table 2. Page 436 of 936 17 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 2: OXFORD COUNTY POPULATION GROWTH RATE 2001 TO 2021 SUMMARY 01’-06’ 06’-11’ 11’-16’ 16’-21’ Oxford County 3.4% 2.8% 4.6% 9.8% City of Woodstock 7.1% 5.1% 8.1% 14.1% Town of Tillsonburg 5.2% 3.1% 3.6% 17.2% Town of Ingersoll 6.7% 3.2% 4.8% 7.3% Township of Norwich 0.0% 2.2% 1.1% 1.2% Township of Zorra 0.9% -0.8% 1.0% 6.0% Township of East-Zorra Tavistock -3.3% -2.5% 3.9% 9.8% Township of Blandford-Blenheim -3.8% 2.9% 0.5% 2.2% Township of South-West Oxford -2.5% -0.6% 1.2% -1.2% The 2020 Oxford County Comprehensive Review – Phase 1 projected population, households, employment, and land needs within the County to 2046, allowing the County to plan for future infrastructure needs. These projections have been further adjusted by the County’s Planning Department to reflect the population from the 2021 Census (note: these adjustments did not change the forecasted growth for the planning period). Based on the County’s current growth forecasts, the County is expected to continue to see strong population and employment growth, adding approximately 33,000 more residents and 15,000 more jobs between 2024 and 2046. As such, the County will need to ensure they plan for the necessary improvements and investments in transportation infrastructure that will be required to accommodate that expected growth. The revised population, household, and employment projections are summarized in Table 3, Table 4, and Table 5, respectively. TABLE 3: POPULATION PROJECTIONS TO 2046, BY AREA MUNICIPALITY Oxford County Woodstock Tillsonburg Ingersoll Blandford- Blenheim East-Zorra Tavistock Norwich South- West Oxford Zorra 2021 125,065 47,965 19,120 14,065 7,770 8,050 11,450 7,785 8,860 2024 129,511 50,281 19,660 14,599 7,962 8,338 11,732 7,929 9,010 2026 132,475 51,825 20,020 14,955 8,090 8,530 11,920 8,025 9,110 2028 135,595 53,421 20,404 15,339 8,230 8,734 12,120 8,133 9,214 2031 140,275 55,815 20,980 15,915 8,440 9,040 12,420 8,295 9,370 2033 143,459 57,419 21,380 16,307 8,588 9,248 12,636 8,399 9,482 2036 148,235 59,825 21,980 16,895 8,810 9,560 12,960 8,555 9,650 2041 155,855 63,595 22,960 17,855 9,190 10,050 13,490 8,765 9,950 2046 163,235 67,295 23,890 18,785 9,550 10,510 13,990 8,975 10,240 Page 437 of 936 18 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 4: HOUSEHOLD PROJECTIONS TO 2046, BY AREA MUNICIPALITY Oxford County Woodstock Tillsonburg Ingersoll Blandford- Blenheim East-Zorra Tavistock Norwich South-West Oxford Zorra 2021 47,876 18,886 8,229 5,467 2,779 2,976 3,761 2,616 3,162 2024 49,730 19,852 8,475 5,689 2,851 3,108 3,869 2,670 3,222 2026 50,966 20,496 8,639 5,837 2,899 3,196 3,941 2,706 3,262 2028 52,198 21,128 8,799 5,985 2,951 3,288 4,013 2,742 3,302 2031 54,046 22,076 9,039 6,207 3,029 3,426 4,121 2,796 3,362 2033 55,254 22,692 9,199 6,355 3,081 3,514 4,193 2,832 3,398 2036 57,066 23,616 9,439 6,577 3,159 3,646 4,301 2,886 3,452 2041 59,706 24,966 9,789 6,907 3,269 3,826 4,461 2,956 3,542 2046 62,236 26,256 10,129 7,217 3,379 4,006 4,601 3,026 3,632 TABLE 5: EMPLOYMENT PROJECTIONS TO 2046, BY AREA MUNICIPALITY Oxford County Woodstock Tillsonburg Ingersoll Blandford- Blenheim East-Zorra Tavistock Norwich South- West Oxford Zorra 2021 62,080 28,440 9,060 9,710 1,910 2,950 4,200 2,920 2,890 2024 63,574 29,400 9,216 9,932 1,934 2,992 4,248 2,944 2,908 2026 64,570 30,040 9,320 10,080 1,950 3,020 4,280 2,960 2,920 2028 65,606 30,700 9,432 10,236 1,966 3,052 4,312 2,972 2,936 2031 67,160 31,690 9,600 10,470 1,990 3,100 4,360 2,990 2,960 2033 68,452 32,502 9,740 10,662 2,014 3,140 4,404 3,010 2,980 2036 70,390 33,720 9,950 10,950 2,050 3,200 4,470 3,040 3,010 2041 74,130 36050 10,360 11,510 2,120 3,320 4,600 3,090 3,080 2046 78,390 38,730 10,810 12,150 2,210 3,450 4,740 3,150 3,150 3.2 Problem and Opportunity Statement As part of the Master Planning process, a problem or opportunity statement has been developed to describe the purpose of Connecting Oxford 2024 clearly and succinctly: As Oxford County continues to grow and establish itself as a thriving community in southwestern Ontario, it is imperative that transportation policies and the multi-modal transportation network align with the County’s goals and visions. The Transportation Master Plan (TMP) provides the opportunity for the County to plan and forecast network changes and improvements to support continued growth all while enhancing County policies around transportation demand management, freight movements, agricultural mobility, and low-carbon transportation solutions. Page 438 of 936 19 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 3.3 Master Planning Principles To review the issues and opportunities in the County with regards to transportation infrastructure to 2046, the following principles shown in Table 6 were developed by the County. TABLE 6: TRANSPORTATION MASTER PLANNING PRINCIPLES Oxford County Transportation Master Plan Integrate growth management planning and infrastructure servicing in a manner which ensures alignment with County’s Official Plan and Strategic Initiatives Offer infrastructure solutions that recognize the potential for growth beyond current planning horizons Develop infrastructure systems which meet the County’s established asset level of service framework and MECP legislative requirements Maximize the use of available existing capacity in infrastructure, while considering sustainable infrastructure expansions Provide reliability, redundancy, and security in the infrastructure systems, including consideration of reserve capacity Recommend proven, reliable, financially, and sustainable technologies that meet long-term transportation needs Support the use of sustainable transportation modes and new technologies to support environmental sustainability Consider infrastructure operating and maintenance costs, including full lifecycle costing, to evaluate overall long-term financial implications and sustainability 3.4 Legislative and Further Planning Context The TMP has been developed within the context of several Federal and Provincial government ministries and agencies’ plans, studies, and acts, including: Provincial and Federal Policy and Plans:  Connecting the Southwest – Draft Transportation Plan for Southwestern Ontario (2022)  Federal Study of Southwestern Ontario Passenger Rail Enhancement (in progress)  Asset Management Planning for Municipal Infrastructure (O REG 588/17)  Environmental Assessment Act (EAA)  Species at Risk Act  Endangered Species Act  Federal Fisheries Act 3.5 County Policy Review The TMP has been developed within the context of previous and ongoing land use and transportation planning initiatives undertaken by Oxford County, including: Page 439 of 936 20 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT  Oxford County Transportation Master Plan (2019)  Oxford County Official Plan (1995, as amended)  Oxford County Phase One Comprehensive Review (2020)  Oxford County Strategic Plan (2020)  Oxford County Cycling Master Plan (2021)  Oxford County Trails Master Plan (2014)  Renewable Energy Action Plan (2022)  Asset Management Plan (2022)  New Directions – Advancing Southwestern Ontario’s Public Transportation Opportunities (2016)  Empowering Ontario’s Short Line Railways (2017)  Steel Corridors of Opportunity – Maximizing the Benefits of Southwestern Ontario’s Freight Railways (2018)  SouthwestLynx – Integrated High-Performance Public Transportation for Southwestern Ontario (2018) 3.6 Transportation Master Plan Methodology 3.6.1 Sensitivity Analysis As part of the future network assessment, a sensitivity analysis was undertaken to evaluate the potential infrastructure impacts of higher than forecasted growth in all eight Area Municipalities on the County’s transportation infrastructure needs. The purpose of this analysis was to provide the County with additional information and direction necessary to adjust the infrastructure improvement plans to accommodate higher than forecasted growth if necessary, should such growth be identified through upcoming forecast updates, or otherwise materialize over the planning period. 3.6.2 Risk Factors There are potential risk factors that will influence the County’s ability to leverage multi-modal transportation options with its current network which will have to be considered in planning. The current transportation network provides strong vehicle infrastructure but as demographics and travel patterns evolve, the County will have to ensure the necessary infrastructure is in place to serve users of all modes. There are potential risks that are outside of the planning and design of transportation infrastructure and services that can impact the level of service and have consequences for the County, as summarized below:  Higher than expected population and employment growth.  Changes to Inter-community and local Transit Services operated by Area and other Municipalities.  Passenger and Freight Rail transportation levels of service.  Rapid adoption of Autonomous Vehicles or other new technologies. Page 440 of 936 21 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.0 Existing Transportation Conditions 4.1 Existing Road Network The Oxford County Road network is divided into three functional and jurisdictional categories; Provincial Highways maintained by the Government of Ontario, County Roads maintained by Oxford County, and Local Roads maintained by the eight Area Municipalities. The full County Road network is illustrated in Figure 7. 4.1.1 Provincial Highways Provincial highways are major roads that form a network of high-speed, long-distance and inter-urban connections, crucial to maintaining a high volume of people and goods movement to and from the County. The provincial roads of Highway 401, Highway 403, Highway 19, Highway 3 and Highway 7 are all located within Oxford County. The Highway 401 and 403 corridors provide major east-west connections, facilitating access to Southwestern Ontario to the west and the Greater Toronto and Hamilton Area (GTHA) to the east. Highway 401 travels directly east to the Waterloo Region, providing access to the cities of Kitchener, Waterloo, and Cambridge, while in the west it connects to Middlesex County and the City of London. Highway 403 travels east to Brant County, providing a connection to the City of Brantford. There is a major interchange between the two highways in the southeast of the City of Woodstock. The County Road network has eight interchanges with Highway 401 and one interchange with Highway 403. Highway 19 is a significant corridor within the County as it provides a north-south connection between the Towns of Ingersoll and Tillsonburg, and travels through multiple settlement areas. There is an interchange between Highway 19 and Highway 401 southeast of the Town of Ingersoll. Highway 3 and Highway 7 have small segments within the County: Highway 3 in the Town of Tillsonburg and Highway 7 along the northern border of the Township of Zorra. 4.1.2 County Roads County roads provide major inter-municipal connections and access to the provincial highway network. Comprised of both urban and rural roads, the network serves moderate to high traffic volumes and its primarily distinct grid pattern provides strong connectivity throughout the County. At-grade connections provide access to Highway 3, Highway 7 and Highway 19, while interchanges provide access to Highway 401 and Highway 403. The major north-south County roads are Oxford Road 59, Oxford Road 119, Oxford Road 36, Oxford Road 6 and Oxford Road 4, while important east-west roads are Oxford Road 2, Oxford Road 16 and Oxford Road 9. 4.1.3 County Roads – Large Urban Centres County Roads located within the three Large Urban Centres of Woodstock, Ingersoll and Tillsonburg are subject to specific policies under the County’s Official Plan and are classified as Arterial Roads within each Area Municipalities Road classification system. As Arterial Roads within the Large Urban Centres, these roads’ primary function is moderate to high intra-urban traffic and are subject to different road standards. Major County Arterial Roads include Oxford Road 35, Oxford Road 15, Oxford Road 59, Oxford Road 54, Oxford Road 2, Oxford Road 4 and Oxford Road 9 in Woodstock, Oxford Road 53, Page 441 of 936 22 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Oxford Road 20 and Oxford Road 51 in Tillsonburg and Oxford Road 10, Oxford Road 9, Oxford Road 7 and Oxford Road 119 in Ingersoll. 4.1.4 Local Roads Local roads are owned by and under the jurisdiction of Area Municipalities. Comprised of both urban and rural roads, they serve light to moderate traffic volumes and provide access to County roads. 4.1.5 2021 Road Rationalization The 2021 Road Rationalization Update analyzed roads identified in the 2009 and 2019 TMPs as marginally meeting the thresholds for transfer between the County and Area Municipalities and requiring further review. The update resulted in the net transfer of 43.2 lane kms to the County through the acquisition by the County of Maplewood Sideroad (Oxford Road 28), New Durham Road (Oxford Road 22) and 16th Line (Oxford Road 60), and the downloading of access roads on Oxford Road 4 and Oxford Road 2 to the respective Area Municipality. 4.1.6 Summary of Projects Completed Since 2019 Since approving the current TMP, the County has invested heavily in the transportation system and completed improvements which were identified in the implementation plan. Since 2019, the County has:  Invested annually in twelve (12) capital programs which provide a benefit to the transportation system;  Completed major reconstruction/rehabilitation of seven (7) County Roads;  Completed ten (10) bridge and culvert replacements;  Completed nine (9) intersection upgrades/improvements;  Undertook eight (8) intersection control feasibility studies;  Completed or initiated seven (7) transportation plans, condition assessments and other studies; and  Completed two (2) Class EA Studies. The complete list of these improvements can be seen in Tables 7 to 12. Page 442 of 936 23 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 7: OXFORD COUNTY ROAD NETWORK Page 443 of 936 24 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 7: RECENT INVESTMENTS WITHIN COUNTY TRANSPORTATION NETWORK Location Action / Extent Notes Investment since the last TMP Countywide Guide Rail Installation The County completes annual guide rail improvements based on the needs $1,754,635 Countywide Pedestrian Crossings (PXO) The County has completed 13 PXOs since the beginning of 2020 with an additional three (3) planned for 2023/24 $833,778 Countywide Intersection Illumination The County completes intersection illumination of intersections at various locations $571,460 Countywide Cycling Infrastructure The County is proceeding with the design of cycling infrastructure based on the CMP Implementation Plan $50,000 Countywide Road Rehabilitation and Resurfacing The County has completed approximately 20 specific road rehabilitations, as well as annual asphalt padding/patching and other annual miscellaneous road repairs since 2020 $11,812,700 Countywide Miscellaneous Bridge Repairs Various bridge repairs based on needs study/OSIM since 2020 $1,922,081 Countywide Crack Sealing The County completes annual crack sealing on various County Roads and other joint projects with area municipalities $642,926 Countywide Urban Storm Sewer Storm sewer components from road projects in urban areas $2,899,832 Countywide Rural Storm Sewer Storm sewer components for road projects in rural areas $5,667,747 Countywide Retaining Walls The County completes annual retaining wall repairs and replacements based on needs $319,503 Countywide Traffic signal Since 2020, the County has replaced/repaired more than 10 traffic signals and completed the design/installations of one (1) new traffic signal $3,160,700 Countywide Traffic Calming Over 20 Speed Management and Road Safety Reviews have been completed since 2020, with an additional six (6) planned in 2023 $559,663 Page 444 of 936 25 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 8: MAJOR ROAD RECONSTRUCTION / REHABILITATION / URBANIZATION RECENTLY COMPLETED Location Road Extent Investment since last TMP Woodstock Oxford Road 9 Oxford Road 2 to #226 Ingersoll Road (Phase 1) $741,638 Zorra Oxford Road 16 31st Line to Kintore (Phase 1) $1,724,837 Woodstock Oxford Road 54 Dundas Street to Devonshire Avenue $5,921,730 Woodstock Oxford Road 59 Dundas Street to Cedar Street $6,100,000 Ingersoll Oxford Road 119 Oxford Road 10 to Oxford Road 7 $2,113,869 Blandford- Blenheim Oxford Road 36 Oxford Road 29 to Township Road 5 $1,800,940 Woodstock Oxford Road 35 Lansdowne Avenue to Woodall Way $3,100,226 TABLE 9: BRIDGE / CULVERT REPLACEMENTS RECENTLY COMPLETED Location Extent Investment since last TMP Countywide 2020 Bridge /Culverts - 927045, 856645, 842954, 807313 $6,887,658 Countywide 2020 Design (2022 Construction) - 292070, 584355, 334301, 592229 $210,000 Countywide 2021 Bridge/Culverts - 314704, 816166, 597068, 385199 $2,496,395 Countywide 2021 Design (2023 Construction) - 174259, 20115, 12362 $261,700 Countywide 2022 Bridge/Culverts - 292070, 584355, 334301, 592229 $883,830 Countywide 2022 Design (2024 Construction) 59755, 843164, 886609, 784064, 263548 $250,000 Zorra Bridge Rehab. 174259 - OR 45, 5.7km S of 119 (Boundary) $1,500,000 Tillsonburg Bridge 20115 OSR at TCT corridor $2,500,000 Woodstock Bridge 12362 OR 12/Mill St $1,300,000 Countywide 2023 Design (2025 Construction) 843613, 814230, 774050, 684802, 374623, 225536 $250,000 Page 445 of 936 26 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 10: INTERSECTION UPGRADES / IMPROVEMENTS RECENTLY COMPLETED Location Intersection Upgrade / Improvement Investment since last TMP Ingersoll Oxford Road 10 & Thomas Street Signalization $85,281 Woodstock Oxford Road 15 & Springbank Avenue Signalization $124,671 Woodstock Oxford Road 15 & Ferguson Drive Pedestrian Crossing $974,171 Blandford-Blenheim Oxford Road 29 & Blenheim Road Horizontal and Vertical Realignment $2,000,000 Woodstock Oxford Road 59 & Juliana Drive Signalization $1,602,864 Woodstock Oxford Road 59 (intersections between OR 35 & OR 17) Left turn lane construction $1,532,198 East Zorra-Tavistock Oxford Road 59 & Oxford School Left turn lane construction 2020 and 2022 $240,717 East Zorra-Tavistock Oxford Road 59 & Oxford Road 33 All-way stop, speed limit reduction, additional safety features $75,000 East Zorra-Tavistock Oxford Road 59 & Oxford Road 8 All-way Stop $10,000 Woodstock Oxford Road 59 & Oxford Road 15 Signalization and turning lanes $850,000 TABLE 11: INTERSECTION CONTROL FEASIBILITY STUDIES RECENTLY COMPLETED Location Intersection Investment since 2020 East Zorra-Tavistock Oxford Rod 59 and Oxford Road 28 $11,633 Woodstock Oxford Road 4 and Oxford Road 15 $11,633 East Zorra-Tavistock Oxford Road 59 and Oxford Road 33 $11,633 East Zorra-Tavistock Oxford Road 59 and Oxford Road 8 $11,633 Zorra Oxford Road 6 and Oxford Road 16 $11,633 Woodstock Oxford Road 12 and Juliana Drive $11,633 Woodstock Oxford Road 12 and Athlone Avenue $11,633 East Zorra-Tavistock Oxford Road 24 and Oxford Road 5 $120,000 Page 446 of 936 27 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 12: STUDIES AND ENVIRONMENTAL ASSESSMENTS RECENTLY COMPLETED Location Study / Environmental Assessment Investment since last TMP Countywide 2019 Transportation Master Plan $370,000 Countywide 2020 Road Needs Study $56,668 Woodstock / East Zorra-Tavistock Oxford Road 4 Corridor Study $154,000 Countywide 2021 Cycling Master Plan $132,289 Countywide Technical Study on Transportation Network for 2024 DC Background Study $75,000 Countywide 2020 and 2022 Bridge Needs Study $211,987 Countywide Grade Level Crossing Safety Assessment $20,000 Norwich Oxford Road 19 Class EA Study – Provincial Highway 19 to Norfolk County Limits $200,000 Tillsonburg Trans Canada Trail Bridge Class EA Study - over Ontario Southland Railway $80,000 Page 447 of 936 28 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.2 Active Transportation Oxford County has responded to the growing need for active transportation through several initiatives, most notably the 2014 Trails Master Plan and the 2021 Cycling Master Plan. These plans provide the framework for implementing pedestrian and cycling facilities and promoting further use of active transportation within the County. 4.2.1 Pedestrian The County has several established trail systems which have largely been developed and maintained by Area Municipalities, the Oxford County Trails Council and local Conservation Authorities. In 2013, the Oxford County Trails Master Plan was initiated to create a County-wide trails strategy. The plan proposed to build from the existing trail system, creating additional routes and connections through a set of multi-use trails, signed routes, paved shoulders and bike lanes. Since the plan’s adoption, the Trans Canada Trail, a 17 km linear multi-use trail has been completed. 4.2.2 Cycling The 2021 Oxford County Cycling Master Plan (CMP) was formally adopted by Council in July 2022. The CMP provides a series of strategies, frameworks and policies to improve the County’s cycling network, promote cycling commuting and enhance tourism opportunities. The backbone of the CMP is the proposed cycling network which provides a system of linkages throughout the County. The County has a range of existing cycling facilities, including both on and off-road facilities. On-road facilities range from dedicated bike lanes to paved shoulders, while off-road facilities consist of trails. Table 13 below provides a breakdown of the County’s current cycling facilities and shoulder conditions, as described in the 2021 CMP. The 2021 CMP proposes a cycling network which can be seen in Figure 8. The recommendation consists of a tiered network:  Primary Network (189 km) – critical corridors connecting urban centres and settlements  Secondary Network (181 km) – corridors connecting smaller settlement areas to the Primary Network  Local Connecting Links (20 km) – local roads, not under the County’s jurisdiction, that form part of MTO’s Province-wide Cycling Network  Proposed Off-Road Trail (15 km) – abandoned rail corridor from Tillsonburg to Norwich Additionally, the Cycling Master Plan proposes separation levels for the primary network which delineates the type of cycling infrastructure to be implemented. The separation level of the primary network can be seen in Figure 9. TABLE 13: SUMMARY OF EXISTING CYCLING AND ROAD SHOULDER CONDITIONS On-Road Facilities Urban Shoulders 23.5 km Bike Lanes 3.7 km Off-Road Facilities Off-Road Trails 32.3 km Page 448 of 936 29 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Rural Shoulder Conditions No Shoulders 56.7 km Narrow Gravel Shoulders 154.1 km Full Gravel Shoulders 234.2 km Partial Paved/Gravel Shoulders 202.2 km Paved Shoulders 6.3 km FIGURE 8: OXFORD COUNTY CYCLING NETWORK (2021 CYCLING MASTER PLAN) Page 449 of 936 30 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 9: CYCLING NETWORK LEVEL OF SEPARATION (2021 CYCLING MASTER PLAN) Page 450 of 936 31 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.3 Public Transportation The City of Woodstock offers bus transit and para-transit services within the City, while the Town of Tillsonburg’s transit authority, T:GO, provides both in-town bus transit and intercommunity bus service, the latter of which provides connections between Ingersoll, Woodstock, Tillsonburg, the community of Norwich, the City of London, and several communities within Elgin and Norfolk County. The Township of East Zorra-Tavistock transit authority has proposed a north Oxford County intercommunity bus route for future implementation across Zorra, East Zorra-Tavistock, Blandford Blenheim, Woodstock and New Hamburg. Transit connections from surrounding municipalities that serve Oxford County include Norfolk County intercommunity bus, with service to Tillsonburg, and Middlesex County intercommunity bus, with service to Ingersoll, Thamesford and Woodstock. VIA Rail provides service to Woodstock and Ingersoll, which are both on the Windsor-London-Toronto route. At the time of publication of this report (July 2023) Woodstock is served by three eastbound and four westbound trains on both weekdays and weekends, while the Ingersoll station is served by three eastbound trains and three westbound trains on both weekdays and weekends. The T:GO intercommunity bus route has a stop at the Woodstock VIA station, providing service integration. Oxford County is not serviced by GO Transit, however, St. Mary’s, Stratford, Cambridge, Brantford, Waterloo and Kitchener are serviced by GO bus routes, while Kitchener additionally has GO train service. Figure 10 below displays the County’s and surrounding regional transit networks as of 2021. Page 451 of 936 32 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 10: INTER-COMMUNITY TRANSPORTATION NETWORK (2021) 4.4 Carpool Lots There is currently one official carpool lot in operation within the County, located at Highway 401 and Highway 19, however, several informal locations were identified in the 2019 TMP, including the Quality Inn and Suites (580 Bruin Blvd), Highway 401 and Oxford Road 29, Highway 401 and Oxford Road 15, and Highway 401 and Oxford Road 10. Furthermore, two other locations were identified as having the potential to become formal lots: Oxford Road 15 and Oxford Road 55, and the Sobeys Plaza (678 Broadway Street, Tillsonburg. The 2019 TMP recommended the advocating and support of converting the informal and selected lots to formal lots, however at the time of writing this report, none had been converted. The official carpool lot and lots selected for conversion are displayed in Figure 11 below. Page 452 of 936 33 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 11: EXISTING CONVERSION CANDIDATES AND RECOMMENDED CARPOOL LOTS (2021) Page 453 of 936 34 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.5 Goods Movement Goods movement within Oxford County primarily utilizes the provincial highway, county road network and rail. 4.5.1 Provincial Highways The Highway 401 (six lane cross section) and Highway 403 (four lane cross section) noted in Section 4.1.1 are key freight vehicle routes that connect the major economic centres of the County to markets in Southwestern Ontario, the Greater Toronto and Hamilton Area (GTHA) and cross-border areas within the United States. 4.5.2 County Roads County Roads facilitate the movement of goods between the provincial highways and rail, and their local destinations or roads. County of Oxford By-law No 6191-2020, enacted January 22, 2020, placed load limits on County Roads. Specifically, the By-law applied Section 122, Subsections (1), (2), (3) and (4) of the Highway Traffic Act to the roads summarized in Table 14. These seasonal load restrictions protect County roads when they are most susceptible to potential damage, however, they limit truck goods movement. MTO has developed the Reduced Load Periods Onset and Removal Model Tool (RLPORM) to determine the optimal time to implement and remove reduced load periods based on local weather conditions. The County is in the process of implementing the tool which will improve risk management, prevent damage to road infrastructure and help businesses such as Ontario’s trucking and agri-food sector. TABLE 14: COUNTY ROADS SUBJECT TO LOAD LIMITS Subject Oxford Road Segment Oxford Road 5 Oxford Road 8 to Oxford Road 24 Oxford Road 14 Oxford Road 22 to Oxford Road 15 Oxford Road 16 Oxford Road 119 to Oxford Road 6 Oxford Road 18 Kings Highway 19, Mount Elgin to Oxford Road 13 Oxford Road 18 Oxford Road 59 to County of Brant Boundary Oxford Road 19 Kings Highway 19 to James St., Otterville Oxford Road 19 Oxford Road 59 to County of Norfolk Boundary Oxford Road 20 Oxford Road 26 to Quarter Town Line Road, Tillsonburg Oxford Road 22 Oxford Road 22 to Oxford Road 2 Oxford Road 22 Oxford Road 2 to Oxford-Waterloo Road Oxford Road 23 Oxford Road 22 to Regional Road 3, Regional Municipality of Waterloo Oxford Road 25 County of Middlesex Boundary to Oxford Road 119 Oxford Road 26 Oxford Road 20 to Elgin County Road between Concession X and XI, South Dorchester Township Page 454 of 936 35 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Oxford Road 27 Pigram Line to Kings Highway 19 Oxford Road 29 Oxford Road 3 to Oxford Road 36 Oxford Road 32 Oxford Road 37 to LaSalette Road Oxford Road 33 Oxford Road 6 to Oxford Road 59 Oxford Road 40 Oxford Road 59 Oxford Road 14 Oxford Road 47 Oxford Road 2 to Oxford Road 36 Oxford Road 28* Oxford Road 59 to Oxford Road 5 Oxford Road 60* Oxford Road 4 to Oxford Road 8 Oxford Road 21* Oxford Road 59 to Oxford Road 22 Note: * - These roads were uploaded as part of the 2021 Road Rationalization Study and should be added to the current load limit by-law 4.5.3 Rail Rail is a vital component of the County’s transportation network and economy, providing essential infrastructure for both people and goods movement. Trade corridor freight railway systems are comprised of both mainline or Class 1 railways, as well as, regional / Short Line Rail (SLR) that often provides the “first and last mile” feeder connections at either end of the mainline freight trips. Canadian Pacific Rail (CP Rail) and Canadian National Rail (CN Rail) operate east-west Class I rail lines through the Woodstock and Ingersoll which provide vital freight movement through the Quebec City to Chicago corridor. The Ontario Southland Railway (OSR) and GIO Rail operate short line rail that provides shorter freight connections within the County to the main Class 1 lines noted above, vital to local demand. Specifically, the OSR leases the CP Rail corridor from Ingersoll to Tillsonburg and the CN Rail corridor from St. Thomas to Tillsonburg and operates between Ingersoll, Tillsonburg, Aylmer and St. Thomas. GIO Rail leases the CN Cayuga Subdivision line corridor between St. Thomas and Tillsonburg. The County’s rail line network is displayed in Figure 12. 4.6 Rail Crossings There are 22 grade and 10 grade separated crossings within the County. In response to updated Transport Canada regulations, a review of at-grade crossings was undertaken in 2020 to identify safety deficiencies and recommend improvements to ensure the County’s level crossings comply with the applicable standards. The recommended improvements are discussed in Section 5.5. At-grade crossings are summarized in Table 15. Page 455 of 936 36 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 15: COUNTY ROAD AT-GRADE RAIL CROSSINGS County ID Crossing Location Railway Authority Subdivision / Spur Mileage Average Annual Daily Trains 895087 Oxford Road 3 CN Dundas 37.77 30 895929 Oxford Road 3 CP GALT 73.75 N/A 806956 Oxford Road 29 CP GALT 74.61 13 RX815776 Oxford Road 22 CP GALT 78.5 12 815006 Oxford Road 22 CN Dundas 42.27 30 715447 Oxford Road 4 CP GALT 83.52 12 59247 Oxford Road 59 CN Dundas 49.26 30 2042 Oxford Road 2 CP/OSR St. Thomas 0.42 1 684567 Oxford Road 2 CP GALT 90.47 N/A 375067 Oxford Road 6 CP GALT 93.97 10 434838 Oxford Road 11 CN Dundas 54.41 30 434801 Oxford Road 11 CP/OSR St. Thomas 4.38 2 374622 Oxford Road 6 CP/OSR St. Thomas 6.2 2 51325 Oxford Road 51 CP/OSR Port Burwell/Tillsonburg Spur 16.93 0 37057 Oxford Road 37 CP/OSR 16.48 0 53117 Oxford Road 53 CP/OSR 15.37 1 20215 Oxford Road 20 CP/OSR 14.45 1 224284 Oxford Road 19 CP/OSR 12.27 1 264210 Oxford Road 27 CP/OSR 10.19 1 9293 Oxford Road 9 CN Dundas 50.67 30 10287 Oxford Road 10 CP/OSR St. Thomas 9.91 10 976194 Oxford Road 37 CP GALT 68.82 13 Page 456 of 936 37 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 12: OPERATIONAL RAIL LINES AND RAIL CROSSINGS WITHIN OXFORD COUNTY Page 457 of 936 38 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.7 Airports There are two airports operating within Oxford County: Tillsonburg Regional Airport and Woodstock Airport. Tillsonburg Regional Airport, located north of Tillsonburg, is comprised of one paved runway and two turf runways and is a Canada Customs Airport of Entry, welcoming international flights handling general aviation aircraft up to 15 passengers. Owned by the Town of Tillsonburg, the airport serves flight training providers (i.e., Tillsonburg Flying School), flying clubs, private and corporate aircraft, charters, aerial work activities and gliders, Emergency Medical Services (EMS), and Canadian Military aircraft. The Woodstock airport, located west of Woodstock, is owned and operated by the Woodstock Ontario Flying Club and operates as a private flying club. 4.8 Oxford County Travel Patterns 4.8.1 Streetlight Data The predominant data source for assessing County travel patterns was StreetLight data. StreetLight allows users to select geographic regions or “zones”, in which a wide range of metrics can be derived from any trip that originates in, has destinations in, or passes through. The metrics utilized were origin- destination patterns between geographic regions and vehicle volumes through zones. The difference is exemplified in Figure 13, where the red boundaries represent different geographic areas in which the number of trips between the two areas can be calculated and the blue zone where the volume of vehicles passing through the zone, hence travelling on that specific road, can be determined. FIGURE 13: ILLUSTRATION OF GEOGRAPHIC AREAS AND GATE ZONES Page 458 of 936 39 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Origin-destination patterns provide a high-level assessment of general travel patterns throughout the County, while the vehicle volumes provide an assessment of the network on a road link basis, providing a more fine-grained analysis of specific roads. It should be noted that StreetLight uses several data sources to develop a vehicle traffic model in which vehicle volumes are derived, hence, volumes are an estimation. Data sources used in the model include mobility data from location-based service trips, connected vehicles, navigation GPS trips, telecommunications data and contextual data such as demographic data, weather data, road network data and traffic data. 4.8.2 Origin Destination Patterns Origin destination data has been obtained from StreetLight, allowing for an analysis of trips to, from and within Oxford County. Consistent with the 2019 base year used for the road network model, 2019 data is presented below. Most trips that originate in Oxford County end within Oxford County, with the most frequent destinations being the large urban centres of Woodstock, Ingersoll and Tillsonburg. The most frequent destinations for trips originating in Oxford County that are destined outside the County are Middlesex County, the Region of Waterloo and Norfolk County. The same pattern is observed when reviewing the trip patterns where Oxford County is the destination. The most frequent origin of trips destined for Oxford County from within the County starts in the urban centres. For trips destined for Oxford County which begin outside the County, the same surrounding municipalities of Middlesex County, the Region of Waterloo and Norfolk Counties have the highest number of trips originating from them. Figure 14 shows the external travel trends for trips between Oxford County and the surrounding municipalities. Table 16 summarizes the travel patterns for trips within Oxford County. Further origin destination summary and maps can be found in Appendix B. Page 459 of 936 40 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 14: INTER-REGIONAL ORIGIN AND DESTINATION TRAVEL TRENDS TABLE 16: INTER-REGIONAL (COUNTY) ORIGIN AND DESTINATION TRAVEL TRENDS Origin Woodstock Tillsonburg Ingersoll Norwich Zorra East Zorra- Tavistock South- West Oxford Blandford- Blenheim Destination Woodstock 243,333 1,842 8,143 6,157 3,087 8,554 6,416 2,881 Tillsonburg 1,965 69,054 1,593 3,205 237 68 3,701 21 Ingersoll 9,139 1,455 71,991 443 4,214 376 6,685 120 Norwich 7,321 3,456 507 20,050 244 274 1,245 210 Zorra 3,591 397 4,681 234 15,421 671 808 102 East Zorra- Tavistock 9,628 54 422 190 710 16,652 340 1,144 South-West Oxford 8,149 4,194 7,419 1,291 743 370 6,931 122 Blandford- Blenheim 3,593 23 161 224 117 1,235 95 7,445 Page 460 of 936 41 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.8.3 Road Volume Patterns To further understand travel patterns, Peak PM vehicle volumes from the network assessment have been analyzed, and the results are shown below in Figure 15. The results reveal several prominent corridors which experience high vehicle volumes, including but not limited to:  Oxford Road 2: Predominant County Road for East-West travel between Woodstock, Ingersoll, and London  Oxford Road 59: North-South travel from Woodstock and the Highway 401/403 corridor to Tavistock and North East-Zorra Tavistock, Tillsonburg, and Norwich.  Oxford Road 4/Oxford Road 60/Oxford Road 5: North-South travel from Woodstock and the Highway 401/403 corridor to Innerkip and North East-Zorra Tavistock/Blandford Blenheim  Oxford Road 54/Oxford Road 59: North-South travel within Woodstock and from Woodstock and the Highway 401/403 corridor to Norwich  Oxford Road 36: North-South travel in Blandford Blenheim and connection to the Regional Municipality of Waterloo  Oxford Road 51: Major Arterial Road within Tillsonburg, providing a connection to Provincial Highway 3 Page 461 of 936 42 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 15: BASE YEAR (2019) PEAK PM VEHICLE VOLUMES Page 462 of 936 43 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.8.4 Existing Mode Share The 2021 Census provided the most recent mode share figures, however, given the impacts of the COVID-19 pandemic and ongoing stay at home restrictions, the share of work from home (WFH) has notably increased. For use in the future network assessment and to establish a baseline for mode share moving forward, a revised rate has been developed which takes into consideration the lifting of COVID- 19 restrictions and the partial return to pre-pandemic travel patterns with more people returning to the office while also reflecting the new normal of an increase in hybrid work. The 2016 and 2021 Census mode shares and the revised mode share rates are summarized below in Table 17. TABLE 17: CENSUS MODE SHARES AND SUGGESTED MODE SHARES. 2016 Census 2021 Census 2024 TMP Revised Rates Percent Auto Driver 78.3% 70.2% 75.3% Percent TDM (Carpool and WFH) 15.1% 24.3% 18.9% Percent Transit 0.8% 0.5% 0.8% Percent Active Transportation 5.1% 3.6% 3.9% Percent Other 0.7% 1.3% 1.1% Given the uncertainty surrounding current and future work and travel patterns, the suggested rates were developed using several assumptions. The number of residents who worked from home in 2021 was 10,305, compared to 4,805 in 2016; it has been assumed this difference is primarily a result of COVID- 19, as no other mode experienced a comparable change. With the restrictions associated with COVID-19 being lifted and working conditions returning to a more pre-pandemic style, it was assumed a majority of those who reported working from home will return to working from an office, however, it was recognized that there will be a portion of the workforce which will remain at home. For the purpose of this plan, it was assumed 40% will remain working from home. Furthermore, in consultation with local and regional transit providers and an assessment of ridership, it was determined transit has been returning to pre-pandemic levels. The revised mode share is further displayed below in Figure 16. Page 463 of 936 44 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 16: 2024 REVISED MODE SHARES 4.9 Existing Road Network Operations Assessment 4.9.1 Existing Conditions Development The County’s Road network existing conditions were developed through an assessment of volume to capacity on major road links. Volume to capacity (V/C) is a measure of the vehicular demand relative to the carrying capacity of the roadway, based on known relationships with geometry, traffic control, and driver behaviour. The V/C value ranges from 0 to < 1.0, with 1.0 indicating the segment is operating at its carrying capacity. As the V/C becomes larger, traffic becomes less stable, and the free flow of vehicles is disrupted. Table 18 below provides a summary of V/C to Level of Service (LOS) correlation and traffic description. TABLE 18: LEVEL OF SERVICE DESCRIPTIONS AND ACTIONS V/C LOS Traffic Description < 0.6 A Free-flowing traffic with no delays. No action is required. 0.6 – 0.7 B Stable flow with little delays. No action is required. 0.7 – 0.8 C Some restricted flow with minimal delays. This triggers internal monitoring, in order to provide time to assess and plan accordingly. > 0.8 D Restricted flow and decline in comfort and convenience. Capacity improvements are required and Class Environmental Assessment is to be undertaken, if necessary Major links were established by sectioning the road network into links between County intersections, municipal boundaries and provincial highway access. The highest bi-directional Peak PM vehicle volume between the StreetLight Data and 2019 Transportation Master Plan Turning Movement Counts (TMC) was then assigned to each major link. Where there was no data available for a major link, volume from an adjacent road or Annual Average Daily Traffic (AADT) adjusted for peak hours was assigned. Page 464 of 936 45 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The locations of StreetLight zones and the 2019 Transportation Master Plan TMC locations are displayed in Figure 17. Several parameters were used for both the StreetLight and TMC data:  StreetLight data o Year – 2019 o Days of Week – Monday to Friday o Peak PM Volume – Maximum between 4-5 PM and 5-6 PM  2019 Transportation Master Plan Turning Movement Counts o 2019 volumes determined by linear interpolation between 2018 and 2023 projections  AADT Data o Year – 2019 o Peak Hour Factor of 0.1 The base year of 2019 was utilized to avoid the travel patterns changes caused by the COVID-19 Pandemic. Current travel trends are seeing a gradual return to pre-pandemic patterns, hence for the long-term travel demand projections in the future network assessment, a base year with non-pandemic patterns was utilized. Following the assignment of volumes, a capacity of 900 vehicles per lane per hour (vpl/h) was assigned to both urban and rural roads, allowing for the determination of the volume to capacity ratio for the road network. Three lane roads with a shared center left-turn lane were assigned a capacity of 450 vpl/h. These lane capacities are reflective of the characteristics of the County Road network system and are consistent with the lane capacity from the analysis completed in the previous TMP. Page 465 of 936 46 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 17: STREETLIGHT ZONES AND 2019 TMP TMC LOCATIONS Page 466 of 936 47 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 4.9.2 Existing Conditions The current road network operates well and has significant capacity available; only six links have a V/C over 0.6. Table 19 below summarizes the roads with a V/C over 0.6 (Less than an LOS of A) and the road network model can be seen in Figure 18. TABLE 19: EXISTING CONDITIONS - ROAD LINKS WITH A V/C OVER 0.6 Municipality Road Segment Base Year V/C Zorra Oxford Road 2 Oxford Road 11 to Oxford Road 7 0.72 Ingersoll Oxford Road 119 Clark Rd to Hwy 401 0.71 Tillsonburg Oxford Road 53 Oxford St to Brock St E 0.69 Zorra Oxford Road 2 Oxford Road 119 to Oxford Road 7 0.65 Norwich Oxford Road 59 Oxford Road 40 to Oxford Road 46 0.63 Woodstock Oxford Road 59 Dundas St to Henry St 0.63 Two roads, Oxford Road 2 from Oxford Road 11 to Oxford Road 7 and Oxford Road 119 from Clark Rd to Hwy 401 are exhibiting early signs of LOS issues, which are addressed in the future network assessment. 4.10 Road Safety Collision history on County roads from the past five years (2018 - September 2022) was analyzed to identify the ten most frequent locations for both rural and urban collisions. The data was obtained from MTO and consisted of all reported motor vehicle collisions within Oxford County. Urban locations were comprised of the three urban centres of Woodstock, Tillsonburg and Ingersoll, while all remaining locations qualified as rural. A heat map of all collisions on Oxford County Roads (OR) is displayed in Figure 19. A summary of the top urban and rural collision locations can be found in Table 20 and Table 21. These locations have been identified as requiring consideration for further evaluation to identify any potential safety measures or improvements. Included in the summary is the total number of collisions, severity (injuries and fatalities), and an indication of any completed or ongoing improvements. Further collision statistics and Area Municipality heat maps are contained in Appendix C. Page 467 of 936 48 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 18: BASE YEAR V/C ROAD NETWORK MODEL Page 468 of 936 49 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 19: COLLISIONS ON COUNTY ROADS HEAT MAP Page 469 of 936 50 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 20: SUMMARY OF TEN MOST FREQUENT URBAN COLLISION LOCATIONS (2018-2022) Rank Location Municipality Number of Collisions Injuries / Fatalities Completed / Ongoing Improvements 1 OR59 and Julianna Woodstock 44 4 / 0 Upgrades Completed in 2021 2 OR59 and Dundas Woodstock 42 6 / 0 Ongoing Reconstruction 3 OR59 and OR15 Woodstock 40 0 / 0 4 OR59 and Peel Woodstock 38 10 / 0 Ongoing Reconstruction 5 OR35 and Springbank Woodstock 33 5 / 0 6 OR59 and Hounsfield/Main Woodstock 33 7 / 0 Ongoing Reconstruction 7 OR4 and OR2 Woodstock 26 7 / 0 8 OR2 and OR12 Woodstock 22 6 / 0 9 OR54 and OR35 Woodstock 21 4 / 0 Reconstructed in 2021 10 OR15 and OR12 Woodstock 21 2 / 0 TABLE 21: SUMMARY OF TEN MOST FREQUENT RURAL COLLISION LOCATIONS (2018-2022) Rank Location Municipality Number of Collisions Injuries / Fatalities Completed / Ongoing Improvements 1 OR2 and OR6 (Existing Roundabout) Zorra 25 5 / 0 2 OR59 and OR33 East-Zorra Tavistock 19 5 / 1 Upgrades Completed in 2023 3 OR59, OR13 and OR46 Norwich 16 5 / 0 4 OR6 and OR33 Zorra 13 6 / 0 Illumination added in 2021 5 OR59 and OR8 East-Zorra Tavistock 13 5 / 0 All Way Stop implemented in 2021 6 OR9 and OR6 South-West Oxford 11 3 / 0 7 OR28 and OR6 Zorra 11 3 / 1 Upgrades planned for 2024 8 OR60 and OR33 East-Zorra Tavistock 11 4 / 0 9 OR6 and Karn Road South-West Oxford 11 5 / 2 Illumination added in 2021 10 OR8 and OR60 East-Zorra Tavistock 10 2 / 0 Page 470 of 936 51 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 5.0 Future Transportation Needs 5.1 Land Needs Assessment The County’s Phase 1 Comprehensive Review Study, 2020 also includes a land needs assessment that identifies the land supply required to accommodate the above noted population and employment forecasts, based on various factors and assumptions. The various secondary plans identified in 2.2.1 were largely intended to address the identified land supply deficiencies in each of those communities. However, there are some remaining land supply shortfalls in the County that have yet to be addressed. 5.2 Development Applications The County’s most recent development activity maps were reviewed to identify and locate the residential and industrial development parcels specific to each area municipality within the County. The maps also provided the status of each parcel:  Nearly built plan or phase  Draft approved plan  Registered plan  Circulated or submitted plan The maps were reviewed in comparison to the population and employment projections used in the future analysis to get a better understanding of expected development patterns. 5.3 Future Mode Share Due to large changes in travel patterns as a result of COVID-19, the County has already reached its mode share targets set out in the 2019 TMP. However, the County continues to make efforts to increase the share of sustainable modes of transport, specifically active transportation and transportation demand management and should aim to achieve a 5% increase in the sustainable mode share by 2046. The 2019 TMP and new horizon year mode share targets are summarized in Table 22, and the 2046 target mode shares are displayed in Figure 20. TABLE 22: MODE SHARE TARGET OVER HORIZON YEARS 2019 TMP 2024 TMP Vehicular (Single Auto Driver) Sustainable (All other modes) Vehicular (Single Auto Driver) Sustainable (All other modes) 2024 N/A N/A 75.3% 24.7% 2028 76% 24% 74.3% 25.7% 2033 75% 25% 73.3% 26.7% 2038 74% 26% 72.2% 27.8% 2046 N/A N/A 70.5% 29.5% Page 471 of 936 52 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 20: 2046 TARGET MODE SHARES 5.4 Future Network Operations Assessment 5.4.1 Trip Generation To assess the road network’s future operations, additional vehicle traffic associated with demographic growth was calculated for each horizon period. To calculate the increase in traffic, County household and employment projections were used to determine the total trips generated for each area municipality. Institute of Transportation Engineers (ITE) trip rates from the Trip Generation Manual (10th Edition) were utilized to convert growth in households and employment into trips. ITE Land Use Code (LUC) 210 – Single Detached Housing and LUC 710 – General Office Building were used for households and employment, respectively. Using the average rate from the ITE trip rates, the number of new gross trips was calculated for future scenarios. From there, the future mode share of each horizon was applied to account for a reduction in vehicle trips as sustainable modes increase. After accounting for the mode share, the net new trips for both dwellings and jobs are then added together to represent Net Total Trips. The Net Total Trips were then added to each road segment for each horizon year based on the base year travel patterns. 5.4.2 Assessment Results With additional trips added to each road segment, a new volume for each road was calculated and consequentially a new V/C was determined for each horizon year. Table 23 summarizes road links with a V/C over 0.6 for each horizon period. Figures of the future road network models and the complete future network assessment table can be found in Appendix D. As discussed earlier a V/C over 0.7 triggers internal monitoring, while a V/C over 0.8 will require capacity improvements. Page 472 of 936 53 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 23: FUTURE NETWORK ASSESSMENT - ROADS WITH A V/C OVER 0.6 Municipality Road Segment 2024 2028 2033 2046 Ingersoll Oxford Road 119 Clark Road to Hwy 401 0.78 0.83 0.89 1.06 Tillsonburg Oxford Road 53 Oxford Street to Brock Street E 0.79 0.83 0.89 1.04 Woodstock Oxford Road 59 Dundas Street to Henry Street 0.69 0.72 0.76 0.87 Tillsonburg Oxford Road 53 Brock Street E to Oxford Road 20 0.63 0.67 0.80 Zorra Oxford Road 2 Oxford Road 11 to Oxford Road 7 0.73 0.73 0.73 0.75 Woodstock Oxford Road 15 Oxford Road 59 and Oxford Road 12 0.61 0.65 0.75 Woodstock Oxford Road 17 Oxford Road 59 to Oxford Road 4 0.60 0.64 0.73 Woodstock Oxford Road 12 Pember’s Pass to Hwy 401 0.63 0.72 Tillsonburg Oxford Road 51 Mall Road to Hwy 19 0.61 0.72 Woodstock Oxford Road 35 Oxford Road 54 to Brompton Avenue 0.62 0.71 Woodstock Oxford Road 15 Oxford Road 59 to Oxford Road 4 0.61 0.70 Woodstock Oxford Road 59 Juliana Drive to Patullo Avenue 0.61 0.70 Zorra Oxford Road 2 Oxford Road 119 to Oxford Road 7 0.66 0.66 0.67 0.68 Norwich Oxford Road 59 Oxford Road 40 to Oxford Road 46 0.64 0.65 0.66 0.68 Woodstock Oxford Road 4 Oxford Road 17 to Oxford Road 35 0.68 Woodstock Oxford Road 2 Oxford Road 4 to Hwy 401 0.67 Woodstock Oxford Road 59 Oxford Road 15 to Juliana Drive 0.64 Zorra Oxford Road 2 Cobble Hills Rd to Oxford Road 119 0.60 0.61 0.61 0.62 Blandford- Blenheim Oxford Road 36 Oxford Waterloo Road to Township Road 11 0.61 Ingersoll Oxford Road 119 Oxford Road 9 to Clark Road E 0.60 Several roads are projected to experience LOS issues within the 5 year and 20+ year horizon periods:  5 year period o Oxford Road 119/Harris Street from Clark Road to Hwy 401 (Ingersoll) o Oxford Road 53/Tillson Avenue from Oxford Street to Bock Street E (Tillsonburg)  20+ year period o Oxford Road 59/Wilson Street from Dundas Street to Henry Street (Woodstock) o Oxford Road 53/Tillson Avenue from Brock Street E to Oxford Road 20/North Street E (Tillsonburg) Page 473 of 936 54 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT These roads will require additional capacity to improve the LOS and thus are recommended to undertake a Class Environmental Assessment (EA) to evaluate improvement options. Additionally, several roads are projected to be approaching capacity issues by the 20+ year horizon period:  Oxford Road 2 from Oxford Road 11 to Oxford Road 7 (Zorra Twp)  Oxford Road 15/Parkinson Road from Oxford Road 59/Norwich Avenue and Oxford Road 12/Mill Street (Woodstock)  Oxford Road 17 from Oxford Road 59 to Oxford Road 4 (Woodstock)  Oxford Road 12/Mill Street from Pember’s Pass to Hwy 401 (Woodstock)  Oxford Road 51/Simcoe Street from Mall Road to Hwy 19 (Tillsonburg)  Oxford Road 35/Devonshire Avenue from Oxford Road 54/Huron Street to Brompton Avenue (Woodstock)  Oxford Road 15/Parkinson Road from Oxford Road 59/Norwich Avenue to Oxford Road 4 (Woodstock)  Oxford Road 59/Norwich Avenue from Juliana Drive to Patullo Avenue (Woodstock) These roads will require internal monitoring to ensure traffic flow does not deteriorate and a Class EA is required at a sooner timeline. In addition to the roads listed above for monitoring, the following intersections have been identified to monitor for possible improvements/studies based on the collision analysis results:  OR59 and Julianna  OR59 and Dundas  OR59 and OR15  OR59 and Peel  OR35 and Springbank  OR59 and Hounsfield/Main  OR4 and OR2  OR2 and OR12  OR54 and OR35  OR15 and OR12  OR2 and OR6 (Existing Roundabout)  OR59 and OR33  OR59, OR13 and OR46  OR6 and OR33  OR59 and OR8  OR9 and OR6  OR28 and OR6  OR60 and OR33  OR6 and Karn Road  OR8 and OR60 Page 474 of 936 55 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 5.5 Railway Crossing Future Analysis 5.5.1 Railway Crossing Improvements In 2014, Transport Canada updated Grade Crossing Regulations requiring the County to ensure conformity with the new applicable standards. This prompted the County to undergo a comprehensive review of all grade level crossings to determine conformity and identify compliance deficiencies, remedial measures and develop an implementation plan. The compliance review was conducted using the following regulations, standards and guidelines:  Transport Canada Grade Crossing Regulations  Transport Canada Grade Crossing Standards  Transport Canada Grade Crossing Handbook  Transport Association of Canada Manual of Uniform Traffic Control Devices for Canada  Ministry of Transportation of Ontario Traffic Manual Book 6: Warning Signs  Transport Canada Pedestrian Safety at Grade Crossing Guide  Minimum Maintenance Standards for Municipal Roadways, O. Reg. 239  Standard Practice for Safe Walking Surfaces ASTM F1637-95  Transport Canada Guide for Determining Minimum Sightlines at Grade Crossing A summary of the remedial measures to be undertaken to ensure conformity with the applicable regulations is provided below in Table 24. TABLE 24: REMEDIAL ACTIONS FOR GRADE LEVEL CROSSINGS Crossing ID County Road Remedial Measures Cost Status 806956 Oxford Road 29 Improve the roadway surface conditions on the eastbound approach Low ($500) Complete Install 30 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs and remove the ‘BUMP AHEAD’ signs Low ($500) Complete RX815776 Oxford Road 22 Ensure the trees that have the potential to obstruct visibility on the southwest corner are trimmed on a regular basis Low ($500) Complete Install 30 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs and remove the ‘BUMP’ and ‘BUMP AHEAD’ signs Low ($500) Complete 375067 Oxford Road 6 Install 40 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs and remove the ‘BUMP’ and ‘BUMP AHEAD’ signs Low ($500) Complete Page 475 of 936 56 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 895087 Oxford Road 3 Prohibit on-street parking on the southeast corner of the crossing between Railway Street and the railway corridor Low ($500) Outstanding Install 20 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs and remove the ‘BUMP’ and ‘BUMP AHEAD’ signs Low ($500) Complete 815006 Oxford Road 22 Install 30 km/h Advisory Speed Tab signs on the same post as the RAILWAY CROSSING AHEAD signs Low ($500) Complete 59247 Oxford Road 59 Remove commercial signs to provide clear visibility of the crossing warning system throughout the northbound stopping sight distance Low to medium ($500 to $5,000) Outstanding 434838 Oxford Road 11 Install a Prepare to Stop at Railway Crossing sign on the northbound approach The approximate cost for the installation of a Prepare to Stop at Railway Crossing with flashing beacons is $60,000. Additional review completed, determined sign was not warranted 9293 Oxford Road 9 Install 30 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs, remove the ‘BUMP’ signs and the custom signs indicating ‘PLEASE REDUCE SPEED’ Low ($500) Outstanding 37057 Oxford Road 37 Trim the vegetation obstructing the warning system installed on the westbound approach Low ($500) Complete 264210 Oxford Road 27 Relocate the STOP AHEAD sign obstructing the view within the stopping sight distance past the crossing Low ($500) Complete 434801 Oxford Road 11 Prohibit on-street parking on the southeast corner of the crossing between Beachville Road and the railway corridor Low ($500) Further review completed, determined there were no other parking options, hence parking is not prohibited Page 476 of 936 57 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Install 30 km/h ‘Speed Advisory Tab’ signs below the Railway Crossing Ahead signs Low ($500) Complete 374622 Oxford Road 6 Install 30 km/h ‘Speed Advisory Tab’ signs below the existing Railway Crossing Ahead signs Low ($500) Complete In addition to the remedial measures, the review also developed a monitoring program to ensure compliance in the future. A high-level summary of the monitoring action items are as follows:  Perform periodic (every year) visual conformance checks  Perform periodic (every five years) safety audits of the crossings  Establish clear lines of communication with the railway agencies  Determine an internal process that ensures the railway agencies are notified when substantial changes to the road are undertaken  Update the County railway crossing database  Establish internal communications 5.5.2 Grade Separation The 2015 Road Needs Study inventoried and assessed the physical condition of all County grade level crossings. Of the various upgrades identified, two grade separations were found to be warranted at crossings on Oxford Road 59 Crossing (ID 59247) and Oxford Road 9 (Crossing ID 9293). The analysis utilized a cross product of daily rail traffic multiplied by AADT, which was found to exceed the threshold of 200,000 used by Transport Canada and the transportation industry for grade separation, in the now timeframe. The Canadian Road/Railway Grade Crossing Detailed Safety Assessment Field Guide (Transport Canada, 2005), identifies various factors that may be taken into account in making a decision to implement grade separation crossings. These factors include, but are not limited to, the following:  Vehicular traffic volumes over the crossing  Frequency of train movements over the crossing  Public transportation using the crossing (bus, street cars, LRT, etc.)  School bus usage  Interconnectivity of the current and future road networks  Physical site constraints (i.e., restricted sightlines, curved or angled approach, or nearby intersections that distract the motorist or impede the view of approaching trains)  Collision history  Number of tracks through the crossing  Number of road lanes over the crossing  Maximum permissible speed on the road and the tracks  Existing levels of safety  Other physical characteristics such as gradient and curvature  Recurrent or frequent weather conditions Page 477 of 936 58 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The provision of a more detailed safety assessment or operational assessment of the railway crossings was beyond the scope of the 2020 Road Needs Study. However, it was expected that further consideration of implementing grade separations should be completed through a future Class EA study, where required. 5.6 Road Rationalization Future Analysis County Roads are a part of the overall transportation network within the County, facilitating inter- community travel and connection to the Provincial highway system. Road rationalization ensures jurisdiction over roads within Oxford County is appropriate for the individual and network-wide function of the road system. As such, roads are occasionally transferred between the County and Area Municipalities, which offers several benefits, as a low priority road for the County may be of higher priority for the respective Area Municipality, and vice versa, providing the opportunity for more investment over time. The County will continue to monitor roads for consideration of upload/download based on the criteria summarized in Appendix E. The criteria were utilized in the 2009 TMP prepared by AECOM, and the 2019 TMP prepared by Paradigm Transportation Solutions Ltd. Roads uploaded to the County will undergo a review for any potential need to study or initiate intersection/corridor upgrades or improvements and will be considered in the future Goods Movement Priority Network. 6.0 Transportation Vision and Alternative Planning Strategies 6.1 Transportation Vision and Goals At the onset of the project, a vision was established to guide the development of the plan: Through 2024 to 2046, Oxford County will be supported by a transformative transportation system to lead and achieve sustainable and efficient outcomes and benefits, while promoting a safe, efficient, and sustainable multimodal transportation network to move people and goods into and throughout the County, including access and connections to opportunities and essential services, while improving mobility for all types of road users and communities. The following objectives have supported the guiding vision and are strongly reflected in the final policies, programs and recommendations: • Identify infrastructure to support growth, as identified in the Oxford County Official Plan Update (currently underway) and other existing and ongoing planning initiatives; • Develop a plan for all modes of travel within the County’s transportation system (i.e., walking, cycling, driving, goods movement); • Identify strategies to reduce single occupant vehicle trips (transit, active transportation, carpooling, work from home); • Recommend measures for managing and implementing safer transportation and developing healthy communities; and Page 478 of 936 59 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT • Provide a forum for input and awareness with the public and Area Municipalities for transportation system initiatives. 6.2 Alternative Planning Strategies Phase 2 of the Environmental Assessment process requires documentation and examination of all reasonable alternatives to address the problems and opportunities and achieve the transportation vision, referred to as alternative solutions. Accordingly, several alternative solutions to address future demands on the County’s transportation network were evaluated against environmental, social, economic and transportation service criteria. The alternative solutions were defined as follows:  Alternative 1: “Do Nothing” – With this alternative the current condition of the roadway network remains unchanged through the 2046 horizon year. There are no further investments to increase its capacity. Population and employment numbers would grow, but no further transportation projects would be constructed.  Alternative 2: “Road Improvements Only” – This alternative is focused on building the road improvements and completing the lifecycle needs recommended in the previous TMP, the 2015 and 2020 Road Needs Studies, as well as the recommendations from this study to accommodate growth to the year 2046.  Alternative 3 “Alternative Transportation Improvements” – This alternative assumes the current road network remains unchanged and is focused on aggressive investment in active transportation, TDM and transit improvements. These improvements include implementing the proposed cycling network from the 2022 Cycling Master Plan, implementing new TDM initiatives and new technologies, and enhancing transit service.  Alternative 4 “Combination of Alternatives 2 and 3” – With this alternative, there is a combination and balance in investments between Alternatives 2 and 3. This allows for some increased roadway capacity where it is needed most, but this investment is also supplemented by additional investments in active transportation, TDM and transit. 6.3 Evaluation of Alternative Solutions A multiple account evaluation (MAE) framework was developed to compare the four alternative solutions within the 2024 TMP. Selection of the preferred Alternative was based on detailed evaluation criteria that includes the consideration of transportation, natural, social and policy environments, and financial implications. Table 25 summarizes the five evaluation criteria and their applicable measures considered for the TMP. Page 479 of 936 60 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 25: EVALUATION CRITERIA AND MEASURES Evaluation Criteria Measures Transportation  Efficiently moves people and goods  Provides connectivity and continuity  Supports multi-modal transportation, including active transportation and transit Natural Environment  Protects the natural environmental areas, local streams, aquatic resources, environmentally sensitive areas and air quality Social Environment  Improves network connectivity  Appropriateness for the changing demographic  Support for a healthier community  Mobility for all users Policy  Compatible with the Provincial Policy Statement and Area Municipality objectives  Meets the County’s Official Plan, Strategic Plan, Cycling Master Plan and other planning policy objectives Financial Implications  Minimizes capital and maintenance costs  Reduces cost of congestion For each alternative solution, the evaluation criteria were given a score from 0 to 4 based on how well it meets the criterion described in the evaluation criteria measures; 0 representing XYZ, and 4 representing XYZ. The alternatives were then ranked in terms of the overall score. Table 26 displays the MAE matrix for the selection of the preferred alternative strategy. TABLE 26: TMP OPTIONS SCORING SUMMARY Transportation Natural Environment Social Environment Policy Financial Implications Score Total Rank Alternative 1 - “Do Nothing” 0 4 0 0 4 8 4 Alternative 2 – “Road Improvements Only” 2 1 2 2 2 9 3 Alternative 3 – “Alternative Transportation Improvements” 2 3 3 3 3 14 2 Alternative 4 – “Combination of Alternatives 2 and 3” 4 2 4 4 2 16 1 Alternative 1 – “Do Nothing”: while minimizing the impact on the natural environment and with little to no financial implications, does not meet the transportation, social or policy environment objectives, and was therefore screened out. Page 480 of 936 61 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Alternative 2 – “Road Improvements Only”: provides improvements to the road network but does not support the County’s sustainability and multi-modal objectives. Additionally, this car-centric alternative has a large impact on the natural environment and does not encourage sustainable travel choices. Alternative 3 – “Alternative Transportation Improvements”: provides strong alternative transportation options but does not improve the County road network. Vehicle travel is the most used mode in Oxford County and cannot be overlooked. Alternative 4 – “Combination of Alternatives 2 and 3”: builds on Alternatives 2 and 3 by providing both roadway improvements and alternative transportation options. This is reflected in the high rankings for transportation, social and policy objectives. While the financial implications are higher, the overall benefits are aligned with the County’s goals. It is recommended that Alternative 4 be carried forward. 6.4 Preferred Transportation Strategy to 2046 As a result of the MAE framework and evaluation process, Alternative 4 – “Combination of Alternatives 2 and 3” has been chosen. The following chapters provide more detail on the specific strategy elements of this TMP. A high-level summary of these strategies includes:  Road Network Strategy o Ongoing implementation of Road Infrastructure Improvements (road widening/urbanization, intersection upgrades, bridge and culvert replacements, railway crossing enhancements, etc.) and Studies (network performance studies, intersection feasibility studies, Class EA studies etc.) o Maximizing road safety through continued speed management and traffic calming, collision database monitoring, and community safety zones o Ongoing initiatives to promote Transportation Demand Management (carpooling, telecommuting, flexible work hours, etc.) to reduce future travel demand and the potential need for road widenings/expansions o Continued monitoring of the County road network to ensure adequate Traffic Control and Levels of Service are provided  Active Transportation Strategy o Expanding cycling infrastructure through implementation of the 2021 Cycling Master Plan (including ongoing provisions for wider asphalt platform for on-road cycling as part of regular road resurfacing programs) o Expanding and focusing on creating enhanced pedestrian infrastructure o Updating the 2014 Trails Master plan  Goods Movement Strategy o Ongoing infrastructure provisions to accommodate transport trucks and agricultural machinery while promoting accessibility and route connectivity o Ongoing advocacy support for regional coordination of freight rail and strategic investments o Developing a Goods Movement Strategy including a goods priority network Page 481 of 936 62 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT  People Movement Strategy o Ongoing implementation of County-wide Speed Management, Traffic Calming and Road Safety Program o Ongoing advocacy support for integrated Intra-Regional and Inter-Regional Public Transportation System for intercommunity bus network and enhanced commuter rail service o Enhancing mobility through planning of mobility hubs and service integration  Transportation System Sustainability and New Technologies Strategy o Ongoing implementation of Low Carbon Transportation alternatives (electric vehicle charging stations, alternative fuel vehicles, autonomous vehicles, etc.) o Consideration of Green Infrastructure and Technology practices (roundabout intersection improvements, Warm Mix asphalt, reclaimed concrete and asphalt) 7.0 Road Network Strategy The Road Network Strategy to 2046 serves to support the strategic goals of the 2024 TMP and focuses on the ongoing implementation of road infrastructure improvements, corridor management policies and traffic control and railway crossing enhancements. The road network strategy includes ongoing monitoring of the County Road network to ensure adequate traffic control and levels of service are afforded throughout the transportation system network. 7.1 Infrastructure Improvements Project and initiatives to maintain and enhance the efficiency, physical condition and safety of the County’s Road network and to achieve the County’s long-term transportation goals have been identified. The major projects and initiatives include:  Annual road capital infrastructure enhancements to maintain the overall system adequacy as an absolute minimum requirement;  Major road reconstruction projects to replace road infrastructure nearing the end of its useful service life in order to keep the transportation system in a good state of overall condition;  Road urbanization projects which are implemented in built up areas as the need warrants (urbanization will continue to be required as the County’s built-up areas expand);  Bridge / Culvert Rehabilitation projects to replace bridge and culvert infrastructure nearing the end of its useful life in order to keep the transportation system in a good state of overall condition;  Road intersection improvements/upgrades will continue to be undertaken as traffic volumes/patterns and levels of service change over time;  Other Major Infrastructure projects including grade separation and bridge/culvert projects;  Plans, Condition Assessments and Other Studies; and  Class EA Studies. The Road Network infrastructure improvements are discussed in further detail and summarized in Chapter 12 - Implementation and Monitoring the Plan of this report. Page 482 of 936 63 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 7.2 Corridor Management Policies and Initiatives The County’s Road network is one of the major components of the transportation system and is vital to the movement of people and goods. The following section focuses on policies to maximize road safety and accommodate future growth to ensure the safe and efficient function of the County’s roadways. Furthermore, focus has been given to the County’s goal of reducing reliance on single person vehicular trips and promoting more sustainable means of travel. 7.3.1 Maximizing Road Safety Implementing road safety measures is crucial in providing safety and security for all road users. Actions to improve road safety within the County include utilizing preventative measures to reduce the potential of collisions, monitoring and maintaining a database of collisions to better inform safety program decision making and designing all transportation infrastructure with safety in mind.  Speed Management, Traffic Calming and Road Safety – Following the 2019 TMP, The County established key principles as part of a consistent and evidence based County-wide approach to speed management and traffic calming. This approach has led to the implementation of various safety and traffic calming measures in the County such as electronic speed feedback signs, pavement markings, gateway features (street lighting community entrance signs), and adjustment of posted speeds and speed zone limits to align with the driving environment. These measures continue to be implemented along the County Road network within urban municipalities, villages, and hamlets. However, building on the success of the program, it should be continued and expanded to include the investigation of intersection safety improvements. Collisions occur more frequently at intersections, an area the program currently lacks. o Continue the Speed Management, Traffic Calming and Road Safety Program. o Expand the program to include intersection safety improvements.  Collision Database – The County currently maintains a database of all collisions which is crucial in identifying collision patterns within the County. Having up-to-date and accurate collision data allows the County to understand where and why collisions are occurring and inform strategic road safety measures. The database should continue to be maintained and a yearly review should be undertaken to identify any changing collision patterns. Furthermore, the County can use the data to develop a data-based program for identifying locations for safety measures. o Continue to update and maintain the collision database. o Perform a yearly review to inform the locations identified for safety measure improvements.  Roundabout Implementation – Roundabouts can offer several traffic operations and safety benefits. When compared to traditional signalized intersections, collision severity has been found to drastically decrease due to several factors, most notably the reduced speeds and conflict points. Furthermore, traffic operations have been seen to improve at roundabouts, as a reduction of both queues and congestion has been observed. Despite the benefits, roundabouts can also pose several challenges, including providing accommodations for vulnerable pedestrians (persons with disabilities, children, and seniors), cyclists, transport trucks, and large agricultural equipment. This necessitates the need to properly assess whether an intersection is suitable for a roundabout. Page 483 of 936 64 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The 2019 Oxford County TMP recommended the consideration of roundabouts for all intersection improvements; however, the County currently lacks a formal roundabout screening and feasibility tool that has been developed as part of the 2024 TMP update. Through research of similar tools and methods implemented by other municipalities, a roundabout feasibility and screening tool has been developed which can be found in Appendix F. This tool should be applied to all intersection projects where traffic signals exist or are warranted based on Ontario Traffic Manual (OTM) criteria, including the construction of new intersections and retrofits. o Consider roundabout implementation as an alternative to traditional signalization.  Intersection Control Feasibility Study - Intersection Control Feasibility Studies (ICFS) are undertaken to consider future intersection enhancements to certain existing two-way or all-way stop control devices to enhance traffic flow. As intersection capacities are met and/or other intersection/roadway construction is completed, intersection control feasibility studies (i.e. signalization, roundabouts, etc.) should be conducted. o Continue monitoring of County intersection functionality through ongoing Intersection Control Feasibility Studies.  Emergency Detour Routing – Emergency Detour Routes (EDR) provide alternative routes for motorists when there are unscheduled closures of a provincial highway or the Ontario Provincial Police (OPP) detour traffic off a highway. These routes facilitate the safe and efficient movement of people and goods in emergencies and should be maintained. o Maintain Emergency Detour Routing.  Automated Speed Enforcement – Automated Speed Enforcement (ASE) uses a camera and speed measurement device to capture images of vehicles exceeding posted speed limits which are then reviewed by provincial offences officers. In 2017, Ontario permitted the use of ASE systems in school zones and community safety zones. o In partnership with the Area Municipalities, consider the potential implementation of automated speed enforcement in accordance with the Safer School Zones Act.  Road Occupancy Permitting – The County currently has a process in place for Road Occupancy Permitting, however, there is no By-Law in place for enforcement. o Consider By-law implementation for enforcement of Road Occupancy Permits. 7.3.2 Maximizing Road Efficiency  Seasonal Load Restrictions – the County’s seasonal load restrictions impacts goods movement restrictions, especially in the South and Northeast parts of the County. The MTO Reduced Load Periods Onset and Removal Model Tool (RLPORM) determines the optimal time to implement and remove reduced load periods on their roads since RLPORM is responsive to local weather conditions and helps improve risk management, reduces liability, prevents damage to road infrastructure and helps businesses such as Ontario’s trucking and agri-food sector. o Consider implementing access management strategies that have reviewed and considered seasonal load restrictions. o Update the County Road seasonal load restrictions By-law.  Road Occupancy Permitting – The County currently has a process in place for Road Occupancy Permitting, however, there is no By-Law in place for enforcement. o Consider By-law implementation for enforcement of Road Occupancy Permits. Page 484 of 936 65 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 7.3.3 Railway Crossing Enhancements The County assesses the conditions of grade level crossings and grade separated crossings through the Roads Needs Study and Bridges Needs Study, respectively. The County coordinates the sharing of information, maintenance, repair and upgrades of level crossings with the appropriate rail authority. This joint responsibility requires proper planning and coordination among both parties, which the County must continue to do.  Review and Upgrade Railway Crossings – The County should continue to review the physical conditions of railway crossings based on the requirements set out by Transport Canada and perform the necessary upgrades in conformity with the appropriate regulations. o Review and Upgrade railway crossing in accordance with Transport Canada regulations. 7.3.4 Accommodating Future Growth With the County’s high projected employment and population growth, it is imperative that the County maintain an efficient road network that can accommodate future travel demand. This will be of high priority for County roads providing direct links to the major urban areas and roads already experiencing early signs of capacity constraints. Accommodating this growth can be achieved by physical modifications to roadways, as well as mitigating the demand for vehicle use. As part of the TMP update, a road network model and future assessment have been developed. The model has projected potential capacity issues on County’s Road network to the year 2046, giving the County the ability to respond more effectively to potential roadway issues. In addition to anticipating the need for future roadway retrofits, the County will continue to promote Transportation Demand Management (TDM)  Transportation Demand Management - The COVID-19 pandemic has had significant and lasting impacts on how people work, drastically increasing the availability of working from home (WFH) and flexible working options, providing an opportunity for the County to reduce peak hour vehicle demand. The 2019 TMP outlined strategies to promote WFH, which should continue to be promoted, with a focus on utilizing the opportunity afforded by the COVID-19 pandemic. Furthermore, expanding the use of active transportation and public transit decreases the need for vehicle travel, supporting demand management which the County has outlined as a long-term goal. As part of the 2024 TMP, strategies to promote Active Transportation and People Movement have been developed. o Continue to promote working from home through engagement with residents and businesses. o Implement the 2024 TMP Active Transportation and People Movement strategies.  Ridesharing – Ridesharing refers to the sharing of a ride in a motor vehicle, commonly among commuters. Ridesharing is an effective way to reduce the use of single occupant vehicles, as a trip that would normally be completed by at least two or more vehicles, is reduced to one. With emerging and established technologies, ridesharing platforms and services have become much more accessible to users. At the time of writing this report, several online platforms are available to residents in Woodstock, including but not limited to the following:  Ridesharing.com (https://www.ridesharing.com/en-ca/)  Share Your Ride (https://www.shareyourride.net/)  CarpoolWorld (https://www.carpoolworld.com/carpool_search.html)  POPARIDE (https://www.poparide.com/)  Kijij (https://www.kijiji.ca/b-rideshare-carpool/ontario/c5l9004) Page 485 of 936 66 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT These platforms provide both riders and drivers the opportunity to rideshare for both daily commutes and long-distance rides. Not only does ridesharing have the ability to limit single occupant vehicle rides, but it provides an additional mobility option for residents who do not own a vehicle. The County should support and promote ridesharing, where applicable. o Expand education and promotion of ridesharing as a mode of choice in the County. o Where applicable, support ridesharing programs  Carpool Lots – As described in Section 4.4, the County has one formal carpool lot but has identified several informal locations used as carpool lots and locations that have the potential to become carpool lots, including:  Highway 401 at Oxford Road 29 (interchange 250);  Highway 401 at Towerline Road (interchange 236);  Highway 401 at Culloden Road (interchange 216);  Quality Inn (580 Bruin Boulevard, Woodstock);  Oxford Road 15 at Oxford Road 55; and  Sobeys Plaza (678 Broadway Street, Tillsonburg). The County should advocate for the development and maintenance of carpool lots at these locations. Furthermore, these carpool lots should be connected within the County’s active transportation and transit network where available, providing residents with stronger access to carpool lots. This can include the provision of bicycle parking or lockers, sidewalk or trail access, and transit bus stops. o Advocate to the Ontario Ministry of Transportation and private landowners for the creation of new carpool lots. o Consider options to provide active transportation and transit facilities at carpool lots. 8.0 Active Transportation Strategy 8.1 Active Transportation Plan The increase in demand for active transportation methods, especially in cycling and pedestrian infrastructures, stems from the County’s vision to have a sustainable and efficient multi-modal transportation network. The feedback collected from PCC#1 events and online engagement tools has also indicated a growing desire to have more active transportation methods integrated into the transportation network. Building off that, the 2024 TMP continues to monitor and update active transportation policies outlined in the 2019 TMP, as well as recommend new strategies that will help support active transportation as a growing mode share. 8.1.1 Cycling Infrastructure As identified in the 2019 TMP, Oxford County developed the 2021 Cycling Master Plan (CMP) to support and improve cycling for the residents and visitors of Oxford County. Since Southern Ontario is quickly gaining popularity as a cycling destination, the CMP developed tools and recommendations to achieve the vision of creating a cycling network that aligns with the goals of the TMP to promote active transportation, tourism and low carbon travel options as part of a multi-modal transportation network. Page 486 of 936 67 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Within the CMP, is the implementation of a primary cycling network and the coordination of these efforts with road network improvements to realize cost efficiencies. The 2024 TMP recognizes the projects identified in the 2021 CMP implementation plan and recommends that they be implemented as outlined and in conjunction with other road network improvements, where appropriate. In addition to the implementation plan, the 2021 CMP provides a toolkit for the promotion, advocacy and stakeholder collaboration as it relates to cycling infrastructure. A champion in the County for this promotion and advocacy is the Active Transportation Advisory Committee (formally the Cycling Advisory Committee). This committee has a broad focus on all active transportation and low carbon modes, with a mandate to promote collaboration with Area Municipalities and other stakeholders. Finally, as is recommended with the TMP, it is recommended the CMP be updated every 5 years to monitor progress and revise network and implementation priorities, as applicable. 8.1.2 Pedestrian Infrastructure Improving and expanding the pedestrian infrastructure plays a vital role as Oxford County aims to create a more connected, safe, and sustainable transportation network. Due to the demand for a more accessible pedestrian network combined with the County’s active transportation goals, the TMP suggests recommendations to help achieve efficient pedestrian infrastructure.  Expanding pedestrian infrastructure – After reviewing the County’s existing by-laws and policies for pedestrians, the following is recommended to aid the expansion of pedestrian infrastructure: o Review Existing Conditions and Network – The existing network and conditions must be thoroughly assessed and detailed, and any proposed changes or expansion of the network should be built upon the existing network conditions. The pedestrian facilities should be designed according to current industry accepted standards. Sidewalks should be provided on both sides of County roads within designated Villages, Serviced Villages or Large Urban Centres except roads within a Traditional Industrial Area. The County should ensure that sidewalks associated with the County Road network are, where possible, sufficiently set back from adjacent roadways to allow for snow storage, adequate drainage, and safety for pedestrians. o New construction development and redevelopment plans should integrate safe pedestrian infrastructure into the plan. o Multi-use paths – implementation of multi-use paths within the road allowance in lieu of sidewalks should be considered where feasible and as part of CMP implementation to accommodate various Active Transportation (AT) modes and improve safety for vulnerable road users. o Accessible and best practice design guidance – As the existing conditions are analyzed and the pedestrian infrastructure is expanded, it is important to make sure the pedestrian routes are made accessible for the elderly, disabled, and persons pushing a stroller or cart, as well as pedestrians of all abilities. The associated pedestrian facilities must be designed in accordance with the appropriate guidelines. These guidelines include Ontario Traffic Manual Book 15, Ontario Provincial Standards Documents (OPSD), the Geometric Design Guide for Canadian Roads (TAC) and the Municipal Engineers Association Municipal Works Design Manual. Page 487 of 936 68 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT o Direct connections to link communities and important destinations within Oxford County – Improving pedestrian links to commercial, employment and residential areas, community centres, leisure, recreation and tourist destinations, parks, schools, trails, etc. The pedestrian network should also provide crossings across major barriers wherever appropriate and in accordance with OTM Book 15 guidelines. o Integration with other modes – It is vital to ensure that the expansion of the pedestrian infrastructure is well integrated with other modes of transportation especially public, inter- community transportation, and rail to provide an overall well-connected transportation network. o Safety analysis of existing infrastructure – The County must consider the infrastructure that supports pedestrian safety. Ongoing review of pedestrian safety through warrant analysis for pedestrian cross-overs should remain part of the County’s traffic calming, speed management and overall road safety program. Generally, high activity areas in downtown and village core areas should consider potential enhancements, such as cross- overs, to promote user safety.  Pedestrian safety and promotion programs o Key Partnerships for programs to educate and encourage the public – The Active Transportation Advisory Committee could help incorporate a few educational and engagement programs for pedestrians into school systems, local social clubs, police service, interest groups, etc. to create awareness of the benefits of a more walkable environment and the safety measures the public can adopt in their local communities. The Active Transportation Advisory Committee should partner with key representatives to help deliver these safety and encouragement programs. o Introduction/More Use of Staggered and/or Extended Pedestrian Phasing at Signals – Programs should also be implemented that have the pedestrian interest at its core, for example, staggered and/or extended pedestrian signal timings to avoid conflicts and increasing crossing times at signalized intersections in areas with high pedestrian activities. o Enhance opportunities to deliver information to the public easily and in an accessible manner – The information and projects should also be presented to the public in an easy- to-understand manner and modified in a way that allows the information to reach a wide- range of audiences located all over the County. 8.1.3 Streetscape Improvement Although County roads are primarily intended to provide inter-municipal travel, they travel directly through the core of the County’s many rural settlement areas, functioning essentially as the ‘main street’ of these villages. In this role, these roads function differently from the remaining rural network as they provide more commercial access and see higher pedestrian volumes. In alignment with the County’s objective of maintaining and promoting the vitality and vibrancy of the rural settlements, the County Road streetscapes in these areas should be improved to improve pedestrian safety and comfort.  Support Streetscape Improvements – The County should work closely with Area Municipalities to identify the need for and develop streetscape improvements in select locations to provide stronger provisions for pedestrians, cyclists and local businesses. Consideration can be given to Page 488 of 936 69 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT vegetation, street trees, pedestrian comfort, permitted patio encroachments, and on-street parking. o Advocate and support Area Municipalities in developing streetscape improvements. 8.1.4 Trails Infrastructure  Trails Master Plan – The 2014 Trails Master Plan was developed to respond to the growing demands for active transportation infrastructure in the County and outlines recommendations that are necessary for the development of trail facilities. The County should continue to facilitate trail development through an update to the 2014 Trails Master Plan. o Facilitate trail development with Area Municipal partners and stakeholders. o Explore options to develop trails with new development. o Complete update to the 2014 Trails Master Plan. 8.1.5 Looking Ahead  Micro mobility and New Technology Strategy – Micro mobility refers to any small, low-speed, human or electric-powered transportation devices which are commonly intended for short trips or “first- and last-mile” trips connecting trips made by other modes. Micro mobility includes bicycles, e-bicycles, scooters and e-scooters, and is commonly provided by public or privately owned share fleets, providing users with on-demand access to vehicles. The County should monitor the need to develop a comprehensive micro-mobility and new technology strategy. The strategy should review opportunities to allow the safe and easy integration of new technology opportunities in the transportation network and how the County will consider new technology pilots and the associated funding strategy to finance the recommendations. The micro-mobility strategy should also explore incentive programs that encourage and educate the public on all modes of Active Transportation (e-bikes, e-scooters, etc.). o Monitor the need to develop a micro-mobility and new technology strategy. 9.0 Goods Movement Strategy Oxford County is located along Southwestern Ontario’s major rail and truck freight routes, making it vital to international and regional goods movement. Supporting the railways is essential to the County’s economic health, as well as maintaining the existing multi-modal transportation system. Trucking is the predominant means of goods movement within the County and is crucial to the County’s agricultural and industrial base. This section is focused on enhancing rail and truck freight and improving the integration of both systems. 9.1 Policies and Initiatives 9.1.1 Supporting Rail Freight Rail freight is vital to Southwestern Ontario’s economy, and Oxford County is a key player as several of the region’s major rail corridors travel through the County. Ensuring these rail lines are supported and enhancing their integration within the County’s multi-modal transportation system is essential to the regional and local economic health. The Steel Corridors of Opportunity report outlined key initiatives that can improve Southwestern Ontario rail service and lead to higher performance rail and revenue. Page 489 of 936 70 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The County should develop a regional coordination rail enhancement strategy with Transport Canada, the Federal Government, and its rail agencies (CN, CP) and other local and regional municipalities. Furthermore, stronger physical infrastructure is required to increase the performance of the existing main line (Class 1) and short line railways.  Regional Coordination Strategy – Includes participation in the creation of the Province’s stakeholder engagement regarding the enhancement of rail service across Southwestern Ontario, including discussion around the current state and future direction of both freight and passenger rail. o Develop a strategy to engage Transport Canada, the Federal Government and its rail agencies (CN, CP) to coordinate discussions around rail freight.  Strategic Investments into Rail Freight Infrastructure – There are several infrastructure improvements that could create significant positive impacts on the rail freight industry’s operational efficiency and recommended that the County advocate for their implementation (refer to the County’s 2018 SouthwestLynx Plan). Shipper sidings and carpools, transloading, warehousing, distribution, regional intermodal, and inland port facilities are all essential to a better connected and more efficient railway system. Furthermore, the County should explore opportunities to provide support to shortline rail lines and the development of unused rail spurs. o Engage local and regional governments to advocate the Provincial and Federal government to provide funding to address rail infrastructure bottlenecks or tax credits for expanded rail siding, transload, warehousing and distribution facilities. o Advocate for the support of shortline railways. 9.1.2 Supporting Truck Freight Trucking is a principal means of goods transport in Southern Ontario with highways linking to all major manufacturing centres and international border crossings. The demand for truck transport remains a competitive mode of goods distribution. Trucking provides inter-modal goods transport connectivity between rail, air and marine transport facilities and market destination. In order to better accommodate trucking and minimize its impact on the community, the County should develop a goods movement priority network which designates specific trucking routes.  Goods Movement Priority Network – A goods movement priority network will allow for designated truck routes to avoid residential areas and optimize connectivity to agricultural, aggregate and industrial areas. This will minimize the negative impact trucks can have on the community while improving the flow of trucks through the County. These routes should have specific design provisions for large vehicles, ensuring stronger accommodation of truck freight. Additionally, providing intermodal connections between truck and rail freight is integral to maximizing the benefits of both modes. With the location of the Highway 401/403 corridor, Oxford County has the opportunity to provide an intermodal facility with strong connections to the existing rail network, County Road network and the Provincial Highway system. Options for a Freight Village, a purpose built facility to connect, reload, compile and prepare different modes, and possible funding sources should be explored in the Goods Movement Priority Network analysis to ensure the County takes advantage of its unique opportunity at the 401/403 corridor. o Develop a Goods Movement Priority Network. Page 490 of 936 71 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT o Construct truck route roadways to arterial road specifications and provide adequate turning radii and turning lane storage to accommodate freight, aggregate and agricultural vehicles. o Provide adequate height and width under bridges when constructing new roads or undertaking road rehabilitation to facilitate existing rail services and transport trucks. o Consider the potential for development of a Freight Multi-modal Facility near the Highway 401/403 corridor, in the Goods Movement Priority Network. o Review opportunities for truck bypass routes within the Goods Movement Priority Network. 9.1.3 Supporting Agriculture Agricultural vehicles and their movement on the County Road network is also a crucial component of the County’s agricultural industry and should be supported the same as the movements of trucks supporting that industry. Unlike trucking, however, the movement of agricultural vehicles is far less consistent, frequent, and involves many different sizes of vehicles. Agricultural vehicles need to access the County’s Road network to travel between fields predominately during planting and harvesting periods. These vehicles are often very wide and move much slower than the other vehicles using the network. In order to better accommodate these movements and minimize the impact on the other vehicles using the road network during this time, the County should consider design measures for their road network which will help minimize the impact of agricultural vehicles.  Agricultural Vehicle Design Considerations – when completing road reconstructions and rehabilitations on County Road which are typically travelled by agricultural vehicles, the County should ensure that the movement of agricultural vehicles is considered in the roadways design. Consideration should be given to the width of the shoulders and the design of field entrances along that section of the road. o Implement agricultural vehicle supportive design elements when completing road reconstructions and rehabilitations. 10.0 People Movement Strategy As an important component of the County’s mode share, public transportation is vital to providing mobility to residents and its expansion will have an important role in decreasing vehicular mode share and increasing sustainable modes. The following policies and initiatives are aimed at facilitating the integration of local transit, intercommunity bus service, commuter rail, and mobility for users in the County. 10.1 Policies and Initiatives 10.1.1 Expanding Inter-Community Transportation The development of a public transportation system that addresses small urban-rural mobility and connectivity within Oxford County and across the Southwestern Ontario region is vital to our economic vitality and community well-being. Further, transportation connections are vital to the quality of life and help to remove barriers that make it difficult for some Ontarians to reach jobs, participate in local community activities and access healthcare and specialized medical services, education and training, social services and programs, urban transit and intercity rail, air and bus services. Oxford County should perform ongoing advocacy to facilitate the integration of intra-County and inter-regional transportation connections. Page 491 of 936 72 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT  Tillsonburg Inter-community Bus Transit - The Tillsonburg transit authority operates an inter- community bus transit system as part of the T:GO service. The bus system serves several communities in south Oxford and outside the County’s boundaries, including Middlesex, Elgin, and Norfolk Counties, providing important regional mobility for residents. Furthermore, the service provides intermodal access to passenger rail stations in Woodstock and Ingersoll. o Support the continuation of the T:GO intercommunity bus transit and the intermodal connections to commuter rail and local transit facilities.  North Oxford Inter-community Bus Transit – The Township of East Zorra-Tavistock (EZT) transit authority is planning to implement an inter-community bus transit system across which will service communities in north Oxford with larger urban centre transit hubs (i.e., Woodstock Transit, Grand River Transit - New Hamburg). The proposed system would provide a similar service to that of the Tillsonburg Inter-community Bus Transit by providing improved mobility and access for the communities of north Oxford. The County should continue to advocate for this service and its implementation and service integration into the existing and future public transit options. o Advocate for the implementation of the EZT Intercommunity Bus Transit service across north Oxford.  Southwest Community Transit (SCT) Association – Oxford County maintains active membership within the SCT Association which coordinates the integrated delivery of inter- community bus transportation services in Southwest Ontario, shares information, innovation and develop best practices, identifies economies of scale through shared purchasing and operating agreements, and act as a common voice to support long-term sustainable intercommunity bus transit o Continue to collaborate and promote the coordination and integration of regional intercommunity bus transit connectivity amongst SCT Association member municipalities. 10.1.2 Enhancing Commuter Rail High performance passenger rail forms part of a fully integrated public transportation solution that is complemented by inter-community bus transit networks. The County should focus on advocating for higher performance passenger rail and inter-community bus transit integration.  Enhanced Passenger Rail Service - The 2018 Southwest Lynx Report outlined several recommendations for enhancing passenger rail service in Oxford County. o Advocate for enhanced passenger rail service on the north and south CN rail line corridors which offers increased train performance, frequency and reliability. o Integrate with local and intercommunity bus transit and ensure adequate first/last mile transportation options. o Work with Transport Canada, the Federal Government and its rail agencies (CN, CP) to advocate and support studies which explore Southwestern Ontario passenger rail enhancements. 10.1.3 Tillsonburg Airport Tillsonburg airport provides a unique component within Oxford’s transportation system, however non- vehicular access to the airport could be improved. Currently, the airport benefits from strong road access, given its location along Highway 19, however, there is no public transit or alternative access. The T:Go inter-community bus service provides an opportunity to expand access to the airport by integrating it with the current public transit system. Page 492 of 936 73 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT  T: GO Bus Stop – The T:GO intercommunity bus Route 1 (Monday to Friday) travels in close vicinity to the airport while Route 4 (Monday and Wednesday), travels directly past the Tillsonburg airport along Highway 19. Neither of these routes have a dedicated or flexible stop (on demand) for the airport. o Discuss the potential for a trial T:GO stop at Tillsonburg Airport with the Town of Tillsonburg transit authority. 10.1.4 Enhancing Mobility With the recent progress, the County has made on providing intercommunity bus service, and the proposed north Oxford bus service, an opportunity exists to create “Mobility Hubs”, multi-modal transit connections, to support public transit and transit oriented- development. These hubs can also be strategic locations for micro-mobility pilot programs.  Mobility Hubs - As outlined in the Southwest Lynx Report, multi-modal facilities can enhance transit service by providing barrier-free integration among different modes/providers. The Tillsonburg intercommunity bus and proposed north Oxford route both have stops at the Woodstock and Ingersoll train stations, providing service integration and the opportunity to transform the locations into “Mobility Hubs”. Through directed land-use policies guiding the development of the surrounding area, these areas can become integral nodes in Oxford’s transportation and transit network, providing simple, fast and efficient connections between different modes of travel. o In collaboration with Community Planning and Area Municipalities, consider the designation of the Woodstock and Ingersoll train stations as “Mobility Hubs” to develop specific zoning to create a mixed-use, higher density urban form and increase community connectivity. o Facilitate integration of existing and future intercommunity bus transportation or other modes of local transit at “Mobility Hubs” destinations through coordination with transit authority providers. 10.1.5 Looking Ahead A long-term goal of the County should be Universal Basic Mobility (UBM), the concept that everyone should have access to safe, affordable and reliable transportation. UBM strives to fill the gaps in the existing transportation system, providing mobility for demographics who may struggle to access transportation, specifically, groups of lower socioeconomic status, people with disabilities, youth and seniors. Access to mobility has a significant impact on people’s wellbeing, as it is essential to accessing employment, education, healthcare and essential services. Furthermore, UBM promotes the use of sustainable modes including AT and public transportation providing environmental benefits and relieving the reliance on personal vehicles. UBM is largely supported by expanding and improving access to alternative forms of travel, primarily active transportation and public transportation.  Universal Basic Mobility – Looking ahead to the long-term, the County should strive for “Universal Basic Mobility” – the concept that everyone can have access to safe, affordable and reliable mobility. o Promote Universal Basic Mobility through improved active transportation infrastructure, transit oriented development and micro mobility. Page 493 of 936 74 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 11.0 Transportation System Sustainability and New Technology Strategy Oxford County has responded to the growing demand to address climate change, and in 2015, Council endorsed the goal of achieving 100% renewable energy by 2050. This led to the Renewable Energy Plan (2018), which provides the groundwork for the County’s strategy to reduce greenhouse gas emissions. Subsequent plans include the Energy Management Plan (2019 – second version), the Green Fleet Plan (2021 – second version) and the Renewable Energy Action Plan (2022), all of which work in conjunction to achieve the goals set out in the Renewable Energy Plan. The Renewable Energy Action Plan aims to outline a plan for how the County, will contribute to the 100% renewable energy community goal within its own facilities portfolio, as it aims to reduce energy dependence and greenhouse gas (GHG) emission sources, as well as increase renewable energy generation on County owned and operated property. The County’s 2024 TMP policies align with the goal of reducing emissions, through the promotion of active transportation, public transit, and the reduction of motor vehicle use. The following new policies and initiatives align with the County’s sustainability goals. 11.1 Policies and Initiatives 11.1.1 Autonomous Vehicles Autonomous vehicles (AV) have seen a surge in their demand due to their potential to reduce travel time, improve traffic flow and improve road safety. Autonomous vehicles help achieve the County’s goals of providing a convenient transportation system which is accessible and efficient for its users.  Autonomous Vehicle Network – In alignment with the 2019 TMP, the proposed AV network should be implemented to allow the manufacturers to use more designated routes that will help the testing and validation of the technology. o Implement AV network to facilitate testing of Level 3 to Level 5 AV as part of the Windsor to Ottawa network.  Municipal Alliance for Connected and Autonomous Vehicles in Ontario - By continuing to work with the Municipal Alliance for Connected and Autonomous Vehicles in Ontario (MACAVO), the County can gather more opportunities to influence AV testing and implementation. o Continue to work with the Municipal Alliance for Connected and Autonomous Vehicles in Ontario (MACAVO) on the development of a larger AVE road network serving Southwestern Ontario. 11.1.2 Electric Vehicles The demand for electric vehicles and other low emission vehicles is increasing rapidly and, in response, the County has completed several initiatives to improve the availability of Electric Vehicle Service Equipment (EVSE) within the County. In 2016, the County participated in the Electric Vehicle Chargers Ontario Program (EVCO) to obtain funding and support for the development of various charging stations across Oxford County. This funding was approved in June 2016, with the provision of additional charging stations to be located at the Quality Inn Hotel and Suites (500 Bruin Blvd. Woodstock), and the Ingersoll Town Centre (16 King Street, Ingersoll). This resulted in the County receiving four level 2 charging stations and two level 3 charging stations at a total grant cost of $350,760. In 2018, the County completed the Oxford County Feasibility Study: EVSE Data Mapping & Analysis in Support of Oxford County’s Electric Vehicle Accessibility Plan (EVAP) to map strategic locations for Page 494 of 936 75 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT additional EVSE installations across the region, concluding that a total of 163 Level 1, 54 Level 2 and 12 Level 3 chargers were needed to be placed in suitable parking locations to serve Oxford residents who adopt EVs. The current privately owned and managed charging station locations can be seen in Figure 21. The County currently owns and manages 11 EV charging station locations as seen in Figure 22. As part of the County’s 2019 TMP, 16 locations for new charging stations were proposed, of which seven have been built. Additionally, 12 new locations have been proposed, and are summarized below in Table 27. TABLE 27: PROPOSED ELECTRIC VEHICLE CHARGING STATIONS Site Location Quantity EVC Type Southside Water Treatment Facility, 221 Victoria St., Woodstock 1 L3 EVC Southside Water Treatment Facility, 221 Victoria St., Woodstock 6 L2 EVC Highland Patrol Yard, 884135 Road 88, Embro 1 L3 EVC Highland Patrol Yard, 884135 Road 88, Embro 2 L2 EVC Springford Patrol Yard, 432594 Zenda Line, Otterville 1 L3 EVC Springford Patrol Yard, 432594 Zenda Line, Otterville 2 L2 EVC Drumbo Patrol Yard, 895939 Oxford Road 3, Drumbo 1 L3 EVC Drumbo Patrol Yard, 895939 Oxford Road 3, Drumbo 2 L2 EVC Woodstock Patrol Yard, 515165 11th Line County Road 30, Woodstock 4 L2 EVC Water Operations Centre, 59 George Johnson Blvd, Ingersoll 4 L2 EVC Oxford County Waste Management Facility, 384060 Salford Road, Salford 2 L2 EVC Ingersoll WWTP, 56 McKeand St, Ingersoll 1 L3 EVC  Electric Vehicle Charging Infrastructure – The expanded provision of EV charging infrastructure supports the sustainability goals of the County and the County should assist in initiatives implementing the EV charging network and EV charging infrastructure in general. o The County will support initiatives of Area Municipalities in EV charging implementation and supportive policies. o The County will support policies to develop EV charging infrastructure in new and reconstructed development across the County. Page 495 of 936 76 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 21: PUBLICLY AVAILABLE CHARGING STATIONS IN OXFORD COUNTY PRIVATELY MANAGED AND OWNED Page 496 of 936 77 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 22: PUBLICLY AVAILABLE CHARGING STATIONS IN OXFORD COUNTY MANAGED AND OWNED BY PUBLIC WORKS Page 497 of 936 78 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 11.1.3 Alternative Fuel Sources  Explore Opportunities to Utilize Alternative Fuel Sources – As identified in the County’s 100% Renewable Energy Plan (2018), 44% of the County’s GHG emissions are from the transportation sector and gasoline and diesel account for 99% of the County’s transportation sector’s fuel source. Besides the use the EVs within the County’s vehicle fleet, further alternative fuel sources need to be adopted to achieve the County’s sustainability goals. The following alternative fuel sources provide opportunities to assist Oxford County in obtaining the 100% Renewable Energy Goal:  Solar Photovoltaic (PV) – Oxford County has already implemented the use of solar photovoltaic (PV) systems such as in Hydro One’s established White Lanes microGRID project where 33 KW of PV panels support a 100 KVA 240-volt single phase transformer.  Compressed Natural Gas – CNG produces the least amount of Green House Gas (GHG) emissions in the transportation fuel market compared to other alternatives due to being non-toxic and the cleanest. The County has already purchased CNG snowplows, 18 of which are hybrid Unleaded Gasoline/Compressed Natural Gas and 2 are Compressed Natural Gas only.  Hydrogen – Hydrogen is considered a future clean energy source but it’s not a viable alternative fuel source now due to its lack of availability and high production cost. With further research and improvements, Hydrogen will be able to overcome the obstacles and the County can incorporate it in the long-term future transportation plans rather than now.  Biofuel – Biofuel is a liquid fuel produced from biomass and known to be carbon neutral because the energy it creates is carbon based. Oxford County has a large rural area that generates substantial amounts of biomasses that can be utilized as a source of biofuel. The County has been an early adopter of several alternative fuel sources and should continue to explore options to utilize other emerging technologies. o The County should explore opportunities to utilize and/or expand the use of alternative fuels within its vehicle fleet. 11.1.4 Alternative Road Construction Materials  Explore Opportunities to Utilize Alternative Construction Materials - The construction industry is seeing emerging advances in road construction green technology, providing more cost efficient, durable and sustainable technologies. The following are building materials which the County should consider as alternative approaches to current materials:  Reclaimed Concrete (RCM) – RCM or “recycled” concrete is a processed aggregate commonly made from demolished Portland cement concrete. It can be used as an aggregate substitute in various concrete applications, pavement, base and engineered fill, certain surface treatments, and some Hot Mix Asphalt (HMA).  Reclaimed Asphalt (RAP) – RAP, much like RCM is recycled asphalt that has been processed following its removal. RAP contains valuable binder and aggregate and can use as a substitute for both intermediate and surface layers of flexible asphalt.  Warm Mix Asphalt (WMA) – WMA is a variety of asphalt products that require less heat when being paved compared to HMA. Due to the lower temperatures, less fuel can be Page 498 of 936 79 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT consumed, and the asphalt cools slower, reducing costs, extending the paving season and improving construction processes. These technologies provide a range of environmental, cost, and life-cycle advantages, and should be utilized where available. o The County should explore opportunities to utilize and/or incentivize the use of alternative road construction materials in rehabilitation or new projects. 11.1.5 Looking Ahead New technology alternatives to reduce congestion and GHG emissions that the County could consider in their 100% Renewable Energy Goals are:  Connected vehicles – The County could consider connected vehicles. These vehicles can share information with other devices/systems to make driving more safe, efficient and convenient. Unlike automated vehicles, connected vehicles use technology that does not control the vehicle’s operation – this technology is designed to receive and share information with drivers. o Cooperative Truck Platooning Pilot Program – On January 1, 2019, the Government of Ontario launched the Cooperative Truck Platooning program. Cooperative platooning is when two or three vehicles equipped with driving support systems and vehicle-to-vehicle communications are driven together as a group. The benefits of truck platooning include the potential to improve traffic flow, move goods more efficiently, reduce fuel consumption, and drive economic growth and investment. This program is separate from the AV program, also established by the Government of Ontario. 11.2 Summary of Climate Change Adaptation and Mitigation Through the direct actions taken over the past few years, the County has proven their commitment to transitioning away from fossil fuels and to promoting low carbon transportation and supporting sustainable modes of travel. With the implementation of the strategies and actions outlined within the TMP, the County is supporting a shift away from single-occupant auto trips and an increase in sustainable modes of travel and transportation systems including:  Transportation Demand Management (carpooling and working from home);  Active transportation (walking and cycling);  Local/Intercommunity bus transit and passenger rail;  Expanding the EV charging network;  Autonomous vehicle testing (through the implementation of the AV network);  Enhanced people and goods movement (through support and participation in the various initiatives outlined in the SouthwestLynx. Steel Corridors of Opportunity and Empowering Ontario’s Short Line Railways reports;  Low carbon intersection control improvements (i.e. roundabouts); and  Use of alternative fuel sources and construction materials. Page 499 of 936 80 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 12.0 Implementation and Monitoring the Plan The 2024 TMP is the overarching strategic document that provides a framework for how Oxford County will address its transportation needs to the year 2046. It describes, anticipates and plans for the movement of people and goods in a multi-modal, accessible transportation system. The TMP is not a provincially legislated document and, therefore has no statutory authority. That authority is provided through the Oxford County Official Plan by incorporating the main policy directions of the TMP. The primary purpose of the TMP is to guide the County’s transportation related decision making and provide direction for its discussions and negotiations with other agencies and governments. In addition, the TMP is not just a plan of infrastructure actions. It provides the policy framework on which to make operational decisions for the County and the respective projects identified in the transportation master plan implementation program will provide a baseline for Oxford County’s future capital budgets. 12.1 Implementation Plan 12.1.1 Timing and Priorities To assist in guiding the County in implementing the road infrastructure improvements, policy and advocacy plans recommended in the TMP, an implementation plan with suggested timing for the various projects, policies and initiatives has been developed. The implementation plan is broken down by major category and can be seen in Table 28 to Table 38. A complete copy of the implementation plan, which includes high level cost estimates for the infrastructure projects is included in Appendix G. 12.1.2 Potential Funding Sources Given the growth-related nature of the servicing strategies, the 2024 TMP capital implementation program will also form the foundation for the transportation system components of Oxford County’s Development Charges (DC) By-law as part of the County’s Integrated Growth Management process. Along with the Transportation Development Charges Technical Report, the 2024 TMP provides recommendations, provides supporting information and identifies the capital requirements for the Oxford County DC By-Law which will be updated in 2024. The Government of Canada offers infrastructure funding through the Investing in Canada Infrastructure Program. The program, delivered through bilateral agreements between Infrastructure Canada and each of the provinces and territories, provides funding through one of several streams:  Public Transit  Green Infrastructure  Community, Culture and Recreation Infrastructure  Rural and Northern Communities Infrastructure For projects funded through these streams, the Government of Canada will invest up to 40% for municipal and not-for-profit projects in the provinces. Additionally, the Government of Ontario offers the Ontario Community Infrastructure Fund (OCIF), which provides grants for small, rural, and northern communities. The eligibility of the County to qualify as a rural community will need to be confirmed. Page 500 of 936 81 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 28: IMPLEMENTATION PLAN – ANNUAL CAPITAL PROGRAMS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide Guide Rail Installation  Countywide Pedestrian Crossings    Countywide Intersection Illumination    Countywide Cycling Infrastructure    Countywide Road Rehabilitation and Resurfacing    Countywide Bridge Misc. Repairs per Needs Study/OSIM  Countywide Crack Sealing    Countywide Urban Storm Sewer    Countywide Rural Storm Sewer    Countywide Retaining Walls  Countywide Traffic Signals    Countywide Traffic Calming    Page 501 of 936 82 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 29: IMPLEMENTATION PLAN – MAJOR ROAD RECONSTRUCTION / REHABILITATION Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 3 (Road part of Princeton Drainage Project includes Urbanization)  Woodstock Oxford Road 9 (Oxford Road 2 to #226 Ingersoll Road) - Phase 2 *  Zorra Oxford Road 16 (from 31st Line to Kintore) - Phase 2  Zorra / Norwich Oxford Road 19 (Highway 19 to Norfolk County Border)  Tillsonburg Oxford Road 53 (Brock Street E to Highway 19)  Woodstock Oxford Road 59 (Dundas Street to Henry Street)  Woodstock Oxford Road 35 (Oxford Road 59 to Oxford Road 54) *  Woodstock Oxford Road 35 (Oxford Road 54 to Lansdowne Avenue) *  Note: * - The project will include the implementation of the cycling facility of the Primary Network as identified in the Cycling Master Plan TABLE 30: IMPLEMENTATION PLAN – ROAD URBANIZATION Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Woodstock Oxford Road 35 (Woodall Way to Oxford Road 4)  Ingersoll Oxford Road 9 / King Street (Oxford Road 10 to Town Limits) (1)  Blandford-Blenheim Oxford Road 22 / Oxford Road 8 (in the village of Bright)  Norwich Oxford Road 59 (within the village of Burgessville)  Note: (1) - The project should include coordination with an improvement identified in the County’s 2024 W/WW MP. Page 502 of 936 83 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 31: IMPLEMENTATION PLAN – BRIDGE / CULVERT REHABILITATIONS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide 2024 Design (2026 Construction)  Countywide 2025 Design (2027 Construction)  Countywide 2026 Design (2028 Construction)  Countywide 2027 Design (2029 Construction)  Countywide 2028 Structures: 843927, 856645, 816765, 324873, 593175 & 963929  Countywide 2028 Design (2030 Construction)  Countywide 2029 Structures: 596279, 596020, 684656, 842608, 376551 & 686115  Countywide 2029 Design (2031 Construction)  Countywide 2030 Structures: 816111, 684200, 195840, 885646, 465125 & 975130 (Boundary)  Countywide 2030 Design (2032 Construction)  Countywide 2031 Structures: 922773, 927566, 263226, 375488, 886117 & 592540  Countywide 2031 Design (2033 Construction)  Countywide 2032 Structures: 884114, 595880, 375739, 565718, 375770, 375806, & 985320 (Boundary)  Countywide 2032 Design (2034 Construction)  Blandford-Blenheim Culvert Rehab. 686444 - OR 2, 1.7km E of 22 (Boundary)  Blandford-Blenheim Bridge Rehab. 686843 - OR2, 1.3km W of 3 (Boundary)  Blandford-Blenheim Culvert Repl. 687425 - OR 2, 4.35km E of 25 (Boundary)  Blandford-Blenheim Culvert Rehab. 715213 - OR 4, 0.75km N of 35  Blandford-Blenheim Bridge Rehab. 805907 - OR 29, 0.3km E of 4  Blandford-Blenheim Culvert Rehab. 886609 - OR 8, 2.7km E of 22  Norwich Bridge Rehab. 774050 - OR 14, 3.2km N of 21  Norwich Culvert Rehab. 684802 - OR 2, 0.4km W of 30  Norwich Culvert Rehab. 814230 - OR 22, 0.3km N of Gunn's Hill Rd (Boundary)  Norwich Bridge Rehab. 225536 - OR 19/Main St, 2.1km W of 59  Norwich Bridge Rehab. 773216 - OR 59, 0.15km S of 18  Page 503 of 936 84 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Bridge Rehab. 813810 - OR 22, 0.5km N of 21 (Boundary)  Norwich Bridge Rehab. 814010 - OR 22, 0.5km S of Substation Rd (Boundary)  South-West Oxford Bridge Rehab. 224538 - OR 19, 2.8km E of 19  South-West Oxford Culvert Repl. 263548 - OR 27, 0.1km E of 10  Woodstock Bridge Rehab. 59755 - OR 59, 0.4km N of 35  Zorra Culvert Repl. 194950 - OR 119, 0.5km S of 2  Zorra Bridge Rehab. 843613 - OR 16, 0.01km E of 31st Ln, with stream realignment  Zorra Bridge Rehab. 682935 - OR 2, 0.15km E of 119  Zorra Bridge Rehab. 784064 - OR 33, 0.4 km E of 6  Zorra Culvert Repl. 843164 - OR 16, 1.9km E of 119  Zorra Bridge Rehab. 374623 - OR 6, 0.1km N of 9  Zorra Bridge Rehab. 643977 - OR 16, 0.5km W of 6  Zorra Culvert Repl. 682563 - OR 2, 0.13km E of Cobble Hill Road (Boundary)  Page 504 of 936 85 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 32: IMPLEMENTATION PLAN – CYCLING INFRASTRUCTURE Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Woodstock / East Zorra-Tavistock Oxford Road 4 from Oxford Road 35 to Oxford Road 29  Blandford-Blenheim Oxford Road 29 from Oxford Road 4 to Oxford Road 36  Blandford-Blenheim Oxford Road 36 from Oxford Road 29 to Piper St  Norwich Oxford Road 13 from Oxford Road 59 to Trans Canada Trail  South-West Oxford Oxford Road 9 from Woodstock to Ingersoll  Woodstock / East Zorra-Tavistock Oxford Road 17 from Hickson Trail to Oxford Road 4  East Zorra-Tavistock Oxford Road 59 from Oxford Road 8 to Oxford Road 24  East Zorra-Tavistock Oxford Road 24 from Oxford Road 59 to Punkydoodles Ave  Woodstock Oxford Road 59 from Hickson Trail to Oxford Road 35  Woodstock Oxford Road 54 / Oxford Road 59 from Oxford Road 35 to Juliana Drive  Zorra Oxford Road 6 from Oxford Road 28 to Oxford Road 8  Zorra Oxford Road 8 from Oxford Road 6 to Hickson Trail  Zorra Oxford Road 10 from Oxford Road 20 to Oxford Road 119  Norwich Oxford Road 59 from Oxford Road 54 to Oxford Road 13  Zorra Oxford Road 119 from Oxford Road 7 to Oxford Road 28  Page 505 of 936 86 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 33: IMPLEMENTATION PLAN – UNDERTAKE INTERSECTION UPGRADES / IMPROVEMENTS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 8 & Oxford Road 36 (Roundabout) – Boundary Waterloo Led  Woodstock Oxford Road 15 & Springbank Avenue – North Right Turn Lane  Norwich Oxford Road 59 & Palmer, Oxford 59 & Tidey – Turning Radius Improvements  Zorra Oxford Road 6 & Oxford Road 16 – Overhead Flashing Lights  East Zorra-Tavistock Oxford Road 59 & Oxford Road 28 – Overhead Flashing Lights  Zorra Oxford Road 2 & Middleton Street – Signalization and Turning Lanes  Woodstock Oxford Road 59 & Pattullo Avenue – Realignment (City of Woodstock Led)  Woodstock Oxford Road 12 (Mill St) & Oxford Road 2 (Dundas St.) - Phase 2 – North Right Turn Lane  Tillsonburg Oxford Road 20 (North Street) & Oxford Road 53 (Tillson Avenue) – Signalization (1)  Woodstock Oxford Road 12 & Juliana Drive – Roundabout  Woodstock Oxford Road 12 & Athlone Avenue – Roundabout  East Zorra-Tavistock Oxford Road 24 & Oxford Road 5 (Punkydoodles) – Study to be completed at the end of 2023  Woodstock Oxford Road 4 & Oxford Road 2 – Duel Left Turn Lane  Norwich Oxford Road 2 & Oxford Road 55 (Township 53) – Roundabout  Ingersoll Oxford Road 10 & Thomas Street – Signalization  Ingersoll Oxford Road 10 & Oxford Road 9 – Signalization  Ingersoll Oxford Road 10 & Union Road – Signalization  Note: (1) - The project should include coordination with an improvement identified in the County’s 2024 W/WW MP. Page 506 of 936 87 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 34: IMPLEMENTATION PLAN – UNDERTAKE INTERSECTION CONTROL FEASIBILITY STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Oxford Road 13 & Oxford Road 18   Blandford-Blenheim Oxford Road 29 & Oxford Road 36   South-West Oxford Oxford Road 6 & Oxford Road 9  East Zorra-Tavistock Oxford Road 59 & Oxford Road 24   Woodstock Oxford Road 35 & Springbank Avenue    Woodstock Oxford Road 54 & Oxford Road 35   Woodstock Oxford Road 15 & Oxford Road 12   Zorra Oxford Road 2 & Oxford Road 6   Zorra Oxford Road 6 & Oxford Road 33    Zorra Oxford Road 28 and Oxford Road 6    East Zorra-Tavistock Oxford Road 60 and Oxford Road 33    South-West Oxford Oxford Road 6 and Karn Road    East Zorra-Tavistock Oxford Road 8 and Oxford Road 60   Zorra Oxford Road 119 and Oxford Road 2  Ingersoll Oxford Road 10 and Thompson Road  Norwich Oxford Road 13 / Oxford Road 46 / Oxford Road 49   Woodstock Oxford Road 9 & Oxford Road 2  Page 507 of 936 88 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 35: IMPLEMENTATION PLAN – UNDERTAKE OTHER INFRASTRUCTURE PROJECTS Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Blandford-Blenheim Oxford Road 3 - (Drain part of Princeton Drainage Project by Township of BB)    Ingersoll Railway Crossing Upgrades (add Gates) – Oxford Road 10  Ingersoll Railway Crossing Upgrades (add Gates) – Oxford Road 9  TABLE 36: IMPLEMENTATION PLAN – TRANSPORTATION PLANS, CONDITION ASSESSMENTS AND OTHER STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Countywide Transportation Master Plan    Countywide Transportation Development Charges Technical Study  Countywide Road Needs Study  Countywide Cycling Master Plan   Countywide Trails Master Plan  Countywide Goods Movement Priority Network Study  Countywide Grade Level Crossing Assessment  Page 508 of 936 89 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 37: IMPLEMENTATION PLAN – UNDERTAKE CLASS EA STUDIES Location Action / Extent Implementation Horizon 2024-28 2029-33. 2034-46 Norwich Oxford Road 18 (Oxford Road 13 to Highway 19)  Tillsonburg / South- West Oxford Oxford Road 20 (Tillsonburg to Brownsville) *  Blandford-Blenheim Oxford Road 22 (Oxford Road 22 to Oxford Road 21/New Dereham Road)   Zorra Oxford Road 28 (Oxford Road 119 to Oxford Road 5) *    Norwich Oxford Road 14 (Oxford Road 15 to Oxford Road 59)   Blandford-Blenheim Oxford Road 36 (Oxford Road 47 to Oxford-Waterloo Road)   Woodstock Oxford Road 4 & Oxford Road 15 Intersection   Tillsonburg Oxford Road 53 (Brock Street E to Highway 19)  Tillsonburg Oxford Road 53 (Oxford Road 20 to Brock Street E)  Ingersoll Oxford Road 119 (Clarke Road to Highway 401)    Woodstock Oxford Road 59 (Dundas Street to Henry Street)   Woodstock Oxford Road 17 (Oxford Road 59 to Oxford Road 4), Oxford Road 17 & Oxford Road 4 Intersection    East Zorra-Tavistock Oxford Road 60 (Oxford Road 8 to Oxford Road 4), Oxford Road 60 & Oxford Road 4 Intersection    Tillsonburg Oxford Road 51 (Highway 19 to Mall Road)   Norwich Oxford Road 13 / Oxford Road 46 / Oxford Road 49   Woodstock Grade Separation - Oxford Road 59 and CNR   Woodstock Grade Separation - Oxford Road 9 and CNR   Note: * - The project will include the implementation of the cycling facility of the Primary Network as identified in the Cycling Master Plan Page 509 of 936 90 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT TABLE 38: IMPLEMENTATION PLAN – POLICIES AND INITIATIVES Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Road Network Maximizing Road Safety Speed Management & Traffic Calming Continue Speed Management, Traffic Calming and Road Safety Programs Ongoing Expand Program to include Intersection Safety Improvements  Collision Database Continue to update and maintain the Collision Database Ongoing Perform a Yearly Review to inform the Location Identified for Safety Measure Improvements Ongoing Roundabout Implementation Consider roundabout implementation as an alternative to traditional signalization Ongoing Intersection Control Feasibility Study Continue monitoring of County intersection functionality through ongoing Intersection Control Feasibility Studies Ongoing Emergency Detour Routing Maintain Emergency Detour Routing Ongoing Automated Speed Enforcement In partnership with the Area Municipalities, consider the potential implementation of automated speed enforcement in accordance with the Safer School Zones Act  Maximizing Road Efficiency Seasonal Load Restrictions Consider implementing access management strategies that have reviewed and consider seasonal load restrictions  Update the County Road seasonal load restrictions By- law  Road Occupancy Permitting Consider By-law implementation for enforcement of Road Occupancy Permits  Railway Crossing Enhancements Review and Updated Railway Crossings Review and upgrade railway crossings in accordance with the Transport Canada regulations Ongoing Accommodating Future Growth Transportation Demand Management Continue to promote working from home through engagement with residents and businesses Ongoing Implement 2024 TMP Active Transportation and People Movement strategies    Page 510 of 936 91 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Ridesharing Expand education and promotion of carpooling and ridesharing as a mode choice in the County  Where applicable, support ridesharing programs Carpooling Advocate to the Ontario Ministry of Transportation and private landowners for the creation of new carpool lots Ongoing Consider options to provide active transportation and transit facilities at carpool lots Ongoing Active Transportation Cycling Infrastructure Expanding Cycling Infrastructure Coordinate implementation of primary cycling network with planned road rehabilitation program and 2021 CMP prioritization strategy Ongoing Pedestrian Infrastructure Expanding Pedestrian Infrastructure Continue review of existing conditions and network Ongoing Ensure development and redevelopment plans integrated safe pedestrian infrastructure into their plan Ongoing Implement multi-use paths within road allowances in lieu of sidewalks where feasible Ongoing Ensure new road facilities follow accessible and best practice design guidance Ongoing Promote direct connections to link communities and important destinations within Oxford County Ongoing Integrate with other modes Ongoing Complete safety analysis of existing infrastructure Ongoing Pedestrian Safety and promotion programs Establish key partnerships for programs to educate and encourage the public Ongoing Introduce/ expand the use of staggered and/or extended pedestrian phasing at signals Ongoing Enhance opportunities to deliver information to the public in an accessible and easy-to-understand manner Ongoing Streetscape Improvements Support Streetscape Improvements Advocate and support Area Municipalities in developing streetscape improvements Ongoing Trail Infrastructure Expanding Trail Infrastructure Facilitate trail development with Area Municipal partners and stakeholders Ongoing Page 511 of 936 92 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Explore options to develop trails with new developments Ongoing Complete an update to 2014 Trails Master Plan  Looking Ahead Micro Mobility & New Technology Strategy Monitor the need to develop a micro-mobility and new technology strategy Ongoing Goods Movement Supporting Rail Freight Regional Coordination Strategy Continue to engage Transport Canada, the Federal Government and its rail agencies (CN, CP) to undertake necessary freight rail enhancements.  Strategic Investments into Rail Freight Infrastructure Engage local and regional governments to advocate the Provincial and Federal government to provide funding to address freight rail infrastructure bottlenecks or tax credits for expanded rail sidings, transload, warehousing and distribution facilities. Ongoing Advocate for the support of short line railways Ongoing Supporting Truck Freight Goods Movement Strategy Develop a goods movement priority network  Construct truck route roadways to arterial road specifications and provide adequate turning radii and turning lane storage to accommodate freight, aggregate and agricultural vehicles Ongoing Provide adequate height and width under bridges when constructing new roads or undertaking road rehabilitation to facilitate existing rail services and transport trucks Ongoing Consider the potential for the development of a Freight Multi-modal Facility near the Highway 401/403 corridor, in the Goods Movement Priority Network  Review opportunities for truck bypass routes within the Goods Movement Priority Network  Supporting Agriculture Agricultural Vehicle Design Considerations Implement agricultural vehicle supportive design elements when completing road reconstructions and rehabilitations Ongoing People Movement and Expanding Intercommunity Transportation Intercommunity Bus Transit Ongoing support of intercommunity bus transportation and intermodal connections to commuter rail/mobility hubs Ongoing Page 512 of 936 93 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Public Transportation North Oxford Inter-Community Bus Transit Advocate for Regional Inter-Community Bus transportation connectivity and integration across Oxford  Southwest Community Transit (SCT) Association Continue to collaborate and promote the coordination and integration of Regional Inter-community bus transportation connectivity amongst SCT Association member municipalities Ongoing Enhance Commuter Rail Enhanced Passenger Rail Service Advocate for enhanced passenger rail service Ongoing Integrate with local and intercommunity bus transit and ensure adequate first/last mile transportation options Ongoing Work with Transport Canada, the Federal Government, and its rail agencies (CN, CP) to advocate and support studies which explore Southwestern Ontario passenger rail enhancements Ongoing Tillsonburg Airport T:GO Bus Stop Discuss the potential for a trial T:GO stop at Tillsonburg Airport with the Town of Tillsonburg transit authority  Enhancing Mobility Mobility Hubs In collaboration with Community Planning and Area Municipalities, consider the designation of the Woodstock and Ingersoll train stations as “Mobility Hubs” to develop specific zoning to create a mixed- use, higher density urban form and increase community connectivity  Facilitate integration of existing and future inter- community bus transportation or other modes of local transit at “Mobility Hubs” destinations through coordination with transit authority providers. Ongoing Looking Ahead Universal Basic Mobility Promote Universal Basic Mobility through improved active transportation infrastructure, expanded transit service, transit oriented development and micro mobility. Ongoing Transportation System Sustainability and New Electric Vehicles Electric Charging Infrastructure The County will support and facilitate initiatives of Area Municipalities in EV charging implementation and supportive policies Ongoing The County will support policies to develop EV charging infrastructure across the County Ongoing Page 513 of 936 94 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Theme Policy or Initiative Focus Area Recommendation / Action Implementation Horizon 2024-28 2029-33. 2034-46 Technology Strategy Autonomous Vehicles Autonomous Vehicle Network Implement AV network to facilitate testing of Level 3 to Level 5 AV as part of the Windsor to Ottawa network Ongoing Municipal Alliance for Connected and Autonomous Vehicles in Ontario Continue to work with the Municipal Alliance for Connected and Autonomous Vehicles in Ontario (MACAVO) on the development of a larger AVE road network serving Southwestern Ontario Ongoing Alternative Fuel Sources Explore Opportunities to Utilize Alternative Fuel Sources The County should explore opportunities to utilize and/or expand the use of alternative fuels Ongoing Alternative Road Construction Materials Explore Opportunities to Utilize Alternative Construction Materials The County should explore opportunities to utilize and/or incentivize the use of alternative road construction materials in rehabilitation or new projects Ongoing Looking Ahead Connected Vehicles Support Cooperative Truck Platooning Pilot Program Ongoing Page 514 of 936 95 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 12.2 Future Environmental Assessment Requirements The strategies will be implemented in accordance with each project’s respective Class EA schedule. Moving forward, all Schedule B and C Class EAs identified in this TMP must follow MEA Class EA (2000, as amended in 2007, 2011, 2015, and 2023). The Schedule B projects identified will proceed through separate stand-alone studies, or as part of an integrated planning process under the Planning Act in order to satisfy Class EA requirements. The Schedule C projects identified will continue to Phases 3 and 4 of the Class EA process and have an Environmental Study Report (ESR) completed for public filing. It is anticipated that these Schedule C projects will review and update Phases 1 and 2 of the Class EA process as part of the project scope. During the subsequent steps of project implementation, primarily during detailed design, the following requirements will be considered:  Finalization of property requirements;  Refinement of infrastructure alignment, sizing, facility siting and costing;  Refinement of construction methodologies;  Completion of additional supporting investigations as required such as geotechnical, hydro- geotechnical and site specific environmental studies;  Review and mitigation of potential construction related impacts;  Completion of all approval requirements including, but not limited to, provincial approvals (MECP, MNRF), local municipality approvals (site plans, building permits), and conservation authority approvals, etc.; and  Source water protection. 12.3 Monitoring The TMP is not intended to be a static document, rather it must be flexible and adapt to changes in travel characteristics, user behaviour, development trends, growth patterns and other unforeseen events over time. Initiatives planned or underway by other agencies may also have an effect on the recommendations of the TMP as they unfold. The impact of policy changes and the implementation of proposed improvements is best assessed through a monitoring program. A comprehensive program allows progress to be tracked and performance to be measured and reported. Monitoring progress helps to inform future decision making and resource allocations based on key indicators, needs and measurable outcomes. A multi-modal data collection framework should be developed to serve as the blueprint for monitoring progress. A key aspect in developing a monitoring plan is to have a clear list of indicators for different aspects of multi-modal facilities, services, and their respective performance. Tracking these indicators on set internals would allow the County to track the progress of the plan. Following the approval of this Master Plan, County staff should establish the list of indicators to be tracked and complete an initial data collection to set a baseline for comparison moving forward. Page 515 of 936 96 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 12.4 Future Data Management Effective data collection and management will be key to monitoring the performance of the plan and preparing for the next one. Future data management can be broken down into two categories. The first being traffic data and the second being performance indicators, as listed above in the monitoring plan. Currently, the County invests annually in traffic data collection in the form of mid-block AADT counts along County Roads and intersection counts at County Road intersections. The County should continue to collect this data and should do so in a systematic way to ensure that they have current and up to date data (no older than three years) for all County Roads when the next Transportation Master Plan update comes around. Intersection counts can be used to help augment the AADT data collection and give the County a deeper understanding of traffic movements at key County Road intersections. As technology progresses and newer third-party data becomes available, the County should continue to use this data to complement, such as how StreetLight data was utilized in the 2024 TMP, and eventually replace the traditional data collection methods. Given the uncertainty surrounding the capabilities of future and emerging technologies and their applicability to assessing the County’s Road network, a clear direction of specific technologies cannot be provided. However, as advancements in connected vehicles and traveller data, mobile device data and autonomous vehicles are being seen, the County should take an active approach in reviewing emerging technologies and their potential to assess traffic patterns on the County Road network. Data should be stored in a centralized location to allow for easier review of the data. Storing and assessing the monitoring data in a centralized location will allow for easier identification of trends, allow the County to keep an inventory of what data has been collected and what is missing, and provide an easy platform for transferring data. 12.5 Review and Updates Regular reviews and updates of the TMP allow for the ongoing assessment of its effectiveness and relevance. Establishing this stable transportation planning cycle ensures the plan strategies remain flexible to respond to unforeseen developments and imprecise assumptions. The performance of the plan in achieving the transportation vision and goals can also be reviewed and necessary adjustments in strategy made. The Planning Act requires the County to assess the need for an update to its Official Plan every five years. That review process provides a timely opportunity to revisit the assumptions of the TMP and consider the need for an update. The monitoring program discussed in Section 12.3 will also provide an indication of the need for a review. Over the period preceding the formal review, County and Area Municipal Council decisions on transportation issues will have the inevitable effect of amending, deleting, replacing, or complementing some of the policies in the TMP. For this reason, individuals must consider this plan in conjunction with the record of subsequent Council decisions to obtain a complete understanding of current policy and plans. The County may amend the TMP in the intervening period to reflect changes to the Official Plan and/or resulting from the development review process or other major initiatives. Action: Review the TMP every five years, in conjunction with a review of the Oxford County Official Plan and Development Charges Background Studies. Page 516 of 936 1 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX A Public and Stakeholder Consultation Materials Page 517 of 936 2 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FORTHCOMING Page 518 of 936 3 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX B Origin – Destination Patterns Page 519 of 936 4 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 1: TRIP DESTINATION, OXFORD AS ORIGIN FIGURE 2: TRIP DESTINATION WITHIN OXFORD, OXFORD AS ORIGIN 90% 10% Oxford County Other Municipalities 48% 16% 14% 6% 5% 5% 4%2% Woodstock Ingersoll Tillsonburg Norwich South-West Oxford East Zorra-Tavistock Zorra Blandford-Blenheim Page 520 of 936 5 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 3: TRIP DESTINATION OUTSIDE OXFORD, OXFORD AS ORIGIN FIGURE 4: TRIP ORIGIN, OXFORD AS DESTINATION 29% 18% 14% 11% 8% 8% 7% 5%Middlesex County and City of London Region of Waterloo Norfolk County Perth County Elgin County Brant County and City of Brantford GTHA Other 90% 10% Oxford County Other Municipalities Page 521 of 936 6 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 5: TRIP ORIGIN INSIDE OXFORD, OXFORD AS DESTINATION FIGURE 6: TRIP ORIGIN OUTSIDE OXFORD, OXFORD AS DESTINATION 49% 16% 14% 5% 5% 4% 4%2% Woodstock Ingersoll Tillsonburg Norwich East Zorra-Tavistock South-West Oxford Zorra Blandford-Blenheim 29% 19% 12% 11% 8% 8% 8% 5%Middlesex County and City of London Region of Waterloo Norfolk County Perth County Brant County and City of Brantford Elgin County GTHA Other Page 522 of 936 7 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 7: ORIGIN TRIPS – BLANDFORD-BLENHEIM AS DESTINATION FIGURE 8: DESTINATION TRIPS – BLANDFORD-BLENHEIM AS ORIGIN Page 523 of 936 8 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 9: ORIGIN TRIPS – EAST-ZORRA TAVISTOCK AS DESTINATION FIGURE 10: DESTINATION TRIPS – EAST-ZORRA TAVISTOCK AS ORIGIN Page 524 of 936 9 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 11: ORIGIN TRIPS – INGERSOLL AS DESTINATION FIGURE 12: DESTINATION TRIPS – INGERSOLL AS ORIGIN Page 525 of 936 10 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 13: ORIGIN TRIPS – NORWICH AS DESTINATION FIGURE 14: DESTINATION TRIPS – NORWICH AS ORIGIN Page 526 of 936 11 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 15: ORIGIN TRIPS – SOUTH-WEST OXFORD AS DESTINATION FIGURE 16: DESTINATION TRIPS – SOUTH-WEST OXFORD AS ORIGIN Page 527 of 936 12 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 17: ORIGIN TRIPS – TILLSONBURG AS DESTINATION FIGURE 18: DESTINATION TRIPS – TILLSONBURG AS ORIGIN Page 528 of 936 13 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 19: ORIGIN TRIPS – WOODSTOCK AS DESTINATION FIGURE 20: DESTINATION TRIPS – WOODSTOCK AS ORIGIN Page 529 of 936 14 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 21: ORIGIN TRIPS – ZORRA AS DESTINATION FIGURE 22: DESTINATION TRIPS – ZORRA AS ORIGIN Page 530 of 936 15 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX C Collision Heat Maps and Patterns Page 531 of 936 16 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 23: WOODSTOCK COLLISION HEAT MAP Page 532 of 936 17 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 24: INGERSOLL COLLISION HEAT MAP Page 533 of 936 18 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 25: TILLSONBURG COLLISION HEAT MAP Page 534 of 936 19 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 26: ZORRA COLLISION HEAT MAP Page 535 of 936 20 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 27: EAST ZORRA-TAVISTOCK COLLISION HEAT MAP Page 536 of 936 21 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 28: BLANDFORD-BLENHEIM COLLISION HEAT MAP Page 537 of 936 22 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 29: SOUTH-WEST OXFORD COLLISION HEAT MAP Page 538 of 936 23 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 30: NORWICH COLLISION HEAT MAP Page 539 of 936 24 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 31: TOP 10 RURAL COLLISION LOCATIONS Page 540 of 936 25 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 32: TOP 10 URBAN COLLISION LOCATIONS Page 541 of 936 26 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX D Future Network Assessment Page 542 of 936 27 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 33: 2024 V/C ROAD NETWORK MODEL Page 543 of 936 28 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 34: 2028 V/C ROAD NETWORK MODEL Page 544 of 936 29 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 35: 2033 V/C ROAD NETWORK MODEL Page 545 of 936 30 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FIGURE 36: 2046 V/C ROAD NETWORK MODEL Page 546 of 936 31 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX E Road Rationalization Criteria Page 547 of 936 32 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT The road rationalization criteria were prepared by Paradigm Transportation Solutions Ltd. for the County’s 2019 TMP and were based on the criteria developed by AECOM for the County’s 2009 TMP. The eleven criteria are described below. Criterion 1 Urban Centre Connector Urban Centre Connectors are designed to connect urban centres to one another or to provide a connection to a Provincial Highway. Urban centres are not limited to those found exclusively in Oxford County, but rather, include any roadways that connect Oxford County urban centres to urban centres in Oxford County and external municipalities. Criterion 1 is considered to be the most important criterion, as County and Regional roadways should serve as inter-municipal corridors to connect the urban centres within the County. The criterion is intended to identify roads which provide service to and from centres having commercial and, possibly, industrial land uses. For this criterion, urban centres are defined as areas of concentrated development, rather than ribbon development. The criterion is also not intended to be applied to rural areas in which residential subdivisions are being developed. When, and if, the residential subdivision grows to a significant size, upper tier road criteria service may be considered through the application of all the criteria. Criterion 2 Provincial Highway/Regional Connector Provincial Highways and Regional Connectors are designed to connect major commercial and industrial areas, universities, hospitals, international border crossings and provincial boundaries to a Provincial Highway or County/Regional Road. This criterion is intended to extend the Provincial Highway or regional road to connect the mentioned facilities and is not meant to provide for lateral connections between highways/County roads. Where a municipal road appears as a connector but parallels an existing County/Regional or Provincial connector, no points have been applied. For this criterion, major institutional/commercial/industrial complexes are classified as those generating more than 1,000 vehicle trips per day. Criterion 3 Heavy Industry Service Heavy Industry Service roadways are designed to provide service within four (4) kilometres of consistent major attractors or generators of heavy vehicles. It is not intended that upper tier roadways provide service directly to the entrance of every attractor or generator but rather provide service close to the industry and that the distribution within the area of the industry be a lower tier responsibility. For this criterion, a consistent major attractor or generator is defined as an operation, such as a gravel pit, that operates for nine (9) months or more per year. Criterion 4 Barrier Service These roadways are designed to provide service parallel to and across major barriers to free traffic movement such as freeways, railways, water bodies or congested areas. This criterion is intended to reduce traffic on local roads by providing service parallel to, or across, barriers to traffic movement where upper tier service is justified. Criterion 5 Resort Service These roadways are designed to provide service to major resorts and/or recreational areas. Major resorts and/or recreational areas are defined as an area generating a minimum of 700 vehicle trips per Page 548 of 936 33 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT day during the normal season of operation. This criterion is intended to provide upper tier service close to resort and/or recreational areas or to a lower tier road system that distributes the traffic. Criterion 6 Urban Arterial Extension These roadways are designed to provide service as extensions of urban arterial streets, from the urban limits to the first intersection where the average annual daily traffic (AADT) is 700 vehicles per day, then connect to an upper tier road or a Kings Highway by the shortest route. This criterion is intended to provide for the extension of urban arterial streets into the rural areas to connect with an upper tier road or Kings Highway. The urban arterial designation should be extended through intersections where the AADT equals or exceeds 700 vehicles per day on both sides of the intersection. Criterion 7 Traffic Speed Provide service on roads where the maximum speed limit is generally 80 km/h. This criterion is intended to identify roads which have a maximum speed limit of 80 km/h over the majority of their length. Criterion 8 Road Surface Provide service on roads with asphalt or hard surface. This criterion is intended to identify roads with asphalt or hard surface and good vertical and horizontal geometrics. These roadways are considered to be more appropriate to serve as upper tier roads as these conditions permit the roadway to better accommodate greater traffic volumes, heavier vehicles and higher speeds. Criterion 9 Traffic Volume Provide service on roads with traffic volumes greater than 1,500 vehicles per day. This criterion is intended to identify roadways with traffic volumes greater than 1,500 vehicles per hour. Criterion 10 Road Right-of-Way Provide service on roadways with at least a 20 meter (66 foot) right-of-way. This criterion intends to identify roadways with a right-of-way equal to 20 meters (66 feet). Criterion 11 Annual Load Restrictions Provide service on roadways without annual load restrictions. This criterion intends to ensure goods movement within the County is permitted on roadways will full load connectivity. Page 549 of 936 34 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX F Roundabout Feasibility and Screening Tool Page 550 of 936 35 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Roundabout Feasibility Initial Screening Tool The purpose of the Roundabout Feasibility Initial Screening Tool is to provide a relatively quick assessment of the feasibility of a modern roundabout at a particular intersection compared to other forms of traffic control or road improvements. The intended outcome of this tool is to provide enough information to assist staff in evaluating the feasibility of a roundabout at an intersection. Basic Info Roundabout Supportive? 1) Project name 2) Intersection location (Street/Road names, distance from a major intersection, etc.) 3) Is it a new intersection or a retrofit of an existing intersection? If existing, what is the existing traffic control? YES NO NEUTRAL Existing Intersection Operational and Physical Characteristics 4) Description of the existing intersection. (Number of Legs, Lanes on each leg, total AADT, AADT on each road, posted speed etc. Attach or sketch a diagram showing existing and horizon-year turning movements.) YES NO NEUTRAL 5) What, if any, operational problems are currently being experienced at this location (Large queues, Level of Service issues)? YES NO NEUTRAL Page 551 of 936 36 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 6) Is the intersection near a major intersection or a railroad crossing? If so, how close and what type of traffic control exists at the adjacent intersection(s)? Will queues be a problem? Describe the corridor (ie: average intersection spacing). YES NO NEUTRAL 7) What is the adjacent land use and access? YES NO NEUTRAL 8) Is the intersection located within a coordinated signal network? YES NO NEUTRAL Safety Considerations 9) What is the collision history of the intersection over the past five years? Is there a collision problem that needs to be addressed? YES NO NEUTRAL 10) Are there expected to be special users at this intersection shortly (ie: a person with a disability, pedestrians, cyclists, large agricultural machinery, horses, etc.)? If yes, what special considerations would be required? YES NO NEUTRAL Page 552 of 936 37 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Design Considerations 11) Would the intersection be located on a preferred roundabout corridor? If yes, why? YES NO NEUTRAL 12) Is the intersection located within a corridor that is scheduled for improvements in the future? YES NO NEUTRAL 13) What traditional improvements are proposed for this intersection (traffic signals, all-way stop, auxiliary lanes, off-set re-alignment, etc.)? YES NO NEUTRAL 14) If traffic signals are considered, does it meet the warrant for the horizon year? YES NO NEUTRAL 15) What size of roundabout is being considered for this intersection (ie: single, two, three lane entry)? Please attach a Traffic Flow Worksheet, a lane configuration diagram, and a sketch of how a roundabout would fit into the right-of-way (ROW). YES NO NEUTRAL Page 553 of 936 38 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT 16) Are there property constraints at/near the intersection or is it restricted by a watercourse/parks/cemeteries/etc.? If yes, what are they? YES NO NEUTRAL 17) Terrain – Is the area on a grade/flat/rolling? YES NO NEUTRAL Cost Estimation 18) 20 Year Life Cycle Cost Estimate Injury Collision Cost (ICC): Discount Rate (i): 20 YEAR LIFE- CYCLE COST COMPARISON Cost Item Other Traffic Control Roundabout Implementation Cost $ $ Injury Collision Cost (Present Value) $ $ Total Life Cycle Cost $ $ YES NO NEUTRAL Page 554 of 936 39 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT Notes:  Implementation Cost = sum of costs for construction, property, utility relocation, illumination, engineering (20%), contingency (20%) and maintenance (5%)  Present Value of 20 Year Injury Collision Cost = expected annual collision frequency x ICC ((1+i)20-1)/i(1+i)20  Monte Carlo Analysis may be required. If so, a range for the implementation cost (i.e. 10%, 50%, 90% probability) is required Conclusion and Recommendations Roundabout Feasibility? YES NO Further Consideration Needed Page 555 of 936 40 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX G Implementation Plan Page 556 of 936 41 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FORTHCOMING Page 557 of 936 42 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT APPENDIX H ASI Heritage Report Page 558 of 936 43 Oxford County Transportation Master Plan – Connecting Oxford 2024 DRAFT FORTHCOMING Page 559 of 936 Community Planning P. O. Box 1614, 21 Reeve Street Woodstock, Ontario, N4S 7Y3 Phone: 519-539-9800 • Fax: 519-421-4712 www.oxfordcounty.ca Our File: A03-23 APPLICATION FOR MINOR VARIANCE TO: Town of Tillsonburg Committee of Adjustment MEETING: August 14, 2023 REPORT NUMBER: CP 2023-237 OWNER: Opulance Enterprise Limited Inc. (Judith Wong and William Lee) 536 Prince Edward Drive North Toronto, Ontario M8X 2M5 APPLICANT: Brian Luey Architect Edward Brabanec 88 Dunn Street, Suite 302 Oakville, Ontario L6J 3C7 REQUESTED VARIANCES: To recognize the conditions of an existing legal, non-conforming structure: 1. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Front Yard: Minimum Depth, to decrease the minimum required front yard depth from 7.5 m (24.6 ft) to 5.1 m (16.7 ft); 2. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Exterior Side Yard: Minimum Width, to decrease the minimum required exterior side yard from 7.5 m (24.6 ft) to 4.1 m (13.5 ft); 3. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Rear Yard: Minimum Depth, to decrease the minimum required rear yard depth from 3.0 m (9.8 ft) to 0.92 m (3.0 ft); 4. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to increase the permitted projection of covered decks, patios, and porches/verandas from 1.5 m (4.92 ft) to 2.6 m (8.5 ft); 5. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for covered decks, patios, and porches/verandas from 3 m (9.8 ft) to 2.5 m (8.2 ft); Page 560 of 936 File Number: A03-23 Report Number 2023-237 Page 2 6. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for uncovered and unenclosed steps from 3 m (9.84 ft) to 1.65 m (5.41 ft); To facilitate the conversion of a single detached dwelling into a 6-unit apartment residence: 1. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Lot Area: Minimum, to decrease the minimum required lot area per unit from 90 m2 (968.8 ft2) per dwelling unit to 86.5 m2 (925.7 ft2) per dwelling unit; 2. Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Dwelling Unit Area: Minimum, to decrease the minimum dwelling unit area from 55 m2 (595 ft2) per dwelling unit to 37.5 m2 (403.6 ft2) per dwelling unit; 3. Section 13.2.2 – Restrictions on Ground Floor Residential Development, to permit residential use on the ground floor of a building located within the lands bounded by Bidwell Street to the west, lands fronting on Harvey Street and the south side of Brock Street East (to Lisgar Avenue) to the east, Bridge Street to the north and London Street to the south. LOCATION: The subject property is described as PT LT 1501, PL 500, PT 1 41R607 S/T A68906, Town of Tillsonburg. The property is located on the northeast corner of Bidwell Street and London Street, and known municipally as 22 Bidwell Street. BACKGROUND INFORMATION: COUNTY OF OXFORD OFFICIAL PLAN: Schedule ‘T-1’- Town of Tillsonburg Land Use Plan Central Business District TOWN OF TILLSONBURG ZONING BY-LAW: Central Commercial Zone (CC) COMMENTS: (a) Purpose of the Application: The applicant is proposing relief from the above-noted provisions of the Town’s Zoning By-law to facilitate the conversion of the existing structure into a six-unit apartment residence. The subject property is located on the northeast corner of Bidwell Street and London Street, and contains a two-storey dwelling house constructed circa 1885. The applicant has indicated that the house has been vacant for some time. Page 561 of 936 File Number: A03-23 Report Number 2023-237 Page 3 The applicant has stated that the majority of the construction required to convert the building into separate apartments will be internal to the existing structure. There will be one new dormer to allow for increased loft space living area and add balance to the dwelling’s character, and one minor addition at the rear of the second floor to accommodate a new dedicated exit stair. Neither the overall height nor the footprint of the existing structure will be altered. Based on drawings provided by the applicant, the location, size, and number of bedrooms in the proposed apartments will be as follows: Unit # Location Size # Bedrooms 1 Basement 48.86 m2 / 525.9 ft2 1 2 Ground Floor 42.54 m2 / 547.87 ft2 1 3 Ground Floor 37.81 m2 / 407 ft2 1 4 Ground Floor 44.87 m2 / 483 ft2 1 5 Second & Third Floor 83.82 m2 / 902.26 ft2 1 + loft 6 Second & Third Floor 108.24 2 / 1165.12 ft2 1 + loft For Apartment Dwellings, Multiple Unit Dwellings, and Nursing Homes, the CC Zone requires a Minimum Dwelling Unit area of 55 m2 (592 ft2) and a Minimum Lot Area of 90 m2 (968.8 ft2) per dwelling unit. In this instance, to provide six dwelling units without significantly altering the footprint or height of the existing structure, Units 1, 2, 3, and 4 are proposed to be less than 55 m2 (592 ft2), and therefore require relief. To facilitate the construction of six units on the lot, relief is also requested to reduce the Minimum Lot Area per dwelling unit to 86.5 m2 (925.7 ft2) per dwelling unit. To recognize the existing situation, specifically, the location of the house on the subject lands, relief from the front yard depth, exterior side yard, and rear yard depth provisions in the CC Zone is required. In addition, to recognize the location of the existing covered porch and existing external stairs, relief from provisions in Section 5.37.1 concerning Permitted Projections in Required Yards is also required; the existing porch projects 1.1 m (3.6 ft) further into the front yard than the permitted projection, and the exterior stairs project 0.5 m (1.64 ft) further into the exterior side yard than the permitted projection. The subject lands are approximately 518 m2 (5,575.7 ft2) in area, with approximately 20.42 m (66.99 ft) frontage on Bidwell Street. Staff note that as the proposal will be largely facilitated within the existing building, Section 5.24.5a) of the Town Zoning By-law applies, which states that no additional parking is required if the redevelopment is contained within the existing building. Regardless, the applicant is proposing to provide six (6) on-site vehicular parking spaces located with access to Bidwell Street and London Street, as illustrated on Plate 3. Land uses to the west and south of the subject property are predominantly residential comprising single detached residential dwellings. There are also commercial uses interspersed in the area. A municipal parking lot is located immediately to the north of the subject lands, and residential and commercial land uses are located to the east. Plate 1, Location Map with Existing Zoning, shows the location of the subject property and the zoning in the immediate vicinity. Plate 2, Aerial Map 2020, provides an aerial view of the subject lands and surrounding properties. Page 562 of 936 File Number: A03-23 Report Number 2023-237 Page 4 Plate 3, Applicant’s Sketch - Property Overview, shows the existing structure and location of existing and proposed parking spaces. Plate 4, Applicant’s Sketch - Proposed Residential Units, shows the location and size of the proposed residential units within the existing structure. (b) Agency Comments: Oxford County Public Works requires that the applicant submit a completed Capacity Confirmation Form in order to confirm service capacity for the proposed residential units, and note that one water meter and one set of services (Water/ Sanitary) will be allowed per property, regardless of the number of units. Tillsonburg Building Services Department and Tillsonburg Engineering Services indicated that they do not have any concerns with this proposal. The Tillsonburg BIA supports this application unreservedly, and is in support of adding new residential units to the downtown core. They also note that intensification in urban areas is a “best practice”, and that there are currently ground floor residential units in this neighbourhood. Adding more residential units to this neighbourhood is consistent and complimentary with existing uses. (c) Public Consultation Notice was provided to surrounding property owners on August 3, 2023, in accordance with the requirements of the Planning Act. As of the writing of this report, no comments or concerns had been received from the public. (d) Intent and Purpose of the Official Plan: The subject lands are designated ‘Central Business District’ according to the Official Plan. The ‘Central Business District’ and the ‘Entrepreneurial District’ are two distinct sub-districts established to recognize the functional diversity of the Central Area. The Central Business District is intended to be the most intensive functionally diverse business, cultural and administrative centre in the Town., and the full range of commercial, office, administrative, cultural, entertainment, recreation, institutional, open space and multiple residential uses are permitted. The continued use of the lands for residential purposes is supported by the policies of the Official Plan for the Central Business District. Policy 8.3.2.2.3 Residential Function, states that to increase the residential population living within and in the vicinity of the Central Area, Town Council shall permit High Density Residential development within the Central Business District without requiring a commercial component. The proposal also complies with the policies contained within Section 8.2.2.2 of the Official Plan that encourage the creation of housing opportunities that may result in a mix of tenure forms throughout Tillsonburg, such as ownership, rental, and cooperative. Page 563 of 936 File Number: A03-23 Report Number 2023-237 Page 5 The subject property is located within walking distance of the Tillsonburg Downtown and public transit. This proposal is therefore consistent with the policies in Section 8.2.2.5, Residential Intensification and Redevelopment, which promotes residential intensification and redevelopment in appropriate locations to make more efficient use of existing land, infrastructure, and public services. Based on the applicant’s submission, the conversion of the building will be predominantly internal to the existing residential structure. Therefore, the character of the existing structure will be retained, as will compatibility of the subject lands with the surrounding area. Adding additional residential units to the Central Business District will address the need for housing in Tillsonburg. Future residents will be within walking distance Downtown Tillsonburg and existing businesses, services, and amenities in the Central Area. Planning staff are generally satisfied that the proposed conversion will have minimal impact on surrounding properties in terms of compatibility and form. (e) Intent and Purpose of the Zoning By-law: The subject property is zoned ‘Central Commercial (CC)’ in the Town of Tillsonburg Zoning By-law, which permits the development of residential uses and non-residential uses (including multiple unit residential uses). Table 13.2 sets out the provisions for multiple unit dwellings in the CC zone. In this instance, as the existing building was constructed in 1885, the location of the structure on the lot is not consistent with current Zoning By-law provisions. Therefore, to recognize the conditions of an existing legal, non-conforming structure, relief is required to allow reduced Front Yard, Exterior Side Yard, and Rear Yard minimum distances. Relief is also required from Section 5.37.1 of the Zoning By-law which permits certain structures, such as covered porches, decks, and stairs. In this instance, relief is required to permit an increased projection of the existing porch into the yards, permit a decrease in the minimum setback between the porch and the front lot line, and permit a decrease in the minimum required setback between the projection of the unenclosed steps and the exterior side yard lot line. To permit the conversion of the existing structure into a six-unit apartment residence, relief is requested from the Minimum Lot Area of 90 m2 (968.8 ft2) per dwelling unit, and Minimum Dwelling Unit Area is 55 m2 (592 ft2) per dwelling unit. The Minimum Lot Area per Dwelling Unit provision in the CC Zone is intended to ensure that an appropriate amount of amenity area can be provided for residents on the same lot as their dwelling unit. Amenity area can take the form of balconies, patios, recreation facilities, landscaped open space, swimming pools, communal lounges, and other types of recreation or aesthetic features. In this instance, the applicant is proposing to reduce the Minimum Lot Area per dwelling unit to 86.5 m2 (925.7 ft2) per dwelling unit. Given the legal, non-conforming status of subject lands (i.e. property size and size of the existing structure), and the proximity of the property to parkland and amenity areas in the Central Area, staff are of the opinion that the request to reduce this provision is appropriate and reasonable. The Minimum Dwelling Unit Area provision in the CC Zone is intended to establish a unit size that can suitably accommodate a single household. The applicant is proposing to add six new residential units to the Town of Tillsonburg without altering the height, footprint, or character of the existing structure, which will by extension, maintain the existing streetscape. This requires Page 564 of 936 File Number: A03-23 Report Number 2023-237 Page 6 that relief to the minimum dwelling unit area provision is provided for Units 1, 2, 3, and 4. The drawings provided by the applicant indicate that Units 1, 2, 3, and 4 will be 48.86 m2 (525.9 ft2), 42.54 m2 (547.87 ft2), 37.81 m2 (407 ft2), and 44.87 m2 (483 ft2) respectively; slightly less than the required minimum. As each of these units has a bedroom, 3-piece bathroom, living space, and kitchen area, the units will meet the definition of a Dwelling Unit in the Town’s Zoning By-law. Staff are of the opinion that the proposed unit sizes are reasonable and appropriate, and will assist in providing a range of housing opportunities for current and future residents of the Town. The applicant is working with the Tillsonburg Building Services Department, and will be required to meet all Ontario Building Code requirements prior to the issuance of a Building Permit. Although the applicant is not required to provide additional parking spaces, the Applicant is proposing to provide one on-site parking spot per residential unit, as identified on Plate 3. Staff note that there is a Municipal Public Parking Lot located immediately to the north of the subject property, as noted on Plate 2. Section 13.2.2 restricts residential uses on the ground floor of buildings located within the lands bounded by Bidwell Street to the west, lands fronting on Harvey Street and the south side of Brock Street East (to Lisgar Avenue) to the east, Bridge Street to the north and London Street to the south. The restriction of ground floor residential in this area is intended to provide a transition between solely commercial uses and solely residential uses. In this instance, as Town staff indicated that the subject lands have been historically and consistently used for residential purposes, and staff is of the opinion that allowing the use of the lands to continue is reasonable and appropriate. It is not anticipated that the requested relief to recognize existing conditions of a legal non-conforming structure, and, to allow for the conversion of the existing structure into a six-unit apartment residence will negatively impact neighbouring property owners. (f) Desirable Development/Use: It is the opinion of this Office that the Applicant’s request can be considered minor and desirable for the development of the subject property. Specifically, the proposed conversion will increase the usability of the subject lands, provide much-needed residential opportunities for current and future residents, and provide additional support for businesses and amenities in the Tillsonburg Central Area. Furthermore, based on the Applicant’s submission, the development will be generally compatible with the surrounding neighbourhood. In light of the foregoing, it is the opinion of this Office that the requested relief is in keeping with the general intent and purpose of the Official Plan and Town Zoning By-law and can be given favourable consideration. Page 565 of 936 File Number: A03-23 Report Number 2023-237 Page 7 RECOMMENDATION: That the Town of Tillsonburg Committee of Adjustment approve Application File A03-23, submitted by Opulance Enterprise Limited Inc. for the lands described as PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Town of Tillsonburg, as it relates to: 1. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Front Yard: Minimum Depth, to decrease the minimum required front yard depth from 7.5 m (24.6 ft) to 5.1 m (16.7 ft); 2. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Exterior Side Yard: Minimum Width, to decrease the minimum required exterior side yard from 7.5 m (24.6 ft) to 4.1 m (13.5 ft); 3. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Rear Yard: Minimum Depth, to decrease the minimum required rear yard depth from 3.0 m (9.8 ft) to 0.92 m (3.0 ft); 4. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to increase the permitted projection of covered decks, patios, and porches/verandas from 1.5 m (4.92 ft) to 2.6 m (8.5 ft); 5. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for covered decks, patios, and porches/verandas from 3 m (9.8 ft) to 2.5 m (8.2 ft); 6. Relief from Section 5.37.1 – Permitted Projections Into Required Yards – Table 5.37.1 – Permitted Projections Into Required Yards, to decrease the minimum required setback between the projection and lot line for uncovered and unenclosed steps from 3 m (9.84 ft) to 1.65 m (5.41 ft); 7. Relief from Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Lot Area: Minimum, to decrease the minimum required lot area from 90 m2 (968.8 ft2) per dwelling unit to 86.5 m2 (925.7 ft2); 8. Section 13.2 – Zone Provisions – Table 13.2: CC Zone Provisions, Dwelling Unit Area: Minimum, to decrease the minimum dwelling unit area from 55 m2 (595 ft2) to 37.5 m2 (403.6 ft2); and, 9. Section 13.2.2 – Restrictions on Ground Floor Residential Development, to permit residential use on the ground floor of a building located on the subject lands; to facilitate conversion of a single detached dwelling into a 6-unit apartment residence, subject to the following condition: 1. A Building Permit shall be issued within one year of the date of the Committee’s decision. Page 566 of 936 File Number: A03-23 Report Number 2023-237 Page 8 As the proposed variances are: (i) deemed to be minor variances from the provisions of the Town of Tillsonburg Zoning By-law No. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. SIGNATURES Authored by: Original signed by Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: Original signed by Gordon K. Hough, RPP Director Page 567 of 936 July 25, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 1210 Notes NAD_1983_UTM_Zone_17N 61 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Subject Property Baldwin Street Bidwell Street Broadway Prospect Street Fox Alley Plate 1: Location Map with Existing Zoning A03-23 - Opulance Enterprise Limited Inc. PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Tillsonburg London Street Page 568 of 936 July 25, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 610 Notes NAD_1983_UTM_Zone_17N 30 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Plate 2: Aerial Map 2020 A03-23 - Opulance Enterprise Limited Inc. PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Tillsonburg London Street West Bidwell Street Fox Alley Prospect Street Broadway Subject Property Municpal Parking Lot Page 569 of 936 PROPOSEDADDI T IONA LPARKINGSPACEPROPOSEDADDITIONALPARKINGSPACE PROPOSEDADDITIONALPARKINGSPACEPROPOSEDSTAIR PROPOSEDSTAIRPROPOSEDDORMEREXIS T .SPACEE X IS T . S PACE EXIST.SPACEBRIAN LUEY88 Dunn Street, Suite 302Oakville OntarioL6J 3C7Tel:(905) 845-0382A R C H I T E C TInc.DISCLAIMER:THIS PLAN PLAN IS PRELIMINARYAND FOR DISCUSSION ONLY.THIS IS NOT A SUBSTITUTIONFOR A COMPLETE SITE SURVEY. Plate 3: Applicant's Sketch - Property Overview A03-23 - Opulance Enterprise Limited Inc. PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Tillsonburg Subject PropertyLondon Street WestBidwell StreetExisting ParkingProposed Additional ParkingExisting ParkingProposed Additional ParkingPage 570 of 936 STORAGEUNIT 1525.97ft2UNIT 1525.97ft2UTILITYSTORAGESTORAGESTORAGESTORAGESTORAGEUPUPUPDNSTEPUNIT 2547.87ft2EXITSTAIR 2EXITSTAIR 1UNIT 2547.87ft2UNIT 3407ft2UNIT 4483ft2UNIT 3407.15ft2UNIT 4483.73ft2COMMONPATIOTERRACE(UNITS1,2,3 ONLY)(251 ft2)UPUNIT 5678.76ft2(without stairs 569.98ft2)EXITSTAIR 1EXITSTAIR 2UNIT 6841.52ft2(without stairs 727.47ft2)UNIT 5678.76ft2UNIT 6841.52ft2COMMON PATIO TERRACE(UNITS 5 & 6 ONLY)603.6ft2UNIT 5223.5ft2UNIT 6323.6ft2BRIAN LUEY88 Dunn Street, Suite 302Oakville OntarioL6J 3C7Tel:(905) 845-0382A R C H I T E C TInc. Plate 4: Applicant's Sketch - Proposed Residential Units A03-23 - Opulance Enterprise Limited Inc. PT LT 1501 PL 500 PT 1 41R607 S/T A68906, 22 Bidwell Street, Tillsonburg Unit 1 (Basement Level) Units 2, 3, & 4 (Ground Level) Units 5 & 6 (Second Level) Units 5 & 6 (Third Level)Page 571 of 936 Community Planning P. O. Box 1614, 21 Reeve Street Woodstock, Ontario, N4S 7Y3 Phone: 519-539-9800 • Fax: 519-421-4712 www.oxfordcounty.ca Our File: A04-23 APPLICATION FOR MINOR VARIANCE TO: Town of Tillsonburg Committee of Adjustment MEETING: August 14, 2023 REPORT NUMBER: CP 2023-238 OWNER: Andrew Poleska 35 King Street Tillsonburg, Ontario N4G 3E4 APPLICANT: Lloyd Vermeer (VS Design Studio) 5 Graham Street, Unit 302 Woodstock, Ontario N4S 6J5 REQUESTED VARIANCES: 1. Relief from Section 5.1 – Accessory Uses, Buildings, Structures – Table 5.1.1.4 - Regulations for Accessory Buildings and Structures – Lot Coverage, maximum for all accessory buildings and structures, to increase the combined total maximum lot coverage from 50 m2 (538.2 ft2) to 63 m2 (678.1 ft2); and, 2. Relief from Section 5.1 - Accessory Uses, Buildings, Structures, subsection 5.1.1.4.1 i), to increase the maximum permitted height of a detached private garage from 4.5 m (14.8 ft) to 5.9 m (19.4 ft) to facilitate the construction of a detached garage. LOCATION: The subject property is described as LT 1208, PL 500. The property is located on the west side of King Street, between Elgin Street and Durham Street, and known municipally as 35 King Street. BACKGROUND INFORMATION: COUNTY OF OXFORD OFFICIAL PLAN: Schedule ‘T-1’- Town of Tillsonburg Land Use Plan Entrepreneurial District TOWN OF TILLSONBURG ZONING BY-LAW: Entrepreneurial (EC) Page 572 of 936 File Number: A04-23 Report Number 2023-238 Page 2 COMMENTS: (a) Purpose of the Application: The applicant is proposing relief from the above-noted provisions of the Town’s Zoning By-law to facilitate the construction of a detached garage in the rear yard. The subject property is located on the west side of King Street, between Elgin Street and Durham Street. Vehicular access to the property is only via Hilliker Alley. The subject property contains a single detached dwelling, constructed circa 1890, and a temporary shed. The applicant has indicated that the shed will be removed. Based on drawings provided by the applicant, the proposed garage will be located in the rear yard and therefore accessed via Hilliker Alley. The garage is proposed to be 7.92 m (26 ft) in length and 7.92 m (26 ft in width) - 62.8 m2 (676 ft2) in area - and 5.85 m (19.2 ft) in height. The applicant has confirmed that the detached garage is not intended to be used for residential purposes. The subject lands are approximately 505.26 m2 (5,438.57 ft2) in area and comprise a frontage of approximately 12.68 m (41.6 ft) on King Street and an approximate depth of 40.23 m (132 ft). The land use to the immediate west, south, and east of the subject property is residential in predominantly single detached residential dwellings. The land uses to the north of the subject property are a mix of residential and commercial. Plate 1, Location Map with Existing Zoning, shows the location of the subject property and the zoning in the immediate vicinity. Plate 2, Arial Map 2020, provides an aerial view of the subject lands and surrounding properties. Plate 3, Applicant’s Sketch: Property Overview, shows the location of the existing house and proposed garage in the subject property. Plate 4, Applicant’s Sketch: Concept for Detached Garage, shows front and side elevations of the proposed garage. (b) Agency Comments: Oxford County Public Works, Tillsonburg Building Services Department, Tillsonburg Engineering, Tillsonburg Hydro, and Tillsonburg Economic Development and Marketing indicated that they do not have any comments or concerns with this proposal. (c) Public Consultation Notice was provided to surrounding property owners on August 4, 2023, in accordance with the requirements of the Planning Act. As of the writing of this report, no comments or concerns had been received from the public. Page 573 of 936 File Number: A04-23 Report Number 2023-238 Page 3 (d) Intent and Purpose of the Official Plan: The subject lands are designated ‘Entrepreneurial District’ according to the County of Oxford Official Plan. The ‘Entrepreneurial District’ and the Central Business District’ are two distinct sub-districts established to recognize the functional diversity of the Central Area. Section 8.3.2.2.2 states that the role of the Entrepreneurial District is to provide opportunity for small businesses by permitting the conversion of residences for offices, business, health care and personal services, cottage industries and similar types of uses while continuing to permit residential uses. A mix of land uses is expected, and the continuation of residential uses is anticipated. The continued use of the lands for residential purposes is supported by the policies of the Official Plan, and Policy 8.3.2.2.3 specifically identifies residential uses, including single-detached dwellings, as a permitted use. Based on the applicant’s submission, the proposed garage will be located in the rear yard of the subject property, accessed via Hilliker Alley. The existing residential dwelling will not be altered and the existing streetscape on King Street will therefore be maintained. The proposed garage will primarily be used for storage (vehicles, tools). The applicant has advised that neither water nor sewer services will be installed to the accessory building. Planning staff are generally satisfied that the proposed accessory structure will have minimal impact on surrounding properties in terms of compatibility and form, and will not interfere with the nearby residential uses and/or functionality of nearby uses. (e) Intent and Purpose of the Zoning By-law: The subject property is zoned ‘Entrepreneurial Zone (EC)’ in the Town of Tillsonburg Zoning By-law, which permits a range of residential and non-residential uses. The applicant is proposing relief from two provisions in Section 5.1 of the Zoning By-law - Accessory Uses, Buildings, and Structures, specifically Maximum Lot Coverage and Maximum Height. The Maximum Lot Coverage provision for Accessory Uses, Buildings and Structures in Table 5.1.1.4 for properties in the EC Zone is intended to ensure that that an appropriate amount of amenity area is available for residents on the same lot as their dwelling unit, and that such uses are complimentary to the size and scale of principal structures and/or buildings and uses on adjacent lots. In this instance, the proposed garage will be approximately 62.8 m2 (676 ft2) in area. Table 5.1.1.4 specifies that the Maximum Lot Coverage for Accessory Structures is 10% of the lot area, up to 50 m2 (538.2 ft2) and as such, the proposed structure is 12.8 m2 (137.8 ft2) greater than the coverage permitted by the By-law The Maximum Height provision for Accessory Uses, Buildings and Structures in Table 5.1.1.4 for properties in the EC Zone is intended to ensure that undue impacts like shadowing and loss of privacy do not impact neighbouring properties. Maximum height provisions are also in place to ensure that elements of the urban form, such as viewscapes and streetscapes, are maintained or enhanced and not negatively impacted. Page 574 of 936 File Number: A04-23 Report Number 2023-238 Page 4 The height of the proposed garage will be 19.2 ft (5.6 m). As per Section 5.1.1.4.1, the maximum height for a detached garage for an entrepreneurial zoned lot that does not contain an attached private garage, is 4.5 m (14.8 ft) – a difference of 1.34 m (4.4 ft). Based on the Applicant’s submission, the location, size and design of the proposed garage will be generally compatible with the surrounding neighbourhood. As the existing detached dwelling is not being altered, the character of the current streetscape will be maintained. The subject property is larger than some of the surrounding properties, and of sufficient size and orientation to accommodate a detached garage in the rear yard. Further, the proposed garage will be located within allowable setback limits and at the rear of the property. The proposed garage will be accessed via Hilliker Alley which currently provides access for eight other properties. The structures accessed via Hilliker Alley vary in terms of setbacks from property lines, size, and height, and as a result, the streetscape and building style in this general area is variable. As the proposed garage will be located in the rear yard which backs onto a public alley (and not directly on another privately-owned property), the proposed garage will have an additional buffer, and typical privacy concerns will be minimized. It is not anticipated that the requested relief from the Maximum Lot Coverage and Maximum Height for a detached garage will negatively impact neighbouring property owners. (f) Desirable Development/Use: It is the opinion of this Office that the Applicant’s request can be considered minor and desirable for the development of the subject property. Specifically, the proposed detached garage will increase the usability of the subject lands, which currently do not contain a garage. Furthermore, the proposed garage will not alter the existing streetscape and would not appear to negatively impact existing development in the neighbourhood. In light of the foregoing, it is the opinion of this Office that the proposed relief is in keeping with the general intent and purpose of the Official Plan and Town Zoning By-law and can be given favourable consideration. RECOMMENDATION: That the Town of Tillsonburg Committee of Adjustment approve Application File A04-23, submitted by Andrew Poleska for the lands described as as LT 1208 PL 500, 35 King Street, Town of Tillsonburg, as it relates to: 1. Relief from Section 5.1 – Accessory Uses, Buildings, Structures – Table 5.1.1.4 - Regulations for Accessory Buildings and Structures – Lot Coverage, maximum for all accessory buildings and structures, to increase the combined total maximum lot coverage from 50 m2 (538.2 ft2) to 63 m2 (678.1 ft2); and, 2. Relief from Section 5.1.1.4.1 i), to increase the maximum permitted height of a detached private garage from 4.5 m (14.8 ft) to 5.9 m (19.4 ft), to facilitate conversion of a detached garage. Page 575 of 936 File Number: A04-23 Report Number 2023-238 Page 5 Subject to the following condition: 1. A Building Permit shall be issued within one year of the date of the Committee’s decision. As the proposed variances are: (i) deemed to be minor variances from the provisions of the Town of Tillsonburg Zoning By-law No. 3295; (ii) desirable for the appropriate development or use of the land; (iii) in-keeping with the general intent and purpose of the Town of Tillsonburg Zoning By-law No. 3295; and, (iv) in-keeping with the general intent and purpose of the Official Plan. SIGNATURES Authored by: Original signed by Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: Original signed by Gordon K. Hough, RPP Director Page 576 of 936 July 31, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 960 Notes NAD_1983_UTM_Zone_17N 48 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Durham Street Elgin Street King StreetQueen Street Hilliker Alley Subject Property Plate 1: Location Map with Existing Zoning A04-23 - Poleska LT 1208, PL 500; 35 King Street, Tillsonburg Tillson Avenue Page 577 of 936 July 31, 2023 This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 480 Notes NAD_1983_UTM_Zone_17N 24 Meters Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500) Durham Street King Street Hilliker Alley Elgin Street Subject Property Plate 2: Aerial Map 2020 A04-23 - Poleska LT 1208, PL 500; 35 King Street, Tillsonburg Page 578 of 936 EXIST. ± 796 sqft DWELLING1.2m ACCESSORY SETBACK1.2m ACCESSORY SETBACK1.2m A C C E SSO RY S ETBACK 7.5 m ACCE S S ORY S E TBA CK PROPOSED 685 sqft DETACHED GARAGEH I L L I K E R A L L E Y K I N G S T R E T PROPERTY LINEPROPERTY LINE3.5 3m ± 11' - 7 " 1 .2 4 m ± 4 ' - 0 3 /4 "3.70m± 12' - 1 3/4"28.53m93' - 7 1/4"131' - 8"16' - 3 5/8"6' - 8 7/8 " 5 ' - 9 1/2"87' - 11 3/8"DRAWING NO:DATE:SCALE:CHECKED:DRAWN:DRAWING TITLE:519-290-8737 |info@vsds.ca | www.vsds.caPROJECT:THE UNDERSIGNED HAS REVIEWED AND TAKES RESPONSIBILITY FOR THIS DESIGN, AND HAS THE QUALIFICATIONS AND MEETS THE REQUIREMENTS SET OUT IN THE ONTARIO BUILDING CODE TO DESIGN THE WORK SHOWN.QUALIFICATION INFORMATION:NAME SIGNATURE GENERAL NOTES:BCIN FIRM BCIN PROJECT NUMBER:1. DRAWINGS ARE NOT TO BE SCALED.2. ALL DIMENSIONS AND INSTALLATIONS ARE TO BE VERIFIED ON SITE.3. ALL DIMENSIONS INDICATED ON FLOOR PLANS ARE TO EXTERIOR FACE FOR EXTERIOR WALLS, OR FACE OF STRUCTURE / FACE OF STUD OF INTERIOR PARTITIONS. SEE FLOOR PLANS FOR ADDITIONAL DIMENSION NOTES. 4. CONTRACTOR TO COMPLY TO ONTARIO BUILDING CODE (OBC) 2012 IN ADDITION TO ANY AND ALL AUTHORITIES HAVING JURISDICTION DURING ALL PHASES OF WORK.5. IT IS THE CONTRACTOR'S RESPONSIBILITY TO BRING ALL OMISSIONS, DISCREPANCIES, INCLUDING DIMENSIONS, TO THE ATTENTION OF THE DESIGNER PRIOR TO THE COMMENCING OF ANY WORK.6. PROVIDE 19mm PLYWOOD BACKING AT SURFACE MOUNTED ELECTRICAL PANEL LOCATIONS. ENSURE CONTINUITY OF VAPOUR BARRIER AND INSULATION AS REQ'D.7. SEAL ALL ARCHITECTURAL, STRUCTURAL, MECHANICAL OR ELECTRICAL PENETRATIONS IN WALL AND/OR FLOOR ASSEMBLIES WITH AN APPROVED PRODUCT / SYSTEM TO MAINTAIN REQUIRED FIRE RATING AND ACOUSTICAL MINIMUMS.8. THESE ARCHITECTURAL DRAWINGS SHALL BE READ IN CONJUNCTION WITH SURVEY, STRUCTURAL, MECHANICAL AND ELECTRICAL DRAWINGS.9. ANY CEILING HEIGHTS SHOWN ON THE FLOOR PLANS ARE FROM t.o. SHEATHING TO t.o. WOOD PLATE OR UNDERSIDE OF TRUSS.10. * INDICATES STRUCTURAL ELEMENT DESIGNED TO PART 4 OF THE O.B.C. BY A PROFESSIONAL ENGINEER.11. ** INDICATES PRE-ENGINEERED ELEMENT SUPPLIED BY MANUFACTURER. 12. ALL WOOD FRAMING TO MEET SECTION 9.23 OF THE O.B.C.13. TRUSSES TO BE 2'-0" O/C MAX (DESIGN BY OTHERS)14. ATTIC ACCESS HATCH TO BE 3'-0" BY 1'-10" LOCATION TO BE ADJUSTED IN COORDINATION WITH TRUSS LAYOUTLloyd Vermeer1096591220006/22/2023 9:09:43 AM1/8" = 1'-0"A-1N.SIEMONK.RAMSEYERSITE PLANDETACHED GARAGE35 KING STREET, TILLSONBURG, ON, N4G 3E4230331/8" = 1'-0"SITE PLANSITE INFORMATIONITEMREQ'DEXISTINGZONESITE AREACOVERAGESETBACKSFRONT YARDACC. INT. SIDE YARDACC. REAR YARDACC. EXT. SIDE YARDREQUIREDPROPOSED--EXISTINGEXISTINGACCESSORY COVERAGEEXTRA NOTES:30.0%1630.5SF (151.5m2)5435SF (504.9m2)15%795.0SF (73.9m2)27%1481.0SF (137.6m2)7.5m1.2m1.2mN/AEC-10%543.5SF (50.5m2)0%0.0SF (0m2)13%685.0SF (63.6m2)NO. DESCRIPTION DATE00 ISSUED FOR REVIEW 2023-05-2601 ISSUED FOR MINOR VARIANCE 2023-06-0202 ISSUED FOR COORDINATION 2023-06-0203 ISSUED FOR PERMIT 2023-06-22BUILDING HEIGHT: PROPOSED 5.83m GROUND FLOOR AREA: PROPOSED 63.6m2 Plate 3: Applicant's Sketch: Property Overview A04-23 - Poleska LT 1208, PL 500; 35 King Street, TillsonburgSubject PropertyProposed Detached GarageExisting Residential DwellingPage 579 of 936 t.o. MAIN FLOOR PLATEt.o. MAIN FLOOR PLATEt.o. FOUNDATIONt.o. FOUNDATIONt.o. SECOND FLOORt.o. SECOND FLOORt.o. SECOND FLOOR PLATEt.o. KNEE WALL8' - 1 1/8"10' - 1 1/8"4' - 0"10' - 1 1/8"72"x48"6' - 8"612TYP.1' - 4"PRE-FINISHED HORIZONTAL SIDINGBOARD AND BATTEN SIDING5.83m19' - 1 5/8"t.o. MAIN FLOOR PLATEt.o. MAIN FLOOR PLATEt.o. FOUNDATIONt.o. FOUNDATIONt.o. SECOND FLOORt.o. SECOND FLOORt.o. SECOND FLOOR PLATEASPHALT SHINGLESPRE-FINISHED HORIZONTAL SIDINGt.o. KNEE WALL8' - 1 1/8"10' - 1 1/8"4' - 0"10' - 1 1/8"42"x42"6' - 8"1' - 0"DRAWING NO:DATE:SCALE:CHECKED:DRAWN:DRAWING TITLE:519-290-8737 |info@vsds.ca | www.vsds.caPROJECT:THE UNDERSIGNED HAS REVIEWED AND TAKES RESPONSIBILITY FOR THIS DESIGN, AND HAS THE QUALIFICATIONS AND MEETS THE REQUIREMENTS SET OUT IN THE ONTARIO BUILDING CODE TO DESIGN THE WORK SHOWN.QUALIFICATION INFORMATION:NAME SIGNATURE GENERAL NOTES:BCIN FIRM BCIN PROJECT NUMBER:1. DRAWINGS ARE NOT TO BE SCALED.2. ALL DIMENSIONS AND INSTALLATIONS ARE TO BE VERIFIED ON SITE.3. ALL DIMENSIONS INDICATED ON FLOOR PLANS ARE TO EXTERIOR FACE FOR EXTERIOR WALLS, OR FACE OF STRUCTURE / FACE OF STUD OF INTERIOR PARTITIONS. SEE FLOOR PLANS FOR ADDITIONAL DIMENSION NOTES. 4. CONTRACTOR TO COMPLY TO ONTARIO BUILDING CODE (OBC) 2012 IN ADDITION TO ANY AND ALL AUTHORITIES HAVING JURISDICTION DURING ALL PHASES OF WORK.5. IT IS THE CONTRACTOR'S RESPONSIBILITY TO BRING ALL OMISSIONS, DISCREPANCIES, INCLUDING DIMENSIONS, TO THE ATTENTION OF THE DESIGNER PRIOR TO THE COMMENCING OF ANY WORK.6. PROVIDE 19mm PLYWOOD BACKING AT SURFACE MOUNTED ELECTRICAL PANEL LOCATIONS. ENSURE CONTINUITY OF VAPOUR BARRIER AND INSULATION AS REQ'D.7. SEAL ALL ARCHITECTURAL, STRUCTURAL, MECHANICAL OR ELECTRICAL PENETRATIONS IN WALL AND/OR FLOOR ASSEMBLIES WITH AN APPROVED PRODUCT / SYSTEM TO MAINTAIN REQUIRED FIRE RATING AND ACOUSTICAL MINIMUMS.8. THESE ARCHITECTURAL DRAWINGS SHALL BE READ IN CONJUNCTION WITH SURVEY, STRUCTURAL, MECHANICAL AND ELECTRICAL DRAWINGS.9. ANY CEILING HEIGHTS SHOWN ON THE FLOOR PLANS ARE FROM t.o. SHEATHING TO t.o. WOOD PLATE OR UNDERSIDE OF TRUSS.10. * INDICATES STRUCTURAL ELEMENT DESIGNED TO PART 4 OF THE O.B.C. BY A PROFESSIONAL ENGINEER.11. ** INDICATES PRE-ENGINEERED ELEMENT SUPPLIED BY MANUFACTURER. 12. ALL WOOD FRAMING TO MEET SECTION 9.23 OF THE O.B.C.13. TRUSSES TO BE 2'-0" O/C MAX (DESIGN BY OTHERS)14. ATTIC ACCESS HATCH TO BE 3'-0" BY 1'-10" LOCATION TO BE ADJUSTED IN COORDINATION WITH TRUSS LAYOUTLloyd Vermeer1096591220006/22/2023 9:09:44 AM1/4" = 1'-0"A-5N.SIEMONK.RAMSEYERELEVATIONSDETACHED GARAGE35 KING STREET, TILLSONBURG, ON, N4G 3E4230331/4" = 1'-0"WEST ELEVATION1/4" = 1'-0"SOUTH ELEVATIONNO. DESCRIPTION DATE00 ISSUED FOR REVIEW 2023-05-2601 ISSUED FOR MINOR VARIANCE 2023-06-0202 ISSUED FOR COORDINATION 2023-06-0203 ISSUED FOR PERMIT 2023-06-22Plate 4: Applicant's Sketch: Concept for Detached Garage A04-23 - Poleska LT 1208, PL 500; 35 King Street, Tillsonburg5.85 m (19.2 ft)5.85 m (19.2 ft)Page 580 of 936 t.o. MAIN FLOORt.o. MAIN FLOORt.o. MAIN FLOOR PLATEt.o. MAIN FLOOR PLATEt.o. SECOND FLOORt.o. SECOND FLOORt.o. SECOND FLOOR PLATEt.o. KNEE WALL36" HIGH GUARD PER O.B.C. SB-7544 SFDETACHED GARAGE571 SFSTORAGEOPTIONAL 2x4 CEILING JOISTS8' - 1 1/8"10' - 1 1/8"4' - 0"10' - 1 1/8"2-ROWS ICE&WATER SHIELD TO MIN 48" UP ROOF FROM FASCIA2x6 SILL PLATE c/w SILL GASKET & 1/2" DIA. ANCHOR BOLTS @ MAX. 7'-10" o/cPRE-FIN. ALUM. SOFFITS, FASCIAS, AND GUTTERS ON CONTINUOUS 2x6 BACKER BOARD, TYP.TYPICAL CEILING CONSTRUCTION:ROOF JOISTS PER PLAN1/2" GYPSUM BOARDTYPICAL FLOOR CONSTRUCTION:3/4" O.S.B. SUBFLOORJOISTS (PER PLAN) 1/2" GYPSUM BOARD TYPICAL ROOF CONSTRUCTION:1 sqft./300 sqft. ATTIC VENTING25 yr ASPHALT SHINGLESASPHALT FELT UNDERLAYMENT7/16" O.S.B. ROOF SHEATHING c/w 'H' CLIPSROOF JOISTS PER PLANGENERAL STAIR NOTES:1.1" NOSING2.GUARD RAILS TO BE MIN. 36" HIGH3.HANDRAILS TO BE 36" FROM STAIR NOSING4.MIN. HEAD ROOM: 6'-5"5.GUARDS & BALUSTER CONNECTIONS PER OBC SB-7TYPICAL LANDING CONSTRUCTION:3/4" O.S.B. SUBFLOOR2x8 FLOOR JOISTS @ 16" o.c.GARAGE FLOOR SLAB CONSTRUCTION:5" CONC. FLOOR SLAB (32 MPa) c/w 6"x6" W.W.M. AND POSITIVE SLOPE 5" COMPACTED GRANULAR FILLR @UP16 ±7 11/16"TO t.o. LANDING10' - 3 3/8"7 3/4"TYP.1' - 4"GRADEGRADETO t.o. LANDING*CEC#6:24"x24" THICKENED SLAB. REFER TO DETAIL SK-2DRAWING NO:DATE:SCALE:CHECKED:DRAWN:DRAWING TITLE:519-290-8737 |info@vsds.ca | www.vsds.caPROJECT:THE UNDERSIGNED HAS REVIEWED AND TAKES RESPONSIBILITY FOR THIS DESIGN, AND HAS THE QUALIFICATIONS AND MEETS THE REQUIREMENTS SET OUT IN THE ONTARIO BUILDING CODE TO DESIGN THE WORK SHOWN.QUALIFICATION INFORMATION:NAME SIGNATURE GENERAL NOTES:BCIN FIRM BCIN PROJECT NUMBER:1. DRAWINGS ARE NOT TO BE SCALED.2. ALL DIMENSIONS AND INSTALLATIONS ARE TO BE VERIFIED ON SITE.3. ALL DIMENSIONS INDICATED ON FLOOR PLANS ARE TO EXTERIOR FACE FOR EXTERIOR WALLS, OR FACE OF STRUCTURE / FACE OF STUD OF INTERIOR PARTITIONS. SEE FLOOR PLANS FOR ADDITIONAL DIMENSION NOTES. 4. CONTRACTOR TO COMPLY TO ONTARIO BUILDING CODE (OBC) 2012 IN ADDITION TO ANY AND ALL AUTHORITIES HAVING JURISDICTION DURING ALL PHASES OF WORK.5. IT IS THE CONTRACTOR'S RESPONSIBILITY TO BRING ALL OMISSIONS, DISCREPANCIES, INCLUDING DIMENSIONS, TO THE ATTENTION OF THE DESIGNER PRIOR TO THE COMMENCING OF ANY WORK.6. PROVIDE 19mm PLYWOOD BACKING AT SURFACE MOUNTED ELECTRICAL PANEL LOCATIONS. ENSURE CONTINUITY OF VAPOUR BARRIER AND INSULATION AS REQ'D.7. SEAL ALL ARCHITECTURAL, STRUCTURAL, MECHANICAL OR ELECTRICAL PENETRATIONS IN WALL AND/OR FLOOR ASSEMBLIES WITH AN APPROVED PRODUCT / SYSTEM TO MAINTAIN REQUIRED FIRE RATING AND ACOUSTICAL MINIMUMS.8. THESE ARCHITECTURAL DRAWINGS SHALL BE READ IN CONJUNCTION WITH SURVEY, STRUCTURAL, MECHANICAL AND ELECTRICAL DRAWINGS.9. ANY CEILING HEIGHTS SHOWN ON THE FLOOR PLANS ARE FROM t.o. SHEATHING TO t.o. WOOD PLATE OR UNDERSIDE OF TRUSS.10. * INDICATES STRUCTURAL ELEMENT DESIGNED TO PART 4 OF THE O.B.C. BY A PROFESSIONAL ENGINEER.11. ** INDICATES PRE-ENGINEERED ELEMENT SUPPLIED BY MANUFACTURER. 12. ALL WOOD FRAMING TO MEET SECTION 9.23 OF THE O.B.C.13. TRUSSES TO BE 2'-0" O/C MAX (DESIGN BY OTHERS)14. ATTIC ACCESS HATCH TO BE 3'-0" BY 1'-10" LOCATION TO BE ADJUSTED IN COORDINATION WITH TRUSS LAYOUTLloyd Vermeer1096591220006/22/2023 9:09:45 AM3/8" = 1'-0"A-7N.SIEMONK.RAMSEYERBUILDING SECTIONDETACHED GARAGE35 KING STREET, TILLSONBURG, ON, N4G 3E4230333/8" = 1'-0"A-2BUILDING SECTION1NO. DESCRIPTION DATE00 ISSUED FOR REVIEW 2023-05-2601 ISSUED FOR MINOR VARIANCE 2023-06-0202 ISSUED FOR COORDINATION 2023-06-0203 ISSUED FOR PERMIT 2023-06-22Page 581 of 936 Report No: CP 2023-256 COMMUNITY PLANNING Council Date: August 14, 2023 To: Mayor and Members of Tillsonburg Council From: Laurel Davies Snyder, Development Planner, Community Planning Application for Zone Change – Supplemental Report ZN 7-23-03 – Pamela and Timothy Ford DISCUSSION At the July 17, 2023 Council Meeting, Tillsonburg Council considered Planning Application ZN 7-23-03 – 332 Broadway, which proposes the addition of two (2) Additional Residential Units (ARUs) in the existing structure. Council resolved that this item be deferred pending submission of a revised parking plan (Resolution # 2023-294). As per Council Resolution #2023-294, the Applicant submitted a revised parking plan illustrating how the required four on-site parking spaces can be accommodated on the subject lands. One parking space is located in the existing driveway off of Broadway and three parking spaces are located in a parking area off of Gowrie Street (accessed via the public alley). The parking plan is illustrated by Plates 1 and 2, attached to this report. • Plate 1: Applicant’s Sketch – Parking Plan • Plate 2: Applicant’s Sketch – Parking Plan (Rendering) Tillsonburg Building Services has reviewed this parking plan and does not have any concerns. RECOMMENDATIONS It is recommended that the Council of the Town of Tillsonburg approve the zone change application and parking plan submitted by Tim Ford, whereby the lands described as LT 616 PL 500; PT LT 615 PL 500 AS IN 229659, Town of Tillsonburg, known municipally as 332 Broadway, are to be rezoned from ‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC1-sp)’ to permit two (2) Additional Residential Units (ARU) in an existing single detached residential dwelling. SIGNATURES Authored by: Original signed by Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: Original signed by Gordon K. Hough, RPP Director Page 582 of 936 E:\OSOFT141\Wayne\2023 Work\Sketch's\23-18838sketch.dwg Plate 1: Applicant's Sketch - Parking Plan File No: ZN 7-23-03 - Ford LT 616 PL 500; PT LT 615 PL 500 AS IN 229659; 332 Broadway, Tillsonburg Gowrie Street Broadway Subject Property Parking (3) Parking (1) Alley Page 583 of 936 Plate 2: Applicant's Sketch - Parking Plan (Rendering) File No: ZN 7-23-03 - Ford LT 616 PL 500; PT LT 615 PL 500 AS IN 229659; 332 Broadway, TillsonburgPage 584 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER XXXX A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “NC-6” the zone symbol of the lands so designated “NC-6” on Schedule “A” attached hereto. 2. That Section 15.3 to By-Law Number 3295, as amended, is hereby further amended by adding the following subsection at the end thereof: “15.3.6 LOCATION: LT 616 PL 500; PT LT 615 PL 500 NC-6 (KEY MAP 20) 15.3.6.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any NC-6 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Section 15.1; a single detached dwelling existing on July 17, 2023; an additional residential dwelling unit within the existing single detached dwelling. 15.3.6.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any NC-6 zone use any lot, or erect, alter, or use any building or structure except in accordance with the following provisions: 15.3.6.2.1 Number of Additional Residential Dwelling Units within an Existing Single Detached Dwelling Maximum 2 15.3.6.2.2 Number of Parking Spaces i) Minimum for an existing single detached dwelling 2 ii) Minimum per additional residential dwelling unit 1 Page 585 of 936 The Corporation of the Town of Tillsonburg By-law Number XXXX Page 2 15.3.6.3 That all of the provisions of the NC Zone in Section 15.2 of this By- Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this 17th day of July, 2023. READ a third time and finally passed this 17th day of July, 2023. Mayor Clerk Page 586 of 936 N54°07'E 30.48 SW ANGLELOT 616, PLAN 500 N37°18'W 14.86LOT 615PLAN 500ALLEYN37°18'W 14.86N54°07'E 30.48LOT 616BROADWAYGOWRIE ST E S C H E DU L E "A " LOT 616, PART LOT 615, JUDGE'S PLAN 500 TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO NC-6 NOTE: ALL DIMENSIONS IN M ETRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2023 TO BY-LAW No.© 3 0 3 6 91.5 METRES ÞÞ Page 587 of 936 ZN 7-23-03 TOWN OF TILLSONBURG BY-LAW NUMBER 2023-XXXX EXPLANATORY NOTE The purpose of By-Law Number 2023-XX is to rezone the subject property from ‘‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC-6)’ to recognize an existing single detached dwelling on the lands and permit two Additional Residential Units (ARUs) in the existing structure. The subject lands are described as LT 616 PL 500; PT LT 615 PL 500, Town of Tillsonburg, and known municipally as 332 Broadway. The subject lands are located on the northeast corner of Broadway and Gowrie Street East and are municipally known as 332 Broadway. The public hearing was held on July 17, 2023. Comments from the public were received and were duly considered by Council in their deliberation on the matter. Any person wishing further information relative to Zoning By-Law Number 2023-XX may contact the undersigned: Tanya Daniels Clerk Town of Tillsonburg 200 Broadway, 2nd Floor Town Centre Mall Tillsonburg, ON N4G 5A7 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-03 (Ford) Report No: CP 2023-208 Page 588 of 936 G O W R IE S T EB R O A D WA Y CONCESSION ST WJOHNST B I D WE L L S T W O LF STCONCESSION ST EDE N T O N A V EHARDY AVEN IA G A R A S TR O S S S T PARK AVEA N N S TVICTORIA STG O W RIE S T W ROLPH STLakeLisgar(&19 KEY MAP LANDS TO WHICH BYLAW ____________ APPLIES © 50 0 50 10025 METRES Page 589 of 936 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Council meetings are held the second and fourth Monday of the month at 6:00 p.m. Council meetings are livestreamed and recorded. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. This allows members of Council to have an understanding of the purpose of your delegation. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individauls are agreeing to the release and inclusing of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 590 of 936 First Name * Louise Last Name * Wardrop Street Address * 447 Town/City * Hunter St. Woodstock Postal Code * N4S 4G7 Phone Number * 226-667-6404 E-mail * lwardrop@oxfordcommunityfoundation.org Subject * Oxford Community Foundation Name of Group or Person(s) being represented (if applicable) Louise Wardrop, Executive Director plus Board member to be determined All Delegations are limited to fifteen (15) minutes, including questions and answers. * I acknowledge It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. Details of the purpose of the delegation: * The purpose of our presentation is to the work of Oxford Community Foundation (OCF). The main messaging will include the following: What is a Community Foundation? Who is Oxford Community Foundation? Highlights of how OCF has supported the community. Our Ask - help to grow OCF fund referrals and opportunities, as well as provide sponsors and golfers for 2023 Oxford County Warden's Charity Golf Tournament. We are hoping the outcome of the meeting will result in increased knowledge of the work OCF does in the community and interest in supporting our organization. Please indicate the preferred meeting date which you would like to appear as a delegation: 8/14/2023  Page 591 of 936 Do you or any members of your party require accessibility accommodations? * Yes No Will there be a Power Point presentation? * Yes No Please attach a copy of your presentation. If you experience technical difficulties please submit your presentation materials via email to clerks@tillsonburg.ca I acknowledge that all presentation material must be submitted to the Office of the Clerk by 4:30 p.m. the Wednesday before the Council meeting date. I accept Page 592 of 936 Upon receipt and approval of a Delegation, full details on the process will be sent to all presenters. If you have any questions please contact the Office of the Clerk at: clerks@tillsonburg.ca or 519-688-3009 ext. 4041 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and mainted for the purpose of creating records that are available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040. Page 593 of 936 OCFImpact2022 ANNUAL REPORTPage 594 of 936 2 Kim Parker Thank you for your continuing support. Your generosity is making a difference in creating meaningful and lasting impact in our community. Despite last year’s market fluctuations, our granting ability remains solid. In 2022, Oxford Community Foundation granted $145,828 to 43 community partners. Oxford Community Foundation helps keep money in Oxford. $115,693 of the total was generated from funds managed by the Foundation. We also bring new money to Oxford. We distributed $30,135 in Oxford thanks to our partnership with the London Community Foundation. During 2022, we continued to grow the stream of grants our community can expect to receive year after year. Individuals who have been following the Foundation’s work for many years, decided to establish two new funds. One anonymous donor created the Oxford County Youth Fund in memory of a cherished neighbour, and George and Gerri Klosler created the Klosler Family Fund to support education. Also, several fundholders added to existing funds. One such fundholder shared, “The Foundation provides added value and simply makes it easier for us to support causes we care about. After experiencing the Foundation’s commitment to maintaining a donor’s legacy in perpetuity, we chose to leave more to our Fund to support community needs. We are confident our philanthropic plans will be fully executed by the Oxford Community Foundation.” We were pleased so many of you joined us at our Annual General Meeting and at the Oxford County Warden’s Charity Golf Tournament. Proceeds from the golf event are vital in supporting Oxford Community Foundation’s operations. We owe a great deal of thanks to our dedicated staff and volunteer board and committee members who help make these events and the work we do at the foundation impactful. As we grow and plan for the future, we will continue to explore what our community needs from us, while adapting to the changes all around us. Oxford Community Foundation remains committed in its support for our donors, our charitable sector and the evolving needs of our county, and we will continue to ask ourselves: How can we help make Oxford better? Keith Stevens Louise Wardrop Chair, Board of Directors Executive Director 2 A member of: Leadership Message Keith Stevens (Chair) 2022 Oxford Community Foundation Volunteer Board of Directors: Rosaline Bruyns, Office & Grants Administrator Don Hilborn Neil Dolson (Treasurer) Jessica Jauernig Rosemary George (Vice-Chair) Heather Haldane John MacDonald Brian Hadley Bill Mackesy (Past Chair) Karen Sample Kelly Gilson (ex-officio United Way) Louise Wardrop, Executive Director Staff: Kim Parker Page 595 of 936 3 A commonly held misconception about legacy funds is that it’s only worthwhile if you have substantial funds to give. Many don't even consider it because they feel their gift won't be big enough to make a difference. In fact, what follows in these pages demonstrates that a gift of any size can have a transformative impact – especially for smaller community organizations. Oxford Community Foundation now manages 33 funds of all sizes created by gifts from individuals, families, and organizations. In this section, you can read about the many grants distributed from these funds in 2022 alone. Also included are the stories of grants made from partnership that bring new funds into Oxford County. One longstanding partnership is with London Community Foundation and grants are distributed each year from two funds held by them, the Maple Leaf Community Fund honouring Harvey and Erma Beaty and the Canada Summer Games Fund. In 2022 Oxford Community Foundation granted $145,828 to 43 community partners and distributed 18 student awards. These grants and awards support our entire county in all facets of our community – from arts, culture, heritage, education, the environment, health and wellness, social services, and recreation. We hope you get inspired by these stories of projects and organizations funded through our grant programs. Community Impact BUILDING A BETTER COMMUNITY, TOGETHER. FOREVER. INSIDE 2 Board of Directors 2 Leadership Message 3 Community Impact 12 Heroes Among Us 13 2022 Golf Tournament 14 Creating a Legacy with Impact 16 Financial & Investment Report 17 Founders’ & Builders’ Circle Recognition 18 Donor & Sponsor Recognition 20 Tribute to Seniors 2022 ANNUAL REPORT Page 596 of 936 4 WOODSTOCK ART GALLERY $1,500 from the B&R George Fund supported the After School Drop-In Program for elementary and high school students, providing a safe space for students to socialize and explore creative development and self-expression. Students learn from professional arts educators as well as guest artists, ensuring they are exposed to all art modalities. Jamina, high school student, shared, “Art isn’t my strong suit, and I would lose motivation but now since coming here I like my art, it represents who I am.” INGERSOLL CREATIVE ARTS CENTRE $1,500 from the B&R George Fund funded the March Break Day Camp, sewing classes and Gnome making workshops for youth in need. Arts Administrator, Stephanie Conron explains parents of all socio-economic levels are looking for creative outlets because “The Ontario curriculum is changing, and it does not include as much creative instruction as in the past.” MOVEMENT CHURCH – K2K PRODUCTIONS Art in its many forms is one of those amazing things that anyone and everyone can do. K2K Productions offers community and the opportunity to develop skills in theatre. $20,000 from the Dennis and Joan Vollmershausen Family Fund supported the 2022/2023 season performances of "Willy Wonka" by grades 2-6 and "Newsies" by grades 7-12. THEATRE WOODSTOCK $500 from the Ross & Fran McElroy Fund helped to cover the cost of registration and tuition fees so that young people who required financial assistance could participate in the STAGES youth program. Susan Robinson, President at Theatre Woodstock shared, “Our goal is to educate and instruct youth in all phases of the theatre and with the extra funding we were able to welcome more young people into our theatre community.” ARTS, CULTURE & HERITAGE “In art, the hand can never execute anything higher than the heart can imagine.” Ralph Waldo Emerson Page 597 of 936 5 THAMES TALBOT LAND TRUST Thanks to the Stevens Fund and Ken & Lynda Whiteford Fund, TTLT received $2,000 to ensure permanent protection for nature and all the wildlife in Five Point Woods Wetlands through a new 32-acre Oxford County nature reserve. TTLT Executive Director, Daria Koscinski shared, "With the support of the Oxford Community Foundation, Thames Talbot Land Trust was able to protect an additional 13 hectares of the Five Points Woods Wetland Complex, resulting in 29% of the Complex under long term protection. Ridgeview Wetlands is an important wildlife refuge for birds, amphibians, and turtles." OXFORD COUNTY TRAILS COUNCIL Winter can be a challenging season for the Oxford Thames River Trail on the 45th Line as the access culvert accumulates with ice and water. $1,400 was granted from the Stevens Fund and Oxford Environmental Fund for culvert improvements. Treasurer Ken Westcar explained that the improvement prevents people from crossing the CN tracks to access the trail, thereby making the area safe for all to enjoy. The 4 km trail offers beautiful views of the Thames River and wetlands, as well as a picnic shelter. Signage on the trail documents the history of the trail as well as identifying various wildlife. ENVIRONMENT “Our identity includes our natural world, how we move through it, how we interact with it and how it stimulates us.” David Suzuki Page 598 of 936 6 SPORTS & RECREATION YMCA WOODSTOCK $1,050 was provided from the Ken & Lynda Whiteford Fund to support subsidized memberships. The YMCA is committed to being an inclusive and welcoming facility with no financial barriers to health and fitness. Their membership model takes a collaborative approach to services, partnering with the Woodstock Hospital Prevention and Early Intervention in Psychosis Program, Canadian Mental Health Association, Woodstock and District Developmental Services to ensure clients of these organizations can receive subsidized memberships – as well as anyone in need in our community. In speaking with a young mom benefitting from a subsidized membership, Amy Luciani, General Manager shared, “She now has the opportunity to come to a safe place, focus on herself and recharge while her child is cared for in the child-minding centre.” WOODSTOCK MINOR HOCKEY $450 from the Hawkins Memorial Fund in memory of Richard Hawkins supported the “Just Try It” program. The free for all program provides a fun day of activities, including skating skills, teamwork, all the necessary hockey equipment and even a hot lunch! Pat Langdon, President of Woodstock Minor Hockey shares “It’s the greatest because we have kids that couldn’t skate and now they are all pumped up about hockey”. Trevor Gennings and Rachel Fertado signed their children Max and Ella up for the program. “We are really happy to have the kids come out, and getting the equipment is great. They make everyone feel really involved. It’s been a good experience. Both kids want to play hockey now!” “The ability to conquer oneself is no doubt the most precious of all things that sport bestows.” Olga Korbut Page 599 of 936 7 ALZHEIMER SOCIETY OXFORD $1,000 from Dennis and Joan Vollmershausen Family Fund supported “The Social” a therapeutic hub of crafts, cooking, fitness, and cognitive exercises for people with early to mid-stage dementia. Director of Development, Lesley Rand commented, “When you first get the diagnosis there’s not a lot of support, folks still have years of time to be engaged in their community.” The 3-hour program runs four times weekly in Woodstock and once weekly in Tillsonburg, offering supportive outing and connection to community for the person with dementia, as well as needed respite for the caregiver. OXFORD COUNTY COMMUNITY HEALTH CENTRE $2,670 from Joland Family, Doug & Yvonne Eckel, Henning Hansen Memorial and Heroes Among Us Funds supported the “Dentures to Enhance Quality of Life” program. Zach Hollingham, Director of Client Services commented, “We provide a full range of wrap around services to less fortunate population of Oxford County facing multiple barriers. OCF funds have allowed 10 clients complete sets of dentures through this program.” Fourth year students of Western’s Schulich School of Medicine & Dentistry gain hands on experience, joining local dentists who volunteer their time to offer services for free. Valerie and Laura, graduating students, shared, “Clients are so appreciative of their new dentures. This service has shown us the importance of client relationships and how improving their wellness results in a positive impact in this community.” Rick expresses his appreciation, stating, “It’s great to smile again. I am very happy to have this service available to me.” PARKINSON SOCIETY SOUTHWESTERN ONTARIO Four hundred Oxford County residents have Parkinson Disease, and this number is predicted to double by 2035, and the disease is now occurring in younger populations. $1,500 from the Canada Summer Games Fund brought “Dancing with Parkinson’s” to Oxford County. Local dance instructors receive specialized training to learn how to accommodate the physical aspects of the disease and how dancing suppresses symptoms. Participant, Nancy Stewart shared, “I knew it would be fun and I knew it would be helping my brain, but I didn’t anticipate the lesson I learned. It’s not just me, there are others with more advanced symptoms. If they have the courage and determination to get out and do this so can I. It is so uplifting!” Mark Womack, Community Development Coordinator, shared, “Dancing calms the brain and symptoms, allowing for better and more restorative sleep, which contributes to better overall health.” DIABETES CANADA $2,000 from Ken & Lynda Whiteford Fund and William & Mary Mackesy Fund gives youth in Oxford County the opportunity to attend one-of-a-kind summer camps designed specifically to support children and their families with Type 1 Diabetes. The camp helps empower children to excel and succeed regardless of their health challenges. HEALTH & WELLNESS “He who has health, has hope; and he who has hope has everything.” Arabian Proverb Page 600 of 936 8 EDUCATION “The more that you read, the more things you know, the more that you learn, the more places you’ll go.” Dr. Suess STRONG START – LETTERS, SOUNDS, WORDS $3,374 from the William & Mary Mackesy Fund, funded the early reading intervention programs helping Oxford County children to become confident, lifelong readers. The 10-week curriculum delivered by trained volunteers focuses on phonemic awareness and word recognition in a fun and creative way. For volunteer Ron Bailey, there is nothing better than seeing a child gain confidence in themselves. He shared, “One student came to his first session and told me he can’t read. I said I think you can. By the end of the sessions, he read a book to me and was so excited he did a happy dance!” Lisa Williams Director of Programs commented, “It changes the life of a child and that is immeasurable.” OXFORD COUNTY LIBRARIES $300 from the Oxford County Library Fund supported libraries in providing sources of entertainment, information, and connection for a steadily growing number of people in our communities. “A library is a house of hope. It’s a place where we all, whatever our situation, can feed our ideas and develop our dreams,” author Doug Wilhelm. JUNIOR ACHIEVEMENT SOUTH WESTERN ONTARIO $1,100 from the Stevens Fund and Don Post Fund supported financial literacy programs for 350 youth in Oxford County. Volunteer instructors provide students with the essential knowledge, attitudes, and skills to be successful in their futures, such as budgeting, saving, investing, and aligning their financial choices with their career and educational goals. Karen Chafe, Programs and Operations Manager shared, “We are proud of the work we’ve done through COVID 19. We were able to grow our student reach during that period. We did this by developing online resources and programming. Now we have an open mind to how we reach students across the region. It’s been a tremendous opportunity to make changes and do more, ensuring consistent financial literacy programs for Oxford youth.” MULTI SERVICE CENTRE TILLSONBURG $2,100 from the Alabastine-Wilkinson Fund is helping seniors stay current and connected. The Tablet Training for Seniors & Older Adults program provides a hands- on learning opportunity for seniors to navigate Android tablet applications improving their technology confidence, socialization opportunities and independence. Sarah Lattanzio, Literacy and Basic Skills Program Manager shares they will be “taking the program out into the community to offer tablet training to under-represented groups in the community, meeting our seniors where they are at.” Page 601 of 936 9 Pat & Barry Smith Leadership Bursaries Aden Schaefer from CASS and Madison Sanderson from Glendale Secondary School in Tillsonburg both received $500, recognizing them for their leadership skills and community involvement. Lorna & George Roberts Fund Each year a bursary is awarded to a student who excels in leadership skills and who is furthering their education at either the Ontario Agricultural College at the University of Guelph and/or Department of Family Relations and Applied Nutrition in the College of Social & Applied Human Sciences at the University of Guelph. Danielle Karn from CASS received $2,000 to further her education at the University of Guelph. Oxford Manufacturers for Skills Development Bursary This award recognizes students who demonstrate an aptitude for mechanical or applied skills as well as community or school involvement. Gabriella Commisso and Rielly Doyle both from St. Mary’s Catholic High School were awarded $1,500 each. WDDS Rosemary George Bursary Awarded to a student enrolled into the Developmental Services Worker program (DSW), who is recognized for their potential and for their contribution to services for people with developmental disabilities. Dalton Rago-Knott from St. Mary’s Catholic High School was awarded $400. Joland Family Fund Bursary Awarded to a female student living on a working farm who is motivated and inspires others. Nicole Tomlinson from IDCI received $270. Tyler Arts “Athletic” Spirit Awards Two Ingersoll District Collegiate Institute (IDCI) athletes, one male and one female, are awarded for their selfless play and leadership on and off the court, field or rink. Charlotte Bruckler and Cam White both receive $500 for their achievements. Charlotte wrote, “Being recognized for my spirit and leadership skills is very much appreciated. I will continue to move forward with my positive attitude.” Cam White shared, “I am honoured to receive this award.” The Hawkins Memorial Fund This fund was established in memory of a beloved family, lost to carbon monoxide poisoning, who was “always ready, willing, and able to help those in need and could often be found volunteering with big, welcoming grins on their faces”. Three students are recognized each year for their community involvement, respect for others and moral courage. Kaytlin Matthews from IDCI awarded $250 from the Laurie Hawkins Memorial Award. Kaytlin wrote, “I strongly believe in the values set out in this award. The participation of young people makes this community a better place to be.” Evelyn Hoekstra from St. Mary’s Catholic High School awarded $250 from the Cassandra Hawkins Memorial Award and Bryce Tucker from St. Michael’s Catholic School awarded $50 from the Jordan Hawkins Memorial Award. Children’s Aid Society Oxford Agency Endowed Fund Each year bursaries from the Fund help kids in care pursue their post-secondary education. In 2022, six students were awarded bursaries of $2,000 each. STUDENT AWARDS Page 602 of 936 10 COMMUNITY & SOCIAL SERVICES “Only a life lived for others is a life worthwhile.” Albert Einstein CYCLES OF LIFE FOR SUPPORTIVE TRANSITIONAL LIVING $7,500 from the Maple Leaf Community Fund honouring Harvey & Erma Beaty supported the Community Free Tables. The grant funded the purchase of a freezer and fridge to store the weekly donations of almost 1000 lbs. of food including perfectly “imperfect” fruits, vegetables, baked goods, and meat. Food donations support close to 1,200 individuals per month at the Woodstock table alone. Rob Blackmore shares, “It means a lot. If Cycles of Life weren’t here a lot of people wouldn’t have food in their bellies. I really appreciate these people. I don’t know what people would do without them.” INDWELL- HARVEY WOODS LOFTS $6,060 from the Maple Leaf Community Fund honouring Harvey & Erma Beaty supported the purchase of an industrial freezer and pots and pans. With 85 tenants, the ability to purchase the freezer “opens up what we can receive, food offered to us that we couldn’t keep” says Marianne Ferris, Housing Support Coordinator. Being able to accept perishable product donations increases the range of healthy food choices for tenants. Regional Manager, Justin Dewaard, explains “we are always thinking in terms of independence for our tenants.” The freezer also allows for more food-based programming for tenants such as slow cooker classes, cooking and grocery shopping on a budget, plus communal meals, and seasonal celebrations. WELLKIN $3,976 from the William and Mary Mackesy Fund and Tyler Arts Legacy Fund supported the purchase of program supplies for the Brightside Youth Hub. The Hub is much more than a drop in space; it’s a community of wrap around services, under one roof at the right time and place. The Hub offers youth ages 12-25 positive and supportive social connections. There’s a wide variety of activities, including crafts, gaming, basketball, and yoga, and most importantly there are services and referrals for mental health counselling, 2SLGBTQIA supports, employment and housing. SOUTH GATE CENTRE $5,366 from the Maple Leaf Community Fund honouring Harvey & Erma Beaty funded the purchase of a Grab & Go Fridge, offering members a nutritious and affordable meal “on the go” or enjoyed at the Centre with friends. The Grab & Go program is a lifeline to the 10-15% of members facing daily food insecurity. During the pandemic staff took extra steps to ensure freshly made and locally sourced frozen entrees made their way to their most isolated neighbours. Facilities Manager, Larrie Blancher feels his role at the South Gate Centre “is not just a job, we care and are here to help the community.” Page 603 of 936 11 COMMUNITY & SOCIAL SERVICES MULTI SERVICE CENTRE TILLSONBURG $851 from the Maple Leaf Community Fund honouring Harvey & Erma Beaty funded the purchase of 100 insulated cooler bags for the Meals on Wheels Program. 560 meals were delivered in February alone. “It’s definitely much more than a meal” comments Jen Olcsvary, Fundraising & Community Engagement Coordinator. Clients receive a nutritious meal delivered by a volunteer, but this also means they get a friendly face and often a much-needed safety check. DOMESTIC ABUSE SERVICES OXFORD/INGAMO HOMES The pandemic was particularly challenging for women experiencing domestic abuse. Congregate living arrangements at DASO were no longer permitted and ways of providing services quickly had to change. Social distancing meant that multiple families could not use the kitchen at the same time. A kitchen supervisor was hired to oversee meal planning and preparation, including culturally appropriate food. $500 from the Fran & Ross McElroy Fund supported DASO initiatives ensuring women and their families received care, guidance and most importantly a safe space to rebuild their lives. OPERATION SHARING $10,400 from the Operation Sharing Agency Endowment Fund, the Frank & Marion Smith Fund and the Dennis and Joan Vollmershausen Family Fund supported The Christmas Place and other services and programs that challenge the stigmas surrounding poverty. Supports allow community members to maintain their dignity and choice, while simultaneously providing them with tactile skills developed in a community environment. They’re creating long-term skills facilitating self- sufficiency. VICTIM ASSISTANCE SERVICES OF OXFORD COUNTY $2,135 from the William & Mary Mackesy Fund and the Canada Summer Games Fund funded wellness kits for clients struggling financially, providing activities that offer respite from their daily struggles to meet basic needs. Wellness kits include items such as movie, swimming and bowling passes to ensure a positive and fun experience for the families. And more…. Additional disbursements were made from the Joland Family Fund, Dr. I. Patricia Brown Memorial Fund, the Maple Leaf Community Fund honouring Harvey & Erma Beaty, the Thamesford Lawn Bowling Fund and the Dennis & Joan Vollmershausen Family Fund to the following organizations:: • ALS Society of Canada • Beginnings Family Services & Pregnancy Care Centre • Canadian Red Cross • English Language Institute China Society • Grand Erie District School Board • Innerkip Presbyterian Church • Knox Presbyterian Church • Thames Valley Education Foundation • Thamesford Lions Club • United Way Oxford • VON Oxford • Woodstock Hospital Foundation • Zorra Township Page 604 of 936 12 We all know a local hero in our community. They may be a friend, neighbour, or family member who makes a positive impact every single day, making the place we live a better one through their actions and contributions. They don’t ask for recognition for their efforts; they just keep contributing in a quiet and generous way. They don’t think of themselves as heroes. But we know they are. Now there’s a way to recognize these people and build on their legacy of contributions to their community through the Heroes Among Us Fund. This fund is for anyone who would like to recognize a hero in Oxford. Donations, big and small, will be invested and each year investment income will be granted back to worthwhile Oxford initiatives in recognition of these unsung heroes. We remember our first Heroes: Jeff Brooks for being a loyal, supportive friend and mentor. Teun DeBeer for never giving up and for his passion for the dairy industry in Oxford. Eleanor Elliott for being a kind and caring neighbour and friend. Dale Fanset for smiling and laughing often, for spreading comfort and joy. Sam Horton for being an inspiration and an instigator of good things. Deb Landon for unconditionally sharing her caring heart and great warm smile. Jean Elizabeth Matheson for her positive attitude and being an inspiration. Robert M. Matheson for his generosity to community and family. Claude Normandeau for his devotion to his beloved family and city of Montreal. Eleanore Wardrop for her kindness, positivity and amazing raspberry tarts. We are proud to share stories about our newest heroes: Janet Mazerolle Janet Mazerolle was more than a teacher and principal. She’s a hero for showing us what’s possible, for opening our eyes to the broader world especially as it pertained to literature, music and relationships. For demonstrating and encouraging reflection, compassion, curiosity, respect and much patience. For helping so many find the joy and possibility in our lives. Steve Zehr Steve Zehr is a hero with a great smile and laugh. He was a proud husband, dad and grandad and his philosophy was “Kindness always wins.” He will be missed for his advocacy and charity work across the county. He showed others what coming together as a community can do for so many people. He volunteered with “Relay for Life” in Woodstock, was a past president of Woodstock/Oxford Rotary Club and was involved in the Woodstock Transitional Homes Project in Woodstock. Want to nominate a Hero? Contact us or go to our website to find out how. info@oxfordcommunityfoundation.org or 226-667-6404 | www.oxfordcommunityfoundation.org THE HEROES AMONG US Page 605 of 936 13 2022 OXFORD COUNTY WARDEN’S CHARITY Golf Tournament THANK YOU for supporting Oxford Community Foundation at the 2022 Oxford County Warden’s Charity Golf Tournament held on Friday, September 23rd, at Oxford Hills. We were thrilled that even in a year that challenged so many organizations and individuals, you showed up. You provided your support through sponsorship, prizes and by showing up for a fun day of golf and comradery. Without tournament sponsors, golfers and generous contributors, the Foundation would not be able to accomplish everything that we do. The tournament is our major fundraiser and you helped raise over $30,000 to support OCF operations. These funds help make it possible for us to distribute grants, for all the initiatives you are reading about in this report. You help us keep money in Oxford and you help us bring new money to Oxford. You help make Oxford a better place for all, now and forever. Your support and that of the many volunteers who helped make this day a success is sincerely appreciated. Page 606 of 936 14 NEW FUNDS During 2022, two new endowment funds were established helping to grow the stream of grants our community can expect to receive year after year. KLOSLER FAMILY FUND George Klosler is a proud Canadian and family man, a lifelong learner and a man of action, and he’s a man with immense gratitude and generosity. George came to Canada from Romania in 1951 and not long after attending the Ontario Agricultural College and the University of Guelph while still working on the family farm. He became a business owner, farmer and educator, and a dedicated volunteer and contributor to his community. George shared, “Canada has given me and my family so much opportunity. Why wouldn’t I give? Why wouldn’t we share our good fortune and help others? I was able to get a good education. My wife Gerri and I have had a good life in Oxford County with our three boys.” George believes that education can change people’s lives for the better and that’s why they set up the Klosler Family Fund to support continuing education at the University of Guelph. Now retired, George continues to explore more ways to give back, to make an impact where it’s most needed, especially in the areas of education and the environment. He’s thrilled that he’ll be able to do so through this fund now and long after he’s gone. OXFORD COUNTY YOUTH FUND There are people in our lives that leave a lasting impression on us. A humble and anonymous donor established the Oxford County Youth Fund in honour of one such person. This donor grew up on a farm in Oxford County and he fondly remembers the simple everyday acts of kindness shared by a cherished and caring neighbour. “Sometimes we come across a person who changes our life for better. She made a real difference in my life. I will forever remember her quiet, extraordinary examples of how to look after each other and our community,” he shares. He believes that one of the best ways we can look after our children and show them how much we care, is to support organizations that will create a better world for them and their children. With the establishment of this fund, this donor is expressing his gratitude for the love and support offered by his neighbour, and he is contributing to a better future for the youth in our community. Grants from this fund will support youth initiatives in the areas of community building, mental health, recreation and education each and every year – forever. Customized Options Make Creating Your Legacy Easy Oxford Community Foundation (OCF) helps people leave a personalized, lasting legacy in Oxford County, to make it a better place. We make it easy, working with you to develop a fund that meets your timelines and provides you with your desired degree of impact and involvement. And we protect your legacy by investing and granting wisely. We are here to help you establish a Fund that becomes your personal legacy of giving - forever. CREATING A LEGACY WITH IMPACT Page 607 of 936 15 EXISTING FUNDS We are truly inspired to have so many forward- thinking and generous donors and fundholders each of whom is building a stronger, more resilient community for everyone, today and always. Please see below for a list of OCF funds and fundholders. Community Funds You leave it up to us and our grants committee to ensure the community’s most pressing needs are supported. We fund all aspects of community well-being — arts and culture, education, the environment, health and wellness, heritage, recreation, and social services — trust the Foundation to find the groups that need money the most. • Founders’ Circle Fund • Builders’ Circle Fund • Alabastine-Wilkinson Family Fund • Dolson Family Fund • Doug & Yvonne Eckel Fund • Henning Hansen Memorial Fund • The Heroes Among Us Fund • Jean Matheson Heroes Fund • Norwich Township Community Fund • Oxford County Youth Fund • Donald Post Fund Field of Interest Fund On your behalf, our grants committee will target gifts to address a community issue in an area important to you. • Tyler Arts Legacy Fund • Hawkins Family Memorial Fund • Klosler Family Fund • Oxford Environmental Fund • Oxford Manufacturers Skill Development Fund • George & Lorna Roberts Fund • Pat & Barry Smith Fund • WDDS Rosemary George Fund Donor Advised Fund Functioning like a private foundation, a donor-advised fund allows you to be involved with choosing which charities and initiatives to support each year. • B&R George Cultural Fund • Lessif Family Fund • William & Mary Mackesy Community Fund • Stevens Fund • Ken & Lynda Whiteford Fund • Dennis & Joan Vollmershausen Family Fund Donor Designated Fund You select your favourite charities at the time you establish the fund, and we ensure they are supported, forever. • Dr. I. Patricia Brown Fund • Ross & Fran McElroy Fund • Oxford County Library Fund • Frank & Marion Smith Fund Flex Fund Offers you the flexibility to meet your unique needs by combining one or more interests and fund types. • Joland Family Fund • Thamesford Lawn Bowling Legacy Fund Agency Fund Allows registered charities and non-profits to building a sustainable source of funding for their organization. This allows the community to contribute to the fund and for the organizations to concentrate on their community mission knowing that funding is available each year. • Children’s Aid Society Oxford Endowment Fund • Operation Sharing Endowment Fund Gift In Will Or Other Planned Gift A commitment that allows you to support your favourite causes even after you are gone. Including a charitable bequest in your will or through a life insurance policy is a simple way to make a lasting gift that will live on in your community. CREATING A LEGACY WITH IMPACT To start your giving journey today, please contact us at: lwardrop@oxfordcommunityfoundation.org or 226-667-6404 Page 608 of 936 16 We are committed to transparency and accountability. We publish activity reports and financial statements each year and solicit feedback regularly on our work from our donors and community partners. Our financial statements were prepared by MW&CO. Copies are available by contacting the office at info@ oxfordcommunityfoundation.org or 226-667-6404. Despite market fluctuations, our funding ability remains solid in large part due to granting reserves put in place over the years. Our stakeholders can depend on us to be professional stewards of gifts received. Donor gifts are pooled, and investment management is provided by the London Community Foundation. This arrangement helps us maximize growth and minimize costs. The relationship is re-evaluated annually by OCF’s Finance and Investment Committee. The Foundation’s investment program is focused on generating returns that allow OCF to meet its granting objectives, recover operating costs, protect the purchasing power of the capital, and establish a reserve to protect against potential market declines. 2022 FINANCIAL & INVESTMENT HIGHLIGHTS 2021 2022 TOTAL ASSETS $2,400,324 $2,373,486 Operating Expense as % of Total Assets 4.9%5.1% Investment Returns Net of Fees 12.2%-5.8% Donations and Fundraising $562,246 $349,513 FUNDS BALANCE Endowed funds (community, individual, agency)$2,085,797 $2,089,349 Operating Funds (Founders & Builders Funds)$171,306 $153,327 Funds held on behalf of other parties $30,607 $28,246 Total Fund Balance $2,287,710 $2,270,922 GRANTS & DISBURSEMENTS OCF Grants (Keeping money in Oxford) $84,063 $115,693 Partnership Grants (Bringing money to Oxford)$126,980 $30,135 Total Grants $211,043 $145,828 Summary of Statement of Operations and Fund Balances Year Ended December 31, 2022. OCF continues to be focused on sound management and strong governance. Operating costs as a percentage of average asset value has been commonly used by community foundations as an indicator of efficiency. OCF continues to meet the benchmark for foundations of similar asset size. 2022 Financial & Investment Highlights Asset Allocation of the Investment Fund OCF is a long-term investor and believes the asset mix, ensures we can continue to impact our community in a positive and meaningful way. 23.7% 22.1%17.5% 24.9% 11.7% Canadian Real Estate (target 5-15%) International Equity (target 15-25%) United States Equity (target 20-30%) Canadian Equity (target 15-25%) Fixed Income (target 20-30%) Total Amount Granted in 2022 $145,828 Page 609 of 936 17 Founding & Building Members who also created Endowment Funds (year established) Alabastine-Wilkinson Family Fund (2005) Douglas & Yvonne Eckel Fund (2006) B&R George Cultural Fund (2006) Joland Family Fund (2006) Lessif Family Fund (2007) Pat & Barry Smith Fund (2007) Ken & Lynda Whiteford Fund (2007) Ross & Fran McElroy Fund (2009) Hawkins Family Memorial Fund (2010) William and Mary Mackesy Community Fund (2018) Donald Post Fund (2020) Klosler Family Fund (2022) Founders Circle Fund Members Anonymous Donor Joan Bartlett Jeff & Kelly Cole Bryon Dorey & Bettianne Hedges Edward Down John B. Finlay & Mary Anne Silverthorn Ernie Hardeman Michael Harding & Terry Chisholm Harvey Hunt Shirley Julian Gene & Phyllis Lawrence Paul & Heidi LeRoy David & Sherry Lowes David & Lynda MacKenzie Rev. Harry & Camilla MacPherson Camelea Mason Holdings Carol Martis Jim & Linda McNamara Dr. Don & Lisa Miettinen Jeff Mitchell Tanya Murray David & Helen Ness-Jack Barbara Newell Dr. Maria & Joseph Odumodu James Palmer Bill & Jane Paquette Ken & Dianne Parnell POW Laboratories Inc. Dr. Leonard Reeves Scotiabank Betty & Bill Semeniuk Grant Smith Evan Soloman & Tammy Quinn James & Louise Stewart Don & Beth Taylor Ted & Mary Thorn Bill Van Haeren Adalene Weaver Wingate Raiders IODE Gerry Wormald in memory of Dora Wormald Builders’ Circle Fund Members Edward Down Paul & Mary Ellen Edwards Keith & Fran Hudson Estate of Marjorie Lowe David & Lynda MacKenzie Dr. Don & Lisa Miettinen Tanya Murray David & Helen Ness-Jack in memory of Paul T. Ness-Jack Dr. Harry Parrott POW Engineering Dr. Leonard Reeves Bill & Betty Semeniuk Mary Anne Silverthorn Don & Beth Taylor Creating a Strong Foundation The Community Foundation movement is now more than 100 years old in Canada and has grown to more than 200 across our country. Each community foundation drives local solutions on issues that matter most in our local communities. Creators of Oxford Community Foundation brought together a group of people passionate about making Oxford a better place for all. They were successful in obtaining charitable status for the foundation in December 2003. Each of our Founders and Builders, listed below, initially pledged $2,000 to help cover general operating costs. We are grateful for their dedication and financial commitment. They provided us with the stability from which to grow. Over time, several of our Founders and Builders established their own funds, amplifying their legacy and positive impacts in our community. They are listed separately in the first column. FOUNDERS' & BUILDERS CIRCLE Page 610 of 936 18 Anonymous 2012497 Ontario Ltd, Thompson Landscaping 31st Line Strategic Communications A.P. Hurley Construction AAROC Aggregates Ann Slater Ayr Farmers Mutual Bill & Betty Semeniuk Bossy Nagy Group Professional Accountants Brian & Rosemary George BrokerLink - Ingersoll CACHET Development Partners Inc Can-tario Brick & Stone Carver Cabinetry Cedar Signs Inc CJDL Consulting Engineers Crabby Joes Bar & Grill Craigowan Golf Daryl Malcolm & Lorna Law David & Lynda MacKenzie David Harvie Deb Bryant Dennis & Joan Vollmershausen Diane Harrison Don McKay Don Taylor Donald Post Donald Ross Donald Woolcott Doug Vincent E & E McLaughlin Ltd Edward Down Elizabeth Taylor Eric Miettinen ERTH Corporation Execulink Telecom Farm Credit Canada Foodland Woodstock George & Gerhilde Klosler Gunn's Hill Artisan Cheese Hawkins Electric Inc. Heartland Farm Mutual Heather Paton Ian D. Stevens Ian Stevens Inga Hansen Ingersoll Golf Intact Public Entities J-AAR Excavating Ltd Jacquelyn Stevens Joe's Carpentry K. Smart Associates Ltd Karen Sample & Doug Matheson Keith & Joan Stevens Ken & Lynda Whiteford Larry Ernewein Laura Vilness Louise & Rick Wardrop Marg Olson Marinus & Catharina Arts Martin & Veronica Jackson Matthew Porio Larry Martin Michelle Neumann MW & Co Professional Accountants Neil & Gail Dolson North Blenheim Mutual Ins Oxford Awnings Oxford County Library Oxford Dairy Industry Golf Committee Paul Weiler PPA/POW Engineering Premier Equipment R. J. Burnside RBC Wealth Management Red Barn Berries & Veggies Rob Walton Ross & Fran McElroy Sierra Construction Group South Easthope Mutual Insurance Sport Chek Woodstock Spriet Associates Engineers Stubbe's Brandsource Home Furnishings Susan P Wolfe Suzanne Conroy TA7 Memorial Fundraiser The Oxford Hills Golf Tillsonburg Curling Club TireCraft Ontario Inc - Ingersoll Tom Mayberry Town of Tillsonburg Tracy Gedies TransArctic Canada Inc Verna Cuthbert Verspeeten Cartage Ltd Walter & Diane Kleer William & Mary Mackesy Woodstock Print To each and every OCF donor and fundholder: we hope you know how much you mean to us and the community you support! Sincere thanks for the generosity of the individuals, families and organizations listed below who made a gift of $100 or more in 2022. Our Sincere Thanks Page 611 of 936 19 Gifts were made in fond memory of: Andrew Jackson Betty Fewster Bob Miller Brenda Whiteford Claude Normandeau Dale Fanset Donna Hart Doug & Yvonne Eckel Jack Clingo Kathy Davies Larry House Lawrence Howard Legallais Pat & Barry Smith Patricia Wounch R. D. (Doug) Goodbun Ron Harrison Steve Zehr Teun DeBeer Tom & Loreen Maneul Tom Graham Tyler Arts Gift were made with congratulations or in honour: Andrew MacPherson Janet Mazerolle Lisa Miettinen With immense gratitude, we recognize the support of our major corporate partners and sponsors listed below. Page 612 of 936 20 As we reflect on 2022, many of us breathe a sigh of relief. We are coming through the COVID-19 pandemic with our health intact and are eager to gather with friends and family once again. We returned to our offices, resumed our gym memberships, and dined at our favourite restaurants. Sadly, this hasn’t been the case for everyone. Our seniors, the most vulnerable of our community, were significantly affected. Statistics Canada reports that seniors aged 65 and over accounted for 93% of the deaths attributed to COVID-19. Pre-existing health conditions and strong susceptibility to the virus, saw most seniors isolated in their homes, often lacking the technical ability to stay virtually connected. Our community service organizations are the quiet heroes of the pandemic. Faced with unprecedented circumstances, lockdowns and social distancing restrictions, they rallied and used OCF grants to serve our isolated seniors in kind and creative ways. They pivoted to virtually connecting to those who could, and for those who could not, then it was a daily phone call to check in. This could be a friendly conversation, a mental health wellness check, or making sure sufficient food was on hand. Our partners at the South Gate Centre and Multi-Service Centre Tillsonburg adapted their meal services to include food deliveries where volunteers ensured it was “more than just a meal.” If the phone went unanswered or the delivery bag untouched, our community service organizations moved to action, alerting family members and emergency services. Moving our seniors out of the pandemic and back into the community has been equally as challenging. Once again, our community service organizations have risen to the challenge to ensure being part of the community is socially and cognitively stimulating, fulfilling and safe. Grants were used by Parkinson’s SWO and Alzheimer Society Oxford to create programs that feed the body and soul through dance, crafts, cognitive and mobility exercises but most importantly fellowship and connection. To our partners, our community service organizations, our deepest thanks for all you do. To our seniors, thank you. We need you, and your experience and wisdom to make Oxford County better. oxfordcommunityfoundation.org Oxford Community Foundation 447 Hunter St., Woodstock ON N4S 4G7 info@oxfordcommunityfoundation.org oxfordcf 2022 Annual Report was created by Louise Wardrop, Executive Director lwardrop@oxfordcommunityfoundation.org 226-667-6404 Our seniors are the pillars of our community Page 613 of 936 Presentation to Monday, August 14, 2023 Page 614 of 936 1.What is a Community Foundation 2.Who is Oxford Community Foundation, how have we supported our community 3.How can we support each other to Help Make Oxford Better Agenda Page 2 Page 615 of 936 A Nonprofit Organization Distributing Money for Charitable Purposes Public Foundations Community Foundations Private Foundations What is a Foundation? Page 3 Page 616 of 936 Page 4 Page 617 of 936 Page 5 Page 618 of 936 Page 6 Page 619 of 936 Page 7 Page 620 of 936 Thamesford Lawn Bowling Club Norwich Community Fund Oxford Environmental Fund Oxford County Youth Fund Oxford County Rural Fund $2.4 million in assets. Granting $150,000 each year from 33 Individual, Agency and Community Funds. Page 8 Page 621 of 936 Page 9 Partner programs for additional $800,000 administered by OCF: •Canada 150 Fund •RBC Future Launch Community Challenge •Maple Leaf Community Fund •Canada Summer Games Fund •Emergency Community Support Fund •Healthy Communities Initiative Fund •Community Services Recovery Fund Page 622 of 936 Multi Service Centre Tillsonburg Supported volunteer training programs, and helping seniors stay current and connected with purchase of tablets and training. Sample OCF Grants in Tillsonburg Community Living Tillsonburg Funded development of an easy- to-use virtual hub so individuals with an intellectual disability could socialize, learn and participate in the center’s activities. Helping Hand Food Bank Funded weekend backpack program delivered to Tillsonburg schools each Friday to help families in need with food and recipes for the weekend. Page 10 Big Brothers Big Sisters Supported literacy mentoring programs held in Tillsonburg libraries. Student Bursaries & Awards . Tillsonburg Senior Centre Purchase new tables and chairs for activities like cards, painting, cooking, etc. Tillsonburg Meals On Wheels Funded 100 insulated cooler bags –to support delivery of food and check-ins. Junior Achievement Guided by JA trained mentors and volunteers from Tillsonburg business community, students develop entrepreneurial, financial literacy, work readiness and leadership skills.. Glendale School Art Contest Purchased supplies for class contest to design and paint wall mural at Senior Centre. Inspired intergenerational engagement, enriched senior’s living space and provided a creative opportunity for students. Lake Lisgar Revitalization Improved water quality and protected and maintained habitat of 4 endangered species of turtles, fish and over 400 documented species of birds. Page 623 of 936 210 What’s possible? Examples of community funds established across the country: •Petrolia Community Fund •Norwich Township Community Fund •Abbottsford Agriculture Enhancement Fund •Prince Edward County Youth Centre Fund Page 11 Page 624 of 936 Warden Marcus Ryan invites you to sponsor or attend the 2023 Warden’s Charity Golf Tournament SIGN UP NOW! Thursday, September 21, 2023 Ingersoll Golf Course 51 Holcroft St W, Ingersoll In support of: To register go to: www.oxfordcommunityfoundation.org For more information: info@oxfordcommunityfoundation.org Practice your putting; there’s a new Warden in town.Page 12 Page 625 of 936 Kelly Gilson (ex-officio United Way) Bill Mackesy (Past Chair) Keith Stevens (Chair) Neil Dolson (Treasurer) Rosemary George (Vice-Chair) Don Hilborn Jade Davies Kim Parker Karen Sample Lynne DePlancke Louise Wardrop (Executive Director) Heather Haldane (Office & Grants Administrator) Staff2023 Board of Directors Brian HadleySelina Guy Page 13 Page 626 of 936 OCF helps people and organizations to leave a personalized, lasting legacy in Oxford, to make it a better place. We are the only Community Foundation that serves all of Oxford County, granting to all aspects of our community including Arts & Culture, Education, the Environment, Heritage, Sports & Recreation and Social Services. OCF makes charitable giving easy, providing the opportunity to establish funds targeting donors’ areas of interest. OCF invests and grants funds wisely. For more information: Louise Wardrop, Executive Director lwardrop@oxfordcommunityfoundation.org 226-667-6404 office, 226-232-6222 cell Oxford Community Foundation Page 14 Page 627 of 936 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Council meetings are held the second and fourth Monday of the month at 6:00 p.m. Council meetings are livestreamed and recorded. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. This allows members of Council to have an understanding of the purpose of your delegation. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individauls are agreeing to the release and inclusing of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 628 of 936 Page 629 of 936 Page 630 of 936 Upon receipt and approval of a Delegation, full details on the process will be sent to all presenters. If you have any questions please contact the Office of the Clerk at: clerks@tillsonburg.ca or 519-688-3009 ext. 4041 Personal information on this form is collected under the legal authority of the Municipal Act, as amended. The information is collected and mainted for the purpose of creating records that are available to the general public, pursuant to Section 27 of the Municipal Freedom of Information and Protection of Privacy Act. Questions about this collection should be directed to the Municipal Clerk, Town of Tillsonburg, 200 Broadway Street, 2nd Floor, Tillsonburg, Ontario, N4G 5A7, Telephone 519-688-3009 Ext. 4040. Page 631 of 936 Tillsonburg Town Council Presentation 08/14/2023 Your Worship, Mayor Gilvesy, Madame Clerk, Honourable Councillors, Ladies and Gentlemen. I was prompted to request this chance to speak to you this evening when I heard of the vandalism perpetrated upon the newly painted, crosswalk stripes and the rainbow decor at the Station Arts Centre. Like most of you, I'm sure, I was disgusted. I am proud of the decisions made by our Town Council, Thames Valley Board of Education, the OPP and others who demonstrated their support for the PRIDE movement in the ﬂying of their ﬂag in the month of June. I do believe that we live in an enlightened and loving community. Like many of you, I'm sure, I have become increasingly concerned over the last few years by the reemergence of the many forms of hate and bigotry which we had hoped had been defeated. We have seen Jewish Institutions vandalized; we have seen an Islamic family intentionally mowed down by a vehicle in London and we have seen a huge increase in the numbers, even in Tillsonburg, of the homeless and hungry in our society. Now, this year, we have witnessed the embarrassing display in Norwich by those who have chosen to target the PRIDE ﬂag. I am here tonight to challenge each individual, business, organization, institution and the Corporation of Tillsonburg, itself, to reaffirm our commitment to the rights and freedoms guaranteed in the Canadian Charter of Human Rights and Freedoms and in the Universal Declaration of Human Rights, adopted by the United Nations. The message needs to be clearly visible to remind us all of that commitment and to declare, in no uncertain terms, our expectations of our neighbours and all who consider themselves part of the Tillsonburg Family. You will notice that I have chosen not to focus on issues of gender identity and sexual orientation up until now. I am not trying to diminish the importance of that particular cause. That is because these issues, which have been getting so much attention, are just a very small part of what is guaranteed by Canadian Law and in the Universal Declaration. When seen through this wider lens we are forced to recognize that human rights and freedoms extend to all areas of the human experience. When we allow the rights of any group to be denied, we are averting our attention from injustice and a pledge which our country and the enlightened citizens of the world have vowed to uphold. Page 632 of 936 I was delighted to see a decal in the window of our local Zehrs store that depicted the PRIDE ﬂag with the wording, "All are Welcome". I've been told that such signs are not uncommon in the windows of Toronto businesses. I was directed toward an image of a plaque posted in Key West, Florida in the year 2000. It coined the phrase "One Human Family". That plaque went on to state, "The official philosophy of Key West. We believe all people should receive equal rights, dignity and respect; and lives that are free from prejudice, discrimination, harassment or violence." I leave it to the wisdom of the elected leadership of Tillsonburg to determine what form that community declaration will take. I present some ideas that may provide a template that others may choose to adopt as a declaration of their own. But I encourage every citizen of Tillsonburg, in particular, to step up and declare, in some tangible way, a commitment to our belief in "freedom and justice for all". Thank-you for your attention, Larry Lester Page 633 of 936 Page 634 of 936 Page 635 of 936 Page 636 of 936 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Council meetings are held the second and fourth Monday of the month at 6:00 p.m. Council meetings are livestreamed and recorded. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. This allows members of Council to have an understanding of the purpose of your delegation. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individauls are agreeing to the release and inclusing of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 637 of 936 Page 638 of 936 Page 639 of 936 Delegation Request Form Members of the public or citizen group may submit a Delegation Request to speak at a regular meeting of Council. Council meetings are held the second and fourth Monday of the month at 6:00 p.m. Council meetings are livestreamed and recorded. Delegations take place near the beginning of the meeting and are allowed 15 minutes for their presentation; ten (10) minutes is meant for the presentation and the remaining five (5) minutes is to allow for comments and questions from Council. It is encouraged to supply sufficient information regarding your delegation for inclusion on the public meeting agenda, including any requests for action on the subject matter. This allows members of Council to have an understanding of the purpose of your delegation. Any Information contained on this form will be made public through the publication of the agenda. Through submission of a Delegation Request, individauls are agreeing to the release and inclusing of their personal information within the public record. Applicants may request the removal of their personal contact information when submitting this form. The request to remove personal contact information cannot be made after agenda publication. Please note that all meetings occur in an open public forum and are regularly recorded and televised. Accessibility accommodations are available. Please make your request in advance. Page 640 of 936 Page 641 of 936 Page 642 of 936 Page 1 of 2 Subject: Cellular Coverage Concerns Report Number: CAO 23-11 Committee Name: Economic Development Advisory Committee Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report titled CAO 23-11 Cellular Coverage Concerns be received as information; and B. THAT Council approve the recommendation of the Economic Development Advisory Committee as follows: THAT the Economic Development Advisory Committee recommends to Council that a letter be sent to local telecommunications providers, SWIFT and local municipalities regarding poor cellular coverage in the Tillsonburg and surrounding area in support of economic development and our growing community. BACKGROUND There were concerns brought forward regarding the lack of cellular coverage in and around the Town of Tillsonburg. DISCUSSION At the July 11, 2023 Economic Development Advisory Committee meeting there was a discussion regarding concerns related to the lack of cellular coverage. The Committee felt that it would be advantageous to reach out to local telecommunications providers and area municipalities experiencing similar concerns in efforts to gain the attention of the providers that our Town is rapidly growing and that greater cellular coverage is required in order to sustain economic development and growth. As a result of this discussion the following resolution was passed: THAT the Economic Development Advisory Committee recommends to Council that a letter be sent to local telecommunications providers, SWIFT and local municipalities regarding poor cellular coverage in the Tillsonburg and surrounding area in support of economic development and our growing community. Page 643 of 936 CAO 23-11 Page 2 of 2 CONSULTATION Economic Development Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE None CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☒ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction – Continue to support and advocate for reliable, affordable and universal access to broadband services. Priority Project – N/A ATTACHMENTS None Page 644 of 936 Page 1 of 2 Subject: Museum, Culture, Heritage & Special Awards Advisory Committee Recommendation – Discussion of Indigenous History in Tillsonburg Report Number: CS 23-14 Committee Name: Museum, Culture, Hertiage & Special Awards Advisory Committee Submitted by: Tanya Daniels, Director of Corporate Services / Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report number CS 23-14 titled Museum, Culture, Heritage & Special Awards Advisory Committee Recommendation – Discussion of Indigenous History in Tillsonburg be received as information; and B. THAT Council approve the recommendation of the Museum, Culture, Heritage & Special Awards Advisory Committee as follows: THAT in anticipation of the National Day for Truth and Reconciliation in September of this year, the Museum, Culture, Heritage & Special Awards Advisory Committee recommends to Council that staff be directed to: A) Investigate the copyright of the Archaeological Assessment (Stage 4) Final Report on the Tillsonburg Village (AfHe-38) Town of Tillsonburg, prepared by Archaelogix Inc.in February 2002 B) Investigate the legalities of posting the aforementioned document on the Town of Tillsonburg’s website C) Contact representatives of the Six Nations of the Grand and Mississauga’s of the Credit First Nation for assistance/approval of the Town of Tillsonburg website content regarding the history of area Indigenous Peoples BACKGROUND At the Museum, Culture, Heritage & Special Awards Advisory Committee meeting held on June 21st, 2023, the members discussed the indigenous history of Tillsonburg and possible displays options in recognition of National Truth and Reconciliation day. The Committee reflected upon a concern that information regarding the Indigenous Community is not being adequately made public on Town resources and passed a resolution to review options for inclusion of items on the Town’s website. The resolution seeks to have Town staff investigate material and report to the Committee the results. Page 645 of 936 CS 23-14 Page 2 of 2 CONSULTATION Museum, Culture, Heritage and Special Awards Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE No financial implications. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project – N/A Page 646 of 936 Page 647 of 936 Page 648 of 936 Page 649 of 936 Page 650 of 936 Community Planning P.O. Box 1614, 21 Reeve Street Woodstock Ontario N4S 7Y3 Phone: 519-539-9800  Fax: 519-421-4712 Web site: www.oxfordcounty.ca MEMO DATE: July 17, 2023 TO: All Area Municipal CAOs and Clerks FROM: Gordon Hough, Director, Community Planning RE: Review of A Place to Grow and Provincial Policy Statement – Supplementary Report On July 12, 2023, Community Planning report CP 2023-194 was presented to the Council of the County of Oxford, which contained the following recommendations: 1.“That the Director of Community Planning, in consultation with other County staff and stakeholders as required, prepare and submit additional comments to the Provincial consultations on the updated Review of the Provincial Policy Statement, as generally outlined in Report No. CP 2023-194; 2.And further, that Report No. CP 2023-194 be circulated to the Area Municipalities for information.” Oxford County Council then passed the following resolution: “Moved By: Jerry Acchione Seconded By: Jim Palmer Resolved that the recommendations contained in Report No. CP 2023-194, titled "Review of A Place to Grow and Provincial Policy Statement – Supplementary Report No. 2", be adopted. Resolution No. 11 DISPOSITION: Motion Carried” As such, please find attached the report for your information. Sincerely, Gordon K. Hough Director Community Planning Page 651 of 936 Report No: CP 2023-194 COMMUNITY PLANNING Council Date: July 12, 2023 Page 1 of 5 To: Warden and Members of County Council From: Director of Community Planning Review of A Place to Grow and Provincial Policy Statement – Supplementary Report # 2 RECOMMENDATIONS 1. That the Director of Community Planning, in consultation with other County staff and stakeholders as required, prepare and submit additional comments to the Provincial consultations on the updated Review of the Provincial Policy Statement, as generally outlined in Report No. CP 2023-194; 2. And further, that Report No. CP 2023-194 be circulated to the Area Municipalities for information. REPORT HIGHLIGHTS  The Province has released an updated draft of the ‘Provincial Planning Statement’ (Proposed PPS) on June 16, 2023, which is intended to replace the current Provincial Policy Statement (PPS, 2020) and ‘A Place to Grow’– Growth Plan for the Greater Golden horseshoe (APTG).  This report includes an update on the revised draft of the PPS, which now includes natural heritage policies, and also provides updates regarding ongoing consultations being led by the Province through the Environmental Registry of Ontario posting 019-6813. The proposed changes to the updated draft PPS policies currently appear to be limited to the inclusion of updated natural heritage policies that remain almost identical to those in the current PPS. Implementation Points The recommendations contained in this report will have no immediate impacts with respect to implementation. However, the uncertainty resulting from some of the proposed legislative and policy changes could potentially complicate and/or delay local implementation of various environmental planning objectives. Financial Impact If enacted, a number of the proposed provincial policy and regulatory changes identified in this and previous reports could have significant financial impacts for the County and Area Municipalities, including the potential need for additional background and technical studies, staffing and other resources to address and/or implement the various changes. Page 652 of 936 Report No: CP 2023-194 COMMUNITY PLANNING Council Date: July 12, 2023 Page 2 of 5 Communications Communication is proposed through the inclusion of this report on the County Council agenda and related communications and circulation to the area municipalities. Strategic Plan (2020-2022) WORKS WELL TOGETHER WELL CONNECTED SHAPES THE FUTURE INFORMS & ENGAGES PERFORMS & DELIVERS POSITIVE IMPACT 3.ii. 3.iii. 4.i. 4.ii. DISCUSSION Background On April 6, 2023, the Province released legislative and policy changes, including a proposed new draft Provincial Planning Statement document, as part of an ongoing series of changes initiated to implement their annual Housing Supply Action Plans. The proposed draft of the ‘Provincial Planning Statement’ is intended to replace the current Provincial Policy Statement (PPS, 2020) and ‘A Place to Grow’ – Growth Plan for the Greater Golden horseshoe (APTG). The Province is inviting detailed comments through the environmental registry for a 66 day commenting period that originally was to end on June 5, 2023, but has since been extended to August 4, 2023. Commentary Since the last planning staff report on the proposed PPS changes (CP 2023-144) was presented to County Council there have been a number of updates to the proposed PPS posting and consultation process, including an extension of the consultation deadline, a response to the agricultural sector regarding concerns over proposed lot creation policies, and the release of the proposed updates to the natural heritage policies (which were omitted from the previous draft of the PPS). This report provides a brief discussion on each of these updates as follows: Extension of PPS commenting deadline On May 29, 2023 the Province announced the extension of the commenting window on the PPS posting (019-6813) through until August 4, 2023. The Province has indicated that ‘the extension will provide the public an enhanced opportunity to comment on the proposals’, although it is unclear to staff whether there will be additional opportunities over the summer to provide feedback beyond providing ERO submissions. Page 653 of 936 Report No: CP 2023-194 COMMUNITY PLANNING Council Date: July 12, 2023 Page 3 of 5 Staff have submitted preliminary comments based on the previous PPS report (CP 2023-144), and have indicated to the Province that further comments may be submitted prior to the August 4th deadline based on County Council direction and any further discussions or consultations the Province may undertake over the summer. Response to Agricultural Sector – PPS and Agricultural Lot Creation Concerns The Province also issued a letter to a number of agricultural and commodity groups across the Province indicating that they would be rethinking the proposed policy changes with respect to lot creation in agricultural areas (i.e. requiring municipalities to allow up to 3 residential lots to be severed from a farm) and that the government would “continue working with the agricultural sector to look at alternatives that would assist farm families in succession planning, but do not involve additional severances”. It is the understanding of staff, based on Provincial remarks to date, that the lot creation policies will likely remain similar to those in the 2020 PPS (permitting surplus farm dwelling severances only), and that further discussions with the agricultural sector are likely to focus on additional residential unit (ARU) policies for rural areas (Note: Oxford has already proactively implemented such policies and has offered to assist the Province in crafting effective ARU policies for rural areas). PPS Natural Heritage Policies Natural heritage policies and associated definitions were added to the proposed Provincial Planning Statement on June 16, 2023 and represent the only updates/changes to the current draft document. The proposed policies would continue to require municipalities in central and southern Ontario to identify natural heritage systems and protect natural heritage features and areas as per the existing policies in the Provincial Policy Statement, 2020. The only substantive change is a proposed update to the definition of “significant” as it relates to wetlands, coastal wetlands, areas of natural and scientific interest and woodlands to remove/replace the reference to the “Ontario Ministry of Natural Resources and Forestry” with the “province”. The impact of this proposed definition change as it relates to wetlands is to remove the Province from being referenced as the approval authority for wetland evaluations for the purposes of establishing ‘provincially significant wetlands’. This reflects changes made to the Ontario Wetland Evaluation System (OWES), which were proposed concurrently with Bill 23 last fall and finalized at the end of 2022. The changes to OWES significantly weaken protections for wetlands across the Province, as they now allow wetlands to be re-evaluated, have removed ecosystem scale considerations by eliminating complexing requirements and no longer have any oversight to ensure consistency or accuracy regarding wetland delineation or evaluation. In addition, and given the lack of any other substantive changes to the natural heritage policies, it is also unclear how and/or whether the government is still going to implement the offset policy that was previously proposed through the ERO posting and consultation from late 2022. It would be beneficial if the Province could provide an update to municipalities in this regard, particularly given the County’s concerns regarding offsetting, and as discussed in CP 2022-413. Page 654 of 936 Report No: CP 2023-194 COMMUNITY PLANNING Council Date: July 12, 2023 Page 4 of 5 Given the proposed changes to wetland protections in the draft PPS and through previous updates to OWES, it will be important to have a fulsome and informed discussion regarding wetland protection in the County as part of the upcoming updates to the Official Plan’s environmental policies. Official Plan Update – Environmental policies Given the breadth of the changes proposed along with Bill 23 last fall and the current review of the PPS, advancement of the proposed updates to the County’s environmental policies was delayed by staff in order to get a better sense of the breadth and type of environmental policy changes being proposed by the Province and how they may impact any proposed Official Plan amendments. With a final updated PPS still anticipated to be released by year end, and current understanding of the extent of proposed changes to the PPS environmental policies (which appear to be relatively limited), staff are proposing to move ahead with consultation on proposed environmental policy directions. This is intended to be initiated through the release of a policy paper later this fall. Additional opportunities for input on mapping and draft policies (building from the feedback received on the policy directions) will then follow into 2024, assuming the updated PPS policies have been final approved by that time. Conclusion Overall, the proposed changes to the PPS, 2020 could potentially have a significant impact on land use, infrastructure and environmental planning across the province. The analysis of the proposed changes to the PPS natural heritage policies, as outlined in this report, is intended to form the basis for a brief supplementary response to the Province on those particular changes. Staff will also ensure that County Council is kept apprised of any further discussions or consultations with the Province and will continue to monitor the progress of the policy and other changes being proposed, and advise County Council of any relevant changes and/or opportunities for comment on matters that may be of particular interest or concern to the County or Area Municipalities moving forward. As indicated in previous reports, at such time as the proposed PPS updates are enacted by the Province, the County and Area Municipalities will need to undertake updates to various policies, documents, processes, standards and review related staffing and other resource impacts to ensure the changes can be effectively addressed and implemented in the Oxford context. Page 655 of 936 Report No: CP 2023-194 COMMUNITY PLANNING Council Date: July 12, 2023 Page 5 of 5 SIGNATURES Report Author: Original signed by April Nix Development Planner – Policy Focus Report Author: Original signed by Paul Michiels Manager of Planning Policy Departmental Approval: Original signed by Gordon K. Hough Director of Community Planning Approved for submission: Original signed by Benjamin R. Addley Chief Administrative Officer Page 656 of 936 From:Kyle Pratt To:Clerks Subject:FW: [SPAM] Rail Safety Week 2023 | Proclamation request Date:Wednesday, August 9, 2023 11:39:13 AM Attachments:RSW2023_EN_Resolution_Canada.pdf RSW2023_FR_Resolution_Canada.pdf image005.png image006.png image007.png Importance:Low From: Stephen Covey <stephen.covey@cn.ca> Sent: July 20, 2023 1:50 PM To: Kyle Pratt <kpratt@tillsonburg.ca> Subject: [SPAM] Rail Safety Week 2023 | Proclamation request Importance: Low CAUTION: This email originated from outside your organization. Exercise caution when openingattachments or on clicking links from unknown senders. cn.ca Dear MR Pratt; Every year, more than 2,100 North Americans are killed or seriously injured because of unsafebehaviour around tracks and trains. By adopting the attached draft proclamation, you can helpraise awareness for rail safety in your community. Working safely is, by far, the most important thing we do each day at CN. Every employeedeserves to go home safely. Every community needs to know they will not be put in harm’sway. At CN, we aspire to zero – zero fatalities, zero serious injuries, zero harm. We need yourhelp. We firmly believe that all crossing and trespassing related incidents are preventable. Byworking together, we can help save lives. Rail Safety Week will be held in Canada and the United States from September 18-24, 2023.This is an opportunity for us all to educate the public on rail safety. As a leader in yourcommunity, your council plays a key role in improving public awareness about the dangersaround tracks and trains. Rail safety is a shared responsibility. We are asking you to engage with yourcommunities about rail safety and to sign the enclosed proclamation highlighting yourcommunity’s commitment to rail safety. We would like to publicly recognize yourcommitment. For us to do that, we ask that you please return the signed proclamation bye-mail to Marie-Pier.Triganne@cn.ca. If you have any questions or concerns, please contact Daniel Salvatore, your local CN PublicAffairs representative, at Daniel.Salvatore@cn.ca Page 657 of 936 For more information: · Questions or concerns about rail safety in your community, contact our Public Inquiry Line at 1- 888-888-5909 · For additional information about Rail Safety Week 2023 visit cn.ca/railsafety or operationlifesaver.ca · Let us know how you promote rail safety in your community by visiting www.cn.ca/RSW2023 Janet Drysdale Stephen Covey Senior Vice-President and Chief Stakeholder Relations Officer Chief of Police and Chief Security Officer Page 658 of 936 Page 1 of 8 Subject: Equity, Diversity and Inclusion (EDI) Committee Report Number: CS 23-16 Department: Corporate Services Department Submitted by: Julie Ellis, Deputy Clerk Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT Report CS 23-16, Equity, Diversity and Inclusion (EDI) Committee, be received as information; and B. THAT staff be directed to bring back a report with a draft Policy on Diversity, Equity and Inclusion as well as a draft By-law to enact the policy; and C. THAT Council supports the online Diversity, Equity, and Inclusion in the Workplace training being expanded to Town of Tillsonburg Advisory Committee members and staff be directed to complete the rollout of the training to all members. BACKGROUND At the April 11, 2023 Town of Tillsonburg Council meeting, the following resolution was passed: Resolution # 2023-167 Moved By: Councillor Spencer Seconded By: Councillor Parsons THAT staff be directed to provide a report to Council by August 2023 regarding the following: i. The establishment of a Tillsonburg EDI (equity, diversity and inclusivity) Committee with a mandate to include, but not limited to, the following: a. To lead the development and submission of an application to join the CIM including the identification of key stakeholders, gathering community input and the development of an action plan; b. To provide recommendations to council on the action plan's implementation; c. To report on the municipality's progress on its action plan; Page 659 of 936 CS 23-16 Page 2 of 8 d. To provide staff and council with an inclusive and equitable lens through which internal services and policies could receive feedback as requested; and ii. Draft terms of reference for the Committee and any further recommendations on the resources required for the committee to be successful; and iii. The steps necessary for the Town of Tillsonburg to meet the requirements of joining the CCUNESCO Coalition of Inclusive Municipalities (CIM) including any staffing or budgetary impacts. Carried. DISCUSSION Equity, Diversity and Inclusion Committee: Municipal Councils consider establishing advisory committees as a mechanism for members of the public to share their opinions and perspectives, study issues, and develop recommendations to Council on specific defined matters in focused, small group structures. Committee members can help provide new insights and advice to solve problems and explore new opportunities by stimulating robust conversations that provides a manner of community consultation for decision-makers who represent the public. Advisory committees make recommendations to Council or give opinions but do not have decision-making powers. A jurisdictional scan of municipalities located within Oxford County, showed that the following municipalities have also considered implementing or have implemented a Committee with a similar mandate: Oxford County In 2022, Oxford County hired a dedicated Officer of Diversity, Equity and Inclusion. With this role now in place, Oxford County is working to create a County-wide Diversity, Equity and Inclusion (DEI) Action Coalition. Recruitment for the DEI Action Coalition began in May of this year (Appendix A). Interviews with community residents have been conducted and Community stakeholders have been consulted. The Terms of Reference for the DEI Action Coalition, which will detail the number of Committee members, is still under review. However, the committee is anticipated to have 10-12 members consisting of community members and community stakeholders. Page 660 of 936 CS 23-16 Page 3 of 8 Once the Coalition is up and running, the DEI Action Coalition is looking into ways they can share updates with area municipalities. Town of Ingersoll In February of this year, the Town of Ingersoll established a Diversity and Inclusion Committee. The mandate of this Committee is to lead the Town’s application to join the Coalition of Inclusive Municipalities and will advise on the creation of an action plan to celebrate diversity and foster inclusion to cultivate a sense of belonging and safety among those who live, work and visit the community. Membership: Two members of Council and unlimited members of the public. The Committee currently has 8 members. Meetings: Monthly The Terms of Reference for the Town of Ingersoll’s Diversity and Inclusion Committee can be found in Appendix B. Town of Norwich At their March 14, 2023 Council Meeting, the Town of Norwich passed the following resolution: Diversity, Equity and Inclusion in the Workplace Training Report CAO 2023-07 There was a Council inquiry regarding availability of training to committee and board members. Resolution #15 Moved Shawn Gear, seconded by Adrian Couwenberg; Report No. CAO 2023-07, Diversity, Equity and Inclusion in the Workplace Training, be received as information And Further That Council support the online Diversity, Equity, and Inclusion in the Workplace training. Carried The above resolution stemmed from a report on Diversity, Equity and Inclusion training for Staff and Committee members (Appendix C). On June 6th of 2023, the Town of Norwich adopted the Terms of Reference (Appendix D) for a Diversity, Equity and Inclusion Committee. The Terms of Reference requires that Committee members partake in DEI municipal training. Page 661 of 936 CS 23-16 Page 4 of 8 City of Woodstock At their March 16th, 2023 meeting of Council, the City of Woodstock discussed correspondence from the Town of Ingersoll regarding their Diversity and Inclusion Committee and passed the following motion: Moved by Councillor L. Wismer Van-Meer Seconded by Councillor B. Wheaton That Woodstock City Council supports the Town of Ingersoll in taking the actions towards joining the UNESCO Coalition of Inclusive Municipalities; And further that staff be directed to prepare a report on the steps needed for Woodstock to also join the UNESCO Coalition of Inclusive Municipalities through the creation of a Diversity Committee. At their April 6, 2023 meeting of Council, City of Woodstock Council adopted a new Diversity, Equity and Inclusion Policy (Appendix E). Summary There are 8 lower-tier municipalities in Oxford County – of the 8, 2 have adopted an Equity, Diversity and Inclusion Committee, while one has instead adopted a policy. One municipality that has adopted an EDI Committee has also implemented relevant training in addition. There are likely a few reasons why other municipalities have not adopted an EDI Committee: - Potential of duplicating the efforts of Oxford County’s County-wide Committee - EDI Committees are fairly new - Advisory Committees required budgetary and significant staff resources - Internal staffing resources with EDI knowledge and training is limited. Town of Tillsonburg Advisory Committees do not have direct supporting operating budgets for most cases and are absorbed into the departments costs. Each Advisory Committee has a minimum of two staff members, a Clerking resource and a Staff Liaison, who is a subject matter expert. Several committees have multiple staff liaisons depending on their scope. Staff time for Advisory Committee meetings can range from 5-10 hours per staff per meeting. Page 662 of 936 CS 23-16 Page 5 of 8 There are currently 10 Advisory Committees and 2 Boards that are overseen by Town of Tillsonburg Staff. 9 of these Committees meeting monthly, with one meeting quarterly. The addition of new committees usually occurs at the beginning of a Council Term. Prior to a new Term of Council, municipalities will typically perform a Committee review to enhance public engagement opportunities on advisory committees by streamlining and increasing professional governance support. This allows for the Clerk’s office to discover opportunities to potentially eliminate or streamline current Advisory Committees to allow the reallocation of very limited staff resources to any new committees. The Town of Tillsonburg did perform a review of Committees at the beginning of the 2022-2026 Term of Council (Appendix f). The report recommended that the current number of committees be reduced from 12 – however committees were added that left the number of committees at 12. Staff suggest that discussion of any new committees be held off until the time that a Committee Governance review can be completed. This is due to the fact that staff resources and already stretched working with the Advisory Committees that are currently in existence. At that time, a review the County’s DEI Action Coalition can be conducted to determine if there is overlap in the mandate of this committee and a Town of Tillsonburg Committee. Alternatively, staff suggest initiatives that other area municipalities have adopted that are achievable without increasing staffing levels such as adopting an Equity, Diversity and Inclusion Policy and looking at relevant training for staff and committee members. The Town of Tillsonburg has initiated Equity, Diversity and Inclusion training for staff in early 2023. It is suggested that this training expand to Advisory Committee members as well. HR Staff have confirmed that this training can be done using the existing HR Downloads program or potentially through an alternative program. Coalition of Inclusive Municipalities The Coalition of Inclusive Municipalities is a network that “….brings together municipalities that want to improve their policies against racism, discrimination, exclusion and intolerance. Its strength lies in the shared experience of its members. Together, the municipalities undertake initiatives to eliminate all forms of discrimination with a view to building open and inclusive societies.” (https://en.ccunesco.ca) According to the Coalition of Inclusive Municipalities website: “In Canada, 96 cities are members of the Coalition of Inclusive Municipalities. They advance initiatives to: Page 663 of 936 CS 23-16 Page 6 of 8  Improve their practices to promote social inclusion  Establish policies to eradicate all forms of racism and discrimination  Promote human rights and diversity The cities follow through on the Coalition's commitments for respecting, protecting and promoting human rights and diversity.” Benefits of joining the Coalition of Inclusive Municipalities includes:  Access to a network of municipalities from different areas in Canada and around the world  The opportunity to share experiences  Access to resources to help eliminate racism and other forms of discrimination In order to qualify for a membership, a municipality must:  Obtain support from their municipal council  Adopt a resolution to join the Coalition  Sign the Declaration (Appendix G)  Inform the Canadian Commission for UNESCO  Announce your involvement to your local partners and residents As stated in the Declaration, a municipality does undertake to:  Develop or adapt a Plan of Action  Include the common commitments (investing time and resources to create more welcoming and inclusive communities as part of a network of cities seeking to improve policies against racism, discrimination, exclusion and intolerance) and the Municipality’s unique Plan of Action as an integral part of the Municipality’s vision, strategies and policies.  Cooperate with other organizations and jurisdictions, including other levels of government, Indigenous peoples, public and private sector institutions, and civil society organizations.  Set its priorities, actions and timelines and allocate resources according to its circumstances, and within its means and jurisdiction.  Exchange its expertise and share best practices with other municipalities involved in the Coalition  Report publicly on an annual basis on actions undertaken toward the realization of these Common Commitments. Additional background can be found in the Coalition produced documents “A Guide for New and Established Members” (Appendix H) and “Small and Rural Municipalities” (Appendix I). There are no direct expenses related to membership in the Coalition of Inclusive Municipalities. However, in order to properly support the commitments made in seeking membership (the development of a Plan of Action and an annual report on actions undertaken in this regard), dedicated staff time would be required, which cannot be supported with the current staff compliment. Page 664 of 936 CS 23-16 Page 7 of 8 Without dedicated staff in the area of Equity, Diversity and Inclusion, the Town of Tillsonburg would likely be required to establish a Working Group or Task Force to assist staff in completing this work. As stated above, staff do not recommend the establishment of additional committees at this time. CONSULTATION  Ayesha Sajid, Officer of Diversity, Equity and Inclusion, Oxford County  Jurisdictional scan of Oxford County municipalities  Human Resources Staff FINANCIAL IMPACT/FUNDING SOURCE In the event that Council chooses to pursue additional Equity, Diversity and Inclusion training for Advisory Committee Members, this could incur additional costs that would need to be captured in the 2024 Clerk’s Office Operating Budget. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Enhance employee engagement and training as the foundation for exceptional customer service. Priority Project – N/A Page 665 of 936 CS 23-16 Page 8 of 8 ATTACHMENTS Appendix A – Oxford County New Release – DEI Action Coalition Seeking Members Appendix B – Town of Ingersoll Diversity and Inclusion Committee Terms of Reference Appendix C – City of Woodstock – Policy HR 020 Appendix D – Town of Norwich Report – DEI in the Workplace Appendix E – Town of Norwich – DEI Committee Terms of Reference Appendix F – Coalition of Inclusive Municipalities Declaration Appendix G – Coalition of Inclusive Municipalities – Guide Appendix H – Coalition of Inclusive Municipalities – Small and Rural Municipalities Appendix I – Report CS 22-23 Committee Establishment Page 666 of 936 5/10/23, 1:45 PM DEI Action Coalition seeking members to promote diversity, equity and inclusion - Oxford County https://www.oxfordcounty.ca/en/news/dei-action-coalition-seeking-members-to-promote-diversity-equity-and-inclusion.aspx 1/4 NewsroomJobsCustomer Feedback DEI Action Coalition seeking members to promote diversity, equity and inclusion Posted on May 09, 2023 NEWS FROM SAFE & WELL OXFORD DEI Action Coalition seeking new members to advance diversity, equity, and inclusion in Oxford's Page 667 of 936 5/10/23, 1:45 PM DEI Action Coalition seeking members to promote diversity, equity and inclusion - Oxford County https://www.oxfordcounty.ca/en/news/dei-action-coalition-seeking-members-to-promote-diversity-equity-and-inclusion.aspx 2/4 communities Do you have knowledge, perspective or personal experiences related to diversity, equity and inclusion? If so, the DEI (Diversity, Equity, and Inclusion) Action Coalition wants you to help make Oxford County a more inclusive community. The committee is seeking five to six new members with personal interest and experiences with diversity, equity and inclusion issues; who can identify the historical, attitudinal, structural, and institutional barriers that inhibit DEI; and who are committed to building a welcoming and inclusive Oxford for all. New members will join the recently formed DEI Action Coalition that includes sitting representatives from community partners and agencies that are working towards the goals of the Safe & Well Oxford Plan. As a community representative on the DEI Action Coalition, members will: offer advice, knowledge, and perspective on DEI issues; support the Coalition's planning work to address DEI challenges and risks, including the development of a DEI Strategy for Oxford County; and, work with other Action Coalitions that have been established as part of the Safe & Well Oxford Plan. Coalition meetings are expected to be held monthly through a mix of in person and videoconferencing formats. Interested applicants can fill out the online application at www.oxfordcounty.ca/dei- action or download the printable PDF and submit their application in person or by mail to Oxford County Clerk, Oxford County, 21 Reeve Street, PO Box 1614, Woodstock, Ontario, N4S 7Y3. Applications must be submitted by Wednesday, May 31, 2023. The Safe & Well Oxford Plan is Oxford County's community safety and well-being plan. Legislated by the Government of Ontario and developed by Oxford's area municipalities (Blandford-Blenheim, East Zorra-Tavistock, Ingersoll, Norwich, South- West Oxford, Tillsonburg, Woodstock and Zorra), Oxford County, police services, health care organizations and providers, school boards, businesses, social service providers and agencies, the plan works to a vision of, "Communities where individuals and families feel safe, supported and included and where they can access what they need, when they need it to live fully." Learn more The work of the DEI Action Coalition supports the Safe & Well Oxford Plan by raising awareness of and addressing challenges to diversity, equity and inclusion for all protected grounds under the Human Rights Code: citizenship, race, place of origin, ethnic origin, colour, ancestry, disability, age, creed, sex/pregnancy, family status, Page 668 of 936 5/10/23, 1:45 PM DEI Action Coalition seeking members to promote diversity, equity and inclusion - Oxford County https://www.oxfordcounty.ca/en/news/dei-action-coalition-seeking-members-to-promote-diversity-equity-and-inclusion.aspx 3/4 marital status, sexual orientation, gender identity, gender expression, receipt of public assistance (in housing) and record of offences (in employment). For more information visit www.oxfordcounty.ca/dei-action. Comment Marcus Ryan, Warden, Oxford County | Safe & Well Oxford Steering Committee "The DEI Action Coalition will operate from a position of ensuring 'no one is left behind' when it comes to embracing the many different people who make up our community. The voice of our residents, especially those who may feel marginalized or disconnected, must be at the table if we are to create a culture that is truly welcoming and embracing of all." About Safe & Well Oxford From September 2020 to June 2021, Oxford County's municipal governments, police and emergency services, social services, health care providers, school boards and community service providers engaged in an initiative mandated by the Province of Ontario, to develop a Community Safety & Well-being Plan. The goal of the plan development was to help address priority risks, such as mental and physical health, housing and addictions, with proactive, integrated strategies for children, youth, adults, older adults and families who live, work and participate in our communities. To learn more visit safewelloxford.ca. Page 669 of 936 5/10/23, 1:45 PM DEI Action Coalition seeking members to promote diversity, equity and inclusion - Oxford County https://www.oxfordcounty.ca/en/news/dei-action-coalition-seeking-members-to-promote-diversity-equity-and-inclusion.aspx 4/4 © 2022 Oxford County Designed by GHD Digital (https://www.ghddigitalpss.com) Contact Oxford County 21 Reeve Street, P.O Box 1614, Woodstock, Ontario N4S 7Y3 Phone : 519-539-9800 Contact us Page 670 of 936 Town of Ingersoll Boards and Committees Ingersoll Diversity and Inclusion Committee Overview At the February 13, 2023 Council of the Corporation of the Town of Ingersoll provided its support to taking the actions necessary to meet the requirements of joining the UNESCO Coalition of Inclusive Municipalities (CIM). Mandate The Diversity and Inclusion Committee will lead the Town’s application to join the Coalition of Inclusive Municipalities and will advise on the creation of an action plan to celebrate diversity and foster inclusion to cultivate a sense of belonging and safety among those who live, work, and visit the community. Objectives and Goals  To lead the development and submission of an application to join the Coalition of Inclusive Municipalities including the identification of key stakeholders, gathering community input and the development of an action plan.  To provide recommendations to council on the action plan's implementation.  To report on the municipality's progress on its action plan.  To provide staff and council with an inclusive and equitable lens through which internal services and policies could receive feedback as requested. Composition and Appointment Two members of Council shall be appointed to the Committee. Unlimited members of the public shall be appointed for the term via by-law. Members Council Member Appointments:  Deputy Mayor Wilson  Councillor Haliru Citizen Appointments:  Kayla Han  Ijabo Isse  Samantha Little  Patricia Marshal (Chair)  Mayos Picardal  Tricia Sabessar Page 671 of 936 Staff Liaison(s) Clerk Term Members are appointed for the 2022-2026 term of Council or until such time as appointees are reappointed or replaced subject to Statutory Authority. Reporting Structure / Decision-Making Process Every Advisory Committee reports to Council and is responsible for posting its agendas and minutes in accordance with Council’s Procedure By-law. All minutes must be submitted to Council for approval. The Ingersoll Diversity and Inclusion Committee is supported by the Clerk’s Department. Meeting Date and Location Frequency: Monthly Date: Third Wednesday of each month Time: 6:00 p.m. Location: J.C. Herbert Room, Town Hall / Virtual Committee meetings must be held in accordance with Council’s Procedure By-law. No formal decisions may be made unless a quorum of the committee is present. Each committee’s meeting schedule will be communicated to the Clerk’s Department for inclusion on the Council and Committee meetings portal and community calendar. The Boards and Committees Guide will be used by each Committee to support effective and efficient meetings. Further Information Coalition of Inclusive Municipalities Page 672 of 936 DEPARTMENT: CAO/CLERK SUBJECT: DIVERSITY, EQUITY AND INCLUSION IN THE WORKPLACE TRAINING REPORT NO.: CAO 2023-07 COUNCIL MEETING DATE: MARCH 14, 2023  Approved  Approved with Amendments  Other Resolution # INTRODUCTION/BACKGROUND In 2022, past Members of Council of the Township of Norwich identified that “Diversity, Equity and Inclusion in the Workplace” training be incorporated as part Council Orientation moving forward. DISCUSSION/ANALYSIS Members of Council and Senior Management have been scheduled to participate in online Diversity, Equity and Inclusion Training, scheduled for February/March 2023 through the County of Oxford. Staff believes it would be beneficial for all Township employees and volunteer firefighters to participate in online “Diversity, Equity and Inclusion in the Workplace” training through the Township’s online training provider. This would exclude those who have already participated in aforementioned training. INTERDEPARTMENTAL IMPLICATIONS There are no additional interdepartmental implications as training would be completed in 2023, when feasible for the operations of the department. FINANCIAL/STAFFING/LEGAL IMPLICATIONS There are no additional financial/staffing or legal implications, as there is an annual fee that the Township already incurs for online training. Page 673 of 936 CONCLUSION The Township of Norwich will initiate the enrolment process for “Diversity, Equity and Inclusion in the Workplace” online training for all employees of the Township to complete for 2023, other than those who have already participated in aforementioned training. RECOMMENDATION Report No. CAO 2023-07, “Diversity, Equity and Inclusion in the Workplace” online training be received as information and further that “Diversity, Equity and Inclusion in the Workplace” online training be adopted as presented. Prepared by: Mary Winegarden Human Resources Coordinator Reviewed by: Kyle Kruger CAO/Clerk Page 674 of 936 June 2023 Norwich Diversity, Equity and Inclusion Committee Terms of Reference Page 1 Terms of Reference Norwich Diversity, Equity and Inclusion Committee 1. Name of Committee The Committee shall be known as the Norwich Diversity, Equity and Inclusion Committee. 2. Nature of Committee The purpose of this standing Committee is to provide advice to Township Council on matters related to Diversity, Equity and Inclusion (DEI). Subject to any exceptions below, the Committee shall operate in accordance with the Township Policy for Boards and Committees of Council. 3. Mandate The mandate for the Norwich DEI Advisory Committee will be to advise and make recommendations to Township Council, and to review policies to help ensure that the Township Council applies a diversity, equity and inclusion lens to its policies, services, programs and practices, including: ➢ Providing insight, advice, and recommendations to Township Council relating to the following: • identifying systemic barriers faced in accessing municipal services, information, programs and facilities; • identifying strategies for building connections and fostering a deeper sense of inclusion and belonging especially for marginalized groups in the Township; • proposing local municipal initiatives, services, and policies to meet changing needs of a diverse community; ➢ Providing recommendations on opportunities for education and awareness programs for Township Committees, Council and staff on anti-racism, diversity, equity and inclusion, in consultation with Township Council, the Township CAO, and within the budget allocated by Council. ➢ Liaise with organizations, community groups, and stakeholders, particularly those from marginalized groups including but not limited to BIPOC, and 2SLGBTQIA+ community members to facilitate discussions that promote broader understanding and engagement between residents of diverse backgrounds and abilities. 4. Objectives The Norwich DEI Committee is responsible to advise and make recommendations to Council, and develop a DEI Strategy and Action Plan for recommendation to Council. Recognizing that the Township, in partnership with the other municipalities in Oxford County, has adopted a Community Safety and Well Bring Plan, the Committee will work in support of and in cooperation with the Safe and Well and Oxford Steering Committee and in particular their DEI Action Coalition. Page 675 of 936 June 2023 Norwich Diversity, Equity and Inclusion Committee Terms of Reference Page 2 5. General The Committee shall operate in conformity with the provisions of the Municipal Act and Township by-laws. These Terms of Reference are to provide guidelines, rules, and regulations in concert with such and for items not specified in the Act or by-laws. 6. Membership/Composition Appointments to the Committee will be made by Council. The DEI Committee shall be composed of the following members: ➢ Community Members - Minimum of 5 and Maximum of 8 members (Voting) appointed from the community ➢ Council Representation (Voting) - 2 members of Township Council Selection Process: Community Members will be selected through an application and interview process. All members shall be appointed by Council. An interview panel will include appointed Council members and a staff liaison. Recommendations from the panel shall be brought to Council for approval. Committee members will have the skills, knowledge, and experience to contribute effectively to the committee’s mandate. Committee members must be a Township resident, business owner or stakeholder/community organization representative who has an understanding of the impacts of racism and systemic discrimination on marginalized people and meet the following general qualifications: • be familiar with overall community issues; • have knowledge about diversity, equity and inclusion matters; • be able to build meaningful relationships and connections within the community; • have an interest in strengthening diversity, equity and inclusion in our community. Council shall strive to ensure Committee membership reflects the diversity of the community with particular focus given to marginalized groups who have traditionally faced systemic discrimination including but not limited to BIPOC and people who identify as 2SLGBTQIA+. 7. Additional Volunteers/Subcommittees In order to achieve the Committee mandate and objectives and address specific issues within its mandate, the Committee may utilize additional volunteers and/or establish Subcommittees to provide input as required or when specific priority areas are being investigated. Subcommittees shall have only the power to make recommendations to the Committee, and may not commit or bind the Committee in any manner without the prior approval of the Committee by resolution. All such volunteers and Subcommittee members shall be ap the Committee. Appropriate agendas must be post provided to, and approved by the Committee. pointed by resolution of the Committee and shall report to ed and minutes of any subcommittee must be maintained, 8. Term of Office Committee members will be appointed by Council resolution for a term concurrent to that of the appointing Council, but remain in office until their respective successors are appointed by Council. Members wishing to serve a subsequent term will submit an application in writing to staff indicating their interest to be reappointed for another term. Page 676 of 936 June 2023 Norwich Diversity, Equity and Inclusion Committee Terms of Reference Page 3 9. Vacancy A position on the Committee becomes vacant if: - such member ceases to be qualified - a member is absent from Committee meetings for three consecutive regular meetings without reasonable cause. Upon a member failing to attend three consecutive regular meetings, the Committee shall send notice to the member and recommend to the Council that such member be removed. Should a vacancy occur during a term, the Committee will recruit replacement members and recommend appointments to Council. 10. Support Municipal staff will provide advice/information to the Committee on a request basis. 11. Officers A Chairperson, Vice Chairperson, and Secretary shall be elected by the Committee members at its first meeting each calendar year. The Committee may combine positions at its discretion. Council representatives will not be eligible to hold these positions. The Chairperson is responsible for moderating the discussion at each meeting pursuant to the agenda. With the assistance of the Secretary, the Chair will prepare and distribute meeting agendas and minutes. The Vice- Chair will assume the role of the Chair in their absence. If circumstances warrant, the Chair and/or Vice-Chair will have the ability to devote some time between meetings to work with appropriate municipal staff and/or stakeholders as required. The Secretary will prepare minutes for each meeting, assist the Chair in agenda preparation, and provide approved minutes to the Clerk’s department for presentation to Council. 12. Frequency of Meetings The Committee will establish a meeting schedule, setting the time and place for Committee meetings for the upcoming year at its inaugural meeting and each December following. The Committee will meet a minimum of 4 times annually. Special meetings may be held as determined necessary by the Committee. Notice of such meetings shall be posted with the Township Clerks Department. 13. Quorum Attendance of a minimum of fifty percent (50%) plus one (1) of the appointed Committee members at any regular or special meeting shall constitute a quorum. 14. Rules of Procedure The Board shall observe the rules of procedure outlined in the Township Procedural By-law, as far as applicable. 15. Open Meetings All meetings shall be open to the Public, unless permitted to be closed in accordance with the Municipal Act. Any person(s) wishing to appear before the Committee as a deputation shall submit a request to the Committee Secretary advising of the topic or item to which they wish to speak prior to the meeting to ensure that the deputation is included on the agenda. Page 677 of 936 June 2023 Norwich Diversity, Equity and Inclusion Committee Terms of Reference Page 4 16. Minutes, Agendas & Resolutions A formal agenda shall be prepared and minutes shall be kept of all Committee meetings, and will be forwarded to the Clerks Department for presentation to Council. Decisions and directions of the Committee shall be defined by resolution and reflected in the minutes. Agendas and minutes will be in a format directed by Council policy. 17. Budget and Finances The Committee shall submit any proposed budget to Council no later than the first Council meeting of February for consideration. All expenditures must be included in the approved budget, and Committee expenditures are subject to the Township procurement policies. Board members will not receive remuneration, but may be reimbursed for approved expenses. 18. Annual Report The Committee shall submit an Annual Report for the preceding year to Council respecting prior year activities, and plans for the upcoming year 19. Pecuniary Interest The Municipal Conflict of Interest Act applies to the Committee and its members. If a member has a pecuniary interest in any matter and is, or will be present at a meeting at any time at which the matter is the subject of consideration, the member; - shall at the commencement of the meeting orally disclose the interest and its general nature - shall not, at any time, take part in the discussion of, or vote on, any question in respect to the matter; and - shall leave the meeting and remain absent from it at any time during consideration of the matter. Page 678 of 936 Page 679 of 936 Page 680 of 936 Page 681 of 936 Page 682 of 936 Page 1 of 4 Subject: Committee Establishment Report Number: CS 22-23 Department: Corporate Services Department Submitted by: Laura Pickersgill, Executive Assistant/Assistant Clerk Meeting Type: Council Meeting Meeting Date: Monday, November 21, 2022 RECOMMENDATION THAT Council receives report CS 22-23 Committee Establishment as information; AND THAT Council endorses the development of the following Committees for the 2022-2026 Term of Council:  Accessibility Advisory Committee  Affordable and Attainable Housing Committee- ad-hoc  Boundary Adjustment Committee- ad-hoc  Economic Development Advisory Committee  Parks, Beautification and Cemeteries Advisory Committee  Recreation and Sports Advisory Committee  Tillsonburg Airport Advisory Committee  Museum, Culture, Heritage and Special Awards Advisory Committee  Traffic Committee  Youth Engagement and Strategy Committee AND FURTHER THAT Council adopts the mandates attached for each Committee; AND THAT staff advertise for the vacant positions on each Committee; AND THAT Mayor Deb Gilvesy, ______________, _______________ and Kyle Pratt, CAO form the Council Nominating Committee for the 2022 – 2026 term of Committees. AND FURTHER THAT the following Council representatives be appointed to the following Boards: Page 683 of 936 CS 22-23 Page 2 of 4  THAT ____________________ be appointed as the member on the Tillsonburg Hydro Board;  THAT Mayor Deb Gilvesy, _______________________ and ______________________ be appointed as members on the Physician Recruitment & Retention Committee;  THAT ____________________ be appointed as the member on the Business Improvement Area Board;  THAT Mayor Deb Gilvesy and ____________________ be appointed as the members on the Police Services Board;  THAT _____________________ be appointed as the member on the Otter Valley Corridor Board; and  THAT _____________________ be appointed as the member on the Non-Profit Housing Board. BACKGROUND During the 2018-2022 term of Tillsonburg Town Council there were an overall twelve active advisory committees established. These committees included the following: 1. Accessibility Advisory Committee 2. Affordable and Attainable Housing Advisory Committee- ad-hoc 3. Boundary Adjustment Advisory Committee- ad-hoc 4. Culture, Heritage and Special Awards Advisory Committee 5. Economic Development Advisory Committee 6. Memorial Park Revitalization Project Advisory Committee 7. Museum Advisory Committee 8. Parks, Beautification and Cemeteries Advisory Committee 9. Recreation and Sports Advisory Committee 10. Tillsonburg Airport Advisory Committee 11. Tillsonburg Dog Park Advisory Committee 12. Tillsonburg Transit Advisory Committee Staff reached out to all of the advisory committees and their Chairs to review their Terms of Reference and composition of Committees. Staff Liaisons met to ensure that the advisory committee structure was working to serve the needs of the public and Council. There were recommended changes to the structure and mandates which were vetted through each Committee by their liaison. This process was to ensure volunteers are satisfied with their mandates and Terms of Reference. The revisions were reviewed and comments were addressed in the Terms of Reference and were drafted as presented with this report. A summary of suggestions from the advisory committees that have been incorporated in the mandates are: the Chair shall not be the Council representative; meeting frequencies have been established; maximum composition of nine members; removal of overlap in Committee mandates; clearer defined scope of member responsibilities; and Page 684 of 936 CS 22-23 Page 3 of 4 better vetting during committee member selection. The review group and staff feel that the Dog Park Committee has served its’ purpose and can be disbanded. If any issues regarding this park arise then these can be discussed under the Parks, Beautification and Cemeteries Committee. It was also noted that the Recreation and Sports Advisory Committee would like to remove parks and facilities items from their Terms of Reference and focus on sports and recreational programming. It was suggested that a stand-alone cemetery Committee and stand-alone special awards Committee be established. Staff feel that these mandates are not large enough and would not allow these Committees enough items to work on. The Culture, Heritage and Special Awards Committee would like to see equal weight given to both culture and heritage topics and staff feel it would fit well under the umbrella of the Museum Advisory Committee. It was noted that a reduction in meetings with the Transit Committee would work better and staff feel that combining this under the Accessibility Committee’s mandate would be sufficient. As part of the Community Strategic Plan, under the goal of Customer Service, Communication and Engagement, one of the goals for the immediate term is to establish a youth engagement strategy and advisory committee. Furthermore, the Mayor has suggested the Traffic Committee. The Town Hall Steering Committee was established in 2015 as an ad-hoc Committee. Staff recommend that this Committee has fulfilled its’ mandate and staff work to carry forward items related to this project. Upon Council adoption of Committees, staff will be following the advertising process as outlined in the Policy for Boards and Committees to begin advertising vacancies for the Committees. A number of Boards and Ad-Hoc Committees also require Council appointments as set out below. Board/Committee # of Appointments Required Tillsonburg Hydro Board 1 Physician Recruitment 3 BIA 1 Police Services Board 2 + 1 resident (Province appoints 2) Long Point Region Conservation Authority (Board) 1 Otter Valley Corridor 1 Non-Profit Housing 1 Page 685 of 936 CS 22-23 Page 4 of 4 Attached is a summary of the proposed committee structure and mandates for Council’s consideration. CONSULTATION All Advisory Committees (2018-2022), Clerk’s Department FINANCIAL IMPACT/FUNDING SOURCE None CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal- The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information and opportunities to shape municipal initiatives. Strategic Direction- Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives. Priority Project- Youth Engagement Strategy and Youth Advisory Committee ATTACHMENTS Appendix A- Committee Mandates & Roles Page 686 of 936 The Coalition of Inclusive Municipalities is endorsed by Declaration to Join the Coalition of Inclusive Municipalities Given that: 1 The Canadian Commission for UNESCO (United Nations Educational, Scientific and Cultural Organization) is calling on municipalities to join a Coalition of Inclusive Municipalities and to be part of UNESCO’s international Coalition launched in 2004; and 2. The Federation of Canadian Municipalities (FCM) endorses the Call for a Coalition of Inclusive Municipalities and encourages its members to join; and Whereas: 3. Municipal governments in Canada, along with other levels of government, have responsibilities under Canada’s Charter of Rights and Freedoms as well as federal, provincial and territorial human rights codes, and therefore have an important role to play in combating racism and discrimination and fostering equality and respect for all citizens; Be it resolved that: 4. The insert the name of the municipality agrees to join the Coalition of Inclusive Municipalities and, in joining the Coalition, endorses the Common Commitments and agrees to develop or adapt its own unique Plan of Action accordingly. 5. These Common Commitments and the Municipality’s unique Plan of Action will be an integral part of the Municipality’s vision, strategies and policies. 6. In developing or adapting and implementing its own unique Plan of Action toward progressive realization of the Common Commitments, the Municipality will cooperate with other organizations and jurisdictions, including other levels of government, Indigenous peoples, public and private sector institutions, and civil society organizations, all of whom have responsibilities in the area of human rights. 7. The Municipality will set its priorities, actions and timelines and allocate resources according to its unique circumstances, and within its means and jurisdiction. The Municipality will exchange its expertise and share best practices with other municipalities involved in the Coalition and will report publicly on an annual basis on actions undertaken toward the realization of these Common Commitments. Insert name of the Municipality, insert date (month day, year) His/Her Worship insert name of the mayor SIGNATURE OF THE MAYOR Page 687 of 936 THE COALITION OF INCLUSIVEMUNICIPALITIES: A Guide for New and Established Members 5/_5 With the support of the 3Canadian ; U ‘t d N t‘-''-International CoalitionEducationa|,\gl<::Ec;ntifiat1:l:c:1)rr1‘§''oflnclusive and Cultural Organization 'for UNESCO 'Sustainable Cities-ICCAR Page 688 of 936 Page 689 of 936 Page 690 of 936 Purpose of this toolkit This toolkit is intended to help citizens,organizations,municipalelected officials,and employees understand and prepare forjoining the Coalition. It provides information and practical advice about workingwith community stakeholders to develop and implement a Planof Action to advance inclusion at the municipallevel.Finally,it provides guidance on evaluating results and describing the impact of the Planof Action. Page 691 of 936 Page 692 of 936 Page 693 of 936 Page 694 of 936 Page 695 of 936 Page 696 of 936 Page 697 of 936 Youth Youth are actively engaged in many initiatives to combat discrimination intheir communities.Youth bringenergy,new perspectives,and creative strategies for approaching problems. Municipalities can engage youth formally through established youth councils and advisory groups,and informally by engaging with youth programs and implementing recreation and arts- based activities.For more information,see Youth Engagement Toolkit (CCUNESCO 2020). Reach youth by: -Partnering with local schools and youth organizations and connecting with UNESCO Schools in Canada -Involvinglocal youth councils or advisory groups -Usingsocial media,sports,and arts to reach youth -Ensuringevents are youth friendly (held at appropriate times and easily accessible via publication transit) -Creating meaningful linkagesbetween youth and decision makers -Encouragingyouth to participate insocial media campaigns, contests,or training related to inclusion -Followingup with youth who get involved to retain them for future initiatives The MunicipalYouth Engagement Handbook,published by the Federation of Canadian Municipalities,contains guidelines for elected officials and public administrators for engaging and recruiting youth as future municipal leaders and workers.The handbook suggests events,contests,and campaigns that can be used to implement and strengthen youth engagement in your community. Page 698 of 936 The Coalition of Inclusive Municipalities:A Guide for N Page 699 of 936 The Coalition of Incl Page 700 of 936 Page 701 of 936 Page 702 of 936 Page 703 of 936 Page 704 of 936 Page 705 of 936 Page 706 of 936 The Coalition of Inclusive Municipalities:A Page 707 of 936 Page 708 of 936 Page 709 of 936 Page 710 of 936 Page 711 of 936 Page 712 of 936 Page 713 of 936 The Coalition of Inclusive Municipalities:A Guide for New and Established Members Page 714 of 936 The Coalition of Inclusive Municipalities:A Guide for N Page 715 of 936 The Gender Lens “Manyof the institutions that have shaped our city havebeen created from a masculine point of view.This gender bias has meant that the design of services and urban spaces does not always take into account women’s specific needs and perspectives.When we apply a Gender Lens to city planning and decision makingwe ask about differences and inequities among genders (women,men,intersex and trans people).We also explore the diversity and inequities among women.We recognize that no service or plan is gender neutral and believe that women's leadership is essential —City forAlI Women Initiative (CAWI)and the City of Ottawa,Women:Equity &InclusionLens Snapshot Discrimination affects the lives of women,men,and LGBTQ2+ people in different ways.Consult the following resources to identify issues usingthe gender lens in your municipality: The Roleof MunicipalitiesinAdvancing Women's Eauitv in Canada Gender—BasedAnalysis Plus(GBA+) Women FriendlyCities Challenge Diverse Voices:Tools and Practices to Support AllWomen Women in Cities International (WCI) Page 716 of 936 Page 717 of 936 Page 718 of 936 Page 719 of 936 Page 720 of 936 Page 721 of 936 Page 722 of 936 Page 723 of 936 Page 724 of 936 Page 725 of 936 The Coalition of Inclusive Municipalities:A Guide for New and Established Members Page 726 of 936 Page 727 of 936 Page 728 of 936 ew and Established Members Page 729 of 936 Page 730 of 936 Page 731 of 936 Page 732 of 936 Page 733 of 936 Page 734 of 936 Page 735 of 936 Page 736 of 936 50 The Coalition of Inclusive Municipalities:A Guide for New and Established Member Page 737 of 936 Page 738 of 936 @ United Nations Educational,Scientific and Cultural Organization it:% §Canadian :Commission I for UNESCO With the support of the Sustainable Cities —ICCAR International Coalition of Inclusive and Page 739 of 936 THECOALITION O F Small: THE COAL I Sm :M UI 00100020 O'D(~TO* Page 740 of 936 Page 741 of 936 0 Introduction Small and rural municipalities have been members of the Coalition of Inclusive Municipalities since its early days and have acquired a wealth of knowledge about how to address racism and discrimination.While every municipality has its own context,small and rural municipalitiesshare unique assets and similarchallenges. Page 742 of 936 Page 743 of 936 Page 744 of 936 Page 745 of 936 Plan your inclusion strategy based on your needs and objectives -What are the current and future projected demographics of your community? -What is your vision for your community/?What would you likeyour community to look like in 10years?In50 years? -What are your municipal priorities with regards to inclusionand equity?(Elderly people?Indigenous people?LGBTQ2+people? Newcomers?People from raciallydiverse backgrounds?Youth? People with disabilities?Women?) -What are your community’s assets and how can you use these assets to meet your goals? -What are the gaps?What new strategies need to be developed? What assets need to be cultivated? Who can you partner with to help you move your work forward? Page 746 of 936 Page 747 of 936 Page 748 of 936 Page 749 of 936 Page 750 of 936 Page 751 of 936 Page 752 of 936 Page 753 of 936 Page 754 of 936 Page 755 of 936 Page 756 of 936 Page 1 of 4 Subject: VIP Lot 7 Expression of Interest Listing Results and Offer to Purchase Report Number: EDM 23-14 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report titled EDM 23-14 VIP Lot 7 Expression of Interest Listing Results and Offer to Purchase be received; and, B. THAT a by-law be brought forward authorizing an Agreement of Purchase and Sale with Danny Kimura In Trust with the Mayor and Clerk being authorized to execute all documents required to effect a transfer of the property described as part of Block 3, Plan 41M-381 and more specifically described as Parts 20, 21 and 22 on Plan 41R-10330. BACKGROUND Further to the mutual release of the previous Offer to Purchase in place for Lot 7 in the Van Norman Innovation Park and Council’s concurrence at the April 6, 2023 Strategic Priorities session, an Expression of Interest process for these lands was initiated through a Commercial Listing with the Town’s Real Estate Services Vendor of Record (Avison Young). The listing was made public on June 5 with a submission deadline of June 28. Three Offers to Purchase and accompanying Letters of Intent were received by the deadline. As included in the listing, the property was made available through a competitive Expression of Interest process with offers being evaluated based on price, size of proposed building, target sector and start of construction. Based on these factors, the Offer to Purchase submitted by Danny Kimura in Trust for relocation and expansion of a food processing company to the Town of Tillsonburg is being recommended for approval by Town Council. Page 757 of 936 EDM 23-14 Page 2 of 4 DISCUSSION The three Offers to Purchase received were ranked based on the following criteria:  Price (30%);  Size of Proposed Building (30%);  Sector (30%); and,  Proposed Start of Construction (10%) Based on this evaluation matrix, the following scores were achieved: Company Score with Initial Building Size Score with Proposed Future Building Size Danny Kimura In Trust 89 89 C***** E********** **** Ltd In Trust 84 76 B********* E******** Inc 80 74 The Offer to Purchase received from Danny Kimura In Trust is summarized as follows: Purchaser: Danny Kimura In Trust Total Price $320,000 Price/Acre $160,000 Proposed Building Size(s) 18,000 SF and up to 40,000 SF in the future Lot Coverage (Target 40%) 21% and up to 46% in the future Target Sector Food Processing – State of the art facility to enhance efficiency, optimize workflow and meet market demand for high quality, artisan pet food treats Start of Construction (Proposed) Immediately, with completion period of 12 – 18 months. Closing date of Sep 7, 2023 Page 758 of 936 EDM 23-14 Page 3 of 4 Anticipated Employment 25 to 40 jobs Additional Purchaser Conditions Conditional on Buyer conducting a Phase 1 Environmental Site Assessment, a new charge/mortgage on the property, and board of director approval. Based on the highest ranking achieved by the Danny Kimura in Trust Offer to Purchase including the largest future building size and the largest employment, the Development Commissioner is recommending that Council provide bylaw approval for the Offer to Purchase. CONSULTATION The Expression of Interest process has been led by Avison Young – the Town’s external real estate advisor, who has developed the process and reviewed the Offers to Purchase received. They concur with the assessment and in moving forward in this direction. The 1001 Progress Drive property was listed commercially on www.realtor.ca as well as the Toronto Real Estate Board, which ensures maximum exposure for the property and meets the Town’s objective for having a Real Estate Service Vendor of Record. This exposure has resulted in the Town receiving multiple offers for the property. Since the Town received two offers at approximately the same valuation, this indicates that the market value is likely in this range, which establishes a new and higher benchmark for industrial land in the Town. This is beneficial in developing the business case for Phase 2 of the Van Norman Innovation Park. FINANCIAL IMPACT/FUNDING SOURCE The Danny Kimura In Trust offer has been submitted at the value of $320,000, or $160,000/acre. This is the highest value ever received for industrial land in the Town of Tillsonburg and is nearly triple the highest value negotiated previously! The advantage of going through an Expression of Interest and commercial real estate listing process is that the property has been exposed to a wider market, which means that this price more accurately reflects the current market value for industrial lands in the Town of Tillsonburg. Page 759 of 936 EDM 23-14 Page 4 of 4 The proceeds from this transaction, if approved, will be used to pay the Town’s real estate commission, legal and closing costs with the net amount being contributed to the Economic Development Reserve. Based on BMA 2021 data of $1.03 per square foot in tax revenue for a standard industrial building, the tax revenue for the proposed 18,000 square foot building is estimated at $18,500 with the potential to increase to $41,200 annually if the Buyer’s future plans are realized. It is important to note that, due to the significant increases in assessed values being experienced across the Province, a new industrial building, particularly those with smaller building footprints, could have a higher assessed value (although the assessed value would still have to be in line with the existing industrial assessments in the area). Hence, the potential tax revenue could be higher. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☒ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Through community and regional partnerships, Tillsonburg will attract and retain a diverse range of businesses, creating employment opportunities for residents and a balanced tax base. Strategic Direction – Ensure adequate supply of “shovel ready” land for business attraction and expansion. Priority Project – Ongoing Projects - Increase diversity in manufacturing and other key sectors. ATTACHMENTS Appendix A – Offer to Purchase – Danny Kimura in Trust Page 760 of 936 Page 761 of 936 Page 762 of 936 Page 763 of 936 Page 764 of 936 Page 765 of 936 Page 766 of 936 Page 767 of 936 Page 768 of 936 Page 769 of 936 Page 770 of 936 Page 771 of 936 Page 772 of 936 Page 773 of 936 Page 774 of 936 Page 775 of 936 Page 776 of 936 Page 777 of 936 Page 778 of 936 Page 1 of 2 Subject: 2022 Financial Statement Reconciliation Report Number: FIN 23-14 Department: Finance Department Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION THAT Council receives report FIN 23-14 2022 Financial Statement Reconciliation as information. BACKGROUND The surplus as indicated on the financial statements differs from that as presented by the municipality due to Public Sector Accounting Standards (PSAS) financial presentation requirements which require reclassifying certain items for presentation purposes only. DISCUSSION The 2022 financial statements show a surplus of $1,199,172 while the Town’s operating surplus is $4,856,525. These two figures reconcile as follows: Operating Surplus $ 1,199,172 BIA (net operating loss) (60,463) Amortization (3,648,235) Capital expenses 8,547,363 Net debt proceeds 1,524,405 Equity acquired in Tillsonburg Hydro Inc. 241,418 Net contribution from reserve (1,065,445) Net proceeds on disposal of tangible capital assets (103,866) Transfer of land to land held for resale (2,611,734) Unfunded liabilities 833,910 Financial Statement Surplus $ 4,856,525 Page 779 of 936 Choose an item. Click or tap here to enter text. Page 2 of 2 CONSULTATION The financial statements have been prepared alongside Millards Chartered Professional Accountants. FINANCIAL IMPACT/FUNDING SOURCE None CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☒ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – N/A Strategic Direction – N/A Priority Project – N/A ATTACHMENTS None Page 780 of 936 Page 1 of 3 SUBJECT: 2022 Summary of Reserves and Trusts Report Number: FIN 23-16 Department: Finance Department Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION THAT Council receives report FIN 23-16, 2022 Summary of Reserves and Trusts, as information. BACKGROUND The Town of Tillsonburg maintains several reserves and trusts. The attached summary defines each reserve and trust accounts purpose, sources of revenues and expenditures, and information on year-end balances. DISCUSSION In 2009 several trusts were merged together to create a single reserve account, and in 2017 they were respectively separated. These accounts, presented within the attached Appendix A, summarizes in detail the various Town reserves and trusts. Some of these are Discretionary Reserves and operate according to the reserve policy established by Council in 2017. Others are Obligatory Reserves and are restricted by rules set up through other levels of government. Trust Funds are monies which have been donated to the Trusts with accountability on the Town to hold and manage the funds including the designation of Trustees to manage the Trusts. The Town Clerk and Treasurer are part of each set of Trustees for each Fund. In 2019, Council appointed new Trustees for most Trusts. Periodically throughout the year, as required, Trustees may be amended by Council resolution due to vacancies. These Trust funds support a variety of needs in the Town of Tillsonburg. The use of Page 781 of 936 FIN 22-18, 2021 Summary of Reserves and Trusts Page 2 of 3 these funds can be for both Town capital and operating requirements in addition to supporting several community groups and individuals. Reserves are collected until they are needed to be used for the purpose for which they were collected; this is the reason why there is an estimated minimum and maximum target. When the maximum is reached, no further funding is necessarily required. Alternatively, if the value drops below the minimum, new contributions are generally required. The Town’s Reserve Policy was updated and approved by Council in 2020 (Bylaw 2020-008), attached as Appendix B. This is to be reviewed by Finance in consultation with the Senior Leadership Team and brought forward to Council at a later date for adoption with any necessary amendments, as noted in the 2023 Finance Department Business Plan. It is important to note that year-end balances as provided in Appendix A reflect a snapshot in time as held at December 31, 2022 and does not reflect consideration for approved future commitments nor current year-end surplus allocations. CONSULTATION None FINANCIAL IMPACT To inform Council and the public of the details on monies which are outlined in the annual financial statements presented by the Town of Tillsonburg. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☒ Community growth ☐ Connectivity and transportation Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal - The Town of Tillsonburg will accommodate and support sustainable growth. Page 782 of 936 FIN 22-18, 2021 Summary of Reserves and Trusts Page 3 of 3 Strategic Direction – Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Projects – Ongoing Projects – Replenish and grow municipal reserves. ATTACHMENTS 1. Appendix A – 2022 Summary of Reserves and Trusts 2. Appendix B – Town’s Reserve Policy (By-Law 2020-008 Schedule A) Page 783 of 936 2022 Summary of Reserves & Trusts Contents AIRPORT RESERVE ................................................................................................................ 2 ASSET MANAGEMENT FUNDING RESERVE ........................................................................ 3 FACILITY INFRASTRUCTURE RESERVE .............................................................................. 4 CEMETERY RESERVE ............................................................................................................ 5 COUNCIL RESERVE ................................................................................................................ 6 DEVELOPMENT REMEDIATION RESERVE ........................................................................... 7 DOWNTOWN PARKING RESERVE ......................................................................................... 8 ECONOMIC DEVELOPMENT RESERVE ................................................................................ 9 ELECTION RESERVE ............................................................................................................ 10 ENGINEERING RESERVE ..................................................................................................... 11 FIRE DEPARTMENT EQUIPMENT RESERVE ...................................................................... 12 FIRE DEPARTMENT LABOUR RESERVE ............................................................................ 13 FLEET AND EQUIPMENT RESERVE .................................................................................... 14 INSURANCE RESERVE ......................................................................................................... 15 IT EQUIPMENT RESERVE ..................................................................................................... 16 LINEAR INFRASTRUCTURE RESERVE ............................................................................... 17 PHYSICIAN RECRUITMENT RESERVE ................................................................................ 18 POLICE RESERVE ................................................................................................................. 19 POLICE SERVICES BOARD RESERVE ................................................................................ 20 RECREATION CULTURE AND PARKS RESERVE POLICY ................................................. 21 TAX RATE STABILIZATION RESERVE ................................................................................. 22 TRANSIT RESERVE ............................................................................................................... 23 WASTE MANAGEMENT RESERVE ....................................................................................... 24 WINTER MAINTENANCE RESERVE ..................................................................................... 25 OBLIGATORY RESERVES ....................................................................................................... 26 BUILDING PERMIT COST STABILZATION RESERVE ......................................................... 26 FEDERAL GAS TAX REBATE RESERVE .............................................................................. 28 TRUST FUNDS ........................................................................................................................... 29 Page 784 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS THE ANNANDALE HOUSE TRUST ....................................................................................... 29 CEMETERY MAINTENANCE TRUST .................................................................................... 30 CEMETERY PERPETUAL CARE TRUST .............................................................................. 31 CEMETERY PRE-PAID TRUST ............................................................................................. 32 COMMUNITY TRUST ............................................................................................................. 33 LAKE LISGAR REVITALIZATION TRUST .............................................................................. 34 PARKLAND TRUST RESERVE .............................................................................................. 35 SCHOLARSHIP TRUST .......................................................................................................... 36 J.L. SCOTT MCLEAN OUTDOOR RINK TRUST ................................................................... 37 Page 785 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS AIRPORT RESERVE The Airport Reserve provides a contingency for unforeseen events that might put pressure on the tax rate, provides for expenditures associated with the rehabilitation or replacement of existing Airport infrastructure as well as a source of funding for external airport consulting services. Revenues The Airport Reserve shall generally receive revenues from annual operating budget allocations or any surplus generated from the Airport business, after allowing for operating and capital expenses, on an annual basis. This Reserve also consists of funds set aside from Airport projects not completed in the previous financial year. These funds will be used to complete those Airport projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Airport Reserve may be used to fund the rehabilitation or replacement of existing airport capital infrastructure, assist in meeting the funding requirements of matching airport funding programs developed by senior levels of government, or support airport consulting services for various types of studies, plans or strategic development of the Airport. Recommended Target Levels The recommended minimum target would be about to 50% of the annual Airport General Operating Budget, which for 2022 is equivalent to $55,500. The recommended maximum target would be about to 100% of the annual Airport General Operating Budget, which for 2022 is equivalent to $111,000. COMMENTS: The 2022 ending balance = $37,207 The 2022 opening balance = $53,198 Page 786 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS ASSET MANAGEMENT FUNDING RESERVE The Asset Management Plan Funding Reserve is a long term source of financing to overcome the deficiency in replacement or purchases of capital assets. Revenues The Asset Management Funding Reserve revenues are from the growth portion of the Current Market Assessment. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Asset Management Funding Reserve expenditures will be used to assist with the financing of assets in the approved Capital Budget. Recommended Target Levels The recommended minimum target shall be $nil The recommended maximum target would be $527,751 3% of the 2022 annual budget. COMMENTS: The 2022 ending balance = $1,038,988 The 2022 beginning balance = $1,015,857 Page 787 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS FACILITY INFRASTRUCTURE RESERVE The Capital Infrastructure Reserve provides for expenditures associated with the rehabilitation, replacement or construction of buildings and other related facilities. Revenues The Capital Infrastructure Reserve revenues are from taxation. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures This Capital Infrastructure Reserve will be spent on costs related to design and implementation of the rehabilitation, replacement or construction of buildings and other related facilities. Recommended Target Levels The recommended minimum target shall be reviewed based on specific facility projects and needs. The recommended maximum target would be the total costs of all foreseen projects. COMMENTS: The 2022 ending balance = $1,139,542 The 2022 beginning balance = $1,369,248 Page 788 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS CEMETERY RESERVE The Cemetery Reserve provides a source of funds for Cemetery projects and equipment. Within the Cemetery Reserve is a separate Memorials component that will fund replacements and maintenance of memorial benches, special memorials and trees in the Cemetery. Revenues The Cemetery Reserve revenues are from year-end surpluses in the Cemetery operations and surpluses in cemetery-related capital projects and from donations. The Memorials Component will receive 10% of each memorial bench & tree fee, and a 25% perpetual care levy on special memorials (defined as any memorial not considered a burial markers). The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Cemetery Reserve is to be used for Cemetery planning and plan implementation, surveys, landscaping projects, and other special Cemetery projects. Funds in the Memorials component will be used to replace, repair or maintain memorial benches and trees, and special memorials in the Cemetery including the flagpoles, the memorials near the Cemetery Building, and the St. Mary’s Cemetery cross. Recommended Target Levels The recommended target minimum is $50,000 plus the cumulative total of contributions to the Memorials component. COMMENTS: The 2022 ending balance = $70,909 The 2022 beginning balance = $92,878 Page 789 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS COUNCIL RESERVE The Council Reserve provides for funding special projects identified by Council that may arise from time to time. Revenues The Council Reserve revenues are derived from taxation. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Council Reserve is spent on special projects as determined by Council from time to time. Recommended Target Levels The recommended minimum target shall be $nil COMMENTS: The 2022 ending balance = $3,646 The 2022 beginning balance = $3,609 Page 790 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS DEVELOPMENT REMEDIATION RESERVE The Development Remediation Reserve provides a source of funding for the installation, repair or replacement of outstanding development related municipal infrastructure deficiencies Revenues The Development Remediation Reserve shall generally receive revenues, after the appropriate notice by the Town has been provided, from outstanding construction holdbacks for which the Contractor has not remedied, any outstanding or expired municipal infrastructure deposits provided at the time of building permit application that the Builder has not rectified, and any outstanding Subdivision or Site Plan Agreement securities as a result of Developer default. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Development Remediation Reserve may be used for the installation, repair or replacement of outstanding development related municipal infrastructure deficiencies. Recommended Target Levels The balance of the Development Remediation Reserve should not drop below $nil and should be monitored regularly to ensure outstanding municipal infrastructure deficiencies are appropriately rectified. COMMENTS: The 2022 ending balance = $23,741 The 2022 beginning balance = $23,002 Page 791 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS DOWNTOWN PARKING RESERVE The Parking Reserve provides a source of funding to properly maintain the Downtown Municipal parking lots including capital investment in new or existing Downtown parking infrastructure. This Reserve can be used for operating or capital expense purposes, but can only be used for Municipal parking located in the Downtown. Revenues The Parking Reserve revenues are generated from surplus funds left over from the parking levy charged to Downtown property owners, payments in lieu of parking paid on development not spent in the current year, and any net proceeds from the sale of Town owned parking lot property. This reserve also consists of funds set aside from Downtown Municipal parking infrastructure capital projects not completed in a previous financial year. These funds will be used to complete those Downtown Municipal parking infrastructure capital projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Parking Reserve may be used for the rehabilitation or replacement of existing Downtown Municipal parking lots, the purchase and capital maintenance of any Downtown Municipal parking infrastructure and related components, including parking-related technology, the design and construction of new Downtown Municipal parking infrastructure and the purchase of associated land, including financing, the cost associated with parking- related studies, analysis, policy or strategy development, and any annual operating deficit if incurred by the Town. Recommended Target Levels The balance of the Downtown Parking Reserve should not drop below $nil and should be monitored regularly to ensure appropriate investment in Downtown Municipal parking infrastructure. COMMENTS: The 2022 ending balance = $386,894 The 2022 beginning balance = $352,108 Page 792 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS ECONOMIC DEVELOPMENT RESERVE The purpose of this reserve is to fund strategic economic development initiatives including:  Industrial land acquisition and development  Commercial land acquisition and development (high priority projects only)  Preparation and implementation of Economic Development strategies and studies that support the growth and development of the Tillsonburg economy Revenues The Reserve revenues are typically generated by industrial and commercial land sales and special projects. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures This Reserve is used to fund land acquisition and development, studies that support growth and related costs. Recommended Target Levels The recommended minimum target shall be $500,000 The recommended maximum target would be $5,000,000 COMMENTS: The 2022 ending balance = $646,845 The 2022 beginning balance = $1,538,104 Page 793 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS ELECTION RESERVE The Election Reserve provides funding for the municipal election held every four years. The purpose of the fund is to spread the costs over each of the four years. Revenues The Election Reserve revenues are from planned amounts budgeted through the Council operating budget. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Election Reserve is to be used for election purposes and all associated costs therein. Recommended Target Levels The recommended target minimum is $13,500. A preferred amount to support elections would be $54,000. COMMENTS: The 2022 ending balance = $11,374 The 2022 beginning balance = $38,963 Page 794 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS ENGINEERING RESERVE The Engineering Reserve provides a source of funding for external engineering services to smooth budgetary impacts associated with Regulated obligations, to support consulting services for various engineering related studies, plans, assessments, policy or strategic development, analysis, inspections, or investigations as they arise, and to support the implementation of engineering related capital projects. Revenues The Engineering Reserve shall generally receive revenues from annual operating budget allocations or any surplus generated from the engineering business, after allowing for operating and capital expenses, on an annual basis. This Reserve also consists of funds set aside from engineering related projects not completed in the previous financial year. These funds will be used to complete those engineering related projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Engineering Reserve may be used for consulting services of various engineering related studies, plans, assessments, policy or strategic development, analysis, inspections, or investigations as they arise and the implementation of engineering related capital projects. Recommended Target Levels The recommended minimum target shall be sufficient to cover all Regulated engineering related obligations. For 2022, this is equivalent to $50,000. A preferred amount would be about 25% of the annual operating budget, which for 2022 is equivalent to $89,100. The recommended maximum target would be equivalent to 50% of the annual operating budget which is $178,200 for 2022 representing about three iterations of Regulated engineering obligations. COMMENTS: The 2022 ending balance = $455,660 The 2022 beginning balance = $298,121 Page 795 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS FIRE DEPARTMENT EQUIPMENT RESERVE The Fire Department Equipment Reserve provides a fund for capital equipment purchases. Revenues The Fire Department Equipment Reserve revenues are from planned amounts budgeted through the fire department operating budget. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Fire Department Equipment Reserve is to be used for capital projects. Recommended Target Levels The recommended target minimum is $75,000. A preferred amount to support capital purchases would be $225,000. COMMENTS: The 2022 ending balance = $149,381 The 2022 beginning balance = $102,237 Page 796 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS FIRE DEPARTMENT LABOUR RESERVE The Fire Department Labour Reserve provides a fund for part time suppression labour costs. Revenues The Fire Department Labour Reserve revenues are from surplus amounts, if any, of the fire department suppression labour budget. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Fire Department Labour Reserve is to be used for occasions where, suppression, training and public education labour costs exceed the budgeted amount in a year. Recommended Target Levels The recommended target minimum is $15,000. COMMENTS: The 2022 ending balance = $0 The 2022 beginning balance = $0 Page 797 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS FLEET AND EQUIPMENT RESERVE The Fleet and Equipment Reserve shall provide a source of funding for the replacement of corporate vehicles and equipment. Where expansion is necessary and where Development Charge funding cannot be applied, this Reserve is to provide a source of funding for the purchase of such fleet/equipment. Each request for expansion funded from this Reserve must be made clear during the capital budget process and in the purchase award report to Council. Revenues The Fleet and Equipment Reserve revenues shall be generated through the application of an annual Capital Cost Recovery charge to user departments. Fleet units shall repay this Reserve over the useful life of the unit. Additionally any surplus generated from the fleet business, after allowing for operating and capital expenses as well as any revenue generated from the disposal of replaced fleet assets shall also be contributed to this Reserve. This reserve also consists of funds set aside from fleet capital projects not completed in a previous financial year. These funds will be used to complete those fleet capital projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Fleet and Equipment Reserve shall be used for the replacement of corporate vehicles and equipment. Recommended Target Levels The Reserve balance shall be adequate to sustain the replacement of existing vehicles and equipment on a replacement schedule based on the estimated service life of the vehicle and/or piece of equipment. The recommended minimum target shall be equivalent to the sustainable annual capital investment forecast identified in the Town Asset Management Plan as $958,200 for fleet and equipment. A preferred amount would be equivalent to 15% of the Fleet replacement value identified in the Town Asset Management Plan, which for 2022 would be equivalent to $1,876,400. The recommended maximum target would be about 20% of the Fleet replacement value identified in the Town Asset Management Plan. For 2022, this would be equivalent to $2,501,800. COMMENTS: The 2022 ending balance = $1,054,940 The 2022 beginning balance = $830,000 Page 798 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS INSURANCE RESERVE The Insurance Reserve shall provide a source of funding to stabilize annual insurance premium increases or in-year insurance claims increases exceeding budgeted figures. Revenues The Insurance Reserve revenues shall be generated from surplus amounts, if any, within the insurance claims account. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Insurance Reserve shall be used instances when the number of insurance claims and value exceed the amount planned in the budget process. It may also be used to stabilize annual insurance premium increases. Recommended Target Levels The Reserve balance shall be adequate to mitigate any unanticipated increases to annual insurance premiums or in-year excessive claims. The recommended minimum target shall be equivalent to the Town’s annual deductible as $50,000 (2022). COMMENTS: The 2022 ending balance = $83,995 The 2022 beginning balance = $50,000 Page 799 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS IT EQUIPMENT RESERVE The IT Equipment Reserve shall provide a source of funding for the replacement of corporate software, computer and communications equipment. Revenues The IT Equipment Reserve revenues shall be generated through the application of an annual Capital Cost Recovery charge to user departments. IT related charges shall repay this Reserve over the useful life of the units. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The IT Equipment Reserve shall be used for the replacement of corporate software, computing and tele-communications equipment. Recommended Target Levels The Reserve balance shall be adequate to sustain the replacement of existing equipment on a replacement schedule based on the estimated service life of the piece of equipment. The recommended minimum target shall be equivalent to the sustainable annual capital investment forecast identified in the Town Asset Management Plan as $84,000. A preferred amount would $225,000. COMMENTS: The 2022 ending balance = $130,571 The 2022 beginning balance = $115,818 Page 800 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS LINEAR INFRASTRUCTURE RESERVE The Linear Infrastructure Reserve provides for expenditures associated with the rehabilitation or replacement of existing capital infrastructure such as roads sidewalks, streetlights and signalized intersections, bridges, culverts and retaining walls, storm sewers and stormwater management facilities and their respective related infrastructure. Revenues The Linear Infrastructure Reserve shall generally receive revenues from annual operating budget allocations, any surplus generated from existing linear infrastructure business after allowing for operating and capital expenses, any new linear infrastructure program funding from senior levels of government, not including Gas Tax Funding, and an equitable share of the Assessment Growth allocated towards the Towns Asset Management Plan. Additionally, an annual allocation of surplus shall be contributed to this Reserve, as outlined in the Surplus Allocation Policy. This reserve also consists of funds set aside from linear infrastructure capital projects not completed in a previous financial year. These funds will be used to complete those linear infrastructure capital projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Linear Infrastructure Reserve may be used to fund the rehabilitation or replacement of existing capital infrastructure or assist in meeting the funding requirements of matching linear infrastructure programs developed by senior levels of government. Recommended Target Levels The recommended minimum target shall be equivalent to 1% of the linear infrastructure replacement value identified in the Town Asset Management Plan, which for 2022 would be $2,323,000. The preferred amount would be equivalent to the sustainable annual capital investment forecast identified in the Town Asset Management Plan as $4,630,000 for linear infrastructure. The recommended maximum would be about 8% of the linear infrastructure replacement value identified in the Town Asset Management Plan. For 2022, this would be equivalent to $18,584,000 representing approximately the support for a 5-year capital plan. COMMENTS: The 2022 ending balance = $1,333,297 The 2022 beginning balance = $1,485,341 Page 801 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS PHYSICIAN RECRUITMENT RESERVE The Physician Recruitment Reserve is to establish funding in partnership with Tillsonburg District Memorial Hospital for the attraction of Physicians. Revenues The Physician Recruitment Reserve revenues are supported through taxation and donations from individuals and corporation. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Physician Recruitment Reserve has two main areas of expenditures. The first is related to the attraction of Physicians and the marketing related cost and the second is for costs to secure Physicians. A Shared Physician Recruitment Incentive Support Model for new physicians has been agreed to with the Tillsonburg District Memorial Hospital. Recommended Target Levels The recommended minimum target shall $35,000 The recommended maximum target would be $100,000 COMMENTS: The 2022 ending balance = $91,606 The 2022 beginning balance = $114,346 Page 802 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS POLICE RESERVE The Police Reserve purpose is to offset the annual cost of the Town’s police service contract. Revenues The Police Reserve shall generally receive revenues from any surplus generated from a decrease in the budgeted service contract or unbudgeted funds received under the Ministry of Community Safety and Correctional Services which include, but are not limited to, the Community Policing Partnerships, Safer Communities - 1,000 Officers Partnership and RIDE grant programs. The Reserve will also retain interest earned by the funds in the Reserve. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Police Reserve funds are to be used solely to offset the annual cost of the Town’s police service costs and must be made clear during the annual budget process. Recommended Target Levels N/A COMMENTS: The 2022 ending balance = $55,098 The 2022 beginning balance is $79,827 Page 803 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS POLICE SERVICES BOARD RESERVE The Police Services Board Reserve a fund to support special projects taken on by the Board to support policing efforts in the Town of Tillsonburg. Revenues The Police Services Board Reserve revenues are from the annual year end surplus of the special project funds, as outlined in the Surplus Allocation Policy as well as any revenue made from donations, auctions and unclaimed funds that may be collected by the Board. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Police Services Board Reserve is to be used for augmentation of the annual special projects allocation. Recommended Target Levels The recommended target minimum is $1,000. The recommended target maximum is $20,000 COMMENTS: The 2022 ending balance = $32,388 The 2022 beginning balance = $32,868 Page 804 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS RECREATION CULTURE AND PARKS RESERVE POLICY The Recreation, Culture and Parks Reserve generates funds for projects, equipment, planning exercises, grant-matching, and other strategic initiatives of the Recreation, Culture & Parks Department. Within the Reserve is a separate Memorials component that will fund replacements and maintenance of memorial benches and trees in Town Parks. Other separate components may be established from time to time to track reserves targeted for specific projects or facilities. Revenues The Recreation Culture and Parks Reserve revenues are from year-end surpluses in RCP capital projects or from capital projects not completed at year-end. Revenue may also be sourced from donations, bequests, fundraising revenue, advertising sales, special user levies or fees, fines, court awards, insurance claims. The Memorials Component will receive 10% of each memorial bench & tree fee The Reserve will also retain interest earned by the funds in the Reserve. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Recreation Culture and Parks Reserve is to be used for planning, plan implementation, grant matching, community events, equipment purchases, capital repairs and improvements, fee subsidies, youth leadership initiatives, public art, cultural initiatives or other expenditures as designated by the source of the revenue. Funds in the Memorials component will be used to replace, repair or maintain memorial benches and trees in Town Parks. Recommended Target Levels The recommended target minimum is $500,000 plus the cumulative total of Memorial contributions. COMMENTS: The 2022 ending balance is $446,849 The 2022 beginning balance is $545,157 Page 805 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS TAX RATE STABILIZATION RESERVE The Tax Rate Stabilization Reserve provides a contingency for unforeseen events that might put pressure on the tax rate. It is also used as a source of working capital. Revenues The Tax Rate Stabilization Reserve revenues are from the annual year end surplus, as outlined in the Surplus Allocation Policy. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Tax Rate Stabilization Reserve is to be used for unforeseen expenditures of a one- time nature. Recommended Target Levels The recommended target minimum is 3% of the annual tax supported budget. For 2022, this would be $475,272 based on an operating budget of $15,842,400 A preferred amount to support working capital would be about 15% of the budget which is $2,542,560 representing about 2 month’s cash flow. COMMENTS: The 2022 ending balance = $958,497 The 2022 beginning balance = $1,076,211 Page 806 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS TRANSIT RESERVE The Transit Reserve was established to support provide funding for a Community Transportation Program in cooperation with other community agencies. A Community Transportation Program meets the Community Strategic Plan’s action items of exploring alternative transportation options and implement and market a transportation program. Revenues The Transit Reserve revenues are from taxation. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures This Transit Reserve is to co-fund the requirements of community transit system. The annual limit is established through the budget process. Recommended Target Levels The recommended minimum target shall be $22,500. The recommended maximum target would be $75,000. COMMENTS: The 2022 ending balance = $0 The 2022 beginning balance = $0 Page 807 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS WASTE MANAGEMENT RESERVE The Waste Management Reserve consists of funds set aside for the future rehabilitation or replacement of waste related assets and to provide financial assurance for the future decommissioning, clean-up or remediation of the Transfer Station facility. Revenues The Waste Management Reserve shall generally receive revenues from any surplus generated from the waste business, after allowing for operating and capital expenses, on an annual basis. This Reserve also consists of funds set aside from waste management projects not completed in the previous financial year. These funds will be used to complete those waste management projects in a future financial year. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Waste Management Reserve could be used for operating or capital expense purposes related to waste management. Recommended Target Levels The balance of the Waste Management Reserve shall be equivalent to the financial assurance to clean-up the maximum allowable amount of waste at the Transfer Station facility at any one time, which for 2022 is equivalent to $88,500, and increase annually at the rate of inflation. COMMENTS: The 2022 ending balance = $1,935 The 2022 beginning balance = $1,915 Page 808 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS WINTER MAINTENANCE RESERVE The Winter Maintenance Reserve is to fund winter maintenance activities in the event of a shortfall in the Winter Maintenance Operating Budget. This Reserve is to assist in minimizing the financial implications resulting from extreme winter weather conditions. Revenues The Winter Maintenance Reserve revenues are from surplus funds from the annual Operating Budget for winter maintenance, if any. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures This Reserve provides additional funding for winter maintenance expenditures in the event of a deficiency in the Operating Budget amount for winter maintenance. Recommended Target Levels The recommended minimum target shall be equal to 10% of the 5-year average winter maintenance costs or a minimum of $50,000. The recommended maximum target would be about 25% of the 5-year average winter maintenance costs which for 2022 would be approximately $160,400. COMMENTS: The 2022 ending balance = $0. The 2022 beginning balance = $0 Page 809 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS OBLIGATORY RESERVES BUILDING PERMIT COST STABILZATION RESERVE The Building Permit Cost Stabilization Reserve Fund was created to support Section 7(2) of the Ontario Building Code Act which states “The total amount of the fees authorized under clause (1) (c) must not exceed the anticipated reasonable costs of the principal authority to administer and enforce this Act in its area of jurisdiction” meaning fees collected are to be used to administer the Act; surpluses cannot be used to fund general Town expenditures, and deficits should be funded from a Reserve Fund. Revenues Revenues to the Cost Stabilization Reserve Fund are an annual budgeted allocation from Building Permit revenues, as well as additional revenues added from Building Permit surplus as it occurs. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures Expenditures from the CSRF are to stabilize the building permit revenue line in the Operating Budget and to fund Building department capital expenditures. Recommended Target Levels The minimum target amount should be $244,300 about 25% of the annual operating cost and the maximum should be $977,225. COMMENTS: The 2022 ending balance = $1,593,617 The 2022 beginning balance = $1,543,929 Page 810 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS DEVELOPMENT CHARGE RESERVE The Development Charge (DC) Reserve Funds provide financing for growth related projects undertaken by the Town as detailed in the DC Background Study and By-Law. The DC legislation took effect in 1991. Revenues The Development Charge Reserve revenues are from charges imposed and collected prior to the issuance of a building permit on new development and redevelopment that will result in the demand for hard and soft services. Expenditures This Development Charge Reserve contributes to projects identified in the DC study and included in the rate. Recommended Target Levels The recommended target would be to have adequate funding to meet the growth of the Town. COMMENTS: The 2022 ending balance = $5,362,097 The 2022 beginning balance = $4,377,342 Page 811 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS FEDERAL GAS TAX REBATE RESERVE The Gas Tax Rebate Reserve provides funding for investments in Environmentally Sustainable Municipal Infrastructure (ESMI) Projects and Capacity Building Projects as per the Agreement for the Transfer of Federal Gasoline Tax Revenues. Revenues The Town of Tillsonburg receives a semi-annual allocation of funds from the Association of Municipalities Ontario (AMO) on behalf of the Federal Government per the Agreement for the Transfer of Federal Gasoline Tax Revenues. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures Expenditures from the Gas Tax Rebate Reserve are to be used to support environmentally sustainable municipal infrastructure projects to help ensure cleaner air, cleaner water, and reduced greenhouse gas emissions. The Transfer of Federal Gasoline Tax Revenues Agreement sets out Eligible projects/categories as well as terms & conditions in further detail. Recommended Target Levels The balance of the Gas Tax Rebate Reserve should not drop below $0 and should be monitored regularly to make best use of the opportunity available to the Town of Tillsonburg. COMMENTS: The 2022 ending balance = $796,936 The 2022 beginning balance = $1,206,473 Page 812 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS TRUST FUNDS THE ANNANDALE HOUSE TRUST The Annandale House Trust is established for purpose of generating funds for the restoration, refurbish, development, and promotion of the Annandale House and the Museum’s collection was established through By-Law 2259. The Trust was defined and Trustees appointed through By-Law 4322 on the 24th day of June, 2019. Revenues The Annandale House Trust revenues are from donations, bequests, fundraising activities and any revenue from the divestment of de-accessioned items in the Museum’s collection or the sale of items donated for the collection but which do not meet the criteria to be added to the collection. Interest earned on funds in the Trust will be retained within the Trust. Expenditures The Annandale House Trust is to be used for capital repairs and enhancements to the Annandale House, outbuilding and grounds that are consistent with maintaining and/or restoring the National Historic Site. Trust funds may also be used for acquisition of items for the Museum collection or for expenses related to the preservation, storage or display of the items in the collection. Grant matching is an eligible expense. Fundraising expenses and donor recognition are not eligible expenses. Recommended Target Levels The recommended target minimum is $400,000. COMMENTS: The 2022 ending balance = $157,502 Page 813 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS CEMETERY MAINTENANCE TRUST The Cemetery Maintenance Trust was established to receive, maintain, control and use donations for the general maintenance and upkeep of Tillsonburg Cemeteries. The Trust was defined and Trustees appointed through By-Law 4322 on the 24th day of June, 2019. Revenues The Cemetery Maintenance Trust revenues are from donations received. They shall be deposited into this trust account and may be invested in such securities as the trustees may invest in under the Trustee Act, and the earnings derived from the investment of such monies form part of the trust fund. Expenditures This Cemetery Maintenance Trust Trustees will determine the disbursement of the funds, to focus on the general maintenance and care of the grounds of the Tillsonburg Cemetery. Recommended Target Levels The recommended minimum target shall $10,000 The recommended maximum target would be $100,000 COMMENTS: The 2022 ending balance = $38,583 CONSOLIDATED ACCOUNTS: PURPOSE: Cemetery Maintenance $26,205 Cemetery maintenance TASC $1,923 Cemetery Trees $3,484 Plant trees in cemeteries Cemetery Capital $6,971 Fund capital purchases for cemeteries Page 814 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS CEMETERY PERPETUAL CARE TRUST The Perpetual Care Trust holds funds in trust as per of the Funeral, Burial and Cremation Services Act, 2002, Section 51 and Ontario Regulation 30/11, Division G, which requires a cemetery operator to have a trust account for the purpose of generating funds for the care and maintenance of the cemetery. The Trust was defined and Trustees appointed through By-Law 4322 on the 24th day of June, 2019. Revenues The Perpetual Care Trust revenues are from the contributions required by the Act and set by regulation that are collected from every sale of interment rights within the cemetery and in respect of markers installed in the cemetery. As per the Act, income from the investment and reinvestment of those contributions must be must only be used for the prescribed purposes and in accordance with the prescribed rules. If this income is retained by the Trust it may only be made available for distribution to the cemetery operator. Expenditures The capital accumulated within the Trust cannot be used for any purpose except as required or permitted by the Act or the regulations. Distributed interest earned from the investment and reinvestment of contributions from markers can be used to stabilize, maintain, secure and preserve markers in the cemetery. Interest earned from the investment and reinvestment of money paid into the trust for purposes other than for markers can be used to maintain, secure and preserve the cemetery, including its grounds, buildings, structures and markers, and for the equipment used to maintain, secure and preserve the cemetery. Regulation permits the operator to use income from the fund or account to pay a worker wages and benefits for engaging in, or supervising, the stabilization, maintenance, securing or preservation of markers, the cemetery or any of its grounds, buildings, structures or markers; or the equipment used to maintain, secure or preserve the cemetery. Recommended Target Levels N/A COMMENTS: The 2022 ending balance = $1,017,340 Page 815 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS CEMETERY PRE-PAID TRUST The Cemetery Pre-Paid Trust holds funds in trust for pre-paid cemetery services and has been established under Part VI of the Funeral, Burial and Cremation Services Act, 2002, Section 52 and Ontario Regulation 30/11, Section 77-81. Revenues The Cemetery Pre-Paid revenues were collected from Cemetery customers for pre-paid services up until 2014. They are no longer being collected as pre-paid services are not being offered by the Tillsonburg Cemetery. Interest earned from the Trust is retained within the Trust. Expenditures The funds in the Trust must be used for the purpose for which they were collected. When one of the clients who has pre-paid for cemetery services has need of those services, the funds held in trust plus the interest earned on those funds are used to pay for the services. If the fee for the services is less than the funds plus interest, any leftover must be returned to the estate of the client. If the fee is greater than the accumulated funds, the difference is waived by the Town. Recommended Target Levels The target level is $0. As the pre-paid services are performed, the balance in the Trust will decrease to zero. COMMENTS: There are Provincial regulations and annual reporting requirements associated with pre-paid trusts that must be complied with as long as there are funds in the Trust. The 2022 ending balance is $30,290 representing 63 prepayments. Page 816 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS COMMUNITY TRUST The Community Trust was established to receive, maintain, control and use donations for community designated purposes. The Trust was defined and Trustees appointed By-Law 4322 on the 24th day of June, 2019. Revenues The Community Trust revenues are from Donations and Bequeaths received and deposited into this trust account. Funds in the Community Trust may be invested in such securities as the trustees may invest in under the Trustee Act, and the earnings derived from the investment of such monies form part of the trust fund. Expenditures This Community Trust shall be disbursed by the Trustees. These funds will be disbursed to focus on community purposes such as heritage designations, disaster relief, fire safety, parades, festivals, theatre and so on. Recommended Target Levels The recommended minimum target shall be $50,000. COMMENTS: The 2022 ending balance is $75,498 CONSOLIDATED ACCOUNTS: PURPOSE: John Scott $5,958 Poor of Tillsonburg John McIntyre $3,350 Sick children John Law $34,214 Bands, concerts, & musical entertainment Emergency $3,074 Citizens affected by a fire or other disaster LACAC $8,660 Public awareness of heritage conservation Fire Safety House $1,455 Fire safety Rowing $66 Sponsorship of rowing athletes Youth Request $11,893 Special project grants and bursaries for youth Christmasfest $6,828 Page 817 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS LAKE LISGAR REVITALIZATION TRUST The Lake Lisgar Revitalization Trust is to be used for generating funds for the care and maintenance of the water quality of Lake Lisgar and the shorelines in and around Lake Lisgar. Revenues The Lake Lisgar Revitalization Trust revenues are from donations, bequests, grants and fundraising activities. If the balance in the Trust is less than the targeted minimum, there may be contributions from the Town’s operating budget. Interest earned on the funds in the Trust will be retained in the Trust. Expenditures Eligible expenditures include projects upstream of the Lake like sediment ponds and erosion mitigation. Eligible expenses also include equipment, project expenses, scientific research, water quality monitoring, grant matching, and activities or projects that inform people about the importance of water quality and how they can assist with keeping Lake Lisgar clean. Recommended Target Levels The recommended target minimum is $50,000. COMMENTS: The 2022 ending balance is $33,746 CONSOLIDATED ACCOUNTS: PURPOSE: Lake Lisgar Trust $20,902 Purchase parkland and equipment Fountain Trust $12,844 Maintain the Lake Lisgar fountain Lake Lisgar Water Quality Trust* $0 Maintaining and protecting of the overall health of Lake Lisgar *New in 2021. Page 818 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS PARKLAND TRUST RESERVE The Parkland Trust Reserve provides a source of funds for Parkland acquisition, projects and equipment. Within the Parkland Reserve is a separate Memorials component that will fund replacements and maintenance of memorial benches and trees in Town Parks. The Trust was defined and Trustees appointed through By-Law 4322 on the 24th day of June, 2019. Revenues The Parkland Trust Reserve revenues are from contributions from land developers and severances remitted under Section 51.1 (3) of the Planning Act R.S.O. (1990), from the sale of land previously designated for parkland purposes, and from donations. The Memorials Component will receive 10% of each memorial bench & tree fee. The Reserve will also retain interest earned by the funds in the Reserve. Expenditures The Parkland Reserve is to be used for Parks planning and plan implementation, surveys, landscaping projects, park amenities and other special Parks projects. Funds in the Memorials component will be used to replace, repair or maintain memorial benches and trees in Town Parks. Recommended Target Levels The recommended target minimum is $10,000. COMMENTS: The 2022 ending balance is $94,055 CONSOLIDATED ACCOUNTS: PURPOSE: Parkland Trust $92,298 Purchase parkland and equipment Arbour Day $1,757 Plant trees Page 819 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS SCHOLARSHIP TRUST The Scholarship Trust was established to receive, maintain, control and use donations for scholarship awards. The Trust was defined and Trustees appointed through By-Law 4322 on the 24th day of June, 2019. Revenues The Scholarship Trust revenues are from donations and bequeaths for the Town which are deposited to the trust account. The trust funds may be invested in such securities as the trustees determine under the Trustee Act and the earnings derived from the investment of such monies form part of the trust fund. Expenditures The Scholarship Trust funds shall be disbursed by the trustees on choosing a suitable recipient of a scholarship. The request for funds shall be provided from Tillsonburg High Schools and/or from neighboring Public or Private Schools to which Tillsonburg residents attend. Recommended Target Levels The recommended minimum target shall be $20,000. COMMENTS: The 2022 ending balance is $37,058 CONSOLIDATED ACCOUNTS: PURPOSE: Police Services Board Trust (PSB) $31,447 Police (Foundations) Studies M.L. Covey Trust $5,611 Modern Language Studies Page 820 of 936 2022 TOWN OF TILLSONBURG STATEMENT OF RESERVES AND TRUSTS J.L. SCOTT MCLEAN OUTDOOR RINK TRUST The J.L. Scott McLean Fund is to be used for capital expenses and ongoing facility improvements related to the construction of the outdoor refrigerated ice pad/basketball court facility behind the Tillsonburg Community Centre. The Trust was defined and Trustees appointed through By-Law 4126, Schedule A, on the 21st day of August, 2017. Revenues The J.L. Scott McLean Fund revenues are from donations received by the Town. Donations received herein shall be deposited into this trust account and may be invested in such securities as the trustees may invest in under the Trustee Act, and the earnings derived from the investment of such monies form part of the trust fund. Expenditures The J.L. Scott McLean Fund shall be disbursed by the trustees. Trustees are to determine the disbursement of the funds to focus on the construction of a new outdoor refrigerated ice pad/ basketball court facility in Memorial Park, the refrigeration of the facility and improvements to the facility. COMMENTS: The 2022 ending balance is $78,520 Page 821 of 936 By-Law 2020-008 Schedule A 5-005 Page 1 of 5 FINANCE Policy 5-005: Reserve Policy Approval Date: January 13, 2020 Approval Authority: Council, By-Law 2020-008 Effective Date: January 13, 2020 Next Scheduled Review Year: Department: Finance Last reviewed: January 13, 2020 Revision Date/s: May 8, 2017 (By-Law 4107) Schedules: Schedule A: List of Reserves Schedule B: List of Obligatory Reserves Schedule C: Trust Fund Policy Policy Statement: A Policy governing the management and administration of reserves and reserve funds. Purpose: The purpose of this policy is to establish consistent principles, standards and guidelines for the maintenance, management and accounting of reserves and reserve funds. The primary purpose for reserves and reserve funds is: • Adherence to statutory requirements; • Promotion of financial stability and flexibility; • Provision for major capital expenditures; • Smooth expenditures which would otherwise cause fluctuation in the operating budget; and • To take advantage of financial opportunities that may arise. Scope: The Municipal Act, 2001, section 290 provides that a municipality’s budget shall set out amounts to be paid into and out of reserves. A municipality may establish reserve funds for any purpose for which it has authority to spend money. Definitions: “Reserves" are a provision or amount that is designated for a future purpose and are established by approval of Council and are not restricted by legislation. They can be related to projects that are of a nature prescribed and managed by approval of Council. Examples include the Airport Reserve or IT Reserve. Reserves receive an annual interest allocation. "Reserve Funds" are restricted by municipal by- laws or agreements and receive an Page 822 of 936 By-Law 2020-008 Schedule A 5-005 Page 2 of 5 annual interest allocation based on the average annual balance. The Town has two classifications of Reserve Funds, Obligatory Reserve Funds and Discretionary Reserve Funds. “Obligatory Reserve Funds” are restricted by legislation, by- laws or agreements. Some of the Obligatory Reserve Funds are the Development Charge Fund, the Gas Tax Fund and the Building Permit Reserve Fund. “Discretionary Reserve Funds” have been created for a specific purpose by Council. Examples include Capital Infrastructure Reserve, Parking Reserve and Lake Lisgar Revitalization. Implementation Procedure: 1. Objectives 1.1. To establish reserves as approved by Council for: i. Future capital expenditures ii. Operating projects and surpluses iii. Sale of fixed assets or land iv. Unexpected or unplanned events v. The reduction of debt financing vi. Or any other purpose that Council designates that would otherwise cause fluctuations in the operating or capital budgets. 1.2. To establish reserve funds through the adoption of a by- law for specific purposes as approved by Council. 1.3. All reserves held in cash will be held in a separate bank account. 2. Accountability 2.1. The Director of Finance or his/ her designate shall maintain accountability on behalf of Council relating to the administration of reserves, including the process to transfer to and from reserves once approved by Council and the allocation of interest. 2.2. Staff provides recommendations on the transfer of funds. 3. Prescribed Council Authority 3.1. Establish new reserves; 3.2. Close existing reserves; 3.3. Amalgamate reserves; 3.4. Transfer funds to and from reserves via the approved annual budget; 3.5. Transfer funds to and from reserves through Council resolution not addressed through the budget process. 4. Reporting 4.1. Annually, as part of the budget process, staff will prepare an update on all of the reserve and reserve funds. Each fund will have a policy statement, source of revenue an expenses, recommended target levels, the year- end balance and any other pertinent data. The budget will provide any balances and show a summary of Page 823 of 936 By-Law 2020-008 Schedule A 5-005 Page 3 of 5 revenues and expenses. In addition, the balances of the reserve and reserve funds are provided in the Town' s audited financial statements. 5. Approved Reserves and Trust Funds 5.1. Schedule A attached lists all of the Reserve Funds, Schedule B the Obligatory Reserve Funds and Schedule C the list of Trust Funds. These schedules will be reviewed annually and the schedules modified with new, amalgamated or closed reserves. Page 824 of 936 By-Law 2020-008 Schedule A 5-005 Page 4 of 5 Schedule A: List of Reserves Airport Reserve Asset Management Funding Reserve Cemetery Reserve Council Reserve Development Remediation Reserve Downtown Parking Reserve Economic Development Reserve Election Reserve Engineering Reserve Facility Infrastructure Reserve Fire Department Equipment Reserve Fire Department Labour Reserve Fleet and Equipment Reserve Insurance Reserve IT Equipment Reserve Linear Infrastructure Reserve Physician Recruitment Reserve Police Reserve Police Services Board Reserve Recreation Culture and Parks Reserve Tax Rate Stabilization Reserve Transit Reserve Waste Management Reserve Winter Maintenance Reserve Page 825 of 936 By-Law 2020-008 Schedule A 5-005 Page 5 of 5 Schedule B: List of Obligatory Reserves Building Fee Reserve Development Charge Reserves Gas Tax Rebate Reserve Schedule C: Trust Fund Policy Annandale House Trust Cemetery Maintenance Trust Cemetery Perpetual Care Trust Cemetery Prepaid Trust Community Trust Lake Lisgar Revitalization Trust Parkland Trust Scholarship Trust J.L. Scott McLean Trust Page 826 of 936 Page 1 of 5 Subject: 2022 Annual Investment Report Report Number: FIN 23-17 Department: Finance Department Submitted by: Sheena Pawliwec, CPA, CGA, Director of Finance / Treasurer Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION THAT Council receives report FIN 23-17, 2022 Annual Investment Report as information. BACKGROUND Ontario Regulation 438/97 of the Municipal Act, 2001 requires a municipality to adopt a statement of investment policies and goals and requires an investment report to be provided to Council at least annually. As well, the Town’s Policy #5-003: Investment Policy, adopted October 15, 2019, requires an annual investment report that details the status of current investments. This report has been prepared in compliance with this regulation and the Town’s Investment Policy. The primary objectives of the investment policy are as follows:  Preservation of capital  Maintaining liquidity  Earning a competitive rate of return DISCUSSION The Town has short and medium term investments in term deposits and high interest savings accounts (Table 1). Cash flows are monitored on a regular basis to ensure there are sufficient funds available to pay expenditures for operations and capital. Funds available for investments may be sourced from current accounts, reserves, or trust funds. Page 827 of 936 FIN 22-07 Page 2 of 5 Table 1: Cumulative Town Investments Short Term Investments Tax revenue is the Town’s primary source of cash flow which peaks four times a year near the tax due dates, and then declines in the last quarter as funds are required for capital and operating needs. Expenditures are projected throughout the year and the timing differences of cash flows provide opportunities where excess cash can be invested. The Town’s short term investment process involves monitoring current rates for short term investment opportunities. As at December 31, 2022; Investment Balance: $5,195,066 Average Annual Rate of Return: 2.61% (2021- 0.95%) Medium Term Investments When cash flows exceed current year’s expenditures or are not required to meet the short term commitments, these funds are invested for longer durations. These investments are governed under Section 418 of the Municipal Act, 2001, Ontario Regulation 438/97, and Ontario Regulation 43/18. This legislation places limits on investments based on the duration of the investment, instrument credit rating, or certification in writing that financial indicators are met by the institution. Permitted investments include term deposits or bonds. Trust funds make up all of the current medium term investments. As at December 31, 2022; Investment Balance: $1,305,000 Average Annual Rate of Return: 2.71% (2021- 2.9%) Classification Balance as of December 31/21 Balance as of December 31/22 Short-term 5,055,668$ 5,195,066$ Medium-term 1,305,000$ 1,305,000$ Long-term -$ -$ 6,360,668$ 6,500,066$ Page 828 of 936 FIN 22-07 Page 3 of 5 Long Term Investments These investments have duration of five years or more. Due to the current market conditions, the return on many long term investments are similar to short or medium term investments with the additional inherent liquidity risk and therefore are no current long term investments. Funds required for future capital projects or restricted trust funds are generally placed in these types of investments. Going forward, as the Town develops a Financial Sustainability Plan, it will look to align its long-term investment strategy with its 10-year capital plan. CONSULTATION None FINANCIAL IMPACT/FUNDING SOURCE Investment income reduces the amount otherwise required from property taxation to finance Town services and increases the value of reserve funds used to finance future expenditures. As a result of monitoring cash flows and investing surplus funds, investments were able to generate additional income for the Town. Total investment in 2022 of approximately $6.4M generated a blended return of 2.63% (2021 - 1.37%), with income earned by the Trusts of $40,916 (2021 - $39,023) and by the Town of $133,862 (2021 - $47,737) as presented in Tables 2 & 3 below. The use of the Trust and Reserve Funds are outlined in the Reserve & Trust Policy 2020 (Bylaw 2020-008). Table 2: 2022 Investment Income (Trusts Only) Cemetery Pre-need 831$ Parkland 596$ Community 2,273$ Annandale 3,323$ Cemetery Maintenance 1,066$ Scholarship 1,003$ JL Scott 2,007$ Lake Lisgar 815$ Cemetery Trust 29,001$ 40,916$ Trust Funds Page 829 of 936 FIN 22-07 Page 4 of 5 Table 3: Cumulative Town 2022 Investment Income (Reserves & Trusts) CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☒ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives; The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Direction – N/A Priority Project – N/A ATTACHMENTS Appendix A – Statement of Treasurer Page 830 of 936 FIN 22-07 Page 5 of 5 Appendix A December 31, 2022 Statement of Treasurer I, Sheena Pawliwec, Director of Finance / Treasurer for the Town of Tillsonburg, hereby state that: All investments have been made in accordance with the O.Reg. 438/97 and the Town’s Investment Policy. Page 831 of 936 Page 1 of 3 Subject: 2024 Budget Schedule Report Number: FIN 23-19 Author: Sheena Pawliwec, CPA, CGA, Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT Council receives report FIN 23-19 2024 Budget Schedule; and B. THAT the following dates are scheduled for Council Budget Meetings; a. Monday, November 20, 2023 9:00am-3:00pm b. Wednesday, December 13, 2023 5:00pm-9:00pm c. Monday, January 15, 2024 5:00pm-9:00pm BACKGROUND Municipalities are required to prepare and adopt a budget on an annual basis, as per the Municipal Act, 2001, Section 290. This budget report provides Council and the public with the processes and timelines necessary to meet legislative requirements and achieve the strategic objectives of the organization. The intent is to define a process for Council to follow that is understandable for all parties and aims for Council to approve the next fiscal budget in early January of 2024. Similar in procedure to the previous budget years, the Capital and Operating budgets along with Business Plans are proposed to be presented together for review by Council. DISCUSSION The Town’s budget process focuses on developing and providing recommendations that achieve the expectations of Council and the community. Throughout the process Council is afforded opportunity for removing or adding projects, deferring projects to a future year, or to reduce and/or eliminate amounts assigned to various budgeted inputs. A multi-year approach was initiated in 2023 and will reflect a rolling 5-year operating and 10-year capital budget for forecast purposes only. Council will continue to provide approval for the proceeding (2024) fiscal year alone. Page 832 of 936 Choose an item. Click here to enter text. Page 2 of 3 Budget binders containing staff recommended operating and capital budget details will be distributed on Friday, November 3rd (two and half weeks lead time prior to the commencement of the first special budget meeting scheduled for November 20th). Following distribution, Councillors are encouraged to advance questions to staff requesting any necessary clarifications. This provides opportunity that questions are fully understood and quality responses may be prepared for Council’s consideration and discussion at the first budget meeting. The following table provides an overview of the proposed meeting dates pertaining to the 2024 Budget. Final Council budget approval is anticipated to occur at the regularly scheduled meeting on January 8, 2024. Meeting Date Meeting Description Monday, Sept 25, 2023 Regular Council Meeting Budget survey results to Council Friday, Nov 3, 2023 2024 Budget Binders Distributed to Council Monday, Nov 13, 2023 Regular Council Meeting Pre-budget approval(s) staff report(s) requests to Council Monday, Nov 20, 2023 Special Council Meeting (9am-3pm)  Operating & Capital Budget Package (including Business Plans) Review with Council; by department  Notices of Motions by Council for white paper staff reports / budget adjustments/inclusions, etc. Monday, Dec 11, 2023 Regular Council meeting 2024 Rates & Fees to Council for review and approval Wednesday, Dec 13, 2023 Special Council Meeting (5pm-9pm)  OPP Funding presentation (if applicable) & review of any requested staff reports from previous meeting discussions  Motions/resolutions for final budget adjustments (if applicable) Monday, Jan 8, 2024 Regular Council Meeting Final Operating & Capital Budgets and Departmental Business Plans approved Monday, Jan 15, 2024 Special Council Meeting (5pm-9pm) External Group Grant Requests (allocation of 2024 Budgeted Funds) Page 833 of 936 Choose an item. Click here to enter text. Page 3 of 3 FINANCIAL IMPACT There are no financial impacts associated with the approval of the 2024 Budget Schedule. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal - The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – N/A Priority Projects – N/A ATTACHMENTS None Page 834 of 936 Page 1 of 3 Subject: Municipal Capital Facility Designation (Interim Town Hall) Report Number: FIN 23-18 Department: Finance Department Submitted by: Ted Lyons, Revenue Manager Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report FIN 23-18 titled Municipal Capital Facility Designation (Interim Town Hall) be received; and B. THAT a By-Law be brought forward for Council consideration to classify the Lease Agreements dated May 16, 2023 between R.E. Wood Realty Limited and the Town of Tillsonburg, and dated May 26, 2023 between Community Living Tillsonburg and the Town of Tillsonburg as municipal capital facilities agreements made pursuant to Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended, and to hereby exempt the properties known municipally as 51 Brock Street East and 55 Brock Street East; Tax Roll Numbers 3204-030-030-02300 and 3204-030-030-02400 (the “Leased Lands”) from property taxation for municipal and school board purposes commencing September 1, 2023 and to remain in effect for the duration of the two (2) year Lease Terms and any subsequent renewals; and C. THAT the Clerk be directed to notify the Minister of Finance, the Municipal Property Assessment Corporation, the County of Oxford, the Tillsonburg BIA and the secretary of all school boards which includes the land exempted, at the enactment of the By-Law. BACKGROUND The Town of Tillsonburg is relocating its corporate offices to temporary facilities located at 51 & 55 Brock St E. The Town has entered into two separate two-year lease agreements commencing September 1, 2023 for the exclusive use of 51 & 55 Brock St E for the purposes of providing the general administration of the municipality. Property that is owned and occupied by a municipality is exempt from taxation pursuant to Section 3(1)9 of the Assessment Act, R.S.O. 1990, c.A.31. However, where a municipality leases or licenses space for municipal purposes from a private entity who is subject to property taxation, the municipality is not exempt from taxation and would be Page 835 of 936 FIN 23-18 Municipal Capital Facility Designation (Interim Town Hall) Page 2 of 3 responsible for payment of property taxes as a tenant of the occupied commercial space. Section 110(6) of the Municipal Act, 2001 S.O. 2001 c.25, as amended permits the council of a municipality to pass a By-Law to exempt itself from taxation for municipal and school board purposed leased or licensed lands on which municipal capital facilities are or will be located. Municipal capital facilities are defined to include, among other things, facilities that are used for the general administration of the municipality. Upon the end of both two-year Lease Terms or any subsequent lease renewals, the municipal capital facility exemptions would be removed and all appropriate parties would be notified. Once the municipal capital facility exemptions are removed, MPAC would then re-class the properties to resume property taxation at the prescribed rates. DISCUSSION The Town will be vacating the existing corporate office space located on the upper floor of the Town Centre Mall effective October 14, 2023. The Town was exempt from property taxation at this location, even though it was subject to a Lease Agreement with the owner of the Town Centre Mall. The existing corporate office space remained exempt from taxation due to the fact that the Town is the owner of the land which the mall is situated on thereby making the leased space owner occupied and exempt from taxation. MPAC has been provided notice that the Town is vacating this space effective October 14, 2023 and the applicable exempt assessment will revert to commercial taxable once the Town is no longer in occupancy. While ordinarily exempt from taxation, the Town would be obligated to pay the respective share of property taxes due and payable on properties, which have been leased or licensed, from private entities to which the Town does not own the land. Exempting the Leased Lands at 51 & 55 Brock Street East from taxation in accordance with the municipal capital facilities provisions of the Municipal Act results in cost savings to the Town. These savings have been incorporated in the expected cumulative rent savings resulting from the interim relocation. CONSULTATION Director of Finance / Treasurer, Economic Development Commissioner, Director of Innovation & Strategic Initiatives, Municipal Property Assessment Corporation Account Manager & Tillsonburg BIA Executive Director. Page 836 of 936 FIN 23-18 Municipal Capital Facility Designation (Interim Town Hall) Page 3 of 3 FINANCIAL IMPACT/FUNDING SOURCE The 2023 property taxes levied on 51 Brock Street East were $2,872.15 and on 55 Brock Street East were $11,812.85, totaling $14,685.00. The Town levy portion of these 2023 taxes levied was $7,446.64. The reduced Town property tax levies resulting from these exemptions would be offset by the increased property tax revenue at the Town Centre Mall as a result of the Town no longer occupying the large commercial space on the upper floor. The municipal capital facilities exemption will impact the BIA as the 2023 BIA levy for 55 Brock Street East was $728.39. This 2023 levy would be reduced by $243.46 for the period of September 1, 2023 to December 31, 2023 to reflect the pro-rated exemption. The BIA Levy rates through 2024 & 2025 would be calculated without this $320,000 commercial assessment. The 51 Brock Street East property is classed residential by MPAC and is not currently subject to BIA levies. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☒ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – N/A Strategic Direction – N/A Priority Project – N/A ATTACHMENTS Appendix A – By-Law 2023-64 Page 837 of 936 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-64 A BY-LAW to Authorize Tax Exemptions for Land Leased at 51 & 55 Brock Street East by the Town of Tillsonburg for the Provision of Municipal Capital Facilities as permitted pursuant to Subsection 110(6) of the Municipal Act WHEREAS; Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended provides that the council of a municipality may enter into an agreement for the provisions of municipal capital facilities by any person; AND WHEREAS; Section 110(6) of the Municipal Act, 2001 S.O. 2001 c.25, as amended provides that council of a municipality may exempt from taxation for municipal and school purposes land or a portion of it on which municipal capital facilities are or will be located; AND WHEREAS; Pursuant to subsection 2(1) of Ontario Regulation 603/06, the classes of municipal capital facilities that are eligible municipal capital facilities for the purposes of a tax exemption under subsection 110(6) of the Municipal Act, 2001 S.O. 2001 c.25, as amended include Facilities used for the general administration of the municipality; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. The Council hereby designates the Lease Agreements dated May 16, 2023 between R.E. Wood Realty Limited and the Town of Tillsonburg, and dated May 26, 2023 between Community Living Tillsonburg and the Town of Tillsonburg as a municipal capital facilities agreements made pursuant to Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended. Page 838 of 936 By-Law 2023-034 Page 2 of 2 2. The Council hereby exempts the properties known municipally as 51 Brock Street East and 55 Brock Street East; Tax Roll Numbers 3204-030-030-02300 and 3204-030-030-02400 (the “Leased Lands”) from taxation for municipal and school purposes pursuant to Section 110(6) of the Municipal Act, S.O. 2001 c.25, as amended and designates these properties municipal capital facilities for the purposes of the general administration of the municipality. The tax exemption to commence September 1, 2023 and to remain in force for the duration of the two (2) year Lease Terms and any subsequent renewals. 3. The Council hereby directs the Clerk to notify the Minister of Finance, the Municipal Property Assessment Corporation, the County of Oxford, the BIA and the secretary of all school boards which includes the land exempted, at the enactment of the By-Law. READ A FIRST AND SECOND TIME THIS 14th day of August, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of August, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 839 of 936 Page 1 of 2 Subject: Hangar Land Lease Agreement Amendment Taxiway G1-5 Report Number: OPD 23-28 Department: Operations and Development Department Submitted by: Richard Sparham, Manager of Public Works Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report titled OPD 23-38 Hangar Land Lease Agreement Amendment Taxiway G1-5 be received as information; and B. THAT a By-law be presented to Council for consideration effect the following: i. To terminate the existing lease with Jonathon Leahy for Taxiway G1 Lot #5; and ii. To execute the Hangar Land Lease Agreement Amendment Taxiway G1 Lot #5 whereby Jaime Alexander will assume the rights to Taxiway G1 Lot #5; and iii. To repeal By-law 2021-016. BACKGROUND Council approved By-Law 2021-016 to enter into a lease agreement with Jonathon Leahy for Taxiway G1 Lot #5 on June 24th, 2019. Jonathon Leahy has agreed to sell Taxiway G1 Lot #5 to Jaime Alexander and have requested the current lease be amended to reflect the change to assign all responsibilities of Hangar G1-5 to Jaime Alexander, effective June 14th, 2023. DISCUSSION After reviewing the existing lease agreement and amendments for this hangar, Staff recommends that the current lease agreement amendment with Jaime Alexander be executed. CONSULTATION The following staff and resources have been consulted in preparing this report:  Director of Operations and Development Page 840 of 936 OPD 23-28 Page 2 of 2 FINANCIAL IMPACT/FUNDING SOURCE No changes. The rent is the same at $1,188.00 per annum (based upon $0.33 per square foot of Hangar building area) plus H.S.T. as per the Town of Tillsonburg’s Fee and Charges By-Law. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☒ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Tillsonburg residents and businesses will be connected to each other, regional networks, and the world through effective traditional and digital infrastructure. Strategic Direction – Leverage the municipal airport more effectively to increase access, visibility and business activity in Tillsonburg. Priority Project – Immediate Term – Airport Master Plan and implementation ATTACHMENTS Appendix A – Hangar G1-5 Amendment to Agreement Appendix B – Termination of Existing Agreement Appendix C – Existing Lease Agreement with Jonathon Leahy Appendix D – Draft By-Law Page 841 of 936 Page 842 of 936 Page 843 of 936 Page 844 of 936 Page 845 of 936 Page 846 of 936 Page 847 of 936 Page 848 of 936 Page 849 of 936 Page 850 of 936 Page 851 of 936 Page 852 of 936 Page 853 of 936 Page 854 of 936 Page 855 of 936 Page 856 of 936 THIS AGREEMENT made the 1st day of June 2023 BETWEEN THE CORPORATION OF THE TOWN OF TILLSONBURG (the “Landlord”) AND Jonathan Leahy (the “Present Lessee”) AND Jaime Alexandre (the “New Lessee”) WHEREAS: the Landlord owns all and singular that certain parcel or tract of land and premises situated lying and being in the Township of South West Oxford in the County of Oxford, being compromised of: PT LT 3-4 CON 7 DEREHAM; LT 5-6 CON 7 DEREHAM; PT LT 7 CON 7 DEREHAM PT 1, 2, 3, 4 & 5, 41R2877, PT 2 & 3, 41R2714, PT 1, 2 & 3, 41R4343, PT 1, 2, 3 & 4, 41R4545; S/T 406551; SOUTH-WEST OXFORD; PIN: 00016-0089 (LT); LRO #41; municipal address being 244411 Airport Road, Tillsonburg, ON N4G 4H1; referred to herein as the “Premises” upon which is located at the Tillsonburg Airport which is owned and operated by the Landlord. AND WHEREAS: By a lease made as of 5th November 2020 (By-law 2021-016) (the “Present Lease”), a copy of which is attached hereto as Schedule “A”, the Landlord leased to the Present Lessee the lands (the “Leased Premises”) more fully described in the Present Lease and comprising approximately _3600_ square feet subject to the terms and conditions set forth in the Present Lease; AND WHEREAS: The Landlord and the Lessee have agreed that the Present Lease dealing with the Leased Premises shall be terminated and the Present Lease will be at an end June 1st 2023 (the “Termination Date”), on and subject to the terms and conditions contained herein; AND WHEREAS: the termination of the Present Lease is conditional on the New Lessee, as that term is defined herein, the Present Lessee, and the Landlord entering into a lease for the Leased Premises in the form attached hereto as Schedule “B” (the “New Lease”); NOW THEREFORE in consideration of the covenants and agreements herein set forth and provided for, the sum of two dollars ($2.00) paid by each Party to the other and other good and valuable consideration, the receipt and sufficient of which is hereby acknowledged, the Parties hereto respectively covenant and agree as follows: 1.0 Termination of Present Lease 1.1 Subject to the provisions of section 1.5, the term of the Present Lease shall be fully completed and ended with effect from and after the Termination Date and the Present Lease is hereby amended accordingly. 1.2 On or before the Termination Date the Lessee shall, unless otherwise agreed to in writing with the New Lessee and the Landlord, remove from the Leased Premises, all furniture, equipment (including wiring and related devices), fixtures, other personal property and any leasehold improvements which the Landlord requires it to remove, and shall repair any damage Page 857 of 936 caused to the Leased Premises as a result of such removal, all at the Present Lessee’s expense. The Present Lessee’s obligation to observe and perform this covenant shall survive the Termination Date. Any personal property of the Present Lessee remaining at the Leased Premises after the Termination Date shall, at the Landlord’s option, become the Landlord’s property and may, in any case, be removed, stored or disposed of by the Landlord as it sees fit at the Present Lessee’s expense. 1.3 The Present Lessee hereby remises, releases and forever discharges the Landlord, with effect as and from the Termination Date, of and from all manner of actions, causes of action, suits, debts, duties, accounts, covenants, contracts, claims and demands whatsoever which the Present Lessee now has or can, shall or may hereafter have against the Landlord arising out of or under or by virtue of the Present Lease, except as expressly set out herein. 1.4 The termination provided for hereunder is conditional upon the Landlord, the New Lessee and the Present Lessee entering into the New Lease. If the New Lease is not executed by all parties prior to the Termination Date, this Agreement shall be deemed to have been terminated and the Present Lease shall continue in full force and effect and without amendment. 1.5 Notwithstanding any termination of the Present Lease, the Present Lessee shall continue to be responsible to the Landlord for all amounts in arrears under the Present Lease, all damage to the Premises, and for all charges and expenses incurred by or on behalf of the Landlord with respect to such default including, without limitation, all legal, bailiff’s and other professional fees. 2.0 Creation of New Lease 2.1 Subject to the terms and conditions herein, from and after the Termination Date the parties agree that the Present Lease shall be, and shall be deemed to have been, terminated and the New Lease shall be immediately in effect. 2.2 The parties agree that the Landlord shall be entitled to enter upon the Leased Premises, including any building thereon, at any time during the currency of the Present Lease and the New Lease to carry out such tests and inspections in and on the Leased Premises as it reasonably deems necessary. 2.3 The New Lessee has, and shall be deemed to have, relied upon its own inspections of the Premises and not relied upon any representations or warranties or the Landlord in entering into this Agreement or the New Lease. 2.4 The New Lessee shall pay the Landlord’s reasonable legal costs, including fees, disbursements and HST, associated with the preparation of this Agreement and the New Lease within 30 days of the Landlord’s presentation of invoices to the New Lessee, which invoices may be redacted to remove privileged and confidential information. 3.0 General 3.1 The Landlord represents and warrants that it has the right, full power and authority to enter into this Agreement and to perform its obligations hereunder, that it has not assigned or encumbered its interest in the Lease and that no consent from any mortgagee or other party is required. 3.2 All notices required or permitted to be given hereunder shall be in writing and delivered or sent by prepaid registered mail to the address of the intended recipient set forth below or at such other address as may from time to time be notified by the Landlord or the Lessee in writing. Page 858 of 936 To the Landlord at: The Corporation of the Town of Tillsonburg Attention: Director of Operations and Development 200 Broadway Street Tillsonburg, Ontario N4G 5A7 To the New Lessee at: Jaime Alexandre 955 South Coast Drive Selkirk, ON N0A 1I0 3.3 Each party shall promptly do, execute, deliver or cause to be done, executed and delivered all further acts, documents and things in connection with this Agreement that the other party or parties thereto may reasonably require for the purpose of giving effect to this Agreement and carrying out its provisions and completing the transactions contemplated by this Agreement. 3.4 Unless the context otherwise requires, words importing the singular in number only shall include the plural and vice versa, words importing the use of gender shall include the masculine, feminine and neuter genders, and words importing persons shall include individuals, corporations, partnerships, associations, trusts, unincorporated organizations, governmental bodies and other legal or business entities. If this Agreement has been executed by more than one party as Lessee, their obligations hereunder shall be joint and several, and all references to the “Lessee” herein shall refer to all such parties, as the context requires. 3.5 Delivery of an executed copy of a signature page to this Agreement by electronic transmission shall be effective as delivery of an original executed copy of this Agreement, and each party hereto undertakes to provide each other party with a copy of the Agreement bearing original signatures forthwith upon demand. 3.6 The rights and liabilities of the parties shall ensure to the benefit of their respective legal representatives, heirs, executors, administrators, successors and assigns, as the case may be. 3.7 The Parties covenant and agree that all provisions, terms and conditions contained in this Agreement shall not merge upon completion of this Agreement. 3.8 The parties acknowledge and agree that they enter into this Agreement out of their own volition, and that they have not been induced to sign this Agreement by any representation or warranty. This Agreement, inclusive of its schedules constitutes the entire Agreement between the parties with respect to the subject matter hereof and cancels and supersedes any prior understandings, undertakings, representations, warranties, terms, conditions and agreements, whether collateral, express, implied or statutory, between the parties. 3.9 The parties acknowledge that they have obtained independent legal advice concerning the content of this Agreement or that they have had the opportunity to obtain independent legal advice and chosen not to do so. IN WITNESS WHEREOF the parties hereto have duly executed this Agreement. THE CORPORATION OF THE TOWN OF TILLSONBURG _________________________________________ Deb Gilvesy, Mayor I have authority to bind the corporation. Page 859 of 936 _________________________________________ Michelle Smibert, Director of Corporate Services/Clerk I have authority to bind the corporation. PRESENT TENANTS ______________________ _________________________________________ Witness Jonathan Leahy I have authority to bind the corporation. NEW TENANTS ______________________ _________________________________________ Witness Jaime Alexandre I have authority to bind the corporation. Page 860 of 936 AMENDMENT TO LEASE AGREEMENT Made this 14th day of June, 2023 B E T W E E N THE CORPORATION OF THE TOWN OF TILLSONBURG (hereinafter referred to as the “Lessor”) - and - JONATHAN LEAHY Escalade Property Corporation PO Box 37, Lambton Station London ON N6P 1P9 (hereinafter referred to as the “ Former Tenant”) - and - JAIME ALEXANDRE 955 South Coast Drive Selkirk, ON N0A 1I0 (hereinafter referred to as the “New Tenant”) WHEREAS The Lessor and Tenant entered into a Lease Agreement dated the 5th November 2020 (By-law 2021-016) (the “Lease”), concerning the property legally described as: PT LT 3-4 CON 7 DEREHAM; LT 5-6 CON 7 DEREHAM; PT LT 7 CON 7 DEREHAM PT 1, 2, 3, 4 & 5, 41R2877, PT 2 & 3, 41R2714, PT 1, 2 & 3, 41R4343, PT 1, 2, 3 & 4, 41R4545; S/T 406551; SOUTH-WEST OXFORD; PIN: 00016-0089 (LT); LRO #41; Contained on the Property is an airport (the “Airport”), agricultural lands and buildings ancillary to the use of the Airport and identified as Taxiway G1 Lot #5. The New Tenant and Lessor agree to amend the aforementioned Lease pursuant to this agreement (the “Amendment to Lease”): In consideration for the covenants, payments and promises contained in the Lease and for the sum of $2.00, the receipt and sufficiency of such is hereby acknowledged and for the covenants, promises and payments contained herein, the Parties agree to amend the Lease as follows: 1. Transfer the Lease holder owner from Jonathan Leahy to Jaime Alexandre in accordance with the Lease Termination Agreement as signed 2. Rent to be paid shall reflect the current 2023 Rate of $0.33 per square foot of Hangar building area) plus H.S.T. at $1,188.00 per year. Balance of current year’s rent to be assumed through the party’s making the transaction 3. ADD Sec 7. USE paragraph (3) (l) to read as follows: (l) comply with the Town of Tillsonburg’s relevant policies and codes of conduct such as but not limited to the RZone (Respect) Policy which requires persons using a Town facility to respect others and take responsibility in maintaining a safe and comfortable environment for all participants, spectators, volunteers and staff. The Rzone policy enforces zero tolerance of inappropriate behavior, threats, violence and vandalism at all Town facilities, properties, Town sponsored events, programs, in written or verbal communications (including email or phone) 4. Sec 17. NOTICE to read as follows: 17. NOTICE (1) Any notice required or permitted to be given by one party to the other pursuant to the terms of this Lease may be given Page 861 of 936 2 To the Landlord at: Tillsonburg Regional Airport Attn: Airport Manager 244411 Airport Rd South-West Oxford, On N4G 4H1 Fax: 519-842-3445 To the Tenant at the Leased Premises or at: JAIME ALEXANDRE 955 South Coast Drive Selkirk, ON N0A 1I0 In Witness of the foregoing covenants the Lessor and the Tenant have executed this Amendment. __________________________________ Lessor Deb Gilvesy, Mayor The Corporation of the Town of Tillsonburg I have authority to bind the Corporation. __________________________________ Lessor Tanya Daniels, Director of Corporate Services / Clerk The Corporation of the Town of Tillsonburg I have authority to bind the Corporation. ____________________ __________________________________ Witness New Tenant Jaime Alexander I have authority to bind the Corporation __________________________________ ___________________ Witness Former Tenant Jonathon Leahy I have authority to bind the Corporation Page 862 of 936 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-065 A BY-LAW to enter into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5, and to repeal By-Law 2021-016. WHEREAS the Corporation of the Town of Tillsonburg is desirous of entering into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5 at the Tillsonburg Regional Airport; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the lease agreement attached hereto forms part of this by-law; and 2. That the Mayor and Clerk be hereby authorized to execute the attached lease agreement on behalf of the Corporation of the Town of Tillsonburg; and 3. That By-Law 2021-016 be repealed; and 4. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 14th day of AUGUST, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of AUGUST, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 863 of 936 Page 1 of 3 Subject: Water and Wastewater Contract Negotiations Update Report Number: OPD 23-34 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operation and Development Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION THAT report titled OPD-23-24 Water and Wastewater Contract Negotiations Update be received as information. BACKGROUND On April 11, 2023 Town Council recommended the following: “THAT report OPD 23-16 County of Oxford, Town of Tillsonburg Water & Wastewater Operating Authority Service report be received as information; and THAT Council direct staff to notify the County of Oxford that it is opposed to the removal of the Town of Tillsonburg being the authorized Operating Authority; and THAT Council direct Town Staff to work with County Staff to investigate this matter further to determine all of the details and impacts and report back to Council for reconsideration.” Subsequently, through a stipulated Oxford County Council motion Town Staff believe it warranted to update Town Council relative to a forthcoming milestone date that Oxford County recommended per the following: 2. “And further, that County Council direct staff to finalize and execute updated engineering services contract agreements with the Town of Tillsonburg and City of Woodstock by September 23, 2022 to ensure the continued joint capital planning coordination and harmonization of County water distribution and wastewater projects with local municipal roadwork projects.” Page 864 of 936 OPD 23-34 Page 2 of 3 DISCUSSION Town Staff and Woodstock City Staff have been negotiating with County Staff collectively where at the time of writing this report we have met five (5) times to date with several more meetings scheduled in August and beyond (if required). Progress has been made and all parties have already agreed on several changes to the agreement that best service everyone’s needs (i.e. roles and responsibility matrix, engineering workflow (in part), etc…). An all-day meeting on August 4th tackled two (2) large items that generally reflect the following: 1. The Drinking Water Quality Management System (DWQMS) reporting obligations: General Outcome/Discussion: proposed to remain with the County of Oxford 2. Who holds Operating Authority (OA): General Outcome/Discussion: through the Safe Drinking Water Act, the County of Oxford, as the Owner of the system, has the authority to govern and “bestowed”/award Operating Authority to others. Currently the Town has been acting under the umbrella of the County’s awarded OA. Ultimately the parties have agreed to the proposed Consolidated OA subject to the inclusion of clauses surrounding current and future financial models where the dedicated monies that are otherwise collected and/or identified to date are explicitly protected to be held for the Town of Tillsonburg’s use (i.e. user fees when collected in Tillsonburg will be spent within the Tillosnburg system(s)). Furthermore and through the above Staff intention is to provide a more informal verbal update/discussion to Town Council in lieu of the agreements not being completed and still in draft form. CONSULTATION Oxford County’s Director of Public Works, County Water/Wastewater Staff, the City of Woodstock’s Director of Public Works, City of Woodstock’s Water and Wastewater staff, Tillsonburg’s CAO, Manager of Operations, and Water/Waste Water Supervisor. FINANCIAL IMPACT/FUNDING SOURCE To be refined and presented to Council in future. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? Page 865 of 936 OPD 23-34 Page 3 of 3 ☐ Lifestyle and amenities ☒ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives. Strategic Direction – Explore opportunities for service efficiencies in partnership with adjacent municipalities. Priority Project – Municipal service review ATTACHMENTS NONE Page 866 of 936 Page 1 of 7 Subject: OPD 23-32 - Kinsmen Pedestrian Bridge Detailed Design - Option 4 Report Number: OPD 23-32 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operations and Development Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT Council direct Staff and Planmac Engineering Inc. to engineer and design the replacement of the Kinsman Pedestrian Bridge reflective of Option 4 a Prefabricated Pedestrian Bridge; and B. THAT Town Staff be directed to refine and continue to report back to Council cost estimate(s) that are to be evaluated and presented through the Town’s annual budget process. BACKGROUND The Kinsmen Bridge is a nine-span wood deck on steel plate girder structure with a southwest-northeast orientation and a substructure that features cut stone masonry block piers and abutments. The bridge was constructed in 1888 to carry GWR CAL railway over Stoney Creek, and was converted to a pedestrian bridge following the abandonment of the railway in the 1990’s. From the October 25, 2021 Council meeting the following motions was discussed and carried: 15.6.1 OPD 21-46 Kinsmen Pedestrian Bridge Resolution # 2021-505 Moved By: Councillor Gilvesy Seconded By: Councillor Parker THAT report OPD 21-46 Kinsmen Pedestrian Bridge be received as information and be deferred until the following information has been made available to both Council and the Public. 1. Pros and cons of a heritage designation on the Kinsmen Bridge; 2. Potential funding available for Options 2, 3 and 4 with Option 2 including any potential funding with or without the heritage designation; Page 867 of 936 OPD 23-32 Page 2 of 7 3. Cost per household added to tax bills to fund Options 2, 3; and 4. Photos of examples of Option 4, new bridges. AND THAT once all information is compiled an open house presenting all options, costing, funding, tax increase and potential heritage designation take place to inform and allow the public to have input on this significant historical Town asset. AND THAT all the above information be forwarded to appropriate committees and service groups, in particular the Kinsmen Club for comment and review. Carried To satisfy the above, Town Staff took the approach of providing Public Information Centre (PICs) presentations spanning over the last year and half, inclusive of a municipal election. Subsequently the following committees and special interest groups where consulted:  Accessibility Advisory Committee  Transit Advisory Committee  Museum, Cultural, Heritage and Special Awards Committee  Parks, Beautification and Cemeteries Advisory Committee  Baldwin Place Community Centre  Hickory Hills Community  Kinsmen Club Generally the feedback received through said PICs reflected the following: Q: “How long will the bridge be down/decommissioned” A: Subject to timing (i.e. the tender award and construction season) and Council’s approval a prefabricated bridge could be constructed and reinstalled in 2-4 months. Q: “Will heritage aspects of the bridge be salvaged” A: Staff will make every effort to preserve as much heritage value insofar as salvaging materials to be repurposed all subject to cost. Q: “The bridge is currently too narrow for pedestrians, scooters, bikes, etc... to pass in a safe manner and/or at the same time via opposing directions” A: Staff are proposing an AODA standard of 3.5m in width to be used that would relieve this issue. Page 868 of 936 OPD 23-32 Page 3 of 7 Through the evaluation of the feedback and in review of the proposals/options to date a prefabricated bridge would best serve the bridge’s replacement whereby having minimal impact/disruption to Town residents. Subsequently and in review of costing vs life expectancy Option 4, being a prefabricated pedestrian bridge, is recommended by Town Staff and the Planmac Engineering Inc. DISCUSSION As part of the Council resolution it was requested to provide the pros and cons if the Kinsmen Bridge were to receive a heritage designation. If the bridge were to receive the designation it would come with restrictions on what could be done with the bridge. Restrictions could result in higher costs and a lower level of service in maintaining said heritage designation. A heritage designation would allow the Town to retain a large historical feature of the community but would result in the following constrains: PRO CON - Maintain the historical feature/value - Higher Cost (i.e. replacing like for like, etc…) - Lower Level of Service (i.e. design and construction constrains such as keeping the current bridge width) Below is a summary of each option where at the time of writing this report 8,453 residential units was used to estimate the per household cost (this is subject to change over time due to growth, etc..). An updated concept detail is available/attached in the PowerPoint presentation for Option 4. Option 1 – Do Nothing If the Town of Tillsonburg were to do nothing to the bridge, lacking the desire to implement a major rehabilitation within the noted time frame of less than five (5) years as per the remaining estimated useful life, it is anticipated that the structure will require closure or removal. Furthermore residents whom use the bridge would be required to walk down Baldwin or Concession Street in order to get to the downtown core or use other modes of transportation. An estimated cost of $25,000 would be required for the closure and removal is estimated to cost $1,344,500. Furthermore the following constrains may be considered: PRO CON - Lowest cost solution of $1,369,500 - Removal of a key pedestrian access point to the downtown core - No Schedule EA required - Removal of a noticeable feature within the Town of Tillsonburg Page 869 of 936 OPD 23-32 Page 4 of 7 - $162 per household and/or $21 per household per year (over 7.5 years) Option 2 – Bridge Rehabilitation The bridge rehabilitation option consists of rehabilitation of the existing structure to extend its service life, and ensure the structure meets provincial and federal structural codes. The bridge rehabilitation option includes isolated structural steel member replacement, steel coating and new bridge deck for the implementation of an updated pedestrian barrier. Again the following constrains may be considered: PRO CON - Key pedestrian access point to the downtown core is maintained - Cost of $5,240,000 - Noticeable feature within the Town of Tillsonburg is maintained to current look - Schedule C Environmental Assessment required (Depending on Heritage Impact Assessment, HIA) - Addresses need for updated pedestrian barrier - Estimated service life of 25-30 years. - Equating to $618 per household and/or $21 per household per year (over 30 years) Option 3 - Bridge Superstructure Reconstruction (Like-for-Like Replacement) Option 3 consists of reconstructing the existing steel superstructure like-for-like. Like-for –like represents demolishing the existing steel components of the bridge, but then reconstructing a new steel structure that’s looks almost identical as the current bridge complete with new bridge deck for the implementation of an updated pedestrian barrier. To keep cost down the existing concrete piers would be left intact. Again the following constrains may be considered: PRO CON - Key pedestrian access point to the downtown core is maintained - Cost of $6,602,000 - New structure that mimics current look - Schedule C Environmental Assessment required (Depending on HIA) - Addresses need for updated pedestrian barrier - Estimated service life of 50-60 years if concrete piers left. - Equating to $779 per household and/or $16 per household per year (over 50 years) Page 870 of 936 OPD 23-32 Page 5 of 7 Option 4 – Bridge Replacement (Prefabricated Pedestrian Bridge) This option consists total replacement of the steel structures and abutments while leaving the stone piers whereby providing a new prefabricated pedestrian bridge at the same elevation as the existing bridge. Again the following constrains may be considered: PRO CON - Key pedestrian access point to the downtown core is maintained - Cost of $5,800,000 o Inclusive of $1,500,000 maintenance costs over the service life. - New Structure designed to current needs - Schedule C Environmental Assessment required (Depending on HIA) - Addresses need for updated pedestrian barrier - Estimated service life of 75-80 years - Potential for new park like features - Equating to $684 per household and/or $9 per household per year (over 75 years) Option 5 – Bridge Replacement (Prefabricated Pedestrian Bridge with Piers) This option consists of the replacement of the bridge in its entirety including superstructure, piers, abutments, and existing foundations with a new prefabricated pedestrian bridge at the same elevation as the existing bridge, complete with reinforced concrete piers (2) and abutments. This option allows for new designs that has potential for new park like features. Again the following constrains may be considered: PRO CON - Key pedestrian access point to the downtown core is maintained - Cost of $6,250,000 - New Structure designed to current needs - Schedule C Environmental Assessment required (Depending on HIA) - Addresses need for updated pedestrian barrier - Estimated service life of 75-80 years - Potential for new park like features - Equating to $737 per household and/or $9.20 per household per year (over 80 years) Page 871 of 936 OPD 23-32 Page 6 of 7 CONSULTATION Director of Operations and Development, Manager of Public works, Accessibility Advisory Committee, Transit Advisory Committee, Museum, Cultural, Heritage and Special Awards Committee, Parks, Beautification and Cemeteries Advisory Committee, Baldwin Place Community Centre, Hickory Hills Community and the Kinsmen Club were consulted. FINANCIAL IMPACT/FUNDING SOURCE Please note that per the current cost allocation, $101,980 remains of the $192,100 budget allocated for the purposes of engineering and design. Option 1 - Do Nothing cost estimate is $1,245,000 Option 2 - Bridge Rehabilitation cost estimate is $4,820,000 Option 3 - Bridge Superstructure Reconstruction cost estimate is $6,602,000 Option 4 - Bridge Replacement cost estimate is $4,250,000 excluding maintenance costs. Option 5 - Bridge Replacement with Piers cost estimate is $6,250,000. Staff are actively looking for provincial and federal funding options where the majority of funding options require a “shovel ready” project (i.e. completed engineering and design). Direction is requested to refine and continue to report back to Council cost estimate(s) that are to be evaluated and presented through the Town’s annual budget process. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☒ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Page 872 of 936 OPD 23-32 Page 7 of 7 Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Provide an expanded, accessible network of parks and trails. Priority Project – Medium Term - Feasibility study for increased/enhanced cultural amenities. ATTACHMENTS Appendix A – Public Information Centre (PIC) material/PowerPoint Page 873 of 936 Design Presentation Engineering Services for the Replacement of Kinsmen Bridge Design, Construction Tendering & Contract Administration Page 874 of 936 Design, Construction Tendering & Contract Administration To discuss the replacement/rehabilitation of the Kinsmen Pedestrian Bridge Following the Public Information Consultation reaching out to committees and local groups for further consultation and data collection If you have any comments please reach out to Jonathon Graham jgraham@tillsonburg.ca or at 519-688-3009 Any comments received will be collected and considered in further design steps, personal information will not be recorded. Introduction 1 Page 875 of 936 Why are we here? “Following an engineering assessment of the Kinsmen Bridge it was determined that the Kinsmen Bridge has many deficiencies such as delamination of the steel girders and significant corrosion on majority of the structural steel components. The deficiencies are required to be addressed in order to maintain public safety” 2 Design, Construction Tendering & Contract Administration Page 876 of 936 Existing Site Conditions/Constraints 3 The existing structure was initially constructed in 1888 for use as a railroad bridge and was later converted to a pedestrian bridge. This bridge is heavily used by pedestrian traffic to access downtown shopping areas by residents west of the Stoney Creek Ravine. The 2019 Enhanced OSIM and 2021 OSIM inspections determined that, the bridge is in urgent need of repairs within five (5) years, and that the bridge had only ten years of service life remaining at the time of inspection. The existing abutments and stone foundations were constructed to support the loads and stresses of a train bridge,and their good condition permits that they can be retained for the new pedestrian bridge with only minor repairs. There are few environmental constraints for this study area.Since no major excavation will be required,impacts to the natural environment are expected to be minimal,and will require only minor remediation efforts after construction.Short-term impacts during construction will be mitigated through use of common mitigation measures and policies, including erosion control measures and re-seeding efforts.Additionally,during construction,the currently eroding banks beneath the bridge will be stabilized to minimize long-term erosion of the embankments. Design, Construction Tendering & Contract Administration Page 877 of 936 Technical Studies Completed 2019 Enhanced OSIM Inspection –Standardized structural inspection conducted in Ontario that assess all features of a given structure. This inspection determined the 10-year remaining service life of the structure A Heritage Assessment was also completed in 2020. The preference from a heritage perspective is to find a suitable structure type that will be similar to the existing bridge. Geotechnical Investigation –No further Geotechnical investigations were required for this project given that minor rehabilitation of the stone foundations will lend them to be reused. Environmental studies will be limited to gaining approval from Long Point Region Conservation Authority under O.Reg 178/06, along with development of mitigation measures for construction (e.g. erosion and sediment control measures). 4 Design, Construction Tendering & Contract Administration Page 878 of 936 Design Alternatives During early design phases, the following alternatives were presented for this project: Option 1: Do Nothing –No rehabilitation or replacement. This is used as a baseline if nothing is done to replace or preserve the current structure. Includes decommission (Cost $1,369,500) Option 2: Repair –Recommended repairs are conducted on the bridge structure. Repairs would need to be conducted during or before 2024 and would extend the lifespan of the bridge for an additional 25-30 years. (Cost $5,240,000) Option 3: Like-for-Like Replacement (Hybrid)–Replacement of only the steel components of the bridge while retaining the abutments and stone piers. The replacement bridge would be designed in a manner that is similar to the existing structure. Lifespan would extend to 50-60 years. (Cost $6,602,000) Option 4: Prefabricated Pedestrian Bridge –This alternative would involve the removal of all existing bridge components and replace with a new, prefabricated bridge. The design of the bridge could range from basic, to very modern in design. Lifespan would extend to 75-80 years (Cost $5,750,000) Option 5: Prefabricated Pedestrian Bridge –This alternative would be the same as Option 4 but includes removal of the old stone foundations and replacement with new foundations. Lifespan would extend to 75-80 years (Cost $6,250,000) 5 Design, Construction Tendering & Contract Administration Page 879 of 936 Recommended Design Alternative Following the PIC meeting in September, 2022 and communication with the Municipality, it was decided that the preferred design alternative would be Option 4: This option will refresh the look and feel of the area/bridge, while ensuring the safety and accessibility of all pedestrians. This will be achieved through replacement of the heavily corroded old bridge and fencing with a new steel replacement structure supported on existing foundations. Option 4 will allow more improvements to sediment retention. Option 4 will also be the most environmentally friendly, due to not needing to excavate and replace the footings. This option will use the least overall new materials in bridge replacement. 6 Design, Construction Tendering & Contract Administration Page 880 of 936 7 Option 4: Replace Superstructure, Repairing Foundations (Estimated $5,750,000 over 75-80 Years Service Life) Pros Cons Optimized cost Different Aesthetic Design –May change look and feel of the park area No Earth or In-Water works required Long Service Life Shortest Construction time Lowest overall environmental impact/emissions Creative space in the design process – Bridges could range from basic to modern designs Design, Construction Tendering & Contract Administration Page 881 of 936 8 Design Drawings: Option 4: Replace Superstructure, Repairing Foundations Design, Construction Tendering & Contract Administration Page 882 of 936 Design/Construction Considerations Fortification of the embankments will be necessary for the long term viability of the bridge. Environmental impacts will be taken into consideration through implementation of construction methods and procedures to minimize impact on several different aspects of the study area. This includes considering the impact on vegetation, erosion and sediment control and soil contamination. All applicable legal regulations pertaining to engineering design and environmental impact mitigation will be followed during the design and pre- construction process. 9 Design, Construction Tendering & Contract Administration Page 883 of 936 Start Detail Design Obtain funding Prepare Construction Tender Document. Receive permitting from Long Point Region Conservation Authority and complete the Detailed Design. 10 Next Steps Design, Construction Tendering & Contract Administration Page 884 of 936 Page 1 of 3 Subject: Bradburn Municipal Drain - Major Improvements Report Number: OPD 23-33 Department: Operations and Development Department Submitted by: Jonathon Graham, Director of Operation and Development Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION A. THAT report OPD23-33 Bradburn Municipal Drain - Major Improvements as petitioned under Section 78 of the Drainage Act R.S.O 1990 be received as information; and B. THAT due to timing of the petition and being subject to the Municipal Drainage Act, the purchasing process be waived in accordance with Section 6 of the Town’s Purchasing Policy; and C. THAT Council appoints R.J. Burnside & Associates Limited in the capacity of a drainage engineer to represent the Town’s interest. BACKGROUND Pursuant to Section 78 of the Drainage Act R.S.O. 1990 and as related to the development known as Westwinds Subdivision as owned by Southside Construction Management Ltd. the following Draft Plan Condition stipulates: “Prior to the approval of the final plan by the County, the section of the Bradburn Municipal Drain that transverses the property shall be abandoned or relocated, to the satisfaction of the Town of Tillsonburg.” Through the preliminary analysis and subject to the outlet/flow traversing private property (via 269 Quarter Town Line) as indicated on Appendix A, including external flows within Southwest Oxford, the Town Staff have opted to “improve” the stormwater management system localized to the Westwinds Subdivision. Generally Section 78 of the Drainage Act states that where drainage works are constructed pursuant to a by-law passed under the Drainage Act, and Council considers it appropriate to undertake project(s) for the better use, maintenance or repair of the drainage works or of lands or roads, the municipality may undertake and complete the project in accordance with a report by an drainage engineer appointed. Page 885 of 936 OPD 23-33 Page 2 of 3 DISCUSSION Please note that through updating the forthcoming Bradburn Municipal Drainage Report Staff will evaluate the possibility of abandoning a portion of the drain within the limits of the Corporation of the Town of Tillsonburg. Furthermore, the Drainage Act outlines that when improvements are needed that notice and information will be provided to impacted landowners and Council prior to a decision being made on whether to proceed. As with any procedure under the Drainage Act this will require some time before the project proceed and will be presented to Council in the future. Due to the timing of receiving this petition and subject to the Municipal Drainage Act R.S.O 1990, a drainage engineer must be appointed in due course. Furthermore, and in light of the pre-consultation to date with Southwest Oxford in considering the “rural and urban” impacts of the drain in question; Town staff are obligated to request the circumvention of the Procurement Policy to a sole source the engineering award to R.J. Burnside & Associates Limited. Per the Town’s purchasing policy #5-006 - Schedule A, By-law 2022-073, Sec. 6 b), whereby Sole Source is defined as any contract entered into without a competitive process, upon written staff recommendation Council shall in its' sole discretion determine whether a Bid, RFP or purchasing process may be forgone based on a justification that only one known source exists, that only one single supplier can fulfill the requirements, or the cost of changing suppliers is deemed to be exorbitant. CONSULTATION Director of Finance/Treasurer, Development Engineering Technologist, Southwest Oxford’s Drainage Commissioner. FINANCIAL IMPACT/FUNDING SOURCE The cost of the Engineering Report and any necessary infrastructure improvements are assessed against all affected landowners and road authority. The appointed Drainage Engineer will also set the percentage assessment of the approved works that each landowner and road authority will pay upon completion of the project. CORPORATE GOALS ☐ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☒ Community growth ☐ Connectivity and transportation ☐ Not Applicable Page 886 of 936 OPD 23-33 Page 3 of 3 Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Community Growth - The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Direction – Plan and develop a long-term financing strategy for new services and infrastructure to support growth. Priority Project – Medium Term - Resourcing review to service growth. ATTACHMENTS Appendix A – Bradburn Municipal Drain Page 887 of 936 October 27, 2022 Bradburn Drain This map is a user generated static output from an Internet mapping site andis for reference only. Data layers that appear on this map may or may not beaccurate, current, or otherwise reliable. This is not a plan of survey Legend 4090 Notes NAD_1983_UTM_Zone_17N 205 Meters SWOX Constructed Drains Open Closed/Tiled Page 888 of 936 Page 1 of 4 Subject: Bridges Subdivision Parkland Dedication and Toboggan Hill Report Number: RCP 23-34 Department: Recreation, Culture and Parks Department Submitted by: Julie Columbus, Director Meeting Type: Council Meeting Meeting Date: Monday, August 14, 2023 RECOMMENDATION THAT report titled RCP-23-34 Bridges Subdivision Parkland Dedication and Toboggan Hill be received as information. BACKGROUND On June 26th, 2023, Kirby Heckford and Pat Carroll made a delegation to Council for consideration of an alternate option for the required 5% cash in lieu of parkland dedication required as part of the Bridges Subdivision development. During their presentation they shared information related to costs associated with the relocation of the Toboggan Hill and suggested that the expense incurred by the developers be considered as a portion of the required cash in lieu. On July 17th, 2023, in report RCP-23-33, staff recommended to Council that the expenses incurred by the developer to relocate the Toboggan Hill not be considered as part of the overall cash in lieu of parkland dedication requirement and that the Town terminate the existing agreement for the operation of the toboggan hill and not enter into a new agreement due to liability concerns. Council, discussed the report and adopted the following resolution: “THAT Item 13.7.4 be referred back to staff to discuss with the developer alternate options for the Toboggan Hill.” DISCUSSION On July 26th, 2023, a meeting was held with attendees including Jonathon Graham Director of Operations, Julie Columbus Director of RCP, Eric Gilbert County Manager of Development Planning Planner, Josh McFadden Tillsonburg Development Engineer, Dominic Bradly Manager of Tillsonburg Development Inc and Kirby Heckford Partner Tillsonburg Developments to review options for the parkland dedication and toboggan hill relocation. Page 889 of 936 RCP 23-33 Page 2 of 4 The Planning Act and Town’s policies regarding subdivision agreements was reviewed as well as the information provided by the Town’s Insurance Company addressing liability concerns pertaining to the operation of the proposed toboggan hill location. After the round table discussion, it was concluded that the land appraisal provided by Metrix Reality would be used to determine the amount of $270,000 of cash-in-lieu of parkland. Concerns around the proposed toboggan hill, parking, traffic and storm management pond were reviewed with staff and the developers. In the end, the developers concluded that the toboggan hill was a liability for the development and agreed it should not be included in the subdivision plan. The developers requested that alternately some of the parkland cash-in-lieu be used towards a future toboggan hill to be erected on Town property. Staff shared that there are a couple possible options with developments in the north of Town that could be ideal locations. Staff noted that municipal toboggan hills have been erected in recent years using fill from developments and graded to a safer and gradual grade. Should an alternate location be confirmed in the future it would also avoid the risk of a Storm Water Management Pond at the foot of the hill. The meeting was a positive and collaborative solution with input from both staff and developers. A letter was provided by the developer to state their support of the proposed solution moving forward (Attachment A). Intact Insurance provided a report that highlights recommendations regarding the concerns with the proposed location of a toboggan hill at Bridges and associated liability to operate a toboggan hill (Attachment B). Summarized feedback from Intact Insurance: 1) Reviewing the agreement to further understand the Town’s liability exposure. If the golf course takes out separate insurance to insure this risk, we will want to ensure they have adequate insurance, and the Town is protected with appropriate indemnity/hold-harmless language. 2) Construction zones can create an attractive nuisance for children. Children could use other areas on the property as a toboggan hill that are not designated as the hill and potentially injure themselves. 3) The slope descends directly towards the storm water pond. Safe toboggan hills should always “bottom-out” onto an adequate and safe open area. We recommend signage around the hill and by the roadway prohibiting tobogganing. This should also be noted on the Town’s website. Attracting children to the area might also encourage the use of the storm water pond as an ice rink. Page 890 of 936 RCP 23-33 Page 3 of 4 4) Fencing around a storm water pond is not required however, it is highly recommended as the hill is an attractive nuisance. CONSULTATION This report has been prepared in consultation with the Recreation, Culture and Parks Department, the Director of Operations, the Manager of Development and Planning Oxford County and Intact Insurance. FINANCIAL IMPACT/FUNDING SOURCE The Town will receive $270,000 for cash-in-lieu of parkland as part of the Bridges subdivision noted in the land appraisal submitted by Metrix Realty which will be placed in the Parkland Reserve (Trust) in accordance with the Town’s Reserve & Trust policy. Should a future toboggan hill be erected on Town owned parkland or green space a portion of the funds can be used towards any associated costs. These funds will also support future park development and the playground replacement program. The Town will also save $4,000 annually in the RCP operating budget as the current lease agreement requires the Town to pay this amount to the Bridges Golf Course Owners for the lease of the toboggan hill four months each year. CORPORATE GOALS How does this report support the corporate goals identified in the Community Strategic Plan? ☒ Lifestyle and amenities ☐ Customer service, communication and engagement ☐ Business attraction, retention and expansion ☐ Community growth ☐ Connectivity and transportation ☐ Not Applicable Does this report relate to a specific strategic direction or project identified in the Community Strategic Plan? Please indicate section number and/or any priority projects identified in the plan. Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Provide an expanded, accessible network of parks and trails; Increase opportunities to enjoy culture, events and leisure activities in Tillsonburg; Maintain and enhance programs and facilities to support an active, engaged youth Page 891 of 936 RCP 23-33 Page 4 of 4 population. Priority Project – Ongoing Projects - New playgrounds construction. ATTACHMENTS A – Letter from Tillsonburg Developments Inc. (Bridges Subdivision) B – Letter from Intact Insurance Page 892 of 936 Tillsonburg Developments Inc. TILLSONBURG DEVELOPMENTS INC. 146 Tillson Ave., Tillsonburg ON. N4G 3A5 Ph: (519) 688-5937 Fx: (519) 688-5320 7/26/2023 Attn: Madam Mayor Deb Gilvesy Town of Tillsonburg Municipal Council 200 Broadway Street, Tillsonburg, ON. Madam Mayor, Today a meeting was held at the Lisgar Customer Service Center to discuss among other issues the Taboggan hill at The Bridges Golf Course. As part of the residential development currently taking place at the Bridges. The Taboggan hill was relocated and re-designed at a considerable cost to the developer and the redesign was done in order to lessen the severity of the slope, making it safer for smaller children to enjoy while at the same time removing the potential of possible injury while children are disembarking from the family cars along Baldwin Street. The Golf course owners had proposed that families using the taboggan hill could use the Golf Course parking lot where there would be little or no chance of a child being struct by a passing vehicle. However, the Town's insurer has decided that this is not something that can be covered under the Town's general policy. We are told that this situation would result in the Town having a separate policy for this one venue. Unfortunately the Owners of the Course cannot consider taking on this responsibility due to the potential liability and the same issue of obtaining affordable insurance. For some present at that meeting it was a surprise to learn that in fact there has already been an occasion in the past where an individual was injured on the taboggan hill and filed a claim against as a result. That incident may well be at the forefront of the insurers mind as they calculate the premiums for the insurance that is a requirement of this activity continuing to operate. As for Tillsonburg Developments Inc., cannot offer to take on the operation of the Taboggan Hill since the hill is not situated on property which TOI owns and therefore we cannot insure it. At the meeting today it was suggested that perhaps some of the Cash in Lieu of Parkland that Tillsonburg Developments Inc., will be contributing to the Town of Tillsonburg may be able to Page 893 of 936 be used to provide a taboggan hill elsewhere in the community. Most of the developments both presently and those preparing to commence development in Tillsonburg will have more soil than they will need to finish their developments and perhaps some of that soil could be used to help construct a new taboggan hill if a suitable location can be found. If anyone is interested in exploring other insurance options for Municipalities with Toboggan Hills, take a look at the list in the following link; https://cottagelife.com/outdoors/these-are-the-best-tobogganing-hills-in-ontario/ We wish the Town every success in their search for a new location for this activity so the tradition can continue here in Tillsonburg. Dominic A. Bradley General Manager Tillsonburg Developments inc. , 2407774 Ontario Limited COB as The Bridges Golf Course Kassandra Way, Page 894 of 936 26 Jul 2023 CORPORATION OF THE TOWN OF TILLSONBURG 200 BROADWAY STREET TILLSONBURG, ONTARIO N4G 5A7 RISK MANAGEMENT RISK REPORT Recently, Intact Public Entities conducted a risk inspection for CORPORATION OF THE TOWN OF TILLSONBURG. The purpose of our inspection was to identify conditions or potential risks that could result in injury, property loss, or litigation, and to suggest corrective measures, which may control or reduce the possibility of these situations from occurring. The inspection was limited to the sites visited and does not include any declaration to the structural stability or integrity, nor any attestation with respect to conformance to codes and regulations. Our findings are contained in the enclosed risk report. In addition, we have provided a section after each recommendation to facilitate your response on each risk item requiring action. Please complete these sections and return it to your account manager by (earliest date from below). Recommended Compliance Dates Priority 1: August 25, 2023 Priority 2: September 24, 2023 Priority 3: October 24, 2023 Priority 4: November 23, 2023 Capital Budget Consideration: July 25, 2024 Should you require clarification or have concerns regarding any matter contained in the risk report, please do not hesitate to contact our office. Sincerely, Cody Mader Risk Management Services Intact Public Entities This information is directed in confidence solely to the person named above and may not otherwise be distributed, copied or disclosed. Therefore, this information should be considered strictly confidential. If you have received this transmittal in error, please notify us immediately by telephone at 1-800-265-4000 Thank you for your assistance. TM & © 2021 Intact Public Entities Inc. and/or its affiliates. All Rights Reserved. Page 895 of 936 CORPORATION OF THE TOWN OF TILLSONBURG RISK SUMMARY This risk report is intended to bring your attention to measures which, if taken, may control or help reduce the possibility of injury or property loss. It is not intended to imply that no other risks exist or that no other precautions need to be taken. The identified risks consist of code/standard references or may be a known best practice. This risk report is prepared by Intact Public Entities for the sole and exclusive use of the Intact Public Entities and CORPORATION OF THE TOWN OF TILLSONBURG and may not be relied upon by any other party. Neither Intact Public Entities nor its representatives shall be liable, either directly or indirectly, for any loss, damage, injury or costs suffered or incurred by any party arising or alleged to have arisen out of the reliance on this risk report. Page 896 of 936 CORPORATION OF THE TOWN OF TILLSONBURG Recommendations The following priority ratings, which are part of each risk noted in this report, have been designed to assist you in assessing each risk. Time lines have been included in the definitions in order to help you manage or control your risks in a timely fashion. PRIORITY 1 – Denotes conditions in which the possibility of property loss or bodily injury is highly probable and clearly foreseeable. Risks in this category should be addressed immediately. Items in this rating category are recommended to be addressed within 30 days of this report issue date. PRIORITY 2 – Denotes conditions in which the possibility of property loss or bodily injury is probable and reasonably foreseeable. Risks in this category should be addressed as soon as reasonably possible. Items in this rating category are recommended to be addressed within 60 days of this report issue date. PRIORITY 3 – Denotes conditions in which the possibility of property loss or bodily injury may be possible given certain circumstances. Risks in this category should be addressed within a reasonable amount of time. Items in this rating category are recommended to be addressed within 90 days of this report issue date. PRIORITY 4 – Denotes conditions in which the possibility of property loss or bodily injury is fairly low. Risks in this category should be addressed whenever practical. Items in this rating category are recommended to be addressed within 120 days of this report issue date. “CAPITAL BUDGET CONSIDERATION” – The observations made under this category are meant to be suggestions for improvement, and as such, should be given serious consideration. Items in this rating category are recommended to be addressed within 1 year of this report issue date. Page 897 of 936 CORPORATION OF THE TOWN OF TILLSONBURG Asset: PROPOSED TOBOGGAN HILL Category: Liability Address: 101 JOHN POUND ROAD, Severity Priority 4 City: TILLSONBURG Rec #: 2023-01 Province: Ontario Complete by: 23 Nov 2023 Overview of area - green arrows indicate proposed toboggan hill Recommendation: The newly developed road allowance surrounding the pond should be closed off to the public. We are unsure if the Town or the golf course owns this property. We suggest reviewing the agreement to further understand the Town’s liability exposure. If the golf course takes out separate insurance to insure this risk, we will want to ensure they have adequate insurance, and the Town is protected with appropriate indemnity/hold-harmless language. Further, if the Town does prohibit the use of this toboggan hill, we suggest Town staff monitor the area in the winter months to ensure it is not being used as a toboggan hill. If it is being used, further action will be required. Designated hills should be listed on municipal websites, Facebook pages (social media sites) etc. Local newspapers, radio stations, and schools should be engaged to communicate the message as well. The public needs to know where tobogganing is permitted for risk management to be effective. There are a variety of articles from our Centre of Excellence on toboggan hills and golf courses available. https://www.intactpublicentities.ca/centre-of-excellence Recommendation: We understand a condominium tower is being built on the property. Construction zones can create an attractive nuisance for children. Children could use other areas on the property as a toboggan hill that are not designated as the hill and potentially injure themselves. Measures should be taken to restrict public access to this site. Recommendation: The slope descends directly towards the stormwater pond. Safe toboggan hills should always “bottom- out” onto an adequate and safe open area. We recommend signage around the hill and by the roadway prohibiting tobogganing. We have included an example below. This should also be noted on the Town’s website. Attracting children to the area might also encourage the use of the stormwater pond as an ice Page 898 of 936 rink. Signage should be posted in conjunction with fencing to warn the public of the dangers associated with these ponds and to prohibit specific activities (swimming, skating, etc.). Further information on Storm Water Ponds can be found in our article from the Centre Excellence. https://www.intactpublicentities.ca/centre-of-excellence/risk-management-considerations-for-storm- water-ponds Stormwater Pond Stormwater Pond Recommendation: Fencing around a stormwater pond is not required however, it is highly recommended as the hill is an attractive nuisance. Page 899 of 936 1 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting MINUTES Tuesday, July 11, 2023 7:30 AM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Dane Willson Cedric Tomico Councillor Bob Parsons Deb Gilvesy, Mayor Lisa Gilvesy Andrew Burns Randy Thornton Gurvir Hans Randi-Lee Bain Kirby Heckford Regrets: Suzanne Renken Steve Spanjers Jesse Goossens Staff: Kyle Pratt, Chief Administrative Officer Cephas Panschow, Development Commissioner Laura Pickersgill, Executive Assistant 1.Call to Order The meeting was called to order at 7:33 a.m. 2.Adoption of Agenda Resolution # 1 Page 900 of 936 2 Moved By: Kirby Heckford Seconded By: Randy Thornton THAT the Agenda as prepared for the Economic Development Advisory Committee meeting of Tuesday, July 11, 2023, be adopted. Carried 3.Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 4.Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Cedric Tomico Seconded By: Randy Thornton THAT the minutes of the Economic Development Advisory Committee of June 13, 2023, be approved. Carried 5.General Business and Reports 5.1 Monthly Activity Update C. Panschow provided a summary of the monthly activity update. 5.2 Vacancy Rebate Program S. Pawliwec, Director of Finance/Treasurer and T. Lyons, Revenue Manager provided an overview of the vacancy rebate program proposal. It was suggested to review residential vacancy rebates. T. Lyons to investigate any properties that have applied inside the BIA area. Resolution # 3 Moved By: Lisa Gilvesy Seconded By: Randy Thornton THAT the Economic Development Advisory Committee recommends to Council that the vacancy rebate program not be discontinued on the premise that the program is having minimal cost impact to the Town of Page 901 of 936 3 Tillsonburg and can be beneficial to local companies given the pending economic downturn; AND FURTHER THAT there is confirmation of no negative effect to the Business Improvement Area. Carried 5.3 Ground Lease Update C. Panschow provided an update on the completion of the phase one environmental site assessments and the recommendation to proceed with phase two assessments. Staff are obtaining quotes to complete the financial statements audit. 6.Planning Items Circulation There were no items on this agenda. 7.Community Strategic Plan 7.1 Town Hall Update A report will be going to Council shortly. The corporate office will be moved out effective October 14, 2023 and can access the new locations as of September 1, 2023. K. Pratt overviewed some challenges regarding space needs for the hydro and water departments. 7.2 Affordable and Attainable Housing Committee C. Panschow provided an overview of the consultant's work underway regarding conceptual plans for 31 Earle Street. There were concerns discussed with the lack of parking proposed for this development. 7.3 Health Care Committee K. Pratt provided an overview of the Committee's latest work in that they are reviewing different available models of care, revisiting the physician recruitment matrix and that there is a delegation request submitted to the Provincial government at the AMO conference regarding a walk-in clinic. 8.Boundary Adjustment Committee There was a discussion regarding boundary adjustment concerns. L. Pickersgill to circulate the National Post article to the Committee. 9.Community Organization Updates Page 902 of 936 4 9.1 Downtown Business Improvement Association 9.1.1 Report from BIA Chair Councillor Parsons provided a brief summary of the financials involved regarding Turtlefest. A consultant has been retained for the Bridge Street Re-imagining Project that will have community based planning initiatives. 9.2 Tillsonburg District Chamber of Commerce The golf tournament was successful. 9.3 Woodstock, Ingersoll, Tillsonburg and Area Association of Realtors 9.3.1 Monthly Statistics D. Willson provided a summary of the statistics. 10.Round Table There was a discussion regarding housing availability for employees coming to work at new factories in neighbouring communities. Resolution # 4 Moved By: Councillor Parsons Seconded By: Kirby Heckford THAT the agenda for the Economic Development Advisory Committee meeting of July 11, 2023 be amended, in accordance with section 6.10 (3) of the Procedural By-Law, to allow for the addition of item 11 Bell Coverage. Carried 11.Bell Coverage There was a discussion regarding concerns related to the lack of cell phone coverage in and around the Town. G. Hans will reach out to his contacts regarding this concern. Resolution # 5 Moved By: Councillor Parsons Seconded By: Kirby Heckford THAT the Economic Development Advisory Committee recommends to Council that a letter be sent to local telecommunications providers, SWIFT and local Page 903 of 936 5 municipalities regarding poor cellular coverage in the Tillsonburg and surrounding area in support of economic development and our growing community. Carried 12.Next Meeting August 8, 2023 7:30 a.m. 13.Adjournment Resolution # 6 Moved By: Dane Willson Seconded By: Kirby Heckford THAT the Economic Development Advisory Committee meeting of Tuesday, July 11, 2023 be adjourned at 8:56 a.m. Carried Page 904 of 936 1 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Committee Meeting MINUTES Tuesday, June 13, 2023 4:15 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Cedric Tomico Councillor Chris Parker Cole Warwick, Housing Programs Coordinator, Oxford County Rebecca Smith, Manager of Housing Development, Oxford County Deb Gilvesy, Mayor Gary Green Suzanne Renken Kama Vandevyvere Regrets: Dane Willson Staff: Cephas Panschow, Development Commissioner Laura Pickersgill, Executive Assistant Regrets: Kyle Pratt, Chief Administrative Officer _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:19 p.m. 2. Adoption of Agenda Resolution # 1 Moved By: Gary Green Seconded By: Suzanne Renken Page 905 of 936 2 THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of Tuesday, June 13, 2023, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Gary Green Seconded By: Suzanne Renken THAT the minutes of the Affordable and Attainable Housing Advisory Committee of May 24, 2023, be approved. Carried 5. Presentations 5.1 Conceptual Draft Drawings Review A. Aqeel, AAA Architects Inc., provided an overview of the three drafted design options. Opportunity was provided for members to ask questions. Members discussed the pros and cons associated with each option. C. Panschow left the meeting at 5:08 p.m. Resolution # 3 Moved By: Gary Green Seconded By: Cedric Tomico THAT the Affordable and Attainable Housing Advisory Committee recommends to the consultant to proceed with developing a more detailed design of option # 2. Carried 5.1.1 Option 1- Original Option Page 906 of 936 3 5.1.2 Option 2- More Dense Option 5.1.3 Option 3- Densest Option 6. Next Meeting To be confirmed 7. Adjournment Resolution # 4 Moved By: Cedric Tomico Seconded By: Gary Green THAT the Affordable and Attainable Housing Advisory Committee meeting of Tuesday, June 13, 2023 be adjourned at 5:24 p.m. Carried Page 907 of 936 1 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Committee Meeting MINUTES Wednesday, July 26, 2023 4:15 PM Council Chambers 200 Broadway, 2nd Floor ATTENDANCE: Cedric Tomico Councillor Chris Parker Cole Warwick, Housing Programs Coordinator, Oxford County Rebecca Smith, Manager of Housing Development, Oxford County Dane Willson Deb Gilvesy, Mayor Gary Green Suzanne Renken Kama Vandevyvere Staff: Kyle Pratt, Chief Administrative Officer Laura Pickersgill, Executive Assistant Regrets: Cephas Panschow, Development Commissioner _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:16 p.m. 2. Adoption of Agenda Resolution # 1 Moved By: Cedric Tomico Seconded By: Dane Willson Page 908 of 936 2 THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of Wednesday, July 26, 2023, be adopted. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Cedric Tomico Seconded By: Dane Willson THAT the minutes of the Affordable and Attainable Housing Advisory Committee of June 13, 2023, be approved. Carried 5. General Business & Reports 5.1 Conceptual Drawings Review The architect provided an overview of the different conceptual drawing options. Concerns were brought forward regarding the need for a traffic study. It was suggested that the cost of traffic study could be an expense of the developer. Resolution # 3 Moved By: Gary Green Seconded By: Cedric Tomico THAT AAA Architects be asked to revise Concept 4 (161 Units Contained within the 31 Earle St Property) to: • Relocate the building to be on the north end of the site with an East/West orientation so as to increase the distance from the adjacent industrial area and reduce potential shadowing concerns; • Eliminate the driveway access from Elm St and show conceptual driveways on both Cedar St and Pine St/Verna Dr; Page 909 of 936 3 • Relocate all the required amenity space (and potentially the playground) to the adjacent Elm St lands; • Identify a minimum buffer area along the south property line (existing woodlot); • Design a smaller footprint building with the addition of another storey. With a maximum upset limit of $5,000. Carried Resolution # 4 Moved By: Mayor Gilvesy Seconded By: Suzanne Renken THAT the 161 Unit High Density Conceptual Development Plan for the 31 Earle St property as revised be used for the purposes of the Official Plan Amendment and Zoning Bylaw Amendment subject to further revisions and changes through a future Site Plan process. Carried 6. Information Items A. Aqeel left the meeting at 4:56 p.m. 6.1 Funding for Affordable Housing It was discussed that this funding is targeted to net-zero homes which are very expense to build. 6.2 Planning Application - 102 Dereham Drive There were major concerns discussed about the increase of traffic in this already busy area. It was suggested that if a traffic study is done that it should be done during the school pickup time. Concerns were discussed regarding the lack of close access to nearby amenities. C. Tomico left the meeting at 5:22 p.m. Resolution # 5 Page 910 of 936 4 Moved By: Mayor Gilvesy Seconded By: Dane Willson THAT the Affordable and Attainable Housing Committee has expressed concern with the volume of traffic in the Westfield School Area and have identified that the Westfield Surplus lands are not a conducive site for high density development due to safety and traffic concerns which will negatively impact this area. The Affordable and Attainable Housing Committee would encourage looking at housing models that would reduce the volume of traffic. Furthermore the location of the Westfield property has no short-distance amenities and more ideal affordable locations should take into consideration the access to such amenities. Carried 7. Next Meeting To be determined 8. Adjournment Resolution # 6 Moved By: Dane Willson Seconded By: Mayor Gilvesy THAT the Affordable and Attainable Housing Advisory Committee meeting of Wednesday, July 26, 2023 be adjourned at 5:31 p.m. Carried Page 911 of 936 1 The Corporation of the Town of Tillsonburg Economic Development Advisory Committee Meeting MINUTES Thursday, July 20, 2023 5:30 PM Electronic Meeting ATTENDANCE: Jeff Miller Dan Cameron Nate Bain Emily Crombez Don Hurrus Anthony Thornton (Left due to the storm at 5:55 p.m.) Mark Renaud John Britton Deb Gilvesy Regrets: Gurvir Hans Cedric Tomico Chris Parker Valerie Durston Staff: Richard Sparham Jonathon Graham Julie Ellis 1. Call to Order The meeting was called to order at 5:30 p.m. 2. Adoption of Agenda Page 912 of 936 2 Resolution # 1 Moved By: Deb Gilvesy Seconded By: Dan Cameron THAT the Agenda as prepared for the Tillsonburg Airport Advisory Committee meeting of July 22nd, 2023, be approved. Carried 3. Disclosures of Pecuniary Interest and the General Nature Thereof None. 4. Adoption of Minutes of Previous Meeting Resolution # 2 Moved By: Anthony Thornton Seconded By: Deb Gilvesy THAT the Minutes of the Tillsonburg Airport Advisory Committee meeting dated March 30th, 2023, be approved. Carried 5. General Business and Reports 5.1 Fire Inspection/Notice Jonathon Graham, Director of Operations and Development, provided an update on Fire Inspections/Notices.  He has had communications back on this subject  The next notice out will give a form date for scheduling of the fire inspections  Clarification was received from the Fire Chiefs of Tillsonburg and South West Oxford that this is a best management practices  Staff are currently investigating providing a wholesome response on insurance and liability questions that are currently being asked by the airport community. Furthermore, Staff will be requesting to have AON (Airport Operators policy provider) present a delegation on general coverage at the next Airport Advisory Committee. Page 913 of 936 3 5.2 AMCO Conference and workshop, Midland: Highlights Richard Sparham, Manager of Public Works, and Don Hurrus, Airport Manager, reported on the Airport Management Council of Ontario Conference and Workshop that took place at the Huronia Airport in Midland. 5.3 Airport Maintenance Update Don Hurrus, Airport Manager, gave an Airport Maintenance and Operations Update. Topics covered included:  Fibre Connectivity Update  Canadian Harvard Aircraft Association Events  Building Maintenance  Fuel purchases - potential improvements to the system  Radio Operations Hours - normal operating hours are 8:30 a.m. - 4:30 p.m. - staff will bring the handheld radio with them at all times  Grass Cutting - staff have followed-up with hangar owners on an as-needed basis  Tillsonburg Flag - a new flag will be going up soon  Can Pass - confirmation has been received from Nav Canada that the Tillsonburg Airport is an airport of entry. This information will be shared with the Development Commissioner to share with local industry. Additional documentation is attached to the minutes. 5.4 Airport Operations Update This update was provided under Item 5.3 6. Other Business 6.1 Hydro Supply Discussion occurred around Hydro Supply. ERTH has been contacted and staff have recently followed-up. Staff are continuing on this and will report back at a future meeting. 6.2 Gates and Power to the Gates An update was provided by Richard Sparham, Manager of Public Works, on Gates and Power to the gates. The installation of Fiber Optics is Page 914 of 936 4 schedule for the middle of August. Once this is in place, projects such as the gates, power to the gates and security cameras will be able to move forward. Richard anticipates having an update at the next meeting. 6.3 Drainage Options for Runway 0220 Staff were asked to provide an update on the drainage issue on Runway 0220. Jonathon Graham, Director of Operations and Development will come back to a future meeting with a report on this subject. 6.4 New Hangar The committee asked questions of staff regarding the inspection process for the building of new hangars at the Airport. Staff detailed the process and answered questions of Committee. Jonathon Graham, Director of Operations and Development offered to look in to more information on this subject and to come back with a report at a future meeting. 6.5 Unbuilt Hangar The committee asked questions of staff regarding a lot that has not yet been built on, which may go against the policy. Staff offered to look into the situation and report back. 6.6 Stand By Generator The committee asked for an update on the Stand By Generator and staff confirmed that it is being pursued. 6.7 CHAA Sign Installed on Highway The Canadian Harvard Aircraft Association (CHAA) Sign at Highway 19 fell over just prior to the Covid-19 pandemic and was taken down. CHAA has replaced the sign and is looking to have it reinstalled. Staff advised that CHAA should reach our to the road authority to reengage and reinstall the sign (SWOX, County of Oxford or Province), as it is not on Airport lands. 7. Next Meeting 8. Adjournment Resolution # 3 Moved By: Deb Gilvesy Seconded By: Dan Cameron Page 915 of 936 5 That the meeting be adjourned at 7:27 p.m. Carried Page 916 of 936 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW NUMBER 2023-063 A By-Law to amend Zoning By-Law Number 3295, as amended. WHEREAS the Municipal Council of the Corporation of the Town of Tillsonburg deems it advisable to amend By-Law Number 3295, as amended. THEREFORE, the Municipal Council of the Corporation of the Town of Tillsonburg, enacts as follows: 1. That Schedule "A" to By-Law Number 3295, as amended, is hereby amended by changing to “NC-6” the zone symbol of the lands so designated “NC-6” on Schedule “A” attached hereto. 2. That Section 15.3 to By-Law Number 3295, as amended, is hereby further amended by adding the following subsection at the end thereof: “15.3.6 LOCATION: LT 616 PL 500; PT LT 615 PL 500 NC-6 (KEY MAP 20) 15.3.6.1 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any NC-6 zone use any lot, or erect, alter, or use any building or structure for any purpose except the following: all uses permitted in Section 15.1; a single detached dwelling existing on July 17, 2023; an additional residential dwelling unit within the existing single detached dwelling. 15.3.6.2 Notwithstanding any provisions of this By-Law to the contrary, no person shall within any NC-6 zone use any lot, or erect, alter, or use any building or structure except in accordance with the following provisions: 15.3.6.2.1 Number of Additional Residential Dwelling Units within an Existing Single Detached Dwelling Maximum 2 15.3.6.2.2 Number of Parking Spaces i) Minimum for an existing single detached dwelling 2 ii) Minimum per additional residential dwelling unit 1 Page 917 of 936 The Corporation of the Town of Tillsonburg By-law Number 2023-063 Page 2 15.3.6.3 That all of the provisions of the NC Zone in Section 15.2 of this By- Law, as amended, shall apply and further, that all other provisions of this By-Law, as amended, that are consistent with the provisions herein shall continue to apply mutatis mutandis.” 3. This By-Law comes into force in accordance with Sections 34(21) and (30) of the Planning Act, R.S.O. 1990, as amended. READ a first and second time this 14th day of August, 2023. READ a third time and finally passed this 14th day of August, 2023. MAYOR – Deb Gilvesy CLERK – Tanya Daniels Page 918 of 936 ZN 7-23-03 TOWN OF TILLSONBURG BY-LAW NUMBER 2023-063 EXPLANATORY NOTE The purpose of By-Law Number 2023-063 is to rezone the subject property from ‘‘Neighbourhood Commercial Zone (NC)’ to ‘Special Neighbourhood Commercial Zone (NC-6)’ to recognize an existing single detached dwelling on the lands and permit two Additional Residential Units (ARUs) in the existing structure. The subject lands are described as LT 616 PL 500; PT LT 615 PL 500, Town of Tillsonburg, and known municipally as 332 Broadway. The subject lands are located on the northeast corner of Broadway and Gowrie Street East and are municipally known as 332 Broadway. The public hearing was held on July 17, 2023. Comments from the public were received and were duly considered by Council in their deliberation on the matter. Any person wishing further information relative to Zoning By-Law Number 2023-063 may contact the undersigned: Tanya Daniels Clerk Town of Tillsonburg 200 Broadway, 2nd Floor Town Centre Mall Tillsonburg, ON N4G 5A7 Telephone: 519-688-3009 ext. 4040 File: ZN 7-23-03 (Ford) Report No: CP 2023-208 Page 919 of 936 N54°07'E 30.48 SW ANGLELOT 616, PLAN 500 N37°18'W 14.86LOT 615PLAN 500ALLEYN37°18'W 14.86N54°07'E 30.48LOT 616BROADWAYGOWRIE ST E S C H E DU L E "A " LOT 616, PART LOT 615, JUDGE'S PLAN 500 TOWN OF TILLSONBURG AREA OF ZONE CHANGE TO NC-6 NOTE: ALL DIMENSIONS IN M ETRES THIS IS SCHEDULE "A" MAYOR CLERK TO BY-LAW No. ________________, PASSED THE __________ DAY OF ____________, 2023 TO BY-LAW No.© 3 0 3 6 91.5 METRES ÞÞ Page 920 of 936 G O W R IE S T EB R O A D WA Y CONCESSION ST WJOHNST B I D WE L L S T W O LF STCONCESSION ST EDE N T O N A V EHARDY AVEN IA G A R A S TR O S S S T PARK AVEA N N S TVICTORIA STG O W RIE S T W ROLPH STLakeLisgar(&19 KEY MAP LANDS TO WHICH BYLAW ____________ APPLIES © 50 0 50 10025 METRES Page 921 of 936 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-065 A BY-LAW to enter into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5, and to repeal By-Law 2021-016. WHEREAS the Corporation of the Town of Tillsonburg is desirous of entering into an airport hangar land lease agreement with Jaime Alexander for Taxiway G1 Lot 5 at the Tillsonburg Regional Airport; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the lease agreement attached hereto forms part of this by-law; and 2. That the Mayor and Clerk be hereby authorized to execute the attached lease agreement on behalf of the Corporation of the Town of Tillsonburg; and 3. That By-Law 2021-016 be repealed; and 4. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 14th day of AUGUST, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of AUGUST, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 922 of 936 AMENDMENT TO LEASE AGREEMENT Made this 14th day of June, 2023 B E T W E E N THE CORPORATION OF THE TOWN OF TILLSONBURG (hereinafter referred to as the “Lessor”) - and - JONATHAN LEAHY Escalade Property Corporation PO Box 37, Lambton Station London ON N6P 1P9 (hereinafter referred to as the “ Former Tenant”) - and - JAIME ALEXANDRE 955 South Coast Drive Selkirk, ON N0A 1I0 (hereinafter referred to as the “New Tenant”) WHEREAS The Lessor and Tenant entered into a Lease Agreement dated the 5th November 2020 (By-law 2021-016) (the “Lease”), concerning the property legally described as: PT LT 3-4 CON 7 DEREHAM; LT 5-6 CON 7 DEREHAM; PT LT 7 CON 7 DEREHAM PT 1, 2, 3, 4 & 5, 41R2877, PT 2 & 3, 41R2714, PT 1, 2 & 3, 41R4343, PT 1, 2, 3 & 4, 41R4545; S/T 406551; SOUTH-WEST OXFORD; PIN: 00016-0089 (LT); LRO #41; Contained on the Property is an airport (the “Airport”), agricultural lands and buildings ancillary to the use of the Airport and identified as Taxiway G1 Lot #5. The New Tenant and Lessor agree to amend the aforementioned Lease pursuant to this agreement (the “Amendment to Lease”): In consideration for the covenants, payments and promises contained in the Lease and for the sum of $2.00, the receipt and sufficiency of such is hereby acknowledged and for the covenants, promises and payments contained herein, the Parties agree to amend the Lease as follows: 1. Transfer the Lease holder owner from Jonathan Leahy to Jaime Alexandre in accordance with the Lease Termination Agreement as signed 2. Rent to be paid shall reflect the current 2023 Rate of $0.33 per square foot of Hangar building area) plus H.S.T. at $1,188.00 per year. Balance of current year’s rent to be assumed through the party’s making the transaction 3. ADD Sec 7. USE paragraph (3) (l) to read as follows: (l) comply with the Town of Tillsonburg’s relevant policies and codes of conduct such as but not limited to the RZone (Respect) Policy which requires persons using a Town facility to respect others and take responsibility in maintaining a safe and comfortable environment for all participants, spectators, volunteers and staff. The Rzone policy enforces zero tolerance of inappropriate behavior, threats, violence and vandalism at all Town facilities, properties, Town sponsored events, programs, in written or verbal communications (including email or phone) 4. Sec 17. NOTICE to read as follows: 17. NOTICE (1) Any notice required or permitted to be given by one party to the other pursuant to the terms of this Lease may be given Page 923 of 936 2 To the Landlord at: Tillsonburg Regional Airport Attn: Airport Manager 244411 Airport Rd South-West Oxford, On N4G 4H1 Fax: 519-842-3445 To the Tenant at the Leased Premises or at: JAIME ALEXANDRE 955 South Coast Drive Selkirk, ON N0A 1I0 In Witness of the foregoing covenants the Lessor and the Tenant have executed this Amendment. __________________________________ Lessor Deb Gilvesy, Mayor The Corporation of the Town of Tillsonburg I have authority to bind the Corporation. __________________________________ Lessor Tanya Daniels, Director of Corporate Services / Clerk The Corporation of the Town of Tillsonburg I have authority to bind the Corporation. ____________________ __________________________________ Witness New Tenant Jaime Alexander I have authority to bind the Corporation __________________________________ ___________________ Witness Former Tenant Jonathon Leahy I have authority to bind the Corporation Page 924 of 936 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-066 A BY-LAW to authorize an agreement of easement purchase and sale with E&E McLaughlin Ltd. For the property described as Lot 4, Sandy Court. WHEREAS the Town of Tillsonburg is desirous of entering into an agreement of purchase and sale for lands described as Lot 4, Sandy Court; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That the authorization is hereby given for the Mayor and Clerk to execute all documents required to recognize an existing 12 metre wide corridor used by Hydro One Networks Inc. for a hydro pole line through the registration of an easement on Part 2, Plan 41R-7549; and 2. That the authorization is hereby given for the sale of those lands described as Lot 4, Sandy Court, subject to those terms and provisions outlined within the offer of purchase and sale as attached hereto as Schedule A; and 3. That the agreement of purchase and sale attached hereto as Schedule A forms part of this By-Law; and 4. That the Mayor and Clerk be hereby authorized to execute the agreement of purchase and sale attached hereto as Schedule A on behalf of the Corporation of the Town of Tillsonburg and to execute any documents required to effect a transfer of the property, described as Lot 4, Sandy Court; and 5. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 14th day of AUGUST, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of AUGUST, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 925 of 936 Page 926 of 936 Page 927 of 936 Page 928 of 936 Page 929 of 936 Page 930 of 936 Page 931 of 936 Page 932 of 936 Page 933 of 936 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-64 A BY-LAW to Authorize Tax Exemptions for Land Leased at 51 & 55 Brock Street East by the Town of Tillsonburg for the Provision of Municipal Capital Facilities as permitted pursuant to Subsection 110(6) of the Municipal Act WHEREAS; Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended provides that the council of a municipality may enter into an agreement for the provisions of municipal capital facilities by any person; AND WHEREAS; Section 110(6) of the Municipal Act, 2001 S.O. 2001 c.25, as amended provides that council of a municipality may exempt from taxation for municipal and school purposes land or a portion of it on which municipal capital facilities are or will be located; AND WHEREAS; Pursuant to subsection 2(1) of Ontario Regulation 603/06, the classes of municipal capital facilities that are eligible municipal capital facilities for the purposes of a tax exemption under subsection 110(6) of the Municipal Act, 2001 S.O. 2001 c.25, as amended include Facilities used for the general administration of the municipality; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. The Council hereby designates the Lease Agreements dated May 16, 2023 between R.E. Wood Realty Limited and the Town of Tillsonburg, and dated May 26, 2023 between Community Living Tillsonburg and the Town of Tillsonburg as a municipal capital facilities agreements made pursuant to Section 110(1) of the Municipal Act, 2001 S.O. 2001 c.25, as amended. Page 934 of 936 By-Law 2023-034 Page 2 of 2 2. The Council hereby exempts the properties known municipally as 51 Brock Street East and 55 Brock Street East; Tax Roll Numbers 3204-030-030-02300 and 3204-030-030-02400 (the “Leased Lands”) from taxation for municipal and school purposes pursuant to Section 110(6) of the Municipal Act, S.O. 2001 c.25, as amended and designates these properties municipal capital facilities for the purposes of the general administration of the municipality. The tax exemption to commence September 1, 2023 and to remain in force for the duration of the two (2) year Lease Terms. 3. The Council hereby directs the Clerk to notify the Municipal Property Assessment Corporation, the County of Oxford, the BIA and the secretary of all school boards which includes the land exempted, at the enactment of the By-Law. READ A FIRST AND SECOND TIME THIS 14th day of August, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of August, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 935 of 936 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-067 A BY-LAW to confirm the proceedings of Council at its meeting held on AUGUST 14, 2023. 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 August 14, 2023 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. That this By-Law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 14th day of AUGUST, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 14th day of AUGUST, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 936 of 936