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231113 Regular Council Agenda
The Corporation of the Town of Tillsonburg Council Meeting AGENDA Monday, November 13, 2023 4:45 PM LPRCA 4 Elm St Tillsonburg 1.Call to Order 2.Closed Session (4:45) Moved By: ________________ Seconded By: ________________ THAT Council move into Closed Session to consider the following: 2.5.1 OLT Appeal - Instructions 239 (2) (e) litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose; 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. 2.5.2 Downtown Tillsonburg Business Improvement Area Letter 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 239 (2) (f) advice that is subject to solicitor-client privilege, including communications necessary for that purpose. 2.5.3 FIN 23-27 BIA Loan Terms 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. 2.5.4 Mayor - CAO Performance Review - Process Outline 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; 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 Minutes 2.4 Adoption of Closed Session Committee Minutes 2.5 Reports 2.5.1 OLT Appeal - Instructions 2.5.2 Downtown Tillsonburg Business Improvement Area Letter 2.5.3 FIN 23-27 BIA Loan Terms 2.5.4 Mayor - CAO Performance Review - Process Outline 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 for the Council meeting of November 13, 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 minutes dated October 23, 2023, be approved. 7.Presentations Page 2 of 380 8.Public Meetings Moved By: ________________ Seconded By: ________________ THAT Council move into the Committee of Adjustment to hear an application for Minor Variance at -:-- p.m. 8.1 A06-23 Application for Minor Variance - 233 Rokeby Sideroad Moved By: ________________ Seconded By: ________________ That the Oxford County Land Division Committee approve Application File A06-23t submitted by Danielle Pasztor, for lands described as PT LOTS 8, 9, MID CON 4 NTR in the Town of Tillsonburg, as it relates to: 1. Relief from Relief from Section 18.0, Future Development Zone (FD), 18.1 Uses Permitted – Table 18.1: Uses Permitted, to permit the construction of one new accessory structure with a maximum gross floor area not to exceed 145 m2 and in a location as generally illustrated on Plate 5 of Report CP 2023-350, to the satisfaction of the Town of Tillsonburg. Subject to the following condition: i. A building permit for the proposed accessory structure shall be issued within one (1) of the date of the Committee's decision. As the proposed variance is: (i) a minor variance 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. Moved By: ________________ Seconded By: ________________ THAT Council move out of Committee of Adjustment and move back into regular council session at -:-- p.m. 8.2 Applications for Official Plan Amendment and Zone Change OP23-07-7 and ZN 7-23- 04 - Thames Valley District School Board, 102 Dereham Drive Moved By: ________________ Seconded By: ________________ A. THAT the Town of Tillsonburg advise County Council that the Town supports the Page 3 of 380 application to amend the Official Plan (File No. OP 23-07-7) as submitted by the County of Oxford for lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg, to re-designate the lands from Low Density Residential to Medium Density Residential; and B. THAT the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-04), submitted by the County of Oxford, whereby the lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’. 9.Planning Reports 9.1 SB20-06-07 - Request for Extension of Draft Plan Approved Plan of Subdivision Moved By: ________________ Seconded By: ________________ THAT the Council of the Town of Tillsonburg advise Oxford County that the Town supports a two-year extension of draft approval for a plan of subdivision submitted by Southside Construction Management Limited., for lands described as Pt Lt 8, Con 11 (Dereham), Pt1, 41R7957, Town of Tillsonburg, to February 10, 2026, to grant additional time to satisfy the conditions of draft plan approval and register the remaining phase(s) of the draft plan of subdivision. 9.2 CP 2023-363 Oxford County Report Re: Conservation Authority Service Agreements Moved By: ________________ Seconded By: ________________ A. THAT Council of the Town of Tillsonburg receive Report CP 2023-363; and B. THAT Town Council advise the County that the Town supports entering into MOU/agreements with the Upper Thames River Conservation Authority and the Grand River Conservation Authority for Programs and Services as outlined in Report CP 2023-363. 10.Delegations 11.Deputation(s) on Committee Reports 11.1 CAO 23-23 Recommendation from EDAC - Video Series Moved By: ________________ Seconded By: ________________ Page 4 of 380 THAT report titled Recommendation from Economic Development Committee – Video Series be received as information; and A. THAT Council approve the recommendation of the Economic Development Committee: THAT the Economic Development Committee recommends the creation of a public-facing video series outlining the process for building permit applications;AND THAT the Economic Development Committee recommends developing a workshop video series outlining the processes involved with items such as: additional residential unit applications, infilling and severances. B. 12.Information Items Moved By: ________________ Seconded By: ________________ THAT the following items be received as information: 12.1 Correspondence from The Honourable Peter Bethlenfalvy, Minister of Finance Re: 2024 Ontario Municipal Partnership Fund (OMPF) 12.2 LPRCA Board of Directors Meeting Minutes of October 4, 2023 13.Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO 23-27 Membership- Affordable and Attainable Housing Committee Moved By: ________________ Seconded By: ________________ THAT report titled CAO 23-27 Membership- Affordable and Attainable Housing Committee be received as information; and A. THAT the amended Terms of Reference for the Affordable and Attainable Housing Committee, be approved; and B. THAT the Clerk be instructed to fill the vacancy;C. THAT a By-Law to amend Section 1 of By-Law 2023-009, be brought forward for Council consideration. D. 13.1.2 CAO 23-26 31 Earle Street Project Update Moved By: ________________ Seconded By: ________________ THAT report titled CAO 23-26, 31 Earle Street Project Update be received as information. 13.1.3 CAO 23-25 Sole Sourcing VG+ Architects - Town Hall Project Page 5 of 380 Moved By: ________________ Seconded By: ________________ THAT report titled “CAO 23-25 Sole Sourcing– Town Hall Project” be received as information; A. THAT staff be authorized to sole source professional architectural services from The Ventin Group Ltd (+VG Architects) in accordance with Section 6 (b) of the Purchasing Policy for the preparation of design and tender documents for a new Town Hall, for $770,220 + taxes, with the understanding that the $330,220 portion would only be undertaken should construction proceed; B. That a By-Law be presented for Council’s consideration authorizing the Mayor and Clerk to execute documents necessary to effect an agreement with The Ventin Group Ltd. C. 13.1.4 CMHC Housing Accelerator Fund Application Update 2 Moved By: ________________ Seconded By: ________________ THAT report titled “CMHC Housing Accelerator Fund Application Update 2” be received as information; and A. THAT should the Town be successful in its application, Council affirm its commitment to achieving the Canada Mortgage and Housing Corporation (CMHC) Housing Accelerator Fund (HAF) application initiatives; and B. THAT staff be directed to implement all non-financial components of the seven CMHC HAF initiatives within the 2024-2026 Business Plans; and C. THAT the housing and population growth forecasts be presented to the Town’s Economic Development Advisory Committee and the Affordable and Attainable Housing Advisory Committee; and D. THAT the Clerk be directed to provide a copy of this report to Ontario’s Minister of Municipal Affairs and Housing, affirming Tillsonburg’s commitment to accelerating its housing supply through the implementation of the outlined housing initiatives, and to seek assistance through the Building Faster Fund and other available financial supports. E. 13.2 Corporate Services 13.3 Economic Development 13.3.1 EDM 23-19 Request for Reduction in Lot Coverage Requirements - Lot 3, VIP Moved By: ________________ Page 6 of 380 Seconded By: ________________ THAT report titled EDM 23 – 19 Request for Reduction in Lot Coverage Requirements – Lot 3, VIP be received; A. THAT 1677123 Ontario Inc be granted a reduction in the Lot Coverage requirements regarding their purchase of Lot 3 in the Van Norman Innovation Park; B. THAT the Lot Coverage requirement be reduced to 9.7 percent.C. 13.4 Finance 13.4.1 FIN 23-25 - Amendment to 2023 Final Tax Rate Schedule Moved By: ________________ Seconded By: ________________ THAT report titled FIN-23-25 be received as information; and THAT a by-law to amend By-Law 2023-52 to include the R1 tax rate for 2023 be presented to Council for consideration. 13.4.2 FIN 23-26 - 2024 Interim Property Tax Levy Moved By: ________________ Seconded By: ________________ THAT report titled FIN 23-26 be received as information; and THAT a By-Law to levy the 2024 interim property tax levy be presented to Council for consideration. 13.4.3 FIN 23-28 BIA Financial Matters Moved By: ________________ Seconded By: ________________ THAT report titled “BIA Financial Matters” be received as information. 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-40 RFQ 2023-003 Municipal Parking Lot Winter Maintenance Moved By: ________________ Seconded By: ________________ THAT report titled Municipal Parking Lot Winter Maintenance be received as information; and, A. THAT a By-law be presented to Council to authorize the MayorB. Page 7 of 380 and Clerk to sign the contract to perform Municipal Parking Lot Winter Maintenance to Jamie Horvath Holdings Inc. for a five-year period beginning November 15th, 2023 and ending April 15th, 2028 for 13.6.2 TGO Inter-Community Transit Moved By: ________________ Seconded By: ________________ THAT report titled ODP 23-42 TGO Inter-Community Transit Services Review and Update be received as information; and A. THAT staff be directed to begin discussions with Oxford County for the potential funding and/or management of the Inter-Community portion of T:GO services effective April 1st 2025 and beyond; and B. THAT, should the Town be unsuccessful in obtaining the Provincial “top-up” grant, staff be directed to reduce the T:GO Inter-Community service hours to continue to operate the service without municipal investment. C. 13.7 Recreation, Culture and Parks 13.7.1 RCP 23039 Tillsonburg Community Garden - 2023 Agreement 14.New Business 15.Consideration of Minutes 15.1 Advisory Committee Minutes Moved By: ________________ Seconded By: ________________ THAT the following Advisory Committee minutes be received as information: 16.Motions/Notice of Motions 16.1 Councillor Spencer - Economic Development Advisory Committee Appointment Moved By: ________________ Seconded By: ________________ WHEREAS Council received a request from the Business Improvement Area Board Of Management on October 23rd meeting of Town of Tillsonburg Council recommending Mark Renaud be appointed as the representative of the Downtown Tillsonburg Business Improvement Area (DTBIA) on the Economic Development Advisory Committee; BE IT THEREFORE RESOLVED Page 8 of 380 THAT Mark Renaud, Executive Director of the Downtown Tillsonburg Business Improvement Area be appointed to the Economic Development Advisory Committee as the DTBIA representative; and 1. THAT a By-Law to amend By-Law 2023-009, A By-Law to appoint members to Town of Tillsonburg Council advisory committees, be presented to Council for consideration. 2. 16.2 Deputy Mayor Beres - Council Member Training Moved By: ________________ Seconded By: ________________ WHEREAS the current term of Council has been active for one year; and WHEREAS it is imperative that elected officials be cognizant of their governing documents; and WHEREAS education and training is key to understanding roles and responsibilities of elected officials, BE IT THEREFORE RESOLVED THAT Staff be directed to arrange via an external expert the following training to members of Town of Tillsonburg Council: A. Code of Conduct Trainingi. Closed Meeting Protocol Trainingii. Privacy Training; andiii. THAT the funding for the training be provided from the Council operating budget. B. 17.Resolutions/Resolutions Resulting from Closed Session 18.By-Laws Moved By: ________________ Seconded By: ________________ THAT the following By-Laws be read for a first, second and third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 18.1 By-Law 2023-087 A By-Law to amend By-Law 2023-052 adopting Budgetary Estimates, Tax Rates, Installment Due Dates, and to Further Provide for Penalty and Interest on Default of Payment Thereof for 2023 Page 9 of 380 18.2 By-Law 2023-0-88 A By-Law to Provide for an Interim Tax Levy for the year 2024 18.3 By-Law 2023-089 A By-Law to amend By-Law 2023-009 being a By-Law to appoint members to Town of Tillsonburg Advisory Committees 18.4 By-Law 2023-090 A By-Law to Amend By-Law 2022-029 being a By-Law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg 18.5 By-Law 2023-091 Animal Licensing A By-Law to amend By-Law 2021-013 Being a By-Law to provide for the licensing, regulation and control of animals within the Town of Tillsonburg 18.6 By-Law 2023-092 User Fees By-Law 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 18.7 By-Law 2023-095 Community Garden Agreement A By-Law to authorize an Agreement for the Tillsonburg Community Garden with the Multi-Service Centre 19.Confirm Proceedings By-law Moved By: ________________ Seconded By: ________________ THAT By-Law 2023-096 A By-Law to Confirm the Proceedings of the Council Meeting held on November 13th, 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. 20.Items of Public Interest 21.Adjournment Moved By: ________________ Seconded By: ________________ THAT the Council meeting of November 13, 2023 be adjourned at _;__ p.m. Page 10 of 380 1 The Corporation of the Town of Tillsonburg Council Meeting MINUTES Monday, October 23, 2023 4:45 PM LPRCA 4 Elm St Tillsonburg 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 Renato Pullia, Director of Innovation and Strategic Iniatives and Interim Director of Finance/Treasurer Cephas Panschow, Development Commissioner Johnathon Graham, Director of Operations & Development Matt Johnson, Manager of Parks and Facilities Julie Ellis, Deputy Clerk _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:45 p.m. 2. Closed Session (4:45 p.m.) Page 11 of 380 2 Resolution # 2023-452 Moved By: Councillor Parsons Seconded By: Councillor Parker THAT Council move into Closed Session to consider the following: 2.5.1 EDM 23-11 CLD Second Letter of Intent - Phase 2 Van Norman Innovation Park Lands 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; 2.5.2 EDM 23-12 CLD Project Big Swing Update 239 (2) (c) a proposed or pending acquisition or disposition of land by the municipality or local board; 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. 2.5.3 Human Resources Matter 239 (2) (d) labour relations or employee negotiations; and THAT the following be added to the closed session agenda and the reasons for moving in-camera in order to provide background details to item 11.4.1 listed in open session: 2.5.4 Motion to Request a Loan from the Town of Tillsonburg for Unexpected Legal Fees. 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees; Carried 2.1 Adoption of Agenda 2.2 Disclosures of Pecuniary Interest and the General Nature Thereof Page 12 of 380 3 2.3 Adoption of Closed Session Minutes 2.4 Adoption of Closed Session Minutes from Advisory Committees 2.5 Reports 2.5.1 EDM 23-11 CLD Second Letter of Intent - Phase 2 Van Norman Innovation Park Lands 2.5.2 EDM 23-12 CLD Project Big Swing Update 2.5.3 Human Resources Matter 2.5.4 Motion to Request a Loan from the Town of Tillsonburgfor Unexpected Legal Fees. 2.6 Back to Open Session 3. Moment of Silence 4. Adoption of Agenda (6:00 p.m.) Resolution # 2023-461 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres THAT the agenda for the Council meeting of October 23, 2023, be approved with the following amendment: Agenda Item 11.5 – A resolution from the Police Services Board meeting of October 18, 2023 was added as supplemental information to the report Carried 5. Disclosures of Pecuniary Interest and the General Nature Thereof None. 6. Adoption of Council Minutes of Previous Meeting Resolution # 2023-462 Moved By: Councillor Luciani Seconded By: Councillor Spencer THAT the Council meeting minutes dated October 10, 2023 be approved. Carried Page 13 of 380 4 7. Presentations 7.1 Presentation of the Poppy Don Burton, Chair, Royal Canadian Legion Branch 153 attended before Council to announce the commencement of the Poppy fundraising campaign. 8. Public Meetings 8.1 Town of Tillsonburg, Additional Residential Units (ARUs) OP22-15-7; ZN7-22-13 Laurel Davies Snyder provided an overview of item 8.1. Staff provided an explanation of the process and the timelines. Resolution # 2023-463 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT Council of the Town of Tillsonburg advise the County of Oxford that the Town supports the Official Plan Amendment application initiated by the Town of Tillsonburg, to amend the policies of the Low Density Residential District and Entrepreneurial District to allow for the development of ARUs within the Town of Tillsonburg, in accordance with Provincial direction; and THAT the Council of the Town of Tillsonburg approve in principle the Zone Change application submitted by the Town of Tillsonburg, to amend the existing provisions to permit the development of Additional Residential Units throughout the Town. Carried 9. Planning Reports 10. Delegations 10.1 Emily Smyth, Sonbeam Christian Daycare and Ryan Hutchins, Bethel Pentecostal Church Re: Safety Concerns of Sonbeam Christian Daycare Emily Smyth of Sonbeam Christian Daycare and Ryan Hutchins of Bethel Pentecostal Church presented regarding safety concerns of Sonbeam Christian Daycare. The delegates provided an overview of Sonbeam Page 14 of 380 5 Christian Daycare and their connection to the park connected to their facility. Sonbeam advised they have increased daily checks, collecting garbage, disinfect equipment and monitoring for dangerous items. Sonbeam requested the beginning of a discussion of the park, as part of their needs for their daycare program, becoming a Sonbeam property. Resolution # 2023-464 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons A. THAT Council receives the delegation from Emily Smyth and Ryan Hutchins as information; and B. THAT a staff report on the purchase of the property be prepared; and C. THAT staff have discussions with Sonbeam staff regarding locking of the Park. Carried 11. Deputation(s) on Committee Reports 11.1 CS 23-19 Youth Advisory Committee - Surveillance Cameras for the Pride Crosswalk Resolution # 2023-465 Moved By: Councillor Spencer Seconded By: Councillor Parker A. THAT report titled “Surveillance Cameras for the Pride Crosswalk” be received as information; and B. THAT Council approve the recommendation of the Youth Advisory Council as follows: THAT the Youth Advisory Council recommends to Council that surveillance cameras be installed for the pride crosswalk on Broadway and Bridge. Carried Page 15 of 380 6 11.2 CAO 23-21 Economic Development Advisory Committee Membership The following motion was withdrawn: Moved By: Councillor Luciani Seconded By: Councillor Rosehart A. THAT report titled “CAO 23-21 Economic Development Advisory Committee Membership” 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 the Committee’s Terms of Reference be amended for this term to allow for 13 members with Cedric Tomico being re-appointed as a citizen member.” The following alternative motion was presented: Resolution # 2023-466 Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT the recommendation from the Economic Development Advisory Committee Membership be referred to staff for review. Carried 11.3 CAO 23-22 Updates to the Physician Recruitment Matrix Resolution # 2023-467 Moved By: Deputy Mayor Beres Seconded By: Councillor Spencer A. THAT report titled “CAO 23-22 Updates to the Physician Recruitment Matrix” be received as information; and B. THAT the Shared Physician Recruitment Incentive Support Model be amended, as attached in Appendix A. Carried Page 16 of 380 7 11.4 Business Improvement Area - Board of Management Decision 11.4.1 Motion to Request a Loan from the Town of Tillsonburg for Unexpected Legal Fees. Resolution # 2023-468 Moved By: Councillor Parsons Seconded By: Councillor Luciani A. THAT Council received the Decision Letter regarding request for Legal Fees as information; and B. THAT staff be directed to issue a loan to the BIA with payment in full by 2024 to a limit of $20,384.28 either directly from the Town or, pending confirmation, from the County of Oxford. Councillor Parker called for a recorded vote: Councillor Luciani – Yes Councillor Parker – No Councillor Rosehart – No Councillor Parsons – Yes Councillor Spencer – Yes Deputy Mayor Beres – Yes Mayor Gilvesy – Yes Carried (5 to 2) 11.4.2 Motion to Appoint a Representative of the DTBIA to the Town of Tillsonburg Economic Development Advisory Committee Resolution # 2023-469 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT Council received the Decision Letter regarding EDAC appointment as information. Carried Page 17 of 380 8 11.4.3 Motion to Request Commencement of the Process for the Expansion of the BIA Zone / Boundary Resolution # 2023-470 Moved By: Councillor Spencer Seconded By: Deputy Mayor Beres A. THAT Council receives the Decision Letter regarding the BIA Expansion as information; and B. THAT the Clerk be directed to commence the changes to boundary expansion process defined within the Municipal Act. Carried 11.5 Traffic Advisory Committee Resolution - Stop Signs Richard Sparham answered various questions from members of Council. Moved By: Councillor Parsons Seconded By: Councillor Luciani A. THAT report titled “CS 23-18 Traffic Advisory Committee Stop Sign Recommendations” be received as information; and B. THAT the following all-way stop installations be referred to staff for inclusion in the Master Traffic Study: i. Brock Street West and Bidwell Street; ii. Rolph Street and Bear Street; iii. Ridge Boulevard, Goldenrod Drive and Thistle Court; and THAT a By-law be presented to Council for consideration to effect the following: To approve the Christie Street and Allen Street all-way stop control Carried Page 18 of 380 9 12. Information Items Resolution # 2023-472 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT the following information items are received as information: 12.1 Correspondence from John Hall Re Proposed Recreational Arena Carried 13. Staff Reports 13.1 Chief Administrative Officer 13.1.1 CAO 23-19 Community Strategic Plan Update Resolution # 2023-473 Moved By: Councillor Parker Seconded By: Deputy Mayor Beres THAT report titled CAO 23-19 Community Strategic Plan Update be received as information. Carried 13.2 Corporate Services 13.3 Economic Development 13.4 Finance 13.4.1 FIN 23-24 2023 Debenture Issuance Report Resolution # 2023--474 Moved By: Councillor Luciani Seconded By: Councillor Spencer THAT report titled “2023 Debenture Issuance Report” be received as information; and THAT a by-law “to authorize the submission of an application to ONTARIO INFRASTRUCTURE AND LANDS CORPORATION (“OILC”) for financing the Lake Lisgar Water Park Building Reno Page 19 of 380 10 and the Beech Blvd/Stoney Creek Retaining Walls capital works of THE CORPORATION OF THE TOWN OF TILLSONBURG; and to authorize long-term borrowing for such capital works through the issuance of debentures by the COUNTY OF OXFORD to OILC” be presented to Council for consideration. Carried 13.5 Fire and Emergency Services 13.6 Operations and Development 13.6.1 OPD 23-39 Hangar Land Lease Memorandum of Understanding - Taxiway C1-10 Resolution # 2023-475 Moved By: Deputy Mayor Beres Seconded By: Councillor Parker A. THAT report titled Hangar Land Lease Memorandum of Understanding Taxiway C1-10 be received as information; and, B. THAT a By-law be presented to Council for consideration to execute the Hangar Land Lease Memorandum of Understanding Taxiway C1 Lot #10 with Mike Perovich, President, BlueStar Hangar Inc. Carried 13.7 Recreation, Culture and Parks 13.7.1 RCP 23-38 Town of Tillsonburg 2023 Summer Day Camp Resolution # 2023-476 Moved By: Councillor Rosehart Seconded By: Councillor Parsons THAT report RCP 23-38 titled Town of Tillsonburg 2023 Summer Day Camp be received as information. Carried Page 20 of 380 11 13.7.2 RCP 23-33 Canadian Geese Population Assessment Resolution # 2023-477 Moved By: Councillor Luciani Seconded By: Councillor Spencer A. THAT report titled RCP 23-37 be received as information; and B. THAT Parks Staff action a plan including decoys and shoreline naturalization in the Spring of 2024 to deter nesting of Canada Geese and decrease the population along Lake Lisgar; and C. THAT the costing be incorporated in the 2024 Parks Operating budget. Carried 14. New Business 15. Consideration of Minutes 15.1 Advisory Committee Minutes Resolution # 2023-478 Moved By: Deputy Mayor Beres Seconded By: Councillor Parsons THAT the following Advisory Committee minutes are received as information: Economic Development Advisory Committee Minutes dated October 10, 2023 Police Service Board Minutes dated September 20, 2023 Carried 16. Motions/Notice of Motions 16.1 Councillor Spencer - Dress Purple Day Resolution # 2023-479 Page 21 of 380 12 Moved By: Councillor Spencer Seconded By: Councillor Parsons WHEREAS Children Aids Societies across Ontario, including Oxford County, raise awareness about the important role that individuals and communities play in supporting vulnerable children, youth, and families through the provincial Dress Purple Day campaign; BE IT THEREFORE RESOLVED THAT the Town of Tillsonburg recognize Dress Purple Day, previously known as “Child Abuse Month” on October 27th, annually; and THAT the Town of Tillsonburg lights up the clock tower in purple light annually in support of Dress Purple Day; and THAT the Town of Tillsonburg shares a recognition post on social media outlets, annually on October 27th Carried 17. Resolutions/Resolutions Resulting from Closed Session 18. By-Laws By-Law 2023-084 was removed as the item was referred to Staff. Resolution # 2023-480 Moved By: Councillor Parker Seconded By: Councillor Rosehart THAT the following By-Laws be read for a first, second and third and final reading and that the Mayor and Clerk be and are hereby authorized to sign the same, and place the corporate seal thereunto. 18.1 By-Law 2023-081 A By-Law to authorize a hangar land lease memorandum of understanding with BlueStar Hangar Inc. for Taxiway C1 Lot 10. 18.2 By-Law 2023-084 A By-Law to amend By-Law 2023-009 being a by- law to appoint members to Town of Tillsonburg Council Advisory Committees Item was referred to Staff. Page 22 of 380 13 18.3 By-Law 2023-085 A By-Law to amend Zoning By-Law 3295, as amended. 18.4 By-Law 2023-086 A By-Law to authorize the submission of an application to Ontario Infrastructure and Lands Corporation ("OILC") for financing certain ongoing capital work(s) of the Corporation of the Town of Tillsonburg Carried 19. Confirm Proceedings By-law Resolution # 2023-481 Moved By: Councillor Parsons Seconded By: Councillor Parker THAT By-Law 2023-000, to Confirm the Proceedings of the Council Meeting held on October 23, 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 # 2023-482 Moved By: Councillor Rosehart Seconded By: Deputy Mayor Beres THAT the Council meeting of October 10, 2023, be adjourned at 8:00p.m. Carried Page 23 of 380 Page 1 of 4 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: A06-23 APPLICATION FOR MINOR VARIANCE TO: Town of Tillsonburg Committee of Adjustment MEETING: November 13, 2023 REPORT NUMBER: 2023-350 OWNER: Danielle Pasztor 233 Rokeby Sideroad, Tillsonburg, ON N4G 4G9 REQUESTED VARIANCES: Relief from Section 18.0, Future Development Zone (FD), 18.1 Uses Permitted – Table 18.1: Uses Permitted, to permit the construction of a new building accessory to the residential use. LOCATION: The subject property is described as PT LOTS 8, 9, MID CON 4 NTR in the Town of Tillsonburg. The property is located on the north side of Rokeby Sideroad, between Bell Mill Side Road and Mabee Side Road, and known municipally as 233 Rokeby Sideroad. BACKGROUND INFORMATION: COUNTY OF OXFORD OFFICIAL PLAN: Schedule T-1 Town of Tillsonburg Land Use Plan Rural Buffer TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Future Development (FD) Zone Page 24 of 380 File Number: A06-23 Report Number: 2023-350 Page 2 Page 2 of 4 SURROUNDING USES: The surrounding land uses are predominantly agricultural. There is a small amount of rural residential development along the north side of Rokeby Sideroad to the east and west of the subject lands. The agricultural lands to the south of the subject property are in Norfolk County. a) Purpose of the Application The applicant has applied for relief from the above-noted provision of the Town’s Zoning By-law to facilitate the construction of a new structure accessory to the residential use on the subject lands. The new structure will be approximately 142.69 m2 (1,536 ft2). The subject lands are approximately 11.28 ha (27.87 ac) in area, with approximately 356.04 m (1,168.12 ft) of frontage on Rokeby Sideroad. The subject property is being used for residential and agricultural purposes. There are currently three structures on the property, which cover approximately 0.26% of the 11.28 ha site: • House, constructed circa 1940: 95.6 m2 (1,029.3 ft2) • Barn, constructed circa 1950: 143.4 m2 (1,543.54 ft2) • Garage, constructed 2016: 56.6 m2 (609.24 ft2) Plate 1, Location Map and Existing Zoning, shows the location of the subject lands and the existing zoning in the immediate vicinity. Plate 2, 2020 Aerial Map, provides an aerial view of the subject lands and surrounding area. Plate 3, 2020 Aerial Map – Close-up, provides an aerial view of a portion of the subject lands and existing structures. Plate 4, Location Map and Official Plan Designation, illustrates the Official Plan designation on the subject lands and surrounding vicinity. Plate 5, Applicant’s Site Sketch, shows the location of the existing buildings and proposed new accessory structure, as provided by the applicant. Plate 6, Applicant’s Sketch: Garage Design, shows the design of the proposed new accessory structure, as provided by the applicant. b) Agency Comments Tillsonburg Building Services Department • The proposed accessory building must be for personal use only. • The proposed accessory structure is subject to a building permit if approved. Tillsonburg Economic Development & Marketing and Tillsonburg Hydro stated that they do not have any comments or concerns. Page 25 of 380 File Number: A06-23 Report Number: 2023-350 Page 2 Page 3 of 4 c) Public Consultation Public Notice was provided to surrounding property owners on November 2, 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 ‘Rural Buffer’ according to the Official Plan. Lands designated ‘Rural Buffer’ are intended to serve as a buffer to development within the Town of Tillsonburg and be developed in conformity with the policies of Section 3.1.4, Policies for the Agricultural Reserve Designation. The Rural Buffer Policy Area is intended for the continuation of active farming operations of a non-intensive nature, and the predominant use of the land shall be the farm unit. It is the opinion of the Planning office that this application complies with the criteria outlined in Section 3.1.4 – Policies for the Agricultural Reserve Designation, as the application represents the continuation to the existing agricultural and residential uses on the subject lands. The proposed new accessory structure will be used for storage and is not expected to cause any impacts to surrounding agricultural or non-farm rural residential properties in the immediate area. e) Intent and Purpose of the Zoning By-law The subject property is zoned ‘Future Development Zone (FD)’ in the Town Zoning By-law. The provisions of the FD zone permit existing single detached dwellings and any existing accessory buildings. Alterations to existing single detached dwellings and existing accessory buildings are permitted, provided that such alterations do not enlarge the gross floor area of such dwelling or accessory buildings by more than 25%. New structures, as proposed by the applicant, are not permitted under the current zoning. The applicant is requesting permission to construct a new 142.69 m2 (1,536 ft2) structure on the property, which would be accessory to the residential use. In this instance, Planning staff are of the opinion that the subject lands are sufficiently large enough to provide appropriate setbacks and buffers from adjacent properties, and appropriate area for landscaping, drainage, and private amenity space to accommodate an additional accessory structure. Based on the information provided in Plate 5: Applicant’s Sketch, the location of the proposed structure meets the relevant provisions of the FD zone including lot area, lot frontage, lot coverage, front yard depth, rear yard depth, and side yard width. Staff are also of the opinion that the addition of a new structure is appropriate in this instance and the addition to the property will not detract from the general intent and purpose of the Zoning By-Law. As previously stated, the structure will be accessory to the existing permitted residential use and not used for a business. The current land use will likely remain consistent for the foreseeable future, and the applicant is intending to use the new structure for additional storage space. 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. Page 26 of 380 File Number: A06-23 Report Number: 2023-350 Page 2 Page 4 of 4 The proposed relief will provide additional storage space for the applicant and as the proposed relief is not anticipated to impact the long-term use of the land, or impact any existing or surrounding land uses, the requested relief can be considered minor. 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. RECOMMENDATION: That the Oxford County Land Division Committee approve Application File A06-23t submitted by Danielle Pasztor, for lands described as PT LOTS 8, 9, MID CON 4 NTR in the Town of Tillsonburg, as it relates to: 1. Relief from Relief from Section 18.0, Future Development Zone (FD), 18.1 Uses Permitted – Table 18.1: Uses Permitted, to permit the construction of one new accessory structure with a maximum gross floor area not to exceed 145 m2 and in a location as generally illustrated on Plate 5 of Report CP 2023-350, to the satisfaction of the Town of Tillsonburg. Subject to the following condition: i. A building permit for the proposed accessory structure shall be issued within one (1) of the date of the Committee's decision. As the proposed variance is: (i) a minor variance 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 27 of 380 October 31, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 9680 Notes NAD_1983_UTM_Zone_17N 484 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) Rokeby Sideroad Regional Road 39 Bell Mill Sideroad Highway 3 Subject Property Plate 1: Location Map and Existing Zoning A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Page 28 of 380 October 31, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 4840 Notes NAD_1983_UTM_Zone_17N 242 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: 2020 Aerial Map A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Subject Property Rokeby Sideroad Bell Mill Sideroad Page 29 of 380 October 31, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 1210 Notes NAD_1983_UTM_Zone_17N 61 Meters Plate 3: 2020 Aerial Map - Close-up A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Rokeby Sideroad Subject Property Existing House Existing Garage Existing Barn Page 30 of 380 October 31, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 3830 Notes NAD_1983_UTM_Zone_17N 192 Meters 100 Metre Buffer Ingersoll Village Land Use Designation Village Core Service Commercial Low Density Residential Medium Density Residential Industrial Major Institutional Future Urban Growth Open Space Environmental Protection School Requiring Secondary Planning (See Sec. 4.2.2.4) Land Use Designation Residential Residential Reserve Central Business District Entrepreneurial District Neighbourhood Shopping Centre Service Commercial Regional Commercial Node Business Park Traditional Industrial Community Facility Open Space Environmental Protection Future Urban Growth Rural Buffer Industrial Site Specific Policy Area Agricultural Reserve Settlement County Biosolid Storage Facility County Landfill Site Quarry Area Industrial Linear Rural Cluster Pedestrian Predominate Area Plate 4: Location Map and Official Plan Designation A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Subject Property Rokeby Sideroad Page 31 of 380 Plate 5: Applicant's Site Sketch A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Rokeby Sideroad Proposed Accessory Structure Existing Dwelling Existing Garage Page 32 of 380 Plate 6: Applicant's Sketch - Garage Design A06-23 - Pasztor MID CON 4 NTR PT LOTS 8, 9, 233 Rokeby Sideroad, Tillsonburg Page 33 of 380 Page 34 of 380 Page 35 of 380 Page 36 of 380 Page 37 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 To: Mayor and Members of Tillsonburg Council From: Laurel Davies Snyder, Development Planner, Community Planning Applications for Official Plan Amendment and Zone Change OP 23-07-7 & ZN 7-23-04 – Thames Valley District School Board REPORT HIGHLIGHTS • Applications have been initiated by the County of Oxford on behalf of the Thames Valley District School Board (TVDSB) to amend the Official Plan and the Zoning By-law to facilitate medium-density residential development on three proposed blocks on the subject lands. • The zone change application proposes to rezone the subject lands from ‘Minor Institutional (IN1)’ Zone to ‘Special Medium Density Residential Zone (RM-sp)’ to permit two four-storey apartment buildings and twenty-one townhouses. A special provision is proposed to allow for a 5.5 m (18 ft) front yard depth where 6 m (19.68 ft) is required. • Staff recommend approval of the application as it is consistent with the Provincial Policy Statement (PPS), supports and maintains the intent and purpose of the Official Plan respecting additional locations for medium density residential development, and providing a variety of housing options and dwelling types for current and future residents of the Town. DISCUSSION Background APPLICANT/OWNER: Thames Valley District School Board 951 Leathrone Street, London, ON N5Z 3M7 APPLICANT: County of Oxford c/o Rebecca Smith, Manager of Housing Development 21 Reeve Street, Woodstock, ON N4S 7Y3 LOCATION: The subject lands are legally identified as Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6017, in the Town of Tillsonburg. The subject lands are located on the north side of the proposed extension of Dereham Drive, west of Quarter Town Line, and are municipally known as 102 Dereham Drive. Page 38 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 2 of 16 COUNTY OF OXFORD OFFICIAL PLAN: Existing: Schedule “T-1” Tillsonburg Land Use Plan Residential Schedule “T-2” Tillsonburg Residential Density Plan Low Density Residential Proposed: Schedule “T-1” Tillsonburg Land Use Plan Residential Schedule “T-2” Tillsonburg Residential Density Plan Medium Density Residential TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Existing Zoning: ‘Minor Institutional Zone (IN1)’ Requested Zoning: ‘Special Medium Density Residential Zone (RM-sp)’ PROPOSAL: The Official Plan Amendment application proposes to redesignate the subject lands from ‘Low Density Residential’ to ‘Medium Density Residential’ to permit the increased residential density on the site. The Zone Change application proposes to rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’ to permit the development of medium density residential development, including two 4 storey apartment buildings and a proposed townhouse block. The proposed concept for the residential development includes: • Block 1: 4-storey apartment – up to 39 units served by 64 surface parking spaces • Block 2: 4-storey apartment building – up to 39 units served by 61 surface parking spaces • Block 3: Up to 21 townhouses on an internal, private access; served by 50 parking spaces The subject property is approximately 1.89 ha (4.66 ac) in area and is currently vacant. The lands were deemed surplus by the Thames Valley District School Board. Surrounding land uses include institutional and residential land uses to the south (Westfield Public School, single detached dwellings), and residential land uses to the east (single detached dwellings). The lands to the north and west of the subject property are part of the Victoria Wood Subdivision and are planned for residential uses, with a mix of low, medium and high density residential development. Lands abutting the subject property to the north comprise a storm water management block for the abutting plan of subdivision. A Transportation Impact Study (TIS) was completed in support of the applications and concluded that the study area intersections are operating with acceptable levels of service and are forecast to operate with acceptable levels of service under 2028 background and total traffic conditions. The study included the forecasted traffic from the draft approved plan of subdivision and the operation of the Westfield Public School. Page 39 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 3 of 16 Plate 1 – Location Map and Existing Zoning illustrates the location of the subject property and the existing zoning in the immediate vicinity. Plate 2 – 2020 Aerial Map, provides an aerial view of the subject lands. Plate 3 – Applicant’s Sketch: Aerial Concept, provides the proposed development of the subject lands including the future extension of Dereham Drive. Plate 4 – Applicant’s Drawings: Proposed Development Concepts (Blocks 1, 2, 3) provides the proposed concepts for each block. Plate 5 – Victoria Wood Draft Plan - illustrates the relationship between the subject lands and the Victoria Woods Subdivision to the west and north of the subject lands. Application Review PROVINCIAL POLICY STATEMENT The 2020 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions “shall be consistent with” all policy statements issued under the Act. Section 1.1.1 of the Provincial Policy Statement (PPS) directs that healthy, liveable and safe communities are sustained by promoting efficient development and land use patterns which sustain the financial well-being of the Province and municipalities over the long term, accommodating an appropriate affordable and market-based range and mix of residential types (including single-detached, additional residential units, multi-unit housing, affordable housing and housing for older persons), employment, institutional, recreation, park and open space, and other uses to meet long-term needs. Section 1.1.2 of the PPS directs that sufficient land shall be made available to accommodate an appropriate range and mix of land uses to meet projected needs for a time horizon of up to 25 years, informed by provincial guidelines. Section 1.1.3.4 directs that appropriate development standards shall be promoted which facilitate intensification, redevelopment, and compact form, while avoiding or mitigating risks to public health and safety. Section 1.4, Housing, and specifically Subsection 1.4.3 states that planning authorities shall provide for an appropriate range and mix of housing types and densities to meet projected requirements of current and future residents of the regional market area by: • Establishing and implementing minimum targets for the provision of housing which is affordable to low and moderate income households; • Permitting and facilitating all forms of housing required to meet the social, health and well-being requirements of current and future residents; • Permitting and facilitating all types of residential intensification, including additional residential units and redevelopment, in accordance with policy 1.3.3.3; • Directing the development of new housing towards locations where appropriate levels of infrastructure and public service facilities are or will be available to support current and Page 40 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 4 of 16 • projected needs; • Promoting densities for new housing which efficiently use land, resources, infrastructure, and public service facilities, and support the use of active transportation and transit in areas where it exists or is to be developed; and, • Establishing development standards for residential intensification, redevelopment and new residential development which minimize the cost of housing and facilitate compact form, while maintaining appropriate levels of public health and safety. Section 1.7.1 directs that long-term economic prosperity should be supported by, among other measures, encouraging residential uses to respond to dynamic market-based needs and providing necessary housing supply and range of housing options for a diverse workforce, optimizing the long-term availability and use of land, resources, infrastructure, and public service facilities. OFFICIAL PLAN The subject lands are designated ‘Low Density Residential’ according to the Land Use Plan and Residential Density Plan for the Town of Tillsonburg. The subject application proposes to redesignate the lands to facilitate medium density residential development. Section 8.24 identifies that Low Density Residential areas are intended to provide a variety of low-rise, low density housing forms (e.g. single detached, semi-detached, duplex, converted dwellings, quadraplexes, townhouses, and low density cluster development). It is intended that there will be a mixing and integration of different forms of housing in these areas to achieve a low overall density of use. The maximum net residential density for an individual development in the Low Density Residential area is 30 units per hectare (12 units per acre) and the minimum net residential density shall be 22 units per hectare (9 units per acre). In addition, and no building shall exceed three stories in height at street elevation. Section 8.25 identifies that Medium Density Residential areas lands that are primarily developed or planned for low to medium profile multiple unit development that exceeds densities established for Low Density Residential Districts. These districts are intended to include townhouses, medium density cluster development, converted dwellings and low-rise apartments. It is intended that there will be a mixing and integration of different forms of housing to achieve an overall medium density in these areas. The maximum net residential density in the Medium Density Residential area is 62 units per hectare (25 units per acre) and no building shall exceed four storeys in height at street elevation. The proposed development would have a net residential density of 52.38 units per hectare, within the maximum permitted density in Medium Density Residential areas. In addition to the requirements for compliance to the location policies, when considering proposals to designate lands for medium density residential development, Town Council and County Council will be guided by the following site specific criteria: • the size, configuration and topography of the site is such that there is sufficient flexibility in site design to mitigate adverse effects on the amenities and character of any adjacent Low Density Residential area through adequate buffering and screening; • the location of vehicular access points and the likely effects of traffic generated by the proposal on Town streets has been assessed and is acceptable; Page 41 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 5 of 16 • adequate hard service capacity including water distribution, sanitary and storm sewers, power, and gas distribution facilities is or will be available to accommodate the proposed development; • off-street parking and outdoor amenity areas can be provided; • the effect of the proposed development on environmental resources or the effect of environmental constraints on the proposed development will be addressed and mitigated as outlined in Section 3.2. Compact urban form is supported in appropriate locations within Residential and Central Areas of the Town, subject to complying with the policies of the associated land use designations pertaining to the density, form and scale of residential development being proposed. TOWN OF TILLSONBURG ZONING BY-LAW The subject lands are currently zoned ‘Minor Institutional Zone (IN1)’. Permitted uses within the ‘Minor Institutional Zone (IN1)’ include a range of uses set out in Section 19.1. The applicant proposes to rezone the lands to ‘Special Medium Density Residential (RM-sp)’ to facilitate new residential development in the form of two 4-storey apartment building of thirty-nine (39) units each, and twenty-one (21) townhouses. For apartment dwellings, the RM zone requires a minimum lot area of 160 m2 (1,722 ft2) per dwelling unit, a minimum lot frontage of 20 m (65.5 ft), minimum front yard depth of 7.5 m, minimum exterior side yard depth of 7.5 m (24.6 ft), minimum rear yard depth of 10.5 m (34.4 ft) and maximum lot coverage of 40%. A maximum height of 15 m (49.2 ft) is permitted in the RM zone for apartments. For street fronting townhouses, the RM zone requires a minimum lot area of 150 m2 (1,614.6 ft2) or 240m2 (2,583 ft2) for an end unit or no less than 330m2 (3,552.2 ft2) for an end unit on a corner lot, a minimum lot frontage of 5 m (16.4 ft) per dwelling unit or 8 m (26.2 ft) for and end unit or 11 m (36.1 ft) for a corner lot, minimum front yard depth of 6 m (19.7 ft), a minimum exterior side yard depth of 6 m (19.7 ft), minimum rear yard depth of 7.5 m (24.5 ft) and maximum lot coverage of 40%. A maximum height of 11 m (36.1 ft) is permitted in the RM zone for street fronting townhouses. The proposed apartment buildings depicted as Blocks 1 and 2 in Plate 4 appear to meet the zoning provisions for the RM Zone. The proposed townhouses depicted as Block 3 in Plate 4 appear to meet the zoning provisions for the RM Zone except for the front yard setback depth of 5.5 m (18 ft), slightly less than the minimum of 6.0 m (19.7 ft). The parking requirements as contained in Section 5.24.2 require that two (2) parking spaces be provided per street fronting townhouse dwelling and 1.5 parking spaces be provided per dwelling unit in an apartment dwelling. These requirements include visitor parking. The proposal provides the following parking: • Block 1: 64 spaces provided (59 spaces required) • Block 2: 61 spaces provided (59 spaces required) • Block 3: 50 spaces provided, including 8 visitor spaces (32 spaces required) The proposal satisfies the parking requirements and is providing more parking than is required by the Zoning By-Law. Page 42 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 6 of 16 AGENCY COMMENTS The Town of Tillsonburg Engineering Services Department provided the following comments: • If approved, site plan approval will be required. • Engineering Services Department has reviewed the submitted Traffic Impact Study and concurs with the findings. • Engineering Services Department has no concerns with the proposed applications. Town of Tillsonburg Building Services provided the following comments: • No comments/concerns from Building Services. • By-Law Services notes the following concerns in this area related to Westfield Public School for consideration as it relates to the development of this parcel, future development of the subdivision and particularly the extension and design of Dereham Drive: • Based on current use/patterns, vehicular traffic is busy before and after school (i.e. drop off and pick up). • Determine if Westfield PS has plans for an addition or just portables based on projected population and the proposed subdivision. • Suggest that Westfield PS parking lot is extended to the west along Dereham Drive to deal with before and after school parking pressures. • Recommend the installation of a PXO for future X-Guard location which will need to be analyzed for proximity to the Quarter Town Line/Dereham Drive intersection and provide ample width of Dereham Dr. Tillsonburg Hydro Inc. provided the following comments: • There is an existing easement in favor of THI that will need to be adjusted as part of the property changes. • There is an existing high voltage duct bank along the proposed right of way that will need to be relocated as per Town of Tillsonburg road cross sectional requirements. • New Blocks 1, 2 & 3 will require easements for future high voltage and transformer infrastructure located on the property. • THI will need to extend additional high voltage electrical feeders to the west limits of the Dereham Drive Road extension for future consideration of residential development. Oxford County Public Works Department provided the following comments: • No concerns with the proposed Zone change and Official Plan Amendment; further comments will be provided with the Site Plan Application. • A capacity analysis will be completed for the site regarding sanitary and water requirements based on the FSR provided during Site Plan Application. The Tillsonburg Affordable and Attainable Housing Committee reviewed the applications at their July 26, 2023 meeting and adopted the following resolution: 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. Page 43 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 7 of 16 The Tillsonburg Economic Development Advisory Committee reviewed the applications and their August 15, 2023, meeting and adopted the following resolution: THAT the Economic Development Advisory Committee recommends deferral of this application until the results of the following items are known: • Traffic Study • Site-specific Traffic Study • Transportation Study • Oxford County Transportation Plan • Town of Tillsonburg Transportation Plan AND THAT the Committee has concerns with regards to congestion and safety due to the close proximity of the site to an elementary school and with the pending large residential development happening nearby in the near future. Other circulated agencies, including the Long Point Region Conservation Authority, Ministry of Environment, Conservation and Parks and Town of Tillsonburg Development Commissioner indicated they had no concerns with respect to the applications. PUBLIC CONSULTATION Notice of the complete application regarding this proposal was provided to the public and surrounding property owners on September 19, 2023, and notice of public meeting was issued on October 23, 2023 in accordance with the requirements of the Planning Act. At the time of writing this report, one email and one letter had been received which are attached to this report as ‘Appendix A’ for Council’s consideration. Planning Analysis Applications have been received to amend the Official Plan and the Town’s Zoning By-law to permit the development of housing on the subject property in three blocks. The development on Block 1 would consist of a 4 storey apartment building with up to 39 units, served by 64 parking spaces. Block 2 would consist of a 4 storey apartment building with up to 39 units served by 61 parking spaces, and Block 3 would consist of up to 21 townhouses served by 50 parking spaces. The submitted applications seek to redesignate the lands from ‘Low Density Residential’ to ‘Medium Density Residential’ and rezone the lands from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’ to permit the development of seventy-eight (78) apartment units and twenty-one (21) new townhouses in Tillsonburg. Planning Staff are of the opinion that the proposal is consistent with and supports the policies of the Provincial Policy Statement (PPS). The proposed development is an efficient use of land and municipal services within a settlement area. In addition, the development contributes to providing a range of housing types and densities for current and future residents of the Town of Tillsonburg, and for the broader regional market area. With respect to the proposed Official Plan amendment to provide increased residential density on the subject lands, it is the opinion of Planning staff that the Official Plan criteria respecting the designation of additional Medium Density Residential areas have been satisfactorily addressed. More specifically, Staff are of the opinion that as per the criteria identified in Section 8.2.5 of the Official Plan, the size, configuration, and topography of the subject lands is such that there is sufficient flexibility in site design(s) to mitigate potential adverse effects on the amenities and Page 44 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 8 of 16 character of any adjacent Low Density Residential area through adequate buffering and screening. Staff notes that the lands immediately to the north of the subject lands in the Victoria Woods Subdivision, as illustrated in Plate 5, will be used for storm water management purposes, providing an additional buffer between the proposed apartment on Block 1 of the subject lands and the low density development within the adjacent draft plan of subdivision. As illustrated in Plate 4, the proposed development has been designed to provide buffering between each block, and, between the three blocks and adjacent existing and future development (i.e. through the location of parking lots, driveways, amenity area). • Block 1: The proposed building is located approximately in the centre of the block; the parking and amenity area surround the building, providing a buffer to future adjacent development. • Block 2: The proposed building is located at front of the block; the parking at the rear of the block and driveway to the east of the proposed building provide buffers to future adjacent development. • Block 3: There are four (4) single detached dwellings adjacent the eastern part of the subject lands (which front onto Quarter Town Line). The proposed development for the part of the site, consists of twenty-one (21) townhomes. As per Plate 4, the concept plan for this block illustrates that the side yard provisions of the ‘Medium Density Residential Zone (RM)’ are being exceeded by 4.0 m, providing a total of 10.0 m between the existing dwellings on Quarter Town Line and proposed new townhouses. A special provision is required to reduce the front yard setback from 6.0 m to 5.64 m. The proposed net residential density of the subject lands is within the limits permitted in the ‘Medium Density Residential’ designation. The proposed development will be in the form of two (2) 4-storey apartments of 39 units per apartment building, and twenty-one (21) townhomes. Both residential types are permitted in the ‘Medium Density Residential’ designation. The proposed heights of the apartment buildings are within the range permitted in the ‘Medium Density Residential’ policies. Access to the subject lands is anticipated to be provided through the Dereham Drive extension. The applicant is in discussions with the developer of the abutting lands to the west and the Town of Tillsonburg with respect to the timing and construction of the proposed extension to Dereham Drive. The construction of the road is expected to commence prior to the development of the subject lands. The applicant submitted a Transportation Impact Study (TIS) was completed by Paradigm Transportation Solutions Limited. The TIS concluded that the study area intersections are operating with acceptable levels of service and are forecast to operate with acceptable levels of service under 2028 background and total traffic conditions. The study recommended the following: • a northbound left-turn lane with 15 metres of storage be provided on Quarter Town Line at Dereham Drive prior to 2028; • the Town monitor the intersection of Quarter Town Line and Concession Street for a southbound left-turn lane prior to 2033; and, • the development be considered for approval as proposed. The Town of Tillsonburg Engineering Staff reviewed the TIS and stated that considering that the impact of the school was evaluated through the Victoria Woods TIS (in conjunction/consideration to the proposed development of 102 Dereham Drive), the TIS conditions and/or evaluations that would otherwise be required by this development have been met and they are satisfied with the conclusions and recommendations of the TIS. Page 45 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 9 of 16 With respect to the proposed zoning amendments, Staff are of the opinion that the relevant zoning provisions for the ‘Medium Density Residential Zone (RM)’ set out in Section 9.2 of the Zoning By-law are being met. The one exception is a reduction to the front yard setback on Block 3 from 6.0 m to 5.64 m to accommodate the site plan. Staff are of the opinion that this is a reasonable reduction, will not impact the provision of required onsite parking and will not negatively impact the functioning of the site and propose that for consistency, this reduction is applied to the entire site. This office is of the opinion that the proposed amendment to the Official Plan to accommodate the proposed development of the subject lands complies with the relevant policies of the Official Plan. The proposed amendment supports goals of the Official Plan regarding compact urban form, accommodating present and future housing demands, facilitating a choice of housing type and tenure, and increasing the supply of affordable housing. This office is also of the opinion that the proposed zoning by-law amendment is appropriate and can be given favourable consideration. RECOMMENDATIONS 1. It is recommended that the Council of the Town of Tillsonburg advise County Council that the Town supports the application to amend the Official Plan (File No. OP 23-07-7) as submitted by the County of Oxford for lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg, to re-designate the lands from Low Density Residential to Medium Density Residential; 2. And further, it is recommended that the Council of the Town of Tillsonburg approve in-principle the zone change application (ZN 7-23-04), submitted by the County of Oxford, whereby the lands legally described as Part Lot 8, Concession 12 (Dereham), municipally known as 102 Dereham Drive in the Town of Tillsonburg are to be rezoned from ‘Minor Institutional Zone (IN1)’ to ‘Special Medium Density Residential Zone (RM-sp)’. SIGNATURES Authored by: "Original Signed by" Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission: "Original Signed by" Eric Gilbert, RPP, MCIP Manager of Development Planning Page 46 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 10 of 16 Appendix A Correspondence Received regarding OP-23-08-7 & AN7-23-05 Page 47 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 11 of 16 Page 48 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 12 of 16 Page 49 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 13 of 16 Received via email September 19, 2023 I think this is a horrible use of this land. That area is a poorly planned nightmare. I have one child attending Westfield and another will be soon. With the overcrowding getting worse I’m seeing daily a breakdown in the behaviour . It’s honestly a matter of when not if something happens there. Once a road goes in there it’s going to be orders of magnitude worse. Then you want to throw in 100 housing units right in the immediate vicinity? I would support this wholeheartedly if dereham drive was not a through road. Keep it as a horseshoe and force the school board to double the parking serving the school as a condition for the rezoning. Problem not solved but better than it is. That area and any future schools needs some extremely serious thought put into them. So many oversights that become evident when using the property. Dane Willson, Broker, Royal Lepage R.E. Wood Realty 519-777-2738 Page 50 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 14 of 16 Page 51 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 15 of 16 Appendix B Draft By-law Page 52 of 380 Report No: CP 2023-207 COMMUNITY PLANNING Council Date: November 13, 2023 Page 16 of 16 Page 53 of 380 September 15 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 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 1: Location Map with Existing ZoningZN 7-23-04 & OP 23-07-7 - Thames Valley District School BoardPart Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107, 102 Dereham Drive, Tillsonburg Dereham Drive Subject Lands Quarter Town Line Esseltine Drive Page 54 of 380 September 15, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2420 Notes NAD_1983_UTM_Zone_17N 121 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: 2020 Aerial Map ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Dereham Drive Esseltine Drive Quarter Town LineSubject Lands Page 55 of 380 September 15, 2022 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 2290 Notes NAD_1983_UTM_Zone_17N 115 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 3: Applicant's Sketch: Aerial Concept ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, Tillsonburg Subject Lands approx 1.82 hectares (4.5 acres) Dereham Drive Esseltine Drive Block 3 - Proposed Townhouses (up to 21 townhouses) Block 2 - Proposed 4- Storey Apartment Building (up to 39 units) Block 1 - Proposed 4- Storey Apartment Building (up to 39 units) Quarter Town Line Dereham Drive Extension Page 56 of 380 XXXXXXXXXX X X X X XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXREFER TO BLOCK 2 CONCEPTS4 STOREY APARTMENT1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEPlate 4: Applicant's Drawings: Proposed Development Concepts (Blocks 1, 2, 3) ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgBlock 1: 0.63 ha (1.56 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 57 of 380 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX4 STOREY APARTMENTREFER TO BLOCK 1 CONCEPT REFER TO BLOCK 3 CONCEPT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 2: 0.6 ha (1.47 ac) Proposed 4-Storey Apartment Building (up to 39 units)Dereham DrivePage 58 of 380 REFER TO BLOCK 2 CONCEPTS BLOCK C - 5 UNITSTWO STORY TOWNSBLOCK D - 6 UNITSTWO STORY TOWNSBLOCK A - 5 UNITSTWO STORY TOWNS BLOCK B -5 UNITSTWO STORY TOWNS10m SERVICE EASEMENT XXXXXXXXX1599 Adelaide St. N, Unit 301, London, Ontario, N5X 4E8Tel: (519) 471-6667 Fax: (519) 471-0034Email: sbm@sbmltd.caKEY PLANPRELIMINARYNOT FORCONSTRUCTIONREFERENCE DOCUMENTS:SUBJECTSITEBlock 3: 0.66 ha (1.63 ac) Proposed Townhouses (up to 21 units)Dereham DrivePage 59 of 380 XXXXXXXXX X X X X XXXXXXXXXXXX 26.43m24.39m31.63m20.13m31.83m 34.86mPART 1 41R-9064AREA=0.12HA WALK W A Y T O DOWN T O W N 1+200 1+100 1+200 PART 7 41 PART 1 PART 4 PAR T 8 PART 9 54 49 64 0+100 200∅ S A N 300∅ S T M MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA53240 . 0 240.0 240.0 240.0240.0240.0241 .0 241.0 241.0 241.0 242.0 241.0 241.0241.0 24 2 . 0 242.0 242.0 242.0 242.0 240.0 240.0 240.0241.0241.0 241.0240.0 240.0 240.0 240.0 240.0 1.5m CONCRETE SIDEWALK61.6m - 200∅ SAN @ 0.49%62.4m - 450∅ STM @ 1.01%EX. 300∅ DI WATERMAIN 1.5m C O N C R E T E S I D E W A L K 1.5m C O N C R E T E S I D E W A L K (ABA N D O N E D ) 150∅ W M FORME R T RI L LI U M R AI L W A Y ( A B A N D O N E D ) 3.0m W I D E A S P H A L T P A T H 3.0m W I D E A S P H A L T P A T H FUT. CB FUT. CB CB 54 D CB 54 C 39.4m - 25 0 ∅ STM @ 1 .5 0% 48 1.8m C O N C R E T E SIDEWA L K200∅ PVC DR18 WATERMAINDI 61CMH ST61MH SA21MH ST62MH SA22MH ST67 MH SA27 MH ST66 MH SA26 MH SA25MH ST65MH SA24MH ST64MH ST6 3 MH SA 2 3 CB64C DCB64 B DCB64ACB62BCB62ADI 62CCB65ACB65BHYD WV 46.7m - 3 7 5 ∅ S T M @ 0 . 7 0 % 48.8m - 2 0 0 ∅ S A N @ 0 . 5 0 % 25.2m - 450∅ STM @ 0.44% 28.6m - 200∅ SAN @ 0.49%CB 61ACB 61B35.7m - 300∅ STM @ 1.70%1.5m CONCRETE SIDEWALKWVHYD22.5° B E N D 45° BENDWVWVWVWVWVWV200x150 REDUCER3.0m EASEMENT 1 300 1 400 EDGE O F F I E L D 84- 1 1 80-1 FUTURE 11.2m BACK TO BACK BARRIER CURB3.0m EASEMENT 80-280-3 TRILLI U M R A I L PHASE 9APHASE 9BPHASE 9A REYNOLDS WAY SUBDIVISIONTHE OAKS SUBDIVISIONTHE OAKS SUBDIVISION1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK1.5m CONCRETE SIDEWALK70-1270-1370-1470-1570-1670-1770-1870-1970-2070-21 71-171-271-371-471-571-671-780-1880-1980-2080-2180-22PHASE 9BPHASE 9APHASE 9BPHASE 9ABH 5 BH 6 BH 7 BH 9 BH 8PHASE 9A TOP E D G E O F W A L L TOE OF W A L L2010 x 2240 V ER T . E L L IPSE C ULVERT TOP E D G E O F W A L L BOTT O M O F W AL L SWANCE DR A I N WALKWAYPARKETT E 20.12 m R O W 15. 0m R O W EX. 300∅ DI WATERMAINDIMH ST 1 15 . 4m- 20 0∅ S TM @ 1 . 1 % ±1000mm∅ PERFORATED CMP STAND PIPE INLET237.5237.5 2 3 7 .5 23 7 . 5 237.5237.5 236.1236.1 236.123 6 . 1 23 6 . 0236.0236.0 236.0234.85234.85 234.852 3 4 . 8 53.0m - TOP OF BERM3.0m - WALKWAY4:1 4:1 4:1BOTTOM OF 3:1 SLOPE3.0m - WALKWAY4:1 R=20. 0 0 m 75.0m - SWALE @ 1.0%73.9m - 1200∅ STM @ 0.30%HYD WV WVWVWV WV WVWV 356 1 4 20 19 17 16 FUTURE 1.5m CONCRETE SIDEWALKFUTURE 11.2m BACK TO BACK BARRIER CURBSTORM WATER MANAGEMENT AREAPHASE 1 PHASE 2 PHA S E S 7 PHAS E 2 PHAS E 3 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 224.0 22 4 . 0 224.0224 .0 224.0 224.0 223.0 223.0 223 .0223.0 223 . 0 223.0 223.0 22 3 . 0 223.0 223.0 223.0 223.0 222.0 222. 0 222.0 22 2 . 0 222.0 22 2 . 0 222 . 0 222. 0221.0 221.0222.0225.0225.0 225.0 225.0 226. 0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0 226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0236.0237.0238.0239.0 225. 0226.0227.0228.0229. 0230.0231.0232.0233.0234. 0235. 0236.0237.0 238.0 240 .0 239 . 0238.0237.0236.0235.0 234 .0 23 4 . 0 23 5 .0 23 6 . 0 23 7 . 0 23 8 . 0 23 9 . 0 224.0 225.0 226.0 227.0 228. 0 229. 0 230 . 0 231. 0 232 . 0 233. 0 23 4 . 0 235 . 0 23 6 . 0 236.0 235.0 234.0 233.0 232.0 231.0 230.0 229.0 228.0 227.0 226.0225.0 224.0 225.0226.0 22 7 . 0228.0 22 9 . 0 23 0 . 0 23 1 .0232. 0 23 3 . 0 23 4 . 0 23 5 .0225.0226.0227.0228.0229.0230.0231.0232.0233.0234.0235.0225 .0226 .0 227 .0228.0229.0230.0231.0 232 . 0 233 . 0 23 4 .0235.0236.0 23 5 .0 234 . 0 22 3 . 0 22 4 . 0 22 5 . 0 22 6 . 0227.0 228 . 0 22 9 . 0230.0231 . 0 23 2 . 0 23 3 .0 23 4 .0 224.0 225.0 226.0 227.0 228.0 229.0 230.0 231.0 232.0 232.0 231.0 230.0 229.0 228.0 227.0226.0225.0 224.0223.0 222.0221.0 220.0 239.0 237.0 238.0 239.0 236. 0 237 .0 238 . 0 239. 0 238.0 238.0 239.0 237.0 23 7 . 0236 .0236.0 235.0 235.0 235.0233.0 232.0 239.0240.0 240.024 0 . 0 240.0 240.0 239.0 240. 0 240.0 240.0 240 . 0 240.0 240 . 0 240.0 240.0 240.0240.0240.0 241. 0 241.0 241.0 241.0241.0 241.0 241.0 241.0 241.0 241.0 241.0 241. 0 241.0 241.0241.0 242.0 242.0 242. 0 242 . 0 242. 0 242.0 242.0 242.0 242.0 242.0 242. 0 241.0241.0 241.0 241.0 241.0 241.0241.0 241.0 24 2 . 0 242.0 242.0 242.0 242.0 242.0 242.0 242.0 243.0 243.0 240.0 240.0 240.0 241.0 241.0241.0 241.0240.0 240.0 240.0240 .0 240.0 240.0 240.0 240.0 239.0239.0WVFUTURE 1.5m CONCRETE SIDEWALK4:1 SLOPED GRATEINLET=238.81 NINV.= 237.26 SEX. 300∅ DI WATERMAINEX. 300∅ DI WATERMAINPHA S E 1239.01200mm∅ CONCRETEHEADWALLDI 2A (T) 600x600mmFUTURE 900∅ STMFORMER TRILLIUM RAIL 2.5m - 250∅ CMP NIPPLE @ 0.8% ±1 2 2 0 x 1 2 2 0m m P ON D O U T L E T CO N T R O L C H AMB E R S T 1 0 5 EMERGENCY OVERFLOW WEIR5.0m BTM, 5:1 SLOPES19 . 1m - 60 0 ∅ S TM @ 5 . 60 %28.9m - 600∅ STM @ 33.3% 5 MATS CABLE CONCRETE CC45SS 3:1 3:1 3:13 M A T SCAB L E C ONC . C C 4 5 S S DIMH ST100 47° BENDMH ST10218.3m - 900∅CMP @ 7.65%45° BEND30±t 100k g S I ZERIP RAP HEADWA LL 221.0 221.0 1 0 9 7 11 1 2 1 3 1 5 8 11.0m BACK TO BACK MOUNTABLE CURB 11.0m B A C K T O B A C K M O U N T A B L E CU RB 9.0m B A C K T O B A C K M O U N T A B L E C U R B 117.6m - 300∅ SAN @ 0.85% 10 7 . 7 m - 3 0 0 ∅ S A N @ 0 . 8 3 % 53.2 m - 2 0 0 ∅ S A N @ 1 . 5 0 % 17. 4m - 3 0 0 ∅ 20.2m - 2 0 0 ∅ S A N @ 1 . 5 0 % ± MH SA5MH ST6 MH S A 7 MH SA 5 0 M H S T 4 MH ST3 MH ST2 37 PAR T 8 19. 5 m - 9 0 0 ∅ 19.7m - 3 7 5 ∅ S T M @ 0 . 5 5 % ± MH ST5 0 55.0m - 3 7 5 ∅ S T M @ 0 . 5 1 % 10 4 . 4m - 9 0 0 ∅ S T M @ 0 . 3 8% 105.2m - 900∅ STM @ 0.43% 250∅ CB 2C CB 2B CB 2DCB 4 A 300∅ PVC DR18 WATERMAIN 30 0 ∅ P VC DR 1 8 W A T E RM A I N CB 4 B 29.0m - 1 5 0 ∅ W M @ - 0 . 5 0 % 1.5m C O N C R E T E S I D E W A L K WV WVWV 1.5 m C O N C R E T E S I D E W A L K 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K HY D W V CB 5 A 66.3 m - 2 0 0 ∅ S A N @ 1. 5 2 % 56.5m - 3 0 0 ∅ S T M @ 1 . 5 2 % CB 50 A CB 50 B MH SA5 4 MH ST 5 4 CB 54A CB 54B MH ST53MH SA5374.4m - 200∅ SAN @ 0.74% 74.5m - 300∅ STM @ 0.77%DCB 52ADCB 52BMH ST52MH SA52MH S T 5 1MH S A 5 1 6 7 . 7 m - 2 0 0 ∅ S A N @ 0 . 4 8% 6 3 . 4 m - 3 0 0 ∅ S T M @ 0 . 5 7 % 150∅ WATERMAIN 1 5 0 ∅ W A T E R MA I N 1.5m CONCRETE SIDEWALK 1.5m C O N C R E T E S I D E W A L K 1. 5 m CONC R E T E S I D E W A L K 1.5m CONCRETE SIDEWALKST M @ 0 . 3 5 % ± SA N @ 0 . 8 0 % ±WV HYD 1.5m C O N C R E T E S WK 1.5 m C ON CRETE SI DE WALK 1.5m CO NCRETE SID EWALK 150∅ W A T E R M A I N39.4m - 25 0 ∅ STM @ 1 .5 0% 37. 1 m - 3 0 0 ∅ S A N @ 0 . 8 0 %MH SA8 MH ST5 35. 8 m - 9 0 0 ∅ S T M @ 0 . 3 5 % 300 ∅ P V C DR18 W M 98.4 m - 20 0 ∅ S A N @ 1.26 % 97.9 m - 3 7 5 ∅ ST M @ 0. 3 5 % MH S T 5 5 MH S A 9 22.5 ° BEND MAIN S T O P CAP c/w50∅300x150∅ RE D UCER 200∅ PV C D R1 8 W M HYD CB 5 5 A CB 5 5 B 11 ° BEND1/4 (R) 2 7 2 8 P A R T 10 2 5 24 22 2 3 30 2 6 2 9 3 2 3 1 50 38 39 40 PART 7 41 PART 1 PART 4 51 36 21 PART 13 18 35 55 52 PART 9 4 9 20 19 17 16 48 54 (TOWN OF TILLSONBURG)300x2 0 0 ∅ R E D U CE R PHA S E 3 2 14 CAP SAN @ 0 . 3 5 % 13.1m - 3 0 0 m m ∅AREA OUTSIDE OF TOWN LIMITS 6.20hanorthAGRICULTURALAGRICULTURALPUBLIC SCHOOLTHAMES VALLEY DISTRICTSCHOOL BOARDEXISTINGSOCCER FIELDWESTFIELD AGRICULTURALEXISTING TREE FARMEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALEXISTING RESIDENTIALWideningWidening0.001 ha.PLANNINGURBAN DESIGN& LANDSCAPEARCHITECTUREMHBC540 BINGEMANS CENTRE DR., SUITE 200, KITCHENER, ON, N2B 3X9| P: 519 576 3650 | WWW.MHBCPLAN.COMI HEREBY AUTHORIZE MACNAUGHTON HERMSEN BRITTON CLARKSON PLANNING LIMITED TOSUBMIT THIS PLAN FOR APPROVAL.Surveyor's CertificateI HEREBY AUTHORIZE CERTIFY THAT THE BOUNDARIES OF THE LAND TO BE SUBDIVIDED ON THISPLAN AND THEIR RELATIONSHIP TO THE ADJACENT LANDS ARE ACCURATELY AND CORRECTLYSHOWN.Subject LandsSCALEDwg No.1 of 1DateFile No.21204 'A'Checked ByDrawn ByL.M./C.A.C.Plan ScaleQ:\21204'A' - Tillsonburg - Plan of Subdivsion\Graphics\DP\18056_Victroia Woods CONCEPT 1A_REV MHBC APR 17 2023.dwgnorth1:00,000ONTARIO LAND SURVEYORCOUNTY OF OXFORDPART OF LOT 8, CONCESSION 12(GEOGRAPHIC TOWNSHIP OF DEREHAM)MUNICIPALITY OF THE TOWN OF TILLSONBURG 1:15001020406080100DRAFT PLAN OF SUBDIVISIONByDateIssued / RevisionOwner's CertificateAdditional Information Required Under Section 51(17) of the Planning Act R.S.O. 1990, c.P.13 as AmendedA. As Shown B. As Shown C. As ShownD. Residential/CommercialE. As ShownF. As ShownH. Municipal Water SupplyI. Loam, Clay, SiltJ. All Services As RequiredL. As ShownG. As ShownJ. As ShownDATEDATEPART OF LOTS 8 & 9, CONCESSION 11MUNICIPALITY OF THE TOWNSHIP OF SOUTHWEST OXFORDPRELIMINARYKIM HUSTEDKIM HUSTED SURVEYINGVICTORIA WOOD (TILLSONBURG-WEST) GP INCASHER BISTRICERDescriptionLow Density Residential (Single Detached)Low Density ResidentialLow Density Residential (Street Townhouses)Medium Density ResidentialHigh Density ResidentialWalkwayWalkway /Service CorridorParkOpen SpaceStorm Water Management0.3m ReservesRoad WideningRoadsTotal 48 702/1117 41.504 ha.Lots/Blocks1-16,19-2817-18,3329-3234-35363738-39404142-4344-4647-48Area (ha) 16.170 1.614 2.094 3.884 3.202 0.010 0.040 2.072 1.776 2.402 0.004 0.090 8.147(Single Detached/Street Townhouses)Widening0.038 ha.Widening0.051 ha.0.001 ha.0.001 ha.0.001 ha.0.002 ha.TVDSB SURPLUSLANDS 2.31ha ±Erosion Hazard Limit (2022)Erosion Hazard Limit (2022)Blk. 32Low Density(StreetTownhouses)0.317 ha.Blk. 29Low Density(StreetTownhouses)0.601 ha.April 17, 2023 Units 278/367 40/71 62/84 120/240 202/355GRANDVIEW WILSON AVENUEDENRICHARNOLD STREETDEREHAMDRIVE AVEDEREHAMDRIVESANDERSCRESCENTWALNUT DRIVEBEECH BLVD.MAGNOLIA CRT.MYRTLE ST.QUARTER TOWN LINE CONCESSION STREET WEST JONES CRESCENTWESTON DRIVEHOGARTH DRIVEHOLLIER DRIVEESSELTINE DRIVE B A LDW IN S TR E E TWESTON DRIVEJ E A N F E R R I E D R DRIVEGRANDVIEWSTREET 'E'STREET 'B'STREET 'H'STREET 'A'ESSELTINE DRIVE DEREHAM DRIVESTREET 'B'STREET 'C'STREET 'D'STREET 'B'STREET 'G' STREET 'F'DRIVE76-152 Units(Based on 63/111 min/max upha)(Based on 31/62 min/max upha)44-88 Units(Based on 31/62 min/max upha)202-355 UnitsSTREET 'I'3.0m Road3.0m Road0.3 m Reserve3.0m Road3.0m Road0.3 m Reserve0.3 m ReserveOwned by the Applicant0.3 m ReserveBlk. 48Blk. 47Blk. 45Blk. 46Additonal LandsBlk. 44Blk. 26Low Density0.572 ha.Blk. 25Low Density0.243 ha.Blk. 23Low Density0.303 ha.Blk. 22Low Density0.929ha.Blk. 28Low Density0.377 ha.Blk. 39 6.0mWide Walkway /Service Corridor0.020 ha.Blk. 27Low Density1.147 ha.Blk. 41Open Space1.776 ha.Blk. 42Storm WaterManagement0.906 ha.Blk. 20Low Density0.491 ha.Blk. 19Low Density0.495 ha.Blk. 21Low Density1.149 ha.Blk. 18Low Density(Single Detached/StreetTownhouses)0.459 ha.Blk. 17Low Density(Single Detached/StreetTownhouses)0.460 ha.Blk. 15Low Density0.498 ha.Blk. 14Low Density0.494 ha.Blk. 13Low Density0.615 ha.Blk. 12Low Density0.596 ha.Blk. 11Low Density1.983 ha.Blk. 8Low Density1.053 ha.Blk. 10Low Density0.621 ha.Blk. 9Low Density0.616 ha.Blk. 40Park2.072 ha.Blk. 34Medium Density1.434 ha.Blk. 6Low Density0.701ha.Blk. 33Low Density(Single Detached/Street Townhouses)0.695 ha.Blk. 31Low DensityType 3(StreetTownhouses)0.576 ha.Blk. 30Low DensityType 3(StreetTownhouses)0.601 ha.Blk. 7Low Density0.244 ha.Blk. 35Medium Density2.450 ha.Blk. 36High Density3.202 ha.Blk. 4Low Density0.239 ha.Blk. 5Low Density0.235 ha.Blk. 3Low Density0.401 ha.Blk. 43Storm WaterManagement1.496 ha.Blk. 2Low Density0.509 ha.Blk. 1Low Density0.520ha.Blk. 386.0m WideWalkway ServiceCorridor0.020 ha.Blk. 373.0m WideWalkway0.010 ha.Blk. 16Low Density0.486 ha.Blk. 24Low Density0.655ha.34.022.022.06.0 34.034.03 6 . 130.031.335.0 35.120.00.322.035.035.020.020.020.022.022.022.020.020.039.69539.69535.00454.58020.020.0206.82969.51569.515 206.82935.035.035.035.020.035.033.834.134.332.735.0 35.034.120.035.035.022.0 22.022.0 35.033.235.022.020.020.0 33.033.033.035.035.0 20.035.035.034.734.735.034.135.035.034.334.420.020.033.0101.623101.986 33.035.035.035.030.030.0 34.0 R20.035.0 35.232.632.630.030.020.0 20.032.632.632.432.420.030.030.020.032.632.620.0 22.0 40.0 40.3 37.5 34.035.434.035.0 20.040.030.330.020.0 Plate 5: Victoria Wood Draft Plan ZN 7-23-04 & OP 23-07-7 - Thames Valley District School Board Part Lot 8, Concession 12 (Dereham), Part 1 of 41R-6107 - 102 Dereham Drive, TillsonburgQuarter Town LineDereham DriveSubject LandsEsseltine DriveWestfield Public SchoolStorm Water Management BlockGrandview DriveStreet "C"Street "A"Street "B"Street "E"Street "D"Concession Street WestPage 60 of 380 Report CP 2023-382 COMMUNITY PLANNING Council Date: November 13, 2023 Page 1 of 3 To: Mayor and Members of Town of Tillsonburg Council From: Laurel Davies Snyder, Development Planner, Community Planning Request for Extension of Draft Approved Plan of Subdivision SB 20-06-7 Westwinds Subdivision REPORT HIGHLIGHTS • A request has been received from Southside Construction Management Ltd. to extend the approval of a draft plan of subdivision for an additional three years to February 2027. • The draft plan was originally approved in February 2021 and will expire in February 2024. Westwinds Phase 1 has been serviced and registered. The reason for the request is to allow Southside Construction Management sufficient time to address the draft conditions for Phase 2. • Planning staff recommend support of a two year extension to provide the owner additional time to satisfy the conditions of draft plan approval and register the draft plan of subdivision. DISCUSSION Background OWNER: Southside Construction Management Limited 75 Blackfriars Street, London ON N6H 1K8 AGENT: Zelinka Priamo Ltd. c/o Casey Kulchycki 318 Wellington Road, London ON N6C 4P4 LOCATION: The subject lands are described as Pt Lt 8 Con 11 (Dereham), Pt1, 41R7957 in the Town of Tillsonburg. The lands are located on the southwest corner of North Street West and Quarter Town Line, and are known municipally as 97 North Street West, Tillsonburg. OFFICIAL PLAN: Schedule “T-1” Town of Tillsonburg Land Use Plan Residential Schedule “T-2” Town of Tillsonburg Residential Density Plan Low Density Residential Page 61 of 380 Report CP 2023-382 COMMUNITY PLANNING Council Date: November 13, 2023 Page 2 of 3 TOWN OF TILLSONBURG ZONING BY-LAW NO. 3295: Existing Zoning: Special Low Density Residential Holding Zone (R2-24H) Passive Use Open Space Zone (OS1) Special Minor Institutional Zone (IN1-3) PROPOSAL: A request for extension of draft plan approval for the above noted subdivision has been received by the Town of Tillsonburg and the County of Oxford. The applicant has requested a three year extension to the draft plan, until February 2027. For Council’s information, the draft plan approved in February 2021 proposed the development of: • 103 lots for single detached dwellings; • 2 blocks for medium density residential; • 2 stormwater management blocks; • 2 blocks for road widening; • 1 parkland block; and, • 4 local streets. Phase I was registered in July 2023 and consists of 37 lots for single detached dwellings, 2 blocks for medium density residential use, 1 stormwater management block, 2 blocks for walkways, 2 blocks for road widening, and 2 local streets. The remaining lands in this draft plan of subdivision (Phase 2) comprises an area of approximately 6.65 ha (16.43 ac) and proposes 66 single detached dwellings, 1 block for parkland, 1 block for stormwater management, 2 blocks for road widening, 1 block for walkways, a First Nations cemetery, and 3 local streets. Plate 1, Location Map, shows the location of the subject lands. Plate 2, Applicant’s Sketch – Westwinds Subdivision Phase 2 Concept, shows the recently approved Phase I, and proposed Phase 2. AGENCY COMMENTS: The application was circulated to various public agencies considered to have an interest in the proposal. The Town of Tillsonburg Building and By-Law Services Department indicated they recommend and support a two-year extension to the draft plan of subdivision. The Town of Tillsonburg Engineering Services Department indicated that they have no concern with a two-year extension. The Oxford County Public Works Department indicated that they support a two-year extension of the draft plan of subdivision. Page 62 of 380 Report CP 2023-382 COMMUNITY PLANNING Council Date: November 13, 2023 Page 3 of 3 Planning Analysis The applicant has requested and extension draft plan approval of the above noted subdivision for three years, to February 2027. While the applicant has requested a three-year extension, staff are recommending that a two (2) year extension be granted, as is generally the practice that has been followed by the Town and County with a view to ensuring that sufficient water/wastewater capacity continues to be available, and to ensure the applicant continues to actively work towards registration of the approved plan. The applicant has indicated that they are targeting Spring 2025 to begin servicing Phase 2. The agencies circulated on this proposal indicated no concerns with a standard two-year extension. The applicant can reapply to the Town and County for further extension, as necessary, if additional time is required to register the plan and will be considered with a view to the development’s progress toward registration and the Town’s water and wastewater capacity situation at that time. Considering the foregoing, Planning staff are supportive of a two year extension of the draft approved plan of subdivision as it will allow the applicant additional time to clear the outstanding conditions of draft plan approval and register the remaining phase of the plan. A resolution of Town Council, in support of the owner’s request, is requested to grant an extension of the approval period. RECOMMENDATION It is recommended that the Council of the Town of Tillsonburg advise Oxford County that the Town supports a two-year extension of draft approval for a plan of subdivision submitted by Southside Construction Management Limited., for lands described as Pt Lt 8, Con 11 (Dereham), Pt1, 41R7957, Town of Tillsonburg, to February 10, 2026, to grant additional time to satisfy the conditions of draft plan approval and register the remaining phase(s) of the draft plan of subdivision. SIGNATURES Authored by: “Original signed by” Laurel Davies Snyder, RPP, MCIP Development Planner Approved for submission by: “Original signed by” Gordon K. Hough, RPP Director Page 63 of 380 October 26, 2023 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey Legend 2850 Notes NAD_1983_UTM_Zone_17N 143 Meters Draft Plans Open Space Right of Ways Properties 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 1: Location Map File No.: SB20-06-07 - Southside Construction Management Ltd. PT LT 8 CON 11 (Dereham), PT1, 41R7957- 97 North Street West, Tillsonburg Page 64 of 380 E:\OSOFT141\Wayne\Greg's Dwg's\20-16154M-2.dwg Plate 2: Applicant's Sketch: Westwinds Subdivision Phase 2 Concept File No.: SB20-06-07 - Southside Construction Management Ltd. PT LT 8 CON 11 (Dereham), PT1, 41R7957- 97 North Street West, Tillsonburg Phase 1 Phase 2 Page 65 of 380 Report CP 2023-363 COMMUNITY PLANNING Council Date: November 13, 2023 To: Mayor and Members of Town of Tillsonburg Council From: Gordon Hough, Director, Community Planning Report Regarding Conservation Authority Service Agreements (Upper Thames River CA and Grand River CA) REPORT HIGHLIGHTS • The purpose of this report is to provide Council with a brief overview of the regulatory changes to the Conservation Authorities (CA) Act that came into effect in late 2020 (including various regulations that were introduced through 2021 and 2022) and outline the process that has been followed by the CAs with respect to transitioning to a new service delivery model. • The report also includes details regarding two Memorandums of Understanding (MOU) that have been negotiated by County Planning and Corporate Services staff with the Upper Thames River Conservation Authority (UTRCA) and the Grand River Conservation Authority (GRCA) regarding the provision of certain services by these CAs. DISCUSSION Background Provincial Legislative Changes Planning staff provided information (by way of Briefing Note) to all Area Municipal CAOs and Clerks in November, 2020 regarding Bill 229, Protect, Support and Recover from Covid -19 Act (Budget Measures, 2020, which provided an overview of the key changes that were contained in the Bill and outlined the potential implications for the County and Area Municipal partners. The noted Briefing Note is attached to this report for Council’s information. The amendments introduced via Bill 229 in December 2020 were intended to improve transparency and consistency in CA operations, strengthen municipal and provincial oversight, and streamline the role of CAs with respect to the issuance of permits, and land use planning in general. Bill 229, and subsequent regulations, propose to make growth and development more efficient, both in support of the provincial economy coming out of the COVID-19 pandemic, and going forward. Page 66 of 380 Report CP 2023-363 COMMUNITY PLANNING Council Date: November 13, 2023 Page 2 of 5 Bill 229 was supported by several regulations that have come into effect since the amendments introduced by the Bill received Royal Assent. Among these regulations, Ontario Regulation 686/21 – Mandatory Programs and Services prescribes the mandatory programs and services that CAs will be required to provide, including core watershed-based resource management strategies and permit review and issuance related to natural hazards. In addition to the mandatory programs prescribed (identified as Category 1 programs), the regulation also provides for municipal programs and services (Category 2) and programs and services determined by the CAs as advisable (Category 3). O. Reg. 686/21 came into effect in January, 2022. Further to O. Reg. 686/21, Ontario Regulation 687/21 – Transition Plans and Agreements for Programs and Services came into effect in October, 2021 and requires that each CA create a ‘transition plan’ that outlines the steps to be taken to develop an inventory of programs and services and enter into agreements with participating municipalities to fund non-mandatory programs and services through the municipal levy. In accordance with O. Reg. 687/21 final transition reports are to be completed by January 2024 with a view to providing sufficient time to review, discuss and complete the agreements regarding non-mandatory services. Subsequent to the foregoing legislation and regulations coming into force, the Province enacted legislation referred to as Bill 23, More Homes Built Faster Act, 2022 which implemented further measures intended to streamline land use approvals, including amendments to the Conservation Authorities Act. The approval of Bill 23 was followed by additional regulation that restricted the CAs’ role with respect to providing services related to reviewing and commenting on proposals or applications made under a number of provincial acts, including the Planning Act. For clarity, while the CAs continue to review and provide comments on development applications related to their mandate in regard to natural hazards, the CA’s have not been reviewing or providing comments on development applications regarding matters pertaining to natural heritage resources. Conservation Authorities Act: Program Categories Report No. CP 2022-366, Regulatory Proposals Under the Conservation Authorities Act, was considered by County Council in September, 2022. The report, which was received by County Council and circulated to all Area Municipal CAOs and Clerks for distribution to their respective Councils and staff, provided an overview of the transition plans and list of categorized programs provided by each of the CAs having jurisdiction in Oxford County, those being Catfish Creek, Long Point, Grand River and Upper Thames. Briefly, Category 1 programs are identified as those which the CAs are required to deliver and will be funded by municipal levy and/or user fees and include Programs and Services (P/S) related to permit administration and compliance activities (i.e. reviewing and processing permit applications, technical studies, enforcement activities and legal expenses) related to Sections 28 and 30 of the CA Act. Category 2 P/Ss are those that will be provided at the request of the municipality and will be carried out by the CA on behalf of the municipality and are generally to be funded via government and other agency grants and/or municipal funding via a Memorandum of Understanding (MOU) or other agreement. Plan review not related to Natural Hazards (such as Natural Heritage resources) is an example of a P/S under Category 2. Page 67 of 380 Report CP 2023-363 COMMUNITY PLANNING Council Date: November 13, 2023 Page 3 of 5 Category 3 P/Ss are generally described as those that the respective CA Boards determine to be advisable and can be funded via CA generated revenue, user fees, government/agency grants, donations, etc. While this category is not subject to municipal funding, any voluntary funding by a municipality would require a cost-apportioning agreement. Category 3 P/Ss include operation of campgrounds, private land stewardship and restoration, and community education and outreach programs. Comments Memorandums of Understanding / Letter Agreements As noted previously in this report, Bill 23 (and subsequent regulation) essentially removed the CA role in reviewing or commenting on applications made under the Planning Act with respect to Natural Heritage matters. The Catfish Creek Conservation Authority (CCCA) and the Long Point Region Conservation Authority (LPRCA) have advised that this P/S was the only Category 2 service that would potentially be offered by each and further, neither of these CAs have any Category 3 P/Ss that require municipal funding via an MOU or other agreement with the County. In light of the foregoing, MOUs are not required with either the CCCA or the LPRCA. To be clear, these CAs will continue to offer P/Ss of benefit to their respective watersheds, however, the non- mandatory services that are or will be provided will be supported via means other than municipal funds. The Upper Thames River Conservation Authority (UTRCA) and the Grand River Conservation Authority (GRCA) have both identified non-mandatory P/Ss that benefit the health of the respective watersheds, protect and educate residents regarding natural hazards and mitigate the effects of climate change. Similar to the CCCA and LPRCA, both Grand River and Upper Thames offer a number of non-mandatory P/Ss that are funded through means other than municipal funding. However, there are a number of services offered by these CAs that are undertaken on behalf of municipalities or are of local interest, as well as programs that are considered to be advisable and provide a benefit to the broader watershed(s). County staff have been in discussions with both the GRCA and the UTRCA through 2023 with a view to crafting MOUs that identify the P/Ss that will be offered in Oxford County, the terms for providing those services and the cost to the County and Area Municipal partners. Draft versions of both of the above-noted MOUs are attached to this report for Council’s consideration and are summarized below. Council will note that the two agreements are structured differently and in some instances, there are variations on what constitutes a Category 2 P/S vs Category 3, as interpreted by the CAs. UTRCA The UTRCA MOU is a single-document cost apportioning agreement between the CA and the County of Oxford that includes the following provisions: - Term of the agreement is 4 years, from January, 2024 to December, 2028; - The agreement can be terminated by either party with 180 days notice; - The Programs and Services subject to the agreement (and cost apportionment) are included in Schedule A of the agreement and are generally identified as; o Stewardship and restoration o Subwatershed planning and monitoring Page 68 of 380 Report CP 2023-363 COMMUNITY PLANNING Council Date: November 13, 2023 Page 4 of 5 o Community outreach and education - The actual apportionment of program costs are illustrated in Schedule B to the agreement. Further to the above, P/Ss included in the UTRCA agreement are set out only generally. However the CA has developed a Cost Apportioning Agreement Guide that provides more detail regarding these programs and includes a number of specific examples of activities that have been undertaken in Oxford County for each of the identified general programs. While this guide does not form part of the agreement, it is a useful document in understanding the various P/Ss undertaken by the CA in Oxford (see attached for reference). With respect to Schedule B, the cost apportionment among municipalities within the UTRCA watershed is calculated in the same manner as the general levy (i.e. modified current value assessment) and increases to the Schedule B amounts (which reflect only the amounts attributable to the Category 3 Programs noted above) will be the same as increases (or decreases) to the general levy. The figures contained in Schedule B attached to the agreement in this report reflect 2023 calculations. GRCA The GRCA agreement includes an MOU between the CA and the County that sets out the basic parameters of the agreement (similar to the UTRCA), but is accompanied by a ‘Letter Agreement’ which includes an appendix that outlines the P/Ss covered by the agreement as well as deliverables. The GRCA agreement also contains the following provisions: - Term of the agreement is 5 years from the date the agreement is made; - The agreement can be terminated by either party with 180 days notice; - The actual apportionment costs attributable to the County are included in the Letter Agreement and are subject to the same criteria for increases (or decreases) as described for the UTRCA agreement. While the GRCA MOU does not include a guide document similar to the UTRCA, the GRCA has provided a list of non-mandatory programs that are supported by the CA in Oxford County. The list is attached to this report for Council’s information. The Letter Agreement portion of the GRCA MOU indicates that the amount attributable to the County of Oxford in 2024, based on the draft 2024 GRCA budget is approximately $8,100. Comments Council will note that the agreements prepared by the UTRCA and GRCA are somewhat different in format. From information provided by the CAs, it appears that there is no standard template for these agreements mandated by Conservation Ontario and that the agreements prepared by Grand River and Upper Thames were determined by the respective CAs, in consultation with their memberships, to be appropriate for their needs. Further, reviewing the agreements on a ‘side-by-side’ basis, staff are of the opinion that the basic content of the agreements is generally consistent and that the programs and services that are being included in each appear to be similar at a high level (i.e. subwatershed services, stewardship and restoration, community outreach and education). Page 69 of 380 Report CP 2023-363 COMMUNITY PLANNING Council Date: November 13, 2023 Page 5 of 5 While there would appear to be some discrepancy in the agreements as to what each CA has determined to be a Category 2 or Category 3 program, this (according to the CAs) is attributed to internal interpretations as to how particular programs are being delivered. From the County of Oxford’s perspective, the P/Ss being offered through both agreements are beneficial to the County and Area Municipalities and the costs attributed to those services by each (approximately $132,000 for the UTRCA, based on 2023 calculations, and approximately $8,000 for the GRCA, being a draft figure for consideration in the GRCA’s 2024 budget). For information, the P/Ss included in the agreements subject to this report are delivered to the entire, respective watersheds. This approach provides for economies of scale that allow Oxford County and the Area Municipalities to take advantage of programs beneficial to the County at a cost that may not be feasible (or desirable) otherwise. Staff are of the opinion that taking advantage of these economies of scale to offer and/or participate in P/Ss related to education and outreach (e.g. Groundwater Festival), stewardship and restoration (e.g. Clean Water Program, Annual Stewardship Awards) and broad watershed planning is useful and valuable to Oxford. Next Steps Prior to bringing a final report to County Council regarding MOUs with the UTRCA and GRCA, staff are asking each Area Municipality (AM) within the County for a resolution supporting the agreements. While it is recognized that the noted CAs presence within the AMs varies (EZT, Blandford-Blenheim, Woodstock and Norwich are within both watersheds, while Zorra, SWOX and Ingersoll are within only the UTRCA watershed; and Tillsonburg is not within either), because the CA levies are paid via the County levy, the costs that are identified in the agreements are borne by all ratepayers in Oxford. Upon receiving support and endorsement of the agreements, staff will prepare a report for County Council for consideration with a recommendation to authorize staff to complete the agreement process with the GRCA and UTRCA. RECOMMENDATION 1. It is recommended that the Council of the Town of Tillsonburg receive Report CP 2023-363; 2. And Further, that Town Council advise the County that the Town supports entering into MOU/agreements with the Upper Thames River Conservation Authority and the Grand River Conservation Authority for Programs and Services as outlined in Report CP 2023-363. SIGNATURES Authored by: Original signed by Gordon K. Hough, RPP Director Page 70 of 380 1 / 7 BRIEFING NOTE: COMMUNITY PLANNING OFFICE Bill 229, Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020 November, 2020 This briefing memo provides an overview of the key changes contained in the recently released Bill 229, Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020; the impact it has on the Conservation Authorities Act; and outlines the potential implications for Oxford County and its Area Municipalities. Background Unexpected amendments to the Conservation Authorities Act were introduced in Bill 229, Protect, Support and Recover from COVID-19 Act (Budget Measures), on November 5, 2020. Schedule 6 of Bill 229 relates specifically to the Conservation Authorities Act. An Environmental Registry of Ontario (ERO) Bulletin (ERO 019-2646) was also posted on November 5, 2020 stating that there was no requirement for public consultation under Ontario’s Environmental Bill of Rights, 29934 (EBR) because the proposed amendments form part of a budget. The amendments to the Conservation Authorities Act are proposed to improve transparency and consistency in CA operations, strengthen municipal and provincial oversight, and streamline the role of CAs in permitting and land use planning. Bill 229 is proposed to make growth and development easier and more efficient to help aide in the support and recovery of the economy in light of the COVID-19 pandemic. Conservation Ontario, however, is of the opinion the proposed changes will create more ‘red tape’ and higher costs for taxpayers; threaten the independent watershed-based approach used by conservation authorities in the land use planning process; potentially add delays and additional costs in conservation authority enforcement and permitting; and potentially impact the Province’s ability to cost-effectively manage and protect natural hazards and drinking water protection. Consequently, many of the proposed amendments will have negative impacts on municipalities and the planning/permitting process. Due to the Conservation Authority’s role (i.e. Section 28 permits, review and comments of development application, etc.), the planning process is likely to become much slower, more costly, and have additional ‘red tape’ as a result of the proposed amendments. 2019 Amendments to the Conservation Authorities Act More Homes, More Choice Act, 2019 In June 2019, the More Homes, More Choice Act, 2019 (Bill 108) amended the Conservation Authorities Act. These amendments are currently un-proclaimed and include: • Defining the four areas of core mandatory programs and services offered by CAs and allowing for the programs and services to be further defined by regulation. The four areas are: Page 71 of 380 2 / 7 1. Programs and services related to the risk of natural hazards. 2. Programs and services related to the conservation and management of lands owned or controlled by the conservation authority. 3. Programs and services related to the conservation authority’s’ duties, functions and responsibilities as source protection authority under the Clean Water Act, 2006. 4. Programs and services related to conservation authority’s duties, functions and responsibilities under an Act prescribed by the regulations. • Allowing other programs and services outside of the four core areas to be prescribed as mandatory programs and services. • Requiring that municipal financing of a non-mandatory program and service can only continue after a specified date, where there is a financing agreement in place between the conservation authority and applicable municipalities. • Establishing a transition period and a process to identify which programs and services are mandatory and enter into an agreement for the non-mandatory programs or services that are municipally funded, either in whole or in part. • Enabling the minister to appoint an investigator to investigate or undertake an audit and report on a conservation authority. • Clarifying that the duty of a conservation authority “board” members is to act with a view to furthering the objects of the conservation authority. Amendments proposed in Bill 229 propose additional amendments to some of these previous not yet proclaimed regulations. Overview of Key Changes The following is a summary of the key Conservation Authority Act amendments, together with any significant implications and considerations identified by planning staff as a result of Bill 229. General There have been a number of proposed changes related to the Conservation Authorities Act, some being of little concern to conservation authorities and municipalities, and some being of significant concern to both conservation authorities and municipalities. The proposed amendments will have largely negative impacts on the development process as well as the natural environment, and will likely slow the entire permitting process down significantly. The key changes include: the removal of the conservation authorities role in regulating development, the permit and planning application appeal process and the review of, and appeal of, municipal planning applications; allowing the Minister to make decisions on permit appeals and issue permits without input from conservation authorities; and changing the role of municipally appointed CA Board members to make decisions in the best interest of the municipality, and not the broader watershed and conservation authority. Specific amendments proposed are explored in further detail below: Existing Aboriginal or Treaty Rights Section 1 is amended to include a non-abrogation clause regarding existing aboriginal and treaty rights of aboriginal people. Page 72 of 380 3 / 7 • Review/Comments: No comments/concerns. Members of Authority Section 14 is amended to give the Minister the ability to appoint an additional member to a CA to represent the agricultural sector. The duties of every member are to act in the interest of their respective municipality, rather than that of the broader watershed. Minimum qualifications for members of the Board have been repealed through this amendment, and members appointed by municipalities must be municipal councillors. • Review/Comments: The amendment requiring members to act on the behalf of their respective municipality contradicts the duty of the Board Member to act in the best interests of the corporation they oversee (the Conservation Authority). • This amendment puts individual interests above broader watershed interests and could cause potentially watershed damaging developments as a result of not considering the ‘bigger picture’ interests. • Additionally, there are no details regarding how the appointment of an additional member to represent the agricultural sector by the Minister would happen. Clarification is required. Meetings of Authorities Section 15 is amended to require the agenda and minutes of a meeting of the authority available to the public before the meeting in the case of the agenda, and the meeting minutes available within 30 days after the meeting. The agenda and minutes will be posted on the authority’s website. • Review/Comments: No comments/concerns. Chair/Vice-Chair Section 17 is amended to specify the term of appointment for a chair or vice-chair is one year, and they can only serve for two consecutive terms. • Review/Comments: No comments/concerns. Objects Section 20 is amended to revise the objects of a conservation authority to provide mandatory and municipal programs and services and any other programs or services provided under the Act. The former objects were to undertake programs and services designed to further the conservation, restoration, development and management of natural resources. This is still reflected in the purpose of the Act and in various regulation within the Act. • Review/Comments: No comments/concerns. Powers of Authorities Section 21 is amended and includes altering power to enter onto land without owner’s permission and removing the power to expropriate land. • Review/Comments: No comments/concerns. Programs and Services Section 21.1 requires the authority to provide mandatory programs and services prescribed by regulation and meeting the requirements within that section. Section 21.1.1 allows the authority to enter agreements with municipalities to provide programs and services on behalf of the municipality. Section Page 73 of 380 4 / 7 21.1.2 allows an authority to provide programs and services that are advisable to further the purposes of the Act. • Review/Comments: Potential regulations and standards for programs and services are subject to may restrict what the authority is able to do for the member municipalities or to further the purposes of the Act. • These amendments are likely to have a drastic impact on the ability of authorities to provide the same services they offer today, particularly with respect to natural heritage planning. • Clarification is needed on if natural heritage planning is considered a mandatory program or whether each conservation authority will require a service agreement with the municipality to provide it. • Additionally, clarification on the authority’s ability to comment on both locally and provincially significant features needs to be provided. Agreement for “Other Programs and Services” If municipal funding is required for the cost of programs and services provided, the authority is required to enter into an agreement with the participating municipalities. • Review/Comments: As stated above, this is a concern for municipalities. • The authority may be restricted on what it can offer and funding may be hard to allocate for programs and services not previously requiring the same amount of municipal funding or a municipal service agreement. • Even if a municipality wants a program or service, there may not be enough uptake for it to be offered. • Clarification on whether all participating municipalities need to sign an agreement, a majority, etc. for the program or service to be provided if it crosses multiple municipal boundaries. Fees for Programs and Services Section 21.2 is amended to allow any person charged a fee for a program or service provided by the authority to apply to the authority to reconsider the fee, with a decision required to be made in 30 days. Additionally, the decision can now be appealed to the LPAT or the applicant may bring the matter directly to LPAT if they haven’t received a decision in 30 days. • Review/Comments: This amendment has a greater impact on conservation authority staff and resources than municipalities but has the potential to slow down the municipal permitting process due to potentially lengthy LPAT proceedings. • Additionally, potential municipal staff involvement in the LPAT proceedings could create additional work and be costly to the municipality. Provincial Oversight Sections 23.2 and 23.3 are amended to give the Minister the ability to order the authority to prevent or remedy non-compliance with the Act through certain actions. • Review/Comments: No comments/concerns. Ministerial Review Ministerial Review of Permit Decisions Section 28.1(8) is repealed and replaced with provisions allowing the applicant to seek a review of the authority’s decision by the Minister, or to appeal the Decision to the LPAT within 90 days after the decision is made. If the authority doesn’t make a decision within 120 days after the application is submitted, the applicant my appeal the application directly to the LPAT. Page 74 of 380 5 / 7 • Review/Comments: These amendments allow applicants to appeal the decisions made by the authority to either the Minister or the LPAT. This will create a bigger workload for conservation authorities and slow the entire municipal permitting and planning process down significantly, as well as add municipal costs, should applications be appealed to the LPAT. • This amendment will also make enforcement and compliance with the authority’s objectives more difficult. • Regulations will need to be provided on when the 120 day period begins (i.e. time of complete application submitted, what constitutes a complete application, etc.). Minister’s Order Re, Section 28 Permit This amendment allows the Minister to order an authority not to issue a permit in an activity that without a permit, would be prohibited. After making an order, the Minister may issue the permit instead of the authority. • Review/Comments: This amendment is similar to a Minister Zoning Order under the Planning Act. This is a significant concern for conservation authorities and municipalities as both will be required to ensure compliance with the Minister’s permit. • This amendment may also result in decisions being made without regard to natural features if there is no conservation authority involvement. Cancellation of Permits Section 28.3 is amended to allow a decision made by an authority to cancel a permit (or make another decisions under section 283(5)) to be appealed by the permit holder to LPAT. • Review/Comments: The ability to appeal the decisions made by the Authority will cause lengthy delays in the permitting process on a municipal level. • Additionally, the authorities can use cancelling permits as part of compliance and the ability to appeal this decision, will make compliance more difficult. Entry Without Warrant, Permit Application Section 30.2 contains an amended list of circumstances where an officer may enter land within the area of jurisdiction of an authority. • Review/Comments: The changes are to amendments previously adopted but not yet proclaimed. The officer is now required to give reasonable notice to the owner and the occupier of the property for permit applications which may result in increased administrative workload for the authority. Entry Without Warrant, Compliance Section 30.2 contains an amended list of circumstances where an officer may enter land within the area of jurisdictions of an authority. • Review/Comments: The result of this amendment is that conservation authorities will maintain their limited existing powers of entry, rather than the enhanced powers of entry within the yet to be proclaimed enforcement and offences section of the Act. • Authorities will likely have to rely on search warrants to gain entry where there are compliance issues and reasonable ground to obtain a search warrant can’t necessarily be obtained where the activities and property can’t be seen without entry (such as from the road). Stop (Work) Order Page 75 of 380 6 / 7 Section 30.4 of the Act is repelled through this amendment. This section, not yet proclaimed, would have given officers the power to issue stop orders to persons who are participating in activities which contravene or are contravening the Act. • Review/Comments: The ability to stop work that is contravening the Act is a tool conservation authorities have sought for years. Without it, conservation authorities must partake in the lengthy and costly process of obtaining an injunction to stop the activities. This amendment adds more process to what could be a fairly straight forward role of the authority. • Additionally, it will make it harder for municipalities to enforce regulations related to conservation authorities happening within their municipal boundaries. Regulations Made by Minister and LGIC All references made to the Mining and Lands Commissioner have been replaced with Local Planning Appeal Tribunal. • Review/Comments: The LPAT may not have the specialized knowledge the MLT has regarding Section 28 Applications and therefore, may not be able to make well-informed decisions. • Additionally, the LPAT has a large backlog of appeals without the additional work of handing conservation authority appeals creating unnecessary delays in the permitting processes. • This amendment will slow down and add costs to the municipal planning and development process. Planning Act – Exclusion of CAs as Public Body Subsection 1(2) of the Planning Act is amended to remove Conservation Authorities as a public body under legislation. • Review/Comments: This amendment lacks clarity on its implications. As a result of this amendment, Conservation Authorities will not be able to independently appeal or become a party to an appeal as a public body at the LPAT. • However, conservation authorities will instead be required to operate through the provincial one window approach, with comments and appeals coordinated through MMAH (a planning system typically for the review of Official Plans and related amendments). • The removal of this designation may make it much harder for conservation authorities to appeal applications or prevent undesirable land uses within their jurisdiction, may add costs and may add lengthy delays to the permitting process. Relevant Legislation • ERO - 019-2646 - Updating the Conservation Authorities Act https://ero.ontario.ca/notice/019-2646 • Bill 229 – Protect, Support and Recover from COVID-19 Act (Budget Measures), 2020 https://www.ola.org/en/legislative-business/bills/parliament-42/session-1/bill-229 Summary Overall, this Act has been introduced to improve transparency and consistency in CA operations, strengthen municipal and provincial oversight, and streamline the role of CAs in permitting and land use planning. Additionally, this Act is seeking to stimulate the economy by making development and land use planning an easier and faster process to help aid in the recovery of economic impacts related to the COVID-19 pandemic. In turn, the proposed amendments will support growth, competitiveness and Page 76 of 380 7 / 7 job creation in communities. It is unclear, however, how the proposed amendments will achieve these objectives from both a municipality and conservation authority standpoint. From a land use planning and permitting standpoint, the proposed amendments will only add lengthy delays to the process due to potential LPAT appeals and will make the process have more ‘red tape’, two things the amendments are wanting to address. Additionally, the proposed amendments have the potential to act in the best interests of municipalities, rather than to protect and enhance the broader watershed. Even when programs are understood to be ‘core programs’ (i.e. flooding, natural hazards), the conservation authority’s power will be curtailed through changes to their boards, their inability to appear as a public body before the LPAT, the new ministerial power to issue permits, and requirement to make decisions within 30 days. The conservation authority’s decisions are now directly appealable to the LPAT, increasing time for applicants to receive a decision and potentially requiring municipal staff involvement for the hearings. The policy direction as proposed within Bill 229 lacks clarity on implications of the amendments and lacks regulations to manage the potential implications. Numerous proposed amendments through Bill 229 are cause for concern within Oxford County and its Area Municipalities. Planning staff will continue to monitor the release of any associated new or updated Provincial guidance to identify any further implications and implementation considerations for the County and/or Area Municipalities that may arise. Prepared by: Manager of Planning Policy Circulated to: Area Municipal CAOs, Clerks and Planners Further information: Any questions related to Bill 229 or the Planning Act can be directed to your Area Planner. Page 77 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 1 Cost Apportioning Agreement (“Agreement”) THIS COST APPORTIONING AGREEMENT made the ____ day of _______________, 2023. BETWEEN: COUNTY OF OXFORD (hereinafter, “Municipality”) - and - UPPER THAMES RIVER CONSERVATION AUTHORITY (hereinafter, “UTRCA”) WHEREAS the UTRCA is a conservation authority established under the Conservation Authorities Act (“Act”) and governed by its participating municipalities in accordance with the Act; AND WHEREAS a Participating Municipality is located wholly or in part within the area under the jurisdiction of UTRCA; AND WHEREAS the County of Oxford is a regional municipality established under the Municipal Act, 2001, as amended, which authorizes the County of Oxford to act as a participating municipality in place of the local municipalities wholly or partly in the area within the jurisdiction of the UTRCA under the Conservation Authorities Act consisting of: Township of Blandford-Blenheim Township of East Zorra-Tavistock Township of Norwich Township of South-West Oxford Town of Ingersoll City of Woodstock Township of Zorra AND WHEREAS the Act permits UTRCA to provide non-mandatory programs and services on behalf of a Municipality under a Cost Apportioning Agreement or such other agreement as may be entered into with the Municipality pursuant to Ontario Regulation 686/21, when levy is required for the delivery of the non-mandatory programs or services that the UTRCA deems advisable to further the purpose of the Act; AND WHEREAS pursuant to Ontario Regulation 686/21, when Conservation Authorities are authorized to apportion costs to municipalities for the delivery of programs and services; NOW THEREFORE in consideration of the terms of this agreement and other good and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties hereto agree as follows: Term of Agreement 1. Initial Term of the Agreement is January 1, 2024, through December 31, 2028. 2. Thereafter, the Agreement shall continue for additional four-year periods (each “Renewal Term”) unless either party provides written notice of their intention to terminate this Agreement and such notice will be given no less than one-hundred Page 78 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 2 and eighty (180) days and no more than three hundred (300) days prior to the end of such calendar year. Agreement Principles 3. The following principles shall guide the implementation of the Agreement between UTRCA and the Municipality: a. The Agreement will provide the overarching terms and conditions for the delivery of non-mandatory programs and services by UTRCA that UTRCA deems advisable to further the purpose of the Act. b. UTRCA agrees to provide the programs and services outlined in Schedule A. c. The Municipality agrees to financially support the programs and services outlined in Schedule A and for such support to be apportioned among the participating municipalities using the Modified Current Value Assessment method, as outlined in Schedule B. d. UTRCA will not add to or delete from the programs and services supported through the Agreement without first consulting with the Municipality and identifying such changes in the annual budget process. Any changes to the programs and services must be approved in writing by the Municipality and any such change following the Municipality's written approval shall be reflected in an updated Schedule A and Schedule B to be circulated and posted once the final annual budget is approved. e. Any change to the total municipal support outlined in Schedule B will be reviewed and approved by the UTRCA Board of Directors within the annual budget process including a 30-day consultation period with the Municipality and applied effective January 1 each calendar year. f. UTRCA may charge a user fee for the delivery of any of the programs and services outlined in Schedule A, where appropriate, to reduce the cost apportioned to the Municipality. No Agency 4. Nothing herein contained shall make or be construed to make the Municipality or the UTRCA a partner of one another nor shall this Agreement be construed to create a partnership, joint venture, principal-agent relationship or employment relationship in any way or for any purpose whatsoever between the Municipality or the UTRCA or between the Municipality, the UTRCA and a third party. Nothing in this Agreement is to be construed as authorizing one of the UTRCA or the Municipality to contract for or to incur any obligation on behalf of the other of them or to act as agent for the other of then. Any reference herein this section to Municipality shall include its boards, agencies, commissions, and subsidiary operations. Insurance 5. (1) As required by the Municipality, acting reasonably, the UTRCA shall obtain, maintain and provide to the Municipality, Certificates of Insurance of the following insurance policies issued by an insurance company licensed to write in the Province of Ontario, and shall ensure that the following insurance policies are maintained and kept in force at all times during the currency hereof, unless otherwise set out in the Letter Agreement: a. Commercial General Liability Insurance as follows: i. is in the amount of not less than Two Million Dollars ($2,000,000.00) per occurrence; Page 79 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 3 ii. adds the Municipality, its boards, agencies, commissions, and subsidiary operations, as applicable, as additional insured(s) but only with respect to liability arising out of the operations of the UTRCA in the provision of Programs and Services under this Memorandum of Understanding; iii. has provisions for cross-liability and severability of interests, blanket form contractual liability, owners’ and contractors’ protective liability, broad form property damage, products and completed operations, non-owned automobile liability, and any other provision relevant as detailed in the Letter Agreement or this Agreement (2) All policies of insurance required to be provided pursuant to this section shall contain or be subject to the following terms and conditions: a. each Certificate shall contain a provision requiring the insurers to notify the Municipality in writing at least thirty (30) days before any cancellation of the insurance required under this clause; b. the parties agree that insurance policies may be subject to deductible amounts, which deductible amounts shall be borne by the UTRCA; c. before the expiry of the policies of insurance, original signed certificates evidencing renewal will be provided to the Municipality upon request. Review at Regular Intervals 6. This Agreement shall be reviewed by the parties: a. On an annual basis, and b. Prior to the expiry of the Initial Term and each Renewal Term. It shall be the UTRCA’s responsibility to initiate the review with the Municipality at least one hundred and eighty (180) days prior to the expiry of the Initial Term or the Renewal Term, as the case may be. Dispute Resolution 7. The Municipality and the UTRCA will strive to facilitate open and timely communication at all levels. 8. Where a dispute arises between two or more parties, the parties agree that dispute resolution practices will be implemented using the following principles: a. Agree to a fair process for mediating issues; b. Utilize and equally share the costs of a neutral facilitator as agreed upon by the parties, if required; c. Identify common agreement / ground, in the best interest of the parties; d. Identify all options to resolve; e. Select best option. Early Termination 9. Upon written notice of intention to terminate this Agreement being given in any calendar year during the Initial Term or Renewal Term, the date that is the last date of such calendar year or such date as may be otherwise agreed to by all parties in writing, shall be the “Termination Date.” In the event this Agreement is terminated, any operating expenses and costs incurred by the UTRCA for providing services shall be paid by the Municipality up to and including the Termination Date. Notice Page 80 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 4 10. Any notice in respect of this Agreement shall be in writing and shall be sufficiently given or made if made in writing and either delivered in person during normal business hours of the recipient on a business day to the party for whom it is intended to the address as set out below, or sent by registered mail or by email addressed to such party as follows: (1) in the case of the Municipality, to: Corporation of the County of Oxford P. O. Box 1614, 21 Reeve Street Woodstock ON N4S 7Y3 Attention: Ben Addley Email: baddley@oxfordcounty.ca (2) in the case of the UTRCA, to: Upper Thames River Conservation Authority 1424 Clarke Road, London ON N5V 5B9 Attention: Tracy Annett, General Manager / Secretary-Treasurer Email. annettt@thamesriver.on.ca or to such other addresses as the parties may from time to time notify in writing, and any notice so made or given shall be deemed to have been duly and properly made or given and received on the day on which it shall have been so delivered or, if mailed, then, in the absence of any interruption of postal service affecting the delivery or handling thereof, on the third business day after the date of mailing. Available to the Public 11. This Cost Apportioning Agreement shall be made available on the UTRCA’s website. Execution 12. The Agreement may be executed in counterparts in writing or by electronic signature and delivered by mail, facsimile, or other electronic means, including in Portable Document Format (PDF); no one copy needs to be executed by all parties. When each party has executed a counterpart, each of such counterparts shall be deemed to be an original and all such counterparts, when taken together, shall constitute one and the same agreement. Letters of Agreement 13. The Agreement does not preclude parties from identifying opportunities for further collaboration to benefit both parties, and ensure efficiency, transparency, and accountability in the use of resources, including in-kind services and assistance, coordination of complementary policy and program initiatives, and projects involving third parties. During the term of this agreement, if additional programs and services are requested from UTRCA to be delivered on behalf of the Municipality, a separate Letter of Agreement will be established with the Municipality (or delegated staff member) and attached as an Appendix. Page 81 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 5 Watershed-based Resource Management Strategy 14. The Municipality acknowledges and agrees that all programs and services identified in Schedule A shall also be included in a Watershed-based Resource Management Strategy that UTRCA is required to develop and implement, in accordance with the Act. IN WITNESS WHEREOF the Municipality and the UTRCA have signed this Cost Apportioning Agreement. COUNTY OF OXFORD on behalf of PARTICIPATING MUNICIPALITIES ______________________________________________________________________ Ben Addley CAO ______________________________________________________________________ Gordon Hough Director, Community Planning I / We have authority to bind the UTRCA. UPPER THAMES RIVER CONSERVATION AUTHORITY ______________________________________________________________________ Brian Petrie Chair ______________________________________________________________________ Tracy Annett General Manager/Secretary-Treasurer I / We have authority to bind the UTRCA. Page 82 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 6 Schedule A – Category 3 Programs and Services Requiring Municipal Financial Support Through Cost Apportioning The UTRCA provides the following Category 3 service areas to its participating municipalities: • Stewardship and restoration, • Subwatershed planning and monitoring, and • Community outreach and education. These service areas are core components of integrated watershed management that have been provided for decades. They are funded by a variety of sources: provincial contracts and transfer payments, municipal levy, self-generated funds (user fees, donations, sponsorships, contracts), and municipal agreements. A program description for each service area is provided below: Service Area: Stewardship and Restoration • Delivering landowner stewardship services to improve soil health, water quality and quantity, and biodiversity, and offering Clean Water Program grants in partnership with municipalities. A healthy and vital Thames River will also benefit Lake St Clair and Lake Erie. Service Area: Subwatershed Planning and Monitoring • Making science-based decisions through natural heritage subwatershed planning, ecological monitoring and reporting, species at risk programs, and water quality database management. First Nations engagement through various initiatives and projects, to further the development of a more holistic approach in watershed planning that incorporates aspects of Indigenous Traditional Knowledge and an awareness of the river’s spirit, in addition to western science and management objectives. Service Area: Community Outreach and Education • Empowering communities and youth through outreach and education programs. Community partnerships facilitate watershed “friends of” groups, community science programs, and community events. Curriculum-based environmental education programs reach 20,000 students/year at Fanshawe and Wildwood Conservation Areas, local natural areas, school yards/in class, and virtually. Page 83 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 7 Schedule B – Example of Apportionment of Category 3 Programs The municipal costs associated with the Category 3 programs and services outlined in Schedule A are included and clearly identified in the UTRCA’s overall annual budget. These costs will be apportioned among the participating municipalities according to the Modified Current Value Assessment (MCVA), as outlined below. Schedule B will be updated annually and distributed to the member municipalities following the final UTRCA budget and levy approval. The MCVA will also be updated as soon as the province provides it to the UTRCA. A change, if any, to the total levy outlined in Schedule B for 2023 will be applied effective January 1 each calendar year and will be the same percentage as the UTRCA’s overall budget increase. Municipality 2023 MCVA Apportionment % Cost Apportionment $ Service Areas: Stewardship and Restoration Subwatershed Planning and Monitoring Community Outreach and Education Oxford County 16.9093 $134,214 London 64.0751 $508,585 Lucan Biddulph 0.3517 $2,792 Thames Centre 3.1897 $25,318 Middlesex Centre 2.4127 $19,150 Stratford 7.2647 $57,662 Perth East 1.4275 $11,331 West Perth 1.4827 $11,769 St. Marys 1.4644 $11,623 Perth South 1.2215 $9,695 South Huron 0.2006 $1,592 TOTAL 100% $793,731 Page 84 of 380 Draft Cost Apportioning Agreement County of Oxford Page | 8 APPENDICES Existing Agreements for Category 2 Programs and Services and Letters of Agreement Appendix # Agreement Municipality Date / Status Notes The Municipality acknowledges and agrees that all programs and services identified in Appendices contained herein shall also be included in a Watershed-based Resource Management Strategy that UTRCA is required to develop and implement, in accordance with the Act. Activities undertaken by category 2 agreements, as required by the Municipality, shall include Certificates of Insurance for commercial general liability insurance, unless otherwise set out in the Letters of Agreement. Page 85 of 380 Oxford County Guide to the Cost Apportioning Agreement Page 86 of 380 2 Introduction Upper Thames River Conservation Authority Page 87 of 380 3 Upper Thames River Watershed Page 88 of 380 4 ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! Whirl Cr. Black Cr. Avon Rive r Fish C r . Flat Cr.North Thames R .Medw ayCr e e k Medway East Cr.Oxbow Cr.Komoka Cr.Tham es R. Dingman Cr.Wye Cr.Waubuno Cr.MiddleThames R. Mud Cr .Nor t h B r anch C r .PottersburgCr.Re y n o l d s C r . Ced a r Cr .TroutCr.Otter Cr. Gregory Cr.South ThamesRiverSo u t h T h a m e s R .Hwy 23Hwy 8 Hwy 7&19Hwy 4 0 1Hwy 401Hw y 4 0 2Richmond St. 19 t h L i ne37th Li neHwy 59 P la n k L i n eHwy 403Highbury AveD und a s St.Elgin RoadE lgi nfie ld Rd.Perth 107 RoadT h am e s R .Nor th Thames R . WEST PERTH HURON EAST SOUTH HURON LUCAN- BIDDULPH NORTH PERTH PERTH EAST WELLESLEY WILMOT EAST ZORRA- TAVISTOCK ZORRA PERTH SOUTH BLANDFORD- BLENHEIM NORWICH SOUTH-WEST OXFORD TILLSONBURGMALAHIDE LONDON THAMES CENTRE MIDDLESEX CENTRE STRATFORD INGERSOLL WOODSTOCK Maitland Valley C.A. Ausable Bayfield C.A. St. Clair Region C.A. Lower Thames Valley C.A.Kettle Creek C.A.Catfish Creek C.A. Long Point Region C.A. Grand River C.A. CENTRAL ELGIN NORTH MIDDLESEX STRATHROY- CARADOC CENTRAL HURON BLUEWATERMAPLETON Hwy 401Hyde Park RdColone l Ta lbot RdPerth 119 RdPerth Ox ford R d .150 RdST. MARYS Wil d w o o d Res e r v o i r Fanshawe Lake Pittock Reservoir Hwy 401 Per t h 8 Line Road 8 4 Road 6 8 Road 9 6 Sa lford Road Ox f or d Rd 33 Pl o ver Mill s Rd Line 44 Perth 43 Line Me dway Ro a d Dund as St.Richmond St .Perth 130 RdUpper Thames River C.A. Oneida Nation of the Thames Chippewas of the Thames First Nation Lucan Embro Dublin Exeter Komoka Clinton Belmont Kirkton Monkton Lakeside Sweaburg Innerkip Mitchell Bornholm Wellesley Fullarton Dorchester Mount Elgin Shakespeare Mount Brydges Arva Kilworth St. Pauls Tavistock Thorndale Beachville New Hamburg Sebringville 10 0105km . Legend Municipal and First Nations Boundaries Conservation Authority (C.A.) Boundaries Page 89 of 380 5 Our Vision: Inspiring a Healthy Environment Our Ends Environmental Targets (UTRCA Environmental Targets Strategic Plan, June 2016) Page 90 of 380 6 Conservation Authorities Act: Program Categories Category Description Legislation Programs and Services 1 Page 91 of 380 7 Category Description Legislation Programs and Services 2 Page 92 of 380 8 Category Description Legislation Programs and Services 3 Page 93 of 380 9 Page 94 of 380 1010 Category 3 Programs and Services requiring Municipal Financial Support through Cost Apportioning Page 95 of 380 1111 Page 96 of 380 1212 Page 97 of 380 1313 Page 98 of 380 14 Cost Apportioning Agreements 14 Next Steps Page 99 of 380 Page 100 of 380 Page 101 of 380 Memorandum of Understanding THIS MEMORANDUM OF UNDERSTANDING made the day of , 20 . B E T W E E N: COUNTY OF OXFORD (“the Municipality”) OF THE FIRST PART - and - GRAND RIVER CONSERVATION AUTHORITY (“the GRCA”) OF THE SECOND PART WHEREAS the GRCA is a conservation authority established under the Conservation Authorities Act R.S.O 1990, c.C27 (“Act”) and is governed by its members appointed by participating municipalities in accordance with the Act; AND WHEREAS a participating municipality is located wholly or in part within the area under the jurisdiction of the GRCA as shown in Schedule “A”; AND WHEREAS the Act permits the GRCA to provide non-mandatory programs and services under a memorandum of understanding or such other agreement as may be entered into with the Municipality; AND WHEREAS a Municipality is requesting the GRCA to deliver programs and services within the GRCA’s areas of expertise and jurisdiction as identified in Schedule “B”; AND WHEREAS the Municipality is authorized to enter into this Memorandum of Understanding with the GRCA for the delivery of programs and services; AND WHEREAS the Municipality and the GRCA wish to enter into this Memorandum of Understanding to document the terms and conditions for the programs and services to be performed by the GRCA on behalf of the Municipality; AND WHEREAS it is mutually desirable to further specify the details of programs or services if applicable, such details shall be set out in one or more separate Letter Agreements to be signed by authorized staff of each Party, from time to time, in the form as attached hereto as Schedule “C”; NOW THEREFORE the Parties hereto agree and covenant with one another as follows: PART I – INTERPRETATION Definitions 1. For the purposes of this Memorandum of Understanding including the preceding recitals: a) “Letter Agreement” means a separate agreement made pursuant to this Memorandum of Understanding to be entered into by the GRCA and the Municipality in relation to certain Programs and Services setting out further details and specific requirements, including roles and responsibilities, workplans, payment amounts and terms, and timelines for deliverables; b) “Programs and Services” means work to be provided by the GRCA on behalf of the Municipality, Page 102 of 380 and “Program” and “Service” has a corresponding meaning; c) “Responsible Municipal Official” means the Municipality’s Senior Manager or Manager responsible for a particular Program and Service and includes his or her designate or successor; 2. (1) In this Memorandum of Understanding: a) grammatical variations of any terms defined herein have similar meanings to such defined terms; b) words in the singular include the plural and vice-versa; and every use of the words “including” or “includes” in this Memorandum of Understanding is to be construed as including, “without limitations”: or includes “without limitations” c) the insertion of headings are for convenience of reference only and shall not affect the construction or interpretation of this Memorandum of Understanding or be used to explain or clarify the sections, clauses or paragraphs below which they appear. 3. The attached Schedules form part of this Memorandum of Understanding. 4. In the event of any inconsistency between any of the provisions of the main terms and conditions of this Memorandum of Understanding and any Letter Agreement or Schedules, the inconsistency will be resolved by reference to the following descending order of priority: (i) Memorandum of Understanding; (ii) the Schedule(s) to this Memorandum of Understanding; and (iii) unless otherwise expressly agreed upon in a Letter of Agreement, the applicable Letter of Agreement PART II – GENERAL TERMS Entire Agreement 5. This Memorandum of Understanding, including any Letter Agreements made pursuant hereto from time to time, embodies and constitutes the sole and entire agreement between the Parties, with respect to the subject matter dealt with herein and supersedes all prior agreements, understandings, and arrangements, negotiations, representations and proposals, written and oral, relating to matters dealt with herein, excepting any and all prior agreements between the parties for the provision of certain Programs and Services to the extent that such agreements do not conflict with the terms or scope of this Memorandum of Understanding. Scope and Use 6. (1) The parties hereto agree that all Programs and Services identified in Schedule “B” are to be delivered by the GRCA to the Municipality pursuant to and in accordance with this Memorandum of Understanding and any and all Letter Agreements. (2) Notwithstanding the foregoing, the Municipality acknowledges and agrees that all Programs and Services identified in Schedule “B” shall also be included in a Watershed-based Resource Management Strategy that the GRCA is required to develop and implement under the Conservation Authorities Act. Term of Agreement 7. (1) The term of this Memorandum of Understanding shall be for a period of five (5) years commencing on the date the agreement is made (“Initial Term”), unless terminated earlier pursuant to the terms and conditions of this Memorandum of Understanding. (2) Unless this Memorandum of Understanding has been terminated early in accordance with the terms or conditions of this Memorandum of Understanding, the Memorandum of Understanding shall be automatically renewed for a further five (5) year terms (“Extension Term”), on the same terms and Page 103 of 380 conditions contained herein. (3) Notwithstanding the foregoing, in the event that one or more Letter Agreements is ongoing at the time of termination or expiration, then the rights, obligations, liabilities and remedies of the Parties with respect to such Letter Agreement shall continue to be governed by the terms and conditions of this Memorandum of Understanding until the date of expiration of the Letter Agreement. Review of Memorandum of Understanding at Regular Intervals 8. (1) This Memorandum of Understanding and Letter Agreement shall be reviewed by the Parties on an annual basis. (2) It shall be the GRCA’s responsibility to initiate the annual review with the Municipality. Memorandum of Understanding Available to the Public 9. This Memorandum of Understanding shall be published on the GRCA’s website as required under Ontario Regulation 400/22. Communications Protocol 10. As applicable, the Parties shall establish a communications protocol in respect of the Programs and Services governed by this Memorandum of Understanding. Service Delivery Standards 11. Each Letter Agreement will set out service delivery standards that the GRCA is required to meet. Municipality Responsibility to Consult on Budget Changes 12. The Municipality shall consult with the GRCA 180 days, or as soon as reasonably possible, in advance of a proposed change to approved budgets related to this Memorandum of Understanding. GRCA to Notify Municipality on Terminations 13. The GRCA shall notify the Municipality within 30 days, or as soon as reasonably possible, in the event of the expiry or earlier termination of this same Memorandum of Understanding with any other municipality or municipalities. Records 14. (1) The GRCA shall prepare and maintain, in accordance with accepted accounting practices, proper and accurate books, records, and documents respecting Programs and Services provided under this Memorandum of Understanding and any Letter Agreement. (2) The GRCA shall make such books, records, and documents available for inspection by the Municipality at all reasonable times. Fees and Payment 15. (1) The amount of total annual fees effective January 1, 2024, is as set out in the Letter Agreement. (2) An increase will be applied to the total fees effective January 1 each calendar year and will be the same percentage as the GRCA’s overall combined Category 1 and General operating expenses and capital costs increase, net of any applicable funding reductions. Page 104 of 380 (3) The fees apportioned to the Municipality will be calculated annually using the Modified Current Value Assessment (MCVA) apportionment method, which shall be based on the ratio that the Municipality’s MCVA bears to the total MCVA for all municipalities which have also entered into Letters of Understanding for programs and services listed in Schedule ”B”. MCVA information is provided to the GRCA annually by the provincial ministry that administers the Conservation Authorities Act. The amount of the fees apportioned to the Municipality shall be provided annually at least 30 days before the General Membership meeting at which the apportionment is approved in accordance with O.Reg.402/22 Budget and Apportionment. (4) In addition to the foregoing cost structure for Programs and Services provided in the Letter Agreement, the GRCA may charge a user fee to third parties in the delivery of any Programs and Services listed, as appropriate and upon prior notification to the Municipality. (5) The GRCA will seek additional funding opportunities, where feasible and applicable, to reduce the total annual fees for Programs and Services, which may reduce the amount apportioned to participating municipalities. Insurance 16. (1) The GRCA shall obtain, maintain, and provide to the Municipality, Certificates of Insurance of the following insurance policies issued by an insurance company licensed to write in the Province of Ontario, and shall ensure that the following insurance policies are maintained and kept in force at all times during the term of this Memorandum of Understanding, unless otherwise set out in the Letter Agreement: (a) Commercial General Liability Insurance as follows: (i) is in the amount of not less than Five Million Dollars ($5,000,000.00) per occurrence; (ii) adds the Municipality, its boards, agencies, commissions, and subsidiary operations, as applicable, as additional insured(s) but only with respect to liability arising out of the operations of the GRCA in the provision of Programs and Services under this Memorandum of Understanding; (iii) has provisions for cross-liability and severability of interests, blanket form contractual liability, owners’ and contractors’ protective liability, broad form property damage, products and completed operations, non-owned automobile liability, and any other provision relevant as detailed in the Letter Agreement or this Memorandum of Understanding. (2) All policies of insurance required to be provided pursuant to this section shall contain or be subject to the following terms and conditions: (a) each Certificate shall contain a provision requiring the insurers to notify the Municipality in writing at least thirty (30) days before any cancellation of the insurance required under this clause; (b) the parties agree that insurance policies may be subject to deductible amounts, which deductible amounts shall be borne by the GRCA; (c) before the expiry of the policies of insurance, original signed certificates evidencing renewal will be provided to the Municipality upon request. Notice 17. Any notice in respect of this Memorandum of Understanding or any Letter Agreement shall be in writing and shall be sufficiently given or made if made in writing and either delivered in person during normal business hours of the recipient on a business day to the party for whom it is intended to the address as set out below, or sent by registered mail or by email addressed to such party as follows: Page 105 of 380 (1) in the case of the Municipality, to: County of Oxford 21 Reeve Street, PO Box 1614 Woodstock ON N4S 7Y3 Attention: Email: (2) in the case of the GRCA, to: Grand River Conservation Authority 400 Clyde Road, PO Box 729 Cambridge ON N1R 5W6 Attention: Samantha Lawson, Chief Administrative Officer Email. slawson@grandriver.ca or to such other addresses as the parties may from time to time notify in writing, and any notice so made or given shall be deemed to have been duly and properly made or given and received on the day on which it shall have been so delivered if the notice is delivered personally or by prepaid registered mail or email; or, if mailed, then, in the absence of any interruption of postal service affecting the delivery or handling thereof, on the third business day after the date of mailing. Force Majeure 18. Neither party shall be in default with respect to the performance or nonperformance of the terms of the Letter Agreement or this Memorandum of Understanding resulting directly or indirectly from causes beyond its reasonable control (other than for financial inability) that could not reasonably have been foreseen, including, without limitation, any delay caused by war, invasion, riots, acts of terrorism or sabotage, acts of government authority (other than by the Municipality), plague, epidemic, pandemic, natural disaster, strike, lock-out, inability to procure material, acts, laws or regulations of government authority or other cause beyond the reasonable control of such party and not caused by the act or omission of such party, and the performance of such term or terms shall be extended for a period equivalent to the period of such delay. This provision should not relieve the Municipality of its obligation to pay fees and costs when due. Governing Law 19. This Memorandum of Understanding and any Letter Agreement shall be governed by and construed in accordance with the laws of the Province of Ontario and the laws of Canada applicable therein, and shall be treated in all respects as an Ontario contract. Approvals in Writing 20. Any approval or consent required of the Municipality under a Letter Agreement may be given by the Responsible Municipal Official or any person specifically authorized by them in writing to do so. No Agency 21. Nothing herein contained shall make, or be construed to make the Municipality or the GRCA a partner of one another nor shall this Memorandum of Understanding or a Letter Agreement be construed to create a partnership, joint venture, principal-agent relationship or employment relationship in any way or for any purpose whatsoever between the Municipality or the GRCA or between the Municipality, the GRCA and a third party. Nothing in this Memorandum of Understand or any Letter Agreement is to be construed as authorizing one of the GRCA or the Municipality to contract for or to incur any obligation on Page 106 of 380 behalf of the other of them or to act as agent for the other of then. Any reference herein this section to Municipality shall include its boards, agencies, commissions, and subsidiary operations. Invalidity of any Provision 22. If any provision of this Memorandum of Understanding, or any Letter Agreement is invalid, unenforceable or unlawful, such provision shall be deemed to be deleted from this Memorandum of Understanding and all other provisions of this Memorandum of Understanding shall remain in full force and effect and shall be binding in all respects between the parties hereto. Dispute Resolution 23. In the event of any dispute that arises in respect of the implementation of this Memorandum of Understanding or any Letter Agreement, the Parties will endeavour to resolve the matter through negotiation without the use of formal mediation or adjudication. Further Assurances 24. The Parties agree to execute and deliver to each other such further written documents and assurances from time to time as may be reasonably necessary to give full effect to the provisions of this Memorandum of Understanding. Amendments 25. This Memorandum of Understanding cannot be altered, amended, changed, modified, or abandoned, in whole or in part, except by written agreement executed by the parties, and no subsequent oral agreement shall have any validity whatsoever. Early Termination 26. This Memorandum of Understanding shall terminate automatically upon either party providing the other party with prior written notice of their intention to terminate this Memorandum of Understanding given no less than one-hundred and eighty (180) days and no more than three hundred (300) days prior to the end of any calendar year during the Initial Term or Extension Term. Upon such written notice of intention to terminate this Memorandum of Understanding being given in any calendar year during the Initial Term or Extension Term, the date that is the last date of such calendar year or such date as may be otherwise agreed to by all parties in writing, shall be the “Termination Date”. In the event this Memorandum of Understanding is terminated, any operating expenses and costs incurred by the GRCA for providing services to the Municipality shall be paid by the Municipality up to and including the Termination Date. Enurement 27. This Memorandum of Understanding shall enure to the benefit and be binding upon the parties hereto and their successors and assigns permitted hereunder. Execution 28. This Memorandum of Understanding may be executed in counterparts in writing or by electronic signature and delivered by mail, facsimile or other electronic means, including in Portable Document Format (PDF), no one copy of which need be executed by all of the parties, and all such counterparts together shall constitute one agreement and shall be a valid and binding agreement among the parties hereto as of the date first above written. Page 107 of 380 29. IN WITNESS WHEREOF the Municipality and the GRCA have signed this Memorandum of Understanding. MUNICIPALITY: Name Position Name Position I / We have authority to bind the Municipality. GRAND RIVER CONSERVATION AUTHORITY Samantha Lawson Chief Administrative Officer I have authority to bind the GRCA. Page 108 of 380 LIST OF SCHEDULES Schedule “A”: Map of GRCA jurisdiction Schedule “B”: Program and Service Areas Schedule “C”- Letter Agreement(s) Page 109 of 380 Schedule “A”: Map of GRCA jurisdiction Page 110 of 380 Schedule “B”: GRCA Programs and Services The following provides a high-level summary for each of the Category 2 Programs and Services. Category 2 Program and Services are defined as non-mandatory programs and services under the Conservation Authorities Act that are provided at the request of the participating municipalities within the jurisdiction and expertise of the GRCA. 1. Sub-watershed Services • Identify and recommend where subwatershed or watershed studies are needed • Review and provide input to subwatershed studies or other regional-scale technical studies • Undertake subwatershed monitoring to support municipal studies, including surface water and groundwater quality, equipment set-up and maintenance, fish and other aquatic community surveys • Networking with conservation and environmental management agencies and organizations, and advocating on a watershed basis 2. Conservation Services • Deliver municipal and partnership cost-share programs to support private land stewardship action • Facilitate private land, municipal and community partner tree planting • Coordinate education and outreach activities to promote actions to improve water quality and watershed health 3. Water Quality Programs • Wastewater optimization • Support optimization of wastewater treatment plant operations through: • Knowledge sharing workshops • Hands-on training • Technical advice • Delivering a recognition program • Provide technical support for municipal assimilative capacity studies, EAs, master plans for water and wastewater services • Engage the provincial and federal governments to develop programs to reduce nutrient loads in rivers and streams, and ultimately Lake Erie • Surface water quality monitoring, modelling, analysis and reporting • Operate and maintain continuous water quality stations • Maintain a water quality database • Develop and maintain a water quality model • Report on water quality and river health • Analyze and report on groundwater quality 4. Watershed Sciences & Collaborative Planning • Watershed and landscape scale science and reporting: • Surface water and groundwater quality • Water use and supply • Natural heritage (terrestrial & aquatic), hydrologic functions • Support cross-disciplinary integration and inform municipal watershed planning and water, wastewater, and stormwater master planning • Foster cross-municipal resource management • Grand River Water Management Plan • Water Managers Working Group • Liaise with provincial, federal agencies, NGOs Page 111 of 380 Schedule “C” Letter Agreements LETTER AGREEMENT September 29, 2023 County of Oxford BY EMAIL: Municipal Clerk, CAO/General Manager 21 Reeve Street, PO Box 1614 csenior@oxfordcounty.ca; baddley@oxfordcounty.ca Woodstock ON N4S 7Y3 RE: PROGRAMS AND SERVICES UNDER THE MEMORANDUM OF UNDERSTANDING DATED THE ______ DAY OF _________________, 2023 WHEREAS the Municipality and the GRCA entered into a memorandum of understanding on the ____ day of ________________, 2023 (the “Memorandum of Understanding”), in regard to the provision of non- mandatory Programs and Services by the GRCA to the Municipality within the GRCA jurisdiction described in such Memorandum of Understanding; AND WHEREAS the Memorandum of Understanding contemplates that a separate “Letter Agreement” or Letter Agreements are to be entered into by the Municipality and the GRCA under the Memorandum of Understanding in relation to certain Programs and Services as defined in the Memorandum of Understanding, setting out further details and specific requirements thereof; NOW THEREFORE this letter sets out further details and specific requirements of certain Programs and Services to be provided under the Memorandum of Understanding by the GRCA to the Municipality, and shall be determined to be a “Letter Agreement” under the Memorandum of Understanding. Programs and Services Terms and Provisions: 1.0 Term The term of this Letter Agreement shall be for a period commencing on January 1, 2024, and terminating on the last day of the calendar year in which the Memorandum of Understanding expires or is otherwise terminated, unless otherwise agreed upon in writing by the GRCA and the Municipality. 2.0 Communication 2.1 The GRCA shall assign the Chief Administrative Officer as the primary contact for this agreement and they will have overall responsibility for the administration of the Memorandum of Understanding and Letter Agreement. 2.2 The GRCA shall assign the Manager of Water Resources as the contact for programs and services under this Agreement related to Conservation Services, Water Quality, and Watershed Sciences and Collaborating Planning, and the Manager of Engineering and Planning Services as the contact for programs and services under this Agreement related to Sub-watershed Services. The Managers shall be responsible for all day-to-day contacts; reporting, deliverables, and metrics; and to respond to any requests or inquiries about the GRCA’s delivery of the programs and services under this Agreement. Page 112 of 380 3.0 Payment Amount and Terms 3.1 The fee apportioned to, and to be paid by the Municipality to the GRCA, for the calendar year 2024, in Canadian funds, is the sum of $8,106.00. This amount is conditional on all participating municipalities in the GRCA watershed entering into a Memorandum of Understanding with the GRCA for the delivery of non-mandatory programs and services. 3.2 The fee to be apportioned to and paid by the Municipality for future calendar years may be increased in accordance with the Fees and Payment section of the Memorandum of Understanding. Such increase shall be subject to approval by the General Membership of the GRCA, and the apportionment shall be determined in part on the continued participation in future calendar years of municipalities in the GRCA watershed under a Memorandum of Understanding with the GRCA for the delivery of such non- mandatory programs and services.. 3.3 An annual notice to pay shall be sent to the Municipalities following the GRCA’s budget approval, and payment for the annual fees shall be made in three equal installments, due March 31, June 30, and September 30 of each calendar year. 3.4 The Category 2 Programs and Services Cost schedule based on the draft 2024 budget is as follows: Programs & Services Cost Offsetting Funding NET COST Description of Funding Sub-watershed Services $364,000 $(130,000) $234,000 Municipal Funding Conservation Services $1,348,000 $(800,000) $548,000 Municipal Funding Water Quality $157,000 $(10,000) $147,000 Summer Student Grants Water Quality - Wastewater Optimization Program $210,500 $(130,000) $80,500 Provincial Grant Water Quality - Groundwater Resources $8,500 $- $8,500 Watershed Sciences & Collaborative Planning* TOTAL $ 2,088,000 $ (1,070,000) $ 1,018,000 * Costs related to this activity integrated in the above listed programs and services. 4.0 Reporting, Deliverables, and Metrics 4.1 A schedule of metrics and deliverables for the programs and services is attached as Appendix 1 to this Letter Agreement. Beginning in 2025, where applicable, by March 15 of each year of this agreement, the GRCA shall contact the Municipality to set a meeting to conduct the annual review of the Memorandum of Understanding, this Letter Agreement, and to provide an annual report to the Municipality outlining the metrics for the previous calendar year. Where the metrics are available upon request, the GRCA will respond to the request for metrics within 30 days of the request. General Provisions: 5.0 The provisions of the Memorandum of Understanding from Sections 14 (Records) to and including 23 (Dispute Resolution), as well as those set out in Schedule “B” thereto, shall apply, mutatis mutandis, to this Letter Agreement, and this Letter Agreement shall be read together with such provisions of the Memorandum of Understanding. 6.0 Any capitalized word or term not otherwise defined herein shall have the meaning given thereto in the Memorandum of Understanding. Page 113 of 380 7.0 This Letter Agreement cannot be altered, amended, changed, modified, or abandoned, in whole or in part, except by written agreement executed by the parties, and no subsequent oral agreement shall have any validity whatsoever. 8.0 This Letter Agreement and the Memorandum of Understanding, together with any other Letter Agreements made pursuant to the Memorandum of Agreement from time to time, together embody and constitute the sole and entire agreement between the parties, with respect to the subject matter dealt with herein and supersedes all prior agreements, understandings, and arrangements, negotiations, representations and proposals, written and oral, relating to matters dealt with herein, excepting any and all prior agreements between the parties for the provision of certain Programs and Services to the extent that such agreements do not conflict with the terms or scope of this Memorandum of Understanding 9.0 This Letter Agreement shall enure to the benefit and be binding upon the parties hereto and their successors and assigns permitted hereunder. 10.0 This Letter Agreement may be executed in counterparts in writing or by electronic signature and delivered by mail, facsimile or other electronic means, including in Portable Document Format (PDF), no one copy of which need be executed by all of the parties, and all such counterparts together shall constitute one agreement and shall be a valid and binding agreement among the parties hereto as of the date first above written. GRAND RIVER CONSERVATION AUTHORITY Per: _______________________________ Samantha Lawson Chief Administrative Officer I have authority to bind the corporation. IN WITNESS WHEREOF the Municipality consents and agrees to the foregoing. AGREED AND ACKNOWLEDGED THIS _____ DAY OF _______________, 20_____. [NAME AND ADDRESS OF MUNICIPALITY] Per: _______________________________ Name: Position: Per: _______________________________ Name: Position: I/We have authority to bind the corporation. Page 114 of 380 APPENDIX 1 – Category 2 Programs and Services Deliverables and Metrics Programs and Services Description Deliverables Metrics Sub-watershed Services – Deliver a subwatershed planning program and provide technical support for municipal stream monitoring and (sub)watershed planning* Identify and recommend (sub)watershed or other regional- scale technical study priorities Provide a table of recommendations annually Upon request and in watershed priority sequences, provide technical advice on terms of reference, scoping, methods for (sub)watershed studies. Identify studies where support has been provided within the watershed annually Seek additional partner funding to undertake subwatershed/regional studies Identify the number of applications, specifics, success and financial information annually. Review and provide input to watershed, regional and local scale subwatershed studies. • Participate on steering committees, working groups • Scope of technical review in compliance with O.Reg 596/22 - Prescribed Acts Number of requests and reviews undertaken Provide technical support and advice on municipal stream monitoring. Number of plans reviewed and location within watershed. Serve as digital custodian for previously completed subwatershed studies (listed on GRCA website) Respond to requests for digital copies of previously completed subwatershed studies from consultants and the public. Upon request * Undertake subwatershed monitoring for watershed and regional scale subwatershed studies where services are cost-shared between the municipalities and the GRCA under separate agreements. May undertake monitoring for local scale subwatershed studies where 100% funding provided by municipality under separate agreement. Conservation Services - Deliver municipal and partnership cost-share programs to support private land stewardship action to improve and protect water quality and watershed health Provide information and resources to landowners related to stewardship action including agricultural best practices, private water well maintenance, tree planting and naturalization projects. Number of program participants, number of landowner inquiries Engage watershed residents in stewardship action through promotion of cost-share opportunities Number of residents engaged through program promotion Page 115 of 380 Programs and Services Description Deliverables Metrics Conduct site visits to assist landowners with planning stewardship projects and submitting applications to GRCA delivered cost- share programs Number of site visits Administer and deliver municipally funded rural water quality programs (RWQP) as requested by watershed municipalities Projects completed (number, type) Project investment by funding source Total grant, kg Phosphorus retained - reported by program and by municipality Seek additional partner funding to enhance cost share programs GRCA offers to watershed landowners (ie. offering funds in municipalities without a RWQP or enhancing cost- share funding opportunities in areas where municipal RWQPs exist). Examples of non-municipal grant funds delivered in 2023 to support private land stewardship in all watershed municipalities: • Habitat Stewardship Program for Aquatic SAR • ECCC Nature Smart Climate Solutions • OMAFRA profit mapping • Forests Ontario 50 Million Tree Program Projects completed (number, type) project investment by funding source, total grant, kg Phosphorus retained. Conservation Services – Facilitate private land, municipal and community partner tree planting Conduct field surveys and site assessments to develop tree planting plans for rural landowners and community groups (for projects that meet minimum property and project size requirements) Number of landowners engaged, number of planting plans developed, number of projects completed, number of trees planted, planting area, km of windbreak, km of riparian buffer Provide technical assistance to tree planting clients to ensure successful completion of projects. Number of landowners, projects and trees planted by landowners (plant your own projects) with Forestry Specialist support Support rural landowners to develop suitable applications to cost share programs Summary of project investment by funding source Page 116 of 380 Programs and Services Description Deliverables Metrics Secure tree stock and manage contracted planting services for landowners Number of trees, projects, grant and investment in projects planted through GRCA planting program Serve as technical resource to landowners and community tree planting organizations Number of community partner organizations supported; hours contributed Support community partner and municipality hosted outreach events as capacity permits Number of community partners, number of residents engaged/event participants, number of events, number of trees planted, total area planted, volunteer hours contributed Conservation Services – Coordinate education and outreach activities to promote actions to improve water quality and watershed health Engage watershed residents through development and delivery of outreach events (tours, workshops, webinars) and participation in partner, community, and municipal events and meetings; as capacity and opportunities exist Number of partners, events, event participants. Develop promotional materials (print, website, social media) to promote stewardship action and recruit participants to GRCA Conservation Services Programs. Water Quality – Deliver the Watershed-wide Wastewater Optimization Program (WWOP) to support municipal wastewater management and improve and protect water quality and watershed health • Support optimization of wastewater treatment plant (WWTP) operations through: knowledge sharing workshops, hands-on training, technical advice, and a recognition program • Provide technical support for municipal assimilative capacity studies and master plans for water and wastewater services Collect data from municipalities, analyze, and produce an annual report on WWTP performance across the watershed. # of municipalities participating in annual reporting Annual report posted online Host annual workshop for information sharing and networking among municipal wastewater practitioners # of participants Workshop summary Provide technical support and training workshops for operators, supervisors, and managers to implement optimization techniques at individual WWTPs # of training, technical support events # of participants Deliver annual recognition program to acknowledge WWTPs that participate in WWOP activities and produce a very high-quality effluent Awards presented Support municipal assimilative capacity studies and master plans for water and wastewater Studies are carried out by each municipality, as needed and GRCA staff Page 117 of 380 Programs and Services Description Deliverables Metrics • Engage the provincial and federal governments to develop programs to reduce nutrient loads in rivers and streams, and ultimately Lake Erie • Upon request, facilitate initial scoping, act as liaison with MECP, provide technical/methodological advice, provide stream data, provide watershed context, participation in steering committees (but not provide comments on EAs) participate at the request of the municipality Water Quality – Surface water quality monitoring, modelling, analysis, and reporting • Operate and maintain continuous water quality stations • Maintain a water quality database • Develop and maintain a water quality model • Report on water quality and river health Operate and maintain 9 continuous water quality monitoring stations Continued operation of 9 stations Maintain a water quality database for continuous water quality data and grab sample data from GRCA, municipal and provincial water quality sampling programs within the watershed Continued maintenance of the database Develop and maintain the Grand River Simulation Model (GRSM) for use in municipal assimilative capacity studies or for broader watershed planning purposes GRSM is available for any municipal studies, upon request and GRCA staff will provide support for model application in assimilative capacity studies Analyze and report on surface water quality Reports on water quality are produced cyclically or as needed (e.g., reports to Board, watershed report cards, technical updates to Water Management Plan) Water Quality – Groundwater analysis and reporting Analyze and report on groundwater quality Reports on water quality are produced cyclically or as needed (e.g., reports to Board, watershed report cards, technical updates to Water Management Plan) Watershed Sciences and Collaborative Planning - Undertake watershed, regional, and landscape scale science and reporting: • Inter-disciplinary analysis and reporting on watershed health (surface water, groundwater, forests, wetlands) Analysis and reporting on watershed conditions Periodic reporting via Watershed Report Cards (e.g., 2023), Water Management Plan (e.g., State of Water Resources, 2020), technical reports, and reports to Authority board Page 118 of 380 Programs and Services Description Deliverables Metrics • Collaborative work on the hydrologic functions of natural features • Other watershed-scale science (e.g., fisheries) Engagement of municipal, provincial, federal, non-governmental, academic and other stakeholders As below for Water Managers Working Group and via other committees and meetings Watershed Sciences and Collaborative Planning - Facilitating cross-municipal and inter-agency water resource management: • Support cross-disciplinary integration and inform municipal watershed planning and water, wastewater, and stormwater master planning • Liaise with First Nations, municipal, and provincial and federal agencies Advance implementation of the collaborative, voluntary Grand River Watershed Water Management Plan. The Plan’s objectives are to: • Ensure sustainable water supplies for communities, economies and ecosystems • Improve water quality to improve river health and reduce the river’s impact on Lake Erie • Reduce flood damage potential • Build residence to deal with climate change Implementation tracking/reporting (scope TBD) Update the Water Management Plan and Integrated Action Plan as needed Scope/timing TBD Chair the Water Managers Working Group with representation from watershed municipalities, First Nations, and provincial and federal agencies Terms of Reference 2-4 meetings/workshops per year Provide input to municipal watershed planning – local, regional, and watershed conditions and issues identification Upon request Page 119 of 380 Page 120 of 380 Page 1 of 2 Subject: Recommendation from Economic Development Committee – Video Series Report Number: CAO 23-23 Committee Name: Economic Development Advisory Committee Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled Recommendation from Economic Development Committee – Video Series be received as information; and B. THAT Council approve the recommendation of the Economic Development Committee: THAT the Economic Development Committee recommends the creation of a public-facing video series outlining the process for building permit applications; AND THAT the Economic Development Committee recommends developing a workshop video series outlining the processes involved with items such as: additional residential unit applications, infilling and severances. BACKGROUND At the August 15, 2023 meeting of the Economic Development Advisory Committee, there was a discussion regarding the confusion and uncertainty faced by some developers and members of the public when completing required administrative tasks as part of the building department approvals process. DISCUSSION With that, the following two resolutions were passed: THAT the Economic Development Advisory Committee recommends the creation of a public-facing video series outlining the process for building permit applications. THAT the Economic Development Advisory Committee recommends developing a workshop video series outlining the processes involved with items such as: additional residential unit applications, infilling and severances. Page 121 of 380 CAO 23-23 Page 2 of 2 These video series could be done simply by having staff film step-by-step instructions on how to complete each task noted above. These series could be then made available on the Town’s digital channels such as: on our website and social media channels. These videos would initially cost the staff time to create the videos, however, are believed in the long run to save staff time by eliminating questions coming through to staff on procedural related questions. CONSULTATION Economic Development Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE The video series would cost staff time to be able to create and publish the videos. The Town would be able to use existing software, such as the Zoom platform, to film the videos, thus not incurring any additional software costs. ATTACHMENTS N/A 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 – Continue to develop digital service delivery while maintaining counter and telephone channels. Priority Project – N/A Page 122 of 380 October 20, 2023 Dear Head of Council: I am writing to provide details on the 2024 Ontario Municipal Partnership Fund (OMPF). During this heightened period of economic uncertainty, municipalities need predictability during their annual budget planning. To help provide that predictability, Ontario is announcing the 2024 OMPF allocations now and maintaining the overall structure of the $500 million program. The program will continue to be responsive to changing circumstances of individual municipalities through annual data updates and related adjustments. As in prior years, transitional assistance will ensure that in 2024 municipalities in northern Ontario receive at least 90 per cent of their 2023 OMPF allocation while municipalities in southern Ontario receive at least 85 per cent. Maintaining a close relationship with our municipal partners remains critical as we continue to work together to build a Strong Ontario. That is why our government has continued to increase support for municipalities through the doubling of the Ontario Community Infrastructure Fund (OCIF) and the introduction of the Northern Ontario Resource Development Support (NORDS). We also recently introduced the Building Faster Fund, which will provide up to $1.2 billion over three years for municipalities that meet or exceed their housing targets, with a portion allocated to small, rural and northern communities to address their unique needs. Our government also announced that we will restore provincial annual base funding for public health units starting in 2024. The Ministry of Finance’s Provincial-Local Finance Division will be providing your municipal treasurers and clerk-treasurers with further details on your 2024 OMPF allocation. Supporting materials are also available on the ministry’s web site at ontario.ca/document/2024-ontario- municipal-partnership-fund. …/cont’d Ministry of Finance Office of the Minister Frost Building S, 7th Floor 7 Queen’s Park Crescent Toronto ON M7A 1Y7 Tel.: 416-325-0400 Ministère des Finances Bureau du ministre Édifice Frost Sud 7e étage 7 Queen’s Park Crescent Toronto (Ontario) M7A 1Y7 Tél.: 416-325-0400 Minister of Finance | Ministre des Finances PETER BETHLENFALVY Page 123 of 380 - 2 - I look forward to our continued collaboration as we move forward with building a strong future for our province. Sincerely, Original signed by Peter Bethlenfalvy Minister of Finance c. c. The Honourable Paul Calandra, Minister of Municipal Affairs and Housing Page 124 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 1 - LONG POINT REGION CONSERVATION AUTHORITY Board of Directors Meeting Minutes of October 4, 2023 Approved November 1, 2023 Members in attendance: John Scholten, Chair Township of Norwich Michael Columbus, Vice-Chair Norfolk County Dave Beres Town of Tillsonburg Doug Brunton Norfolk County Robert Chambers County of Brant Tom Masschaele Norfolk County Stewart Patterson Haldimand County Chris Van Paassen Norfolk County Rainey Weisler Municipality of Bayham/Township of Malahide Peter Ypma Township of South-West Oxford Regrets: Shelley Ann Bentley Haldimand County Staff in attendance: Judy Maxwell, General Manager Aaron LeDuc, Manager of Corporate Services Leigh-Anne Mauthe, Interim Manager of Watershed Services Jessica King, Social Media and Marketing Associate Zachary Cox, Interim Marketing Coordinator Dana McLachlan, Executive Assistant *D. Beres joined the meeting at 6:46 p.m. 1. Welcome and Call to Order The Chair called the meeting to order at 6:30 p.m., Wednesday, October 4, 2023. 2. Additional Agenda Items Member Van Paassen requested an additional agenda item. A-86/23 Moved by C. Van Paassen Seconded by T. Masschaele THAT the LPRCA Board of Directors add “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 Authority” under a Closed Session as item 11 (a) to the October 4, 2023 agenda. Carried Page 125 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 2 - 3. Declaration of Conflicts of Interest None were declared. 4. Hearing A-87/23 Moved by M. Columbus Seconded by S. Patterson THAT the LPRCA Board of Director’s does now sit as a Hearing Board. Carried The roll was called to conduct the following Hearing under Section 28 of the Conservation Authorities Act. Shelley Ann Bentley and Dave Beres were absent from the call. The Chair gave his opening remarks and reviewed the guidelines and process to be followed for the hearing. Hearing: LPRCA-199/23 (Venman) Leigh-Anne Mauthe introduced the applicants Derek and Joanne Venman and proceeded to present the staff hearing report. An application was deemed complete to construct an open-walled accessory structure. The lands are subject to slope stability and erosion related hazards from Lake Erie and is fully regulated under O. Reg. 178/06. Dave Beres arrived at 6:46 p.m. Staff recommended refusal to grant a permit for this application for the following reasons: 1. The construction of a structure in the Lake Erie shoreline unstable slope and erosion hazard along South Coast Drive is contrary to the LPRCA policies for development in the area of the subject lands. These policies have been implemented to reduce or eliminate preventable property damage due to unstable slopes and shoreline erosion. 2. This construction of a structure affects the control of erosion in that it increases the potential for damage from slope instability and erosion. 3. The proposal is not unique; therefore, the granting of an exemption to policy could be seen as setting precedent. Similar applications may have to be permitted as a consequence Mr. and Mrs. Venman addressed the board and advised that the drawings for the Page 126 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 3 - shoreline protection was completed by an engineer. The area in which they wish to construct the gazebo is in the same location as a previous gazebo and hot tub. Staff and the proponent responded to questions from the Board. D. Beres apologized for being late to the hearing and, as per Section 3.3 of the Hearing Procedures Policy, did not participate in any of the discussions, attend the closed hearing or vote on the decision. A-88/23 Moved by R. Weisler Seconded by M. Columbus THAT the LPRCA Hearing Board does now enter into a closed session to discuss: Litigation or potential litigation, including matters before administrative tribunals (e.g. Local Planning Appeal Tribunal), affecting the Authority. Carried The LPRCA Hearing Board reconvened in open session at 7:41 p.m. The Chair advised Derek and Joanne Venman that the permit has been approved. A-89/23 Moved by T. Masschaele Seconded by D. Brunton That the LPRCA Board of Directors does now adjourn from sitting as a Hearing Board. Carried 5. Minutes of the Previous Meeting a) Board of Directors Meeting of September 6, 2023 There were no questions or comments. A-90/23 Moved by C. Van Paassen Seconded by R. Weisler THAT the minutes of the LPRCA Board of Directors Meeting held September 6, 2023 be adopted as circulated. Carried Page 127 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 4 - 6. Business Arising There was no business arising from the previous minutes. 7. Review of Committee Minutes No committee minutes were presented. 8. Correspondence a) Hamilton CA Board Resolution re: Reverse Changes to the Conservation Authorities Act and Ontario Wetland Evaluation System The Hamilton Conservation Authority Board passed a resolution to submit a request to the provincial government to reverse recent legislative changes affecting the effectiveness of Conservation Authorities in protecting natural heritage and to circulate the resolution to local Members of Provincial Parliament, Conservation Ontario, and all Ontario Conservation Authorities. A-91/23 Moved by D. Beres Seconded by P. Ypma THAT the correspondence outlined in the Board of Directors Agenda of October 4, 2023 be received as information. Carried 9. Development Applications a) Section 28 Regulations Approved Permits Through the General Manager’s delegating authority, 19 applications were approved in the past month. LPRCA-81/23-revised, LPRCA-138/23, LPRCA-147/23, LPRCA-174/23, LPRCA-180/23, LPRCA-181/23, LPRCA-182/23, LPRCA-184/23, LPRCA-185/23, LPRCA-186/23, LPRCA-187/23, LPRCA-191/23, LPRCA-192/23, LPRCA-193/23, LPRCA-194/23, LPRCA-195/23, LPRCA-196/23, LPRCA-203/23 and LPRCA-204/23 A-92/23 Moved by T. Masschaele Seconded by R. Weisler Page 128 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 5 - THAT the LPRCA Board of Directors receives the Section 28 Regulations Approved Permits report dated October 4, 2023 as information. Carried 10. New Business a) General Manager’s Report The General Manager provided an overview of operations this past month. The Lands and Waters Department offers several programs to landowners to provide expertise and/or financial assistance through various government programs. Staff are currently working with landowners in the municipality of Bayham for three erosion control projects. Uptake by landowners for the Cover Crop Program has been very positive and applications to the program to date amount to 897 acres to be planted in cover crops with a funding allocation of approximately $29,000. Staff continue to collect stream samples throughout the watershed on behalf of the province for their water quality and monitoring programs. A-93/23 Moved by S. Patterson Seconded by C. Van Paassen THAT the LPRCA Board of Directors receives the General Manager’s Report for September 2023 as information. Carried b) Backus Museum Committee Member Terms Three of the five Backus Museum Committee Community members’ terms expire this year, and have requested to continue working as part of the committee. Staff requested an extension of two years for these members while continuing efforts to attract new members. A-94/23 Moved by D. Beres Seconded by M. Columbus THAT the LPRCA Board of Directors extend the terms of appointment of the Backus Museum Committee Community Members for an additional two (2) years. Carried Page 129 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 6 - c) Status of Compliance with O. Reg. 687/21 – October 1, 2023 Progress Report The final Progress Report and the Inventory of Programs and Services was submitted to the Ministry of Natural Resources and Forests (MNRF) on October 1. This Inventory of Programs and Services will be used to prepare the 2024 budget. The final Inventory of Programs and Services is required to be submitted to participating municipalities and MNRF by January 31, 2024. Ontario Regulation 178/06 Long Point Region Conservation Authority: Regulation of Development, Interference with Wetlands and Alterations to Shorelines and Watercourses will be replaced with a generic regulation for all conservation authorities. Further information will be forthcoming in the new year from MNRF. A-95/23 Moved by R. Weisler Seconded by T. Masschaele THAT the LPRCA Board of Directors receives the report on the status of compliance with O. Reg. 687/21- October 1, 2023 Progress Report. Carried d) Vittoria Environmental Assessment Update The purpose of the Vittoria Environmental Assessment (EA) is to determine the future of the Vittoria Dam. Leigh-Anne Mauthe provided an update on the Vittoria EA Liaison Committee and the consultant activities to date. The consultant, Matrix Solutions Inc., met with the Community Liaison Committee (CLC) for their first meeting and presented a list of completed tasks, the findings, and a list of preliminary alternatives. The committee members shared historical knowledge and provided alternative solutions for consideration. Over the next couple of months, Matrix Solutions will continue to meet with the CLC and host a public information session. A-96/23 Moved by R. Weisler Seconded by P. Ypma THAT the LPRCA Board of Directors receives the Vittoria Environmental Assessment Update as information. Carried Page 130 of 380 FULL AUTHORITY COMMITTEE MEMBERS Shelley Ann Bentley, Dave Beres, Doug Brunton, Robert Chambers, Michael Columbus, Tom Masschaele, Stewart Patterson, John Scholten, Rainey Weisler, Chris Van Paassen, Peter Ypma - 7 - The closed session began at 8:13 p.m. 11. Closed Session A-97/23 Moved by C. Van Paassen Seconded by R. Weisler THAT the LPRCA Board of Directors does now enter into a closed session to discuss: 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 Authority. Carried The Board reconvened in open session at 8:40 p.m. Next meeting: November 1, 2023, Board of Directors November 8, 2023, Budget Adjournment The Chair adjourned the meeting at 8:41 p.m. John Scholten Judy Maxwell Chair General Manager/Secretary-Treasurer /dm Page 131 of 380 Page 1 of 2 Subject: Membership - Affordable and Attainable Housing Committee Report Number: CAO 23-27 Department: Office of the CAO Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled CAO 23-27 Membership- Affordable and Attainable Housing Committee be received as information; and B. THAT the amended Terms of Reference for the Affordable and Attainable Housing Committee, be approved; and C. THAT the Clerk be instructed to fill the vacancy; D. THAT a By-Law to amend Section 1 of By-Law 2023-009, be brought forward for Council consideration. BACKGROUND At the April 24, 2023 meeting of Council, a by-law to appoint the following members to the Affordable and Attainable Housing Committee was passed: Cedric Tomico Cole Warwick, Housing Programs Coordinator, Oxford County Rebecca Smith, Manager of Housing Development, Oxford County Dane Willson Gary Green Suzanne Renken Kama Vandevyvere Councillor Chris Parker DISCUSSION Members Smith and Warwick are employees of Oxford County and have expressed concerns related to their ability to vote on decisions of the Committee. They would like to remain on the Committee in an advisory capacity but would like to have their obligation to vote dissolved due to the nature of potential conflicts arising on many items discussed at the Committee level. Page 132 of 380 CAO 23-27 Membership - Affordable and Attainable Housing Committee Page 2 of 2 The Terms of Reference for this Committee dictates the minimum number of members shall be seven members. By removing these two members this would put the number of voting members below the minimum threshold by one. If this is done, a vacancy and advertisement would have to be done in efforts to fill the vacant position. CONSULTATION Affordable & Attainable Housing Advisory Committee FINANCIAL IMPACT/FUNDING SOURCE N/A 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 ATTACHMENTS Appendix A – Red-Lined Affordable & Attainable Advisory Committee Terms of Reference Page 133 of 380 Affordable & Attainable Advisory Committee Terms of Reference Mandate: To facilitate discussions, networking and planning to ensure expanded opportunities for Affordable and Attainable Housing alternatives within the community and determine applicable strategies for Council review. 1.0 Role of the Affordable and Attainable Advisory Committee 1.1 To advise Council on applicable strategies for expanding affordable and attainable housing opportunities. 1.2 To facilitate discussions and networking with community partners, organization and agencies to promote opportunities for affordable and attainable housing alternatives. 1.3 To investigate opportunities and make recommendations to Council regarding surplus lands available for affordable and attainable housing. 1.4 To develop and provide an affordable housing plan for Council. 1.5 To monitor and make recommendations to local planning policies to provide recommendations to increase affordable housing options. 1.6 To explore and make recommendations regarding funding opportunities for affordable housing. 1.7 To promote awareness of existing programs and funding available for affordable and attainable housing. 2.0 Organization of the Committee The Committee should be composed of people within Tillsonburg who demonstrate a strong commitment to the Terms of Reference. A cross section of individuals should attempt to be chosen in order to bring to the committee relevant technical and professional expertise, as well as strong advocacy, communication and organizational skills. 2.1 Vacancies for citizen appointments will be advertised as per the Town’s procedures for Committees of Council. 2.2 Committee members will be appointed by Council. 2.3 The Committee shall have a minimum of seven members (one Council representative, and six members of the public plus two non-voting Oxford County staff members) with a maximum of nine voting members in total. 2.4 The term of a Committee Member will conclude when the ad-hoc committee is abolished after meeting their outlined mandate. 2.5 Additional members may be appointed throughout the term. Page 134 of 380 2.6 One member will be appointed by vote of the committee at the first meeting of each term to Chair the meetings for that term. At this time, they will select a vice-chair for the same duration. These appointees shall not be staff members or Council representatives. 2.7 Municipal staff shall act in an advisory manner to the committee and the role of staff liaison shall be fulfilled by the CAO, Development Commissioner and Executive Assistant. 3.0 Meetings 3.1 The Committee will hold a minimum of four meetings a year and a maximum of one meeting per month 3.2 The date and time of the regular meetings will be established at the first meeting of each term. 3.3 Meetings will have a formal agenda. 3.4 Agendas and information packages (including previous meeting minutes) will be sent electronically to Committee Members prior to each meeting. 3.5 A majority of Council appointed Committee Members will constitute quorum for the transaction of business. 4.0 Role of the Chair The Chair is responsible for ensuring the smooth and effective operation of the Committee and its’ roles. This will include responsibility for: 4.1 Calling the meetings to order. 4.2 Encouraging an informal atmosphere to encourage the exchange of ideas. 4.3 Creating an agenda in consultation with the Secretary and staff liaison. 4.4 Chairing the meetings to ensure business is carried out efficiently and effectively. 4.5 Acting as spokesperson. 4.6 Representing the Committee on other committees when necessary. 4.7 The Chair shall conduct meetings in accordance with the Town’s Procedural By-Law. 4.8 In the absence of the Chair, these responsibilities will be undertaken by the Vice-Chair. 5.0 Role of the Secretary The Secretary is responsible for ensuring a complete up-to-date record for the Committee. The Secretary will be the staff liaison for the Committee. 5.1 In liaison with the Chair, arrange date, time and venue for meetings. 5.2 In liaison with the Chair, set agendas and circulate agendas to the members two business days prior to the meeting. 5.3 Circulate draft minutes to the members. 5.4 Keep a complete up-to-date record of the committee minutes. Page 135 of 380 6.0 Role of Members Membership on the Committee is a position of responsibility and requires a strong commitment to the Terms of Reference. Committee members are required to: 6.1 Attend all regularly scheduled meetings. Members shall notify the Chair and Secretary if they are unable to attend a meeting. 6.2 Adhere to the provisions set out in the Policy for Boards and Committees of Council. If a member has an unexplained absence of three or more consecutive meetings then their seat on the committee shall be declared vacant. 6.3 Review all information supplied to them. 6.4 Prepare information for use in the development of materials for the Committee. 6.5 Promote the role of the Committee and its decisions made. 6.6 Offer input to committee reports to Council. 6.7 Attend training as required to effectively perform their role as a committee member. 6.8 Committee Members are subject to the Municipal Conflict of Interest Act R.S.O. 1990, c. M50 and must disclose any direct or indirect pecuniary interest. The disclosure must be recorded in the minutes of the meeting. 7.0 Role of Municipal Staff The Town of Tillsonburg, by its nature and purpose, affects and is affected by many different Municipal departments. Assistance will be provided on an as required basis from various departments. Municipal staff will be responsible for carrying out the following functions with respect to the Committee: 7.1 Act as an information resource. 7.2 Orientation of Committee members by the Clerk’s Department at the first meeting after Council appointment. 7.3 Assist the Committee in its’ reporting to Council. 7.4 Provide correspondence to the Committee. 7.5 Responsible for maintaining accurate and up-to-date committee records and providing minutes to Council. 8.0 Reports to Council The Committee may advise and make recommendations to Council in accordance with its’ role. Reports may be submitted as follows: 8.1 Verbally by a Council representative. 8.2 Written Report from the staff liaison and presented by the Chair or the designated representative to Council. An annual report will also be submitted and presented to Council at the beginning of each year outlining the Committee’s accomplishments in the previous year. Page 136 of 380 Page 1 of 4 Subject: 31 Earle Street Project Update Report Number: CAO 23-26 Department: Office of the CAO Submitted by: Laura Pickersgill, Executive Assistant Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION THAT report titled CAO 23-26, 31 Earle Street Project Update be received as information. BACKGROUND At the February 13, 2023 Council meeting, the following resolution was passed: THAT Council authorize staff to prepare and submit all required Planning Applications to prepare the 31 Earle Street property for future affordable/attainable residential development. Following this motion, Town staff met with the County Planning Department and it was recommended at that time that the re-designation and re-zoning applications for 31 Earle Street be accompanied with a conceptual drawing. Staff then released a Request for Quotation to retain an architect for the development of the conceptual building plans. Upon awarding of the quote, staff worked with the architect, AAA Architects, to develop initial conceptual drawings for the development. The architect presented three options to the Affordable and Attainable Housing Committee at their June 13, 2023 meeting. One option was known as the original option, option two was a more dense option and option three was the densest option. The original option included two rectangular buildings with six stories, 69 units each and 140 parking spaces (1 space/unit) in the middle. The more dense option included two ‘U’ shaped buildings with 134 units each with six stories with less parking in between and utilizing adjacent vacant lands at the former Special Events Centre for adequate parking. This proposed parking had 336 parking spaces which equated to 1.25 spaces/unit. The densest option was an overly large building for the space and required underground parking. The Committee felt that density was important for achieving a development such as this, without being too overly dense and therefore the following motion was passed: Page 137 of 380 CAO 23-26 31 Earle Street Project Update Page 2 of 4 THAT the Affordable and Attainable Housing Advisory Committee recommends to the consultant to proceed with developing a more detailed design of option #2. The architect brought back this detail design at the July 26, 2023 Affordable and Attainable Housing Advisory Committee the architect came back with an option called the “Scaled Back Development Concept” (Concept 4) based on the feedback from the last meeting. This Concept included one 161 unit, six story apartment building with 206 parking spaces which equates (1.25 spaces/unit) and the following resolution was passed: 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; 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 story. With a maximum upset limit of $5,000. Additionally, the Committee also passed the following resolution: 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. The architect went back and made the suggested changes and the final version was presented to the Committee at their September 27, 2023 meeting. The following motion was passed: THAT the Affordable and Attainable Housing Committee supports in principle the revised conceptual drawings for 31 Earle Street pending planning approvals; AND THAT this resolution be circulated to the next meeting of the Economic Development Advisory Committee for comment and review. Page 138 of 380 CAO 23-26 31 Earle Street Project Update Page 3 of 4 Following this motion, the conceptual drawings were provided to the Economic Development Advisory Committee at their October 10, 2023 meeting. This Committee had the following comments: It was suggested that some additional amenity space be incorporated into the green space in the further detailed designs. Traffic at Cedar Street and Earle Street needs to be reviewed and potentially a traffic light needs to be installed. There are not any three-bedroom apartments which would be more suitable for affordable housing and families. DISCUSSION Staff are bringing this to Council as information. Staff are working with the Planning Department and will be submitting the suggested detailed design as part of the re- zoning and re-designation of the property applications. CONSULTATION Affordable & Attainable Housing Advisory Committee Economic Development Advisory Committee Oxford County Planning Department FINANCIAL IMPACT/FUNDING SOURCE This report is for information only thus there is no financial impact. 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. Page 139 of 380 CAO 23-26 31 Earle Street Project Update Page 4 of 4 Goal – Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles. Strategic Direction – Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options. Priority Project – Affordable housing collaboration with Oxford County ATTACHMENTS Appendix A – Preferred Conceptual Plan – 31 Earle Street Page 140 of 380 100.2 m 4.9 m95.2 m123.9 m31 EARLE ST - 137 UNITS31 EARLE ST - 137 UNITS PROPOSED SEVEN STOREYPROPOSED SEVEN STOREY RESIDENTIAL BUILDINGRESIDENTIAL BUILDING 5.1 m118.8 mPROPERTY LINE PROPERTY SETBACK LINECONTD11.1 mCONTD 11.1 m CONTD 11.1 m CONTD7.5 mEXISTING PLAYGROUNDEXISTING PLAYGROUND78.0 m CEDAR STCEDAR STSETBACK93.8 m6.0 m6.0 m6.0 m6.0 m6.0 m 19.0 mZONING SETBACKGREEN SPACEPROPERTY LINESPERMEABLE PAVING PERMEABLE PAVING PERMEABLE PAVING PERMEABLE PAVING6.0 mPERMEABLE PAVING PERMEABLE PAVING PERMEABLE PAVING PERMEABLE PAVING 6.0 m 6.0 m6.0 m 8.0 m 6.0 m6.0 m2.0 m5.5 m2.7 m 3.4 m1.5 m 2.3 m TOTAL AREA 1 BED 2 BED TOTAL GROUND FLOOR 1,481 m2 2 9 11 SECOND FLOOR 1,481 m2 11 10 21 THIRD FLOOR 1,481 m2 11 10 21 FOURTH FLOOR 1,481 m2 11 10 21 FIFTH FLOOR 1,481 m2 11 10 21 SIXTH FLOOR 1,481 m2 11 10 21 SEVENTH FLOOR 1,481 m2 11 10 21 TOTAL 10,367 m2 68 69 137 ZONING STATISTICS 14.2.1.1 14.2.1.2 14.2.3 14.2.2 14.2.5 14.2.6 14.2.7 14.2.7.2 31 EARLE ST, TILLSONBURG, ON, N4G 2M3 BYLAW IN EFFECT : 3295 ZONE: RH LOT FRONTAGE: MIN: 30.0m BUILDING HEIGHT: MAX: 22m | PROPOSED: 22.0 m TOTAL LOT AREA: 12,414.78 m2 ACTUAL: 100.151m LOT AREA (MIN) = 90m2/per dwelling unit (163) = 14,670 m2 YARD REQUIREMENTS REQUIRED REAR YARD: MIN: 11m | PROVIDED : 11.1 m REQUIRED FRONT YARD: MIN : 11m | PROVIDED : 93.8 m FLOOR AREAS: OFF STREET PARKING & LOADING: 7.12.1.5 LANDSCAPING: ONE BEDROOM UNIT : 55.0 m² (MIN) TWO OR MORE BEDROOM UNITS: 65.0 m² (MIN) PROPOSED: 43 m² PROPOSED: 61 m² 1.25 *137 = 171= 6 BARRIER FREE PARKING= 137 RESIDENTIAL PARKING= 34 VISITOR PARKING = 171 REQUIRED TOTOAL= 172 PROVIDED MINIMUM: 40 % OF THE SITE AREA SHALL BE LANDSCAPEDPROVIDED:37 % LANDSCAPED (NOTE SITE TO BE PERMEABLE PAVING) BUILT-UP AREA: 1,885m2 BUILDING AREA: 1,481m2 GROSS FLOOR AREA : 10,367m2 REQUIRED SIDE YARD: MIN: 11m | PROVIDED : 11.1 m ASPHALT : 6,615m2 TO BE PERMEABLE PAVING NUMBER OF STOREYS: 7 GREEN SPACE: 5,290m2 BUILDING STATISTICS BUILDING AREA: 1,481m2 GROSS FLOOR AREA : 10,367m2 AREA BY LEVEL : AREA BY UNIT : LVL 1 LVL 2 LVL 3 LVL 4 LVL 5 LVL 6 LVL 7 1 BEDROOM 43m2 0 1 1 1 1 1 1 45m2 1 0 0 0 0 0 0 46m2 1 6 6 6 6 6 6 48m2 0 1 1 1 1 1 1 49m2 0 2 2 2 2 2 2 51m2 0 1 1 1 1 1 1 2 BEDROOM 61m2 7 4 4 4 4 4 4 62m2 2 6 6 6 6 6 6 SCALE: 1 : 5001SCHEMATIC SITE PLANSCHEMATIC SITE PLAN PROJECT LOCATIONRH ZONING Page 141 of 380 Floor Legend 1 BEDROOM 2 BEDROOM AMENITY GARBAGE LOBBY MAIL SERVICES STAIRS 61 m² 2 BEDROOM 108 m² SERVICES 61 m² 2 BEDROOM 62 m² 2 BEDROOM 62 m² 2 BEDROOM 72 m² AMENITY 46 m² 1 BEDROOM 61 m² 2 BEDROOM 61 m² 2 BEDROOM 45 m² 1 BEDROOM 61 m² 2 BEDROOM 61 m² 2 BEDROOM 36 m² LOBBY 48 m² GARBAGE37 m² SERVICES 13 m²MAIL15 m²STAIRS61 m² 2 BEDROOM 99 m² AMENITY 15 m²STAIRS46 m² SERVICES A A B BC CD D E E J J K K L L M M N N WW Z Z Y Y XX F F H HG G 80006000800080006000282528256000 8000 8000 6000 8000 77651 1870083502000835055003725 26003300180038503300 4850197548256000 1175 30003200 3625 49505500825015 m²STAIRS15 m²STAIRS51 m² 1 BEDROOM 46 m² 1 BEDROOM 62 m² 2 BEDROOM 62 m² 2 BEDROOM 49 m² 1 BEDROOM 49 m² 1 BEDROOM 62 m² 2 BEDROOM 62 m² 2 BEDROOM 46 m² 1 BEDROOM 48 m² 1 BEDROOM46 m² 1 BEDROOM 61 m² 2 BEDROOM 61 m² 2 BEDROOM 61 m² 2 BEDROOM 61 m² 2 BEDROOM 46 m² 1 BEDROOM 43 m² 1 BEDROOM 46 m² 1 BEDROOM 62 m² 2 BEDROOM 46 m² 1 BEDROOM 62 m² 2 BEDROOM A A B BC CD D E E J J K K L L M M N N WW Z Z Y Y XX F F H HG G 80006000800080006000282528256000 8000 8000 6000 8000 77651 1870083502000835080006000800080006000282528256000 8000 8000 6000 8000 77651 1870083502000835055003725 245033001800 1175 30003200 3625 495054008350600056516000 SCALE: 1 : 2501GROUND FLOOR FFEGROUND FLOOR FFE SCALE: 1 : 2502TYPICAL FLOOR PLANTYPICAL FLOOR PLAN Page 142 of 380 TYPICAL GROUND FLOOR TYPICAL FLOOR PLATEEAST VIEW WEST VIEW NORTH VIEW Page 143 of 380 Page 1 of 5 Subject: CAO 23-25 Sole Sourcing – Town Hall Project Report Number: CAO 23-25 Department: Office of the CAO Submitted by: Laura Pickersgill, Executive Assistant and Cephas Panschow, Development Commissioner Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled “CAO 23-25 Sole Sourcing– Town Hall Project” be received as information; B. THAT staff be authorized to sole source professional architectural services from The Ventin Group Ltd (+VG Architects) in accordance with Section 6 (b) of the Purchasing Policy for the preparation of design and tender documents for a new Town Hall, for $770,220 + taxes, with the understanding that the $330,220 portion would only be undertaken should construction proceed; C. That a By-Law be presented for Council’s consideration authorizing the Mayor and Clerk to execute documents necessary to effect an agreement with The Ventin Group Ltd. BACKGROUND The purpose of this report is to seek Council approval to retain the services of +VG Architects to complete the new Town Hall municipal office build. Services included in this phase of the project are: Design Development – Detailed Design Options and Sub-Consultant Design Development ($217,992): o Mechanical Engineering o Electrical Engineering o Civil Engineering o Structural Engineering o Landscape Architecture Contract Documents – Detailed Specifications and tender ($222,008) Should the Town proceed with the construction of a new Town Hall, there would be additional fees related to that phase of the project; namely: Tender and Procurement – Review of proposals received and recommendations ($20,000) Page 144 of 380 CAO 23-25 CAO 23-25 Sole Sourcing – Town Hall Project Page 2 of 5 Contract Administration – Day to Day Construction Monitoring, contract compliance and cost/payment management ($293,451) Project Close Out ($16,769) In the Design phase, +VG would also be tasked with “Value Engineering” and creative design options to target significant cost savings of up to 20%. DISCUSSION In 2021, using Municipal Modernization Grant Funding, the Town released a Request for Proposal for a Town Hall Space Needs Design. +VG Architects was the successful bidder from that RFP and commenced their work. Staff met with +VG on a routine basis and provided Council with three options for a new Town Hall which included: Option A – 200 Broadway (Town Centre Mall expansion); Option B – 10 Lisgar Avenue (Customer Service Centre); and Option C – Greyfield Site (Northeast corner of Brock and Harvey Street). Representatives from +VG presented the three options at the February 28, 2022 meeting of Council and the following resolution was passed: Moved By: Deputy Mayor Beres Seconded By: Councillor Gilvesy THAT Council receives Report CAO 22-01 Town Hall Steering Committee Recommendation; AND THAT Council directs staff to negotiate a lease or other options with Strathallen that is equal to or better than the lowest costed option identified in CAO 22-01 Town Hall Steering Committee Recommendation. At the June 16, 2022, Council meeting staff presented Council with the costing scenarios for each option mentioned above. The following resolution was passed during that meeting: Moved By: Councillor Luciani Seconded By: Councillor Rosehart THAT Council direct staff to proceed with an Environmental Site Assessment of the new construction “Greyfield” Option site in the Harvey and Brock streets Municipal Parking lots to determine the extent of environmental contamination, if any, and potential for any remediation costs. Following this resolution staff worked with consultants to determine the extent of the environmental contamination. Page 145 of 380 CAO 23-25 CAO 23-25 Sole Sourcing – Town Hall Project Page 3 of 5 Subsequent to receiving the results of the Phase 2 Environmental Site Assessments for the Greyfield site, Council passed the following resolution at the special Council meeting held on April 6, 2023: Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres THAT staff be directed to focus planning efforts on the consolidated new Town Hall as an expansion to the Customer Service Centre, 10 Lisgar Ave, and report to council on plans, timelines, impacts and other synergies for the CSC location. Staff worked with +VG Architects to develop detailed floor plan options. These were presented to Council at the October 10, 2023 Council meeting. The following resolution was passed: Moved By: Councillor Luciani Seconded By: Deputy Mayor Beres A. THAT report titled “CAO 23-17 Town Hall Floor Plan Options” be received as information; B. THAT Council selects Option 2A as the preferred floor plan option; and C. THAT staff proceeds working with VG+ Architects to prepare a detailed building concept based on the selected floor plan. In response to the last resolution, staff are seeking approval from Council for an exemption under Section 6.0 of the Town’s Purchasing Policy to be permitted to sole source the detailed building concept and tendering work to +VG Architects. Section 6.0 of the Policy states: b) The Tendering, RFP or purchasing process may not be required where the Goods or Services are proprietary to one vendor, where there is only one supplier that can meet the Town’s needs within a reasonable distance of where the cost of changing suppliers for a product or service already in place is deemed to be exorbitant by the Treasurer. Upon written staff recommendations, Council shall, it its sole discretion, determine whether a Bid, RFP or purchasing process may be foregone for these reasons. Such exemption must be granted by resolution. Staff believe that the “spirit” of the Town’s Purchasing Policy has been met through the 2021 competitive process that resulted in the selection of +VG Architects to complete the Conceptual Floors Plans and Site Feasibility Analysis Further, +VG Architects has already done a lot of work on this project and are the most familiar with the Town’s needs. Staff feel that this would expedite the process by having a familiar architect commence the work and saving time from having to go through another RFP process. Page 146 of 380 CAO 23-25 CAO 23-25 Sole Sourcing – Town Hall Project Page 4 of 5 In addition to this, +VG has an extensive record of unique projects with municipalities, including many smaller ones, throughout Ontario. CONSULTATION Senior Leadership Team FINANCIAL IMPACT/FUNDING SOURCE +VG Architect’s 2021 proposal including a fees estimate of $438,000, not including sub- consultants, for future phases of the Town Hall Project based on an $8,000,000 construction budget. Based on the Order of Magnitude Cost Estimate of $16,863,000, the updated cost estimate would be approximately $924,092 not including sub- consultants. However, due to +VG’s high level of comfort and familiarity with the Town and this project, they have submitted a reduced cost estimate based on working together with the Town that targets a Construction Cost 20% lower than the Order of Magnitude costing provided, includes costs for sub-consultants and also provides an additional $130,000 reduction, resulting in cost estimate of $770,220 for both the Design/Contract ($440,000) and Construction ($330,220) phases of the project. The estimated cost of $440,000 for the Design Development and Contract Documents is within the estimated $450,000 available for the project. Based on the high cost of changing suppliers, the time delays to go through another Purchasing process where other companies would be bidding against work completed by +VG, the time that would be required to bring another consultant “up to speed”, and the significant value already provided by +VG, including cost adjustments, Town staff are recommending that the Sole Source Contract be awarded to +VG Architects. 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 147 of 380 CAO 23-25 CAO 23-25 Sole Sourcing – Town Hall Project Page 5 of 5 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 – Position Tillsonburg as a leader in the municipal sector. Priority Project – Consolidated Town Hall initiative. ATTACHMENTS Appendix A – 2021 +VG Architects RFP Submission Page 148 of 380 TOWN OF TILLSONBURG Request For Proposals 2021-008 Town Hall Space Needs Design + Information Technology Modernization Strategy ORIGINAL September 27, 2021 Page 149 of 380 PROPRIETARY CONTENTThis document is intended as a private communication for the sole use of the primary addressee and those individuals designated for copies. The information contained in this document is considered private and confidential and is proprietary to The Ventin Group Ltd. (+VG Architects). Table of Contents Cover Photo: Township of Norwich Administration Building Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization COVER LETTER 1.0 QUALIFICATIONS & EXPERIENCE 1.1 Company Overview 1.2 Reference Projects 2.0 PROJECT TEAM / EXPERTISE 2.1 Project Team Organization Chart 2.2 Key Personnel Resumes 3.0 APPROACH & METHODOLOGY 3.1 Project Understanding 3.2 Project Approach 3.3 Methodology 3.4 Universal Design 4.0 QUALITY ASSURANCE & CONTROL 4.1 Communication 4.2 Risk Control Methods + Mitigation 4.3 Capacity + Resources 4.4 Cost Planning + Control 5.0 PRELIMINARY SCHEDULE 6.0 FEE 6.1 Consulting Services Fee 7.0 I.T. CONSULTANT - SPECTECH EXPERIENCE Page 150 of 380 50 Dalhousie Street, Brantford, Ontario N3T 2H8 T: 519.754.1652 F: 519.754.0830 72 Stafford Street, Suite 200, Toronto, Ontario M6J 2R9 T: 416.588.6370 F: 416.588.6327 1340 Wellington Street West, Ottawa, Ontario K1Y 3B7 T: 613.915.8412 F: 519.754.0830 September 27, 2021 Project Number: 210207P Town of Tillsonburg 200 Broadway, Suite 204 Tillsonburg, Ontario N4G 5A7 Attn.: Hussain Lakhani, Purchasing Coordinator Dear Mr. Lakhani: RE: RFP 2021-008: Town Hall Space Needs Design and Information Technology Modernization Strategy A Well-Planned Transformation This transformation will consolidate and improve services at Tillsonburg Town Hall, attract and retain a strong team, generate new and improved synergies with associated agencies. As specialists in municipal project planning and design, +VG Architects (+VG) have a profound appreciation for the work you have already done to bring your project to this point. But there is still a lot to do and we have only one chance to get it right. Our priority will be to translate your mission and integrate it into the overall design solution, within budget and on schedule. Design for the New Normal +VG Architects have planned, designed and successfully completed more municipal office projects than any other Ontario consultant. During the past eighteen months, +VG has designed several relevant municipal office projects which incorporate elements to mitigate the risks associated with Covid 19 - the Brantford Federal Building conversion to a new City Hall, and the King Township Administration Centre, are only two examples. Whichever option is ultimately chosen by Council, our understanding of ‘new normal’ office design will be invaluable in guiding the transformation of Tillsonburg Town Hall. Our core expertise, and unparalleled experience, encompasses each of the programmes which the Town envisions for this project: • Architectural Planning & Design • Interior Design / FF&E • Information & Security Technology Analysis Page 151 of 380 50 Dalhousie Street, Brantford, Ontario N3T 2H8 T: 519.754.1652 F: 519.754.0830 72 Stafford Street, Suite 200, Toronto, Ontario M6J 2R9 T: 416.588.6370 F: 416.588.6327 1340 Wellington Street West, Ottawa, Ontario K1Y 3B7 T: 613.915.8412 F: 519.754.0830 World Class Facilities from a Local Source When other consultants have finished their work and returned to their distant communities, what will they leave behind for ours? +VG staff work and live in Oxford, Elgin, Norfolk and neighbouring communities. +VG Partner, Dennis Vass, has been a resident of Tillsonburg for more than 70 years. We are invested in the community and committed to the long term. Your New Office = Safety with No Restrictions This pandemic won’t last forever. When it’s over, Town administrative staff will still need to spend significant time in the office, to receive training, re-connect with colleagues, restore the organizational culture, and do the work that happens most productively in an office space. The design for your hybrid Work-from-home(WFH)/Work-from-office(WFO) spaces must accommodate a different range of work settings. At the new Brantford City Hall, +VG work space designs demonstrate how flexible space and furniture can work together to support different positions, individual and team work, and focused private group work, all in a safe collaborative environment. We will not restrict your people to concepts made obsolete by Covid 19. Instead, we will give them more options, more tools, and more choice. We Start Work Now We are enthusiastic about your project and ready to begin work immediately. The attached material introduces our Project Team and illustrates the skills, experience and resources which we will apply to achieve your vision. We look forward to expanding the details of these qualifications with the Evaluation Committee. Yours very truly, +VG ARCHITECTS Paul Sapounzi, B.E.S., B. Arch., O.A.A., M.R.A.I.C., C.A.H.P. Managing Partner Mobile: 519.241.1705 Email: pspaounzi@plusvg.com Page 152 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 5 1.1 COMPANY OVERVIEW Legal Name: The Ventin Group Ltd. Trade Name: +VG Architects (+VG) Incorporated: 1972 OAA Certificate of Practice: 3353 PEO Certificate of Authorization: 100015884 Firm Structure: +VG is structured as an integrated network of 3 offices in Brantford, Toronto, and Ottawa. We work together on design and successfully complete projects as a team. Flexibility is inherent within our firm structure because of the availability of a large team of professionals who are municipal project planning, design and delivery specialists. Size of Company: 3 offices / 62 full time staff: Brantford: 26 Toronto: 26 Ottawa: 10 Municipal Administrative Office Planning + Design Specialists +VG Architects deliver innovative solutions that support sustainable change. Municipal administration building projects represent our core expertise. Since 1972, +VG staff have demonstrated expertise with hundreds of public sector agencies across Ontario. SECTION 1.0QUALIFICATIONS & EXPERIENCE Milton City Hall We have recent experience working with Project Management and Space Planning Teams at multiple municipalities. In the past 5 years alone, +VG staff have successfully completed office modernization projects for: • City of Brantford • City of Burlington • City of Waterloo • County of Grey • County of Huron • County of Renfrew • County of Wellington • Municipality of Lakeshore • Region of Peel • Town of Collingwood • Town of Georgina • Town of Halton Hills • Township of Norwich • Township of Puslinch • Township of South Bruce Penninsula • Township of Woolwich This experience enabled us to quickly recognize the considerations, factors and restrictions which lead to the scope of work of this Tillsonburg RFP. Page 153 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 6 Town Hall Projects From Our Portfolio Municipal Administration Building projects have a specific set of objectives and constraints. Successful completion of these projects requires knowledge of modern management as well as a solid understanding of the design and construction process. +VG has both. +VG Architects have planned, designed and implemented a diverse portfolio of municipal administration building projects, including: • City of Brantford, City Hall - Federal building conversion/renovation • City of Burlington, City Hall - interior renovation (Phase II at design) • City of Hamilton City Hall BOMA Office Building of the Year (Toby) Award - renovation / modernization • City of Kitchener City Hall - office re-configuration • City of London Administration Buildings (18) - workspace Master Planning project • City of Richmond Hill New Administration Building +VG is serving as Advocate Architect under the direction of Colliers Project Managers. Work to date includes: Space Needs Assessment, Potential Sites Evaluation • City of St. Thomas City Hall - addition • City of Sarnia Administration Building - feasibility study for expansion • City of Stratford City Hall - multiple renovation projects • City of Toronto Old City Hall Courthouse - multiple renovation projects • City of Waterloo Administration Buildings (2) - office re-configuration • County of Grey Administration Building - addition and office renovation • County of Lennox and Addington Administration Building - addition and office renovation • County of Norfolk Administration Building - multiple renovation projects • County of Victoria Administration Centre - adaptive re-use / restoration / addition • County of Wellington Administration Building - multiple renovation / new projects • Town of Clinton Administration Building - adaptive re-use • Town of Collingwood Administration Building - workspace feasibility study • Town of Georgina Administration Building - Office Space Plan • Town of Halton Hills Administration Building - planning, design & construction • Town of Hanover Administration Building – addition and renovation • Town of Huntsville Administration Building – addition and renovation • Town of Milton Administration Building Public Works Project of the Year Award - planning, design & construction • Town of Orangeville Administration Building – addition and renovation • Town of Shelburne Administration Building – addition and renovation • Town of The Blue Mountains Administration Building - planning and schematic design • Township of Clearview Administration Building - planning, design & construction • Township of King Administration Building - planning, design & construction • Township of Norwich Administration Building - planning, design & construction • Township of Wilmot Administration Building - planning, design & construction • Township of Woolwich Administration Building - renovation • Regional Municipality of Chatham-Kent Administration Building - addition • Regional Municipality of Halton Administration Building - HR Department renovations • Hamilton-Wentworth DSB Administration Building, Hamilton • Milton Hydro Distribution Inc. Administration Building, Milton • Legislative Assembly of Ontario Building - multiple projects Page 154 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 7 Collaborative Workspaces In today’s business environment, there is a drive to provide flexible collaborative workspace which recognizes the special qualities of the office-based professional. +VG designs offices based on the principle of team work, which often happens outside the traditional workstation, in team spaces, small group areas, cafes, client offices, tables between workstations – anywhere two or more people can come together to share knowledge and create more of it. +VG designs Collaborative Workplaces which encourage a corporate culture that values an engaged and innovative workforce. By empowering employees, Collaborative Workplaces attract, and help to retain, quality employees who excel in customer service and achieve a high level of client satisfaction. Good Office Design Prior to the current pandemic, Town of Tillsonburg staff spent significant time in the office. Normally, these people need to receive training, connect with colleagues, tap into the organizational culture, nurture personal networks, and do other work that happens most productively in that type of space. The design for your new workspaces should accommodate a range of work settings. +VG office designs demonstrate how flexible space and furniture can work together to support different positions, individual and team work, focused private work and group work, all in a vibrant and warm collaborative environment. We will not restrict your people to a single workstation. Instead, we will give them more options, more tools, and more choice. “I was just looking at my new station - and it is gorgeous.” Mary Tereszko Corporate Receptionist, Town of Milton +VG Architects listen to their clients. During our design consultations for their new administrative offices, staff at the Town of Milton told us about three things that are critical to their work: 1. Access to people who are relevant to their job 2. Access to the right technology and tools 3. Access to information These user groups told us they wanted to be given a choice about where and how they work, a measure of control over the space, and a place to improve connections and collaborations between people. +VG gained a clear understanding of their direct and indirect relationships (adjacencies) from department to department, public areas, staff areas, meeting areas – even storage areas. This understanding of their inter-relationship requirements produced an efficient plan for the new Milton administrative office spaces. Page 155 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 8 +VG Smart Design Solutions Some of the features we have incorporated in recent leading-edge office designs are: • Using pre-wired systems furniture for open offices and demountable partitions for closed managers offices avoids costly and time- consuming demolition and reconstruction of fixed walls and mechanical/electrical provisions and allows flexibility in future reorientation/relocation of rooms and workstations • Sound control panels (with sound-blocking provisions for mechanical ducts) above demountable partitions provide absolute privacy between private and open offices • Provision for High Density Storage to enable more space for workstations • Efficient design and flexible furnishings • Implementation of Advanced Technologies Design Excellence +VG designs for public buildings connect to their users and to their community, both physically and symbolically. We have earned 76 Awards of Excellence for design, including: • Toby Award - Office Building of the Year - Building Owners & Managers Association Hamilton City Hall • Public Works Project of the Year - Ontario Public Works Association Milton Civic Administration Building • Award of Merit - Canadian Assoc. of Heritage Professionals Wellington County Social Services Administration Building, Guelph • Architectural Excellence Award - Ontario Association of Architects (OAA) County of Lennox and Addington Administration Building, Napanee • 10 National & International Awards Bridgepoint Health Administration Building, Toronto Commitment to Excellence Tillsonburg project leaders will see this enthusiasm delivered through our: ▫Robust documentation ▫Adherence to clear and direct channels of communication ▫Commitment to health and safety ▫Ability to fully address the financial procurement requirements of the Town Page 156 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 9 1.2 REFERENCE PROJECTS Town of South Bruce Peninsula Feasibility Study, Space Needs Assessment, Master Plan/Pre-Design and Schematic Design Completed: 2021Size: 19,000 sq. ft. Construction Value: $7.2 M (phase 1 Town Hall)Reference: Michael Humble CPA, CGA Director of Financial Services/Treasurer, Town of South Bruce Peninsula 519.534.1400 x 1400 michael.humble@southbrucepeninsula.com Project Description: +VG was retained to facilitate the Strategic Accommodation Plan for the township of South Bruce Peninsula, which is an amalgamation of various towns and villages. The Wiarton town Hall was constructed in 1968 and was believed to have exceeded its anticipated lifespan. The anticipated outcome was that +VG’s comprehensive report inclusive of space needs assessment and pre-design to assist the town to make an informed decision to either undergo a renovation to the existing town hall or to develop any of the other Town-owned land suitable for a new administration hub. 6 properties and options were explored during the investigation of feasibility of these options. An additional option to build a new town hall either in place of existing town hall or on another town-owned lands was also explore, with two main properties and design options were considered for this purpose. This project began with a space needs assessment and preparation of functional program. An assessment of the Town’s detailed operational space requirements, adjacencies and effective service deliveries were identified by reviewing the needs with various stakeholders. Considerations on the impacts of Covid and current state municipal business models were also weighed in our analyses. +VG’s team examined the feasibility of various options/properties along with an order of magnitude costing for each based on the findings of our analyses, The Council decision, after multiple presentations, were to build a new facility on a property owned by the city as well as to extend the scope of work to include a Community Hub (Recreation Centre) on the same site of the Town Hall; as per the South Bruce Peninsula Parks, Recreation & Culture master plan Report - 2019. +VG’s team also prepared the pre-design report for both the New Town Hall and Community Hub. This included proposed various scenarios for building arrangements, phasing and a cost impact analysis for each of the options. The Council narrowed down the options to one preferred design and phasing based on the Master plan and pre-design report. +VG team, then prepared the final schematic design layout (floor plan drawings) for the site and buildings for both phase 1 (New Town Hall) and outdoor amenities and future phases (The Recreation Centre / Community Hub and Professional Offices). The design of the Town Hall allowed for the incorporation of future phases as one consolidated building. Page 157 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 10 Township of Norwich Administration Centre, Norwich Completed: 2015Size: 10,300 sq. ft. Construction Value: $2.8 MReference: Michael Legge Director of Finance/ Treasurer, Norwich Township 519.468.2410 x 233 mlegge@norwich.ca Project Description: • At the Concept Design Phase, the proposed site was reviewed to determine site specific issues, constraints and challenges • Spatial needs were reviewed in consultation with management and the Administration Building Design Committee • All applicable statutes, regulations, codes, by-laws as they pertain to the Township of Norwich, County of Oxford, the building site and the proposed building were examined • The +VG design team provided Council with coloured renderings of the proposed design to illustrate the scale and character of the project and how the proposed building would reflect the character and architecture of the community • The concept design documents included floor plans, elevations provision of estimated constructions costs and all costs related to oversee and manage the construction phase of the project • Rural farmland Ontario design interpretation is evident in the new Norwich Administration Building with barn-board clad columns and beams and a two-storey gable ceiling and daylight filled open office space City of Brantford Federal Building Conversion to New City Hall, Brantford Completed: 2021 Size: 83,400 sq. ft. Interior Office Renovation Construction Value: $20.0 M Reference: Brian Hutchings CAO, City of Brantford 519.759.4150 bhutchings@brantford.ca Project Description: • +VG was retained to facilitate the design and contract administration for the renovation to an existing 100 year old federal building for conversion which would allow the amalgamation of City Staff into one central location and relieve the financial burden of occupying and maintaining multiple facilities • Work began by establishing a preliminary layout for each floor which was used to determine a demolition scope for tendering of the demolition as a separate package during design of the space. This allowed the design to incorporate much of the unknown aspects of the building which would otherwise have been hidden • The end result is a modern 3 storey office building within the shell of a historically significant landmark. The re-use of this building shows the City’s dedication to sustainability and maintaining the legacy of the historical beacons within the City • +VG played a role as a key contributor in assisting the City and accompanying the City with task force reports including the presentation of the project to the task force in support of these reports Page 158 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 11 Township of King Administration Building, King City Awards: Institutional Wood Design Award 2020 Canadian Wood Council Brick In Architecture Award (Commercial Bronze) 2019 Brick Industry Association Completed: 2019Size: 46,285 sq. ft. Construction Value: $13.0 M Reference: Chris Fasciano Director of Parks, Recreation & Culture, Township of King 905.833.6550 cfasciano@king.ca Project Description: • King Township had outgrown its existing facility and had purchased a surplus school for re-purposing into an Administration Centre • The Township retained +VG Architects to lead the design and Construction of their new Municipal Administration Centre • The scope of this project was based on the Strategic Space Needs Assessment, also completed by +VG • As part of this project, three options were developed at the concept design stage which included existing Building Condition Assessment and comparison costing for each option. The result of this high level investigation was a fundamental decision to proceed with a new administration building on the school site Township of McNab Braeside Town Hall, McNab Braeside Completed: 2020Size: 13,450 sq. ft. Construction Value: $10.0 MReference: Ryan Frew Director of Public Works, Township of McNab 613.623.5756 x 227 rfrew@mcnabbraeside.com Project Description: • The development of the new municipal office building, redevelopment of the Parneel Building, and the Master Planning for the subject site establishes a new centre and a sense of place for the Township of McNab/Braeside • Consolidates Township services in a new purpose built facility • The new office building improves the functional and operational aspects of serving the municipality’s constituents while the development of a long-term Master Plan for the site addresses the need for future recreational and sports facilities Page 159 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 12 County of Grey Administration Centre, Owen Sound Completed: 2016Size: 50,000 sq. ft. Construction Value: $13.0 M Reference: Anne Marie Shaw Director of Housing, County of Grey519.376.5744 x 1305annemarie.shaw@grey.ca Project Description: • Grey County had identified the need to review its facility requirements as a result of growth needs of the community, a desire to create consistency in space, and to develop a team that promotes better working environments and more effective community service • The County engaged +VG Architects to provide a documented, definitive Space and Programme Analysis and Master Planning for the Administration Centre and the adjacent POA Courts building • A clear space needs programme for growth was developed with the detailed input of County stakeholders and staff, based on County criteria: ▫Space Planning, Functional Plan ▫High Level Functional Design / Programming ▫Flexibility through good design for the future ▫Layouts of furnishing for spaces designed and integrated to allow for optional functionality, privacy and security ▫Smart Workspace Design / Collaborative Workspaces ▫High quality and healthy atmospheric environment / enhanced day lighting and air circulation Town of New Tecumseth Municipal Offices, Alliston (Alliston Public School Retrofit) Completed: 2018 (Design)Size: 44,347 sq. ft. Construction Value: $11.5 M (forecast)Reference: Daniel Burton Supervisor Building Construct., Engineering Department, Town of New Tecumseth 905.729.0057 dburton@newtecumseth.ca Project Description: • The development of the new municipal office building, redevelopment of the Parneel Building, and the Master Planning for the subject site establishes a new centre and a sense of place for the Township of McNab/Braeside • Consolidates Township services in a new purpose built facility • The new office building improves the functional and operational aspects of serving the municipality’s constituents while the development of a long-term Master Plan for the site addresses the need for future recreational and sports facilities Page 160 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 13 County of Elgin POA Court House, St. Thomas Completed: 2018 Size: 9,925 sq. ft. Construction Value: $4.2 M Reference: Leesa Shanley POA Supevisor County of Elgin 519.631.1460 x 113l lshanley@elgin-county.on.ca Project Description: • This new single storey court facility with detention quarters incorporates security features such as limited public access, with the interior rooms secured by a Fob system • Court administrative staff is protected by bullet resistant polycarbonate in the wickets, and behind them is a two-way mirror from the private office space for additional monitoring ability. Security cameras are monitored from two separate locations, one on-site and the other remote • There is a Duress system in the secure detention area, which is monitored by the OPP. There are separate Duress systems at the wickets, and within the court room, which are monitored from the main County administrative building, but are also connected to the main system in the detention area City of St. Thomas St. Thomas Police Headquarters, St. Thomas Completed: 2017Size: 43,905 sq. ft. Construction Value: $15.5 M Reference: Wendall Graves City Manager, City of St. Thomas 519.631.1680 x 4120 wgraves@stthomas.ca Project Description: • Stipulated lump sum project produced a new single-storey police headquarters, designed to achieve LEED® Silver certification, as per the City’s request • Dedicated mechanical/electrical room located in the basement • Secure and safe environment for staff and visitors that regularly operates 24 hours a day • Uninterrupted emergency services and systems in case of a community emergency • Design designates appropriate spaces to address issues specific to detention centres and courthouses including separation between areas occupied by police staff, the public, the press, and victims of crime, witnesses and suspects • Building is located on historically significant property which is part of St. Thomas’ storied railroad history. Use of similar materials and characteristics of adjacent railroad buildings helped to integrate the design with its historic location Page 161 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 14 SECTION 2.0PROJECT TEAM / EXPERTISE 2.1 PROJECT TEAM ORGANIZATION CHART +VG NOMINATED TEAM The following specialists are nominated firms with whom +VG is confident that they can deliver the project you have envisioned. We have confidence in their ability to meet the Town’s expectations. However, these nominations do not reflect an intractable commitment; and are representative of the potential sub consultants whom may be required to complete this scope of work. +VG Architects prefers to select specialist team members in consultation with the Town’s project committee, so that the composite team best reflects your preferences. ORGANIZATION CHART LEGEND Primary Contact + Project Manager Prime Consultant Team Sub Consultant Teams Client Town CouncilTown of Tillsonburg Design Team Lead Yaser Rahmanian +VG Architects Supervising Project Architect Paul Sapounzi +VG Architects Primary Contact + Project Principal / PM Ed Bourdeau +VG Architects Diversity + Inclusivity Specialist Christine Wildman +VG Architects Interior Designer Way-finding + FF&E Jennifer Warren +VG Architects Production Manager Paul Vehof +VG Architects Town Hall Steering CommitteeTown of Tillsonburg Cost + Constructability Specialist Dennis Vass +VG Architects IT / Security Team Lead Michael SpencerSpectech IT / Security Team SupportAllan Snow Spectech Page 162 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 15 RECENT PROJECT EXPERIENCE • City of Brantford Federal Building Conversion to City HallCompleted: 2021Size: 83,400 sq. ft. renovation Construction Value: $14.0 M • City of Burlington City Hall & Administration BuildingsCompleted: 2015 / 2019 / 2022 Size: 133,548 sq. ft. reno.Construction Value: $22.0 M • County of Elgin POA Courthouse, St. ThomasCompleted: 2019Size: 10,000 sq. ft.Construction Value: $4.2 M • City of Burlington POA Courthouse, BurlingtonCompleted: 2018 Size: 34,000 sq. ft.Construction Value: $13.4 M • County of Grey Administration Building, Owen Sound Completed: 2017 Size: 140,000 sq. ft. Construction Value: $12.0 M 2.2 KEY PERSONNEL RESUMES PAUL SAPOUNZI Project Role: Partner-In-Charge of QA / QCExperience: 36 yearsYears with +VG: 31 ACCREDITATIONS • Ontario Association of Architects (OAA)• Fellow, Royal Architectural Institute Canada (FRAIC) • Canadian Association of Heritage Professionals (CAHP) PROFESSIONAL EXPERIENCE • Partner-In-Charge, +VG Architects - 2008 • Principal-In-Charge, The Ventin Group - 1998 • Director, The Ventin Group Architects - 1990 • Designer, Joe Somfay Architects, Waterloo - 1989 • Project Designer, A. J. Diamond and Partners,, Toronto - 1987 • Designer, Barton Myers Architect, Toronto - 1986 • Design Assistant, Adamson Assoc., Toronto - 1985 EDUCATION • Bachelor of Architecture, School of Architecture, University of Waterloo - 1987 • Bachelor of Environmental Studies, School of Architecture, University of Waterloo - 1985 EXPERTISE • Accountable for project delivery and owner satisfaction with the performance of the entire consultant team • Keeps the project moving forward by managing the complexities presented. • Paul will anticipate issues that might affect cost or schedule and plan for them in advance. He will conduct detailed analysis at each stage to confirm that the project will move forward on schedule • Paul brings people together to achieve consensus and get things done • Adept at presentations to trustees, client committees, project stakeholders and the public. Demonstrated ability to illustrate project parameters in a compelling, non-technical manner that is easily understood by stakeholders • Resolves conflicts which cannot be dealt with routinely Page 163 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 16 ED BORDEAU Project Role: Partner-In-Charge of Project ManagementExperience: 40 yearsYears with +VG: 23 PROFESSIONAL EXPERIENCE • Associate Partner, +VG Architects - 2008 • Project Designer, The Ventin Group Ltd. -1998• Chief Designer, Snider Reichard March - 1984• Intern Designer, Mill & Ross Architect - 1982• Intern Designer, Inskip & Wilczynski, London, England - 1981 EDUCATION • Bachelor of Environmental Studies,University of Waterloo - 1981 EXPERTISE • Project Team leadership on a day-to-day basis • Ed’s leadership approach to your project begins with a first look at long term goals, developing a Master Plan approach in consultation with Town’s steering committee, stakeholder groups and the property owner of the Town Centre Mall. This approach maximizes investment return by building on key objectives for the future • Ed will demonstrate his expertise using proven techniques in Review of Town of Tillsonburg previous studies and reports, along with standards, and other requirements and set criteria for the planning and design procedures to comply with these standards • Ed will establish and confirm project scope and be accountable for delivery of all key documentation. He will actively report and communicate between stakeholders and all members of the project team. ED WILL BE RESPONSIBLE FOR: • Scope Management Plan • Work Plan/Scheduling & Schedule Management • Monitoring and Controlling Project Work • Collaboration and coordination with Steering Committee group, Client user groups including maintenance group, Client’s IT group and the County IT group, project consultants • Integration Management is a critical aspect of project execution, given the many interlocking activities and work streams that must effectively come together to achieve success. Integration Management is an important tool which Ed and the team will use to keep this project on track. • Ed is a key integration point and often serves as the “glue” to hold the project together and to support effective operations throughout each of the project stages. RECENT PROJECT EXPERIENCE • City of Brantford Federal Building Conversion to City HallCompleted: 2021Size: 83,400 sq. ft. renovation Construction Value: $14.0 M • City of Burlington City Hall & Administration Buildings Completed: 2015 / 2019 / 2022 Size: 133,548 sq. ft. reno.Construction Value: $22.0 M • City of Waterloo City Centre & Administration Buildings Completed: 2017Size: 33,500 sq. ft. renovation Construction Value: $2.2 M • County of Grey Administration Building, Owen Sound Completed: 2017 Size: 140,000 sq. ft. Construction Value: $12.0 M • Milton Hydro Distribution Inc. Operations Centre, MiltonCompleted: 2016 Size: 12,800 sq. ft. interior renovation Construction Value: $4.3 M • Township of Norwich Administration Building, Norwich Completed: 2015 Size: 10,300 sq. ft. Construction Value: $2.8 M • Wellington-Dufferin-Guelph Public Health Administration Headquarters, Guelph Completed: 2014 Size: 48,000 sq. ft. Construction Value: $15.2 M Page 164 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 17 DENNIS VASS Project Role: Partner-In-Charge of Cost & Constructability / Back-up Project ManagerExperience: 50 yearsYears with +VG: 33 ACCREDITATIONS • Professional Engineers of Ontario (P.Eng.) • Canadian Association of Heritage Professionals (CAHP) PROFESSIONAL EXPERIENCE • Managing Partner, +VG Architects - 2008 • Managing Partner, The Ventin Group - 1988 • Project Manager and Engineer, Gilvesy Construction - 1973 • Field Superintendent, Gilvesy Construction - 1971 EXPERTISE • Dennis has lived in Tillsonburg for more than 70 years. He continues to volunteer his time to support community programs, like minor hockey • Dennis has been responsible for hundreds of municipal building projects across Ontario. His experience is unparalleled • Dennis will assist the Project Team with the supervision of project documentation, tracking and managing/control cost, scope, schedule, Code compliance and risk, including development and monitoring of the project budgets • Dennis brings five decades of engineering and architectural expertise and insight into the constructability of the designs, identifying ambiguities, inconsistencies, conflicts, missing information, and constructability issues EDUCATION • Bachelor of Applied Science, Civil Engineering, University of Waterloo - 1971 RECENT PROJECT EXPERIENCE • City of Brantford Federal Building Conversion to City HallCompleted: 2021Size: 83,400 sq. ft. renovation Construction Value: $14.0 M • City of Burlington City Hall & Administration Buildings Completed: 2015 / 2019 / 2022 Size: 133,548 sq. ft. renovationConstruction Value: $22.0 M • City of Waterloo City Centre & Administration BuildingsCompleted: 2017 Size: 33,500 sq. ft. renovation Construction Value: $2.2 M • County of Grey Administration Building, Owen Sound Completed: 2017 Size: 140,000 sq. ft. Construction Value: $12.0 M • Milton Hydro Distribution Inc. Operations Centre, MiltonCompleted: 2016Size: 12,800 sq. ft. interior renovation Construction Value: $4.3 M • Township of Norwich Administration Building, NorwichCompleted: 2015Size: 10,300 sq. ft. Construction Value: $2.8 M • Wellington-Dufferin-Guelph Public Health Administration Headquarters, Guelph Completed: 2014 Size: 48,000 sq. ft. Construction Value: $15.2 M Page 165 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 18 YASER RAHMANIAN Project Role: Partner-In-Charge of Design Experience: 24 yearsYears with +VG: 10 ACCREDITATION • Ontario Association of Architects (OAA) PROFESSIONAL EXPERIENCE • Project Architect, +VG Architects – 2011 • Senior Associate, Project Architect, Zak Ghanim Architect - 2008 • Project Architect-Job Captain, Baadband Consulting Architects, Tehran, Iran - 2004-2007 • Design Architect, Tehran, Iran - 1997 EXPERTISE • Yaser is an expert on both planning and functional and technical design of Municipal Administration Buildings and specialized municipal facilities • He has demonstrated the ability to conscientiously listen and understand varied concerns, develop a team approach that extends to all parties, and clearly outlines the issues • Developing and setting standards that exceed the minimum codes and industry standards creating value for the Town of Tillsonburg • Interviewing and withholding workshop sessions (World Cafe) with steering committee group and verifying anticipations and challenges • Reviewing design options with the Steering committee and finalizing a design that fits the requirements of the various stakeholder groups • Coordination and collaboration with sub- consultants in the selection of value engineered building structures and systems • Overseeing the overall quality control of documents before they are released for submission. A well-coordinated set of permit and Tender documents, as part of next steps of this project, will facilitate and enhance the delivery of a good product, efficient, on-time, cost effective with minimal scheduling interruptions EDUCATION • Master of Architecture,Iran U. Science & Technology – 2003(evaluated by CACB) • Professional Practice, University of Waterloo - 2008 RECENT PROJECT EXPERIENCE • City of Brantford Federal Building Conversion to City HallCompleted: 2021Size: 83,400 sq. ft. renovation Construction Value: $14.0 M • Town of South Bruce Penninsula (Feasibility study, Master planning and schematic Design)Completed: 2021 Size: 19,000 sq. ft. Construction Value: $7.2 M • Township of Norwich Administration Building Completed: 2015Size: 10,300 sq. ft.Construction Value: $2.8 M • County of Grey Administration Building, Owen SoundCompleted: 2017Size: 140,000 sq. ft. (Renovation/Addition)Construction Value: $12.0 M • City of Burlington City Hall & Administration BuildingsCompleted: 2015 / 2019 / 2022 Size: 133,548 sq. ft. reno.Construction Value: $22.0 M • City of Waterloo - City Centre & Administration Buildings (Renovation)Completed: 2017Size: 33,500 sq. ft. Construction Value: $2.2 M • Milton Hydro Distribution Inc. Operations Centre, Milton (Interior Renovation)Completed: 2016Size: 12,800 sq. ft. Construction Value: $4.3 M Page 166 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 19 JENNIFER WARREN Project Role: Partner-In-Charge of Interior Design / FF&EExperience: 12 years Years with +VG: 2 ACCREDITATIONS • Association of Registered Interior Designers of Ontario (A.R.I.D.O.) • Interior Designers of Canada (I.D.C.) PROFESSIONAL EXPERIENCE • Associate Partner, Interior Design Lead +VG Architects - 2020• Senior Interior Designer - Mayhew - 2016 • Interior Designer - RRS & Associates - 2012 • Interior Designer - Terence Webster - 2009 EDUCATION • Advanced Diploma of Interior Design, Sheridan College - 2009 EXPERTISE Jennifer is the newest member of the +VG team. A major benefit to having an on-staff Interior Designer is the assurance of design intent collaboration between the architecture and the interior environment of the your new school. • Jennifer will attend coordination meetings and work with the Design Team to review proposed space layouts to ensure compliance in the design. She understands that schools are not just buildings – her focus is the people and the stuff inside the building. • In her previous work, Jennifer has demonstrated the value of comprehensive management of architecture and FF&E as the whole product • Jennifer understands innovations available in the education sector of the FF&E market and is extremely experienced in procurement strategies that respect the Broader Public Sector Procurement • Jennifer understands the impact of Collective Agreements on interior design and municipal work place furniture systems EXEMPLARY PROJECT EXPERIENCE With +VG: • City of BrantfordFederal Building Conversion to City Hall Completed: 2021 Size: 100,000 sq. ft. Construction Value $21.0 M • Milton #12 Public School & Child Care, MiltonCompletion: 2022 (at design)Size: 82,000 sq. ft. Tender Value: TBD • Mississaugas of the Credit First Nation Lloyd King Elementary School, HagersvilleCompletion: 2022 (at design) Size: Classroom addition 4,456 sq. ft. Cafeteria addition 1,945 sq. ft. Childcare & EarlyON Program addition 10,037 sq. ft. Entrance upgrade: 1,567 sq. ft. Tender Value: TBD • Windsor Catholic Central High School, Windsor Completion: 2022 (at construction) Size: 100,000 sq. ft. Construction Value $21.0 M • City of Waterloo Council Chambers – Feasibility study • Halton Hills – COVID Impact study • Peterborough County – COVID Impart Study • University of Windsor – Career Development Centre With Previous Employer: • City of Stratford - 82 Erie StreetWorkplace Exploration & Optimization Study of the Social Services and Infrastructure & Development departments • Glen Dimplex, Cambridge Full Scope Interior Design Project, renovation, FF&E • MCAP - Mortgage & Finance Company, WaterlooPrime Consultant - Full-Scope Interior Design, FF&E Page 167 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 20 PAUL VEHOF Project Role: Partner-In-Charge of Production Experience: 35 YearsYears With +VG: 35 ACCREDITATIONS • Certified Architectural Technologist (C.A.T.) PROFESSIONAL EXPERIENCE • Associate Partner, +VG Architects - 2008 • Senior Technologist, The Ventin Group – 2000• Technologist, The Ventin Group - 1986 EDUCATION • Architecture Programme, Hogere Technische School (HTS) Hengelo, Netherlands – 1985 • Architecture Technologist, Middelbaar Tech-nische School (MTS) Almelo, Netherlands – 1984 • General Studies, Middelbaar Technische School (MTS) Almelo, Netherlands – 1980 EXPERTISE • Training and overseeing of CAD & Revit drafting team in the development of design, production & tender documents. Developing and setting +VG standards that exceed the minimum codes and industry standards creating value for our clients. • Coordination and collaboration with sub-consultants in the selection of value engineered building structures and systems that suit the client’s requirements. Integration of the building structures and systems into the design. Identify interference and propose resolutions to the team. • Coordination and compliance review of the documents with the Ontario Building Code and applicable Accessibility Standards. • Overseeing the overall quality control of documents before they are released for permit and tender. A well coordinated set of permit and tender documents will facilitate and enhance the delivery of a good product, efficient, on-time, cost effective with minimal scheduling interruptions. • Providing feed back to the team to perfect the process and creating highest level of value for our clients. RECENT PROJECT EXPERIENCE • City of Brantford Federal Building Conversion to City HallCompleted: 2021Size: 83,400 sq. ft. renovationConstruction Value: $14.0 M • City of Burlington City Hall & Administration BuildingsCompleted: 2015 / 2019 / 2022 Size: 133,548 sq. ft. reno.Construction Value: $22.0 M • City of Waterloo City Centre & Administration Buildings Completed: 2017 Size: 33,500 sq. ft. renovation Construction Value: $2.2 M • County of Grey Administration Building, Owen Sound Completed: 2017 Size: 140,000 sq. ft. Construction Value: $12.0 M • Milton Hydro Distribution Inc. Operations Centre, MiltonCompleted: 2016 Size: 12,800 sq. ft. interior renovation Construction Value: $4.3 M • Township of Norwich Administration Building, NorwichCompleted: 2015 Size: 10,300 sq. ft. Construction Value: $2.8 M • Wellington-Dufferin-Guelph Public Health Administration Headquarters, Guelph Completed: 2014 Size: 48,000 sq. ft. Construction Value: $15.2 M Page 168 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 21 Page | 18 Principal In Charge Michael Spencer, ATS – President Michael has been an active part of the telecommunications and construction industries for over 30 years. Starting his career with one of Canada’s largest electrical contractors, and becoming Manager of Communications, Michael developed his skills and knowledge specifically in the telecommunications field. During this time, Michael was directly responsible for a team of project managers, installers and design staff. Continuing his growth within the organization, he then became Director of Combined Services, including Electrical, Mechanical and Telecommunications. In 1996 Michael entered into a partnership to create a new independent telecommunications consulting firm. As president of IntegCom Inc., he was involved in all aspects of the operation including business development, contract administration and general operations. He also managed new product, technology research and training for integration into designs. In 1996, Michael graduated from NJATC/University of Tennessee in the Technical Instructor Training Program. This, along with over 10 years of trade instruction at various community colleges and the Joint Apprenticeship Council, has provided him the ability to prepare and facilitate technical curriculum. IntegCom became a successful and industry- recognized consulting firm. In 1998, Michael was instrumental in adding independent network integration services to the firm and completed many successful installations for clients such as Seneca College. In 2001 Michael and his partners merged IntegCom with a large multidiscipline engineering and consulting firm. He continued in the role as Principal in charge of the telecommunications department, while also providing electrical design services on projects, as required. Michael applied his background in electrical, mechanical and telecommunications systems to provide designs for large corporate networks and data centers. Michael also provided project management services personally for all clients requesting the firm’s service. Assisting clients in identifying conceptual plans and developing risk assessments was a typical part of projects. Developing a project plan and assigning/ managing resources and budgets for multi- phase relocations and new equipment deployment has become an area of Michael’s expertise. Michael received his ATS (Accredited Tier Specialist) designation from the Uptime Institute. Understanding Data Centre Topology Page 169 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 22 Page | 19 Standards as well as Operational Standards is key to every Data Centre design. Michael achieved this designation during the first course and examination offered by Uptime Institute. Michael is involved with each SPECTECH project. The following is a sampling of some of the most recent projects, as well as Michael’s educational experience: Recent and Current Project Experience Waterloo Regional Police Services Scarborough Health Network Seneca College Victaulic Canada Globe and Mail Trillium Health Centennial College Student Residences and School of Culinary Arts Rosedale Golf and Country Club Gluskin Sheff + Associates Inc. Immigration Refugee Board - Toronto Canadian Revenue Agency Sisters of St. Joseph Bell Canada - Creekbank Humber River Regional Hospital PWGSC – DG Boardroom AC Nielson Scholastic Canada Torys LLP Ryerson University 130 Bloor Street Educational Qualifications 2010 Accredited Tier Specialist (Data Centres) - Uptime Institute 1999 Paging and Audio System Design – NTI / UT 1998 DC Drives Design and Operation - NTI / UT 1997 AMP (Act 3) Structured Cabling Design and Standards Course 1996 PC Servicing and Networking – NTI / UT 1996 University Of Tennessee NJATC – National Training Institute Instructor Training Program 1995 Echelon/Lonworks - Completed hands on and theory workshops 1994 Anixter Canada - Courses in structured wiring Fiber Optics and hub/router planning 1987 George Brown College - Electrical Apprenticeship (Construction, Maintenance, Industrial) 1984 Sheridan College - Courses in Computer Aided Design 1982 Carleton University - Industrial Design 1978 Humber College - Architectural Technology Professional Qualifications 2010 Accredited Tier Specialist (ATS) 1996 Technical Instructor Diploma 1989 Ontario Industrial Electrician 1987 Interprovincial Journeyman Electrician Industry Associations Uptime Institute – Data Centre Topology and Operational Standards BICSI - Building Industry Consulting Service International AVIXA – AV Standards, Certification and Education CANASA – Canadian Security Standards, Certification and Education Page 170 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 23 Page | 20 Senior Project Manager Allan Snow, RCDD, CTS – Principal Allan has been an active part of the telecommunications industry for more than 20 years. Beginning his career in the field as a Telecommunications Installation Technician, this field is where Allan developed his skills and knowledge. Continuing his growth within the industry, he soon moved into the office as a Customer Service Representative, was later promoted to the Project Coordinator position, and was then promoted to Senior Estimator/ Design. Allan continued with his education and in the early part of 2007 he gained the title of RCDD (Registered Communications Distribution Designer). Allan also qualified for his CTS (Certified Technology Specialist) certification for Audio Visual Design. As part of the SPECTECH team, Allan progressed to become a principal in the firm and provides design and management services for various clients. The following information highlights some of Allan’s project and educational experience: Recent and Current Project Experience Ivanhoe Cambridge Memorial University McMaster University Gluskin Sheff + Associates Inc. Humber River Regional Hospital - Toronto Ryerson University - Rogers CC Simcoe County District School Board Bell Canada Citigroup Financial Educational Qualifications 2008 Infocomm – Various AV Training Modules 2007 BICSI - Registered Communications Distribution Designer 2005 APC - Sales & Engineering InfrastruXure Design 2004 Nordx - IBDN System Design Concepts 2003 Avaya - Design Concepts 2000 BICSI - Fibre Optic Installation 1999 BICSI - Technician 1997 BICSI - Installer Training 1993 Humber College – Electronics Engineering Technician Professional Qualifications 2008 - Audio Video - Certified Technology Specialist (CTS) 2007 - Registered Communications Distribution Designer (RCDD) Industry Associations BICSI - Building Industry Consulting Service International InfoComm International – AV Standards, Certification and Education End of Proposal Page 171 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 24 SECTION 3.0APPROACH & METHODOLOGY 3.1 PROJECT UNDERSTANDING Project Understanding The absence of an asset management strategy for buildings, and lack of a funded strategic accommodations plan for the municipal portfolio can lead to ad hoc and incremental decisions taken over a protracted period of time. The result can be fragmented and inefficient space usage and potentially wasted investment. Often municipalities have a portfolio of dated and older buildings that may be unsuited to their current use and which are sometimes in poor condition from deferred maintenance. Services are often delivered in conjunction with other organizations and partners, leading to complex governance arrangements, which add an additional complexity to planning. Municipal portfolios can have a leased component, and municipalities are often interested in understanding what private sector partnership options may be appropriate to their real estate needs, adding procurement complexity to potential solutions. The Town of Tillsonburg is seeking to further develop a Master Plan (Develop floor plans for the Space Needs Design, and Feasibility Study )for 3 potential sites and to provide Schematic Design for preferred site option, all in place to target future investments and guide decision- making. The Town is seeking a wholistic approach that starts with understanding services and programs by using the updated Town Hall space needs study and the operations and developments space review documents, test-fit the suitability of the existing buildings in two potential locations and the potential parking lot site and then develop strategic options and an actionable Master Plan including floor plan layouts. Town Hall is the focal point of the community – the symbol of government, an expression of civic pride and the identity of a community. In Tillsonburg, Town Hall has reached its occupational capacity and the facility requires significant capital investment. In addition, given the age of the facility and the fact that various services are segregated , the workplace may not optimally support staff or visitors from a customer service, process and workflow, technology, mobility, accessibility, human comfort, ergonomic and collaboration perspective. Furthermore, the start of the global pandemic, many municipalities in Ontario has started reassessing their needs and services and revamping their strategic accommodation options. In the past two years, the +VG team assisted many municipalities like yours, with a collaborative approach understanding Covid impacts on civic needs and services, to bring resolutions to their various challenges. Real estate decisions for municipalities are not simply a matter of assessing options with respect to functional and financial requirements. Municipalities provide a complex set of services to their residents, businesses, and taxpayers, and provide services in an integrated manner with senior levels of government, and often partner with broader public sector, not-for-profit, community organizations and sometimes private sector. In selection of the final location, besides the overall floor plan layout and the capability of the building or site to fit all program requirements, any real estate decision must consider a very broad range of impacts beyond financial and functional considerations – this should include impacts on the community, local economy, the environment, culture, heritage, and of course fiscal impacts and impacts on taxpayers. Decisions must be made in a manner that demonstrates due process with appropriate consultation. In addition, any real estate transaction or project must be executed through a process that supports open, fair and transparent procurement. In this context, the Town is seeking to develop a long-range strategy for its municipal administration and operations staff accommodation, evaluating a renovation versus new build options, location preferences with respect to its capability to support future workplace and space needs. The Town initially requires a feasibility master plan which provides sufficient information to enable Council to choose an appropriate site location option, and ultimately to provide a Schematic Design in collaboration with the steering committee that fulfills the needs of the town and the user groups . Our proposed approach and workplan recognizes the complexity and challenges of this requirement. Description of Services Our proposal integrates a number of services offered by the participating team members, including architectural, design and Furniture-workplace consulting including costing, building science and retrofit expertise. Page 172 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 25 3.2 PROJECT APPROACH Creating an initial concept and finalizing the design When the Stars Align It is important to align the design with the Town of Tillsonburg’s strategic objectives, and to ensure that the design delivers a workplace that supports its culture and future workforce needs. Even without the impact of Covid-19, the nature of work has changed. Staff are expected to work smarter and do more with less, to collaborate and connect with each other, to be mobile and flexible, work from many places, continually learn and improve, and adopt new technologies. They are required to work using agile methodology. Many municipalities are looking to use the workplace to help create a culture that fosters employee engagement and customer service, and a workforce that is adaptable, innovative, trusting, and committed. To develop this alignment, we will review to understand the outcomes of the previous studies, and work with the Town’s steering committee at the outset to understand strategic objectives, plans for service delivery, business drivers causing change, feedback on the existing environment, and thoughts, aspirations and desired changes for the future. Additional information will be gathered through a visioning and space planning workshop with the steering committee and selective user groups representatives and/or other identified stakeholders to ensure that we understand the ‘what-ifs’ as well as departmental functions and how the organization works today, their potential needs, opportunities and limitations as impacted by Covid-19. +VG team will review planned changes to resourcing, staffing levels and location requirement, processes and service delivery methods for each department. We will also collaborate with the IT consultant to understand the current state of technology infrastructure, IT Modernization strategy and planned changes as it is a crucial part in transforming to a Post-Covid era. We ask questions. Figuring out exactly what Town of Tillsonburg’s team are about. Who they are. How they eat, how they gather, how they relax and how they provide service to the community. We help generate the design as the result of these questions. Each one is a jumping off point that encourages everyone to step outside of what they think they want and actually target the types of spaces and adjacencies they need. The layout design +VG will then summarize the visioning goals and develop a layout design for the building design options. This will include: • Workplace findings summarizing themes identified through review of previous studies and the meetings, • Summary of current trends and practices in workplace design, as well as benchmarking resolutions and approaches in response to Covid-19 impacts comparing Tillsonburg with other similar organizations, • Preliminary layout options for the 3 identified locations and preparing presentation material for Council, enabling them to make an informed decision We will review your functional program pertaining to current needs and future growth and will recommend the optimal space usage, based on contemporary practices. This will then be modified into a final scenario reflecting: • Adaptive re-configuration of existing space • Sensitivity analysis of factors such as mix of space typologies, impact of mobility and flexible working (WFH-WFO) and a mix of free- address and allocated space, and a range of desk-sharing ratios considering Covid-19 impacts. Unique Characteristics of Municipal Administration Buildings Considerations for the design of your new Town Hall include: • The Changing Nature of Work There have been significant shifts in recent years in how people work, driven largely by technology and increasing mobility. People can be connected much of the time, enabling work to be done from anywhere. These factors influence the design of the workplace, the technology tools that employees are provided, and the way that the workforce is managed. Page 173 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 26 • Attraction and Retention of Talent As a result of the above, many employees are demanding a level of flexibility in their work – choosing where and perhaps when they work. Simultaneously, as millennials become a growing component of workforce, employers are faced with addressing work-life balance The increasing demands of long commutes is a factor for many employees as well. A job that offers flexibility can be an important tool in attracting and retaining the best talent. A quality workplace that provides good amenities, promotes a sense of community, and reinforces sustainability can contribute a positively engaged workforce. Specific Characteristics of a Municipal Workforce Many workplaces are addressing the factors identified above, however, municipalities, especially after the impacts of the global pandemic, do have some additional characteristics which are important for your Design Team to consider: ▫Value to taxpayers and political direction will influence both investment priorities and timing ▫Municipal buildings are symbols of civic pride, and public realm space is important ▫Quality customer service is often an area of focus – this impacts location, access, and accessibility of public counters, as well as the work flows for staff servicing those counters ▫Services are delivered from the Town hall, or staff’s home or their vehicles, and some staff may spend significant time travelling between multiple locations. Some jobs have very high levels of mobility, such as enforcement personnel Equipping staff with the right technology, virtual collaboration tools, as well as the ability to “drop into” multiple work locations is important. The traditional space allocation model of dedicated work stations may be obsolete for some functions ▫Paper-dependence: while the amount of paper records is decreasing, adoption of electronic records is a slow process in many public-sector environments, often dependent on investment in technology infrastructure and systems. There are many functions in municipalities, such as planning, building and engineering departments which still need to accommodate the use of paper and large drawings. This will impact both space standards, as well as the ability of people to be mobile ▫Flexible working: while increasingly in demand, this can be complex to implement in a public-sector environment with collective agreements, as well as high levels of public scrutiny Designing Collaboration Space - Without Suffering The Downsides High on the list of our goals is designing a new office layout that improves productivity by encourages collaboration between workers. This can be a fantastic benefit — if done correctly. The Hot Zone for collaboration is a maximum radius of 25 feet. Researchers have found a 13 percent gain in productivity and a 17 percent gain in effectiveness by creating more collaborative and flexible space. One potential downside is the need to manage those whose behavior is disturbing or distracting to others. The distraction of noise in open office spaces is another concern that needs to be addressed during the open office planning stage. Fortunately, there are many strategies to creating dedicated quiet spaces where employees can concentrate on difficult tasks. Collaboration opportunities are not limited to the desk areas in our modern office designs. If your office layout goals include creating more opportunities for spontaneous meetings and exchanges of ideas, we can allocate the space for casual meeting areas with comfortable seating as well as formal meeting rooms. +VG designers emphasize the importance of creating collaborative conference room space. For example, we include provisions for tele-presence and online communications to increase the impact of conference calls with suppliers, customers, and partners. Balancing the “We” and “Me” Space The open office has a lot of critics these days. But it remains the dominant form of workplace design for a reason: It can foster collaboration, promote learning, and nurture a strong culture, furthermore, it potentially allows the natural lighting distribution of the core of building. It’s the right idea; unfortunately, it’s often poorly executed-even as a way to support collaboration. There’s a natural rhythm to collaboration. People need to focus alone or in pairs to generate ideas or process information; then they come together as a group to build on those ideas or develop a shared point of view; and then they break apart again to take next steps. The more demanding the collaboration task is, the more individuals need punctuating moments of private time to think or recharge. Page 174 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 27 Municipalities have been trying for decades to find the balance between public and private workspace that best supports collaboration. Many responded by shifting their real estate allocation toward open spaces that support collaboration and shrinking areas for individual work. But the pendulum may have swung too far: we are finding that people feel a pressing need for more privacy, not only to do heads-down work but to cope with the intensity of how work happens in typical County administrations. We need to rethink our basic assumptions about privacy. Employees today wage a constant battle to protect and manage access to their personal information. Over the course of a day, we shift constantly between revealing and concealing aspects of ourselves and our work to and from others: 1. Who needs access to these project files? 2. How can I keep co-workers from seeing sensitive information on my computer screen? 3. Where can I have a confidential conversation without being overheard? There are two primary design approaches for accommodating privacy needs in the physical workspace: the distributed model and the zone model. In the distributed model, spaces that support stimulation control are blended into areas for both individual and group work. This model makes it easy for people to shift quickly between modes of work. For instance, a worker may need to focus deeply while preparing for a meeting, move to a nearby project room to collaborate, and afterward break away with one other person to concentrate on a task. Physical proximity of these spaces facilitates quick switching between work modes. The zone model defines certain locations within the larger workplace as private, quiet spaces. Organizations may designate a particular area or even an entire floor or building as a sort of “library” or quiet hub. In this model, the private zones are physically separate from open areas. This approach can be especially useful in managing noise disruption. A simple band of frosted glass does a great deal to reinforce privacy... Page 175 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 28 The trend toward greater transparency has lead to more glass walls, especially in spaces that are situated near windows, but they can lead to the unpleasant feeling of “working in a fishbowl.” A simple band of frosted glass does a great deal to reinforce the privacy of such areas. “Shielded” spaces can also be used to provide sufficient privacy for many tasks. These areas are generally semi-enclosed, made with partial-height walls or portable screens. When combined with appropriate protocols, the boundaries signal - “Do Not Disturb.” They are particularly effective when placed in quiet zones. Without any explicit communication, the space clearly told people that it was intended for individual, quiet work. Open offices are not inherently good or bad. The key to successful work spaces is to empower individuals by giving them choices that allow control over their work environment. When they can choose where and how they work, they have more capacity to draw energy and ideas from others and be re-energized by moments of solitude. Providing the ability to move easily between group time and individual private time creates a rhythm—coming together to think about a problem and then An Ecosystem of Spaces The most successful work environments provide a range of spaces—an ecosystem—that allow people to choose where and how they get their jobs done. In some situations, individuals need their own enclosed space for regular use. But design and allocation of such space needs to shift from being hierarchy-based to being needs-based. For example, many senior managers are granted spacious, enclosed offices that often sit empty because of travel or meeting schedules. These could be redesigned to allow other people to use them productively when their primary users are off-site. Like others in the organization, many leaders simply need access to an enclosed space for certain tasks when they are on-site. Whether owned or shared, enclosed spaces are more effective when they allow users to control stimulation. Sound, for instance, travels like water, seeping through partitions and gaps in walls and ceilings. Enclosed spaces make it easier to avoid overhearing conversations that everyone prefers to keep private. Such spaces should also take into account visual distractions. Page 176 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 29 going away to let ideas gestate—that is essential to the modern organization. Meaning of Space Consolidation The Province of Ontario’s ambition is to modernize public services delivery through technology and human integration. In a situation like this Town Hall modernization, with multiple departments/stakeholders and where you are exploring the advantages of bringing agencies from disparate locations together, while weighing the value of recapturing your existing lease spaces, it is important to assess each location not separately, but to evaluate the system as a whole. Your existing locations each might have a little bit of wasted space. The goal is to regroup and consolidate the operations and the administration into one facility to create one opportunity that will allow you to operate more efficiently and with less space to upkeep and maintain. To achieve these economies it is important for your designer to understand how each group works, what their needs are, and who and what they should be adjacent to. Productivity must also be evaluated along with space opportunities. • Draw Initial Concepts In today’s business environment, there is a drive to provide flexible collaborative workspace which recognizes the special qualities of the office-based professional. Our designs for your new office workspace will not be based on hierarchy, but on the principle of collaboration, which often happens outside the traditional workstation, in team spaces, focus areas insolated from disruption, lounges – anywhere people can come together to share knowledge and create more of it. We design Collaborative Workplaces which encourage a corporate culture that values an engaged and innovative workforce. By empowering staff, they attract, and help to retain, quality employees who achieve a high level of employer and customer satisfaction. After the start of the global pandemic, there was an opportunity , using the various technologies to push the boundaries on the Collaborative Workplace and empower it with virtual platforms and artificial intelligence, exploring and implementing unlimited possibilities. Since the start of the global pandemic, +VG team has successfully implemented these resolutions into its planning and design for organizations like yours across Ontario. +VG develops creative concepts for a fresh workspace with a mix of flexible places for individuals, team collaboration, web-conference, casual open café style and meetings allowing the people who work-from-home to collaborate with those who work-from office or work-from-mobile stations. Isolation and quiet areas create ‘go to’ opportunities for calls and web-casts that don not disturb others. Council chambers will no longer need to perform like before. New technologies and proper infrastructure, allows for reduction and re-configuration in physical space needs and building systems for public, Council and the staff providing them with plenty of flexibility in providing public service. • Stirring the Creative Juices Creative solutions for the new Workspace include re-imagining of furniture and equipment, and integrating new technologies. Innovative examples can also be cost effective such as: furniture may be integrated with new millwork, collaborative pods assembled with new millwork and feature lighting or changes in flooring that denote special uses. Colour and graphics help define types of work spaces, zones and departments as well as guide intuitive way-finding. Through regular meetings, the design options become one final preferred design shaped through careful review by the Project Team. Ongoing work during design includes test-fit plans, square-footage calculations, revised space plan if required. Once Schematic Design is approved, the future stages of the project including design development, working drawing/tender documents, tendering and contract administration gets underway. • Final Design Design Development work focuses on the development of the design of the new building or in other cases, renewal of the existing facility. Successful completion of the design process is based on an iterative process of: • Regular project meetings with the Project Steering Committee • Staff consultations • Management team communications • Consultations and coordination with the landlord • Consultant team meetings Page 177 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 30 3.3 METHODOLOGY The Master Plan must consider a broad range of inputs including the Town’s strategic plan, planned changes to operations and customer service, Functional program, Covid impacts and impacts on resourcing, technology, and service delivery models. Given current facilities condition , we will review the capacity of the existing buildings to provide appropriate space. The plan will identify if the existing facility options has any privileges over the new construction on the parking site or the existing facilities are functionally obsolete, or to be renovated and expanded within the existing site. Our methodology is anchored in understanding the business, service delivery plans and programs of the Town, in order to articulate and summarize requirements, then reviewing and assessing available options (both qualitatively and quantitatively) and finally developing a road map for design. The goal is to help the Town answer these questions: • What do we need? • How will we make a decision? Why is this a priority? • What are our options? Which option is best? • How do we move forward? What do we need? We will begin with understanding the business of the Town, programs, and the plans for service delivery. This information will be gathered through interviews and focus groups with the following groups: • Town Council: to ensure that we understand cost pressures, political, economic development, community needs, funding sources, etc. • Senior Administration Leadership: to ensure that we understand departmental functions and how the organization works today, organizational objectives, business drivers causing change (both internal and external e.g. customer service, talent management, employee engagement, technologies, etc., planned changes to resourcing, staffing levels and location requirements, and changes to technology, processes and service delivery methods. We will systematically identify future space requirements (a high-level functional program), through these interviews, and data collection. We will summarize this data and validate with the project lead, and this information will be presented in a Space Needs Assessment summary. How will we make a decision? Why is this a priority? It is important to understand how this priority sits in the strategic plan, relative to other competing demands for capital investment. Typically, many parts of the organization are involved in the decision-making, in different capacities. Decision- making governance can be more complex in municipal organizations because direction comes from elected officials who will consider the input of community stakeholders. Laying the groundwork for a decision is important - to have key influencers and decision-makers aligned in terms of expectations, and to present the choices in a methodical manner. Often the executive team and decision-makers are not design or building science experts, or real estate experts, and an education process can sometimes be helpful to ensure that an expedited decision can be made when deadlines are reached. We will develop criteria as a basis for decision-making, and work with the project lead and leadership to validate that these meet the Town’s priorities and values. Criteria will include financial as well as qualitative considerations. What are our options? Which option is best? We will develop the options (as outlined in the RFP document) assessing the high level cost-benefits and risks of each option. The options to be assessed include evaluating the existing building, a renovation/expansion of the existing building, and a new building. We will summarize the options in a Feasibility Study (interim report), and using the criteria developed, we will assist the senior administration team and Council in evaluating the options. How do we move forward? The final deliverable will be the Pre-Design Report, outlining 3 options, with high-level design concepts and order of magnitude costs. Financial recommendations will be based on the order of magnitude capital costs. We will provide some commentary on procurement and implementation of the options, including high-level cost-benefit analysis and schedule and identifying next steps. Page 178 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 31 Timely Customer Service - Can’t Get No Satisfaction With tight budgets and time-lines, an extremely organized execution of the master plan and later on the design & construction documents and eventually the contract administration is needed to be successful. This requires clear, thorough documentation, timely input and responses from Tillsonburg’s steering committee with approvals from the council. Clear communication is required from the consultant team and from all parties. Effective communication management plan will strive to achieve key objectives: • During project startup, tailor, maintain, and execute project plans and processes • Establish, clearly communicate, and maintain the project’s organizational structure • Involve the steering committee in the definition, maintenance, and execution of the project’s management processes • Establish and maintain the project’s technical and administrative environment • Integrate and coordinate project plan processes In the course of managing the design, for instance, the team will identify risks that have occurred, which may become issues, and will need to be corresponded to the appropriate stakeholders for resolution. Holding frequent meetings, design sprints, and brainstorming sessions are some of the ways we encourage cooperation and collaboration between the different members of the team. Touching base often, even if for a few minutes, is a great way to get the pulse of a situation and helps us make sure everyone is on the right path and that the design is aligned with the town’s needs. Sharing regular design images, sketches and snapshots of the design is another great way to keep everyone up to date. This coordination effort might require an application of multiple stakeholders and project management plans, including risk and issue, change, schedule, and communications arrangement. We are open and willing to adapt our process to suit the unique needs of each project and client we work with. We understand that some clients respond best to a more structured approach, while others appreciate a more organic one. Whichever course is chartered, we will tailor our interactions to keep you up-to-date and provide transparent access to important information through applications. With a transparent process where our clients have access to the same information that we do (where the steering committee can - for example-review furniture and accessories that have already been approved, as well as previous meeting minutes and presented documents) - you will feel comfortable knowing they can check in and review progress when you have time rather than waiting for the next meeting to get caught up. Page 179 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 32 Our new building is beautiful - the best of all our builds. Thank you +VG, for making it possible! Mary Beth Raycroft Director, Corporate Services and OHRDP “ Inclusivity and Access for All The new HWDSB Administration Building project offered another opportunity for +VG to demonstrate leadership with Inclusive Design. The provision of Universal Washrooms and Change Rooms in public and private spaces is an opportunity to embrace the evolution of our communities’ needs, and to champion inclusivity and accessibility for all. Gender neutral washrooms (Unisex) need to blend the required number of fixtures for public use separately from the BF Universal and other user-specific washrooms. But this provision was not addressed in the Code when the Education Centre project was designed. +VG designers met with the CBO requesting consideration of the proposed design for gender neutral washrooms, - which was approved. 3.4 UNIVERSAL DESIGN +VG and its team anticipate working with the steering committee over the course of the project. Our role will be to manage and facilitate all meetings, prepare information, design and documents, and put forward ideas for their consideration and revision/approval. All meetings and sessions will have a defined purpose and agenda. Meaningful Consultation Meaningful consultation with both owner (in case of the Town Centre Mall) and Steering Committee is a key component of our collaborative approach. This is not just an expression used by every consultant, but our sincere commitment to design spaces which connect to their users and to their environment, and that symbolize the values and spirit of their community. Our recent work for Royal Oaks Health and Wellness Centre, in Wingham, is an example of collaboration between invested and interested parties, who came together with the common goal of designing and constructing a facility that met the functional needs of all constituents. +VG brought in the ‘Huron County Accessibility Advisory Committee’ for consultation throughout the design and construction process in an effort to ensure that accessibility for those with physical, visual and hearing limitations was provided. Page 180 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 33 SECTION 4.0QUALITY ASSURANCE & CONTROL 4.1 COMMUNICATION Monitoring, Tracking and Communicating Project Scope A solid communication plan is vital to the success of your project. Input from a variety of individuals must be coordinated effectively. A project specific Communication Plan will be developed between the architectural and engineering design streams that will integrate with the design team’s communication and correspondence with Tillsonburg project personnel. We use Newforma® software for project and information solutions. Newforma® Project Cloud, for example, is web-hosted collaboration software that integrates information from stakeholder teams including mark-ups and general communication, which tracks project currency, minimizing administrative redundancy and file duplication. Newforma® Contract Management enables on-site or off-site team members to have immediate access to current project documents, which streamlines work. The active participation of Town staff, your Project Manager and various stakeholders through all stages of design development will be a critical factor in achieving project success. Regular reviews with Town project personnel will ensure that the functional program is accurate and fulfills all space requirements. Document specific reviews include: • Review and sign-off procedure with the Town at the end of each phase of the project • Regular project team coordination sessions with attendance of all principal architects and engineers to ensure a well coordinated set of documents thereby avoiding disputes, conflicts, and extra costs. Tillsonburg project personnel are invited to participate in these meetings • Design Meetings - All design meetings and sessions will have a defined purpose and agenda. Our role will be to: ◦Manage and facilitate all meetings ◦Prepare information and documents ◦Circulate minutes promptly 4.2 RISK CONTROL METHODS + MITIGATION Schedule Risk Control Expediting Design We fully understand the responsibilities you require us to assume for schedule risk control and will collaborate with sub-consultants to understand the schedule as well. • Work Plan activities are assembled into a Critical Path Method schedule that graphically demonstrates the relationship between: 1. Which activity must be undertaken first 2. Which activity cannot be started until another has been completed 3. Which activities can be carried out concurrently • The chart helps to determine the critical path and identifies areas where timing is crucial to achieving the project target dates • Reviewing the actual progress made against the timeline forecasts for each work plan activity. This control technique is intended to identify where problem areas exist so proactive measures can betaken at every step during the design process Schedule Control During Design Our approach to schedule control is based on a regularly reviewed set of checks and balances. • Prior to initiation of the project, critical dates are established, and all members of the project team brought into the process • At each team meeting, from planning through construction, the schedule is reviewed as an agenda item, and upcoming critical dates are highlighted • Once design intentions and approach have been determined, we will establish a sequence of critical dates for design. Based on these dates we will establish a flow chart outlining when and how information is gathered, incorporated and reviewed during design stages • Each stage will be checked against earlier decisions to ensure that original design intentions are not lost Page 181 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 34 Schedule Risk Control During Construction The key to effective schedule control during construction is clear, precise scheduling instructions, expressed up-front in the contract. The schedule must be part of the Tender document and not left up to the Contractor. We have done our job right when the contract documents not only describe the building, but tell the Contractor how, when, and in what phases, the project must be completed. • Interference Drawings An interference issue identified prior to construction commencing can have little or no impact on cost, whereas interference during construction can have serious cost and schedule implications. It will be hard for a Contractor to make a big claim if he himself missed the interference during their review. • Accurate Drawings Our team strives to produce exceptionally accurate drawings. This is the ultimate control that will minimize changes including design changes and change orders during construction. • Proven Specifications We have a well-developed library of field-tested details and familiarity with a wide range of building types. We rely on proven specifications not experiments. Our specifications have been developed over time, refined from the experience gained from hundreds of built projects. Budget Risk Control • Budget Control / Reconciliation (Early Design, Pre and Post Tender)After establishing the budget at pre-design and early design stages, It will be essential in this project to manage the risks, or pressures that cause buildings to creep over budget during further design stages. Our strategy involves helping the Client establish a realistic budget and then developing a “feedback system” which warns when expenditures are approaching a critical point; a means of “remedial action” to correct the situation before it is too late. Accountability To Design Within Budget Our team have real construction experience. Your new Workplace from early planning and design stages to the detailed drawings will be designed by architects and designer who are informed and aware of the practical application of their design work. This will contribute to both the continuity between design and construction, and the overall quality of the project itself. Our design team uses a proven cost control system that achieves a proper balance of expenditures between the various components of the building and keeping expenditures within the project budget limit. Risk Mitigation We will assess risks as an integral part of the monthly controls cycle and actively manage these risks through a facilitated Risk Workshop. The Risk Workshop will harness the insight of the team to assess the Project Execution Plan, identify and qualitatively assess risks. Paul Sapounzi will lead the team in developing collaborative solutions. Challenge Resolution Effective management entails the recognition that in any project, challenges may arise. A clearly defined system of referring problems that cannot be resolved to higher level of project management is established at the project outset. 4.3 CAPACITY + RESOURCES Monitoring and Maintaining the Schedule +VG Architects is structured as an integrated network of approximately 55 professionals who are experts in work space planning, design and construction delivery. Three offices work together on design and successfully complete projects as a team. Your project will be managed from our Brantford office, but if required, personnel from our Toronto or Ottawa office may also be assigned to contribute. We use Newforma® software for project and information solutions. Newforma® Project Cloud, for example, is web-hosted collaboration software that integrates information from stakeholder teams including mark-ups and general communication, which tracks project currency, minimizing administrative redundancy and file duplication. • Gantt Chart Does Not Show “HOW” Although the Gantt Chart provides the overall project schedule along with constraints, it comes with its own limitations. The Gantt chart will show “WHEN” but not “HOW”. A simple-format Schedule Risk Control seems to be more appropriate for the limited duration of this project while involving many stakeholders and participants within the established timeline. • Going Beyond “Ordinary” Given the very tight timeline of this project and the specified hard deadline, we fully understand the responsibilities you require us to assume for the schedule risk control. Our approach to schedule risk control is based on a regularly reviewed set of checks and balances. Prior to initiation of the project, critical dates are established, and all members of the project team brought into the process. At each team meeting, from needs assessment through the pre-design stage, the schedule is reviewed as an agenda item with upcoming critical dates, required tasks to be Page 182 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 35 performed, and by who will be highlighted. Once project intentions and approach have been determined, we will establish a sequence of critical dates for interviews, interim delivery items followed by interim and final reports. Based on these dates we will establish an outline of when and how information is gathered, incorporated, and reviewed during the project timeline. Throughout the process, we will communicate continually with your project lead electronically. We will meet (by phone or virtual meeting) on a bi-weekly basis to review project progress. 4.4 COST PLANNING + CONTROL Involvement of Tillsonburg Project Team We rely upon Tillsonburg project personnel to divulge as much information as possible to assist in achieving accurate cost estimates. Our strategy involves helping the County confirm that your budget is realistic. Accountability to Design Within Budget • +VG designers have real construction experience. Your new offices will be designed by architects who are informed and aware of the practical application of their design work. This will contribute to both the continuity between design and construction, and the overall quality of the project itself • Our design team uses a proven cost control system that achieves a proper balance of expenditures between the various components of the building and keeping expenditures within your cost limit Quality Assurance in the Estimating Process • Estimates are prepared in elemental format generally in accordance with the Canadian Institute of Quantity Surveyors Standard Method of Measurement • Where appropriate, estimates may be sub-divided to show separately the costs of major design or functional elements of the project in accordance with the project Work Breakdown Structure • The elemental estimating method breaks down construction into a series of standard building systems and components and organizes them into a ‘checklist’ format that ensures estimators consider the entire scope of work during estimate preparation. This is extremely important at the earliest stages of design when documentation for major building components may be incomplete • Additionally, using a standardized approach to cost estimating – doing the same thing the same way every time – significantly reduces the chance of errors of omission or duplication • Finally, the standardized reporting method permits cost analysis and quality control by direct comparison with similar recently completed projects • Estimating tasks are assigned by discipline (architectural, interior design, IT). Yaser Rahmanian will check the work of each discipline and assemble the individual components into the complete estimate • The estimate is then, in turn, compared to previous estimates. Checks include quantity and unit rate comparisons along with a number of ‘higher level’ reviews of such things as cost per square foot, cost per running foot, etc. • Any discrepancies uncovered during these checks are corrected or rationalized. Each estimate is then subjected to a final review prior to issuance • Generally, the completed and internally reviewed estimate is then issued to the project team in draft form for review and comment. Following project team review, any required adjustments are incorporated into the estimate and a final version is issued Town of Milton Administration Building Approved Budget: $21.1 MFinal Cost: $18.7 M Savings earned by +VG: $ 2.4 M (values adjusted for inflation) Page 183 of 380 SECTION 5.0PRELIMINARY SCHEDULE Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 36 *Meetings *Kick-Off & Milestones 4 11 18 25 1 8 15 22 28 6 13 20 27 1.0 PROJECT STARTUP & VERIFICATION 1.0 Notification of Award * 2.0 Kick Off Meeting - Define Project Vision and Project Charter * 3.0 Conduct site visits (Understanding Objectives & Local Conditions) 4.0 Define + Confirm Project Schedule of Deliverables with Work Plan + Reporting & Communication Protocols 5.0 Request and Gather Information, Existing Drawings and Documents (Plans, Reports, Org Charts etc.) 2.0 ANALYSIS + DEVELOP FLOOR PLAN OPTIONS & COMPLETE FEASIBILITY STUDY 1.0 Review and provide comments on any investigation reports by specialist consultants, Functional program and previous studies 2.0 Verify Building Programme information and required adjacencies with steering Committee. 3.0 Create a proximity matrix for functional spaces with stacking and blocking diagrams 4.0 Create conceptual Site Plan (Parking lot site) and Floor Plan options for all locations 5.0 Review applicable statues, regulations, codes and by-laws as necessary (where applicable) for each location 6.0 Coordinate design with recommendations made inprevious studies and reports 7.0 Prepare feasibility study along with preliminary costing for each concept design 8.0 Submit interim materials and information to the steering committee for Council approval / comments * 9.0 Make modifications with regards to direction provided 10.0 Submit final materials (based on the approved project location) and information to the steering committee for final approval to proceed * 3.0 SCHEMATIC DESIGN 1.0 Confirm workplace guiding principles and research findings 2.0 Further review applicable statues, regulations, codes and by-laws as necessary (where applicable) for prefered site location 3.0 Schedule preliminary meetings with regulatory officials to obtain planning and zoning information (where required) 4.0 Prepare schematic design documents to illustrate scale and character of the Project 5.0 Prepare Project Brief detailing area calculations, overall building systems to describe size and character of Project 6.0 Prepare furniture layout design and review with steering committee and relevant stakeholders 7.0 Submit an Order of Magnitude Construction Cost Estimate for the scope of work, including Furniture 8.0 Submit interim materials and information to the steering committee for Council approval / comments 9.0 Make modifications with regards to direction provided * 10.0 Submit final materials (based on the approved project location) and information to the steering committee for final approval to proceed * MEETINGS 1.0 Kick-Off Meeting *2.0 Bi-Weekly Design Team Meetings with Project Manager and the stakeholders to review FBP and concept designs ****** *Note: All Itemized Tasks are for Preliminary Review; They Include But Not Limited To Those Listed Above and are Subject to Change October November December RFP: 2021-008 LEGEND Important Dates Preliminary Schedule 2021 Page 184 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 37 SECTION 6.0FEE 6.1 CONSULTING SERVICES FEE We have broken our fees for each stage of the project as well as having separated it in order to provide the Town of Tillsonburg with the option to engage +VG Architects Architectural team and Interior Design team individually, separate from the I.T. and security portions scope of work. As well as a fees for each stage of the project to included the I.T. and security portions scope of work with the I.T. and security sub-consultant SCENARIO A Architecture + Furniture, Excluding I.T. + Security • Stage 1 - Feasibility + Schematic Design $48,000.00 • Stage 2 - Remainder of the Project through Close-Out $418,000.00 SCENARIO B Architecture + Furniture, Including I.T. + Security • Stage 1 - Feasibility + Schematic Design $58,000.00 • Stage 2 - Remainder of the Project through Close-Out $438,000.00 Notes: • HST will be added to all fees. Hourly Rates (For Additional Work) ROLE HOURLY RATE Interios +VG (The Ventin Group Ltd.) Project Architect $245.00 QA/QC Specialist $230.00 Project Manager $185.00 Contract Administrator $175.00 Interior Designer - Lead $170.00 Interior Designer - Support $140.00 Way-finding & Signage $130.00 Senior Designer/Technologist $125.00 Junior Designer/ Technician $110.00 Specifications Writer $105.00 Administration $100.00 • Disbursement will be added. We look forward to discussing the scope of work and schedule in further detail with you at your convenience. Thank you for the opportunity to provide this Architectural Services Fee Proposal. We are enthusiastic about your project and ready to begin work immediately. Page 185 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 38 SECTION 7.0I.T. CONSULTANT - SPECTECH EXPERIENCE +VG Architects 50 Dalhousie Street Proposal #: 21-068-01 Brantford, Ontario Issued: 2021-09-23 For Tillsonburg Town Hall and IT Modernization Strategy Tillsonburg, Ontario Technology Consulting and Project Management 201-17360 Yonge Street, Newmarket, ON L3Y 7R6 Email: info@SPECTECH.ca Telephone: 416-360-8800 Technology Proposal Page 186 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 39 Page | 1 INTRODUCTION SPECTECH as your Technology Systems Consultant™ (TSC) offers a complete project management and design service for technology initiatives in corporate and institutional facilities. With years of personal, hands-on experience, we ensure that all tasks are identified and executed professionally, cooperatively and meet each of the defined expectations. We believe that identifying and understanding these expectations is critical for the success of any project, and consistently practice a proven methodology as part of the project process. As per your request, you have identified that the project will require our attention to a number of areas including: IT Modernization Strategy Communications Infrastructure Design Audio Visual Design Security Design This proposal further confirms the scope, our process, team, commitment and associated fees. Thank you for considering SPECTECH. Page 187 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 40 Page | 2 PROJECT SCOPE IT Modernization Strategy SPECTECH follows a systematic approach during our analysis of existing systems and your process. We will work with your Outsourced IT Management Group to document current software, hardware and overall architecture and information flow. We will review current information security practices and make any immediate recommendations. We acknowledge the RFP requirements and will provide as requested the following: Software Complete a full inventory of the Town’s current software ecosystem (financial, asset management, building permit, human resources/payroll, economic development, recreation, work orders, etc) and uses as well as total licensing and related costs. Benchmarking of the Town’s current software ecosystem with other municipalities including complexity and number of applications and systems along with annual capital and operating expenditures comparisons to ensure that the Town is receiving the best “value for money”. Analysis and recommendations on how the Town can integrate/consolidate its current software applications to provide more efficient and effective services, including increased automated/online service delivery in support of the goals outlined in the Community Strategic Plan, with best- in-class technology based on a realistic, phased-in (1 year, 3 year and 5 year) approach. Hardware Investigate and recommend an inventory tracking application for all computer and related hardware. Investigate and recommend setup options for Work-From-Home or hybrid roles in terms of laptop, monitor, stands, modems, etc. Investigate and recommend asset management and budget funding strategies for all hardware including whether or not a centralized, corporate wide budget or Departmental budget, should be used by the Corporation. This would be for both primary hardware (e.g. laptop) and secondary hardware (e.g. multiple monitors, printers, memory, etc). The information collected will be presented in a database matrix to provide a resource for any changes moving forward. IT Strategy We will continue the assignment, developing a strategy for moving forward in the form of a recommendation report. This will include: Insight into how the Town can leverage technology, i.e. collaboration, virtual Town hall services, enhanced virtual meeting options, etc, to reduce the space required for a new Town Hall. Analysis and recommendation on potential software applications that can assist with a Page 188 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 41 Page | 3 hybrid Work-From-Home/Office system, i.e. work-sharing, collaborative project management, reserving “hot-desk” and/or “hoteling” spaces as well as meeting rooms, etc. Identify the work and associated costs to upgrade or relocate IT infrastructure within an expanded space at the current location (2nd floor of the Town Centre Mall) or a new standalone building. Recommendations on the types of meeting room equipment (projector, screens, large monitors, etc) are needed to ensure effective (hybrid in-person/virtual) meetings with internal and external participants. Recommendations for optimal strategies to ensure system and data security, disaster prevention and recovery. Once complete we will provide a complete written report including, inventories collected, budgets and high-level implementation strategy. We will also clearly identify Information Technology costs or savings associated with allowing staff to work remotely in a hybrid work model which will be used in development of the new Town Hall design. New Town Hall Design Design Development SPECTECH follows a systematic approach to our design process and provides coordination information at each stage for other disciplines. SPECTECH will meet with your technology stakeholders in a visioning session to identify the basic requirements and expectations for the project. Once approved by the stakeholders, these requirements will be associated to specific tasks as part of the design development. Throughout the design development we will refer to the requirements to ensure all aspects of the design are coordinated. Communications Network Structure Cabling Infrastructure Wireless Connectivity Data Centre Telecommunications Spaces Audio Visual Existing Equipment (if any) Input and Output Components Operation and Functional Requirements Cabling Infrastructure Wireless Devices AV Space Requirements CATV Distribution Interconnection to Networks Page 189 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 42 Page | 4 Security Security Strategies and Requirements Zoning Requirements Types of Devices Remote Notification/Monitoring Integration and IP solutions Upon approval of the requirements we will continue the design process to include: Provide detailed technology information to the project team for further design coordination Attend design meetings as required and identified further in this proposal Provide information associated with electrical design for conduit and pathway details Develop various layouts for technology spaces based on client provided equipment inventory Review mechanical and electrical designs in technology rooms and provide any further recommendations Provide preliminary budget as required Identify 3rd party vendor requirements We will also specifically review all components and the system to take advantage of any LEED points available if applicable. Design Documentation SPECTECH will bring all of the design information together into a Revit produced BIM model and detailed set of design documents including specifications and drawings. All designs will be prepared based on CANASA, AVIXA, ANSI/EIA/TIA, CSA and all applicable standards. Communications Backbone Cabling System (Copper and/or Fiber) Horizontal Cabling System Cable Pathway Systems Telecommunications Rooms Audio Visual Video Input Devices Video Output Devices Audio Sources Amplification Audio Output Devices Audio/Video Switching AV Control Systems AV Cabling Infrastructure Security Access Control Surveillance Intrusion Detection Administration Remote Notification Our design documentation details will include: Floor Plans Riser Diagrams Rack/Equipment Layouts Backboard Layouts Cabling Diagrams Conduit and Pathway Layouts 3rd Party Demarc Locations Specific Mounting Details Equipment Schedules Detailed Specifications Technology Specific Electrical Layouts Page 190 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 43 Page | 5 Tender Analysis During the tender period we will perform the following tasks: Respond to questions raised or interpretations required by the bidding Contractors during the tendering period. Issue clarifications by Addenda during the tendering period. Review Bids and make recommendations for Award of Contract. Construction Administration Years of project experience has provided us the ability to manage activities on any project site. Understanding the coordination required and proactively reducing risk is always our objective and success. We will coordinate with the communications contractor including: Attend construction meetings as further defined in this proposal Review all shop drawings submitted Provide site reviews and monitor installation on a regular basis to ensure workmanship is completed to specifications and in a professional manner Interpret contract documentation and provide direction to contractors through site instructions Review monthly progress draws and provide recommendation for payment Provide assistance to contractors on delays of material acquisition required to meet the agreed schedule At the close of the project, SPECTECH will coordinate with the contractors to provide as- built drawings, test results and other documentation specified for distribution to the client. Page 191 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 44 Page | 6 ROLES AND RESPONSIBILITIES Michael Spencer, ATS Principal In Charge Michael will be the principal in charge for all technology initiatives during the design and construction phases of the project. He will lead the design direction of all drawings and specifications prepared for this project. Michael will work with our internal team and Revit designers to develop the design through schematic design to contract documentation. Michael will attend meetings when required, oversee daily correspondence and provide coordination with other disciplines. Once awarded Michael will provide site reviews and reports in conjunction with our internal team to ensure contract requirements are being provided. Allan Snow, RCDD, CTS Principal – Quality Assurance (QA) Allan will be responsible for QA throughout the design process and will review reports, drawings and specifications as required for compliance with contractual documents, applicable codes and standards of good practice. Allan will be involved from the initiation of the project and will provide support from time to time or as required. Allan will also provide documentation review prior to final release of all documentation. Page 192 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 45 Page | 8 permit the use thereof, for the construction of any other project without the consent of the party that has prepared the same. Insurance SPECTECH carries a standard 5,000,000 of Liability Insurance and additionally Errors and Omissions insurance of 2,000,000 dollars through IQ Insurance. SPECTECH has never had a claim against our insurance and we will gladly provide further information and confirmation upon request. SPECTECH will ensure this insurance is in effect for a period of five years following substantial completion of the project. If additional insurance is required SPECTECH will gladly attain the larger amounts of insurance at an additional fee for the duration of the project and period after completion agreeable to both parties. Hourly Rates Principal $ 190.00/hr Project Manager $ 150.00/hr Revit Designer $ 115.00/hr Clerical $ 65.00/hr Items Not Included in Scope Project Management Services Coordination of 3rd party vendors or services Items to be Provided by Others Client/Landlord design criteria and construction manual Any rules and regulations regarding work within the facility Revit base model files for this project (partition, reflected ceiling, furniture, millwork) RDS (Room Data Sheets) Permits, tendering distribution and collection Additional Services SPECTECH offers a full range of Technology Systems Consulting (TSC) including: BTIM - Building Technology Integration Management Building Network Managed Services Network Design Communications Infrastructure Design Audio Visual Design Security System Design Wireless Network Design and Surveys Technology Project Management Data Centre Evaluation and Design PA Design Nurse Call Design Voice System Design Infrastructure Management Solutions Page 193 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 46 Page | 9 SPECTECH COMMITMENT Time, quality and cost are the known project parameters, and throughout this project many tasks will require leadership and direction in order to maximize the resources available. This project will be managed directly by Michael Spencer, ATS, and Allan Snow, RCDD, CTS, which will ensure that there will be no delays in decision making throughout the project. SPECTECH was formed to provide services to clients who want more than just contract documents. We work with our clients to provide advice and design direction which will support and, when possible, enhance our client’s business. SPECTECH’s organizational structure takes advantage of years of in-house project experience and builds teams with some of Canada’s major engineering firms. This provides us with the depth to manage projects of any size and complexity. Thank you again for considering our services. The project promises to be an interesting one, and we look forward to working with you and your staff. Yours truly, Michael Spencer President Page 194 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 47 Page | 10 BIM BIM (Building Information Modelling) and its collaborative process are forging a new way of delivering projects and adding value for our clients. Imagine the advantages to visualize your Data Centre or AV installations. Better yet, visualizing all of the details so you minimize changes during construction. SPECTECH provides the systems to work collaboratively with our clients and partners to provide real-time modeling services. SPECTECH continues to develop new workflows and innovative solutions for our clients with the latest in BIM technology. Working with the latest version of BIM products, SPECTECH works with Technology Manufacturers to continually develop a library of products which will allow for full modelling. BIM has the opportunity to change how the Building Industry delivers value to its clients, and SPECTECH supports these changes. Although BIM has been alive for many years supporting the traditional process, SPECTECH and our industry colleagues are always exploring new processes and workflows for a cleaner project delivery. Environmental Stewardship Technology is constantly advancing and today we have the ability to provide design services using minimal or no paper at all, providing not only a reduced impact on our environment, but also reduced time and risk to any project. SPECTECH Project Managers are equipped with this technology, reducing paper consumption by over 90% from traditional design development, promoting a paperless project process. By using the latest in tablet PC technology, we prepare our designs and transmit project information electronically and securely. Drawings, markups, client presentation and meeting minutes can all be completed electronically, reducing the impact SPECTECH has on the environment each day. We encourage all of our clients and colleagues to understand the advantages and would be happy to provide additional information upon request. References Paul Hatton Principal PHA Project Management – Oakville, Ontario (905) 847-5374 Yannick Gervais Manager, IT Evolutions Information Technology Ivanhoe Cambridge – Montreal Quebec (514) 841 815 Page 195 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 48 Page | 11 OUR EXPERIENCE Town of Grimsby - Grimsby SPECTECH completed the design and the project management of a building addition for the Town of Grimsby. The project included the design and managed of the structured cabling system including the complete audio-visual system for the building addition of new council chambers. The project also included the upgrading of the entire town hall premises cabling system which totaled 25,000 square feet. Chris Gibson Community Centre SPECTECH is currently providing design of Communications, Audio Visual and Security Systems for the renovation and addition of this $25M community centre including the addition on a new ice rink and multi-purpose rooms for City of Brampton City of Toronto Data Centre SPECTECH completed design and management for renovation and addition to this City of Toronto Data Centre, including structured cabling system, audio visual systems, network equipment, wireless network design and security systems. Ivanhoe Cambridge Design, project management and monitoring for Integrated Building Technology (IBT) networks for multiple properties across Canada. Site networks support over 20 different systems to allow for integration, energy management and revenue generation. Page 196 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 49 Page | 12 Globe and Mail Design and technology project management services for a new 19 storey office tower in downtown Toronto for Canada’s national newspaper and other major tenants. SPECTECH worked with the property owners group to develop a state of the art building incorporating a base-building network for POE based CCTV, Building Controls, Security, Multi- Level Wireless Access and Digital Signage. SPECTECH worked to the 95% completion of the working drawings for the building and the project was cancelled due to owner’s sale of development lands. SPECTECH continued to work with Globe and Mail for the new head office location at 341 King Street E Toronto. SPECTECH provided the technology strategic analysis, design, documentation, construction administration and commissioning for the GPON network, wireless network, data, centre, communications infrastructure, security systems and audio-visual systems. We also provide complete technology project management for all technology items om the project. The project consisted of the construction for 5 new floors of commercial office space complete with multiple meeting spaces and hotelling desk environment. The project included a complete independent Event Centre which is support by one of the largest enterprise GPON networks in Canada. TJX Canada Head Office SPECTECH provided design of the communications infrastructure for TJX Canada’s new head office in Mississauga. This 250,000 square foot facility included the design of a new data centre and cabling infrastructure to support multiple systems including security and audio visual. Page 197 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 50 Page | 13 Longo’s (Head Office – Distribution Warehouse) Design and project management of technology requirements for a new 250,000 square foot head office and distribution warehouse. This project included cabling infrastructure, a new data centre and a complete bi-directional matrix AV system throughout the facility, including a broadcast kitchen set. FedEx Head Office – Mississauga Provided communications and AV design for the renovation of two floors of active office space. Design included a new executive suite and main boardroom complete with multipoint video conferencing systems. UOIT (University of Ontario Institute of Technology – Whitby/Oshawa Design and Management of Installation for multiple educational buildings including structured cabling systems, audio visual systems, network equipment, wireless network and security systems. Seneca College – King Campus SPECTECH completed a compliance review of the construction administration, and the commissioning for communications infrastructure, IT network and wireless network of the Seneca King Campus Phase 1 Expansion plans. Project included 25 new classrooms, computer labs, specialty labs for training health-care practitioners, a library, learning commons, and student study space. Also, a new student area, including a multi- purpose athletic and recreation space Page 198 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 51 Page | 14 featuring a gymnasium, fitness centre, informal study areas and event spaces. University of Toronto Mississauga North Building B Design and Management of Installation for multiple educational buildings including structured cabling systems, audio visual systems, network equipment, wireless network and security systems. Seneca College Newnham – CITE SPECTECH provided the Audio Visual Commissioning for Seneca’s Centre for Innovation, Technology and Entrepreneurship (CITE). This $85-million project is the centre for innovation and technology, featuring technology enhanced classrooms, Mechatronics Lab, Maker Space and various research and technology labs. Spectech’s traditionally provides design for many Seneca projects however not being part of the architect’s team Spectech was selected to provide the resources Seneca required to commission the AV systems for this project. UTSC Student Residence [Picture Courtesy of Handel Architects] Design of new student residence to house 718 first-year students, along with supportive resident advisors, the Student Residences will also serve the wider campus with its first full dining hall as well as central offices that serve student life and campus security. Our design includes structured cabling systems, audio visual systems, network equipment, wireless network and security systems. Simcoe County District School Board Page 199 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 52 Page | 15 Analysis of the existing data centre, and a detailed report with multiple options for future development. The report included interior, mechanical and electrical components. Subsequently, SPECTECH was awarded the design portion of this project and completed the design as the Prime Consultant and Project Manager. Work included the implementation of in-row cooling units due to high densities and space restrictions. SPECTECH provided on-site management in a restricted window shutdown for relocation of the complete network. Waterloo Regional Police 200 Frederick Street SPECTECH’s current role in the $45M renovation for this project is the design of the audio-visual systems. The project includes Community Briefing Centre, Meeting and Training Rooms, Cell Block and Staff Facilities. Emil V. Kolb Centre for Police Excellence - Peel Regional Police SPECTECH’s role in the fit up of this 30,000 square foot existing facility was the design of a structured cabling system, CATV distribution network and audio-visual system installation. The original 250,000 square foot facility was designed by Spectech’s Principal, Michael Spencer and includes, spaces for specific programs and includes a 90-seat Amphitheatre-style lecture hall which can accommodate press conferences, a 16-stall 25- metre firing range, a Defensive Tactics Room and Simulation Room, gymnasium, classrooms, and a back-up 911 communications site. Page 200 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 53 Page | 16 Immigration Refugee Board - Toronto Design and project management of technology upgrades for over (9) floors of active IRB offices and hearing facilities. Design included the replacement of cabling infrastructure, CCTV and panic alarm systems. DND - Canadian Forces Aerospace Warfare Centre – Trenton Design of a new 60,000 square foot LEED Gold facility comprised of offices, meeting areas, lecture theatre and a library. Provided design, documentation, construction administration and commissioning for communications infrastructure (type 1 and type 2), security systems and audio-visual systems. CFB Halifax – Drill Shed SPECTECH provided the design of the communications infrastructure for this new Consolidated Seamanship Training Facility (CSTF)—also known as the Stadacona Drill Shed. CFB Willow Park - Armoury SPECTECH provided the design of the communications infrastructure for this new 120,000 sq. ft. two level state-of-the-art office, industrial and training facility. The building was constructed to LEED Silver standards. Page 201 of 380 Town of TIllsonburg 27 September 2021RFP 2021-008 - Space Needs Design + IT Modernization 54 Page | 17 City of Toronto Multi-Function EMS Station 330 Progress Avenue SPECTECH is currently providing design of Communications and Security for the new $150,000 sqft Multi-Function EMS station for City of Toronto. Canadian Revenue Agency – Mississauga and Whitby Design, tender documentation and construction administration of communications infrastructure and security systems. Canadian Revenue Agency – Barrie & 25 Sheppard, Toronto Design, tender documentation and construction administration of audio-visual systems. Scholastic Canada - Toronto SPECTECH’s first client in 2005. The scope of our services has included: the design and project management of a structured cabling system and audio visual system for new 26,000 square foot marketing offices; development of a new Data Centre including mechanical and electrical components; design on new call centre voice network as well as the design of a new voice capable wireless network. OUR TEAM Page 202 of 380 www.plusvg.com Page 203 of 380 Page 1 of 5 Subject: CMHC Housing Accelerator Fund Application Update 2 Report Number: CAO 23-23 Department: Office of the CAO Submitted by: Renato Pullia, Director of Innovation & Strategic Initiatives and Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled “CMHC Housing Accelerator Fund Application Update 2” be received as information; and B. THAT should the Town be successful in its application, Council affirm its commitment to achieving the Canada Mortgage and Housing Corporation (CMHC) Housing Accelerator Fund (HAF) application initiatives; and C. THAT staff be directed to implement all non-financial components of the seven CMHC HAF initiatives within the 2024-2026 Business Plans; and D. THAT the housing and population growth forecasts be presented to the Town’s Economic Development Advisory Committee and the Affordable and Attainable Housing Advisory Committee; and E. THAT the Clerk be directed to provide a copy of this report to Ontario’s Minister of Municipal Affairs and Housing, affirming Tillsonburg’s commitment to accelerating its housing supply through the implementation of the outlined housing initiatives, and to seek assistance through the Building Faster Fund and other available financial supports. BACKGROUND Federal Budget 2022 announced $4 billion in funding to launch the Housing Accelerator Fund (HAF) through the Canada Mortgage and Housing Corporation (CMHC). The HAF is an application-based program with 1 application window that opened early July, and closed mid-August. At the June 26, 2023 meeting of Tillsonburg Town Council, the following resolution was passed: Resolution # 2023-274 Moved By: Councillor Parsons Seconded By: Deputy Mayor Beres Page 204 of 380 CAO 23-23 CMHC Housing Accelerator Fund Application Update 2 Page 2 of 5 A. THAT report titled "CAO 23-10 CMHC Housing Accelerator Fund Application Update” be received as information; and B. THAT Council approve in principle an application to the Canada Mortgage and Housing Corporation (CMHC) Housing Accelerator Fund (HAF). This report is to provide Council with an update on the details of the final submitted application to the HAF. If the application is approved, with expectation of receiving notice by end of November/early December, Council’s subsequent approval of the action plan, scaled to the funding provided, will be required before signing the CMHC agreement. The program aims to provide funding to support the implementation of local actions and incentives and drive transformational change in removing barriers to increasing the housing supply across Canada, resulting in at least 100,000 more housing units permitted across the country than would have occurred without the program. DISCUSSION The program was available to municipalities who have building permit and zoning by- law approval authority. CMHC advised that it had received close to 1,000 applications. Funding was estimated at $20,000 per new dwelling unit expected as a result of the initiatives in the HAF action plan, and successful applicants can use allocated funding towards a number of housing related items (i.e. public transit, sidewalks, local roads). In support of the application, municipalities had to commit to all the following: Implementation of an action plan with specific initiatives to grow the housing supply and speed up the issuance of permits; Commit to a housing supply growth target that increases average annual rate of growth by at least 10% (i.e. increase the number of residential permits by at least 10% with the noted initiatives). The growth rate must also exceed 1.1%; Completion of a Housing Needs Assessment report within two years of HAF approval (the County is proposing an update in 2024); and Submit periodic reports to CMHC (progress reports, permit data). The application required a minimum of 7 initiatives, as attached, that will achieve the aim over the next 3 years of set targets in terms of increasing/accelerating building permits issued. Given the development already in the approval stages of up to 3,000 units, our application’s main focus was on the acceleration of such development. Page 205 of 380 CAO 23-23 CMHC Housing Accelerator Fund Application Update 2 Page 3 of 5 Staff held a workshop with local developers on Tuesday, June 20th, to assist in establishing a baseline of units that were in development at that time, and would be built regardless of the funding, plus to get feedback on action plan initiatives and whether such initiatives would be able to accelerate the number of units issued within the 2024- 2026 timeframe. The Director of Innovation & Strategic Initiatives and the Director of Operations and Development then followed up on the Developers Workshop with Zoom calls to each developer to review their respective approved plans of subdivision and discuss more specifically how the planned initiatives would be able to accelerate their respective development. The responses were very informative, and formed the basis of an accelerated scenario of development, one in which would see approx. 831 dwelling units built faster than would otherwise be built, with a total of 4,205 units over the next 10 years. Combining this information with Statistics Canada census data allowed us to do a population forecast, as shown in the table below. This has been shared with all consultants working on the Fire and Recreation master plans, the development charges (DC) update study, and the County’s Water/Wastewater master plan and DC study, as well as informing the land analysis project (see attached map). 18,047 *Population, 2021, Stats Can As of May 2021 18,588 **Population, 2021, adjusted for 3.0%undercount 2.24 Persons per dwelling @ 8,293 dwellings 8,480 MPAC dwellings, Dec 2022 8,480 19,008 Updated population count, Dec 2022 19,187 Updated population count, Dec 2023 ~ 80 RT units Accelerated Pop w HAF Year Units 19,776 Forecasted population count 2024 263 21,466 Forecasted population count 2025 754 23,952 Forecasted population count 2026 5,905 1109 25,185 Forecasted population count 2027 32.7%700 25,754 Forecasted population count 2028 404 26,685 Forecasted population count 2029 415 27,189 Forecasted population count 2030 225 27,391 Forecasted population count 2031 3,438 90 27,940 Forecasted population count 2032-35 14.4%245 4205 * Updated (from 18,615) based on Stats Can update ** Based on County's undercount adjustment re W/WW PIC slides Page 206 of 380 CAO 23-23 CMHC Housing Accelerator Fund Application Update 2 Page 4 of 5 CONSULTATION Tillsonburg’s Director of Operations & Development, Manager of Engineering, Development Engineering Technologist, Chief Building Official, Development Commissioner, Chief Administrative Officer, Director of Finance / Treasurer. County of Oxford’s Development Planner, Manager of Housing, Director of Public Works, Director of Community Planning, Technical Planner. CMHC’s Senior Specialist, Municipal Relations. 10 Developers/Development firms FINANCIAL IMPACT/FUNDING SOURCE Cost estimates of the initiatives are in the range of $7.2M, which would be funded from the potential funding forecast range of $16M-$26M. The final figures will depend on the final per-unit allocation based on total funding awarded, total number of approved applicants, and number of initiatives deemed eligible. The then Director of Finance/Treasurer reviewed the figures, and as a requirement of the application, signed an attestation that the commitments described in the Proposed Action Plan, as well as the ability of the Town to complete and/or achieve the commitments during the term of the Housing Accelerator Fund, are reasonable and viable. Should the Town be successful in its application, it will have to sign that it has committed or will commit the necessary resources to undertake and complete the commitments. 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. Page 207 of 380 CAO 23-23 CMHC Housing Accelerator Fund Application Update 2 Page 5 of 5 Goal: (1) Within the community, Tillsonburg will strive to offer residents the amenities, services and attractions they require to enjoy balanced lifestyles; (2) The Town of Tillsonburg will strive for excellence and accountability in government, providing effective and efficient services, information, and opportunities to shape municipal initiatives; (3) 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; (4) The Town of Tillsonburg will accommodate and support sustainable growth. Strategic Direction – (1) Work with Oxford County and community partners to ensure an adequate supply of affordable, attainable housing options; (2) Engage community groups, including advisory committees and service organizations, in shaping municipal initiatives; (3) a) Continue to streamline and expedite the building approval process; b) Facilitate attainable housing options for local employees. (4) Work with Oxford County and the development community to proactively plan for a variety of housing options that are affordable and attainable for current and prospective residents. Priority Project – (1) Immediate Term – Affordable housing collaboration with Oxford County; (2) Ongoing Projects – Continued roll-out and resourcing for cloud-based permit application system. ATTACHMENTS 1. Appendix 1 – HAF Initiative – Additional Dwelling Units (ADUs) 2. Appendix 1a – ADUs – Oxford County’s My Second Unit Program 3. Appendix 2 – HAF Initiative – Affordable and Attainable Housing Initiative 4. Appendix 2a – Oxford County’s Affordable Housing Excerpt of Master Housing Strategy 5. Appendix 3 – HAF Initiative – Development Charges 6. Appendix 4 – HAF Initiative – E-planning Streamlining & Accelerated Approvals 7. Appendix 5 – HAF Initiative – Increased Density 8. Appendix 6 – HAF Initiative – Reduced Parking Requirements 9. Appendix 7 – HAF Initiative – Water/Wastewater Rates 10. Land Use Analysis Map Page 208 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 2 Additional Dwelling Units (ADUs) Initiative Type Promoting infill developments with increased housing density and a variety of unit types Description This initiative aims to encourage Additional Dwelling Units (ADUs) within the Town of Tillsonburg’s residentially zoned lands (R1, R2 and R3). The initiative involves implementing the necessary policy framework to permit ADU’s ‘as of right’ through amendment to the Official Plan and Zoning Bylaw, not only as a right under Ontario Bill 23, but to encourage such development. Based on feedback from developers, the creation of a legally-conforming ADU at time of construction adds an additional $50K to the cost. Therefore, as supported by the HAF, this initiative will include a $2M fund to provide a top-up subsidy of up to $20K Town funds for 100 units, being an addition to the County’s $30K contribution per unit under the ‘My Second Unit’ Program (see Oxford County’s My Second Unit Program Update report of April 12, 2023, as attached). Start Date 21-Aug- 2023 Completion Date 31-Dec- 2024 Estimated Costs $2M Expected Results Estimated number of permitted units the initiative will incent 50 Estimated number of permitted units the initiative will incent within the 3-year projection period 50 Other expected results In line with meeting the needs of the Housing Needs Assessment, the availability of additional units can provide more affordable housing options, particularly for renters and first-time homebuyers. Homeowners can generate additional income by renting out the extra dwelling unit, helping them cover mortgage costs or other expenses. Homeowners can use the additional unit to accommodate aging family members, allowing them to age in place while still receiving support. Well-maintained and legally permitted additional units can enhance property values for homeowners. All of which can help stabilize communities by maintaining or increasing population levels, which can support local businesses and services While there are many potential benefits, the Town will look to carefully plan and address potential challenges such as parking, infrastructure capacity, and neighborhood character. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Page 209 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected The program will encourage ADU on all the Town’s low-density residentially zoned lots ‘as of right’ allowing such units to obtain a building permit without the need for a planning process. The amendments will encourage gentle density within already built-up areas with existing community infrastructure and amenities, contributing to complete and low-carbon communities. Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year All aspects of the program will be implemented within one year. • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 1 year Permits associated with the program will start to be realized in December of 2023; the proposed funding assistance program will lag slightly but the required ZBA update will be in place by the end of 2023. • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement If approved, the proposed ZBA is projected to contribute 1 extra unit per 165 existing single family households. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability If approved, the proposed ZBA will permit ADU’s as of right by the end of 2023 Milestone 1 Official Plan & Zoning Bylaw Amendment Approval Description Initiate statutory planning processes for OPA & ZBA Public and stakeholder consultation Approval of OPA / ZBA Start Date 21-Aug-2023 Completion Date 9-Oct-2023 Page 210 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Click or tap here to enter text. Milestone 2 Implement ADU Incentive Program Description Obtain Council approval Start Date 15-Jan-2024 Completion Date 31-Jan-2024 Click or tap here to enter text. Milestone 3 Create Funding Program Description Create funding program, in coordination with County. Create associated literature/marketing material. Start Date 5-Feb-2024 Completion Date 1-May-2024 Page 211 of 380 Page 212 of 380 Page 213 of 380 Page 214 of 380 Page 215 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 1 Affordable & Attainable Housing Initiative Initiative Type Increase the number of affordable and attainable housing units Description The Dec 2022 Housing Needs Assessment of Oxford County identified the following affordable and attainable housing issues: 1. The current County-wide target of 50 annual affordable units is insufficient to fully address the affordability gaps across the housing continuum (Housing Needs Assessment, pg. 65). 2. New affordable housing is drastically needed. This housing provides a segment of the housing continuum in between market and RGI housing, largely focusing on those earning less than $38,178 or the 4th income decile and below (Housing Needs Assessment, pg. 65). 3. New affordable housing development should also target a wider range of households. While there is an identified need for affordable seniors housing, there is also significant need for other groups, specifically singles, young households, single parent families, recent immigrants, those with activity limitations, those with mental health issues, immigrants, and others (Housing Needs Assessment, page 48, 56, 58, 59, 60). 4. New affordable housing development should be focused in the three urban municipalities where access to services and day to day needs, infrastructure servicing, transit, and other similar factors are readily available. These areas are also expected to experience the largest growth pressures (Housing Needs Assessment, pg. 65). The County’s current subsidy is typically around $100K per affordable unit, through an exemption from County planning fees, a reduced tax rate and Development Charges exemption, up to an annual capital budget of $3 million to support affordable housing projects. In addition to this, though, further support is required in the Town of Tillsonburg to address the affordable housing deficit. Between 2016 and 2021, at 17.3% population growth (vs provincial average of 5.8% and national average of 5.2% [Stats Can]), Tillsonburg has faced the largest growth within the County, and affordable housing is drastically needed. Through support from the HAF, Tillsonburg is well positioned to take on this initiative that consists of 3 action items: 1. The Town will create a policy that would allow land assets to be re-designated and rezoned for medium to high density residential development. This policy will create the framework for support of affordable and attainable housing at the Town level, in alignment with the County’s policy, and may include exemption from Town planning fees, contributed land, a reduced tax rate, exemption from development charges, and/or a capital subsidy. 2. Following the policy adoption, the Town will identify up to 15 Acres of public and/or private land for conversion and residential intensification for a mixed income project (e.g. 30% RGI, 33% average market rent [AMR], 37% market). The goal is to identify land that has access to services to meet day-to-day needs, infrastructure servicing, transit, and other similar factors. 3. The Town will develop a plan to consolidate and relocate current uses to enable the sale or contribution of the lands for Affordable and Attainable housing developments in partnership with the County of Oxford, and through an RFP process, with non-profits and/or private sector developers in a P3 arrangement. Page 216 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 a. We estimate up to 450 units will be built, 33% of which would be Affordable (constructing the affordable 75 units each year of 2025, 2026, and the remaining 150 units in each of 2027 and 2028). b. The subsidy partnership amounts for the affordable units will be determined with the County and development partner, but we estimate a subsidy of $25,000 per unit as the Town’s portion. Estimated costs are for a Land Asset and Feasibility Study ($200K), plus subsidy contributions once policy is in place (estimating $3.75M [150 units x $25K]), for a total of $3.95M. Start Date 6-Nov-2023 Completion Date 15-Nov- 2024 Estimated Costs $3.95M Expected Results Estimated number of permitted units the initiative will incent 450 Estimated number of permitted units the initiative will incent within the 3-year projection period 150 Other expected results The policy will apply to any development, and will be monitored through communication with stakeholders to be responsive to ensure it incentivizes developers to construct affordable units to meet the deficit targets reflected in the Housing Needs Assessment. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. X Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected The municipality is uniquely positioned to redevelop underutilized land assets and rezone/re-designate for medium to high-density development within the current policy environment. The initial stage will include the identification of key properties, completion of a feasibility study, including any required environmental, geotechnical, etc, reports to enable redevelopment of these lands at an accelerated pace. These developments will include a mix of affordable, attainable and market rent units that collectively meet the needs of various market segments across the housing spectrum. By targeting land that has access to services to meet day-to-day needs, infrastructure servicing, transit, and other similar factors, we are supporting a diverse range of singles, young households, single parent families, recent immigrants, those with activity limitations, those with mental health issues, immigrants, and others, to ensure complete, inclusive and low-carbon communities. Page 217 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Over 2 years [explain] Land Asset and Feasibility Study will be completed in the initial period, followed by concurrent planning and other necessary approvals, together with a competitive RFP process to identify non-profit or private sector developers to develop and own necessary housing on the subject site. • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Over 2 years [explain] While substantial time savings are anticipated due to leadership of the municipality, it still takes time to plan and develop properties. • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement [explain] 450 new residential units represent a nearly 6% increase in Tillsonburg’s housing stock, which would not be possible without support. In terms of affordable/attainable units, this would represent the single largest investment in this type of housing in our history. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. Medium degree of stability and predictability [explain] Planning and feasibility studies are fairly routine. The unknown is the ability of the lands to support higher density development, but there is no information to suggest that this is a concern. Milestone 1 Adoption of Policy Description Draft, distribute for public engagement, and receive Council approval for policy. Start Date 6-Nov-2023 Completion Date 12-Feb-2024 Click or tap here to enter text. Milestone 2 Completion of Land Asset and Feasibility Study; Studies and Planning Approvals; Description Selection of key sites and analysis to ensure feasibility, and complete planning approvals Start Date 13-Feb-2024 Completion Date 24-Jun-2024 Click or tap here to enter text. Milestone 3 Solicitation of Non-profit and/or Developer P3 Partner and finalize Agreement Description Complete RFP process for non-profit and/or private developer, and finalize P3 agreement. Start Date 2-Jul-2024 Completion Date 15-Nov-2024 Page 218 of 380 N. Barry Lyon Consultants Limited 55 Page 816 of 1067Page 219 of 380 Oxford County 10 Year Shelter Plan N. Barry Lyon Consultants Limited 56 •The Oxford County Shelter Plan sets objectives and targets for a ten-year time frame (2014- 2024) to support the vision of affordable housing for all. The plan was most recently updated in 2019. •The plan identified many of the same growth and forecast characteristics as the MCR exercise. •Large growth in population and housing expected to continue. •Appreciation in the ownership and rental housing market expected to continue. •Growth has largely occurred in Woodstock, Tillsonburg, and Ingersoll, which is expected to continue. Diversity in housing type (i.e. apartments) largely located in these communities. •A large segment of the County’s population cannot afford market ownership and rental homes. •The plan identifies a significant unmet need for shelters and transitional housing, as well as 150 supportive homes, 2,000 rent-geared-to-income (RGI) homes, and 1,000 affordable rental homes, which has increased since the plan was last reviewed in 2019. •Vulnerable groups most in need of housing include those with mental health needs or addictions, youth, those on social assistance, seniors, the working poor, Indigenous groups, and survivors of domestic abuse. •The Oxford County 10 Year Shelter Plan seeks to achieve the following outcomes: •Increase affordable rental housing supply •Preserve and optimize the existing housing supply •Reduce chronic homelessness •Increase supportive housing •Increase rent supplement units in the community Page 817 of 1067Page 220 of 380 Oxford County Housing Continuum 57 Page 818 of 1067Page 221 of 380 Targets and Progress on Affordable Housing Targets •On June 10th, 2015, Oxford County Council established an annual target of creating 50 new affordable units every year. This target was established through the 10 Year Shelter Plan and supported through the 5-year update. •Since 2007, County Council has approved a total of 30 affordable housing projects totaling 587 affordable units (average of 40 units per year over this period). •These projects were made possible through a funding commitment of $23.5M from the Federal and Provincial government and an additional $10.7M in County funding (excluding the value of development charge exemptions). •Since 2015, Oxford County has exceeded the 50-unit affordability target. •The depth of affordability has typically ranged between 80% and 100% of the CMHC AMR. Buildings have also included a mix of affordable and market units, with 83% of the total yield being affordable. •Most of this activity has occurred through local private and non-profit housing providers. •Affordable projects have been a mix of apartments, stacked townhomes, townhomes, and other single-family formats. •All projects are affordable rental aside from a Habitat for Humanity project in Blandford-Blenheim (2 semi-detached units). •Since 2007, a total of 171 families in Oxford County have received down payment assistance loans through the Home Ownership Program to a total of $1,977,005. N. Barry Lyon Consultants Limited 58 Page 819 of 1067Page 222 of 380 Characteristics of New Approved Affordable Housing Projects (2007-2022) •This data includes all newly constructed affordable homes, which includes the 587 affordable homes identified on the previous page, 2 of which were affordable ownership units (developed by Habitat for Humanity) and 585 affordable rental homes. The 171 families assisted through Oxford’s Home Ownership Program are not included here. •86% of the affordable units constructed in Oxford County since 2007 has been in the thee urban municipalities, with Woodstock accommodating the majority of this activity (68%). •One-bedroom units have been the most prevalent affordable housing unit delivered, followed by two-bedroom suites. Bachelor and three-bedroom units have represented a small proportion of new activity. A reflection of the above, singles and seniors (typically requiring one-bedroom units) have been the primary tenant targeted through new projects. Projects targeted specifically to seniors have represented over 40% of all new affordable housing supply. •Just over 6% of all new affordable units have been accessible. Some new projects have incorporated social support and services. •Parking has been provided at each development typically at a ratio of 1 to 2 spaces per unit. Some projects in more urban settings have proceeded with no or limited parking. N. Barry Lyon Consultants Limited 59 Page 820 of 1067Page 223 of 380 RGI Wait List Characteristics •There are approximately 2,400 households on the County’s wait list for RGI affordable housing. The has been steadily growing over the past decade as affordability and growth pressures continue. •The majority of households are seeking housing in Woodstock (69%), with almost all of the wait list concentrated in the three main municipalities (driven by the fact that this is where the majority of RGI housing is located). •Nearly half of the wait list are from households aged 25-45, with seniors representing 16%. •Nearly 62% of the wait list are seeking a one-bedroom / bachelor unit. Less than 6% are seeking large family size homes over 4-bedrooms. •Wait-list represents County and non-profit asset data. Wait-list for the non-RGI affordable housing is unavailable. N. Barry Lyon Consultants Limited 60 Page 821 of 1067Page 224 of 380 Affordable Housing (80% AMR) Demand Characteristics A wait-list is not held for the Affordable Housing stock, however, Oxford County indicates the following: •Page 59 illustrates the characteristics of new affordable housing projects in Oxford County. This housing is largely offered at 80% of the CMHC AMR. •Recent projects have focused on one-bedroom units designed for senior households (65+). •All new projects have been popular with no vacancy. Demand for affordable housing continues to outpace supply. •Income threshold is currently $38,178 for a household to be eligible for this housing, which is approximately 60% of the median income for the County as reported in the 2016 Census. As illustrated on Page 9, this corresponds roughly with the 4th income decile for rental households. •As identified on page 43, 80% of the CMHC AMR is affordable to households generally above the 4th/5th income decile. Those falling below this threshold will either be forced to pay more than 30% of their household income on shelter costs or join the lengthy wait list for RGI housing. •The current wait time for RGI housing for the chorological wait list is at minimum several years. •There is an increasing need for supports, along with affordable units (i.e. the needs of daily living, assistance with children, employment support). 61 Page 822 of 1067Page 225 of 380 7.0: Findings and Direction N. Barry Lyon Consultants Limited 62 Page 823 of 1067Page 226 of 380 Overall Findings •The data indicates that much of the housing in Oxford County is unaffordable to many households in the municipality. •For ownership housing, it appears that high-income individuals from other parts of Ontario are moving to Oxford County, which is driving up prices and competition for a limited supply of housing. As home prices rise, existing owners are also likely using this equity growth to move to a larger / more expensive home. Other macro factors are also causing home prices to rise (low interest rates, strengthening demand, insufficient housing supply across Southern Ontario, financialization of housing, and others). •Owners are also more likely to spend over 30% of their gross household income on a home in order to “enter the market”, believing that their equity commitment will pay off down the road. •Renters are also facing significant affordability challenges. Outside of a bachelor/1br apartment, rental apartments and rental single-family homes are unaffordable to roughly 70% of all rental households in the municipality. Unlike owners, most renters will overpay for housing, due to lack of choice, without any potential corresponding benefit. •Lack of choice and supply are two key factors driving rental housing unaffordability, which is unlikely to improve without the introduction of new market and affordable supply. •When selecting an affordability target, it is important to note that 80% -100% of the CMHC AMR is out of reach for many renter households. At the same time, the wait list for RGI housing is over 2,000 households and growing. •These findings should be revised and reassessed when the 2021 census data is released Q4 2022 to better reflect current incomes in the County. 63 Page 824 of 1067Page 227 of 380 Ownership Housing Needs and Strategies •Oxford County is rapidly growing, and expected to continue to grow looking forward. Overall, it appears that this growth, and corresponding demand for housing, is outpacing housing supply. The focus of growth is expected to follow historical trends and concentrate in the three urban municipalities. •There are significant supply/demand gaps observed in the ownership market, with price growth exceeding income growth. For households entering the market as first time buyers, it is likely they will struggle to afford a home. •Eroding affordability in the ownership market will impact the desirability and economic competitiveness of the County. It will also push more ‘would-be’ purchasers into an already tight rental market, causing affordability and availability in the rental market to continue to worsen. •It is imperative, through the ongoing Official Plan Review, that adequate land supply is made available for future development to keep pace with population growth and housing demand. •The best option for addressing ownership housing affordability is to ensure that realistic housing forecasts are developed and enough land is made available to allow developers to keep pace with demand. It is equally important that a diverse range of housing, including smaller and more compact housing forms that are affordable to a broader range of households (e.g. compact townhomes, condominium apartments, tiny homes, etc.) is delivered. This should be carefully considered through the ongoing Municipal Comprehensive Review and Official Plan Update. •If the market feasibility of new condominium apartments is challenged, incentives through a community improvement plan could help offset these financial hurdles. •The County can also partner with non-profit affordable ownership groups (e.g. Options for Homes, Habitat for Humanity) to deliver housing below market rates to qualifying households. •The County’s down payment assistance program can also play a role in helping moderate-income households to purchase a home, as well as other similar programs (e.g. rent-to-own). However, a focus on the supply and diversity of housing should remain the focus (i.e. demand-side solutions like 2nd mortgage assistance in the absence of increasing supply will not affect affordability in a meaningful way aside from the small number of households that are approved through the program). 64 Page 825 of 1067Page 228 of 380 Rental Housing Needs and Strategies •Oxford County requires more rental housing across the continuum, including RGI, Affordable, and market rental housing. Market rents continue to increase while vacancy shrinks across the County, indicating supply is falling well short of demand. At the same time, the RGI wait list continues to grow and there is virtually no availability in the affordable housing stock constructed over the past decade. •It is expected that demand for rental housing will continue to increase as the population continues to grow and ownership housing remains out of reach for many households. Without increased supply, rental rates will continue to rise and vacancy will remain low. This will continue to erode the availability of traditionally affordable rental housing to those with lower/moderate incomes. •It is therefore imperative that the County encourage the delivery of new rental housing. New rental housing will provide more choice and availability in the market. It will also allow those currently living in “older” rental units but have the income to rent a higher quality unit (if one was available)to do so. This is referred to as the “Filtering Process”, freeing up an older unit at lower rent to a lower income household. •New market-rate rental housing can be encouraged through a variety of strategies including incentive programs, encouraging the creation of second suites, and including market and affordable units together through any new affordable housing / mixed-income developments. •New RGI housing is also needed to address the lengthy wait list. As illustrated on Page 60, demand for new RGI housing is heavily dominated by smaller units (bachelor and 1br) and 84% of the wait-list is made up of those under the age of 65. •New affordable housing (AMR) is also drastically needed. This housing provides a segment of the housing continuum in-between market and RGI housing, largely focusing on those earning less than $38,178 or the 4th income decile and below. •Virtually all of the County’s affordable housing projects over the past decade have provided affordable rents at 80% of the CMHC AMR. As illustrated on Page 43, 80% of CMHC AMR is affordable to only those in the 4th and 5th income decile. Those falling below this threshold will either be forced to pay more than 30% of their household income on shelter costs, or join the lengthy wait list for RGI housing. •Most of the recent investment in affordable housing has focused on one-bedroom units and senior households. •In addition to AMR affordable housing, the County can also consider expanding the supply of RGI and even market rental housing in new developments. A broader range of affordable housing can also be considered (i.e. 40%-80% AMR). This can be done through a mixed-income project (e.g. 30% RGI, 50% AMR, 20% market). •New affordable housing development should also target a wider range of households. While there is an identified need for affordable seniors housing, there is also significant need for other groups, specifically singles, young households, single-parent families, recent immigrants, those with activity limitations, those with mental health issues, immigrants, and others (Page 48, 56, 58, 59, 60). •New affordable housing development should be focused in the three urban municipalities where access to services and day-to-day needs, infrastructure servicing, transit, and other similar factors are readily available. These areas are also expected to experience the largest growth pressures looking forward. •Utilizing public land, financial incentives, supporting non-profits, encouraging second suites, and other similar strategies should be pursued. Pursuing federal funding programs through the National Housing Strategy should also be a priority. 65 Page 826 of 1067Page 229 of 380 Housing Targets and Affordability Thresholds •Oxford County’s current target of 50 affordable units has generally been met since the 10-Year Shelter Plan was adopted. •Achieving this target required a significant funding commitment from all levels of government, including over $10M from Oxford County over the past 15 years. •This report clearly identifies that this target is insufficient to fully address the affordability gaps across the housing continuum. •However, increasing the target will carry additional costs and resources. Establishing a new target should align with the County’s ability to adequate fund new housing development. •As identified on the previous page, new housing development should also begin to target a wider spectrum of households and affordability depths. •If possible, Oxford County should increase this annual target to at least 100 units per year. 66 Page 827 of 1067Page 230 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 10 Aligning Development Charges with the costs of infrastructure and servicing Initiative Type Future proofing, appropriate and orderly development, etc… Description The Town’s Development Charges study will be updated to align with the Town’s 10-yr capital plan, outlining the cost of the projects necessary to accelerate the housing growth target. Additionally, the Town will be looking to align Development Charges (DC) to reflect the external infrastructure oversizing by the appropriate DC Schedule. By tying development charges directly to the cost of infrastructure, developers will be encouraged to build more efficiently and in areas where infrastructure already exists or can be extended at a reasonable cost. This helps to minimize the burden on our municipal budget while ensuring that new housing developments can be accommodated without overstretching existing services. As a result, the approval process for new projects becomes more streamlined, reducing delays and uncertainties for developers. This predictability encourages developers to bring more projects to the market, ultimately increasing the housing supply. With provincially-mandated exemptions for development charges on affordable housing, builders can construct units at a lower cost and offer them at more competitive prices. This can make homeownership more attainable for a broader range of buyers, thus increasing overall housing supply. It is noted that Town of Tillsonburg is part of the regional government of the County of Oxford where the County owns, but the Town operates, water and wastewater resources in the Town. In this partnership, the Town is proposing an aligned DC framework around W/WW and Transportation infrastructure to allow expanded opportunity for accelerated growth. Cost of current DC update study is $30,000, with the other $90,000 planned for a localized feasibility study to review sustainability of own infrastructure needs (i.e. aligning 10 year forecast to the Town’s Asset Management Plan, etc.). Start Date 30-Jun-2023 Completion Date 25-Mar- 2024 Estimated Costs $120,000 Expected Results Estimated number of permitted units the initiative will incent 1000 Estimated number of permitted units the initiative will incent within the 3-year projection period 225 Other expected results This initiative will better future proof the Town of Tillsonburg’s infrastructure needs. The Town of Tillsonburg has, and will continue, to develop its comprehensive Asset Management Plan to help maintain its infrastructure and provide services to the community. This proposed initiative is instrumental in ensuring that the Town is able to meet its financing needs to ensure future accelerated growth. We also expect that more accurate alignment of development charges with infrastructure costs will encourage responsible land use. Developers will be motivated to focus on infill development, and be closer to existing infrastructure and public amenities. This results in more efficient land utilization, reducing the pressure to expand into undeveloped or environmentally sensitive areas. Together with promoting higher- density development, we can create sustainable and vibrant communities that are better equipped to meet the housing demands of our growing population. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Page 231 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected Aligned DCs future proof and prepare the Town for more housing in addition to meeting emerging trends towards climate change (i.e. stormwater management, etc.). Aligning development charges with the cost of infrastructure and servicing accelerates housing supply by promoting efficient and sustainable development practices, reducing costs for developers, and increasing housing affordability. This alignment helps create a more balanced and robust housing market that benefits both developers and aspiring homeowners while minimizing the strain on municipal resources. Aligned DCs encourage infill development, resulting in more efficient land utilization, reducing the pressure to expand into undeveloped or environmentally sensitive areas. Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year Retain 3rd party consultant and implement Development Charges process (i.e. public consideration, etc...) • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 2 years After the DCs are implemented it will take an additional year to have infrastructure trickle-down effect. • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement Once DCs are properly aligned and calibrated success will be high and the Town will become proactive. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability See above comments. Milestone 1 Hire Planning Consultant Description Request for Proposal to be published to obtain 3rd party consulting needs Appoint 3rd party firm by Council’s acceptance. Page 232 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Start Date 8-Mar-2023 Completion Date 5-Jun-2023 Click or tap here to enter text. Milestone 2 Development Charges Investigation and Processing Description Initiate statutory processes for DC study Public and stakeholder consultation Approval of DC study Start Date 6-Jun-2023 Completion Date 29-Mar-2024 Click or tap here to enter text. Milestone 3 Implement Updated Development Charges Description Implement updated development charges as adopted by Council. Start Date 1-Apr-2024 Completion Date 30-Apr-2024 Page 233 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 7 Implementing new/enhanced processes or systems such as case management, e- planning approvals Initiative Type E-Planning Streamlined Development Processes and Approvals Description Over the 3 years of 2020-2022, the Town of Tillsonburg Residential Construction Value of $258.2M is higher than the $247.3M from the previous 13 years combined (see CMHC Housing Accelerator Fund Application Workbook, Sec. E Historical Permits tab). This has been tremendous growth where “file” volume has now exacerbated our current processes. Coupled with being in a 2 tier system for development/planning (i.e. Town and Oxford County), developer feedback has identified the enhancement of processes as being a major initiative the Town could undertake. Developers noted that with 180 days build time, even expediting a file by 1 to 2 months would be of great financial assistance. Therefore, through support from HAF, this initiative would undertake as follows: 1. The hiring of 1 permanent ‘File Manager’ which will assist in correcting internal control towards development whereby offering a “one window solution” in caretaking development files from beginning to end ($110K/yr x 3 yrs) 2. To handle the housing targets over the HAF supported period, the addition of contracted support of 1 Technologist and 2 building inspectors, as required, would assist in expediting files ($105K/yr x 3 yrs for Technologist; Inspectors covered by building fees) 3. Integrate E-planning solutions, both systems and process, at the County and local level whereby providing efficient and timely Planning/Engineering/Building review of applications, and with planned alignment/connectivity with MPAC and the Land Registry Office ($200K, one time, plus annual licensing) Generally applicants would be able to track each stage of the application lifecycle, while eliminating multiple communications channels and towards a ‘dashboard, one-window’ solution. Start Date 30-Jun-2023 Completion Date On-Going Estimated Costs $845K Expected Results Estimated number of permitted units the initiative will incent 600 Estimated number of permitted units the initiative will incent within the 3-year projection period 150 Other expected results Applicants will be offered a real-time dashboard and can track comment, notifications, and approvals etc. The Town of Tillsonburg believes in efficient and business-friendly system that recognizes the broad range in scope and complexity of development proposals; this proposed undertaking will also assist in freeing up staff time in managing files where communication milestones now become automated, etc… Updating builder and developer packages will also be a benefit, creating clear and easily understandable literature to help the public through planning, engineering and building stages etc. It will also allow for more predictable costs for developers, if they know their files are being dealt with and finalized within an accelerated and more known timeframe. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Page 234 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected Enhancing and streamlining the planning and approval process will ensure that timelines for development are decreased, thereby providing for lower and more predictable costs for developers. In doing so, all other outcomes and the obtainment of the housing target will be further supported. Additionally, it will: • Create a single point of contact: the File Manager monitor the file throughout the approval process with the authority to drive the application process. • E-solution: Clear documentation provides consistent understanding of the process across the industry, stakeholders including Town Staff. • Establish targets for scheduling and meeting requirements promotes timely approvals. • Provide early and consistent communication where Staff engagement throughout the consultation stages creates better quality applications and smoother approvals. • Increase responsiveness and accountability for all participants in the process. Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year All aspects of the program will be implemented within one year. • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 1 year Once the system is “live” outcomes/improvements will be realized shortly thereafter • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement When implemented this will greatly improve process timeline and approvals. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability See above comments Milestone 1 Implement E-Solution Page 235 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Description Technical matters to programing/install the proposed e-solution Start Date 5-Feb-2024 Completion Date 28-Jun-2024 Click or tap here to enter text. Milestone 2 On-boarding File Manager Description Proceed with recruitment process, on-boarding and training of staff (File Manager). That will be followed by a lean review of all processes. Start Date 3-Jun-2024 Completion Date 5-Jul-2024 Click or tap here to enter text. Milestone 3 Retain and Hire Staff Description Retain and Hire Technician and Inspectors Start Date 3-Jun-2024 Completion Date 5-Jul-2024 Page 236 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 2 Section C: Initiatives Initiative 1 Allow increased housing density on lots across Town, through updated Zoning By-law Initiative Type Encouraging Smaller Lot Frontages and Increased Density Description The Town of Tillsonburg is proposing to amend/update its local Official Plan and Zoning By-Law to encourage smaller lot frontages thereby increasing density. The initiative involves implementing the necessary policy framework to permit said density where we will require amendments to the Official Plan and Zoning Bylaw including Infrastructure Design Guideline update. Higher-density zoning will encourage a mix of housing types, including apartments, townhouses, and single- family homes, meeting various lifestyle preferences. Higher density can provide housing options suitable for seniors looking to downsize and young professionals seeking urban living opportunities. Start Date 4-Sep-2023 Completion Date 4-Mar-2024 Estimated Costs $150,000 Expected Results Estimated number of permitted units the initiative will incent 375 Estimated number of permitted units the initiative will incent within the 3-year projection period 80 Other expected results The Town anticipates that increase density will come in two forms: 1. An increase in in-filled lot applications (i.e. consents) 2. Increased density within proposed Plans of Subdivision through revised and/or current Draft Plans Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected The program will encourage more infill lot creation and higher density within proposed and existing developments. Higher density will lead to the construction of smaller, more affordable housing units, meeting the needs of a diverse range of income levels. Higher housing density makes more efficient use of land, reducing urban sprawl and preserving open spaces and green areas. Compact, higher-density development can reduce the environmental impact associated with land development, including reduced energy consumption and lower carbon emissions. Denser areas can support cultural venues, parks, and recreational facilities, enhancing the quality of life for residents. Page 237 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 2 Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year [explain] All aspects of the program, including implementing policies and design guidelines will be implemented within one year • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 2 years [explain] Baring the policy changes required (i.e. OP and ZB updates) the impact is anticipated to begin/materialize in the construction season of 2024. • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement [explain] If approved, this proposed change is projected to contribute an additional 150 units within the Town of Tillsonburg. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability [explain] See above commentary. Milestone 1 Hire Planning Consultant Description Request for Proposal to be published to obtain 3rd party planning consulting needs Appoint 3rd party firm by Council’s acceptance. Start Date 2-Oct-2023 Completion Date 4-Dec-2023 Click or tap here to enter text. Milestone 2 Official Plan & Zoning Bylaw Amendment Approval Description Initiate statutory planning processes for OPA & ZBA (to be processed concurrently within one another) Public and stakeholder consultation Approval of OPA / ZBA at local and County level Start Date 8-Jan-2024 Completion Date 12-Aug-2024 Click or tap here to enter text. Milestone 3 Implement Updated OP and ZB Description Obtain Council approval, recognize appeal process. Launch education sessions Start Date 12-Aug-2024 Completion Date 9-Sep-2024 Page 238 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 3 Reduced Parking Requirements Initiative Type Implementing revised parking requirements such as reduced or eliminated parking spaces for new developments. Description Through this initiative, the Town will undertake a review of the current parking requirements of 1.5 per household, with a view to reducing such requirements. A number of factors will be taken into account, including future plans the Town has for public transit, and tailoring parking regulations to the unique needs and characteristics of each neighborhood. Lowering parking requirements is anticipated to encourage more housing development, increasing the overall housing supply. Space can be allocated more flexibly to accommodate evolving mobility needs. Lower requirements can contribute to overall urban sustainability and reduce the environmental footprint of new developments, while also facilitating higher urban density, promoting more efficient land use. Additionally, in concert with other initiatives of increasing density and allowing ADUs within the Town of Tillsonburg, residentially zoned parking thresholds need to be evaluated and tailored to said initiative. Spinoffs towards this initiative could also take the form of, but not limited to, enhanced walkability, generational housing, aging in place, etc. Start Date 8-Jan-2024 Completion Date 8-Apr-2024 Estimated Costs $15,000 Expected Results Estimated number of permitted units the initiative will incent 150 Estimated number of permitted units the initiative will incent within the 3-year projection period 51 Other expected results By reducing/relieving parking from 1.5 per unit to a lower threshold, this initiative will have a direct impact on reducing carbon emissions, ensuring that Tillsonburg remains and thrives as a walkable community. Fewer parking spaces mean less land and resources are dedicated to parking infrastructure. Developers can allocate resources to other aspects of the development, such as green spaces or affordable housing units, potentially reducing overall construction costs. Reduced housing costs make urban living more accessible to a wider range of income groups. It would also incentivize the use of alternative transportation options like walking, biking, and public transit. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Page 239 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected By aligning the Town’s parking policies/by-law Tillsonburg is striving to better manage car dependency and strikes a balance between too much and too little parking. Furthermore, it will also assist in meeting aggressive targets that address environmental sustainability including reducing greenhouse gas emissions, improving liveability for residents, and creating healthier communities. Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year [explain] An update to the Town’s Zoning By-Law and Local Parking By-law will be required. • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 1 year [explain] N/A – technicality to allow additional units etc.… • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement [explain] By relieving parking restriction more unit and more housing options become available. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability [explain] See above Milestone 1 Zoning Bylaw Amendment & Parking By-Law Approval Description Initiate statutory planning processes for ZBA & By-Law via public and stakeholder consultation Approval of ZBA / By-Law Start Date 6-Nov-2023 Completion Date 2-Feb-2024 Click or tap here to enter text. Milestone 2 Implement Changes Page 240 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Description After obtaining local and County Council approval, implement and educate public on said policy changes. Start Date 5-Feb-2024 Completion Date 31-May-2024 Click or tap here to enter text. Milestone 3 Click or tap here to enter text. Description Click or tap here to enter text. Start Date Click or tap to enter a date. Completion Date Click or tap to enter a date. Page 241 of 380 Housing Accelerator Fund (HAF) – Application Form Page 1 of 3 Section C: Initiatives Initiative 10 Aligning Water/Wastewater Rates to reflect infrastructure and servicing needs Initiative Type Future proofing, infrastructure replacement/funding, determining the right affordable rate, etc. Description Through this initiative, the Town will work with the County to review current water/wastewater rates and update necessary studies to align with the Town’s 10-yr capital plan. This is intended to align expenditures to make such rates justifiable and affordable. For example, larger homes in lower-density urban areas may have higher delivery costs than smaller homes in higher-density areas. Thus, charging rates that accurately reflect the cost of providing water and wastewater services promotes equity, better reflects financial realities and improves financial resilience. Adequate rates will also allow us to build resilience by investing in infrastructure upgrades and contingency plans to ensure service continuity in the face of climate-related challenges. By aligning rates with infrastructure needs, we can also generate the necessary revenue to ensure the longevity and reliability of the water and wastewater systems. This prevents the accumulation of deferred maintenance, which can be more expensive to address in the long run. Overall, aligning water and wastewater rates with infrastructure and servicing needs is not only a logical approach but also a necessary one to ensure the sustainability, reliability, and equity of these essential services. By doing so, we can better serve the community, support the accelerated growth of our housing supply, and prepare for future challenges. Start Date 8-Jan-2024 Completion Date 31-Dec- 2024 Estimated Costs $125,000 Expected Results Estimated number of permitted units the initiative will incent 750 Estimated number of permitted units the initiative will incent within the 3-year projection period 125 Other expected results This initiative will better future proof the Town of Tillsonburg’s infrastructure needs. Rather than being reactive we become proactive. The Town of Tillsonburg has, and will continue, to develop its comprehensive Asset Management Plan to help maintain its infrastructure and provide services to the community. This proposed initiative is instrumental in ensuring that the Town is able to meet the financing needs to ensure future accelerated growth. Evaluation Criteria The following evaluation criteria will be used to assess the application. This initiative supports the following objectives (select all that apply): [highlight in Yellow for now] Page 242 of 380 Housing Accelerator Fund (HAF) – Application Form Page 2 of 3 Creating more supply of housing at an accelerated pace and enhancing certainty in the approvals and building process. Supporting the development of complete communities that are walkable consisting of appropriate residential density and a diverse mix of land uses providing access to a wide variety of amenities and services through public and active transportation. Supporting the development of affordable, inclusive, equitable and diverse communities that encourage clear pathways to achieving greater socio-economic inclusion largely achieved through the equitable provision of housing across the entire housing spectrum. Supporting the development of low-carbon and climate-resilient communities. Explain how the initiative supports the area(s) selected By the review of the current policies and implementing the proper rates towards infrastructure replacement needs (inclusive of future proofing) all the objectives above are met through appropriate and orderly replacement and/or construction. Answer the following questions in relation to the proposed initiative: • Duration: How long will it take to complete/implement the initiative? Within 1 year Retain 3rd party consultant and implement Rate Study process (i.e. public consideration, etc...) • Timeliness: How long will it take to start to achieve additional permitted units as a result of the initiative? Within 2 years After the Rates are implemented it will take an additional year to have infrastructure trickle-down effect/impact. • Supply Impact: The extent to which the initiative will improve housing and community outcomes. High Degree of Improvement Once Rates are properly aligned and calibrated, success will be high and the Town will become proactive. • System Impact: The extent to which the initiative increases stability and predictability in the housing system. High degree of stability and predictability See above comments. Milestone 1 Hire Consultant Description Request for Proposal to be published to obtain 3rd party consulting services. Appoint 3rd party firm by Council’s acceptance. Start Date 8-Jan-2024 Completion Date 4-Mar-2024 Click or tap here to enter text. Milestone 2 Rate Study Consideration and Processing Page 243 of 380 Housing Accelerator Fund (HAF) – Application Form Page 3 of 3 Description Initiate statutory processes for Rate study Public and stakeholder consultation Approval of Rate study Start Date 11-Mar-2024 Completion Date 25-Nov-2024 Click or tap here to enter text. Milestone 3 Implement Updated Rates Study Description Implement updated Rate study. Start Date 21-Oct-2024 Completion Date 30-Dec-2024 Page 244 of 380 Page 245 of 380 Page 1 of 3 Subject: Request for Reduction in Lot Coverage Requirements – Lot 3, VIP Report Number: EDM 23-19 Department: Economic Development Department Submitted by: Cephas Panschow Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled EDM 23 – 19 Request for Reduction in Lot Coverage Requirements – Lot 3, VIP be received; B. THAT 1677123 Ontario Inc be granted a reduction in the Lot Coverage requirements regarding their purchase of Lot 3 in the Van Norman Innovation Park; C. THAT the Lot Coverage requirement be reduced to 9.7 percent. BACKGROUND Council approved the sale of Lot 3A and 3B at their May 25, 2021 and October 25, 2021 meetings, respectively, as follows: THAT Council receives report EDM 21-17 Offer to Purchase – Lot 3, Van Norman Innovation Park; AND THAT a By-Law be brought forward to authorize the Mayor and Clerk to enter into an agreement of purchase and sale with 1677123 Ontario Inc for the property described part of Lot 3 in the Van Norman Innovation Park and to be described by a new reference plan. THAT Council receives report EDM 21-29 Offer to Purchase – Lot 3B, Van Norman Innovation Park; AND THAT a By-Law be brought forward to authorize the Mayor and Clerk to enter into an agreement of purchase and sale with 1677123 Ontario Inc for the property described part of Lot 3 in the Van Norman Innovation Park and to be described by a new reference plan. Page 246 of 380 EDM 23-19 Request for Reduction in Lot Coverage Requirements – Lot 3, VIP Page 2 of 3 DISCUSSION The Town’s standard Agreement of Purchase and Sale contains Development Covenants that stipulate a minimum building size for industrial land sales. In this case, the minimum lot coverage requirement is 18%, which equates to an approximately 27,800 square foot building for the 3.55 acres of land contained within lots 3A and 3B. The Purchaser is requesting a reduction in the minimum lot coverage due to changing market conditions and their current business needs, which are requiring investment in other parts of the business. If approved, the reduction in lot coverage would allow for the construction of a 15,000 square foot building to start, which equates to approximately 9.7% lot coverage. Allowing a reduction in the minimum lot coverage would mean that there is no requirement to construct more than the 9.7%. However, the Town’s standard agreement also contains an option for the Town to repurchase any vacant portion of lands sold if the Purchaser has not constructed a permanent building with a minimum lot coverage of thirty (30) percent up to 10 years from the initial transfer of the property. The repurchase of excess lands would be at the same price paid by the purchaser. Hence, even with the reduction to 9.7% building coverage, the Purchaser would still be responsible to reach 30% lot coverage (46,400 square feet) within 10 years of purchasing the land, after which this obligation would terminate if the Town does not exercise its option. The Development Commissioner is recommending that Town Council support this request to facilitate the Purchaser in meeting their development obligations. It should be noted that this land transaction is the only one within Phase 1 of the Van Norman Innovation Park that has not closed yet, but staff would include a provision in any amending agreement that the land be transfered within 30 days of Council’s approval of the request. CONSULTATION The purchaser has requested a reduction in the minimum lot coverage in response to changing market conditions and business needs since the agreement of purchase and sale was approved. Page 247 of 380 EDM 23-19 Request for Reduction in Lot Coverage Requirements – Lot 3, VIP Page 3 of 3 FINANCIAL IMPACT/FUNDING SOURCE There is no financial impact related to this report other than reduced development and related fees proportionate to the reduced building size and lower property tax revenues in the short term. 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 - Marketing and build out of Van Norman Innovation Park and Increase diversity in manufacturing and other key sectors ATTACHMENTS None Page 248 of 380 Page 1 of 2 Subject: Amendment to 2023 Tax Rate Schedule to include R1 Class Report Number: FIN 23-25 Department: Finance Department Submitted by: Ted Lyons, Revenue Manager Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION THAT report titled FIN-23-25 be received as information; and THAT a by-law to amend By-Law 2023-52 to include the R1 tax rate for 2023 be presented to Council for consideration. BACKGROUND Section 312 of the Municipal Act, 2001, S.O. 2001 c.25, as amended, provides that the Council of a local municipality shall, after the adoption of estimates for the year, pass a by-law to levy a separate tax rate on the assessment in each property class. Schedule “C” of By-Law 2023-52 provides for the schedule of 2023 tax rates. The 2023 tax rate schedule was established based on the active assessment in each property class returned on the 2023 assessment roll by the Municipal Property Assessment Corporation (MPAC). The Town did not have active assessment in the R1 – Farmland Awaiting Development Phase 1 property class at the return of the 2023 assessment roll. Furthermore, Oxford County did not have active R1 assessment in any of their lower-tier municipalities. In alignment with Oxford County, Town staff did not include R1 tax rates in the 2023 tax rate schedule. MPAC has subsequently processed and delivered a 2023 in-year change on a ratable property in Tillsonburg that will see R1 assessment become active for 2023. DISCUSSION The purpose of bringing forward the amending tax rate by-law is to include the R1 tax rate for 2023 to comply with Section 312 of the Municipal Act 2001, S.O. 2001 c.25, as amended. Page 249 of 380 FIN 23-25 Amendment to 2023 Tax Rate Schedule to include R1 Class Page 2 of 2 The tax ratio for the R1-Farmland Awaiting Development Phase 1 class is 0.45, meaning the assessment in this class is taxed at 45% of the residential tax rate. CONSULTATION Interim Director of Finance/Treasurer. FINANCIAL IMPACT/FUNDING SOURCE There is no financial impact to this report. 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. ATTACHMENTS Appendix A – Amended 2023 Tax Rate Schedule By-Law 2023-87. Page 250 of 380 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-87 A BY-LAW TO AMEND BY-LAW 2023-52 ADOPTING BUDGETARY ESTIMATES, TAX RATES, INSTALLMENT DUE DATES, AND TO FURTHER PROVIDE FOR PENALTY AND INTEREST ON DEFAULT OF PAYMENT THEREOF FOR 2023 WHEREAS Section 290 of the Municipal Act, 2001, S. O. 2001 c. 25, as amended, provides that the Council of a local municipality shall prepare and adopt estimates of all sums required during the year for the purposes of the municipality; AND WHEREAS Section 312 of the said Act provides that the Council of a local municipality shall, after the adoption of estimates for the year, pass a by- law to levy a separate tax rate on the assessment in each property class; AND WHEREAS Sections 307 and 308 of the said Act require tax rates to be established in the same proportion to tax ratios; AND WHEREAS regulations require reductions in certain tax rates for certain classes or subclasses of property. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-law 2023-52 be amended by replacing its Schedule A with Schedule A of this by-law, where the tax rates hereby adopted for each class for the year 2023, excluding local improvement rates or other special charges collected as taxes, shall be the tax rates as listed on Schedule "A" attached hereto and forming part of this by-law and the tax rate for each class shall be applied against the whole of the assessment for real property for that particular class and purpose. 2. This by- law shall come into effect on the date of the final passing thereof. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. Page 251 of 380 ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 252 of 380 Page 253 of 380 RTC/RTQ GENERAL COUNTY EDUCATION TOTAL BASE RATES PARKING B.I.A. TOTAL RT RESIDENTIAL 0.00827083 0.00426167 0.00153000 0.01406250 0.00105407 0.01511657 MT MULTI-RESIDENTIAL 0.01654166 0.00852334 0.00153000 0.02659500 0.00210812 0.02870312 NT NEW MULTI-RESIDENTIAL 0.00827083 0.00426167 0.00153000 0.01406250 0.01406250 CT COMMERCIAL 0.01572946 0.00810484 0.00880000 0.03263430 0.00200462 0.00227621 0.03691513 CU COMMERCIAL EXCESS LAND 0.01101062 0.00567338 0.00880000 0.02548400 0.00140323 0.00159335 0.02848058 CX COMMERCIAL VACANT LAND 0.01101062 0.00567338 0.00880000 0.02548400 0.00140323 0.00159335 0.02848058 IT INDUSTRIAL 0.02175228 0.01120819 0.00880000 0.04176047 0.04176047 IU INDUSTRIAL EXCESS LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 IX INDUSTRIAL VACANT LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 LT LARGE INDUSTRIAL 0.02175228 0.01120819 0.00880000 0.04176047 0.04176047 LU LARGE INDUSTRIAL EXCESS LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 PT PIPELINES 0.01041546 0.00536672 0.00880000 0.02458218 0.02458218 FT FARMLAND 0.00180056 0.00092776 0.00038250 0.00311082 0.00311082 TT MANAGED FOREST 0.00206771 0.00106541 0.00038250 0.00351562 0.00351562 GT PARKING LOT 0.01572946 0.00810484 0.00880000 0.03263430 0.00227621 0.03491051 R1 FARMLAND AWAITING DEVELOPMENT PH 1 0.00372187 0.00191775 0.00068850 0.00632812 0.00632812 Town of Tillsonburg - Schedule "A" To By-Law 2023-87 2023 Tax Rates Page 254 of 380 Page 1 of 2 Subject: 2024 Interim Property Tax Levy Report Number: FIN 23-26 Department: Finance Department Submitted by: Ted Lyons, Revenue Manager Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION THAT report titled FIN 23-26 be received as information; and THAT a By-Law to levy the 2024 interim property tax levy be presented to Council for consideration. BACKGROUND The Municipal Act, 2001, c. 25, s. 317 (1) allows for a By-Law to be passed to provide for an interim tax levy on the assessment of property in the municipality. The amount levied on a property shall not exceed the prescribed percentage, or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. DISCUSSION As in past practice, Council is being requested to adopt rates that will raise no more than 50% of the previous year’s property taxes collectable in two installments; first installment due February 22, 2024 and the second installment due May 23, 2024. Accordingly, the associated By-Law has been brought forward for Council consideration. The subsequent third and fourth instalments will raise the balance of the required 2024 taxation through the final tax levy by-law. CONSULTATION Interim Director of Finance/Treasurer. Page 255 of 380 FIN 23-26 2024 Interim Property Tax Levy Page 2 of 2 FINANCIAL IMPACT/FUNDING SOURCE An interim tax levy by-law allows for the collection of monies to assist in the municipality’s cash flow until a final tax levy by-law can be passed. 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. ATTACHMENTS Appendix A – 2024 INTERIM LEVY BY-LAW 2023-88. Page 256 of 380 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-88 A BY-LAW to PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2024 WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section 290, may pass a by-law levying amounts on the assessment of property in the local municipality ratable for local municipal purposes; AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. The amounts levied shall be as follows: A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. B. The percentage under paragraph “A” may be different for different property classes but shall be the same for all properties in a property class. C. For the purposes of calculating the total amount of taxes for the year 2023 under paragraph “A”, if any taxes for municipal and school purposes were levied on a property for only part of the year 2023 because assessment was added to the tax roll during 2023, an amount shall be added equal to the additional taxes that would have been levied on the property if the taxes for municipal and school purposes had been levied for the entire year. 2. The provisions of this by-law apply in the event that assessment is first added to the Collector’s roll for the year 2024 and an interim levy shall be imposed at 50 per cent of the total tax rates levied for that class in the previous year. 3. All taxes levied under this by-law shall be payable into the hands of the Collector in accordance with the provisions of this by-law. Page 257 of 380 4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent (1.25%) of the amount in default on the first day of default and on the first day of each calendar month during which the default continues, but not after the end of 2024. 5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates: First Installment: The 22nd day of February, 2024 Second Installment: The 23rd day of May, 2024 6. The Collector may mail or cause to be mailed to the address of the residence or place of business of each person taxed under this by-law, a notice specifying the amount of taxes payable. 7. The notice to be mailed under this by-law shall contain the particulars provided for in this by-law and the information required to be entered in the Collector’s roll under section 343 of the Municipal Act, 2001. 8. The subsequent levy for the year 2024 to be made under the Municipal Act shall be reduced by the amount to be raised by the levy imposed under this by-law. 9. The provisions of section 317 of the Municipal Act, 2001, apply to this by-law with necessary modifications. 10. The Collector shall be authorized to accept part payment from time to time on account of any taxes due, and to give a receipt of such part payment, provided that acceptance of any such part payment shall not affect the collection of any percentage charge imposed and collectable under section 4 of this by-law in respect of non-payment or late payment of any taxes or any installment of taxes. 11. Nothing in this by-law shall prevent the Collector from proceeding at any time with the collection of any tax, or any part thereof, in accordance with the provisions of the statutes and by-laws governing the collection of taxes. 12. In the event of any conflict between the provisions of this by-law and any other by-law, the provisions of this by-law shall prevail. 12. This by-law shall come into force and take effect on the first day of January 2024. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. Page 258 of 380 ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 259 of 380 Page 1 of 2 Subject: BIA Financial Matters Report Number: FIN 23-28 Department: Finance Department Submitted by: Renato Pullia, Interim Director of Finance/Treasurer Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION THAT report titled “BIA Financial Matters” be received as information. BACKGROUND Under Section 205 (1) of the Municipal Act, 2001, a board of management shall prepare a proposed budget for each fiscal year, shall hold one or more meetings of the members of the improvement area for discussion of the proposed budget, and under Section 205 (2), shall submit the budget to Council for approval. As such, as Council is set in the near future to approve the BIA’s 2024 budget, it may wish to consider items from the BIA’s 2022 audited financial statements, and look to see such items being addressed in the BIA’s 2024 budget. DISCUSSION Under Section 286 (1)(e) of the Municipal Act, 2001, a Treasurer is to provide Council with such information with respect to the financial affairs of the municipality as it requires or requests. There are two items to note on review of the BIA’s 2022 audited financial statements: 1. The Statement of Operations and Accumulated Surplus of the BIA for the 2022 audited financial statements indicate a deficiency (or deficit) of $58,963. 2. In the Notes to the Financial Statements, Note 4, Restricted Funds, in reference to the Façade Improvement Plan (FIP), it indicates that in 2021, the BIA did not make a corresponding contribution/transfer to the FIP in the amount of $31,000. In consultation with the BIA Executive Director and Board Chair, the 2024 BIA budget looks to provide a multi-year strategy to improve its financial sustainability. Council may specifically wish to see: 1. Capacity to make up the $31,000 contribution to the FIP Page 260 of 380 FIN 23-28 BIA Financial Matters Page 2 of 2 a. For consideration, as the FIP had a 2022 closing balance of $156,622, both the Town and the BIA could forego the 2024 contribution, allowing the BIA to use that portion of its levy for the 2021 contribution. 2. The setup of a reserve(s) to address future unforeseen expenditures 3. 2023 Budget vs Actual statement accompanying the budget Additionally, further to its requirement under Section 207 (1) of the Municipal Act, 2001, requiring the BIA to submit an annual report, including the audited financial statements, Council may wish to see quarterly variance reports throughout the year, so that any potential in-year issues could be addressed earlier. CONSULTATION BIA Executive Director, BIA Board Chair FINANCIAL IMPACT/FUNDING SOURCE No financial impact, other than should Council consider the Town foregoing the 2024 FIP contribution, the Town levy would be reduced. 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 – N/A Page 261 of 380 Page 1 of 3 Subject: Municipal Parking Lot Winter Maintenance Report Number: OPD 23-40 Department: Operations and Development Department Submitted by: Richard Sparham, Manager of Public Works Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled Municipal Parking Lot Winter Maintenance be received as information; and, B. THAT a By-law be presented to Council to authorize the Mayor and Clerk to sign the contract to perform Municipal Parking Lot Winter Maintenance to Jamie Horvath Holdings Inc. for a five-year period beginning November 15th, 2023 and ending April 15th, 2028 for consideration. BACKGROUND Historically the Town of Tillsonburg has contracted the winter maintenance of Municipally- owned and Town facility parking lots (including the Tillsonburg Regional Airport) to private contractors. Furthermore, previous services contracts would be awarded for one winter season; to facilitate multi-year trend and budgeting savings Town Staff is proposing a five (5) year contract term. DISCUSSION The Request for Quotations (RFQ) RFQ 2023-003 was advertised on September 12th, 2023 and closed on September 28th, 2023. The Request for Quotations was also advertised on the Tillsonburg website and on the Bids and Tenders website. Town staff received three (3) bid submissions from Malcolm Holdings Inc, Verdant DBM Inc. and from Jamie Horvath Holdings Inc. where the results are identified below. With the understanding of the variations and unpredictable nature of winter events including event severity; total bid pricing is not provided but rather a hourly unit rate. The bids are evaluated by the overall per hour rates, bidder methodology to complete the work as well as the equipment and personnel identified and the references as specified in the RFQ. Subsequently, please see the breakdown below: Bidder Per Unit Cost Malcolm Holdings Inc $115 – $145 per hour Verdant DBM Inc. $200 – $300 per hour Jamie Horvath Holdings Inc. $115 – $140 per hour Page 262 of 380 OPD 23-40 - Municipal Parking Lot Winter Maintenance Page 2 of 3 Although the hourly rates are very similar between Jamie Horvath Holdings Inc. and Malcolm Holdings Inc, Jamie Horvath Holdings Inc. qualifications and availability of equipment and staff exceeded those of Malcolm Holdings Inc. Town staff reviewed the bids submitted and deemed the bid submitted by Jamie Horvath Holdings Inc. satisfactory towards fulfilling all specifications as set out in the bid requirements for the period of five years. CONSULTATION The following staff and resources have been consulted in preparing this report: Roads Foreperson Director of Operations and Development Purchasing Coordinator FINANCIAL IMPACT/FUNDING SOURCE The budget associated with contracted winter operations services is approved in the associated annual budget as approved by Council; however, please consider the following trend analysis: Year 2021 2022 2023 2024 Budget $30,000.00 $35,000.00 $35,000.00 $35,000 (proposed) Actuals $15,317.16 $25,607.91 $8,369.76 N/A Variance ($14,682.84) ($9,392.09) ($26,630.24) N/A 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 263 of 380 OPD 23-40 - Municipal Parking Lot Winter Maintenance 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 – 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 – Position Tillsonburg as a leader in the municipal sector. Priority Project – Short Term - Multi-year budgeting Page 264 of 380 Page 1 of 4 Subject: TGO Inter-Community Transit Services Review and Update Report Number: OPD 23-42 Department: Operations and Development Department Submitted by: Ashley Taylor, Transit Coordinator/GIS Technician Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT report titled ODP 23-42 TGO Inter-Community Transit Services Review and Update be received as information; and B. THAT staff be directed to begin discussions with Oxford County for the potential funding and/or management of the Inter-Community portion of T:GO services effective April 1st 2025 and beyond; and C. THAT, should the Town be unsuccessful in obtaining the Provincial “top-up” grant, staff be directed to reduce the T:GO Inter-Community service hours to continue to operate the service without municipal investment. BACKGROUND On August 4th, 2020 The Town of Tillsonburg’s T:GO Inter-Community bus services started operation. The T:GO Inter-Community service is funded though the Provincial Community Transportation Grant Program (CT Grant) and consists of four (4) routes servicing TIllsonburg, Ingersoll, Woodstock, Port Burwell and London. This grant originally expired on March 31, 2023; since then, and in consideration to the pandemic, the grant program has been extended for two (2) additional years, ending on March 31, 2025. Through this grant extension Tillsonburg will be receiving an additional $743,510.48 over the period. In April 2023, Council approved a new operating agreement with Voyago which consisted of a new hourly rate for Voyago to provide the service to the Town until the end of March 2025. For Council’s consideration Inter-Community ridership reflects the following: Page 265 of 380 OPD 23-42 TGO Inter-Community Transit Services Review Page 2 of 4 T:GO’s Inter-Community Ridership Year 2020 (Aug – Dec) 2021 2022 2023 (Jan –Oct) Total Ridership 766 1835 1652 2277 DISCUSSION Year 7 (final) of the CT Grant (April 2024-March 2025) Due to increased contractor costs, the funds provided from the CT Grant will not cover the current T:GO Inter-Community Service levels to the end of the grant (March 2025). In September 2023, the CT Grant Program made an application available for additional funds to ‘top up’ municipalities who have had funding pressures that are preventing them from operating their services until the end of the program. The Town has applied for additional funding but at this time does not know the outcome of the application. If the town does not receive ‘top-up’ funding from the CT grant, below two (2) options remain for the continuation of the T:GO service until the end of March 2025. These changes would be implemented for the last year of CT grant (April 2024 –March 2025). OPTION A –T:GO Inter-Community service levels remain the same until the end of the grant (program March 2025) and the Town of Tillsonburg funds the costs not covered by the CT grant (approx. $76,000) OPTION B – Staff reduce the T:GO Inter-Community service hours to continue to operate the service without municipal investment (page 22 of the Arcadis IBI report and outlined below). Potential service reductions could include: Route 1: Removal of Trip 2 Route 2: Removal of stops 203-206 from the route, removal of Trip 2 Route 3: No change Route 4: Removal of stops 403-405, addition of new stop at White Oaks Mall Page 266 of 380 OPD 23-42 TGO Inter-Community Transit Services Review Page 3 of 4 Beyond the CT Grant (April 2025 and beyond) While the Town of Tillsonburg was a recipient of the CT Grant it assumed all responsibilities with respect to the operation of the service, although it services multiple municipalities and counties. When the CT Grant program funding is complete, the Town will then be responsible for all operating costs associated with the service, while it serves a much greater area outside of the Town limits. Subsequently, this has led to a re-evaluation of the service on whole in order to strike the most appropriate balance. As per section 6 of the Arcadis IBI report, it is recommended that; “The Town of Tillsonburg should engage with Oxford County on an upload of inter-community transit services to the County, to maximize the ridership and sustainability of the network, and ensure that future County transit services are fully integrated with services currently operated by T:GO.” Provincial Compliance (AODA) Considerations As per O. Reg. 191/11, s. 45 (1). “Except where not practicable to do so, a conventional transportation service provider that does not provide specialized transportation services shall ensure that any person with a disability who, because of his or her disability, is unable to use conventional transportation services is provided with an alternative accessible method of transportation.” While the above suggest that methods of transportation must/should be offered to persons, the service provider and the scope of the transportation offered may be defined by given authority (i.e. the Town of Tillsonburg and/or the County). Future Considerations The use of technology for payment, tracking and passenger load management can be beneficial for passenger’s ease of use of the transit system. Many neighbouring transit agencies offering inter-community transit use technology. Technology also offers the ability to offer on demand transit in the future if needed. If the Town is to continue offering transportation services this technology should be weighted and considered appropriately. CONSULTATION Staff consulted with our local Transit Consultant Arcadis IBI Group to provide an analysis of the service to date and provide recommendations with respect of the future of the service and subject to a pre-existing tender award. Page 267 of 380 OPD 23-42 TGO Inter-Community Transit Services Review Page 4 of 4 Other staff consulted: Interim Director of Finance, Director of Operations and Development, Clerks FINANCIAL IMPACT/FUNDING SOURCE Should Council decide to fund the Inter-Community transit until the end of March 2025 at its current service levels, the cost to the Town would be approximately $76,000. This amount has not been included in the 2024 budget proposal. If Council chooses to reduce services levels or transfer the cost to fares, there will be no cost to the Town. 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 – Provide alternatives to automobile travel through active transportation and public transit. Priority Project – Ongoing Project - Town participation in regional transit initiative. ATTACHMENTS Appendix A – Inter-Community Council Presentation Appendix B – TTR_Tillsonburg Transit_Final_Report_2023-10-12 Page 268 of 380 T:GO Inter- Community Transit November ???? Town Hall Meeting Page 269 of 380 2 Background •Inter-Community transit is funded by the Community Transportation Grant Program (CT Grant) •Initially the program was set to end in March 2023 but has since been extended until March 2025 •Four Inter-Community Fixed Routes were launched in August 2020 as identified through the CT Grant program 2018-2023 Funding 2023-2025 Funding $1,457,732.00 $743,510.48 Page 270 of 380 3 Service Overview •Route 1 (Monday to Friday) Tillsonburg, Norwich, Woodstock, Ingersoll •Route 2 (Tuesday & Friday) Tillsonburg, Langton, Delhi, Courtland •Route 3 (Tuesday & Friday) Tillsonburg, Straffordville, Port Burwell •Route 4 (Monday & Wednesday) Tillsonburg, Ingersoll, Dorchester, London Page 271 of 380 4 Ridership Year 2020 (Aug –Dec)2021 2022 2023 (Jan –Oct) Ridership 766 1835 1652 2277 119 149 197 169 132 88 134 156 131 132 132 210 189 180165 179 139 88 96 132 131 133 195 155 146 140 142 161 133 190 169 168 157 217 230 271 269 244 362 AUGUST-20SEPTEMBER-20OCTOBER-20NOVEMBER-20DECEMBER-20JANUARY-21FEBRUARY-21MARCH-21APRIL-21MAY-21JUNE-21JULY-21AUGUST-21SEPTEMBER-21OCTOBER-21NOVEMBER-21DECEMBER-21JANUARY-22FEBRUARY-22MARCH-22APRIL-22MAY-22JUNE-22JULY-22AUGUST-22SEPTEMBER-22OCTOBER-22NOVEMBER-22DECEMBER-22JANUARY-23FEBRUARY-23MARCH-23APRIL-23MAY-23JUNE-23JULY-23AUGUST-23SEPTEMBER-23OCTOBER-23Inter-Community Ridership -All Routes Page 272 of 380 5 Year 7 of the CT Grant (April 2024-March 2025) •Due to increased contractor costs, the funds provided from the CT Grant will not cover the current T:GO Inter- Community Service levels in Year 7 •The CT Grant Program made an application available for additional funds to ‘top up’ municipalities who have had funding pressures that are preventing them from operating their services until the end of the program. •The Town has applied for additional funding but at this time does not know the outcome of the application. Page 273 of 380 6 Year 7 of the CT Grant (April 2024-March 2025) cont. •Two options for the continuation of the T:GO service until the end of March 2025 (if ‘top up’ funding is not received); OPTION A –T:GO Inter-Community service levels remain the same until the end of the grant and the Town of Tillsonburg funds the costs not covered by the CT grant (approx. $76,000) OPTION B –Staff reduce the T:GO Inter-Community service hours to continue to operate the service without municipal investment (forfeits the ‘top up grant’) Page 274 of 380 7 Year 7 of the CT Grant (April 2024-March 2025) cont. OPTION B: Potential service reductions could include: Route 1: Removal of Trip 2 Route 2: Removal of stops 203-206 from the route, removal of Trip 2 Route 3: No change Route 4: Removal of stops 403-405, addition of new stop at White Oaks Mall Page 275 of 380 8 Beyond the CT Grant •When the CT Grant program is finished, the Town will be responsible for all operating costs associated with the service, while it serves a much greater area outside of the Town limits. •This is the time to re-evaluate service's governance structure to ensure it can continue to operate sustainably in the future (i.e. funding assistance from the County, reduced services, etc.) Page 276 of 380 9 Beyond the CT Grant cont. As per section 6 of the Arcadis IBI report, it is recommended that: “The Town of Tillsonburg should engage with Oxford County on an upload of inter-community transit services to the County, to maximize the ridership and sustainability of the network, and ensure that future County transit services are fully integrated with services currently operated by T:GO.” Page 277 of 380 10 What do people have to say about T:GO? Page 278 of 380 Final Report Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg By Arcadis IBI Group October 12, 2023 Page 279 of 380 ARCADIS IBI GROUP FINAL REPORT TILLSONBURG T:GO INTER-COMMUNITY TRANSIT SERVICE IMPLEMENTATION Prepared for The Town of Tillsonburg Table of Contents October 12, 2023 i 1 Introduction .............................................................................................................. 1 1.1 Background ................................................................................... 1 1.2 Purpose .......................................................................................... 1 1.3 Report Structure ............................................................................ 2 2 Service Overview .................................................................................................. 3 3 Performance Analysis .......................................................................................... 5 3.1 Ridership Performance .................................................................. 5 3.2 Financial Performance .................................................................. 8 3.3 Peer Review .................................................................................. 11 3.4 Key Takeaways ............................................................................ 12 4 Service Plan Updates.......................................................................................... 14 4.1 Background ................................................................................. 14 4.2 Service Design ............................................................................. 14 4.3 Financial Plan .............................................................................. 18 4.4 Service Plan Implementation ..................................................... 22 4.5 Service Governance ................................................................... 23 4.6 Key Takeaways ........................................................................... 26 5 Future Considerations ........................................................................................ 27 5.1 Northern Oxford Route .............................................................. 27 5.2 Regional Partnerships ................................................................ 28 Page 280 of 380 IBI GROUP FINAL REPORT TILLSONBURG T:GO INTER-COMMUNITY TRANSIT SERVICE IMPLEMENTATION Prepared for The Town of Tillsonburg Table of Contents (continued) October 12, 2023 ii 5.3 Key Takeaways ........................................................................... 29 6 Summary of Recommendations ..................................................................... 30 Appendix A: Timetables .............................................................................................. 31 Page 281 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 1 1 Introduction 1.1 Background In early 2018, the Ontario Ministry of Transportation (MTO) announced the Community Transportation Grant Program (CTG). The program, an expansion of a previous pilot project, provides up to 100% funding for municipalities to operate new rural transit services. The program was initially envisioned to end in 2023, but was extended two years until 2025. The Town of Tillsonburg applied to the program in February 2018 to initiate local and inter-community transit services, and subsequently received notice of approval in 2019. The Town’s application included four routes which converge in Tillsonburg: Route 1 serving the lower half of Oxford County, Route 2 to Delhi in Norfolk County, Route 3 to Port Burwell in Elgin County, and Route 4 to London. The high-level structure of the four routes was determined in the grant application by Town staff, but the application did not require a service plan. The Town retained Arcadis IBI Group as a consultant to review the proposed routes outlined in the grant application, and refine them in a detailed service plan. The service plan drew on Arcadis IBI Group’s professional experience and incorporated feedback received from neighbouring municipalities and transit agencies. The routes were implemented in August 2020, supplementing the Town’s fixed-route “T:GO” transit service to include inter-community service. The service provides connections to major destination and rural areas within the Counties of Oxford, Elgin, Middlesex, and Norfolk. 1.2 Purpose This report on the T:GO Inter-Community Transit pilot project includes an analysis of the service’s performance to-date, and builds on work to date to provide detailed recommendations with respect to the future of the service. Page 282 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 2 The recommendations include consideration of governance and regional service integration. 1.3 Report Structure • Section 1 – Introduction • Section 2 – Service Overview • Section 3 – Performance Analysis • Section 4 – Service Plan Updates • Section 5 – Future Considerations • Section 6 – Summary of Recommendations • Appendix A - Timetables Page 283 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 3 2 Service Overview The T:GO Inter-Community service is a transit service which provides connections to major destinations and rural areas within the Counties of Oxford, Elgin, Middlesex, and Norfolk. Operation of the service is contracted to Voyago, a private operator, by the Town of Tillsonburg. The service is currently funded in full (100% of operating costs) by the CTG. However, due to an expected increase in the operating agreement hourly rate upon contract renewal, the Town will be required to contribute to operating costs unless service is modified. The service is comprised of four routes, one of which runs every weekday while the other three run two days per week. Schedules emphasize mid-day travel and indirect routings to cover wider service areas. The four routes can be summarized as follows: • Route 1 runs Monday to Friday from Tillsonburg Town Centre Mall in a loop through Norwich, Burgessville, Woodstock and Ingersoll. The route runs five times per day three times counterclockwise and twice clockwise. • Route 2 runs Tuesday and Friday in a loop from Tillsonburg Town Centre Mall to Langton, Delhi and Courtland. The route runs three times per day on the days it operates. • Route 3 runs Tuesday and Friday linearly out and back from Tillsonburg Town Centre Mall to Straffordville and Port Burwell. The route runs three round trips per day it operates. • Route 4 runs two round trips Monday and Wednesday out and back from Tillsonburg Town Centre Mall to Mount Elgin, Ingersoll, Dorchester and London. One stop in Ingersoll in each direction is timed to facilitate transfers with Route 4. A map of the T:GO Inter-Community service is shown in Exhibit 2.1, a summary of the days of operation are shown in Exhibit 2.2, and full route timetables are listed in Appendix A. Page 284 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 4 Exhibit 2.1: Map of T:GO Inter-Community Transit Routes Exhibit 2.2: Summary of Service Days on T:GO Inter-Community Routes Day Of Week Number Of Round Trips Route 1 Route 2 Route 3 Route 4 Monday 5 - - 2 Tuesday 5 3 3 - Wednesday 5 - - 2 Thursday 5 - - - Friday 5 3 3 - Page 285 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 5 3 Performance Analysis The performance of the T:GO Inter-Community service was assessed from service initiation to the most recent dataset available (August 2020-August 2023). Ridership data was collected by the service operator (Voyago), and reflect boardings and alightings at the stop- and route-level. The results of the performance analysis feed into long-term considerations for the future of the system’s service design. 3.1 Ridership Performance As shown in Exhibit 3.1, Route 1 has consistently seen the highest ridership. This route is the most frequent, operating every weekday, and contains the most stops. Route 1 reached a record of 196 riders in August 2023. The remaining three routes have all continued to operate with typically fewer than 50 monthly riders per route, with Route 4 performing the best of the three in nearly all months. These routes provide limited service compared to Route 1, operating on certain days of the week and only for several round trips. These limiting schedules make it more difficult for potential riders to rely on the service, and therefore reduce the potential for ridership growth. Page 286 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 6 Exhibit 3.1: Monthly Ridership by Route Service Productivity As previously noted, each route does not operate an equivalent schedule. The performance of each route can therefore be assessed, factoring in the number of hours of service provided, to determine the “service productivity”, or riders per service-hour. Adjusting the ridership for supply of service, as shown in Exhibit 3.2 (riders per hour) and Exhibit 3.3 (riders per round trip), Route 4 to London carries the most riders per service hour by a significant margin for most months, peak of 1.6 riders per hour in July 2023. Therefore Route 4 is the most productive route, despite carrying fewer riders than Route 1. Routes 1, 2, and 3 have not exceeded 1 rider per hour throughout the life of the service. Despite this, upticks are observed in summer months, particularly on Route 2. As Route 2 serves a beach area, it is possible the route is used for seasonal tourism in warmer months. 0 50 100 150 200 250 Aug-20Oct-20Dec-20Feb-21Apr-21Jun-21Aug-21Oct-21Dec-21Feb-22Apr-22Jun-22Aug-22Oct-22Dec-22Feb-23Apr-23Jun-23Aug-23Monthly RidershipRoute 1 Route 2 Route 3 Route 4 Page 287 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 7 Exhibit 3.2: Monthly Riders per Service Hour by Route Exhibit 3.3: Monthly Riders per Round Trip by Route 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 1.8 Aug-20Oct-20Dec-20Feb-21Apr-21Jun-21Aug-21Oct-21Dec-21Feb-22Apr-22Jun-22Aug-22Oct-22Dec-22Feb-23Apr-23Jun-23Aug-23Riders per Service HourRoute 1 Route 2 Route 3 Route 4 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 Aug-20Oct-20Dec-20Feb-21Apr-21Jun-21Aug-21Oct-21Dec-21Feb-22Apr-22Jun-22Aug-22Oct-22Dec-22Feb-23Apr-23Jun-23Aug-23Riders per Round TripRoute 1 Route 2 Route 3 Route 4 Page 288 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 8 Ridership by Stop Boardings at the stop-level were aggregated by population centre, as shown in Exhibit 3.4, to determine which areas benefit most from inter- community transit service and see the highest ridership uptake. Notably, only 43% of the total boardings made across the system in 2022 occurred in Tillsonburg. The most popular population centres other than Tillsonburg were Woodstock, London, and Ingersoll. Fewer than one average daily boarding occurred outside of the seven population centres listed below. Exhibit 3.4: Boardings by Population Centre (2022) Population Centre Daily Boardings Annual Boardings Tillsonburg 2.8 710 Woodstock 1.5 360 London 1.2 120 Ingersoll 0.5 130 Norwich 0.4 100 Straffordville 0.4 50 Brownsville 0.3 70 Remainder of population centres served 0.9 120 3.2 Financial Performance T:GO Inter-Community service is funded primarily by the CTG program, with a small share of revenues coming from fares and advertising. The annual budgets are shown below in Exhibit 3.5. While there are Town costs associated with administration of the service, the primary cost driver is the contract with the service operator, Voyago. As a rural community transportation service, the low cost recovery ratio, or ratio of revenues to operating costs, (3-5%) reflects the context in which the service is provided. While revenues have remained stable, costs have increased due to increasing operator hourly rates, leading to projected negative variances in Page 289 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 9 future years. While past negative variances were able to be absorbed by carried over positive variances from previous years (unspent CTG funding), it is projected that these surplus funds will be exhausted by FY 22-23. Further, the contractor has indicated that it will increase hourly rates at contract renewal, also in FY 22-23. These changes prompt an immediate need to revise the service to ensure that it can remain financially sustainable. Page 290 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 10 Exhibit 3.5: T:GO Inter-Community Transit Service Annual Budgets (FY 18-19 to 21-22) and ‘Business as Usual’ Projections (FY 22-23 to 25-26) FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25 FY 25-26 Revenues Fares $0 $16,000 $15,000 $20,000 $21,000 $22,000 $24,000 $25,000 CT Grant $190,000 $392,000 $401,000 $379,000 $430,000 $408,000 $0 $0 Advertising $0 $0 $0 $2,000 $3,000 $4,000 $4,000 $4,000 Total Revenues $190,000 $408,000 $416,000 $402,000 $454,000 $434,000 $28,000 $29,000 Costs Transit Salaries/ Benefits $45,000 $43,000 $47,000 $68,000 $72,000 $73,000 $75,000 $76,000 Administrative/ Miscellaneous $62,000 $47,000 $10,000 $1,000 $9,000 $26,000 $1,000 $1,000 Marketing $0 $32,000 $13,000 $0 $0 $0 $0 $0 Contracted Service $0 $263,000 $379,000 $366,000 $411,000 $411,000 $411,000 $411,000 Total Costs $108,000 $385,000 $450,000 $435,000 $492,000 $510,000 $487,000 $487,000 Financial Statistics Cost Recovery Ratio (before funding) 0.00 0.04 0.03 0.05 0.05 0.05 0.06 0.06 Year over Year Variance $82,000 $23,000 ($35,000) ($33,000) ($38,000) ($76,000) ($459,000) ($459,000) Cumulative Variance $82,000 $105,000 $71,000 $38,000 ($0) ($76,000) ($535,000) ($994,000) Note: Financial values are rounded to the nearest $1,000 Page 291 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 11 3.3 Peer Review It is important to understand how the performance of the T:GO Inter- Community service compares with similar systems. A peer review assists in developing a benchmark for performance, which can be used to assess where the T:GO Inter-Community service sits amongst its peers. The results of this review are considered in the design of the updated service plan. Exhibit 3.6 shows a summary of ridership and service across peer CTG systems. CTG systems see an average of 1.3 and a median of 1.1 riders per service hour while the T:GO Inter-Community service averaged only 0.4 riders per service hour. Only Route 4 matches the performance range of such systems, and even then, only in peak season. This ridership is for a service which runs a similar number of service hours to many other systems, with the median CTG system offering 370 service hours per month compared with T:GO Inter-Community’s 330 service hours. Ridership per service hour is a useful comparison as it normalizes for costs. While cost per service hour are not constant between systems, five of the seven peer CTG systems in this comparison contract their service to the same operator, Voyago, suggesting that costs are likely similar on a per unit basis. Page 292 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 12 Exhibit 3.6: Ridership Summary Among Peer CTG Systems System Period1 Monthly Ridership Monthly Service Hours Ridership/ Service Hour Voyago As Service Provider Tillsonburg 2022 140 330 0.4 Y PC Connect (Perth County) 2022-11 1090 980 1.1 Y Grey Transit Route (Grey County) 2022-06 1750 Not Available Not Available N Middlesex County 2022 120 280 0.4 Y Guelph Owen Sound Transportation (GOST) 2022 410 300 1.4 Y Huron Shores Area Transit 2022 650 570 1.1 Y Selwyn Link (Selwyn Township) 2022 710 370 1.9 N Strathroy-Caradoc 2022 375 370 1.0 Y Peer Average 730 480 1.2 Peer Median 650 370 1.1 3.4 Key Takeaways The key takeaways from the review of the ridership and financial performance of the T:GO Inter-Community service are as follows: • Routes serving urban population centres perform best. Routes 1 and 4 have much higher ridership than Routes 2 and 3, with 88% of total ridership to date occurring on Routes 1 and 4. This is also reflected in the observed boardings where Tillsonburg, Woodstock, London, and Ingersoll represent a majority of 1 As CTG ridership data is not shared publicly by CUTA or MTO, the data provided here was directly sourced from Council reports. However due to different reporting periods and limited data availability, the periods may not align for all systems. Page 293 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 13 ridership. While Route 1 has the highest ridership, Route 4 serving Ingersoll and London is the most productive route in terms of trips/hour. • Improved performance is possible. Recent ridership growth, as well as higher peer service performance, suggests that T:GO Inter-Community service can continue to improve in future. • For the long-term viability of the service, there is a need to reduce costs. The T:GO Inter-Community service is funded primarily by the CTG program, but as costs have increased the funds from the CTG have not covered the costs for the last two years. While these costs have to date been absorbed by funds carried over from previous years they show the need for costs to be reduced for the sustainability of the service both in the short term and once the funding from the CTG expires. Section 4 builds on these key takeaways to propose a revised service plan which modifies the routes and schedules to reflect the ridership data received to date and increasing costs of service operation. Page 294 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 14 4 Service Plan Updates 4.1 Background In mid-2023, the Town was required to submit a Sustainability Plan to MTO to continue to qualify for and receive CTG funding. This process applied the results of the performance analysis in Section 3 to indicate, at a high level, how the Town may modify service in the future to ensure long-term financial sustainability and ridership growth. The Sustainability Plan was provided in the form of a spreadsheet where the Town indicated expected ridership, service hours, revenues, and costs, over the next five years. The Sustainability Plan prepared for MTO assumed the following: • An increase to the contractor’s hourly rate, reflecting economic trends; • Service continues to be operated by the Town; • No change to the existing routes until the conclusion of the CTG program; and • Annual ridership growth of 6%, consistent with annual growth observed to date. This report section builds on the Sustainability Plan to propose a revised service plan which modifies the routes and schedules to reflect the ridership data received to date and increasing costs of service operation. 4.2 Service Design The updated service design seeks to maximize long-term viability in reaction to the performance of routes to date, recognizing that the Town would likely not be able to sustain existing service levels at the current utilization. This concept was designed to illustrate how service may be sustained upon the conclusion of grant funding and is subject to future refinements. Page 295 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 15 4.2.1 Conventional Transit In light of potential reduction in operating funding and low observed ridership in rural areas, the service concept prioritizes connections between urban areas to grow ridership. Urban areas offer employment, services, and recreational amenities that make them popular destinations for riders on the existing T:GO Inter-Community service. Rural population centres along future routes could be continued to be served as ridership permits. The proposed concept comprises of two routes, shown below in Exhibit 4.1, both served using a single bus which alternates between the routes: • Tillsonburg-Woodstock: This route would make three round trips between Tillsonburg and Woodstock on weekdays. The route would stop in multiple locations in Ingersoll and Woodstock, and potentially serve smaller communities directly along the route. • Tillsonburg-London: This route would make three round trips between Tillsonburg and London on weekdays. The route would stop in multiple locations in Ingersoll and terminate at White Oaks Mall in London, a future Bus Rapid Transit stop and major transit hub. Page 296 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 16 Exhibit 4.1: Sustainability Plan Revised Routes By concentrating service to focus on the most utilized stops, it is expected that the same level of ridership can be maintained versus FY 21-22 levels, while service hours are reduced by nearly half. This is shown below in Exhibit 4.2. Page 297 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 17 Exhibit 4.2: Comparison of Current Routes to Revised Routes 4.2.2 Taxi Vouchers Taxi vouchers are a solution used to provide cost-effective access to transportation in rural areas. Taxi vouchers typically consist of physical booklets of coupons issued to residents of a qualifying area that can be used to offset the cost of a taxi trip. The Town would purchase a pre- determined number of trips from a local taxi operator and issue a number of coupons commensurate with that number. The cost of the program is tied directly to usage (i.e. the subsidy is applied for every trip required, rather than for every hour a vehicle is deployed) and can be easily tailored to direct resources to those with the greatest need. They also leverage existing local transportation service (i.e. taxis) which reduces ongoing costs of the program. Taxi vouchers are envisioned as a solution to maintain transportation access for locations currently served by T:GO Inter-Community Transit which would not be served by future services. This would specifically apply to Norwich Township and parts of South-West Oxford Township. It is estimated that a taxi voucher program would be significantly more affordable than operating transit service, given the estimated uptake. It is proposed that Tillsonburg establish cost-sharing agreements with neighbouring municipalities to implement a taxi voucher program which 0 1,000 2,000 3,000 4,000 5,000 Ridership Service Hours FY 21-22 (Current Routes)FY 24-25 (Revised Routes) Page 298 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 18 allows residents to travel between Tillsonburg and municipalities such as Norwich and South-West Oxford Township. 4.2.3 Specialized Transit The Accessibility for Ontarians with Disabilities Act (AODA) mandates that accessible transit options must be provided to riders with accessibility needs. For local transit, this takes the form of specialized transit, which provides door-to-door trips using fully accessible vehicles. Inter-community transit providers have taken a variety of approaches to meet AODA requirements, and it is commonly understood that inter-community transit can be AODA-compliant by offering door-to-stop trips to and from accessible stops along the routes. This can be accomplished via partnerships with local specialized transit operators, accessible taxi companies, or volunteer-operated services. T:GO does not currently meet AODA requirements, and therefore the provision of specialized transit is required to continue to operate inter- community transit in compliance with the law. It is recommended that AODA compliance is met by contracting out specialized transit service to a local accessible taxi operator. 4.3 Financial Plan The cost and revenue items discussed above were incorporated below in Exhibit 4.3, in a financial plan for the next five years of operations. The financial plan includes the costs associated with implementing the new service design. The financial plan assumes that the route network is remain as-is for the remainder of the current fiscal year, a transitional service plan will be implemented in the 2023-2024 fiscal year (see Section 4.4), and the new service plan will be implemented beginning in the 2024-2025 fiscal year. Revenues The revenues and relevant assumptions outlined in the financial plan are as follows: Page 299 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 19 • Fare revenue: Revenue received from riders paying their fare, estimated based on historical growth of fare revenues to date. • CT Grant: Provincial funding received as part of the Community Transportation Grant Program, available until 2025. • Gas Tax: The Gas Tax is a Provincial funding program which dedicates 2 cents of every litre of gasoline sold in Ontario to public transit and allocates it to municipalities based on a formula which considers ridership and municipal population. The Town must successfully enroll in the program to be eligible for funds. The amount was calculated assuming the participation of South- West Oxford Township. • Advertising: Revenues from onboard vehicle advertising, based on Town estimates. Costs The costs and relevant assumptions outlined in the financial plan are as follows: • Transit Salaries/Benefits: The total cost of the Town’s 1 full-time equivalent (FTE) who is responsible for overseeing the operation of all T:GO transit services. Estimates provided by the Town. • Administrative/Miscellaneous: Administrative costs related to the operations of the transit service. Estimates provided by the Town. • Marketing: An ongoing marketing budget has been included to allow for marketing efforts and promotional campaigns, to raise awareness of the service and contribute to ridership growth. • Contracted Service: The hourly rate provided by the contractor, multiplied by the number of annual service hours estimated to operate the service. • Parallel Specialized Transit Service: The cost of providing an accessible transportation option, particularly accessible taxi Page 300 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 20 service, to comply with AODA requirements. Estimated based on the comparable per-trip peer costs multiplied by the number of expected trips. • Taxi Vouchers: The cost of providing an alternative mode of transportation for areas which would lose access to T:GO Inter- Community service. Initially, this would serve Tillsonburg residents who wish to access stops removed from the service. Pending cost-sharing agremeents with neighbouring municipalities, the program could be expanded in future years. Estimated based on the comparable per-trip peer costs multiplied by the number of expected trips. Page 301 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 21 Exhibit 4.3: Financial Plan FY 22-23 FY 23-24 FY 24-25 FY 25-26 FY 26-27 Service Statistics Fixed Route Ridership 2,000 2,100 1,900 2,000 2,100 Taxi Ridership 500 500 500 500 500 Fixed Route Service Hours 4,800 4,800 2,600 2,600 2,600 Revenues Fares $21,000 $23,000 $21,000 $22,000 $23,000 CT Grant $468,0002 $408,000 $0 $0 $0 Gas Tax $0 $0 $135,000 $135,000 $135,000 Advertising $3,000 $4,000 $4,000 $4,000 $4,000 Total Revenues $492,000 $435,000 $160,000 $161,000 $162,000 Costs Transit Salaries/Benefits $72,000 $73,000 $75,000 $76,000 $77,000 Administrative/ Miscellaneous $9,000 $26,000 $1,000 $1,000 $1,000 Marketing $0 $0 $15,000 $15,000 $15,000 Contracted Service $411,000 $335,000 $247,000 $247,000 $247,000 Parallel Specialized Transit Service $0 $0 $10,000 $10,000 $10,000 Taxi Vouchers $0 $0 $10,000 $10,000 $10,000 Total Costs $492,000 $435,000 $358,000 $359,000 $360,000 Financial Statistics Cost Recovery Ratio (before funding) 0.05 0.06 0.07 0.07 0.08 Total Net Municipal Contribution (after funding) $0 $0 $198,000 $198,000 $198,000 Note: Financial values are rounded to the nearest $1,000 2 Including carryover of cumulative CT funding surplus of $38,000 Page 302 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 22 4.4 Service Plan Implementation As shown above in Section 4.3, is proposed that the new routes come into effect beginning in the 2024-2025 fiscal year, as this is the year when the CTG funding will be fully depleted. However, due to increasing contract costs, the funding has been depleted faster than initially planned, and there is an approximately 20% budgeted reduction in contract costs in the 2023-2024 fiscal year to continue to operate without municipal investment. The 20% reduction in service hours equates to a significant impact in transit service. The service changes recommended below were developed to meet the service reduction target while mitigating impacts to ridership: • Route 1: Removal of Trip 2 • Route 2: Removal of stops 203-206 from the route, removal of Trip 2 • Route 3: No change • Route 4: Removal of stops 403-405, addition of new stop at White Oaks Mall It is recommended that these service changes are implemented beginning in the 2023-2024 fiscal year to ensure financial sustainability of the service until the expiry of the CTG program. MTO must approve any service changes proposed by CTG-funded services. These changes may result in scheduling and contractual implications, so discussions and negotiations with Voyago should be held. A map of the proposed 2024 “transition routes” are provided below in Exhibit 4.4. If funding becomes available to continue “business as usual” operations, these service changes are not recommended to be implemented. Funding sources could include, a one-time Town contribution, cost-sharing agreements with Oxford County or neighbouring municipalities, or a potential “top-up” to the CTG program which MTO is currently planning. Page 303 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 23 Exhibit 4.4: Route Map in Fiscal Year 2023-2024 4.5 Service Governance Operation of the service has revealed a potential need to review the governance of T:GO Inter-Community transit service. Specifically, if the Town should continue to administer the service, or considering its regional focus, it be transferred to the County. This section explores the merits of both options and assesses which option best meets the needs of both Town and County residents. 4.5.1 Existing Conditions As the applicant for the CTG Program, the Town of Tillsonburg has assumed all responsibilities with respect to the operation of the service, Page 304 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 24 even though it operates between numerous municipalities with four counties. This primarily consists of day-to-day activities such as contractor oversight, marketing, and customer service. However, the Town is also solely responsible for ensuring the service’s ongoing financial viability. This includes managing the CTG grant funding and allocating its own municipal funds to cover negative variances between grant funding amounts and contract costs. These negative variances have occurred as a result of increasing contract costs, particularly related to fuel surcharges. Upon the conclusion of the CTG Program in mid-2025, the Town will be responsible for all operating costs associated with the service, despite serving an area which extends significantly outside of municipal boundaries. This has prompted a review of the service’s governance structure to ensure that it can remain viable in the long-term. 4.5.2 County-Operated Model As a service primarily serving Oxford County, one potential governance model would be an “upload” of the service to the County. This would allow routes, schedules, and marketing to be better tailored to the wider county population, increasing ridership and therefore, fare revenues. With the planned introduction of the Woodstock-Tavistock route (the first inter- community route in the county which would not serve Tillsonburg), the County would be better suited to manage the creation of an integrated county-wide inter-community transit service. This could also provide an opportunity for the Town to focus singularly on its highly-successful local T:GO transit service. Disadvantages of a County “upload” would be loss of direct control over the service’s operation, and potential service impacts to Tillsonburg residents. However, the continuation of financially unsustainable service is not a viable alternative. A governance model where the Town continues to operate the service would require the Town to enter into individual cost- sharing agreements with each partnering municipality. 4.5.3 Comparison of Governance Models The two governance models were compared below in Exhibit 4.5. Page 305 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 25 Exhibit 4.5: Governance Model Comparison Town-Operated (Current Model) County-Operated Ridership Growth Service continues to primarily attract riders from Tillsonburg (13% of County residents) Service can be modified to attract riders from a wider catchment of residents Financial Risk Financial risk for service which extends beyond municipal boundaries is borne by the Town Financial risk for transit service is transferred to the County Funding Town would need to coordinate with neighbouring municipalities to enroll them in the Gas Tax funding program County would need to coordinate with lower-tier municipalities to enroll them in the Gas Tax funding program Operations Town would continue to oversee contractor performance and manage day-to-day customer service and marketing functions Contractor oversight, customer service, and marketing would be assumed by the County Branding, Marketing and Communications T:GO Inter-Community routes would remain as-is, separate from the planned Woodstock- Tavistock route Integrated strategy for T:GO Inter- Community routes and the planned Woodstock-Tavistock route Planning and Scheduling The Town would continue to plan and operate Tillsonburg- centric routes and schedules Controlled by the County and oriented towards County-wide service. The Town would be consulted on service changes. Administration Town would work with participating Oxford County lower-tier municipalities as well as neighbouring municipalities outside of the County to develop cost-sharing agreements County would work with the lower-tier municipalities and participating adjacent Counties to develop cost-sharing agreements Page 306 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 26 4.6 Key Takeaways • There is a path to financial sustainability. By leveraging existing funding sources (Gas Tax), focusing services where there is the most ridership, and offering alternative forms of transportation in lower-ridership areas, it is possible to operate an effective inter- community transit service. • The transition between current and future service plans must be considered. To reflect limited remaining CTG funding, a transitional service plan was developed for the 2023-2024 fiscal year which maintains all routes while ramping down low- performing services. • The County is better suited to govern inter-community transit services. Upon the termination of the CTG program, it will no longer make sense for the Town to govern a transit service which serves the majority of Oxford County’s population. As the County grows its transit network via the introduction of a future northern route, it will be beneficial to have the two routes integrated under one system. Page 307 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 27 5 Future Considerations 5.1 Northern Oxford Route Oxford County has planned a route through northern areas of the county, including the lower-tier municipalities of Zorra, East Zorra-Tavistock and Blandford-Blenheim. The route would operate as a one-way loop which would connect to Woodstock and New Hamburg, allowing for riders to continue to other major destinations such as Kitchener-Waterloo and London. The County approved the route in 2020 but was unable to gain the buy-in of all of the lower-tier municipalities to move forwards with the implementation of the route. The route continues to be considered as part of Oxford County’s plans for a comprehensive regional transit network. Exhibit 5.1: Planned Northern Oxford Route Page 308 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 28 5.2 Regional Partnerships As the existing T:GO Inter-Community Transit service area includes routes outside of Oxford County, strategies to continue to provide regional connections were explored. The Town is a member of Southwest Community Transit (SCT), a group which coordinates regional transit service in partnership with municipal service operators. The Town can leverage its SCT membership to begin discussions with regional partners such as Norfolk County and Middlesex County on how services can be integrated. Exhibit 5.2: SCT Inter-Community Transit Network Page 309 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 29 To maintain regional connections to neighbouring counties, cost-sharing agreements will need to be developed with the participating upper/lower- tier municipalities. However, this process creates an opportunity to go further and develop integrated services between larger regional centres. In particular, the following opportunities are recommended for further study: • London-Woodstock route: Segments of this corridor are currently serviced by T:GO, Middlesex County Connect, and private service providers such as Onex Bus. Service can be better coordinated to provide more frequent service along the corridor in the future, with timed connections to communities currently connected with T:GO service, such as Tillsonburg and Norwich. • Tillsonburg-Simcoe route: Current Tillsonburg-Delhi (T:GO) and Simcoe-Delhi services (Ride Norfolk, recently converted to on- demand) are infrequent and see extremely low ridership. Service can be coordinated to provide a single, integrated route between Tillsonburg and Simcoe with a stop in Delhi. • Tillsonburg-Port Burwell seasonal route: The existing T:GO Inter- Community Transit Route 3 connects Tillsonburg and Port Burwell on Tuesdays and Fridays. Ridership data showed extremely low ridership, with noticeable upticks in the summer months. Therefore, it is recommended that discussions are held with Elgin County and/or the Municipality of Bayham to continue Route 3 on a seasonal basis, including weekend service to capitalize on local recreation and tourism opportunities. 5.3 Key Takeaways • Future service should consider an expanded Oxford County transit network, as a northern route may eventually connect Woodstock to Zorra, East Zorra-Tavistock and Blandford- Blenheim. • Existing services may be maintained or expandedvia regional partnerships with neighbouring counties and municipalities. Page 310 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 30 6 Summary of Recommendations The following recommendations are provided to ensure continued operation of inter-community transit service which benefits Tillsonburg and considers financial sustainability. • Discussions with Voyago should be held to implement an interim service change. The service change should occur in the 2023- 2024 fiscal year, which accounts for limited remaining grant funding and escalating costs, as outlined in Section 4.4. • The T:GO Inter-Community Transit network should be modified to focus on areas of higher ridership potential and connections to major urban areas, as outlined in Section 5. • The Town of Tillsonburg should engage with Oxford County on an upload of inter-community transit services to the County, to maximize the ridership and sustainability of the network, and ensure that future County transit services are fully integrated with services currently operated by T:GO. • The future service operator should implement a taxi voucher program to provide subsidized travel for riders who will lose access to existing T:GO Inter-Community Transit service. • The future service operator must comply by AODA requirements by providing specialized transit service to riders with accessibility needs. It is recommended that this is accomplished via a contract with a local accessible taxi operator. • The future service operator should begin discussions with Middlesex County, Norfolk County and the Municipality of Bayham (and/or Elgin County) to determine how existing T:GO Inter-Community Transit service can be maintained or improved in an operator-agnostic manner. This would include the development of a cost-sharing agreement, and potential service integration with existing inter-community routes such as Middlesex County Connect and Ride Norfolk. Page 311 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 31 Appendix A: Timetables Exhibit A.1: Route 1 Schedule (Monday- Friday) Stop Location Trip 1 ↓ Trip 2 ↑ Trip 3 ↓ Trip 4 ↓ Trip 5 ↑ 99 Tillsonburg ‒ Town Centre Mall on Broadway 6:30AM 11:25AM 11:30AM 2:30PM 7:30PM 102 Tillsonburg ‒ Hospital, on Bear St, East of Rolph St 6:32AM 11:23AM 11:32AM 2:33PM 7:28PM 103 Springford ‒ Otterville Rd @ Community Hall 6:44AM 11:11AM 11:44AM 2:44PM 7:16PM 104 Otterville ‒ North St E Parking Lot 6:51AM 11:04AM 11:51AM 2:51PM 7:09PM 105 Norwich ‒ Community Centre Parking Lot 7:00AM 10:55AM 12:00PM 3:00PM 7:00PM 106 Norwich ‒ Stover St N Parking Lot @ Main St 7:03AM 10:52AM 12:03PM 3:03PM 6:57PM 107 Burgessville ‒ Church St E East of Main St S 7:12AM 10:43AM 12:12PM 3:12PM 6:48PM 123 Woodstock ‒ Juliana Dr (CCW) & Norwich Ave (CW) 7:27AM 10:30AM 12:27PM 3:27PM 6:33PM 108 Woodstock ‒ Hospital Main Entrance 7:31AM 10:24AM 12:31PM 3:31PM 6:29PM 109 Woodstock ‒ VIA Rail Station 7:40AM 10:15AM 12:40PM 3:40PM 6:20PM 110 Woodstock ‒ Transit Terminal on Dundas St, East of Route 7 stop 7:44AM 10:11AM 12:44PM 3:44PM 6:11PM 122 Woodstock ‒ Beachville Rd, Westmount Motel 7:49AM 10:06AM 12:49PM 3:49PM 6:06PM 111 Beachville ‒ Beachville Rd East of Zorra Line 7:53AM 10:02AM 12:53PM 3:53PM 6:02PM 112 Centreville ‒ Beachville Rd West of Mill Line 7:58AM 9:57AM 12:58PM 3:58PM 5:57PM 113 Ingersoll ‒ Oxford St Parking Lot, across from Public Library 8:02AM 9:53AM 1:02PM 4:02PM 5:53PM 114 Ingersoll ‒ Alexandra Hospital Main Entrance 8:07AM 9:48AM 1:07PM 4:07PM 5:48PM 121 Ingersoll ‒ Plank Line, Jet Set Motel 8:12AM 9:43AM 1:12PM 4:12PM 5:43PM 115 Salford ‒ Community Centre Parking Lot 8:15AM 9:40AM 1:15PM 4:15PM 5:40PM 116 Mt Elgin ‒ Mt Elgin Rd West of Plank Line 8:21AM 9:34AM 1:21PM 4:21PM 5:34PM 117 Verschoyle ‒ Culloden Line South of Mt Elgin Rd 8:28AM 9:27AM 1:28PM 4:28PM 5:27PM 118 Culloden ‒ Culloden Line North of Young St 8:35AM 9:20AM 1:35PM 4:35PM 5:20PM 119 Brownsville ‒ Community Centre Parking Lot 8:39AM 9:16AM 1:39PM 4:39PM 5:16PM 120 Delmer ‒ Brownsville Rd @ Delmer Cemetery 8:44AM 9:11AM 1:44PM 4:44PM 5:11PM 102 Tillsonburg ‒ Hospital, on Bear St, East of Rolph St 8:52AM 9:03AM 1:52PM 4:52PM 5:03PM 99 Tillsonburg ‒ Town Centre Mall on Broadway 8:55AM 9:00AM 1:55PM 4:55PM 5:00PM Page 312 of 380 ARCADIS IBI GROUP FINAL REPORT Tillsonburg T:GO Inter-Community Transit Service Implementation Prepared for The Town of Tillsonburg October 12, 2023 32 Exhibit A.2: Route 2 Schedule (Tuesday & Friday) Stop Location Trip 1 ↓ Trip 2 ↓ Trip 3 ↓ 99 Tillsonburg ‒ Town Centre Mall on Broadway (In-Town Stop #1) 9:00AM 11:30AM 2:30PM 202 Courtland ‒ Southbound: Talbot St South of Main St (Ride Norfolk Stop C1) 9:10AM 11:40AM 2:40PM 203 Langton ‒ County Administration Building (Ride Norfolk Stop L1) 9:25AM 11:55AM 2:55PM 204 Andy’s Corners ‒ Hwy 21 East of Hwy 59 9:29AM 11:59AM 2:59PM 205 Wyecombe ‒ Hwy 21 @ Rosemarie Blvd 9:33AM 12:03PM 3:03PM 206 Lynedoch ‒ Lynedoch Rd East of Charlton St 9:38AM 12:08PM 3:08PM 207 Delhi ‒ Delrose Retirement Residence (Ride Norfolk Stop D1) 9:46AM 12:16PM 3:16PM 208 Delhi ‒ Main St @ County Administration Building (Ride Norfolk Stop D4) 9:53AM 12:23PM 3:23PM 202 Courtland ‒ Westbound: Main St West of Talbot St 10:05AM 12:35PM 3:35PM 99 Tillsonburg ‒ Town Centre Mall on Broadway (In-Town Stop #1) 10:15AM 12:45PM 3:45PM Exhibit A.3: Route 3 Schedule (Tuesday & Friday) Stop Location Trip 1 ↓ Trip 2 ↑ Trip 3 ↓ Trip 4 ↑ Trip 5 ↓ Trip 6 ↑ 99 Tillsonburg ‒ Town Centre Mall on Broadway (In-Town Stop #1) 10:15AM 11:23AM 12:45PM 1:53PM 3:45PM 4:53PM 302 Eden ‒ Community Centre Parking Lot 10:25AM 11:13AM 12:55PM 1:43PM 3:55PM 4:43PM 303 Straffordville ‒ Community Centre 10:32AM 11:06AM 1:02PM 1:36PM 4:02PM 4:36PM 304 Vienna ‒ Community Centre 10:42AM 10:56AM 1:12PM 1:26PM 4:12PM 4:26PM 305 Port Burwell ‒ Pitt St @ Marine Museum 10:49AM 10:49AM 1:19PM 1:19PM 4:19PM 4:19PM Exhibit A.4: Route 4 Schedule (Monday & Wednesday) Stop Location Trip 1 ↓ Trip 2 ↑ Trip 3 ↓ Trip 4 ↑ 99 Tillsonburg ‒ Town Centre Mall on Broadway (In-Town Stop #1) 8:00AM 10:11AM 3:45PM 5:56PM 114 Ingersoll ‒ Alexandra Hospital Main Entrance 8:26AM 9:45AM 4:11PM 5:30PM 403 Putnam ‒ Hamilton Rd @ Mini Mart 8:36AM 9:35AM 4:21PM 5:20PM 404 Dorchester ‒ Community Centre Parking Lot 8:46AM 9:25AM 4:31PM 5:10PM 405 Nilestown – Hamilton Rd East of Durham St 8:52AM 9:19AM 4:37PM 5:04PM 406 London ‒ Victoria Hospital Zone E (Stop #2423 for London Transit Route 6) 9:05AM 9:05AM 4:50PM 4:50PM Page 313 of 380 Page 1 of 2 Subject: Tillsonburg Community Garden – 2023 Agreement Report Number: RCP 23-39 Department: Recreation, Culture & Parks Submitted by: Andrea Greenway, Acting Director of Recreation, Culture & Parks Meeting Type: Council Meeting Meeting Date: Monday, November 13, 2023 RECOMMENDATION A. THAT Report RCP 23-39 Tillsonburg Community Garden - 2023 Agreement be received as information; and B. THAT Council approve the proposed agreement as outlined within this report; and C. THAT a By-Law to authorize the Mayor and Clerk to execute the Agreement be presented to Council for consideration. BACKGROUND The purpose of this report is to present Council with the proposed Tillsonburg Community Garden 2023 Agreement with the Multi-Service Centre, which outlines each party’s roles and responsibilities for the duration of 5 years. The Community Garden has been successfully operating under an agreement with the town since 2011. DISCUSSION Staff have had the opportunity to meet with the Tillsonburg Community Garden volunteers to discuss the agreement. The attached agreement which has been signed by the Multi- Service Centre will guide operations and the expectations between the Town and Multi- Service Centre with use of the property similar to past years. The previous agreement (attachment 3756 Schedule A – Multi-Service Centre Agreement – Community Garden Plots) was in effect for a time period of 5 years and was extended for an additional 5 years in 2018 to December 31, 2023. The 2023 agreement is for 5 years with the ability to extend for an additional 5 years at the sole discretion of the Town. As part of the agreement, the Multi-Service Centre is required to carry an insurance policy for $5 million general liability to cover the Community Garden naming the Town as third party liability. Page 314 of 380 RCP 23-39 Tillsonburg Community Garden Page 2 of 2 There is no fee to the Multi-Service Centre to operate the Community Garden and town staff are only required to provide wood chips periodically (free from the transfer station) to assist with the garden beds. Staff have noted there have been no challenges working with the volunteers and have seen firsthand the success of this program. CONSULTATION This report has been prepared in consultation with the Community Garden Volunteers, Manager of Parks and Facilities and Parks Supervisor. FINANCIAL IMPACT/FUNDING SOURCE There is no impact to the operating budget and there has never been a rental fee associated with the community garden agreement. The wood chips provided by the Parks Department are free from the transfer station. 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 – Expand community partnerships in the delivery of programs and amenities. Priority Project – N/A ATTACHMENTS Tillsonburg Community Garden Agreement 2023 signed 3756 Schedule A - Multi-Service Centre Agreement – Community Garden Plots Page 315 of 380 Page 316 of 380 Page 317 of 380 Page 318 of 380 Page 319 of 380 Page 320 of 380 Page 321 of 380 THIS AGREEMENT made in triplicate this 27th day May, 2013. BETWEEN: The Corporation of the Town ofTillsonburg (hereinafter referred to as the "Town") -and- The Multi-Service Centre (hereinafter referred to as the "User") WHEREAS the Town owns the lands known municipally as 26 Bloomer Stand herein described in Schedule "A" to this Agreement; AND WHEREAS the parties wish to agree on the terms under which the user can use certain lands for the purpose of Community Garden Plots; NOW THEREFORE the parties, in consideration ofthe mutual covenants and agreements hereinafter set out, hereby agree as follows: 1. USE The Town hereby agrees to let the User utilize the property described in Schedule "A" attached hereto as a Community Garden, which includes the following uses: • The planting, growing and harvesting of vegetables, fruits, herbs and flowers; • Storage of ancillary equipment and tools; and, • Other uses/equipment directly related to the production of crops. 2. TERM The term of this use shall be for 5 years commencing June 1", 2013 and ending December 31, 2018. This agreement may, in the sole and absolute discretion of the Town, be extended for a further term of 5 years. 3. RENT The Town and the User agree that the use of this property shall be free of charge. 4. MANAGEMENT OF PROPERTY The User may assign the management of the Community Garden to such entity as it should so choose in consultation with the Town of Tillson burg. Page 322 of 380 5. MAINTENANCE OF PROPERTY The User hereby covenants to maintain all of the lands utilized under this Agreement in good condition during the lease term. 6. INSURANCE The User will maintain and pay for Commercial General Liability Insurance, which coverage shall include premises and all operations to be performed by the User, his/her employees, and/or agents. This insurance coverage shall be subject to limits of not less than Two Million Dollars ($2,000,000.00) inclusive per occurrence for bodily injury, death and damage to property including loss of use thereof for any one occurrence. The policy shall include The Corporation of the Town of Tillson burg as an additional insured in respect of all operations performed by or on behalf of the Lessee. The Lessee shall be entirely responsible for the cost of any deductible. The Insurance Policy shall not be altered, cancelled or allowed to expire or lapse, without thirty (30) days prior written notice to the Lessor. Copy of the documents are to be provided to the Director of Finance by January 1 of each calendar year. 7. INDEMNIFICATION The User shall indemnify and save harmless the Town from and against all claims, demands, loss, cost, damages, actions, suits or other proceedings by whomsoever made, brought or prosecuted by, or attributed to any such damages, injury or infringement as a result of activities under this Contract. 8. NON-TRANSFERRABLE This contract is not assignable, in whole or in part, except by written permission provided by the Town ofTillsonburg in their sole and absolute discretion. 9. TERMINATION OF THE CONTRACT FOR CAUSE In the event of any material default in this agreement by the User that is within the reasonable control of the User, the Town shall have the right to provide written notice of such default and demand that the deficiency of program be rectified within five (5) working days or such longer period as may be agreed upon by the Lessor. If the said default is not rectified or steps are not take to rectify the situation according to the agreed upon plan, the Town shall be entitled to issue a written notice of termination for cause with no less than thirty (30) days notice. The Lessor may immediately terminate the Agreement if the lands are not maintained to the satisfaction of the Town in their sole and absolute discretion. Page 323 of 380 10. TERMINATION FOR CONVENIENCE This agreement can be terminated by either party by giving notice, in writing, ninety (90) days prior to the termination date or the expiration of the lease term. 11. INTERPRETATION The terms and provisions of the Agreement shall be in accordance with the laws of the Province of Ontario. 12. FORCE MAJEURE Neither party shall be held liable for non-performance or damages if caused by events of Force Majeure, which, without limiting the generality thereof, includes fires, floods, unusually severe weather or Acts of God, and are beyond the reasonable control of a party, provided same shall not apply to delay or excuse any financial obligation. Page 324 of 380 . . ,• IN WITNESS WHEREOF the parties hereto have hereunto set their hands and seals. SIGNED, SEALED AND DELIVERED in the Presence of THE CORPORATION OF THE TOWN OF TILLSONBURG John Lessif MAYOR DATE Donna Wilson CLERK DATE THE USER ,4Jtel Z '2-, :z.o (~ DATE I have the authority to bind the corporation Page 325 of 380 183 NAD_1983_UTM_Zone_17N ©County of Oxford 0 Community Gardens -Multi-Service Centre Aareement Schedule A lBv-Law 3756) 91 183Meters August 19, 2013 / / l· ;\" ;"' \ ,---\ \,'U__· '' ' /:1,\'. -~ \' \ :.--L ··t-,, . .l \:~ .. ;:J--.· .. -' '! F-\ __ ., 1 1:3.595 o 1 This map is a user generated static output from an Internet mapping site and is for reference only. Data layers that appear on this map may or may not be accurate, current, or otheiWise reliable. NOTE:THIS IS NOT A PLAN OF SURVEY \ --~1, ~ r-) \ ' ~· \, "\ ~--,w-\ a ··~-~------·(J /~t. / _. ,..,.-'\ ,/ 'A' ,, Notes Legal Description: Lot1403,1413,1412,PL 500, Except PT 1, PL 1505, PT LT 1413A PL 500, PT Oxford St, Bloomer St, PL 500. Closed by MB565, as in 254733, B17340 and TB 14968 Except PT 141R5589, Tillsonburg Legend ~ Page 326 of 380 1 The Corporation of the Town of Tillsonburg Community Health Care Advisory Committee Meeting MINUTES Tuesday, October 10, 2023 9:15 AM Electronic Meeting ATTENDANCE: Mayor Deb Gilvesy Deputy Mayor Dave Beres Councillor Kelly Spencer Nadia Facca Mike Bastow Stephanie Nevins Teresa Martins Regrets: Dr. John Andrew Dr. Clay Inculet Dr. Will Cheng Dr. Mohammed Abdalla Gerry Dearing Staff: Kyle Pratt, Chief Administrative Officer Laura Pickersgill, Executive Assistant _____________________________________________________________________ 1. Call to Order The meeting was called to order at 9:16 a.m. 2. Adoption of Agenda Resolution # 1 Moved By: Councillor Spencer Seconded By: Nadia Facca Page 327 of 380 2 THAT the Agenda as prepared for the Health Care Advisory Committee meeting of Tuesday, October 10, 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: Mayor Gilvesy Seconded By: Councillor Spencer THAT the minutes of the Health Care Advisory Committee of September 12, 2023, be approved. Carried 5. General Business and Reports 5.1 Proposed Changes to the Recruitment Matrix N. Facca provided an overview of the proposed changes to the recruitment matrix. This matrix is prorated if a physician leaves before the five-year term. There was a discussion as to what equipment would be part of the funds allotted for clinical space and updates. There were concerns noted regarding the competitiveness of this matrix Resolution # 3 Moved By: Stephanie Nevins Seconded By: Councillor Spencer THAT the Community Health Care Committee accepts the proposed changes in the Recruitment Matrix; AND THAT the amended Matrix be brought forward for Council consideration. Carried Page 328 of 380 3 5.2 Recruiter Position Update N. Facca provided an update on the Recruiter position. On October 4th, the idea of hiring a full-time Oxford Health Care Professional Recruitment Coordinator was provided to the Oxford Ontario Health Team Leadership and Strategy Council. This Council passed a motion to have the Executive Director of the Oxford Ontario Health Team approach Oxford County to request support for the role. This delegation is being setup for a later October meeting. N. Facca will be bringing a similar presentation requesting support at the Ingersoll Primary Care Recruitment and Retention Committee at their October 24th meeting. 6. Next Meeting November 14, 2023 at 10:00 a.m. on Zoom 7. Adjournment Resolution # 4 Moved By: Mike Bastow Seconded By: Stephanie Nevins THAT the Health Care Advisory Committee meeting of Tuesday, October 10, 2023 be adjourned at 9:39 a.m. Carried Page 329 of 380 1 The Corporation of the Town of Tillsonburg Affordable and Attainable Housing Committee Meeting MINUTES Wednesday, October 25, 2023 4:15 PM Boardroom CSC 10 Lisgar Ave. ATTENDANCE: Cedric Tomico Cole Warwick, Housing Programs Coordinator, Oxford County Rebecca Smith, Manager of Housing Development, Oxford County Deb Gilvesy, Mayor Gary Green Regrets: Suzanne Renken Kama Vandevyvere Dane Willson Councillor Chris Parker Staff: Cephas Panschow, Development Commissioner Kyle Pratt, Chief Administrative Officer Laura Pickersgill, Executive Assistant _____________________________________________________________________ 1. Call to Order The meeting was called to order at 4:23 p.m. 2. Adoption of Agenda Resolution # 1 Moved By: Mayor Gilvesy Seconded By: Gary Green THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of Wednesday, October 25, 2023, be adopted. Page 330 of 380 2 Carried 3. Closed Session Resolution # 2 Moved By: Gary Green Seconded By: Mayor Gilvesy THAT Council move into Closed Session to consider: 239(2)(c) a proposed or pending acquisition or disposition of land by the municipality or local board. Carried 4. Disclosures of Pecuniary Interest and the General Nature Thereof No disclosures of pecuniary interest were declared. 5. Adoption of Minutes of Previous Meeting Resolution # 3 Moved By: Cole Warwick Seconded By: Rebecca Smith THAT the minutes of the Affordable and Attainable Housing Advisory Committee of September 27, 2023, be approved. Carried 6. Presentations The Wes Magill Award was presented to the Town of Tillsonburg on behalf of United Way Oxford for the Town's support in the Transitional Housing project. 6.1 Flourish The presenter was unable to attend the meeting. 7. Information Items 7.1 Social Services Relief Fund Page 331 of 380 3 Oxford County was a recipient of this funding that allowed for funding into two capital projects, providing relief for agencies and adding to the homelessness prevention fund. 8. General Business & Reports Members were reminded to participate in the 10 year shelter plan survey through Oxford County. There was a discussion regarding the pre-built homes being offered in another municipality through COPPS Build-All. This would be similar to a garden suite which the County provides funding for. There is a program that connects seniors with a roommate for more affordable living. Mayor Gilvesy to look into providing the name of another organization to R. Smith. 9. Next Meeting November 22, 2023 4:15 p.m. 10. Adjournment Resolution # 4 Moved By: Gary Green Seconded By: Rebecca Smith THAT the Agenda as prepared for the Affordable and Attainable Housing Advisory Committee meeting of Wednesday, October 25, 2023, be adopted. 4:56 pm Carried Page 332 of 380 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-87 A BY-LAW TO AMEND BY-LAW 2023-52 ADOPTING BUDGETARY ESTIMATES, TAX RATES, INSTALLMENT DUE DATES, AND TO FURTHER PROVIDE FOR PENALTY AND INTEREST ON DEFAULT OF PAYMENT THEREOF FOR 2023 WHEREAS Section 290 of the Municipal Act, 2001, S. O. 2001 c. 25, as amended, provides that the Council of a local municipality shall prepare and adopt estimates of all sums required during the year for the purposes of the municipality; AND WHEREAS Section 312 of the said Act provides that the Council of a local municipality shall, after the adoption of estimates for the year, pass a by- law to levy a separate tax rate on the assessment in each property class; AND WHEREAS Sections 307 and 308 of the said Act require tax rates to be established in the same proportion to tax ratios; AND WHEREAS regulations require reductions in certain tax rates for certain classes or subclasses of property. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-law 2023-52 be amended by replacing its Schedule A with Schedule A of this by-law, where the tax rates hereby adopted for each class for the year 2023, excluding local improvement rates or other special charges collected as taxes, shall be the tax rates as listed on Schedule "A" attached hereto and forming part of this by-law and the tax rate for each class shall be applied against the whole of the assessment for real property for that particular class and purpose. 2. This by- law shall come into effect on the date of the final passing thereof. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. Page 333 of 380 ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 334 of 380 Page 335 of 380 RTC/RTQ GENERAL COUNTY EDUCATION TOTAL BASE RATES PARKING B.I.A. TOTAL RT RESIDENTIAL 0.00827083 0.00426167 0.00153000 0.01406250 0.00105407 0.01511657 MT MULTI-RESIDENTIAL 0.01654166 0.00852334 0.00153000 0.02659500 0.00210812 0.02870312 NT NEW MULTI-RESIDENTIAL 0.00827083 0.00426167 0.00153000 0.01406250 0.01406250 CT COMMERCIAL 0.01572946 0.00810484 0.00880000 0.03263430 0.00200462 0.00227621 0.03691513 CU COMMERCIAL EXCESS LAND 0.01101062 0.00567338 0.00880000 0.02548400 0.00140323 0.00159335 0.02848058 CX COMMERCIAL VACANT LAND 0.01101062 0.00567338 0.00880000 0.02548400 0.00140323 0.00159335 0.02848058 IT INDUSTRIAL 0.02175228 0.01120819 0.00880000 0.04176047 0.04176047 IU INDUSTRIAL EXCESS LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 IX INDUSTRIAL VACANT LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 LT LARGE INDUSTRIAL 0.02175228 0.01120819 0.00880000 0.04176047 0.04176047 LU LARGE INDUSTRIAL EXCESS LAND 0.01413898 0.00728533 0.00880000 0.03022431 0.03022431 PT PIPELINES 0.01041546 0.00536672 0.00880000 0.02458218 0.02458218 FT FARMLAND 0.00180056 0.00092776 0.00038250 0.00311082 0.00311082 TT MANAGED FOREST 0.00206771 0.00106541 0.00038250 0.00351562 0.00351562 GT PARKING LOT 0.01572946 0.00810484 0.00880000 0.03263430 0.00227621 0.03491051 R1 FARMLAND AWAITING DEVELOPMENT PH 1 0.00372187 0.00191775 0.00068850 0.00632812 0.00632812 Town of Tillsonburg - Schedule "A" To By-Law 2023-87 2023 Tax Rates Page 336 of 380 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-88 A BY-LAW to PROVIDE FOR AN INTERIM TAX LEVY FOR THE YEAR 2024 WHEREAS section 317 of the Municipal Act, 2001, S.O. 2001, CHAPTER 25, provides that the council of a local municipality, before the adoption of estimates for the year under section 290, may pass a by-law levying amounts on the assessment of property in the local municipality ratable for local municipal purposes; AND WHEREAS the Council of this municipality deems it appropriate to provide for such interim levy on the assessment of property in this municipality; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. The amounts levied shall be as follows: A. The amount levied on a property shall not exceed the prescribed percentage or 50 per cent if no percentage is prescribed, of the total amount of taxes for municipal and school purposes levied on the property for the previous year. B. The percentage under paragraph “A” may be different for different property classes but shall be the same for all properties in a property class. C. For the purposes of calculating the total amount of taxes for the year 2023 under paragraph “A”, if any taxes for municipal and school purposes were levied on a property for only part of the year 2023 because assessment was added to the tax roll during 2023, an amount shall be added equal to the additional taxes that would have been levied on the property if the taxes for municipal and school purposes had been levied for the entire year. 2. The provisions of this by-law apply in the event that assessment is first added to the Collector’s roll for the year 2024 and an interim levy shall be imposed at 50 per cent of the total tax rates levied for that class in the previous year. 3. All taxes levied under this by-law shall be payable into the hands of the Collector in accordance with the provisions of this by-law. Page 337 of 380 4. There shall be imposed on all taxes a penalty for non-payment or late payment of taxes in default of the installment dates set out below. The penalty shall be one and one-quarter percent (1.25%) of the amount in default on the first day of default and on the first day of each calendar month during which the default continues, but not after the end of 2024. 5. The interim tax levy imposed by this by-law shall be payable in two (2) installments due on the following dates: First Installment: The 22nd day of February, 2024 Second Installment: The 23rd day of May, 2024 6. The Collector may mail or cause to be mailed to the address of the residence or place of business of each person taxed under this by-law, a notice specifying the amount of taxes payable. 7. The notice to be mailed under this by-law shall contain the particulars provided for in this by-law and the information required to be entered in the Collector’s roll under section 343 of the Municipal Act, 2001. 8. The subsequent levy for the year 2024 to be made under the Municipal Act shall be reduced by the amount to be raised by the levy imposed under this by-law. 9. The provisions of section 317 of the Municipal Act, 2001, apply to this by-law with necessary modifications. 10. The Collector shall be authorized to accept part payment from time to time on account of any taxes due, and to give a receipt of such part payment, provided that acceptance of any such part payment shall not affect the collection of any percentage charge imposed and collectable under section 4 of this by-law in respect of non-payment or late payment of any taxes or any installment of taxes. 11. Nothing in this by-law shall prevent the Collector from proceeding at any time with the collection of any tax, or any part thereof, in accordance with the provisions of the statutes and by-laws governing the collection of taxes. 12. In the event of any conflict between the provisions of this by-law and any other by-law, the provisions of this by-law shall prevail. 12. This by-law shall come into force and take effect on the first day of January 2024. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. Page 338 of 380 ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 339 of 380 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-089 A BY-LAW to amend By-Law 2023-009 being a by-law to appoint members to Town of Tillsonburg Council advisory committees. WHEREAS there is a need to appoint members to Town of Tillsonburg Council advisory committees; AND WHEREAS it is deemed necessary and expedient to amend By-Law 2023-009; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That By-Law 2023-009 Section 1 be amended to remove the following: Cole Warwick, Housing Programs Coordinator, Oxford County Rebecca Smith, Manager of Housing Development, Oxford County 2. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 340 of 380 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-090 A BY-LAW to amend By-Law 2022-029, being a by-law to regulate traffic and the parking of motor vehicles in the Town of Tillsonburg. WHEREAS it is deemed necessary and expedient to amend By-Law 2022-029; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: To approve the Christie Street and Allen Street all-way stop control and implement no stopping controls in and around the all-way stop intersection. 1. THAT Schedule 9 of By-Law 2022-029 “Designated Stop Signs” be amended as follows: Add: INTERSECTION FACING TRAFFIC Allen Street at Christie Street Northbound & Southbound on Allen Street. 2. THAT Schedule 1 to By-Law 2022-029 “No Stopping” be amended as follows: Add: HIGHWAY SIDE FROM TO TIME OR DAY Allen St East Christie St 20m South of Christie St Anytime Allan St East Christie St 25m North of Christie St Anytime Allen St West 31m South of Fernwood Drive 82m South of Fernwood Drive Anytime Christie St South Allen St 25m East of Allen St Anytime Christie St North Allen St 23m East of Allen St Anytime Page 341 of 380 By-Law 2023-090 Page 2 of 2 3. THAT these amendments to By-Law 2022-29 are hereby declared to be part of that By-Law as if written therein. 4. THAT this By-Law shall come into full force and effect upon passing. READ A FIRST AND SECOND TIME THIS 13th day of NOVEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of NOVEMBER, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 342 of 380 Page 1 of 2 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-091 A BY-LAW to amend By-Law 2021-013 being a by-law to provide for the licensing, regulation, and control of animals within the Town of Tillsonburg. BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. That Part 3, Section 3 d. remove the wording “on payment of the annual license fee.” 2. That Part 3, Section 3 h. remove the wording “during the year and until the owner procures a tag for the following year.” 3. That Part 3, Sections 3 j., 3 m., 3 p., 3 s., 3 t., 3 v., 3 x. be deleted. 4. That Part 3, Section 3 m. to read as “Deleted by By-Law 2021-118”. 5. That Part 3, Section 3 n. to include the wording “Every dog tag licence will expire one year from the date of registration and must renew the dog licence annually.” 6. That Part 3, Section 3 p. to be “Every owner of a licensed dog shall notify the License Issuer in writing if the animal is sold, gifted, transferred to another person, or deceased within fourteen (14) days of the change in ownership.” 7. That Part 3, Section 3 u. to be read as “The License Issuer shall maintain a registry with the serial number of the dog tag along with name, address and telephone number of the owner, the name, breed, colour, markings, gender of the dog. If the dog is spayed or neutered or natural, and the date that the dog tag is furnished to the owner. Any changes to the status of the dog(s) must be reported promptly to the License Issuer.” 8. That Part 3, Section 3 v. to be changed to read as “Where a dog tag issued pursuant to the provisions of this by-law has been lost or destroyed, the owner on application to the Licensing Issuer may be issued a new dog tag.” 9. That Part 4, Section 16 be added under Dangerous Dogs and to read as “Requirements for dangerous dogs are below”. 10. That Part 4 Section 16 a. to read as “No person, who is residing temporarily or permanently within the Town of Tillsonburg shall own, keep, possess or harbour a dangerous dog unless a license has been issued under this by-law”. 11. That Part 4, Section 16 b. to change to “No person shall give, sell, transfer ownership of a dangerous dog without permission from the Town of Tillsonburg.” Page 343 of 380 By-Law 2023-091 Page 2 of 2 12. That Part 4, Section 16 f. to be changed to “Every dangerous dog tag licence will expire one year from the date of registration and must renew the dog licence annually.” 13. That Part 4, Section 16 g. be added to read as “The annual license fees for dangerous dogs are payable by the owner of every dog under this By- law, as set out in the Town’s Rates and Fees By-Law, shall be the rates approved by the Town of Tillsonburg from time to time.” 14. That these amendments to By-Law 2021-013 are hereby declared to be part of that By-Law as if written therein. 15. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th day of November, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of November, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 344 of 380 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-092 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. WHEREAS Section 39(1) of the Municipal Act, S.O. 2001, c. M. 25, as amended, provides that without limiting sections 9, 10 and 11, those sections authorize a municipality to impose fees or changes on persons, for services or activities provided or done by or on behalf of it, for costs payable by it for services or activities provide or done by or on behalf of any other municipality or any local board; and for the use of its property including property under its control; WHERAS the Council of the Corporation of the Town of Tillsonburg established a schedule of fees for certain municipal applications, services and permits through By- Law 2022-087; WHEREAS it is deemed necessary and expedient to amend Schedule A of By-Law 2022-087; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the Schedule A of By-Law 2022-087 be amended as attached hereto; 2. THAT this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th day of NOVEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 11th day of NOVEMBER 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 345 of 380 Page Building‐Bylaw‐Planning ………………………………………….. 2 Clerks Office ………………………………………….. 6 Finance ………………………………………….. 7 Fire Services ………………………………………….. 8 Tillsonburg Community Centre ………………………………………….. 10 Museum ………………………………………….. 15 Cemetery‐Parks ………………………………………….. 17 Public Works ………………………………………….. 18 Transit ………………………………………….. 20 THI‐Utility ………………………………………….. 22 Non‐Controlled Town Fees ………………………………………….. 23 Town of Tillsonburg Rates and Fees By‐law 2022‐087, Schedule A Index Page 346 of 380 2023 Fees By‐lawBuilding‐Bylaw‐PlanningItem 2022 Fee 2023 Fee % Change TaxNotesAnimal ControlBoarding Fee Cat25.00 25.00 0% HSTAs per Animal Control ContractBoarding Fee Dog25.00 25.00 0% HSTAs per Animal Control ContractCall out fee for service110.00 115.00 5% HSTAs per Animal Control ContractDog License Renewal- spayed or neutered before Feb 28 (discounted) 17.00 0.00 ExemptSchedule V Part VI (ETA)- Exempt AMEND MARCH 31st TO FEBRUARY 28th Dog License Renewal - spayed neutered after Feb 2837.00 0.00 ExemptSchedule V Part VI (ETA)- Exempt ($5.00 towards dog park and balance to recover staff cost to follow-up outstanding accounts and to administer)Dog License Renewal - intact - before Feb 28 (discounted)22.00 0.00 ExemptSchedule V Part VI (ETA)- ExemptDog License Renewal - intact - after Feb 2842.00 0.00 ExemptSchedule V Part VI (ETA)- Exempt ($5.00 towards dog park and balance to recover staff cost to follow-up outstanding accounts and to administer)New Dog licence - spayed or neutered20.00 0.00 ExemptSchedule V Part VI (ETA)- ExemptNew Dog licence - intact25.00 0.00 ExemptSchedule V Part VI (ETA)- ExemptCat License Renewal - (Licenses no longer offered)27.00 - -100% ExemptSchedule V Part VI (ETA)- ExemptDog license - replacement6.00 0.00 17% ExemptSchedule V Part VI (ETA)- ExemptEuthanasia and Disposal - Cat60.00 60.00 0% HSTAs per Animal Control ContractEuthanasia and Disposal - Dog80.00 80.00 0% HSTAs per Animal Control ContractLive Trap Placement115.00 115.00 0% HSTAs per Animal Control ContractMuzzle Order Appeal 220.00 250.00 14% ExemptBy-law EnforcementInvoice admin processing fee270.00 300.00 11% HSTIssue Order 175.00 200.00 14% Exempt Schedule V Part VI (ETA)- ExemptBy-law Enforcement Officer hourly rate (one hour min) - 46.00 NEW ExemptBy-Law Enforcement Supervisor hourly rate (one hour minimum) - 55.00 NEW ExemptExecute Search Warrant - 500.00 NEW ExemptLocksmith Service - Cost + 15% NEW HSTRe-issuance of Permit/License/Document50.00 55.00 10% ExemptSchedule V Part VI (ETA)- ExemptFortification By-Law Exemption Application - single family dwelling or not-for-150.00 155.00 3% ExemptFortification By-Law Exemption Application - Multi-Residential, Commercial, 400.00 410.00 3% ExemptProperty Standards - Issuance of Certificate of Compliance ( Residential - per 100.00 105.00 5% HSTProperty Standards - Issuance of Certificate of Compliance (Commercial - per 100.00 105.00 5% HSTProperty Standards - Issuance of Certificate of Compliance $25 per 92.9 $25 per 92.9 0% HSTProperty Standards - Issuance of Certificate of Compliance (vacant and/or 100.00 105.00 5% HSTProperty Standards Appeal380.00 400.00 5% ExemptSuperior Court Judge - Appeal Property Standards Decision380.00 400.00 5% ExemptNoise By-Law Exemption Permit - Minor250.00 375.00 50% ExemptNoise By-law Exemption Permit - Major 375.00 375.00 0% ExemptBuilding - FeesBuilding - photocopies - larger than ledger3.00 3.00 0% HSTBuilding Certificate55.00 55.00 0% ExemptSchedule V Part VI (ETA)- ExemptBuilding Certificate - urgent request - less than 5 business days75.00 75.00 0% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - amend existing permit60.00 60.00 0% ExemptPermit Review Fee (per hour) - major amendment to existing permit51.00 60.00 18% HST Per hour fee to review major changes to existing permit(s) in accordance with By-Law 3198 Chief Building Official hourly rate (one half hour minimum) ‐ 80.00 NEW ExemptDeputy Chief Building Official hourly rate (one half hour minimum) - 62.00 NEW ExemptBuilding Inspector (one hour minimum) - 55.00 NEW ExemptBuilding Enforcement Supervisor (one hour minimum) - 55.00 NEW ExemptBuilding - FeesTown of TillsonburgPage 2Dangerous Dog License (Incl. Inspection)N/A$100.00NEWNEWPage 347 of 380 2023 Fees By‐lawBuilding‐Bylaw‐PlanningItem 2022 Fee 2023 Fee % Change Tax NotesResidential – New Low Density - Single Detached & Townhouses Minimum permit fee $2,500.00OR$133.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction- whichever is greater- plumbing permit fees included Minimum permit fee $2,500.00, Maximum permit fee $5,000.00 OR$140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction- whichever is greater- plumbing permit fees included 2% Exempt Schedule V Part VI (ETA)- Exempt.Added max. permit fee $5K due to increase in value of construction, plus changed Flat rate to $140Residential – Mobile Homes, Low Density, Medium Density, Additions, Alterations, etc. $133.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $140.00 Flat Rate + $9.00 per each additional $1000.00 in value of construction.- plumbing permit fees included 2% Exempt Schedule V Part VI (ETA)- ExemptICI & High Density Residential – New $133.00 Flat Rate + $5.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $140.00 Flat Rate + $5.00 per each additional $1000.00 in value of construction.- plumbing permit fees included 2% Exempt Schedule V Part VI (ETA)- ExemptICI & High Density Residential Major Alterations/Renovations/Additions(> 100,000) $1,000.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $1,000.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included 0% Exempt Schedule V Part VI (ETA)- ExemptICI & High Density Residential Minor Alteration/Renovations/Additions($100,000 or less) $265.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included $275.00 Flat Rate + $8.00 per each additional $1000.00 in value of construction.- plumbing permit fees included4% Exempt Schedule V Part VI (ETA)- ExemptDecks, Sheds, Accessory Buildings, Pools, etc. $133.00 Flat Rate + $10.00 per each additional $1000.00 in value of construction. $140.00 Flat Rate + $10.00 per each additional $1000.00 in value of construction. 5% Exempt Schedule V Part VI (ETA)- ExemptPart 9 Residential Demolition 133.00 140.00 5% Exempt Schedule V Part VI (ETA)- ExemptDemolition – all others 530.00 550.00 4% Exempt Schedule V Part VI (ETA)- ExemptWater Connection, Sewer Connection or repair 133.00 140.00 5% Exempt Schedule V Part VI (ETA)- ExemptChange of Use Permit (no construction) 265.00 270.00 2% Exempt Schedule V Part VI (ETA)- ExemptConditional Permit Agreement 265.00 270.00 2% Exempt Schedule V Part VI (ETA)- ExemptAlternative Solution Review (Fee + Cost of Peer Review) 530.00 540.00 2% Exempt Schedule V Part VI (ETA)- ExemptOccupant Load Inspection Analysis & Report (per hr, one hr minimum) 80.00 90.00 13% Exempt Schedule V Part VI (ETA)- ExemptAGCO Agency Approval 80.00 90.00 13% Exempt Schedule V Part VI (ETA)- ExemptRe-inspection 80.00 90.00 13% Exempt Schedule V Part VI (ETA)- ExemptIssue Order 175.00 200.00 14% Exempt Schedule V Part VI (ETA)- ExemptTransfer Permit 107.00 125.00 17% Exempt Schedule V Part VI (ETA)- ExemptConstruction w/o Permit Double the initial permit rate Double the initial permit rate 0% Exempt Schedule V Part VI (ETA)- ExemptSignsPermit fees - signs - permanent a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of a) $100.00 first $1,000.00 of estimated value of construction plus b) $7.00 per each additional $1,000.00 or part there of Increase per/$1000 rateExemptSchedule V Part VI (ETA)- ExemptPermit fees - signs - mobile 30.00 35.00 17% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - sign - construction/placement without a permit double initial permit double initial permit 0% ExemptSchedule V Part VI (ETA)- ExemptTown of TillsonburgPage 3Page 348 of 380 2023 Fees By‐lawBuilding‐Bylaw‐PlanningItem 2022 Fee 2023 Fee % Change Tax NotesSign Variance - Minor Variance - Director Approval 280.00 300.00 7% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - Major Variance - Council Approval 420.00 450.00 12% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - Appeal Application 280.00 300.00 7% ExemptSchedule V Part VI (ETA)- ExemptSign Variance - after the fact 1.5 the initial application rate 1.5 the initial application rate 0% ExemptSign Removal - General 125.00/sign 125.00/sign 0% HSTSign Removal - Mobile Sign 290.00 325.00 12% HSTSign Removal - Posters 25.00/ea + cost to repair any damage to public property 25.00/ea + cost to repair any damage to public property 0% HSTSign Removal - Temporary Signs 25.00/ea 25.00/ea 0% HSTSign Removal - A-Frame/Sandwich Board/Sidewalk Signs 100/ea 100/ea 0% HSTSign Removal - Banner Sign 250.00/ea 250.00/ea 0% HSTPermit fees - temporary buildings 2,000.00 2,000.00 0% ExemptSchedule V Part VI (ETA)- ExemptPermit fees - transfer of permit 56.00 65.00 16% ExemptSchedule V Part VI (ETA)- ExemptBuilding LicencesTaxi Cab Driver's Licence 35.00 35.00 0% ExemptSchedule V Part VI (ETA)- Exempt (As in 2016 Taxi By-Law report.)Taxi Cab Owner Stand 125.00 125.00 0% ExemptSchedule V Part VI (ETA)- ExemptTaxi Cab Owner Licence 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Taxi Cab Vehicle Licence 65.00 65.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Group Transportation Owner Licence 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Group Transportation Drivers Licence 35.00 35.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Group Transportation Vehicle Licence 75.00 75.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Group Transportation Vehicle Licence Renewal 50.00 50.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Limousine Driver's Licence 65.00 65.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Limousine Owner Licence 70.00 70.00 0% ExemptSchedule V Part VI (ETA)- Exempt (as per by-law 4051) As in 2016 Taxi By-Law report.Limousine Vehicle Licence 72.00 72.00 0% ExemptSchedule V Part VI (ETA)- Exempt (annual fee - as per by-law 4051)Kennel - new 100.00 100.00 0% ExemptSchedule V Part VI (ETA)- ExemptKennel - renewal 100.00 100.00 0% ExemptSchedule V Part VI (ETA)- ExemptPlanning & DevelopmentCash-in-lieu of parkland (low density residential consents) 4,000.00 8,000.00 100% ExemptUp to 5% of lot value for residential & 2.5% for commercial - increase due to land value increase based on 160k lot.Planning Application - Minor Variance 1,100.00 1,250.00 14% ExemptPlanning Application - Minor Variance - after the fact 2,200.00 2,500.00 14% ExemptPlanning Application - Site Plan - Minor 575.00 650.00 13% ExemptPlanning Application - Site Plan - Minor - after construction 1,150.00 1,300.00 13% ExemptPlanning Application - Site Plan - Major 1,400.00 1,600.00 14% ExemptPlanning Application - Site Plan - Major - after construction 2,800.00 3,200.00 14% ExemptPlanning Application - Site Plan - Amendment Application 575.00 675.00 17% ExemptPlanning Application - Site Plan - Amendment Application after-the-fact 1,150.00 1,350.00 17% ExemptSite Plan Application - 3rd & subsequent submissions 575.00 675.00 17% ExemptSite Plan Agreement Administration Fee (includes registration on title) 575.00 675.00 17% ExemptPlanning Application - Zone Change- prior to use 1,450.00 1,700.00 17% ExemptPlanning Application - Zone Change- after use has occupied 2,900.00 3,400.00 17% ExemptPlanning Application - Zoning - Removal of (H) 275.00 300.00 9% ExemptSubdivision Certificate 65.00 75.00 15% ExemptZoning Certificate 55.00 55.00 0% ExemptSchedule V Part VI (ETA)- ExemptZoning Certificate - urgent request - less than 5 business days 75.00 75.00 0% ExemptCivic Addressing - Readdressing 125.00 135.00 8% ExemptLand Division (severance) Clearance Letter 75.00 75.00 0% ExemptSeverance Agreement 1,200.00 1,400.00 17% ExemptPlanning - Preserving Agreement Administration fee 1,800.00 2,000.00 11% HSTSubdivision Agreement Administration Fee 1,900.00 2,200.00 16% HSTTown of TillsonburgPage 4Page 349 of 380 2023 Fees By‐lawBuilding‐Bylaw‐PlanningItem 2022 Fee 2023 Fee % Change Tax NotesSubdivision Drawing Review Fee (per lot) - 1st and 2nd submission 110.00 125.00 14% ExemptSubdivision Drawing Review Fee (per lot) - 3rd submission & thereafter 55.00 65.00 18% ExemptEngineering Inspection Fee 185.00 210.00 14% ExemptStorm Water Management Pond Review 550.00 650.00 18% ExemptEncroachment Agreement Fee 1,400.00 1,600.00 14% ExemptSchedule V Part VI (ETA)- ExemptEncroachment Permit Fee 25.00 30.00 20% HSTEasement Research Request 125.00 145.00 16% ExemptEngineering Certificate Request 125.00 145.00 16% ExemptTown of TillsonburgPage 5Page 350 of 380 2023 Fees By‐lawClerksItem 2022 Fee 2023 Fee % Change Tax NotesClerk Issued Documents -LicencesRefer to Town Business Licence Bylaw for definitions and requirements for Clerk Issued Licences.Business Licence New Business 140.00 145.00 4% ExemptSchedule V Part VI (ETA)- ExemptHome occupation Business 140.00 145.00 4% ExemptSchedule V Part VI (ETA)- ExemptBusiness Licence per yearAuctioneer Licence 205.00 210.00 2% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Licence - renewal 65.00 70.00 8% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Licence - new 205.00 210.00 2% ExemptSchedule V Part VI (ETA)- ExemptPawnbroker Security Deposit - refundable 2,000.00 2,000.00 0% ExemptSchedule V Part VI (ETA)- ExemptVending/Salesperson Licence 205.00 210.00 2% ExemptSchedule V Part VI (ETA)- ExemptFood Vending Licence 205.00 210.00 2% ExemptSchedule V Part VI (ETA)- ExemptEvent Organizer Licence 205.00 210.00 2% ExemptCharge does not apply to not for profit organizationsMarriages Marriage Licence 135.00 140.00 4% ExemptSchedule V Part VI (Excise Tax Act (ETA))- ExemptMarriage Ceremony - Council Chambers 250.00 270.00 8% HSTIn Council Chambers during business hours.Marriage Ceremony - Other Location (plus applicable mileage) 300.00 325.00 8% HSTWithin Town limits - outside Town limits subject to mileage. Witness if required 25.00 30.00 20% HSTTwo witnesses are required for each ceremony. Other Burial Permits 20.00 25.00 25% ExemptSchedule V Part VI (ETA)- ExemptPhotocopying/ Printing double sided 0.55 0.58 5% HSTPhotocopying/ Printing single sided 0.50 0.52 4% HSTCommissioner of Oaths (Pension applications and bankruptcy forms exempt) 25.00 30.00 20% ExemptPension applications and bankruptcy forms Exempt.Register Document on Title 285.00 300.00 5% ExemptRemove/Release Document from Title 285.00 300.00 5% ExemptTitle Search 75.00 80.00 7% ExemptFreedom of Information Request (FOI) - Application Fee 5.00 5.00 0% ExemptInitial fee; Costs to fulfill request may apply, per S. 45(1) of MFIPPA.Town of TillsonburgPage 6Page 351 of 380 2023 Fees By‐lawFinanceItem 2022 Fee 2023 Fee % Change Tax Unit NotesCorporatePhotocopying/ Printing double sided 0.55 0.58 5%HST per pagePhotocopying/ Printing single sided 0.50 0.52 4%HST per pageInterest on overdue accounts (per month) 1.25% 1.25%0%HST per month Similar rate to taxes in arrears, per Municipal Act, 2001, c. 25, s. 345 (3)Tax DepartmentTax certificate 50.00 55.00 10% Exempt each Fee Increase for 2023Tax registration service costs 3,000.00 As per direct RealTax costs 0% Exempt eachTax Sale Registrations are handled by Realtax Recovery Specialists. This charge is no longer applicable. Tax Bill reprint 10.00 10.00 0% Exempt eachTax receipt 10.00 10.00 0% Exempt eachPayment Redistribution 15.00 15.00 0% Exempt eachPayment Refund Administration Fee - 25.00 NEW Exempt New Fee for 2023Water/Sewer Admin Charge 45.00 45.00 0% Exempt eachTax Statement (Paper Copy Only) 10.00 10.00 0% Exempt each Charge only for paper copyMortgage Billing Fee (per roll number/per billing) - 10.00 NEW Exempt each New Fee for 2023Past Due Notice Fee - 5.00 NEW Exempt each New Fee for 2023New Account Fee - 30.00 NEW Exempt each New Fee for 2023Addition to the Tax Roll - Cost Recovery + 25% - 25%NEW Exempt each New Fee for 2023Tax Sale Procedures - Cost Recovery + 25% - 25%NEW Exempt each New Fee for 2023CorporateNSF Fee 35.00 45.00 29% HST each Fee Increase for 2023Town of TillsonburgPage 7Page 352 of 380 2023 Fees By‐lawFireItem 2022 Fee 2023 Fee % Change Tax Unit NotesFireFalse Alarm Response Fee - Preventable Fire Alarm - Panel Alarms - 1st Offence 1/2 Current MTO Rates 1/2 Current MTO Rates Exempt Per Incident First Offence 50% of Regualr MTO RatesFalse Alarm Response Fee - Preventable Fire Alarm - Panel Alarms - 2nd and any additional Offence Current MTO Rates Current MTO Rates Per Incident 2 Apparatus responseFalse Alarm Response Fee - Work is being performed on a fire alarm system and the owner fails to notify Fire Department Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourEach incident based on 2 Apparatus responseMotor Vehicle Accident / Vehicle Fire Response Fee Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsWhere possible this fee will be charged to insurance company of vehicle owner, otherwise the fee is chargeable to the registered owner of the vehicle.Motor Vehicle Accident or Vehicle Fire Response fee on a Provincial Highway Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsThis fee will be charged to the Ministry of Transportation for all vehicle accident or vehicle fire related services that occur on provincial highways. Natural Gas Leak Response Fee - Caused by an individual or company Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hour + materialsThis fee is chargeable where the fire department responds and determines that a natural gas incident has been caused directly bya person or company.Hazardous Materials Response fee Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hour + materialsThis fee is chargeable to the person or company that has control of a Hazardous Material that’s release has resulted in the response of the fire department.Fire Watch or Stand By Authorized by the Fire Chief Current MTO Rate + Consumables Current MTO Rate + Consumables (based on MTO set rate)Exempt per hour or half hourThis fee is charged to the insurance company of the registered owner of a property, otherwise the registered owner of the propertywhere in the opinion of the fire chief or his designate a fire is likely to occur. Violation of Conditions of Burn Permit - 1st and any additional Offence Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourThis fee is charged to the property owner where the fire department attends a burn complaint and is required to extinguish an open air burn or where the open air by-law is contraviened and the fire department attends due due to a complaint.Open Air Burning -Illegal/Unauthorized Fire Current MTO Rates Current MTO Rates (based on MTO set rate)Exempt per hour or half hourFire Department Fee for Expenses Incurred for Equipment, Expertise, Materials, Required to Extinguish a Fire, including but not limited to heavy equipment, speiclized equipment, tow trucks, foam, Engineers etc.) Actual Cost Actual Cost Exempt Per Incident This fee is charged to the insurance company of the registered owner of a property, otherwise the registered owner of the propertywhere in the opinion of the fire chief or his designate it is necessary to employ heavy equipment to extinguish a fire or protect adjacent properties from the spread of fire. Fee for MTO - ARIS Owner / Contact Information Search 45.00 50.00 11% HST Per Incident Fee added to the hourly fire department response charge any timethat the fire departent is required to access the MTO ARIS data base. This fee is 100% cost recovery only based on fee charged to the Town of Tillsonburg.Fee for Fire Department Incident Report 125.00 135.00 8% HST eachFee for Fire Department Investigation Report 235.00 245.00 4% HST eachFee for Fire Department File Search for Outstanding Orders / Inspection Reports / Incident Reports 125.00 125.00 0% HST each requestFee Fire Department Request Fire Code Inspection - Commercial, Industrial, or Institutional building less than 930m2 (10,000 sq.ft.) 250.00 265.00 6% HST each OBC Classification A, B, D, E & F. Residential (OBC C) removed for 2015 and listed separate.Fee for Fire Department Request Fire Code Inspection Each additional 185m2 (2000 sq.ft.) in a Commercial, Industrial or Institutional building 35.00 35.00 0% HST each New fee for additional area over base feeFee Fire Department Request Fire Code Inspection a Residential building up to and including 4 suites or apartments 250.00 265.00 6% HST each OBC Classification C. Separated from other occupancies for 2015.Fee Fire Department Request Fire Code Inspection each additional suite or apartment over base fee 35.00 35.00 0% HST each New fee for additonal unit(s). Fee per apartment over base fee.Town of TillsonburgPage 8Page 353 of 380 2023 Fees By‐lawFireItem 2022 Fee 2023 Fee % Change Tax Unit NotesFee Fire Department Request Fire Code Inspection of a licensed Occupancy excluding a daycare 250.00 265.00 6% HST eachFee Fire Department Request Fire Code Inspection of a Daycare Facility 100.00 100.00 0% HST eachFee for Fire Department Request to Conduct Verification of VO Fire Drill Scenario 250.00 265.00 6% HST each For verifying fire drills are conducted within established time limits in occupancies with vulnerable occupants. Cost recovery of Fee to Conduct Business License Inspection 90.00 100.00 11% Exempt eachFee for Re-Inspections if Violations not Remedied 250.00 265.00 0% HST each Subsequent inspections following the second. Fee charged to registered owner.Residential Smoke or Carbon Monoxide Alarm Installed in a Residence 50.00 55.00 10% HST, if not returnedeach Fee to Install Smoke and CO in Residence for ComplianceFire Department approval of a Demolition Permit issued by the Building Department. 125.00 135.00 8% HST eachFee to review an application for a licence to sell Consumer Fireworks (F.1) including a site inspection and review of Fire Safety Plan 200.00 215.00 8% HST eachFee to Review Fireworks Display Application (F.2) Event 150.00 150.00 0% HST each Town of Tillsonburg sponsored event are Exempt from this fee.Fee to Review Licence to Conduct a Pyrotechnics (F.3) Display Application, Safety Plan Review, Site Plan Inspection 220.00 220.00 0% HST eachFee for Open Air Burn Permit 75.00 75.00 0% HST eachFee to Review Fire Safety Plan 100.00 125.00 25% HST eachFee to Review, Approve a Level 1 Risk Management Plan for TSSA Licence for Propane Storage 350.00 350.00 0% HST eachFee to Review, Approve Level 2 Risk Management Plan for TAAS Licence for Propane Storage, plus actual costs to retain a 3rd part engineer or other firm if required. 790.00 800.00 1% HST each Plus actual costs to retain a 3rd part engineer or other firm if required.Fee for Fire Safety Training, plus cost of materials 115.00 120.00 4% HSTper hourPlus cost of materialsFee for Fire Extinguisher Training (Theory) 110.00 120.00 9% HST Max 20 studentsFee for Fire Extinguisher Training (Practical with Burn Prop) 200.00 215.00 8% HSTFee to Recharge SCBA Breathing Cylinder 35.00 35.00 0% HST per cylinder Excludes customers with special agreementRental of Training Room (excluding emergency services) 225.00 235.00 4% HST per dayTown of TillsonburgPage 9Page 354 of 380 2023 Fees By‐lawTillsonburg Community Centre (TCC)Programs 2022 Fee 2023 Fee % Change Tax Unit NotesCommunity Centre - AquaticsWater Fitness - 10 passes59.0562.00 5% HST 10 passes UFS applicableLand Fitness - 10 passes59.0562.005% HST 10 passes UFS applicableLand Fitness (1/2 hour class) - 10 passes29.5531.00 5% HST 10 passesWater Fitness - 20 passes95.40100.15 5% HST 20 passes UFS applicableLand Fitness - 20 passes95.40100.155% HST 20 passes UFS applicableLand Fitness (1/2 hour class) - 20 passes47.7050.10 5% HST 20 passes30 minute Swimming Lesson 7.257.40 2% Exemptper lesson Schedule V, Part VI, UFS Applicable45 minute Swimming Lesson 7.657.80 2% Exemptper lesson Schedule V, Part VI, UFS Applicable60 minute Swimming Lesson8.108.25 2% Exemptper lesson Schedule V, Part VI, UFS ApplicableBronze Star66.2067.52 2% HST course UFS applicableBronze Medallion82.2583.90 2% HSTper course UFS applicableBronze Cross82.2583.90 2% HSTper course UFS applicableFirst Aid104.05106.15 2% HSTper course UFS applicableFirst Aid Recert72.8574.31 2% HST per course UFS applicableNational Lifeguard227.45232.00 2% HSTper course UFS applicableNational Lifeguard Recert54.1055.20 2% HSTper course UFS applicableAssistant Swimming Instructors School70.1071.50 2% HSTper course UFS applicableAdditional Fee28.9529.55 2% HSTper course UFS applicableSwim for Life Instructors School110.55112.75 2% HSTper course UFS applicableLifesaving Instructors110.55112.75 2% HSTper course UFS applicableSwim/Lifesaving Instructors227.45232.00 2% HST per course UFS applicablePrivate Lessons (14+ years) 20.40 20.80 2% HST per lesson UFS applicablePrivate Lessons 20.40 20.80 2% Exempt per lesson Youth, UFS applicableSemi-Private Lessons 14.05 14.35 2% Exempt per lessonLifesaving Sport Fundamentals 7.70 7.85 2% Exempt per lesson YouthSwim Synchro Swimming Lessons 7.70 7.85 2% Exemptper lesson YouthSynchronized Swimming Team 525.50 536.00 2% Exempt 9 Months Youth, UFS applicableFirst Aid Instructor 111.55 113.80 2% HSTper courseNational Lifeguard Instructor 160.15 163.35 2% HSTper course UFS applicableExaminer Standards/Advanced Instructors 40.20 41.00 2% HSTper course UFS applicableCommunity Centre - classes, courses, and campsBabysitting Course 57.45 58.60 2% Exempt 8hr course Schedule V, Part VIYouth Program 30 min class 6.50 6.65 2% Exemptper lesson Schedule V, Part VIYouth Program 45 min class 7.50 7.65 2% Exemptper lessonYouth Program 60 min class 8.50 8.70 2% Exemptper lesson Schedule V, Part VIYouth Program - Specialty Course 11.90 12.15 2% Exemptper lessonTeen Program 30 min 6.50 6.65 2% HSTper lessonTeen Program 45 min 7.50 7.65 2% HSTper lessonTeen Program 60 min 8.50 8.65 2% HSTper lessonKarate - Kids Karate 5.25 5.35 2% Exemptper lesson Schedule V, Part VIKarate - Tiny Tigers 4.25 4.35 2% Exemptper lesson Schedule V, Part VIWorkshops - 1/2 day28.65 29.20 2% HSTWorkshops - Specialty Course 86.55 88.30 2% HSTWorkshops - 8 hours 114.80 117.10 2% HSTYouth Camp - week 146.65 149.60 2% Exempt week Schedule V, Part VIYouth Camp day36.40 37.15 2% Exempt dailySchedule V, Part VIYouth Camp Lunch8.00 new Exempt each Schedule V, Part VIYouth Camp Special 202.30 206.35 2% Exempt week Schedule V, Part VIYouth Camp - short week 118.20 120.55 2% Exempt Schedule V, Part VICommunity Centre - EventsCommunity Centre - Facility RentalsArena - Internet Access Fee 100.00 100.00 0% HSTper yearArena - Weekdays before 5pm & after 11pm 99.80 101.80 2% HST hour Effective April through MarchArena - Weekdays after 5pm & weekends 185.50 189.20 2% HST hour Effective April through MarchTown of Tillsonburg10Page 355 of 380 2023 Fees By‐lawTillsonburg Community Centre (TCC)Programs 2022 Fee 2023 Fee % Change Tax Unit NotesArena - Minor 130.30 132.90 2% HST hour Effective April through MarchArena - Shinny 6.00 6.10 2% HSTper personArena - Ice Flat Rate 450.50 459.50 2% HSTper dayArena Floor - Commercial 2,373.85 2421.35 2% HSTper dayArena Floor - Full Use 1,788.55 1824.30 2% HSTper dayArena Floor - Flat Fee (no set up)585.15 596.85 2% HSTper dayArena Floor - Chilled Floor (additional fee)2,252.30 2297.35 2% HSTper dayArena Floor - Hourly League Fee 72.25 73.70 2% HSTper hourArena Floor - Set up Day/Tear Down Day894.30 912.20 2% HSTper dayArena Storage Room A 28.10 28.65 2% HSTper monthArena Storage Room B 16.95 17.30 2% HSTper monthArena Storage Room C 5.80 5.90 2% HSTper monthArena - Mini Practice Rink 48.05 49.00 2% HST hourAuditorium - Friday or Saturday563.05 574.30 2% HSTper dayAuditorium - Sunday - Thursday314.65 320.95 2% HSTper eveningAuditorium - Hourly 63.55 64.80 2% HSTRoom Set up & Decorating Fee (Day before)118.10 120.45 2% HSTBall Diamond - Occasional Use 84.45 86.15 2% HSTper dayBall Diamond - Seasonal Youth Team 84.45 86.15 2% HSTBall Diamond - Seasonal Team Practice 298.10 304.05 2% HSTper teamBall Diamond - Seasonal Adult Team 491.35 501.20 2% HSTper teamBall Diamond - 2-day Tournament (Annandale Diamonds)579.60 591.20 2% HST 2 daysBall Diamond - Tournament per diamond per day84.45 86.15 2% HSTper diamond/dayBall Diamond - portable washrooms - 1 day tournament 220.85 240.05 8% HST 2 unitsBall Diamond - portable washrooms - 2 day tournament 276.00 300.00 8% HST 2 unitsTractor with Groomer - Prep Friday83.95 85.65 2% HSTper eventTractor with Groomer - Prep Saturday42.00 45.00 7% HSTper eventTractor with Groomer - Prep Sunday42.00 45.00 7% HSTper eventTractor with Groomer - Repair Monday82.25 83.90 2% HSTper eventAdministrative Fees 110.35 112.55 2% HSTper eventSite clean up - 1 or 2 day event 179.65 183.25 2% HST 3 staffBall Diamond - Key Deposit 12.65 15.00 16% HST eachper keyBall Diamonds - Lights left on/equipment not stored 54.05 55.15 2% HSTper occurrenceDamage Deposit 551.80 562.85 2% ExemptDen - Fri or Sat 192.45 196.30 2% HSTper dayDen - Sun - Thursday 140.20 143.00 2% HSTper dayDen - Hourly 33.60 34.25 2% HSTEntire TCC Building - 1 arena 9am-4pm2,241.30 2286.15 2% HSTEntire TCC Building - 2 arenas 9am-4pm2,815.35 2871.65 2% HSTGibson House 74.60 76.10 2% HSTper dayGibson House - Hourly29.15 29.75 2% HSTper hourKinsmen Canteen 28.65 29.25 2% HST per dayKitchen Rental - Daily75.00 new HSTper eventKitchen Rental - 3 Day Weekend 200.00 new HSTper eventLobby Area 34.50 35.20 2% HSTMarwood B or C 74.60 76.10 2% HST per dayMarwood BC 145.70 148.60 2% HST per dayMarwood B or C - Hourly 28.15 28.70 2% HSTMarwood BC - Hourly 33.65 34.30 2% HSTMemorial Pavilion (full) or Kinsmen Bandshell 97.30 99.25 2% HST per dayMemorial Pavilion (half) or Kinsmen Bandshell 60.70 61.90 2% HST per dayMemorial Park for Major Concert (includes bandshell & 689.75 703.55 2% HST per event up to 4 Newman Park Gazebo 59.10 60.20 2% HST per dayParking Lot 118.10 120.45 2% HST per dayRotary Room 74.60 76.10 2% HSTRotary Room - Hourly 28.65 29.20 2% HSTRowing Club per month 104.50 106.60 2% HSTTown of Tillsonburg11Page 356 of 380 2023 Fees By‐lawTillsonburg Community Centre (TCC)Programs 2022 Fee 2023 Fee % Change Tax Unit NotesSchool Lessons 4.10 4.20 2% Exempt per person Youth, UFS applicableSoccer Field Rental - Adults (Gyulveszi Park) 5.00 new HST per hourSoccer Field Rental - Under age 14 (Gyulveszi Park) 5.00 new Exempt per hourSwim to Survive Rentals 96.85 98.70 2% Exempt per hour Youth, UFS applicableSwim to Survive Instructor Fee 21.00 25.00 16% HST per hourSwim Meet 332.35 339.00 2% HST per day UFS applicableSwim Meet Evening 163.05 166.30 2% HST per day UFS applicableSwim Team Practice 74.15 75.65 2% HST per hourStorage Pool Deck 29.15 29.75 2% HST per monthSwim Lane 16.50 16.85 2% HST per hourStorage Rooms 117.05 119.40 2% HST per contractStorage Office A 28.65 29.20 2% HST per monthStorage Office B 17.35 17.70 2% HST per monthStorage Office C 5.90 6.00 2% HST per monthPool - 0-50 swimmers 94.60 96.50 2% HST per hour UFS applicablePool - 101+swimmers 241.00 245.82 2% HST per hour UFS applicablePool - 51-100 swimmers 128.35 130.90 2% HST per hour UFS applicableWaterPark - 0-100 swimmers 337.90 344.65 2% HST hour UFS applicableWaterPark- 0-100 swimmers - extra hour 225.15 229.65 2% HST add. Hr. UFS applicableWaterpark 101-300 swimmers 459.50 469.70 2% HST hour UFS applicableWaterpark 101-300 swimmers - extra hour 337.90 344.65 2% HST add. Hr. UFS applicableWaterpark 300+ swimmers 619.45 631.85 2% HST hour UFS applicableWaterpark 300+ swimmers - extra hour 489.80 499.60 2% HST add. Hr. UFS applicableWaterpark Board of Ed 100 swimmers 299.65 305.65 2% HST hour UFS applicableWaterpark Board of Ed 100 swimmers add. Hr. 166.45 169.80 2% HST add. Hr. UFS applicableWaterpark Board of Ed 100+ swimmers 532.80 543.45 2% HST hour UFS applicableWaterpark Board of Ed 100+ swimmers add. Hr. 266.50 271.85 2% HST add. Hr. UFS applicableCOVID Cleaning Fee 25.00 25.00 0% HST eachCOVID Cleaning Fee 50.00 50.00 0% HST eachCOVID Cleaning Fee 100.00 100.00 0% HST eachCommunity Centre - Leagues and MembershipsAdult League - Individual 62.95 64.20 2% HST eachAdult League - Team 406.35 414.50 2% HST per teamAdult League - OVA Refs Vollyball 590.00 601.80 2% HST per teamCourt Membership - Adult 56.25 57.40 2% HST SeasonalCourt Membership - Youth 20.25 20.65 2% HST SeasonalTennis Lessons - 1 hour 11.20 11.40 2% HST per lessonTennis Lessons - 1/2 hour 4.95 5.05 2% HST per lesson YouthTennis Advanced Lessons - 1 hour 11.75 12.00 2% HST per lessonTennis Lessons - 1 hour 90.00 91.80 2% HST 8 lessons UFS applicableTennis Lessons - 1/2 hour 39.45 40.25 2% HST 8 lessonsTennis Advanced Lessons - 1 hour 93.85 95.75 2% HST 8 lessonsAdult Pickleball Program (11 weeks) 44.00 new HST 11 weeksMembership - Land Fitness - 12 mo338.90new HST 12 monthMembership - Water Fitness - 12 mo 332.25 338.90 2% HST 12 monthMembership - Personal Training - 20 210.00 214.20 2% HST 20 sessions 1/2 hr UFS applicableMembership - Personal Training - 10 119.30 121.70 2% HST 10 sessions 1/2 hr UFS applicableMembership - Pool - 12 month 210.85 215.05 2% HST eachMembership - Pool - 6 month 147.95 150.90 2% HST eachTown of Tillsonburg12Page 357 of 380 2023 Fees By‐lawTillsonburg Community Centre (TCC)Programs 2022 Fee 2023 Fee % Change Tax Unit NotesMembership - Pool 20 Pass 70.10 71.50 2% HST eachMembership - Skate 20 Pass 70.10 71.50 2% HST eachMembership - Weight Training 60.15 61.35 2% HST up to 6 hoursMembership - HC Plus - 12 Month 640.00 new HST 12 monthMembership - HC Adult - 01 month 77.80 79.35 2% HST 1 monthMembership - HC Adult - 03 month 204.30 175.05 -17% HST 3 monthMembership - HC Adult - 12 month 457.05 466.20 2% HST 12 monthMembership - HC Adult - 5 pass 48.30 49.25 2% HST 5 visitsMembership - HC Adult - 10 pass 94.50 96.40 2% HSTMembership - HC Adult - 20 Pass 181.05 184.65 2% HST 20 VisitsMembership - HC Family - 01 month 175.50 179.00 2% HST 1 monthMembership - HC Family - 03 month 437.90 394.88 -11% HST 3 month Membership - HC Family - 12 month 916.35 934.70 2% HST 12 monthMembership - HC Student/Senior - 01 month 62.95 64.20 2% HST 1 monthMembership - HC Student/Senior - 12 month 337.80 344.55 2% HST 12 monthMembership - Student - 5 Passes 27.55 28.10 2% HST 5 visitsMembership - Student - 10 Passes 49.90 50.90 2% HSTMembership- Student - 20 Passes 89.50 91.30 2% HSTMembership - HC Glendale Student 103.80 105.90 2% HST 5 MonthMembership - Replacement Card 5.50 5.60 2% HST eachMembership - Squash Adult - 10 pass 93.85 95.75 2% HST per court (1hr)Pay as you go - AdmissionAquatfit/Fitness/Yoga Class 8.15 8.30 2% HST included eachFitness / Yoga (1/2 hr class) 4.10 4.15 1% HST included eachBoard of Education - Squash/HC 2.85 2.90 2% HST included UFS applicableBoard of Education - Arena/Pool 3.10 3.15 2% HST included UFS applicableDrop In Swimming Lessons 9.00 9.20 2% HST included per lesson Min Age of 12Drop In Swimming Lessons - ea. Additional child 5.55 5.65 2% HST included per lessonDrop-in Pickleball6.78 new HST included eachHealth Club Adult 10.95 11.15 2% HST included eachHealth Club - Youth 5.95 6.05 2% HST included eachSquash 11.20 11.40 2% HST included per court (1 hr) UFS applicableRoller Skate - Admission No skate rental 2.50 3.00 17% HST included UFS applicableSwim Child 2.50 2.55 2% HST included eachSwim Family 10.00 12.00 17% HST included eachSwim - Over 14 4.75 4.85 2% HST included eachSkate Child 2.50 2.55 2% HST included eachSkate Family 10.00 12.00 17% HST included eachSkate - Over 14 4.75 4.85 2% HST included each UFS applicableWallyball 11.70 11.90 2% HST included per court (1 hr) UFS applicableWaterpark 2-5 yrs - 0.00 0% HST included each UFS applicableWaterpark Grandparents Day - 0.00 0% HST included UFS applicableWaterpark 60 years & over 6.25 6.40 2% HST included each UFS applicableWaterprak 60 years & Over Half Price 3.15 3.20 2% HST included each UFS applicableWaterpark 6-14 yrs 5.75 5.85 2% HST included each UFS applicableWaterpark 6-14 yrs Half Price 2.90 2.95 2% HST included each UFS applicableWaterpark Additional Family Member 2.50 2.55 2% HST included each UFS applicableWaterpark Adult 8.25 8.45 2% HST included each UFS applicableWaterpark Adult Half Price 4.15 4.25 2% HST included each UFS applicableWaterpark Family 29.00 29.60 2% HST included per family of 5 UFS applicableTown of Tillsonburg13Page 358 of 380 2023 Fees By‐lawTillsonburg Community Centre (TCC)Programs 2022 Fee 2023 Fee % Change Tax Unit NotesWaterpark Family Half Price 14.50 14.80 2% HST includedper family of 5 UFS applicableWaterpark Tillsonburg Resident Pass (6 +) 40.00 40.80 2% HST per personWaterpark Non-resident Pass (Youth & Srs 60+) 55.00 56.10 2% HST per personWaterpark Non-resident Pass (Adult under 60) 75.00 76.50 2% HST per personCommunity Centre - Other feesLLWP Sponsorship 1200.00 new Exempt eachCommunity Swim/Skate Sponsorship 200.00 new Exempt eachSpecial Events: Expenses + 5% Administrative Fee new HstCapital Re-Investment Fee - Ice Rentals 2.50 new per hourAdmin - Refund Admin Fee 16.25 16.50 2% Exempt eachAdmin - Reprint receipt 5.40 5.50 2% Exempt eachAdmin - Consolidated Receipts (Child Tax Credit) 10.80 11.00 2% HST Operational requirementsAdmin - Copies - Single sided 0.30 0.52 42% HSTAdmin - Copies - Double sided 0.35 0.58 40% HSTRentals - 8' wooden tables 5.80 5.90 2% HSTRentals - Black plastic chairs 2.20 2.25 2% HST eachDelivery of Table & Chairs( per round trip) 28.10 28.65 2% HSTRentals - Black curtains/hardware rental per foot 2.80 2.85 2% HSTADVERTISING10% - 30% Reductions may apply to multiple advertising Advertising - Memorial Arena Board Back Lit 1,148.20 1171.15 2% HST eachAdvertising - Community Arena Backlit 574.10 585.60 2% HST eachAdvertising - Memorial Arena Board 745.25 760.15 2% HST eachAdvertising - Community Arena Board 458.25 467.40 2% HST eachAdvertising - Ice Re-Surfacer - Side 574.10 585.60 2% HST eachAdvertising - Ice Re-Surfacer - Top 1,148.20 1171.15 2% HST eachAdvertising - Ice Re-Surfacer - 3 sides 2,539.35 2590.15 2% HST eachAdvertising - Skate Aid 10.60 10.80 2% HSTper monthAdvertising - Inside Front/Back Page Glossy 1,683.70 1717.35 2% HST eachAdvertising - Back Page Glossy 2,252.30 2297.35 2% HST eachAdvertising - Brochure 1/8 page 114.80 117.10 2% HST eachAdvertising - Brochure 1/4 page 200.90 204.90 2% HST eachAdvertising - Brochure 1/2 page 343.30 350.15 2% HST eachAdvertising - Brochure 1/2 page Inside/Back Page Glossy 675.65 689.15 2% HST eachAdvertising - Brochure Full page 686.70 700.45 2% HST eachAdvertising - Brochure Full page (internal corporate) 225.30 229.80 2% HST eachAdvertising - Miscellaneous 114.80 117.10 2% HST eachAdvertising - Digital Ad Set up 22.40 22.85 2% HST eachAdvertising - Digital Ad - Monthly(min. 3 mos term) 56.25 57.40 2% HST eachAdvertising - Digital Ad - Tournament/Special Events 56.25 57.40 2% HST eachAdvertising - Fence - Per Season 125.85 128.35 2% HST per seasonAdvertising - Fence - Per Year 251.85 256.90 2% HST annuallyAdvertising - Infocaster Set Up 52.00 53.05 2% HST eachAdvertising - Infocaster - Small Ad 26.00 26.50 2% HST per monthAdvertising - Infocaster - Large Ad 52.00 53.05 2% HST per monthAdvertising - Infocaster - Tournament/Special Event 52.00 53.05 2% HST eachA 2nd advertisement gets 10% off both, a 3rd ad gets 20% off all 3 and a 4th ad gets Town of Tillsonburg14Page 359 of 380 2023 Fees By‐lawMuseumItem 2022 Fee 2023 Fee % Change Tax UnitMuseumMuseum-Admission-Adult 6.19 6.50 5%HSTdailyMuseum-Admission-Annual-Family Rate 46.02 48.30 5%HSTyearlyMuseum-Admission-Annual-Individual 20.35 21.35 5%HSTyearlyMuseum-Admission-Child 2.21 2.30 4%HSTdailyMuseum-Admission-Family Rate 12.39 13.00 5%HSTdailyMuseum-Admission-Group Rate 5.00 5.25 5%HSTdailyMuseum-Admission-Senior 5.09 5.35 5%HSTdailyMuseum-Admission-Student 3.10 3.25 5%HSTdailyMuseum Volunteer-Admission-Free FREE FREE dailyMuseum - Research (Genealogy) 25.00 30.00 20%HSTper hourMuseum-Permission Fees-Personal Use 2.50 4.50 80%HSTeachMuseum-Permission Fees-Pubication Use 5.50 8.50 55%HSTeachMuseum-Rentals-Audio Visual Equipment-Corporate FREE FREE eachMuseum-Rentals-Program Room or Grounds & Gardens - 25 - 50 51.00 55.00 8%HSTeachMuseum-Rentals-Grounds & Gardens-Corporate 51.00 75.00 47%HSTeachMuseum-Rentals-Kitchen 25.50 30.00 18%HSTeachMuseum-Rentals-Kitchen - Corporate 35.70 40.00 12%HSTeachMuseum-Rentals-Program Room - half day -non profite 51.00 55.00 8%HSThalf dayMuseum-Rentals-Program Room -full day - non profit 76.50 100.00 31%HSTfull dayMuseum-Rentals-Program Room-Corporate 76.50 100.00 31%HSThalf dayMuseum-Rentals-Program Room-Corporate 102.00 120.00 18%HSTfull dayMuseum-Rentals-Tour Surcharge-Groups 100-150 102.00 120.00 18%HSTeachMuseum-Rentals-Tour Surcharge-Groups 25-50 61.20 70.00 14%HSTeachMuseum-Rentals-Tour Surcharge-Groups 51-100 76.50 85.00 11%HSTeachMuseum- School Program- per student (1 hour) 2.50 3.00 20%ExempteachMuseum - School Program - per student (2 hours) 3.50 4.00 14%ExempteachMuseum - School Program - In Class 35.00 newExempteachMuseum - School Program - per student (1.5 hours) 3.25 newExempteachMuseum- Programs & Workshops 5.00 0%eachMuseum- Programs & Workshops 10.00 0%eachMuseum- Programs & Workshops 15.00 0%eachMuseum- Programs & Workshops 20.00 0%eachMuseum- Programs & Workshops 25.00 0%eachMuseum- Programs & Workshops 30.00 0%eachMuseum- Programs & Workshops 35.00 0%eachMuseum- Programs & Workshops 40.00 0%eachMuseum- Programs & Workshops 45.00 0%eachMuseum- Programs & Workshops 50.00 0%eachTown of Tillsonburg Page 15Page 360 of 380 2023 Fees By‐lawMuseumItem 2022 Fee 2023 Fee % Change Tax UnitMuseum- Programs & Workshops 55.00 0%eachMuseum- Programs & Workshops 60.00 0%eachMuseum- Programs & Workshops 65.00 0%eachMuseum- Programs & Workshops 70.00 0%eachMuseum- Programs & Workshops 75.00 0%eachMuseum- Programs & Workshops 80.00 0%eachMuseum- Programs & Workshops 85.00 0%eachMuseum- Programs & Workshops 90.00 0%eachMuseum- Programs & Workshops 95.00 0%eachMuseum- Programs & Workshops 100.00 0%eachMuseum-Admission - Pratt Gallery only 2.65 3.00 13%HSTeachMuseum- Special Event- Lunch & Learn Series Pass 81.60 100.00 23%HSTMuseum- Special Event - Lunch & Learn- Single ticket 25.50 30.00 18%HSTMuseum - Special Event - Luncheon 30.60 35.00 14%HSTMuseum - Special Event - Dinner 56.10 60.00 7%HSTper eventMuseum - Special Event - Performance 40.80 40.80 0%HSTSpecial Events: Expenses + 5% admin fee - 0%HSTTown of Tillsonburg Page 16Page 361 of 380 2023 Fees By‐lawCemetery‐ParksItem 2022 Fee 2022 Perpetual Care Fee 2022 Net Fee 2023 Fee 2023 Perpetual Care Fee 2023 Net Fee % ChangeTax Unit NotesInterment RightsGrave 10 x 4 800.00 320.00 480.00 800.00 320.00 480.00 0%HSTgraveInfant Grave 3X3 225.00 150.00 75.00 225.00 175.00 50.00 0%HSTgrave Fee is set by the ProvinceCremation Grave 3x3 600.00 240.00 360.00 600.00 240.00 360.00 0%HSTgraveColumbarium Niche - Level 1 2,100.00 315.00 1,785.00 1,600.00 240.00 1,360.00 -24%HSTniche does not include engravingColumbarium Niche - Level 2 2,150.00 322.50 1,827.50 1,650.00 247.50 1,402.50 newHSTniche does not include engravingColumbarium Niche - Level 3 2,200.00 330.00 1,870.00 1,700.00 255.00 1,445.00 newHSTniche does not include engravingColumbarium Niche - Level 4 2,250.00 337.50 1,912.50 1,750.00 262.50 1,487.50 newHSTniche does not include engravingColumbarium Niche - Level 5 2,300.00 345.00 1,955.00 1,800.00 270.00 1,530.00 newHSTniche does not include engravingColumbarium Niche - Level 6 2,350.00 352.50 1,997.50 1,850.00 277.50 1,572.50 newHSTniche does not include engravingColumbarium Niche - Level 7 2,400.00 360.00 2,040.00 1,900.00 285.00 1,615.00 newHSTniche does not include engravingColumbarium Niche - Level 8 2,450.00 367.50 2,082.50 1,950.00 292.50 1,657.50 newHSTniche does not include engravingFamily Columbarium 10,400.00 1,560.00 8,840.00 10,400.00 1,560.00 8,840.00 0%HSTcolumbarium does not include engravingCemetery ServicesCemeteries Regulation Unit burial and cremation 12.00 12.00 12.00 12.00 0%Exemptinterment Fee is set by the ProvinceColumbarium Niche Open/Close 200.00 200.00 200.00 200.00 0%HSTeachAdult Interment 835.00 835.00 835.00 835.00 0%HSTeachLead in fee, per 1/2 hour minimum 30.00 30.00 30.00 30.00 0%HSTper 1/2 hourCharged if lead in requested by Funeral HomeChild/ Infant Interment 300.00 300.00 300.00 300.00 0%HSTeachLength is 5' or lessCremated Remains Interment Infant 200.00 200.00 200.00 200.00 0%HSTeachCremated Remains Interment Adult 350.00 350.00 350.00 350.00 0%HSTeachStatutory Holidays - Funeral FeeHST eachWeekend - Funeral Fee 10:00am - 3:00pmnew HST eachWeekend - Funeral Fee - before 10:00am or after 3:00pmnew HST eachDisinterment/Exhumation- Relocation in Same 2,087.50 2,087.50 2,087.50 2,087.50 0%HSTeachDisinterment/Exhumation- Relocation in Same Cemetery-Adult Casket in Vault 1,878.75 1,878.75 1,878.75 1,878.75 0% HST eachDisinterment/Exhumation- Relocation in Another 1,565.63 1,565.63 1,565.63 1,565.63 0%HSTeachDisinterment/Exhumation- Relocation in Another Cemetery-Adult Casket in Vault 1,409.06 1,409.06 1,409.06 1,409.06 0% HST eachDisinterment/Exhumation-Child Casket 750.00 750.00 750.00 750.00 0%HSTeachLength is 5' or lessDisinterment/Exhumation-Adult Cremains (Ground) 475.00 475.00 475.00 475.00 0%HSTeachDisinterment/Exhumation-Child/Infant Cremains 300.00 300.00 300.00 300.00 0%HSTeachMarker/Foundation ServicesUpright Monument Foundation (5' depth) 27.00 27.00 27.00 27.00 0%HSTper cubic footVeteran Standing Monument Setting 200.00 200.00 200.00 200.00 0%HSTeachFlat Marker with Granite Border & no concrete 50.00 50.00 50.00 50.00 0%HSTeachFlat Marker with 4" concrete border 125.00 125.00 125.00 125.00 0%HSTeachMonument Care & MaintenanceFlat Markers 50.00 50.00 100.00 - 0%HSTeachUpright Markers Up to 48" 100.00 100.00 200.00 - 0%HSTeachUpright Markers Over 48" 200.00 200.00 400.00 - 0%HSTeachOther Fees & ServicesTransfer Fee/Replacement - Interment Rights Certificate 45.00 45.00 45.00 45.00 0%HSTeachMemorial (Park) Benches 2,200.00 200.00 2,000.00 3,200.00 320.00 2,880.00 45% HST eachGeneology Requests (per 1/2 hr) by appointment 30.00 30.00 new HST per 1/2 hourFees are set by the Province.Perpetual care fees regulated by the Province 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee 25% surcharge on applicable interment fee 25% surcharge on applicable interment fee 50% surcharge on applicable interment fee 50% surcharge on applicable interment fee Town of TillsonburgPage 17Page 362 of 380 2023 Fees By‐lawPublic WorksItem 2022 Fee 2023 Fee % Change Tax UnitAirportAirport - Aircraft Parking Fees - Daily 10.00 10.00 0% HST per dayAirport - Aircraft Parking Fees - Monthly 60.00 60.00 0% HST per monthAirport - Aircraft Parking Fees - Yearly 600.00 600.00 0% HST per yearAirport - Basement Boardroom rental (15'x29') half day 45.00 45.00 0% HST per half dayAirport - Basement Boardroom rental (15'x29') full day 80.00 80.00 0% HST per full dayAirport - Basement Rental per hour 15.00 15.00 0% HST per hourAirport - Boardroom Long term rental 290.00 290.00 0% HST per weekAirport - Hangar Land Lease per Sq. Ft. Fee Annually, adjusted by CPI Ontario for the previous 12-month average Nov-Oct, if warranted through a market rate comparison 0.31 0.33 6.48% HST per Sq. Ft.Airport - Infrastructure fee < 5,000 SF hangar 550.00 550.00 0% HST upon signingAirport - Infrastructure fee > 5,000 SF hangar 1,100.00 1,100.00 0% HST upon signingAirport - Maintenance fee 130.00 130.00 0% HST per yearAirport Toque 12.00 12.00 0% HST per unitAirport Fuel Call Out Fee 50.00 50.00 0% HST per call outAirport Administration Fee 35.00 35.00 0% HST per unitAirport Hangar Application Fee 310.00 310.00 0% HST per applicationAirport Hangar Transfer Fee 160.00 160.00 0% HST per applicationAirport Development Permit Fee 620.00 620.00 0% HST per applicationAirport Corporate Parking Fee (waived with fuel purchase) 25.00 25.00 0% HST up to 4 hrsAirport Corporate Parking Fee (waived with fuel purchase) 50.00 50.00 0% HST per dayAirport Corporate Landing Fee (waived with fuel purchase) 40.00 40.00 0% HST per landingRoadsPublic Works Administration Fee 51.00 52.00 2%HST flat rateRoads-Labourer/Operator (per hour) 40.00 41.00 3%HST per hourRoads-Labourer/Operator Overtime (per hour) 55.00 61.50 12%HST per hourRoads-Labour Double Time 71.00 72.00 1%HST per hour1/2 Ton Pickup Truck 15.00 15.00 0%HST per hour1-Ton Truck 33.00 35.00 6%HST per hourSingle Axle Dump Truck 80.00 80.00 0%HST per hour With Plow & Wing 13.00 15.00 15%HST per hour With Sander/Salter 20.00 20.00 0%HST per hour With Plow, Wing & Sander/Salter 33.00 35.00 6%HST per hour With Anti-Icing System 4.50 5.00 11%HST per hourFront End Loader 70.00 70.00 0%HST per hour With Plow Blade 7.00 8.00 14%HST per hourTown of TillsonburgPage 18Page 363 of 380 2023 Fees By‐lawPublic WorksItem 2022 Fee 2023 Fee % Change Tax Unit With Snowblower 180.00 180.00 0%HST per hourBackhoe 50.00 50.00 0%HST per hourGrader 75.00 75.00 0%HST per hourStreet Sweeper 80.00 80.00 0%HST per hourSidewalk Machine 45.00 47.00 4%HST per hour With Plow 6.00 7.00 17%HST per hour With Sander 5.00 6.00 20%HST per hour With Snowblower 18.00 20.00 11%HST per hour With Plow & Sander 11.00 12.00 9%HST per hour With Snowblower & Sander 23.00 25.00 9%HST per hour With Angle Broom 8.50 9.00 6%HST per hour With Flail Mower 10.00 12.00 20%HST per hour With Cold Planer 35.00 35.00 0%HST per hourLeaf Vacuum 90.00 90.00 0%HST per hourLine Striper 12.00 12.00 0%HST per hourSewer Rodder 95.00 95.00 0%HST per hourWood Chipper 25.00 25.00 0%HST per hourZero Radius Mower 30.00 30.00 0%HST per hourPortable Pump 35.00 35.00 0%HST per hourWalk Behind Snowblower 2.50 3.00 20%HST per hourWalk Behind Push Mower 2.50 3.00 20%HST per hourChainsaw 2.50 3.00 20%HST per hourTrimmer 2.00 3.00 50%HST per hourSmall Generator 10.00 10.00 0%HST per hourUtility Trailer 9.00 10.00 11%HST per hourConstruction & Demolition Disposal Cost Recovery Fee 25.00 25.00 0%HST per loadTown of TillsonburgPage 19Page 364 of 380 2023 Fees By‐lawTransitItem 2022 Fee 2023 Fee % ChangeTax UnitT-GO IN-TOWNTicket - Adult - Single Ride 2.50 2.50 0%ExemptSingle RideTicket - Adult - 10 Ride Pass 20.00 20.00 0%Exempt10 Ride PassTicket - Adult - Day Pass 8.00 8.00 0%ExemptDay PassTicket - Adult - Monthly Pass 60.00 60.00 0%ExemptMonthly PassTicket - Seniors (60+) - Single Ride 2.00 2.00 0%ExemptSingle RideTicket - Seniors (60+) - 10 Pass Ride 16.00 16.00 0%Exempt10 Ride PassTicket - Seniors (60+) - Day Pass 6.00 6.00 0%ExemptDay PassTicket - Seniors (60+) - Monthly Pass 48.00 48.00 0%ExemptMonthly PassTicket - Students - Single Ride 2.00 2.00 0%ExemptSingle RideTicket - Students - 10 Ride Pass 16.00 16.00 0%Exempt10 Ride PassTicket - Students - Day Pass 6.00 6.00 0%ExemptDay PassTicket - Students - Monthly Pass 48.00 48.00 0%ExemptMonthly PassTicket - Children (5 and under) - Single Ride FREE FREE Single RideTicket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride PassTicket - Children (5 and under) - Day Pass FREE FREE Day PassTicket - Children (5 and under) - Monthly Pass FREE FREE Monthly PassTicket - Support Person - Single Ride FREE FREE Single RideTicket - Support Person - 10 Ride Pass FREE FREE 10 Ride PassTicket - Support Person - Day Pass FREE FREE Day PassTicket - Support Person - Monthly Pass FREE FREE Monthly PassTicket - Veteran - Single Ride FREE FREE Single RideTicket - Veteran - 10 Ride Pass FREE FREE 10 Ride PassTicket - Veteran - Day Pass FREE FREE Day PassTicket - Veteran - Monthly Pass FREE FREE Monthly PassAdvertising – T:GO In-Town Vehicle (1 Month) 438.00 438.00 HSTAdvertising – T:GO In-Town Vehicle (3 Months) 1,008.00 1,008.00 HSTAdvertising – T:GO In-Town Vehicle (6 Months) 1,818.00 1,818.00 HSTT:GO INTER-COMMUNITY Ticket - Adult - Single Ride 10.00 10.00 0%ExemptSingle RideTicket - Adult - 10 Ride Pass 80.00 80.00 0%Exempt10 Ride PassTicket - Adult - Day Pass 20.00 20.00 0%ExemptDay PassTicket - Adult - Monthly Pass 200.00 200.00 0%ExemptMonthly PassTicket - Seniors (60+) - Single Ride 8.00 8.00 0%ExemptSingle RideTicket - Seniors (60+) - 10 Pass Ride 65.00 65.00 0%Exempt10 Ride PassTicket - Seniors (60+) - Day Pass 16.00 16.00 0%ExemptDay PassTicket - Seniors (60+) - Monthly Pass 160.00 160.00 0%ExemptMonthly PassTown of TillsonburgPage 20Page 365 of 380 2023 Fees By‐lawTransitItem 2022 Fee 2023 Fee % ChangeTax UnitTicket - Students - Single Ride 8.00 8.00 0%ExemptSingle RideTicket - Students - 10 Ride Pass 65.00 65.00 0%Exempt10 Ride PassTicket - Students - Day Pass 16.00 16.00 0%ExemptDay PassTicket - Students - Monthly Pass 160.00 160.00 0%ExemptMonthly PassTicket - Children (5 and under) - Single Ride FREE FREE Single RideTicket - Children (5 and under) - 10 Ride Pass FREE FREE 10 Ride PassTicket - Children (5 and under) - Day Pass FREE FREE Day PassTicket - Children (5 and under) - Monthly Pass FREE FREE Monthly PassTicket - Support Person - Single Ride FREE FREE Single RideTicket - Support Person - 10 Ride Pass FREE FREE 10 Ride PassTicket - Support Person - Day Pass FREE FREE Day PassTicket - Support Person - Monthly Pass FREE FREE Monthly PassTicket - Veteran - Single Ride FREE FREE Single RideTicket - Veteran - 10 Ride Pass FREE FREE 10 Ride PassTicket - Veteran - Day Pass FREE FREE Day PassTicket - Veteran - Monthly Pass FREE FREE Monthly PassAdvertising – T:GO Inter-Community Vehicle (1 Month) 507.00 507.00 HSTAdvertising – T:GO Inter-Community Vehicle (3 Months) 1,077.00 1,077.00 HSTAdvertising – T:GO Inter-Community Vehicle (6 Months) 1,887.00 1,887.00 HSTTown of TillsonburgPage 21Page 366 of 380 2023 Fees By‐lawUtilityItem 2022 Fee 2023 Fee % Change Tax Unit NotesUtility-Returned Cheque Fee (plus bank charges) 15.00 15.00 0% HST eachas per OEB rate scheduleUtility-Account Set Up / Change of Occupancy Fee 30.00 30.00 0% HST eachas per OEB rate scheduleUtility-Late Payment (per annum) 19.56% 19.56%0% HST %as per OEB rate scheduleUtility-After Hour Reconnect (at meter) 185.00 185.00 0% HST eachas per OEB rate scheduleUtility-During Hours Reconnect (at meter) 65.00 65.00 0% HST eachas per OEB rate scheduleUtility-During Hours Reconnect (at mpole) 185.00 185.00 0% HST eachas per OEB rate scheduleUtility-Special Meter Reading 30.00 30.00 0% HST eachChanges to rates must be approved by the OEBUtility-Service Call (after hours) 165.00 165.00 0% HST eachas per OEB rate scheduleUtility-Access to Utility Poles 44.50 44.50 0% HST eachas per OEB rate scheduleUtility-Miscellaneous Materials Mark Up 0.25 0.25 0% HST %Changes to rates must be approved by the THI Board of Directors or OEBUtility-Pole Rental - 30 ft 1.50 1.50 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Pole Rental - 35 ft 2.25 2.25 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 150 W 3.75 3.75 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 175 W 3.75 3.75 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 250 W 4.00 4.00 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 400 W 4.00 4.00 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Sentinal Light Rental - 70 W 3.50 3.50 0% HST monthChanges to rates must be approved by the THI Board of Directors or OEBUtility-Labour 62.50 65.00 4% HST hourUtility-Truck Charges - #26 15.00 17.00 13% HST hourUtility-Truck Charges - #30 15.00 17.00 13% HST hourUtility-Truck Charges - #41 20.00 22.00 10% HST hourUtility-Truck Charges - #65 67.50 70.00 4% HST hourUtility-Truck Charges - #66 67.50 70.00 4% HST hourUtility-Truck Charges - #68 75.00 77.00 3% HST hourUtility-Truck Charges - #74 65.00 68.00 5% HST hourUtility-Truck Charges - #22 15.00 17.00 13% HST hourUtility-Truck Charges - #28 15.00 17.00 13% HST hourUtility-Truck Charges - #44 30.00 33.00 10% HST hourUtility-Truck Charges - #45 15.00 17.00 13% HST hourUtility-Sewer Camera Job - 1 hour minimum 55.00 58.00 5% HST hour1 hour minimumTown of TillsonburgPage 22Page 367 of 380 2023 Fees By‐lawNon‐Controlled Town FeesItem 2022 Fee 2023 Fee % ChangeTaxUnitNotesBag Tags2.00 2.00 0%incl HST per tag County approvedBlue Box (apartment ) 3.50 3.50 0%incl HST County approvedBlue Box (83 Litre) 6.20 6.20 0%incl HST County approvedBlue Box Lid (83 Litre) 2.70 2.70 0%incl HST County approvedComposter10.00 10.00 0%incl HST County approvedRain barrels53.00 65.00 23%incl HST County approvedGreen Cones 50.00 50.00 0%incl HST County approvedFine - allow or permit an animal to trespass on private property Fine - allow or permit an animal to trespass on private property Fine - allow or permit an animal to trespass on private property Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Fine - Fail to ensure that the animal enclosure is kept free of offensive odour Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Fine - Fail to ensure that the animal enclosure is kept in a clean and sanitary condition Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Fine - Fail to ensure that the nature and condition of the animal enclosure are such that the animal would not be harmed and its health would not be negatively affected Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Fine - Fail to ensure the animal enclosure is such that the animal can be readily observed unless the natural habits of the animal require otherwise Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - fail to keep dog license fixed on dog/cat Fine - fail to keep dog license fixed on dog/cat Fine - fail to keep dog license fixed on dog/cat Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - fail to notify license issuer upon sale of puppy/kitten Fine - fail to notify license issuer upon sale of puppy/kitten Fine - fail to notify license issuer upon sale of puppy/kitten Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to obtain dog/cat license Fine - Fail to obtain dog/cat license Fine - Fail to obtain dog/cat license Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - fail to prevent an animal from running at large Fine - fail to prevent an animal from running at large Fine - fail to prevent an animal from running at large Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Fail to provide animal with basic necessities Fine - Fail to provide animal with basic necessities Fine - Fail to provide animal with basic necessities Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - fail to remove or dispose of animal excrement forthwith Fine - fail to remove or dispose of animal excrement forthwith Fine - fail to remove or dispose of animal excrement forthwith Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - fail to renew dog/cat license Fine - fail to renew dog/cat license Fine - fail to renew dog/cat license Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - failing to muzzle potentially dangerous dog or dangerous dog Fine - failing to muzzle potentially dangerous dog or dangerous dog Fine - failing to muzzle potentially dangerous dog or dangerous dog Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Failing to restrain dog from causing noise Fine - Failing to restrain dog from causing noise Fine - Failing to restrain dog from causing noise Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - failing to restrain potentially dangerous dog or dangerous dog Fine - failing to restrain potentially dangerous dog or dangerous dog Fine - failing to restrain potentially dangerous dog or dangerous dog Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 23Page 368 of 380 2023 Fees By‐lawNon‐Controlled Town FeesItem 2022 Fee 2023 Fee % ChangeTaxUnitNotesFine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle order Fine - Failure to comply with conditions of muzzle order Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphibian has an enclosed space adequate for the needs of the species Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphibian has an enclosed space adequate for the needs of the species Fine - Failure to ensure that the animal enclosure for every reptile/fish/amphibian has an enclosed space adequate for the needs of the species Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Failure to ensure that the animal enclosure is escape-proof Fine - Failure to ensure that the animal enclosure is escape-proof Fine - Failure to ensure that the animal enclosure is escape-proof Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Fine - Failure to ensure that the animal enclosure is of a size/in condition such that the animal may extend its lefs, wings and body to their full extent, stand sit and perch Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Fine - failure to notify change of ownership of potentially dangerous dog or dangerous dog Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - failure to post sign Fine - failure to post sign Fine - failure to post sign Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Failure to store feed in a rodent-proof container Fine - Failure to store feed in a rodent-proof container Fine - Failure to store feed in a rodent-proof container Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Fine - forcibly trying to retrieve dog or cat from pound keeper or premises of pound keeper Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Harbouring more than three dogs Fine - Harbouring more than three dogs Fine - Harbouring more than three dogs Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Harbouring more than two cats Fine - Harbouring more than two cats Fine - Harbouring more than two cats Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - have dog on leash exceeding two metres Fine - have dog on leash exceeding two metres Fine - have dog on leash exceeding two metres Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Keep animal in unsanitary conditions Fine - Keep animal in unsanitary conditions Fine - Keep animal in unsanitary conditions Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Keeping more than ten pigeons Fine - Keeping more than ten pigeons Fine - Keeping more than ten pigeons Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Keeping prohibited animals Fine - Keeping prohibited animals Fine - Keeping prohibited animals Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - keeping prohibited animals - agricultural lands Fine - keeping prohibited animals - agricultural lands Fine - keeping prohibited animals - agricultural lands Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - Offering for sale, selling, making available Fine - Offering for sale, selling, making available Fine - Offering for sale, selling, making available Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - operate a kennel without a license Fine - operate a kennel without a license Fine - operate a kennel without a license Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Fine - restraining potentially dangerous dog or dangerous dog exceeding two feet in length Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fine - retrieve a dog and or cat from pound keeper without paying fees Fine - retrieve a dog and or cat from pound keeper without paying fees Fine - retrieve a dog and or cat from pound keeper without paying fees Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 24Page 369 of 380 2023 Fees By‐lawNon‐Controlled Town FeesItem 2022 Fee 2023 Fee % ChangeTaxUnitNotesFine - unlawfully transferred dog/cat tag Fine - unlawfully transferred dog/cat tag Fine - unlawfully transferred dog/cat tag Exemptper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.AGCO Required LicencesRaffle 3% of prize value 3% of prize value 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar $10 per wheel, 3 wheels max $10 per wheel, 3 wheels max 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar/Bingo 2 percent 2 percent 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bazaar/Raffle 3% up to $5000 3% up to $5000 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO) Bingo Only 2% up to $5500 2% up to $5500 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO)Break Open @ other location 3% x # of units X total prize/unit 3% x # of units X total prize/unit 0%Exempt each Alcohol & Gaming Commission of Ontario (AGCO)Break Open @ own location 2% x # of units X total prize/unit 2% x # of units X total prize/unit 0%ExempteachAlcohol & Gaming Commission of Ontario (AGCO)PoliceCriminal Record, Police Record & Vulnerable Sector Check (Employment 25.00 25.00 0% Exempt eachDuplicate Copy of Criminal and Police Record Check 5.00 5.00 0%incl HSTeachCriminal Record, Police Record & Vulnerable Sector Check (Volunteer) FREE FREE 0% Exempt eachFingerprints (OPP charge) 26.50 26.50 0%incl HSTeachFee Payable to Minister of FinanceFingerprints (LIVESCAN - on behalf of RCMP) 25.00 25.00 0%incl HSTeachFee Payable to Minister of FinanceOccurrence Confirmation Reports/Incident Reports 42.25 42.25 0%incl HSTeachStatements 42.25 42.25 0%incl HSTeachTechnical Traffic Collision Reports 565.00 565.00 0%incl HSTeachReconstructionist Report 1,130.00 1,130.00 0%incl HSTeachFalse Alarm 200.00 200.00 0% per incidentFalse Alarm - appeal fee 45.00 45.00 0% Non refundablePAID DUTY RELATED FEESPayable to Minister of Finance (Provincial in Nature) Administrative Fee (note 1) 68.50 68.50 0%incl HSTHourly Vehicle Usage Fee (note 1) 28.25 28.25 0%incl HST2014 Hourly Officer Rate - PDO (note 1) 73.60 73.60 0%incl HST2014 Hourly Supervisor Rate - PDS (note 1) 83.17 83.17 0%incl HSTOwner dumping debris on own lands Owner dumping debris on own lands Owner dumping debris on own lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Owner failing to tag garbage Owner failing to tag garbage Owner failing to tag garbage Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - double parking Parking - double parking Parking - double parking Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - for longer period than provided Parking - for longer period than provided Parking - for longer period than provided Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - in loading zone Parking - in loading zone Parking - in loading zone Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - near fire hydrant Parking - near fire hydrant Parking - near fire hydrant Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - no parking (2am-7am) Parking - no parking (2am-7am) Parking - no parking (2am-7am) Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - Obstructing Traffic Parking - Obstructing Traffic Parking - Obstructing Traffic Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Parking - parking in handicapped parking space without permit Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 25Page 370 of 380 2023 Fees By‐lawNon‐Controlled Town FeesItem 2022 Fee 2023 Fee % ChangeTaxUnitNotesParking - Parking/standing in fire route Parking - Parking/standing in fire route Parking - Parking/standing in fire route Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - prohibited area Parking - prohibited area Parking - prohibited area Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - too close to corner Parking - too close to corner Parking - too close to corner Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - too close to curb Parking - too close to curb Parking - too close to curb Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Parking - Wrong side of road Parking - Wrong side of road Parking - Wrong side of road Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person assisting dumping debris on private lands Person assisting dumping debris on private lands Person assisting dumping debris on private lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person dumping debris on private/public lands Person dumping debris on private/public lands Person dumping debris on private/public lands Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Person fail to immediate remove debris Person fail to immediate remove debris Person fail to immediate remove debris Exempt per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Owner - fail to tag garbageexempt Schedule V Part VI (ETA)- ExemptSchedule V Part VI (ETA)- ExemptFail to enclose swimming pool during construction 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to properly enclose swimming pool with temporary enclosure 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Permit construction of swimming pool not completely enclosed with swimming pool enclosure 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip hydro massage pool with secure cover 350.00 350.00 0% noneper infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with self-closing device 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with self-latching device 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to equip swimming pool gate with operable lock 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to maintain swimming pool fence to a safe condition and good repair 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Construct or permit swimming pool enclosure not in compliance with height requirement 350.00 350.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or alter a sign in the Town of Tillsonburg before obtaining a permit from the Chief Building Official 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or permit community bulletin sign on town property, without town approval 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a temporary community sign, without town approval 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a mobile sign – closer than 30.0 meters or (98.44 ft) from any other mobile sign 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect or display a mobile sign that is not located on the same property as the business which it is advertising. 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a prohibited sign on land owned by the Town 200.00 200.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a sidewalk sign on a public street and did not position as to provide a minimum of 1.5 meters of unobstructed sidewalk space 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 26Page 371 of 380 2023 Fees By‐lawNon‐Controlled Town FeesItem 2022 Fee 2023 Fee % ChangeTaxUnitNotesDid erect a sign located on a premise which does not specifically identify or advertise a business, service, or occupant of the premises where it is located 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Did erect a vehicle/trailer sign on a non-motorized vehicle, where the purpose of the sign meets the definition of a sign under the By-law 100.00 100.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Operate a vehicle for hire without a licence. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Operate vehicle not licenced as a vehicle for hire. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to display taxicab plate. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to submit vehicle for inspection. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to produce licence upon demand. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Permit smoking in taxicab. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Failure to display tariff card. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Charge fare not prescribed in fare schedule. 250.00 250.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Fail to accept service animal into taxicab. 400.00 400.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke on town walkway 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 m of any town facility entrance or exit 105.00 105.00 0%none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 metres of Library Lane entrance 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Smoke within 9 metres of Town Centre Mall 105.00 105.00 0% none per infractionFines set by province, approved by Justice of the Peace, not contained in bylaw.Town of TillsonburgPage 27Page 372 of 380 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-095 A BY-LAW to authorize an agreement for the Tillsonburg Community Garden with the Multi-Service Centre. WHEREAS the Town of Tillsonburg is desirous of entering into a waste management agreement with the County of Oxford; BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of Tillsonburg as follows: 1. THAT the Tillsonburg Community Garden agreement attached hereto as Schedule A forms part of this By-Law; 2. That this by-law shall come into force and take effect on the date it is passed. READ A FIRST AND SECOND TIME THIS 13th day of NOVEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of NOVEMBER, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 373 of 380 Page 374 of 380 Page 375 of 380 Page 376 of 380 Page 377 of 380 Page 378 of 380 Page 379 of 380 Page 1 of 1 THE CORPORATION OF THE TOWN OF TILLSONBURG BY-LAW 2023-096 A BY-LAW to confirm the proceedings of Council at its meeting held on November 13, 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 November 13, 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 13th day of NOVEMBER, 2023. READ A THIRD AND FINAL TIME AND PASSED THIS 13th day of NOVEMBER, 2023. ___________________________ MAYOR – Deb Gilvesy ______________________________ CLERK – Tanya Daniels Page 380 of 380