City of Orillia a G E N

CITY OF ORILLIA Council Committee Meeting Monday, December 5, 2016 5:45 p.m. - Tudhope-McIntyre Boardroom 7:00 p.m. - Council Chamber Orillia City Centre

A G E N D A

Page

Open Session

Chair - Councillor M. Ainsworth

Call to Order

Approval of Agenda

Disclosure of Interest

Minutes

- November 7, 2016 Council Committee - November 14, 2016 Budget Committee re Budget Preview - November 17, 2016 Budget Committee re Boards, Committees and Agencies - November 21, 22, and 23, 2016 Budget Committee - November 30, 2016 Special Council Committee re The Smart Growth for Our Communities Act

Closed Session

Motion to move into Closed Session

"THAT, pursuant to Section 239(4) of the Municipal Act, 2001, S.O. 2001, c.25, notice is hereby given that Council Committee intends to hold a closed session meeting in the Tudhope-McIntyre Boardroom to deal with matters pursuant to Section 239(2) (b), (c) and (e) of the said Act (Personal, Land and Legal Matters)."

Chair - Councillor T. Lauer

Closed Session Items

1. Public Works Department - re Parking Agreement - 26 West Street

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North. File: L15-GEN (Legal)

2. Economic Development Department - re Release of Appraisal for 2 Hunter Valley Road. File: L07-GEN (Land)

3. Boards and Committees Selection Panel - re Annual Review of Committee Appointments and Re-appointments. File: C13-SEL (Personal)

Motion to Rise to Open Session

Open Session - 7:00 p.m.

Motions Arising from Closed Session Discussions

Consent Agenda

7 - 12 1. Deputy Clerk - re Amendment to Chapter 124 of the City of Orillia Municipal Code - Commemorative Awards Committee. File: C12-CAW

a) Report - Commemorative Awards Committee.

THAT this Committee recommends to Council that as recommended in the report dated November 24, 2016 from the Commemorative Awards Committee, the request for funding in the amount of $750 for the purchase of 50 Order of Orillia medals be approved;

AND THAT the funds be allocated from 2016 Operating Contingency.

13 - 16 2. Facilities and Special Projects Department - re Orillia Central School - Structural Repairs (Stair Replacement). File: C12-CEN

THAT this Committee recommends to Council that as recommended in the report dated November 28, 2016 from the Facilities and Special Projects Department, a $4,500 increase to the approved 2016 Capital project for the Central School Structural Repairs be approved, for a total project cost of $14,500;

AND THAT the project description be changed from “replace first floor joists” to “replace rear exterior stairs”;

AND THAT this additional funding be allocated from the Major Capital Facilities Reserve.

17 - 22 3. Treasury Department - re 2017 General Insurance Renewal. File: L06-GENXL04-

THAT this Committee recommends to Council that as recommended in the report dated November 29, 2016 from the Treasury Department, the City’s general insurance coverage be renewed for a twelve-month term

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commencing January 1, 2017, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $419,212 (subject to normal end-of-term property and fleet adjustments);

AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

23 - 26 4. Human Resources Department - re Excess Indemnity Insurance. File: L06-GEN

THAT this Committee recommends to Council that as recommended in the report dated November 30, 2016 from the Human Resources Department, the purchase of Excess Indemnity Insurance to cover Workers Safety and Insurance Board (WSIB) claims in excess of $500,000 be discontinued.

THAT the recommendations set out on the December 5, 2016 Consent Agenda be adopted by Council Committee and forwarded to Council for ratification.

Board Reports

27 - 31 1. Orillia Public Library Board - re Orillia Public Library and Information Orillia Governance Issues. File: C12-LIB

THAT this Committee recommends to Council that as recommended in the report dated November 8, 2016 from the Orillia Public Library, Council remove the distribution of the Information Orillia Grant from the Library budget;

AND THAT Council remove the requirement of four Board members, including the Council representative, from Library Board responsibilities.

33 - 37 2. Recreation Advisory Committee - re Foundry District. File: C12-RAC

THAT this Committee recommends to Council that as recommended in the report dated November 17, 2016 from the Recreation Advisory Committee, Council support the identification of West Street South, between Colborne Street and James Street, as the “Foundry District”;

AND THAT Council refer the concept of naming the “Foundry District” to the Economic Development Department to explore the branding and marketing opportunities, as well as the potential impact on planning initiatives presented by this proposal.

Council Referrals

39 - 52 1. Deputy Clerk - re Orillia Central School Building/Property - 26 Coldwater Street. File: C12-CEN

a) Report - Economic Development, Development Services and Facilities

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and Special Projects Departments.

THAT this Committee recommends to Council that as recommended in the report dated November 28, 2016 from the Economic Development, Development Services and Facilities and Special Projects Departments, Council provide direction to staff on the preferred approach for the disposal of the Orillia Central Public School Property located at 26 Coldwater Street.

Departmental

53 - 289 1. Economic Development Department - re Downtown Orillia Retail Mix Analysis. File: D02-GEN (Peter Thoma and Mike Johnson, urbanMetrics inc., will be in attendance)

THAT this Committee recommends to Council that the report dated November 28, 2016 from the Economic Development Department regarding the Downtown Orillia Retail Mix Analysis be received as information;

AND THAT staff be authorized to proceed with the Downtown Orillia Investment Attraction Plan as generally outlined in Schedule “B” of the report.

291 - 302 2. Development Services and Economic Development Departments - re Downtown Tomorrow Community Improvement Plan Review Panel and Policy Amendments. File: A09-GEN

THAT this Committee recommends to Council that as recommended in the report dated November 29, 2016 from the Development Services and Economic Development Departments, Policy 4.2.1.3 - Downtown Tomorrow Community Improvement Plan Review Panel - Guidelines, be adopted as set out in Schedule “A” of the report;

AND THAT Chapter 251 of the City of Orillia Municipal Code - Delegated Authority be amended as set out in Schedule “B” of the report.

303 - 328 3. Treasury Department - re Chapter 261 of the City of Orillia Municipal Code - Purchasing Policy Revision. File: C01-

THAT this Committee recommends to Council that as recommended in the report dated November 29, 2016 from the Treasury Department, Chapter 261 of the City of Orillia Municipal Code - Purchasing be repealed and replaced with the proposed purchasing policy as set out in Schedule “B” of the report.

AND THAT the revisions take effect on January 1, 2017.

Enquiries

Announcements

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Adjournment

Page 5 of 328 Page 6 of 328 City of Orillia Office of the City Clerk Memo To: Commemorative Awards Committee Copy to: Nikki Brittain, Secretary – Committee Support Clerks Department (Referrals) From: Janet Nyhof, Deputy Clerk Date: November 15, 2016

Re: Amendment to Chapter 124 of the City of Orillia Municipal Code – Commemorative Awards Committee

The following recommendation was presented to Council at its meeting held on November 14, 2016, and was LOST:

“THAT as recommended in the report dated October 18, 2016 from the Commemorative Awards Committee, Section 124.3.6.(a) of Chapter 124 of the City of Orillia Municipal Code - Commemorative Awards Committee be amended to read as follows:

“(a) Each recipient of the Order of Orillia Award will receive an “Order of Orillia” award and certificate as developed and designed by the Committee.””

Please prepare a report for the December 5, 2016 Council Committee meeting regarding a funding request for the purchase of the required number of additional Order of Orillia medals.

JN:nb

H:\COUNSERV\TOMRMS DIRECTORY\C - Council, Boards and By-laws\C00 - Council, Boards and By-laws\C00-Council\CorrespondencePage\2016\161114 7 Cof\cc18 328-3 MC 124 Amend.docx File: C12-CAW Page 8 of 328 CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Commemorative Awards Committee DATE: November 24, 2016 REPORT NO: CAW-2016-03 SUBJECT: Order of Orillia Medal

Recommended Motion

THAT the Commemorative Awards Committee request up to $750 be approved for the purchase of 50 Order of Orillia medals;

AND THAT the funds be allocated from 2016 Operating Contingency.

Purpose

The purpose of this report is to respond to Council’s direction to the Commemorative Awards Committee to submit a funding request for the purchase of Order of Orillia medals.

Background & Key Facts

• In 2001, an order of 50 medallions and 1000 matching pins were purchased for those receiving the Order of Orillia. • As of April 2016, the last three medals were awarded to volunteers in our community. Approximately 112 pins are still available to present to recipients. • Section 124.3.6 (a) of Chapter 124 of the City of Orillia Municipal Code - Criteria reads as follows: (a) Each recipient of the Order of Orillia Award will receive an “Order of Orillia” medal and certificate as developed and designed by the Committee. • The Commemorative Awards Committee presented a report to Council Committee on November 7, 2016 requesting an amendment to Municipal Code Chapter 124 – Commemorative Awards Committee to allow the Committee to design a new award and not be limited to utilizing a medal. • At Council meeting held on November 14, 2016, the following motion was LOST: “THAT as recommended in the report dated October 18, 2016 from the Commemorative Awards Committee, Section 124.3.6.(a) of Chapter 124 of the City of Orillia Municipal Code - Commemorative Awards Committee be amended to read as follows: “(a) Each recipient of the Order of Orillia Award will receive an “Order of Orillia” award and certificate as developed and designed by the Committee.””

H:\COUNSERV\TOMRMS DIRECTORY\C - Council, Boards and By-laws\C12 - Boards, Commissions and Committees\C12-CAW Commemorative Awards Committee\CAW Correspondence\161124 - CAW-2016-03 - Order of Orillia Medal.docxPage 9 - ofFile: 328 C12-CAW

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• Subsequently, the Committee was requested to investigate the costs associated with purchasing the required number of additional medals and report back to Council Committee.

Options & Analysis

Option 1 – Recommended motion

THAT, further to the memo from the Deputy Clerk regarding the Amendment to Chapter 124 of the City of Orillia Municipal Code – Commemorative Awards Committee, the Commemorative Awards Committee request that $750 be approved for the purchase of 50 Order of Orillia medals;

AND THAT funds be allocated from 2016 Operating Contingency.

By adopting the recommended motion, the Commemorative Awards Committee may proceed with the purchase of medals in 2016. This will provide the Committee with sufficient stock through to the year 2032 if members continue to award the Order to three recipients each year.

The Committee will be pursuing the option of ordering a more refined and detailed medal and a new frame to present the award, while ensuring consistency with the past style and design are observed.

Option 2 – Receive as information

THAT this report be received as information.

This option is not recommended. Without the funding, the Committee will not have medals to present to the 2017 Order of Orillia recipients and unable to fulfill the responsibilities of the Committee as set out in Section 124.3.6 (a) of Chapter 124.

Financial Impact

A bulk order of 50 medals is estimated to cost approximately $554, however the Committee is asking for an amount of $750. A local vendor advised that the technology exists today to provide a more sophisticated rendering of the City’s crest on the medal. Members anticipate this enhancement may increase the setup fee for the medal and therefore are requesting an increased amount of funds to cover the costs associated.

Comments from Departments/Agencies

Comments were not solicited from any other City Departments.

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Comments from Committees

Comments were not solicited from any other Committees.

Communications

Comments were not solicited from the Manager of Communications.

Link to Strategic Plan

The work of City Boards and Committee is linked to the following initiative of the 2010- 2014 Strategic Plan: • People First – Improving Communications, Cooperation and Community Engagement.

Conclusion

The Commemorative Awards Committee requests $750 for a bulk purchase of 50 Order of Orillia medals to ensure the Committee is able to award the Order of Orillia in future years.

Schedules

 Schedule “A” – Image of Order of Orillia Medal

Prepared by: Nikki Brittain, Secretary – Committee Support

On behalf of the Commemorative Awards Committee: Betsy Gross Barbara Dickson Shannon Jackman Paul Raymond

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Schedule “A”

Order of Orillia Medal

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CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Facilities & Special Projects Department DATE: November 28, 2016 REPORT NO: FAC-FM-2016-03 SUBJECT: Orillia Central School – Structural Repairs (Stair Replacement)

Recommended Motion

THAT Council approve a $4,500 increase to the approved 2016 capital project for the Central School Structural Repairs, for a total project cost of $14,500;

AND THAT project description be changed from “replace first floor joists” to “replace rear exterior stairs”,

AND THAT this additional funding be allocated from the Major Capital Facilities Reserve.

Purpose

The purpose of this report is to seek Council’s approval to increase the 2016 capital project by $4,500 to allow for the replacement of the rear exterior stairs at the Orillia Central School.

Background & Key Facts

The following are key points for Council’s consideration:

• An engineer was retained in 2014 to carry out a Structural Condition Assessment of the former Orillia Central School building. This report was based on a visual inspection that included exploratory openings of exterior finishes. • The report identified immediate (6-12 months), short term (12-24 months) and long term (4-5 years) requirements. Items requiring immediate remedial action were completed in 2014. • Based on this review the highest priority for 2016 was to replace some first floor joists. • The 2016 capital budget provided $10,000 for structural repairs to the Orillia Central School. • The engineers updated their assessment in November 2015 (post budget) and provided an extension to most of the short term remedial requirements to occur beyond 2016. • They also identified the rear exterior stairs as the top priority due to further deterioration, and that remedial action be completed in 2016. • The Engineers estimated the cost for the stair replacement to be $6,000-$8,000.

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• The Engineering fees are $2,035. • Three quotations were recently received that ranged from $11,480-$13,252 plus HST. The work includes the removal and disposal of the existing concrete stairs to be replaced with a new wooden deck and stair structure. • Using the low bid the cost is $11,682 (including the City share of the HST). • The current Tenant is Orillia Central Preschool. Their lease expires September 30, 2017.

Options & Analysis

Option 1 – Recommended

THAT Council approve a $4,500 increase to the approved 2016 capital project for the Central School Structural Repairs, for a total project cost of $14,500;

AND THAT this additional funding be allocated from the Major Capital Facilities Reserve.

This option is recommended as it would allow for the completion of the short term remedial work required. The total budgeted costs would be $11,682 for construction, $2,035 for engineering and $783 for contingency.

Option 2 – Not Recommended

THAT Report No. FAC-FM-2016-03 Orillia Central School – Structural Repairs (Stair Replacement) be received as information.

This option is not recommended as it would not allow for the completion of the required short term remedial work as identified by the engineers, and the stairs may become a safety concern for the City’s tenant.

Financial Impact

The additional $4,500 required for this project would be derived from the Major Capital Facilities Reserve. The current balance of this reserve is negative $52 million.

Comments from Departments/Agencies

Comments were neither solicited nor obtained from other City Departments.

Comments from Committees

Comments were neither solicited nor obtained from City Committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

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Link to Strategic Plan

The recommendation included in this report is not specifically related to the goals identified in the 2010-2014 Strategic Plan.

Conclusion

Staff is seeking Council’s approval for an additional $4,500 to the approved 2016 capital project Central School Structural Repairs in order to proceed with the replacement the rear exterior stairs. The total project cost is estimated to be $14,500.

Schedules

 Schedule A - Orillia Central School – Rear Exterior Stairs

Prepared by & Key Contact: Kyle Cox, Facilities Manager Approved by: Kent Guptill, Director of Facilities & Special Projects

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SCHEDULE “A” – Orillia Central School – Rear Exterior Stairs

Page 16 of 328 CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Treasury Department DATE: November 29, 2016 REPORT NO: Treas-2016 G19 SUBJECT: 2017 General Insurance Renewal

Recommended Motion

THAT the City’s general insurance coverage be renewed for a twelve-month term commencing January 1, 2017, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $419,212 (subject to normal end-of-term property and fleet adjustments),

AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

Purpose

The purpose of this report is to request that the City’s general insurance coverage be renewed through JLT based on their 2017 pre-tax proposal price of $419,212.

Background & Key Facts

The City’s general insurance program consists of a self-insurance program and an external insurance program. The program operates on an annual basis with a January 1st renewal date.

Funds are allocated annually to the self-insurance program to cover the costs of investigation, defense and settlement of claims falling below the deductible levels, as well as paying the respective deductible on all claims exceeding these levels. The external insurance program provides coverage for claims which exceed the current deductible levels.

Given the extensive application, inspection and underwriting process required to provide a quote on a Municipal account, it is not customary or practical in the insurance market to seek competitive marketplace bids on premiums every year. Instead, it is best practice for Municipalities to seek market submissions every 5 years. The City most recently tendered its general insurance requirements in 2014 for the 2015 policy year. The successful broker, JLT, was retained for a one-year term, with the possibility of four further twelve-month extensions, subject to Council satisfaction with both the service and the renewal prices offered at that time. JLT has been the City’s insurance provider since 2007 having been the successful bidder in the last 3 competitive bid processes.

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The following are key points for consideration with respect to this report:

• The City’s insurance premium for 2017 of $419,212 compared to that of $365,831 for 2016. The increase of $53,381 is driven by the addition of a new property, a new facility, increases to replacement values and the City’s recent insurance claim activity.

• The premium for property coverage increased with the addition of the 70 Front Street North Plaza to the City’s property inventory and liability profile, the new Waste Diversion Site building and a 4% inflationary factor added to all property which is provincially set across the board for insurance in Ontario.

• Schedule “A” shows the City’s cost for insurance has increased over the period 2007 – 2017 by 33% or 3% per year on average. Over this same period, the City’s insured building values have more than doubled in value from $107 million in 2007 to $238 million in 2017.

• Traditionally, the market for Municipal Insurance providers has been a limited one. Municipal operations pose a unique challenge to insurers arising out of the wide array of exposures which fall within the scope of coverage under one policy. Bids from JLT, Frank Cowan Company Limited, BFL Ontario and Ontario Municipal Insurance Exchange (OMEX) were received in response the City’s request for proposal in 2011 and again in 2014.

• Municipal insurers continue to be impacted by court decisions and rising plaintiff expectations. In August of this year, OMEX announced that it will cease to write renewal business for the remainder of 2016 and will not pursue new business.

• JLT has provided the City with a satisfactory level of service and product over the past year. JLT provides day to day advice on various insurance matters including claims administration, risk management and opportunities to reduce liability exposure faced by municipalities.

• All carriers in JLT’s offer have “excellent” AA Best Ratings and are licensed to operate in Ontario.

• JLT’s offer is complete and in order, with no significant changes from 2016.

Options & Analysis

General Insurance Program

Schedule “A” breaks down the cost of the general insurance coverage provided by JLT for the period 2007 – 2017. Premiums quoted for 2017 represent a $53,381 increase over

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those quoted for 2016. Outlined below are the reasons for the changes in two of the policy premiums:

1. Property Insurance

The premium for property coverage increased by $23,470 over 2016 due to the addition of the 70 Front Street North Plaza property, the new Waste Diversion Site building and the 4% inflationary factor added to all property. Coverage values for property increased by $31 million of which approximately one half is related to the addition of new buildings to the City’s inventory.

The City’s insured property values have more than doubled over the last ten year period as demonstrated in the graph below.

Insured Property Value By Year $250

$200

$150

Millions $100

$50

$0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

2. Liability Insurance

Liability premiums are based on the City’s population and the claims loss experience for the previous year and historic trends. While there has been a slight increase in the number of claims submitted, it is the cost of claims that continues to increase. The costs associated with these claims include the cost of legal services, independent adjuster services and JLT claims administration costs.

The chart below provides an overview of the annual changes in the City’s liability premiums since 2007. The premium varies with claim activity. Overall, the City has experienced no change or decreases in the liability premium in 8 of the last 10 years.

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Year Liability Premium Increase/(Decrease) $ % 2007 168,374 - 2008 159,418 (5.3) 2009 143,367 (10.1) 2010 141,117 (1.6) 2011 141,117 - 2012 137,000 (2.9) 2013 147,250 7.5 2014 141,500 (3.9) 2015 126,581 (10.5) 2016 138,907 9.7 2017 162,480 16.9

There is one option that staff recommends for Council’s consideration.

THAT the City’s general insurance coverage be renewed for a twelve-month term commencing January 1, 2017, through Jardine Lloyd Thompson Canada Inc. (JLT) for the pre-tax premium of $418,735 (subject to normal end-of-term property and fleet adjustments);

AND THAT the Mayor and Clerk be authorized to execute acceptance of the Municipal Insurance Program Proposal.

This option is recommended because the premium quotation for the City’s general insurance coverage is in line with increased insured property values and claim/loss experience for 2016 and prior years.

Financial Impact

A portion of the increased costs associated with the City’s General Insurance premium have been included in the 2017 Operating Budget. The annual premiums are paid out of the City’s Insurance reserve.

Comments from Departments/Agencies

Comments were neither solicited nor obtained from other City Departments.

Comments from Committees

Comments were neither solicited nor obtained from other Committees.

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Communications

Comments were neither solicited nor obtained from the Communications Manager.

Link to Strategic Plan

The general insurance services renewal process contributes to demonstrating excellence in corporate governance.

Conclusion

Staff is seeking approval to renew the General Insurance coverage through JLT at a pre-tax cost of $419,212 (subject to the normal end-of-term property and fleet adjustments). While the premium reflects an increase over 2016, the premium remains in line with recent increases to insured property values and the City’s claim loss activity.

Schedules

 Schedule “A” – City of Orillia Premium Comparison 2007 - 2017

Prepared by and Key Contact: Lynn Telford, Manager of Treasury Services Approved by: Jim Lang, CPA, CMA, City Treasurer

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Schedule “A” – City of Orillia Premium Comparison 2007- 2017

Premium Comparison 2007-2017 $450,000

$400,000

$350,000

$300,000

$250,000 Property Vehicles/Crime/Other $200,000 Liability $150,000

$100,000

$50,000

$0 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

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CITY OF ORILLIA TO: Council Committee – December 5, 2016 FROM: Lori Bolton, Director of Human Resources DATE: November 30, 2016 REPORT NO: HR-2016-3 SUBJECT: Excess Indemnity Insurance

Recommended Motion

THAT the City discontinue purchasing Excess Indemnity Insurance (Excess) to cover Workers Safety and Insurance Board (WSIB) claims in excess of $500,000.

Purpose

The purpose of this report is to recommend the discontinuation of purchasing the portion of the Excess insurance policy for large WSIB claims.

Background & Key Facts

. WSIB legislation provides municipalities with two options for paying premiums for employees: o Option 1: Schedule 1 employers pay a premium per employee based on the experience rating of the whole municipal rate group. o Option 2: Schedule 2 employers are liable for the cost of WSIB claims awarded to employees (self-insured). . In 1998, the City of Orillia transferred from a Schedule 1 WSIB employer to a Schedule 2 WSIB employer. . The transfer provided a significant, ongoing cost savings to the City that was estimated to be over $70,000 in the first year. . The cost savings continue to be very significant each year as WSIB premium rates for Schedule 1 employers continue to rise while the cost of claim amounts paid by the City has remained relatively stable. . As part of the transfer in 1998, Council approved the purchase of Excess and AD&D insurance for large WSIB claims. . Since 1998, the cost of Excess insurance has risen steadily. The year the switch was made, this insurance cost $3,403. Today, only one insurance company in Ontario offers this type of insurance, and the costs are substantially greater, as shown in the chart below:

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Insurance Cost 2013 2014 2015 2016 Excess Indemnity $67,322 $72,316 $71,026 $76,151 AD&D $18,574 $18,847 $16,916 $17,209 Total Cost $85,896 $91,163 $87,942 $93,360

. There are 579 Schedule 2 employers covering 700,000 employees in Ontario. . The purpose of the Excess policy is to cover catastrophic events. Although the risk of a catastrophic event is not zero, the average number of fatalities covered by WSIB over the last 10 years is approximately five per year. Based on coverage for 700,000 employees, that is a 0.00071% risk of a fatality.

Options and Analysis

Option 1 – Recommended Option:

THAT the City discontinue purchasing Excess insurance to cover Workers WSIB claims in excess of $500,000.

There are many limitations to the Excess insurance policy, such as:

. The policy only covers individual WSIB claims greater than $500,000 up to $15 million. . Since purchasing this policy, the City’s largest WSIB claim is $90,000. . Based on current WSIB compensation rates, it is very rare for a single claim to reach the $500,000 retention amount. . A WSIB claim costs for the death of a worker earning the average industrial wage ($58,500 as per WSIB) does not currently exceed $500,000 and would therefore only be covered by the AD&D policy.

The City will be receiving the invoices for renewal for January 1, 2017 in December, and therefore staff is recommending discontinuing the purchase of this coverage.

It is recommended that the savings from discontinuing the purchase of the Excess policy be placed in the WSIB reserve fund to fund ongoing and future claims.

A survey of other municipalities’ practices with respect to purchasing Excess insurance indicates that larger municipalities tend not to carry it, while smaller ones do. However, both large and small municipalities have previously discontinued this coverage due to the high cost.

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The following municipalities are Schedule 2 employers and do not purchase Excess insurance: . City of Barrie . City of Oshawa . City of Ottawa . City of Thunder Bay . District Municipality of Muskoka

The City also purchases AD&D insurance for the following reasons:

. The policy covers 80% of the WSIB costs up to $500,000 for workplace fatality or serious disability claims. . The policy covers claims where the WSIB sets the disability percentage at 25% or higher - which generally only applies to claims involving the loss of an arm or a leg, or partial or total paralysis. . The cost of AD&D insurance is about one quarter of the cost of Excess insurance and the likelihood of a claim being made under this policy is much greater than under the Excess Indemnity policy.

Staff are not recommending any changes to the AD&D policy, and the City will continue to purchase this insurance.

Option 2 – Not Recommended

THAT this report be received as information. The effect of this motion will be that the City will continue to purchase the Excess insurance on a yearly basis.

Financial Impact

The savings from discontinuing the purchasing of the Excess insurance policy would be placed in the WSIB reserve for ongoing and future claims.

Due to a critical injury a few years ago, the WSIB reserve has balance of $23,909 as of November 18, 2016. Option 1 would permit the City to rebuild this reserve by contributing the Excess policy amount annually (approximately $80,000/year).

Comments from Departments/Agencies

The City’s Chief Financial Officer agrees with the content of this report.

Committee Comments

Comments were neither solicited nor obtained from other City of Orillia Committees.

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Communications

Comments were neither solicited nor obtained from the City of Orillia’s Manager of Communications.

Link to Strategic Plan

The recommendation included in this report supports the following goals identified in Council’s Strategic Plan:

. People First . Healthy Communities

Conclusion

It is recommended that the City discontinue the purchase of the Excess insurance policy,

Prepared by and Key Contact: Lori Bolton, Director of Human Resources Approved by: Gayle Jackson, CAO/City Clerk

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TO: Budget Committee – November 17, 2016

FROM: Orillia Public Library Board

CC: Information Orillia Board

DATE: November 8, 2016

SUBJECT: Orillia Public Library and Information Orillia Governance Issues

Recommendation

THAT Council removes the distribution of the IO Grant from the Library budget and THAT Council removes the requirement of four Board members, including the Council representative, from Library Board responsibilities.

Purpose

The purpose of this report is to request that Council remove the Information Orillia grant distribution from the Library budget and remove the requirement for Library Board representation on the Information Orillia Board.

Background

Over this term the Library Board has extensively reviewed the governance responsibilities in support of Information Orillia assigned to it by Council. Library Board Chair Gay Guthrie, Council representative Councilor Rob Kloostra, and Library CEO Suzanne Campbell met with Chair Carol Benedetti, Michael McMurter, Ross McIntyre of the Information Orillia Board and mutually agreed, pending approval by the Library Board, that the distribution for the Information Orillia grant should be removed from the Library budget and that IO should request direction from Council on the distribution of the grant moving forward.

The Board passed the following motion at its October 26 Board meeting:

“That the Orillia Public Library Board request Council remove the Information Orillia Grant distribution from the Library budget request and that the OPL Board representation requirements on the IO Board be removed from OPL Board responsibilities and that the Library CEO be authorized to draft a memo to Council to be reviewed by the Finance Committee

Page 27 of 328 requesting this change be reflected in the 2017 Budget request for account 56-8-1040-0543 Grants to Organizations.”

Budget Allocation Changes 2007 -2016

After a number of years of financial difficulties Information Orillia, as part of the 2007 Budget process requested a $40,000 grant from Council, which was unsuccessful. On March 1, 2007 Council instead passed the following motion:

“THAT the Orillia Public Library be requested to report to Council Committee, in consultation with the City Manager’s Office, with an implementation strategy to assume the information and referral service provided currently by Information Orillia, in order to reinforce the Library’s role as the focal point for information in Orillia.”

In 2008 a report to Council resulted in a recommendation to provide $25,000 in funding for Information Orillia that would be included in the OPL budget. In addition, the report required four members from the Library Board to sit on the Information Orillia Board with one member being a councilor.

A further recommendation supported the inclusion of dedicated office space for Information Orillia in the Library Building.

In the 2015 Budget process Information Orillia asked for a $10,000 one year grant to provide them with funding that was cut from an expected government grant. This funding was again requested on a permanent basis in the 2016 Budget. The IO request for $10,000 for operating expenses was successful; in addition Council included a further $30,000 in the IO budget to allow for administration of O-CAN. The request was approved for one year. IO was directed by Council to report back quarterly, release of their funds would be based on the quarterly reports. The final amount approved for IO was $65,000.00 which was added to the baseline of the Library budget as per the 2016 Budget motion:

"THAT, further to the report dated November 13, 2015 from the Treasury Department, Issue 142 of Schedule 1-01 (2016 Operating Budget) regarding the request for funding from Information Orillia be approved in the amount of a $40,000 increase to the tax levy requirement;

AND THAT the funding be contingent on Information Orillia administering the Orillia Community Action Network (0-CAN) and potentially the Sunshine initiative;

AND THAT payments be released quarterly contingent on Information Orillia reporting to Council on a quarterly basis;

AND THAT Information Orillia be directed to conduct a review of their operations to identify any potential duplication of services with other organizations;

AND THAT Information Orillia be directed to approach surrounding townships and the County of Simcoe for funding."

- 1 - Page 28 of 328 Options and Analysis

Governance and Reporting

Information Orillia reports directly to the Orillia Public Library for release of the $25,000 grant and reports directly to Council for release of the $40,000 portion approved in the 2016 budget process.

As of October 26, there is no Library Board Member representation on the IO Board. During the present Library Board term one Board member (Lisa Avery) and one staff member (Kelli Absalom who was replaced by Sarah Csekey) were appointed to the Information Orillia Board, both have resigned in light of recent gevernance issues. In her resignation letter Lisa stated: It is with regret that I inform you that I resigned my seat on the board of Information Orillia on Friday, September 30th and will no longer be serving as the library representative on that board.

I became treasurer of IO on 6 September, 2016 shortly after the departure of our ED. Within a week it became clear that the financial situation was more serious than we had thought. IO has had constant financial difficulties and I am no longer convinced it is a viable organization.

I believe that the letter sent to council on September 30th 2016 misrepresents the situation at IO. The document was first presented at an IO meeting earlier that day, which I was unable to attend. Then, without first being circulated to the entire IO board (I was not the only person absent) was sent later the same day to Council. The document does not reflect my views about the purpose, or the future of Information Orillia and I feel that it ignores the severity of the current financial situation.

I will continue to assist with the book keeping at Information Orillia, but I will not remain on the board at this time. It has been historically difficult to fill all four positions from the Library Board. In recognition of this issue a Library staff member was appointed, requiring only three positions to be filled by OPL Board members. Despite this reduction the Library Board was unable, in both the last term and the present term of the Board, to fill the positions leaving the IO Board short of their required members’ potentially affecting quorum.

The Library Board members on the IO Board provide communication and information between the two Boards. Although the grant flows through the Library, the Board has historically had no control over the budget process other than a vote on the IO Board.

Services provided by Information Orillia

IO is a provider of community information and referral services in Orillia, a complimentary information service which works well as part of the services in the Library building. The core services offered by IO include a referral service and the maintenance of a contact database of community information. Information Orillia provides a valuable service to newcomers to the community as well as providing a vital linking service for those who are disadvantaged by reason of income, education, literacy, language or disabilities to the agencies and services that are best able to meet their need.

Over time, IO has added further services to include volunteer management services funded through additional grants and fundraising efforts. The volunteer portion of IO’s operations receives funding

- 2 - Page 29 of 328 through the Change the World grant program geared to encourage volunteerism in youth. A United Way grant is being used to fund the creation of a volunteer software program available for volunteer organizations to purchase by subscription. A number of additional services have also evolved over time, including:

 Providing assistance with filling out forms and documents;  Providing telephone messaging;  Partnering with a local accounting business to provide a Community Income Tax Program. Volunteers prepare income tax and benefit returns for individual who have a modest income and a simple tax situation.  Sharing information through the Hub e-blast among non-profit organizations, this is funded through purchased subscriptions;  Assisting with the administration of the Orillia Community Action Network (OCAN), a community- based networking group;  Administering the volunteer database which provides listings of current opportunities;  Offering training for volunteers and volunteer managers.

Service Synergies

Staff of the Orillia Public Library refers people to the services of Information Orillia on a daily basis; as well staff also accesses the IO Community Contact Information Database when answering community information reference requests. Having an Information and Referral service in the Library building has resulted in many mutually supportive activities occurring in the same building allowing the community to access and be directed to the information service to meet their needs. The Library is seen as the central place for information and there is a shared pool of clients with the information and referral service provided by Information Orillia.

Building services shared with Information Orillia include, cleaning, regular pest inspections, internet server access and limited IT support, two phones and lines, a thousand square feet of space including two offices and a reception area.

Information Orillia staff are included in training opportunities such as Culture and Awareness, and Safety and Security training.

Option 1 – Recommended Motion:

The Library Board is requesting that the responsibility for the grant distribution be removed from the Library budget. The Library Board does not have input into budget development or oversight for the grant distribution making it unnecessary for there to be Library Board representation on the IO Board and that IO should operate as an entirely separate entity from the Library, while continuing to occupy office space in the Library building and that Council consider appointing a Council member directly to the Information Orillia Board rather than having the Library Board Council member also sit on the Information Orillia Board.

- 3 - Page 30 of 328 Option 2 That this report be received as information

Should council support option 2, the report would be received as information leaving the issue of Library Board Governance in support of the Information Orillia Board without a solution. Information Orillia would not have Council representation on their Board for the final half of the Library Board term and would need to look for community members to fill the four library positions to achieve full membership and ensure quorum.

Financial Impact

There would be no financial impact on the Library Budget as the grant is determined by Council and cannot be adjusted by the Library Board.

Comments from Departments and Agencies

Information Orillia Board was consulted and they support the request.

Comments from Committees

Comments were neither solicited nor obtained from committees.

Communications

Comments were neither solicited nor obtained from the Manager of Communications.

Link to Strategic Plan

The recommendations in this report do not directly relate to the goals and objectives outlined in the Strategic Plan.

Conclusion

With no responsibility for budget development or grant distribution to IO, the Library Board is recommending that the IO grant distribution be removed from its budget and that the Library Board no longer be required to have representation on the IO Board. Due to the constant governance issues faced by Information Orillia, Library Board members are no longer willing to sit on the Board.

Prepared by and Key Contact: Suzanne Campbell, CEO Orillia Public Library

Approved by: Gay Guthrie, OPL Board Chair Lisa Avery, OPL Board Finance Committee Joe Fecht, OPL Board Finance Committee

- 4 - Page 31 of 328 Page 32 of 328 CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Recreation Advisory Committee DATE: November 17, 2016 REPORT NO: RAC-16-02 SUBJECT: Proposed Establishment of the Foundry District

Recommended Motion

THAT Council support the identification of West Street South, between Colborne Street and James Street, as the “Foundry District”;

Purpose

The purpose of this report is to provide Council with background related to naming the area surrounding the new Recreation Facility as the “Foundry District” to begin to strategically look at this area for new or redevelopment projects and as a premier destination to live, work and play.

Background & Key Facts

The following is a copy of the recommendation that was adopted by Council at its meeting held on January 18, 2016:

“THAT as recommended in the report dated December 18, 2015 from the Recreation Advisory Committee, the Recreation Advisory Committee be authorized to lead a public consultation process to explore all naming opportunities for the building and parkland at 255 West Street South, including the “foundry” theme;

AND THAT a budget of $2,000 be approved from Operating Contingency for the advertising and promotion of the public consultation process.”

During the ongoing discussions related to the above direction, it was suggested that the area surrounding the new recreation facility be formally recognized as the “Foundry District”. That would then open up the opportunity for RAC to move forward with the public consultation regarding the naming of the building, its various components and the surrounding parkland.

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Peter Street Arts District - Orillia In 2013, Council formally identified and designated Peter Street South between Mississaga Street East and Colborne Street East as the “Arts District”. This designation was to help establish the street as a destination neighbourhood and to allow it to become a tool in the marketing of the downtown core.

The Distillery District - Toronto In the process of developing a public consultation campaign for naming the Recreation Facility and amenities, the Recreation Advisory Committee reviewed information related to the “The Distillery Historic District”; a commercial and residential district in Toronto, located east of downtown, containing numerous cafés, restaurants, and shops housed within the preserved and rejuvenated heritage buildings of the former Gooderham and Worts Distillery.

The project to create this “district” was undertaken by a small group of visionary developers. During the revitalization of “The Distillery District”, the area surrounding this National Historic Site has also been populated with three high-rise residential developments. The area was prioritized to be studied as a potential heritage conservation district in 2015, to be assessed for intensity of development activity, existing level of heritage protection, and the overall fragility of the area in conjunction with City of Toronto planning priorities.

Options & Analysis

Option 1 – Support the request to recognize the “Foundry District”.

The Recreation Advisory Committee is in agreement that there is an opportunity to begin to build an atmosphere in the area of the new Recreation Facility that lends homage to the industrial past and also looks to the future “Orillia Spirit” and “Progress”.

Regardless of the type of development that occurs, it is important to recognize that this corridor was once the centre of Orillia’s industrial past with numerous factories and foundries employing hundreds of Orillians. In 1901 there were 29 factories. That number increased to 40 by 1911. Energy generated by Orillia’s own hydro electric plant powered manufacturing companies producing a wide variety of products over the years from farm implements,

automobiles, munitions, aircraft parts, baby carriages, furniture, clothing to toys. This is an opportunity to recognize that important industrial component to Orillia’s past.

The area referred to as the “Foundry District” is identified in the Downtown Tomorrow Study as a secondary plan area. Orillia City Centre is currently located in the Tudhope Factory building. The building also hosts Lakehead University’s downtown campus, various government agencies and living accommodation. At the northern end of the corridor it could act as an anchor for the District. Improved branding and way finding could assist in the redevelopment of brownfield space in this area.

Option 2 – Support the request to recognize the “Foundry District” with amendments.

Council could request additional information or expand the scope of the proposed designation to examine other neighbourhoods within the City that may request identification in the future. The exercise of crafting policy for neighbourhood designation may now be pertinent.

Option 3 – Receive the report as information.

The result of this Option is that no further work will be done to designate an area as the “Foundry District”. RAC will continue with their naming process for the recreation project as directed by Council.

Financial Impact

While there is no immediate direct financial impact of the recommendation beyond staff time to implement the process for designation it is likely that future costs would include signage and marketing/promoting the district. A more extensive overview of costs could come from the Economic Development Department’s implementation plan for designating the district.

Comments from Departments/Agencies

This report has been reviewed by the following departments with comments as follows:

Parks, Recreation and Culture: The Parks, Recreation and Culture Department has no concerns with the proposed designation of this area.

Development Services: The naming of the proposed “Foundry District” is not proposed as a “Heritage Conservation District” under the Ontario Heritage Act as the Distillery District is, or as was once proposed for the Orillia downtown. The proposed naming is for a marketing name purpose, and has no legal implications that can affect future development.

Economic Development: There is no objection to this proposal. When dealing with developers it is now generally referred to as the West Street Corridor. Costs involved would potentially include new street signage.

Comments from Committees

Comments were not solicited from other Committees. Communications

There are no communications requirements resulting from this report.

Link to Strategic Plan

Recommendation included in this report supports the following goals identified in the Council’s Strategic Plan: • Support Business – Improving Orillia’s competitive position o Supporting existing businesses and industry o Improving the City’s image o Establishing a Strategy for “City Core” revitalization

• Environmental Stewardship – Having regard for the environment in decision-making o Managing Growth and Using Land Wisely

• Healthy Communities – Enhancing the wellness of the community o Investing in Arts, Culture and Recreation

Conclusion

The Recreation Advisory Committee (RAC) recommends that Council support the identification of the West Street South corridor between Colborne and James Streets as the “Foundry District”. RAC recommends that the concept be turned over to the Economic Development Department for further study and development of marketing strategies, and RAC could return its attention to the public consultation process to explore all naming opportunities for the amenities at 255 West Street South.

Prepared by & Key Contact: Deborah Watson, Chair on behalf of the Recreation Advisory Committee

Schedules

 Schedule “A” – Location Map

Page 37 of 328 Page 38 of 328 City of Orillia Office of the City Clerk Memo To: Ian Bromley, Director of Economic Development Ian Sugden, Director of Development Services Copy to: Municipal Heritage Committee Kent Guptill, Director of Facilities and Special Projects Clerk’s Department (Referrals) From: Janet Nyhof, Deputy Clerk Date: July 19, 2016

Re: Orillia Central School Building/Property – 26 Coldwater Street

The following recommendation was adopted by Council at its meeting held on July 18, 2016:

“THAT, further to the report dated July 12, 2016 from Councillors Lauer, Ainsworth and Clark, staff be directed to prepare a report outlining a request for proposal process to dispose of the Central School site at 26 Coldwater Street.”

Please consult with the Municipal Heritage Committee and the City’s Tourism consultants when drafting your report to Council Committee.

JN:nb

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TO: Council Committee – December 5, 2016 FROM: Economic Development Department Development Services Department Facilities and Special Projects Department DATE: November 28, 2016 REPORT NO: ED-16-06 SUBJECT: Orillia Central Public School Property – 26 Coldwater Street

Recommended Motion

THAT Council provide direction to staff on the preferred approach for the disposal of the Orillia Central Public School Property located at 26 Coldwater Street.

Purpose

The purpose of this report is to present Council with a proposed Request for Proposals (RFP) process, and other options for Council consideration, for the disposal of the Orillia Central Public School property located at 26 Coldwater Street (Schedule “A”).

Background and Key Facts

The following recommendation was adopted by Council at its meeting held on July 18, 2016:

Council also directed staff to consult with the Municipal Heritage Committee and the City’s tourism consultants in drafting this report.

• The building has 1,834 square metres (19,742 square feet) of floor area, and the property has a lot area of 0.71 hectares (1.76 acres).

• The school opened in 1882, and was designated by By-law passed under Part 4 of the Ontario Heritage Act as a property of cultural heritage value in 1979.

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• As a result of its Ontario Heritage Act designation, alterations that are likely to affect the property’s heritage attributes require the approval of Council. Council has delegated its authority to issue Heritage Permits (for alterations) to the Director of Development Services through the authority provided in Chapter 251 of the City of Orillia Municipal Code.

• The City purchased the property from the school board for $450,000 and took possession on September 1, 2010.

• The purchase price at that time was based on an Opinion of Value provided in 2009 by a local real estate agent.

• After acquisition in 2010, the City established a Permit Parking Lot on the property (Lot 14). Lot 14 was originally created as a temporary measure to replace parking lost during the reconstruction of the City’s library and Market Square.

• Parking Lot 14 includes between 58 and 64 permit parking spaces. In 2015, monthly permit fees in Lot 14 generated $29,120 in revenue. (See Schedule “B”).

• The property is designated “Downtown Area – Downtown Shoulder” in the City of Orillia Official Plan as amended. The “Downtown Area – Downtown Shoulder” designation permits the following range of uses:

o single-detached and semi-detached dwellings; o multiple-unit buildings, townhouses and apartment buildings; o tourist accommodations; o bed and breakfast establishments; o communal housing; o secondary dwelling units; o live-work units; o home occupations; o converted dwellings; o child care facilities; o office uses; o small-scale retail and service commercial uses; o restaurants; o institutional uses; o places of worship; o funeral parlours; o cultural uses; o parking facilities at-grade and/or in structure; o parks and urban squares; o public uses and public and private utilities; and, o legally existing commercial development in excess of 500 square metres per premise.

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• The following land uses are specifically prohibited within the “Downtown Area – Downtown Shoulder” designation:

o drive-through facilities of any kind; o new service commercial uses, retail stores, office uses and restaurants with a Gross Floor Area in excess of 500 square metres per premise; and, o automobile-oriented uses of any kind (sales, service, gas stations).

• The property is currently zoned Institutional Three (Major Institutional) (I3) by By- law 2014-44, which permits the following uses:

o College or University o Day Nursery o Dormitory o Existing Uses o Government Offices o Long-Term Care Facility o Office, Business, Professional or Administrative o Public use o Recreational Establishment o Retirement Home

• A structural review performed in 2014 reported that the building was in relatively good condition.

• An estimated $3.5 million in renovation work will be required in the future to ensure that the building is restored, upgraded and accessible. This work would include: accessibility improvements, including the addition of an elevator; HVAC, electrical and plumbing renovations; exterior brick work; replacement of windows and doors.

• This property will be sold in “as-is” condition.

• The existing lease with the Orillia Central Preschool generated $57,000 in rental income in 2016.

• The lease with the Orillia Central Preschool will expire in September 2017. This will potentially put the City into a net-cost position on the property.

• In addition to the annual operational costs cited above, occasional maintenance/repair/replacement costs have been incurred since the City purchased the property. Those costs have included the following:

o New roof shingles ($38,000) o New architectural replica Bell Tower ($103,000) o New boiler ($111,022)

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• The City’s Real Estate Policy (Policy 1.7.1.1) requires that an appraisal be obtained prior to the sale of the property. It is estimated that an appraisal (necessary to establish an opinion of Fair Market Value) would cost between $3,000 and $5,000.

• Article 4.2.5 of the City’s Real Estate Policy (Policy 1.7.1.1) allows municipally owned real estate to be sold by public auction, tender processes, listings through MLS, direct advertising, direct negotiations with an abutting landowner, or through other direct negotiations. Article 4.2.5 authorizes City staff (the CAO/Clerk or designate) to determine the method of sale in accordance with the Policy.

• As a result of the property’s good location and range of permitted land uses (i.e. its Official Plan designation and its zoning) there has been interest in the property in recent years, with one unsolicited proposal presented to Council. Other prospective purchasers have requested that the City notify them about when and how the property might be disposed of.

Options & Analysis

As noted in the Background & Key Facts section of this report, Council can choose to sell municipal real estate in a number of different ways. Each choice comes with its own set of advantages and disadvantages, and some of the choices will involve more or less cost, more or less likelihood of getting the best price for the property, and more or less control of the final development outcome (timing, use, design, etc.)

The previous ad hoc committee, chaired by Councillor Lauer, invested significant time in testing the interest of the post-secondary institutions, and since the committee disbanded, staff has continued to discuss the opportunity with Lakehead University. As a result of the ad hoc Committee’s investigations, and the continued discussions by staff, Lakehead University has advised that the University continues to have an interest in maintaining a downtown Orillia campus location, but is constrained financially. Lakehead University has indicated that it is likely not currently in a position to own a downtown campus outright.

Council has decided to dispose of the property. In order to accelerate receipt of sale proceeds for the property, minimize the City’s potential to incur further maintenance/repair/replacement costs, and to stimulate the property’s future development and resultant property tax revenues, Council must consider which disposal alternative will best achieve this outcome.

Broadly, there are three approaches to property price vs. level of control over the final development:

• Best price as the sole criterion;

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• Best price within a framework of minimum conditions (including heritage preservation) set to influence timing and form of the eventual development);

• Best development project (in terms of higher eventual property tax revenues, higher levels of resultant employment, desired uses, quality of design, preservation of historic features, and quicker completion of the eventual development) with price as a secondary consideration.

There are three principal risks to consider when determining the preferred approach to the disposition:

• The property receives no interest from the private sector – this is unlikely, especially in a standard disposition (direct advertising or MLS listing), and because a few developers have expressed interest previously.

• A purchaser is secured but the development of the property stalls, curtailing the property tax revenue, and potentially seeing the heritage building features and the building itself deteriorate.

• Council secures a buyer and the development proceeds, but Council is unhappy with the eventual use and/or quality of the development.

Consultations with legal and real estate specialists from other communities have highlighted potential complexities which could arise with any development option or proposal which includes a requirement for public parking as part of a private development.

In order to maximize its potential sale proceeds, the City has typically zoned its properties in a manner that would best suit them for their highest and best use prior to sale. This approach was utilized in the following instances:

o 50 Penetang Street (the former Orillia Community Centre); o 50 Westmount Drive North (the former Mount Slaven Public School site); o 228 James Street East (the former David H. Church Public School site); o 2 Sandra Drive (a former municipal wellhead site).

As the Orillia Central Public School site is a designated property (under the Ontario Heritage Act), and the building located thereon is a significant, and prominent example of Orillia’s built heritage, it may be prudent to leave the current zoning in place at the time of sale. If a proposal is received that Council wishes to pursue, and the proposal requires a rezoning, Council would retain additional negotiation leverage/influence by controlling the Zoning Amendment process, and may, by so doing, facilitate an acceptable development outcome.

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Option 1

THAT staff be directed to prepare a Request for Proposals (RFP) in accordance with Schedule “C” attached to Confidential Report No. ED-16-06 to be issued for disposal of 26 Coldwater Street;

AND THAT Council approves appraisal costs of $6,000 to be funded from the Land Acquisition Reserve.

Proposals will be evaluated and points will be awarded as per Schedule “C”.

• The RFP can include other evaluation criteria that staff or Council deems to be important.

• Once completed, the RFP will be promoted: directly to parties which have previously expressed interest in the property; via the City website; the City Bulletin; traditional advertising channels used by the City to promote property for sale; and the Architectural Conservancy of Ontario (ACO) and any other agencies targeting developers with experience with heritage buildings.

• A 60-day timeline should be allowed to receive responses to the RFP.

• RFPs will be reviewed to evaluate key criteria. (See Schedule “C”) Part of the review process could include interviews with RFP respondents as part of the evaluation of proposals.

• The RFP review panel should consist of: o the Director of Economic Development (or designate) o the Director of Development Services (or designate) o the Director of Facilities and Special Projects (or designate)

• This option would include a default to Option 2 if no bidders submit, or if none satisfy the evaluation criteria.

• RFP evaluation results will be reported to Council for a final decision.

Council may wish to avoid incorporating the requirement for partnerships, and/or the requirement for the permit parking spaces to be excluded from the land being sold in order to make the RFP easier and more attractive for potential bidders to comply with.

The permit parking spaces could potentially be dealt with as a requirement of the overall development (by providing more parking than required, and/or including a commercial parking lot as part of the development).

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Option 2

THAT Council directs staff to list the 26 Coldwater Street property for sale with a real estate agent;

AND THAT Council approves appraisal costs of $6,000 to be funded from the Land Acquisition Reserve.

This option would utilize a standard land sale/listing process. The City would enter into a listing agreement with its Real Estate agent of record (Don Stoutt of ReMax), and the property would be listed on the Multiple Listing Service (MLS), and promoted by the agent.

Option 3

THAT Council directs staff to pursue a direct marketing approach to list the 26 Coldwater Street property for sale;

AND THAT Council approves appraisal costs of $6,000 to be funded from the Land Acquisition Reserve.

If Council chooses to pursue this option, staff would prepare a direct advertising listing. As part of the process, interested parties can be informed of the direct sale of the property by the City and invited to bid on the property.

Financial Impact

There are several financial impacts involved in the disposition:

• The net proceeds to the City may be impacted depending on the option chosen.

• Property tax proceeds may be impacted by the timing and nature of the development.

• Depending upon the development proposal considered in the future, there could be a reduction in Parking Permit fee revenue, with a corresponding reduction in parking lot maintenance costs.

• If Council decides to proceed with the disposition, there will be savings (from potential future repairs required for the building) as well as costs (foregone revenue from parking permits and rental income from tenants).

Comments from Departments/Agencies

Comments were neither solicited nor obtained from other City Departments.

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Comments from Committees

The Municipal Heritage Committee discussed the proposed disposal of 26 Coldwater Street at its monthly meeting on November 8, 2016. Recommendations from the committee are included in the attached Memo (attached hereto as Schedule “D").

Communications

The Manager of Communications will assist the Economic Development Department in promoting the RFP through the City’s website, City Bulletin, a news release and corporate social media channels.

Link to Strategic Plan

The recommendation included in this report supports the following elements of the City’s Strategic Plan: - Support Business

Conclusion

Council has directed staff to prepare a report outlining a request for proposal process to dispose of the Central School site at 26 Coldwater Street. This report presents a number of options for Council’s consideration, including: an RFP process; sale of the property using the services of a real estate agent and a direct sale of the property by the City.

Schedules

 Schedule “A” - Sketch of Property  Schedule “B” - Parking Information  Schedule “C” - Proposal Evaluation Criteria  Schedule “D” - Memo from Municipal Heritage Committee

Prepared by & Key Contact: Dan Landry Manager of BR&E and Industrial Development

Approved by: Ian Bromley Director of Economic Development

Ian Sugden Director of Development Services

Kent Guptill Director of Facilities and Special Projects

H:\C - COUNCIL\C11 - REPORTS TO COUNCIL\2016\ED_16_06_Central School_CC_Dec5\ED_16_06_Orillia Central School Land Matters_CC_Dec 5 2016.doc Page 48 of 328 Schedule "A" - Central School Property Sketch Central School

)

1 :1000 10m o 10 20m : : ===------.... SCALE

TITLE DESIGN BY: FILE: THE CORPORATION OF THE DRAWN BY: WH CITY of ORILLIA SHEET: PLANNo: CHECKED BY: SC Municipal Parking Lot 14

APPROVED BY:

DATE: AUG. 1, 2014 ACAD FILE: PUBLIC WORKS DEPARTMENT PLOTIED: AUG. 1, 2014 SKDMP127.DWG

H:IT-Transportation Services\TOB - Traffic\council\SKOMP127.dwg Aug 05, 2014 -1:22pm

Page 49 of 328 Schedule “B” - Downtown Parking Lot Map

Orillia Central School, Lot 14 26 Coldwater Street

Lot 11

Lot 7

Lot 3

Lot 6

Lot 3 Lot 6 Lot 7 Lot 11 Lot 14 Number of Permit Spaces 40 175 20 58 58 (64) Monthly Permit Fee $40 $40 $50 $50 $40 2015 Permit Revenue $18,920 $34,480 $12,000 $7,280 $29,120 Average Number of Permits Issued Monthly 99% 41% 100% 28% 95% Number of Spaces unused monthly 0 to 3 0 to 169 0 37 to 42 0 to 20

NOTES: The number of Permits allowed for Lot 14 was reduced from 64 to 58 in April, 2016 due to falling brick from the Orillia Central School building.

The number of Permits for Lot 6 does sometimes exceed 175 as the balance of the lot is Pay and Display and can accommodate additional permit spaces.

Lot 11 contains 3 accessible parking spaces, therefore only 55 permits are typically sold.

Page 50 of 328 Schedule "C" - Proposed Evaluation Criteria

Central School Redevelopment Proposal Scoring Chart

Required attributes of ideal/successful candidates Pour Good Very Good (circle score which best reflects candidates experience/skills)

Developer has a track record of successfully None 1-2 Properties > 2 Properties completing the re-use of heritage properties within the 0 5 10 last five years?

Developer has a track record of successfully None 1-2 Properties > 2 Properties completing the re-use of heritage properties within 6 - 0 5 10 10 years?

Proposed development will contribute positively to the None Some impact Significant Impact objectives outlined in the Downtown Tomorrow Plan? 0 5 10

Developer has identified and/or secured institutional None 1-2 Commitments > 2 Commitments or other significant partners or tenants? 0 5 10

Purchase Price is at or above Fair Market Below FMV 0-10% FMV > 10% FMV Value/appraisal (FMV) 0 10 20

Total Score: /60 Comments:

Scored By:______Date:______

Page 51 of 328 Schedule “D” - Memo from Municipal Heritage Committee

Memo

To: Dan Landry, Manager of BR&E and Industrial Development; Ian Bromley, Director of Economic Development; Ian Sugden, Director of Development Services; Kent Guptill, Director of Facilities and Special Projects

From: Robin Cadeau, Assistant Clerk/Committee Coordinator on behalf of the Municipal Heritage Committee

Date: November 9, 2016

Re: Request for Proposal Process for Central School

The following is a copy of a recommendation adopted by the Municipal Heritage Committee at its meeting held on November 8, 2016:

“THAT, further to Council’s direction of July 18, 2016 the Municipal Heritage Committee provide the following comments with respect to a request for proposal process to dispose of Central School at 26 Coldwater Street: · the Request for Proposal include information related to the designation of this property, as registered on title, to ensure that the cultural heritage value is recognized and conserved over time as described in the designation by-law and by-law background · the Request for Proposal include a reference to the Ontario Heritage Act with respect to Part IV designated properties, and the requirement therein for review and approval for any alterations to any features outlined in the designation by-law · the Request for Proposal outline the purchaser's requirement to apply to the City for a Heritage Permit which, as set out in the City's Official Plan, shall include obtaining a Heritage Impact Statement to evaluate the impact of a proposed intervention (alteration, addition, partial demolition, demolition, relocation or new construction) on the cultural heritage resources of the designated property · the Request for Proposal be forwarded to Architectural Conservancy Ontario (ACO) and/or other agencies targeting developers with experience with heritage buildings in order to ensure the property is advertised to prospective purchasers sympathetic to the value of heritage properties;

AND THAT the weighting of the proposals be set out to ensure that the heritage conservation is prioritized within the evaluation criteria and scoring.”

The Committee expressed appreciation for the opportunity to provide review and comment, and for Dan’s attendance and attention to this matter.

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TO: Council Committee – Dec. 5, 2016 FROM: Economic Development Department DATE: November 28, 2016 REPORT NO: ED-16-07 SUBJECT: Downtown Orillia Retail Mix Analysis

Recommended Motion

THAT Report ED-16-07, dated November 28, 2016, regarding the Downtown Orillia Retail Mix Analysis be received as information;

AND THAT staff be authorized to proceed with the Downtown Orillia Investment Attraction Plan as generally outlined in Schedule “B” of this report.

Purpose

The purpose of this report is to present the Downtown Orillia Retail Mix Analysis (Retail Mix), and the proposed Downtown Orillia Investment Attraction Plan.

Background and Key Facts

• In 2012, Council adopted in principle Downtown Tomorrow: Linking Orillia’s Core to the Water, commonly referred to as the Downtown Tomorrow Plan. • The Downtown Tomorrow Plan outlines 7 goals and 33 initiatives to better connect the downtown and waterfront. • Goal #4 seeks to improve the shopping and dining experience in downtown Orillia through the attraction of specialty retailers, the coordination of shopping hours, the maintenance and improvement of storefronts and the extension of retail experience to the waterfront. • Initiative #14 recommends the attraction of specialty retailers through the completion of a comprehensive inventory of existing and available space, and through the development of a promotional package for targeted retailers. • In 2014, Council approved the Retail Mix Study capital project at a cost of $30,000, which included a contribution of $15,000 from the City of Orillia, and a contribution of $15,000 from the Downtown Orillia Management Board (DOMB). • Staff leveraged $30,000 in approved capital funds for an additional $20,000 in Rural Economic Development (RED) Funding through the Ontario Ministry of Agriculture, Food and Rural Affairs (OMAFRA). • A Retail Mix Project Team (RMPT) was established to seek input and expertise from a range of perspectives and consists of representation from the City of

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Orillia Economic Development Department and Development Services Department, the DOMB, the Orillia Area Community Development Corp., and the Lakelands Association of Realtors (LAR) in addition to the project consultants. • The Retail Mix Project Team (RMPT) subsequently retained urbanMetrics inc. to undertake the Retail Mix with the primary intent of compiling a comprehensive inventory of existing and available space downtown, and undertaking a thorough analysis of the retail gaps which could be filled through future investment attraction efforts. • During the summer of 2016, the RMPT launched a comprehensive public consultation process through an online survey, hard copy surveys, social media surveys and public engagement workshops. In total, approximately 1,235 individuals provided insight through the above forums. • A license plate survey was completed, along with a review of historical visitor survey data to determine the City’s primary and secondary trade areas (customer origins). • In addition to this research, a comprehensive inventory of over 450 properties within the study area was compiled, which includes owner information, address, latitudes and longitudes, assessed value, business names, price classifications, trade groups, business descriptions, square footage, business hours, plans for growth/expansion and more. • Staff have been working with urbanMetrics inc. (UMI) and the project team on refining the final report. • Concurrently, staff have been preparing for implementation of the Downtown Tomorrow Community Improvement Plan (DTCIP), which will launch on January 1, 2017. • These two projects are now coming together, and the data collected through the Retail Mix Analysis will be used to target specialty retailers, using the DTCIP to further incentivize the attraction of these businesses. • Staff have subsequently prepared a Downtown Orillia Investment Attraction Implementation Plan for Council’s consideration.

Options & Analysis

Option 1

THAT Report ED-16-07, dated November 28, 2016, regarding the Downtown Orillia Retail Mix Analysis be received as information;

AND THAT staff be authorized to proceed with the Downtown Orillia Investment Attraction Plan as generally outlined in Schedule “B” of this report.

Staff is presenting Council with the Downtown Orillia Retail Mix Analysis and an implementation plan for review and consideration.

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Both the City and the DOMB are responsible for the attraction and recruitment of new businesses and investment in downtown Orillia. In order to ensure marketing efforts are targeted, and funds are spent efficiently, it is important for both parties to have a clear understanding of the types of businesses that are both desired by the community as well as economically feasible based on existing competition and/or gaps in provision.

The comprehensive inventory which was compiled through this exercise is an extremely valuable tool which will be updated on a quarterly basis, and will be used to better understand where vacancies exist, and where there are opportunities for new and/or redevelopment. This inventory will provide benchmark information on which to measure future growth and progress, and as recommended in the implementation plan, it allows staff to present an annual progress report to measure business attraction efforts. As this information contains confidential information it has not been included as a schedule to this report.

The final report recommends that business attraction in the City’s core be focused on the following six under-represented industries:

1. Restaurants 2. Specialty Foods 3. Culture/Entertainment/Recreational Uses 4. Apparel 5. Home Furnishing 6. Personal Services

While outside of the project scope, UMI has assisted the project team in developing four recommendations, and 11 strategic actions aimed at attracting investment to downtown Orillia. Staff has explored these further to outline potential leads, timelines and funding sources to ensure this implementation plan is clear and easy to follow. This Downtown Orillia Investment Attraction Plan is included in Schedule ‘B’ of this report.

Option 2

THAT Report ED-16-07, dated November 28, 2016, be received as information.

This option is not recommended.

Staff and the DOMB recognize that business attraction is crucial to the economic health of the downtown core. The Retail Mix Analysis provides economic development partners with the information needed to implement a targeted business attraction campaign. As such, it is recommended that staff be authorized to use this information to carry out the strategic actions recommended in the Downtown Orillia Investment Attraction Plan.

Financial Impact

In 2016, the recommended strategic actions will have a financial impact of approximately $16,500. Approximately $15,000 of these funds will be sourced from the approved RED grant. Funds required for the participation in a trade show will be sourced from existing

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marketing funds, through equal contributions from the City of Orillia Economic Development Department, the DOMB and the LAR.

It is anticipated that additional funding will be required in 2018 to continue business attraction efforts targeting key business categories through the promotion of the DTCIP program. An annual monitoring and measurement report will provide an analysis of the success of promotion related to both the Retail Mix and the DTCIP. This analysis will allow staff to better understand the extent of additional funding required, and will inform the 2018 operational needs related to marketing and promotion.

Comments from Departments/Agencies

The Retail Mix Project Team consists of representation from the City of Orillia Economic Development Department and Development Services Department, the DOMB, the Orillia Area Community Development Corp., and the Lakelands Association of Realtors (LAR). Comments and considerations from these departments/organizations have been captured within the report.

Comments from Committees

Comments from Committees were neither solicited, nor obtained.

Communications

The Downtown Orillia Investment Attraction Plan includes a number of provisions related to communication of the Retail Mix findings and subsequent promotion to key business categories. Strategic Action 1.2 ensures communications remain strong between the City, DOMB and LAR, through the creation of a Recruitment Team, who would meet regularly to discuss progress and identify new opportunities. Strategic Actions 2.1, 2.2., 2.4, and 2.5 outline various recommendations for reaching potential investors through activities such as trade shows, familiarization tours, workshops and promotional campaigns. Strategic Action 2.5 will include a detailed advertising plan which may include promotion through newspaper, web and trade publications, and will also consider the use of existing channels such as social media, press releases, and e-newsletters. The Economic Development Department will work closely with the Manager of Communications to ensure the advertising plan is effective and efficient.

Link to Strategic Plan

The recommendation included in this report supports the following elements of the City’s Strategic Plan: - Support Business

Conclusion

Staff is presenting Council with the Retail Mix Analysis and a proposed implementation plan. Staff is seeking authorization from Council to proceed with the proposed investment attraction strategy.

Schedules:

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 Schedule “A” – Downtown Orillia Retail Mix Analysis  Schedule “B” – Proposed Downtown Orillia Investment Attraction Plan

Prepared By & Key Contact: : Laura Thompson, EcD, CEcD Manager of Real Estate and Commercial Development

Lisa Thomson-Roop, Manager, Downtown Orillia Management Board

On behalf of the Retail Mix Project Team: Jeff Duggan, City of Orillia Development Services Dept. Dan Landry, City of Orillia Economic Development Dept. Ron Spencer, Chair, DOMB Mike Stahls, Lakelands Association of Realtors Wendy Timpano, Orillia Area CDC

Approved By: Ian Bromley, M.A., M.B.A Director of Economic Development

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Schedule “A”

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DOWNTOWN ORILLIA RETAIL MIX ANALYSIS, ORILLIA, ONTARIO PREPARED FOR THE CITY OF ORILLIA & THE DOWNTOWN ORILLIA MANAGEMENT BOARD NOVEMBER 25, 2016

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SOURCE: Downtown Orillia Management Board.

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November 25, 2016

Laura Thompson Manager of Real Estate & Commercial Development City of Orillia 50 Andrew Street South, Suite 300 Orillia, Ontario, L3V 7T5

Dear Laura:

RE: Downtown Orillia Retail Mix Analysis, Orillia, Ontario urbanMetrics inc. (‘urbanMetrics’) is pleased to submit the Downtown Orillia Retail Mix Analysis, which was undertaken on behalf of the City of Orillia Economic Development Department and the Downtown Orillia Management Board (‘DOMB’). This study has been undertaken to analyze the existing commercial structure and diversity of store types in Downtown Orillia. This study was also undertaken to identify opportunities for business attraction and to provide the City and the DOMB with a comprehensive dataset to monitor future progress and help guide economic development initiatives. This report identifies specific commercial categories that are under-represented in the downtown area and provides examples of potential tenants within these categories that should be targeted for future marketing. This report also provides a series of key performance indicators to help the City and the DOMB monitor future changes with respect to changes in the downtown commercial market. Input from local residents has been a crucial element of this analysis and the final recommendations in this report reflect the findings of urbanMetrics’ community-driven approach to evaluating the retail mix in Downtown Orillia. We appreciate the opportunity to conduct this assignment on your behalf and we look forward to discussing the results of our report with you. Yours truly, urbanMetrics inc.

Peter Thoma, MCIP, RPP, PLE Mike Johnson Partner Project Manager [email protected] [email protected]

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TABLE OF CONTENTS Executive Summary i 1 Introduction 1 1.1 Background 1 1.2 Study Area 2 1.3 Objectives 4 1.4 Approach 4 2 Downtown Orillia Trade Area Profile 5 2.1 Trade Area Delineation 5 2.2 Demographics 8 3 Community Engagement Overview 10 3.1 Key Informant Interviews 10 3.2 Public Survey 11 3.3 Business Survey 12 3.4 Facebook Forum 13 3.5 Public Workshop 13 3.6 Summary of Key Findings from Community Engagement 14 3.6.1 Economic Changes During the Past 5 Years 14 3.6.2 Favourite Aspects of Downtown Orillia 15 3.6.3 Reasons for Visiting 16 3.6.4 Primary Drawbacks 17 3.6.5 Existing Gaps 18 3.6.6 Suggested Improvements 19 4 Commercial Structure Analysis 20 4.1 Downtown Orillia Inventory 20 4.2 Comparison To Other Downtowns 25 4.3 Downtown Situational Assessment 28 4.4 Market Gaps 29 4.5 Identification of Potential Targets 31 5 Key Performance Indicators 33 6 Recommendations 34

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Appendix A – Official Plan Background 36 Appendix B – Public Survey Results 3753 Appendix C – Business Survey Results 3872 Appendix D – Facebook Forum Comments 3990 Appendix E – Public Workshop Results 11140 Appendix F – Definitions & NAICS Codes 15941 Appendix G – Retail Chains Operating in Canada 16542 Appendix H – Retail Chains Under 5,000 Square Feet Operating in Canada 20843

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LIST OF FIGURES Figure 1-1: Downtown Orillia Retail Mix Analysis Study Area ...... 3 Figure 1-2: Downtown Orillia Retail Mix Analysis Approach ...... 4 Figure 2-1: Customer Origins urbanMetrics 2013 & 2016 Licence Plate Surveys ...... 6 Figure 2-2: Trade Area Map ...... 7 Figure 2-3: Trade Area Demographic Characteristics ...... 8 Figure 3-1: Summary Public Survey Responses ...... 11 Figure 3-2: Survey Participation ...... 11 Figure 3-3: Summary Business Owner Survey Responses ...... 12 Figure 3-4: Public Workshop Attendees ...... 14 Figure 3-5: PUBLIC SURVEY – Economic Changes during the Past 5 Years ...... 14 Figure 3-6: PUBLIC SURVEY – Favourite Aspects of the Downtown Shopping Experience ...... 15 Figure 3-7: PUBLIC SURVEY – Primary Reasons for Visiting Downtown Orillia ...... 16 Figure 3-8: PUBLIC SURVEY – Current Major Drawbacks of Downtown Orillia ...... 17 Figure 3-9: FACEBOOK FORUM – What Additions Residents Want in Downtown Orillia ...... 18 Figure 3-10: PUBLIC SURVEY – Top Suggested Improvements for Downtown Orillia ...... 19 Figure 4-1: Geographic Distribution of Commercial Space in Downtown Orillia ...... 21 Figure 4-2: Summary of Retail and Service Commercial Space in Downtown Orillia ...... 23 Figure 4-3: Examples of Large Vacant Commercial Units in Downtown Orillia ...... 24 Figure 4-4: Vacancy in Downtown Orillia by Area ...... 24 Figure 4-5: Distribution of Commercial Space in Downtown Orillia Inventory Compared to Other Downtown Areas ...... 25 Figure 4-6: Downtown Orillia Compared to Downtown Areas in Other Municipalities – Total Commercial Space ...... 26 Figure 4-7: Downtown Orillia Compared to Downtown Areas in Other Municipalities – Vacant Commercial Space ...... 26 Figure 4-8: Downtown Orillia Inventory Compared to Other Downtown Inventories ...... 27

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Executive Summary

Introduction

The Downtown Orillia Retail Mix Analysis has been undertaken by urbanMetrics inc. on behalf of the City of Orillia Economic Development Department and the Downtown Orillia Management Board (‘DOMB’) to measure and evaluate the existing retail mix in Downtown Orillia. This study has been developed through outreach with the business community and the public at large. This study builds on recent initiatives that have been led by the City and the DOMB, including the Downtown Tomorrow Plan1 and the Downtown Tomorrow Community Improvement Plan2. The purpose of the Downtown Orillia Retail Mix Analysis is to provide strategic insights and action items that will help guide the City and the DOMB in future business attraction and retention initiatives. This study includes: Detailed commercial inventory for the entire downtown area; Identification of specific commercial segments that are either absent or under-represented in the downtown area and should be targeted for future marketing; and A series of key performance indicators to help the City and the DOMB monitor future progress. Study Area

The Study Area for the Downtown Orillia Retail Mix Analysis is consistent with the boundaries of the Downtown Area as defined in the Downtown Tomorrow Plan. These boundaries are virtually identical to the downtown area boundaries as defined in Schedule A and Schedule B of the City of Orillia Official Plan (‘Official Plan’). The Study Area is comprised of the following: Downtown Orillia Business Improvement Area (‘BIA’); Primary Focus Area; and Project Area. SOURCE: City of Orillia Public Works Department (July 5, 2016).

1 Downtown Tomorrow Plan refers to the study entitled Downtown Tomorrow, Linking Orillia’s Core to the Water, which was adopted by City of Orillia Council on June 3, 2013. Strategic Initiative # 14 calls for the completion of a detailed inventory to understand the existing retail composition of the downtown area and provide guidance with respect to the attraction of new specialty retailers and services going forward. 2 The Downtown Tomorrow Community Improvement Plan project began in June 2015 and was adopted by Council on June 27, 2016. Implementation of grant programs will begin in January 2017.

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Downtown Trade Area

To effectively identify opportunities for business attraction and economic development in Downtown Orillia it is important to understand the customers that provide support for downtown businesses. The four primary markets for retailers and service commercial establishments operating in the downtown area include: City Population; Tourists/Seasonal Residents; and Regional Population; Downtown Workforce.

Based on current and historic customer origin data, approximately 80% of the customers for businesses in the downtown area are derived from within the City of Orillia. Community Engagement

From the outset of the Downtown Orillia Retail Mix Analysis, direct community engagement has been an integral component of our analysis. During July, August and September 2016, an extensive community consultation process was undertaken, including: Key informant Interviews (n = 20) Facebook Forum (n = 350) Public Survey (n = 750) Public Workshop (n = 45) Business Owner Survey (n = 70) All Engagement Exercises (n = 1,235) n = number of respondents/participants These community engagement exercises were used to encourage widespread public participation and to ensure that local residents and other stakeholders were given multiple opportunities to provide their insights with respect to how to enhance the diversity of store types and composition of businesses in Downtown Orillia. The top suggested improvements for Downtown Orillia are as follows: reducing the number of vacant store fronts; and adding new retail stores. Shopping is the primary reason that public survey respondents visit Downtown Orillia. However, the selection of retailers in the downtown area was also identified as the most significant drawback of the downtown shopping experience. Similarly, less than 20% of survey respondents indicated that the diversity of store types is one of the best aspects of the downtown shopping experience, and the downtown area accounts for a relatively small portion of expenditures made by local residents. Nevertheless, with the addition of new stores and services in under-represented categories (i.e. existing service gaps), there is potential for greater expenditures by local residents within the downtown area. Existing service gaps identified by the local community include: Convenience and specialty food stores; Furniture, home furnishings and electronics stores; General merchandise stores; Restaurants; and Clothing Stores.

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Commercial Inventory

Downtown Orillia is intended to act as a focal point for the community, offering the largest and the most diverse concentration of retailers and commercial services in the City of Orillia, while also functioning as the administrative and cultural hub of the City. It is comprised of a wide assortment of commercial uses including retail, office, service, and entertainment facilities, which generally serve a boutique function. There are also a number of commercial enterprises that serve a regional market area. To better understand the existing composition and diversity of store types in the downtown area, a comprehensive inventory was undertaken by urbanMetrics in July and August 2016. Downtown Orillia currently contains approximately 1.25 million square feet of retail and service commercial space, including: CATEGORY TOTAL SPACE (ft2) Food Store Retail (‘FSR’) 66,200 Non-Food Store Retail (‘NFSR’) 302,800 Beer, Wine, Liquor (‘BWL’) 8,000 Commercial Services 637,100 Other Occupied Commercial (e.g. taxi services; Service Ontario) 4,200 Vacant 230,200 TOTAL 1,248,500 SOURCE: urbanMetrics inc.

Vacancy

The current commercial vacancy rate for Downtown Orillia is 18.4%, compared to a healthy (balanced) market which typically falls within the range of 5% – 8%. Relative to downtown areas in nearby, small/mid-sized municipalities, Downtown Orillia has the highest proportion of vacant commercial space.

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It should also be pointed out that the majority of the vacant space in Downtown Orillia is actually located outside of the Downtown Business Improvement Area and the Downtown Primary Focus Area. The Project Area accounts for 54% of the total vacant commercial space in Downtown Orillia. As a result, when viewed in isolation, the commercial vacancy rates in Downtown Business Improvement Area and the Downtown Primary Focus Area are much closer to what is typically considered a healthy range – between 5% and 8% – in most markets.

Zone Vacancy Downtown Orillia Business Improvement 12.9% Area Primary Focus Area 11.2% Project Area 30.3% TOTAL DOWNTOWN PROJECT AREA 18.4% SOURCE:VACANCY urbanMetrics inc. Vacancy includes all leasable space (ground floor, upper storeys and below ground). Market Gaps

Downtown Orillia is generally in-line with typical commercial square footage service levels (measured as “shares” of the total commercial space) in the following commercial categories:

SOURCE: urbanMetrics inc. However, the following commercial categories represent store categories which appear to be under-represented, and “off-target” compared to conventional commercial mixes observed in small/mid-sized communities:

SOURCE: urbanMetrics inc.

These off-target categories represent market gaps that should be pursued by City, DOMB, and other private real estate interests working in the downtown area. As new stores and services in under-represented categories (i.e. existing service gaps) are attracted to Downtown Orillia, there is potential for an increase in expenditures by local residents at stores within the downtown area.

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Potential Targets

The number of new establishments and the take-up of commercial space within these “off-target” categories have been summarized below:

COMMERCIAL TAKE-UP OF NEW EXAMPLES OF POTENTIAL TENANTS CATEGORY NEW SPACE ESTABLISHMENTS Starbucks, David’s Tea, Coffee Culture, 50,000 square Booster Juice, Taco Bell, A&W, Freshii, Sunset Restaurants 5 – 10 feet Grill, Boston Pizza, The Works, Wild Wings, independent operators Personal Care 20,000 square Peekabo Child Care, Dogtopia, Blo Blow Dry 5 – 10 Services feet Bar, independent operators

Fresh & Wild, M&M Meats, Almost Perfect, 15,000 square Specialty Food Stores 2 – 5 Nutty Chocolatier, Rocky Mountain Chocolate feet Factory, independent operators

Selected Merchandise 30,000 square Homesense, The Source, Princess Auto, 5 – 10 Stores feet independent operators

Culture, 30,000 square Entertainment, 5 – 10 independent operators feet Recreation Services TOTAL 145,000 22 – 45 (see selected examples above) square feet SOURCE: urbanMetrics inc. If these new establishments and/or this amount of space is occupied by new tenants, the commercial vacancy rate in the downtown area would decrease from 18.4% to 6.8%, which would bring the overall commercial vacancy rate for Downtown Orillia to a balanced and healthy level (i.e. between 5% and 8%). SUMMARY TABLE Total Space In Orillia Project Area (inventory) 1,250,000 square feet Commercial Vacancy (2016) 230,000 square feet 18.4% Take-up of New Space (all categories) 145,000 square feet Vacancy Impact (Targeted Reduction) 85,000 square feet 6.8%

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Key Performance Indicators

A list of key performance indicators (KPIs) has been established to help the City and the DOMB manage, track and monitor investment activity and economic progress in Downtown Orillia: DOWNTOWN ORILLIA KEY WHY IT IS IMPORTANT BASE YR 1 YR 2 YR 3 PERFORMANCE 2016 INDICATORS COMMERCIAL This is a standard measure of economic health and well- 18.4% ↓ ↓ ↓ VACANCY RATE being for virtually every commercial node. A healthy vacancy rate should be in the order of 5% – 8% for most commercial markets. NUMBER OF The number of vacant storefronts has been identified as a top 25 ↓ ↓ ↓ VACANT priority for the City to address. While some vacancy is STOREFRONTS ON important to promote business formation, chronic vacancy MISSISSAGA STREET should be avoided. NUMBER OF This number can be used to monitor the net change in 480 ↑ ↑ ↑ BUSINESS business activity from one year to the next. ESTABLISHMENTS VALUE OF The building department collects building permit for new TBD ↑ ↑ ↑ COMMERCIAL construction and additions. Commercial investments provide BUILDING PERMITS a forward indication of business confidence. NUMBER OF The direct participation and involvement of stakeholders 15 ↑ ↑ ↑ ATTENDEES AT (business and customers) will be critical in developing a DOMB ANNUAL people-oriented downtown. GENERAL MEETING NUMBER OF NEW The successful revitalization of business activity in the TBD ↑ ↑ ↑ RESIDENTIAL UNITS downtown area will depend on realization of local population COMPLETED growth in the downtown and surround area. New housing will provide additional animation to the downtown area. NUMBER OF Annual events play an important role in promoting the TBD ↑ ↑ ↑ ANNUAL EVENTS & destination qualities that make downtown Orillia unique. FESTIVALS NUMBER OF FOOD & The number of establishments licenced to serve alcohol is a TBD ↑ ↑ ↑ DRINKING good proxy for investment in restaurants, lounges and bars. ESTABLISHMENTS Residents indicated the need to attract more food and beverage options in downtown Orillia. PARKING The cost of parking was identified as a major deterrent to TBD ↔ ↔ ↔ REVENUES downtown shopping and visitation. The extent to which the City realizes revenues through fees and fines should be better understood in order to communicate why parking is not free in the downtown area. STUDENT The growth and expansion of post-secondary education has 3,000+ ↑ ↑ ↑ ENROLLMENT the potential to provide an important economic footprint for (LAKEHEAD Orillia. Student growth and downtown revitalization have a UNIVERSITY & beneficial relationship (i.e. attractive downtown > attracts GEORGIAN COLLEGE more students // larger student and faculty base > more ORILLIA CAMPUSES) downtown customers.)

TBD – to be determined at year end

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Recommendations

The following recommendations are intended to support a collaborative approach to reducing commercial vacancy levels and improving the retail mix in Downtown Orillia. Establish a formal initiative designed to reduce and manage vacancy in the downtown area at a balanced rate of 5% to 8%. Strategic Actions: Identify on an annual basis, the top five spaces in the BIA and the top 5 spaces in the broader project area, which are chronically vacant and in need of immediate attention. Special attention shall be given to these properties through all subsequent strategic actions. Establish a recruitment team consisting of representatives from the City, the DOMB and the Lakelands Association of Realtors to regularly discuss progress, identify properties which need immediate attention and discuss new opportunities as they arise. Build upon the downtown inventory and update on a semi-annual basis to ensure that both the City and the DOMB are aware of vacancies, so these can be addressed. Develop a coordinated and targeted business recruitment campaign for specific under- represented commercial categories within the Orillia Downtown Project Area. These under- represented categories include: Restaurants; Personal Care services; Convenience and Specialty Food stores; Furniture, Home Furnishings and electronics stores; General Merchandise stores; Clothing Stores; and Culture, Entertainment and Recreation establishments. Strategic Actions: Host workshops inviting would-be business owners with an interest or passion in opening a commercial venture within the targeted commercial categories. Host targeted receptions (familiarization tours) focused on invitees with a proven track- record in business operation is nearby markets such as Barrie, Midland, Newmarket and Collingwood. Participate/exhibit in national franchisee tradeshows highlighting the benefits of Orillia as an underserved and “open-for-business” market. Develop a promotional package for targeted retailers (as recommended in the Downtown Tomorrow Plan). Development a coordinated radio, newspaper and online advertising plan to promote opportunities to potential investors in the primary and secondary trades areas, as well as the Greater Toronto Area.

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Monitor commercial activity patterns in the Downtown Project Area in accordance with the key performance indicators identified in the previous section, and provide on-going updates to the commercial inventory database delivered to the City as part of this initiative. Strategic Actions: Publish an annual report beginning in Q1 2018 (for the 2017 year) which documents key success and challenges in the year. Provide open and transparent information that will assist the local business community and would-be investors in making informed location decisions about the downtown. Support investments and other initiatives that enhance the public realm, including heritage conservation, accessibility, festivals/events, public art and stronger linkages with the waterfront, especially those related to the off-target categories identified in the report. Strategic Actions: Ensure City grant programs (e.g. Downtown CIP) recognize the importance of these targeted categories by ensuring evaluation criteria are structured to favour target industries.

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1 Introduction urbanMetrics inc. has been retained by the City of Orillia Economic Development Department and the Downtown Orillia Management Board (‘DOMB’) to measure and evaluate the existing retail mix and commercial structure in Downtown Orillia. This study is intended to build on recent projects that have been led by the City and the DOMB, including the Downtown Tomorrow Plan3 and the Downtown Tomorrow Community Improvement Plan4. The purpose of the Downtown Orillia Retail Mix Analysis is to provide strategic insights and action items that will help guide the City and the DOMB in future business attraction and retention initiatives. This study identifies specific commercial segments of the retail landscape which are either absent or under-represented in the downtown area, which should be targeted for future marketing. This study provides a series of key performance indicators to help the City and the DOMB monitor future changes with respect to the downtown retail market. This study has been developed through outreach with the business community and public at large.

1.1 BACKGROUND The impetus for this study came directly out of the Downtown Tomorrow Plan. This initiative identified a number of strategic initiatives designed to enhance the downtown shopping and dining experience in Orillia. Specifically, Strategic Initiative # 14 calls for the completion of a detailed inventory to understand the existing retail composition of the downtown area and provide guidance with respect to the attraction of new specialty retailers and services going forward. The Downtown Tomorrow Plan indicated that the primary gaps and opportunities for business attraction and retention in the downtown area included: Specialty food stores; Cafes, pubs and restaurants; Specialty stores (e.g. upscale women’s clothing; shoes, clothing, accessories; jewellery, cosmetics; men’s clothing; electronics; and local/hand-crafted souvenirs) Other retail stores (e.g. art galleries; craft shops; photo studios; furniture and home furnishings stores; and book stores; etc.)

3 Downtown Tomorrow Plan refers to the study entitled Downtown Tomorrow, Linking Orillia’s Core to the Water, which was adopted by City of Orillia Council on June 3, 2013. 4 The Downtown Tomorrow Community Improvement Plan project began in June 2015 and was adopted by Council on June 27, 2016. Implementation of grant programs will begin in January 2017.

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The analysis in this report will be used to provide direct input for a number of ongoing and future initiatives that are being undertaken by the City. Similar to this study, the initial motivation for the Downtown Tomorrow Community Improvement Plan also came directly from the Downtown Tomorrow Plan. The Downtown Tomorrow Community Improvement Plan includes eight financial incentive programs to help encourage businesses and/or property owners to make investments to encourage downtown revitalization. There is $185,000 in funding available in 2017 that has been allocated as part of the Downtown Tomorrow Community Improvement Plan for the following grant programs5:

Feasibility/Design Study Grant Program; Fees Grant Study Program; Façade Improvement Grant Program; Building Improvement Grant Program; and Residential Grant Program. Currently, City staff and various community partners continue to work towards finalizing the remaining portions of the Downtown Tomorrow Community Improvement Plan, including: applications, agreements, a monitoring program and marketing plan. The Downtown Orillia Retail Mix Analysis will provide a strong foundation for the Downtown Tomorrow Community Improvement Plan and a number of other current and future initiatives being undertaken by the City. This quantifiable data will allow the City to provide well-researched statistical information to potential investors, and will allow community partners to measure progress to ensure success.

1.2 STUDY AREA The Study Area for the Downtown Orillia Retail Mix Analysis is consistent with the boundaries of the Downtown Area as defined in Schedule A and Schedule B of the City of Orillia Official Plan (‘Official Plan’). The Study Area is comprised of the following: Downtown Orillia Business Improvement Area (‘BIA’); Primary Focus Area; and Project Area.

5 It is important to recognize that this is not a defined annual budget, and therefore the amount of funding may be subject to annual fluctuations.

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The Study Area for the Downtown Orillia Retail Mix Analysis has been illustrated in Figure 1-1.

Figure 1-1: Downtown Orillia Retail Mix Analysis Study Area

SOURCE: City of Orillia Public Works Department (July 5, 2016).

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1.3 OBJECTIVES As described in Section 1.1, this study is intended to build on the strategic initiatives and recommendations included in the Downtown Tomorrow Plan. As such, the primary objective of this study is to undertake a comprehensive Retail Mix Analysis for Downtown Orillia. This includes the following three key components: A detailed inventory of the existing retail and services commercial uses concentrated in the downtown area;

Identification of gaps and/or potential opportunities for business attraction; and

To provide a robust data set to provide input for current and future initiatives.

1.4 APPROACH The approach used by urbanMetrics in undertaking this study has been summarized in Figure 1-2. From the outset of this study, community engagement and public input has been a fundamental component of our analysis.

Figure 1-2: Downtown Orillia Retail Mix Analysis Approach

1 2 3 4 5 Launch Investigate Explore Refine Report

Establish project Review background Conduct in-the-field Host workshop to Translate research team relations material research using two review survey and ideas into a Clarify project Identify benchmarks online surveys: findings formal set of objectives and communities and Using live audience recommendations  priorities best practices DT merchants polling (quantified that include clear Review issues Establish key  DT customers engagement) expectations, Identify data gaps demographic Consolidate validate findings and outcomes and and information patterns and research findings seek clarification for strategic actions challenges business trends appropriate The strategy must Confirm other Prepare commercial recommendations consider resourcing ‘parallel’ study inventory and and actions gaps, funding processes segmentation options and Establish protocols analysis financial for internal and Key informant implications for the external interviews (up to 15 organization communications merchants) to Circulate draft Identify key identify specific report to client stakeholders issues and data Prepare and issue gaps which should final report be addressed in the Present findings to survey Committee and Conduct customer- Council origin research

SOURCE: urbanMetrics inc.

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2 Downtown Orillia Trade Area Profile

To effectively identify opportunities for business attraction and economic development in Downtown Orillia it is important to understand the customers that provide support for downtown businesses. The four primary markets for retailers and service commercial establishments operating in the downtown area include: City Population; Regional Population; Tourists/Seasonal Residents; and Downtown Workforce.

2.1 TRADE AREA DELINEATION To determine downtown customer origins, a licence plate survey was conducted by urbanMetrics in the downtown area in July 2016 and compared with the results of previous customer origin surveys, including: 2013 Licence Plate Survey6; 2014 Shop Local Survey; 2014 Downtown Visitor Survey; 2015 Downtown Visitor Survey; and 2014 Farmers’ Market Visitor Survey.

Licence plate data was recorded by urbanMetrics at the following locations in Downtown Orillia: within municipal pay parking lots throughout the downtown area; street parking locations; and at major retail locations with surface parking (i.e. Metro; Shoppers Drug Mart; Giant Tiger/Dollar Tree; and Home Hardware). This data was then submitted to the Ontario Ministry of Transportation who returned corresponding dissemination area data for each licence plate recorded. These surveys have provided valuable input in order to confirm the extent of the Trade Area for Downtown Orillia. This current and past research has been used to indicate the geographic extent and drawing power of the existing commercial facilities that are located in Downtown Orillia. The total market influence attributable to Downtown Orillia extends over a wide area, beyond which any precise geographic boundary that can be drawn. Licence plate survey research conducted in 2013 and 2016 indicates that the majority of the customers for the downtown area originate from within the City of Orillia (i.e. approximately 60%7). However, a significant portion of downtown customers are drawn from outside the City, including tourists, seasonal residents and permanent

6 Conducted by urbanMetrics inc. in Downtown Orillia in November and December 2013. 7 Based on urbanMetrics fieldwork in Downtown Orillia in 2013 and 2016.

5 Page 77 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario residents of the surrounding regional area. For example, Figure 2-1 shows a considerable number of downtown customers who originated from the Greater Toronto Area. These customers would represent seasonal residents who have cottages near Orillia and/or tourists visiting the area.

Figure 2-1: Customer Origins urbanMetrics 2013 & 2016 Licence Plate Surveys

SOURCE: urbanMetrics inc. Although licence plate surveys provide a general indication of customer origins, they have some limitations. For example, they do not capture pedestrians or persons travelling by means such as public transit. In addition, some corporate-leased vehicles or rental cars may be registered to the company and not the person driving the vehicle. Finally, the licence plate data obtained by the Ministry of Transportation for vehicles registered to rural addresses often provides the location of a nearby post office box only and not the dissemination area of the owner’s actual location of residence. Data from the customer origin research conducted in 2014 (e.g. 2014 Shop Local Survey; 2014 Downtown Visitor Survey; 2015 Downtown Visitor Survey; and 2014 Farmers’ Market Visitor Survey) indicates that approximately 80% of downtown customers are derived from the City of Orillia. This historic data has been used to validate the results of urbanMetrics fieldwork in Orillia.

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A Trade Area has been defined, which reflects the geographic area from which the majority of regular customer support will be derived. In order to determine the trade area served by Downtown Orillia, a number of factors have been considered: The competitive environment and selection retail establishments elsewhere in the City of Orillia and other nearby downtown areas (e.g. Barrie); The accessibility and locational characteristics of Downtown Orillia; Physical and psychological barriers (e.g. lakes, rivers, highways, municipal boundaries, etc.); and A review of previous customer origin research conducted in Downtown Orillia. For the purposes of our analysis, we have conservatively assumed that approximately 60% of Downtown Orillia customers are derived from the City of Orillia, in addition to another 20% collectively drawn from the Secondary Trade Area – North and the Secondary Trade Area – South. The remaining customer support for retail stores and services in Downtown Orillia is derived from inflow from outside of the defined Trade Area (e.g. Barrie). As such, the Trade Area for Downtown Orillia has been illustrated in Figure 2-2. The defined Trade Area has been further subdivided into three smaller zones:

Primary Trade Area – is comprised of the Figure 2-2: Trade Area Map entire City of Orillia and represents the area from which retail stores and services in Downtown Orillia derive the majority of their customers. Secondary Trade Area (South) – is comprised of the following portions of Simcoe County: Severn Township, Ramara Township, Town of Midland, Town of Penetanguishene, Tiny Township, Tay Township, Oro-Medonte (part). It also includes Muskoka District – Town of Gravenhurst, Durham Region – Brock Township (part) and the City of Kawartha Lakes (part) Secondary Trade Area (North) – is comprised of the following portions of Muskoka District: Georgian Bay Township, SOURCE: urbanMetrics inc. Town of Bracebridge, Town of Huntsville, Muskoka Lakes Township and Lake of Bays Township (part). It also includes the following portion of Parry Sound District: Wahta Mohawk Territory (IRI), Parry Island First Nation (part), Town of Parry Sound, Seguin Township (part), McDougall (part) and The Archipelago Township (part).

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2.2 DEMOGRAPHICS Figure 2-3 summarizes some key demographic characteristics of Downtown Orillia compared to the Primary Trade Area (i.e. the City of Orillia), the Secondary Trade Areas and the Province. Downtown Orillia is characterized by low income levels, in addition to smaller households with fewer children and youth (i.e. 0 – 19 years of age) compared to the City of Orillia as a whole, the broader regional area and the Province. The 20 – 29 age group accounts for the largest share of the downtown population followed by the 50-59 age group. However, there is generally strong representation from all age groups in Downtown Orillia.

Figure 2-3: Trade Area Demographic Characteristics

Primary Trade Area Secondary Trade Secondary Trade Downtown Orillia Ontario (City of Orillia) Area - South Area - North 2016 Population by Age 0 - 19 432 15% 6,387 19% 19,286 17% 9,465 18% 3,028,950 22% 20 - 29 495 17% 4,736 14% 12,138 11% 5,684 11% 1,950,397 14% 30 - 39 346 12% 3,687 11% 10,869 10% 5,106 10% 1,849,257 13% 40 - 49 346 12% 3,710 11% 12,596 11% 5,789 11% 1,856,517 13% 50 - 59 477 17% 5,393 16% 19,673 18% 8,890 17% 2,094,176 15% 60 - 69 350 12% 4,301 13% 18,520 17% 8,475 16% 1,609,741 12% 70+ 422 15% 5,231 16% 18,282 16% 8,654 17% 1,536,342 11% Total 2,868 100% 33,445 100% 111,364 100% 52,063 100% 13,925,380 100% Persons Per Household 1.86 2.26 2.40 2.44 2.56 Household Income $50,205 $89,594 $74,656 $82,259 $89,594 Per Capita Income $26,992 $39,643 $31,107 $33,713 $34,998 Per Capita Income Index to Province 77.1% 113.3% 88.9% 96.3% 100.0% 2026 Population Forecast 3,189 36,866 120,637 54,489 15,133,836 SOURCE: urbanMetrics inc. based on Environics 2016 CensusPlus data (Primary Trade Area includes Downtown Orillia). Although per capita and household income levels in the City as a whole exceed Provincial averages, both per capita and household income levels in Downtown Orillia are significantly below Ontario. For example, the per capita income index8 relative to the Province is 113.3% for the City of Orillia as a whole, compared to only 77.1% for Downtown Orillia. The downtown residential population of approximately 2,868 residents represents 8.5% of the City’s overall population, which is a relatively small customer base compared to the market available to suburban shopping areas. By 2026, the downtown residential population is forecast to increase to 3,189 residents, which would represent approximately 8.6% of the City’s population. However, with increased investment in the downtown area, specifically more intensification and residential development projects (e.g. Matchedash Lofts) there is potential for population growth in Orillia to exceed these Census-based forecasts9.

8 Per capita income index refers to the income level per person calculated as a percentage of the average income level per person in Ontario. 9 According to the Downtown Tomorrow Plan the maximum population capacity of Downtown Orillia has been estimated at 4,500 residents by 2031. This estimate takes into account the intensification targets for Orillia established by Places to Grow: the Growth Plan for the Greater Golden Horseshoe and the City of Orillia Official Plan.

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Due to the relatively small downtown residential population and lower income levels, capturing Orillia residents who live outside of the downtown area as well as the regional population base10 will be a key aspect of ensuring continued success of commercial enterprises in Downtown Orillia.

10 The regional population base in this context refers to the population of the surrounding counties (i.e. the Secondary Trade Areas), for which Orillia functions as a regional service centre.

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3 Community Engagement Overview

3.1 KEY INFORMANT INTERVIEWS A series of interviews were conducted with key informants in Downtown Orillia. A total of twenty informants were identified under the direction of the City’s Economic Development Department and DOMB and included elected officials, downtown business owners, downtown landlords and others. The primary objective of these interviews was to identify the most critical issues facing Downtown Orillia and to gather local insights and recommendations with respect to potential strategies that could be implemented to stimulate business attraction and retention in the downtown area.

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3.2 PUBLIC SURVEY A community survey was launched publicly on August 8, 2016 and responses were collected until September 2, 2016. As illustrated in Figure 3-1, approximately 750 fully completed responses were received during this period. This level of participation is considered very high, particularly for a community of Orillia’s size. Figure 3-1: Summary Public Survey Responses PUBLIC

n = 744

SOURCE: urbanMetrics inc. based on FluidSurveys. This survey was used to encourage widespread community engagement, including (see Figure 3-2): Permanent Figure 3-2: Survey Participation residents of Orillia; Permanent residents of the surrounding area; Seasonal residents of Orillia or the surrounding area; and n = 770 SOURCE: urbanMetrics.inc. Visitors to SOURCE: urbanMetrics inc. Orillia.

Of these survey respondents, approximately 17% indicated they either own or work at a business in the downtown area.

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The majority of survey respondents completed the community survey online, however, others chose to complete hard copies, which were available in various public locations (e.g. Orillia Public Library; selected downtown retailers, etc.). Approximately 70% of public survey respondents learned about the project through various social media channels (e.g. Facebook; Twitter). However, the public survey was advertised using a variety of methods, including: Press release published on the City of Orillia’s website; Posters and information sheets; Newspaper advertisements and articles; Link to survey posted on City of Orillia website; Link to survey posted on DOMB website; Social media; and Direct email communications.

The public survey provided an opportunity for input from the general public to help supplement our findings from other community engagement exercises (e.g. stakeholder interviews; business owner survey; Facebook forum; and public workshop).

3.3 BUSINESS SURVEY A business survey was launched publicly on August 8, 2016 and responses were collected until September 9, 2016. As illustrated in Figure 3-3, approximately 70 fully completed responses were received during this period.

Figure 3-3: Summary Business Owner Survey Responses

n = 67 BUSINES S

SOURCE: urbanMetrics inc. based on FluidSurveys. This survey was used to collect feedback from downtown business owners about existing gaps in the downtown commercial market and opportunities for business attraction. This survey was also used as an opportunity to gather information from business owners regarding the number of employees, store hours and plans for business expansion and/or relocation. The DOMB helped to distribute the business survey to businesses in the downtown area.

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3.4 FACEBOOK FORUM Throughout the duration of the study, comments posted on the DOMB Facebook page were collected and analyzed to provide an additional opportunity for widespread community input. The following question was posed: Tell us what stores you would like to see in Downtown Orillia? A total of 365 comments were received, some of which included suggestions or recommendations for specific retailers and others which identified the general store types that members of the public would like to see in the downtown area. The comments from this exercise demonstrated that many respondents weren’t aware of the current offerings that are available in Downtown Orillia (i.e. many suggestions of new stores or services that should be added to the downtown already exist).

3.5 PUBLIC WORKSHOP A public workshop was hosted on September 20, 2016 at the Orillia Public Library to facilitate transparent community dialogue regarding how to enhance the diversity of store types and commercial structure in Downtown Orillia. The primary objective of this public workshop was to confirm and validate the preliminary findings from the public survey and other community engagement exercises. Live audience polling was utilized for this workshop to engage local residents and encourage broad public participation. This workshop was also used to ensure that any key findings and recommendations were representative of the interests of the entire community. Quantified engagement involves live-audience polling and interactive presentations, which have proven to be a highly effective way to: Solicit feedback from local stakeholders (e.g. residents, business owners, elected officials, etc.); Guarantee transparency and provide immediate (real-time) and confidential feedback to participants; Provide an interactive and inclusive experience, which provides an equal opportunity for participation (i.e. no elephants in the room); Encourage participation amongst a broad range of local stakeholders; and Help validate findings and build consensus around specific recommendations.

There was a total of 45 participants who attended the public workshop, 87% of which had already completed the public survey. As illustrated in Figure 3-4, there was a diverse range of local stakeholders in attendance at the public workshops, including: residents, employees, business owners, downtown shoppers, property owners, etc. The public workshops provided an important opportunity to hear new perspectives and connect with local stakeholders who had yet to participate and provide their personal insights.

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Figure 3-4: Public Workshop Attendees

SOURCE: urbanMetrics inc.

3.6 SUMMARY OF KEY FINDINGS FROM COMMUNITY ENGAGEMENT Below we have highlighted the key findings and some of the recurring themes emerging from various community engagement exercises that have been conducted as part of the Downtown Orillia Retail Mix Analysis. This information has been used to help inform, identify and confirm some of the existing gaps (i.e. under-represented stores and services) in Downtown Orillia.

3.6.1 Economic Changes During the Past 5 Years Most residents view economic change in the downtown area as stagnant during the past 5 years – and the results of the public survey mirror the public workshop. Figure 3-5 underscores the importance of undertaking this study.

Figure 3-5: PUBLIC SURVEY – Economic Changes during the Past 5 Years

SOURCE: urbanMetrics inc.

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3.6.2 Favourite Aspects of Downtown Orillia When public survey respondents were asked to indicate their favourite aspect of the shopping experience in Downtown Orillia, the three most common responses were special events and festivals; restaurants; and authenticity.

Figure 3-6: PUBLIC SURVEY – Favourite Aspects of the Downtown Shopping Experience

SOURCE: urbanMetrics inc. The results of the online survey were validated during the public workshop, where the most common response was festivals and events. Feedback from stakeholder interviews also mirrorred the findings from the community surveys, with many interviewees highlighting the authentic atmoshpere and personalized customer service typical of many independent stores that are concentrated in Downtown Orillia. Similarly, the pleasant atmosphere in the downtown area was the most common response in terms of what is attractive about operating a business in the downtown area according to those who completed the business survey. These findings highlight the current strengths of Downtown Orillia, but also clearly illustrate where improvements are necessary. For example, less than 20% of survey respondents indicated that the diversity of store types is one of their favourite aspects of the downtown shopping experience, which also speaks to the need to be undertaking this study.

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3.6.3 Reasons for Visiting Shopping is the primary reason that public survey respondents visit Downtown Orillia, as illustrated in Figure 3-7. Despite its popularity as a shopping destination, the downtown area accounts for a relatively small portion of expenditures made by survey respondents. The majority of public survey respondents (i.e. 63%) indicated that less than 20% of their total household expenditures are currently made in Downtown Orillia. Almost 70% of those in attendance at the public workshop stated that Downtown Orillia ‘needs improvement’ as a shopping destination, which contributes to the relatively low expenditure levels at downtown businesses. Despite the consensus that changes are needed to enhance the downtown shopping experience, more than 80% of those in attendance at the public workshop indicated that they would spend more in the downtown area if improvements were made to the diversity of store types and overall shopping experience. This finding clearly illustrates that enhancing Downtown Orillia as a shopping destination will help to encourage greater spending at local businesses.

Figure 3-7: PUBLIC SURVEY – Primary Reasons for Visiting Downtown Orillia

SOURCE: urbanMetrics inc. Although dining and drinks was identified as the second most common reason people visit Downtown Orillia, more than 25% of those in attendance at the public workshop indicated that Downtown Orillia ‘needs improvement’ as a dining destination. Similarly, more than 35% stated that Downtown Orillia ‘needs improvement’ as a destination to relax and connect with friends, family and the local community. These results mirror the feedback from the public regarding the downtown area as a destination for these types of activities. While there have been some recent additions to the supply of restaurants (e.g. Rustica Pizza Vino; Eight Hundred Degrees), these findings indicate that there are opportunities for new restaurants to locate in the downtown area.

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3.6.4 Primary Drawbacks The selection of retailers in the downtown area was identified as one of the most common drawbacks of Downtown Orillia. The selection of goods and services was identified by 39% of public survey respondents as one of the three most significant drawbacks, as illustrated in Figure 4-8. The quality of entertainment facilities was also identified as one of the top three drawbacks of the downtown area according to survey respondents (i.e. 38%). Providing more activities for children, youth and families was a popular response in terms of how to improve the selection of retailers in Downtown Orillia. Similarly, the results of the 2014 Shop Local Survey, which was undertaken jointly by the City of Orillia Economic Development Department, the Downtown Orillia Management Board and Orillia District Chamber of Commerce, indicated that product quality and selection were the two most important aspects of the downtown shopping experience.

Figure 3-8: PUBLIC SURVEY – Current Major Drawbacks of Downtown Orillia

SOURCE: urbanMetrics inc. Like many other municipalities, parking was also identified as a major drawback of the downtown area as a shopping destination, particularly in comparison to malls and big box centres (which offer free parking). The top concern according to local residents is the cost of parking in Downtown Orillia. Increasing competition from malls and big box stores is undoubtedly the most significant threat to the stability of Downtown Orillia according to the public workshops attendees. Based on feedback from local residents, other major threats to the economic stability in the downtown area and/or challenges in terms of attracting and retaining downtown businesses, include: Lack of anchor or flagship draw(s); Competition from downtown areas in other municipalities; and Size of the customer base (i.e. limited downtown population).

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3.6.5 Existing Gaps As described in Section 3.6.3 of this report, more than 80% of those in attendance at the public workshop indicated that they would spend more in the downtown area if improvements were made to the diversity of store types and the overall shopping experience. The types of stores and services that public workshop attendees would most like to see located in Downtown Orillia are: Full-Service Restaurants; and Entertainment venues.

Over 70% of public survey respondents indicated that there are existing service gaps in Downtown Orillia with respect to the following business categories: Convenience and specialty food stores; Furniture, home furnishings and electronics stores; General merchandise stores; Restaurants; and Clothing Stores. Convenience and specialty food stores and restaurants were also popular responses from stakeholder interviews, as well as the Facebook Forum as illustrated in Figure 3-9. Collectively, these findings were indicative of existing market gaps and opportunities for business attraction, thereby providing important input for the commercial structure analysis presented in Section 4 of this report. Figure 3-9: FACEBOOK FORUM – What Additions Residents Want in Downtown Orillia

SOURCE: urbanMetrics inc.

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3.6.6 Suggested Improvements As illustrated in Figure 3-10, reducing the number of vacant storefronts was identified as the number one response from public survey respondents when asked to identify the most important improvements that are crucial to the future economic viability of the downtown area. Adding new retail stores was the second most popular response, which speaks to why it is important to be undertaking the Downtown Orillia Retail Mix Analysis. Rounding out the top three responses, improving store hours was another top suggested improvement for Downtown Orillia. Although improving store hours is not directly related to the diversity of retail stores in the downtown area, it will be important for the City and the DOMB to consider the hours of operation for retailers that are targeted as part of future business and attraction initiatives. Feedback from the local community indicates that customers would like to see more consistent and more convenient store hours (e.g. extended operating hours).

Figure 3-10: PUBLIC SURVEY – Top Suggested Improvements for Downtown Orillia

SOURCE: urbanMetrics inc. Attendees at the public workshop indicated that the two biggest challenges with respect to vacant storefronts are: absentee landlords, and poor buildings conditions and/or prohibitively expensive repair and maintenance costs. These findings clearly indicate that reducing downtown commercial vacancy is a priority. The issue of downtown vacancy is analyzed in greater detailed in Section 4 of this report.

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4 Commercial Structure Analysis

Downtown Orillia is intended to act as a focal point for the community, offering the largest and the most diverse concentration of retailers and commercial services in the City of Orillia, while also functioning as the administrative and cultural hub of the City. It is comprised of a wide assortment of commercial uses including retail, office, service, and entertainment facilities, which generally serve a boutique function. There are also a number of commercial enterprises that serve a regional market area. To better understand the existing composition and diversity of store types in the downtown area, a comprehensive inventory was undertaken by urbanMetrics in July and August 2016. The commercial inventory includes the following elements for all commercial units in Downtown Orillia: Location (i.e. node); Price Classification; Municipal Address; Market Classification; Storey (i.e. ground floor, second floor, etc.); Category; Store Size; Trade Group (i.e. SIC code); Roll Number; NAICS Code11; Store Name; Store Hours; Property Owner; Number of Employees; and Zoning Classification; Building expansion/improvement plans.

4.1 DOWNTOWN ORILLIA INVENTORY An updated inventory has been undertaken by urbanMetrics staff using well-established methodologies. The inventory of commercial activities in Downtown Orillia has been based on: Results of previous inventory fieldwork; Information from the City of Orillia Economic Development Department; Information from the Downtown Orillia Management Board; Publicly available information from local property owners; Information provided directly from downtown merchants and business operators, and Size estimates from fieldwork (i.e. on-site pacing) and GIS measurements (i.e. Simcoe County Interactive Map).

11 Appendix F provides a detailed listing of each North American Industry Classification System (‘NAICS’) code.

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Figure 4-1 illustrates the geographic distribution of retail stores and commercial services in Downtown Orillia.

Figure 4-1: Geographic Distribution of Commercial Space in Downtown Orillia

SOURCE: urbanMetrics inc. 1) The number of business establishments does not include individual businesses within the following office buildings: The Common Roof – 169 Front Street South; and Northwest Healthcare Medical Offices – 100 Colborne Street West. These buildings are recorded as a single entry, therefore the actual number of businesses is slightly understated. When each of these businesses is included, there is a total of 480 commercial units in Downtown Orillia. 2) Figure 4-2 provides a more detailed summary of the existing commercial space in Downtown Orillia.

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The Downtown Orillia Study Area currently contains approximately 1.25 million square feet of retail and service commercial space. This includes 66,200 square feet of Food Store Retail (‘FSR’) stores, the largest of which is a 46,700 square foot Metro supermarket. There is also 302,800 square feet of commercial space occupied by Non-Food Store Retail (‘NFSR’) stores. In addition to these FSR and NFSR facilities, there is 637,100 square feet of commercial service space and 4,200 square feet of other occupied commercial space (e.g. taxi services; Service Ontario) concentrated in Downtown Orillia. There is also 230,200 square feet of vacant commercial space. The Downtown Business Improvement Area accounts for the highest number of businesses and represents almost half of the total commercial space in Downtown Orillia. The commercial space in the Downtown Business Improvement Area is characterized by small (i.e. approximately 2,000 square feet on average) street-front commercial units that are concentrated primarily along Mississaga Street, from Albert Street to Centennial Drive. It also includes the Metro anchored plaza at 70 Front Street North, which was recently acquired by the City. The Downtown Primary Focus Area accounts for the smallest percentage of the total commercial space and lowest number of businesses in Downtown Orillia. The commercial space in the Downtown Primary Focus Area includes units of varying sizes and formats (e.g. free-standing; multi-tenant office; strip retail; etc.), most of which are located on Colborne Street or Coldwater Street. The majority of these units are occupied by service commercial tenants (e.g. lawyers, medical professionals, employment agencies). The Downtown Primary Focus Area is also comprised of some larger retail tenants including the Shopper’s Drug Mart location at 55 Front Street North. The Downtown Project Area (i.e. periphery of the downtown area) accounts for approximately one-third of the total commercial space. The commercial space in the Downtown Project Area is comprised of many of the largest commercial units in Downtown Orillia (e.g. Home Hardware; former RONA; former Goodwill). As a result, the Downtown Project Area represents a higher proportion of the total commercial space in Orillia compared to the number of business. There is also a significant amount of vacant commercial space concentrated in this section of the downtown area.

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Figure 4-2 provides a detailed summary of Downtown Orillia’s existing commercial inventory.

Figure 4-2: Summary of Retail and Service Commercial Space in Downtown Orillia

SIC 2. PRIMARY FOCUS 3. DOWNTOWN PA - 1. DOWNTOWN BIA TOTAL CODE AREA SURROUNDING FOOD STORE RETAIL (FSR) Supermarkets & Grocery Stores 90 46,700 7.7% 0 0.0% 0 0.0% 46,700 3.7% Specialty & Other Food Stores 100 6,700 1.1% 0 0.0% 12,800 3.1% 19,500 1.6% TOTAL FSR 53,400 8.8% 0 0.0% 12,800 3.1% 66,200 5.3% NON-FOOD STORE RETAIL (NFSR) Selected Automotive Stores 20 0 0.0% 900 0.4% 0 0.0% 900 0.1% Home Furnishings Stores 40 6,000 1.0% 0 0.0% 3,700 0.9% 9,700 0.8% Computer & Electronics Stores 50 2,300 0.4% 0 0.0% 2,200 0.5% 4,500 0.4% Home Centre & Hardware Stores 70 0 0.0% 0 0.0% 27,000 6.6% 27,000 2.2% Specialized Building Materials & Garden Stores 80 0 0.0% 1,100 0.5% 5,800 1.4% 6,900 0.6% Pharmacies & Personal Care Stores 120 12,000 2.0% 22,300 9.8% 5,200 1.3% 39,500 3.2% Apparel Stores 140 25,500 4.2% 1,100 0.5% 0 0.0% 26,600 2.1% Accessories Stores 150 16,600 2.7% 600 0.3% 0 0.0% 17,200 1.4% Sporting Goods, Hobby, Music & Book Stores 160 19,200 3.2% 0 0.0% 6,000 1.5% 25,200 2.0% Other General Merchandise Stores 180 36,700 6.0% 0 0.0% 34,000 8.3% 70,700 5.7% Other Miscellaneous Stores 190 50,600 8.3% 4,400 1.9% 19,600 4.8% 74,600 6.0% TOTAL NFSR 168,900 27.7% 30,400 13.4% 103,500 25.1% 302,800 24.3% Beer, Wine & Liquor Stores 110 8,000 1.3% 0 0.0% 0 0.0% 8,000 0.6% SERVICES Consumer Goods Rental 200 0 0.0% 0 0.0% 1,800 0.4% 1,800 0.1% Banks 210 28,700 4.7% 0 0.0% 0 0.0% 28,700 2.3% Financial Services 215 15,300 2.5% 11,400 5.0% 2,900 0.7% 29,600 2.4% Insurance & Real Estate Services 220 2,100 0.3% 15,200 6.7% 12,800 3.1% 30,100 2.4% Professional, Scientific & Technical Services 230 36,100 5.9% 58,800 25.8% 45,100 11.0% 140,000 11.2% Selected Office Administrative Services 240 7,200 1.2% 3,200 1.4% 2,700 0.7% 13,100 1.0% Selected Educational Services 245 12,600 2.1% 3,800 1.7% 1,300 0.3% 17,700 1.4% Health Care Services 250 14,900 2.4% 39,000 17.1% 55,200 13.4% 109,100 8.7% Social Services 255 3,800 0.6% 4,900 2.2% 13,100 3.2% 21,800 1.7% Amusement Arcades/Fitness Centres 261 1,400 0.2% 1,100 0.5% 0 0.0% 2,500 0.2% Bowling Centres 262 13,700 2.2% 0 0.0% 0 0.0% 13,700 1.1% All Other Amusement & Recreation Industries 264 23,100 3.8% 0 0.0% 0 0.0% 23,100 1.9% Full Service Restaurants 271 31,500 5.2% 8,600 3.8% 5,100 1.2% 45,200 3.6% Limited Service Restaurants 272 10,500 1.7% 2,700 1.2% 5,000 1.2% 18,200 1.5% Drinking Places 274 3,900 0.6% 0 0.0% 0 0.0% 3,900 0.3% Household & Personal Goods Repair & Maintenance 281 0 0.0% 700 0.3% 12,100 2.9% 12,800 1.0% Automotive Repair Services 282 1,600 0.3% 0 0.0% 0 0.0% 1,600 0.1% Personal Care Services 290 27,000 4.4% 6,400 2.8% 2,800 0.7% 36,200 2.9% Civic and Social Organizations 295 36,500 6.0% 16,000 7.0% 7,900 1.9% 60,400 4.8% Postal Office 296 27,600 4.5% 0 0.0% 0 0.0% 27,600 2.2% TOTAL SERVICES 297,500 48.8% 171,800 75.5% 167,800 40.7% 637,100 51.0% All Other Occupied Commercial Space n/a 900 0.1% 900 0.4% 2,400 0.6% 4,200 0.3% TOTAL OCCUPIED COMMERCIAL SPACE 528,700 85.5% 203,100 89.2% 286,500 69.6% 1,018,300 80.9% Vacant 300 80,400 13.2% 24,500 10.8% 125,300 30.4% 230,200 18.4% TOTAL 609,100 100.0% 227,600 100.0% 411,800 100.0% 1,248,500 100.0% 48.8% 18.2% 33.0% 100.0% SOURCE: urbanMetrics inc. based on fieldwork conducted in August and September 2016.

23 Page 95 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

The current commercial vacancy rate for Downtown Orillia as a whole is very high, sitting at approximately 18.4%. However, it is important to recognize that just a handful of properties account for a notable portion of the total vacant space in the downtown area. Some prominent examples are listed in Figure 4-3.

Figure 4-3: Examples of Large Vacant Commercial Units in Downtown Orillia

Address / Location Vacant Space (square feet) 70 Front Street North (Metro plaza) 17,900 23 Mississaga Street West (former Biway) 4,400 4 King Street East (former Goodwill) 19,000 10 Western Avenue (former Goodwill plaza) 31,500 100 King Street East (former RONA) 13,000 TOTAL 85,800 SOURCE: urbanMetrics inc. These five properties alone account for approximately 37% of the total vacant commercial space in Downtown Orillia. It should also be pointed out that the majority of the vacant space in Downtown Orillia is actually located outside of the Downtown Business Improvement Area and the Downtown Primary Focus Area. The Project Area accounts for 54.4% of the total vacant commercial space in Downtown Orillia. As illustrated in Figure 4-4, the commercial vacancy rates in Downtown Business Improvement Area (12.9%) and the Downtown Primary Focus Area (11.2%) when viewed in isolation are much closer to what is typically considered a healthy range in most markets (i.e. between 5% and 8%).

Figure 4-4: Vacancy in Downtown Orillia by Area

Zone Vacancy Vacant Proportion of Total Vacant Rate (%) Space (ft2) Space Downtown (%) Downtown Orillia Business Improvement 12.9% 80,400 34.9% Area Primary Focus Area 11.2% 24,500 10.6% Project Area 30.3% 125,300 54.4% TOTAL DOWNTOWN PROJECT AREA 18.4% 230,200 100.0% SOURCE:VACANCY urbanMetrics inc. based on Figure 4-2.

24 Page 96 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

4.2 COMPARISON TO OTHER DOWNTOWNS The Downtown Orillia inventory has been compared to downtown inventories that have already been completed in other municipalities to help identify gaps and potential targets for future business retention and attraction strategies initiated by the City’s Economic Development Department. Figure 4-5 provides a summary of the Downtown Orillia inventory compared to downtown12 inventories undertaken in five other municipalities in Ontario, including: The City of Peterborough; The City of Barrie; The City of North Bay; The Town of Midland; and The City of Owen Sound.

Figure 4-5: Distribution of Commercial Space in Downtown Orillia Inventory Compared to Other Downtown Areas

SOURCE: urbanMetrics inc. FSR – Food Store Retail; NFSR – Non-Food Store Retail; LBW – Liquor, Beer, Wine. A detailed listed on the store types included in each category is provided in Appendix F. As illustrated in Figure 4-6, Orillia has the third largest downtown in terms of total commercial square footage; with only Barrie and Peterborough having more space concentrated in their downtown areas.

12 Similar to the inventory completed for Downtown Orillia as part of this study, the inventories for the City of Peterborough, the City of Barrie, the City of Owen Sound and the City of North Bay all included the Business Improvement Area, in addition to the broader area surrounding the downtown core in each respective municipality. The inventory for the Town of Midland focused on only the Business Improvement Area, which helps to explain why their vacancy rate is lower. It is important to recognize that there is considerable variation in terms of the size and composition of the downtown areas in these other municipalities, which impacts the amount of total space and vacancy rate calculations.

25 Page 97 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Figure 4-6: Downtown Orillia Compared to Downtown Areas in Other Municipalities – Total Commercial Space

SOURCE: urbanMetrics inc. Downtown Orillia has the highest proportion of vacant commercial space of all the downtown areas that were examined, as illustrated in Figure 4-7. As discussed in the previous subsection, the current commercial vacancy rate for Downtown Orillia is 18.4%, compared to a healthy (balanced) market which typically falls within the range of 5% – 8%.

Figure 4-7: Downtown Orillia Compared to Downtown Areas in Other Municipalities – Vacant Commercial Space

SOURCE: urbanMetrics inc. The high vacancy in Downtown Orillia echoes feedback from the local community about the most important improvements and speaks to the need to enhance the diversity of store types and assortment of businesses in the downtown area. There are a number of specific commercial categories, where Downtown Orillia is currently underserved compared to the downtown area in other municipalities. Conversely, there are other categories where Downtown Orillia is already well-represented relative to other downtown areas. Figure 4-8 summarizes the amount of commercial space in Downtown Orillia, by category, in comparison to each municipality noted above. This comparison has been integral to our commercial structure analysis and the identification of gaps and/or opportunities to attract new stores to Downtown Orillia.

26 Page 98 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Figure 4-8: Downtown Orillia Inventory Compared to Other Downtown Inventories

Retail/Service Classification ORILLIA PETERBOROUGH MIDLAND NORTH BAY BARRIE OWEN SOUND

Supermarkets & Grocery Stores 46,700 3.8% 74,550 5.1% 9,022 4.6% 0 0.0% 14,900 1.0% 31,400 5.6% Specialty and Other Food Stores 20,100 1.6% 57,720 3.9% 15,500 7.9% 25,700 2.7% 15,200 1.0% 13,550 2.4% Total Food Retail 66,800 5.4% 132,270 9.0% 24,522 12.5% 25,700 2.7% 30,100 2.0% 44,950 8.0%

Pharmacies & Personal Care Stores 39,500 3.2% 43,260 2.9% 6,214 3.2% 24,700 2.6% 26,300 1.8% 28,950 5.1% Department Stores 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% 0 0.0% Other General Merchandise Stores 70,700 5.7% 5,800 0.4% 10,601 5.4% 1,800 0.2% 9,700 0.7% 7,700 1.4% Apparel & Accessories Stores 42,800 3.4% 83,780 5.7% 11,506 5.9% 47,000 5.0% 49,100 3.3% 28,950 5.1% Furniture & Home Furnishings Stores 9,700 0.8% 66,360 4.5% 8,680 4.4% 15,600 1.6% 6,600 0.4% 51,250 9.1% Computer & Electronics Stores 4,500 0.4% 15,980 1.1% 1,200 0.6% 6,800 0.7% 7,700 0.5% 4,750 0.8% Sporting Goods, Hobby, Music & Book Stores 24,600 2.0% 57,500 3.9% 9,066 4.6% 30,800 3.3% 27,000 1.8% 33,550 5.9% Other Miscellaneous Stores 75,700 6.1% 101,880 6.9% 17,650 9.0% 45,300 4.8% 58,100 3.9% 62,450 11.0% Building and Outdoor Home Supply Stores 33,900 2.7% 18,950 1.3% 1,100 0.6% 22,100 2.3% 9,900 0.7% 28,050 5.0% Selected Automotive Stores 900 0.1% 6,530 0.4% 0 0.0% 9,700 1.0% 1,100 0.1% 0 0.0% Total Non-Food Retail 302,300 24.3% 400,040 27.1% 66,017 33.8% 203,800 21.5% 195,500 13.3% 245,650 43.5%

Other Retail: LBW 8,000 0.6% 10,900 0.7% 0 0.0% 4,100 0.4% 4,600 0.3% 0 0.0%

Financial, Insurance & Real Estate Services 58,300 4.7% 112,220 7.6% 29,127 14.9% 116,600 12.3% 87,500 5.9% 39,650 7.0% Health Care & Social Services 130,900 10.5% 158,150 10.7% 6,500 3.3% 135,800 14.4% 281,900 19.1% 0 0.0% Cultural, Entertainment & Recreation Services 39,300 3.2% 91,420 6.2% 15,500 7.9% 79,000 8.4% 61,900 4.2% 27,550 4.9% Food Services & Drinking Places 67,300 5.4% 204,600 13.9% 22,694 11.6% 74,400 7.9% 136,400 9.2% 56,150 9.9% Personal/Household Goods Repair & Maintenance Services 14,400 1.2% 21,160 1.4% 2,608 1.3% 15,300 1.6% 2,200 0.1% 3,400 0.6% Personal Care Services 36,200 2.9% 73,940 5.0% 5,364 2.7% 50,000 5.3% 64,400 4.4% 42,400 7.5% Other Services (1 288,900 23.2% 150,130 10.2% 8,513 4.4% 131,200 13.9% 476,200 32.3% 5,400 1.0% Total Services 635,300 51.1% 811,620 55.0% 90,306 46.2% 602,300 63.7% 1,110,500 75.3% 174,550 30.9%

Total Occupied Space 1,012,400 81.4% 1,354,830 91.8% 180,844 92.5% 835,900 88.4% 1,340,700 90.9% 465,150 82.3% Page 99 of 328 Vacant 230,800 18.6% 120,610 8.2% 14,728 7.5% 110,200 11.6% 134,700 9.1% 100,050 17.7%

Grand Total (2 1,243,200 100.0% 1,475,440 100.0% 195,572 100.0% 946,100 100.0% 1,475,400 100.0% 565,200 100.0%

Number of Retail / Service Commercial Establishments 480 671 111 384 496 231 Average Unit Size (sq.ft.) 2,590 2,199 1,762 2,464 2,975 2,447 Year of Inventory 2016 2015 2012 2014 2011 2012 SOURCE: urbanMetrics inc. 1) Other Services includes Consumer Goods Rental; Professional, Scientific and Technical; Selected Office and Administrative; Selected Educational Services; Civic and Social Organizations; Insurance and Real Estate Services; etc. 2) The grand total for Orillia excludes All Other Occupied Commercial Space given that these store categories were not included as part of the inventory fieldwork undertaken in other municipalities

27 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

4.3 DOWNTOWN SITUATIONAL ASSESSMENT

STRENGTHS (ADVANTAGES) WEAKNESSES (DRAWBACKS)

Special Events & Festivals Poor Selection of Retailers Restaurants Parking Authenticity/local/small-town feel Inconsistent and/or inconvenient hours of Charm operation Public art Poor building quality Lakefront connections Resistance to change Lively, vibrant atmosphere Lack of ‘Destination’ retailers Customer service No strategy or vision Diversity of stores Safety and security concerns Public and civic spaces need work Coordination between City and merchants Size of the downtown population Streets and sidewalks maintenance

OPPORTUNITIES THREATS (KEY IMPROVEMENTS) (CONCERNS)

Attract more people/residents Competition from malls/big box stores Add new stores Competition from other downtowns Improve store hours Cost of building repair and property Attract a “Destination” retailer (anchor) redevelopment Improve entertainment and evening Neglected buildings options Some landlords not interested in renting Add new restaurants Lack of viable properties for many potential Add more options for youth anchor/chain retailers Attract new investment using the new Competition from other available incentives offered through the Downtown development lands within Orillia Tomorrow CIP

SOURCE: urbanMetrics inc.

28 Page 100 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

4.4 MARKET GAPS As described in Sections 4.1 and 4.2 of this report, urbanMetrics has undertaken a full inventory of commercial space in Downtown Orillia. Our analysis of space has identified a total of 1.25 million square feet of gross leasable space. Based on conventional commercial mix ratios for downtown, we have identified the following commercial categories where Downtown Orillia is generally in-line with typical commercial square footage service levels (measured as “shares” of the total commercial space).

SOURCE: urbanMetrics inc. The following commercial categories represent store categories which appear to be under- represented, and “off-target” compared to conventional commercial mixes observed in small/mid- sized communities.

SOURCE: urbanMetrics inc.

29 Page 101 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

These off-target categories represent market gaps that should be pursued by City, DOMB, and other private real estate interests working in the downtown area. This analysis is consistent with the results of the 2014 Shop Local Survey, which indicated that the top four stores and commercial services that are needed in Downtown Orillia include: Clothing Stores; Home Improvement or Home Décor Stores; Food and Beverage Services; and Sporting Goods Stores.

In addition to the findings from the 2014 Shop Local Survey, there is also significant overlap between urbanMetrics current research findings and the Downtown Tomorrow Plan. As referenced in Section 1.1 of this report, the Downtown Tomorrow Plan identified the following gaps and opportunities for business attraction in the downtown area: Specialty food stores; Cafes, pubs and restaurants; Specialty stores (e.g. upscale women’s clothing; shoes’ clothing accessories; jewellery; cosmetics; men’s clothing; electronics; and local/hand-crafted souvenirs); and Other retail stores (e.g. art galleries; craft shops; photo studios; furniture and home furnishings stores; and book stores; etc.).

30 Page 102 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

4.5 IDENTIFICATION OF POTENTIAL TARGETS Restaurants: Current Size: 67,000 square feet │Number of Establishments: 33 Typical Size Dominant Ownership Brand leaders Target Segments (square feet) Independent Both Chains Multi-location (examples)

Café 500 – 2,000 Starbucks, David’s Tea, Coffee Culture, Panera

Smoothie & Froyo 800 – 2,000 Booster Juice, Menchies, Yogurty’s

Fast Food 1,000 – 4,000 Taco Bell, Quizno’s, Popeye’s, A&W

Fast Health 800 – 2,000 Freshii, Avocobar

Breakfast 1,000 – 3,000 Cora’s, Sunset Grill, Eggsmart

Casual Comfort 2,000 – 5,000 The Keg, Boston Pizza, Sw iss Chalet, Works

Ethnic 1,000 – 3,000 Paramount, Nando’s, Mandarin, Mr. Greek

Bar / Lounge 1,000 – 3,000 Wild Wings

Brew pub 3,000 – 10,000 Craft Beer Market

Nightclub 3,000 – 10,000 --

Take-up of New Space 50,000 Net new occupancy New Establishments 5 to 10 Net new businesses Personal Care Services: Current Size 36,200 square feet │Number of Establishments: 29

Typical Size Dominant Ownership Brand leaders Target Segments (square feet) Independent Both Chains Multi-location (examples)

Daycare 500 – 2,000 Peekaboo Child Care, Kids and Company

Pet Care 500 – 3,000 Dogtopia

Laundry / Dry Clean 500 – 3,000 --

(1 500 – 2,000 Blo Blow Dry Bar Other Take-up of New Space 20,000 Net new occupancy New Establishments 5 to 10 Net new businesses 1) Other personal services includes: drycleaners, shoe repair, tattoo studio, day spa, diet clinic, etc. Specialty Food: Current Size 20,000 square feet │Number of Establishments: 8

Typical Size Dominant Ownership Brand leaders Target Segments (square feet) Independent Both Chains Multi-location (examples)

Green Grocer 1,000 – 5,000 Fresh & Wild

Meat / Fish 1,000 – 5,000 M&M Meats, Row e Meats, Almost Perfect

Confectionary 500 – 2,000 Nutty Chocolatier, Rocky Mountain Chocolate

Bakery / Patisserie 1,000 – 5,000 --

Take-up of New Space 15,000 Net new occupancy New Establishments 2 to 5 Net new business

31 Page 103 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Selected Merchandise Stores: Current Size: 214,600 square feet │Number of Establishments: 80

Typical Size Dominant Ownership Brand leaders Target Segments (square feet) Independent Both Chains Multi-location (examples)

Women's Clothing 800 – 3,000 Thyme M aternity, Dynamite

Youth Clothing 800 – 3,000 Gymboree, Once Upon A Child, The Children's Place

Unisex Clothing 800 – 3,000 M oores, Bootlegger

Shoes 800 – 3,000 Stance, The Running Room, SoftM oc, Town Shoes

Home Furnishings (1 2,000 – 10,000 Homesense, Leon’s, The Source, Wireless Wave, Henry's

Antiques/Used 2,000 – 10,000 Plato's Closet; Play It Again Sports

General Merch. (2 1,000 – 10,000 Princess Auto

(3 1,000 – 5,000 Tweed & Hickory Specialty Goods Take-up of New Space 30,000 Net new occupancy New Establishments 5 to 10 Net new business 1) Home Furnishing includes: home furnishings, furniture, electronics, mattress, carpet, linens, housewares, etc. 2) General Merchandise includes: department stores, general stores, dollar stores, etc. 3) Specialty Goods includes: sporting goods, music, books, flowers, party supplies, stationary, etc.

Culture, Entertainment, Recreation: Current Size: 40,000 square feet │Number of Establishments: 5

Typical Size Dominant Ownership Brand leaders Target Segments (square feet) Independent Both Chains Multi-location (examples)

Indoor Playground 800 – 3,000 --

Indoor Climbing 800 – 3,000 --

Tool Library 800 – 3,000 --

Studio/Creative 800 – 3,000 --

Gallery 800 – 3,000 --

Vendor’s Market 10,000 – 20,000

Take-up of New Space 30,000 Net new occupancy New Establishments 5 to 10 Net new businesses For reference purposes, a detailed list of retail chains in Canada has been provided Appendix G and Appendix H provides a list of retail chains in Canada with an average store size of 5,000 square feet of less. SUMMARY TABLE Total Space In Orillia Project Area (inventory) 1,250,000 square feet Commercial Vacancy (2016) 230,000 square feet 18.4% Take-up of New Space (all categories) 145,000 square feet Vacancy Impact (Targeted Reduction) 85,000 square feet 6.8%

32 Page 104 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

5 Key Performance Indicators

The City of Orillia has asked for a list of key performance indicators (KPIs) to manage, track and monitor investment activity in Downtown Orillia as the City and its stakeholders, particularly the DOMB moves toward a more proactive and more aggressive approach to expanding investment activity in the downtown area. DOWNTOWN ORILLIA KEY WHY IT IS IMPORTANT BASE YR 1 YR 2 YR 3 PERFORMANCE 2016 INDICATORS COMMERCIAL This is a standard measure of economic health and well- 18.4% ↓ ↓ ↓ VACANCY RATE being for virtually every commercial node. A healthy vacancy rate should be in the order of 5% – 8% for most commercial markets. NUMBER OF The number of vacant storefronts has been identified as a top 25 ↓ ↓ ↓ VACANT priority for the City to address. While some vacancy is STOREFRONTS ON important to promote business formation, chronic vacancy MISSISSAGA STREET should be avoided. NUMBER OF This number can be used to monitor the net change in 480 ↑ ↑ ↑ BUSINESS business activity from one year to the next. ESTABLISHMENTS VALUE OF The building department collects building permit for new TBD ↑ ↑ ↑ COMMERCIAL construction and additions. Commercial investments provide BUILDING PERMITS a forward indication of business confidence. NUMBER OF The direct participation and involvement of stakeholders 15 ↑ ↑ ↑ ATTENDEES AT (business and customers) will be critical in developing a DOMB ANNUAL people-oriented downtown. GENERAL MEETING NUMBER OF NEW The successful revitalization of business activity in the TBD ↑ ↑ ↑ RESIDENTIAL UNITS downtown area will depend on realization of local population COMPLETED growth in the downtown and surround area. New housing will provide additional animation to the downtown area. NUMBER OF Annual events play an important role in promoting the TBD ↑ ↑ ↑ ANNUAL EVENTS & destination qualities that make downtown Orillia unique. FESTIVALS NUMBER OF FOOD & The number of establishments licenced to serve alcohol is a TBD ↑ ↑ ↑ DRINKING good proxy for investment in restaurants, lounges and bars. ESTABLISHMENTS Residents indicated the need to attract more food and beverage options in downtown Orillia. PARKING The cost of parking was identified as a major deterrent to TBD ↔ ↔ ↔ REVENUES downtown shopping and visitation. The extent to which the City realizes revenues through fees and fines should be better understood in order to communicate why parking is not free in the downtown area. STUDENT The growth and expansion of post-secondary education has 3,000+ ↑ ↑ ↑ ENROLLMENT the potential to provide an important economic footprint for (LAKEHEAD Orillia. Student growth and downtown revitalization have a UNIVERSITY & beneficial relationship (i.e. attractive downtown > attracts GEORGIAN COLLEGE more students // larger student and faculty base > more ORILLIA CAMPUSES) downtown customers.)

TBD – to be determined at year end

33 Page 105 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

6 Recommendations

The following recommendations are intended to support a collaborative approach to reducing commercial vacancy levels and improving the retail mix in Downtown Orillia. Establish a formal initiative designed to reduce and manage vacancy in the downtown area at a balanced rate of 5% to 8%. Strategic Actions: Identify on an annual basis, the top five spaces in the BIA and the top 5 spaces in the broader project area, which are chronically vacant and in need of immediate attention. Special attention shall be given to these 10 properties through all subsequent strategic actions. Establish a recruitment team consisting of representatives from the City, the DOMB and the Lakelands Association of Realtors to regularly discuss progress, identify properties which need immediate attention and discuss new opportunities as they arise. Build upon the downtown inventory and update on a semi-annual basis to ensure that both the City and the DOMB are aware of vacancies, so these can be addressed. Develop a coordinated and targeted business recruitment campaign for specific under- represented commercial categories within the Orillia Downtown Project Area. These under- represented categories include: Restaurants; Personal Care services; Convenience and Specialty Food stores; Furniture, Home Furnishings and electronics stores; General Merchandise stores; Clothing Stores; and Culture, Entertainment and Recreation establishments. Strategic Actions: Host workshops inviting would-be business owners with an interest or passion in opening a commercial venture within the targeted commercial categories. Host targeted receptions (familiarization tours) focused on invitees with a proven track- record in business operation is nearby markets such as Barrie, Midland, Newmarket and Collingwood. Participate/exhibit in national franchisee tradeshows highlighting the benefits of Orillia as an underserved and “open-for-business” market. Develop a promotional package for targeted retailers (as recommended in the Downtown Tomorrow Plan). Development a coordinated radio, newspaper and online advertising plan to promote opportunities to potential investors in the primary and secondary trades areas, as well as the Greater Toronto Area.

34 Page 106 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

35 Page 107 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix A – Official Plan Background

Page 108 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Figure A-1: City of Orillia Official Plan – Schedule A Page 109 of 328

SOURCE: City of Orillia.

Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Figure A-2: City of Orillia Official Plan – Schedule B Page 110 of 328

SOURCE: City of Orillia Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix B – Public Survey Results

Page 111 of 328 Orillia Public Survey - Preliminary Results September 6, 2016 (FINAL)

* Filtered: COMPLETES (Revised)

1. How did you learn about the Downtown Orillia Retail Mix Study?

Response Count

Orillia Chamber of 1 0.1% Commerce

Orillia Area Community Development 5 0.6% Corporation (CDC)

Downtown Orillia Management Board 7 0.9% (DMB)

In-store advertisement 10 1.3%

Promotional pamphlet 12 1.6%

City of Orillia website 19 2.5%

Word-of-mouth 26 3.4%

Newspaper 31 4.0% advertisement

Other, please specify... 52 6.7%

Email communication 77 10.0%

Social Media (e.g. 531 68.9% Facebook, Twitter, etc.)

Total: 771

2. Which of the following best describes your connection to the City of Orillia?

Page 112 of 328 1 of 18 Response Count

Permanent resident of 558 72.5% Orillia

Permanent resident of 187 24.3% the surrounding area

Seasonal resident of Orillia or the 15 1.9% surrounding area

Visitor to Orillia 10 1.3%

Total: 770

2b. Are you a resident of Downtown Orillia?

Response Count

Yes 126 22.6%

No 431 77.4%

Total: 557

2c. Do you own a business, or work in Downtown Orillia?

Response Count

I own a business in 11 1.4% Downtown Orillia

I work at a business in 119 15.5% Downtown Orillia

I do not work or own a business in Downtown 638 83.1% Orillia

Total: 768

3. What is your age?

Page 113 of 328 2 of 18 Response Count

17 or younger 5 0.6%

18 - 24 74 9.6%

25 - 34 151 19.6%

35 - 44 127 16.5%

45 - 54 141 18.3%

55 - 64 156 20.3%

65 or older 116 15.1%

Total: 770

4. What is your gender?

Response Count

Male 171 22.2%

Female 588 76.2%

Other 2 0.3%

Prefer not to disclose 11 1.4%

Total: 772

5. How often do you visit Downtown Orillia?

More than once a 1-3 times per Less than once a Variable Daily week month month

149 333 232 58 Spring Total: 772 19.3% 43.1% 30.1% 7.5%

172 376 185 39 Summer Total: 772 22.3% 48.7% 24.0% 5.1%

143 334 240 55 Fall Total: 772 18.5% 43.3% 31.1% 7.1%

113 284 236 139 Winter Total: 772 14.6% 36.8% 30.6% 18.0%

Page 114 of 328 3 of 18 6. Identify the primary reason(s) that you are drawn to Downtown Orillia?

Response Count

Shopping 580 75.1%

Work 135 17.5%

Live downtown 63 8.2%

Business Meeting 51 6.6%

Personal Appointment 192 24.9%

Dining & Drinks 542 70.2%

Just browsing 318 41.2%

Getting f rom A to B 255 33.0%

Other, please specify... 150 19.4%

Total: 772

7. Do you AGREE or DISAGREE with each of the following statements?

Page 115 of 328 4 of 18 Variable Strongly Disagree Disagree Neutral Agree Strongly Agree

A better place for retail 38 132 301 273 28 Total: 772 businesses 4.9% 17.1% 39.0% 35.4% 3.6%

A better place for 23 62 167 426 94 Total: 772 restaurants and/or bars 3.0% 8.0% 21.6% 55.2% 12.2%

A better place for other 24 100 377 230 41 Total: 772 types of businesses 3.1% 13.0% 48.8% 29.8% 5.3%

A "more attractive" place 37 102 192 358 83 for Orillia residents to Total: 772 4.8% 13.2% 24.9% 46.4% 10.8% visit

A "more attractive" place 38 104 188 360 82 for nearby residents living Total: 772 4.9% 13.5% 24.4% 46.6% 10.6% around Orillia to visit

A "more attractive" place 38 97 169 337 131 for tourists and day- Total: 772 4.9% 12.6% 21.9% 43.7% 17.0% trippers to visit

7b. In your opinion, during the past 5 years, how has the economic situation in Downtown Orillia changed compared to the remainder of the City?

Page 116 of 328 5 of 18 Response Count

IMPROVED SIGNIFICANT LY 20 2.6% compared to the rest of the City

IMPROVED compared to 206 27.0% the rest of the City

STAYED THE SAME compared to the rest of 345 45.2% the City

BECOME WORSE compared to the rest of 167 21.9% the City

BECOME MUCH WORSE compared to the rest of 26 3.4% the City

Total: 764

8. What are your TOP THREE favourite aspects of the shopping experience in Downtown Orillia?

Page 117 of 328 6 of 18 Variable 1st 2nd 3rd

History, charm, 99 61 102 architecture and Total: 262 37.8% 23.3% 38.9% aesthetics

Diversity/variety of store 31 45 66 Total: 142 types 21.8% 31.7% 46.5%

Authenticity (e.g. unique 123 95 46 Total: 264 independent retailers) 46.6% 36.0% 17.4%

Customer service (e.g. 63 55 38 Total: 156 personal connections) 40.4% 35.3% 24.4%

80 74 60 Lakefront location Total: 214 37.4% 34.6% 28.0%

Special events and 103 129 131 festivals (e.g. sidewalk Total: 363 28.4% 35.5% 36.1% sale)

Public art (e.g. Streets 64 92 88 Total: 244 Alive) 26.2% 37.7% 36.1%

122 117 104 Restaurants Total: 343 35.6% 34.1% 30.3%

42 57 57 Lively, vibrant atmosphere Total: 156 26.9% 36.5% 36.5%

11 11 29 Other Total: 51 21.6% 21.6% 56.9%

8b. You responded 'Other' to QUESTION 8, what other aspect of the shopping experience in Downtown Orillia appeals to you?

Response Count

46 responses

8c. What THREE words best describe Downtown Orillia?

Page 118 of 328 7 of 18 Variable Count

1 728 responses

2 717 responses

3 699 responses

9. How would you rate the following aspects of Downtown Orillia?

Variable Needs Improvement Satisfactory Good Excellent

Selection of Goods and 364 220 176 12 Total: 772 Services 47.2% 28.5% 22.8% 1.6%

Quality of Goods and 124 260 311 77 Total: 772 Services 16.1% 33.7% 40.3% 10.0%

Quality of Entertainment 300 232 207 33 Total: 772 Facilities 38.9% 30.1% 26.8% 4.3%

165 257 278 72 Safety and Security Total: 772 21.4% 33.3% 36.0% 9.3%

188 320 237 27 Sales and Promotions Total: 772 24.4% 41.5% 30.7% 3.5%

Special Events and 82 142 311 237 Total: 772 Festivals 10.6% 18.4% 40.3% 30.7%

Cleanliness and 134 184 319 135 Maintenance of Public Total: 772 17.4% 23.8% 41.3% 17.5% Spaces

Attractiveness of 155 187 320 110 Total: 772 Storefronts and Signage 20.1% 24.2% 41.5% 14.2%

Preservation of Historical 77 170 371 154 Total: 772 Architecture 10.0% 22.0% 48.1% 19.9%

Appeal as a Place to 171 196 313 92 Total: 772 Explore 22.2% 25.4% 40.5% 11.9%

96 164 319 193 Special Events Total: 772 12.4% 21.2% 41.3% 25.0%

Page 119 of 328 8 of 18 10. How would you evaluate Downtown Orillia in terms of the following?

Needs Don't know/Not Variable Satisfactory Good Excellent ImprovementImprovement applicable

Things to do for children 326 139 84 12 211 Total: 772 (i.e. <13 years of age) 42.2% 18.0% 10.9% 1.6% 27.3%

T hings to do f or youth 403 122 79 7 161 Total: 772 (i.e. 13-24 years of age) 52.2% 15.8% 10.2% 0.9% 20.9%

Things to do for adults 188 187 282 88 27 Total: 772 (i.e. 25-65 years of age) 24.4% 24.2% 36.5% 11.4% 3.5%

Things to do for seniors 159 153 226 77 157 Total: 772 (i.e. 65+ years of age) 20.6% 19.8% 29.3% 10.0% 20.3%

Things to do for tourists 192 150 266 112 52 Total: 772 (i.e. all ages) 24.9% 19.4% 34.5% 14.5% 6.7%

11. IN YOUR OPINION, what are the TOP THREE functions that Downtown Orillia should perform:

Page 120 of 328 9 of 18 Response Count

A shopping destination 443 57.4% for local residents

A shopping destination 311 40.3% for tourists and visitors

A cultural centre for 257 33.3% the City

A place to take out-of- 202 26.2% town visitors

A place to meet with 305 39.5% f riends

A place to enjoy recreation and leisure 185 24.0% activities

A place for people to 120 15.5% work

A place to buy food and convenience retail 117 15.2% items

A place for the City’s 376 48.7% festivals and events

Total: 772

12. What are Downtown Orillia’s TOP THREE biggest drawbacks?

Variable 1st 2nd 3rd

135 84 81 Selection of retailers Total: 300 45.0% 28.0% 27.0%

21 34 22 Quality of retailers Total: 77 27.3% 44.2% 28.6%

Lack of destination retail 44 58 63 Total: 165 stores 26.7% 35.2% 38.2%

8 8 4 Customer service Total: 20 40.0% 40.0% 20.0% Page 121 of 328 10 of 18 40.0% 40.0% 20.0% Variable 1st 2nd 3rd Resistance to 54 58 55 Total: 167 change/negativity 32.3% 34.7% 32.9%

Safety and security 28 41 33 Total: 102 concerns 27.5% 40.2% 32.4%

Lack of long-term 27 49 31 Total: 107 cohesive vision 25.2% 45.8% 29.0%

Coordination between City 18 31 31 Total: 80 and downtown businesses 22.5% 38.8% 38.8%

Cleanliness and 14 31 28 maintenance of street and Total: 73 19.2% 42.5% 38.4% sidewalks

Inconsistent/inconvenient 102 89 100 Total: 291 store hours 35.1% 30.6% 34.4%

Absentee landlords/poor 79 64 61 Total: 204 building quality 38.7% 31.4% 29.9%

Small downtown 22 26 30 Total: 78 population base 28.2% 33.3% 38.5%

139 74 85 Parking Total: 298 46.6% 24.8% 28.5%

28 40 33 Seasonality Total: 101 27.7% 39.6% 32.7%

13 40 45 Public and civic Spaces Total: 98 13.3% 40.8% 45.9%

17 7 22 Other Total: 46 37.0% 15.2% 47.8%

12b. What is your PRIMARY concern about parking in Downtown Orillia?

Page 122 of 328 11 of 18 Response Count

Availability 82 30.7%

Convenience 31 11.6%

Price 154 57.7%

Total: 267

12c. You responded 'Other' to QUESTION 12, what other major drawbacks are there for Downtown Orillia?

Response Count

75 responses

13. Think of the last time you were shopping in Downtown Orillia – what percentage of YOUR total expenditures were allocated to the following store types?

Page 123 of 328 12 of 18 Variable Count

FOOD STORE RETAIL STORES (e.g. supermarket, butcher, 751 responses bakery, fruit and vegetable market, etc.)

NON-FOOD STORE RETAIL ST ORES (e.g. home f urnishings, computers and electronics, building and outdoor home supplies, 764 responses pharmacies and personal care, clothing and accessories, sports and hobbies, etc.

BEER, WINE AND LIQUOR 767 responses STORES

RESTAURANTS AND ENTERTAINMENT (e.g. 771 responses restaurants, bars, theatres, etc.)

PERSONAL SERVICES (e.g. barber, salon, 766 responses photof inishing, dry cleaning)

14. During the past 3 months, what percentage of your total household expenditures were made in Downtown Orillia?

Page 124 of 328 13 of 18 Response Count

0% – 20% 482 62.7%

21% – 40% 161 20.9%

41% – 60% 68 8.8%

61% – 80% 45 5.9%

81% – 100% 13 1.7%

Total: 769

15. What are the most notable GAPS in terms of the diversity of stores and services in Downtown Orillia?

Page 125 of 328 14 of 18 No Minor Existing Major Don't know/Not Variable Existing Existing Gap Gap Existing Gap applicable Gap

247 181 175 117 52 Supermarkets Total: 772 32.0% 23.4% 22.7% 15.2% 6.7%

Convenience & Specialty 164 246 197 122 43 Total: 772 Food Stores 21.2% 31.9% 25.5% 15.8% 5.6%

Furniture, Home Furnishing 144 236 212 101 79 Total: 772 and Electronics Stores 18.7% 30.6% 27.5% 13.1% 10.2%

Building and Outdoor 231 191 147 95 108 Total: 772 Home Supplies Stores 29.9% 24.7% 19.0% 12.3% 14.0%

Pharmacies and Personal 489 156 62 18 47 Total: 772 Care Stores 63.3% 20.2% 8.0% 2.3% 6.1%

Clothing and Accessories 228 192 196 127 29 Total: 772 Stores 29.5% 24.9% 25.4% 16.5% 3.8%

General Merchandise 137 239 221 106 69 Total: 772 Stores 17.7% 31.0% 28.6% 13.7% 8.9%

Miscellaneous Retail 168 223 193 100 88 Total: 772 Stores 21.8% 28.9% 25.0% 13.0% 11.4%

539 82 47 6 98 Financial Services Total: 772 69.8% 10.6% 6.1% 0.8% 12.7%

262 166 130 72 142 Medical Services Total: 772 33.9% 21.5% 16.8% 9.3% 18.4%

297 211 104 33 127 Personal Care Services Total: 772 38.5% 27.3% 13.5% 4.3% 16.5%

Other Commercial 148 156 144 41 283 Total: 772 Services 19.2% 20.2% 18.7% 5.3% 36.7%

16. What TYPES of retailers and services would you support if they were located in Downtown Orillia?

Response Count

683 responses

16b. Are there any SPECIFIC EXAMPLES of retailers, services, restaurants or entertainment facilities that Page 126 of 328 15 of 18 you would like to open a new location in Downtown Orillia?

Response Count

512 responses

17. Identify the TOP THREE improvements that would have the greatest impact on Downtown Orillia?

Response Count

Adding new restaurants 188 24.4% (e.g. vegetarian, patios)

Improving store hours 308 39.9% (e.g. consistency, length)

Increasing entertainment venues 240 31.1% and evening activities

Adding new retail stores (e.g. specialty food 338 43.8% (butcher; fresh produce), menswear)

Establishing a more focused shopping 92 11.9% destination/niche

Offering more to appeal 173 22.4% to younger generations

Increasing the downtown 74 9.6% population base

Creating a pedestrian- friendly environment 148 19.2% and increasing foot traf f ic

Adding a new downtown anchor (e.g. west end of 118 15.3% Mississaga Street)

Adding a new public 75 9.7% gathering space Page 127 of 328 16 of 18 Response Count Reducing the number ofResponse Count 418 54.1% vacant storefronts

Improving building 70 9.1% maintenance

Other, please specify... 74 9.6%

Total: 772

18. IN YOUR OPINION, what other improvements would enhance Downtown Orillia as a vibrant destination?

Response Count

587 responses

Thank you for taking the time to complete this survey! Your feedback is very important and we look forward to incorporating your insights into the Downtown Retail Mix Study. *Please provide your name and email below in order to be entered in our draw for your chance to WIN $100 Downtown Orillia Dollars. Phone number is required for those without access to email.

Variable Count

First Name 687 responses

Last Name 683 responses

Email 677 responses

Phone Number 575 responses

Please check the boxes below to stay informed about this study and other news/events in Downtown Orillia:

Page 128 of 328 17 of 18 Response Count

I want to be kept in the loop on the Retail Mix 339 79.8% Study

I want to be kept in the loop on Downtown Orillia and City of Orillia 355 83.5% Economic Development News and Events

Total: 425

Page 129 of 328 18 of 18 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix C – Business Survey Results

Page 130 of 328 Orillia Business Survey - Oct 4

* Filtered: Completed responses

1. What type of business do you operate in Downtown Orillia?

Response Count

Building and Outdoor 1 1.5% Home Supplies Store

Clothing and Accessories 6 9.0% Store

General Merchandise 1 1.5% Store

Miscellaneous Retail 6 9.0% Store

Financial Service 6 9.0%

Professional, Scientific 1 1.5% & Technical Service

Health Care Service 2 3.0%

Social Service 2 3.0%

Cultural, Entertainment 1 1.5% and Recreational Service

Food Services and 5 7.5% Drinking Establishment

Personal Care Service 2 3.0%

Other, please specify... 34 50.7%

Total: 67

2. What is the name of your business?

Page 131 of 328 1 of 17 Response Count

67 responses

3. What is your business address?

Response Count

66 responses

3b. Does your business have multiple locations?

Response Count

Yes 10 14.9%

No 57 85.1%

Total: 67

3c. Where else is your business located?

Response Count

10 responses

3d. How does your business in Downtown Orillia perform compared to your other locations?

Response Count

Top Performer 2 22.2%

Above Average 3 33.3%

Average 3 33.3%

Below Average 1 11.1%

Total: 9

4. What are the top three reason you chose Downtown Orillia as a location for your business?

Page 132 of 328 2 of 17 Response Count

Customer Volumes 32 47.8%

Access to Target 34 50.7% Market

Pleasant Atmosphere 37 55.2%

Favourable Costs (e.g. 19 28.4% low rent)

Proximity to 18 26.9% Competition

Quality of Local 4 6.0% Workf orce

Proximity to Home 20 29.9%

Untapped Customers 16 23.9%

Other, please specify... 21 31.3%

Total: 67

5. Do you own or lease your current location?

Response Count

Own 16 23.9%

Lease 51 76.1%

Total: 67

5b. You indicated you lease your current location, please provide the name of the building owner (if known):

Response Count

44 responses

6. How large is your facility?

Page 133 of 328 3 of 17 Variable Count

Commercial space 55 responses occupied by your business

Total commercial space in 28 responses building (if known)

Upper storey commercial 30 responses space

Vacant commercial space 27 responses

7. How would you describe your connection to your business?

Response Count

Actively Involved in 63 94.0% Daily Operations

Passively Involved in 3 4.5% Daily Operations

Not Involved in Daily 1 1.5% Operations

Total: 67

8. How many employees work at your business?

Variable Count

Full-T ime 57 responses

Part-T ime 47 responses

Seasonal/Temporary 26 responses

8b. Where do most of your staff live?

Page 134 of 328 4 of 17 Variable Count

Orillia 57 responses

Other Simcoe County 33 responses

Other Ontario 14 responses

9. How many years has your business been in operation in Downtown Orillia?

Response Count

Less than 1 year 9 13.4%

1-3 years 11 16.4%

3-5 years 13 19.4%

5-10 years 4 6.0%

10-20 years 12 17.9%

20+ years 18 26.9%

Total: 67

10. What time does your business open?

Variable Count

Monday 61 responses

T uesday 64 responses

Wednesday 65 responses

T hursday 66 responses

Friday 66 responses

Saturday 59 responses

Sunday 48 responses

10b. What time does your business close?

Page 135 of 328 5 of 17 Variable Count

Monday 61 responses

T uesday 64 responses

Wednesday 65 responses

T hursday 66 responses

Friday 66 responses

Saturday 58 responses

Sunday 46 responses

11. How does the volume of your business change from season to season?

Variable Count

Summer (July and August) 67 responses

Fall (September to 67 responses November)

Winter (December to 67 responses March)

Spring (April to June) 67 responses

11b. How does the volume of your business change from day to day?

Variable Count

Monday 67 responses

T uesday 67 responses

Wednesday 67 responses

T hursday 67 responses

Friday 67 responses

Saturday 67 responses

Sunday 67 responses

Page 136 of 328 6 of 17 12. How would you breakdown your customer base?

Variable Count

Local permanent residents 67 responses

Downtown employees 67 responses

Seasonal 67 responses residents/cottagers

Planned tourists to the 67 responses area

Motorists passing through 67 responses

Commercial 67 responses drivers/truckers

Other 67 responses

12b. You responded 'Other' to QUESTION 12, what other types of customers does your business serve?

Response Count

18 responses

13. What are the most important age groups in terms of your customer base?

Variable 1st 2nd 3rd 4th 5th

Children (i.e. <13 years of 2 3 9 31 22 Total: 67 age) 3.0% 4.5% 13.4% 46.3% 32.8%

Youth (i.e. 13-24 years of 2 20 27 17 1 Total: 67 age) 3.0% 29.9% 40.3% 25.4% 1.5%

Adults (i.e. 25-65 years of 55 8 2 1 1 Total: 67 age) 82.1% 11.9% 3.0% 1.5% 1.5%

Seniors (i.e. 65+ years of 6 34 15 10 2 Total: 67 age) 9.0% 50.7% 22.4% 14.9% 3.0%

14. Are your customers typically walk-in traffic or reservation/appointment?

Page 137 of 328 7 of 17 Variable Count

Walk-in traffic 67 responses

Reservation/Appointment 67 responses

15. How do you use online channels to augment your business?

Response Count

I maintain an updated 16 24.2% website

I maintain a social media presence (e.g. Twitter, 20 30.3% Facebook, etc.)

I advertise my products/services online 4 6.1% (e.g. Google, banner advertisements, etc.)

I sell products/services 5 7.6% online through my website

I sell products/services online through a third- 1 1.5% party website (e.g. Ebay, Amazon, etc.)

I accept reservations/appointments 4 6.1% made online

Other, please specify... 16 24.2%

Total: 66

16. Within the next 3-5 years, which of the following do you plan to undertake at your current location in Downtown Orillia?

Page 138 of 328 8 of 17 Response Count

No change 35 52.2%

Downsize 1 1.5%

Relocate 8 11.9%

Expand 21 31.3%

Close 2 3.0%

Total: 67

16b. Will your new location be in Downtown Orillia?

Response Count

Def initely 14 45.2%

Probably 6 19.4%

Not Sure 4 12.9%

Probably Not 5 16.1%

Definitely Not 2 6.5%

Total: 31

16c. What factors are affecting your decision to downsize, relocate or expand your business?

Response Count

7 responses

16d. What is the reason for your potential business closure?

Response Count

2 responses

17. Looking into the future, how long do you intend to operate your business in Downtown Orillia?

Page 139 of 328 9 of 17 Response Count

Less than 1 year 3 4.5%

1-3 years 8 11.9%

3-5 years 7 10.4%

5-10 years 11 16.4%

10+ years 38 56.7%

Total: 67

18. Does your business have a succession plan?

Response Count

Yes 25 37.3%

No 42 62.7%

Total: 67

18b. What kind of succession plan has been established for your business?

Response Count

25 responses

19. How would you describe your involvement with the Downtown Orillia Management Board?

Page 140 of 328 10 of 17 Response Count

Very Active 8 11.9%

Somewhat Active 12 17.9%

Aware of Downtown Orillia Management 25 37.3% Board Actions/Initiatives

Inactive/Passive 15 22.4%

Other, please specify... 7 10.4%

Total: 67

20. In your opinion, what are the three most important functions for the Downtown Orillia Management Board?

Page 141 of 328 11 of 17 Response Count

Store recruitment and 25 37.3% retention

Event planning and 38 56.7% implementation

Marketing and promotion of downtown and its 58 86.6% business

Execution of and beautification initiatives 29 43.3% and community development projects

Facade improvement and sign grant program 10 14.9% administrators

On-street maintenance 26 38.8%

Administrative support f or the BIA board and 6 9.0% membership

Mentoring/training f or 6 9.0% downtown owners

Other, please specify... 3 4.5%

Total: 67

21. In your opinion, what do you feel are the top THREE biggest challenges when it comes to operating a business in Downtown Orillia?

Response Count

Selection of retailers 9 13.4%

Quality of retailers 9 13.4%

Lack of destination retail 11 16.4% stores

Customer service 4 6.0% Page 142 of 328 12 of 17 Customer service 4 6.0% Response Count Resistance to 17 25.4% change/negativity

Restrictive by-laws (e.g. 15 22.4% signage; fire; heritage)

Safety and security 11 16.4% concerns

Lack of long-term 2 3.0% cohesive vision

Coordination between City and downtown 7 10.4% businesses

Cleanliness and maintenance of street 10 14.9% and sidewalks

Inconsistent store hours 14 20.9%

Absentee landlords/poor 23 34.3% building quality

Small downtown 8 11.9% population base

Parking 38 56.7%

Seasonality 11 16.4%

Public and civic Spaces 2 3.0%

Other, please specify... 10 14.9%

Total: 67

22. What are the most notable GAPS in terms of the downtown retail mix?

Page 143 of 328 13 of 17 No Existing Minor Existing Major Existing Don't know/Not Variable Gap Gap Gap applicable

23 27 9 8 Supermarkets Total: 67 34.3% 40.3% 13.4% 11.9%

Convenience & Specialty 6 32 24 5 Total: 67 Food Stores 9.0% 47.8% 35.8% 7.5%

Furniture, Home Furnishing 10 30 18 9 Total: 67 and Electronics Stores 14.9% 44.8% 26.9% 13.4%

Building and Outdoor 27 24 8 8 Total: 67 Home Supplies Stores 40.3% 35.8% 11.9% 11.9%

Pharmacies and Personal 47 12 1 7 Total: 67 Care Stores 70.1% 17.9% 1.5% 10.4%

Clothing and Accessories 22 28 13 4 Total: 67 Stores 32.8% 41.8% 19.4% 6.0%

General Merchandise 18 30 13 6 Total: 67 Stores 26.9% 44.8% 19.4% 9.0%

Miscellaneous Retail 22 25 16 4 Total: 67 Stores 32.8% 37.3% 23.9% 6.0%

55 8 0 4 Financial Services Total: 67 82.1% 11.9% 0.0% 6.0%

37 14 8 8 Medical Services Total: 67 55.2% 20.9% 11.9% 11.9%

38 19 1 9 Personal Care Services Total: 67 56.7% 28.4% 1.5% 13.4%

Other Commercial 17 17 11 22 Total: 67 Services 25.4% 25.4% 16.4% 32.8%

23. In your opinion, during the past 5 years, how has the economic situation in Downtown Orillia changed compared to the rest of the City?

Page 144 of 328 14 of 17 Response Count

IMPROVED SIGNIFICANT LY 1 1.5% compared to the rest of the City

IMPROVED compared to 16 23.9% the rest of the City

STAYED THE SAME compared to the rest of 29 43.3% the City

BECOME WORSE compared to the rest of 18 26.9% the City

BECOME MUCH WORSE compared to the rest of 3 4.5% the City

Total: 67

24. Looking ahead 5 years from now, what are the TOP THREE threats to the economic stability of Downtown Orillia?

Response Count

Competition from malls 41 61.2% and big box stores

Competition from other 8 11.9% downtowns

Lack of an anchor or 21 31.3% flagship draw

Poor coordination of 7 10.4% events

Poor co-ordination of 20 29.9% business hours

Accessibility / Mobility 4 6.0% issues Page 145 of 328 15 of 17 issues Response Count Safety and security 8 11.9% concerns

Seasonality 14 20.9%

Lack of succession 1 1.5% planning for businesses

Low business retention/high turnover 27 40.3% in downtown Orillia

Lack of population and/or higher density 12 17.9% development

Lack of an effective communications strategy 16 23.9% to promote downtown Orillia to local residents

Lack of an effective communications strategy to promote downtown 9 13.4% Orillia to day- trippers/visitors

Other, please specify... 13 19.4%

Total: 67

25. Looking ahead over the next decade, how would you describe your outlook for Downtown Orillia?

Response Count

Very Optimistic 16 23.9%

Somewhat Optimistic 36 53.7%

No Change/Status Quo 6 9.0%

Somewhat Pessimistic 9 13.4%

Total: 67

Page 146 of 328 16 of 17 26. Do you have any additional comments in terms of how the retail mix (i.e. (diversity of stores/services) in Downtown Orillia could be improved?

Response Count

30 responses

Thank you for taking the time to complete this survey! Your feedback is very important and we look forward to incorporating your insights into the Downtown Retail Mix Study. Please provide your name and contact information below.

Variable Count

First Name 65 responses

Last Name 65 responses

Email 63 responses

Phone Number 64 responses

Please check the boxes below to stay informed about this study and other news/events in Downtown Orillia:

Response Count

I want to be kept in the loop on the Retail Mix 47 81.0% Study

I want to be kept in the loop on Downtown Orillia and City of Orillia 49 84.5% Economic Development News and Events

Total: 58

Page 147 of 328 17 of 17 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix D – Facebook Forum Comments

Page 148 of 328 Listening To Residents… QUESTION: Tell us what stores you would like to see in downtown Orillia?

FOOD STORES n= MERCHANDISE STORES n= RESTAURANTS n= PERSONAL SERVICES n= OTHER OPTIONS n= Meat/Fish 6 Apparel - Clothing 15 Juice/Smoothie 8 Walk In Clinic 1 Indoor Playground/Adventure 5 Green Grocer 6 Apparel-Teen 8 Nightclub 7 Tattoo Parlour 1 Studio/Creative/Maker Space 3 Deli/Cheese 5 Apparel - Materinity/Kids Store 8 Ice cream 7 Daycare 1 Tool Library 2 Confectionary Store 4 Apparel - Lingerie 5 Microbrewery/Pub 7 TOTAL SERVICE RESPONSES 3 Pot Shop/Dispensery 2 Bakery 2 General Merchandise 4 Taco Bell 6 Hookha Lounge 1 Supermarket 1 Apparel-Shoe Store 3 Game-based Cafe 6 Vendor's Market 1 TOTAL FOOD RESPONSES 24 Cosmetics 3 Starbuck's 5 Art Gallery 1 Stationary/Art Supply 3 The Keg 5 TOTAL OTHER STOREFONT RESPONSESS 15 Key Words: Home Furnishings 2 Mexican (authentic) 4 fresh Religious Materials 2 Avocobar 3 local Apparel -Used Clothing Store 1 Kernel's Popcorn 3 WHAT DO YOU WANT TO SEE MORE OF IN Christmas Shop 1 Cocktail Bar/Lounge 2 Sporting Goods 1 Red Lobster 2 DOWNTOWN ORILLIA? Toy 1 Sushi (authentic) 2 TOTAL RETAIL RESPONSES 57 McDonalds 1 2% 8% Panerra 1 13% Key Words: Quizno's 1 FOOD STORES n = 24 (13%) Affordable Popeye's 1 Family Cuban (authentic) 1 Casual Burgers (authentic) 1 MERCHANDISE n = 57 (31%) Teens Marble Slab 1 Kids Indian (authentic) 1 David's Tea 1 RESTAURANTS n = 83 (46%) Family Restaurant 1 31% Chuckie Cheese 1 n = 3 (2%) Middle Eastern (authentic) 1 FOOD STORES46% 24 13% SERVICES Swiss Fondue (authentic) 1 MERCHANDISE 57 31% Jamacian (authentic) 1 RESTAURANTS 83 46% n = 15 (8%) The Mandarin 1 SERVICES 3 2% OTHER OPTIONS Vegetarian/Vegan (authentic) 1 OTHER OPTIONS 15 8% n=182 TOTAL FOOD & BEVERAGE RESPONSES 83 TOTAL 182 1 Page 149 of 328

Page 150 of 328

74 shares Comments

Remove Nancy New I would LOVE to see a store selling fresh vegetables and fruit ALL year round. It would be SO nice if I was downtown and needed an onion or a bag of carrots I could grab it right

there. ;) Unlike · Reply · Message · 16 · August 30 at 2:51pm

Remove Stephanie Lake Me too Like · Reply · Message · 2 · August 30 at 3:23pm

Remove Jessica Lee More clothes stores for 20s not so many older style stores Like · Reply · Message · 1 · August 30 at 3:02pm

Remove Cliff Murphy good luck this town is geared to senior Like · Reply · Message · August 30 at 3:30pm

Page 151 of 328

Remove Andrew Sparkes Orillia needs a skills bank and a tool library Like · Reply · Message · 1 · August 30 at 3:05pm

Remove Miriam Goldberger Brilliant. Tool Library is a great idea. And so doable! Like · Reply · Message · August 31 at 2:16pm

Remove Andrew Sparkes Miriam Goldberger there is one open in Toronto if we need a template to follow. Like · Reply · Message · August 31 at 2:31pm

Remove Miriam Goldberger Andrew - and one in Hamilton as well. Like · Reply · Message · August 31 at 2:32pm

Remove Miriam Goldberger http://hamiltontoollibrary.ca/

The Hamilton Tool Library | Thousands of tools - No rental fees A non-profit tool lending library where an annual membership lets you borrow from thousands of tools for less than a 24-hour rental from most rental shops. hamiltontoollibrary.ca Like · Reply · Message · Remove Preview · 1 · August 31 at 2:33pm

Remove Andrew Sparkes Miriam Goldberger excelent, I didn't know Hamilton had one. I would be interested in working there myself. Like · Reply · Message · August 31 at 2:43pm

Remove Brandi Mercy Richards Taco Bell lol Like · Reply · Message · 2 · August 30 at 3:23pm

Remove Keri Elliott Starbucks!!!! Like · Reply · Message · 4 · August 30 at 3:26pm

Page 152 of 328

Remove Cliff Murphy why not expand the howling wolf bar and patio put that by brewery bay. then Cidiots can see the true Orillia. .on a nite time Like · Reply · Message · 2 · August 30 at 3:30pm Cliff Murphy: get rid of brewery bay.. it sucks

Like · Reply · Message · August 30 at 3:34pm

Jolene Janes Sutton La Senza or Victoria's Secret

Like · Reply · Message · 5 · August 30 at 3:35pm

Cliff Murphy lmao

Shanaly Aitchison Unfortunately that would never happen!

Miriam Goldberger I suggest you go to TNT in the West Ridge Plaza. Better quality. Better service and run by an Orillian.

Cliff Murphy a depends diaper store..

Brian Graham Pokemon go store

Brenda Morgan I think a party supply store would be great or an edible arrangements store

Jenna Anne a cozy board games cafe like snakes and latte's in Toronto!

Jason Reid Good call

Joanne Haskins @jackandmaddy does this sometimes.

Tyler Knight Brownstone has all the boardgMes you could want

Maddie Totten McDonald's

Donna Durnford 3 isn't enough lol

Shanaly Aitchison Downtown Orillia We need nightclub considering there are now none in Orillia !

Shanaly Aitchison Or a Hookah lounge like Mazaj in missasauga City of Orillia - Municipality

Ruth Germain You can't just have a chain store or restaurant move here because you want it to. If they are not here now, it is because it is not financially feasible. This is a small community - it should have a small community feel. It should be distinctive. Downtown needs to be more consumer friendly - that means not ticketing a person a minute before they return to their car. It means LOTS of outdoor seating (we have lots of benches in parks - not near enough downtown.) It means ALL stores open at least ONE NIGHT PER WEEK until 9 pm.

Kimberly Huff Old navy

Hannah Walton Chocolate shop  yummm

Page 153 of 328 Janine Ariganello There is already Patteleros �

Keri Elliott Rocky Mountain chocolate factory  

Diane Maddeaux I had a ice cream store in historic Chickamauga Georgia made alot of money even in the winter people like ice cream in the winter I also had finger food

Janine Ariganello We have a brand new Kawartha dairy store in the narrows and sweet dreams at the parks �

Sean Dunn The Keg

Sheryll Diezmo I agree the Keg.

Bill Sloane Need a Pot Shop!!! Coming near you soon. Thanks to Justine Trudeau. Lol

Julie Levi Reeves This town really needs a almost perfect store

Jewelzz Von Monroe Panera Bread

Brandy Scarlett An old navy please

Tanya Drysdale Christmas store

Melissa Fletcher A children's used clothing store!

Tammy Edmunds-Hosack Starbucks!

Cliff Murphy another hock shop

Cliff Murphy or funeral home rite by brewery bay and mariposa

Lyndell Oldfield How about a mid range shoe store? Shoe buying is a challenge in Orillia if you don't spend $200 a pair!

Well i was sad to see parenting by nature leave the orillia area it would be amazing to have a similar store in the down town core...I know that there would be some product over lap likely with Jack and maddy but it would still.be nice to have a store similar to parenting by nature down town

Lisa Patricia Maybe one that carried more affordable products for families

Breanna Coxon I couldn't agree more! They had so much stuff there for people who lead a more natural lifestyle. Barrie isn't a short drive away either if I need something. Would love to have a similar store downtown!

Brenda Mary Bolyea Home Scents!

Mindy Grainger We have a Winners. I doubt Orillia would get both.

Page 154 of 328 Deb Mckee Marks and Spencers.

Adam Ross Yogurty's

Sharon Paras Did the survey, quite important to speak up!

Peggy Ferencz A nice coat and affordable clothing store that is for kids and adults maybe with a coffee shop like Zellers was

Sheryl Mush Kernels popcorn!!!

Marnie Newbery Quiznos

Mindy Grainger There was a Quiznos on Memorial Avenue, right before Old Barrie Road.

Marnie Newbery Was? :(

Jason Stefaniuk Blockbuster video!! Or a Taco Bell at least!! Lol

Tracey Marsh I agree with a taco bell

Jessica Lynn McIntyre I agree with a Taco Bell too

Mindy Grainger Taco Bell was already in Orillia where the A and W is in Memorial. It didn't last long

Sharon Moore Deli. With European deserts.

Shannon McLaughlin European deli, I miss the European deli

Courtney Thompson A market with fresh fruits and veggies is a must

Free parking would be nice . I paid 30 last week just for parking .

Banks Furniture Downtown residents and employees and employers would take the spots first thing in the morning for the day causing you to walk further. When they make the back lot at Coldwater and West Streets free for December, the entire municipal monthly parking pass lot by the preschool empties into it for the month. Of course not everyone would but enough that there would not be a spot in front of any store. Your buck ensures you a chance at front row parking. Just a thought!

Jessica Lynn McIntyre Taco Bell or hot topic

Sandra Crawford Changing of the Garnet

Amanda Labovitz HOT TOPIC!!!!!!!

Gillian Lowry Mary-Katherine Charters

De Dack Popeyes

Mitch Caldwell It won't be downtown,but there's soon to be the one near Best Buy

De Dack Thanks,is it the Best Buy on Monarch/West Ridge?

Charlene Lalonde Yes it is

Page 155 of 328 De Dack Thnx guys,even better,I lived 5 mins away..lol!

Donaji Trejo Guller roots , paperie, lululemon, kids att studio like 4cats or creative cafe, ice cream

Cliff Murphy lol.. u are facking funny.. a no cash town

Donaji Trejo Guller Theres cash comin with cottagers... Bracebridge has a mukoka bear (close enough to lulu/roots) we can have one too

Sandra Wilkinson shoe store that is cheep

Vanessa Hudson american eagle, billabong, roots, vs and PINK, forever 21

Jenny Kerr LUSH cosmetics!!!

Kristen Laurel YES!!

Jenny Kerr We totally need one! Closet one is Newmarket

Jenny Kerr Country bar with live music where the Tux used to be!

Cliff Murphy lol.. with seniors scooter.. and ebike parking

Jenny Kerr Trouble idea. Nobody in the country likes country.

Marie Wilkinson I love coumtry. Theres alot more people then you think

Jenny Kerr Marie Wilkinson all the ppl like the country!!

Tracy Hornblow We need more accessible hours and youth clothing and shoes stores one to fit anyone's budget

Kim Gammon Affordable clothing store.

Gloria Vieveen Closet Jems

Lori-Anne Kirdeikis Chris Beneteau how about a butcher shop,since freds meats retired there is no where to get fresh steaks from.and would love to not have to pay to park downtown,the only place I go to is studabakers because they have free parking all the time I think its ridiculous to have to pay to park with how high the property taxes are in this city.##1 reason why I don't shop downtown.

Richard Croswell If your looking for a great place for fresh steaks u should go to country produce..

Miriam Goldberger A Great butcher shop would be fabulous.

Shawn Beers Booster juice would be great for all ages

Heather Waller-Rivet Roots

Amy Hartwell Authentic Mexican

Shannon Evans Bath & Body Works

Ashley Joos Booster Juice!!

Page 156 of 328 Adrienne Karl Candy store...... affordable!

Adrienne Karl I also agree good country bar with live band at tux!

Carole Ann Liscombe An old style GENERAL STORE.... for people without transportation so they can buy hinges, paint brushes, a hammer, screwdrivers sand paper, potting soil, pots, etc,?

Noah Guerra Mexican food please

STARBUCKS! How does Orillia not have a Starbucks!?

Kevin J Hickey Because we don't need overpriced trendy coffee shop that will go out of business when the winter rolls around and the tourists leave

Angelica Lazary I'm certain we have enough locals to keep it going

Nicole Goodman Kevin J Hickey when target was open, the Starbucks always had a line. And the mariposa coffee bar is always a long wait. Starbucks will fair just fine.

Grant William Have that band on stage play more!!

Cliff Murphy high end strip club.. rite by brewery bay.. a dress code in affect.. a lot of casino gamblers would go.. but this old Fuddy duddy council won't go for that

Becky Lynn Smith I've said for years we need a really good, classy strip club

Cliff Murphy another thing a small satellite police office. .

Walter Earl Lefebvre How about another venue like the " Pav " !! That was a great place . And with the university and community college students , the place would be hopping !!

Lisa Clayton An old fashioned Candy store that's cheap

Heather Jean Myles-Thompson A place for the over 30 crowd.

Robin Pentland Cliff Murphy, you obviously don't care much for Orillia, Brewery Bay, spelling or grammar.

It's odd that you don't care for this city since you've stated that the city is "geared to seniors." You used the term "fuddy duddy" earlier which leads me to believe you may be one of the seniors you were talking about.

Have you considered maybe relocating? Barrie has several "high end strip clubs."

This survey is a great avenue for you to have your say; Your poorly written, attention seeking and not close to funny comments are not. Grow up.

Jenna McIsaac What about the mall Orillia?? WHAT ABOUT THE MALL

Page 157 of 328 Jasmine Leonard A hundred mile market would be incredible! Or a shop dedicated to affordable, odd home decor pieces would keep me coming around. (strange bedroom headboards, claw foot bathtubs, antique mirrors, etc.) may be too close of an idea to the antique shops but you know what I mean...

Banks Furniture You can find a lot of that at Banks Furniture Jasmine. New items arrive weekly and you can see what came in new on our website or our FB page which is updated all the time! Over 2,000 sq ft. of showroom and now an added art gallery, The Vault, with traditional and whimsical art by local artists, right in the heart of downtown! Low prices and taxes included in the sticker already.

Jasmine Leonard Go figure. I've lived in Orillia for 4 years now and I can't say I've ever wandered into your store. I'll have to check you out!

Carolyn Oldfield I like both your ideas!

Cheryl Griffith- McIntyre I'd like to see less vape lounges/stores, I think a 3rd one is opening on the Main Street!!!!!

Wolf Mariah Carleton There's only 2 vape shops the others are pot shops and tbh I'm excited to see the new one open

Jennifer Seamont Martini bar

Jim Edwards Orillia needs it's own micro brewery or brew pub.

Jason Da Silva I 100% agree with you! I was thinking this the other day when I was visiting my old hometown, they had a microbrewery and it was great! I imagined that one would do well in orillia, especially downtown area.

Kim Beer Agree!

Kris Taylor Stojic Downtown Orillia needs a market that is open all day, every day like the market in Ottawa or downtown London ON.

Miriam Goldberger I love how Hamilton has combined its library and farmer's market with a central mall. And parking is free when you get your ticket stamped in any store or the library. :)

Victoria Davidson THE MALL NEEDS TO BE WORKED ON

Neil Wrigley Authentic Cuban restaurant!

Irene DeFrance Bring the marble slab to Orillia please :)

Tony Bridgens I would like Mississaga St to be made one-way downhill traffic flow, angle parking one side, one very narrow lane therefore slow traffic and pedestrian mix, sidewalk extended three fold and restaurants equipped with toldos on the sidewalk.ideally an u...See More

Darcey P. Mullen I have said this for years, you stole my idea.... Great minds think alike

Ruth Germain We could have two blocks permanently closed to traffic and for pedestrian traffic only. This is very effective for bringing people downtown. It becomes a social hub.

Page 158 of 328 Bev Bebee A fondue restaurant for family's would be great !!!

Nikki D Orillia needs a smoothie place like Euphoria smoothies :)

Amanda K Van Bilsen 'Shine' downtown on Peter street. Awesome smoothies and great food as well.

Shawn Sooley Cheaper Parking, Great Customer Service(no cell phones) and Something that is Open after 7 pm that is not a Bar or Timmies. Like a Café with homemade breads, desserts coffees & maybe liqueurs. Businesses that are Open at all ends of Main Street to keep...See More

Michael Kluth a german kneipe...See Translation

Brian Templeton We need a keg restaurant

Tammy Lebeuf Starbucks and a Jamaican restaurant.....

Teadora Farrell An Authentic Mexican restaurant would be amazing and I also like what Shawn Sooley said about a cafe that is open after 7pm. It would be nice to have a place that is not a Tim Hortons or a bar where people can go to meet with friends or to read a book ...See More

Becky Lynn Smith Don't care what kind of store you put downtown as long as it pays its employees more than minimum wage. Actual residents of Orillia cannot afford to shop in the downtown because they all work for slave wages. Oh and open later than 5pm

Mary Mulvihill-Reed And they also have to pay almost 1 hours wages to park!

Christine Morton We need a seafood restaurant 

Karl Kreutz Green rhino

Sue Russell Walk in Clinic

Donna Durnford I am not sure we need any more restaurants on the main street and there are 2 of them in the downtown core Bounty on Colborne and one just past the Bay on Mississaga, and please no more antiques

Tj Coulson Would love to see a topless strip bar. 

Tj Coulson �

Ashton Coraleigh Lmao

Mike Ward Why not we got a meth clinic down there so i dont see a problem with this lmao

Amanda K Van Bilsen Lululemon

Christine Bestard Proper maternity store with natural products similar to parenting by nature.

Norma Chrobak Iciban sushi !!!!!

Jenna Anne escape room

Steve Yeardsley Keg restaurant

Page 159 of 328 Sharon Ann Atkinson Baker Bring Zellers back with FREE parking!!

Joan Heath Free parking would encourage more shopping.

Erinn Wood Something geared to the youth, and young adults like the cafes in Toronto with board games and pinball or poll tables and a small restaurant menu, and could always double as a bar at night, encore is empty

Barbara Johnston Free parking

Teresa McLaughlin Jones Free parking and maybe have the stores stay open till 9 on a Friday night. Downtown is dead at night because stores close at 5 or 6 every night.

Ashley Scarr-Cooper Stedmans Department Store or a Party store :)

Leanne Davis A board game cafe would be amazing. So would an authentic deli like Caplansky's. A massive coup would be a Big Gay Ice Cream shop....doubt they would open one in Canada though. I'd also like to see a jazz bar that serves great martinis or old-style cocktails for adults who aren't into the raucous bar scene we currently have.

Doug McGarvey More benches and better signage for off street parking. More events at the Opera House, OMAH and the library to make better use of facilities we already have.

Ashton Coraleigh How about all he space in the mall, why is it so empty? You should fill it . A place to buy bras besides walmart or tna would be great

Becky Lynn Smith RioCan gets corporate welfare for all of the empty stores in the Orillia Square. They aren't interested in filling them in the least.

Ashton Coraleigh thanks for the info... Well how about a indoor playground for kids somewhere downtown

Andrew Sparkes Ashton Coraleigh like Torontos Store Front DayCare

Brian Campbell I think a boost to downtown would be 3 sidewalk sales - Andrew to West then West to Peter followed by Peter to Front - make it that all downtown merchants can display and sell at each one

Laurie Burke Old Navy

Davis Djkaos Any store that is currently in the Barrie (Georgian Mall) such as Kernals, Stance, Footlocker, tacobell etc.

Basically people from Orillia travel to Barrie to shop due to lower prices for brand name products, or the products are simply not available in Orillia.

Steve Yeardsley Keg or mandarin on the old goodwill site just in time for new recreation centre

Anne Tassé More vegan/vegetarian options in restaurants please! :-)

Pat Gunson I would think we have enough restaurants.

Page 160 of 328 Anne Tassé Definitely not enough vegan/vegetarian options but yes we have alot of restaurants otherwise!

Hilary D. Slater Art Supplies store, Art Gallery,

Mindy Grainger There are galleries on Peter Street and an art supply store close to West Street

Like · Reply · Message · September 1 at 12:03am

Hilary D. Slater Starbucks

Hilary D. Slater Sushi restaurant

Carolyn Oldfield Check out Wadasi Sushi its good and reasonably priced

Andrew Sparkes There's already at least 2 Sushi places downtown

Wolf Mariah Carleton Koi's is the best place all you can eat for a good price :D

Dianne Hill We need more stores Downtown period

Cecilia Kyle More free parking is frustrating you put money on the meter thinking I will be just enough but is not and a ticket on the car so I do a lot of shopping in Barrie at the malls

Dale Duncan FREE PARKING

Veld Huis Booster Juice ! Or some sort of smoothie place.... !

Rosemarie Edmar A board game café or a chisten book store So we church people who dont drive wont have to find a ride to Barrie

Cory Doucette Tiffin creative centre also carries christian books I believe.

Rosemarie Edmar Oh ok thanks

Carolyn Tice Jugo juice or something similar would be nice.

Carolyn Oldfield Check out Shine juice bar

Leanne Young Overpriced

Jojo Plunkett way overpriced...

Tara Smith An arcade

Karen Brodie Princess Auto!!!

Miriam Goldberger out by new Costco maybe....

Karen Brodie My bro would be in heaven! Drives to Barrie 3 times a month, just for those two.

Tahnya Beersington Schwarma place

Kim Coveos Henshall Lisa Van-Beer you know my idea ;)

Page 161 of 328 Lisa Van-Beer Where exactly? ☺

Lynn Thomson No to the arcade!!!

Lynn Thomson Art studio for beginners!!!

Crystal Cave Free parking, just like Gravenhurst. That parking meter stops people from shopping downtown. Especially if you are not from Orillia. Just saying, in 20 years I wouldn't shop downtown Orillia or downtown bracebridge.

Dale Duncan not just in Gravenhurst ...most waterfront towns in Ontario have some free parking in the main core ..especially in the summer months

Jasmine Leonard More dog friendly businesses :)

Kiki LaRuse Offer free parking - better for business

Carolyn Oldfield Butcher Shop/Seafood Shop

Mike Ward They cant compete with walmart/zhers/chain stores. There used to be a few downtown such as freds, and our familys old shop; green meadow foods. Big chains and high rent killed that buisness

Carolyn Oldfield Mike Ward it's a shame, grocery store meat is terrible. Have you seen the Market Place show on it? Worth a watch! Also can't get dry or aged steaks

Sandra Poll-Brandon Java cup Co or Koffee Korner

Jasmine Leonard Ooh good idea, even Coffee Culture would be awesome!

Wendy Allison Barmes Vegan cuisine!

Downtown Orillia Have you tried Shine Juice Bar & Cafe in Downtown Orillia Orillia? Their menu is 100% vegan and gluten free. It's located at 11 Peter St S.

Wendy Allison Barmes thank you!

Melissa Montgomery Some sort of wifi café lounge... I know we have Mariposa and the library, but it is almost impossible to get a seat in either of those sometimes.

Lynn Ormiston I totally agree  too

Lynn Ormiston We need more wifi places in town for sure

Leanne Young Starbucks

Laura Lynn Poole I would love big lots to come back, great store

Sandi Blacoe A pub..butcher shop..

Jim Oneill Make it a destination point for restaurants. Barrie's downtown has about 8 restaurants now with sidewalk patios.

Cliff Murphy that ain't going to happen.. not with this council

Page 162 of 328 Kernels popcorn

David James King Soft ice cream shop !!! Needed badly 7053307317 Dave

David James King With chocolate soft icecream

Andrew Caspersen Put in a family fun eatery like Chuck E Cheese. And free parking.

Mary Woodman Wow how about having the stores open Friday nite and Sunday too!

Carrie Hill Kujan There is soft ice cream across from giant tiger.

Penny Kerr A place to buy sheets and towels other than "Liquidation Nation"

Rory Ford This goes to show that: a) people do not know what is already in this city, and b) Orillia has some of the worst tastes in the world. A chuck-e-cheese!?! Yes! That'll make Orillia seem so much more friendly. Robots. That sing. Wow.

Angelica Lazary I thought the same thing (about people not knowing what is already downtown).

Melissa Montgomery Also those who are suggesting big box stores... ya some popular stores would be nice but the buildings downtown aren't ginormous

Angelica Lazary We need classy, charming shops downtown (like Gravenhurst, Bracebridge, Collingwood). Stop allowing low end, pot/bong/vape/dollar store/junk stores to open. We actually need stores that DRAW people downtown.

Rob Brabant Very well said .

Melissa Montgomery I agree, everything downtown is either really junky, or super expensive/geared to such a niche group. There needs to be places that people want to keep coming back to, not just check it out one time just to look and carry on.

Bekkah Alkema A kids clothing store. Not nearly enough selection in Orillia, would love a store that brings in unique and different quality items rather that cheaply made box store items. Or even a used one that does well like once upon a child.

Dave Nickerson if you drive, there is no need to shop downtown . too expensive and no free parking , make the journey to the pit of Orillia not worth going. So suggesting any new project for downtown is not worth any future company's time. the new Costo area will soon enough bankrupt the downtown core even more.

Ilona Janes-Guerra An Italian bakery and hot table

Pamela Anne AvōcoBar definitely needs to come to Orillia, as well as Pump'd Supplements & Smoothies

Mike Lavender Avoco for sure!! We need more fresh options!

Gayle Sawchuck-Guymer How about Muskoka Bear Wear Store

Ed Richter Possibly have Mississauga become a pedestrian mall on Sat. And Sun. During the summer to encourage more entertainment.

Page 163 of 328 Alyssa Lockhart Kids clothing, plus sizes and menswear. Some sort of grocery store, somewhere to buy gifts....with reasonable prices! More kid focused stores.

Lynn Ormiston Ya I totally agree  we definitely need Big Lots back or Byway that store was awesome

Chantelle Coles Local artists and craft vendors with a flea market type of deal. Orillia show cases a lot of Art, but what about the other local artisans that aren't just painters and sculptors but for more for handcrafted gifts and baked goods, like an etsy type store if you will. Even if it is just as big as Mariposa or even the Antique shop.

Jaime-Lea Tice LA SENZA or somewhere to purchase bras and underwear other then walmart .

Mindy Grainger There was one in the mall. I can't remember if it is still there or not

Tay Gammon Its gone

Stacey Martin Wiseman TNT moved out of downtown

Jolene Janes Sutton Victoria's Secret

Amanda Varcoe Lol ice cream/frozen yogurt place

Lisa Adams Mexican Restaurant. A real one.

Andrew Sparkes Orillia City TV with a booth like Toronto has

Andrew Sparkes A 3D Printing shop

Nancy Norris Ough a kids zone mini golf movies..trampoline.. a fun place for kids

Ojan Borot How about just some free parking, all the time. More people would come to the stores that are already there if parking was free. If downtown was busy with shoppers, more stores would be interested in moving there. In the meantime, I'll keep shopping where parking is affordable.

Maxine Wood Somewhere inviting and safe for coffee and/or dessert after dinner

Kara Marie Some nice classy clothing store that is cheap for everyone to shop n get nice clothes so that people that don't have much money like most can get nice things too :)

Kara Marie I agree even a cheap safe place for kids to play .....minus the trampoline.. That is one of the most dangerous kids toy out there!

Tammy McKendry David's Tea

Karen McPhee A specialty cheese and deli shop

Amy Hartwell Italian bakery/deli/lunch counter ... Like the 'Italian Bakery' in Barrie - amazing place !!

Pat Ouimette A place that helps you print off you phone.

Pat Ouimette A place that does 3d portrait statue of yourself or loved one.

Page 164 of 328 Gail Novokowsky-With M&M they would do a much better business !

Mathew Lagendyk John 3:16“For God so loved the world,that he gave his only Son, that whoever believes in him should not perish but have eternal life.17For God did not send his Son into the world to condemn the world, but in order that the world might be saved through him.18Whoever believes in him is not condemned, but whoever does not believe is condemned already, because he has not believed in the name of the only Son of God.19And this is the judgment: the light has come into the world, and people loved the darkness rather than the light because their works were evil.20For everyone who does wicked things hates the light and does not come to the light, lest his works should be exposed.21But whoever does what is true comes to the light, so that it may be clearly seen that his works have been carried out in God.”

Nancy Norris Ough what does this have to do with the question wow

Patricia Owttrim Yes, I agree! OH, WOW,

Mathew Lagendyk Everything

Christine Bestard Please sell crazy in your own circle Mathew Lagendyk.

Mathew Lagendyk Just sharing reality Christine

Mathew Lagendyk https://youtu.be/xOJeseNJneg

Is There an Objective…

Is There an Objective Moral Law? Objective vs Relative Morality. Frank Turek explores… youtube.com

Melissa Marie Art store where Local artist can sell their pieces. Not a gallery but an art shop :)

Olivia Neal Come check us out, I own Harold + Ferne: The Local Goods Co. and we do exactly that! All of the items in the shop are made by local artists + artisans! Located down the alleyway behind Tre Sorelle :)

Page 165 of 328 Melissa Marie I did not know What's the address??

Heather Wood Sears, Toys'r' us, mastermind

Kim Green A place for people to sell crafts that they have made

Tyler Knight Harold + Ferne: The Local Goods Co. We already have one!

Kim Green Tyler Knight I've never heard of this place, where is it located

Cindy Boal Free parking so we can shop in the stores.

Guy Aubin A tattoo parlour and a dollar store

Vanessa Willow Affordable clothing for infants..children ..teens....had one there previously but closed down.

Ryan Pearson A place to get a burger and get out within 10 minutes.

Theresa Shular a butcher

Jenny Horan Victoria secret, aritiza, holister, american eagle, forever 21, h&m...

Patricia Owttrim An affordable homemade while you wait cream cheese and begal and health juice shop like they have in Toronto, the only thing I miss about Toronto!

Mary Pierce I would like to have. A Laura petite and. Regular store they carry such a nice line of women's clothes

Carole Ann Liscombe I Googled Orillia ON. today and was guided to (GO TO) Rama, to the casino. (GO TO ) Mara Provincial Park... ~~and (GO TO) Mt. St. Louis.... So Orillia can guide you to OTHER PLACES to have fun..SO.....Why not have a FAMILY billiards and arcade/ game room? A place where families with kids can buy treats that are good for them, and also participate in some family games Sounds good to me and I don't even like kids.

Greg Oliver MAYBE GO TO COUCHICHING PARK , no money involved, just good healthy family fun !

Carole Ann Liscombe Greg Oliver, YES!!! Just anything but "Welcome to Orillia now, go to Rama. !! Does no one see the idiocy in this being on our Orillia Internet page? When Googling Orillia, I would assume people are looking for things to do IN ORILLIA... not directions on how to get out.

Rob Gallagher Deli.

Marv Platten I miss the deli that was on Mississauga.

Scott Weiler A food market that sells local farm produce and meats

Sheila Beausoleil Irwin I'd like to see a Danier Leather Store

Angela Dawn-Marie Calas Danier leather has gone bankrupt and is closing or has closed all of its Canadian stores.

Page 166 of 328 Debbie LaBrash Barkey There are so many things Orillia's downtown needs, for starters have stores open past 5 pm, free parking, decent stores that everyone can afford( not dollars stores) stores that young families ca afford to shop in such asH&M, children's clothing stores etc Orillia wants the community to shop here then start making Orillia a shopping destination like Barrie.

Patti MacDonald-Ivey Get out of the 70's and 80's , get rid of parking fee's ,shoppers will come , if you don't,sit on your hands and watch Costco and others eat your lunch ,Steve

Richard Fallows Yes I have to agree with everyone parking is very main issue even those that come down and park and pay for it forget how long they been and still end up with a ticket it's just wrong wrong wrong and I've watched those metre maids like vultures they are they love their job I don't know what kind of human beings they are but they love giving tickets

Kristen Laurel Lush Cosmetics, a butcher, and a microbrewery.

Sandra Best I love Orillia's downtown but it could use a chain clothing store for the teens/20- somethings. Also, free parking is a big one!

Melanie St Germaine Picard's Peanuts

Jessica Kristie Aubut Boathouse or stitches! Miss them!

Sarah McCron-Major AvōcoBar needed downtown 

Wendy Carter I try to shop downtown Orillia whenever I can but I got a $15 parking ticket last Monday. Lindsay has free parking . Orillia stop penalizing people for using your downtown!

Kris Knapp Children's. Stores, card/ gift stores, veggie, produce shop

Cody Pittman A good hockey store or video game store

Lance Troian Start with free parking. That's all you need to do. The key word "FREE" will bring customers and that will attract the the interested stores franchise and independent to take any interest in our downtown. Also remove any restrictions on store front sig...See More

Brolin Devine Taco Bell

Megan Adams New service....free parking before anything new comes...

Lindsay Anne Frozen yogurt place. Yummmm

Trevor Waites You are trying to attract people to downtown and giving them tickets? High property taxes! I moved to Barrie! Good luck Orillia! There is a lot of unrealized potential there.

Lorraine Bingham We need a department store downtown. I have sent visitors to the hospital to Wallmart for nightgowns etc for family because there was nothing available downtown at a reasonable prices. Free parking would also be an asset

Steve Yeardsley Curry house

Teddy White Old navy

Page 167 of 328 Susan B. Arruda Taylor Free parking! Coffee/ tea shops. Have you been to Collingwood, Gravenhurst or Bracebridge? A place to sit and chat for the before or after shopping.

Yeny Lucero De la Noche wuaooo

Rick Milligan Red lobster.anything but Tim Hortons.

Maria Blauner A youth center in the northward for ages13to18 Play trading card games team sports group projects for grades 9to12 for kids to aquire volenteer hours towards graduation...See More

Kristi Rae Board game Cafe!

Joy Leslie A store that carries a variety of clothes for children ....not a boutique....we used to have Zellers and Woolworths right downtown.....we need some "bread and butter" type store where all families can shop...

Wayne Oliver No frills.

Becky Lynn Smith That will never happen

Carole Ann Liscombe FREE PARKING, MORE PLACES TO SIT!!!

Mike Harvey The downtown core is inviting to all. Any free parking will be inherently abused by people who don't care if they park all day, even if they are not shopping. Employees would use up the parking spaces if they were free, leaving no room for customers. S...See More

Becky Lynn Smith I'm willing to bet that all of the minimum wage employees of the downtown would beg to differ on the need for free parking

Mike Harvey Not saying that. There should be employee parking permits issued for people working downtown at a reduced rate or free, but that then takes up all the parking for the customers who will visit the stores and keep those same employees employed. Where does the line stop? Who is more important? the Customer or the Employee? The same question as what came first. The chicken or the Egg?

Page 168 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix E – Public Workshop Results

Page 169 of 328 Page 170 of 328

Community Workshop September 20th, 2016 AGENDA 1• Introduction & Background

• Overview & Discussion of 2 Findings • Overview of Online Survey • Live-Audience Polling & Page 171 of 328 Discussion

3• Next Steps

Orillia Downtown Retail Mix - September 2016 2 WHY ARE WE DOING THIS?

1• …to better understand the existing composition of the downtown area 2• …to identify existing gaps and opportunities for business attraction 3• …to improve the retail mix (i.e. diversity of store types) in

Page 172 of 328 Downtown Orillia

= BETTER DOWNTOWN SHOPPING EXPERIENCE!

Orillia Downtown Retail Mix - September 2016 3 PROJECT OVERVIEW • Input from local residents, business owners and City staff has been central to the Downtown Orillia Retail Mix Analysis • Downtown Orillia Retail Mix Analysis has involved the following key components: • Stakeholder Interviews • Downtown Commercial Inventory Page 173 of 328 • Public Survey (Aug. 8, 2016 – Sept. 2, 2016) • Business Survey (Aug. 8, 2016 – Sept. 9, 2016) • Community Workshop (tonight’s meeting)

Orillia Downtown Retail Mix - September 2016 4 THE STUDY AREA

The Study Area is comprised of: Page 174 of 328 • Business Improvement Area (BIA) • Primary Focus Area • Project Area

Google

Orillia Downtown Retail Mix - September 2016 5 COMMERCIAL SPACE DISTRIBUTION

Zone Commercial Distribution of Space* Commercial (square feet) Space Downtown 617,000 sf 49.4% Business Improvement Area Downtown 219,000 sf 17.7% Primary Focus Area Downtown 413,000 sf 33.1% Page 175 of 328 Project Area

Downtown 1,249,000 sf 100% Study Area Total *included all market-based occupied and vacant space

Orillia Downtown Retail Mix - September 2016 6 HOW BIG IS THE PROJECT STUDY AREA? • More Businesses • More Space

VS.

Page 176 of 328 Orillia Square + RioCan West Ridge + SmartCentre Orillia • TOTAL STUDY AREA GFA– • COMBINED AREA GLA – 1,250,000 ft2 935,000 ft2 • No. of Establishments - 475+ • No. of Establishments - 83

Orillia Downtown Retail Mix - September 2016 7 ORILLIA PROJECT AREA INVENTORY • The Orillia Project Area has been compared to several other popular waterfront oriented downtown areas, including:

TOTAL ORILLIA PROJECT AREA 1.25 Million Square Feet Page 177 of 328

1.49 Million 1.48 Million 0.95 Million 0.57 Million 0.20 Million Square Feet Square Feet Square Feet Square Feet Square Feet

Orillia Downtown Retail Mix - September 2016 8 ORILLIA PROJECT AREA INVENTORY • Categories where Orillia Project Area is appropriately served in terms of its retail mix (share of total space).

TARGET PROJECT AREA COMMERCIAL CATEGORY SHARE ACTUAL Supermarket & Grocery 3 to 5% 3.7% Pharmacy & Personal Care Stores 3 to 5% 3.1%

Page 178 of 328 Building & Outdoor Supply Stores 1 to 5% 2.7% Finance, Insurance, Real Estate Services 5 to 15% 7.5% Health Care & Social Services 5 to 20% 10.5% On/Above Target On/Above Repair & Maintenance Services 0 to 2% 1.2%

Orillia Downtown Retail Mix - September 2016 9 ORILLIA PROJECT AREA INVENTORY • Categories where the Orillia Project Area is not served in terms of its retail mix (share of total space). TARGET PROJECT AREA COMMERCIAL CATEGORY SHARE ACTUAL Food & Beverage (Rest.) 10 to 15% 5.5% Personal Care Services 5 to 10% 2.9% Specialty Food & Convenience 3 to 8% 1.6%

Page 179 of 328 Apparel & Accessories 5 to 7% 3.4% Furniture & Home Electronics 4 to 9% 0.8% Off Target Off Sporting Goods, Hobbies, Books & Music 4 to 6% 2.0% Culture, Entertainment, Recreation 5 to 8% 3.2%

Orillia Downtown Retail Mix - September 2016 10 VACANT COMMERCIAL SPACE

• Commercial vacancy is a common baseline indicator for measuring local economic health. • Managing (or at least monitoring) vacancy is a common practice for most downtown merchant organizations. • In Ontario, most municipalities maintain commercial planning policies designed to protect and preserve the integrity of established commercial nodes. • These policies seek to ensure that residents are well- Page 180 of 328 served by a range of conveniently located shops and services.

Orillia Downtown Retail Mix - September 2016 11 Balancing Vacancy Managing commercial vacancy is a careful balancing act

TOO LITTLE (<4%) TOO MUCH (>9%) • Lower business to • Poor Image attraction 5% 8% • Lower Business • Stagnation attraction • Inability to find “the • Weakened

Page 181 of 328 right type” of space business and • Higher rent consumer Flight to other confidence locations Flight to other locations

Orillia Downtown Retail Mix - September 2016 12 TOTAL PROJECT AREA VACANCY RATE: 18.4%

TOTAL ORILLIA PROJECT AREA 18.4% 17.2% 11.2% 9.1% 8.2% 7.5%

20% 0%

Page 182 of 328 Healthy Commercial Zone Vacancy* Vacancy (5 - 8 %) Downtown Orillia Business Improvement Area 12.9% Primary Focus Area 11.2% Project Area 30.3% TOTAL DOWNTOWN PROJECT AREA VACANCY 18.4%

*includes all leasable at, above and below ground space.

Orillia Downtown Retail Mix - September 2016 13 LISTENING TO WHAT ORILLIA RESIDENTS HAVE TO SAY ABOUT THEIR Page 183 of 328 DOWNTOWN

Orillia Downtown Retail Mix - September 2016 14 LISTENING TO ORILLIA RESIDENTS

COMPLETED SURVEY TELL US WHAT RESPONSES YOU THINK… facebook COMMENTS Page 184 of 328

Orillia Downtown Retail Mix - September 2016 15 LISTENING TO ORILLIA BUSINESSES

TELL US WHAT SURVEY YOU THINK… RESPONSES Page 185 of 328

Orillia Downtown Retail Mix - September 2016 16 QUANTIFIED ENGAGEMENT: Live Audience Polling No elephants in the room. 1.1 INTERACTIVE (e.g. participation from everyone) 2.2 TRANSPARENT (e.g. result are openly shared)

Page 186 of 328 3.3 INSTANTANEOUS (e.g. real time results )

4.4 EMPOWERING Community Workshop with Live Audience Polling Orillia Public Library (e.g. no voice left behind) September 20, 2016 (6:30 PM) – 45 Attendees

Orillia Downtown Retail Mix - September 2016 17 QUANTIFIED ENGAGEMENT: Audience Instructions

 When you see this: you will be asked to vote  To answer, press the corresponding button Do you think … ? : to vote “Yes”, press “1” on the clicker A.1. YesYes B.2. NoNo  For questions that require multiple responses (i.e. Page 187 of 328 rank top 3) enter in order of preference  The system only records your last entries  If a mistake is made, simply re-enter you answer(s) again Orillia Downtown Retail Mix - September 2016 18 Did you complete the online survey?

1. Yes

Page 188 of 328 2. No 6

n=45

1. 2.

Orillia Downtown Retail Mix - September 2016 19 HOW RESIDENTS CONNECTED

Social Media 69% Email communication 10% Other 7% • 69% learned Newspaper advertisement 4% about Public Word-of-mouth 3% Survey through City of Orillia website 3% Social Media Promotional pamphlet 2% In-store advertisement 1% Page 189 of 328 • Strong DMB 1% response from CDC 1% all age groups Chamber of Commerce 0% • Other examples: radio 0% 10% 20% 30% 40% 50% 60% 70% 80%

n=770 Orillia Downtown Retail Mix - September 2016 20 CONNECTION TO ORILLIA

Permanent resident of Orillia 73% • 23% are residents Permanent resident of the 24% surrounding area of Downtown Orillia Seasonal resident of Orillia or the 2% surrounding area • 17% either work, Page 190 of 328 or own a business in Downtown Visitor to Orillia 1% Orillia

n=770 0% 10% 20% 30% 40% 50% 60% 70% 80% Orillia Downtown Retail Mix - September 2016 21 What is your primary connection to Downtown Orillia? 1. Resident 36% 2. Employee 3. Business owner 22% 4. Shop/Dine 16% Page 191 of 328

5. Own Property 11% 9% 6. Seasonal Resident in Area 7%

0% 7. Other n=45 1. 2. 3. 4. 5. 6. 7. Orillia Downtown Retail Mix - September 2016 22 RESIDENTS DESCRIBE DOWNTOWN ORILLIA AS… Page 192 of 328

n=770

Orillia Downtown Retail Mix - September 2016 23 FAVOURITE ASPECTS OF DOWNTOWN

Special events and festivals 47%

Restaurants 44%

Authenticity 34%

History, charm, architecture and aesthetics 34%

Public art 32%

Lakefront location 28%

Lively, vibrant atmosphere 20% Page 193 of 328 Customer service 20% Diversity/variety of store types 18% • Other examples: Other 7% convenient location n=770 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Orillia Downtown Retail Mix - September 2016 24 What is your favourite aspect of the shopping experience in Downtown Orillia? 1. History, charm, architecture and aesthetics 22% 2. Diversity/variety of store types 18% 3. Authenticity/Supporting ‘Local’

4. Customer service 13% 5. Lakefront location 11% 11% 11%

Page 194 of 328 6. Special events and festivals 7% 7% 7. Public art 8. Restaurants 9. Lively, vibrant atmosphere n=45 0%

1. 2. 3. 4. 5. 6. 7. 8. 9.

Orillia Downtown Retail Mix - September 2016 25 ECONOMIC CHANGE DURING PAST 5 YEARS

STAYED THE SAME compared to the 45% rest of the City

IMPROVED compared to the rest of • No consensus about 27% the City economic progress downtown during BECOME WORSE compared to the 22% rest of the City the past 5 years • Stagnant – most Page 195 of 328 BECOME MUCH WORSE compared 3% to the rest of the City indicated that the downtown has IMPROVED SIGNIFICANTLY 3% compared to the rest of the City stayed the same

n=770 0% 20% 40% 60% Orillia Downtown Retail Mix - September 2016 26 In your opinion, how has the overall visitor experience in Downtown Orillia changed over the past 5 years? 33% 31% 1. Declined Significantly 27% 2. Declined 3. No Major Change 4. Improved Page 196 of 328 5. Improved Significantly 7% 2% n=45

1. 2. 3. 4. 5. Orillia Downtown Retail Mix - September 2016 27 REASONS FOR VISITING DOWNTOWN

Shopping 75% • Shopping is the #1

Dining & Drinks 70% reason why people are drawn to the downtown Just browsing 41% Getting from A to B 33% • However, 63% indicated Personal Appointment 25% that <20% of their household expenditures Other 19% are currently made in Page 197 of 328 Work 18% Downtown Orillia Live downtown 8% • Other examples: festivals • Visitation impacted by Business Meeting 7% and events; banks; library seasonality n=770 0% 20% 40% 60% 80%

Orillia Downtown Retail Mix - September 2016 • Summer (peak)28 What is the likelihood that you would spend more in Downtown Orillia if the downtown shopping experience was enhanced? 43% 39% 1. Extremely Unlikely 2. Unlikely 3. Neutral/Don’t Know Page 198 of 328 9% 4. Likely 7% 5. Extremely Likely 2% n=45

1. 2. 3. 4. 5.

Orillia Downtown Retail Mix - September 2016 29 How would you rate Downtown Orillia as a shopping destination? 67%

1. Excellent 2. Good 27%

Page 199 of 328 3. Satisfactory 4. Needs Improvement 2% 4% n=45

1. 2. 3. 4.

Orillia Downtown Retail Mix - September 2016 30 How would you rate Downtown Orillia as a dining destination? 34%

28% 26%

1. Excellent 2. Good 13%

Page 200 of 328 3. Satisfactory 4. Needs Improvement

n=45 1. 2. 3. 4.

Orillia Downtown Retail Mix - September 2016 31 How would you rate Downtown Orillia as a destination to relax and connect with friends, family, community?

1. Excellent 2. Good 3. Satisfactory Page 201 of 328 4. Needs Improvement

n=45

Orillia Downtown Retail Mix - September 2016 32 KEY AREAS FOR IMPROVEMENT • 47% indicated that the selection of goods and services needs improvement • 39% indicated that the quality of entertainment facilities needs improvement • More things for children/youth/families

Page 202 of 328 • Other aspects of the downtown that are in need of improvement include: • Sales and promotions • Appeal as a place to explore

• Safety and security Orillia Downtown Retail Mix - September 2016 33 What type of stores and services would you like to see introduced into Downtown Orillia?

(SELECT TOP 2) 29% 27% Downtown Orillia needs more… 1. Independent Retailers 2. Chain Retailers 3. Full-Service Restaurants

4. Limited-Service Restaurants (e.g. fast food) 11% 11% Page 203 of 328 9% 9% 5. Entertainment Venues (e.g. bars, clubs, galleries) 6. Other Commercial Services 4% 7. Other n=45 1. 2. 3. 4. 5. 6. 7.

Orillia Downtown Retail Mix - September 2016 34 In your opinion, what improvements would you like to see related to store hours in Downtown Orillia?

37% 1. Promoting consistent store hours throughout the downtown area

2. Extending store hours on weekdays 23% 3. Extending store hours on 21% weekends/holidays Page 204 of 328 4. Maintaining consistent hours with shopping malls and big box centres 9% 5% 5% 5. Maintain status quo

6. Other n=45 1. 2. 3. 4. 5. 6. Orillia Downtown Retail Mix - September 2016 35 CURRENT MAJOR DRAWBACKS OF DOWNTOWN Selection of retailers 39% Parking 39% Inconsistent/inconvenient store hours 38% Absentee landlords/poor building quality 26% Resistance to change/negativity 22% Lack of destination retail stores 21% Lack of long-term cohesive vision 14% Safety and security concerns 13% Seasonality 13% Public and civic Spaces 13% Coordination between City and downtown businesses 10% • Parking: top concern was price Page 205 of 328 Small downtown population base 10% Quality of retailers 10% • Other examples: vacant Cleanliness and maintenance of street and sidewalks 9% buildings; maintenance; usage Other 6% of waterfront Customer service 3% n=770 0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Orillia Downtown Retail Mix - September 2016 36 Looking ahead 5 years from now, what are the top 2 threats to Downtown Orillia’s stability?

Downtown Orillia merchants should try to address… 30% 1. Competition from malls and big box stores 2. Co-ordination of business hours 3. Seasonality 15% 15% 4. High business turnover 12% 11% 5.Page 206 of 328 Safety and security concerns 10%

6. Lack of an anchor or flagship draw 6% 7. Competition from other downtowns (e.g. Barrie, Collingwood) 1%

8. Other n=45 1. 2. 3. 4. 5. 6. 7. 8.

Orillia Downtown Retail Mix - September 2016 37 EXISTING GAPS • Over 70% of survey respondents indicated that there are existing “service gaps” in the following business categories within Downtown Orillia:

• Convenience & Specialty Food Stores (e.g. butcher/deli, fresh fruits and vegetables market)

Page 207 of 328 • Furniture, Home Furnishing and Electronics Stores (e.g. home furnishings store; cellular phone store)

• General Merchandise Stores (e.g. General Store, small department store) Orillia Downtown Retail Mix - September 2016 38 EXISTING GAPS • Other types of retail stores and services that residents would support downtown include:

• Restaurants (e.g. waterfront, coffee, ethnic/cultural)

• Clothing Stores

Page 208 of 328 (e.g. more “affordable” clothing choices for men, women, youth)

• Observation: There was a general lack of awareness/confusion about what is already available downtown.

Orillia Downtown Retail Mix - September 2016 39 TOP SUGGESTED IMPROVEMENTS

Reducing the number of vacant storefronts 54% Adding new retail stores 44% Improving store hours 40% Increasing entertainment venues and evening activities 31% Adding new restaurants 24% Offering more to appeal to younger generations 22% Creating a pedestrian-friendly environment and… 19% Adding a new downtown anchor 15%

Page 209 of 328 Establishing a more focused shopping destination/niche 12% Adding a new public gathering space 10% Other 10% Increasing the downtown population base 10% • Other examples: parking Improving building maintenance 9% n=770 0% 10% 20% 30% 40% 50% 60% Orillia Downtown Retail Mix - September 2016 40 In your opinion, what are the TOP 2 improvements Downtown Orillia could make? 20% Downtown Orillia would be improved by … 18% 1. Adding a new downtown anchor 15% 13% 2. Enhancing pedestrian access 12% 3. Offering more things geared to youth 4. Adding new restaurants 7% 5. Increasing the range of evening activities 6% 6% Page 210 of 328 6. Improving store hours 7. Adding more retail stores 2% 8. Reducing the number of vacant storefronts 9. Other 1. 2. 3. 4. 5. 6. 7. 8. 9. n=45 Orillia Downtown Retail Mix - September 2016 41 In your opinion, what is biggest challenge when it comes to vacant storefronts in Downtown Orillia?

Store vacancy is largely attributed to … 27% 25% 1. Building conditions (cost of repair) 2. Absent Landlords (indifference) 3. Size of Commercial Units (leasing) 4. Market (retail dominated by chains) 11% 9% 9% 9%

Page 211 of 328 5. Choice (people would rather go to mall) 7% 6. Entrepreneurship (no risk-takers) 2% 7. Seasonality (difficult to pay rent)

8. Other n=45 1. 2. 3. 4. 5. 6. 7. 8.

Orillia Downtown Retail Mix - September 2016 42 In your opinion, what is the greatest challenge to attract new retail stores and services to choose a location in Downtown Orillia? 31% More business would come if we focused on… 1. Parking 2. Safety and security 22% 3. Size of customer base 4. Seasonality 14%

Page 212 of 328 5. Cleanliness of street/sidewalks 10% 8% 6. Quality stores/merchandise 6% 4% 4% 7. Price good/services 2% 8. A new anchor store 9. Other n=45 1. 2. 3. 4. 5. 6. 7. 8. 9.

Orillia Downtown Retail Mix - September 2016 43 OTHER SUGGESTED IMPROVEMENTS • Examples of other suggested improvements that would enhance Downtown Orillia as a vibrant destination include: • “More promotions and incentives for shopping downtown” • “New public spaces” • “Direct access to waterfront” • “Free parking” Page 213 of 328 • “Make things affordable!!!” • “Eliminate traffic on Mississaga”

Orillia Downtown Retail Mix - September 2016 44 NEXT STEPS… Building in the findings and key themes from the surveys and community workshops – the next steps include 1• Creation of draft version the Downtown Orillia Retail Mix Strategy • Refinements to draft report based on feedback from the City of Orillia 2 Economic Development department and the Downtown Management Board • Final Downtown Orillia Retail Mix Strategy report and presentation to Page 214 of 328 3 Council – October 24th, 2016 • DTMB/Orillia EDO will begin work on a co-ordinated business attraction 4 campaign – Winter 2016/17

Orillia Downtown Retail Mix - September 2016 45 Page 215 of 328

Orillia Downtown Retail Mix - September 2016 46 Contact Information

Laura Thompson Ec.D., CEcD Manager of Real Estate and Lisa Thomson-Roop Peter Thoma MCIP, RPP, PLE Commercial Development Downtown Orillia Management Board Lead Consultant 705-325-4900 705-325-3261 416-351-8585 [email protected] [email protected] [email protected] Page 216 of 328 www.Orillia.ca/retailstudy

If you require a copy of this document in an accessible format, please contact: Mike Johnson urbanMetrics inc. 67 Yonge Street, Suite 804 Toronto, Ontario, M5E 1J8 p: 416.351.8585 (x221) [email protected] Orillia Downtown Retail Mix - September 2016 47 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix F – Definitions & NAICS Codes

Page 217 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Gross Leasable Area (GLA) Gross leasable area (GLA) is the total retail floor area designed for tenant occupancy and exclusive use, including basements, upper floors and mezzanines. It is expressed in square feet and measured from the centre line of joint partitions and from outside wall faces. GLA is the area on which tenants pay rent and which produces income for a tenant. Since it lends itself readily to measurement and comparison, GLA has been adopted by the shopping centre industry as its standard for statistical comparison.

Per Capita Income Per capita income represents average total personal income before tax, as defined by Statistics Canada. The Trade Area income indices to the Province are based on the results of the 2006 Census of Canada, the most recent year for which this type of Census information is available.

Per Capita Retail Expenditures Figure D-1 details our calculations of per capita retail expenditures in the Province of Ontario for 2012, including the NFSR and FSR categories. These calculations are based on Statistics Canada, Retail Trade data, using annualized data for January to September 2012.

Trade Area Per Capita Retail Expenditures Per Capita retail expenditures for Trade Area residents have been calculated in this report based on regression equations utilizing Statistics Canada, Survey of Household Spending data. Figure D-2 presents the calculations of various regression equations, including for FSR and NFSR expenditures, based on data for Ontario from 2010.

Expenditure Potential Expenditure potential is the total annual expenditures made by Trade Area residents. This includes purchases made both inside and outside the Trade Area. It is calculated by multiplying the average per capita expenditure in each store category by the total population of a defined area.

Real Growth Real growth refers to the amount that sales volumes or expenditures would increase in future years, after discounting for inflation. Therefore, references to the Canadian dollar, dealing with both the present and future period, reflect its 2012 value in this report. Figures D-3 and D-4 examine historic real growth in per capita FSR and NFSR expenditures in Ontario, respectively. For the purposes of this report, a real growth rate of 1.5% per year has been utilized for per capita NFSR expenditures, while a real growth rate of 0.25% per year has been used for per capita FSR expenditures.

Retail / Service Store Classification A detailed listing of the retail and service space categories referred to in this report is included in Figure F-1. This classification scheme is based on Statistics Canada’s North American Industry Classification System (NAICS).

Page 218 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix F-1: North American Industry Classification (‘NAICS’) Codes Trade Group NAICS Description

FOOD 90 Supermarkets 44511 Supermarkets and Other Grocery (except Convenience) Stores 100 Convenience and Specialty Food Stores 44512 Convenience Stores 44521 Meat Markets 44522 Fish and Seafood Markets 44523 Fruit and Vegetable Markets 44529 Other Specialty Food Stores, including Baked Goods Stores, & Confectionary & Nut

BEVERAGE STORES 110 Beer, Wine and Liquor Stores 44531 Beer, Wine and Liquor Stores

NON-FOOD STORE RETAIL (NFSR)

Automotive 20 Used and Recreational Motor Vehicle and Parks Dealers (Tires, Batteries, Automotive Accessories component) 44131 Automotive Parts and Accessories Stores 44132 Tire Dealers

Furniture, Home Furnishings and Electronics Stores 30 Furniture Stores 44211 Furniture Stores 40 Home Furnishings Stores 44221 Floor Covering Stores (excludes retailers or only ceramic or only hardwood flooring which are in Building Supply) 44229 Other Home Furnishings Stores (e.g. window treatments, fireplace/accessories, kitchen and tableware, bedding and linens, brooms and brushes, lamps and shades, and prints and picture frames).

50 Computer and Software Stores 44312 Computer and Software Stores (includes retailing new computers, computer peripherals, pre-packaged software, game software and related products)

60 Home Electronics and Appliance Stores 44311 Appliance, Television and other Electronics Stores 44313 Camera and Photographic Supplies Stores

Building and Outdoor Home Supplies Stores 70 Home Centres and Hardware Stores 44411 Home Centres 44413 Hardware Stores (includes tool stores) 80 Specialized Building Materials and Garden Stores 44412 Paint and Wallpaper Stores 44419 Other Building Material Dealers (excluding manufacturing and construction firms) (includes doors, windows, kitchen cabinets, electrical, glass, plumbing, ceramic floor, roofing materials, fencing) 44421 Outdoor Power Equipment Stores (lawn mowers, tractors, hedge trimmers, snow blowers) 44422 Nursery Stores and Garden Centres

Pharmacies and Personal Care Stores 120 Pharmacies and Personal Care Stores 44611 Pharmacies and Drug Stores 44612 Cosmetics, Beauty Supplies and Perfume Stores 44613 Optical Goods Stores 44619 Other Health and Personal Care Stores (includes stores retailing health and personal care items, such as vitamin supplements, hearing aids, and medical equipment and supplies)

Page 219 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Trade Group NAICS Description

NON-FOOD STORE RETAIL (NFSR) (Continued)

Clothing and Accessories Stores 140 Clothing Stores 44811 Men's Clothing Stores 44812 Women's Clothing Stores 44813 Children's and Infant's Clothing Stores 44814 Family Clothing Stores 44819 Other Clothing Stores 150 Shoe, Clothing Accessories and Jewellery Stores 44815 Clothing Accessories Stores 44821 Shoe Stores (includes athletic shoe retailers) 44831 Jewellery Stores 44832 Luggage and Leather Goods Stores

General Merchandise Stores 170 Department Stores 45211 Department Stores 175 45211 Department Stores with a Large food component (i.e. Walmart Supercentres) 180 Other General Merchandise Stores 45291 Warehouse Clubs and Superstores 45299 All Other General Merchandise Stores: Home & Auto (i.e. Canadian Tire) Other General Merchandise Stores (e.g. general stores, variety stores, "dollar" stores)

Miscellaneous Retailers 160 Sporting Goods, Hobby, Music and Book Stores 45111 Sporting Goods Stores (excludes athletic shoe retailers) 45112 Hobby, Toy and Game Stores (excludes computer games and software) 45113 Sewing, Needlework and Piece Goods Stores 45114 Musical Instrument and Supplies Stores 45121 Book Stores and News Dealers 45122 Pre-Recorded Tape, Compact Disc and Record Stores 190 Miscellaneous Store Retailers 45311 Florists 45321 Office Supplies and Stationery Stores 45322 Gift, Novelty and Souvenir Stores 45331 Used Merchandise Stores 45391 Pet and Pet Supplies Stores 45392 Art Dealers (excludes art galleries) 45399 All Other Miscellaneous Store Retailers (e.g. tobacco supplies, artist supplies, collectors items, beer & wine making, swimming pool/spas/accessories, religious goods and accessories)

Page 220 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Trade Group NAICS Description

SERVICES 200 Consumer Goods Rental 53221 Consumer Electronics and Appliance (Appliance rental and leasing, rental of consumer audio-visual equipment (including rent-to-own), Television rental and leasing, Video recorder and player rental and leasing, Washers and dryers 53222 Formalrental) Wear and Costume Rental 53223 Video Tape and Disc Rental 53229 Other Rental (sporting goods, garden equipment, home health, fitness etc.) 53231 General Rental Centres (including contractors' and builders' tools and equipment, home repair tools, lawn and garden equipment, moving equipment and supplies, and party and banquet equipment and supplies

210 Finance 52211 Banks 52213 Credit Unions 215 52239 Other Financial (including cheque cashing, mortgage brokers, other financial services (e.g. Edward Jones)) 220 Insurance and Real Estate 52421 Insurance Agencies and Brokerages 53121 Offices of Real Estate Agents and Brokers 53132 Office of Real Estate Appraisers 230 Professional, Scientific & Technical Services 54111 Offices of Lawyers 54119 Other Legal Services (e.g.. Paralegal, Title search, immigration consultation, notaries) 54121 Offices of Accountants, Tax Preparation Services, Bookings, Payroll 54131 Architectural Services 54132 Landscape Architecture (includes urban planners, industrial development planning, landscape architects) 54134 Drafting Services 54137 Survey and Mapping Services 54138 Testing Labs (excluding medical, auto, veterinary) 54141 Interior Design Services 54143 Graphic Design Services (includes art studios) 54149 Other Specialized Design Services (e.g. clothing, jewellery, fashion) 54151 Computer Systems Design and Related Services (e.g. computer consulting and programming) 54161 Management Consulting Services 54162 Environmental Consulting Services 54169 Other Scientific and Technical Consulting (e.g. economic, hydrology, safety ) 54171 Research & Development in the Physical, Engineering and Life Sciences (includes medical research labs) 54172 Research & Development in the Social Sciences and Humanities (e.g.. demographic, education, psychology research) 54181 Advertising Agencies 54182 Public Relations Services (e.g. lobbyists, political consultants) 54191 Marketing Research & Public opinion polling 54192 Photographic Services (e.g. passport photography, photo studios portrait photography studies) 54193 Translation and Interpretation Services 54194 Veterinary Services (excludes pet care (81291)) 54199 All Other Professional, Scientific and Technical Services (includes consumer credit counselling)

240 Selected Office Administrative Services 56131 Employment Services (includes placements, executive search, casting agencies etc.) 56141 Document Preparation Services (proofreading, word processing, desktop publishing etc.) 56142 Telephone Call Centres 56143 Business Service Centres (e.g.. printing, copying, mail centres) (excludes commercial printing) 56144 Collection Agencies 56145 Credit Bureaus 241 56151 Travel Agencies 56159 Other Travel Arrangement & Reservation Services (e.g.. ticket sales agency, tourist info, bus ticket offices, etc.) 56162 Security Systems (includes security system sales, installation and monitoring; locksmiths (excluding key duplication - 81149)) 245 Selected Educational Services 61161 Fine Arts Schools (e.g. dance, drama, music, art, handicrafts) 61162 Athletic Instruction (e.g. aerobic dance, gymnastics, judo, karate, martial arts, scuba, swimming) (excludes athletic instruction in sport and recreation facility) 61163 Language Schools 61169 All Other Schools and Instruction (e.g. driving instruction, public speaking, Kumon, Oxford)

Page 221 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Trade Group NAICS Description

SERVICES (Continued) 250 Health Care 63111 Offices of Physicians 62121 Offices of Dentists 62131 Offices of Chiropractors 62132 Offices of Optometrists (excludes eyeglass stores - 44613) 62133 Offices of Mental Health Practitioners (psychologists, psychiatric social workers) 62134 Offices of Physical, Occupational, Speech Therapists and Audiologists 62135 Offices of Other Health Practitioners (e.g.. acupuncturists, dental hygienists, dieticians, naturopath, podiatrists) 62141 Family Planning Centres 62142 Outpatient Mental Health and Substance Abuse Centres 62149 Other Outpatient Care Centres (e.g. public health clinics, hearing testing, dialysis) 62151 Medical and Diagnostic Laboratories (e.g. medical, x-ray, dental lab (excluding making of dentures, ortho appliances, teeth) 255 Social Services 62411 Child and Youth Social Services (e.g. Children's aid, youth centres, adoption) 62149 Other Individual and Family Services (e.g.. AA, marriage counselling, outreach) 62441 Child Day Care 260 Cultural, Entertainment and Recreation 261 71312 Amusement Arcades (e.g. indoor play areas, pinball arcades, video game arcades) 262 71394 Fitness & Recreational Sports Centres (includes athletic clubs, spas (w/o accommodation), aerobic dance centres, health 263 71395 Bowlingclubs) Centres 264 71399 All other Amusement and Recreation Industries (includes billiards parlours) 265 51213 Motion Picture and Video Exhibition (includes cinemas)

270 Food Services and Drinking Places 271 72211 Full-Service Restaurants 272 72221 Limited-Service Eating Places 273 72232 Caterers (includes banquet halls) 274 72241 Drinking Places (Alcoholic Beverages) -( includes night clubs, bars (including those with gaming), pubs, taverns 280 Personal and Household Goods Repair and Maintenance 281 81111 Automotive Mechanical & Electrical Repair & Maintenance (includes engine repair, exhausts, transmission, electrical 281 81112 Automotivesystem repair) Body, Paint, Interior and Glass Repair (includes collision repair, auto upholstery, paint & body shops) 281 81119 Other Automotive Repair & Maintenance (includes auto detail, washing, diagnostic centres, lube, rust proofing, undercoating, emissions testing) 282 81121 Electronic and Precision Equipment Repair and Maintenance (includes ink jet cartridges (cleaning and refilling), TV repair) 81141 Home and Garden Equipment and Appliance Repair & Maintenance (e.g. small engine repair) 81142 Reupholstery and Furniture Repair 81143 Footwear and Leather Goods Repair (e.g. shoe repair) 282 81149 Other Personal and Household Goods Repair and Maintenance (includes key cutting, china firing/decorating, jewellery repair, sharpening of knives, skate sharpening, watch repair etc.)

290 Personal Care Services 81211 Hair care and Esthetic Services (includes barber, beauty, hair salons) 81219 Other Personal Care services (includes day spa, diet centres, hair removal, massage parlours, tanning salons, tattoo parlours, weight reduction centres) 81231 Coin-operated Laundries and dry cleaners (self service) 81232 Dry Cleaning and Laundry services (except coin operated) 81233 Linen and Uniform Supply (includes work clothing supply services - industrial) 81291 Pet Care (except veterinary) 81292 Photofinishing Services 81299 All other Personal Services (e.g. fortune tellers, dating services, psychic services, shoeshine) 295 Civic and Social Organizations 81341 Civic and Social Organizations (includes clubs) 81391 Business Associations (includes board of trade, real estate boards etc.) Transportation 296 49111 Postal Service (post office) 300 VACANT 9999 VACANT RETAIL/SERVICE SPACE

Page 222 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix G – Retail Chains Operating in Canada

Page 223 of 328

CSCA MAJOR RETAIL CHAIN DATABASE LIST OF CHAINS 2016 Q3

CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 283 297 2001 Audio Video 2001 Audio Video 443143 Appliance, television and other electronics stores 144 10156 Abercrombie & Fitch Co. Abercrombie & Fitch 448140 Family clothing stores 144 10251 Abercrombie & Fitch Co. Abercrombie Kids 448140 Family clothing stores 144 10157 Abercrombie & Fitch Co. Hollister 448140 Family clothing stores 210 12109 Adidas AG Adidas Originals 448210 Shoe stores 210 12110 Adidas AG Adidas Outlet 448210 Shoe stores 210 8588 Adidas AG Adidas Sport 448210 Shoe stores Performance Page 224 of 328 210 12219 Adidas AG Reebok FitHub 448140 Family clothing stores 210 9851 Adidas AG Reebok Outlet 448140 Family clothing stores 210 9853 Adidas AG Rockport 448210 Shoe stores 210 12218 Adidas AG Rockport Outlet Stores 448210 Shoe stores 171 10187 Aeropostale, Inc. Aeropostale 448140 Family clothing stores 10 434 Alimentation Couche-Tard Becker Milk 445120 Convenience stores Inc. CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 10 789 Alimentation Couche-Tard Couche-Tard 445120 Convenience stores Inc. 10 2527 Alimentation Couche-Tard Daisy Mart 445120 Convenience stores Inc. 10 1350 Alimentation Couche-Tard Mac's 445120 Convenience stores Inc. 10 2320 Alimentation Couche-Tard Winks 445120 Convenience stores Inc. 131 10153 American Apparel, Inc. American Apparel 448140 Family clothing stores 89 15275 American Eagle Outfitters, AEO Factory Store 448140 Family clothing stores Inc. 89 10162 American Eagle Outfitters, Aerie 448120 Women's clothing stores Inc. 89 8657 American Eagle Outfitters, American Eagle 448140 Family clothing stores Inc. Outfitters 89 9942 American Eagle Outfitters, American Eagle 448140 Family clothing stores Inc. Outfitters Outlet 107 500 Apax Partners LLP Bootlegger 448140 Family clothing stores 107 673 Apax Partners LLP Cleo 448120 Women's clothing stores 107 10241 Apax Partners LLP Revolution by Ricki's 448120 Women's clothing stores

Page 225 of 328 107 1782 Apax Partners LLP Ricki's 448120 Women's clothing stores 152 10171 Apple Inc. Apple Store 443144 Computer and software stores 180 370 Arden Holdings Inc. Ardene 448150 Clothing accessories stores 158 371 Aritzia Aritzia 448120 Women's clothing stores 158 10203 Aritzia TNA 448120 Women's clothing stores 158 10254 Aritzia Wilfred 448120 Women's clothing stores 232 10287 Ascena Retail Group, Inc. Ann Taylor 448120 Women's clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 232 10297 Ascena Retail Group, Inc. Justice 448120 Women's clothing stores 232 10288 Ascena Retail Group, Inc. Loft 448120 Women's clothing stores 232 12274 Ascena Retail Group, Inc. MAURICE'S 448120 Women's clothing stores 170 10099 Ashley Furniture Industries Ashley Furniture 442110 Furniture stores Inc. Homestore 288 6411 Bad Boy Furniture Bad Boy Furniture & 442110 Furniture stores Warehouse Limited Appliances 134 7158 Bain Capital Partners Gymboree 448130 Children's and infants' clothing stores 134 1416 Bain Capital Partners Michaels 451120 Hobby, toy and game stores 192 12100 Bass Pro Inc Bass Pro Shops 451119 All other sporting goods stores 223 9736 BCBG Max Azria Group, Inc. BCBG Max Azria 448120 Women's clothing stores 223 12117 BCBG Max Azria Group, Inc. BCBG Max Azria Factory 448120 Women's clothing stores 160 15273 BCE Inc. Bell 517210 Wireless telecommunications carriers (except satellite) 160 15281 BCE Inc. Bell Aliant 517210 Wireless telecommunications carriers (except satellite) 160 2503 BCE Inc. Bell Mobility 443143 Appliance, television and other electronics stores

Page 226 of 328 160 10088 BCE Inc. The Source 443143 Appliance, television and other electronics stores 160 10263 BCE Inc. Virgin Mobile 517210 Wireless telecommunications carriers (except satellite) 150 10169 Bed Bath & Beyond Inc. Bed Bath & Beyond 442298 All other home furnishings stores 284 444 Ben Moss Jewellers Ben Moss Jewellers 448310 Jewellery stores 175 10235 Bench Bench 448140 Family clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 175 12232 Bench Bench Outlet 448140 Family clothing stores 11 1898 Benetton Group S.p.A. Sisley 448140 Family clothing stores 303 10244 Bentley Leathers Inc. Access Luggage 448320 Luggage and leather goods stores 303 449 Bentley Leathers Inc. Bentley Leathers 448320 Luggage and leather goods stores 303 9945 Bentley Leathers Inc. Bentley Leathers 448320 Luggage and leather goods Liquidation stores 303 12186 Bentley Leathers Inc. JB Bags 448320 Luggage and leather goods stores 303 12188 Bentley Leathers Inc. Porter 448320 Luggage and leather goods stores 303 12185 Bentley Leathers Inc. Satchel 448320 Luggage and leather goods stores 303 2227 Bentley Leathers Inc. Unic 448320 Luggage and leather goods stores 303 12187 Bentley Leathers Inc. Valise 448320 Luggage and leather goods stores 84 10054 Best Buy Co., Inc. Best Buy 443143 Appliance, television and other electronics stores 84 10177 Best Buy Co., Inc. Best Buy Mobile 443143 Appliance, television and Page 227 of 328 other electronics stores 207 10279 Bestseller A/S Jack & Jones 448110 Men's clothing stores 207 12391 Bestseller A/S Jack & Jones Outlet 448110 Men's clothing stores 182 10123 Billabong International Billabong 448140 Family clothing stores Limited 299 475 Bizou International Inc. Bizou/L'Accessoirie 448310 Jewellery stores 105 6896 Blinds To Go Inc. Blinds to Go 442291 Window treatment stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 268 5168 Boathouse Row Hamilton Arlies Sport Shop 451119 All other sporting goods Inc. stores 268 9548 Boathouse Row Hamilton Boathouse 448140 Family clothing stores Inc. 268 12196 Boathouse Row Hamilton Boathouse Outlet 448140 Family clothing stores Inc. 268 12389 Boathouse Row Hamilton Stance Shoes 448210 Shoe stores Inc. 231 10283 Bose Corporation Bose 443143 Appliance, television and other electronics stores 162 10300 Bouclair Inc. BouClair Home 442298 All other home furnishings stores 2 516 Boutique Marie Claire Inc Boutique Marie Claire 448120 Women's clothing stores 2 9551 Boutique Marie Claire Inc C.F. Sport 448120 Women's clothing stores 2 666 Boutique Marie Claire Inc Claire France 448120 Women's clothing stores 2 871 Boutique Marie Claire Inc Emotions 448120 Women's clothing stores 2 163 Boutique Marie Claire Inc Marie Claire Weekend 448120 Women's clothing stores 2 12263 Boutique Marie Claire Inc Mc Super Boutique 448120 Women's clothing stores 2 8200 Boutique Marie Claire Inc Mode Le Grenier 448120 Women's clothing stores 2 1841 Boutique Marie Claire Inc San Francisco 448120 Women's clothing stores

Page 228 of 328 2 2029 Boutique Marie Claire Inc Terra Nostra 448140 Family clothing stores 398 15516 Bragg Communications Inc Eastlink 517210 Wireless telecommunications carriers (except satellite) 354 2040 Brewers Retail Inc. The Beer Store 445310 Beer, wine and liquor stores 346 538 British Columbia Liquor BC Liquor Store 445310 Beer, wine and liquor stores Distribution Branch 346 12228 British Columbia Liquor Signature BC Liquor 445310 Beer, wine and liquor stores Distribution Branch Store CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 191 12099 Brooks Brothers Group, Brooks Brothers 448110 Men's clothing stores INC. 191 15490 Brooks Brothers Group, Brooks Brothers Factory 448110 Men's clothing stores INC. Store 191 15489 Brooks Brothers Group, Brooks Brothers Flatiron 448110 Men's clothing stores INC. shop 310 10276 Build-A-Bear Workshop, Build-A-Bear Workshop 451120 Hobby, toy and game stores Inc. 179 551 Bulk Barn Foods Limited Bulk Barn 445299 All other specialty food stores 161 10219 Cabela's Incorporated Cabela's 451119 All other sporting goods stores 169 1504 Caleres, Inc. Naturalizer 448210 Shoe stores 169 21 Caleres, Inc. Naturalizer Outlet 448210 Shoe stores 4 10043 Canadian Tire Corporation Atmosphere 451119 All other sporting goods Limited stores 4 588 Canadian Tire Corporation Canadian Tire 452991 Home and auto supplies Limited stores 4 10103 Canadian Tire Corporation Hockey Experts 451119 All other sporting goods Limited stores 4 1128 Canadian Tire Corporation Intersport 451119 All other sporting goods Limited stores Page 229 of 328 4 1383 Canadian Tire Corporation Mark's Work 448140 Family clothing stores Limited Wearhouse 4 1500 Canadian Tire Corporation National Sports Centre 451119 All other sporting goods Limited stores 4 1512 Canadian Tire Corporation Nevada Bob's Golf & 451111 Golf equipment and supplies Limited Tennis specialty stores 4 10188 Canadian Tire Corporation Pro Hockey Life / 451119 All other sporting goods CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC Limited Entrepot du Hockey stores 4 10180 Canadian Tire Corporation S3 451119 All other sporting goods Limited stores 4 1924 Canadian Tire Corporation Sport Chek 451119 All other sporting goods Limited stores 4 1925 Canadian Tire Corporation Sports Experts 451119 All other sporting goods Limited stores 4 2474 Canadian Tire Corporation Sports Rousseau 451119 All other sporting goods Limited stores 4 9937 Canadian Tire Corporation Tech Shop 451119 All other sporting goods Limited stores 230 12098 Carter's, Inc. Carter's Osh Kosh 448130 Children's and infants' clothing stores 289 612 Castle Building Centres Castle Building Centres 444110 Home centres Group Ltd. 388 15310 Change of Scandinavia CHANGE 448199 All other clothing stores 276 631 Chatters Canada Limited Chatters Salon 812115 Beauty salons 329 12171 Chico’s FAS, Inc. Chico's 448120 Women's clothing stores 329 12172 Chico’s FAS, Inc. White House Black 448120 Women's clothing stores Market

Page 230 of 328 329 12202 Chico’s FAS, Inc. White House Black 448120 Women's clothing stores Market Outlet 271 6425 Clair De Lune Inc. Clair de Lune 446120 Cosmetics, beauty supplies and perfume stores 272 12189 Claire’s Stores, Inc. Claire`s Outlet 448150 Clothing accessories stores 272 667 Claire’s Stores, Inc. Claire's Accessories 448150 Clothing accessories stores 272 9728 Claire’s Stores, Inc. Icing By Claires 448310 Jewellery stores 193 10224 Coach Inc Coach 448150 Clothing accessories stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 193 12208 Coach Inc Coach Factory 448150 Clothing accessories stores 193 10226 Coach Inc Stuart Weitzman 448120 Women's clothing stores 332 12177 Cole Haan Cole Haan 448210 Shoe stores 332 12203 Cole Haan Cole Haan Outlet 448210 Shoe stores 343 15184 Columbia Sportswear Columbia Sportswear 451119 All other sporting goods Company stores 378 2317 Constellation Brands, Inc. Wine Rack 445310 Beer, wine and liquor stores 9 729 Costco Wholesale Corp Costco 452910 Warehouse clubs 238 12121 Crocs, Inc. Crocs 448210 Shoe stores 8 770 Danier Leather Inc Danier Leather 448320 Luggage and leather goods stores 8 9953 Danier Leather Inc Danier Leather Factory 448320 Luggage and leather goods Outlet stores 360 15195 DavidsTeaInc. David's Tea 445299 All other specialty food stores 270 12138 Destination Maternity Destination Maternity 448120 Women's clothing stores Corporation 270 9914 Destination Maternity Motherhood Maternity 448120 Women's clothing stores Corporation 270 12139 Destination Maternity Motherhood Maternity 448120 Women's clothing stores Corporation Outlet

Page 231 of 328 185 10271 Dollar Tree, INC. Dollar Tree 452999 All other miscellaneous general merchandise stores 181 814 Dollarama Inc. Dollarama 452999 All other miscellaneous general merchandise stores 357 10125 D-Tox D-Tox 448140 Family clothing stores 204 9811 ECCO Sko A/S Ecco Shoes 448210 Shoe stores 74 495 Empire Company Limited Bonichoix 445110 Supermarkets and other grocery (except convenience) CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC stores 74 494 Empire Company Limited Bonisoir 445120 Convenience stores 74 943 Empire Company Limited Foodland 445110 Supermarkets and other grocery (except convenience) stores 74 10202 Empire Company Limited FreshCo. 445110 Supermarkets and other grocery (except convenience) stores 74 1109 Empire Company Limited IGA 445110 Supermarkets and other grocery (except convenience) stores 74 12230 Empire Company Limited IGA Express 445110 Supermarkets and other grocery (except convenience) stores 74 12168 Empire Company Limited IGA Extra 445110 Supermarkets and other grocery (except convenience) stores 74 12231 Empire Company Limited IGA Mini 445120 Convenience stores 74 1267 Empire Company Limited Lawtons Drugs 446110 Pharmacies and drug stores 74 8208 Empire Company Limited Marche Tradition 445110 Supermarkets and other grocery (except convenience)

Page 232 of 328 stores 74 3346 Empire Company Limited Needs 445120 Convenience stores 74 15495 Empire Company Limited Pete's Fine Foods 445110 Supermarkets and other grocery (except convenience) stores 74 1706 Empire Company Limited Price Chopper 445110 Supermarkets and other grocery (except convenience) stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 74 6623 Empire Company Limited Rachelle-Bery 446191 Food (health) supplement stores 74 10183 Empire Company Limited Rachelle-Bery Boutiques 446191 Food (health) supplement Sante stores 74 1832 Empire Company Limited Safeway 445110 Supermarkets and other grocery (except convenience) stores 74 10161 Empire Company Limited Safeway Liquor Stores 445310 Beer, wine and liquor stores 74 1910 Empire Company Limited Sobeys 445110 Supermarkets and other grocery (except convenience) stores 74 15493 Empire Company Limited Sobeys Cash & Carry 445110 Supermarkets and other grocery (except convenience) stores 74 15494 Empire Company Limited Sobeys Express 445120 Convenience stores 74 12229 Empire Company Limited Sobeys Extra 445110 Supermarkets and other grocery (except convenience) stores 74 10109 Empire Company Limited Sobeys Urban Fresh 445110 Supermarkets and other grocery (except convenience) stores

Page 233 of 328 74 10090 Empire Company Limited Sobeys Western Cellars 445310 Beer, wine and liquor stores 74 2145 Empire Company Limited Thrifty Foods 445110 Supermarkets and other grocery (except convenience) stores 74 12169 Empire Company Limited TRA Cash & Carry 445110 Supermarkets and other grocery (except convenience) stores 74 9021 Empire Company Limited Voisin 445110 Supermarkets and other CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC grocery (except convenience) stores 166 10227 Express, Inc. Express 448140 Family clothing stores 112 305 Extreme Retail Canada Inc. Buck or Two 452999 All other miscellaneous general merchandise stores 387 12264 Fairfax Financial Holdings SPORTING LIFE 451119 All other sporting goods Limited stores 128 9746 Familiprix Inc. Familiprix Clinique 446110 Pharmacies and drug stores 128 10173 Familiprix Inc. Familiprix Extra 446110 Pharmacies and drug stores 128 4524 Familiprix Inc. Familiprix Pharmacy 446110 Pharmacies and drug stores 337 9774 Farm Boy Inc. Farm Boy 445230 Fruit and vegetable markets 364 573 Federated Co-operatives Calgary Co-op 445110 Supermarkets and other Limited grocery (except convenience) stores 364 15277 Federated Co-operatives Co-op Food Stores 445110 Supermarkets and other Limited grocery (except convenience) stores 364 15278 Federated Co-operatives Co-op Home Stores 444130 Hardware stores Limited 364 15279 Federated Co-operatives The Grocery People 445110 Supermarkets and other Limited grocery (except convenience) Page 234 of 328 stores 364 15280 Federated Co-operatives The Grocery People 445110 Supermarkets and other Limited Warehouse Market grocery (except convenience) stores 274 12199 Femme De Carriere Carriere Studio 448120 Women's clothing stores 274 3235 Femme De Carriere Femme De Carriere 448120 Women's clothing stores 215 12112 Fifth & Pacific Companies, Kate Spade 448120 Women's clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC Inc. 215 12225 Fifth & Pacific Companies, Kate Spade Outlet 448120 Women's clothing stores Inc. 215 10216 Fifth & Pacific Companies, Lucky Brand Jeans 448140 Family clothing stores Inc. 202 579 First Effort Investments Ltd. Campus Crew 448140 Family clothing stores 79 627 Foot Locker, Inc. Champs Sports 448140 Family clothing stores 79 945 Foot Locker, Inc. Foot Locker 448140 Family clothing stores 79 12234 Foot Locker, Inc. FOOT LOCKER HOUSE 448140 Family clothing stores OF HOOPS 79 12233 Foot Locker, Inc. KID'S FOOT LOCKER 448140 Family clothing stores 194 15497 Forever 21, Inc. F21 RED 448140 Family clothing stores 194 10204 Forever 21, Inc. Forever 21 448140 Family clothing stores 194 15486 Forever 21, Inc. XXI Forever 448140 Family clothing stores 389 15499 Forever New Clothing Ltd Ever New 448120 Women's clothing stores 198 9819 Fossil Inc. Fossil 448150 Clothing accessories stores 198 12213 Fossil Inc. Fossil Outlet 448150 Clothing accessories stores 383 15474 Frank and Oak Frank and Oak 448140 Family clothing stores 92 10066 French Connection Group Fcuk 448140 Family clothing stores Plc Page 235 of 328 307 6052 Games Workshop Group Games Workshop 451120 Hobby, toy and game stores PLC 122 869 GameStop Corp. EB Games 443144 Computer and software stores 122 10181 GameStop Corp. GameStop 443144 Computer and software stores 186 12214 Genesco Inc Capz 448150 Clothing accessories stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 186 12215 Genesco Inc Game on Sports 451119 All other sporting goods stores 186 1168 Genesco Inc Jersey City 451119 All other sporting goods stores 186 10275 Genesco Inc Johnston & Murphy 448110 Men's clothing stores 186 12216 Genesco Inc Johnston & Murphy 448110 Men's clothing stores Factory Outlet 186 10274 Genesco Inc Journeys 448210 Shoe stores 186 10273 Genesco Inc Lids 448150 Clothing accessories stores 186 12164 Genesco Inc Lids Locker Room 448150 Clothing accessories stores 154 1753 Genuity Capital Markets Red Apple Clearance 448140 Family clothing stores Centre 154 2037 Genuity Capital Markets The Bargain! Shop 452999 All other miscellaneous general merchandise stores 203 10212 Geox S.p.A. Geox 448210 Shoe stores 375 12347 GERRY WEBER International GERRY WEBER 448120 Women's clothing stores AG 235 468 Gestion Francois Roberge Bikini Village 448199 All other clothing stores Inc 235 1251 Gestion Francois Roberge La Vie En Rose 448120 Women's clothing stores

Page 236 of 328 Inc 235 10136 Gestion Francois Roberge La Vie en Rose Aqua 448120 Women's clothing stores Inc 235 10098 Gestion Francois Roberge La Vie En Rose Outlet 448120 Women's clothing stores Inc 97 12387 Giant Tiger Stores Ltd. Chez Tante Marie 452999 All other miscellaneous general merchandise stores 97 996 Giant Tiger Stores Ltd. Giant Tiger 452999 All other miscellaneous CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC general merchandise stores 97 12386 Giant Tiger Stores Ltd. GT Xpress 452999 All other miscellaneous general merchandise stores 97 12388 Giant Tiger Stores Ltd. Scott's Discount 452999 All other miscellaneous general merchandise stores 290 6141 Gilamy Holdings Inc Henry's 443145 Camera and photographic supplies stores 290 12197 Gilamy Holdings Inc Henry's Outlet Centre 443145 Camera and photographic supplies stores 246 10286 Giorgio Armani S.p.A. A/X Armani Exchange 448140 Family clothing stores 246 15485 Giorgio Armani S.p.A. Armani Outlet 448140 Family clothing stores 371 2137 Glentel Inc. Tbooth wireless 443143 Appliance, television and other electronics stores 371 6430 Glentel Inc. Wireless Wave 517210 Wireless telecommunications carriers (except satellite) 304 1002 Global Pet Foods Global Pet Foods 453910 Pet and pet supplies stores 370 10257 Globalive Wind Mobile 517210 Wireless telecommunications carriers (except satellite) 156 6076 GNC Holdings, INC. General Nutrition 446191 Food (health) supplement Centre (GNC) stores

Page 237 of 328 159 858 Golden Gate Capital Eddie Bauer 448140 Family clothing stores 159 12207 Golden Gate Capital Eddie Bauer Outlet 448140 Family clothing stores 159 4978 Golden Gate Capital Payless ShoeSource 448210 Shoe stores 189 993 Gordon Brothers Group George Richards Mr Big 448110 Men's clothing stores & Tall Menswear 189 10294 Gordon Brothers Group Jones Factory Finale 448120 Women's clothing stores 189 10225 Gordon Brothers Group Jones New York 448120 Women's clothing stores 189 1463 Gordon Brothers Group Mr. Big 'N Tall 448110 Men's clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 189 8584 Gordon Brothers Group Spencer Gifts 453220 Gift, novelty and souvenir stores 189 2160 Gordon Brothers Group Tip Top 448110 Men's clothing stores 102 529 Groupe BMTC Inc. BMTC Brault & 442110 Furniture stores Martineau 102 10150 Groupe BMTC Inc. Brault et Martineau 442298 All other home furnishings Sleep Gallery stores 102 12156 Groupe BMTC Inc. EconoMax 442110 Furniture stores 102 12180 Groupe BMTC Inc. Signature Maurice 442110 Furniture stores Tanguay 102 3792 Groupe BMTC Inc. Tanguay Ameublements 442110 Furniture stores Inc 102 10110 Groupe BMTC Inc. Tanguay Ameublements 442110 Furniture stores Liquidation Centre 168 843 Groupe Dynamite Dynamite 448120 Women's clothing stores 168 1274 Groupe Dynamite Garage 448120 Women's clothing stores 168 10063 Groupe Dynamite Garage Outlet 448120 Women's clothing stores 173 1035 Guess?, Inc. Guess 448140 Family clothing stores 173 10138 Guess?, Inc. Guess Accessories 448150 Clothing accessories stores 173 10232 Guess?, Inc. Guess by Marciano 448140 Family clothing stores

Page 238 of 328 173 9958 Guess?, Inc. Guess Factory Store 448140 Family clothing stores 103 15500 H & M Hennes & Mauritz COS 448140 Family clothing stores AB 103 9934 H & M Hennes & Mauritz H & M 448140 Family clothing stores AB 331 12176 Haggar Clothing Co. Haggar Factory Store 448140 Family clothing stores 302 1043 Hakim Optical Laboratory Hakim Optical 446130 Optical goods stores Ltd. CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 302 9960 Hakim Optical Laboratory Hakim Optical Factory 446130 Optical goods stores Ltd. Outlet 136 1045 Hallmark Cards, Inc. Hallmark 453220 Gift, novelty and souvenir stores 12 1051 Harry Rosen Inc. Harry Rosen 448110 Men's clothing stores 12 9961 Harry Rosen Inc. Harry Rosen Factory 448110 Men's clothing stores Outlet 71 1052 Hart Stores Inc. Hart Stores/Magasins 452999 All other miscellaneous general merchandise stores 301 12195 Highland Farms Inc. Coppa's Fresh Market 445110 Supermarkets and other grocery (except convenience) stores 301 8548 Highland Farms Inc. Highland Farms 445110 Supermarkets and other grocery (except convenience) stores 183 1039 Hilco UK HMV Canada 443146 Audio and video recordings stores 183 12390 Hilco UK HMV Express 443146 Audio and video recordings stores 23 1082 Home Hardware Stores Home Building Centre 444190 Other building material Limited dealers Page 239 of 328 23 1084 Home Hardware Stores Home Furniture 442110 Furniture stores Limited 23 1086 Home Hardware Stores Home Hardware 444130 Hardware stores Limited 23 15270 Home Hardware Stores Home Hardware 444130 Hardware stores Limited Building Centre 95 12103 HY Louie Group Fresh St. Market 445110 Supermarkets and other grocery (except convenience) CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC stores 95 1325 HY Louie Group London Drugs 446110 Pharmacies and drug stores 95 10117 HY Louie Group MarketPlace IGA 445110 Supermarkets and other grocery (except convenience) stores 344 12184 Icebreaker Icebreaker Outlet 451119 All other sporting goods stores 344 12204 Icebreaker Icebreaker Touchlab 451119 All other sporting goods stores 199 15484 Iconix Brand Group Inc. Ecko Unltd 448210 Shoe stores 27 1113 Ikea Ikea 442110 Furniture stores 27 15514 Ikea Ikea Pickup 442110 Furniture stores 45 56 Indigo Books & Music Inc. Chapters 451310 Book stores and news dealers 45 699 Indigo Books & Music Inc. Coles The Book People 451310 Book stores and news dealers 45 6156 Indigo Books & Music Inc. Indigo Books & Music 451310 Book stores and news dealers 45 10141 Indigo Books & Music Inc. IndigoSpirit 451310 Book stores and news dealers 45 1907 Indigo Books & Music Inc. Smithbooks 451310 Book stores and news dealers 45 2045 Indigo Books & Music Inc. The Book Company 451310 Book stores and news dealers 88 12107 Inditex Group Massimo Dutti 448140 Family clothing stores 88 8685 Inditex Group Zara 448140 Family clothing stores Page 240 of 328 88 15269 Inditex Group Zara Home 442298 All other home furnishings stores 108 10237 International Clothiers Inc. Big Steel 448110 Men's clothing stores 108 9935 International Clothiers Inc. Designer Depot 448140 Family clothing stores 108 904 International Clothiers Inc. Fairweather 448120 Women's clothing stores 108 9955 International Clothiers Inc. Fairweather Outlet 448120 Women's clothing stores 108 10213 International Clothiers Inc. INC compagnie 448110 Men's clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 108 6754 International Clothiers Inc. International Boys 448130 Children's and infants' clothing stores 108 1125 International Clothiers Inc. International Clothiers 448110 Men's clothing stores 108 9965 International Clothiers Inc. International Clothiers 448110 Men's clothing stores Factory Outlet 108 10163 International Clothiers Inc. Labels 448140 Family clothing stores 108 8687 International Clothiers Inc. Les Ailes de la Mode 452110 Department stores 108 1640 International Clothiers Inc. Petrocelle 448110 Men's clothing stores 108 10184 International Clothiers Inc. Pinstripe 448110 Men's clothing stores 108 10185 International Clothiers Inc. Stockhomme 448110 Men's clothing stores 167 10228 J Crew Group Inc J. Crew 448140 Family clothing stores 167 15272 J Crew Group Inc J. Crew Factory 448140 Family clothing stores 115 1204 J.D. Irving Ltd. Kent Building Supplies 444110 Home centres 219 9829 JYSK A/S JYSK Linen 'n' Furniture 442110 Furniture stores 33 8688 Katz Group Inc. Rexall Drug Store 446110 Pharmacies and drug stores 33 10137 Katz Group Inc. Rexall Pharma Plus 446110 Pharmacies and drug stores 200 739 Khuan Choo International Crabtree & Evelyn 446120 Cosmetics, beauty supplies Limited and perfume stores 200 12217 Khuan Choo International Crabtree & Evelyn 446120 Cosmetics, beauty supplies Limited Outlet and perfume stores Page 241 of 328 382 15473 Kit and Ace Kit and Ace 448140 Family clothing stores 386 9590 Kitchen Stuff Plus Kitchen Stuff Plus 442298 All other home furnishings stores 147 1239 L.C.B.O LCBO 445310 Beer, wine and liquor stores 149 2043 L’Oréal International The Body Shop 446120 Cosmetics, beauty supplies and perfume stores 149 9992 L’Oréal International The Body Shop Outlet 446120 Cosmetics, beauty supplies CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC and perfume stores 236 9598 La Maison Simons Simons 452110 Department stores 226 9833 LACOSTE S.A. Lacoste 448140 Family clothing stores 226 12211 LACOSTE S.A. Lacoste Outlet 448140 Family clothing stores 201 3138 Lammle’s Western Wear & Lammles Western Wear 448140 Family clothing stores Tack Ltd. 224 12118 L'Aubainerie L'Aubainerie Concept 448140 Family clothing stores Mode 224 12119 L'Aubainerie L'Aubainerie Entrepot 448140 Family clothing stores 111 1261 Laura Canada Inc. Laura 448120 Women's clothing stores 111 2149 Laura Canada Inc. Laura Outlet 448120 Women's clothing stores 111 1264 Laura Canada Inc. Laura Petites 448120 Women's clothing stores 111 1263 Laura Canada Inc. Laura Plus 448120 Women's clothing stores 111 1409 Laura Canada Inc. Melanie Lyne 448120 Women's clothing stores 212 6440 Lazy-Z-Boy Incorporated La-Z-Boy Furniture 442110 Furniture stores Galleries 52 1269 Le Chateau Inc. Le Chateau 448120 Women's clothing stores 52 10135 Le Chateau Inc. Le Chateau Menswear 448110 Men's clothing stores 52 9971 Le Chateau Inc. Le Chateau Outlet 448120 Women's clothing stores 1 1162 Le Groupe Jean Coutu (PJC) Jean Coutu Pharmacy 446110 Pharmacies and drug stores Page 242 of 328 Inc. 1 4526 Le Groupe Jean Coutu (PJC) PJC Clinic/Clinique 446110 Pharmacies and drug stores Inc. 1 10062 Le Groupe Jean Coutu (PJC) PJC Sante Beaute 446110 Pharmacies and drug stores Inc. 229 1287 Lee Valley Tools Ltd. Lee Valley Tools Ltd. 444130 Hardware stores 35 1294 Leon's Furniture Ltd. Leon's Furniture 442110 Furniture stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 35 2049 Leon's Furniture Ltd. The Brick 442110 Furniture stores 35 10128 Leon's Furniture Ltd. The Brick Clearance 442110 Furniture stores Centre 35 10105 Leon's Furniture Ltd. The Brick Mattress 442110 Furniture stores Store 35 10129 Leon's Furniture Ltd. The Brick Superstore 442110 Furniture stores 35 2235 Leon's Furniture Ltd. United Furniture 442110 Furniture stores Warehouse 328 6050 LG Corporation Fruits & Passion 448150 Clothing accessories stores 328 12165 LG Corporation The Face Shop 446120 Cosmetics, beauty supplies and perfume stores 146 10158 Limited Brands Inc. Bath & Body Works 446120 Cosmetics, beauty supplies and perfume stores 146 1249 Limited Brands Inc. La Senza 448120 Women's clothing stores 146 10127 Limited Brands Inc. La Senza Express 448120 Women's clothing stores 146 10209 Limited Brands Inc. Pink 448120 Women's clothing stores 146 10210 Limited Brands Inc. Victoria's Secret 448120 Women's clothing stores 399 15517 Linen Chest Linen Chest 442110 Furniture stores 118 10191 Liquor Stores N.A. Ltd Grapes & Grains 445310 Beer, wine and liquor stores 118 151 Liquor Stores N.A. Ltd Liquor Barn 445310 Beer, wine and liquor stores Page 243 of 328 118 5134 Liquor Stores N.A. Ltd Liquor Depot 445310 Beer, wine and liquor stores 241 138 L'Occitane Group L'Occitane 446120 Cosmetics, beauty supplies and perfume stores 241 12210 L'Occitane Group L'Occitane Outlet 446120 Cosmetics, beauty supplies and perfume stores 365 12283 Lole Inc. Lole 448120 Women's clothing stores 106 1329 Long & McQuade Ltd. Long & McQuade 451140 Musical instrument and CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC supplies stores 153 1331 Longo Brothers Fruit Longo's 445110 Supermarkets and other Markets Inc. grocery (except convenience) stores 142 502 Lowe's Companies Inc. Botanix 444220 Nursery stores and garden centres 142 733 Lowe's Companies Inc. Country Depot 452999 All other miscellaneous general merchandise stores 142 10166 Lowe's Companies Inc. Dick's Lumber 444190 Other building material dealers 142 10144 Lowe's Companies Inc. Lowe's 444110 Home centres 142 5148 Lowe's Companies Inc. Materiaux Coupal 444190 Other building material dealers 142 9609 Lowe's Companies Inc. Pet Junction 453910 Pet and pet supplies stores 142 1771 Lowe's Companies Inc. Reno Depot 444110 Home centres 142 10205 Lowe's Companies Inc. Rona 444110 Home centres 142 4090 Lowe's Companies Inc. Rona Home & Garden 444110 Home centres 142 220 Lowe's Companies Inc. Rona Warehouse/ 444110 Home centres L'Entrepot 142 2211 Lowe's Companies Inc. True Value Hardware 444130 Hardware stores

Page 244 of 328 142 2239 Lowe's Companies Inc. V&S Department Stores 452999 All other miscellaneous general merchandise stores 137 10194 Lululemon Athletica Inc. ivivva athletica 448120 Women's clothing stores 137 512 Lululemon Athletica Inc. Lululemon 448140 Family clothing stores 292 6064 Lush Retail, Limited Lush 446120 Cosmetics, beauty supplies and perfume stores 139 1293 Luxottica Group S.p.A. LensCrafters 446130 Optical goods stores 139 12150 Luxottica Group S.p.A. Oakley 446130 Optical goods stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 139 12226 Luxottica Group S.p.A. Oakley Vault 446130 Optical goods stores 139 1614 Luxottica Group S.p.A. Pearle Vision Centre 446130 Optical goods stores 139 1972 Luxottica Group S.p.A. Sunglass Hut 446130 Optical goods stores 143 15505 LVMH Moët Hennessy Louis Benefit Cosmetics 446120 Cosmetics, beauty supplies Vuitton SA and perfume stores 143 15491 LVMH Moët Hennessy Louis Christian Dior 448140 Family clothing stores Vuitton SA 143 9243 LVMH Moët Hennessy Louis Louis Vuitton 448120 Women's clothing stores Vuitton SA 143 10081 LVMH Moët Hennessy Louis Sephora 446120 Cosmetics, beauty supplies Vuitton SA and perfume stores 395 15512 M0581 M0851 448320 Luggage and leather goods stores 347 1366 Manitoba Liquor Control Liquor Mart 445310 Beer, wine and liquor stores Commission 347 12227 Manitoba Liquor Control Liquor Mart Express 445310 Beer, wine and liquor stores Commission 368 179 Manitoba Telecom Services MTS Connect 517210 Wireless telecommunications Inc carriers (except satellite) 366 1388 Mastermind LP Mastermind Toys 451120 Hobby, toy and game stores

Page 245 of 328 309 8592 Max Mara Group Max Mara 448120 Women's clothing stores 40 313 McKesson Corporation ARP Pharmacy 446110 Pharmacies and drug stores 40 1034 McKesson Corporation Guardian Drugs 446110 Pharmacies and drug stores 40 905 McKesson Corporation HealthCare Pharmacy 446110 Pharmacies and drug stores 40 1108 McKesson Corporation IDA Pharmacy 446110 Pharmacies and drug stores 40 10130 McKesson Corporation Proxim 446110 Pharmacies and drug stores 40 2098 McKesson Corporation The Medicine Shoppe 446110 Pharmacies and drug stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 217 12113 Mendocino Clothing M for Mendocino 448140 Family clothing stores Company Ltd. 217 2571 Mendocino Clothing Mendocino 448120 Women's clothing stores Company Ltd. 293 1411 Merle Norman Cosmetics, Merle Norman 446120 Cosmetics, beauty supplies Inc. Cosmetics and perfume stores 42 3575 Metro Inc. Boulangerie Premiere 445291 Baked goods stores Moisson 42 544 Metro Inc. Brunet 446110 Pharmacies and drug stores 42 10233 Metro Inc. Brunet Clinique 446110 Pharmacies and drug stores 42 10193 Metro Inc. Brunet Plus 446110 Pharmacies and drug stores 42 6068 Metro Inc. Clinique Plus 446110 Pharmacies and drug stores 42 2424 Metro Inc. Food Basics 445110 Supermarkets and other grocery (except convenience) stores 42 12096 Metro Inc. Marche Adonis 445110 Supermarkets and other grocery (except convenience) stores 42 353 Metro Inc. Marche Ami 445110 Supermarkets and other grocery (except convenience) stores Page 246 of 328 42 9936 Metro Inc. Marche Extra 445110 Supermarkets and other grocery (except convenience) stores 42 1374 Metro Inc. Marche Richelieu 445110 Supermarkets and other grocery (except convenience) stores 42 1412 Metro Inc. Metro 445110 Supermarkets and other grocery (except convenience) CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC stores 42 15508 Metro Inc. Metro PLUS 445110 Supermarkets and other grocery (except convenience) stores 42 1980 Metro Inc. Super C 445110 Supermarkets and other grocery (except convenience) stores 190 10277 Michael Kors Holdings Michael Kors 448140 Family clothing stores Limited 190 15483 Michael Kors Holdings Michael Kors Footwear 448210 Shoe stores Limited 190 15482 Michael Kors Holdings Michael Kors Outlet 448140 Family clothing stores Limited 228 6849 Microsoft Corporation Microsoft 443144 Computer and software stores 125 474 Montrovest B.V. Birks 448310 Jewellery stores 125 10174 Montrovest B.V. Brinkhaus 448310 Jewellery stores 43 1459 Mountain Equipment Co- Mountain Equipment 451119 All other sporting goods operative Co-op stores 341 12183 Mountain Warehouse Ltd Mountain Warehouse 451119 All other sporting goods stores Page 247 of 328 221 1163 MRP Retail Inc Jean 448140 Family clothing stores Machine/~Warehouse Outlet 221 1975 MRP Retail Inc Sunrise Records 443146 Audio and video recordings stores 396 15510 Natural Markes Food Group Planet Organic 445110 Supermarkets and other grocery (except convenience) stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 393 15509 Nestlé S.A. Nespresso 445299 All other specialty food stores 353 1516 Newfoundland Liquor Newfoundland Liquor 445310 Beer, wine and liquor stores Corporation Store 225 15487 Nike, Inc. Nike 451119 All other sporting goods stores 225 8569 Nike, Inc. Nike Factory Outlet 451119 All other sporting goods stores 358 10255 Nordstrom, Inc. Nordstrom 452110 Department stores 87 1533 Northern Reflections Ltd. Northern Reflections 448120 Women's clothing stores 155 8667 NRDC Equity Partners Home Outfitters 442298 All other home furnishings stores 155 2039 NRDC Equity Partners Hudson's Bay 452110 Department stores 155 12155 NRDC Equity Partners Hudson's Bay Outlet 452110 Department stores 155 15496 NRDC Equity Partners Saks Fifth Avenue 452110 Department stores 155 15507 NRDC Equity Partners Saks Off 5TH 452110 Department stores 155 2353 NRDC Equity Partners Zellers 452110 Department stores 335 1265 Nutriart Laura Secord 445292 Confectionery and nut stores 46 2358 Nygard Enterprises Ltd Alia 448120 Women's clothing stores 46 10243 Nygard Enterprises Ltd Dfx Designer Fashion 448120 Women's clothing stores Exchange Page 248 of 328 46 1160 Nygard Enterprises Ltd Jay Set 448120 Women's clothing stores 46 9970 Nygard Enterprises Ltd Jay Set Factory Outlet 448120 Women's clothing stores 46 10031 Nygard Enterprises Ltd Nygard Store 448120 Women's clothing stores 46 2020 Nygard Enterprises Ltd Tan Jay 448120 Women's clothing stores 256 9768 OMERS Administration Golf Town 451111 Golf equipment and supplies Corporation specialty stores 308 9688 Padinox Inc. Paderno Factory Store 442298 All other home furnishings CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC stores 340 12182 PANDORA Pandora 448310 Jewellery stores 340 12205 PANDORA Pandora Outlet 448310 Jewellery stores 101 2094 Pantorama Industries Inc. Levi's 448140 Family clothing stores 101 1299 Pantorama Industries Inc. Levi's 1850 448140 Family clothing stores 101 9977 Pantorama Industries Inc. Levi's Outlet 448140 Family clothing stores 101 1595 Pantorama Industries Inc. Pantorama 448140 Family clothing stores 101 9978 Pantorama Industries Inc. Pantorama Outlet 448140 Family clothing stores 339 8573 Paris Jewellers Ltd. Paris Jewellers 448310 Jewellery stores 266 12198 Permira Holdings Limited Boss Outlet 448199 All other clothing stores 266 10295 Permira Holdings Limited Hugo Boss 448199 All other clothing stores 243 1638 Petland Canda Inc. Petland 453910 Pet and pet supplies stores 99 1642 Petsmart Inc. PetSmart 453910 Pet and pet supplies stores 50 1645 Pharmasave Drugs Pharmasave 446110 Pharmacies and drug stores (National) Ltd. 206 1658 Pier 1 Imports, Inc. Pier 1 Imports 442298 All other home furnishings stores 51 685 Polo Ralph Lauren Corp Club Monaco 448140 Family clothing stores 197 10176 Popeye's Supplements Popeye's Supplements 446191 Food (health) supplement Canada Inc. stores Page 249 of 328 352 8681 Prince Edward Island Liquor Prince Edward Island 445310 Beer, wine and liquor stores Control Commission Liquor Store 333 12178 Puma SE Puma Outlet 448210 Shoe stores 233 9742 Punta NA Holding SA Mango 448120 Women's clothing stores 336 1725 Purdy Chocolates Ltd. Purdy's Chocolates 445292 Confectionery and nut stores 188 10218 PVH Corp. Calvin Klein 448140 Family clothing stores 188 12220 PVH Corp. Calvin Klein Outlet 448140 Family clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 188 12116 PVH Corp. Calvin Klein Underwear 448140 Family clothing stores 188 8666 PVH Corp. Tommy Hilfiger 448140 Family clothing stores 188 12114 PVH Corp. Tommy Hilfiger Outlet 448140 Family clothing stores 188 10293 PVH Corp. Van Heusen 448140 Family clothing stores 338 12181 Quality Foods Quality Foods 445230 Fruit and vegetable markets 209 10282 Quiksilver Inc. Quiksilver 448140 Family clothing stores 209 12223 Quiksilver Inc. Quiksilver Outlet 448140 Family clothing stores 280 1139 Rabba Fine Foods Rabba Fine Foods 445110 Supermarkets and other grocery (except convenience) stores 269 9634 Regis Corporation The Beauty Supply 446120 Cosmetics, beauty supplies Outlet and perfume stores 380 10172 Restoration Hardware Restoration Hardware 442298 All other home furnishings Holdings, Inc. stores 380 12235 Restoration Hardware Restoration Hardware 442298 All other home furnishings Holdings, Inc. Outlet stores 177 4495 Roark Capital Group Bosley's by Pet Valu 453910 Pet and pet supplies stores 177 1610 Roark Capital Group Paulmac's Pet Food 453910 Pet and pet supplies stores 177 1635 Roark Capital Group Pet Valu 453910 Pet and pet supplies stores 367 8153 Rogers Communications Fido 517210 Wireless telecommunications Page 250 of 328 Inc. carriers (except satellite) 367 10199 Rogers Communications Mobilicity 517210 Wireless telecommunications Inc. carriers (except satellite) 367 15274 Rogers Communications Rogers 517210 Wireless telecommunications Inc. carriers (except satellite) 376 12339 RUDSAK Inc. RUDSAK 448120 Women's clothing stores 145 1824 Running Room Canada Inc The Running Room / 451119 All other sporting goods Walking Room stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 377 15285 Ryohin Keikaku Co.,Ltd. Muji 448140 Family clothing stores 178 10242 Sail Outdoors Inc. Sail 451119 All other sporting goods stores 379 8582 Saje Natural Business Inc Saje Natural Wellness 446120 Cosmetics, beauty supplies and perfume stores 184 12157 Sally Beauty Holdings, Inc. Cosmo Prof 446120 Cosmetics, beauty supplies and perfume stores 184 10256 Sally Beauty Holdings, Inc. Sally Beauty Supply 446120 Cosmetics, beauty supplies and perfume stores 369 5029 Saskatchewan Sasktel 517210 Wireless telecommunications Telecommunications carriers (except satellite) Holding Corporation 296 2246 Savers, Inc. Value Village/Village 453310 Used merchandise stores Valeurs 385 603 Schurman Retail Group Carlton Cards 453220 Gift, novelty and souvenir stores 385 15262 Schurman Retail Group Papyrus 453210 Office supplies and stationery stores 277 10298 Scotch & Soda Scotch & Soda 448140 Family clothing stores 390 1346 Searchlight Capital Partners M & M Meat Shops 445210 Meat markets LP Page 251 of 328 390 1812 Searchlight Capital Partners Roots 448140 Family clothing stores LP 390 9981 Searchlight Capital Partners Roots 73 Outlet Store 448140 Family clothing stores LP 390 10042 Searchlight Capital Partners Roots at Home 442110 Furniture stores LP 390 9621 Searchlight Capital Partners Roots Kids 448130 Children's and infants' CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC LP clothing stores 56 6805 Sears Holdings Corporation Corbeil Electrique 443143 Appliance, television and other electronics stores 56 228 Sears Holdings Corporation Sears Dealers 452999 All other miscellaneous general merchandise stores 56 6096 Sears Holdings Corporation Sears Outlet Store 452110 Department stores 56 1865 Sears Holdings Corporation Sears Store 452110 Department stores 56 289 Sears Holdings Corporation Sears Whole Home 442110 Furniture stores Furniture 120 301 Seven-Eleven Japan Co. Ltd. 7-Eleven Food Stores 445120 Convenience stores 295 6022 Shoe Club Budget Shoe 448210 Shoe stores Warehouse 295 6097 Shoe Club Shoe Club / Club 448210 Shoe stores Chaussures 394 15513 Shumaker Shumaker 448210 Shoe stores 363 1369 Signet Jewelers Limited Mappins Jewellers 448310 Jewellery stores 363 1623 Signet Jewelers Limited Peoples Jewellers 448310 Jewellery stores 214 10217 Skechers USA, Inc. Skechers 448210 Shoe stores 214 12212 Skechers USA, Inc. Skechers Factory Outlet 448210 Shoe stores 129 10152 Sleep Country Canada Dormez - Vous 442110 Furniture stores Page 252 of 328 Holdings Inc. 129 3783 Sleep Country Canada Sleep Country Canada 442110 Furniture stores Holdings Inc. 349 1911 Société des alcools du SAQ 445310 Beer, wine and liquor stores Québec 349 15476 Société des alcools du SAQ Depot 445310 Beer, wine and liquor stores Québec 349 15477 Société des alcools du SAQ Express 445310 Beer, wine and liquor stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC Québec 349 15478 Société des alcools du SAQ Selection 445310 Beer, wine and liquor stores Québec 349 15479 Société des alcools du SAQ Signature 445310 Beer, wine and liquor stores Québec 349 15480 Société des alcools du Vin en vrac 445310 Beer, wine and liquor stores Québec 220 1912 SoftMoc Inc. Soft Moc 448210 Shoe stores 220 12224 SoftMoc Inc. SoftMoc Shoe Rack 448210 Shoe stores 361 15224 Solutions Solutions 442298 All other home furnishings stores 397 15511 Souris Mini Souris Mini 448130 Children's and infants' clothing stores 245 10278 Spence Diamonds Spence Diamonds 448310 Jewellery stores 282 5183 Sports Distributors of Source For Sports 451119 All other sporting goods Canada Limited stores 38 1719 Sports Excellence Corp. Propac 451119 All other sporting goods stores 38 888 Sports Excellence Corp. Sports Excellence 451119 All other sporting goods stores

Page 253 of 328 62 2051 Staples Inc. Staples 453210 Office supplies and stationery stores 312 15191 Starbucks Corporation Teavana 445299 All other specialty food stores 273 15503 Steven Madden, Ltd. SHOO by Steve Madden 448210 Shoe stores 273 12140 Steven Madden, Ltd. Steve Madden 448210 Shoe stores 157 10253 Stokes Inc. Fenton Gourmet 442298 All other home furnishings stores 157 1955 Stokes Inc. Stokes 442298 All other home furnishings CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC stores 157 10252 Stokes Inc. Think Kitchen 442298 All other home furnishings stores 196 1958 Structube Structube 442110 Furniture stores 330 12175 Suitsupply Suitsupply 448110 Men's clothing stores 211 9924 Swarovski AG Swarovski 448310 Jewellery stores 250 12131 Sycamore Partners Hot Topic 448140 Family clothing stores 250 2298 Sycamore Partners Nine West 448210 Shoe stores 250 15481 Sycamore Partners Nine West Shoe Studio 448210 Shoe stores 250 2017 Sycamore Partners Talbots 448120 Women's clothing stores 250 9991 Sycamore Partners Talbots Factory Outlet 448120 Women's clothing stores 265 12137 Ted Baker Plc Ted Baker 448140 Family clothing stores 176 10249 Telus Corp. Caya 443143 Appliance, television and other electronics stores 176 10266 Telus Corp. Koodo Mobile 517210 Wireless telecommunications carriers (except satellite) 176 10112 Telus Corp. Telus 517210 Wireless telecommunications carriers (except satellite) 65 342 The ALDO Group Inc. Aldo 448210 Shoe stores 65 10058 The ALDO Group Inc. Aldo Accessories 448150 Clothing accessories stores Page 254 of 328 65 9940 The ALDO Group Inc. Aldo Liquidation 448210 Shoe stores 65 9941 The ALDO Group Inc. Aldo Outlet 448210 Shoe stores 65 10198 The ALDO Group Inc. Aldo PC 448210 Shoe stores 65 10245 The ALDO Group Inc. Call It Spring 448210 Shoe stores 65 6671 The ALDO Group Inc. Globo Shoes 448210 Shoe stores 65 10215 The ALDO Group Inc. Little Burgundy 448210 Shoe stores 65 8204 The ALDO Group Inc. Stone Ridge 448210 Shoe stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 124 522 The B&C Group Bowring 442298 All other home furnishings stores 124 2044 The B&C Group The Bombay Company 442110 Furniture stores 124 9993 The B&C Group The Bombay Company 442110 Furniture stores Outlet 110 648 The Children's Place Retail The Children's Place 448130 Children's and infants' Stores, Inc. clothing stores 110 10091 The Children's Place Retail The Children's Place 448130 Children's and infants' Stores, Inc. Outlet clothing stores 14 411 The Gap, Inc. Banana Republic 448140 Family clothing stores 14 12104 The Gap, Inc. Banana Republic 448140 Family clothing stores Factory Outlet 14 2076 The Gap, Inc. Gap 448140 Family clothing stores 14 9957 The Gap, Inc. Gap Factory Outlet 448140 Family clothing stores 14 978 The Gap, Inc. Gap Kids/ Baby Gap 448130 Children's and infants' clothing stores 14 12102 The Gap, Inc. Intermix 448120 Women's clothing stores 14 8659 The Gap, Inc. Old Navy 448140 Family clothing stores 22 1083 The Home Depot, Inc. The Home Depot 444110 Home centres 72 10047 The Jim Pattison Group AG Foods 445110 Supermarkets and other

Page 255 of 328 grocery (except convenience) stores 72 10039 The Jim Pattison Group Budget Foods 445110 Supermarkets and other grocery (except convenience) stores 72 10049 The Jim Pattison Group Bulkley Valley 445110 Supermarkets and other Wholesale grocery (except convenience) stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 72 562 The Jim Pattison Group Buy Low Foods 445110 Supermarkets and other grocery (except convenience) stores 72 723 The Jim Pattison Group Cooper's Foods 445110 Supermarkets and other grocery (except convenience) stores 72 15492 The Jim Pattison Group Freson Bros. 445110 Supermarkets and other grocery (except convenience) stores 72 10071 The Jim Pattison Group Nesters Market 445110 Supermarkets and other grocery (except convenience) stores 72 1581 The Jim Pattison Group Overwaitea Foods 445110 Supermarkets and other grocery (except convenience) stores 72 10048 The Jim Pattison Group Price$mart 445110 Supermarkets and other grocery (except convenience) stores 72 1856 The Jim Pattison Group Save On Foods & Drugs 445110 Supermarkets and other grocery (except convenience) stores 72 10024 The Jim Pattison Group Shop 'n Save 445110 Supermarkets and other Page 256 of 328 grocery (except convenience) stores 72 10025 The Jim Pattison Group Urban Fare 445110 Supermarkets and other grocery (except convenience) stores 104 1452 The Men's Wearhouse, Inc. Moores 448110 Men's clothing stores 350 1493 The New Brunswick Liquor ANBL 445310 Beer, wine and liquor stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC Corporation 44 7023 The North West Company Northern Stores 445110 Supermarkets and other Inc. grocery (except convenience) stores 44 1529 The North West Company Northmart 445110 Supermarkets and other Inc. grocery (except convenience) stores 174 10240 The Otto Group CB2 442110 Furniture stores 174 10234 The Otto Group Crate & Barrel 442110 Furniture stores 73 330 The Reitman Group Addition-Elle 448120 Women's clothing stores 73 9938 The Reitman Group Addition-Elle Outlet 448120 Women's clothing stores 73 1621 The Reitman Group Penningtons 448120 Women's clothing stores 73 10050 The Reitman Group Penningtons Superstore 448120 Women's clothing stores 73 1768 The Reitman Group Reitmans 448120 Women's clothing stores 73 8576 The Reitman Group RW & Co 448140 Family clothing stores 73 1906 The Reitman Group Smart Set 448120 Women's clothing stores 73 1881 The Reitman Group Thyme Maternity 448199 All other clothing stores 359 1850 The Saskatchewan Liquor Saskatchewan Liquor 445310 Beer, wine and liquor stores and Gaming Authority Store 234 9925 The Swatch Group Ltd Swatch 448310 Jewellery stores Page 257 of 328 75 10051 The TJX Companies, Inc. HomeSense 442298 All other home furnishings stores 75 10220 The TJX Companies, Inc. Marshalls 448140 Family clothing stores 75 2321 The TJX Companies, Inc. Winners 448140 Family clothing stores 237 12120 Tiffany & Co. Tiffany & Co. 448310 Jewellery stores 85 10060 Tim-Br Marts Ltd. Ace Hardware 444130 Hardware stores 85 402 Tim-Br Marts Ltd. BMR 444190 Other building material CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC dealers 85 10154 Tim-Br Marts Ltd. IRLY Building Centres 444190 Other building material dealers 85 1715 Tim-Br Marts Ltd. Pro Hardware 444130 Hardware stores 85 2155 Tim-Br Marts Ltd. Tim-Br Mart 444190 Other building material dealers 227 10094 Tommy Bahama Tommy Bahama 448140 Family clothing stores 227 12222 Tommy Bahama Tommy Bahama Outlet 448140 Family clothing stores 264 12136 Tory Burch LLC Tory Burch 448120 Women's clothing stores 264 12194 Tory Burch LLC Tory Burch Outlet 448120 Women's clothing stores 165 12179 Town Shoes Ltd. Designer Shoe 448210 Shoe stores Warehouse 165 4980 Town Shoes Ltd. Shoe Warehouse Store 448210 Shoe stores 165 1951 Town Shoes Ltd. Sterling Shoes 448210 Shoe stores 165 2129 Town Shoes Ltd. The Shoe Company 448210 Shoe stores 165 2179 Town Shoes Ltd. Town Shoes 448210 Shoe stores 76 2181 Toys 'R' Us Inc. Toys 'R' Us 451120 Hobby, toy and game stores 76 12135 Toys 'R' Us Inc. Wonderlab 451120 Hobby, toy and game stores 287 12153 Trade Secrets Canada Glamour Secrets Hair 812115 Beauty salons Salon Page 258 of 328 287 2184 Trade Secrets Canada Trade Secrets 446120 Cosmetics, beauty supplies and perfume stores 213 6018 Tristan & Iseult Inc. Tristan 448140 Family clothing stores 297 898 Trivestment Holdings Fabricland/Fabricville 451130 Sewing, needlework and Limited piece goods stores 281 12152 True Religion Apparel, Inc. True Religion 448140 Family clothing stores 281 15271 True Religion Apparel, Inc. True Religion Outlet 448140 Family clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 116 2008 TSC Stores Ltd. TSC Stores 444130 Hardware stores 100 676 Uniprix Inc Clinique Sante 446110 Pharmacies and drug stores 100 10107 Uniprix Inc Uniclinique 446110 Pharmacies and drug stores 100 10106 Uniprix Inc Unipharm 446110 Pharmacies and drug stores 100 2229 Uniprix Inc Uniprix 446110 Pharmacies and drug stores 132 9491 Urban Barn Urban Barn 442110 Furniture stores 205 12105 Urban Outfitters, Inc. Anthropologie 448120 Women's clothing stores 205 12106 Urban Outfitters, Inc. Free People 448120 Women's clothing stores 205 10280 Urban Outfitters, Inc. Urban Outfitters 448140 Family clothing stores 372 15236 Value Mobile Value Mobile 517210 Wireless telecommunications carriers (except satellite) 240 12125 VF Corporation 7 For All Mankind 448140 Family clothing stores 240 15506 VF Corporation Splendid 448120 Women's clothing stores 240 12126 VF Corporation The North Face 451119 All other sporting goods stores 240 12221 VF Corporation The North Face Outlet 451119 All other sporting goods stores 240 12124 VF Corporation Vans 448140 Family clothing stores 240 15488 VF Corporation Vans Outlet 448140 Family clothing stores 239 12122 Victorinox AG Victorinox 448199 All other clothing stores Page 259 of 328 298 3390 Visions Electronics Visions Electronic 443143 Appliance, television and other electronics stores 285 12190 Walking On A Cloud Ashley/Healthwalk 448210 Shoe stores 285 12191 Walking On A Cloud SAS Shoes 448210 Shoe stores 285 6686 Walking On A Cloud Walking on a Cloud 448210 Shoe stores 285 12192 Walking On A Cloud Walking on a Cloud 448210 Shoe stores Outlet CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 80 2279 Wal-Mart Stores, Inc. Wal-Mart 452110 Department stores 80 10118 Wal-Mart Stores, Inc. Wal-Mart Supercenters 452110 Department stores 305 2065 Walt Disney Co. The Disney Store 453220 Gift, novelty and souvenir stores 305 12193 Walt Disney Co. The Disney Store Outlet 453220 Gift, novelty and souvenir stores 248 2288 Warehouse One Warehouse One 448140 Family clothing stores 82 15282 Weston Group ARZ Fine Foods 445110 Supermarkets and other grocery (except convenience) stores 82 1748 Weston Group Atlantic Superstore 445110 Supermarkets and other grocery (except convenience) stores 82 397 Weston Group Axep 445110 Supermarkets and other grocery (except convenience) stores 82 12166 Weston Group Box by nofrills 445110 Supermarkets and other grocery (except convenience) stores 82 12384 Weston Group City Market 445110 Supermarkets and other grocery (except convenience)

Page 260 of 328 stores 82 6006 Weston Group Dominion 445110 Supermarkets and other (Newfoundland) grocery (except convenience) stores 82 892 Weston Group Extra Foods 445110 Supermarkets and other grocery (except convenience) stores 82 949 Weston Group Fortinos 445110 Supermarkets and other CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC grocery (except convenience) stores 82 966 Weston Group Freshmart 445110 Supermarkets and other grocery (except convenience) stores 82 1080 Weston Group Holt Renfrew 448140 Family clothing stores 82 8162 Weston Group Home Health Care 446199 All other health and personal care stores 82 12123 Weston Group Hr2 448140 Family clothing stores 82 10221 Weston Group Joe Fresh 448140 Family clothing stores 82 1234 Weston Group L'Intermarche 445110 Supermarkets and other grocery (except convenience) stores 82 1323 Weston Group Loblaws 445110 Supermarkets and other grocery (except convenience) stores 82 1340 Weston Group Lucky Dollar Foods 445120 Convenience stores 82 6088 Weston Group Maxi 445110 Supermarkets and other grocery (except convenience) stores 82 12167 Weston Group Maxi & Cie 445110 Supermarkets and other Page 261 of 328 grocery (except convenience) stores 82 10179 Weston Group Murale 446120 Cosmetics, beauty supplies and perfume stores 82 1524 Weston Group No Frills 445110 Supermarkets and other grocery (except convenience) stores 82 12170 Weston Group Osaka Supermarket 445110 Supermarkets and other CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC grocery (except convenience) stores 82 1722 Weston Group Provigo 445110 Supermarkets and other grocery (except convenience) stores 82 12151 Weston Group Provigo Le Marche 445110 Supermarkets and other grocery (except convenience) stores 82 6004 Weston Group Save Easy 445110 Supermarkets and other grocery (except convenience) stores 82 1883 Weston Group Shop Easy 445110 Supermarkets and other grocery (except convenience) stores 82 1886 Weston Group Shoppers Drug 446110 Pharmacies and drug stores Mart/Pharmaprix 82 10195 Weston Group Shoppers Drugmart 446110 Pharmacies and drug stores Simply Pharmacy 82 1987 Weston Group Super Valu 445110 Supermarkets and other grocery (except convenience) stores

Page 262 of 328 82 6568 Weston Group T&T Supermarket 445110 Supermarkets and other grocery (except convenience) stores 82 12385 Weston Group The Real Canadian 445310 Beer, wine and liquor stores Liquor Store 82 257 Weston Group The Real Canadian 445110 Supermarkets and other Superstore grocery (except convenience) stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 82 2243 Weston Group Valu-Mart 445110 Supermarkets and other grocery (except convenience) stores 82 10223 Weston Group Wholesale Club 445110 Supermarkets and other grocery (except convenience) stores 82 2347 Weston Group Y.I.G. 445110 Supermarkets and other grocery (except convenience) stores 82 2352 Weston Group Zehrs 445110 Supermarkets and other grocery (except convenience) stores 151 10170 Whole Foods Market, Inc. Whole Foods 445110 Supermarkets and other grocery (except convenience) stores 306 2308 Wicker Emporium Limited Wicker Emporium 442110 Furniture stores 91 8660 Williams-Sonoma, Inc. Pottery Barn 442298 All other home furnishings stores 91 8661 Williams-Sonoma, Inc. Pottery Barn Kids 442298 All other home furnishings stores 91 10186 Williams-Sonoma, Inc. West Elm 442298 All other home furnishings

Page 263 of 328 stores 91 12101 Williams-Sonoma, Inc. West Elm Market 442298 All other home furnishings stores 91 9648 Williams-Sonoma, Inc. Williams-Sonoma 442298 All other home furnishings stores 291 1566 Winmark Corporation Once Upon A Child 448130 Children's and infants' clothing stores 291 12159 Winmark Corporation Plato's Closet 448199 All other clothing stores CSCA MAJOR RETAIL CHAIN DATABASE - LIST OF CHAINS - 2016 Q3 CONGLOMERATE_ID CHAIN_ID CONGLOMERATE_NAME CHAIN_NAME NAICS2012_6_DIGIT_CODE NAICS2012_6_DIGIT_DESC 291 1688 Winmark Corporation Play It Again Sports 453310 Used merchandise stores 345 2121 WWRD Royal Doulton Store 442298 All other home furnishings stores 286 2338 Yellow Group Inc. Yellow Shoes / 448210 Shoe stores Chaussures Yellow 83 10126 YM Inc. Amnesia 448140 Family clothing stores 83 10069 YM Inc. Bluenotes 448140 Family clothing stores 83 10248 YM Inc. Bluenotes Outlet 448140 Family clothing stores 83 3245 YM Inc. Sirens 448120 Women's clothing stores 83 9985 YM Inc. Sirens Outlet 448120 Women's clothing stores 83 1954 YM Inc. Stitches 448120 Women's clothing stores 83 9987 YM Inc. Stitches Warehouse 448120 Women's clothing stores 83 2001 YM Inc. Suzy Shier 448120 Women's clothing stores 83 9989 YM Inc. Suzy Shier Outlet 448120 Women's clothing stores 83 10247 YM Inc. Urban Kids 448130 Children's and infants' clothing stores 83 9643 YM Inc. Urban Planet 448140 Family clothing stores 83 9997 YM Inc. Urban Planet Outlet 448140 Family clothing stores 83 9514 YM Inc. West 49 448140 Family clothing stores 83 12206 YM Inc. West 49 Outlet 448140 Family clothing stores Page 264 of 328 294 9536 Your Dollar Store with More Your Dollar Store With 452999 All other miscellaneous Inc. More general merchandise stores 362 154 Yukon Territories Yukon Liquor Store 445310 Beer, wine and liquor stores 208 12108 Zumiez Inc. Zumiez 448140 Family clothing stores

If you have any questions or comments on the data, please feel free to contact us:

Dr. Tony Hernandez Director, Centre for the Study of Commercial Activity Ryerson University [email protected] 416.979.5000 x 7200 Page 265 of 328 Downtown Orillia Retail Mix Analysis, Orillia, Ontario

Appendix H – Retail Chains Under 5,000 Square Feet Operating in Canada

Page 266 of 328 Schedule 'B'

Downtown Orillia Investment Attraction Plan

This plan is meant to complement the ongoing business attraction efforts being carried out by the City, DOMB and the LAR. This plan should be read within the context of the broader Downtown Tomorrow Plan.This plan is meant to address strategic action #14 in the Downtown Tomorrow Plan, as well as priority actions 17 & 18, which relate specifically to the attraction of retailers, an inventory of existing and available space, and the development of targeted promotional materials.

Strategic Actions Lead Support Timeline Budget Funding Source Recommendation #1: Establish a formal initiative designed to reduce and manage vacancy in the downtown area at a balanced rate of 5% - 8%

1.1. Identify on an annual basis, the top five spaces in the BIA City of Orillia DOMB, Orillia Area Year 1 N/A N/A and the top 5 spaces in the broader project area, which are CDC, Lakelands chronically vacant and in need of immediate attention. Special Association of attention shall be given to these 10 properties through all Realtors subsequent strategic actions. 1.2. Establish a recruitment team consisting of representatives City of Orillia DOMB, Orillia Area Year 1 N/A N/A from the City, the DOMB and the Lakeland Association of CDC, Lakelands Realtors to regularly discuss progress, identify properties Association of which need immediate attention, and discuss new Realtors opportunities as they arise. 1.3. Build upon the downtown inventory and update on a semi- DOMB City of Orillia, Year 1 N/A N/A annual basis to ensure that both the City and the DOMB are Chamber of aware of vacancies, so these can be addressed. Commerce

Recommendation #2: Develop a coordinated and targeted business recruitment campaign for specific under-represented commercial categories within the Downtown Orillia Project Area. These under represented categories include: restaurants, specialty foods, apparel, personal services, home furnishing and culture/entertainment/recreational uses. 2.1. Host workshops inviting would-be business owners with DOMB City of Orillia, Orillia Year 2 $500* Operating - an interest or passion in opening a commercial venture within Area CDC, Marketing (split the targeted commercial categories. Lakelands between City and Association of DOMB) Realtors 2.2. Host targeted receptions (familiarization tours) focused on City of Orillia/DOMB City of Orillia, Orillia Year 2 $3,000* Operating - invitees with a proven track-record in business operation in Area CDC, per tour Marketing (split nearby markets such as Barrie, Midland, Newmarket and Lakelands between City and Collingwood. Association of DOMB and LAR) Realtors 2.3. Participate/exhibit in national franchisee tradeshows City of Orillia/DOMB Lakelands Year 1 $1,500* Operating - highlighting the benefits of Orillia as an underserved and Association of Marketing (split "open-for-business" market. Realtors between City and DOMB and LAR)

2.4. Development of a promotional package for targeted City of Orillia DOMB, Lakelands Year 1, Q1 $8,000 RED Grant retailers. Association of (approved) Realtors 2.5. Coordinate a radio/newspaper/web advertising plan to City of Orillia/DOMB Orillia Area CDC, Year 1, Q1 $7,000 RED Grant promote opportunities to potential investors in the primary and Lakelands (approved) secondary trades areas, as well as the GTA. Association of Realtors Recommendation #3: Monitor commercial activity patterns in the Downtown Project Area in accordance with the key performance indicators identified in the previous section, and provide on-going updates to the commercial inventory database delivered to the City as part of this initiative.

3.1. Publish an annual report beginning in Q1 2018 (for the City of Orillia/DOMB Orillia Area CDC, Year 2 N/A N/A 2017 year) which documents key success and challenges in Lakelands the year. Association of Realtors 3.2. Provide open and transparent information that will assist DOMB City of Orillia, Orillia Year 1 N/A N/A the local business community and would-be investors in Area CDC, making informed location decisions about the downtown. Lakelands Association of Realtors

Recommendation #4: Support investments and other initiatives that enhance the public realm, including heritage conservation, accessibility, festivals/events, public art and stronger linkages with the waterfront, especially those related to the target industries identified within the report.

4.1. Ensure City grant programs (e.g. DTCIP) recognize the City of Orillia Orillia Area CDC Year 1 N/A N/A importance of these industries by ensuring evaluation criteria are structured to favour target (under represented) business categories. * Denotes expenditures which require budgetary approvals by DOMB and LAR Boards.

Page 267 of 328 Page 268 of 328

Presentation to Council December 5th, 2016 WHY ARE WE DOING THIS?

Page 269 of 328 Downtown Orillia

= BETTER DOWNTOWN SHOPPING EXPERIENCE!

Orillia Downtown Retail Mix – November 2016 2 BACKGROUND

• The Downtown Tomorrow Plan identified a number of strategic initiatives to enhance the downtown shopping and dining experience in Orillia • Strategic Initiative # 14 calls for the completion of a detailed inventory to understand the existing retail composition of the downtown area and provide guidance Page 270 of 328 with respect to the attraction of new retailers and services going forward

Orillia Downtown Retail Mix – November 2016 3 PROJECT SCOPE • Building on Strategic Initiative # 14, the Downtown Orillia Retail Mix Analysis was launched in July 2016

KEY DELIVEABLES Community Engagement • stakeholder interviews • public survey • store window campaign • business survey • social media campaign • community workshop Fieldwork & Inventory Database • ownership • trade group All Businesses (450) • address • business description • latitude/longitude • commercial category • assessed value • square footage • business name • hours of operation Page 271 of 328 • price classification • expansion plans Trade Area Research • licence plate surveys • review of historic customer origin data • review of downtown visitor surveys Identify Store/Business Gaps in • benchmarking DT Orillia to other comparable communities • evaluate business mix, representation and vacancy levels Downtown Orillia

Orillia Downtown Retail Mix – November 2016 4 WHAT THIS STUDY IS NOT ABOUT • The Downtown Orillia Retail Mix Analysis is not intended to be a comprehensive strategic plan for revitalizing the downtown area (i.e. the Downtown Tomorrow Plan) • Nor is it about:

Page 272 of 328 OR

Orillia Downtown Retail Mix – November 2016 5 ENGAGING ORILLIA RESIDENTS • Input from local residents, business owners and City staff has been central to the Downtown Orillia Retail Mix Analysis • Downtown Orillia Retail Mix Analysis has involved the following key components: 1) Stakeholder Interviews 2) Store Window Campaign

Page 273 of 328 3) Social Media Campaign 4) Public Survey (Aug. 8, 2016 – Sept. 2, 2016) 5) Business Survey (Aug. 8, 2016 – Sept. 9, 2016) individuals participated 6) Community Workshop (Sept. 20, 2016)

Orillia Downtown Retail Mix – November 2016 6 THE STUDY AREA The Study Area is comprised of: • Business Improvement Area (BIA) • Primary Focus Area • Project Area

The Study Area boundaries are

Page 274 of 328 consistent with the Downtown Area as defined in the Downtown Tomorrow Plan and is similar to the City of Orillia Official Plan Google Orillia Downtown Retail Mix – November 2016 7 COMMERCIAL SPACE DISTRIBUTION Business Establishments Commercial Space Location Total Number Percentage Total Space (ft2) Percentage

Downtown Business 250 54.9% 609,100 48.7% Improvement Area

Downtown Primary 80 17.6% 227,600 18.1% Focus Area Downtown Project 125 27.5% 411,800 33.1% Area Downtown Study 455* 100.00% 1,248,500 100.00% Area Total

*The number of business establishments does not include individual businesses within the following office buildings: The Common Roof – 169 Front Street South; and Northwest Healthcare Medical Offices – 100 Colborne Street West. These buildings are recorded as a single entry, therefore the actual number of businesses is slightly understated. When each of these businesses is included, there is a total of 480 commercial units in Downtown Orillia. Page 275 of 328

Orillia Downtown Retail Mix – November 2016 8 ORILLIA PROJECT AREA INVENTORY • The Orillia Project Area has been compared to several other popular waterfront oriented downtown areas, including:

TOTAL ORILLIA PROJECT AREA 1.25 Million Square Feet Page 276 of 328

1.49 Million 1.48 Million 0.95 Million 0.57 Million 0.20 Million Square Feet Square Feet Square Feet Square Feet Square Feet

Orillia Downtown Retail Mix – November 2016 9 Balancing Vacancy Managing commercial vacancy is a careful balancing act

TOO LITTLE (<4%) TOO MUCH (>9%) • Lower business to • Poor Image attraction 5% 8% • Lower Business • Stagnation attraction • Inability to find “the • Weakened

Page 277 of 328 right type” of space business and • Higher rent consumer Flight to other confidence locations Flight to other locations

Orillia Downtown Retail Mix – November 2016 10 DOWNTOWN VACANCY

TOTAL ORILLIA PROJECT AREA 18.4% 17.2% 11.2% 9.1% 8.2% 7.5%

20% 0% Healthy Commercial Vacancy (5 - 8 %) Vacancy Vacant Proportion of Total Zone Rate (%) Space (ft2) Vacant Space (%) • Only a handful of properties account for most of the

Page 278 of 328 Downtown Orillia Business 12.9% 80,400 34.9% vacant space Improvement Area (BIA) Majority of vacant space downtown is located outside 24,500 10.6% • Primary Focus Area 11.2% of the BIA and the Primary Focus Area Project Area 30.3% 125,300 54.4% TOTAL DOWNTOWN • When viewed in isolation vacancy rates in the BIA and 18.4% 230,200 100.0% PROJECT AREA VACANCY Primary Focus Area are closer to a healthy range

Orillia Downtown Retail Mix – November 2016 11 ORILLIA PROJECT AREA INVENTORY • Categories where Orillia Project Area is appropriately served in terms of its retail mix (share of total space) TARGET PROJECT AREA COMMERCIAL CATEGORY SHARE ACTUAL Supermarket & Grocery 3 to 5% 3.7% Pharmacy & Personal Care Stores 3 to 5% 3.1% Building & Outdoor Supply Stores 1 to 5% 2.7% Page 279 of 328 Finance, Insurance, Real Estate Services 5 to 15% 7.5% Health Care & Social Services 5 to 20% 10.5% On/Above Target On/Above Repair & Maintenance Services 0 to 2% 1.2%

Orillia Downtown Retail Mix – November 2016 12 ORILLIA PROJECT AREA INVENTORY • Categories where the Orillia Project Area is not served in terms of its retail mix (share of total space) TARGET PROJECT AREA COMMERCIAL CATEGORY SHARE ACTUAL Food & Beverage (Rest.) 10 to 15% 5.5% Personal Care Services 5 to 10% 2.9% Specialty Food & Convenience 3 to 8% 1.6%

Page 280 of 328 Apparel & Accessories 5 to 7% 3.4% Furniture & Home Electronics 4 to 9% 0.8% Off Target Off Sporting Goods, Hobbies, Books & Music 4 to 6% 2.0% Culture, Entertainment, Recreation 5 to 8% 3.2%

Orillia Downtown Retail Mix – November 2016 13 Potential Targets TAKE-UP NUMBER OF NEW COMMERCIAL CATEGORY OF NEW EXAMPLES OF POTENTIAL TENANTS ESTABLISHMENTS SPACE (ft2) Starbucks, David’s Tea, Coffee Culture, Booster Juice, Taco Bell, A&W, Freshii, Restaurants 50,000 5 – 10 Sunset Grill, Avocabar, The Works, Burger’s Priest, + independent operators Personal Services 20,000 5 – 10 Peekabo Child Care, Dogtopia, Blo Blow Dry Bar, + independent operators Fresh & Wild, M&M Meats, Almost Perfect, Nutty Chocolatier, Rocky Specialty Food Stores 15,000 2 – 5 Mountain Chocolate Factory, + independent operators Selected Merchandise 30,000 5 – 10 Homesense, The Source, Princess Auto, + independent operators Stores Culture, Entertainment & 30,000 5 – 10 independent operators Recreation Services TOTAL 145,000 22 – 45 Page 281 of 328 SUMMARY TABLE Total Space In Orillia Project Area (inventory) 1,250,000 ft2 Commercial Vacancy (2016) 230,000 ft2 18.4% Take-up of New Space (all categories) 145,000 ft2 Vacancy Impact (Targeted Reduction) 85,000 ft2 6.8%

Orillia Downtown Retail Mix – November 2016 14 Key Performance Indicators DOWNTOWN ORILLIA KEY WHY IT IS IMPORTANT BASE YR 1 YR 2 YR 3 PERFORMANCE INDICATORS 2016 COMMERCIAL VACANCY This is a standard measure of economic health and well-being for 18.4% ↓ ↓ ↓ RATE virtually every commercial node. A healthy vacancy rate should be in the order of 5% – 8% for most commercial markets.

NUMBER OF VACANT The number of vacant storefronts has been identified as a top priority 25 ↓ ↓ ↓ STOREFRONTS ON for the City to address. While some vacancy is important to promote MISSISSAGA STREET business formation, chronic vacancy should be avoided.

NUMBER OF BUSINESS This number can be used to monitor the net change in business 480 ↑ ↑ ↑ ESTABLISHMENTS activity from one year to the next.

VALUE OF COMMERCIAL The building department collects building permit for new construction TBD ↑ ↑ ↑ Page 282 of 328 BUILDING PERMITS and additions. Commercial investments provide a forward indication of business confidence.

NUMBER OF ATTENDEES The direct participation and involvement of stakeholders (business and 15 ↑ ↑ ↑ AT DOMB ANNUAL customers) will be critical in developing a people-oriented downtown. GENERAL MEETING

Orillia Downtown Retail Mix – November 2016 15 Key Performance Indicators DOWNTOWN ORILLIA KEY WHY IT IS IMPORTANT BASE YR 1 YR 2 YR 3 PERFORMANCE INDICATORS 2016 NUMBER OF NEW The successful revitalization of business activity in the downtown area TBD ↑ ↑ ↑ RESIDENTIAL UNITS will depend on realization of local population growth in the downtown COMPLETED and surround area. New housing will provide additional animation to the downtown area. NUMBER OF ANNUAL Annual events play an important role in promoting the destination TBD ↑ ↑ ↑ EVENTS & FESTIVALS qualities that make downtown Orillia unique. NUMBER OF FOOD & The number of establishments licenced to serve alcohol is a good TBD ↑ ↑ ↑ DRINKING proxy for investment in restaurants, lounges and bars. Residents ESTABLISHMENTS indicated the need to attract more food and beverage options in downtown Orillia. PARKING The cost of parking was identified as a major deterrent to downtown TBD ↔ ↔ ↔ REVENUES shopping and visitation. The extent to which the City realizes revenues Page 283 of 328 through fees and fines should be better understood in order to communicate why parking is not free in the downtown area. STUDENT ENROLLMENT The growth and expansion of post-secondary education has the 3,000 ↑ ↑ ↑ (LAKEHEAD UNIVERSITY & potential to provide an important economic footprint for Orillia. GEORGIAN COLLEGE Student growth and downtown revitalization have a beneficial ORILLIA CAMPUSES) relationship (i.e. attractive downtown > attracts more students // larger student and faculty base > more downtown customers.)

Orillia Downtown Retail Mix – November 2016 16 Recommendation # 1

Strategic Actions: Page 284 of 328

Orillia Downtown Retail Mix – November 2016 17 Recommendation # 2

Strategic Actions: Page 285 of 328

Orillia Downtown Retail Mix – November 2016 18 Recommendation # 3

Strategic Actions: Page 286 of 328

Orillia Downtown Retail Mix – November 2016 19 Recommendation # 4 Page 287 of 328 Strategic Actions:

Orillia Downtown Retail Mix – November 2016 20 Page 288 of 328

Orillia Downtown Retail Mix – December 2016 21 Contact Information

CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Economic Development Department Department of Development Services DATE: November 29, 2016 REPORT NO: DS-16-48 SUBJECT: Downtown Tomorrow Community Improvement Plan Review Panel and Policy Amendments

Recommended Motion

THAT Policy 4.2.1.3 – Downtown Tomorrow Community Improvement Plan Review Panel – Guidelines, be adopted as set out in Schedule “A” to this report;

AND THAT Chapter 251 of the City of Orillia Municipal Code, Delegated Authority, be amended as set out in Schedule “B” to this report;

Purpose

Further to the June 27, 2016 adoption of the Downtown Tomorrow Community Improvement Plan (DTCIP), Council directed staff to establish and amend City policies required to implement the Downtown Tomorrow Community Improvement Plan Tier 1 and Tier 2 financial incentive programs.

The following administrative amendments have been crafted to accommodate Council’s direction. These amendments include: • Addition of Policy 4.2.1.3 to the City of Orillia Policy Manual which establishes guidelines for the Downtown Tomorrow Community Improvement Plan Review Panel; and, • Amendments to Chapter 251 of the City of Orillia Municipal Code which provides the necessary delegated authority to approve Tier 1 and Tier 2 CIP financial incentive programs.

Background and Key Facts

• On Monday, June 27, 2016, Council adopted the Downtown Tomorrow Community Improvement Project Area and the Downtown Tomorrow Community Improvement Plan (DTCIP). • Further to Council’s direction, the following financial incentive programs will be implemented on January 1st, 2017: o Fees Grant Program o Feasibility/Design Study Grant Program

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o Façade Improvement Program o Building Improvement Grant Program o Residential Grant Program • Policy 4.2.1.3 of the City of Orillia Policy Manual authorizes the creation of the Downtown Tomorrow Community Improvement Plan Review Panel which will review and consider for approval, Tier 2 DTCIP financial incentive programs. • The following amendments to Chapter 251 of the City of Orillia Municipal Code are required to facilitate the implementation of the CIP financial incentive programs. o Amended to delegate authority to the Director of Economic Development for the approval of Tier 1 DTCIP financial incentive programs; o Amended to delegate authority to the Downtown Tomorrow Community Improvement Plan Review Panel for the approval of Tier 2 DTCIP financial incentive programs; o Amended to delegate authority to the Director of Economic Development to enter into grant agreements on behalf of the City further to the decision of the Downtown Tomorrow Community Improvement Review Panel for the Tier 2 DTCIP financial incentive programs; o Amended to remove the Downtown Orillia Management Board (DOMB) as delegated authority for the existing Downtown Orillia Façade Improvement Program.

Options & Analysis

As the following amendments implement Council’s prior direction, there is only one option presented for consideration.

THAT Policy 4.2.1.3 – Downtown Tomorrow Community Improvement Plan Review Panel – Guidelines be adopted as set out in Schedule “A” to this report;

AND THAT Chapter 251 of the City of Orillia Municipal Code, Delegated Authority, be amended as set out in Schedule “B” to this report;

As discussed in staff report DS-16-29, Tier 1 financial incentive programs include the Fees Grant Program and Feasibility Design Study Grant Program. These programs will be delegated to the Director of Economic Development or designate. These two programs provide the smallest grant amounts and are not required to be reviewed in a competitive manner. Further to meeting all required evaluation criteria, the delegated authority would approve the application and associated grant.

The Tier 2 financial incentive programs include the Façade Improvement Grant Program, the Building Improvement Grant Program and the Residential Grant Program. These financial incentive programs will be considered by a Community Improvement Plan Review Panel which will have authority to approve applications reviewed and considered through a competitive, evaluative context. The CIP Review Panel will consist of the following members: o Director of Economic Development (or designate) o Director of Development Services (or designate) o City Treasurer (or designate)

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o The Chief Building Official o A member of the Downtown Orillia Management Board (DOMB) The CIP Review Panel is an administrative body whose purpose is to review and disburse municipal funds through the DTCIP. As such, Policy 4.2.1.3 has been crafted to authorize the creation and use of the CIP Review Panel for this purpose. Representation on the Review Panel has been requested by the DOMB as the Business Improvement Area (BIA) is a significant economic and community development partner within the CIP Project Area.

Detailed reporting to Council will take place on an annual basis by staff of the Economic Development Department and will include: o Funds dispersed through the CIP incentive programs so as to determine which programs are being most utilized, and to adjust the programs as required; o Feedback from applicants with regard to the incentive programs so that adjustments can be made to the incentive program, as required, and, o The economic impact associated with projects taking advantage of the CIP incentive programs.

The Tier 3 financial incentive programs, being the Brownfield Tax Assistance Program, the Tax Increment Grant Program and the Development Charge Grant Program, are proposed to be implemented in future years, further to funding availability and Council’s direction to implement. Council will be the approval authority for Tier 3 financial incentive programs.

Comments from Departments/Agencies

Policy 4.2.1.3 has been vetted through the Senior Management Team and has been deemed to be acceptable and appropriate for the establishment of a CIP Review Panel.

Comments from Committees

The CIP Project Management Team consists of representation from the City of Orillia Development Services Department, Economic Development Office, Treasury Department and the DOMB. Comments and considerations from these departments/organizations have been captured within the report.

Communications

Comments were neither solicited nor obtained from the Manager of Communication.

Link to Strategic Plan

The recommendation included in this report supports the following goals identified in Council’s Strategic Plan: o Support Business – Improving Orillia’s competitive position • Supporting Existing Businesses and Industry • Improving the City’s Image

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• Establishing a Strategy for “City Core” Revitalization • Developing the Waterfront and its Potential

o Healthy Communities – Enhancing the wellness of the community • Investing in Arts, Culture and Recreation • Promoting a Broad Range of Housing Choices . • Enhancing Health, Safety and Accessibility

Conclusion

Further to the adoption of the Downtown Tomorrow CIPA and CIP, Council provided direction to staff to establish a Downtown Tomorrow Community Improvement Plan Review Panel for the review and approval of Tier 2 CIP financial incentive program applications and to amend Chapter 251 of the City of Orillia Municipal Code in order to provide the necessary delegated authority to implement the CIP. The following schedules provide the legislative framework to facilitate that direction.

Prepared by: Jeff Duggan, MCIP, RPP, Senior Planner and Laura Thompson, Ec.D., CEcD, Manager of Real Estate and Commercial Development on behalf of the Downtown Tomorrow Community Improvement Plan Project Review Team.

Ian Sugden, MCIP, RPP, Director of Development Services Jim Lang, CPA, CMA, City Treasurer Dan Landry, Ec. D., CEcD, Manager of Business Retention, Development and Industrial Business Jas Rattigan, CPA, CGA, Manager of Accounting Services

Schedules

 Schedule “A” – Proposed City Policy 4.2.1.3 – Downtown Tomorrow Community Improvement Plan Review Panel Guidelines  Schedule “B” – Proposed Amendment to Chapter 251 – Delegated Authority

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CITY OF ORILLIA POLICY MANUAL Part 4 Finance Section 2 Grants Sub-Section 1 Community Grants 4.2.1.3. Policy 3 Guidelines – Downtown Tomorrow Community Improvement Plan Review Panel

Page 1 of 6

STATEMENT and PURPOSE

The provision of financial incentive programs funded through the Downtown Tomorrow Community Improvement Plan (DTCIP), demonstrates Council’s commitment to stimulating economic revitalization within the downtown and furthering the objectives of the Downtown Tomorrow Plan.

The purpose of the Downtown Tomorrow Community Improvement Plan Review Panel (hereafter referred to as the Review Panel) is to establish parameters for reviewing applications for financial incentive program grants offered through the DTCIP.

PROGRAM OBJECTIVE

The objective of this policy is to ensure all applications are reviewed and assessed equitably and consistently. DTCIP financial incentive program grants are intended to stimulate economic activity by providing financial support to owners and tenants of property within the Downtown Tomorrow Community Improvement Project Area.

The Review Panel will review and assess applications for Tier 2 programs based on the associated program evaluation matrix. Tier 2 programs include: • Façade Improvement Grant Program • Building Improvement Grant Program • Residential Grant Program

FAÇADE IMPROVEMENT GRANT PROGRAM

The Façade Improvement Grant Program promotes the rehabilitation, restoration and improvement of the front, side and rear facades of commercial, institutional, residential and mixed use buildings, including retail storefront display areas and signage.

BUILDING IMPROVEMENT GRANT PROGRAM

The Building Improvement Grant Program promotes the maintenance and physical improvement of existing commercial, institutional and mixed use buildings and properties, in order to improve the attractiveness of the Project Area and provide safe and usable commercial, residential and mixed use space.

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CITY OF ORILLIA POLICY MANUAL Part 4 Finance Section 2 Grants Sub-Section 1 Community Grants 4.2.1.3. Policy 3 Guidelines – Downtown Tomorrow Community Improvement Plan Review Panel

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RESIDENTIAL GRANT PROGRAM

The Residential Grant Program promotes the renovation of existing residential units and the construction of new residential units through; a) Renovations to existing residential units in mixed use buildings to bring these units into compliance with the Building Code, Property Standards By-law and the Fire Code; or, b) Conversion of excess commercial and/or vacant space on upper stories of commercial and mixed use buildings to one or more net residential units; or, c) The infilling of vacant lots with two or more net residential units.

Administration of the Downtown Tomorrow Community Improvement Plan Tier 2 programs shall operate under the following policies:

ELIGIBLE APPLICANTS • Application for any of the incentive programs contained in this Plan can be made only for properties within the Community Improvement Project Area. • Existing and proposed land uses must be in conformity with applicable Official Plan, Zoning By-law and other planning requirements and approvals. • The applicant must be the owner of the property for the Residential Grant Program. • If the applicant is not the owner of the property, the applicant must provide written consent from the owner of the property to make an application for the Façade Improvement Grant Program or the Building Improvement Grant Program. • Applicants are eligible to receive a grant once per property per year (from the date of grant approval) to a maximum of two grants for any five year period for Tier 2 financial incentive programs. • An application for any Tier 2 CIP financial incentive program must be submitted to the City prior to the commencement of any works to which the financial incentive program will apply and prior to application for building permit. • An individual, corporation or other party who has litigation pending against the City is not eligible to apply for any of the incentive programs contained in this CIP.

GRANT CRITERIA • All applications for the Tier 2 DTCIP financial incentive program shall use a City of Orillia grant application form.

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CITY OF ORILLIA POLICY MANUAL Part 4 Finance Section 2 Grants Sub-Section 1 Community Grants 4.2.1.3. Policy 3 Guidelines – Downtown Tomorrow Community Improvement Plan Review Panel

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• An application for any Tier 2 DTCIP financial incentive program must include plans, estimates, contracts, reports, rental rates, sale prices, and other details as required by the City to satisfy the City with respect to costs of the project and conformity of the project with the CIP. • The City may require that an applicant submit professional urban design studies and/or professional architectural/ design drawings that are in conformity with the Design Principles and Guidelines put in place by the City. • As a condition of application approval, the applicant will be required to enter into a grant agreement with the City. This Agreement will specify the terms, duration and default provisions of the incentive to be provided. • Where other sources of government and/or non-profit organization funding (Federal, Provincial, Municipal, Canada Mortgage and Housing Corporation (CMHC), Federation of Canadian Municipalities, etc.) that can be applied against the eligible costs are anticipated or have been secured, these must be declared as part of the application, and accordingly, the grant from the City may be reduced on a pro-rated basis. • All proposed works approved under the financial incentive programs and associated improvements to buildings and/or land must conform to the Design Principles and Guidelines, the Heritage Conservation District Guidelines (if required? and as approved), and all other City guidelines, by-laws, policies, procedures, and standards. • When required by the City, outstanding work orders, and/or orders or requests to comply, and/or other charges from the City must be satisfactorily addressed prior to grant approval/payment. • Property taxes must be in good standing at the time of program application and throughout the entire length of the grant commitment.

REVIEW PANEL

The Review Panel shall consist of the following members: • Director of Economic Development (or designate) • Director of Development Services (or designate) • City Treasurer (or designate) • The Chief Building Official • A member of the Downtown Orillia Management Board (DOMB)

REVIEW PROCESS • Applications for Tier 2 programs will be accepted three (3) times per year with an application deadline of the last day of February, April and October

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CITY OF ORILLIA POLICY MANUAL Part 4 Finance Section 2 Grants Sub-Section 1 Community Grants 4.2.1.3. Policy 3 Guidelines – Downtown Tomorrow Community Improvement Plan Review Panel

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• Applications and supporting materials for Tier 2 programs which are received before one of the three (3) deadlines and meet the criteria above will be reviewed by City staff against program eligibility requirements. • City staff will review each application for completeness and may request further information from the applicant prior to deeming the application complete. • If the application is deemed complete, staff will determine eligible works and costs and forward to the Review Panel for consideration. • If the application is not within the Community Improvement Area, or it is clear that the application does not meet the program eligibility criteria, the application will not be accepted. • If staff determines that the application is not acceptable, the application will be returned to the applicant with a letter explaining the reason for not accepting the application. • Applications will be evaluated on their own merit based on their ability to meet the evaluation criteria. Meeting the eligibility requirements and providing all of the pertinent information does not guarantee that an applicant will receive funding. • Grants shall be used only for the community improvement purposes approved by Council. • Grant applications determined to be ineligible for funding shall be notified, in writing, of such determination.

PECUNIARY INTEREST

Appointed Review Panel members or their family are not eligible to submit an application to the Community Improvement Program. In the event that a Review Panel member wishes to submit an application, the member shall abstain from participating in the evaluation of all applications within that intake period and any subsequent intake periods for the remainder of the year and an alternate member shall be appointed from the respective City Department or DOMB to serve on the Review Panel for the remainder of the calendar year.

Any member of the Review Panel shall disclose any direct or indirect pecuniary interest for themselves or a family member and shall state the general nature of such interest. Where a conflict of interest has been declared, the appointed Review Panel member must abstain from participating in the evaluation of all applications within that intake period and any subsequent intake periods for the remainder of the year and an alternate member shall be appointed from the respective City Department or DOMB to serve on the Review Panel for the remainder of the calendar year.

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CITY OF ORILLIA POLICY MANUAL Part 4 Finance Section 2 Grants Sub-Section 1 Community Grants 4.2.1.3. Policy 3 Guidelines – Downtown Tomorrow Community Improvement Plan Review Panel

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FUNDING LEVELS • All funding is subject to the availability of funds and the approval of the annual budget by Orillia City Council. • Funding for each Downtown Tomorrow Community Improvement Plan Financial Incentive Program will be determined on an annual basis.

RELEASE OF FUNDS • Applicants awarded funding will receive confirmation from the Economic Development Department. • Funds will not be released until the project has been verified by City staff as complete as outlined in the original application. • Cheques will be addressed as it appears on the application. • Cheques shall be presented through the Mayor’s Office with a member of the Review Panel present, and all members of Council shall be advised of the presentation details in advance.

USE OF FUNDS • Funds shall be used only for the purposes outlined in the original application. • Changes that alter the intent of the original application may jeopardize future funding and require repayment of the grant as determined by the Review Panel.

ACKNOWLEDGEMENT OF SUPPORT Staff will work with grant recipients to determine suitable recognition for the City’s level of investment. At minimum, acknowledgement should appear with other funding partners in or on: • Print materials and social media feeds – By using the City of Orillia’s logo or making a written acknowledgement. • Verbal announcements – By mentioning support verbally in public announcements, presentations, press conferences and speeches. • On signage in a prominent, visible location on the subject property for the duration of the project, as provided by the City of Orillia.

An electronic version of the City logo can be obtained from the City’s Manager of Communications.

PROVISIONS FOR DEFAULTS The recipient shall repay the whole or any part of the grant, as determined by the City, if the recipient: • Is found to be in default of any of the general or program specific requirements, or any other requirement of the City;

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• Ceases operations; • Sells the property for which the grant has been approved; • Has knowingly provided false information in its application; or • Has failed to comply with the description of the works as provided in the application form and contained in the program agreement, with any amendments as approved by the City; • Have not completed the eligible works within specified timeframes;

Any unused portion of a grant remains the property of the City of Orillia. If any unused portion has already been paid to the recipient, it shall be repaid by the recipient upon request from the City.

REPORTING Detailed reporting to Council will take place within the first quarter of each calendar year by staff of the Economic Development Department and will include:

• Funds dispersed through the CIP incentive programs so as to determine which programs are being most utilized, and to adjust the programs as required; • Feedback from applicants with regard to the incentive programs so that adjustments can be made to the incentive program, as required, and, • The economic impact associated with projects taking advantage of the CIP incentive programs.

(R. 2016-XXX XX.XX.XX)

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BY-LAW NUMBER 2016-XX OF THE CITY OF ORILLIA

A BY-LAW TO AMEND CHAPTER 251 OF THE CITY OF ORILLIA MUNICIPAL CODE – DELEGATED AUTHORITY

WHEREAS it is deemed expedient to amend Chapter 251 of the City of

Orillia Municipal Code being the Chapter to establish delegated authority.

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE

CITY OF ORILLIA HEREBY ENACTS AS FOLLOWS:

1. THAT 32 in Schedule “A” of Chapter 251 of the City of Orillia Municipal

Code – Delegated Authority be deleted and that successive numbers be renumbered accordingly:

Authority Delegate Criteria 32 Manage and provide Downtown Orillia Authority to manage and provide grants – Façade Management Board grants in accordance with the Improvement Program criteria established for the Façade Improvement Program as set out in the Community Improvement Plan and subject to the following conditions: • A representative from the Municipal Heritage Committee is to be included in the Façade Improvement Program and; The submission of a detailed annual report to Council on the successes of the incentive program, the value of the grants given in that year, and a request for funds for the coming year in accordance with City of Orillia Policy 1.2.1.5. .

2. THAT Number 43 in Schedule “A” of Chapter 251 of the City of Orillia

Municipal Code – Delegated Authority be added as follows:

Authority Delegate Criteria 43 Downtown Tomorrow Director of Economic Authorized to approve Tier One Community Development or (1) applications, being the Fees Improvement Plan designate Grant Program and the Tier One (1) Financial Feasibility / Design Study Grant Incentive Programs. Program. Within the first quarter of each calendar year, the Director of Economic Development or designate shall submit to Council a report detailing the exercise of the delegated

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authority.

3. AND THAT 44 in Schedule “A” of Chapter 251 of the City of Orillia

Municipal Code – Delegated Authority be added as follows:

Authority Delegate Criteria 44 Downtown Tomorrow Downtown Tomorrow Authorized to approve Tier Two Community Community (2) applications, being the Improvement Plan Improvement Review Façade Improvement Grant Tier Two (2) Financial Panel Program; the Building Incentive Programs. Improvement Grant Program, and the Residential Grant Program.

4. AND THAT 45 in Schedule “A” of Chapter 251 of the City of Orillia

Municipal Code – Delegated Authority be added as follows:

Authority Delegate Criteria 45 Downtown Tomorrow Director of Economic Authorized to enter into Tier Community Development Two (2) grant agreements on Improvement Plan behalf of the City. Tier Two (2) Financial Within the first quarter of each Incentive Programs. calendar year, the Director of Economic Development or designate shall submit to Council a report detailing the exercise of the delegated authority.

BY-LAW read a first, second and third time and finally passed this XX day

of December, A.D. 2016.

______MAYOR

______CAO/CITY CLERK

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Page 302 of 328 CITY OF ORILLIA

TO: Council Committee – December 5, 2016 FROM: Treasury Department DATE: November 29, 2016 REPORT NO: Treas-2016 G-18 SUBJECT: Chapter 261 Purchasing Policy Revision

Recommended Motion

THAT Chapter 261 of the City’s Municipal Code (Chapter 261) established to maintain a policy concerning the procurement or goods and services, be repealed and replaced with the proposed purchasing policy as set out in Schedule “B” of this report.

AND THAT the revisions take effect on January 1, 2017.

Purpose

The purpose of this report is to provide an updated purchasing policy to align with the requirements specified by the Broader Public Sector (BPS) Procurement Directive, various trade agreements and the City’s goal to streamline purchasing processes.

Background & Key Facts

• A procurement policy, in the form of a by-law, is required to comply with the provisions of the Municipal Act and applicable trade treaties, to ensure bidding and procurement practices reflect the principles of fairness, openness, equity and consistency.

• The 2011 BPS Procurement Directive applies to all designated broader public sector organizations and was implemented in a phased-in approach. The Directive sets out mandatory requirements such as segregation of duties, approval authorities and procurement processes.

• Municipal purchasing policies must also reflect procurement thresholds for open competition as specified in various trade agreements including the Ontario- Quebec Trade and Cooperation Agreement (OQTCA), the Canada-European Union Comprehensive Economic and Trade Agreement (CETA) and the Agreement on Internal Trade (AIT).

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• The City’s current purchasing policy, originally adopted in 1988, has received minor updates and specific revisions to date.

• The focus of this revision to the purchasing policy is to ensure procurement processes are aligned with the City’s objectives of obtaining best value, service delivery, minimizing risk and maintaining an open and fair process for procurement in an environment of open competition as mandated by the BPS Procurement Directive and related trade agreements.

• The objectives of this policy review were to:

Objectives Deliverables Ensure policies, processes and A review of our Municipal comparators procedures reflect industry standard was conducted to ensure processes and allow for an appropriate level of and authority levels aligned with governance, management and proposed policies. Internally, City efficiencies. Departments were surveyed to identify strengths and weaknesses of the current purchasing by-law and processes.

Improve efficiency of the purchasing Information is clearly presented and process through Department and user authority levels are summarized in an feedback. easy to read table format. Existing templates will be revised and additional templates developed to ensure consistency in purchasing procedures.

Increase the level of procurement Training sessions will be held across all knowledge across the organization. Departments to implement the new policy and introduce a purchasing guide.

• The review process occurred over the last six months and included:

a) Municipal Comparison Review: A review of proposed procurement policies for the City of Orillia against comparators of a similar size and complexity was completed. The proposed changes are consistent with comparators of similar decentralized purchasing structures.

b) Staff Consultation: Purchasing process feedback from user Departments is received on an ongoing basis. Most recently, Departments were requested to document weaknesses and issues experienced using the City’s purchasing policy. City users provided valuable information and identified opportunities for improvement.

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c) Best Practices Research: Staff relied heavily on the BPS Procurement Directive to update the City’s purchasing processes as well as recently revised purchasing by-laws of Municipal comparators.

Options & Analysis

The proposed set of revisions to the purchasing policy is the first step in implementing the BPS Procurement Directives and industry standards. The City’s purchasing policy defines the standards to ensure that procurement is conducted in a competitive, open and fair manner. Roles and responsibilities are clarified with the inclusion of new sections and tables clearly outlining authority levels. Procedural sections have been removed from the purchasing policy and are incorporated into a draft procedural manual to be managed by the City’s administration.

The approval process and authorities are areas of the purchasing policy that required the most critical review to improve the efficiency of the City’s purchasing program. A summary of Schedule “B” - Approval Authority Schedule, Chapter 261 is provided below. In the first section, Department and City approval levels are summarized for purchases with approved budgets. The second section summarizes changes to the purchasing procedure. The third section summarizes the circumstances in which Council approval is required.

1) Approval Authority with approved budget : Approval New Authority Existing Authority Department Director or Designate $50,000 $25,000 CAO, CFO, City Treasurer or Designate $50,001 - $100,000 no change CAO >$100,000 and up to $200,000 the approved budget Change Orders – refer to Schedule “B” Chapter 261 for changes to authority levels.

2) Procurement Processes: New Threshold Existing Threshold Non-Competitive Purchases $5,000 $2,000 Invitational Purchases (3 bids) $5,001 - $50,000 $2,001 - $25,000 Open Competition Purchases >$50,001 >$25,001 Consulting Services: Non-Competitive $0 - $50,000 Excluded Consulting Services: Invitation (3 bids) $50,001 - $99,000 Excluded Consulting Services: Open Competition ≥ $100,000 Excluded Non-Standard Procurement – refer 261.4.4 and Schedule “C”, Chapter 261 for specific Circumstances.

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3) Council approval required for the following: New Policy Old Policy • Statute prescribes Council approval √ √ • Contract requiring approval from the √ √ Ontario Municipal Board • Any or all of Chapter 261 is waived √ √ • Funds not previously approved during the √ √ budget process • Increased Funding from a Reserve Fund √ √ is required • Emergency Unbudgeted expenditure is √ √ required • Change Orders exceeding specified limits √ √

With the implementation of electronic procurement in the spring of 2017, the City will support an environment of open competition as outlined by the various trade agreements. The City will receive bids for those goods and services advertised for open competition electronically; there will be no public bid opening events in these cases. Once reviewed, tender and proposal results will be posted and sent directly to all bidders through our bids and tenders system.

Option 1 - Recommended Motion

THAT Chapter 261 of the City’s Municipal Code established to maintain a policy concerning the procurement or goods and services, be repealed and replaced with the proposed purchasing policy as set out in Schedule “B” of this report.

AND THAT the revisions take effect on January 1, 2017.

Staff recommends this option because the proposed changes not only align the City’s purchasing policy with the BPS Procurement Directive, related trade agreements and industry standards, but also provide a clear framework for the City’s purchasing activities. The improved descriptions and guidance within Chapter 261 are designed to promote consistent, efficient purchasing practices across all Departments.

Option 2

That Report Treas-2016 G18 be received as information.

The effect of this motion would be that Chapter 261 would remain as is and that the City would not meet the requirements outlined in the BPS Procurement Directive.

Financial Impact

This report has no immediate direct financial impact; however, Chapter 261 of the City’s Municipal Code has a fundamental impact on every procurement decision made by the

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Corporation. The purchasing policy will ensure defined methods and thresholds are used for the procurement of goods, services and construction and that a competitive bid process will be consistently used as required.

Comments from Departments/Agencies

SMT reviewed the proposed changes to Chapter 261 and feedback was incorporated in the final version of the purchasing policy.

Comments from Committees

Comments were neither solicited nor obtained from any Committees.

Communications

Comments were neither solicited nor obtained from the Communications Manager.

Link to Strategic Plan

The recommendation included in this report supports the following goals identified in Council’s 2010-2014 Strategic Plan: • Demonstrating Excellence in Corporate Governance

Conclusion

Staff is recommending that Council proceed with Option 1 to ensure that the City’s purchasing policy is aligned with the BPS Procurement Directive and the various trade agreements affecting the City’s procurement of goods, services and construction. The changes to the purchasing policy provide a framework for efficient processes and reflect open and fair procurement principles.

Schedules

 Schedule “A” – Summary of Proposed Changes to Chapter 261  Schedule “B” – Chapter 261 Purchasing - Revised

Prepared by & Key Contact: Lynn Telford, Manager of Financial Services Approved by: Jim Lang, City Treasurer

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Schedule “A” Summary of Proposed Changes to Chapter 261

Changes Chapter 261 Reference Details and Rationale General Improvement to policy Entire policy . Use of plain language to improve understanding . Added definitions to ensure consistency . Detailed descriptions to improve guidance

Clarification of Roles and 261.3.9 • CAO Responsibilities  Final approval of recommended changes to purchasing procedures and protocols  Overall responsibility to ensure procurement activities reflect requirements set out in Chapter 261

• Directors and Department Heads  Exercise appropriate authority for purchasing activities  Delegate authority limits to staff  Identify and address non-compliance with Chapter 261 within their Department

• Treasury Department  Research developments in public procurement requirements and best practices in order to update Chapter 261, manuals and templates Page 308 of 328  Ensure consistent application of policy and procedures  Address unresolved purchasing process issues, issues raised by staff and issues raised by bidders or suppliers to City Treasurer, CFO and CAO as required  Ensure compliance and reporting non-compliance to the appropriate Director, Department Head and/or CAO

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Changes Chapter 261 Reference Details and Rationale Changes to Terminology 261.4.3 • Standard Procurement defined 261.4.4 • Non-Standard Procurement defined • Non-competitive and limited competition processes defined Schedule “C” • Specific circumstances when non-standard procurement is permitted

Definitions provide clarity to the circumstances when non- standard procurement applies.

Simplification 261.4.5 • Emergency Purchases – improved definition and process 261.4.8 • Council Approval – clearly identifies when Council approval is required

Exemptions Schedule “A” Exempt Procurements – a detailed list of the purchases of goods, services or construction not covered under Chapter 261

Approval Authority Schedule “B” Approval Authority Schedule – a chart to clarify authority to execute under the procurement process

Sufficient Funding Approved to Cover Procurement:

Page 309 of 328  Procurement of Goods, Non-Consulting Services and Construction  Procurement of Consulting Services  Exempt and Non-Standard Procurement  Change Orders

 Procurement for Which Council Approval is Required

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Changes Chapter 261 Reference Details and Rationale New Elements 261.3.6 City’s Conduct and Conflict of Interest

261.3.7 Supplier’s Conduct and Conflict of Interest

261.3.8 Separation of Roles and the Role of Council

Schedule “D” Statement of Ethics for public Purchasers / Statement of Ethics for Procurement

These sections of Chapter 261 strengthen the City’s procurement practices by stating the roles and expectations of all involved in the process.

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Schedule "B" ADMINISTRATION

Chapter 261 PURCHASING

CHAPTER INDEX

261.1.1 Approved capital and operating budgets - defined 261.1.2 Best Value - defined 261.1.3 Bid - defined 261.1.4 Bidder - defined 261.1.5 CAO - defined 261.1.6 Change order - defined 261.1.7 City - defined 261.1.8 City staff - defined 261.1.9 Competitive Process - defined 261.1.10 Construction - defined 261.1.11 Consulting Services - defined 261.1.12 Contract - defined 261.1.13 Cooperative Purchasing – defined 261.1.14 Emergency - defined 261.1.15 Goods - defined 261.1.16 Procurement Value - defined 261.1.17 Proposal - defined 261.1.18 Publicly advertised - defined 261.1.19 Purchase order - defined 261.1.20 Purchasing card - defined 261.1.21 Qualified supplier - defined 261.1.22 Quotation - defined 261.1.23 Real Property - defined 261.1.24 Service - defined 261.1.25 Tender - defined

Article 2 PURCHASING PRINCIPLES

261.2.1 Best Value Procurement 261.2.2 Quality – Quantity – Cost Effective Manner

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261.2.3 Open – Transparent – Competitive - Bidding 261.2.4 Responsive – Responsible - Vendors 261.2.5 Effective Business Planning 261.2.6 Environmental Preservation 261.2.7 Co-operative Purchasing 261.2.8 Accessibility Commitments 261.2.9 Trade Agreements – Laws - Regulations

Article 3 GENERAL PROVISIONS

261.3.1 Agent for the City 261.3.2 Incorrect Procedure 261.3.3 Contract Splitting 261.3.4 Administrative - Policies - Procedures 261.3.5 Dispute Resolution 261.3.6 City’s Conduct and Conflicts of Interest 261.3.7 Supplier’s Conduct and Conflicts of Interest 261.3.8 Separation of Roles and the Role of Council 261.3.9 Roles, Responsibilities and Authorities 261.3.10 Chapter Review 261.3.11 Municipal Act

Article 4 AUTHORITY TO INCUR EXPENDITURES

261.4.1 Procurement - Approval - Council Operating - Capital Budget 261.4.2 Council - Approval Required 261.4.3 Standard Procurement 261.4.4 Non-Standard Procurement 261.4.5 Emergency Purchases 261.4.6 Delegated Procurement Authorities 261.4.7 Conditions of Delegated Authority 261.4.8 Council Approval 261.4.9 Bidder Debriefings 261.4.10 Contract Management and Supplier Performance

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261.4.11 Change Orders – Capital Project Tenders 261.4.12 Litigation 261.4.13 Records Retention and Access to Information 261.4.14 Unsolicited Proposals 261.4.15 Co-Operative Tendering 261.4.16 Fair Trade Products

Article 5 PERSONAL PURCHASES

261.5.1 Personal - purchases - prohibited

Article 6 DISPOSAL OF SURPLUS ASSETS

261.6.1 Review of assets 261.6.2 Surplus assets - offer 261.6.3 Surplus assets 261.6.4 Equipment – exception

Article 7 SCHEDULES

Schedule “A” – Exempt Procurements Schedule “B” – Approval Authority Schedule Schedule “C” – Non-Standard Procurements Schedule “D” – Statement of Ethics for Public Purchasers, Statement of Ethics for Procurement

Article 1 INTERPRETATION

261.1.1 Approved capital and operating budgets - defined “approved capital and operating budgets” means the budgets as approved by Council.

261.1.2 Best Value - defined “best value” means the optimal balance of performance and cost determined in accordance with pre- defined evaluation process.

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261.1.3 Bid - defined “bid” means a submission in response to a solicitation document.

261.1.4 Bidder - defined “bidder” means a supplier that submits a bid.

261.1.5 CAO - defined “CAO” means the Chief Administrative Officer of the City or designate.

261.1.6 Change order - defined “change order” means a written amendment to the contract between the City and the Contractor stating their agreement upon a change in the work, contract amount or time resulting in a change in the cost of the project. Change orders arise usually for the following reasons: owner initiated design change; purchaser initiated design change; lack of co-ordination between design disciplines; incomplete design drawings at the time of tender; or concealed or unknown conditions.

261.1.7 City - defined “City” means The Corporation of the City of Orillia.

261.1.8 City staff - defined “City staff” means all the employees of the City, including employees of Boards and Committees.

261.1.9 Competitive Process - defined “competitive process” means either an Open Competition or an Invitational Competition.

261.1.10 Construction - defined “construction” means the process of using labour to build, alter, repair, improve or demolish any structure, building or public improvement, and generally does not apply to routine maintenance, repair or operations of existing real property.

261.1.11 Consulting Services - defined “consulting services” means the provision of expertise or strategic advice that is presented for consideration and decision-making, and includes services provided by architects, engineers, designers, surveyors, geo-technical consultants, planners and technology consultants.

261.1.12 Contract - defined “contract” means a binding agreement between two or more parties which may be evidenced by an agreement executed by the City and a supplier or a purchase order issued to the supplier by a duly authorized employee of the City.

261.1.13 Cooperative Purchasing - defined “cooperative purchasing” means a variety of arrangements whereby two or more public procurement entities combine their requirements in a single procurement process to obtain advantages of volume purchases from the same supplier(s) or contractor(s).

261.1.14 Emergency - defined “emergency” means a situation where the immediate acquisition of goods or services is essential to prevent serious delays, to meet contractual requirements, to minimize further damage, to address health and safety issues, or to restore minimum service.

261.1.15 Goods - defined “goods” means movable property including services that are incidental to the provision of the movable property such as manufacturing, delivery, installation, or maintenance and any necessary raw materials, products, supplies, equipment and other physical objects of every kind and description whether in solid, liquid, gaseous or electronic form, unless they are procured as part of a construction contract.

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261.1.16 Procurement Value - defined “procurement value” means the total value of the goods, services or construction being procured, and includes all costs to the City including acquisition, delivery, installation, training, less applicable rebates or discounts, inclusive of the unrecoverable portion of the Harmonized Sales Tax (HST).

261.1.17 Proposal - defined “proposal” means a sealed written offer from any company or individual in response to a publicly advertised invitation to provide goods or services to the City where the requirements cannot be definitely specified and may be subject to further negotiation.

261.1.18 Publicly advertised - defined “publicly advertised” means the request for Tender or Proposal must be advertised either on the City’s website, newspapers, or on an electronic tendering service, whichever is deemed appropriate.

261.1.19 Purchase order - defined “purchase order” means a written offer to purchase goods and/or services on the form prescribed by the manager responsible for corporate purchasing. A Purchase Order is a legal binding contract on behalf of The Corporation of the City of Orillia.

261.1.20 Purchasing card - defined “purchasing card” is a bank procurement card designed to streamline the City’s procurement of low-value goods and services where permitted under and in accordance with the purchasing policy set out in this Chapter.

261.1.21 Qualified supplier - defined “qualified supplier” means a supplier of goods or services of a specialized nature or the only supplier of the goods or services, or additions or expansion to an existing approved contract and that would provide continuity of the system.

261.1.22 Quotation - defined “quotation” means an offer or submission received from a vendor, contractor or consultant in response to a request for quotation.

261.1.23 Real Property - defined “real property” means land and its permanently affixed buildings or structures.

261.1.24 Service - defined “service” means the furnishing of labour, time, or effort by a supplier, which may involve the delivery or supply of products incidental to the provision of the services, and consulting and non-consulting services.

261.1.25 Tender - defined “tender” means a sealed written offer submitted on a City tender form by any company or individual in response to a publicly advertised invitation to supply stipulated goods or services at a particular price, which offer may be subject to acceptance or rejection.

ORILLIA 261.5 August 2016 Page 315 of 328 PURCHASING 261

Article 2 PURCHASING PRINCIPLES AND GOALS

The purchasing principles and key goals of this purchasing Policy are:

261.2.1 Best Value Procurement To obtain the best value for the City when procuring goods, services and construction. This may include, but not limited to, the determination of the total cost of performing the intended function over the lifetime of the task, acquisition cost, installation, disposal value, disposal cost, training cost, maintenance cost, quality of performance, service, warranties, terms, delivery schedule, environmental impact and ability to meet or exceed specifications.

261.2.2 Quality - Quantity - Cost Effective Manner To acquire the necessary quality and quantity of goods, services and/or construction in an efficient, timely and cost effective manner, while maintaining the controls necessary for a public institution.

261.2.3 Open – Transparent - Competitive - Bidding To encourage the most open, transparent, competitive bidding practical for the acquisition and disposal of goods, services and construction, with the objective and equitable treatment of all vendors.

261.2.4 Responsive - Responsible - Vendors To use responsive and responsible vendors who comply with the provisions of the bid solicitation, including specifications, contractual terms and conditions, and who can be expected to provide satisfactory performance on the proposed contract based on reputation, references, performance on previous contracts and sufficiency of financial and other resources.

261.2.5 Effective Business Planning To encourage effective business planning such that goods, services and construction will only be acquired after consideration of need, alternatives, timing and appropriate life cycle management.

261.2.6 Environmental Preservation To acquire necessary goods, services and construction with due regard to the preservation of the natural environment, to encourage vendors to supply goods made by a method resulting in the least damage to the environment and to encourage vendors to supply goods incorporating recycled materials where practical and based on the business practice of the vendor.

261.2.7 Co-operative Purchasing To join with other units of publicly funded agencies in co-operative purchasing arrangements, when the best interests of the City would be served.

261.2.8 Accessibility Commitments To promote, and incorporate, whenever possible, the requirements of the Ontarians with Disabilities Act, 2001 (ODA), the Accessibility for Ontarians with Disabilities Act, 2005 (AODA), and specifically, Ontario Regulation 429-07 and Ontario Regulation 191-11 made under the Accessibility for Ontarians with Disabilities Act, 2005 in procurement activities of the City. Considerations shall be made for the aforementioned legislation, as well as any requirements contained in other legislation (either provincial or federal) which may impact the procurement activities of the City. Accessibility features will be incorporated in the designing, procuring or acquiring self-service kiosks. An explanation is required in a case when it is deemed not practicable to incorporate accessibility criteria and features in procurement activities.

261.2.9 Trade Agreements – Laws - Regulations To ensure compliance with all applicable trade agreements, laws, regulations, reciprocal non- discrimination and geographic neutrality with respect to Ontario’s trading partners.

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Article 3 GENERAL PROVISIONS

261.3.1 Agent for the City Unless otherwise provided in accordance with this Chapter, the manager responsible for corporate purchasing shall act as the legal Purchasing Agent for the City of Orillia, in a decentralized purchasing system, for the purchase of all goods and services and shall be responsible for providing all necessary advice and services required for such purchases in accordance with the methods of purchase authorized by this Chapter.

261.3.2 Incorrect Procedure No purchase of goods, services and construction shall be authorized unless it is in compliance with this Chapter. Goods, services and construction that are obtained without following the provisions of this Chapter will not be accepted, and any invoices received will not be processed for payment.

261.3.3 Contract Splitting Subdividing, splitting or otherwise structuring procurement requirements or contracts in order to reduce the procurement value or in any way circumvent the requirements or intent of this Chapter is not permissible.

261.3.4 Administrative - Policies - Procedures In addition to this Chapter, the City has procedures, protocols, templates and forms for use during the procurement process. All tools will be maintained and updated by Treasury Department and stored on the City’s intranet. From time to time, the Chief Administrative Officer and/or the City Treasurer are authorized to establish administrative policies, direction and procedures.

261.3.5 Dispute Resolution Disputes shall be resolved as follows:

a) Meeting between the bidder and the manager responsible for corporate purchasing; b) If 261.3.5 a) does not lead to a resolution, the decision can be appealed to the City Treasurer; or c) If 261.3.5 b) does not lead to a resolution, the decision can be appealed to the Council.

261.3.6 City’s Conduct and Conflicts of Interest a) The City’s procurement processes must be conducted with integrity and in accordance with:

i) Chapter 27 of the City’s Municipal Code - Code of Conduct – Members of Council, Committees and Local Boards; ii) the Statement of Ethics for Public Purchasers in Schedule “D” of this Chapter; and iii) the Municipal Conflict of Interest Act, R.S.O. 1990, c.M.50, as applicable

b) All participants in a procurement process, including external consultants or other service providers acting on the City’s behalf, must declare any perceived, possible or actual conflicts of interest.

c) No purchase will be processed for personal items of direct benefit to officers or employees of the City or any member of Council except when permitted by policy or with prior approval of the CAO.

261.3.7 Supplier’s Conduct and Conflicts of Interest a) The City expects its suppliers to act with integrity and conduct business in an ethical manner. b) The City may refuse to do business with any supplier that: i) Has engaged in illegal or unethical bidding practices; ii) Has an actual or potential conflict of interest; iii) Has demonstrated inadequate performance under a previous contract with the City; or

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iv) Fails to adhere to ethical business practices. c) All suppliers participating in a procurement process must declare any perceived, possible or actual conflicts of interest. d) Illegal or unethical bidding practices include: i) Bid-rigging, price-fixing, bribery or collusion or other behaviours or practices prohibited by federal or provincial statutes; ii) Attempting to gain favour or advantage by offering gifts or incentives to City officers and employees, members of Council or any other representative of the City; iii) Submitting inaccurate or misleading information in response to a procurement opportunity; and iv) Engaging in any other activity that compromises the City’s ability to run a fair procurement process. e) In providing goods, services or construction to the City, suppliers are expected to adhere to ethical business practices including: i) Performing all City contracts in a professional and competent manner and in accordance with the terms and conditions of the contract; ii) Complying with all applicable laws, including safety and labour codes (both domestic and international as may be applicable); iii) Ensuring that fair wages are paid to suppliers’ employees; and iv) Providing workplaces that are free from harassment or discrimination of any kind.

261.3.8 Separation of Roles and the Role of Council a) In accordance with best practices in municipal procurement, there is a need for a clear separation of political and administrative functions in relation to the City’s procurement operations. It is the role of Council to establish policy and to approve expenditures through the City’s budget approval process. Through this Chapter, Council delegates to the City’s officers and employees the authority to incur expenditures in accordance with approved budgets through the procurement of goods, services and construction in accordance with the rules and process set out in this Chapter.

b) To avoid the potential appearance of bias or political influence in procurement contract award decisions, members of Council will have no involvement in competitive procurement processes from the time those procurement processes have been initiated through the advertisement or issuance of the solicitation document until a contract has been entered into with the successful bidder, except where Council is required to approve the contract award in accordance with 261.4.8.

261.3.9 Roles, Responsibilities and Authorities Specific responsibilities pertaining to all stages of the procurement process are outlined in this Chapter and the City’s procurement procedures and protocols. General roles and responsibilities delegated to the City’s officers and employees are summarized below:

261.3.9.1 Chief Administrative Officer It is the role of the CAO to oversee the conduct and activities of the City’s employees in carrying out procurement roles. Responsibilities include: i) Approving procedures and protocols as developed and recommended by Treasury Department; ii) Ensuring compliance with this Chapter and reporting serious incidents of non-compliance to Council as warranted.

261.3.9.2 Chief Financial Officer The Chief Financial Officer is responsible for overseeing and providing procurement guidance to all City staff.

261.3.9.3 Directors and Department Heads

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It is the role of the Departments, City Administration and Staff to ensure that their requirements for goods, services and construction are met in accordance with the goals and objectives of this Chapter. Directors, Department Heads or their designates are responsible for: i) Exercising their authority for all procurement activity within the prescribed limits of this Chapter; ii) Delegating authority approval limits to staff in compliance with this Chapter and all applicable procedures and protocols; iii) Ensuring that all procurement activities and decisions are authorized by this Chapter and are carried out in accordance with the City’s procurement procedures and protocols; iv) Monitoring all contract expenditures to ensure compliance with approved budgets; and v) Identifying and addressing non-compliance with this Chapter and applicable procedures and protocols within their Departments.

261.3.9.4 Department Employees Employees of all Departments are responsible for complying with this Chapter. Employees involved in procurement activities must clearly understand their responsibilities under this Chapter and consult with the Treasury Department should questions regarding the application or interpretation of this Chapter arise.

261.3.9.5 Treasury Department It is the role of the Treasury Department to lead the City’s procurement operations and is responsible for: i) Researching developments in Canadian public procurement requirements and best practices and recommending updates to this Chapter and the City’s procedures and protocols to reflect developments; ii) Providing procurement advice and maintaining necessary forms and solicitation document templates; iii) Ensuring the consistent application of procurement procedures and protocols and providing procurement services in an efficient manner; iv) Addressing and resolving issues or concerns that arise in respect of a procurement process or the application and interpretation of this Chapter and seeking guidance from the CFO and CAO as required; v) Referring unresolved issues raised by City employees to the CAO as necessary; vi) Referring unresolved complaints from bidders or suppliers to the City Treasurer, CFO and CAO as required; vii) Ensuring compliance with this Chapter and reporting non-compliance to the appropriate Director or Department Head and/or CAO as required; and viii) Serving as the City’s representative as a member of co-operative purchasing groups and organizations when it is determined to be in the best interest of the City.

261.3.10 Chapter review This Chapter will be reviewed and revised on a periodic basis. It is anticipated that reviews will be conducted every five years or more frequently as required.

261.3.11 Municipal Act This Chapter is structured to adhere to the principles of The Municipal Act, S.O. 2001,, section 270, which requires all municipalities and local boards in the province of Ontario to adopt and maintain a “Procurement Policy” with respect to the purchase of goods, services and construction.

Article 4 AUTHORITY TO INCUR EXPENDITURES

261.4.1 Procurement - Approval - Council Operating - Capital Budget The procurement and payment process starts with the establishment and approval by Council of the operating and capital budgets.

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261.4.2 Council - Approval Required When funds to purchase goods or services are not included in the approved current operating or capital budgets, the department head shall report to Council to obtain the approval of Council prior to issuing a purchase order. The source of financing must be identified.

261.4.3 Standard Procurement A standard procurement is the acquisition of goods, services or construction through the applicable process and method identified and described in this Chapter. Depending on the type and value of the goods, services or construction required, standard procurement processes include:

a) placing an order under an existing contract; b) making low cost purchases using petty cash, corporate purchasing card or the issuance of a purchase order; c) conducting an invitational competition by soliciting bids from a minimum of three suppliers; or d) conducting an open competition by publicly advertising and posting the solicitation document.

All standard procurement processes must be approved, conducted and reported in accordance to this Chapter and all applicable procedures and protocols.

261.4.4 Non-Standard Procurement A non-standard procurement is the acquisition of goods, services or construction through a process or method other than the process and method normally required for the type and value of the required goods, services or construction, as identified and described under Schedule “C“ of this Chapter. Non- standard processes include:

a) a Non-Competitive Process, where the goods, services or construction are acquired directly from a particular supplier without conducting a competitive process when an Invitation Competition or an Open Competition would normally be required; or b) a Limited Competition, where bids are solicited from a limited number of suppliers when an open Competition would normally be required.

The use of a non-standard procurement process is only permitted under the specific circumstances set out in Schedule “C” of this Chapter.

All non-standard procurement processes must be approved and conducted in accordance with this Chapter and all applicable procedures and protocols.

261.4.5 Emergency Purchases Notwithstanding any other provisions of this Chapter, goods, services and construction may be purchased on an emergency basis where they are required as a result of an unforeseeable situation or event occurs that is a threat to any of the following:

a) public health and/or safety; b) the maintenance of essential City services or to prevent the disruption of essential City services; c) the welfare of persons or of public property; or d) the security of the City’s interests; and e) time does not permit the use of standard procurement process.

All emergency purchases must be reported to the CAO and the City Treasurer, a purchase order issued and CIP prepared to inform Council as soon as reasonably possible under the circumstances. The department head must report to Council to secure additional budget in accordance with Schedule “B”, as soon as possible after the emergency.

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261.4.6 Delegated Procurement Authorities Delegated authorities to award a contract and execute a legal agreement or issue a purchase order evidencing a contract are set out in the table in Schedule “B” of this Chapter. A contract must be established by the evidence of a legal agreement and/or the issuance of a purchase order before the delivery of goods, services or construction commences.

261.4.7 Conditions of Delegated Authority The delegated procurement authorities are subject to the following conditions: a) No contract award may be approved unless approved funding in an amount sufficient to cover the procurement value including the unrecoverable HST portion is available and the procurement process was conducted in accordance with this Chapter and applicable procedures and protocols; b) No contract may be entered into, either through the issuance of a purchase order or the execution of a legal agreement, unless approved funding in an amount sufficient to cover the procurement value including the unrecoverable HST portion is available and the procurement process was conducted in accordance with this Chapter and applicable procedures and protocols

261.4.8 Council Approval 261.4.8.1 Council Approval The following contracts for goods, services or construction require Council approval, unless approved in accordance with Section 261.4.8.2 : a) Any contract prescribed by statute to be made by Council; b) Any contract requiring approval from the Ontario Municipal Board; c) Where any or all of the sections in this Chapter are waived; d) Contracts not previously approved by Council during the budget process; e) Any increased funding requirements from Reserve Funds; f) Emergency expenditures as outlined in 261.4.5; and g) Change orders as outlined in 261.4.11.

261.4.8.2 CAO Authority to Approve Where necessary, the CAO is authorized to approve the contracts normally subject to Council approval, as set out in Section 261.4.8.1, during the time that regular Council meetings are suspended, provided that a report is submitted to Council, as soon as reasonably possible, setting out the details of any contract approved pursuant to this authority.

261.4.9 Bidder Debriefings

Where the City has conducted a competitive procurement process, unsuccessful bidders may request a debriefing. Debriefings must be conducted in accordance with the City’s purchasing procedures.

261.4.10 Contract Management and Supplier Performance All contracts must be managed by the respective Department Head in accordance with this Chapter and all applicable procedures and protocols to ensure that both the City and the supplier fulfill the requirements of the contract.

261.4.11 Change Orders – Capital Project Tenders Staff shall be authorized to approve change orders for capital project tenders in accordance with Schedule “B”. If pre-approval from Council is not feasible due to urgent circumstances, staff shall report to Council as soon as possible after the event, seeking approval of a revised project budget.

Deficits and surpluses on all completed capital projects shall be reported annually through the budget process.

261.4.12 Litigation The City shall preclude a respondent from bidding if such respondent has made a formal demand or otherwise put The City on notice for a pending action or is involved in any actual litigation proceedings,

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(excepting only construction lien demands, notices or proceedings) by or against or otherwise involving the City, until a final decision is rendered and for three years.

261.4.13 Records Retention and Access to Information All procurement activities must be supported by appropriate documentation and all records relating to a procurement process must be retained in accordance with the City’s Record Retention Schedule and any associated records management policies and practices.

Disclosure of Information related to the City’s procurement processes must be made in accordance with applicable procurement procedures and protocols and the City’s policies with respect to disclosure and protection of information in accordance with the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA) and the Personal Health Information Protection Act (PHIPA), as amended.

261.4.14 Unsolicited Proposals Any procurement resulting from the receipt of an unsolicited bid must comply with the provisions of this Chapter.

In the absence of a competitive process, a contract may only be awarded in respect of an unsolicited proposal if a Non-Standard Procurement is permitted in accordance with this Chapter and all applicable procedures and protocols.

261.4.15 Co-operative Tendering The City may participate in co-operative purchasing initiatives with other government or broader public sector entities where it is in the best interests of the City to do so.

The co-operative purchasing process may be conducted in accordance with the procurement policies and procedures of the entity that is responsible for co-ordinating and leading the process, provided those policies and procedures are consistent with the City’s obligations under applicable trade agreements and the City’s procurement goals and objectives set out in this Chapter.

261.4.16 Fair Trade Products The City shall give equal consideration for the purchase of “Fair Trade Certified” products that are offered in response to a procurement request provided the submission is compliant with this Chapter, that it meets or exceeds the stated specification or terms of reference and is determined to be the economically best value for purchase.

261.4.17 Purchasing Card The use of a Purchasing Card is encouraged to expedite the procurement of low-value goods, services and construction, adhering to the purchasing procedures in this Chapter.

261.4.17.1 Issuance Individual cards are issued to employees, as directed by the department head, for the purchase of goods, services and construction required by the City. Each individual card will have transaction and monthly limits as determined by the department head.

261.4.17.2 Cash Advance The purchasing card shall not be used for cash advances.

261.4.17.3 Limit The employee and his/her supervisor prior to issuance of the card must sign agreements detailing the responsibilities of the cardholder. The general levels for purchasing cards are $500 per transaction and a limit of $2,000 per month.

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Article 5 PERSONAL PURCHASES

261.5.1 Personal - Purchases - Prohibited No City staff or Members of Council of the City of Orillia shall:

1. Purchase or offer to purchase, on behalf of the City, any goods or services, except in accordance with this Policy.

2. Bid on the City’s purchases of goods and services.

3. Purchase surplus assets except by public auction, or similar process, unless expressly authorized by Council.

No personal purchases shall be made by the City for Members of Council, any appointed member of a Board or Committee or for any employees.

Article 6 DISPOSAL OF SURPLUS ASSETS

261.6.1 Review of Assets Departments should from time to time review their assets, to determine which are deemed surplus, no longer used, which have become obsolete, worn out or scrap.

261.6.2 Surplus Assets - Offer Departments should offer surplus assets to other departments, agencies and charitable organizations prior to any public process. The value of the surplus asset shall be determined prior to any exchange.

261.6.3 Surplus Assets Surplus assets may be made available to the public through a public auction or disposed of in keeping with the values and process of sections 261.4.3 to 261.4.8.

261.6.4 Equipment - Exception Notwithstanding Section 261.6.3, equipment may be disposed through a tendering process or sold, as part of the down payment on the purchase of the replacement item.

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SCHEDULE “A” EXEMPT PROCUREMENTS

This Chapter does not apply to the acquisition of the following goods/services/construction:

1. Goods or services the supply of which is controlled by a statutory monopoly.

2. Work to be performed on property under the provisions of a lease, warranty or guarantee held in respect of the property or original work.

3. Goods purchased on a commodity market.

4. The following goods and services related to training and education:

• Conferences, conventions, courses and seminars • Newspapers, magazines, books and periodicals • Memberships • Computer software for educational purposes

5. Services provided by the following licenced professionals: • Medical doctors • Dentists • Nurses • Pharmacists • Lawyers • Notaries

6. Goods and services related to cultural or artistic fields such as: • Events supporting local non-profit organizations • Entertainers for theatre or special events • Original art works • A contract to be awarded to the winner of a design contest

7. The following special services: • Payroll deduction remittances • Workers Safety Insurance Board payments • Health benefits • Union Contract/Employee Agreement expenses • Health and social services • Recreation program facilitators and/or hosts • Services of financial analysts or the management of investments by organizations who have such functions or primary purpose • Financial services respecting the management of financial assets and liabilities (i.e. treasury operations), including ancillary advisory and information services, whether or not delivered by a financial institution • Facility leases or management contracts • Honorariums • Expert witnesses • Arbitrators

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This Chapter does not apply to payment of the City’s general expenses, such as:

• Refundable employee expenses (advances, meal allowances, travel, miscellaneous) • Tax remittances • Debenture payments • Sinking fund payments • Insurance premiums • Damage claims • Legal settlements • Arbitration awards • Petty cash replenishment • Charges to and from other government bodies • Council approved grants • Refunds (such as property tax refunds, building permit refunds, refunds for cancelled services, programs or events) • Licence fees (regular licence fees for vehicles, elevators, communications, software etc. required to maintain existing products and systems originally obtained in accordance with this Chapter) • Utilities (monthly charges, maintenance, utility relocations, construction acquisition or where proprietary) including water and sewer, telephone (excludes cellular) and cable television • Real property payments including land, buildings, leasehold interests, easements, encroachments and licences.

ORILLIA 261.15 August 2016 Page 325 of 328 SCHEDULE “B” APPROVAL AUTHORITY SCHEDULE Sufficient Funding has been Approved to Cover Procurement Value:

Procurement of Goods, Non-Consulting Services and Construction: Threshold * Approval Authority • Non-Competitive $0 - $5,000 Department Director/ Internal Approval Authority • Invitational (3 written quotes/bids) $5,001 - $50,000 Department Director or Designate • Open Competition - Request for Tender/Proposal $50,001 - $100,000 CAO or CFO or City Treasurer or Designate • Open Competition - Request for Tender/Proposal > $100,000 CAO

Procurement of Consulting Services: • Non-Competitive $0 - $50,000 Department Director or Designate • Invitational (3 written quotes/bids) $50,001 - $99,999 CAO or CFO or City Treasurer or Designate • Open Competition - Request for Tender/Proposal ≥ $100,000 CAO

Exempt and Non-Standard Procurement (Schedule “A” / “C”): • Non-Competitive $0 - $5,000 Department Director/ Internal Approval Authority • Non-Competitive or Invitational (3 written quotes) $5,001 - $50,000 Department Director or Designate • Non-Competitive or Invitational (3 written quotes) $50,001 - $100,000 CAO or CFO or City Treasurer or Designate • Non-Competitive or Invitational (3 written quotes) > $100,000 CAO

Change Orders: Tenders ≤ $1,000,000, up to 15% of Tender Award or Maximum Maximum: $25,000 Department Director or Designate Threshold Tenders ≤ $3,000,000, up to 15% of Tender Award or Maximum Maximum: $150,000 CAO Threshold Tenders > $3,000,000 N/A To be assigned at the time of Approval

Council Approval Required: Page 326 of 328 Procurement of Any Goods, Services or Construction For Which: Threshold * Approval Authority Statute prescribes Council approval all Council Contract requiring approval from the Ontario Municipal Board all Council Exemption from any or all purchasing methods is required all Council Budget has not been approved all Council Increased Funding from a Reserve Fund is required all Council Emergency Unbudgeted Expenditure is required  $10,000 Council Change Orders exceeding Specified Threshold Limits  150,000 Council *Threshold limits: . include the unrecoverable portion of the HST and represent the value of the annual contract or entire multi-year contract.

ORILLIA 261.16 August 2016 SCHEDULE “C” NON-STANDARD PROCUREMENTS

Goods, services and construction may only be acquired through a non-standard procurement process under the following circumstances:

1. Where a standard procurement process conducted in accordance with this Chapter and applicable procedures and protocols has not resulted in the receipt of any bids.

2. Where only one supplier is able to meet the requirements of a procurement in order to:

a) ensure compatibility with an existing product, equipment, facility or service required; b) recognize exclusive rights, such as exclusive licences, copyright and patent rights; c) maintain specialized products that must be maintained by the manufacturer or its representative; or d) provide the good or service by the specific date required.

3. Work is required at a location where a vendor has already been secured through a recent competitive process, with established unit process and it is considered to be beneficial and cost effective to extend the unit prices for the work to be completed.

4. Where there is an absence of competition for technical reasons and the goods or services can only be supplied by one particular supplier and no alternative or substitute exists.

5. For reasons of standardization, warranty, function or service, such as technical qualifications.

6. For the procurement of goods or services relating to matters of a confidential or privileged nature where the disclosure of those matters through an open competition could reasonably be expected to compromise government confidentiality, cause economic disruption or otherwise be contrary to the public interest.

7. For the procurement of goods, services or construction from a public body or a non-profit organization.

8. For the procurement of goods, services or construction through the use of Ontario’s Vendor of Record (VOR) Program, where analysis supports best value.

9. For the procurement of goods under exceptionally advantageous circumstances such as bankruptcy or receivership, but not for routine purchases.

10. For the procurement of a prototype of a first good or service to be developed in the course of and for a particular contract for research, experiment, study or original development, but not for any subsequent purchases.

11. For the procurement of goods, services and construction that is financed primarily from donations that are subject to conditions that are inconsistent with a standard procurement process conducted in accordance with this Chapter and applicable procedures and protocols.

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SCHEDULE “D” STATEMENT OF ETHICS FOR PUBLIC PURCHASERS STATEMENT OF ETHICS FOR PROCUREMENT

Goal: To ensure ethical, professional and accountable procurement.

All employees authorized to purchase Goods, Services and/or Construction on behalf of the City must adhere to the following principles:

1. Open and honest dealings with everyone who is involved in the purchasing process. Procurement activities must be open and accountable. This includes all businesses with which this City contracts or from which it purchases Goods, Services and/or Construction, as well as all members of our staff.

2. Fair and impartial award recommendations for all Contracts and tenders. Contracting and purchasing activities must be fair, transparent and conducted with a view to obtaining the best value for public money. This means that City staff do not extend preferential treatment to any vendor, including local companies. Not only is it against the law, it is not good business practice, since it limits fair and open competition for all vendors and is therefore a detriment to obtaining the best possible value for each tax dollar.

3. An irreproachable standard of personal integrity on the part of all those representing the City in purchasing activities. Individuals involved in procurement activities must act, and be seen to act, with integrity and professionalism. Honesty, care and due diligence must be integral to all procurement activities within and between the organization, suppliers and other stake holders. Respect must be demonstrated for each other and for the environment. Confidential information must be safeguarded. Participants must not engage in any activity that may create, or appear to create, a conflict of interest, such as accepting gifts or favours, providing preferential treatment, or publicly endorsing suppliers or products.

4. Cooperation with other Public Agencies in order to obtain the best possible value for every tax dollar. This City is a member of a cooperative purchasing group made up of several public agencies. This group pools its expertise and resources in order to practice good value analysis and to purchase goods, services and/or construction in volume and save tax dollars.

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