COUNCIL MEETING 9:00 AM Tuesday, December 3, 2019

A G E N D A COUNCIL MEETING 9:00 AM Tuesday, December 3, 2019

Page

1. Call Meeting to Order

2. Motion to Accept Agenda

3. Declaration of Pecuniary Interest

4. Minutes 5 - 9 November 12th, 2019 Special Council Meeting Minutes

10 - 23 November 19th, 2019 Regular Council Meeting Minutes

5. Business Arising From the Minutes 24 - 25 CL 53-2019 - Business Arising from the Minutes of November 19th, 2019

6. Appointments 26 - 34 9:05 a.m. - Hilltop Park 2020 Grant Request

35 - 36 9:15 a.m. - Mike Hawkins, Oxford Trails 2020 Grant Request

9:30 a.m. - Michelle Wood, By-law Exemption Request - Recreational Vehicle Parking

37 - 39 CL 54-2019: By-law Exemption Request (Beachville Road) - Recreational Vehicle in Residential Zone

Page 1 of 168 Page

40 - 48 9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Request

49 - 50 9:55 a.m. - George Way, Sweaburg Cemetery 2020 Grant Request

7. Staff Reports 51 - 53 BD 04-2019: September 2019 Building Report

54 - 56 BD 05-2019: October 2019 Building Report

57 - 59 BD 06-2019: Replacement of the Heating and Cooling System at Brownsville Hall

60 - 61 CAO 36-2019: Christmas Closure 2019

62 - 63 CAO 35-2019: Formalized Christmas Gift Card Policy

64 - 69 CAO 37-2019: 2020 Cost of Living Adjustment

70 - 71 CL 55-2019: Breach of Planning Act - Zone Change Application ZN 4-18- 07

8. Discussion Items Continuation of draft 2020 Budget deliberations

SWIFT Funding - Direction from Council

9. Planning & Zoning 72 - 81 Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Operations Office - 401225 ON-401 Woodstock

10. Agenda Items & Correspondence 82 - 145 #150- Tillsonburg Airport Feasibility Analysis

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146 - 149 #151- Beachville Museum Quarterly Report

150 #152- ROMA and ORGA Discuss Future Opportunities

11. Accounts Payable Report 151 December 3rd, 2019 - Accounts Payable Report

12. Information Items & Correspondence 152 - 154 #153- St. Marys Council Comments Regarding the Draft 2020 UTRCA Budget

155 - 157 #154- Town of Amherstberg Resolution - Declaration of Climate Emergency in the Town of Amherstburg

158 - 162 #155- Town of Amherstberg Resolution - Joint and Several Liability Consultation - Town of Amherstberg Support

163 #156- Municipality of South Huron Resolution - Transformation of Building Services

13. By-Laws and Agreements 164 - 165 By-Law No. 92-2019 - To authorize the closure of the following road allowance: a portion of the road allowance between lots 24 & 25, BFC, South-West Oxford (West Oxford) being Part 5, Plan 41R-8251 (Pye)

166 By-Law No. 93-2019 - To repeal By-law 60-2019 (Erwin Family Holdings Inc.)

14. Committees

15. Strategic Planning

16. New Business

17. Closed Session

18. Council Round Table

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19. Confirmatory By-Law 167 By-Law No. 94-2019 - To confirm all actions and proceedings of Council (December 3rd, 2019)

20. Adjournment

21. Dates to Remember

168

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TOWNSHIP OF SOUTH-WEST OXFORD MINUTES SPECIAL COUNCIL MEETING November 12, 2019

MEMBERS PRESENT: David Mayberry Paul Buchner (Ward 1), Peter Ypma (Ward 2), George Way (Ward 4), Jim Pickard (Ward 5), Craig Gillis (Ward 6)

MEMBERS ABSENT: Valerie Durston (Ward 3)

STAFF PRESENT: Mary Ellen Greb, CAO Diane Larder, Treasurer Julie Forth, Clerk Bill Freeman, Works Superintendent Jeff VanRybroeck, Fire Chief Howard Leaver, CBO

CALL MEETING TO ORDER

The meeting was called to order by Mayor David Mayberry at 9:00 a.m. and a quorum was present.

MOTION TO ACCEPT AGENDA

Resolution No. Moved by George Way Seconded by Craig Gillis

RESOLVED that the special meeting agenda for the November 12th, 2019 meeting of council be approved.

DISPOSITION: Motion Carried

DECLARATION OF PECUNIARY INTEREST There were no declarations of pecuniary interest.

STAFF REPORTS

TR 26-2019: 2020 Draft Budget

Treasurer Diane Larder provided a summary of the 2020 draft budget for Council’s review and consideration. She noted that the draft budget proposes an increase of approximately 3.8%; 1% of the proposed budget is roughly $58,284.

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Special Council Meeting Minutes - November 12, 2019

It was noted that additional funds for anticipated tax rebates may be required in the estimated amount of $160,000. These funds are not included within the proposed draft budget as the information was received following the preparation of the draft. The requirement to include the additional funds will result in increase of approximately 6.8%.

Resolution No. Moved by Peter Ypma Seconded by Craig Gillis

RESOLVED that the Council of The Township of South- West Oxford receive Report No. TR26-2019 entitled "2020 Draft Budget" as information.

DISPOSITION: Motion Carried

DISCUSSION ITEMS

2020 Budget Deliberations: 2020 Draft Budget

Council reviewed the draft 2020 budget as presented and made the following comments and changes:

 Councillor Way commented that he is happy to see road work, paving and new equipment coming in for 2020. He thinks that there are places within the proposed draft that can be trimmed to reduce the estimated increase.  Councillor Pickard commented that he thinks each department may be able to go back to see what other items they can do without for 2020. He would like to see the budget increase more in line with the cost of living increase (2%).  Councillor Buchner echoed Councillor Way and Councillor Pickard’s comments regarding the draft budget as presented and stated that there will need to be some changes as a result of the anticipated tax rebate.  Councillor Ypma commented that he was surprised by some of the requests from cemeteries and hall boards, and that Council will have a challenge ahead to find some savings.  Councillor Gillis agreed with comments of other members of Council.  Treasurer Diane Larder commented on some of the budget highlights which includes a proposed staff person for parks operations, with a focus on grass cutting for Township owned properties.  It was noted that Ontario Municipal Partnership Funding is expected to be less than what was received in 2019.

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Special Council Meeting Minutes - November 12, 2019

General Government

 Township insurance will be increasing by approximately 2% in 2020.  Discussion took place regarding the former OPP building in Beachville. Council would like to have a discussion in 2020 about options for this property.  Council reduced the amount for Council Conferences in 2020 to $5,000.  Proposed budget amounts for volunteer appreciation was reduced by $1,000 and staff conferences was reduced by $1,400.  $1,000 was moved to the Township newsletter from flowers, trophies and badges.  Council discussed the master key project and agreed to move half the funds into reserves in 2020 and complete the project in 2021.  Paving for the laneway and north side parking at the municipal office will be funded in part in 2020 with the remaining to be paid and completed in 2021.  Discussion took place regarding an Electrical Safety Authority permit for the Township to cover all facilities. Council agreed to do this in 2020.

Health Services

 Council reduced the grant to the Mt. Elgin cemetery by $2,000.  Council had a discussion regarding the proposed facilities/maintenance person and agreed to remove this from the budget for 2020.  Discussion took place regarding the Beachville Museum and curator position. It was noted that there is still two years left in the funding agreement between the Township of South-West Oxford and the Township of Zorra.  Discussion took place regarding grant requests from Brownsville Hall (air conditioning), West Oxford (baseball fencing) and Mt. Elgin (generator). Council removed $12,000 allocated for Foldens Hall and $11,000 for Salford. Budget allocation for Brownsville was reduced to $15,000.

* Council took a ten-minute break at 10:40 a.m.

 Council requested a report on tax stabilization and anticipated rebates for the December 5th Council meeting.  Contracted out services were reduced from $9,000 to $7,000.  Council confirmed $2,000 for Ingersoll Skating Club. $2,000 for Tillsonburg Minor Hockey was cut.

Protection to Persons/Property

 It was noted that 6% of the proposed 2020 increase is due to the Beachville Fire Hall debenture.

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Special Council Meeting Minutes - November 12, 2019

 Some dump chutes need to be replaced. Will not be purchasing electric dump chutes going forward.  Discussion took place regarding the proposed solar panels for the Beachville Fire Hall. Council requested information on the anticipated return on investment.  It was noted that training pay has gone up to account for the minimum wage increase and to provide training pay at the same rate for all members.  The battery back up for the doors in Mt. Elgin was discussed. This project is planned for 2020.  Building maintenance in Beachville was reduced by $2,500.  Fire prevention materials were discussed; want to ensure that valuable information is being purchased to provided to the community.

Building

 Discussion took place regarding the need to continue to contract out some building inspection services. Some services are also shared with the Township of Zorra depending on available time of staff. It was noted that there has been a decrease in the number of permits issued in 2019.

CONFIRMATORY BY-LAW

By-law No. 87-2019 - To confirm all actions and proceedings of Council (November 12th, 2019)

Resolution No. Moved by Paul Buchner Seconded by George Way

RESOLVED that By-law 87-2019 being a By-law to confirm the proceedings of Council held Tuesday, November 12th, 2019 be read a first, second and third time this 12th day of November, 2019.

AND FURTHER THAT the Mayor and Clerk are hereby authorized to sign the By-law and affix the corporate seal.

DISPOSITION: Motion Carried

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Special Council Meeting Minutes - November 12, 2019

ADJOURNMENT

Resolution No. Moved by Jim Pickard Seconded by Craig Gillis

RESOLVED that there being no further business, the Council meeting be adjourned at 12:02 p.m. to meet again in regular session on Tuesday, November 19th, 2019 at 7:00 p.m.

DISPOSITION: Motion Carried

CLERK: Julie Forth MAYOR: David Mayberry

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TOWNSHIP OF SOUTH-WEST OXFORD COUNCIL MINUTES November 19, 2019

MEMBERS PRESENT: Mayor: David Mayberry Councillors: Paul Buchner (Ward 1), Peter Ypma (Ward 2), Valerie Durston (Ward 3), George Way (Ward 4), Jim Pickard (Ward 5), Craig Gillis (Ward 6)

MEMBERS ABSENT: None

STAFF PRESENT: Mary Ellen Greb, CAO Diane Larder, Treasurer Julie Forth, Clerk Bill Freeman, Works Superintendent Jeff VanRybroeck, Fire Chief Adam Prouse, Works Foreman

CALL MEETING TO ORDER The meeting was called to order at 7:00 p.m. by Mayor David Mayberry and a quorum was present.

MOTION TO ACCEPT AGENDA Resolution No. 1 Moved by Jim Pickard Seconded by Peter Ypma

RESOLVED that the regular meeting agenda for the November 19th, 2019 meeting of Council be approved.

DISPOSITION: Motion Carried

DECLARATION OF PECUNIARY INTEREST There were no declarations of pecuniary interest.

MINUTES

November 5th, 2019 Regular Council Meeting Minutes

Resolution No. 2 Moved by Paul Buchner Seconded by George Way

RESOLVED that the regular minutes of the November 5th, 2019 Council meeting be approved, as amended.

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Council Minutes - November 19, 2019

DISPOSITION: Motion Carried

BUSINESS ARISING FROM THE MINUTES

CL 52-2019: Business Arising from the Minutes of November 5th, 2019

Clerk Julie Forth provided Council with a report to provide them with an overview of the staff actions arising from the minutes of the last Council meeting. CAO Mary Ellen Greb noted that the information regarding the SWOX/Ingersoll boundary adjustment has been forwarded to the Township boundary adjustment committee but has not yet been forwarded to the Town of Ingersoll.

Resolution No. 3 Moved by George Way Seconded by Craig Gillis

RESOLVED that the Council of the Township of South- West Oxford receive report CL 52-2019 Summary of Staff Actions Related to Business Arising from the Minutes of November 5th, 2019 as information.

DISPOSITION: Motion Carried

APPOINTMENTS

7:05 p.m. - Dan Pirrie, West Oxford Community Hall (Foldens), 2020 Grant Presentation

Dan Pirrie and Mitch Kirby, on behalf of the West Oxford Community Hall, addressed Council regarding their 2020 grant request. They reviewed their annual operating budget for 2019 and 2020. They advised that Foldens Hall had 59 rentals so far in 2019. Mitch Kirby reviewed the capital projects planned for the coming year. He advised that the committee agreed to defer the accessible washroom project in favour of the pavilion which the committee believed would have more use. The pavilion project is currently underway and is expected to be completed by the end of next week.

It was explained that Foldens Hall expenses were higher than projected for 2019, due to expenses incurred related to water at the hall. There were also some issues with the furnace that needed to be fixed. The committee is trying to focus fundraising dollars on park improvement rather than maintenance costs.

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Council Minutes - November 19, 2019

STAFF REPORTS

CAO 33-2019: Fire Service Progress Report

CAO Mary Ellen Greb provided a report to Council to provide them with a summary of the progress that has been made in the South-West Oxford Fire Service over the past several years.

Resolution No. 4 Moved by Valerie Durston Seconded by George Way

RESOLVED that Council receive Report CAO 33-2019 as information.

DISPOSITION: Motion Carried

DISCUSSION ITEMS

Village Voice Advertising

CAO Mary Ellen Greb brought forward for Council’s consideration an advertising commitment in the Village Voice publication. It was noted that the publication would no longer be circulated if the Township was not prepared to commit to one-page advertising per month. The Township currently advertises in the Village Voice sporadically throughout the year, with an annual cost of approximately $1,500 in 2019. A commitment of one page per month will be an increase in advertising costs of approximately $3,500.

Resolution No. 5 Moved by Valerie Durston Seconded by George Way

RESOLVED that the Council of the Township of South- West Oxford provide direction to staff to commit to one- page advertising per month in the Village Voice throughout 2020.

DISPOSITION: Motion Carried

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Council Minutes - November 19, 2019

APPOINTMENTS (continued)

Resolution No. 6 Moved by Valerie Durston Seconded by Craig Gillis

RESOLVED that Council move into public meeting at 7:15 p.m. to consider zone change application ZN 4-19- 12 submitted by De Kruyf Farms Limited.

DISPOSITION: Motion Carried

7:15 p.m. - Development Planner Adam Ager, Zone Change Application ZN 4-19-12 – De Kruyf Farms Limited for property located at 283791 Daniel Road

Development Planner Adam Ager explained that the purpose of the application for Zone Change is to address a condition of an approved consent application for an agricultural lot addition in the Township of South-West Oxford. The application for Zone Change proposes to rezone a portion of the enlarged lot from the related approved consent application from ‘Special General Agricultural Zone (A2-11)’ to ‘General Agricultural Zone (A2)’. The related consent application proposes an agricultural lot addition comprising approximately 44.7 ac, that is in agricultural production (cash crop), and also contains a portion of a significantly important woodland and a portion of a wetland.

The severed lot is to be added to the agricultural parcel to the immediate south, which is subject to the intended zone change. The lands subject to the zone change are approximately 133.4 ac in area, are in agricultural production (cash crop), contains a portion of a significantly important woodland and a portion of a wetland, and also contain an existing accessory farm dwelling, two barns (heifer and dairy) and a shed. The retained lot comprises approximately 80.8 ac and is currently in agricultural production (cash crop). Surrounding land uses are predominantly agricultural.

The subject property is described as Part Lot 16, Concession 5 (Dereham) in the Township of South-West Oxford. The lands are located on the north side of Daniel Road, lying between Culloden Road and Dereham Line, and are municipally known as 283791 Daniel Road.

Planning staff are recommending approval of the application as the proposal is consistent with the policies of the Provincial Policy Statement and the general intent and purpose of the County Official Plan.

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Council Minutes - November 19, 2019

Comments from the Applicant

The Applicant, Theo De Kruyf, spoke in support of the planning report and staff’s recommendation.

Comments from the Public

No member of the public spoke in support of or opposed to the application.

Resolution No. 7 Moved by Craig Gillis Seconded by George Way

RESOLVED that Council reconvene in regular session at 7:23 p.m.

DISPOSITION: Motion Carried

Resolution No. 8 Moved by Craig Gillis Seconded by Valerie Durston

RESOLVED that Council of the Township of South- West Oxford approve the zone change application submitted by De Kruyf Farms Ltd, whereby the lands described as Part Lot 16, Concession 5 (Dereham), Township of South-West Oxford are to be rezoned from ‘Special General Agricultural Zone (A2-11)’ to ‘general Agricultural Zone (A2)’ to recognize the proposed use of the subject lands for agricultural purposes and to satisfy a condition of severance.

DISPOSITION: Motion Carried

DISCUSSION ITEMS

Walker Environmental Invitation

Any member of Council that is interested in attending a tour of Walker Environmental’s facility in Niagara, is to contact CAO Mary Ellen Greb to confirm.

AGENDA ITEMS & CORRESPONDENCE

#145 - Mayor Mayberry's Report - Livable Cities Conference, Victoria BC

Mayor Mayberry provided comments to Council from the Liveable Cities Conference he attended. He noted the shift from concerns about climate

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Council Minutes - November 19, 2019

change as being related to weather and infrastructure to concerns about public health and mental well-being.

#146 - Township of East Zorra-Tavistock Resolution re: Achieving Zero Waste

#147 - Upper Thames River Conservation Authority 2020 Draft Budget

Resolution No. 9 Moved by Peter Ypma Seconded by George Way

RESOLVED that agenda and correspondence items #145 to #147 inclusive be received for information and that they be noted and filed.

DISPOSITION: Motion Carried

APPOINTMENTS (continued)

Resolution No. 10 Moved by Peter Ypma Seconded by George Way

RESOLVED that Council move into public meeting at 7:30 p.m. to consider zone change application ZN 4-19- 04 submitted by Sean and Sarah Happl.

DISPOSITION: Motion Carried

7:30 p.m. - Development Planner Adam Ager, Zone Change Application ZN 4-19-04 - Sean and Sarah Happl for property located at 504759 Old Stage Road

Development Planner Adam Ager explained that the application for zone change proposes to rezone a portion of the subject property from ‘General Agricultural Zone (A2)’ to ‘Special Rural Residential Zone (RR-sp)’ to allow for the development of a single detached dwelling and accessory structure on the subject lands. Relief from the MDS Setback for the single detached dwelling is also being sought for the subject lands.

The subject property is approximately 7.68 ha (19.2 ac) in size, and is currently vacant. The subject lands have approximately 224 m (735 ft) of frontage on Sweaburg Road, as well as frontage along Old Stage Road and Curries Road. Surrounding land uses are predominately agricultural, with a number of existing non-farm rural residential uses to the south fronting on Old Stage Road, as well as agri-business uses to the southeast. A large poultry operation is located on the north side of Curry Road. The applicant originally

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Council Minutes - November 19, 2019

proposed to rezone the subject lands to a special agricultural zone to facilitate the construction of a single-detached dwelling. The application was deferred by Council at their regular meeting of August 13, 2019 to allow the applicant an opportunity to amend the zoning application and resubmit a proposal to rezone the lands to an appropriate residential category.

Planning staff are recommending that the zoning by-law amendment application be denied as it has not in keeping with the non-farm rural residential policies, and the proposed residential dwelling will not comply with the required MDS I setback to an adjacent livestock operation.

Development Planner Adam Ager stated that should Council see merit in developing the lands and permitting a residential use on the property, he suggested that it would be more appropriate to keep an agricultural zone with a special provision and require that the MDS I setback be maintained.

Comments from the Applicant

Casey Kulchychki, on behalf of the Applicant, commented that the Applicants are agreeable to a rural residential or an agricultural zoning with a special provision to permit a dwelling. With respect to the MDS setback requirements, he commented that there are other influences for the agricultural operation to the north other than the applicants’ proposed dwelling.

Comments from the Public

No member of the public spoke in support of or opposed to the application.

Comments from Council

In response to an inquiry from Councillor Pickard, the applicants explained that their decision for the proposed location of the dwelling is to ensure that they are able to keep as many trees as possible on the property as well as for privacy.

Councillor Pickard commented on the difficultly of having a viable farm operation on the subject property. It was clarified that the A2-sp zoning would apply to the whole property, if approved.

Resolution No. 11 Moved by Craig Gillis Seconded by Paul Buchner

RESOLVED that Council reconvene in regular session at 7:53 p.m.

DISPOSITION: Motion Carried

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Council Minutes - November 19, 2019

Resolution No. 12 Moved by Jim Pickard Seconded by Peter Ypma

RESOLVED Council of the Township of South-West Oxford approve-in-principle an amended zone change application submitted by Sean and Sarah Happl, for lands described as Part Lot 1, Concession 3 (West Oxford), municipally known as 504759 Old Stage Road, in the Township South-West Oxford to rezone the lands from A2 to A2-sp to permit the construction of a residence;

AND FURTHER THAT the reduction in MDS I for the proposed residence be approved.

Discussion on the motion:

It was noted that expansion of the livestock facility to the north of the subject property in the future may require a future variance to the MDS I setback.

DISPOSITION: Motion Carried

7:45 p.m - Al Forrester and Dave Lucas, Mt Elgin Community Center - 2020 Grant Presentation

Dave Lucas and Al Forrester, on behalf of the Mt. Elgin Community Centre, presented the 2020 grant request to Council. They reviewed the 2019 operating budget for the community centre and noted that they expect to be within budget this year. They have raised close to $13,000 through fundraising initiatives in 2019.

In 2019, the committee have completed capital projects including paving and line painting of the parking lot, LED lighting upgrades and purchased new tables and chairs for the hall. The Committee will be pursuing a farm credit grant to replace hall doors and windows which will help to make the hall more energy efficient. Discussion also took place regarding the generator for the facility and moving the hall sign.

7:55 p.m. - Dave Rooke, Mt. Elgin Parks and Recreation - 2020 Grant Presentation

Dave Rooke and Anne Bain, on behalf of Mt. Elgin Parks and Recreation, presented the 2020 grant request to Council. They noted that the fencing is not yet completed but will be soon. They reviewed the capital forecast which

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Council Minutes - November 19, 2019

includes mulch for the playground and a new freezer in 2021. The committee will be doing some research on things to consider for the use of the multi- purpose pad.

8:05 p.m. - Oxford DART request - National Day for Remembrance and Action on Violence Against Women

Sheena and Linda Armstrong, on behalf of Oxford DART, made a presentation to Council to request that the Township lower their flag to half mast in recognition of the National Day for Remembrance and Action on Violence Against Women. This year marks the 30th anniversary of the murders of 14 young university students at l’Ecole Polytechnique de Montreal in 1989. The flag lowering is part of the Zonta Says NO campaign to draw attention not only to December 6th, but also to the 16 Days of Activism Against Gender-Based Violence.

Oxford DART also provided ribbons to the Township which may be distributed to help bring awareness of gender violence. The students at CASS will be working with Oxford DART and making cookies to hand out to community partners and agencies.

CAO Mary Ellen Greb advised that the Township approved a flag policy in February, 2019 and that Council has the authority to lower or half-mast flags for mourning or commemoration.

Resolution No. 13 Moved by Craig Gillis Seconded by Valerie Durston

RESOLVED that the Council of the Township of South- West Oxford provided direction to staff to lower the flags to half-mast on Friday, December 6th, 2019 in recognition of the National Day for Remembrance and Action on Violence Against Women.

Discussion on the motion:

Councillor Ypma stated that violence of all forms should be recognized and that lowering flags to half mast should be reserved for dignitaries, military and first responders.

Councillor Durston stated that she strongly believes the Township should lower the flags to acknowledge gender-based violence.

Councillor Way stated that he agrees with Councillor

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Council Minutes - November 19, 2019

Ypma and expressed concern that the Township will continue to receive requests to lower our flags to half mast for different concerns.

Mayor Mayberry commented that the events of December 6th, 1989 were a national disgrace and loss to the County; gender-based violence is a systemic problem and leadership in the Country needs to do something about it.

DISPOSITION: Motion Carried

8:15 p.m. - Tracy Harrison & Joan Hutchinson - Beachville Parks and Recreation - 2020 Grant Request

Tracy Harrison and Joan Hutchinson, on behalf of the Beachville Parks and Recreation Committee, presented the 2020 grant request. Main park improvements are planned for 2020. In 2022 the Committee would like to consider some landscaping for the Loweville Pond area. The multi-use pad will be reconfigured this year, basketball nets, poles, boards and bleachers will be going up.

Trevor and Cara Pottelberg

Trevor and Cara Pottelberg addressed Council to advise that the boundary fence has now been completed. They are very pleased and thankful that this is now done, and thanked Council for working with them. Mayor Mayberry thanked Trevor and Cara Pottelberg for their patience while this matter was resolved.

AGENDA ITEMS AND CORRESPONDENCE (continued)

#146 - EZT resolution re: zero waste (continued)

Resolution No. 14 Moved by Jim Pickard Seconded by Craig Gillis

RESOLVED that the Council of the Township of South- West Oxford support the resolution of East Zorra- Tavistock, dated November 6th, 2019, and request that the County provide members of the public with an explanation and clear plan as to how it will be maintaining its commitment to achieving Zero Waste.

DISPOSITION: Motion Carried

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Council Minutes - November 19, 2019

PLANNING & ZONING

ACCOUNTS PAYABLE REPORT

November 19th, 2019 - Accounts Payable Report

Resolution No. 15 Moved by Paul Buchner Seconded by George Way

RESOLVED that the following Accounts be approved for payment: Accounts Payable for $222,533.50 November 1-19, 2019 Bi-Weekly Payroll #23 $40,304.56 Fire Pay #11 $21,896.77 Council Pay #11 $6,442.88 TOTAL $291,177.71

DISPOSITION: Motion Carried

INFORMATION ITEMS & CORRESPONDENCE #148 - Town of Wasaga Beach Resolution re: Conservation Authority Levies

#149 - Township of Perry Resolution - Transforming and Modernizing delivery of Ontario's Building Code

Resolution No. 16 Moved by Valerie Durston Seconded by Craig Gillis

RESOLVED that information and correspondence items #148 to #149 inclusive be received for information and that they be noted and filed.

DISPOSITION: Motion Carried

BY-LAWS AND AGREEMENTS  By-Law No. 88-2019 - To amend the assessment schedule based on the actual costs incurred for the construction of the Stevens Drain 2018  By-Law No. 89-2019 - To amend Township of South-West Oxford Zoning By-law (De Kruyf Farms Limited)  By-Law No. 90-2019 - To amend Township of South-West Oxford Zoning By-law (Newman)

Resolution No. 17 Moved by Valerie Durston Seconded by George Way

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Council Minutes - November 19, 2019

RESOLVED that the following By-laws be introduced and that they be read a first and second time:  By-Law No. 88-2019 being a By-law to amend the assessment schedule based on the actual costs incurred for the construction of the Stevens Drain 2018  By-Law No. 89-2019 being a By-law to amend Township of South-West Oxford Zoning By-law (De Kruyf Farms Limited)  By-Law No. 90-2019 being a By-law to amend Township of South-West Oxford Zoning By-law (Newman)

DISPOSITION: Motion Carried

Resolution No. 18 Moved by Jim Pickard Seconded by Craig Gillis

RESOLVED that By-laws 88-2019 to 90-2019 inclusive, be read a third time and finally passed, and that the Mayor and Clerk be authorized to sign the By-law and affix the corporate seal.

DISPOSITION: Motion Carried

* Council took a break for five minutes at 8:38 p.m.

NEW BUSINESS

Ingersoll/SWOX Boundary Adjustment

Council reviewed the Ingersoll/SWOX Boundary Adjustment proposal and is agreeable to the agreement proposed in principle. Councillor Way suggested that a public meeting be scheduled for early in the New Year.

DISCUSSION ITEMS (continued)

Continuation of Draft 2020 Budget Deliberations

Road and Transportation

Works Superintendent Bill Freeman reviewed the roads and transportation portion of the draft 2020 budget. Council had the following comments:  It was noted that the master key project will be completed over the next two years.

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Council Minutes - November 19, 2019

 The use of gas tax funds may be changed if it is not needed for Domtar Bridge, the funds may stay in reserves for another project.  Mayor Mayberry noted that the County’s 2020 budget included a filling station for natural gas vehicles in Ingersoll.  Discussion took place regarding the use of hot and cold mix. Cold mix is used anytime complaints are received; hot mix requires rollers and traffic control to complete.  $2,000 was added to the budget for weed control.  Laneway and parking lot paving for the Dereham shed will be completed over two years – this amount will be $25,000 not $35,000.  A berm at the Beachville Fire Hall was discussed; it was suggested that a row of trees be planted in this location.  Discussion took place regarding the possibility of giving the fire department access to fuel at the works yard; there would be costs to have a card lock added.

Discussion took place regarding complaints that have been received regarding mud on the road from farm equipment. Works staff ask that everyone be respectful of the road and the condition that the road is left.

CLOSED SESSION The meeting will be closed to the public to discuss subject matter that is:

(b) personal matters about an identifiable individual, including municipal or local board employees (Fire Service Progress Report).

Resolution No. 19 Moved by Peter Ypma Seconded by George way

RESOLVED that Council moved into closed session at 10:07 p.m. in order to discuss a matter pertaining to:

(b) personal matters about an identifiable individual, including municipal or local board employees (Fire Service Progress Report);

DISPOSITION: Motion Carried

Resolution No. 20 Moved by Craig Gillis Seconded by George Way

RESOLVED that Council reconvene in regular session at 11:09 p.m.

DISPOSITION: Motion Carried

November 19th, 2019 Regular Council Meeting Minutes Page 22 of 168 AGENDA ITEM #

Council Minutes - November 19, 2019

COUNCIL ROUND TABLE Council members shared updates from their respective wards and community involvement. A Christmas event will be held at the Beachville Museum on December 8th, 2019; Mayor Mayberry will attend. An Old-Fashioned Christmas in Sweaburg is scheduled on Friday, December 6th. The next ROEDC meeting is on Friday this week.

CONFIRMATORY BY-LAW By-Law No. 91-2019 - To confirm all actions and proceedings of Council (November 19th, 2019)

Resolution No. 21 Moved by Craig Gillis Seconded by Valerie Durston

RESOLVED that By-law 91-2019 being a By-law to confirm the proceedings of Council held Tuesday, November 19th, 2019 be read a first, second and third time this 19th day of November, 2019.

AND FURTHER THAT the Mayor and Clerk are hereby authorized to sign the By-law and affix the corporate seal.

DISPOSITION: Motion Carried

ADJOURNMENT

Resolution No. 22 Moved by Jim Pickard Seconded by Peter Ypma

RESOLVED that there being no further business, the Council meeting be adjourned at 11:20 p.m. to meet again on Tuesday, December 3rd, 2019.

DISPOSITION: Motion Carried

CLERK: Julie Forth MAYOR: David Mayberry

November 19th, 2019 Regular Council Meeting Minutes Page 23 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: CL 53-2019 Council Date: 03 Dec 2019 Department: Clerk's Department

Business Arising from the Minutes of November 19th, 2019

Recommendation:

RESOLVED that the Council of the Township of South-West Oxford receive report CL 53-2019 Summary of Staff Actions Related to Business Arising from the Minutes of November 19th, 2019 as information.

Purpose:

The purpose of this report is to provide an overview for Council of the staff actions arising from the minutes of the last Council meeting.

Background:

Following each Council meeting the Clerk will prepare a report for Council’s information to be presented at the following meeting to advise Council of any action that has been taken as a result of their decisions and direction.

Discussion:

The items contained in the chart below in Column 1 were discussed as directives for staff; followed by the staff actions in Column 2.

BUSINESS ARISING FROM THE MINUTES Council Requests: Staff Actions: De forNotice change of passing has been Zone circulated and application Kruyf Farms Limited was approved to date no appeals have been received. for property located at 283791 Daniel Road. Council approved-in-principle a Council’s resolution has been forwarded to zone change for Sean and Sarah County planning staff for the preparation of Happl for property located at the amending by-law. 504759 Old Stage Road to permit the construction of a residence. Council provided direction to staff Works staff will lower the flags to half-mast

CL 53-2019 - Business Arising from the Minutes of November 19th, 2019 Page 24 of 168 AGENDA ITEM #

to lower the flags to half-mast on on Friday, December 6th. Information will Friday, December 6th, 2019 in be provided on social media and the recognition of the National Day for Township’s website to advise the public Remembrance and Action on and raise awareness for the National Day Violence Against Women. for Remembrance and Action on Violence Against Women. Council supported a resolution of Council’s resolution has been forwarded to East Zorra-Tavistock to request the Oxford County Clerk, this will be that the County provide members included on the County Council agenda for of the public with an explanation December 11th. and clear plan as to how it will be maintaining its commitment to achieving zero waste. Council reviewed the The proposal has been forwarded to the Ingersoll/SWOX Boundary Town of Ingersoll. Adjustment proposal and expressed their support in principle with the proposed agreement.

Strategic Plan:

3) The Township will ensure our residents are actively engaged, well informed, safe and protected SERVICE GOALS: - The Township will Endeavor to Support and Enhance Local Volunteer Boards and Foster a Sense of Community Spirit - Have Well-Informed Staff and Facilitate a Culture of Proactive Communication STEWARDSHIP GOALS: - The Township will Strive to Engage the Public In the Local Community and Will Celebrate Our Diverse Identities - Prioritize Community Safety and Security SUSTAINABILITY GOALS: - Provide for Continuous Staff Development - Maintain SWOX as a Great Place to Live, Work, Retire and Play

Financial Implications:

A) There are no financial implications to the Township.

Julie Forth Approved by Treasurer Larder and CAO Greb

CL 53-2019 - Business Arising from the Minutes of November 19th, 2019 Page 25 of 168 AGENDA ITEM #

GRANT SUMMARY PAGE

Hilltop Park

Projected 2020 Operating Budget

Total Revenue $600.00

Total Expenses $2,025.00

Deficit / Surplus -$1,425.00

SWOX Grant Request $2,825.00

Projected 2020 Capital Plan

Total Expenses $5,000.00

Total Grants Available (Other) $-

Total Committee Contribution - 25% $1,250.00

SWOX Grant Request - 75% $3,750.00

9:05 a.m. - Hilltop Park 2020 Grant Request Page 26 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2018

Name of Board/Organization: Hilltop Park

TD Bank

Total Operating Bank Account-2018 $13,855.79 Total Fundraising Account -2018 $4,820.17

LIST OF ALL INVESTMENTS

Investment

List of Revenue 2018List of Expenses 2018 Propane Rentals Telephone From Park Hydro Donations $15,822 Bell SWOX Grant $2,828 Bank Charges From Fundraising Acct Gas Programs-Ball Erie Thames Fundraising $400 Snow Library Grass $840 InvestmentFundraising Events $352 Misc $254 Ball Program Caretaker Water Testing Repairs/Maint Hall Supplies/Misc New Equip Previous Yrs Inv paid Total Revenue $19,304 Total Expenses $1,192

Surplus for 2018:$ 18,112

9:05 a.m. - Hilltop Park 2020 Grant Request Page 27 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2019

2019 2019 YEAR TO DATE REVENUE BUDGET AMOUNT ACTUALS

Rental Revenue

Donations Firefighters $1,500.00

Interest Income

Fundraising Proceeds $600.00

Other: (specify) Prouse - BBQ $228.75

Other: (specify) Grant $2,900.00

Other: (specify) Egg Hunt $220.00

Other: (specify) Bottle Drive $270.30

Total Revenue: $600.00 $5,119.05

EXPENDITURES AMOUNT AMOUNT

Electricity Heating Water Telephone Snow Removal Grass Cutting $1,320.00 $810.00 Caretaker Building Maintenance $1,000.00 Hall Supplies/Misc. Bank Fees Administration Exp (ie office supplies) $100.00 Fundraising Expenses $375.00 Other: (specify) Egg Hunt 399 Other: (specify) Portable Rental 165

Total Expenditures $2,795.00 $1,374.00

Total Revenue less Expenses -$2,195.00 $3,745.05

9:05 a.m. - Hilltop Park 2020 Grant Request Page 28 of 168 AGENDA ITEM #

Total Operating Grant Request $2,900.00

9:05 a.m. - Hilltop Park 2020 Grant Request Page 29 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2020

Projected Operating Budget for 2020 HILLTOP PARK

REVENUE AMOUNT

Rental Revenue

Dontations

Interest Income

Fundraising Proceeds 600

Projects

Other: (specify)

Total Revenue: $600.00

EXPENDITURES AMOUNT

Electricity Heating Telephone Garbage/Recycling Grass cutting 1500 Caretaker Snow Removal Maintenance 50 Administration Exp (ie office supplies) 100 WRC Operations Hall Supplies/Misc Fundraising Expenses 375 Other: (specify) Other: (specify) Other: (specify) Other: (specify)

Total Expenditures $2,025.00

Total Revenue less Expenses -$1,425.00

9:05 a.m. - Hilltop Park 2020 Grant Request Page 30 of 168 AGENDA ITEM #

Total Operating Grant Request $2,825.00

9:05 a.m. - Hilltop Park 2020 Grant Request Page 31 of 168 9:05 a.m. -HilltopPark 2020Grant Request

SECTION 3.0TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

Hilltop Park 2020 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings) PARKS (includes parking lot $5,000.00 $1,250.00 $3,750.00 equipment in parks TOTAL $5,000.00 $1,250.00 $3,750.00 $0.00 Page 32 of168 AGENDA ITEM#

Page 7 9:05 a.m. -HilltopPark 2020Grant Request

SECTION 3.0TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

2021 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings) PARKS (includes Fence $3,500.00 $3,500.00 equipment in parks TOTAL $3,500.00 $0.00 $3,500.00 $0.00 2022 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings)

PARKS sidewalks $10,000.00 $2,500.00 $7,500.00 Page 33 of168 (includes equipment in parks AGENDA ITEM# TOTAL $10,000.00 $2,500.00 $7,500.00 $0.00

Page 8 9:05 a.m. -HilltopPark 2020Grant Request

SECTION 3.0TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

2023 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings)

PARKS led lighting $10,000.00 (includes equipment in parks TOTAL $10,000.00 $0.00 $0.00 $0.00 Page 34 of168 AGENDA ITEM#

Page 9 AGENDA ITEM #

Community Grant Application Township of South-West Oxford 312915 Dereham Line, Mount Elgin, ON N0J 1N0 Phone: 519-485-0477 Fax: 519-485-2932 Email: [email protected] Website: www.swox.org

Organization Name:

Primary Contact Name:

Phone Number: Secondary Phone:

Email: Secondary Email:

Mailing Address:

_ PO Box Address

_ City Prov Postal Code

Provide basic information about the organization and what it does:

Amount of grant requested: $

Explain how the grant funds will be used, and why the funds are needed:

Was a Township Grant provided to your organization in the previous fiscal Yes No If yes, please provide details on how it was used and how it made a difference:

Please attach an updated copy of your Community Group Financial Statement. *Please note: grant requests, once submitted to the Township, are public information and will be dealt with in an open, public Council meeting.

9:15 a.m. - Mike Hawkins, Oxford Trails 2020 Grant Request Page 35 of 168 9:15 a.m. -MikeHawkins, Oxford Trails 2020Grant Request

Oxford County Trails Council ‐ Aug.30.19 ‐ Sept.30.19

Aug.30.19 Sept.30.19

Thames River Trail $ 9,564.36

$ 9,564.36

Take a Hike Oxford $ 2,213.88 $ 587.60 Lions Club (refund trees) $ 30.47 Brenda Katz (maps/brochures) $ 1,595.81

Operating Account Page 36 of168

BALANCE GENERAL ACCOUNT $ 11,160.17 AGENDA ITEM# AGENDA ITEM #

COUNCIL REPORT

Report No: CL 54-2019 Council Date: 03 Dec 2019 Department: Clerk's Department

By-law Exemption Request (Beachville Road) - Recreational Vehicle in Residential Zone

Recommendation:

RESOLVED that the Council of the Township of South-West Oxford receive report CL 54-2019: By-law Exemption Request (584559 Beachville Road) - Recreational Vehicle in Residential Zone for information;

AND FURTHER THAT Council approve an exemption to the Township of South-West Oxford Zoning By-law to permit temporary human habitation in a recreational vehicle in a residential zone at 584559 Beachville Road, until May 1st, 2020, subject to receipt of confirmation that the trailer is not connected to the existing septic system on the property, that all required setbacks as outlined the Township's Zoning By-law be maintained and that the Fire Department be permitted conduct an inspection of the property;

AND FURTHER THAT Council provide direction to staff to notify residents within 120 m of the subject property of their approval of this request.

Purpose:

The purpose of this report is to bring forward a request for Council's consideration to permit human habitation in a recreational vehicle on a temporary basis at 584559 Beachville Road.

Background:

The Township of South-West Oxford Zoning Bylaw does not permit human habitation at any time in a recreational vehicle in a residential zone without a permit issued by the Township. The intent of this provision was to permit visitors to stay in a recreational vehicle on a temporary basis within residential zones while visiting with family and friends.

In response to complaints received by the Township's By-law Enforcement Officer, staff became aware of individuals temporarily living in a recreational vehicle within the residential zone, specifically located at 584559 Beachville Road. Staff attended at the

CL 54-2019: By-law Exemption Request (Beachville Road) - Recreational Ve... Page 37 of 168 AGENDA ITEM #

property to inform the residents of the Township's by-law provisions with respect to human habitation in a recreational vehicle.

Discussion:

The Township has received a request from the property owners at 584559 Beachville Road to allow their daughter and her family (husband and two children) to temporarily reside in the trailer until May 1st, 2020 when they will be able to relocate the trailer to a lot they have reserved at Spring Lake. It has been explained that the exemption is being requested due to financial distress.

The trailer is parked in front of the 3rd bay of the garage on the property and is connected to the electrical service in the garage. The water tank of the trailer is being filled with the outside tap on the property; the trailer is being dumped at a depot located at the Ingersoll Cheese Mill. The request has been circulated to Township staff for comment. No concerns have been expressed so long as the trailer is not and will not be connected to the existing septic system on the property, that all required setbacks as outlined the Township's Zoning By-law be maintained and that the Fire Department be permitted to conduct an inspection of the property.

Staff note that enforcement staff have been in receipt of three complaints regarding the trailer with claims that it looks unsightly, and that they could smell sewage when they walked by the trailer.

Strategic Plan:

Financial Implications:

A) There are no financial implications to the Township.

CL 54-2019: By-law Exemption Request (Beachville Road) - Recreational Ve... Page 38 of 168 AGENDA ITEM #

Julie Forth Approved by Treasurer Larder and CAO Greb

CL 54-2019: By-law Exemption Request (Beachville Road) - Recreational Ve... Page 39 of 168 AGENDA ITEM #

GRANT SUMMARY PAGE

Sweaburg Parks and Recreation

Projected 2020 Operating Budget

Total Revenue $15,200.00

Total Expenses $15,200.00

Deficit / Surplus $-

SWOX Grant Request $13,500.00

Projected 2020 Capital Plan

Total Expenses $6,000.00

Total Grants Available (Other) $-

Total Committee Contribution - 25% $1,250.00

SWOX Grant Request - 75% $3,750.00

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 40 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2018

Name of Board/Organization: Sweaburg Parks & Recreation

TD Bank Opening Bank Balance of Jan 2018: 19040.9

Total Revenue Received in 2018 ADD $22,643.00

Total Expenses Paid for 2018 Expenses LESS $28,034.18 Total Expenses Paid for 2017 Expenses LESS

Ending Bank Balance todate: TOTAL $13,649.72

LIST OF ALL INVESTMENTS

Investment

List of Revenue 2018List of Expenses 2018

Rentals $6,195 From Park Hydro $535 Donations Bell SWOX Grant $6,700 Bank Charges $425 From Fundraising AcctNat Gas $213 Programs Erie Thames $927 Fundraising $15,643 Snow Library Grass $5,565 InvestmentFundraising Events $21,042 Jimmi Jons Caretaker Jimmi Jons $265 Repairs/Maint $1,005 Hall Supplies/Misc $32 New Equip Previous Yrs Inv paid Total Revenue $28,538 Total Expenses $30,010

Surplus for 2018:-$ 1,472

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 41 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2019

2019 2019 YEAR TO DATE REVENUE BUDGET AMOUNT ACTUALS

Rental Revenue

Donations $500.00

Interest Income

Fundraising Proceeds $26,500.00 $15,892.00

Projects

Other: (specify) Grant $8,700.00

Other: (specify)

Total Revenue: $26,500.00 $25,092.00

EXPENDITURES AMOUNT AMOUNT

Electricity $350.00 $315.89 Heating Telephone Garbage/Recycling $500.00 Grass Cutting $4,880.00 Septic-Portable Jons $200.00 $389.22 Building Maintenance $100.00 $66.95 Water $850.00 $567.28 Garbage/Recycling $500.00 $500.00 Administration Exp (ie office supplies) $50.00 Fundraising Expenses $17,600.00 $15,301.00 Other: (specify) Donations $8,700.00 Other: (specify) Miscellaneous $1,000.00 $167.56

Total Expenditures $29,350.00 $22,687.90

Total Revenue less Expenses -$2,850.00 $2,404.10

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 42 of 168 AGENDA ITEM #

Total Operating Grant Request $8,700.00

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 43 of 168 AGENDA ITEM #

THE TOWNSHIP OF SOUTH-WEST OXFORD OPERATING BUDGET FOR THE YEAR 2020

Projected Operating Budget for 2020 Sweaburg Parks

REVENUE AMOUNT

Rental Revenue

Dontations

Interest Income

Fundraising Proceeds $1,500.00

Projects

Other: (specify) Grant $13,700.00

Other: (specify)

Total Revenue: $15,200.00

EXPENDITURES AMOUNT

Electricity $1,000.00 Heating Telephone Garbage/Recycling $500.00 Grass cutting $6,500.00 Jimmy Jon $400.00 Water $850.00 Maintenance Tree trimming $2,500.00 Administration Exp (ie office supplies) $50.00 Fence $2,000.00 Hall Supplies/Misc $200.00 Fundraising Expenses Other: (specify) Pork on a bun $1,200.00 Other: (specify) Other: (specify) Other: (specify)

Total Expenditures $15,200.00

Total Revenue less Expenses $-

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 44 of 168 AGENDA ITEM #

Total Operating Grant Request $13,500.00

9:45 a.m. - Jim Pickard, Sweaburg Parks and Recreation 2020 Grant Reques... Page 45 of 168 9:45 a.m. -JimPickard, Sweaburg Parksand Recreation 2020 GrantReques...

SECTION 3.0 TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

Sweaburg Parks & Recreation 2020 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings) PARKS Ball diamond clay $6,000.00 $1,250.00 $3,750.00 (includes equipment in parks TOTAL $6,000.00 $1,250.00 $3,750.00 $0.00 Page 46 of168 AGENDA ITEM#

Page 7 9:45 a.m. -JimPickard, Sweaburg Parksand Recreation 2020 GrantReques...

SECTION 3.0 TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

2021 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings) PARKS (includes Tractor for Ball Diamonds $6,000.00 $1,500.00 $4,500.00 equipment in parks TOTAL $6,000.00 $1,500.00 $4,500.00 $0.00 2022 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in Playground - Ball Park $70,000.00 $17,500.00 $52,500.00 buildings)

PARKS Page 47 of168 (includes equipment in parks AGENDA ITEM# TOTAL $70,000.00 $17,500.00 $52,500.00 $0.00

Page 8 9:45 a.m. -JimPickard, Sweaburg Parksand Recreation 2020 GrantReques...

SECTION 3.0 TOWNSHIP OF SOUTH‐WEST OXFORD 5 YEAR CAPITAL PROJECTS (2018‐2022)

2023 TYPE OF PROJECT DESCRIPTION including location COST (EST.) Committee SWOX Grants 25% 75% Name Amount BUILDINGS (includes equipment in buildings)

PARKS (includes equipment in parks TOTAL $0.00 $0.00 $0.00 $0.00 Page 48 of168 AGENDA ITEM#

Page 9 AGENDA ITEM #

1*:T.,,..,,_.;,.. -I-HfWCES-rCommunity Grant Application OXFORD Township of South-West Oxford 312915 Dereham Line, MountElgin, ON NOJ 1N0 Phone: 519-485-0477Fax: 519-485-2932Email:d|[email protected] Website: www.swox.org

omaniza?onName: West Oxford Cemebery Board — Sweaburg Cemetery

primary Contact Name: George Way - Chairman or Karen Phillips-Tait - Secretary

Phone Number: 519-53343539 Secondary Phone: kare"phmipStait@Sympa?°°'°°° Email: Secondary Email: ‘”a’d4@SW°X'°’9 (Ge°"'-99)

Mailing Address: 40 Wood Haven Drive PO Box Address Tillsonburg Ontario N4G OA5 City Prov Postal Code

Provide basic information about the organization and what it does:

Cemetery - Provides burial plots (inground and also columbariumniches)

Amount of grant requested: 3 1

Explain how the grant funds will be used, and why the funds are needed: Funds willbe used to help offset the cost of grass cutting and general maintenance at the cemetery

Was a Township Grant provided to your organization in the previous ?scal BN0 lfyes, please provide details on how it was used and how it made a differenes: The grant received in 2019 was used towards maintenance costs at the cemetery which includes the cutting of grass.

Please attach an updated copy of your Community Group FinancialStatement. ‘Please note: grant requests, once submitted to the Township, are public infonnationand willbe dealt with in an open, public Council meeting.

9:55 a.m. - George Way, Sweaburg Cemetery 2020 Grant Request Page 49 of 168 AGENDA ITEM #

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m>_.>zom >._. ._. m>zx >m ..>z:>x< 33 w o.~S.§ 23.5% 0B_. mmnm_3m m38.8 m3.83» mxcnsuma 669%!!! QB305: - tn 2 oo_:3amac3 com. a pmmmun :9. - t>=u ._.o..>_. mxwmzmmm - 9 m.?m.E m>_.>zom mmvqmzmmw m>zx 33 « $8.8

9:55 a.m. - George Way, Sweaburg Cemetery 2020 Grant Request Page 50 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: BD-04-2019 Council Date: 03 Dec 2019 Department: Building Services

September 2019 Building Report

Recommendation:

BE IT RESOLVED that the Council of the Township of South-West Oxford receive report BD-04-2019 Monthly Building Report – September 2019 as information.

Purpose:

The purpose of this report is to provide Council with the status of the activities in the building department as of end of September, 2019

Background:

One hundred (100) building permits have been issued with total fees collected of $71,767.77 in 2019 as at August 31, 2019.

Discussion:

In September, 2019 ten (10) building permits were issued with associates fees of $12,485.78 collected. The year to date total revenue for building permit fees is $84,453.55. Detailed building department statistics over the last five years are attached to this report as Appendix A for Council's information.

September building permits, by category, are summarized in the table below:

Number of Permits Estimated Value of Building Code Category Issued Construction Accessory Residential 2 $85,000 Residential 5 $313,500 Agricultural 2 $410,000 Commercial 0 $0 Industrial 1 $150,000 Institutional 0 $0 TOTAL 10 $958,500

BD 04-2019: September 2019 Building Report Page 51 of 168 AGENDA ITEM #

The 2019 Township budget projected building permit revenue of $150,000.

Strategic Plan:

5) The Township will exercise good financial stewardship and strive for sustainable, effective and efficient services SERVICE GOALS: - The Township will Continuously Seek Out Ways to Reduce Red-Tape STEWARDSHIP GOALS: - Maintain Favourable Tax Rates for Residents SUSTAINABILITY GOALS: - Streamline Organization for Efficiency, Defining and Determining Services to Be Delivered

Financial Implications:

As of the end of September 2019, building permit revenue has generated 56% of the initial budget estimate of $150,000 for 2019.

Howard Leaver Approved by Treasurer Larder and CAO Greb

BD 04-2019: September 2019 Building Report Page 52 of 168 AGENDA ITEM #

BD 04-2019: September 2019 Building Report Page 53 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: BD-05-2019 Council Date: 19 Nov 2019 Department: Building Services

October 2019 Building Report

Recommendation:

BE IT RESOLVED that the Council of the Township of South-West Oxford receive report BD-05-2019 Monthly Building Report – October 2019 as information

Purpose:

The purpose of this report is to provide Council with the status of the activities in the building department as of the end of October, 2019.

Background:

One hundred and ten (110) building permits have been issued with total fees collected of $84,453.55 in 2019 as at September 30, 2019.

Discussion:

In October, 2019 fourteen (14) building permits were issued with associates fees of $14,977.80 collected. The year to date total revenue for building permit fees is $99,491.35. Detailed building department statistics over the last five years are attached to this report as Appendix A for Council's information.

October building permits, by category, are summarized in the table below:

Number of Permits Estimated Value of Building Code Category Issued Construction Accessory Residential 5 $121,500 Residential 2 $81,000 Agricultural 4 $1,585,000 Commercial 3 $25,000 Industrial 0 $0 Institutional 0 $0 TOTAL 14 $1,812,500

BD 05-2019: October 2019 Building Report Page 54 of 168 AGENDA ITEM #

The 2019 Township budget projected building permit revenue of $150,000.

Strategic Plan:

Financial Implications:

As of October 31, 2019, building permit revenue has generated 66% of the 2019 budget estimate of $150,000.

Howard Leaver Approved by Treasurer Larder and CAO Greb

BD 05-2019: October 2019 Building Report Page 55 of 168 AGENDA ITEM #

BD 05-2019: October 2019 Building Report Page 56 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: BD 06-2019 Council Date: 03 Dec 2019 Department: Building Services

Replacement of the Heating and Cooling System at Brownsville Hall

Recommendation:

BE IT RESOLVED that the Council of the Township of South-West Oxford receive report BD-06-2019 as information;

AND FURTHER that Council approve the purchase and installation of a new roof top unit (RTU) for heating and cooling Brownsville Community Hall from Black and McDonald at an estimated price of $18,450.00 (less any rebates) plus any applicable taxes.

Purpose:

Report BD 06-2019 seeks approval from council to exceed the budget estimate of $15,000.00 for the replacement of the RTU system for Brownsville Community Hall.

Background:

The existing RTU was installed when the Brownsville Hall was constructed in 2010. Over the past several years efforts have been made to repair hail damage to the unit as well as to seal leaks in the air conditioning coils. While there has been some success with sealing some of the leaks; smaller leaks have appeared with repairs not being successful. The cooling component of the unit is no longer functioning.

Council approved the replacement of the RTU in the 2019 budget at an estimated cost of $15,000.00.

Discussion:

We received 4 quotes for the removal and replacement of this unit. The existing unit is no longer manufactured so suppliers were asked to quote on a replacement unit that was similar to the existing one, with respect to sound transmission, British Thermal Units (BTU) and efficiency.

Staff will also request that the provider install a thermostat that will respond to off site control.

BD 06-2019: Replacement of the Heating and Cooling System at Brownsville... Page 57 of 168 AGENDA ITEM #

It is my recommendation that the replacement of the RTU be awarded to Black and McDonald.

Heating Cooling Energy Supplier Cost Capacity capacity Sound Efficiency Model Comments

Quoting $7000. less than Comfort Carrier Model the same unit quoted by Zone 48TCEM12A2A5- BR's plumbing and heating. Services $14,370.00 240000 10 ton 82 dba 12.70 0B0A0 Standard efficiency This company is currently the service provider for annual inspections/maintenance on Township building heating 4 (four) quotations and cooling systems for the replacement (excluding Mt. Elgin Hall), Canem of the Roof Top It is quoting on a Systems $17,774.00 240000 10 ton 88 dba 12.70 Unit standardefficiency unit This company installed and maintains the heating/cooling system at Mount Elgin hall. The system is eligible for a $1300 rebate bringing the Black and Lennox Model total to $17,150.00 (high McDonald $18,450.00 240000 10 ton 88 dba 13.00 KGA120H4Bh efficiency) B.R.'s Plumbing Carrier Model and 48TCEM12A5- Standard Heating $21,230.00 184000 10 ton 82 dba 12.70 0B0A0 efficiency

Strategic Plan:

BD 06-2019: Replacement of the Heating and Cooling System at Brownsville... Page 58 of 168 AGENDA ITEM #

4) The Township will create well planned communities and support strong infrastructure SERVICE GOALS: - Approach Land Use Planning Applications with Common Sense and Strive to Provide Flexibility STEWARDSHIP GOALS: - Maintain and Provide for Good Infrastructure - Prioritize Active Transportation Networks SUSTAINABILITY GOALS: - Develop Mechanisms to Envision SWOX's Future

Financial Implications:

The 2019 budget has allocated $15,000 towards the replacement of a new RTU at Brownsville Community Hall. The recommendation of a new unit by Black and McDonald estimated at $17,150 (including a rebate of $1,300) is higher than what was set in the budget by $2,150.00 (14.3%).

Section 5.8 of the Township's Purchasing Policy (By-Law 56-2015) states: When the preferred bid exceeds the approved budget appropriation by 10% of the total project budget, the Department Manager shall submit a report to Council for direction and authorizing resolution.

Howard Leaver Approved by Treasurer Larder and CAO Greb

BD 06-2019: Replacement of the Heating and Cooling System at Brownsville... Page 59 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: CAO 36-2019 Council Date: 03 Dec 2019 Department: Chief Administration Officer

Christmas Closure 2019

Recommendation:

RESOLVED that council permits the closure of municipal office and works department (if possible) as follows: Tuesday, December 24, 2019 (full day) Friday, December 27, 2019 (full day) Tuesday, December 31, 2019 (half day - afternoon only) with staff to utilize vacation/lieu time for 1.5 days.

Purpose:

Report CAO 36-2019 seeks approval from Council to allow the closure of the municipal office and public works yard (if possible) on Tuesday, December 24, 2019; Friday, December 27, 2019 and the afternoon of Tuesday, December 31, 2019.

Background:

Prior to 2008 the Township would shut down the office between Christmas and New Year's with office staff saving vacation to utilize over this time period with building inspections etc. still taking place as needed. The practice ceased in South-West Oxford due to limited vacation time of new hires and administrative operational changes. For many years Township staff has received a paid 1/2 day off on Christmas Eve and New Years Eve should the day fall on a workday.

Discussion:

During the Christmas season business with law firms, banks etc. drops off significantly. In closing for two days our experience has been as follows: • minimal impact to staff vacation/lieu time...especially for new hires • opportunity to work without frequent interruptions • flexibility to staff for family gatherings

CAO 36-2019: Christmas Closure 2019 Page 60 of 168 AGENDA ITEM #

Public Works activity is directly affected by the weather. Road patrols etc. will continue as needed with no reduction in response time should there be a weather or road incident.

Building will be available for inspections as needed.

The closure proposed in this report will be advertised. Our phone system and email allows for all managers to respond to messages as required.

Strategic Plan:

Financial Implications:

Staff will be utilizing existing vacation/lieu time to cover 1.5 days of the closure. The balance 1 day for Christmas Eve (1/2 day) and New Year's Eve (1/2 day) has traditionally been funded by the Township. The recommendations of this report are in keeping with the 2019 Township budget.

Mary Ellen Greb Approved by Treasurer Larder and CAO Greb

CAO 36-2019: Christmas Closure 2019 Page 61 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: CAO 35-2019 Council Date: 03 Dec 2019 Department: Chief Administration Officer

Formalized Christmas Gift Card Policy

Recommendation:

RESOLVED that Council approve a policy permitting the issuance of gift cards/certificates valued at $50.00 to staff and the District Chiefs for each station on an annual basis:

AND FURTHER that the funding for this continue to be included in the annual Township budget.

Purpose:

Report CAO 35-2019 seeks Council approval of a policy to formalize the issuance of gift cards/certificates to staff for Christmas.

Background:

Commencing in 2006 Council approved the purchase of a $40.00 gift card/certificate to full-time staff and District Fire Chiefs at Christmas time. In 2018 the amount was increased to $50.00. An annual report is written for council consideration each year as the Township does not have a formalized policy.

Discussion:

Gift cards/certificates are purchased and placed in a Christmas card from the Township signed by the Mayor. The cards are distributed at the annual council/staff Christmas luncheon (Friday, December 6, 2019).

Strategic Plan:

Financial Implications:

The recommendation is in keeping with the 2019 Township budget. The estimated cost of the gift cards is $1,300.00.

CAO 35-2019: Formalized Christmas Gift Card Policy Page 62 of 168 AGENDA ITEM #

Mary Ellen Greb Approved by Treasurer Larder and CAO Greb

CAO 35-2019: Formalized Christmas Gift Card Policy Page 63 of 168 AGENDA ITEM #

COUNCIL REPORT

Report No: CAO 37-2019 Council Date: 03 Dec 2019 Department: Chief Administration Officer

2020 Cost of Living Adjustment

Recommendation:

RESOLVED that Council receive Report CAO 37-2019 as information;

AND FURTHER THAT Council approve the application of a Cost of Living (COLA) increase of 1.7% to the Pay Band Grid for 2020, effective January 1, 2020 for time worked in 2020.

Purpose:

Report CAO 37-2019 seeks approval of council for a COLA increase to the Township Pay Band Grid for 2020 in keeping with the Township Payorll Administration Policy 3.2.

Background:

Council approved Payroll Administration Policy 3.2 on December 15, 2015. Section 10 was amended in December 2018 to authorize the CAO to move eligible staff forward in the pay grid in place of Council doing so.

Discussion:

Payroll Administration Policy 3.2 Section 9 states that each year on January 1 the entire pay band grid may move up by % using an established formula...the formula to be used is the annual Stats Can Ontario CPI for 12 months ended October 31 each year. As per the attached table the inflationary rate for the prescribed time period in Ontario is 1.7%.

Strategic Plan:

CAO 37-2019: 2020 Cost of Living Adjustment Page 64 of 168 AGENDA ITEM #

SUSTAINABILITY GOALS: - Streamline Organization for Efficiency, Defining and Determining Services to Be Delivered

Financial Implications:

The COLA allowance and any movement within the grid has been taken into consideration in the Township draft 2020 budget.

Mary Ellen Greb Approved by Treasurer Larder and CAO Greb

CAO 37-2019: 2020 Cost of Living Adjustment Page 65 of 168 CAO 37-2019: 2020 CostofLiving Adjustment

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COUNCIL REPORT

Report No: CL 55-2019 Council Date: 03 Dec 2019 Department: Clerk's Department

Breach of Planning Act - Zone Change Application ZN 4-18-07

Recommendation:

RESOLVED that the Council of the Township of South-West Oxford receive report CL 55-2019: Breach of Planning Act - Zone Change Application ZN 4-18-07 (Erwin Family Holdings Inc.) for information;

AND FURTHER THAT Council repeal By-law 60-2019 in its entirety.

Purpose:

The purpose of this report is to inform Council of an issue that occurred through the application process for Zone Change Application ZN 4-18-07 and explain the need to repeal By-law 60-2019.

Background:

Township Council held a public meeting and considered an application for zone change at their meeting held on July 9th, 2019. Subsequently, Council passed By-law 60-2019 (attached as Appendix A to this report) to approve the zone change application submitted by Erwin Family Holdings Inc. for property located at 583218 Hamilton Road.

Discussion:

Following the passing of By-law 60-2019, Township and County staff were made aware of a public notice circulation error which occurred in relation to this application. The property owners immediately to the east of the subject property, located at 583278 Hamilton Road (Bonduelle Canada Inc.) were inadvertently omitted from the circulation list. As a result the notice provisions as contained within the Planning Act and the County's Official Plan were not met. There was a misinterpretation by the Clerk with respect to the area of the subject property when the circulation was originally pulled and provided to the County for public notice.

In order to rectify this matter, and through discussions with Township's legal counsel, planning staff and the applicant, staff is requesting that Council repeal By-law 60-2019

CL 55-2019: Breach of Planning Act - Zone Change Application ZN 4-18-07 Page 70 of 168 AGENDA ITEM #

in its entirety. Public notice for the application will need to be recirculated and a public meeting will be scheduled for January 7th, 2020 to hear comments from the public and consider the application.

Strategic Plan:

Financial Implications:

The Township will incur legal costs in relation to advice sought on this matter and public notice re-circulation costs.

Julie Forth Approved by Treasurer Larder and CAO Greb

CL 55-2019: Breach of Planning Act - Zone Change Application ZN 4-18-07 Page 71 of 168 AGENDA ITEM #

NOTICE OF APPLICATION FOR CONSENT pursuant to Section 53(5) of the Planning Act, R.S.O. 1990, as amended

Date: Thursday, November 21, 2019 Applications: B19-65-4 & B19-66-4

The County of Oxford Land Division Committee has received two Applications for Consent for Lease from:

OWNER: AGENT:

Her Majesty the Queen in the Right of the Province of David Myers Ontario, Represented by the Ministry of HKSC Developments L.P. Transportation for the Province of Ontario 40 King Street West MTO Operations Office Suite 2700 301 St. Paul Street Toronto ON N5H 3Y2 2nd Floor South St. Catharines ON L2R 7R4

Purpose and Effect of Applications for Consent for Lease

The purpose of the Application for Consent is for two leases at the OnRoute Service Station along Highway No. 401. The first lease to be entered into is for one retail fueling service centre and related convenience building and will cover an area of approximately 0.4 ha (1 acre), while the second lease to be entered into is for food, beverage and highway amenities buildings and will cover an area of approximately 17.3084 ha (42.77 acres). No new lots are being created.

The subject lands are described as Lots 8 to 10, Concession 2 (West Oxford), Township of South-West Oxford. The subject property is located on the south side of Highway 401 between Doge Line and Foldens Line, and is municipally known as 401225 ON-401 Woodstock ON.

Meeting:

The Land Division Committee will consider the Application for Consent on:

Date: Thursday, December 5, 2019 Time: 11:05 a.m. Place: Council Chambers, Oxford County Administration Building, 1st Floor 21 Reeve Street, Woodstock, ON N4S 3G1

This Notice is sent to you because you are either the applicant, a representative/agent of the applicant, a person having an interest in the property, or an assessed person of a neighbouring property. This Notice is also available on the County of Oxford website at: http://www.oxfordcounty.ca/BusinessinOxford/PlanningandDevelopment/Development/ApplicationNoticesandReports.aspx

You may attend the meeting in person to express your views about this application or you may be represented by an agent or counsel for that purpose. If you do not attend the meeting, a signed written submission shall be accepted by the Secretary-Treasurer prior to or during the meeting and such submission shall be available for inspection at the meeting by any interested persons. Written comments may be forwarded to the address below or emailed to: [email protected]. Comments received may become part of the public Planning report. If you do not attend the meeting, the Committee may proceed and make a decision with respect to this application in your absence.

Please be advised that a sign language interpreter is available to attend the Public Meeting held at the County of Oxford. Where the services of a sign language interpreter are required, arrangements must be made with the Community Planning Office at least seven (7) days in advance of the meeting. You can contact the Community Planning Office at 519-539-9800 or via e-mail at [email protected]

You will only be entitled to further notice if you attend the meeting and give your name and address to the Secretary- Treasurer or if you have given a written submission which includes your name and address.

Other Planning Act Applications: None

Decision

If you wish to be notified of the decision of the Land Division Committee in respect to the proposed consent, you must make a written request to the Land Division Committee at the address noted below. Please be advised that the Oxford County Community Planning Office will be conducting a review of this proposal and if you would like a copy of the Planning Report, please contact Louise M. Taschner, Secretary-Treasurer, between 8:30 am and 4:30 pm, Monday to Friday.

If you would like further information regarding this application and how to preserve your appeal rights, please contact Adam Ager, Development Planner, with this office, at ext. 3210.

Yours truly,

*lt Louise M. Taschner, ACST, AMCT Secretary-Treasurer County of Oxford Land Division Committee Community Planning Office 21 Reeve Street Woodstock ON N4S 3G1 Telephone: (519) 539-9800 Fax: (519) 421-4712

Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Ope... Page 72 of 168 Public Notice of Application for Consent - B19-65-4 & B19-66-4 MTO Ope...

Legend

Parcel Lines Property Boundary Assessment Boundary Unit Road Municipal Boundary Environmental Protection Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500)

Notes Page 73 of 168 AGENDA ITEM #

This map is a user generated static output from an Internet mapping site and 0 205 409 Meters is for reference only. Data layers that appear on this map may or may not be accurate, current, or otherwise reliable. This is not a plan of survey NAD_1983_UTM_Zone_17N November 7, 2019 AGENDA ITEM #

Report No: CP 2019-390 COMMUNITY PLANNING Land Division Committee: December 5, 2019

To: Chair and Members of Oxford County Land Division Committee

From: Adam Ager, Development Planner, Community Planning

Applications for Consent for Lease B19-65-4 & B19-66-4 – The Province of Ontario

REPORT HIGHLIGHTS

. Application B19-65-4 proposes a 50 year sublease on a highway commercial parcel in the Township of South-West Oxford for automobile fuel sales.

. Application B19-66-4 proposes a 50 year sublease on a highway commercial parcel in the Township of South-West Oxford for an eating establishment and highway amenities.

. Planning staff are recommending approval of the applications as they are generally consistent with the policies of the Provincial Policy Statement and maintain the intent and purpose of the County Official Plan with respect to the creation of two long term leases on the subject lands.

DISCUSSION

Background

OWNERS: Her Majesty the Queen in the Right of The Province of Ontario Represented by the Minister of Transportation for the Province of Ontario MTO Operations Office, 301 St. Paul Street, 2nd Floor South St. Catharines ON L2R 7R4

APPLICANT: HKSC Developments LP 40 King Street West, Suite 2700 Toronto ON M5H 3Y2

AGENT: David Myers 40 King Street West, Suite 2700 Toronto ON M5H 3Y2

LOCATION:

The subject lands are described as Lots 8 to 10, Concession 2 (West Oxford), Township of South- West Oxford. The subject property is located on the south side of Highway 401 between Dodge Line and Foldens Line, and is municipally known as 401225 ON-401 Woodstock.

Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Ope... Page 74 of 168 AGENDA ITEM #

Report No: CP 2019-390 COMMUNITY PLANNING Land Division Committee: December 5, 2019

OFFICIAL PLAN:

Schedule ''S-1" Township of South-West ‘Agricultural Reserve’ Oxford Land Use Plan

SOUTH-WEST OXFORD ZONING BY-LAW NO. 25-98:

EXISTING ZONING: Leased Area B19-65-4 Highway Commercial Zone (HC) Leased Area B19-66-4 Highway Commercial Zone (HC)

SERVICES: Leased Area B19-65-4 Municipal Water and Sanitary Leased Area B19-66-4 Municipal Water and Sanitary

ROAD ACCESS: Leased Area B19-65-4 Provincial (Highway 401 Eastbound) Leased Area B19-66-4 Provincial (Highway 401 Eastbound)

PROPOSAL:

LEASED AREA B19-65-4 LEASED AREA B19-66-4

Area 0.4 ha (1.0 ac) 17.3 ha (42.7 ac)

The purpose of the Applications for Consent is to establish two long-term subleases at the OnRoute Service Station along eastbound Highway No. 401, commonly referred to as OnRoute Woodstock. The first lease relates to the retail fuel service centre and associated convenience use which covers an area of approximately 0.4 ha (1 acre). The second lease will apply to the larger property comprising approximately 17.3 ha (42.8 acres) for food, beverage and highway amenities buildings. The noted easements will apply to the existing property and no new lots are being created.

The sublease agreements being sought by the applicant for both applications are for a period of 50 years. In accordance with Section 50(3)(f) of the Planning Act, Consent is required as the sublease term of 50 years exceeds the term limit allowed under the Planning Act, which is 21 years (less a day). The subleases are distinct and, as such, the applicant has filed two applications for consent for consideration.

Surrounding land uses are predominantly agricultural.

Plate 1, Location Map with Existing Zoning, indicates the location of the subject property and the existing zoning in the immediate vicinity.

Plate 2, 2015 Aerial Map, shows an aerial view of the subject lands.

Page 2 of 5

Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Ope... Page 75 of 168 AGENDA ITEM #

Report No: CP 2019-390 COMMUNITY PLANNING Land Division Committee: December 5, 2019

Plate 3, Applicant’s Sketch, shows the leased areas, as provided by the applicant.

Application Review

PROVINCIAL POLICY STATEMENT:

The 2014 Provincial Policy Statement (PPS) provides policy direction on matters of provincial interest related to land use planning and development. Under Section 3 of the Planning Act, where a municipality is exercising its authority affecting a planning matter, such decisions shall be consistent with all policy statements issued under the Act.

Section 2.3.1 of the PPS directs that prime agricultural areas shall be protected for long-term use for agriculture. Further, the PPS directs that such areas are those where prime agricultural lands predominate, including specialty crop areas, Canada Land Inventory Class 1, 2 & 3 lands and any associated Class 4 through 7 lands within the prime agricultural area.

OFFICIAL PLAN:

The subject lands are located within the ‘Agricultural Reserve’ designation in accordance with the County Official Plan. In the Agricultural Reserve designation, lands are to be developed for a wide variety of agricultural land uses, including general farming, animal or poultry operations, regulated livestock farms, cash crop farms and specialty crop farms together with farm buildings and structures necessary to the farming operation, and accessory residential uses required for the farm.

ZONING BY-LAW:

The subject property is currently zoned ‘Highway Commercial Zone (HC)’ in the Township of South-West Oxford Zoning By-law. The HC zone permits a range of commercial uses including an automobile service station, a service shop, and an eating establishment as examples.

The lands are also subject to a site-specific County Zoning By-law which limits the gross floor area of the property that may be developed on municipal services. This zoning was implemented in April 2011 and ensures that no development beyond the buildings and structures existing on the lands at the time that the zoning was passed may be served by municipal water or wastewater services.

AGENCY COMMENTS:

This applications have been circulated to those agencies that were considered to have an interest in the proposal. The following comments were received:

The Township Chief Building Official, Township of South-West Oxford Drainage Superintendent, Oxford County Public Works, Oxford County Public Works have all commented that they have no objection or concern to the proposed applications.

Page 3 of 5

Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Ope... Page 76 of 168 AGENDA ITEM #

Report No: CP 2019-390 COMMUNITY PLANNING Land Division Committee: December 5, 2019

PUBLIC CONSULTATION:

Notice of the applications was provided to the surrounding property owners in accordance with the requirements of the Planning Act. As of the date of this report, no concerns or objections have been received regarding the subject applications.

Planning Analysis

In accordance with Section 50(3)(f) of the Planning Act, any lease established for 21 years or more requires consent from the appropriate authority. As the subleases subject outlined in this report are for 50 years, consent from the Land Division Committee is required.

As the proposal is to grant leases over the existing property for periods greater than 21 years, no lots are being created (or adjusted), and that no physical changes to the existing commercial development are proposed, it is Planning staff’s opinion that no sections of the PPS are specifically relevant to the applications for consent..

With respect to the Official Plan, considering the intent of the proposal is to grant leases greater than 21 years and that no changes are proposed to the existing, permitted commercial development on the lands, it is Planning staff’s opinion that the proposed consents do not adversely impact any policies of the Official Plan.

With respect to the Township’s Zoning By-law and the previously noted County Zoning By-law, the use of the subject lands for an eating establishment and automobile fuel sales is in keeping with the permitted uses contained within the Highway Commercial Zone and further, no development is being proposed that would conflict with the County Zoning By-law’s restrictions on development on municipal services.

In light of the foregoing, Planning staff are satisfied that the applications can be given favourable consideration.

RECOMMENDATION

Whereas the applications for consent for lease are consistent with the 2014 Provincial Policy Statement, comply with the County of Oxford Official Plan and the lands are appropriately zoned, we are of the opinion that the applications are acceptable from a planning perspective, and should be granted, subject to the following condition:

Page 4 of 5

Public Notice of Application for Consent - B19-65-4 & B19-66-4 - MTO Ope... Page 77 of 168 AGENDA ITEM #

Report No: CP 2019-390 COMMUNITY PLANNING Land Division Committee: December 5, 2019

B-19-65-4 & B19-66-4

1. The Clerk of the Township of South-West Oxford advise the Secretary-Treasurer of the Land Division Committee that all requirements of the Township, financial and otherwise, have been complied with.

SIGNATURES

Authored by: "Original Signed By" Adam Ager, MCIP, RPP Development Planner

Approved for submission: "Original Signed By" Gordon K. Hough, RPP Director

Page 5 of 5

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Legend

Notes Page 79 of 168 AGENDA ITEM #

Legend

Environmental Protection Flood Overlay Flood Fringe Floodway Environmental Protection (EP1) Environmental Protection (EP2) Zoning Floodlines Regulation Limit 100 Year Flood Line 30 Metre Setback Conservation Authority Regulation Limit Regulatory Flood And Fill Lines Land Use Zoning (Displays 1:16000 to 1:500)

Notes Page 80 of 168 AGENDA ITEM #

30.3m

62.8m Page 81 of 168 LEGEND

CONTROLLED ACCESS HIGHWAY LIMIT AGENDA ITEM# CANADIAN TIRE PROPERTY LIMITS

MAR 27, 2019 1 OF 1 Ministry of Transportation Tillsonburg Airport Feasibility Analysis AGENDA ITEM ##150- Page 82 of 168

Council Presentation October 28, 2019

www.hmaero.ca

HM Aero Aviation Consulting - www.hmaero.ca Tillsonburg Airport Feasibility Analysis

1 AIRPORT PROFILE

2 AIRPORT GOVERNANCE

3 SWOT ANALYSIS

4 FINANCIAL PERFORMANCE AGENDA ITEM ##150- Page 83 of 168 5 SECURITY REQUIREMENTS

6 RECOMMENDATIONS

HM Aero Aviation Consulting - www.hmaero.ca 2 Tillsonburg Airport Feasibility Analysis

• Key Facts: • Town-Owned Since 1981 • Runways - 5,502’ x 100’ Paved + 2 Turf • 600+ Acres • 9,500 Aircraft Movements (2018) • User Profile: • 50-60 Locally-Based Aircraft • CHAA/Flying School/Lee Air/Tailwind • ORNGE, OPP, DND AGENDA ITEM ##150-

Page 84 of 168 • Services: • 24-Hour Fuel (JetA + 100LL) • Aircraft Storage • Aircraft Servicing and Repair • Aircraft Tie-Downs • Restaurant

HM Aero Aviation Consulting - www.hmaero.ca 3

Tillsonburg Airport Feasibility Analysis

• Manage, Plan, Develop & Market the Facility • Current Governance – Town Owned and Operated:

Advantages Disadvantages -Town Maintains Control -Decision Making: Council Approval Required Advisory Committee: Advisory Role Only -Tool for Economic Development -Town Holds All Responsibility – SWOX and County Benefit

-Shared Resources With Town (Maintenance, Engineering, etc.) -Potential for Missed Business Opportunities AGENDA ITEM ##150- Page 85 of 168

• Airport Governance Models:

HM Aero Aviation Consulting - www.hmaero.ca 4 Tillsonburg Airport Feasibility Analysis

• Opportunities for Improvement • County and SWOX Participation • Building Relationships – Business Development • Plan, Market and Develop Airport (20+ Years) • Analysis of Appropriate Governance Models • Suitability for Tillsonburg (Similar Size and Scope) • Models Vary – Depending on Local Factors and Airport Activity

Airport Governance Model Ranking: AGENDA ITEM ##150-

Page 86 of 168 1. Commission/Board 2. Town Owned and Operated (Status Quo) • Diverse Skillset Among Members 3. Town Owned and Contractor Operated • More Business-Like Focus 4. Town Owned and Airport Authority Operated • Increased Economic Development Potential 5. Airport Authority • Low Cost of Implementation 6. Sell/Divest Airport

HM Aero Aviation Consulting - www.hmaero.ca 5 Tillsonburg Airport Feasibility Analysis

• Runway Length • Partnership With CHAA • New Air Terminal Building • OPP Support Facilities S • Anchor Tenant O • Business Expansion • Well-Managed (Reputation) • Revenue Increases • Limited Noise Sensitivity • Current Development Demand AGENDA ITEM ##150- • Displaced Threshold – Runway 26 • Competitor Airports Page 87 of 168 • Site Servicing • Funding Availability W • Weather Information T • Traffic Congestion

HM Aero Aviation Consulting - www.hmaero.ca 6 Tillsonburg Airport Feasibility Analysis

Current Status: Revenue Strategy: • Performing Well • SWOX and County Contributions • Small Cost/Revenue Gap • Rates & Fees Optimization • Economic Benefit + Potential • Fuel Prices New Rates and Charges, Sale of Portion of Lands, etc. • Deficit Small in Comparison

AGENDA ITEM ##150- Page 88 of 168

HM Aero Aviation Consulting - www.hmaero.ca 7 Tillsonburg Airport Feasibility Analysis

• Certified Aerodromes Vs. Registered Aerodromes • Different Regulatory Obligations • Goal - Prevent Unauthorized Access • Canadian Aviation Regulations (CARs) • 301.08 – Prohibitions (No Person Shall) • Airport Staff, Tenants, Users and Public Shall Abide • No Requirement to Monitor Security – In Compliance

• Recommended Improvements: AGENDA ITEM ##150- Page 89 of 168 • Establish Primary Security Line • Identify Security Partners • Review Aerodrome Signage

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Review Aerodrome Signage Implement Revenue Strategy • Create Delineation: Airside & Groundside • Reduce Cost/Revenue Gap Further • SWOX and County Participation

Tree Removal – Runway 08-26 Implement Board/Commission • Remove Runway Length Restrictions • HMSemi VERSO-Autonomous MISSION • Benefit From Entire 5,502’ Runway • Regular Reporting to Council

Hangar Development Business Case Complete Airport Master Plan

• Confirm Return on Investment • Progressive Airport Development AGENDA ITEM ##150- Page 90 of 168 • HMLong VERSO-Term (20-Year) MISSION Requirements

Implement Negotiation Strategy Establish Primary Security Line

• County of Oxford and SWOX • Discuss Contributions and Benefits Immediate Term Short Term

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QUESTIONS AGENDA ITEM ##150- Page 91 of 168

R. Adam Martin, M.Sc., PMP Dr. David Bell, PhD, P.Eng. President, Senior Project Director Senior Advisor – Airport Governance

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Airport Feasibility Analysis Study Tillsonburg Regional Airport DRAFT FINAL REPORT

Town of Tillsonburg 200 Broadway, 2nd Floor Tillsonburg, Ontario N4G 5A5

Date: October 21, 2019

Submitted by:

HM Aero Inc. 532 Montreal Road, Suite 209 Ottawa, Ontario K1K 4R4

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Table of Contents 1 INTRODUCTION ...... 1 1.1 Study Objectives ...... 2 1.2 Stakeholder Consultations...... 2 2 AIRPORT PROFILE ...... 4 2.1 Role and Designation ...... 4 2.1.1 Role ...... 4 2.1.2 Designation ...... 4 2.2 History ...... 4 2.3 Airport Management & Operations ...... 5 2.4 Current Infrastructure ...... 5 2.4.1 Runways ...... 6 2.4.2 Taxiways and Aprons ...... 6 2.4.3 Air Navigation Facilities ...... 7 2.4.4 Aviation Service Facilities ...... 7 2.4.5 Air Terminal Building ...... 8 2.5 User Profile ...... 8 2.5.1 Current Aviation Businesses ...... 8 2.5.2 Traffic Profile ...... 9 2.6 Economic Benefit ...... 10 3 AIRPORT GOVERNANCE ...... 11 3.1 Background ...... 11 3.2 Current Governance ...... 11 3.3 Governance Approaches ...... 12 3.3.1 No Involvement (Divestiture or Sale of Airport) ...... 12 3.3.2 Town Owned and Operated (Status Quo) ...... 12 3.3.3 Town Owned and Contractor Operated ...... 13 3.3.4 Airport Commission/Board ...... 13 3.3.5 Town Owned and Airport Authority Operated ...... 14 3.3.6 Airport Authority Owned and Operated ...... 15 3.3.7 Governance Model Rankings ...... 18 3.3.8 Recommended Governance Model ...... 19 3.4 Recommended Commission/Board Structure ...... 19 3.5 Partnership ...... 20

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4 BASELINE AIRPORTS COMPARISON ...... 21 4.1 Comparative Airport Selection ...... 21 4.2 Tillsonburg Regional Airport ...... 22 4.2.1 SWOT Analysis ...... 22 4.3 Comparative Analysis ...... 24 4.4 Findings ...... 25 5 FINANCIAL PERFORMANCE AND REVENUE STRATEGY ...... 26 5.1 Budget Sustainability ...... 26 5.1.1 Revenue ...... 26 5.1.2 Expense ...... 26 5.1.3 Current Financial Situation ...... 27 5.2 Revenue Strategy ...... 28 5.2.1 Current Aeronautical Revenues ...... 28 5.2.2 New Aeronautical Revenues ...... 29 5.2.3 Current Non-Aeronautical Revenues ...... 30 5.2.4 New Non-Aeronautical Revenues ...... 30 5.3 Negotiation Strategy ...... 31 5.3.1 Background ...... 31 5.3.2 Negotiating Strategies ...... 32 5.3.3 Analysis ...... 33 5.3.4 Recommended Strategy ...... 33 6 AERODROME SECURITY REQUIREMENTS ...... 36 6.1 Aerodromes, Registered Aerodromes, and Certified Airports ...... 36 6.1.1 Aerodromes ...... 36 6.1.2 Registered Aerodromes ...... 36 6.1.3 Certified Airports ...... 37 6.2 Prohibitions ...... 37 6.3 Implications for Tillsonburg Regional Airport ...... 37 6.4 Aerodrome Security Recommendations ...... 38 7 CONCLUSIONS AND RECOMMENDATIONS ...... 39 7.1 Conclusions ...... 39 7.2 Recommendations ...... 39 Appendix A - TAAC Terms of Reference ...... 41

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List of Figures Figure 2.1 – Tillsonburg Regional Airport Site Map ...... 5 Figure 2.2 – Tillsonburg Regional Airport Historical Aircraft Movements ...... 9 Figure 3.1 – Airport Governance Structure Spectrum ...... 12 Figure 5.1 – Tillsonburg Regional Airport Revenue and Expense – 2015-2019 ...... 28 Figure 5.2 – Recommended Negotiating Strategy Framework ...... 33

List of Tables Table 3.1 – Significant Airport Governance Features ...... 15 Table 4.1 – Governance Models: Southern Ontario Airports ...... 21 Table 4.2 – Tillsonburg Regional Airport Characteristics for Comparison ...... 22 Table 4.3 – Comparative Airport Analysis ...... 24 Table 5.1 – Tillsonburg Regional Airport Actual and Budgeted Finances – 2015-2019 ...... 27

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1 INTRODUCTION

The Town of Tillsonburg (the Town) commissioned HM Aero Aviation Consulting (HM Aero) to prepare a Feasibility Analysis study for Tillsonburg Regional Airport. Tillsonburg Regional Airport (CYTB) is a registered aerodrome owned and operated by the Town of Tillsonburg, located in South West Oxford Township situated on more than 600 hectares of land. Originally constructed to support flight training by the Royal Canadian Air Force (RCAF) during World War II, the Airport facility consists of one paved and two turf runways, and a supporting taxiway and apron network. Tillsonburg is a growing community in south-central Ontario, located south of Highway 401, within Oxford County. Tillsonburg is home to approximately 16,000 residents and the community continues to grow as a result of resident migrations. The Second Quarter Report produced by the Town of Tillsonburg’s Building Planning and By-law Services Department revealed that the total value of approved developments in the first two quarters of 2019 was $33,076,609, exceeding the historical value for 2018 ($26,732,028). Additionally, 2018 outperformed 2017 by a factor nearly two (2017 total construction value was $14,113,805 after two quarters). This indicates a strong level of growth within the community. Currently, Tillsonburg Regional Airport does not support regularly scheduled passenger service – the facility is classified as a registered aerodrome and is not certified in accordance with the Canadian Aviation Regulations (CARs). Tillsonburg Regional Airport is home to one flight school and the Canadian Harvard Aircraft Association (CHAA) who restores, maintains and operates a fleet of Harvard aircraft.

Aerial View of Tillsonburg Regional Airport - August 2019

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1.1 Study Objectives

The objectives of the Tillsonburg Regional Airport Feasibility Analysis Study are to: 1. analyze the current airport governance model for Tillsonburg Regional Airport to identify current deficiencies and challenges; 2. identify appropriate governance models that are applicable to the size and scope of infrastructure and operations at Tillsonburg Regional Airport; 3. complete a comparative analysis of the appropriate airport governance models to determine the best fit for Tillsonburg Regional Airport based on the political landscape, revenue generation potential, and the lowest risk to the Town; 4. investigate and identify appropriate revenue generation strategies for the Airport; based on government contributions and through private investment; 5. identify and develop divestiture options for Tillsonburg Regional Airport, 6. conduct a review of the regulatory requirements of a registered aerodrome as they pertain to security and provide recommendations to meet those requirements; and 7. engage with the Town and local stakeholders to build a current profile of Tillsonburg Regional Airport that examines: a. the Airport’s user profile; b. the change of the Airport’s use over the past decade; c. the most significant challenges and changes that could be expected at the Airport in the future; d. advantages and disadvantages of operating an airport in Tillsonburg; and e. a comparison of air traffic volume and mix compared to other similar airports in southern Ontario.

1.2 Stakeholder Consultations

To successfully achieve the study objectives, the HM Aero team completed a stakeholder engagement program to better understand the current opportunities, constraints and challenges with the management and operation of Tillsonburg Regional Airport. Stakeholders were engaged through in-person meetings and interviews, HM Aero’s attendance at the Tillsonburg Regional Airport Advisory Committee meeting, and through a public information session held with airport tenants. The following individuals and stakeholder groups were engaged (in-person) to support development of the Airport Feasibility Analysis Study: • Town of Tillsonburg: o Director of Operations o Manager of Public Works o Airport Administrator

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• Tillsonburg Airport Advisory Committee Members: o Chair (Appointed) o Secretary (Appointed) o Town of Tillsonburg Councillor o South West Oxford Township (SWOX) Councillor o 7 Additional Appointed Members • Airport Tenants and Users (11) In general, stakeholders expressed concern historically regarding the timelines related to obtaining development approvals for new hangar construction. The following steps were required under the process used until 2018: 1. The Applicant would make a request for hangar development to the Airport. 2. The Airport Administrator would draft a report for Town Council. 3. Town Council would review the report and grant approval if appropriate. 4. The Applicant would request a building permit from SWOX. 5. Once the permit was received, the Applicant could begin development. Changes at SWOX in 2018 disrupted this process and resulted in a significant decrease in hangar construction. A new process has been developed intended to streamline the process and increase hangar development at the Airport: 1. The Applicant makes a request for hangar development to the Airport. 2. The Airport Administrator drafts a report for Town Council. 3. Town Council reviews the report and grants approval if appropriate. 4. The Applicant signs a lease with the Airport. 5. The Applicant requests an Airport Development Permit (ADP) from the Town of Tillsonburg. 6. Once the ADP is approved, the Applicant begins development.

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2 AIRPORT PROFILE

2.1 Role and Designation

2.1.1 Role The Airport Role Statement is the fundamental starting point in classifying current activity and determining a future position in terms of long-term activities and development at the site. Defining an airport role assists airport owners and operators in decision making as it relates to ownership, operations, and required financial investment at an airport facility. Tillsonburg Regional Airport serves the needs of commercial, recreational and government aircraft operators within Oxford County and south-central. Ontario. In order to maximize the future economic potential of the facility within the region, the short-term role of the Tillsonburg Regional Airport should be to provide: • a base for corporate and private aircraft owners and operators; • a service hub for general aviation aircraft repair and maintenance activities; • a base for flight training activities; • a base for aircraft restorations; • flexibility to support modest passenger air charter services (9 seat aircraft); and • facilities to support aerial sightseeing activities.

2.1.2 Designation Tillsonburg Regional Airport is owned and operated by the Town of Tillsonburg and is not a member airport within Transport Canada’s National Airports System. As indicated previously, Tillsonburg Regional Airport is classified by Transport Canada as a registered aerodrome, indicating that the facility is not required to be designed and operated as per the requirements stipulated within Transport Canada’s Aerodrome Standards and Recommended Practices (TP312). Aerodromes are required to be certified if they support regularly scheduled passenger air services, are located within a built-up area, or if the Minister of Transportation stipulates that certification is required. Registered aerodrome operations are governed by fewer regulatory requirements, compared to certified airports.

2.2 History Tillsonburg Regional Airport was originally constructed by the Royal Canadian Air Force to support flight training during World War II. The Airport was originally designed in the common triangular runway configuration of the British Commonwealth Air Training Plan (BCATP) to ensure favorable crosswinds conditions for student pilots. The lands occupied by Tillsonburg Regional Airport were leased from the Federal Government starting in the 1950s. In 1971, the Town paved Runway 08-26 and constructed a public apron and supporting taxiway. Also added that decade was a terminal building, aircraft hangars, and a fuel facility. The Town formally assumed ownership and operation of the Airport in 1981. The Airport has since undergone an expansion and upgrade program including the extension of Runway 08-26 to 5,502 feet in 2009. In 2010 a new terminal building was also developed to support a restaurant, a flight school and airport administrative activities. Since 2010, several new recreational aircraft hangars have been developed at the site.

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2.3 Airport Management & Operations Tillsonburg Regional Airport is owned and operated by the Town of Tillsonburg. The lands occupied by the Airport are located outside the limits of the Town (approximately 7 km north of the Town centre), within the Township of South West Oxford. Airport operations are overseen by an Airport Administrator that reports to the Manager of Public Works, who in turn reports to the Town’s Director of Operations. The facility is operated under the umbrella of the Town’s Operations Department and maintenance resources (equipment and personnel) are provided to the Airport by Public Works. The Airport is governed by Town Council and advised by the Tillsonburg Airport Advisory Committee (TAAC). The TAAC’s mandate is: • to advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport; • to provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives; and • to provide a forum for dialogue and communication. Day to day operations of the airport is the responsibility of Town staff. The TAAC’s Terms of Reference are presented in Appendix A.

2.4 Current Infrastructure A brief description of the current infrastructure at Tillsonburg Regional Airport is provided herein as it relates to the Airport Feasibility Analysis study. The information presented in the following sections was obtained through a site visit and inspection, and through a review of current aeronautical publications, such as the Canada Flight Supplement (CFS), and the Canada Air Pilot (CAP). Tillsonburg Regional Airport includes three runways, three taxiways, and one public apron. The core development area is in the southeast quadrant of the Airport property. The primary features of the facility are shown in Figure 2.1. Figure 2.1 – Tillsonburg Regional Airport Site Map

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2.4.1 Runways Runway 08-26 The primary runway, Runway 08-26, is 5,502’ x 100’ (1,677 m x 30.5 m) with a paved asphalt surface. The threshold of Runway 26 is displaced 1,000’ due to the presence of trees immediately east of the Airport property boundary. Runway 08-26 (the Airport’s primary paved runway) is capable of supporting operations for aircraft up to and including the DHC8-400, General Aviation (GA) corporate aircraft, and other turbofan (jet) aircraft types carrying fewer than 100 passengers.

Threshold of Runway 08 at Tillsonburg Regional Airport Runways 02-20 and 14-32 Two secondary turf runways are currently in operation at Tillsonburg Regional Airport - Runway 02-20 and Runway 14-32. Runway 02-20 has dimensions of 2,348’ x 75’ (715.7 m x 22.9 m) and Runway 14-34 extends 2,258’ x 75’ (688.2 m x 22.9 m) in width. The two turf runways are primarily used by smaller piston aircraft involved in recreational and flight training activities. All four turf runway thresholds are displaced (either 100 ft. or 300 ft.) due to the presence of seasonal tall crops and both turf runways are not maintained during the winter season.

2.4.2 Taxiways and Aprons Tillsonburg Regional Airport provides one primary taxiway that connects the approximate midpoint of Runway 08-26 to the Airport’s main apron. The taxiway is approximately 15 m in width and is comprised of a paved asphalt surface. Two additional paved private taxiways connect the main apron to the east and west development areas at the Airport. The main apron has dimensions of approximately 60 m x 60 m and is also comprise of a paved asphalt surface. The apron supports aircraft tie-downs and a cardlock aviation fuelling system. The configuration of the main apron, the primary taxiway and the private taxiways can result in congestion during peak periods resulting in a limited area available to park aircraft on the main apron.

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Furthermore, the Airport’s single taxiway connection to Runway 08-26 has been observed to cause congestion during peak periods, sometimes requiring departing aircraft to exit the taxiway and hold short of the runway within the grass area beside the taxiway to allow for aircraft to clear the runway environment before taxiing to the main apron.

2.4.3 Air Navigation Facilities Instrument Flight Procedures Non-precision instrument approach capability is provided for Runway 08 at Tillsonburg Regional Airport. A GPS-based LNAV Instrument Flight Procedure (IFP) provides increased airport availability during periods of poor weather to a minimum descent altitude of 416’ Above Ground Level (AGL) with visibility limits of 1 ¼ statute miles. A VOR/DME IFP is also provided at Tillsonburg Regional Airport, supporting a minimum descent altitude of 527’ AGL and a minimum visibility requirement of 1 ¾ statute miles (or better). Visual Aids The Airport is equipped with the following visual aids to support regular aircraft operations, and operations during periods of darkness and/or reduced visibility. • An Aerodrome Beacon; • Low-Intensity Runway Edge Lighting (08-26); • Low-Intensity Threshold and Runway End Lighting (08-26); • Aircraft Radio Control of Aerodrome Lighting (ARCAL) System; and • Lighted Windsocks.

2.4.4 Aviation Service Facilities Aviation Communications An Aerodrome Traffic Frequency (ATF) is currently provided at Tillsonburg Regional Airport. ATFs are normally designated for active uncontrolled airports that do not meet the criteria for a Mandatory Frequency (MF) service. ATFs are established to ensure that all radio-equipped aircraft operating on the ground or within the vicinity of the aerodrome are listening on a common frequency and following common reporting procedures. A Universal Communications (UNICOM) service is provided at Tillsonburg Regional Airport during normal operating hours whereby airport advisory information (wind speed, direction, altimeter setting, and other reported traffic) can be conveyed to aircraft operating in the Airport’s vicinity. In addition, the ATF is used to communicate intentions, aircraft position and other information between aircraft operating in the vicinity of the Airport. Airport Support Facilities Several aviation support facilities are available at Tillsonburg Regional Airport. The following support facilities are available, as stated within the most current publication of the Canada Flight Supplement (CFS): • 24-Hour Aircraft Fuel Services including 100 Low-Lead (Avgas) and Jet A1 fuel sales; • Aircraft Storage; • Servicing/Minor Aircraft Repairs; • Major Aircraft Repairs; • Extended Term Aircraft Parking; and • Aircraft Tie Down Facilities.

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Further to the above, Tillsonburg Regional Airport is designated by Canadian Border Services Agency (CBSA) as an Airport of Entry (AOE 15) capable of supporting transborder operations for up to 15 passengers.

2.4.5 Air Terminal Building Tillsonburg Regional Airport is supported by an air terminal building that supports an airport administration office, a restaurant, boardroom, washrooms and leasable space currently occupied by the Tillsonburg Flying School. The building is located at the centre of the core area and supports administrative functions and itinerant aircraft arrivals and departures. The building is supported by a vehicle parking area with the capacity to support 48 light vehicles. The building has limited passenger processing capacity capable of supporting modest scheduled passenger and charter air services (9 seat aircraft).

An exterior view of the Tillsonburg Regional Airport Air Terminal Building

2.5 User Profile

2.5.1 Current Aviation Businesses Tillsonburg Regional Airport supports a variety of aviation-related businesses and organizations that support the GA sector in south-central Ontario, as identified below. • Canadian Harvard Aircraft Association (CHAA) – acquire, preserve, maintain, display, and demonstrate Harvard and other training aircraft associated with the British Commonwealth Air Training Plan and the Royal Canadian Airforce. • Lee Air Leasing Ltd. – provides aircraft maintenance and specialized work. • Tailwind Aviation Services – specializes in avionics for amateur built and certified aircraft. • Tillsonburg Flying School - private accredited career college located on the lower level of the air terminal building offering flight training using Cessna 150 and Cessna 172 aircraft.

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In addition to the businesses identified above, Tillsonburg Regional Airport is home to approximately 17 hangars that have been developed by private entities to support aircraft storage. Three additional hangars at Tillsonburg Regional Airport support CHAA, Tailwind Aviation, and Lee Air Leasing Ltd. Consultations with the Airport Administrator indicate that there is continuing demand for the development of GA recreational and commercial hangar facilities at Tillsonburg Regional Airport. Consultations revealed that some hangar owners travel as far as 1.5 – 2.0 hours from their place of residence to Tillsonburg Regional Airport to engage in recreational flying activities, indicating that the facility is an attractive base for the further development of GA activities.

2.5.2 Traffic Profile Tillsonburg Regional Airport experiences a relatively even split of local and Itinerant (visiting aircraft) traffic. Aircraft movement levels (takeoffs and landings) have been recorded by the Airport Administrator on a regular basis. Historical aircraft activity levels at Tillsonburg Regional Airport are shown in Figure 2.2. Between the years 2011 and 2018, aircraft movement activity has remained relatively steady ranging from 9,500 to 15,000 annual movements. Traffic peaked in 2016 but has declined for several reasons: • The loss of flight instructors at the flight school; • The closure of flights schools in London that frequented Tillsonburg Regional Airport; and • A reduction in the traffic reporting hours starting in May 2017 coinciding with the installation of the card lock fuel system. (Though recorded traffic may have declined as a result, actual traffic may not have declined by the same number). Figure 2.2 – Tillsonburg Regional Airport Historical Aircraft Movements

18000 16000 14000 12000 10000 8000 6000

ANNUAL MOVEMENTS ANNUAL 4000 2000 0 2011 2012 2013 2014 2015 2016 2017 2018 YEAR

Records also indicate that in 2017 the Airport supported 69 corporate aircraft and 53 in 2018. These aircraft operations supported executive transportation to local businesses, individuals visiting the area to engage in fishing and hunting activities, and for other purposes. The Airport is home to approximately 50 commercial and GA aircraft and supports a wide variety of recreational, government and corporate users, including, but not limited to the Ontario Provincial Police, Ornge, the Department of National Defence, and the Canadian Coast Guard.

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2.6 Economic Benefit

It is important to consider the economic benefit of an airport beyond its financial performance. Though an airport may consistently have an operating deficit when examining annual financial statements, it may very well be generating millions of dollars of economic benefit for the region. In other words, it is important to view airports as potential economic drivers for the communities and regions in which they serve. Economic benefit occurs in three different ways: 1. Direct: These impacts occur on the site of the facility. These effects are generated immediately through aviation activity (e.g. the sale of aviation fuel). There are no intermediate steps between aviation activity and the benefits. 2. Indirect: Companies doing business on the Airport make many expenditures in the region off-airport. The methods of economic impact analysis distinguish between benefits occurring within the footprint of the Airport and those outside of it. The "Indirect Effects" measure the importance of the tenants' expenditures on goods and services that occur outside of the Airport. For example, an airport tenant may purchase goods or services from companies outside of the Airport, potentially within the Town. Although attributable to the Airport, they do not occur on the site of the Airport. 3. Induced: The employees of on-airport businesses and off-airport suppliers receive wages and salaries. They spend these funds in the community to purchase a wide range of other goods and services. These expenditures support further employment, GDP, and labour income. The process continues indefinitely, with each further round being smaller than the one immediately before it. The goal of an airport should not be solely focused on being financially self sustainable, but to facilitate greater economic benefit in the region. Though an airport may be perceived as a draw on municipal resources, it is crucial to understand that expenses seen at the airport are offset by economic gains in the community. These economic gains often far outweigh the expenses of the airport, although it may not be obvious to all stakeholders (e.g. corporate users, residents, etc.).

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3 AIRPORT GOVERNANCE

3.1 Background

Tillsonburg Regional Airport is currently owned and operated by the Town of Tillsonburg. The Town is examining the Airport’s future vision, including the most applicable governance structure. An appropriate airport governance structure can contribute to making better focused decisions that are in the best interests of the Airport and the region. The Airport is, and can be, an important tool for surrounding municipalities to achieve their regional objectives. It can be a mechanism for economic development by attracting increased passenger services, new businesses, and developing tourism and recreational activities in the region. An effective airport governance structure provides airport owners with the tools to effectively manage, plan, develop and market the airport in the best interests of the region in which it serves. There are very few small airports in Canada that generate a financial operating surplus. An airport properly developed and managed is an economic generator where the cost is incurred at the airport, but the benefit is realized in the businesses throughout the community. Municipalities benefit from the increased tax base, more employment, greater economic activity, and improved ability to attract new activity. There are a range of governance options that are available for airports. Each model has characteristics that are important to the type and credibility of the decisions and the ability to encourage participation by others (governments, aviation operators, aviation support businesses, potential economic opportunities, etc.) in airport development and operations.

3.2 Current Governance

Tillsonburg Regional Airport is currently owned and operated by the Town. The Airport is managed on a day-to-day basis by an Airport Administrator. The Administrator reports to the Manger of Public Works who reports to the Director of Operations and then to Town Council. Furthermore, the Town Council has appointed an Airport Advisory Committee comprised of two elected officials from the Town and the Township of South West Oxford, in addition to nine appointees. The Airport Advisory Committee (TAAC) makes recommendations to Council on matters related to the Tillsonburg Regional Airport. It is intended to provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and strategic initiatives and to provide a forum for dialogue and communication. The Committee does not have any authority to make major decisions regarding the operation or development of the Airport. The TAAC’s Terms of Reference are presented in Appendix A. Stakeholder consultations revealed that the requirement for financial support at the Airport is a cause of concern at the community level. Some residents see the Airport as a facility for aviation enthusiasts who can afford to own or fly airplanes for recreation purposes and many may question why taxpayers should be paying the costs of operating an Airport.

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3.3 Governance Approaches

There are a range of governance approaches that are utilized by airports across Canada. Some are more relevant to larger airports and some for smaller regional and community airports. The range includes some dramatic options such as closing the Airport, up to the formation of Airport Authorities that require a large amount of commercial passenger traffic to be effective. For each option there can be different operating arrangements between the airport owner and operator. An airport governance structure is not dictated by who operates the airport, but by how decisions affecting the operations and development of the airport are made. The range of governance approaches typically employed at airports in Canada is illustrated in Figure 3.1. The significant features of each governance option are summarized in Table 3.1. Figure 3.1 – Airport Governance Structure Spectrum

3.3.1 No Involvement (Divestiture or Sale of Airport) The option to sell the Airport could be very expensive as there may be several obligations to be met by the owner. If the Airport is to be sold, all the risks and obligations will need to be valued and become part of the sale price, including risk carried by operating an airport (e.g. soil contamination, obligation to tenants and airport businesses to maintain an airport, possibility of new owner using lands for an incompatible land use) and considering the facility supported military training activities for the BCATP. In most cases, the cost to immediately bring the Airport into a simplified sale condition may far outweigh the price a potential buyer may be willing to pay for the Airport. Furthermore, if the Airport is sold to a third party, the Town will have little control over the activity that may take place on the airport property, reducing the ability to position the Airport as an economic driver within the community. In addition, once airport lands are sold for other uses, it may be extremely cost prohibitive to purchase lands and develop a new airport, if future demand for aviation facilities in the community were to increase in the future.

3.3.2 Town Owned and Operated (Status Quo) This is the current airport governance model in place at Tillsonburg Regional Airport. Under this airport governance model, the Airport is operated and managed by the Town. The Town’s council has appointed an Advisory Committee to advise and make recommendations to Council on matters related to the Tillsonburg Regional Airport and provide a forum for receiving input and advice from aviation stakeholder groups and the community with respect to the Airport Master Plan and other strategic initiatives.

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One of the primary challenges of this model is that elected officials who are appointed to the Airport Committee are subject to frequent change and do not necessarily cover all the important skills common of a Commission/Board. In addition, as elected Councillors, committee members may have conflicting priorities when trying to decide what is best for their constituents and the Airport. There may be times when the priorities of one may conflict with the priorities of the other (i.e. the development of a community centre, a recreational centre, or a similar community facility may compete for funds that could be used to develop the Airport). Under the current governance model, the Town has the responsibility to hire and manage staff at the Airport and ensure appropriate staff support activities are provided (i.e. training, licensing, and benefits). This adds to the administrative burden for the Town. Furthermore, the current Tillsonburg Airport Advisory Committee (TAAC) members have many responsibilities that make it difficult to commit the time to focus on airport development. Under this governance model the Town has direct control over airport planning and operations and also carries any liabilities for legal and regulatory obligations.

3.3.3 Town Owned and Contractor Operated This option is like the Town Owned and Operated model, with the exception that a private entity would operate the Airport under some type of contract arrangement. The contract conditions typically have a company operate an airport for a fee. This would eliminate the day- to-day operational obligation, but there is normally a cost associated with this model, usually a profit for the company that is operating the airport. The contractor is not focused on cost efficiency or additional revenue generation at the airport unless they share in the gain. Furthermore, under this governance model there is little incentive for the private operator to promote the airport unless there is some form of compensation for time and costs incurred. The private operator could assist in the airport administration, but this would normally be part of the fee. If this governance option were selected at Tillsonburg Regional Airport, the Town would still carry legal and regulatory obligations and the overall integration of the Airport in regional plans and site planning would remain with the Town. In general, the main benefit of this option is that day-to-day operations are removed from the direct responsibility of the Town. The main concern is that this option is more costly than the present approach, unless a benevolent group is prepared to operate the Airport at minimal cost.

3.3.4 Airport Commission/Board An Airport Commission/Board is a group of appointed individuals with the expertise and time to focus on the planning, management, development, and promotion of the airport. Commissions/Boards generally bring a more business-like focus to airport operations to reduce the cost-revenue gap. Commission/Board members would be responsible for the oversight of the day-to-day operations, relieving the municipal (Public Works) staff of this task. A Commission/Board would also bring an annual budget and plans to Town Council for approval. The Commission/Board would report to Council on progress against the financial and operational plans and the reporting could be as often as Council deems appropriate. The Commission/Board would operate under any policies deemed applicable by the Town (e.g. contracting policies, environmental legislation, agreed upon signing authority to commit Town resources, use of Town equipment, staff and facilities, etc.).

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To be most effective, the Commission/Board should be comprised of appointed volunteers who have a strong interest in the Airport as well as the skills needed to manage and grow the facility. These would include finance, marketing, aviation knowledge, engineering, legal, and business management skills. The individuals that form the Commission/Board should not be elected officials to avoid potential conflicts. In order to be most effective, the members should be nominated by the groups that have an interest in the Airport, including the Town (owner), surrounding townships and counties (current and potential funders, and citizens that utilize and benefit from the Airport), airport user groups (tenants, businesses that use the airport), and/or independent members form the community at large. The members would be approved by the Town from the nominations submitted, with a typical term of 3-5 years with a renewable option. The appointments should be staggered to ensure ongoing knowledge transfer and the Commission/Board should elect from their members a Chair, Vice Chair, Secretary, and Treasurer. They should meet as frequently as needed and keep a record of meeting minutes and agendas. The Airport Commission/Board would have more consistency of membership when compared to the current model as their appointment could be for a longer term than each municipal election. The individuals would bring the skills that are important to develop the Airport and would fuse their knowledge and experience to help guide the future development of the Airport. Commission/Board members often use their local contacts to promote and encourage airport use and funding. In addition, the presence of a Commission/Board of qualified persons assists in creating credibility when approaching governments and industry for participation in the development of the Airport. Furthermore, under this model the Airport Commission/Board would develop plans for the Airport in coordination with the regional plans developed by the Town, Township, and County. The Town would own the land and carry the legal and regulatory obligations. There would likely be a continuing need for a contribution from the Town and County and potentially contribution from the Township, but with the knowledge and experience of members, the amount of the contribution should decrease over time as the cost-revenue gap closes with future business growth at the Airport. Successful negotiations and additional contributions from the County and township, could potentially close or eliminate the gap. An Airport Commission/Board comes with the benefit of the use and availability of skilled and experienced individuals focused on improving and developing the Airport, consistent with the objectives of the Town. Airport priorities are their main concern and as appointed persons they are not in conflict with other Town priorities. This governance model offers many attractive features for Tillsonburg Regional Airport. If a Commission/Board is implemented, it should reduce the amount of financial contributions required to support operations and development, relieve the municipal Councillors of the additional workload, provide a dedicated effort to develop and promote the Airport, and bring enhanced credibility to the marketing of the facility to business and governments.

3.3.5 Town Owned and Airport Authority Operated This option is appropriate if a large Airport Authority wishes to have a smaller airport to enhance their network of services or as a competitive advantage to other airports. This is not a common governance structure in Canada for regional and community airports. Most satellite airports for large Airport Authorities were part of the original transfer from the federal government. In this model, the Airport Authority becomes the tenant at the airport and the Town becomes the landlord. Depending on the arrangement, the Town could be removed from operational responsibilities and liabilities.

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Under this model, the Airport Authority makes and carries out all decisions concerning airport planning, funding, construction, customer relations, and meeting all applicable laws and regulations. Town employees become employees of the Airport Authority in the initial stages, after which collective bargaining processes affect the future hiring and compensation for airport employees.

3.3.6 Airport Authority Owned and Operated The Airport Authority form of governance is most applicable for very large airports with high volumes of commercial and private aircraft operations. The Authority is created by a Provincial statute which gives it significant powers to charge fees and incur debt. The Authority has full power to plan, develop and operate the airport. This model is expensive to operate and is generally not applicable to a regional and community airports. Table 3.1 summarizes some of the significant features of each governance model. Table 3.1 – Significant Airport Governance Features

Characteristics Relevant to Tillsonburg Regional Airport Governance Option Positive Negative Divestiture or Sale of Airport -No involvement in Airport -Loss of future potential ownership, operation, or funding. economic generator for region. -No managerial effort required -Buyer difficult to find if Airport is after sale. currently subsidized. -No annual operating deficit to -Cost to sell could be significant cover (environmental responsibilities, obligations to those at the Airport site with leases, etc.). -Loss of future marketing tool to encourage business development. -Significant effort and political will required to sell Airport. Very difficult to find an “acceptable buyer” (politically acceptable, acceptable to aviation and business community, etc.) -May include commitment for significant upgrades and financial assistance in the short term. This may include tree removal at end of runway, environmental remediation around fuel tanks, etc. - Use of lands may be inconsistent with region priorities -New owner may be a competitor in some future aviation or development opportunities. -May be difficult to argue against the perception that the Airport is being run for profit and not in the best interest of the region -Moderate to high cost to implement.

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Governance Option Characteristics Relevant to Tillsonburg Regional Airport Positive Negative Town Owned and Operated -Airport available for future -Subsidies may be needed from (Status Quo) development. local government tax base. -Governments maintain control -Lack of knowledge to operate over future airport planning and an airport in various government development. levels. -Communications with Council -No assurance of availability of very direct and frequent. appropriate airport related skills. -Use as a tool for economic -Potential for missed business development. opportunities. -Ensure consistency with local, -Town responsible to administer regional, and provincial plans. the airport operations (hire -No cost to implement manager, training, etc.). -Town carries safety and any legislative liabilities (Environment, employee safety, aviation safety regulations etc.). -Managerial effort to operate the airport. -Town staff time used on airport issues. -Financial risk borne by the Town (all losses are the responsibility of the taxpayers). -Fee increases are a political issue. -Operational risk (i.e. aircraft accident, fire, etc.). -Specialized airport knowledge not normally part of the Town skill set (i.e. airport operations, aviation planning, etc.). -Raising capital on outside markets could be difficult. -Major infrastructure improvements will be difficult to fund within the Town budget.

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Characteristics Relevant to Tillsonburg Regional Airport Governance Option Positive Negative Town Owned and Contractor -Removes day to day operating -Could be more costly (operator Operated responsibility. must make a profit) A party -Government officials have willing to operate the airport for reduced time commitment. little or no cost would be very helpful (there may be very few potential groups prepared to do this). -Airport may not be developed in a direction in the best interest of the Town and other surrounding townships or County -Town carries any safety and legislative liabilities. -Private contractor may not be willing or able to pursue new opportunities for airport development. -Little incentive for operator to cut costs or make efficiency gains. -Some Town managerial effort to manage the airport. -Financial risk remains if revenue does not exceed costs. -Some specialized knowledge still required (i.e. knowledgeable contractor). -Raising capital on outside markets could be difficult. -Moderate cost of implementation. Airport Commission/Board -Better expertise to manage the -Financial contributions will be development of the airport. required from all parties -More business-like focus on participating in the decision- running the Airport. making process. -Commission/Board is -Loss of direct day-to-day responsible for the day to day management of airport by the airport management (remove Town. responsibility from government -Town carries safety and any levels). legislative liabilities -More likely to find business (Environment, employee safety, opportunities for the airport. aviation safety regulations etc.). -Better able to find cost cutting -Financial risk borne by the and revenue generating Owners (all losses are the opportunities. responsibility of the taxpayers). -Town owns land and can ensure -Operational risk (i.e. aircraft direct airport development accident, fire, etc.). consistent with municipal plans. -Raising capital on outside -Low cost of implementation. markets could be difficult. -Major infrastructure improvements will be difficult to fund within the Town budget.

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Characteristics Relevant to Tillsonburg Regional Airport Governance Option Positive Negative Town Owned and Airport -All operational risk taken by AA. -Local governments removed Authority Operated -All staffing and training done by from business and customer AA. relations. -All labour negotiations done by -Must ensure compliance with AA. Town plans through agreements, bylaws etc. -Good ability to raise capital on outside markets. -Less able to use airport to achieve other local government -AA markets and promotes objectives. Done through Airport. discussion and agreements. -Representation on Airport Authority Board would be minimal. -Determination of local representation on larger airport Board would be difficult. -AA may not make decisions in best interest of Airport. -High cost of implementation. Airport Authority Owned and -All operational risk taken by AA. -Significant overhead cost. Operated -All staffing and training done by -Integration with regional (This model is most applicable to AA. planning more difficult. very large scheduled passenger -All labour negotiations done by -Requires significant passenger traffic type airports) AA. volumes or a large contribution -Good ability to raise capital on to operations is necessary. outside markets. -Legislation required. -AA markets and promotes -More difficult to align with Airport. municipal and Town Planning. -Town continues to own land. -Legislative and financial risks remain. -High cost of implementation.

3.3.7 Governance Model Rankings Based on HM Aero’s research, analysis, stakeholder consultations and our understanding of effective airport governance in Canada, the governance models examined as part of our study have been ranked from one (most recommended), to five (least recommended) as they apply to Tillsonburg Regional Airport: 1. Commission/Board 2. Town Owned and Operated (Status Quo) 3. Town Owned and Contractor Operated 4. Town Owned and Airport Authority Operated 5. Airport Authority 6. Sell (Divest) Airport

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3.3.8 Recommended Governance Model In examining the range of governance options, it is HM Aero’s opinion that the governance model best suited for Tillsonburg Regional Airport is the creation of an Airport Commission/Board to plan, develop, operate, maintain, and market the Airport. This model involves the creation of a semi-autonomous Board or Commission that oversees all aspects of the airport operations independent of Council (aside from annual reporting on budgets and capital funding requirements). Under this recommended airport governance model, Tillsonburg Regional Airport would continue to be owned by the Town or the Town with partnering municipalities sharing in funding operational deficits and capital projects. Furthermore, it is expected that a Commission/Board model can be operated at no additional cost (aside from potential costs to create a Board/Commission Mandate/Terms of Reference). An example of this model is Lake Simcoe Airport. It serves general aviation, flight training and commercial corporate jet activities. The Airport is jointly owned by the City of Barrie (60%), the County of Simcoe (20%) and the Township of Oro-Medonte (20%) and is managed by a Municipal Service Corporation (Lake Simcoe Regional Airport Inc.) which is responsible for the Airport’s operation and maintenance. The Lake Simcoe Regional Airport Inc. Board of Directors is comprised of nine members, five of which are City of Barrie appointees; two of which are County of Simcoe appointees and two of which are appointed by the Township of Oro-Medonte.

3.4 Recommended Commission/Board Structure

The composition and operational structure of a new Airport Commission/Board will be crucial to its success, and the future success of the Airport. Based on our understanding of the current constraints and challenges related to airport governance at Tillsonburg Regional Airport, HM Aero is recommending that a Commission/Board be formed to govern the Airport on behalf of Town Council. Commission/Board development characteristics for the Town’s review and consideration are presented below: Mandate: The Commission/Board will be responsible for decision making with respect to the operations, planning, maintenance, and development of the Airport. Reporting Structure: In the short-term it is recommended that the Airport Commission/Board report to Town Council on an annual or bi-annual basis to report on airport financial and development matters. Commission/Board Members: A Board comprised of a Chair, Vice Chair, Secretary, Treasurer, and up to five Directors, all of whom represent a function critical to the operation and management of an airport (i.e. marketing, human resources, engineering, law, etc.). If representation on the Board by elected officials is strongly desired by Town Council, it is recommended that only one elected official be appointed, mainly to act as a communication conduit between Council and the Board. Airport Operations: An Airport Administrator responsible for the day-to-day management of the Airport. The Airport Administrator would report to the Chair of the Board and coordinate with the Town to provide required airport maintenance equipment and personnel. Under this model, airport staff may not be Town employees, but could be employees of a third-party service provider if determined to be financially feasible. Membership Term: A Board member’s term could be from 3-5 years. It is recommended that initially terms be offset to avoid all terms ending in the same year. This strategy assists in the Commission’s/Board’s collective preservation of knowledge.

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Evaluation: It is recommended that the success of the Commission/Board be measured to confirm if the governance model selected is appropriate and is achieving its goals. Performance indicators may include, but are not limited to: • financial performance (reduction in annual cost-revenue gaps); • timeframe for decision making (i.e. development approvals); • absorption rate of commercial lots; and • aircraft traffic. A combination of the above metrics will allow for a wholistic evaluation of Commission/Board performance. In addition, the overall medium to long term success of the Commission/Board can be measured by further reductions in annual cost-revenue gaps, further development of recreational and commercial facilities, and traffic growth at the Airport.

3.5 Partnership

Although an Airport Commission/Board is recommended for the future governance of Tillsonburg Regional Airport, it is crucial that the future ownership of, or financial responsibility for the Airport also be determined. Based on the existing airport ownership situation and considering Tillsonburg Regional Airport lands are outside the official Town limits, it is recommended that an airport funding partnership between the County of Oxford, the Township of South West Oxford, and the Town of Tillsonburg be established. The partnership should cover funding contribution (both ongoing and significant infrastructure improvements), nominating authorities for membership on a Commission/Board, and participation in decisions on development plans, marketing plans, and budgets. Building partnerships with the Township of South West Oxford and the County of Oxford may be challenging, especially considering their historic interest in the operation and development of Tillsonburg Regional Airport. Negotiating Strategies for approaching the County and Township are presented in Section 5.3.2.

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4 BASELINE AIRPORTS COMPARISON

4.1 Comparative Airport Selection

Key information was collected and analyzed for several airports in southern Ontario that are considered comparable to Tillsonburg Regional Airport from an airport role and traffic profile perspective. Table 4.1 identifies four airports within southern Ontario, and their current governance model. Table 4.1 – Governance Models: Southern Ontario Airports

Airport Owner Operator Governance Model Brantford City of Brantford Brantford Flying Club City Department Chatham-Kent Municipality of Z3 Aviation Municipal Department Chatham-Kent Niagara Central City of Welland, City of Niagara Central Airport Airport Commission Port Colbourn, Town of Commission Pelham, Wainfleet Township St. Thomas City of St. Thomas City of St. Thomas City Department Tillsonburg Town of Tillsonburg Town of Tillsonburg Town Department

As illustrated in Table 4.1, there are a variety of airport governance models currently in use at airports within southern Ontario. This demonstrates that each airport owner has selected a governance model for their facility that best fits the needs of the community. The effectiveness of airport governance models should not be measured simply by comparing one airport to another with a similar infrastructure and traffic profile. Several factors should be considered when identifying an appropriate airport governance model (e.g. how can the airport be best positioned to achieve economic growth, what options provide the most flexibility for external funding opportunities, are there several levels of municipal government that have a stake in the Airport, etc.). Consultations with each of the airports listed in Table 4.1 indicate a mix of both challenges and success factors with their governance models. For instance, one airport sited constraints to future development as a result of their current governance model, as approval is required from each of the three funding municipalities – limiting the potential for future airport development and attraction of new businesses to the airport as Council members can have conflicting opinions of the value of airport investment. Considering the above, the selection of an appropriate airport governance model is specific to each airport and should not be determined simply by comparison with other airports with similar airport infrastructure and air traffic profiles.

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4.2 Tillsonburg Regional Airport

Select comparators were identified for Tillsonburg Regional Airport to focus the Baseline Airports Comparison and aid the reader in better understanding competition in the General Aviation market in southern Ontario. Those comparators are presented in Table 4.2.

Table 4.2 – Tillsonburg Regional Airport Characteristics for Comparison

Population Served 16,000 Runways (Asphalt) 3 (1) Longest Runway 5,502 ft (1,677 m) Owner Town of Tillsonburg Operator Town of Tillsonburg Aviation Fuel 100LL, JA-1 Best Published Approach (MDA) LNAV (416') Landing Fee No Facility Fee No Parking Fee 6/day Fuel Price (100 LL) $1.92

4.2.1 SWOT Analysis Research, analysis, stakeholder consultations and HM Aero’s understanding of the aviation markets and airports in southern Ontario was applied to identify the relevant Strengths, Weaknesses, Opportunities and Threats related to the current and future operation of Tillsonburg Regional Airport. Strengths • Runway length – at 5,502’, Tillsonburg has one of the longest runways for a regional or community airport within south-central Ontario. Of the comparator airports, it is matched only by Chatham-Kent. Runway length is of importance in attracting new aviation businesses or corporate users. A longer runway allows aviation businesses to accept larger aircraft and allows corporate users to access more markets with fewer stops for fuel. • New terminal building – the first impression of an airport for itinerant pilots or residents is often the terminal building. By accommodating a restaurant, the terminal building is now a gathering place for the community, as well as a destination for itinerant recreational aircraft. Furthermore, the presence of the restaurant allows local residents to visit the airport and can lead to more positive impressions of the facility within the community. • Anchor Tenant – consistent growth at an airport is often facilitated by an anchor tenant. CHAA’s specialty in WWII training aircraft maintenance and preservation has made Tillsonburg Regional Airport a destination for many aviation historians. These tenants regularly use the services of other aviation businesses at the Airport and can be crucial in developing an aviation supply chain.

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• Reputation as well-managed – consultations indicated that Tillsonburg Regional Airport has a strong reputation for being well-managed within the southern Ontario aviation community. This reputation is a form of marketing that can help to attract new businesses and tenants as well as itinerant pilots. • Far from noise sensitive land uses – because the Airport is approximately 4 kilometres from the Town limits and surrounded by agricultural lands, there is a small likelihood of complaints concerning aircraft noise as the Airport develops and activity levels increase. Weaknesses • Displaced threshold Runway 26 – the current operational runway length is restricted by the presence of obstacles (trees) prior to the threshold of Runway 26. In order for Tillsonburg Regional Airport to benefit from the full 5,502’ runway length, it is recommended that these trees be removed as soon as practicable. • Site servicing – the Airport lands are not provided with municipal services (e.g. potable water, sewer) from the Town and future capacity to provide electrical services to larger- scale aviation commercial operators is limited. To attract new businesses and tenants wanting to develop new facilities and business at the facility, the provision of site servicing should be considered (potentially addressed and costed within a formal Airport Master Plan). • Weather information – the Airport does not currently operate and maintain instrumentation to provide weather information services to aircraft operators. Consideration should be given to providing weather observation and reporting capability at the Airport. • Traffic congestion during peak periods – as only one taxiway connection is provided to connect the main apron to Runway 08-26, aircraft congestion can occur during peak periods when arriving aircraft are required to exit the runway environment, but the presence of an aircraft waiting to enter the runway restricts aircraft flow. Opportunities • Partnership with CHAA – an opportunity could be explored for the Airport to partner with CHAA to highlight the historical significance of Tillsonburg Regional Airport and its role as a BCATP training facility. Tillsonburg Regional Airport could be further marketed as a destination for aviation historians within Canada, and internationally. • OPP support facilities – consultations indicated the possibility of the Ontario Provincial Police increasing their activity at Tillsonburg Regional Airport, potentially via the development of a new hangar facility (or through a lease agreement). The OPP has a forensics lab in Tillsonburg and the OPP operates the Ontario Police College in nearby Aylmer Ontario. Tillsonburg Regional Airport is the closest airport to these OPP operations, and there is a potential for increased personnel transport via air, or to better support aerial speed enforcement activities on nearby Highway 401. Furthermore, OPP Aviation Services operate helicopters and fixed-wing aircraft to support search and rescue (SAR); support of specialized units; support during public demonstrations; transportation of personnel; advanced operational photography; search and containment of escapees; regional traffic or crime initiatives; drug eradication; and evidence searches. These could also be potential opportunities for Tillsonburg Regional Airport.

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• Airport business expansion – the quality of the aviation businesses at Tillsonburg Regional Airport may allow the Airport to grow through the expansion of the current businesses as well as attraction of new business. Threats • Competitor airports – there are many airports in southern Ontario serving similar roles and competing for the same business opportunities. While Tillsonburg Regional Airport does have some unique characteristics, it does not differ significantly from its competitors. Identifying and exploiting a competitive advantage will be important for future business development at Tillsonburg Regional Airport. • Availability of funding – while the Airport is performing well financially (based on HM Aero’s experience working with similar airports across Canada), future capital projects will require external funding or grants. Because Tillsonburg Regional Airport does not have scheduled passenger services, there are limited grants or programs that can be accessed for capital funding.

4.3 Comparative Analysis

Four airports were selected for comparison with Tillsonburg Regional Airport based on nine specific criteria, including but not limited to: airport certification, number of runways, longest runway, aviation fuel provided, lowest IFP minima, landing fees, facility fees, parking fees, and fuel prices. For the purpose of the Feasibility Analysis study, the following four airports were selected as suitable comparisons to Tillsonburg based on their general infrastructure and traffic profiles: 1. Brantford Airport; 2. Chatham-Kent Airport; 3. Niagara Central Dorothy Rungeling Airport; and 4. St Thomas Municipal Airport. An analysis of comparative airports is presented in Table 4.3. Table 4.3 – Comparative Airport Analysis Airport Brantford Chatham-Kent Niagara St. Thomas Tillsonburg Central

Certified/Registered Registered Certified Registered Certified Registered Runways (Asphalt) 3 (3) 1 (1) 2 (2) 3 (3) 3 (1) Longest Runway 5036 ft 5502 ft 3493 ft 5013 ft 5502 ft (1535 m) (1677 m) (1065 m) (1528 m) (1677 m) Aviation Fuel 100LL, JA-1 100LL, JA-1 100LL, JA-1 100LL, JA-1 100LL, JA-1 Lowest IFP Minima LNAV (448') LPV (250') LNAV (519') LPV (250') LNAV (416’) (MDA) Landing Fee None None None None None Facility Fee None None None $95/day None (turboprop) Parking Fee No $10/night None $10/day $6/day Fuel Price (100LL) $1.99 $2.20 $2.14 $1.95 $1.92

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4.4 Findings

HM Aero’s review of the selected comparator airports identified the following findings: 1. With three runways and one equal in length to the longest of the comparator airports, Tillsonburg Regional Airport is equipped with competitive airfield infrastructure that can be further utilized and expanded to support increased business and economic development within the region. 2. All the comparator airports offer aviation fuel for sale with Tillsonburg Regional Airport having significantly the lowest 100LL price. 3. All the comparator airports have Instrument Flight Procedures (IFPs) providing increased airport availability during periods of poor weather and/or visibility. Relative to the comparators, Tillsonburg Regional Airport supports an LNAV IFP to Runway with a Minimum Descent Altitude (MDA) of 416’ AGL. This level of airport availability could be improved through commissioning of an obstacle survey and tree removal program. Chatham-Kent and St. Thomas have the IFPs with the lowest MDAs (250’). Lower MDAs allow aircraft to access an airport in poorer weather conditions. Providing lower MDAs increases overall annual airport availability and is an attractive feature when marketing facilities to new businesses considering relocating to the site. 4. The fee structures at the comparator airports varies widely. Most do not charge a landing fee for light aircraft, and approximately half charge an overnight parking fee. One comparator airport currently charges a facility fee (combination landing and terminal fee) to commercially registered turbine aircraft.

Westerly View of Main Apron – Tillsonburg Regional Airport

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5 FINANCIAL PERFORMANCE AND REVENUE STRATEGY

5.1 Budget Sustainability

The success of many regional airports in Canada is measured not in the profit generated, but their financial sustainability. The goal of most airports is to be financially self-sufficient and therefore not require grants or subsidies from the communities they serve. Depending on the environment in which the airport operates and the population it serves, the services it provides, and the management and governance structure in place, there may be considerable challenges to achieving this goal. The goal of most airports is not necessarily to be financially profitable, but to facilitate greater economic benefit in a region. Though an airport may be perceived as a draw on municipal resources, it is crucial to understand that the expenses accrued at an airport are frequently offset by economic gains within the community. These economic gains often far outweigh an airport’s operating deficit (as described within the Economic Impact section of this report). HM Aero has completed a financial performance review at Tillsonburg Regional Airport for the past five years to evaluate the financial sustainability of the facility. A summary of the Airport’s operating costs and revenues as well as the overall financial situation are presented below.

5.1.1 Revenue Revenue at the Airport is generated in a variety of ways including, but not limited to: • fuel sales; • aircraft parking fees; and • land and other rentals. Overall, revenue has decreased steadily over the past five years. During this period fuel sales have declined year over year and revenue from land rentals has varied widely. The revenue from aircraft parking fees was not an individual line item within the financial breakdown provided to HM Aero, but it believed to be relatively small compared to fuel sales and land rentals.

5.1.2 Expense The items contributing most to the expenses at the Airport include: • salary and wages; • materials and inventory; • subconsultant expenses; and • debt (principal and interest). Like revenue, expenses have also decreased steadily over the past five years. While this may be the result of the decrease in revenue (e.g. lower fuel sales require less fuel to be purchased), it also appears to be the result of fiscal responsibility. For example, salary and wages increased year over year until 2018, where it dropped sharply suggesting management’s efforts to avoid increasing annual deficits were successful. Subconsultant expenses have ranged from $26,000 to $44,000 since 2015. The requirement for small and regional airports to rely on consultants is a common practice as tasks like preparing master plans require specialized skills, but those skills are only needed every 5 to 10 years. Finally, debt as an operating expense has remained constant between $35,000 and $42,000 during this period.

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5.1.3 Current Financial Situation Generally, the Airport’s financial position is considered to be strong based on HM Aero’s understanding of the facility and how its financial position compares to similar airports in Canada. The Tillsonburg Regional Airport has been successful in managing expenses relative to revenues, which has resulted in a consistent annual deficit. A summary of the Airport’s recorded revenues and expenses for the past five years is presented in Table 5.1 and illustrated in Figure 5.1. While managing expenses versus revenue is one means of controlling deficits, the Airport should also investigate a revenue strategy to increase revenues and reduce or eliminate the gap between expenses and revenues. HM Aero has identified a high-level revenue strategy for Tillsonburg Regional Airport in Section 5.2; however, a more detailed revenue generation strategy should be prepared as part of a formal Airport Master Plan. Table 5.1 – Tillsonburg Regional Airport Actual and Budgeted Finances – 2015-2019

Year 2015 2016 2017 2018 2019 Source Actuals Actuals Actuals Actuals Budget

General Revenue $381,054 $316,713 $289,922 $269,726 $265,000 Expense $533,614 $475,022 $499,458 $422,135 $404,400 General Subtotal -$152,560 -$158,309 -$209,536 -$152,409 -$139,400 Land Rentals Revenue $91,012 $146,530 $154,600 $105,600 $104,900 Expense $8,937 $15,370 $12,666 $11,137 $- Land Rentals Subtotal $82,075 $131,160 $141,934 $94,463 $104,900 Building Maintenance Revenue $4,320 $4,320 $6,960 $29,668 $6,000 Expense $18,617 $28,927 $23,167 $31,513 $24,400 Building Maintenance Subtotal -$14,297 -$24,607 -$16,207 -$1,845 -$18,400

Total Revenue $476,386 $467,563 $451,482 $404,994 $375,900 Total Expense $561,168 $519,319 $535,291 $464,785 $428,800 TOTAL -$84,782 -$51,756 -$83,809 -$59,791 -$52,900

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Figure 5.1 – Tillsonburg Regional Airport Revenue and Expense – 2015-2019

$600,000

$500,000

$400,000

$300,000

$200,000

$100,000

$- 2015 2016 2017 2018 2019

Net Revenue Net Expenses

Following review of the Airport’s financial performance and considering the Airport’s potential to become a stronger economic driver within the region, it is recommended that the Town not divest the Airport but investigate the implementation of a Revenue Strategy to reduce or potentially eliminate the annual operating deficit.

5.2 Revenue Strategy

The Revenue Strategy presented below intends to increase the Airport’s net revenues by altering the current fee structure and by introducing new revenue streams where appropriate. The Strategy considers both aeronautical and non-aeronautical revenues.

5.2.1 Current Aeronautical Revenues Aviation Fuel Surcharge Review of competing airports suggests Tillsonburg Regional Airport can increase 100LL fuel prices and still be competitive within the marketplace. A preliminary scan supports increasing the price of 100LL by $0.02/L. This increase would maintain the Airport’s competitive advantage while generating additional revenue. Aircraft Parking Fee The Airport currently charges $6/day for aircraft parking. Comparable airports either do not charge a parking fee or charge $10/day. It is recommended that the Airport increase the parking fee from $6/day to $10/day and increase the monthly parking fee from $42 to $70. This strategy could decrease the operating deficit while not increasing operating expenses.

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Landing/Facility Fees The Airport does not currently charge a landing fee. Comparable to St. Thomas, the Airport should consider the application of a facilities fee to commercially registered turbine aircraft. Records indicate that the Airport serves approximately 50 corporate or commercially registered aircraft per year including DND, OPP, MNR, and other charters. It is recommended that a facility fee be implemented at $100/day, and the aircraft operator be compensated 1 day of fee per visit if a minimum value of fuel is purchased. It is estimated that this fee could yield noticeable revenue increase in the future. The Airport should also consider charging landing/facility fees to air ambulance operators (such as Ornge), a similar practice amongst comparable airports in Ontario. Commercial Land Rental Rate The Airport currently charges $0.29/sq. ft./year for commercial land. While comparable to other airports, there may be an opportunity to increase the rate marginally ($0.03-$0.04). While not a significant increase to an existing or prospective tenant, this strategy has the potential to have significant positive impacts on future revenue generation, especially as additional tenants and businesses establish at the Airport. Other Aeronautical Revenues The following fees were reviewed and determined to be appropriate. It is recommended that these fees be monitored and adjusted for inflation annually: • Fuel Call-Out Fee; • Boardroom Rental Fee; • Infrastructure Fee; • Airport Maintenance Fee; • Airport Administration Fee; and • Hangar Application Fee. It is important to note that local airport users and tenants may oppose any increases to airport fees; however, clear communications to the airport tenants and users as to the intent and benefit of the rate increases (funding capital improvements, planning studies, etc.) is recommended to mitigate potential negative impacts.

5.2.2 New Aeronautical Revenues Special Events Tillsonburg Regional Airport currently hosts some special events. It is recommended that the Airport plan or encourage the planning of additional special events for two reasons: 1. To increase revenue for the Airport and the community through fuel sales, parking, (landing fee may be charged or waived), food sales at restaurant, hotels, car rentals, etc. 2. To increase public exposure of the Airport. Develop Aircraft Hangars Consideration of constructing Town owned aircraft hangars as an opportunity to increase revenue, through the leasing of hangar space (although developers should still be permitted to develop their own facilities on leased airport lands). Prior to investing in a capital project of this scope, HM Aero recommends the following steps:

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1. Complete a detailed Business Case that demonstrates the financial feasibility of hangar construction including, but not limited to: a. number of hangars proposed; b. cost of construction and operation; c. proposed lease rate and term; d. minimum sustainable occupancy; e. market demand; f. timeframe for ROI; and g. risk assessment. 2. Complete an Airport Master Plan to determine appropriate locations for Town owned hangar development

5.2.3 Current Non-Aeronautical Revenues Agricultural Land Rental The agricultural land leases on Airport undergo a competitive tender process every five years with the highest bid selected. The lease rates of these lands are lower on average than other lands in the County due to poor drainage. This process is appropriate and it is recommended that it continue.

5.2.4 New Non-Aeronautical Revenues There are also non-aeronautical revenue opportunities that are not currently collected by Tillsonburg Regional Airport. These revenues are identified and detailed below. Sell Portion of Non-Aviation Lands To fund a capital program or to pay off debts, the Airport may elect to sell a portion of its non- aviation lands. This strategy may result in a large, but one-time cash inflow. This strategy has been used by the Airport previously to fund taxiway improvements. While effective, this strategy is not a sustainable solution and can only generate revenue until surplus lands are exhausted. An Airport Master Plan should be completed prior to selecting lands to sell to protect for the long-term development of the Airport. Request Increase in County of Oxford Contribution The Town of Tillsonburg could solicit an increase in the annual contribution from the County of Oxford. The annual contribution currently provided by the County is $5,000. While this contribution aids in the operation of the airport, it appears to be an arbitrary amount not tied to a metric (e.g. population). However, it is important that the value of any requested increase be justifiable and consider the Airport’s current financial performance. It would also be beneficial to demonstrate what the County gains from further supporting the Airport, as well as identifying the facility within their Transportation Master Plan. Solicit Contribution from the Township of South West Oxford The Town may also elect to solicit a contribution from the Township of South West Oxford. Because Tillsonburg Regional Airport is within the Township, the Township collects tax revenue from the Town and the airport tenants. While these tax revenues do contribute to fire suppression at the Airport, the Airport may wish to request an annual contribution or a percentage of the tax revenue. As with the County, it would also be beneficial to demonstrate what the Township would gain from supporting the Airport.

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Additional Non-Aeronautical Revenue Other non-aeronautical revenue options that the Airport may want to consider include: • RV and boat storage; • warehousing; • self-storage; • freight forwarding; and • solar energy generation It is important to note that, while additional non-aeronautical revenue methods may increase the Airport’s revenue, it also results in those tenants or businesses paying tax to the Township. If it is not necessary for a business to be located at the Airport, the Town may wish to promote businesses establishing within the Town limits.

5.3 Negotiation Strategy

5.3.1 Background A negotiation is a discussion aimed at reaching an agreement while avoiding argument or dispute. There are several issues of interest to the Town of Tillsonburg, Oxford County, and the Township of South West Oxford including airport financing, airport ownership, revenue sharing, and future airport development (among others). These issues will need to be resolved to allow the Airport to grow and become a greater economic generator for the Town, Township, and County. There have previously been discussions that did not result in an agreement amongst the parties. To have all three governments participate appropriately in the development of Tillsonburg Regional Airport, some form of negotiation will be necessary. There are three major elements in a negotiation: • process; • behaviour; and • substance. Process determines how the negotiation will unfold. Will it be a one on one negotiation, a group on group discussion, a single meeting, or a series of meetings? This must be determined and agreed by all parties. Behaviour identifies who will be involved and how they will act. The persons involved need to be objective and trusted by all parties and have the requisite negotiating skills (e.g. listening, focus, composure, etc.). Substance is what is being negotiated – what are the issues available for discussion and what are the issues not available? This will include determining the needs of both parties (i.e. what do they wish to achieve), developing a list of possible solutions that may work for both parties, and choosing the most appropriate solution. The Town of Tillsonburg will need to identify the substance prior to initiating the negotiation process. This will require research and agreement by the appropriate Councils.

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The potential issues that may form part of the Town of Tillsonburg’s negotiation strategy are financial support (ongoing and large projects), ownership, access to decision making (Board membership), and municipal servicing and services. Currently, the County’s and Township’s issues of concern are unknown. It is important to know these issues prior to selecting a negotiating strategy. In a negotiation, four principles must be kept in mind: 1. You must separate the people from the problem. The issues should be decided on merit rather than influenced by emotion. 2. It is important to focus on the interest of the negotiating parties and not their positions. What are the issues being negotiating and not the current stated position of the parties? 3. Do not be too narrow in the definition of the potential issues for negotiation. It is necessary to generate options that are mutually beneficial. 4. The outcome of the negotiation should be based on objective criteria, not who won and lost on any issue.

5.3.2 Negotiating Strategies There are effectively five strategies for negotiation: 1. Competitive; 2. Collaborative; 3. Compromising; 4. Avoiding; and 5. Accommodating. The Competitive strategy is an approach where one party wins at the expense of the other. This is sometimes referred to as a win-lose or the Bargaining approach. It assumes compromise is not an option and there is a fixed amount of assets to negotiate. If one wins the other must lose. The Collaborative strategy is an approach characterized by an “I win you win” goal with both parties having their needs met. This strategy is often used when trying to build a long-term partnership. The Compromise strategy assumes both parties can give something up to achieve an acceptable outcome. One party must convince the other to settle for less than everything they want to resolve the remaining issues. The Avoiding strategy is a conflict laden approach. It assumes one party ignores the other parties’ wishes to achieve their own goals. This is seldom successful unless one party has all the power in the negotiation. Finally, the Accommodating strategy is characterized by an “I lose you win” approach. It is used when the interest of one party has caused harm to the other party and the relationship needs to be repaired.

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5.3.3 Analysis In the case of involvement of the County and Township in the financing and decision-making aspects of Tillsonburg Regional Airport, the Competitive, Avoiding, and Accommodating approaches are not the most appropriate strategies. Any negotiation concerning the Tillsonburg Regional Airport will require some compromise by all parties. Therefore, a Competitive strategy is not likely to succeed. The Avoiding approach may quickly lead to conflict and the deterioration of relationships. Because none of the three parties have had harm done to them, the Accommodating approach may well be desirable for the County and Township but would not be in the best interest of the Town of Tillsonburg. It is recommended that the Town consider the Collaborative or Compromising strategies for negotiations with the County and Township. Which of these two is selected will depend on the process, behaviour, and substance identified by the Town.

5.3.4 Recommended Strategy A framework of the recommended negotiation strategy has been prepared defining the high- level steps to: • discuss Township and County participation in governance; • negotiate financial contributions; and • and initiate a new governance model. These steps are presented in Figure 5.2 and are detailed below. Figure 5.2 – Recommended Negotiating Strategy Framework

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Present Feasibility Analysis Study to SWOX and Oxford County It is recommended that the Town arrange to present the Feasibility Analysis Study to the Township and County (either together or separately), to identify the study objectives, findings, and recommendations. These presentations will be an opportunity to update the parties on the current activity and businesses located at the Airport as well as the benefit the Airport brings to the Town, Township, and County. Examples of these benefits include, but are not limited to: • Local Employment – there are businesses located at the Airport that employee residents of the Town, Township, and County. With respect the aviation businesses, these jobs are highly skilled and specialized. • Economic Benefit – In addition to the Full-time Equivalent (FTE) positions generated by the on-airport businesses, the Airport also attracts itinerant aircraft through flight training and other General Aviation activities. These pilots often make purchases on- airport (e.g. aviation fuel, restaurant) as well as in the Town, Township, and County (e.g. hotels, restaurants, grocery stores, rental cars, etc.). • Access to Corporate Aircraft – numerous organizations have accessed the region using corporate aircraft via Tillsonburg Regional Airport in support of ongoing business in the region, or business development. Additionally, corporations have previously elected to use the facilities in the terminal building to conduct business. • Access to Government Services – numerous government agencies make regular use of Tillsonburg Regional Airport including, but not limited to: o ORNGE Air Ambulance; o Department of National Defence (DND); o Ontario Ministry of Natural Resources (MNR); and o Ontario Provincial Police (OPP). • Community Gathering Place – both aviation enthusiasts and the general public gather at the airport to access the aviation facilities as well as the restaurant, which is the only restaurant in the Township. Additionally, these presentations may be an opportunity to initiate preliminary discussions on ‘substance’ or issues of interest of the Township and County. It is recommended that these presentations be made to the respective CAOs of the Township and County. Confirm Willingness to Participate in Airport Governance Either during the discussions following the presentations or thereafter, the it is recommended that the Town demonstrate to the Township and County the benefits of participation in the governance of the Airport. The primary benefit is the opportunity to participate in the decision- making process with respect to the operations, planning, and development of the facility and the ability to align the asset to the objectives of the respective municipalities. The objective of these discussions is to confirm the parties’ willingness to participate in the governance of the Airport in principal.

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Negotiate Financial Contributions Negotiations of financial contributions are recommended to occur in parallel to discussions concerning participation in governance. Prior to these negotiations, it is important to understand the causes of the annual operating deficit in detail and the financial contributions expected of the parties. The Town should also have an expectation of the issues or substance the Township and County may bring forward as well as their potential responses (i.e. there may be certain desires from the Township and the County that the Town can provided that are not related to the Airport that could be used as part of financial negotiation process). Additionally, to negotiate financial contributions with the County, it will be critical to understand the rationale for their current annual contribution before hand. Draft Terms of the Governance and Contribution Structure Following agreement on participation in governance and annual financial contribution (and assuming that the Township and the Town agree to further involvement in the Airport), the parties should collaborate to draft the respective terms of the agreement. Terms will include number of members of the Commission/Board, representation of each party, and value of the financial contributions. Initiate Commission/Board Governance Model Following agreement on the terms of the governance and contribution structure, Commission/Board by-laws should be drafted and a Commission/Board established.

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6 AERODROME SECURITY REQUIREMENTS

The following sections describe security requirements as they apply to certified airports and registered aerodromes, relevant prohibitions provided in the Canadian Aviation Regulations (CARs), the implications of these prohibitions, and recommendations related to aerodrome security. The intent of this section is to clarify the Town of Tillsonburg’s regulatory responsibilities in regard to operating a registered aerodrome in Canada.

6.1 Aerodromes, Registered Aerodromes, and Certified Airports

6.1.1 Aerodromes An aerodrome is defined by the Aeronautics Act as: Any area of land, water (including the frozen surface thereof) or other supporting surface used, designed, prepared, equipped or set apart for use either in whole or in part for the arrival, departure, movement or servicing of aircraft and includes any buildings, installations and equipment situated thereon or associated therewith. An unregistered aerodrome in Canada is not obligated to satisfy aerodrome security requirements.

6.1.2 Registered Aerodromes Canadian Aviation Regulations (SOR/96-433) Part III Subpart 1 defines the requirements for an aerodrome to be registered. A summary of the requirements as detailed in CAR 301.01 through 301.07 and CAR 301.09 is presented below: Inspection – The operator of an aerodrome shall, at the request of a Transport Canada inspector, allow the inspector access to aerodrome facilities. Registration – An aerodrome may be registered in the Canada Flight Supplement if the aerodrome operator provides Transport Canada information including the location, markings, lighting, use and operation of the aerodrome. Markers and Markings – Appropriate markers or markings must be provided when a manoeuvring area (runway, taxiway, apron) is closed. Warning Notices – the operator of the aerodrome must post notices warning of the hazard on any public way that is adjacent to the manoeuvring area where low-flying or taxiing aircraft are likely to be hazardous to pedestrian or vehicular traffic. Wind Direction Indicator – the operator of the aerodrome must install and maintain at the aerodrome a wind direction indicator except where the direction of the wind can be determined by radio or other means such as smoke movement in the air or wind lines on water. Lighting – If used at night, the operator is required to provide appropriate lighting or retro- reflective markers to indicate the edge of runways, taxiways, or other manoeuvring areas and to denote manoeuvring areas that or closed or otherwise unusable. Fire Prevention – no person shall, while at an aerodrome, smoke or display an open flame: on an apron, on an aircraft loading bridge, or in an area where doing so may create a fire hazard unless authorized or permitted by the operator.

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Based on a site inspection, stakeholder consultations and a review of current aeronautical publications, Tillsonburg Regional Airport is meeting all of the requirements for registered aerodromes, as per the CARs.

6.1.3 Certified Airports As stated in Transport Canada’s Aeronautical Information Manual (AIM), with respect to aerodromes that have been issued a certificate and are therefore “certified”, the objective is to protect the fare-paying public and residents in the vicinity of an airport who do not have the knowledge or ability to protect themselves and who could be affected by unsafe operations. This is achieved through ensuring sites are inspected periodically for compliance with Transport Canada standards for the following elements and services recorded in the Airport/Heliport Operations Manual: • obstacle limitation surfaces; • physical characteristics; marking, lighting, maintenance procedures; and • emergency response services, etc.

6.2 Prohibitions

In addition to CAR 301.01 – 301.07 and CAR 301.09, which are requirements that must be satisfied by the aerodrome operator to be registered, CAR 301.08 lists prohibitions which must be adhered to by everyone, and not only the operator. A sample of these prohibitions provided below state that no person shall: • walk, stand, drive a vehicle, park a vehicle or aircraft or cause an obstruction on the movement area of an aerodrome, except in accordance with permission given by the operator or air traffic control unit or flight service station. • Tow an aircraft at night or park an aircraft on an active manoeuvring area at night unless the aircraft displays the appropriate lighting. • remove, deface, extinguish or interfere with a marker, marking, light or signal that is used air navigation. • display a marker, marking, light or signal that is likely to cause a person to believe that a place other than an aerodrome is an aerodrome. • Allow a bird or animal to be unrestrained within the boundaries of an aerodrome unless to control other birds or animals as permitted by the operator.

6.3 Implications for Tillsonburg Regional Airport

Because Tillsonburg Regional Airport is a registered aerodrome, the Airport is required to adhere to the standards identified in CAR 301.01-301.07 and 301.09. Additionally, airport staff, tenants, users, and the general public are required to satisfy the prohibitions listed in CAR 301.08. However, regulations do not state that an operator of a registered aerodrome is obligated to enforce the prohibitions at all times. Of course, during staffed hours, the operator would intervene if one of the prohibited activities were observed, but 24-hour security staffing or monitoring is not a regulatory requirement at Tillsonburg Airport.

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However, as stated in the AIM: Aerodrome operators are encouraged, in the interest of aviation safety, efficiency, and convenience, to improve their aerodromes beyond the basic regulatory requirements using, as guidelines, the standards and recommended practices applicable for the certification of aerodromes as airports, heliports, or water airports. Aerodrome users are, however, reminded that the improvement of aerodrome physical characteristics, visual aids, lighting, and markings beyond the basic regulatory requirements for aerodromes stated in CAR301 is a matter of individual aerodrome operators’ initiative.

6.4 Aerodrome Security Recommendations

Following review of the airport site and analysis of the applicable regulations, it is recommended that Tillsonburg Regional Airport consider the following actions: 1. Establish a Primary Security Line (PSL) As defined in the Canadian Aviation Security Regulations, a Primary Security Line is the boundary between a restricted area and a non-restricted area at an aerodrome. Though not required at a registered aerodrome, a PSL, accompanied by fencing and access gates, would help to establish a restricted area and discourage airside access by those not permitted by the operator. This may help address some of concerns raised about airside access. 2. Identify PSL Partners A PSL partner is a business, organization or non-profit that occupies an area that is on an aerodrome’s primary security line and that includes a restricted area access point. For example, a commercial lessee on an aerodrome. Understanding who these partners will be and ensuring they understand their obligation as a PSL partner is critical before the decision is made to establish a PSL. Establishing a PSL without the buy-in of all tenants and users will not yield the desired result. 3. Develop an Airport Master Plan It is recommended that the Airport develop an Airport Master Plan prior to the establishment of a PSL. Having a plan for future airside commercial development will allow for the installation of fencing and gates one time and reduced expensive removals and installations resulting from disorganized or ad hoc development. 4. Review Aerodrome Signage In the short-term, it is recommended that a review of aerodrome signage in the core area be conducted to confirm that existing signage effectively indicates a delineation between airside and groundside areas of the Airport.

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7 CONCLUSIONS AND RECOMMENDATIONS

7.1 Conclusions

1. Tillsonburg Regional Airport is a valuable asset and the Airport is performing well financially. The cost/revenue gap within the financial information is relatively small compared to many regional and municipal airports in Canada. 2. The economic benefit of the Airport is greater than the on-airport (direct) impacts alone. Airports are important assets to a community and a region, and this message should be conveyed amongst the Councils of the Town of Tillsonburg, the County of Oxford and the Township of South West Oxford. 3. Tillsonburg Regional Airport provides adequate facilities to attract additional aviation activity and business development at the site. Its proximity to Toronto, the 5,502’ runway length (once trees are removed), the availability of development lands, and competitive fees makes it a strong competitor in south-central Ontario. 4. There are opportunities available to decrease the expense-revenue gap through changes in the current airport fee structure, and potentially through the development of additional hangars and commercial businesses. 5. The governance structure had previously not facilitated quick decision making and hindered business development at Tillsonburg Regional Airport. Recently, changes were made to the decision-making process with respect to hangar development whereby an in- house development process has been created. 6. The Township and County benefit from the Airport and should consider contribution to the funding of the Airport. Residents of the County and the Township benefit from the presence of Tillsonburg Regional Airport and only the residents of the Town of Tillsonburg financially support the Airport. 7. The future growth and development of the Airport should be consistent with a long-term plan, connected with the local economy. 8. The Airport is not in violation of the CARs in terms of enforcing airport security provisions, but some improvements could be made concerning security.

7.2 Recommendations

Immediate and Short-term recommendations are presented below in order of priority: Immediate Recommendations 1. Review Aerodrome Signage – In the short-term (prior to a Primary Security Line being established), it is recommended that a review of aerodrome signage in the core area be conducted to confirm that existing signage effectively indicates a delineation between airside and groundside areas of the Airport. 2. Investigate Tree Removal Prior to Threshold of Runway 26 – The operational runway length of Runway 26 is restricted by the presence of trees prior to the threshold. This results in a displacement of the runway threshold by 1,000’ (reducing the Landing Distance Available to 4,502’), and potential takeoff restrictions on Runway 08 for larger aircraft. For Tillsonburg Regional Airport to market and benefit from the full 5,502’ runway length, it is recommended that the removal of these trees be investigated as soon as practicable.

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3. Complete a Hangar Development Business Case – Prior to constructing new Town- owned hangars to be leased, a business case should be completed to confirm that this investment would yield a financial return. Short-Term Recommendations 4. Implement a Negotiation Strategy – Negotiate with the County of Oxford and Township of South West Oxford to determine their desire for participation in governance and increased funding contributions. It is recommended that the Town consider the collaborative or compromising strategies for negotiations with the County and Township. The most appropriate approach will be dependent on the substance or issues identified for the Township and County. 5. Implement a Revenue Strategy – There may be an opportunity to reduce or eliminate the cost-revenue gap through the implementation of a revised revenue strategy, including examining the current fee structure. Improved revenue strategies would be identified within an Airport Master Plan. 6. Implement an Airport Commission/Board Governance Model – Based on the role and size of Tillsonburg Regional Airport, an Airport Commission/Board was ranked as the most appropriate governance model. A Commission/Board for Tillsonburg Regional Airport should be given the authority by Town Council to manage, operate, develop and market the Airport, with appropriate goal setting and achievement measurements. Divestiture of the Airport has not been identified as an attractive option for the Town, as the facility acts as an economic driver for the region and is performing well financially. 7. Complete an Airport Master Plan – An Airport Master Plan is a strategic study used to define the long-term progressive development of an airport. Tillsonburg Regional Airport does not currently have a Master Plan, which could be hindering the rate of business growth at the facility (e.g. the availability of development-ready lands, identification of marketing tools to promote business growth at the facility, etc.). An Airport Master Plan would examine all potential future business opportunities and markets for the airport and would define and cost infrastructure development requirements and a comprehensive Land Use Plan. 8. Establish a Primary Security Line – Though not obligated, the Airport should define a Primary Security Line to better delineate the airside and groundside. Establishment of a Primary Security Line is recommended as part of the development of an Airport Master Plan whereby fence locations can be identified that support short, medium- and long-term developments, with minimal future relocations required.

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Appendix A - TAAC Terms of Reference

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Report Title Airport Feasibility Analysis Results

Report No. OPS 19-47

Author Dan Locke, CET., Manager of Public Works

Meeting Type Council Meeting

Council Date October 28, 2019

Attachments  Airport Feasibility Analysis Study Report

RECOMMENDATION

THAT Council receive Report OPS 19-47 Airport Feasibility Analysis Results;

AND THAT the Airport Feasibility Analysis Study be provided to the Oxford County Service Delivery Review as information;

AND FURTHER THAT the Next Steps identified within this Report including an Airport Master Plan be brought forward as part of the 2020 budget deliberations.

BACKGROUND

As part of the 2018 draft budget staff brought forward an Airport Master Plan capital item to support the 2015 “Approved in Principle” conceptual master plan drawing and to provide strategic direction and planning for the future of the Airport since the last Airport Master Plan completed in 1989. During the 2018 budget deliberations it was communicated that Council needed additional information regarding the asset before moving forward with an Airport Master Plan, such as:

 potential increased funding and/or sale/transfer to Oxford County,  potential for tax revenue sharing with SWOX,  third party management, and  options for disposal

As a result staff revised the 2018 Operations Business Plan and brought forward the concept of completing an “Airport Feasibility Analysis” in advance of proceeding with a strategic Airport Master Plan to address Council’s additional information request.

At the December 10, 2018 Council meeting Council requested staff to also provide information regarding:

 a new business model of a flight school managing the Airport facility, and  to provide a risk assessment of the general public accessing the Airport.

As part of the 2019 budget staff re-introduced the concept of an Airport Feasibility Analysis incorporating and expanding upon all the informational items requested by Council as outlined above. Through Report OPS 19-13 in May of 2019 Council was provided an opportunity to review and revise the draft Terms of Reference of the Airport Feasibility Analysis RFP prior to issuing the bid. In June 2019 through Report OPS 19-32 Council awarded the RFP to HM Aero of Ottawa, Ontario the highest scoring proposal received. Page 1 / 5

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SUMMARY

At the conclusion of the Airport Feasibility Analysis study the consultant identified that:

 the Tillsonburg Regional Airport is performing well financially when compared to other regional and municipal airports in Canada,  the economic benefit of the Airport is greater than the on-airport (direct) impacts alone and that the importance of the Airport should be conveyed to the Township of Southwest Oxford and Oxford County. Residents of Southwest Oxford and Oxford County benefit from the presence of the Airport, however only $5,000 from Oxford County is contributed to support the Airport.  the Airport provides adequate facilities, its proximity to Toronto, 5,502’ runway length (once trees are removed), available development lands and competitive fees makes the Airport a strong competitor in south-central Ontario to attract additional aviation activity and business development,  there are additional opportunities to reduce the operating deficit through adjusting some aspects of the Airport fee structure and potentially through the development of Town owned hangars,  the current governance structure had previously not facilitated quick decision making and hindered development. Changes to the decision-making process through an in-house development process have since been created,  the Airport is not in violation of the Canadian Aviation Regulation (CAR’s) in terms of enforcing airport security provisions, but that some improvements can be made to improve overall security.

Furthermore a summary of the consultant recommendations is provided below:

Immediate (within 1 year)  Review Aerodrome Signage – In the short-term (prior to a Primary Security Line being established), it is recommended that a review of aerodrome signage in the core area be conducted to confirm that existing signage effectively indicates a delineation between airside and groundside areas of the Airport.  Investigate Tree Removal Prior to Threshold of Runway 26 – The operational runway length of Runway 26 is restricted by the presence of trees prior to the threshold. This results in a displacement of the runway threshold by 1,000’ (reducing the Landing Distance Available to 4,502’), and potential takeoff restrictions on Runway 08 for larger aircraft. For Tillsonburg Regional Airport to market and benefit from the full 5,502’ runway length, it is recommended that these trees be removed as soon as practicable.  Complete a Hangar Development Business Case – Prior to constructing new Town- owned hangars to be leased, a business case should be completed to confirm that this investment would yield a financial return.

Short-Term (within 1-3 years)  Implement a Negotiation Strategy – Negotiate with the County of Oxford and Township of South West Oxford to determine their desire for participation in governance and increased funding contributions. It is recommended that the Town consider the collaborative or compromising strategies for negotiations with the County and Township. The most appropriate approach will be dependent on the substance or issues identified for the Township and County. Page 2 / 5

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 Implement a Revenue Strategy – There may be an opportunity to reduce or eliminate the cost-revenue gap through the implementation of a revised revenue strategy, including examining the current fee structure. Improved revenue strategies would be identified within an Airport Master Plan.  Implement an Airport Commission/Board Governance Model – Based on the role and size of Tillsonburg Regional Airport, an Airport Commission/Board was ranked as the most appropriate governance model. A Commission/Board for Tillsonburg Regional Airport should be given the authority by Town Council to manage, operate, develop and market the Airport, with appropriate goal setting and achievement measurements. Divestiture of the Airport has not been identified as an attractive option for the Town, as the facility acts as an economic driver for the region and is performing well financially.  Complete an Airport Master Plan – An Airport Master Plan is a strategic study used to define the long-term progressive development of an airport. Tillsonburg Regional Airport does not currently have a Master Plan, which could be hindering the rate of business growth at the facility (e.g. the availability of development-ready lands, identification of marketing tools to promote business growth at the facility, etc.). An Airport Master Plan would examine all potential future business opportunities and markets for the airport and would define and cost infrastructure development requirements and a comprehensive Land Use Plan.  Establish a Primary Security Line – Though not obligated, the Airport should define a Primary Security Line to better delineate the airside and groundside. Establishment of a Primary Security Line is recommended as part of the development of an Airport Master Plan whereby fence locations can be identified that support short, medium- and long-term developments, with minimal future relocations required.

While an Airport Commission/Board is the consultant’s recommended governance model, the current governance model of Town Owned and Operated was identified by the consultant as the second most preferred governance model. It should also be noted that if the Township of Southwest Oxford and/or Oxford County are unwilling to provide financial contribution to participate in an Airport Commission/Board governance model the viability of implementing an Airport Commission/Board should likely be re-evaluated.

Furthermore given the potential for change of the municipal governance landscape under the Province’s Regional Review, at the time of authoring this report staff do not recommend proceeding with negotiations with the Township of Southwest Oxford and/or Oxford County until the results of the Regional Review have been fully digested. In the meantime staff are suggesting that the results of the Airport Feasibility Analysis study be made available to the Oxford County Service Delivery review team for consideration in their analysis.

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Next Steps In consideration that the additional information requested by Council regarding the Airport and the Terms of Reference of the Tillsonburg Airport Advisory Committee staff are recommending that Council now consider the commencement of an Airport Master Plan as part of the 2020 budget deliberations.

Staff are also recommending that the Immediate Recommendations of:

 Review Aerodrome Signage,  Investigate Tree Removal Prior to Threshold of Runway 26, and  Complete a Hangar Development Business Case

be included as part of the 2020 Operations Business Plan Objectives for the Airport as well as adjusting some of the identified Airport fees as part of the 2020 Rates & Fees By-law revisions.

CONSULTATION/COMMUNICATION

The consultant conducted several in person stakeholder meetings and interviews with staff, Chair, Secretary and Council representative of the Tillsonburg Airport Advisory Committee, as well as meeting with the entire Tillsonburg Airport Advisory Committee and hosting a Public Consultation Session at the Airport with Tenants and other interested parties of the Airport community.

Given that the scope of work under this assignment has been driven by Council requests that are not necessarily part of the Tillsonburg Airport Advisory Committee Terms of Reference, staff are providing Council with the results of the Airport Feasibility Analysis for consideration in advance of any potential feedback form other stakeholders that Council may request.

FUNDING IMPACT/ FUNDING SOURCE

With Council’s decision to fund any future Airport initiative from the Tax Rate Stabilization Reserve which his to be replenished upon the sale of Town owned lands adjacent to the Airport, the completion of an Airport Master Plan has become even more imperative to ensure appropriate lands are identified as surplus that will not hinder future Airport operations or the long-term vision of the Airport.

COMMUNITY STRATEGIC PLAN (CSP)

This initiative supports Objective 1 – Excellence in Local Government and Objective 2 – Economic Sustainability of the Community Strategic Plan by providing additional information that works towards a strategic master plan for the Airport and overall fiscal responsibility.

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Report Approval Details

Document Title: OPS 19-47 Airport Feasibility Analylsis Results.docx

Attachments:

Final Approval Date: Oct 22, 2019

This report and all of its attachments were approved and signed as outlined below:

Dave Rushton - Oct 22, 2019 - 9:47 AM

Ron Shaw - Oct 22, 2019 - 10:17 AM

Donna Wilson - Oct 22, 2019 - 2:44 PM

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Quarterly Report to the Township of South-West Oxford Beachville District Museum Correspondence November 18, 2019

Grounds & Building Maintenance -The Works Department of South-West Oxford Township tore up the old driveway during the week of Oct. 18-25th. A new drainage grate was installed, the dip from Beachville Road was smoothed over and asphalt was extended in front of Barn #2. Peter’s Paving completed the project on Nov. 6, 2019. -Our pest control specialist reported substantial feeding on our exterior bait stations this season, but no signs of feeding inside the building. -After South-West Public Health’s inspection of the museum’s well in September, a water sample was submitted to SGS Canada in October. A “Certificate of Analysis” (Final Report), received on November 1, 2019, indicated the water met all current standards. -The exterior, front windows were disassembled, vacuumed and cleaned in anticipation of colder weather. -The hose was moved into the garage for winter. Salt was brought out onto the porch, and the rake was replaced by a snow shovel. -Annuals from the front garden and porch planters were removed and the perennials were trimmed down. -Fire Chief, Jeff VanRybroeck, approved the museum’s Fire Safety Plan. -The Program Room (meeting room) is being emptied in anticipation of end-of-year renovations. Organs were moved to the Rotating Gallery and reference resources were packed up. Great Floors will begin installation of the vinyl flooring on the 25th of November. Windows have been measured and ordered from the Glass Doctor of Oxford County.

Collections Management Digitization -The museum’s digital catalogue now includes 9774 entries across 4 catalogues: 6815 object entries, 760 photographic entries, 1286 archival entries and 913 library entries. These numbers represent the input of 1671 entries this year (to date). -138 images were added to the catalogue this month. To date, 3376 of 9774 records have attached images (approx.35% of the collection). -Through recent inventorying work, 4225 artifacts have been given updated location information in the Past Perfect catalogue. -Over 8o pieces from the Waud Collection were inventoried. Descriptions of the objects were added to Past Perfect and notes on provenance (from the Waud inventory) were included.

Donations

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-The museum acquired a selection of hats in October. These were individually accessioned and packed for long-term storage in an archival hatbox. -The acquisitions team reviewed over 6 offers of donation in the month of November. Of the 86 items reviewed, 33 items were accepted (including a hatpin holder, schoolbooks and reference materials from the personal collection of Ms. Ruth Ellis.

Storage -The crawl space and “F” shelves in the New Storage Area were cleared of unaccessioned objects. The crawl space was vacuumed prior to the start of inventorying. -8 batches of unaccessioned items were tagged, cleaned and moved to off-site storage. -A new, metal cabinet was purchased from ULine and installed in the crawl space for artifact storage.

Promotions -The Facebook page received 10 new “Likes” and 10 new followers in the last 28 days. Total page “Likes” has reached 297 and total followers now number 315. Post engagements were at 851 for the month of October and the reach of our content was 2667 people. Our posts featured images from the “Art in Oxford reception and daffodil planting. We shared posts about the Neilson’s factory and hand-painted plates in our collection. -On Twitter, we did not match the activity generated in October through the Society for American Baseball Research’s event. We generated 2410 impressions through our tweets, while the profile was visited 14 times. -Promotional blurbs about the open house and gospel sing on December 8th were submitted to the winter issue of Zorra Now. -Website traffic is down this month. 128 unique visitors, 105 visits to the site and 270 page views were counted.

Outreach & Reporting -The museum’s membership with the Canadian Museum Association was renewed for 2020. -Representatives from the museum and historical society attended the Beachville Legion’s annual Remembrance Day dinner. -The museum’s 2020 budget was approved by the Board of Directors and presented in a delegation to South-West Oxford Council on November 5th, 2019. -Stephanie attended monthly meetings of the Elgin/Oxford Network for Curators and Archivists at Annandale House on October 10th and November 7th. The focus for these meetings was on the Ontario Museum Association’s annual conference and educational programming on a regional level. -Stephanie gave presentations on heirloom preservation at the Ingersoll Seniors Centre and St. David’s United Church in Woodstock.

Programs/Events

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-The museum hosted members of the London Majors Alumni Association to produce an inventory of local, baseball ephemera on October 22nd. -The monthly meeting of the Zorra Heritage Committee was held in the Program Room on October 23rd. -Bill Thorpe of Backyard By Design instructed a group of about 15 volunteers to effectively plant daffodil and hyacinth bulbs on the grounds for spring. Thanks to all the volunteers who provided/served refreshments, took photographs, helped dig holes, donated bulbs and/or coordinated planting sections. -EarlyON programs officials visited the museum on November 6th and discussed whether museum facilities could be used for program offerings in 2020. -The Beachville District Historical Society held their November Speaker Series on the topic of the Royal Canadian Legion. A group of about 25 people welcomed guest speaker, Bruce Julian, the organization’s Dominion Vice President.

Exhibitions -The “Art in Oxford” exhibition ran from October 1st to October 31st. It was de- installed by Mary-Anne Murphy of OCCI. Another art exhibition “Leaves & Petal” has been scheduled for June and July of 2020. -12 new rods for the picture-hanging system were purchased and included in exhibition installation supplies. -A small, Remembrance Day exhibit was produced for the Program Room in anticipation of the Beachville District Historical Society’s November speaker series event, which centered on the Royal Canadian Legion.

Grants Canada Summer Jobs -Final payment claims were submitted to the Government of Canada through the Grants online system. Stephanie confirmed that the delivery organization received all necessary paperwork through discussions with the Program Coordinator, Prabhjit. Our final payment was received on Friday, November 15th.

Young Canada Works -Stephanie continued to circulate the job posting for the Educational Coordinator position, watching for candidates on the YCW system, registering with Work In Oxford, updating Indeed postings and pursuing colleague recommendations. -A candidate, Jessica, came to us from Norwich Museum. She sits on the Norwich Museum board and is a graduate of the Art History and Museum Studies program at the University of Western Ontario. We completed her interview and submitted her candidate eligibility form and staffing report to the YCW program advisor. Orientation to the museum was provided and a work plan was outlined. Jessica started her work term on November 4th, 2019 and will be with us until March of 2020.

Ministry of Infrastructure ICIP Grant -An application for the Community, Culture and Recreation Stream (Rehabilitation and Renovation Intake) was submitted on November 12, 2019. A report, outlining

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the proposed capital projects ($97500 over 4 years) and grant guidelines, was submitted to the Township of South-West Oxford on November 1st. A resolution to support the application, as a joint project, was passed by Council on November 5th. A request for a letter of support was submitted to the Township of Zorra as well. The letter was received from Karen Martin on November 4th, 2019.

Community Museums Operating Grant -We are still awaiting a response to our application for CMOG funding. Attempts have been made to contact our Program Advisor in the last month (to get a sense of the approval timeline). No release date for CMOG decisions has been confirmed. None of our regional colleagues have received notifications either.

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November 26, 2019

ROMA and OGRA Discuss Future Opportunities

Representatives of the Ontario Good Roads Association (OGRA) met with the Rural Ontario Municipal Association Board on November 15, 2019 to discuss how the two organizations can collaborate in the future.

Both groups agreed to look for opportunities to work together on shared policy priorities that will support and strengthen Ontario’s rural municipalities.

The discussion also covered the matter of joint conferences. It was agreed that it would make sense to revisit this conversation in the future, given current commitments of both ROMA and OGRA related to their individual conferences.

“We look forward to working with OGRA on ways to strengthen our collective advocacy,” said ROMA Chair Allan Thompson. “Ontario’s rural community faces a broad range of challenges and it is important to work with others to advance our goals. It’s also critical to keep the spotlight on rural issues and ensure the sector has a strong and effective voice.”

“The opportunity to have a constructive dialogue with ROMA reminded us that the strength of OGRA is directly linked with our ability to work with like-minded organizations like ROMA to advance the interests of our members,” OGRA President, Rick Kester. “We are excited to continue this discussion”.

Allan Thompson Rick Kester ROMA Chair President, OGRA

200 University Ave. Suite 801 www.roma.on.ca Tel 416. 971.9856 Toll Free in Ontario Toronto, ON, M5H 3C6 [email protected] Fax 416. 971.6191 877.426.6527

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ACCOUNTS PAYABLE REPORT

Resolved that the following accounts be approved for payment:

Accounts Payable for Nov 20-29, 2019 $147,579.22

Payroll #24 General $43,878.36

TOTAL $191,457.58

Vendor Payments over $25,000 Cheque Number Amount

County of Oxford EFT3800 $97,230.50 Fire Hall Debenture and Lewis, McEwen, Swance, Renkema, Ninth, Rutherford Drains

TOTAL $97,230.50

Accounts Payable Report: Council Meeting of December 3, 2019

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November 27, 2019

Chair Sandy Levin and Members of the Board Upper Thames River Conservation Authority Board 1424 Clarke Road London, Ontario, N5V 5B9

RE: St. Marys Council Comments Regarding the Draft 2020 UTRCA Budget

Dear Chair Levin and Members of the Board,

At their regular meeting on November 12, 2019, Council for the Town of St. Marys reviewed the UTRCA’s 2020 draft budget which was provided to the Town on October 31, 2019. This letter is being sent by Council after review of the draft budget.

As the Board may be aware, since February 2017 the Town has expressed its concerns with the UTRCA’s budgeting practices. To reiterate previous concerns: Council does not believe it is appropriate for the UTRCA to continually be increasing its budget in these times of fiscal constraints and pressures. Council’s concerns are compounded with the knowledge that the Province intends to review all transfer payments to municipalities, a future reality for which Council is currently preparing. Per the request of the Province, Council recently completed a line by line review of the Town’s budget. Through this process, Council made a number of difficult decisions to reduce service levels to ensure that the Town positions itself with the financial capacity to absorb any funding reductions. It is difficult for Council to accept a draft 2020 budget from the UTRCA which clearly does not reflect the same degree of financial prudence. In fact, the Board has willingly chosen to continue to fund its strategic initiatives even when faced with the knowledge that the funding reductions from the Province are pending.

In 2017 Council pointed out its concerns with the financial strategy that the Board adopted to fund its strategic plan. Council pointed out that there was exposure should the Province decide to reduce its funding. Council asked if municipalities would be required to continue to contribute to the strategic initiatives if the UTRCA lost funding. At the time, Council was assured by the Board and the General Manager that the financial exposure was managed, and it would be a simple matter of reducing contracts to close any funding gaps that might occur. However, the draft 2020 draft budget does not appear to contemplate any degree of the service level adjustments or budget reductions that the Board and General Manager assured Council would happen if funding reductions occurred. The draft 2020 budget doesn’t even consider a pause on implementing the strategic initiatives. The only management tactic that the Board appears to be employing is a slowdown in the strategic implementation plan. Unfortunately, now municipalities are left to bear an increase in their levies to solve an exposure problem the Board was well aware of in 2017.

TOWN OF ST. MARYS P.O. Box 998, St. Marys, ON. N4X 1B6

Telephone: 519-284-2340 ● Fax: 519-284-3881

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Council would like to communicate its strong disappointment that the UTRCA is not prepared to take a similar action to what St. Marys has and find efficiencies and reductions in the draft 2020 budget to manage funding reductions. Council is disappointed that the Board feels it’s appropriate that ratepayers within its watershed should experience reduced levels of service in their home municipality while the Board continues to expand its service levels.

On August 16, 2019 Council was hopeful that Minister Yurek’s clear direction to the UTRCA to not increase its levy for 2020 would allow for a period of pause for all parties to consider the appropriateness of the UTRCA’s year over year budget increases. However, and to Council’s surprise, the Board has made the decision to disregard the Minister’s direct request and move forward with a levy increase for 2020.

As noted, Council has reviewed the Board’s draft budget for 2020 and has passed the following two resolutions to which Council is expecting a reply from the UTRCA Board:

Resolution 2019-11-12-05

THAT the Town of St. Marys communicates to the UTRCA Board that the Town maintains its position that continued levy increases are unsustainable, and inappropriate when municipalities are completing service delivery reviews to find cost reductions and efficiencies; and

THAT the Town of St. Marys does not consent to the proposed 2020 UTRCA levy increase; and

THAT the Town of St. Marys calls on the UTRCA Board to follow the direction from the Honourable Jeff Yurek received on August 16 2019 to not increase their levy until updated Provincial legislation regarding conservation authorities has been passed.

Resolution 2019-11-12-06

THAT the Town of St. Marys requests that the Upper Thames River Conservation Authority (UTRCA) provides the following prior to passage of the UTRCA's 2020 budget:

1. The UTRCA's interpretation and understanding of its mandated operations as found in the current Conservation Authorities Act, 1990, R.S.O., c.C.27 and its prescribed regulations;

2. The costs of each as determined under (1);

TOWN OF ST. MARYS P.O. Box 998, St. Marys, ON. N4X 1B6

Telephone: 519-284-2340 ● Fax: 519-284-3881

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3. Detailed definitions and determinations of what can be characterized as non- mandatory programming and service(s);

4. The costs of each as determined under (3); and

5. Detailed definitions and determinations of fee-for-service activities of the UTRCA, the revenues they generate as the activities take place within and / or requests originate from geographic area of the Town of St. Marys.

To be expressly clear, the Town of St. Marys is not a consenting or willing partner to a levy increase in 2020. At this point in time the Town is of the understanding that Minister Yurek’s correspondence to the Board on August 16, 2019 is paramount. Under this understanding, and until the Province has directed otherwise, the Town is prepared to pay levy amounts in 2020 which are equal to those levied in 2019.

Council looks forward to your response to the requests above at your earliest convenience.

Sincerely,

______Brent Kittmer, P.Eng. MPA Chief Administrative Officer/Clerk

TOWN OF ST. MARYS P.O. Box 998, St. Marys, ON. N4X 1B6

Telephone: 519-284-2340 ● Fax: 519-284-3881

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November 25, 2019 VIA EMAIL

Honourable Jeff Yurek Minister of the Environment, Conservation and Parks College Park 5th Floor 777 Bay St. Toronto, ON M7A 2J3

Re: Declaration of Climate Emergency in the Town of Amherstburg

Dear Hon. Yurek,

At its meeting of November 12th, 2019, Amherstburg Town Council passed the following resolution as recommended by the Windsor-Essex County Environment Committee:

“WHEREAS the Windsor-Essex County Environment Committee is sounding the alarm and urging the City of Windsor and the County of Essex to declare Climate Emergencies and work together to reduce emissions; and,

WHEREAS more than 444 Canadian municipalities (including Chatham- Kent, London, Sarnia, Hamilton, St. Catharines, Guelph, Kingston, Kitchener and the Waterloo Region) have declared Climate Emergencies, some of which are also implementing strategic plans in order to help reduce global carbon emissions and mitigate the impacts of climate change; and,

WHEREAS Amherstburg distributed sandbags to residents this summer in the face of historic water levels and has 43.7 km of shoreline along the Detroit River and Lake Erie, along with 12.4 km of shoreline on inland waterways, and is thus greatly affected by water levels in the Great Lakes basin; and,

Town of Amherstberg Resolution - Declaration of Climate Emergency in the... Page 155 of 168 AGENDA ITEM ##154-

WHEREAS the most recent report by the UN Intergovernmental Panel on Climate Change (IPCC) has indicated that within 12 years, in order to keep the global average temperature increase to 1.5 degree C and maintain a climate compatible with human civilization, there must be a reduction in carbon emissions of about 45% from 2010 levels, reaching net zero carbon emissions by 2050; and,

WHEREAS based on current projections of the future impacts of human- caused climate change, climate change will adversely the local economy, local infrastructure and property, put a strain on municipal budgets and result in significant economic and health burdens for local residents, particularly our vulnerable populations; and,

WHEREAS climate change will jeopardize the health and survival of many local plant and animal species as well as their natural environments and ecosystems; and,

WHEREAS Amherstburg and the surrounding region is already experiencing climate change impacts including, but not limited to, overland flooding, heavy rain event flooding, emergence of invasive species, an increased number of high heat days, the rise of vector borne diseases, the re-emergence of blue- green algae and harmful algal blooms in our lakes and rivers; and,

WHEREAS municipalities are understood to produce and/or have regulatory jurisdiction over approximately 50% of carbon emissions in Canada; and,

WHEREAS Amherstburg is embarking on a review of the Town's Official Plan; and,

Website: www.amherstburg.ca 271 SANDWICH ST. SOUTH, AMHERSTBURG, ONTARIO N9V 2A5 Phone: (519) 736-0012 Fax: (519) 736-5403 TTY: (519)736-9860

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WHEREAS implementing climate action and making a transition to a low- carbon economy also represents a significant opportunity to stimulate economic growth, increase job opportunities and develop new technologies;

THEREFORE BE IT RESOLVED that Amherstburg declare a Climate Emergency and direct administration to prepare a report containing recommendations for priority actions items, implementation measures and cost requirements to accelerate and urgently work towards the reduction of emissions and preparing for our climate future.”

cc: Doug Ford, Premier of Ontario Association of Ontario Municipalities AMO) Essex Region Conservation Authority (ERCA) Ontario Municipalities Taras Natyshak, MPP, Essex Chris Lewis, MP, Essex Windsor-Essex County Environment Committee

Regards,

Tammy Fowkes Deputy Clerk [email protected]

Website: www.amherstburg.ca 271 SANDWICH ST. SOUTH, AMHERSTBURG, ONTARIO N9V 2A5 Phone: (519) 736-0012 Fax: (519) 736-5403 TTY: (519)736-9860

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November 25, 2019 VIA EMAIL

Ministry of the Attorney General McMurtry-Scott Building 720 Bay St., 11th Floor Toronto, ON M7A 2S9

Re: Joint and Several Liability Consultation – Town of Amherstburg Support

At its meeting of October 15th, 2019, Amherstburg Town Council supported the Township of Springwater’s Resolution regarding Joint and Several Liability Consultation with the exception of Section 2e – Law Society of Ontario Charges; the Town of Amherstburg does not support this section.

cc: Doug Ford, Premier of Ontario Association of Ontario Municipalities AMO) Ontario Municipalities Taras Natyshak, MPP, Essex Chris Lewis, MP, Essex

Encl: Correspondence – Joint and Several Liability Consultation – Township of Springwater

Regards,

Tammy Fowkes Deputy Clerk [email protected]

Website: www.amherstburg.ca 271 SANDWICH ST. SOUTH, AMHERSTBURG, ONTARIO N9V 2A5 Phone: (519) 736-0012 Fax: (519) 736-5403 TTY: (519)736-9860

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The Corporation of the Township of South-West Oxford

By-law Number 92-2019

A By-law to authorize the closure of the following road allowance: A portion of the road allowance between lots 24 & 25, BFC, South-West Oxford (West Oxford) being Part 5, Plan 41R-8251

Whereas Section 11(3) of the Municipal Act, 2001, S.O. 2001, C. 25, as amended, provides that a lower tier municipality may pass by-laws respecting matters within the following spheres of jurisdiction: highway, including parking and traffic on highways;

And Whereas by virtue of Section 34(1) of The Municipal Act, 2001 S.O. 2001, Chapter 25, the Corporation is empowered to permanently close highways;

And Whereas it is deemed necessary and expedient to close a portion of the road allowance between lots 24 & 25, BFC, South-West Oxford (West Oxford) being Part 5, Plan 41R-8251;

And Whereas the effect of this by-law will not deprive any person of means of ingress and egress to and from his/her lands;

Now Therefore, the Council of the Corporation of The Township of South-West Oxford, enacts as follows:

1. That a portion of the road allowance between lots 24 & 25, BFC, South-West Oxford (West Oxford) being Part 5, Plan 41R-8251, be hereby stopped up and closed as a public highway;

2. That the common law right of passage by the public and the common law right of access by any owner abutting the highway, are hereby removed with respect to the said roadways.

3. That By-law 64-2019 be repealed.

READ a first and second time this 3rd day of December, 2019.

READ a third time and finally passed this 3rd day of December, 2019.

______Mayor David Mayberry

______Clerk

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The Corporation of the Township of South-West Oxford By-Law Number 63-2019 Page 2

Julie Forth

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THE CORPORATION OF THE

TOWNSHIP OF SOUTH-WEST OXFORD

BY-LAW NUMBER 93-2019

A By-Law to repeal By-law 60-2019 being a By-law to amend Zoning By-Law Number 25-98, as amended.

WHEREAS the Municipal Council of the Corporation of the Township of South- West Oxford passed By-law 60-2019 on July 9th, 2019 in support of Zone Change Application ZN 4-18-07 submitted by Erwin Family Holdings Inc.;

AND WHEREAS it has been determined that the public notice provisions as contained within Ontario Regulation 545/06 to the Planning Act, and the County of Oxford Official Plan were not met in relation to Zone Change Application ZN 4-18-07 (Erwin Family Holdings Inc.) prior to the passing of By-law 60-2019;

THEREFORE, the Municipal Council of the Corporation of the Township of South-West Oxford, enacts as follows:

1. That Township of South-West Oxford By-law 60-2019 is hereby repealed;

2. That this By-law come into force and effect immediately upon passage.

READ a first and second time this 3rd day of December, 2019.

READ a third time and finally passed this 3rd day of December, 2019.

Mayor: David Mayberry

Clerk: Julie Forth

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The Corporation of the Township of South-West Oxford By-law No. 94-2019

A By-law to Confirm the Proceedings of the Council of the Township of South-West Oxford at the Special Meeting of Council held on December 3rd, 2019

WHEREAS Section 5(3) of the Municipal Act, 2001, Chapter 25, provides that a municipal power, including a municipality’s capacity, rights, powers and privileges under section 8, shall be exercised by by-law unless the municipality is specifically authorized to do otherwise.

NOW THEREFORE THE COUNCIL OF THE TOWNSHIP OF SOUTH-WEST OXFORD ENACTS AS FOLLOWS:

1. That the actions of the Council of the Township of South-West Oxford at the Regular Meeting of Council held on December 3rd, 2019, in respect to each report, motion, resolution or other action passed and taken by the Council at its meeting, is hereby adopted, ratified and confirmed, as if each resolution or other action was adopted, ratified and confirmed by its separate by-law.

2. That the Mayor and the proper officers of the Corporation are hereby authorized and directed to do all things necessary to give effect to the said action, or obtain approvals, where required, and, except where otherwise provided, the Mayor and the Clerk are hereby directed to execute all documents necessary in that behalf and to affix the Corporate Seal of the Township of South-West Oxford to all such documents.

Read a First and Second time this 3rd day of December, 2019.

Read a Third time and Finally Passed this 3rd day of December, 2019.

______Mayor David Mayberry

______Clerk Julie Forth

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Dates to Remember

Date Time Details December 3rd, 2019 9:00 a.m. Regular Council Meeting December 4th, 2019 1:00 p.m. Engage and Inform Committee Meeting December 4th, 2019 4:30 p.m. Environment and Energy Innovation Committee Meeting December 6th, 2019 12:00 noon Council/Staff Luncheon December 8th, 2019 1:00 p.m. Open House and Ye Olde Tyme Christmas Songfest – Beachville District Museum December 17th, 2019 6:00 p.m. Dereham Centre Hall Christmas Potluck December 17th, 2019 7:30 p.m. Regular Council Meeting

Please check the Township website at www.swox.org for all events in your community

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