1. Town of Tillsonburg Municipal Strategy November, 2004 Prepared by the Tillsonburg Strategy Development Team: Elaine Balpataky Scot Bolton Craig Brown Peter Burns David Corner Harvey Elliott Michael Graves Eugene Heath Marty Klein Jane-Ann McLean Stephen Molnar John Moylan Theresa Oehm Chris Wood Marc Van Maele Support: Donna Hemeryck – Minutes and Administration Andy Lubinsky of Performance Transformation Systems Inc. – Facilitator and Writer Creating the Future!

2. 2 Table of Contents Introduction………………………………………………………………………………….. 3 Strategic Direction………………………………………………………………………….. 6 Mission and Guiding Principles…………………………………………………………………. 7 Overall Vision and Value Proposition…………………………………………………………. 8 Goals……………………………………………………………………………………………… ……… 9 Creating the Future: Key Strategies – Executive Summary……………………………………………………….. 14 Commerce……………………………………………………………………………………………… 17 Tourism, Culture and Parks & Recreation………………………………………………….. 25 Industry…………………………………………………………………………………………………. 35 Neighbourhood/Housing Development and Urban Design…………………………… 44 Utilities and Infrastructure………………………………………………………………………. 55 Health and Social Services………………………………………………………………………. 61 Environmental and Open Spaces……………………………………………………………… 65 Schools and Education……………………………………………………………………………. 68 Strategic Initiatives-Recommended Priorities and Timelines…………………. 71 Appendix…………………………………………………………………………………… 74 Town of Tillsonburg Municipal Strategy

3. 3 Introduction This document outlines the recommended strategy for the Town of Tillsonburg for the next 12 years, to 2016. The strategy has been developed over a three-month period by a team of committed local citizens from a variety of occupations and stakeholder groups, through a facilitated strategy development process. Background: Early in 2004 the Tillsonburg Economic Development Committee suggested that they prepare a strategic plan for the continued industrial growth of the community. Council, through the C.A.O. requested that the plan be expanded to cover a complete economic strategy for the town including commerce, parks and recreation, utilities, infrastructure, residential development, as well as industry. This recommended strategic plan is intended to assist in defining the priorities and in allocating resources consistent with what the Team believes is an ideal vision for the future of Tillsonburg. Strategy Development Participants: The strategy has been developed through the formal Strategy Development Team, plus consultations with several key stakeholder groups. The Strategy Development Team, whose members were selected to represent a broad spectrum of community interests, have one thing in common: a deep interest in building the long-term prosperity of the entire community. The areas of expertise represented on the Team include commerce, industry, education, health care, the Economic Development Committee, Town corporation employees, and community-involved citizens. Additional consultations have been held with members of industry, the Highway Commercial community, the Accessibility Advisory Committee and the Tourism Committee to gain insight and input on specific areas identified by the Team. Strategy Development - Purpose and Approach The purpose of this exercise was to develop a comprehensive 12-year strategy that maximizes the economic and social prosperity of the Town of Tillsonburg (the community) by creating an optimal mix of sustainable initiatives that (a) drive business success and the quality of social life, and (b) provide the necessary support system enablers. In this context, prosperity was defined as “the successful execution of strategic initiatives that maximize the economic and social well-being of the Town of Tillsonburg.” In developing this strategy, the Team worked with three fundamental intentions: that the resulting strategy would (a) be comprehensive (b) recognize competitive realities, and (c) represent a consensus of the Team membership. (A) Comprehensive: This refers to the classic definition used in town planning which takes into account: Geographical Coverage: All of the land area subject to the planning or regulatory jurisdiction of the local government preparing the plan. Subject Matter: All subject matter related to the physical, social and economic development of the community. Time Horizon: A relatively long time horizon – typically 12+ years.

4. 4 Introduction Strategy Development - Purpose and Approach (Continued): Consistent with this definition, this document delivers recommended strategies for the following areas: 1.Commerce 2.Tourism, Culture and Parks & Recreation 3.Industry 4.Neighbourhood/Housing Development and Urban Design 5.Utilities and Infrastructure 6.Health and Social Services 7.Environmental and Open Spaces 8.Schools and Education Areas 1 through 4 were viewed as the key drivers of prosperity. By this we mean that they form the primary instruments of the growth and promotion of economic and social prosperity. Specifically, it is the current and future prosperity of business owners and employees, tourists and town residents that will ultimately determine Tillsonburg’s long- term prospects for growth and well-being as a community. Areas 5 through 8 on the other hand, were viewed primarily as enablers, in that they comprise essential support systems that by themselves will enhance (but not necessarily be instrumental to) the prosperity of the community. In other words, while reliable and economical utilities, an effective infrastructure, attractive open spaces and a strong school system are essential; by themselves they are usually not sufficient to attract businesses, tourists or residents. (B) Competitive: The Team agreed that the strategy development process should take into account the fact that Tillsonburg is ultimately competing with other communities to attract new business owners and residents. Accordingly, we have adhered to a classic definition of strategy as being “a set of conscious choices about how a community will deliver value to its stakeholders and distinguish itself from its competitors.” This involves ensuring that the strategy contains a clear value proposition that attempts to answers the question: “why should someone choose Tillsonburg over other alternatives as a place to live, operate a business or visit?” The reader will recognize the application of this definition throughout the document. (C) Consensus: At the outset of the process the Team determined that the resulting Strategic Plan be delivered to Town Council as a consensus of the group. This means that the document has not been approved by the team on the basis of majority vote, but that all have unanimously agreed to support the recommended strategies. >>>>>>>More

5. 5 Introduction Document Structure: The rest of this document contains the following essential elements of a technically sound strategic plan: 1.A Mission Statement and Guiding Principles designed to state a proposed shared understanding of the community’s reason for being, including the principles which communicate what is unique and important to the stakeholders and community leaders at all levels. 2.An overall Vision and Value Proposition designed to bring the mission and guiding principles to life. 3.A statement of Goals covering population growth targets, guidelines for managing the cost of living and doing business in Tillsonburg, and other suggested measures. These are meant to create quantifiable guidelines that will help the community measure its success in achieving the community vision. 4.The above is followed by discussion about each of the strategically relevant areas listed on the previous page. Each of these sections contains: a.A Situation Analysis that covers the current status of each area, and assesses the apparent strengths, weaknesses, opportunities and threats. b.Key Issues and Opportunities outlining the areas of each situation that the Team believes are the top priorities to be addressed by the strategic plan. c.A Vision Statement outlining the desired future state for each area. d.Recommended Strategies to specifically address the stated issues and achieve the vision in question. 5.The last section of the document outlines the Recommended Priorities and Timelines for the strategies and the rationale for same. A point should be made on the area of Tourism, Culture and Parks & Recreation. Early in the process, the Team realized that the subject matter of Tourism overlapped topics having to do with Culture and Parks & Recreation. Many of the cultural events, sports parks and recreational venues are in fact used by non-residents and as such were seen as leverageable assets for Tourism. Accordingly, in an effort to simplify the discussion, the decision was made to treat all of these topics together, with a view to ensuring that the strategies selected were in the best interests of both tourists and local residents. Finally, unless otherwise noted, all data contained in this document has been supplied by the Town Corporation.

6. Mission and Guiding Principles Overall Vision and Value Proposition Goals Strategic Direction 6

7. 7 Mission: We will continue to be the most innovative and proactive town in Ontario, an outstanding place to visit, live, work, operate a business, raise a family and enjoy retirement; a community with rich and diversified economic, social, cultural, volunteer and recreational opportunities. We believe… 1.In a high level of access both to decision-makers and to the drivers and enablers of prosperity. 2.That as stakeholders, we should contribute more than we take out of the community. 3.In being proactive in planning and executing the community vision through effective, integrity-driven leadership at all levels. 4.That as stakeholders, we accomplish more together than we could separately: none of us is as good as all of us. 5.That all individuals be allowed to access the community’s full resources and be encouraged to participate as active and accepted members of their community. 6.That open and honest communication at all levels is critical to our success. Mission and Guiding Principles Guiding Principles: Rationale: It is the Team’s belief that the above statements capture both the values and the down-to-earth heritage that make Tillsonburg and its citizens truly unique. The following example from recent history illustrates the point. Some time ago, the leadership of Tillsonburg recognized the need to expand the town’s vision beyond its traditional dependence on the tobacco industry. The result was the flourishing, diversified community that we know today. This vision demonstrated a proactive attitude and an openness to innovative thinking. The decisions involved in making that vision happen may not have been popular at the time, but they were made nonetheless, with integrity-driven leadership and a commitment to teamwork, reflecting the heritage that is uniquely Tillsonburg’s. The above Mission and Guiding Principles seek to perpetuate this spirit of welcoming the future with the strengths of our past. They recognize that the best way to predict the future is to create it. Above all, the Team believes that these statements represent the “high ground” of the way we are and the way would wish others to know where we are from.

8. 8 Overall Vision and Value Proposition Tillsonburg should strive to deliver the promise of prosperity to Industrial, Commercial and Residential stakeholders based on a superior quality of life value proposition rather than on pure economics. Accordingly, and consistent with the Mission Statement, the fundamental value proposition for all current and prospective stakeholders is summarized below. Value: An Outstanding Place To…… StakeholderEnd Result Benefits Live & Raise a Family Residents Aged 0 to 49 Superior housing value-for-the-money. Small town atmosphere with “big town” amenities & social services to fit individual needs. Live & Enjoy Retirement Residents Aged 50+ Adult Lifestyle Housing & community. Assisted Living and continuum of care for Seniors. Visit External Trading Area Residents Variety of cultural, recreational & social alternatives. Ideal place to visit during the day or overnight. Run a Commercial Enterprise Commercial Business Owners Traffic sourced from within and from outside Tillsonburg. Variety of locally-owned retail establishments that collectively draw high traffic levels. Enjoyable shopping experience. Run an Industrial Enterprise Industrial Business Owners Committed & well-trained local labour force. High-quality infrastructure that promotes manufacturing competitiveness & viability on a global scale. Price: Cost of Living and Doing BusinessCore Competencies: Competitiveness relative to comparable surrounding communities in: 1.Residential, commercial and municipal tax rates; 2.Cost of housing; 3.Cost of utilities and infrastructure. Superior Customer Service Training. Collectivized marketing & promotion that unites commercial and tourism goals & interests. Local technical training opportunities. Town Corporation that is committed to proactively delivering on the Town’s strategies and everyday services in the most innovative, efficient and effective manner manner possible. Importantly, the achievement of the end result benefits requires the core competencies summarized above, some of which may need to be developed. The succeeding recommended goals and strategic initiatives are designed to fulfill this Value Proposition.

9. 9 Historical Population Growth and Shifts: Overall, the population of Tillsonburg has grown faster than the balance of Oxford County since the early 1990’s across all major age groups. (See Figure 1). However, as shown in Figure 2, Tillsonburg has aged at a faster rate since 1991 from a percentage of population perspective. The share of population represented by those aged 0 to 24 and 25 to 49 has dropped significantly. Strategic Implications: While the trend in total population growth is very encouraging, the age group shifts and the likely continuation of the aging pressure as the baby boomers grow older: (a) will have strategic implications in terms of the kinds of services to be planned for the future, and (b) begs the question as to whether and to what extent strategies are desired to attract and retain younger demographics. TillsonburgOxford County ex. Tillsonburg 1996 vs 19912001 vs 19961996 vs 19912001 vs 1996 Total+ 41.0%+ 6.3%+ 0.0%+ 2.2% 65++ 108.5%+ 14.1%- 3.8%+ 5.4% 50-64+77.5%+13.2%-6.0%+21.8% 25-49+ 25.6%+ 3.5%+ 2.8%- 1.8% 0-24+ 19.2%+ 0.9%+ 1.0%- 2.1% Figure 2 Figure 1 Percentage Change in Population Population: Situation Analysis Goals

10. 10 After analyzing both the population growth trends and their potential impact on community prosperity, and considering the above mission and vision statements, the Strategy Development Team has determined that the Town of Tillsonburg should set the following population growth goals to be achieved by 2016: 1.Total Population: 17,550 versus the 2001 census population level of 14,050, which will equal Stats Canada’s current high estimate of Tillsonburg’s population in 2016. 2.Build the population of younger working families, specifically, those aged 25 to 49 to equal 102.6% of Stats Canada’s high estimate for this segment. Detailed population data and assumptions are outlined in Figure 3 on the next page (Target Population Estimates: 2016). The rationale for these goals is as follows: 1.Given that increased prosperity is associated with strong population growth, it is essential that Tillsonburg aspire to a high-end growth level. As indicated in Figure 4 on page 12 (Target Population Trends Analysis), after strong growth between 1986 and 1996, which averaged over 1,230 new citizens every 5 years, Tillsonburg’s growth fell to 840 between 1996 and 2001, well below this average and Stats Canada’s original forecast of +1,405. Best estimates of the 2006 population indicate that growth between 2001 and 2006 is unlikely to exceed 1,000 people. The recommended high target population for 2016 will create a growth rate that is in line with the strongest growth periods of the previous quarter century. 1.Building the population of younger working families is essential to the overall prosperity of all stakeholders. This demographic delivers the spending power and energy required to sustain the prosperity of both Commerce and Industry in Tillsonburg, both of which are essential to the maintenance of adequate services and amenities for all concerned. According to current Stats Canada (medium) estimates, the 25-to-49 year age group, which has fallen drastically from 37.7% to 32.7% of Tillsonburg’s citizens, will fall to 29.4% by 2016. Achieving the second part of above-stated goal will reverse this forecasted trend and drive the proportion of this age group to 30.1% of the total population. 2016 Population Growth Goals Goals

11. 11 2001 Base Current Medium Estimate Target High Estimate Target Medium Estimate Pop. 2001Pop. 2016 Pop. Change vs Base Pop. 2016 Unit Change vs Base Totals 14,050 17,230 17,550 +3,500 17,230 +3,180 65+ 3,080 3,980 3,890 + 810 3,890 + 810 50-64 2,280 3,980 3,930 +1,650 3,930 +1,650 25-49 4,590 5,070 5,276 + 686 5,102 + 512 0-24 4,100 4,200 4,455 + 355 4,307 + 207 25+ 9,950 13,030 13,096 +3,146 12,922 +2,972 2001 Base Current Medium Estimate Target High Estimate Target Medium Estimate Pop. 2001 % Split Pop. 2016 % Split Pop. 2016 % Split % Change vs Base Pop. 2016 % Split % Change vs Base Totals100.0% + 24.9%100.0%+ 22.6% 65+21.9%23.1%22.2%+ 26.3%22.6%+ 26.3% 50-6416.2%23.1%22.4%+ 72.4%22.8%+ 72.4% 25-4932.7%29.4%30.1%+ 14.9%29.6%+ 11.2% 0-2429.2%24.4%25.4%+ 8.7%25.0%+ 5.1% 25+100.0% 74.6%+ 31.6%75.0%+ 29.9% Key Assumptions and Rationale using Stats Canada Low, Medium and High Estimates of Population Growth for Tillsonburg Age Group Target High Estimate Target Medium Estimate Totals High Estimate Medium Estimate 65+ Low Estimate 50-64 Low Estimate 25-49 102.6% of High Estimate 99.3% of High Estimate 0-24 102.6% of High Estimate 99.3% of High Estimate 25+ High Estimate Medium Estimate Figure 3 Target Population Estimates: 2016 Goals 2016 Population Growth Goals

12. 12 YearTotal Population Population Change % Change** 19769,405N/a 198110,453+1,048+11.1% 198610,745+ 292+ 2.8% 199112,020+1,275+11.9% 199613,210+1,190+ 9.9% 2001 (Original Estimate)14,615+1,405+10.6% 2001 (Actual)14,050+ 840+ 6.4% Average Five Year Growth: 1981 through 2001*+929+8.4% 2016: Target High Estimate17,550 2006***15,000 + 950***+ 6.8% 201116,275+1,275+ 8.5% 201617,550+1,275+ 7.8% Average Five Year Growth: 2006 through 2016*1,167+ 7.7% 2016: Target Medium Estimate17,230 2006***15,000+ 950+ 6.8% 201116,115+1,115+ 7.4% 201617,230+1,115+ 6.9% Average Five Year Growth: 2006 through 2016*1,060+ 7.0% Figure 4 Target Population Trends Analysis Goals 2016 Population Growth Goals Notes: 1.Data from 1976 through 2001 (Actual) represents actual Stats Canada Census Calculations. 2.2001 (Original Estimate) is the forecast made prior to the availability of actual census data for 2001 * Represents average growth every 5 years, i.e. the average listed in the column above for the years indicated. ** Percentage Change in population versus the previous year listed. In the case of 2006 estimates, percentage change is the change versus 2001 (Actual). *** Current best estimate based on housing permit data trends to date.

13. 13 Cost of Living and Doing Business: Situation Analysis As stated in the Value Proposition, throughout the forecast period, the goal should be to maintain competitive: 1.residential, commercial and municipal tax rates, 2.cost of housing, 3.cost of utilities and infrastructure, relative to comparable surrounding communities. Since the exact quantifiable targets are difficult to determine for such a long forecast period, the Team has agreed to state the goal as a qualitative guideline to be monitored quantitatively on an ongoing basis. Goals Cost of Living and Doing Business: Goals Full analysis of the cost of living and doing business in Tillsonburg is contained in each of the Situation Analyses of the Commercial, Industrial and the Neighbourhood/Housing and Urban Design sections. In summary, Tillsonburg is either in line with or below comparable costs in other nearby communities, with the possible exception of municipal taxes and commercial development charges, which tend to be somewhat higher. This bodes well for the overall future competitive position of the community. Other Stakeholder Satisfaction Goals At this time the Team has no basis for determining specific goals pertaining to stakeholder satisfaction. However, it is recommended that a system of measures be created and goals developed in the key areas of the recommended value proposition: An Outstanding Place To…Suggested Areas to Measure and Set Goals Live & Raise a Family Superior housing value-for-the-money Small town atmosphere with “big town” amenities & social services to fit individual needs Live & Enjoy Retirement Adult Lifestyle Housing & quality of community life Visit Quality & variety of cultural, recreational & social alternatives and other tourist interests Run a Commercial Enterprise Traffic counts and a means of tracking the prosperity and satisfaction of commercial businesses and business owners Consumer satisfaction with customer service and the overall shopping experience Run an Industrial Enterprise Industry satisfaction with the labour force and infrastructure Overall competitive position

14. Creating the Future Key Strategies – Executive Summary 14

15. 15 A condensed list of the key strategies contained in the succeeding pages is summarized below. The reader should note that (a) most of the strategies contain a number of important sub-strategies and additional texture that the summary descriptions below do not capture, and (b) each strategy should be reviewed in the context of the situation analysis, key issues and opportunities, and the vision statements pertaining to each area. 1.Commerce: a.Create a Commercial Prosperity Council who will collectively be responsible for creating and executing initiatives to improve long-term commercial prosperity. b.Create a comprehensive and consistent collectivized marketing and promotion effort in concert with the Commercial Prosperity Council & Tourism Committee. c.Develop and execute a façade improvement strategy for downtown core and highway commercial areas. d.Build a strong reputation for superior customer service. e.Create a comprehensive marketing plan to attract new retail businesses & industry. 2.Tourism, Culture and Parks & Recreation: a.Create a marketing capability to drive the tourist industry in Tillsonburg. b.Invest in capital improvements to certain recreational and related facilities (venues). c.Develop a capability to attract overnight visits by securing a hotel conference centre. d.Create a comprehensive and consistent collectivized marketing and promotion effort (See Commercial Strategy b). 3.Industry: a.Actively pursue initiatives to facilitate industrial productivity improvements. b.Create local educational resources to provide and promote education in the skilled trades./Work with post-secondary educational institutions to establish a Trade School. c.Implement strategies & policies to ensure sufficient supply of serviced industrial land. 4.Neighbourhood/Housing Development and Urban Design: a.Manage housing & neighbourhood development to attract younger families/selectively build housing for retirees. b.Develop a plan to create sufficient assisted seniors housing. Key Strategies – Executive Summary

16. 16 5.Utilities and Infrastructure: a.Implement Town Corporation planning and productivity improvement initiatives in order to effectively execute the Municipal Strategies. b.Deliver better and more cost effective services in water and waste management, hydro and connectivity. c.Support strategies for accessibility to all services. 6.Health and Social Services: a.Support initiatives that focus on the health and social services needs of key demographic growth areas, specifically young working families and older seniors. b.Support the creation of a medical clinic to enhance the community’s strategy to attract/retain medical staff. 7.Environmental and Open Spaces: a.Leverage available open spaces for (i) campground facilities, (ii) biking/hiking/cross-country skiing trails, and (iii) tobogganing as well as other uses. (Discussed in the Tourism, Culture and Parks & Recreation section – Strategy 2c.) 8.Schools and Education: a.Initiate a plan to increase community involvement in and support of all school activities& initiatives. b.Proactively seek to increase local autonomy over high/elementary schools. 9.Leadership Resources: It is recommended that the Town ensure the appropriate leadership resources and direction to execute the Commercial, Industrial and Tourism Initiatives. This is a key “umbrella strategy” that is discussed separately in each of these three areas. Without minimizing the importance of the strategies for social prosperity, it is our belief that Commerce, Industry and Tourism are the ones that will serve as the “engines for growth”. It is essential, therefore, that the initiatives contained therein receive the necessary support in the form of staff, volunteers, and staff/community advisory boards. Key Strategies – Executive Summary

17. Commerce 17

18. 18 Commerce Pct. Chg. vs 2001 -3.4% Pct. Chg. vs 2001 +6.0% Figure 6 Figure 5 Situation Analysis Analysis of the state of Commerce in Tillsonburg indicates the following opportunities: Growth Trends and Commercial Expansion Capacity: As indicated in Figure 5, since the year 2000, commercial investment in Tillsonburg has lagged behind that of nearby communities. Internally, over the past 3 years, the highway sector has marginally outgrown the downtown core (See Figure 6). Relative to the downtown core, Tillsonburg’s Highway Commercial sector provides greater freedom of space to execute any given retailer’s ideal footprint, as well as better parking than is perceived to be available downtown. Overall, between the downtown core, expansion possibilities to the east and west, and the undeveloped Highway Commercial zones, Tillsonburg has the capacity to absorb up to 100 new commercial businesses, depending on the footprint sizes involved. Note: Assessment values can change with appeal activity alone. Changes of less than 5% are not considered significant.

19. 19 Situation Analysis Streetscape: The wide streets and angled parking in the downtown core provide a unique atmosphere and positive first impression to visitors, in sharp contrast to the downtowns of other communities. The ability to avoid parallel parking is a unique convenience. While these features add a distinctive charm to the downtown commercial experience from a consumer perspective, this experience could be further enhanced with a newer-looking, more unified façade or visual expression that would add character and visual appeal, and further enhance the overall ambience of the downtown core. Downtown areas such as Niagara-on-the-lake or Unionville would appear to be examples of superior downtown ambience. The current façade improvement plan could address this opportunity to some degree, given sufficient participation. Some of the streetscapes in the Highway Commercial zones are also in need of aesthetic improvements, such as North Broadway, Simcoe Street, Tillson Avenue and North Street East. Downtown and Highway Retail Traffic and Accessibility: The potential traffic- building strengths of the downtown core are grounded in the presence of the Mall, which houses Zellers and the Canadian Tire location, both of which are complemented by the remaining downtown business community. The Highway Commercial anchors of Sobeys and Broadway Cinemas in the north, and Wal-Mart just beyond the eastern town border, provide some traffic strength to the suburban commercial presence. All of these anchors have the potential to draw interest from other branded retailers. A number of concerns were raised by the Highway Commercial focus group that suggest some inherent weaknesses in the sector, specifically: (a) the relatively weak presence of anchor stores (e.g. below average sized Wal-Mart in the east, and no significant anchor other than Sobeys in the north), and (b) accessibility limitations in the form of insufficient sidewalks for pedestrian & bike traffic and possibly the lack of public transit. In addition, there may be a growing perception among east-end retailers that the north end is becoming the focus of future traffic growth opportunities Ease of Operation: There appear to be some concerns in the area of ease-of-doing- business among the Highway Commercial group as suggested by (a) a perception among retailers that landlords were not particularly service-oriented, and (b) inconsistencies in permitted use by zone. It should be noted that the zoning bylaw is currently being updated. Historical Community Support for the Downtown : Historically, Tillsonburg has enjoyed a high level of community support for the downtown core. The visual appeal and evolution of the town from its earliest days have been carefully recorded and celebrated through displays and publications. Today, the combination of the consumer appeal of the existing anchors and other venues plus the uniqueness of the streetscape have encouraged a strong community sentiment in favour of further investment in and general support for downtown core improvement initiatives. Variety of Retail Businesses: There is an opportunity to increase the variety and quality of shopping destinations, particularly those designed to attract females. Commerce

20. 20 Retail Cost AnalysisTillsonburg Average: Ingersoll, St. Thomas, Stratford, Woodstock % Difference Permit Fees†$3,400$5,689-40.2% Development Charges †$28,700$22,025+30.3% Taxes4.837%4.719%+2.5% Hydro – Distribution Charge$0.0727$0.0749-2.9% Water – Yearly (100 m³ Consumption)$1,430$1,586-9.8% Comparison vs Individual Communities Ingersoll % Difference St. Thomas % Difference Permit Fees†$3,100+9.7%$4,575-25.7% Development Charges †$37,100-22.6%$14,600+96.6% Taxes4.436%+9.0%4.678%+3.4% Hydro – Distribution Charge$0.0719+1.1%$0.0780-6.8% Water – Yearly (100 m³ Consumption)$1,488 -3.9% $2,223-35.7% Stratford % Difference Woodstock % Difference Permit Fees†$8,200-58.5%$7,600-55.2% Development Charges †$11,700+145.3%$24,700+16.2% Taxes4.908%-1.4%4.854%-0.4% Hydro – Distribution Charge$0.0733-0.8%$0.0763-4.7% Water – Yearly (100 m³ Consumption)$1,769 -19.2% $865‡ +65.3% ‡ Commerce Notes: % Difference = Tillsonburg number divided by the corresponding other community number minus one. Percentages highlighted in red indicate items that are costlier in Tillsonburg † Based on 10,000 Sq. Feet and $650,000 construction cost ($65 per Square Foot) ‡ Not currently metered. To ensure true cost recovery per post-Walkerton legislation, metering will be required. This will significantly increase the cost of water in Woodstock. Figure 7 Situation Analysis Cost of Doing Business: While traffic potential is the acknowledged main driver of retail location decisions, analysis of other costs of doing business shows that Tillsonburg compares favourably to the average of the costs in surrounding communities with the exception of development charges and, to a much lesser degree, taxes (See top section of Figure 7). All other costs are either lower or in line.

21. 21 Situation Analysis Customer Service: While not a weakness, customer service is not considered a distinguishing feature of Tillsonburg. Marketing/Promotion: The absence of a consistent, unified and far-reaching marketing effort by the commercial stakeholder group to drive traffic represents a significant underdeveloped opportunity. The Highway Commercial group stated that individual marketing and promotion efforts beyond Tillsonburg’s borders have yielded positive results. If this is the case, it would follow that a collectivized effort could benefit all retailers. In addition, Tillsonburg’s radio station (CKOT) represents a strong media vehicle, capable of reaching virtually all of southwestern Ontario. However, in recent times, there appears to be a lack of unified and focused BIA marketing/promotion effort. This is evidenced by (a) an admitted lack of communication among downtown retailers; (b) a failure to adopt practices that could create a more reliable customer experience, such as common hours of operation and uniform marking of “back doors”; and (c) the relative absence of collectivized promotion events. The Highway Commercial community has no equivalent to the BIA in place at this time. Commerce

22. 22 Key Issues and Opportunities Effective treatment of the following issues will positively impact the prosperity of commercial businesses and the shopping experience of both residents and visitors. 1.There is a need to harmonize the efforts of the Downtown and Highway Commercial stakeholder communities. While it is acknowledged that these sectors compete against each other to a degree, there is the opportunity for the two groups to work collaboratively to increase marketing/promotion efficiencies and create other “win-win” business solutions. Activating the guiding principle of “None of us is as good as all of us” has the potential of improving the prosperity of both groups in terms of both sales and profit. In short, the issue that must be resolved is: will the Downtown and Highway Commercial sectors actively co-operate to create a common understanding of how they can work together to improve the fortunes of all concerned? 2.There is a need to address and leverage traffic-building opportunities. The areas of focus should include exploration of: a.Creating a unified and consistent marketing and promotion effort that includes and extends beyond Tillsonburg residents. b.Encouraging maximum participation in the façade improvement initiative c.Building a strong reputation for superior customer service. d.Improving the variety of retail businesses to improve the quality of the consumer shopping experience. e.Working in concert with the tourism efforts to create traffic-building synergies (See Tourism, Culture and Recreation Section). f.Addressing accessibility issues, specifically, the perceived lack of sufficient parking in the downtown core, sidewalk access in the Highway Commercial zones and improved signage. g.Ensuring that zoning by-laws support prosperity improvement initiatives. Commerce

23. 23 Commerce A Vision for the Commercial Business Community The 12-year vision for the Commercial Community will entail: An emphasis on continued growth of our downtown core with a judicious, balanced use of other modern retail concepts. The encouragement of successful, independent, locally owned businesses. Ongoing collective and individual marketing efforts directed towards, and successfully drawing from, a wide trading area beyond Tillsonburg. Creation of a wider variety of businesses that, in combination with other attractions, will position Tillsonburg as a strong day-trip destination. Growth of the downtown toward the east and west, while preserving the architectural heritage. A superior level of customer service. Recommended Strategies The following strategies are recommended as the means to achieve the above vision: 1.Creation of a Commercial Prosperity Council, consisting of representatives from the Downtown and Highway Commercial stakeholder communities as well as town officials, who will collectively be responsible for creating and executing initiatives to improve long- term commercial prosperity. The task of this group will be to: a.Develop a mission and charter for the Council that covers the initiation and execution of the prosperity improvement strategies listed below. b.Develop a means of selecting and rotating Council participants. c.Develop a regular and reliable means of quantitatively and qualitatively tracking the results of each strategy including consumer traffic, usage and attitude data, sales data and marketing efficiency measures. 2.Creating a comprehensive and consistent collectivized marketing and promotion effort in concert with the Tourism Committee. The resulting plan should: a.cover the trading area depicted in the Appendix. b.make use of print, outdoor and radio ads to maximize reach within the above trading area. c.utilize in-store media vehicles to create the look and feel of a unified marketing/promotion effort as a means of building consumer awareness, enjoyment and continuity of participation. d.consider the use of appropriate town government subsidies as a means of encouraging collective participation in planned efforts. e.Work in harmony with tourism efforts to create traffic-building synergies.

24. 24 Recommended Strategies 3.Develop and execute a façade improvement strategy that creates a distinctive and attractive ambience within the Downtown core and Highway Commercial areas. In order to be effective, this strategy must (a) achieve the goal of gaining 100% participation, and (b) be positioned within the context of and be part of the executed marketing strategy. The plan should also address the need to improve signage and access to parking in the downtown core, as well as sidewalk access in the Highway Commercial zones. Finally, the zoning by-law currently under review should address inconsistencies in commercial permitted uses to the extent possible. 4.Build a strong reputation for superior customer service. The long-term effectiveness of achieving improved marketing communications and downtown ambience will be undermined without the delivery of a positive customer service experience. Accordingly, the objective of this strategy should be to create overall customer service superiority across both private and public sectors, through training and development of business owners and staff. The vision of this initiative should entail thinking about the town of Tillsonburg as a large retailer, much like the approach that is taken at Disney World. Thinking in this manner, the following executional guidelines should be considered: a.Creating and delivering a customized customer service training program. b.Use of town subsidies to ensure affordability for all retailers. c.Creating a regular, recurring class format to ensure longevity and to accommodate staff turnover. 5.Create a comprehensive marketing plan to attract new retail businesses for the purpose of improving the variety of retail offerings. There should be an ongoing effort to leverage and merchandise the ongoing progress and achievements of the above strategic initiatives, especially the consumer and business tracking data, to attract desirable new businesses that will further strengthen the value proposition of Tillsonburg’s commercial community to consumers. 6.Build the appropriate leadership resources to execute the above initiatives. The town should consider hiring a full-time Economic Development Officer to design, oversee and manage the specific sub-strategies and tactics required to execute the commercial, tourism and industrial strategies. Commerce

25. Tourism, Culture and Parks & Recreation 25

26. 26 Tourism, Culture and Parks & Recreation Situation Analysis Day-Trip Destinations: Tillsonburg possesses a number of relatively unique day-trip opportunities with the primary ones being Annandale House National Historic Site, the Water Park and Lake Lisgar. The airport (11,000 flights in 2003) also represents a strength relative to similar-sized communities in Tillsonburg’s sphere of influence. While traffic/usage data is sparse, Annandale House appears to be exhibiting a solid growth projection in 2004 (See Figures 8 and 9). Shopping Destinations: As stated previously in the analysis of the commercial sector, there is an opportunity to increase the variety and quality of shopping destinations, particularly those designed to attract females. Overnight Visits: The absence of a major hotel limits the potential for overnight tourist visits and the traffic that a hotel reception hall or convention centre could draw (weddings, conventions etc.). Tillsonburg enjoys proximity to tourist destinations to the east, west and south (Lake Erie), a benefit that could be leveraged with the presence of a major hotel. Figure 9 Figure 8

27. 27 Tourism, Culture and Parks & Recreation Situation Analysis Figure 10 Tillsonburg Community Centre: Program Attendance Figure 11 Tillsonburg Community Centre: Net Registrations Figure 12 Recreational Venue Audit See Next Page Recreation Facilities: The data in Figures 10 through 12 indicates that Tillsonburg appears to offer a highly competitive variety of recreational venues and that their usage is generally growing. Virtually all of these venues possess excess capacity that could be leveraged to draw day visits and/or increased citizen use. Based on the analysis in Figure 12, From a competitive point of view, Tillsonburg compares favourably versus Ingersoll/Woodstock in mini soccer fields, baseball diamonds, the number of arena ice pads and the presence of the Water Park.These facilities represent potentially leverageable competitive advantages. Potential weaknesses in terms of appealing to younger families are the number of parks and playgrounds. While the presence of the golf course is a strength, this is mitigated by the fact that it is a 9-hole course. In addition, Tillsonburg’s open spaces could be leveraged to create a winter tobogganing destination and campgrounds as a means of drawing overnight tourist visits. 200120022003 Spring9619601,164 Summer1,6361,707 1,448* Fall1,1421,235 1,152* Winter1,5061,616 1,257* Total5,2545,5185,021 * Impact of construction activity 200120022003 Aquatics68,29262,96061,281 Water Park27,82333,61336,478 Health Club28,88825,48123,102 Youth16,54320,70918,052 Squash/Tennis5,571 5,0064,461 Public Skating5,864 6,0044,181 Fitness3,019 3,4043,219 Total156,000157,177150,774*

28. 28 Figure 12 Recreational Venue Audit Tourism, Culture and Parks & Recreation Strengths Potential Weakness * Combined total number of venues ** Calculated # of venues per 10,000 population for Tillsonburg minus the same number for Ingersoll & Woodstock. Example: Soccer Fields – Mini: 5.80-2.28 = 3.52. Population numbers used are 2016 Stats Canada Medium Estimates VenueNo. of VenuesVenues per 10,000 Pop.Gap vs Ingersoll & Wood- Stock** TillsonburgIngersoll & Wood- stock* TillsonburgIngersoll & Wood- stock* Soccer Fields – Mini1095.802.283.52 Baseball Diamonds11226.385.510.87 Squash Courts341.741.140.60 Arenas - Mini Ice Pads100.580.000.58 Pools – Outdoor110.580.190.39 Arenas- Ice Pads241.160.950.21 Golf Courses241.160.950.21 Curling Clubs120.580.570.01 Outdoor Ice Pads000.00 Dirt Bike Parks000.00 Racquetball Courts000.00 Tennis Courts – Indoor000.00 Tracks– Indoor000.00 Tennis Courts – Outdoor381.741.90-0.16 Arenas130.580.76-0.18 Pools - Indoor130.580.76-0.18 Cricket Pitches010.000.19-0.19 Volleyball Courts - Outdoor010.000.19-0.19 Tracks - Outdoor140.580.95-0.37 Basketball Courts - Outdoor271.161.71-0.55 Skate Parks020.000.57-0.57 Lawn Bowling Greens030.000.76-0.76 Soccer Fields9305.228.75-3.52 Playgrounds6413.489.89-6.40 Parks14688.1317.11-8.98 TrailsYes N/A

29. 29 Tourism, Culture and Parks & Recreation Situation Analysis Competition: Key long-term threats are (a) the tourism-building efforts of competitive communities, chief among these being (on judgment) Stratford, and (b) the volume and variety of tourist venues and events throughout southwestern Ontario (e.g. 350 festivals per year outside of Tillsonburg). Events: Historically, Tillsonburg has been prolific in terms of staged events. Those judged reasonably successful in drawing from outside the community include: (a) certain sports tournaments/meets, specifically hockey,slow-pitch baseball and swimming, (b) the Kiwanis Home & Recreation Show, (c) the Down Home Country Christmas, and (d) the Hospital Auxiliary Extravaganza. This year’s Metal-fest event shows the promise of being a successful draw. However, most of these events can be leveraged even further with more participation from the commercial community. The remainder, while appealing to important segments of Tillsonburg’s population, have not generally drawn significant traffic from other communities. Community Involvement: Tillsonburg carries a long history of dedicated service clubs and committed community volunteers who have supported cultural and recreational initiatives. Marketing/Promotion: Overall, the marketing effort and potential for Tillsonburg as a tourist destination are characterized by the following weaknesses: a.The lack of a clear, differentiating & marketable identity limits the prospects of securing a major hotel/convention centre and the ability to market the town effectively. b.A less than ideal understanding between the Town and the Tourism Committee regarding: i.Available (and potential) town resources to support tourism ii.The strategic direction of the tourism initiative iii.Available budgets. c.No common understanding of the value or potential of tourism among community members. d.Insufficient & diffused marketing efforts causing underutilization of tourist assets. e.A shortage of (and therefore a lack of a reputation for) up-scale restaurants and other retail amenities that could strengthen Tillsonburg’s positioning as a tourist destination.

30. 30 Key Issues and Opportunities Tourism, Culture and Parks & Recreation Effective treatment of the following issues will positively impact the prosperity of tourism in Tillsonburg. 1.Defining a clear value proposition and consequent creation of a clear and marketable identity for Tillsonburg as a tourist destination. At this point in time, the attributes that could attract tourists consist of a collection of cultural venues and events, plus a wide variety of recreational and retail alternatives, many of which are not particularly distinctive. Tillsonburg needs to begin the development of a tourism strategy by selecting an overall positioning that crystallizes the fundamental value proposition. In order to be effective, this proposition must create a consumer promise that is (a) easily marketable and (b) deliverable in terms of actual tourist experience. 2.Defining the strategic focus of tourism. Having defined the identity, Tillsonburg needs to determine the relative focus of future investment of capital and time. The success of tourism is driven by the presence and competitiveness of two things: Venues and Events. Accordingly, the community must determine to what degree each of these areas of focus will serve to anchor the tourism effort. The specific questions to be answered are as follow: a.Venues: Is there a need to invest capital in either existing or new facilities to create venues that are significantly more distinctive and appealing than those offered by competitive communities? If so, where and to what degree? a.Events: To what degree will Tillsonburg invest resources in developing, marketing and executing distinctive events that will successfully and consistently draw tourist traffic? The most efficient mix of the above areas of focus is having events that leverage venues to the maximum extent possible. For example, Stratford and Niagara-on-the-Lake have “over-invested” in theatre facilities which serve as anchors for theatre events. “Over-investing” in Venues requires investment in capital and operating cost (including ongoing marketing support). Doing the same in Events places greater emphasis on marketing skills (i.e. designing events that drive traffic) and community members’ time. The development of an effective strategy requires determining the correct investment mix in these areas.

31. 31 Key Issues and Opportunities Tourism, Culture and Parks & Recreation 3.Gaining support from the Commercial community for increased investment in tourism. A strategy for tourism cannot be successful without the active support of the local commercial community. In order to gain this support, a business case must be built to demonstrate (a) both the short and long-term value of tourism to local business, and (b) the roles that can and should be played by local merchants. In short there needs to be a clear demonstration of the overall return-on-investment potential in terms of both business and social prosperity in order to justify and gain support for increased investment in tourism.

32. 32 Tourism, Culture and Parks & Recreation A Vision for Tourism, Culture and Parks & Recreation The 12-year vision for Tourism, Parks and Recreation will entail: A tourism industry that is activity based and event driven (minimum 1 major event per month). A wide variety of high quality recreational activities, services and amenities. A hotel/conference centre to drive traffic and over-night visits. An improved hospitality industry – more fine dining. Collaboratively marketing to and drawing from both: oA wide trading area, beyond Tillsonburg, and oTown residents (on weekends) Delivering a welcoming, friendly service attitude among service people in all sectors. Recommended Strategies The following strategies are recommended as the means to achieve the above vision: 1.Create a marketing capability to drive the tourist industry in Tillsonburg. This capability must produce the following: a.Definition of a value proposition that creates a clear and marketable identity for Tillsonburg as a tourist destination. b.The design and execution of 12 cultural and recreational events per year that (i) can effectively compete with events in Tillsonburg’s trading area (see map in Appendix) and (ii) make maximum use of existing venues, the volunteer community and other town resources (geographical and commercial). c.A business case on tourism to gain the support and commitment of the Commercial community. A decision must be made whether, and to what degree, this resource is to be (i) outsourced (e.g. hire an advertising/promotion agency, tourism consultant or consumer research resource) and/or (ii) staffed by the town infrastructure.

33. 33 Tourism, Culture and Parks & Recreation Recommended Strategies 2.Invest in capital improvements to certain facilities (venues) in order to ensure long-term competitiveness and create new tourist attractions. All of the recommended investments listed below will serve to improve the quality of life for Tillsonburg residents, and work to attract future residents. However, the strategic intent is to ensure the presence of a constellation of venues that will enhance and strengthen the town’s ability to attract tourists. The recommended capital investments that, on judgment, could deliver the biggest returns in terms of both tourist, business and social prosperity, and build/maintain Tillsonburg’s competitive position are as follow: a.Water Sports Facilities: In addition to certain upgrades in the existing indoor facility, such as the dressing rooms and the ventilation/filtration system, the addition of a bubble to the Water Park would extend the use of this facility and attract additional tourism. Financial considerations notwithstanding, investing in water sports facilities makes sense from a town heritage perspective, given Tillsonburg’s history of top-ranked swimmers and the historical success of swim meets. b.Special Events Centre: With the largest square footage for an indoor venue in the area, this facility represents a major distinguishing asset and a potential source of competitive advantage for Tillsonburg. Future investment should be considered on two fronts: (i) investment in necessary upgrades to maintain its leadership position in the trading area, and (ii) potential investment in concert with the recommended hotel/convention centre initiative (See strategy #4 below.) to further leverage what the facility has to offer. c.Outdoor Recreation Venues – Open Spaces: This strategy should involve the use of available open spaces for (i) campground facilities, (ii) biking/hiking/cross-country skiing trails, and (iii) tobogganing. d.Outdoor Rink: The creation of an outdoor rink with the use of the cooling capability of the existing arena could serve as a springboard for a winter carnival event and generally heighten Tillsonburg’s profile and uniqueness as a skating destination. e.Other Outdoor Recreational Venues: The necessary investments should be made to (i) upgrade the track & field facility, and (ii) create a lawn bowling venue. Separately, the town should pursue the strategic acquisition of land where possible/available for conversion toward recreational purposes. f.Airport Improvement: The airport runway should be lengthened to fit the needs of standard business jets. The reception facility should also be improved. The purpose of these upgrades would be to encourage more frequent and larger events, and to complement the economic development effort.

34. 34 Tourism, Culture and Parks & Recreation Recommended Strategies 3.Create a comprehensive and consistent collectivized marketing and promotion effort in concert with the Commercial Prosperity Council. The resulting plan should: a.Encompass all cultural, artistic, park and recreational venues and activities b.cover the trading area depicted in the Appendix. c.Actively seek alliances with tourist attractions and/or events in areas immediately surrounding Tillsonburg. d.Work in harmony with commercial marketing efforts (Commerce Strategy #2) to create traffic-building synergies. 4.Develop a capability to attract overnight visits by securing a hotel/ conference centre. This strategy should be addressed under Commercial Strategy #5 (Create a targeted marketing plan to attract new retail businesses for the purpose of improving the variety of retail offerings).

35. Industry 35

36. 36 Industry Situation Analysis Growth Trends: In the competition for industrial growth, Figures 13, 14 and 15 shed some light on Tillsonburg’s performance versus surrounding communities. As indicated in Figure 13, Tillsonburg’s volume and share of industrial investment dollars has improved substantially. In the four years ending 1998, Tillsonburg captured only 3.6% of the total value of Industrial Building Permit Dollars with a total of $5.2M. Since the beginning of the millennium, share increased to 16.8% behind investment of $14.6M. However, the total value of Building Permit Dollars from all of the indicated communities fell by 40% from $146.0M to $87.3M between these periods. YearValue of Industrial Permit Dollars (Millions) Tillsonburg: Share of Industrial Permit Dollars Ingersoll, St Thomas, Stratford, Woodstock TillsonburgTotal 1995 $ 17.2$ 0.5$ 17.7 2.7% 1996 $ 7.5$ 0.5$ 8.0 6.4% 1997 $ 88.7$ 3.4$ 92.0 3.7% 1998 $ 27.5$ 0.7$ 28.2 2.6% 1995 to 1998 $140.8$ 5.2 $146.0 3.6% 1999 N/A 2000 $ 19.3$ 6.3$ 25.6 24.6% 2001 $ 15.3$ 1.8$ 17.2 10.7% 2002 $ 15.8$ 2.8$ 18.6 14.9% 2003 $ 22.3$ 3.8$ 26.1 14.4% 2000 to 2003 $ 72.7$ 14.6 $ 87.3 16.8% Figure 13

37. 37 Industry Situation Analysis Figure 14 Figure 15 The bar charts (Figures 14 and 15) focus on more recent trends and specific communities. Between 2001 and 2003, the town issued building permits on industrial property valued at a cumulative total of $8.4 million, ahead of St. Thomas. Figure 15 shows that Tillsonburg held its share of dollars over this same period. However, Ingersoll and Stratford increased their share of investment in 2003 and 2002/03 respectively.

38. 38 Industry Situation Analysis Diversity: Tillsonburg currently houses 58 industrial entities. However over-dependence on the Automotive Industry could be cause for concern. Of the 58 manufacturing units, 31% (18) are directly or indirectly involved in the auto industry. These plants employ over 2,600 workers. Based on an estimate that 50% of these workers live in Tillsonburg, this means that approximately 1,300 workers, or over 60% of Tillsonburg’s manufacturing labour force (which total 2,020 workers based on Stats Canada 2001 Census data) are tied to the auto industry. Based on the total employed labour force in Tillsonburg, numbering 6,680 people (Stats Canada – 2001), these 1,300 workers also constitute 19% of the town’s entire labour force. An additional concern is that a substantial proportion of the plants are foreign subsidiaries or suppliers to same and are therefore vulnerable to business impacts outside their own control. This concern combined with growing competitive pressure from the global economy creates potential vulnerabilities to industry in Tillsonburg. Labour: Tillsonburg and its catchment area have a strong general labour force. Unemployment in Tillsonburg stands at only 6.1%, in line with the province. However, as is the case throughout Ontario, there is a shortage of skilled labour, particularly millwrights, electricians and robotics programmers. As shown in Figure 16, relative to provincial numbers, a large proportion of the labour force has not completed high school. There is also a shortage of residents with university degrees. In terms of educational resources in skilled trades, the town suffers from the fact that (a) Fanshawe College, while providing a variety of such courses, offers very few in town, (b) Glendale High School has cut back on technical education, and (c) very little is being done to promote technical trades as a career opportunity so that local youth can stay and be employed in Tillsonburg. The latter point relates to another concern that an estimated 50% of non-management employees and a higher proportion of management personnel live outside Tillsonburg. This is a concern because too much labour sourced externally (a) creates vulnerability to the potential impact of competitive community industrial growth and (b) undermines the loyalty of the labour force, in the sense that their commitment to improved productivity to keep local plants viable may be less than ideal when they live outside the community. Figure 16

39. 39 Industrial Cost Analysis Tillsonburg Average: Ingersoll, St. Thomas, Stratford, Woodstock % Difference Permit Fees*$42,500$46,130-7.9%-7.9% Cost of Land Per Acre$26,500$40,648-34.8% Taxes on Land & Building**7.470%7.356%+1.6% Hydro – Distribution Charge$0.0727$0.0749-2.9% Water – Yearly (100 m³ Consumption)$1,430$1,586-9.8% Comparison vs Individual Communities Ingersoll % Difference St. Thomas % Difference Permit Fees*$38,750 +9.7% $56,900-25.3% Cost of Land Per Acre$42,292 -37.3% $42,500-37.6% Taxes on Land & Building**7.373% +1.3% 7.002%+6.7% Hydro – Distribution Charge$0.0719 +1.1% $0.0780-6.8% Water – Yearly (100 m³ Consumption)$1,488 -3.9% $2,223-35.7% Stratford % Difference Woodstock % Difference Permit Fees*$62,500 -32.0% $30,000 +41.7% Cost of Land Per Acre$28,000 -5.4% $49,799 -46.8% Taxes on Land & Building**7.238% +3.2% 7.809% -4.3% Hydro – Distribution Charge$0.0733 -0.8% $0.0763 -4.7% Water – Yearly (100 m³ Consumption)$1,769 -19.2% $865† +65.3% † Notes: % Difference = Tillsonburg number divided by the corresponding other community number minus one. Percentages highlighted in red indicate items that are costlier in Tillsonburg * Based on 125,000 Sq. Feet and $8,125,000 construction cost ($65 per Square Foot) ** Greater than 125,000 Sq. Feet † Not currently metered. To ensure true cost recovery per post-Walkerton legislation, metering will be required. This will significantly increase the cost of water in Woodstock. Figure 17 Cost of Doing Business: Tillsonburg compares favourably to the average costs in Ingersoll, St. Thomas, Stratford, Woodstock combined (See Figure 17). While Tillsonburg’s taxes are slightly higher than the average of these communities, the cost of land is significantly lower. Versus individual communities, there is no one community that significantly outperforms Tillsonburg with the possible exception of Woodstock on water charges (which will likely change in the near future; see † in notes below). In each case, if certain costs are higher, they are usually off-set by others which are significantly lower. Industry Situation Analysis

40. 40 Industry Situation Analysis Land Availability: Tillsonburg currently has 110 acres of zoned industrial land with 50 acres that are serviced. At approximately 6 acres per entity, this could potentially absorb up to 18 average-sized industrial plants. Separately, there is a shortage of available rental properties to serve small start-up industries. Accessibility: The distance from the 401 is not seen as a major concern among incumbent industries. However, improved speed of access would be viewed as a positive impact on productivity. Industrial & Commercial Support Resources: Overall, feeder industries and services available within Tillsonburg are strong in the areas of tool & die, robotic support, trucking, industrial supply, computer support, machine shops as well as financial and business consulting. Training resources for skilled trades represents a definite resource gap. Infrastructure: Overall, Tillsonburg’s Industrial residents rate the accessibility of local politicians and town employees favourably when dealing with specific issues. In terms of specific infrastructure support, the major areas in need of improvement are long-term water supply, sewage and occasional power interruptions that are particularly disruptive to robotics functions and therefore overall productivity. In addition there is no recycling capability to serve the industrial community. Inter-Company Communications: A recent focus group with several plant managers indicates that there is significant value to be gained by building communication channels, not only between the town and industry, but among manufacturers. The value lies in that improved communications provide the opportunity to share best practices and generate joint efforts to address specific industrial challenges and opportunities.

41. 41 Industry Key Issues and Opportunities Effective treatment of the following issues will positively impact the prosperity of Industry in Tillsonburg. 1.There is a need to do everything possible to ensure that both existing and future industrial enterprises remain competitive. As is the case throughout the province, there are uncertainties inherent in increasing global economic pressures and foreign ownership of manufacturing facilities. Accordingly, it is critical that the town: a.develop strong regular communication channels with local employers b.create a forum for members of the industrial community to share best practices and potentially generate joint efforts to address specific industrial challenges and opportunities c.work toward “win-win” solutions that can improve the competitiveness of local plants d.address the issues of water supply, sewage, power interruptions and recycling e.address any other infrastructure issues that may be undermining the ability of local industry to remain competitive and viable. 2.There is a need to strengthen the quality of the local labour force, particularly in the area of skilled trades. While the shortage of skilled trades people is a province-wide phenomenon, everything possible needs to be done to ensure that this is not a competitive disadvantage in Tillsonburg. The over-development of residents with less than high school education represents a concern, but also a major opportunity that could be addressed with improved local access to skilled trades education. (See Schools & Education Strategy #1) 3.There is a need to increase the marketing effort to attract new and more diversified industrial enterprises. While there is no shortage of improvement opportunities, Tillsonburg possesses significant marketable strengths in terms of cost of doing business and labour force availability. These strengths should be actively leveraged and marketed on a full-time basis. In this respect, Tillsonburg risks falling behind in the battle to attract new industry versus other communities who employ full time economic development officers. Once this effort is appropriately resourced, there will be a need to ensure a sufficient supply of serviced land.

42. 42 Industry A Vision for Industry The 12-year vision for Industry will entail: Building more industrial diversity, with lessened dependence on the auto industry. A higher proportion of the manufacturing management and labour force living in Tillsonburg as a means of improving local loyalty and commitment to making sure that plants stay competitive. Filling the available industrial land. Increasing land availability via annexation. An improved truck access route to and from the 401. An active and vibrant system for encouraging communication among manufacturers, and between manufacturers and the town Increased local access to and encouragement of local trades education. 1.Actively pursue initiatives to facilitate industrial productivity improvements. Specific areas that should be pursued are as follows: a.Ensuring peak flow water as well as long-term water supply. b.Addressing recent power interruptions as well as the issues of sewage and recycling. c.Creating an industrial forum between the town and industry to encourage the sharing of best practices, generate joint efforts to address specific challenges and opportunities, and in general, work collaboratively toward “win-win” solutions that can improve the competitiveness of local plants. d.Developing an improved truck access route to and from the 401. e.Developing differentiating tactics that can enhance the productivity and loyalty of industrial workers. As an example, consider the creation of a combined Daycare/Quick Service Restaurant concept in the industrial zone. Recommended Strategies

43. 43 Industry 2.Create local educational resources to provide and promote education in the skilled trades. This should include the following initiatives: a.Lobby with secondary and post-secondary institutions and authorities to create local access to skilled trades education. b.Through the industrial forum, engage local industry to provide on-site training opportunities in collaboration with the above formal education initiative. c.Create an ongoing skilled trades promotion plan through collaborative efforts of both the educational and industrial communities involving job fairs, speaking engagements and educational literature. 3.Further to the Commercial Strategy #6, empower the recommended full- time Economic Development Officer to execute the Industrial strategic initiatives and promote future industrial growth. In addition to these initiatives, the Economic Development Officer should be empowered to develop and execute sales activities that will attract the industries necessary to the realization of the industrial vision for Tillsonburg. The empowerment should include: a.Maintaining Tillsonburg’s competitive position in terms of cost of doing business (tax rates, cost of land, etc.). b.Support from town government and staff to pursue annexation possibilities. c.Support from town government and staff to promote the development of rental and other manufacturing facilities and the required infrastructure to achieve the vision. 4.Put strategies and policies in place to ensure sufficient supply of serviced industrial land. These should include: a.Monitoring the land supply situation on an ongoing basis. b.Ensuring the timely conversion of land that is currently unserviced. c.Pursuing annexation possibilities to assure long-term land supply. Recommended Strategies

44. Neighbourhood/Housing Development & Urban Design 44

45. 45 Neighbourhood/Housing Development & Urban Design Situation Analysis Housing Growth Trends: In the competition for housing growth, Figures 18, 19 and 20 shed some light on Tillsonburg’s performance versus surrounding communities. As indicated in the table in Figure 18, Tillsonburg’s volume and share of residential investment dollars has declined substantially. In the four years ending in 1998, Tillsonburg captured 19.4% of the total value of Residential Building Permit Dollars with a total of $47.6M. Since then, share has been cut in half to 9.6% behind investment of only $32.8M. However, the total value of Building Permit Dollars from the surrounding communities increased by over 50% from $197.4M to $308.0M between these periods. YearValue of Residential Permit Dollars (Millions) Tillsonburg: Share of Residential Permit Dollars Ingersoll, St Thomas, Stratford, Woodstock TillsonburgTotal 1995 $33.6$10.8$44.424.2% 1996 $38.6$17.5$56.131.2% 1997 $73.3$10.7$84.012.7% 1998 $51.9$8.7$60.614.3% 1995 to 1998 $197.4$47.6 $245.1 19.4% 1999 N/A 2000 $51.9$7.0$58.811.9% 2001 $72.1$5.6$77.77.2% 2002 $76.0$9.2$85.110.8% 2003 $108.0$11.0$119.19.3% 2000 to 2003 $308.0$32.8$340.79.6% The bar charts (Figures 19 and 20 on the next page) focus on more recent trends and on specific communities. Between 2001 and 2003, Tillsonburg issued building permits on residential property valued at around $25 million per year, in line with Ingersoll, but well behind the remaining communities. Tillsonburg’s share of permits has been fairly stable over this period. While residential permits cover a variety of applications, it is probably safe to say that Tillsonburg has been lagging in overall residential growth since 2000. Figure 18

46. 46 Figure 19 Figure 20 Situation Analysis Neighbourhood/Housing Development & Urban Design

47. 47 Situation Analysis Housing Growth Trends (Continued): The other observation to be made is that residential investment has increased in surrounding communities despite a significant drop-off in industrial investment, likely reflecting an increase in “bedroom community” purchases. The situation in Tillsonburg appears to be the reverse. As shown in Figure 21, Tillsonburg has seen a decline in residential investment despite an increase in industrial investment. The fact that Tillsonburg is less likely to be a “bedroom community” target is understandable. However, this trend suggests that residential investment growth is not moving hand in hand with industrial growth which begs the question, “Why?. YearIngersoll, St Thomas, Stratford, Woodstock Tillsonburg Residential Permit Dollars Industrial Permit Dollars Residential Permit Dollars Industrial Permit Dollars 1995 to 1998 $197.4$140.8$47.6$ 5.2 2000 to 2003 $308.0$72.7$32.8$ 14.6 Difference +$110.6- $68.1- $14.8+$9.4 Figure 21 Neighbourhood/Housing Development & Urban Design Neighbourhood & Housing Quality and Mix: Overall, Tillsonburg enjoys a number of existing strengths as follows: a.Rising property values (See Figure 22 on the next page). b.Solid housing growth capacity (1,000 dwellings, + 20%). c.Diversified Zoning: Overall, there is significant potential for development of housing in the $119K to $159K range as a means of attracting younger families. Tillsonburg has a fair amount of entry-level homes, but not a lot of townhouses or single-parent housing. However, current zoning bylaws will allow for this type of development in the future. In general, there is enough diversity in current housing and zoning to accommodate a diversified mix of residential alternatives. d.Few “one-price-range” neighbourhoods. e.Plentiful ravine lots. f.Lot size standards that create neighbourhoods that are less crowded than in other communities. g.Open space within neighbourhoods.

48. 48 Urban & Suburban Design: Current policies that bode well for the future overall design of the town include: a.A zoning bylaw that protects the current urban design: It is being revised at this time, but Tillsonburg is planning to keep properties set with lower lot coverage than typically seen in other communities. b.Current legislation to facilitate improvement: Façade Improvement Loans, and the Streetscape Master Plan and South End Redevelopment programs. In addition, downtown development opportunities that could add housing capacity and generally add value to the residential experience include: a.Acceptance of the assessment relief program and 2 nd story residential loan program recommendations currently before council. b.Creating better response to improvement incentives. Cost of Residential Ownership*: Based on a cursory value-for-the-money analysis of 27 houses* across a wide range of communities, Tillsonburg appears to provide the basis for a very competitive value proposition (See Figures 23 and 24 on the next two pages). Compared to averages of similar homes in Ingersoll, St. Thomas, Stratford and Woodstock combined, the 4 sample homes in Tillsonburg delivered 14.9% lower price per square foot of house, 11.6% lower cost per square foot of lot space and 23% lower development charges. This was offset by municipal taxes that were up to 5.8% higher. The value relative to similar homes in smaller communities specifically, Delhi, Simcoe, and Strathroy was less positive (See Figure 24). Price per square foot of house was still lower at –12.1%. However, price per square foot of lot space was 12.9% higher. * Note of Qualification: This analysis should be evaluated with caution. The sample of homes used in this study were chosen randomly. Prices are asking prices and not prices at which homes were actually sold. The above analysis does not take into account other factors like location, distance from downtown or work etc. The intent of this analysis was to illustrate differences in the absolute cost of owning a home that a typical prospective home-buyer would encounter when checking the MLS and other data sources. Further analysis should involve a statistically representative sample with all value-for-money decision factors taken into account. Situation Analysis Neighbourhood/Housing Development & Urban Design Figure 22

49. 49 Situation Analysis Residential Real Estate Value Analysis Tillsonburg Average: Ingersoll, St. Thomas, Stratford, Woodstock % Difference # in Sample423 Average Price$132,575$138,170- 4.0% High Price$164,500$169,900 Low Price$113,000$109,900 Value Analysis: House House: Average Sq. Feet1,2751,130+12.8% House: Average Price/Sq. Foot$103.98$122.23- 14.9% # of Bedrooms3.0 ----- # of Bathrooms1.51.4+ 7.1% Value Analysis: Lot Space Lot: Average Sq. Feet6,4935,978+ 8.6% Lot Space: Average Price/Sq. Foot$20.42$23.11-11.6% Value Analysis: Other Municipal Taxes$2,185$2,153+ 1.5%* Development Charges (2004)$4,024$5,227- 23.0% Hydro – Yearly Service Charge$105.00$149.40- 29.7% Hydro – Distribution Charge0.06470.0669- 3.3% Water – Yearly (100 m³ Consumption)$1,430$1,586-9.8% Notes: % Difference = Tillsonburg number divided by the corresponding other community number minus one. Percentages highlighted in red indicate items that are either costlier or represent lower value in Tillsonburg. * Difference in total tax Tax rate would be +5.8% higher if applied to the same assessed value: Municipal Taxes Applied to Assessed Value of $132,575RateTaxes Tillsonburg 0.01648050 $2,185 Average: Ingersoll, St. Thomas, Stratford, Woodstock 0.01558219 $2,066 Figure 23 Neighbourhood/Housing Development & Urban Design

50. 50 Situation Analysis Residential Real Estate Value Analysis Tillsonburg Average: Delhi, Simcoe, Strathroy % Difference # in Sample418 Average Price$132,575$137,678- 3.7% High Price$164,500$172,900 Low Price$113,000$109,900 Value Analysis: House House: Average Sq. Feet1,2751,164+ 9.5% House: Average Price/Sq. Foot$103.98$118.29- 12.1% # of Bedrooms3.03.3- 9.1% # of Bathrooms1.51.4+ 7.1% Value Analysis: Lot Space Lot: Average Sq. Feet6,4937,612- 14.7% Lot Space: Average Price/Sq. Foot$20.42$18.09+12.9% Value Analysis: Other Municipal Taxes$2,185$2,050+6.6% Development Charges (2004)$4,024N/A Hydro – Monthly Service Charge$105.00$189.12- 44.2% Hydro – Distribution Charge0.0647 0.0652 - 0.8% Water – Yearly (100 m³ Consumption) $1,430$1,803-20.7% Figure 24 Adult Lifestyle/Seniors Housing: The Adult Lifestyle Community (Hickory Hills) represents a major housing strength that has driven the demographic growth of the town. However, there is a shortage of seniors’ housing with in-house services based on the “Need and Demand Analysis for Affordable Housing for Seniors in Tillsonburg, Ontario Report” of May 26, 2004. Development of Seniors Housing in the downtown core is a possible opportunity. Annexation Potential: Currently, there are low tax/low services communities along Tillsonburg’s borders, attracting residents who might otherwise move to Tillsonburg. Neighbourhood/Housing Development & Urban Design

51. 51 Key Issues and Opportunities Effective treatment of the following issues will positively impact the future of Neighbourhood/Housing Development & Urban Design in Tillsonburg. 1.The fundamental issue to be addressed is how best to encourage younger working families to live in Tillsonburg. There are two sub-issues related to this strategic question: A. Demographic Priorities and Key Buyer Decision Criteria: Overall, there are two strategic choices that need to be prioritized: (a) continue to build on the Adult Lifestyle Community to drive the older demographic, and (b) develop a strategy to attract younger families. Based on the analysis outlined in Figure 25 on the succeeding page, the Strategy Development Team recommends that the top priority should be attracting younger families while at the same time selectively building the strength of housing for retirees. Executing this strategy requires a full understanding and prioritization of the decision-making criteria involved among younger prospective residents which we believe are the following: a.Employment opportunities b.Value-for-the-money in housing which consists of the following attributes: i.Purchase Price ii.Tax Rates iii.Development Charges iv.Utility costs v.Neighbourhood and urban design vi.Commercial and Social amenities covering all of the remaining topics within this strategy document. c.Family considerations. Ensuring that each of these criteria is met in the correct manner and sequence is the key to successfully attracting the desired demographic group. It is the Strategy Development Team’s judgment that despite recent trends, the most powerful driver of this strategy lies in the creation of industrial and commercial employment opportunities. In terms of individual value-for-the- money attributes, based on the analysis of the cost of residential ownership, Tillsonburg has ample opportunity to work with both present conditions and future plans to create an overall superior quality of life positioning. Finally, Tillsonburg’s positioning in terms of “family considerations” can be strengthened by addressing Issue #2 on page 53. Neighbourhood/Housing Development & Urban Design

52. 52 1. Continue to build on the Adult Lifestyle Community. 2. Develop a strategy to attract younger families. 1a. Aggressive Growth Strategy 1b. Maintenance Strategy Aggressive Growth Strategy Options 2a. Create new Industrial & Commercial Employment Opportunities 2b. Attract “Bedroom Commmunity” Residents Not consistent with younger demographic growth objectives. Could result in excessive supply beyond 2016 as the last of the baby boomers approach retirement. Could use up housing capacity at the expense of younger families. Preserve & maintain the prosperity of the community. Allow growth to occur naturally. Planning & Promotion Implications Growth Strategy Options Industrial growth must happen first. Must be supported with development & communication of compelling value proposition covering all residential home-buying criteria that are relevant to younger families Likely not feasible due to distance from larger centres. Recommended Strategic Choices Do Not PursuePursue Do Not Pursue Figure 25 Neighbourhood/Housing Development & Urban Design: Strategic Choice Analysis B. Housing Mix: The second sub-issue is that there is a need to determine and manage the correct mix of housing alternatives to attract younger working families. Given current zoning and capacity, there should be no barriers to successfully managing this initiative. Nevertheless, all decisions should be focused on the strategic goal of attracting younger demographics. Planning & Promotion Implications

53. 53 Key Issues and Opportunities 2.There is a need to improve the availability of assisted seniors’ housing. This issue is particularly acute given the fact that the population of Tillsonburg residents aged 80 and over is expected to grow by over 37% between 2001 and 2016. Addressing this issue will accomplish two things: a.It will strengthen Tillsonburg’s positioning as an Adult Lifestyle community, and b.It will encourage current retirees to stay in Tillsonburg, thereby ensuring the presence of “family considerations” as a key criterion among prospective younger families in their home-buying decision process (Issue 1A). Neighbourhood/Housing Development & Urban Design A Vision for Neighbourhood/Housing Development & Urban Design New subdivisions patterned after current zoning bylaw. Maintenance of current lot coverage regulations (See Figure 26). Continued diversity and balance in housing alternatives, with special emphasis on neighbourhoods that will be attractive to younger working families. Assisted Seniors housing possibly in the downtown area similar to London and Oakville models (as examples). Second-story residential housing in the downtown core. Zone Category Min. Front Yard Setback Maximum Lot Coverage R17.5 m30% (Note: an increase to 33% has been recommended by residential working group and endorsed by Council) R27.5 m40% R37.5 m35% R47.5 m30% I7.5 m30% D7.5 m30% O7.5 m20%, except for a single detached dwelling which 33% Figure 26 Zoning By-law #1994: Front Yard and Lot Coverage Summary

54. 54 The following strategies are recommended with the caveat that the strategy to attract industry be executed simultaneously. 1.Manage future housing and neighbourhood development to attract younger families while at the same time selectively building the strength of housing for retirees. This strategy will support the overall population mix growth objective and is manageable within current zoning regulations. The success of this strategy will require: a.Commitment to ensure that management and development decisions and any future zoning policy adjustments are focused on the primary goal of satisfying the demands of younger working families regardless of potentially more expedient alternatives. b.Maintaining the correct mix of attributes (Purchase Price,Tax Rates, Development Charges, Utilities, Neighbourhood and Urban Design, Lot Coverage, Commercial and Social amenities) that will collectively create a compelling quality of life proposition. c.Working collaboratively with the Real Estate Board and developers to focus marketing and sales efforts toward the primary strategic objective, thereby ensuring that this value proposition is effectively communicated to prospects. d.Developing a plan to maintain and selectively enhance the quality of residential life among seniors and early retirees. 2.Develop a plan to create sufficient assisted seniors’ housing to accommodate expected demand. This will: a.strengthen the Tillsonburg’s positioning as an Adult Lifestyle Community. b.support strategy #1 by ensuring that the parents of younger families continue to have reasons to potentially move to Tillsonburg. Recommended Strategies Neighbourhood/Housing Development & Urban Design

55. Utilities and Infrastructure 55

56. 56 Utilities and Infrastructure Situation Analysis Proactive Management Practices : The Town of Tillsonburg has, for many years, spent significant dollars on infrastructure and made use of many of the infrastructure programs offered by senior levels of government. As a result, the town appears to be in a good position when it comes to maintaining a competitive level of infrastructure. Tillsonburg has recently undertaken an asset management program (one of the first municipalities in Ontario to undertake such an initiative) that will inventory, assess and predict the replacement of virtually all town assets including utilities and infrastructure. This initiative, which will be completed over the course of the next 3 years, should better prepare Tillsonburg for managing it’s infrastructure over the long term. In other areas, County decisions and the existing constraints of the Municipal Act threaten the town’s ability to control its own destiny. This is exacerbated by the town’s current under- representation in County government. Water: Since the Walkerton disaster, the provincial government has significantly increased regulations for control of drinking water, and these restrictions have delayed the opening of new wells needed to support Tillsonburg’s continued growth. While the County controls water decisions and is working to resolve our issues, there are many who believe that if the town managed its own water system, proactive steps would be taken more expeditiously. Key threats to the effective management of future water supply are the following: a.The potential impact on local water table levels that could result from the US Great Lakes diversion initiative. b.Changing water standards. c.The fact that there are no incentives to conserve water. Active lobbying for financial assistance & partnership opportunities could generate additional future supply. Hydro: The Bayham wind farm plan, which currently consists of 100 wind mills/150 megawatts represents a strong future source of energy that could potentially prevent local outages. The presence of high speed connectivity represents a significant strength versus other small communities. Potential untapped opportunities include the creation of a wireless network capability and the building of additional wind farms. Waste: Current garbage collection systems are in need of improvement. The potential to generate and execute solutions is also limited by County control. In terms of future opportunity, the use of alternative garbage conversion methods similar to some European models could radically improve overall waste management practices and provide a source of local employment.

57. 57 Utilities and Infrastructure Situation Analysis Town Corporation: Overall, the town is in a good financial position. In terms of future capital investment potential, there is a significant debenture capacity of $2.2 million per year. This could be funded by taxation revenue raised through maximizing current development potential, which now stands at 25%. In other words, depending on the timing involved, future capital loans could be funded without having to raise taxes or development charges. However, from year to year, changes in capital funding requirements and assessment revisions could put pressure on budgets and therefore the ability to execute strategy. In terms of new funding opportunities, while there appears to be little room to raise taxes and remain competitive, there is potential for additional operating budget capacity with the receipt of a full GST rebate (from 4% previously), as well as the possibility of funds from the proposed transfer of federal gas tax revenues to municipalities. There also exists significant potential demand for the town’s infrastructure in surrounding areas that could facilitate future annexation possibilities. In addition, there is a fairly constant potential to raise additional capital and operating funds via an intensified pursuit of government grants. Finally, Town Corporation operating efficiency improvement possibilities represent another means of either creating a more competitive tax environment and/or funding new strategic initiatives.

58. 58 Utilities and Infrastructure Key Issues and Opportunities Effective treatment of the following issues will positively impact the future of Infrastructure in Tillsonburg. 1.Ensuring a stable supply of water to satisfy long-term growth needs. The current and future ability to attract industry will require that water supply be available and economical. 2.Developing the capability of the Town Corporation employees and infrastructure to effectively and efficiently execute the proposed strategic initiatives. This strategy will entail three sub-strategies: a.Ensuring that town corporate employees achieve a common understanding of the agreed strategic directions and initiatives that Tillsonburg will be pursuing over the next 12 years. b.Creating the appropriate systems, structures, processes and core competencies to ensure successful execution of the strategic initiatives. c.In the process of executing sub-strategy (b), creating the necessary efficiencies to free up the operating budget required to successfully execute the strategic initiatives.

59. 59 1.The Town Corporation should develop long-term planning and productivity improvements in order to effectively play its role in executing the recommended strategies. This should entail the following initiatives: a.Creating a 5 year Rolling Operating Budget Planning and an Annual Strategy Evaluation Process: Taking a long-term approach to planning is consistent with the scope and vision of the overall strategic plan (12 years), and is necessary to ensure that year-to-year decisions will “add up” to the achievement of the plan by year 12. b.Creating a Common Understanding of the Strategy among Town Employees: This will require formal communication of the agreed strategic plan in a manner that engages and motivates all town employees to embrace the core ideology and vision, as well as the initiatives that will support them. c.Harmonizing Systems, Structures, Processes and Core Competencies with the Strategy to Ensure Executional Effectiveness: This will require ensuring that the systems, structures and processes are designed to effectively support and not hinder the execution of the strategies, specifically: i.The corporation should conduct a detailed analysis of operating systems, the impact of structure, as well as process mapping and variance analysis. ii.With reference to core competencies, in addition to selecting the recommended full-time Economic Development Officer, the town needs to develop core competencies in marketing, sales and customer service to anchor the execution of the Tourism, Commercial, Industrial and Neighbourhood/Housing Development strategies. These competencies should be developed by either re-deploying and training current employees and/or hiring outside expertise (staff and/or agency support). d.Improving both short and long-term operating efficiencies: This effort should be conducted in concert with the above initiatives with a view to creating the funding and human resources necessary to support the execution of the strategies in both the short and long term. Utilities and Infrastructure Recommended Strategies A Vision for Utilities and Infrastructure Efficient, effective and economically competitive services Sufficient supply of utilities and infrastructure to support current and future needs

60. 60 2.Proactively seek to deliver better and more cost-effective services in water and waste management, hydro and connectivity. Consistent with the mission to be the most proactive and innovative small town in Ontario, Tillsonburg should pursue the following initiatives in the above areas: a.Efforts should be made to recapture local autonomy where appropriate and critical to the achievement of the strategic objectives. b.Windmill and wireless internet technology should be explored as a means of creating a more competitive position overall with respect to hydro and connectivity, as they can be key decision factors for industry. In addition, initiatives such as these could create employment opportunities which would further support the town’s population growth objectives. 3.Support strategies for accessibility to all services. The town should work closely with the Accessibility Advisory Committee and their constituent representatives to develop and execute strategies and plans that will ensure accessibility for all citizens. Utilities and Infrastructure Recommended Strategies

61. Health and Social Services 61

62. 62 TDMH: The hospital is a fully accredited, well-equipped modern facility governed by a board that is representative of the community that it serves. It is highly regarded and the generosity of the community has allowed it to set aside funds for future capital needs. Current strategic initiatives will address the following specific needs: a.Provision of clinical and diagnostic services. b.Human resource requirements. c.Maintaining efficiency standards and managing funding efforts to ensure financial stability within the service restraints imposed by the Ontario government. d.Investment in future technology needs to continue efficiencies and deliver exceptional patient care. From a competitive point of view, TDMH possesses a large catchment of 45,000 patients, with 50% coming from outside the county. Current weaknesses that could limit the future prospects of the hospital (and that current TDMH strategies are attempting to address) are: a.the shortage of family physicians and specialists that will be further intensified by accelerating retirements over the next 12 years, b.limited bed space for long term care, c.operating funding pressures. The opportunities that would best support the hospital’s strategic objectives are (a) the building of a clinic to attract doctors and improve overall service levels, and (b) the establishment of additional long-term care capacity. Livingston Centre: This centre provides a wide range of services through its in-house capabilities and associated agencies. This “one-stop shop” provides ready and convenient access to a variety of community needs across all demographics. However, the Centre’s ability to respond to future demands is currently limited by space and funding, both of which would be impacted by provincial and federal policies and decisions. The Centre’s capabilities could be enhanced with increased lobbying efforts to secure more funding from provincial/federal authorities. Day Care: There is virtually no excess capacity for day care in Tillsonburg. Again, this capability can be built through government lobbying efforts particularly in light of the current Federal Government’s commitment to improve financial support for day care. Health and Social Services Situation Analysis

63. 63 Key Issues and Opportunities Effective treatment of the following issues will positively impact the future of Health and Social services in Tillsonburg. 1.In light of the strategic objective of attracting younger working families, the primary issues focus on generating the infrastructure for additional day care and other social services pertinent to this age group. The lack of day care could hamper efforts to attract younger families. A careful audit of current and expected future capabilities should be conducted to identify anticipated needs in light of the targeted population growth objectives. 2.The issues facing TDMH which the town can influence pertain to supporting the hospital’s initiatives to (a) attract health care professionals and (b) create long-term care capacity. Clearly, the presence of a viable hospital facility is critical to the vision of Tillsonburg. Town support of the hospital’s efforts in the above areas would enhance the long- term security of this strategically essential service. Health and Social Services

64. 64 Health and Social Services Recommended Strategies 1.To improve the long-term competitiveness of health and social services, the community should support initiatives that focus on the needs of the demographic growth areas, specifically young working families and older seniors. Specifically, this strategy should deliver security to these groups in the following areas: a.To enhance the attraction of younger working families, the town should facilitate the creation of day care facilities with the necessary staffing in place. b.To appropriately service the needs of older seniors and ensure that they stay in Tillsonburg, there should be an initiative to create the necessary support services for assisted living for seniors. This initiative could also include an ongoing, locally available training capability. 2.The town should actively support the creation of a medical clinic to enhance the hospital’s strategy to attract medical staff. Given the strategic importance of a long-term viable hospital, every effort should be made to support this initiative. A Vision for Health and Social Services Tillsonburg will become a recruiting magnet for physicians, nurses and clinicians. Sufficient day care capacity to satisfy long-term needs. Sufficient bed space for future long-term care demands. Sufficient and affordable assisted living care for seniors. Support for citizen’s with special needs.

65. Environmental and Open Spaces 65

66. 66 Availability: Tillsonburg arguably enjoys a highly competitive supply of Open Space driven by existing waterways and ravine areas. In particular, Tillsonburg owns over 230 hectares of environmentally protected open space, which is more than 2-1/2 times the space possessed by Ingersoll and Woodstock combined (See Figure 27). This will ensure a higher probability of preserving the Open Space inventory. There are no external threats in this area since all spaces are under control of the town. Utilization: The only weakness exists in the community’s ability to access these spaces for recreational enjoyment. DESIGNATION% AREAAREA_HAAREA_AC TILLSONBURG Other76.9%1462.603614.16 Env. Protection12.3%233.70577.50 Open Space10.8%205.76508.43 Total Area * 1902.064700.09 INGERSOLL Other78.3%867.142142.74 Env. Protection1.6%17.7743.91 Open Space20.1%222.12548.87 Total Area * 1107.032735.53 WOODSTOCK Other81.5%2190.915413.84 Env. Protection2.5%66.63164.66 Open Space16.0%429.141060.43 Total Area * 2686.686638.93 Figure 27 Open Spaces in Hectares and Acres Environmental and Open Spaces Situation Analysis Key Issues and Opportunities 1.Tillsonburg’s environmental & open spaces represent a resource that is largely underutilized from a strategic perspective. This is an issue that is strategically important in light of the needs and preferences of younger working families and as a potential tourist attraction. Source: Oxford County Official Plan

67. 67 Recommended Strategies These cover the development of bike paths and trails as well as camp grounds which have been dealt with in the Tourism, Parks and Recreation Strategies (See Strategy 2c). Environmental and Open Spaces A Vision for Environmental and Open Spaces Preserve and protect current open space acreage. Enhance current resources with better access and recreational amenities, specifically bike paths walking trails and camp grounds.

68. Schools and Education 68

69. 69 Schools and Education Situation Analysis High Schools/Elementary Schools: Tillsonburg is relatively unique in possessing a Middle School (Grades 7,8,9), which could be a perceived value to certain prospective citizens. In terms of perceived quality, there is no reliable data on Tillsonburg’s schools. It is speculated that the absence of a Catholic high school could affect the quality perception of education in Tillsonburg among certain members of the community. The relatively weak presence of technical/trades courses could also be discouraging to certain segments of Industry and prospective citizens. This situation is exacerbated by the fact that the Thames Valley District School Board controls Tillsonburg’s schools, while the community is asked to support them. Adult Education: Fanshawe College represents a strength that could be leveraged to (a) keep younger demographics from moving elsewhere for education, and (b) serve as a source of technical training for local industry. However, as mentioned under the Industry Situation Analysis (See Labour), while over one-third of the curriculum at Fanshawe college is devoted to skilled trades/technical training, very few are actually available in Tillsonburg. This could force young adults to move elsewhere for the education they seek resulting in eventual permanent loss of town residents. 1.There is a need to create and leverage educational resources to meet the local needs of students and potential employers. The availability of educational alternatives that meet the needs of students at all levels is strategically important to (a) attracting and supporting local industry, and (b) keeping younger students in town & thereby increasing their likelihood of staying as residents. Creating the appropriate capability and then marketing it to both potential employers, parents and students (i.e. effectively leveraging the capability) will increase Tillsonburg’s attractiveness to these stakeholder groups. 2.There is a need to exert greater local control over the destiny of Tillsonburg’s educational resources. Given the strategic visions described thus far, it is imperative that educational resources in Tillsonburg be fashioned and directed to meet the strategic needs of the community. Key Issues and Opportunities

70. 70 1.Work with post-secondary educational institutions and explore other alternatives to establish a competitive Trade School that meets the needs of local citizens and employers. While collaboration with educational institutions is an obvious approach, there should be an effort to creatively explore alternative means of supplying this capability including working with local employers to possibly create a private school (See Industry Strategy #2). 2.Proactively seek to influence high schools and elementary schools where appropriate and critical to the achievement of the vision. This strategy should include: a.Lobbying for the increased presence of high quality trades education for students interested in progressing to skilled trades apprenticeship programs. b.Pressuring the District School Board to ensure that the quality of local schools is maintained and improved where necessary. 3.Initiate a plan to increase community involvement in and support of all school activities and initiatives similar to the current support for the hospital. This can serve the strategic needs of the community in several ways: a.It will support Strategy #2 by providing accurate information on the needs and demands of the community, thereby enhancing the quality and commitment of the lobbying effort. b.A uniquely proactive and vital community involvement program in education will serve as a merchandisable feature to encourage younger parents as well as industry to move to Tillsonburg. c.It will increase local awareness and the general profile of education in Tillsonburg, thereby increasing potential demand for the educational services provided. Recommended Strategies Schools and Education A Vision for Schools & Education Creation of a competitive technical and training capability that serves local educational needs. Top quality high schools and elementary schools. Greater community involvement in the schools. Increased presence and influence with educational authorities.

71. Strategic Initiatives: Recommended Priorities and Timelines 71

72. 72 Strategic Initiatives Recommended Priorities and Timelines Overall, there are 21 major strategies contained in this strategic plan. Recommended timelines for activation are outlined on the next page. Considering the vision and the goals stated at the beginning of this document, the recommended priorities are as follows: 1.Build the appropriate leadership resources and direction to execute the Commercial, Industrial and Tourism initiatives. Without minimizing the importance of the strategies for social prosperity, these strategies are the ones that will serve as the “engines for growth”. It is essential, therefore, that the initiatives contained therein receive the necessary support in the form of staff, volunteers, and staff/community advisory boards. From a timeline perspective, the staffing decisions should be made by the middle of 2005, and the specific tactics and plans to execute the above strategies should be in place no later than the end of 2005, with full execution underway by the beginning of 2006. 2.Further to the above, the initiation of plans to generate industrial growth should take precedence over all other initiatives. As stated in previous pages, the number one driver of the recommended growth objectives will be the expansion and diversification of Industry. There will be little need to grow housing or adjust social services unless there is employment to attract residents. The effective execution of this strategy will require attention to other industry-related initiatives such as improving utilities, developing a technical training capability and building relationships with Industry, since most of them will comprise the value proposition “promise” that will be made to prospective manufacturers. 3.Activate the Tourism and Commerce strategic initiatives beginning with the development/acquisition of core competencies in marketing, promotion and sales. This priority should be accomplished in the process of addressing priority #1. Showing active commitment in this area will be essential to creating strong initial momentum with and commitment from the commercial community and the Tourism Committee. 4.Town Corporation planning and productivity improvements in order to effectively execute the strategies. The successful execution of the above strategies will likely put stresses on the existing infrastructure that would be best addressed with a proactive plan to improve the town’s operating efficiency and effectiveness. 5.All Other strategies should be addressed with a view to the expected timing of changes in demand. For example, the need for assisted housing, while a present challenge, should be dealt with according to the present need. The need in this and other cases will increase with time, and the nature and degree of strategic effort involved should be adjusted accordingly.

73. 73

74. 74 Appendix