Transcript 2004 Municipal Strategy

Town of Tillsonburg
Municipal Strategy
November, 2004
Creating the Future!
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
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Town of Tillsonburg
Municipal Strategy
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
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.
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4
Introduction
Strategy Development - Purpose and Approach (Continued):
Consistent with this definition, this document delivers recommended strategies for the
following areas:
1.
2.
3.
4.
5.
6.
7.
8.
Commerce
Tourism, Culture and Parks & Recreation
Industry
Neighbourhood/Housing Development and Urban Design
Utilities and Infrastructure
Health and Social Services
Environmental and Open Spaces
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 longterm 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
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.
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6
Strategic Direction
Mission and Guiding Principles
Overall Vision and Value Proposition
Goals
7
Mission and Guiding Principles
Mission:
We will continue to be the most innovative and proactive small town in Ontario,
an outstanding place to visit, live, work, operate a business, raise a family or
enjoy retirement; a community with rich and diversified economic, social,
cultural, volunteer and recreational opportunities.
Guiding Principles:
We believe…
1.
2.
3.
4.
5.
6.
In a high level of access both to decision-makers and to the drivers and
enablers of prosperity.
That as stakeholders, we should contribute more than we take out of the
community.
In being proactive in planning and executing the community vision through
effective, integrity-driven leadership at all levels.
That as stakeholders, we accomplish more together than we could
separately: none of us is as good as all of us.
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.
That open and honest communication at all levels is critical to our success.
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.
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……
Stakeholder
End 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 Business
Core 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.
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9
Goals
Population: Situation Analysis
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.
Figure 1
Percentage Change in Population
Tillsonburg
1996 vs 1991
Oxford County ex. Tillsonburg
2001 vs 1996
1996 vs 1991
2001 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
OXFORD COUNTY EXCLUDING TILLSONBURG
Population Shifts by Age Group - 1991 to 2001
TILLSONBURG
Population Shifts by Age Group - 1991 to 2001
(Percent of Total Population)
40.0%
1991
1996
(Percent of Total Population)
40.0%
37.7%
2001
33.6%
35.0%
1991
36.4%
1996
2001
36.3%
37.3%
35.9%
35.7% 36.1%
35.0%
32.7%
30.8%
29.2%
30.0%
30.0%
25.0%
25.0%
21.9%
20.4%
20.0%
20.0%
15.0%
15.2%
13.8%
15.7%
16.2%
15.0%
14.0% 13.5% 13.9%
14.0% 13.1%
12.1%
10.0%
10.0%
5.0%
5.0%
0.0%
0.0%
65+
50-64
25-49
0 -24
65+
50-64
25-49
0 -24
34.6%
Goals
10
2016 Population Growth Goals
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.
2.
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.
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.
11
Goals
2016 Population Growth Goals
Figure 3
Target Population Estimates: 2016
Key Assumptions
and Rationale
using Stats
Canada Low,
Medium and
High Estimates
of Population
Growth for
Tillsonburg
2001 Base
Age
Group
Target High
Estimate
Target Medium
Estimate
Totals
High Estimate
Medium Estimate
65+
Low Estimate
Low Estimate
50-64
Low Estimate
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
Current
Medium
Estimate
Target High
Estimate
Target Medium
Estimate
Pop. 2016
Pop. 2016
Pop.
Change vs
Base
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
Pop. 2001
Totals
Pop. 2016
Unit
Change
vs Base
2001 Base
Current
Medium
Estimate
Pop. 2001
% Split
Pop. 2016
% Split
100.0%
100.0%
100.0%
+ 24.9%
100.0%
+ 22.6%
65+
21.9%
23.1%
22.2%
+ 26.3%
22.6%
+ 26.3%
50-64
16.2%
23.1%
22.4%
+ 72.4%
22.8%
+ 72.4%
25-49
32.7%
29.4%
30.1%
+ 14.9%
29.6%
+ 11.2%
0-24
29.2%
24.4%
25.4%
+ 8.7%
25.0%
+ 5.1%
25+
100.0%
100.0%
74.6%
+ 31.6%
75.0%
+ 29.9%
Totals
Target High
Estimate
Pop. 2016
% Split
Target Medium
Estimate
%
Change
vs Base
Pop. 2016
% Split
%
Change
vs Base
12
Goals
2016 Population Growth Goals
Figure 4
Target Population Trends Analysis
Year
Total
Population
Population
Change
%
Change**
1976
9,405
N/a
N/a
1981
10,453
+1,048
+11.1%
1986
10,745
+ 292
+ 2.8%
1991
12,020
+1,275
+11.9%
1996
13,210
+1,190
+ 9.9%
2001 (Original Estimate)
14,615
+1,405
+10.6%
2001 (Actual)
14,050
+ 840
+ 6.4%
+929
+8.4%
Average Five Year Growth: 1981 through 2001*
2016: Target High Estimate
17,550
2006***
15,000
+ 950***
+ 6.8%
2011
16,275
+1,275
+ 8.5%
2016
17,550
+1,275
+ 7.8%
1,167
+ 7.7%
Average Five Year Growth: 2006 through 2016*
2016: Target Medium Estimate
17,230
2006***
15,000
+ 950
+ 6.8%
2011
16,115
+1,115
+ 7.4%
2016
17,230
+1,115
+ 6.9%
1,060
+ 7.0%
Average Five Year Growth: 2006 through 2016*
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.
Goals
13
Cost of Living and Doing Business: Situation Analysis
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.
Cost of Living and Doing Business: Goals
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.
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
15
Key Strategies – Executive Summary
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.
b.
c.
d.
e.
2.
Tourism, Culture and Parks & Recreation:
a.
b.
c.
d.
3.
Create a marketing capability to drive the tourist industry in Tillsonburg.
Invest in capital improvements to certain recreational facilities (venues).
Develop a capability to attract overnight visits by securing a hotel conference
centre.
Create a comprehensive and consistent collectivized marketing and
promotion effort (See Commercial Strategy b).
Industry:
a.
b.
c.
4.
Create a Commercial Prosperity Council who will collectively be responsible
for creating and executing initiatives to improve long-term commercial
prosperity.
Create a comprehensive and consistent collectivized marketing and
promotion effort in concert with the Commercial Prosperity Council & Tourism
Committee.
Develop and execute a façade improvement strategy for downtown core and
highway commercial areas.
Build a strong reputation for superior customer service.
Create a comprehensive marketing plan to attract new retail businesses &
industry.
Actively pursue initiatives to facilitate industrial productivity improvements.
Create local educational resources to provide and promote education in the
skilled trades./Work with post-secondary educational institutions to establish
a Trade School.
Implement strategies & policies to ensure sufficient supply of serviced
industrial land.
Neighbourhood/Housing Development and Urban Design:
a.
b.
Manage housing & neighbourhood development to attract younger
families/selectively build housing for retirees.
Develop a plan to create sufficient assisted seniors housing.
16
Key Strategies – Executive Summary
5.
Utilities and Infrastructure:
a.
b.
c.
6.
Health and Social Services:
a.
b.
7.
Leverage available open spaces for (i) campground facilities, (ii)
biking/hiking/cross-country skiing trails, and (iii) tobogganing. (Discussed in
the Tourism, Culture and Parks & Recreation section – Strategy 2c.)
Schools and Education:
a.
b.
9.
Support initiatives that focus on the health and social services needs of key
demographic growth areas, specifically young working families and older
seniors.
Support the creation of a medical clinic to enhance the hospital’s
strategy to attract medical staff.
Environmental and Open Spaces:
a.
8.
Implement Town Corporation planning and productivity improvement
initiatives in order to effectively execute the Municipal Strategies.
Deliver better and more cost effective services in water and waste
management, hydro and connectivity.
Support strategies for accessibility to all services.
Initiate a plan to increase community involvement in and support of all
school activities& initiatives similar to current support for the hospital.
Proactively seek to increase local autonomy over high/elementary schools.
Leadership Resources:
It is recommended that the Town create 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.
17
Commerce
18
Commerce
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.
Figure 5
Dollar Value of Commercial Building Permits (Millions)
2000
2001
2002
2003
15.1
14.4
8.7
6.7
8.1
7.5
7.2
6.5
5.3
4.7
5.1
3.4
3.4
1.3
1.8
0.9 1.1
0.5
Ingersoll
St. Thomas
Stratford
0.4
Tillsonburg
Woodstock
Figure 6
Commercial: Current Value Assessment
$50,190
Downtown
Commercial
$50,023
$48,388
Pct. Chg.
vs 2001
-3.4%
$48,470
2000
2001
2002
2003
2004
$19,369
Downtown
Mall
$19,652
$19,647
$19,809
$39,275
Other
Commercial
$40,623
$38,482
$41,645
Pct. Chg.
vs 2001
+6.0%
Note: Assessment values can change with appeal activity alone. Changes of less than 5% are not considered significant.
Commerce
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 trafficbuilding 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-doingbusiness 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.
20
Commerce
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.
Figure 7
Tillsonburg
Average: Ingersoll,
St. Thomas,
Stratford, Woodstock
%
Difference
Permit Fees†
$3,400
$5,689
-40.2%
Development Charges †
$28,700
$22,025
+30.3%
Taxes
4.837%
4.719%
+2.5%
Hydro – Distribution Charge
$0.0727
$0.0749
-2.9%
Water – Yearly (100 m³ Consumption)
$1,430
$1,586
-9.8%
Retail Cost Analysis
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%
Taxes
4.436%
+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%
Taxes
4.908%
-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% ‡
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.
Commerce
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
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.
22
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.
23
Commerce
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.
24
25
Tourism, Culture and Parks & Recreation
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).
Figure 8
Tourism: Annandale House National Historic Site
2000
2001
8789
2002
2003
June 2003
June 2004
8714
7678 7564
6821
5439 5271
4989
4964
2432
1366 1302
Attendance
Paid Attendance
Figure 9
Tourism: Annandale House National Historic Site
No. of Buses & Group Tours
25
20
18
16
12
9
2000
2001
2002
2003
June 2003
June 2004
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.
27
Tourism, Culture and Parks & Recreation
Situation Analysis
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.
Figure 10
Tillsonburg Community Centre: Program Attendance
2001
2002
2003
Aquatics
68,292
62,960
61,281
Water Park
27,823
33,613
36,478
Health Club
28,888
25,481
23,102
Youth
16,543
20,709
18,052
Squash/Tennis
5,571
5,006
4,461
Public Skating
5,864
6,004
4,181
Fitness
3,019
3,404
3,219
Total
156,000
157,177
Figure 11
Tillsonburg Community Centre: Net Registrations
2001
2002
2003
961
960
1,164
Summer
1,636
1,707
1,448*
Fall
1,142
1,235
1,152*
Winter
1,506
1,616
1,257*
Total
5,254
5,518
5,021
Spring
* Impact of construction activity
150,774*
Figure 12
Recreational Venue Audit
See Next Page
28
Tourism, Culture and Parks & Recreation
Figure 12
Recreational Venue Audit
Venue
Strengths
Potential
Weakness
No. of Venues
Venues per 10,000 Pop.
Gap vs
Ingersoll
& WoodStock**
Tillsonburg
Ingersoll
& Woodstock*
Tillsonburg
Ingersoll
& Woodstock*
Soccer Fields – Mini
10
9
5.80
2.28
3.52
Baseball Diamonds
11
22
6.38
5.51
0.87
Squash Courts
3
4
1.74
1.14
0.60
Arenas - Mini Ice Pads
1
0
0.58
0.00
0.58
Pools – Outdoor
1
1
0.58
0.19
0.39
Arenas- Ice Pads
2
4
1.16
0.95
0.21
Golf Courses
2
4
1.16
0.95
0.21
Curling Clubs
1
2
0.58
0.57
0.01
Outdoor Ice Pads
0
0
0.00
0.00
0.00
Dirt Bike Parks
0
0
0.00
0.00
0.00
Racquetball Courts
0
0
0.00
0.00
0.00
Tennis Courts – Indoor
0
0
0.00
0.00
0.00
Tracks– Indoor
0
0
0.00
0.00
0.00
Tennis Courts – Outdoor
3
8
1.74
1.90
-0.16
Arenas
1
3
0.58
0.76
-0.18
Pools - Indoor
1
3
0.58
0.76
-0.18
Cricket Pitches
0
1
0.00
0.19
-0.19
Volleyball Courts - Outdoor
0
1
0.00
0.19
-0.19
Tracks - Outdoor
1
4
0.58
0.95
-0.37
Basketball Courts - Outdoor
2
7
1.16
1.71
-0.55
Skate Parks
0
2
0.00
0.57
-0.57
Lawn Bowling Greens
0
3
0.00
0.76
-0.76
Soccer Fields
9
30
5.22
8.75
-3.52
Playgrounds
6
41
3.48
9.89
-6.40
Parks
14
68
8.13
17.11
-8.98
Trails
Yes
Yes
N/A
N/A
N/A
* 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
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.
b.
c.
d.
e.
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.
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.
No common understanding of the value or potential of tourism among community
members.
Insufficient & diffused marketing efforts causing underutilization of tourist assets.
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
Tourism, Culture and Parks & Recreation
Key Issues and Opportunities
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
Tourism, Culture and Parks & Recreation
Key Issues and Opportunities
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
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:
o
A wide trading area, beyond Tillsonburg, and
o
Town 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
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.
b.
c.
d.
e.
f.
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.
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.
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.
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.
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.
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
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
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.
Figure 13
Year
Value of Industrial Permit Dollars
(Millions)
Tillsonburg: Share of
Industrial Permit Dollars
Ingersoll,
St Thomas,
Stratford,
Woodstock
Tillsonburg
Total
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
N/A
N/A
N/A
$ 19.3
$ 6.3
$ 25.6
24.6%
$ 15.3
$ 1.8
$ 17.2
10.7%
$ 15.8
$ 2.8
$ 18.6
14.9%
$ 22.3
$ 3.8
$ 26.1
14.4%
$ 72.7
$ 14.6
$ 87.3
16.8%
2000
2001
2002
2003
2000
to
2003
37
Industry
Situation Analysis
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.
Dollar Value of Industrial Building Permits (Millions)
Figure 14
2000
2001
2002
2003
11.9
10.6
7.9
6.9
6.9
6.4
6.3
4.0 3.9
3.8
3.7
2.8
1.5
2.0
2.0
1.8
1.6
1.6
1.0
0.9
Ingersoll
St. Thomas
Stratford
Tillsonburg
Woodstock
Share of Industrial Building Permit Dollar Values - %
Figure 15
2000
2001
2002
2003
64.1%
46.2%
40.7%
27.1%
26.9%
22.5%
24.4% 24.6%
15.5%
11.4%
5.8%
9.2%
4.9%
Ingersoll
14.9%14.4%
10.7%
14.3%
10.7%
5.4% 6.2%
St. Thomas
Stratford
Tillsonburg
Woodstock
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
35 - 44
Ont
Gap
23.2% 13.2% 10.0% 25.6% 17.3%
37.5% 33.7%
3.8%
7.6%
Tills
< High School
H.S. + Some Post
Secondary
Trades Certif. or
Diploma
College Certif. or
Diploma
University Degree
20 - 34
Ont
7.9%
21.4% 19.5%
45 - 64
Ont
Gap
8.3%
32.8% 27.5%
5.3%
26.3% 25.6%
0.7%
22.9% 22.8%
0.1%
-0.3% 15.9% 11.5%
4.4%
10.8% 11.6% -0.8%
1.9%
1.9%
18.5% 16.6%
Gap
Tills
23.1% 21.2%
10.2% 25.7% -15.5% 9.2%
Tills
1.9%
24.3% -15.1% 14.9% 21.5% -6.6%
Situation Analysis
39
Industry
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.
Figure 17
Tillsonburg
Average: Ingersoll,
St. Thomas,
Stratford, Woodstock
%
Difference
Permit Fees*
$42,500
$46,130
-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%
Industrial Cost Analysis
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.
Industry
40
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.
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.
41
Industry
42
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.
Recommended Strategies
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.
Industry
Recommended Strategies
2.
3.
4.
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.
Further to the Commercial Strategy #6, empower the recommended fulltime 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.
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.
43
44
Neighbourhood/Housing Development
& Urban Design
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.
Figure 18
Year
Value of Residential Permit Dollars
(Millions)
Ingersoll,
St Thomas,
Stratford,
Woodstock
Tillsonburg
Total
Tillsonburg: Share of
Residential Permit
Dollars
1995
$33.6
$10.8
$44.4
24.2%
1996
$38.6
$17.5
$56.1
31.2%
1997
$73.3
$10.7
$84.0
12.7%
1998
$51.9
$8.7
$60.6
14.3%
1995
to
1998
$197.4
$47.6
$245.1
19.4%
1999
N/A
N/A
N/A
N/A
2000
$51.9
$7.0
$58.8
11.9%
2001
$72.1
$5.6
$77.7
7.2%
2002
$76.0
$9.2
$85.1
10.8%
2003
$108.0
$11.0
$119.1
9.3%
2000
to
2003
$308.0
$32.8
$340.7
9.6%
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.
46
Neighbourhood/Housing Development & Urban Design
Situation Analysis
Figure 19
Dollar Value of Residential Building Permits (Millions)
2000
2001
2002
40.0
2003
30.7 31.5
27.0
26.7
22.4
19.6
18.8
17.0
16.7
14.0
8.6
5.2
13.8
11.0
9.6
9.2
7.0
6.4
Ingersoll
St. Thomas
Stratford
5.6
Tillsonburg
Woodstock
Figure 20
Share of Residential Permit Dollar Value - %
2000
2001
2002
2003
36.1%
34.4%
33.6%
31.9%
28.8%
26.5%
23.8%
23.5%
23.0%
21.5%
22.6%
20.0%
11.9%
10.8%
9.3%
7.2%
10.1%
8.9% 8.2%
8.0%
Ingersoll
St. Thomas
Stratford
Tillsonburg
Woodstock
47
Neighbourhood/Housing Development & Urban Design
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?.
Figure 21
Year
Ingersoll, 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
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
Neighbourhood/Housing Development & Urban Design
Situation Analysis
Figure 22
Neighbourhood & Housing:
Average Sale Price of Residential Properties
January 1 to August 31
$155,103
$144,810
$136,172
2002
2003
2004
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 2nd 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.
49
Neighbourhood/Housing Development & Urban Design
Situation Analysis
Figure 23
Tillsonburg
Average: Ingersoll,
St. Thomas,
Stratford, Woodstock
4
23
Average Price
$132,575
$138,170
High Price
$164,500
$169,900
Low Price
$113,000
$109,900
1,275
1,130
+12.8%
$103.98
$122.23
- 14.9%
# of Bedrooms
3.0
3.0
# of Bathrooms
1.5
1.4
+ 7.1%
Lot: Average Sq. Feet
6,493
5,978
+ 8.6%
Lot Space: Average Price/Sq. Foot
$20.42
$23.11
-11.6%
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 Charge
0.0647
0.0669
- 3.3%
Water – Yearly (100 m³ Consumption)
$1,430
$1,586
-9.8%
Residential Real Estate Value
Analysis
# in Sample
%
Difference
- 4.0%
Value Analysis: House
House: Average Sq. Feet
House: Average Price/Sq. Foot
-----
Value Analysis: Lot Space
Value Analysis: Other
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 $132,575
Rate
Taxes
Tillsonburg
0.01648050
$2,185
Average: Ingersoll, St. Thomas, Stratford, Woodstock
0.01558219
$2,066
50
Neighbourhood/Housing Development & Urban Design
Situation Analysis
Residential Real Estate Value
Analysis
Figure 24
Tillsonburg
Average: Delhi,
Simcoe, Strathroy
4
18
Average Price
$132,575
$137,678
High Price
$164,500
$172,900
Low Price
$113,000
$109,900
1,275
1,164
+ 9.5%
$103.98
$118.29
- 12.1%
# of Bedrooms
3.0
3.3
- 9.1%
# of Bathrooms
1.5
1.4
+ 7.1%
Lot: Average Sq. Feet
6,493
7,612
- 14.7%
Lot Space: Average Price/Sq. Foot
$20.42
$18.09
+12.9%
Municipal Taxes
$2,185
$2,050
+6.6%
Development Charges (2004)
$4,024
N/A
N/A
Hydro – Monthly Service Charge
$105.00
$189.12
- 44.2%
Hydro – Distribution Charge
0.0647
0.0652
- 0.8%
Water – Yearly (100 m³
Consumption)
$1,430
$1,803
-20.7%
# in Sample
%
Difference
- 3.7%
Value Analysis: House
House: Average Sq. Feet
House: Average Price/Sq. Foot
Value Analysis: Lot Space
Value Analysis: Other
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.
51
Neighbourhood/Housing Development & Urban Design
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-themoney 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.
52
Figure 25
Neighbourhood/Housing Development & Urban Design:
Strategic Choice Analysis
1. Continue to build on
the Adult Lifestyle
Community.
Growth Strategy Options
1a. Aggressive Growth
Strategy
1b. Maintenance
Strategy
Planning & Promotion Implications
• Not consistent with
younger demographic
growth objectives.
• Could result in excessive
supply beyond 2016 as
the last of the baby
boomers approach
retirement.
• Preserve &
maintain the
prosperity of the
community.
• Allow growth to
occur naturally.
• Could use up housing
capacity at the expense of
younger families.
2. Develop a strategy to
attract younger families.
Aggressive Growth Strategy Options
2a. Create new
Industrial &
Commercial
Employment
Opportunities
2b. Attract
“Bedroom
Commmunity”
Residents
Planning & Promotion Implications
• 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 Pursue
Pursue
Pursue
Do Not Pursue
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.
53
Neighbourhood/Housing Development & Urban Design
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).
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.
Figure 26
Zoning By-law #1994: Front Yard and Lot Coverage Summary
Zone
Category
Min. Front
Yard Setback
Maximum Lot Coverage
R1
7.5 m
30% (Note: an increase to 33% has been recommended
by residential working group and endorsed by Council)
R2
7.5 m
40%
R3
7.5 m
35%
R4
7.5 m
30%
I
7.5 m
30%
D
7.5 m
30%
O
7.5 m
20%, except for a single detached dwelling which 33%
54
Neighbourhood/Housing Development & Urban Design
Recommended Strategies
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.
55
Utilities and Infrastructure
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 underrepresentation 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
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.
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.
58
Utilities and Infrastructure
59
A Vision for Utilities and Infrastructure
• Efficient, effective and economically competitive services
• Sufficient supply of utilities and infrastructure to support current and future needs
Recommended Strategies
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
2.
3.
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.
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.
60
61
Health and Social Services
Health and Social Services
Situation Analysis
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.
62
63
Health and Social Services
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 longterm security of this strategically essential service.
64
Health and Social Services
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.
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.
65
Environmental and Open Spaces
66
Environmental and Open Spaces
Situation Analysis
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.
Figure 27
Open Spaces in Hectares and Acres
DESIGNATION
% AREA
AREA_HA
AREA_AC
TILLSONBURG
Other
Env. Protection
Open Space
Total Area *
76.9%
12.3%
10.8%
1462.60
233.70
205.76
1902.06
3614.16
577.50
508.43
4700.09
INGERSOLL
Other
Env. Protection
Open Space
Total Area *
78.3%
1.6%
20.1%
867.14
17.77
222.12
1107.03
2142.74
43.91
548.87
2735.53
WOODSTOCK
Other
Env. Protection
Open Space
Total Area *
81.5%
2.5%
16.0%
2190.91
66.63
429.14
2686.68
5413.84
164.66
1060.43
6638.93
Source: Oxford County Official Plan
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.
67
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.
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).
68
Schools and Education
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.
Key Issues and Opportunities
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.
69
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.
Recommended Strategies
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:
3.
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.
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.
70
71
Strategic Initiatives:
Recommended Priorities and Timelines
Strategic Initiatives
Recommended Priorities and Timelines
72
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.
Develop a plan to create sufficient assisted seniors housing.
Manage housing & neighbourhood development to attract younger
families/selectively build housing for retirees.
Support strategies for accessibility to all services.
Support initiatives that focus on the health and social services needs of key
demographic growth areas, specifically young working families and older seniors.
Proactively seek to increase local autonomy over high/elementary schools.
Initiate a plan to increase community involvement in and support of all school
activities& initiatives similar to current support for the hospital.
Support the creation of a medical clinic to enhance the hospital’s
strategy to attract medical staff.
Implement Town Corporation planning and productivity improvement initiatives
in order to effectively execute Municipal Strategies.
Create local educational resources to provide and promote education in the skilled
trades./Work with post-secondary educational institutions to establish Trade School.
Deliver better and more cost effective services in water and waste
management, hydro & connectivity.
Develop a capability to attract overnight visits by securing a hotel conference centre.
Invest in capital improvements to certain recreational facilities (venues).
Implement strategies & policies to ensure sufficient supply of serviced industrial land.
Create a comprehensive marketing plan to attract new retail businesses & industry.
Build a strong reputation for superior customer service.
Develop and execute a façade improvement strategy for downtown core and
highway commercial areas.
Create a comprehensive and consistent collectivized marketing and promotion
effort in concert with the Commercial Prosperity Council & Tourism Committee.
Create a marketing capability to drive the tourist industry in Tillsonburg.
Actively pursue initiatives to facilitate industrial productivity improvements.
Create a Commercial Prosperity Council who will collectively be responsible for
creating and executing initiatives to improve long-term commercial prosperity.
Build the appropriate leadership resources to execute the Commercial, Industrial and
Tourism Initiatives.
Strategy
Q1-05
Set Up
Develop
Select
Q2-05
Q4-05
Ongoing
Ongoing
Plan
Q1-06
Plan
Ongoing
Q3-06
Execute
Q4-06
Ongoing
Ongoing
Ongoing
Secure
Begin Execution
Secure
Execute
Ongoing Training
Develop
Execute
Ongoing
Q2-06
Execute
Initial
Training
Initiate
Ongoing
ng
Ongoing
Develop
Develop
Program
Agency/Staff
Set Up
Set Up
Q3-05
Strategic Initiatives: Recommended Priorities and Timelines
In Place
In Place
2007
2008+
73
74
Appendix