COMMITTEE OF THE WHOLE AGENDA. Tuesday June 20, 2017 at 4:00 p.m. to be held in the Classroom

Transcription

1 COMMITTEE OF THE WHOLE AGENDA Tuesday June 20, 2017 at 4:00 p.m. to be held in the Classroom 1. CALL TO ORDER 2. DISCLOSURE OF PECUNIARY INTEREST 3. DEPUTATIONS, PETITIONS AND PUBLIC MEETINGS DEPUTATIONS: a) Big Brothers Big Sisters of the Georgian Triangle Robin Heald and Cathy Couttie will be in attendance to make a deputation to Council, on behalf of Big Brothers Big Sisters of the Georgian Triangle, in regards to mentoring needs in Wasaga Beach, a request for a letter of support and the provision of free meeting space. PRESENTATIONS: b) Community Improvement Plans & Municipal Expropriation Jody Johnson of Aird & Berus LLP will be in attendance to make a presentation to Council in regards to Community Improvement Plans and the Municipal Expropriation process. c) Downtown Community Improvement Plan Consultants from N. Barry Lyon Consultants Limited will be in attendance to make a presentation to Council regarding a Downtown Community Improvement Plan. 4. UNFINISHED BUSINESS as below 5. NEW BUSINESS a) Planner s Report dated June 20, 2017 Re: Draft Community Improvement Plan- Downtown Wasaga Beach Recommendation: That Committee of the Whole recommends that Council receive the draft Community Improvement Plan for Downtown Wasaga Beach for information.

2 COW June 20, 2017 Page 2 of 4 b) Director of Economic Development and Tourism s Report dated June 20, 2017 Re: Downtown Development Opportunity Request for Expressions of Interest (RFEOI) Recommendation: That Committee of the Whole recommends to Council that Fram Building Group Ltd. & Slokker Canada Corp., be short-listed for Council s consideration to be the development partner with the Town of Wasaga Beach to develop Town-owned lands within Downtown Wasaga Beach; And further that Committee of the Whole recommends to Council that Council meet with and tour built projects of Fram Building Group Ltd., & Slokker Canada Corp., prior to Council s decision as to whether or not Fram Building Group Ltd. & Slokker Canada Corp., should become the Town s development partner; And further that Committee of the Whole recommends to Council that prior to Council decision as to whether or not Fram Building Group Ltd. & Slokker Canada Corp. should become the Town s development partner, a third-party party audit be undertaken to ensure that Fram Building Group Ltd. & Slokker Canada Corp., has the financial strength to carry out the project to the satisfaction of the Town; And finally that, subject to Council selecting Fram Building Group Ltd. & Slokker Canada Corp., to be the development partner of the Town, that the Town negotiate a future form of rights to future phases based upon meeting performance milestones to the satisfaction of the Town, as will be spelled out and agreed to in a subsequent development agreement; c) Director of Economic Development and Tourism s Report dated June 20, 2017 Re: Request to the SCDSB for a 7-12 School in Wasaga Beach Recommendation: That Committee of the Whole recommends to Council that it formally request the Simcoe County District School Board to pursue construction of a 7-12 school in Wasaga Beach rather than pursuing a third elementary school in the community. d) Recreation Coordinator s Report dated June 20, 2017 Re: 2017 Canada Day Celebrations Update Recommendation: That Committee of the Whole recommend to Council that it receive this information as an update on the 2017 Town of Wasaga Beach Canada Day Celebrations. e) Director, Finance and Treasurer s Report dated June 20, 2017 Re: 2018 Budget Review and Approval Schedule Recommendation: That Committee of the Whole recommend to Council that the 2018 Budget Review and Approval Schedule be approved. f) Chief Information Technology Officer s Report dated June 20, 2017 Re: Beach 1 & 2 CCTV Security Camera Project Budget Adjustment Recommendation: That Committee of the Whole recommend to Council that it approve an increase in capital funding for the Beach 1 & 2 CCTV Security Camera Project from $30,000 to $37,000 in order to complete Phase 1 of the Project with funds coming from the

3 COW June 20, 2017 Page 3 of 4 IT Capital Reserve; Further that this phase of the project be awarded to Point to Point Broadband in the amount of $31,400 plus HST. g) Beachfront Management Board April 28, 2017 Minutes Recommendation: That Committee of the Whole receive the April 28, 2017 Beachfront Management Board meeting minutes from the Chief Administrative Officer, as circulated. h) Beachfront Management Board May 12, 2017 Minutes Recommendation: That Committee of the Whole receive the May 12, 2017 Beachfront Management Board meeting minutes from the Chief Administrative Officer, as circulated. i) Beachfront Management Board May 25, 2017 Minutes Recommendation: That Committee of the Whole receive the May Beachfront Management Board meeting minutes from the Chief Administrative Officer, as circulated. 6. ITEMS FOR FUTURE MEETINGS (new items) a) Reconsideration of the 2017 Food Bank Grant Councillor Belanger will speak to this item at the table. 7. CLOSED SESSION (as required) 8. REPORTS FROM CLOSED SESSION (as required) 9. ADJOURNMENT

4 COW June 20, 2017 Page 4 of 4 TOWN OF WASAGA BEACH COMMITTEE OF THE WHOLE JUNE 20, 2017 UNFINISHED BUSINESS: a) Creation of a Business Plan for Beachfront properties A. McNeill *Fall 2015 b) After Hours Clinic Georgian Bay Family Health Team - Council July 26, 2016 c) Wasaga Distribution / Wasaga Resources Review November 22, 2016, March 28, 2017 (Council), April 18, 2017, May 16, 2017, May 24, 2017(Public Info Session) d) Surveillance cameras for Beach 1 & 2 Mayor Smith/CAO October 4, 2016, March 9, 2017 (GG), April 18, 2017, ON AGENDA e) Per Diem Policy CAO - October 11, 2016 f) Consideration regarding additional funding for the Collingwood General and Marine Hospital Mayor Smith April 18, 2017

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6 Thank You Cathy Couttie Program Manager Robin Heald Executive Director

7 Big Brothers Big Sisters of The Georgian Triangle 49 years making a difference in our community and over 100 years in Canada

8 Goals for Today Let you know our Growth Goals for Wasaga Beach Getting a Letter of Support for Grant Writing

9 VISION Our vision is that every child in the Georgian Triangle, who needs a mentor, has a mentor!

10 OUR PROGRAMS Traditional Mentoring 2 to 5 hours a week Doing things both the big and little love to do Can have one big or two as a big couple Usually has only one little

11 OUR PROGRAMS In-School Mentoring 1 hour a week From September to June During school hours Doing things both the big and little love to do Usually has only one little and one big

12 OUR PROGRAMS Go Girls A group mentoring program 1 ½ to 2 hours a week 7 to 10 weeks Curriculum based 1:4 ratio Healthy minds, healthy bodies related games and activities that get girls moving and learning some great social skills

13 OUR PROGRAMS Game On A group mentoring program 1 ½ to 2 hours a week 7 to 10 weeks Curriculum based 1:4 ratio Healthy minds, healthy bodies related games and activities that get boys moving and learning some great social skills

14 OUR PROGRAMS After School Programs A group mentoring program Homework help, board games, fun activities At Mountain View Public School and Matthew Way 1:4 ratio

15 OUR PROGRAMS Big Bunch Activities A group mentoring program Our bigs and littles do activities to get to know each other and have more fun experiences together Great time to get to know our waiting littles 1:4 ratio Field trips, Kids and Cops, Skiing and Snowboarding excursions

16 OUR PROGRAMS Boys Club A group mentoring program focused on sports and recreation One in Collingwood and one in Meaford Great time to get to know our waiting littles 1:4 ratio

17 OUR PROGRAMS Others Snowboarding and skateboarding Heathy Roots

18 RESPONDING TO NEEDS IN OUR COMMUNITY Serving those children who are identified as needing a mentor by parents, teachers, family and Children s Services or friends. Find the right mentor and program for the child. Keep the child safe.

19 Our Local Numbers 348 Littles Over 300 volunteers 2 full-time staff 6 part-time staff

20 Even More Local In Wasaga Beach 25% of the children from Georgian Triangle are in Wasaga Beach area Only 8% to 17% of our children are from Wasaga Beach We underserve by 66 to 80 children ($66,000 - $80,000)

21 Budget & Revenue Sources Our annual budget is $370,000 and the following chart outlines our revenue sources:

22 Letter of Support Letter: Wasaga would like increased service by BBBS Will support with free meeting space (at youth centre or municipal) as needed Will open opportunities for BBBS to apply for municipal grants

23 CONTACT INFORMATION Big Brothers Big Sisters of The Georgian Triangle 74 Hume Street Collingwood, ON l9y 1V

24 Thank You

25 QUESTIONS

26 Community Improvement Plans Presentation for Town of Wasaga Beach Council Jody E. Johnson June 20, 2017

27 Community Improvement Plans - Overview What is a Community Improvement Plan (CIP)? Why create a CIP? How to establish a CIP How much does a CIP cost? 2

28 What is a CIP? Key Terms: 1. Community Improvement 2. Community Improvement Plan Project Area 3. Community Improvement Plan 3

29 What is a CIP? - Community Improvement Community improvement is exactly what it sounds like The act of developing, redeveloping, redesigning, rehabilitating, constructing, providing facilities etc. that may be appropriate or necessary 4

30 What is a CIP? - The Legal Authority In order to create a CIP, the Official Plan of the municipality must contain provisions related to community improvement 5

31 What is a CIP? - The Legal Authority Subsection 28(2) of the Planning Act 28(2) Where there is an official plan in effect in a local municipality or in a prescribed upper-tier municipality that contains provisions relating to community improvement in the municipality, the council may, by by-law, designate the whole or any part of an area covered by such an official plan as a community improvement project area 6

32 What is a CIP? - The Legal Authority The general authority to create a CIP comes from section 28 the Planning Act 28 (4) When a by-law has been passed under subsection (2), the council may provide for the preparation of a plan suitable for adoption as a community improvement plan for the community improvement project area 7

33 What is a CIP? - CIP Project Area The area of a municipality where, in the opinion of council, community improvement is desirable Project areas may range from specific properties and employment areas to streets, neighbourhoods and entire communities Community improvement may be desirable due to reasons such as: dilapidation, overcrowding, unsuitability of buildings, economic development reasons 8

34 What is a CIP? A CIP is the tool used to execute the specific community improvement within the project area A CIP is a flexible, comprehensive, coordinated approach to deal with lands and buildings, in order to address many physical, social, economic or environmental matters. 9

35 Why Create a CIP? Creating a CIP gives council powers that they would not otherwise possess pursuant to subsection 28(6) of the Planning Act With a CIP municipalities may: Prepare land for community improvement Construct and repair buildings Sell and lease municipal land Provide property tax assistance for environmental remediation Provide grants and loans to private actors to achieve plan goals 10

36 Why Create a CIP? - Bonusing The municipal practice of providing financial or other similar assistance to businesses is often called bonusing Generally, municipalities cannot provide bonuses to private interests this is set out in section 106 of the Municipal Act, (1) Despite any Act, a municipality shall not assist directly or indirectly any manufacturing business or other industrial or commercial enterprise through the granting of bonuses for that purpose. 2001, c. 25, s. 106 (1). (2) Without limiting subsection (1), the municipality shall not grant assistance by, (a) giving or lending any property of the municipality, including money; (b) guaranteeing borrowing; (c) leasing or selling any property of the municipality at below fair market value; or (d) giving a total or partial exemption from any levy, charge or fee. (3) Subsection (1) does not apply to a council exercising its authority under subsection 28 (6), (7) or (7.2) of the Planning Act or under section of this Act. 11

37 Why Create a CIP?- Bonusing Subsection 28(7) of the Planning Act carves out CIPs as an exception CIPs permit a municipality to provide bonuses such as: Giving or lending money Leasing or selling municipal property below market value Guaranteeing borrowing Providing exemptions from municipal levies and fees 12

38 How to Create a CIP Council must, by by-law, designate a chosen area as a community improvement project area After a project area is designated, creation of the CIP requires a public meeting for consultation The public meeting requirements are the same as for the passage of an Official Plan (with necessary modifications) as set out in subsections 17(15)-(23) of the Planning Act 13

39 How to Create a CIP - Public Meeting At least one public meeting is required Prior to adopting a CIP a copy of the proposed plan must be made public 20 days in advance of the public meeting Council must consult with The Minister in preparing a CIP Once council is satisfied with the draft CIP, council may adopt the plan Within 15 days of adopting the plan, council must provide written notice of its adoption to anyone who requested notice A CIP can be appealed within 20 days of its adoption 14

40 How to Create a CIP- Public Meeting 15

41 How Much Does a CIP Cost? The costs associated with the CIP arise through its implementation, which is specific to an individual CIP The more ambitious the plan, the more its implementation will cost the municipality controls the parameters Subsection 28(7.3) of the Planning Act provides that the total of the bonuses provided under the plan shall not exceed the maximum set out in the plan itself 16

42 Contact Information Jody E. Johnson This presentation may contain general comments on legal issues of concern to organizations and individuals. These comments are not intended to be, nor should they be construed as, legal advice. Please consult a legal professional on the particular issues that concern you.

43 Thank You

44 Municipal Expropriation Presentation for Town of Wasaga Beach Council Jody E. Johnson June 20, 2017

45 Overview 1. What is expropriation? 2. Why expropriate land? 3. How does expropriation occur? 4. How much does it cost to expropriate land? 5. What is the timeline? 2

46 What is expropriation? Expropriation is defined in the Expropriation Act as: the taking of land without the consent of the owner by an expropriating authority in the exercise of its statutory powers Municipal council is an expropriating authority Expropriation can be either full, partial, or temporary 3

47 What is Expropriation? Legal Authority A municipality s legal authority to expropriate land comes from section 6 of the Municipal Act, (1) The power of a municipality to acquire land under this or any other Act includes the power to expropriate land in accordance with the Expropriations Act The process governing expropriation comes from the Expropriations Act 4

48 Why Expropriate Land? In some situations a municipal undertaking will require the use or acquisition of land that does not belong to the municipality E.g.: widening roads, creating easements, building transit stops, building parks Expropriation is a tool available to municipalities when a private party is unwilling to amicably sell their land to the municipality A municipality has very broad authority to expropriate land in pursuit of valid objectives (Vincorp Financial v Oxford) 5

49 How? The Process of Expropriation The process of expropriation looks like this 6

50 Start Here Council decision to acquire land Application for Approval to Expropriate Land Service Notice of Intention of Expropriate Land owners via Registered Mail or Personal Service Place Notice in Newspaper 1 time per week for 3 consecutive weeks Town has to give 30 days from service of notice/publication of first ad to see if anyone requests hearing of necessity Hearing of Necessity: Council to consider report of Inquiry Officer within 90 days of its receipt Take possession of expropriated land 3 months after serving notice of expropriation and notice of possession Decision to Expropriate Granting of Approval by Approval Authority: Council Resolution, with reasons for proceeding Preparation of prescribed certificate for plan of expropriation (register plan within 3 months of council resolution) Send notices of expropriation, election (for electing date for appraised value) and possession (can t be sooner than 3 months after serving notice of expropriation) Offer of compensation to be made within 3 months of Registration of Plan of Expropriation If no agreement on compensation, to be determined by Ontario Municipal Board

51 Application for Approval The expropriation process starts with a decision of council, usually when an amicable transfer of land is not possible The first formal step is to apply for approval from the expropriating authority (in this case, municipal council itself) Application is approved by resolution of council 8

52 Council decision to acquire land Application for Approval to Expropriate Land

53 Providing Notice Upon applying for approval, council is required to: 1. Serve Notice of Application upon each registered owner of the lands to be expropriated 2. Publish the Notice of Application once a week for three consecutive weeks in a newspaper having a general circulation in the area 10

54 Council decision to acquire land Application for Approval to Expropriate Land Service Notice of Intention of Expropriate Land owners via Registered Mail or Personal Service Place Notice in Newspaper 1 time per week for 3 consecutive weeks

55 Hearing of Necessity Once Notice of Application to Expropriate has been served and published, an owner may request a hearing Both registered owners and non-registered owners may request a hearing Request for hearing must be made within 30 days of receiving the Notice of Application to Expropriate 12

56 Hearing of Necessity If a request for a hearing is made, the Attorney General will appoint a chief inquiry officer and other officers The inquiry officer(s) shall inquire into whether the taking of lands is fair, sound, and reasonably necessary to achieve council s objectives The inquiry officer(s) will not consider the merits and demerits of council s objectives The inquiry officer will prepare a non-binding report to be considered by council 13

57 Approval Council must consider the report of the inquiry officer and render a decision to approve or disapprove within 90 days Council shall provide written reasons for its decision If there is no inquiry, council is permitted to approve the expropriation proposal immediately 14

58 Council decision to acquire land Application for Approval to Expropriate Land Service Notice of Intention of Expropriate Land owners via Registered Mail or Personal Service Place Notice in Newspaper 1 time per week for 3 consecutive weeks Town has to give 30 days from service of notice/publication of first ad to see if anyone requests hearing of necessity Hearing of Necessity: Council to consider report of Inquiry Officer within 90 days of its receipt

59 Registration Once a proposed expropriation has been approved, the expropriation plan must be registered with the proper land registry office Registration must occur within three months of the approval Once the expropriation plan is registered the land vests with the council 16

60 Notice of Expropriation, Election, & Possession Within 30 days of plan registration, council must provide the owner with: 1. Notice of Expropriation 2. Notice of Election 3. Notice of Possession 17

61 Notice of Expropriation, Election, & Possession Notice of Expropriation must be served upon both the owner and the registered owner within 30 days of registration Notice of Election allows the owner three choices as to the date of property valuation: 1. Date that Notice of Hearing of Necessity was served 2. Date the plan was registered 3. Date that the owner was served Notice of Expropriation Notice of Possession Must indicate a date where possession will be taken, no sooner than 3 months from the date this notice is delivered 18

62 How Much? Offer of Compensation The owner of expropriated land shall be compensated by the municipality for the market value of the land Market Value is: the amount that the land might be expected to realize if sold in the open market by a willing seller to a willing buyer The value of the land is determined by an independent appraisal 19

63 Offer of Compensation An Offer of Compensation must be made within 3 months of registration of plan (or interest has to be paid at 6%) Offer to be based on an appraisal which also must be served Offers must be made to all registered owners of the property (including mortgagees, tenants if registered etc.) Offer of Compensation MUST be made before municipality can take possession of properties Offer of Compensation must be accompanied by an appraisal document 20

64 Offer of Compensation 2 offers must be made to a property owner Offer A owners can choose to accept the amount as full & final compensation (and payment made immediately, owner signs release, matter is over) Offer B owners can choose to accept the amount without prejudice to right to seek additional compensation (most commonly accepted) 21

65 Additional Compensation If an owner elects offer B the owner may seek the following types of additional compensation 1. Additional market value compensation (ie: appraised value was too low) 2. Disturbance damage (ie: business loss, replacement costs, storage costs, relocation costs, moving costs) 3. Injurious Affection (where partial expropriation occurs, the reduction in value caused to the remaining land of the owner) 22

66 Additional Compensation Claims for additional compensation can be settled in several ways and can take many years: 1. By agreement between municipality and owners 2. By the Board of Negotiation (if requested by owner or municipality) Informal process to negotiate settlement of compensation 3. Through Arbitration of the claim at the Ontario Municipal Board formal and court-like, with expert evidence given and legal argument made 23

67 Additional Compensation In most cases the municipality will be required to pay the owners reasonable legal, appraisal and other costs (for example business valuation experts) Normally these costs are paid ONLY when final compensation has been determined The 85% rule 24

68 Council decision to acquire land Application for Approval to Expropriate Land Service Notice of Intention of Expropriate Land owners via Registered Mail or Personal Service Place Notice in Newspaper 1 time per week for 3 consecutive weeks Council has to give 30 days from service of notice/publication of first ad to see if anyone requests hearing of necessity Hearing of Necessity: Council to consider report of Inquiry Officer within 90 days of its receipt Decision to Expropriate Granting of Approval by Approval Authority: Council Resolution, with reasons for proceeding Preparation of prescribed certificate for plan of expropriation (register plan within 3 months of council resolution) Send notices of expropriation, election (for electing date for appraised value) and possession (can t be sooner than 3 months after serving notice of expropriation) Offer of compensation to be made within 3 months of Registration of Plan of Expropriation If no agreement on compensation, to be determined by Ontario Municipal Board

69 Land Acquisition Where land that has been expropriated is vested in the municipal council AND Offers of Compensation have been made: The municipality may take possession of the land on the day specified on the Notice of Possession 26

70 Council decision to acquire land Application for Approval to Expropriate Land Service Notice of Intention of Expropriate Land owners via Registered Mail or Personal Service Place Notice in Newspaper 1 time per week for 3 consecutive weeks Town has to give 30 days from service of notice/publication of first ad to see if anyone requests hearing of necessity Hearing of Necessity: Council to consider report of Inquiry Officer within 90 days of its receipt Take possession of expropriated land 3 months after serving notice of expropriation and notice of possession Decision to Expropriate Granting of Approval by Approval Authority: Council Resolution, with reasons for proceeding Preparation of prescribed certificate for plan of expropriation (register plan within 3 months of council resolution) Send notices of expropriation, election (for electing date for appraised value) and possession (can t be sooner than 3 months after serving notice of expropriation) Offer of compensation to be made within 3 months of Registration of Plan of Expropriation If no agreement on compensation, to be determined by Ontario Municipal Board

71 The Timeline The timeline for an expropriation process can range from several months to several years At minimum, an expropriation process will take 4 months 28

72 TIMELINE Council begins Application for Approval to Expropriate Council serves notice of application on registered owners AND publishes the notice once per week for three consecutive weeks IF A HEARING IS REQUESTED within 30 days of receiving notice IF NO HEARING IS REQUESTED Owner or registered owner may request an inquiry Council may approve the expropriation Date of hearing is set by the chief inquiry officer, report is written and presented to council within 90 days of receiving the report Council considers the report and makes a decision to approve or not approve the proposed expropriation IF APPROVAL IS GRANTED within 3 months of approving the proposed expropriation Council must register the expropriation with the land registry within 30 days of registering the plan within 3 months of registering the plan Council shall serve the owner with a notice of expropriation, election and possession Council must make an offer for compensation within 30 days of receiving notice of expropriation no sooner than 3 months after serving notice of possession Owner must elect a date of assessment Council may take possession of the land Doc. #

73 Contact Information Jody E. Johnson This presentation may contain general comments on legal issues of concern to organizations and individuals. These comments are not intended to be, nor should they be construed as, legal advice. Please consult a legal professional on the particular issues that concern you.

74 Thank You

75 DRAFT Downtown Community Improvement Plan Public Meeting June 20, 2017 Town of Wasaga Beach N. Barry Lyon Consultants Limited

76 Wasaga s Growth Household sizes are expected to continue shrinking Need for increased affordability especially for younger people Households aging Renewal required in tourism accommodation increased demand for higher density housing Downtowns are the preferred intensification areas as per Growth Plan Evidence of emerging market interest but needs encouragement 2

77 Downtown Development Master Plan Addresses long term growth of the community But requires municipal leadership and, Partnerships between the private and public sector Principal of the DDMP: Leverage near term public infrastructure to attract long term private sector investment 3

78 Community Improvement Plans Key instrument to the implementation of the DDMP Increasingly used to encourage intensification Combined with investment in public amenities Financial incentives linked with other initiatives - have proven to work Hamilton, Brampton, Kitchener 4

79 Objectives of DDMP (and the CIP) Create a symbolic heart of Wasaga Beach Encourage the shift to fourseason community Encourage economic growth Diversify housing in Downtown Enhance public realm Grow property tax base 5

80 Community Improvement Plan Area 6

81 Priority Investment Area 7

82 Policies and Programs Land Acquisition and Disposition Public Realm Investments Residential / Mixed-Use Development Incentive Program Tax Increment Equivalency Grant Program (TIEG) Planning and Building Permit Fee Program Parking Ratio Exemption 8

83 Land Acquisition for Public Uses 9

84 Residential / Mixed Use Development Incentive Program Purpose: To attract / catalyze intensive multi-family residential and mixed-use development in the Downtown. Town of WB will provide grant equivalent to residential and non-residential development charge rate 50% of grant at time of building permit approval, 50% upon issuance of occupancy permit When market for these uses is established, program may be discontinued 10

85 Tax Increment Equivalency Grant (TIEG) Purpose: To encourage redevelopment of properties by providing grant equivalent to incremental increase in tax assessment resulting from improvements. Grant provided after improvements to property completed. Owner pays taxes in full, increment is then refunded. TIEG provided for five years 100% of incremental increase for three years, 50% for two years for PIA; 100% in first year, decreasing by 20% per year outside PIA. For condo apartment, tax savings from TIEG passed to purchasers incents buyers to invest in Downtown, provides developer with marketing tool 11

86 Planning and Building Permit Fee Rebate Program Purpose: To encourage development and redevelopment of eligible properties by rebating fees associated with applications under Planning Act and Building Code Act. Rebates may include: ZBA, OPA, Minor Variance, Site Plan Control, Plan of Subdivision / Condominium, Building Permits, Occupancy Permits, Section 37, Parkland Dedication, Demolition Permits. Applicants expected to pay fees at required times. Planning fees reimbursed at time of building permit issuance, building permit fees rebated upon construction completion. 12

87 Parking Ratio Exemption Purpose: To aid in reducing the cost of development by exempting new residential / mixed-use development from pre-determined parking ratio in Zoning by-law. Relaxing parking standards would have relatively little financial cost to the Town and a significant savings for many projects. Places the onus on the developer to build only the parking necessary to accommodate the development from a market perspective. Can negotiate parking ratio with Planning Department. 13

88 Process Annual funding amount for CIP programs determined by Council CIP Program Administration Team deals with application process and makes recommendations to Council as to which applications best meet goals of DDMP and Town of Wasaga Beach Official Plan 14

89 Application Process Application Process: Applicant completes online form signaling intent / interest Pre-application consultation by applicant with CIP program administration team, followed by applicant screening Interested parties submit application for funding under CIP CIP program administration team endorses application(s) and submits recommendation for funding to Council Council votes on provision of funding to recommended applicants 15

90 Monitoring and Review CIP should be monitored on ongoing basis annual staff reports (performance indicators) and five-year review 16

91 STAFF REPORT TO: FROM: SUBJECT: Committee of the Whole Nathan Wukasch, Planner Draft Community Improvement Plan Downtown Wasaga Beach DATE: June 20, 2017 RECOMMENDATION: THAT Committee of the Whole recommends that Council receive the draft Community Improvement Plan for Downtown Wasaga Beach for information. BACKGROUND: Since February 2015, the Town has been working to promote the evolution of a livable, compact, accessible, and sustainable downtown for the entire community. This process included consultation with the community on where the Downtown should be located (2015), establishing a framework for creation of a downtown through Official Plan policy (2016), and completion of the Downtown Development Master Plan (2017). The Town adopted Official Plan Amendment No. 42 on May 24, 2016, which delineated the boundaries and established a Special Policy Area for Downtown Wasaga Beach. OPA No 42 also identified the Downtown as a Community Improvement Project Area. The County of Simcoe approved this amendment in September After an extensive consultation process, the Town s Downtown Development Master Plan (DDMP) was completed in March A staff report to Committee of the Whole accompanied the final plan, and on March 28, 2017, Council passed Resolution B, which provided staff with direction to develop a Community Improvement Plan for Downtown Wasaga Beach. Part (g) of this resolution stated: THAT Council recommends that the Wasaga Beach Downtown Development Master Plan be approved; AND FURTHER THAT Council approve the following next steps to commence implementing the Downtown Development Master Plan: g. staff be directed to single-source N. Barry Lyon Consultants Limited to develop CIP policies for Downtown Wasaga Beach based on the market research and development pro forma work already conducted during the DDMP process and report back to Committee of the Whole with recommendations for consideration; The Town released a Request for Expressions of Interest (RFEOI) on April 26, 2017, seeking experienced mixed-use developers interested in participating in the development of Downtown

92 Wasaga Beach, which closed on May 26, The Town received five expressions of interest, which were evaluated on June 8 and 9, A recommendation report to Committee of the Whole on the RFEOI is forthcoming. DISCUSSION: The purpose of this report is to provide the draft Community Improvement Plan to Committee of the Whole for information in advance of the Public Meeting scheduled for June 27, What is a Community Improvement Plan? Community Improvement Planning is a powerful tool the Town can use as a means to planning and financing development activities that effectively use, reuse and restore lands, buildings and infrastructure. Municipalities are prohibited from providing bonuses to assist individual businesses under the Municipal Act. However, the Municipal Act provides for an exemption to this prohibition if the Town has adopted a Community Improvement Plan. The Planning Act provides the legislative authority to create a Community Improvement Plan, allowing significant tools including a) acquiring land; b) constructing, repairing, rehabilitating or improving buildings; c) selling, leasing, or otherwise disposing of any land and buildings acquired or held by the municipality; d) making grants or loans to the registered owners and tenants of lands and buildings. The purpose of a Community Improvement Plan (CIP) is to stimulate the revitalization of a community improvement project area through the provision of incentives for redevelopment and provide certainty to the development community with respect to the municipal vision for the area. In short, a CIP allows the Town to identify development goals to achieve, and a toolkit of incentives to promote/assist in redevelopment. A CIP establishes the rationale and identifies the public benefits realized through the outcome of the community improvements. Community Improvement Plan for Downtown Wasaga Beach The Downtown Community Improvement Plan (Appendix A) is intended to provide incentives to achieve immediate results in the two primary areas identified in the DDMP for implementation: Lower Main Street and the Beachfront. These areas are identified as the Priority Investment Area in the draft CIP. N. Barry Lyons Consulting (NBLC) recommends that the financial incentives offered by the Town are performance-based and tightly focussed on properties that are either: a) fronting along Main Street between the Community Hub and the Nottawasaga River and/or the public square in the Lower Main area; or b) fronting on the public square and/or Spruce Street in the Beachfront area. The Priority Investment Area mirrors the lands included in the draft Memorandum of Understanding that staff are proposing to landowners within this area. Identifying a Priority Investment Area ensures that any funds made available by Council through the budget process for these incentives promote investment in the Phase One lands of the Downtown Development Master Plan. The proposed CIP contains goals and objectives, rationale and general requirements for the incentive programs, and a summary of the proposed incentive programs, including the following:

93 Residential / Mixed-use Development Incentive program Tax Increment Equivalent Grant (TIEG) program Planning and Development Fee Waivers/Grants Exemption/Reduction from Parking Ratio Requirements Affordable Housing Program (Downtown-wide) Incentives would only be available for new construction, not conversions or additions to existing buildings. Performance-based criteria will be used by the CIP program administration team to evaluate applications for incentives, including such factors as: location adjacent to one of the two public squares; the inclusion of ground floor commercial/community space; four-storey building heights; high-quality design; demonstrated financial need; and how well the application meet the goals and objectives of the Downtown Development Master Plan. NBLC will conduct a financial analysis in order to determine the appropriate level of subsidy required to make development sufficiently profitable in the CIP area for these incentives. An affordable housing funding program could be offered for the whole of the Downtown to encourage a broader range of housing opportunities. The Town has approached the County of Simcoe to consider options for the County also offering incentives that could support the Town s CIP programs. The County has an existing affordable housing incentive program that could be available to landowners for projects that contain affordable rental housing within the whole of the Downtown. SUMMARY: In order to encourage redevelopment within specific areas of the Downtown, Staff recommends utilizing the powers under Provincial legislation (Municipal Act and Planning Act) to prepare a Community Improvement Plan for Downtown Wasaga Beach. Through a CIP, the Town is able to undertake activities that support the goals and objectives of the Downtown Development Master Plan, and provide incentive programs intended to facilitate redevelopment by potential investors. This report provides Council with the draft Community Improvement Plan in advance of the Public Meeting on June 27, Staff will report back to Council after the public and agency consultation process with recommendations. If Council decides to adopt a Community Improvement Plan for Downtown Wasaga Beach, Council may allocate an annual budget towards CIP incentives for the five year period proposed in the draft CIP. Respectfully submitted, Nathan Wukasch, MCIP, RPP Planner Appendix A Draft Community Improvement Plan for Downtown Wasaga Beach

94 Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan Wasaga Beach, Ontario June 2017 N. BARRY LYON CONSULTANTS LIMITED

95 Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan Wasaga Beach, Ontario Table of Contents 1.0 Background and Overview Legislative and Policy Framework The Downtown Community Improvement Plan Summary of Incentive Programs Application, Monitoring, and Review Appendix A Mapping Appendix B Supporting Documentation Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario

96 1.0 Background and Overview 1.1 Introduction Downtowns allow for the efficient use of land and municipal resources for the social and economic benefit of the community. They include an interesting mix of residential, commercial, and public uses and spaces. Well-designed, they can become a source of community pride and identity. Downtowns can offer a sense of place that yields benefits in terms of improving the quality of life for residents, creating a strong investment environment, and supporting growth. The Town of Wasaga Beach ( the Town ) has had a significant amount of growth over the past 20 years, however, much of that growth has been focused on the edge of the community. The planning direction for the historic core of the community has been focused on tourism based activities. As a result, investment in the core areas has been minimal, leaving the Town without a community focus. In 2015, Council for the Town approved boundaries for the new Downtown (see page 3). They identified that as the Town transitions from a seasonal destination to a more complete community, the development of a new Downtown core would serve several functions. A healthy Downtown will enhance the economic competitiveness of the Town, will aid in rebranding the Town with a more sophisticated and inclusive image, and will help attract new residents, businesses, and jobs, diversifying the local economy. While the Town will always have a significant component of tourism, its increasing attractiveness as a destination for permanent residents has underpinned the need for a Downtown that builds on the growing sense of community. In June 2016, Council awarded Forrec Limited and their associated sub-consultants (N. Barry Lyon Consultants Ltd, J.C. Williams Group, CBRE, Toole Design Group) the contract to lead the development of the Downtown Development Master Plan ( DDMP ), initiating the planning process for the creation of a new Downtown. Over the months that followed an intensive evaluation of the social, physical, cultural, and economic influences at play were analyzed. The key barriers and impediments blocking the development of a legitimate Downtown were identified. The path forward is to stimulate reinvestment with a balance of public and private investment. The public investment component features two important public spaces. The first being a town square in the future Downtown that will form an important civic space to help organize and frame future Downtown development while offering a central town venue for public events and celebrations. The second public space is Festival Square which will be an integral part of future development on Beach One. This space will be designed for both passive and active programing but primarily for seasonal tourist based activities. Similar to the Downtown square, Festival Square will provide an organizing element for future development. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 1 P a g e

97 Artist s impression of the Downtown public square designed to accommodate public events and celebrations with private sector investment flanking its perimeter Artist s impression of the Festival Square that will be designed primarily to accommodate seasonal activities but will also help encourage and organize new investment. The CIP polices will work hand in hand with these, and other physical investments. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 2 P a g e

98 These public investments are seen not only as amenities for the community but also as strategic investments that will improve the marketability and value of the adjacent real estate. The Downtown Development Master Plan ( DDMP ) recommended that financial incentives be offered concurrently with these physical investments to help market and stimulate interest in the community. In order to provide these incentives, a Community Improvement Plan would be needed. On March 28, 2017, Council adopted the DDMP, along with several recommendations from staff. This Community Improvement Plan responds to the direction of Council with respect to the associated recommendations contained in the staff report submitted to the Committee of the Whole on March 21, Downtown area, as approved by Council in December 2015 Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 3 P a g e

99 1.2 Community Consultation The DDMP process featured a comprehensive public engagement program that helped guide and shape its recommendations. Over the course of several months, the consultation process included a number of public presentations, workshops, drop-in sessions, and stakeholder meetings. The findings from this public engagement and the DDMP process will aid in informing the Community Improvement Plan. As part of the Community Improvement Plan process, a statutory public meeting was held on June 27, Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 4 P a g e

100 2.0 Legislative and Policy Framework The following legislative framework provides the authority for a Community Improvement Plan. 2.1 Planning Act The Planning Act, R.S.O. 1990, c. P. 13, as amended ( Planning Act ) provides the statutory framework for the creation of Community Improvement Plans in the Province of Ontario. Where there is an official plan in place that contains provisions related to community improvement, Section 28 of the Planning Act provides authority for municipalities to designate by by-law a Community Improvement Project Area ( CIPA ). The Planning Act further authorizes Council to prepare a plan suitable for adoption as a Community Improvement Plan ( CIP ) for the CIPA. Subsection 28(7) of the Planning Act states that: for the purpose of carrying out a municipality s community improvement plan that has come into effect, the municipality may make grants or loans, in conformity with the community improvement plan, to registered owners, assessed owners and tenants of lands and buildings within the community improvement project area, and to any person to whom such an owner or tenant has assigned the right to receive a grant or loan, to pay for the whole or any part of the eligible costs of the community improvement plan. 2.2 Municipal Act, 2001 Subsections 106(1) and 106(2) of the Municipal Act, 2001, S.O. 2001, c. 25 ( Municipal Act ) prohibits municipalities from directly or indirectly assisting any manufacturing business or other industrial or commercial enterprise through the granting of bonuses. However, Section 106(3) provides an exception to this bonusing rule for municipalities exercising powers under the provisions of Section 28 of the Planning Act. Additionally, subsection 365.1(2) states that: a local municipality may pass by-laws providing for the cancellation of all or a portion of the taxes for municipal and school purposes levied on one or more specified eligible properties, on such conditions as the municipality may determine, and a by-law may apply in respect of the rehabilitation period for a specified property, the development period for a specified property, or both. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 5 P a g e

101 2.3 Official Plan of the Town of Wasaga Beach Subsection of the Official Plan of the Town of Wasaga Beach ( Official Plan ) contains policies to support the establishment of a CIPA and a corresponding Community Improvement Plan. This section contains goals and objectives for areas designated as a CIPA (Subsection ), as well as considerations to be addressed through the preparation of Community Improvement Plans (Subsection ). Council adopted Official Plan Amendment ( OPA ) 42 in May 2016 which outlined the CIP boundaries of the Downtown in Schedule H of the Official Plan. OPA 42 was approved by the County of Simcoe in September Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 6 P a g e

102 3.0 The Downtown Community Improvement Plan 3.1 Community Improvement Plan Area (CIPA) The area under study for the DDMP is characterized by a mix of land uses ranging from new retail and medium density residential uses located at Stonebridge at the southeast of the Downtown, to weak tourism based uses and vacant or underutilized land in the traditional core areas of the Town, including along Main Street and in the Beach area. The Stonebridge development offers important amenities to the community but, by design, is oriented to car use and offers only a supportive role in the establishment of a new Downtown. The challenge resides in the balance of Main Street westward to Beach One. Along this strip, land uses are either underperforming or serve only a very focused summer market and contribute little to the community form and function. Several sites are vacant or unoccupied, and in the Beach Area, a fire destroyed much of what had previously existed there. The Town wisely acquired much of these Beach lands in anticipation of a strategic municipal response the DDMP. During the course of the development of the DDMP a great deal of discussion was centred on which parts of the Downtown should be the primary focus. There was an agreement that the core area should be compact, at least at first, to ensure that efforts are focused. A compact CIPA within the broader area designated as the Downtown Area in the Official Plan recognizes that the Town s resources are finite and projects should not be too spread out, allowing for the maximum benefit to be captured. It was also agreed during the analysis phase of the DDMP and consultations with the public that the Downtown should be primarily for permanent residents but not ignore the tourism based activities centred around Beach One. The peak summer activity, from an economic perspective, was viewed as an opportunity to support businesses located in the Downtown. These factors underpinned the basic logic for the establishment of two distinct areas, within a walkable distance but with unique functions, that together make up the CIPA. The idea of a town square, to help frame and organize a future Downtown, while at the same time creating a community amenity for special events and celebrations helps further rationalize the boundaries of the CIPA. The Community Improvement Plan Area is shown in Schedule A in the Appendix. These boundaries were adopted by Council in May Overall Approach of the CIP While the Town has exhibited strong growth, virtually all of this growth is occurring outside of the boundaries of the Downtown. Barriers to investment therefore lie largely on the area s appearance, Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 7 P a g e

103 fragmented pattern of land use and ownership, land uses that are inconsistent with new investment, and outdated planning policies. The overall approach to this CIP is to link the public sector investment proposed in the CIP related to public space and road network enhancements with private sector financial inducements. The programs offered in the CIP are designed to work hand in hand with the other actions recommended in the DDMP to help offset some of the market shortfalls by using financial mechanisms, in the form of grants and loans, to reduce the cost of development and redevelopment in the Downtown area and attract new investment. These financial tools can be used to catalyze new development and investment in early years until a market has been established. The financial incentives that are offered in the CIP will be performance-based and focused on properties that are located primarily along Main Street between Elm Drive and Beach Drive. This includes all properties fronting on both proposed town squares. This area is highlighted as the Priority Investment Area on Schedule A, and is illustrated in detail below. The performance-based criteria used to evaluate the applications will include factors such as location adjacent to one of the two public squares, the inclusion of ground floor commercial / community space, four-storey building heights, high-quality design, demonstrated financial need, and how well the application meets the goals and objectives of the Official Plan and the DDMP. Location of Priority Investment Area for Community Improvement Plan programs Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 8 P a g e

104 The purpose of this focused approach is to ensure that the limited funds available for these incentives are used efficiently, and to promote priority investment in line with the objectives of the DDMP. 3.3 Prioritization of Affordable and Rental Housing One of the goals of the CIP should be to create a broad mix of housing forms in the Downtown that meets the needs of a wide range of residents. This includes not only market ownership units, but also affordable rental, affordable homeownership, and purpose-built rental units. While the incentive programs in this CIP are to be primarily used in the Priority Investment Area, they should also be provided for new affordable ownership and purpose-built rental units throughout the rest of the Downtown boundaries. Locating affordable housing in the Downtown will improve the lives of a broad range of residents including aging populations who need to live in convenient, walkable locations where they can access amenities and services to meet their daily needs without the use of a car. Providing incentives for affordable housing units in the Downtown that align with the provincial growth forecast and provincial priorities could attract additional funding from senior levels of government to make affordable housing development in the Town more feasible. 3.4 Objectives of the Community Improvement Plan The overall objectives of the community improvement plan are to: Help shift the Town from a seasonal tourism-based destination to a more complete four-season community; Encourage existing property owners to reinvest in terms of more intensified developments consistent with the directions of the DDMP; Facilitate future growth by encouraging private sector investment in a broader range of housing forms for a greater number of smaller households (as forecasted in Hemson Consulting Ltd s Development Charges Background Study, 2015) and for the growing number of senior households; By strategically investing with the private sector, promote the Town for additional downstream investment; Enhance the quality of the public realm in a walkable, pedestrian-friendly environment as an amenity to permanent residents of the Town; Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 9 P a g e

105 Create a focus for community activities and a symbolic heart of the Town to build a sense of community identity and pride; Encourage the renewal and upgrading of tourism-based accommodation; Encourage new tourism activity that attracts broader benefits to the Town in terms of shared amenities, as well as economic spin-offs; Maximize the use and efficiency of in place municipal infrastructure; and, Grow the property tax base. 3.5 Rationale for the Incentive Programs The primary rationale for the financial incentive programs contained in this CIP is to implement the recommendations and vision of the DDMP. The financial incentives will aid in creating a vibrant, healthy, and pedestrian-friendly Downtown area while aiding to establish a market for new residential and commercial uses that does not currently exist without them. The financial incentive programs provided in this CIP include: Residential / Mixed-Use Development Incentive Program; Tax Increment Equivalency Grant Program; Planning and Building Permit Fee Rebate Program; and, Parking Ratio Exemption. The four financial incentive programs were chosen with the intention of reducing costs associated with new development to catalyze new investment in the Downtown area. These financial incentive programs are expected to offer the greatest impact for future investment in the Downtown. 3.6 General Requirements for the Incentive Programs All financial incentive programs described herein are subject to the following general requirements. These requirements are not intended to be exhaustive. The Town reserves the right to include other reasonable requirements and conditions on a project-specific basis. Approval for annual funding under the financial incentive programs will not be issued on a first come, first served basis, but rather will be based on which application(s) best meet the goals of the Official Plan and the DDMP. The Town will identify the application process and timelines for review at a later date, prior to CIP adoption; Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 10 P a g e

106 Generally speaking the Town is seeking to encourage significant investments that will have a positive impact on the shaping of the Downtown in terms of its function and appearance. These uses will ideally be three to four storeys in height; The incentives contained herein are for new construction only. Conversions and additions to existing buildings are not eligible for the financial incentive programs in the CIP; Priority shall be given to residential developments that include ground-floor retail, office, commercial, or community space. Highest priority will be provided to the properties fronting on the two planned town squares; Outside the Priority Investment Area, the incentive programs herein are only available for affordable housing units and purpose-built rental units that meet the goals of the Official Plan and the DDMP; A property meeting the eligibility criteria of the financial incentive programs may apply and be approved for multiple incentive programs if it is able to demonstrate the need for funding from multiple programs; Approval of one or more of the financial incentive programs included in this CIP does not preclude the applicant from needing to obtain any other required municipal, provincial, or federal approvals associated with the project; All approved projects shall conform to all relevant provincial legislation and municipal bylaws, standards, policies, and procedures; The financial incentives described in this CIP may be used in combination with any other program offered by the Town and/or any other level of government; At its discretion, Council may sell municipal property at below fair market value to achieve the goals of the Official Plan and the DDMP; The Town may receive applications that exceed the maximum program amount outlined in this CIP. Council may provide incentives that exceed the defined program funding at its discretion so long as the application meets all other criteria and achieves the goals of the Official Plan and the DDMP; The Town reserves the right to peer review / audit any studies and/or projects approved under a financial incentive program, at the expense of the applicant; The Town is not responsible for any costs incurred by an applicant for any of the financial incentive programs contained herein; Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 11 P a g e

107 Any property in a position of tax arrears will be ineligible for any financial incentive program; The Town may discontinue any financial incentive at any time. Approved properties will continue to receive agreed upon incentives after the cancellation of any program so long as the applicant remains in compliance with the requirements set out in the individual agreement; As per subsection 28(7) of the Planning Act, eligible applicants must be either a registered property owner, assessed property owner, or a tenant of a property to whom the owner has assigned consent to receive assistance under the CIP; and, Works that commenced prior to submitting an application for one of the financial incentive programs are ineligible. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 12 P a g e

108 4.0 Summary of Incentive Programs 4.1 Residential / Mixed-Use Development Incentive Program Purpose The purpose of this program is to attract more intensive multi-family residential and mixed-use development in the Downtown area. The grant is meant to catalyze the market for this type of residential / mixed-use development Description Under this program, the Town will provide a grant to a developer equivalent to the Town s residential development charge rate. The total amount of incentive provided annually under this program will be at the discretion of Council approval. In addition to the grant for residential uses, a grant equivalent to the Town s non-residential development charge will also be provided for developments that include commercial / retail space along the ground floor of a mixed-use building in the primary incentive area. In order to ensure completion of any project that is approved under this incentive program, 50% of the grant will be provided to the applicant at the time of building permit approval, with the remaining 50% provided upon issuance of an occupancy permit by the Town. All applications will be considered subject to the availability of funding. If no applications are approved in a given year, funding from that year should be added to that of future years in order to respond to any future increased demand for the program. When a market for these uses is deemed to have been established, this program may be discontinued at the discretion of Council. 4.2 Tax-Increment Equivalency Grant (TIEG) Program Purpose To encourage the redevelopment of eligible properties by providing grants equivalent to the incremental increase in municipal property tax assessment and revenue resulting from the property improvements associated with the redevelopment. A TIEG aids in putting lands which otherwise may not be redeveloped, back into productive use. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 13 P a g e

109 4.2.2 Description Council may provide grants for an eligible property to the property owner, assessed property owner, or a tenant of a property to whom the owner has assigned consent equal to the full amount, or a portion of the amount of the estimated incremental property tax increase after the property is redeveloped. This assumes that the improvements result in an increase in assessment and taxation. The grant is provided after the improvements to the property have been completed and the property has been reassessed by the Municipal Property Assessment Corporation to ensure that the value of the property has increased. Taxes will be paid in full prior to the grant being issued. The difference in tax values from the pre and post-improvement assessments will be used to calculate the incremental increase in municipal property tax revenue and the total value of the grant. The property owner / developer will pay the full cost of their municipal property tax bill after the increase in assessment. The incremental tax increase will then be refunded by the Town over an established pre-improvement base assessment (based on the time of approval of the application). If a project is phased over multiple years, the grant for later phases will be based on a property reassessment prior to construction of each phase. The grant will be provided to applicants for five years after the property improvement is complete. Within the Priority Investment Area, the grant will be equal to 100% of the tax increment in years one to three. In years four and five, the grant will decrease to 50% of the tax increment, ceasing thereafter. Outside the Priority Investment Area within the Downtown boundaries, the grant shall be equal to 100% of the tax increment in year one, 80% in year two, 60% in year three, 40% in year four, 20% in year five, and shall cease thereafter. TIEG applications must be accompanied by: Photos depicting the current condition of the eligible property; Plans, reports, estimates, contracts, and other information necessary to understand the proposed development concept for the property; and, Information on how the development meets the goals of the Official Plan, CIP, and DDMP. TIEG applications shall be approved by Council, by by-law, and the eligible owner or tenant will be required to enter into an agreement with the Town. If the owner or tenant of the approved property defaults on any condition set out in the agreement, it will become void and the grants will become immediately payable to the Town, in full. In the case of a condominium apartment development, the tax savings from the TIEG should be passed to the purchasers of the units as opposed to the developer. This will incent buyers to consider Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 14 P a g e

110 purchasing a unit and investing in the Downtown, and the developer will be able to use the property tax breaks associated with the TIEG as a marketing tool, potentially improving sales absorption rates. By doing this, both the developer and the purchaser benefit from the incentive program. 4.3 Planning and Building Permit Fee Rebate Program Purpose To encourage the development and redevelopment of eligible properties by rebating fees associated with applications under the Planning Act and Building Code Act, 1992, S.O. 1992, c Description The Town may rebate fees for applications associated with the development or redevelopment of eligible properties. These rebates may include the cost of any or all of the following: Zoning by-law and Official Plan amendments; Minor variances; Site Plan Control; Plan of subdivision / condominium; Building permits; Occupancy permits; Section 37; Parkland dedication; and, Demolition Permits. This program includes a rebate on the aforementioned fees. As such, applicants are expected to pay these fees at the required times, with planning fees to be reimbursed when the project has been approved and a building permit has been issued. Building permit fees should be rebated upon substantial completion of construction. This ensures that the incentive leads to the actual implementation of the project. This program is only applicable to fees levied by the Town. Fees associated with any outside agency or upper-level of government will be required to be paid by the applicant and are not subject to a rebate unless an agreement has been made with one or more of these outside agencies / governments by the applicant. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 15 P a g e

111 4.4 Parking Ratio Exemption Purpose To aid in reducing the costs of development by exempting new residential / mixed-use development in the Downtown from the pre-determined parking ratio Description Parking, particularly in an underground garage, can be one of the most significant costs for a developer of a new multi-family residential building. Relaxing parking standards would have relatively little financial cost to the Town and a significant savings for many projects. A parking ratio exemption would allow developers in the Downtown to be exempt from the required parking ratio in the Town of Wasaga Beach Zoning By-law. This exemption places the onus on the developer to build only the parking necessary to accommodate the development from a market perspective. The parking ratio for a new development on an eligible property shall be negotiated with the Town s Planning Department, and the applicant shall provide supporting documentation and market evidence, at the cost of the applicant, for the proposed ratio. 4.5 Other Initiatives Public Realm Improvements In addition to utilizing financial tools to attract new investment in the Downtown, the Town will need to take several measures to signal their commitment to the revitalization process. This includes public realm and streetscape improvements in the Downtown, particularly along Main Street, beginning with the construction of the traffic circle at Main Street and Beck Street recommended in the DDMP. This also includes funding, in part or in whole, the design and construction of the two recommended town squares one at Main Street and Beck Street, and the other in Beach One in order to create community focal points on both the town and beach sides of the Nottawasaga River. These town squares should have consistent programming to attract people and drive positive awareness of the area and the wider Town for residents and tourists. The public realm improvements would make the Downtown a more attractive place, which could shorten the length of time that the financial incentive programs are needed. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 16 P a g e

112 4.5.2 Property Acquisition and Disposition The Town may acquire and prepare property, including land and/or buildings, for the purpose of redevelopment within any portion of the CIPA. The Town may also dispose of, including through sale, lease or otherwise, municipal land and/or buildings within any portion of the CIPA for the purpose of achieving the goals and objectives of this CIP. Strategies for further land acquisition should be considered in order to aid in the revitalization process. The more land in the Downtown that the Town owns, the more it will be able to participate in shaping the uses and built forms that will be constructed in the Downtown. Land ownership will allow the Town to be a partner with private sector investors on the redevelopment of the Downtown. The Town was forward-thinking when it acquired a significant amount of land in the beach area, and consideration should be given to whether or not further acquisition along Main Street would be worthwhile for the revitalization process. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 17 P a g e

113 5.0 Application, Monitoring, and Review 5.1 Application Process 1. Online Form: Applicant completes an online form signaling intent to apply for one or more CIP program. a. Information from the applicant should include a description of the project and expected time to completion; incentive programs of interest and estimated funding request; and, information on how the project will improve the property and contribute to the goals and objectives of the CIP and DDMP. 2. Pre-Application Consultation: Meeting between the applicant and the CIP program administration team. 3. Applicant Screening: To ensure compliance with eligibility requirements and that the applicant is in good standing with the Town. 4. Application Submission: Completed application submitted to the CIP program administration team with all supporting materials required by the Town. 5. Application Endorsement: Endorsement of application(s) by CIP program administration team. Staff report submitted to Council with recommendation. 6. Council Decision: Council vote on providing funding through CIP programs to recommended applicant(s). Council may require a successful applicant to enter into a legal agreement which outlines all terms and conditions of assistance, including any limitations of the assistance. 7. Notification: Applicant is notified of the decision. If the applicant is satisfied with the decision, the project funding will commence upon the complete execution of an agreement between the Town and the applicant, as may be required by the Town, or at another date as specified by the Town. 5.2 Monitoring and Review Timeline The CIP should be monitored on an ongoing basis to track progress towards the stated goals. The monitoring program will be structured around a number of indicators, as outlined on the following page, and can be undertaken by Town staff. An annual staff report, presented to Council, shall be written with information pertaining to the performance of each of the available incentive programs and the response that they have received. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 18 P a g e

114 Where possible, these reports should also address the social effectiveness of these incentive programs, particularly as they pertain to the provision of a diverse mix of new housing, including affordable housing units. These annual reports to Council should also be used to inform any future changes to this CIP, or adjustments to any budgeting decisions related to any of the financial incentive programs. CIP Program Program-Specific Indicators Residential / Mixed-Use Development Incentive Program Tax Increment Equivalency Grant Program Planning and Building Permit Fee Rebate Program Parking Ratio Exemption Number of applications received / approved Number of new residential units constructed Amount of new non-residential space constructed (sq. ft.) Value of total grants Value of private sector investment Number of applications received / approved Amount of land redeveloped under program (acres / hectares) Number of new residential units constructed Amount of new non-residential space constructed (sq. ft.) Estimate / actual increase in assessment value of approved properties Estimate / actual amount of municipal tax assistance provided to approved properties Value of private sector investment Number, type, and value of planning and building permit fees rebated Number of new residential units constructed Amount of new non-residential space constructed (sq. ft.) Value of private sector investment Number of applications proposing a lower parking ratio than Zoning By-law requirement Number of new residential units constructed Amount of new non-residential space constructed (sq. ft.) Parking ratio of new developments in the Downtown Value of private sector investment In addition to the annual reports, there should be a detailed review of the CIP policies and performance every five years. This five-year review should be tied to the statutory five-year Official Plan Review. At this time, decisions can be made as to whether new incentives are needed, existing incentives should be retired, or if the CIP itself has served its purpose and can be discontinued. Any major amendments made outside of the five-year review timeframe should be approved by Council. These amendments may include adding or removing a new financial incentive program, amending the amount of financial assistance available under the programs, or a change to the CIPA boundaries. These amendments shall be undertaken in accordance with Section 28 of the Planning Act. Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 19 P a g e

115 Appendix A Mapping Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 20 P a g e

116 Schedule A Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 21 P a g e

117 Schedule B Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 22 P a g e

118 Appendix B Supporting Documentation TBD Town of Wasaga Beach DRAFT - Downtown Community Improvement Plan, NBLC Docket Wasaga Beach, Ontario 23 P a g e

119 STAFF REPORT TO: FROM: SUBJECT: Committee of the Whole Andrew McNeill, Director of Economic Development and Tourism Downtown Development Opportunity Request for Expressions of Interest (RFEOI) DATE: June 20, 2017 RECOMMENDATIONS THAT Committee of the Whole recommends to Council that Fram Building Group Ltd. & Slokker Canada Corp., be short-listed for Council s consideration to be the development partner with the Town of Wasaga Beach to develop Town-owned lands within Downtown Wasaga Beach; AND FURTHER THAT Committee of the Whole recommends to Council that Council meet with and tour built projects of Fram Building Group Ltd., & Slokker Canada Corp., prior to Council s decision as to whether or not Fram Building Group Ltd. & Slokker Canada Corp., should become the Town s development partner; AND FURTHER THAT Committee of the Whole recommends to Council that prior to Council decision as to whether or not Fram Building Group Ltd. & Slokker Canada Corp. should become the Town s development partner, a third-party party audit be undertaken to ensure that Fram Building Group Ltd. & Slokker Canada Corp., has the financial strength to carry out the project to the satisfaction of the Town; AND FINALLY THAT, subject to Council selecting Fram Building Group Ltd. & Slokker Canada Corp., to be the development partner of the Town, that the Town negotiate a future form of rights to future phases based upon meeting performance milestones to the satisfaction of the Town, as will be spelled out and agreed to in a subsequent development agreement; BACKGROUND At the March 21, 2017 meeting of Committee of the Whole, RESOLUTION NO was approved and included the following recommendation: staff be directed to prepare and issue a Request for Expressions of Interest (RFEOI) to seek interested development partners for the Town to develop Town-owned lands within Downtown Wasaga Beach.

120 Further, at the April 18, 2017 meeting of Committee of the Whole, RESOLUTION NO was approved as follows: THAT Committee of the Whole recommends to Council that staff be directed to issue the Downtown Development Opportunity - Request for Expressions of Interest (RFEOI) and report back to Committee, following review of the submissions by the Downtown Steering Committee, with a list of respondents to the RFEOI, developer short-list recommendations, as well as recommended next steps in the process. DISCUSSION The Town of Wasaga Beach issued the Downtown Development Opportunity Request for Expressions of Interest ( RFEOI ) on April 26, 2017 to seek expressions of interest from experienced mixed-use developers interested in participating in the development of Downtown Wasaga Beach, which includes redevelopment of the beachfront at Beach Areas One and Two. A copy of the RFEOI is attached to this report as Appendix 1. The RFEOI closed at 2:00pm on May 26, Submissions Received Responses to the RFEOI were received from the following mixed-use developers by the stipulated deadline of 2:00pm on May 26, 2017: Fram Building Group Ltd. & Slokker Canada Corp; Freed Developments Ltd; RLS Wasaga Group Inc; U Developments; and Windcorp Developments Limited and Janik Group in Joint Venture. Copies of the submissions received are attached as Appendices 2-6. Public Notice of the RFEOI The RFEOI was advertised to the public in the following ways: Notice on the Town s website; Advertisement in the Wasaga Sun; Advertisement on Biddingo; Advertisement in Novae Res Urbis; Simcoe County distribution to their list of County developer contacts through the County s Economic Development Department; Provincial distribution to their list of developer contacts through the Ministry of Tourism, Culture and Sport; and Direct forwarding to developers by Town staff

121 Discussions with Developers during the Downtown Development Master Plan ( DDMP ) Process During the process to create the DDMP, staff met with the following developers or representatives from the following development companies, to seek input into the development of the plan as well as to promote Downtown Wasaga Beach as an investment opportunity: Nick Cortellucci, Zancor Homes Greg Chew, DTZ Barnicke Peter Freed, Freed Developments Ltd. Frank Giannone, Fram Building Group Ltd. RLS Wasaga Group Inc. Laura Starr, Windcorp Developments Gary Muller, Hotel X Gary Breda, Bremount Homes Nick Falvo, Baycliffe Homes MD Tarekh Rana, SJ71 Limited Paul Federico, Sterling Group Corp. Tony DiPaola, Tony DiPaola Professional Corporation David T. Kompson, Ellicott Development Chad Hope, Holloway Lodgings Joe Pulla, Johnvince Foods Gunjan Kahlon, Wyndham Hotel Group Joe Morano and Elliot Steiner, Elm Developments Robert O Dell, Empire Communities Rob Spanier, LiveWorkLearnPlay, Ltd. Following the RFEOI going public, staff forwarded a copy of the RFEOI to the developers listed above. Provincial Investor Dragons Session - December 16, 2016 The Ministry of Tourism, Culture and Sport hosted an Investor Dragons session on December 16, The purpose of the session was to provide an opportunity for nine (9) municipalities to pitch investment opportunities to developers that were selected by the province to attend the session. The Town of Wasaga Beach was selected to attend the session and staff presented the DDMP as an investment opportunity. The province selected the following developers to attend the session: Tony DiPaola, Tony DiPaola Professional Corporation David T. Kompson, Ellicott Development Chad Hope, Holloway Lodgings Joe Pulla, Johnvince Foods Gunjan Kahlon, Wyndham Hotel Group - 3 -

122 Greg Chew, DTZ Barnicke Frank Giannone, Fram Building Group Ltd. Robert O Dell, Empire Communities Rob Spanier, LiveWorkLearnPlay, Ltd. RFEOI Submission Requirements The RFEOI stated that a complete submission would contain, at minimum, the following: Cover Letter Table of Contents Proponent s experience and qualifications in: o Mixed-use development; o Mixed-use projects in small markets or tourism-related developments; o Proponent s team and organizational chart; o Key personnel experience and qualifications; o Proponent s initial impressions of the project and how the proponent would approach development of the project. This should include feedback as to what the proponent would be looking for (i.e. is the proponent interested in securing the ability to do the entire project or a part of the project); o Commitment that if selected, the Town will have the ability to retain a third party auditor to ensure that the proponent has the financial strength to carry out the project; and o References. RFEOI Submission Deadline The deadline for RFEOI submissions was noted in the RFEOI as 2:00pm local time on Friday, May 26, Submission Review Process The RFEOI stated the following: The Town of Wasaga Beach has a Downtown Steering Committee in place comprised of Members of Council, Town Staff and members of the public. Expressions of Interest will be reviewed by the Downtown Steering Committee. RFEOI Evaluation Criteria Evaluation criteria were noted in the RFEOI as follows: The quality of the submission proposal (10 points); Development Team (10 points); - 4 -

123 Experience in the development of mixed-use projects (25 points); Experience in the design and implementation of projects in small markets or tourism related developments (15 points); Impressions of and approach to undertaking the project (30 points); and References (10 points). The RFEOI Short-List Process The RFEOI provided the following guidance to developers with respect to the short-list process: The Downtown Steering Committee will review submissions and recommend a shortlist of developers to Town Council. Short-listed developers will be requested to participate in an interview process, make a presentation to Town Council and provide input to the process. Following the interview and presentation, the Town may request that short-listed developers submit a formal bid proposal or the Town may elect to proceed to select a developer or developers with whom a development agreement might be negotiated. Municipal Discretion and Authority The issuance of the RFEOI and receipt of responses to the RFEOI does not in any manner fetter the discretion or rights of the Town under any legislation including, but not limited to, the Municipal Act, 2001, S.O. 2001, c. 25, the Planning Act, R.S.O. 1990, c. P.13. Nothing in this RFEOI obligates the Town to enter into any contacts, agreements, or arrangements with any person or body that has submitted a response to the RFEOI and no contract, agreement or arrangement is created between the Town and any person or body that submitted a response to the RFEOI by way of making such submission. The Town, in its sole discretion, may decide that it does not wish to proceed with any project identified in this RFEOI or in the DDMP and any such decision. Downtown Steering Committee and RFEOI Review Committee The following individuals comprised the RFEOI review committee: Peter Gribbin, Chair, Downtown Steering Committee Katelyn Colella, Vice-Chair, Downtown Steering Committee Brian Smith, Mayor Ron Ego, Councillor Edward Stanyk, Resident George Potopnyk, Resident Rene Bindi, Resident Susan Gammon, Resident Andrew McNeill, Director of Economic Development and Tourism (Staff support non-voting member) - 5 -

124 In addition to the above steering committee members, additional staff attended the review of the RFEOI s to answer any questions that the committee may have had. The evaluation of the RFEOI submissions took place on June 8 th and 9 th, 2017 and was open to the public to attend and observe the evaluation process. Evaluation Scores Developer Score Rank Fram Building Group Ltd. & Slokker Canada Corp Freed Developments Ltd Windcorp Developments Limited and Janik Group in Joint Venture U Developments RLS Wasaga Group Inc Downtown Steering Committee Short-List Recommendation Following review of the RFEOI proposals, the Downtown Steering Committee passed the following resolution: Moved by S. Gammon, Seconded by R. Bindi Resolution THAT the Downtown Steering Committee recommends to Council that Fram Building Group Ltd. & Slokker Canada Corp., be short-listed for Council s consideration to be the development partner with the Town of Wasaga Beach to develop Town-owned lands within Downtown Wasaga Beach; AND FURTHER THAT the Town negotiate a future form of rights to future phases based upon meeting performance milestones to the satisfaction of the Town, as will be spelled out and agreed to in a subsequent development agreement; AND FURTHER THAT the Downtown Steering Committee recommends to Council that Council meet with and tour built projects of Fram Building Group Ltd., & Slokker Canada Corp., prior to selection; AND FINALLY THAT the Downtown Steering Committee recommends to Council that prior to Council decision, a third-party party audit be undertaken to ensure that Fram Building Group Ltd. & Slokker Canada Corp., has the financial strength to carry out the project to the satisfaction of Council; CARRIED - 6 -

125 Recommended Next Steps It is important for Council to have an opportunity to tour built projects by Fram Building Group Ltd., & Slokker Canada Corp., prior to making any decision to provide members of Council an opportunity to understand the quality of development that Fram Building Group Ltd., & Slokker Canada Corp., is capable of delivering as well as to get a feel for the developer. A partnership between the Town and a developer has the potential to be a multi-year partnership and Council will need to understand if this is a developer that the Town will be able to establish a positive working relationship with. Staff concurs with the recommendation of the Downtown Steering Committee that a tour of built projects as well as a meeting or meetings with the developer take place prior to any final decision on this matter. Understanding that Fram Building Group Ltd., & Slokker Canada Corp., has the financial strength to carry out the redevelopment of Downtown Wasaga Beach is critical to any decision by Council. Staff concurs with the recommendation that a third-party audit be undertaken to verify that Fram Building Group Ltd., & Slokker Canada Corp., is sound financially. The first phase of development within the Lower Main District and the Beach District is risky to any developer. Following completion of phase one, substantial value will be added to both districts thereby making it easier for subsequent developers to make a profit. The request by Fram Building Group Ltd., & Slokker Canada Corp., to negotiate a future form of rights to future phases based upon meeting performance milestones to the satisfaction of the Town is considered a reasonable request by staff to potentially reward the developer for taking upfront risk for potentially marginal or no return in early phases of redevelopment. The terms for such rights can be negotiated in a development agreement subsequent to a decision being made by Council as to whether or not Council wishes to proceed to partner with Fram Building Group Ltd., & Slokker Canada Corp. Performance milestones would protect the interests of the municipality in the event that the developer fails to meet its obligations. CONCLUSION The Downtown Steering Committee has undertaken a fulsome review of the five submissions to the Town s RFEOI to secure a development partner to develop Town-owned lands within Downtown Wasaga Beach. The committee believes that Fram Building Group Ltd. & Slokker Canada Corp., should be short-listed for consideration by Council. Respectfully submitted, Andrew McNeill Director, Economic Development and Tourism - 7 -

126 APPENDIX 1 TOWN OF WASAGA BEACH DOWNTOWN DEVELOPMENT OPPORTUNITY REQUEST FOR EXPRESSIONS OF INTEREST Issue Date: April 26, 2017 Submission Deadline: 2:00pm, May 26, 2017 Request To: Experienced Mixed-Use Developers

127 TABLE OF CONTENTS A. REQUEST FOR EXPRESSIONS OF INTEREST ADVERTISEMENT.. 3 B. INTRODUCTION. 4 C. LOCATION 5 D. DOWNTOWN WASAGA BEACH BOUNDARY.. 6 E. THE OPPORTUNITY.. 7 a. LOWER MAIN DISTRICT 8 b. LOWER MAIN PRIORITY PROJECTS. 9 c. MEMORANDUM OF UNDERSTANDING. 10 d. LOWER MAIN DISTRICT ARTIST S RENDERING. 11 e. THE BEACH DISTRICT f. BEACH DISTRICT PRIORITY PROJECTS.. 13 g. BEACH DISTRICT ARTIST S RENDERING. 14 h. LAND OWNERSHIP. 15 i. TOWN-OWNED LAND IN THE DOWNTOWN. 16 j. PHASE ONE OPPORUNITY 17 k. FUTURE PHASES OF REDEVELOPMENT. 17 l. WASAGA BEACH GAMING FACILITY. 17 F. SUBMISSION REQUIREMENTS 18 a. THE SUBMISSION DEADLINE 18 b. SUBMISSION REVIEW PROCESS 19 c. EVALUATION CRITERIA. 19 d. THE SHORT LIST PROCESS. 19 e. MFIPPA 19 f. MUNICIPAL DISCRETION AND AUTHORITY.. 20 G. BACKGROUND INFORMATION

128 A. REQUEST FOR EXPRESSIONS OF INTEREST ADVERTISEMENT THE CORPORATION OF THE TOWN OF WASAGA BEACH NOTICE OF REQUEST FOR EXPRESSIONS OF INTEREST FOR DOWNTOWN DEVELOPMENT OPPORTUNITY The Town of Wasaga Beach is currently accepting expressions of interest for: #EDO2017/04 - DOWNTOWN DEVELOPMENT OPPORTUNITY The Town is seeking expressions of interest from experienced mixed-use developers interested in participating in the development of Downtown Wasaga Beach, which includes redevelopment of the beachfront at Beach Areas One and Two. The above mentioned Request for Expressions of Interest (RFEOI) will close at 2:00 pm local time on Friday, May 26, Tender documents can be obtained from the Clerk s Department, 30 Lewis Street, Wasaga Beach. For additional information, please contact Andrew McNeill, Director of Economic Development and Tourism by phone at ext or at a.mcneill@wasagabeach.com Dated at the Town of Wasaga Beach this 26 th day of April,

129 B. INTRODUCTION The Town of Wasaga Beach recently completed a Downtown Development Master Plan (the DDMP). The DDMP was commissioned by the Town with the goal of creating a pragmatic and sustainable plan for the future of Downtown Wasaga Beach. The DDMP is designed to promote the evolution of a livable, compact, accessible and sustainable downtown for the entire community. This will enhance the economic competitiveness of Wasaga Beach to not only improve the Town s tourism economy (currently the only industry) but will also plant the seeds for economic diversification. Town Council approved the DDMP on March 28, A copy of the plan can be found on the Town of Wasaga Beach website at: The Town is a significant landowner in the downtown, particularly at the beachfront (Beach Areas One and Two) where it owns approximately 80% of the land. Through this Request for Expressions of Interest, (RFEOI) the Town is interested in reaching out to experienced and interested parties to confirm that there is market interest in new development in Wasaga Beach, identify potential development partners, and solicit input in the process. The Town is interested in working with one or more developers who have proven track records of building high quality mixed-use development projects in waterfront and/or downtown contexts. The RFEOI will close at 2:00 pm local time on Friday, May 26, 2017, following which the Town will identify a short-list of developers that the Town is interested in interviewing to seek input on future land sale processes. Please be advised that such future processes may include a formal Request for Proposals (RFP) process for the first phase of development. 4

130 C. LOCATION WASAGA BEACH 5

131 D. DOWNTOWN WASAGA BEACH BOUNDARY DOWNTOWN BOUNDARY 6

132 E. THE OPPORTUNITY The DDMP identifies a collection of districts that together comprise downtown. Each district will develop over time with its own unique character, mix of uses, function and scale. The immediate redevelopment focus of the DDMP is on two districts: Lower Main and The Beach, each illustrated below. 7

133 LOWER MAIN DISTRICT Lower Main will become the town centre (heart) for Wasaga Beach s year round residential population and serve as the community s social, cultural and economic core - a place to live, work and play. Lower Main is characterized by a concentration of employment, retail and residential units in a compact mixed-use form that will create the critical mass of people and uses to create a vibrant and successful core. Lower Main is walkable in scale where the majority of daily trips can be undertaken on foot or on bicycle. While placing an emphasis on the pedestrian, Lower Main will also be a multi-modal hub. 8

134 LOWER MAIN PRIORITY PROJECTS The Town wishes to pursue implementation of a few priority projects in the Lower Main District within the next five to seven years. The Town is specifically looking for a mixed-use developer to partner with the Town to build an iconic mixed-use building(s) with frontage on the new Town Square. The development program for the Anchor Development building is underway and the Town is interested in having a developer at the table to provide input to the process. The Town currently owns approximately 2 acres of land where the Anchor Development and Town Square will be located. It is anticipated that the Community Hub will also be a Town project. Potential civic uses that may be included in the Community Hub and/or the Anchor Development are as follows: Arena Arts and Cultural Centre Library Town Offices Retail/commercial The remainder of development within this district will be privately driven but the Town is looking to play a role to guide redevelopment efforts as outlined in the next section. 9

135 MEMORANDUM OF UNDERSTANDING The Town does not own all of the land within the Lower Main District. In an effort to establish a working partnership with private landowners within the district to facilitate the first phase of redevelopment, Wasaga Beach Town Council approved a Memorandum of Understanding ( MOU ) on April 25, 2017 that sets for the terms and understanding between the Town of Wasaga Beach and private landowners to work together to redevelop lands with frontage on Main Street, between Beck Street (inclusive of lands both to the east and west of Beck Street) and Beach Drive as well as lands with frontage on Spruce Street between Mosley and Beach Drive. The Town is currently meeting with all relevant landowners to seek participation in the MOU. The MOU will establish a working relationship with the following goals: To prepare the subject lands for redevelopment and realize the vision outlined in the DDMP; To facilitate the sale of land to one or more qualified third party developers with a solid track record of building high quality mixed-use development projects, or the establishment of a development partnership/agreement with one or more such third party developers; and To assist current landowners in realizing the maximum value for their lands possible while at the same time allowing one or more third party developers reasonable returns on investment in exchange for their commitment to helping achieve the goals in the DDMP. It is expected that the above goals will be accomplished by undertaking the following types of activities: Copies of the signed MOU will be provided to interested developers. The Town plans to facilitate meetings with short-listed developers and landowners in an attempt to identify terms for a future development agreement that may or may not involve the Town. Landowners will work cooperatively with the Town and prospective developers to facilitate proper site due diligence as may be agreed to by all parties interested in working together to achieve the goals in the DDMP. 10

136 LOWER MAIN DISTRICT ARTIST S RENDERING The artist s rendering below offers a bird s eye view of the proposed Town Square and Anchor Development, as well as the Main Street linkage to the Beach District. 11

137 THE BEACH DISTRICT Envisioned to bring back the Fun to Wasaga Beach, the Beach District will be the entertainment activity centre of Wasaga Beach. Taking a cue from its cultural heritage, the Beach District will bring back family and indoor entertainment to diversify the activities offered ensuring that the beach is a dependable destination through bad weather and through the off season. By strengthening the beach as a destination, the town will reinforce the synergy between the beach and town centre to create a sustainable place. The Town currently owns approximately 20 acres of land at Beach Areas One and Two. 12

138 BEACH DISTRICT PRIORITY PROJECTS The Town wishes to pursue implementation of the following priority projects within the next five to seven years. The Town is specifically looking for a mixed-use developer to partner with the Town to build high quality mixed-use buildings with frontage on the new Festival Square. While the Town Square Anchor Development accommodates uses which mainly benefit residents of the town, the mixed-use developments surrounding the festival square support the beach. Ground floor retail, restaurants, entertainment and services activate the square and benefit from easy access to the beach and beachfront boardwalk. Further entertainment and attractions indoors create year round activities to encourage visitation during bad weather conditions and past off-peak seasons. A boutique hotel, residential condos and townhouses provide updated accommodations. Favourable location and views make these accommodations desirable and encourages year round living at the beach and the extension of stays beyond single day visits. The development program for the Anchor Development building is underway and the Town is interested in having a developer at the table to provide input to the development program. 13

139 BEACH DISTRICT ARTIST S RENDERING The artist s rendering below offers a bird s eye view of the proposed Festival Square, mixed-use development adjacent to the square, entertainment uses and hotel/resort in the distance. 14

140 LAND OWNERSHIP The Town is a significant landowner at the beachfront. The Town does not; however, own all of the land required to build the phase one priority projects adjacent to Festival Square. As noted earlier, the Town is exploring opportunities to partner with private landowners and is pursuing a MOU as a first step to gauge the willingness of private landowners to work with the Town and third party developer(s). If a partnership is not possible the Town will explore available options. 15

141 TOWN-OWNED LAND IN THE DOWNTOWN In addition to beachfront lands that the Town currently owns, the Town has significant landholdings within the larger downtown that it will look to leverage to catalyze development. Of particular note is the parcel of land on Main Street where the future Town Square will be built. 16

142 PHASE ONE OPPORTUNITY The Town would like to focus on achieving development around both the Town Square and Festival Square in the next 5-7 years. To achieve development in both areas simultaneously, the Town is willing to consider working with multiple developers or with one developer who is willing to develop in both districts. In response to this RFEOI, the Town is interested in hearing from developers as to whether or not they would be willing to undertake development in both districts simultaneously or if they only prefer to work in either the Lower Main or Beach District. FUTURE PHASES OF DEVELOPMENT Following completion of Phase One, the Town will look to unlock the remainder of its landholdings for redevelopment. In response to this RFEOI, the Town is interested to understand from developers if there is interest in solely working with the Town to develop Phase One projects or if developers would be interested in working with the Town on future development phases as well. WASAGA BEACH GAMING FACILITY The Ontario Lottery and Gaming Corporation (OLG) has issued a Request for Proposals (RFP) documents to pre-qualified proponents selected to bid on the Central Gaming Bundle. The RFP for the Central Gaming Bundle will enable OLG to select one service provider to run day-to-day gaming operations at OLG Slots at Georgian Downs and Casino Rama. The selected service provider will also have the opportunity to build a new gaming site in Wasaga Beach or Collingwood, subject to required approvals. Five potential locations have been identified by Wasaga Beach Town Council including Town-owned lands at Beach Areas One and Two as being suitable for a gaming facility. The operator, working with the Town, will choose which site they prefer if they select Wasaga Beach for an additional facility. 17

143 F. SUBMISSION REQUIREMENTS Proponents should submit one soft ( ) copy of their RFEOI submission to: Andrew McNeill Director, Economic Development and Tourism Town of Wasaga Beach 30 Lewis Street, Wasaga Beach ON L9Z 1A1 Tel: (705) Ext A complete RFEOI submission would contain, at a minimum, the following: Cover Letter Table of Contents Proponent s experience and qualifications in: o Mixed-use development o Mixed-use projects in small markets or tourism-related developments Proponent s team and organizational chart Key personnel experience and qualifications Proponent s initial impressions of the project and how the proponent would approach development of the project. This should include feedback as to what the proponent would be looking for (i.e. is the proponent interested in securing the ability to do the entire project or a part of the project) Commitment that if selected, the Town will have the ability to retain a third party auditor to ensure that the proponent has the financial strength to carry out the project References THE SUBMISSION DEADLINE The deadline for this submission shall be 2:00 pm local time on Friday, May 26,

144 SUBMISSION REVIEW PROCESS The Town of Wasaga Beach has a Downtown Steering Committee in place comprised of Members of Council, Town Staff and members of the public. Expressions of Interest will be reviewed by the Downtown Steering Committee. EVALUTION CRITERIA The criteria for reviewing the submissions are as follows: The quality of the submission proposal (10 points); Development Team (10 points); Experience in the development of mixed-use projects (25 points); Experience in the design and implementation of projects in small markets or tourism related developments (15 points); Impressions of and approach to undertaking the project (30 points). References (10 points) THE SHORT LIST PROCESS The Steering Committee will review submissions and recommend a short-list of developers to Town Council. Short listed developers will be requested to participate in an interview process, make a presentation to Town Council and provide input to the process. Following the interview and presentation, the Town may request that short listed developers submit a formal bid proposal or the Town may elect to proceed to select a developer or developers with whom a development agreement might be negotiated. MFIPPA Those responding to the RFEOI are hereby advised that the Town is subject to the requirements of the Municipal Freedom of Information and Protection of Privacy Act, R.S.O. 1990, c. M.45, as amended. 19

145 MUNICIPAL DISCRETION AND AUTHORITY The issuance of this RFEOI and receipt of responses to this RFEOI do not in any manner fetter the discretion or rights of the Town under any legislation including, but not limited to, the Municipal Act, 2001, S.O. 2001, c. 25, the Planning Act, R.S.O. 1990, c. P.13. Nothing in this RFEOI obligates the Town to enter into any contacts, agreements, or arrangements with any person or body that submits a response to the RFEOI and no contract, agreement or arrangement is created between the Town and any person or body that submits a response to the RFEOI by way of making such submission. The Town, in its sole discretion, may decide that it does not wish to proceed with any project identified in this RFEOI or in the DDMP and any such decision. G. BACKGROUND INFORMATION The following pages provide relevant background information to Wasaga Beach. 20

146 Wasaga Beach at a Glance 21

147 Wasaga Beach at a Glance Each year, more than two million visitors come to Wasaga Beach the longest freshwater beach in the world Each year, more than two million visitors come to the longest freshwater beach in the world to swim in warm, clean, shallow water and enjoy the panoramic mountain views across the Bay. Nestled on the southern end of Georgian Bay, Wasaga Beach is bordered by pristine beaches, a scenic river and a dramatic sand dune system, all surrounded by acres of natural parkland known as Wasaga Beach Provincial Park. The beach itself appeals to every age and demographic and offers facilities such as on-site parking, picnic shelters, comfort stations and modern playground equipment. Our quality of life and safe and friendly community has attracted a steady stream of new residents and seasonal dwellers to the Town over the years. Wasaga Beach s demographics include growing families, retirees and young couples. We are proud of our community and are thrilled to share it with visitors that make Wasaga Beach a destination during the year. Wasaga Beach offers a wide range of accommodation and entertainment options including campgrounds, motels, fine dining, shopping and nightlife. Wasaga Beach is a rapidly growing municipality in Ontario within a 25 minute drive from Blue Mountain Resort, 30 minute drive from Barrie and 1.5 hour drive from Toronto. We have more than 20,675 permanent residents, 9,000 seasonal residents and a catchment area of more than 50,000. Wasaga Beach also offers a variety of summer recreation opportunities including trails for hiking, cycling and running as well as golfi ng, sports fi shing and other water sports. These recreational activities are complimented by a variety of special events taking place throughout the year, restaurants, shopping and entertainment. Winter recreational activities include several kilometres of groomed snowmobile trails, cross-country skiing, snowshoeing and winter hiking. The community is located a short minute drive from four alpine/downhill ski resorts. 22

148 Tourism is our Main Business 23

149 Tourism is our Main Business Given that tourism is the main economic driver for Wasaga Beach, the Town approved a Tourism Strategy in The strategy is utilized as a guiding document with a number of recommendations which serve as a point of focus for Council and staff. One of the main recommendations is to recruit more attractions to Wasaga Beach. The Town has an established relationship with the Wasaga Beach Chamber of Commerce utilizing a Fee for Service Agreement. The Chamber of Commerce manages and operates two Visitor Information Centres on a seasonal basis (May October) and one main Visitor Information Centre combined with the Chamber Main Office on a yearly basis. The Chamber actively promotes, encourages and fosters local business combined with ensuring a high level of customer service for visitors and residents of the community. Additionally, the Town has an established and positive relationship with Wasaga Beach Provincial Park. The provincial park encompasses a significant proportion of lands within the municipal boundary, presenting opportunities to attract tourists and tourism investment into the community. The Town and provincial park have partnered on a number of tourism related initiatives in the past and continue to look toward the future for other tourist attraction related projects. Visit the Town's Tourism Website at: wasagabeachtourism.com/home 24

150 Tourism Attraction Wasaga Beach A Welcoming and Willing Host 7 25

151 Tourism Attraction Each year, the Town undertakes a number of marketing and promotional initiatives for the purpose of attracting tourists to Wasaga Beach. Given Wasaga Beach s close proximity to the Greater Toronto Area (GTA), a significant amount of effort is dedicated to tourism attraction from the GTA. The market is reached through a variety of campaigns including print media, radio, television and online marketing. The Quebec market is a signifi cant driver for tourism in Wasaga Beach. The Town will continue to partner with Tourism Simcoe County and the Regional Tourism Organization to undertake marketing and adverting campaigns in Quebec for the purpose of attracting tourism to Wasaga Beach and the County of Simcoe as a whole. In addition to marketing and promotional efforts undertaken solely by the Town utilizing municipal funding, the community is represented through a variety of marketing stakeholder organizations including: 1. Regional Tourism Organization 7 (RTO7) 2. Tourism Simcoe County 3.Georgian Bay Destination Development Partnership Group 4. Tourism Barrie 5. Blue Mountain Resort & Village Association 6. Small Business Enterprise Centre 7. Ontario Parks 8. Georgian Triangle Tourism Association Each of these organizations have a goal of attracting tourism to the South Georgian Bay and Simcoe County area with established marketing budgets. It is important to note that RTO7 represents three Counties (Grey, Bruce and Simcoe Wasaga Beach is located within Simcoe County) with an annual operating budget of over $1 million dollars funded through the Ministry of Tourism, Culture and Sport. 26

152 Annual Marketing and Promotion Budget $ $ The Town has an annual marketing and promotional budget and works with our tourism partners to leverage additional resources to promote the town. It is important to note that the Town s annual operating budget is approximately $30 million and the capital budget is approximately $16 million. Council and staff undertake careful consideration with the preparation of the Town s annual budget ensuring responsible spending. Local Accommodation There are currently 120 accommodation establishments in Wasaga Beach. Accommodation styles include cottage-court, hotel and motel options. The Town is lacking a full service recognized branded hotel and actively pursues attraction of this type of accommodation to the community. The Town is actively pursuing a significant resort development for the beachfront and would be open to exploring a gaming facility as part of a mixed used development which could include a hotel among other uses and amenities. 27

153 Transportation Network 28

154 Transportation Network Toronto Pearson International Airport is located within a 1.5 hour drive from Wasaga Beach Wasaga Beach Transit Wasaga Beach offers a full service transit system with two routes running eastbound and westbound throughout town. In addition to the local transit system, Wasaga Beach has partnered with the Town of Collingwood to create a transit link with a transfer system providing transportation between the two communities. The transit link bus utilizes new Highway 26 and Beachwood Drive (former Highway 26) for commuting between the two communities. Highways Wasaga Beach is easily accessed by three major roadways. The west end of town is accessed by Highway 26 and Airport Road. The east end of town is accessed by Highway 92 and Highway 26. Each of these roadways connect to the 401 and 400 series highways. Toronto Pearson International Airport is located within a 1.5 hour drive from Wasaga Beach. Local Airport The Collingwood Regional Airport is located on local Airport Road 10 minutes from Wasaga Beach. The airport has capacity to accept commercial jets, private jets and planes. Collingwood Regional Airport has capacity to accept commercial jets, private jets and planes 29

155 Planning and Development Process The Town offers full service planning and building departments. Applications submitted to the Town to redevelopment downtown will be considered priority applications and treated with a full complement of municipal resources. Town staff will work diligently and quickly to facilitate site plan and servicing approvals ensuring a smooth process. Downtown Master Plan Wasaga Beach Town Council approved the Downtown Master Plan on March 28, The master plan will guide public and private investment in Downtown Wasaga Beach. This will include redevelopment of Beach Areas One and Two. The purpose of the project is to establish a long term vision for the future development of the private and municipally held lands in the area of Beach Areas One and Two and enhance tourism opportunities; while ensuring continued public access to the beach. The development of a downtown area in Wasaga Beach will increase tourism visitation setting the stage for additional economic spin-off and growth for the community. Increased tourism will provide more potential customers for a gaming facility combined with the existing customer base. To view additional information regarding the Downtwon Master Plan please visit: 30

156 Beachfront Technical Site Information 31

157 Population Market Profile Population Total Population in ,675 Population in ,537 Population in , to 2017 population change 37.5% Source: Places to Grow Ontario Ministry of Infrastructure Year-round population of Wasaga Beach is predicted to reach 27,500 by Population by Age Groups Total Male Female Total Population 17,537 8,635 8,900 0 to 4 years to 9 years to 14 years to 19 years years years years years years to 24 years to 29 years to 34 years to 39 years to 44 years to 49 years 1, to 54 years 1, to 59 years 1, to 64 years 1, to 69 years 1, to 74 years 1, to 79 years 1, to 84 years years and over Median age of the population % of the population aged 15 and over

158 Population Market Profile Dwellings Total Total private dwellings 11,645 Private dwellings occupied by usual residents 7,573 Population density per square kilometer Land area (square km) Population by Marital Status Total Male Female Total population 15 years and over 15,380 7,500 7,880 Married or living with common-law partner 10,455 5,240 5,220 Married (and not separated) 9,010 4,505 4,505 Living common-law 1, Not married and not living with a commonlaw partner 4,920 2,260 2,660 Single (never legally married) 2,580 1,465 1,115 Separated Divorced Widowed 1, Source: Statistics Canada 2011 Census Community Profile 33

159 Market Profile Household Income 2010 Household total income in 2010 of private households 7,570 Under $5, $5,000 to $9, $10,000 to $14, $15,000 to $19, $20,000 to $29, $30,000 to $39,999 1,015 $40,000 to $49, $50,000 to $59, $60,000 to $79,999 1,240 $80,000 to $99, $100,000 to $124, $125,000 to $149, $150,000 and over 335 After-tax income of households in 2010 of private households 7,570 Under $5, $5,000 to $9, $10,000 to $14, $15,000 to $19, $20,000 to $29, $30,000 to $39,999 1,275 $40,000 to $49,999 1,000 $50,000 to $59,999 1,045 $60,000 to $79,999 1,200 $80,000 to $99, $100,000 and over 790 $100,000 to $124, $125,000 and over 345 Household income in 2010 of private households 7,570 Median household total income ($) 54,241 Average household total income ($) 66,250 Median after-tax household income ($) 50,084 Average after-tax household income ($) 57,844 One-person private households 1,700 Median household total income ($) 34,495 Average household total income ($) 39,412 Median after-tax household income ($) 30,540 Average after-tax household income ($) 33,914 Two-or-more-persons private households 5,870 Median household total income ($) 62,677 Average household total income ($) 74,038 Median after-tax household income ($) 56,254 Average after-tax household income ($) 64,788 Source: 2011 National Household Survey 34

160 Market Profile Income of Individuals 2010 $$ Characteristic Total Male Female Total income of population aged 15 years + 15,250 7,415 7,830 Without income With income 14,765 7,205 7,560 Under $5,000 1, $5,000 to $9, $10,000 to $14,999 1, ,070 $15,000 to $19,999 1, ,045 $20,000 to $29,999 2,905 1,290 1,620 $30,000 to $39,999 1, $40,000 to $49,999 1, $50,000 to $59, $60,000 to $79,999 1, $80,000 to $99, $100,000 and over $100,000 to $124, $125,000 and over Median income ($) 25,229 34,438 21,025 Average income ($) 33,977 41,786 26,534 After-tax income of population 15 years+ 15,245 7,420 7,830 Without after-tax income With after-tax income 14,760 7,205 7,555 Under $5,000 1, $5,000 to $9, $10,000 to $14,999 1, ,135 $15,000 to $19,999 2, ,150 $20,000 to $29,999 2,890 1,310 1,580 $30,000 to $39,999 2,125 1,095 1,030 $40,000 to $49,999 1, $50,000 to $59,999 1, $60,000 to $79, $80,000 to $99, $100,000 and over Median after-tax income ($) 23,695 31,204 19,817 Average after-tax income ($) 29,672 36,078 23,565 35

161 Market Profile Labour Force Data Characteristic Total Male Female Total population aged 15 years and over by labour force status 15,250 7,420 7,825 In the labour force 7,750 3,920 3,825 Employed 7,145 3,650 3,495 Unemployed Not in the labour force 7,500 3,495 4,000 Participation rate Employment rate Unemployment rate Total labour force population aged 15 years and over by occupation - National Occupational Classification (NOC) ,745 3,920 3,825 Occupation - not applicable All occupations 7,655 3,885 3,765 0 Management occupations Business, finance and administration occupations 1, Natural and applied sciences and related occupations Health occupations Occupations in education, law and social, community and government services Occupations in art, culture, recreation and Wasaga Beach s geographic location provides a vast draw of skilled labour sport Sales and service occupations 2, ,375 7 Trades, transport and equipment operators and related occupations 1,340 1, Natural resources, agriculture and related production occupations Occupations in manufacturing and utilities

162 Market Profile Labour Force Data Characteristic Total Male Female Total labour force population aged 15 years and over by industry - North American Industry Classification System (NAICS) ,750 3,920 3,825 Industry - not applicable All industries 7,650 3,885 3,770 Agriculture, forestry, fishing and hunting Mining, quarrying, and oil and gas extraction Utilities Construction Manufacturing Wholesale trade Retail trade 1, Transportation and warehousing Information and cultural industries Finance and insurance Real estate and rental and leasing Professional, scientific and technical services Management of companies and enterprises Administrative and support, waste management and remediation services Educational services Health care and social assistance Arts, entertainment and recreation Wasaga Beach offers a diverse labour market Accommodation and food services Other service (except public administration) Public administration Source: 2011 National Household Survey 37

163 Municipal Contact Information Andrew McNeill Director, Economic Development and Tourism Town of Wasaga Beach Telephone: ext Johanna Griggs Economic Development Officer Town of Wasaga Beach Telephone: ext

164 fpø\jùp z Town of Wasaga BeaGh, Downtown Development Opportu n ity Expression of lnterest for the Downtown Development Opportunity in the Town of Wasaga Beach Submitted by: Fram Building Group Ltd. & Slokker Canada Corp Submitted to: Andrew McNeill Director, Economic Development and Tourism Town of Wasaga Beach 30 Lewis Street, Wasaga Beach ON LgZ 1A1 Date: May 26, 2017

165 Ér FRAM BUILDING GROI,'P May 26,2017 Andrew McNeill Ðirector, Economic Development and Tourism Torn of Wasaga Beach 30 Lewis Street, Wasaga Beach on LgZ 1A1 [Þar Mr. McNeill The Proponent, Fram Building Group Ltd. & Slokker Canada Corp. (FS) s pleased to present our response to the Expression of lnterest for the Downtown Development Opportunity, issued by the Town of Wasaga Beach. FS has an exceptional history and expertise in completing development projects similarto that outlined in the Downtown Development Master Plan. Several examples can be found within this response where both our financial strengûh and experience is showcased. FS's intentions is to work on both the Lower Main and Beach District area simultaneously with no additional developers involved. We encourage you and the Town to consider FS as a development partner as we have had experlence working with municipalities such as; the City of Mississauga, the Town of Collingwood, and the City of Toronto. Fram BuiHing Group Ltd. & Slokker Canada Corp. is eager to have the opportunity to participate in the redevelopment of the Town of Wasaga Beach and we look fonrard to hearing fom you. Yours sincerely, Frank Giannone, President

166 TneLE of GoI. TENTS 1/ lntroduction and lntentions to Comply 2 2/ Experience and Qualifications 3 (A) The Shipyards (Collíngwood, ON) 3 (B) Port Credít Village (Mississauga, ON) 4 (C) Shops at Don Mills (Toronto, ON) / Proponent's Team Company Profile 6 4l Organizational Chart 7 5/ Key Personnel. I Frank Giannone I Fred Serrafero. 10 6/ lmpression of the Project. 12 7/ References

167 l/ ltrnoducrlon AND lnrenrrons ro Gonnp -y Tenrrl Inrnooucr on Fram Building Group Ltd. & Slokker Canada Corp. ("FS") is pleased to submit a response to the Expression of lnterest for the Downtown Development Opportunity, issued by the Town of Wasaga Beach. The ultimate intent of FS is to successfully revitalize the Downtown Wasaga Beach area for an urban waterfront community that entails residential, retail, community, and cultural uses. FS will contribute both its capital and expertise to complete the Downtown Development Master Plan. FS brings unmatched expertise and skills in creating animated, pedestrian, and sustainable large-scale mixed use urban developments. Wthin Fram Building Group Ltd. & Slokker Canada Corp., similar successful urban projects have been in revitalization of urban areas, and the creation of mixed-use developments that consist of midrise and medium density built form, with environmental sustainable development considerations. FS will be an equity partner in all aspects of the project, from the planning process, through infrastructure, sales and marketing, and building, to turnover and/or operations. Legacy master-planned developments are created when an inspiring vision is at its core. FS has created such communities, as will be demonstrated throughout this expression of interest. Using the Downtown Development Master Plan as a foundation, and with further stakeholders, FS is committed to create a vision for this property that will not only achieve all aspects of complete communities, but will be a legacy to the Town of Wasaga Beach. GouurrMENT wtrh Evalunr on or FtutNG AL SrRexarn This confirms the Proponent's commitment that the Town of Wasaga Beach will have the ability to retain a third party auditor to ensure that the Proponent has the financial strength to carry out the project. Pg1

168 2l ExpERTENcE AND QuaurrcATroNs (A) THE SHIPYARDS (Gollingwood, ON) This multi-phase development represents the unique opportunity to create a new mixed-used residential community on a former brownfield site. The 40 acre property, a former shipyards facility for over 100 years, will at ultimate build-out include 700 residential units, 35,000 s.f. of commercial space, a 7 acre open space with an amphitheatre and a major waterfront promenade public park with boat docking. The Shipyards redevelopment successfully accomplished site remediation challenges by keeping all impacted soil on site into the 7 acre berm-like landform and recycling all concrete, wood and steel generated. A new 1 acre natural wetland habitat was also created to enhance both aquatic and flora habitat utilizing crushed recycled product from the site. The development master plan, based on sustainable and New Urbanism criteria has an extensive pedestrian, bike and natural trail network. lt promotes public accessibility and pedestrian connectivity to the town's main street retail shops. The majority of parking is designed in underground structures and rear lanes. lt features reduced building setbacks, mixed-use condominium buildings, live-work units, seniors rental units and a central recreational complex. Buildings have been designed incorporating energy-efficient features and sustainable materials. Storm water management is handled through infiltration trenches and quality control systems. Land Purchased Construction Started Phases Completion Statistics 1 - Waterside Condo Townes 2a - Mackinaw Condo A Townes (With U/G parking) 2b - Sidelaunch Condo (3 storeys with U/G parking) 2c - Mackinaw Condo C Townes 3- MackinawCondoB&D Total Construction Value (Completion) ln Progress ln Proqress 23 units 48 units 34 units 24 units 28 units $ 88 million.l t. \ -'--..j -

169 2l ExpERtENcE and OuauprcarroNs (B) PORT CREDIT VILLAGE (Mississauga, ON) This project is an award-winning transit-oriented development, located at the main intersection of Lakeshore Road East and Hurontario Street in Port Credit, and within one block of the Port Credit GO Station. This multi-phase development consists of street related retail and office, a waterfront park, two pedestrian squares, townhouses, live/work units, three mid-rise condominium buildings, one high-rise condominium and one midrise seniors retirement rental building. From a community/neighbourhood perspective, the property effectively creates a complete pedestrian-friendly, transit oriented community development. This project has been the site of numerous tours and presentations from groups from around the world. ln addition, it is multi-award winning with several urban design awards from the City of Mississauga as well as having been honoured as a 2006 Awards for Excellence finalist for projects in the Americas by the global organization the Urban Land lnstitute. The 25 acre site, along the shores of Lake Ontario, and the location of a former industrial Brownfield, was developed with the preservation and enhancement of a significant woodlot, a new marine shoreline and a large public waterfront park. The "Traditional Urbanism"-inspired community features compact development with reduced road widths, reduced buildings setbacks, introduction of numerous connecting sidewalks and trails and "hidden" parking in rear lanes or underground parking structures. The project's final phase, North Shore Condominium, became Mississauga's first LEED building. Fram also retrofitted the historic St. Lawrence Starch office building, which now houses Fram's head office. Land Purchased: Construction Started: Phases Completion Statistics 1a- 1b - 2-3a- 3b- 4-5a- 5b- Port Credit Village (Towns) LiveM/ork mixed-use Towns Regatta (mid-rise Condo) 80 Port Street (Mid-Rise Condo) 70 Port Street Mid-Rise (Condo) Port Street Market Port Credit Retirement Residence (Rental) North Shore (High-Rise Condo, Retail, Office) (Completion) TOTAL VALUE STAGE 1: Phases 1a, 1b, and 2 (Financed by Bank ofnova Scotia) STAGE 2: Phases 3a, 3b and 4 (Financed by Bank of Nova Scotia) STAGE 3: Phases 5a and 5b (Financed by SNS of Holland) 5 I units 18 units 75 units 90 units 60 units 32,000 sf 150 units 214 units + 20,000 sf $302,885,000 $122,500,000 $45,385,000 $135,000,000 Port Credit Residences was the last building in the last phase of the Port Credit Village redevelopment. This 6-storey 1SO-unit seniors rental apartment brought in a new tenure and use to the already mixed-use development and the surrounding urban village (already complete with condominiums, office, retail and restaurants). Diversicare manages the rental building, and both FRAM and Diversicare own the building. As part of the design of the building, a large amenity space was developed to create a shared public-private meeting and recreational facility. Pg3

170 2l ExpERIENcE AND QunlrrrcATroNs (C) SHOPS AT DON MILLS (Toronto, ON) Commissioned by The Cadillac Fairview Corporation Limited, Shops at Don Mills (SDM) is a large-scale urban infìll project replacing an outdated indoor shopping centre with a 38.5-acre outdoor mixed-use development. Open in Spring 2009, SDM sets a new standard for Canadian retailing and establishes a lively, pedestrianfocused all-season experience. SDM is meant to be a catalyst for the renewal of the Don Mills area. The second phase of the development will add approximately 1100 residential units and an additional 80,000sf of retail and office space. The projectflows from high density mid-rise on the periphery to a high rise condominium at the centre of the development. This development is anchored by a public park along the periphery and a privately owned public square that will become the centre of the urban village. The project has garnered significant ratepayer support for an intensification adding residential to redeveloped retail and office density, utilizing a long series of design workshops to achieve an agreed solution. The solution includes a public/private partnership in a 40,000 sq. ft. community centre. Fram has completed its fìrst two residential buildings as part of Phase 2 of the Shops at Don Mills Development. The first was Reflections Condominium and the second was the retrofitted 1960's office building into the repurposed LIV Lofts loft-style condominium. The third condo building, Flaire, is well under construction. Project Development Commenced Construction Stad: Retail/Office: Ref lections: LIV Lofts: Flaire Condos Construction Completion Retail/Off ice: Ref lections: LIV Lofts: Flaire Condos: GFA / Uses: Retail: Office: Reflections (12-storey Residential Condo with Retailat Grade): LIV Lofts (1S-storey Residential Condo): Flaire Condos ffwo 1 1-storey towers, connected by 4-storey podium with Retail at grade): Total Construction Value Under Construction 420,000sf 100,000sf+ (105 units) (172 units) 257,000sf (296 units) $ 205 million þ' :{:

171 3/ PnopoNENT's TEAM Gorvrpnr. v PnoFrLE FRAM BU LDING GROUP LTD. & SLOKKER GANADA GORP. Fram Building Group Ltd., a privately-held Toronto-based developer and builder and five-generation family business, is known for its innovation, quality and community building experience. Since its founding in 1981, Fram has been developing, building, and project managing in the Greater Toronto Area, Southern Ontario, Alberta and select markets in the United States (with an office in Dallas, Texas), and has been at the forefront of developing unique, sustainable, mixed-use neighbourhoods. Slokker Canada Corp. is a Dutch-based developer with extensive investments and operations in the United States. ln 1999 Fram Building Group Ltd. and Slokker Canada Corp. commenced their first project together, and have partnered on all work in Canada since that time. Along with its in-house group of highly motivated management and construction professionals, FS has successfully built over 13,000 residences from custom homes to exceptional single family, multi-family, condominium and rental apartments, in addition to large mixed-used developments, affordable housing, and commercial properties. The mandate of FS is to design, develop, and build sustainable communities where people want to be. This is achieved by combining high standards of urban planning, building design and materials, and supplementing these with attention to quality of place and programming. By doing so, FS looks to create value for the municipality, the surrounding neighbourhoods, its customers (as residents and tenants), and for future developments to follow. FS is a proven innovator of sustainable community developments. FS incorporates innovative design into its buildings, particularly focusing on energy efficiency and environmental sustainability. The multiphased, multi-award-winning Port Credit Village project in Mississauga is recognized worldwide for its sustainable urban form as well as being a successful transit-oriented development (TOD). This project is the subject of numerous tours, articles & case studies, and was a fìnalist in the 2006 Awards for Excellence for projects in the Americas by the global organization the Urban Land lnstitute. The 22-storey Northshore condominium is Mississauga's fìrst LEED Silver residential project. The incorporation and achievement of innovative design is also evidenced by two of its most recently completed projects obtaining LEED certification: Reflections Condominium achieved LEED Gold and Mackenzie Green (Affordable Rental) achieved LEED Silver. Several of FS's larger projects were developed on brownfìeld sites, including Port Credit Village, which required significant remediation in order to develop and construct their mixed-use communities. FS has had the ability to translate its development knowledge and expertise to public sector opportunities. Over the last 30 years, FS has developed and built numerous affordable housing apartment suites for publicly funded developments. FS managed these construction projects in Design-Build Turnkey, Guaranteed Lump-Sum and Construction & Project Management contract arrangements, based on the project's term requirements. FS's development and construction teams have the knowledge and expertise to analyze and work with consultants to successfully complete brownfield redevelopments. FS has the in-house skill set to develop and manage all components of its projects - from feasibility analysis, through conceptualization and planning, through community consultations, municipal approvals, sales and marketing programs, through construction, turnover/closings and after-sales service. FS has completed land development and construction management in all of the following fields: Mixed-Use (Residential and Commercial- Office, Retail) Rehabilitation/Retrofitting of Existing Buildings. Repurposing of Existing Buildings ' Low-Rise, Mid-Rise and High-Rise (of all structuraltypes - wood framed, steel, concrete, etc.) Market and Affordable Rental. Seniors Lifestyle / Retirement. Student Residences Pg.5

172 4/ OncANIZATToNAL Gmnnr Frank Giannone (President, Project Lead) Fred Serrafero i,. F Cf De ;cì:,. lrj: aii,3! Steve Lorimer Paul Michel :r'f if -, ll::rrì:ir.i _r'i l r aìr.ir; ir,',.ir.ìar i l:iíri- i C c r >t r ir r,i : orl Derre I o p r' t': i r t L,,i,-j ) Anthony Di Santo i P i r I ;l I I ti.j f, i r aj r-irt r,'i j I {j r) i i rt: i :! ) TBD C.-rnSÌ-i1.i. i- Cí', irla r'ragel ; TBD S.l 'r & i.,i.,:rl,,r;;'.- Pg6

173 5/ Kev P=nsoNNEL Ér FRAM BUILDINGGROI.'P Fnarur GnruNoNE PnesroeNt, FRRvr T (416) E: fgiannone@framgroup.com Frank Giannone is the President of Fram. Frank is a fourth-generation builder and has worked in the industry for his entire career. Frank, with his father John, founded Fram. in Frank, as Fram's president, has grown the company from three full-time employees to over 50. The award-winning GTA-based company is involved in a range of enterprises including land development, residential and commercial construction and property management. Frank has development and construction projects in Canada, the United States and southern ltaly. Frank also served as the President of the Ontario Home Builders' Association (OHBA) in , and had previously served as the President of the Toronto Home Builders' Association (THBA, now BILD) in PnolEcr ExprruENcE The Shipyards A Multi-phased mixed-use development, located in Collingwood, Ontario that consists of residential townhouses and a 3-storey condominium that sits on a former brownfield site. The 40 acre property includes 700 residential units and 35,000 sq. ft. of commercial space. Construction started in 2005 with the final phase currently in progress. Total construction value is $88 million. Port Credit Residences - Retirement Living by the Lake 6-storey, 150-unit seniors rental lifestyle residence, located in Port Credit (Mississauga), Ontario Completed in with a $19 million construction value. Operated by Diversicare Canada. Reflections Condom inium 12-storey, 106-unit residential condominium in Toronto, Ontario. Completed in 2013 with a construction cost of $20 million dollars. This was the first residential building in the overall Shops at Don Mills redevelopment in partnership with The Cadillac Fairview Corporation. LIV Lofts Condominium 14-storey, 172-unit loft-style condominium with townhouse units converted from a 1960's office building in Toronto, Ontario. Partnered with Cadillac Fairview, this is the 2nd residentialcondominium to be completed as part of the Shops at Don Mills redevelopment. First occupancy commenced in fall2}l4with completion of condo closings scheduled in May $24 million construction value. Flaire Condominium 11-storey, 295-unit mixed-use condominium in Toronto, Ontario. Partnered with Cadillac Fairview, this is the third building as part of the Shops at Don Mills redevelopment. Construction commencing Spring $56 million construction value. Pg.7

174 5/ Kev PensoNNEL Calgary East Village Multi-phased Mixed-Use urban development comprising of six residential buildings and one office building as well as over 53,000 s.f. of retail commercial space. Partnered with Tricon Capital, the first residential condominium, First, is registering and closing in the fall of 2015, while a second condominium, Verve, is set to start in August 2015 with a $ 95 million construction value. Mackenzie Green 11 storey 145 unit turnkey residential project in Richmond H ll, Ontario for York Region Housing Completed in 2013 with a $22 million construction value. Palermo Retirement Residences Six Story 1 16 unit retirement residence in Oakville, Ontario. Completed in 2014 with $17 million construction value. Allenbury Gardens Revitalization of affordable housing site, in partnership with Toronto Community Housing Corporation. lnvolves the replacement of 147 atfordable housing units as well as the construction of 700+ new market condominium units. First two market condos achieved pre-sale targets within a year of sales launch. Port Gredit Village This multi-phase development consisted of street related retail and office, a waterfront park, two squares, three mid-rise condominium buildings, townhouses, and live/work units, one high-rise condominium and one seniors retirement rental building. ln total, Fram constructed 174 residential units, and approximately 10,000 square feet of commercial uses. Cn orntials EDUCATION. Bachelor of Applied Science in Civil Engineering (1981, University of Toronto) AFFILIATIONS / MEMBERSHIPS. Board Member for the Tarion Warranty Corporation. Board Member of the Port Credit Community Foundation. Board Member for the Mississauga Celebration Square Advisory Committee. Board Member of Diversicare Canada (seniors retirement living).. Member of BILD PgB

175 5/ Kev PensoNNEL ér FRAM BI]ILDINGGROI.]P Fneo SrnnnFERo, P.Ens Vrcr PnesroeNT of DevelopMENT & Cor, srnucroru, FnRna T: (416) L x227. E: Fred Serrafero is the Vice President for Development and Construction with Fram. Fred has been with Fram since 1987, working in various capacities both in the construction and land development sectors. Fred has experience, firsthand, with a number of mixed-use, urban infill and brownfield developments, having managed a team of consultants on various projects, most notably the St. Lawrence Starch's re-development in Port Credit, Mississauga and the CSfs Shipyards in Collingwood. Most recently, Fred has been an integral part in establishing Fram's Calgary-based office for its large-scale mixed-use East Village redevelopment, working closely with the Calgary Municipal Land Corporation and the City of Calgary. Besides overall management of the company's development and construction staff, Fred is also currently directing Fram's sustainable and "Greerì" practices with projects being designed and constructed to either Energy Star or LEED standards. Pno Ecr ExpsruENcE The Shipyards A Multi-phased mixed-use development, located in Collingwood, Ontario that consists of residential townhouses and a 3-storey condominium that sits on a former brownfield site. The 40 acre property includes 700 residential units and 35,000 sq. ft. of commercial space. Construction started in 2005 with the final phase currently in progress. Total construction value is $88 million. Port Credit Residences - Retirement Living by the Lake 6-storey, 1S0-unit seniors rental lifestyle residence, located in Port Credit (Mississauga), Ontario. Completed in with a $19 million construction value. Operated by Diversicare Canada. Reflections Condom ini um 12-storey, 106-unit residential condominium in Toronto, Ontario. Completed in 2013 with a construction cost of $20 million dollars. This was the first residential building in the overall Shops at Don Mills redevelopment in partnership with The Cadillac Fairview Corporation. LIV Lofts Condominium 14-storey, 172-unit loft-style condominium with townhouse units converted from a 1960's office building in Toronto, Ontario. Paftnered with Cadillac Fairuiew, this is the 2nd residential condominium to be completed as part of the Shops at Don Mills redevelopment. First occupancy commenced in fall2014 with completion of condo closings scheduled in May $24 million construction value. Pg9

176 5/ Kev PensoNNEL Flaire Condominium 11-storey, 295-unit mixed-use condominium in Toronto, Ontario. Partnered with Cadillac Fairview, this is the third building as part of the Shops at Don Mills redevelopment. Construction commencing Spring $56 million construction value. Calgary East Village Multi-phased Mixed-Use urban development comprising of six residential buildings and one office building as well as over 53,000 s.f. of retail commercial space. Partnered with Tricon Capital, the first residential condominium, First, is registering and closing in the fall of 2015, while a second condominium, Verve, is set to start in August 2015 with a $ 95 million construction value. Port Credit Village This multi-phase development consisted of street related retail and office, a waterfront park, two squares, three mid-rise condominium buildings, townhouses, and live/work units, one high-rise condominium and one seniors retirement rental building. ln total, Fram constructed 174 residential units, and approximately 100,000 square feet of commercial uses. Cneo NTrALs EDUCATION. Bachelor of Applied Science in Geotechnical Engineering (1985, University of Toronto). Masters in Construction Management, Civil Engineering (1987, University of Toronto) AFFILIATIONS / M EMBERSHIPS. Member of the Association of Professional Engineers of Ontario (PEO). Member of BILD/ Green Committee & Brownfields Working Group. Member of the Urban Land lnstitute and Canadian Urban lnstitute P9.10

177 6/ lmpressron of THE Pno ecr Fram Building Group Ltd. & Slokker Canada Corp. (FS) believes the new urban development in the Town of Wasaga Beach holds great potential. FS has had the opportunity to work on similar waterfront projects that show how positive this type of development is for an urban village community. A comparable example is FS's completed Port Credit Village project, which created a pedestrianfriendly, transit orientated community that shaped Port Credit as it is today. Additionally, Fram continues with its development activities at its Shipyards project in Collingwood, where it brings the commercial core of the Town to its waterfront. Always key to FS strategies, creating a vibrant, animated community is a constructive approach towards advancing a prosperous Town of Wasaga Beach, as this will enhance the year round vitality of the Town and its core. FS has good experience collaborating with municipalities to create these communities; the City of Mississauga, the Town of Collingwood, and the City of Toronto. Recently, FS, with its partners, announced the revitalization of the 72-acre brownfield lmperial Oil site, just steps away from the heart of Poft Credit. This waterfront property was vacant for almost three decades, but will soon include 200,000 square feet of retail and office space, waterfront parks, community facilities, and 2,500 residential units that consist of townhouses, and mid- and high-rise apartment buildings. Several strengths exist in the Town of Wasaga Beach that will help this development project have a great significance on the community. The Town of Wasaga Beach already has high tourist activity, and while this new development will further strengthen and increase tourist activity, we believe that this can be leveraged to promote individuals and families to live in the flourishing Town of Wasaga Beach. lncluding social areas such as the Town Square and Festival Square, as mentioned in the Downtown Development Master Plan, is an important concept to hold and pursue since these areas will create a sense of gathering, not only for tourists, but also for the residents of the area. FS will ensure the vision throughout both the Lower Main and Beach district will be fluid and complementary with each other from the beginning to end of Main Street. The quality of the end product, in its architecture and its programming, is of utmost importance to the long-term year round viability of each place. It is FS's intention to work on both the Lower Main and Beach District simultaneously with no additional developers involved. FS will not be interested in completing this with another developer as FS has the in-house capability to complete these two areas. FS ensures that the vision regarding development around the Town Square and Festival Square will be completed in the next 5-7 years as requested. FS recognizes that the Town will have influence on this project as it will be involved and informed on all aspects of the project along the way to ensure that its vision is met. lf FS is chosen to be the developer for this project, upon completion of Phase One, FS would expect participation in the further development of the surrounding landholdings. FS proposes to negotiate a form of rights to future phases as continuous development of the Town of Wasaga Beach is a great opportunity for the community. FS will respect the Ontario Lottery and Gaming Corporation (OLG) in their decision to include a gaming operation within the development. FS would work with the OLG and the operator of the casino to integrate the facility with the re-development. Overall, Fram Building Group Ltd. & Slokker Canada Corp. is excited to have the opportunity to partake in the redevelopment of the Town of Wasaga Beach. This project is only the beginning in creating a vibrant town that residents and tourists can call their new home and travel destination. P9.11

178 7/ ReTERENcES Relevance: Contact: Company: Telephone (W) Address: Development in Mississauga Mayor Bonnie Crombie, Mayor of Mississauga City of Mississauga (905) City Centre Drive, Mississauga, ON LsB 3C1 Relevance: Contact: Company: Telephone (W) Address: Collaborating with municipal agency Leslie Gash, Vice President, Development (lnterim) Toronto Community Housing (416) Leslie. ca 931 Younge Street, Toronto, Ontario, M4W 2H2 P9.12

179 APPENDIX 3 SUBMISSION TO TOWN OF WASAGA BEACH REQUEST FOR EXPRESSION OF INTEREST MAY 26, 2017

180

181 TABLE OF CONTENTS 1. PROPONENT S EXPERIENCE AND QUALIFICATIONS A. CORPORATE OVERVIEW B. MUSKOKA BAY RESORT C. DEVELOPMENTS D. HOSPITALITY E. COMMERCIAL/RETAIL 2. KEY PERSONNEL EXPEREINCE AND QUALIFICATIONS 3. PROPONENT S INITIAL IMPRESSIONS OF THE PROJECT 4. REFERENCES

182 1. PROPONENT S EXPERIENCE AND QUALIFICATIONS A) CORPORATE OVERVIEW Freed Developments, founded by Peter Freed, continues to grow and remains one of Toronto s most successful developers. Focused on revitalization of neighbourhoods, Freed has single handedly transformed the once industrial King West neighbourhood into the Live, Work, Play environment it is today. Freed has over a Billion Dollars of completed Developments and has sold approx. 5,000 units and 2016 brought great success to Freed and the Yonge and Eglinton neighbourhood selling over 1,700 units and approx. $700 Million in sales, over three buildings. The Art Shoppe Lofts + Condos was named the fastest selling project of Freed continues to expand its vision with two new Master Plan Communities; one at Dupont and Dufferin (Galleria Mall) and the second, Grand Park Village near the Mimico GO station. These two projects will see approx. 5,000 units and 350,000 SF of commercial space come to the market in the next 5 years with over $2.5 Billion Dollars of Development. Peter Freed is President and the Developer of Muskoka Bay Resort, which was named one of the top 10 Golf Courses in Canada, and hosts an Annual Charitable Golf Tournament each year raising funds for the Princess Margaret Hospital Foundation and the South Muskoka Hospital Foundation. Peter also is a Member of the Investment Committee for the Mount Sinai Foundation. Peter recently acquired Toronto Fashion Week and will sit as Chairman for this organization. Founder of PSR Brokerage, one of the top growing real estate brokerages in Toronto. Freed has expanded into the hospitality world; as developer and part owner of Thompson Hotel. He also developed and owns Toronto s newest Rooftop Pool Bar/Restaurant Lavelle. While continuing to grow his vision, Peter is a founder in Private Service Realty ( PSR ) a real estate brokerage firm, which has expanded with a second office in midtown Toronto and another coming later this year to Forest Hill. A creative design agency (Artform Media Group), whose clients are part of the most elite Toronto retailers, a construction company FirstCon, who built 629 King West, which is home to Lavelle and a multiude of high end retailers. The Freed Group of Companies in Development, Construction, Sales, Hospitality and Creative Design provide a complete partnership solution.

183 MASTER PLANNED COMMUNITY (GALLERIA)

184 B) MUSKOKA BAY RESORT Those fortunate enough to have visited the panoramic paradise carved out of granite, know that the Muskoka Bay Resort is the ultimate setting for a world class resort. The Clifftop Clubhouse is surrounded by the ever-changing magnificence of Muskoka, sitting on a 100ft precipice overlooking the golf course below. From this vantage point, one can see how Doug Carrick, internationally acclaimed Golf Course Architect, expertly knitted this world class golf course through Glaciers and 60ft high granite cliffs. Muskoka Bay Resort has called for the attention of various players and media, culminating with a prestigious position in the Top 10 Golf Courses in Canada, as ranked by Golf Digest, as well as placing as the number 1 Play and Stay course in Ontario by Fairways Magazine. This summer, the next step in the evolution of Muskoka Bay Resort will introduce a truly unique boutique condominium project to the resort. The design has been carefully thought through, with each unit possessing stunning views of the golf course, true to its Naturally Better living motto. The Resort is already a host to an array of high-end accommodations ranging from 1 bedroom contemporary lofts, perfect for couples, to 4 bedroom villas where families or foursomes can relax in over 2,400 square feet luxury. For those who want to make Muskoka Bay Resort their home away from home, a carefully programmed real estate program is in place as well, with homes available from 800 to nearly 3,000 square feet. Culinary experiences are at your beckon call day or night, with the Muskoka Room for fine dining, or the Cliffside Grill, offering a more casual Muskoka dining experience. You are also welcome to eat outdoors, where oversized terraces with endless Muskoka views can accommodate groups of any size. Other world class amenities available are the infinity pool located on the tip of the cliff and overlooking the golf course, a kids splash park, tennis courts, outdoor golf practice facility, a fitness room and of course, spa services.

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186 C) DEVELOPMENTS As a strong believer of the live, work & play in your neigbourhood principle, rather than traditional condo buildings, Freed has set out to build lifestyle hubs. A playful avant-garde lobby designed by Philippe Starck with a peaceful inner courtyard. Glass-walled, loft-inspired spaces designed to maximize natural light. Breathtaking rooftop pool and lounge areas. Karl Lagerfeld designed Lobbies at the Art Shoppe Lofts + Condos was the fastest selling project of PORTLAND 346 DAVENPORT

187 ART SHOPPE LOFTS + CONDOS 150/155 REDPATH CONDOS 550 WELLINGTON

188 D. HOSPITALITY Freed Developments is well known for it s world class hospitality venues. Trademark Hospitality, a Freed related company, focused on lifestyle experiences and a goal of obtaining additonal world class event venues, dining opporunities and memberships opportunties. Lavelle, the first of the Trademark venues opened its doors July A rooftop oasis unlike any other in Canada, sitting 16 stories above the city, the luxurious space features a picture-perfect lounge bar, dining room, outdoor pool and cabanas, all with breathtakingly unobstructed, 360-degree views of the city skyline. Take your day into night with a dip in the pool, a lounge and cocktail in a private cabana, contemporary French creations by chef Romain Avril for dinner, ending the night by rubbing shoulders with Toronto s finest at the bar.

189 D. HOSPITALITY Thompson Hotel, was the first major lifestyle development by Freed Developments, with sweeping views of the cityscape from the luxury boutique hotel s Rooftop Lounge, the city s only hotel rooftop lounge with a seasonal, 40-foot infinity swimming pool. The luxury accommodations boast floor-to-ceiling windows with breathtaking views. The hotel and residences offers food and drink options to suit any mood: From the contemporary classic diner to French café (Colette) and a Teppanyaki Grill (Habachi). The nightlife is alive with the underground nightclub Wildflower and lobby bar.

190 E. RETAIL/COMMERICAL The retail and commercial portfolio currently being analyzed has a market value in excess of 80 million dollars (CAD). This diversified portfolio consists primarily of street level commercial spaces in addition to parking stalls (236) and an office space. The 50,000+ square feet of prime commercial spaces have a great tenant mix, which includes: Starbucks Coffee, Bar Buca, Private Service Realty, Brioche Dorée, etc. Moving forward, this portfolio will continue to benefit from an inflow of brand new, similarly positioned assets, through Freed s development pipeline. Namely, we have an agreement of purchase in place for a 5,833 square foot, street-front retail asset that will be occupied by a 24-hour diner (located in the Yonge and Eglinton neighbourhood).

191 2. KEY PERSONNEL EXPEREINCE AND QUALIFICATIONS FREED DEVELOPMENTS LTD. Manages the day-to-day operations of Freed s real estate development business and umbrella companies. TROLLEYBUS URBAN DEVELOPMENT INC. A separate residential and commercial development company that focuses on land assembly and acquisitions. Freed has a 50% interest in the company and has the right of first option on any acquisition. PSR BROKERAGE LTD. The exclusive brokerage and listing agent for all of Freed s residential sales. PSR has the expertise to navigate commercial or residential real estate. With well over 100 agents and two offices in Toronto with a third opening later this year, PSR continues to grow. FREED URBAN PROPERTIES A privately owned portfolio of street-front retail and commercial parking assets in the City. Freed Urban Properties currently has access to a number of large retail and parking developments FIRSTCON A construction design and management company specializing in the residential and commercial segments. With more than 960,000 sq.ft. under construction totaling $250 million in contracts, FirstCon delivers the same quality and standards synonymous with the Freed name. FREED RESORT A hospitality arm that manages all hospitality functions at Touchtone Resorts (no ownership interest) and Muskoka Bay Club (35% interest), in Muskoka, Ontario. TRADEMARK Manages all events planning and hospitality functions for Freed s urban projects

192 3. PROPONENT S INITIAL IMPRESSIONS OF THE PROJECT Wasaga Beach is a one-of-a-kind community boasting beautiful waterfront and beachfront with an established base of tourism and proximity to Toronto. The redevelopment of the Wasaga Beach downtown is an incredible opportunity to reposition the focal point of the town and strategically position Wasaga Beach to further embrace tourism and permanent residents in the future. Freed Developments would look to play an integral role in the design, visioning and implementation of a Master Plan Development for the Town which incorporates a sustainable commercial and residential balance and ensures the longevity of the community as a whole. It would be Freed s goal to support a Master Plan that meets current planning policy by creating a complete community that encourages intensification and the efficient use of lands while highlighting the beauty of the location. A key straetgy for the vitality of the development will be a focus on the retail spaces to drive quality retail tenants, with restaurants, and spaces that excite and monetize tourism. It is Freed s opinion that one Master Plan Developer and the Town will establish a cohesive and unified path forward. A collaboration between the Town and the developer will be required to create a phased master plan which will allow development to unfold in an organized and consistent manner with a recurring aesthetic to tie in different aspects of the development along side of the stratigic programming. Freed Developments has extensive experience and prides itself in creating complete, strong and sustainable lifestyle hubs. The Wasaga Beach downtown development through one phased master plan would allow for Freed Developments to work with the Town to create a tourism hub and a sought after place to live. Phases of Planning 1. Establish a Vision 2. Review and analyze three different density concepts for consideration 3. Establish aesthetic and design for the Development 4. Review and establish Retail and Commercial and Hospitality programming 5. Initiate and facilitiate community engagement & stakeholder input 6. Communication Strategy with Community 7. Design and Build Financial Model 8. Sensitivity Analysis 9. Stress Tests 10. Sales Velocity Assumptions 11. Planning and Approvals strategy and critical path 12. Market Feasibility and Sales Strategy 13. Cost Analysis and Design Specifications 14. Phasing Strategy

193 4. REFERENCES If references represent third-party assessment of your strengths and weaknesses. We believe the following peer awards are a good indication of our reputation. AWARDS 2016 BILD Awards, 2016 Art Shoppe Lofts + Condos - High Rise Project of the Year A.R.E. Design Awards, 2016 Art Shoppe Lofts + Condos - Silver - Service Retailer National Sales & Marketing Awards Las Vegas, 2016 Art Shoppe Lofts + Condos - Gold - Best Social Media Campaign Art Shoppe Lofts + Condos - Silver - Best High-Rise Brochure Art Shoppe Lofts + Condos - Silver - Best Social Media Campaign Art Shoppe Lofts + Condos - Silver - Best Website Art Shoppe Lofts + Condos - Silver - Best Print Campaign Art Shoppe Lofts + Condos - Silver - Best Signage Art Shoppe Lofts + Condos - Silver - Best Presentation Centre Art Shoppe Lofts + Condos - Silver - Community of the Year 2015 Toronto Urban Design Awards, 2015 Award of Excellence - Fashion House & Five Hundred Wellington West Private Building in Context - Mid Rise - City of Toronto 2013 Pug Awards, Wellington West - Residential People s Choice Award 650 King West Condominiums - Residential Runner Up

194 2012 ARIDO, 2012 Project of the Year, Sixty Colborne Presentation Center 2011 Pug Awards, 2011 Seventy5 Portland Street - Best New Residential Building Thompson Hotel/550 Wellington - Commercial and Institutional Runner Up 2010 Design Exchange Awards, 2010 CEO of the Year - Peter Freed Interior Design - Temporary or Portable - Bronze - Burdifilek for Thompson Residences Sales Centre 2009 Project of the Year - Low Rise, Muskoka Bay Resort Best new Home Design under 2,500 SF, Muskoka Bay Resort Project of the Year, Fashion House Best Building Design - High Rise, Fashion House 2008 National Association of Home Builders, Silver Award, Fashion House The Advertising and Design Club of Canada - Brochure, Six50 King BILD Awards - Best Sales Centre, Six50 King West 2007 Sales and Marketing Awards - Project of the Year, 550 Wellington West Sales and Marketing Awards - Best Website, 550 Wellington West The Nationals, Best Website - Seventy5 Portland 2006 The Advertising and Design Club of Canada - Environmental Design, Muskoka Bay Resort

195 Please note: If additional references are of interest we would be happy to provide. 1. Ana Bailao, City of Toronto Councilor, Ward 18, Davenport 2. Paisley Donaldson - Mayor of Gravenhurst 3. John Klink - Previous Mayor of Gravenhurst (In office during Planning and Building of Muskoka Bay Resort) In closing Freed Developments has extensive experience in developing complete and coveted communities. We appreciate the opportunity to express our interest in the Wasaga Beach Downtown redevelopment and look forward to further discussions with the Town to discuss how our company and our vision can assist in repositioning the Town of Wasaga Beach through well planned and well executed developments.

196 APPENDIX 4 RLS WASAGA GROUP INC. 3l Beach Drive Wasaga Beach ON il.com May 26,2O17 The Town of Wasaga Beach 30 Lewis Street Wasaga Beach ON LgZ 1A1 Att: Mr. A. McNeill Director of Economic Development and Tourism Dear Andrew, We are pleased to offer the Town of Wasaga Beach the following response for the Request for Expressions of lnterest for Experienced Mixed-Use Developers The applicants of this response are; Rusty Barrese, Dominic Comito, Michael Luzar and Brian Gregory. ln total we have a combine ownership level experience in excess of 80 years in the Hospitality Service, financing, construction and development fields. We are currently in discussions with Urbantech West to supply our development and infrastructure consulting needs as they may be required. We believe that it is very likely the current Town infrastructure on the beach will not be sufficient for phase 1 or the balance of the development. We believe that we are able to provide a development within the current ownership of Town properties that will assist in the quick execution of Phase 1 of the Beach. This development would be laid out in a manner that would complement the current road artery system and be ready for the future festival square road layout. No expropriation would be required in order to start our development. We look forward in discussing this response in more detail with you, thanking you in advance for your time and consideration. RLS Wasaga Group lnc.

197 .\ INDEX Development Vision Organizational Chart Financial lnformation Key Personnel Experience/Qualifications Request for Expressions of Interest Notes L )

198 Development Vision While we are not discounting other areas of opportunity in this request for development interest, we currently are focused on the West site of festival square. As per our original submission for 31 Beach Drive (RFP the "Copa") as an entertainment venue, there were many areas of concern that we had for a final quality product. These items included but were not limited to the following, some of which have now been identified in the Master Plan completed for the Town: transportation, parking, higher quality accommodations. We carried out our due diligence on the balance of the building at 31 Beach Drive and unfortunately, our findings were that the project as an event venue was unfeasible at that time. With this expression of interest we are extremely interested in continuing our original vision of owning and providing a AAA event venue that meets not only the items addressed by the Master Plan, but also addresses the numerous items required to properly execute a world class facility from both a presentation standpoint and is operationally functionality. Our project we believe will have an initial construction budget of 20 million and would include underground/above ground parking an entertainment venue complete with 400 seat person capacity (event space of approximately 15,000 square feet), restaurants, retail, spa and boutique hotel/condo of units with the plan of expansion as needed. Sustainability is a large area of opportunity. As part of our development, we would incorporate green technologies and synergies of systems to strive for a level gold LEED building at a minimum. Mr. Luzar is a Certified Energy Manager as designated by the American Energy Engineers; as such he has a great deal of experience with green technologies and building energy synergy. Mr. Luzar also holds many domains including Net-Zero. Net zero is a concept that effectively means that the buildingls net energy consumption is zero. This will be the desired goal of the development. lf attained, this will be the first of its kind in Canada and possibly the World. Being the longest fresh water beach in the world, we as a community would receive a great deal of exposure world wide for this achievement. The proposed technologies will include building management control, light tubes, LED, Solar Thermal, Photovoltaic, Storm water management, grey water reclamation, geo thermal and wind just to name a few in order to strive to a net carbon foot print of zero. The development would stretch along the extended portion of Main Street as laid out in the Master Plan. This length is from Mosley to Beach Drive. This would be done for a variety of reasons. The Primary reason is that we believe we can create a development that would be ready to start building immediately without the need for expropriation of any other properties. The extended length of the development would allow for maintaining year round access easily and providing sheltered entrances and patios from the Bay winds, while the Town could move

199 forward and finalize the festival square layouts and expropriation requirements for the roadway. Having spent a whole year, not just a season on the beach front, we have become very familiar with the positive and negative aspects of the Beach front. Keeping in mind the desired outcome of a year round development, we believe we have the right information and design experience to provide a first class facility on the beach that will not be greatly hampered by the excessive winds and quick weather changes that occur. While the views of the beach are spectacular, the winds became a large deterrent from attending or staying at the beach front. Proper planning and design would allow for a much better experience along the beach front in the traditional off seasons periods. The Development would include indoor/outdoor restaurants that again would be designed to maximize the aesthetics of the area, but also creating areas that are desirable allyear round. The restaurants would be complimented by an entertainment venue that would host weddings, concerts, trade shows and other larger functions. We believe that upon the completion of the event venue, a great number of other areas within Wasaga Beach will benefit. The event venue however, does require amenities that currently do not exist within the area. We would incorporate a higher quality boutique hotel/condo of 6G80 units with the room to grow this to 150 rooms as the need increases. Our due diligence has resulted in our group being very comfortable with the need for an event venue. The short falls become, quality sleeping facilities, an accompanying spa, adequate on site parking and general perception of Wasaga Beach. Our team consists of individuals and corporations that have participated in the development of properties from both a financial perspective and active build-out. We believe that our team has the expertise to plan, design, build and ultimately operate the facility discussed herein. Urbantech is an international firm that carries out development and planning for corporations and government bodies all over the world. lt is our teams intention to engage Urbantech West (Oakville, Mr. Paul Brown) to assist us the and town as needed in order to address the infrastructure requirements of our proposed project as well as the future requirements. Michael Luzar, principal of RLS Wasaga Group lnc. has been in the financing, Engineering and Construction field since His history includes providing the engineering services for the Foxhead Hotel in Niagara Falls, construction coordination for the Fallsview Casino and hotel as well as thousands of other projects which include, hotels, condominiums, entertainment venues, spas, restaurants, retail, office, manufacturing, etc. Mr. Luzar has a great deal of knowledge in infrastructure, building design, storm water management, mechanical engineering, electrical engineering, space planning. Mr. Rusty Barrese a principal of RLS Wasaga Group lnc. is a seasoned hospitality and gaming service provider. Having over 40 years alone of experience, he and Dominic Comito of RLS Wasaga Group are well versed in the requirements of restaurants, entertainment venues and

200 hotel. Collectively in the hospitality industry, they employ in excess of 100 people. Currently RLS Wasaga Group lnc. is commencing the application process for attaining their Casino Supplier licence which is ultimately approved by the OLG. Once the development is completed, it is our intention to maintain the Event venue and hotel operations. Additional restaurant space, retail and spa will be leased out to other local business owners to provide a more diverse offering to the community. The building(s) will be designed in conformance with the current Town of Wasaga Beach building by-law requirements. lt is not our intention to introduce a high rise type facility, but to work with the Town to provide a proper first development that will set the tone for the future rollouts. Once completed, our entertainment facility and hotel alone will employ 8G100 full and parttime local residents allyear round. Through internal marketing of our new facility and our reputation, we believe that we will bring a new group of high quality tourists to the Beach Front. Our event facility will greatly assist in bringing first time and disenchanted historical visitors to the Beach for a NEW Wasaga Beach Experience. lt is our intention to primarily target weddings and corporate functions in order to revitalize the family value market and get these groups to see Wasaga Beach as a quality family Beach. We strongly believe that our Team has a strong and diverse background to ensure a hugely successful development and transformation of the Beach. Should you need any further information please let us know. We are ready to begin design, infrastructure planning and Yours truly, Michael Luzar, Director RLS Wasaga Group lnc.

201 ORGANIZATIONAL CHART TOWN OF WASAGA BEACH RLS WASAGA GROUP INC. MICHAEL LUZAR, POINT OF CONTACT RUSTY BARRESE DOMTNTC COMTTO BRIAN GREGORY URBANTECH INC. PAUL BROWN, POINT OF CONTACT GRoNNOX lnc. COMPLEX ENGINEER NG FIRM MARK PERIC, POINT OF CONTACT ARCHTTECT (tbd) FINANCIAL WAYNE NOVAK, SOLICITOR PAUL BROWN, POINT OF CONTACT

202 Financial lnformation RIS Wasaga Group lnc. has budgeted an initial requirement of 520,000, Can. to secure and develop the shell of the building. This amount has been secured pending a final proposal submission being approved by the Town of Wasaga Beach. Should the scope of the development and quality require additional funds, there is an availability of up to S100,000, Can. Should you have any questions, or wish to conduct your financial review, our solicitor Mr. W. Novak, and is available for a meeting to facilitate the financial strength review audit.

203 Paul Brown Senior Associate u rba ntech Int oduction Paul is the Senior Associate managing the Urbantech West office. He has been responsible for the management and execution of engineering projects from the initial planning stages through the construction process up to and including subdivision assumption. His strong background and knowledge of municipal process, functional municipal engineering and project management allow for a seamless and efficient approach to securing timely project approvals. He has recently worked as paft of several multi-disciplinary consulting teams for several large development areas providing leadership to secure, Secondary Plan, Block Plan, Draft Plan and Subdivision Approvals and Registrations. Paul brings a practical approach to all of the Urbantech projects, continuing to focus on critical path tasks required to achieve deliverables and constantly reassessing and repriorítizing these tasks to ensure projects are approved on time and within budget. Education Graduated from Sir Sandford Fleming College with a diploma in Geotechnical Engineering Technology. ProJect Experience: Town of Milton ROPA 33 lands acres Managed and coordinated Master Plan level Water and Wastewater Infrastructure seruicing strategies to influence Halton Region's Sustainable Halton Master Water/Wastewater Plan Process. Responsibilities included strategic preliminary design of Master Planned Water/Wastewater Infrastructure with accompanying fiscal analysis, City of Hamilton Nash Neighborhood Secondary Plan units Responsible for the coordination and implementation of trunk municipal servicing for the Secondary Plan Area. Responsibilities include preliminary design of water and wastewater infrastructure and ensuring the strategic staging and funding of the infrastructure through the City of Hamilton Development Charge and Staging of Development Programs.

204 Paul Brown Senior Associate u rba ntech City of Hamilton Fruitland Winona Secondary Plan Area Acres. Accountable for the block plan servicing study, draft plan and site plan approvals for this new Secondary Plan Area located in the City of Hamilton. Utilized past experience to author the terms of reference for the block plan servicing studies which were subsequently approved by the City of Hamilton. Managed analysis of existing infrastructure to ensure maximum utilization of existing infrastrudture. Town of Milton Boyne Suruey County Homes and Mistburn Estates- 900 lots- Managing these two the draft plans located in both the east and west phases respectively of the Boyne Secondary Plan through the Secondary Plan and Teftiary Plan processes both at the Town and Halton Region and implementing the recommendations of the Subwatershed Impact Studies (SIS) through Functional Water, Wastewater and Stormwater Designs

205 Fooo nvo Btvrnnet SERvlces Pnoposnt THE TowN or WAsnen Beecu Rustv Barrese's History Recreation Leisure Services is owned and operated by Rusty Barrese. R.L.S. was ncorporated in the 90's, but Rusty Barrese has operated, or had an interest under various corporations prior to such. (City foods, Ad-Com, David Copperfield *A Dickens of a Place", Biase's Gourmet Fine Foods, Concept Entertainment services, Escar Foods, Passive adventures). Rusty Barrese also has been involved with National as well as lnternational Events such as Alberta Papal visit, Xlll winter Olympic Games (Lake Placid), and has operated various food and beverage operations on behalf of others. Commonwealth Stadium, CNE Stadium, York University, Coliseum Complex, now known as Direct Energy Centre (National Trade Centre, Exhibition Place). Rusty Barrese's involvement with Escar Foods dates back to the early 70's, and as an employee, Rusty purchased said company and sold it in 2002.The history of Escar is; largest concessionaire at the CNE, which operated at one time or another, CNE Stadium, Molson Indy, Air Show Hospitality, Midway Stage Bar & Grill, Toronto Papal visit, Fabulous Food Show (Consumer Show), Nobet's Tavern, CNE Casino, Gaming and Attractions, Bandshell Café and its Catering division, who's client list includes the following, Blue Chip Corporations such as lbm, Xerox, Texaco, Juno awards, Royal Agricultural Winter Fair, Numerous Federal and Provincial Crown Corporations. Rusty Barrese was also a founding member of Passive Adventures, which brought Para Bounce and Gym Jump (known as Euro Bungee elsewhere) to Canada. Recntenov Letsune SERvlces Lro.

206 FooD AND Bevtnnce SeRvlcEs Ppoposnt Tue TowN of WASAGA BENCN Rusty Barrese is proud of his Corporate and personal involvement to various charity, non-profit groups, and var ous community groups. Example of in the past are as follows:. Royal Canadian Legion (Executive - various positions) o Villa Charities (Gaming division) o Canadian National Exhibition Association (Director) o Board of Governors Exhibitlon Place o Optimist Club of Aurora (Executive Board). Aurora Minor Hockey. Alberta Papal Visit (Food and Beverage Committee) o Variety Village. Numerous other non-profiucommunity organizations Recneenoru LElsuRE SEnvlcEs Lro.

207 Fooo etuo Bevrnnee SERvrcEs Pnoposet THE T)WN of WASAGA BEACH Dominic Comito, has over 20 years' exper ence in the catering and hospitality field. Mr. Comito is a hands on operator and as such is well versed and experienced in the day to day operations and promotions of a hospitality venue. His current place of business is Julius Banquet Center where he rents a 16,000+ square foot venue. The venue also maintains a liquor licence in excess of 800 people. The day to day operations not only include staffing, scheduling, cash flow, food ordering, liquor control, ordering, administration, but also includes the proper training and certification along with promotions, all of which is overseen by Mr. Comito. While the banquet hall business is somewhat seasonal, the proper operation and continued longevity of such a venue is a year round effort and requirement. Mr. Comito realizes this and as such has developed this operation into a successful and prosperous location. Mr. Comito has been involved with banquet halls and hospitality locations in a leadership role which include, Caesars Banquet hall, the CNE, Julius Banquet Center and numerous offsite functions which have included; weddings, special events, corporate events, BBQ's and trade shows. Mr. Comitos' knowledge of food costs, liquor cost, staffing costs, rental costs, certification requirements, ongoing training requirements, hospitality expectations and general overview of the market has helped him be realistic in expectations as well as prepare clear business plans with respect to what can be achieved and ensuring the right procedures and implementation of the same result in a successful outcome. Rrcntnnotu Le sure SERvlcEs Lro.

208 Fooo eno Bevrnnee SERvlcEs PRoposAL THE TowN of WASAGA BIncu Michael Luzar's Historv Michael Luzar, is a self employed business man and entrepreneur. Mr. Luzar carr es the professional designation of CEM as provided and accredited by the Association of Energy Engineers. Mr. Luzar's primary areas of operation since the late 80's has been in the engineering field, with an emphasis on energy efficiency and building design/operation. Other areas that Mr. Luzar has been involved in also include, financing, entertainment venues, real estate and project management. Mr. Luzar's expertise also includes the requirements from both the municipal building departments as well as AGCO with respect to licensed entertainment facilities. Mr. Luzar has been involved with the document preparation of numerous existing and proposed facilities and as such is well positioned to not only prepare the required documents but also be realistic in our needs and expectations. On the community side, Mr. Luzar has been the president for the Milton Junior Chamber of Commerce (JCl), president for the Ontario Junior Chamber of Commerce (JCl Canada) and currently sits as the Secretary Director of the Canadian Slovenian Chamber of Commerce. Other areas where Mr. Luzar has taken an active role in the past has included Santa Claus Parade committee (Milton), Canada Day Committee (Milton), Food and Health Committee Leader (Milton Canada Day responsible for all vendors and the overall event as it related to health matters). Project involvement in the past has included but not limited too; Lone Star, Tim Horton's, ESSO, Bank of Nova Scotia, Menchies Yogurt (all Canada), Liberation Energy Inc. Government of St. Kitts, Tonic Night Club, Abyss Night Club, Million Dollar Saloon Windsor, Diamond Jim's Billiard, Wendy's, Paramount Fine Foods, M&M Meats, Teryiaki Experience, Casino Niagara, Sheridan Fallsview addition, Telus Head office Calgary, Royal Bank Metro West complex (401 and Erin Mills), St. Michaels Hosipital Toronto addition, Aventis Canada North York Campus, etc... RecnrnnoN Letsune SERvicEs L o

209 Fooo ar,to Beveanae SERvlcEs Pnoposet Tur Tow u or WAseen Beecn References Fatima Scagnol Exhibition Place Gord Wauchope Town of lnnisfil Mark Aitken County of Simcoe Rebecca Holmes City of Burlington Paul McCarron City of Barrie Joe Pantalone City of Toronto Canadian National Exhibition James Melvin (Additional references are available upon request) Recnentoru Letsune SeRvlces Lro.

210 Fooo nrrto Bevranet SrRvlcEs Paoposnt Tne Toww or WAsnçe Btacu nruo ReTeRENcES City of Barrie City of Burlington Township of Springwater Town of lnnisfil Splash Water Canyon Scouts Canada (Leatham Centre) Town of Aurora Bandshell Café Royal Agriculture Winter Fair World Youth Days CNE Stadium Xlll Winter Olympic Games Universaide 83 Commonwealth Stadium Alberta Papal Visit York University David Copperfields Canadian National Exhibition Barrie Burlington Midhurst lnnisfil Minesing/Barrie Whitchu rch-stouffu i I le Aurora Exhibition Place Toronto Toronto Toronto Lake Placid U.S.A. Edmonton Edmonton Edmonton Toronto Toronto Toronto Recneenotu LElsuRg SERvicrs Lro.

211 RAYJAM HOLDINGS LTD. JARVIS HOLDINGS LTD. OPERATORS OF W ê, -.o- -/êq,4l 7.õ-r..{._d tt --FL-- J COL. SANDERS RECIPE (entuckg lried (,hicken 95OI - III AVENUE EDMONTON. ALBERTA TsG OA5 TELEPHONE November 19, 1984 Mr. R.J. Barrese Ri11 Food Services Box 6LL7, StaËion C Edmonton, Alberta T5B 4K5 Dear Rusty: Lrd. Síncere appreciaëíon for all the the hours of personal tíme and the dedicaëion a very difficult task. hard you rfork, gave to Even though the Papal Visit did not:draw Ëhe numbers of people that r lere expected, ule do have the satisfaction of knowing that the sysëem I re planned I^Ias viable. The experience \^re gained will, I hope, be usef u1 ín the future. exception Therefore which we sometime JDR/'eg All the b ill-s are in and paid, with the of the deposit refunds for the tent concessionaires. the work of our Food Service Committee is completed. I would like a final assessmenë of the operation, could include in a manual for future reference. I have enjoyed r^rorking with You, and hope that in the f uture Èhe oppott"r1ity wíl1 arís e again. ;Yours truly, t.'-;/ fttu'.., James D Rae Managing Director

212 ROYAL AGRICULTURAL WINTER FAIR The Coliseum, Exhibítion Place, Toronto, Canada M6K 3C3 Telephone (416)>æ*-ffiæ HonorcryPrcsident John0nigEaton. Prcsident.hmesW.Mút tdno,ù?^. Vìcehæidenr Moffat0unbp. Gelentu Mgq J.fu drewsbr art March 5, 1987 \J_- ñ.- -'..- D i'iif..ius at úaf'rese - -, clo The BandshelI, Exhibition Place, 'Ioronto, Ont. M6K 3C3 Dear Rusty, Just thought I should drop a note to say how impressed I have been with food, service and display of attention to detail demonstrated at the recent functions which have been catered under your auspices at the Royal Winter Fair. Your ingenuity and suérgestions as to menu, service lines, etc., have certainly been appreciated and be assured that I will direct any upcoming functions to your Firm without hesitation. Warm personal regards. Yours ver truly, VP/MK V. PotLer Manager/ Admini s trat i on 1,987 DATES NOVEMBER 11TH NOVEMBER 22ND

213 Ī I rt June 5, L987. Mr. Dennis Madden, Erniers Arcade Limited, 45 St. Clair Avenue West, TORONTO, Ontario. M4V 1L3. Dear Dennis: Just a short noterv hich is tong overdue, to thank you and John Blair for your efforts on our behalf at the 1987 National Home Show. V'le appreciate the awkward position you were in as interim caterers, and compliment you and your staff for the excellent co-operation, service and quality you displayed. We \^7ere very impressed with Lynn, Rusty and Terry who always responded to our reç rests in a prompt and courteous manner. It was a pleasure working with them. Special thanks to you for all your efforts and professionalism, we enjoyed working with you and your team. Letrs qet together soon for Iunch. Yours very truly, NATIONAL HOME SHOÌ ü,,4.ø. C. Eckford. Show Manager- MCE: jr. cc: W. Stockwell, L. Battista, V.G. Taylor, File. Sponsored by Tororìto Honre Builders Assoc ation o Produced by Southex Exhibilions. a division of Southam Communical ons Limiled 1450 Don Mills Road. Don Mills. Ontario. Canada M3B 2X7. (416)

214 Z ) f oor (' rl c) CANADIAN FOOTBALL LEAGUE c COWE GREY CUP B. C. PLACE STADIUM SUNDAY. NOVEMBER 29, 198? JuIy Bth, I9B7 Mr. Rusty Barrese, The Bandshell Cafe, Exhibition Place, Toronto, Ontario. M6K 3C3 Dear Rusty: Our opening game reception and barbecue was a huge success last month at the Carlsberg Pavilion. The efforts of you and your staff went a long way to making it a great event. Our sincere thanks. We look forward to working with you again. Yours very truiy, Ken Derrr Director KD: sip ett, of Administration. CANADIAN FOOTBALL LEACUE BUILDING, TWELFTH FLOOR, 12OO BAY STREET, TORONTO, ONTARIO M5 R

215 I AM 1540 srgneo FM ffi.7 CTITN RAD'OI 7V I',T t;fln ÅÍ'oild AL 637 COLLEGE STREET TORONTO, ONTARIO - CANADA, M6G 186 I PHONE: (416) r I,lr. John Blair, Escar Foods Ltd., Þ<hibition Place, Toronto, Ontario },I6K 3C3 July 23, L987 Dear John: There can be no doubt that we had ourselves one hell of a successful Picnic. Excluding those two rainy days the weather couldn't have been better on the three biggest andmost important days. Special thanks to Dennis, Rusty, Richard, Monty and of course yourself for doing such a super job throughout the event. It \^7as a pleasure to work with an operator wlro knows how to handle the kind of cror ds \^7e can deliver. As I had indicated prior to the Picnic, CI1IN Radio \^7as mounting a major promotional canpaign geared to heighten ahtareness of our "InLernational Food Fair" as a rnajor feature of the Picnic. It was an extremely successful canpaign. Based on my information on concession sales, and as Escar Foods!üas the largest concession on site during the Picnic, the advertising canpaign certainly helped make this Picnic a financial success for you. I hope that now that you have a better appreciation of the Picnic and the effort that went into prcrnoting the International Food Fair and Beer Garden, you will now consider the contribution to this carnpaign as we had discussed earlier this sunner. Iooking forward to hearing from you and working with you on future events together. Talk to you soon. Yours u-/tl ive Vice-President Broadcasting in over 3O languages 24 hours daily on AM l54o Stereo FM loo.7 Sterèo Broadcasting l2 hours of lnternational TV programming weekly over the Global TV Network and CITY-TV

216 Tlre Greatl^ake S\MÍm For YartetyVillaç September 4, L987 lrc \- <, Swim Master CliffLumsdon SwimStarter MarilynBell rr)ilåscio) Honorary Swim Captain GeorgeCohon John Blair and Rusty Barrese Bandshel I Café Exhibition Place T0R0NT0,0ntario M6K 3C3 Dear John and Rusty, The Var"iety Viììage Great Lake Swim'87 has been a tremendous success. Over ninety swfmmers participated in the crossing and raised more than $500,000 in the process. The receptíon we received at Mariìyn Bell Park, C.N.E., was fantastic! The crowds of famiìy, friends and well wishers, the Variety Village Band, the press and the Lieutenant Governor, created a true atmosphere of victory. You and your staff again, did a fírst class iob of providing a food and beverage service befitting the occasion. It is a pleasure to deal with true professiónals. With all of the other details to be looked aften, ft was such a relief to know you and your staff would handle their responsibil ities that afternoon. Many people thanked me during the reception and in the days that followed'. Part of those thanks beìong to you. You were all a key part of the team to make this event happen. We can feel extr"emely proud of the new Variety Village Aquatics llling that we are all helping to buíld. It will be another day of celebration in the spring of'88 when the facility opens and our kids have their much needed pooì. Again, thank you for your support. Ki ndest reg-ards, / ' Aautht-,^--(- Lorr"ai ne Nobl e Great Lake Swim Committee t2 s {,tt l'"l a-' ' i, I L/- C Í-wí' e Sl}lDanforthAvenue, Scarborough, Ontario, CanadaMlN2cz TÞlephone: (416) Aprciectorthevarietvctuboron",,l"l",lJil;åi;,:i;::::i,!::,#,,;:3i,;:,y,i:::"tchitdrcn'scharitvinthewortd'

217 EATON'S ì Dundos Street West Toronto, Onrorio MsB ìcb April 27, 19BB Mr. Rusty Barrese The Bandshel-l Exhibition Pl-ace Toronto, Ontario M6K 3C3 Dear Rusty, I just wanted to send you a short note to thank you for making our evening a resounding success. Fred's f amily and business associates \^/ere all f ull of praise on how well the party turned out...and you and your staff are largely responsibl-e for that! Several people mentioned to me how pj-easant and helpful your staff were (as if you didn't know). Another special thanks, if you would be so kind as to pass it od, shou-l-d go to the gentlemen handling the supervised parking. Because we arrived early, these fel-lows were not ton duty' yet, but a number of people commented on how amiabfe they were. At any rate, Rusty, to al-l your staf f ; and the back to yoursel-f. Sincerely, please pass on apply several our sincerest thanks wel-1 placed pats on Debra Ouel-l-et (Mrs. ) Administrative Assistant Group 10 Co. Buying Office do

218 CnsrNo AwruSEMENTS CaneDA -ÚnL z.not onof Cotíno 4gtnL* S nc 1974 October 14, 1994 Mr. Rusty Barrese & The Bandshell Staff Bandshell Cafe, Exhibition Place Dear Rusty & Staff: Just a quick note to express our sincere thanks for helping to make Josh's Bar Mitzvah part a great success! Our telephone is still ringing of the hook with nothing but compliments on the entire evening. The cocktails and hors'doeuvres were endless. Your buffet dinner presentation was fabulous and the food was delicious. We would not hesitate to recommend the Bandshell and its staff for any occasion. Wishing you the best of luck with all your future endeavours, The Zidenberg amily P.S. A very special thanks goes out to Rusty for taking the pressure off of us during the preparation of our special night Bayview Avenue, Suite 205, Thornhill, Ontario Canada L3T 252 Phone' (905) Fax: (905) oç buuioo of Antarío -C,ou.J

219 PATRON Colonel, The Honourable Henry N. R. Jacfman, CM. KSIJ. LL.O HONORARY PRESIOENT Major-General Eruce J. Legge cmm. CM, KSIJ, E0. CD, 0C HONORARY PARAOE MARSHALT Colonel. The Honourable Lincoln M. Âlerander PC, CC, KSIJ, 0 ont, 0C, BA, l-t.b. LL.0 WARRIORS' DAY PAR.{DE COUNCIL OFFICE OF THE PRESIDENT 105 Hollyberry Trail WillowdaIe, Ontario tf2h 2N9 HO forary PAORE Maior. The Reverend 0r. Slewan B. East MC, OBE. 27 April 1995 Mr. Rusty Barrese Bandshell Cafe Canadian Nat,ional Exhibit,ion Exhibition PIace Toronto, Ontario M6K 3C3 Dear Mr. Barrese: This wil I confirm the luncheon arrangements recently made bet,ween yourself and Mr. Blain Pridham of the Warriors' Day Parade Council. This luncheon will be held immediately following the Saturday, 19 August I understand }lr. Pridham wí11 advís ey selected by the Executive, and thatt confirmed some time ín August. Parade on ou of the menu that is to be he number attending will be As I have stated to you before, ME. Barrese, the Council has always enjoyed the food and service provided by you and your staff. We look forward to being with you again in August- Yours sincerely, O ru. Donald l.{. Cameron President /rp Canadian National Exhibition Association, Exhìbilion Placc,Toronto, Canada M6K 3C3 (416) 393ó082

220 LE\ilIS/RAI 1-17s Grand Avenue. Etobicoke, ontario M8Y 3Y3 (2sl)3429 August l5th, 1995 Rusty Baresse The Bandshell Exhibition Place Toronto, Ontario M6K 3C3 Hi Rusty:- The success of any event depends on the sum of its various parts. Choosing The Bandshell was the smartest thing we did. You, your staffand the facility itself played such a major part in our wedding that we felt that a brief follow-up letter is appropriate. Everything was excellent, from your initial discussions with us around some of the unique things we wanted to do, through to the evening itself. The food was superb, the staffboth efficient and attentive (not to mention keeping everything on time and on track), and everyone loved the location and its proximity to the lake. With everything running that smoothly, it allowed us to relax and enjoy the day ourselves. Again, a big thank you to both yourself and all the staffat The Bandshell. We will certainly be back when the occasion demands it, and won't hesitate to recommend it to friends and business assocrates. Kindest regards, lll,,,l-] t Michael & Surjeet Rai Lewis

221 August 29, 1995 Peter Moore Board Of Governors CNE Exhibition Place Toronto, Ontario M6K 3C3 +' t'i? fre<,taw Øtevt9 lsf<. Dear, Peter ShoCorp is an event management company which works on various sporting events fhroughout North America. We had just completed a two day event at the CNE waterfront with approximately 150 Personal Water Craft [PWC] racers. At the last minute, arrangements had to made with the Bandshell Cafe to accommodate over 175 people. Without hesitation, Rusty and his staff handled the situation quickly and professionally. It was a great relief to have a potential problem dealt with so efficiently. My thanks to the staff at the Bandshell Cafe. Á, Scott Duncan ShoCorp Special Events Inc. CC. Rusty, Bandshell Cafe 648O Vìscount Roød o ljnìt #3 c Mississ*uga c Ontario. Cønøda c L4V 7fI3 (gùs) Føx (9OS)

222 CANADIAI\!NTERNATI AIR SHO\ø September 27,1995 Donald J. Chapman President Mr. Rusty Barrese The Bandshell Exhibition Place Toronto, Ontario M6K 3C3 Dear Rusty, lwould l ke to thankyou forthe supportyou provided me and the 1995 Canadian internatirlrral Air Show. I am well aware that our request was on short notice and I did appreciate your ability to react quickly in dedicating a portion of the Bandshell Gafe to meet our needs. As in the þast, ihe quality of the meals was superb, and presentation and taste were exquisite. Don Marion, my Protocol Manager, spoke very highly of the cooperation and assistance he received from Linda in setting up the daily seating plan. He said, "No change was too large and ali my requesrs wsre filled quickly and courteously." ln addition, I would also like to thank her and the other serving staff for the professional way they served the meals. Their efforts were not wasted on our guests and many commented on the fine dining experience. ln short, you and the stâff at the Bandsheli Cafe made it happen for us. Again Rusty, please accept our thanks for providing us outstanding meals and assistance. Would you let your team know of our appreciation and commend them for a job well cione. I tlo look forward to our continued cooperation and to your suppo!'t in the future. Yours truly, Donald Chapman CIAS President PRESS BUILDING, SECOND FLOOR, EXHIBITION PLACE, TORONTO, ONT. M6K 3C3 Telephone: (416) Fax: (416) The Grand Finale of the GNE CHARTER MEMBER - INTERNATIONAL COUNCIL OF AIRSHOWS

223 events YO ß rcgror{ ìaßlvit^pêi GlolrP March 2,2004 Rusty Barrose Recreation Leisure Services 44 Aurora Heights Dr. Aurora, On. L4G 2W7 Dear Rusty, I wanted to thank you again for your involvement in the Markham Spring Home Show. Your stepping in late in the game and doing such a fine job really meant a lot to us. I look fonryard to working with you again and to speaking with you soon. Sincerely, /Ar-rt^t Bonnie Rondeau Show Co-Ordinator YRNG Events Management Tel: (905) A. Toll Free: (888) 2f Fax: (905) Civic Avenue, 3rd Floon P.O. Box 154, Stouffville, Ontario L4A7Z5

224 Aurorü Minor Hockey Associution P.O. Box 71555, Aurora, Ontario, L4G 659 Phone: F'ax: 905' auro rahockev@.on.aibn.com Website: January 27,2005 Mr. Rusty Barrese Recreational Leisure Services Ltd Dear Rusty, On behalf of the over 1200 players that participate in the Aurora Minor Hockey Association Annual Showcase Tournament I wóud like to express our gratitude for the continued support of Recreational Leisure Services. This event has become an anticipated part of our hockey season by our recreational hockey players within our association. During th'e course of the tournament we receive numerous comments from our members expressing their apþreciation for the event and we wanted to be sure that you were aware of the positive impact th s tournament has on our recreational hockey community' We look forward to working with you once again next year when we celebrate the 10ü anniversary of the Showcase Tournament. Sincerely yours, Joe Bentolila President AMHA 1)il,-,-,-

225 TiUNA! Local 506 September 15, 2010 RECREATION LEISURE SERVICES LTD. 45 Russell H ll Drive Barrie, Ontario -L4N 0C2 Dear Rusty Barrese: On behalf of the Nick Barbieri Charity Bocce Ball Committee, we want to express our heartfelt thank You, in particular, for your incredible service given to all of our guests and for your generosity in support of Big Brothers Big Sisters of Halton and The Carmen Principato Scholarship Fund. Your personal commitment means so much to us but even more to those in need and is very much appreciated. You truly did a wonderful thing. It was a fantastic day and the tournament was a great success in due part with your help. Once again, thank you for your kind contribution and wish you much success in all your endeavors. Sincerely, On behalf of the Bocce Ball Committee' NP Business Manager CIPATO A

226 t l ( f.\ Jiì \1. 'r tì i.l,. ì l1\l ì,,'\ ì1 \ 984 Gorham Street Newmarket, ON L3Y 1 L October 17,2010 Rusty Barrese Director of Recreation & Leisure Services Mr. Barrese On behalf of Central York Fire Services, Fire Prevention Division I wish to thank you for your Very generous donation to our fire department "Open House" days which took pí"." in Newmarket on September 25th and in Aurora on October 2nd'. The popcorn machine and the popcorn was a huge success which enhanced the overall success of the events. Regards, \- Les Chaisson Chief Fire Prevention Officer Proudty protecting the communities of Aurora and Newmarket

227 June27,ZOIL Recreation Leisure Services lnnisfil Recreation Centre 7883 Yonge Street lnnisfil, Ontario LgS 1K8 Attention: Rusty Dear RustY: Thank you for your support and all the effort you and Annamarie put forth towards our "RALLY FOR CANCER". Everyone commented on what an amazing job was done. We are pleased to announce it was a tremendous success our very first year. You are helping us bring G ncer care closer to home' The mission of the C ncer Support Group of lnnisfil is to hetp those who are facing the trials and tribulations associated with a cancer diagnosis. We try to make the journey as stress free as possible and to let our members know we are always here for them. We know, because we too have been down the very same road ourselves. Together as a group we work hard to raise awareness and help others. You have helped us do this by yourgenerous donation and we cantthankyou enough' Laurie Budd ñ-"- ór-. r Founder Cancer Support GrouP of lnnisfil ) R}7H Pconle Cäre n s. RAD o #.*-Bgå Cancer Support Group of lnnisfil 2167 Jans Blvd, fnnisfil, Ontario LS,S 1Y4 7O543L labudd@live.ca

228 October 2012 Rusfy & Thereso Recreotion Leisure Service P.O. Box Auroro, Ontorio L4G ós9 Thonk you for your very generous donotion to lhe Cify of Burlington's Annuol United Woy Kick-off BBQ held on September 27tn. The United Woy roises funds ond dislributes them to o network of choritoble communily orgonizotions providing heolth ond sociol services to children, seniors, fomilies ond people with disobilities. ll's the generosity of people like you coming together thot mokes o losling difference in our communities. Once ogoin, thonk you, your kind donotion goes o long woy in helping others less fortunote. Sincerely, Cífy oftsuwl'ín4tow United/Wa'y Cowmiftw

229 rþt. nnisf r JOINT HEALTH & SAFETY AND WELLNESS COMMITTEE August 18,2015 Rusty Barrese Recreation Leisure Services Ltd HAND DELIVERED Re: Town of lnnisfil Staff Health & Safetv BBQ Dear Rusty, On behalf of the Town of lnnisfil, we would like to express our sincere appreciation for your generous food donations for the Town of lnnisfil's Joint Health & Safety Committee and Wellness Committee Staff BBQ held on Friday June 19, Your generous donation of burgers, veggie burgers, sausages and buns to feed Town staff in attendance was well received. The Joint Health & Safety Committee and Wellness Committee takes this opportunity to raise awareness of the importance of a health and safety as the 2015 summer begins. lt was truly a fantastic event. Your generosity was instrumental in the overall success. You have shown fantastic community spirit. Thank you for your participation. Since Mayor auchope inistrative Officer MacKenzie / Rob Baxter Joint Health & Safety Committee BBQ Committee Representatives Ch Wellness Committee BBQ Committee Worker Representative Town of lnnisfil lnnisfilbeach Rd.. lnnisfil 0N LgS i10 r Fax:

230 APPENDIX 5 Expression of Interest Wasaga Beach Downtown Development Opportunity May 26 th, 2017 Mr. Andrew McNeill Director, Economic Development and Tourism Town of Wasaga Beach 30 Lewis Street Wasaga Beach, ON L9Z 1A1 Dear Mr. McNeill: Re: Expression of Interest for Downtown Development Opportunity Further to our phone conversation this morning, we would like to express our interest for an opportunity to participate in the development of downtown area in the Town of Wasaga Beach. As explained, we were planning to submit a complete package with another development company, but due to some last-minute disagreements, we decided to pursue this opportunity independently and on our own. This last-minute change of strategy, along with a 10-day business trip (we just arrived in Toronto last night), would not allow us to put together a complete package. This is why we are submitting what we could assemble in a very short period of time. Should we be shortlisted for the next step, we would be more than happy to provide you with any further information and/or material you would require. We are very interested in the development of the Lower Main District. We have extensive experience in developing mixed-use communities in Ontario and do have the financial capability to fund such long-term, visionary, and capital-intensive projects. To this end, we have partnered with Quadrangle Architects who have an outstanding reputation for design excellence and great experience in various mixed-use masterplan developments. We intent to add other required consultants to our design team, which include a landscape architect and an urban planner. To bring such a unique vision for the Town of Wasaga Beach to fruition, we believe that we need both an ambitious, forward-thinking municipality and a capable, world-class development team to work collaboratively as partners and towards a single goal. We are pleased to be your development partner in realizing this dream for the Town of Wasaga Beach. 70 University Avenue, Suite 350, Toronto, ON M5J 2M4, Canada 1

231 Please find enclosed the following two documents: 1. U Developments Presentation Deck 2. Quadrangle Architects Qualifications Package For more information on our company, we would invite you to go to our website We are excited to be part of Wasaga Beach Downtown Development and do hope that we are selected for the next step to have a meeting with Town staff. In the meantime, should you require any further information, please do not hesitate to contact us at anytime. Sincerely, Mahdi Tajbakhsh (PhD) President & CEO U Developments Phone: (416) Mahdi@UDevelopments.com 70 University Avenue, Suite 350, Toronto, ON M5J 2M4, Canada 2

232 70 University Avenue, Suite 350, Toronto, Ontario, M5J 2M4, Canada

233 U Developments U Developments is a boutique real estate development company with extensive experience in the development industry. U Developments has comprehensive knowledge, experience, and expertise to manage all facets of real estate development in residential and commercial markets. U Developments principals have worked on a large variety of projects including mixed-use condominiums, luxury custom homes, and commercial projects. With every project, our focus is to create an addition to the neighbourhood that will stand the test of time. 2

234 U Developments Through our systematic approach to real estate development and rigorous project management techniques, we manage all processes including: Land Assembly and Acquisition Finance Marketing and Sales Development Management (Planning and Development) Construction Management (Design and Construction) 3

235 Land Acquisition Site Selection Perform due diligence, including: Legal due diligence Environmental due diligence Planning and zoning due diligence Financial due diligence - project pro forma Negotiation and Deal Structure Deal with current tenants and negotiate their move-out and termination agreements 4

236 Finance Obtain, negotiate, and finalize term sheets proposed by potential lenders at various stages of real estate projects to: Secure land financing from banks and mortgage lenders Secure equity financing from equity lenders and investors Secure mezzanine financing from mezzanine lenders Secure construction financing from construction loan lenders Utilize existing, long-term relationships with financial institutions in the Middle East, Asia, South America, and Eastern Europe Complete equity and debt financings from the international institutional investor community Have in-house capabilities for sophisticated financial structuring 5

237 Marketing and Sales Prepare a market study and identify the clientele Select and retain marketing and sales team Develop marketing campaign and marketing collateral (project logo, project website, print ads, online ads, brochure, feature sheet, and floor plans) Design and construction of a presentation gallery Launch the marketing and sales campaign (grand opening of the presentation gallery, friends and family party, VIP agent open houses, print advertising campaign, online advertising campaign, and blasts) 6

238 Marketing and Sales Deal with legal aspects of sales programs, including: Liaison with condominium lawyers Coordination of necessary work among the lawyers, surveyor, and property management company Preparation of condominium documents and agreement of purchase and sale 7

239 Development Management Interview, select, and retain the architect, engineers, and consultants (design team) Lead the design team to prepare and submit development applications Coordinate and lead pre-submission and post-submission consultation meetings with City staff, ward councillors, residents associations, business improvement areas, and the public Coordinate public consultation meetings 8

240 Development Management Liaise with governing authorities throughout the approval process for Official Plan Amendment (OPA), Zoning By-law Amendment (ZBA), and Site Plan Control Application (SPA) Manage all application revisions and communications and negotiations with municipalities and City staff Manage legal aspects of planning and development and liaise with municipal and planning lawyers Prepare project pro forma reports and construction cost estimate reports in coordination with the quantity surveyor 9

241 Construction Management Acquire, develop, and lead construction management team Develop and maintain project schedule in coordination with the construction manager Develop cost estimates and project budget through the quantity surveyor and the construction manager Prepare scopes of work and manage tendering process in coordination with the construction manager Review bids, negotiate with major trades and contractors, and award contracts 10

242 Construction Management Review and approve project status reports prepared monthly by the quantity surveyor for construction financing lenders Review and approve all progress payments and invoices Managed Pre-Delivery Inspection, interim occupancy, and condominium registration Lead final project closeout and condominium turnover Manage legal aspects of staff consulting agreements, construction contracts, and trade union issues 11

243 Experience U Developments principals have been involved in numerous high-profile projects, including: PASSION IS ABOUT KNOWING HOW PERFECT SOMETHING CAN BE WATCH VIDEO WATCH VIDEO GALLERY GALLERY RETAIL RETAIL RESIDENTIAL RESIDENTIAL PASSION IS ABOUT KNOWING HOW PERFECT SOMETHING CAN BE Hazelton Avenue - Toronto 181 Davenport Road - Toronto 1 Bloor Street West or The One - Toronto Central Park Ajax Phase 1 - Ajax

244 133 Hazelton - Toronto 133 Hazelton Residences is a luxury condominium building comprised of 35 completely custom designed suites, 2 commercial town-houses, and one luxury retail unit. The building is situated in Yorkville, the most coveted neighbourhood of Toronto. All urban life amenities are only steps away, while the views from the suites are those of kilometres of trees to the north and residential historic houses of Hazelton Avenue to the south. Project Statistics: Number of Storeys 9 Building GFA 71,000 SqFt Number of Units 37 13

245 181 Davenport - Toronto 181 Davenport is a boutique luxury condominium building comprised of 68 custom designed and custom built residential suites and 3 luxury retail units. Adjacent to 133 Hazelton Residences, 181 Davenport is located on the northern border of Yorkville, the charming historic neighbourhood in midtown Toronto. Unobstructed views across Ramsden Park and the green neighbourhood are part of the appeal of the building. Project Statistics: Number of Storeys 12 Building GFA 125,000 SqFt Number of Units 68 14

246 One Bloor West - Toronto NG HOW PERFECT SOMETHING CAN BE PASSION IS ABOUT KNOWING HOW PERFECT SOMETHING CAN BE WATCH VIDEO GALLERY RETAIL WATCH VIDEO GALLERY RETAIL RESIDENTIAL One Bloor West or The One is a mixed-use skyscraper situated in the heart of midtown Toronto, steps away from flagship stores for high-end global brands, popular restaurants, and cultural venues. The views, stretching out to Lake Ontario, are unprecedented. The One has been designed by Foster + Partners, one of the most innovative architectural firms in the world, making it a memorable part of Toronto. Located in the busiest pedestrian and subway intersection in Toronto (Yonge and Bloor), The One will have multiple storeys of light-filled retail and commercial spaces with walls of glass. 15 Project Statistics: Number of Storeys Building GFA Number of Units 80 1,040,000 SqFt 416

247 Central Park Ajax Phase 1 - Ajax Directly connected to Downtown Toronto, adjacent to the Ajax Town Hall and the urban commercial core of Ajax, and within walking distance to the finest dining and entertainment, Central Park Ajax Phase 1 is a special place where history, commerce, and culture meet to create a lifestyle unlike any other. Central Park Ajax Phase 1 is designed as a mixed-use development, comprised of 2 condominium buildings in the heart of the fastest growing municipality in Ontario. Project Statistics: Number of Storeys 2 x 12 Building GFA 535,000 SqFt Number of Units

248 Mahdi Tajbakhsh (PhD) As President and CEO of U Developments, Mahdi is involved in all facets of real estate development and construction management. His areas of expertise include land assembly and acquisition, negotiation of land deal structures, due diligence for sites under contract, pro forma analysis, financing of real estate projects from acquisition through construction, strategic project planning and budgeting, acquisition of development and construction management teams, retaining engineers and professional consultants, liaison with senior municipal staff and stakeholders, expediting municipal and approval processes, managing tendering process, selection of suppliers and contractors, project cost management, project quality management, and managing marketing and sales programs. Previously, Mahdi was a co-founder, partner, and Vice President of Mizrahi Developments, a boutique real estate development company in Canada. He was instrumental in building Mizrahi Developments, its culture, and its entire team to become a major player in the Canadian real estate market, and with his leadership, Mizrahi Developments built and managed a project portfolio of more than $1.7 billion under development and construction in a span of less than 6 years. He developed entire ISO9001 documentation and program for mid-rise and high-rise developments, and under his management, Mizrahi Developments became the first and only developer and builder in Canada with the ISO9001 certification. As an owner, developer, and/or builder, Mahdi has worked on prestigious, high-profile projects such as 133 Hazelton Avenue (Toronto), 181 Davenport Road (Toronto), 1451 Wellington Street West (Ottawa), 1 Bloor Street West or The One (Toronto), 128 Hazelton Avenue (Toronto), The Academy Condos (Scarborough), Central Park Ajax Masterplan and Phase 1 (Ajax), and 8188 Yonge Condos (Vaughan). Mahdi is also an accomplished academic who has taught at the University of Toronto, Ryerson University, and Dalhousie University. He has worked as a postdoctoral fellow in the Rotman School of Management at the University of Toronto and as an assistant professor in the Department of Industrial Engineering at Dalhousie University, where he is currently an adjunct professor. He is a member of the Program Advisory Committee at Angelo Del Zotto School of Construction Management at George Brown College and a member of the Building Sciences Program Advisory Committee at Seneca College. 17

249 Asif Khan As Chairman of U Developments, Asif is a visionary and serial entrepreneur with more than 22 years of extensive Canadian Capital and Financial Markets experience. Prior to founding and building a Cayman Island registered asset management company, Asif was a founder, Chairman, and CEO of a full service asset management firm in Canada, a vertically integrated asset management company which raised in excess of $300 million in the Canadian marketplace. The firm through its wholly owned Portfolio Management and Investment Banking subsidiary managed Canadian and International Equity Funds, Canadian and International Fixed Income Funds as well as a number of GP LP structures. The firm invested in over 80 private and public companies. The firm was successfully sold in 2011 to take advantage of the exit opportunity. Previously, Asif was Senior Vice President and founding partner of StrategicNova Funds Management. He was instrumental in creating several divisions within StrategicNova and as Head of Sales and Marketing was instrumental in growing its assets from a mere $5 million in 1998 to $4.2 billion at the time of its sale to Dynamic Mutual Funds in Prior to joining StrategicNova, Asif was Vice President of Middle East Markets at Goodman & Company Investment Counsel, an investment management arm of Dundee Wealth Management. Dundee managed in excess of $50 Billion at the time of its sale to Scotia Bank of Canada. Asif is a pioneer in the Shariah Compliant investing in Canada, having launched the first publicly available Shariah Compliant investment fund in Canada in 1998 and subsequently advising on Shariah Compliant structures and transactions in Canada and globally. Since 1998, Asif has been a guest speaker on BNN and City TV and a presenter at many international finance conferences, and interviews with him have appeared in several Canadian and international media publications. 18

250 Executive Management Team Asif Khan Chairman Mahdi Tajbakhsh (PhD) President and Chief Executive Officer Adriana Arévalo Chien Operating Officer Adriana Arévalo has over 15 years of Canadian Capital Market fund administration experience. Adriana started her career at Prudential Bache Securities in the early 1990 s. While at Prudential, Adriana supported the institutional bond desk and in 1995 Adriana joined BMO Nesbit Burns. From 1999 to 2006, Adriana s career took her to CIBC World Markets where she was registered to administer and operate over $250M in assets. Adriana was also licensed to trade Options & Futures. Most recently, the Board of Directors of DataCore Fund Services appointed Adriana as Chief Operating Officer and the Chairman of DataCore Fund Services. 19

251 Strategic Advisory Board Nurhan Aycan Partner, Gowling WLG Nurhan Aycan is a Partner in Gowling WLG s Toronto office and a member of its Corporate Finance, M&A, and Private Equity groups. Nurhan also heads the Turkish desk at Gowling WLG. Nurhan has over 20 years of experience in dealing with Canadian and international corporate and commercial matters with a particular focus on assisting high growth companies. Nurhan s experience as a former general counsel for a large high growth multinational plastic-products company, and as managing director for an international private equity fund focused on distressed turnaround situations, gives him a unique set of credentials to act for multinational clients in a diverse range of industry sectors. Nurhan is rated as a Top 50 lawyer in each of the mining, energy, and infrastructure sectors by a major Canadian legal directory and he frequently lectures on Canadian securities law, public and private mergers and acquisitions, and resource sector matters. Hunter Milborne President & CEO, Milborne Real Estate Inc. Managing Director, Gulf Sotheby s International Realty Hunter Milborne is nationally recognized as the Dean of Condos by Canadian Business Magazine. Through his firm, Milborne Real Estate, Hunter has been personally responsible for the marketing and sales of over $25 billion in properties, having sold over 100,000 units. With over 38 years of experience, Hunter is well known for his entrepreneurial style, creative problem solving, and innovative market penetration strategies. Milborne Real Estate has served hundreds of clients on a range of projects, from vacation homes to high-density multi-use developments in locations around the world. Selling more than 700 developments since its inception, Milborne Real Estate continues to hold a 12%-15% market share in Toronto in an industry with over 1000 competing companies. He has firmly established Milborne Real Estate as the most dominant force in Canadian condominium marketing. Hunter is a sought after speaker on the topic of Marketing and Sales. 20

252 Strategic Advisory Board Omar Aljazy, LLB, LLM, PhD, MCIArb Managing Partner, Aljazy & Co. Omar Aljazy is an international business lawyer and enjoys extensive practical expertise in the areas of international transactions, hotel development, intellectual property, construction disputes, shipping and maritime issues, competition, and antitrust matters. Dr. Aljazy is a member of the International Chamber of Commerce (ICC) Commission on Competition, an associate member of the ICC Institute of World Business Law Institute, and a member of the ICC Commission on Arbitration. He is currently the official correspondent for the Global Competition Review (GCR) in Jordan, the current President of the Jordanian Competition Association (JCA), and the representative of the Jordanian Government to the United Nations Commission on International Trade Law (UNCITRAL). A recipient of Eisenhower Fellowship, Dr. Aljazy is serving as a board member in various leading Jordanian companies, including Aqaba Development Corporation (ADC), Jordanian Insurance Commission, and Aqaba Airports Company. He is the Chairman of the Board of Trustees of Amman Arab University. Munsoor Khan, CPA, CA Partner, Yale & Partners LLP Munsoor Khan joined Yale & Partners LLP in 2007 and was made a partner in He has spent nearly 15 years providing audit, assurance, and income tax services to entrepreneurs, owner-managers, and family-owned businesses involved in real estate ownership and development, manufacturing, commercial distribution, professional services as well as businesses reporting to regulatory bodies such as the Mutual Fund Dealers Association (MFDA) and the Registered Insurance Brokers of Ontario (RIBO). Munsoor holds a Bachelor of Commerce degree in accounting from Ryerson University and received his CA designation in He has also completed the CICA (CPA Canada) In-Depth Tax Course. 21

253 Professional Services Gowling WLG, Legal Counsel Gowling WLG is a global law firm with over 1,400 legal professionals and a range of dedicated business support teams across 19 cities in Canada, the UK, Europe, Asia, and the Middle East. Built on the belief that the best way to serve you is to be in tune with your world, aligned with your opportunity, and ambitious for your success, Gowling WLG focuses on key global sectors, including energy, financial services, life sciences, natural resources, infrastructure, real estate, and technology. KPMG, International Tax Advisor KPMG is a professional service company and one of the Big Four accounting firms and auditors. Seated in Amsterdam, the Netherlands, KPMG employs 189,000 people and has three lines of services: Audit, Tax, and Advisory. Its tax and advisory services are further divided into various service groups. KPMG operates in over 35 locations across Canada. The firm s more than 700 partners and more than 6,000 employees provide crucial services to many of the top business, not for profit, and government organizations in Canada. KPMG responds to clients complex business challenges across the country and around the world. 22

254 Contact Mahdi Tajbakhsh, President & CEO Phone: +1 (416) Asif Khan, Chairman Phone: +1 (416) University Avenue, Suite 350 Toronto, Ontario, M5J 2M4, Canada 23

255 DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET Wasaga Beach, ON MAY 26, 2017

256 <No Dufferin intersecting Plaza Toronto, link> <No Ontario intersecting link>, <No intersecting link>

257 01 who we are 02 project experience 03 project team 04 our approach 05 references

258 <No intersecting link> <No intersecting link>, <No intersecting link>

259 01 who we are Established in 1986, Quadrangle is among Canada s most dynamic design firms. In our over thirty year history business acumen and the realization of inspirational ideas. We design the spaces where people live, learn, work and play with insights gained through our process of listening, exploration, nuanced iteration and quality execution. We believe beauty and business go together, and that creative design and sustainability are inseparable. We use the tools of our craft - light, space, materials and movement - to create commercial value. We work with creative entrepreneurs, helping pioneering individuals and or industries through innovative design and architecture. The diversity of the results this produces is a testament to our collaborative nature. With over 100 awards, we consistently achieve design excellence. Led by principals Anna Madeira, Caroline Robbie, Jeff Hardy, Les Klein, Richard Witt, Sami Kazemi, Susan Ruptash, Sheldon Levitt and Ted Shore, Quadrangle is a 160+ person multi-disciplinary team of designers, architects and building technologists. Our hands-on approach has each project led by a principal along with a project manager and design lead. This ensures senior leadership, continuity and a consistent point of contact for clients throughout the life of a project. Inspired by the belief that design should be approached as creative problemsolving, we base our success on strong long-term relationships with our clients. This close association allows Quadrangle to grasp and effectively respond to requirements, expectations and budgets. Our process is guided by each client s individual culture and each project s unique context. We are committed to a business s identity without imposing historicist rules. We take more than one approach to design, exploring varied styles and drawing upon a wealth of technical expertise. Mixed-Use and Master Planning Complex and multi-faceted, mixed-use buildings are a dynamic typology, ripe with potential realized through considered and creative design solutions. Quadrangle has experience balancing multiple parameters, whether with complex projects are located in developing suburbs, dense urban downtowns in the midst of renewal and rapidly intensifying residential neighbourhoods. No matter where they are, our work responds to its context in order to create communities where people will live, work, invest and thrive. DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 5

260 80 Atlantic Toronto, Ontario

261 02 project experience Encompassing a range of development strategies, Quadrangle s architecture work is grounded in our deep commitment to building better communities. We have a rich history of creating functional mixed-use buildings for urban, suburban and inner-suburb locations. Whether creating a livable and vibrant neighbourhood like Downtown Markham or crafting an innovative retail/residential development like the Abacus Lofts, we work with a neighbourhood s intrinsic or potential qualities s goals. Our holistic approach to commercial, residential and retail development gives us safe and our multi-disciplinary team has the talent to develop that vision with value. Quadrangle also has experience with many projects reliant on engaging this process. We have a set of best practices to guide us in the creation of brand new developments, ensuring that our work responds to emerging demographics creating communities where people live, work, invest and thrive. The following is a selection of some of our relevant projects. Mixed-Use and Master Plan Downtown Markham Masterplan Vaughan Downtown Downtown Markham Contemporary Friday Harbour Commercial 60 Atlantic Avenue 80 Atlantic Avenue Downtown Markham Carousel Multi-unit Residential HOT Condos 5131 Sheppard Avenue East Retail ONroute DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 7

262 Downtown Markham Master Plan MP # section name Header Sub Header Text A sustainable, pedestrian and transit-oriented, mixed-use urban community is being developed over a number of years on a greenfield site near the Rouge River Valley northeast of Toronto. This 250- acre European-style urban community, in which pedestrians and transit take priority, features a range of residential, shopping, office space, recreation and a network of parks and open spaces linked to the naturalized Rouge River system. Client The Remington Group Inc. Location Markham, Ontario Size 250 acres Status Completion: 2017 Markets Master Plan, Mixed-Use, Residential, Commercial, Mixed-Use Expertise Sustainability Programme Urban design for the 250 acre site resulting in 10 buildings, 1,500 residential units and 25,000 square meters of office and retail space. Awards The BILD Awards / Places to Grow Community of the Year 8

263 Vaughan Master Plan MP # section name Header Sub Header Text This master plan development at Jane and Rutherford in suburban Vaughan proposes a framework of blocks created around a clear hierarchy of streets and spaces, integrating residences, stores and commercial of ces with parklands and a pedestrian-oriented public realm. Parks are strategically placed throughout the plan to create an activated path of civic activity, encouraging movement from the major vehicular arteries to the adjacent ravine and encouraging use of retail, hospitality and park spaces throughout. Client Cortel Group Location Vaughan, Ontario Size Acres Status Completion: Design Markets Master Plan Programme This masterplan encompasses a series of commercial blocks built around elevated parks. The parks cover parking for residential towers strategically placed over the commerical spaces. DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 9

264 Contemporary Art Centre, Retail & Offices MU # section name Header Sub Header Text Two mixed-use buildings containing offices, retail and a Cineplex theatre, this complex shows the strength of the mixed-use building type. Demonstrating a keen understanding of tenant needs, the design of Buildings L & M deliver value by offering flexibility and diversity to retailers and offices. Client Remington Group Inc. Location Markham, Ontario Size 314,220 sf Status Completion: 2016 Markets Mixed-use Programme The two buildings contain retail and commercial office space, a 2,400 seat cinema and 929 parking spaces (including both underground and surface parking). 10

265 Friday Harbour MU Bringing the concept of New Urbanism to cottage country, this waterfront hub will have boutiques, art galleries and restaurants, as well as a performing arts center for concerts, festivals and special events. The Harbour Flats buildings will feature occupiable roofs with metal trellises, and communal areas for gas barbecues. Client Friday Harbour Inc., Geranium Corporation and Pemberton Group Location Innisfil, Ontario Size Phase 1-22,000 m 2, Phase 2-26,050.9 m 2 Status Completion: 2019 Markets Residential, Retail Programme A four season resort development on Lake Simcoe with easy access to transit, shopping and green space, as well as compact housing and a pedestrian-friendly environment.

266 60 Atlantic Avenue C Originally built in 1898 as a wine warehouse, 60 Atlantic has been repurposed as a three-storey commercial building and urban catalyst for area growth, with a new corten steel and glass addition that makes the building both accessible and aesthetically striking. The focus of the building is on establishing urban connectivity - its restoration and establishment of value through creative and contemporary intervention support the idea that the value of heritage is not only in preservation but in reasserting relevance. Client Hullmark Developments Ltd. Location Toronto, Ontario Size 43,055 sf Status Completion: 2014 Expertise Commercial, Mixed-Use, Adaptive Reuse Programme Conversion of a 2 storey heritage structure into a 3 storey mixed-use building including commercial interiors, food and beverage outlets and a sunken landscaped terrace. Awards Toronto Urban Design Awards / Building in Context / Low Rise Scale; AJ Retro t Awards / International Innovation

267 80 Atlantic Avenue C # section name Header Sub Header Text 80 Atlantic is a prototype for reinventing the sought-after brick and beam office building, the first multi-storey wood frame office building in one hundred years for Toronto. Using engineered timber and lightweight porcelain cladding, this five-storey project features exposed, celebrated, structure combined with state-of-the art systems. Designed in accordance with City of Toronto Tier 2 Green standards, 80 Atlantic is a typology that is sustainable, aesthetically striking and cost-effective. Client Hullmark Developments Ltd. Location Toronto, Ontario Size 90,000 sf Status Under Construction, Completion: 2018 Services Architecture, Interior Design Expertise Wood Design, Sustainabilty Programme Five-storey development featuring single and multitenant commercial space, retail space at grade, with two levels of underground parking. Awards WAN / Future Projects Award 2016 DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 13

268 Downtown Markham Carousel C # section name Header Sub Header Text 14 A centrepiece for a new urban community, the Downtown Markham Carousel complements a nearby ice rink, community space and food service outlet. Featuring art by Patrick Amiot, it draws visitors and residents of the precinct to a central gathering place, generating excitement and activity for visitors and local vendors. Client Remington Group Location Markham, Ontario Size 25,381sf Status Completion: 2016 Markets Mixed-use Programme The project scope consisted of a carousel pavilion housing a sculpted art carousel, a skating rink/ reflecting pool and a service/retail building.

269 HOT Condos MR # section name Header Sub Header Text Part of a three phase residential development in suburban Mississauga, HOT Condos integrates wood prefabrication construction techniques at a mid-rise scale to create a pedestrian friendly community. Originally conceived as a six storey development in anticipation of the recent Ontario Building Code change, HOT Condos was built as a four storey development as project sales were too successful to wait. A sense of community is realized in the pedestrian-oriented connections found throughout the development. Client Great Gulf Homes Location Mississauga, Ontario Size 62,050 sf Status Completion: 2015 Markets Multi-unit Residential Programme A pedestrian friendly community in a suburban location consisting of a total of 169 units in three, four storey multi-unit wood-frame buildings. DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 15

270 5131 Sheppard Avenue East MR This project consists of three mid-rise six-storey wood residential apartment buildings framing a landscaped courtyard and includes four blocks of three-storey stacked townhouses. Thirty per cent of the units will be designated for affordable housing, achieved partially due to the cost efficiencies of the six-storey wood structural building design. Client Daniels CM Corporation and Diamond Corp. Location Toronto, Ontario Size 269,000 sf Status Completion: Design Stage Markets Multi-unit Residential Programme Three six-storey wood mid-rise buildings, two containing 78 units each and one containing 75 units and a shared amenity space, 2 three-storey stacked townhouses containing 32 units each and 2 containing 24 units each, a greenhouse and a one-level underground parking garage.

271 ONroute Service Centres R The twenty new ONroute Service Centres are bright, inviting and iconic roadside beacons for Ontario highway travelers in need of rest. Designed to re ect a distinctive image, the ONroute service centres are built for a 50-year lifespan, are universally accessible and environmentally sustainable. Client Host Kilmer Service Centres Location Along Ontario s Highways 400 and 401 Size 8,820-21,530 sf Status Completion: Markets Retail Expertise Program-based Design, Universal Design Programme 20 fully accessible centres offering amenities and facilities to travellers, including Tourism Ontario kiosks at the gateway centres. Awards Dr. Veronica Vaughan Most Accessible Business Award, 2012

272 Cineplex, Retail and Offices Downtown Markham, Ontario

273 03 project team DREAM Project Team Project Leadership Richard Witt Principal Role: Principal-in-Charge Project Execution Project Lead Andrea Spencer Associate Design Lead Harim Labuschagne Project Architect Design Team Subconsultants Quadrangle Experts and Specialists Accessibility Lorene Casiez Universal Design Sustainability Specialist Michelle Xuereb Senior Associate Municipal Reviews Melanie Rank Urban Development Visualization Third Party DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 19

274 Sheppard Avenue East and Markham Road Toronto, Ontario

275 03 project team Richard Witt Principal B.E.S., B.Arch., FRAIC, AIBC, AAA, MAA, OAA, AANB, NSAA, LEED AP Richard believes in the iterative design strength of architecture to inspire responsible urbanisation in evolving global cities. As a Design Principal at Quadrangle Architects in T responsible for the design of complex and sustainable projects at diverse scales. From large masterplans e city building encompasses residential, retail and workplace uses which drive commercial objectives and are recognised for their design excellence. Andrea Spencer Associate, Project Manager B.E.S., B.Arch., OAA, LEED AP BD+C Andrea Spencer perceives architecture as a union between science and art that incorporates mathematical purpose with human expression. It is this view that led her to pursue a career as an architect, realizing that it complements various aspects of her personality and allows her to shape the world we live in. She attended the University of Waterloo in Waterloo, Ontario, where she earned both a Bachelor of Architectural Studies and a Master of Architecture. Andrea is a licensed Architect, and volunteers with the Ontario Association of Architects on the Experience Requirements Committee. Harim Labuschagne Project Architect, Design Lead B.A.S., M.Arch. Harim s approach to design combines his interest in digital and physi cal fabrication s approach to the use of space, and acts as a social condenser. He is currently working toward earning his architectural license as an intern architect with the Ontario Association of Architects. DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 21

276 Richard Witt Principal B.E.S., B.Arch., OAA, AAA, AIBC, MAA, NSAA, AANB, FRAIC, LEED AP Richard has built a national and international career based upon a desire to advance the ning, sustainable design and the adaptive reuse of key buildings within the urban fabric. Born in Portsmouth, England, Richard s family relocated to Canada in the late 1980s. He studied Architecture at the University of Waterloo, receiving a Bachelor of Architecture in Moving to Europe after graduation, he worked for Aukett Ltd. in Prague, Geneva and London, and Foster + Partners in London. Returning to Toronto in 2001, he joined Quadrangle in 2003, where he was promoted to Associate in He then cofounded RAW, winning the 2009 OAA Best Emerging Practice award. In 2012, Richard returned to Quadrangle as a principal. ational development to Quadrangle, leading teams responsible for design at multiple scales from large mixed use masterplans such as the mixed-use V projects, such as Duke, a dynamic and unique residential building. His other major projects include the Cheena Vala mixed-use development in Longkou, China, creative ng in Toronto for one hundred years, and the award winning commercial transformation of a heritage property at 60 Atlantic Avenue. A strong advocate of sustainable principles and design, Richard was one of three architects invited to represent Ontario s green build sector in the Premier s 2009 CleanTech trade mission to India and the 2013 CleanTech trade mission to China. This experience has led to ongoing relationships and projects across Asia and the Middle East. Richard is currently chair of the of the Council on Tall Buildings and Urban Habitat (Canada), co-chair of the Urban Land Institute Program Committee and a member of the Markham Design Review Panel. He is the former vice-chair of the City of Vaughan Design Review Panel and also a past chair of the Toronto Society of Architects. I see a city as a series of layers, constantly changing and adapting. Understanding how to compliment what already exists with designs that look to the future is imperative in evolution of the built environment. 22

277 Richard Witt Principal B.E.S., B.Arch., OAA, AAA, AIBC, MAA, NSAA, AANB, FRAIC, LEED AP Richard believes in the iterative design strength of architecture to inspire responsible urbanisation in evolving global cities. As a Design Principal at Quadrangle Architects in T teams responsible for the design of complex and sustainable projects at diverse scales. From large masterplans city building encompasses residential, retail and workplace uses which drive commercial objectives and are recognised for their design excellence. Richard is actively engaged in the development and design industry, currently serving on the Advisory Board of the Urban Land Institute Toronto and acting as the Chair of the Canadian chapter of the Council on Tall Buildings and Urban Habitat. As a design advocated he is currently a member of the Markham Design Review Panel and former vice-chair of the City of Vaughan Design Review Panel. He has previously held the role of co-chair of the Toronto Society of Architects and is a fellow of the Royal Architectural Institute of Canada. EDUCATION 2009 LEED AP accreditation 1997 Bachelor of Architecture University of Waterloo Waterloo, Ontario 1995 Rome Studio University of Waterloo Rome, Italy 1994 Bachelor of Environmental Studies University of Waterloo Waterloo, Ontario ACADEMIC EXPERIENCE 2014 Year Four Reviews, MidRise Studio University of Toronto, Toronto Sessional Faculty Institute Without Boundaries 2012 Year Four Final Reviews - The Slum Carleton University, Ottawa 2012 Masters Thesis Reviews Ryerson University, Toronto 2011 Masters Thesis Reviews University of Toronto, Toronto Graduate Education Committee (OAA rep) University of Toronto, Toronto Mentor - Internationally Qualified Architects JVS - Ontario Association of Architects present Mentor - Intern Architect Programme Ontario Association of Architects DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 23

278 PROFESSIONAL EXPERIENCE Present Principal Quadrangle Architects Limited Toronto, Ontario Founding Principal RAW design Toronto, Ontario Associate (2006) Quadrangle Architects Limited Toronto, Ontario 2002 Project Architect Taylor Hazel Architects Toronto, Ontario Staff Architect Foster + Partners London, United Kingdom Staff Architect Aukett PLC Prague, Geneva, London SUPPLEMENTARY APPOINTMENTS Council On Tall Buildings & Urban Habitat Chair, Canadian Chapter present Member, Urban Design Committee present Urban Land Institute, Advisory Board present Programme Committee, co-chair, present Outreach Committee, co-chair, Toronto Society of Architects Co-chair, Treasurer, Royal Architectural Institute of Canada Professional Development Committee City of Vaughan Design Review Panel, Vice Chair, Downsview Park Design Review Panel, Member, City of Hamilton Design Review Panel, Member, City of Markham Design Review Panel, Member, Present MEMBERSHIPS Royal Architectural Institute of Canada, Member, 2007, College of Fellows, 2015 Architectural Institute of British Columbia, Member, 2015 Alberta Association of Architects, Member, 2015 Manitoba Association of Architects, Member, 2015 Ontario Association of Architects, Member, 2006 Architects Association of New Brunswick, Member, 2006 Nova Scotia Association of Architects, Member, 2006 Council on Tall Buildings & Urban Habitat, Member, 2009 Canada Green Building Council, Member, 2008 St. Andrew s Society of Toronto, Member,

279 PRIZES, AWARDS AND FELLOWSHIPS 2009 Ontario Association of Architects Award Best Emerging Practice, RAW SELECT MEDIA, PRESENTATIONS AND EXHIBITIONS 2017 Moderator: Buildex Vancouver Architecture Keynote: Rethinking Retail 2016 Moderator: Bisnow Workplace of the Future & Adaptive Revolution Publication: ULX Magazine Industrial Recast 60 Atlantic Publication: Toronto Builder Magazine Innovative Wood Heartwood Publication: The Globe and Mail Rising from the Ashes 619 Queen West Premier s Trade Mission: Invited Delegate Infrastructure India Panelist: Building TO Tomorrow Speaker: BILD High Rise Panel What s hot and what s heating up Speaker: Hyper City Toronto, UWaterloo City Building and Collective Memory 2015 Speaker: RAIC Conference Tall and Super Tall: Globally and Canadian Speaker: National Trust Heritage Conference Reinvention of Character Buildings Publication: The Globe and Mail Something New Under Skin Heartwood Publication: Canadian Architect Warehouse Redux 60 Atlantic 2014 Speaker: BILD/Toronto Star Pecha Kucha Performance Based Architecture Panelist: Construct Canada Condo 101: What You Need to Know Panelist: IIDEX Canada How Design Can Produce Leasing Value Speaker: CTBUH Conference Shanghai Sustainable Vertical Urbanism Speaker: Shanghai Design Biennale Embedded Authenticity: Social Vocabulary Speaker: Buildex Edmonton Sustainable, High Density Communities Speaker: AIAS Ryerson Pecha Kucha Mixing Uses - Mixing Scales 2013 Author: Construction Canada Magazine Creating Sustainable Communities Moderator: Toronto Society of Architects, Unlocking the Avenues: Mid Rise & Wood Premier s Trade Mission: Invited Delegate Clean Technology, China 2012 Publication: Future Cities Blog, Author High Rise Neighbourhoods Presentation and Exhibition: lead designer: Shared Spaces MOVE Transportation Expo Moderator: Panel Discussion The 905 Explosion: Growth & Development 2011 Jury Chair: AIA Awards (Western New York) Panelist: Roundtable Discussion How Tall is Too Tall? Harbourfront Centre Exhibitor: Too Tall? Harbourfront Centre Speaker: OAA Conference (architectural) Globalization & Discontents, 2010 Moderator: Toronto Society of Architects Toronto s Tall Buildings: Performance 2009 Premier s Trade Mission: Invited Delegate Clean Technology, India DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 25

280 Andrea Spencer Andrea brings keen organizational, leadership and interpersonal skills to Quadrangle. Her rigour and, stemming from an interest in the conjunction of mathematics and design, are applied to the management of projects in a number of sectors from mixed-use to commercial, master-planning, adaptive reuse, institutional and commercial broadcasting. Andrea is one of Quadrangle s leaders in the realm of mid-rise development and an industry advocate for innovative uses of wood construction. She was the project architect for HOT Condos in Mississauga and is currently leading the development of two mid-rise communities: Minto Oakvillage and 5131 Sheppard Avenue East. She was also instrumental in creation of as Quadrangle s award-winning Avenues and Mid-Rise Buildings Study for the City of Toronto. Andrea volunteers with the Ontario Association of Architects on the Experience Requirements Committee, serves on a number of Quadrangle s internal standard committees, and is the main point of contact for student hiring and co-op relations. EDUCATION 2012 Master of Architecture University of Waterloo Waterloo, Ontario 2011 Introduction to Revit Course SolidCAD Toronto, Ontario 2010 Bachelor of Architectural Studies Honours Co-operative Program University of Waterloo Waterloo, Ontario PROFESSIONAL EXPERIENCE Present Associate, 2014 Quadrangle Architects Limited Toronto, Ontario 2007 Arquitectonica Los Angeles, California MEMBERSHIPS Ontario Association of Architects, Member Building Industry and Land Development Association (BILD), Member PRESENTATIONS 2016 Six-Storey Wood Opportunities and Insights, BILD VOLUNTEER EXPERIENCE 2008 Grand House Student Cooperative Cambridge, Ontario 26

281 Harim Labuschagne B.A.S., M.Arch. Harim s approach to architecture intersects with his interest in digital and physical fabrication methods and his awareness of the role of architecture on every aspect of the social sphere. At Quadrangle, his project portfolio features mixed-use residential projects such as 138 St. Helen s Avenue and 838 Broadview Avenue. His role involves leading design development and coordinating with consu for innovative schematic design and massing phases of small and urban-scale projects on a local and international level. education 2010 Master of Architecture University of Toronto Toronto, Ontario 2006 Bachelor of Architectural Studies University of Toronto Toronto, Ontario professional experience present Quadrangle Architects Limited Toronto, Ontario RAWdesign Toronto, Ontario MeMberships Ontario Association of Architects, Intern Architect awards Admissions Award University of Toronto select projects Designer Jane and Rutherford Masterplan Whitby Masterplan Abacus Lofts Duke Condominiums Dufferin Plaza Enigma Lofts 2015 Laird Masterplan DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 27

282 04 our approach charrette, vision, brief, intent, goals, schedule site understanding, documenting, analyzing façade options size and shape circulation and structure specialty studies (e.g. signage) systems strategy design strategy test fits and stats generation 28

283 details and materials interior concepts visualization Revit/BIM 3D printing performance analysis our tools DOWNTOWN DEVELOPMENT OPPORTUNITY MAIN STREET MAY 26 29

284 HOT Condos Mississauga, Ontario

285 Services A I F PD MP Architecture Interiors Feasibility Program-Based Design Master Planning Markets MU C MR CM H R Mixed-Use Commercial Residential Content Media Hospitality Retail Expertise S AR UD CO Sustainability Adaptive Reuse Universal Design Competition

286 Quadrangle Toronto Studio 901 King Street West Suite 701 Toronto, Ontario M5V 3H5 t Shanghai Studio 19F, NCI Tower, No 558 East Daming Road Hongkou District, Shanghai t china@quadrangle.ca

287 APPENDIX 6 Submission for: #EDO2017/04 - DOWNTOWN DEVELOPMENT OPPORTUNITY Town of Wasaga Beach By Windcorp Developments Limited and Janik Group In Joint Venture

288 May 17, 2017 The Corporation of The Town of Wasaga Beach 30 Lewis Street Wasaga Beach, Ontario L9Z 1A1 Attention: RE: Mr.Andrew McNeill Director of Economic Development and Tourism Wasaga Beach Downtown Development Opportunity, Request for Expressions of Interest Dear Mr. McNeill, Windcorp Developments Limited and Janik Group of Companies in Joint Venture have received and reviewed the Town of Wasaga Beach Downtown Development Opportunity, Request for Expressions of Interest issued April 26, Windcorp and Janik bring a full realm of experience to this development opportunity including projects of similar scale and mix of uses. We also have experience in small markets including tourism destination locations. Windcorp and Janik hereby commit that if selected, the Town of Wasaga Beach will have the ability to retain a third party auditor to ensure the Windcorp/Janik Joint V strength to carry out the project. Thank you for your consideration of our proposal. Windcorp and Janik look forward to meeting with Town of Wasaga Beach representatives to discuss the opportunity for our involvement in this exciting project that will change the face of Wasaga Beach. Yours Truly, Laura Starr, B.L.Arch, OALA CSLA 1

289 Table of Contents Cover Letter... 1 Table of Contents... 2 Proponent... Windcorp Developments Limited... Janik Group Proponents Team and Organizational Chart Starr, Laura... Sampogna, Nick... Silbert, Marc... Smith, Maurice Impressions of and Approach to Development of Project References

290 Proponent s Experience and Qualifications Windcorp Developments Limited Windcorp Developments Limited was founded in 2011 by Laura Starr. Windcorp s focus is on the development of underutilized sites in secondary markets outside of the Greater Toronto Area. The company secures sites, rezones them, and proceeds with development partners to market and construct the building programmes. Laura was the founding principal of Starr Landscape, a well-known landscape architectural practice in Toronto. Starr Landscape worked with many of the major developers in the GTA and af rezoning approvals, create development programmes for sites, and oversee all aspects of projects from the rezoning and site plan approval stage through to project marketing, building execution, and occupancy. Laura sold Starr Landscape in 2007 to Gartner Lee, a leading AECOM. As the president of Windcorp, Laura has been involved with all aspects of mixed-use development from site procurement and project conceptualization to market demand investigation to municipal approvals, including rezoning to site plan approval through to project construction, occupancy, and turn-over to the condominium corporation. Currently, Windcorp has projects in various stages of development in Ajax, Bradford, Fenelon Falls, and Keswick, Ontario. Current Projects 121 Morton Avenue - Keswick, Ontario This 29 acre site is adjacent to a retirement and long-term care community called Cedarvale Lodge, owned by Sienna Living (formerly known as Leisure World). This condominium townhouse and apartment senior s community consists of 80 townhomes and three four storey condominium apartment buildings with 64 units each for a total of 192 units.the net useable land on the site is about 18 acres. Preconsultation with the Town of Georgina East Gwillimbury and Lake Simcoe Conservation Authority has been completed and the site development programme has received support from both jurisdictional agencies. Windcorp is in the process you go services that are available to the residents of Cedarvale to the future residents of 121 Morton Avenue. Services will include meals, transportation, recreational activities, salon services, housekeeping, and laundry. The residents will only pay for the services they use and there will be no minimum fee. 3

291 Grand Harwood Place - Ajax, Ontario Windcorp was the successful proponent of an RFP that the Town of Ajax executed for the redevelopment of a 17 acre commercial plaza site on Harwood Avenue across from Ajax City Hall. The site required assembly of lands owned both by the Town of Ajax and private land owners. Windcorp worked with the Town to develop a master plan of six blocks for the site and to determine the optimum phasing for the site. The Town of Ajax instituted a Community Improvement Plan for Downtown Ajax and this site (known as CIP as a priority site. Windcorp is working with the Town on Phase 1 of the master plan. Phase 1 will consist of two 10 storey mixed-use buildings of 340 units with 30,000 square feet of retail The project received rezoning and site plan approval and is in the marketing stage. Grand Harwood Place, Pedestrian-Level View Rendered Grand Harwood Place, Property Acquisition Plan 4

292 BLOCK 1 Cameron Place - Fenelon Falls, Ontario Cameron Place is a 15 acre mixed-use site in Fenelon Falls, which is a tourism and cottage country destination in the City of Kawartha Lakes. The site fronts on the main street of Fenelon Falls. The development scheme for this site is 100 townhomes and a clubhouse in a new community and a 50,000 square foot destination retail new build hub. Windcorp has received Amendment, rezoning, and a Draft Plan of Subdivision. Preleasing is underway for the commercial retail hub. Marketing for the residential community will commence in Fall Fenelon Falls, Elevation Rendered Roger Bellwood Arena and Gord Innes Community Centre BLOCK 2 BLOCK 3 BLOCK 4 BLOCK 5 BLOCK 6 BLOCK 7 CLUBHOUSE STREET A BLOCK 8 BLOCK 24 STREET A PHASE 1 BLOCK 9 BLOCK 23 STREET B BLOCK 22 BLOCK 21 STREET C BLOCK 20 BLOCK 19 BLOCK 18 STREET D BLOCK 14 BLOCK 15 BLOCK 13 BLOCK 16 BLOCK 12 BLOCK 11 STREET A BLOCK 10 STREET D BLOCK 17 RETAIL VETERAN S RETAIL WAY LEGEND Phase 1 LINDSAY STREET Fenelon Falls, Site Plan Rendered 5

293 200 Dissette Street - Bradford, Ontario This 6 acre site is located on a primary arterial road in Bradford 800 metres from the Bradford GO Station. Town of Bradford West Town to investigate the highest and best use for this site. As a result of dialogue between Windcorp and The Town of BWG, the Town captured this site into its Downtown Community Improvement Plan, and in March 2017 the T Amendment that gave Mixed-Use Special Policy status to the site. Approval from Simcoe County for the updated Town of BWG Plan is expected by the end of Windcorp is planning mid-density residential units and mixed-use commercial retail and residential buildings for the site. 200 Dissette Street, Preliminary Site Plan 6

294 Janik Group of Companies stacked townhomes and mid-rise condominium and commercial projects. Janik is involved from the beginning of a project to meet challenges and mitigate risks associated with project planning, design, and construction. Nick Sampogna has been a real estate developer, consultant, and project manager for over 30 years. He worked in the T Janik is a registered vendor and builder with the Tarion New Home Warranty Programme. Currently, Janik is active in projects in the City of Toronto and Vaughan. Completed Projects Avanti Condos - Toronto, Ontario Avanti Condos is a 9 storey, 118 residential unit condominium with one level of underground parking. This project was completed in The project cost was $32,000,000. Plaza Royale - Toronto, Ontario Plaza Royale is a 9 storey, 220 suite residential condominium project with 4,000 square feet of This project was completed in The project cost was $37,000,000. Plaza Royale, Pedestrian-Level View Rendered 7

295 Wallace Walk - Toronto, Ontario Wallace Walk, Elevation Rendered Located in Toronto s Junction Triangle neighbourhood, this four storey stacked townhouse development included a row of commercial lofts that act as a mandated barrier along the adjacent rail corridor. The development included a new municipal road and a new community centre for the City of Toronto and required pedestrian rail corridor overpass. The project houses 167 residential units and 21 light industrial/commercial units with all parking below grade. The residential component was completed in 2015 and the commercial component was completed in The project cost was $66,000,000. Current Projects Diva Condos - Toronto, Ontario Diva Condos is a 9 storey, 110 suite condominium building with 3,500 square space and two levels of underground parking. The completion date is December The project cost is $35, Diva Condos, Pedestrian-Level View Rendered Oggi Towns - Vaughan, Ontario Oggi Towns is a 170 unit stacked townhouse development with one level of underground parking. The completion date is September The project cost is $58,000,000. Oggi Towns, Pedestrian-Level Entry View Rendered 8

296 Team and Organizational Chart Windcorp Developments Limited and Janik Group of Companies in Joint Venture Key Team Members Laura Starr Nick Sampogna Mark Silbert Maurice Smith Windcorp and Janik Joint Venture Organizational Chart Laura Starr Windcorp Director Nick Sampogna Janik Director Marc Silbert Project Manager Maurice Smith Finance Manager TBA Marketing and Sales Manager TBA Construction Manager TBA Administration TBA Accounting Task Site Acquisition and Project Development Visioning... Market Demand Review... Construction Options and Constraints... Costing Analysis... Design Development... Financing... Marketing and Sales... Construction Management... Project Administration (Tarion)... Accounting... Team Leader Laura Starr Laura Starr Nick Sampogna Nick Sampogna Marc Silbert Maurice Smith To Be Announced To Be Announced To Be Announced To Be Announced 9

297 Key Personnel Experience and Qualifications Laura Starr, B.L. Arch. OALA CSLA University of Toronto, Bachelor of Landscape Architecture Member of Ontario Association of Landscape Architects Member of Canadian Association of Landscape Architects Career History Windcorp Developments Limited Present AECOM Starr Landscape Laura Starr founded Windcorp Developments in Currently, Windcorp has active projects in Ajax, Fenelon Falls, Bradford, and Keswick (refer to Proponent s Experience for Windcorp s project experience). She was the founder of Starr Landscape and grew Starr Landscape into a A. In AECOM. Starr Landscape is the recipient of over 25 awards for Landscape Architectural and Site Planning Services from the Ontario Home Builders Association, and numerous cites and municipalities. Ms. Starr s expertise for master planning and detailed design for multi-unit residential condominiums, adult lifestyle communities, and mixed-use urban renewal sites is held in high regard in the development industry. She has also provided services for public client master plan projects, recreational complex facilities and parks, of which several have received awards. Experience Significant Master Planning New Residential and Recreational Communities Ballantrae Golf & Country Club and New Residential Community - Whitchurch-Stouffville, Ontario King Valley Golf & Country Club and New Residential Community - King City, Ontario Magna Community Centre & Stickwood Walker Farm Master Plan, Mixed-Use Site - Newmarket, Ontario 10

298 Significant Recreational and Park Projects Angus Glen Community Centre and Library - Markham, Ontario Molson Amphitheatre, Ontario Place (Award Winner) - Toronto, Ontario Princess Park - Toronto, Ontario Toronto Dominion Centre Plaza Restoration - Toronto, Ontario Royal Bank Plaza Public Open Space - Toronto, Ontario Spadina Road Parkette South of Casa Loma - Toronto, Ontario One Adelaide Street East Mid-Block Parkette - Toronto, Ontario Grand Harbour Waterfront Park - Etobicoke, Ontario Hillsborough Court (Lee Corporate) Public Parks - Scarborough, Ontario York Woods Library Theatre - North York, Ontario Significant Mixed-Use Projects The Dunhill Club (Condominiums) and (Journey s End Hotel) - Toronto, Ontario 30/40 Holly Street - Toronto, Ontario Y Toronto, Ontario Heath Park - Toronto, Ontario Waterview on Lakeshore Boulevard - Toronto, Ontario Hollywood Plaza Block Redevelopment - Toronto, Ontario Trump International Hotel and Tower - Toronto, Ontario NY Towers Residential Community - Toronto, Ontario City Centre West Residential Community (Award Winner) - Mississauga, Ontario Pantages Residential Tower and Hotel - Toronto, Ontario Ultima Condominiums and Retail Towers at 5000 Yonge Street - Toronto, Ontario Icon 1 and 2 Condominiums and Retail - Toronto, Ontario Windsor Arms Condominiums and Hotel - Toronto, Ontario French Quarter Condominiums and Retail - Toronto, Ontario Novatel Hotel and Condominiums at The Esplanade - Toronto, Ontario High Rise Residential Projects Ellipse Condominiums - Toronto, Ontario One St. Thomas Condominiums - Toronto, Ontario Palace Place Condominiums - Toronto, Ontario Memphis Condominiums - Toronto, Ontario Terrace Condominiums - Toronto, Ontario Village Gate Condominiums - Toronto, Ontario Atrium 2 Condominiums - Toronto, Ontario Hunt Club Condominiums - Markham, Ontario Eagle Ridge Condominiums - Mississauga, Ontario Grand Harbour Condominiums - Toronto, Ontario 11

299 Significant Commercial Projects Transamerica Life Tower - Toronto, Ontario Toronto Stock Exchange - Toronto, Ontario Hotel Novatel, Esplanade - Toronto, Ontario ward Winner) - Scarborough, Ontario Chestnut Park Hotel and Textile Museum - Toronto, Ontario Madison Centre - North York, Ontario Markham Suites Hotel - Markham, Ontario Royal Bank Plaza - Toronto, Ontario Don Valley Corporate Centre - Toronto, Ontario The Ports - Toronto, Ontario Selected Awards Canadian Architects Award of Merit (1978) Masonry Contractors Association Award (1978) Canadian Architects Award of Merit (1979) Ontario Association of Landscape Architects Award (1981) Toronto Home Builders Association S.A.M. Award (1981) Toronto Home Builders Association S.A.M. Award (1982) City of Brampton Development Design Award (1984) City of Scarborough Development Design Award (1985) City of Brampton Development Design Award (1986) City of North York Award of Excellence (1988) Niagara Escarpment Commission Design Award (1988) M.I.R.M. National Association of Home Builders (U.S.A.) Gold Medal Int l Project of the Year (1990) Toronto Home Builders Association S.A.M. Award (1990) City of Mississauga Award of Merit (1991) City of North York Award of Merit (1991) City of North York Design Award (1991) City of North York Design Award (1993) Pollstar Annual Concert Industry Award (U.S.A.) (1995) City of Etobicoke Design Award (1995) City of Toronto Competition Winner (Princess Park) (1998) Oakville Urban Design Awards for Sheridan College Trafalgar Campus Redevelopment (2000) City of Toronto Urban Design Distinction Recognition (2003) City of Toronto Environmental Restoration Distinction Recognition (2004) City of Mississauga Urban Design Award of Excellence (2006) Town of Markham Design Excellence Award (2006) 12

300 Nick Sampogna Ryerson University, Architectural Technology Career History Janik Group Present Town of Markham Nick Sampogna is an experienced real estate developer, consultant, and project manager. Mr. Sampogna has been directly involved with the purchase, rezoning, and development of over a dozen residential and commercial projects in the GTA. He has overseen building and suite a daily basis to see the projects through to occupancy and condominium registration. He has also been responsible for Tarion registrations and requirements and, through his successful efforts, Janik currently holds the lowest possible risk assessment from Tarion. Experience Highlands of Woodbridge, Phase II - Vaughan, Ontario This is a 5 storey, 102 suite condominium with two levels of underground parking. It was completed in 2009 at a cost of $36,000,000. Highlands of Woodbridge, Phase 1 - Vaughan, Ontario This residential project consists of 14 semi-detached units and one fully detached unit. It was completed in 2008 for a cost of $4,500,000. Hampton Plaza - Toronto, Ontario This is a 9 storey space and one level of underground parking. It was completed in 2007 for a cost of $29,000,000. Town Plaza - Toronto, Ontario This is a 9 storey, 1 space and one level of underground parking. Completed in 2006, it cost $31,000,000. Park Plaza - Toronto, Ontario This is a 9 storey space and one level of underground parking. Completed in 2005, it cost $62,000,000. Plaza Suites - Toronto, Ontario This is a 6 storey level of underground parking. It was completed in 2003 for a cost of $27,000,

301 Marc Silbert, Dip. Arch. OAA, MRAIC, MAA, DAL (Denmark) Royal Academy of Fine Arts, School of Architecture (Copenhagen, Denmark) Diploma of Architecture Member of Ontario Association of Architects, Canada, OAA Architecture Institute of Canada MRAIC Member of the Federation of Danish Architects, DAL Denmark Career History Windcorp Developments Limited Present City Core Developments Morguard Corporation Daniels Development Corporation Practicing Architect Marc has a substantial background in all facets of project management for a variety of building retirement homes,casinos, and parking structures. He has coordinated consultant teams for design and municipal applications including rezoning, site plan approval, and building permit applications, provided input to cost consultants for project proformas and has overseen both in-house and third party construction management teams. Experience Two High Rise Rental Buildings, Tweedsmuir Avenue, Toronto, Ontario, Morguard Corporation Four Condominium Buildings, Mississauga, Ontario, Daniels Corporation Amica Retirement Home, Mississauga, Ontario Six Condominium Buildings, NY Towers Community, Toronto, Ontario, Daniels Corporation Two Amica Retirement Homes at NY Towers Community, Toronto, Ontario Renovations to 120 former Woolco stores to Walmart Stores Renovations to Warden Woods Mall and Cedarbrae Shopping Centre Casino Niagara, Phase 1 and 1700 Car Parkade 20 Building Residential Development, Lakeshore Village, Toronto, Ontario, Daniels Corporation 14

302 Maurice Smith, B. Sc., M Sc., MBA, CFA CFA Institute Chartered Financial Analyst The University of Western Ontario, Richard Ivey School of Business, MBA (Finance) Universite de Montreal, M Sc. Economics The University of Manitoba, B Sc. Math Career History Windcorp Developments Limited Present Aurum Capital Advisory Present CIBC World Markets-Debt Capital Markets projects. He is involved in the preparation of project proformas. He will work with the development key team members and the cost consultant to prepare the master proforma and track the revisions and updates to insure that project stays on budget. He will also prepare all reporting documentation to the equity and debt lenders. Experience stakeholders to banks, institutions, and high net worth investors including as alternative yielding investment product and take-out to optimize balance sheets and return on equity, and meet sponsor and investor requirements Developed business cases; managed transaction due diligence requirements and operations retirement development; in total, ten real estate and two medium scale renewable energy projects in the Greater Toronto Area and in Western Canada/USA ranging from $4 mil to $400 mil in pro forma value Awarded CIBC World Markets Special Recognition Award for Outstanding Performance in Accountants Division, Commercial Bank Finance, Wood Gundy Finance, and USA Finance, notably: Acting Funding Manager for $300 mil in preferred share issues Oppenheimer broker-dealer and USA retail bank expansion, contributing to successful audit by the New York Fed 15

303 Impressions of and Approach to Development of Project Windcorp and Janik in Joint Venture (WJIJ) are very keen to work with the Town of Wasaga f to develop high quality mixed-use projects in the Downtown of W detailed in the Downtown Development Master Plan (DDMP). We believe there is an opportunity to develop a new Downtown as shown in the DDMP and that Wasaga Beach is positioned to grow as both a place for new full-time residents and as a tourism destination. There is a need for thorough market research to determine what type of residential and retail spaces will meet the market demand. WJIJ will work with the successful proponent(s) for The Beach District as we feel it is imperative that both Districts be distinct in their character but be linked for a seamless connection. We believe our experience in smaller markets and in mid-rise mixed-use projects will enable us to work with the Town to determine the right size of project, residential product, and commercial uses to address market demand and be able to sell and/or lease successfully to allow a Phase 1 project to move forward as quickly as possible. We will look at the various opportunities for site assembly with the Town assisting in discussions with private land stakeholders including the priority Anchor Development building location. The Phase 1 project will act as a catalyst for future phases in Lower Main. WJIJ will work with the Town and private land stakeholders to select the right size parcel for Phase 1 and to identify the next future phases that could follow or move ahead concurrently after a successful launch of Phase 1 which is anticipated to be the Anchor Development building fronting on Festival Square. It may be possible that there is another parcel that can be developed concurrently with the Anchor Development Building. We will also work with the Town to determine the road and infrastructure requirements for Lower Main which will also be a factor in the design of Phase 1. As the due diligence is being done for the road and infrastructure design for Lower Main, WJIJ will work with new residential and obtain a successful mixed used project. We will develop project proformas early and continue to WJIJ is eager and ready to work with the Town of Wasaga Beach to make the vision of the Lower Main Downtown District a reality. We would be most pleased to meet for a further discussion for this exciting opportunity. 16

304 References 17

305 Councillor James Pasternak Ward 10 City Hall, 100 Queen Street West Tel: nd Floor, Suite A22 Fax: Toronto, Ontario M5H 2N2 councillor_pasternak@toronto.ca May 15 th, 2017 Re: Nick Sampogna To Whom It May Concern: Please accept this reference letter for Nick Sampogna. I have known Mr. Sampogna since 2010 through his multiple development companies. I highly recommend him for mixed-use residential and commercial developments in the Town of Wasaga Beach. Mr. Sampogna is a very professional and experienced developer with multiple projects in North York. He is currently managing a complicated 9-storey mixed-use condominium project called Diva Condos on Sheppard Avenue. He effectively carries the projects through the full planning process to construction stage. We look forward to a continuing our relationship with him on future North York developments. Sincerely, James Pasternak, Toronto City Councillor, Ward 10 Chair, Community Development and Recreation Committee 18

306 STAFF REPORT TO: FROM: Committee of the Whole Andrew McNeill, Director, Economic Development and Tourism SUBJECT: Request to the SCDSB for a 7-12 School in Wasaga Beach. DATE: June 20, 2017 RECOMMENDATION THAT Committee of the Whole recommends to Council that it formally request the Simcoe County District School Board to pursue construction of a 7-12 school in Wasaga Beach rather than pursuing a third elementary school in the community. BACKGROUND At the July 26, 2016 meeting of Council RESOLUTION NO was approved as follows: RESOLVED THAT Council does hereby receive the presentation from the High School Task Force outlining the reasons why Wasaga Beach should have a high school; AND FURTHER THAT the High School Task Force be requested to make a presentation to the Simcoe County District School Board on behalf of Council explaining the reasons why the Town should have a high school based on the work of the Task Force; AND FURTHER THAT the High School Task Force report back to Committee of the Whole on the outcome of the Board presentation. DISCUSSION The Town of Wasaga Beach was contacted by Pacific Homes (a major landowner/developer within the Sunnidale Trails Secondary Plan area) in late April 2017 to discuss locating a public elementary school on their Phase One lands. Their Phase One lands are designated in the Town s Official Plan (OP) and they have a draft approved subdivision and zoning in place. The Simcoe County District School Board (SCDSB) had asked Pacific Homes to work with them to revise their subdivision design to bump up the timing of an elementary school planned for their Phase Two lands (designated in the OP but no subdivision application and no zoning in place). This was a result of the current overcapacity of the two existing elementary schools in Wasaga Beach, and a sooner than originally anticipated need for an elementary school. The Town has had a teleconference, a meeting, and correspondence with Pacific Homes and the SCDSB on this matter throughout May and June of 2017 to find an acceptable school site location/design. A revision to the approved draft plan of subdivision, and a Zoning By-law Amendment will be required from Council to facilitate this request. Pacific Homes hopes to submit these applications

307 as soon as the school site location is determined in order that it does not delay their development timelines. High School Task Force On October 26, 2016 a deputation was made to the SCDSB by the Town of Wasaga Beach pertaining to what the Town believes is a strong case for building a high school in Wasaga Beach. At that time a formal request was made to the SCDSB to place Wasaga Beach on the 2017 Capital Priority List for the construction of a new public secondary school to serve the needs of our community. The deputation highlighted the following key points: The Town of Wasaga Beach is the largest community in Ontario without an existing or planned high school; Currently, 760 students from Wasaga Beach are being bussed to schools outside the Town each day; Students attending public high schools, who reside in the catchment area of Wasaga Beach public elementary schools, face between 1 2 hours of bus travel time per day; Average ride times from Wasaga Beach to the three area high schools are approximately 30 minutes each way. Maximum ride times were measured at 52 minutes to Elmvale DHS, and 63 minutes to Collingwood CI, each way; By the 2027/28 school year, for the catchment area including Wasaga Beach, the Public Board will be over capacity by 458 pupils and the Catholic Board will be over capacity by 682 pupils; According to projections prepared by Altus Group Economic Consulting, there will be 849 secondary school aged persons in the Town of Wasaga Beach by 2036, and 1,263 persons aged for grades 7 12; Based on an alternate set of projections that test the sensitivity of net migration on the number of secondary school aged children in the Town, if the proportion of persons between the ages of 0 59 in the Town begins to shift towards the County wide average, there may be upwards of 1,016 grade 9 12 students in the Town, and 1,507 grade 7 12 students living in the Town; The Provincial Growth Plan encourages cities and towns, such as the Town of Wasaga Beach, to accommodate population growth by developing as complete communities. In order to do this, a community such as Wasaga Beach must have an appropriate range of community infrastructure to be able to meet people s needs for daily living. Community infrastructure includes schools. Despite the fact that Wasaga Beach does not yet have a high school, the number of students in our town today supports a viable long term plan for a school of optimal size for student learning and well-being which is in the range of students. Currently 760 students are bussed to schools outside of our community. Of the 760 students 539 currently attend public secondary schools. If a public secondary school is built in Wasaga Beach the High School Task Force - 2 -

308 believes that a portion of the students currently attending Catholic secondary schools outside of our community would transfer to the public system as a result of the convenience of attending a secondary school in their own community. The request to the SCDSB was formalized in a letter to Chairperson Beacock dated November 21, 2016 and attached as Appendix One to this report. Of note, the High School Task Force, and Altus Group Economic Consulting did consider a 7-12 school in Wasaga Beach and presented that option to the SCDSB for consideration. A Third Elementary School A third elementary school has been identified by the SCDSB for the Second Phase of the Sunnidale Trails subdivision, see Appendix 2 at Location 1. The SCDSB contacted Pacific Homes to see if a new site could be identified and discussions are currently underway pertaining to shifting the elementary school from the Phase Two site location to a location in Phase One. The locations being considered are noted on Appendix 2 at Locations 2a or 2b. A high school site has been identified by the SCDSB on the draft-approved River s Edge Subdivision currently owned by: Sunnidale Estates Ltd.; Fresun Estates Ltd.; and Ontario Ltd. The high school site is noted on Appendix 2 at Location 3. In order to secure any building permits in the Sunnidale Trails Subdivision, (including for an elementray school) a new pumping station and the extension of services along Sunnidale Road is required. The high school site is located directly on Sunnidale Road and the extension of services along Sunnidale would travel directly past the high school site essentially meaning that the high school site could be developed at the same time as Phase One of the Sunnidale Trails subdivision. SCDSB Draft Plan Conditions Pertaining to the High School Within the Subdivision Agreement for the River s Edge Subdivision, the following condition is in place by the SCDSB: 97. The Owner shall agree in the Subdivision Agreement that prior to final approval, the Owner shall enter into an option agreement (the "Option Agreement") to the satisfaction of the Simcoe County District School Board for the purchase and sale of a public secondary school site of the size, shape and location shown as Block 773 on the approved draft plan (the "Secondary School Site"). The Option Agreement shall provide that the option to purchase the Secondary School Site shall be exercised no later than seven years from the date that the Owner advises the Simcoe County District School Board in writing that the first building permit has been issued for a residential dwelling unit (not including a model home) in the development phase that contains the Secondary School Site. The Option Agreement shall further provide - 3 -

309 that the purchase price of the Secondary School Site shall be based on the fair market value of the Site as of the date that the Simcoe County District School Board exercises the option to purchase, which value shall reflect the servicing of the Site that has been completed in accordance with Condition 98. Consideration of a 7-12 School On June 6, 2017 a meeting took place with staff from the Town of Wasaga Beach, staff from the SCDSB and representatives from Pacific Homes. At that meeting, Town staff inquired as to whether or not a 7-12 school had been considered instead of a third elementary school. Town staff indicated that they would appreciate if SCDSB staff could examine this option and conveyed that Town Council will be made aware of the situation at the first available committee meeting. The SCDSB has indicated that they do not support a high school in Wasga Beach in the short term as they do not believe we have sufficient numbers of current students and that would potentially limit program options. This is despite the fact that a Wasaga Beach high school on opening day would have a larger enrollment than both Elmvale District High School and Stayner Collegiate Institute. The SCDSB in increasingly looking at the option of 7-12 schools as a way of increasing enrollment and making schools viable to them. Staff believe that a 7-12 school makes sense in Wasaga Beach for the following reasons: It will increase the enrollment in the school to numbers that the SCDSB believes is more viable even though the High School Task Force believes our current numbers warrant a high school; It will ease the pressure on the existing elementary schools by allowing grade 7-8 students to attend the new school; It will assist the SCDSB in reaching high retention rates for students between grades 8-9; In the future as the high school numbers continue to increase in Wasaga Beach, a third elementary school can be built and the grade 7-8 students can then attend the new elementary school thereby opening up more room at the high school; Town staff believe that a high school is warranted today in Wasaga Beach and building a 7-12 will solve the immediate issues of overcrowing of our elementary schools and the need for a high school. Buildilng one school in the short term is more affordable for the SCDSB than building two schools. Community Hub Staff are in the early stages of planning for a Community Hub in the downtown. A high school could become a component of a hub or it could be built as a standalone building in the River s Edge Subdivision or elsewhere in the community. The important point is that a high school should be built to respond to the needs of our community

310 CONCLUSION Staff are of the opinion that a 7-12 school in Wasaga Beach is a reasonable and more costeffective approach to be pursued in Wasaga Beach to fill the short-term needs of both elementary and secondary school aged students in Wasaga Beach rather than simply pursuing a third elementary school. In order for the SCDSB to formally consider the Town s request a Council resolution is required and it is recommended that Council take this step. Respectfully submitted, Andrew McNeill Director, Economic Development - 5 -

311 APPENDIX 1

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314 APPENDIX 2 3 2a 2b 1

315 STAFF REPORT TO: FROM: SUBJECT: Committee of the Whole Joshua R. Pallas, Recreation Coordinator 2017 Canada Day Celebrations Update DATE: Tuesday, June 20 th, 2017 RECOMMENDATION THAT the Committee of the Whole recommend to Council that it receive this information as an update on the 2017 Town of Wasaga Beach Canada Day Celebrations. BACKGROUND On Tuesday, June 13 th, 2017 the CAO and Recreation Coordinator meet with the Staff Sargent, Operations Manager and the Inspector of the Huronia West OPP about the Town of Wasaga Beach Canada Day celebrations taking place on Saturday, July 1 st. Previous to this meeting the Staff Sargent, Operations Manager recommended an outfit of 30 paid duty police officers be hired specifically for the duration of the event and further that Beach Drive be closed from the top of Spruce Street to the top of 3 rd Street by 4:30 pm for the event. Figure A The result of the meeting was a recommendation from the Huronia West OPP to have 4 paid duty Officers present in the Beer Garden and an additional 16 Officers on duty at the event from 5:30 pm 12:30 am. Further, the OPP was constant with their recommendation to close beach drive; however, they agreed to start the closure at 1 st Street to the top of 3 rd Street and Mosley and close off the bottom of 2 nd Street (as shown in the Figure A) between the hours of 5:30 pm and 12:30 am. Additionally, as requested by the Staff Sargent, Operations Manager in the case where safety becomes a concern to pedestrian traffic on Beach Drive they will be closing the top of Spruce Street. That decision will be made based on event attendance. Also, as shown in Figure A, is the stationing of 6 of the paid duty officers. The remaining 10 officers would be providing services on the beach front concert location with: 2 Officers on an ATV, 2 Officers on Bicycle, 2 Officers in front of the Stage, and 4 Officers on foot. It has been requested that the Town provide the barricades for the road closures and further that, they place additional barricades at the top of Spruce Street, and the bottom entrance/exit of Playland Park Square (40 Mosley Street). The overall expenses that the Town will incur for the 15 Officers and 1 Sargent will be approximately $9, pending on the amount of officers recruited, weather, attendance and additional hours required for crowd control directly related to the event. The expense of the 4 officers provided for the Form: WB-SR2010

316 2 beer garden, as stated in the RFP, will be covered by the Beacon Wasaga Beach Holdings Ltd. The budget for the additional officers will be provided from the Canada Day event Contingency fund approved at the April 18 th, 2017 Committee of the Whole meeting. Respectfully submitted, Joshua R. Pallas Recreation Coordinator

317 STAFF REPORT TO: FROM: SUBJECT: Committee of The Whole Jocelyn Lee, Director of Finance and Treasurer 2018 Budget Review and Approval Schedule DATE: June 20, 2017 RECOMMENDATION THAT Committee of the Whole recommend to Council that the 2018 Budget Review and Approval Schedule be approved. BACKGROUND Each year as preparations for the annual budget are made a formal report is presented to members of Committee to ensure that they are comfortable with the budget schedule and to allow staff to plan accordingly. DISCUSSION Below you will find the proposed schedule for the preparation of the 2018 Budget, which also describes the annual budget process. Proposed Schedule August 29 th Set Guidelines - Committee of the Whole to consider the 2018 Budget Guidelines, based on the previous year s forecast, environmental scan of cost and revenue drivers, implications of decisions made in 2017 and Council priorities for August 30 th operating and capital budget worksheets distributed to staff by Budget Analyst. First draft operating and capital budgets due from staff by September 13 th. September 12 th Committee of the Whole discussion on Council priorities for 2018 September 18 th to 20 th - CAO, Treasurer and Budget Analyst to review first draft operating and capital budgets with Department Heads. October 3 rd First Draft & Priority Discussion - Committee of the Whole to review first draft operating and capital budgets in summary format. During this meeting, key budget items and Council priorities will be identified for further discussion at the October 17 th meeting. October 5 th - Discussion items due from members of Council to the Treasurer. October 10 th - Reports due from staff for discussion items identified by members of Council. Form: WB-SR2010

318 2 October 17 th - Committee of the Whole presentation of reports related to discussion items October 20 th - Proposed changes to 2018 Rates and Fees due from staff. October 27 th - 4 Year Operating and 10 Year Capital Forecasts due from staff. October 31 st Second Draft - Committee of the Whole to review second draft detailed operating and capital budgets and proposed changes to 2018 Rates and Fees. Treasurer will request permission to advertise the public meeting scheduled for December 12 th. November 21 st Third Draft - Committee of the Whole to review third draft operating and capital budgets, 4 Year Operating and 10 Year Capital Forecasts. November 28 th & December 5 th - Committee of the Whole Budget meetings, if required. December 12 th - Public Meeting for consideration of 2018 Operating and Capital Budgets, 4 Year Operating and 10 Year Capital Forecasts, 2018 Rates and Fees (including Water/Wastewater Update). Recommendation that By-law proceed to Council once School Board and County rates are received. December 19 th - Council approval of 2018 Operating and Capital Budgets, 4 Year Operating and 10 Year Capital Forecasts, and 2018 Rates and Fees. Respectfully Submitted, Jocelyn Lee, Director of Finance and Treasurer

319 STAFF REPORT TO: FROM: SUBJECT: Committee of the Whole Derek Bowers, Chief Information Technology Officer Beach 1 & 2 CCTV Security Camera Project Budget Adjustment DATE: June 20, 2017 RECOMMENDATION THAT the Committee of the Whole recommend to Council that it approve an increase in capital funding for the Beach 1 & 2 CCTV Security Camera Project from $30,000 to $37,000 in order to complete Phase 1 of the Project with funds coming from the IT Capital Reserve; Further that this phase of the project be awarded to Point to Point Broadband in the amount of $31,400 plus HST. BACKGROUND As part of the 2017 Capital Budget Council approved introducing video cameras and a recording devise to the lower portion of the Main Street corridor to Spruce Street and then along Mosely Street to First Street and a long Beach Drive. Council allocated $15,000 in the 2017 Capital Budget for the first phase of this initiative. Staff met with the Ontario Provincial Police (OPP) and they provided their technical expertise to assist the Town in determining appropriate camera locations and quality of camera and recording devise to ensure that the images can be used in the case of criminal activity. The OPP have looked at the Town s needs and in an effort to promote community safety and deter future incidents from occurring, have determined appropriate locations for CCTV video surveillance at the Town s high density pedestrian traffic area at Beach Areas 1 & 2 up to Main Street at Beck Street. The Huronia West Detachment is very supportive of this initiative. DISCUSSION Once the technical requirements of the OPP were incorporated into the scope of the project, staff made a request to General Government Services Section of Coordinated Committee on April 13, 2017 to adjust the budget for the Beach Camera Project phase 1 from $15,000 - $30,000. This amount was based on estimates for camera, hardware and networking costs. We had anticipated hydro connectivity would be provided through Wasaga Distribution. On April 20 th Quotes were provided by 2 vendors, Clearview Security and Point to Point Broadband. These quotes indicated higher costs than anticipated. Staff reached out to Wasaga Distribution to determine their availability to assist with the electrical requirements for the project and in early May staff was advised that we would need to hire a Master Electrician and bucket truck to undertake the work. The estimated cost of this work is $7,000 including HST. Since this time staff have been working with both vendors to see if we could find a working solution within budget. Based on cost and ability to provide a complete solution, where in the event of issues we would be dealing with a single vendor, we have been working with Point to Point Broadband trying to find a way to trim costs without sacrificing quality of product or service. They have been very