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06 - March 24, 2026 County Council Agenda PackageElgmCounty Elgin County Council Regular Council Meeting Orders of the Day Tuesday, March 24, 2026, 9:00 a.m. Council Chambers 450 Sunset Drive St. Thomas ON Note for Members of the Public: Please click the link below to watch the meeting livestream: https://video.isilive.ca/elgincounty/live.html Accessible formats available upon request. Pages 1. Meeting Call to Order 2. Approval of Agenda 3. Introductions, Recognitions, Memorials 4. Adoption of Minutes 3 5. Disclosure of Pecuniary Interest and the General Nature Thereof 6. Presenting Petitions, Presentations and Delegations 6.1 Mary Lou Tanner, Senior Partner, NPG Planning Solutions - Update on 8 Hospital Lands Development 6.2 Danielle Nielsen, Acting Director of St. Thomas - Elgin Social Services 23 and Brandon Sloan, Housing Accelerator Fund Coordinator - Draft St. Thomas - Elgin 10 Year Housing and Homelessness Plan 2026-2036 6.3 Gary De Bock, Member of the Public - Bill 21, Protect Our Food Act 129 7. Motion to Adopt Recommendations from the Committee of the Whole 7.1 Warden Giguere -ADM 26-11 - Recommendations from Committee of 136 the Whole — March 10, 2026 8. Committee Recommendations 9. Reports for Information and Immediate Consideration 10. Council Correspondence 10.1 Resolution from the Regional Municipality of York re: Circular Materials 138 Ontario 10.2 Flag Raising Request from the YWCA St. Thomas Elgin Local 140 Immigration Partnership (STELIP) for Welcoming Week 2026 10.3 Flag Raising Request from Childcan for Childhood Cancer Awareness 143 Month 2026 10.4 Proclamation and Building Lighting Request from Epilepsy 146 Southwestern Ontario 11. Statements/Inquiries by Members 12. Closed Meeting Items 12.1 Closed Meeting Minutes - March 10, 2026 12.2 Chief Administrative Officer/Clerk - Human Resources Matter (verbal) Municipal Act Section 239 (2) (b) personal matters about an identifiable individual, including municipal or local board employees 13. Motion to Rise and Report 14. Consideration of By -Laws 14.1 By -Law No. 26-13 County Road System 156 14.2 By -Law No. 26-14 Reduced Load Limits 182 14.3 By -Law No. 26-15 Confirmation 186 15. Adjournment Page 2 of 186 Elgin County Council Regular Council Meeting Minutes March 10, 2026, 9:00 a.m. Council Chambers 450 Sunset Drive St. Thomas ON Members Present: Warden Dominique Giguere Deputy Warden Grant Jones Councillor Ed Ketchabaw Councillor Mark Widner Councillor Andrew Sloan Councillor Todd Noble Councillor Mike Hentz Councillor Richard Leatham Members Absent: Councillor Jack Couckuyt (with notice) Staff Present: Blaine Parkin, Chief Administrative Officer/Clerk Nicholas Loeb, Director of Legal Services Brian Masschaele, Director of Community & Cultural Services Jennifer Ford, Director of Financial Services/Treasurer Peter Dutchak, Director of Engineering Services Mat Vaughan, Director of Planning and Development Holly Hurley, Director of People & Culture Joe Anne Holloway, Director of Homes and Seniors Services Katherine Thompson, Manager of Administrative Services/Deputy Clerk Mike Hoogstra, Manager of Purchasing and Risk Jenna Fentie, Legislative Services Coordinator Stefanie Heide, Legislative Services Coordinator Meeting Call to Order The meeting was called to order at 9:02 a.m. with Warden Giguere in the chair. 2. Approval of Agenda Moved by: Councillor Hentz Seconded by: Deputy Warden Jones RESOLVED THAT the agenda for the March 10, 2026 County Council Meeting be approved as presented. Motion Carried. 3. Introductions, Recognitions, Memorials None. 4. Adoption of Minutes Moved by: Councillor Leatham Seconded by: Councillor Sloan Page 3 of 186 RESOLVED THAT the minutes of the meeting held on February 24, 2026 be adopted. Motion Carried. 5. Disclosure of Pecuniary Interest and the General Nature Thereof None. 6. Presenting Petitions, Presentations and Delegations None. 7. Motion to Adopt Recommendations from the Committee of the Whole 7.1 Warden Giguere - ADM 26-08 - Recommendations from Committee of the Whole — February 24, 2026 Moved by: Deputy Warden Jones Seconded by: Councillor Hentz RESOLVED THAT items CW26-20-CW26-21 from the Committee of the Whole meeting dated February 24, 2026, and the recommendations therein be adopted. Motion Carried. 8. Committee Recommendations 8.1 Recommendation from the February 24, 2026 Elgin/Central Elgin Joint Accessibility Advisory Committee Meeting Moved by: Councillor Noble Seconded by: Councillor Leatham RESOLVED THAT item JAAC 26-03 from the February 24, 2026 Elgin/Central Elgin Joint Accessibility Advisory Committee and the recommendations therein be adopted. Motion Carried. 9. Reports for Information and Immediate Consideration 9.1 Director of Engineering Services - ENG 26-04 Transportation Master Plan — Final Report The Director of Engineering Services presented the final Elgin County Transportation Master Plan reports for Council's information. Moved by: Councillor Hentz Seconded by: Deputy Warden Jones RESOLVED THAT the report titled "ENG 26-04 Transportation Master Plan — Final Reports" from the Director of Engineering Services, dated March 10, 2026 be received and filed. Motion Carried. 9.2 Director of Engineering Services - ENG 26-07 Tender Awards for Cold In -Place Asphalt Recycling (Tender No. 2026-T05), Hot Mix Asphalt Paving (Tender No. 2026-T06), and Culvert Rehabilitations (Tender No. 2026-T07) The Director of Engineering Services presented the report that seeks approval to award tenders for county road capital projects including Cold In -Place Asphalt Recycling, Hot Mix Asphalt Paving, and Culvert Rehabilitations. Page 4 of 186 Moved by: Councillor Widner Seconded by: Councillor Ketchabaw RESOLVED THAT Roto-Mill Inc. be selected to complete Cold In -Place Asphalt Recycling on various roads, Tender No. 2026-T05 at a total price of $1,978,191.24 inclusive of a $50,000 contingency allowance and exclusive of HST; and THAT Brantco Construction be selected to complete Hot Mix Asphalt Paving on various roads, Tender No. 2026-T06 at a total price of $5,415,177.50 inclusive of a $250,000 contingency allowance and exclusive of HST; and THAT Laemers Excavating be selected to complete Culvert Rehabilitations on various roads, Tender No. 2026-T07 at a total price of $380,382.66, inclusive of a $50,000 contingency allowance and exclusive of HST; and THAT the Warden and Chief Administrative Officer be directed and authorized to sign the contracts. Motion Carried. 9.3 Director of Homes and Seniors Services - HSS 26-02 Incontinence Products for Elgin County Homes (RFP) No. 2025-P47) - Contract Award The Director of Homes and Seniors Services presented the report that provides details on the Request for Proposal (RFP) for Incontinence Products for the County's three long-term care homes and seeks Council's approval to award the contract to Cardinal Health Canada Inc. Moved by: Deputy Warden Jones Seconded by: Councillor Leatham RESOLVED THAT the contract for Incontinence Products for Elgin County Homes be awarded to Cardinal Health Canada Inc. for a two-year term; and THAT staff be authorized to extend the contract for an additional three (3) one-year terms, in accordance with section 7.6 of the Procurement Policy, subject to satisfactory performance during the initial two-year contract term; and THAT the Warden and Chief Administrative Officer be authorized to sign the contract. Motion Carried. 10. Council Correspondence Moved by: Councillor Noble Seconded by: Councillor Hentz RESOLVED THAT Correspondence Item 10.1 be received and filed. Motion Carried. 10.1 Western Ontario Wardens' Caucus February 2026 Newsletter 10.2 Flag Raising and Proclamation Request from the Elgin County Drowning Prevention Coalition Moved by: Councillor Leatham Seconded by: Councillor Sloan Page 5 of 186 RESOLVED THAT the flag raising and proclamation request from the Elgin County Drowning Prevention Coalition be approved. Motion Carried. 11. Statements/Inquiries by Members None. 12. Closed Meeting Items Moved by: Councillor Widner Seconded by: Councillor Ketchabaw RESOLVED THAT we do now proceed into closed meeting session in accordance with the Municipal Act to discuss the following matters under Municipal Act Section 239 (2): Closed Meeting Item #1 - Closed Meeting Minutes - February 24, 2026 Closed Meeting Item #2 - PAC26-01 ONA Bargaining Mandate (d) labour relations or employee negotiations Closed Meeting Item #3 - Human Resources Matter (verbal) (b) personal matters about an identifiable individual, including municipal or local board employees Motion Carried. 12.1 Closed Meeting Minutes - February 24, 2026 12.2 Director of People and Culture - PAC26-01 ONA Bargaining Mandate 12.3 Chief Administrative Officer/Clerk - Human Resources Matter (verbal) 13. Motion to Rise and Report Moved by: Councillor Ketchabaw Seconded by: Councillor Widner RESOLVED THAT we do now rise and report. Motion Carried. Closed Meeting Item #1 - Closed Meeting Minutes - February 24, 2026 Moved by: Deputy Warden Jones Seconded by: Councillor Leatham RESOLVED THAT the February 24, 2026 closed meeting minutes be adopted. Motion Carried. Closed Meeting Item #2 - PAC26-01 ONA Bargaining Mandate Moved by: Councillor Hentz Seconded by: Councillor Widner RESOLVED THAT staff proceed as directed. Motion Carried. Closed Meeting Item #3 - Human Resources Matter (verbal) 4 Page 6 of 186 Moved by: Councillor Noble Seconded by: Councillor Sloan RESOLVED THAT the confidential report from the Chief Administrative Officer/Clerk be received and filed. Motion Carried. 14. Consideration of By -Laws 14.1 By -Law No. 26-12 Confirmation BEING a By -Law to Confirm Proceedings of the Municipal Council of the Corporation of the County of Elgin at the March 10, 2026 Meeting. Moved by: Councillor Noble Seconded by: Councillor Sloan RESOLVED THAT By -Law No. 26-12 be now read a first, second, and third time and finally passed. Motion Carried. 15. Adjournment Moved by: Deputy Warden Jones Seconded by: Councillor Leatham RESOLVED THAT we do now adjourn at 10:21 a.m. to meet again on March 24, 2026 at 9:00 a.m. Motion Carried. Blaine Parkin, Dominique Giguere, Chief Administrative Officer/Clerk. Warden. Page 7 of 186 uuum uuuu illlluu uuuu uuuu iil�lo umu uumum uum uuum i uuuuum uuum uuum � � � uuuuuuuuu uuuuuuuuu uuum uumu ullluupl uum � uum uum II Present the Draft Official Plan Amendment (OPA) and mapping which turns the approved Land Use Plan and Policy Directions into Official Plan policies, with detailed guidance, stronger policy requirements, and enforceable policies. II Vision and Guiding Principles were adopted by Council on May 5, 2025. II Land Use Plan and Policy Directions were approved by Council on February 9, 2026. �� IIIIII uuuo ui 14 uuum umm luuuuum� � � �� umiZ GAG 14 um IOX"esidents, localorganizations, and stakeholders were engagedro g y Engagement activities led by Municipal staff used a range of tools to ensure broad community awareness and participation: @ Digital platforms ;;;;;;;;;;@ Print Materials @ Newsletters @ Direct outreach ;;;;;;;;;;@ Signage @ Media advertising uuuo ui 14 uuum umm luuuuum� � � �� umiZ GAG 14 um The feedback highlighted a broad range of priorities, concerns, and ideas: uu°o �uullll luumuuu�muuu umm uuumiiil'uuuu uuuu uuum uuuu iil�o uuuu mopo i Turns the Final Policy Directions into Official Plan policies, with detailed guidance, stronger policy requirements, and enforceable policies. Draft OPAAppendix for Phasing Strategy. Draft OPA Text and Mapping brought forward for public consultation, which provides opportunities for the public to review and comment. Public Open House: February 24 Statutory Public Meeting: March 2 Agency circulation is underway. OPA Text and Mapping to be finalized following public consultation, responding to agency comments, and brought forward for Central Elgin Council adoption and Elgin County approval. Schedule "KI" To the Official Plan of The Munrapalfty of Central Elgin Hospital Lands Lard Use Plan Land Use rLaugn .�L -��ejm — - IM D —t— M- Sweet D—M—n M.in St—t (Swdal Policy Area 1) Lb. D.msily Residential M tfi.. 3.1sity R.bid.nimi High Ds—ty ResidsMjW rp/M;p W- S--. F.dkt— ((e;k. .tlW Op.r, Space) Comrmji,fy Services Faciftas (Nrb !,, S.M.. F.dljft,$) C-111—ty Selw— F.dhtav (SWimwaler M-agernotio DRAFT OHT Easement Natural 11"Ift.g. Land Use Overlu Built Henbige kesourms overlay Deyalwment Subjecrt to %Ifje 4 Anh—l.gi.l Skidy N.Unal H.ritzg. 0,,,I.y DRAFT OHT Easement Overlay Re., Lane kv.z Only Natural Hamrds Map ,.g.rlci 1-1-pial lr-& Plan Ar- U,b.n Seftla..nt Area Municipal 3.nd.ry Watercourses Wate,bwd,n, Adopted by C—nd XXXX XX 2020 Appendix "KS" To the Official Plan of The Municipality of Central Elgin Hospital Lands Phasing Plan P jigsing Ph—. tl Ph— 3 PhaGO TED W. Und U. D-9-t—t, end O—Wyl .,' 0.— uni %,� W App.nd,� ku ........ PI.— 'Op., 1. $ah.dd. 'KIIr f., the L.,,d Use Phan. Ma2 Lermend H..P.f.1 V.ari Jr, PW A— Urb- S01--tA— Muni.p.1 B.,,,,d.,y VVM.,bod- ""0 1 A fMlwlhnyv Ad.pR.d by C.-.11 XXXX XX 2026 I (:)usiing aiind IIII esideintial IIY cuY III'iull� uurlll°'iu :' :' u Provide low, medium, and high density housing. Including a range of tenure options and supports affordable, attainable, and additional needs housing. Residential areas focused around parks and community facilities, with higher density housing focused along collector roads or County roads. Buildings greater than 3-storeys subject to design policies that ensure compatibility and excellence in design through gradation in height, transition in massing, spacing between buildings, and enhanced landscaping. Requiring Additional Residential Units (ARUs) to be included in the construction of low -density housing. • 3-4 storeys LOW • Driveway / DENSITY garage parking KI • 25-40 units/ha • 3-6-storeys 00 0000 • Driveway / MEDIUM 00 00 00 garage and DENSITY 00 00 00 surface parking • 40-75 units/ha 4-8-storeys • Surface DENSITY in• parking ®, • More than 75 r units/ha MRSITIMEMMMMMUM Community focal point, designed to be walkable and vibrant. Enhanced landscaping and design of building facades and entrances to create an inviting streetscape. Commercial core with a mix of uses, including space for businesses, services, public spaces, and residential units and/or offices above 1st storey. Public plaza as part of the mainstreet supports public gathering and multi -purpose activities. Buildings will be 2 to 6 storeys in height. Parking located behind the buildings, underground, or screened from the street. Big box retail and large retail plazas not permitted. Grocery store and accessory commercial uses permitted as a Special Policy Area. uinset a u°tli°tu°tli :' ur ull (:')urirlid()ir New institutional development (healthcare, long-term care, etc.) directed to the Sunset Institutional Corridor. High -quality landscaping and building design will be required to reinforce significance of the Sunset Institutional Corridor. Addresses heritage conservation and adaptive reuse. Cultural IIII°°1eiri°tu c / ircl!''ime(:flIk) . Commemoration and Interpretation Plan shall be developed in consultation with rights - holding First Nations. Site alteration and/or development adjacent to or located lands with built heritage resources overlay shall require a Heritage Impact Assessment and may require a Conservation Plan. Ensuring engagement with First Nations. lf° �ir f°°°� cli�ll�li�°tlie u ' Illks �:'�ium iu a urn li`t Designation permits a range of public service facilities (school, community centre, library, etc.). Provides a range of parks and ensures all homes are within a 15-minute walk from a park. Provide a mix of passive and active recreation facilities. Identifies Public Plaza within the Downtown Mainstreet. Seirviciing, Illf° Ili°'imslip urn , aiindiu III Ilcium c urn°t°tli:'ur Includes the potential for an allocation policy for water and wastewater servicing. Requires first phase of development to incorporate east -west collector from Sunset Drive to allow extension of servicing. uull14 GAG uuum uuuu o, uuuuuuum uuuuuuum Between January and April 2026, the Municipality of Central Elgin will conduct a second round of community and stakeholder engagement. Round 2 engagement included one in -person Public Open House, two stakeholder meetings (one on cultural heritage, one on housing and other topics), and the Statutory Public Meeting. Engagement activities will be led by Municipal staff and will use a range of tools to ensure broad community awareness and participation such as digital platforms, direct outreach, print materials, signage, newsletters, and media advertising. UndeIrtaIke Council, Agency, Indigenous, l lr rate u il, Agency, Indigenous, Co�rmrnunity input .. w6lcome &ny feedbadk,m m ... iints, o�r questi��ins you may I ST. TIH01MAS lE 1� GIHN I�HGIAIEI� ............... 1 0-YEAR IHOUSIHNG & IESSINIESS Page 23 of 186 Form ird lby St. Thomas , IElgin Social Services o We will achieve a functional end to homelessness and sustain it. o There will be "Housing For Everyone". o We will be inclusive and people -centred on our path to "Housing For Everyone". Throughout the past 10 years, St. Thomas -Elgin has been taking on the increasingly complex needs in housing and homelessness. With all on board and great collaborative efforts, we have built a strong foundation for housing stability and increasing supply and support including the creation of more affordable homes. The momentum exists to deliver on the much -needed housing stock and supports — it's full steam ahead! While we are increasingly seen across Canada as a model community in our housing and homelessness response, the affordability and stability challenges continue to grow— as will our area over the next 10 years. This new 10 Year Housing & Homelessness Plan considers demographic trends, updated growth and housing forecasts, legislative and policy directives, proven practices, and input from our partner organizations, local politicians and community members. Our plan contains objectives, targets and actions built on the pillars of END Homelessness, SUSTAIN Housing, BUILD More and LEAD Collaboratively. Together, these are the pillars that will help drive us towards a resilient housing system, including our vision of Housing for Everyone. This plan, and achieving our objectives, depends on our invaluable partnerships with our non-profit community organizations, housing and service providers, the private sector, municipal councils, and the support of all levels of government. We would like to thank everyone who participated in this new 10 Year Plan. Together, we are on track! • Mayor, Warden and Members of City and County Councils • City of St. Thomas & Elgin County Staff (City Manager/CAO, Planning, Library Social Services, Facilities, Parks&Rec) • St. Thomas -Elgin Housing Stability Alliance • Access to Affordable Housing Group • St. Thomas -Elgin YWCA • Eastwood Housing Corporation • Indwell Hope and Homes • The Family Central • East Elgin Family Health Team • St. Thomas Fire Department • CMHA Thames Valley Addictions and Mental Health Services • St. Thomas Police Service • OPP — Elgin County • St. Thomas Public Library • Central Community Health Centre • People with Lived / Living Experience • West Elgin Community Health Centre • The INN St. Thomas -Elgin • St. Thomas Elgin General Hospital • Elgin Ontario Health Team • All other individuals and partners who contributed their expertise and support the delivery of housing and social services in our community. Page 24 of 186 1. Context [Where Are We At and What Do We Need]..........................................................4 2. Community Partners & Engagement [Who's Involved and How?]....................................7 3. Directions [What Did We Hear and Where Do We Need to Go?]......................................8 4. Vision, Principles, Focus Areas, Targets & Actions [What Will We Do?]...........................9 5. Implementation [How Will We Dolt?] ............................................................................18 Appendix A: Past Plan Review and Synopsis......................................................................21 Appendix B: Background and Housing Needs....................................................................31 131.0 Current Context and Future Forecast......................................................... 31 B2.0 Background Reports, Assessments, Strategies and Data Sources.................31 B3.0 Housing by Service Manager and RGI Housing...............................................32 B4.0 Built For Zero Canada and By -Names Data....................................................33 B5.0 Population, Households and Growth Forecast..............................................36 B6.0 Core Housing Need.......................................................................................56 B7.0 Housing Needs Assessment Recommendations...........................................65 B8.0 Legislation, Policies and Programs (Housing & Homelessness Related) ....... 67 AppendixC: Engagement.................................................................................................74 Appendix D: Implementation Plan....................................................................................92 This 10-year plan lays out an integrated, achievable approach to support people with low to moderate income in St. Thomas and Elgin County with access to safe, stable, and affordable housing. It balances supply-side solutions (new affordable units, secondary suites, modular and mixed -use development) with demand and service -side interventions (eviction prevention, rent supplements, supportive housing and other supports). The plan sets measurable targets, a clear implementation framework, and a ten-year action plan timeline divided into near, medium and longer -term objectives. Page 25 of 186 IPaat 10 Yeaira The St. Thomas -Elgin Housing and Homelessness Plan, "Taking Stock, Working Together" provided a blueprint between 2014 and 2024 to deliver and partner on a range of programs aimed at the strategic directions of increasing housing supply, providing housing stability supports, enhancing homelessness prevention and pursuing partnerships. A critical part of the achievements over the past 10 years are the collaborative partnerships with local organizations that strengthen the housing support network. An overview of the key achievements from our previous plan is contained in AppendixA and summarized below. Ask i��,► • To F 1r • • - 0 11 i % % r -� -r it • / � 14 Developments: 1[ in St. Thomas, 2 in Aylmer, I in Dutton-Dunwich AM 11686 e over 6 Households Househiolds CHIPI Funding HEn� '�' Supported U�� Supported for Supported Supplements & Housing Housing Rent Su PP g through HeLR, HSFA & SSRF Benefits 4ft%5 Data referrals were housed 'S r ople housed frorn October 2021-2025 average of14 youthr assisted through Youth Protocol•Supports Page 26 of 186 The affordability gap in St. Thomas -Elgin continues to widen. With a combined population now exceeding 100,000 residents, the area is experiencing growth, increasing diversity, and changing housing needs. While housing supply has increased in recent years, market prices and rents remain out of reach for many low- to moderate -income households. Housing pressures are evident across home ownership and rental markets. A significant share of households are spending more than 30% of income on shelter costs, and many remain in core housing need. Despite a recent slight increase in rental vacancy rates, affordability remains a primary challenge. St. Thomas -Elgin Social Services currently owns and manages 552 units across the City and County and has 512 rent geared -to -income (RGI) units. Key Indicators: • Housing Form: 77% single detached dwellings (65% St. Thomas; 88% Elgin County). • Ownership Market (Average Price): St. Thomas $556K (affordable = $324K); Elgin County $600K (affordable = $394K). Approximately $200-230K difference. • Rental Market (Average Monthly Rent): St. Thomas $1,530 (affordable = $1,335); Elgin County $1,500 (affordable= $1,396). Approximately $100-200 / month difference. • Rental Market (Average Listings): St. Thomas—$1,730; Elgin County—$1,650 • Rental Vacancy Rate: 3.8% (above 10-year average of 2.3%). • Households Spending 30%+ on Shelter Costs: 2,550 Elgin County, 3,435 St. Thomas. • Core Housing Need: 1,680 households in St. Thomas (685 severe); 645 in Elgin County. • Centralized Waitlist: 1,726 households (-1,200 currently residing locally). • Homelessness: 118 By -Name List individuals; 101 chronic (90% of the 2024 peak). A household income of approximately l 000 Thomasthe average rent in St. Currently, for people or households in receipt of Ontario Works or the Ontario Disability Support Program, the shelter allowances do not cover the cost of Average Market rent in St. Thomas -Elgin, or even the cost of deeply affordable rent set at 80% of Average Market Rent. Additionally, a one -bedroom unit would not be considered affordable for a single senior on fixed income either. SeeAppendixB for additional data on the current housing and homelessness situation in St. Thomas — Elgin. Page 27 of 186 IIM e t 10 Yea irs Over the next decade, St. Thomas —Elgin is forecasted to grow to approximately 130,000 total residents. Growth is expected to be fueled by major new employment opportunities, in -migration, and continued investment in amenities and community infrastructure. Household forecasts indicate approximately 7,700 new households will be needed in St. Thomas and an additional 2,550 new households will be needed in Elgin County, for a combined total of approximately 10,250 new households over the next decade. It is estimated that approximately 22% of the forecasted new housing growth will require affordable housing solutions. This Plan anticipates significant demand for affordable rental, ownership, and supportive housing, alongside expanded services and policy tools. Estimated Affordable Housing Needs (1 ®YearOutlook) • Affordable Rental Need: 652 units (550 St. Thomas; 102 Elgin County). • Affordable Ownership Need: Approximately 1,500 new affordable ownership units across St. Thomas — Elgin. • Supportive Housing Need: 140 units recommended in St. Thomas; approximately 10 units in Elgin County. As supportive housing developments come online and people identified on the By -Name List are successfully matched to permanent housing, the role of emergency shelter may continue to evolve. Increasingly complex and individualized needs will require enhanced wraparound services, integrated supports, and coordinated system responses. An aging population will increase demand for accessible and adaptable housing. Priority and vulnerable populations are disproportionately impacted by the affordability gap and remain at risk of housing instability. In addition to establishing housing targets, the Housing Needs Assessments (HNA) and this Plan outline policy tools, service enhancements, and partnership strategies required to meet future housing demand. See Appendix B for additional context and more detailed forecasts about future housing needs in St. Thomas -Elgin. Page 28 of 186 One of the core strengths of the actions and ability to meet the housing and homelessness challenges over the past 10 years is the collaborative willingness and strength of community partners in St. Thomas — Elgin to work together. The creation and adaptability of a coordinated approach and access to shared information and objectives has been key. True partnerships between St. Thomas -Elgin Social Service, system leaders, community organizations, housing partners, development industry, emergency and health services, all levels of government and other support services and volunteer groups has helped tackle homelessness, and bridge gaps in supportive and affordable housing options. The collaborative approach includes operational and capital partnerships, programming and support services along with making data informed decisions and monitoring progress. Looking ahead to the next 10 years, it is important to continue to build off these partnerships, complete the objectives and prioritize people in need of housing stability. This plan was created through numerous rounds of community engagement through: • Advisory Committee meetings • In person and virtual brainstorming, engagement, focus sessions, individual interviews • The inclusion of people with lived and living experience in homelessness • Reaching out to Indigenous advisors and service providers • Utilizing an online portal for updates, input, surveys, open house, social media The overall sentiment is that St. Thomas — Elgin is more than trying to make a difference and is delivering on housing with supports, homelessness prevention, and other programs that strengthen housing stability. The area is and will continue to grow and unfortunately the affordability gap is continuing to widen placing more individuals and households in precarious housing situations without strategic investments and interventions. There is still work ahead of us — including delivering on new supportive housing and sustaining service delivery. The engagement led to a number of directions that were suggested to continue to advance our priorities. The findings from the engagement helped inform the guiding principles, strategic focus areas, objectives and actions. SeeAppendixC for a report on some of the Community Engagement to build this Plan. Page 29 of 186 ••• Continue the Momentum • Continue on path with tiered/flexible supportive housing, ending homelessness • Scale supportive housing & wraparound services — priority placements for chronic homelessness, co -located supports • There are substantial anticipated population growth and the need for housing options will continue to increase with new major employment in St Thomas -Elgin ❖ Homelessness Prevention and Stabilization / Provide Support in Transition Stages • Still prioritize even as more individuals are housed through coordinated access • Prioritize specific populations -youth, low income seniors, families, and people with increased needs and high acuity. Help address root causes. ❖ Programs and Services for People to Stay Housed, Include Lived/Living Experience • Need rent supplements, utility assistance • Mental health and addictions, health services, employment, legal supports • Focus on achieving positive outcomes for individuals and families ❖ Protect and Preserve Existing Affordable Housing Stock • Quality of housing, building condition assessments of existing social housing • Repair assistance, pest control programs, accessibility upgrades, tenant protections, incentives to preserve affordability, deal with renewal agreements ❖ Accelerate Housing, Including Affordable Housing Supply • Increase creation of deeply affordable rental through partnerships, land leverage, incentives, publicly -owned surplus land, and build -ready sites • Build diverse housing, at increased density and mixed dwelling types and incomes • Encourage missing -middle, additional residential units, modular and purpose-built rental, tiny homes and co -housing, rural housing diversity and innovative formats ❖ Continue Partnerships, Including with All Levels of Government • For funding to acquire land, remediate land, offer incentives to build • Funds to support both operational and capital costs • Hiring support staff for wraparound services, changes to OW and ODSP supports • Continue collaborations, share progress in St Thomas -Elgin with other communities ❖ Data, Targets and Performance Management • Annual dashboards and evaluation cycles, continue By -Names Data updates • Establish specific affordable housing -related targets • The plan needs to be nimble and adapt to future issues Page 30 of 186 The culmination of the engagement, future housing and homelessness needs, provincial requirements , strategic directions, and considering the programs and services to deliver housing and supports over the next 10 years resulted in the following Vision, Guiding Principles and Strategic Focus Areas: Housing -Focused soon:Secure housing as possible. Diverse HousingSupply ly A range of housing options for all needs. og's People -Centred l%Needs and dignity at the core. Prevention & Diversion I� before Partnerships Shared Collaborate+ hold each other accouintable. Prioritize Vulnerable Populations Qualityi y & Inclusion Research and _informed decisions. � Access for ali, address systemic barriers. Strategic c Areas Page 31 of 186 Functionally End Homelessness and Sustain It St. Thomas— Elgin is on the path towards achieving a functional end to homelessness through past, current and ongoing efforts to build and invest in supports and services that match and exceed the needs of people experiencing homelessness. The goal is to achieve a functional end in the next two years, and then build a new system rooted in prevention and diversion to ensure that over the long-term we sustain it. ➢ Make sure supportive housing resources match need ➢ Shift system towards prevention and diversion ➢ Ensure multi -disciplinary support services available (housing, health, judicial, etc.) ➢ Opportunity to reshape shelter services ➢ Maintain supportive housing and adjust with needs over time ■ Create at least 140 more supportive housing units in the near term in St. Thomas ■ Explore opportunities to create more supportive housing (approx. 10 units) in Elgin ■ Empty the By -Names Data/match all to housing. 1. Expand supportive housing for people with complex needs. 2. Support the timely completion and full occupancy of supportive housing units underway, and secure partnerships and funding for the remaining unmet needs. 3. Leverage and continuously utilize By -Names Data (BND) to align new supportive and affordable housing supply with measurable reductions in homelessness, while adapting supportive and other housing planning in real time to respond to emerging and evolving community needs. 4. Strengthen and expand multidisciplinary case management supports to assist people transitioning from homelessness to stable housing, ensuring the provision of ongoing, flexible wraparound services that recognize housing alone does not equate to long-term stability. 5. Develop and strengthen flexible, responsive supports that can step in and out as people's needs change. Page 32 of 186 6. Expand outreach support for people living rough including access to basic needs and support to navigate healthier pathways. 7. Advocate for increased Homelessness Prevention Funding to increase support for prevention and diversion programs. 8. Enhance specialized social and health services within emergency shelter settings to improve safety and responsiveness (including gender -specific, youth -focused, and substance use supports) and ensure homelessness resources are prioritized and remain accessible to those who need them most. 9. Update policies and municipal tools to strengthen affordable housing protection and mitigate eviction risks, i.e. renovictions and gentrification. 10. Institutionalize a system wide shift towards prevention and diversion as primary homelessness response strategies. 11. Enhance homelessness and prevention education and training across community service providers (schools, libraries, clinics, food banks, faith organizations, youth groups) to help respond early to housing instability. 12. Strengthen specialized resources and strategies for responding to rural and hidden homelessness through partnerships. 13. Increase access to mental health and addictions services for people experiencing homelessness and continue advancing partnerships with the justice and health sectors. • By -Names Data • Number of people housed per year by program type • Average time from referral to housing placement • Eviction prevention interventions & success rate • Client outcomes: tenancy sustainment at 6 and 12 months • Number of supportive units with on -site services • Action progress and success Preserve, Adapt and Invest in Existing Housing Preserving existing housing and preventing eviction are as critical as building new supply. St. Thomas —Elgin will invest in housing stabilization supports, landlord partnerships, capital repair, energy efficiency, and long-term affordability protections to ensure tenants remain safely housed. By strengthening rent supplements, eviction prevention programs, and ongoing wraparound supports, we will protect housing stability and safeguard community housing assets for future generations. ➢ Assess community housing building conditions, needs and plans ➢ Maximize available funding towards improving existing community housing ➢ Continue the repair, utility, energy upgrade and rent assistance programs ➢ Update housing service agreements ➢ Advocate to increase and leverage funding sustained capital repair programs. 15. Maintain and increase funding for rent supplements, portable housing benefits, rent backs, utility support, eviction prevention and wrap around services aimed at sustaining long term tenancies. 16. Enhance integrated care planning and case management support to help tenants sustain housing. Page 34 of 186 17. Increase targeted supports for tenants in social housing and prioritize housing stability services for vulnerable and priority populations to promote long-term tenancy success and prevent homelessness. 18. Prioritize vulnerable populations for matching to housing availability, i.e. families, seniors, youth, Indigenous, and others. 19. Institutionalize eviction prevention including landlord engagement and mediation, arrears support, and access to social services systems. 20. Continue providing first and last months' rent to help households secure and retain housing quickly. 21. Explore pathways to support tenants in social housing who have stabilized to transition into affordable home ownership or other market housing options where appropriate. 22. Review, adjust and update affordable housing agreements to ensure long-term preservation of affordable housing stock. 23. Expand life skills, financial literacy, and tenant —landlord mediation programs to support households experiencing housing instability. • Number of City -owned and managed housing units • Number of rent -geared -to -income (RGI) units • Amount for capital repairs/ invested in existing housing • Amount of rent supplements • Action progress and success Page 35 of 186 Create New Affordable Housing Supply Addressing housing affordability and homelessness requires a significant and sustained increase in housing supply across the full continuum —from supportive and non -market housing to attainable rental and ownership options. St. Thomas —Elgin will leverage municipal land, regulatory tools, partnerships including all levels of government, and financial incentives to accelerate development, remove barriers, and ensure a greater diversity of housing types. Growth will be strategic, inclusive, and aligned with infrastructure capacity to meet the needs of current and future residents. ➢ Establish a target for the creation of new affordable housing units ➢ Increase the supply of attainable housing for low- and moderate -income households, including rental units ➢ Provide supports and incentives to have rental supply and vacancy at or near a sustainable level ➢ Review policies, zoning, guidelines, incentives and municipal land to encourage and support a range of housing options, including affordable ➢ Leverage local partnerships with non -profits and private developers to develop new housing ➢ Identify and deploy municipal land for housing developments, including affordable ➢ Ensure housing supply addresses priority and vulnerable populations ■ Create and support at least 326 community/social housing (non -market) and/or supportive rental units over 10 years, including deeper affordability (at least 80% or below AMR) ■ Incent, require, facilitate at least 326 additional private market affordable rental units over 10 years (at the provincial "affordable" definition or below) ■ Rental vacancy rate of 2-5% annually for at least half of the duration of the Plan. ■ At least 5% of housing units invested in to have `accessible' design 24. Update local Official Plans regarding affordable housing policies and targets. Page 36 of 186 25. Develop and maintain a comprehensive surplus municipal and public land inventory and have a process for continually identifying sites and/or buildings suitable for housing development. 26.Assemble at least three build -ready municipal sites for modular/pre-fabricated, mixed -income, supportive or affordable housing projects. 27. Support affordable home ownership initiatives, i.e. down payment assistance, rent to own models, non-profit development, municipal land contributions, and financial literacy programs. 28.Accelerate affordable housing development by partnering with developers, non- profits, co-ops, and experienced providers to speed up affordable housing delivery. 29. Review and amend policy, guidelines and incentives to increase the supply of additional dwelling units (ARUs) 30. Study and consider Inclusionary Zoning potential in new community planning permit areas through Official Plan policies and bylaws where appropriate requiring a minimum % of new development to include affordable housing units. 31. Advance affordable housing solutions for low-income seniors through new partnership development and funding opportunities, and access to longterm care. 32. Increase rent geared to income units. 33. Support any appropriate co-operative, Indigenous -led or new innovative housing developments. • New affordable housing units invested in, created via building permit, occupancy • Rental vacancy rate (CMHC) • Number of Accessible Units • Action progress and success Page 37 of 186 Advance partnerships to deliver housing solutions Functionally ending homelessness and improving housing stability requires strong leadership, coordinated partnerships, and shared accountability across governments, service providers, health systems, and the private sector. Through data -driven decision - making, sustained advocacy, and meaningful community engagement, St. Thomas —Elgin will align efforts, reduce duplication, and respond proactively to emerging needs. We will lead with transparency, collaboration, and a commitment to keeping people at the centre of our work. ➢ Work collaboratively with all levels of government ➢ Be exceedingly creative in approaches and solutions to housing and homelessness ➢ Use innovative determination to deliver impactful services. ➢ Educate, raise awareness, provide facts and breakdown myths ➢ Continue to build on community partnerships, coordinated access and response ➢ Strengthen cross-sectoral involvement and action ➢ Provide strong advocacy through demonstrated commitment ➢ Improve coordinated data collection, access and reporting ■ Increase access to primary care for vulnerable populations ■ Increase mental health and addictions treatment and recovery programs ■ Successfully secure capital and operating funding from all levels of government for new affordable / supportive / community / transitional housing ■ Participate in annual opportunities to share the St. Thomas -Elgin model ■ Establish meaningful connections and partnerships with Indigenous organizations .. olio mm Viom a Vum Vum m �uu u�llllm mu o�ii a uu o moi , mi m u uu o�ii um 34. Maintain strong, ongoing political alignment across municipal, provincial, and federal governments to advance housing and homelessness priorities, while proactively monitoring and responding to emerging provincial and federal policies that impact local housing stability and system outcomes. Page 38 of 186 35.Advocate collectively for sustainable capital and operating fund ingfrom upper levels of government. 36.Sustain and strengthen community tables, i.e. Housing Stability Alliance and Affordable Housing Committee, to create a clear focus and increase accountability. 37. Continue to strengthen coordinated access and system navigation across all partners to improve prioritization, efficiency and outcomes. 38. Embed healthcare more fully into housing and homelessness response systems. 39. Increase cross sector collaboration across housing and homelessness, healthcare, justice, mental health & addictions, and other social services. 40. Develop and maintain strong partnerships with private sector partners, i.e. developers, employers, and community agencies. 41. Include people with lived and living experience in policy development, service planning and system design decisions. 42. Strengthen culturally responsive approaches matched to demographic needs and build meaningful partnerships with Indigenous communities to ensure that the voices, priorities, and leadership of Indigenous peoples are authentically embedded in the implementation of this plan. 43. Increase public awareness and education about housing, homelessness, and the social determinants of health to shift community narratives and reduce stigma. 44. Share information, successes, innovative approaches and lessons learned to continue positioning St. Thomas -Elgin as a leading Canadian community in its response to homelessness and housing stability. Funding secured for housing, programs and services Partnership feedback survey (5- and 10-year reviews) Action progress and success Page 39 of 186 c-don For implementation purposes and tracking, all of the measures to achieve the objectives and targets of each of the four Strategic Focus Areas are grouped into priority timeframes as part of a recommended work program over the 10-Year Plan. There are some additional actions recommended to be undertaken for the Plan either within a specified timeframe or that may occur throughout the entire Plan. The implementation timeframes are: ➢ Near -Term (Years 1-3): Capitalize on Momentum & Deliver ➢ Medium -Term (Years 4-7): Scale Supply & Services ➢ Long -Term (Years 8-10): Sustain & Evaluate ➢ Duration (Years 1-10): Continue & Strengthen The Implementation Plan, attached as AppendixD, can be used for progress tracking, and annual reporting, along with short- and long-term resource planning. Budge -ding, IF a ire 6 ire o a irce IFla in ire e it Ire i p Potential funding sources: municipal, provincial and federal housing -related funding, private capital, non-profit organizations and partnerships, community fundraising, social impact investments, public -private partnerships, and other sources. Financing tools: community land trusts, municipal capital contributions, development waivers for affordable projects, community improvement plan & programs, CPP community benefits/additional development and CIL (if utilized) A 3- and10-year budget plan and forecast is being prepared to implement this Plan and inform future budget cycles and funding partnerships (Action #45). A supply of `shovel - ready' housing projects and initiatives is also a desired outcome of this Plan. limpleimenta-don Structure and Governance St. Thomas — Elgin Social Services as the Service Manager will provide the leadership and oversight for the coordinated delivery of the actions to achieve the Strategic Focus Areas, objectives and targets of this Plan. The primary implementation table that will meet, monitor progress and KPIs, resolve barriers and help achieve actions is the St. Thomas - Elgin Housing Stability Alliance. This collaborative partnership group may evolve over time to add or adjust its focus on target areas to ensure the delivery of housing with supports and services as needed in the community. Governance and annual reporting is through St. Thomas City Council. Page 40 of 186 Mlk IM a ire age im e nt Some of the key risks for achieving the Plan's actions include the escalating costs of construction and land including environmental cleanup to build housing, incentivizing the private sector to deliver affordable housing units, community resistance, speed of implementing policy/process changes throughout the area, increasing complexities of people's needs and overall funding shortfalls. Part of the mitigation strategy includes diversified funding, early and continued community engagement, pilot demonstrations, advocacy and partnerships to secure government funding, leadership and a continued demonstration of commitment to deliver on much needed affordable housing stock and supports. Monr toirin , IRepoirtiiinI valua-don St. Thomas — Elgin Social Services is committed to preparing an annual, public report on the progress of achieving the objectives, targets and actions outlines in this Plan. A series of key performance indicators are included for each of the Strategic Focus Areas. As provided in Appendix D, there are sample progress tracking and reporting charts for: A) Key Performance Indicators: Strategic Themes, Objectives and Targets B) Monitoring and Reporting Table: Measures to Achieve Actions The intent is to publish a status report `dashboard' on the City of St,. Thomas webpage with annual reporting of progress on the actions and targets. FlIan IReview Within the Near -Term timeframe, the housing forecasts, core housing need and other relevant data from the background Housing Needs Assessments will be reviewed as it relates to the results of the 2026 Census Profile along with initial housing activity and trends over the first 3 years of this plan (Action #46). A full plan review will occur during the Medium -Term period at Year 5 (Action #47). In the Long -Term timeframe, an updated Housing Needs Assessment will be needed for all of St. Thomas -Elgin combined for 2035 (Action #48). This would be in advance of a full Plan evaluation for 2036 with a potential new 10-Year Housing & Homelessness Plan to set the stage for the future evolution of housing in our community. Page 41 of 186 ST. TIH01MAS 1 0-YEAR IHOUSIHNG IHGIAIEI� ............... IESSINIESS The original 10 Year Housing & Homelessness Plan (Taking Stock, Working Together) was created in 2013 and effective as of 2014. It was developed through significant background work, community engagement and it established priorities and actions to address housing needs and improve conditions. An annual report was completed that identified and tracked progress throughout 2014-2024 on the objectives and actions to implement four Strategic Directions. The Strategic Directions included: Strategic Direction #1 Strategic Direction #3 Strategic Direction #2 Strategic Direction #4 Page 43 of 186 A1.0 Strategic I[A reetien 1 Increase Housing Supply Options to Meet Projected Needs A key objective was aimed at expanding the mix and supply of housing options, including the number of affordable units. The targets included a range of dwelling types from more affordable single detached and townhouses to more 1-bedroom rental apartments and accessible units. A component of this was to deliver programs that provided support directly to households for more affordable living. A summary of the actions and achievements is outlined below. A1.1 Growth in Affordable and Supportive Housing. 272 new affordable and supportive housing units were invested in over 10 years, significantly increasing supply from 2014 levels. This primarily included new or net new multi -unit, apartment rental units through new development or renovations from 2015 until and including 129 new units invested in 2024 alone. This consisted of 14 developments throughout the area with 11 in St. Thomas, 2 in Aylmer and 1 in Dutton-Dunwich and there were only 3 years that did not include any new direct investments but did have ongoing construction and occupancies during nearly every one of the past 10 years. Figure 0.1 - Incremental Net NewAffordable and Supportive Housing Units Invested In 300 250 200 150 100 50 0 This does not include other affordable housing units added in the community without direct investment through SESS but were through CMHC funding or other sources. Approximately 80% of the new affordable housing units invested in were located in St. Thomas with about 20% in Elgin County. Page 44 of 186 270 Ross St. (St. Thomas) 33 Elysian St. (St. Thomas) 69 Brown St. (Aylmer) 49 Mrytle St. (St. Thomas) 5 William/230 Talbot St. (St. Thomas) 16 Queen St. (St. Thomas) A1.2 Financial Incentives for Development. 50 Locust St. (St. Thomas) 614 Talbot St. (St. Thomas) Lions Rd. (Dutton/Dunwich) The City of St. Thomas utilizes a Community Improvement Plan to offer financial incentives for a range of development types, including to support the creation of new residential dwelling units. Following the preparation of an Affordable Housing Strategy through 2018- 2019, the City reviewed and then amended the CIP program in 2021 to specifically address and increase availability of financial incentives for affordable housing. The types of potential incentives reduction or waivers of planning and building application feeds, parkland dedication, grants and/or loans towards construction of new units, reduction or waiver of development charges and more. The City also established a Municipal Facilities Services Bylaw in 2019 whereby affordable housing developments could be eligible to enter into an agreement to reduce or waive development charges and/or property taxes for a specified period of time. More recently, the provincial government has amended the Development Charges Act and Planning Act to provide potential exemptions for affordable housing from development charges and parkland dedication. Page 45 of 186 Over the last 5 years, the CIP Residential Program has provided $1.2M in grants and nearly $1 M in loans towards supporting the creation of 258 new residential dwelling units. In total, over a 10-year period (2015-2024), the CIP Residential Program and Development Charges Rebate Program provided $3.7M in grants and $1.27M in loans towards supporting the creation of 947 new residential dwelling units. A1.3 Rent Supplements and Housing Benefits: Over the span of the past H&H Plan, a range of programs evolved, were deployed and combined to provide rent supplements and monthly housing benefits to 1,686 households. Figure 0.2 -No. of Households Receiving Rental Supplement/Housing 250 200 190 194 150 105 95 COCHI/OPH 100 86 79 65 ! 67 / I/COHB/HPP 52 50 0'00 IAH/SIF COHI/OPHI/ rnHR I A total of 1104 households received rental supplement or housing allowance and 582 received the Portable Housing Benefits (PHB). Over the duration of the PHB program from 2018-24, an average of $379 was distributed per household per month. Figure 0.3 - Households Receiving Portable Housing Benefits (PHB) 160 140 120 0 100 w� 80 0 60 40 20 0 2018 2019 2020 2021 2022 2023 iiiiiiiiiiiiiiiiiiiiiiiiiii# Hu::7useN:)[ds —1-1—Ave. $ / umu: intlrh MM 9M C 0 400 0 300 w� a) 200 100 0a Page 46 of 186 A2.0 Strategic I[A re tien : Provide supports to keep people in the sustainable housing they currently have The objective was to ensure that a coordinated system of supports was available to those currently in sustainable housing. The target was to increase the number of successful tenancies by reducing evictions, continue to offer homelessness prevention assistance and home repair assistance. This also included distributing funding to client -centred supported housing. A summary of the actions and achievements is outlined d� below. yr A2.1 Housing Stability Assistance: Through the duration of the past H&H Plan, just over $4.2M of funding was allocated to dedicated programs that helped 6,382 households. The amount of funding allocated to the Housing Links for People program through the provincial CHPI fund to assist with rent and utility arrears from 2014-2021 was approximately $3M and supported 4,479 total households. 500,000 450,000 400,000 350,000 300,000 250,000 200,000 150,000 100,000 50,000 Figure 0.4 - Funding Allocated to HeLP (Rent/Utility Arrears) 1,200 1,000 800 600 IIIIIIIIIIIIIIIIIIIIIIIIIII F uind in A[[c)catCiu: in ---No. HouseIrho[ds EM an I In 2022, the program evolved into the Housing Stability Financial Assistance (HSFA) and was supplemented and combined with the Social Services Relief Funding (SSRF). From 2022-24, these programs delivered over $1.2M in funding allocation towards supporting 1,903 households. Page 47 of 186 Figure (l5-Funding Allocated toH8SFA (formerly HeLP)@33RF 600,000 800 500.000 700 SoO 400,000 500 300.000 400 111111111111111111111111111FundingAocation ---No.Housnho[ds 300 200,000 200 100,000 100 2022 2023 2024 A2.2 Funding for Home Repairs: Home Repair and IAH Extension programs supported 84 households with over $500,000 for critical housing repairs. The program had oninitial injection nffundingondhigherinidoi uptake with funding and household usage lower in2O22and 2O23. Figure 0. 6 - No. of Households Receiving Home Repair Assis tanc e M In IN IN 0 Page 48 of 186 A3.0 Strategic I[A reetien Enhance the current service system to prevent homelessness, and when homeless "rapidly" move people into stable housing. The overall objective was to ensure that emergency and crisis services are accessible to persons experiencing episodes of� homelessness, with a view to immediately setting goals, with supports, to move into stable, sustainable housing. fAll- The targets included continuing to offer homelessness prevention assistance, shortening the length of stay at shelters and reducing gaps in services. Part of the measures and actions were to evaluate shelter use, including number of unique people served and number of bed nights, along with use of transitional housing and resources or services for youth homelessness prevention. During the last 10 years, the primary shelter (The INN) expanded from being open in the winter season for overnights only to operating year-round 24/7 in 2021. From 2014 to 2024 inclusive, an average of 147 unique individuals were served per year at the primary shelter for a total of 1,622 people over that timeframe. With the expansion to year-round, 24/7 service, along with many other factors the economic and housing crisis, the number of individuals has increased into 2022, and the total number of emergency shelter bed nights is over 66,000 from 2014-2014 Figure 0.7 - Emergency Shelter Usage 16,000 10,000 150 IIIIIIIIIIIIIIIIIIIIIIIIIII U inCiq us° F's°c)p[s° Served 8,000 —1-1—Slhe tear Bed IV�glhts 100 6,000 ,000 tii G� 111111100 t^ 2,000 0 0 Other temporary / winter emergency shelter programs operated in Elgin County between 2021-2024 through Family Central and West Elgin Community Health Centre. Page 49 of 186 A3.1 Homelessness As of 2021, Street Outreach has supported an average of 116 unique people per year from 2021-24 for a total of 463 people. Figure 0.8 - No. of Unique People Supported by Housing Focused Street Outreach Team A3.2 Transitional Housing The initial H&H Plan included specific data regarding individuals supported at various partner community organizations for transitional and supportive housing, as well as stabilization or `safe' beds. Each year, community agencies received CHPI/HPP funding to support approximately 100 beds or individuals in this capacity. A3.3 Youth During the past 10 years, through the Youth Homelessness Protocol, specific services were offered and tracked regarding youth in the community experiencing housing and homelessness issues. From 2014-2024, on average 84youths peryear utilized resources and services for a total of 920 over the entire timeframe. On average, as reported in the most recent years of the last H&H report, 90-95% of youth accessing resources were matched with housing and other support services. Figure 0.9 - No. of Youth Accessing Resources/Services (Youth Homelessness Protocol) 120 100 80 60 40 20 0 Page 50 of 186 A4.0 Strategic I[A recticn 4 Pursue community partnerships and broaden community awareness while advocating to senior levels of government to ensure stable housing and poverty reduction. The main objectives for this direction was to increase community partnerships and collaborations and actively advocate for a reduction in poverty and increased housing stability for all ,,Me residents. The measures included reporting annually on the H&H�� Plan progress and to provide annual reporting on performance measures to the province. The actions also included encouraging social housing providers to reduce energy and water usage. A4.1 Partnerships: Client -Centred Supported Housing One of the successful outcomes was the ability to provide fairly consistent allocations throughout the past H&H Plan to partner organization in order to help with supportive housing programs under CHPI/HPP funding. On average from 2015-2024, $600,000 per year was provided towards client -centred supportive housing for a total of $6M. In addition, through the Investments in Affordable Housing (IAH) program, $330,000 in 2014 and through the CPHI funding $80,000 in 2017 were both provided specifically towards supportive residential care homes initiatives. Figure 0.10 - CHPI / HPP Funding to Client -Centred Supported Housing 800,000 700,000 600,000 500,000 400,000 300,000 200,000 100,000 A4.2 Energy and Water Efficiency Grants In 2016 and 2017, a combined total of just over $1.8 million in grants was provided to housing providers through the Social Housing Electricity Efficiency Program (SHEEP) and Page 51 of 186 the Social Housing Improvement Program (SHIP) to improve energy and water efficiency in social housing. A4.3 Government Advocacy and Community Partnerships Active advocacy was aimed at securing senior government funding and policy support for housing stability and poverty reduction. Collaborations with local organizations strengthened the housing support network and raised community awareness. A4.4 Annual Reporting A Progress Report was completed and provided to Council and province each year for 2014 to 2024 summarizing the status and key achievements of the Strategic Directions. In addition, several annual reports included a more detailed recommendation tracking chart to outline and monitor progress on the specific actions and outcomes. All annual progress reports are available publicly through the St. "ri,mirnas-klgiirn Social Services Hou siiirng aired Hoirnelessirness Services welbpage. Ill,,,,,eaa ns III ,,,,,ea nne ' In reviewing the outcomes related to the past 10-Year Housing & Homelessness Plan (Taking Stock, Working Together) there are a significant number of positives in St. Thomas — Elgin. Although the volume and complexity of housing and homelessness needs increased during the timeframe, through establishment of strong community partnerships, leadership and action — we delivered services and helped to support our growing community. Some observations emanating from the last 10 Year Plan include: • The landscape of housing/homelessness is continually changing— needs flexibility. • There need for supportive housing outweighed the available resources. • The complexity of individual needs is increasing. • The priorities, funding models, programs and services shifted over the duration of this plan and created some challenges in acquiring quantitative and qualitative data. • Much work was undertaken on the past Strategic Directions; however, the goal of achieving housing for everyone remains. Page 52 of 186 ' • 7310119=41mra 3 The review and renewal of the H&H Plan includes assessing and preparing a data profile of demographics, housing trends and the economic influences within the St. Thomas — Elgin area. The primary data sources are the Housing Needs Assessments prepared as part of the process leading to this updated Plan. The data helps provide some of the local realities regarding housing need and supply as inputs to the directions for this Plan. B2.0 BackgroundReports, Assessments, Strategies and Data Sources In advance of undertaking the next 10 Year Housing & Homelessness Plan a number of housing, affordable housing and homelessness assessments were completed and provide insight into the current and future needs along with recommendations that are related or could be considered as part of setting the new strategic directions and actions for the new plan. A summary of these background reports include: • St. Thomas Elgin Long -Term Affordable Housing Strategy (2018) • St. Thomas Homeless Enumeration Report (2018, 2021) • Elgin County Housing & Homelessness Needs Assessment (2021) • County of Elgin Growth Forecasts and Land Needs Analysis Report (2022, 2023 update, 2025 update) • Built for Zero Canada Qualified Community (2023) • St. Thomas Growth Analysis Study (2024) • St. Thomas Housing Needs Assessment and Action Plan (2025) In addition, there are a number of data sources that also provide statistical information, policy direction or mapping resources as background to the Housing & Homelessness Plan. These include: • Housing Enumeration Summary Report (2018) • Women's Homelessness Survey/Report (2019) • Quality By -Names List (2021-current) • Census Profile (2021) • Provincial DC Bulletin, "affordable" rents/ownership (Aug 2025, as updated) • CREA Housing Market Update — Elgin/St. T/London S (Aug 2025) • A Place Called Home Final Report —St. Thomas/Elgin (2024) Page 53 of 186 • St. Thomas - Elgin Local Immigration Partnership Housing Official Plans (St. Thomas, Elgin County and local municipalities) There are some limitations with the statistical information, tracking and monitoring such as the boundaries of St. Thomas — Elgin County not exactly aligning with certain Census divisions or CMHC housing data not specifically tracked for the east portion of Elgin County. As of 2025, St. Thomas -Elgin Social Services as Service Manager owns and operates 558 housing units including 512 units of rent -geared -to -income housing. These include a range of dwelling unit types that range in age. The current inventory of the St. Thomas — Elgin housing includes: Location Units 1 to 27 Ai rey Ave 24 16 Celestine St 28 49 Chestnut St. 36 200 Chestnut St. 102 76 Churchill Cres. 28 96 Confederation Dr. 22 40 to 87 Dunkirk Dr. 28 425-483 Elm St. 22 81, 83, 85, 136, 192 Fairview Ave. 28 105-139 (odd #'s) First Ave. 18 Page 54 of 186 144 Main St. 25 5 Morrison Dr. 30 58 Myrtle 29 253 Rideout 10 1 to 35 Simcoe St./ 89 Churchill 27 45 St. Anne's Place 38 5 William St. 28 There are also 24 units in a leased building that the Service Manager provides affordable housing. 83.1 Centralized Housing Wait -List As of the end of 2025, the total centralized housing wait -list for St. Thomas -Elgin included a total of 1,726 households.. Approximately 30% of the households on the waitlist currently do not reside in St. Thomas — Elgin. The majority of households on the wait list have requested studio or 1-bedroom units (1,042 requests combined), with 2- and 3- bedroom units next (333 requests combined). Since 2020, the waitlist for social housing has doubled.. On average, , there are about 100 new additions to the wait -list per year. The average wait -time for housing placement varies significantly based on location and size of unit needed. Given the increase over the past 5 years, there is a demonstrated need for additional affordable housing within the community. '*� • • . .. 1, In 2021, St. Thomas — Elgin joined the Built for Zero Canada (BFZ) national change effort which aims to reduce chronic and veteran homelessness. Since then, we have been recognized by BFZ for achieving quality data, reductions in homelessness and becoming Canada's second community to achieve Functional Zero on Veterans Homelessness. 84.1 Veteran Through partnerships with community homeless -serving organizations and veteran organizations, in February 2023, St. Thomas — Elgin was confirmed of achieving the goal of Functional Zero Veteran Homelessness and continues to sustain it with a goal of Absolute Zero. An operating system was created to help ensure that any veteran's homelessness is rare, brief and non -recurring. Page 55 of 186 B4.2 Quality By -Names Data (Homelessness) 2021-2025 St. Thomas —Elgin works together with local service providers from multiple sectors to house people experiencing homelessness, including those who are chronically homeless. The Quality By -Names Data (BND) list tracks individuals experiencing homelessness and their outcomes. Since implementing the BND, more than 65% of all people referred have been housed — equal to 745 people with an average of 178 per year. Figure 1 - Total No. of Individuals Housed Each Year Since Inception of BND (*Oct. 2021-2025) on 200 191 182 ............................... 182 110 50 34 0 2021 * 2022 2023 2024 2025 Each month there is an update to the number of individuals that are experiencing homelessness within the community and are included in the BND. This number is fluid and varies throughout the year. When looking at the general trend over the last 4+ years, there was a slight increase in the average number of people experiencing homelessness in the 12-month/annual period since the beginning of tracking the BND. Page 56 of 186 Figure 2 - 12-Month Average of Individuals on BND Each Year Since Inception of BND (*Oct. 2021-2025) ME on 100 91 95 30 60 40 20 0 Um 130 129 End of 2025 = 118 2021* 2022 2023 2024 2025 At the end of 2025, the number of individuals on the By -Names Data was 118 with 101 experiencing chronic homelessness. The list has somewhat stabilized and is seeing reductions. In October 2025, of the 104 people experiencing chronic homelessness, 99 were single adults, 5 youth, 0 family, 0 veterans, 5 people identified as Indigenous. Project Tiny Hope in 2025 and 2026 is delivering 40 new affordable and supportive housing units for people at risk of or experiencing homelessness with the first occupancy occurring in October 2025. One of the next projects for this population involves the City partnering with a non-profit organization for the retrofitting, renovation and new construction of 78 affordable and supportive housing units in 2026-27 on former City -owned land and building. While these units are not owned or operated by the Service Manager, through non-profit partnerships, they will directly address and reduce the number of people on the By -Names Data. Additional supportive and affordable housing sites and partnerships are being identified in order to have suitable housing and supports within the system to help eliminate all homelessness. Page 57 of 186 The City of St. Thomas and the seven (7) municipalities in Elgin County each have different housing, population, income, affordability and other demographic characteristics. A summary of the previous Census, current population estimates and 10-year forecast by municipalities is included in the table below. Figure 3 - Population and Forecasts (Hemson 2025, Watson 2025) Municipality 2021 2026 2034 Aylmer 8,020 9,120 9,430 Bayham 7,380 7,760 8,160 Central Elgin 14,260 16,350 18,490 Dutton/Dunwich 4,320 4,510 4,770 Malahide 9,670 11,190 12,110 Southwold 5,060 5,260 5,650 St. Thomas 44,000 48,600 66,200 West Elgin 5,260 5,450 5,540 Total 97,970 108,240 130,350 Page 58 of 186 B5.1 Recent and Current Conditions Both the Etgii l Couu"nty Housiiu"ng & Hoirnetessirness Needs Assessirner-A (2021) and the St. Tll,noirnas Hor.r siiirng Needs Assessirner-A airnd Actioi l Mail (2025) provide extensive overview, data and trends regarding housing conditions, including but not limited to by type of dwelling (single detached, townhouse, apartment, etc.), by tenure (ownership, rental, non - market), housing prices, rents and vacancy rates, existing housing stock and population, and more. The Housiiirng Needs Assessirneurnt Figure 4 -Market and Non -Market Housing CCBF (2025) also provides housing statistics. Continuum - % (St. Thomas) Some of the key observations about the recent and current conditions from the Housing Needs Assessments along with additional data analysis for this Plan are outlined below. B5.1.1 Existing Housing by Tenure and Type Within the City of St. Thomas, overall housing types by tenure include 68% ownership with 24% rental and 8% non -market (supportive) housing (see Figure below). In Elgin County, the amount of ownership was significantly higher at nearly 85% and the rental rate just over 15%1. The overall Ontario average was just over 68% for ownership. Noln-Malrket. S,ouurcra: Derived froni Cute cf St. Thorias data, CMHC (Rental Market dlata, aird Statistics Canadla Census data, 2021, by Mitsui & AssGuates Fec111irfl11i.tit:- I trl Figure 5 - Market and Non -Market Housing Continuum - Units (St. Thomas) r rH,etHmning(Y24 ) NarAMarkpt Housing U.6 t Note. Numbers may not add precisely due to rounding. Source: Derived from City of St. TII-ton as data:, Canada Mortgage and IHDUS,iing Corporatnon Rental INlarlket data, and Statiiistics Canada CerI,Lus data, 2102`1„ by Watson & Associates Economists (Ltd , 2023 'Based on 2021 Census Division of combined municipalities in Elgin County. Ranging from 8.5%to 31.3% rental rate. Page 59 of 186 The existing households by dwelling type (as of 2021 Census) are indicated below. Figure 6 - Households by Dwelling Type - St. Thomas (2021 Census) &ingle-deLaclhed house iii 3nmi-deLaclhedhouse ii Row house iiiiiii ApairUnnntorRa inadupbx im ApairLiinnntinabui[dingthathas � AparUrneinLinabui&ngthathas Hvn m MmmbedwnlUng Figure 7 - Households by Dwelling Type - Elgin County (2021 Census) �� &ingle-deLaclhed house ii 3nmi-deLaclhedhouse im Row house iiiiiii ApairUnnntorRa inadupbx � ApairLiinnntinabui[dingthathas fevverthanHvns Loireys m ApairUmnntinabui&ngthathas Hvn m Mmmbledvvnlkng Page 60 of 186 From the 2021 Census, St. Thomas households by structural type of dwelling had just under 65% as single detached dwellings with almost 24% in apartment unit types whereas the proportion of single detached in Elgin County overall was significantly higher at over 88% and apartment unit types much lower at just under 7% (see chart below). Figure 8 - Structures by Dwelling Type - St. Thomas & Elgin (2021 Census) Elgin County St. Thomas St. Thomas -Elgin (Combined) Dwelling Type Total Rate Total Rate Total Rate Single -detached house 16960 88% 11705 65% 29255 77% Semi-detached house 250 1% 1330 7% 1630 4% Row house 370 2% 730 4% 1105 3% Apartment or flat in a duplex 260 1% 595 3% 850 2% Apartment in a building that has fewer than five storeys 965 5% 2905 16% 3855 10% Apartment in a building that has five or more storeys 50 0% 775 4% 825 2% Other single -attached house 60 1 0% 20 0% 85 0% Movable dwelling 250 101'0 5 0% 300 1% Total 19885 100% 18065 100% 37950 100% Source: Statistics Canada, 2021 Census Profile. Summary of individual census subdivisions. As of 2021, there were 2,771 primary and 3,044 secondary rental units occupied or available in St. Thomas. Since that time there has been considerable additional development, including many recent apartment rental developments. B5.1.2 Recent Housing Development The CMHC data tracks and reports on building construction for St. Thomas, Southwold, and Central Elgin but does not include the rest of Elgin County. From that information, there were 1,029 overall apartment unit starts during 2014-2024. Of those, a significant amount, being 96%, were rental and only 4% condo. This included an estimated 257 one - bedroom apartments and at least 48 accessible units. When reviewing housing development specific to St. Thomas over the time period of the previous Plan, the 10-year average from 2014-2023 was 318 new residential dwelling units on average peryear via building permit. In 2024, there were 586 net new units from building permit and for 2025 there were 343 net new dwelling units issued through permits. Page 61 of 186 800 700 500 a� CL 400 a� 300 200 '75 1100 CC 0 Figure 9 -Housing Development Activity, 2014 to 2023 (St. Thomas) 10 -Year A eira0e 316 316 227 111111111111111111111111111 243, 166 369 0111111111 Year 66,.6 23'9 485 Source: Derived from City of '3t. Thomas br.uiiillkfirlg p:aerrnits data by Watson & Asso6ates, Econon musts Ltd.., 2023 For Elgin County, the number of new dwelling units varies amongst the area municipalities with Central Elgin having the largest total new units both in the 2011-2016 time period and especially through 2016-21. While development numbers have reduced in Central Elgin since 2021, in 2024 the number of new units was above the 10-year average (and included the highest number of apartment units). The adjacency and proximity to the City of St. Thomas is likely to continue this trend and ratio of new development into the future. Most of the other area municipalities also saw larger increases in new residential units over the 2016-21 timeframe. Page 62 of 186 Figure 10 - Housing Development Activity, 2011-2021 (Elgin County) ` P Y NY [ FMB Y„-��. Yl 'M1 Ii 10 � U Y' y''��WWIN��+NIIPIIPIIPIIPIIPIIPIIPI�INIiNiViNIiNIiNIiNIiNIiNI�IIV^...�IIV^�IIV^�IIV^�IIV^�IIV^�IIV^,�IIV^�IIV^�IIV^�IIV^ �IIV^...�IIV^�IIV^��IIIN ,��IiVMIh"'., uFb',)Q,l LYr ,Y f"�,)Q,P&M C' ifP Hemson Report, 2022 and Statistics Canada Comprehensive, municipality -level housing starts data are not consistently available across Elgin County. CMHC tracks housing starts for select municipalities (e.g., Central Elgin and Southwold), while other lower -tier municipalities are not included. Elgin County does not currently maintain a consolidated building permit or housing starts dataset for all area municipalities. Recommendations: ■ Encourage, incent and require where appropriate a greater variation and range of dwelling types in serviced areas of Elgin County to assist with housing options, choice, availability and affordability. ■ Creation and maintenance of a consolidated building permit tracking and reporting database, with new residential unit numbers and by dwelling type, for all area municipalities in Elgin County. Page 63 of 186 B5.1.3 Rental Vacancy Rate The rental vacancy rate as tracked through CMHC data can be extracted for St. Thomas; however, the Elgin County area is either combined with the remainder of the London surrounding area or not part of a submarket tracking area and thus not available. The average vacancy rate from 2014-2024 was 2.3 for St. Thomas which is equivalent to the London and surrounding area rate over the same time period. Recent apartment rental development surges in 2021 and again in 2023 through to current have provided additional supply that is being absorbed into the market. According to CMHC, a healthy rental vacancy rate for Ontario is generally considered to be between 3-5% Lowvacancy rates make it difficult for those experiencing housing challenge or at risk of homelessness to find accommodation. Page 64 of 186 B5.1.4 Income Levels From the 2O21Cenouo/nntethotinonnnebaveiovvenaoonf2O2OduringCOV|D-19A'the chart below provides obreakdown nfthe grouped income level ranges inSt. Thomas and Elgin County. Figure Y2-Income Levels, Individuals - St. Thomas @ Elgin County (2021Cenous) Income Range (,$) Elgin County (People) St. Thomas (,People) Source: 2021 Census Profile population income groups (total income, 2020 reference) for Elgin Census Division and St. Thomas Census Subdivision (Statistics Canada). Note: These are counts of people aged 15 and over with total income. As per 2020 incomes (during COVID-19). Atthe time, there was o significantly large proportion of individuals in the very low tn moderate income categories. Figure Y3-Total Income, Individuals - St. Thomas @ Elgin (2(2YCensus) imV=ry Lcm (< $20.000) iiiiiiiLovv($2O-39.999) mAodnnotn($4O-79.999) �Mndian($8O-99.9gg) Page 65 of 186 B5.1.5 Affordability The cost increase of housing both ownership and rents far exceeding and outpacing any increase in average wage compounded with fluctuations and increases in average inflation, goods and services and overall cost of living. Affordability pressures are particularly strong over last 5 years on lower income households. The average value of dwellings increased substantially from 2016-21 and then accentuated even more in 2022 and 2023 with some reduction in 2024-25 from the peak values. Figure 14 -Average Value of Dwelling, 2016-2021 (St. Thomas, Elgin County, Ontario) Note: IFiguires have been rounded. Source: Defived fromi StaJistiics Canada Cemisus &Ia, 2016-2:.E(21, lay V atson Associates Econornists, Ltd, 2024. The average resale home price in St. Thomas was approximately $556,000 as of Sept. 2025 (realtor.ca). While average resale home prices have tempered in the last few years, this was still 30% higher than 5 years prior in 2020 although down from the 2022 peak increase of 82% compared to 2020. Page 66 of 186 Figure 15 -Average Residential Sale Price, 2014-2023 (St. Thomas) $7 i0,000 $600,000 500,000 $_16 c800$ w,5 500 � $200,081 d $628 „°106 556',,500 $35 1 700 70D 2014,2015 2016 2017 2018 2019 2020 202°1 2622 2.028 Y ,ar Average Residential Sabers Price Noble: IHousing prices, are seas nallli adljusted. IPrices for 2.828 are &-rived fron i yearly change d€ata collected duriing 2021 showing pirice decrease of 36.8% to result iin the ad �^e-dliisplayedl 2028 average year-to-date ("r D) values- Souirced Deiivedl from the, Canadinan Real Estate Association 1LS Honie Priice index data 1jy Watson & Assod'Mes IEcononiiists Ltd., 2023. When looking at the last 10 years, the average re -sale price of a dwelling in St. Thomas has more than doubled since 2016. Considering the average increase in income not keeping pace and other factors, a significant number of households are increasingly unable to afford an ownership dwelling. In 2024, the median tenant household income was $51,200 and an average ownership price of $643,159. At this rate, ownership housing is beyond the financial reach of most tenant households. The data suggest that owners in the area earn twice as much as tenant households, highlighting an income and stability gap. Diversity of dwelling tenure and type is required to provide more housing options within the City (St. Thomas, HNA, 2025). Page 67 of 186 Figure 16 - Average Primary Rental Market Rates- Apartments/Towns, 2014-23 (St. Thomas) am 810$794 20D $891 12 ,1.,2 1,,3'31 0 Year w, Apartment Note: The above dalansef does, not include pricing information Ipefla niinng to '.single d(eta,c4edl hnoursiing and, thneref re„ only reflects the pricing trend for aparinment and row Ihouses e Clbu ivel .. Source- Dehvedl froiii the CMI"'HC Rental IMarket Survey by Watson & Associates Economists Ltd., 2023. When looking at a summary of market listings as of the end of 2025, the average rents and annual income level needed (based on 30% of spending on shelter costs) for St. Thomas is indicated in the chart below. Figure 17 - Average Rental Market Listings & Annual Income Needed, 2025 (St. Thomas) Rent Level Monthly Rent Annual Income Needed (@ 30% Rule) Studio $1,338—$53,520 1-Bedroom $1,732—$69,280 2-Bedroom $2,031—$81,240 Overall avg $1,732—$69,000/year Page 68 of 186 For Elgin County, the income level to spending on housing costs is even more susceptible when considering past data from the 2021 Census indicating a range of about 6-20% of households spending more than 30% of income on shelter. The large increase in both ownership and rental costs after 2021 (data not fully available for each municipality yet) may further exacerbate this. Figure 18 - Households Spending 30% or More of Income on Shelter Costs - Elgin County (2021 Census) pen&n 30% of (Moire of IIncome on Shelter Costs (202,1 Census) 25.0 20.0 i 15.0 0 10.0 2 5.0 0.0 The availability of rental units and data is somewhat limited within Elgin County; however, using listing -based rents for 2025, an estimate of the average rents and annual income level needed (based on 30% of spending on shelter costs) is indicated in the chart below. Figure 19 - Average Rental Market Listings & Annual Income Needed, 2025 (Elgin County) Unit Type Approx. Market Rent (Monthly) Annual Income Needed (@ 30% Rule) Studio $1,200 - $1,300 $48,000 - $52,000 1-Bedroom $1,600 - $1,700 $64,000 - $68,000 2-Bedroom $1,900 - $2,100 $76,000 - $84,000 Median (all listings) -$1,975 -$79,000 Page 69 of 186 From a community engagement survey in 2024 as part of St. Thomas Housing Needs Assessment, approximately 77% of respondents indicated that they are paying more than 30% of their pre-tax income on housing (as illustrated in the figure below). Figure 20 - Proportion of Pre -Tax Income on Housing/Including Utilities, 2024 (St. Thomas) Respondent was uln ce rtaiii m 20%, 50% of Ipre-tax iilncorTie put towalyd housing costs 1' 3% 40-50% of pre-ta:. ilncorTle put toward housing costs 13 % Note. Numbers ray not ,add precii rely due to rotunding.. SOL11-ce. Tim Welidl-i C011SUIthg Ilnmc,. 30% of pre-tax incolrne put. tawarcll hOUsing costs 23% 0-39% of plre-tax 7come put toward) hOUsing costs 20 According to provincial housing action plans, the proportion of households who do not live in housing that is affordable has increased throughout Ontario (based on Census of Population 2011-2021). Rents and house prices have increased rapidly over this period, but incomes have not risen at the same rate. Rental housing has traditionally provided the more affordable housing option in Ontario, especially in urban areas. However, affordability of rental housing has eroded as rent growth has remained high for the past decade and has accelerated in the past few years. Housing supply has increased, somewhat significantly, in St. Thomas, Central Elgin and several other area municipalities from 2020-2024 (and moderately in 2025). Rental housing construction was low for manyyears but had some initial spike in 2021-22 and a larger amount into 2024 that was beginning to provide new occupancy in 2024-25. However, many of these new market apartment starts and occupancies in St. Thomas were on the higher end of rental rates, with a small portion of more attainable or affordable rates. Page 70 of 186 Average & Affordable Monthly Rent and Ownership Purchase Price The Average (and Median) Market Rents according to CMHC October 2024 data for St. Thomas are indicated in the chart below. Unfortunately, CMHC does not survey average rents in Elgin County annually. The province now issues a bulletin regarding `Affordable Residential Units for the Purposes of the Development Charges Act'. Based on the September 2025 data, the AMR and the `affordable' monthly rents are indicated in the chart below as well. Figure 21 - Average and Affordable Monthly Rent and Ownership Price, 2025 (St. Thomas & Elgin County) Unit Type CMHC -AMR' (Oct. 2025) Provincial DC Bulletin - AMR (Sept. 2025) Provincial DC Bulletin - Affordable Monthly Rent (Sept. 2025) St. Thomas Studio / Bachelor $1,066 $966 $966 1-bedroom $1,371 $1,235 $1,235 2-bedroom $1,645 $1,573 $1,570 3-bed room+ $1, 872 $2,346 $1,570 Affordable Rent Based on Income $1,570 Average $1,551 $1,530 $1,335 Elgin County2 Studio / Bachelor $960 ($924-$966) $960 ($922-966) 1-bedroom $1,244 ($1,235-$1,297) $1,244 ($1,235-1,297) 2-bedroom $1,550 ($1,477-$1,562) $1,548 ($1,477-$1,562) 3-bedroom+ $2,248 ($1,661-$2,346) $1,834 ($1,550-$2,346) Affordable Rent Based on Income $1,911 ($1,550-$2,410) Average $1,500 $1,396 1. CMHC average market rent for St. Thomas is included in London catchment area. 2. Ranges for Elgin County are the low & high amounts with an average across all7 municipalities. Often the data is the same for multiple municipalities. Page 71 of 186 When comparing the historical average rent in Elgin County of $858 as of the 2016 Census (HNA Report, 2021) to the 2025 average rent of $1,500 (provincial DC bulletin, 2025), that represents approximately a 75% increase over 10 years. The average rent in St. Thomas over the same reporting period (and sources) has increased by 87%. Currently, the overall rent based on household income is generally within range for bachelor, 1-bedroom and 2-bedroom rental units within both St. Thomas and Elgin with the average 3-bedroom unit significantly above affordable rent in St. Thomas and only within affordable levels based on income for two municipalities within Elgin County. However, as noted in the Housing Needs Assessments, in many cases the practical situation is that rents that meet formal affordability criteria may still be out of reach for many people. Regarding ownership, the average and affordable purchase price by dwelling type from the provincial DC bulletin for St. Thomas and Elgin County municipalities is indicated below. Figure 22 -Average and Affordable Ownership Purchase Price, 2025 (St. Thomas & Elgin County) Dwelling Type Provincial Bulletin —Average Purchase Price (Sept. 2025) Provincial Bulletin —Affordable Purchase Price (Sept. 2025)2 St. Thomas Single Detached $570,000 $322,700 Semi -Detached $500,000 $322,700 Townhouse $530,000 $322,700 Condominium Apartment $570,000 $322,700 Elgin County' Single -Detached $711,250 ($520,000-920,000) $393,970 ($311,700-$462,100) Semi -Detached $504,285 ($500,000-$530,000) $393,970 ($311,700-$462,100) Townhouse $591,430 ($530,000-$710,000) $393,970 ($311,700-$462,100) Condominium Apartment $605,715 ($580,000-$710,000) $393,970 ($311,700-$462,100) 1 Ranges for Elgin County are the low & high amounts with an average across all7 municipalities. Often the data is the same for multiple municipalities. 2 Affordable Price = Purchase price based on income. Not 90% of average purchase price. Page 72 of 186 The chart above underscores the significant divide between the affordable purchase price for a home (using the provincial definition of based on income as the lesser compared with 90% of the average price) and the average purchase price. In St. Thomas, the gap is about $200,000-$250,000 depending upon the dwelling type. When compiling all of the area municipalities together within Elgin County, the gap could be even larger depending upon which municipality and which dwelling type. Using a combined average, the average purchase price for single -detached dwellings are generally more than $300,000 more than the affordable price, with semi-detached just over $100,000 more, townhouses and condo apartments approximately $200,000 more. Recommendations: Following the release of 2026 Census Profile data, the growth forecasts, total households and by dwelling type should be reviewed along with comparison to income levels. ■ Continue to monitor provincial DC bulletin affordability levels for both ownership and rental rates along with CMHC annual AMR/MMR. ■ Consider down -payment loan or other financial programs aimed at accessing home ownership. ■ Review measures that municipalities can assist with to improve and increase employment opportunities, including skilled labour and talent positions, along with market housing availability and costs. Priority and Vulnerable Populations Unfortunately, beyond middle income earners being stretched for housing costs and lower -income households being priced out of the market for ownership and difficulties in rent affordability, this places even more extreme downward pressure on the lowest and vulnerable populations. Income levels are not increasing at anywhere close to the pace of ownership and rental housing rates as illustrated above and identified throughout Ontario and more accentuated into St. Thomas - Elgin. Seniors, youth, individuals on monthly income supports and others are reliant upon affordable housing options and are now struggling with even achieving the 80% of average market rent levels. Ontario Works (OW) and the Ontario Disability Support Pension (ODSP) provide a monthly shelter allowance based on household/family size. According to the Welch, HNA Report, as of 2021, with the exception of a couple living in a 1-bedroom unit at 80%AMR and a couple with a child living in a 2-bedroom unit at 80%, these monthly amounts do not cover the cost of any average rental unit in Elgin County. Since 2021, the gap has widened. Seniors are eligible for monthly benefit allowances. According to the Welch, HNA Report, as of 2021, rent for a one -bedroom unit would not be considered affordable for a single senior at either 100% AMR or 80%AMR, but would be for a senior couple. With rental prices increasing and monthly benefits not keeping pace, that gap has continued to widen. Page 73 of 186 This affordability gap is a reason why subsidized and rent -geared -to -income housing programs are critically important. Recommendations: ■ Increase subsidized and rent -geared -to -income units and monitor. ■ Review programs aimed at supporting seniors and low-income, priority populations. ■ Pursue additional seniors housing opportunities, including in Elgin County. B5.2 Future Forecast A summary of the overall residential housing forecasts from the Growth Analysis Studies for both St. Thomas and Elgin County are provided below along with an extraction of relevant information regarding affordable housing unit needs, where available. B5.2.1 St. Thomas The St. Thomas Growth Analysis Study (Watson, 2024) and Housing Needs Assessment and Action Plan (Watson, 2025) provides extensive review of past, current and forecasted housing growth for the City of St. Thomas. This includes historical averages and forecasts, including by dwelling type, based on comprehensive analysis, trends and modeling. The overall number of average annual new housing units is expected to continue to increase above historical pre-2021 averages — as experienced over the past 5 years. An even greater spike is forecast for the 2026-2031 period that coincides with the global employment manufacturing facilities being constructed and opening in St. Thomas (EV gigafactory battery plant and more). After 2031, the rate of residential development is expected to drop to a lower amount; however, it is still within range of what has been experienced over the past 5 years. The overall forecast average over a 30-year period is 510 new units per year. Within the next 10 years of this Plan, the forecast could be up to 745 new housing units per year (2026-2036). Page 74 of 186 Figure 23 - Five -Year Incremental Housing Growth - Historical and Forecast, 2011-2051 (St. Thomas) 11,200 14 11,000 000 0 600 CL 400 200 (200) 990 1430 Historical Average, 000im III Forecast Average, 50,0 5,10 M�0*1111 2006 to 2011 to 2016 to, 2021 to 2026 to 2031 to 2035 to 2041 to 2041 to 2011 2016 20211 2026 20 11 2036 2041 20,46 20,511 Penod ®Love Density f edhurru IDensity ®High Density ..IHiistouiicall Average —IFoireca,st Average Notes: - Low density indiUdes singles and semi-detached unfits. - Medium densiilyiindudes town!-10us+es and apartments in duplexes. - Bgh density iRICludes bachelor„ `m-bedroorn, 2-bedroom+ arortmerits. Figures, may not add Clue to u-oranding.. Source: Historical 2001 to 2021 figures from Statuistiiics Canada erIsu s PI-ofiles. Forecast (prepared by Watson & Associates (Economists (Ltd., 20,24. The HNA and Action Plan (Watson, 2025) further breaks down the overall forecasted growth of units into tenure (rental and ownership dwellings) and compares with household income, ownership dwelling cost and monthly rent. A larger portion of rental dwellings will need or potentially need to be covered through some form of rental assistance and similar for home ownership that there will be a need for affordable dwellings or some form of down payment assistance or equity. The table below provides a summary 10-year forecast from the HNA and Action Plan report. Page 75 of 186 Figure 24 - Housing Affordability Forecast by Tenure, 2024-2034 (St. Thomas) Note, r' U mbers n iay not add drue to roUndiinq.. Source: ICDerived by '' atseri & Associates Economri st s Ltd... 2024. The City's 10-year housing forecast by structure type and tenure has been further analyzed to determine the number of affordable vs. market -based units in each category. The affordability of a unit is calculated against the A.M.R. or the average purchase price of a unit by structure type within a given year. As demonstrated previously in Figure 46, nearly all household income groups below $150,000 within the City would not be able to purchase a low- or medium -density structure type based on income alone. Accordingly, general assumptions have been made regarding the down payment capabilities by age of the primary household maintainer, household income, and dwelling type. From these assumptions, a need for affordable dwellings is calculated for both rental and ownership households by structure type. The table below displays the results of this analysis. It was found that approximately 22% of forecast housing growth between 2024 and 2034 is anticipated to require affordable housing. Figure 25 - New Household and Affordable Unit Forecast, 2024-2034 (St. Thomas) Note: IN'urnbers, rniay riot aM due to round ing. Source::: 2024 to 2034 forecast 1by Watsaii& Associates, IEcoumio mists Ltd. Page 76 of 186 B5.2.2 Elgin County. The County of Elgin Growth Forecasts and Land Needs Analysis Report (Hemson, 2022) and subsequent updates (Hemson, 2023 and 2025) provide an overview of past, current and forecasted residential (and employment) growth over a 25-30 year period to 2051. For the purposes of this Plan, the relevant overall housing forecasts for the next 10 years to 2036 are shown in the graph below. This is based on recently updated forecasts that consider the implications of the major employment uses being constructed in St. Thomas over the 2026-2031 period. Figure 26 - Growth Forecast, 2026-2036 (Elgin County) gi in C o u'.] in ty,,,,. G ir ow hi III,,,, I ii c a2025 Upail ate n 2 03 6 IIIIIIIII 24, 26 Source: Hemson, 2025 Elgin County Forecast Update. The 2025 updated growth forecasts for Elgin County include an increase from a population of 59,640 people in 2026 to 64,680 in 2036. This translates into an estimated growth in households from 21,220 in 2026 to 23,770 households in 2036. An ongoing land supply study is reviewing and identifying the range of locations within the area municipalities for the over 2,500 forecasted new housing units. It is expected that areas near St. Thomas and within the vicinity of the major employment (EV gigafactory battery plant) will have growth pressures. As part of the background to the forecasts and land needs study, one of the relevant demographic trends for Elgin County is that persons aged 55+ are the fastest growing age group. Page 77 of 186 Core Housing Need is an indicator used by Statistics Canada and the CMHC to measure the suitability of a household's current housing based on three factors: housing adequacy, housing suitability, housing affordability. A household is considered to be in core housing need if its housing does not meet one of more of the three criteria AND it would be unaffordable (spending more than 30% of income on housing) to move to an adequate or suitable dwelling. B6.1 Housing Needs Assessment Identified Core Housing Need B6.1.1 St Thomas (from Watson 2025 Report) The households in core housing need identified within the City of St. Thomas total 1,860 as of 2021. This amount has been derived from a total of 17,880 assessed occupied dwelling units and represents approximately 11 % of households in core need in the City, which is lower than the provincial average of 12%. Of the households in core housing need, approximately 1,430 (77%) are renter occupied households and 430 (23%) are owner - occupied households. Of the renter occupied households in core housing need, 83% are not subsidized and 17% are subsidized households. Of the households found in core need in 2021, approximately 62% were women -led, while 36% of households in core need were found to be maintained by an individual who was 65+ years of age. The next major in -need households were those led by a lone parent, and those led specifically by a lone -female parent, exhibiting allocations of 18% and 16%, respectively. As shown in the Figure below, the allocations for households maintained by the other priority groups were as follows: Indigenous -led households at 4%; households led by someone aged under 24 years at 3%; and visible -minority -led households had a prevalence rate of 3%. Page 78 of 186 Figure 27- Households in Core Housing Need by Priority Population, 2021 (St. Thomas) 70% 62 ��i,,■ ��%■ ��■ �� IIIl11J1JJJJJJJJJJJJJJJ��/ ilili�l��1�� 111111111�J�J��/////// Prtrrnarar Maintainer Primary IMalintainer PlrtimnW Maintainer Primary Mauritainer Primary Maiintammer Piriir wy IMaimharner Primary IMaTntainer is Ferriage. is Aged 65 Year's its a Leine Parent is a Feimraallie Lone is Ilndigenous Aged IUnder ' 4 a Visible IMutiiincnnty or Older Pareint, beam RatuM of Primary IHausehold Maintawer Note: INurribers. Ii-►ave been rounded. cuirce: Deu-lwedl from IHbcuslung Assessnient IF esOUrce Tools (HART) by Watson "As-socilates Economilsts- Ltd., 2024. 685 households were identified in severe core housing need, representing 39% of the City's total households in core housing need. Of the 1,735 households identified, an additional 61 % (1,050 households) are spending 30% to 49% of their before -tax household income on shelter costs. Figure 28 - Households in Severe Core Housing Need (St. Thomas) Norte- INumbers, may not add l:au eolsely due to, ro undiing. Source: Derived from Statistics Canada„ Table 98-10-01247-01, by Watson Assnclates Ecounon-iusts Ltd., 2023. Page 79 of 186 Updated Housing Needs Assessment information from 2024 indicated that slightly more households, 1895 were now in core housing need with more than 25% of overall tenant households in core need and just under 4% of overall owner households in core need. B6.1.2 Elgin County (from Tim Welch Report 2021) According to the Elgin County Housing Needs Assessment (Welch, 2021), as of the 2016 Census, there were 1,270 households (7%) in core housing need in Elgin County, 980 of which were based on affordability. Renters appeared to be more cost burdened than owners, with 32% reporting spending more than 30% of before -tax income on housing compared to 15% of owners. From the 2021 Census Profile, the total households in Elgin County that were in core housing need was 645 or 3.3% (see Figure below). There were 2550 households (13.5% combined total with range of 6.4% to 19.4% amongst municipalities) reported as spending 30% or more of income on shelter costs. Figure 29 - Housing Identified as Core Housing Need, 2021 Census (Elgin County) west ElgCin f)uttu::rin/D uiruvOc lh So u LlruvvcAd Aylurair Baylharn Page 80 of 186 B6.2 Supportive/Community-Social/Affordable (Rental) Housing Need r/mF s-4oknitjo, icx�, roikt1u1H B6.2.1 St. Thomas The St. Thomas Housing Needs Assessment (Watson, 2025) identifies a forecast over a ten year period of 1,680 out of 7,700 households could be needed as affordable. Of those households, it is estimated that 550 units should be rental (see earlier Figure). Through research of other municipalities in Ontario, there generally is a range within housing forecasts and strategies of approximately 25-40% of total affordable rental need targeted as government-supported/community housing/non-market. This category includes: • Rent -geared -to -income (RGI) / deeply affordable units • Subsidized affordable units (at least 20% below average market rent) • Supportive housing • Non-profit / co-operative development • Modular or rapid -build housing funded publicly While the percentages vary by municipality, the range aligns with CMHC Housing Supply Gap estimates, Municipal Housing Strategy forecasts (Toronto, Ottawa, Peel, Hamilton, Waterloo, Niagara), standard practice that deep -affordability is structurally dependent on government intervention. Example patterns seen in Ontario strategies include: Toronto (Housing TO): —35-40% of required units require public subsidy Peel and Halton:—30-40% of affordable supply must be non -market Mid -sized municipalities: often use 25-30% government -assisted as a baseline Essentially, deeper affordability cannot be produced by the private sector alone because capital costs and operating revenues will not cover the costs without significant grants, ongoing subsidies, and/or municipal incentives. Page 81 of 186 Looking forward for St. Thomas, given the more immediate term demand for supportive housing, the presence of non-profit partners, the potential for rental apartment development sites and feasibility (including subsidization potential within mixed income/market buildings), the urban context and growth forecasts, local incomes and other factors — a potential target for this Housing & Homelessness Plan to support would be 50% which would be at least 275 units. The St. Thomas HNA further recommends supporting community partners with at least 150 supportive housing units in St. Thomas over a 10 year period. Recommendation: ■ There are several partnerships underway to help deliver on a significant portion of the HNA supportive housing goal; however, it is recommended that additional actions and supports be provided to complete the supportive housing portion of the target within the short -medium timeframe. After considering the supportive housing goal portion of the potential target of 275 non- market/community housing units, this yields a further goal of 125 additional more deeply affordable housing units over the next 10 years within St. Thomas. The remaining forecasted need of 275 rental units that meet the provincial definition of "affordable" would be needed through private -sector, market -oriented development. This would include purpose-built rental without direct subsidies through the actions of this plan but may be through other CMHC funded programs, through the City's Community Improvement Plan Residential Program, via Community Benefit incentives as part of Community Planning Permit By-laws, mid -lower range rentals targeted to moderate - income households, and other actions. The recent increase in vacancy rates and market conditions may ease pressures on some rents generally in the short term as well. B6.2.2 Elgin County The Elgin County HNA suggested a need for more affordable rental units. While the assessment did not provide a specific forecasted number for new affordable rental housing units that could be utilized as a target (but did provide recommendation that a greater amount of affordable rental units are needed), the Hemson, 2022 study with 2023 and 2025 updates do provide updated household forecasts that could be utilized with assumptions to estimate an amount of new affordable rental units. The most recent Hemson forecast (2025) represents an increase in the total amount of households and growth rate compared to the original study and the past given several factors including the substantial new major employment that was expected and now underway in the area. For St. Thomas, the HNA used a forecasted estimate of about 35% of new households as rental (2,700 of 7,700) which would represent a slight increase compared to the previously identified amount of rental households (32%). In Elgin County, the past rental rate is significantly lower (15.2% combined of all lower tier municipalities, 2021 Census). Considering household incomes, affordability, increased need of more diverse housing Page 82 of 186 options and other factors, it is reasonable to assume a higher rate of rental housing as part of the future forecast for Elgin County. Using a rate of 20% of new households as rental, this would equate to approximately 510 new units (out of 2,550 total). With the closest proxy for the amount of `affordable' rental units being 20% of overall rental (St. Thomas HNA), this would yield 102 new affordable rental units required to meet the forecasted growth. Using the same target of supporting at least 50% of the needed affordable housing as non- market/community housing through this Plan, that would mean 51 units over the next ten years within Elgin County. Of those, when considering the By -Names List, existing and potential conditions, potential community partner supports, scale and other factors, the amount of new supportive housing units recommended outside of St. Thomas may be limited — but if opportunities exist, at least 10 of the units could be targeted as supportive housing. B6.2.3 Overall Based on the above, in considering a potential goal for investment and support of non - market affordable rental units and supportive housing units over a ten-year period, this Plan could target supporting and investing in at least 326 units in total (275 in St. Thomas and 51 in Elgin County). Of this, 150 units are recommended as supportive housing in St. Thomas and 10 in Elgin County. Figure 30 - Breakdown of Forecasted Affordable Rental Need, Social Housing (Supportive & Subsidized) Target, 2026-2036 (St. Thomas & Elgin County) Dwelling/Tenure Type St. Thomas Elgin County Overall Total Rental Housing Forecasted Need 2700 units 510 units 3210 units Portion as Affordable Rental Need 550 units 102 units 652 units Portion of Affordable Rental Need as Private -Sector/ Market -Oriented Target 275 units (50%) 51 units (50%) 326 units (50%) Portion of Affordable Rental Need as Supportive or Subsidized (Community/ Social) Housing Target 275 units (50%) 51 units (50%) 326 units (50%) Supportive Housing Target (subtotal) 140 units 10 units 150 units Subsidized (Community/Social) Housing Target (subtotal) 135 units 41 units 176 units Page 83 of 186 The 50% target of the forecasted affordable rental need as government -supported affordable and community housing would include those that are aimed at deeper affordability (80% of AMR or lower) and include types such as: • Rent -Geared -to -Income units • Subsidized affordable units • Supportive housing • Non-profit/ co-operative development • Publicly funded modular or rapid -build housing The private -sector/ market -oriented affordable rental housing component includes purpose-built rental without subsidy, mid -range rental targeted to moderate -income households, and below -market rental produced through incentives (CIPs, DC waivers/deferrals, tax incentives, grant programs, Community Planning Permit System community benefits, etc.). Private development can address moderate -income needs, turnover -generated affordability, and increased vacancy rates that ease pressure on rents generally. There are challenges with the economics and ability to ensure that affordable units are provided and maintained through private development. Recommendations: ■ Supporting at least 326 affordable rental units as non-market/community housing (minimum of 275 units in St. Thomas and minimum of 51 units in Elgin County), of which at least 150 are supportive housing. ■ Consider other actions, planning and development policies, prioritization or other incentives to assist private built rental with affordable units. 86.3 Affordable Housing Need (Ownership) The gap is really widening between affordable and average purchase price for home ownership — both in St. Thomas and Elgin County. The highest disparity being for single detached dwellings in Elgin County on average. A transition to other dwelling types and housing options, such as townhouses and multiple dwelling forms, is expected to continue. Another option is the inclusion of Additional Residential/Dwelling Units in new builds or renovations of existing dwellings in order to provide a measure of affordability for both the homeowner and renter. From the St. Thomas HNA (Watson, 2025), 1,130 out of the total of 1,680 affordable household unit needs over the forecasted growth of the next 10 years were identified as `ownership' for St. Thomas (67.3% of the affordable forecast amount and 14.7% of the total 7,700 new household forecast). Using a similar estimate for Elgin County's forecasted growth of new households would yield approximately 382 affordable `ownership' needs (at 15% of the total 2,550 new household forecast). Page 84 of 186 Combined, the estimated forecast needs would include approximately 1,500 new affordable `ownership' housing units over the next 10 years. There are fairly limited options for a municipality or Service Manager to control the purchase price of new homes within the market; however, there are a few options to consider over the next 10 years as this affordability gap for housing is significantly widening. Recommendations: • Develop supports for affordable homeownership, including programs such as: o down payment loan assistance o municipal land for affordable ownership (which may include non-profit or co-op housing models) o non-profit homeownership development, partnerships and financial agreements o CIP/financial incentives for affordable ownership subject to affordability agreements o Rent -to -own o Community land trust o Permission for gentle density/new development with multi units like stacked townhouses, back-to-back townhouses, low-rise condominiums and new dwellings with ARUs o Buyer readiness and financial literacy 86.4 Specified Type — Victims of Domestic Violence Like other communities across Ontario, the Ministry of Children, Community and Social Services (MCCSS) provides funding for essential services in St. Thomas -Elgin for victims of domestic violence including and not limited to emergency shelters, transitional and other housing support, counselling services, crisis lines and action plans. In St. Thomas -Elgin, this includes Velora Place, an emergency shelter for women and children who are victims of domestic violence; and, Second Stage, a transitional housing program for the same vulnerable population. In addition to these specialized essential services, St. Thomas -Elgin Social Services, through its Housing Stability Services area also prioritizes victims of domestic violence and human trafficking for housing resources including: • social housing placements through a Special Priority Policy (SPP); and, Page 85 of 186 • prioritization for the Canada Ontario Housing Benefit (COHB), a rent supplement program that aims to offset the affordability challenges for specific priority populations. Since 2020, there has been a steady increase in the need for these resources. On average, these essential services run at capacity and may have households waiting to access services. In the last five years, 20 households who were victims of domestic violence or human traffickingwere prioritized to receive a COHB. On average since 2020, 44 households per year were prioritized through SPP, with average wait times to move into social housing ranging from 2 to 15 months depending on unit size for this prioritized population. Recommendations: ■ Work with local service providers to monitor and assess the short-, medium- and long-term needs of this population. ■ Increase transitional housing for vulnerable women / families. 86.5 Specified Type —Accessible Housing for Persons with Disabilities The number of new or renovated units for accessibility is not directly reported through annual building permit reports. CMHC has some tracking and funding programs which reports on at least 48 new accessible units being created in St. Thomas over the past 10 years. When considering `accessibility' this could include: • Universal design homes (step -free entry, wider doors) • AODA-compliant units • Fully accessible units (grab bars, roll -in showers, lower counters, etc.) • Adaptable units (can be modified easily later) Given the increase in higher age cohorts and forecasted growth, there is expected to be a much higher proportion of households over the age of 65 into 2036 and beyond. By 2036, in Elgin County, the largest age cohorts are forecasted to be in the age 70-74 and 75-79 ranges. While the forecast into 2036 of population by age for St. Thomas is relatively flat, one of the highest adult age cohorts is expected to be 75+ which then continues to be the largest adult age cohort into the future. A greater range and mix housing will be required to accommodate these shifts. There is a likely need for a portion of new housing units to be designed for accessibility. The Ontario Building Code has some minimum requirements for barrier -free access in multi- unit buildings over a certain size. Given an aging population with increasing needs, to estimate a potential number of new units that should be designed for accessibility, a base minimum of 5% is utilized. Considering the overall new household estimate of 10,250, this would yield at least 512 of those units over the next 10 years that should be `accessible'. Page 86 of 186 When considering a range of 5-10% of new housing units to be designed for accessibility, that would require approximately 500-1,1000 over the next 10 years of forecasted growth in units. Recommendations: Review and create incentives for accessible housing units above OBC requirements (e.g. through Community Improvement Plans). Work with the local homebuilders and development industry to promote additional incorporation of accessible units above OBC requirements. In addition to reviewing the existing housing context and providing future forecasts and housing needs, both the St. Thomas and Elgin County Housing Needs Assessment provide a series of overall housing -related recommendations. Many of these are similar in terms of policy initiatives, supports and services or advocacy and partnerships. A summary of the recommendations is below. Figure 31 - St. Thomas Housing Needs Assessment, 2025 (Watson Report) Page 87 of 186 Figure 32 - Elgin County Housing Needs Assessment, 2021 (Welch Report) 2. Amend zoning by-laws to suppoirt houisfing 9 Area Municipailities 4 . Explore municipal inceinbives to support the 0 Area Municipailities creation of affbirdable housing. 0 County of Elgiiin • Property tax exeinipitions County land foir housing suitability pidjor to, s6ilingi 0 County of Elgiiin it: on the general miarket 0 Community Agencies and introduce Artual supports, 0 Municipal SeTvice Manager 0 County of Elgin 0 Community Agencies education to, address comm unity con,cems 0 Community Agencies deveilbip affandabl'e housing proposals for spiecific 0 Community Agencies sites to, priepare for future proposal calls, for goveminlient Funding The recommendations are to be implemented through Official Plan updates, in St. Thomas through the Housing Accelerator Fund initiatives, through other planning and housing work, policy nrincentive updates. Page 88 of 186 B7.1 Housing Needs Assessment Recommendations Summary— Combined There are many similarities between the City and County HNA recommendations. A summary of the commonalities includes: Figure 33 - Combined Housing Needs Assessment Recommendations for St. Thomas & Elgin County 1 Policy & Planning Framework Financial Incentives & Funding o' • Update Official Plans (range of Expand development incentives (CIP, housing, affordability targets) 0 fee reductions, tax exemptions) • Define affordability requirements Increase federal/provincial funding • Modernize zoning (upzoning, • Support capital projects, services, multi -residential permissions, aind financial assistance for resident ARUs/second units) • Review development standards & Land Strategy (Municipal & remove barriers Public Land) • Use planning fools+engagement to 0 address community concerns •Review City/County land/buildings for housing suitability Housing Supply & Intensification Prioritize municipal land for housing • Ilnfill + iintensification before selling • More ARUs, second units, townhouses, Collaboration, & Partners multis, apartments Municipal partners, County, service Support rural housing options + virtual managers supports • Community agencies & Housing Partnerships with community groups/ Stability Coalition non -profits for housing projects. » Development community & non-profit Develop proposals for future government builders tending • Strengthen communication, education, The recommendations that are most relevant for this Plan are being considered as an input to the directions, strategic focus areas, objectives and actions. B8.1 Federal The primary federal -related housing direction is through the National Housing Strategy. The There are a number of programs and funding opportunities. The Canada Housing and Mortgage Corporation helps deliver housing programs throughout Canada, including financing solutions, funding and research / data reporting. In 2024 and 2025, a national Housing Accelerator Fund was awarded to municipalities throughout Canada, including St. Page 89 of 186 Thomas in 2025 to undertake policy and program changes to incentive and establish longer -term increase in housing options and supply. In 2025, the Build Canada Homes Agency was announced with actions and funding programs aimed at large-scale affordable and non-profit housing delivery expected beginning in 2026. B8.2 Provincial Legislation The Ontario Housing Services Act, 2011, as amended and associated regulations establish the legislative framework for the planning, delivery, and funding of housing and homelessness services across the province. The Act designates municipalities and District Social Services Administration Boards as "Service Managers," giving them responsibility for administering social housing, homelessness prevention, and related housing programs at the local level. The Act requires service managers to develop and maintain a local housing and homelessness plan —commonly referred to as a 10-Year Housing and Homelessness Plan —that assesses local housing needs, sets strategic priorities and outcomes, and guides service delivery, funding decisions, and partnerships. Overall, the Act's purpose is to create a more locally responsive, integrated, and accountable housing system by consolidating previous housing legislation, establishing provincial objectives and minimum standards, and enabling service managers to tailor long-term housing and homelessness strategies to local conditions while aligning with provincial policy direction. Action Plan Under National Housing Strategy According to Ontario's most recent Third Action Plan under the National Housing Strategy (NHS 2025-2028), the primary housing challenges faced by Ontarians relate to affordability, lack of supply, and the aging stock of much of the existing affordable housing. This includes that: House prices and rents have risen much faster than household incomes, creating a widening affordability gap. • Substantial housing construction is needed to keep up with rapid population growth and demand. A large proportion of the most affordable housing (for example, rental and government -subsidized housing) is 40 years old or more and at risk of loss due to poor condition and expiring obligations to provide subsidized housing. Key highlights of the most recent 3—year Action Plan are as follows: Page 90 of 186 A description of the housing challenges faced by Ontario related to affordability, supply, and supportive housing. • Details on how Ontario is addressing these housing challenges through various priorities including Ontario's market housing supply initiatives (and associated legislation), and programs such as the Homelessness Prevention Program (HPP) and Indigenous Supportive Housing Program (ISHP). Additional details regarding Ontario's plan to increase rent -assisted units. (15% expansion target) Ontario's Action Plan is operationalized through 3 provincially delivered NHS initiatives: Canada -Ontario Community Housing Initiative (COCHI); Ontario Priorities Housing Initiative (OPHI); and Canada -Ontario Housing Benefit (COHB). Policy, Programs, Funding, Tools In addition to the Housing Services Act, 2011, as amended and Ontario's bilateral agreements under the National Housing Strategy, the Province of Ontario plays a significant role in shaping housing and homelessness outcomes through a range of policy, program, funding, and regulatory tools. Provincial land use planning policy, including the Provincial Planning Statement and related growth and infrastructure frameworks, directs municipalities to plan for a full range and mix of housing, increase housing supply and density, support affordable and supportive housing, and remove barriers to development. These policies establish the broader planning environment within which local housing and homelessness strategies are implemented. The Province also provides funding and program frameworks to support homelessness prevention, community housing renewal, supportive housing, and housing stability initiatives, with delivery typically administered by municipal service managers. Through regulations, standards, and guidance —such as building code accessibility requirements, asset management expectations for community housing, and performance measurement and reporting requirements —Ontario sets minimum requirements while allowing flexibility for local implementation. In addition, the Province supports data collection, research, and best -practice guidance to assist service managers in identifying local needs, setting priorities, and measuring outcomes. Together, these provincial policies and programs provide the strategic direction, accountability framework, and enabling conditions for service managers to develop and implement 10-Year Housing and Homelessness Plans that respond to local housing needs, align with provincial priorities, and contribute to broader objectives related to housing supply, affordability, and homelessness prevention. B8.3 Local Within the St. Thomas — Elgin area, each municipality and the County of Elgin have some policies, plans or some may have incentive programs that encourage or support housing Page 91 of 186 opportunities. St. Thomas — Elgin Social Services as the Service Manager has a significant body of strategies, reports, action plans and programs for affordable housing, community housing and homelessness -related (as partially outlined in Sections 2 and 3 of this document). Some of the additional local framework for housing is outlined below. B8.3.1 St. Thomas The City of St. Thomas Official Plan 1980, as amended (OP) includes a number of policies supporting, encouraging and endevouring to ensure there is an adequate provision of a variety of dwelling and tenure types of housing at affordable prices. This includes policies informed by various housing and affordable housing studies along with inclusion of a specific affordable housing unit target of 807 units by 2041 or 35 per year (Policy 6.2.6). There are a number of housing policies aimed at helping implement the direction for affordable housing including items such as: • land supply and unit mix • Zoning By-law mix of housing standards • participation and advocacy for funding programs • monitoring • provision of financial incentives • information sessions • alternative development standards • assistance to non-profit housing organizations • creation of non-profit housing corporation • support for co-op housing • permissions for special needs housing • seniors housing as part of mixed -use sites and areas • condominium conversion policies, and more The City already has a number of policy tools and programs in place regarding affordable housing— including the Community Improvement Plan and funded programs (which includes grants and loans for affordable housing units, reductions/waivers on development fees, brownfield support and more). St. Thomas received a federal Housing Accelerator Fund (HAF) grantforthe 2025-28 period. Part of this required Action Plan initiatives to be undertaken in 2025-26 to amend policies, procedures and provide incentives and programs to support housing, including affordable housing, over sustained period of time (including the next 10 years). As part of continue to receive the HAF grant into 2028, there is a housing target of 1183 new housing units created via building permit that must be achieved between Jan. 1, 2025 and Dec. 31, 2027. The housing target includes additional provisions whereby of the overall target, at least 275 units are to be missing middle housing (semi-detached, townhouses, ARUs, multiple dwellings, low-rise apartments), 315 units as apartments greater than 4 storeys, and a minimum of 75 units as affordable units. Page 92 of 186 The St. Thomas Action Plan initiatives included amending and adding funding to the Community Improvement Plan Residential and Development Charges Programs, creating a new Affordable Housing Grant Program, reviewing all development incentives, amending land use permissions to allow 4 residential units per lot city-wide as -of -right and providing guidebook for Additional Residential Units, create a process and identify City -owned land for (affordable) housing, create a new Community Planning Permit System policies and by- law for a specific development area, and more. B8.3.2 Elgin County The Elgin County Official Plan, 2025 identifies that housing "is a fundamental human requirement that encompasses a wide range of forms from emergency shelters, transitional housing, assisted living, supportive housing, community housing, affordable housing, and market -rate housing" (Section 4.0). The intent is to ensure an appropriate supply and range of housing types and tenures including objectives related to: "b) Ensure an adequate mix of housing types and tenures to address the current and future needs of households in the County; c) Ensure the development of housing that is affordable for most County households, including the protection of rental housing supply; d) Support and encourage the development of special needs and supportive housing types;..." Policy 4.1 states that the County "recognizes the importance of housing to the social and physical health and well-being of residents, as well as the economic success of the County" and includes direction for an adequate supply of housing for residents regardless of their socio-economic condition, health, age or ability. The figure below is included: Figure 34 - The "Housing Wheelhouse" Model (Elgin County Official Plan, 2025) Page 93 of 186 Policy 4.6 identifies that approximately 55% of the County's households are considered low- to moderate- income households under provincial policy definitions and as such a County -wide target is indicated of new residential units should be affordable. Policies to assist in reaching the target include: • All local OPs to have policies for achieving the target • Advising applicants for subdivisions and condominiums to demonstrate how the proposal works towards achieving the target or why not • Opportunities to fund affordable housing CIPs • Reporting to Council on progress There are also policies related to disposal of public assets for affordable housing, emergency and transitional housing, community housing, additional dwelling units, demolition and condominium conversion policies, and more. Some of the area municipalities within the County of Elgin already have a target for affordable housing provisions, although affordable may not always be defined or requires update to the contemporary Provincial Planning Statement definition. Examples include 20% of all new housing or housing with 5 or more units as affordable or a specific numerical target to be achieved within a specified timeframe. Updates would be required under the more recent PPS and County OP. Many of the area municipalities have permissions for 2 dwelling units on a lot; however, many Additional Residential Unit proposals require a Zoning By-law Amendment or there are no permissions for 3 units as -of -right as per provincial legislation and regulation (as of the time of this Plan). Recommendations: ■ Update local Official Plan policies regarding affordable housing. ■ Elgin County to coordinate or establish an annual reporting system for residential permits by type and affordable housing unit numbers. ■ Area municipalities to establish appropriate 3 units as -of -right zoning provisions as per provincial legislation. ■ St. Thomas, and area municipalities, to review and establish policies or protections where possible regarding "renovictions" and to consider implications of future gentrification. ■ Elgin County (and any area municipalities) to review and consider creating additional Community Improvement Plan and funded program(s) to incent ARUs and affordable housing development (rental and ownership). Page 94 of 186 ■ Utilize Community Planning Permit (CPP) Bylaws where possible and appropriate to include affordable housing provisions as part of the facility, services and matters in exchange for added development. o St. Thomas to review the potential, and initiate studies where appropriate, for the utilization of Inclusionary Zoning within a CPP Bylaw area. ■ All municipalities (local and County) should review public assets and make surplus land available for affordable housing, where appropriate B8.3.3 Strategic Plans The City of St. Thomas Strategic Plan 2024-2027, Brighter Future, within one of the strategic pillar's includes Priority #5 - Housing for Everyone. This aligns/coincides with the vision of this Housing & Homelessness Plan. There are other priorities within the Strategic Plan related to sustainable community growth, economic development, equity/accessible/inclusive communities that also provide elements that support affordability and housing within complete communities. The Elgin County Strategic Plan 2024-2026 under Strategy 5: Community Well-being and Inclusivity includes Goal 1: Supporting Housing Needs and Diverse Populations. The tactics identified involve an active role on the social housing committee, promoting mixed - use and affordable housing developments, leveraging funding to support housing initiatives and policies to encourage secondary suites. There are also goals regarding services for youth/seniors/diverse populations, improving public health and social services, and under Strategy 4: Sustainable Community Growth a tactic aimed at attainable housing options. Page 95 of 186 St. Thomas -Elgin Social Services RESULTS 10-Year Housing and Homelessness Plan: Community Engagement Summary Report Flelping you do good work bef-Irer uAluAluAI,Coll eCiriveresUllrs,Co Table of Contents Prepared by: Collective Results Inc. February 2026 Page 96 of 186 Table of Contents 43 Executive 8urnrnary 45 Project Overview 46 1 nterviews 47 Findings 47 Significant Gaps or lJnmet Needs 47 Barriers to Creating New Housing 48 Top Priorities for the New 10-Year Plan 49 Resourgga, Su orts and Chan Needed to Better Meet Needs 49 Group Engagement Sessions 50 Description of Sessions 50 Findings 50 Functionally End Homelessness and Sustain It 50 Preserve, ,4d t �and Invest in Exi ting Hou in 51 Create New Housin 51 Collaborative LeadeL2hlp 52 Achieving the Plan: Resources Needed and Municipal ,fictions 53 Next Steps 54 55 Lp2endix A ® Interview Guide 55 Appendix B ® Engagement Session Plan 59 Page 97 of 186 Executive Summary For the development of the St. Thomas -Elgin 10-Year Housing and Homelessness Plan, St. Thomas -Elgin Social Services engaged with key system leaders, community partners, and people with lived/living experience with homelessness to learn more about the community's priorities for the next decade. St. Thomas -Elgin Social Services worked closely with the social purpose firm Collective Results to develop and deliver several virtual and in -person engagement sessions and key informant interviews to better understand the progress made when it comes to housing and homelessness, the pressing needs and inform next steps. The data collected through the interviews and engagement sessions were analyzed and synthesized to produce overall themes and summarize what was shared by the participants. The findings from this report will inform the strategic areas of focus and objectives that are to be included in the 10- Year Housing and Homelessness Plan. This summary report outlines: • The gaps or unmet needs from the previous plan to address in the new plan • The potential barriers to creating new housing • The top priorities suggested by participants for the new 10-year plan • Strategies to achieve the draft strategic focus areas and what resources need to be in place • The actions needed at the Municipal level that could ensure housing for everyone The following themes provide a high-level overview of the priority areas and ideas shared during the interviews and engagement sessions: Tiered and flexible supportive Innovative and diverse housing housing formats Importance of operational Mental health and funding for staffing addiction support Include voices of people with Provide support through lived/living experience transition stages ❑1 0 Prevention and addressing rootcauses %f@ Strong collaboration and partnerships Apply an equity -based lens to planning Page 98 of 186 Project Overview St. Thomas -Elgin is a leading community in Canada in the work to functionally end homelessness. The progress that has been made has been driven by meaningful community engagement, strong and coordinated partnerships with all system partners, and thoughtful planning and action by municipal staff and elected officials. To inform the development of the next 10-Year Housing and Homelessness Plan, St. Thomas -Elgin Social Services engaged with key community partners, community members and people with lived/living experience to better understand the progress made with housing and homelessness during the previous plan, identify pressing needs and develop practical actions to inform next steps. St. Thomas -Elgin Social Services worked with the social purpose consulting firm Collective Results to plan and deliver several engagement sessions in January 2026. The methods of engagement included one-on-one interviews with key leaders and virtual and in -person group engagement sessions. The interviews provided an opportunity to maximize the depth of conversations, whereas the virtual and in -person engagement sessions provided an inclusive and accessible platform for participants to share insights. In total, there were 11 participants interviewed and included a combination of leaders from community service provider organizations, municipal leaders and elected officials, homebuilders, and people with lived/living experience from both St. Thomas and Elgin County. For the group engagement sessions, 45 participants attended the in -person drop -in sessions, and 19 participants attended the virtual session. Collective Results performed a thematic analysis with all engagement data to identify themes and patterns across the findings. A summary of the main themes is outlined in this report to support St. Thomas -Elgin Social Services with the development of the new 10-Year Housing and Homelessness Plan. The interview guide was designed with a focus on reflecting on the previous plan, identifying current housing needs and challenges, and identifying priorities for the future. Refer to Appendix A for interview guide. The interview participants were asked questions that would inform the following objectives: 1. Identify gaps or unmet needs that remain from the previous plan. 2. Identify barriers to creating new supportive and/or affordable housing in the community. 3. Identify the top priorities for the new 10-year plan. 4. Identify resources, supports, or changes that would help better serve people with housing needs. (3311ro Il IIII'IIIII un a eirr''iieinit The group engagement sessions (in -person and virtual) were designed based on the following three objectives: Page 99 of 186 1. Collect feedback on draft strategic focus areas and objectives to ensure the plan reflects community priorities and addresses locally identified challenges and gaps. 2. Gather additional data to inform draft strategic focus areas and objectives through participant input and feedback. 3. Build community ownership and awareness of the housing and homelessness planning process while also fostering and strengthening relationships with community partners. Interviews Findings Slginli°filcant Ga1ps ar Umrnet Needs Theme 1: Income Support Inadequacy Participants consistently identified that income supports (Ontario Works and ODSP) have not kept pace with the rising cost of housing, creating a structural gap that prevents individuals on fixed incomes from accessing and maintaining housing. Participants noted that this gap has worsened over the past decade. Theme 2: High Acuity and Complex Needs Housing Participants remarked how there is an ongoing gap in housing and supports for individuals with the highest levels of need, including those with serious mental health challenges, addictions, and cognitive barriers. The closure of psychiatric centers decades ago created a gap that has never been adequately filled. Theme 3: Youth -Specific Programming and Supports Participants noted that youth experiencing homelessness require specialized programming and supports that differ from adult services. Current gaps include insufficient youth -specific housing options and inadequate supports for young people with complex needs. Theme 4: Affordable Housing for Working Poor Participants shared how supportive housing has received significant attention and investment. However, general affordable housing for working individuals and families who do not qualify for supportive housing has not received the same amount of attention. Theme 5: Prevention and Root Causes Participants pointed out how the previous plan focused heavily on crisis response rather than prevention strategies and understanding root causes of homelessness and housing instability. Theme 6: Rural Service Gaps Participants identified that rural areas have been underserved in terms of housing options, outreach services, and supports compared to urban centers. Theme 7: Plan Specificity and Homelessness Focus Participants commented on how the previous plan lacked sufficient detail and specific focus on homelessness being distinct from general affordable housing. The previous plan addressed housing broadly but did not adequately differentiate homelessness -specific strategies. Page 100 of 186 °to QreatihngIIII Illh°°°i u s l Theme 1: Operational Funding Shortage Participants explained that while capital funding is often available for housing construction, organizations face critical shortages in operational funding to be able to staff and run supportive housing facilities at the level required (i.e., 24/7 facility for individuals with high acuity). Theme 2: Land Availability and Contamination Participants highlighted how suitable land for housing development is scarce, and much of the currently available land in urban areas is contaminated brownfield land that requires expensive remediation before development can occur. Theme 3: Government Process and Process Delays Participants shared how complex and lengthy application processes for government funding, along with bureaucratic delays in approvals and permits, create barriers to timely housing development. Provincial and federal government programs were highlighted by participants as being especially complex and time consuming. Theme 4: NIMBYism and Community Opposition Participants commented on how `Not In My Backyard' (NIMBY) attitudes can create political and social barriers to developing supportive and affordable housing, particularly in certain neighbourhoods and rural areas. Theme 5: Financial Viability and Deep Affordability Participants remarked how the economics of building housing does not align with the need for deep affordability. Development costs require rents that are unaffordable for those on fixed incomes, and developers have little incentive to build deeply affordable units. Theme 6: Rural -Specific Barriers Participants identified that rural municipalities sometimes face unique barriers including the lack of servicing infrastructure (water, sewer); at times there is less political will for affordable or supportive housing, as well as transportation challenges. Theme 7: Mental Health and Addiction Service Gaps Participants highlighted that there is a significant need for additional mental health and addiction supports in the community. Currently, there are insufficient supports and this creates barriers to housing stability, as these issues often underlie housing crisis that are not adequately resourced. Theme 8: Complexity of People Served Participants shared how the increasing complexity and acuity of individuals experiencing homelessness makes it more challenging and resource -intensive to provide effective housing supports that meet complex needs. Page 101 of 186 IIII IIII far the IIII I 0r IIII'° IIII rm Theme 1: Maintain Momentum to Functional Zero Participants stated how striving towards achieving functional zero homelessness within the next 1-3 years should remain a top priority, building on significant progress already made with the previous plan. Theme 2: Prevention and Addressing Root Causes Participants expressed a desire to shift focus more upstream to prevention strategies and understanding root causes of homelessness, rather than only responding to crisis. This includes preventing youth homelessness, supporting families before they lose housing and finding housing options for aging older adults. Theme 3: Diverse Housing Stock and Address the Missing Middle Participants highlighted the need for building a range of different housing types including market rent apartments, townhomes, and affordable options. These housing options would be appropriate for a variety of individuals and families including individuals who do not qualify for supportive housing but cannot afford current market rent. Theme 4: Housing Stability Supports Participants acknowledged the importance of ensuring people not only get housed but stay housed through ongoing case management and supports. This includes exploring funding options for wraparound services for individuals that need and require additional health, case management, etc. programs and services. IIII°° . 5 ixroes, Su arts nChangesIIII °fit IIII °�w iii� IIII t Needs IIII IIII Theme 1: Operational Funding for Staffing Participants identified the need for dedicated, sustainable operational funding to hire and retain staff for supportive housing, case management, and wrap -around services. This is distinct from capital funding and was highlighted by participants as the most critical need. Theme 2: Increased Income Supports Participants highlighted the need for Provincial government to significantly increase Ontario Works and ODSP rates to align with actual cost of living and housing. However, participants recognized this request was beyond the responsibility of St. Thomas -Elgin Social Services but could be an area of focus for future advocacy. Theme 3: Mental Health and Addiction Services Participants stated the need for enhanced mental health and addiction supports integrated with housing services, including on -site services, trauma -informed care, and crisis response. Theme 4: Community Collaboration and Partnerships Participants emphasized the need for strong relationships between municipality, service providers, developers, and community partners with shared vision and accountability. Page 102 of 186 Group Engagement Sessions Description of Sessions In the group engagement sessions, participants were asked to review the initial draft of the strategic focus areas and objectives that have been developed for the new plan. The draft strategic focus areas and objectives were developed using performance data from the previous 10-year plan as well as early engagement with community planning tables. The draft strategic focus areas are: • Functionally End Homelessness and Sustain It • Preserve, Adapt and Invest in Existing Housing • Create New Housing Supply • Collaborative Leadership For each strategic focus area, participants were asked to indicate whether they believed the focus area and objectives would address the housing and homelessness challenges in St. Thomas -Elgin. If not, participants were asked to provide feedback on what was not included that should be or what was missing to adequately address the local housing and homelessness challenges. Additionally, participants were asked three questions to gather greater insight into the potential implementation of the new strategy, including: • How can we achieve these strategic focus areas and objectives? • What resources and which partners are needed to meet the strategic focus areas and objectives? • Are there any other actions and/or activities that we can take at the municipal level to ensure that we have housing for everyone? The sessions were delivered virtually and in -person. Refer to Appendix B for a detailed version of the engagement plan. Findings Il1h000eixnctiana�lHly Illh°°°°° rm Illh°°° c Illlc iii cand S u st liii iin III[t Participants were asked to indicate whether they believed the focus area and objectives for "Functionally End Homelessness and Sustain IP' would address the housing and homelessness challenges in St. Thomas -Elgin. 33 participants responded with yes, these are the right priorities, and 15 responded that something was missing. When participants were prompted to provide details about what was missing, the following themes were shared: • Prevention was underemphasized in the initial draft relative to crisis response • Embed diversion and prevention practices more deeply into the system using proactive outreach, leveraging existing data systems and early education in schools Page 103 of 186 • Lack of adequate supports for people exiting other systems leaving individuals without a safe place to go at high -risk transition points (hospitals, prisons, etc.) • Strong call for individualized, integrated mental health and addiction supports rather than generic services • The initial draft does not sufficiently centre the needs of people with the highest acuity and most complex needs • The need for deeply affordable, supportive, and multidisciplinary housing options needs to be highlighted • The initial draft needs an equity lens to more explicitly address the needs of populations who have been historically and currently oppressed as well as often overlooked • Absence of life skills programming and educational resources • There is a strong desire for new and innovative approaches to collaboration across sectors rather than defaulting to established processes IIII ireserve, AdaIpt and II iiirm S°t liii iiirm IIIII !Illh°°° S l iii Participants were asked to indicate whether they believed the focus area and objectives for "Preserve, Adapt and Invest in Existing Housing" would address the housing and homelessness challenges in St. Thomas -Elgin. 38 participants responded with yes, these are the right priorities, and 10 responded that something was missing. When participants were prompted to provide details about what was missing, the following themes were shared: • Not just preserving existing housing but actively improving and upgrading deteriorating units • Repurpose underused spaces, use vacant lots or use buildings already available in the community rather than always building new • Need for housing solutions that are accessible, low -barrier, and appropriately matched to the needs and preferences of those being served (i.e., low income, seniors, youth, newcomers and immigrants) • Need for a clearer continuum of housing options ranging from higher -acuity housing into less intensive options that allow people to move through the stages with structured programming to guide that journey as they stabilize • Need to invest in support staff and wrap -around services is essential to prevent returns to homelessness and ensuring people remain housed • Importance of allowing people to remain connected to their existing community and support networks rather than being displaced (i.e., portable housing benefits) • Long-term housing solutions need to consider the ecological impact and incorporate environmental sustainability into housing investments ire °ewe New II°°°i u S liii iiing S u III III IIII Participants were asked to indicate whether they believed the focus area and objectives for "Create New Housing Supply' would address the housing and homelessness challenges in St. Page 104 of 186 Thomas -Elgin. 31 participants responded with yes, these are the right priorities and 7 responded that something was missing. When participants were prompted to provide details about what was missing, the following themes were shared: • Creating new housing must go beyond a single model and needs to encompass a wide variety of housing types to provide a more robust and flexible housing stock • Need for affordable housing and financial supports for low to moderate income households (i.e., government incentives for landlords, income support access) • Need for a more nuanced supportive housing system that matches the level of support to individual needs rather than applying a one -size -fits -all -approach • Need for clear transitions and support between levels of care • Need for greater tenant advocacy efforts and structural safeguards in the plan to protect renters from the risk of wrongful eviction • New housing needs to be integrated into communities with access to transit and mixed - use amenities to tie into broader neighbourhood connectedness and livability • Explore potential system integration with long-term care as a solution to free up existing homes and reduce pressure on the housing stock • Adopt best practices from other communities to help set goals and guide targets IIII IIII III r °tiii IIII hits III liii III Participants were asked to indicate whether they believed the focus area and objectives for "Collaborative Leadership" would address the housing and homelessness challenges in St. Thomas -Elgin. 36 participants responded with yes, these are the right priorities, and 4 responded that something was missing. When participants were prompted to provide detail about what was missing, the following themes were shared: • Need to actively and meaningfully involve people with lived/living experience with homelessness as genuine contributors to the design, development, and leadership of housing solutions (i.e., formal structures in place such as advisory groups) • Gap in programming to build peer support leadership capacity among people who have experienced homelessness to boost community -rooted change • Gaps as well as duplications in the current partnership structure at the collaborative table (i.e., missing key voices at the table and also duplication across multiple tables) • Need more mental health and addiction supports within the collaborative leadership framework (i.e., increased involvement from hospital and mental health professionals) • Shift the narrative around mental health and housing to reframe support needs as a systemic issue rather than personal failures • Concerns with the long-term sustainability of the collaborative work and losing momentum over time due to people leaving or burning out doing this work (i.e., need for succession planning or formalized structures to retain institutional knowledge) Page 105 of 186 • The plan needs to reflect the reality of people's pathways as not always being linear (i.e., a stepped model that aligns housing options with levels of care that allows for movement in multiple directions) III line ii iiin the II°°Zesoixrces Needed and II hxiin liiidii IIII c°�wliii in s IIII How can we achieve these strategic focus areas and objectives? • Person -centred, needs -based approaches: Meeting people where they are, understanding their unique needs (i.e., Housing First as a foundational principle) • Tiered and flexible supportive housing: The need for a range of housing and support options that match the varying acuity levels of individuals • Community education and shifting public attitudes: Greater community engagement and empathy -building to cultivate broader public support for inclusive housing • Innovative and diverse housing formats: Need to move beyond the conventional housing models and explore novel and flexible formats to expand affordable options • Value of peer -based support models: Need for ongoing and direct relational engagement with people experiencing homelessness as a key mechanism for change • Robust data systems and collaborative infrastructure: Need for continued investment in community partnerships along with a coordinated and aligned data system What resources and which partners are needed to meet the strategic focus areas and objectives? • Inclusion of equity -deserving and marginalized communities: This will address the current gap in representation to include involvement of Indigenous leaders and teachers, newcomer population and people with lived/living experience to shape the plan • Specialized supportive housing providers: These are critical partners that must be engaged and resourced as part of the planning to meet the current needs • Health system partners and mental health supports: Given that these systems touch many people experiencing homelessness, these partners need to be more actively brought into the collaborative work (e.g., hospital, court, mental health professionals) • Peer support and addiction services: These are essential resources that need to be better integrated with community partners as key to effective service delivery • Government funding and political will: Attracting additional funding and projects were seen as a necessary condition for sustaining the high level of local effort and progress Are there any other actions and/or activities that we can take at the municipal level to ensure that we have housing for everyone? Policy and bylaw reform to enable affordable and dense housing: Need for targeted policy and bylaw changes that create the right conditions for affordable housing growth (e.g., incentives for attainable housing, support for increased density, enabling smaller - scale development projects) Tenant protections and eviction prevention: This includes both policy tools to stop unsafe housing situations and active diversion programs to interrupt pathways into homelessness Page 106 of 186 • Rent supplements and financial supports: Increasing rent supplements was a suggested priority action to help low-income individuals maintain housing • Economic engagement and workforce connections: Explore opportunities to engage local businesses and industries as part of the housing and homelessness response (e.g., work programs) • Transparent and accountable political alignment: Keeping municipal council informed and engaged on both the successes and challenges being faced is essential • Data -informed planning for long-term sustainability: Need for proactive, evidence - informed municipal planning to ensure the community is prepared for future needs (e.g., trend analysis on housing and homelessness, feasibility studies for long-term projects) Next Steps The key informant interviews and in -person and virtual engagement sessions were effective in capturing the feedback, perspectives and ideas of local system leaders, community partners, community members and people with lived/living experience with homelessness. The input was invaluable and summarized in this report as themes and ideas that will now be used to inform the next draft of the strategic focus areas and ultimately the 10-Year Housing and Homelessness Plan. See below for a high-level summary of priority areas identified by participants for the next 10 years: I I a ❑ 0 Tiered and flexible supportive Innovative and diverse Prevention and addressing housing housing formats root causes Importance of operational Mental health and Strong collaboration and funding for staffing addiction support partnerships Include voices of people with Provide support through Apply an equity -based lived/living experience transition stages lens to planning Page 107 of 186 Appendix Appendix A — Interview Guide St. Thomas -Elgin 10 Year Housing & Homelessness Plan Partner Interviews General Interview Guide Template Participant: Interview date and time: CR Interviewer Name: Introduction — Scrip to Read to Interviewee Hello! Thank you for taking the time to speak with me today. 1 am Ishan Angra from Collective Results, a consulting firm based in Guelph, Ontario, and 1 am going to be asking you some questions today about housing and homelessness in St. Thomas -Elgin. We are currently supporting St. Thomas -Elgin with the development of the next 10 Year Housing & Homelessness Plan for St. Thomas -Elgin and your input and experiences will be valuable for the process. Review letter of information/consent with participant. Virtual interview Consent Consent 1: Do you agree to be part of this interview? (verbal consent obtained and documented) Yes or No Consent 2: Do you consent to the use of non -identifiable direct quotes from this interview? (verbal consent obtained and documented) Yes or No Consent 3: Do you consent to the transcription of this interview using Teams Transcription? (verbal consent obtained and documented) Yes or No Question before interview Do you have any questions before we get started? [answer as needed] Interview Questions Part A: Introduction Question Tell me a bit about your role(s) and how you may be involved with or intersect housing and/or homelessness issues in St. Thomas and Elgin. Page 108 of 186 Probes: • How long have you been working in this area? • What motivated you to get involved in this work? • What populations or issues do you primarily work with? • Why are you speaking with me today? Part B: Reflection on the Previous Plan Looking back at the previous 10-year plan or accomplishments/progress the community has achieved to date, what do you see as the most significant achievements or positive changes in our community? Probes: • Can you give me specific examples? • What made these initiatives successful? What worked? • Were there any unexpected positive outcomes? Any surprises? • Which of the four strategic directions from the previous plan do you think had the most impact and/or progress? "For reference the strategic directions are: (1) Increasing housing supply, (2) Providing supports to keep people housed, (3) Preventing and rapidly ending homelessness, (4) Community partnerships and advocacy • Why do you think this direction was most effective? • What resources or partnerships made this possible? • Where should there have been progress, but there was not? What do you see as the most significant gaps or unmet needs that remain from the previous plan? Probes: • Are there specific populations not being adequately served? • What barriers prevented certain goals from being achieved? • What resources or supports were missing? How have housing and homelessness issues in our community changed over the past 10 years? Probes: • Have you noticed changes in who is experiencing housing challenges? • Have the types of housing issues changed? • What new challenges have emerged? • What trends or emerging needs are you most concerned about? • Are there any areas or issues that were not mentioned in the previous plan? Page 109 of 186 • Are there specific populations experiencing greater challenges (e.g. seniors/older adults, newcomers. Etc.) • What's driving these changes? • Are current services adequate for this population? • What would better meet their needs? Part C: Current Housing Needs and Challenges What barriers do you see to creating new supportive and/or affordable housing in our community? Probes: • Are these barriers financial, regulatory, political, or something else? • How do these barriers differ between urban and rural areas? • What role does land availability play? • What about community acceptance or NIMBYism? Part D: Future — Vision and Priorities What do you think should be the top two or three priorities for the new 10-year plan? Probes: • Why these priorities? • What would it take to achieve them? • Are there any quick wins we should pursue? • Which ones require long-term commitment? What resources, supports, or changes would help you better serve people with housing needs? Probes: • Funding? • Staff capacity? • Training or expertise? • Infrastructure or facilities? • Policy changes? • Better coordination mechanisms? • Better or more quality data? • Mental health and addictions supports? Page 110 of 186 PART E: Closing Questions Is there anything important about housing and homelessness in our community that we have not discussed? Probes: • Anything you want to make sure is included in the plan? • Any concerns or opportunities we have not covered? • Are there specific groups or individuals that need to be engaged? Is there anything else you would like to add? Part F: Additional Question for Participants from County Theme - Rural Perspective What unique housing and homelessness challenges exist in the rural parts of Elgin County versus St. Thomas? Probes: • How do transportation issues affect access to housing and services? • Are there different types of housing needs in rural areas? • Is homelessness different in rural communities? • How can services better reach rural residents? Closing the Interview Thank you for taking the time to speak with me today. 1 really appreciate you sharing your thoughts and answering my questions. As a reminder, your name will not be linked to your comments today. A report that summarizes the findings from this project will be provided to St. Thomas -Elgin Social Services. If you think of anything else later, please do not hesitate to reach out. Do you have any final questions for me? Page 111 of 186 Appendix B — Engagement Session Plan In Person Engagement Session Activities — St Thomas -Elgin Housing and Homelessness Plan Session Objectives: 1. Collect feedback on draft strategic focus areas and objectives to ensure the plan reflects community priorities and addresses locally identified challenges and gaps. 2. Gather additional data to inform draft strategic focus areas and objectives through participant input and feedback. 3. Build community ownership and awareness of the housing and homelessness planning process while also fostering and strengthening relationships with community partners Room Layout STATION GREETER. TABLE SCREEN CHAIRS STATII O IN STATION The Plan • Drop in style engagement session • Participants will be greeted at the door and provided with instructions on how to participate. • Participants will be encouraged to circulate the room and stop at all four stations to contribute their ideas. • Session dates o Jan 27 o Jan 28 Page 112 of 186 Activities Activity #1: Are we on the Right Track? Goal: To gather feedback and input on the draft strategic focus areas and objectives. Station #1: • Please review the draft 'Functionally End Homelessness and Sustain It' and 'Preserve, Adapt and Invest in Existing Housing' strategic focus areas and objectives • Answer the following questions: o Sheet 1— Will the strategic focus areas and objectives address the housing and homelessness challenges in St Thomas -Elgin? Place green, yellow and red stickers beside the strategic focus areas and objectives to communicate ■ Yes, this is the right priority ■ No, we need something different o Sheet 2 — Are there priorities not included that should be? What is missing? Use stickies to share your feedback. Station #2: • Please review the draft 'Create New Housing Supply' and 'Collaborative Leadership' strategic focus areas and objectives • Answer the following questions: o Sheet 1— Will the strategic focus areas and objectives address the housing and homelessness challenges in St Thomas -Elgin? Place green, yellow and red stickers beside the strategic focus areas and objectives to communicate ■ Yes, this is the right priority ■ No, we need something different o Sheet 2 — What is not included that should be? What is missing? Use stickies to share your feedback. Activity #2 — Making it Happen Goal: To identify specific activities, resources and partners necessary to move the plan forward. Station #3 • Sheet 1— How can we achieve these strategic focus areas and objectives? Provide specific activities (the more specific the better). Use stickies to share your feedback. If your activity is for missing objectives, please note on your stickie. • Sheet 2 — What resources and which partners are needed to meet the strategic focus areas and objectives? Use stickies to share your feedback. Identify the objective. • Sheet 3 — Are there any other actions and/or activities that we can take at the municipal level to ensure that we have housing for everyone? Are there any issues or actions that have not been mentioned today? Page 113 of 186 1. Key Performance Indicators: Strategic Themes -Objectives and Targets Page 114 of 186 2. Monitoring and Reporting Table: Measures to Achieve (Actions) / Short"rerun Years 1-3 1. Expand Supportive Housing END 2. Complete Supportive Housing END 6. Expand Outreach Support END B. Enhance Spec. Services w/Shelter END 13. Mental Health/Addiction Services END 16. Tenant Supports SUSTAIN 17. Housing Stability Services SUSTAIN 25. Municipal Land Inventory/Housing BUILD 38. Embed Healthcare Into Systems LEAD 45. Budget Plan and Forecast Implement 46. Census/Data Review Implement Mediunn "reran (Years 4-6) 9. Housing Protection Tools/Policies END 11. Enhance Prevention Education END 21. Explore Housing Transition Paths SUSTAIN 22. Update Housing Agreements SUSTAIN 23. Expand Skills & Program Supports SUSTAIN 24. Update OPs/ Affordable Housing BUILD 29. ARU Enhancements BUILD 30. Study/Consider lZfor CPP Areas BUILD 32. Increase RGI Units BUILD 43. Public Awareness & Education LEAD 47.5-Year Plan Review Implement Long-'rernn (Years 7-10) 26. Assembled 3 Build -Ready Sites BUILD 48. Housing Needs Assessment Implement Duration ('rhr'ougheu't years 1-10) 3. By -Names Data END 4. Expand Case Management END 5. Strengthen Flexible Supports END 7. Increased Prevention Funding END 10. System of Prevention & Diversion END 12. Strengthen Rural Resources END 14. Capital Repair Programs SUSTAIN 15. Housing Support Programs/Funds SUSTAIN 18. Housing for Vulnerable Popns. SUSTAIN 19. Eviction Prevention SUSTAIN 20. Rent Payment Program SUSTAIN 27. Affordable Home Own Initiatives BUILD 28. Accelerate AH Partnerships BUILD 31. Housingfor Low -Income Seniors BUILD Page 115 of 186 ii i i i i Duration crinvoughout years 1-10 33. Support New Innovative Housing BUILD 34. Strong Political Alignment LEAD 35. Sustainable Funding Advocacy LEAD 36. Sustain Community Tables LEAD 37. Strengthen Coordinated Access LEAD 39. Increase Cross -Sector Caleb. LEAD 49. Private Sector Partnerships LEAD 41. Include Lived/Living Experience LEAD 42. Culturally Responsive Approach LEAD 44. Information/Success Sharing LEAD Page 116 of 186 Previous Plan — "Taking Stock, Working Together" (2014) Time for a New Plan °G Project Management and Timelines (( New Plan — "On Track" (2026-36) in, 2'flymtf % A ANk III I '14 Developments: '111� in St. Thomas, 2 in Aylmer, I in Dutton-Dunwich 1686 Households EE$ &Lt Supported with PLnt Supplements & Housing Benefits 1fl 6382 Households Supported V inuugh HeLP, HISFA& SSRF 4ft65% of By -Names Data referrals were housed 745 people housed from, October 2021-2025 1 average of 14 youtl� rjXgg Wisted through Youth Protocol & Resource Alprports em) Provincial requirement for Service Managers under Housing Services Act (2011) to have a 10-Year Housing & Homelessness Plan f Direction from MMAH to complete review, prepare update or new plan and submit by May 29, 2026 % Significant progress and changes since original 2014 Plan Increase in growth, housing need, new major employment * Cost of living increase, housing cost vs. income levels lol More recent Housing Needs Assessments completed % UN fo St. Thomas -Elgin combined population >100,000 88% of dwellings are single detached (Elgin) * Ownership house price (average) _ $600K (Elgin) emr Ownership house price (affordable) _ $394K (Elgin) Difference of >$200K average price vs household affordability fo Rental monthly price (average) _ $1,500 (Elgin) olol Rental monthly price (affordable) _ $1,396 (Elgin) 2,550 households in Elgin spending 30%+ on shelter costs %r Core housing need = 645 households (Elgin) Centralized waitlist: 11726 (-1,200 residing in St. T—Elgin) U / olor St. Thomas — Elgin forecasted to grow to—1301000 people Forecased new households: 71700 St. Thomas; 2,550 Elgin olor 22% of new growth will require affordable housing solutions Affordable ownership need = —1,500 of new units (St. T-Elgin) olor Affordable rental need = —652 of new units (102 in Elgin) !ir Supportive housing need = 150 units (140 St. T; 10 Elgin) New Targets: Create/support at least 326 new subsidized housing units (51 in Elgin) Incent/require another 326 new affordable market units (51 in Elgin) Fall 2025 Winter 2026 Spring 2026 Iwo EEL Guiding Principles f it �µµ ST."Pt ,,,,,,,,1 III S � ..........., III III,,,,,, GIN O-YEAFI IHOUIII III G III 0 II"1 El IIIESSNESS I III,,,,,,,, III Council — March 16 (St. Thomas); March 24 (Elgin County) /or- Public Feedback: �- Open House — April 8th4-6pm Social Services Building (Talbot St.) �,-- Online March 25-April 15 (STESS Webpage) or- Advisory Group Review and Feedback (April) Council (May) Submit to MMAH (before May 29) Update based on any MMAH comments Final Approved Plan (later in 2026) Re: Bill 21 — The Protect Our Food Act Deputation Request — Gary De Bock I wish to address Elgin County Council regarding Bill 21, the Protect Our Food Act, with particular focus on the economic and fiscal consequences that flow from endorsement and passage of the bill. My presentation will touch on the following: The immediate effect upon Royal Assent for municipal planning discretion going forward. The bill's stated purpose versus what municipalities and developers are required to do. The unseen economic repercussions on municipal tax bases and intergenerational opportunity costs. Some existing regulatory framework governing agricultural land and what it tells us about the likely effectiveness of Bill 21. I will be referencing the bill's text directly and have three supporting documents available including the bill itself and materials relating to existing oversight mechanisms. My presentation will be approximately ten minutes. Thank you for your time in this matter and if there's anything else I need to know, don't be afraid to reach out. Gary De Bock Page 129 of 186 Legislative Asseniblee Assembly ry legislative of Ontario de I'Ontario 1ST SESSION, 44TH LEGISLATURE, ONTARIO 3 CHARLES III, 2025 Bill 21 An Act to establish the Foodbelt Protection Plan Advisory Committee and amend the Planning Act to protect agricultural land Co-sponsors: Mr. M. Schreiner Ms B. Brady Private Members' Bill 1 st Reading May 13, 2025 2nd Reading 3rd Reading Royal Assent Page 130 of 186 EXPLANATORY NOTE The Bill enacts the Protect our Food Act, 2025. The Bill establishes the Foodbelt Protection Plan Advisory Committee. The Committee's function is to make recommendations for a Foodbelt Protection Plan that would ensure the preservation and enhancement of a geographically continuous land base. The Bill also amends the Planning Act with respect to land that is zoned for prescribed agricultural uses. The Bill provides that the land cannot be rezoned, and the uses permitted on the land cannot be changed, unless an Agricultural Impact Assessment has been carried out. The restriction applies to a municipality passing a zoning by-law and to the Minister making a Minister's Zoning Order. Page 131 of 186 Bill 21 An Act to establish the Foodbelt Protection Plan Advisory Committee and amend the Planning Act to protect agricultural land 2025 His Majesty, by and with the advice and consent of the Legislative Assembly of the Province of Ontario, enacts as follows: Foodbelt Protection Plan Advisory Committee 1 (1) An advisory committee is established under the name Foodbelt Protection Plan Advisory Committee in English and Comite consultatif sur le plan de protection de la ceinture alimentaire in French. Composition (2) The Committee shall be composed of members appointed by the Lieutenant Governor in Council from the following groups: 1. Farmers. 2. Agricultural experts. 3. Soil scientists. 4. Professional planners. 5. Food and agricultural organizations. Deadline (3) The Lieutenant Governor in Council shall appoint the members of the Committee within 60 days after the day this Act receives Royal Assent. Functions (4) The Committee shall develop recommendations for a Foodbelt Protection Plan that would ensure the preservation and enhancement of a geographically continuous agricultural land base, including recommendations respecting each of the following matters: 1. The identification of farmland that will be included in the Foodbelt so that a geographically continuous agricultural land base can be preserved. 2. Protections for farmland in the Foodbelt from conversion to non -farm uses by prohibiting or restricting development. 3. Exceptions from the protections in the Foodbelt Protection Plan, such as for the sale of local agricultural goods, public health services, agritourism, education or on -farm processing of agricultural products. 4. Measures to reduce land speculation in the Foodbelt, which may include promoting the use of land trusts or succession planning. 5. Setting goals for the enhancement and protection of land and soil health in the Foodbelt and strategies for implementation. 6. The restriction of aggregate extraction in agricultural areas in the Foodbelt. 7. Any additional protections for farmland in the Foodbelt. Consultation (5) In developing its recommendations, the Committee shall consult broadly with the entire agricultural community and ensure that any recommended restrictions in the Foodbelt Protection Plan reflect the needs and challenges faced by the community. Report (6) The Committee shall prepare and publish a report setting out its recommendations with respect to the matters referred to in subsection (4) within 12 months after the day this Act receives Royal Assent. Page 132 of 186 2 Same (7) The Committee shall make the report publicly available on a website of the Government of Ontario and shall send it to the Minister of Agriculture, Food and Agribusiness. Report on implementation of recommendations (8) On or before the day that is 60 days after the day the Minister of Agriculture, Food and Agribusiness receives the Committee's report under subsection (7), the Minister of Agriculture, Food and Agribusiness shall report to the Assembly on the progress the Government of Ontario has made in implementing the Committee's recommendations. If Assembly not in session (9) For the purposes of subsection (8), if the Assembly is not in session at the end of the 60-day period, the Minister of Agriculture, Food and Agribusiness shall table the report as early as possible in the next session. Planning Act 2 Part V of the Planning Act is amended by adding the following section: Agricultural Impact Assessment Application 33.1 (1) This section applies with respect to land that was zoned for prescribed agricultural uses as of the day the Protect Our Food Act, 2025 came into force. Restriction on change to zoning by-law (2) Despite anything in this Part, the council of a local municipality shall not pass a zoning by-law that purports to change the uses permitted on the land or the zoning of the land itself unless an Agricultural Impact Assessment has been carried out in accordance with the regulations. Restriction on Minister's zoning order (3) Despite anything in this Part, the Minister shall not make an order under section 34.1 or 47 that purports to change the uses permitted on the land or the zoning of the land itself unless an Agricultural Impact Assessment has been carried out in accordance with the regulations. 3 Subsection 70 (1) of the Act is amended by adding the following clause: (b) for the purposes of section 33.1, (i) prescribing agricultural uses, and (ii) governing Agricultural Impact Assessments; Commencement 4 This Act comes into force on the day it receives Royal Assent. Short title 5 The short title of this Act is the Protect Our Food Act, 2025. Page 133 of 186 10 From: Sent: Februa 14, 2020 12:_ To: CC Planning Subject: ZN3-19-19 Good of a iBela I aso fine addjtiona� comments of coincerns, from ineighbours, for the above -noted zone chain applicafion, 1 Page 134 of 186 "16 ",Ift-:>OntarIO Nutrient Conten t �& U OlIzatiori rmom Wanagement, Strategy Fall 2018 - Fall 2023); Outgoing Transfers; 0111/0 Twansfer Typw Non-INMA Strategy0an Outgoing frAnsfefs Tifiable Arew 50 ac Uvestack does not exW on Ofls propeay Transfim, Typw Incm,ning 'hansfers Outgoing Transfers Tillable Arew pJvestock"Fypw Nutrient UnJI& Non-NIVA Strativigy0mi 58 ac Horses 4 MaleflW TransferContacl Sl,orage A Slorage A, M& FlAg-S—Ummm Erigineoftig Roquired (Storage A) J— EngOeeringi ls req,Ared for Vils slmge Material Production (S years) Sofid, 4,6,4% D,M 16346 W, 310 ton 3267'ftI/year, 62,1torityear (avg) Tran sfe r CO nlact M nf omw fio n Ta adon `0 Roll Number(s) ,rransfer Contact InformaWn Transfer I-olaaboin Informafion Roll Number( , Rate Amounl Sep l,2016-Auq3l,21023 (Yearly) 1375 lon (275 tan X 5) Selp 1, 2018 - Aug 31, 202'3 (Yearly( 1350 Ion (270 ten X 5) RN -...�pjnj vwfflmmn Date PreparedAug 22, 2019 12.50 PM AqrGufte 14,018 Page 3 of 6 Page 135 of 186 ElginCounty Report to County Council From: Dominique Giguere, Warden Date: March 24, 2026 Subject: ADM 26-11 - Recommendations from Committee of the Whole — March 10, 2026 Recommendation(s): THAT items CW26-25-CW26-28 from the Committee of the Whole meeting dated March 10, 2026, and the recommendations therein be adopted. Introduction: Recommendations of the Committee of the Whole are considered formally for adoption at the next regular meeting of County Council. Background and Discussion: At the meeting held on March 10, 2026, Committee of the Whole recommended the following to County Council: CW26-25 THAT Option B be selected as the preferred funding allocation method for the Moved: Deputy Warden sponsorships stream of the Elgin County Jones Grants and Sponsorships Program for Seconded: Councillor 2026. Widner Motion Carried. CW26-26 THAT the grant funding request in the amount of $200,000 submitted by Menno Moved: Councillor Widner Lodge be approved. Seconded: Councillor Ketchabaw Motion Defeated. CW26-27 THAT an updated by-law establishing the Moved: Deputy Warden County roads system be adopted, and Jones Seconded: Councillor THAT an updated by-law establishing Hentz reduced load limits on various County Motion Carried. Page 136 of 186 Roads between March 1 and April 30 annually, be adopted. CW26-28 THAT staff engage Local Municipal Moved: Councillor Partners in a dialogue regarding the Ketchabaw transfer protocol associated with the Seconded: Deputy Warden transfer of 21.12km of County Roads to Jones their respective local jurisdiction; and Motion Carried. THAT staff report back to Committee of the Whole on the results of this dialogue. Additional Notes: None. Financial Implications: None. Advancement of the Strategic Plan: The initiatives outlined in this report are integral to the County's day-to-day operations, supporting effective governance and the efficient delivery of services to Council and the public. Together, they enhance organizational efficiency and reflect the County's ongoing commitment to transparency, accountability, and good governance. Local Municipal Partner Impact: None. Communication Requirements: None. Conclusion: Recommendations from the Committee of the Whole meeting held on March 10, 2026, are included in this report for Council's consideration. All of which is Respectfully Submitted Dominique Giguere Warden Approved for Submission Blaine Parkin Chief Administrative Officer/Clerk Page 137 of 186 From: Regional.Clerk <regional.clerk@york.ca> Sent: Friday, March 6, 2026 8:12 AM Subject: Regional Council Decision - Circular Materials Ontario On February 26, 2026 Regional Council passed the following resolution: Whereas the Province of Ontario has implemented the Blue Box Extended Producer Responsibility (EPR) framework, transferring responsibility for municipal recycling to producer responsibility organizations and their contractors, including Circular Materials Ontario; And Whereas Circular Materials Ontario has engaged multiple private collection contractors to deliver recycling services to municipalities across Ontario, including those within the Regional Municipality of York; And Whereas municipalities throughout Ontario are experiencing inconsistent recycling collection service levels under the new EPR model, including differences in collection frequency, missed collections, accepted materials, cart provision, contamination management, customer service response times, and contractor accountability; And Whereas residents in some municipalities are receiving reduced or inferior recycling collection services compared to others, despite participating in the same provincial Blue Box program; And Whereas these service level inequities have resulted in increased resident complaints, confusion, reduced participation in recycling programs, and declining public confidence in Ontario's recycling system; And Whereas upper- and lower -tier municipalities, including York Region, no longer have direct operational control over Blue Box recycling collection, yet continue to experience the impacts of service disruptions and resident dissatisfaction; And Whereas the intent of Extended Producer Responsibility was to improve environmental outcomes, efficiency, and accountability, not to create unequal treatment of Ontario residents based on municipal boundaries, And Whereas access to reliable and effective recycling collection is an essential public service and should be fair, consistent, and equitable for all residents of Ontario, regardless of where they live; Therefore Be It Resolved That the Council of The Regional Municipality of York calls upon the Province of Ontario to intervene to ensure that Circular Materials Ontario and its contractors provide fair, consistent, and equitable recycling collection service levels across all municipalities in Ontario; Page 138 of 186 And That the Province be requested to establish, enforce, and publicly report on consistent province -wide service standards for Blue Box recycling, including collection frequency, missed -collection recovery, accepted materials, cart provision, customer service response times, and contractor performance; And That the Province require Circular Materials Ontario to promptly address collection service level inequities and performance gaps between municipalities, including those impacting York Region; And That this resolution be circulated to the Premier of Ontario, the Minister of the Environment, Conservation and Parks, all Ontario Members of Provincial Parliament, the Association of Municipalities of Ontario (AMO), and Circular Materials Ontario and all Mayors of Ontario. Regards, Christopher Raynor (Illh fll liiin) I Regional Clerk, Regional Clerk's Office, Corporate Services Department The Regional Municipality of York 117250 Yonge Street I Newmarket, ON L3Y 6Z1 O: 1-877-464-9675 ext. 71300 I christoahereraynoryork.ca I orkeca Page 139 of 186 Municipal Flag Protocol and Proclamation Policy (1.3) Request Form Please complete this form and submit it to'pm...!L!I....li:ml.....11...l.11..... Organization: YWCA St. Thomas -Elgin, St. Thomas -Elgin Local Immigration Partnership This Organization is: BCharitable Organization BNot-for-profit Organization Event/Occasion: Welcoming Week September 10-19, 2026 Purpose of Event/Occasion: Proposed Date for Flag Raising and/or Proclamation: Monday, September 21, 2026 (all flag raisings/proclamation dates are subject to availability in accordance with the Policy). Contact Name: Sonia Basu Phone Number: 519-631-9800 ext. 241 Email Address: sbasu@ywcaste.ca My organization is requesting (please check all that apply): @Flag Raising @Proclamation @Lighting the Elgin Administration Building If your organization has a written proclamation you wish to be read, please include a copy with this form. Page 140 of 186 Purpose of Event/Occasion: Welcoming Week is an annual international initiative that highlights the contributions of newcomers and immigrants while fostering connection, inclusion, and belonging within local communities. STELIP coordinates We[coming Week activities in partnership with community organizations, service providers, and residents across Elgin County. Activities promote intercultural understanding, celebrate diversity, strengthen community relationships, and raise awareness about the importance of inclusive, welcoming spaces for everyone. Please describe your organization/group: The St. Thomas —Elgin Local Immigration Partnership (STELIP) is a cross -sector community initiative funded by Immigration, Refugees and Citizenship Canada. STELIP supports the successful settlement, integration, and inclusion of newcomers and immigrants across Elgin County through community planning, partnership development, public education, and systems -level change. Hosted by the YWCA St. Thomas —Elgin, a longstanding multi -service nonprofit organization servingthe region for over 120 years, STELIP collaborates with service providers, employers, municipalities, cultural groups, and residents to strengthen a welcoming, inclusive community for all. Has your organization achieved national or international distinction, made a significant contribution to the community, or helped enhance the County of Elgin in a positive manner? Please describe: Yes. STELIP is part of a nationally recognized network of Local Immigration Partnerships funded by the Government of Canada and designed to strengthen community -based inclusion across the country. Locally, STELIP has made significant contributions by identifying community priorities, reducing systemic barriers, promoting intercultural understanding, and supporting coordinated newcomer -serving efforts throughout Elgin County. Its work directly enhances community well-being, inclusivity, collaboration, and belonging, core priorities identified in County strategic directions. Proclamation Please find attached the draft proclamation for Welcoming Week, based on last year's approved wording. Welcoming America has not yet released the official theme for Welcoming Week2026. Once the theme is published, STELIP may submit a minor wording update if needed, while keepingthe overall message consistent with the County's protocol. Page 141 of 186 Welcoming Week 2025: A proclamation Our region's success depends on ensuring that all residents of Elgin County feel welcome here. Today, new residents are a vital part of our community—bringingfresh perspectives and new ideas, starting businesses, and contributing to the vibrant city that we all value. This week, we honour the spirit of unity that brings neighbours together across Elgin County. During Welcoming Week, I invite all Elgin County residents tojoin this movement of communities —nationwide and worldwide —by renewing our commitment to our core values and taking action in the spirit of welcoming. By working together, we can achieve greater prosperity and make Elgin County the kind of place where diverse people from around the world feel valued and want to put down roots. Regardless of where we were born or what we look like, we are residents, united in our efforts to build a stronger Elgin County. By recognizing the contributions that we all make to create a vibrant culture and growing economy, we make our community more prosperous to all who call it home. Let's come together to build communities where every resident has the opportunity to contribute at their best. Let's come together to create more prosperous communities and to reaffirm that Elgin County is a welcoming community. Therefore, I [name, title], by virtue of the authority vested in me by the laws of Elgin County, do hereby proclaim the week of September 12-21, 2025, Welcoming Week. I call upon the people of Elgin County tojoin together to build stronger communities across our region. Page 142 of 186 Municipal Flag Protocol and Proclamation Policy (1.3) Request Form Please complete this form and submit it to adi"rifi,itegil Organization: L M EventtOccasion:— Ch �'l cJ hood. a, 1k111 +/-) e-M, (16 Q. �M 07'Clax �-.i 2 t2d i,�J rQ,�] hu Proposed Date for Flag Raising and/or Proclamation: -7 '.(v Iry fif"ll (all flag raisings/proclarnation dates are subject to availability in accordance with the Policy). Contact Name: .-�, ) 1/02111 00/1tdY'\3i2btcJ'L'-S Phone Number: Email Address: 3 C,(v-A'V 0 Ch, � ( o W) [Of lag Raising UProclarnation GlUghting the Elgin Administration Building If your organization has a written proclamation you wish to be read, please include a copy with'this form. Page 143 of 186 HgpnCounty Please describe your organization/group: We are a registered, community -based charity, that serves families whose children are diagnosed with cancer at Children's Hospital, London Health Sciences Centre. We support families across Southwestern Ontario, from Windsor -Essex to Kitchener -Waterloo, from the shores of Lake Erie to Grey -Bruce, and beyond. Since 1974, Childcan has been there, walkingalongside families as they navigate this unimaginable journey. We provide critical financial, emotional, and social support to ease their burden and bring hope in the darkest moments. Has your organization achieved national or international distinction, made a significant contribution to the community, or helped to enhance the County of Elgin in a positive manner?Please describe: Childcan had contributed to the community by supporting the numerous families in Elgin County over the years that have been diagnosed with childhood cancer. A childhood cancer diagnosis is not only an emotional shock —it's a financial crisis. Families see their household income drop dramatically as parents step away from work to care for their child, all while expenses skyrocket. Studies estimate that a third of a family's income will go toward costs related to their child's treatment. These costs are immediate, ongoing, and overwhelming. Childcan steps in to help ease this burden, providing hospital parking passes and meal vouchers, gas and pharmacy gift cards, direct financial assistance for urgent needs, support for treatment -related travel expenses as well as post -secondary education bursaries and funeral cost assistance when the unthinkable happens. Butthe challenges go beyond finances. Childhood cancer is isolating. That's whywe foster connection and community through family support liaison who meets with our families, family activities, sibling support and recreational therapy, tutoringfor children whose education is disrupted or who have learning challenges as a result of their treatment, bereavement counseling for families facing loss. We also work with the pediatric oncology research unit at London Children's Hospital, funding research and increasing access to clinical trials so children can receive cutting - edge treatments closer to home. Page 144 of 186 ChiUdhn«dCancer Awareness Month September 2026 WHEREAS: September isofficially recognized internationally asChildhood Cancer Awareness Month; and, WHEREAS: The most recent data shows that cancer remains the leading cause ofdisease-related death in children; and, WHEREAS: The most recent data shows that incidence rates of childhood cancer are increasing; and, WHEREAS: Cancer in children affects aspects of their physical, emotional, and social development, as well astheir family and schooU life, effects which research shows are |ong'Kasiimg; and, WHEREAS: Childcan believes childhood cancer must be designated a child health priority, and that support services for families are critical; and, WHEREAS: Childcan raises awareness and funds to provide personalized, responsive, and compassionate programs and services to families facing the childhood cancer journey from diagnosis, through treatment, post -treatment care, mrbereavement and, WHEREAS: Organizations which support families dealing with childhood cancer are working together to raise awareness of this disease and its devastating effects, as well as raising funds to support the affected families and children; and, WHEREAS: Raising awareness and funds will help these families and children deal with the emotional and financial toll THEREF(}RG:L Mayor of dohereby proclaim September 2O26 Childhood Cancer Awareness Month |m ' Page 145 of 186 Epilepsy Southwestern Ontario Our organization is passionate about enhancing the lives of people who are affected by epilepsy through support services, education, advocacy, and community awareness. Epilepsy affects approximately 1 in 100 people and does not discriminate between ethnicity, age, gender, sexual orientation, country of origin, or social economic status. Our focus is on enhancing the lives and mental health of people who are affected by epilepsy and seizure disorders by providing a network of services that educate, support, and build community awareness. Epilepsy Southwestern Ontario helps families cope with the numerous psychosocial challenges of living with epilepsy. While epilepsy is a common condition, many people living with epilepsy do not know anyone else who experiences seizures. This is in part due to many people being unwilling to disclose that they have epilepsy, as epilepsy has a long history of misconceptions that have led to stigma and discrimination. Our purpose for this project would be to help reduce stigma and promote inclusion resulting in individuals connecting more closely with their communities. We build resiliency in individuals and families impacted by epilepsy. We help our clients remove the barriers that prohibit them from becoming full and valued participants in the community. We educate teachers to help children and youth with epilepsy to stay in school after a seizure so they can participate fully in their school and community. We provide age -appropriate classroom presentations to teach a future generation the real facts about epilepsy to reduce the associated stigma. We run evidence -based groups to help build supports for those impacted by epilepsy. We run educational workshops to increase knowledge of the first aid needs of those impacted by epilepsy. We run support groups for families and individuals. Page 146 of 186 County of Elgin Policy Manual Subject: Municipal Flag Protocol and Proclamation Policy Policy Number: 1.3 Date Approved: Date Last Revision: Community Flag Raising and Flag Protocol Policy - July 9, 2019 1. Purpose To provide a standard protocol by which flags are flown and half -masted at all Elgin County owned facilities, and to establish a standard for how proclamation requests received by the County of Elgin are processed and issued. 2. Scope This policy relates to half-masting of flags, displaying flags/flag raising ceremonies at the Elgin County Heritage Centre, the Elgin County Administration Building, the Elgin County Provincial Offences Court, and Elgin County's Long -Term Care Homes (Terrace Lodge, Elgin Manor, Bobier Villa). This policy also relates to proclamation requests and lighting of the Elgin County Administration Building (450 Sunset Drive). 3. General Rules The National Flag of Canada, the Provincial Flag of Ontario, and the County of Elgin Flag must be flown at all times at the Elgin County Administration Building, the Elgin County Provincial Offences Court, and Elgin County's Long -Term Care Homes. Flags shall only be raised and lowered on those business days that the County of Elgin is open. Flags raised or half -masted to commemorate awareness days or mark solemn occasions that fall on a Saturday or Sunday, will be raised on the Friday preceding and lowered on the first business day directly following that the County is open for business. 4. Procedure for Half-Masting The Canadian Flag will be lowered to half-mast to recognize a period of official Page 147 of 186 County of Elgin Policy Manual mourning or to commemorate solemn occasions and significant dates. Flying a flag at half-mast shall mean the action of flying all flags, forming a single display of flags, at a position that is equal distance from the top and bottom of a flagpole, to mark periods of mourning or to commemorate solemn occasions. Upon notice of the death of an individual noted in this section, municipal facilities staff shall, at the direction of the Warden, be immediately notified to take action to lower the Canadian flag at all County facilities. Flags shall only be lowered on the business days that the County Administration Building is open. A flag may be removed, for a period of time, due to inclement weather. Flags will be flown at half-mast from the time of notification of passing to sunset on the day of the funeral for the following individuals: • the current Warden or a Member of County Council; • a current County of Elgin employee; • a former Warden or a Member of County Council; • a current resident of Elgin County killed in the line of duty for the Canadian Armed Forces; • on the death of the Sovereign or members of the immediate Royal Family, the Governor General, the Prime Minister, a former Governor General or a former Prime Minister; • on the death of the Lieutenant Governor of Ontario or the Premier of Ontario; • on the death of the local Member of Parliament or local Member of Provincial Parliament; and • the commemoration of other periods of official mourning and solemn occasions, in keeping with the principles of this Policy, may be approved by the Warden. County Council will be advised of the circumstances surrounding the other solemn occasion. In the event that the Warden is not available, the Deputy Warden shall have the delegated authority to decide on circumstances not identified within this policy. Flags will also be flown at half-mast, in recognition of the following dates: • Last Sunday in September: National Peace Keepers and Police Officers' Memorial Day; • November 11: Remembrance Day; and • December 6: National Day of Remembrance and Action on Violence Against Women. Page 148 of 186 County of Elgin Policy Manual 5. Process for Half-Masting Once approved by the Warden, the Clerk or his or her designate will be responsible for notifying the appropriate staff, including facilities staff, regarding the half-masting of flags with respect to the reason and the duration that the flag will be flown at half- mast. 6. Procedure for Displaying Flags/Flag Raising Flags from organizations and groups will be displayed on the community flagpole at the Elgin County Heritage Centre. Elgin County Council reserves the right to determine which flags will be displayed at the Elgin County Heritage Centre and will strive to accommodate and provide opportunities for community groups to display their flags. Approvals and use of the Elgin County flagpole at the Heritage Centre will be granted by County Council on a first come first served basis. When possible, flag raisings will be scheduled to correspond with an Elgin County Council meeting. An organization's flag shall be flown no more than once per calendar year and organizations shall be required to submit flag raising requests on an annual basis. A flag shall be flown for a period of up to one week, or for the duration of the associated event, whichever is less. The maximum number of community flags to be flown at any one time will be one (1). The Clerk or his or her designate will maintain an inventory of all flags flown at the Elgin County Heritage Centre. The following flags shall be permitted to be flown at the Elgin County Heritage Centre at 460 Sunset Drive, St. Thomas, including the: 1. National Flag of Canada, or the flag approved by the Parliament of Canada as a national symbol of Canada. 2. Provincial Flag of Ontario, or the flag approved by the Legislative Assembly of Ontario as a provincial symbol of Ontario. Page 149 of 186 County of Elgin Policy Manual 3. County of Elgin Flag, or the flag adopted by Council of the County of Elgin as a symbol of the municipality. 4. Flag of a charitable or non-profit organization to help increase public awareness of their programs and activities; an organization that has achieved national or international distinction or made a significant contribution to the community, or an organization that has helped to enhance the County of Elgin in a positive manner. Flags will also be raised in recognition of: • April 28: National Day of Mourning (to commemorate workers killed or injured on the job); and • September 30: National Day for Truth and Reconciliation Requests for displaying flags and flag raisings may be approved for: • Non-profit or charitable organizations; • Recognition of an important visit to the Warden and Members of Council; and • Public Awareness Campaigns Requests will NOT be approved: • For organizations that are political or partisan in nature, including political parties or political organizations; • Matters of political controversy; • Individual convictions; • Organizations that promote hatred, violence, racism, or discrimination of any kind; • For flags of nations other than Canada. This may be reconsidered, at the Warden's discretion, in the event of a visiting dignitary. • For religious organizations or the celebration of religious events; • Celebrations, campaigns or events intended for fundraising or profit making purposes; • If the intent is contrary to Municipal policies or by-laws; • If the intent is to defame the integrity of Council; • If the event or organization has no direct relationship to the County of Elgin; and • Matters or organizations that have already received a flag raising within the same calendar year. Page 150 of 186 County of Elgin Policy Manual 7. Process of Displaying Flags/Flag Raisings Requests to use the County of Elgin flagpole must be submitted to the Clerk or his or her designate through the Flag Raising/Proclamation Request Form (Appendix A), at least 4 (four) weeks prior to the day requesting the flag to be displayed. The Clerk or his or her designate will ensure that the request for flag raising is eligible in accordance with the criteria in Section 6. Eligible requests will be added to the agenda of the next Regular Council Meeting for consideration by County Council. The Clerk or his or her designate will inform the group or organization of Council's decision and make appropriate arrangements for the flag raising. Individuals, groups, or associations approved for flag raisings are required to provide the flag to be raised and must pick up the flag once it is removed. 8. Proclamation Procedure Proclamations that demonstrate an interest in, or relationship with the County of Elgin, and that demonstrate respect and tolerance for the residents of the County may be issued, at the discretion of County Council, to bring awareness to the programs and activities of not -for -profit or charitable organizations. Proclamation requests from organizations that have achieved national or international distinction, made a significant contribution to the community, or have helped to enhance the County of Elgin in a positive manner will be considered. Organizations, or groups wishing to have Elgin County Council issue a proclamation may provide a written proclamation to be read by the Elgin County Warden. This written proclamation will be subject to approval by the Clerk and the Warden. Organizations or groups that do not provide written proclamation will have the proclamation issued in the form of a Council Resolution. Proclamations accompanying a flag raising request will be read immediately prior to the flag raising. Proclamations that do not accompany a flag raising request will be read during a Page 151 of 186 County of Elgin Policy Manual regular Council Meeting that falls during the period requested. Proclamations read during a Regular Council Meeting will be issued directly after the meeting is called to order. Requests for Proclamations may be approved for: • Non-profit or charitable organizations; • Recognition of an important visit to the Warden and Members of Council; and • Public Awareness Campaigns. Requests will NOT be approved: • For organizations that are political or partisan in nature, including political parties or political organizations; • Matters of political controversy; • Individual convictions; • Organizations that promote hatred, violence, racism, or discrimination of any kind; • For religious organizations or the celebration of religious events; • Celebrations, campaigns or events intended for fundraising or profit making purposes; • If the intent is contrary to Municipal policies or by-laws; • If the intent is to defame the integrity of Council; • If the event or organization has no direct relationship to the County of Elgin; and • Matters or organizations that have already received a proclamation within the same calendar year. 9. Process for Proclamation Requests for Proclamations must be submitted to the Clerk or his or her designate through the Flag Raising/Proclamation Request Form (Appendix A), at least 4 (four) weeks prior to the day requesting the proclamation be issued. The Clerk or his or her designate will ensure that the request for proclamation is eligible in accordance with the criteria in Section 8. Eligible requests will be added to the agenda of the next Regular Council Meeting for consideration by County Council. Page 152 of 186 County of Elgin Policy Manual The Clerk or his or her designate will inform the group or organization of Council's decision and make appropriate arrangements for the proclamation. 10. Lighting of the Elgin County Administration Building The County of Elgin is able to light the facade of the Elgin County Administration Building with colourful LED technology. Only Organizations or groups who meet the criteria for a flag raising and/or proclamation are also eligible to request that the Administration Building be lit with a significant colour to enhance their awareness campaign. The Elgin County Administration Building will be lit for the duration of the requested flag raising and/or proclamation, not exceeding one week. The Elgin County Administration Building will be lit from sunset until midnight during the requested period. Colour requests are subject to availability. Organizations or groups wishing to light the Elgin County Administration Building in conjunction with a flag raising and/or proclamation must indicate the colour and timeframe on the Elgin County Flag Raising/Proclamation Form (Appendix A). The County of Elgin may also light the County of Elgin Administration Building to mark certain events/occasions including but not limited to: • Victoria Day • Canada Day • Remembrance Day • The Holiday Season (December 1-31) 11.Conflicts Conflicts with the dates requested for flags to be flown by two or more organizations on the Elgin County Heritage Centre flagpole shall be settled in favour of the organization which first made its request. In the event there is a dispute between an organization and the Clerk or his or her designate as to the eligibility of a request, the appeal process shall be that County Council as a whole will consider the request, having full and final say as to whether or not the request to fly a flag will be granted. Page 153 of 186 Municipal Flag Protocol and Proclamation Policy (1.3) Request Form Please complete this form and submit it to pm ...!L!I ....li:ml "I2,2]l...l.11 .... . Organization: Epilepsy Southwestern Ontario This Organization is: BCharitable Organization BNot-for-profit Organization Event/Occasion: March 26, 2026 Purpose of Event/Occasion: Proposed Date for Flag Raising and/or Proclamation: March 26 /26 (all flag raisings/proclamation dates are subject to availability in accordance with the Policy). Heather Brooks Contact Name: 519-859-5602 Phone Number: Email Address: heath er@epilepsyswo.ca My organization is requesting (please check all that apply): ❑Flag Raising @Proclamation @Lighting the Elgin Administration Building If your organization has a written proclamation you wish to be read, please include a copy with this form. Page 154 of 186 Please see attached Has your organization achieved national or international distinction, made a significant contribution to the community, or helped to enhance the County of Elgin in a positive manner? Please describe: Please see attached Page 155 of 186 �9111►IVK910�1Erll►1 By -Law No. 26-13 "BEING A BY-LAW ADOPTING A PLAN OF COUNTY ROAD IMPROVEMENT AND ESTABLISHING A COUNTY ROAD SYSTEM IN THE COUNTY OF ELGIN AND TO REPEAL BY-LAWS 10-10, 17-27, 17-28, 17-29 and 17-30" WHEREAS pursuant to Section 11.(3).1 of the Municipal Act, 2001, S.O. 2001, c.25, an upper -tier municipality may pass by-laws respecting matters within the spheres of jurisdiction described in the Table to this section; and WHEREAS pursuant to Section 11.(3).1 of the Municipal Act, 2001, S.O. 2001, c.25, said Table authorizes an upper -tier municipality to pass by-laws regulating highways under its jurisdiction; and WHEREAS pursuant to Part 111, Section 27.(1) of the Municipal Act, 2001, S.O. 2001, c.25, a municipality may by by-law establish highways under its jurisdiction; and WHEREAS the Corporation of the County of Elgin did pass By -Law No. 10-10, 17- 27,17-28,17-29 and 17-30 and amendments thereto, thereby setting out a County Road System; and WHEREAS the description of certain roads included in the County Road System, previously established by by-law, have been affected by alterations to or diversions of the said roads or by alterations to the boundaries of certain roads of local municipalities NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin hereby enacts as follows: 1. THAT the roads shown as County Roads in "Schedule A - Parcels of Roads that are Part of the Elgin County Roads System as of October 14, 2025" attached hereto and forming part of this By -Law, are designated the County Road System of the County of Elgin and shall replace the previous versions of such named plans. 2. THAT the roads shown as County Roads comprising Schedule "A" to this By - Law, shall be known by the numbers shown in the said Schedule and such numbers shall be used for all purposes of administration and accounting. 3. THAT the cost of constructing and maintaining the County Road System shall be met by the levying of a general annual rate upon any or all of the municipalities in the County not separated therefrom for municipal purposes. 4. THAT By -Laws No. 10-10 and any other by-laws inconsistent with this one, be and are hereby repealed. 5. THAT this By -Law shall come into force and take effect upon passing. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24th DAY OF MARCH 2O26. Blaine Parkin Dominique Giguere Chief Administrative Officer/Clerk. Warden. Page 156 of 186 SCHEDULE A By -Law No. 26-13 :A1:t93:114Y910zleyi1DIN 1:rivi&I 0:82el:49101a1:1x910111►11vazle7e11113v +l9:11LTi61 (All Consolidating By -Laws as of October 14, 2025) Plans that are designated by the letter 'D' are expropriation plans. All plans that are designated by "11 R' are reference plans. 1910111► N Wd ZT97M D1. ?TA :1'0 [UUTI 0 IG[.9,101012121 :» 111 I :FI 1210101. K910 :Z9R1 DIM RI P1i14 ;"i i1 ITEM # INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-3 9 VIII WEST ELGIN 2 D-4 11 IX WEST ELGIN 3 PIN - 351180274, 351220102, 351180159 D-781 20-24-1 VII, IX -A DUTON/DUNWICH 4 D-931 9,10 A, V N. ofA DUTON/DUNWICH 5 D-932 11,12 V N. ofA DUTON/DUNWICH 6 PIN - 351130745 D-1042 13-15 VIII, IX WEST ELGIN 7 PIN - 351130745 D-1045 16,17 VIII, IX WEST ELGIN 8 PIN - 351100514 D1048 9 PIN - 351100514 D-1049 7-9 VIII, IX WEST ELGIN 10 PIN - 351220102 D-1193 1 A DUTiON/DUNWICH 11 PIN-351220102 D-1273 1 A, V N. ofA DUTON/DUNWICH 12 PIN-351220102 D-1274 2-2, 3 A, V N. ofA DUTON/DUNWICH 13 D-1276 9 A DUTON/DUNWICH 14 PIN - 351220102 D-1278 4 A DUTON/DUNWICH 15 PIN-351220102 D-1279 3-3 VN. of A -A DUTON/DUNWICH 16 PIN - 351220102 D-1281 5, 6 A DUTON/DUNWICH 17 PIN - 351250102 D-1282 6-8-6-8. A - V N. of A DUTON/DUNWICH 18 I-358349-LT 1 17 IX WEST ELGIN 19 I-384825 11R-6785 3 6,7 A WEST ELGIN 20 I-435318 11R-2527 1 13 VII WEST ELGIN 21 1-435318 11R-2527 1 13 VII 22 PIN - 351180578 11R7932 1,3,4,5,6 2,3 9 23 PIN - 351250213 11 R9748 PART 1 24 PIN - 351260638 11 R5997 PART 1, PART 2, PART 3 25 PIN - 351260638 11 R11193 PART 1, PART 2, PART 3 26 PIN - 351260638 11 R5997 PART 1, PART 2, PART 3 27 PIN - 351260638 11 R8819 PART 1, PART 2, PART 3 COUNTY ROAD #3/ KNOWN AS TALBOT LINE/ LENGTH OF ROAD 50.434km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 P-1450-93 1 —20 N.N.B.T.R. & S.N.B.T.R. SOUTHWOLD 2 P-1450-94 20-40 N.N.B.T.R. & S.N.B.T.R. SOUTHWOLD 3 P-1539-34 A, B, C, D, 1-10 12,13 WEST ELGIN 4 P-1539-35 11 —24 12,13 WEST ELGIN 5 P-2009-26 1 —12 7, 8 DUTTON/DUNWICH 6 P-2009-27 13 — 24, A, B, C, D 7, 8 DUTTON/DUNWICH 7 1 I-452401 1 PIN-351590204 11R-52831 1 1 37 1 N.B.T.R. I SOUTHWOLD Transferred from Ministry of Transportation of Ontario to County of Elgin on April 1, 1997 COUNTY ROAD #4/ KNOWN AS SUNSET ROAD & SUNSET DRIVE/ LENGTH OF ROAD 13.496km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 P-1783-73 1-4 II - VII CENTRAL ELGIN 2 P-2040-38 A, B, C, D, 40 E.N.B.T.R. & S.N.B.T.R. SOUTHWOLD 3 1-33787-LT 11R-6819 3 4 V CENTRAL ELGIN 4 CT-24639 PIN-351600218 11R-8700 1 28 PLAN 263 CENTRAL ELGIN 5 CT-39237 E399060 4 3 VII CENTRAL ELGIN 6 11R8700 1 CENTRAL ELGIN 7 PIN-352480427 11R10517 1-2 2-3 2 CENTRAL ELGIN 8 PIN - 351530441 11R2700 CENTRAL ELGIN 9 PIN - 351530441 11R4446 CENTRAL ELGIN 10 PIN - 352350771 11R8520 PART 1 CENTRAL ELGIN 11 PIN - 352350771 11R8835 PART 1 CENTRAL ELGIN 12 PIN - 352350771 11R8520 PART 1 CENTRAL ELGIN 13 PIN - 352480264 11R8679 CENTRAL ELGIN 14 PIN - 352480126 11R5725 PART 7 CENTRAL ELGIN 15 PIN - 352480125 11R5725 CENTRAL ELGIN Page 157 of 186 Transferred from the Ministry of Transportation of Ontario to County of Elgin on January 1, 1998. Bridge Street [0.274km from Carlow Road to Colborne Street] in Port Stanley transferred from the Municipality of Central Elgin to the County of Elgin on September 10, 2002. Colborne Street [1.104km from Bridge Street to the north limits of Port Stanley] in Port Stanley transferred from the Municipality of Central Elgin to the County of Elgin on September 10, 2002. COUNTY ROAD #5/ KNOWN AS DUNBOROUGH ROAD/ LENGTH OF ROAD 11.002 km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-577 24-23, 24 VII-VIII WEST ELGIN DUTTON/DUNWICH 2 I-400896 PIN - 351220101 11R-7282 1-3 1 GORE DUTTON/DUNWICH 3 I-401810 PIN - 351220101 11R-7282 1-D42 24 VII WEST ELGIN 4 PIN - 351220101 11R-1008 31-35 2 5 DUTTON/DUNWICH 5 PIN - 351160148, 351160126, 351230139 D1239 1 1 Broken Front DUTTON/DUNWICH COUNTY ROAD #6/ KNOWN AS JOHNSTON LINE/ LENGTH OF ROAD 6.079km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-798 5-10-3-8 II - III WEST ELGIN 2 1-25011 11R-5750 1 PARCEL 1 SECTION ALD-3 WEST ELGIN OR C-1 3 1-25722 PIN - 351000003 11 R-5750 1-2 2 11 WEST ELGIN 4 1-316712 11R-4298 1 4 11 WEST ELGIN 5 1 1-318114 11R-4299 1 2 111 WEST ELGIN 6 1-354972 11R-5452 1 B III WEST ELGIN 7 1-357824 11R-5749 3,4 2 111 WEST ELGIN 8 1-357843 11R-5748 3 1 11 WEST ELGIN 9 1-357979 11R-5748 2 B III WEST ELGIN 10 1-358418 11R-5748 4 2 11 WEST ELGIN 11 1-358420 11R-5749 2 1 111 WEST ELGIN 12 1-359220 11R-5749 9 4 11 WEST ELGIN 13 1-359221 11R-5749 8,10 3,4 11 WEST ELGIN 14 1-359252 11R-5749 1 1 111 WEST ELGIN 15 1-360758 11R-5748 1 A III WEST ELGIN 16 1-363627 11R-5749 11 4 11 WEST ELGIN 17 1-363628 1 11R-5748 5 2 1 11 WEST ELGIN 18 1-365849 1 11R-5749 5,6,7 3 1 11 WEST ELGIN COUNTY ROAD #7/ KNOWN AS CLACHAN ROAD/ LENGTH OF ROAD 4.693km ITEM # INSTRUMENT PIN PLAN PART#ILOTI CONCESSION MUNICIPALITY 1 1-291010 (KENT 1-455564) BOUNDARY ROAD MAINTENANCE AGREEMENT WEST ELGIN/ KENT 2 1-334973 PIN - 351000105 11R-3193 1,2 1 1 BROKEN FRONT WEST ELGIN 3 1-338698 11R-5086-P1 1 1 11 WEST ELGIN 4 1-342477 11R-4947 2 1 11 WEST ELGIN 5 1-342478 PIN - 351000105 11R-5086 1-2 1 11 WEST ELGIN 6 1-354786 1 PIN - 351000105 11R-5518 1 1 1 WEST ELGIN 7 1-361024 11R-5837 1 1 WEST ELGIN 8 1-357499 11R-5692 1 11 WEST ELGIN 9 1-358052 1 PIN - 351000105 11R-5460 1-2 1 11 WEST ELGIN Page 158 of 186 1910111► N Wd Zliill D E.13=10[UUTI0E-AN&GII JV V IN1t7I1210[ell IISK910 Z�R111N0,10100 ii1 ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 351300533 D-91 1 12, 13 V, VI, VII DUTTON/DUNWICH 2 D-108 15, 16-16 VII-VII DUTTON/DUNWICH 3 D-365 HIGHWAY #75 REVERSION PLAN DUTTON/DUNWICH 4 D-384 12, 13 IV DUTTON/DUNWICH 5 D-388 12, 13 III DUTTON/DUNWICH 6 PIN - 351300533 D-394 HIGHWAY #75 ASSUMPTION PLAN DUTTON/DUNWICH 7 PIN - 351320101 D-451 12, 13-13 I -BROKEN FRONT DUTTON/DUNWICH 8 D-570 HIGHWAY #75 REVERSION PLAN DUTTON/DUNWICH 9 PIN - 351300531 D-929 1-4 12, 13 A-V NORTH OF A DUTTON/DUNWICH 10 D-934 10, 11 X DUTTON/DUNWICH 11 PIN - 351320101 D-960 13, 14 BROKEN FRONT DUTTON/DUNWICH 12 PIN - 351320101 D-1044 12 II DUTTON/DUNWICH 13 D-1149 12 A DUTTON/DUNWICH 14 D-1227 12, 13 VII DUTTON/DUNWICH 15 D-1228 12, 13 VI DUTTON/DUNWICH 16 D-1230 12, 13 VI DUTTON/DUNWICH 17 PIN - 351300540, 351300539 D-1238 2 13 V NORTHOF A DUTTON/DUNWICH 18 PIN - 351300540, 351300541, 351300539 D-1240 3-4 13 V SOUTH OF A DUTTON/DUNWICH 19 D-1257 11 IX DUTTON/DUNWICH 20 D-1455 13 GORE DUTTON/DUNWICH 21 D-1457 12 GORE DUTTON/DUNWICH 22 D-1458 13 II DUTTON/DUNWICH 23 PIN - 351290101 D-1481 1-6 12, 13 VIII DUTTON/DUNWICH 24 D-1483 12 VIII DUTTON/DUNWICH 25 I-19650 13 GORE DUTTON/DUNWICH 26 I-21306 12 III DUTTON/DUNWICH 27 I-21796 13 II DUTTON/DUNWICH 28 I-23617 12 II DUTTON/DUNWICH 29 I-128827 12 A DUTTON/DUNWICH 30 I-138168 R-149 29,30,31 BLOCK 16 ON/DUNWICH 31 I-139382 R-63 12 A DUTTON/DUNWICH 32 I-145060 R-63 20 NORTH OF MAIN DUTTON/DUNWICH COUNTY ROAD #8 (CONTINUED) 33 1-175054 R-57 2 BLOCK D EAST DUTTON/DUNWICH 34 1-176037 R-149 BLOCK 16 DUTTON/DUNWICH 35 1-176038 R-149 31 A BLOCK 16 DUTTON/DUNWICH 36 1-176167 R-63 23 BLOCK 16 DUTTON/DUNWICH 37 1-188415 11R-835 1 12 VIII DUTTON/DUNWICH 38 1-188887 11R-834 1 21 DUTTON DUTTON/DUNWICH 39 1-195336 11R-986 7 20 DUTTON DUTTON/DUNWICH 40 1-196792 11R-986 1,2,3,4 BLOCK 16 DUTTON/DUNWICH 41 1-196793 11R-986 1,2,3,41 BLOCK 16 DUTTON/DUNWICH 42 1-203657 11R-986 5,6 12 A DUTTON/DUNWICH 43 1-203658 11R-986 8 12 A DUTTON/DUNWICH 44 1-224566 PIN - 351300539 11R-1771 4 13 V SOUTH OF A DUTTON/DUNWICH 45 1-263130 11R-2671 1 12 VIII DUTTON/DUNWICH 46 1-283301 PIN - 351300531 11R-2971 1 12 V NORTH OF A DUTTON/DUNWICH 47 1-285361 11R-3117 4 12 VIII DUTTON/DUNWICH 48 1-295885 PIN-351290101 11R-3414 6 13 VIII DUTTON/DUNWICH 49 1-308938 11R-3918 1 12 VIII DUTTON/DUNWICH 50 1-309826 PIN-351290101 11R-3876 3 13 VIII DUTTON/DUNWICH 51 1-328841 11R4666 2,5 13 11 DUTTON/DUNWICH 52 1-328842 11R4666 2,5 13 11 DUTTON/DUNWICH 53 1-336629 11R4957 3 13 GORE DUTTON/DUNWICH 54 1-358419 PIN - 351270320, 351270307 11R-5481 1 11 IX, X DUTTON/DUNWICH 55 PIN-351300539 11 R5723 56 1-362100 PIN - 351270320, 351270306 11R-5956 1 10 IX, X DUTTON/DUNWICH 57 1-364165 PIN - 351270305, 351270304 11R-6020 2 10, 11 IX DUTTON/DUNWICH 58 1-364166 PIN - 351270305, 351270304 11R-6020 1 10 IX DUTTON/DUNWICH 59 1-364515 PIN - 351270305, 351270304 11R-6020 3 10, 11 IX DUTTON/DUNWICH 60 1-378266 PIN - 351300531 11R-6556 2 13 V NORTH OF A DUTTON/DUNWICH 61 1414811 11R-7622 1 12 A DUTTON/DUNWICH 62 1414812 PIN 351300531 11R-7622 2 12 A DUTTON/DUNWICH 63 1-433950 11R-6281 7 12 IX DUTTON/DUNWICH 64 PIN-351940100 111 R6783 COUNTY ROAD #9/ KNOWN AS MCDOUGALL LINE, STALKER LINE AND DUFF LINE/ LENGTH OF ROAD 27.882km ITEM # INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 351320102 D-357 B, C III DUTTON/DUNWICH 2 1-371266 (AGREEMENT DRAIN) A 11,111 DUTTON/DUNWICH 3 1-416972 PIN - 351240137 11R-7704 1 7 11 DUTTON/DUNWICH 4 1-444621 PIN - 351090146 11R-8227 2-6 12-15 VI WEST ELGIN 5 1-444761 PIN - 351090146 11R-8227 7 15 VI WEST ELGIN 6 PIN-351320102 11R-7323 3 B 2, 3 DUTTON/DUNWICH 7 1 P IN - 351140106 11 R2904 Page 159 of 186 1910111►NWdZ197e1B1E5IVA:10101UT10E-A .061110101011I0IZFA12101 1ISK91011111FAiRM.T I ITEM # INSTRUMENT PIN PLAN PART #1 LOTI CONCESSION MUNICIPALITY 1 1 PIN - 351600105 PIN - 351600105 D-921 1 1 1 46 1 E.N.T.B.R. IWESTELGIN 2 1 1-385272 1 111R-6747 5 1 45 1 E.N.T.B.R. IWESTELGIN COUNTY ROAD #13/ KNOWN AS SHACKLETON LINE/ LENGTH OF ROAD 8.970km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-452 14-18-15-18 A-V SOUTH OF A DUTTON/DUNWICH 2 PIN - 351300526 D-603 14 A DUTTON/DUNWICH 3 D-604 19-25,A,B,C V SOUTH OF A DUTTON/DUNWICH 4 13432 14 A DUTTON/DUNWICH 5 1-23829 18 A DUTTON/DUNWICH 6 1-299803 PIN - 351300528 11 R-3573 2 14 A DUTTON/DUNWICH 7 CT-8892 11R-8462 7 14 A DUTTON/DUNWICH COUNTY ROAD #14/ KNOWN AS IONA ROAD/ LENGTH OF ROAD 13.525km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-159 OLD HIGHWAY IONA DUTTON/DUNWICH 2 D191 HIGHWAY#3 ASSUMPTION AT IONA DUTTON/DUNWICH SOUTHWOLD 3 D-208 HIGHWAY#3 REVERSION AT IONA DUTTON/DUNWICH SOUTHWOLD 4 D-359 B, C III DUTTON/DUNWICH, SOUTHWOLD 5 D-385 C-1-4 VI-N.T.R.N.B.-V DUTTON/DUNWICH, SOUTHWOLD 6 PIN - 351400175 D-687 C-1-4 VIII -XS.N.B.T.R. -N.T.R.E DUTTON/DUNWICH, SOUTHWOLD 7 PIN - 351420146, 351430133 D-750 C-1-17-1 III-V NORTH OF A R41-I-HIV-V DUTTON/DUNWICH, SOUTHWOLD 8 PIN - 351400175 D-918 1 N AND S OF T.R.N.B SOUTHWOLD 9 D-1066 1,2,3-C V-V DUTTON/DUNWICH, SOUTHWOLD 10 PIN - 351430133 D-1427 C III DUTTON/DUNWICH 11 I-18936 C VIII DUTTON/DUNWICH 12 I-24604 1 1 S.T.R.N.B. SOUTHWOLD 13 I-29477 1 N.T.R.N.B. SOUTHWOLD 14 I-197692 1 V SOUTHOWLD 15 I-286183 PIN-351400175 11R-3080 2 C VII DUTTON/DUNWICH 16 I-302819 11R-3686 2,3,6 C VI DUTTON/DUNWICH 17 I-324892 11R-4640 4 C VI DUTTON/DUNWICH 18 I-396858 11R-7072 3 1 N.T.R.N.B. SOUTHWOLD 19 I-414722 11R-7072 4 C VII DUTTON/DUNWICH 20 I-415747 11R-7072 5 C VII DUTTON/DUNWICH 21 CT-16102 PIN - 351350228 111R-8403 2 C VI DUTTON/DUNWICH 1910111► k Wd ZT97G1 DIF5WA210101UTI0►V/III121M I7A1210101i11010 911 W1 j►,100 ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-94 12-11,12 A -A DUTTON/DUNWICH 2 1-2592 (R-124) 1 BLOCK3 DUTTON/DUNWICH 3 1-22982 11,12 A DUTTON/DUNWICH 4 1-157642 (R-63) 19 DUTTON DUTTON/DUNWICH 5 1-188415 11R-835 1 12 VIII DUTTON/DUNWICH 6 11M-143 1 12 A DUTTON/DUNWICH 7 CT-41146 11R-8084 1 11 A DUTTON/DUNWICH 8 1 CT-41146 111R-6142 2 11 A DUTTON/DUNWICH 9 1 PIN-351260447 1 11 R986 Page 160 of 186 1910111►EWd:Ze7e1DX5[-1I:10[UUTI0IG[.29l11[eR1A4ILIZFI1210[ell IISK910 Z�R191WA %Y191. it ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 351370147, 351370120, 351380114 D-787 1-11, 15-17 21-24,A-C-C XI-X DUTTOIVDUNWICH 2 PIN - 351280160 D-826 2,3, 6-8 12-12, 13 VIII-IX DUTTON/DUNWICH 3 D-827 14, 15 IX X DUTTON/DUNWICH 4 D-831 16, 17 A DUTTON/DUNWICH 5 PIN - 351280159, 351370120 D-832 1-4 17, 18 XI DUTTON/DUNWICH 6 PIN-351370120 D-833 1-7 19, 20 1 DUTTON/DUNWICH 7 D-1017 43 N.T.R.E. & S.T.R.E. SOUTHWOLD 8 D-1020 37, 38, 39 N.T.R.E. & S.T.R.E. SOUTHWOLD 9 D-1021 40, 42 N.T.R.E. & S.T.R.E. SOUTHWOLD 10 D-1022 34, 36 N.T.R.E. & S.T.R.E. SOUTHWOLD 11 D-1024 31, 33 N.T.R.E. & S.T.R.E. SOUTHWOLD 12 D-1025 28, 30 N.T.R.E. & S.T.R.E. SOUTHWOLD 13 D-1026 25, 27 N.T.R.E. & S.T.R.E. SOUTHWOLD 14 D-1028 22, 24 N.T.R.E. & S.T.R.E. SOUTHWOLD 15 D-1039 20, 21 N.T.R.E. & S.T.R.E. SOUTHWOLD 16 PIN - 351480116 D-1122 1-2 15, 16 N.T.R.E. & S.T.R.E. SOUTHWOLD 17 PIN-351370120 D-1123 1,2,4 24,A XI SOUTHWOLD 18 PIN - 351480116 D-1141 1 15, 16 S.T.R. SOUTHWOLD 19 PIN - 351400104, 351480116 D-1142 1-6 13, 14 S.T.R.E. SOUTHWOLD 20 D-1147 17 S.T.R.E. SOUTHWOLD 21 PIN - 351400104 D-1148 1-10 9-.12-12 N.T.R.E. & S.T.R.E. SOUTHWOLD 22 PIN - 351380114 D-1151 1-6 7, 8 N.T.R.E. & S.T.R.E. SOUTHWOLD 23 PIN - 351380114 D-1152 1-6 5, 6 N.T.R.E. & S.T.R.E. SOUTHWOLD 24 PIN - 351380114 D-1153 1,2 4 N.T.R.E. & S.T.R.E. SOUTHWOLD 25 PIN - 351380114 D-1218 1 8 S.T.R. SOUTHWOLD 26 PIN - 351370147 D-1459 1 C X SOUTHWOLD 27 1-22829 44 S.T.R.E. SOUTHWOLD 28 1-22943 44 N.T.R.E. SOUTHWOLD 29 1-25090 23 S.T.R.E. SOUTHWOLD 30 1-25010 A XI SOUTHWOLD 31 1-259 43, 44 N.T.R.E. SOUTHWOLD 32 1-138331 21 S.T.R. SOUTHWOLD 33 1-138934 BOARD OF EDUCTION -LAND PURCHASE SOUTHWOLD 34 1-144099 D-1021 4 41, 42 N.T.R.E. SOUTHWOLD 35 1-146399 D-1028 2 22 N.T.R.E. SOUTHWOLD 36 1-146400 D-1028 8 22 N.T.R.E. SOUTHWOLD 37 1-193173 D-1123 3, 4 A XI DUTTON/DUNWICH 38 1-211751 PIN - 351400104 11R-1359 1 9-.12 S.T.R.E. SOUTHWOLD 39 1-277242 11R-2027 1 44 N.T.R. SOUTHWOLD COUNTY ROAD #16 (CONTINUED) 40 358862-LT 21-24, A, B 10-12 SOUTHWOLD 41 1-396580 11R-7112 1 19 N.T.R. SOUTHWOLD 42 1-406040 PIN - 351570163 11R-7382 1 32 S.T.R. SOUTHWOLD 43 1-5828 PIN - 351560441 11R-7255 3 39 N.T.R. SOUTHWOLD 44 11R-10785 3 34 N.T.R. SOUTHWOLD 45 D921 1 46 E.N.B.T.R SOUTHWOLD 46 PIN-351560433 11 R5459 Cde111►EWd:Ze7e1DIVIE:1I:10[UUTI0I-M-111IISIIVIII IIII WA1210[0E.11010 el_1DIIE:1Nic�%]:� ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 351580113 D-1435 1 21, 22 II SOUTHWOLD 2 PIN - 351590208, 351580229 D-1436 2 23, 24 III SOUTHWOLD 3 PIN - 351590209 D-1437 1-2 26, 27 III SOUTHWOLD 4 D-1442 18 W.N.B.T.R. SOUTHWOLD 5 PIN - 351580113, 351580229 D-1472 1,3 22, 23 11,111 SOUTHWOLD 6 1-138934 BOARD OF EDUCATION LAND PURCHASE SOUTHWOLD CENTRAL ELGIN 7 1-266413 4,5 11 SOUTHWOLD 8 1-357254 PIN - 351450242, 351450010 11R-5499 3,6 12 11 SOUTHWOLD 9 1-360081 PIN - 351450241, 351450242 11R-5845 3,4 12 11 SOUTHWOLD 10 1-933406 49 W.N.B.T.R. WESTMINSTER 11 1-421983 11R-7799 5,6,7 5 111 SOUTHWOLD 12 1-422296 PIN - 351450243 11R-1123 2 6 111 SOUTHWOLD 13 11R-7971 10 14 11R-1123 2 15 PIN - 351590208 11 R-2079 1,2 16 11R-7799 1-7 6 111 SOUTHWOLD_ 17 PIN - 351590209, 351590208 11R-971 10 18 D-1029 3 19 PIN-351590209 D1029 Page 161 of 186 Cdi111►NWdZIOUIll ['7I:10[UUTIIIG[.9,A1I:4DlI1210[ell IISK910 Z�R19y4i13c3► . i1 ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 P-1917-59 12,13,123,124 I-V, G.N., S.T.R. BAYHAM 2 P-1917-60 124-127,19-25 S.T.R. & N.T.R. N.G, VIII-X BAYHAM 3 I-209368 11R-7656 2 1 S.T.R. BAYHAM 4 1-385564 PIN - 353410255, 353410256 11 R-5905 11-12 23,24-23 IX IX BAYHAM 5 I-385564 11 R-5911 1 23 IX BAYHAM 6 1-385564 PIN - 353420284, 353420283 11 R-6366 6 22 VIII BAYHAM 7 1-385564 11R-6461 1-3 23-24 9 BAYHAM 8 1-390241 11 R-6946 2-4 15-16 4 BAYHAM 9 I-390286 PIN - 353410257 11 R-6959 1 23,24 IX BAYHAM 10 1-390287 PIN - 353410257 11 R-6959 2 23,24 IX BAYHAM 11 I-392865 11 R-4217 2, 3 23 IX BAYHAM 12 1-393137 11R-7041 1-3 20 8 BAYHAM 13 I-395424 11 R-7103 2, 3 23 IX BAYHAM 14 I-395424 11 R-4217 3 23 IX BAYHAM 15 I-396820 11 R-7138 2 15 V BAYHAM 16 I-405506 11R-7391 3 126, 127 N.T.R. BAYHAM 17 I-406037 11R-7460 1 124 S.T.R. BAYHAM 18 I-411633 11 R-7462 3 23 IX BAYHAM 19 I-415579 11R-7656 2 1 S.T.R. BAYHAM 20 I-424005 11 R-7850 2 15 V BAYHAM 21 I-432710 11R-7453 2 1 N.T.R. BAYHAM 22 I-438444 11 R-8138 3 13 II BAYHAM 23 I-432710 11R-7453 2 1 N.T.R. BAYHAM 24 I-438444 11 R-8138 3 13 II BAYHAM 25 I-445186 11R-8234 3 15 IV BAYHAM 26 I-449247 11 R-8375 2 12 II BAYHAM 27 I-450653 11 R-8236 3 16 VII BAYHAM 28 I-450654 11R-8292 1, 2 20 NORTH GORE BAYHAM 29 I-450866 11 R-8386 2 16 VIII BAYHAM 30 I-454810 11R-8566 3,4,5, 123 S.T.R. BAYHAM 31 CT-39714 11R-8999 1-3 19 NORTH GORE BAYHAM 32 PIN - 353350262 11 R-9063 3 15 5 BAYHAM 33 11 R-10290 4-6 124 SOUTH OF TALBOT BAYHAM 34 PIN-353250101 D919 35 PIN-353220272 D706 36 PIN - 353220300 11 R8375 37 PIN-353220274 D711 38 PIN - 353220307 11 R8611 PART 2 39 PIN - 353320706 11 R9522 PART 2 Transferred from ministry of transportation of Ontario to county of Elgin on April 1, 1997. Robinson Street through Port Burwell transferred from the Municipality of Bayham to the County of Elgin on September 10, 2002. Page 162 of 186 1910111► N Wd:Zile\ D1.?*7I:/'0[UUTI0IG[.Y11011010CI JA1210101.K91091FAMM:Mii1 ITEM INSTRUMENT PIN PLAN PART LOT CONCESSION MUNICIPALITY 1 PIN-352490103 D60 2 PIN - 351450251, 351470102 D791 3 D-261 16 R1, S.U.R. SOUTHWOLD 4 D-755 16 R1 & 2, S.U.R. CENTRAL ELGIN 5 PIN - 351450260 D-775 7 III SOUTHWOLD 6 PIN - 352490103 D-820 R-117 1 11 CENTRAL ELGIN 7 PIN - 351490162 D-943 1-5 8, 9 R1, N.&S.U.R. SOUTHWOLD 8 PIN - 351490162 D-944 1-6 6, 7 R1,N.&S.U.R. SOUTHWOLD 9 PIN - 351480257 D-945 1-2 18, 19 S.T.R.E.B. SOUTHWOLD 10 PIN - 351490162 D-949 1-4 10,11 R1, N.&S.U.R. SOUTHWOLD 11 D-956 12,13 R1, N.&S.U.R. SOUTHWOLD 12 D-959 14,15 R1, N.&S.U.R. SOUTHWOLD 13 1-201 NORTH OF #4 CENTRAL ELGIN 14 1-25082 1 15 S.T. R.N.B. SOUTHWOLD 15 1-26295 19 S.T. R.N.B. SOUTHWOLD 16 1-138934 BOARD OF EDUCATION LAND PURCHASES SOUTHWOLD CENTRAL ELGIN 17 1-150850 R-117 17 CENTRAL ELGIN 18 1-158624 R-117 1, 21 CENTRAL ELGIN 19 1-178150 PIN - 351480117 R-14, R-465 10 19 SOUTHWOLD 20 1-192730 R-117 CENTRAL ELGIN 21 1-192731 R-117 11 CENTRAL ELGIN 22 1-198233 PIN - 351450251 11 R-967 1-15 7 V SOUTHWOLD 23 1-206765 11R-284 1 5 1 SOUTHWOLD 24 1-223497 11R-157 6 R157 SOUTHWOLD 25 1-225804 11R-1918 1 15 S.N.B.T.R. SOUTHWOLD 26 1-266413 11R-519 5 11 SOUTHWOLD 27 1-310439 D-1309, D-1310 1 V-V SOUTHWOLD 28 1-396580 PIN - 351480117 11R-7112 1 19 N.T.R. SOUTHWOLD 29 1-279910 11R-7264 3 16 RI I, S.U.R. SOUTHWOLD 30 1-385743 11R-7462 3 23 IX SOUTHWOLD 31 1 1-328596 11R-7481 4, 5 1 SOUTHWOLD 32 1-286453 11R-7733 2 2 S.N.B.T.R. SOUTHWOLD 33 1-419151 11R-7733 2 15 S.N.B.T.R. SOUTHWOLD 34 1-424837 11R-7892 3 1 19 S.T.R. SOUTHWOLD 35 CT20178 11R-8682 8 1 5 11 SOUTHWOLD 36 D60 37 11R-465 6-10 18-19 N.T.R.E SOUTHWOLD 38 D-758 15-16 S.N.B.T.R. SOUTHWOLD 39 D-775 6-7 3 SOUTHWOLD 40 D-791 1-13 15-17 1 3-4 N.T.R.E SOUTHWOLD 41 PIN - 351470102, 351480117 D758 COUNTY ROAD #21/ KNOWN AS WARREN STREET/ LENGTH OF ROAD 0.421km �CelumMm','i. w6wo Page 163 of 186 Cdi111►NWd:Zi7e1B1Ec3WA210[UUTIIIG[.SW-AI SMAIZRITCZ07_191I1210101IS[9]0111011c3► I. it ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 352450165 D-226 7 VI CENTRAL ELGIN 2 PIN - 352470130 D-995 7,8 II CENTRAL ELGIN 3 PIN - 352460231 D-996 13, 5-18, 20, 21, 4,19 7,8 III CENTRAL ELGIN 4 PIN - 352450257 6-11 99 1 7 III - CENTRAL ELGIN 5 PIN-352450165 D-1143 1 8 VI CENTRAL ELGIN 6 PIN - 352450257 D-1182 1 8 V CENTRAL ELGIN 7 PIN - 352460195 D-1192 1 7 IV CENTRAL ELGIN 8 PIN - 352460195 D-1221 1 7 IV CENTRAL ELGIN 9 PIN - 352450257 D-1226 1-2 8 V CENTRAL ELGIN 10 PIN - 352450257 D-1234 1 8 V CENTRAL ELGIN 11 PIN - 352450257 D-1251 1 8 V CENTRAL ELGIN 12 D-1253 8 VII CENTRAL ELGIN 13 D-1254 7 VI CENTRAL ELGIN 14 D-1256 8 VII CENTRAL ELGIN 15 PIN - 352460195 D-1258 1 8 IV CENTRAL ELGIN 16 PIN - 352450165 D-1259 1 8 VI CENTRAL ELGIN 17 PIN - 352450165 D-1261 1-2 7 VI CENTRAL ELGIN 18 PIN - 352450165 D-1262 13 7 VI CENTRAL ELGIN 19 PIN - 352460195 D-1401 1-11 7,8 IV CENTRAL ELGIN 20 PIN - 352450165 D-1461 7 VI CENTRAL ELGIN 21 I-303 8 V CENTRAL ELGIN 22 I-38980 7 VI CENTRAL ELGIN 23 I-39000 8 V CENTRAL ELGIN 24 I-39001 8 V CENTRAL ELGIN 25 I-39012 7 IV CENTRAL ELGIN 26 I-39014 8 VII CENTRAL ELGIN 27 1-40962 8 IV CENTRAL ELGIN 28 I-139144 D-996 19 7 III CENTRAL ELGIN 29 I-139145 D-996 4 8 III CENTRAL ELGIN 30 I-191915 PIN - 352450165 11R-877 6 7 VI CENTRAL ELGIN 31 I-191916 PIN - 352450165 11R-877 8 7 VI CENTRAL ELGIN 32 I-226017 PIN - 352450165 11R-877 4 7 VI CENTRAL ELGIN 33 I-237624 PIN - 352450165 11R-2127 1 7 VI CENTRAL ELGIN 34 I-243389 PIN-352460231 11R-2291 1,2 7 III CENTRAL ELGIN 35 I-243390 PIN - 352460231 11R-2291 13 7 IX CENTRAL ELGIN 36 I-244514 PIN - 352450257 11R-2391 1 8 V CENTRAL ELGIN 37 I-251593 7 VII CENTRAL ELGIN 38 I-366057-LT 1-17 76 PLAN 254 ST. THOMAS Cd0111►III I'd:Z97e1 >E:3'•1�►1�[U�1�1��GF►`]�GF►`�r:Z�R1�7��[l��i[�]�:Z�R1�y�CI:�l:1ii1 ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-40 1->3-3 III -IV CENTRAL ELGIN 2 D-229 1->3-3 III -IV CENTRAL ELGIN 3 PIN - 352560300 D-729 , R-49, R-24 2, 3 I'll CENTRAL ELGIN 4 1-17276 2 II CENTRAL ELGIN 5 1-198818 1 R-117 CENTRAL ELGIN 6 1-343999 1 PIN - 352550173 11R-5236 1 1 1 1 R-49 CENTRAL ELGIN 7 1-415737 1 1 D-729 I 1 I I CENTRAL ELGIN 8 1 PIN - 3525701021 D729 9 1 PIN - 3525701021 D233 Page 164 of 186 1910111►NWdZIi7e1BXYZ1=10[01UTIOFWARS91OM121:»I0IMFI1210[e 1ISK910INF:101FQ.Tri o�PIN 352590141 o�PIN 352590141 - m�- m� m®oo m�©®o mo©� CENTRAL ELGIN moo®o m�a®� m�®®o m�©®o CENTRAL ELGIN ®©®o m©o� CENTRAL ELGIN - m�- m�- m�- ®�o�� CENTRAL ELGIN CENTRAL ELGIN CENTRAL ELGIN memo CENTRAL ELGIN m�®mom CENTRAL ELGIN m�©mom CENTRAL ELGIN CENTRAL ELGIN m�©oo CENTRAL ELGIN - m� 10 Page 165 of 186 COUNTY ROAD #25/ KNOWN AS WELLINGTON ROAD/ LENGTH OF ROAD 6.184km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN-351690229 D-455A & B B N.T.R.E. SOUTHWOLD 2 D-464 A,B N.T.R.E. SOUTHWOLD 3 PIN-351690229 D-506A & B PARK LOTJ R-174 CENTRAL ELGIN 4 PIN - 351660001 D-708 1-D-1 E.-N.T.R.E.-RI S.E.R. CENTRAL ELGIN 5 PIN-351610101, 351620101, 35165018, 3516501845 D-767 36892 Rt&2 N.E.R. X-�XII-A ->D .T. GORE NR. SOUTHWOLD, CENTRAL ELGIN 6 1-322 1 XII CENTRAL ELGIN 7 1-24807 C N.T.R.E. SOUTHWOLD 8 1-29906 C GORE SOUTHWOLD 9 1-31225 PARK LOTJ R-174 CENTRAL ELGIN 10 1-35306 PARK LOTJ R-174 CENTRAL ELGIN 11 1-35908 1 R.S.E.R. CENTRAL ELGIN 12 1-43081 PARK LOTJ R-174 CENTRAL ELGIN 13 1-43082 PARK LOTJ R-174 CENTRAL ELGIN 14 1-43083 PARK LOTJ R-174 CENTRAL ELGIN 15 1-44340 PARK LOTJ R-174 CENTRAL ELGIN 16 1-104643 1 A CENTRAL ELGIN 17 1-78300 PARK LOTJ R-174 CENTRAL ELGIN 18 1-314062 PIN - 351660001 11R-4154 1 1 RI S. E.R. CENTRAL ELGN 19 1-358717 PIN-351610101, 351620101 11R5734 2 1 12 CENTRAL ELGIN 20 1-360757 PIN-351610101, 351620101 11R5734 3 1 11 CENTRAL ELGIN 21 1-356006-LT PARK LOTJ R-174 CENTRAL ELGIN 22 1-384586 PIN - 351610101 11R-6761 1,2 1 R-322 CENTRAL ELGIN 23 11R-7595 1 1 RI S.E.R. CENTRAL ELGIN 24 1-412001 11R-7611 3 C GORE SOUTHWOLD 25 1-420805 PIN-351620101 11R-7745 2 1 X CENTRAL ELGIN 26 1-446433 PIN-351700532 11R-8321 1 PARTOF BLOCK K R-174 CENTRAL ELGIN 27 CT-19608 11R-8748 1 'C' OR 45 GORE LOT N.T.R. SOUTHWOLD 28 CT-51656 11R-9127 1,2 1 RI S.E.R. CENTRAL ELGIN 29 CT-51700 11R-9110 5 1 C SOUTHWOLD 30 CT-51701 11R-9110 1,6 1 C SOUTHWOLD 31 1-162138 11R-231 1, 3 1 D SOUTHWOLD 32 1-30055 11R-231 4 1 D SOUTHWOLD 33 1-25883 PIN - 351650185 11R-231 5 1 D SOUTHWOLD 34 D767 PIN- 351650185, 351650184 11R-232 17 1 D SOUTHWOLD 35 11R-232 14,16 1 N.O.E.R I SOUTHWOLD 36 PIN - 351690229 D720 37 PIN-351690229 11R780 38 PIN - 351690229 11 R1 39 PIN - 351650184 11 R2 40 PIN-351660375 11R7595 COUNTY ROAD #26/ KNOWN AS ST. GEORGE STREET/ LENGTH OF ROAD 1.384km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-892 41-3-A-.D E. OF N.B.T.R.-D-E OF N.B.T.R. SOUTHWOLD 2 D-893 43,44 E. OF N.B.T.R. SOUTHWOLD 3 D-894 46-.49 E. OF N.B.T.R. SOUTHWOLD 4 D-1252 341 D-E.T.R.N.B. SOUTHWOLD 5 D-1265 COWAN PARK EXPROPRIATION CENTRAL ELGIN 6 1-272 1 IX CENTRAL ELGIN 7 1-275 1 IX CENTRAL ELGIN 8 1-120592 41,42,43,45 E. OF T.R.N.B. SOUTHWOLD 9 1-128639 PARKINS CNR CENTRAL ELGIN 10 1-172111 GORE C,45 N.T.R. SOUTHWOLD 11 1-181401 1 IV CENTRAL ELGIN 12 1-201554 PIN-351660002 11R-1218 6,7 1 IX CENTRAL ELGIN 13 1-239601 11R-2102 C,45,46 N.T. R. E. SOUTHWOLD 14 1-250669 11R-311 ASSUMPTION BY M.T.O. CENTRAL ELGIN 15 1-282112 PIN-351660002 11R-3043 1 2-BLOCK H R-28 CENTRAL ELGIN 16 1-282780 PIN-351660002 11 R-30571 3 1 IX CENTRAL ELGIN 17 1-299629 11R-3241 1 2-BLOCK B R-28 CENTRAL ELGIN 18 1-299630 PIN-351710096 11R-3241 6,7 6,7 XI CENTRAL ELGIN 19 1-302478 PIN-351710095 11R-3620 1 3-BLOCK D R-28 CENTRAL ELGIN 20 1-375412 1-.18 1 9 CENTRAL ELGIN 21 1-381866 PIN-351710097, 351710192 11R-6573 1 1-BLOCK E R-28 CENTRAL ELGIN 22 1-393667 PIN-351660002 11R-7049 1 1,2-H 1-J R-28 CENTRAL ELGIN 23 1-430231 PIN-351660002 11R-7950 1 1 IX CENTRAL ELGIN 11 Page 166 of 186 1910111►NWd:Zile\D E:ArIA:10[UUTIIMARK**]WilHrG\IIIIIZFI1210101.K910DIMW ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-229 1,2,3-34 II -III -IV CENTRAL ELGIN 2 D-722 10,11 III,IV CENTRAL ELGIN 3 D-907 19,20 III,IV CENTRAL ELGIN 4 PIN - 352620290 D-908 1-9 17,18 III,IV CENTRAL ELGIN 5 D-912 1-9 11,12 III,IV CENTRAL ELGIN 6 PIN - 352620290 D-913 15,16 III,IV CENTRAL ELGIN 7 D-914 13,14 III,IV CENTRAL ELGIN 8 D-916 9,10 III,IV CENTRAL ELGIN 9 D-917 7,8 III,IV CENTRAL ELGIN 10 D-922 4,5,6 III,IV CENTRAL ELGIN 11 D-941 6 IV CENTRAL ELGIN 12 I-128243 PERRY -UNION R-47 CENTRAL ELGIN 13 I-129840 6 IV CENTRAL ELGIN 14 I-136830 D-908 4 18 IV CENTRAL ELGIN 15 I-139144 D-996 19 7 III CENTRAL ELGIN 16 1-139145 D-996 4 8 III CENTRAL ELGIN 17 I-141053 3 IV CENTRAL ELGIN 18 I-145514 D-917 1 7 IV CENTRAL ELGIN 19 I-209293 11R-1459 1 9 IV CENTRAL ELGIN 20 I-243389 11R-2291 1,2,3 7 III CENTRAL ELGIN 21 I-243390 11R-2291 1,2,3 6,7 XI CENTRAL ELGIN 22 I-251593 11R-2291 1,2,3 7 IV CENTRAL ELGIN 23 I-277791 11R-2925 1 5 IV CENTRAL ELGIN 24 I310354 11R-3836 2 4 R-47 CENTRAL ELGIN 25 I336168 PIN - 351520174 11 R-49951 1 1,2 1 R-47 CENTRAL ELGIN 26 I396579 11R-71111 2 5 IV CENTRAL ELGIN 27 1400711 11R-7259 3 20 IV CENTRAL ELGIN 28 1400263 11R-7010 3 19 IV CENTRAL ELGIN 29 PIN - 351520174 11 R-77 1-3 2 3-4 CENTRAL ELGIN 30 PIN - 351520139 11R-7420 2 1 East of Range Road CENTRAL ELGIN 31 1-183858 PIN - 351520363 11R-8074 1 15 R1 - N.O.U.R 32 1-123644 PIN - 351520363 11R-8074 2 16 R1 - N.O.U.R 33 PIN - 351520377 11R-9378 2-5 1 R2 - N.O.U.R 12 Page 167 of 186 1910111► N Wd Z19M [01UTI0IG[.Yy21011210I11IR10 9JA1210101.K910:ZUG1I ZAlRRAM I ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 352450190 D-1480 1 10 VI CENTRAL ELGIN 2 1-251 10 VIII CENTRAL ELGIN 3 1-257 11 VI11 CENTRAL ELGIN 4 1-261 11 VI11 CENTRAL ELGIN 5 1-308 10 VI11 CENTRAL ELGIN 6 1 1-20621 11M-48 BLOCK A CENTRAL ELGIN 7 1-32213 10 VI11 CENTRAL ELGIN 8 1-191147 11R-905 2,3 2 VI11 CENTRAL ELGIN 9 1-199486 11R-905 1 11 VI11 CENTRAL ELGIN 10 1-199683 11R-1202 2 11 VI11 CENTRAL ELGIN 11 1-202051 11 VI11 CENTRAL ELGIN 12 1-202214 11 VI11 CENTRAL ELGIN 13 1-205703 11R-1362 1 10 VI11 CENTRAL ELGIN 14 1-211678 11R-1531 1,5,6 11 VII CENTRAL ELGIN 15 1-268540 10 VI11 CENTRAL ELGIN 16 1-272056 11R-2823 2 11 VI11 CENTRAL ELGIN 17 1-276339 11R-2791 1 10 VI11 CENTRAL ELGIN 18 1-300599 PIN - 352670252 11R-3584 1 11 VI11 CENTRAL ELGIN 19 1-252420 PIN - 352630129 11R-4328 2 11 VI11 CENTRAL ELGIN 20 1-317763 PIN - 352630129 11R-4328 1,3 11 VII CENTRAL ELGIN 21 1-321877 PIN - 352630129 11R-4486 1 11 VI11 CENTRAL ELGIN 22 1-179520 PIN - 352630129 11R-5375 1,2,4 11 VII CENTRAL ELGIN 23 1-207262 PIN - 352630129 11R-5072 1 11 VII CENTRAL ELGIN 24 1-269297 PIN - 352450190 11R-5629 1,2 10 VI CENTRAL ELGIN 25 1-356030 PIN - 352450190 11R-5681 1,4,5 10 VI CENTRAL ELGIN 26 1-256948 PIN - 352450190 11R-5681 2,3 10 VI CENTRAL ELGIN 27 1-294494 11R-5718 1 10 VII CENTRAL ELGIN 28 1-349619 PIN - 352630129 11R-5718 2 10 VII CENTRAL ELGIN 29 1-349622 PIN - 352630129 11R-5718 3 11 VII CENTRAL ELGIN 30 1-361828-LT 10 VI11 CENTRAL ELGIN 31 1-365828-LT 10 VI11 CENTRAL ELGIN 32 1-146924 11R-6790 3 10 VI11 CENTRAL ELGIN 33 1-318706 PIN - 352630129 11R-6984 3 11 VII CENTRAL ELGIN 34 1-263789 11R-7149 8 10 VI11 CENTRAL ELGIN 35 1-388793 11R-7149 9,13 10 VI11 CENTRAL ELGIN 36 1-179520 11R-4328 1,3 11 VII CENTRAL ELGIN 37 1-252420 11R-4328 2 11 VII CENTRAL ELGIN 38 P.I.N. 35267-0158 11R-10087 1 11 VI11 CENTRAL ELGIN 39 1-159273 11R-4023 2,3 10 VI CENTRAL ELGIN 50 PIN - 352630245, 352630248 11R10930 1,4 COUNTY ROAD #29/ KNOWN AS WONDERLAND ROAD/ LENGTH OF ROAD 3.534km ITEM # INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 I I D-893 1 1, 2 1 43, 44 1 E.N.B.T.R Southwold 2 1 1 1 D-894 1 46,47,48,49 E.N.B.T.R I Southwold 13 Page 168 of 186 1910111►NWd:19le DE'Ail7I 101TITI,IG[.ya[ela 01111,11METANI/21RI12I1210101ISK910 ZUG1M11FAEINN ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-206 8 R. S. E. R. CENTRAL ELGIN 2 D-978 9 X CENTRAL ELGIN 3 D-1062 9 va CENTRAL ELGIN 4 D-1111 8,9 X CENTRAL ELGIN 5 D-1112 8,9 R1,2-N.E.R CENTRAL ELGIN 6 D-1117 8,9 XII CENTRAL ELGIN 7 D-1178 9 X CENTRAL ELGIN 8 D-1180 8 X CENTRAL ELGIN 9 D-1260 8 XI CENTRAL ELGIN 10 D-1428 8 XIII CENTRAL ELGIN 11 D-1429 9 XIII CENTRAL ELGIN 12 D-1430 8 XIII CENTRAL ELGIN 13 D-1431 1 9 XIII CENTRAL ELGIN 14 I-250001 PIN - 351610168 D-1433 1 8 13 CENTRAL ELGIN 15 I-31307 9 II CENTRAL ELGIN 16 I-31339 9 XI CENTRAL ELGIN 17 I-32537 8,9 1 X CENTRAL ELGIN 18 I-32538 8 X CENTRAL ELGIN 19 I-32541 8,9 X CENTRAL ELGIN 20 I-32563 9 XI CENTRAL ELGIN 21 I-38005 9 R2-N.E.R. CENTRAL ELGIN 22 I-38146 8 R1-N.E.R. CENTRAL ELGIN 23 I-39714 8 S.E.R. CENTRAL ELGIN 24 I-138934 BOARD OF EDUCATION LAND PURCHASES CENTRAL ELGIN 25 I-149628 1 9 1 XI CENTRAL ELGIN 26 I-160184 9 XI CENTRAL ELGIN 27 I-196287 9 XI CENTRAL ELGIN 28 I-238817 11R-2279 1 9 XI CENTRAL ELGIN 29 ELGIN COUNTY BY-LAW 2484 11R-2279 2,5 9 XI CENTRAL ELGIN 30 I-196287 11R-2279 3, 4 9 XI CENTRAL ELGIN 31 I-168487 11R-2279 6 9 XI CENTRAL ELGIN 32 I-87878 11R-2602 1 9 XIII CENTRAL ELGIN 33 I-44737, I-100460 11R-2619 1 8 XI CENTRAL ELGIN 34 I-163819 PIN - 351610168 11 R-36021 1 7 1 XIII CENTRAL ELGIN 35 I-203462 11 R-61981 1 8 1 X CENTRAL ELGIN 36 I-302974 11R-6198 2,3 9 X CENTRAL ELGIN 37 I-318749 11R-6198 4-7 8 R2-N. E.R CENTRAL ELGIN 38 I-92001-11-LT 7,8 N.E.R. CENTRAL ELGIN 39 PIN -35269-0126 11R-9350 2 9 12 CENTRAL ELGIN 40 IPIN-35268-0110 11R-9350 3 9 11 CENTRAL ELGIN 41 PIN-35616-0172 11R-9350 4 8 12 CENTRAL ELGIN 42 PIN-35161-0169 11R-9350 5 8 12 1 CENTRAL ELGIN 43 PIN - 351610196 11 R9350 PART5 44 PIN - 351610194 111 R9350 IPART4 COUNTY ROAD #31/ KNOWN AS DALEWOOD ROAD/ LENGTH OF ROAD 1.515km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-1166 4,5 R1-N.E.R. CENTRAL ELGIN 2 D-1169 4 5 R2-N.E.R. CENTRAL ELGIN 3 1-238057 11R-1902 2-3 5 R2-N.E.R. CENTRAL ELGIN COUNTY ROAD #32/ KNOWN AS HACIENDA ROAD/ LENGTH OF ROAD 5.814km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 352870121 D-1174 1-2 15,16 IX MALAHIDE 2 D-1175 1-5 13-15 VIII-N. GORE MALAHIDE 3 D-1176 1 13 VIII MALAHIDE 4 D-1177 1-3 11-12 VIII MALAHIDE 5 D-1179 1-2 15 VIII MALAHIDE 6 PIN - 352870357 D-1181 1-3 15,16 VIII MALAHIDE 7 PIN - 352870357 D-1183 1-2 15 VIII MALAHIDE 8 PIN - 352870121 D-1194 1-2 15 IX MALAHIDE 9 PIN - 352870121 D-1219 1-2 16 IX MALAHIDE 10 PIN - 352870121 D-1220 1 16 IX MALAHIDE 11 D-1224 1-6 12-13 N.GORE-VIII MALAHIDE 12 D-1225 1-4 12,85 VIII-N.T.R. MALAHIDE 13 D-1231 1-2 12 VIII MALAHIDE 14 PIN - 352870357 D-1232 1-3 15-16 N.GORE-VIII MALAHIDE 15 15 VIII MALAHIDE 16 I-182743 11R-602 1 16 VIII MALAHIDE 17 I-184282 11R-681 1 11 VIII MALAHIDE 18 I-237178 11R-2228 1 84,85 N.T.R. MALAHIDE 19 PIN - 352870105 11 R-4324 5 VIII MALAHIDE 20 PIN - 352870105 1 11 R6046 MALAHIDE 14 Page 169 of 186 Cdi111►NWd:ZiM1111 NE1=10[01UTI,IG[.yUTlIN1611a 19111:711ImrA12101 1ISK910DIM EAP TNI ITEM# INSTRUMENT PIN PLAN PART# LOT I CONCESSION MUNICIPALITY 1 PIN - 352700173 D-449 1-6 1,2,3-15,16 VII-VIII-XV CENTRAL ELGIN 2 1-41017 1 15 1 XV CENTRAL ELGIN 3 1-328843 MAINTENANCE AGREEMENT WITH M IDDLESEX CENTRAL ELGIN COUNTY ROAD #35/ KNOWN AS SPRINGWATER ROAD/ LENGTH OF ROAD 9.160km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-935 1-9 28-74 VIII-S.T.R.E. CENTRAL ELGIN, MALAHIDE 2 1-137442 PIN - 352900101 D-936 1-4 28 VII-GORE S.T.R.E. CENTRAL ELGIN, MALAHIDE 3 1-132449 PIN - 352900101 D-937 1-6 1, 28 VI-V CENTRAL ELGIN, MALAHIDE 4 D-964 28 VII CENTRAL ELGIN 5 1-149422, 1-175311, 1-202520 PIN - 352880218 11R-7426 1-6 28 IX CENTRAL ELGIN 6 1-279182 11R-7428 1-2 24 S.E.R. CENTRAL ELGIN 7 1-366091, 1-366092 11R-6082 1-3 1, 24 8, 10, R2-N.E.R. CENTRAL ELGIN, MALAHIDE 8 1-366093, 1-401781 11R-6083 1-3 74I .T.R. MALAHIDE 9 1-366094 11R-6084 1 74 N.T.R. MALAHIDE 10 1-405795, 1-406507 114-7428 1-2 24 S.E.R. - R1.N.E.R CENTRAL ELGIN 11 1-406176, 1-406038, 1-407565, 1409693 11R-7426 1-6 28 IX CENTRAL ELGIN 14 PIN - 352880218 D984 CENTRAL ELGIN COUNTY ROAD #36/ KNOWN AS QUAKER ROAD/ LENGTH OF ROAD 12.465km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 352640102 D-238 20,21 VII CENTRAL ELGIN 2 PIN - 352590112 D-703 15-21 1-11 CENTRAL ELGIN 3 PIN - 352610175 D-1019 1 22 VI CENTRAL ELGIN 4 PIN - 352660245 D-1055 1-6 19 VIII CENTRAL ELGIN 5 PIN - 352600220 D-1056 1-3 21,22 111 CENTRAL ELGIN 6 D-1058 1-7 21,22 VI CENTRAL ELGIN 7 PIN - 352610175 D-1059 1-5 21,22 V CENTRAL ELGIN 8 PIN - 352610176 D-1060 21,22 IV CENTRAL ELGIN 9 PIN - 352640102 D-1064 21,22 V CENTRAL ELGIN 10 1-163232 PIN - 352640102 D-1065 19,20 VI,VIII CENTRAL ELGIN 11 D-1067 21,22 VIII CENTRAL ELGIN 12 1-38006 22 V CENTRAL ELGIN 13 1-38452 1 22 VI CENTRAL ELGIN 14 1-38559 21 V CENTRAL ELGIN 15 1-39003 21 11 CENTRAL ELGIN 16 1-39004 22 111 CENTRAL ELGIN 17 1-39005 21 VII CENTRAL ELGIN 18 1-39013 21 VI CENTRAL ELGIN 19 1-42429 19 VIII CENTRAL ELGIN 20 1-180514 PIN - 352660245 11R-166 1,2,3 18 VIII CENTRAL ELGIN 21 1-297180 11R-3339 1 22 VI CENTRAL ELGIN 22 1-307744 11R-3893 1 21 IV CENTRAL ELGIN 23 1-453623 PIN - 352630209 11R-7554 5-6 21-22 VI CENTRAL ELGIN 24 CT-24564 11R-8677 3 21 111 CENTRAL ELGIN 25 PIN - 352610195 11R8989 CENTRAL ELGIN 26 PIN - 352620302 11R8989 CENTRAL ELGIN 27 PIN - 352610191 11R8989 CENTRAL ELGIN 28 PIN - 352610194 11R8989 CENTRAL ELGIN 29 PIN - 352610192 11R8989 CENTRAL ELGIN 30 PIN - 352630209 11R450 CENTRAL ELGIN 15 Page 170 of 186 COUNTY ROAD #37/ KNOWN AS CAESAR ROAD AND AVON DRIVE / LENGTH OF ROAD 15.9km ITEM # INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN - 352750295 D-1223 21 VII MALAHIDE 2 PIN - 352810163 D-1445 10,11 VII MALAHIDE 3 PIN - 352750246 D-1462 14 R-231 CENTRAL ELGIN 4 I-231 32 R-231 CENTRAL ELGIN 5 I-10194 A VII MALAHIDE 6 I-178413 11R-1683 3,4 14 R-231 CENTRAL ELGIN 7 I-230129 PIN - 352810163 11 R-1991 1 11 VII MALAHIDE 8 I-264315 11R-2688 2 32rR-231 CENTRAL ELGIN 9 I-270828 PIN - 352750303 11 R-2811 2 22 MALAHIDE 10 I-314061 PIN - 352750246 11 R-4059 2 23 MALAHIDE 11 I-318115 PIN-352760107 11R-4151 1,5 15 MALAHIDE 12 I-328843 MAINTENANCE AGREEMENT WITH MIDDLESEX MALAHIDE 13 I-372638 PIN - 352810163 11 R-6377 2 10 VII MALAHIDE 14 I-396859 PIN-352820136 11R-7124 1,2 3 VII MALAHIDE 15 I-397282 PIN - 352810163 11 R-7143 1 10 VII MALAHIDE 16 I-399264 PIN - 352760107 11 R-7114 1 18 VII MALAHIDE 17 1-401127 PIN-352750246 11R-7317 3,4,5 23 VII MALAHIDE 18 I-402287 PIN-352820136 11R-7339 2,3 A VII MALAHIDE 19 I-402288 PIN - 352820136 11 R-7339 5 A VII MALAHIDE 20 I-415672 PIN - 352820136 11 R-7664 2 2 VII MALAH IDE 21 I-415673 PIN - 352820136 11 R-7664 3 2 VII MALAH IDE 22 I-452103 11R-8409 1 4 VII MALAHIDE 23 P IN - 35282-0110 11 R1 0113 1-2 4 VII MALAHIDE 16 Page 171 of 186 1910111► k Wd:Ze7e1 B1 .141:1I:10[UUTI0VB02:121 V IFG[e7MIIII IZVI12101011Eel 0INgI►1Ylffill1 ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-436 112 N.T.R. BAYHAM 2 D-982 108,109 N.T.R., S.T.R. BAYHAM 3 D-1154 107,108 N.T.R., S.T.R. BAYHAM 4 D-1157 115,116 N.T.R., S.T.R. BAYHAM 5 D-1161 114 N.T.R., S.T.R. BAYHAM 6 D-1162 109,110 N.T.R., S.T.R. BAYHAM 7 D-1163 117,118 N.T.R., S.T.R. BAYHAM 8 D-1184 121 S.T.R. BAYHAM 9 D-1186 121 N.T.R. BAYHAM 10 D-1187 122,123 N.T.R. BAYHAM 11 D-1188 123 S.T.R. BAYHAM 12 D-1190 120 S.T.R. BAYHAM 13 PIN - 353360102 D-1214 129,130 N.T.R.E., S.T.R.E. BAYHAM 14 PIN - 353360102 D-1215 131,132 N.T.R.E., S.T.R.E. BAYHAM 15 PIN - 353360102 D-1216 132,133,134 N.T.R.E., S.T.R.E. BAYHAM 16 PIN - 353360102 D-1217 134,135,136 N.T.R.E., S.T.R.E. BAYHAM 17 D-1222 118,119,120 N.T.R.E., S.T.R.E. BAYHAM 18 D-1460 120 S.T.R. BAYHAM 19 1-374 122 S.T.R. BAYHAM 20 1-21899 119 N.T.R.E. BAYHAM 21 1-23291 118 S.T.R.E. BAYHAM 22 1-23448 118 S.T.R.E. BAYHAM 23 1-24307 119,120 N.T.R.E. BAYHAM 24 1-24707 119,120 N.T.R.E. BAYHAM 25 1-27966 130 S.T.R.E. BAYHAM 26 1-27967 130 S.T.R.E. BAYHAM 27 1-28240 129 S.T.R.E. BAYHAM 28 1-28243 129 N.T.R.E. BAYHAM 29 1-28244 128 N.T.R.E. BAYHAM 30 1-28723 117 S.T.R.E. BAYHAM 31 1-28724 114 N.T.R.E. BAYHAM 32 1-28764 122 N.T.R.E. BAYHAM 33 1-28767 121 1 S.T.R.E. BAYHAM 34 1-29012 120 S.T.R.E. BAYHAM 35 1-31502 113,114 S.T.R.E. BAYHAM 36 1-153115 11R-88 1 112,113 N.T.R. BAYHAM 37 1-174331 122 STRAFFORDVILLE BAYHAM 38 1-205427 11R-1350 1 117 S.T.R. BAYHAM 39 1-206763 116 N.T.R. BAYHAM 40 1-206764 117 S.T.R. BAYHAM 41 1 1-233533 11R-2107 2 128 N.T.R. BAYHAM 42 1-239217 11R-88 1 112 N.T.R., S.T.R. BAYHAM 43 1-318915 11R-4167 7 126 N.T.R. BAYHAM 44 1-339550 11R-5089 4 123 N.T.B.R. BAYHAM 45 1-365007 11R-6063 2 127 N.T.R. BAYHAM 46 1-349938 11R-7453 3 1 N.T.R. BAYHAM 47 1-432710 11 R-74531 2 1 N.T.R. BAYHAM 48 1 CT-28006 11R-8781 2 127 N.T.R. BAYHAM 49 PIN - 353360102 11 R2 I BAYHAM 50 PIN - 353370195 D1161 I BAYHAM COUNTY ROAD #39/ KNOWN AS CHATHAM STREET/ LENGTH OF ROAD 1.262km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-606 10,11 1 BAYHAM 2 PIN - 353230156 11 R2446 BAYHAM 3 PIN - 353230161 11 R10217 BAYHAM 4 PIN - 353230161 11 R2446 BAYHAM 17 Page 172 of 186 COUNTY ROAD #40/ KNOWN AS SPRINGFIELD ROAD/ LENGTH OF ROAD 17.398km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 PIN-353080117 D-710 93,94-20,21 N.T.R.E.-GOREN.T.R MALAHIDE 2 D-997 4,5-21-20,21 R-120-IX IX MALAHIDE 3 D-998 20,21 VIII MALAHIDE 4 PIN - 353110107 D-1023 20,21 V MALAHIDE 5 D-1031 20,21 IV MALAHIDE 6 PIN - 353110107 D-1034 93,94 S.T.R. MALAHIDE 7 PIN - 353190130 D-1088 20,21 II MALAHIDE 8 D-1091 20,21 III MALAHIDE 9 PIN - 353080117 D-1229 20,21 GORE SOUTH OF VIII MALAHIDE 10 I-120 SPRINGFIELD MALAHIDE 11 I-25256 20 IX MALAHIDE 12 I33826 21 V MALAHIDE 13 I-176935 D-1091 1 21 III MALAHIDE 14 1309471 11R-3775 3 137 R-120 MALAHIDE 15 I314195 11R-3456 4 20 IV MALAHIDE 16 I380403 PIN - 353080117 11 R-6027 3 20 GORE SOUTH OF VIII MALAHIDE 17 I394919 11R-7055 1 20 III MALAHIDE 18 1-401386 11R-7321 2 136,137 R-120 MALAHIDE 19 1-411287 11R-7587 5 20 IV MALAHIDE 20 1-448980 PIN - 353140338 11 R-8049 12 20 III MALAHIDE Cd•111► III WdZT97e1.1V1IrA2,10[UUTnwMasI•ARI101R1I 721:1rA1210101:[•10:Z•R1.If] GY&A:V ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 1-2709 BLOCK'D' R-54 BAYHAM 2 1-2718 BLOCK'E' R-54 BAYHAM 3 1-2739 BLOCK'C' R-54 BAYHAM 4 1-2772 14 III,R-54 BAYHAM 5 1-2832 MILL RACE R-4 BAYHAM 6 1 1-2835 1 16->33 1 R-54 BAYHAM 7 1-328170 OTTER CREEK BRIDGE - VIENNA BAYHAM 8 1-328171 OTTER CREEK BRIDGE -VIENNA BAYHAM COUNTY ROAD #42/ KNOWN AS NOVA SCOTIA LINE AND LAKESHORE LINE/ LENGTH OF ROAD 23.638km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-6 PORT BURWELL BAYHAM 2 DA35 20,21 I,II MALAHIDE 3 PIN - 353210102 D-805 22-25,21-35 I -II MALAHIDE 4 PIN - 353210155 D-811 1,2 I,II BAYHAM 5 PIN - 353210155 D-814 3,4,5-3,4 I -II BAYHAM 6 PIN - 353210155 D-815 5,6 I -II BAYHAM 7 D-816 7,8 BAYHAM 8 D-821 9,10 BAYHAM 9 D-825 1 q 11 BAYHAM 10 PIN - 353220296 D-905 OTTER CREEK BRIDGE - PORT BURWELL BAYHAM 11 D-919 26-29-7 R-12 - R-98 BAYHAM 12 D-942 28,29 R-12 BAYHAM 13 PIN - 353180134 D-989 11,12,13 I,II MALAHIDE 14 PIN - 353220268, 353220267 D-990 11 I BAYHAM 15 I-139927 D-991 14-16 I,II MALAHIDE 16 D-992 17,18 I,II MALAHIDE 17 D-993 19,20 I,II MALAHIDE 18 D-1030 27 I,II MALAHIDE 19 D-1071 14-16-13 I,II BAYHAM 20 D-1172 16 II MALAHIDE 21 I-6 11 I BAYHAM 22 I-217 19-24 I BAYHAM 23 I-25804 10 I BAYHAM 24 I-32709 27,28 I MALAHIDE 25 PIN - 353190197 11R5482 MALAHIDE 26 1-385907 PIN - 353250102 11R6776 3 BAYHAM 27 IA23847 PIN - 353290132 11R8138 3 BAYHAM 28 PIN - 353290132 11R8364 BAYHAM 29 PIN - 353300171 11R8364 BAYHAM 30 1-363629 11R-5990 2 25 2 MALAHIDE 31 1-384824 11R-6029 1-5 11 1 BAYHAM 32 1-399456 11R-6910 1-2 11 2 MALAHIDE 33 IA53686 11R-8427 2 34 1 MALAHIDE 18 Page 173 of 186 Cdi111►kWdZ19MB1Eci161I:10[UUTI0IG[.2N161a►V/1010I9I:ZUGI11117I1210101.K910:ZUG1INIIf"- All:�ii1 ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 353330168 D-1438 35-1 III -III MALAHIDE BAYHAM 2 PIN - 353330168 D-1439 35-1 III -III MALAHIDE BAYHAM 3 D-1443 35-1 IV -IV MALAHIDE BAYHAM 4 D-1444 35-1 IV -IV MALAHIDE BAYHAM 5 D-1451 110,111 S.T.R. BAYHAM 6 D-1473 111 S.T.R. BAYHAM 7 1-251955 11R-2519 2 1 IV BAYHAM 8 1-297335 11R-3788/3265 2 111 S.T.R. BAYHAM 9 1-306394 11R-3858 1 111 S.T.R. BAYHAM 10 1-313510 11R-4141 1,2,3,4 2 V BAYHAM 11 1-313389 11R-4007 1,2,3 2 V BAYHAM 12 1-369459 11R-6235 1,3,4 1,2 V BAYHAM 13 1-371516 11R-6235 2 1 V BAYHAM 14 1-411260 11R-7390 1 PLAN 22 & 111 S.T.R. BAYHAM COUNTY ROAD #44/ KNOWN AS EDEN LINE/ LENGTH OF ROAD 7.057km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-404 5,6 VIII BAYHAM 2 PIN - 353390270 D-851 9,10 VIII-IX BAYHAM 3 PIN - 353410132 D-854 11,12 VIII-IX BAYHAM 4 PIN - 353410132 D-855 13,14 VIII-IX BAYHAM 5 PIN - 353410132 D-858 17,18 VIII-IX BAYHAM 6 D-859 19,20 VIII-IX BAYHAM 7 D-864 21,22 VIII-IX BAYHAM 8 PIN - 353410132 D-901 15-14-17 IX VIII BAYHAM 9 PIN - 353390271 D-1083 6-8-5-8-5,6 IX VIII-VIII BAYHAM 10 D-1469 6 IX BAYHAM 11 1-113 EDEN BAYHAM 12 1-258 EDEN BAYHAM 13 1-175032 D-1083 11 7 VIII BAYHAM 14 1-177254 D-1083 8 6 IX BAYHAM 15 1 1-360993 111R-5905 8,9 22 IX BAYHAM 19 Page 174 of 186 COUNTY ROAD #45/ KNOWN AS JOHN WISE LINE AND CALTON LINE/ LENGTH OF ROAD 50.434km 35 D-1018 8 RI & RII, W.R.R. SOLTHWOLD 36 PIN - 352640108 D-1019 21,23 V,VI CENTRAL ELGIN 37 D-1035 R-237 3-1-15 V-VI CENTRAL ELGIN 38 D-1038 2 V,VI CENTRAL ELGIN 39 D-1041 67 RI E.R.R. SOLTHWOLD 40 D-1052 1-6,7 V,VI-RII, E.R.R. SOLTHWOLD 41 D-1082 8,9 IV BAYHAM 42 D-1223 181920 V MALAHIDE 43 D-1266 19,20 IV MALAHIDE 44 D-1267 18 IV I MALAHIDE 45 D-1268 18,17 IV,V MALAHIDE 46 D-1270 11,12 IV,V MALAHIDE 47 D-1271 13,14 IV V MALAHIDE 48 D-1272 15 IV,V MALAHIDE 49 PIN - 351560418 D-1283 34 N.T.R. SOLTHWOLD 50 PIN - 351560418 D-1432 34 N.T.R. SOLTHWOLD 51 PIN - 351560207 D-1434 31 S.N.B.T.R. SOLTHWOLD 52 PIN - 352640108 D-1464 25 VI CENTRAL ELGIN 53 I-1729 R-12 4,5 VI CENTRAL ELGIN 54 I-31076 1-14 IV,V I BAYHAM 55 I-83316 1 IV MALAHIDE 56 I-131194 16 VI CENTRAL ELGIN 57 I-146297 D-1101 3 6 V CENTRAL ELGIN 58 I-140675 R-237 3 VI CENTRAL ELGIN 59 I-142211 D-1012 1 7 RIII, W.R.R. SOLTHWOLD 60 I-143668 D-1009 4 9 VI CENTRAL ELGIN 61 I-145763 D-1014 3 6,7 VI CENTRAL ELGIN 62 I-186596 11R-772 1 25 V CENTRAL ELGN 63 I-193749 GRAVEL PIT 24 V CENTRAL ELGIN 64 I-194338 GRAVEL PIT 24 V I CENTRAL ELGIN 65 I-205632 11R-2731 12 15 IV MALAHIDE 66 I-210686 D-1018 3 7 RII, W.R.R. SOLTHWOLD 67 I-237067 11R-2259 2 20 V MALAHIDE 68 I-251955 11R-2519 2 1 IV BAYHAM 69 I-424695 11R-2519 2 1 IV BAYHAM 70 I-277243 11R-2905 4 3 V CENTRAL ELGIN 71 PIN - 353350103 11R-3517 3,4 15 IV BAYHAM 72-308843 1-298068 PIN - 353350103 11R-3717 3 1 IV BAYHAM 73 1-383897 PIN - 353310301 11R-6750 1 22 IV BAYHAM 74 I-388365 11R-6841 3,11,12,131 26,27 IV I CENTRAL ELGIN 75 I-399298 PIN - 352640108 11R-7071 1 1 28 V CENTRAL ELGIN 76 I-424675 11R-7797 1 1 IV BAYHAM 77 I-424695 11R-2519 2 1 IV BAYHAM 78 I-430471 11R-8006 1 5 IX BAYHAM 79 I-441103 11R-8192 2,3,4 3,4 IV BAYHAM 80 CT-13634 PIN -352900201 352900203 11R-8605 3 5 V MALAHIDE 81 CT-24248 PIN-353130201 11R-8619 1,2 4,5 IV,V MALAHIDE 82 CT-24269 11R-8690 1 8 PLAN 263 CENTRAL ELGIN 83 CT-29650 11R-8825 5 23 III MALAHIDE 84 PIN - 353350103 11 R5318 BAYHAM 85 PIN - 353320763 11R10698 PART 1 BAYHAM 86 PIN - 353320760 11R10717 PART 1 BAYHAM 87 PIN - 353340305 11R10303 PART 1 BAYHAM COUNTY ROAD #46/ KNOWN AS CULLODEN ROAD/ LENGTH OF ROAD 8.606km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 353370118 D-235 5 X BAYHAM 2 PIN - 353390277 D-369 5,6 X BAYHAM 3 PIN - 353390272 D-400 5,6 IX BAYHAM 4 D-404 5,6 VIII BAYHAM 5 PIN - 353370200 D-1400 114 N.T.R. BAYHAM 6 PIN - 353390272 D-1469 1 6 IX BAYHAM 7 PIN - 353370129 D-1470 5,6 VIII BAYHAM 8 D-1471 M-28 7 BAYHAM 9 D-1479 5,6 NORTH GORE BAYHAM 10 D-1482 113,114 N.T.R. BAYHAM 11 I-30428 5 X BAYHAM 12 I-30873 6 IX BAYHAM 13 I-80393 5 X BAYHAM 14 I-188851 PIN - 353370200 11R-768 R-147 114 N.T.R. BAYHAM 15 1-189623 PIN - 353370200 11R-768 2,4,6,10 114 N.T.R. BAYHAM 16 1-189775 PIN - 353370200 11R-768 7,9,12 114 N.T.R. BAYHAM 17 I-190438 PIN - 353370200 11R-768 R-147 114 N.T.R. BAYHAM 18 1-190990 PIN - 353370200 11R-768 14,22 114 N.T.R. BAYHAM 19 I-198469 PIN - 353370200 11R-768 1 114 N.T.R. BAYHAM 20 1-269000 PIN - 353370118 11R-2762 1 164 N.T.R. BAYHAM 21 I-363016 11 R-6015 3 114,115 N.T.R. BAYHAM 22 1-421670 PIN - 353390277 11R-7821 1 5 X BAYHAM 23 1-453206 PIN - 353370200 11R-8500 1,2,3 114 N.T.R. BAYHAM 24 PIN - 353370118 D1083 BAYHAM 25 PIN - 353390272 D1083 BAYHAM 20 Page 175 of 186 1910111►NWdZT97MB1 M,IMA:10[UUTI0VB02 all 10/_1►V/CDJA1210 [ell I.Kelm D1E:INDU3T111 ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 352820115 D-958 3,4 VI I MALAHIDE 2 PIN - 352820177 D-961 3,4 VIII MALAHIDE 3 PIN - 352830152, 352830161 D-963 3,4 IX MALAHIDE 4 PIN - 352830151 D-966 3,4 X MALAHIDE 5 I-397293 PIN - 352820177 11R-7142 1 4 VIII MALAHIDE 6 I-446333 PIN - 352840261 11R-8175 2,3,4,5 4 XI MALAHIDE 7 PIN - 352840183, 352840201, 352840205 D1278 I MALAHIDE 8 PIN - 352840183 11 R7402 MALAHIDE 9 PIN - 352840183 11 R7399 MALAHIDE 10 PIN - 352830167 11R9738 PART MALAHIDE 11 PIN - 352840201 11 R7400 MALAHIDE 12 PIN - 352840261 D1419 MALAHIDE 13 PIN - 352840261 D8784 MALAHIDE Putnam Road (from Lyons Line to Ron McNeil Line) was transferred from the Township of Malahide to the County of Elgin September 10, 2002. COUNTY ROAD #48/ KNOWN AS FERGUSON LINE AND LYONS LINE/ LENGTH OF ROAD 29.491 km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-689 A,B-1,2,3 X-X MALAHIDE 2 D-965 4,5 X,XI MALAHIDE 3 D-967 6,7 X,XI MALAHIDE 4 D-968 8,9 X,XI MALAHIDE 5 D-969 10,11 X,XI MALAHIDE 6 D-974 12 X,XI MALAHIDE 7 D-1202 7 XI CENTRAL ELGIN 8 1-145523 D-965, D-966 4 4 X MALAHIDE 9 1-233051 ORTHOPHOTO 6,7 XII CENTRAL ELGIN 10 1-281599 PIN-351610102 11R-3025 1 1 XI CENTRAL ELGIN 11 1-292122 P IN - 352700164 11R-3313 1,2,3 16 XI CENTRAL ELGIN 12 1-309526 11R-3909 1 13 X MALAHIDE 13 1-318116 11R-4338 1,3 21,22 X MALAHIDE 14 1-322696 11R-4404 2 22 XI MALAHIDE 15 1-342859 11R-5225 1,3,4,E 16,17,18 XI MALAHIDE 16 1-345391 PIN - 352770102 11R-5291 2 3 4 14 X MALAHIDE 17 1-372327 11R-6307 2 18 X MALAHIDE 18 1-374661 11R-6439 2,3 22 XI MALAHIDE 19 1-376027 P IN - 352770102 11R-6501 3 17,18 X MALAHIDE 20 1-444367 P IN - 351620175 11R-7738 1,2,3 8 XI CENTRAL ELGIN 21 1-431420 P IN - 352740102 11R-8013 1 23,24 X MALAHIDE 22 1-434886 P IN - 352700164 11R-8064 2 17 XII CENTRAL ELGIN 23 1-436458 PIN-351610102 11R-8030 6 7 XI CENTRAL ELGIN 24 1-436459 PIN-351610102 11R-8030 2,7,9 7 XI CENTRAL ELGIN 25 P IN - 352690104 11R2499 CENTRAL ELGIN 26 P IN - 352690104 11R2687 CENTRAL ELGIN 27 P IN - 352690104 11R1093 CENTRAL ELGIN 28 P IN - 352690158, 352680159 11R9350 PART 21 CENTRAL ELGIN COUNTY ROAD #49/ KNOWN AS WHITTAKER ROAD/ LENGTH OF ROAD 2.781km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-977 6,7 M MALAHIDE 2 D-980 6,7 XII MALAHIDE 3 I-120 SPRINGFIELD X MALAHIDE 4 I-145523 D-965, D-966 03-May 4 M MALAHIDE 5 I-388927 11R-6909 1 6 M MALAHIDE 6 1 I-391834 11R-6909 1 1 6 M MALAHIDE Cdi111►kWdZT97MDIV-Piilli[UUT1,IG%"1VA[40re1:7RF9I:721:1IFI1210[e71.[e10:ZeR1111100I:1:RJL ii1 ITEM # INSTRUMENT I PIN I PLAN I PART # I LOT I CONCESSION I MUNICIPALITY 1 1 PIN - 353290224 11 R25541 I I I BAYHAM Cdi111►kWdZT91MQUIP'S/I:10[UUT1,FBal9d0112NI9Ze]a1I0IWA1210171.[e10:ZUG1DIM �710Lq Z ITEM # INSTRUMENT1 PIN I PLAN I PART #1 LOTI CONCESSION I MUNICIPALITY 1 1-185925 PIN - 351530319 11R-721 1 2 1 3 1 V I CENTRAL ELGIN 2 1 1-218444 1 PIN - 351530319 1 1R-16011 1 1 3 1 V I CENTRAL ELGIN 21 Page 176 of 186 COUNTY ROAD #52/ KNOWN AS RON MCNEIL LINE/ LENGTH OF ROAD 26.860km ITEM# INSTRUMENT PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 D-1 10 IX MALAHIDE 2 D-301 20 XI BAYHAM 3 D-792 3,4,5-22-.25-5-7 XII-X-XII RP-120 MALAHIDE 4 D-906 8 XII-IX MALAHIDE 5 D-946 1112-11-.13 XI MALAHIDE 6 D-947 9,10-14-.16-7 XI-IX-XII MALAHIDE 7 D-948 17,18 IX MALAHIDE 8 D-970 1516 XII-IX MALAHIDE 9 D-971 14-8 9 10 XII-IX MALAHIDE 10 D-972 17 18-2 3 4 XII-IX MALAHIDE 11 PIN - 352710132 D-975 13,14 X-RII,N.E.R. CENTRAL ELGIN 12 PIN - 352710132 D-976 1516 X-RII N.E.R. CENTRAL ELGIN 13 D-979 13-21 XII-X MALAHIDE CENTRAL ELGIN 14 PIN - 352710132 D-981 17,18 X-RII, N.E.R. CENTRAL ELGIN 15 D-983 19,20-1,2-24 XII-IX-X MALAHIDE CENTRAL ELGIN 16 D-984 24 X CENTRAL ELGIN 17 D-985 PARTS OF 7 9-16 18-24 XII MALAHIDE 18 D-985 PARTS OF 1,3,4,8,9-18 IX MALAHIDE 19 D-985 20 X MALAHIDE 20 D-986 11,12 X RII N.E.R. CENTRAL ELGIN 21 D-987 18,19 RII N.E.R. CENTRAL ELGIN 22 D-988 22,23 X,XI CENTRAL ELGIN 23 D-1002 67 XIII MALAHIDE 24 D-1116 7 X RII CENTRAL ELGIN 25 PIN - 351620180 D-1139 1 2 3 X RI I CENTRAL ELGIN 26 PIN - 351600244 D-1140 12 CD SOUTHWOLD 27 PIN - 351620180 D-1164 4 X,RII CENTRAL ELGIN 28 D-1167 7 X RII CENTRAL ELGIN 29 D-1168 6 X CENTRAL ELGIN 30 PIN - 351620180 D-1170 5 X CENTRAL ELGIN 31 D-1474 PARTS OF X,XII MALAHIDE A B293031 32 D-1477 6,7 XI MALAHIDE 33 D-1478 2-26 27 XII-X MALAHIDE 34 I-120 SPRINGFIELD MALAHIDE 35 I-138572 D-986 2 12 X CENTRAL ELGIN 36 I-136982 5-16 IX-XII MALAHIDE 37 I-137467 5-16 IX-XII MALAHIDE 38 I-138331 D-986 1 21 S.T.R. SOUTHWOLD 39 I-179256 PIN - 351600244 11R-551 1 1 D SOUTHWOLD 40 1 I-196604 1 11R-1062 23 41 E.T.R.N.B. SOUTHWOLD 41 I-198324 11R-1110 1 20 X CENTRAL ELGIN 42 I-207527 11R-1316 41 E.N.B.T.R. SOUTHWOLD 43 I-230454 D-1164 4,5 X-.RII N.E.R. CENTRAL ELGIN 44 I-233049 ORTHOPHOTO 7-7,8 RI RII N.E.R. RI S.E.R. CENTRAL ELGIN 45 I-238058 11R-2176 1 56 X CENTRAL ELGIN 46 I-253209 11R-2529 2 6 X CENTRAL ELGIN 47 I-310759 33 R-120 MALAHIDE 48 I-317951 11R-4349 2 B XII MALAHIDE 49 I-318918 1 KAI NS BR. VIII CENTRAL ELGIN 50 92108-11-LT 6 RII N.E.R. CENTRAL ELGIN 51 1 I-397786 I-397785 2 7 RII N.E.R. CENTRAL ELGIN COUNTY ROAD #53/ KNOWN AS BEECH STREET AND ELM STREET/ LENGTH OF ROAD 1.408km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 353010001 D-751 VI R-145 AYLMER 2 1-74 ELM STREET AYLMER 3 1-145 ELM STREET AYLMER 4 1-164-A BEECH STREET AYLMER 5 1-166 ELM STREET AYLMER 6 1-240 ELM STREET AYLMER 7 1-311 ELM STREET AYLMER 8 1-86737 ELM STREET AYLMER 9 1-117021 82 N.T.R.E. AYLMER 10 1-142511 BEECH STREET AYLMER 11 1-146300 82 N.T.R. AYLMER 12 1-307819 D-751 82 N.T.R. AYLMER 13 CT-54248 PIN-353000327 11R-9193 2 12 PLAN164 AYLMER 14 CT-54415 PIN-353000237 11R-5704 1 82 N.T.R. AYLMER COUNTY ROAD #54/ KNOWN AS PIGRAM ROAD/ LENGTH OF ROAD 2.776km ITEM # INSTRUMENT PIN IPLAN PART # I LOT CONCESSION MUNICIPALITY 1 �1-110947 1 1 D-689 I IA,B-1,2,31IX-X IMALAHIDE 2 1 1 1 1 A I XII IMALAHIDE 22 Page 177 of 186 COUNTY ROAD #55/ KNOWN AS BAYNOR ROAD / LENGTH OF ROAD 14.638km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 353300117 D-1079 28 II BAYHAM 2 1-292788 BAYHAM 3 CT-12328 11 R-8743 2 28 SOUTH GORE BAYHAM 4 PIN - 353310254 11 R2502 5 PIN - 353310254 11 R2423 6 IPIN-3533102541 D1217 7 1 1 PIN - 353300002 11 R7665 COUNTY ROAD #56/ KNOWN AS ELM LINE/ LENGTH OF ROAD 4.316km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 1-277 9,10 VIII CENTRAL ELGIN 2 1-305 8 VII CENTRAL ELGIN 3 1-308 10 VI11 CENTRAL ELGIN 4 1-283511 11R-3082 1 11 VII CENTRAL ELGIN 5 1-283512 11R-3082 3 11 VII CENTRAL ELGIN 6 1-292786 11R-3288 1 16 VII CENTRAL ELGIN 7 1-360041 PIN- 352660102 11 R-58481 1,3 16,17 VII CENTRAL ELGIN 8 1-372848 11R-6367 3 11 VI11 CENTRAL ELGIN 9 1-372849 PIN- 352670102 11R-6371 3 13 VI11 CENTRAL ELGIN 10 1-372850 PIN- 352670102 11R-6371 2 13 VI11 CENTRAL ELGIN 11 1-372851 PIN- 352670102 11R-6367 11 11 VII CENTRAL ELGIN 12 1-372852 PIN- 352670102 11R-6367 10 11 VII CENTRAL ELGIN 13 1-372853 PIN- 352670102 11R-6367 8,9 11 VII CENTRAL ELGIN 14 1-372854 PIN- 352670102 11R-6367 4 12 VI11 CENTRAL ELGIN 15 1-372855 PIN- 352670102 11R-6367 5 12 VI11 CENTRAL ELGIN 16 1-372856 PIN- 352670102 11R-6371 1 13 VI11 CENTRAL ELGIN 17 1-374373 PIN- 352670102 11R-6371 4 14 VI11 CENTRAL ELGIN 18 1-374708 PIN- 352670102 11R-6367 12 12 VII CENTRAL ELGIN 19 1-377942 PIN- 352670102 11R-6371 5 13,14 VII CENTRAL ELGIN 20 1-377943 PIN- 352670102 11R-6367 13 12 VII CENTRAL ELGIN 21 1-384984 PIN- 352670102 11R-6797 1 15 VII CENTRAL ELGIN 22 1-384985 11R-6791 5 18 VII CENTRAL ELGIN 23 1-385172 11 R-67911 3 17 VII CENTRAL ELGIN 24 1-387163 11R-6791 4 18 VII CENTRAL ELGIN 25 1-387165 11R-6791 6 18 VII CENTRAL ELGIN 26 1-387173 11R-6791 1,2 15,16,17,18 VI11 CENTRAL ELGIN 27 1-399094 PIN- 352670102 11R-6367 1,2 11 VI11 CENTRAL ELGIN 28 1-406039 11R-7409 2 15 VI11 CENTRAL ELGIN 29 1-422677 11R-7409 1 15 VI11 CENTRAL ELGIN 30 PIN-352660102 D1065 CENTRAL ELGIN 31 PIN- 352660102 11R67 CENTRAL ELGIN COUNTY ROAD #57/ KNOWN AS SOUTHDALE LINE/ LENGTH OF ROAD 0.598km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-1461 7 XI CENTRAL ELGIN 2 1-262 4 VI CENTRAL ELGIN 3 1-263 33—>44 VI CENTRAL ELGIN 4 1-309306 11R-3021 2 6 VII CENTRAL ELGIN 5 1-343772 11R-5116 19 7 VII CENTRAL ELGIN 6 1-365903-LT 1 1,2,3,41 7 VII I CENTRAL ELGIN 7 1 PIN - 352350770 1 11R8520 I PART 11 CENTRAL ELGIN 23 Page 178 of 186 1910111►NWdZT97MD1.3161I:10101UTI0IG%*2IIVAIUZI:UG10 DJA1210101.K910:ZUG1101i1AR711.q V ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 P-2385-18 12,13 VII-XII MALAHIDE 2 P-2126-74 10-13 I MALAHIDE 3 P-2126-75 10,11 11-VI, SOUTH GORE MALAHIDE 4 I-399456 11R-7024 1,2 11 II MALAHIDE 5 PIN - 353170102 11 R5737 MALAHIDE 6 PIN - 353050001 11 R4381 MALAHIDE 7 PIN - 353140101 11 R1910 MALAHIDE 8 77 33160003DR759 742 DDEE 9 PIN - 7 1 1 1 MMAALLAAHHI 10 PIN - 3528700011 11 R73 I I I MALAHIDE COUNTY ROAD #74/ KNOWN AS BELMONT ROAD/ LENGTH OF ROAD 13.143km ITEM# INSTRUMENT/PIN PIN PLAN PART# LOT CONCESSION MUNICIPALITY 1 P-2389-19 17-21 VIII-XI S.E. RI N.E. CENTRAL ELGIN 2 P-2389-19 17181924 VI-XV MALAHIDE 3 P-2456-49 1 VII CENTRAL ELGIN 4 I-452283 PIN-352720101 352710174 11R-8341 2 17 RI N.E. CENTRAL ELGIN 5 I-452491 PIN- 352720101, 352710174 11R-8341 1 17 RI, N.E. CENTRAL ELGIN 6 CT-22870 11R-8710 1 18 2, R.N. E.R. CENTRAL ELGIN 7 PIN-352750212 D795 CENTRAL ELGIN 8 PIN-352730190 D290 CENTRAL ELGIN Transferred from Ministry of Transportation of Ontario to County of Elgin on January 1, 1998. Belmont Road through Belmont transferred from the Municipality of Central Elgin to the County of Elgin on September 10, 2002. COUNTY ROAD #76/ KNOWN AS GRAHAM ROAD/ LENGTH OF ROAD 16.091 km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 P-2205-28 18,19 II,VIII,X,XI,XII,XII WEST ELGIN 2 P-2205-29 18,19,21,22 A,B,I,II,III,IV,VII WEST ELGIN 3 I-383257 11R-6725 13 19 XII WEST ELGIN 4 I-398776 11R-7170 1,5 19 XII WEST ELGIN ➢ Transferred from Ministry of Transportation of Ontario to County of Elgin on April 1, 1997. ➢ Graham Road through West Elgin transferred from the Municipality of West Elgin to the County of Elgin on September 10, 2002. 24 Page 179 of 186 COUNTY ROAD #103/ KNOWN AS FURNIVAL ROAD, JOHNSTON LINE AND MORRISON ROAD/ LENGTH OF ROAD 21.945km ITEM # INSTRUMENT/PIN PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 D-72 FROM #3 TO RODNEY WEST ELGIN 2 D-364 FROM #3 TO #104 WEST ELGIN 3 D-399 FROM #3 TO RODNEY WEST ELGIN 4 D-478 8 IV WEST ELGIN 5 PIN - 351080192 D-542 14 15-12 II -III WEST ELGIN 6 D-574 FROM #3 TO RODNEY WEST ELGIN 7 D-601 12,13-8->11 II -III WEST ELGIN 8 PIN - 351080194 D-622 14,15 BROKEN FRONT WEST ELGIN 9 PIN - 351090101 D-933 6 7-8 9 GORE -VI WEST ELGIN 10 D-939 67 VIII WEST ELGIN 11 D-940 8,9 V VI WEST ELGIN 12 D-1069 6,7 XIII XIV WEST ELGIN 13 D-1125 89 III IV WEST ELGIN 14 D-1241 6,7 XII WEST ELGIN 15 D-1242 67 XII WEST ELGIN 16 D-1243 6 XI WEST ELGIN 17 D-1244 6 XII WEST ELGIN 18 D-1245 67 X WEST ELGIN 19 D-1246 7 XI WEST ELGIN 20 D-1247 6 XI WEST ELGIN 21 D-1248 6,7 IX WEST ELGIN 22 D-1250 67 IX WEST ELGIN 23 PIN - 351080002 D-1468 11-9 II -III WEST ELGIN 24 1-24296 11R-2620 1,2 BETWEEN 6,7 GORE WEST ELGIN 25 1-25295 1,2 9 VI WEST ELGIN 26 1-25305 1,2 6 GORE WEST ELGIN 27 1-29499 1,2 9 111 WEST ELGIN 28 1-33115 1,2 14 11 WEST ELGIN 29 1-341659 1,2 6 VII WEST ELGIN 30 1-364168 11R-5989 1,2 9 111 WEST ELGIN 31 1-372119 PIN - 351080194 11R-6339 1,2 14 BROKEN FRONT WEST ELGIN 32 1 1-391786 11R-6822 1,2 8 VI WEST ELGIN 33 1-397011 PIN - 351100108 11 R-71761 1,3 7 VII WEST ELGIN 34 PIN - 351090101 11R11521 WEST ELGIN 25 Page 180 of 186 COUNTY ROAD #104/ KNOWN AS MCMILLAN LINE AND QUEENS LINE/ LENGTH OF ROAD 6.818km ITEM # INSTRUMENT PIN PLAN PART # LOT CONCESSION MUNICIPALITY 1 PIN - 351050414 D-1277 1 VII WEST ELGIN 2 PIN - 351020172, 351020175, 351020174 351020177 D-1441 A VIII WEST ELGIN 3 PIN - 351050414 D-1446 1 VII WEST ELGIN 4 PIN - 351050414 D-1448 2-3 VII-VIII WEST ELGIN 5 PIN - 351050414 D-1449 4-5 VII-VIII WEST ELGIN 6 PIN - 351020172, 351020175, 351020176 D-1450 B-C VII-VIII WEST ELGIN 7 PIN - 351050414 D-1452 3 VIII WEST ELGIN 8 PIN - 351050440, 351050439 D-1454 I 1,D VII WEST ELGIN 9 PIN-351020135 351020172 D-1456 D VIII WEST ELGIN 10 1-19944 1 VIII WEST ELGIN 11 1-14509 1,D VIII-VII WEST ELGIN 12 1-31653 1 VI11 WEST ELGIN 13 1-31795 1 VII WEST ELGIN 14 1-31905 HYD-EL.203-6293 A B 1-D VI11 WEST ELGIN 15 1-291010 (KENT 455564 BOUNDARY ROAD WEST ELGIN/ KENT 16 1-323947 11R-4323 1 5 VI11 WEST ELGIN 17 1-332098 PIN - 351050106, 351050105 11R-4832 1,3,8 1 VII WEST ELGIN 18 1-333026 PIN-351050106 351050104 11R-4832 6 1 VII WEST ELGIN 19 1-343770 PIN - 351050106 351050104 11 R-4832 2 6 7 1 VII WEST ELGIN 20 1-351395 PIN-351020175 11R-4415 1 B VII WEST ELGIN 21 1-507455 24R-4496 1 18 IV WEST ELGIN 22 1-80096 D V111 WEST ELGIN 23 1-507459 24R-4496 2 18 IV ORFORD 24 PIN - 351020135, 351020136, 351020172 11R4372 WEST ELGIN 25 PIN - 351050413 11 R6409 WEST ELGIN 26 PIN - 351050413 11 R4650 WEST ELGIN 26 Page 181 of 186 COUNTY OF ELGIN By -Law No. 26-14 "BEING A BY-LAW TO AUTHORIZE REDUCED LOAD LIMITS ON COUNTY OF ELGIN ROADS, AND TO REPEAL BY-LAW 98-10" WHEREAS, pursuant to Section 122 (7) of the Highway Traffic Act, H.8, R.S.O, 1990, as amended, a municipal corporation or other authority having jurisdiction over a highway may by by-law designate the date on which a reduced load period shall start or end and the highway or portion thereof under its jurisdiction to which the designation applies, subject to exceptions; and WHEREAS it is deemed advisable to designate certain Elgin County Roads as reduced load during the Spring thaw; and WHEREAS the designation of reduced load on County Roads would be at the discretion of the Director of Engineering Services or their designate; NOW THEREFORE BE IT RESOLVED THAT the Municipal Council of the Corporation of the County of Elgin enacts as follows: 1. THAT the Director of Engineering Services or their designate is authorized to designate certain Elgin County roads as Reduced Load roads. 2. THAT between March 1 and April 30 of each calendar year, and where authorized signs have been erected and are on display, no person shall move, drive, operate, or draw a vehicle or vehicles, or combination of vehicles, upon any highway or portion thereof as identified in Schedule "A" hereto where the weight upon the axle exceeds 5000 Kilograms. 3. THAT the Director of Engineering or their designate has authority, in order to preserve the condition of a highway, to extend or shorten the dates on which a reduced load period shall start and end annually. 4. THAT during the reduced load period the provisions of Subsections (1), (2), (3) and (4) of Section 122 of the Highway Traffic Act R.S.O. 1990, Chapter H.8 as amended, apply to the roads or portions thereof set out in Schedule "A" to this By-law. 5. THAT By-law 98-10 be hereby repealed. 6. THAT this by-law shall be enforceable when reduced load limit signs have been erected and are on display. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24th DAY OF MARCH, 2026. Blaine Parkin, Dominique Giguere, Chief Administrative Officer/Clerk. Warden. Page 182 of 186 SCHEDULE'A' County of Elgin Roads Subject to Reduced Load Period as set out in By-law 26-14 Section County Road No. Road Name From To Distance No. Km 1.1 County Road #9 McDougall East limits of West limits of 4.26 Line Furnival Road Colley Road 1.2 County Road #9 Colley Road South limits of North limits of 0.64 McDougall Line Stalker Line 1.3 County Road #9 Stalker Line East limits of West limits of 3.00 Colley Road Graham Road 1.4 County Road #9 Stalker Line East limits of East limits of 3.60 Graham Road Dunborough Road 1.5 County Road #9 Duff Line East limits of West limits of 7.18 Dunborough Currie Road Road 1.6 County Road #9 Duff Line East limits of West limits of 9.08 Currie Road Iona Road 2.1 County Road #5 Dunborough North limits of Thames River 10.80 Road Pioneer Line 3.1 County Road #18 Third Line East limits of 0.18km west of 13.07 Iona Road the East limits of Southdel Drive 4.1 County Road #27 Sparta Line North limits of South limits of 0.27 Union Road Roberts Line 4.2 County Road #27 Sparta Line South East 670km west of 2.64 property limits the west limits of Roberts Line of Sunset Drive and Sparta Line 5.1 County Road #48 Ferguson East limits of West limits of 2.65 Line Wonderland Wellington Road Road 5.2 County Road #48 Ferguson East limits of West limits of 4.89 Line Wellington Highbury Road Avenue 5.3 County Road #48 Ferguson East limits of West limits of 6.01 Line Highbury Belmont Road Avenue 5.4 County Road #48 Lyons Line East limits of West limits of 7.44 Belmont Road Imperial Road 6.1 County Road #37 Avon Drive 680m east of West limits of 6.81 the east limits Imperial Road of Belmont Road 6.2 County Road #37 Avon Drive East limits of West limits of 5.53 Imperial Road Putnam Road 6.3 County Road #37 Avon Drive East limits of West limits of 2.85 Putnam Road Pi ram Road 7.1 County Road #43 Richmond North limits of South limits of 4.09 Road Nova Scotia Calton Line Line 7.2 County Road #43 Richmond North limits of South limits of 6.96 Road John Wise Line Heritage Line 8.1 County Road #42 Glen Erie East limits of West limits of 6.96 Page 183 of 186 Line Plank Road County Road #55 9.1 County Road #55 County Road #55 North limits of Lakeshore Line South limits of Calton Line 7.98 9.2 County Road #55 County Road #55 North limits of Calton Line South limits of Heritage Line 6.64 Page 184 of 186 COUNTY OF ELGIN By -Law No. 26-15 "BEING A BY-LAW TO CONFIRM PROCEEDINGS OF THE MUNICIPAL COUNCIL OF THE CORPORATION OF THE COUNTY OF ELGIN AT THE MARCH 24, 2026 MEETING" WHEREAS, pursuant to Section 5.1 of the Municipal Act, 2001, S.O.2001, c.25, as amended, the powers of a municipality shall be exercised by its Council; AND WHEREAS pursuant to Section 5.3 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, the powers of every Council shall be exercised by by-law; AND WHEREAS it is deemed expedient that the proceedings of the Municipal Council of the Corporation of the County of Elgin at this meeting be confirmed and adopted by by-law NOW THEREFORE the Municipal Council of the Corporation of the County of Elgin enacts as follows: THAT the actions of the Municipal Council of the Corporation of the County of Elgin, in respect of each recommendation contained in the reports and each motion and resolution passed and other action taken by the Municipal Council of the Corporation of the County of Elgin, at its meeting held on March 24, 2026 be hereby adopted and confirmed as if all such proceedings were expressly embodied in this by-law. 2. THAT the Warden and appropriate officials of the Corporation of the County of Elgin are hereby authorized and directed to do all things necessary to give effect to the actions of the Municipal Council of the Corporation of the County of Elgin referred to in the preceding section hereof. 3. THAT the Warden and the Chief Administrative Officer, or alternate, are authorized and directed to execute all documents necessary in that behalf and to affix thereto the seal of the Corporation of the County of Elgin. READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 24T" DAY OF MARCH 2O26. Blaine Parkin, Dominique Giguere, Chief Administrative Officer/Clerk. Warden. Page 186 of 186