190919 BIA MIN
Tillsonburg Business Improvement Area Meeting Minutes
Board Meeting of
Thursday, September 19th, 2019
Carriage Hall 7:30 am – 9:26 am
1. CALL TO ORDER: Time: 7:36 a.m.
QUORUM: YES, 8/9 MEMBERS PRESENT
Members present: C. Tomico, C. Heutinck, M. Tedesco, J. Tilson, M. Van
Geertruyde, A. Hicks, D. Rasokas, D. Gilvesy
Members absent: W. Cameron
Guests present: S. Lamb, IOOF Lodge #50,
A. Piggott – Town of Tillsonburg,
D. Frei – Southridge Concept Renderings (FIP)
2. ADOPTION OF THE AGENDA:
a. moved by: M. Tedesco seconded by: C. Heutinck
and resolved that the agenda as prepared for the BIA Board of
Management meeting for Thursday, September 19th, 2019 be adopted.
“CARRIED”
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
Note any disclosures: none declared
4. ADOPTION OF THE MINUTES from the board meeting of July 18th, 2019
a. moved by: D. Gilvesy seconded by: M. Tedesco
and resolved that the minutes, as prepared for the meeting of
July 18th, 2019 be adopted.
“CARRIED”
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5. DELEGATIONS: (15 minutes)
a. David Frei – Southridge Rendering – update on 2019 Façade
Improvement Program projects – Mr. Frei presented a visual display of the
projects to date and the work plan. There was a lengthy discussion of the
projects that were undertaken or those being contemplated for the balance
of 2019.
b. Alex Piggott – Transit Co-ordinator, Town of Tillsonburg – gave a
powerpoint presentation on the transit structured routes and the proposal
to have the BIA sponsor the Saturday service extension from the last
Saturday in November until the Saturday before Christmas. The BIA
board gave direction to sponsor 2 x $600 for the gold sponsorship. The
BIA board was very supportive of the new town transit service. There was
also some discussion at to where the bus stops will be in the longer term.
The ED spoke about the inconvenience for Broadway businesses if the
mall stop is moved to the back of the mall. It makes sense to have the
main stop on Broadway for centricity to the library, banks & other
businesses.
6. TREASURER’S REPORT: There were no questions or comments on the
treasurer’s report and the board moved quickly for a discussion of the 2020
financial budget and business plans. The ED had previously highlighted a
$4,000 overpayment to Rona which was credited back to the Town of Tillsonburg
which will need to be repaid to the BIA forthwith. As of October 7th, 2019 – these
funds have not been repaid to the BIA.
7. 2020 BUDGET: Each board member was provided with a budget binder with
detailed worksheets, financial documents and the business plan documents prior
to the meeting. The Executive Director presented the budget summary. The top
line levy increase is 5.0% which includes a 4% reserve calculation. The ED
highlighted the main budget deficiencies being; a) a severe deficiency of “other
revenues” and b) the high level of debt. Also, there was discussion of reducing
the overall increase to the rate of inflation as per D. Rasokas and D. Gilvesy.
The ED spoke about the importance of ensuring compliance to all government
regulations, tax laws and the Municipal Act. The budget document ensures
compliance with all legislation. Effective January 1st, 2020; all contract
employees are converted to BIA employees. The EMC will be a full-time
position as of 01/01/2020 at an annual salary of $40,000 plus benefits (including
retirement plan, medical & life insurance). The ED will be a full-time position at
40 hours per week at an annual salary of $52,500 plus benefits (including
2
retirement plan, medical & life insurance). All employment costs are included in
the “General & Administrative” cost center. The ED discussed the initiatives to
be undertaken to add additional revenues in 2020 including holding more events
that generate revenues; with Turtlefest; leveled sponsorships, additional events,
AGM Gala, banner sponsorship program similar to the Exeter BIA, umbrella &
table advertising, and other initiatives to increase revenues beyond those of the
municipal levy. The group made the decision to postpone the LED sign panel
replacement until 2021. D. Gilvesy asked to have the $12,000 expenditure
removed. D. Rasokas concurred with D. Gilvesy and wanted the year-over-year
levy increase at the rate of inflation or less. The ED also informed the board that
the BIA has its own CRA number (77306-8333) for both remittance and GST
accounts. One of the requirements of Summer Job Service funding is having a
CRA number for tax purposes. The BIA is exempt from WSIB premiums as per a
letter received from WSIB head office. The ED also highlighted a number of
errors and omissions relating to the BIA assessment role provided to the BIA
from the Town of Tillsonburg. There are some BIA zone properties that are not
paying the levy that should be. Any building with a business use should attract
the BIA levy. The ED will follow-up and schedule a meeting with the town’s
Revenue Manager, Denis Duguay, forthwith. A subsequent report will be brought
to the board at a future meeting. The ED will also follow-up with partners THI, 3E
Power and ERTH Corporation regarding partner funding for the 6 required
heritage fixtures on Brock Street East & West, the Broadway node power
improvements for food trucks and the refurbishment of the Broadway Plaza in
front of the Tillsonburg Town Centre Mall. The ED informed the board that the
BIA will take over full planning and control of the Turtlefest Block Party and will
run the VIP area itself. The key strategy is to monetize the value of the Block
Party as a key revenue generator for the BIA. The 2020 budget also includes the
purchase of a work truck which will be debentured and cost-recovered through
annual sponsorships. The budget details attached to these minutes drills down
into the details of the “ancillary revenues” contemplated in the overall budget.
Again, the ED stressed the importance of maximizing government funding
programs including Summer Jobs Service, Job Connect, TVDSB community
hours (40 hour per student, per calendar year), co-op placements with both
universities and colleges and grants available from the OTF (Ontario Trillium
Foundation) and others. The ED reviewed the capital plan and the importance of
having the tools to do the job. To this end, the BIA will develop virtually almost
all the operational capacity with the exception of garbage pick-up and banner
installation and removal. The budget also contains a 10-year financial forecast
which sees all debts fully retired by 2028 with no need to borrow any monies for
projects going forward. The ED also spoke about expanding the BIA zone to
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leverage costs and to harmonize promotions for the town so there is no conflict
between the retail areas of North Broadway, TILLCON, Simcoe Street and the
existing downtown area. This would be an initiative for 2021 and beyond. There
are also businesses on the cusp of the existing BIA boundaries which should be
in the BIA zone and this includes Verhoeve’s CJDL Engineering, Tillsonburg KIA
to name a few. The Façade Improvement Program saw heightened activity and
pay-outs in 2019. The ED spoke about the need for the rear façade details to be
finalized, (program elements), the increased costs for rear improvements due to
building and fire code requirements. To this end, the budget “asks” the Town of
Tillsonburg to increase its portion of FIP funding in 2020 to $31,000 from $25,000
to match the BIA allocation. This also provides for an inflationary adjustment
given that the town portion has been static since 2013. The ED also spoke
about the need to implement a capital cost sharing arrangement with the Town of
Tillsonburg similar to what other BIA’s do in Ontario. The ED also delivered the
budget and business plans to Ron Shaw & Dave Rushton so that they are fully in
the loop. The board will now need to present the board-approved budget at the
November AGM to gain member support and approval before being forwarded to
Tillsonburg Town Council for their consideration during the town’s budgetary
deliberations to be scheduled. The budget and business plan will be posted on
the town’s website, there will be a mailer to all BIA members and there will be a
notice in the Tillsonburg News. Management will ensure that there is full and
complete communication for all financial and governance initiatives so as to
continue to build more awareness and trust with the members. Management will
also meet with all key stakeholders including the Tillsonburg Horticultural Society,
Town of Tillsonburg, Tillsonburg Garden Gate, Oxford Small Business Centre,
Tillsonburg Chamber of Commerce, OBIAA and other partners to ensure that all
partnerships and resources area fully utilized for all BIA operations. The ED will
also be working with the Ontario Trillium Foundation for grant funding for cultural
projects in the BIA zone and to write said grant applications so that they fit and
meet all of the required criteria.
Proposed resolution #Sep-01-2020 Budget:
a. Moved by: D. Gilvesy and seconded by: J. Tilson
And resolved that the BIA Board of Management hereby approves the adjusted
2020 Budget with a levy requirement from the Town of Tillsonburg of $139,450
and total revenues of $289,561. The year-over-year levy increase is 1.0%
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comprised of an inflation factor while also creating reserve accounts for future
use. The actual net effect to the average BIA member assessment is a
decrease of 5.0% accounting for a correction of errors & omissions with the 2018
assessment roll. The budget includes the conversion of all contract staff to
employees as at January 1st, 2020 and the conversion of the Events and
Marketing Co-ordinator to full-time status (40 hours per week) effective January
1st, 2020. The HR changes contained in the budget will ensure compliance with
CRA, MOL/Employment Standards Act & other government legislation.
“CARRIED”
NOTE: The revised 2020 budget and business plan are attached to the minutes
at the end of this document.
8. COUNTY OF OXFORD PLANNING REPORTS: There were no comments.
9. EXECUTIVE DIRECTOR’S REPORT: The ED presented a truncated report
given the timelines of today’s meeting. 2020 BUDGET: The ED and EMC have
been working diligently on the 2020 budget. The document draft was completed
the week of September 9th. The budget has several key structural components
and it was highlighted about the human resources being converted to salary from
contract to be compliant with CRA and mitigation of risk to the BIA Board of
Management; including allocation for health benefits & retirement plan and life
insurance & to increase EMC to full-time status as of Jan 1, 2020 to effect
heightened promotional activity, stronger social media presence, BIA to take over
100% control, planning and revenues for the Block Party, etc. The EMC & ED
will be working together to ensure the “other revenue” line of the budget is met or
exceeded. Also, the ED spoke about the need for volunteers for the clean-up
and storage of the new beautification elements. The proposed storage area is
the basement of the IOOF Lodge on south Broadway. The BIA management
team is working on the balance of year, (BOY), operational plan including the
remaining promotional events culminating in a refreshed and larger Christmas
Crawl. The ED also had a discussion with the Turtlefest Executive Committee
about a reduction in funding to Turtlefest for 2020 given that we are employing
the EMC to plan and execute the Block Party. The ED has not committed any
amounts to Turtlefest for 2020. Note: in 2019, the BIA paid a $5,000 sponsorship
fee to Turtlefest. The ED and EMC will be working on tallying the nominations
for the Downtown Awards to be presented at the upcoming AGM in November.
The AGM will have a more robust agenda to include the budget, business plans
and to celebrate the achievements of our downtown members. The EMC and
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ED will be working with the CEO of the Tillsonburg Chamber of Commerce about
the physical awards to be presented. The AGM will also feature a “year in
review” to highlight all BIA accomplishments and to produce a “report card” of
both positives and areas requiring improvement.
10. Façade Improvement Program business:
a. FIP: request for approval of FIP application for Jesse Goosens for the
municipal address of 58 Broadway St. (the building containing Tillsonburg
Memorials, Hurley’s and the relocation of Millard, Rouse, Rosebrugh from
Harvey Street).
Motion: Moved by: M. Van Geertruyde and Seconded by: C. Heutinck
and resolved that the Board of Management of the Tillsonburg BIA approves in
principle, the grant application in the amount of $30,000 pending successful
construction and inspection(s) of said project at 54-58 Broadway/15-19 Oxford
Street – operating as Millard’s, Hurley’s and Tillsonburg Memorials.
“CARRIED”
b. FIP: request for approval of FIP application for Wendy & John Cameron
for the rear of municipal address of 93-95 Broadway in the amount of
$10,000.
and resolved that the Board of Management of the Tillsonburg BIA approves
in principle, the grant application in the amount of $10,000 pending successful
construction and inspection(s) of said project at 93-95 Broadway.
Motion: Moved by: M. Van Geertruyde and Seconded by: C. Heutinck
“CARRIED”
11. ROUNDTABLE: there were no items brought forward for discussion.
12. NEXT MEETING – Thursday, October 24th, 2019 at Carriage Hall – 7:00 am
breakfast, 7:30 am meeting
13. MOTION TO ADJOURN :
a. moved by: D. Gilvesy b. seconded by: M. Tedesco
“CARRIED”
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Tillsonburg BIA - 2020 BIA Budget Financial Summary
Summary of
Revenues & Expenditures
2018 Actual
Audited
2019 Budget 2019 Projected
(forecast)
2020 Proposed
Budget
Revenues:
BIA Levy (requirement from taxation) 127,217 136,621 136,621 139,450
Town contribution to Façade Program 25,000 25,000 25,000 31,000
Other income & funding inc. SJS,
sponsorships, Turtlefest, banner program 3,525 13,264 19,137 55,220
HST rebate 13,111 15,000 20,063 14,336
Interest income 77 2,220 960 1,010
Rock Developments-Sobey’s agreement 2,500 2,500 2,500 2,500
Contribution from accumulated surplus 0 0 70,000 46,000
Total Revenues: 171,722 194,605 254,281 289,516
Levy as % of total revenues 74.1% 70.2% 53.7% 47.6%
Expenditures:
General, administrative + operations
(including payroll, office and day to day expenses) 29,593 84,673 84,377 125,691
Debt principle & interest 8,989 11,628 25,067 22,504
Debt P&I payment as a % of levy: 7.1% 8.5% 18.3% 16.1%
HST (1.76%) 100% of GST, 78% of PST 14,251 20,000 21,808 15,583
Capital, repair & special projects 6,734 500 15,978 23,000
Marketing, events & advertising
(includes cost of running events) 7,806 18,250 9,191 24,000
Façade Improvement Program 25,000 50,000 81,000* 62,000
Beautifications – plants, street
furniture, umbrellas, trees, waste
containers
6,785 13,250 39,000 11,000
Capital reserve provision (*NEW) 0 0 0 2,869
Operating reserve provision (*NEW) 0 0 0 2,869
Total Expenditures: 94,158 194,605 254,281 289,516
Net Revenue/(Deficit) +77,564 0 0 0
Summary of Accumulated Surplus:
(cash based)
*timing of payment
for FIP projects
*final payment of
$4,495 due 03/31/20
from refinancing
Beginning Balance 106,284 192,783 220,345 150,345
Change in Accumulated Surplus +114,061 0 -70,000 -40,262
Ending Balance 220,345 192,783 150,345 110,083
*FIP expenses in 2019 (actual), include 3 projects carried over from 2018 (5 storefronts) & 3 storefronts (Hurley’s building)
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2020 BIA Budget - key objectives:
1. To develop non-levy revenues through increased event, fundraising, sponsorships,
partnerships & other sources of funding:
a. Turtle-fest Block Party to be maximized as a revenue enhancement tool
b. Banner sponsorship programs: i.e. Exeter BIA program, table, umbrella ads
c. Initiate & implement leveled sponsorship programs similar to the Chamber of
Commerce to build long-lasting relationships for stability of funding.
d. Maximize available government funding programs including Summer Jobs
Service, OMAFRA, Digital Main-street, provincial programs, etc.
e. Increase the frequency and quality of all promotional/event activities
2. Implement tools to self-finance capital projects internally & via sponsorship offset:
a. Plan for annual reserves in all budgets going forward
b. Negotiate a 50/50 capital cost-sharing agreement with the town council
c. Prepare 5 & 10 year capital project list with identified funding sources
3. To be in compliance with CRA, Municipal Act, Town Code of Conduct:
a. Conversion of human resources to employee from contract
b. Drives ability for additional grant-funding opportunities (availability of
funding) & ensures adherence to the Employment Standards Act
c. Ensures integrity of the BIA operations and reduces risk
4. To invest in our strengths & building on the pro-activity & strengths of our people:
a. Retention of existing human resources is key our future success(es)
b. Increase the EMC to 1.0 FTE (funded internally)
c. Maintain 0.4 FTE for Spring/Summer/Fall student labour (funded externally)
d. Add seasonal co-op student for Marketing & Promotions (funded externally)
e. Provide medical, life, health and retirement benefits to FTE’s
f. Continue to recruit new Board Members to improve board efficacy
5. To providing the tools necessary to do the job & developing self-sufficiencies for self-
sustaining operational capabilities within the BIA organization:
a. Watering apparatus including tank, sprayer hose & truck mounts
b. Full-size, regular cab work truck – capital cost offset 100% by sponsorships
c. Graphic design hardware & software tools (new Mac for EMC)
d. Investment in FTE’s to ensure plan execution & to increase work output
6. Preparations to expand the BIA boundary for effect on January 1st, 2021
a. Work with the Town Clerk and Legislative Services Department on the necessary
steps required for a successful implementation plan
b. Implement a communications plan for said expansion
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Other revenue breakdown:
Employment programs
Includes full-year allocation of part-
time student labour plus one co-op
horticultural student
Programs can be staggered or
stacked beginning with March break
2020 & Youth Job Connect
$10,500
Summer Job Service (SJS)
Youth Job Connect – (YJC)
Fanshawe/Guelph/Ridgetown
TVDSB co-op placements
Turtlefest VIP area tickets $5,000 100 tickets @ $50
All revenues to BIA
Turtlefest Block Party food
truck permits
$1,220 5 x $244
Revenue shared with Turtlefest Committee
Work truck sponsorship
(commensurate with purchase of
truck May 1, 2020)
$6,000 6 sponsors x $1,000
DeGroote-Hill, Garden Gate & 4 others
(for 5 years to cover debenture payments of
the work truck)
Leveled sponsorship
program
(similar to Chamber of Commerce)
$7,000 1 Gold sponsor - $1,500 = $1,500
2 Silver sponsors - $1,000 = $2,000
5 Bronze sponsors - $500 = $2,500
Media partner - $1,000 (1)
AGM Gala & Awards $5,000 100 tickets @ $50
Banner program
(similar to Exeter BIA)
$10,000 50 banners @ $200/each
Term: per year, per banner
Affiliate member program $5,000 20 @ $250
OMAFRA project funding $5,500 BIA will apply for various available program
funding.
*New event revenues TBD
Ideas:
Wine & Food Fest
Cruise Nights d/t
Indoor Farmer’s Market
Fashion Show(s)
$10,000
*not included in budget, will plan as
contingency to achieve “other revenue”
target
Totals: $55,220
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2020 Budget introduction:
The context of which the 2020 budget was written and devised is critical to
understanding the details presented. Further to this, it is the job of management to
prepare the annual budget and for the board to review, discuss, provide feedback,
suggest changes and then approve the document prior to the required member
notification & presentation at the November AGM and finally, subsequent approval by
Town Council during their 2020 budget process.
The budget was compiled after reviewing the recent financial results, however, & more
importantly, it was critical in looking forward to the future & specifically, devising a
long-term forecast & plan towards 2030. At present, there is a high level of debt caused
by an inability to finance capital improvements internally. Also, other BIA’s notably
those in the City of Toronto, have a 50/50 cost-share plan with the city for all capital
improvements. It is the view of management that long term debt is too high given the
limited resources that the BIA has to pay such debt. One of the structural improvements
of having a longer-term financial view is that by the beginning of 2028, there will be no
long term debt if the BIA adopts the recommendations in this budget document.
The 2020 budget includes a 4% reserve - comprised of 2% for each of operating
and capital expenditures. Management also recommends including this allocation
annually as shown in the attached 10-year financial forecast. The primary benefit of
having an annual reserve calculation and plan, is that by 2028, there is no debt, there
will be a significant reserve in place for any/all capital spending that is required, and the
BIA can weather any period of economic difficulty or to deal with assessment rebates
due to members. There will also be no need to finance any type of debt going
forward due to the planning & reserve calculations included therein.
The BIA and Town of Tillsonburg should have a similar, if not identical policy of a
50/50 cost share for all BIA capital improvements. With direction from the board,
management will bring a resolution forward for consideration of adopting a policy for
the BIA with Town Council/Town of Tillsonburg.
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The board has traditionally been an “operating board” vs. being a “governance board”.
This budget reflects the need to develop and implement the policies, procedures and an
updated constitution so that there is a sustainable platform for the BIA operations into
the longer term. Members of the board cannot and should not be expected to
perform day-to-day operational tasks of the BIA. As a point of reference, the
Uptown Waterloo BIA has gone through a similar transition during the past couple of
years.
Management has also undertaken a review of other BIA’s financial performance and one
key area where we are severely deficient, is the generation of revenue outside of the
municipal levy. To this end, management will be focused on developing sponsorships,
government funding, employment program revenues, monetization of the Turtlefest
Block Party, and where feasible; fully offset the cost of any new debt (i.e. work truck); via
100% cost recovery plan including external sponsorship(s).
Also, the board has a fiduciary responsibility to mitigate risk and to ensure compliance
with all applicable government legislation. To this end, the budget contemplates &
includes the conversion of all human resources to employees from contractors.
This ensures compliance with CRA, Ministry of Labour/ Employment Standards Act and
significantly improves access to government funding.
General & administration costs are forecast to increase by a change to the Events &
Marketing Co-ordinator to full-time status as of January 1st, 2020 in addition to
providing medical, dental and retirement benefits to both full-time employees. We are
in a digital marketplace with a heavy influence of social media. It is critical to have the
staff & team to focus on marketing & events. The budget contemplates the BIA taking
over the entire planning and operations of the Block Party to include a VIP area and to
maximize revenues for the BIA from this point forward. There is a separate tab for the
Human Resources Plan, which shows the net changes to FTE’s for 2020.
All capital items in the budget are financed internally other than the cost of the work
truck – which will be fully offset by direct sponsorships. Façade Improvement Program
funding is forecasted to be above budget in 2019 due to carryover projects from
previous years. There are outstanding FIP expenses from 2017 & 2018 from projects not
yet fully invoiced & paid with respect to Roka Billiards & Ronson’s Audio in addition to
the $30,000 payment for the old Prouse Furniture building on Brock St. E.
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The is a separate tab in the budget binder for the Human Resources Plan, Capital
Expenditure (CAPEX) projects, current long term debt and supporting documents as well
as the proposed governance changes contemplated, new board directory and finally, the
2020 meeting schedule which includes the 2020 Annual General Meeting.
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2020 Budget & Business plan key summary points:
1) Municipal levy increase to $139,450 or 1.0%; which is comprised of a 1% inflation factor
plus 4% reserve. See point #2 below.
2) Work with the town’s Revenue Manager to correct errors and omissions with the
assessment roll. This will equate to a net decrease per BIA member from $594 in 2019 to
$585 in 2020.
3) Increase non-levy revenues to $55,220 through sponsorships, government employment
programs, event sales/income, & other funding sources. See attached.
4) Increase the budget for FIP projects to 6 from 5 in anticipation of the roll-out of the rear-
façade improvement category including an inflationary adjustment.
5) Ask the Town of Tillsonburg to increase their FIP funding portion to $31,000 per annum
with a matching contribution by the BIA.
6) Developing virtually 100% internal BIA self-sufficiency with operations and maintenance
including watering, floral care and planning/implementation of all capital improvements.
7) The proposed debt required to pay for the work truck is offset by annual sponsorships.
8) The 2004 Broadway node/reconstruction debt is fully paid for as of 03/31/2020.
9) Implement monthly BIA programs and events like a fashion show in the mall; more
sidewalk sales; new website; new communication tools; new banner program; new
umbrella and table marketing materials, etc.
10) Conversion of all human resources to employees + provide medical, dental, life insurance
and retirement benefits to full-time staff.
11) Implement a change to the EMC position to salary from contract as well as full-time
status as of January 1st, 2020 @ $40,000 per year. (plus pension, medical & life)
12) Convert the ED to salary from contract as of January 1st, 2020 @$52,500 per year. (plus
pension, medical & life)
13) Re-configure the existing office to create a new work-space for the EMC.
14) Build on the successful beautification plan by implementing all learnings and continuous
improvement tactics in subsequent years.
15) Develop and implement new branding and logo for the BIA.
16) Make full use of the Summer Job Service student employment program.
17) Implement leveled sponsorships (i.e. Chamber of Commerce), to add non-levy revenues.
18) Negotiate a revised Memorandum of Understanding (MOU) with the Town of Tillsonburg
to take effect early in 2020 including regular gross levy payments by by-law.
19) Prepare to expand the BIA boundaries for effect on January 1st, 2021.
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BIA Human Resource Plan - Historical & 2020 budget
*FTE analysis detail (*FTE = full-time equivalent)
BIA Staff
Position:
2018
Actual
2019
Budget
2019
Actual
2020
Budget
Net
change:
Executive Director
0.25
1.0
1.0
1.0
n/c
Events & Marketing
Co-ordinator
0
0.25
0.3
1.0
+0.7
“Keep it Beautiful” &
seasonal student labour
0
0
0.4
1.0
+0.6
Co-op student
(horticulture)
0
0
0
.4
+0.4
Totals: 0.3 1.25 1.7 3.4 +1.7
History of total
net FTE change:
-1.1 FTE
+0.9 FTE
+0.5 FTE
+1.7 FTE
Notes:
1. Seasonal student & co-op student labour is funded externally to $1,000 per
person and can begin as early as March break 2020.
2. There was no Executive Director for most of 2018.
3. There were no Community Living costs for the “Keep it Beautiful” program
associated in 2018’s fiscal year.
4. The 2020 budget proposes external funding for 1.4 FTE’s.
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Capital equipment & project list:
Priority: PRIORITY Item/equipment/project: How is it paid for?
1 2020 Silverado W/T
(sponsored: DeGroote-Hill, Garden Gate & 4 others)
Debentured, cost
recovered 100% for the
entire term of the
debenture (5 year term)
1 iMAC desktop & printer for EMC $4,000, funded internally
1 Purchase & installation of 6 additional heritage light
fixtures for Brock St. E & W to address lighting
concerns brought forward by BIA members
$11,250, funded internally
2 Broadway power upgrades
(Brock Street to Baldwin Street)
To facilitate proper, quiet and safe operation of food
trucks for special events
$4,000, may be sponsored
by THI & ERTH
Corporation & funded
internally
3 Watering apparatus for downtown plants/trees
This will allow for internal operational capabilities
$500, funded internally
may be sponsored by
Agrospray
4 Additional street furniture & replacement steel tables
to supplement existing capital assets and to replace
damaged/broken tables from 2019 weather events
$2,000, funded internally
Other items under consideration:
Downtown music system $4,000, may be sponsored
Wi-Fi re-implementation including hardware $6,000, may be sponsored
T-Go transit shelter for Tillsonburg Town Centre
The TTC is one of the main T-GO stops for both
routes.
$8,000, (cost-share offset
by some advertising
revenue)
Total: $23,000 (internal +$5,000
funded externally)
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Downtown infrastructure upgrades & capital spending plan details:
1) Procure work truck to effect daily operations including watering, maintenance,
special event operations, moving of goods and services required for daily
operations of the BIA. At present, the BIA team is using personal vehicles for
bulky and awkward event, equipment and other items.
Purchase timing: May 1st, 2020.
2) Install new hydro connections on Broadway from Baldwin/Oxford northerly to
Brock Street including availability of 220v power for food trucks.
Operational target: Prior to Turtlefest 2020
3) Refurbish the Broadway plaza including removal of the hemlock trees to be
replaced by lower maintenance species and the potential installation of LED
lighting, overhead canopy & heritage fixtures – (funded internally, with town,
sponsorship & partner support).
Operational target: May 24th, 2020
4) In conjunction with T-Go; purchase of transit/bus shelter for the front of the
Tillsonburg Town Centre Mall
Operational target: January 1st, 2020
5) Re-implementation of WiFi system in conjunction with town and county.
6) Replace focal point signage panels which are technically obsolete/unreliable.
7) Installation and test of downtown music.
8) Begin replacement of glass-top tables with steel-inlayed types.
9) Equip the Events & Marketing Co-ordinator with MAC desktop, printer &
software.
16
Key 2019 BIA accomplishments:
1. Successful implementation of the beautification plan with learnings for 2020 and
beyond.
2. Planned and executed 6 additional events throughout the year.
3. 2020 budget planning completed in advance of end of calendar year including
approvals as required.
4. Strengthened the organization with addition of summer students
5. Completion of multi-year capital plan to 2030.
6. Completion of multi-year budget to 2030.
7. Strengthened the Board with 4 additional members.
8. Strengthened and added new members to all sub-committees.
9. Found zero cost storage for BIA assets at 79 Broadway (basement).
10. Reviewed, updated and improved assessment roll listing for BIA levy which had
several important errors.
11. Transition to a new financial institution.
12. Improved downtown cleanliness and aesthetics.
13. Successful Turtlefest Block Party.
14. Successful Canada Day activities.
15. Completed draft update for BIA constitution for approval at the AGM.
16. Worked with the Clerk’s Office to update BIA by-laws.
17. Sent numerous resolutions to Town Council for consideration and action.
17
10 YEAR FINANCIAL FORECAST:
Summary of
Revenues & Expenditures 2021
2022 2023 2024 2025
Revenues: 150th town
anniversary
200th settlement
anniversary
BIA Levy 143,000 146,500 150,175 154,000 158,000
Town contribution to FIP 31,000 31,000 32,000 32,000 32,000
Sponsorships, events & other
funding 70,000 80,000 80,000 81,000 82,000
HST rebate 16,907 20,001 17,100 17,442 21,088
Interest income 1,300 1,400 1,500 1,600 1,700
Rock Developments – Sobey’s
agreement 2,500 2,500 2,500 Agreement
expired
Agreement
expired
Contribution from surplus 0 0 0 0 0
Total Revenues: 264,707 281,401 283,275 286,042 294,788
Levy as % of total revenues 56.1% 51.7% 51.2% 52.3% 53.5%
Expenditures:
General & administrative 128,189 128,864 130,399 132,285 136,550
Debt principle & interest 20,423 20,046 19,669 19,297 12,914
HST (1.76%) 100% of GST,
78% of PST recoverable 18,377 20,631 18,587 18,800 22,004
Capital & special projects 10,000 15,000 15,000 15,000 16,500
Marketing, special events, &
general advertising 10,000 16,000 15,000 16,000 20,000
Façade Improv’t Program 62,000 62,000 64,000 64,000 64,000
Beautifications – plants, furniture,
umbrellas, trees, waste containers 10,000 13,000 14,000 14,500 16,500
Capital reserve (2% of levy) 2,859 2,930 3,004 3,080 3,160
Operating reserve (2% of levy) 2,859 2,930 3,004 3,080 3,160
Total Expenditures: 264,707 281,401 283,275 286,042 294,788
Net Revenue/(Deficit) 0 0 0 0 0
Summary of Accum’d Surplus:
Beginning Balance 110,083 115,261 121,121 127,125 133,285
Change in Accumulated Surplus +5,178 +5,860 +6,004 +6,160 +6,320
Ending Balance 115,261 121,121 127,125 133,285 139,605
18
10 YEAR FINANCIAL FORECAST CONTINUED……
Summary of
Revenues & Expenditures 2026 2027 2028 2029 2030
Revenues:
BIA Levy 162,000 166,000 171,000 175,000 179,000
Town contribution to Façade
Program 33,000 33,000 33,000 34,000 34,000
Sponsorships, events & other
funding 80,000 80,000 81,000 82,000 86,000
HST rebate 22,001 22,450 22,899 23,357 23,824
Interest income 1,800 1,900 2,000 2,125 2,300
Rock Developments – Sobey’s
agreement Nil Nil Nil Nil Nil
Contribution from accum’d surplus 0 0 0 0 0
Total Revenues: 298,801 303,350 309,899 316,482 325,124
Levy as % of total revenues 54.2% 54.7% 55.2% 55.3% 55.1%
Expenditures:
General & administrative 140,689 143,000 146,000 149,000 152,000
Debt principle & interest 12,914 12,159 11,784 0 0
HST (1.76%) 100% of GST,
78% of PST recoverable 23,924 24,402 24,600 24,810 25,000
Capital & special projects 16,370 16,500 17,500 18,000 19,000
Marketing, events, & general
advertising 15,370 16,500 17,500 18,500 19,500
Façade Improv’t Program 66,000 66,000 66,000 68,000 68,000
Beautifications – plants, furniture,
umbrellas, trees, waste containers 14,000 15,000 16,000 25,000 25,000
Capital reserve (2% of levy) 3,832 3,908 3,986 4,066 4,147
Operating reserve (2% of levy) 3,832 3,908 3,986 4,066 4,147
Total Expenditures: 296,931 301,377 307,356 311,442 316,794
Net Revenue/(Deficit) +1,870 +1,973 +2,543 +5,040 +8,330
Summary of Accumulated Surplus:
Beginning Balance 139,605 149,139 158,928 169,443 182,615
Change in Accumulated Surplus +9,534 +9,789 +10,515 +13,172 +16,624
Ending Balance 149,139 158,928 169,443 182,615 199,239
19
Summary of long-term debt:
*Current balance as of September 1st, 2019:
Project: Financed by: Total
debenture:
Current
balance*:
Payment
frequency:
Final
payment:
2004
Broadway
reconstruction
(nodes)
TD Bank
London
$43,000
$8,880.78
Twice
annually
March 31,
2020
2018
heritage
streetlights &
LED
conversion
Infrastructure
Ontario
$115,000
$111,046.60
Twice
annually
December 3,
2028
20
Governance review & recommendations:
1. Meet with Town Clerk and Legislative Service Department for guidance on adherence to the
Ontario Municipal Act; Municipal Code of Conduct; & proper handling of the AGM.
Update: first meeting held on August 22nd.
2. Update the BIA Constitution for presentation and adoption at the AGM in November.
Status: In progress.
3. Develop a voting proxy for the AGM in increase/improve participation. Town Clerk to
provide suggestion(s). Status: In progress. Will report back to the board prior to the AGM for
action.
4. Invite the Clerk and Deputy Clerk as a delegation to a board meeting to review the BIA By-
law. Status: To be scheduled.
5. Update all BIA policies and procedures for presentation at the AGM in November.
Status: In progress.
6. Appoint an Independent Meeting Investigator. This should be a motion for adoption at the
AGM. Status: To be added to the AGM agenda.
7. The chart below outlines accountability and responsibility of the partners:
TASK
BIA
STAFF
BIA
BOARD
TOWN
CLERK
TOWN
COUNCIL
BIA
MEMBERSHIP
Developing the Human Resources Plan X
Approving the Human Resources Plan X
Developing the Annual Budget & Business Plan X
Approving the Annual Budget & Business Plan X X X
Recruiting new Board Members X X
Appointing & Approving New Board Members X
Preparing Operating Plans X
Approving Operating Plans X
Cheque signing authorities X X
Presentations to Town Council X X
Public Relations & Media Spokesperson X X
Posting minutes to the Town website X
Ensuring adherence to the Municipal Act X X X
Ensuring adherence to the
Town’s Code of Conduct
X X X
Board Member resignations X X
Running the Annual General Meeting (AGM) X X
21
2020 Marketing Introduction & Strategic Directions
The most important strategic imperative for 2020 is to increase the Events and
Marketing Co-ordinator to full-time status effective January 1st. This is critical as we
execute the following projects and events in 2020:
1. The BIA to take over full planning and operations of the Block Party.
2. The BIA will monetize the Block Party event to increase revenues.
3. The BIA will operate, itself, the VIP area including the sale of tickets.
4. Undertake a re-branding exercise including development of a new logo.
5. Invest in core marketing activities including:
a. Development of a proper & dynamic website
b. Strong management and execution of all social media channels.
c. Implement a “Shop Tillsonburg First” marketing campaign.
6. Liaise with OMAFRA & other government agencies to procure additional tourism & event
funding.
7. Run 12 monthly promotional events in addition to Turtlefest, Canada Day, Fitness Event,
Christmas Crawl & other seasonal promotions.
8. Increase the number of sidewalk sale events from 2 to 4 to cover off all of the seasons.
9. Adopt a version of the Exeter BIA banner revenue program for spring 2020.
10. Implement the tiered/leveled sponsorship program (Tillsonburg Chamber of Commerce).
11. Confirm 6 sponsors of the BIA work truck @$1,000 per annum, per sponsor.
12. Testing of Google and Facebook ads.
13. In conjunction with Rogers Community Television; continue the “Downtown Tillsonburg”
television show.
14. Continue to implement all best-practices from other BIA’s. BID’s and BIZ’s.
15. Implement regular blog posts for social media.
16. Create and post short videos to all social media channels.
By having a full-time resource in the marketing and promotions area will allow the BIA
to be more impactful throughout the year and to effect visible downtown events on a
more regular & predictable basis. There will be a reduced need to use radio, print,
newspaper or other media advertising as the EMC will be utilizing lower-cost digital
platforms. As listed above, there will be a testing of Google and Facebook ads which
will be evaluated for effectiveness. This will be at minimal cost.
22
Executive Director Salary Analysis – September 1st, 2019
Location: Title: Employer: Annual wage: Date of survey: Index to
market value:
Woodstock
BIA
Manager
City of
Woodstock
$47,000 +
benefits + pension
Current .63
Downtown
London BIA
Executive
Director
Downtown
London BIA
$101,000 +
benefits
Current 1.35
Milton
Downtown BIA
Executive
Director
Town of
Milton
$51,783 Current .69
London, ON
regional
survey
Executive
Director
Various: all
gov’t & non-
profit agencies
$74,701 +
bonus + benefits
Current n/a
Midland
BIA
Contract
Manager
Midland
BIA
$29,000
Part-time
January 1st, 2019 .58
Leamington
BIA
Contract
Manager
Leamington
BIA
$29,000
Part-time
January 1st, 2019 .58
Cobourg
BIA
Co-ordinator
Downtown
Town of
Cobourg
$42,000
37.5 hours/week
January 1st, 2019 .56
Kingston
Downtown BIA
Managing
Director
Downtown
Kingston BIA
$83,300 January 1st, 2019 1.12
Tillsonburg
BIA current
Executive
Director
Tillsonburg
BIA
$40,000
(contract)
December 3rd,
2018
.55
Tillsonburg
BIA proposed
for 2020
Executive
Director
Tillsonburg
BIA
$52,500
(salaried +
benefits/pension)
January 1st,
2020
.70
23