200923 BIA AGD
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Tillsonburg Business Improvement Area
Meeting Agenda - Board Meeting of Wednesday, September 23rd, 2020
IN PERSON & ZOOM @ CARRIAGE HALL – 25 BROCK ST. W. TILLSONBURG
Time: 7:00 AM – Breakfast Meeting: Business Meeting 7:30 AM – 9:30 AM
CLOSED SESSION: 7:30 AM – OPEN SESSION: 8:30 AM
1. CALL TO ORDER: Time: _______
QUORUM: Count members present
Guests present: _______________________
2. CLOSED SESSION: (7:30 AM) For the purposes of discussing:
a) Human Resources; including identifiable individuals
3. ADOPTION OF THE AGENDA:
a. moved by: ______________ seconded by: _____________
“And resolved that the agenda, as prepared for the BIA Board of Management
meeting for September 23rd, 2020 be adopted”.
4. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF:
5. ADOPTION OF THE MINUTES from the board meeting of July 23rd, 2020
a. moved by: _______________ seconded by: _______________
“And resolved that the minutes, as prepared for the OPEN SESSION meeting of
July 24th, 2020 be adopted”.
6. BUDGET: The Board Members have received their 2021 Budget and Business Plan
documents. The Board of Management discusses, amends and approves the 2021
budget as a first step in the implementation process. Once passed by the Board, the
budget & business plan are then presented to the BIA membership for approval & then
forwarded to Town Council for their approval early in 2021. This budget is proposed
at a 0% increase year-over-year and also a new levy for that new portion of the
expanded zone only in the amount of $24,280. The budget does not include any new
FTE’s for 2021. The budget also projects a 50-50 cost sharing of all future capital
projects approved by the board and Town of Tillsonburg.
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MOTION:
“And resolved that the BIA Board of Management approves the 2021 BIA budget with
a levy requirement of $164,270. The base levy of $139,450 for the existing boundary
reflects a 0% increase. The additional levy to support the growth zone is $24,280. The
net effect on the aggregate BIA zone; is a net decrease per member of (-11.7%) vs.
2020. The budget projects a 0% FTE increase year-over-year. The budget also
assumes the successful negotiation of the 2021 MOU with the Town of Tillsonburg”.
7. PROPOSED NEW LEVY WRITE-OFF POLICY: The ED has undertaken research on the
treatment of BIA levy write-offs in other BIA’s across Ontario. In many municipalities;
the levy write-off is absorbed in the global municipal account for tax write-offs given
the impacts and unpredictability on a much smaller BIA budget. In the case of the
Tillsonburg BIA; the presence of one large property (Tillsonburg Town Centre Mall &
Canadian Tire); the impacts can be catastrophic as was the case back in 2015 where
the BIA had to borrow money to continue operations forward; in the amount of
$43.000. This debt was finally retired on March 30th, 2020. The tax legislation allows
for multi-year revisions to the assessment value and could result, again, in massive
rebates due back even though those monies have already been expended by the BIA
Board of Management. The ED presents the following resolution for consideration of
the Board:
MOTION:
“And resolved that the BIA Board of Management requests that the Town of
Tillsonburg change the BIA levy write-off policy that all future write-off(s) attributable to
the BIA for the levy are absorbed into the Town of Tillsonburg financial statements
commencing with January 1st, 2021 and are not passed on to the BIA”.
Special note: The ED has researched an alternative option whereas the Ontario
Municipal Act outlines a provision under the BIA legislation whereas the BIA could
apportion a fixed-dollar assessment to large BIA properties; of which; the assessment is
unappealable. The Board may consider taking this route in the future for such large
land parcels throughout any part of the BIA zone to ensure predictability of financial
results going forward.
8. TOWN HALL COMMITTEE: Town Council has approved the re-introduction of the
Town Hall Committee to lead the process for options on review of the needs for the
town for the years to come. The BIA Leadership team wants to remind the board that
the financial viability of the Tillsonburg Town Centre Mall would potentially be placed
in jeopardy with the loss of the majority tenant on the 2nd level. Previous discussions at
the Board level resulted in a unified position that the BIA supports the continued
location of the Town of Tillsonburg Corporate Offices in the Tillsonburg Town Centre
Mall. Shopping malls are diversifying their tenant mix to ensure longer term viability.
The loss of the Town Hall from the mall would potentially be catastrophic.
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The ED recommends that the Board of Management consider passing the following
resolution to be forwarded to Town Council & Town of Tillsonburg Senior
Management:
MOTION:
“And resolved that the Board of Management of the BIA reiterates it’s support
that the Town of Tillsonburg Corporate offices to remain at 200 Broadway and
that the BIA is consulted throughout the review, decision and implementation
process, (if and when applicable). The BIA recognizes that the Tillsonburg
Town Centre Mall is the pre-eminent centre of commercial, service and retail
activities in the downtown core and as such, must remain an economically
feasible, vibrant and operationally successful anchor in the community”.
9. BIA BOUNDARY EXPANSION: The ED has contacted the Town Clerk and CAO about
the proposed expansion, (map in PDF format is attached). The primary strategic
purpose of the expansion is to create the necessary plan including reconfiguration of
the downtown east area between the Town Centre Mall and the TILL/CON retail node
containing the existing Home Building Centre; TSC; Beer Store, Tillson strip mall and
other related service commercial activities.
MOTION:
“And resolved that the Board of Management of the BIA adopts the proposed map for
the expansion of the BIA boundaries effective on or about January 1st, 2021; and
further requests the Administration & Council of the Town of Tillsonburg to outline the
public process for public engagement with all stakeholders in accordance with the
provisions for BIA’s under the Ontario Municipal Act”.
10. PROPOSED CANNABIS CLINIC: The ED met with property owner at 69 Broadway,
Tillsonburg (Carlos Oliveira) on September 16th and it was discussed that a proposed
tenant has been secured for the empty premises (vacant unit to the north of the 69
Broadway municipal address). The applicant and prospective tenant is currently
operating a cannabis store in City of Toronto and the proposed Tillsonburg site would
be a 2nd location. The ED suggested to Mr. Oliveira that this proposal would be
presented to the board for consideration of a resolution in support. The ED has
researched the cannabis legislation and recommends to the Board that perhaps a
positive resolution be sent to the appropriate authorities in support of the application
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for BIA member Mr. Oliveira. The ED has prepared a resolution for consideration of
the Board as follows:
MOTION:
“And resolved that the Board of Management of the BIA supports the proposed
occupancy of the North unit of 69 Broadway (next to Tillsonburg Wine & Beer Studio);
in downtown Tillsonburg for the location of a cannabis retail outlet”.
11. PROPOSED GROUND LEVEL APARTMENTS: The ED has previously sent out the
application for zone change regarding the addition of 2 ground-level apartments to
the Sammy Krenshaw’s/bowling alley property located at municipal address 47-49
Broadway in downtown Tillsonburg. It is unusual to have ground floor residential
units in a downtown core area and especially on the primary retail arterial road. These
proposed apartments would consume what would otherwise be street-level retail
space. This would potentially set a dangerous precedent for the downtown core area.
MOTION:
“And resolved that the Board of Management of the BIA objects to the zone change
application to create 2 at-street level apartment units at 47-49 Broadway”.
12. FINANCIAL REPORT:
Funds on deposit at CIBC: as at 08/31/2020: $62,375.81
Funds on deposit at FirstOntario: as at 08/31/2020: $67,735.18
Total funds on hand as of 08/31/2020: $130,110.99
Net change from previous month: -$20,360.86
(unfavourable)
Accounts receivable:
Town of Tillsonburg – HST rebate from 2019 $11,712
Dufferin Construction – damage to BIA assets $1,804.20
Q3 levy $32,500
Q3 MOU payment $8,869
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CFDC payment 2 of 3 (grant application) $11,235
Turtlefest transfer (Fraser & Todd) $5,000
Sponsorships $4,000
Student labour credit (MSC) $2,800
There are a number of revenue/cash flow items in process which will be received
on or about September 30th, 2020. The year-to-date expenses are higher than planned
due to variances with the pop-up patio project and part-time labour costs as the MOU
and CFDC projects were not originally planned for in the 2020 budget. The ED
expects that due to timing; there will be a net surplus for 2020. The pandemic also
impacted the completion of the Façade Improvement Program projects for 2020 and
expect that there will reduced costs for the 2020 fiscal year.
13. EXECUTIVE DIRECTOR’S REPORT: (deferred to next meeting)
14. ROUND TABLE:
15. NEXT MEETING: Thursday, October 22nd, 2020 at Carriage Hall
16. MOTION TO ADJOURN: Time of adjournment: __________
a. moved by: _______________ b. seconded by: ________________
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Tillsonburg Business Improvement Area
MINUTES - Board Meeting of Thursday, July 23rd, 2020
Carriage Hall & ZOOM Time: 7:37 am – 9:55 am
1. CALL TO ORDER: Time: 7:37 am
QUORUM: 6/8, YES
MEMBERS PRESENT:
D. Gilvesy, C. Tomico, M. Tedesco, M. Van Geer Truyde, J. Tilson, D. Rasokas
STAFF PRESENT: M. Renaud, K. Slattery
TOWN REPRESENTATIVES PRESENT: C. Pepper
MEMBERS ABSENT: W. Cameron, A. Hicks
Guests present: None.
2. ADOPTION OF THE AGENDA:
a. moved by: D. Gilvesy seconded by: M. Van Geer Truyde
“And resolved that the agenda, as prepared for the BIA Board of
Management meeting for Thursday, July 23rd, 2020 be adopted”.
“CARRIED”
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF:
a. None declared.
4. ADOPTION OF THE MINUTES from the board meeting of June 25th, 2020
a. moved by: J. Tilson seconded by: M. Tedesco
“And resolved that the minutes, as prepared for the OPEN SESSION
meeting of June 25th, 2020 be adopted”.
“CARRIED”
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5. EVENTS AND MARKETING CO-ORDINATOR’S REPORT: The EMC delivered the
report to the board. The EMC walked around the room to show the board members
the various slides about social media metrics. There were double-digit increases in
page hits with Facebook (+17%). Councillor Gilvesy requested what the numbers
were referring to in terms of the time frame and the EMC answered that it was the
previous 28-day period. The EMC indicated the current on-line strategies are to
include additional video segments. The board asked a few questions about
frequency of posts and felt that the EMC should be posting more content on a
regular basis.
6. BEAUTIFICATION & OPERATIONS COMMITTEE REPORT & UPDATE: The ED gave
the monthly report highlighting the accomplishments and priorities for the month.
The general comments continued to be supportive. There was a discussion about the
pop-up patios being constructed and maintained as the number one priority. The
ED informed the Board about challenges related to watering with the extreme heat.
Keeping things hydrated has been difficult. The weeding and tree trimming
continues. There continues to be many favourable comments about the care and
condition of the downtown core area. There also continues to be issues with back-
alley and dumped garbage throughout the BIA service area. Some days there 30, 40
and upwards of 50 bags dumped. The areas of concern include residential
apartments near or on Broadway, the former Royal Hotel, Cat Alley, rear of Library
Lane and generally the downtown-south area, south of Baldwin-Oxford Streets. The
part-time staff are doing an amazing job and often get “rewards” from random people
as a thank-you for the efforts. Many BIA member businesses have also commented on
the efficacy of the Clean Team effort. The BIA staff have also re-deployed and moved
around various umbrellas and furniture as required. Shopping carts continue to be a
challenge with many being abandoned throughout the BIA core area.
7. FINANCIAL REPORT: The ED presented the financial report. There were no
questions. There are a number of outstanding revenue items including mask sales,
sponsorship invoices, Turtlefest funds, HST rebate from 2019 and the sponsored
labour credits from the Multi-Service Centre for the part-time summer students.
The ED will be following up with these matters forthwith. The ED forecasts that
revenues will continue to be lower than budgeted for the full-year given 1/12th of the
levy being removed from the full-year budget; the lack of event income; and “other
revenues”. Expenses for the pop-up patio project are also unbudgeted.
8. EXECUTIVE DIRECTOR’S REPORT:
The ED delivered the details of the monthly report. There were few questions. There
were several questions from the Board on the pop-up patio projects and
general beautification matters. The BIA team will continue
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9. BIA EMERGENCY RELIEF FUNDING PROGRAM: The Board agreed to keep the
program active until further notice.
10. 2020 BIA ASSESSMENT REPORT: The ED discussed the matter and there were no
questions from the group. The ED will provide update(s) at subsequent meetings.
11. 2021 BUDGET AND BUSINESS PLANS: The ED presented the details from this
agenda item. The Board directed the BIA team to provide a 0% increase in the 2021
levy requirement. The Board did not support the apportionment of fixed-dollar levy
amounts for the Tillsonburg Town Centre Mall. The Board are reminded to provide
feedback to the BIA team to be included in the 2021 budget no later than August 21st.
The BIA team will present the budget and business plan documents at the September
24th, 2020 meeting which is designated primarily as a budget meeting. The ED will
provide a budget binder to each of the Board Members prior to this meeting. The
binder will include 10 tabs as was the case for the 2020 budget document.
12. BIA OFFICE, MAINTENANCE & OPERATIONS SPACE REQUIREMENT(S): The sub-
committee had met and reviewed the available spaces in the downtown core area.
The only feasible location is the Tillsonburg Town Centre Mall space. The ED is
following up with Strathallen on Unit #A1045 at the front of the Tillsonburg Town
Centre Mall formerly housing the Turtlefest office and prior to the that; GR Paret
Realty. The ED will be meeting with Strathallen to try and formalize an agreement.
The ED and sub-committee commits to providing a report for the board at
subsequent meetings.
13. FAÇADE IMPROVEMENT PROGRAM: There have been no FIP committee meetings
since the pandemic began. The Board Chair and ED will be requesting that the Town
of Tillsonburg in scheduling a meeting forthwith. There are still several interested
parties who want to move forward with projects in 2020.
14. COUNTY OF OXFORD GOVERNMENT SURVEY: Councillor Gilvesy asked that this
item be added to the agenda. Councillor Gilvesy and the ED spoke about the
importance of filling out this survey before the deadline as it is relates to Tillsonburg’s
impact on County government and governance. There were no further comments or
questions from the Board.
15. ROUNDTABLE: No comments.
16. NEXT MEETING: Thursday, September 24, 2020 – This is primarily a 2021 Budget and
Business Plan meeting only. TIME AND VENUE TBD pending COVID-19.
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17. MOTION TO ADJOURN: Time of adjournment: 9:55 am
a. moved by: M. Van Geer Truyde b. seconded by: M. Tedesco
“CARRIED”
Tillsonburg BIA
BUDGET VS. ACTUALS: 2020 BIA BUDGET - FY20 P&L
January - August, 2020
1/2
TOTAL
ACTUAL BUDGET
Income
4000 Donations - GRK 3,100.00
4050 Other Revenue 16,448.52 36,816.00
4055 MOU Income 17,738.00
4800 Sales 189.00
4850 Sales of Product Income 1,624.98
REVENUE
4100 Taxes - regular 65,851.39 92,966.64
4150 AGM 123.89 333.36
4200 Donations - Sobeys 1,250.00 1,666.64
4350 HST Rebate 9,557.36
4450 Interest Income 1,357.55 673.36
4600 Share Dividend 5.00
4750 Urban Design - FIP Program 31,000.00 20,666.64
Total REVENUE 99,587.83 125,864.00
Total Income $138,688.33 $162,680.00
GROSS PROFIT $138,688.33 $162,680.00
Expenses
8000 SPECIAL PROJECTS
8100 Electronic Bulletin Board - Maintenance 96.50
8300 Capital Projects 7,666.64
8350 Special Projects Contingency 3,220.00 7,666.64
Total 8000 SPECIAL PROJECTS 3,316.50 15,333.28
BEAUTIFICATIONS
5000 Christmas Lights & Decorations 98.21 1,666.64
5100 Trees 1,666.64
5200 Street Furniture 10,574.53 1,666.64
5250 Banners/Flags 1,100.00
5300 EBB Restoration 166.64
5550 Keep Downtown Beautiful 5,905.59 1,066.64
5750 FIP 38,477.50 41,333.60
Total BEAUTIFICATIONS 55,055.83 48,666.80
MARKETING/PROMOTION
6100 Office/Meeting exp/Sundry/Phone 4.84
6200 General Advertising 1,833.10 2,666.64
6300 Christmas Promotions/Crawl 1,852.66 1,333.36
6305 Marketing and Events 1,213.42
6318 Marketing Production 2,666.64
6320 Marketing Miscellaneous 368.30 3,640.00
6350 Seasonal Promotions 3,333.36
6500 Santa Claus Parade 833.36
6600 Block Party Turtlefest 1,333.36
6700 Communications 193.36
Total MARKETING/PROMOTION 5,272.32 16,000.08
OPERATIONS
Tillsonburg BIA
BUDGET VS. ACTUALS: 2020 BIA BUDGET - FY20 P&L
January - August, 2020
2/2
TOTAL
ACTUAL BUDGET
7000 Bank Service Charges 794.90 226.00
7050 Debt Interest 36.13 2,237.36
7110 Vehicle Operating Costs 5,897.83 383.60
7130 Vehicle Insurance 816.64
7150 Executive Director 20,761.09 35,000.00
7160 Events & Marketing Co-ordinator 26,713.82 26,666.64
7170 Hourly Part Time Staff 9,956.84 5,666.64
7190 Employee Benefits 1,564.23
7200 Accounting - Professional Fees 9,853.47 2,216.00
7210 Bookkeeping 1,360.00 960.00
7220 Employer Payroll Taxes 4,545.81 4,507.36
7230 Wages & Benefits 5,312.00
7300 Debt Principal 11,874.87 10,606.00
7350 HST Expense 10,388.64
7450 Office Expense 919.74 400.00
7455 ADP Payroll Service 377.07 780.00
7460 Telephone Expense 537.44 343.60
7500 Computer and Internet Expenses 3,664.99 160.00
7600 Quickbooks Software 182.85 116.80
7650 Rent 3,687.44 2,400.00
Total OPERATIONS 102,728.52 109,187.28
Total Expenses $166,373.17 $189,187.44
NET OPERATING INCOME $ -27,684.84 $ -26,507.44
NET INCOME $ -27,684.84 $ -26,507.44
2021 BIA Budget - Part-time labour allocation
Hours per Hours per Week Operational Activities Operational Activities
week:month:count:Primary:Secondary:
January 9 40.5 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
February 9 36 4 Garbage patrol & general maintenance.Ambassador, communication, surveys.
March 20 90 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Spring clean-up.Tourism.
April 33 132 4 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Spring clean-up.Tourism.
Beautification readiness.
Pop-up patio re-construction.
May 55 247.5 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Floral deployment.Tourism.
Tree trimming.
Watering.
Pop-up patio re-construction.
Turtlefest activities.
June 72 324 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Floral deployment.Tourism.
Tree trimming.
Watering.
Pop-up patio re-construction.
Turtlefest activities.
July 80 360 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Floral deployment.Tourism.
Tree trimming.
Watering.
Pop-up patio re-construction.
August 80 360 4.5 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Floral deployment.Assistance with marketing & events.
Tree trimming.Tourism.
Watering.
Pop-up patio maintenance.
September 35 140 4 Garbage patrol & general maintenance.Ambassador, communication, surveys.
Floral deployment.Tourism.
Tree trimming.
Watering.
Pop-up patio maintenance.
October 40 180 4.5 Garbage patrol & general maintenance.Ambassador.
Floral deployment.Tourism.
Tree trimming.
Watering.
Pop-up patio maintenance.
November 25 100 4 Garbage patrol & general maintenance.Ambassador.
Furniture retrieval and storage.Assisting with AGM.
Fall clean-up including leaves.Tourism.
Christmas Parade support.
December 15 67.5 4.5 Garbage patrol & general maintenance.Ambassador.
Christmas Crawl support.Seasonal decorations.
Programming support.Tourism.
Hours:Weeks:
Total:2077.5 52
2021 BIA Proposed Budget
September 1st, 2020
2018 Actual 2019 Actual 2021 Proposed Change
Revenues:Audited Audited Budget vs. prior
BIA Levy 127,217 136,621 136,621 139,450 139,450 -
Tax write-offs 8,000 0 - -
Net levy with tax write-offs 128,621 139,450 139,450 -
Levy required to support expansion 24,820 24,820
Average Levy $'s per BIA member (assumes
39 tenants at Tillsonburg Town Centre Mall) 707 759 715 775 684 91-
Average % levy change per BIA member 7.4%-5.8%8.4%-11.7%
# of rateable properties in BIA 180 180 181 181 240 59
% increase in rateable properties in BIA 0.0%0.0%0.1%0.1%32.6%
Total levy 127,217 136,621 129,621 139,450 164,270 24,820 15,000
Town contribution to CAPEX 15,000 15,000
Town contribution to Façade Improvement Program
(FIP)25,000 25,000 25,000 31,000 31,000 -
Town MOU funding - operating 26,607 30,525 3,918
Town/County funding - tourism 6,000 6,000
Other income 3,525 13,264 19,137 59,220 - -59,220
Event income, ticket sales 12,000 12,000
Affiliate membership income 5,000 8,500 8,000
AGM revenues (ticket sales & other) 5,000 6,000 1,000
PPE and other sales 0 5,500 6,500
Truck graphic sponsorships 6,000 9,000 3,000
Street banner sponsorships 10,000 12,000 2,000
Tillsonburg Horticultural Society 0 2,000 2,000
Tillsonburg Knights of Columbus 0 1,000 1,000
Leveled sponsorship program 7,000 12,500 2,500
Office rental income 0 3,600 3,600
HST rebate 13,111 15,000 20,063 14,336 15,650 1,314
Wage subsidies 12,500 17,500 5,000
Interest income 77 2,220 960 1,010 3,220 2,110
Repayment of Emergency Rent Relief (ERP) 4,564 4,564
Income from contractural obligations:
Rock Developments - Sobey’s (ends 2023)2,500 2,500 2,500 2,500 2,500 -
Broadway TSB Inc. - new 10,000 sq. ft.
development (eff. Sep. 1, 2020 for 20 years)0 0 0 0 2,500 2,500
Funding from grants:
Ontario Trillium Foundation (applications to
be made in balance of 2020 and in 2021)0 0 0 7,500 50,000 50,000
Other programs funding programs: Digital
Mainstreet, Trees Canada, OBIAA programs 10,000 20,000 10,000
Community Futures Oxford (2021)0 0 0 0 10,000 10,000
Contribution from surplus 0 0 40,000 50,000 - 50,000-
Total Revenues:171,722 194,605 244,281 289,516 444,829 155,313
Levy as % of total revenues 74.1%70.2%53.7%48.2%36.9%
2020 Budget2019 Budget
2021 BIA Proposed Budget
September 1st, 2020
2018 Actual 2019 Actual
2021
Proposed Change
Expenditures:Audited Audited Budget vs. prior
General & administrative 29,593 84,673 84,377 125,691 -
FTE labour cost 92,500 112,500 20,000
Remittances (CPP, EI, WSIB)9,980 1,404
EI (2021 rate = $1.55 per $100) 2,255
CPP (2021 rate = 5.45% of gross wages) 7,930
WSIB (D2 Public Admin $3.50 per $100)0 1,155
Retirement plan 4,900 5,625 725
Health & dental benefits 2,500 3,228 728
Part-time labour $'s 12,000 33,000 21,000
Part-time labour hours 2,078
Part-time labour hours/week 40
Accounting & bookkeeping fees 6,000 6,000 -
Maintenance supplies 0 1,880 1,880
Office rent 3,600 10,200 6,200
Office utilities 0 2,150 2,150
Office insurance 0 650 650
Office supplies/equipment 2,500 2,650 150
Masks, gloves, sanitizers 0 1,000 1,000
Membership fees, dues & subscriptions 1,000 650 350-
AGM & meetings (includes costs of meals,
awards, room décor and room rental)2,800 3,500 700
IT including software/Constant Contact/Google
AdWorks/Website/phone 2,500 4,500 2,000
Debt principle and interest $'s 8,989 11,628 25,067 22,504 14,523 7,981-
Debt as a % of levy:7.1%8.5%18.3%16.1%8.8%-7.3%
Long term debt balance: 13,268 107,488 107,488 92,000 80,500 11,500-
Harmonized sales tax (13%)14,251 20,000 21,808 15,583 17,010
Vehicle lease 6,000 6,114 114
Vehicle insurance 658 716 58
Vehicle operating costs 1,000 3,475 2,475
CAPEX includes all capital items 6,734 500 15,978 35,000 30,000 5,000-
Marketing, events & advertising 7,806 18,250 12,118 24,000 20,000 4,000-
Assistance programs:
Façade Improvement Program (FIP)25,000 50,000 45,000 62,000 62,000 -
Emergency Rent Relief Program (ERRP) 20,000 20,000
Business Retention Program (BRP) 50,000 50,000
Beautifications:6,785 13,250 39,000 11,000
Flowers & trees 19,000 9,000
Fertilizers & growing medium 1,000 -
Total Expenditures:94,158 194,605 244,281 289,516 444,829 155,313
Surplus/(Deficit)77,564 0 0 0 - 0
Summary of Accumulated Surplus:
Beginning Balance 106,284 192,783 220,345 180,345 182,389
Change in Accumulated Surplus 114,061 0 -43,396 -40,262 - 0
Ending Balance 220,345 192,783 182,389 140,083 182,389
2019
Budget
2020
Budget
-
2021 Budget & Business plan
Introduction & commentary:
This document outlines a series of specific steps and actionable items to address the
new reality of operating businesses and a downtown core during the phases of a
pandemic. Whatever the outcome(s) may be of this recent crisis; it is prudent to have
the requisite plan that addresses the challenges and consumer behaviours that will
ultimately shape the economy over the next few years and beyond. The theme of this
2021 plan document is called:
“Building a resilient downtown core”
The BIA leadership team has undertaken extensive research to support the
assumptions, programs, action items and budget allocations presented in this
document. There are also macro-economic issues which are driving demographic
changes in the Tillsonburg region. There is an influx of residents from the
Mississauga, Toronto, (GTA); Kitchener-Waterloo, Hamilton-Burlington-Oakville (HBO);
and areas beyond. The town population as of August 2020 is now just shy of 18,000.
This will create demand and will trigger additional box stores, services, automotive
services, boutique retail and other businesses. Where will this growth occur?
The downtown area is currently built-out. If the BIA is to continue to see growth of
new retail, commercial, services, as well as medium & high-density residential
development, the downtown area will need to expand to accommodate the new
demand for businesses, services, shops, eateries and such or these new enterprises
and residential developments will be forced to seek locations outside of the
downtown core area. Not growing, is not a responsible option.
The BIA also has a social and moral obligation to be a strong advocate for the creation
of additional affordable housing units in the BIA zone. The BIA Leadership team
recommends that a clear strategy and action plan be developed to address the acute
need for more housing. Building more housing units downtown is not only necessary,
but smart planning.
The BIA leadership team recommends the expansion of the BIA boundaries to include
those areas that should naturally be part of the zone such as TDMH, Verhoeve Funeral
Home, CJDL, The Bridges Golf Course, The Mill Tales Inn, and those businesses on
the cusp of, or immediately adjacent to the existing boundaries. The former BIA
boundaries were created in 1978 and then altered slightly with the construction of the
new Canadian Tire development and re-alignment of Bridge Street East to Lisgar
Avenue. Minor map changes were also adopted with the passage of By-law 3726 in
2014.
The more important expansion initiative will be to create the “growth zone” necessary
to accommodate new businesses. This is best achieved by natural topography and
the as-built existing conditions. The area between the TILL-CON retail node and
Lisgar Avenue (existing east BIA boundary) should be targeted for future downtown
expansion. As the town population approaches 20,000; this will trigger additional
retail segments that would potentially locate here including national box stores such
as Sport-Chek, Winners, Giant Tiger and others.
This new growth zone will be a natural “fill” and provides for development of the area
between the 2 primary shopping areas in the central area of Town and will create the
“adhesion of interest” between those two areas. This also speaks to the development
of a square CBD vs. linear. Research from the IDA, OBIAA and retail studies suggests
that the preferred development option is box vs. linear. This is largely due to
pedestrian movement walking times and distances. The BIA should also be working
with the TOT on re-purposing and transitioning some of the parking assets into non-
profit housing units. This is a best-practice from other downtowns. Keeping parking
on the main level and build above. The downtown must be able to accommodate and
support high-density projects as consumer behaviours, tastes and demographics
change.
The “Central Area Design Study” completed by Brook/McIlroy in August of 2012
contains many recommendations that must be considered for implementation by both
the BIA and Town Council.
Over the last 18 months; there have been several requests by businesses outside of
the existing BIA zone who have expressed an interest in being part of the BIA success
story. The proposed expansion of the BIA is predicated on a careful analysis of what
new boundaries make sense given the factors listed above. The BIA leadership team
has reached out to determine the level of interest in the BIA zone expansion and the
feedback has been very favourable.
The next steps are to work with Town of Tillsonburg Clerk’s Office and Town Council
to outline the precise action plan and legislative requirements in order to see this
initiative be implemented early in 2021.
The successful BIA strategies demonstrated in 2020 will continue forward with
improvements. The pop-up patio project will continue in 2021 with an emphasis to
further refine the “as-built” condition to the best demonstrated practices from
Toronto-Danforth BIA, Downtown Asheville, North Carolina BID, Niagara-on-the-Lake
BIA and others.
The Tillsonburg Town Centre Mall represents the largest assembly of BIA member
businesses, services and offices in the downtown core area. This complex is also
centre to the BIA zone; anchors the activities of the central business district and is now
the transit hub for all routes with the new Southwest Transit project. This is the place
to be for the BIA business office. Again, the BIA needs to lead and be the change that
we want to see.
During 2020, through the support of the Board of Management; the BIA team was
able to demonstrate credibility by the effectiveness of programs, beautification,
communication, and other successes during the crises created by the pandemic. In
fact, unlike many other BIA’s and retail shopping nodes; we experienced a net
increase in new businesses (5) with minimal business closures (1-Mobile Mend). The
pop-up patio project was very successful and was met with rave reviews. The Board,
with support of Town Council & Mayor Molnar; re-directed up to $62,000 in FIP funds
to support an emergency rent relief program (ERRP). This exemplifies how the BIA
responded in a nimble, appropriate and responsible fashion to the challenges that
were presented.
Our BIA partners came to the table with a record level of support during a time of
crisis. Our sponsorship programs were well received and subscribed to, even
considering the difficult economic conditions that prevailed. The 2021 budget and
plan will focus on the generation of additional revenues to fund BIA operational
activities in the current year and beyond. The credibility established by the BIA has
allowed our voice to be heard with the ability to positively shape policy for the Town of
Tillsonburg and the downtown core area for the benefit of our BIA Members and the
town citizenry.
The effort to ensure a pristine downtown environment has clearly had a positive
impact on the decision matrix for businesses and residents to move to or locate in the
downtown core area and the town in general. The number of positive comments and
reports by BIA members has been noticeable, consistent and ongoing.
Our BIA “Clean Team” receives positive comments on a daily basis about the effort to
remove weeds, pick-up garbage, trim trees, and watering the on-street floral
beautification assets. The proof is in the pudding. We will continue to resource the
maintenance and operations area of the BIA to ensure that the downtown area is kept
in a pristine fashion throughout the entire year.
The Beautifications Committee should have additional members appointed from both
the Board and general public to ensure the best possible results in 2021.
In 2021, our activities and programs must anticipate and address the challenges of the
new reality caused by the pandemic. To this end, the BIA Leadership team
recommends investment in those programs, systems, assets, training programs and
marketing campaigns to bolster the Downtown Tillsonburg central business district as
the place to be. We need to be proactive to ensure our businesses have the abilities
to deal with the potential for another wave of the pandemic.
Resiliency is the result of a set of actions to prepare,
operate and survive any economic reality.
We must continue to assist our members to ensure they have the e-commerce abilities
to transact in any geopolitical environment. The hospitality sector has been especially
negatively impacted by the pandemic. The 2021 plan outlines specific supports to
help small businesses in the BIA zone, including restaurants, to have the necessary
tools to be effective. The successful Oxford Community Futures grant application of
$25,000 was instrumental in the deployment of the pop-up patio project in 2020. We
would like to again thank Community Futures Oxford for this significant investment in
our downtown successes with the pop-up patio project.
Through partnership and support from our exclusive IT/communications sponsor; the
BIA; with the help of our planned sponsor, EXECULINK, will re-introduce the
downtown WIFI system in 2021 to enhance the downtown experience.
The operational capabilities of the BIA will be enhanced by the purchase of capital
items necessary to meet our obligations & to ensure high standards of execution. The
purchase of a shoulder-mount video camera will add to our level of professionalism
with social media postings. Further, the addition of a utility trailer, gas generator and
banner bracket tools will allow our operations team to be more effective and
productive in their daily work assignments. The beautifications budget will be further
enhanced in 2021 to continue the progress made in creating an even more attractive
downtown environment. One additional important initiative in 2021 is to commence
the beautification of the new areas added to the BIA zone plus accentuate the main
east/west arterial roads into the central business district (CBD).
The sponsorship programs will be further developed and enhanced to deliver more
value to the parties in addition to significantly increase the revenues for the BIA. The
learnings from 2020 include businesses who want to attach themselves to success as
Pride is running high in the community during the pandemic. Beautification triggers
positive emotions and interest from residents and tourists alike which generates
economic development.
Five imperatives for Leading in the New Reality*:
1) Combat COVID and Lead – Health must be the first priority for the BIA and it’s
members. The BIA must find ways to help our members conquer the threat,
risk(s) and impacts of the pandemic. Our job is to help our members
communicate that we have a SAFE environment with commitment to all health
protocols. We need to communicate consistently that health is a #1 priority.
2) Win the New Customer – New consumer demands require innovative business
models and heightened levels of trust. The BIA can lead this effort by member
education, member mentoring and feedback mechanisms.
3) Accelerate Digital – Creating the systems that seamlessly blend human and
technological capabilities. The BIA must help provide the tools, platforms and
systems to bridge the gap(s) of the membership. We still have BIA members
who do not have an online presence or lack the skillsets to maintain even a
rudimentary presence on the internet.
4) Transform to thrive – Nearly all organizations have changed in some
fundamental way. How do we help our members to change their operating
model to survive in the short-term & to generate prosperity and resilience in the
long term? The various programs contained in the 2021 budget will address
the specific needs required to undertake transformation in the BIA.
5) Shape a better future – The crisis has created a stronger emphasis on how
organizations act within society. How can the public and private sectors
collaborate now to lay the groundwork to build back better? Societal issues
such as climate, sustainability, and social justice remain as important as ever.
The BIA will be part of the change necessary to demonstrate social
responsibility.
*Credit to: Boston Consulting Group – Toronto, ON
Key assumptions and strategic imperatives for 2021:
(all are to support resilience)
1) Businesses are challenged economically. The levy will be targeted at a
0% increase year-over-year. The increase in overall BIA revenues are funded
from a full-year MOU with the Town of Tillsonburg; grant funding; sponsorship
programs and contractual obligations with third parties. The levy to support the
expanded BIA zone boundaries also leverages the cost structure to deliver
value to the membership. The overall revenue increase for 2021 vs 2020 is
+$155,313 driven by sponsorships, grants, employment funding & other non-
levy sources.
2) Grow the BIA zone to meet the needs of the business community, to leverage
the BIA cost structure and to proactively prepare for the growth of the
downtown core area. The proposed map with boundaries is attached.
3) Renew the MOU with the Town of Tillsonburg with benefits accruing themselves
equally among the parties. The MOU is the guiding document
4) Establish a Beautifications Sub-committee to oversee to completion; the
redevelopment of the Broadway/Oxford parkette including the removal of the
fountain feature; installation of the permanent evergreen tree for the annual
Christmas tree focal-point; transition this place to be people-centric and
gathering spot with appropriate lighting, shade-screens, hard-surfaces, etc.
5) Build on the proven ability to generate significant non-levy revenues to fund an
increasing BIA overall budget that relies less on the levy and hence, providing
more value to the BIA membership.
6) Continue to reduce long-term debt & fund all new CAPEX (capital projects)
internally from annual revenues and reserves. All remaining long-term debt is
fully retired by end of year 2028. (7 full years at end of FY ’21).
7) Implementation of a strong “Buy Local” campaign (BLP) to provide further
messaging to support the BIA business community.
8) Implementation of the “Business Retention Program” (BRP) as the core of a
strategy to build resilience of the BIA business community; no matter the
economic circumstances.
9) Continuation of the “Emergency Rent Relief Program” (ERRP) to prepare for
economic challenges in the coming year including a possible second wave of
COVID-19; an economic downturn or other unforeseen geopolitical event.
10) Investment in Human Resources to execute the business plan. Additional FTE’s
would be funded and staffed commensurate with successful grant applications.
Part-time operations staffing are scheduled throughout 2021 to effect the terms
and conditions of the MOU with the Town of Tillsonburg.
11) Adhere to “continuous improvement” behaviours to drive operational
effectiveness, BIA member sales/profitability and to demonstrate that the
downtown is the premiere place to shop in the tri-county region.
12) Lead by example. The BIA leadership team has demonstrated that there is no
substitute for “walking the talk”. This becomes contagious. Each and every day,
BIA team members are being the change we want to see.
13) Transition to a higher profile BIA office with capacity to deliver tourism,
downtown economic development, business recruitment and retention and to
act as the downtown centre for business incubation. The new proposed office
has the capacity to allow the BIA to generate additional revenues as well as to
focus on ambassadorial responsibilities with all team members.
14) Providing training, coaching, mentorship and ambassadorial services to all
downtown businesses to build effectiveness of their operations.
15) Implementation of the “Rapid Response Marketing Program” (RRMP). On the
shelf, ready to go promotional supports such as chalk boards, A-frame signs,
posters and other items that are available immediately or on short-notice.
16) Implement a 12-month media buy with our premier media sponsor – Rogers
Media, Country 107.3 and Easy 101.3 to create the top-of-mind awareness – this
would not have been possible without a sponsorship agreement through
Carolyn Lamers.
17) Continue to influence policy and by-laws to effect the implementation of best-
practices in conjunction with Town Staff and Town Council. Such examples are
permanency of patio infrastructure, perpendicular overhead business signage
(as per Goderich BIA, Niagara-On-The-Lake BIA), reduced red-tape and
simplification of municipal approvals.
18) Implement the 50-50 cost sharing of BIA/downtown core capital expenditures
with our valued partner the Town of Tillsonburg; to properly resource the
projects necessary for quality of presentation and as-built condition.
19) Create a pool of money to be used to help businesses address unique needs of
their market segment, product type, service offerings, locational challenges and
e-commerce platforms. (Business Retention Program - BRP). This program will
be partially funded through the Ontario Trillium Foundation,
20) The EMC, ED and Operational Staff will continue to be the ambassadors for the
downtown area. A uniform and colour identity will be introduced to further
define the BIA identity in the community.
BIA Human Resource Plan
Historical & 2021 budget:
*FTE analysis detail (*FTE = full-time equivalent)
BIA Staff
Position:
2019
Actual
2020
Budget
2020
Actual
2021
Budget
Net
Change:
Executive
Director 1.0 1.0 1.0 1.0 n/c
Event’s &
Marketing Co-
ordinator
0.25
1.0
1.0
1.0
n/c
Seasonal/part-
time
labourers
0
1.0
0.8
1.0
+0.2
Co-op student
Horticulture
0
0.4
0
0
n/c
Totals: 1.25 3.4 2.8 3.0 +0.2
History of total
Net FTE
change:
-1.1 FTE
+1.7 FTE
-0.6 FTE
+0.2
Notes:
1. Due to COVID-19; summer student/part-time labour started very late in the
season. There were also reduced incentive payments due to cancellation or
delays to government funding programs.
2. There was no allocation for additional FTE’s when the MOU came into effect
with the Town of Tillsonburg agreement for 2020.
3. The 2021 plan includes 2,078 hours of full-year labour which equals 1 FTE at 40
hours per week – the allocation by month and activity is attached.
2021 Capital (CAPEX) & project list:
Priority: Item/equipment/project: Estimated
cost(s):
How is it paid
for?
1 Utility trailer $3,000 Internal
1 Electric portable generator to
power water system to irrigate BIA
pots and planters
$2,000 Internal and/or
sponsored
1 Waste containers - additional $2,850 Internal
1 Broadway Plaza improvements
including tree removal and
replacement(s); sail feature
$6,000 Internal and/or
sponsored
1 Additional beautification elements
for the expansion areas of the BIA
boundary
$5,150 Internal
1 Broadway-Oxford Parkette
improvements
$5,000 Internal and/or
sponsored
1 Office furniture $3,000 Internal and/or
sponsored
2 AODA street blades
(begin replacements to meet code
standards for readability)
$1,500 Internal
2 Video camera to professionalize
social media
$1,500 Internal
Totals: $30,000
Other items for consideration:
Downtown Wi-Fi project in
conjunction with Execulink
Unknown To be fully funded
through sponsorship
with no cost to the BIA
Power supply improvements TBD
Downtown music TBD May be sponsored
through Rogers Media
6 additional heritage lights TBD TBD
New BIA member assessment (expanded boundaries)
Sep-20 Street Business CVA Zoning % of new % of entire BIA levy
17 Bear Street Medical office 80,000$ R 1 Residential 0.3957%0.08252%135.56$ missing CVA altogether.
119 Bidwell Street Daycare centre 100,000$ EC - Entrepreneurial 0.4946%0.10316%169.45$ missing from existing BIA assessment file.
82 Bridge Street Horvath's 432,300$ SC - Service commercial 2.1381%0.44594%732.55$
253 Broadway Tillsonburg Dental 200,000$ EC - Entrepreneurial 0.9892%0.20631%338.91$ missing from existing assessment file
254 Broadway Vacant commercial land o/a parking lot 69,000$ EC - Entrepreneurial 0.3413%0.07118%116.92$ missing from existing assessment file
261 Broadway CJDL 180,000$ NC - Neighbourhood commercial 0.8902%0.18568%305.02$
262 Broadway Verhoeve's Funeral Home & Cremation Centre 245,100$ NC - Neighbourhood commercial 1.2122%0.25283%415.33$
332 Broadway Beres' Meat, Grocery & Catering 109,000$ NC - Neighbourhood commercial 0.5391%0.11244%184.70$
80 Brock St. E.Office building 537,000$ SC - E Service commercial 2.6559%0.55394%909.96$
86 Brock St. E.Office building -$ SC - E Service commercial
88 Brock St. E.Office building -$ SC - E Service commercial
80 Concession St. E.Tillsonburg Fire Hall -$ IN1 - Institutional
90 Concession St. E.OPP Police Station -$ IN1 - Institutional
121 Concession St. E.TSC Stores 2,085,000$ SC - E Service commercial 10.3120%2.15079%3,533.10$
127 Concession St. E.Mister Auto Wash 152,000$ SC - Service commercial 0.7518%0.15680%257.57$
127 Concession St. E.Mister Auto Wash 181,000$ SC - Service commercial 0.8952%0.18671%306.71$
108 Concession St. E.Source for Sports 219,000$ SC - Service commercial 1.0831%0.22591%371.10$
114 Concession St. E.The Beer Store 361,000$ SC - Service commercial 1.7854%0.37239%611.73$
126 Concession St. E.Strip mall/warehousing 571,000$ SC - Service commercial 2.8241%0.58902%967.58$
130 Concession St. E.Curling Club 430,000$ SC - Service commercial 2.1267%0.44357%728.65$
2 Elm Street LPRCA 1,644,600$ MG - General industrial 8.1339%1.69649%2,786.83$
47 Fourth Street Warehouse/garage 129,000$ SC - H 0.6380%0.13307%218.59$
10 John Pound Road Mill Tales Inn 492,000$ OS 1-2 Passive use open space 2.4333%0.50752%833.71$ Zoning incorrect.
41 John Pound Road NAPA 287,000$ MG - 3 General industrial 1.4194%0.29606%486.33$
45 John Pound Road Former TVT office & warehouse 741,000$ MG - 3 General industrial 3.6649%0.76438%1,255.65$
101 John Pound Road The Bridges Golf Course 642,000$ OS - 2 Passive use open space 3.1752%0.66226%1,087.89$
165 John Pound Road Servicemaster 319,700$ OS - 2 Passive use open space 1.5812%0.32979%541.74$
41 King Street Dalm Homes 360,000$ EC - Entrepreneurial 1.7805%0.37136%610.03$ Use attracts BIA levy, use not registered.
81 King Street County of Oxford EMS station -$ IN - 1 Minor institutional
102 King Street Daycare Centre 138,000$ SC - 15 Service commercial 0.6825%0.14235%233.85$
139 Maple Lane Warehouse 295,000$ SC - Service commercial 1.4590%0.30431%499.89$
6 Old Vienna Antique warehouse 255,000$ SC - 12 Service commercial 1.2612%0.26305%432.11$
12 Old Vienna Carquest 328,000$ SC - 12 Service commercial 1.6222%0.33835%555.81$
19 Queen Street Upper Deck Youth Centre 221,000$ EC - Entrepreneurial 1.0930%0.22797%374.49$
137 Rolph Street St. Mary's Catholic Church 0 IN - 1 Minor institutional
131 Rolph Street Father Langan Parish Centre 0 IN - 1 Institutional 0.0000%0.00000%-$ Zoned incorrectly.
154 Rolph Street Medical office 276,000$ EC - R7-(H)1.3650%0.28471%467.69$
167 Rolph Street TDMH -$ IN - 2 Major institutional
183 Rolph Street Tillsonburg Retirement Centre -$ IN - 2 Major institutional
2 Simcoe Street Former Petro-Canada service station 195,000$ SC - Service commercial 0.9644%0.20115%330.43$
3 Simcoe Street KIA 64,000$ SC - Service commercial 0.3165%0.06602%108.45$
11 Simcoe Street KIA 235,000$ SC - Service commercial 1.1623%0.24242%398.22$
30 Tillson Avenue Annandale National Historic Site -$ IN - 1 Minor institutional 0.0000%0.00000%-$
60 Tillson Avenue Annandale Public School -$ IN - 1 Minor institutional 0.0000%0.00000%-$
67 Tillson Avenue Small strip mall 44,300$ NC - Neighbourhood commercial 0.2191%0.04570%75.07$
94 Tillson Avenue Livingston Centre/MSC/Daycare -$ IN - 1 Minor institutional 0.0000%0.00000%-$
101 Tillson Avenue Home Building Centre 2,104,000$ SC - Service commercial 10.4060%2.17039%3,565.30$
102 Tillson Avenue Large strip mall 2,097,000$ SC - E Service commercial 10.3714%2.16317%3,553.44$
124 Tillson Avenue ESSO - Asado Burrito 589,000$ SC - 16 Service commercial 2.9131%0.60759%998.08$
128 Tillson Avenue Tillsonburg Plumbing Centre 129,000$ SC - Service commercial 0.6380%0.13307%218.59$
131 Tillson Avenue Gear Train 347,000$ SC - 6 Service commercial 1.7162%0.35795%588.00$
146 Tillson Avenue Tillsonburg Rentals 473,000$ SC - 23 Service commercial 2.3394%0.48793%801.51$
152 Tillson Avenue Auto Spa Plus 77,000$ NC - Neighbourhood commercial 0.3808%0.07943%130.48$
157 Tillson Avenue Strip Mall 1,107,000$ SC - 14 Service commercial 5.4750%1.14193%1,875.85$
159 Tillson Avenue Strip Mall -$
161 Tillson Avenue Strip Mall -$
163 Tillson Avenue Strip Mall -$
165 Tillson Avenue Strip Mall -$
170 Tillson Avenue Chrissy's Corner Store 76,200$ NC - Neighbourhood commercial 0.3769%0.07860%129.12$
183 Tillson Avenue Strip mall with residential 161,100$ SC - H 0.7968%0.16618%272.99$
48 Vienna Road Strip mall 353,000$ GI - General industrial 1.7459%0.36414%598.17$
35 Wolf Street Medical office 87,800$ EC - R (H)0.4342%0.09057%148.78$
New zone assessment:20,219,100$
Existing BIA zone assessment:76,722,000$
Total assessment of new BIA zone:96,941,100$
2021 BIA levy 164,270$
Tillsonburg BIA
PROFIT AND LOSS
August 2020
1/2
TOTAL
AUG 2020 AUG 2019 (PY)JAN - AUG, 2020 (YTD)
INCOME
4000 Donations - GRK 3,100.00
4050 Other Revenue 16,448.52
4055 MOU Income 17,738.00
4800 Sales 189.00
4850 Sales of Product Income 1,624.98
REVENUE
4100 Taxes - regular 65,851.39
4150 AGM 123.89
4200 Donations - Sobeys 1,250.00
4450 Interest Income 8.38 1,357.55
4600 Share Dividend 5.00
4750 Urban Design - FIP Program 31,000.00
Total REVENUE 8.38 99,587.83
Total Income $8.38 $0.00 $138,688.33
GROSS PROFIT $8.38 $0.00 $138,688.33
EXPENSES
8000 SPECIAL PROJECTS
8100 Electronic Bulletin Board - Maintenance 96.50 96.50
8350 Special Projects Contingency 175.00 3,220.00
Total 8000 SPECIAL PROJECTS 271.50 3,316.50
BEAUTIFICATIONS
5000 Christmas Lights & Decorations 98.21
5200 Street Furniture 2,552.45 416.02 10,574.53
5550 Keep Downtown Beautiful 290.23 5,905.59
5750 FIP 38,477.50
Total BEAUTIFICATIONS 2,842.68 416.02 55,055.83
MARKETING/PROMOTION
6100 Office/Meeting exp/Sundry/Phone 51.81 4.84
6200 General Advertising 23.37 23.01 1,833.10
6300 Christmas Promotions/Crawl 1,852.66
6305 Marketing and Events 31.58 1,213.42
6320 Marketing Miscellaneous 368.30
6350 Seasonal Promotions 139.47
Total MARKETING/PROMOTION 54.95 214.29 5,272.32
OPERATIONS
7000 Bank Service Charges 92.75 794.90
7050 Debt Interest 36.13
7110 Vehicle Operating Costs 1,525.17 5,897.83
7150 Executive Director 4,038.46 3,376.08 20,761.09
7160 Events & Marketing Co-ordinator 3,076.92 1,730.70 26,713.82
7170 Hourly Part Time Staff 4,792.00 9,956.84
Tillsonburg BIA
PROFIT AND LOSS
August 2020
2/2
TOTAL
AUG 2020 AUG 2019 (PY)JAN - AUG, 2020 (YTD)
7190 Employee Benefits 296.06 1,564.23
7200 Accounting - Professional Fees 3,555.38 9,853.47
7210 Bookkeeping 150.00 120.00 1,360.00
7220 Employer Payroll Taxes 673.14 71.69 4,545.81
7230 Wages & Benefits 1,997.76
7300 Debt Principal 11,874.87
7450 Office Expense 7.41 919.74
7455 ADP Payroll Service 103.51 377.07
7460 Telephone Expense 537.44
7500 Computer and Internet Expenses 237.54 31.06 3,664.99
7600 Quickbooks Software 182.85
7650 Rent 467.28 3,687.44
Total OPERATIONS 19,015.62 7,327.29 102,728.52
Total Expenses $22,184.75 $7,957.60 $166,373.17
PROFIT $ -22,176.37 $ -7,957.60 $ -27,684.84
CIBC Account Statement
TILLSONBURG BUSINESS IMPROVEMENT
AREA
The names shown are based on our current records, as of September
16, 2020. This statement does not reflect any changes in account
holders and account holder names that may have occurred prior to this
date.
For Aug 1 to Aug 31, 2020
Account number
66-36616
Branch transit number
03072
Account summary Contact information
Opening balance on Aug 1, 2020 $40,445.25
Withdrawals -0.00
Deposits +8.59
Closing balance on Aug 31, 2020 =$40,453.84
1 800 465 CIBC (2422)
Contact us by phone for questions
on this update, change of personal
information, and general inquiries,
24 hours a day, 7 days a week.
TTY hearing impaired
1 800 465 7401
Outside Canada and the U.S.
1 902 420 CIBC (2422)
www.cibc.com
Transaction details
Date Description Withdrawals ($)Deposits ($)Balance ($)
Aug 1 Opening balance $40,445.25
Aug 31 INTEREST
BIGA DAILY CREDIT INTEREST
AUGUST 2020
8.59 40,453.84
Closing balance $40,453.84
10774E BUS-2018/09 Page 1 of 2
Important: This statement will be considered correct if you do not report errors, omissions or irregularities in entries and
balances to CIBC in writing within 30 days from last date of the statement period covered by a previously issued regular
statement where such period included the date the entry was, or should have been, posted.
This rule does not apply to improper credits to your account. Your rights under your business account operation agreement to
verify and notify CIBC of account errors, omissions or irregularities do not apply to this statement which is for information or
replacement purposes only.
*Foreign Currency Conversion Fee:
If you withdraw foreign currency from a bank machine located outside Canada, you are charged the same conversion rate
CIBC is required to pay plus an administration fee, which is disclosed in the CIBC's current Business Account Service Fees
brochure, a copy of which is available at any CIBC branch in Canada (this is in addition to any transaction fee applicable to the
withdrawal and the network fee).
TM Trademark of CIBC
® Registered trademark of CIBC
® Interac is a registered trademark of Interac Inc./CIBC Licensee
CIBC Account Statement Aug 1 to Aug 31, 2020
Account number: 66-36616
Branch transit number: 03072
10774E BUS-2018/09 Page 2 of 2
CIBC Account Statement
TILLSONBURG BUSINESS IMPROVEMENT
AREA
The names shown are based on our current records, as of September
16, 2020. This statement does not reflect any changes in account
holders and account holder names that may have occurred prior to this
date.
For Aug 1 to Aug 31, 2020
Account number
66-36217
Branch transit number
03072
Account summary Contact information
Opening balance on Aug 1, 2020 $42,564.59
Withdrawals -20,642.52
Deposits +0.00
Closing balance on Aug 31, 2020 =$21,922.07
1 800 465 CIBC (2422)
Contact us by phone for questions
on this update, change of personal
information, and general inquiries,
24 hours a day, 7 days a week.
TTY hearing impaired
1 800 465 7401
Outside Canada and the U.S.
1 902 420 CIBC (2422)
www.cibc.com
Transaction details
Date Description Withdrawals ($)Deposits ($)Balance ($)
Aug 1 Opening balance $42,564.59
Aug 4 PRE-AUTH DEBIT
CHAMB GROUP INS BUSINESS PAD
296.06 42,268.53
Aug 6 CHEQUE 78051179 117 150.00 42,118.53
CHEQUE 78051662 112 150.00 41,968.53
CHEQUE 78245114 111 546.16 41,422.37
Aug 7 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
50.06 41,372.31
Aug 11 CHEQUE 78815288 122 106.08 41,266.23
Aug 12 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
5,840.65 35,425.58
Aug 14 IN-BRANCH TRANSFER001772181011
4500*********940
3,000.00 32,425.58
Aug 18 CHEQUE 75862679 116 2,500.00 29,925.58
(continued on next page)
10774E BUS-2018/09 Page 1 of 2
Transaction details (continued)
Date Description Withdrawals ($)Deposits ($)Balance ($)
Aug 18 Balance forward $29,925.58
Aug 21 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
53.45 29,872.13
CHEQUE 34278990 123 107.35 29,764.78
Aug 26 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
6,739.87 23,024.91
CHEQUE 34256967 118 419.78 22,605.13
Aug 27 CHEQUE 78473342 124 75.00 22,530.13
Aug 31 RENT/LEASE
GM FINANCIAL CANADA LEASING
573.06 21,957.07
ACCOUNT FEE 35.00 21,922.07
Closing balance $21,922.07
Important: This statement will be considered correct if you do not report errors, omissions or irregularities in entries and
balances to CIBC in writing within 30 days from last date of the statement period covered by a previously issued regular
statement where such period included the date the entry was, or should have been, posted.
This rule does not apply to improper credits to your account. Your rights under your business account operation agreement to
verify and notify CIBC of account errors, omissions or irregularities do not apply to this statement which is for information or
replacement purposes only.
*Foreign Currency Conversion Fee:
If you withdraw foreign currency from a bank machine located outside Canada, you are charged the same conversion rate
CIBC is required to pay plus an administration fee, which is disclosed in the CIBC's current Business Account Service Fees
brochure, a copy of which is available at any CIBC branch in Canada (this is in addition to any transaction fee applicable to the
withdrawal and the network fee).
TM Trademark of CIBC
® Registered trademark of CIBC
® Interac is a registered trademark of Interac Inc./CIBC Licensee
CIBC Account Statement Aug 1 to Aug 31, 2020
Account number: 66-36217
Branch transit number: 03072
10774E BUS-2018/09 Page 2 of 2
September 1, 2020
Proposed New BIA Boundary - January 1st, 2021
This map is a user generated static output from an Internet mapping site and
is for reference only. Data layers that appear on this map may or may not be
accurate, current, or otherwise reliable. This is not a plan of survey
Legend
8130
Notes
NAD_1983_UTM_Zone_17N
406
The new boundary includes Annandale
National Historic Site, Community Centre
& Memorial Park, The Bridges Golf
Course, the TILL-CON retail node, TDMH
and the Vienna Road gateway.
Meters
September 19, 2020
BIA comparative map with OLD & NEW boundaries
This map is a user generated static output from an Internet mapping site and
is for reference only. Data layers that appear on this map may or may not be
accurate, current, or otherwise reliable. This is not a plan of survey
Legend
1,6260
Notes
NAD_1983_UTM_Zone_17N
813
The smaller shape in blue is the existing
zone. The larger shape in blue is new
proposed zone.
Meters