201022 BIA AGD
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Tillsonburg Business Improvement Area
Agenda - Board Meeting of Thursday, October 22nd, 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
1. CALL TO ORDER: Time:
QUORUM: Count members present
Staff present:
2. ADOPTION OF THE AGENDA:
moved by: ______________ seconded by: _______________
“And resolved that the agenda, as prepared for the BIA Board of Management
meeting for October 22nd, 2020 be adopted”.
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF:
4. ADOPTION OF THE MINUTES from the board meeting of September 23rd, 2020
moved by: _______________ seconded by:________________
“And resolved that the minutes, as prepared for the Tillsonburg BIA Board of
Management meeting of September 23rd, 2020 be adopted”.
5. 2021 MARKETING AND ADVERTISING PLAN:
The EMC has prepared the draft marketing and advertising plan for 2021. This
includes a full-year proposal of activities assuming that there will be pandemic impacts
for the full-year. The marketing plan includes a full-year advertising plan with Rogers
Media – Country 107.3 and 101.3 Easy. The focus will be to undertake activities to
support the resiliency of the downtown core area. Effort will also be shifted when the
boundary adjustment takes effect in 2020. (TBD)
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The marketing plan does not include planning and operations of the Turtlefest event in
2021. If there happens to be festival; the schedule and plan with be updated
accordingly. Given the unknowns with the pandemic; there is flexibility in the plan to
address needs as they arise.
MOTION:
moved by: _________________ seconded by:________________
“And resolved that the BIA Board of Management approves the 2021
marketing plan as presented”
6. FINANCIAL REPORT:
The ED forecasts that there will be a net surplus in 2020 even with the impacts of the
pandemic. There has been limited activity with the FIP given the construction
challenges and pandemic impacts. The financial statements for September 2020 and
2020 YTD are attached. The bank balances as of September 30th, 2020 are as follows:
FirstOntario:
Share capital: $85.00
GIC principle: $67,006.91
GIC accrued interest: $907.62
Total: $67,999.53
CIBC:
Chequing account: $67,541.59
Savings account: $40,462.15
Total: $108,003.74
Total cash balances: $176,003.27
The net cash on-hand increased by +$45,892.28 vs. August 2020. There are still some
expenses to be paid for the pop-up patio project to be processed. There is also one
remaining invoice from Garden Gate for the straw bales and fall décor items including
the mums. There are also 2 invoices for patio heaters which will paid for under the
pop-up patio project expenses.
The ED has sent a registered letter to Dufferin Construction for payment of the
damages to the downtown infrastructure from the fall of 2019 since this invoice
remains unpaid.
There are still some revenue items outstanding including the 4th quarter levy payment
and inter-functional transfers with Turtlefest.
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7. RETAIL & BUSINESS STATUS UPDATE: The ED wants to provide the following update
on business openings, closing and downsizing - thus far in 2020. The listings are by
category followed by the number in that category in brackets. The ED will update this
summary monthly and will also update the file on vacant stores for rent as these metrics
are important to track on an ongoing basis. Some businesses may appear twice.
New businesses opened in 2020: (9)
Paper Suitcase Photography (portrait studio); Flippin’ Mike’s Burgers; Tillsonburg
Hobby Central; Lighthouse Treasures; Execulink retail store; Rinconcito Mexican
Grocery Store; Flare Technologies (IT consulting); Enchanted Eats Café; Enchanted
Eats AirBNB.
Business closures in 2020: (5)
Mobile Links (Baldwin Street); Corey’s Restaurant (retirement); Handmaiden (lease
expiry); Gospel Lighthouse (retirement); Ridout Street barber shop (relocated to
London, ON).
Businesses downsized or relocated: (4)
Anchor Shoppe, Styles on the Go; Tattoo store; Grand Medical (from Washington
Grand Ave to Broadway).
Business expansion: (2)
Needful Things – added space formerly occupied by Mobile Links – (approximately 700
sq. ft.); Jenkins & Gilvesy LLP – under construction.
New businesses coming soon (might open between now and Dec. 31st, 2020: (2)
Popeye’s Chicken; Cannabis store (200 Broadway)
Businesses with ownership changes: (4)
Grand Medical; Meyer Chiropractic; Roka Games Store (minus paintball business).
Nectar (Van Campen family).
Business enquiries: (8)
The ED is aware of several proponents who wish to open a number of additional
businesses in the downtown core including as follows:
a) Higher-end restaurant/bistro (2)
b) Intimate apparel & adult toys (1)
c) Cannabis store (1) – beyond of which is discussed above
d) Potential occupants for a co-working space (3)
e) Brew pub (1)
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8. ONTARIO TRILLIUM FOUNDATION GRANT APPLICATION:
The ED is preparing a comprehensive and detailed application which is due before 5
pm on December 2nd, 2020. The OTF has created a new category specifically targeted
at “building a resilient community”. The BIA business plan for 2021 matches this
funding stream perfectly. The entire application will be submitted around the
parameters listed as eligible programs for funding. The application to be submitted
will be at the full maximum allowable grant of $150,000. The ED will be working
diligently on this file to ensure that it is written for success.
Other items for consideration for this grant application:
a) Feasibility study for a permanent Farmer’s Market – in conjunction with the Station
Arts Centre;
b) Re-configuration of the Broadway Plaza in anticipation of the 2022 town
anniversary;
c) Creation of the pop-up/co-working space at the proposed new BIA offices;
d) Public art creation and installation in conjunction with the Station Arts Centre;
e) Tourism office funding and infrastructure purchases including a large screen TV for
the front mezzanine window at the proposed new BIA offices.
9. ONTARIO RURAL ECONOMIC DEVELOPMENT GRANT PROGRAM:
The ED is preparing an additional application to fund part of our strategic objectives
for 2021 including downtown revitalization and business retention. Depending upon
the funding stream; the BIA would need to fund at least 30 or 50% of the approved
project costs. The proposed office move to accommodate business incubation and
pop-up retail will also fit the criteria. The Board of Management had previously
directed the ED and EMC to be ambassadors for the downtown BIA membership and
this too fits with the strategy of building a resilient downtown core. Also, the proposed
expansion of the BIA zone to encompass and enlarge shovel-ready projects for the
core may also fit the program guidelines. The Board of Management may also want to
have a joint meeting with the Station Arts Centre Board to perhaps pursue initiatives
such as the development of a permanent and year-round Farmer’s Market.
There are also funds for IT infrastructure updates which the ED has had preliminary
discussions with Execulink about the downtown WiFi system and also downtown music.
Any suggestions and comments from the Board of Management are welcomed.
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10. OXFORD/BROADWAY PARKETTE: The ED has had discussions with respect to the
Christmas tree proposal given the negative reactions from the Town Beautifications
Committee. The ED would like to propose that as suggested by Jesse Goosens of
Millards; the BIA and neighbours will decorate the existing trees, gates, fence and
fountain area with lights instead of installing a temporary tree. The ED and EMC
would like feedback from the Board on this strategy. This would be the most cost-
effective and operationally simplistic method of effecting a Christmas focal point.
11. FAÇADE IMPROVEMENT COMMITTEE UPDATE:
There is a vacancy on the FIP committee which needs to be filled. The FIP committee
asked me to discuss this with the BIA Board of Management. Are there any interested
BIA members who would like to sit on this committee? The FIP committee usually
meetings between 4 and 6 times per year.
There are a number of projects in the pipeline however given the timing and weather
change; it is doubtful that any of the projects will be undertaken in the balance of 2020.
There are carryover project invoices to date of $38,477.50 which were paid in 2020
although this work was completed in 2019.
There will also be some invoices payable to David Frei, Southridge Rendering, for
project design work in 2020.
12. EXECUTIVE DIRECTOR’S REPORT: See attached separate report.
13. ITEMS REQUESTED BY BOARD MEMBERS:
a) Oxford/Baldwin intersection paint markings follow-up;
b) COVID challenges from members not in compliance;
c) Review of finalized budget with adjustments.
14. RESTAURANT OWNER’S/MANAGER’S MEETING:
The ED has had discussions with a majority of the hospitality stakeholders in the
downtown core. All are interested in having a regular dialogue to discuss mutual
business interests given the ramifications of the pandemic and upcoming slow winter
period. Given the health protocols and guidelines; there will not be Christmas parties
and other gatherings and there is a concern about cash-flows in December, January,
February and into March.
The ED will advise the Board of the meeting dates and times.
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15. ROUND TABLE:
16. NEXT MEETING:
Regular - Thursday, November 19th, 2020 at Carriage Hall
AGM – Wednesday, November 25th, 2020 at Tillsonburg Legion – limited to Board
Members and Staff with ZOOM interface.
17. MOTION TO ADJOURN: Time of adjournment:_____ a.m.
a. moved by:__________________ b. ____________________
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Tillsonburg Business Improvement Area
MINUTES - 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: 7:36 a.m.
QUORUM: Count members present 7/8: C. Tomico, M. Van Geer Truyde, J.
Tilson, M. Tedesco, D. Gilvesy, W. Cameron by e-vote, D.
Rasokas by e-vote – C. Tomico left the meeting at 8:40 am.
Staff present: C. Pepper; Guests present: S. Lamb
Regrets: A. HIcks
2. CLOSED SESSION: (7:36 AM) For the purposes of discussing:
a) Human Resources; including identifiable individuals
moved by: M. Van Geer Truyde seconded by: D. Gilvesy
“And resolved that the Board of Management of the BIA moved into closed
session to discuss HR – personnel matters about identifiable individuals
including board employees”.
“CARRIED”
3. OPEN SESSION: (8:40 am)
4. ADOPTION OF THE AGENDA:
moved by: M. Van Geer Truyde seconded by: J. Tilson
“And resolved that the agenda, as prepared for the BIA Board of Management
meeting for September 23rd, 2020 be adopted”.
5. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF:
None declared by members present.
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6. ADOPTION OF THE MINUTES from the board meeting of July 23rd, 2020
moved by: M. Van Geer Truyde seconded by: J. Tilson
“And resolved that the minutes, as prepared for the Tillsonburg BIA Board of
Management meeting of July 23rd, 2020 be adopted”.
“CARRIED”
7. BUDGET:
The ED reviewed the entire budget and business plan binder. C. Gilvesy spoke about
the financial challenges and the possible second wave of the pandemic and how this
impacts the membership. The ED confirmed that the 0% levy increase applies to the
year-over-year levy not including the proposed new zone.
The Board also wants to ensure that there is no program spending in those areas
where the offsetting revenues are forecasted – for example the “Business Retention
Program – BRP”. The ED spoke to this feedback and confirmed that there will be no
spending for either the new levy amount until the boundary adjustment is approved
and enacted and second, where grant funding is not secured, the offsetting expenses
will be put on hold. In the event a grant application is successful and that the amount
received is greater than the budgeted amount; the ED would prepare a report to the
board to apprise the board of same and would only spend these surplus funds as
approved by the board.
Also, the ED reminded the Board that at any time in 2020; the Board may, of its own
volition; reduce the budgeted amounts lower. The Board is not able to increase the
annual budget without first having same approved by the municipality. The Board
also added a 6th condition to budget approval being the adoption of the full-year 2021
marketing plan.
The ED also reviewed the staffing plan including FTE requirement. There is no
increase in FTE’s for 2021.
The ED also reviewed with the Board that the MOU for 2021 still needs to be finalized
and approved during the Town of Tillsonburg budget and business plan process.
MOTION:
moved by: M. Van Geer Truyde seconded by: M. Tedesco
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“And resolved that the BIA Board of Management approves the 2021 budget
as follows*:
Existing boundary - $139,450 + New boundary (upon effect) - $24,280 for a total
BIA levy of $164,270 resulting in a per member decrease of (-11.7% vs 2020) and
Total revenue - $444,829 – Total expense - $444,829 – Deficit - $0; with no
funding from reserves, debenture(s) or other borrowing facilities.
*Final approval of the budget is subject to the following codicils:
1) Confirmation of the execution of the 2021 MOU with Town of Tillsonburg in the
requested amount of $50,645; (CAPEX, operating, tourism);
2) Confirmation of the $31,000 Town of Tillsonburg contribution to the FIP;
3) Approval of the recommendations contained in Board Report HR09-01;
4) Acceptance of the BIA resolution requesting changes to the Town of Tillsonburg BIA
levy write-off policy; and
5) Approval by the Council of the Town of Tillsonburg for the proposed BIA boundary
expansion plan and
6) Approval of the 2021 marketing plan.
“CARRIED”
8. PROPOSED NEW LEVY WRITE-OFF POLICY: The ED presented the background
information and policies that have been adopted by other municipalities in Ontario.
The ED referenced the telephone call with Kay Matthews, ED of the OBIAA and how
there are various policy options throughout the province to deal with this longstanding
BIA concern. The impact here is the BIA’s inability to deal with tax levy rebates and
write-offs as was the case in 2015 where the BIA was financially pressured to the point
of insolvency without having to borrow $43,000 to fund the then current year budget
due to multi-year assessment rebates from the 170, 200 and 248 Broadway properties.
The Board agreed with the ED’s recommendation. The ED presented the following
resolution for consideration of the Board:
moved by: M. Van Geer Truyde seconded by: J. Tilson
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”.
“CARRIED”
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Note: A “Decision Letter for Action” to the Town Clerk, Administration and Town
Council will be sent as formal process and action request to the Town of Tillsonburg.
9. TOWN HALL COMMITTEE: The ED reviewed the situational analysis of the
importance of the Town Centre Mall on the financial and operational viability of the
downtown core area. The Board was in agreement with the importance of reminding
council of the BIA Board of Management position as it relates to keeping the Town
Centre Mall as viable as possible given the retail challenges, the impacts of COVID-19
and the importance of this mall as an anchor to the entire town and downtown area.
The Board spoke unanimously to recommend that the Town Corporate Offices/Town
Hall are to remain at 200 Broadway.
The Board provided comment and supports the ED’s recommendation to advise
council of the BIA’s known position which remains the same.
The ED prepared the following resolution:
moved by: M. Tedesco seconded by: J. Tilson
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”.
“CARRIED”
Note: A “Decision Letter of Action” to the Town Clerk, Administration and Town
Council will be sent as formal process and action request to the Town of Tillsonburg.
10. BIA BOUNDARY EXPANSION: The ED presented a report to the Board about the
importance of being proactive with expansion of the downtown BIA zone given that it
is currently built-out. The ED highlighted the risk of developers who might argue and
use the Town’s Official Plan against both the BIA and Town of Tillsonburg to rebuke or
litigate that since there is no room for box or other stores; including a potential hotel
etc.; that development might accelerate at either of the North Broadway retail node or
the Norfolk Mall retail node in neighbouring Norfolk County. The ED also reviewed
the history of the current BIA boundary which has only been modified once since
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inception in 1978. The only minor boundary change occurred with the new Canadian
Tire development in 2003.
The ED also informed the Board that there are several interested parties, box-style
national retailers, who are interested in the Tillsonburg market area. The ED indicated
that these stores are at risk of not being built or may have to be located elsewhere
since there is currently no designated or “shovel-ready” site(s) for location in the BIA
zone/Central Business District (CBD).
The BIA boundaries have largely remained the same for 42 years while the town
population has increased from 10,487 in the 1981 census to a September 2020
population estimate of 18,005. This translates into population growth of 71.7% during
the last 40 years. The board supported the analysis. Questions surrounded the
process and what happens next. The ED reviewed that this is the first step in the
process which asks Town Council and Administration, via a report to Council from the
Town Clerk – Michelle Smibert; to ask for approval to move forward with the legislated
requirements of the Municipal Act. If so approved by Town Council; there is a
prescribed and detailed process for BIA zone expansion which must be followed. The
final boundaries would be subject to public consultation and feedback.
*Note: No boundary expansion would occur without support of the membership.
There is also a threshold for rejection of the proposed boundaries.
The ED has reached out to several of the property owners in the proposed expansion
area and the feedback has been very favourable thus far. The BIA will need to create a
positive and impactful communication strategy to explain the rationale for the
expansion and the importance of
moved by: M. Van Geer Truyde seconded by: J. Tilson
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”.
“CARRIED”
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Note: A “Decision Letter of Action” to the Town Clerk, Administration and Town
Council will be sent as formal process and action request to the Town of Tillsonburg.
11. PROPOSED CANNABIS CLINIC: The ED met with property owner at 69 Broadway,
(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/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 for BIA member Mr. Oliveira.
The ED has prepared a resolution for consideration of the Board as follows:
moved by: M. Van Geer Truyde seconded by: J. Tilson
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”.
12. 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.
The Board put forth the following motion as follows:
moved by: M. Van Geer Truyde seconded by: J. Tilson
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”.
“CARRIED”
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13. FINANCIAL REPORT: The ED presented the financial report to the Board. There were
no questions about the current bank balances/investments. The ED highlighted that
there are significant inflows of cash for September 30th as outlined here. There is one
aged receivable from Dufferin Construction which will be resolved forthwith. Funds on
deposit at CIBC: as at 08/31/2020: $62,375.80. 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. The
net change from the previous month (-$20,360.86). 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.
14. EXECUTIVE DIRECTOR’S REPORT: One item. Marcel Rosehart of Carriage Hall at 25
Brock Street West, has submitted a request to be appointed to the Board of
Management of the BIA. The ED prepared a resolution for consideration of the Board
as follows:
moved by: M. Tedesco seconded by: J. Tilson
MOTION:
“And resolved that the Board of Management of the BIA formally requests that Marcel
Rosehart, landlord and business-owner of Carriage Hall located at municipal
address 25 Brock Street West, Tillsonburg be appointed to the BIA Board of
Management”.
“CARRIED”
15. ROUND TABLE: No comments.
16. NEXT MEETING: Thursday, October 22nd, 2020 at Carriage Hall
17. MOTION TO ADJOURN: Time of adjournment: 10:03 am
a. moved by: J. Tilson b. seconded by: M. Van Geer Truyde
Strategic Communication Plan
Downtown Tillsonburg Business Improvement Area (BIA)
Prepared by: Karlee Slattery
Submitted: Fri Oct 9 11am
Formative Research 2
1. Analyzing the Situation 2
2. Analyzing the Organization 3
2a. Internal Environment 3
2b. Public Perception 4
2c. External Environment 5
3. Analyzing the Publics 6
3a. Identifying Publics 6
3b. Key Publics:7
3c. Analysis of Key Characteristics 8
Strategy 10
4. Establishing Goals and Objectives 10
4a. Goals:10
4b. Objectives:11
5. Formulating Action and Response Strategies 11
Public Relations Action 11
Public Relations Communication 12
6. Developing the Message Strategy 13
6a. Selecting Message Sources 13
6b. Determining Message Appeals 13
6c. Verbal and Nonverbal Communication 14
Tactics 15
7. Selecting Communication Tactics 15
7a. Interpersonal Communication Tactics 15
7b. Organizational Media Tactics 15
7c. News Media Tactics 16
7d. Advertising and Promotional Tactics 16
7e. Packaging Communication Tactics 16
8. Implementing the Strategic Plan 18
Measurement and Evaluation 19
Downtown Tillsonburg BIA - Strategic Communication Plan 1
Formative Research
1. Analyzing the Situation
What is the situation facing the organization?
BIA Members and the greater community are facing unprecedented challenges as
they navigate through a worldwide pandemic. As the 6 month mark is met of this
situation, many in the community are worried for their health while another large
group have anti-mask sentiments or believe the situation is blown out of proportion.
Local laws are in place to deal with the pandemic and government (and other)
services are being rolled out again to combat the impact of a second wave. The
relationship of the BIA with the BIA Members is important as they navigate confusing
and stressful times. This time is confusing and stressful for the greater community as
well and they want to know that they will be safe when coming to Downtown
Tillsonburg.
What is the background of the situation?
The BIA created a Rent Relief Program to help members during the first 6 months of
the pandemic. Many members were in fight or flight mode initially, not knowing the
outcome of the situation and expecting two weeks of impact. The program was
heavily marketed upon its creation but educating members throughout the pandemic
on this opportunity could have been more visible to make sure members felt the
support and were encouraged to take action.
Each BIA Member entered into the pandemic with their unique challenges and
assets. These factors include:
●Whether they own or rent their space
●How much savings they have/financial situation
●How much digital infrastructure they have in place/ability to manage this
●Had incoming merchandise for biggest retail day of year, Mother’s Day
Some businesses have adapted their product/services to the situation and are
booming while others are closing their doors.
What is the significance or importance of the situation?
The pandemic has completely changed everything about doing business in
Tillsonburg and all over the world. This situation has impacted every single business
and organization of our membership and local partners. Although the BIA cannot find
a solution for the coronavirus pandemic, the organization can be a support for the
members, allowing them to succeed and contribute to a surviving and thriving
community.
Downtown Tillsonburg BIA - Strategic Communication Plan 2
2. Analyzing the Organization
2a. Internal Environment
What is the quality of your organization’s performance?
The main mission of the BIA is to beautify and promote the downtown core with the
added layer of navigating business during a pandemic to ensure we have a resilient
downtown. Anecdotal evidence from members and the greater community, number of
empty storefronts/incoming or outgoing businesses, and digital media metrics have
been the criteria for knowing if the BIA is achieving this mission and performing. The
reputation of the BIA has grown greatly in the past 3 years and has regained trust
with many members as an organization to rely on. Consistency of communication
and organization of follow ups are areas to improve on to ensure the members feel
connected and supported.
Organizational leadership is satisfied with the growth overall but sees room for
improvement and a need to build a resilient downtown.
The BIA offers support and guidance to the membership with solutions or by
connecting the member with someone with a solution. This is crucial amid the
pandemic as businesses have to work to adapt and change to customers while
balancing their own unique needs. Some of the disadvantages include that
business/property owners taxes fund BIA projects. If a member doesn’t see the direct
impact on their business, they may not see the value of being a BIA Member.
Frustrations can occur when someone is not getting the perceived value or feels left
out.
In the next year and beyond the BIA must show its value and adjust as the realities of
the pandemic change. It must be resilient as an organization in order to build a
resilient downtown core. The organization must be flexible and open to hearing from
the membership to understand how to best serve them as they face new challenges.
The organization and board recognize this and are committed to understanding
member needs and adjusting.
What communications resources, including budget, are available?
The purpose of the organization related to this issue is to offer support and solutions
to allow business to continue no matter how the pandemic second wave unfolds. This
goes hand in hand with our mission to promote and beautify the downtown core,
making a destination to EAT, SHOP, LIVE, and EXPLORE.
Communications resources available include computer and complete adobe suite,
sponsorship agreement with Rogers Radio, and others. Budget is available for the
upcoming year to acquire professional video equipment. Communication resources
such as personnel and time are not as readily available as above resources. Due to
the pandemic and inability to hold the signature events as planned, there is the
opportunity to move resources around to solve this. Challenges may arise as the
Downtown Tillsonburg BIA - Strategic Communication Plan 3
Communications Strategy and plan relies heavily on personnel/human resources to
plan and execute.
How supportive is the organization of public relations activity?
The organizational leadership (internal environment) is extremely supportive of public
relations activity. Structure and guidance will be key to ensuring public relations
activities can be accomplished. A clear understanding of the strategies, tactics, and
projects that leadership expects will ensure success and accountability between all
parties involved.
Some impediments can come from the internal public of the Town of Tillsonburg and
Tillsonburg Council. These can be managed by a clear understanding of the
Memorandum of Understanding (MOU) and regular presentations to council.
2b. Public Perception
How well known is your organization?
The Downtown Tillsonburg BIA is not very visible to the public as they think about the
individual businesses they interact with instead of the downtown as a whole.
Although people may enjoy the downtown core and programs provided by the BIA,
they are not aware of the organization. Those that know of the BIA and what
Business Improvement Areas are built for in general, recognize the hard work and
impact. The general public confuses our programs and efforts with the Town of
Tillsonburg and often believe their tax dollars are spent on BIA projects. The public
doesn’t understand the BIA Levy and funding structure or the benefits they receive
because of the members’ tax contributions. Without understanding the BIA’s hand in
projects, the public generally appreciates and uses BIA programs/assets (Seating
Areas with florals, Pop-Up Patios, Free Parking, etc.)
What is the reputation of your organization?
The organization’s reputation overall has improved and that is proven by the
community’s increase in spending more time downtown for shopping, services, and
leisure. Confusion between the Town of Tillsonburg and BIA can tie us to the
reputation of the Town which can be a positive and a negative.
How do you want to affect this reputation?
The BIA needs to educate the public on the mission and funding structure in order to
change the public perception. This needs to happen online and physically, as people
are in the core and experiencing the Downtown Tillsonburg lifestyle.
Downtown Tillsonburg BIA - Strategic Communication Plan 4
2c. External Environment
What is the major competition for your organization?
There are no major competitors as far as providing the specific beautification and
promotional efforts for these businesses. There are Small Business Centres and
resources available that the BIA works with to help our members succeed. We are
able to use their great reputations and resources to further our mission.
Since our goal is to get the public to spend their money downtown at member’s
businesses, online retailers are a large competitor. In a pandemic, many are relying
on these larger online retailers that have adjusted so you can order from home,
receive delivery or curbside pickup etc. Members need to be able to provide similar
services and we must promote these local options.
What significant opposition exists?
The organization has members of the BIA and of the public that haven’t seen value in
past years and oppose BIA efforts today. With the growth of social media and ability
to broadcast personal opinions, some opposition have been effective in sharing
negative comments about the BIA. Often these are conversations online that can be
mediated by the official BIA page sharing the facts/shedding a light on the situation.
This tactic will be important for righting the reputation in a community that is so
heavily involved in local Facebook Groups.
Is anything happening in the environment that can limit the effectiveness of the public
relations program?
The main external impediment to the BIA operating is the ongoing, unprecedented
pandemic. We can expect change on a whim and constant adjustments must be
made. A great risk is that businesses would be forced to close again with the second
wave. We need to do all we can to help businesses reach customers and lobby to
allow businesses to stay open for business. There are financial and political elements
at play here so we need to be flexible and adjust. We must also recognize the reality
that our society has a continued concern for health during the pandemic and some
groups of people believe it is a conspiracy theory.
Downtown Tillsonburg BIA - Strategic Communication Plan 5
3. Analyzing the Publics
3a. Identifying Publics
Who are the major publics for your organization?
Customers include BIA Members (business owners and property owners),
Tillsonburg and Area residents.
Producers include BIA Staff, Town of Tillsonburg Staff, Sponsor Partners, BIA Board,
and volunteers.
Enablers include Tillsonburg Town Council, Norfolk & Tillsonburg News media,
Economic Development Committee, Businesses outside the core that want to be part
of membership.
Limiters include some BIA Members who have differing opinions on the approach the
BIA has taken. The Tillsonburg Town Council and Town of Tillsonburg staff can also
be limiters at times and must be approached carefully.
The primary ‘customer’ for the BIA are the BIA Members who are property owners
and business owners in the downtown core. The secondary ‘customer’ would be the
Tillsonburg and area residents that purchase products, use services, and experience
Downtown Tillsonburg life.
A large amount of the BIA Membership has stayed the same in the past few years
although the environment they exist in has improved incrementally. Membership has
grown and new businesses have been opened in the core. The beautification efforts
have made a very physical and obvious difference leading business owners to make
the move to downtown. In the past two years businesses have seen the need to get
digital and the current pandemic has made many take action. Customers are going to
continue to face hardships and the unknowns of a pandemic and will need increased
support from the BIA.
Who are the key publics for this situation?
As we deal with a worldwide pandemic and aim to build a resilient downtown core,
the key public is BIA Members. BIA Members fall into three categories: Property
Owners, Business Owners, and those that own both the property and business. Each
of these publics has unique challenges and factors to deal with and those vary case
by case.
Who are the intercessory publics or major opinion leaders?
The publics that are in a position of influence with our key publics are Federal,
Provincial, and Municipal government. In a pandemic, the laws have a huge impact
on how BIA Members can do business. In March, members were forced to halt
everything and close up shop. Municipal government (Tillsonburg Town Council)
sees the need to keep these businesses open and support shopping locally. The BIA
Downtown Tillsonburg BIA - Strategic Communication Plan 6
Board Members have influence on Council and in other circles which will become a
key part in speaking for the BIA’s position on keeping downtown open for business
and resilient. Other opinion leaders can be found in local Facebook Groups. These
have a large following and certain vocal members/topics garner a lot of interaction.
Working with these vocal members and platforms would help to get the factual
information to the public.
3b. Key Publics:
BIA Members are a Key Public that fall between the classification of an ‘aware public’
and an ‘active public’ with a few members falling into the ‘apathetic public’ (Smith,
2009).
In Ronald Smith’s Strategic Planning for Public Relations, these are defined as:
Aware Public - Stage of development in which a public recognizes that it
shares an issue with an organization and perceived consequences as being
relevant, but is not yet organized to discuss or act on the issue.
Active Public - Stage of development in which a public recognizes that it
shares an issue with an organization, perceives consequences as being
relevant, and is organized to discuss or act.
Apathetic Public: Stage of development in which a public is aware of an issue
involving an organization but is nevertheless unconcerned about this issue or
its potential consequences
Smith, R. D. (2009). Strategic planning for public relations (3rd ed.). New York, NY: Routledge.
The key public has varying stages of development when it comes to the issue at hand.
The best way to reach and work with each stage, according to Smith, is:
Aware Public - Initiate a communication process to present the issue, explain its
significance to the public, and present the BIA’s opinion or intended action
Active Public - Now is the time to engage with these members to see how they’ve
taken action and how we can work together toward the shared goal of a resilient core.
Apathetic Public - Monitor situation, looking for any opportunity to change perceptions
on the relevance of the issue while creating a communication process to provide
information about the issue, its significance to this group, and BIA’s opinion and
intended action.
Downtown Tillsonburg BIA - Strategic Communication Plan 7
3c. Analysis of Key Characteristics
Issue: BIA members are facing unprecedented challenges as they do business amidst
a worldwide pandemic. Businesses are frustrated, concerned, and exhausted with the
situation as well as how federal/provincial governments are coping. Each business
owner has their own set of unique challenges and customer needs to meet. Business
owners want to know that they are not alone and are supported as they navigate
uncharted waters. This public wants solutions on how to safely operate for customers
and clients, staying open for business and contributing to a resilient downtown core.
Some of the unique challenges include:
●Making rent payments
●Covering costs of merchandise/inventory with fewer physical customers
●Ensuring they are following the changing laws and regulations
●Getting logistics in place for operating during pandemic
●Promoting out what they offer/changes to service
●Supporting staff/providing wage
●Adapting technology to provide products and services in a COVID-safe manner
BIA Members have an expectation that the organization will communicate regularly and
provide support for each member. This support is often defined by finding business solutions
or connecting members with others to help find a solution while promoting and beautifying
the downtown core.
This public sees itself as free to act on this issue, but may not know where to begin.
Organization: The BIA’s mission is to beautify and promote this public and as such, the BIA
members’ needs affect how the organization functions. Many members are aware of the
BIA’s mission and renewed sense of purpose in the past two years. There is a large group of
members that are not as informed and don’t know the organization, the mission or how the
organization is funded. This confusion may come from some members being Business
Owners, Property Owners, or both. There is great need for education on the aim and efforts
of the BIA in order to work more efficiently to serve members and get buy in. The BIA wants
to position itself as a ‘helper’ and many see the organization as this. The BIA team’s position
of ‘helper’ as they approach each member has helped members see value and build loyalty.
With such a large membership, ensuring the team is available to all members and
communicating unique needs within the organization has been a challenge. Following
through and tracking solutions is key for ensuring the reputation of ‘helper’ grows and all
members can rely on the BIA in these uncertain times.
Communication: It is crucial that the BIA meets the members where they are when it
comes to communication while also providing new communication opportunities. BIA
Downtown Tillsonburg BIA - Strategic Communication Plan 8
Members vary in their communication methods. While some are more traditional without
email and relying on Traditional Marketing tactics, others are on the pulse with technology,
using Instagram Stories to interact.
When it comes to coping with the worldwide pandemic, members are relying on
communication from Federal, Provincial, and Municipal leaders as well as organizations like
the Southwestern Public Health who have created posters, fact sheets, hotlines, and various
other materials. Often they are seeking this information out and because this is such a
widespread concern, finding the updated information is easy. Tourism Oxford has been
another credible source for members as they cope, especially through the summer months.
Demographics/Psychographics: BIA Members have a wide range of demographics. The
unifying demographic is that all BIA members (business owners/property owners) are
located in the same geographic area. Average age, level of education, and socioeconomic
status vary. Some businesses have the extra stability that comes from owning the property.
The membership is becoming more diverse when it comes to cultural/ethnic/religious traits
as is the community as a whole. BIA Members often live a similar lifestyle when it comes to
staffing and running their business. Many own and operate these businesses which can
mean a few things:
●No such thing as a weekend - Might close on Mondays to give themselves a day
●Sometimes close up early to be there for family/life responsibilities (or the family is
present at the shop)
●When times are tough, they might not take a wage to get by. When times are great,
they are busy in their shop
●Day to day demands can make it difficult to step back, reevaluate, or go over and
above
This public is motivated by both appeals to the past and appeals to the future. Showing
proven results and track record, and inspiring by showing the ease of execution helps
businesses trust their efforts are worthwhile. They want to see that the extra efforts they put
in (and may take from time with family) is going to bring results.
Benefit Statement: The Downtown Tillsonburg BIA can provide guidance during this
uncertain time and be a source of credible information. The BIA can serve its Membership as
a ‘helper’ providing solutions to unique challenges as they beautify and promote the
downtown core.
Downtown Tillsonburg BIA - Strategic Communication Plan 9
Strategy
4. Establishing Goals and Objectives
4a. Goals:
The BIA’s reputation management goals are to repair the reputation as a reliable and
valuable organization with solutions and resources to build community and attract people to
the core. Also, to enhance the reputation of the BIA with Tillsonburg citizens and educate
them on the funding structure.
The BIA’s relationship management goals are to enhance the relationship between the
organization and the individual BIA Members leading to member engagement (property
owners and business owners).
The BIA’s task management goals are to enhance communication and educate Tillsonburg
citizens on the organization’s mission, funding, and relations to the Town of Tillsonburg.
Each of these goals go hand-in-hand with one another and contribute to Building a Resilient
Downtown Core. The organization sees the need to tackle these communication goals but
has limited resources to put toward reaching success. Limited budget as a not-for-profit has
been a challenge that has brought out the BIA team’s ability to build sponsorship
opportunities and generate revenue in creative ways (outside of the levy).
Position: The key public for the Downtown Tillsonburg BIA, as an organization, are the BIA
Members (Property Owners and Business Owners). The BIA wants to be known as the
community organization that serves its membership as a ‘helper’ with creative solutions and
support as it builds a resilient downtown core. As an organization with the sole mission of
helping promote and beautify the downtown core, the BIA is not in competition with any other
organizations.
Downtown Tillsonburg BIA - Strategic Communication Plan 10
4b. Objectives:
Objective A: To have an effect on awareness; specifically to generate comprehension of
BIA’s mission and funding structure with Tillsonburg Community (25% of Tillsonburg citizens
and 75% of BIA Membership within two years)
Objective B: To have an effect on action; specifically to increase meaningful, two-way
communications between organization and BIA Membership (50% of membership engaged
within a year)
(Engagement will be defined as participating in 1 or more BIA programs/events, active online
and tagging the BIA in posts, responses/submissions for eblast, and/or being receptive to
conversations with team)
Objective C: To have an effect on awareness; specifically to reinforce urgency of supporting
local businesses and to foster a positive attitude around ‘Shopping Local First’ with
Tillsonburg citizens (25% increase over Winter/Spring).
5. Formulating Action and Response Strategies
Proactive Public Relations Strategies:
Public Relations Action
Organization Performance - Membership needs to know BIA is there for them right
when they need it, BIA needs to be able to track their needs and follow ups.
Audience Participation - Membership needs to understand that their cooperation with
the BIA and fellow downtown businesses can result in a vibrant, resilient downtown.
Tillsonburg citizens need to understand that local businesses rely on them to succeed and
contribute to the quality of life/economic success of Tillsonburg. Two-way communication
tactics and engaging the audiences in communication activities is key. The COVID-19
Pandemic has been a triggering event and presents many communication opportunities. The
main one is to listen to our membership to see what challenges they are facing and to listen
to the Tillsonburg citizens to understand how consumer needs are changing. Social listening
and the use of surveys will help the BIA understand the environment and give both
audiences buy-in to our process and programs.
Audience participation on social media is a key strategy. For both members and Tillsonburg
citizens, spotlighting User Generated Content (UGC) is a way to get buy-in for the BIA while
serving the need to promote BIA businesses.
Creating member benefits for businesses and their teams throughout downtown businesses
would be a way to give them benefits while keeping them informed on what is offered
Downtown Tillsonburg BIA - Strategic Communication Plan 11
downtown. Proper marketing of member benefits can contribute to a growing and resilient
BIA as businesses aim to be in the core and Tillsonburg residents will want to apply to work
for a business in the core.
Activism - The BIA needs to advocate for local businesses as they face the unique
challenge of providing quality products and services to consumers in a safe, healthy manner.
For example, the BIA has taken many issues to local governments to advocate in the name
of downtown businesses, specifically using parking spots to create outdoor patios in order to
safely serve restaurant patrons.
Public Relations Communication
Publicity is the attention given by the media (news and social) to an organization,
person, event, product, or idea. The BIA as an organization benefits from the good publicity
of its programs/outputs, business members, member’s accomplishments, product/service
quality and innovation, and more. On the flip side, the BIA can be impacted by poor publicity
from any of the aforementioned.
The BIA has the opportunity to highlight newsworthy events in the core in order to garner
publicity in traditional news and on social media. For example:
●New business opening
●Business milestone
●Product/Service innovation
●Unique stories from Downtown folks (ex. Nectar owners moving to Canada, sharing
bit of home with Dutch/Canadian community in Tillsonburg)
Sharing these stories as they organically arise is important as is planning ahead and seeking
out unique stories to tell that are ‘shareworthy’ on social media.
Transparent Communication is expected in a world where people have the ability to
research and dig online for truth. Transparent communication is the notion that open and
observable activity by an organization helps the publics understand the organization and
support its actions.
There is confusion from some members and the Tillsonburg community at large around what
the BIA is and its mission. The execution of some projects has led to confusion on the
purpose, who is responsible, and whether citizens’ tax dollars are funding them.
Transparency from within the organization paired with clear communication tactics educating
the publics on organization mission/funding will alleviate the confusion.
Downtown Tillsonburg BIA - Strategic Communication Plan 12
6. Developing the Message Strategy
6a. Selecting Message Sources
When selecting message sources and spokespeople, communication effectiveness is the
place to start. Communication effectiveness is based on credibility (status, expertise,
honesty, competence), charisma (familiarity, likeability, similarity), exercising some type of
control (power, authority, scrutiny). Each organizational spokesperson must have the power
to inspire trust and rally the troops.
The organization’s Executive Director and Board Chair both stand out as potential
spokespeople. They have the experience, skills, and networks to be able to empower the
publics. Their ability to look at a situation, step back and consider other factors, and speak
candidly/calmly are key.
There is also the opportunity to connect with members that participate in BIA
programs/initiatives and support the organization currently. There are a handful of downtown
businesses that are always engaged on social media, part of events, and willing to get
behind the BIA at any chance. These members could serve as spokespeople for the BIA
when communicating with the membership. The BIA membership will view them as credible
since they themselves are business owners and understand the challenges.
The use of micro-influencers as spokespeople when communicating with Tillsonburg citizens
is an emerging strategy that can help reach an engaged audience in a specific niche. For
example; foodies in Oxford County, quilt and craft enthusiasts, local fitness groups, etc.
[Micro-influencer is someone who has between 1,000 to 100,000 followers. Micro-influencers focus
on a specific niche or area and are generally regarded as an industry expert or topic specialist.They
are highly trusted by followers who feel a personal connection to these online personalities.]
6b. Determining Message Appeals
The BIA will present both rational and emotional message appeals.
Rational Appeal
The BIA will present rational propositions:
●A factual proposition about the urgency of supporting restaurant/hospitality
members to ensure a resilient core
●A value proposition stating the impact of supporting local (support local
business>more employment opportunities>stimulates economy>better sense
of community etc.)
Downtown Tillsonburg BIA - Strategic Communication Plan 13
●A conjecture proposition stating that life looks different and how we support
local has changed with there being even more need for support to build a
resilient core
These messages will include statistics, testimonials from members illustrating need
and BIA’s part in success, and visual elements such as photo and video.
Emotional Appeal
Appeals to loyalty and altruism around supporting local businesses. (Tillsonburg
citizens)
Appeals to uneasy emotions/fear around changing consumer needs and operating
mid-pandemic (BIA Members)
6c. Verbal and Nonverbal Communication
Verbal Communication
Message Structure - One point of view will be presented: the BIA is here to support
businesses in coming together to build a resilient downtown core.
Clarity - The education level of our publics vary. For this reason it is important to be
deliberate with language so the message is clear, simple, and understandable. Using
a Fog Index Level of 8 (meaning those with a grade 8 education level should be able
to understand the English used) will aid in this.
Power Words - Words like resiliency, pride, support, and struggles are used in this
communication program to evoke feeling. These and other power words will help the
publics understand the gravity of the issue and feel empowered to have an impact.
Ethical Language - Messages will avoid any exaggeration and will rely on facts and
anecdotal information rather than empty claims.
Nonverbal Communication
●The new BIA logo(s) will be featured in messages
●Uplifting/encouraging music will be used in video content
●BIA team uniform will be created with BIA branding to show BIA’s presence
and open up dialogue
●Continued use of new colours and branding to show movement away from
BIA’s old way of operating/reputation
●Use of BIA Circles logo to illustrate the downtown lifestyle (EAT, SHOP, LIVE,
EXPLORE)
Downtown Tillsonburg BIA - Strategic Communication Plan 14
Tactics
7. Selecting Communication Tactics
7a. Interpersonal Communication Tactics
●Member Meeting Hybrid Events (in-person and zoom)
○Key public, hands-on, low cost, relationship management
●Downtown Walkthrough Tour (in-person and digital)
○Key publics, hands-on, zero cost, enhance communication and educate
publics on mission/funding
●Business Outreach by BIA Team
○Key public, hands-on, low cost, relationship management
●Training Sessions/Coaching
○Key public, hands-on, little addition cost, member engagement
●Annual General Meeting/Awards
○Key internal and external publics, high cost, relationship
management/member engagement
7b. Organizational Media Tactics
●Annual Report
○Key internal and external publics, low cost, relationship
management/education on mission and funding
●BIA Boundary Map (versions for potential members, parking map, EAT locations,
SHOP locations, LIVE locations, and EXPLORE locations)
○Key internal and external publics, moderate cost, educate on mission/funding
●User Kit/Fact Sheets
○Key public, low cost, member engagement/educate publics on
mission/funding
●Direct Mail (Postcards, BIA Maps, Pamphlets)
○Key internal and external public, high cost, educate publics on
mission/funding, attract people to core
●Video (Business Spotlights, Campaign Videos, Walkthroughs)
○Key internal and external publics, moderate cost, used for all objectives
●Email Newsletters (Member Newsletter, External Newsletter)
○Key internal and external publics, low cost, used for all objectives
●Website
○Key internal and external publics, moderate cost, used for all objectives
●Social Media
○Key internal and external publics, low cost/high time investment, used for all
objectives
Downtown Tillsonburg BIA - Strategic Communication Plan 15
7c. News Media Tactics
●Event Listing/Community Calendar (Norfolk & Tillsonburg News, Snap’d)
○External publics, no cost, attract people to core
●News Release/Fact Sheet/Media Advisory
○Key publics, low cost, all objectives
●Video Interview (Norwich & Tillsonburg News)
○Key internal and external publics, low cost, used for all objectives
7d. Advertising and Promotional Tactics
●Norfolk & Tillsonburg News ads (traditional +digital)
○Key internal and external publics, high cost, used for all objectives
●Country 107/Easy 101 Radio Advertising and Promotional Support
○Key internal and external publics, high cost, used for all objectives
●Facebook/Instagram Advertising
○Key internal and external publics, moderate cost, used for all objectives
●Light Pole Banners/Large Scale Window Signage
○External publics, high cost, attract people to the core, educate Tillsonburg
citizens
●Transit Advertising (T:Go Saturday Holiday Bus Sponsorship recognition includes
advertising on bus)
○External publics, high cost, attract people to the core
●BIA Team Uniforms (our team becomes a walking ad and advocate for BIA)
○Key publics, low cost, educate publics/enhance relationship with members
7e. Packaging Communication Tactics
The best way to package these communication tactics for the Downtown Tillsonburg BIA
would be to organize them by objectives, as laid out in Establishing Goals and Objectives.
Objective A: To have an effect on awareness; specifically to generate comprehension of
BIA’s mission and funding structure with Tillsonburg Community (25% of Tillsonburg citizens
and 75% of BIA Membership within two years)
Tactics:
●Member Meeting Hybrid Events (in-person and zoom)
●Downtown Walkthrough Tour (in-person and digital)
●Business Outreach by BIA Team
●Training Sessions/Coaching
●Annual General Meeting/Awards
●Annual Report
Downtown Tillsonburg BIA - Strategic Communication Plan 16
●BIA Boundary Map (versions for potential members, parking map, EAT locations,
SHOP locations, LIVE locations, and EXPLORE locations)
●User Kit/Fact Sheets
●Direct Mail (Postcards, BIA Maps, Pamphlets)
●Video (Business Spotlights, Campaign Videos, Walkthroughs)
●Email Newsletters (Member Newsletter, External Newsletter)
●Website
●Social Media
●News Release/Fact Sheet/Media Advisory
●Video Interview (Norwich & Tillsonburg News)
●Norfolk & Tillsonburg News ads (traditional +digital)
●Country 107/Easy 101 Radio Advertising and Promotional Support
●Facebook/Instagram Advertising
●Light Pole Banners/Large Scale Window Signage
●BIA Team Uniforms (our team becomes a walking ad and advocate for BIA)
Objective B: To have an effect on action; specifically to increase meaningful, two-way
communications between organization and BIA Membership (50% of membership engaged
within a year)
●Member Meeting Hybrid Events (in-person and zoom)
●Downtown Walkthrough Tour (in-person and digital)
●Business Outreach by BIA Team
●Training Sessions/Coaching
●Annual General Meeting/Awards
●Annual Report
●User Kit/Fact Sheets
●Direct Mail (Postcards, BIA Maps, Pamphlets)
●Video (Business Spotlights, Campaign Videos, Walkthroughs)
●Email Newsletters (Member Newsletter, External Newsletter)
●Website
●Social Media
●Norfolk & Tillsonburg News ads (traditional +digital)
●Country 107/Easy 101 Radio Advertising and Promotional Support
●Facebook/Instagram Advertising
●BIA Team Uniforms (our team becomes a walking ad and advocate for BIA)
Objective C: To have an effect on awareness; specifically to reinforce urgency of supporting
local businesses and to foster a positive attitude around ‘Shopping Local First’ with
Tillsonburg citizens (25% increase over Winter/Spring).
●Downtown Walkthrough Tour (in-person and digital)
●BIA Boundary Map (versions for potential members, parking map, EAT locations,
SHOP locations, LIVE locations, and EXPLORE locations)
Downtown Tillsonburg BIA - Strategic Communication Plan 17
●User Kit/Fact Sheets
○Key public, low cost, member engagement/educate publics on
mission/funding
●Direct Mail (Postcards, BIA Maps, Pamphlets)
●Video (Business Spotlights, Campaign Videos, Walkthroughs)
●Email Newsletters (Member Newsletter, External Newsletter)
●Website
●Social Media
●Event Listing/Community Calendar (Norfolk & Tillsonburg News, Snap’d)
●News Release/Fact Sheet/Media Advisory
●Video Interview (Norwich & Tillsonburg News)
●Norfolk & Tillsonburg News ads (traditional +digital)
●Embrace Oxford publication ad
●Ontario Highway signs
●Country 107/Easy 101 Radio Advertising and Promotional Support
●Facebook/Instagram Advertising
●Light Pole Banners/Large Scale Window Signage
●Transit Advertising (T:Go Saturday Holiday Bus Sponsorship recognition includes
advertising on bus)
●BIA Team Uniforms (our team becomes a walking ad and advocate for BIA)
8. Implementing the Strategic Plan
Please see detailed Campaign Plan for Implementation of the Strategic Plan
Measurement and Evaluation
Objective A: To have an effect on awareness; specifically to generate comprehension
of BIA’s mission and funding structure with Tillsonburg Community (25% of
Tillsonburg citizens and 75% of BIA Membership within two years)
Downtown Tillsonburg BIA - Strategic Communication Plan 18
●Member focused and external focused surveys to gauge understanding of BIA
efforts/mission/funding (physical in core, member locations, and digitally)
●Tracking and gathering of social media statistics analysis and social listening
throughout 2021 is important to see where the BIA is for awareness
●Tracking the amount of businesses and Tillsonburg citizens that tag the Downtown
Tillsonburg BIA accounts on social media
Objective B: To have an effect on action; specifically to increase meaningful, two-way
communications between organization and BIA Membership (50% of membership
engaged within a year)
Engagement will be measured by/defined as:
●Participating in 1 or more BIA programs/events
●Active online and tagging the BIA in posts
●Responses and submissions of offers/news for email newsletters
●Receptive to conversations with team/BIA ambassadors
●User Kit Distribution Tracking/Tracking of members that post assets
Objective C: To have an effect on awareness; specifically to reinforce urgency of
supporting local businesses and to foster a positive attitude around ‘Shopping Local
First’ with Tillsonburg citizens (25% increase over Winter/Spring).
●Tracking of External Email List (aim for 1000 contacts in 2021)
●Seasonal check-ins/tracking of sales/services provided and anecdotal feedback from
members
●Tracking of membership roster and understanding reasons for growth/loss
●Tracking of social media metrics/interaction on content with ‘Support Local First’
messaging
●Inclusion of coupon in direct mail campaigns/coordination with members to collect
coupons to track action taken from Shop Local direct mail efforts
●Rogers Radio contest campaign’s built-in survey feature throughout year will show
changing awareness
Downtown Tillsonburg BIA - Strategic Communication Plan 19
BIA 2021 Marketing Campaign Schedule JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Ongoing
Support Local First
BIA Boundary Map x
User Kit/Fact Sheets x x x x x x x x x x x x
Direct Mail x x
Video x x x x x x x x x x x x
Email Newsletters x x x x x x x x x x x x
Website x x x x x x x x x x x x
Event Listing/Community Calendar x x x x x x x x x x x x
Social Media x x x x x x x x x x x x
News Release/Fact Sheet/Media Advisoryx
Rogers Radio advertising x x x x x
Norfolk and Tillsonburg News advertising x x x
Facebook/Instagram advertising x x x x x
About your BIA
Member Meeting x x x x x x x x x x x x
Downtown Walkthrough Tour x x x x x x
BIA Boundary Map x x x
User Kit/Fact Sheets x x x x x x x x x x x x
Direct Mail x x
Video x x x x x x x x x x x x
Email Newsletters x x x x x x x x x x x x
Website x x x x x x x x x x x x
Social Media x x x x x x x x x x x x
Light Pole Banners/Window Signagex
Team Uniforms x
Embrace Oxford guide ad x
Seasonal
EAT
BIA Map - EAT x
Email Newsletters x x x
Website x x x
Social Media x x x
News Release/Fact Sheet/Media Advisoryx
Rogers Radio advertising x
Facebook/Instagram advertising x
SHOP
Email Newsletters x x
Website x x
Social Media x x
News Release/Fact Sheet/Media Advisory x
Rogers Radio advertising x
Facebook/Instagram advertising x
EXPLORE (Tourism in Town)
Email Newsletters x x x
Website x x x
Social Media x x x
News Release/Fact Sheet/Media Advisory x
Rogers Radio advertising x
Facebook/Instagram advertising x
EAT
BIA Map - EAT x
Email Newsletters x x
Website x x
Social Media x x
News Release/Fact Sheet/Media Advisory x
Rogers Radio advertising x
Facebook/Instagram advertising x
SHOP Holiday
Email Newsletters x x x
Website x x x
Social Media x x x
News Release/Fact Sheet/Media Advisory x
Transit Advertising (T:Go)x x
Rogers Radio advertising x
Facebook/Instagram advertising x
Public Relations Campaign Plan
Downtown Tillsonburg Business Improvement Area
Prepared by: Karlee Slattery, Events & Marketing Coordinator
Submitted: Fri Oct 9 5pm
Executive Summary
The purpose of this document is to analyze the Downtown Tillsonburg Business
Improvement Area (BIA) and the environment it exists in. It takes the information compiled in
the Strategic Communication Plan and creates an intentional campaign plan that suits the
unique needs of the organization. The plan takes into consideration the alternatives and
justifies decisions to ensure key publics are a part of Building a Resilient Downtown Core.
1
Table of Contents
Executive Summary 1
Table of Contents 2
Situation Analysis 3
Recommendations 4
Schedule 4
Budget 5
Evaluation Plan 7
2
Situation Analysis
For over 30 years, the Downtown Tillsonburg BIA has operated as a non-profit organization
responsible for the promotion and beautification of Downtown Tillsonburg. With the goal of
making the downtown core the destination of choice for shopping and daily needs, the BIA
has had a refresh in approach and impact in the past couple of years. This fresh approach
has led to an improved reputation as a solution-focused ‘helper’ to the membership of over
230 businesses.
This approach comes at a time of great struggle for many businesses as they navigate a
world-wide pandemic, COVID-19. Needs are ever-changing as businesses and consumers
adjust to federal, provincial, and municipal legislation surrounding public health. The BIA
must continue to support businesses as a ‘helper’ with an emphasis on relationship
management, that will lead to higher member engagement. The BIA must also spotlight the
many unique businesses to Tillsonburg citizens while educating them on the BIA’s
mission/funding and how the BIA supports the community as a whole.
Publics
Publics Characteristics
BIA Members ●3 categories: Property Owner, Business Owner,
Property & Business Owner
●250 unique businesses within membership/located in
core
●Varying levels of engagement with BIA
○Engaged members are valuable
allies/advocates
●Varying levels of technology/PR skills
Tillsonburg Citizens ●Varying levels of educational background
●Active on social media, specifically Facebook
●Large population of seniors and those who are
vulnerable to illness
●Small but vocal population of anti-maskers and
conspiracy theorists
●Largely unaware of BIA’s mission/funding and
confuse efforts with Town of Tillsonburg
3
Recommendations
The BIA is urged to invest resources into accomplishing the following objectives in order to
reach the goal of Building a Resilient Downtown Core.
Objective A: To have an effect on awareness; specifically to generate comprehension of
BIA’s mission and funding structure with Tillsonburg Community (25% of Tillsonburg citizens
and 75% of BIA Membership within two years)
Objective B: To have an effect on action; specifically to increase meaningful, two-way
communications between organization and BIA Membership (50% of membership engaged
within a year)
Objective C: To have an effect on awareness; specifically to reinforce urgency of supporting
local businesses and to foster a positive attitude around ‘Shopping Local First’ with
Tillsonburg citizens (25% increase over Winter/Spring).
Schedule
Ongoing Campaigns for 2021 Seasonal Campaigns for 2021
●Support Local FIRST Campaign
●About your BIA Campaign
Winter
●EAT Campaign
Spring
●SHOP Campaign (focus on Mother’s
Day as it is largest sales opportunity
for retailers)
Summer
●EXPLORE Campaign (Tourism in
Town)
Fall
●EAT Campaign
Winter
●SHOP Holiday Campaign
Please refer to Schedule Chart (file name: BIA_2021_Mktg_Schedule Chart) here.
4
Budget
Tactic Cost Notes/Other Resources
Member Meeting Hybrid Events
(in-person and zoom)
$0 Please note: Additional
Human and Capital
Resources are required to
complete all listed tactics
Downtown Walkthrough Tour
(in-person and digital)
$0
BIA Boundary Map
-General Map for potential
members
-Parking map (including fact
member levy pays for parking) -EAT
locations
-SHOP locations
-LIVE locations
-EXPLORE locations
$0 for Digital Asset
$200 for 500 copies
Letter Size
User Kit/Fact Sheets $0 for Digital Asset
$200 for 500 copies
Letter Size
Direct Mail (Postcards, BIA
Maps, Pamphlets) $150 for Postage to
Businesses + Printing
Video (Business Spotlights,
Campaign Videos,
Walkthroughs)
$1500 for professional
video camera
$50/year for Premiere
Pro Editing Software
Email Newsletters (Member
Newsletter, External Newsletter)
$26/month Constant
Contact
Website $216 USD/month
Squarespace
Hosting/Domains
Social Media $29/month Hootsuite Hootsuite is a social media
management platform that
helps organize messaging/
5
campaigns among different
accounts
Tactic Cost Notes/Other Resources
Event Listing/Community
Calendar
(Norfolk & Tillsonburg News,
Snap’d)
$0 Digital and Print
News Release/Fact Sheet/Media
Advisory
$0
Video Interview
(Norwich & Tillsonburg News)
$0
Norfolk & Tillsonburg News ads
(traditional +digital)
Embrace Oxford ad
Ontario Highway Signs
$1000/year
$400/year
$905/year
Used throughout the year for
Support Local First messaging
and additional campaigns
Summer EXPLORE Campaign
Country 107/Easy 101 Radio
Advertising and Promotional
Support
$1500/4wk Advertising
Run
Ongoing Support Local First
Campaign
Rogers Media Partnership
Agreement + Additional
Advertising Support
Facebook/Instagram Advertising $50/month
Light Pole Banners
Large Scale Window Signage
$10,000
$1500
Potential for grant and
sponsorship to cover cost
Transit Advertising
(T:Go Saturday Holiday Bus
Sponsorship)
$800/Saturday Run Recognition includes
advertising on bus, social
media shoutouts, and logo on
all marketing pieces from T:Go
on service
BIA Team Uniforms (our team
becomes a walking ad and
advocate for BIA)
$400/15 regular t shirts
with colour logo
Please note, although some items state $0, it is important to consider the BIA resources that go
toward accomplishing the tactic (human and capital resources).
6
Evaluation Plan
Objective A: To have an effect on awareness; specifically to generate comprehension
of BIA’s mission and funding structure with Tillsonburg Community (25% of
Tillsonburg citizens and 75% of BIA Membership within two years)
●Member focused and external focused surveys to gauge understanding of BIA
efforts/mission/funding (physical in core, member locations, and digitally)
●Tracking and gathering of social media statistics and social listening throughout 2021
is important to see where the BIA is for awareness
●Tracking the amount of businesses and Tillsonburg citizens that tag the Downtown
Tillsonburg BIA accounts on social media
Objective B: To have an effect on action; specifically to increase meaningful, two-way
communications between organization and BIA Membership (50% of membership
engaged within a year)
Engagement will be measured by/defined as:
●Participating in 1 or more BIA programs/events
●Active online and tagging the BIA in posts
●Responses and submissions of offers/news for email newsletters
●Receptive to conversations with team/BIA ambassadors
●User Kit Distribution Tracking/Tracking of members that post assets
Objective C: To have an effect on awareness; specifically to reinforce urgency of
supporting local businesses and to foster a positive attitude around ‘Shopping Local
First’ with Tillsonburg citizens (25% increase over Winter/Spring).
●Tracking of External Email List (aim for 1000 contacts in 2021)
●Seasonal check-ins/tracking of sales/services provided and anecdotal feedback from
members
●Tracking of membership roster and understanding reasons for growth/loss
●Tracking of social media metrics/interaction on content with ‘Support Local First’
messaging
●Inclusion of coupon in direct mail campaigns/coordination with members to collect
coupons to track action taken from Shop Local direct mail efforts
●Rogers Radio contest campaign’s built-in survey feature throughout year will show
changing awareness
7
2021 BIA Proposed Budget
September 28th, 2020 (adjusted for removal of FTE for EMC)
2018 Actual 2019 Actual 2021 Proposed Change
Revenues:Audited 28th 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 $'s per BIA member (assumes
39 tenants at Tillsonburg Town Centre Mall) 707 759 715 775 684 90.54-$
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 - -
Affiliate membership income 5,000 8,500 3,500
AGM revenues (ticket sales & other) 5,000 - 5,000-
PPE and other sales 0 5,500 5,500
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 5,500
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)/Rural
Economic Development (2012)0 0 0 0 10,000 10,000
Contribution from surplus 0 0 40,000 50,000 - 50,000-
Total Revenues:171,722 194,605 244,281 289,516 426,829 137,313
Levy as % of total revenues 74.1%70.2%53.7%48.2%38.5%
2020 Budget2019 Budget
2021 BIA Proposed Budget
September 28th, 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 65,000 27,500-
Remittances (CPP, EI, WSIB)9,980
EI (2021 rate = $1.55 per $100) 1,519
CPP (2021 rate = 5.45% of gross wages) 5,341
WSIB (D2 Public Admin $3.50 per $100)0 1,155
Retirement plan 4,900 3,250 -1650
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 40.0
Accounting & bookkeeping fees 6,000 6,000 0
Maintenance supplies 0 1,880 1,880
Office rent 3,600 10,200 6,600
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 -7981
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 40,000 16,000
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:94,158 194,605 244,281 289,516 391,629 102,113
Surplus/(Deficit)77,564 0 0 0 35,200
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 35,200
Ending Balance 220,345 192,783 182,389 140,083 217,589
2019
Budget
2020
Budget
fd
Board of Management Report – ED10-01
To: BIA Board of Management
From: Mark Renaud, Executive Director
Date: October 19th, 2020
Subject: Monthly ED report
__________________________________________________________________
The ED and BIA Team continues to be responsive and responsible to the membership
during these unprecedented times.
The BIA Team is on-street each and every business day, including many weekends; to
liaise and assist our members with their business needs and challenges. This report
highlights the areas of focus and attention during the balance of year in 2020.
Priorities:
1) Preparedness and success for the AGM to be held on November 25th.
2) Maintaining a high level of cleanliness and order on the streets.
3) Budget finalization and implementation plan.
4) Additional aid and support of the hospitality sector. This includes regular
meetings with the various owner/managers.
5) Finalization of the proposed move of the BIA offices.
6) Oxford/Broadway Parkette ready for Christmas lighting ceremony.
7) Funding applications for various grant opportunities.
8) Removal of on-street/on-sidewalk infrastructure in advance of the winter season.
Correspondence:
The ED has a list of follow-up items requiring resolution including:
1) FIP letter from the committee to Rogers Real Estate, Toronto.
2) Outstanding payables follow-ups.
3) Turtlefest/BMO – signing authority changes - $5,000 payment due back to BIA.
4) Board follow-ups with the Town of Tillsonburg – (various).
5) Communication with all potential funding partners for 2021.
There will also be ongoing interactions with third parties to follow-up with milestones
against approved funding projects (CFDC for example). The ED will make this a priority.
There will also be regular interactions with the Town of Tillsonburg on various matters
as we continue to build an even stronger relationship.
The BIA Team will also be compiling a list of items requiring process, by-law or
application changes to effect best-practices in the BIA zone.
Balance of year focus:
Beyond the priorities listed above; the ED and BIA Team will be following up on all
outstanding items to ensure completion.
The ED and EMC meet weekly to review the status of the marketing/events plan and
what has been accomplished. We will continue to leverage the partnerships that have
been nurtured with our reliable partners to maximize operational effectiveness.
There will be a great deal of effort to ensure a smooth and cost-effective move to the
new BIA office location at the Tillsonburg Town Centre Mall.
Thank you to the BIA Board:
On behalf of the BIA Team; the ED wants to thank all members of the Board of
Management for their support during 2020.
This has been a challenging year to navigate with the work plan – which was ever
changing. The pandemic certainly will be with us for the foreseeable future and as
such; we need to be able to adapt to this reality. The BIA Team knows what needs to
be done. No matter what the outcomes; the health and safety of our members and
their customers must remain job one.
CIBC Account Statement
TILLSONBURG BUSINESS IMPROVEMENT
AREA
The names shown are based on our current records, as of October 17,
2020. This statement does not reflect any changes in account holders
and account holder names that may have occurred prior to this date.
For Sep 1 to Sep 30, 2020
Account number
66-36217
Branch transit number
03072
Account summary Contact information
Opening balance on Sep 1, 2020 $21,922.07
Withdrawals -21,121.16
Deposits +66,740.68
Closing balance on Sep 30, 2020 =$67,541.59
1 800 465 CIBC (2422)
Contact us by phone for questions
on this update, change of personal
information, and general inquiries,
24 hours a day, 7 days a week.
TTY hearing impaired
1 800 465 7401
Outside Canada and the U.S.
1 902 420 CIBC (2422)
www.cibc.com
Transaction details
Date Description Withdrawals ($)Deposits ($)Balance ($)
Sep 1 Opening balance $21,922.07
Sep 1 PRE-AUTH DEBIT
CHAMB GROUP INS BUSINESS PAD
296.06 21,626.01
CHEQUE 34526463 131 2,810.31 18,815.70
Sep 3 E-TRANSFER102853338238
Lydia
4506*********969
47.50 18,863.20
CHEQUE 72194486 832 1,800.00 17,063.20
Sep 4 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
55.14 17,008.06
Sep 8 CHEQUE 75224156 125 546.16 16,461.90
Sep 9 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
5,768.51 10,693.39
Sep 16 IN-BRANCH TRANSFER001780325472
4500*********940
2,500.00 8,193.39
Sep 17 CHEQUE 72594347 127 480.25 7,713.14
(continued on next page)
10774E BUS-2018/09 Page 1 of 2
Transaction details (continued)
Date Description Withdrawals ($)Deposits ($)Balance ($)
Sep 17 Balance forward $7,713.14
Sep 18 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
52.41 7,660.73
Sep 21 E-TRANSFER102906315782
DAVID BENNETT
4506*********969
47.46 7,708.19
DEPOSIT 02782
INGERSOLL BANKING CENTRE
11,250.00 18,958.19
CHEQUE 78074168 136 162.74 18,795.45
Sep 23 PRE-AUTH DEBIT
000000000000000
PAYROLL PWE BUSINESS PAD
5,468.38 13,327.07
Sep 29 DEPOSIT 2,800.00 16,127.07
BILL PAYMENT
ROGERS WIRELESS PRE-AUTH DR
220.01 15,907.06
RENT/LEASE
GM FINANCIAL CANADA LEASING
573.06 15,334.00
Sep 30 MISC PAYMENT
000000861670488
CORP TOWN OF TILLSONBURG
52,595.72 67,929.72
CHEQUE 34088415 134 353.13 67,576.59
ACCOUNT FEE 35.00 67,541.59
Closing balance $67,541.59
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 Sep 1 to Sep 30, 2020
Account number: 66-36217
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 October 17,
2020. This statement does not reflect any changes in account holders
and account holder names that may have occurred prior to this date.
For Sep 1 to Sep 30, 2020
Account number
66-36616
Branch transit number
03072
Account summary Contact information
Opening balance on Sep 1, 2020 $40,453.84
Withdrawals -0.00
Deposits +8.31
Closing balance on Sep 30, 2020 =$40,462.15
1 800 465 CIBC (2422)
Contact us by phone for questions
on this update, change of personal
information, and general inquiries,
24 hours a day, 7 days a week.
TTY hearing impaired
1 800 465 7401
Outside Canada and the U.S.
1 902 420 CIBC (2422)
www.cibc.com
Transaction details
Date Description Withdrawals ($)Deposits ($)Balance ($)
Sep 1 Opening balance $40,453.84
Sep 30 INTEREST
BIGA DAILY CREDIT INTEREST
SEPTEMBER 2020
8.31 40,462.15
Closing balance $40,462.15
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 Sep 1 to Sep 30, 2020
Account number: 66-36616
Branch transit number: 03072
10774E BUS-2018/09 Page 2 of 2