220117 Council Budget AgendaThe Corporation of the Town of Tillsonburg
Council Budget Meeting
AGENDA
Monday, January 17, 2022
6:00 PM
Electronic Meeting
1.Call to Order
2.Adoption of Agenda
Proposed Resolution #1
Moved By: ________________
Seconded By: ________________
THAT the Agenda as prepared for the Council Budget meeting of January 17, 2022, be
adopted.
3.Moment of Silence
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.Adoption of Council Minutes of Previous Meeting
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT the minutes of the Council Budget meeting of December 16, 2021, be approved.
6.Finance
2022 Community Budget Request Summary
6.1.Big Brother Big Sisters of Oxford County
Representative: Kristen Ralph, Executive Director
6.2.Hickory Hills Residents Association
Representatives: Donna McCreary and Pat Carlson
6.3.Junior Achievement SW Ontario Inc.
Representative: Melissa Derbyshire
6.4.Lake Lisgar Revitalization Committee
Representatives: Frank Kempf and Joan Weston
6.5.Tillsonburg and District Multi-Service Centre
Representatives: Kathryn Leatherland and Jen Olcsvary
6.6.Tillsonburg Curling Club
Representatives: Diane Kleer
6.7.Tillsonburg Free Family Fishing Derby
Representative: Mike Dean
6.8.Tillsonburg Horticultural Society
Representative: Christine Nagy
6.9.Tillsonburg Tri-County Agricultural Society
Representatives: Mike Dean and Rosemary Dean
6.10.Tillsonburg Turtlefest
Representative: Mark Renaud
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
THAT Council has received applications for grant funding from various community
groups during the 2022 budget sessions;
AND THAT the following groups are awarded the following dollar amounts:
Big Brother Big Sisters of Oxford County $______;1.
Hickory Hills Residents Association $______;2.
Junior Achievement SW Ontario Inc. $______;3.
Lake Lisgar Revitalization Committee $______;4.
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Tillsonburg and District Multi-Service Centre $______;5.
Tillsonburg Curling Club $______;6.
Tillsonburg Free Family Fishing Derby $______;7.
Tillsonburg Horticultural Society $______;8.
Tillsonburg Tri-County Agricultural Society $______;9.
Tillsonburg Turtlefest $______;10.
6.11.Budget Deliberations
The following motions were submitted for consideration.
Proposed Resolution #
Moved By: Councillor Gilvesy
Seconded By: ________________
(Motion deferred from December 16, 2021 Council Budget meeting.)
THAT the $715,759.00 to be collected and identified as “Six Months of Covid Impact”
be held in the Tax Rate Stabilization Fund and be released in increments upon staff
request, if required to mitigate losses incurred due covid. Unused money can be
allocated and used upon Council’s discretion.
Proposed Resolution #
Moved By: Councillor Gilvesy
Seconded By: ________________
THAT the $26,000 approved by Council to fund the Tillsonburg 150 celebrations be
funded 50% from taxation and 50% from reserves;
AND THAT the committee and staff explore upper tier funding and additional
sponsorship.
6.12.FIN 22-03 2020-2021 COVID Impact
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT report FIN 22-03 2020-2021 Covid-19 Impact Report be received as
information.
6.13.FIN 22-04 2021 Year-End Financial Forecast
Proposed Resolution #5
Moved By: ________________
Seconded By: ________________
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THAT report FIN 22-04 2021 Year-End Financial Position Forecast be received as
information.
6.14.FIN 22-05 2022 Draft Budget Summary and Recommendations
Proposed Resolution #6
Moved By: ________________
Seconded By: ________________
THAT report FIN 22-05 2022 Draft Budget Summary and Recommendations Report
be received as information;
AND THAT the full OCIF amount of $458,678 be applied to capital project X74
Frances St. Reconstruction;
AND THAT capital project X70 Salt Storage Construction be removed from the 2022
budget to be considered in the 2023 Budget;
AND THAT capital project X67 Connecting Link Hwy #3 Town portion of $72,300 be
funded from the Asset Management Reserve;
AND THAT an amount from the Tax Rate Stabilization Reserve be used to bring the
final tax rate increase to 1.99% for the 2022 budget.
7.Motions/Notice of Motions
8.Confirm Proceedings By-law
Proposed Resolution #7
Moved By: ________________
Seconded By: ________________
THAT By-Law 2022-005, to Confirm the Proceedings of the Council meeting held on January
17, 2022, be read for a first, second, third and final reading and that the Mayor and the Clerk
be and are hereby authorized to sign the same, and place the corporate seal thereunto.
9.Adjournment
Proposed Resolution #8
Moved By: ________________
Seconded By: ________________
THAT the Council Budget meeting of January 17, 2022 be adjourned at ___ p.m.
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1
The Corporation of the Town of Tillsonburg
Council Budget Meeting
MINUTES
Thursday, December 16, 2021
4:00 PM
Electronic Meeting
ATTENDANCE: Mayor Molnar
Deputy Mayor Beres
Councillor Esseltine
Councillor Gilvesy
Councillor Luciani
Councillor Parker
Councillor Rosehart
Staff: Kyle Pratt, Chief Administrative Officer
Michelle Smibert, Director of Corporate Services/Clerk
Shane Caskanette, Fire Chief
Chris Baird, Director of Recreation, Culture and Parks
Carlos Reyes, Director of Operations and Development
Cephas Panschow, Development Commissioner
Amelia Jaggard, Deputy Clerk
Renato Pullia, Interim Director of Finance/Treasurer
_____________________________________________________________________
1. Call to Order
The meeting was called to order at 4:00 p.m.
2. Adoption of Agenda
Resolution # 2021-555
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
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THAT the Agenda as prepared for the Council Budget Meeting of Thursday,
December 16, 2021, be approved with the deferral of Report FIN 21-39 titled
Budget Meeting of December 16, 2021 Notice of Motions to be placed on the
floor only if and when the notice of motion regarding the $715,759.00 is duly
moved and seconded.
Carried
3. Moment of Silence
4. Disclosures of Pecuniary Interest and the General Nature Thereof
No disclosures of pecuniary interest were declared.
5. Adoption of Council Minutes of Previous Meeting
Resolution # 2021-556
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the minutes of the Council Budget meeting of Monday, December 6, 2021,
be approved.
Carried
6. Finance
6.1 CS 21-39 Tillsonburg 150 Committee Recommendation - Budget and
Funding Request
Christine Wade, Chair of the Tillsonburg 150 Subcommittee, and Collette
Takacs, Chair of the Cultural, Heritage and Special Awards Advisory
Committee were present to speak to the recommendation.
Opportunity was provided for comments and questions from Council.
Staff confirmed the amount would be derived from taxation.
Types of souvenirs will be determined based on additional approved
funding.
Traditional print and radio advertising will be utilized in addition to social
media/Town website.
Staff to investigate if there are special occasion funding grants from upper
levels of government.
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Resolution # 2021-557
Moved By: Councillor Luciani
Seconded By: Deputy Mayor Beres
THAT Council receives report CS 21-39 Tillsonburg 150 Committee
Recommendation – Budget and Funding Request as information;
AND FURTHER that Council approves the request for additional funding
from the Tillsonburg 150 Committee for the Tillsonburg 150 celebrations
on July 1, 2022 in the amount of $26,000.00.
Carried
6.2 FIN 21-37 2021 Year End Realty Tax Report
Resolution # 2021-558
Moved By: Deputy Mayor Beres
Seconded By: Councillor Parker
THAT report FIN 21-37 2021 Year End Realty Tax Report be received as
information.
Carried
6.3 FIN 21-38 Budget Meeting of December 6, 2021 Follow Up Report
Resolution # 2021-559
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT report FIN 21-38 Budget Meeting of December 6, 2021 Follow-Up
Report be received as information.
Carried
6.4 FIN 21-39 Budget Meeting of December 16, 2021 Notice of Motions
Report
Resolution # 2021-561
Moved By: Councillor Parker
Seconded By: Deputy Mayor Beres
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THAT report FIN 21-39 Budget Meeting of December 16, 2021 Notice of
Motions Report be received as information.
Carried
6.5 Budget Deliberations
Resolution # 2021-560
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT a report be included in the 2023 budget binder that includes the
following information regarding the Enterprise fleet contract;
1. Cost to purchase and lease vehicles identified in the leasing list for
2023. This information should include the following for comparison:
a) Cost per year + any applicable interest over the lifespan of the vehicles
to purchase the vehicles; and
b) Lease cost per year based on existing lease agreement to lease
vehicles for 2 years; and
c) Costs of a 4 year lease program if this is possible given the
limitations of the contract
AND THAT the report include information such as year, date, model and
mileage of vehicles that are to be replaced.
Carried
The mover confirmed intent of the motion would require staff to obtain
Council approval prior to using the funds.
Staff intend to provide Council with a report on the lost revenues for past
years due to COVID; staff will try prepare this information for the January
17, 2022 Council Budget meeting.
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT the $715,759.00 to be collected and identified as “Six Months of
Covid Impact” be held in the Tax Rate Stabilization Fund and be released
in increments upon staff request, if required to mitigate losses incurred
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due covid. Unused money can be allocated and used upon Council’s
discretion.
Motion deferred to January 17, 2022 Council Budget meeting.
Staff noted that if the monies for this project are approved the Town would
be able to apply for additional grant dollars to support the project.
Resolution # 2021-562
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT the Bus Stop Shelter Project X46 not be considered “a must do next
year project”.
Carried
Staff confirmed that this can be tracked moving forward starting in 2022.
Resolution # 2021-563
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT in the 2023 budget binder a list of building maintenance and repairs
with associated costs be listed for the 2022 year to pro vide Council with
more information on where this blanket dollar amount has been spent.
Carried
The mover confirmed the intent of the motion is to approve a 3% budget
increase.
Resolution # 2021-564
Moved By: Councillor Parker
Seconded By: Councillor Rosehart
THAT the BIA 2022 MOU be increased by 3% over the 2021 MOU
agreement.
Carried
The mover confirmed the intent of the motion is to approve a 3% budget
increase.
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Resolution # 2021-565
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the Station Arts 2022 MOU be increased by 3% over the 2021 MOU
agreement.
Carried
Staff noted that the current budget proposes the monies for this project be
derived from taxation and that under Option 3 the monies for this project
are proposed to be derived from the Tax Rate Stabilization Fund.
Resolution # 2021-566
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the funding for the Employee Engagement survey be removed from
the 2022 Budget.
Carried
The mover confirmed the intent of the motion would be to approve that no
funding be included in the budget for the proje ct, and that the project
remain in the 2022 business plan with the understanding that no funding is
assigned to it.
Resolution # 2021-567
Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT Project X50 Dressing Rooms and Storage at the Tillsonburg
Community Centre be included in the 2022 business plan.
Carried
The mover confirmed the intent of the motion is to request the Police
Services Board review the Town's current police service levels to
determine if increased police servicing levels is needed.
Resolution # 2021-568
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Moved By: Councillor Parker
Seconded By: Councillor Gilvesy
THAT the Police Services Board be directed to bring a report to council in
regards the Police Servicing levels in the Town of Tillsonburg.
Carried
Staff were asked to share how much money is currently in the Facility
Infrastructure Reserve.
Resolution # 2021-569
Moved By: Deputy Mayor Beres
Seconded By: Councillor Luciani
THAT the Tillsonburg Community Centre’s Lion's Den Arena Window
Inserts project in the amount of $50,000 be added to the 2022 capital
budget and funded from the Facility Infrastructure Reserve.
Councillor Parker called for a recorded vote.
Councillor Parker - No
Councillor Rosehart - No
Deputy Mayor Beres - Yes
Councillor Esseltine - No
Councillor Gilvesy - No
Councillor Luciani - Yes
Mayor Molnar - Yes
Defeated
The mover confirmed the intent of the motion would be to allocate money
from project X78 to support a study to determine options for heavy truck
traffic to be brought forward for Council's consideration.
Resolution # 2021-570
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT the investigation into options to heavy truck traffic moving through
the central core of the town of Tillsonburg be separated from the
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Transportation Master Plan (Project X78), and that alternatives for this be
reported to council by the end of Q2 2022, with subsequent decisions
becoming part of the Transportation Master Plan.
Defeated
Council passed Resolution # 2021-349 on August 9, 2021 requesting staff
to complete a report regarding a truck bypass that will be brought forward
at a future meeting.
It was asked what additional funding would be required to include Wren
Court as part of project X82.
It was asked if a building permit has been issued for the Wren Court
development; not confirmed.
Resolution # 2021-571
Moved By: Councillor Esseltine
Seconded By: Councillor Luciani
THAT the Woodcock Drive and Pheasant Court Design Project X82 be
expanded to include Wren Court as there are plans for development
happening there in 2022 that will impact traffic movement in the area as
well as sidewalks, streetlights, etc. in the future.
Defeated
7. Motions/Notice of Motions
Resolution # 2021-572
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT a year end surplus or deficit number from the fourth quarter results be
provided to Council at the budget meeting to be held on January 17, 2022 or no
later than the Council meeting to be held on January 27, 2022.
Carried
The following two notice of motions to be included on the January 17, 2022
Council Budget meeting agenda for consideration.
Moved By: Councillor Gilvesy
THAT the OCIF funding in the amount of $237,169 be allocated to the following:
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1) Kinsmen Bridge Design, Project X80 in the amount of $120,000;
2) The maximum qualified amount be directed to fund staff hours with regards to
asset management planning; and
3) Any remaining funds be placed in the Tax Rate Stabilization Account for future
use.
Moved By: Councillor Gilvesy
THAT the $26,000 approved by Council to fund the Tillsonburg 150 celebrations
be funded 50% from taxation and 50% from reserves;
AND THAT the committee and staff explore upper tier funding and additional
sponsorship.
8. By-Laws
8.1 By-Law 2021-127, to provide a schedule of fees for certain municipal
applications, services and permits
8.2 By-Law 2021-128, to amend By-Law 3295 (ZN 7-21-09)
8.3 By-Law 2021-129, to amend By-Law 3295 (ZN 7-21-11)
8.4 A By-Law to amend By-Law 3295 (ZN 7-20-06)
Withdrawn.
Resolution # 2021-573
Moved By: Councillor Luciani
Seconded By: Councillor Esseltine
THAT By-Law 2021-127, to provide a schedule of fees for certain
municipal applications, services and permits; and
By-Law 2021-128, to amend By-Law 3295 (ZN 7-21-09); and
By-Law 2021-129, to amend By-Law 3295 (ZN 7-21-11), be read for a
first, second, third and final reading and that the Mayor and the Clerk be
and are hereby authorized to sign the same, and place the corporate seal
thereunto.
Carried
9. Confirm Proceedings By-law
Resolution # 2021-574
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Moved By: Councillor Esseltine
Seconded By: Councillor Parker
THAT By-Law 2021-126, to Confirm the Proceedings of the Council meeting held
on December 16, 2021, be read for a first, second, third and final reading and
that the Mayor and the Clerk be and are hereby authorized to sign the same, and
place the corporate seal thereunto.
Carried
10. Adjournment
Upcoming Council meetings include:
Monday, January 10, 2022 at 6:00 p.m. regular meeting
Monday, January 17, 2022 at 6:00 p.m. budget meeting (2022 budget
deliberations).
Resolution # 2021-575
Moved By: Councillor Rosehart
Seconded By: Councillor Gilvesy
THAT the Council Budget meeting of Thursday, December 16, 2021 be
adjourned at 6:10 p.m.
Carried
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2022 Grant RequestsBig Brothers Big Sisters of Oxford County Hickory Hills Residents AssociationSummary of purpose/mandate of your groupOur purpose is to enable life changing mentoring relationships to ignite the power and potential of young people to reach our vision that all young people realize their full potential.Big Brothers Big Sisters provides mentors to young people who face adversity and are in need of an additional consistent and supportive developmental relationship. We intentionally recruit volunteers based on the needs of the community's young people and takes time to professionally screen, train and support them to create strong, healthy relationships. Mentors are trained not only on how to keep our young people safe but also to a build developmental relationship with their mentee that expresses care, challenges growth, provides support, shares power and expands possibilities.The Board of Directors is responsible for keeping Hickory Hills a safe and involved community.We are also responsible to ensure that the obligations outlined in the lease agreement between the Hickory Hills Residents Association and the Town of Tillsonburg are fulfilled. (Reference Article VII Repairs and Maintenance Clause 7.02)The Board is determined to remove the barriers that impact the lives of our residents. "The Accessibility for Ontarians with Disabilities Acct 2005 (AODA) is intended to reduce and remove barriers for people with disabilities so that Ontario can become more accessible and inclusive for everyone.To this end, we are committed to removing the physical and technological barriers for Hickory Hills' residents.2022 Budget Request $4,000 $83,000Has the Town Granted funds in the past 3 years?$3,000 in 2019 and 2020; $4,000 in 2021NoThe funding is required for the removal of the barriers that currently do not meet the requirements of theOntario Accessibility Act. These funds will be used to ensure barriers for the senior residents of ourcommunity are removed. It is imperative that these corrections to the building and surrounding groundsbe completed for accessibility challenged residents. It is also imperative that we remove the socialbarrier for residents confined to their homes.Funds requested will be used in the following three areas.1. Washroom upgrade for mobility challenged individuals who use our facility, including residents2. Walkway upgrade (north side of the building) to the deck and patio areas providing access to socialevents3. Web-based portal implementation to improve the communication for all residents including thosecurrently socially isolated.Quotes for these proposed projects are available upon request.Grant RequestsWhat will funds be used for?The agency employs skilled service delivery staff (Social Worker, Social Service Workers, Child & Youth Care Workers) to lead screening, orientation, training, monitoring and evaluation of the volunteer mentors, children and families. The costs per match can vary based on factors such as geography (urban, rural, remote), length of match, expectations of Big Brothers Big Sisters National Standards, diversity of mentoring program, child adversities (e.g. mental health issues, issues around bullying) community relationships and partners, etc. These programs are offered at no cost to our families so funding is critical to help to ensure we are able to:• Sustain long-term mentoring matches with match monitoring, on-going screening, training and goal setting.• Make new mentoring matches as well as support and train to serve increased complexities and adversities of young people in schools.• Conduct program evaluation analysis• Maintain electronic data management• Utilize virtual service delivery platforms as needed• Meet the outcomes expected of our programs and those specific to each unique mentee**Please see attachment for additional information about programming, outcomes, etc.1Page 15 of 251
2022 Grant RequestsSummary of purpose/mandate of your group2022 Budget RequestHas the Town Granted funds in the past 3 years?Grant RequestsWhat will funds be used for?Junior Achievement SW Ontario Lake Lisgar Revitalization CommitteeJA’s mission is to inspire and prepare youth to succeed in a global economy. JA South Western Ontario’s goal is to ensure that every student in our region has the opportunity to experience at least one JA program during their school years.JA is dedicated to addressing fundamental economic challenges of young people by educating them to transform their future and economic success, providing a better quality of life. All programs are offered free of charge to students and schools, making it accessible to youth from all socioeconomic backgrounds.In September of 2011, a group of concerned citizens joined forces to work voluntarily toward the common goal of reducing the sedimentation at the north end of the Lake, thereby improving water quality and flow in the Lake’s watershed; controlling weed growth at the north end of the Lake; installing new aeration systems; and stocking the Lake yearly with rainbow trout (2012-2021); protecting four endangered species of turtles; maintaining habitat for fish and over 400 species of birds; and improving recreational facilities for Tillsonburg’s citizens. As a committee, we wished to save our Lake and its environs by acting promptly to rectify threatening issues, thereby preserving Lake Lisgar’s heritage as a wildlife habitat and recreational facility for generations to come.$1,300 $12,000No$3,500 in 2019; $7,500 in 2020;$12,000 in 2021To purchase a new Weed Razer to cut the aquatic weeds plaguing Lake Lisgar each year.To purchase 4 new life jackets for Kinship 1, the pontoon boat used to cut the weeds and put in and take out the fountain each year.To install a service box at the north west side of the bridge to run the new aerators in the north end of the Lake.To cut down dead trees which would cause a potential hazard for recreational boaters if the trees fell into the Lake. To purchase 2 new aeration pumps.To stock the Lake with rainbow trout.To excavate sediment from the north end of Lake LisgarJA provides teachers with significant material that covers several portions of the new financial literacy curriculum. Hundreds of teachers across our region reach out every year to have a JA program delivered to their classroom.This funding will be used to support the delivery of JA financial literacy programs to grades 7 and 8 students in Tillsonburg (two programs in 2022, three in 2023, four in 2024 and five in 2025).JA South Western Ontario is not government or United Way funded, and relies on the support organizations, corporate partners, foundations, individuals, and fundraising events. The inability to host in-person events has had a significant impact on our revenue stream, thus now more than ever we seeksupport from our community and local businesses to support the need within our community. Funds raised in Tillsonburg stay and are used in Tillsonburg.2Page 16 of 251
2022 Grant RequestsSummary of purpose/mandate of your group2022 Budget RequestHas the Town Granted funds in the past 3 years?Grant RequestsWhat will funds be used for?Tillsonburg & District Multi-Service Centre Tillsonburg Curling ClubThe Multi-Service Centre is a charitable organization providing excellence in employment, literacy and home support services to Oxford, Norfolk and Elgin communities through partnerships and innovation that allow others to embrace their personal independence. Incorporated in 1978, the MSC has been supporting residents and businesses with employment needs, literacy upgrading and helping seniors age in place. Many of these services are at no cost to the client. We are a team of 82 staff and 75 volunteers, governed by 6 volunteer Board of Directors. We are extremely thankful for the continued support from the Town of Tillsonburg. Last year, your grant of $10,000 supported volunteer activities like recruitment, training and orientation; the purchase of materials and technology for the literacy and seniors programs; and helped to cover shortfalls in transportation and meals for needy individuals.The Tillsonburg Curling Club is a not-for-profit sports facility in the Town of Tillsonburg since 1954. The club is a volunteer-based club offering the sport of curling for all ages to Tillsonburg and surrounding areas.$10,000 $17,500$10,000 in 2019, 2020 and 2021 NoThe Multi-Service Centre is currently experiencing unprecedented demand for its Meals on Wheels program demonstrated by the fact that meals delivered already exceeds the funded target by 30%. The transportation program is in a similar position already having provided 13% more drives than its funded target. Both services are volunteer driven. Grant funds will support volunteer recruitment & training to meet the needs of these growing programs, the purchase of materials and technology (for literacy tutors and students, technology devices for clients to support remote learners and items in our seniors related programs), subsidizing client fees for service provision such as transportation to medical appointments and meals for needy individuals and the purchase of personal protective equipment to help keep our clients, volunteers and community safe.Last fiscal year, we supported 859 Employment Services clients, 22 Adult Literacy clients and 689 Home Support clients from the Town of Tillsonburg which makes up 69% of total MSC clients served. Although the Multi-Service Centre does receive government funding, this does NOT cover any increase in services and volunteer support to deliver these services. We are struggling to meet the growing needs of our community.The Tillsonburg Curling Club has suffered due to the lost revenue (closer) during the 2020-21 season due to COVID. The club did open this season but there has been a decline in 64 memberships due to curlers who are still nervous to enter an indoor facility. Decline memberships means loss revenue to the club (membership fees, bar revenue). It also results in less bonspiel revenue because there is a small pool of curlers to participate.The board is working at marketing the club, trying to get the membership levels back to where they were. We are also looking at ways to improve the facility, giving reluctant curlers the safety reassurance they need. Currently there is no ventilation system within the club. We'd like to add an air quality system to both the club's lounge/bar area and ice surface. A part of this project is to replace two exterior doors on the ice that do not properly sealing.3Page 17 of 251
2022 Grant RequestsSummary of purpose/mandate of your group2022 Budget RequestHas the Town Granted funds in the past 3 years?Grant RequestsWhat will funds be used for?Tillsonburg Free Family Fishing Derby Tillsonburg Horticultural SocietyTillsonburg Free Family Fishing Derby will be going into its 8th annual free fishing derby for families to come out with NO COST to them and interact with their children to enjoy fishing, the outdoors, and our beautiful lake. We'll also be learning about the environment, our town and fishing. The event is free to all, with the exception of partiicpants that want worms to use. The event takes place the first Saturday in July, and is part of Ontario Family Fishing events.*2020 and 2021 held its challenges with the COVID pandemic, however the events still took place online. The Dean Family took over the event when the Kiwanis Club closed and joined with the Cops, Kids & Canadian Tire events.Our motto is "Beautification Through Education and Experience". When we are not in a pandemic, we hold 10 monthly meetings (attendance averages 100 people per meeting) featuring guests who speak on a wide variety of horticultural topics. There are 2 off-site events which are also horticulturally related. We organize a Junior Gardener program for children ages 4 - 14, giving them seeds and plants at the beginning of the season so that they may experience the joys and wonders of gardening. Normally, we have 2 - 3 bus tours and host a garden tour partnering with the Station Arts Centre.$2,500 $2,200$2,500 in 2020 $2,800 in 2021To offset cost as this is a 100% free event for families and children. Funds will be used to do up loot bags with items and every child who participates will receive one.Funds will be used to purchased prizes for each category for fish caught (i.e.: perch, catfish, bass -large /small, trout, etc.), most accumulated, youngest fishers, oldest fisher (i.e.: pails, bags, fishing poles/reels, tackle boxes, tackle kits, lures/bait, fishing tools(nets), coolers, lawn chairs, fishing apparel, backpacks, etc.)Funds also used to purchase larger draw prizes (i.e.: canoe, paddle boat, kayak, etc.)Funds also would go to providing food and drink for all participates.We also have to provide our own insurance for this event. We also have expenses in flyers, posters, newspaper ad, road signs, etc.Given that we have not been able to hold various fundraising events over the past year, we ask the town to split the costs of purchasing plants for the public spaces we plant, maintain and nurture. These spaces are:Annandale House National Historic SiteBert Newman ParkRoyal Canadian LegionSenior Centre GardensStation Arts Gardens4Page 18 of 251
2022 Grant RequestsSummary of purpose/mandate of your group2022 Budget RequestHas the Town Granted funds in the past 3 years?Grant RequestsWhat will funds be used for?Tillsonburg Tri-County Agricultural Society Tillsonburg TurtlefestThe Tillsonburg Tri-County Agricultural Society is committed to offering a successful fair which promotes, advances, and appreciates Tillsonburg's history, agricultural heritage, provides education about the role agriculture plays in life today, while providing youth with a hands-on experience. We also continue to promote community development, and entertainment. We encourage appropriate use of our facilities and strive to explore all avenues in which the fairgrounds can serve the educational and entertainment needs of our community. The Tillsonburg Tri-County Agricultural Society presents an opportunity for all members of our community, as well as neighboring communities, to exhibit their creativity, skills, and hard work. We are happy to provide the youth of our community an event and venue to showcase their talents through 4-H, homecraft exhibits and other means.To operate the Town's signature annual event. 2022 will celebrate the event's 10-year anniversary at the same time as the Town's 150th birthday.$20,000 $15,000$5,000 in 2019 and 2020 $10,000 in 2018 and 2020All funds will be used to pay for non-staff expenses including buskers, signage, adversising, and general event operating expenses.2019 actual expenses/revenues are attached as is the original 2020 approved budget.There were no financials for TurtleFest in 2020 or 2021 fiscal years as the event was on hiatus.The 2022 budget awaits final Committee approval pending affirmation/approval of this funding request.Looking for funding to help offset costs for Magical Midway (rides and games), demolition derby, kids power wheel demolition derby, tractor pullers, ball hockey tournament, dog show, 80ft Ferris Wheel, Magic/Illusionist shows (for all with a curious mind), exotic petting zoo, horse rides, comic con with special quest appearances, monster truck show & ride truck, medieval Jousting show and a special event to honor the 150th Incorporation of the Town of Tillsonburg.Other Needs: Crystal Palace is still in need of fans or window options to help circulate air during the summer fair days. Looking into misting tents Looking into commercial tents for vendors to be outside5Page 19 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Big Brothers Big Sisters of Oxford County
Mailing Address
Tillsonburg Office: 96 Tillson Avenue,
Tillsonburg, ON, N4G 3A1
Head Office: 787A Dundas Street, Woodstock,
ON, N4S 1G1
Primary Contact Person: *
Kristen Ralph
Primary Contact's
Phone Number: *
5195376404
Primary Contact's
Email Address *
kristen.ralph@bigb
rothersbigsisters.c
a
What is the purpose/mandate of your organization? *
Our purpose is to enable life changing mentoring relationships to ignite the power and potential of
young people to reach our vision that all young people realize their full potential.
Page 20 of 251
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
126802230RR0001
Page 21 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$4000
Projected 2023 Grant Request Amount:
$5000
Projected 2024 Grant Request Amount:
$5000
Projected 2025 Grant Request Amount:
$6000
Page 22 of 251
Why do you require funding and what will the funds be used for? *
Big Brothers Big Sisters provides mentors to young people who face adversity and are in need of an
additional consistent and supportive developmental relationship. We intentionally recruit volunteers
based on the needs of the community's young people and takes time to professionally screen, train and
support them to create strong, healthy relationships. Mentors are trained not only on how to keep our
young people safe but also to a build developmental relationship with their mentee that expresses care,
challenges growth, provides support, shares power and expands possibilities. Each mentoring
relationship is then monitored and supported by a professional caseworker who works with the mentor,
young person and their family and graduates the match to a natural support.
Most recently, the global pandemic has amplified the critical need for our mentoring programs,
increasing the necessity to stay connected and to continue reaching children and families who are
particularly vulnerable. Big Brothers Big Sisters is one of the few youth-serving organizations that is not
space-dependent. We are able to build, maintain and support mentee and mentor relationships in a
variety of ways, such as in schools, online, or in community. Regardless of the method of match
connections, the agency is committed to achieving measurable outcomes. Brothers Big Sisters will
continue to be well positioned to play a transformative role for Oxford County children and youth by
igniting their potential and empowering their success through mentorship.
The agency employs skilled service delivery staff (Social Worker, Social Service Workers, Child &
Youth Care Workers) to lead screening, orientation, training, monitoring and evaluation of the volunteer
mentors, children and families. The costs per match can vary based on factors such as geography
(urban, rural, remote), length of match, expectations of Big Brothers Big Sisters National Standards,
diversity of mentoring program, child adversities (e.g. mental health issues, issues around bullying)
community relationships and partners, etc. These programs are offered at no cost to our families so
funding is critical to help to ensure we are able to:
• Sustain long-term mentoring matches with match monitoring, on-going screening, training and
goal setting.
• Make new mentoring matches as well as support and train to serve increased complexities
and adversities of young people in schools.
• Conduct program evaluation analysis
• Maintain electronic data management
• Utilize virtual service delivery platforms as needed
• Meet the outcomes expected of our programs and those specific to each unique mentee
**Please see attachment for additional information about programming, outcomes, etc.
Page 23 of 251
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
Donations, Gifts, etc. that we expect to receive this funding year.
1. Sponsorship and proceeds derived from annual special events (depending on Covid-19
restrictions in place).
a. Play for Kids Sake
b. Trivia Night
c. Big Night Out Charity Ball (Or Big Night In Oxford’s Got Talent)
d. Bid for Kids Sake
e. Rally for Restaurants
f. Big Car Show
g. Agency Christmas party funding
2. United Way Support
3. Municipal Funding (Ingersoll, South West Oxford, Woodstock, Norwich Township)
4. Prize/Auction donations for our events and activities
5. Computer & Tech support
6. Donations from community members and groups
7. Program specific grants
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 24 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
Financial Statements-March 2021-BBBS of Oxford County.pdf
129.2 KB
Big Brothers Big Sisters in Oxford County-20200331- Final FS.pdf
998.6 KB
If you have additional information for Council's consideration, attach it here:
File Name
Town of Tillsonburg Request Attachment.pdf
525.4 KB
Which member(s) of your group will present your request at the Council meeting?
Kristen Ralph
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
Page 25 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 26 of 251
FUNDING
PROPOSAL
2022
TOWN OF
TILLSONBURG
Page 27 of 251
TOWN OF TILLSONBURG
2022 Grant Application
Big Brothers of Oxford County is enabling life-changing mentoring relationships to ignite the power and
potential of young people so that all young people realize their full potential.
Please accept this package as a formal proposal for program funding for mentoring programs offered to children
and youth in the Town of Tillsonburg. We thank you for your past support and belief in what we do and we hope
to continue to work together to provide life changing mentoring relationships to ignite the power and potential
of young people.
Executive Members
President – Jason Routley
Vice President – Emily Van Straten
Secretary – Karen Masson
Treasurer – Greg Bruce
Executive Director – Kristen Ralph
Why do you require funding and what will the funds be used for?
Big Brothers Big Sisters continues to provide mentors to young people who face ad versity and are in need of an
additional consistent and supportive developmental relationship. We intentionally recruit volunteers based on
the needs of the community’s young people and take time to professionally screen, train and support them to
create strong, healthy relationships. Mentors are trained not only on how to keep our young people safe but
also to a build developmental relationship with their mentee that expresses care, challenges growth, provides
support, shares power and expands possibilities. Each mentoring relationship is then monitored and supported
by a professional caseworker who works with the mentor, young person and their family and graduates the
match to a natural support.
Our programs and outcomes focus on quality of life, providing individualized mentoring experiences to meet
the needs of our young people to enhance their quality of life an d contribute to their community.
As programs are moving back to in person programs, we are already seeing our reach increase and reque st for
our programs continue. We are now able to say we have 2 staff who live and work in and near Tillsonburg to
focus on the specific needs of the community and the young people, as we see our strategy of increase support
in Tillsonburg take root. Our total request to the Town of Tillsonburg is $4,000 to support young people build
relationships with measurable outcomes:
SOCIAL EMOTIONAL
COMPETENCE
MENTAL HEALTH &
WELLBEING
EDUCATIONAL
ENGAGEMENT &
EMPLOYMENT
READINESS
• Relationship skills
• Social awareness
• Responsible decision making
• Self-management
• Self-awareness
• Positive identity
• Social inclusion &
empowerment
• School connectedness
• Commitment to learning
• Enhanced constructive use of
time
Page 28 of 251
Our Theory of Change states that BBBS mentoring programs will work to reach ‘children and youth who face
adversity’. Through our mentoring services, we gain privileged insight into the lives of families and children
across Tillsonburg. BBBS uses an evidence-based child intake process so that we can build a collective view of
who BBBS agencies are reaching and so that we can validate and prove that we are reaching the children who
need us the most. BBBSC’s Need Registry is grounded by the ‘Adverse Childhood Ex periences’ (ACEs)6 study.
The ACEs study successfully demonstrated an association between adverse childhood experiences and negative
health and social complications across an individual’s lifespan. The ACEs study has had a pro found impact on
youth services as it scientifically proves the need for intervention and buffering between children and their
adverse childhood experiences in order to increase the likelihood of positive youth development. BBBSC’s Need
Registry is designed to record the presence or absence of 13 adversities faced by enrolling BBBS children and
their families. The 13 adversities were carefully selected, considering both the consequences and need for
insights into our families lived experiences.
13 ADVERSITIES OF THE BBBSC NEED
REGISTRY
1. Child is experiencing social isolation
2. Parental separation or divorce
3. Child has been involved or removed by Child Welfare Services
4. A household member has had a substance abuse problem
5. A household member has experienced mental illness
6. A household member has experienced incarceration or has been involved with police
7. Child has experienced bullying
8. Child has often seen or heard violence in the home, neighborhood or their school
9. Child has experienced the death of someone close to them
10. Child arrived in Canada with refugee status
11. Exposure to financial stress or financial abuse
12. Child is exposed to a vulnerable employment standard
13. Child is coping or recovering from a mental health illness
Page 29 of 251
We know that responsive relationships help build resilience across childhood and into adulthood. The single
most common factor for children and teens who develop the capacity to overcome serious hardship is having
at least one stable and committed relationship with a supportive parent, caregiver, or other adult.1 These
relationships provide the personalized responsiveness and protection that buffer children from developmental
disruption and model the capabilities, such as the ability to plan, monitor, adjust, and regulate behavior, that
enable individuals to respond adaptively to adversity and thrive. This combination of supportive relationships,
opportunities for new and positive experiences and intergenerational skill exchang e is the foundation of
resilience. At the core of all BBBS mentoring programs, we build resiliency by enabling life - changing mentoring
relationships that ignite the power and potential of our mentees.
BBBS mentoring programs are also grounded in intentional, purposeful relationship building with youth. The
Search Institute® has a 50-year legacy of linking research and practice to address critical issues in education and
youth development. BBBSOC has recently adopted their evidence-based relationship building framework called
the Developmental Relationship Framework. Developmental relationships are close connections through which
young people discover who they are, cultivate abilities to shape their own lives, and learn how to engage with
and contribute to the world around them.5 Through rigorous youth surveying and research, the Search Institute®
has identified five elements that make a relationship developmental, impactful and powerful for youth and
these elements are expressed in specific actions by our mentors. BBBSOC has adopted this framework to train,
evaluate and support mentors while they build and sustain personalized, intentional and critical relationships
with youth.
1 In-Brief-The-Science-of-Resilience, Center on the Developing Child, Harvard University. 2018
Page 30 of 251
BIG BROTHERS BIG SISTERS OF
OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2020
Page 31 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2020
Independent Auditor's Report
Financial Statements
Balance Sheet
Statement of Revenue and Expenditures and Members' Equity
Statement of Cash Flows
Notes to Financial Statements
Schedule of Fundraising Revenue and Expenditures
Contents
1 - 3
4
5
6
7 -11
12
Page 32 of 251
IBDO
To the members of
Tel: 519 539 2081
Fax: 519 539 2571
www.bdo.ca
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Qualified Opinion
BOO Canada LLP
94 Graham Street
Woodstock Ontario N4S 6J7 Canada
Independent Auditor's Report
We have audited the accompanying financial statements of BIG BROTHERS BIG SISTERS OF
OXFORD COUNTY (the Entity), which comprise the balance sheet as at March 31 , 2020 , and the
statements of revenue and expenditures and members' equity and cash flows for the year then
ended , and notes to the financial statements, including a summary of significant accounti ng
policies.
In our opinion, except for the possible effects of the matter described i n the Basis for Qualified
Opinion section of our report, the accompanying financial statements present fairly, in all
material respects , the financial position of the Entity as at March 31 , 2020, and its results of
operations and its cash flows for the year then ended in accordance with Canadian accounting
standards for not-for-profit organizations .
Basis for Qualified Opinion
We were unable to perform opening balance procedures related to balance sheet amounts as at
March 31, 2019 . Since amounts on the balance sheet affect the determination of the results of
financial performance and cash flows , we were unable to determine whether adjustments might
be necessary to the results of financial performance and cash flows for March 31 , 2020 . Our
conclusion on the financial statements for the year ended March 31, 2020 has been modified
accordingly because of the possible effects of this scope limitation. As a result, our conclusion
on the current year's resu lts of financial performance and cash flows is modified because of the
possible effects of this matter on the comparability of the current year's figures and comparative
information.
In common with many not-for-profit organizati ons, the Entity derives revenue from donations and
fundraising, the completeness of which is not susceptible to satisfactory audit verification.
Accordingly, verification of these revenues wa s limited to the amounts recorded in the records of
the Entity. Therefore, we were not able to determine whether any adjustments might be
necessary to donation revenue, fundraising revenue and cash flows from operations for the year
en ded March 31, 2020 and the period ended March 31, 2019 , current assets as at March 31, 2020
and March 31, 2019, and net assets as at Ap r il 1 and March 31 for the 2020 period and January 1
and March 31 for the 2019 year. Our audit opinion on the financial statements for the year ended
March 31, 2019 was qualified accordin gly because of the possible effects of this limitation in
scope.
BOO Canada UP, 1 Canadian bmitod liability partner.hip, 11 1 member of BOO International Limited, • UK company hrmted by suarantee, and forms port of the mtematlOl\al BOO
networl< of independent member firms.
Page 33 of 251
I BDO Tel. 519 539 2081
Fax: 519 539 2571
www.bdo.ca
BOO Canada LLP
94 Graham Street
Woodstock Ontario N4S 6J7 Canada
We conducted our audit in accordance with Canadian generally accepted auditing standards. Our
responsibil i ties under those standards are further described in the Auditor's Responsibilities for
the Audit of the Financial Statements section of our report. We are independent of the Entity in
accordance with the ethical requirements that are relevant to our audit of the financial
statements in Canada, and we have fulfilled our other ethical responsibilities i n accordance with
these requirements. We believe that the audit evidence we have obtained is sufficient and
appropriate to provide a basis for our qualified audit opinion.
Other Matters
The comparative financial statements of the Entity for the year ended March 31, 2019 were not
audited .
Responsibilities of Management and Those Charged with Governance for the Financial
Statements
Management is responsible for the preparation and fair presentation of these financial
statements in accordance with Canadian accounting standards for not-for-profit organizations ,
and for such internal control as management determines is necessary to enable the preparation
of financial statements that are free from material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Entity's ability
to continue as a going concern , disclosing, as applicable, matters related to going concern and
using the going concern basis of accounting unless management either intends to liquidate the
Entity or to cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Entity's financial reporting
process .
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a
whole are free from material misstatement, whether due to fraud or error, and to issue an
auditor's report that includes our opinion. Reasonable assurance is a high level of assurance, but
is not a guarantee that an audit conducted in accordance with Canadian generally accepted
auditing standards will always detect a material misstatement when it exists . Misstatements can
arise from fraud or error and are considered material if, individually or in the aggregate , they
could reasonably be expected to influence the economic decisions of users taken on the basis of
these financial statements .
As part of an audit in accordance with Canadian generally accepted auditing standards, we
exercise professional judgment and maintain professional skepticism throughout the audit. We
also :
• Identify and assess the risks of material misstatement of the financial statements,
whether due to fraud or error, design and perform audit procedures responsive to t hose
risks , and obtain audit evidence that is sufficient and appropriate to provide a basis for
our opinion. The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion , forgery ,
intentional omissions , misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit
BOO (.anada UP, 1 <:anadlan brmted habil1ty partnership, is a mefT'li:ler or 800 lntemaoona\ Lwrnted, a UK company hrmted by tuarantee, aid forms port of the mtematlonal BOO
networl< of indopendent member hrms. 2
Page 34 of 251
IBDO Tel: 519 539 2081
Fax: 519 539 2571
www.bdo.ca
BOO Canada LLP
94 Graham Street
Woodstock Ontario N4S 6J7 Canada
procedures that are appropriate in the circumstances , but not for the purpose of
expressing an opinion on the effectiveness of the Entity's internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by management.
• Conclude on the appropriateness of management's use of the going concern basis of
accounting and , based on the audit evidence obtained , whether a material uncertainty
exists related to events or conditions that may cast significant doubt on the Entity's
ability to continue as a going concern. If we conclude that a material uncertainty exists,
we are required to draw attention in our auditor's report to the related disclosures in the
financial statements or, if such disclosures are inadequate, to modify our opinion . Our
conclusions are based on the audit evidence obtained up to the date of our auditor's
report. However, future events or conditions may cause the Entity to cease to continue
as a going concern .
• Evaluate the overall presentation, structure and content of the financial statements,
i ncluding the di sclosures, and whether the financial statements represent the underlying
transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regard i ng , among other matters, the
planned scope and timing of the audit and significant audit findings, including any significant
deficiencies in internal control that we identify during our audit.
Chartered Professional Accountants, Licensed Public Accountants
Woodstock, Ontario
September 17, 2020
BOO c:.iada UP. 1 canadlan hmited liab1hty partne<>hip. is 1 m<!mber or BOO lntemabON! l11111ted, a UK company limited by guarantee. llfld lams part of the international BOO
networl< ol 1ndependent m<!mbor forms. 3
Page 35 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Balance Sheet
March 31 2020 2019
Assets
Current
Cash and bank s 493, 141 s 416 ,244
Short-term investments (Note 4) 40,344 50 ,032
Accounts receivable 14,549 5,559
HST Recoverable 10,800 7 ,789
Prepaid expenses 7,256 16,576
566,090 496 ,200
Long term investments (Note 4) 10,000 30 ,000
$ 576,090 s 526,200
Liabilities and Members' Equity
Current
Accounts payable and accrued liabilities $ 20,248 s 21 ,401
Deferred income 78,350 71 ,537
Deferred income -restricted (Note 5) 12,441 7,985
111,039 100 ,923
Members' Equity
Members' equity 459,051 41 9,277
Endowment (Note 6) 6,000 6,000
465,051 425,277
s 576 090 s 526 200
On behalf of the Board:
Director Director
The accompanying notes are an integral part of t hese fin ancial statements.
4
Page 36 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Statement of Revenue and Expenditures and Members' Equity
For the year ended March 31 (prior period is 3 months) 2020 2019
Revenue
Camp $ 500 s 3,400
Canada emergency wage subsidy 9,966
City of Woodstock Community gr ant 5,000
County of Ox ford 30,000 7,500
Donations 85,968 13 ,532
Endowments and grants 85,543 26 ,874
Fundraising (see schedule) 216,517 45 , 170
Investment income 3,935 872
Miscellaneous 2,562 3,654
Trilli um Foundation grant 30,890
United Way of Oxford 150,000 36 ,500
620,881 137,502
Expenditures
Bank charges 3,039 208
Conference and staff training 4 ,082 226
Insurance 11,634 3,045
Marketing and recruitment 14, 120 1, 189
Membership fees 17,637 4,034
New equipment 3,407 2,943
Off ice expense 17,241 10,642
Postage 647
Professional fees 13,749 10 ,368
Program supplies 8,700 2,541
Rent 56,483 13,571
Repairs and maintenance 2,371 414
Salaries and benefits
-case management and programming 352,672 91 ,338
-adm i nistration and management 39,433 8,570
-fundraising 3,901 1,620
-marketing 18,915
Travel 13,076 2,556
581 ,107 153 ,265
Excess (deficiency) of revenues over expenditures 39,774 (15 ,763)
Members' equity, beginning of year 419,277 435 ,040
Members' equity, end of year $ 459,051 s 419 ,277
Th e acco mpanyi ng notes are a n Integral part of these financial statements.
5
Page 37 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Statement of Cash Flows
For the year (prior period is 3 months) 2020 2019
Cash flows from operating activities
Net excess (deficiency) of revenues over expenditures $ 39,774 s (15,763)
Changes in non -cash working capital:
Accounts receivable (8 , 990) 5,855
HST recoverable (3,011) (52)
Prepaid expenses 9,320 (7,579)
Accounts payable and accrued liabilities (1, 153) (7,181)
Deferred income 6,813 42, 142
Deferred income -rest ricted 4,456
47,209 17,422
Cash flows from investing activities
Purchase of investments (20,344)
Proceeds on disposal of investments 50,032
29,688
Net increase in cash and cash equivalents 76 ,897 17,422
Cash and cash equivalents, beginning of year 416,244 398 ,822
Cash and cash equivalents, end of year $ 493, 141 s 416,244
The accompanying no tes are an integral part of these financial statements.
6
Page 38 of 251
March 31 2020
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
1. Significant Accounting Policies
Nature of Operations BIG BROTHERS BIG SISTERS OF OXFORD COUNTY (the
"organization") is a volunteer based organization wh i ch provides
responsible guidance in the deve lopment of children i n the
community through companionship and mentoring with volunteers.
The organization i s a registered charity and as such i s exempt from
income taxes and is incorporated without share capital under the
laws of Ontario .
Basis of Accounting The financial statements have been prepared in acco rdance w i th
Canadian accounting standards for not-for-profit organ i zati ons.
Financial Instruments Financial instruments are recorded at fai r value when acquired or
issued. In subsequent periods, financi al instruments are reported
at cost or amortized cost less impairment , if applicable. Financial
assets are tested for impairment when changes i n circumstances
indicate the asset cou l d be impaired.
Capital Assets Tangible assets are capitalized i f cost exceeds $2 ,000 . Purchased
tangible capital assets are stated at cost less accumulated
amortization. Contributed tangible capital assets are recorded at
fair value at the date of contribution and are amortized , unless
fair value is not determinable in which case contributed tangible
capital assets are recorded at nominal value at the da t e of
contributi on . Expenditures for repairs and maintenance are
expensed as incurred . Betterments that ex tend the useful life of
the tangible capital asset are capitalized.
Amortization is based on the estimated useful life of the asset .
Revenue Recognition The organization follows the deferral method of accounting for
contributions.
Restricted contributions are recognized as revenue in the period in
which the related expenses are i ncurred . Unrestricted
contributions are recognized as revenue when received or
receivable if the amount to be received can be reasonably
estimated and collection is reasonably assured.
Endowment c ontributions are rec ognized as direct i ncreases in net
assets .
Contributed Services Volunteers contribute many hours per year to assist the
organization in carrying out its ac t iviti es . Due to the difficulty of
determining their fair value, contributed services are not
recognized in the financial statements .
7
Page 39 of 251
March 31 2020
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
1. Significant Accounting Policies (continued)
Use of Estimates
2. Business Combination
The preparation of financial statements in accordance with
Canadian accounting standards for not-for-profit organizations
requires management to make estimates and assumptions that
affect the reported amounts of assets and liabilities at the date of
the financial statements, and the reported amounts of revenues
and expenses during the reporting periods. Actual results could
differ from management's best estimates as additional information
becomes available in the future.
On April 1, 2019, Big Brothers Big Sisters of Woodstock and District Association Incorporated
and Big Brothers Big Sisters of Ingersoll, Tillsonburg & Area combined their organizations.
They subsequently changed their name to Big Brothers Big Sisters of Oxford County . This
combination has been recorded using the pooling of interest method and the comparative
financial statements, included in these financials, are presented as if the two organizations
had combined their operations on January 1, 2019.
The costs associated with this business combination have been included as an adjustment to
net assets .
3. COVID-19 Global Pandemic
Subsequent to year end, the global pandemic of COVID-19 has continued to disrupt economic
activities and supply chains . Although the disruption from the virus is expected to be
temporary, given the dynamic nature of these circumstances , the duration of business
disruption and the related financial impact cannot be reasonably estimated at this time. The
organization's ability to earn donations and hold its usual fundraising events is uncertain as
public gatherings are currently prohibited and it is uncertain when these prohibitions will be
lifted. Management is actively monitoring the affect on its financial condition, liquidity and
operations. As a result, management anticipates a temporary decline in donation and
fundraising revenue.
8
Page 40 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2020
4. Investments
Equitable Bank GIC , interest at 1.85 %, matured
during the year $
Bank of Nova Scotia GIC , interest at 2 .30 %, matured
during the year
Bank of Nova Scotia GIC , interest at 1 .1 5%, matured
during the year
Bank of Nova Scotia GIC, interest at 2 .20 %, matured
during the year
Equitable Bank GIC, interest at 2.36 %, maturing
September 2020
Bank of Nova Scotia GIC, interest at 2 .80%, maturing
September 2020
Bank of Nova Scotia GIC , interest at 1. 98 %, maturing
July 2020
Concentra Bank GIC, interest at 2. 97%, maturing June
2021
Less short-term investments maturing in the year
$
2020
-s
10,000
10,000
20,344
10,000
50,344
(40,344)
10,000 s
2019
10,000
10,000
10,000
20,032
10,000
10,000
10,000
80 ,032
(50,032)
30,000
9
Page 41 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2020
5. Deferred Income -Restricted
The deferred income -restricted balance represents unspent resources externally restricted
related to expenses of a subsequent period . Externally restricted contributions consist of
the following funds :
The Ryan Landon Memorial Fund is dedicated to providing resources that benefit all or a
majority of children in the agency, as approved by the Landon Family.
The Mary Smith Memorial Fund recogn i zes community volunteers that have shown dedication
to the organization as well as staff.
Ryan Landon Memorial Fund
Mary Smith Memorial Fund
Ending balance
s
s
Changes in the deferred income -restricted balance are as follows:
Beginning balance
Less: amounts recognized as revenue in the year
Add : amounts received related to expenses of a
subsequent period
Ending balance
6. Endowment
s
s
2020 2019
11,549 s
892
12,441 s
7,093
892
7,985
2020 2019
7,985 s
(25)
4,481
12,441 s
7,689
(40)
336
7,985
In 2002, the organization received a bequest from the Estate of Betty Mason . The principal
of $6,000 is to be maintained, with interest earned to be used for camp fees .
10
Page 42 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2020
7. Commitments
The organization has three operating leases for its premises.
The Woodstock location is rented for $3 ,400 per month plus HST , which is all inclusive ,
under an e xtended lease expiring in October 2021 . Either the land lord or the tenant can
terminate the lease after ninety days that written notice is given .
The Ingersoll location is rented for $897 per month plus HST , increasing by 3% per year,
under an e xtended lease expiring in October 2021.
The Tillsonbu rg location is rented for $298 per month plus HST , under a lease e xpiring
January 2021 . The landlord can terminate the lease after thirty days that written notice is
given. The tenant can terminate the lease after 60 days that written notice is given .
The anticipated minimum annual lease payments for the next two years are as follows:
2021
2022
8. Financial Instruments
Liquidity risk
s 54 ,554
30 , 195
s 84,749
Liquidity risk is the risk that the organization will encounter difficulty in meeting its
obl igations associated with financial liabilities . Liquidity risk includes the risk that, as a
result of operational liquidity requirements, the organization will not have sufficient funds
to settle a transaction on the due date; will be forced to sell financia l assets at a value,
which is less than what they are worth; or may be unable to settle or recover a finan cial
asset. The organization is exposed to this risk mainly in respect of its accounts payable,
accrued liabilities and commitments .
There have been no changes to this risk or the organization's exposure to it from the
previous year.
9. Change in Accounti ng Policy
Effective April 1, 2019 the organization changed its accounting policy for t he treatment of
tangible capital assets. Previously, the organization was under t he small organization
threshold of $500 ,000 of annual revenues and therefore e xpensed capital expenditures in
the period they were incurred. During the year, the organization exceeded the small
organization threshold and changed their accounting policy to capitalize tanigble capit al
assets whose cost exceeds $2,000. This change in policy has been applied prospectively.
11
Page 43 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Schedule of Fundraising Revenue and Expenditures
For the year ended March 31 (prior period is 3 months) 2020 2019
Revenue
Bid for Kids Sake $ 34,411 $
Big Night Out 106,397
Brews and Bros 4,407
Car Show 5,728
Euchreama 2,202
Miscellaneous 3,208 2,452
Nevada 13,350 1, 122
Play for Kids Sake 94,966 41,094
Trivia Night 14,606 9,458
279,275 54 , 126
Expenditures
Bid for Kids Sake 5, 130
Big Night Out 32,774 413
Brews and Bros 724
Car Show 1,409
Euchreama 413
Miscellaneous 44 12
Nevada 6,403
Play for Kids Sake 10,871 5,654
Trivia Night 4 ,990 2,877
62,758 8 ,956
$ 216,517 $ 45, 170
The accompanying notes are an integral part of these financial statements.
12
Page 44 of 251
BIG BROTHERS BIG SISTERS OF
OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2021
Page 45 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2021
Independent Auditor's Report
Financial Statements
Balance Sheet
Statement of Revenue and Expenditures and Members' Equity
Statement of Cash Flows
Notes to Financial Statements
Schedule of Fundraising Revenue and Expenditures
Contents
1 - 3
4
5
6
7 -10
11
Page 46 of 251
BOO
To the members of
Tel: 519 539 2081
Fax : 519 539 2571
www.bdo.ca
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Qualified Opinion
BOO Canada LLP
94 Graham St.
Woodstock, ON N4S 6J7 Canada
Independent Auditor's Report
We have audited the accompanying financial statements of BIG BROTHERS BIG SISTERS OF
OXFORD COUNTY (the Organization), which comprise the balance sheet as at March 31, 2021,
and the statements of revenue and expenditures and members' equity and cash flows for the
year then ended, and notes to the financial statements, including a summary of significant
accounting policies.
In our opinion, except for the possible effects of the matter described in the Basis for Qualified
Opinion section of our report, the accompanying financial statements present fairly, in all
material respects, the financial position of the Organization as at March 31, 2021, and its
results of operations and its cash flows for the year then ended in accordance with Canadian
accounting standards for not-for-profit organizations.
Basis for Qualified Opinion
We were unable to perform opening balance procedures related to balance sheet amounts as at
March 31, 2019 . Since amounts on the balance sheet affect the determination of the results of
financial performance and cash flows, we were unable to determine whether adjustments might
be necessary to the results of financial performance and cash flows for March 31, 2020. Our
conclusion on the financial statements for the year ended March 31 , 2020 has been modified
accordingly because of the possible effects of this scope limitation. As a result, our conclusion
on the current year's results of financial performance and cash flows is modified because of the
possible effects of this matter on the comparability of the current year's figures and
comparative information.
In common with many not-for-profit organi zations, the Organi zation derives revenue from
donations and fundraising , the completeness of which is not susceptible to satisfactory audit
verificati on. According ly , verification of these revenues was limited to the amounts recorded in
the records of the Organ i zation. Therefore , we were not able to determine whether any
adjustments might be necessary to donation revenue , fundraising revenue and cash flows from
operations for the year ended March 31 , 2021 and the period ended March 31 , 2020, current
assets as at March 31 , 2021 and March 31 , 2020 , and net assets as at April 1 and March 31 for
the 2021 period and January 1 and March 31 for the 2020 year. Our audit opinion on the
financial statements for the year ended March 31 , 2020 was qualified accordingly because of
the possible effects of this limitation in scope.
BOO Canada LlP, a Canadian limited liability partnership, is a member of BOO International Limited, a UK company limited by guarantee, and forms part of the
lntematiooal BOO network of Independent member firms.
Page 47 of 251
We conducted our audit in accordance with Canadian generally accepted auditing standards .
Our responsibilities under those standards are further described in the Auditor's Responsibilities
for the Audit of the Financial Statements section of our report. We are independent of the
Organization in accordance with the ethical requirements that are relevant to our audit of the
financial statements in Canada, and we have fulfilled our other ethical responsibilities in
accordance with these requirements. We believe that the audit evidence we have obtained is
sufficient and appropriate to provide a basis for our qualified audit opinion.
Responsibilities of Management and Those Charged with Governance for the Financial
Statements
Management is responsible for the preparation and fair presentation of these financial
statements in accordance with Canadian accounting standards for not-for-profit organizations,
and for such internal control as management determines is necessary to enable the preparation
of financial statements that are free from material misstatement , whether due to fraud or
error.
In preparing the financial statements, management is responsible for assessing the
Organization's ability to continue as a going concern , disclosing, as applicable, matters related
to going concern and using the going concern basis of accounting unless management either
intends to liquidate the Organization or to cease operations, or has no realistic alternative but
to do so.
Those charged with governance are responsible for overseeing the Organization's financial
reporting process.
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a
whole are free from material misstatement , whether due to fraud or error, and to issue an
auditor's report that includes our opinion . Reasonable assurance is a high level of assurance,
but is not a guarantee that an audit conducted in accordance with Canadian generally accepted
auditing standards will always detect a material misstatement when it exists . Misstatements
can arise from fraud or error and are considered material if, individually or in the aggregate ,
they could reasonably be expected to influence the economic decisions of users taken on the
basis of these financial statements .
As part of an audit in accordance with Canadian generally accepted auditing standards, we
exercise professional judgment and maintain professional skepticism throughout the audit. We
also:
• Identify and assess the risks of material misstatement of the financial statements ,
whether due to fraud or error, design and perform audit procedures respons i ve to those
risks , and obtain audit evidence that is sufficient and appropriate to provide a basis for
our opinion. The risk of not detecting a materi al misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion , forgery ,
intentional omissions , misrepresentations , or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design
audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the Organization's internal control.
2
Page 48 of 251
• Evaluate the appropriateness of accounting policies used and the reasonableness of
accounting estimates and related disclosures made by management.
• Conclude on the appropriateness of management's use of the going concern basis of
accounting and, based on the audit evidence obtained, whether a material uncertainty
exists related to events or conditions that may cast significant doubt on the
Organization's ability to continue as a going concern. If we conclude that a material
uncertainty exists , we are required to draw attention in our auditor's report to the
related disclosures in the financial statements or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are based on the audit evidence obtained up to the
date of our auditor's report. However, future events or conditions may cause the
Organization to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements,
including the disclosures, and whether the financial statements represent the
underlying transactions and events in a manner that achieves fair presentation.
We communicate with those charged with governance regarding, among other matters, the
planned scope and timing of the audit and significant audit findings, including any significant
deficiencies in internal control that we identify during our audit.
BDO~LLP
Chartered Professional Accountants, Licensed Public Accountants
Woodstock, Ontario
March 31, 2021
3
Page 49 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Balance Sheet
March 31 2021 2020
Assets
Current
Cash and bank $ 700,370 s 493 , 141
Short-term investments (Note 3) 10,000 40 ,344
Accounts receivable 5,010 14,549
HST Recoverable 7,545 10 ,800
Prepaid ex penses 7,027 7 ,256
729,952 566 ,090
Long term investments (Note 3) 10 ,000
$ 729 952 s 576 090
Liabilities and Members' Equity
Current
Accounts payable and accrued liabi liti es $ 32,279 s 20,248
Deferred income 124,077 78 ,350
Deferred income -restricted (Note 4) 12,441 12 ,441
168,797 111 ,039
Members' Equity
Members' equity 555, 155 459 ,051
Endowment (Note 5) 6,000 6,000
561 , 155 465 ,051
$ 729 952 s 576 090
On behalf of the Board:
Director Director
The accompanying notes a re an integral part of t hese fi nancial st a temen ts.
4
Page 50 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Statement of Revenue and Expenditures and Members' Equity
For the year ended March 31 2021 2020
Revenue
Camp s -s 500
Canada Emergency Wage Subsidy 44,672 9,966
City of Woodstock Community grant 4,500 5,000
County of Oxfo r d 37,667 30,000
Donati ons 104,451 85,968
Endowments and grants 86,716 85,543
Fundraising (see schedule) 126,253 216,517
Investment income 1,899 3,935
Miscellaneous 218 2,562
Trillium Foundation grant 84,487 30,890
United Way of Oxford 150,000 150,000
640,863 620,881
Expenditures
Bank charges 2 ,474 3,039
Conference and staff training 4,082
Insurance 11,648 11 ,634
Ma rketi ng and recruitment 4,506 14,120
Membership fees 17,242 17,637
New equipment 873 3,407
Office expense 15, 178 17,241
Postage 1,538 647
Professional fees 14,507 13,749
Program supplies 9,807 8,700
Rent 56 ,040 56,483
Repairs and ma i ntenance 2 , 113 2,371
Salaries and benefits
-case management and programming 371,347 352,672
-administration and management 21,704 39 ,433
-f undraising 3,955 3,901
-marketing 10,800 18 ,915
Travel 1,027 13,076
544,759 581, 107
Excess of revenues over expenditures 96, 104 39,774
Members' equity, beginning of yea r 459,051 419,277
Members' equity, end of year s 555 , 155 s 459 ,051
The accompanying notes are an i ntegral part of these fi nancia l st at ement s.
5
Page 51 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Statement of Cash Flows
Fo r the year 2021 2020
Cash flows from operating activiti es
Net excess (deficiency) of re venues ove r ex penditures $ 96 , 104 s 39 ,774
Changes in non -cash worki ng capital:
Acco unts receiv able 9 ,539 (8 ,990 )
HST recoverable 3,255 (3,011)
Prepaid ex penses 229 9 ,320
Ac counts payab le and accrued liabilities 12,031 (1,153 )
Deferred income 45,727 6,813
Def erred income -restricted 4 ,456
166,885 47 ,209
Cash flows from investing activities
Purchase of investments (20 ,344 )
Proceeds on disposal of investments 40,344 50 ,032
40,344 29 ,688
Net increase in cash 207,229 76 ,897
Cash, beginning of year 493 , 141 416 ,244
Cash, end of year $ 700,370 s 493 , 141
The accompanying no tes a re an integral part of these fi na ncial statements.
6
Page 52 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2021
1. Significant Accounting Policies
Nature of Operations BIG BROTHERS BIG SISTERS OF OXFORD COUNTY (the
"organization") is a volunteer based organizati on which provides
responsible guidance in the development of children in the
community through companionship and mentoring with
volunteers.
The organization is a registered charity and as such is exempt
from income taxes and is incorporated without share capital
under the l aws of Ontario .
Basis of Accounting The financial statements have been prepared in accordance with
Canadian accounting standards for not-for-profi t organizations.
Financial Instruments Financial instruments are recorded at fair value when acquired or
issued. In subsequent periods , financial instruments are reported
at cost or amortized cost less i mpairment, if applicable .
Financial assets are tested for impai rment when changes in
circumstances i ndicate the asset cou l d be i mpaired.
Capi tal Assets Tangib l e assets are capitalized i f cost exceeds $2 ,000 . Purchased
tangib le capital assets are stated at cost less accumulated
amortization . Contributed tangib le capital assets are recorded at
fair value at the date of contribution and are amortized , unless
fair value is not determinable i n which case contributed tangible
capital assets are recorded at nominal value at the date of
contribution . Ex penditures for repairs and maintenance are
expensed as incurred . Betterments that extend the use f ul lif e of
the tangible capital asset are capitalized.
Amortization is based on the estimated useful life of the asset.
Revenue Recognition The organization follows the deferral method of accounting for
contributions.
Restricted contributions are recognized as revenue in the period
in which the related expenses are incurred . Unrestricted
contributions are recognized as revenue when received or
receivable if the amount to be received can be reasonably
estimated and collection is reasonabl y assured.
Endowment contributions are recogn i zed as direct increases in
net assets .
Contributed Services Volunteers contribute many hours per year to assist the
organization in carrying out its activities. Due to the difficulty of
determining their fai r value, contributed services are not
recognized in the financial statements.
7
Page 53 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2021
2 . COVID-19
The COVID-19 global pandemic has continued to disrupt economic activities and supply
chains . Although the disruption from the virus is expected to be temporary, given the
dynamic nature of these circumstances , the duration of business disruption and the related
financial impact cannot be reasonably estimated at this time. The organization's ability to
earn donations and hold its usual fundraising events is uncertain as public gatherings are
currently prohibited and it is uncertain when these prohibitions will be lifted. Management
is actively monitoring the affect on its financial condition, liquidity, and operations. As a
result, management anticipates a temporary decline in donation and fundraising revenue .
During the year, the organization received government assistance through the Canada
Emergency Wage Subsidy and Temporary Wage Subsidy programs .
3. Investments
2021 2020
Equitable Bank GIC , interest at 2.36 %, matured during
the year s -s 10,000
Bank of Nova Scotia GIC , interest at 2.80%, matured
during the year 10,000
Bank of Nova Scot i a GIC, interest at 1. 98 %, matured
during the year 20 ,344
Concentra Bank GIC, interest at 2. 97%, maturing June
2021 10,000 10,000
10,000 50,344
Less short-term investments maturing in the year (10,000) (40,344)
s -s 10,000
8
Page 54 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31 2021
4 . Deferred Income • Restricted
The deferred income -restricted balance represents unspent resources externally
restricted r elated to expenses of a subsequent period . Externally restricted contributions
consist of the following funds :
The Ryan Landon Memorial Fund i s dedicated to providing resou rces that benefit all or a
majority of children in the agency , as approved by the Landon Family.
The Mary Smith Memorial Fund recognizes community vol unteers that have shown
dedication to the organization as well as staff.
Ryan Landon Memorial Fund
Mary Smith Memorial Fund
Ending balance
s
$
2021
11,549 s
892
12,441 s
Changes in the deferred income -restricted balance are as follows:
Beginning balance
Less : amounts recognized as revenue in the year
Add: amounts received related to expenses of a
subsequent period
Ending balance
5. Endowment
$
$
2021
12,441 s
(910)
910
12,441 s
2020
11 ,549
892
12 ,441
2020
7,985
(25)
4,481
12,441
In 2002 , the organization received a bequest from the Estate of Betty Mason . The principal
of $6 ,000 is to be maintained, with interest earned to be used for camp fees .
9
Page 55 of 251
March 31 2021
6. Commitments
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
The organization has three operating leases for its premises.
The Woodstock location is rented for $3 ,400 per month plus HST, which is all inclusive ,
under an extended lease expiring in October 2021. Either the landlord or the tenant can
terminate the lease after ninety days that written notice is given.
The Ingersoll location is rented for $914 per month plus HST, increasing by 3% per year,
under an extended lease expiring in October 2021.
The Tillsonburg location is rented for $298 per month plus HST, under a lease expiring
January 2022. The landlord can terminate the lease after thirty days that written notice is
given. The tenant can terminate the lease after 60 days that written notice is given.
The anticipated minimum annual lease payments for the next year is as follows :
2022 s 33, 173
7. Financial Instruments
Liquidity risk
Liquidity risk is the risk that the organizati on will encounter difficulty in meeti ng its
obligations associated with financial liabilities. Liquidity risk includes the risk that, as a
result of operational liquidity requirements , the organization will not have sufficient funds
to settle a transaction on the due date; will be forced to sell financial assets at a value ,
which is less than what they are worth; or may be unable to settle or recover a financial
asset . The organization is exposed to this risk mai nly in respect of its accounts payable ,
accrued liabilities and commitments.
There have been no changes to this risk or the organization's exposure to it from the
previous year.
10
Page 56 of 251
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Schedule of Fundraising Revenue and Expenditures
For the year ended March 31 2021 2020
Revenue
Bid for Kids Sake s 15,216 s 34,411
Big Night Out 64,477 106,397
Brews and Bros 4,407
Car Show 5,728
Euchreama 2,202
Miscellaneous 3,600 3,208
Nevada 896 13 ,350
Play for Kids Sake 31,435 94,966
Trivia Night 100 14,606
Move for Mentoring 7,999
Rally 4 Restaurants 19, 197
Raffle Income 2,676
145,596 279 ,275
Expenditures
Bid for Kids Sake 1,076 5, 130
Big Night Out 13,620 32 ,774
Brews and Bros 724
Car Show 1,409
Euchreama 413
Miscellaneous 44
Nevada 968 6,403
Play for Kids Sake 2, 181 10,871
Trivia Night 4,990
Rally 4 Restaurants -expense 1,498
19,343 62,758
s 126,253 $ 216 ,517
The accompanyi ng notes are an integral part of these financial sta t ements.
11
Page 57 of 251
2022
Tillsonburg
Funding Request
Page 58 of 251
139 young people mentored in Tillsonburg
•In both 1:1 and group programs
•Using both in person and virtual connections
•Supply kits for virtual mentoring connections
•No Cost to parents
36 Families in Tillsonburg received
•Holiday Party in a Box
•Christmas Gifts
•Turkeys
Page 59 of 251
•Our volunteer inquiries in Tillsonburg
doubled in 2021, reflecting the effort the
agency to focus on Tillsonburg.
•Our number of kids served remained
stable over the year, providing programs to
over 130 young people
•In 2022, we will have 2 staff from the
Tillsonburg area, continuing to increase
our focus.
•Started 15 new one on one matches in
2021 in Tillsonburg
Page 60 of 251
What does your investment include?
•One to one and group programs –at no charge to
families
•Professional casework team to ensure safe, healthy
matches that offer measurable outcomes for youth:
•Social emotional competence
•Mental Health & Well-being
•Educational Engagement & Employment
Readiness
•10+ hours of training for mentors to support their
mentee’s individual unique needs
•Continued programs regardless of in person
restrictions in place through the government or
public health agencies
•Supplies to support continued engagement
delivered to the doors of mentors and families
•Continued focus of resources for Tillsonburg
families
•Measurable outcomes
Page 61 of 251
•To date young people accessing our
programs in Tillsonburg are identifying as
having 6 or more of the 13 Adversities
identified on the needs registry
•Volunteers are trained to support their
mentee with their unique needs
•Mentoring is an intervention that re-maps
brain architecture, buffers toxic stress and
builds resilience in youth who are facing
adversities.
13 ADVERSITIES OF THE BBBSC
NEED REGISTRY
1.Child is experiencing social isolation
2.Parental separation or divorce
3.Child has been involved or removed by Child Welfare
Services
4.A household member has had a substance abuse problem
5.A household member has experienced mental illness
6.A household member has experienced incarceration or has
been involved with police
7.Child has experienced bullying
8.Child has often seen or heard violence in the home,
neighborhood or their school
9.Child has experienced the death of someone close to them
10.Child arrived in Canada with refugee status
11.Exposure to financial stress or financial abuse
12.Child is exposed to a vulnerable employment standard
13.Child is coping or recovering from a mental health illness
Page 62 of 251
•Building developmental relationship that express
care, challenge growth, provides support, shares
power and expands possibilities
•Continued social interaction with a safe, responsible
adult while being forced to distance from friends
•Support to deal with risk factors that are growing
due to the pandemic
How will young people in Tillsonburg benefit?
Why should you invest in BBBS?
•An investment in the youth of a community is an
investment of a strong future of the community
•We work with youth to break cycles of poverty,
unemployment, violence, social isolation etc.
•We have proved our ability to adapt to the needs of
our community with our quick move to and building
of virtual programs
•Training for mentors, mentees in families to build
developmental relationships
•Training to keep our young people safe (street,
online, school, etc.)
Page 63 of 251
Page 64 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Hickory Hills Residents Association
Mailing Address
48 Wilson Avenue
Tillsonburg Ontario
N4G 5L6
Primary Contact Person: *
Mrs. Pat Carlson
Primary Contact's
Phone Number: *
519-688-3857
Primary Contact's
Email Address *
hhra.president48@
gmail.com
What is the purpose/mandate of your organization? *
The Board of Directors is responsible for keeping Hickory Hills a safe and involved community.
We are also responsible to ensure that the obligations outlined in the lease agreement between the
Hickory Hills Residents Association and the Town of Tillsonburg are fulfilled. (Reference Article VII
Repairs and Maintenance Clause 7.02)
The Board is determined to remove the barriers that impact the lives of our residents. "The
Accessibility for Ontarians with Disabilities Acct 2005 (AODA) is intended to reduce and remove
barriers for people with disabilities so that Ontario can become more accessible and inclusive for
everyone.
To this end, we are committed to removing the physical and technological barriers for Hickory Hills'
residents.
Page 65 of 251
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:Page 66 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$83,000.00
Projected 2023 Grant Request Amount:
$
Projected 2024 Grant Request Amount:
$8700.00
Projected 2025 Grant Request Amount:
$8700.00
Why do you require funding and what will the funds be used for? *
The funding is required for the removal of the barriers that currently do not meet the requirements of the
Ontario Accessibility Act. These funds will be used to ensure barriers for the senior residents of our
community are removed. It is imperative that these corrections to the building and surrounding grounds
be completed for accessibility challenged residents. It is also imperative that we remove the social
barrier for residents confined to their homes.
Funds requested will be used in the following three areas.
1. Washroom upgrade for mobility challenged individuals who use our facility, including residents
2. Walkway upgrade (north side of the building) to the deck and patio areas providing access to social
events
3. Web-based portal implementation to improve the communication for all residents including those
currently socially isolated.
Quotes for these proposed projects are available upon request.
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
We have no grants from other levels of government.
Page 67 of 251
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 68 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
HHRA Financials.pdf
432.9 KB
If you have additional information for Council's consideration, attach it here:
File Name
Additional information.docx
14.0 KB
Which member(s) of your group will present your request at the Council meeting?
Pat Carlson Leo Archdekin Donna McCreary
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
Page 69 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 70 of 251
Additional Information for Council’s consideration
Within the Community of Hickory Hills there are 437 homes with currently 688 residents. Many
of these residents have volunteered their time and effort in various activities within the Town of
Tillsonburg. Several residents have been long term volunteers at the Helping Hands Food Bank
and at the Tillsonburg District Memorial Hospital. The Upper Deck also benefits from volunteer
hours contributed by our residents.
The residents of Hickory Hills are very conscious about maintaining the vitality of the Downtown
Core by supporting local merchants. Hickory Hills residents are also active in many of the
service clubs in the Town.
After 30 years, Hickory Hills remains a vital community and continues to bring new residents to
the Town of Tillsonburg because of its pristine and unique appearance.
We hope that the Council considers all of the Community’s attributes when considering our
application.
Page 71 of 251
GOOD REDDEN KLOSLER
Supporting Growth.Providing Direction.
Chartered Professional Accountants
INDEPENDENT AUDITORS'REPORT
To the Members of:
HICKORY HILLS RESIDENTS ASSOCIATION
We have audited the accompanying financial statements of Hickory Hills Residents Association which comprise the
statement of financial position as at October 31,2020,statement of operations and statement of cash flows for the year
then ended,and notes to the financial statements,including a summary of significant accounting policies.
Qualified Opinion
In our opinion,except for the effects of the matter described in the Basis for Qualified Opinion paragraph,the
accompanying financial statements present fairly,in all material respects,the financial position as at October 31,2020,and
the results of its operations and its cash flows for the year then ended in accordance with Canadian Accounting Standards
for Not-For-Profit Organizations.
Basis for Qualified Opinion
in common with many non-profit organizations,the association derives revenue from fund raising and other sundry
sources,the completeness of which is not susceptible of satisfactory audit verification.Accordingly,our verification of this
revenue was limited to the amounts recorded in the records of the association and we were not able to determine whether
any adjustments might be necessary to fundraising and other sundry revenue.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with
Canadian Accounting Standards for Not-for-Profit Organizations,and for such internal control as management determines is
necessary to enable the preparation of financial statements that are free from material misstatement,whether due to fraud
or error.
in preparing the financial statements,management Is responsible for assessing the entity's ability to continue as a going
concern,disclosing,as applicable,matters related to going concern and using the going concern basis of accounting unless
management either intends to liquidate or cease operations,or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the financial reporting process.
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement,whether due to fraud or error,and to issue an auditor's report that includes our opinion.Reasonable
assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with Canadian generally
accepted auditing standards will always detect a material misstatement when it exists.Misstatements can arise from fraud
or error and are considered material if,individually or in the aggregate,they could reasonably be expected to influence the
economic decisions of users taken on the basis of these financial statements.
Integrating Accounting,Advisory &Wealth Management Services goodcas.com
84 Colborne Street North,Simcoe,ON N3Y 3V1 38 Brock Street East,Tillsonburg,ON N4G 1Z5T519.426.5160 F 519.426.5174 T 519.842.4246 F 519.842.6656
Our Reports and Certificates are issued on the understanding that unless they are reproduced in their entirety,any summaries thereof,excerpts therefrom,or references thereto,shall be submitted to us for approval.
Page 72 of 251
As part of an audit in accordance with Canadian generally accepted auditing standards,we exercise professional judgmentandmaintainprofessionalskepticismthroughouttheaudit.We also:
®Identify and assess the risks of material misstatement of the financial statements,whether due to fraud or error,
design and perform audit procedures responsible to those risks,and obtain audit evidence that is sufficient and
appropriate to provide a basis for our opinion.The risk of not detecting a material misstatement resulting from
fraud is higher than for one resulting from error,as fraud may involve collusion,forgery,intentional omissions,
misrepresentations,or the override of internal control.
e Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances,but not for the purpose of expressing an opinion on the effectiveness of internal
control.
°Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and
related disclosures made by management.
®Conclude on the appropriateness of management's use of the going concern basis of accounting and,based on the
audit evidence obtained,whether a material uncertainty exists related to events or conditions that may cast
significant doubt on the entity's ability to continue as a going concern.If we conclude that a material uncertainty
exists,we are required to draw attention in our auditor's report to the related disclosures in the financialstatementsor,if such disclosures are inadequate,to modify our opinion.Our conclusions are based on the audit
evidence obtained up to the date of our auditor's report.However,future events or conditions may cause the
entity to cease to continue as a going concern.
Evaluate the overail presentation,structure and content of the financial statements,including the disclosures,and
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
presentation.
We communicate with those charged with governance regarding,among other matters,the planned scope and timing of
the audit and significant audit findings,including any significant deficiencies in internal control that we identify during our
audit.
Good Redden Kloster LLP
CHARTERED PROFESSIONAL ACCOUNTANTS
Licensed Public Accountants
Tillsonburg,Ontario
March 5,2021
Page 73 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
STATEMENT OF FINANCIAL POSITION -GENERAL FUND
As at October 31,2020
(With comparative figures as at October 31,2019)
(Audited)
2020 2019
$$
GENERAL
ASSETS
Cash 32,545 20,295Accountsreceivable7,745 7,630
Prepaid expenses 3,578 3,318Interestreceivable1,174 -
investments -note 5 100,000 70,000
Total General Fund Assets 145,042 101,243
LIABILITIES
Accounts payable and accrued liabilities 17,684 11,197Incometaxespayable1,085 -
Committee deposits 10,955 10,829
Total general liabilities 29,724 22,026
Deferred Revenue 38,756 23,836
Total Liabilities 68,480 45,862
Accumulated Surplus 76,562 55,381
Total Liabilities and Accumulated Surplus 145,042 101,243
Approved by:
Page 74 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
STATEMENT OF FINANCIAL POSITION -RESERVE FUND
As at October 31,2020
(With comparative figures as at October 31,2019)
(Audited)
2020 2019
$$
RESERVE
ASSETS
Cash 45,658 25,484
Membership fee receivable (home sales)2,000 3,000
Interest receivable 500 1,781
Investments -note 5 125,449 137,578
Total Reserve Fund Assets 173,607 167,843
LIABILITIES
income taxes payable 881 2,956
Accumulated Surplus 172,726 164,887
Total Liabilities and Accumulated Surplus 173,607 167,343
Approved by:
Page 75 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
STATEMENT OF RESERVE FOR MAJOR REPAIRS,ALTERATIONS AND ADDITIONS
For the year ended October 31,2020
(With comparative figures for the year ended October 31,2019)
(Audited)
2020 2019
$$
Revenue -
Membership fees (home resales)31,000 26,000Transferfromgeneralfund20,000 -
Interest income and miscellaneous 2,542 3,353
Total revenue 53,542 29,353
Expenditures
Capital improvements -note 3 44,806 51,734Bankcharges1618
Total expenditures 44,822 51,752
Excess (Deficiency)of Revenues over Expenditures
before Provision for Income Tax 8,720 (22,399)
Provision for Income Tax 881 3,115
Excess (Deficiency)of Revenues over Expenditures 7,839 (25,514)
Surplus,Beginning of Year 164,887 190,401
‘Surplus,End of Year 172,726 164,887
Page 76 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
STATEMENT OF GENERAL OPERATIONS
For the year ended October 31,2020
(With comparative figures for the year ended October 31,2019)
(Audited)
2020 2019
$$
Revenue
Maintenance fees 159,505 159,505
Holler advertising 8,640 8,845
Parkette rebate 7,046 6,674
Interest income 2,831 1,044
Hall rentals and sundry revenue 704 3,727
Total revenue 178,726 179,795
Expenditures
Grounds maintenance and repair 24,431 24,159
Wages and benefits 21,751 23,658
Transfer to reserve 20,000 -
Building maintenance and repair 17,546 29,169
Utilities 17,019 14,524
Office and administration expense 13,609 14,342
Property taxes 12,408 11,980
Insurance 8,410 7,324
Holler expenses 7,893 8,067
Professional fees 5,435 6,565
Snow removal 5,001 6,791
Pool maintenance 2,957 3,294
Total expenditures 156,460 149,873
Excess of Revenues over Expenditures
before Provision for Income Tax 22,266 29,922
Provision for Income Tax 1,085 -
Excess of Revenues over Expenditures 21,181 29,922
Surplus,Beginning of Year 55,381 25,459
Surplus,End of Year 76,562 55,381
Page 77 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
STATEMENT OF CASH FLOWS FROM GENERAL OPERATIONS
For the year ended October 31,2020
(With comparative figures for the year ended October 31,2019)
(Audited)
2020 2019
$$
Cash Flows from Operating Activities
Excess of revenues over expenditures for the year 21,181 29,922
Changes in non-cash working capital accounts
Decrease (increase)in interest receivable (1,174)-
Decrease (increase)in accounts receivable (115)(1,189)
Decrease (increase)in prepaid expenses (260)(174)
Increase (decrease)in accounts payable and accrued liabilities 6,613 (6,368)
Increase (decrease)in deferred revenue 14,920 10,874
increase (decrease)in income taxes payable 1,085 ~
Increase in Cash During the Year 42,250 33,065
Cash at Beginning of Year 90,295 57,230
Cash at End of Year 132,545 90,295
Cash Consists of:
Cash 32,545 20,295
Investments 100,000 70,000
132,545 90,295
Page 78 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
NOTES TO THE FINANCIAL STATEMENTS
For the year ended October 31,2020
(Audited)
1.OPERATIONS
The corporation was incorporated without share capital on April 16,1987 by Letters Patent under the
Corporations Act of Ontario,as a non-profit corporation.
The purpose of the corporation is to manage the Hickory Hills recreation centre,maintain and Operate the
park system within the Hickory Hills community,administer Schedule "B",which covers protectiverestrictionsonresidentiallandsandprovidesoptionalmaintenanceservices,for a fee,to the residents who
request such services.
2.SIGNIFICANT ACCOUNTING POLICIES
The financial statements were prepared in accordance with Canadian Accounting Standards for Not-For-
Profit Organizations.Canadian Accounting Standards for Not-For-Profit Organizations are part of Canadian
GAAP.Significant accounting policies in the preparation of these financial statements are as follows:
(a)Accrual Basis of Accounting
Revenue and expenditures are recorded on the accrual basis,whereby they are reflected in the accounts
in the period in which they have been earned and incurred respectively,whether or not such
transactions have been finally settled by the receipt or payment of money.
(b)Revenue Recognition
The Board follows the deferral method of accounting where contributions are deferred until the
corresponding expenses are incurred.Maintenance fees are recognized in the year to which they applyandinvestmentincomeisrecognizedwhenearned.Initiation fees are recognized when a sale
-transaction closes and advertising revenue is recorded when performance is complete and collection is
reasonably assured.Sundry and other revenue is recognized when received.
(c)Measurement Uncertainty
The preparation of financial statements in conformity with Canadian Accounting Standards for Not-For-
Profit Organizations requires management to make estimates and assumptions that affect the reportedamountofassetsandliabilities,disclosure of contingent assets and liabilities at the date of the financial
statements and the reported amounts of revenues and expenses during the period.Such estimates are
periodically reviewed and any adjustments necessary are reported in earnings in the period in which
they become known.Actual results could differ from these estimates.The primary estimates made by
management in these financial statements relate to asset and liability accruals.
(d)Fund Accounting
The corporation follows the principles of fund accounting which classifies resources into funds in
accordance with specific activities or objectives.Separate accounts are maintained for:
(i)General Fund
The general fund records amounts used for the day to day operations of the corporation.
(ii)Reserve Fund
The corporation has established a reserve for financing future major repairs and replacement of
the common elements.Only major repairs and replacement of the common elements are charged
directly to this reserve.Minor repairs and replacements are charged to maintenance and repairs in
the general fund.
Page 79 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
NOTES TO THE FINANCIAL STATEMENTS
For the year ended October 31,2020
(Audited)
2.SIGNIFICANT ACCOUNTING POLICIES (continued)
{e)Capital Assets
The corporation is exempt from the requirement to capitalize and amortize capital assets under Section
4431.On this basis,the corporation has elected to expense all capital assets in the year that they are
purchased.
(f}Cash and Cash Equivalents
Balances comprising cash and cash equivalents include petty cash and deposit accounts with financial
institutions.Term deposit investments are disclosed separately.
(g)Financial Instruments
Financial instruments are recorded at fair value when acquired or issued.In subsequent periods,
financial assets with actively traded markets are reported at fair value,with any unrealized gains and
losses reported in income.All other financial instruments are reported at amortized cost,and tested for
impairment at each reporting date.Transaction costs on the acquisition,sale or issue of financial
instruments are expensed when incurred.
Financial instruments are comprised of accounts receivable,accounts payable and term deposits.
3.RESERVE CAPITAL IMPROVEMENTS
During the year the following expenses were paid from the reserve funds:
2020 2019
$$
Recreation centre improvements 31,869 30,718
Parking lot and external improvements 10,417 20,665
Pool related improvements -351
Other costs and upgrades 2,520 -
Total capital improvements 44,806 51,734
4.FINANCIAL INSTRUMENTS
The Association is exposed to various risks through financial instruments and the Board monitors,evaluates
and manages these risks.The following analysis provides information about the Association's risk exposure .
and concentration as of October 31,2020.
Liquidity risk
Liquidity risk is the risk that an entity will encounter difficulty in meeting obligations associated with financial
liabilities.The association manages exposure to liquidity risk through the annual budgeting process and
maintenance of a separate reserve fund for major repair and maintenance.
interest rate risk
Interest rate risk reflects the sensitivity of the company's financial condition to movements in interest rates.
The Board acquires guaranteed investment certificate's (GIC's)with fixed rates of interest to minimize the
risk of interest rate fluctuations.
Page 80 of 251
HICKORY HILLS RESIDENTS ASSOCIATION
NOTES TO THE FINANCIAL STATEMENTS
For the year ended October 31,2020
(Audited)
5.INVESTMENTS
The reserve investments consist of GIC's and are carried at cost.Interest earned on the investments are
accrued at year end and included in interest receivable.The Corporation holds guaranteed investment
certificates (GIC's)valued at $125,450 (2019 -$137,578).
The operating investments consist of GIC’s and are carried at cost.The Corporation holds guaranteed
investment certificates (GIC's)valued at $100,000 (2019-$70,000).
6.COMMITMENTS
The Board has entered into the following maintenance contracts:
Jackson Court Maintenance Contract -Verboom's Lawn Care
Covers lawn maintenance and snow removal with rates charged per unit,ranging between $68 and $80 per
month depending upon the time of year.During 2020,the contract cost to the Association was $36,702
(2019 -$36,702).
Recreation Centre and Parkette Maintenance Contract -Verboom’'s Lawn Care
Lawn maintenance:The contract contains separate pricing for cutting,fertilizing and spraying with charges
based on a per application basis.The annual cost under the contract will vary depending upon the number
of applications per year.During 2020,the contract cost to the Association was $20,956 (2019 -$21,422).
Snow removal:The contract specifies that charges are applied per hour of service with different pricing for
the centre sidewalks and parking lot respectively.The annual cost under the contract will vary depending
upon the number of applications per year.During 2020,the contract cost to the Association was $5,001
(2019 -$6,791).
All contracts with Verboom's Lawn Care expire on March 31,2021 and the Association reserves the right to
terminate the services of the contractor at any time upon notice to the contractor should they find the level
of service being provided does not meet the standards set out in the agreement.
7.OTHER MATTER
In March 2020 the COVID-19 pandemic outbreak began distrupting commerce around the world.As a result,
businesses began to contract business hours and deemed non-essentail were closed by the Ontario
government.The impact of COVID-19 on the company's opertional and financial performance will depend on
certain developments,including the duration and spread of the outbreak the impact is uncertain and cannot
be predicted.At this point,the extent of which the COVID-19 may impact the financial condition or results of
operations is uncertain.
-10-Soe.
Page 81 of 251
MOVING HICKORY HILLS TO TOTAL
ACCESSIBILITY
Page 82 of 251
WHY IMPROVE ACCESSIBILITY?
•The Accessibility for Ontarians with Disabilities Act, 2005
(AODA) is a statute enacted in 2005 by the Legislative
Assembly of Ontario, Canada. Its purpose is to improve
accessibility standards for Ontarians with physical
and mental disabilities to all public establishments by
2025.
•The Hickory Hills Residents Association has an obligation
to ensure all residents can participate, if they chose, in any
activities to be part of the Community
Page 83 of 251
WHERE IS IMPROVED ACCESSIBILITY
NEEDED?
Community
Clubhouse Men's
Washroom
Community
Walkway to
Clubhouse Deck
Social interactions
for residents who
are confined to
their homes
Page 84 of 251
HOW WILL WE IMPROVE ACCESSIBILITY?
1.We will improve the men’s washroom facility by making it accessible
to all, including mobility challenged residents and visitors to the
Hickory Hills Clubhouse.
2.We will improve access to the back deck at the Clubhouse by
removing and widening the walkway to ensure accessibility for all
types of mobility products.
3.We will implement a private portal website to ensure communication
is accessible for all residents including those who are confined to
their homes and face social isolation based on their limited mobility
Page 85 of 251
WHEN?
1.The men’s washroom at the Clubhouse needs to be addressed
immediately as it impacts the mobility challenged population from
participating in activities at the clubhouse.
2.The walkway project needs to be addressed quickly for the same
mobility challenged residents are again impacted. We have already had
5 pine trees removed in anticipation of spring construction.
3.Our private Portal project has already been implemented and we are
excited with the reception by all residents. We have a 33% user rate
since our launch at the end of September.
Page 86 of 251
WHO?
•The HHRA Board will co-ordinate the execution of these
projects with qualified professionals
•We are here to ask for the Town of Tillsonburg's assistance
in financing these projects with this Grant.
•We want to be good caretakers of the Community Center
that you have entrusted to Hickory Hills Residents care, so
that it will meet all accessibility requirements and be in a
well maintained condition when our lease expires.
Page 87 of 251
QUESTIONS?
Page 88 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Junior Achievement of South Western Ontario
Inc.
Mailing Address
15 Wharncliffe Rd N, London, ON, N6H 2A1
Primary Contact Person: *
Melissa Derbyshire
Primary Contact's
Phone Number: *
5194394201 ext.
236
Primary Contact's
Email Address *
mderbyshire@jasw
o.org
What is the purpose/mandate of your organization? *
JA’s mission is to inspire and prepare youth to succeed in a global economy. JA South Western
Ontario’s goal is to ensure that every student in our region has the opportunity to experience at least
one JA program during their school years.
JA is dedicated to addressing fundamental economic challenges of young people by educating them to
transform their future and economic success, providing a better quality of life. All programs are offered
free of charge to students and schools, making it accessible to youth from all socioeconomic
backgrounds.
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
107554263RR001
Page 89 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$1300
Projected 2023 Grant Request Amount:
1950
Projected 2024 Grant Request Amount:
2600
Projected 2025 Grant Request Amount:
3250
Why do you require funding and what will the funds be used for? *
There is an increasing need to build a strong foundation in financial literacy in youth in Ontario. This is
evident in the increase of the average Canadian’s debt, and has been identified as a need in education
by the Ontario government. While the government has mandated for personal finance to be taught in the
classroom, teachers feel ill-equipped to be teaching this material. JA has been recognized by school
boards, teachers, and parents as the organization to fill the gap in financial literacy education. JA
provides teachers with significant material that covers several portions of the new financial literacy
curriculum. Hundreds of teachers across our region reach out every year to have a JA program
delivered to their classroom.
This funding will be used to support the delivery of JA financial literacy programs to grades 7 and 8
students in Tillsonburg (two programs in 2022, three in 2023, four in 2024 and five in 2025).
JA South Western Ontario is not government or United Way funded, and relies on the support
organizations, corporate partners, foundations, individuals, and fundraising events. The inability to host
in-person events has had a significant impact on our revenue stream, thus now more than ever we seek
support from our community and local businesses to support the need within our community. Funds
raised in Tillsonburg stay and are used in Tillsonburg.
Page 90 of 251
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
Currently there are not any other sources of funding for the projected years.
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 91 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
Financial Statement JA South Western Ontario June 30 2020 (2).pdf
572.5 KB
2019-06-30 Junior Achievement of London FS.pdf
160.1 KB
If you have additional information for Council's consideration, attach it here:
File Name
JASWO Letters Patent of Amalgamation 2021.pdf
284.5 KB
Dollars with Sense - gr. 7.pdf
2.2 MB
Economics for Success - gr. 8.pdf
1.1 MB
Which member(s) of your group will present your request at the Council meeting?
Melissa Derbyshire, Director, Philanthropy
Will you providing a Powerpoint presentation? *
No
Yes
Page 92 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 93 of 251
Dollars with Sense
Key Outcomes
In this program, students:
•Identify their fi nancial needs, wants,
and goals
•Develop a money management self-
p r o fi l e
•Discover what infl uences their
spending
•Learn how to make informed
consumer decisions
•Calculate the cost of credit
•Prepare a budget
•Assess the benefi ts and risks of online
shopping, as well as learn how to avoid
scams
•Receive an introduction to the stock
market and learn how wealth can
grow through wise investments
Canadian personal debt is at a record high.
Canadian youth are growing up in a time in which spending is easier
than ever and debt is a way of life. This problem is exacerbated by
hectic family schedules, which leave parents with little time to teach their
children about money management.
Through JA Canada’s newly updated Dollars with Sense program,
students in grade 7 get the tools they need to make smart fi nancial
decisions, live debt-free, and become savvy investors. Students learn
personal money management skills that they can apply to their lives,
beginning now.
Dollars with Sense leaders make learning fun by using games and
multimedia to boost students’ self-confi dence and help them achieve
fi nancial literacy.
By the end of the program, students will have a stronger sense of
fi nancial responsibility and the tools they need to be wise consumers.
“The program has taught me how to make good,
responsible smart decisions by teaching me how to
do it right.”
— Grade 7, Dollars with Sense Student
GRADE7
Empowering grade 7 students to make smart,
lifelong financial choices
For details regarding program availability please contact
your local JA Charter office.
Page 94 of 251
Inspiring and Preparing Youth to Succeed In the Global Economy
JA Canada is the country’s largest youth business education organization. We are proud to be a member of the JA
Worldwide global network of over 120 countries. Since 1955, we have inspired and educated more than four million
students. Each year, more than 230,000 students across Canada participate in our financial literacy, work readiness,
and entrepreneurship programs. Through these programs, students gain the knowledge and confidence they need to
succeed in school, business, and life.
Dedicated volunteers deliver all JA programs. They bring their professional experiences into the classroom to help
students connect program concepts with real-life situations. Volunteers use a mix of hands-on activities, discussions,
and digital learning to engage students and ensure they retain and apply what they learn.
Give Youth the Skills They Need
Become a JA Volunteer
Help Youth In Your Community Achieve Their Potential
Dedicated volunteers are at the core of JA Canada’s
programs. Last year, more than 11,000 individuals
volunteered with JA and helped transform the lives of
Canadian youth.
As a JA volunteer, you’ll deliver programs in a local
classroom – giving students critical financial and
business knowledge. JA provides you with program
materials, in-depth training, and support to ensure that
everyone has a fun and meaningful experience.
Bring JA to Your School
All JA programs are taught by volunteers from your
local community. This gives your students a unique
opportunity to learn from actual business leaders. These
volunteers share their real-life stories and experiences,
which makes the learning engaging and memorable. By
imparting their knowledge, volunteers give students the
confidence, skills, and inspiration they’ll need to manage
money wisely.
We offer flexible program delivery options, enabling you
to fit our programs within your curriculum goals and
available class time.
Related JA Learning
Opportunities:
Economics for Success
Success Skills
Dream Big
Company Program
www.jacanada.org
For more information about Dollars with
Sense, visit:
jacanada.org/educators
Volunteer to deliver a JA program in your
community:
jacanada.org/volunteers
Program availability may vary by location.
Page 95 of 251
Economics for Success
Inspiring grade 8 students to stay in school
and plan for success
GRADE8
“I made the decision to go to university and pursue
business, and JA was a critical turning point because
I had absolute confidence that this is what I wanted
to do.”
— Alison L., JA Alumni
For details regarding program availability please contact your local JA Charter office.
For many students, the transition from high school to post-secondary
education or employment can be overwhelming. Students often feel that
their high-school experiences haven’t adequately prepared them to meet
the demands of university, a career, or living on their own.
Through JA’s newly updated Economics for Success program, students in
grades 8 plan an educational and career path. They gain a stronger sense of
who they are and how to use their strengths to succeed in the future.
Economics for Success leaders make learning fun by using games and
multimedia to boost students’ self-confi dence and help them apply the
lessons to their lives immediately.
By the end of the program, students will discover which career path
best suits their needs, as well as how to get to where they want to be as
adults. This will help them set goals, seize opportunities, and create a
future that fuels their passions.
Key Outcomes
In this program, students:
• Learn why it’s important to stay in
school and explore post-secondary
options
• Gain an understanding of what life is like
after high school
• Map their interests, skills, and passions
to possible careers
• Learn how to network, identify a mentor,
and create a strong personal brand
• Create a budget to prepare for the
fi nancial reality of post-secondary life
• Develop strategies that will help them
achieve their goals
Page 96 of 251
Empower Youth to Own Their Future
Success Skills
Dream Big
Be Entrepreneurial
Stronger Together
www.jacanada.org
Related JA learning
opportunities:
For more information about Economics for
Success, visit:
jacanada.org/educators
Volunteer to deliver a JA program in your
community:
jacanada.org/volunteers
Program availability may vary by location.
Become a JA Volunteer
Help Youth In Your Community Achieve Their Potential
Dedicated volunteers are at the core of JA Canada’s
programs. Last year, more than 11,000 individuals
volunteered with JA and helped transform the lives of
Canadian youth.
As a JA volunteer, you’ll deliver programs in a local
classroom – giving students critical financial and
business knowledge. JA provides you with program
materials, in-depth training, and support to ensure that
everyone has a fun and meaningful experience.
Bring JA to Your School
All JA programs are taught by volunteers from your
local community. This gives your students a unique
opportunity to learn from actual business leaders.
These volunteers share their real-life stories and
experiences, which makes the learning engaging and
memorable. By imparting their knowledge, volunteers
give students the confidence, skills, and inspiration
they’ll need to succeed in school and life.
We offer flexible program delivery options, enabling
you to fit our programs within your curriculum goals
and available class time.
Inspiring and Preparing Youth to Succeed In the Global Economy
JA Canada is the country’s largest youth business education organization. We are proud to be a member of the JA
Worldwide global network of over 120 countries. Since 1955, we have inspired and educated more than four million
students. Each year, more than 230,000 students across Canada participate in our financial literacy, work readiness,
and entrepreneurship programs. Through these programs, students gain the knowledge and confidence they need to
succeed in school, business, and life.
Dedicated volunteers deliver all JA programs. They bring their professional experiences into the classroom to help
students connect program concepts with real-life situations. Volunteers use a mix of hands-on activities, discussions,
and digital learning to engage students and ensure they retain and apply what they learn.
Page 97 of 251
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Page 114 of 251
Financial Statements of
JUNIOR ACHIEVEMENT OF
LONDON & DISTRICT, INC.
And Independent Auditor's Report thereon
Year ended June 30, 2019
Page 115 of 251
KPMG LLP
140 Fullarton Street Suite 1400
London ON N6A 5P2
Canada
Tel 519 672-4800
Fax 519 672-5684
INDEPENDENT AUDITORS' REPORT
To the Board of Directors of Junior Achievement of London & District, Inc.
Opinion
We have audited the accompanying financial statements of Junior Achievement of
London & District, Inc., (the "Entity") which comprise:
the statement of financial position as at June 30, 2019,
the statement of operations for the year then ended
the statement of changes in net assets for the year then ended
the statement of cash flows for the year then ended
and notes and schedules to the financial statements, comprising a
summary of significant accounting policies and other explanatory
information.
(Hereinafter referred to as the “financial statements”).
In our opinion, the accompanying financial statements present fairly, in all material
respects, the financial position of Junior Achievement of London & District, Inc. as
at June 30, 2019, and its results of operations and its cash flows for the year then
ended in accordance with Canadian accounting standards for not-for-profit
organizations.
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing
standards. Our responsibilities under those standards are further described in the
“Auditors’ Responsibilities for the Audit of the Financial Statements” section
of our auditors’ report.
We are independent of the Entity in accordance with the ethical requirements that
are relevant to our audit of the financial statements in Canada and we have fulfilled
our other ethical responsibilities in accordance with these requirements.
We believe that the audit evidence we have obtained is sufficient and appropriate to
provide a basis for our opinion.
Page 116 of 251
Responsibilities of Management and Those Charged with
Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial
statements in accordance with Canadian accounting standards for not-for-profit
organizations, and for such internal control as management determines is
necessary to enable the preparation of financial statements that are free from
material misstatement, whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the
Entity’s ability to continue as a going concern, disclosing as applicable, matters
related to going concern and using the going concern basis of accounting unless
management either intends to liquidate the Entity or to cease operations, or has no
realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Entity’s
financial reporting process.
Auditors’ Responsibilities for the Audit of the Financial
Statements
Our objectives are to obtain reasonable assurance about whether the financial
statements as a whole are free from material misstatement, whether due to fraud or
error, and to issue an auditors’ report that includes our opinion.
Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian generally accepted auditing
standards will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if,
individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of the financial statements.
As part of an audit in accordance with Canadian generally accepted auditing
standards, we exercise professional judgment and maintain professional skepticism
throughout the audit.
We also:
Identify and assess the risks of material misstatement of the financial
statements, whether due to fraud or error, design and perform audit
procedures responsive to those risks, and obtain audit evidence that is
sufficient and appropriate to provide a basis for our opinion.
The risk of not detecting a material misstatement resulting from fraud is
higher than for one resulting from error, as fraud may involve collusion,
forgery, intentional omissions, misrepresentations, or the override of
internal control.
Page 117 of 251
Obtain an understanding of internal control relevant to the audit in order to
design audit procedures that are appropriate in the circumstances, but not
for the purpose of expressing an opinion on the effectiveness of the Entity's
internal control.
Evaluate the appropriateness of accounting policies used and the
reasonableness of accounting estimates and related disclosures made by
management.
Conclude on the appropriateness of management's use of the going
concern basis of accounting and, based on the audit evidence obtained,
whether a material uncertainty exists related to events or conditions that
may cast significant doubt on the Entity's ability to continue as a going
concern. If we conclude that a material uncertainty exists, we are required
to draw attention in our auditors’ report to the related disclosures in the
financial statements or, if such disclosures are inadequate, to modify our
opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditors’ report. However, future events or conditions may
cause the Entity to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial
statements, including the disclosures, and whether the financial statements
represent the underlying transactions and events in a manner that achieves
fair presentation.
Communicate with those charged with governance regarding, among other
matters, the planned scope and timing of the audit and significant audit
findings, including any significant deficiencies in internal control that we
identify during our audit.
Chartered Professional Accountants, Licensed Public Accountants
London, Canada
September 18, 2018
Page 118 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Statement of Financial Position
June 30, 2019, with comparative information for 2018
2019 2018
Assets
Current assets:
Cash (note 6) $ 302,267 $ 420,786
Accounts receivable 40,674 6,209
Prepaid expenses 10,000 10,245
352,941 437,240
Furniture and equipment (notes 2 and 3)27,750 1,751
$ 380,691 $ 438,991
Liabilities, Deferred Contributions and Net Assets
Current liabilities:
Accounts payable and accrued liabilities (note 7) $ 21,360 $ 23,126
Deferred revenue 35,577 136,535
56,937 159,661
Deferred contributions related to furniture and
equipment (note 4)16,625 -
Net assets:
Unrestricted 116,004 277,579
Internally restricted (note 10)180,000 -
Investment in furniture and equipment (note 5) 11,125 1,751
307,129 279,330
Subsequent event (note 11)
$ 380,691 $ 438,991
See accompanying notes to financial statements.
On behalf of the Board:
Director Director
Page 119 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Statement of Operations
Year ended June 30, 2019, with comparative information for 2018
2019 2018
Revenues:
Programs (Schedule) $ 452,671 $ 482,728
Special events (Schedule) 243,250 278,430
Nevada tickets 44,876 26,439
Annual giving 32,382 22,098
Other revenue 2,547 1,000
Amortization of deferred contributions related to
furniture and equipment 875 930
776,601 811,625
Expenses:
Programs (Schedule) 165,151 157,470
Special events (Schedule) 129,696 136,331
294,847 293,801
481,754 517,824
General expenses (Schedule):
Staff 337,227 280,072
Administration and development 99,381 81,072
Facilities 17,347 13,630
453,955 374,774
Excess of revenues over expenses $ 27,799 $ 143,050
See accompanying notes to financial statements.
Page 120 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.Statement of Changes in Net AssetsYear ended June 30, 2019, with comparative information for 2018Investment in furniture and Internally 2019 2018 equipment, net restricted Unrestricted Total Total Balance, beginning of year$ 1,751 $ - $ 277,579 $ 279,330 $ 136,280Excess of revenues overexpenses (note 5) 9,374 - 18,425 27,799 143,050Interfund transfers (note 10)- 180,000(180,000)--Balance, end of year $ 11,125 $ 180,000 $ 116,004 $ 307,129 $ 279,330See accompanying notes to financial statements.Page 121 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Statement of Cash Flows
Year ended June 30, 2019, with comparative information for 2018
2019 2018
Cash provided by (used in):
Operating activities:
Excess of revenues over expenses $ 27,799 $ 143,050
Adjustments for:
Amortization of furniture and equipment 2,824 3,223
Amortization of deferred contributions related to
furniture and equipment (875)(930)
Change in non-cash operating working capital (note 8)(136,944)16,900
(107,196)162,243
Financing activities:
Deferred contribution related to capital assets (note 5) 17,500 -
Investing activities:
Purchase of furniture and equipment (28,823)-
Increase (decrease) in cash (118,519)162,243
Cash, beginning of year 420,786 258,543
Cash, end of year $ 302,267 $ 420,786
See accompanying notes to financial statements.
Page 122 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Notes to Financial Statements
Year ended June 30, 2019
Junior Achievement of London & District, Inc. (the "Organization") is incorporated without share capital
under the Ontario Corporations Act. It is a not-for-profit organization which provides quality business
education programs to youth in order to promote and preserve the free enterprise system. Junior
Achievement of London & District, Inc. operates in the counties of Elgin, Oxford, Middlesex, Huron
and Perth.
1. Significant accounting policies:
These financial statements have been prepared by management in accordance with Canadian
accounting standards for not-for-profit organizations in Part III of the CPA Canada Handbook -
Accounting.
(a) Revenue recognition:
The Organization follows the deferral method of accounting for contributions. Restricted
contributions are recognized as revenue in the year in which the related expenses are
incurred. Unrestricted contributions are recognized as revenue when received or receivable
if the amount to be received can be reasonably estimated and collection is reasonably
assured.
Contributions restricted for the purchase of capital assets are deferred and amortized into
revenue on a straight line basis, at a rate corresponding with the amortization rate for the
related capital assets.
(b) Furniture and equipment:
Purchased furniture and equipment are recorded at cost. Contributed furniture and
equipment are recorded at fair value at the date of contribution. Repairs and maintenance
costs are charged to expense. Betterments, which extend the estimated life of an asset, are
capitalized. When furniture and equipment no longer contributes to the Organization's ability
to provide services, its carrying amount is written down to its residual value.
Furniture and equipment is amortized on a straight-line basis using the following annual
rates:
Asset Rate
Computer equipment 3 years
Furniture and fixtures 10 years
Leasehold improvements Lesser of 10 years or remaining lease term
Page 123 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Notes to Financial Statements (continued)
Year ended June 30, 2019
1. Significant accounting policies (continued):
(c) Contributed services:
A substantial number of volunteers contribute a significant amount of their time to the
organization each year. Because of the difficulty of determining the fair value, contributed
services are not recognized in the financial statements.
(d) Financial instruments:
Financial instruments are recorded at fair value on initial recognition. Freestanding
derivative instruments that are not in a qualifying hedging relationship and equity
instruments that are quoted in an active market are subsequently measured at fair value. All
other financial instruments are subsequently recorded at cost or amortized cost, unless
management has elected to carry the instruments at fair value. The Organization has not
elected to carry any such financial instruments at fair value.
Transaction costs incurred on the acquisition of financial instruments measured
subsequently at fair value are expensed as incurred. All other financial instruments are
adjusted by transaction costs incurred on acquisition and financing costs, which are
amortized using the straight-line method.
Financial assets are assessed for impairment on an annual basis at the end of the fiscal
year if there are indicators of impairment. If there is an indicator of impairment, the
Organization determines if there is a significant adverse change in the expected amount or
timing of future cash flows from the financial asset. If there is a significant adverse change
in the expected cash flows, the carrying value of the financial asset is reduced to the highest
of the present value of the expected cash flows, the amount that could be realized from
selling the financial asset or the amount the Organization expects to realize by exercising its
right to any collateral. If events and circumstances reverse in a future period, an impairment
loss will be reversed to the extent of the improvement, not exceeding the initial carrying
value.
(e) Use of estimates:
The preparation of the financial statements in conformity with Canadian accounting
standards for not-for-profit organizations requires management to make estimates and
assumptions that affect the reported amounts of assets and liabilities and disclosure of
contingent assets and liabilities at the date of the financial statements and the reported
amounts of revenues and expenses during the reporting periods. Actual results could differ
from those estimates.
Page 124 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Notes to Financial Statements (continued)
Year ended June 30, 2019
2. Furniture and equipment:
2019 2018
Internally Accumulated Net book Net book
Cost amortization value value
Computer equipment $ 40,672 $ 39,248 $ 1,424 $ 1,374
Furniture and fixtures 21,823 17,401 4,422 377
Leasehold improvements 54,419 32,515 21,904 -
$ 116,914 $ 89,164 $ 27,750 $ 1,751
3. Building:
The building used by the Organization, for its operations, is owned by The City of London and
was constructed by the Organization from the proceeds of grants and donations. The
Organization has exclusive use of the property, without charge, as long as it continues to provide
business education programs for youth.
4. Deferred contributions related to furniture and equipment:
Deferred contributions related to furniture and equipment represent the unamortized amount and
unspent amount of donations and grants received for the purchase of furniture and equipment.
The amortization of capital contributions is recorded as revenue in the statement of operations.
2019 2018
Balance, beginning of year $ - $ 930
Contributions received 17,500 -
Amortization of deferred contributions related to furniture and
equipment (875)(930)
Balance, end of year $ 16,625 $ -
Page 125 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Notes to Financial Statements (continued)
Year ended June 30, 2019
5. Investment in furniture and equipment:
(a) Investment in furniture and equipment is calculated as follows:
2019 2018
Furniture and equipment $ 27,750 $ 1,751
Amount financed by deferred contributions (16,625)-
$ 11,125 $ 1,751
(b) Change in net assets invested in furniture and equipment is calculated as follows:
2019 2018
Deficiency of revenues over expenses:
Amortization of furniture and equipment $(2,824)$(3,224)
Amortization of deferred contributions 875 930
(1,949)(2,294)
Net change in investment in furniture and equipment:
Purchase of furniture and equipment 28,823 -
Amount funded by deferred contribution (17,500)-
$ 9,374 $(2,294)
6. Credit facility:
The Organization has an arrangement with its banker providing for an unsecured line of credit
facility in the amount of $20,000. At year end, the Organization has drawn nil (2018 - nil) on this
facility.
7. Accounts payable and accrued liabilities:
Included in accounts payable and accrued liabilities are government remittances payable of nil
(2018 - nil), which includes amounts payable for HST/payroll related taxes.
Page 126 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Notes to Financial Statements (continued)
Year ended June 30, 2019
8. Change in non-cash operating working capital:
2019 2018
Accounts receivable $(34,465)$ 27,389
Prepaid expenses 245 (124)
Accounts payable and accrued liabilities (1,766)(1,160)
Deferred revenue (100,958)(9,205)
$(136,944)$ 16,900
9. Financial risk:
Liquidity risk:
Liquidity risk is the risk that the Organization will be unable to fulfill its obligations on a timely
basis or at a reasonable cost. The Organization manages its liquidity risk by monitoring its
operating requirements. The Organization prepares budget and cash forecasts to ensure it has
sufficient funds to fulfill its obligations. There has been no change to this risk exposure from
2018.
10. Internally restricted funds:
The Board of Directors has internally restricted certain funds for the purpose of maintaining an
operating contingency.
During the year, the Board has approved the transfer of $180,000, from unrestricted to internally
restricted fund (2018 - nil).
11. Subsequent events:
The Boards of Directors of Junior Achievement Southwestern Ontario and Junior Achievement
London and District have approved the amalgamation of their two organizations and have
combined their Boards, with the plan to continue operations as an amalgamated entity Junior
Achievement of Southwestern Ontario. The organizations have begun administrative processes
to undertake the amalgamation albeit the date of amalgamation is not known as of the date of
these financial statements.
Page 127 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Schedule - Special Events
Year ended June 30, 2019, with comparative information for 2018
Revenues Expenses 2019 2018
London Business Hall of Fame $ 186,681 $ 96,442 $ 90,239 $ 122,938
Golf tournament 31,095 16,619 14,476 12,981
Miscellaneous 25,474 16,635 8,839 6,180
$ 243,250 $ 129,696 $ 113,554 $ 142,099
Page 128 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Schedule - Programs
Year ended June 30, 2019, with comparative information for 2018
Revenues Expenses 2019 2018
Economics for Success (EFS)$ 112,587 $ 10,341 $ 102,246 $ 108,592
Next Generation Leaders 89,567 84,071 5,496 36,694
Dollars with Sense 67,787 12,831 54,956 72,940
Personal Finance 57,000 3,846 53,154 33,789
Company program 37,106 9,576 27,530 34,800
Summer camp 31,012 19,199 11,813 19,420
Financial literacy 28,200 - 28,200 -
Student Run Companies 24,460 24,347 113 8,719
Other 4,952 940 4,012 10,304
$ 452,671 $ 165,151 $ 287,520 $ 325,258
Page 129 of 251
JUNIOR ACHIEVEMENT OF LONDON & DISTRICT, INC.
Schedule - General Expenses
Year ended June 30, 2019, with comparative information for 2018
2019 2018
Staff:
Salaries $ 301,750 $ 256,928
Benefits 29,753 20,795
Automobile 5,724 2,349
$ 337,227 $ 280,072
Administration and development:
Administration $ 66,154 $ 49,520
Legal and accounting 17,974 15,635
Insurance 7,562 7,664
Development 4,867 5,030
Amortization of furniture and equipment 2,824 3,223
$ 99,381 $ 81,072
Facilities:
Maintenance $ 10,293 $ 7,834
Utilities 7,054 5,796
$ 17,347 $ 13,630
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Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Lake Lisgar Revitalization Project
Mailing Address
lakelisgar@icloud.com
Primary Contact Person: *
Frank Kempf
Primary Contact's
Phone Number: *
000-000-0000
Primary Contact's
Email Address *
lakelisgar@icloud.
com
What is the purpose/mandate of your organization? *
In September of 2011, a group of concerned citizens joined forces to work voluntarily toward the
common goal of reducing the sedimentation at the north end of Lake Lisgar, thereby improving water
quality and flow in the Lake's watershed; controlling weed growth at the north end of the Lake; installing
new aeration systems; and stocking the Lake yearly with rainbow trout (2012-2021); protecting four
endangered species of turtles; maintaining habitat for fish and over 400 species of birds; and
improving recreational facilities for Tillsonburg's citizens. As a Committee, we wished to save our Lake
and its environs by acting promptly to rectify the threatening issues, thereby preserving Lake Lisgar's
heritage as a wildlife habitat and recreational facility for generations to come.
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
Page 145 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$5,000
Projected 2023 Grant Request Amount:
$7,000
Projected 2024 Grant Request Amount:
$7,000
Projected 2025 Grant Request Amount:
$12,000
Why do you require funding and what will the funds be used for? *
To purchase a new Weed Razer to cut the aquatic weeds plaguing Lake Lisgar each year.
To purchase 4 new life jackets for Kinship 1, the pontoon boat used to cut the weeds and put in and
take out the fountain each year.
To install a service box at the north west side of the bridge to run the new aerators in the north end of the
Lake.
To cut down dead trees which would cause a potential hazard for recreational boaters if the trees fell
into the Lake.
To purchase 2 new aeration pumps.
To stock the Lake with rainbow trout.
To excavate sediment from the north end of Lake Lisgar.
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
There may be donations from the estate of Mrs. Springer, or citizens donating toward stocking the Lake
with trout, or citizens of Tillsonburg. We never know.
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Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 147 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
Lake Lisgar Fin 21.pdf
747.3 KB
If you have additional information for Council's consideration, attach it here:
Which member(s) of your group will present your request at the Council meeting?
Frank Kempf, Joan Weston
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
Page 148 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 149 of 251
Lake Lisgar
Trust Only
2021 2021 2020
Financial Assets
Bank 8,503 9,002 3,287
Investments 14,500 26,000 26,000
Interest receivable 341 712 87
Donation receivable
Due from Town of Tillsonburg
23,344 35,714 29,374
Liabilities
Reimbursement to Town
Accumulated Surplus 23,344 35,714 29,374
Revenues
Interest 370 690 823
Donation and fees 12,125 12,125 7,500
Other revenue / transfers
12,495 12,815 8,323
Expenditures
Donations
Expenditures for trust fund obligations 4,975 6,475 7,436
4,975 6,475 7,436
Excess revenues over expenditures
(expenditures over revenues)7,520 6,340 887
Accumulated surplus, beginning of year 15,824 29,374 10,301
Accumulated surplus, end of year 23,344 35,714 11,188
Trust Fund Allocations
Lake Lisgar Trust 23,344 23,344 15,824
Restricted Fountain Trust (Springer Trust) 12,370 13,549
Restricted Water Quality Trust - -
35,714 29,374
For the period ended October 31, 2021
(with comparative balances for the year ended December 31, 2020)
Note: Expenses were for stocking fish, aeration kits, and operating costs.
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Financial Position
October 31, 2021
(with comparative balances as at December 31, 2020)
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Operations and Accumulated Surplus
Page 150 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Tillsonburg & District Multi-Service Centre
Mailing Address
96 Tillson Ave
Tillsonburg, ON
N4G 3A1
Primary Contact Person: *
Kathryn Leatherland, Executive Director
Primary Contact's
Phone Number: *
5198429000
Primary Contact's
Email Address *
kleatherland@multi
servicecentre.com
What is the purpose/mandate of your organization? *
The Multi-Service Centre is a charitable organization providing excellence in employment, literacy and
home support services to Oxford, Norfolk and Elgin communities through partnerships and innovation
that allow others to embrace their personal independence. Incorporated in 1978, the MSC has been
supporting residents and businesses with employment needs, literacy upgrading and helping seniors
age in place. Many of these services are at no cost to the client. We are a team of 82 staff and 75
volunteers, governed by 6 volunteer Board of Directors. We are extremely thankful for the continued
support from the Town of Tillsonburg. Last year, your grant of $10,000 supported volunteer activities like
recruitment, training and orientation; the purchase of materials and technology for the literacy and
seniors programs; and helped to cover shortfalls in transportation and meals for needy individuals.
Thank you.
Page 151 of 251
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
129030086RR0001
Page 152 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$10,000
Projected 2023 Grant Request Amount:
10,000
Projected 2024 Grant Request Amount:
10,000
Projected 2025 Grant Request Amount:
10,000
Why do you require funding and what will the funds be used for? *
The Multi-Service Centre is currently experiencing unprecedented demand for its Meals on Wheels
program demonstrated by the fact that meals delivered already exceeds the funded target by 30%. The
transportation program is in a similar position already having provided 13% more drives than its funded
target. Both services are volunteer driven. Grant funds will support volunteer recruitment & training to
meet the needs of these growing programs, the purchase of materials and technology (for literacy tutors
and students, technology devices for clients to support remote learners and items in our seniors related
programs), subsidizing client fees for service provision such as transportation to medical appointments
and meals for needy individuals and the purchase of personal protective equipment to help keep our
clients, volunteers and community safe.
Last fiscal year, we supported 859 Employment Services clients, 22 Adult Literacy clients and 689
Home Support clients from the Town of Tillsonburg which makes up 69% of total MSC clients served.
Although the Multi-Service Centre does receive government funding, this does NOT cover any increase
in services and volunteer support to deliver these services. We are struggling to meet the growing
needs of our community.
Page 153 of 251
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
Each year, our non-profit organization receives core funding from various government bodies (Ontario
Health West and Ministry of Labour, Training and Skills Development), however it does not cover all
program costs. We rely greatly on donations and grant funds to enhance and expand current programs
to meet the needs of our growing and changing community. This year our fundraising goal is $32,000
and we are asking for your support in helping us reach this goal. The Multi-Service Centre (MSC) is
currently experiencing unprecedented demand for its Meals on Wheels program demonstrated by the
fact that meals delivered already exceeds the Provincial funding available by 30%. The transportation
program is in a similar position already having provided 13% more drives than its Provincial funding
target. Both services are volunteer driven and funding is needed to support this extra demand.
Community is our number one priority and this is why the Multi-Service Centre has made the decision to
‘not have waiting lists’ for these programs. These programs are vital in supporting our seniors to age in
place and remain independent. In addition to growing community needs, the pandemic has created
additional challenges for the Multi-Service Centre resulting in the cancellation of many fundraising
events along with an increased cost for personal protective equipment to ensure the safety of our staff,
clients, volunteers, and community. We need your support now more than ever.
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 154 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
2020-21 MSC Audited Stmt.pdf
664.2 KB
2019-20 MSC Audited Stmt.pdf
692.9 KB
If you have additional information for Council's consideration, attach it here:
File Name
2020_-_21_Annual_Report_-_Final_-_Updated_July_15_reduced size.pdf
1.4 MB
Which member(s) of your group will present your request at the Council meeting?
Kathryn Leatherland, Executive Director
Will you providing a Powerpoint presentation? *
No
Yes
Page 155 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 156 of 251
A N N U A L R E P O R T
2 0 2 0 / 2 0 2 1
W W W . M U L T I S E R V I C E C E N T R E . C O M
Building a community of inclusiveness, innovation and
independence together
Page 157 of 251
A N N U A L
R E P O R T
2 0 2 0 / 2 0 2 1
W W W . M U L T I S E R V I C E C E N T R E . C O M
CONTENTS
Message from Board Chair
Message from ED
About the MSC
Program Updates
Financials
Our Team
Volunteers
Donors
Contact Information
PAGE
3
4
5
6
10
11
12
13
15
Page 158 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 3
B O A R D U P D A T E
Fran Bell - Board Chair
Board Chair
Vice Chair & Fundraising Chair
Treasurer
Director
Director
Director
BOARD OF DIRECTORS
Fran Bell
Val Foerster
Marian Muth
David Morris
Helen Lamos-Parker
Lynda Van De Maele
Last year, as I prepared the
message for the Annual Report, I
remarked that we were in the
middle of a pandemic. Little did I
know or think that we would still
be in that same pandemic a year
later! We have learned a lot in the
past year, and been able to find
new and creative ways of
delivering our core services in a
safe and sustainable way. I am so
very proud of our staff and
volunteers who have continued
throughout this past year to
deliver services to our clients
under very difficult circumstances.
Thank you so much for your
dedication and commitment to
those we serve.
In order to ensure that our
services were delivered in a safe
environment for our staff,
volunteers and clients, the MSC
Covid Safety Plan was developed.
It is focused on safety and the
redesign of programs to better
meet the needs of our clients in
this rapidly changing world. For
instance, staff were able to find new
ways to deliver a number of
programs, including online exercise
programs that gained attention
throughout Southwestern Ontario.
Congratulations!
Throughout this pandemic staff
have strived to continue to provide
the services and level of care our
clients expect. Unfortunately, some
services have had to be postponed
at times such as foot care clinics.
However, essential services such as
Meals on Wheels, housekeeping, in-
home footcare and home visits for
clients in the Assisted Living program
have continued with the necessary
safety protocols in place.
Employment and literacy services
were being provided virtually all year
and in-person when provincial
requirements allowed.
Client satisfaction is a top priority
for the MSC. I am pleased that
overall satisfaction with our
programs – particularly Foot Care
and Transportation have met or
exceeded the 95% target, even
during the pandemic!
This has been an unprecedented
year as staff, the Leadership
Team and volunteers have had to
learn new ways of doing things,
often on very short notice. As we
move into post-pandemic days, I
am confident that the lessons
learned this past year of
resilience and flexibility will stand
the MSC in good stead moving
forward.
On behalf of the Board, thank
you to all of the staff and
Leadership Team for their tireless
commitment to the community
and our clients. Thank you to
each and every volunteer who
gave of their time and expertise
to assist our clients. You are the
backbone of our organization!
And finally, thank you to the
Board of Directors who use their
skills, knowledge and expertise to
continue moving the organization
forward.
Page 159 of 251
As we look back on the past
year, I am inspired by all the
MSC’s accomplishments. The
MSC started out the year with a
refreshed Mission and Vision
statement and a renewed
Strategic Plan. We have focused
on strengthening our
organizational capacity by
building stronger connections
with our clients, partners, and
the community as a whole. We
have concentrated on fostering
the exceptional talent of our
staff and volunteers to offer high
quality programs that are
reflective of the needs of our
community. This focus has
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 4
E D U P D A T E
Kathryn Leatherland - MSC Executive Director
"If opportunity doesn 't knock , build a door ."
- Milton Berle
resulted in incredible success in
our programs, even as we
repeatedly changed how we
operate in response to the
evolving pandemic. Out of this
varying environment, the MSC
responded to emerging needs
in our community with new
programs so that all people in
our society had the opportunity
to be safe and realize their full
potential.
None of this would have been
possible without our inspiring
staff, volunteers, and
community supporters. I am
fortunate to work alongside a
team of uplifting individuals who
have so much caring and
respect for our clients. The
pandemic caused people to be
concerned for their own safety
and these individuals
responded by learning how to
keep themselves safe then
continuing to step forward, day
after day, to support the
clients relying on the MSC. A
special thanks to our volunteer
Board of Directors who
provided insightful governance
through this extraordinary time
as well as to our funders
(Ontario Ministry of Health and
Ministry of Labour, Training,
and Skills Development) and
donors who showed their
confidence in the work we do
by providing much needed
resources.
I begin the 2021-22 year with
hope and optimism as the MSC
continues to pursue its vison of
“Building a community of
inclusiveness, innovation and
independence together.”
Page 160 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 5
A B O U T T H E M S C
Since 1978, the MSC has been providing high quality employment, literacy
and home support services to those in need.
We are an accredited, non-profit, charitable organization dedicated to
promoting high quality accessible community services in Oxford, Elgin
and Norfolk Counties.
Vision
Building a Community
of inclusiveness,
innovation and
independence
together.
Mission
The Multi-Service Centre is a charitable organization providing excellence in
employment, literacy and home support services to Oxford, Norfolk and
Elgin communities through partnerships and innovation that allow others
to embrace their personal independence.
Values
Collaboration
Diversity
Integrity
Respect
Quality
Governance
MSC is governed by community minded people who are
committed to enhancing the accessibility and availability of our
services. The Board ensures the organization maintains high
standards of accountability.
Page 161 of 251
Evolving to meet the needs of
our clients and community is our
daily mantra as we provide
services to our seniors and adults
with disabilities through this
current pandemic. We hold
steadfast in our commitment in
providing community support
services that assist in maintaining
our clients’ independence and
connectedness to our
community. This has been a
challenging year with the
Provincial Governments many
directives and orders to keep our
community safe during COVID-19.
Our Assisted Living in the
Community (ALCom) program
supports 50 high risk frail seniors
and adults with disabilities to live
independently in our
communities. The importance of
daily contact especially during this
pandemic, permitted our frontline
staff and volunteers to support
the physical and emotional
wellbeing of clients during this
time when family could not be
near through socialization and in-
home exercise visits.
A Telephone Reassurance
Program was created for clients
preferring phone calls. A
Volunteer would call and speak
with them at an agreed upon day
and time. The consensus is
unanimous that both benefit from
this interaction.
Our Meals on Wheels program
has grown exponentially during
this time-period. Nutritional
wellbeing has been a concern
during this pandemic for clients
who may not feel comfortable
going out to buy groceries. We
received various grants enabling
us to provide subsidies to lower
our meal prices.
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 6
H O M E S U P P O R T
Diana Handsaeme - Director of Home Support Services
We established partnerships
with other community leaders for
distribution of grocery gift cards
to low-income seniors and adults
with disabilities in our community.
The high demand for frozen
meals provided the opportunity to
work with three new local food
providers. Client satisfaction is
high in variety and taste of our
meals and the friendly volunteers
who deliver them. The Grocery
Buddy Program provides the
opportunity to work with a local
grocer for ordering and our
volunteers delivering groceries to
clients in our community.
The transportation program
received a second wheelchair van
from our funder. This supports
the increased demand for
wheelchair transportation. We
never stopped providing essential
medical drives for our clients.
Page 162 of 251
We participated in pilot projects
for transportation and transition
from hospital to home in
partnership with our funders and
other health care providers. The
opportunity for collaboration and
partnership with other
Community Support Services
organizations has been a positive
experience in operationalizing
these projects.
Southwestern Public Health
assists us in ensuring our
infection control practices support
our delivery of services in keeping
staff and clients safe. Foot Care
and housekeeping services are
examples of this. Our clients value
the assistance in maintaining their
homes, as well as enjoying good
foot health in the home and clinic
setting.
I admire the resilience,
commitment and support of our
Community Workers and
volunteers in ensuring our
services continue to our most
vulnerable populations during
COVID-19. They're our unsung
heroes who quietly go about their
business and are pillars in our
communities. It is a privilege and
honor to support and serve the
HOT Meals On Wheels volunteers gifted us approximately
1560 hrs for Tillsonburg, 1040 hrs for Norwich and 416 hrs
for Straffordville of their time per month.
Our Frozen Meal Program volunteers have gifted us 1040
hrs in the past year for delivery of frozen meals and 832
hours for picking up meals.
Since the Personal Shopper program began 6 months ago,
our volunteers have gifted us 70 hours of their time.
Grocery Buddy volunteers gifted us approximately 6 hrs
per week for transportation of goods.
HOME SUPPORT FACTS
15,283 Meals on Wheels Meals Delivered to 170 Clients
2954 Transportation Drives for 195 Clients
24,369 Assisted Living Hours to 61 Clients
1003 Homemaking Hours for 84 Clients
1754 Footcare Sessions for 470 Clients
VOLUNTEER NUMBERS
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 7
H O M E S U P P O R T
Diana Handsaeme - Director of Home Support Services
needs of our community. Our MSC
vision of building a Community of
inclusiveness, innovation and
independence together has been
demonstrated daily over the past
year, as we continue to look
optimistically to the future.
Page 163 of 251
The past year was one of
many ‘firsts’ for the MSC’s
Employment Services Team!
As in communities across
the country, we have
struggled with COVID- 19.
hosted the inaugural Oxford County
Virtual Job Fair with great success!
Together with area employers, we
also hosted virtual job information
sessions in order to reach area job
seekers. With the spotlight on virtual
experiences, the MSC has
responded to the needs of our
clients by offering a technology loan
program in order to ensure that
everyone has the opportunity to
participate in the job market.
The dedication and passion of the
Employment Services team has
been more evident than ever before
over the past year. We’ve gone the
extra mile to be available and
responsive, even when walk in
believes in walking beside our
clients.
Finally, our RBC Youth VIP
program has continued
throughout the pandemic, with
enthusiastic participation coming
from virtual locations across our
service area. Staff creatively
coordinated dinner delivery for
attendees and youth have
enjoyed a variety of guest
presentations and the
opportunity to connect with old
and new acquaintances.
Informative talks, engaging staff
and guests have made for a very
successful year of networking for
area youth. We’re here for you!
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 8
E M P L O Y M E N T
Jennifer Siple - Director of Employment Services (Acting)
Nonetheless, we responded
quickly, finding new ways to
provide support when it was
needed the most. Technology and
the adaptability of our team have
played the starring roles in the
transformation of service
provision that we’ve made. If
there has been a silver lining to
COVID, it would be the proficiency
our staff have developed in
providing remote and virtual
service.This has been a positive
outcome for the rural population
in our service area, and those
experiencing transportation
challenges.
In partnership with CES Oxford
and County Economic
Development offices, the MSC
service was not an option.
Our strong connections with
community resources have
ensured that staff have been
able to support the needs of
those who come to us, and
together we meet clients
where they are. The MSC
14 Employers updated the skills of 51 employees through the Canada-Ontario Job Grant
78% of our ES Assisted Service clients completed service with successful outcomes
81% successful outcomes for participants of Youth Job Connection & YJC Summer programs
66 Youth have attended 4 Get Connected Youth Network Events (funded by RBC)
Of our new ES Assisted Service intakes, 22% were under 30, 38% were 30-44 and 40% were 44 years & up
55 Employers have received Training Incentives for ES Job placements
63% of the Employers we worked with were those with 11-50 employees
EMPLOYMENT SERVICES FACTS
Page 164 of 251
Important activities included
creating secure electronic files,
email lists and accessible
resources. Assessment of students
and volunteers also adapted to
include detailed questions about
available devices, reliable internet
and/or support at home to use
technology. It has been a difficult
year for individuals living in remote,
rural areas lacking technology,
access to internet and at low skill
levels.
Program personnel worked on
securing a pool of loanable
devices, curated a Technology Tool
Chart to provide guidance to staff
and volunteers on acceptable
platforms and resources, and
developed an electronic lesson site
document. An exciting project for
the 2021-22 fiscal will be bar-
coding the materials in the Literacy
Library.
Improving technology skills and
capacity remains an important
component of both service delivery
and skills training. Support
organizations such as Literacy Link
South Central, AlphaPlus, ABC Life
Canada and Community Literacy
Ontario assisted sites with timely
information on resources and
training.
M U L T I S E R V I C E C E N T R E . C O M P A G E 0 9
L I T E R A C Y
Maureen Vandenberghe - Literacy & Basic Skills Coordinator
MSC’s LBS program ended the
fiscal year meeting all performance
targets except participant
numbers. The program continues
to measure high levels of Learner
Satisfaction and Suitability. A key
marker of program success is
student goal achievement – with
students reaching 63% of Learner
Progress markers (60% was the
target).
Instructors, volunteers, and
students utilized remote and
online delivery as much as
possible, book-ended by periods of
1-1 delivery with safety protocols in
place. The MSC Safety Plan created
a framework for program
personnel and students over the
course of the year with individuals
participating in required training
and signing Acknowledgement
Forms.
In a year marked by the concept
of ‘distancing,’ some types of
contact were increased. Weekly
online meetings between staff
members assisted transition
efforts. Volunteer tutors meet
online monthly and receive an e-
letter containing resources and
updated electronic lesson
materials.
Thank you to MSC Employment
Services and Fanshawe College for
their steady stream of referrals to
the program, instructors Sara
(Tillsonburg), Jennifer and Peter
(Woodstock), and the volunteer
tutors, for their dedication to the
students in the program.
84 Students accumulating 2,255
hours of contact
30 Volunteers totaling 511 hours
100% + customer satisfaction
50% were referred to other support
services
63% successful learner progress
(Target = 60%)
LITERACY FACTS
Page 165 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 0
F I N A N C I A L S
Chris Riley - Director of Operations
2020-21 Annual Operating
Budget: $4,746,702
Multi-Service Centre derives
89% of its funds through
provincial funding that includes
contracts with the Local Health
Integration Network (LHIN) and
Ministry of Labour, Training
and Skills Development
(MLTSD). These contracts
include several programs that
have very different client
eligibility, method of funding,
targets and reporting
requirements. In addition to
these contracts for client
services the MSC has revenue
from fees associated with
programs, grants, one-time
projects, municipal support,
donations and fundraising.
Page 166 of 251
20-day Wellness Challenge
Course Offering: Managing Mental Health During COVID-19
Regular DIY Challenges
“Quarantine” Cookbook with Staff Recipes
Participaction Big Move
Wellness Care Packages for Community Workers
2020/21 STAFF INITIATIVES
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 1
O U R T E A M
Jennifer Siple - Organizational Development Manager
The MSC is committed to fostering exceptional
people and teams. Despite the challenges of
remote work, we have maintained a healthy work-
life balance and supported team members in a
number of innovative and creative ways!
Over the past
year, staff had the
opportunity to
participate in
several health &
wellness initiatives
that helped to
improve our
connections with
one another, while
ensuring staff
safety. With a
comprehensive
COVID Safety Plan as our guide, MSC staff found
new and successful ways to engage with each
other and the community we serve.
As a community healthcare organization, the MSC
is fortunate to have had solid infection control
protocols in place prior to COVID that our home
support staff were all familiar with. Building upon
that, the Organizational Development department
created a COVID-19 Safety Plan that has guided
operations and detailed our protocols for all staff.
We reacted quickly
to the provincial lock
down with a Remote
Work Procedure
enabling staff to
work from home
safely while
maintaining business
continuity. We are so
proud of the way our
staff have all risen to
the challenge to
ensure that our
community continues to receive the health,
employment and literacy services they need! GO TEAM!GGGGOOOO TTTTEEEEAAAAMMMM!!!!GO TEAM!
Page 167 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 2
V O L U N T E E R S
"It's not how much we give, but how much love we put into
giving" - Mother Teresa
"I always look forward to meetings
with my tutor. She is always happy
and full of energy. I have learned a lot
about different words and can read
better now. I can also do more with
people in my life – like baking –
because I can understand the
instructions now. Even the grocery
store is easier. It has really helped
me." - Literacy Client
"Last week one client came
out before I got out to get his
meal and said thank you for
all you do. His attitude of
gratitude toward the people
who deliver his meals made
my day."
- Meals on Wheels Volunteer
Page 168 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 3
We thank you for your generous support and your desire to
help us succeed!
G R A N T S , D O N O R S &
S P O N S O R S H I P S
Merie Adams
Joan Adamson
John & Adele Armstrong
Dennis & Annette Arnold
Laurel Beechy
Francis J Bell
Stella Black
Georgette Bridle
Donald & Sharon Brinn
Bonnie Brown
Sharon Bruce
David Cartwright
Patricia Cherneski
Brian Columbia
Linda & Robert Dawson
Matthew Day
Annette Demaiter
Susan DeRoo
Dianne Desplenter
Ken & Cheryl Donais
Lorne Drury
Kathleen Ellis
Deborah France
Enid Geldart
Lisa Gilvesy
Jennifer Grant
Margaret Grant
Nancy Gucanin-Gazibaric
John Haldane
Theresa Hamilton
Philip Harris
Laura Hartley
Margaret Hawkins
Phyllis Helsdon
Michelle Hesch
Astrid Heye
Russ Hislop
Brent Hollister
Ron Huffman
Lovina Johnstone
Joachim Knauer
Lynne Lake
Richard & Josephine Laplante
Anna Lasanowski
John & Liz Lessif
Deb Losee
Shirley Macey
Mary Macleod
George Maechelbergh
Helen Manary
Jane Marshall
Richard McCabe
David McCleary
Margaret McCrimmon
Julie McLaughlin
Alice Moran
Sara Mueller
Victor Navickas
Page 169 of 251
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 4
G R A N T S , D O N O R S &
S P O N S O R S H I P S
Thank you for making a difference through your compassion
and generosity.
Karen Neal
Douglas & Sophia Nevill
Karen Ann Oke
Peter Oliveira
Carol Palmer
Carol Parker
Corine Petrochuk
Terry & Linda Pierce
Cheryl Porchak
Bill Pratt
Chris Riley
Valya Roberts
Allan Robson
Susan Saunders
Bob & Elaine Schelstraete
Joe Scherer
Margaret Smith
Peter Southwel
George Stock
Carolyn Tarek
Marilyn Truax
Roger Van Eenoo
Maureen Vandenberghe
Arjun Vellore
Darryl Verhoeve
Georgina Vincent
James Wallace
William Walls
Nancy Warren
Town of Tillsonburg
Township of Norwich
Norfolk County
Elgin County
Township of Southwest Oxford
United Way GrantOCSA Grant - Ontario Community
Support Program Emergency Relief and
Capacity Enhancement Funding
Nancy Warren
Ronald Webb
Joan (M.J.) Weston
Sheryl Williams
Janet Woynarski
Ann Zilkey
Bossy Nagy Group
Coward PharmaChoice
Dynamic Fluid Products Inc
ISW Systems
Lions Club Tillsonburg
Tillsonburg District Real Estate Board
Tillson Pizza
Page 170 of 251
Other Service Locations Include:
Tillsonburg Town Centre: 200 Broadway, 2nd Floor
Community Employment Services, Woodstock: 40 Metcalf
Norfolk Community Help Centre, Langton: 707 Norfolk Cty. Rd 28
M U L T I S E R V I C E C E N T R E . C O M P A G E 1 5
C O N T A C T I N F O
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: 96 Tillson Avenue
Tillsonburg ON N4G 3A1
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: 226-721-1114
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Page 171 of 251
EN KLOSLERGOODREDD
Supporting Growth.Providing Direction.
Chartered Professional Accountants
INDEPENDENT AUDITORS'REPORT
To the Members of the Board of:
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
Qualified Opinion
We have audited the accompanying financial statements of Tillsonburg &District Multi-Service Centre which comprise the
statement of financial position as at March 31,2020,statement of change in net assets,statement of operations and statement
of cash flows for the year then ended,and notes to the financial statements,including a summary of significant accounting
policies.
In our opinion,except for the possible effects of the matter described in the Basis for Qualified Opinion section of our report,the
accompanying financial statements present fairly,in all material respects,the financial position as at March 31,2020,and the
results of its operations and its cash flows for the year then ended in accordance with Canadian Accounting Standards for Not-
For-Profit Organizations.
Basis for Qualified Opinion
in common with many not-for-profit organizations,Tillsonburg &District Multi-Service Centre derives revenue in cash from
donations and fundraising,the completeness of which is not susceptible to satisfactory audit verification.Accordingly,verification of this revenue was limited to the amounts recorded in the records of Tillsonburg &District Multi-Service Centre.
Therefore,we were not able to determine whether any adjustments might be necessary to revenue and net assets.
We conducted our audit in accordance with Canadian generally accepted auditing standards.Our responsibilities under those
standards are further described in the Auditor's Responsibilities for the Audit of the Financial Statements section of our report.We are independent of Tillsonburg &District Multi-Service Centre in accordance with the ethical requirements that are relevant
to our audit of the financial statements in Canada,and we have fulfilled our other ethical responsibilities in accordance with
these requirements.We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our
qualified audit opinion.
Responsibilities of Management and Those Charged with Governance for the Financial Statements
Management is responsible for the preparation and fair presentation of the financial statements in accordance with Canadian
Accounting Standards for Not-for-Profit Organizations,and for such internal control as management determines is necessary to
enable the preparation of financial statements that are free from material misstatement,whether due to fraud or error.
In preparing the financial statements,management is responsible for assessing the entity's ability to continue as a going concern,
disclosing,as applicable,matters related to going concern and using the going concern basis of accounting unless managementeitherintendstoliquidateorceaseoperations,or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the financial reporting process.
Integrating Accounting,Advisory &Wealth Management Services goodcas.com
84 Colborne Street North,Simcoe,ON N3Y 3V1 38 Brock Street East,Tillsonburg,ON N4G 1Z5T519.426.5160 F 519.426.5174 T 519.842.4246 F 519.842.6656OurReportsandCertificatesareissuedontheunderstandingthatunlesstheyarereproducedintheirentirety,any summaries thereof,excerpts therefrom,or references thereto,shall be submitted to us for approval.
Page 172 of 251
Auditor's Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material
misstatement,whether due to fraud or error,and to issue an auditor's report that includes our opinion.Reasonable assurance is
a high level of assurance but is not a guarantee that an audit conducted in accordance with Canadian generally accepted auditing
standards will always detect a material misstatement when it exists.Misstatements can arise from fraud or error and are
considered material if,individually or in the aggregate,they could reasonably be expected to influence the economic decisions of
users taken on the basis of these financial statements.
As part of an audit in accordance with Canadian generally accepted auditing standards,we exercise professional judgment and
maintain professional skepticism throughout the audit.We also:
Identify and assess the risks of material misstatement of the financial statements,whether due to fraud or error,design
and perform audit procedures responsible to those risks,and obtain audit evidence that is sufficient and appropriate to
provide a basis for our opinion.The risk of not detecting a material misstatement resulting from fraud is higher than for
one resulting from error,as fraud may involve collusion,forgery,intentional omissions,misrepresentations,or the
override of internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are
appropriate in the circumstances,but not for the purpose of expressing an opinion on the effectiveness of internal
control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related
disclosures made by management.
Conclude on the appropriateness of management's use of the going concern basis of accounting and,based on the audit
evidence obtained,whether a material uncertainty exists related to events or conditions that may cast significant doubt
on the entity's ability to continue as a going concern.If we conclude that a material uncertainty exists,we are required
to draw attention in our auditor's report to the related disclosures in the financial statements or,if such disclosures are
inadequate,to modify our opinion.Our conclusions are based on the audit evidence obtained up to the date of our
auditor's report.However,future events or conditions may cause the entity to cease to continue as a going concern.
Evaluate the overall presentation,structure and content of the financial statements,including the disclosures,and
whether the financial statements represent the underlying transactions and events in a manner that achieves fair
presentation.
We communicate with those charged with governance regarding,among other matters,the planned scope and timing of the
audit and significant audit findings,including any significant deficiencies in internal control that we identify during our audit.
Good Redden Klocer LLP
CHARTERED PROFESSIONAL ACCOUNTANTS
Licensed Public Accountants
Tillsonburg,Ontario
July 27,2020
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF FINANCIAL POSITION
As at March 31,2020
(With comparative figures as at March 31,2019)
Operating Capital Reserve Total Total
Fund Fund Fund 2020 2019
ASSETS S S S S S
Cash
.717,043 50,000 622,305 1,389,348 1,145,628
Accounts receivable 72,865 --72,865 108,792
Total current assets 789,908 50,000 622,305 1,462,213 1,254,420
Long-term investments and receivables (note 3)93,915 311,000 713,784 1,118,699 1,110,858
Equipment (note 5)-3,392 -3,392 5,478
Total Assets 883,823 364,392 1,336,089 2,584,304 2,370,756
LIABILITIES AND FUND BALANCES
Accounts payable and accrued liabilities (note 4)570,118 --570,118 917,204
Deferred revenue (note 8)142,920 --142,920 88,079
Total current liabilities ,
713,038 --713,038 605,283
Fund Balances
Invested in property and equipment -3,392 -3,392 5,478
Invested in long-term investments -311,000 713,784 1,024,784 1,016,942
Internally restricted -50,000 622,305 672,305 515,844
Unrestricted 170,785 --170,785 227,209
Total fund balances -170,785 364,392 1,336,089 1,871,266 1,765,473
Total Liabilities and Fund Balances 883,823 364,392 1,336,089 2,584,304 2,370,756
Approved by:
SA
Page 174 of 251
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF OPERATIONS AND CHANGES IN FUND BALANCES
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019}
Operating Capital Reserve Mar.31 Mar.31
Fund Fund Fund 2020 2019
$$$$$
REVENUE /
Provincial funding 3,910,262 --3,910,262 3,916,667
Local government and other grants 68,281 --68,281 64,564
Donations and fundraising 16,883 --16,883 34,383
Client fees 190,694 --190,694 168,686
Program income 52,176 --52,176 89,915
Allocated administration 639,984 34,872 -674,856 644,328
Interest and miscellaneous income 42,882 1,177 16,982 61,041 24,506
Total revenue 4,921,162 36,049 16,982 4,974,193 4,943,049
\)
Page 175 of 251
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF OPERATIONS AND CHANGES IN FUND BALANCES
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
Operating Capital Reserve Mar.31 Mar.31
Fund Fund Fund 2020 2019
$$$$$
EXPENDITURES
Wages and benefits 2,752,529 --2,752,529 2,705,835
Travel 85,279 --85,279 50,897
Program expenses 955,971 --955,971 1,007,575
Office and administration 397,656 24 -397,680 409,150
Allocated administration 674,856 --674,856 644,328
Amortization of property and equipment -2,085 -2,085 2,409
Total expenditures 4,866,291 2,109 -4,868,400 4,820,194
Excess (Deficiency)of Revenue Over
Expenditures for the Year 54,871 33,940 16,982 105,793 122,855
Interfund Transfers,Net (111,294)(36,025)147,319 --
Change in Fund Balances
for the Year ‘(56,423)(2,085)164,301 105,793 122,855
Fund Balance,Beginning of Year 227,208 366,477 1,171,788 1,765,473 1,642,618
Fund Balance,End of Year 170,785 364,392 1,336,089 1,871,266 1,765,473
Page 176 of 251
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF OPERATIONS -OPERATING FUND
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019}
Mar.31 Mar.31
Schedule 1 Schedule 2 Schedule 3 2020 2019
$s $$$$
REVENUE
Provincial funding 2,161,449 1,748,813 -3,910,262 3,916,667
Local government and other grants -40,996 27,285 68,281 64,564
Donations and fundraising 16,299 -584 16,883 34,383
Client fees 190,694 --190,694 168,686
Program income 10,215 15 41,946 52,176 89,915
Allocated administration --639,984 639,984 609,456
Interest and miscellaneous income --42,882 42,882 9,166
Total revenue 2,378,657 1,789,824 752,681 4,921,162 4,892,837
EXPENDITURES .
Wages and benefits 1,437,725 812,402 502,402 2,752,529 2,705,834
Travel 82,126 2,627 526 85,279 50,897
Program expenses 281,553 513,105 161,313 955,971 1,007,575
Office and administration 232,157 131,930 33,569 397,656 409,108
Allocated administration 345,096 329,760 -674,856 644,328
Total expenditures 2,378,657 1,789,824 697,810 4,866,291 4,817,742
Excess (Deficiency)of Revenue Over
Expenditures for the Year --54,871 54,871 75,095
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
SCHEDULE 1
STATEMENT OF OPERATIONS -COMMUNITY SUPPORT SERVICES
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019}
South West Exercise Mar.31 Mar.31
LHIN Program 2020 2019
$$$
REVENUE
Provincial funding 2,089,965 71,484 2,161,449 1,766,965
Donations and fundraising 1,514 14,785 16,299 16,314
Client fees 190,694 -190,694 168,686
Program income 215 10,000 10,215 10,000
Total revenue 2,282,388 96,269 2,378,657 1,961,965
EXPENDITURES
Wages and benefits 1,341,456 96,269 1,437,725 1,300,151
Travel 82,126 -82,126 45,662
Program expenses 281,553 -281,553 119,361
Office and administration 232,157 -232,157 215,163
Allocated administration 345,096 -345,096 281,628
Total expenditures 2,282,388 96,269 2,378,657 1,961,965
Excess (Deficiency)of Revenue Over
Expenditures for the Year --:.
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
SCHEDULE 2
STATEMENT OF OPERATIONS -MTCU FUNDED PROGRAMS
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
Youth Literacy Basic Employment Vic/CAN/ON Mar.31 Mar.31
Job Link Skills Services YJICS Job Grant 2020 2019
$$$s $$$$s
REVENUE
Provincial funding -190,185 1,038,700 400,040 119,888 1,748,813 2,113,302
Local government and other grants --40,996 --40,996 33,831
Donations and fundraising ------1,225
Program income -16 ---45 -
Interest and miscellaneous income ------10
Total revenue -190,200 1,079,696 400,040 119,888 1,789,824 2,148,368
EXPENDITURES
Wages and benefits :-138,027 505,492 152,652 16,231 812,402 939,359
Travel -295 2,332 --2,627 4,697
Program expenses -6,507 224,916 180,723 100,959 §13,105 713,114
Office and administration -16,427 104,484 10,973 46 131,930 128,498
Allocated administration -28,944 242,472 55,692 2,652 329,760 362,700
Total expenditures :-190,200 1,079,696 400,040 119,888 1,789,824 2,148,368
Excess (Deficiency)of Revenue Over
Expenditures for the Year -------
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
SCHEDULE 3
STATEMENT OF OPERATIONS -ADMINISTRATION &OTHER PROGRAMS
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
VIP Mar.31 Mar,31
Admin Program 2020 2019
$$$$
REVENUE
;Provincial funding ---36,400Localgovernmentandothergrants22,432 4,853 27,285 30,733Donationsandfundraising584-584 16,844
Program income 41,946 -41,946 79,915Allocatedadministration639,984 -639,984 609,456interestandmiscellaneousincome42,882 -42,882 9,156
Total revenue 747,828 4,853 752,681 782,504
EXPENDITURES
Wages and benefits 502,402 -:
502,402 466,324
Travel 526 -526 538
Program expenses 159,663 1,650 161,313 175,100Officeandadministration30,366 3,203 33,569 65,447
Total expenditures 692,957 4,853 697,810 707,409
Excess (Deficiency)of Revenue Over
Expenditures for the Year 54,871 -54,871 75,095
S|“9-
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF CASH FLOWS
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
2020 2019
$$
Cash Flows from Operating Activities
Excess of revenue over expenditures for the year 105,794 122,853
Amortization 2,085 2,409
107,879 125,262
Changes in non-cash working capital accounts
Decrease (increase)in accounts receivable 35,927 (15,452)
Decrease (increase)in prepaid expenses and deposits -5,057
Increase (decrease)in accounts payable and accruals 52,914 (13,076)
Increase (decrease)in deferred revenue 54,841 14,486
Cash flows from (applied to)operating activities 251,561 116,277
Cash Flows from Investing Activities
Decrease (increase)in long-term investments and receivables (7,841)(7,842)
Increase in Cash During the Year 243,720 108,435
Cash at Beginning of Year 1,145,628 1,037,193
Cash at End of Year 1,389,348 1,145,628
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
1,NATURE OF OPERATIONS
The Tillsonburg &District Multi-Service Centre (the "Centre")was incorporated without share capital in 1977
under the Income Tax Act of Canada as a registered charity.The Centre is exempt from tax under section 149 of
the Income Tax Act.
The purpose ofthe Centre is:
(i)To provide and render employment,home support and adult basic literacy services to a primarily adult
resident population;
(ii)To establish and operate a centre for the organization and dissemination of social services throughout
the Town of Tillsonburg and its surrounding district;
(ili)To co-operate and.co-ordinate with all other social service agencies;and
(iv)To receive,acquire and hold gifts,donations,legacies and devises.
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
The Centre follows Canadian Accounting Standards for Not-for-Profit Organizations;significant aspects of the
accounting policies adopted are as follows:
(a)Fund Accounting
in order to ensure observance of limitations and restrictions placed on the use of the resources available to
the Tillsonburg &District Multi-Service Centre ("Centre"),the accounts are maintained in accordance with
the principles of "fund accounting".Under these principles,resources for various purposes are classified for
accounting and reporting purposes into funds that are in accordance with activities or objectives specified.
Separate accounts are maintained for each fund.
{i)Operating Fund
The Operating Fund of the Centre records amounts used for the day to day operations of the Centre and
also records the assets,liabilities and net surplus carried forward relating to ongoing operations.
(ii)Capital Fund
The Capital Fund reports assets,liabilities,revenue and expenditures related to the Centre's property and
equipment.
(iii)Reserve Fund
Money in the reserve funds have been set aside for future expenditures for building maintenance,other
capital additions and contingencies and is to be used as authorized by the Board.Interest generated by the
reserve fund is maintained in the account.
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
(b)Revenue Recognition
The Centre follows the restricted fund method of accounting for contributions.
Restricted contributions are recognized as revenue of the fund to which they relate in the year in which they
are received.Restricted contributions for which there is no corresponding restricted fund,are recognized in
the Operating Fund using the deferral method,whereby the contributions are deferred and brought into
income when the applicable expenses are incurred.
Unrestricted contributions are recognized as revenue of the Operating Fund in the year in which they are
received or become receivable if the amount to be received can be reasonably estimated and collection is
reasonably assured.
Investment income earned on resources of the Capital Fund and Reserve Fund is recognized as revenue of
those funds.Unrestricted investment income is recognized as revenue of the Operating Fund.
Program income and client fees are recognized as revenue in the Operating Fund when the service is
performed and the legal obligation to pay is created.
(c)Contributed Services
Volunteers contribute time each year to assist the Centre in carrying out its service delivery activities.
Because of the difficulty in determining the fair value contributed services are not recognized in the financial
statements.
(d)Government Assistance
Government grants and funding is recorded when there is reasonable assurance that the Centre has
complied with and will continue to comply with all necessary conditions to obtain the grants and funding.
Funding related to current expenditures is recognized in the current period determination of net income.
Funding related to expenses of future periods is deferred and amortized into income as related expenses are
incurred,or in accordance with the restricted fund method where a corresponding restricted fund is
presented.
(e)Income Taxes
As a registered charity,the Centre is exempt from Part |tax under paragraph 149(1)(f)of the Income Tax Act
(Canada).
(f)Allocated Administration
The Centre incurs administration costs that relate to the whole organization.These costs include human
resource costs for the executive director,business manager,accounting clerks,receptionists,as well as costs
for office supplies,equipment rental and staff development.These costs are allocated to the various
programs and departments using Ministry funding levels as an indicator of program activity,or when
identifiable,specific activities and resource consumption of the individual programs.
“p
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
2.SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
(g)Equipment
Equipment is recorded at cost and contributed capital assets are recorded at their fair market value at the
date of contribution.Capital assets funded through government programs or agencies are recorded at cost
and the corresponding revenue is deferred and amortized on the same basis as the asset.Ministry funding
received as outlined in lending agreements,is brought into income in the year received with the offsetting
capital purchase recorded as program expense.Ministry funded capital expenditures included in program
expense and Ministry funding was $113,391 in 2020 (2019 -Snil).
The equipment is amortized straight-line using the following rates:
Furniture 20 years
The Centre regularly reviews capital assets to eliminate obsolete items.Amortization is calculated at half the
normal annual rate in the year of acquisition;no amortization is recorded in the year of disposal.
(h)Financial Instruments
Financial instruments are recorded at fair value when acquired or issued.In subsequent periods,financial
assets with actively traded markets are reported at fair value,with any unrealized gains and losses reported
in income.All other financial instruments are reported at amortized cost,and tested for impairment at each
reporting date.Transaction costs on the acquisition,sale or issue of financial instruments are expensed
when incurred.
Financial instruments are comprised of accounts receivable,short and long-term investments and
receivables,accounts payable and accrued liabilities.All financial instruments in these financial statements
are subsequently carried at amortized cost.
(i)Jointly Controlled Enterprises
The Centre has elected to account for all such interests using the cost method.This applies to the
partnership interest in Tillsonburg Community Services Initiatives (TCSI).
(j)Measurement Uncertainty
The preparation of financial statements in conformity with Canadian Accounting Standards for Not-for-Profit
Organizations requires management to make estimates and assumption that affect the reported amount of
assets and liabilities,disclosure of contingent assets and liabilities at the date of the financial statements and
the reported amounts of revenues and expenses during the period.Such estimates are periodically reviewed
and any adjustments necessary are reported in earnings in the period in which they become known.Actual
results could differ from these estimates.The primary estimates made by management in these financial
statements relate to the useful lives of capital assets and accrued liabilities.
“p
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
3.LONG-TERM INVESTMENTS AND RECEIVABLES
2020 2019
Partnership Interest -related party
The Board approved an initial investment in Tillsonburg Community
Services Initiatives in partnership with Community Living Tillsonburg.
The investment is recorded at its original cost in accordance with the
cost method forjointly controlled enterprises.311,000 311,000
Loan Receivable -related party
The Board approved long-term financing to a related company,
Stonebridge Community Services (SCS).The loan was advanced to
fund start up costs.The loan bears cumulative interest at 1%payable
annually in December.There are no set terms of repayment and no
payments have been received in the last twelve month operating
period.655,000 655,000
Advance Receivable -related party
The Board approved a short-term advance to a related company,
Stonebridge Community Services (SCS).The amounts have been
advanced to fund operating needs and working capital
requirements.The loan bears cumulative interest at 1%payable
annually in December.There are no set terms of repayment and no
payments have been received in the last twelve month operating
period.93,915 93,915
Interest Receivable on SCS outstanding balances.58,784 50,943
1,118,699 1,110,858
4,GOVERNMENT REMITTANCES
Included in accounts payable and accrued liabilities are amounts for government remittances payable totaling
$34,209 (2019 -40,472).
5.EQUIPMENT
Accumulated
Cost Amortization 2020 2019
$$$$
Furniture 48,177 44,785 3,392 5,478
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Page 185 of 251
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
6.LEASE COMMITMENT
The Centre leases its premises located at 96 Tillson Avenue from Tillsonburg Community Services Initiatives.The
initial lease period ran for 15 years and expired July 31,2013.The Centre exercised its option to extend the lease
five years,ending July 31,2018.The organization has entered into a verbal agreement to extend the lease for
another 5 years.See note 7 -Related Party Transactions.
7.RELATED PARTY TRANSACTIONS
During the year the Centre paid rent for office space and storage of $61,902 (2019 -$61,248)to and received
administration fees of $12,000 (2019 -$12,000)from an organization in which they have a partnership interest,
Tillsonburg Community Services Initiatives (TCS!).The Centre,together with Community Living Tillsonburg
formed a partnership known as Tillsonburg Community Services Initiatives.This partnership is a non-profit
corporation established for the purpose of contracting,owning,operating,leasing and managing a building to
support community agencies.The initiative represents a jointly controlled enterprise for the Centre.These
transactions are in the normal course of operations and were measured at the exchange amount,being the
amount of consideration established and agreed to by the related parties.
During the year,the Centre made payments to Stonebridge Community Services (SCS)of $91,201 (2019 -
$85,261)for rent and $96,269 (2019 -$96,166)for exercise and falls prevention classes.The Centre charged SCS
revenue of $12,000 in administration fees (2019 -$12,000).SCS is a non-profit corporation related by common
board control.The purpose of SCS is to assist aged,ill or disabled persons by providing such services as
housekeeping,meal preparation,nursing and shopping assistance.The organization also assists needy persons
who are unemployed and low skilled by providing an employment training centre,counselling and education
programs.These transactions were in the normal course of operations and were measured at the exchange
amount,being the amount of consideration established and agreed to by the related parties.
The Centre periodically lends funds to SCS which are considered to be long term in nature with no set repayment
terms.The year end loan balance to SCS was $748,915 (2019 -$748,915),of which $93,915 has been classified as
an operating advance with the remaining portion considered a long-term loan financing.All amounts are
classified as long-term on these financial statements as there is no expectation of repayment within the next
operating period.
Interest accrues on these amounts annually at a rate of 1%per annum and is cumulative.Interest accrued and
receivable from SCS at year end is $50,942 (2018 -$43,101)and is included in long-term investments and
receivables;the amount is not expected to be collected within the next operating period.
Other related parties include management and governance for the Centre as they have the authority and
responsibility for planning,directing and controlling the activities.All transactions with management are in the
normal course of operations and are limited to salary and wages.There have been no transactions with directors
and officers during the period.No other amounts are outstanding from or due to related parties.
-15-
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TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31,2020
8.DEFERRED REVENUE AND SURPLUS FUNDS
Some of the programs which are offered by the Centre are funded on a different year end reporting basis than
the Centre.The deferred revenue represents the funds which have been received by the Centre,and which
relate to expenditures to be incurred subsequent to March 31,but for which no specific restricted fund has been
established.These funds will be matched against expenditures during a subsequent period.Any remaining
surplus in the government funded programs has been included in accounts payable and will either be returned to
the funding agency in the subsequent year,or used in a manner as prescribed by the funding agency and
amortized into income on that basis.
9.FINANCIAL INSTRUMENTS
The Centre is exposed to various risks through its financial instruments and has a comprehensive risk
management framework to monitor,evaluate and manage these risks.The following analysis provides
information about the Centre's risk exposure and concentration as of March 31,2020:
(a)Credit Risk
Credit risk arises from the potential that a counter party will fail to perform its obligations.The Centre
extends credit to its clients in the normal course of its operations.It carries out,on a continuing basis,credit
checks on its clients and maintains provisions for bad debts.The Centre has a significant number of clients
which minimizes the concentration of credit risk,and the most significant receivables are from the
government.
(b)Interest Rate Risk
Interest rate risk reflects the sensitivity of the Centre's financial condition to movements in interest rates.
The company receives interest on its investments based on the bank prime rate.These interest rates are
representative of current market rates for investments with similar terms,conditions and maturities.The
Centre does not carry any interest bearing debt.
10.ECONOMIC DEPENDENCE
The organization receives the majority of its revenue through various government ministries and its ability to
continue viable operations is dependent upon continued funding from the governments.The funding is based on
approved expenditure levels for each program as set out by agreements between the Ministry and the
organization.Any excess of revenue over expenditures subsidized by the Ministry can either be requested by the
Ministry to be returned or offset against future years'funding.
11.COMPARATIVE FIGURES
Certain of the prior year's balances have been reclassified to conform with the current year's presentation.
12.SUBSEQUENT EVENTS
In March 2020 the COVID-19 pandemic outbreak began disrupting commerce around the world.The Canadian
Government began limiting travel and encouraged self-isolation for those recently travelling or symptomatic.The
impact of COVID-19 on the company’s operational and financial performance will depend on certain
developments,including the duration and spread of the outbreak,impact on customers,employees and vendors
all of which are uncertain and cannot be predicted.At this point,the extent of which the COVID-19 may impactthefinancialconditionorresultsofoperationsisuncertain.
-16-
Page 187 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Tillsonburg Curling Club
Mailing Address
PO Box 72,
Tillsonburg ON N4G 4H3
Primary Contact Person: *
Diane Kleer
Primary Contact's
Phone Number: *
519-550-6581
Primary Contact's
Email Address *
kleerd@rogers.co
m
What is the purpose/mandate of your organization? *
The Tillsonburg Curling Club is not for profit sports facility in the town of Tillsonburg since 1954. The
club is a volunteer-based club offering the sport of curling for all ages to Tillsonburg and surrounding
areas.
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
Page 188 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$17,500.
Projected 2023 Grant Request Amount:
$
Projected 2024 Grant Request Amount:
$
Projected 2025 Grant Request Amount:
$
Why do you require funding and what will the funds be used for? *
The Tillsonburg Curling Club has suffered due to the lost revenue (closer) during the 2020-21 season
due to COVID. The club did open this season but there has been a decline in 64 memberships due to
curlers who are still nervous to enter an indoor facility. Decline memberships means loss revenue to the
club (membership fees, bar revenue). It also results in less bonspiel revenue because there is a small
pool of curlers to participate.
The board is working at marketing the club, trying to get the membership levels back to where they
were. We are also looking at ways to improve the facility, giving reluctant curlers the safety reassurance
they need. Currently there is no ventilation system within the club. We'd like to add an air quality system
to both the club's lounge/bar area and ice surface. A part of this project is to replace two exterior doors
on the ice that do not properly sealing.
To help reduce the club's overhead cost we would also like to replace the lighting within the club to CPX
LED flat panels.
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
We have not applied for any other source of funding. We are running a club fundraiser to try to generate
$2,000 to assist the club with our overhead costs.
Page 189 of 251
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 190 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
DB.1.pdf
573.3 KB
If you have additional information for Council's consideration, attach it here:
Which member(s) of your group will present your request at the Council meeting?
Diane Kleer, President, Board of Directors
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
Page 191 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 192 of 251
Our Reports and Certificates are issued on the understanding that unless they are reproduced in their entirety, any summaries thereof,
excerpts therefrom, or references thereto, shall be submitted to us for approval.
84 Colborne Street North, Simcoe, ON N3Y 3V1
T 519.426.5160 F 519.426.5174
38 Brock Street East, Tillsonburg, ON N4G 1Z5
T 519.842.4246 F 519.842.6656
goodcas.com
Chartered Professional Accountants
NOTICE TO READER
On the basis of information provided by management, we have compiled the statement of financial position for
the Tillsonburg Curling Club as at March 31, 2021 and the statements of operations and fund balances for the
year then ended. We have not performed an audit or a review engagement in respect of these financial
statements and, accordingly, we express no assurance thereon. Readers are cautioned that these statements
may not be appropriate for their purposes.
Good Redden Klosler LLP
_________________________________
CHARTERED PROFESSIONAL ACCOUNTANTS
Licensed Public Accountants
Tillsonburg, Ontario
May 5, 2021
Page 193 of 251
TILLSONBURG CURLING CLUB
STATEMENT OF FINANCIAL POSITION
As at March 31, 2021
(With comparative figures as at March 31, 2020)
(Unaudited - See Notice to Reader)
2021 2020
ASSETS $ $
Current Assets
Cash 77,430 50,420
Accounts receivable 1,700 -
HST recoverable 1,413 -
Inventory 2,343 3,388
Prepaid expenses 8,379 5,478
Total current assets 91,265 59,286
Property and Equipment - note 2 103,799 102,344
Total Assets 195,064 161,630
LIABILITIES AND FUND BALANCES
Current Liabilities
Accounts payable and accrued liabilities 2,499 4,710
HST payable -1,469
Deferred revenue 140 -
Total current liabilities 2,639 6,179
Long-Term Debt - note 3 40,000 -
Total Liabilities 42,639 6,179
Fund Balances
General fund 152,425 155,451
Total Liabilities and Fund Balances 195,064 161,630
Approved by: _____________________________
- 2 -
Page 194 of 251
TILLSONBURG CURLING CLUB
STATEMENT OF OPERATIONS AND CHANGES IN FUND BALANCES
For the year ended March 31, 2021
(With comparative figures for the year ended March 31, 2020)
(Unaudited - See Notice to Reader)
2021 2020
$ $
Revenue
Government subsidies 24,138 -
Fundraising, donations and miscellaneous 18,660 7,957
Membership dues 373 53,800
Equipment sales 50 924
Bar sales -39,830
Bonspiels -22,263
Rentals -3,593
Total revenue 43,221 128,367
Expenditures
Rink expenses 12,687 36,697
Utilities 7,837 16,466
Insurance 7,294 7,011
Amortization 6,728 7,302
Property tax 5,934 5,868
Professional fees 2,248 2,600
Repair and maintenance 1,158 11,316
Bank charges and interest 730 2,255
Administrative and office costs 635 1,954
Telephone 576 806
Licenses, dues and fees 333 2,463
Bar expenses 87 14,038
Wages and benefits -6,576
Grant expense -39
Equipment purchased for resale -1,732
Bonspiel expense -16,766
Total expenditures 46,247 133,889
Surplus (Deficiency) of Revenue over Expenditures (3,026)(5,522)
Fund Balance, Beginning of Year 155,451 160,973
Fund Balance, End of Year 152,425 155,451
- 3 -
Page 195 of 251
TILLSONBURG CURLING CLUB
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31, 2021
(Unaudited - See Notice to Reader)
1. SIGNIFICANT ACCOUNTING POLICIES
(a)Basis of Accounting
The Tillsonburg Curling Club follows the accrual basis of accounting which recognizes revenue as it
becomes available and measurable and expenditures as a result of the receipt of goods or services and the
creation of legal obligation to pay.
(b)Fund Accounting
In order to ensure observance of limitations and restrictions placed on the use of the resources available
to Tillsonburg Curling Club, the accounts are maintained in accordance with the principles of "fund
accounting". Under these principles, resources for various purposes are classified for accounting and
reporting purposes into funds that are in accordance with activities or objectives specified.
General Fund
The General Fund records amounts used for the day to day operations of the club and also records the
assets, liabilities and net surplus carried forward relating to ongoing operations. Any money which is not
restricted as to a specific use are recorded in the Operating Fund when received.
(c)Property and Equipment
Assets are recorded at acquisition cost and amortization is recorded on the declining balance basis using
the following annual rates:
Building 4%
Equipment 20%
Lounge 20%
Assets acquired during the year are amortized at 50% of their normal rates. No amortization is provided in
the year of disposal.
(d)Income Taxes
As a not-for-profit entity the Tillsonburg Curling Club is exempt from Part I tax under paragraph 149(1)(e)
of the Income Tax Act (Canada).
(e)Contributed Services
Volunteers often contribute time to assist the club with respect to various activities and functions.
Because of the difficulty in determining the fair value, contributed services are not recognized in the
financial statements.
(f)Use of Estimates
In the preparation of the financial statements estimates and assumptions are made which can effect the
amounts reported and note disclosures. The most significant estimate used by the organization relates to
the amortization rates for property, plant and equipment. The actual results may differ from these
estimates.
- 4 -
Page 196 of 251
TILLSONBURG CURLING CLUB
NOTES TO THE FINANCIAL STATEMENTS
For the year ended March 31, 2021
(Unaudited - See Notice to Reader)
2. PROPERTY AND EQUIPMENT
Accumulated
Cost Amortization 2021 2020
$ $ $ $
Land 10,055 -10,055 10,055
Building 155,406 76,028 79,378 74,331
Equipment 75,753 65,092 10,661 13,327
Lounge 59,126 55,421 3,705 4,631
300,340 196,541 103,799 102,344
3.LONG-TERM DEBT
2021 2020
$ $
Canadian Emergency Business Account (CEBA), bearing interest at
0%, due December, 2022. The disclosed amount is net of the
$20,000 forgivable portion.40,000 -
- 5 -
Page 197 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Tillsonburg Free Family Fishing Derby
Mailing Address
5 Adams Ave
Tillsonburg, Ontario
N4G4X3
Primary Contact Person: *
Mike Dean
Primary Contact's
Phone Number: *
5196880729
Primary Contact's
Email Address *
advanceauto1@bel
lnet.ca
What is the purpose/mandate of your organization? *
Tillsonburg Fishing Derby will be going into it's 8th annual Free Fishing derby is for families to come out
with NO COST to them and interact with
their children to enjoy fishing, the outdoors and our beautiful lake. Well also Learning about the
environment ,our town and fishing.
This event provides a great way to get outside, spend time with family and friends and getting away
from tv's, computers and phones.
This event if Free to all to attend with the exception of participates that want worms to use.
This event takes place the first Saturday in July.
Tillsonburg Fishing Derby is part of the Ontario Family Fishing events and Province wide opportunity for
Canadian Residents to fish without a
license.
*2020 and 2021 held its challenges with the Covid-19 pandemic, however the events still took place just
was an online process.
The Dean Family took event over when the Kiwanis Club closed and joined up with the Cops, Kids &
Canadian Tire events.
Page 198 of 251
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:Page 199 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$2500.00
Projected 2023 Grant Request Amount:
$2500.00
Projected 2024 Grant Request Amount:
$2500.00
Projected 2025 Grant Request Amount:
$2500.00
Why do you require funding and what will the funds be used for? *
to offset cost as this is a 100% free event for families and children.
Funds will be used to do up loot bags with items and every child who participates will receive one
Funds will be used to purchased prizes for each category for fish caught (i.e.: perch, catfish, bass -large
/small, trout, etc.), most accumulated, youngest fishers, oldest fisher (i.e.: pails, bags, fishing
poles/reels, tackle boxes, tackle kits, lures/bait, fishing tools(nets), coolers, lawn chairs, fishing apparel,
backpacks, etc.)
Funds also used to purchase larger draw prizes (i.e.: canoe, paddle boat, kayak, etc.)
Funds also would go to providing food and drink for all participates.
We also have to provide our own insurance for this event.
We also have expenses in flyers, posters, newspaper ad, road signs, etc.
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
Mike and Rosemary Dean & family
Advanced Automotive Repair & Towing
Jim McKibben
Co-Operators Tillsonburg
Canadian Tire Tillsonburg (no monetary ,just discount on fishing product to give away)
Kinsmen Club of Tillsonburg
**Cultural, Heritage and Award Committee 2019 gave funds
Page 200 of 251
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 201 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
fishing derby .docx
13.6 KB
If you have additional information for Council's consideration, attach it here:
Which member(s) of your group will present your request at the Council meeting?
Mike Dean
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
Page 202 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
Page 203 of 251
ON-LINE Fishing Derby EVENT
Expenses and Income Summary 2020
Expenses:
Advertising $50.85 newspaper
Flyers and Posters $ 56.50
Canadian Tire $ 443.98 (fishing poles, tackle boxes, tackle, etc.)
Dollarama $ 226.00 (fishing hooks and supplies for loots bags)
TSC $ 169.38 (t-shirts and hats)
Encore $ 113.00 blowup raft and lawn chair give away
Samko $ 248.50 (fishing related pails, games, books)
TOTAL: $ 1308.21
Income:
$1308.21 Mike & Rosemary Dean
ON-LINE Fishing Derby EVENT
Expenses and Income Summary 2021
Expenses:
Advertising $ 50.85 45.00 plus HST
Flyers and Posters $ 62.15 55 plus HST
Canadian Tire $ 898.95 (fishing poles, tackle boxes, tackle, coolers, emerg kits, life jacket, hats, etc.)
Dollarama $ 282.50 (fishing items and supplies for loots bags)
TSC $ 214.14 (lawn chairs, yeti cooler/cup)169.96 plus HST 22.09
Encore $ 135.58 Bighorn Float Chair 119.99 plus HST
Samko $ 361.03 (fishing themed pails, games, books, sandbox play sets, etc.)319.50 plus41.53
Encore $ 138.60 (2 kid’s bikes)110 plus 1430
Bryans Auction $113.00 (sunglasses with visor)
Covid Pkges $375.00 (hand sanitizers, masks, gloves) 150 x250
TOTAL: $ 2681.80
Income:
$1877.80 Mike & Rosemary Dean
$150.00 Jim McKibbon
$600.00 Otter Lodge #50
Page 204 of 251
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Tillsonburg Horticultural Society c/o 45 Hardy Avenue
Tillsonburg, ON N4G 3W9
Christine Nagy 519.688.9582
Our motto is "Beautification Through Education and Experience". When we are not in a pandemic, we hold 10 monthly
meetings (attendance averages 100 people per meeting) featuring guests who speak on a wide variety of horticultural
topics. There are 2 off-site events which are also horticulturally related. We organize a Junior Gardener program for
children ages 4 - 14, giving them seeds and plants at the beginning of the season so that they may experience the joys and
wonders of gardening. Normally, we have 2 - 3 bus tours and host a garden tour partnering with the Station Arts Centre.
859345472RR0001
✔
Page 205 of 251
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$2200 $2400
$2600 $3000
Given that we have not been able to hold various fundraising events over the past year, we ask the town to split the costs
of purchasing plants for the public spaces we plant, maintain and nurture.These spaces are:
Annandale House National Historic Site
Bert Newman Park
Royal Canadian Legion
Senior Centre Gardens
Station Arts Gardens
OMAFRA and the OHA (Ontario Horticultural Association) bestow grants. We have received donations from the Royal
Canadian Legion and from some of our members. We hosted an on-line "Spin the Wheel" fundraiser as well as organizing
3 small plant sales at Directors' homes.
✔
Page 206 of 251
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Christine Nagy
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Page 207 of 251
2022 Grant Application
The Tillsonburg Horticultural Society is asking that the Town of Tillsonburg share in the
budgeted costs of public garden beautification:
Garden Space Total Dollars THS Contribution Town
Contribution
Annandale National
Historic Site
$1,200.00 $600.00 $600.00
Bert Newman Park $1,200.00 $600.00 $600.00
Broadway Beautification $1,500.00 $750.00 $750.00
Royal Canadian Legion $500.00 $250.00 $250.00
Senior Centre Gardens $275.00 $275.00 $0
Station Arts Gardens $300.00 $300.00 $0
TOTAL: $4,975.00 $3,025.00 $2,200.00
Please note that these dollars cover purchased products only. They do not account for
the dozens of dollars of plants and seedlings donated by our members.
In 2021, volunteer hours contributed to these gardens was significant:
1,103 hours @ $14.00 min. wage = $15,442.00 labour.
Submitted by:
Christine Nagy, President
Tillsonburg Horticultural Society
Page 208 of 251
Tillsonburg Horticultural SocietyProfit & Loss Prev Year ComparisonNovember 2017 through October 2021Budget proposedNov '21-22 Nov '20 - 21Nov '19 - '20 Nov '18 - Oct 19 Nov '17 - Oct 18Ordinary Income/ExpenseIncomeAdministration IncomeConvention or Meeting Income 0.00112.50 262.50Town grant 2,800.00 2,800.00Gov. Grants (OMAFRA & OHA) 1,500.00 4,140.00 1500.001,500.00 2,370.98GST/HST Receivable 500.00 412.00 1352.341,397.23 1,678.37dinners 275.00Miscellaneous Income 18.82 1597.9936.00 19.00Planters for Businesses0.00 2,760.00Total Administration Income 4,800.00 $7,645.82 4450.333,045.73 7,090.85Bus Tours 6,000.00 100.008,925.00 8,535.00fund raiser 2,512.58DonationsMemorial Donations 25.00380.00 0.00Non Receipted Donations 500.00 912.001,106.75 1,240.65Receipted Donations 300.00 1,050.00 395.00100.00 835.00Returned honorariums 300.00200.00 200.00Total Donations 300.00 4,062.58 1632.001,786.75 2,275.65Donations-to Tillsonburg1,825.00 5,750.00Membership DuesJunior Gardeners 300.00829.00 592.30Lifetime Members7.00 6.00Regular Members 4,000.00 2,073.00 38603,189.00 3,354.00Speakers Dues0.00 3.00Total Membership Dues 4,300.00 2,073.00 3860.004,025.00 3,955.30Plant Auction (I)Plant Auction Income 5,000.00 2,856.00receipted donations0.00 75.00 Page 1 of 4Page 209 of 251
Budget proposedNov '21-22 Nov '20 - 21Nov '19 - '20 Nov '18 - Oct 19 Nov '17 - Oct 18Plant Auction Income - Other 190.0010,496.35 9,204.70Total Plant Auction Income 3,046.0010,496.35 9,279.70Total Plant Auction (I) 5,000.00 3,046.00 0.0010,496.35 9,279.70Summer Event - Workshop0.00 750.00Summer Event = Picard Tour2,490.00 0.00Summer garden tour 500.00772.81 404.55Total Income20,900.00 16,827.40 10042.3333,366.64 38,041.05Gross Profit 20,900.00 16,827.40 10042.3333,366.64 38,041.05ExpenseAdministrationBank Charges 50.00 28.00 50.9454.25 5.00Christmas GiftsFood bank donation 900.00750.00 600.00Christmas Gifts - Other 200.00 140.27 114.6895.00 100.00Total Christmas Gifts 200.00 140.27 1014.68845.00 700.00Convention or Meeting Expense 250.00 226.00 292.99512.27 484.97Donations200.0050.00 642.00Honourarium Trees0.00 678.00Honourariums 300.00 300.00 300.00200.00 200.00Office Suppliesspringfest55.94100.84 0.00Office Supplies - Other 500.00 12.75789.85 1,378.42Total Office Supplies 500.00 12.75 55.94890.69 1,378.42OHA Fees 1,000.00 731.40 1048.092,025.99 1,035.00Other Miscellaneous Expenses 122.04 82.440.00 28.18Postage and Delivery 100.00 296.31 197.25259.74 218.44Scholarship Award 750.00 750.00 750.00750.00 500.00Society Memberships180.00 154.00Total Administration 3,150.00 2,606.77 3992.335,767.94 6,024.01CommunicationPrinting 300.00 311.58314.38 343.41Tillogram539.55 575.07 Page 2 of 4Page 210 of 251
Budget proposedNov '21-22 Nov '20 - 21Nov '19 - '20 Nov '18 - Oct 19 Nov '17 - Oct 18Web Site 150.00 150.00 300.00140.00 115.00Total Communication 450.00 150.00 611.58993.93 1,033.48Plant Auction (E)Plant Auction Expenses 500.00 291.98 134.281,650.95 1,751.77Plant Auction Facility Rental 250.00234.53 241.54Total Plant Auction (E) 750.00 291.98 134.281,885.48 1,993.31Program ExpenseBus Tours 5,000.00 1163.975,261.62 7,010.46Flower & Photo Contest Prizes160.00 180.00Greeting Committee40.65 45.76Judging50.0050.00 100.00Junior Gardeners 1,000.00 979.981,535.51 1,429.01Scrapbooking16.97 32.76Summer Event BBQSummer Event -picard2,042.13 0.00Total Summer Event BBQ2,042.13 0.00Summer Garden Tour 300.00319.87 77.51Sunshine and Greetings33.30 41.20Tillsonburg Fair0.00 100.00Volunteer Recognition Awards18.30 0.00Total Program Expense 6,300.00 979.98 1213.979,478.35 9,016.70Reconciliation Discrepancies-0.06 0.00Society MeetingsDecember PotluckDecember Entertainment 300.00200.00 300.00Facility Rental for Potluck -167.45 391.61128.19 318.10Facilty rental for 2018101.75 162.44December Potluck - Other 1182.181,658.83 1,303.37Total December Potluck -167.45 1873.792,088.77 2,083.91Door Prizes 250.00 28.65 50.51276.04 217.21Facility Rental 1,200.00548.60 500.001,000.00 1,000.00Kitchen Expenses 31.67 37.70228.59 216.60 Page 3 of 4Page 211 of 251
Budget proposedNov '21-22 Nov '20 - 21Nov '19 - '20 Nov '18 - Oct 19 Nov '17 - Oct 18dinners 620.05Lifetime Members7.00 6.00Membership Speakers Dues0.00 3.00Printed Membership Cards236.17 0.00Speakers 2,000.00 1,524.22 660.561,240.60 1,150.00other 50.00Total Society Meetings 3,450.00 2,635.74 3122.565,077.17 4,676.72Summer Event - potluck0.00 938.33Summer Event - Workshop costs0.00 1,102.60Tillsonburg BeautificationAnnandale House Gardens 1,200.00 1,422.44 724.061,012.58 1,056.70Bert Newman Park 1,200.00 757.61 531.82901.78 1,288.92Broadway Beautification 1,500.00 1,500.00 750.00700.00 700.00Legion Gardens 500.00 282.69 175.08433.54 639.49mulch0.00 2,030.00Planters for businesses1,097.50 2,428.68Senior Center Gardens 275.00stone work1,738.53 0.00Senior Center Gardens - Other133.79 215.49Total Senior Center Gardens 275.00 71.17 43.731,872.32 215.49Station Arts Gardens 300.00 163.79 317.37334.36 429.32Tillsonburg Beautification - Other0.00 2,900.00Total Tillsonburg Beautification 4,975.004,197.702542.066,352.08 11,688.60Town of TillsonburgTown of Tillsonburg expenses1,825.00 5,750.00Total Town of Tillsonburg1,825.00 5,750.00Total Expense 19,075.00 10,862.17 11616.7831,379.89 42,223.75Net Ordinary Income 1,825.00 5,965.23 -1574.451,986.75 -4,182.70 Page 4 of 4Page 212 of 251
Tillsonburg Horticultural Society
Beautification Expenditures
Garden 2016 - 2020 2021 Total
Beautification
$’s
Volunteer
$’s @ Min
Wage
Beautification
$’s
Volunteer
$’s @ Min
Wage
Annandale
NHS
$5,633 $23,650 $1,422 $8,120 $38,825
Bert
Newman
Park
$2,722 $9,422 $758 $4,452 $17,354
Broadway
Street
$5,045 $1,197 $1,500 0 $7,742
Library
Lane
donated $1,068 0 $140 $1,208
Mulch for
Gardens
$2,030 0 0 0 $2,030
Royal
Canadian
Legion
$1,753 $3,942 $283 $1,120 $7,098
Senior
Centre
$2,734 $4,883 $71 $980 $8,668
Station
Arts
$2,188 $3,378 $164 $630 $6,360
Town of
Tillsonburg
(incl
Service
Club
Donations)
$16,560 0 0 0 $16,560
Trees $2,028
0 0 0 $2,028
Tulips For
150
$455 0 0 0 $455
TOTALS:
$41,148 $47,540 $4,198 $15,442 $108,328
Page 213 of 251
Nov '20 - Oct 21
Ordinary Income/Expense
Income
Administration Income
Gov. Grants (OMAFRA & OHA)
town grant 2,800.00
Gov. Grants (OMAFRA & OHA) - Other 4,140.00
Total Gov. Grants (OMAFRA & OHA)6,940.00
GST/HST Receivable 412.00
Miscellaneous Income
dinners 275.00
Miscellaneous Income - Other 18.82
Total Miscellaneous Income 293.82
Total Administration Income 7,645.82
Donations
Fundraiser 2,512.58
Junior Gardeners Donations 20.00
Non Receipted Donations 500.00
Receipted Donations 1,050.00
Total Donations 4,082.58
Membership Dues
Regular Members 2,073.00
Total Membership Dues 2,073.00
Plant Auction (I)
Plant Auction Income
receipted donations 2,856.00
Plant Auction Income - Other 190.00
Total Plant Auction Income 3,046.00
Total Plant Auction (I)3,046.00
Total Income 16,847.40
Gross Profit 16,847.40
Expense
Administration
Bank Charges 28.00
Christmas Gifts 140.27
Convention or Meeting Expense 226.00
Honourariums 300.00
Office Supplies 12.75
OHA Fees 731.40
Other Miscellaneous Expenses 122.04
Postage and Delivery 296.31
Scholarship Award 750.00
Total Administration 2,606.77
Communication
Web Site 150.00
Total Communication 150.00
Plant Auction (E)
Plant Auction Expenses 291.98
Total Plant Auction (E)291.98
3:53 PM Tillsonburg Horticultural Society
01/03/22 Profit & Loss
Cash Basis November 2020 through October 2021
Page 1
Page 214 of 251
Nov '20 - Oct 21
Program Expense
Junior Gardeners 979.98
Total Program Expense 979.98
Society Meetings
December Potluck
Facility Rental for Potluck -167.45
Total December Potluck -167.45
Door Prizes 28.65
Facility Rental 548.60
Kitchen Expenses
dinners 620.05
Kitchen Expenses - Other 31.67
Total Kitchen Expenses 651.72
Speakers
Portable Sound System 50.00
Speakers - Other 1,524.22
Total Speakers 1,574.22
Total Society Meetings 2,635.74
Tillsonburg Beautification
Annandale House Gardens 1,422.44
Bert Newman Park 757.61
Broadway Beautification 1,500.00
Legion Gardens 282.69
Senior Center Gardens 71.17
Station Arts Gardens 163.79
Total Tillsonburg Beautification 4,197.70
Total Expense 10,862.17
Net Ordinary Income 5,985.23
Other Income/Expense
Other Income
Interest Earned 0.00
Total Other Income 0.00
Net Other Income 0.00
Net Income 5,985.23
3:53 PM Tillsonburg Horticultural Society
01/03/22 Profit & Loss
Cash Basis November 2020 through October 2021
Page 2
Page 215 of 251
Nov '19 - Oct 20
Ordinary Income/Expense
Income
Administration Income
Gov. Grants (OMAFRA & OHA)1,500.00
GST/HST Receivable 1,352.34
Miscellaneous Income
House tour volunteers 500.00
Tillsonburg reimbursement 992.99
Miscellaneous Income - Other 105.00
Total Miscellaneous Income 1,597.99
Total Administration Income 4,450.33
Bus Tours 100.00
Donations
Memorial Donations 25.00
Non Receipted Donations 912.00
Receipted Donations 395.00
Returned honorariums 300.00
Total Donations 1,632.00
Membership Dues
Regular Members 3,860.00
Total Membership Dues 3,860.00
Total Income 10,042.33
Gross Profit 10,042.33
Expense
Administration
Bank Charges 50.94
Christmas Gifts
Food bank donation 900.00
Christmas Gifts - Other 114.68
Total Christmas Gifts 1,014.68
Convention or Meeting Expense 292.99
Donations 200.00
Honourariums 300.00
Office Supplies
springfest 55.94
Total Office Supplies 55.94
OHA Fees 1,048.09
Other Miscellaneous Expenses 82.44
Postage and Delivery 197.25
Scholarship Award 750.00
Total Administration 3,992.33
Communication
Printing 311.58
Web Site 300.00
Total Communication 611.58
Plant Auction (E)
Plant Auction Expenses 134.28
Total Plant Auction (E)134.28
3:54 PM Tillsonburg Horticultural Society
01/03/22 Profit & Loss
Cash Basis November 2019 through October 2020
Page 1
Page 216 of 251
Nov '19 - Oct 20
Program Expense
Bus Tours 1,163.97
Judging 50.00
Total Program Expense 1,213.97
Reconciliation Discrepancies 0.00
Society Meetings
December Potluck
December Entertainment 300.00
Facility Rental for Potluck 391.61
December Potluck - Other 1,182.18
Total December Potluck 1,873.79
Door Prizes 50.51
Facility Rental 500.00
Kitchen Expenses 37.70
Speakers 660.56
Total Society Meetings 3,122.56
Tillsonburg Beautification
Annandale House Gardens 724.06
Bert Newman Park 531.82
Broadway Beautification 750.00
Legion Gardens 175.08
Senior Center Gardens 43.73
Station Arts Gardens 317.37
Total Tillsonburg Beautification 2,542.06
Total Expense 11,616.78
Net Ordinary Income -1,574.45
Net Income -1,574.45
3:54 PM Tillsonburg Horticultural Society
01/03/22 Profit & Loss
Cash Basis November 2019 through October 2020
Page 2
Page 217 of 251
Community Grant Application - 2022
This form should be used by community groups requesting funds from the Town of
Tillsonburg during the annual Budget Process. The application deadline is November 30, 2021.
Please note that all groups will be required to present their application to Council on January 17, 2022, at
6:00 p.m. Each community group will have exactly 5 minutes to make a brief presentation and answer
questions from Council.
Organization Name *
Tillsonburg Tri-County Agricultural Society
Mailing Address
P.O. Box 43
Tillsonburg, Ontario
Canada
N4G4H3
Primary Contact Person: *
Rosemary Dean
Primary Contact's
Phone Number: *
5195500748
Primary Contact's
Email Address *
rosemary.dean.9@
gmail.com
Page 218 of 251
What is the purpose/mandate of your organization? *
The Tillsonburg Tri-County Agricultural Society is committed to offering a successful fair which
promotes, advances, and appreciates Tillsonburg’s history, agricultural heritage, provides education
about the role agriculture plays in life today, while providing youth with a hands-on experience. We also
continue to promote community development, and entertainment. We encourage appropriate use of our
facilities and strive to explore all avenues in which the fairgrounds can serve the educational and
entertainment needs of our community. The Tillsonburg Tri-County Agricultural Society presents an
opportunity for all members of our community, as well as neighboring communities, to exhibit their
creativity, skills, and hard work. We are happy to provide the youth of our community an event and venue
to showcase their talents through 4-H, homecraft exhibits and other means. The Tillsonburg Tri-County
Agricultural Society executive, directors and many volunteers welcome you and encourage you to enjoy
all aspects of the annual fair. We will continue to provide agricultural opportunities for all attendees,
meeting the interests and challenges of a changing world. The Tillsonburg Tri-County Agricultural
Society also is a place for an annual social gathering where family values will be honoured, and
individuals of all ages will be entertained and make memories to cherish.
Furthermore, the Tillsonburg Tri-County Agricultural Society will generate revenue via storage of
equipment and vehicles during the off-season; opening the food booth for events and craft show
venues; and looking at developing promotional activities to encourage off-season usage, as well as
other fund-raising endeavor's.
Which statement best describes your
organization?
Non-profit (not incorporated)
Non-profit (incorporated)
Registered charity
If you have a charitable number, enter it here:
Page 219 of 251
Grant Request Details
This section asks you to provide details on your 2022 grant request as well as your funding needs over the
next three years.
2022 Grant Request Amount: *
$20,000.00
Projected 2023 Grant Request Amount:
$20,000.00
Projected 2024 Grant Request Amount:
$20,000.00
Projected 2025 Grant Request Amount:
$20,000.00
Why do you require funding and what will the funds be used for? *
Looking for funding to help offset costs for Magical Midway (rides and games), demolition derby, kids
power wheel demolition derby, tractor pullers, ball hockey tournament, dog show, 80ft Ferris Wheel,
Magic/Illusionist shows (for all with a curious mind), exotic petting zoo, horse rides, comic con with
special quest appearances, monster truck show & ride truck, medieval Jousting show and a special
event to honor the 150th Incorporation of the Town of Tillsonburg.
Other Needs:
- Crystal Palace is still in need of fans or window options to help circulate air during the summer fair
days.
- Looking into misting tents
- Looking into commercial tents for vendors to be outside
Tell us about any other sources of funding for this project/program (if applicable). Include grants
from other levels of government, community groups, donations etc.
OMFRA Grant Chrissy''s
Catering
Agricultural & Horticultural Society Initiative Blake Family
Otter Lodge #50 Tburg Spring Home
& Rec Show
Salford Group
J&S Collision
Colour Code Collision
Advanced Automotive
Co-Operators
Horvath Auto
** We also raise money through food booth revenues, craft show events and providing winter vehicle
storage
Page 220 of 251
Has the Town of Tillsonburg granted funds to your organization in the past 3 years? *
Yes
No
Page 221 of 251
Other Information
This section asks for background information related to your request.
Financial Statements for prior two (2) years attached?
Yes
No
Attach files here
File Name
SB 2020.jpg
675.5 KB
2019-2020 FO.jpg
425.5 KB
2020-2021 FO.jpg
782.5 KB
If you have additional information for Council's consideration, attach it here:
Which member(s) of your group will present your request at the Council meeting?
Mike and or Rosemary Dean
Will you providing a Powerpoint presentation? *
No
Yes
Attach your Powerpoint presentation here or submit to clerks@tillsonburg.ca by January 5, 2022.
https://youtu.be/hAkLkohUSVI
Page 222 of 251
Thank You!
Your 2022 Grant Request Application is now complete.
If you have questions or concerns about this Grant Application please contact clerks@tillsonburg.ca or call
519.688.3009.
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Page 234 of 251
Page 1 of 3
Subject: 2020-2021 COVID-19 Impact Report
Report Number: FIN 22-03
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Budget Meeting
Meeting Date: Monday, January 17, 2022
RECOMMENDATION
THAT report FIN 22-03 2020-2021 Covid-19 Impact Report be received as information.
BACKGROUND
During budget deliberations, Council has discussed Covid-19 and its impact in relation
to the draft 2022 budget. This report is to provide additional information in reviewing the
actual costs incurred in 2020-21 in comparison to the
pre-Covid year of 2019.
DISCUSSION
Staff have previously reported that the 2021 budget
had reflected an approximate $715,759 Covid-19
impact by way of reduced revenues (less
recreational admission fees, fewer memberships,
reduced attendance at seasonal programs, fewer
transit riders, etc.) or increased expenditures
(masks, cleaning supplies and contractor costs,
etc.), as shown in the adjacent table.
As the majority of the impact has been in the
Recreation, Culture & Parks (RCP) Department, to
illustrate this impact Appendix A shows the change
in revenues between 2019 and 2021, being a
reduction of approximately $800K. The year 2019
represents the last year of regular activity that generated a standard level of revenues
from which we can compare the 2020 and 2021 revenues.
6 month
460 Rec - Programs (535,800)$
465 Rec - Bildg Maint (139,000)$
475 Museum (3,200)$
475 PPE (92.40)$
Complex PPE (1,170)$
Facilities PPE (24,000)$
Cemetery PPE (446)$
(703,263)$
Roads PPE (854)$
Fleet PPE (576)$
Water PPE (309)$
Hydro PPE -$
CSC PPE (395)$
Corp PPE (461)$
Fire PPE (802)$
(3,396)$
480 Transit (9,100)
(715,759)$
Covid Impact of…
Page 235 of 251
FIN 22-03
Page 2 of 3
Appendix A shows that over the same time period of reduced revenues in the RCP
budget of approximately $800K, expenses decreased by approximately $104K, for a net
increase to the levy of approximately $697K, which along with other smaller items came
to approximately $715K. The reference to this figure in the 2022 draft budget was to
indicate that such reduced revenues are continuing on, and thus reflected in the level of
revenues budgeted for 2022 (being similar to the 2021 levels, and not at the 2019-2020
regular revenue levels).
While staff have been diligent at controlling costs, the expense levels show that i t still
takes the same amount of staff to run programs whether we have full capacity or limited
capacity and if we are required to also manage COVID mandate changes, cleaning and
disinfecting between user groups, contacting/refunding/re -registering people, etc. the
staffing cost can be higher during COVID. Typically the number of participants is taken
into account for revenue, but if there are 2 or 20 participants, the need for an instructor
and the associated expense remains the same.
It should also be noted that while vaccine mandates are in place and that seems like it
might allow for higher capacities and increased revenue, we have found that those who
are unable to attend due to the vaccination requirements outweigh those who were now
more comfortable attending, and thus we see in the Actuals the reduced participation.
Staff will continue to be diligent in following Council direction to run as many programs
as possible with as few restrictions as possible (within the Provincial guidelines) so that
citizens continue to have opportunities to engage in the community.
As well, we have tracked a cost to the Town of $69K in 2021 for COVID related
supplies, partially offset from the revenue received ($123K) for the vaccine clinic costs
($74K). Further, the Town’s 2021 budget had $92K as Safe Restart funding, in addition
to receiving Recovery funding ($295K) and Safe Restart Transit funding ($8K).
CONSULTATION
Recreation, Culture and Parks Department was consulted for the COVID impacts.
Page 236 of 251
FIN 22-03
Page 3 of 3
FINANCIAL IMPACT/FUNDING SOURCE
Most of the funding received offsets existing costs, with the recovery funding of $295K
being the overage amount contributing to the Town’s year end position. The $715K
referenced in the draft budget presentation is not an additional $715K reduction in 2022,
but was to indicate that such reduced revenues are continuing on in 2022 as in 2021,
and thus reflected in the level of revenues budgeted for 2022 (being similar to the 2021
levels, and not at the 2019-2020 regular revenue levels).
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – N/A
Priority Project – N/A
ATTACHMENTS
Appendix A – RCP 2019 Actuals to 2022 Budget Figures
Page 237 of 251
2019 2020 2020 2021 2021 2022 2021 YTD vs
Actuals Budget Actuals Budget YTD Actuals Budget 2019 Actuals
Revenues
Grants 111,592 96,300 148,121 85,800 80,302 89,800 (31,290)
User Charges
3300 Misc Rev 52,118 39,700 35,967 30,300 21,413 30,300 (30,705)
3305 Admissions 72,519 74,100 16,882 57,100 62,559 52,200 (9,960)
3310 Fares 50,799 47,600 33,629 31,600 31,600 (50,799)
3315 Memberships 173,777 184,500 79,444 73,600 30,633 60,700 (143,144)
3320 Seasonal Rev 104,274 108,100 70,681 11,307 (92,967)
3325 Sports Fields Fees 21,921 27,500 4,105 27,500 13,678 27,500 (8,243)
3330 Youth Program Fees 224,561 250,500 68,198 99,400 91,439 67,400 (133,122)
3335 Adult Program Fees 52,583 69,200 29,384 23,000 12,475 21,800 (40,108)
3340 Summer Programs 75,570 85,000 (538)86,000 58,724 86,000 (16,846)
3350 Minor Hockey 208,168 200,900 112,969 6,138 (202,030)
3355 Figure Skating 47,271 71,400 40,287 9,903 (37,368)
3360 Programs 53,712 43,400 25,639 209,900 130,926 209,900 77,214
3375 F.A.R.E. Subsidy 15,000 24,358 24,358
3500 Rent Rev 260,326 247,500 183,054 298,400 228,199 297,200 (32,127)
3505 Merch Rev 909 1,000 190 400 265 400 (644)
3510 Concession Sales 33,630 29,800 6,371 23,800 15,157 22,800 (18,473)
3515 Vending Machines 8,289 9,000 1,139 1,000 1,000 (8,289)
3710 Prepaid on Account 917 (39) (16)(933)
Total User Charges 1,441,344 1,504,200 707,362 962,000 717,158 908,800 (724,186)
Other Revenue 61,001 70,000 29,462 21,100 9,135 20,600 (51,866)
Specified Revenue 14,247 6,107 14,296 49
Contribution from Reserves 23,632 3,500 24,785 30,300 30,300 44,000 6,668
Total Revenues 1,651,816 1,674,000 915,837 1,099,200 851,191 1,063,200 (800,625)
Expenditures
Labour 2,759,050 2,905,800 2,600,233 3,147,500 2,796,389 3,186,700 37,339
Purchases 1,185,985 1,179,300 989,843 1,253,900 1,105,830 1,321,700 (80,155)
Contracted Services 598,764 591,100 594,517 674,300 486,537 689,100 (112,227)
Contribution to Reserves 68,222 42,500 70,528 28,800 49,699 28,800 (18,523)
Interfunctional Adjustments 267,430 340,900 340,896 360,100 360,096 372,100 92,666
Debt Principal & Interest 722,750 721,600 722,363 697,600 699,693 702,200 (23,057)
Total Expenditures 5,602,201 5,781,200 5,318,380 6,162,200 5,498,244 6,300,600 (103,957)
Total Net Levy (3,950,385)(4,107,200)(4,402,543)(5,063,000)(4,647,053)(5,237,400)696,668
Page 238 of 251
Page 1 of 3
Subject: 2021 Year-End Financial Position Forecast
Report Number: FIN 22-04
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Budget Meeting
Meeting Date: Monday, January 17, 2022
RECOMMENDATION
THAT report FIN 22-04 2021 Year-End Financial Position Forecast be received as
information.
BACKGROUND
At its meeting of December 16, 2021, Council adopted the f ollowing resolution:
Resolution # 2021-572
Moved By: Councillor Gilvesy
Seconded By: Councillor Parker
THAT a year-end surplus or deficit number from the fourth quarter results be provided to
Council at the budget meeting to be held on January 17, 2022 or no later than the
Council meeting to be held on January 27, 2022.
This report is to provide Council a 2021 year-end financial position forecast.
DISCUSSION
It is noted that this year-end financial forecast is an estimate, and it is subject to change
based on the annual year-end processes of the Town, which are then audited to arrive
at audited financial statements that will have the audited year-end financial position.
The Town will still be processing 2021 invoices until early February, thus without
completing that process and the follow-up reconciliations and year-end process, this
means that we will not have completed the examination of the accounting policies,
practices, and controls to ensure that the financial position provided is accurate and can
be relied upon.
Page 239 of 251
FIN 22-04
Page 2 of 3
Departments have, however, provided estimates of their anticipated year-end financials
using their most reasonable expectation. As such, Appendix A is a summary of all
consolidated revenues and expenditures for each activity area, with a forecasted year-
end financial position of $573K as a surplus.
Overall, contributing factors to the forecasted surplus reported are strong pandemic
mitigation efforts implemented by Town staff which include part-time staffing
adjustments; training/workshops/conferences, heat-light-water, advertising and certain
subcontractor expense reductions; and reduced service levels to recreation programs
and facilities, museum and airport operations due to mandated closures or capacity
mitigations. Additionally, the Town’s 2021 budget had $92K as Safe Restart funding, but
the additional receipt of Recovery funding ($295K) and Safe Restart Transit funding
($8K) from the Province greatly assists with mitigating the financial strain resulting from
lost user-fee revenue sources.
The Appendix includes comments for each activity area as to main contributing factors.
Other questions or comments relative to each departmental activity area and forecasted
2021 financial position should be referred to the applicable members of the Senior
Leadership Team for commentary.
CONSULTATION
All departments were consulted and collaborated on the financial forecast indicated in
this report.
FINANCIAL IMPACT/FUNDING SOURCE
The Town’s 2021 financial external audit will take place in April-May timeframe, and
once completed, a subsequent report containing the draft financial statements and
surplus recommendation per the Town’s Surplus Allocation Policy will be provided for
Council review and approval.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Page 240 of 251
FIN 22-04
Page 3 of 3
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – N/A
Priority Project – N/A
ATTACHMENTS
Appendix A – 2021 Forecasted Year-End Financial Position
Page 241 of 251
2021 Forecasted Year‐End Financial PositionYear‐to‐date figures as of Jan 11, 2022Difference of Forecast vsBudget Year‐to‐Date YE Forecast Budget Comment100 Council380,300$ 352,328$ 363,249$ 17,051$ 105 Financial Services(183,900)$ (552,535)$ (509,821)$ 325,921$ Recovery funding ($295K)110 Corporate Services1,701,000$ 1,565,563$ 1,582,001$ 118,999$ Clinic (+$49K), 120 Customer Service Centre(119,600)$ (141,648)$ (82,844)$ (36,756)$ 180 Protection240,500$ 206,421$ 210,045$ 30,455$ PT staff savings190 Building‐$ (699,204)$ ‐$ ‐$ Any surplus/deficit is contributed/withdrawn to/from Building Reserve500 DCS(30,300)$ (37,789)$ (28,037)$ (2,263)$ 505 EcDev343,300$ 286,449$ 350,781$ (7,481)$ 150 Fire1,422,600$ 1,337,852$ 1,338,422$ 84,178$ Salary Gapping160 Police3,110,500$ 3,156,516$ 3,188,268$ (77,768)$ 130 Fleet(26,600)$ (83,203)$ (65,343)$ 38,743$ Reduced expenses due to lower usage of the fleet200 Op Admin244,300$ 246,180$ 248,156$ (3,856)$ Org chart change210 Engineering282,500$ 289,710$ 196,012$ 86,488$ Staff resignation ‐ Replacement 8 months later220 Public Works2,961,640$ 2,802,659$ 2,857,076$ 104,564$ Labour savings due to gap in staffing positions; variations in weather activities230 Parking‐$ (66,305)$ ‐$ ‐$ Any surplus/deficit is contributed/withdrawn to/from Parking Reserve240 Airport(4,000)$ (42,185)$ (6,221)$ 2,221$ 280 Solid Waste & Recycling169,200$ 316,983$ 221,051$ (51,851)$ No tippings fees charged due to COVID480 Transit Services172,800$ 152,668$ 152,668$ 20,132$ Expenditures for Inter‐community service offset from Provincial Grant300 Cem151,300$ 29,991$ 35,276$ 116,024$ More revenues in burials/Niches at Cemetery, held the line on purchase and contracted services to ensure year end savings450 Parks804,700$ 747,160$ 775,528$ 29,172$ Less Revenue from bookings, held the line on purchase and contracted services to ensure year end savings455 Community Events92,200$ 101,209$ 103,480$ (11,280)$ 460 Rec ‐ Programs1,086,200$ 1,064,446$ 1,103,752$ (17,552)$ Labour reductions and program revenue due to COVID but reduced spending to manage shortfall465 Rec ‐ Bldg Mtce2,796,300$ 2,500,128$ 2,650,661$ 145,639$ Room Rentals down due to COVID, Labour savings due to gapping467 EFC(54,600)$ (46,807)$ (46,807)$ (7,793)$ 475 Museum338,200$ 280,917$ 286,444$ 51,756$ Received approximately $9,000 more in grants, Leave kept vacant145 THI(140,000)$ (140,000)$ (140,000)$ ‐$ Flowthrough Hydro costs145 Enterprise Services(200,000)$ (198,594)$ (198,594)$ (1,406)$ THI Dividend, less costs for water heaters and sentinel lights600 Taxation(17,590,440)$ (17,210,069)$ (17,210,029)$ (380,411)$ W/O (‐$451K), Supps (+$190K)Transfer to Capital Budget2,051,900$ 1,920,498$ 2,051,900$ ‐$ Previous practice is for any capital surplus to go back into the respective capital reserves, unless the overall fiscal position is in a deficit2021 Forecasted YE Surplus/(Deficit)‐$ (1,860,661)$ (572,926)$ 572,926$ **If budget number if positive, that is a cost to the Town, so if forecast is less than budget, then difference is contribution to surplus, and vice versa across all linesPage 242 of 251
Page 1 of 6
Subject: 2022 Draft Budget Summary and Recommendations
Report Number: FIN 22-05
Department: Finance Department
Submitted by: Renato Pullia, Interim Director of Finance/Treasurer
Meeting Type: Council Budget Meeting
Meeting Date: Monday, January 17, 2022
RECOMMENDATION
THAT report FIN 22-05 2022 Draft Budget Summary and Recommendations Report be
received as information;
AND THAT the full OCIF amount of $458,678 be applied to capital project X74 Frances
St. Reconstruction;
AND THAT capital project X70 Salt Storage Construction be removed from the 2022
budget to be considered in the 2023 Budget;
AND THAT capital project X67 Connecting Link Hwy #3 Town portion of $72,300 be
funded from the Asset Management Reserve;
AND THAT an amount from the Tax Rate Stabilization Reserve be used to bring the
final tax rate increase to 1.99% for the 2022 budget.
BACKGROUND
This report is to provide Council with a summary of the draft budget arising from the
previous budget meetings, and to provide options for consideration for Council’s final
budget approval. Such options are presented from the perspective of Council’s ad opted
resolution #2021-528 “…to bring the budget in line with Option 3…”, taken as having a
tax rate impact of around 2%. Additional items with potential budget impacts, mainly
community grant requests and grant funding for the airport, are also taken into
consideration.
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DISCUSSION
Update to Original Option 3
First, there are some updates to the original Option 3 that was presented at the
November 29, 2021 budget meeting:
1. The original Option 3 had X72 2022 Sidewalk Connectivity Program removed,
but as was noted in FIN 21-38 report of Dec. 16th, the associated X64 Van Street
project should also be removed with X72, given the associated work between the
projects. That has an effect of reducing the capital by $25K.
2. The Additional Operating Savings section in the original Option 3 is
updated/corrected to total -$71,500 instead of -$91,500. That has an effect of
adding $20K in the Operating budget.
The net effect of the above is an adjusted Option 3 with a levy increase of 7.68%, a tax
rate change of 5.82% and an impact to the typical/median residential property of
$52.82.
The tax rate and impact to median property above is using MPAC data with the 2022
return roll, while the tax rates and median property impact in the original Options
presented in the budget were generated using OPTA (Online Property Tax Analysis
system) with the 2021 active roll (at the time, the 2022 return roll was not
available). Upon further review, this change from the original Option 3 tax rate change
figures is due to the difference in assessment between the two systems that had OPTA
utilizing a higher 2021 rate, hence it calculated a lower 2022 projected rate (the change
in tax rate was lower). To ensure data consistency, MPAC data will be utilized going
forward.
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Changes from Dec.16th Budget Meeting
Then, starting with an updated Option 3, the changes from Dec. 16 th, some of which
were already in the base budget and original Option 3, result in the following:
The net effect shown above of the Dec 16th changes is a levy increase to 7.93%, a tax
rate change of 6.07%, with an impact to the typical/median residential property of
$57.49.
Subsequent to the Dec. 16th budget meeting, the Town was advised of a change to its
OCIF allocation, from a budgeted $220,000 to $458,678. Of the options enquired as to
the use of the additional funding, Ministry of Infrastructure staff have confirmed that the
Kinsmen Bridge project, since it is a pedestrian bridge it unfortunately does not come
under the definition of core infrastructure under the OCIF Formula Component and its
rehabilitation or replacement would not be an eligible project under the program .
OCIF Utilization
It is proposed that the full OCIF of $458,678 be applied to eligible project X74 Frances
St. Reconstruction, the impact of which, calculated from the updated Option 3 plus the
Dec. 16th changes, would be as follows:
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FIN 22-05
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The net effect shown above is a levy reduction to 6.52%, a tax rate change of 4.68%,
with an impact to the typical/median residential property of $31.49.
Carry-Over Impacts
The 2022 budget is impacted by carry-over
items that should be considered when
finalizing the levy and tax rate change. The
table to the right shows 3 specific items: A
tax write-off transposition entry error of $180K
(entered as a revenue instead of an expense), that has an impact of $360K to adjust for
2022. As well, the 2021 budget included $92K of Safe Restart funding, which is not
included in 2022, and also the utilization of $150K from the Tax Rate Stabilizat ion
Reserve in 2021. These 3 factors combined represent 3.55% of the 6.52% increase to
the levy reflected above, meaning that outside of these factors, the levy increase is
2.97%. Thus, it would be recommended to leave the budget at this level to adjust for
these carry-over impacts, and not have such impacts affect future budgets.
Options for Additional Levy/Tax Rate Reductions
As options to achieving a target tax rate of around 2%, an additional $464,441 in
savings would be required, and the following are provided for consideration:
Amounts Levy Impact
W/O Transposition 360,000$ 2.12%
Safe Restart 92,000$ 0.54%
Tax Rate Reserve 150,000$ 0.88%
3.55%
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1. Postpone capital project X70 Salt Storage Construction to 2023. This has a
project cost of $475K, funded $75K by development charges and $400K by
taxes.
2. Fund capital project X67 Connecting Link Hwy #3 Town portion of $72,300 from
Asset Management Reserve. The balance of the funding of this $631,200 project
has been applied for Connecting Link funding, so if the funding is not received,
then there is no impact to the levy.
3. Utilize a portion of the forecasted 2021 surplus for the balance of the levy
reduction. Currently, that would be $64K, but given other factors indicated below,
Council may wish to wait to finalize this figure:
a. The grant requests for 2022 total $160,500, while only $51,500 has been
budgeted; and
b. The $50K grant from the County for the airport may not be received
Appendix A attached reflects a 2022 capital project listing with X74 showing the full
OCIF applied (highlighted in green), the beige highlighted projects are those that have
received pre-budget approval, the $400K highlighted in yellow is the X70 project, and
the blue highlighted $72,300 is the X67 Connecting Link project figure.
CONSULTATION
All Town departments were consulted on Option 3, and respective departments
consulted in the above proposed options.
Scenario 4, with additional recommendations to bring the Tax Rate to the 2% +- mark
Total Change in $Only changed consolidated figure 464,441$ Needed for 1.99%
Taxation 464,441$
2021 2022 Variance Variance
Revised with Savings Budget Budget $%
Consolidated Budget Requirement 16,950,400$ 17,590,893$ 640,493$ 3.78%
Total Operating Budget 14,898,500$ 15,833,634$ 935,134$ 6.28%
Total Asset Management 2,051,900$ 2,221,700$ 169,800$ 8.28%
Levy Change 640,493$ (18.84)$ Impact to Avg RT
RT Tax Rate 0.00804363 1.99%Tax Rate Change
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FINANCIAL IMPACT/FUNDING SOURCE
As noted in the report.
CORPORATE GOALS
How does this report support the corporate goals identified in the Community Strategic
Plan?
☐ Lifestyle and amenities
☒ Customer service, communication and engagement
☐ Business attraction, retention and expansion
☐ Community growth
☐ Connectivity and transportation
☐ Not Applicable
Does this report relate to a specific strategic direction or project identified in the
Community Strategic Plan? Please indicate section number and/or any priority projects
identified in the plan.
Goal – The Town of Tillsonburg will strive for excellence and accountability in
government, providing effective and efficient services, information, and opportunities to
shape municipal initiatives.
Strategic Direction – N/A
Priority Project – N/A
ATTACHMENTS
Appendix A – Consolidated Draft Capital Budget, Option 3 with other Options
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2022 Capital Project Listing ‐ New Projects (Draft)Projects That Remain in the Budget ‐ Option # 3, with full OCIF to X74 Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEMin FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves ‐ w/o Exemptions Reserves ‐ with Exemptions Debt Ranking Code #Project Listing110 Corporate ServicesAnnual IT replacement programX95(74,000) 74,000 ‐ 1A – Must do this year3‐ Regular replacement program‐ existing service levelComputer ReplacementsX9662,300 (62,300) ‐ 1A – Must do this year3‐ Regular replacement program‐ existing service levelCell Phone ReplacementsX978,000 (8,000) ‐ 2A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 110 Corporate Services (3,700) 74,000 ‐ ‐ ‐ (70,300) ‐ ‐ ‐ ‐ ‐ ‐ 130 Fleet‐ Replace Roads Unit #80 ‐ LoaderX88250,000 ‐ ‐ ‐ (250,000) ‐ 2A – Must do this year3‐ Regular replacement program‐ existing service levelReplace Roads Unit #63 ‐ Snowplow/SanderX87280,000 ‐ ‐ (280,000) ‐ 1A – Must do this year3‐ Regular replacement program‐ existing service levelReplace Roads Unit #203 ‐ Zero Turn MowerX8610,000 ‐ ‐ 10,000 3A – Must do this year3‐ Regular replacement program‐ existing service levelReplace Roads Unit #98 ‐ Trackless Flail Mower X8515,000 ‐ ‐ 15,000 5A – Must do this year3‐ Regular replacement program‐ existing service levelReplace Roads Unit #135 ‐ Trackless Boom FlailX8425,000 ‐ ‐ 25,000 6A – Must do this year3‐ Regular replacement program‐ existing service levelNew Sidewalk Plow for RoadsX83165,000 ‐ ‐ (165,000) 37,950 38,000 4A – Must do this year 4‐ Increased due to growth‐relatedTotal 130 Fleet 745,000 ‐ ‐ ‐ (280,000) (250,000) (165,000) 37,950 ‐ ‐ ‐ 88,000 150 FireH&S Tac Channel Recorder RadioX988,000 8,000 1A – Must do this year 2 ‐ Security/Risk Management/H&SPPE Bunker Gear R&RX9915,000 (8,800) 6,864 13,100 1A – Must do this year 2 ‐ Security/Risk Management/H&STech Rescue Equip R&R (Rope, CF, HZM, Water etc.)X9310,000 10,000 1A – Must do this year 2 ‐ Security/Risk Management/H&STotal 150 Fire 33,000 ‐ ‐ ‐ ‐ (8,800) 6,864 ‐ ‐ ‐ 31,100 210 EngineeringWoodcock and Pheasant DesignX8290,000 ‐ 90,000 4A – Must do this year3‐ Regular replacement program‐ existing service level3D Lidar – Manhole Condition AssessmentX8185,000 ‐ ‐ 85,000 1A – Must do this year 2 ‐ Security/Risk Management/H&SCranberry Rd DesignX79130,000 ‐ (91,200) 27,230 66,000 3A – Must do this year 4‐ Increased due to growth‐relatedTotal 210 Engineering 305,000 ‐ ‐ ‐ (91,200) 27,230 ‐ ‐ ‐ 241,000 220 Public WorksBeech Blvd and Stoney Creek Retaining Walls X76940,800 ‐ (294,000) (646,800) ‐ 1A – Must do this year 2 ‐ Security/Risk Management/H&SLindsay St ReconstructionX75541,200 (386,000) 155,200 2A – Must do this year3‐ Regular replacement program‐ existing service levelFrances St ReconstructionX74663,400 (458,678) 204,700 3A – Must do this year3‐ Regular replacement program‐ existing service level2022 Asphalt ProgramX73400,000 (400,000) ‐ 4A – Must do this year3‐ Regular replacement program‐ existing service levelSidewalk Inspection ProgramX7125,000 25,000 7A – Must do this year 1 ‐ Statutory/Legal requirementSalt Storage ConstructionX70475,000 (96,916) 22,291 400,400 6A – Must do this year 4‐ Increased due to growth‐relatedConnecting Link ‐Hwy #3 to Town limitsX67631,200 (558,900) (72,300) ‐ 9A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 220 Public Works 3,676,600 ‐ ‐ (2,097,578) (646,800) (72,300) (96,916) 22,291 ‐ ‐ ‐ 785,300 240 AirportTotal 240 Airport‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 250 Sanitary Sewers3D Lidar – Manhole Condition AssessmentX8185,000 (85,000) 1A – Must do this year 2 ‐ Security/Risk Management/H&SWoodcock and Pheasant DesignX8245,000 (45,000) 5A – Must do this year3‐ Regular replacement program‐ existing service levelLindsay St ReconstructionX75295,154 (295,154) ‐ 2A – Must do this year3‐ Regular replacement program‐ existing service levelFrances St ReconstructionX74361,802 (361,802) ‐ 3A – Must do this year3‐ Regular replacement program‐ existing service levelCranberry Rd DesignX7965,000 (65,000) 4A – Must do this year 4‐ Increased due to growth‐relatedStoney Creek Sanitary Retaining Walls‐ DesignX65109,901 (109,901) 6A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 250 Sanitary Sewers 961,856 (961,856) 260 Storm Sewers1Page 249 of 251
2022 Capital Project Listing ‐ New Projects (Draft)Projects That Remain in the Budget ‐ Option # 3, with full OCIF to X74 Project # Contribution Grants Grants Tax Supported Reserves DC DC Donations Miscellaneous User Pay Taxation Project Priority ITEMin FMW Expenditures to Reserves Oxford County Fed & Prov Debt Reserves ‐ w/o Exemptions Reserves ‐ with Exemptions Debt Ranking Code #Beech Blvd and Stoney Creek Retaining Walls X76235,200 ‐ (235,200) ‐ 1A – Must do this year3‐ Regular replacement program‐ existing service levelLindsay St ReconstructionX75266,200 266,200 2A – Must do this year3‐ Regular replacement program‐ existing service levelFrances St ReconstructionX74326,300 326,300 3A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 260 Storm Sewers 827,700 ‐ ‐ ‐ (235,200) ‐ ‐ ‐ ‐ ‐ 592,500 270 WaterWoodcock and Pheasant DesignX8245,000 (45,000) 4A – Must do this year3‐ Regular replacement program‐ existing service levelLindsay St ReconstructionX75416,375 (416,375) ‐ 1A – Must do this year3‐ Regular replacement program‐ existing service levelFrances St ReconstructionX74510,395 (510,395) ‐ 2A – Must do this year3‐ Regular replacement program‐ existing service levelCranberry Rd DesignX7965,000 (65,000) 3A – Must do this year 4‐ Increased due to growth‐relatedTotal 270 Water 1,036,771 (1,036,771) ‐ 300 CemeteryNew ColumbariumX4360,000 (60,000) ‐ 1A – Must do this year 4‐ Increased due to growth‐relatedTotal 300 Cemetery 60,000 ‐ ‐ ‐ ‐ (60,000) ‐ ‐ ‐ ‐ ‐ ‐ 450 ParksLibrary Lane Enhancement ‐ Design PhaseX6210,000 10,000 2A – Must do this year 2 ‐ Security/Risk Management/H&SCranberry Park Play StructureX6035,000 35,000 1A – Must do this year 4‐ Increased due to growth‐relatedTree Planting ProgramX5920,000 20,000 1A – Must do this year 6 ‐ Strategic initiative (approved by Council)Northcrest Estates Phase 2 ‐Park Design & ConstructionX57160,000 (160,000) ‐ 1A – Must do this year 4‐ Increased due to growth‐relatedTotal 450 Parks 225,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ (160,000) ‐ 65,000 460 ProgramsTotal 460 Programs465 FacilitiesHVAC General Repair/ReplacementsX5550,000 ‐ 50,000 1A – Must do this year3‐ Regular replacement program‐ existing service levelOPP Security Replacement Access SystemX5455,000 55,000 1A – Must do this year 2 ‐ Security/Risk Management/H&SGeneral Building Repairs & MaintenanceX5380,000 80,000 1A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 465 Facilities 185,000 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 185,000 475 MuseumSecurity Camera System ReplacementX4915,000 15,000 1A – Must do this year 2 ‐ Security/Risk Management/H&SBoiler ReplacementX4855,000 (27,100) 27,900 1A – Must do this year3‐ Regular replacement program‐ existing service levelAnnandale Slate Roof RepairsX4750,000 50,000 1A – Must do this year3‐ Regular replacement program‐ existing service levelTotal 475 Museum 120,000 ‐ ‐ ‐ (27,100) ‐ ‐ ‐ ‐ ‐ 92,900 480 TransitTotal 480 Transit Services‐ ‐ ‐ 505 Economic DevelopmentVIP Phase 2 ‐ Planning & DesignX9250,000 (50,000) ‐ 1A – Must do this year 6 ‐ Strategic initiative (approved by Council)Rokeby Rd ReconstructionX91400,000 (400,000) ‐ 1A – Must do this year 1 ‐ Statutory/Legal requirementWayfinding Signage X8983,649 (30,000) 53,600 1A – Must do this year 6 ‐ Strategic initiative (approved by Council)Total 505 Economic Development533,649 ‐ ‐ ‐ (480,000) ‐ ‐ ‐ ‐ ‐ 53,600 Total 8,705,876 74,000 (1,998,627) (2,097,578) (1,162,000) (959,700) (361,916) 94,335 ‐ (160,000) ‐ 2,134,400 2Page 250 of 251
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2022-005
A BY-LAW to confirm the proceedings of Council at its meeting held on January
17, 2022.
WHEREAS Section 5 (1) of the Municipal Act, 2001, as amended, provides that the
powers of a municipal corporation shall be exercised by its council;
AND WHEREAS Section 5 (3) of the Municipal Act, 2001, as amended, provides that
municipal powers shall be exercised by by-law;
AND WHEREAS it is deemed expedient that the proceedings of the Council of the
Town of Tillsonburg at this meeting be confirmed and adopted by by-law;
BE IT THEREFORE ENACTED by the Council of the Corporation of the Town of
Tillsonburg as follows:
1. All actions of the Council of The Corporation of the Town of Tillsonburg at its
meeting held on January 17, 2022, with respect to every report, motion, by-law, or
other action passed and taken by the Council, including the exercise of natural
person powers, are hereby adopted, ratified and confirmed as if all such
proceedings were expressly embodied in this or a separate by-law.
2. The Mayor and Clerk are authorized and directed to do all the things necessary to
give effect to the action of the Council of The Corporation of the Town of Tillsonburg
referred to in the preceding section.
3. The Mayor and the Clerk are authorized and directed to execute all documents
necessary in that behalf and to affix thereto the seal of The Corporation of the Town
of Tillsonburg.
4. That this By-Law shall come into force and take effect on the date it is passed.
READ A FIRST AND SECOND TIME THIS 17th DAY OF JANUARY, 2022.
READ A THIRD AND FINAL TIME AND PASSED THIS 17th DAY OF JANUARY,
2022.
_______________________________
MAYOR – Stephen Molnar
_______________________________
CLERK – Michelle Smibert
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