190919 BIA AGDTillsonburg Business Improvement Area
Board Meeting – Agenda - Thursday, September 19th, 2019
7:00 a.m. free breakfast; 7:30 a.m. meeting
Carriage Hall – 25 Brock St. E., Tillsonburg
1.CALL TO ORDER: Determine if a quorum is present. Time: __________
Members present: Members absent:
2.ADOPTION OF THE AGENDA:
moved by:___________________seconded by: __________________
3.DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
Note any disclosures:
________________________________________________________________
4.ADOPTION OF THE MINUTES from the board meeting of July 18th, 2019
(Attached)
moved by:___________________seconded by: __________________
And resolved that the minutes of the meeting of July 18th, 2019 be adopted.
5.DELEGATIONS: (15 minutes)
a)David Frei – Southridge Rendering – update on 2019 Façade Improvement
Program projects
b)Alex Piggott – Transit Co-ordinator, Town of Tillsonburg – transit update
6.TREASURER’S REPORT – D. Rasokas
a)July & August 2019 bank statements provided under separate cover.
b) Funds as of July 31st, 2019: CIBC $137,618.06; FirstOntario: $66,000 Total:
$203,618.06
c)Funds as of August 31st, 2019: CIBC $89,803.88; FirstOntario: $65,698.66
Total: $155,502.54
d)FIP cheque for $30,000 to VanRiesen/Pembleton for Brock Street (3 facades)
paid out 08/01/19.
e)Bookkeeper overpaid Rona in error by $4,000. Awaiting return of funds via
the Town of Tillsonburg.
7.2020 BUDGET: Each board member was provided with a budget binder with
detailed worksheets, financial documents and the business plan documents.
(Attached)
Proposed resolution #Sep-01-2020 Budget:
Moved by: _________________ and seconded by_____________________
And resolved that the BIA Board of Management hereby approves the proposed
2020 Budget with a levy requirement from the Town of Tillsonburg of $143,450
and total revenues of $301,561. The year-over-year levy increase is 4.9%
comprised of a 1.0% inflation factor and a 4% reserve. The actual net effect to
the average BIA member assessment is a decrease of 3.86% accounting for a
correction of errors and omissions with the 2018 assessment roll. The budget
includes the conversion of all contract staff to employees as at January 1st, 2020
and the conversion of the Events and Marketing Co-ordinator to full-time status
(40 hours per week) effective January 1st, 2020. The HR changes contained in
the budget will ensure compliance with CRA, MOL/Employment Standards Act &
other government legislation.
8.COUNTY OF OXFORD PLANNING REPORTS:
a)Hayhoe Homes –
i)Draft Plan of Subdivision & Zone Change, Town of Tillsonburg (SB 19-
06-7, ZN 7-19-10)
ii)FOLLOW-UP: The BIA is to provide comment and feedback if required.
9.EXECUTIVE DIRECTOR’S REPORT:
a)the ED has been working on the 2020 budget and business plans including
the necessary research, data mining and compilation of peer BIA best
practices
b)meeting with 2020 partner/sponsors to increase revenues
c)attended meetings with town staff on Canada Day debrief and 2020 planning;
d) attended meetings with the Turtlefest Committee for debriefing and 2020
planning.
e)active with monitoring and follow-up to all Façade Improvement Program
applications including attending final inspections for VanRiesen/Pembleton
(July 24); design presentation with VanDen Brink (July 26); rear façade
conversation with Cameron (July 29); David Frei and I visited Joseph’s
Furniture; PCS Computer
f) working with the Promotions Committee to develop AGM award categories
and nominations
10. 2020 BUDGET: The ED and EMC have been working diligently on the 2020
budget. The document draft was completed the week of September 9th. The
budget has several key structural components:
a) conversion of contract labour to employees: to be compliant with CRA and
mitigation of risk to the BIA Board of Management; including allocation for
health benefits & retirement plan and life insurance;
b) increase EMC to full-time status as of Jan 1, 2020 to effect heightened
promotional activity, stronger social media presence, BIA to take over 100%
control, planning and revenues for the Block Party, etc. The EMC & ED will
be working together to ensure the “other revenue” line of the budget is met or
exceeded.
c) Increasing all non-levy revenues to progressively reduce reliance on the levy
to 50% of total funding over the next 5 years;
d) Increase beautifications/FIP budget to fund one additional façade – either
front or rear for 2020;
e) also, as part of the 2020 budget process; a 10-year budget forecast has been
attached. The rationale for doing so is to prepare for new capital
expenditures; make modifications to the BIA boundaries; prepare for two
important town milestones in 2022 and 2025.
11. NEW BUSINESS:
a) Mike Christiaens from UFILL Water expressed a concern about the 2020
Oxford Street reconstruction process.
b) Revised meeting calendar for balance of 2019 (handout)
c) The ED and EMC will be updating the BIA Constitution for consideration at
the 2020 AGM.
d) FIP: request for approval of FIP application for W & J Cameron for 93-95
Broadway – Rear façade improvement for a total approved grant of $10,000:
Motion:
Moved by: ___________________ and Seconded
by:_________________________________
and resolved that the Board of Management of the Tillsonburg BIA approves
in principle, the grant application in the amount of $10,000 pending successful
construction and inspection(s) of said project.
12. ROUNDTABLE: at the discretion of the board members present
13. NEXT MEETING – Thursday, October 24th, 2019 at Carriage Hall – 7:00 am
breakfast, 7:30 am meeting
14. MOTION TO ADJOURN :
moved by:___________________ b. seconded by: __________________
Tillsonburg BIA - 2020 BIA Budget Financial Summary
Summary of
Revenues & Expenditures
2018
Actual
Audited
2019
Approved
Budget
2019
Projected
(forecast)
2020
Proposed
Budget
Revenues:
BIA Levy (requirement from taxation) 127,217 136,621 136,621 143,450
Town contribution to Façade Program 25,000 25,000 25,000 31,000
Other income & funding inc. SJS,
sponsorships, Turtlefest, banner program
3,525 13,264 19,137 59,220
HST rebate 13,111 15,000 20,063 14,336
Interest income 77 2,220 960 1,010
Rock Developments-Sobey’s agreement 2,500 2,500 2,500 2,500
Contribution from accumulated surplus 0 0 50,000 50,000
Total Revenues: 171,722 194,605 254,281 301,516
Levy as % of total revenues 74.1% 70.2% 53.7% 47.6%
Expenditures:
General, administrative + operations (including
payroll, office and day to day expenses) 29,593 84,673 84,377 125,691
Debt principle & interest 8,989 11,628 25,067 22,504
Debt P&I payment as a % of levy: 7.1% 8.5% 18.3% 17.6%
HST (1.76%) 100% of GST, 78% of PST 14,251 20,000 21,808 15,583
Capital, repair & special projects 6,734 500 15,978 35,000
Marketing, events & advertising
(includes cost of running events)
7,806 18,250 9,191 24,000
Façade Improvement Program 25,000 50,000 58,860* 62,000
Beautifications – plants, street furniture,
umbrellas, trees, waste containers
6,785 13,250 39,000 11,000
Capital reserve provision (*NEW) 0 0 0 2,869
Operating reserve provision (*NEW) 0 0 0 2,869
Total Expenditures: 94,158 194,605 254,281 301,516
Net Revenue/(Deficit) +77,564 0 0 0
Summary of Accumulated Surplus:
(cash based)
*timing of payment
for FIP projects
*final payment of
$4,495 due 03/31/20
from refinancing
Beginning Balance 106,284 192,783 220,345 170,345
Change in Accumulated Surplus +114,061 0 -50,000 -44,262
Ending Balance 220,345 192,783 170,345 126,083
2020 BIA Budget - key objectives:
1. To develop non-levy revenues through increased event, fundraising, sponsorships,
partnerships & other sources of funding:
a. Turtle-fest Block Party to be maximized as a revenue enhancement tool
b. Banner sponsorship programs: i.e. Exeter BIA program, table, umbrella ads
c. Initiate & implement leveled sponsorship programs similar to the Chamber of
Commerce to build long-lasting relationships for stability of funding.
d. Maximize available government funding programs including Summer Jobs
Service, OMAFRA, Digital Main-street, provincial programs, etc.
e. Increase the frequency and quality of all promotional/event activities
2. Implement tools to self-finance capital projects internally & via sponsorship offset:
a. Plan for annual reserves in all budgets going forward
b. Negotiate a 50/50 capital cost-sharing agreement with the town council
c. Prepare 5 & 10 year capital project list with identified funding sources
3. To be in compliance with CRA, Municipal Act, Town Code of Conduct:
a. Conversion of human resources to employee from contract
b. Drives ability for additional grant-funding opportunities (availability of
funding) & ensures adherence to the Employment Standards Act
c. Ensures integrity of the BIA operations and reduces risk
4. To invest in our strengths & building on the pro-activity & strengths of our people:
a. Retention of existing human resources is key our future success(es)
b. Increase the EMC to 1.0 FTE (funded internally)
c. Maintain 0.4 FTE for Spring/Summer/Fall student labour (funded externally)
d. Add seasonal co-op student for Marketing & Promotions (funded externally)
e. Provide medical, life, health and retirement benefits to FTE’s
f. Continue to recruit new Board Members to improve board efficacy
5. To providing the tools necessary to do the job & developing self-sufficiencies for self-
sustaining operational capabilities within the BIA organization:
a. Watering apparatus including tank, sprayer hose & truck mounts
b. Full-size, regular cab work truck – capital cost offset 100% by sponsorships
c. Graphic design hardware & software tools (new Mac for EMC)
d. Investment in FTE’s to ensure plan execution & to increase work output
6. Preparations to expand the BIA boundary for effect on January 1st, 2021
a. Work with the Town Clerk and Legislative Services Department on the necessary
steps required for a successful implementation plan
b. Implement a communications plan for said expansion
Other revenue breakdown:
Employment programs
Includes full-year allocation of part-
time student labour plus one co-op
horticultural student
Programs can be staggered or
stacked beginning with March break
2020 & Youth Job Connect
$12,500
Summer Job Service (SJS)
Youth Job Connect – (YJC)
Fanshawe/Guelph/Ridgetown
TVDSB co-op placements
Turtlefest VIP area tickets $5,000 100 tickets @ $50
All revenues to BIA
Turtlefest Block Party food
truck permits
$1,220 5 x $244
Revenue shared with Turtlefest Committee
Work truck sponsorship
(commensurate with purchase of
truck May 1, 2020)
$6,000 6 sponsors x $1,000
DeGroote-Hill, Garden Gate & 4 others
(for 5 years to cover debenture payments of
the work truck)
Leveled sponsorship
program
(similar to Chamber of Commerce)
$7,000 1 Gold sponsor - $1,500 = $1,500
2 Silver sponsors - $1,000 = $2,000
5 Bronze sponsors - $500 = $2,500
Media partner - $1,000 (1)
AGM Gala & Awards $5,000 100 tickets @ $50
Banner program
(similar to Exeter BIA)
$10,000 50 banners @ $200/each
Term: per year, per banner
Affiliate member program $5,000 20 @ $250
OMAFRA project funding $7,500 BIA will apply for various available program
funding.
*New event revenues TBD
Ideas:
Wine & Food Fest
Cruise Nights d/t
Indoor Farmer’s Market
Fashion Show(s)
$10,000
*not included in budget, will plan as
contingency to achieve “other revenue”
target
Totals: $59,220
2020 Budget introduction:
The context of which the 2020 budget was written and devised is critical to
understanding the details presented. Further to this, it is the job of management to
prepare the annual budget and for the board to review, discuss, provide feedback,
suggest changes and then approve the document prior to the required member
notification & presentation at the November AGM and finally, subsequent approval by
Town Council during their 2020 budget process.
The budget was compiled after reviewing the recent financial results, however, & more
importantly, it was critical in looking forward to the future & specifically, devising a
long-term forecast & plan towards 2030. At present, there is a high level of debt caused
by an inability to finance capital improvements internally. Also, other BIA’s notably
those in the City of Toronto, have a 50/50 cost-share plan with the city for all capital
improvements. It is the view of management that long term debt is too high given the
limited resources that the BIA has to pay such debt. One of the structural improvements
of having a longer-term financial view is that by the beginning of 2028, there will be no
long term debt if the BIA adopts the recommendations in this budget document.
The 2020 budget includes a 4% reserve - comprised of 2% for each of operating
and capital expenditures. Management also recommends including this allocation
annually as shown in the attached 10-year financial forecast. The primary benefit of
having an annual reserve calculation and plan, is that by 2028, there is no debt, there
will be a significant reserve in place for any/all capital spending that is required, and the
BIA can weather any period of economic difficulty or to deal with assessment rebates
due to members. There will also be no need to finance any type of debt going
forward due to the planning & reserve calculations included therein.
The BIA and Town of Tillsonburg should have a similar, if not identical policy of a
50/50 cost share for all BIA capital improvements. With direction from the board,
management will bring a resolution forward for consideration of adopting a policy for
the BIA with Town Council/Town of Tillsonburg.
The board has traditionally been an “operating board” vs. being a “governance board”.
This budget reflects the need to develop and implement the policies, procedures and an
updated constitution so that there is a sustainable platform for the BIA operations into
the longer term. Members of the board cannot and should not be expected to
perform day-to-day operational tasks of the BIA. As a point of reference, the
Uptown Waterloo BIA has gone through a similar transition during the past couple of
years.
Management has also undertaken a review of other BIA’s financial performance and one
key area where we are severely deficient, is the generation of revenue outside of the
municipal levy. To this end, management will be focused on developing sponsorships,
government funding, employment program revenues, monetization of the Turtlefest
Block Party, and where feasible; fully offset the cost of any new debt (i.e. work truck); via
100% cost recovery plan including external sponsorship(s).
Also, the board has a fiduciary responsibility to mitigate risk and to ensure compliance
with all applicable government legislation. To this end, the budget contemplates &
includes the conversion of all human resources to employees from contractors.
This ensures compliance with CRA, Ministry of Labour/ Employment Standards Act and
significantly improves access to government funding.
General & administration costs are forecast to increase by a change to the Events &
Marketing Co-ordinator to full-time status as of January 1st, 2020 in addition to
providing medical, dental and retirement benefits to both full-time employees. We are
in a digital marketplace with a heavy influence of social media. It is critical to have the
staff & team to focus on marketing & events. The budget contemplates the BIA taking
over the entire planning and operations of the Block Party to include a VIP area and to
maximize revenues for the BIA from this point forward. There is a separate tab for the
Human Resources Plan, which shows the net changes to FTE’s for 2020.
All capital items in the budget are financed internally other than the cost of the work
truck – which will be fully offset by direct sponsorships. Façade Improvement Program
funding is forecasted to be above budget in 2019 due to carryover projects from
previous years. There are outstanding FIP expenses from 2017 & 2018 from projects not
yet fully invoiced & paid with respect to Roka Billiards & Ronson’s Audio in addition to
the $30,000 payment for the old Prouse Furniture building on Brock St. E.
The is a separate tab in the budget binder for the Human Resources Plan, Capital
Expenditure (CAPEX) projects, current long term debt and supporting documents as well
as the proposed governance changes contemplated, new board directory and finally, the
2020 meeting schedule which includes the 2020 Annual General Meeting.
2020 Budget & Business plan key summary points:
1) Municipal levy increase to $143,450 or 4.9%; which is comprised of a 1% inflation factor
plus 4% reserve. See point #2 below.
2) Work with the town’s Revenue Manager to correct errors and omissions with the
assessment roll. This will equate to a net decrease per BIA member from $594 in 2019 to
$585 in 2020.
3) Increase non-levy revenues to $59,220 through sponsorships, government employment
programs, event sales/income, & other funding sources.
4) Increase the budget for FIP projects to 6 from 5 in anticipation of the roll-out of the rear-
façade improvement category including an inflationary adjustment.
5) Ask the Town of Tillsonburg to increase their FIP funding portion to $31,000 per annum
with a matching contribution by the BIA.
6) Developing virtually 100% internal BIA self-sufficiency with operations and maintenance
including watering, floral care and planning/implementation of all capital improvements.
7) The proposed debt required to pay for the work truck is offset by annual sponsorships.
8) The 2004 Broadway node/reconstruction debt is fully paid for as of 03/31/2020.
9) Implement monthly BIA programs and events like a fashion show in the mall; more
sidewalk sales; new website; new communication tools; new banner program; new
umbrella and table marketing materials, etc.
10) Conversion of all human resources to employees + provide medical, dental, life insurance
and retirement benefits to full-time staff.
11) Implement a change to the EMC position to salary from contract as well as full-time
status as of January 1st, 2020 @ $40,000 per year.
12) Convert the ED to salary from contract as of January 1st, 2020 @$52,500 per year.
13) Re-configure the existing office to create a new work-space for the EMC.
14) Build on the successful beautification plan by implementing all learnings and continuous
improvement tactics in subsequent years.
15) Develop and implement new branding and logo for the BIA.
16) Make full use of the Summer Job Service student employment program.
17) Implement leveled sponsorships (i.e. Chamber of Commerce), to add non-levy revenues.
18) Negotiate a revised Memorandum of Understanding (MOU) with the Town of Tillsonburg
to take effect early in 2020 including regular gross levy payments by by-law.
19) Prepare to expand the BIA boundaries for effect on January 1st, 2021.
BIA Human Resource Plan - Historical & 2020 budget
*FTE analysis detail (*FTE = full-time equivalent)
BIA Staff
Position:
2018
Actual
2019
Budget
2019
Actual
2020
Budget
Net
change:
Executive Director
0.25
1.0
1.0
1.0
n/c
Events & Marketing
Co-ordinator
0
0.25
0.3
1.0
+0.7
“Keep it Beautiful” &
seasonal student labour
0
0
0.4
1.0
+0.6
Co-op student
(horticulture)
0
0
0
.4
+0.4
Totals: 0.3 1.25 1.7 3.4 +1.7
History of total
net FTE change:
-1.1 FTE
+0.9 FTE
+0.5 FTE
+1.7 FTE
Notes:
1. Seasonal student & co-op student labour is funded externally to $1,000 per
person and can begin as early as March break 2020.
2. There was no Executive Director for most of 2018.
3. There were no Community Living costs for the “Keep it Beautiful” program
associated in 2018’s fiscal year.
4. The 2020 budget proposes external funding for 1.4 FTE’s.
Capital equipment & project list:
Priority: PRIORITY Item/equipment/project: How is it paid for?
1 2020 Silverado W/T
(sponsored: DeGroote-Hill, Garden Gate & 4 others)
Debentured, cost
recovered 100% for the
entire term of the
debenture (5 year term)
1 iMAC desktop & printer for EMC $4,000, funded internally
1 Purchase & installation of 6 additional heritage light
fixtures for Brock St. E & W to address lighting
concerns brought forward by BIA members
$11,250, funded internally
2 Broadway power upgrades
(Brock Street to Baldwin Street)
To facilitate proper, quiet and safe operation of food
trucks for special events
$4,000, may be sponsored
by THI & ERTH
Corporation & funded
internally
3 Watering apparatus for downtown plants/trees
This will allow for internal operational capabilities
$500, funded internally
may be sponsored by
Agrospray
4 Additional street furniture & replacement steel tables
to supplement existing capital assets and to replace
damaged/broken tables from 2019 weather events
$2,000, funded internally
5 Replacement LED sign panels
The existing sign technology is expensive to maintain
and is notoriously unreliable
$12,000, funded internally
Other items under consideration:
Downtown music system $4,000, may be sponsored
Wi-Fi re-implementation including hardware $6,000, may be sponsored
T-Go transit shelter for Tillsonburg Town Centre
The TTC is one of the main T-GO stops for both
routes.
$8,000, (cost-share offset
by some advertising
revenue)
Total: $35,000 (internal +$5,000
funded externally)
Downtown infrastructure upgrades & capital spending plan details:
1) Procure work truck to effect daily operations including watering, maintenance,
special event operations, moving of goods and services required for daily
operations of the BIA. At present, the BIA team is using personal vehicles for
bulky and awkward event, equipment and other items.
Purchase timing: May 1st, 2020.
2) Install new hydro connections on Broadway from Baldwin/Oxford northerly to
Brock Street including availability of 220v power for food trucks.
Operational target: Prior to Turtlefest 2020
3) Refurbish the Broadway plaza including removal of the hemlock trees to be
replaced by lower maintenance species and the potential installation of LED
lighting, overhead canopy & heritage fixtures – (funded internally, with town,
sponsorship & partner support).
Operational target: May 24th, 2020
4) In conjunction with T-Go; purchase of transit/bus shelter for the front of the
Tillsonburg Town Centre Mall
Operational target: January 1st, 2020
5) Re-implementation of WiFi system in conjunction with town and county.
6) Replace focal point signage panels which are technically obsolete/unreliable.
7) Installation and test of downtown music.
8) Begin replacement of glass-top tables with steel-inlayed types.
9) Equip the Events & Marketing Co-ordinator with MAC desktop, printer &
software.
Key 2019 BIA accomplishments:
1. Successful implementation of the beautification plan with learnings for 2020 and
beyond.
2. Planned and executed 6 additional events throughout the year.
3. 2020 budget planning completed in advance of end of calendar year including
approvals as required.
4. Strengthened the organization with addition of summer students
5. Completion of multi-year capital plan to 2030.
6. Completion of multi-year budget to 2030.
7. Strengthened the Board with 4 additional members.
8. Strengthened and added new members to all sub-committees.
9. Found zero cost storage for BIA assets at 79 Broadway (basement).
10. Reviewed, updated and improved assessment roll listing for BIA levy which had
several important errors.
11. Transition to a new financial institution.
12. Improved downtown cleanliness and aesthetics.
13. Successful Turtlefest Block Party.
14. Successful Canada Day activities.
15. Completed draft update for BIA constitution for approval at the AGM.
16. Worked with the Clerk’s Office to update BIA by-laws.
17. Sent numerous resolutions to Town Council for consideration and action.
10 YEAR FINANCIAL FORECAST:
Summary of
Revenues & Expenditures 2021
2022 2023 2024 2025
Revenues: 150th town
anniversary
200th settlement
anniversary
BIA Levy 150,100 157,600 165,500 173,750 182,450
Town contribution to FIP 31,000 31,000 32,000 32,000 32,000
Sponsorships, events & other
funding
60,000 80,000 57,000 58,000 60,000
HST rebate 16,907 20,001 17,100 17,442 21,088
Interest income 1,300 1,400 1,500 1,600 1,700
Rock Developments – Sobey’s
agreement
2,500 2,500 2,500 Agreement
expired
Agreement
expired
Contribution from surplus 0 20,000 0 0 30,000
Total Revenues: 261,807 317,501 275,600 282,792 377,850
Levy as % of total revenues 57.3% 51.7% 51.9% 52.3% 52.4%
Expenditures:
General & administrative 124,375 128,520 130,200 133,712 137,930
Debt principle & interest 20,423 20,046 19,669 19,297 12,914
HST (1.76%) 100% of GST,
78% of PST recoverable
18,377 20,631 18,587 18,958 22,004
Capital & special projects 7,500 20,000 10,000 20,000 30,000
Marketing, special events, &
general advertising
13,000 25,000 15,000 19,000 35,000
Façade Improv’t Program 62,000 62,000 64,000 64,000 64,000
Beautifications – plants, furniture,
umbrellas, trees, waste containers 10,000 30,000 12,500 22,000 50,000
Capital reserve (2% of levy) 3,066 3,152 3,310 3,475 3,649
Operating reserve (2% of levy) 3,066 3,152 3,310 3,475 3,649
Total Expenditures: 261,807 317,501 275,600 282,792 377,850
Net Revenue/(Deficit) 0 0 0 0 0
Summary of Accum’d Surplus:
Beginning Balance 126,083 132,215 118,519 125,139 132,089
Change in Accumulated Surplus +6,132 -13,696 +6,620 +6,950 -22,702
Ending Balance 132,215 118,519 125,139 132,089 109,387
10 YEAR FINANCIAL FORECAST CONTINUED……
Summary of
Revenues & Expenditures 2026 2027 2028 2029 2030
Revenues:
BIA Levy 191,575 195,406 199,315 203,300 207,366
Town contribution to Façade
Program
33,000 33,000 33,000 34,000 34,000
Sponsorships, events & other
funding
80,000 80,000 81,000 82,000 83,000
HST rebate 22,001 22,450 22,899 23,357 23,824
Interest income 1,800 1,900 2,000 2,125 2,300
Rock Developments – Sobey’s
agreement
Nil Nil Nil Nil Nil
Contribution from accum’d
surplus
0 0 0 0 0
Total Revenues: 328,376 332,756 338,214 344,782 350,490
Levy as % of total revenues 70.2% 57.3% 52.5% 58.8% 59.1
Expenditures:
General & administrative 140,689 143,502 146,375 149,300 152,286
Debt principle & interest 12,914 12,159 11,784 0 0
HST (1.76%) 100% of GST,
78% of PST recoverable
23,924 24,402 24,890 25,388 25,896
Capital & special projects 20,500 25,000 26,000 26,000 26,000
Marketing, events, & general
advertising
19,500 20,000 20,500 21,000 21,500
Façade Improv’t Program 66,000 66,000 66,000 68,000 68,000
Beautifications – plants,
furniture, umbrellas, trees,
waste containers
20,000 25,000 25,000 25,000 25,000
Capital reserve (2% of levy) 3,832 3,908 3,986 4,066 4,147
Operating reserve (2% of levy) 3,832 3,908 3,986 4,066 4,147
Total Expenditures: 311,191 323,879 328,521 322,820 326,976
Net Revenue/(Deficit) +17,185 +8,877 +9,693 +21,962 +23,514
Summary of Accumulated
Surplus:
Beginning Balance 109,387 134,236 154,929 168,594 198,688
Change in Accumulated Surplus +24,849 +16,693 +17,665 +30,094 +31,808
Ending Balance 134,236 154,929 168,594 198,688 230,496
Summary of long-term debt:
*Current balance as of September 1st, 2019:
Project: Financed by: Total
debenture:
Current
balance*:
Payment
frequency:
Final
payment:
2004
Broadway
reconstruction
(nodes)
TD Bank
London
$43,000
$8,880.78
Twice
annually
March 31,
2020
2018
heritage
streetlights &
LED
conversion
Infrastructure
Ontario
$115,000
$111,046.60
Twice
annually
December 3,
2028
Governance review & recommendations:
1. Meet with Town Clerk and Legislative Service Department for guidance on adherence to the
Ontario Municipal Act; Municipal Code of Conduct; & proper handling of the AGM.
Update: first meeting held on August 22nd.
2. Update the BIA Constitution for presentation and adoption at the AGM in November.
Status: In progress.
3. Develop a voting proxy for the AGM in increase/improve participation. Town Clerk to
provide suggestion(s). Status: In progress. Will report back to the board prior to the AGM for
action.
4. Invite the Clerk and Deputy Clerk as a delegation to a board meeting to review the BIA By-
law. Status: To be scheduled.
5. Update all BIA policies and procedures for presentation at the AGM in November.
Status: In progress.
6. Appoint an Independent Meeting Investigator. This should be a motion for adoption at the
AGM. Status: To be added to the AGM agenda.
7. The chart below outlines accountability and responsibility of the partners:
TASK
BIA
STAFF
BIA
BOARD
TOWN
CLERK
TOWN
COUNCIL
BIA
MEMBERSHIP
Developing the Human Resources Plan X
Approving the Human Resources Plan X
Developing the Annual Budget & Business Plan X
Approving the Annual Budget & Business Plan X X X
Recruiting new Board Members X X
Appointing & Approving New Board Members X
Preparing Operating Plans X
Approving Operating Plans X
Cheque signing authorities X X
Presentations to Town Council X X
Public Relations & Media Spokesperson X X
Posting minutes to the Town website X
Ensuring adherence to the Municipal Act X X X
Ensuring adherence to the
Town’s Code of Conduct
X X X
Board Member resignations X X
Running the Annual General Meeting (AGM) X X
2020 Marketing Introduction & Strategic Directions
The most important strategic imperative for 2020 is to increase the Events and
Marketing Co-ordinator to full-time status effective January 1st. This is critical as we
execute the following projects and events in 2020:
1. The BIA to take over full planning and operations of the Block Party.
2. The BIA will monetize the Block Party event to increase revenues.
3. The BIA will operate, itself, the VIP area including the sale of tickets.
4. Undertake a re-branding exercise including development of a new logo.
5. Invest in core marketing activities including:
a. Development of a proper & dynamic website
b. Strong management and execution of all social media channels.
c. Implement a “Shop Tillsonburg First” marketing campaign.
6. Liaise with OMAFRA & other government agencies to procure additional tourism & event
funding.
7. Run 12 monthly promotional events in addition to Turtlefest, Canada Day, Fitness Event,
Christmas Crawl & other seasonal promotions.
8. Increase the number of sidewalk sale events from 2 to 4 to cover off all of the seasons.
9. Adopt a version of the Exeter BIA banner revenue program for spring 2020.
10. Implement the tiered/leveled sponsorship program (Tillsonburg Chamber of Commerce).
11. Confirm 6 sponsors of the BIA work truck @$1,000 per annum, per sponsor.
12. Testing of Google and Facebook ads.
13. In conjunction with Rogers Community Television; continue the “Downtown Tillsonburg”
television show.
14. Continue to implement all best-practices from other BIA’s. BID’s and BIZ’s.
15. Implement regular blog posts for social media.
16. Create and post short videos to all social media channels.
By having a full-time resource in the marketing and promotions area will allow the BIA
to be more impactful throughout the year and to effect visible downtown events on a
more regular & predictable basis. There will be a reduced need to use radio, print,
newspaper or other media advertising as the EMC will be utilizing lower-cost digital
platforms. As listed above, there will be a testing of Google and Facebook ads which
will be evaluated for effectiveness. This will be at minimal cost.
Executive Director Salary Analysis – September 1st, 2019
Location: Title: Employer: Annual wage: Date of survey: Index to
market value:
Woodstock
BIA
Manager
City of
Woodstock
$47,000 +
benefits + pension
Current .63
Downtown
London BIA
Executive
Director
Downtown
London BIA
$101,000 +
benefits
Current 1.35
Milton
Downtown BIA
Executive
Director
Town of
Milton
$51,783 Current .69
London, ON
regional
survey
Executive
Director
Various: all
gov’t & non-
profit agencies
$74,701 +
bonus + benefits
Current n/a
Midland
BIA
Contract
Manager
Midland
BIA
$29,000
Part-time
January 1st, 2019 .58
Leamington
BIA
Contract
Manager
Leamington
BIA
$29,000
Part-time
January 1st, 2019 .58
Cobourg
BIA
Co-ordinator
Downtown
Town of
Cobourg
$42,000
37.5 hours/week
January 1st, 2019 .56
Kingston
Downtown BIA
Managing
Director
Downtown
Kingston BIA
$83,300 January 1st, 2019 1.12
Tillsonburg
BIA current
Executive
Director
Tillsonburg
BIA
$40,000
(contract)
December 3rd,
2018
.55
Tillsonburg
BIA proposed
for 2020
Executive
Director
Tillsonburg
BIA
$52,500
(salaried +
benefits/pension)
January 1st,
2020
.70
Tillsonburg Business Improvement Area
Board Meeting – MINUTES - Thursday, July 18th, 2019
7:30 am meeting – BIA Board Office – 20 Oxford Street, Tillsonburg
1. CALL TO ORDER: Determine if a quorum is present. Time: 7:38 am
QUORUM: YES
Members present: C. Tomico, M. Tedesco, C. Heutinck, C. Pepper, D. Gilvesy
Members absent: W. Cameron, D. Rasokas
Staff present: M. Renaud, Z. Corriveau, A. Cammaert, K. Slattery
2. ADOPTION OF THE AGENDA:
a. moved by: D. Gilvesy seconded by: M. Tedesco
“CARRIED”
3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE
THEREOF:
a. none declared by members present.
4. ADOPTION OF THE MINUTES from the special meeting of May 9th, 2019
a. moved by: M. Tedesco seconded by: C. Heutinck
“CARRIED”
5. ADOPTION OF THE MINUTES from the special meeting of May 14th, 2019
a. moved by: M. Tedesco seconded by: C. Heutinck
“CARRIED”
6. ADOPTION OF THE MINUTES from the meeting of June 20th, 2019
a. moved by: M. Tedesco seconded by: C. Heutinck
“CARRIED”
7. DELEGATIONS: Introduction of summer students Zachary Corriveau and Ashley
Cammaert by the ED. The ED asked the students how they were enjoying their
new responsibilities and stressed the importance of their efforts in keeping the
downtown clean, orderly and in excellent condition at all times.
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8. TREASURER’S REPORT – M. Renaud in absence of Treasurer D. Rasokas:
The ED reviewed the bank balances, financial statements for both June 2019
and 2019 year-to-date. There was a discussion of asking the town to send full
levy cheques vs. sending net amounts owed. This would allow the BIA
bookkeeper to better track income and expenses as the statements and
information from the town are not clear nor timely. There was a 2018
adjustment for debt principle and interest which occurred more than 180 days
after the end of the previous fiscal year. The ED distributed the financial
statements which are attached to these minutes.
9. COMMITTEE REPORTS:
a. Beautification: Very positive feedback continues. Some continuing push-
back from the militant smokers resulting in the Tillsonburg OPP being called
to deal with vandalism to the non-smoking signage, demarcation points and
damage to the hexagonal picnic table. The ED and mall staff relocated this
table back to the Staples parkette on Bridge Street the evening of July 9th.
The Rona umbrellas are not wearing well and are of poor quality particularly
with respect to the sewing of the corner pockets that hold the metal framing.
The ED will follow-up with Rona Head Office. The ED purchased 10
additional replacement umbrellas from Canadian Tire. They are of better
quality, with less moving parts, better sewed panel and overall good value.
b. Communications & Promotions/Report from Events and Marketing Co-
ordinator: K. Slattery gave the board an update via a computer presentation.
The presentation included all the metrics for social media platforms. All are
positive in terms of numbers, trends and interactions. Next sidewalk sales
days are scheduled for August in conjunction with the Tillsonburg Town
Centre Mall calendar. The EMC spoke about the new branding and proposed
colour schemes. New website is under development. C. Pepper spoke about
meeting with the EMC to discuss and develop the branding for the BIA so that
it is cohesive with the town’s new branding/messaging. The EMC also spoke
about “BIA Achievement Awards” which will be a key part of the upcoming
AGM in November. There will be a presentation as to what the awards will
be. This will be a key imperative to drive attendance at the AGM.
c. ED report: There was discussion of the failures of Staples Corporate and
their many issues to do with communication, invoicing, product quality and a
general lack of follow-up. The ED will keep the board apprised of the results.
Turtlefest: there was a lengthy discussion about the composition of the
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committee. D. Gilvesy spoke about the ED providing the board with a
resolution about asserting BIA influence with respect to how the committee is
run. There should be job descriptions for all key committee members on the
Turtlefest committee. Next year is the 10th anniversary of Turtlefest and it will
be an important milestone. The ED spoke about the resources required to
effect and improve execution of the event and the need to have the EMC as a
full-time staff person in 2020.
10. OTHER BUSINESS: The Chair brought forward an issue to deal with smoking
that had been forwarded by Councillor Rosehart. The ED spoke about the new
town bus routes being implemented on August 20th by BTS. There are several
permanent stops in the BIA Zone. The BIA will have a new monthly show on
Rogers TV. Mark Renaud (ED) and Karlee Slattery (EMC) will be the producers
of the show. We will keep the board informed. This will help disseminate the BIA
messaging on various. Follow-up to occur beginning next week with John
Payne, Rogers Community Television – Oxford County.
11. NEW BUSINESS & UPDATES:
a. There will be no board meeting in August. The next meeting is Thursday,
September 19th, 2019.
b. The Board Chair said he would respond to the correspondence sent to the
board by Councillor Chris Rosehart.
c. The ED and EMC will be sending out the draft budget for 2020 in advance of
the September board meeting. The board will need to formally pass the
budget no later than Thursday, October 24th, 2019 so that the BIA board staff
can send out the AGM meeting notices, documentation, budget and agenda
at least 3 weeks prior to the November 26th, 2019 AGM at Carriage Hall.
12. ROUNDTABLE:
13. NEXT MEETING – Thursday, September 19th, 2019 at Carriage Hall – 25 Brock
St. E. 7:00 am breakfast, 7:30 am meeting.
a. moved by: D. Gilvesy b. seconded by: C. Heutinck 9:12 a.m.
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