210118 Budget Council Meeting AgendaThe Corporation of the Town of Tillsonburg
Council Budget Meeting
AGENDA
Monday, January 18, 2021
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 18, 2021, be
adopted.
3.Moment of Silence
4.Disclosures of Pecuniary Interest and the General Nature Thereof
5.Adoption of Council Minutes of Previous Meeting
6.Finance
2021 Community Budget Request Summary
6.1.Big Brother Big Sisters of Ingersoll, Tillsonburg and Area
Representative: Kristen Ralph, Executive Director
6.2.Youth Unlimited (Upper Deck Youth Centre)
Representative: Rayburn Lansdell
6.3.Tillsonburg and District Multi-Service Centre
Representative: Kathryn Leatherland
6.4.Lake Lisgar Revitalization Committee
Representatives: Frank Kempf and Joan Weston
6.5.Tillsonburg Horticultural Society
Representative: Christine Nagy
6.6.Theatre Tillsonburg
Representatives: Chris Van Gulck and Karen Tripp
6.7.Junior Acheivement SW Ontario
Representative: Melissa Derbyshire
6.8.Tillsonburg Turtlefest
Representative: Mark Renaud
Proposed Resolution #2
Moved By: ________________
Seconded By: ________________
THAT Council has received applications for grant funding from various community
groups during the 2021 budget sessions;
AND THAT the following groups are awarded the following dollar amounts:
1. Big Brothers Big Sisters Tillsonburg $______;
2. Youth Unlimited (Upper Deck Youth Centre) $______;
3. Tillsonburg and District Multi-Service Centre $______;
4. Lake Lisgar Revitalization Committee $______;
5. Tillsonburg Horticultural Society $______;
6. Theatre Tillsonburg $______;
7. Junior Acheivement SW Ontario $______;
8. Tillsonburg Turtlefest $______;
9. Tillsonburg Cultural Advisory Committee $______;
10. Tillsonburg Santa Claus Parade $______;
11. Family Day Committee $______;
7.Motions/Notice of Motions
8.Confirm Proceedings By-law
Proposed Resolution #3
Moved By: ________________
Seconded By: ________________
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THAT By-Law 2021-007, to Confirm the Proceedings of Council at its regular meeting and
budget meeting held on January 18, 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.
9.Adjournment
Proposed Resolution #4
Moved By: ________________
Seconded By: ________________
THAT the Council Budget meeting of January 18, 2021 be adjourned at ____ p.m.
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Big Brothers Big Sisters of Oxford CountyYouth Unlimited YFC TillsonburgTillsonburg & District Multi-Service CentreSummary of purpose/mandate of your groupAt Big Brothers Big Sisters, our mission is to enable life-changing mentoring relationships to ignite the power and potential of young people. Our vision is that all young people realize their full potential.We are committed to helping youth develop wholistcally by offering programs and developing relationships that nurture the whole person – physically, mentally, emotionally, socially and spiritually. We see the hope and potential in every young person! 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 73 staff and 125 volunteers, governed by a volunteer Board of Directors. Last year we supported 2,366 residents from Tillsonburg.2021 Budget Request $4,000$5,000$10,000Has the Town Granted funds in the past 3 years?$3,000 in 2018, 2019 and 2020$2,000 in 2018$2,500 in 2019 and 2020$10,000 in 2018, 2019 and 2020Grant Requests2020 has been a challenging year for everyone, including charities and social services who have seen an increase in requests for service and an increased need for positive connections. Big Brothers Big Sisters is one of the few youth serving organizations that can continue to operate through any mandated closures and restrictions because our matches can connect in many ways. We know that restrictions and social distancing will be the new normal for some time and we are in a position to provide young people with access to positive mentors who will:1. Promote social inclusion by:a. meeting "face-to-face" with their mentee through online platforms.2. Protect mental health and wellness by:a. communicating with their mentees about mental health concerns.b. building new routines with their mentees that provide a sense of stability.3. Support learning and educational engagement by:a. creating and engaging mentees in virtual activities that provide cognitive stimulation.What will funds be used for?The first $2,000 is for one month’s operational expense of the Upper Deck facility including utilities, facility maintenance, phone, taxes, and insurance. The Town has been one of several annual sponsors covering one month in the year of these operational expenses. The remaining $3,000 reflects our annual tax expense and we would like to have this amount granted back to the Upper Deck to use specifically to assist in covering the cost to renovate the washrooms. Many improvements have been made on the facility over the past 2-3 years, and the washrooms could use a major makeover. Not a particularly attractive request, but a space we’re all glad to have available when nature calls!MSC programs receive base funding annually from two provincial government ministries. However, the agency must raise community support every year in order to meet program needs. Technology literacy is more important than ever as many services are offered virtually as a result from COVID-19. The MSC would like to establish a small lap top lending library for clients who do not have their own device so they can continue to make progress towards their literacy and employment training goals. Many employers are asking for skills operating other devices such as iPad and Chromebook. The MSC needs to purchase these tools so its clients can participate in this learning. The newly established Grocery Buddies program has been a big success for local seniors but is not funded by the government. The MSC needs to raise funds to continue to support the volunteers for that program in 2021.Page 4 of 126
Lake Lisgar Revitalization CommitteeTillsonburg Horticultural SocietyTheatre TillsonburgJunior Achievement SW OntarioSummary of purpose/mandate of your groupIn 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 (2012-2020); 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.Beautification Through Education is our mandate. Our Society's purpose is to work in partnership with the town's Parks & Recreation Department and the BIA to help beautify seven (7) gardens, parks or spaces. These include Annandale National Historic Site, Bert Newman Park, Broadway Street, Library Lane, Royal Canadian Legion, Senior Centre and the Station Arts Centre.Theatre Tillsonburg has been offering culturally enrichment to Tillsonburg and the surrounding areas for over 40 years. We offer 3-4 plays per year, theatre workshops, other cultural events and Theatre Camp for children ages 4-12 years. We have been involved in many of the town and county activities like Open Doors Oxford, House tours, Celebrate Tillsonburg and the home shows.Our mission is to inspire and prepare youth to succeed in a global economy. We achieve this mission by providing financial literacy, work readiness, and entrepreneurship programs free of cost to students in grades four to twelve. Our programs give youth the knowledge, tools, and confidence they need to be successful in their future. 2021 Budget Request $12,000$2,800$7,134$5,500Has the Town Granted funds in the past 3 years?$3,500 in 2018, 2019 and $7,500 in 2020 NoNoNoTo dredge the third silt pond on Town property; to cut down dead trees which would cause a potential hazard for recreational boaters if they fell into the Lake; and to purchase two additional aeration units for the north end of the Lake.Given the very limited fundraising opportunities in 2020, we are asking for funds which represent 50% of our estimated 2021 beautification expenditures. The money will be spent on shrubs, perennials and/or annual flowers for the seven (7) sites listed previously.COVID-19 resulted in the postponement of our already scheduled plays. In order to reopen we need to put certain measures in place to ensure a safe and healthy environment for our volunteers and patrons. We need to install door actuators for our washrooms, minimal contact taps and soap dispensers, a washroom barrier, plexiglass for our canteen and hand sanitizing stations.Dollars raised in your community stay in your community. We are not government or United Way funded, and rely on the support from organizations, corporate partners, foundations, individuals, and funding events to support the delivery of our programs. These funds will allow for the delivery of one financial literacy program, serving approximately 25 youth in Tillsonburg. What will funds be used for?Grant RequestsPage 5 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to Council at the scheduled
meeting on January 18, 2021 between 6pm and 9pm. The indicated primary contact will be emailed prior
to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from Council.
If there is additional information you wish to communicate to Council which is not included in the form
below, please include it as a separate document.
1. Name of Organization:
Address/Telephone Number (if applicable):
2. Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4. Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Big Brothers Big Sisters of Oxford County
Kristen Ralph
787A Dundas Street, Woodstock, ON, N4S 1G1 |
519.537.6404
Kristen.ralph@bigbrothersbigsisters.ca
4,000
At Big Brothers Big Sisters, our mission is to enable life-changing mentoring relationships to ignite the power and
potential of young people. Our vision is that all young people realize their full potential.
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5. Why do you require funding and what will the funds will be used for?
6. Detail other sources of funding for this project/program (if applicable). Example: Donations,
grants from other community groups, etc.
7. Has the Town granted funds to your group in the past 3 years? If yes, please indicate the
amount(s) and uses.
Year Amount Uses
2020 $ 3000 Providing and expanding mentoring programs in Tillsonburg community,
schools and libraries.
2019 $ 3000 Providing mentoring programs in Tillsonburg community, schools and libraries.
2018 $ 3000 Providing mentoring programs in Tillsonburg community, schools and libraries.
8. Financial statements for 2019 attached? ☑Yes No N/A
9. Have you included additional information for Council’s consideration?
☑ Yes No
10. Group member(s) presenting at the January 18, 2021 meeting:
11. Will you be providing a power point presentation? ☑Yes No
2020 has been a challenging year for everyone, including charities and social services who have seen an increase in
requests for service and an increased need for positive connections. Big Brothers Big Sisters is one of the few youth
serving organizations that can continue to operate through any mandated closures and restrictions because our
matches can connect in many ways. We know that restrictions and social distancing will be the new normal for some
time and we are in a position to provide young people with access to positive mentors who will:
1. Promote social inclusion by:
a. meeting "face-to-face" with their mentee through online platforms.
2. Protect mental health and wellness by:
a. communicating with their mentees about mental health concerns.
b. building new routines with their mentees that provide a sense of stability.
3. Support learning and educational engagement by:
a. creating and engaging mentees in virtual activities that provide cognitive stimulation.
*Please see attachment for continued information.
Please see attachment
Kristen Ralph – Executive Director
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TOWN OF TILLSONBURG
2021 Community Development Grant Application
Big Brothers Big Sisters 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.
Executive Members
Drew Fallowfield – President
Vice President – Jason Routley
Secretary – Jennifer Schafrick
Treasurer – Greg Bruce
Executive Director – Kristen Ralph
Reports Attached
2019 Audited Financial Statement (First Quarter – as our fiscal year has changed)
2019/2020 Audited Financial Statement (April 1 – March 31)
Approved resolution for request for funding.
Why do you require funding and what will the funds be used for?
Financial support for our agency is an investment in the inclusion, learning and mental health of vulnerable
young people in Tillsonburg: outcomes that are critically needed to buffer children and youth from
developmental disruption during this unprecedented time in history. Like many community services, we
have been forced to think critically about what happens to our mission when we are asked to physically
distance, stay home and refrain from in-person gatherings. We continue to focus efforts to increase our
presence and support in the Tillsonburg area, and have been able to increase services to young people by 24%
in 2020. Our grant request is an investment of less than $30 a child/youth in Tillsonburg, a minimal cost for
measurable outcomes in social emotional competence, mental health & wellbeing and educational
engagement and employment readiness.
We have learned through this pandemic that we are uniquely positioned to ensure mentors continue to
connect with young people who need it most, when they need it most – which is right now. We are one of
the few youth-serving organizations that can continue to operate because our matches can connect in many
ways. We need financial support to ensure that we can respond to deepening needs and growing demand for
mentorship in the community. If we don’t act now, this pandemic may be a time in history when we let our
kids down by not giving them the support and skills required to manage this stressful situation.
Big Brothers Big Sisters continues to provide 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 our 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
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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 ultimately graduates the match to a natural support.
We also are recruiting for the volunteer of tomorrow. As a BBBS Agency, we are skilled at recruiting,
training, and mobilizing volunteers that help children and youth overcome barriers that limit their ability to
reach their potential. However, as outlined above, this pandemic has shifted the needs of our families and
changed the way we work. To remain ready to respond, we must ensure our volunteer pipeline is prepared
for the "new normal".
We have developed new policies and procedures to be able to safely interview, screen and train volunteers
virtually despite restrictions and have developed safety protocols for any connections that require an in-
person meeting. We have developed additional training and put additional supports into place to ensure that
volunteers feel prepared with the responsibility of virtual mentoring. We have also increased the number of
check-ins to ensure the safety of match members, to be able to offer support when necessary and to provide
additional ideas for virtual activities when necessary.
Funds will be used for:
The Service Delivery Process
a. Recruitment
b. Intake
c. Screening
d. Training
e. Match Supervision
f. Casework Support
g. Evaluation
Assessing referred children and families: Conducting intake and assessment of children and families, to
ensure that they are an appropriate fit for BBBS mentoring programs, and/or should be referred to
different community programs. Families coming into our programs need to go through an application
process, which assists us in determining where they will benefit most in our programs
Volunteer Recruitment: We continue to develop new initiatives for recruiting new volunteers. The pandemic
and providing the option of virtual mentoring programs have actually seen the number of volunteer
inquiries increase in 2020.
Screening Volunteers: Conducting intake and assessment of potential volunteers, to ensure that they are an
appropriate fit for volunteering as a mentor. Prospective volunteer intake includes:
Interview to ensure that their interests, personality, motivation and expectation of the mentoring
role are clear and appropriate with BBBS volunteer roles.
Police Record Checks
Minimum of 3 references
Police record check with vulnerable sector screening
Children’s Aid Society record check
Final Mentor Assessment form completed (provided by our National office)
Training Volunteers: Providing an orientation to the purpose of the specific mentoring program, the
mentoring role, the role of the caseworker, BBBS policies and practices concerning issues such as child
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safety, building relationships with the “Little/Mentee” etc. The Pre-Match Training “Strong from the Start” is
a comprehensive and broadly defined safety program that enhances all BBBS programs. Our Mentors are in
an ideal position to reinforce all safe practices; street, stranger, internet safety to mention a few. Thus, our
Volunteers, their mentees and their mentee’s parents participate in the Pre-Match Training Program to
maximize the collective potential. Mentors and mentees are also trained on Developmental Relationships.
Studies have shown that it is not enough to just care about a young person: Intentionality needs to drive the
mentoring relationship and this training provides a strong overview on how to accomplish that.
Training is also provided to volunteers in our Go Girls! And Game On! Programs, so they can successfully
demonstrate and follow the curriculum provided to them.
Due to many programs being provided virtually in 2020, the staff and agency have developed training and
resources that reflect how to build relationships virtually. They have also adapted previous training
materials in order to make sense for virtual programs.
The Need - Why are our services critical at this time?
The children and youth we serve are particularly at risk. More than 50% of youth served in Big Brothers Big
Sisters programs face four or more adversities in their daily lives. Experiences such as household drug abuse,
poverty, violence, unemployment, social isolation, and mental illness make the young people we serve more
vulnerable to long-term mental and physical health problems. Worse yet, their risk factors are growing as
the stress that our young people experience has been deepened during the COVID-19 pandemic. The anxiety
and financial toll imposed by stay-at-home orders means families need more help than ever from a system
that is less able to provide it.
If we don’t act now, this pandemic can be the time in history when we let our kids down by not giving them
the support and skills to manage this stressful situation.
At Big Brothers Big Sisters of Oxford County, we are here, ready to leverage our volunteer recruitment skills
and evidenced-based programs to ensure children and youth have access to critical Developmental
Relationships that build resiliency in the face of adversity. With critical financial support, our matched and
waiting littles will have access to trained Big Brothers and Big Sisters who will make them feel included,
protect their mental health, and support their learning.
As urged by the Centre for Developing Child at Harvard University, “Prolonged physical separation is
absolutely necessary to slow down the progression of a pandemic; responsive social interaction is essential
for strengthening resilience in the face of adversity”. Responsive, life-changing relationships are at the core
of what we do. More than ever before, we must be supported so that we can support the children and youth
most vulnerable in our community.
Detail other sources of funding for their project/program (if applicable).
1. Sponsorship and proceeds derived from annual special events (Please note that these events may
not be possible while Covid-19 restrictions are in place):
a. Play for Kids Sake
b. Trivia Night
c. Big Night Out Charity Ball
d. Bid for Kids Sake
e. Rally for Restaurants
f. Brews and Bros
g. Big Car Show
h. Agency Children’s Christmas Parties
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2. United Way funding
3. Municipal funding (Tillsonburg, South West Oxford, Woodstock, Norwich Township)
4. Prize Donations for all our events and activities
5. Computer & Technical Support
6. Camp sponsorship opportunities donated by community groups if camps are available in 2021
7. Unsolicited donations from community members and groups
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Resolution
During the board meeting dated October 20, 2020, the board discussed and approved its
Executive Director will seek and apply for funding through local municipal, foundation, and United
Way granting bodies for the 2020/2021 year.
Discussed and approved: October 20, 2020
Motion: Jennifer Schafrick
Seconded: Julie McKirdy
Unanimously Carried
Signed: _____________________________________________
Drew Fallowfield, President
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BIG BROTHERS BIG SISTERS OF
OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2020
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BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Financial Statements
For the Year Ended March 31, 2020
Contents
Independent Auditor's Report 1 - 3
Financial Statements
Balance Sheet 4
Statement of Revenue and Expenditures and Members' Equity 5
Statement of Cash Flows 6
Notes to Financial Statements 7 - 11
Schedule of Fundraising Revenue and Expenditures 12
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Independent Auditor's Report
To the members of
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Qualified Opinion
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 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 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 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 organizations, the Entity derives revenue from donations and
fundraising, the completeness of which is not susceptible to satisfactory audit verification.
Accordingly, verification of these revenues was 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
ended 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 April 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 accordingly because of the possible effects of this limitation in
scope.
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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 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 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 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
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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,
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.
Chartered Professional Accountants, Licensed Public Accountants
Woodstock, Ontario
September 17, 2020
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BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Balance Sheet
March 31 2020 2019
Assets
Current
Cash and bank $493,141 $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 $526,200
Liabilities and Members' Equity
Current
Accounts payable and accrued liabilities $20,248 $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 459,051 419,277
Endowment (Note 6)6,000 6,000
465,051 425,277
$576,090 $526,200
On behalf of the Board:
Director Director
The accompanying notes are an integral part of these financial statements.
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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 $3,400
Canada emergency wage subsidy 9,966 -
City of Woodstock Community grant 5,000 -
County of Oxford 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
Trillium 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
Office 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
- administration 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 $419,277
The accompanying notes are an integral part of these financial statements.
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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 $(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 - restricted 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 $416,244
The accompanying notes are an integral part of these financial statements.
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BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31, 2020
1.Significant Accounting Policies
Nature of Operations BIG BROTHERS BIG SISTERS OF OXFORD COUNTY (the
"organization") is a volunteer based organization 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
laws of Ontario.
Basis of Accounting The financial statements have been prepared in accordance with
Canadian accounting standards for not-for-profit 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 impairment, if applicable. Financial
assets are tested for impairment when changes in circumstances
indicate the asset could be impaired.
Capital Assets Tangible assets are capitalized if 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 date of
contribution. Expenditures for repairs and maintenance are
expensed as incurred. Betterments that extend 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 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.
Endowment contributions are recognized 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 fair value, contributed services are not
recognized in the financial statements.
7
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BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31, 2020
1.Significant Accounting Policies (continued)
Use of Estimates 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.
2.Business Combination
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 22 of 126
BIG BROTHERS BIG SISTERS OF OXFORD COUNTY
Notes to Financial Statements
March 31, 2020
4.Investments
2020 2019
Equitable Bank GIC, interest at 1.85%, matured
during the year $-$10,000
Bank of Nova Scotia GIC, interest at 2.30%, matured
during the year -10,000
Bank of Nova Scotia GIC, interest at 1.15%, matured
during the year -10,000
Bank of Nova Scotia GIC, interest at 2.20%, matured
during the year -20,032
Equitable Bank GIC, interest at 2.36%, maturing
September 2020 10,000 10,000
Bank of Nova Scotia GIC, interest at 2.80%, maturing
September 2020 10,000 10,000
Bank of Nova Scotia GIC, interest at 1.98%, maturing
July 2020 20,344 -
Concentra Bank GIC, interest at 2.97%, maturing June
2021 10,000 10,000
50,344 80,032
Less short-term investments maturing in the year (40,344)(50,032)
$10,000 $30,000
9
Page 23 of 126
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 recognizes community volunteers that have shown dedication
to the organization as well as staff.
2020 2019
Ryan Landon Memorial Fund $11,549 $7,093
Mary Smith Memorial Fund 892 892
Ending balance $12,441 $7,985
Changes in the deferred income - restricted balance are as follows:
2020 2019
Beginning balance $7,985 $7,689
Less: amounts recognized as revenue in the year (25)(40)
Add:amounts received related to expenses of a
subsequent period 4,481 336
Ending balance $12,441 $7,985
6.Endowment
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 24 of 126
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 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 $897 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 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 $54,554
2022 30,195
$84,749
8. Financial Instruments
Liquidity risk
Liquidity risk is the risk that the organization will encounter difficulty in meeting 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 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 Accounting Policy
Effective April 1, 2019 the organization changed its accounting policy for the treatment of
tangible capital assets. Previously, the organization was under the small organization
threshold of $500,000 of annual revenues and therefore expensed 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 capital
assets whose cost exceeds $2,000. This change in policy has been applied prospectively.
11
Page 25 of 126
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 26 of 126
2020
Tillsonburg
Funding Request
Page 27 of 126
153 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
32 Families in Tillsonburg received
•Holiday Party in a Box
•Christmas Gifts
•Turkeys
Page 28 of 126
•Increase of 24% from young people
mentored in 2019
•Increased the number of youth in a 1:1
mentoring relationship by 82%
•Tillsonburg volunteer inquiries made up
15% of all inquiries (up from 13% in 2019)
•Increased staff focus in Tillsonburg
Page 29 of 126
What does a request of $4,000 include?
•A request of less than $30 per child/youth in
Tillsonburg
•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
•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
Page 30 of 126
•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 peoople safe (street,
online, school, etc.)
Page 31 of 126
Page 32 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from
Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1. Name of Organization:
Address/Telephone Number (if applicable):
2. Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4. Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Youth Unlimited YFC Tillsonburg
Rayburn Lansdell
19 Queen St., Tillsonburg, 519 688 2266
Rayburn.l@swoyfc.com
5,000
We are committed to helping youth develop holistically by offering programs and developing
relationships that nurture the whole person – physically, mentally, emotionally, socially and
spiritually. We see the hope and potential in every young person!
Page 33 of 126
5. Why do you require funding and what will the funds will be used for?
6. Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7. Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $2,500 One Month Facility Expense & Supplies for Afterschool Programs
2019 $2,500 One Month Facility Expense & Supplies for Afterschool Programs
2018 $2,000 One Month Facility Expense
8. Financial statements for 2019 attached? x Yes No N/A
The first $2,000 is for one month’s operational expense of the Upper Deck facility including utilities,
facility maintenance, phone, taxes, and insurance. The Town has been one of several annual
sponsors covering one month in the year of these operational expenses. The remaining $3,000
reflects our annual tax expense and we would like to have this amount granted back to the Upper
Deck to use specifically to assist in covering the cost to renovate the washrooms. Many
improvements have been made on the facility over the past 2-3 years, and the washrooms could
use a major makeover. Not a particularly attractive request, but a space we’re all glad to have
available when nature calls!
Funding for all the Upper Deck programs is raised through the generous support of many individual partners,
businesses, service clubs and churches. Annual fundraising events include a Bowlathon in March, Golf
Tournament in June, Golf-a-Thon in September, and Friends Banquet in October. In 2020 Covid-19 impacted
our fundraising events significantly, but adjustments were made by creating two online events that helped
to make up for some of the lost revenue from the cancellation of 3 of these events. We also were eligible to
receive funding from the federal government through the CEWS program. We’re grateful the Town is one of
our many partners and hope to maintain and build on this shared investment in the youth of our
community.
Page 34 of 126
9. Have you included additional information for Council’s consideration?
Yes x No
10. Group member(s) presenting at the January 18, 2021 meeting:
11. Will you be providing a power point presentation? x Yes No
Rayburn
Page 35 of 126
YFC/Youth Unlimited Tillsonburg
Financial Statements Oct. 31/2020, 2020 Budget, 2021 Budget
Oct 31, 2020 2020 Budget 2021 Budget
Revenues
Donations 68,917 52,200 49,200
Deputation (Staff Funding) 40,520 54,200 56,300
Subsidies 10,359 3,920 8,800
Snack Bar Sales 799 2,000 2,000
Fundraising Events 21,998 51,000 47,000
Event Fees 1,800 6,750 6,600
Total Revenues 144,393 170,070 169,900
Expenditures
Programs 2,076 5,125 5,800
Events 1,100 6,200 6,600
Staff 71,556 104,200 96,000
Training 747 1,700 1,300
Facility 14,845 16,450 23,500
Snack Bar 162 1,000 1,000
Office 1,342 2,000 1,900
Fundraising 3,651 18,155 17,710
Administration 12,312 14,721 14,835
Total Expenditures 107,792 169,551 168,645
Current Balance 36,601 519 1,255
Balance Forward 39,797 39,797 33,315
Ending Balance 76,397 33,315 34,570
Page 36 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from
Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1. Name of Organization:
Address/Telephone Number (if applicable):
2. Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4. Summary of purpose/mandate of your organization:
Multi-Service Centre (MSC)
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
96 Tillson Ave, Tillsonburg, ON N4G 3A1
519-842-9000
Kathryn Leatherland
kleatherland@multiservicecentre.com
10,000
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 73
staff and 125 volunteers, governed by a volunteer Board of Directors. Last year we supported 2,366
residents from Tillsonburg.
Page 37 of 126
5. Why do you require funding and what will the funds will be used for?
6. Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7. Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $10,000 volunteer support (recruitment, training, orientation, on-going
supervision), the purchase of materials and technology (for literacy tutors
and students, for workshop participants or for items in our seniors related
programs), and service provision such as transportation and meals for
needy individuals.
2019 $10,000 volunteer support (recruitment, training, orientation, on-going
supervision), the purchase of materials and technology (for literacy tutors
and students, for workshop participants or for items in our seniors related
programs), and service provision such as transportation and meals for
needy individuals.
2018 $10,000 volunteer support (recruitment, training, orientation, on-going
supervision), the purchase of materials and technology (for literacy tutors
and students, for workshop participants or for items in our seniors related
programs), and service provision such as transportation and meals for
needy individuals.
8. Financial statements for 2019 attached? Yes No N/A
MSC programs receive base funding annually from two provincial government ministries. However, the agency must raise
community support every year in order to meet program needs. Technology literacy is more important than ever as many services
are offered virtually as a result from COVID-19. The MSC would like to establish a small lap top lending library for clients who do
not have their own device so they can continue to make progress towards their literacy and employment training goals. Many
employers are asking for skills operating other devices such as iPad and Chromebook. The MSC needs to purchase these tools so its
clients can participate in this learning. The newly established Grocery Buddies program has been a big success for local seniors but
is not funded by the government. The MSC needs to raise funds to continue to support the volunteers for that program in 2021.
MSC submits grant applications to the municipalities of Elgin, Norfolk, South-West Oxford, Norwich and Tillsonburg every year and
conducts annual fundraising campaigns. This year, COVID-19 has created additional challenges for the MSC resulting in the cancellation
of many fundraising events along with an increased co st for personal protective equipment to ensure the safety of our staff, clients,
volunteers, and community. We need your support now more than ever.
Page 38 of 126
9. Have you included additional information for Council’s consideration?
Yes No
10. Group member(s) presenting at the January 18, 2021 meeting:
11. Will you be providing a power point presentation? Yes No
Kathryn Leatherland, Executive Director
Page 39 of 126
2019/20 clients (all programs/all areas – Literacy, Employment, Home Support): 2,366
Town of Tillsonburg clients assisted (70% of overall MSC clients):
1,539 Employment Services clients
70 Literacy clients
757 Home Support clients
MSC Facts
Adult Literacy: serving the tri-county community since 1987
Employment Services: available in the community since 1985
Home Support Services: operating in the community since 1978
125 volunteers & volunteer teams provided 4,744.75 hours of service for the tri-county
Visit www.multiservicecentre.com for more information
MSC has been accredited by Accreditation Canada since 2003
What’s On at MSC
Milestones reached over the past year include:
Tillsonburg Multi-Service Centre has received the highest rating possible from Accreditation Canada,
Accredited with Exemplary Standing
The Literacy Basic Skills program ended the fiscal year on a high note – meeting all performance
targets as set by the funder, the Ministry of Labour, Training and Skills Development (MLTSD). The
program continues to measure high levels of Learner Satisfaction. The key marker of program
success is student goal achievement – with students reaching 77% of Learner Progress markers
(60% was the target).
Throughout COVID-19, the MSC continued to serve. Employment services provided support
remotely, Literacy clients who had access to technology received support remotely and Home
Support maintained services with clients who deemed their service as essential to age in place. All
services followed CVOID-19 safety protocols to ensure the safety of our clients, staff, volunteers and
community.
Investment in Community:
o Continued financial and management support of partner building The Livingston Centre .
o Ongoing commitment to volunteer capacity: continuous recruitment, training, and recognition
activities.
Client Stories
Please visit: https://www.youtube.com/channel/UCs32XRdOQV-CAi3LGsnIIgg
(or click on the YouTube icon on our website).
Area Statistics: 2019-20
Page 40 of 126
2020‐21 2019‐20
APPROVED APPROVED
EXPENSES: BUDGET BUDGET
Wages & Benefits 2,905,202 2,884,029
Operating Expenses 652,793 617,159
MTCU Restricted Funds 549,361 549,361
Allocated Admin & Facility Costs 862,261 834,193
Staff & Volunteer Development 34,348 34,348
Capital Expenditures 45,000 42,500
TOTAL EXPENSES 5,048,965 4,961,590
REVENUE:
Federal & Provincial Funding 3,935,755 3,935,755
Municipal Funding 50,000 50,000
Fees & Service Charges 968,157 874,837
Interest & Misc Income 18,000 12,000
TOTAL REVENUE 4,971,912 4,872,592
NET SURPLUS (DEFICIT)‐77,053 ‐88,998
FUNDS TO RAISE:
Fundraising & Donation Goal 32,053 46,498
Transfer from Reserve 0 0
Transfer from Capital 45,000 42,500
NET SURPLUS (DEFICIT) 0 0
Approved Budget for 2020-2021 Fiscal Year
Y:\Director of Operations\Board of Directors\MSC\2019 05 27 ‐ MSC 2020‐21 Approved Budget
Page 41 of 126
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 42 of 126
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
Page 43 of 126
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 44 of 126
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 45 of 126
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
$$$$$
EXPENDITURES
Wages and benefits 2,752,529 --2,752,529 2,705,835
Travel 85,279 --85,279 50,897
Program expenses 955,971 --955,971 1,007,575
Office and administration 397,656 24 -397,680 409,150
Allocated administration 674,856 --674,856 644,328
Amortization of property and equipment -2,085 -2,085 2,409
Total expenditures 4,866,291 2,109 -4,868,400 4,820,194
Excess (Deficiency)of Revenue Over
Expenditures for the Year 54,871 33,940 16,982 105,793 122,855
Interfund Transfers,Net (111,294)(36,025)147,319 --
Change in Fund Balances
for the Year ‘(56,423)(2,085)164,301 105,793 122,855
Fund Balance,Beginning of Year 227,208 366,477 1,171,788 1,765,473 1,642,618
Fund Balance,End of Year 170,785 364,392 1,336,089 1,871,266 1,765,473
Page 46 of 126
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF OPERATIONS -OPERATING FUND
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019}
Mar.31 Mar.31
Schedule 1 Schedule 2 Schedule 3 2020 2019
$s $$$$
REVENUE
Provincial funding 2,161,449 1,748,813 -3,910,262 3,916,667
Local government and other grants -40,996 27,285 68,281 64,564
Donations and fundraising 16,299 -584 16,883 34,383
Client fees 190,694 --190,694 168,686
Program income 10,215 15 41,946 52,176 89,915
Allocated administration --639,984 639,984 609,456
Interest and miscellaneous income --42,882 42,882 9,166
Total revenue 2,378,657 1,789,824 752,681 4,921,162 4,892,837
EXPENDITURES .
Wages and benefits 1,437,725 812,402 502,402 2,752,529 2,705,834
Travel 82,126 2,627 526 85,279 50,897
Program expenses 281,553 513,105 161,313 955,971 1,007,575
Office and administration 232,157 131,930 33,569 397,656 409,108
Allocated administration 345,096 329,760 -674,856 644,328
Total expenditures 2,378,657 1,789,824 697,810 4,866,291 4,817,742
Excess (Deficiency)of Revenue Over
Expenditures for the Year --54,871 54,871 75,095
Page 47 of 126
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
SCHEDULE 1
STATEMENT OF OPERATIONS -COMMUNITY SUPPORT SERVICES
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019}
South West Exercise Mar.31 Mar.31
LHIN Program 2020 2019
$$$
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 --:.
Page 48 of 126
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
$$$s $$$$s
REVENUE
Provincial funding -190,185 1,038,700 400,040 119,888 1,748,813 2,113,302
Local government and other grants --40,996 --40,996 33,831
Donations and fundraising ------1,225
Program income -16 ---45 -
Interest and miscellaneous income ------10
Total revenue -190,200 1,079,696 400,040 119,888 1,789,824 2,148,368
EXPENDITURES
Wages and benefits :-138,027 505,492 152,652 16,231 812,402 939,359
Travel -295 2,332 --2,627 4,697
Program expenses -6,507 224,916 180,723 100,959 §13,105 713,114
Office and administration -16,427 104,484 10,973 46 131,930 128,498
Allocated administration -28,944 242,472 55,692 2,652 329,760 362,700
Total expenditures :-190,200 1,079,696 400,040 119,888 1,789,824 2,148,368
Excess (Deficiency)of Revenue Over
Expenditures for the Year -------
Page 49 of 126
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
SCHEDULE 3
STATEMENT OF OPERATIONS -ADMINISTRATION &OTHER PROGRAMS
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
VIP Mar.31 Mar,31
Admin Program 2020 2019
$$$$
REVENUE
;Provincial funding ---36,400Localgovernmentandothergrants22,432 4,853 27,285 30,733Donationsandfundraising584-584 16,844
Program income 41,946 -41,946 79,915Allocatedadministration639,984 -639,984 609,456interestandmiscellaneousincome42,882 -42,882 9,156
Total revenue 747,828 4,853 752,681 782,504
EXPENDITURES
Wages and benefits 502,402 -:
502,402 466,324
Travel 526 -526 538
Program expenses 159,663 1,650 161,313 175,100Officeandadministration30,366 3,203 33,569 65,447
Total expenditures 692,957 4,853 697,810 707,409
Excess (Deficiency)of Revenue Over
Expenditures for the Year 54,871 -54,871 75,095
S|“9-
Page 50 of 126
TILLSONBURG &DISTRICT MULTI-SERVICE CENTRE
STATEMENT OF CASH FLOWS
For the year ended March 31,2020
(With comparative figures for the year ended March 31,2019)
2020 2019
$$
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
-10-
Page 51 of 126
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.
-11-
Page 52 of 126
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
Page 53 of 126
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
Page 54 of 126
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
-14-
Page 55 of 126
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-
Page 56 of 126
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 57 of 126
Building a community
of inclusiveness, innovation
and independence together.
www.multiservicecentre.com
Annual Report
2019 - 2020
Page 58 of 126
2
Board Update
Vice Chair
&
Fundraising
Chair
Board Members
Chair
Treasurer
Director
Director
Board Members
As I write these words this morning, we
are in the middle of a pandemic and the
world as we know it has turned upside
down. We are not sure what the “new”
normal will look like going forward. What I
do know is that our staff, leadership team
and volunteers have met the challenge,
been nimble on their feet and changed and
adapted to all of the new requirements.
We are in good hands!
2019 was an extremely busy year. Getting
ready for accreditation was one of the
main focus’ of the year. Staff worked
extremely hard to meet the challenge of
the accreditation standards and I am
pleased to announce that the Multi -service
Centre received Accreditation with
Exemplary Standing. Congratulations to
everyone involved!
The Leadership Team continues to review
and update the MSC Strategic Plan. Both
the Mission and Vision of the organization
were updated and are shown below:
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.
As a client centered organization client
satisfaction is of great importance to
everyone. I am pleased that our client
satisfaction surveys show a high level of
overall satisfaction, in all areas of the
services we deliver. Kudos to the
Leadership Team, the staff and volunteers
that have made this happen. Without you
we would not be able to provide the
services to the community that are so vital
and important.
A priority this year has been to promote
safety for our clients particularly in the
area of falls prevention. I am pleased to
note that the number of falls has steadily
decreased. We will continue to educate
each other and our clients on how to be
safe in the home.
I say this every year, but on behalf of the
Board, thank you to all of the volunteers
who are truly the backbone of the MSC
organization. Hundreds of hours each year
are put in by the volunteers to drive clients
to their appointments, deliver meals on
wheels, fundraise or provide tutoring
services. Thank you to each and every
volunteer who gives of their time, effort
and expertise to help out. Your
contributions touch lives and make an
amazing difference to our clients and the
community!
As we move forward in 2020, while we
may have to modify some of the ways we
provide our services due to the pandemic,
we will not change the level of care or
service we provide to the communities we
serve. Thank you to all of the Board who
have been so supportive this past year and
who give so generously of their time.
Fran Bell,
Board Chair
Fran Bell
Valerie Foerster
Marian Muth
Director
Helen Lamos-Parker
Lynda Van De Maele
David Morris
Page 59 of 126
3
It has been a successful and rewarding year for the
Multi-Service Centre. All our programs met their
goals and many in fact exceeded these, providing
even more service to our communities. We could
not have achieved this without our excellent staff,
Board of Directors, volunteers and
the support of our clients, donors,
and funders.
Much of our work this year centred
around two key priorities; a culture
of accountability and client and
family advocacy. Central to those
core principles was our on -site
survey from Accreditation Canada
in the fall. This was the fourth
accreditation survey for the MSC,
and we achieved our best results
yet earning the highest standing possible;
accreditation with exemplary standing. This result
demonstrated our commitment to quality and is
evidence of the effectiveness of our policies and the
care we provide every day. This work never stops,
and we are already reaching towards new
improvements in our services.
This year the MSC also engaged its staff, volunteers,
Client and Family Council as well as community
partners for their ideas on how we could grow and
improve. This feedback informed the creation of our
new Strategic Plan, including a revised Mission, Vision
and Core Beliefs, that will guide our work
over the coming two years. This plan
focuses on four strategic priorities;
Building Connections, Foster Exceptional
People and Teams, Advance Safe Quality
Care and Service and Strengthen
Organizational Capacity. We are excited
as we begin all our plans that will see the
MSC realize these important priorities.
The MSC enters the 2020-21 year full of
optimism and ready to meet the
growing needs of our communities. I
hope you will join us on Face Book or Instagram so we
can keep in touch all year.
Stay well,
Kathryn Leatherland,
MSC Executive Director
CONTENTS
Mission, Vision, Values . . . .4
Program Updates . . . . . . . . 5
Financials . . . . . . . . . . . . . . 9
Our Team . . . . . . . . . . . . . . 10
Volunteers . . . . . . . . . . . . . 11
Donors . . . . . . . . . . . . . . . . 12
ED Update
Page 60 of 126
4
VISION
Building a Community of
inclusiveness, innovation and
independence together.
VALUES
Collaboration
Diversity
Integrity
Respect
Quality
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.
Since 1978, the Multi -Service Centre 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.
Page 61 of 126
5
Change and evolving to meet the needs of our
clients and community is part of our daily practice in
providing Home Support Services. We hold
steadfast to our commitment of supporting seniors
and adults living with disabilities to age in place,
remain independent and connected to our
community. Home Support continues to strengthen
our relationship with our funder, Ontario Health
(formerly the Southwest LHIN), our community
partners, our staff and most importantly our clients
to achieve this goal.
Ongoing use of our information system Alayacare in
our daily practices allows us to improve efficiencies
in communication and care. We can communicate
and respond in real time to our frontline staff of
Personal Support Workers, Housekeepers and
volunteers in support of our clients and their care
needs. Effective communication and responses to
clients, staff and other health care professionals
assists in minimizing potential of an incident
occurring and contributes to the physical and
emotional wellbeing of our clients and staff. We
look forward to initiating and use of the Client and
Family Portal that will further enhance the ability of
effective communication between all involved in the
care of our clients and adults living with disabilities.
Our Assisted Living Program expanded seamlessly to
create an additional hub in an area that historically
has been a challenge to serve geography. We now
support twice the number of seniors and adults with
disabilities then we had previously. Client’s care
plans are initiated and updated to reflect their goals
of care and required care needs.
Central Intake continues to grow in use across
Oxford County. The ability for our seniors and
adults living with disabilities to call one number and
tell their story once has been embraced by those
potential clients in their search for needed services.
We have the privilege of aiding this program in
meeting those needs. Outcomes of Central Intake
have enhanced collaboration across service
providers in the counties and efficient
communication resulting in decreased wait time for
accessing and initiation of requested services.
“I want to thank each and every one
of my PSW’s who take care of me in
my home. They do not realize what
they mean to me, they are all doing a
fine job . . . "
- Client
Home Support
Page 62 of 126
6
Our transportation program is robust and always
growing. This would not be possible without the
unwavering dedication of our volunteers who drive
our clients to requested appointments in and out of
town. The use of our wheelchair
van has assisted in those clients
with mobility issues attend
appointments and social
functions. Our ability to respond
to transportation requests is
reflected in surpassing our funder
requirements for number of rides
and clients served.
Whether it is a hot or frozen meal
a client or family member requests, this program
surpasses our funder requirements for number of
clients and meals served. Meals on Wheels
(MOWs) serve the Tillsonburg, Norwich,
Burgessville and Straffordville communities in
meeting requested nutritional needs. Client
satisfaction is high in variety and taste of our meals
as well as the friendly volunteers who deliver the
meals.
Foot care is a very important service that provides
our clients with basic foot care in home or in a clinic
setting. Our trained and certified Personal Support
Workers work diligently to maintain foot care
health in our community. The clinics held at
Ingersoll Services for Seniors, Hickory Hills
Retirement Community in Tillsonburg, Mt. Elgin,
Caressant Care LTC in Courtland and at the
Livingston Centre are well attended and continue to
grow. Seniors are more active and acknowledge
the need for good foot health.
Our housekeepers do not just provide
housekeeping services but errand services, grocery
shopping and meal preparation. They ensure a
clean home as well as monitor the client ’s physical
and emotional wellbeing. They are another set of
eyes supporting our clients and are advocates in
relating client needs and concerns.
Home Support went through our 4th Accreditation
Canada process this past October. It was a journey
that provided review and reflection of our
organizational policies, program procedures and
guidelines as an organization and within Home
Support. It was a team effort in meeting the
Required Organizational Practices (ROPs) and
established standards for high quality health care.
These practices and standards
are globally created, and we
achieved and exceeded the ROPs
and standards and were
accredited with Exemplary
Standing. We are very proud of
this achievement and will not rest
on our laurels. We continue to
review our policies and practices
to ensure we are providing the
best care and services possible.
I would be amiss if I did not speak to COVID -19 and the
impact on our Home Support services and our
community. As this pandemic continues to play out
our front line, internal staff and volunteers have made
a commitment to continue to serve the care needs of
our vulnerable clients during this pandemic. Our
Assisted Living clients, MOWs, and Transportation
programs continue. The collaboration, support and
generosity of our governments, community, business
and organizations, volunteers and all staff support our
commitment to providing ongoing stellar care. We are
very appreciative, and it is a privilege to be a part of
our communities in meeting care and service needs.
Thank you, take care and be safe.
Diana Handsaeme,
Director of Home Support Services
FACTS
• 12,692 Meals on Wheels (hot meals) delivered to
145 clients
• 154 Meals on Wheels (frozen meals) delivered to
68 clients
• 4,683 transportation drives to 218 clients
• 27,759 assisted living hours to 66 clients
• 928 Home Support Clients
• 27,759 assisted living and 2,938 homemaking hours
• 2,926 foot care sessions
• 2,964 volunteer hours contributed by 86 volunteers
Page 63 of 126
7
MSC Employment Services (as well as Literacy Basic
Skills) programs are funded by the Ministry of Labour,
Training and Skills Development (MLTSD), indicating
another name change on
the part of the funder
since the previous year.
Employment Services
continues to assist job
seekers, youth and
employers in the
community by providing
Employment Services
(and Job Development),
Youth Job Connection, Youth Job Connection -Summer
and the Canada Ontario Job Grant (for employers).
Last year, over 4,277 clients participated in
Employment Services programming through The
Livingston Centre site as well as the itinerant office
location in Fairground.
Team members ended the fiscal year on a positive
note – meeting performance targets as set by the
funder, while continuing to achieve high levels of
client satisfaction. The key marker of program success
is the number of individuals connected to work and
training (810 individuals) in Employment Services. In
the youth programs, success is measured by the
number of participants who complete both the
workshop and placement/education components and
maintain success for 3 months. Overall, these targets
were met. Kudos to staff for reaching these key
objectives.
Team members continue to support the MSC ’s overall
mission by investing in community partnerships and
activities. Examples include: providing employment
focused workshops at the local high school twice a
year; partnering, once again, with the Town of
Tillsonburg to deliver two Job Fairs to benefit both job
seekers and employers; participation on groups like
the Tillsonburg Resource Network and initiatives like
the bike program, which links this means of
transportation to some clients.
Advancing education
options remained a
theme last year with
Contact North continuing
to come on-site in The
Livingston Centre to
connect individuals with
online learning
opportunities.
Thank you to Contact North, and all referral partners
in The Livingston Centre and the community, who
help team members facilitate success for individuals.
FACTS
• 15 employers updated skills of 56 employees
through Canada - Ontario Job Grant
• 4,277 clients participated in Employment
Services programs
• 3,467 Resource & Information Workshop clients
• 810 ES Assisted Service clients completed service
with 666 successful outcomes (Training/
Employed)
• 82 total participants in Youth Job Connection and
YJC Summer programs with 66 successful
outcomes (Training/Employed)
• 129 youth have attended Get Connected Youth
Network events
• 694 New ES Assisted Service Intakes – 247 Youth
(<30), 230 Mid -Aged Adults (30 -44), 217 Older
Worker Adults (>44)
• 52 Employers have received Training Incentives
for ES job placements
Employment
Page 64 of 126
8
The LBS program ended the fiscal year on a high note
– meeting all performance targets as set by the
funder, the Ministry of Labour, Training and Skills
Development (MLTSD). The program continues to
measure high levels of Learner Satisfaction. The key
marker of program success is student goal
achievement – with students reaching 77% of
Learner Progress markers (60% was the target).
The progress marker is especially noteworthy, as the
MSC Literacy program provides services to an
eclectic student population in both 1 -1 and
classroom settings. Improving technology skills is an
increasingly important component of both service
delivery and a necessary skill set for the job market
in all sectors. Computers do not just ‘work’ when we
turn them on!
In addition to programming delivered by
instructional staff, tutors provide the valuable 1 -1
outreach using the Laubach method. Several new
tutors were trained in this system prior to being
matched with students over the past year. These two
-day sessions, twinned with screening protocols and
weekly meetings between matched pairs,
demonstrate the commitment MSC tutors have to
students.
Long time LBS coordinator Wendy Woodhouse
retired from MSC after almost 30 years of building
and leading the literacy program for MSC. Wendy
was well known as a
staunch advocate of
literacy. We thank her for
her dedication and devotion
to the cause.
Program personnel and
literacy students provided
input to the developer of a
‘Bot Reader’ software
program. This tool has been
designed to help adult
students improve reading,
pronunciation, spelling,
vocabulary and word
comprehension. We are grateful to Literacy Link
South Central for making us aware of this timely
project – given the urgent need to increase and
improve remote learning options, a special challenge
for those with low level literacy skills.
Tillsonburg participants in the Bot project were
lauded by the developer for providing the most and
the best feedback.
“Today I spent some time reading
again; I had a good time. Also listening
to Bot Reader was good. I can see the
words that I need to pronounce
better.”
-Literacy Student
On a personal note, I thank instructors Sara
(Tillsonburg) and Jennifer (Woodstock), as well as the
tutors, for their dedication to the students in the
program.
Maureen Vandenberghe,
Literacy & Basic Skills Coordinator
FACTS
• 140 Literacy students
• 5,796 contact hours
• 1,780.75 volunteer hours
• 39 Literacy volunteers
Literacy
Page 65 of 126
9
2019 - 2020 Annual Operating Budget: $4,866,290
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.
Multi-Service Centre
derives 91% 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.
Financials
Thank you to our
funders and donors
for helping us to
enable others to
embrace their
personal
independence.
Page 66 of 126
10
Staff Development —The MSC offers a number of
training and development programs, both online and in
person, on a variety of topics, such as improving skills
and knowledge, workplace wellness and health and
safety. 75 courses or training sessions were completed
by our employees to expand their knowledge, develop
skills and promote overall health and wellness. Our
PSWs completed training on a Positive Approach to Care
and a Gentle Persuasive Approach which focus on person
-centred, compassionate care.
Dedication
• 1 employee has more than 30 years of service
• 3 employees have more than 20 years of service
• 11 employees have more than 10 years of service
• 15 employees have more than 5 years of service
We are a community -focused group of
talented and motivated employees that
are dedicated to promoting high -quality
accessible community services!
Employee Satisfaction —To maintain employee
satisfaction, we promote and continuously improve
such areas as effective communication, employee
growth, a healthy work -life balance, and employee
recognition. Our overall employee retention rate for
2019 was just over 96% - great job team!
Team Building —We continue to engage with one
another at our monthly staff meetings, through
activities that encourage effective communication,
stimulate employees’ personal and professional growth,
and promote a cooperative team environment.
Employee Wellness—The MSC takes pride in
maintaining and promoting a safe and healthy work
environment through comprehensive health and safety
programs and procedures. These meet or exceed the
requirements under the Occupational Health and Safety
Act and its’ regulations, and other applicable legislation
and codes. To improve our excellent Health and Safety
Program we have implemented a Psychological Health
& Safety Management System (PHSMS), that focuses on
the psychological well-being of our employees. New
this year, we introduced a Fitness Expense
reimbursement to support our employees ability to
maintain a healthy lifestyle outside of work as well.
Our Team
Page 67 of 126
11
Volunteers
The MSC would like to thank all of our volunteers
for their generous gift of time and talent.
Page 68 of 126
12
Amanda Berry
Angela Sulkowski
Arthur Fuller
Arthur Hoyland
Barb Grummett
Benjamin Holcombe
Bill (William) Pratt
Brad Holcombe
Brandy Whitetail
Brian Clark
Catherine Klaver
Cathy Crocker
Cathy Sulkowski
Chris Riley
Christopher Eybergen
Christopher Jackson
Clara Meilutis
Cliff Sykes
Country Sports
Coyles Country Store
Dave Rushton
Dayna Noury
Dean B. Crocker
Deborah Boersen
Dian Scott
Diana Handsaeme
Dianne Desplenter
Dimitri Papadakos
Doris Zuk
Doug Cooper
Duncan and Kim Gillespie
Edward Van Poucke
Emily Zakiajsek
Eva Walton
Evelyn Goodal
Everest Estate Homes Inc.
Frank Tamasi
George Croder
Georgina Vincent
Gerrit Pelleboer
Glenna Walker
Good Redden Klosler
Greg Walton
Hayden Wallace
Helen Lemon
Jennifer Janzen
Jessica Piette
Jim Devolin
Jim Helsdon
Joan (M.J.) Weston
Jodie Crocker
Jody Rymer
Joe Sulkowski
Johanna Gysbers
John & Adele Armstrong
John Cook
John Palmer
John Thiessen
June Burgess
June Liewellyn
Karen Devolin
Keeley Robinson
Kirk Patterson
Knights of Columbus
Larry Banman
Larry Lichty
Lauren Piette
Liane Papadakos
Lifetimes Limited Partnership
Linda Fenn
Lisa Gordon
Lori Hill
Lynne Lake
Margaret Grant
Margaret Redecop
Margaret Vanderzweerde
Margaret's Fernlea Flowers &
Gifts (Tillsonburg)
Maria Van De Munt
Martha Blume
Marty Graf
Mary Salmon
Maureen Vandenberghe
Maxwell Adam
Michelle Hesch
Mike Donnelly
Morgan Avelar
Nancy Warren
Nicole Cowan
Nina Paul
Otto Boka
Owen Rymer
Paul & Denise Moeyaert
Paul Eybergen
Peter Csanyi
Peter Oliveira
Philip Harris
Phuong Tran
Rose Jansen
Rotary Club of
Tillsonburg
Sharon Howard
Shirley Barker
St. Mary's Catholic
Women's League
Steve Leonard
Steve Molnar
Steve Vanittersum
Steven Wilson
Susan Saunders
Tillsonburg Rentals and
Property Maintenance Ltd.
Timothy Bedard
Tina Eybergen
Tony Holcombe
Valerie & Gary Foerster
Vanessa Dyck
Vic Meilutis
Victor Avelar
Victor Navickas
Wayne Scheers
William and Carol Ashby
Wilma Pettit
Xia Zhang
Zena Robinson
Thank you
MSC
Donors!
Donors
Page 69 of 126
13
Back in Motion
Bossy Nagy Group
Bridges of Tillsonburg
Buchwald Consulting Services
Candy Matthews Park
Cardio Plus
Checkers Cleaning Supply
Cheryl Conick
Chrissy’s Catering
Community Living Tillsonburg
Copper Mug
Country Sports
Cowan Insurance Group - Hamilton
Brokerage
Coward PharmaPlus
Coyles Country Store
Dad’s Ice Cream
Dr. Ed Patenaude & Associates
Duncan Gillespie
ECI Inc
Elgin County
Ernie Hardeman
Everest Estate Homes
Execulink
F.J. Galloway and Associates
Flooring Canada
Gibson Bennett Groom & Szorenyi
Good Redden Kloser
Horvath Auto
I.M.A. Ltd
ISW Systems
JLH Computing
John Danbrook
Kelsey’s Tillsonburg
Lions club
London Pacers Running Club
Metro
M&J Tirecraft
M&M Meats
Marwood International
Millards
Nicolson and Cates Limited
Norfolk County
Norfolk Disposal
Norwich Wine Shop
O’Grady Insurance
Ontario Laser Cutting
Ontario Community Support
Association
Ostrander’s Funeral Home
Oxford Technology Group
Pioneer Cabinetry
Prouse Transport
RBC
R.E. Wood Realty
Royal Glass and Mirror
Running Room
Sangsters Health Store
SelectPath
Sheryl Williams – CIBC Mortgage Advisor
Sobeys
SRG
Super Air Bounce Rentals
Tall Tree Lumber
Teeburg Golf Academy
The Includeables
Thornton Lockworks
Tillsonburg Garden Gate
Tillsonburg Retirement Residence
Tim Horton’s
Township of Norwich
Township of South-West Oxford
Town of Tillsonburg
Tranquility
Grants & Sponsorships
“Giving is not just about making a donation,
it is about making a difference.”
- Kathy Calvin
Page 70 of 126
14
Text: 226-721-1114
Page 71 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from
Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1. Name of Organization:
Address/Telephone Number (if applicable):
2. Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4. Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Lake Lisgar Revitalization Project
Frank Kempf
lakelisgar@gmail.com
12,000
See attached.
Page 72 of 126
5. Why do you require funding and what will the funds will be used for?
6. Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7. Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $7,500 To dredge two silt ponds: off Cranberry Road and on Mr. Ambrus’
property
2019 $3,500 To dredge the silt pond off Cranberry Road
2018 $3,500 To dredge the silt pond off Cranberry Road
8. Financial statements for 2019 attached? x Yes No N/A
9. Have you included additional information for Council’s consideration?
Yes x No
10. Group member(s) presenting at the January 18, 2021 meeting:
11. Will you be providing a power point presentation? x Yes No
To dredge the third silt pond on Town property; to cut down dead trees which would cause a
potential hazard for recreational boaters if they fell into the Lake; and to purchase two additional
aeration units for the north end of the Lake.
Nil
Frank Kempf, Joan Weston
Page 73 of 126
2019 2018
Financial Assets
Bank 2,390 19,791
Investments 26,000
Interest receivable 97 38
Donation receivable 3,500
Due from Town of Tillsonburg 2,134
28,487 25,463
Liabilities
Reimbursement to Town
Accumulated Surplus 28,487 25,463
Revenues
Interest 599 142
Donation and fees 4,712 3,600
Other revenue / transfers - 14,493
5,311 18,235
Expenditures
Donations
Expenditures for trust fund obligations 2,288 50
2,288 50
Excess revenues over expenditures
(expenditures over revenues)3,023 18,186
Accumulated surplus, beginning of year 25,463 7,278
Accumulated surplus, end of year (note 3)28,487 25,463
Trust Fund Allocations
Lake Lisgar Trust 13,686 10,970
Restricted Fountain Trust 14,801 14,493
28,487 25,463
Note: The Fountain Trust funds are restricted for fountain maintenance at Lake Lisgar and they
have earned interest of $307.17 in 2019. Expenses were for $88.21 repairs and $2,200.00
stocking fish in the lake.
For the period ended December 31, 2019
(with comparative balances for the year ended December 31, 2018)
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Financial Position
December 31, 2019
(with comparative balances as at December 31, 2018)
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Operations and Accumulated Surplus
Page 74 of 126
2020 (Unaudited)2019
Financial Assets
Bank 3,287 2,390
Investments 26,000 26,000
Interest receivable 87 97
Donation receivable
Due from Town of Tillsonburg
29,374 28,487
Liabilities
Reimbursement to Town
Accumulated Surplus 29,374 28,487
Revenues
Interest 823 599
Donation and fees 7,500 4,712
Other revenue / transfers -
8,323 5,311
Expenditures
Donations
Expenditures for trust fund obligations 7,436 2,288
7,436 2,288
Excess revenues over expenditures
(expenditures over revenues)887 3,023
Accumulated surplus, beginning of year 10,301 7,278
Accumulated surplus, end of year (note 3)11,188 10,301
Trust Fund Allocations
Lake Lisgar Trust 15,824 13,686
Restricted Fountain Trust 13,549 14,801
29,374 28,487
Note: The Fountain Trust funds are restricted for fountain maintenance at Lake Lisgar and they
earned interest of $379.49 in 2020. Expenses were for stocking fish, dredging, fountain repairs
and operating costs.
For the period ended December 31, 2020
(with comparative balances for the year ended December 31, 2019)
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Financial Position
December 31, 2020
(with comparative balances as at December 31, 2019)
Town of Tillsonburg - Lake Lisgar Revitalization Trust Fund
Statement of Operations and Accumulated Surplus
Page 75 of 126
LAKE LISGAR REVITALIZATION PROJECT MANDATE
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 (2012-2020);
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 generat ions to come.
Page 76 of 126
LAKE LISGAR REVITALIZATION PROJECT
Page 77 of 126
•There are many dead trees at the top half of
the lake that will impede the recreational use
of the lake if they fall into the lake.
•There are also dead trees almost in the lake
that look unsightly.
•There is always the danger of the dead trees
falling into Memorial Park on the public
pathway. Some have already done so.
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2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1.Name of Organization:
Address/Telephone Number (if applicable):
2.Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4.Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Page 87 of 126
5.Why do you require funding and what will the funds will be used for?
6.Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7.Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $
2019 $
2018 $
8.Financial statements for 2019 attached? Yes No N/A
9.Have you included additional information for Council’s consideration?
Yes No
10. Group member(s) presenting at the January 18, 2021 meeting:
11.Will you be providing a power point presentation? Yes No
Page 88 of 126
Nov '19 - Oct 20 Budget
Ordinary Income/Expense
Income
Administration Income
Convention or Meeting Income 0.00 500.00
Gov. Grants (OMAFRA & OHA)1,500.00 1,500.00
GST/HST Receivable 1,352.34 1,300.00
Miscellaneous Income
House tour volunteers 500.00
Tillsonburg reimbursement 992.99
Miscellaneous Income - Other 105.00 0.00
Total Miscellaneous Income 1,597.99 0.00
Total Administration Income 4,450.33 3,300.00
Bus Tours 100.00 9,000.00
Donations
Memorial Donations 25.00 0.00
Non Receipted Donations 912.00 0.00
Receipted Donations 395.00 0.00
Returned honorariums 300.00 0.00
Total Donations 1,632.00 0.00
Membership Dues
Junior Gardeners 0.00 800.00
Lifetime Members 0.00 6.00
Regular Members 3,860.00 4,000.00
Total Membership Dues 3,860.00 4,806.00
Plant Auction (I)
Plant Auction Income 0.00 8,500.00
Total Plant Auction (I)0.00 8,500.00
Summer Event - BBQ 0.00 2,500.00
Summer garden tour 0.00 800.00
Total Income 10,042.33 28,906.00
Gross Profit 10,042.33 28,906.00
Expense
Administration
Bank Charges 50.94 50.00
Christmas Gifts
Food bank donation 900.00 0.00
Christmas Gifts - Other 114.68 120.00
Total Christmas Gifts 1,014.68 120.00
Convention or Meeting Expense 292.99 800.00
Donations 200.00 0.00
Honourariums 300.00 300.00
Office Supplies
springfest 55.94 100.00
Office Supplies - Other 0.00 600.00
Total Office Supplies 55.94 700.00
OHA Fees 1,048.09 1,000.00
Other Miscellaneous Expenses 82.44 0.00
Postage and Delivery 197.25 275.00
Scholarship Award 750.00 750.00
Society Memberships 0.00 180.00
Total Administration 3,992.33 4,175.00
10:52 AM Tillsonburg Horticultural Society
10/25/20 Profit & Loss Budget Overview
Cash Basis November 2019 through October 2020
Page 1
Page 89 of 126
Nov '19 - Oct 20 Budget
Communication
Printing 311.58 800.00
Web Site 300.00 640.00
Total Communication 611.58 1,440.00
Plant Auction (E)
Plant Auction Expenses 118.28 1,600.00
Plant Auction Facility Rental 0.00 167.45
Total Plant Auction (E)118.28 1,767.45
Program Expense
Bus Tours 1,179.97 8,000.00
Flower & Photo Contest Prizes 0.00 250.00
Greeting Committee 0.00 50.00
Judging 50.00 100.00
Junior Gardeners 0.00 1,500.00
Scrapbooking 0.00 30.00
Summer Event BBQ 0.00 2,000.00
Summer Garden Tour 0.00 300.00
Sunshine and Greetings 0.00 40.00
Volunteer Recognition Awards 0.00 25.00
Total Program Expense 1,229.97 12,295.00
Society Meetings
December Potluck
December Entertainment 0.00 300.00
Facility Rental for Potluck 167.45 234.53
December Potluck - Other 1,706.34 1,500.00
Total December Potluck 1,873.79 2,034.53
Door Prizes 50.51 315.00
Facility Rental 500.00 1,200.00
Kitchen Expenses 37.70 250.00
Lifetime Members 0.00 6.00
Speakers 660.56 2,000.00
Total Society Meetings 3,122.56 5,805.53
Tillsonburg Beautification
Annandale House Gardens 637.16 600.00
Bert Newman Park 531.82 600.00
Broadway Beautification 750.00 750.00
Legion Gardens 175.08 250.00
Senior Center Gardens 43.73 250.00
Station Arts Gardens 317.37 350.00
Total Tillsonburg Beautification 2,455.16 2,800.00
Total Expense 11,529.88 28,282.98
Net Ordinary Income -1,487.55 623.02
Other Income/Expense
Other Income
Interest Earned 0.00 5.00
Total Other Income 0.00 5.00
Net Other Income 0.00 5.00
Net Income -1,487.55 628.02
10:52 AM Tillsonburg Horticultural Society
10/25/20 Profit & Loss Budget Overview
Cash Basis November 2019 through October 2020
Page 2$7168.39 closing balance
Page 90 of 126
Tillsonburg Horticultural Society
Beautification Expenditures
Garden 2016 2017 2018 2019 2020 Total
Beautification # of Hours
@
Minimum
Wage
Beautification # of Hours
@
Minimum
Wage
Beautification # of Hours
@
Minimum
Wage
Beautification # of
Hours @
Minimum
Wage
Beautification
(Budget $’s)
# of
Hours @
Minimum
Wage
Annandale
NHS
$973.81 214 @
$11.40 =
$2439.60
$1952.38 700 @
$11.40 =
$7980.00
$1056.70 200 @
$14.00 =
$2800.00
$1012.58 145 @
$14.00 =
$2030.00
$637 600 @
$14.00 =
$8400.00
$29,282
Bert
Newman
Park
n/a n/a n/a n/a $1288.92 235 @
$14.00=
$3290.00
$901.78 165 @
$14.00 =
$2310.00
$532 273 @
$14.00 =
$3,822.00
$12,144
Broadway
Street
85 @
$11.40 =
$969.00
20 @
$11.40 =
$228.00
$1097.50 $750 n/a $3,045
Library Lane
n/a n/a Donated. 20 @
$11.40 =
$228.00
Donated. 10 @
$14.00 =
$280.00
20 @
$14.00 =
$280.00
20 @
$14.00 =
$280.00
$1,068
Mulch for
Gardens
$2030.00 $2,030
Royal
Canadian
Legion
$323.80 20 @
$11.40 =
$228.00
$180.00 20 @
$11.40 =
$228.00
$639.49 100 @
$14.00 =
$1400.00
$433.54 100 @
$14.00 =
$1400.00
$175 49 @
$14.00 =
$686.00
$5,694
Senior
Centre
$230.11 68 @
$11.40 =
$775.20
$371.88 84 @
$11.40 =
$957.60
$215.49 85 @
$14.00 =
$1190.00
$879.33 105 @
$14.00 =
$1470.00
$43 35 @
$14.00 =
$490.00
$6,623
Station Arts
$711.41 50 @
$11.40 =
$570.00
$396.71 40 @
$11.40 =
$456.00
$429.32 45 @
$14.00 =
$630.00
$334.36 75 @
$14.00 =
$1050.00
$317 48 @
$14.00 =
$672.00
$5,567
Town of
Tillsonburg
(incl Service
Club
Donations)
$3291.18 $5694.26 $5750.00 $1825.00 $16,560
Trees $1350.35 $678.00
$2,028
Tulips For
150
$454.79
$455
TOTALS:
$7,335.45 $4,981.80 $8,595.23 $10,077.60 $12,087.92 $9,590.00 $6,484.09 $8,540 $2,454 $14,350 $84,496
Page 91 of 126
Tillsonburg Horticultural Society
2021 Town of Tillsonburg Grant Application
2020 Society Activity Recap
The Society was unable to host monthly general meetings from March onward.
The Board of Directors met intermittently throughout the year to continue Society
business.
Volunteers continued to plant, maintain and nurture town gardens with 50%
budget allocations.
o Annandale House National Historic Site
o Bert Newman Park
o Library Lane (strip of hostas only)
o Royal Canadian Legion
o Senior Centre
o Station Arts
The following revenue-generating activities and/or programs were cancelled:
o Junior Gardeners
o Garden Auction
o Bus Tours
o Beyond the Garden Gate Garden Tour
o Summer BBQ Social
Page 92 of 126
2020 Financial Recap
The Society was able to generate some funds and by exceeding the 200 (202
actual) membership mark, we were able to receive the OMAFRA grant:
o Various Donations $1,600.00
o Membership Fees $3,860.00
o OMAFRA Grant $1,500.00
o Discover Tillsonburg House Tour $500.00
▪ Total: $7,460.00
The Society lost revenue with cancelled activities (all NET budgeted dollars):
o Garden Auction $6,700.00
o Bus Tours $1,000.00
o Beyond the Garden Gate Garden Tour $500.00
o Summer BBQ Social $500.00
▪ Total: $8,700.00
2021 Plans & Forecast:
In order to encourage members to re-join, the Society has offered annual
memberships at 50% reduced fees ($10. instead of $20. per year).
If the Society realizes the same number of members for 2021, we will lose
½ membership dollars (approximately $2,000).
In anticipation of another “stay at home” year, the Society would like to
continue to beautify the same public spaces. We would also like to “doll
up” the gardens to their maximum show – a huge uplifting benefit to
everyone!
The Society plans to hold two revenue-generating activities this coming
year:
o Garden Auction or Sale, depending on COVID restrictions in May
o Beyond the Garden Gate Garden Tour in June.
The Society plans to resurrect the Junior Gardener program, which we
operate at a loss.
Page 93 of 126
2021 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 $500.00 $250.00 $250.00
Station Arts Gardens $700.00 $350.00 $350.00
TOTAL: $5,600.00 $2,800.00 $2,800.00
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 2020, volunteer hours contributed to these gardens was significant:
1,025 hours @ $14.00 min. wage = $14,350.00 labour.
Submitted by:
Christine Nagy, President
Tillsonburg Horticultural Society
Page 94 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1.Name of Organization:
Address/Telephone Number (if applicable):
2.Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4.Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Theatre Tillsonburg
144789 Potters Rd. Tillsonburg N4G4G7
Chris Van Gulck
chris.vangulck@yahoo.ca
7134.00
Theatre Tillsonburg has been offering culturally enrichment to Tillsonburg and the
surrounding areas for over 40 years. We offer 3-4 plays per year, theatre workshops,
other cultural events and Theatre Camp for children ages 4-12 years. We have been
involved in many of the town and county activities like Open Doors Oxford, House
tours, Celebrate Tillsonburg and the home shows.
Page 95 of 126
5.Why do you require funding and what will the funds will be used for?
6.Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7.Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $
2019 $
2018 $
8.Financial statements for 2019 attached? Yes No N/A
9.Have you included additional information for Council’s consideration?
Yes No
10. Group member(s) presenting at the January 18, 2021 meeting:
11.Will you be providing a power point presentation? Yes No
COVID-19 resulted in the postponement of our already scheduled plays. In order to
reopen we need to put certain measures in place to ensure a safe and healthy
environment for our volunteers and patrons. We need to install door actuators for our
washrooms, minimal contact taps and soap dispensers, a washroom barrier,
plexiglass for our canteen and hand sanitizing stations.
At this time, we do not have other sources of funding.
Charlotte Van Roestel, Sheila Tripp, Karen Tripp
Page 96 of 126
Theatre Tillsonburg Reopening Needs
Washroom door actuators 4067.40
Electrical installation of actuators 1200.00
12 Sanitizer stations 522.60
Minimal touch taps for washrooms 600.00
Soap dispensers for washroom and kitchen 300.00
Washroom patrician 188.00
Plexiglass for canteen area 256.00
$7134.00
Page 97 of 126
2021 - GRANT APPLICATION FORM
Application Deadline Date: Friday, November 13, 2020
Community groups requesting funds are required to present their application to
Council at the scheduled meeting on January 18, 2021 between 6pm and 9pm. The
indicated primary contact will be emailed prior to January 6, 2021 with a time slot.
A firm 10 minute period will be allotted to present and answer questions from Council.
If there is additional information you wish to communicate to Council which is not
included in the form below, please include it as a separate document.
1.Name of Organization:
Address/Telephone Number (if applicable):
2.Primary Contact Person:
Email:
3. 2021 Grant Request Amount: $
4.Summary of purpose/mandate of your organization:
Please submit all completed applications via one of the following methods:
Email: Sheena Pawliwec, Interim Director of Finance spawliwec@tillsonburg.ca &
Michelle Smibert, Town Clerk msmibert@tillsonburg.ca
Post: Town of Tillsonburg
Attention: Sheena Pawliwec
200 Broadway, Suite 204
Tillsonburg, Ontario N4G 5A7
Page 98 of 126
5.Why do you require funding and what will the funds will be used for?
6.Detail other sources of funding for this project/program (if applicable).
Example: Donations, grants from other community groups, etc.
7.Has the Town granted funds to your group in the past 3 years? If yes,
please indicate the amount(s) and uses.
Year Amount Uses
2020 $
2019 $
2018 $
8.Financial statements for 2019 attached? Yes No N/A
9.Have you included additional information for Council’s consideration?
Yes No
10. Group member(s) presenting at the January 18, 2021 meeting:
11.Will you be providing a power point presentation? Yes No
Page 99 of 126
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Page 116 of 126
JA Online Programs
Visit JA South Western Ontario online at jaswo.org or email us at info@jaswo.org for more information
@JA_SWO JA South Western Ontario JA South Western Ontario @JA_SWO
Gain the skills you need to make your dreams a reality
For more information, visit: www.jacampus.org
JA’s interactive online programs for elementary and high school students focus on our three pillars: entrepreneurship, work
readiness, and/or financial literacy. Below you will find a list of our current online programs.
Our Business World
Grades: 3-6 Duration: 2 hours
More than Money
Grades: 3-6 Duration: 2 hours
Dollars with Sense
Grades: 6-9 Duration: 2 hours
Teaches students
about the growing
and changing world
of entrepreneurship
in Canada.
Introduces students to
how money is used,
how they can build
their own business,
and managing their
future finances.
Equips students with
information to make
wise financial
decisions, avoid living
in debt, and become
insightful investors.
Economics for Success
Grades: 6-10 Duration: 2 hours
Entrepreneurial Trades
Grades: 10-12 Duration: 4 hours
Investment Strategies
Grades: 10-12 Duration: 2 hours
Enables students to
gain a stronger grasp
on who they are and
what role personal
strengths will play in
their future success.
Prepares students
to understand,
analyze, evaluate
and apply financial
and business skills
for a successful
trades career.
Teaches students to
save, understand
investment vehicles,
and prepare for
investing in their
future.
A Business of My Own
Grades: 4-7 Duration: 2 hours
Prepares students to
plan their own
business and
become successful
entrepreneurs.
Personal Finance
Grades: 9-12 Duration: 4 hours
Prepares students for
their future financial
decisions, and equips
them with the tools
they need to be
savvy consumers.
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JA in Tillsonburg
Page 118 of 126
2
Keeping Education Moving Forward
•We offer teacher-led and self-directed courses which are available
for free to students in Grades 3 to 12. Each program lasts 2 to 4
hours and provides expert guidance so they can learn all about
finances, the world of work and key skills on how to start their
own business.
•These programs support the curriculum and help learners develop
and build on skills they are taught in the classroom –giving them
the tools to succeed in work and life!
We are passionately
committed to our
mission of inspiring
students and
preparing them to
succeed in a global
economy.
We prepare students
for a successful
future with training
in:
•Financial Literacy
•Work Readiness
•Entrepreneurship
Page 119 of 126
3
Digital Day Programs
Financial Literacy Programs for Elementary Grades
Grade 7 Grade 8Grade 4
Page 120 of 126
4
“In-School” Program Models
Teacher-Led In Class
Teacher-Led Online
Student Self-Directed
Page 121 of 126
5
JA Campus jacampus.org
•Program access for teachers and students
•Volunteer training and resources (select programs)
Page 122 of 126
6
Recent JA Program History in Tillsonburg
Year # Classes # Students # Volunteers
2017-18 19 489 19
2018-19 12 279 12
2019-20 3 78 4
2020-21 (projected)3 75 3
•The trending decline in JA program delivery has been due to the impact of COVID-19
as well as lack of funding. All sponsorships and donations made in the community
are used in the community. NOTE: in 2017-18 there was a strong community effort
made to ensure there was enough funding to support all grade 7 & 8 classes,
therefore JA was able to deliver!
•JA is not government of United Way funded and relies on the support of
organizations, foundations, individuals and fundraising events to sponsor our
programs so that we may provide them free of cost to schools and the students,
making them accessible for all.
Page 123 of 126
7
Keeping Education Moving Forward
Schools are facing uncertain times, but the
essential education from JA doesn’t have to stop.
With a donation or partnership, you will help
students to thrive with our online financial
literacy programs.
Thank you
We are passionately
committed to our
mission of inspiring
students and
preparing them to
succeed in a global
economy.
We prepare students
for a successful
future with training
in:
•Financial Literacy
•Work Readiness
•Entrepreneurship
Page 124 of 126
8
Any Questions?
Page 125 of 126
THE CORPORATION OF THE TOWN OF TILLSONBURG
BY-LAW 2021-007
A BY-LAW to confirm the proceedings of Council at its regular meeting and
budget meeting held on the 18th day of January, 2021.
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
meetings held on January 18, 2021, 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. This by-law shall come into full force and effect on the day of passing.
READ A FIRST AND SECOND TIME THIS 18th DAY OF JANUARY, 2021.
READ A THIRD AND FINAL TIME AND PASSED THIS 18th DAY OF JANUARY,
2021.
________________________________
MAYOR – Stephen Molnar
_______________________________
TOWN CLERK – Michelle Smibert
Page 126 of 126